
Sustainability
Mining with Pride and Purpose

As responsible and conscious miners, we believe that mining can create long-term value, not only for our shareholders, but for all our stakeholders: employees, suppliers, communities and host countries… To achieve this, we optimize our efforts toward robust governance, focused risk and opportunity management, operational excellence, and transparency.”
Julien Baudrand, Senior Vice President, Sustainability
Sustainability is an integral part of the Company’s business framework, which is defined by its vision, mission and values.
Fortuna sees sustainability as a long-term value creation for all stakeholders, maximizing benefits for our shareholders, employees, suppliers, communities, and more.
This understanding has led us to make a fundamental commitment to integrate sustainability into our business strategy, governance and day-to-day operations.
To achieve our Company’s vision and mission while respecting our core values, we developed a Sustainability Framework to guide us towards operational excellence. The framework is structured around three levels:
- Core Elements and Pillars,
- Organizational Components and
- Management Systems as described in the diagram below.
Our Sustainability Framework


- Environment

- Communities
- Occupational Health and Safety
- Human Resources

- Systems and Disclosure
- Human Rights and Ethics







To ensure an operational governance of sustainability matters at all levels of the organization, the Company has defined mandates, responsibilities, accountabilities, policies and tools related to sustainability-related risks and opportunities covering all its business units. At Fortuna, we consider that the following key elements of operational governance shall be implemented:
- Sustainability Committees at different levels of the organization, including: (i) Board of Directors, (ii) corporate management, (iii) regional and (iv) operational (subsidiary) level. Committee meetings are scheduled on a regular basis and, at the Board and corporate level are governed by a specific charter, which explicitly mentions the committee’s duties and responsibilities, the oversight of key material issues related to sustainable development, such as safety, climate change, human rights, community relations, water, tailings and other material issues as appropriate.
- Financial Incentives implemented as long-term and short-term incentives at corporate and subsidiary levels, and are tied to the achievement of sustainability key performance indicators.
- Accountable Executive formally identified for ESG and sustainability matters from the Executive leadership team and reports directly to the CEO or CFO. The Accountable Executive leads the Company’s development and implementation of sustainability and ESG strategy in order to maintain the value of the Company’s assets, and to improve the long-lasting quality of the Company’s operations while addressing key stakeholder expectations.
- Corporate Policies communicate the philosophy and expectations of our organization. New or revised policies are managed through an internal process that includes the Board of Directors and the Accountable Executive. The policies are disclosed publicly, and employee awareness-raising sessions on the policies are held periodically.
- Corporate Standards communicate the rules and requirements applicable to all processes and operations throughout the organization. They apply to all directors, officers and employees of the Company and its subsidiaries.
- Disclosure and Reporting ensures transparency on our sustainability governance, management systems and performance using recognized materiality assessment, disclosure and reporting guidance such as from International Financial Reporting Standards (IFRS), International Sustainability Standards Board (ISSB), Sustainability Accounting Standards Board (SASB), Global Reporting Initiative (GRI) and other relevant disclosure and reporting initiatives recognized by the mining sector. An annual sustainability report is published and made public in the second quarter of each year, in addition to any other required regulatory disclosure.

Based on identified sustainability-related risks and opportunities that can reasonably be expected to affect the Company, a sustainability corporate strategy is developed to address material and/or important issues. At Fortuna, our Sustainability Strategy is based on the following key elements:
- Alignment and Integration of the Sustainability Strategy within the vision and mission of the Company and the core elements and pillars of this Sustainability Framework, and the Company’s overall strategy.
- Time Frame for implementing the strategic plan, which is defined over a period of 3 or 5 years.
- Objectives and Measurement are defined with specific, measurable, achievable, relevant and time-bound (SMART) goals that align with the Company’s mission and vision.
- Target defines a desired outcome or result.
- Approach and Measurement: The strategy defines how the objectives and targets will be achieved and how they will be measured, reported and reviewed.

The identification, assessment, prioritization, monitoring, and communication of sustainability-related risks and opportunities is integrated into the Company’s Enterprise Risk Management (ERM) management process. At Fortuna, we consider the following to be the key elements of Sustainability Risk Management:
- Alignment with Sustainability Strategy. Risk Management is part of strategic planning and execution; it is not separate from the strategy.
- Documented Processes and Related Policies. The process to identify, assess, prioritize and monitor sustainability-related risks and opportunities follows a pre-determined methodology set by the Company’s governance policies, which focus on ensuring a consistent approach towards managing and overseeing risk.
- Risk Response Plans. When residual risks are above the organization’s risk acceptability, actions, considering an ALARP (as low as reasonably possible) approach, are implemented to mitigate or eliminate risks.
- Monitoring and Reporting. Risks, opportunities and action plans are regularly monitored, and progress and changes are reported in accordance with defined processes and policies.

The Company develops targets and/or performance indicators, which are required to meet its objectives in relation to its sustainability-related risks and opportunities. This includes monitoring the progress towards any targets the entity has set, and any targets required to be met by law or regulation. At Fortuna, we consider the following are the key elements in setting Sustainability Metrics and Targets:
- Alignment with Sustainability Strategy and Risk Management. Metrics and targets are used to appreciate the desired outcome or result expected of the strategy.
- The Metrics identified, used and monitored for each sustainability-related risk and opportunity that could reasonably be expected to affect the Company.
- The Method used to calculate the metric and the inputs to the calculation, including the limitations of the method used and the significant assumptions made.
- The Targets are established to track progress toward achieving strategic goals. When setting these targets, the following factors should be considered: the use of quantitative or qualitative measures, period of measurement, the period from which progress is assessed, milestones and interim targets, performance relative to each target, an analysis of trends, any target revisions and the rationale behind those revisions.

Our Governance
Good governance starts at the board level, flowing through the entire organization and ensuring the highest levels of accountability.

Our Sustainability Factors
What is important for Fortuna Mining? Where can we add the most value?

Our Disclosure
Provision of expected, timely and quality information is essential to transparency and building trust with our stakeholders.

Our Stories
How responsible mining can go beyond “Zero Harm,” produce net positive effects for society and touch people’s lives.