ESG Report 2021 - Collective Mining

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ESG
REPORT
2021
WORKING COLLECTIVELY WITH OUR
STAKEHOLDERS TO BUILD A BETTER FUTURE

Message from the Executive Chairman
Message from the CEO and President
About Our ESG Report
Our Interest Groups
Materiality Analysis
2. ABOUT US
Exploration is at the Heart of Our Operations
Our Objective
Management Team
Ethics and Integrity
Our Sustainability Model
3. OUR SOCIAL MANAGEMENT
Our Areas of Intervention in Social Management
Our Actions
Support for Local Mining
Economic and Social Development
Strategic Alliances
1
2
3
3
5
10
Collective Mining 9
13
17
Corporate Governance 14
19
25
Impact Identification and Attention 22
26
9
1
26
31
34
39
40
Table of Contents
1. ABOUT OUR ESG REPORT
Water Management
Climate Change and Energy
Biodiversity Management
Waste Management
Environmental Education
5. OUR PEOPLE
Employment
6. OUR ECONOMIC MANAGEMENT
Economic Value Distributed
Significant Economic Impact
Supply Chain
7. INTEGRATED INDEX OF INDICATORS
43
44
48
51
52
52
53
53
57
Health and Safety at Work 58
65
66
67
68
71
4. OUR ENVIRONMENTAL MANAGEMENT
Employee Relations

Our Contribution to the Sustainable Development Goals

About Us Our Social Management Our Environmental Management Our People Our Economic Management Integrated Index of Indicators
01
A Different Approach to the Mining Exploration Business
I am pleased to present Collective Mining's first ESG report, which summarizes the significant efforts we have developed
since our young Company began operations in Colombia a little over a year ago. Collective Mining has a clear goal, to
discover the next major mineral deposit in Colombia while adhering to the highest environmental and social standards. We
are proud to have on board an experienced team with a track record of creating value that was responsible for the discovery,
permitting, constructing and selling the largest gold mine in Colombia for USD$1.4 billion in 2020.
Message from the
Executive Chairman
We are beginning to write the next chapter in our story. We are convinced that our clear strategic focus, proven ESG model,
strong leadership and experienced exploration team are the Company’s drivers for future success. As we embark on a
20,000 metres drilling program throughout 2022, we hope to deliver strong results aimed at meeting our goal of making
another major mineral discovery in Colombia.
I am incredibly proud of what our organization has achieved in a short period of
time. Over the course of the last year, our Company has rapidly and responsibly
advanced exploration at our Guayabales and San Antonio Projects, located
within the mining friendly municipalities of Supía, Marmato and Pácora in the
Department of Caldas, Colombia. Our exceptional exploration team has made
two discoveries and identified eleven drilling targets within our two projects.
On the sustainability side, we have been able to honor the name of our
Company, Collective Mining. We have structured a strong Collective model that
prioritizes the development of the region and the well-being of our communities
and employees. Our ESG approach reflects our mission and purpose to create
value and share it with our communities while always considering the
environment in which we operate. Primarily, we aim to continue to operate in a
safe, socially and environmentally responsible manner. We are honoring our
“License To Operate” by adhering to the best and highest global practices
available to the mining industry, with an emphasis on transparent dialogue and
a permanent concertation process with our stakeholders.
“Our ESG approach reflects
our purpose to create value
and share it with our people
and the environment while
operating in a safe, socially
and environmentally
responsible manner”
ARI SUSSMAN
EXECUTIVE CHAIRMAN

Message from
the CEO and President
02
Understanding Our Surroundings
A little more than a year ago, our investors tasked us with starting an
exploration company from scratch and entrusting us with such an important
undertaking. We are a very committed team of professionals who have a
vision of creating a company with a diverse and inclusive organizational
structure, one that is environmentally and socially aware, along with the goal
of creating and sharing value with its stakeholders.
Our objective is to create a company that belongs to us all. This is the
Collective way and we are grateful for this opportunity. In hindsight, the road
traveled thus far has been rewarding, largely in part to the team's
experience. Our team's experience in discovering, permitting and building
the Buriticá Project, Colombia’s largest gold mine, has been invaluable.
This has allowed us to put our best practices to work from the onset and
focus on the most challenging areas of our business.
Our people's approach to the region, communities and environment
has been instrumental in opening doors in the department of Caldas,
a mining friendly region full of geological potential and eagerness to
develop all sorts of industries. As guests in the Caldas department,
we are grateful for the openness and support of its people. We
are convinced of the importance of mineral
exploration activity as a value creator for the
country, its relevance in improving the standard
of living in rural areas and its capability to
contribute to a clean energy transition.
“Collective Mining's activities always start with open and frank
communications with our stakeholders. Promoting our exploration activities in
parallel with a sound ESG practice will position the company for success”.
OMAR OSSMA
CEO
In 2021, we achieved several milestones in Collective Mining’s evolution. We
continued to build an enthusiastic, diverse and inclusive team, listed the Company’s
shares on the Canadian-based, TSX Venture stock exchange, identified nine drilling
targets through grassroots exploration, made important social, environmental and
agricultural alliances with organizations such as the National Federation of Coffee
Growers, drilled close to 9,000 metres and made geological discoveries at both our
Guayabales and San Antonio projects. More importantly, we were able to see that
Collective Mining is making a difference in the region and steadily strengthening
its relations with the communities in the area.
The short road travelled also brings with it several challenges. Our largest challenge
is to rapidly improve our health and safety culture. Our company is nothing without
our people. We have initiated numerous activities focused on training and
awareness in health and safety. We are aware that our family is always waiting for us
to return safe and sound from work at the end of the day.
There is no more important moment to put forth Collective Mining's first
Environmental, Social and Governance Report which we are proud to present at
this time. Our stakeholders will have the chance to review the main achievements
that we have made with the people of Caldas, our interactions with the
environment and the communities, as well as our plans for the future. We expect
this report to be the start of a regular practice for Collective Mining going forward.

At Collective Mining, we recognize all stakeholders, and in accordance with the GRI
methodology, all entities and/or individuals that may reasonably be affected by the
projects and/or activities of the organization, as well as those whose actions could affect
our ability to achieve our strategies and objectives are considered stakeholders.
The identification of our interest groups was carried out through a participatory process,
in which several variables were considered, such as: the degree of influence and the
degree of dependence in decision-making, in the ability to obtain income, in the
operation, in the organizational strategy and in the reputation of the stakeholder. This
has allowed us to prioritize those categories that carry greater weight for the
organization, as follows:
Reflecting the fact that we are a young company, there are ESG aspects within this report
that we are working to improve in the future. At the end of the report, you will find the
GRI index, which accounts for the main aspects reported.
For more information about this document, inquiries may be made at
info@collectivemining.com.
About our ESG Report
This constitutes the first ESG report for Collective Mining Ltd. (referred in this document as
the “Company”) and covers our activities during the years 2020 and 2021. As it is our first
report, it lacks restatements or changes between 2020 and 2021. Nonetheless, it will serve as
the basis for our future efforts in continuing to provide our stakeholders with an updated
report. For additional information regarding corporate, legal, financial and operational
results, interested parties may review our Annual Information Forms, Financial Statements
and Management’s Discussion and Analysis for the reported periods 2020 and 2021 available
at www.collectivemining.com and on the System for Electronic Document Analysis and
Retrieval (SEDAR) www.sedar.com.
All figures are presented in US Dollars for the English version and in Colombian Pesos for the
Spanish version as of December 31, 2021.
The focal points of this report were chosen based on a materiality analysis, in which the
priority issues for the Company and our stakeholders were identified, with consideration of
the main characteristics of our operating environment. Going forward, we hope to continue
incorporating stakeholder consultation mechanisms on a systematic and permanent basis.
This report has been prepared in accordance with the Core Option of the GRI Standards
(Global Reporting Initiative) and the guidelines of the Mining and Metals Sector Supplement
in order to report the most important aspects of our corporate strategy. Likewise, we have
also integrated specific standards for mineral exploration, such as ICMM and E3 Plus.
Our Interest Groups
03
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Collective Mining is always striving to maintain a transparent relationship with local
communities, government and other interest gorups at all levels. Our engagement
principle is build around declaring our activities and objectives prior to their
execution. We have a highly skilled group of professionals in the field on a daily
basis visiting stakeholders to openly disclose the nature and scope of our activities.
Therefore, our activities are usually preceded by a detailed communication
program. In doing so, we are able to keep an open and real-time channel of
communication for which we promote i) periodic meetings with communities and
local authorities where we present advance reports regarding our operations; ii)
community participatory monitoring and surveillance, in which parts of the
community oversees compliance with environmental standards. More details about
stakeholders' information process can be found later in this report under “Our
Social Management”.
04
Local authorities
Employees
Communities
National and
regional authorities
Academy
Shareholders
and investors Industry associations

MAIN ASPECTS
High
High
High
High
High
High
High
Relationship with the different interest groups
Hiring local labor
Significant investments in infrastructure and public support
(road and community infrastructure - aqueducts)
Conservation of watersheds
Reforestation
Small mining and mining formalization
Dialogue and community participation
ASSESSMENT
The main aspects referred to by the Company's stakeholders were:
Consultation to
Satakeholders
The definition of material issues was carried out with the following methodology:
Materiality
02 03
01 Workshop for prioritization
of material aspects and definition
of reporting approach
Our first consultation exercise with stakeholders on issues of materiality
took place in early 2022. We conducted 29 interviews with various inte-
rest groups that contributed to the identification and prioritization of
the main relevant issues for the organization.
Consultation to stakeholders comparative analysis
with peer companies
05

The primary material issues were analyzed in comparison to those reported by peer organizations, allowing the Company to have a benchmark of best practices and expectations in the industry. This
analysis was complemented by strategic lines of intervention and the Company's sustainability model, in order to entirely define the scope within which the Company will approach its ESG report.
In this, the following aspects were identified:
Comparative Analysis of Material Issues
Vis-a-Vis Other Mining Companies
Efficient use of natural resources
Climate change and energy use
Management of water resources
Rehabilitation and biodiversity
Air quality
Tailings management
Waste management
Management of environmental impacts
Management of environmental risks
Recovery of areas intervened by mining
ENVIRONMENTAL MATTERS SOCIAL MATTERS
Fair labour practices
Human resources management
Occupational health and safety
(accident, fatality, and injury prevention)
Employee and community health
Pandemic response
Diversity and inclusion practices
Security and crime
Cultural heritage and respect for the rights of ethnic minorities
Respect for human rights
Economic and organizational development of artisanal mining
Ilegal mining
Mining formalization
Community development / local economic development
Inclusivity in sourcing materials
Governance of the value chain / responsible value chain
Social impact management
Corporate Governance
Ethics and transparency (corruption / conflicts of interest)
Business integrity and regulatory compliance
Risk management and control
Strategic relationships with interest groups
GENERAL MATTERS
Sustainable development/ Shared value
Job generation
Acquisition and supply of local goods and services
Generation of alternative local economies
Investment and social development
Regional development and institutional strengthening
ECONOMIC MATTERS
06

Responsiveness
Impact on Collective Mining's strategic objectives
5
Very high
4
High
3
Medium
2
Low
1
Very low
1
Very low
2
Low
3
Medium
4
High
5
Very high
Worker-company relations
Impact identification
and management
Health and Safety
Water management
Dialogue and community
participation
Organizational
governance
Local Mining
Economic-Social
Development
Company Materiality Workshop
During the Company’s materiality workshop, the following material
matters were identified:
07

Finally, an ESG control committee was assembled to allow management and monitoring of
the matters prioritized by the Company. The identification of the GRI matters, together with
other standards, can be verified in the table at the end of this report.
REPORTING APPROACH
MATERIAL ISSUES
WATER
MANAGEMENT
WORKER-
COMPANY
RELATIONS
LOCAL MINING
• Water strategy
• Water and effluents
• Characterization of aqueducts and sources of interest
• Minor environmental permits
• Enrichment of protection areas
• Participatory monitoring
• Environmental education (fauna, flora and biodiversity)
• Conservation
• Work environment (internal management)
• Training and qualification
• Labor welfare
• Professional growth
• Development of coexistence model
• Identification of environmental liabilities
• Accompaniment in preventive security for formalized miners
• Mechanisms and channels of information and communication
The reporting approaches for each of the defined material aspects were as follows:
DIALOGUE AND
PARTICIPATION WITH
THE COMMUNITY
• HS management system
• Behavior-based security
HEALTH AND SAFETY
• Participatory monitoring
• Property management
• Mechanisms and channels of information and communication
• Grievance mechanism
CORPORATE
GOVERNANCE
SOCIAL AND
ECONOMIC DEVELOPMENT
• Governance model
• Policies and regulations
• Ethics and transparency
• Information technology management
• Security procedures and practices
• Impact management
• Risk management
• Responsible environmental and social management
in the operation
Employment:
• Generation of transparent employment processes
• Youth employment
• Local employment (employability by region)
• Differential approach with vulnerable communities
• Strategic Alliances
REPORTING APPROACH
MATERIAL ISSUES
RISK IDENTIFICATION
08

ABOUTUS
We are writing a Collective Mining story when...
c o l l e c t i v e m i n i n g . c o m
We work responsibly to find the next world-class mineral deposit
and contribute to Colombia’s energy transition.
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09
MINERA
CAMPANA SAS
MINERALES
PROVENZA SAS
COLLECTIVE
MINING LIMITED
COLLECTIVE
MINING LTD
COLLECTIVE MINING
LIMITED SUCURSAL
COLOMBIA
Collective Mining is a Canadian company listed on the TSX Venture
Exchange under the symbol "CNL", focused on the acquisition,
exploration, development, and exploitation of mineral properties
in which the Company's expertise could substantially enhance
stakeholder's value. As the world embarks through an energy
transition, Collective Mining’s exploration activities have become
more and more relevant, allowing for a significant mineral
discovery which will boost the future, metal-intensive energy
transition.
Despite our short history, we have a team that has extensive
experience in the development of successful world-class mining
projects. This team has come together with the aim of discovering
the next world-class mineral deposit and developing a mineral
exploration model with an approach based on inclusion,
participation, collaboration while generating benefits for all our
stakeholders.
Our goal to provide stakeholder value is based on the development
of the concept of "Collective Mining", a participatory model of
inclusion that contributes to the economic and social development
of the region.
Currently, Collective Mining is developing two early-stage
greenfield exploration projects in the Municipalities of Marmato,
Supía and Pácora, within the Department of Caldas (Colombia).
These two projects are known as Guayabales and San Antonio. To
date, Collective Mining is not operating any producing mines.
Collective Mining conducts buisness through a company
incorporated in Ontario, a wholly owned Bermuda company called
Collective Mining Limited and its Colombian branch Collective
Mining Limited Sucursal Colombia, and two Colombian
subsidiaries named Minerales Provenza SAS and Minera Campana
SAS, as shown in the following table:
CANADA
BERMUDA
COLOMBIA

10
GUAYABALES
+10 Moz Au*
SAN ANTONIO
Collective Mining exploration projects are located in the
Middle Cauca belt in the Caldas Department of Colombia:
The Guayabales project and the San Antonio project. The
Middle Cauca Belt is one of the most under-explored mineral
areas in the world, in which the municipalities of Marmato,
Supía and Pácora are found. In this area, there is a rich history
of gold mining dating back around 500 years, from the
pre-columbian and colonial periods.
Exploration is at the
Heart of Our Operations
Collective Mining Aris Gold
Panamerican Highway
LEGEND:

11
The Guayabales project is located in a historical golden district in the municipalities of Supía and Marmato in the
Department of Caldas, about 100 km from the cities of Medellin, Manizales and Pereira. The Guayabales project is
adjacent to the Aris Gold-owned Marmato gold mine, which has an estimated resource of +10 MOz . The Guayabales
Project is comprised of exploration titles and exploration applications totaling more than 4,300 hectares.
During the first half of 2021, Collective Mining’s team rapidly advanced the project with intense geological mapping, soil
and rock sampling programs and the completion and interpretation of an airborne geophysical and IP survey. This work
highlighted a major mineralized structural corridor that incorporates both porphyry style copper-gold-molybdenum
mineralization and associated high-grade gold-silver (base metal) vein systems. The Guayabales Project has a massive
potential for a polymetallic orebody with importance for Colombia’s energy transition approach. In the second half of
2021, exploration activities focused on five outcropping and grassroot targets generated by the Company: Olympus,
Victory, Donut, Box and Apollo.
GUAYABALES PROJECT
Drilling commenced at the Guayabales project in late 2021 and is expected to continue throughout 2022.
In addition, the Company plans to continue with geological mapping, soil and rock sampling programs and
a high-resolution IP survey on several of the remaining areas of the Guayabales Project not covered in 2021.

12
The San Antonio project is located in the municipality of Pácora, Caldas, in an area of influence that includes the
district of San Bartolomé and the village of La Garrucha. It is located about 100 km from the main cities of Medellin,
Manizales and Pereira and 8 km NNE of the Guayabales project on the western margin of the Colombian Central
Cordillera. The San Antonio Project is comprised of one title and exploration applications totaling more than
4,729-hectares. The project incorporates a copper-gold-molybdenum porphyry mineralization potential over an
area of 2 km x 1 km.
In 2021, the Company initiated a maiden 5,000 metre drill program on the San Antonio Project. The aim of the
program was to determine the near-surface potential of three targets and begin testing the potential for porphyry
and breccia bodies. Surface work in this area had outlined anomalous gold molybdenum soil values in association
with altered porphyry intrusive bodies, porphyry-related stockwork quartz veining, hydrothermal breccias and
polymetallic veins. To date, the Company has made a significant grassroot discovery at the Pound target, one of the
three targets generated at the San Antonio project.
SAN ANTONIO PROJECT
In 2022, the Company plans to conduct an IP survey to further delineate the drill targets.
Once completed and analyzed, the Company plans to conduct follow-up drilling.

• Consolidate a regional exploration block in highly prospective
areas through the acquisition of mining titles and applications
either from third parties or directly from the mining authority.
• Carry out surface and subsoil exploration activities to identify
economically viable polymetallic mining deposits.
• Integrate local miners into the Collective Mining value chain
through the development of the “Collective Mining model”.
• Develop sustainable mining projects that remain feasible over
the long term.
At Collective Mining, we are focused on mineral exploration
activities, mainly for metals relevant to the global green energy
transition, with the hope of making the next world-class mining
discovery in Colombia. To this end, we accompany our exploration
activities with a robust environmental, social and governance
program, led by a team of experts in sustainability. This is done to
help guarantee an adequate balance between the interests of
exploration and those of the local communities, with a view to
establish, through dialogue, solid foundations for social,
environmental and operational interaction in the future.
To discover the Next World-Class
Mining Deposit in Colombia
13
OUR OBJECTIVE
OUR STRATEGIC OBJECTIVES

14
Solid corporate governance, with responsible and highly qualified management and supervision by
an experienced Board of Directors, is essential to mitigate business risks, serve our stakeholders and
create long-term value.
Thanks to our corporate governance model, we aim to deliver on the following promises:
Corporate Governance
To fulfill our commitments to employees, investors, the
community that welcomes us and our stakeholders with
responsibility, transparency and integrity.
To respect the rights of our shareholders and investors, while
implementing transparent, equitable and objective practices in the
administration of the business.
To ensure that the Company is accepted by community as a party
that contributes to local and regional development.
To ensure business feasibility by acting responsibly and managing
the social, economic, and environmental impacts caused by our
operation.

15
• Former CEO and Founder of Continental Gold.
• Extensive experience in financing high-quality mineral assets, having
raised more than one billion dollars for various companies in the sector.
• Current Chairman of Alamos Gold, Former director of Continental Gold
and CFO for Guyana Goldfields.
• Former National Mining Leader for PWC.
• Current CEO of the Astor Group, a private investment company.
• Former CEO and founder of GT Gold.
ARI SUSSMAN
PAUL MURPHY, MA
ASHWATH MEHRA, B.Sc
Board of Directors and Committees
Our Board of Directors, the highest governing body of our organization,
oversees the administration, supervision and management of the business
and affairs of the Company. The Board of Directors monitors the fulfillment
of goals and commitments of the administration. The Board is made up of
five members, all recognized leaders in the sector, with one member holding
the capacity and title of Executive Chairman. The Board of Directors meets at
least four times per year.
The members of the Board are elected annually at the general meeting of
shareholders. They hold office no later than the close of the next annual
shareholders' meeting, with the possibility of being re-elected at that time.
Corporate
Governance Structure
Executive Chairman of the Board of Directors
• Current General Coordinator of Metrolinea 1.
• Extensive experience in the Colombian public and private sectors.
• Former President of the Colombian National Mining Agency (ANM).
• Former official at Deloitte and Semana Magazine.
MARIA CONSTANZA GARCIA BOTERO, MA
Director (Independent)
• Internationally recognized mine builder and process engineer.
• Former director of Cardinal Resources.
• Former lead director of Continental Gold, ex Kinross and Barrick Gold.
KENNETH THOMAS, P.Eng
Lead Director (Independent)

16
COMMITTEES
These contain the most relevant aspects related to the corporate governance of the
organization, such as the qualifications that the members of the Board of Directors must meet,
their independence, their responsibilities, the associated committees, as well as their
qualifications, methods of election and functions of the Executive Chairman and Lead Director.
The Executive Chairman is a member of the Board of Directors and oversees the effective
functioning of the Board itself. The Executive Chairman acts as a liaison between the
Company's management team and its highest governance body (the Board of Directors).
Policies of the Board
of Directors
Executive
Chairman of the Board
The organization has two Committees appointed by the Board of Directors:
Audit Committee:
Its primary function is to assist the Board in fulfilling its oversight responsibilities with
respect to: (a) the financial reporting process and the quality, transparency and integrity
of the Company’s consolidated financial statements and other related public disclosures;
(b) the Company’s internal controls over financial reporting; (c) the Company’s
compliance with legal and regulatory requirements relevant to the consolidated financial
statements and financial reporting; (d) ensuring that there is an appropriate standard of
corporate conduct for senior financial personnel and employees including, if necessary,
adopting a corporate code of ethics; (e) the external auditors’ qualifications and
independence; and (f) the performance of the internal audit process and communication
with the external auditors.
Corporate Governance, Nominating and Compensation Committee:
Its main function is to assist the Board in: (a) establishing the Company’s corporate
governance policies and practices; (b) identifying and vetting individuals qualified to
become members of the Board and senior executive officers of the Company ; (c)
reviewing the composition of the Board and its committees; (d) promoting a culture of
integrity throughout the Company; (e) monitoring, reviewing and approving human
resources and compensation policies and practices of the Company as well as
administering the Company’s securities-based compensation plans, and providing
recommendations to the Board of Directors and management team; and (f) reviewing the
Company’s organizational structure, organizational effectiveness and transparency
standards on an annual basis when significant changes are proposed or deemed
necessary, and providing recommendations to the Board of Directors and company
management.
Members of these Committees are independent directors and appointed based on the
rules and regulations applicable by the regulatory authorities of securities and stock
exchanges to which the Company is a member.

Members of our management team have extensive experience in both mining and other
industries. This team brings unique qualities, diversity, and viewpoints to Collective Mining.
Management Team
17
OMAR OSSMA
Former Legal Vice President of Continental
Gold and recognized expert in the
Colombian mining industry.
Former Exploration Manager at Touchstone
Gold in Colombia and former Exploration
Manager at Zijin Mining-Continental Gold.
CARLOS DAVID RÍOS
CEO and President
PAUL BEGIN
Former CFO of Continental Gold and
instrumental in raising $500 million in
financing for various mining projects.
Chief Financial Officer Vice President of Exploration
Former Senior Vice President of External
Affairs and Sustainability of Continental
Gold with extensive experience and
recognition in the Colombian mining
industry.
ANA MILENA VÁSQUEZ
Executive Vice President

18
Former Special Advisor to Continental Gold,
CEO of European Goldfields (sold to
Eldorado) and former Director of
Exploration for Randgold.
DAVID READING, MsC
Former Social Management Superintendent
at Zijin Mining - Continental Gold.
RODOLFO HIGUERA
Vice President of Sustainability
STEVE GOLD
Former CFO, Corporate Development and
Investor Relations roles at TSX
Venture-listed companies; Energold Drilling
Corp. and Impact Silver Corp.
Vice President of Corporate
Development and Investor Relations
Regarded as one of the world's preeminent
porphyry geologists. He is a Research
Scientist for the US Geological Survey and
Director of the Mineral Deposits Research
Unit at the University of British Columbia.
RICHARD TOSDAL, PhD.
Special Advisor
Special Advisor
Economic Geology

The construction of the Collective Mining model is based on a set of behavioral standards that guide our actions, operations, and our relationships
within the areas that we operate in, alongside our stakeholders. These include our principles, values, codes, policies, protocols, and procedures.
Ethics and Integrity
Our Principles:
19
Respect for local communities and their mining,
agricultural and business vocation.
Transparency in our actions and information to our
stakeholders.
Commitment and compliance with legal,
environmental, social and human rights standards.
Development of mining activities based on
state-of-the-art technology.
Technical, social, cultural, gender and environmental
responsibility in the activities we implement.

20
Respect is paramount to the preservation of local cultural heritages and
extends to our local stakeholders and their businesses, including existing
mining and agricultural operations. We value everyone and treat people with
dignity and professionalism.
Transparency is fundamental to build trust and maintain a social license to
operate. Trust, open dialogues, and honest relationships are the key
components to achieving this goal.
We are committed the highest levels of compliance in regards to legal,
environmental, social and human rights standards. We are also proud to be
part of a company that creates shared values and delivers benefits to all
stakeholders.
Diversity and inclusion are the pillars of our operation. At Collective Mining,
we have an inclusive environment where employees have the opportunity to
contribute, develop and work together to implement our corporate strategy.
Responsibility
Diversity and Inclusion
Our Values
The health and safety of our workers and the communities in which we
operate is the primary cornerstone for the successful development of our
operations. We promote the use of state-of-the-art technology and demand
a focused safety culture from our employees and partners. Our goal is simple:
for everyone to return home safe and sound to their loved ones.
We act honorably and hold ourselves accountable for our commitments and
actions. For us, responsibility implies the effective management of our impact
on the environment, both for our communities and within our operations.
Health and Safety
Respect
Transparency
Commitment

21
This publicly sets forth the standards of ethical and legal behavior
expected from all our employees, officers and directors, including
our contractors when working on our behalf.
Our Code of Business Conduct and Ethics echoes our corporate DNA
in rejecting all forms of discrimination, restrictions on freedom of
association and collective bargaining, and harassment and child
labour across all our operations
It also includes the regulation of possible conflicts of interest,
relations with third parties, and other relevant issues, to promote a
culture of integrity, honesty, and responsibility within the Company.
Our Code of Business
Conduct and Ethics
Our Policies and Protocols
Our corporate governance policies include a wide variety of standards that govern the ethical and legal
parameters for how we operate as a company.
Anti-Bribery and Anti-Corruption Policy:
This policy provides a procedure to ensure that the Company and its directors, officers, employees, agents,
contractors, and consultants conduct business in an honest and ethical manner reflecting the highest standards
of integrity, and in compliance with all applicable laws, instruments, rules and regulatory requirements
applicable to the Company, in accordance with Colombian and Canadian regulations.
Corporate Disclosure and Insider Trading Policy:
This policy is designed to reinforce the Company's commitment to comply with the obligations of continuous
and transparent disclosure as required by Canadian securities law. This helps guarantee that all communication
to the investing public contains complete, reliable, accurate and timely information, while confidential
information is protected.
In December 2021, the Company’s Board of Directors set a goal of Q1-2022 to approve the following Policies:
Sustainability Policy: One that reflects sustainability as a strategic value of the Company and integrated
into all aspects of our operations. This Policy must reflect our commitments to the promotion and
application of environmentally and socially responsible practices with regard to the environment,
preventive management of the impact of our activities and our purpose of creating shared value across our
group of stakeholders.
Health and Safety Policy: This Policy is designed to reflect our commitment to protect the health, safety
and security of our employees, contractors, consultants, and visitors. It is our intention to meet measurable
objectives and goals that will drive continuous improvements necessary to achieve the objective of “ Zero
Incidents” at our workplaces.
Diversity and Inclusion Policy: The purpose of this Policy will be to establish an inclusive and diverse work
environment, where all people can contribute to the Company's goals and reach their maximum potential,
regardless of personal or demographic characteristics.
Anti-Hedging Policy: The purpose of this Policy shall be to prohibit directors, officers and employees of the
Company from participating directly or indirectly in hedging against future declines in the market value of
any company security.

22
Security Procedures and Practices
Our protection scheme is preventive, based on our knowledge of the area as well
as our ongoing respect and promotion of human rights. We seek the security of
our human resources and assets, through a concerted plan that includes
coordination with State security forces, as well as private security with training and
awareness of respect for human rights. Our operating environment is
characterized by having favorable citizen security partnerships that categorize the
area as a low public risk area, without illegal armed groups and with strong
governance enforced by the State.
We have established a Protection Area and use a private security company whose
employees are trained and educated in human rights, including the external
circular of the Superintendence of Private Security No. 0235 – Guidelines for
human rights and social responsibility.
Risks Identification and Action Plans
Information Technology Management
The geological information that we produce in our exploration campaigns is a
strategic asset for our investors and the country. Therefore, information
technology management is key to guaranteeing the success and integrity of our
business. At Collective Mining, we manage information security based on three
main pillars: confidentiality, integrity, and availability, which we implement
preemptively to guarantee data protection, while respecting the privacy of
personal information and developing programs designed to promote training
and awareness for our employees.
The management team’s prior experience in successfully developing other mining projects
increases the chances for timely identification of risks. The Company dedicates time to
consider potential outcomes of its actions in the area before engaging in activities. As a result,
the company aims to develop strategies and approaches to address all potential and
identified risks.
We manage our risks under a focus of:
• Preventive identification and management of corporate impacts.
• Identification and active management of risks.
• Responsible environmental and social management within the operation.
Upon entering the area of our projects, the following actions were carried out:
• Environmental due diligence of the titles or areas where work was going to be carried out.
• Socioeconomic and health baseline surveys.
• Mapping of interest groups and proper design of relationship protocols.
• Presentation of work plan to community, municipal and ethnic minority authorities.
• Definition of agreements with interest groups regarding social investment projects.
Management then periodically carries out a structured bottom-up risk analysis process in
which the organization's risks and their management measures are established. The analysis
includes the assessment of the inherent and residual risks after the implementation of the
action plan (probability vs. severity), as well as the areas responsible for managing these risks.
As a result of this process, Collective Mining promptly addresses risks and monitors their
evolution to better assess future actions to minimize their impact.

The Company has identified the following top risks:
Increase in surface rights and land costs: As Collective Mining does not own any surface rights, prior
negotiations with other mining companies or high economic expectations may prove difficult for the
Company’s ability to purchase surface rights from third parties on terms that are acceptable to the
Company.
Informal and artisanal mining presence: Collective Mining interacts hand in hand with artisanal miners
in the region, and its mining properties have an ongoing presence of artisanal mining. The Company is
committed to assist them in formalizing, however, there is no assurances that this process will be
successful or that they will not oppose the Company's exploration activities or potential future
development.
Difficulties to maintain a License to Operate (LTO): Maintaining a positive relationship with the
communities in which the Company operates is critical to continuing successful exploration and
development activities. Local stakeholders and other groups may oppose the Company's current and
future exploration, development, and operational activities through legal or administrative proceedings,
protests, roadblocks, or other forms of public expression against the Company's activities. Opposition by
such groups may have a negative impact on the Company's reputation and its ability to operate.
Financing risk: The exploration and acquisition of future projects depend on the Company's ability to
obtain financing. The decline in the capital markets for the extractive industry or the perception that
security conditions in Colombia have not improved could hinder the Company's ability to access capital
in a timely or cost-effective manner.
Increase in criminal mining activities: The Department of Caldas is a peaceful jurisdiction with no
historical presence of criminal groups. Although the Company is not aware of any circumstances or facts
that may attract criminal mining into the area, the presence of criminal mining organizations fueling
traditional mining activities is always a risk in any mining jurisdiction.
Foreign country risk: The Company’s principal mineral properties are located in rural Colombia. Over
the past 10 to 15 years, the Government of Colombia has made strides in improving the social, political,
economic, legal and fiscal regimes. However, operations in Colombia are still subject to risk due to the
potential for social, political, economic, legal, and fiscal instability.
A sound preventive management approach to risk management is an opportunity to implement
programs and procedures that can help to avoid their occurrence or mitigate their impact. The
following actions may contribute favorably to managing the referred risks:
• Construction of social and economic baselines in our areas of intervention and influence, which
include identification of informal and artisanal mining activities.
• Preemptive approach to working with landowners to adequately assess expectations and needs.
• Definition of clear and objective criteria on land acquisition protocols and valuations.
• Implementation of an effective stakeholder engagement plan which includes, among others, close
relationship with the communities to constantly assess and understand expectations, as well as an
active and preemptive line of communication with local government officials and communities to
provide constant and timely information.
• Development of social programs and definition of mutual support agreements with communities.
• Development of formalization programs for artisanal miners and their value chains.
• Alignment of Collective Mining's social and environmental programs to local governmental
development plans.
• Focus on most prospective and accessible targets identified to date to facilitate financing.
• Strengthening of local capabilities for mining associations, Community Action Boards, and other
civil organizations.
• Implementation of strong data protection and leak protocols.
• Encouraging an active presence of mining and environmental authorities in the area.
• Permanent coordination with local and regional governments.
23

24
Organizations to which
we Belong and Support
Given our awareness of the importance of working together with other
organizations and companies at the regional level to achieve sustainable
economic and social development, in our first year of operation we became
members of the National Association of Entrepreneurs of Colombia - ANDI -
Caldas Section. In the future, we hope to expand our link to other associations
that allow us to contribute to the development of the mining sector in Colombia.
We are aware of the role and benefits of empowering women in the mining sector and
of the need for initiatives that allow for gender equity in the industry. It is for this
reason that we support Women in Mining Colombia, an initiative that aims to promote
gender equality, diversity and inclusion in the Colombian mining sector and to
generate awareness about the importance of participation of women and their added
value to the industry. Our Executive VP, Ana Milena Vásquez, is co-founder and Vice
President of WIM Colombia and through her advocacy work, we aim to promote the
participation of our employees as WIM associates.

25
Our Sustainability Model is based on the development
of the concept of "Collective Mining", understood as a
participatory and inclusive model that contributes to
the economic and social development of the region.
This seeks an effective integration of the main interest
groups into the value chain of the Collective Mining’s
business through different mechanisms. In this way,
the development of the region and the well-being of
our communities and employees are prioritized,
implementing the best practices available for the
mining industry, with an emphasis on transparent
dialogue and a permanent communication platform
with our stakeholders.
Our Sustabilibility Model
Within the Collective Mining model, the analysis of the local context is a priority for the proper identification and definition of management measures relating to our impact and
relevant issues for local communities and actors. Once this has been achieved, we focus on a dialogue with stakeholders that allows us to come to an agreement with them on the way
in which we will carry out exploration activities, participatory monitoring process and follow-up mechanisms. We are always focused on guaranteeing proper participation from minority
groups and representatives from the area. Subsequently, we move on to a relationship level focused on extending and adding, through alliances with communities and institutions, the
benefits that Collective Mining can generate in the region, including local development, the inclusion and revitalization of value chains and finally, local mining development.
Timely identification and
management of impacts
Open communication
with stakeholders
Minority groups
participation
Local development (infrastructure, health,
culture and education, community and
institutional strengthening)
Inclusion in the local
economy: Alliances with
economic partners
Dynamize the
mining value chain
Continuity of local mining

OUR SOCIAL
MANAGEMENT
We work side by side with the communities, with transparency
and respect, always seeking to grow together.
W
E A R E W
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S
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“I am from Marmato, Caldas, so I have a great
sense of belonging to this place and the people
who live there. I am proud to be in Collective
Mining and to see all that we have achieved in
such a short time. Through respect and
transparency we have worked hand in hand with
the communities, who are now participatory
actors in the processes we carry out, and are
agents of change for the places they inhabit”.
Yurany Marín Estrada,
CM Sustainability Coordinator
W
E
A R E W R I T
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V
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Collective Mining means entering a region while respecting its social, cultural and
economic dynamics. We are aware that our operations are in an area with certain
challenges and social realities. Our objective in social management is, above all, to
respect these socio-cultural dynamics, to behave as a partner in the area and add to the
local and regional economic landscape while promoting social development initiatives
along the way.
Our social team is constantly present in the area allowing for real time interaction and
timely identification of social concerns. The Company’s main place of business is in
Supía, from where the teams are better capable of approaching the community. This
also allows team members to better know the region in which they operate and has
positioned Collective Mining as a relevant party in the region’s dynamics.
All members of management are constantly present in the region while interacting at all
levels of the community, and participating in day-to-day social activities that portrays
Collective Mining as an easy-to-reach and attentive organization.
Our Areas of Intervention
in Social Management

27
○ Pácora: San Bartolomé district, Castilla district; Estación
Pácora village and Cerro Grande village.
○ Supía: La Bodega and Alto San Francisco villages.
○ Marmato: Cabras, Vergel and La Cuchilla villages.
During 2021, the areas of work and
influence of Collective Mining were:
PÁCORA

01
28
SUPPORT EXPLORATION ACTIVITIES
Exploration is the core of our business, and therefore, social management has
the primary objective of laying the foundations of social and environmental
interaction with the communities in which our exploration campaign will be
built and developed. Based on agreements with the communities, we then
advance in our operations in the area. The areas of sustainability and
exploration work hand in hand to achieve harmonious coexistence and a
fruitful, long-term relationship with our surrounding stakeholders.
The relationship with our stakeholders is a cornerstone of our business
strategy. We are Collective Mining, for our openness to dialogue, respect and
inclusion of our stakeholders in our operations. Communities are always
aware of Collective Mining’s next steps in the area of influence.
RELATIONSHIP WITH INTEREST GROUPS
Our Areas of Intervention
in Social Management

29
Our impact on biotic aspects (fauna and flora) are minor and not identified as a concern for stakeholders since our
exploration activities in the region are not extensive and do not require a greater demand for natural resources.
Our risk and impact management seeks to identify,
prevent and minimize the occurrence of negative
impacts, while maximizing the positive ones. We
have contingency plans to deal with potential
foreseen events, so that our intervention in the area
is as positive as possible.
Using the mechanisms for information and
community dialogue, the impact that our activities
can generate in the environment are socialized, and
at the same time the concerns that the different
interest groups have are incorporated into our
actions in the area.
Collective Mining and the communities have jointly
identified matters of significant concern for the
communities. Furthermore, management
measures have also been jointly constructed
allowing for better administration of risk and
impact into the future. The following impacts and
measures have been identified:
• Environmental due diligence prior to entering the drilling areas
• Water inventory (source, streams, protection zones and others)
• Management of water and discharge concessions
• Monitoring through physical, chemical and multiparameter analysis
• Participatory monitoring with communities of water sources
• Scenarios of socialization and agreement for the use of village roads
• Rights of way and use of private property
• Neighborhood records of entry and reclaiming of areas intervened
by exploration activities
• Grievance mechanisms
• Prioritization of contracting labour, goods and services from within
the area.
• Coordination of social development projects with the participation of
institutions and communities.
• Surveillance of contractors for the implementation of good practices
• Maintain database of village aqueducts (catchment, conduction and
infrastructure)
• Participatory monitoring of sources
• Infrastructure improvement plan
IMPACT MEASURES
Impact on water resources (sources and
streams) due to drilling activities
Impact on community and private
infrastructure
(village roads, properties and homes)
Expectation of economic and social
benefits from the presence of Collective
Mining in the area
Non-compliance and/or bad practices
of contractors in the area
Impacts in water quality at
community aqueducts
TIMELY RISK MANAGEMENT:

30
We pride ourselves on participating in initiatives that seek to address
the social problems of our area of influence and in joining forces with
the local government, communities, social organizations and other
entities to achieve alliances that allow participatory solutions with
greater scope. To date, the Company has been successful in aligning its
initiatives with important agricultural and educational institutions. This
ensures a more efficient use of resources towards the most relevant and
important needs, which are better known by the local institutions. The
Coffee Growers Committee of Caldas, part of the National Federation
of Coffee Growers, and the Public University of Caldas are some of our
most important and valued partners in the region.
Social Investment for Local and Regional Development

6 5
55
18
31
socialization meetings with the communities in our area of influence to share information regarding the main activities and progress of the project.
These meetings were held with the communities of the villages of La Bodega, Hojas Anchas, La Amalia, La Quinta and Casco Urbano in the municipality of
Supía, Cabras (sectors of Guayabales, La Portada, Guadualejo, La Loma and Buena Vista), El Vergel, La Cuchilla and La Miel in the municipality of Marmato,
and San Bartolomé, Castilla and the village of Estación Pácora, Cerro Grande and Miraflores, in the municipality of Pácora.
working sessions with local miners
that allowed the start of drilling in
areas close to their operations.
sessions with the mayors of the
municipalities of Supía,
Marmato and Pácora
sessions in the councils of
Marmato, Supía and Pácora
Dialogue and Participation
with the Community
Our Actions
We have established permanent, two-way communication channels with all our stakeholders. We are careful to inform, in
advance, of the exploration activities to be carried out as well as any possible impact that may be generated. This includes
corresponding mitigation plans, as well as reporting on the progress of our operations. During the interactions with
communities, agreements may be entered into that allow for future advancement in our exploration activity. These
agreements set clear commitments with the communities on how the exploration activities will be carried out, and on
occasion, involve support for community and institutional initiatives in the areas of influence of our operations.
Environmental
Participatory Monitoring
It is evident that the greatest concern of communities in the region is
access to water. We entered into agreements with communities near
the exploration areas to monitor springs, streams and community
aqueducts. To date we have carried out nine participatory monitoring
sessions with four communities, in which pedagogical sessions have
been held where water flows, physical-chemical conditions and
multi-parameters have been monitored. For further information
regarding Environmental Participatory Monitoring, refer to “Our
Environmental Management” page 47 in this document.
Alongside the communities, miners and local authorities, we
promoted visits to our drilling areas (a total of four visits were made),
in which aspects associated with noise management, hazardous
substances, water recirculation and extraction of drilling cores were
reported and evidenced, among others.
Furthermore, we invited community leaders, authorities, and other
representatives of the community to observe our work, with a focus on
our environmental practices where communities and local
governments could witness the scope and extent of our planned
exploration activities.
During 2021, the following dialogue, information and communication scenarios were established:
Mechanisms and Channels of Information and Communication

Conservation Initiatives
in Areas of Environmental Interest
Through agreements with local communities, areas of environmental interest were identified for the conservation,
recovery and care of water sources, which allowed us to carry out the following actions and alliances:
The Cerro Viringo community conservation and tourism project, led by the mayor of Supía and
in alliance with the Government of Caldas, the Regional Autonomous Corporation of Caldas
(“Corpocaldas”) and Collective Mining. For further information regarding The Viringo Project,
refer to “Strategic Alliances” in page 41 of this document.
A total of 12 hectares of water importance were reforested, having benefited the communities
of Supía, Marmato and Pácora where a total of 3,700 trees were planted. During the reforestation
process, entities such as the mayor's offices of Marmato and Supía, the National Army, the Civil
Defense, the local aqueduct boards, among others, joined and participated. For further
information on reforestation programs, refer to “Our Environmental Management” on page 50.
Participation in festive-like days focused on environmental education such as: the Environmental
Week in Supía and the first Environmental Photography Contest-Joint Supía-Caramanta.
32
Our Actions

33
As part of our relationship model with stakeholders, in Colombia, we have a formal
mechanism for receiving and addressing needs, requests and complaints from our
stakeholders. Although Collective Mining’s grievance mechanism helps ensure timely and
transparent management of any situation and an adequate handling of issues at the current
stage of its operations, it is always seeking improvement on an ongoing basis. Therefore, in the
years to come, Collective Mining will be seeking to advance to a more industry standard
grievance mechanism, which is aligned with the best practices, improving due diligence in the
procedure, management indicators and associated risk management. The analysis of the
grievance mechanism data is a key input for decision making and the continuous improvement
of our processes.
In 2021 we had 81 requests and six complaints. 100% of these cases were successfully
addressed through defined procedures to the satisfaction of the complainant.
Property Management
Advancement in exploration requires prior information-sharing and
agreement with land owners and possessors, in order to obtain
rights of way. Rural areas tend to be common jurisdictions for
difficulties in land ownership determination and disputed clarity in
terms of property boundaries. Collective Mining is thorough in
avoiding accessing lands to which it has no prior permission from
owners or possessors.
Rights of way may imply economic consideration in favor of third
parties, depending on the type of work to be done. The terms and
conditions of these rights of way are usually documented, to provide
greater clarity on the scope of the work to be carried out (type of
activity, duration, among others). Likewise, the Company maintains
“Property Status Minutes” which depict the current characteristics
of lands to be intervened, to set clear precedents with the interested
party regarding the impact of our activities on the corresponding
property.
During 2021, 259 entries to third-party properties were
negotiated.
The Company has set up a “Lands Committee” in charge of
evaluating land access needs, potential uses, and for community
interaction. In addition, Collective Mining is advancing in the
preparation of a “Lands Management Policy”, with corresponding
procedures for the responsible management of risks associated with
the Company's land management.
Collective Mining is sharing environmental knowledge with local communities to work together
for the care and preservation of our environment.
During the reforestation and participatory monitoring processes, training sessions are held for
attendees, especially on the following matters: water care, mechanisms for monitoring water
sources (gauges, multi-parameter monitoring), care of water sources and flora and fauna
identification. A total of six workshops were carried out with the communities of Cabras, Buena
Vista, El Vergel and Guadualejo in Marmato and San Bartolomé in the municipality of Pácora.
Grievance Mechanism
Our Actions

34
Support for Local Mining
Collective Mining recognizes the importance of local mining in the economic, social
and cultural development of the area where the Company is present. Our main goal is
to identify opportunities for mining continuity and sharing benefits with the local
miners. In addition, as part of our Collective approach, we are seeking ways to link local
miners into our business model. Ultimately, we are hopeful that our project’s goals can
also partially belong, in one or another way, to the community.
We have identified challenges associated with informal mining activity, mainly
related to the health and safety of its workers, the environmental impacts of its
operations and processing plants, the non-formalized supply chain, and the lack of
permits (whether mining or environmental), among other aspects.
For this reason and since our arrival in the region, we have created spaces for
dialogue with local miners to jointly build a process of coexistence between
corporate mining and traditional mining in the area.

35
Articulate with institutions and allies at the national,
regional and local levels the benefits of sustainable
development of small formal mining within our mining titles.
Guarantee conditions for the development of exploration
and other stages of the mining cycle in our areas of operation.
Improve the health and safety conditions of the local
mining activity located within the area of our mining titles
with a focus on formalization and support for miners.
Strengthen and maintain the culture of local mining
traditions and compliance with technical, economic, labour,
environmental and social parameters of small-scale mining.
First and foremost, ensure the local miners operate in a safe manner.
Advance the legality of local miners through mechanisms defined by
the State of Colombia, seeking to focus efforts on improving
security conditions in the area.
Build an agreement that allows local miners and Collective Mining to
work under a model of coexistence.
Parallel to our formalization efforts, we promote formality in the value chain for local
mining. For this reason, we seek for miners to initiate processes aimed at properly
establishing a platform related to the acquisition of supplies and services (purchase of
wood, banking, dangerous substances, among others).
Generate organizational, mining, and environmental capacities
that allow for impact management and a more environmentally and
economically sustainable operation.
Our sustainability strategy for traditional mining has the following pillars:
To achieve our goal, during 2021 the following objectives were defined
regarding informal local mining:
1
2
3
4

36
On a preliminary basis, our mining formalization program has identified approximately 40 active mine entrances and more than 10 processing plants in the sector called La Llorona,
in the municipality of Marmato, that make up more than 140 owners and 220 mining workers. The characterization of the local mining activity has been carried out by ARM –
Alliance for Responsible Mining, with the support of the authorities (mayor's office, Government of Caldas, National Mining Agency and Corpocaldas) during the first quarter of
2022. This process is allowing us to validate information about local mining and ultimately agree on the socioeconomic baseline of the local miners in order to advance the
formalization process.
Our proposed methodological route for the construction
of agreements with local miners is:
MOMENT 2:
MOMENT 1: MOMENT 3: MOMENT 4:
• Characterization of artisanal
mining operations
• Identification of
formalization groups
• Coexistence model
• Business model
• Participatory construction of
the coexistence model
• A SHARED VISION OF
TERRITORIAL DEVELOPMENT
• Engagement strategy
• Identification of dialogue
scenarios with stakeholders
• Strengthening miner
associations.

Milestones Achieved
in 2021 with Local Miners
Establishment of a database for information and coordination with
local mining leaders.
Initiation of prospecting activities (mapping of mines, cartography of
the area and induced polarization) and a drilling campaign in one of
the local mining areas.
Coordination with authorities such as the Ministry of Mines and
Energy, the National Mining Agency, the Secretariat for Economic
Development and Innovation of the Government of Caldas, the
Mayor's Office and the Ombudsman of Marmato, who have
promoted processes for dialogue and the construction of agreements
with local miners.
Subscription of a Memorandum of Understanding with the Office of
the Secretary of Economic Development and Innovation of the
Government of Caldas to facilitate the mining formalization process.
37

38
Goals for 2022
Carry out the characterization
process of the mining area that
will allow the technical, economic,
environmental, and social
baseline to be validated.
Deliver a security action plan to the
mining area that allows immediate
attention in case of emergencies
due to mining accidents.
1 2 3 4
5
Establish a round table and a
formal agreement with local
miners and municipal, regional,
and national authorities.
Advance in the approval, signature and registration
of the first formalization subcontract, as well as the
approval of the PTOC - Complementary Work and
Works Plan and the Environmental License for the
first group of formalized miners.
Generate platforms for miners
to strengthen their associative
model.
Continue generating analysis and actionable
scenarios with new partners while strengthening
the relationship of trust with the current entities
involved in the formalization process.
Construction of a model of coexistence
between corporate mining and small-scale
mining that allows for the construction of a
shared vision of development and
management of the value chain.
6 7

39
Economic and Social Development
We remain focused on contributing to local and regional economic dynamics. Considering that
most of our resources are invested into exploration activities such as drilling, geophysics and
laboratory assays, which are not found or provided at a local or regional level, we must procure
the rest of our needs within the available local goods and services network. In 2021, we
purchased goods and services from local suppliers worth USD $313,093. Most of our suppliers
nationwide specialize in the supply of goods and specialized services for mining exploration
(laboratories, drilling services, geological equipment, among others).
We also support the strengthening of other economic sectors such as tourism, agriculture and
commerce. Our most important successes in this regard are:
• Alliance Committee of Coffee Growers of Caldas and Mayor's Office of Supía, which
benefited 512 coffee growers with local infrastructure, water utilities, technical assistance,
and the delivery of fertilizers.
• Alliance with the Mayor's Office of Marmato for the development of beekeeping projects in
La Miel and La Cuchilla, which benefited 4 producers with technical assistance and
technology transfer expertise and tools for their production processes.
• People's Market Project in Alliance with the Mayor's Office of Supía, which benefits 20 rural
producers in a space destined for the commercialization of agricultural products.
• Food security project, carried out in the community of La Bodega that benefited 24 rural
families supported with training and the delivery of supplies.
• Food transformation project, by women from the La Bodega village, which benefited 14 women
through a process of certification, in alliance with Sena (National Service of Apprenticeship) and
the Mayor's Office.
• Cerro Viringo Project, in partnership with the Mayor's Office of Supía, the Governor's Office of
Caldas and CorpoCaldas, focused on promoting community tourism and the conservation of areas
of high environmental value. For further information regarding The Viringo Project, refer to
“Strategic Alliances” in page 41 of this document.
Development of the agricultural sector:
Development of local productive projects:

for the execution of projects associated with the improvement of an aqueduct, concrete
pavements (improvement of rural roads) and coffee extension (support for coffee
growers) that are distributed as follows:
The total cost of the alliance amounted to
USD $346,131
Supply project: with a contribution of
Concrete pavements: with a contribution of
of which Collective Mining contributed
USD $68,573
for the purchase of materials for prioritized works.
Coffee extension: with a contribution of
to carry out studies and designs for the aqueduct in the Hojas Anchas village, to
prioritize access to the service in the villages of La Bodega and La Amalia.
mainly focused on support for fertilizer usage for the coffee growers.
Alliance with the Departmental Committee of Coffee Growers
of Caldas and the Municipalities of Supía and Marmato
Collective Mining is adding to the efforts of public and private institutions for the
benefit and development of communities and the area in general. It is for this
reason that we have focused on building public-private partnerships. In 2021 we
achieved the following results:
Strategic Alliances
40
USD $25,118
USD $25,118
USD $9,294
USD $9,043
Supply project improvement expertise for the intake of the village of La Bodega,
In 2022, Collective Mining plans to strengthen the
alliance through the materialization of the project to
improve the aqueduct in the village of Hojas Anchas,
in Supía, thereby increasing our contribution to
securing water sources. The coffee extension and
improvement of rural roads have added significant
value to the efforts of our public and private
partners.

USD $42,406
Community Conservation and
Tourism Project Alliance – Cerro Viringo
This project, led by the Mayor's Office of Supía and in partnership with
CorpoCaldas and the Government of Caldas, seeks to promote the
conservation of Cerro Viringo, an area of high environmental value located
in the village of Hojas Anchas in the municipality of Supía, through
community ecotourism. The total of the alliance for the year 2021 was
For this project, Collective Mining provided the studies and designs, which
allowed the project to be presented to the National Tourism Fund of the
Ministry of Commerce, Industry and Tourism (“Fontur”), with the aim of
seeking further financing. It is expected that, after the approval of the
financing by Fontur, the project will come to fruition in 2022.
The consolidation of this alliance is anticipated through the ratification
of new agreements and the final implementation of the project in 2022.
41

We are committed to caring for the amazing
grandeur of nature.
OUR
ENVIRONMENTAL
MANAGEMENT
W
E A R E W
R
I
T
I
N
G
A
C
O
L
L
E
C
T
I
V
E
M
I
N
I
N
G
S
T
O
R
Y
.
.
.

"For us, water care is very important, so we
appreciate that companies like Collective Mining
support us to promote water conservation. We thank
them because they are helping us to improve our
aqueduct, and we have also monitored the water
sources and planted trees to protect them".
Indolfo Velásquez Sánchez,
President of the Board
of La Loma Aqueduct
W
E
A R E W R I T
I
N
G
A
C
O
L
L
E
C
T
I
V
E
M
I
N
I
N
G
S
T
O
R
Y
.
.
.

Environmental Management
Collective Mining is acting in accordance with the precautionary principle of guaranteeing environmental
management, mainly associated with our impact and generating value in the region and its communities. Thus,
we are able to promote conservation as well as adequate and sustainable use of natural resources in our areas
of operation.
Our environmental management considers the following lines of action:
43
1. BASELINE AND DIAGNOSTIC STUDIES:
• Environmental due diligence for
mining titles and areas of interest for
exploration. In 2021, the information
survey for the Guayabales Project was
carried out.
• Archaeological diagnosis.
• Record keeping of water sources in
areas of interest for exploration.
• Water concessions to supply drilling processes.
• Dumping permit for operations in the logging
area.
• Monitoring system of water sources through
physicochemical sampling.
2. SUPPORT FOR EXPLORATION:
• Design and implementation of
Environmental Mining Guidelines - GMA.
• Monitoring of water sources in the areas of
interest (measurement of multi-parameters
and gauging)
• Water supply management (block
purchase and concessions).
• Monitoring of contractors (management of
substances, soil, sludge, recirculation,
slopes, waste).
• Monitoring of the logging area
(recirculation, handling of substances, waste
and sludge).
3. MANAGEMENT OF ENVIRONMENTAL PERMITS SUCH AS:
• Training of work teams.
• Environmental education for communities and
support for institutional initiatives.
4. INTERNAL AND COMMUNITY
ENVIRONMENTAL MANAGEMENT THAT INCLUDES:

Water Management
We understand the importance of water as a shared resource, for this reason our environmental management strategy prioritizes the
conservation of water resources, in accordance with our business objective, the conditions of the areas in which we operate and the
expectations of the communities and interest groups.
In this regard, we have developed the following lines of action:
LINES OF ACTION PROJECTS PARTNERS
Water management for
exploration activities
• Water concessions.
• Monitoring and analysis of local sources and
aqueducts.
• Groundwater monitoring and analysis.
• Environmental education.
• Measurements and monitoring of water
sources.
• Identification and diagnosis.
• Alliances for improvement and construction.
• Reforestation and conservation in the Viringo
zone and spring zones in the upper zone of
Supía and Marmato.
Participatory monitoring
with communities
Improvement of local
aqueducts (access and
quality)
Conservation of water rich
areas
1
2
3
4
Corpocaldas - University of
Caldas - Mayor's Office –
Communities
Coffee Growers Committee –
Caldas Government -
Corpocaldas - Mayor's Office
Corpocaldas – Caldas
Government - Mayoralties
SAG (Environmental and
Geographic Services S.A.)
44

Water Consumption
During 2021, our industrial water consumption was 3,799 cubic metres for the
development of exploration activities. For its part, our domestic water
consumption was 238 cubic metres between June and December 2021.
Water used comes from the following sources:
Domestic use and operation of the logging area; the source of which is the
aqueduct in the municipality of Supía.
Industrial use:
Guayabales Project: block purchase of water is made from the
Municipal Water Utilities of a neighboring town.
San Antonio Project: there are three water concessions approved by
Corpocaldas.
Total annual consumption
0
500
1000
1500
December
November
October
September
August
July
June
May
April
March
1313
151,3
294
270
714
932
162,8
186,5
276
0
Total consumption m3
45

46
Domestic Water Consumption
December
November
October
September
August
July
June
8
40
48
50
10 10
72
Cubic
meters
All consumption was in compliance with the criteria and quantities established in national regulations and the permits granted to us by
the environmental authority.
In 2022, we intend to build an entire septic system (sanitary batteries and well) for the facilities in the logging area. During 2021, these
facilities operated with portable toilets where waste was properly disposed of by the Company providing the portable toilet service. This
same process of portable toilets is used in drilling areas.

Guayabales Project: A total of 35 monitoring points were identified between springs, streams and
village aqueducts. These points are highly important for local communities, and for this reason,
participatory monitoring processes were carried out with local leaders and aqueduct boards.
San Antonio Project: A total of seven monitoring points were identified in the areas of interest of the
project, including three points in water sources, three points in the Papayal and Campana streams,
and one point in the Cauca River - all of which are located within the areas of interest of the project.
100% of the springs and streams that are of interest to the project and the communities have
suitable capacity, multiparameter analysis and physicochemical sampling. In particular, these
activities are carried out in seven of them, including the Cauca River.
The identification and participatory monitoring of water sources within our areas of interest is
essential for planning exploration activities and managing the expectations and concerns of
stakeholders. For this reason, in 2021, we carried out the following activities:
Our Community Participatory Monitoring and Evaluation Program involves an active participation
from community members in the process of gathering and analyzing monitoring data for the
assessment of quality and quantity of water flows in our areas of operation. This inclusive approach
goes beyond simply informing stakeholders of monitoring results. It allows us to involve these
stakeholders in the process to include their perspectives and expectations, giving them an active
role in setting targets and selecting indicators.
Within this framework, two work sessions were held with the community of La Loma, three with
the community of Buenavista, two with La Bodega and two with the community of Cabras as
well as 63 socialization events.
In order to guarantee the care of basins on a joint effort with the communities of La Loma, La
Bodega, Buena Vista, Guayabales and Estación Pácora, the Company committed to:
• Monitor springs, streams and community aqueducts near the drilling areas.
• Reforest areas of environmental interest.
• Implement environmental education activities.
We currently have three water concessions for industrial use in the San Antonio Project with flow
rates as follows:
47
Cauca River
Papayal
Campana
Agua Clara*
Mining m3/s 682
24
96
54
17
73
41
2
1.8
2
6
487
1/s
1/s
1/s
Mining
Mining
Mining
WATER CONCESSIONS
Use
Catchment
source Units
Average flow
available
Water
availability
Total flow
required (1/s)
(*) This concession was requested in 2021 and granted in 2022.
Water Concessions
MINOR ENVIRONMENTAL PERMITS
CHARACTERIZATION OF WATER AND AREAS OF ENVIRONMENTAL INTEREST
ENVIRONMENTAL PARTICIPATORY MONITORING

48
Use of other Materials
Currently, the following amounts of wood are consumed for the
San Antonio and Guayabales projects.
Discharge Permits
The wood we use comes from farms that have the necessary environmental permits to
ensure the sustainable use of this renewable resource.
Equipment
Planks (the measurements of
these tables are 20cm wide
x 5cm thick and 3m long)
Poles (measurements
are 20cm x 20cm x 3
metres long)
335 57 Machines
(DL800 and TN800)
WOOD CONSUMED
Use Units Condition
l/s
Mining
Mining
0.026 In process
l/s 0.7 In process
Industrial
wastewater
Domestic
sewage
Pouring point Environmental flow
DISCHARGE PERMITS
Biodiversity Managment
The protection of biodiversity is one of our main commitments in the
development of our projects. To mitigate any possible impact on it, we carry
out the following measures:
• Driving away, rescue and relocate wildlife where appropriate.
• Forest offsets.
• Environmental education for workers, contractors, and the community.

Diaethria Clymena of the Nymphalidae family
49
Throughout our tours in the region
and areas of influence, we were able to
identify the following species:
Wildlife Reconnaissance
Diaethria Clymena of the Nymphalidae family Blue Striped Mangrove Skipper Caligo butterfly
False Coral Eyelash Viper Shaw black-backed snake

50
In conjunction with various partners in the region, in
2021 we held 2 days working on reforestation and we are
advancing on a voluntary conservation initiative:
Reforestation at the Aqueducts of San Bartolomé and
Castilla:
This activity consisted of the planting of 3,000 trees led
by the Civil Defense of Pácora and Corpocaldas. Here,
consultations were previously carried out with
inhabitants of the region to identify areas and
conditions.
Cabras Village Reforestation
We accompanied the Educational Institution of the Cabras village in
the planting of 700 trees.
Conservation,
Enrichment of Protected Areas
and Reforestation
COMMON NAME SCIENTIFIC NAME QUANTITY
Platanillo Heliconia 150
Pringa mosa Urtica dioica 100
Nacedero o quiebrabarrigo Trichanthera gigantea 150
Sauce llorón Salix babylonica 200
Unidentified 100
TOTAL 700
Platanillo Heliconia 800
Pringa mosa Urtica Dioica 700
Nacedero o quiebrabarrigo Trichanthera Gigantea 700
Sauce llorón Salix Babylonica 800
TOTAL 3,000
COMMON NAME SCIENTIFIC NAME QUANTITY

51
Waste
Management
We have a responsible waste management program for the different
types of waste that is generated in the development of our activities all of
which are in compliance with the applicable regulations.
During the reporting period, there were no spills of effluents or waste.
The main waste produced by our activities was:
CLASSIFICATION BY TYPOLOGY TOTAL KILOGRAMS
Biodegradable
Unprocessed food scraps 55.96
Processed food scraps 55.4
Used wood 0
Specials
Tires 0
Electronic devices 0
Recyclable
Cardboard and kraft 132.08
Office paper and file 0
Plastic 0
Glass 0
Metals 0
Dangerous
Used oils 27
Used batteries 0
Jars contaminated with fats and oils 0
Solids with hydrocarbons (tow,
absorbent rags, plastics and red bags)
508
Jars, paints, resins 0
Welding electrodes 0
Toxic: pesticides, chloramines 0
Printer cartridges 0
UNI fluorescent lamps 0
Oil filters 0
biological 0
Others 0
Ordinary Ordinary or inert 132.22

52
Awareness towards caring for our planet is part of our corporate DNA. For this reason, all of our employees and contractors have
received training in topics such as wildlife management, waste management, energy saving, and water care, among others.
To date, we have carried out six environmental education sessions with surrounding communities, in which 122 people are
potentially impacted. In 2022, we will continue to carry out these activities on a regular basis with respect to all communities in
our area of influence, focusing especially on the management of flora and fauna.
Environmental Compliance
During the reporting period, we have not received any sanction for non-compliance with the regulations and/or our
environmental obligations.
Climate Change and Energy
We recognize that climate change is a challenge that needs to be addressed by all organizations, governments, academics,
companies and by society, in general. Our management team is aware that solutions to this issue require creativity, innovation
and bold action. Our role as a company will be key to reach goals set forth by the Paris Agreement. The transition to a clean
energy system will be critical to advance along this path, and our responsibility in the mining exploration sector is to bring the
minerals necessary for this transition to market, in the most sustainable way possible.
In 2021, energy consumption in our logging and core shed facilities was 7 GWh. This energy came from the national
interconnected electric system, in which nearly 70% of its own power generation came from renewable resources (hydro).
In our drilling operations, we consumed 2,747 gallons of gasoline and 31,623 gallons of diesel. We use state-of-the-art
machinery for greater efficiency, which contributes towards reducing our impact on the environment.
As a young company, we have a long way ahead of us as we progress along the roadmap in terms of climate action. With the
purpose of advancing in this regard, we will be assessing our carbon footprint in 2022. This will be a first step in executing a
Climate Action Plan that can serve as a guide to implement clean energy projects to reduce our emissions over time, promote
environmental conservation and the efficient use of natural resources.

We consolidate a diverse team, full of experience
and potential that generates value in every action.
OUR
PEOPLE
W
E A R E W
R
I
T
I
N
G
A
C
O
L
L
E
C
T
I
V
E
M
I
N
I
N
G
S
T
O
R
Y
.
.
.

"Collective Mining not only gave me the
opportunity to have my first job, but it has also
given me the opportunity to grow. I started as a
field assistant and now, in less than a year, I am
an assistant in the Exploration area and I am in
charge of the administrative processes of the
area. Thanks to what I have learned with my
fellow geologists, I have been motivated to study
geology, which is my medium-term goal”.
Yuliana Velarde,
CM Exploration Assistant
W
E
A R E W R I T
I
N
G
A
C
O
L
L
E
C
T
I
V
E
M
I
N
I
N
G
S
T
O
R
Y
.
.
.

Our 135 employees and contractors are the most valuable asset we have. Their commitment, vision
and technical expertise give us a competitive advantage. Retaining key members of our team
and competing for talent is an important focus for the Company. We address this task by creating a
workplace that provides fair and equitable compensation, is respectful and inclusive, protects
worker rights, and offers other additional benefits.
Our goal is to build a workplace culture that allows every person to thrive, contribute, and grow. We
promote an inclusive work environment where diversity is valued and to achieve this, we start by
guaranteeing equitable and transparent employment processes. Our job postings are open and
public and hiring is based on merit.
53
Employment
Our people are the greatest asset of our Company. The DNA of our Collective Mining Model has
been built based on the skills and abilities of a work team that holds dear our corporate values and
a commitment to the diversity, inclusion, and sustainability of our operations.
At Collective Mining we create conditions so that our people have the necessary elements to
improve their quality of life, grow individually and professionally, and advance their personal skills
and abilities.
Our People:
Building a Diverse Company
are the most valuable asset we have. Their commitment, vision
and technical expertise give us a competitive advantage.
Our 135 employees and contractors

54
In an industry that employs mostly male labour, Collective Mining is proud of the dynamics generated that
have attracted women to its operations. Our female workforce indicators show a female hiring rate of 30% of
our direct hires, well above the average for the mining industry in Colombia, which employs an average of
13% women, according to IDB, MME, Insuco and Corewoman (2021). Collective Mining continues to work
towards this goal so that more women can break stereotypes and continue their increasing involvement in
the mining sector.
Employment of Women
Total
Women
Men
40
12
28
100%
30%
70%
95
25
70
100%
26%
74%
135
37
98
100%
27%
73%
Employees
and Contractors
CM %
Total
Contractors
%
Total
Employees
and Contractors
%
by gender

55
We encourage our most experienced workforce to be open to train and educate newcomers. This has had a significant impact on the
employability of young people with little or no work experience. In 2022, we plan to start apprenticeship programs with Sena and the
University of Caldas.
Our commitment to young people is evidenced in our personnel hiring indicators by age range. In 2021, 38% of our workforce and that of our
contractors was between the ages of 18 and 28. Of this percentage, we highlight the participation of young women, which reached 31%.
Youth Employment
Women
Men
Total:
Between 18-28
Over 28
Total:
2
3
5
5
14
40
40%
60%
100%
13%
88%
100%
14
32
46
46
49
95
30%
70%
100%
48%
52%
100%
16
35
51
51
84
135
31%
69%
100%
38%
62%
100%
By age
Between 18
and 28
years old by
gender
CM % Contractors % %
Employees
and Contractors
Employees
and Contractors

Local Employment
Supía, Marmato and Pácora
56
The Department of Caldas is a well-developed educational cluster. This translates into the
availability of all scales and types of workforces, facilitating Collective Mining to have access to the
necessary human resources within the region. This has boosted the Company´s employment
indicators in the area of influence. By the end of 2021, 60% of our staff and that of our contractors
were from the department of Caldas. Meanwhile, 51% of our employees and contractors come
from the municipalities in the area of influence: Marmato, Supía and Pácora.
The information presented above will be the basis for reporting in future reports on new employee hires and staff turnover.
GSH
94
21
25
0% 20% 40% 60% 80% 100%
CM
LOGAN DRILLING
COLOMBIA S.A.S.
Supía
Marmato
Pácora
Rest of the
country
Total:
Caldas
Antioquia
Rest of the
country
Total:
8
1
1
30
40
22
14
4
40
20%
3%
3%
75%
100%
55%
35%
10%
100%
43
11
5
36
95
59
10
26
95
4.5%
12%
5%
38%
100%
62%
11%
27%
100%
51
12
6
66
135
81
24
30
135
38%
9%
4%
49%
100%
60%
18%
22%
100%
By
Department
of Origin
By city of
origin
(Temporary
contracting services)
Employees
and Contractors
Employees
and Contractors
Contractors
CM % % %

57
Collective Mining’s culture includes having a healthy work environment, free from discrimination or
harassment, where practices such as child or forced labour have no place, neither for us or across our
supply chain.
We continue to make progress on issues of workplace wellbeing, to maintain the motivation of our
work team and ensure that we grow properly under the best possible conditions, allowing each of our
employees to achieve their maximum potential.
We respect the right of association. At this time, there are no unions or
unionized employees at the company.
Employee Relations
In 2021, 27 lost working days were recorded, all of which were due to
disability. We do not record unjustified absences.
In 2021, we registered a paternity leave by 1 employee who reported
back to his job once the corresponding period had expired.
In 2021, the human talent area focused its efforts on building the safety
culture and for this reason, several training activities were carried out in
occupational health and safety.
WORKING ENVIRONMENT
ABSENTEEISM
COLLECTIVE AGREEMENTS
PARENTAL PERMISSION
TRAINING AND QUALIFICATION
46
employees participated in
volunteering activities.
beneficiaries of these
volunteering activities
Approximately
200
such as Community Christmas and
facade painting day in the Los Colores
neighborhood of Supía were carried out.
Activities

Health and Safety of our workers and communities are essential to the
development of our operations.
Our Occupational Health and Safety Management System was established
to prevent occupational accidents and illnesses. Our short-term goal is to
create a strong culture of safety, self-care, and awareness of the importance
of performing work safely. We strive to remind each member of the team
that they are the first to ensure their health and safety in their day-to-day
work. With this, we seek that each employee be a safety benchmark and a
multiplier of the culture of safe work.
We promote a culture of “I protect you, you protect me” to ensure that
everyone completes each workday without incident. Our safety is based on
individual behavior and team solidarity.
We document incidents to identify risks and implement improvements. In
2021, we had eight work accidents, which totaled 27 days of disability. We did
not record any fatalities.
Health and Safety at Work
58

59
In 2021, different activities were implemented with the different work
groups to improve the culture of self-care. In this regard, we highlight:
• Implementation of an alcohol and drug policy.
• Creation and training of the emergency brigade.
• Formation of the Company's HSEQ team.
• Rescue and emergency response drills accompanied by institutions such
as firefighters and civil defense.
• Documentation and implementation of procedures for high-risk tasks.
Health and Safety
Management System
INJURIES, OCCUPATIONAL DISEASES, LOST DAYS,
ABSENTEEISM, AND NUMBER OF FATALITIES
Employees and Contractors
Total of accidents reportable
Total, non-disabling accidents (non-reportable)
Total recordable injury frequency rate
Days of absence due to accidents
Total labour diseases
Absence days due to work-related illnes
Number of days of disability due to common illness
Number of disabilities due to common ilness
Accident rate
Fatalities
Man hours worked
UNIT
Events
Events
Events
Events
Hours
Rate
Events
Number
Days
Days
Days
0
6.4
2021
8
12
14
0
374,460
0
5.3
27
27
We continue to work to meet our goal of having no accidents.

In 2021, our emergency plan was updated while training and equipment purchases began
to provide better care in emergency events.
Likewise, training was developed for brigade members and the provision of care for events
with helicopter transport was established, in addition to improving the overall medical
response.
Emergency Brigade
60

To create a culture of self-care in health and safety at work, the behavior-based safety program has been implemented.
Behavior-based safety is a program aimed at promoting safe behavior. The idea is to achieve changes in behavior, through
strategies that promote reflection on health and safety as a value and the active participation of all employees in achieving safety
objectives.
In this regard, technical security training was provided to all employees internally and through the Legal Risks Company - ARL.
We comply with more than 90% of the periodic safety checks in the work areas involving contractors.
In 2021, we have covered our entire staff, including contractors, in training on health and safety at work in 29 training sessions.
To improve the safety of our workers, we have implemented a training and education plan and also carry out safety programs with
all our contractors. During the year, we had a 96% compliance rate with our training plan.
Education and Training
in Health and Safety
61
Training
13 Road
safety
32
Confine
spaces
49
Reptile
handling
10
Healthy
living
habits
23
Hand
tool
handling
9
Tracing
machine
operation
and
handling
83
Safe
time,
self-care
and
accident
reporting
18
HSE
standards
65
Proper
posture
and
ergonomics
77
Prevention
of
psychoactive
substances
consumption
60
First
aid
and
use
of
fire
extinguisher
57
Behavior-based
safety
90
Order
and
cleanliness
34
Socialization
of
psychosocial
risk
batteries
49
Work
at
heights
4
Use
of
multiparameter
(virtual)
27
Socialization
of
accidents
10
20
30
40
50
60
70
80
90
100
0
Number
of
people

PIE
DE PÁGINA
62
In compliance with our commitment to preserve the health of our
employees, we held promotion and prevention sessions where possible
health risks were monitored including; oral, visual, cholesterol and
diabetes, cardiovascular risk and breast cancer, among others.
Our Occupational Health and Safety
Plans are 100% structured and we have a
92% compliance rate.
New Staff Orientation
0
10
20
30
40
50
60
70
80
November December
October
September
August
July
June
76
2
25 17
7
51
2
Number
of
people
December
November
October
Septembert
August
April
0
20
40
60
80
100
120
11
114
37
33
77
72
Total of People
Trained per month
Measurement of particulate material
was made in the core cutting area.

We work side by side with the communities, with transparency
and respect, always seeking to grow together.
OUR
ECONOMIC
MANAGEMENT
W
E A R E W
R
I
T
I
N
G
A
C
O
L
L
E
C
T
I
V
E
M
I
N
I
N
G
S
T
O
R
Y
.
.
.

"Being a supplier of Collective Mining has been a
significant experience where we have taken on
challenges that have transformed our business life.
The transformation and progress we have had this
last year is immense thanks to this opportunity that
the company has given me. Multiservicios has
another face, another vision, another mission, we
have learned to take care of the environment and to
give importance to community actors".
Herman Correa Bedoya,
Contracts and Logistics
Manager - Multiservicios C&C
W
E
A R E W R I T
I
N
G
A
C
O
L
L
E
C
T
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V
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M
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N
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Y
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65
We finance our operations by issuing shares in Collective Mining to investors who, in
return, pay for those shares, also known as equity. Investors become shareholders
because of their investment and the money received by the Company is used to fund
all Corporate expenditures, including but not limited to exploration costs, salaries
and other day-to-day expenditures and overhead costs.
The Company shares are listed for trading on the TSX Venture Stock Exchange, in
Canada. The purchase and disposition of shares in the public market does not impact
the company's treasury as funds in that case, are only exchanged between the two
parties involved in the stock transaction.
Financial Management
CAPITAL STRUCTURE
Common shares outstanding 47.3M
Stock options 3.8M
Fully paid shares outstanding 51.1M
Cash Dec 31, 2021 USD$16.3M

Economic Value Distributed
Costs associated with our activities for the 2020 fiscal year (February 11, 2020 to December 31, 2020) and for the 2021 fiscal year (12 months, ending December 2021), are as follows:
66
FOR THE YEAR AND PERIOD
ENDED DECEMBER 31
2020
2021
Total
Corporate Total
San Antonio Guayabales
Option payouts
Drilling services
Salaries and benefits
Field costs, surveys and other
Consulting, professional fees
& technical assistance
Assaying
Transportation and meals
Geophysics
Depreciation and amortization
Community expenses
Security
81,257
745,127
324,156
225,898
266,595
132,045
112,650
-
46,161
16,029
32,618
USD 1,982,536
1,560,322
925,515
554,321
605,843
320,815
272,549
264,030
245,398
62,291
177,699
38,072
USD 5,026,855
-
-
-
-
-
-
5,400
-
-
-
-
USD 5,400
1,641,579
1,670,642
878,477
831,741
587,410
404,594
382,080
245,398
108,452
193,728
70,690
USD 7,014,79
440,035
-
118,717
266,073
161,969
89,857
28,680
-
14,429
-
9,474
USD 1,129,234

67
We comply with the payment of taxes stipulated for companies in our sector. The taxes
paid directly or indirectly to the state treasury are as follows:
Significant
Economic Impact
The vast majority of the expenses and investments that Collective Mining makes
remains in Colombia, including taking into account that the hiring of personnel and the
purchase of goods and services is carried out with Colombian natural and legal persons.
USD $220,179
The direct social investments we made within the
framework of our sustainability activities reached
• Withholdings at the source applied to employees, natural persons, private
companies, and other tax subjects to the withholding: USD $229,057
• Sales tax on purchases and contracting with responsible parties: USD $222,097
• Tax on financial transactions: USD $26,258
Generation of decent, quality employment that provides wellbeing as well as economic and
social development in the region is one of our key objectives. We have created 135 direct and
indirect jobs in less than two years of operation.

68
The acquisition of goods and services in the municipalities of the area of influence is one
of our usual practices, along with the accompaniment and support for small suppliers to
carry out their business management in compliance with the legal requirements
regarding billing, collection and payment, and tax, among others.
A breakdown of our local suppliers are categorized in the following table:
Supply Chain
LOCAL PROVIDERS BY TYPE OF SERVICE
Restaurant service 8
Groceries and supermarkets 6
Accommodation 3
Hardware in general 3
General services 2
Transport service 4
Vehicle washing 3
Corporate space leases 1
Supplies and stationery 3
Vehicle maintenance 1
Special services (jam) 1
Endowment 1
Drugstore 1

69
The goods and services that we cannot acquire in the municipalities of our area of
influence are acquired by expanding the acquisition area to the department, the region,
and elsewhere in the country. Only in exceptional cases do we acquire goods or services
from outside of Colombia.
Likewise, we have mandatory clauses that prohibit child and forced labour and we
promote clear standards of ethics, transparency, and anti-corruption policies in the
purchase of materials, equipment and services.
These providers of local goods and services
represented a total expenditure of
for the Company in 2021. This investment was
monitored and leveraged as part of the goal of
building a socioeconomic footprint in the region.
USD $313,093

INTEGRATED
INDEX OF
INDICATORS
W
E A R E W
R
I
T
I
N
G
A
C
O
L
L
E
C
T
I
V
E
M
I
N
I
N
G
S
T
O
R
Y
.
.
.

○ Reported: R: These aspects are contained and reported within the organization's ESG report.
○ Not Reported: NR: Due to the current status of the project, which is in the exploration phase, the information collection
process for this indicator is currently under development and will be reported in future compliance reports.
○ Not applicable: NA: In accordance with the status of the project and the management of the Company, this indicator
is not applicable at this time.
○ Non-material: NM: Not identified as a material aspect for this report.
○ Confidential: CF: No information is provided in the report because it involves confidential matters or trade secrets
belonging to the organization.
Integrated Index of Indicators
Conventions:
71

Indicator
72
102-1
102-2
102-3
102-4
102-5
102-6
102-7
102-8
102-9
102-10
102-11
102-12
102-13
PROFILE OF THE ORGANIZATION
PROFILE OF THE ORGANIZATION
102-14
102-15
R
R
Statement from Senior Executives Responsible for Decision Making
Main impacts, risks and opportunities
Indicator
Indicator
102-16
102-17
R
Values, principles, standards and norms of conduct
Mechanisms for advice and ethical concerns
ETHICS AND INTEGRITY
STRATEGY
ICMM 4. E3 PLUS 4
Organization names
Activities, brands, products and services
Location of headquarters
Location of operations
Ownership and legal form
Markets served
Organization size
Information about employees and other workers
Supply chain
Significant changes in the organization and its supply chain
Precautionary principle or approach
External initiatives
Membership - associations
ICMM 2, E3 PLUS 1
SDG 8
SDG 17
9
9 to 3
10, 11, 12
10, 11, 12
9
13
9
53 to 57
68, 69
43
24
1, 2
22
22, 23
21, 22
ICMM 1, E3 PLUS 2
ICMM 1, E3 PLUS 2
R
R
R
R
R
R
R
R
R
NA
NR-NM
NA
RN M
Page Status
Supplementary standards
Page Status
Page Status

73
Indicator Page Status
102-18
102-19
102-20
102-21
102-22
102-23
102-24
102-25
102-26
102-27
102-28
102-29
102-30
102-31
102-32
102-33
102-34
102-35
102-36
102-37
102-38
102-39
R
NR
NR
R
R
R
R
NR
R
NR
NR
R
NR
R
R
NR-NM
NR-NM
CF
CF
NR - NM
CF
CF
Governance structure
Delegation of authority
Executive-level responsibility for economic, environmental and social issues
Consultation with interest groups on economic, environmental and social issues
Composition of the highest governance body and its committees
President of the highest governing body
Nomination and selection of the highest governance body
Conflicts of interest
Role of the highest governance body in selecting purposes, values and strategy
Collective knowledge of the highest governance body
Evaluation of performance of the highest governance body
Identification and management of economic, environmental and social impacts
Effectiveness of risk management processes
Evaluation of economic, environmental and social issues
Role of the highest governance body in preparing sustainability reports
Communication of critical concerns
Nature and total number of critical concerns
Remuneration policies
Process for determining remuneration
Involvement of stakeholders in remuneration
Annual Total Compensation Ratio
Ratio of the percentage increase of the total annual compensation
ISO26000:6.2. ICMM 2, E3 PLUS 1
E3 PLUS 2
AA 1000 SES, ISO 26,000 6.8.3.
ISO26000:6.2.
ISO26000:6.2.
ISO26000:6.2.
ICMM 1. E3 PLUS, 2.
ICMM 1, E 3 PLUS
ICMM1
ICMM 4. E3 PLUS 4, SDG 12
ICMM 10
SDG 5, 8, 10
14, 15, 16
5
14, 15, 16
15, 17
15, 16
21
21
22, 23, 25
22, 23
22, 23
3
GOVERNANCE

74
Indicator
Indicator
102-40
102-41
102-42
102-43
102-44
R
NA
R
R
R
List of interest groups
Collective bargaining agreements
Identification and selection of interest groups
Approach to the participation of interest groups
Key issues and concerns raised
ISO 26000, AA 1000 SES
ISO 26000 6.4.5, SDG 11
AA 1000 SES
ISO 26000. AA 1000 SES, SDG 11
AA 1000 SES, SDG 11
3, 4
3, 4
5, 7, 25
6, 7
PARTICIPATION OF STAKEHOLDERS
PRACTICES FOR THE PREPARATION OF REPORTS
102-45
102-46
102-47
102-48
102-49
102-50
102-51
102-52
102-53
102-54
102-55
102-56
NA
R
R
NA
NA
R
NA
R
R
R
R
NA
Entities included in the consolidated financial statements
Definition of the content of the reports and the boundaries of the topic
List of material topics
Restatement of information
Reporting Changes
Reporting period
Date of last report
Reporting cycle
Contact point for questions about the report
Declaration of preparation of the report in accordance with the GRI standards
GRI content index
External verification
3
7, 8
3
3
3
3
71 to 74
AA 1000 SES
Page Status
Page Status

75
MANAGEMENT
Indicator
103-1
103-2
103-3
R
R
NR
Explanation of the material topic and its boundary
Management approach and its components
Evaluation of the management approach
5 to 8
13, 14
AA 1000 SES
MANAGEMENT APPROACH
Page Status

76
Indicator
INDIRECT ECONOMIC IMPACTS
203-1
203-2
R
R
Investments in infrastructures and services supported
Significant indirect economic impacts
ISO 26000: 6.3.9, 6.8.5, 6.8.6, 6.8.7,
6.8.9 ICMM 9, E3 PLUS 6, SDG 8,9
ISO 26000: 6.3.9, 6.8.5, 6.8.6, 6.8.7,
6.8.9 ICMM 9, E3 PLUS 6, SDG 11
Page Status
Indicator
PROCUREMENT PRACTICES
204-1 NR NM
Proportion of spending on local suppliers
ISO 26000: 6.6.6, 6.8.5, 6.8.7 ICMM
9, E3 PLUS 6, SDG 8,11
Page Status
ECONOMIC
Indicator
ECONOMIC PERFORMANCE
201-1
201-2
201-3
201-4
R
NR-NM
NA
Direct economic value generated and distributed
Financial implications and other risks and opportunities arising from climate change
Defined benefit plan obligations and other retirement plans
Financial assistance received from the government
ISO 26000: ICMM, 2, SDG 8, 9
ISO 26000:6.5.5, 6.8.7, 6.8.9
66, 67
Indicator
MARKET PRESENCE
102-1
202-2
CF
NR NM
Ratio of the standard entry-level wage by gender compared to the local minimum wage
Proportion of senior executives hired from the local community
Page Status
Page Status
67
67
68

Page Status
77
Indicator
UNFAIR COMPETITION
206-1 NA
Legal actions related to unfair competition, monopolistic practices and against free competition
Indicator
205-1
205-2
205-2
NR NM
NR NM
NA
Operations assessed for risks related to corruption
Communication and training on anti-corruption policies and procedures
Confirmed cases of corruption and measures taken
ISO26000: 6.6; 6.6. ICMM 1 and 10,
E3 PLUS 2
ANTI-CORRUPTION
Page Status

78
ENVIRONMENTAL
Indicator
MATERIALS
301-1
301-2
301-3
R
NR NM
NA
Materials used, by weight or volume: Renewable materials
Percentage of recycled inputs used
Reused products and packaging materials ISO 26000: 6.5, 6.5.4, ICMM 6 and
8.E3 PLUS 7. SDG 15
48
Page Status
Indicator
302-1
302-2
302-3
302-4
302-5
R
NR-NM
NR-NM
NR-NM
NR-NM
52
Energy consumption within the organizationv
Energy consumption outside the organization
Energy intensity
Reduction of energy consumption
Reduction of energy requirements for products and services
ISO26000: 6.5; 6.5.4, ICMM 6
ENERGY
Page Status
Indicator
303-1
303-2
303-3
303-4
303-5
R
R
R
Interaction with water as a shared resource
Management of impact related to water discharges
Water extraction
Water pouring
Water consumption
ISO26000:6.5;6.5.3;ICMM3,4,6,7,10,SDG6
SDG6
SDG6
SDG6
SDG6
WATER AND EFFLUENTS
Page Status
44, 45, 46
47
45, 46

Indicator
304-1
304-2
304-3
304-4
NA
R
NA
Owned, leased or managed operations centers located within or adjacent to protected
areas or areas of high value for biodiversity outside protected areas
Significant impact of activities, products and services on biodiversity
Habitats protected or restored
Total species that appear on the IUCN Red List and on national conservation lists
whose habitats are in areas affected by operations and by level of extinction risk
ISO 26000: 6.5, 6.5.4, ICMM 7, SDG 15
SDG 15
SDG 15
SDG 15
48
50
BIODIVERSITY
Page Status
80
Indicator
305-1
305-2
305-3
305-4
305-5
305-6
305-7
NR-NM
NR-NM
NR-NM
NR-NM
NR-NM
NR-NM
NR-NM
Direct GHG emissions (scope 1)
Indirect GHG emissions when generating energy (scope 2)
Other indirect GHG emissions (scope 3)
GHG emissions intensity
Reduction of GHG emissions
Emissions of substances that deplete the ozone layer (ODS)
Nitrogen oxides (NOX), sulfur oxides (SOX) and other significant air emissions
ISO26000: 6.5; 6.5.3, ICMM 6
EMISSIONS
Page Status
Indicator
306-1
306-2
306-3
306-4
306-5
Discharge of water according to its quality and destination
Waste by type and disposal method
Significant spills
Hazardous waste transportation
Bodies of water affected by water discharges and/or runoff
SDG 6
SDG 6
SDG 6
SDG 6
SDG 6
EFFLUENTS AND WASTE
Page Status
79

80
Indicator
ENVIRONMENTAL COMPLIANCE
307-1 R
Non-compliance with environmental legislation and regulations ICMM 1 43
Page Status
308-1
308-2
New suppliers that have passed the evaluation and selection filters according to environmental criteria
Negative environmental impacts in the supply chain and measures taken
Indicator
ENVIRONMENTAL ASSESSMENT OF SUPPLIERS AND CONTRACTORS
ICMM 1, 4, E3 PLUS 4,
Page Status
Indicator
WORKER-COMPANY RELATIONS
402-1 NA
Minimum notice periods on operational changes
Page Status
SOCIAL
Indicator
401-1
401-2
401-3
NR-NM
NR-NM
R
New employee hires and staff turnover
Benefits for full-time employees that are not given to temporary or part-time employees
Parental leave
SDG 8
SDG 8, 10
SDG 8
JOB
Page Status

81
ISO26000: 6.4; 6.4.6, ICMM 5, E3
PLUS 8, SDG 3, 8
ISO26000: 6.4; 6.4.6, ICMM 5, E3
PLUS 8, SDG 3, 8
ISO26000: 6.4; 6.4.6, ICMM 5, E3
PLUS 8, SDG 3, 8
ISO26000: 6.4; 6.4.6, ICMM 5, E3
PLUS 8, SDG 3, 8
ISO26000: 6.4; 6.4.6, ICMM 5, E3
PLUS 8, SDG 3, 8
ISO26000: 6.4; 6.4.6, ICMM 5, E3
PLUS 8, SDG 3, 8
ISO26000: 6.4; 6.4.6, ICMM 5, E3
PLUS 8, SDG 3, 8
ISO26000: 6.4; 6.4.6, ICMM 5, E3
PLUS 8, SDG 3, 8
ISO26000: 6.4; 6.4.6, ICMM 5, E3
PLUS 8, SDG 3, 8
ISO26000: 6.4; 6.4.6, ICMM 5, E3
PLUS 8, SDG 3, 8
Indicator
HEALTH AND SAFETY AT WORK
R
R
R
R
R
R
R
R
R
Page Status
403-1
403-2
403-3
403-4
403-5
403-6
403-7
403-8
403-9
403-10
Occupational health and safety management system
Hazard identification, risk assessment and incident investigation
Occupational health services
Worker participation, consultation and communication on health and safety at work
Training of workers on health and safety at work
Promotion of the health of workers
Prevention and mitigation of impacts on the health and safety of workers
directly linked to business relationships
Coverage of the occupational health and safety management system
Work accident injurie
58, 59
59
58, 59, 60
61, 62
58,60to62
62
58
59
59

82
Indicator
404-1
404-2
404-3
Average hours of training per year, per employee
Programs to upskill employees and transition assistance programs
Percentage of employees receiving regular performance and career development reviews
SDG 8
SDG 8
SDG 8
TRAINING AND EDUCATION
Page Status
Indicator
DIVERSITY AND EQUAL OPPORTUNITIES
Page Status
405-1
405-2
Diversity in governing bodies and employees
Ratio of basic salary and remuneration of women compared to men
ISO26000: 6.3; 6.3.4; 6.3.5; 6.3.8;
6.3.10, SDG 5, 10
SDG 5, 10
NR-NM
CF
Indicator
NONDISCRIMINATION
406-1 NA
Cases of discrimination and corrective actions taken ISO26000: 6.3; 6.3.4; 6.3.5; 6.3.8; 6.3.10,
SDG 5, 10
Page Status
Indicator
FREEDOM OF ASSOCIATION AND COLLECTIVE BARGAINING
407-1 NA
Operations and suppliers whose right to freedom of association and collective
bargaining could be at risk
Page Status
ISO 26000: 6.4, 6.4.3, 6.4.4, 6.4.5, 6.3.10,
SDG 8
ISO 26000: 6.3, 6.3.4, 6.3.5, 6.3.7;
6.3.10, ICMM 3, SDG 8
Indicator
CHILD LABOUR
408-1 NA
Operations and suppliers with significant risk of incidents of child labour
Page Status

83
ISO26000: 6.3.4. 6.3.5. 6.37, E3 PLUS,
3, SDG 16
Indicator
SAFETY PRACTICES
410-1 NR-NM
Security personnel trained in human rights policies or procedures
Page Status
ISO 26000: 6.3, 6.3.6, 6.3.7, 6.3.8, 6.6.7.
ICMM 3, 6 and 9, E3 PLUS 3 AND 6,
SDG 16
Indicator
RIGHTS OF INDIGENOUS PEOPLES
411-1 Cases of violations of the rights of indigenous peoples
Page Status
ISO 26000: 6.3, 6.3.4, 6.3.5, 6.3.7; 6.3.10,
ICMM 3, SDG 8
Indicator
FORCED OR COMPULSORY LABOUR
409-1 NA
Operations and suppliers with significant risk of incidents of forced or compulsory labour
Page Status
Indicator
412-1
412-2
412-3
Operations subject to human rights reviews or impact assessments
Employee training on human rights policies or procedures
Significant investment agreements and contracts with human rights clauses
or those subject to human rights screening
HUMAN RIGHTS ASSESSMENT
Page Status
NA
NR-NM
NR-NM
NR-NM
ICMM 2, SDG 16
ICMM 2, SDG 16
ICMM 2, SDG 16

80
84
413-1
413-2
Indicator
LOCAL COMMUNITIES
AA1000SES,ICMM4,9&10,E3PLUS5,SDG11
SDG11
26 to 39
27, 29
Page Status
R
R
414-1
414-2
New suppliers that have passed selection filters according to social criteria
Negative social impacts in the supply chain and actions taken
Operations with local community engagement, impact assessments and development programs
Operations with significant negative impacts (actual or potential) on local communities
Indicator
SOCIAL EVALUATION OF SUPPLIERS
ICMM 2, E3 PLUS 4
Page Status
NR-NM
NR-NM
ISO26000: 6.6; 6.6.3, SDG 16
Indicator
PUBLIC POLITICS
415-1 Contribution to political parties and/or representatives
Page Status
NA
416-1
416-2
Indicator
HEALTH AND SAFETY OF CUSTOMERS
Page Status
Assessment of the health and safety impacts of product or service categories
Cases of non-compliance related to the health and safety impacts of the category of products and services
417-1
417-2
417-3
Indicator
MARKETING AND LABELING
Page Status
Requirements for information and labeling of products and services
Cases of non-compliance related to the information and labeling of products and services
Cases of non-compliance related to marketing communications
SDG 3
SDG 3
NA
NA
NA
NA
NA

80
85
Indicator
CUSTOMER PRIVACY
418-1 Substantiated claims regarding breaches of customer privacy and loss of customer data
Page Status
Indicator
SOCIOECONOMIC COMPLIANCE
419-1 Failure to comply with laws and regulations in the social and economic fields
Page Status
NA
R
SDG 9 23, 25

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