Atalaya Mining Copper S.A
2024 Sustainability Report
This Atalaya Mining Copper S.A.Sustainability Report, aimed at informing stakeholders of performance and
progress, forms part of the company's management report and was approved by the board of directors in
17 March 2025. The sustainability report is independently verified according to applicable regulations. More
details on the methodology can be found here [link to Annexe - Reporting Methodology].
Table of Contents
Message from the Chair of Atalaya Mining Copper S.A ......................................................... 3
Message from the CEO of Atalaya Mining Copper S.A .......................................................... 6
2024 Highlights ......................................................................................................................... 7
1. Atalaya at a Glance ............................................................................................................ 8
What we do ............................................................................................................................ 9
Spotlight: E-LIX .....................................................................................................................13
2. Our Approach to Sustainability ...................................................................................... 14
Message from our Sustainability Committee chair .............................................................. 14
Our sustainability strategy .....................................................................................................15
Materiality assessment ..........................................................................................................18
Stakeholder engagement ......................................................................................................19
3. Corporate Governance .................................................................................................... 21
Our commitment to robust corporate governance ..................................................................21
Our governance structure ......................................................................................................21
Role of the Sustainability Committee .....................................................................................26
Board remuneration ...............................................................................................................27
Risk assessment and monitoring ...........................................................................................28
Corporate policies and ethical conduct ..................................................................................28
Operational policies at Proyecto Riotinto ...............................................................................29
Management systems at sites ...............................................................................................30
4. Our People........................................................................................................................ 31
Our commitment to people ....................................................................................................31
Health and safety across Atalaya ..........................................................................................33
Talent attraction and development at Atalaya ........................................................................38
Diversity, equality and inclusion .............................................................................................40
Employee compensation and benefits ...................................................................................43
5. Environment ..................................................................................................................... 46
Our environmental commitment .............................................................................................46
Water management ...............................................................................................................47
Energy and climate change ...................................................................................................55
Circular economy and efficient resources ..............................................................................62
Air quality and noise ..............................................................................................................63
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Nature and biodiversity ..........................................................................................................64
Environmental restoration plan ..............................................................................................66
Responsible mining waste and tailings management.............................................................68
6. Local Communities .......................................................................................................... 72
7. Responsible Sourcing ..................................................................................................... 76
8 Human Rights and Modern Slavery ................................................................................ 79
9 Innovation and Technology ................................................................................................. 80
Innovation ..............................................................................................................................80
IT and Cybersecurity .............................................................................................................82
10 Financial Performance ....................................................................................................... 84
Annexes ................................................................................................................................... 87
Report methodology ..............................................................................................................87
Sustainability data .................................................................................................................90
GRI Index ............................................................................................................................ 109
Non-financial information content index ............................................................................... 123
GRI 2024 mining sector standards ...................................................................................... 133
SASB content index ............................................................................................................ 143
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PwC verification opinion
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PwC Verification opinion
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Message from the Chair of Atalaya Mining Copper S.A
Dear stakeholders,
As the new chairman of Atalaya Mining Copper S.A (“Atalaya”), it is my pleasure to introduce the
2024 Sustainability Report.
In doing so, I am pleased to note marked progress on all fronts; we have graduated to the London
Stock Exchange (LSE) from the Alternative Investment Market (AIM), which raises the bar for
regulatory disclosure; we have continued aligning with the Global Industry Standard on Tailings
Management; and we have made strides towards greater efficiency and thereby, sustainability,
by developing cleaner and safer production processes, particularly as regards water usage and
sourcing solar power.
In an industry where sustainability is crucial for all our stakeholders, we believe that our
philosophy to go beyond formal reporting requirements marks us out as a frontrunner and gives
us confidence in our future. As demand for copper increases driven by the global transition to
greener energy sources, we are investing in innovative technology which will back our know-how
and boost our ability to meet challenges.
Among standout achievements in 2024, our planned mining project in Touro, Galicia
(northwestern Spain), was formally designated a “strategic industrial project” by the Galician
regional government in June. In doing this, the authorities have accelerated the permitting process
and acknowledged the positive economic contribution the mine will make to the area.
Further expanding our business, in 2024 we continued to prepare for future mining phases at San
Dionisio in the Riotinto District which, together with Masa Valverde, has the potential to increase
production by delivering higher grade material to the existing processing infrastructure at Riotinto.
Underpinning our oversight and regulatory efforts this year was the transfer of our legal domicile
to Spain from Cyprus and our LSE listing. We are confident that more stringent regulatory
demands will further boost our transparency and credibility as a business.
Amid the work set out in this report, overseen by Kate Harcourt (non-executive director and chair
of the Sustainability Committee) and our sustainability team, I am particularly pleased to see
Carole Whittall appointed as an independent non-executive director. This appointment reflects
the greater level of gender diversity in the workforce we have achieved than is usual in our industry
demonstrating our commitment to gender parity goals.
In closing, I would like to thank Roger Davey for his service as Chair and for his sensible, steady
and kind leadership over the years.
I believe we are well-positioned to navigate challenges and deliver sustainable growth and long-
term value for our shareholders and I look forward to your feedback.
Neil Gregson
Chair of Atalaya Mining Copper S.A.
17 March 2025
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Message from the CEO of Atalaya Mining Copper S.A
Dear stakeholders,
Looking back on 2024, it could be seen as a year in which we were able to deliver long-awaited
developments which transformed our business profile.
These include our step-up to a listing on the London Stock Exchange last April and the re-
domiciliation to Spain, a major administrative endeavour which enabled this transformation. We
are confident that the higher regulatory bar will help cement Atalaya’s well-earned reputation as
a transparent operator.
In terms of operations, we are especially proud that we overcame challenges to end the year on
a positive note at Riotinto, with improving production results and progress on the development of
adjacent San Dionisio area. We are also optimistic on key projects across our asset portfolio
including Masa Valverde and very importantly Proyecto Touro. In parallel, ramp-up activities
continue at our E-LIX plant, a collaboration between Atalaya Lain Technologies, which will allow
us to produce finished metal in the mine site.
Furthermore, the solar plant at our Riotinto mine has started operations, becoming the first mine
in Spain to be powered this way. The facility will provide 22% of the mine’s total energy needs
once a full capacity, lowering our carbon footprint and our costs.
I would also underscore our increasingly efficient use of water, so essential to the mining process
especially in an arid country like Spain. This year, 81% of the water we used in our production
was recycled water, and only 12% of the total water used came from sources outside the mine.
Each year, Riotinto's operation is becoming more efficient in its use of water, minimising water
stress, reducing consumption and respecting the neighbouring communities with whom we have
such a good relationship.
To sum up, we are pleased with our progress. We hope you find our report interesting and
inspiring and we welcome your comments.
Alberto Lavandeira Adán
Chief Executive Officer of Atalaya Mining Copper S.A.
17 March 2025
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2024 Highlights
In 2024, Atalaya continued to progress in towards greater sustainability, achieving key
milestones:
Health and Safety
• 3.33 LTIFR (own employees and contractors) vs 3.94 in 2023
• 1.31 LTIFR for own employees (vs 5.34 in 2023)
Women in workforce
• 21% women in Atalaya workforce (vs 19.9% in 2023)
• 24% women on Board of Directors (vs 14% in 2023)
Water efficiency
• 1.91 m
3
of total water used per tonne ore processed (vs 2.15 m
3
in 2023)
• Of this total amount of water we only used 0.22 m
3
of freshwater* per tonne ore
processed (vs 0.27 m
3
in 2023)
• Freshwater withdrawal reduced 45% since 2021
Energy efficiency and Climate change
• 22.66 Kwh/tonne ore processed of electricity intensity (vs 23.29 in 2023)
• 98,447t of CO2e scope 1 & 2** (vs 102,423.47 in 2023)
• Solar plant became started commissioning at the end of 2024
Local Communities
• €963,000 investment in local communities
• 67% of staff from local area near Proyecto Riotinto
Responsible sourcing
• 97% European procurement (93% Spanish procurement vs 89% in 2023)
*Freshwater: water withdrawal from surface water sources outside the mining project
**Our 2024 carbon footprint is an estimate using 2023 emission factors as the data is not ready at the time of publishing. Our
2025 report will have the actual carbon footprint of 2024. Read more in our Energy and Climate Change section.
2024 Operational Highlights:
• We processed 15.9 Mt of ore in 2024, a new annual record, highlighting our
operational efficiency and the reliability of our processing facilities.
• We produced 252,165 tonnes of copper concentrate (46,227 tonnes of copper
contained in concentrate)
• We continue to make progress on our growth strategy, having advanced permitting
and pre-development works at San Dionisio and Proyecto Masa Valverde, which
have the potential to deliver higher grade material to the plant at Riotinto.
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1. Atalaya at a glance
(‘Atalaya’, formerly “Atalaya Mining plc”) is a European copper
Atalaya's shares trade on the London Stock Exchange Main Market under the symbol "ATYM”.
Our strategy is to evaluate and prioritise metal production opportunities in several jurisdictions
throughout the well-known belts of base and precious metal mineralisation in Spain and rest of
Europe.
Copper is an essential component to producing, distributing and storing renewable energy and
demand is rising sharply as the world transitions to a low-carbon economy. As a copper producer,
we are continually seeking ways to make our processes more efficient and sustainable and to
increase our positive impact.
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Our mission, vision and values
Mission
Atalaya is focused on delivering stability and growth, while also protecting and enhancing value
for all of its stakeholders.
Vision
Our objective is to grow into a multi-asset producer, with a focus on developing sustainable,
scalable and low-risk operations.
Values
We are committed to operating responsibly and sustainably. Our core principles include honesty,
accountability and working with all stakeholders to ensure complete alignment with local
communities and the environment.
What we do
[PLACEHOLDER: Value chain infographic]
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Our ownership structure as of December 2024
Atalaya Mining Copper S.A. is the parent company of several entities, with Atalaya Riotinto Minera
S.L.U being the main operating company managing Proyecto Riotinto.
Other affiliated entities to Atalaya Mining Copper S.A. focus on copper exploration and permitting
projects. These include Cobre San Rafael S.L., which manages Proyecto Touro in Galicia, while
Atalaya Masa Valverde, S.L. oversees Proyecto Masa Valverde, which received environmental
and exploitation permits in 2023. Atalaya Extremadura oversees Proyecto Ossa Morena, and
Iberian Polymetal S.L. is set to operate our bespoke “E-LIX” plant at Proyecto Riotinto.
We are backed by major shareholders such as Urion Holdings (Trafigura), Cobas Asset
Management, Ithaki, Hamblin Watsa Investment Counsel (Fairfax), BlackRock, and Allianz Global
Investors.
Our portfolio of projects and growth opportunities
Our main asset
Proyecto Riotinto, in Minas de Riotinto (Huelva, Spain) is our flagship operating mine, currently
comprised of two ore deposits: Cerro Colorado and San Dionisio. The site also houses copper
concentrate ore processing facilities (15Mt/year), as well as the E-LIX treatment plant for
copper/zinc metal recovery.
Our goal is to extend the life of our mines and increase production while operating more
sustainably, and San Dionisio is a core part of this strategy.
The permitting process associated with ore extraction at San Dionisio is progressing following
completion of the public information period in September 2024.
Our asset in development phase
Proyecto Masa Valverde (PMV) in Valverde del Camino (Huelva, Spain) near Proyecto Riotinto,
is an underground mining project. In 2023, the company was granted an authorisation and
exploitation permit for PMV. The company expects to start building the access ramp in 2025.
Our asset in permitting phase
Proyecto Touro in Galicia, a brownfield site which has been previously mined, is not yet in
commission as we are in the process of obtaining permits to begin exploitation. Importantly, Touro
has the potential to increase our copper output by 30,000 tonnes annually, according to a
preliminary economic assessment, and was last summer declared a strategic industrial project by
the Galician regional government. This status will simplify the associated administrative
procedures and substantially reduce permitting times.
Our assets in exploration phase
Our other projects at San Antonio (close to the Cerro Colorado pit) and Riotinto Este, near
Riotinto in Huelva, and Ossa Morena in Extremadura are in exploration phase.
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[PLACEHOLDER: Map of Spain with mining areas] distinguir con colores dependiendo de si
está en fase de permisos, desarrollo o en operación (comentario para el diseñador)
STATUS
Name
Status
OPERATING
PHASE
PROYECTO
RIOTINTO
Location: Minas de Riotinto, Huelva, Andalusia, Spain
Ownership: Proyecto Riotinto is operated through Atalaya Riotinto
Minera, S.L.U. a fully owned entity established under the laws of
Spain.
2024 production: Copper concentrate
Overview: Proyecto Riotinto is our main operation comprised of:
• Cerro Colorado: A fully operational and conventional open-
pit, with contractors handling excavation, drilling and
blasting. It currently provides the only source of copper ore
at the Riotinto processing plant.
• San Dionisio deposit: Close to the Cerro Colorado pit, this
deposit has been exploited in the past. It contains two types
of mineralisation - copper stockwork and polymetallic
massive sulphides. Atalaya has applied for permits to
process the San Dionisio ore, an undertaking which
continues to advance.
• San Antonio deposit: adjacent to the Cerro Colorado pit.
Processing plant: 15 Mt/year for obtaining copper concentrate.
E-LIX PLANT
Lain Technologies, in collaboration with Atalaya, has built a plant
with E-LIX technology. This innovation allows us to obtain copper or
zinc metal from concentrate at our Riotinto mine.
Once fully operational in 2025, E-LIX is expected to produce high-
purity copper or zinc on site, allowing the company to potentially
achieve higher metal recoveries from complex polymetallic ores,
lower transportation charges and a reduced carbon footprint.
Proyecto Riotinto
production
2024
2023
2022
2021
Copper
concentrate
(tonnes)
252,164
249,321
249,543
270.713
Copper contained
in concentrate
(tonnes)
46,227
51,667
52,269
56.097
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PERMITTING
PHASE
PROYECTO
TOURO
Location: Galicia, Spain
Ownership: In 2017, Atalaya signed a phased, earn-in agreement for
up to 80% ownership of Proyecto Touro, a brownfield copper project
in northwest Spain. The mining rights are owned by Cobre San Rafael,
S.L.
Overview: Proyecto Touro is a brownfield site designed to be a
benchmark in sustainable mining in Europe, with copper production
expected to average approximately 30 kt/pa over a mine life of
around 12 years.
In June 2024 the regional government declared Touro a strategic
industrial project, making it eligible for a simplified and fast-tracked
permitting process. While this is ongoing, we are focusing on
obtaining our social license by engaging with a wide array of local
stakeholders to provide detailed information on the project design
and restoring the environment around the site with very positive
results.
DEVELOPMENT
PHASE
PROYECTO
MASA
VALVERDE
(PMV)
Location: Valverde del Camino, Huelva, Andalusia, Spain
Ownership: The mining rights are owned by Atalaya Masa Valverde,
S.L.U. a fully owned subsidiary of Atalaya.
Metal: Copper
Overview: Proyecto Masa Valverde (PMV) is a development stage
volcanogenic massive sulphide (“VMS”) type project located in the
province of Huelva (Andalucía, Spain), approximately 80 km west-
northwest of Sevilla and 32 km north northeast of the port of Huelva.
Atalaya has owned PMV since October 2020 through its wholly owned
subsidiary Atalaya Masa Valverde, S.L.U.
Development of PMV contemplates underground mining of the Masa
Valverde and Majadales deposits, which would be accessed via a
ramp. Mined material would then be transported by public road to
Riotinto for processing. This scenario is consistent with Atalaya’s
strategy of developing the Riotinto 15 Mtpa processing plant into a
central processing hub for Atalaya’s assets in the Riotinto District.
EXPLORATION
PHASE
RIOTINTO
ESTE
Location: Andalusia, Spain
Overview: In December 2020, Atalaya entered into a Memorandum of
Understanding with Geotrex, S.L. to acquire a 100% beneficial interest
in three investigation permits, which covered approximately 12,368
hectares, located immediately east of Proyecto Riotinto (Peñas
Blancas and Cerro Negro) and further to the southeast, near Sevilla
(Los Herreros). After a short drilling campaign, the Los Herreros
investigation permit was rejected in June 2022. Proyecto Riotinto East
consists of the remaining two investigation permits, Peñas Blancas
and Cerro Negro, totalling 10,016 hectares.
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OSSA
MORENA
Location: Extremadura, Spain
Overview: Proyecto Ossa Morena consists of a package of
investigation permits that are strategically distributed along
prospective zones of the Ossa Morena Metallogenic Belt in southwest
Spain.
In December 2021, Atalaya announced the acquisition of a 51%
interest in Atalaya Ossa Morena, S.L. (formerly, Rio Narcea Nickel,
S.L.). The acquisition also provided a 100% interest in three
investigation permits that are located along the Ossa Morena
Metallogenic Belt. In 2022, Atalaya increased its ownership interest in
Proyecto Ossa Morena to 99.9%, following completion of a capital
increase of Atalaya Ossa Morena, S.L. for the purposes of funding
exploration activities.
In November 2024 Atalaya made two binding agreements with Mineral Prospektering i Sverige
AB ("MPS"), under which the company can take an initial 75% interest in two separate Swedish
land packages.
These are the Skellefte Belt land package ("Skellefte Belt Project") and the Rockliden land
package ("Rockliden Project"), two districts that host many large-scale deposits and mines
containing volcanogenic massive sulphide --a type of mineral deposit formed by volcanic and
hydrothermal processes on or near the seafloor-- owned by Boliden AB and including the
operating Kristineberg and Renström mines. Both regions are underexplored and this deal could
therefore boost Atalaya's exposure to critical minerals in Europe.
Spotlight: E-LIX
E-LIX, a novel metal extraction method to produced finished copper and zinc metal, was
developed by Lain Technologies (“Lain Tech”) with the financial support of Atalaya. Over a period
of six years, Atalaya and Lain Tech continuously tested the process and developed a semi-
industrial pilot plant in 2019.
In June 2021, Atalaya’s Board approved financing to build the first phase of an industrial-scale
plant to implement the E-LIX system.
The construction of the E-LIX plant at the Riotinto mine was completed in 2024. The E-LIX plant
is currently in ramp-up phase and the first copper and zinc cathodes have already been produced.
Once fully operational, the E-LIX phase I plant is expected to unlock significant value from
Atalaya’s polymetallic resources in the Riotinto District by increasing metal recoveries, reducing
costs associated with the transportation and smelting of concentrates.
Atalaya Mining and Lain Tech are part of i4-Green consortium,
which supports interregional investment for the sustainable supply
of raw materials in the EU Green Energy Transition.
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2. Our approach to sustainability
Message from our Sustainability Committee chair
Dear stakeholder,
It is my pleasure to introduce our sustainability strategy, which has made progress on all fronts in
2024. We have built on concrete policies and transparent practices, improved our ESG
governance and are working to set measurable goals to embed sustainability as an integral part
of everything we do.
In parallel with our re-domiciliation to Spain from Cyprus and our LSE listing, we have worked
hard to increase transparency and apply clear policy frameworks. This includes releasing our first
public disclosure report following the requirements of the Global Industry Standard on Tailings
Management (GISTM). We firmly believe that adapting to and exceeding regulatory standards
where feasible enhances our resilience for the future.
Furthermore, additional training for our board members in understanding and meeting compliance
requirements for the Corporate Sustainability Reporting Directive, the EU Sustainability
Disclosure Standards and the UK Corporate Governance Code (amongst others) means that the
highest levels of the organisation are now better equipped to navigate the complexities of
Europe’s evolving legal landscape and steer our business more effectively.
For its part, the Sustainability Committee has been instrumental in guiding our initiatives this past
year, meeting quarterly to evaluate and guide performance. For the first time, our efforts have
been boosted by the contribution of an Executive Sustainability Commission, an important step-
up to make sure our approach is both practical and broad-based.
All in all, the insights gained have shaped our roadmap so that we can set clear objectives across
our corporate and operational activities, with a strong focus on transparency, efficiency, and
building trust. And to achieve this, a sustainable approach to all activities is crucial, as will allow
us to continue with a fluid engagement with all our stakeholders and a positive impact on our
social and natural environment.
We are confident that our progress this year shows that responsible mining can be part of the
solution to global and local challenges and we look forward to engaging with you on these topics.
Kate Harcourt
Chair of Atalaya Sustainability Committee
17 March 2025
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Our sustainability strategy
Responsible environmental and social practices across our mining operations and throughout our
value chain are pivotal to financial success, underpinned by clear governance. Furthermore, we
actively seek to make a positive impact on our operating environment.
Our commitment to sustainability
At Atalaya, we pride ourselves on being a responsible, sustainable miner. That means we look
after the environment and the people who work with and around us, and our governance structure
upholds these objectives. All of this contributes to financial success. The Ten Principles of the UN
Global Compact, which we have adhered to since 2021, are foundational to our strategy.
Backing this is our board-approved Sustainability Policy, which covers risk management, social
and environmental considerations and corporate governance, amongst others. It also includes
commitments to value chain accountability, transparency, continuous innovation and occupational
health and safety.
Our sustainability progress
Since starting out in 2015 we have upheld Environmental, Social and Governance (ESG)
practices. Proyecto Riotinto is proof of this; our only operating mine has been a source of
prosperity and sustainable development for the region.
In 2023, we developed a sustainability roadmap which will help us to track our progress on
sustainability, including changes stemming from upcoming European, Spanish and Andalusian
legislation. This roadmap will include our alignment with EU Green Deal legislation, such as the
new Corporate Sustainability Reporting Directive (CSRD) in Europe.
Our roadmap looks at the following focus areas and the ambitions we have committed to under
each:
[PLACEHOLDER:
Diagram showing Atalaya’s sustainability strategy split across following pillars showing the
ambition in that focus area:
Good governance:
Ensure a system of good corporate governance by acting in a manner consistent with our values
and policies, to achieve the best results with a positive impact for all our stakeholders.
People:
Promote quality employment, which provides our employees with personal and professional
development and contributes to an inclusive and sustainable economic growth.
Safety:
Prioritize a safe operation, seeking continuous improvement in the field of safety and people’s
health with zero damage as an end goal.
Environment and climate change:
Respect the natural environment, maintaining a preventive approach that pursues continuous
improvement in the environmental performance of our operations, and integrating the fight against
climate change in our strategy.
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Society:
Contribute to the development of the regions where we operate, participating in the improvement
of the living conditions of our environment from a perspective of social responsibility
Innovation and technology:
Encourage innovation through research and development of sustainable technologies and
circular economy processes, establishing alliances and collaborations with other stakeholders.
We have continued to update and improve sustainability measures in every aspect of the
company’s operations as this report, itself an exercise in transparency, shows. In line with Global
Reporting Initiative (GRI) standards, we have set out to evidence our sustainability performance
by explaining, for example, the digital safety monitoring system on our Riotinto tailings dam via
the Minerva Project, as well as our improved efficient water management systems.
Sustainability initiatives
In 2024 we strengthened our ability to implement sustainable strategies with the following
initiatives:
1. We started compiling the necessary data to align with EU Corporate Sustainability
Reporting Directive (CSRD). Our priority in 2024 was the delivery of our double materiality
assessment, creating and setting up our internal processes to fulfil this objective.
2. We continued work on alignment with the Global Industry Standard on Tailings
Management (GISTM), and our first report will be published in parallel with this one. We
completed a gap analysis, in which we identified the areas to which we need to align our
current management to GISTM.
3. We completed board training on new mandatory and voluntary European Union ESG
regulatory requirements as a listed company on the LSE.
4. We completed board training on Spanish and European regulation to prepare for our re-
domiciliation to Spain from Cyprus.
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Overview of 2024 sustainability progress
Pillar
Commitment
Commitment
Progress status in 2024
Status
Good governance
Ensure a system of good
corporate governance by
acting in a manner
consistent with our
values and policies, to
achieve the best results
with a positive impact for
all our stakeholders
Sustainable
corporate
governance
Implement robust
corporate governance by
integrating sustainability
principles into governance
and policies
• Updating operational and
sustainability policies in line with
the UK Corporate Governance
Code
• Modern Slavery Policy and
statement published
Achieved
CSRD
regulations
Align with CSRD
regulations by carrying out
a double materiality
assessment and adjusting
reporting methodology
• Double materiality assessment
initiated in 2024, expected to be
completed in first quarter 2025
• Gap analysis to assess readiness
against ESRS reporting
In progress
In progress
Female
representation
at board level
Improve female
representation at board
level
• New female board member
named in 2024, making our board
24% women.
Achieved
People
Promote quality
employment, which
provides our employees
with personal and
professional development
and contributes to
inclusive and sustainable
economic growth
Diverse, equal
and inclusive
workplace
Implement an equality
plan
• Equality plan approved in 2023:
two anti-harassment protocols
being implemented from 2024
onwards
Achieved
Safe operations
Prioritize a safe
operation, seeking
continuous improvement
in the field of safety and
people’s health with a
zero damage end goal
Global Industry
Standard on
Tailings
Management
(GISTM)
Align with GISTM over
three years (by end 2026)
• Gap analysis against GISTM
• First GISTM public disclosure
report
Achieved
Achieved
Minerva and
Stone Projects
(digital
monitoring
systems)
Continue development
and implementation of
Minerva and Stone
Projects
• 80% of the Tailings Storage
Facility surveillance now covered
by Minerva
In progress
Environment and
climate change
Respect the natural
environment, maintaining
a preventive approach for
continuous improvement
in the environmental
performance of our
operations, and
integrating the fight
against climate change in
our strategy
Climate
change
Energy efficiency
management
Increase renewable
energy consumption
• Improved electricity consumption/
tonne ore processed ratio
• Start of solar plant commissioning
Achieved
Achieved
Climate
change
Reduce Proyecto Riotinto
Scope 1 and 2 emissions
• 4% reduction of Scope 1 and 2
(vs 2022 baseline). However data
verification has not been
completed and is subject to
confirmation.
In progress
Climate
change
Increase climate
emissions transparency
follows TCFD
recommendations
• Published 2024 Climate Change
report report [LINK]
Achieved
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Management oversight
In 2024 we created the Executive Sustainability Commission (ESC) at Proyecto Riotinto which is
the operational arm of the sustainability strategy at this business unit. Led by the corporate
sustainability manager, it is comprised of the different heads of department at Riotinto - the
general manager of the mine, the directors of Human Resources, Health and Safety,
Environment, Finance, Communications, Procurement, and a works manager. This model will
serve as a blueprint for our other mining projects as they win authorisation and become
operational.
The team works together to implement and develop sustainable strategies on a day-to-day level,
making sure that all operational branches collaborate and are informed. The commission meets
once a quarter and the first meeting took place in January.
The Sustainability Committee, which reports to the board of directors, is informed of the decisions
made by the executive commission.
For further information on our governance of sustainability matters please read the Corporate
Governance section of this report.
Materiality assessment
Identifying materiality topics
In 2023 we reviewed our materiality assessment. First conducted in 2021, it concluded that the
company, its operations, and the external factors affecting these have not experienced material
shifts in the past year. This materiality assessment continues to align with our business and
sustainability strategic priorities. Full details of the process can be found in our 2023 Sustainability
Report.
Water
management
Water efficiency
• Reduced freshwater consumption
per tonne ore processed (0.22 m
3
vs 0.27 m
3
in 2023
Achieved
Society
Contribute to the
economic development of
the regions where we
operate by improving
environmental living
conditions from a social
responsibility perspective
Community
engagement
and cultural
heritage
Consolidate Atalaya’s
position as a respected
name in tourism and
industrial heritage
• Created a community roundtable
• Riotinto Experience tour launched
Achieved
Local sourcing
Establish domestic
procurement programme
• Domestic suppliers make up 93%
of supply chain
• New supplier portal launched with
sustainability criteria
Achieved
Innovation and
technology
Encourage innovation,
through research and
development of
sustainable technologies
and circular economy
processes, establishing
alliances and
collaborations with other
stakeholders
Innovation and
technology
Establish a solution for
digitization of sustainability
management
• Establishing digital solutions for
ESG data
In progress
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Our approach to the double materiality assessment
The Spanish government is in the process of transposing the CSRD into national legislation. In
parallel, Atalaya is preparing its own internal processes to adapt to CSRD and European
Sustainability Reporting Standards (ESRS), led by the sustainability department and supported
by the rest of the company.
Atalaya will focus on ensuring compliance with the new reporting requirements, incorporating
them into our longer-term strategy on a more comprehensive basis.
In 2024 we also conducted a double materiality assessment, which will be integrated into our
CSRD-aligned integrated report to be published next year.
As part of this process, we have reviewed our stakeholder influence and impact and determined
which stakeholders are strategic for the company. We engage and have open communication
channels with all stakeholders (see next section), but with those considered strategic we will
establish a model in 2025 to take on board their views on relevant issues and respond to their
specific concerns.
Stakeholder engagement
Addressing stakeholder expectations
Making sure that we listen to and address stakeholder expectations is a key part of our approach.
This is clearly set out in our Sustainability Policy, where we’ve made it a priority to identify and
understand the concerns of groups that influence or are impacted by our mining activity.
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This means that we have channels of communication with stakeholders on important issues.
To facilitate clear and open dialogue, we have established an internal procedure that includes a
specific guideline for sharing information internally and externally about legal standards,
authorizations, special events and more. This procedure is part of our integrated management
system, certified under international standards ISO 9001, 14001 and 45001.
Our communications manager takes the lead on handling internal communications, liaising across
different departments to keep everyone apprised.
The general manager keeps our staff and contractors updated on Atalaya’s goals and overall
progress, particularly in areas like customer needs, environmental responsibilities and health and
safety. These updates are shared after reviews by senior management and audits to ensure all
important decisions and outcomes are communicated clearly.
Additionally, the communications manager is responsible for monitoring any changes in
stakeholder needs or expectations, as well as keeping track of environmental and safety-related
issues. This helps us develop responsive and coordinated strategies.
On the external communications side, we handle requests for information, suggestions and
complaints alongside public agency information requests related to requirements, notifications
and legal resolutions. Our goal is to address all relevant inquiries responsibly and promptly.
As noted above, we are reviewing our stakeholder identification and communication procedures.
In 2025, we will conduct a new phase of consultation to understand stakeholder perceptions of
our impacts.
Engaging with our stakeholders
This table shows current stakeholder and communication channels at present, subject to
modification following the integration of the results of the double materiality assessment.
Stakeholders
Communication Channels
All employees (Atalaya and
contractors)
Company Intranet
Internal TV screens
Social media and WhatsApp channel
Newsletters
Email
Meetings and events
Local community
Newsletter
Sustainability report
Briefings and events
Social networks and WhatsApp channel
Media
Website
E-mail
Informative meetings and events
Integrated management system
Proyecto Riotinto Foundation activities, communicated through
the same channels
Investors
Annual report
Sustainability report
Releases area in the website
Investor relations contact
News releases
Disclosure to relevant stock markets of all material information
Investor presentations, roadshows, and conference calls
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Company annual general meetings
Attendance at conference
One-on-one meetings
Customers
Procedure for product commercialization
Quality indicators
Environmental indicators
Communications procedure
Customer satisfaction survey
Annual activity report
Commercial analysis of market trends
Management of administration area
Public administration
Submission of projects and reports (compliance with legal
requirements), publications, site visits, etc.
Direct site visits
Management systems
Suppliers and contractors
Purchasing management and supplier evaluation policies and
procedures
E-mail communications
Face-to-face coordination meetings
NGOs and local associations
Voluntary and regulatory sharing of environmental reports and
assessments, through administrative files
Sustainability reports
Media and communications
Website and social media
Newsletter
Publications
Visits
Industry bodies
Participation in the mining industry association (AMINER)
Universities
Annual meetings
Cooperation agreements
Publications
Visits
Research centres
Annual meetings
Cooperation agreements
Society
Publications
Visits
Trade unions
Meetings
3. Corporate Governance
Our commitment to robust corporate governance
Strong, transparent corporate governance underpins our stakeholders’ trust in all we do. Our high
standards of integrity and responsibility aim to build a lasting and successful business for the long
term.
The lynchpin of our activities is a commitment to effective governance, an understanding that
applying and overseeing robust ethical policies is crucial for success.
Adherence to good governance practices drives the dynamics among executives, staff and
external stakeholders at Atalaya, which in turn fosters trust, credibility and security. We abide by
established governance standards, such as the UK Corporate Governance Code (UKCGC). Our
annual report and website provide detailed disclosure related to our performance.
Our governance structure
Our governance framework is based on the principles of the UKCGC.
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In 2024 our board was comprised of one executive and seven non-executive directors, including
two women (one new female non-executive director was appointed in 2024). Our board ensures
a balance of authority and decision-making. The board has ultimate responsibility for the
company’s success, overseeing strategic planning, risk assessment, internal control and
compliance.
Fluid communication between the board and the CEO ensures effective monitoring and planning
for environmental, social, operational, and financial matters.
Board updates includes:
• Expanding our expertise along with our board diversity, Carole Whittall was named as a
non-executive director and a member of the Audit Committee in June 2024.
• On 31 December 2024 Roger Davey stepped down from the board, as announced in May
2024.
• In January 2025, Carole Whittall joined the Sustainability Committee, replacing Roger
Davey.
• In January 2025 we welcomed Coriseo González-Izquierdo, an accomplished executive
with broad commercial and economic experience who will complement and enhance our
board.
• In 2024 our board was 24% female versus 14% in 2023, and with Ms. Gonzalez-
Izquierdo’s nomination the proportion rose to 37.5% in 2025.
[Design] Current board members and structure
[March 2025
Name
Role
Position
Active since
Expertise
Neil
Gregson
Non-executive
chair of the
board
Independent
February 2021
Mr. Gregson has over 30 years’
experience investing in mining and oil
and gas companies. From 2010 to 2020
he was a managing director at J.P.
Morgan Asset Management. Prior to
that, he was head of emerging markets
and related sector funds (including
natural resource funds) at Credit Suisse
Asset Management. Previously he held
several roles at mining companies,
including as a mining analyst at Gold
Fields of South Africa.
Jesús
Fernández
Non-executive
director
Non-
independent
June 2015
Mr Fernández was Head of Mergers and
Acquisitions for Trafigura. He joined
Trafigura in 2004 and has extensive
experience in mergers and acquisitions
and providing financing solutions to
mining companies. He established the
Trafigura Group's mining investment arm
in 2005.
Prior to joining Trafigura, he worked in
the project finance team at International
Power plc in London
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Alberto
Lavandeira
Managing
director and
chief
executive
officer
Non-
Independent
May 2014
Mr. Lavandeira brings over forty years of
experience operating and developing
mining projects. He was previously
President, CEO and COO of Rio Narcea
Gold Mines which built three mines
including Aguablanca and El Vallés-
Boinas in Spain and Tasiast in
Mauritania. He was also involved in the
key stages of development of the
Mutanda mine in the Democratic Republic
of Congo. Earlier in his career, Mr.
Lavandeira worked within group
companies of Anglo American, Rio Tinto
and Cominco (now Teck).
Stephen
Scott
Non-executive
director and
chair of the
Physical Risk
Committee
Independent
September 2015
Mr. Scott has held various global
executive positions with the Rio Tinto
Group (2000-2014). Mr. Scott is an
experienced public company director.
Kate
Harcourt
Senior
Independent
Director and
chair of the
Sustainability
Committee
Independent
May 2022
Ms. Harcourt has extensive experience
as independent sustainability consultant,
including ESG Officer and ESG Adviser,
at a range of UK-linked mining
companies, including Cornish Lithium and
Adriatic Metals, and has participated in
several due diligence projects for mining
assets as part of a multidisciplinary team.
Prior to 2010, was Director of Health,
Safety, Environment, Communities and
Security at Mag Industries, Senior
Environmental Scientist at Golder
Associates (UK) Ltd, Senior
Environmental Scientist at Wardell
Armstrong and Environmental Scientist at
SRK (UK) Ltd.
Hussein
Barma
Non-executive
director and
chair of the
Audit
Committee
Independent
September 2015
Dr. Barma is a chartered accountant and
qualified lawyer by background with over
25 years’ experience in senior positions in
the mining sector. He brings to Atalaya
deep experience in accounting, internal
control, governance, risk management,
and compliance. He has significant
FTSE-50 senior executive experience,
gained over 15 years at Antofagasta plc,
where he led its UK presence through a
period of change and growth as the UK-
based chief financial officer. He has also
had earlier careers in professional
services and academia.
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Carole
Whittall
Non-executive
director
Independent
June 2024
Ms. Whittall is a senior executive with
over 25 years of experience in the natural
resources sector across a broad range of
functions including management, finance
and M&A. She was Vice President, Head
of M&A at ArcelorMittal Mining and a
member of its Mining Executive Team,
responsible for global M&A (including
acquisitions, divestments, joint ventures
and portfolio company management and
restructuring), government relations and
corporate and social responsibility.
Previously she was at Rio Tinto where
she held various senior commercial and
business development roles. Her prior
career was with JP Morgan.
Coriseo
González-
Izquierdo
Non-executive
Director
Independent
January 2025
Ms.González-Izquierdo was Chief
Executive Officer of ICEX – Spain Trade
and Investment and has held a number of
economic and commercial executive
roles in Spain, Japan, West Africa,
U.S.A., the Middle East, and China. She
has also served as a director on the
boards of Instituto de Crédito (the
Spanish Government’s financial agency),
CESCE (Spanish export credit agency),
CDTI (Spanish agency for technology
development) and HUNOSA (coal
mining).
Five committees assist the board in its responsibilities, with each committee chair updating the
board after meetings.
Of these, the Sustainability Committee advises and oversees the development and
implementation of ESG initiatives, ensuring compliance with industry best practices (see below
for more details).
We also have a Physical Risk Committee, which assists the board in fulfilling its oversight
responsibilities for specific technical, safety and health matters.
For operational sites such as Proyecto Riotinto, the general manager reports directly to the CEO
and is responsible for managing impacts, supported by the specialist departmental heads across
the company. The remaining projects are under the guidance of project managers who report
directly to the CEO, with final oversight.
Proyecto Riotinto has its own governance codes and, as the company grows and our mining
operations expand, we will unify our oversight to apply the same codes across the entire
company.
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Senior management
Atalaya has a globally experienced management team with substantial expertise in the local
context. The top management includes the chief executive officer, the chief financial officer, and
the general manager of Proyecto Riotinto. This team boasts decades of experience in the mining
industry, along with broad experience in project development and finance. Atalaya’s top
management includes previous chair roles and other senior responsibilities in major mining
companies.
Role of the Sustainability Committee
Environmental sustainability is vital to our business not just as a compliance obligation but as a
necessity for long-term operational resilience and success.
Under the leadership of non-executive director Kate Harcourt, the Sustainability Committee
shapes the sustainability strategy and fosters board engagement in our impacts, risks, and
opportunities. Meeting once a quarter, it keeps the board abreast of sustainability issues. Our
comprehensive Sustainability Policy serves as the guiding document for managing ESG matters,
covering commitments to operational safety, environmental management, occupational health
and safety, and innovation.
The Sustainability Committee is responsible for proposing ambitious ESG targets and monitoring
their progress. It collaborates directly with other executive committees to address matters such
as physical risks, climate change governance, climate risks and opportunities, human rights,
diversity, resource efficiency, natural capital, waste management and the circular economy.
The Sustainability Committee is in frequent contact with the Executive Sustainability Commission
(ESC), which is its operating arm on the ground. The ESC team meets 4 times a year and keeps
abreast of all topics to be addressed before official Sustainability Committee meetings.
Alberto Lavandeira
Executive Director, Chief
Executive Officer
César Sánchez
Chief Financial Officer
Enrique Delgado
General Manager Proyecto
Riotinto
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Here are the key topics of discussion on the agenda in 2024 as well as their outcomes.
• Development of sustainability strategy for 2024 - Progress on the sustainability strategy
for the current year was monitored by the Sustainability Committee.
• Reporting frameworks – Discussion on reporting against the sustainability reporting
frameworks and how the company is preparing to comply with them.
• CSRD-double materiality assessment - Reporting on progress in the dual materiality
process which is the first step towards alignment with CSRD.
• ESG metrics – Oversight of the company’s performance against water management, energy
and climate change.
• Training – Training all the directors in EU ESG regulations and new sustainability
frameworks.
• Implementation of GISTM - Continued implementation of the GISTM.
Board remuneration
The Remuneration Committee (RC) evaluates and suggests compensation packages for
directors, which are submitted for board approval. For non-executive directors, compensation
comes from fees within a shareholder-approved maximum, with amounts benchmarked against
similar businesses. Additional fees are given for chairing or participating in executive committees
and non-executive directors also receive benefits like liability insurance coverage. The RC also
sets and reviews performance objectives for the CEO and senior management, assessing the
CEO's performance in collaboration with the chairman and recommending compensation based
on these evaluations.
Board remuneration
2024
1.9 M€
2023
1.6 M€
2022
1.8 M€
2021
1.8 M€
* These figures include variable remuneration, attendance fees, severance pay, payment into long-term savings benefit
systems and any other remuneration the directors may receive. In 2024, there are six male and two female directors.
The 6 male average (M€1.8) includes the CEO, whose remuneration reflects his dual role as CEO and board member,
rather than board membership alone. The 2 female average remuneration was €155,532.
For more information, please see our annual report.
Senior management remuneration
Senior management remuneration
2024
1.2 M€
2023
999 K€
2022
1.2M€
2021
1.1M€
Senior management remuneration includes the CFO and the COO. The average remuneration for men in these roles
is €600 k. These figures include variable remuneration, payment into long-term savings benefit systems and any other
remuneration that top management may get. Currently, our top management is composed of three men, including the
CEO.
For more information, please see our annual report.
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Risk assessment and monitoring
Given that we operate in the mining industry, we face risks that could significantly influence our
future operations and lead us to miss stated targets. Effective management of these risks keeps
our staff secure, safeguards the interests of stakeholders and protects the local environment in
which we operate.
We periodically conduct risk assessments, with the board holding ultimate responsibility for
approving and overseeing potential physical dangers via the Physical Risk Committee. We have
a Risk Management Policy which sets out and manages our primary risks and a separate
Financial Risk Management Policy to support financial targets and future financial security.
For non-financial risks, the different departments within the company are responsible for
identifying and developing specific mitigation measures, integrating these into the overall risk
management system. This comprehensive approach ensures that we focus not only on financial
matters but also actively tackle risks related to broader sustainability and ethical issues.
More information can be found in our annual report.
This year as we gear up to comply with the CSRD, we have conducted a double materiality
assessment which requires companies to ascertain the impacts it creates and the risks and
opportunities it faces based on two parameters: first, topics that may impact the financial
performance of the company; second, the company’s own impact on society, the environment,
and the economy. The detail of the double materiality assessment will be reported in the 2025
sustainability report.
Corporate policies and ethical conduct
To foster a culture that prioritises transparency, integrity and responsible business practices, we
follow the UK Corporate Governance Code (UKCGC), having previously followed the Quoted
Companies Alliance code - which helps us operate with the highest ethical standards.
Our policies set out our commitment to ethical and responsible business practices. A
comprehensive list of all our corporate and operational policies can be found on our website:
[Placeholder: table pulling out all corporate policies linking to website – to include the below]
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• Code of Business Conduct and Ethics
• Anti-bribery and Corruption Policy
• Related Party Policy/ Conflict of Interest Policy
• Whistleblowing Policy
• Shareholder Communication Policy
• Continuous Disclosure Policy
• Risk Management Policy
• Share Dealing Code
• Community Relations Policy
• MAR Compliance Policy
• Prevention of Modern Slavery Policy and Statement
• Supplier Payment Policy
• Board Diversity Policy
• Sustainability Policy
Operational policies at Proyecto Riotinto
Proyecto Riotinto is managed by Atalaya Riotinto Minera S.L.U and employs more than 90% of
the Atalaya Mining Copper S.A workforce. It is our only operational asset and maintains robust
ethics and compliance systems to ensure responsible business practices.
Our policies at Proyecto Riotinto set out our commitment to manage our impacts, risks and
opportunities in our operations. A comprehensive list of all operational policies can be found on
our website:
[Placeholder: table pulling out all corporate policies linking to website – to include the below]
Operational policies:
• Code of Conduct
• Compliance Policy
• Environmental Policy
• Quality Policy
• Health and Safety Policy
• Major Accident Prevention Policy
Criminal compliance system
The criminal compliance system for Atalaya Riotinto Minera, SL (in charge of Proyecto Riotinto)
includes a risk map, Compliance Policy, and a criminal liability prevention manual (see below)
to manage and prevent criminal risks, including corruption.
Integrated into our management systems, it strengthens controls and reduces company risk.
The system initially covers operations at Proyecto Riotinto and will eventually be implemented
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across all Atalaya companies, tailored to each entity's needs. Furthermore, a new procedure for
managing gifts and due diligence controls on business partners is being developed.
The Proyecto Riotinto Compliance Committee oversees compliance issues and ensures
adherence to the Compliance Policy and the compliance management system.
This committee consists of five members, including an independent lawyer serving as the
external compliance officer. This body reports to the management on at least a half-yearly
basis. Management is responsible for the review of the system and the approval of procedures.
Criminal liability prevention manual
The criminal liability prevention manual was created after assessing potential criminal risks with
an external legal consultant. It incorporates guidelines from the Spanish Criminal Code reform
of 2015. The manual provides a clear system for preventing, managing and controlling actions
that could lead to offences, whether or not the organization is liable
1
.
Compliance training
To guarantee a comprehensive understanding and application of the compliance system, we
undertook an employee training programme. In 2024, additional sessions were organized to
ensure that all key employees receive training relevant to their roles. All new employees take
part in this programme, which will be updated as needed.
Management systems at sites
An Integrated Management System (IMS) is fundamental to ensuring effective governance and
efficient management across Proyecto Riotinto's key assets and projects. This system
emphasizes continuous improvement in environmental performance, occupational health and
safety and stakeholder responsiveness. Certified under ISO 9001:2015 for Quality, ISO
14001:2015 for Environmental Management, and ISO 45001:2018 for Occupational Health and
Safety, the system undergoes regular audits to validate its effectiveness. Bureau Veritas
successfully recertified it in 2022, extending its validity to 2026.
Reflecting our commitment to sustainability, the approval of the Sustainable Mining
Management Policy at Cobre San Rafael for Proyecto Touro in 2023 highlights our dedication
to responsible practices. This entity also achieved certification under the Spanish Standard UNE
22480:2019 for Sustainable Mining Management.
[Link to download certificates]
1
Its remit covers offences allowing penalties for legal entities under Article 31 bis of the Penal Code
and actions that could face serious criminal reproach under Article 129.
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4. Our People
Highlights 2024
• Atalaya Mining Copper total workforce 494
2
(vs 482 in 2023)
• 21% women (vs 19.9% in 2023)
• 93.5 % permanent contracts (vs 92.7% in 2023)
• 67 % local employees
• 6,572 training hours
• 285 hours of anti-harassment training
Goals 2025
• Talent attraction and development
• Implementation Equality plan
Our commitment to people
People are behind everything we do as a company. The company's objective is to maintain
employment and improve the living conditions of the people who make up the workforce.
For this reason, the consolidation of a trained and efficient workforce, capable of sustaining
the growth of operations, has been a priority for Atalaya since the beginning of its activities.
This means we must ensure we retain the best talent and do our best to encourage our
employees to grow professionally.
We do this in a number of ways. Firstly, we promote the best health and safety standards,
making sure they evolve with a changing working environment. Secondly, we prioritise
training and career development initiatives, and thirdly, we seek to continually enhance
working conditions to be inclusive for all.
In 2024, our total workforce was comprised of 494 employees, in addition to the top
management, up from 482 staff in 2023.
Our top management is comprised of 3 people (please see Governance section) and for
the purposes of clarity, they are excluded from remuneration data in this section.
In addition to our own Atalaya workforce, a total average of 350 contractor companies
worked at Proyecto Riotinto in 2024 to assist us in our day-to-day operations. The
contractors had an average of 785 employees in 2024.
Over 90% of Atalaya employees work at Proyecto Riotinto, and 67% live in the local
community, 93.5% with permanent contracts.
2
Excluding three senior management members, see “Governance” chapter
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Atalaya general workforce
2024
2023
2022
2021
Total employees
Female
Male
By age
Under 30 years old
30-50 years old
Over 50 years old
By professional category
Management
21
17
18
17
Administrative
58
53
51
50
Technicians
108
103
101
101
Mine and plant operators
307
309
324
335
By district
Riotinto district
Touro district
Extremadura district
Nap
Other (Cyprus and London offices)
2024
2023
2022
2021
Total permanent employees
By gender
Female
Male
By district
Riotinto district
Touro district
Extremadura district
Nap
(Cyprus and London offices)
Total temporary employees
By gender
Female
Male
By district
Riotinto District
Touro District
Extremadura District
Nap
(Cyprus and London offices)
Total part-time employees
Female
Male
Total full-time employees
Female
Male
Data at end-2024
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Despite a majority of men in the workforce, we are proud to have a significantly higher
proportion of female employees than is usual, with 21% women in 2024 vs a 9.8% mining
industry
3
average.
The highest percentage of women in Atalaya's workforce is in the professional category of
administrative staff (61.7%) followed by technicians (31.2%) and management (22.7%)
.
In 2024 our board was 24% female versus 14% in 2023, and with Ms. Gonzalez-Izquierdo’s
nomination the proportion rose to 37.5% in 2025.
In step with this, we have implemented an equality plan to ensure equal treatment and
opportunities between women and men in the company and avoiding possible
discrimination on the basis of sex. This plan will raise awareness and train our staff on the
importance of a level playing field, regardless of gender.
Aside from that, on-the-job training is one of the main drivers of Atalaya’s growth as a
company because it fosters skill development and creativity, ensuring a prepared workforce
specifically trained in mining operations and capable of handling potential eventualities.
Coupled with internal recruitment practices to address vacancies, this boosts employee
satisfaction and allows us to make the most of the full potential of our teams.
See more data about our Atalaya workforce in the Annexe Sustainability Data
Health and safety across Atalaya
Highlights 2024
• 3.33 lost time injury frequency rate (LTIFR) for Atalaya staff plus contractors (vs
3.94 in 2023)
• 1.31 lost time injury frequency rate (LTIFR) for Atalaya staff (vs 5.34 in 2023)
• 0.10 severity rate for Atalaya staff plus contractors (vs 0.14 in 2023)
• 3,166 hours health and safety training
• Online health and safety awareness platform for all new employees, contractors
and site visitors up and running
Goals 2025
• Extend virtual reality training to confined spaces
• Evaluate risk conclusions from study of ergonomic factors (manual labour and
repetitive postures)
• Participation of mining personnel in medical study of heart and artery health at
Hospital de Riotinto
• Develop Zero Harm programme
3
Latest official data (2023) from Ministry for Ecological Transition and Demographic Challenge
(https://www.miteco.gob.es/content/dam/miteco/es/energia/files-
1/mineria/Estadistica/DatosBibliotecaConsumer/Estadistica%20Minera%202023.pdf)f)
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Commitment to health and safety
As a leading mining company, our workforce is our main asset. Keeping the workplace
accident-free and our staff and contractors safe is our most essential priority.
We therefore take the utmost care to oversee and manage safety at all times across our
operations, including our work with external partners and contractors. The more committed
our team themselves are to safety, the better our performance. This aligns with the
principles and commitments outlined in our Occupational Health and Safety Policy and
applies to all personnel at Proyecto Riotinto, including contractors.
As our industry evolves we need to be constantly vigilant that safety remains paramount.
We do this by ensuring we are up to date on employee and contractor safety training, and
that protocols and processes keep step with this dynamic backdrop.
This year has marked a change in that contractors and staff have taken greater
responsibility for safety than they have in the past.
Our management system includes specific provisions for contractors who provide services
at Atalaya, especially at our Riotinto mine:
In 2024, 350 contracting companies provided services to Proyecto Riotinto, with an average
of 785 employees.
The prevention service has a designated coordinator to oversee the working conditions of
contractors providing services at our facilities. In addition, contractors actively participate in
health and safety activities promoted by Atalaya.
Before starting work at our facilities, collaborating companies and suppliers undergo
accreditation to ensure they are qualified and their equipment is compliant. Our Atalaya
prevention technician verifies and validates all the necessary documentation for contractors,
ensuring homogeneous occupational health and safety standards.
Management approach
Our approach is based on regulatory compliance, the integration of health and safety in the
organisation of work and a culture of prevention while taking care of people. To this end,
we apply the highest safety standards and technological advances, such as virtual reality in
training activities.
Because we are meticulous about safety, we investigate every incident, no matter how
innocuous. This is the only way to ensure that something minor today does not become a
serious accident tomorrow.
Whenever there is an incident, we look at the circumstances in which the event occurred,
the equipment used, the person involved, how they behaved and whether they used the
equipment correctly.
Each investigation involves the active participation of all relevant parties, including the
affected worker, supervisors, safety technicians, contractors, and safety worker
representatives. This team effort aims to identify contributing factors and establish action
plans to prevent recurrence or a more serious incident next time.
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As part of our drive to prevent workplace accidents, we also stress early hazard and risk
detection.
Daily workplace inspections, routine risk assessments, incident reporting, management
procedures, regular worker meetings and annual training all play a role in this mission.
Identified occupational hazards and risks undergo thorough assessments, leading to the
establishment of specific preventive actions. This comprehensive approach is seamlessly
integrated into our annual activity planning and overseen by the director of health and
safety. Planning ensures a systematic and proactive approach to occupational safety.
Underpinning this drive we have a Health and Safety Committee, made up of management
and worker representatives, which oversees the safety of our working environment. The
committee has its own specific operating norms.
We have an Occupational Health and Safety Management System, externally certified
against ISO 45001:2018.
Our exploration and permitting projects have their own occupational risk prevention
technicians to ensure risk management and workplace safety. Because they are not
currently operating, they do not formally come under the remit of the certified system. As
other mines start operations, the policies will be gradually expanded.
We carry out regular internal and external audits according to ISO standards and every two
years we undergo legal compliance audits by an accredited external body. No necessary
amendments were identified during the last audits in 2024, which included an internal
management system audit and an external audit. These controls make sure our system
remains rigorous.
To help us reach safety goals, Proyecto Riotinto has its own Prevention Service, with safety
technicians who cover four of the occupational risk prevention specialities in the workplace:
Occupational safety, industrial hygiene, ergonomics and applied psychosociology. For
health monitoring, we have an external medical service that carries out annual medical
check-ups for all employees.
Proyecto Touro, Masa Valverde and Ossa Morena, which are all development stage
projects, have opted for an outsourced external prevention service for the interim.
Work-related injuries in Proyecto Riotinto
2024
2023
2022
2021
Lost time injury frequency rate (LTIFR) (1)
Own employees
1.31
5.34
5.12
6.09
Contractors
4.26
3.13
10.2
10.00
Total (own employees + contractors)
3.33
3.94
8.15
8.48
High-consequence injuries frequency rate (2)
Own employees
Contractors
Total (own employees + contractors)
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Severity rate (3)
Own employees
0.07
0.27
0.18
0.20
Contractors
0.12
0.06
0.25
0.28
Total (own employees + contractors)
0.10
0.14
0.22
0.25
(1) LTIFR is calculated as the total number of lost time accidents (including high consequences
injuries) per million hours divided by the total number of hours worked.
(2) High-consequence injuries is the amount of injury (classified by the Mutual Insurance
Company for Industrial Accidents (Mutua de Accidentes de Trabajo)due to a serious accident
at work resulting in death or damage such that the worker is unable to recover, does not
recover, or is not expected to fully recover his or her pre-accident state of health within six
months (serious injury or accident). In 2024 we had a serious accident involving a contractor.
Ratio calculated by the following formula: number of high consequences injuries * 1,000,000
hours/total hours worked in the year
(3) Severity rate: calculated by the following formula: days lost because of lost time injuries*1000
/ total hours worked in the year.
More data and details regarding work related injuries in sustainability data annex
Key initiatives
At Proyecto Riotinto, our commitment to employee wellbeing extends beyond traditional
occupational hazards, as the following examples show.
“Zero Harm” project
In 2024, Atalaya's management decided to enhance preventive culture by implementing the
“Zero Harm” programme. This entailed initiating a needs’ assessment survey among staff
members and contractors to reveal the health and safety improvements we should
implement, based on their experience and opinions. We asked employees what changes
they would make at Atalaya to make it a safer place to work, as well as what changes they
themselves could make to improve safety.
After using artificial intelligence to manage the responses, work has now been initiated to
achieve, amongst others, the following objectives:
- Develop an application that allows real-time reporting of onsite incidents.
- Improve signalling in the mine.
- Full radio transmitter connectivity at all sites.
We will continue this programme in 2025 to bring about a more participative and safer
working environment for all.
Mask-fitting equipment
In 2023, we started a scheme to adjust masks to the needs of each individual worker.
In 2024, Atalaya acquired its own equipment to do this, ensuring that protection worn by
workers (personal protective equipment or PPE) is correctly adjusted to each worker,
guaranteeing its effectiveness as a barrier to breathable dust.
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This new approach will keep our staff and contractors safe from potentially harmful particles
released into the air, such as crystalline silica.
[PLACEHOLDER: Insert photo]
Virtual reality (VR) training
In 2024 we extended our VR training to help our staff adapt to and manage risk situations
such as working at heights, driving heavy trucks and using fire extinguishers in different
settings. More than half of our workforce has now been trained on at least one element of
this programme, which started in 2023.
The training raises awareness and promotes safe behaviours via immersive virtual reality.
By simulating risk scenarios and providing a sensory, real time and individual learning
experience, it creates memories without exposure to adverse consequences and therefore
shifts perception of workplace risks in a secure environment.
[PLACEHOLDER: New VR picture from 2024]
Field Leadership Programme
The Field Leadership Programme, launched in 2022, is one of our main initiatives to involve
all our staff in occupational health and safety.
We create working groups of five people from different areas of the company who meet
once a month to carry out preventive activities (e.g. audits, safety observations, work order
inspections, and ‘stop and talk’, among others).
We are confident that the Field Leadership Programme will contribute to a change in the
perception of occupational health and safety.
By the end of 2024, 24 additional people had been incorporated into field leadership
activities.
Ergonomic factors
In 2024, we reviewed ergonomic factors across all workplaces. As a result, we implemented
improvements to prevent risks at workstations that require manual handling of loads,
repetitive movements and/or forced postures.
A successful preventive culture
Our preventive culture is showing signs of success and this year we gave public recognition
to two departments who have completed more than 9 years without lost time injuries (LTI)
despite working with considerable risks, such as the warehouse area and the exploration
and geology area.
Furthermore, every year we organise the Santa Bárbara Health and Safety Awards, where
all employees can contribute suggestions for improving safety in the facilities. The best
suggestion receives a prize.
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Proyecto Riotinto: Emergency preparedness and response
Proyecto Riotinto’s Major Accident Prevention Policy, signed by senior management, aims
to achieve the highest level of protection for both people and the environment.
Emergency preparedness is an integral part of our safety system. The company regularly
conducts emergency drills to ensure the correct response in the event of an incident. Our
emergency response plans define roles, procedures, communications and instructions.
Furthermore, the External Emergency Plan is designed to help coordinate with local
authorities, agencies and intervention services, reducing or mitigating the effects of potential
major accidents. The Outdoor Emergency Plan is drawn up by the competent
administration, based on information provided by Atalaya.
Talent attraction and development at Atalaya
Commitment to hiring the best talent
Driving progress as a leading mine operator means attracting and nurturing the best
professional talent. To do so, we maintain the highest health and safety standards, offer
competitive and equal salary incentives and benefits and provide attractive professional
development opportunities and training.
Our talent strategy is designed to unlock the full potential of all of our people and help us to
reach our business goals. Moreover, promoting the personal and professional development
of a skilled workforce is one of the greatest growth drivers, serving to enhance our
capabilities and inspiring loyalty, reducing churn. This is important in a sector where skills
are in high demand.
We offer regular on-the-job training so staff can stay up to date in their specialist ability
areas. Furthermore, they are given regular opportunities to grow their skill set via novel
courses. This means we have a rounded workforce able to meet the challenges of changing
industry needs, including our own in-house vacancies.
2024
2023
2022
2021
Total number of new employee hires
(%) Turnover rate
Total number of dismissals
8
8
4
2
Hours of absenteeism
62,741
4
54,766
62,.480
60,934
Percentage of absenteeism
7.51%
6.97%
7.42%
7.05%
4
The absenteeism hours include permitted leaves, totaling 8,822 hours.
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Management approach
In our efforts to draw the best-qualified personnel to our company, we collaborate with
professional training colleges and other higher education institutions offering specialist
courses of relevance to our industry, such as water management, mining and engineering
skills. These include Seville University and Cadiz University as well as several secondary
schools and colleges. Our strong relationship with these institutions attracts newly qualified
workers towards vacancies as well as allowing us to communicate our professional needs
to the educational and workforce community.
Regarding women specifically, we are proud to have a higher percentage of female
employees than is usual in our industry and we actively seek to promote qualified women
into technical roles usually occupied by men. This is challenging because fewer numbers
of women enter the education system for these posts.
However, collaboration programmes with further education institutions are helping to tackle
this. Currently there is a “chemical plant technician” course run by secondary school IES
Vazquez Díaz, in which around one-third of training takes place onsite at Atalaya itself.
Because students get full on-the-ground experience this has proved particularly helpful in
attracting new talent, especially among women from the local area.
Key initiatives
Local workforce strength
One of our defining strengths is to seek to hire local staff wherever possible. Forging strong
ties with staff who are rooted to the area, rather than relying on imported labour, makes our
workforce, our community and our operations more robust.
At Proyecto Riotinto, we have deep knowledge of the socio-economic fabric and an evident
interest in its continued development. For instance, during the construction of our solar
power plant, we stated a preference the contractor to hire local personnel.
In 2024, 67% of Proyecto Riotinto’s total workforce was from neighbouring villages (vs 68%
in 2023) and we also have agreements to foster local collaboration in other municipalities
where we operate.
In our exploration projects outside of Riotinto, we also prioritise the hiring of local staff. For
Atalaya assets as a whole, 72.5% of employees come from nearby areas (including our
Extremadura and Galicia projects).
Employee skill development
Our employee portal was launched in January 2024 to ease internal administration, such
as for staff holidays and other benefits, using less paper.
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2024 Atalaya training plan
Specific job
development training
Health and safety
training
Environmental
training
Quality training
Training directly
linked to the
performance of the
post
Includes health and
safety awareness
training.
Includes awareness
training on
environmental issues
(waste management,
environmental
emergencies, etc.).
Includes training on
internal audit training
Some of our training highlights in the past year include:
1. Internal auditor training for our quality, environment and health and safety
management system: many aspects of our protocols, such as safety and
environment, require internal verification to check that everything is as it should be.
This means we need experienced staff who can understand and prepare the
paperwork for these checks. We have a team of six internal auditors and in June
this year we trained a further four.
2. Enhancing safety using virtual reality: we extended 2023’s pilot to more than half
of all employees and added more activities, such as working with heavy machinery
(see Heath and Safety section).
3. Data visualisation tool Power BI. Relevant staff, some 35 professionals, received
courses on how to use this business intelligence data platform.
4. Leadership training for supervisors/middle managers: A personnel skills
programme to help supervisors manage teams effectively was launched in the
second and third quarter of 2024.
2024
2023
2022
2021
Total hours of training
6,572
8,242
8,526
6,521
See more details in Sustainability Data annex
Diversity, equality and inclusion
Commitment to a diverse, equal and inclusive workplace
Having a diverse team is not just a question of equity. Studies show that teams with different
genders and backgrounds are more productive and confident, as well as more strategically
creative. In addition, inclusion builds team bonding and loyalty, which is important when
skills are in short supply.
Atalaya is committed to creating an equal and high-quality working environment,
guaranteeing the human rights and dignity of all its people, including those who provide
services directly or indirectly at Proyecto Riotinto.
Accordingly, the company rejects any form of harassment, violence, abuse or discrimination
at work; in addition to violating several fundamental rights, such behaviour negatively
impacts workers' dignity as well as their physical, psychological, and moral well-being, while
also polluting the work environment. Conduct that may constitute any form of harassment
mentioned in our protocol will not be permitted or tolerated, nor any other behaviour contrary
to sexual freedom and moral integrity.
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Management approach
Our Code of Ethics [here] rejects any discrimination based on ethnicity, race or nationality,
national origin, ideology, religion or beliefs, family situation, sex, age, sexual or gender
orientation or identity or social exclusion, illness or disability.
To ensure compliance, Proyecto Riotinto, which employs more than 90% of total group
employees, has a whistleblowing system to receive complaints and reports of possible non-
compliance. This system was formalised in the Ethics and Whistleblowing Channel
Protocol, approved in March 2022 and communicated to all staff. The Whistleblowing
Channel is managed by an external company to reinforce confidentiality and good faith.
In December 2023, we approved an Equality Plan, setting up specific objectives as well as
strategies and practices, effective monitoring and evaluation systems.
In addition, management has formally committed to establishing and developing policies to
treat men and women equally and offer the same opportunities, without discriminating
directly or indirectly on the basis of sex.
The board has also pledged to promote and encourage the means needed for effective
equality, establishing equal treatment and opportunities in the workplace between women
and men as a strategic principle.
The Equality Plan and the commitment to its objectives and principles will undoubtedly lead
to improvements and will also contribute to achieving effective equality between women
and men in Atalaya and, by extension, in society as a whole. The company is also firmly
committed to guaranteeing and promoting the right to real and effective equality of lesbian,
gay, trans, bisexual and intersex (LGTBI+) people in Atalaya.
At board level, there is a Diversity Policy [here] which aims to establish the approach to
diversity at board and senior management level. This policy will be implemented and
overseen by the Nominations and Governance Committee.
We also have a Diversity Committee, with representatives from the Human Resources,
Corporate Social Responsibility, Communication and Sustainability departments. This
committee promotes projects to raise awareness of social realities, fostering a welcoming
and inclusive environment so that employees feel valued and respected.
[Policies here]
Diversity
Key initiatives
With the aims above in mind, we have implemented the following new internal procedures
in 2024.
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Workplace harassment protocol
Proyecto Riotinto has approved a Workplace Harassment Prevention Protocol to outline
measures to address and eliminating harassment, violence, and discrimination in the
workplace.
The measures are applicable to any workers providing services at the company and cover
all conduct which impinges on freedom in the workplace, with particular attention to sexual
freedom and moral integrity, especially situations of sexual harassment or violence, for
reasons of sex, sexual orientation and/or identity and gender expression.
LGTBI+ harassment protocol
Proyecto Riotinto has approved this protocol to formalise its approach to raise awareness
and prevent harassment, violence and discrimination in the workplace aimed at LGTBI+
people.
The measures are applicable to any workers providing services at the company and cover
all workplace conduct which impinges on freedom, with particular attention to sexual
freedom and moral integrity, and especially situations of sexual harassment or violence
against LGTBI+ people.
A series of preventive measures and procedures have been set out to deal with such
incidences.
Equality training
To implement these protocols, we have carried out awareness, education and sensitivity
training for our staff on potentially offensive or demeaning behaviour.
The programmes were approved in early 2024, staff training started in the fourth quarter of
2024 and was scheduled for completion in the first quarter of 2025. This included specific
training for managers, so that they could identify and report any incidents of harassment
from a leadership position.
We are confident that the new policies will help to address and change the attitudes of our
workforce for the better.
Inclusion
Key initiatives
Together with the Adecco Foundation
5
(a non-government organisation), we have
developed a plan to support vulnerable people through inclusion, training and guidance.
Our goal is to contribute to the improvement of society.
Employing people with disabilities
We exceed the 2% quota threshold required by Spanish law for hiring people with special
needs when including the external services provided with disable-specialised partner.
These hires are made through supply or service contracts with specialised employment
5
https://fundacionadecco.org/
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centres, Ilunion and Aspromin, with whom we work frequently. In addition, we organise
donations to support social integration initiatives.
2024
2023
2022
2021
Number of disabled personnel
6
5
5
5
Family Plan
The Family Plan, also developed in collaboration with the Adecco Foundation, consists of
personalised interventions led by specialised staff from the Atalaya Foundation for relatives
of employees with a recognised disability. Employee response has been very positive and
a considerable number of families have taken part in the initiative.
Aflora Plan
Additionally, we participate in the Aflora Plan, managed by Adecco (see above) which
provides support for the family of employees with a disability. They can, for example,
request help with administrative processes to access public funding support.
Ambassador day
As part of our commitment to inclusion, Atalaya and the Adecco Foundation promote
outreach activities, where people with disabilities share their experiences and professional
successes to serve as inspiration.
Photo of the meeting
Disability run
In collaboration with Adecco, we sponsor an annual race in support of people with
disabilities to raise funds and awareness in society.
Employee compensation and benefits
Commitment to employee compensation and benefits
Our employees are highly qualified and we want to compensate and care for them
accordingly. For this reason, we offer competitive salaries under our own wage agreement,
guaranteeing equal pay for men and women.
We also offer a series of benefits through agreements with external entities, such as private
medical services, banking services, travel offers, car renting, etc. These are published on
the internal portal.
Management approach
We formally uphold equality of pay and opportunities for all staff members, reflected in our
Collective Bargaining Agreement.
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Salary packages for executive personnel are linked to specific targets including safety,
production and financial performance, such as accident rates, ore and waste processing in
tonnes and budget targets.
Additional benefits for all staff include study grants, reduced summer working hours and
shift bonuses. Employee relations-related matters are conducted in compliance with
Spanish labour law, including provisions related to notice periods for operational changes,
consultation procedures and employee communication. The Works Council, a statutory
body comprising 13 worker-elected members, is a key mechanism for managing these
relations.
Collective bargaining
We respect the right to freedom of association, including the right to form and join trade
unions and to bargain collectively. We adhere to the core conventions of the International
Labour Organisation and our Code of Conduct, which prohibits child labour, forced labour
and any form of exploitation or abuse.
Our first Collective Bargaining Agreement was negotiated with the Works Council in 2019
for a period of 4 years. The second agreement in 2022 is valid for 5 years.
The Collective Agreement covers 100% of the workforce of Proyecto Riotinto, except for
specific cases where remuneration and working hours are agreed individually. The
remaining employees of other group companies with a small number of employees are
governed by the relevant sectoral collective agreements. All Atalaya employees are covered
by collective agreements.
The last wage increase agreed represents 18% over 5 years, reflecting our formal policy of
indexing wages to at least the annual inflation rate. A new agreement will be negotiated
after 2027. The Collective Bargaining Agreement includes an obligation to conduct a job
evaluation which has been carried out with an external consulting firm.
We offer most new employees an average salary 47.8% above the legal minimum wage,
regardless of gender (see details in Sustainability Data annex).
Average wages
2024
2023
2022
2021
By gender
Female
40,535.24 €
39,244.07 €
37,731.65 €
35,853.89 €
Male
42,563.47 €
41,115.37 €
38,272.65 €
34,899.25 €
By age
Under 30 years old
33,633.56 €
32,306.44 €
31,073.45 €
27,463.01 €
30-50 years old
40,500.64 €
39,622.34 €
37,879.11 €
34,856.18 €
Over 50 years old
50,434.46 €
48,314.46 €
43,036.78 €
42,413.22 €
By professional category
Management
108,044.97 €
108,084.12 €
98,020.11 €
93,704.07 €
Administrative staff
38,175.11 €
38,385.39 €
35,598.96 €
34,534.46 €
Technicians
46,409.71 €
45,405.05 €
42,616.22 €
39,509.42 €
Mine and plant operators
36,873.19 €
35,887.99 €
33,868.25 €
30,821.86 €
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Equal pay
Finally, we take pride in having almost no gender pay gap, a sign that we employ men and
women fairly.
2024
2023
2022
2021
Gender pay gap, or average
remuneration for men to average
remuneration for women
-2.70 %
Average pay disaggregated by gender shows a gap of 4.77% in 2024, which is not considered a
disparity as it does not exceed 25%.
Working hours
Atalaya's plant and mine staff work rotating morning, afternoon and night shifts throughout
the working week, while administrative staff work from Monday to Friday, with or without
shifts. Maximum annual working hours are set at 1,738 hours for each worker, excluding
those with special conditions.
To promote flexibility and work-life balance, all Proyecto Riotinto employees have an option
to reduce their working hours in summer. In addition, workers can opt for a 30 minute lunch
break, for a shorter working day. A ‘no absenteeism’ bonus is also offered to encourage
regular attendance.
Maternity and paternity leave
Parental leave
2024
2023
2022
2021
Total employees entitled to parental leave
Female
Male
More details in Sustainability Data annexe
Nurturing an open culture
Open lines of communication with employees build trust and, ultimately, productivity.
Ensuring that valuable insights from workers regarding safety, operational effectiveness and
creativity are considered in decision-making processes contributes to a positive workplace
culture and long-term success.
We therefore have several internal communication channels aimed at nurturing a good
workplace environment, motivation and alignment with business targets.
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These include our employee platform, regular newsletters, suggestion boxes, a WhatsApp
channel and face-to-face meetings and we broadcast important messages via on-site
television screens. We also have an “open door” approach to foster dialogue between
employees and middle and senior management and a comments/complaints channel on
our staff website.
We also hold regular meetings between union representatives and management.
5. Environment
Our environmental commitment
As a leading European miner, sustainability is embedded in everything we do. Because we
produce copper, a key component enabling the green transition, we understand the concept
of sustainability in its fullest sense; we want our operations to persist over time and to
maximize our efficiency in extracting copper concentrate, we want to contribute to the
natural environment, reducing and minimising any harmful impacts on nature and, we want
to benefit the communities around us by fostering economic and environmental
development.
For more please see “Our approach to sustainability” and our operational environmental
policy.
Atalaya is at the forefront of innovative and responsible mining, applying best-in-class
techniques.
Milestones in 2024
• 1.91 m
3
of total water used per tonne ore processed (vs 2.15 m
3
in 2023)
• Of this total, we only used 0.22 m
3
of freshwater* per tonne ore processed (vs 0.27
m
3
in 2023)
• Freshwater withdrawal reduced 45% since 2021
• Electricity intensity: 22.66 Kwh/tonne ore processed (vs 23.29 in 2023)
• 98,447t of CO2e scope 1 & 2** (vs 102,423.47 in 2023)
• Our solar plant now operating
• Created a specialized new bat refuge
• 99% non hazardous waste diverted from disposal
• We have continued to restore the brownfield mining sites (Touro and Riotinto),
inherited from prior mining activities
*Freshwater: water withdrawal from surface water sources outside the mining project
**Our 2024 carbon footprint is an estimate using 2023 emission factors at the time of publication. Our
2025 report will have the actual carbon footprint of 2024. Read more in our Energy and Climate Change
section.
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Goals for 2025
• Solar plant expected to be fully operational
• Obtain permit for reuse of treated water
• Continue to implement Water Stewardship Standard
• Extend restoration work on areas affected by previous mining activity
• Implement ISO 5001 Energy management system
Water management
Commitment to responsible water management
At Atalaya, we strive to promote and exemplify responsible use of natural resources,
especially water, which is essential to our business and the communities in which we
operate. This is especially true given that we operate in an arid region like Southern Europe,
where our primary operation Proyecto Riotinto is based.
Our Environmental Policy commits to the efficient use of natural resources, with a focus on
water efficiency management. Furthermore, internal and external audits are conducted
under our ISO 14001:2015 certified environmental management system and we are
constantly innovating to maximize water recycling and reduce reliance on external
sources.
We have hugely improved our water efficiency in recent years by recycling and seeking out
new water sources, reducing freshwater consumption and water stress.
2024 Water performance highlight
Water efficiency: In 2024, 81% of total water used at Proyecto Riotinto to obtain copper
concentrate was recycled. Furthermore, just 12% of our total consumption was drawn from
surface sources outside the mine, down from 19.6% in 2021. Finally, 7% of all the water we
used to process ore in 2024 was mine site water treated in our Water Treatment Plant.
Overall consumption is therefore as illustrated below:
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More details data in Total water performance section
Water management approach
Water is used to process ore at our treatment plant in Proyecto Riotinto, mostly via grinding
and flotation processes. Other uses of water include dust control to improve air quality and
irrigation for gardens around our offices. Water for staff sanitary use comes from local
municipal sources (third party water).
We categorise the water we use for ore processing into three types, according to its source:
1. Recycled water: recirculated directly from the tailings thickener and the tailings
storage facility, and used as process water in ore treatment.
2. Freshwater: from surface water sources outside the mining project, that is, the
nearby Campofrío, Aguas Limpias and Odiel reservoirs. These are public reservoirs
and Atalaya has the exclusive use as fresh water for our industrial process.
3. Minesite water: rainwater that comes into contact with the mining area and
accumulates within the site (in pits, for example). This is conditioned in our Water
Treatment Plant (WTP) and used as process water in ore treatment.
Our focus, as responsible operators, is to minimise our freshwater consumption while
maximising our recycled water and mine water consumption. By doing this, we are reducing
the risk of climate change effects and future demand developments.
Recycled water
Proyecto Riotinto used 24.43 million m
3
of recycled water in the ore treatment plant in 2024,
which accounted for 81% of the total water we used in 2024 to produce copper concentrate:
81%
7%
12%
2024 Water performance
% recycled water % Mine water (rainwater treated in WTP) % surface water
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2024
2023
2022
2021
Recycled water
(million m
3
)
24.43
28.06
24.61
25.53
Water withdrawal
In addition to recycled water, we need external inputs to compensate for process water
losses (e.g. evaporation, concentrate moisture or pore water in tailings). These other
sources are called freshwater and mine water.
Proyecto Riotinto is situated in a medium–high water-stressed region
6
. However, Atalaya
has the exclusive use of the Odiel, Campofrio and Aguas Limpias reservoirs as fresh water
for our industrial process. The regional government’s hydrological plan for these basins
allocates water resources to mining operations, ensuring needs are met without impinging
on other users. This reduces the risk of water stress.
In our case, water withdrawal is the sum of all water drawn from surface water or a third
party for any use (in our case, third party water is only for staff sanitary use).
The water surface water withdrawal, as set out in the table below, has improved dramatically
over recent years, with an increasing reliance on mine water.
Water withdrawal by source (million m
3
)
Pct
change
2024/2021
2024
2023
2022
2021
Surface water (freshwater)
-45%
3.58
4.23
4.92
6.49
Mine site water (rainwater treated in
WTP)
+109%%
2.30
1.62
1.50
1.10
Third party (municipal water for sanitary
use)
0.028
0.026
0.026
0.029
Total water withdrawn
All in all, our initiatives have successfully reduced total surface water withdrawal by
45%, down to 3.58 million m
3
in 2024 from 6.49 million m
3
in 2021.
This is explained by our capacity to treat rainwater that accumulates in the mining area in
our WTP and to use it for processing, which has risen 109%since 2021 (1.10 million m
3
in
2021 versus 2.3 million m
3
used in 2024) )
Water withdrawal is continuously monitored and the general manager makes weekly checks
on this. As a material issue, the board is informed about water consumption through the
Sustainability Committee, ensuring it is maintained at appropriate levels.
6
World Resources Institute aqueduct water risk atlas https://www.wri.org/aqueduct .
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Water discharge
As in previous years, in 2024 Proyecto Riotinto used a closed water cycle with zero water
discharge.
Water consumption
To calculate our water consumption, we use the following formula:
Pct
change
2024/2021
2024
2023
2022
2021
Water consumption (total water
withdrawal - water discharge, including
third party) (million m
3
)
- 22.50%
Total water performance
The table below shows the total amount of operational water by source we use in the ore
treatment plant:
Operational water used in ore treatment by
source (million m
3
)
2024
2023
2022
2021
Surface water (freshwater)
3.58
4.23
4.92
6.49
Mine site water (rainwater treated in WTP)
2.30
1.62
1.50
1.10
Recycled water (processed water)
24.43
28.06
24.61
25.53
Total operational water
30.31
33.91
31.03
33.12
Operational water used in ore treatment by
source (%)
2024
2023
2022
2021
Surface water (freshwater)
11.80
12.47
15.86
19.60
Mine site water (rainwater treated in WTP)
7.6
4.78
4.83
3.32
Recycled water (processed water)
80.60
82.75
79.31
77.08
In 2024 Proyecto Riotinto required a total of 30.31 million m
3
of water for its operations. Of
this amount, only 11.8% is surface water from sources external to the mining project and
this ratio fell to 11.8 % in 2024 from 19.6% in 2021.
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Water performance per tonne of ore processed
In 2024 Proyecto Riotinto required 1.91 m
3
of total water per tonne of ore processed. Of
this amount, only 0.22 m
3
is surface water external to the mining project, down from 0.41
m
3
in 2021.
Pct
change
2024/2021
(%)
2024
2023
2022
2021
Total operational water per tonne
ore processed (m
3
/t)
-9%
1.91
2.15
2.01
2.09
Total operational water used by
source per tonne of ore processed
(m
3
/t)
Surface water
-45%
0.22
0.27
0.32
0.41
Mine site water (rainwater treated in
WTP)
0.14
0.10
0.10
0.07
Recycled water
1.54
1.78
1.60
1.61
Key initiatives
Maximizing water efficiency with tailings thickener
In 2022, Proyecto Riotinto installed a tailings thickener to separate a proportion of the water
from the tailings before it is deposited in the tailings storage facility. The water recovered in
this thickener is pumped back to the processing plant and reused. The result has been an
improvement in process efficiency and savings in terms of surface water supplied by
external sources (freshwater). This recirculated water accounted for more than 81% of the
total water required by Atalaya to process the ore in 2024.
0.22
0.14
1.54
Total operational water by source per tonne ore
processed
Surface water Mine site water (rainwater treated in WTP) Recycled water
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Water treatment plant
To make sure no water is wasted, Riotinto has a treatment plant which allows rainfall from
within the mine to be re-conditioned for new use in industrial applications.
In 2024, we have zero liquid discharge, meaning we do not discharge any water from our
industrial processes into nearby rivers or lakes. Although we have had a discharge permit
since Riotinto started operating, we have never made use of it.
Search for alternative water sources
Currently, we are awaiting official approval to use water recycled at the Minas de Riotinto
municipal wastewater treatment plant. If this permit is approved, it would prevent treated
wastewater being discharged into the river. We have applied for 500,000 m
3
, or about 10%
of total freshwater needed for ore processing.
Water quality
We carry out water quality control checks both upstream and downstream of the Riotinto
mine, conducting monthly sampling and reporting back to the relevant regulatory
authorities.
Water footprint calculation
Every year we calculate our water footprint across Riotinto operations to allow us to pinpoint
where the greatest water consumption or quality deterioration occurs and to take action.
The footprint was verified by an external accredited company (EQA) following the procedure
set by the Water Footprint Network
7
.
Alliance for water stewardship (AWS)
In our commitment to responsible water use throughout our value chain, we are working to
implement the AWS standard, an international benchmark. This standard is a globally
applicable framework for major water users to understand their usage and impacts, and to
work collaboratively and transparently for sustainable water management within a
catchment context. The standard is intended to drive social, environmental and economic
benefits.
It achieves this by engaging water-using sites in understanding and addressing shared
catchment water challenges as well as site water risks and opportunities.
The AWS standard is fundamentally different to the Water Footprint Nertwork because it
takes a broader technical approach, rather than focusing solely on analysing the water used
directly or indirectly in production at a specific site. It emphasizes the social and
environmental responsibility of an entity for the management of water in its area of
influence.
7
The Water Footprint Network is a non-profit that uses the water footprint concept to promote the
transition toward sustainable, fair and efficient use of freshwater resources worldwide, see
https://www.waterfootprint.org/
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In 2023, a gap analysis was conducted according to the criteria formulated in the AWS
standard. In 2024, the impacts, risks and opportunities related to water are being assessed
in the framework of the double materiality analysis.
Management of historical environmental liabilities at Riotinto
Mining activity was restarted at Riotinto in 2015. However, its centuries-long history entails
environmental responsibilities, including the management of what is known as "diffuse
waters." These stem from acid rock drainage (ARD) generated by old excavation areas,
rather than from current activities.
[PLACEHOLDER: Suggest inserting map of environmental liabilities]
As part of the commitment made when permitting was approved, Proyecto Riotinto pledged
to implement measures to reduce the effects of these diffuse waters on local rivers.
Since starting operations in 2015, Atalaya's environment department has periodically
monitored the drainage of the entire historically altered surface (12 control points in nearby
rivers, with samples collected every 15 days) and has implemented several corrective
measures:
• Construction of rainwater collection channels, reducing flow into the Odiel
basin, as well as improvements in how runoff is directed.
• Closure of historic tunnels that sent water into the surrounding environment.
• Restoring old dumps (see ‘“Ilmenitas” mining waste dump restoration’
section below).
Researchers at the University of Huelva have analysed data since 2015 to measure how
metallic load has evolved, with very positive results: the analysis covers the period up to
2021, and its main conclusion is that our efforts have brought about a radical change in the
basin’s hydrological performance, especially in response to intense rainfall, concluding that
diffuse water drainage has fallen sharply since the restart of mining activity.
“Ilmenitas” mining waste dump restoration
As part of its commitment to environmental responsibility, Atalaya is restoring historic waste
dumps in the area. To do so, we are applying the best available techniques to remodel the
landscape in and around these historic mines, resulting in improved water quality. The aim
is to integrate the environment and landscape seamlessly around the mines with a novel
naturalization approach, the first time this type of project has been undertaken at a copper
mine in Europe.
[Placeholder: Foto]
Key Initiatives
Research on passive water treatment
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The University of Huelva is currently developing an innovative system for water treatment
called "Dispersed Alkaline Substrate”. This consists of a passive process that inputs
acidified water (due to pyrite oxidation) through a reactive filter that produces a rise in pH
and the precipitation of metals. This reduces water acidity and the metals are collected in
the process tank. The project consists of 4 phases:
• Phase 1: Study of methods and reduction of the pollutant load from 2015-2021,
showing that the measures implemented profoundly transformed the site’s
hydrological dynamics.
• Phase 2: Laboratory tests carried out on a sample for diffuse water treatment. The
latest tests indicated that the system works on a laboratory scale with excellent
results.
• Phase 3: Pilot test in the field. Depending on the final results of the previous phase,
either a pilot test may be necessary or we can go ahead and build the plant.
• Phase 4: Construction of the passive treatment plant, when tests are completed.
Management of historical environmental liabilities at Proyecto Touro
The Touro mine was exploited for copper extraction in the 1970s and 1980s and was finally
closed in 1987. During those decades, the mine generated waste dumps and other
infrastructures that were not properly restored by the previous operator, impacting the
environment.
Atalaya, through its Cobre San Rafael unit, is working on a project to reopen the Proyecto
Touro mine, currently in permitting phase, and solve the current problems. We are
committed to regenerating the environment and improving water quality in the area, and
have made the following improvements:
1. Construction of a channel to divert clean rainwater, preventing it from coming into
contact with existing environmental liabilities.
2. Construction of a water treatment plant (WTP) in 2022, with a 2M€ investment.
The WTP currently works in a closed circuit inside the mine, without discharging into
natural watercourses, and is controlled and monitored remotely. All parameters
requested by the competent water authority, Aguas de Galicia, have already been
met.
Since regeneration work began on historical environmental liabilities, the quality of
water in the River Brandelos and the River Lañas has improved considerably. Both
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flow into the River Ulla in optimum conditions as corroborated by external expert
reports
8
.
3. Work to clean up the surrounding watercourses: Rego Portapego, Rego Barral-
Angumil, Rego Felisa, Rego Pucheiras.
Energy and climate change
Commitment to energy and climate change
Addressing climate change is the biggest challenge of our era, particularly in our industry,
requiring concerted attention and significant investment. While we are already working to
minimise our carbon emissions, we are pleased to have integrated climate change into our
business strategy, giving us the chance to adapt to potential risks and opportunities in the
short, medium, and long term.
To frame this ambition, Atalaya’s Sustainability Policy emphasizes our approach to
“integrate climate change risks and opportunities into our business strategy, including a
commitment to reduce our greenhouse gas (GHG) emissions, through a robust system of
governance, risk management and the setting of objectives, targets and performance
monitoring indicators”. Our Proyecto Riotinto Environmental Operational Policy includes the
fight against climate change, incorporating resilience and adaptation as part of objectives
for continuous improvement.
Our board is ultimately responsible for the proper management of climate change, setting
the objectives and supervising the implementation of actions established in our
sustainability strategy and climate change indicators, working through the Sustainability
Committee.
In this context, our big step forward in terms of reducing GHG emissions is to switch energy
sources and increase our consumption of energy from renewable sources, a primary
contributor to shrinking our Scope 1 and 2 carbon footprint. We are therefore that our solar
plant at Riotinto started its commissioning in 2024 with a full capacity expected in 2025
At Atalaya we want to disclose transparently about our climate change efforts and actions
in line with international best practice, so we are using the recommendations of the Task
Force on Climate-related Financial Disclosures (TCFD) as a guideline for disclosure. See
more details in our 2024 Climate Change Report (link)
This is an ongoing endeavour in which our growing contribution to the low-carbon economy
and our commitment to disclose regularly will improve our climate change performance in
the coming years.
8
Research paper: “An ecological overview of the Brandelos, Lañas and Ulla rivers according to
their benthic invertebrate fauna and fish population,” by Dr. Rufino Vieira Lanero and Dr. Xosé L.
Otero Pére, University of Santiago de Compostela
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Energy management approach
As a mining company, we consume large amounts of energy in our production processes,
both in the extraction and transportation stage and in the mineral processing stage. For this
reason, our progress depends on increasing energy efficiency and increasing self-
sufficiency through renewable energy in different forms.
Each year we have met our targets for electricity efficiency, and below we set out our
efficiency in electricity usage per tonne of ore processed:
[Placeholder: Electricity intensity table]
Energy electricity
intensity
2024
2023
2022
2021
2024 objective
Kwh/t ore
processed
24
Reported electricity consumption comes from our Spanish energy generation mix as stated
by our supplier. Proyecto Riotinto does not import other forms of energy such as heat, steam
or cooling. Nor does it make any energy purchases abroad.
In 2025 Atalaya will use the clean energy produced by the new solar power plant to reduce
the energy intensity from external sources.
[Placeholder: Energy consumption data table]
2024
2023
2022
2021
Total electricity consumption within the
organization
GJ
Total diesel consumption within the
organization from non-renewable
sources
GJ
66,520
69.597
58.371
43.688
The company's energy consumption data is updated for the years 2021 to 2023. The aim is to improve
the data by including only the company's own fuel consumption (diesel A and B).
More details can be found in the “Sustainability Data” Annexe
Total energy consumption (electricity +
diesel) within the organization
GJ
1.363.553
1.393.778
1.369.806
1.321.499
Key Initiatives
Energy efficiency
We conduct energy audits and implement energy efficiency measures to ensure responsible
usage. For example, we have purchased more efficient electrical equipment and are
switching to LED lighting.
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In 2024, we started the necessary work to implement an energy management system at
Proyecto Riotinto under the international ISO 50001 standard, allowing us to continuously
improve our performance.
Energy transition: our solar power plant
After experiencing contains delays, our solar power plant at Riotinto started commissioning
at the end of 2024. We are immensely proud of this milestone in our energy transition, which
marks the first time a mine in Spain has been powered this way.
The total plant consists of 75,000 solar panels with a 50MW capacity and its output is
equivalent to the annual electricity consumption of a town with a population of 14,500.Full
capacity is expected in 2025.
Once fully operational, solar power is expected to contribute 22% of the mine's total
energy needs.
Promote sustainable mobility initiatives
Atalaya encourages sustainable mobility with 8 electric vehicle charging spaces installed
in 2024, which can be expanded as required. The chargers are powered via a 136 panel
solar installation in the car park itself producing 90 kW. These solar panels also provide
clean energy to offices and laboratory.
Calculation of our carbon footprint
Verified 2023 carbon footprint
We are aware of our role in the transition to a low-carbon economy and we are committed
to the disclosure of actions aimed at combating climate change, such as our calculation of
GHG emissions.
As part of our commitment to contribute to a low-carbon economy, we disclose an annual
inventory of Proyecto Riotinto GHG emissions, and a third party verifies the footprint
calculation.
At the time of publication of our 2023 Sustainability Report, we estimated Proyecto Riotinto’s
carbon footprint for 2023 using 2022 emissions factors. In 2024, the data was verified and
modified slightly. According to the updated calculations for 2023, Proyecto Riotinto emitted
a total of 345,237.16 tCO
2
eq (Scope 1, 2 and 3).
Verification and registration of our annual GHG emissions inventory
From 2019 to date, our GHG emissions inventory calculation has been audited and verified
by an independent certifying entity (EQA),
Estimated 2024 carbon footprint
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Riotinto has estimated its carbon footprint for 2024 using 2023 emissions factors and using
GHG protocol as a reference. Direct GHG emissions are quantified for CO2, CH4, N2O,
NF3, SF6 and other appropriate GHG groups (HFCs, PFCs, etc.) in tonnes of CO2e.
2024*
2023
2022
GHG Emissions
Scope 1 (direct emissions)
1
t of CO2e
t of CO2e
t of CO2e
Gross direct GHG emissions
Scope 2 (energy indirect
emissions)
Gross market-based energy
indirect GHG emissions
Total GHG emissions (Scope 1
and 2)
98,447.07
102,423.47
102,955.27
2024
2023
2022
GHG intensity
t of CO2e to annual
copper concentrate
production
t of CO2e to
annual copper
concentrate
production
t of CO2e to
annual copper
concentrate
production
GHG intensity (Scope 1 + Scope
2)
1 Include: HFC fugitive emissions, fixed and mobile combustion and organic matter degradation
*Our 2024 carbon footprint is an estimate using 2023 emission factors as the data is not ready at the time of
publishing. Our 2025 report will have the confirmed 2024 carbon footprint..
Within Scope 1 and 2, energy consumption accounts for almost 95% of indirect CO2e
emissions at Proyecto Riotinto. The business has an electricity contract with Endesa
Energía S.A.U. Reported electricity consumption comes from the Spanish energy
generation mix as stated by our supplier.
To calculate the 2024 emissions derived from energy consumption we used our 2023
emissions factor (0.259 KgCO2e/Kwh), as at the time of publication, the data had not been
released by the energy supply company.
Based on this calculation, there was a 4% reduction in gross Scope 1 and 2 emissions
versus the 2022 base year.
This reduction is thanks to efficient energy management, where Proyecto Riotinto achieved
a 1% reduction in total energy consumption versus 2022.
Once fully capacity, the solar plant will contribute 22% of clean energy with reducing Scope
2 emissions. We also expect the emissions factor from the energy mix to continue to
improve year-on-year.
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Scope 3 Disclosure
For Proyecto Riotinto, Atalaya reports activities within this scope where it has reliable
information:
2024*
2023
2022
Scope 3 (other indirect
emissions)
t of CO2e
%
t of CO2e
%
t of CO2e
%
Purchased goods and
services
2
243.604,06
68,86
142.021,54
58,49
163.701,61
63,89
Upstream transportation
and distribution
79.218,05
22,39
69.886,08
28,78
61.754,95
24,10
Waste generated in
operations
608,50
0,17
618,12
0,25
524,30
0,20
Employee commuting
1.254,96
0,35
1.254,96
0,52
1.129,85
0,44
Downstream transportation
and distribution
2.084
0,59
2.355,66
0,97
2.402,97
0,94
Processing of sold
products
26.981,66
7,63
26.677,35
10,99
26.701,10
10,42
Total Scope 3 GHG
emissions
2
Includes: Third-party water, chemicals and explosives consumption for mining activities
*Our 2024 carbon footprint is an estimate using 2023 emission factors as the data is not ready at the time of
publication. Our 2025 report will use 2024 final data.
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[]
22.4%
7.63%
2024 SCOPE 3
Purchased goods and servicies 2 Upstream transportation and distribution
Waste generated in operations Employee commuting
Downstream transportation and distribution Processing of sold products
While the data shows a 4% reduction in Scope 3 emissions in 2023 versus the 2022 base
year, the yet-to-be-verified data for 2024 shows an increase in total Scope 3 emissions. The
increase is in upstream categories, due to higher consumption of reagents for the ore
treatment process and water treatment (lime), and a rise in diesel consumption due to the
greater earthworks activity at San Dionisio.
Upstream categories
In 2024, indirect GHG emissions in the “purchased and services” category represent 68.9%
of total emissions, with the most significant increase due to the consumption of reagents.
These emissions are generated in the production process of the reagents used for ore
processing, as well as the consumption of explosives in the mine and the use of lime for
water treatment. In 2024, based on provisional data, these emissions rose significantly
mainly due to greater consumption of lime and reagents.
The “transportation and distribution” category corresponds to transport in mining operations
carried out by the different contractors and is also relevant, accounting for 22.4% of total
GHG emissions. This is due to the increase in earthworks at San Dionisio, carried out with
heavy diesel-fueled machinery.
Downstream categories
The downstream categories calculated correspond to the transport of the concentrate to
port and the indirect emissions derived from the processing of the product sold. The latter
represents 7.6% of total downstream emissions calculated. There are no major variations
from previous years in the emissions of these categories.
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Our climate change targets
In 2023, we published Scope 1 and 2 emission reduction targets for Proyecto Riotinto, our
only active mine. As highlighted in previous climate change reports, we aim to reduce our
Scope 2 emissions with the construction of a 50MW photovoltaic solar plant designed to
produce renewable energy for our operations at Proyecto Riotinto.
However, due certain delays, the solar plant started commissioning at the end of 2024 and
will be fully operational at the end of 2025. Consequently, we have revised our climate
targets set in 2023 to accommodate these changes. Our previous targets were to reduce
our Scope 1 and 2 emissions by 30% by 2025 and by 50% by 2030 from a 2022 baseline
year.
Given progressively commissioning of the solar plant plus technical and operational
developments, we have adjusted our 2025 target, created an interim 2027 target and are
currently reassessing our 2030 climate objectives for copper concentrate production at
Proyecto Riotinto.
Figure : Revised Scope 1 and 2 climate reduction targets
We recognize the importance of further enhancing energy efficiency in our operations and
expanding our use of renewable energy sources. Atalaya remains committed to this path to
decrease our GHG emissions linked to energy consumption and we will continue to evaluate
the technical and commercial potential of emerging technologies that can assist in this goal.
Mid- and long-term targets:
We are currently reassessing our mid-term climate objectives for 2030 in alignment with the
our growth plans. In the long term, the current reserves of copper at Proyecto Riotinto do
not support its operations beyond the year 2050; therefore, as it is our only operating mine
thus far, we currently have not set a Net Zero 2050 commitment. However, we anticipate
extending the life of Proyecto Riotinto and expanding its portfolio with new operations,
prompting us to review our commitments accordingly.
We remain dedicated to transparent communication with our stakeholders and are
committed to making significant strides in our sustainability journey.
Link to 2024 Climate Change Report
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Circular economy and efficient resources
Commitment to efficient resource use
Aside from waste in our mining activities, we discard other hazardous and non-hazardous
materials which must be properly managed and processed.
Waste minimization and reuse are integral components of Atalaya’s approach, aligning with
the “3Rs” principle (Reduce, Reuse, and Recycle). Moreover, Spanish regulations oblige us
to submit a waste minimization plan every four years as we did in May 2022, outlining
implementation until 2026.
Our non-mining waste reduction plan sets targets to:
• Decrease industrial waste production by 2% annually per tonne of concentrate.
• Maximize recycling rates for hazardous and non-hazardous materials.
Management approach
Our non-mining waste reduction plan is reviewed annually to set priority waste reduction
targets based on type and quantities generated.
In 2023, Proyecto Riotinto invested in improving waste management, facilitating waste
sorting and improving storage conditions before rubbish is collected by an authorised
external contractor.
In addition, work was carried out on the digitalisation of waste inputs and outputs. All waste
quantities are recorded, both those collected by external waste managers and those
collected by the municipal services, allowing for proper follow-up and progress towards
reduction targets.
To control and oversee the waste generated by subcontractors working within the facilities,
Proyecto Riotinto conducts regular environmental monitoring. We have introduced a new
ranking of contractors, aimed at strengthening the company’s dedication to environmental
responsibility and supply chain safety. The ranking considers contractor’s environmental
and safety performance. This assessment is still ongoing and the company normally awards
the best contractors a prize, to help raise awareness and promote good practice among
external companies.
In addition, Proyecto Riotinto continues to provide waste management training on an annual
basis for both its employees and contractors, updating information that needs to be
refreshed.
We continue to work on improvements to our protocol for the reuse of non-hazardous waste
among employees, including the use of paper and cardboard packaging, plastic containers
and more. We have also installed facilities to help recycle waste like household electronics
and batteries, making it easier for workers to contribute.
Units
2024
2023
2022
2021
Materials used
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Total materials used to produce and
package the organization’s primary
products and services (1)
t
(1) In 2024, more than 90% of the total corresponds to tonnes processed (15,900,000), in
addition to other materials such steel grinding balls (17,090 tonnes) and chemical reagents
(108,648 tonnes).
2024
2023
2022
2021
Non- Mining waste generation and management (tonnes)
Hazardous
Waste disposed
Landfill
t
Waste diverted from disposal
Waste recycled
t
TOTAL
t
251
163
186
218
Non-hazardous*
Waste disposed
Landfill
t
Waste diverted from disposal
Waste recycled
t
TOTAL
t
3,570
3,057
3,301
4,002
TOTAL NON-MINING WASTE
GENERATION
t
3,822
3,220
3,487
4,219
*Non-hazardous waste is mainly domestic waste, wooden packaging, paper, cardboard and plastics.
Hazardous waste is comprised of used oils, organic solvents, contaminated packaging, laboratory
reagents, aerosols, paint and varnish waste, batteries, light bulbs, contaminated soils and others
Air quality and noise
Commitment to improved air and noise quality
Mining operations release particles into the atmosphere which require control both within
and beyond project boundaries. Activities such as blasting, drilling, truck movement and the
presence of fine material stockpiles result in diffuse emissions. Blasting is of greatest
significance, given it is difficult to control and measure. These activities also produce noise
and vibrations that must be monitored, ensuring legal limits are respected.
Effective air quality controls are crucial for keeping strong relationships within the
surrounding environment and local communities.
Regarding noise levels, Proyecto Riotinto conducts biannual self-monitoring in accordance
with applicable legislation, controlling noise emissions and minimizing any negative
impacts.
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Management approach
The Environmental Monitoring Plan determines how we measure and manage levels of
diffuse emissions and noise via:
• 11 diffuse emission (deposited particles and total particles) monitoring
points, tracked on a monthly basis
• 6 control points for noise levels, monitored biannually
These results are submitted to the authorities every 3 months.
We prevent and minimise dust emissions with ongoing irrigation of mine roads and the
coarse ore stockpile, which is covered by a hood structure to limit dust movement. To
manage diffuse emissions of our operations, Proyecto Riotinto has a predictive modelling
system which allows early detection and control of atmospheric emissions using state-of-
the-art technology. This provides advance forecast of weather conditions in the area and
assesses the potential impact on air quality.
It allows strategic planning based on upcoming weather conditions, acting pre-emptively to
contain emissions. For example, this might mean reinforcing safety measures in specific
areas or reconsidering the areas where we work when specific conditions occur.
Key initiatives
Monitoring air quality with the University of Huelva
As part of an ongoing collaboration between Atalaya and the University of Huelva (UHU)
since 2016, we have created an air quality monitoring system in the towns near Proyecto
Riotinto: Minas de Riotinto, Nerva and La Dehesa.
We are now tracking results hourly, measuring the metals and particles in the atmosphere
and the direction and speed of the wind. This tells us which installations or activities at the
mine are contributing to the air quality in different communities.
Since 2024, working with UHU, other advanced technology is also available: an X-ray
fluorescence device to measure 30 metals in PM10 (Particulate Matter measuring 10
microns or less) per hour, an ultrafine particle analyser (smaller than 0.1 µm), and an
aethalometer to measure "black carbon" in real time.
This methodology is at the cutting-edge worldwide for air quality control in active and
abandoned mining areas.
[Placeholder: Photo]
Nature and biodiversity
Commitment to the natural environment
At Atalaya we are aware that the impact of mining activity on biodiversity can be significant,
especially in areas where protected species and their habitats are found. Our Sustainability
Policy acknowledges our respect for nature in the places we operate and we endeavour to
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make a positive impact, both environmentally and socially, through the design of our mining
projects. This is backed by strong governance and risk management systems.
By reducing the risk of environmental degradation, we aspire to help maintain a natural
balance for future generations well beyond the life of the mine itself.
Management approach
At the sites where we carry out geological exploration, we abide by official environmental
authorisations and we restore all sites where drilling has taken place.
At Proyecto Riotinto specifically, we follow a dedicated methodology for the conservation of
a protected plant and animal species:
• A protected plant species (Erica andevalensis): heather endemic to the province of
Huelva.
• A bat (chiropteran) conservation project: Riotinto is actively developing a bat habitat.
To ensure the conservation of these species, Proyecto Riotinto has taken the following
action:
Erica andevalensis:
• Transplanting part of the populations affected by the mining works: The Erica
andevalensis management plan involves relocating individual plants
disturbed during mining activity. Although we are officially mandated to keep
to a minimum of 25% transplanted individual plants, the project has
consistently exceeded this requirement since its start, averaging over 35%.
• Monitoring of the status of individual plants once transplanted.
• Growing Erica andevalensis in the Riotinto mine nursery.
• Signposting populations that should be protected from mining works.
Bats:
• Direct censuses: this consists of access to their caves and roosts (which
include old mine workings) and observation of the presence of different
species.
• Indirect surveys: by installing different types of equipment for video and
audio recording outside the selected caves/habitats.
• Annual descriptive report on bat management.
The population of bats is steadily increasing, from a hundred specimens identified in 2015,
when mining activity began, to 523 specimens in 2024 (vs 429 in 2023, and 292 in 2020)
and they are mainly common long-eared bats (plecotus austriacus).
More data can be found in the “Sustainability Data” Annexe
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Key initiatives
Bat refuge
We have relandscaped an area to create a specialized bat refuge, building a dedicated
gallery and making sure the interior and exterior environments are optimized for the species'
habitat needs.
Specific techniques were used to ensure stability, durability and suitability for that purpose,
and we used innovative materials and designs to regulate environmental conditions like
temperature, humidity and airflow while preventing unwanted intrusion from other animals.
Conservation experts took part in the project to align construction with ecological goals,
ensuring the space effectively supports the bats’ well-being.
[Placeholder: Foto]
Collaborating to monitor soil health
We are working in partnership with the Spanish National Research Council CSIC in a soil
contamination research project under an EU-funded project, Edaphos. In 2024, several
different cultivars of poplars were planted as part of this.
The aim is to rehabilitate land and rebalance the ecosystem within contaminated areas
using nature-based solution (NBS) technologies.
In 2024, a preliminary field experiment was established to evaluate the potential of five
poplar hybrids in land rehabilitation. The selection criteria included survival rates, trace
element accumulation and biomass production. After seven months of growth in
the challenging soils of the Riotinto mine, the poplar hybrid PA152 thrived. An expanded
field trial is scheduled to begin in early 2025.
[Placeholder: Foto]
Environmental restoration plan
Planning for the end of mining operations requires a broad regeneration plan to restore
and rehabilitate the natural surroundings. This includes essential actions like preventing
soil erosion, conserving ecosystems and restoring biodiversity during the life cycle of the
mine. Ensuring the care of natural resources and cultural legacy is fundamental to our
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commitment to the area as a responsible company. It also mitigates the risk of
environmental damage and contributes to long-term sustainability.
The Riotinto Environmental Restoration Plan was first developed in 2015. It is updated
every 5 years and submitted to a public information process so that all interested parties
can express their opinion.
The plan was designed to:
• Integrate newly landscaped areas into the surrounding environment while
preserving the cultural significance of the region’s distinctive characteristics.
• Maintain water quality in the restored areas.
• Ensure safety and long-term stability of remaining structures.
• Encourage beneficial end-use of the land, contributing positively to local
socioeconomics.
The plan envisages the progressive rehabilitation of the entire area affected by the Riotinto
mining project, including the tailings storage facility, waste rock dumps, dismantling, etc.
and covers the entire life cycle of the mine, including the abandonment of the site.
The latest version of the plan plans to reshape surfaces to harmonize with the surrounding
landscape, not only providing structural stability but feeding into environmental restoration
efforts too. The plan includes provisions for sealing or capping modified surfaces, possibly
with shale produced on site, to reduce exposure of accumulated materials to air and water
which can cause acid mine drainage.
For the closure and capping of the tailings dam, the restoration project recommends
advanced techniques, using for example geomembranes and geotextiles, after managing
the stored water. Additionally, the plan foresees a comprehensive water monitoring network
for the remaining structures, guaranteeing water quality for the surrounding environment.
In addition, the Restoration Plan includes the rehabilitation of non-operational areas from
previous mining projects in the area (mine tailings) and which are not the result of Atalaya’s
activity.
2024 restoration activities
In 2024, we finished restoring one of the final slopes of the waste dump as planned. That
work included reshaping the slope, sealing it with shale, implementing hydrological
corrections and restoring the surrounding habitat. This will be monitored on an ongoing
basis.
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Responsible mining waste and tailings management
Commitment to responsibly managing our mining and tailings waste
Atalaya’s current mining projects are in Spain where there is robust legislation on mining
waste management.
Nevertheless, aware that poor management of mining waste can pose serious risks to
people and the environment, we have established safety and monitoring measures which
go far beyond what is required of us by law, with the ultimate goal of zero harm.
Beyond legal compliance, in 2023 we committed to align our tailings management with the
Global Standard on Tailings Management for the Mining Industry (GISTM) and our first
report on this is published this year, overseen by the Sustainability Committee. (Link to
report)
Management approach
At Proyecto Riotinto, our only active mine, we have a Major Accident Prevention Policy,
endorsed by the top management, to promote the highest levels of safety.
We produce two main types of mining waste:
• Waste rock: generated when extracting ore from the open pit and deposited in a
waste dump.
• Tailings: produced once the ore is processed in the treatment plant to separate
out valuable metals.
By applying circular economy principles, part of this waste rock is used in other parts of
the mining project, such as the extension of the Tailings Storage Facility (TSF), or the
building of our solar plant. In addition, the shale extracted from the open pit is used to help
restore the land affected by mining activity.
In total, in 2024, 35% of waste rock generated in the mine was reused within the project
for other purposes.
2024 TOTAL WASTE ROCK (tonnes)
Waste rock reused to reinforce the TSF
7,809,719
Waste rock reused in the solar plant and
restoration activities
47,069
Waste rock disposed in waste dump
22,401,937
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Tailings management
Tailings are the waste materials generated during the processing of ore, when the ore is
crushed and ground into fine particles, often micron-sized, to extract valuable minerals such
as copper using the flotation method. The remaining fine particles, which are left over after
the desired minerals are separated, are referred to as “tailings”.
The tailings are pumped through a thickener to reach more than 50% solids by weight. The
recovered water in the thickener is sent back to the treatment process, and the thickened
tailings are pumped and deposited in the Tailings Storage Facility (TSF).
Tailings storage facility (TSF) at Proyecto Riotinto
Riotinto’s TSF covers an area of 501 Ha and consists of three sections (Gossan, Cobre and
Aguzadera). The sections known as “Cobre” and “Aguzadera” are the ones currently
receiving tailings.
The construction methodology of the TSF uses the ‘centreline’ method. For the design of
the upgraded, a total of 44 million tonnes of waste rock material from the open pit will be
used to reinforce the existing wall.
We are committed to the safe and responsible management of our tailings through the
application of the best available surveillance techniques and the best industry standards.
The project now in execution was designed by companies of recognised competence and
experience in this type of infrastructure and the design. Construction and operation is being
reviewed by independent international and national bodies, including:
• The Geological and Mining Institute of Spain
• The Higher Technical School of Mining Engineers
• Knight Piesold Consulting
See more details about TSF description in GISTM public disclosure report
TSF governance
Proyecto Riotinto’s Major Accident Prevention Policy serves as the basis for the Safety
Management System implemented by the company.
The general manager of Proyecto Riotinto is ultimately responsible for TSF safety, reporting
directly to the board and the CEO.
Reporting to him are the head of mine and technical services, who is also responsible for
the construction of the dam, and the director of security who is responsible for monitoring,
oversight and official reporting of TSF safety. These two have technical teams and manage
the facility on a day-to-day basis, communicating regularly with the general manager and
meeting weekly. We are currently working to align our governance to Global Industry
Standard on Tailings Management (GISTM) requirements.
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TSF surveillance: Minerva #Smartgeocontrol’
To manage tailings facilities safely and comprehensively, we have applied the best
surveillance techniques available in our industry.
‘Minerva #Smartgeocontrol’ is the name that Atalaya has given to this ambitious R&D&I
project for the monitoring of mining structures at Proyecto Riotinto (pits, dumps and TSF).
Minerva ensures the analogue-to-digital transition of monitoring as well as continuous, real-
time control. This has allowed us to create a system of alerts and alarms for any detected
deviation from established safety thresholds.
To date, Minerva is already monitoring the TSF at Proyecto Riotinto, as well as the stability
of the Corta Atalaya pit in the San Dionisio work area.
From 2020 to end-2024, Atalaya invested €5-7 M in the Minerva #Smartgeocontrol project.
Please see “Spotlight: Application of Minerva in the surveillance of the Proyecto Riotinto
TSF” for more details
External inspections
Our TSFs are inspected regularly by external, independent and qualified personnel. Every
month inspections agency APPLUS carries out exhaustive monitoring of the control and
geotechnical surveillance of the TSF.
The results are included in a quarterly report issued by this entity and sent to the
administration. APPLUS verifies the progress and results obtained under the “Minerva” and
“Stone” monitoring.
All APPLUS reports carried out in 2024 had a favourable conclusion.
Furthermore, the Andalusian regional government created an expert commission in 2023
to monitor the safety of waste facilities at large mining projects. This commission will review
the safety of the Riotinto TSF within the scope of its competences, although our TSF has
yet to be monitored.
Global industry standard on tailings management (GISTM)
We have committed to align with GISTM by the end of 2026. The standard was the product
of the Global Tailings Review, co-convened by the United Nations Environment Programme
(UNEP), Principles for Responsible Investment (UNPRI), and the International Council on
Mining and Metals (ICMM).
We are adapting our internal governance systems according to the standard and overseen
by the Sustainability Committee.
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In 2024 we conducted a gap analysis with GISTM and published our first report in
compliance with Principle 15 on disclosure.
We are moving forward on governance by identifying the main roles of the standard inside
and outside the company. We also have an advanced corporate policy on responsible
management of these facilities applicable to all Atalaya operations.
We plan to disclose our progress in a separate report published this year.
Spotlight: Boosting surveillance at Riotinto’s TSF with “Minerva”
Along the perimeter of the Riotinto TSF we have installed an array of geodetic and
geotechnical monitors, to monitor the stability of the TSF structure. Up until recently, these
monitors were read manually i.e., to obtain the data our team had to physically travel to the
sensor location.
Under Minerva, we have digitised these controls remotely and in real time, by creating an
alert system that is operational 24 hours a day, 365 days a year. This has fundamentally
changed the extent and quality to which we can monitor the TSF and dramatically enhanced
our ability to avert accidents by keeping the tailings secure.
The geodetic instruments monitor the outermost part of the TSF, i.e. the retaining walls.
Through Minerva, a network of sensors and prisms installed on the surface of the wall are
controlled by a special remote and continuous instrument (“Total Station”), recording data
every hour, continuously. The sensors detect possible movements, accurate to within a
millimetre, as well as speed of movement.
Possible movements in the wall are controlled by a ground radar which feeds back readings
every two minutes in real time, as well as a slow-motion analysis of daily readings.
The geotechnical instruments monitor any activity inside the walls. A network of
inclinometers and piezometers record data on the internal wall structure, such as water
pressure, levels and displacements.
The data collected from these monitors is controlled and visualised from the “Geomonitoring
Hub”. This specialist software allows the data to be visualised and interpreted in real time
by our round-the-clock expert supervision team who interpret the data recorded.
We started implementing Minerva in 2020 and as of 2024, 80% of the TSF surveillance is
under this system. By the end of 2025, it will cover all TSF monitoring.
Project Stone
Stone is a research project within Minerva, a consortium with Spain’s prestigious scientific
research and technological development agency CSIC (Centro Superior de Investigaciones
Científicas). Under Stone, we are researching how to take monitoring the tailings facility
one stage further, investigating the application of three state-of-the-art techniques:
1. INSAR (Interferometric Synthetic Aperture Radar) technology: monitoring what is
happening on the surface of the TSF by analysing satellite images, in this case,
taken by Copernicus. This satellite takes one image of the TSF every six days, and
any anomaly can be detected and tracked.
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2. Ambient noise: this involves eliminating all external noise from the structure, caused
by trucks, mine drills, etc., to study only the noise of the TSF and monitor it. Changes
in noise can indicate anomalies in the structure.
3. Geopotential fields: this technique seeks to know what is happening in the subsoil,
at depth. By detecting anomalies there, we can forecast consequences at the
surface.
When ready, the results of these Stone techniques will be incorporated into the Minerva
hub.
6. Local Communities
Milestones 2024
• Launch of “Riotinto Experience” tourist attraction, to promote knowledge of the
history of mining and its current operating reality
• Community roundtable “Circulo de Dialogo” set up to encourage and gather local
feedback
• Investment, through our Atalaya Riotinto Foundation, in renewable energy projects
that help the energy transition of our neighbouring communities.
• Fifth edition of the Mining Facilities Technical Operator Course organised by the
Atalaya Riotinto Foundation.
Goals 2025
• Building a new viewing point at Corta Atalaya
• Programme of awareness-raising visits to high schools
• Commemoration of 10
th
anniversary of operations at Riotinto conducting a local
perception survey
Commitment to our communities
Our economic activity as a mining company is the lifeblood of local communities. We have
close ties to our neighbours because we share an interest in their long-term social,
economic and environmental prosperity.
Most of our staff and contract workers are from nearby towns and our activities have an
effect on business and prosperity. As responsible operators, we aim to improve the social
and economic fabric for the long term.
Moreover, our impact on the physical elements that shape the landscape mean we have
responsibilities to the environment and the communities who live there.
Underpinning these links are history and culture. The Riotinto mine, for example, dates back
to the era before the Phoenicians and is part of the Huelva region’s identity.
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All in all, our focus is on developing trust to help build the economy of the future. As we
seek to extend our operations sustainably, we keep lines of communication open with the
local community and do all in our power to keep the relationship strong and fluid. At Proyecto
Riotinto we work with the community through the Atalaya Riotinto Foundation, and in Touro
we work with them through the TERRAS program (a Spanish acronym for Transparency,
Ethics, and Genuine Environmental and Social Responsibility) (see section xx below).
In addition to corporate governance tools and a sustainability policy, Atalaya has a
corporate Community Relations Policy approved by the board which guides our social
responsibility.
Community engagement approach
Proyecto Riotinto (Huelva, Spain)
At Atalaya we seek to ensure sustainable development in our surroundings, striving to
create a greater value for society beyond our business goals by aligning these with social
expectations and needs. That means we actively support and develop initiatives in the
community that foster long-term prosperity and provide opportunities for local residents to
share in the benefits of our business.
Fundacion Atalaya Riotinto (Atalaya Riotinto Foundation)
The Atalaya Riotinto Foundation is a non-profit organization with its own board of trustees
which promotes local social investment initiatives. It works hand-in-hand with town councils
in the Minas de Riotinto district region, that is, Minas de Riotinto, Nerva, Berrocal,
Campofrío, La Granada de Riotinto, El Campillo and Zalamea la Real.
Its mission is to focus on local development, providing ideas and resources for education,
culture, social welfare, environmental conservation, employment and economic
diversification, and is aligned with United Nations’ Sustainable Development Goals. In 2024,
the foundation invested €963,000 in the following ways to benefit the local community:
• Promoting and developing cultural and artistic activities.
• Encouraging employment through training programs for groups with specific
challenges.
• Implementing educational programs and training for the development of local
residents, as well as promoting research, development, and innovation. A new
series of secondary school talks and a university event is scheduled in 2025 to raise
awareness about sustainable mining.
• Promoting respect and care for nature and the adoption of protective measures for
natural resources.
• Fostering local development strategies, tourism, innovation, and quality standards,
enhancing technological training for the population, and supporting corporate social
responsibility.
The foundation also publishes its own report to keep its stakeholders updated on its
activities (Link).
One of the foundation’s most important tasks is to suggest, sponsor and support education
initiatives. Amongst these, it offers a free “Mining Facilities Operator” course for unemployed
people from the region, the fifth year it has done so. This is designed to facilitate access to
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job opportunities and meet the needs of contractor companies who often face challenges
finding suitable professional profiles nearby. Twenty positions are offered to residents from
local towns who complete specialized training in specific industrial and mining facility
operations.
The foundation also plans to hold talks in local education centres to encourage young
people to choose a mining career.
Aside from that, the organisation also has agreements with local municipalities to contribute
to projects and initiatives that improve quality of life for local people. This has included
initiatives to promote environmentally friendly power facilities, such as installing solar panels
on public buildings and low-energy street lighting. This not only makes nearby towns more
environmentally friendly and shrinks their carbon footprint but allows cost-savings which
can be directed to other community-friendly projects.
Finally, Atalaya is very focused on fostering alternative industries and economic growth
opportunities aside from mining. The objective is to provide future sources of income once
mining operations dwindle. This means Atalaya supports several initiatives with a strong
focus on tourism, which have tremendous potential due to the spectacular heritage and
landscape of the region. It maintains a solid relationship with Río Tinto Foundation, a
separate and longstanding non-profit operator run by senior local figures, that has
successfully established a mining heritage-based tourism operation and is now developing
new attractions in collaboration with Atalaya and its own foundation. (see “Riotinto
Experience” section below).
Stakeholder communication approach
At our only operating mine, one of the ways we stay in touch with the surrounding
communities is through our stakeholder communication procedure, audited internally and
externally and available on our internal management system.
Stakeholders and interested parties can thereby make requests, complaints and express
opinions. Our team follows up on a daily basis and responds to messages as stipulated,
with a 15-day deadline for replying.
In 2024, we received 1 information request and 2 complaints regarding interactions with the
surrounding neighbourhoods through this channel.
One example is a submission by the Mayor of El Campillo, who complained of noise
disturbing the community near the new activities in Corta Atalaya waste dumps. The
company immediately commissioned a noise study and built a sound barrier to isolate the
works. These measures were communicated to the mayor and to date seem to have
resolved the issue.
Key initiatives
“Riotinto Experience”
Placeholder: [photo]
“Riotinto Experience” is a specially curated tour designed to promote cultural knowledge
about copper extraction, supported by the Atalaya Foundation in collaboration with the Rio
Tinto Foundation. The Atalaya Foundation has invested in a tour bus and a revamped
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visitors’ centre, aiming to attract 20,000 tourists annually. The tour explores modern mining
operations, emphasizing safety, innovation, environmental respect and copper's historical
link to economic development and current significance to the green transition.
Visitors can observe mining activity at the Cerro Colorado and Corta Atalaya open pits for
a deep-dive into the industry's evolution over hundreds of years.
The purpose of "Riotinto Experience" is to boost the local economy and cultural heritage
well beyond the operating life of the mine itself. We hope to educate and entertain our
visitors in equal measure, giving them a sense of the care that Atalaya takes, the breadth
of our engineering know-how and our state-of-the-art mining installations. We aim to open
the minds of our visitors as to how much the mining industry has changed versus the
outdated public perception it still, unfortunately, has.
Community roundtable (“Circulo de dialogo”)
To ensure community involvement in our plans, we have initiated twice-yearly community
roundtable meetings with local stakeholders, led by our corporate social responsibility
director. This forum fosters ongoing dialogue, idea-sharing and trust, addressing health,
safety, and environmental concerns which will help guide operational decisions.
May’s inaugural meeting gathered nine participants, five of whom were community leaders.
Attendees discussed issues such as the region's reliance on mining, youth migration and
an ageing population, pinpointing the need for infrastructure improvements, careers
training, and the leveraging of historical resources for tourism. Concerns about prioritising
mining over community expectations were also raised, as has happened in the past. While
acknowledging Atalaya’s efforts in heritage and biodiversity, participants urged substantial
investment in local development.
The second meeting in November explored potential improvements in corporate social
responsibility.
Proyecto Touro (Galicia, Spain)
TERRAS (a Spanish acronym for Transparency, Ethics, and Genuine Environmental and
Social Responsibility), is a stakeholder management plan which works towards
environmental, social and economic progress of the Touro Project area.
Through this programme and agreements with many local associations, Cobre San Rafael
reinforces its social commitment to the environment and education, making sport one of the
fundamental pillars of its activity.
In the field of education and integration, the TERRAS programme stands out for its
collaboration with Amicos, an association that works to integrate people with disabilities
through environmental awareness actions.
These and many more social actions consolidate Cobre San Rafael as a company that
wants to collaborate and actively participate in the life of the region.
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Heritage
Mining past and present at Proyecto Riotinto
The origin of mining in Huelva dates back thousands of years. The region which is home to
the Riotinto mines was exploited by the Tartessians, Phoenicians and Romans and
evidence of their activity has been uncovered by expert historians and archaeologists.
Protecting, conserving and enhancing the value of the historical heritage is an essential part
of the company's commitment to society, as reflected in the Environmental Policy of
Proyecto Riotinto and in the transfer and conservation of the existing documents in our
facilities to the Riotinto archive. Riotinto Experience is a way to tell this story to those who
visit the area and a way of fulfilling our responsibilities to look after this heritage and provide
a sustainable future.
In keeping with a special authorisation from the regional government in Andalusia, we have
several duties:
• Archaeological monitoring, protection and documentation of mining project
development.
• Control of earthworks, allowing the collection and documentation of archaeological
artefacts and remains, supervised by the director of the Riotinto Mining Museum. In
2024, we invested over 260 hours in excavation work.
• Archaeological excavations: in 2024, the 8 archaeological excavations that were
under study were completed. The land has been released and 5 final reports are
being drafted, completing 8 years of archaeological excavation work at Proyecto
Riotinto.
7. Responsible sourcing
We at Atalaya are firmly committed to developing our activities in an ethical and sustainable
manner and in 2024, we revised our internal procurement procedure by updating the
categorisation of new suppliers. These actions reflect our belief that a truly sustainable
business values and upholds social responsibility at every level of its operations.
Milestones 2024
• Implementation of an updated form for new suppliers that includes questions on
their ESG approach.
• Updating the categorization of new suppliers based on the level of risk identified
• Guidelines for intervention according to the level of risk identified
• 97% European procurement (93% Spanish procurement vs 89% in 2023)
Goals 2025
- Adopt a complementary due diligence procedure on business partners
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Commitment to responsible sourcing
Being a sustainable company means working with sustainable partners who can deliver the
goods and services that we require. By working with those who follow the same rules, we
can be sure we are acting responsibly across everything we do. Tracking our partners
ethical, social and environmental performance in a global market is increasingly complex,
however. To make sure we are consistently vigilant we have developed an evolving
approach which ensures we are effective.
In this effort, we prize local suppliers in our operating jurisdictions. Not only are they near
enough for us to oversee effectively, but we can also support the growth of the neighbouring
economy by actively sourcing local goods and services. In 2024, Atalaya used 1,039
suppliers
9
and contractors, of which 97% were European (93% Spanish).
Furthermore, we are helping to develop auxiliary businesses, widening our revenue streams
by creating the right kind of collaborative opportunities in the vicinity.
2024
2023
2022
2021
Spanish suppliers
%
93
89.3
90.6
92.0
Management approach
At Atalaya, we endeavour to source our supplies responsibly. We have a Purchasing
Procedure and we have an access form that all new suppliers must complete before
entering into a business relationship with us.
The form has a dedicated ESG section, where the supplier must provide information about
their policies and procedures to address sustainability issues.
Supplier selection and categorisation
With these concerns in mind, we set up an internal platform which ranks and categorises
our suppliers. We ensure follow-up by using enterprise resource planning
software Dynamics AX.
We can visualise and identify suppliers using Power BI, based on their performance, once
on site, in areas such as product quality, pricing, environmental impact, safety measures
and customer service.
We look for evidence of performance with documentation such as ISO certifications and
policies or commitments on environmental, safety, human rights or workers' rights and
annual ESG reporting where appropriate.
To ensure that suppliers meet our responsible sourcing requirements, we have developed
a set of criteria as outlined below:
9
Number of companies with which a business relationship has been maintained during 2024. These 1,039
suppliers include ARM, CSR, AMV and AOM.
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1. All new suppliers are required to meet qualitative, environmental, safety, ethical,
financial standards, based on a questionnaire. And all new suppliers are required to
disclose information on their management of ESG topics:
• We apply specific filters designed by our legal and finance departments to
ensure suppliers comply with our requirements. For example, we ask critical
questions regarding European Union trade sanctions, or, say, conflicts of
interest with other partners.
• We specifically ask about compliance with human rights and slavery laws, as
well as how suppliers are making the appropriate checks and balances. Atalaya
prioritises strict adherence to internationally recognised fundamental human
rights within its sphere of influence. Suppliers are required to uphold and protect
these rights in all activities and must refrain from any form of discrimination
2. We reserve the right to request further clarification, including through independent
third parties, to verify the information provided by the supplier.
3. Once suppliers have filled in the survey, they are classified into one of five categories
according to the level of risk identified.
4. Before negotiating contracts, we hold discussions with our would-be partners. Our
aim is to convey the importance of having first-class suppliers that act with optimal
safety as well as respect for social and environmental norms. Our Code of Conduct
[here] and internal policies must be accepted before they start to work with us.
We expect a final due diligence procedure on business partners to be signed by Atalaya
management in the first months of 2025.
Supplier risk monitoring
Periodically, the departments responsible for managing due diligence, in collaboration with
the Legal Department, review information provided by business partners regarding their
level of risk.
Every six months, these departments submit a report on business partners and the status
of the cases reported (positive and negative) to management. This is completed with an
annual report at the beginning of the year.
We actively assess and mitigate risks within our supply chain by meticulously examining
both global and local factors, using our own in-house system. We value ethical and stable
relationships with external collaborators whom we select based on principles of prudence,
due diligence and evaluation to avoid any association with malpractice or unethical
behaviour.
Because no procurement system can be exhaustive in our globalised world, we have
several other ways of verifying that criteria are being met.
One of these is to make sure we keep abreast of news and transformative events. For
example, our system alerts us to changes in ownership among our suppliers. But there may
be news of this via our own professional networks or in published information sites months
in advance. This might trigger a change in operating criteria and a step up or down in the
ESG criteria of our partners.
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Maintaining strong relationships and exchanging information with our peers is also
important, as some may be closer to international suppliers than we are for cultural or
geographical reasons.
We also regularly take part in conferences and networking events where we can keep a
close eye on potentially relevant developments which affect relationships in our supply
chain.
Environmental and social monitoring
Once onboarded, we continue to monitor through audits and alerts to detect potential
adverse incidents. The environment and safety departments audit their performance and
any incidents detected are reported for consideration when reassessing the supplier.
Our system demotes suppliers if they suffer a serious incident, sending an alert to our team.
It also informs us of positive information which could boost their ranking, for example, the
award of a major government contract.
2024
2023
2022
2021
Suppliers assessed for environmental impacts on site
number
20
21
25
18
Suppliers assessed for social* impacts on site
number
29
14
42
37
* Health and Safety
In 2024, during the inspections carried out by the environmental department of Proyecto Riotinto, 20
contractor companies on site were detected with minor deficiencies in their environmental
management at Proyecto Riotinto´s facilities. All of them “minor” (e.g. poor waste segregation). None
of the deviations detected had any impact on the environment, and they were rectified immediately.
None of the suppliers identified as having potential adverse environmental impacts ended their
contractual relationship with Atalaya.
In 2024, during the inspections carried out by the H&S department of Proyecto Riotinto, 29 contractor
companies on site were detected with deficiencies in their H&S management at Proyecto Riotinto´s
facilities. None of the deviations detected had any significant impact, and they were rectified
immediately. None of the suppliers identified as having or potentially having negative social impacts
have ended relationships with the Company, as these impacts were resolved.
8 Human rights and modern slavery
Commitment to human rights and modern slavery
We strive to uphold, support, and fulfil the human rights of all individuals affected by our
operations and we integrate human rights considerations into all aspects of our work.
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We also acknowledge the potential impact our business activities may have on human
rights, and we assume responsibility for promoting and implementing measures to uphold
them. As members of the UN Global Compact initiative, we have committed to compliance
with the Human Rights Principles (Principles 1 and 2) of the UN Global Compact, derived
from the Universal Declaration of Human Rights.
We operate in a jurisdiction characterized by stable political and economic conditions, with
a low risk of human rights violations. Nonetheless, we do acknowledge the possibility of
being linked to modern slavery practices through our supply chain. We thus also
acknowledge the importance of managing residual issues that may arise from our activities
and our Code of Conduct makes specific mention of human rights.
Management Approach
Our commitment to ensuring fair working conditions and mitigating potential risks related to
modern slavery within our business operations is set out in our Prevention of Modern
Slavery Policy and related statement.
Our Prevention of Modern Slavery Policy ensures we act ethically and with integrity in all
our business relationships, implementing and enforcing effective systems and controls to
ensure slavery and human trafficking are not taking place anywhere in our supply chains
(see Supply Chain section). In 2024, no incidents of modern slavery were identified in our
operations or supply chain.
Our Code of Conduct also prioritizes strict adherence to internationally recognised
fundamental human rights within its sphere of influence. All suppliers are required to uphold
and protect these rights in all activities and must refrain from any form of discrimination
based on various factors.
We also have the following policies in place relevant to modern slavery, which we
continuously review and update: our Code of Business Conduct & Ethics; Anti-Bribery &
Anti-Corruption Policy; and the Whistleblower Policy, all of which can be found on our
website.
9 Innovation and Technology
Innovation
Innovation helps us to continually improve process efficiency, driving resilience for the long
term.
Milestones 2024
• Consolidation of our collaboration network with public and private sector entities
• Strategy for efficient water consumption developed, aimed at closing water cycles
within the process and searching for alternative water sources.
• Continued process improvement, with focus on energy efficiency and production
optimisation.
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• Conducted several studies to process complex polymetallic ores with different
international laboratories.
• Began construction of a pilot plant to study complex minerals
Goals 2025
• Launch pilot plant for the treatment of complex minerals onsite
• Innovation in treatment of acidic waters
• Continue to expand external innovation and research collaborations
Commitment to fostering innovation
Innovation is crucial to making our operations more sustainable. By trialling new production
methods, we can make significant cost and energy savings. This in turn allows us to reduce
our carbon footprint more quickly, extend the life of the mine and speed up the transition to
a green economy in which copper is a key element.
Management approach
The innovation team works across Atalaya’s different departments, identifying potential
research subjects that might solve key challenges in our operations. These can vary widely
but our main focus is to improve productivity, efficiency and sustainability, whether that be
in processes, use of energy and water, recycling or recovery of critical metals.
Indeed, the Proyecto Riotinto general manager meets the innovation department twice a
month to communicate progress, give direction, support and green light project ideas and
approaches. The innovation team is always on the lookout for possible projects that might
be eligible for funding or need partnerships with third parties to solve identified challenges.
We seek public funding where possible, depending on the technology being tested, and
collaborate widely with external partners on national and European projects, both private
and public. If the results are good, we consider investing further.
We also contribute to research papers to disseminate our learning to the wider scientific
and business community, where merited.
Key initiatives
We are currently immersed in several scientific innovation projects to improve yields and
our sustainability as a miner. The most important are as follows:
Pilot plant to study complex minerals
In 2025 we plan to launch and equip a mini-pilot plant onsite to study the complex minerals
we expect to mine from the San Dionisio, San Antonio and Masa Valverde deposits. A
detailed proposal was presented and approved by management in 2024 and the purchase
of the first equipment was made. Site development, as well as the final assembly of
equipment and installations, is planned for the first quarter of 2025 and the plant is expected
to be operational by the summer.
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Complex mineral processing
Since 2020 we have been working on a research project to concentrate complex ores. The
study included the use of new concentration technologies which, if successful, may unlock
the potential of the ores within the Iberian Pyrite Belt.
Water treatment
We have continued research on the treatment of acidic waters at different locations around
the mine site. The aim is to turn challenging streams into resources and potentially reduce
environmental impacts while adding economic value. This process will produce water with
optimal characteristics to incorporate into Atalaya's water supply.
This project is a collaboration with many entities, one of the main partners being the
University of Seville. Working with a Finnish company, we conducted some lab-scale tests
at the Atalaya facilities this autumn as well as a pre-industrial scale-up with encouraging
results.
New collector tests
In collaboration with an energy company and a European university, we are conducting
tests to evaluate the performance of oily collectors as alternatives or complements to
current collectors in sulphide mineral flotation. By using reagents that are more eco-friendly,
this will potentially optimize flotation performance while reducing environmental footprint.
RIS-Income
Atalaya is one of a group of companies which has teamed up to build a digital tool to monitor
and manage ESG indicators for regulatory and financial compliance, a huge challenge for
the mining sector.
The RIS-Income project, funded by EIT Raw Materials
10
is focused on creating a digital tool
to streamline ESG compliance and reporting for the mining industry against the CSRD. This
tool will help mining companies adhere to European Sustainability Reporting Standards,
using digital taxonomy and undergoing external verification as required. By improving
transparency and simplifying reporting processes, the software aims to strengthen mining
firms’ social license, enhancing trust with stakeholders, encouraging community
acceptance and attracting investment.
Atalaya’s specific role is to test the tool and give feedback.
IT and Cybersecurity
Keeping digital infrastructure and data robust is pivotal to the efficiency and reliability of
modern mining operations. A breach could endanger our staff and disrupt our business by
leaking sensitive information or potentially damaging critical systems. Beyond that, we seek
to ensure minimal downtime in our IT systems and in our communication channels in the
event of a hardware or software issue.
10
EIT Raw Materials is a networking organisation, co-funded by the European Union, based in
Berlin and committed to supporting Europe’s transition to a green, circular and digital economy
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Milestones 2024
• We have continued migrating our ERP to the new cloud version.
• An external audit of our cybersecurity processes has been conducted.
• Immutable servers have been integrated to improve backup systems.
• A Security Information and Event Management (SIEM) service has been contracted
for external 24-hour monitoring of cybersecurity events.
2025 Goals
• Complete the process of migrating our Dynamics 365 to the cloud.
• Document all company cyber security policies and the IT Security Master Plan,
approved by management and communicated to all employees.
• Implement new IT security systems, including AI-controlled Network Detection and
Response (NDR).
• Implement more robust blocking systems for ransomware attacks and implement
anti-ransomware systems.
• Reinforce the IT department with specialised cybersecurity staff.
Create an accessible data lake, unifying enterprise information for performance
reporting.
Management approach
Keeping our IT systems secure and functional is a strategic priority for Atalaya and we
oversee this objective in a number of ways.
We adopt and consistently implement the recommendations of the Centre for Internet
Security (CIS), to prevent and mitigate cyberattacks, led by our own specialist staff and
external cybersecurity consultants. However, our goal in 2025 is to build and integrate all
measures into a specific cybersecurity policy to strengthen our overall IT system resilience,
overseen by the board.
To encourage defensive IT security practices, we hold phishing simulations at least twice a
year and cybersecurity training to make sure staff are aware of and prepared for possible
attacks.
In the past year we have had no cyberattacks.
While we are building our formal security procedure, we have back-up policies that ensure
the availability and recovery of critical information in case of incidents. In 2023 we set up an
immutable secondary data repository in the Cloud.
Annual audits of system security as well as anti-virus and cybersecurity and support are
provided by external specialists.
Our plan aims for minimum downtime in resources and communication, including aspects
such as restructuring the corporate network, segmentation of production, management, and
administration networks, backup copies between sites, monitoring systems, perimeter
firewalls and improved authentication, among others as we deem necessary.
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Key initiatives
This year, Atalaya went through a cybersecurity audit conducted by an external specialist
firm. Following the report findings, an action plan with specific milestones and deadlines
was developed to enhance our IT security stance.
In 2024 we also continued to work on several initiatives from last year such as:
• Automation of management of approximately 15,000 warehouse delivery notes
using a scanner is currently in the testing phase as of October 2024, with plans for
full implementation within the same year.
• Migration of the communications operator, improving the service and reducing cost,
was completed by December 2024
• Development of Isolation and Lockout Permissions (PAB) management in AX was
implemented in the first quarter of 2024.
10 Financial performance
Our commitment to sustainability is integral to our long-term financial
success
Our financial health is directly tied to our sustainability as a company. To remain viable in
the long term, we recognize that we cannot focus solely on short-term profits; that is why
we have integrated robust environmental, social, and governance practices into our core
strategy.
This is driven by regulators, investors and communities who increasingly demand
accountability and sustainability in operations. Failing to meet these expectations can lead
to damage to the environment, lost opportunities and reputational risk.
By integrating sustainability into our goals, we are also capitalizing on new opportunities.
Companies that are forward-looking in their environmental and social practices tend to be
more resilient to economic changes, from regulatory shifts to resource scarcity. By pursuing
a strategy rooted in ESG principles, we can better attract and retain investors who seek
stable, ethical investments and partners who prioritize long-term growth over short-term
gains.
Ultimately, a sustainable approach enables us to allocate resources wisely, build trust with
stakeholders and strengthen our competitive position. When our operations respect
environmental limits and serve the communities in which we work, we’re not just reducing
risks and costs; we’re setting the stage for future growth and innovation.
Financial Highlights
Unit
2024
2023
Revenues
M€
326,8
340,346
EBITDA
M€
66,4
73,100
Dividend per share
(1)
US$/share
0.07
0.09
Realised copper price (excluding QPs)
$/lb
4.19
3.80
Cash cost
$/lb payable
2,91
2.79
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All-in sustaining cost (AISC)
$/lb payable
3,26
3.09
Net cash position
M€
35,09
54,320
Cash at bank
M€
52,88
121,007
(1)
Represents the total dividend for each fiscal year, consisting of an Interim Dividend (paid) and a
proposed Final Dividend (subject to shareholder approval at the 2025 AGM)
Goals in our financial management
The main goal of our financial strategy is to create value for our shareholders and stability
for our staff. We do this by overseeing the positive performance of the company with a
tight rein on costs and maintaining a robust balance sheet.
That allows us to steer our finances to consistently meet market guidance on production
and profitability.
Supporting operation growth through improvements in financial
management
Making financial management more efficient has been a priority in the past few years.
Through staff training and the adoption of new technologies, we have enhanced our
efficiency in handling processes and transactions by actively incorporating digital tools. That
means our processes are not just more automated and accurate but more transparent,
allowing us to increase productivity as a department.
Copper market overview
In 2024, global copper mine production increased by approximately 4%, with concentrate
production rising by 2.8% and solvent extraction-electrowinning (SX-EW) growing by 9.2%
(Source: ICSG). Key producers such as Chile, Peru, and the Democratic Republic of the
Congo (DRC) contributed significantly to this growth. Chile continued its recovery from
weather-related disruptions experienced in 2023, while Peru benefited from the ramp-up of
new mining projects. The DRC remained a pivotal player, particularly due to its copper-
cobalt production for electric vehicle (EV) batteries.
Despite this production growth, concerns about longer-term supply persist. Few large scale
mines are currently in development and many of the largest operations globally are
experiencing grade decline and require significant investments in order to maintain.
See more details about the copper market and financial performance in our Annual Report
Economic performance in 2024
2024
2023
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Economic value generated
Revenues
€
326,796,930
340,346,261
Economic value distributed
Cash operating costs (indicate
exclusions)
€
(277,401,178)
(284,431,861)
Wages and salaries; other payments and
benefits for employees
€
(27,867,707)
(25,756,000)
Payments to capital providers
€
(10,306,355)
(11,476,556)
Payments to the government (by country)
- Spain
€
0
2.210.302
Payments to the government (by country)
- Cyprus
€
(2,613,836)
(2,977,901)
Payments to shareholders
€
n/a
n/a
Investments in the comunity
€
(963,003)
(709,642)
Economic value retained (Economic value
generated - Economic value distributed)
€
7,644,851
12,783,999
Financial assistance received from
government
Tax breaks
€k
6,297
6,852
Tax credits
€k
(2,528)
(2,863)
Subsidies awarded
€
0
0
Investments grants
€
0
0
Investments research and development
grants and other relevants types of grants
€
0
0
Awards
€
0
0
Exemption from royalty payments
€
0
0
Financial assistance from Export Credit
Agencies (ECAs)
€
0
0
Financial incentives
€
0
0
Other financial benefits received or
receivable from any government for any
operation
€
n/a
n/a
Taxes on profit paid (1)
M€
(2.6)
(5.2)
Public subsidies received (2)
M€
3,769
3,989
Level of development of significant
infrastructure investments and services
supported
€
n/a
n/a
(1) Tax payment to governments. Please refer to “Payment to Government Report”
on Atalaya’s website.
(2) Calculated as sum of tax credits and tax breaks. For further information please refer to annual accounts report
(note 10 -Annual Report)
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Annexes
Report Methodology
Terms of reference/Reporting Framework
This report has been prepared with reference to GRI Standards and to respond to the
contents of Law 11/2018 on non-financial information. Likewise, it responds to GRI Mining
Sector Standard which is voluntary as of now, with the goal of improving transparency. The
report also responds to some indicators proposed by the “Metals&Mining” sector standard
of the SASB initiative through its contents.
Reporting principles followed in the annual report
The following principles have been considered to ensure the correct collection, quality, and
processing of information:
• Stakeholder participation. This report has been drawn up, considering stakeholders’
expectations concerning our activity and main strategic themes. The report provides
information on who the stakeholders are, the relationship maintained with them and
how these expectations are identified and considered.
• Context of sustainability. An assessment has been made of how the activities and
services provided by Atalaya Mining Copper S.A interact with the economic,
environmental and social context in which the Company carries out its activity. This
analysis has been considered in the design of the content of the report.
• Materiality. To define the most relevant sustainability aspects for the Company, a
materiality study has been carried out. The methodology used to identify the material
aspects is detailed below.
• Completeness. Once the material aspects have been identified, sufficient
information has been communicated about them, providing a complete picture of
Atalaya Copper S.A in the reporting period for stakeholders to understand its
evolution, results, and current situation.
Principles for the processing and quality of information
• Balance. This report reflects both the positive and negative aspects of the
Company’s performance and provides an objective and comprehensive view of its
overall development.
• Comparability. Information from previous years (2021, 2022 and 2023) has been
included in this report to make it easier for stakeholders to analyse the evolution of
the Company’s performance in recent years and compare it with other organisations.
• Precision. The information included is presented in a precise and detailed manner
to meet the expectations expressed by stakeholders.
• Timeliness. Atalaya Mining plc will publish an annual update of this report’s contents
to provide its stakeholders with regular access to information about its performance.
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• Clarity. To avoid misleading inaccuracies or the omission of important information,
the Company presents information on its situation in a way that is accessible and
clear to all its stakeholders.
• Reliability. Throughout this report, Atalaya Mining plc has detailed the process
followed for its preparation, laying the foundations so that in the future, the content
included may be subject to an external review and evaluation to assess the quality
and degree of materiality of the information.
Materiality assessment
The standards published by the GRI Sustainability Reporting Guidelines require
organisations reporting in accordance with their requirements to conduct a materiality
assessment to help them determine the content to be covered. According to GRI, a material
topic reflects a reporting organisation’s significant economic, environmental and social
impacts; or substantively influences the assessments and decisions of stakeholders. In
sustainability reporting, materiality is the principle that determines which relevant topics are
sufficiently important that it is essential to report on them.
The materiality assessment performed was based on the list of sustainability aspects
proposed by GRI. In addition, other relevant aspects for both the Company and its
stakeholders have been included, which have been identified in the different sources
considered in the analysis (benchmarking of companies in the sector, internal interviews,
press analysis, sustainability index requirements, analysis of other internal Atalaya
documentation, etc.). The materiality of each of the sustainability aspects of interest to the
Company was then been assessed, and the results have been captured in a materiality
matrix with a double axis:
• Significance of impacts on/from Atalaya Mining Copper S.A
• Significance to stakeholders
• The materiality assessment was first conducted in 2021 and some minor changes
were made after its review in 2022. It was again revised in 2023 and 2024,
concluding that the Company, its operations, and the external factors affecting these
have not experienced material shifts in the past year. Therefore, no changes in the
materiality analysis and associated reporting were deemed appropriate. The most
prominent material topics continue to be product safety, environmental responsibility
throughout the mine’s life cycle, local development, circular economy and efficient
resource management, and health and safety.
The assessment will be reviewed annually to ensure it accurately reflects the Company’s
reality and strategy, and the expectations of internal and external stakeholders.
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Sustainability Data
OUR PEOPLE
Atalaya Mining Copper general workforce (1)
2024
2023
2022
2021
Total number of employees
494
482
494
503
By gender
Female
104
96
91
85
Male
390
386
403
418
By age
Under 30 yeras old
40
45
59
74
30-50 years old
345
337
329
343
Over 50 years old
109
100
106
86
By professional category
Management
21
17
18
17
Administratives
58
53
51
50
Technicians
108
103
101
101
Mine and plant operators
307
309
324
335
By district
Riotinto District
464
453
468
485
Touro District
16
16
15
15
Extremadura District
10
10
8
Nap
Other (Cyprus)
4
3
3
3
Total number of employees with permanent
contract
462
447
442
423
By gender
Female
95
91
84
73
Male
367
356
358
350
By district
Riotinto District
432
419
417
406
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Touro District
16
16
14
14
Extremadura District
10
9
8
Nap
Other (Cyprus)
4
3
3
3
Total number of employees with temporary
contract
32
35
52
80
By gender
Female
9
5
7
9
Male
23
30
45
71
By district
Riotinto District
32
34
51
79
Touro District
0
0
1
1
Extremadura District
0
1
8
Nap
Other (Cyprus)
0
0
0
0
Total number of employees in part time
7
8
7
5
Female
3
5
5
3
Male
4
3
2
2
Total number of employees in full time
487
474
487
498
Female
101
91
86
82
Male
386
383
401
416
Number of disabled personnel
6
5
5
5
% local employment (cuena minera) (Proyecto
Riotinto)
67
68
68
68
% de empleo local (Cuenca Minera +Valverde+
Beas; Galicia, Badajoz, Chipre)
72.5
73
72,5
Nav
(1) Data at year end. included Proyecto Riotinto + Masa Valverde + Proyecto Touro + Ossa Morena+ Cyprus office and London office
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Atalaya Mining Copper average workforce (2)
2024
2023
2022
2021
Number of Indefinite term employment contract
475.39
447.08
434.42
408.5
By gender
Female
97.46
87.33
82.5
70.5
Male
377.93
359.75
351.92
338
By age
Under 30 yeras old
28.11
44.33
44.08
44
30-50 years old
318,93
311.5
281.17
292.5
Over 50 years old
128,35
91.25
109.17
72
By professional category
Management
22.07
17.58
17.5
17
Administratives
54.60
49.75
46.17
39.5
Technicians
111.78
95.92
92.5
86.5
Mine and plant operators
286,93
283.83
278.25
265.5
Number of temporal term employment contract
23,82
37.92
65.08
80
By gender
Female
6,67
7.17
7.42
11.5
Male
17,14
30.75
57.67
68.5
By age
Under 30 yeras old
7,78
12.67
20.42
28.5
30-50 years old
14,24
20.25
33.08
42.5
Over 50 years old
1,79
5
11.58
9
By professional category
Management
0
0
0
0
Administratives
2.37
2.92
3.08
8
Technicians
0.5
4.92
9.08
12
Mine and plant operators
20,94
30.08
52.92
60
Number of part time employment contract
7.39
8.08
6.17
7
By gender
Female
4.00
5
4.17
4.5
Male
3.39
3.08
2
2,5
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By age
Under 30 yeras old
2.45
1.75
1.92
2
30-50 years old
2.44
2.33
1
1
Over 50 years old
2.50
4
4
4.5
By professional category
Management
0.50
1
1
1
Administratives
5.86
5.5
5
5.5
Technicians
0.92
1
1
1
Mine and plant operators
1
0.58
0
0
Number of full time employment contract
491.82
476.92
By gender
Female
100.14
89.5
Male
391.68
387.42
By age
Under 30 yeras old
33.44
55.25
30-50 years old
330.73
329.42
Over 50 years old
127.64
92.25
By professional category
Management
21.57
16.58
Administratives
51.12
47.17
Technicians
112.28
99.83
Mine and plant operators
306.84
313.33
(2) Average date per year: the average data of the new employees has been obtained from the monthly closing balance at the start and finish of
each period (ie. January and December).
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Diversity
2024
2023
2022
2021
Percentage of diversity by categories
1. Management
4.44%
3.63%
3.50%
3.38%
Female
22.7%
28.44%
28.57%
29.41%
Male
77.27%
71.56%
71.43%
70.59%
Under 30 years old
0.00%
0.00%
0.00%
0.00%
30-50 years old
44.70%
39.34%
44.29%
47.06%
Over 50 years old
55.30%
60.66%
55.71%
52.94%
2. Administrative staff
11.18%
10.86%
9.86%
9.94%
Female
61.75%
58.86%
64.13%
60.00%
Male
38.25%
41.14%
35.87%
40.00%
Under 30 years old
15.06%
18.99%
21.66%
22.00%
30-50 years old
68.98%
69.46%
61.76%
66.00%
Over 50 years old
15.96%
11.55%
16.58%
12.00%
3. Technicians
21.73%
20.79%
20.34%
20.08%
Female
31.29%
27.93%
23.54%
19.80%
Male
68.71%
72.07%
76.46%
80.20%
Under 30 years old
9.14%
12.23%
12.06%
13.86%
30-50 years old
67.93%
70.00%
65.96%
69.31%
Over 50 years old
22.93%
17.77%
21.99%
16.83%
4. Mine and plant operators
62.64%
64.73%
66.30%
66.60%
Female
9.59%
9.66%
8.88%
8.96%
Male
90.41%
90.34%
91.12%
91.04%
Under 30 years old
8.30%
11.04%
12.56%
14.63%
30-50 years old
70.52%
69.34%
63.21%
69.25%
Over 50 years old
21.18%
19.62%
24.23%
16.12%
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Average wages
2024
2023
2022
2021
Female
40,535.24 €
39,244.07 €
37,731.65 €
35,853.89 €
Male
42,563.47 €
41,115.37 €
38,272.65 €
34,899.25 €
Under 30 years old
33,633.56 €
32,306.44 €
31,073.45 €
27,463.01 €
30-50 years old
40,500.64 €
39,622.34 €
37,879.11 €
34,856.18 €
Over 50 years old
50,434.46 €
48,314.46 €
43,036.78 €
42,413.22 €
Management
108,044.97 €
108,084.12 €
98,020.11 €
93,704.07 €
Administratives
38,175.11 €
38,385.39 €
35,598.96 €
34,534.46 €
Technicians
46,409.71 €
45,405.05 €
42,616.22 €
39,509.42 €
Mine and plant operators
36,873.19 €
35,887.99 €
33,868.25 €
30,821,86 €
Gender pay gap (average remuneration for men to
average remuneration for women) (6)
4.77%
4,55%
1.41%
-2.70%
Ratios of standard entry level wage compared to local
minimum wage
1,134€/month vs
1,676.57€/month
(47.85%)
1,080€/month vs
1,956€/month (81.11%)
1,000€/month vs
1,899.03€/month
(89.90%)
965€/month vs
1,774.29€/month
(83.86%)
(6) Formula for pay gap: Pay gap = (average men salary - average women salary) / average men salary.
Training and education (hours)
2024
2023
2022
2021
Average hours of training undertaken by employees
6,572.00
8,242.10
8,525.70
6,521.00
Female
2,049.00
1,652.60
2,023.30
969.50
Male
4,523.00
6,589.50
6,502.40
5,551.50
Management
436,00
308.00
317.30
93.00
Administratives
994,00
654.00
1,165.30
519.00
Technicians
2.241,00
3,109.00
2,858.45
1,298.00
Mine and plant operators
2,901.00
4,171.00
4,184.25
4,611.00
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New employees
2024
2023
2022
2021
Total number of new employee hires
56
65
48
53
Under 30 years old
17
20
14
20
30-50 years old
30
35
28
19
Over 50 years old
9
10
6
5
Female
20
10
14
7
Male
36
55
34
46
Spain
55
65
48
53
Number of turnover
32
53
39
39
(%) Rate
6.58%
11.17%
7.83%
7.98%
Under 30 years old
6
19
9
8
30-50 years old
11
23
26
21
Female
11
6
4
3
Male
21
47
35
36
Spain
32
53
39
39
Dismissals
Total number of dismissals
8
8
4
2
Female
3
1
2
0
Male
5
7
2
2
Under 30 years old
0
3
0
0
30-50 years old
2
5
3
2
Over 50 years old
6
0
1
0
Management
1
1
0
0
Administrative staff
0
1
1
0
Technicians
5
1
0
0
Mine and plant operators
2
5
3
2
Absenteeism
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Hours of absenteeism
62.741
11
54.766
62.480
60.934
Percentage of absenteeism
7.51%
6.97%
7.42%
7.05%
Parental leave
2024
2023
2022
2021
Total employees entitled to parental leave
43
26
28
26
Female
11
3
5
3
Male
32
23
23
23
Total of employees that took parental leave
43
26
28
26
Female
11
3
5
3
Male
32
23
23
23
Total of employees that returned to work in the reporting period
after parental leave ended
40
26
27
26
Female
11
3
4
3
Male
29
23
23
23
Total of employees that returned to work after parental leave
ended that were still employed 12 months after their return to
work
40
26
27
0
Female
11
3
4
0
Male
29
23
23
0
11
The absenteeism hours include permitted leaves, totaling 8,822 hours.
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Return to work and retention rates of employees that took
parental leave
43
26
27
26
Female
11
3
4
3
Male
32
23
23
23
HEALTH AND SAFETY
Health and Safety
2024
2023
2022
2021
% Workers covered by an occupational health and safety
management system
100
100
100
100
Number of hours worked
Own employees
761,496
748,758
781,569
821.126
Contractors
1,642,389
1,279,592
1,181,847
1.300.548
Total number (own employees + contractors)
2,403,885
2,028,350
1,963,416
2.121.674
Number of lost days worked
Own employees
50
200
137
168
Contractors
198
78
298
370
Total number (own employees + contractors)
248
278
435
538
Work related injuries (1)
Number of fatalities
Own employees
0
0
0
0
Contractors
0
0
0
0
Total number (own employees + contractors)
0
0
0
0
Total number of Injuries
Own employees
1
5
Contractors
7
4
12
13
Total number (own employees + contractors)
8
8
16
18
Number of high-consequence injuries (2)
Own employees
0
1
0
0
Contractors
1
0
0
1
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Total (own employees + contractors)
1
1
0
1
RATIOS
Lost Time Injury Frequency rate (LTIFR) (3)
Own employees
1.31
5.34
5.12
6.09
Contractors
4.26
3.13
10.15
10.00
Total (own employees + contractors)
3.33
3.94
8.15
8.48
High-consequence injuries frequency rate (4)
Own employees
0
1.34
0
0
Contractors
0.61
0.00
0.00
0.77
Total (own employees + contractors)
0.42
0.49
0.00
0.47
Severity rate (5)
Own employees
0.07
0.27
0.18
0.20
Contractors
0.12
0.06
0.25
0.28
Total (own employees + contractors)
0.10
0.14
0.22
0.25
(1) Total number of accidents or injuries resulting in one or more days off work (including high consequences injuries).
(2) Number of high consequences injuries (classified as such by the Mutual Insurance Company for Industrial Accidents (Mutua de Accidentes de
Trabajo)) due to a serious accident at work resulting in death or damage such that the worker is unable to recover. does not recover or is not expected
to fully recover his or her pre-accident state of health within six months (serious injury or accident). In 2024 we had a serious accident involving a
contractor.
(3) LTIFR is calculated as the total number of lost time accidents(1) per million hours divided by the total number of hours worked
(4) Ratio calculated by the following formula: number of high consequences injuries(2) * 1000000 hours/total hours worked in the year
(5) Severity rate: calculated by the following formula: days lost because of lost time injuries *1000 / total hours worked in the year.
Work-related injuries. Own employees
2024
2023
2022
2021
Main types of work-related injury
Fracture
sprain
sprain
Fracture
Work Accidents by gender:
Female
0
0
0
0
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Male
1
4
4
5
LTIFR by gender:
Female
0
0
0
0
Male
1.64
6.55
6.18
7.37
Rate of gravity by gender:
Female
0
0
0
0
Male
0.08
0.33
0.21
0.25
Work-related injuries. Contractors
Main types of work-related injury
Fracture
Cut wound
sprain
Contusion
Number of Work Accidents by gender:
Female
0
0
0
1
Male
7
4
12
12
LTIFR by gender:
Female
0
0
0
7,77
Male
4.73
3.47
11.27
10.24
Rate of gravity by gender:
Female
0
0
0
0,15
Male
0.13
0.07
0.28
0.31
Occupational diseases and illnesses
2024
2023
2022
2021
Deaths resulting from an occupational disease or illness
Own employees
0
0
0
0
Contractors
0
0
0
0
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Total (own employees + contractors)
0
0
0
0
Recordable cases of occupational diseases or illnesses
Own employees
0
0
0
0
Contractors
0
0
0
0
Total (own employees + contractors)
0
0
0
0
ENVIRONMENT
Units
2024
2023
2022
2021
Materials used
Total of materials that are used to produce and package the
organization’s primary products and services (1)
t
16,025,738
15,907,894
15,614,946
15,938,933
Renewable
t
Non-renewable
t
16,025,738
15,907,894
15,614,946
15,938,933
Recycled input materials used to manufacture the
organization’s primary products and services (1)
%
Principal consumables
125,738
117,796
125,675
116,323
Chemicals products
108,648
98,321
105,744
97,449
Steel (balls)
t
17,090
19,475
19,931
18,875
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Non-mining waste generation and
management
2024
2023
2022
2021
Hazardous
Waste disposed
landfill
tonnes
104
39
41
70
Waste diverted from disposal
Waste recycled
tonnes
147
124
145
148
TOTAL
tonnes
251
163
186
218
Non-hazardous
Waste disposed
landfill
tonnes
0.7
0
308
481
Waste diverted from disposal
Waste recycled
tonnes
3,569.7
3,057
2,994
3,521
TOTAL
tonnes
3,570.4
3,057
3,301
4,002
Water withdrawal
2024
2023
2022
2021
Water withdrawal by source
Surface water (freshwater)
million m3
3.58
4.23
4.92
6.49
Mine site water (rainwater treated in WTP)
million m3
2.30
1.62
1.50
1.10
Third party (municipal water for sanitary use)
million m3
0.028
0.026
0.026
0.029
Total water withdrawal
5.90
5.88
6.44
7.62
Water discharge
million m3
0
0
0
0
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Water consumption (Total water withdrawal- water
discharge)
million m3
5.90
5.88
6.44
7.62
Water we use in ore treatment plant (operational water)
2024
2023
2022
2021
Surface water (freshwater)
million m3
3.58
4.23
4.92
6.49
Mine site water (rainwater treated in WTP)
million m3
2.30
1.62
1.50
1.10
Recycled water (processed water)
million m3
24.43
28.06
24.61
25.53
Total operational water
million m3
30.31
33.91
31.03
33.12
RATIO
2024
2023
2022
2021
Operational water used per tonne of ore processed
1.91
2.15
2.01
2.09
By source:
Surface water
m3/t
0.22
0.27
0.32
0.41
Mine site water (rainwater treated in WTP)
m3/t
0.14
0.10
0.10
0.07
Recycled water
m3/t
1.54
1.78
1.60
1.61
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% recycled water
%
80.60
82.75
79.31
77.08
% Mine site water (rainwater treated in WTP)
%
7.6
4.78
4.83
3.32
% surface water
%
11.80
12.47
15.86
19.60
ENERGY
2024
2023
2022
2021
Energy consumption within the organization
Total fuel consumption within the organization from non-
renewable sources, including fuel types used (3)
julios
6.65E+13
6.96E+13
5.84E+13
4.37E+13
GJ
66,520
69,597
58,371
43,688
Kg
1,560,343
1,632,952
1,369,453
1,016,941
Total fuel consumption within the organization from
renewable sources, including fuel types used
0
0
0
0
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(3)The company's energy consumption data is updated for the years 2021 to 2023. The aim is to improve the data by including only the company's own fuel
consumption (diesel A and B).
Total of:
Electricity Consumption
julios
1.30E+15
1.32E+15
1.31E+15
1.28E+15
GJ
1,297,032
1,324,181
1,311,435
1,277,811
Kwh
360,286,982
367,828,225
364,287,687
354,947,693
Total energy consumption within the organization (2)
GJ
1,363,553
1,393,778
1,369,806
1,321,499
Energy Intensity
Electricity intensity
Kwh/t
processed
22.66
23.29
23.64
22.43
GJ/t
processed
0.082
0.084
0.085
0.081
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GHG EMISSIONS
2024
2023
2022
2021
GHG Emissions
Scope 1 (direct emissions)
1
Gross direct (Scope 1) GHG emissions
t of CO2e
5,132.74
5,577.42
2,395.59
3,170.70
Scope 2 (energy indirect emissions)
Gross market-based energy indirect (Scope 2) GHG
emissions
t of CO2e
93,314.33
96,846.05
100,559.68
92,991.90
Total GHG Emissions (Scope 1 and 2)
98,447.07
102,423.47
102,95.27
96,162.60
GHG Intensity (scope 1 + scope 2)
t of CO2e to
annual
production
0.39
0.41
0.41
0.36
Scope 3 (other indirect emissions)
Upstream categories
Purchased goods and servicies
2
t of CO2e
243,604.06
142,021.54
163,701.61
157,181.75
Upstream transportation and distribution
t of CO2e
79.218,05
69,886.08
61,754.95
64,214.59
Waste generated in operations
t of CO2e
608.50565
618.12
524.30
740.51
Employee commuting
t of CO2e
1,254.96
1,254.96
1,129.85
1,125.18
Downstream categories
Downstream transportation and distribution
t of CO2e
2,084.11
2,355.66
2,402.97
3,308.11
Processing of sold products
t of CO2e
26,981.66
26,677.35
26,701.10
29,778.43
Total Scope 3 GHG Emissions
t of CO2e
353,751.33
242,813.71
256,214.78
256,348.57
1
Include: HFC fugitive emissions, fixed and mobile combustion and organic matter degradation
2
Include: Third-party water consumption, chemical products consumption and explosives consumption for mining
activities
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Other significant air emissions
2024
2023
2022
2021
Nitrogen oxides (NOX)
Kg
Nav
Nav
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Nav
Sulphur oxides (SOX)
Kg
Nav
Nav
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Particles (PM10)
Kg
725,183
672,954
505,395
560,859
SOCIETY
2024
2023
2022
2021
Local Community
Budget dedicated to social activities through Atalaya
Riotinto Foundation
€
963,003
670,667
1,007,597
917,000
% of employees from local community
%
67
68
68,3
68,3
Supply Chain
Total number of suppliers (3)
number
1,039
685
697
677
By región
Spain
%
93
89.3
90.6
92.0
Europe (ex Spain)
%
4
Nav
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Nav
Other (Singapore, Indonesia, Canada, etc.)
%
3
Nav
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Nav
By Atalaya company
Atalaya Riotinto Minera S.L.U (ARM)
%
66
Nav
Nav
Nav
Cobre San Rafael (CSR)
%
18
Nav
Nav
Nav
Atalaya Masa Valverde (AMV)
%
8
Nav
Nav
Nav
Atalaya Ossa Morena (AOM)
%
8
Nav
Nav
Nav
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Number of new suppliers registered in the year
number
251
Nav
Nav
Nav
New suppliers assessed against ESG criteria
%
100
100
100
100
Suppliers identified as having significant actual and potential
negative environmental impacts with which improvements
were agreed upon as a result of assessment
number
0
0
0
0
Suppliers identified as having significant actual and potential
negative social impacts with which improvements were
agreed upon as a result of assessment
number
0
0
0
0
Suppliers identified as having significant actual and potential
negative environmental impacts with which relationships
were terminated as a result of assessment
number
0
0
0
0
Suppliers identified as having significant actual and potential
negative social impacts with which relationships were
terminated as a result of assessment
number
0
0
0
0
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GRI Index
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GRI STANDARD
DISCLOSURE
Page / Section Reference
General disclosures
GRI 2: General
Disclosures 2021
2-1
Organisational details
Atalaya Mining Copper S.A
Registered office details: Paseo las Delicias, 1 - 3, Sevilla (Andalusia, Spain)
About Us: Atalaya at A Glance
2-2
Entities included in the organisation’s
sustainability reporting
Our ownership structure as of December 2024
2-3
2-3 Reporting period, frequency and
contact point
The Atalaya financial and non financial information reports covers the period
Contact Details for sustainability issues:
2-4
2-4 Restatements of information
Not applicable for this reporting period.
2-5
External assurance
PricewaterhouseCoopers Auditores, S.L.
The external verification is conducted on annual basis
2-6
Activities, value chain and other business
relationships
About us: Atalaya at a glance
Our value chain
Stakeholder engagement
Supply Chain
Also, you can visit https://atalayamining.com/
2-7
Employees
Our People
See Sustainability Data annex
2-8
Workers who are not employees
Our People
See Sustainability Data annex
Average number of contractor workers at the Riotinto mine in 2024: 785. This is
the average workforce in 2024 of all collaborating companies. This is an
estimated figure according to our record systems.
2-9
Governance structure and composition
Corporate governance
Annual Report
2-10
Nomination and selection of the highest
governance body
Corporate governance
Annual Report
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2-11
Chair of the highest governance body
Corporate governance
Neil Gregson, Chairman of the Board of Directors
Annual Report
2-12
Role of the highest governance body in
overseeing the management of impacts
Corporate governance
The Board of Atalaya Copper S.A delegates authority over the management of
economic, social, and environmental issues to the Chief Executive Officer and
other members of the Company's senior management. Periodically, through its
meetings, the Board supervises the actions carried out.
2-13
Delegation of responsibility for managing
impacts
Corporate governance
Annual Report
2-14
Role of the highest governance body in
sustainability reporting
Corporate governance
The Director of the Sustainability Committee, also member of the Board of
Directors, is responsible for reviewing and approving the reported information.
2-15
Conflicts of interest
Directors of the Company shall disclose in writing conflicts of interest to the Board
or request to have entered in the minutes of meetings of the Board the nature
and extent of such interest. See also, section “Conflict of interest” in the Financial
Statements of the Company (add link).
See also our Code of Business Conduct and Ethics
2-16
Communication of critical concerns
Critical concerns are communicated to the Board through the Chief Executive
Officer.
2-17
Collective knowledge of the highest
governance body
The collective knowledge of the Board is mainly derived from the meetings held.
Approximately 8 per year. At these meetings the Council is informed of all
material economic, environmental, and social issues.
More details in Annual Report
2-18
Evaluation of the performance of the
highest governance body
The Board considers the ongoing development and improvement of its own
performance as a critical input to effective governance. At least once in each
financial year, there must be a performance evaluation and review.
The review is based on a number of goals established for the Board and
individual Directors including those for the upcoming year. The goals are based
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on corporate requirements and any areas for improvement identified in previous
reviews.
The Chairman provides each Director with confidential feedback on his or her
performance. This feedback is used to develop a development plan for each
Director
More details in Annual Report
2-19
Remuneration policies
More details in Annual Report
2-20
Process to determine remuneration
More details in Annual Report
2-21
Annual total compensation ratio
See Sustainability Data annex
2-22
Statement on sustainable development
strategy
CEO Statement
Sustainability Policy
2-23
Policy commitments
Our policies can be found on our website.
2-24
Embedding policy commitments
We require our employees, suppliers and other partners to respect our policies
and comply with our Code of Conducts. For more information, please see the Our
Supply Chain section.
Business Conduct and Ethics Code
2-25
Processes to remediate negative impacts
For environmental impacts Atalaya has an Environmental Monitoring Plan
derived from its Unified Environmental Authorisation
In addition, there is a compliance system and complaints channel (page 51) and
stakeholder procedures (pages 42-43).
Please also see our Whistleblower Policy
2-26
Mechanisms for seeking advice and
raising concerns
We aim to promote a nurturing cultre and employees may raise concerns
internally as outline in Employee benefits and compensation.
For Proyecto Riotinto we have a formal Feedback Channel. Please also see our
Whistleblower Policy
2-27
Compliance with laws and regulations
Atalaya has not experienced any significant instances of non-compliance with
laws and regulations during the reporting period.
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2-28
Membership associations
Stakeholder engagement
Atalaya is part of the following membership associations:
• AMINER (Asociación de Empresas Investigadoras, Extractoras,
Transformadoras Minero-Metalúrgicas, Auxiliares y de Servicios)
• PACTO MUNDIAL DE NACIONES UNIDAS
• Red de Restauración de Minas y Canteras
• Mandatum (Asociación en materia de Seguridad y Salud en Andalucía)
Fundación Atalaya Riotinto, is part of the following member associations:
• AFA (Asociación de Fundaciones y Asociaciones Andaluzas)
• ADR (Asociación para el Desarrollo Local – Cuenca Minera de Riotinto).
2-29
Approach to stakeholder engagement
Stakeholder engagement
2-30
Collective bargaining agreements
Collective bargaining
GRI 3: Material
Topics 2021
3-1
Process to determine material topics
Materiality assessment
3-2
List of material topics
Materiality assessment
GRI 201: Economic
Performance 2016
201-1
Direct economic value generated and
distributed
Financial Performance
201-2
Financial implications and other risks and
opportunities due to climate change
Climate Change
Climate Change Report (Link)
201-3
Defined benefit plan obligations and other
retirement plans
Employee benefits and compensation
201-4
Financial assistance received from
government
Financial Performance
3-3
Management of material topics
Financial Performance
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GRI 202: Market
Presence 2016
202-1
Ratios of standard entry level wage by
gender compared to local minimum wage
Employee benefits and compensation
Indirect economic
impacts
202-2
Proportion of senior management hired
from the local community
100% of senior management come from Spain (CEO, CFO, and General
manager of Atalaya Riotinto Minera)
3-3
Management of material topics
About us: Atalaya at a glance
Local communities
GRI 203: Indirect
Economic Impacts
2016
203-1
Infrastructure investments and services
supported
Divider Page: Financial performance
Annual report
203-2
Significant indirect economic impacts
Divider Page: Financial performance
Annual report
3-3
Management of material topics
Divider Page: Financial performance
Annual report
GRI 204:
Procurement
Practices 2016
Anti-corruption
204-1
Proportion of spending on local suppliers
Responsible sourcing
3-3
Management of material topics
Responsible sourcing
Human rights and modern slavery
GRI 205: Anti-
corruption 2016
205-1
Operations assessed for risks related to
corruption
Corporate policies and ethical conduct
Operational policies at Proyecto Riotinto
205-2
Communication and training about anti-
corruption policies and procedures
All employees at Atalaya Riotinto Minera have received communication on the
compliance system via email
205-3
Confirmed incidents of corruption and
actions taken
No incidents of corruption were identified for the reporting year.
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3-3
Management of material topics
Atalaya has a compliance management system through which it assesses and
prevents the possibility of committing crimes, including those related to
corruption. This system covers the operations of Proyecto Riotinto, which is the
Company's main asset.
GRI 206: Anti-
competitive
Behaviour 2016
Tax
206-1
Legal actions for anti-competitive
behavior, anti-trust, and monopoly
practices
There were zero legal actions concerning anti-competitive behavior, anti-trust,
and monopoly practices for the reporting year.
3-3
Management of material topics
More details in Annual Report
GRI 207: Tax 2019
207-1
Approach to tax
More details in Annual Report
207-2
Tax governance, control, and risk
management
More details in Annual Report
207-3
Stakeholder engagement and
management of concerns related to tax
More details in Annual Report
207-4
Country-by-country reporting
More details in Annual Report
3-3
Management of material topics
More details in Annual Report
GRI 301: Materials
2016
301-1
Materials used by weight or volume
Circular economy and efficient resource management
301-2
Recycled input materials used
Atalaya does not recycled input materials used
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301-3
Reclaimed products and their packaging
materials
Not applied to Atalaya
3-3
Management of material topics
Circular economy and efficient resource management
Energy
GRI 302: Energy
2016
302-1
Energy consumption within the
organisation
Energy and climate change
302-2
Energy consumption outside of the
organisation
Atalaya does not import other forms of energy such as heat, steam or cooling.
Nor does it make any energy purchases abroad
302-3
Energy intensity
Energy and climate change
302-4
Reduction of energy consumption
Energy and climate change
This information is not available. We are looking to improve on our disclosures in
this area in the coming years.
302-5
Reductions in energy requirements of
products and services
This information is not available. We are looking to improve on our disclosures in
this area in the coming years.
Water and effluents
3-3
Management of material topics
Energy and climate change
GRI 303: Water and
Effluents 2018
303-1
Interactions with water as a shared
resource
Water Management
There is limited information available. We are looking to improve on our
disclosures in this area in the coming years.
303-2
Management of water discharge-related
impacts
Water Management
There is limited information available. We are looking to improve on our
disclosures in this area in the coming years.
303-3
Water withdrawal
Water Management
See Sustainability Data annex
303-4
Water discharge
Water Management
See Sustainability Data annex
303-5
Water consumption
Water Management
See Sustainability Data annex
3-3
Management of material topics
Water Management
GRI 304: Biodiversity
2016
304-1
Operational sites owned, leased,
managed in, or adjacent to, protected
There are no operational sites adjacent to protected areas.
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areas and areas of high biodiversity value
outside protected areas
304-2
Significant impacts of activities, products
and services on biodiversity
Nature and biodiversity
This information is not available. We are looking to improve on our disclosures in
this area in the coming years.
304-3
Habitats protected or restored
Nature and biodiversity
This information is not available. We are looking to improve on our disclosures in
this area in the coming years.
304-4
IUCN Red List species and national
conservation list species with habitats in
areas affected by operations
Our first disclosure regarding IUCN consists of identifying the bat species listed in
the IUCN within the Riotinto mining area
Least concern: 9 bat species present Near Threatened: 1 bat species present
Vulnerable: 1 bat species present.
In upcoming reports, we will continue to expand on this information
3-3
Management of material topics
Nature and biodiversity
GRI 305: Emissions
2016
305-1
Direct (Scope 1) GHG emissions
Energy and climate change
See Sustainability Data annex
305-2
Energy indirect (Scope 2) GHG
emissions
Energy and climate change
See Sustainability Data annex
305-3
Other indirect (Scope 3) GHG emissions
Energy and climate change
See Sustainability Data annex
305-4
GHG emissions intensity
Energy and climate change
See Sustainability Data annex
305-5
Reduction of GHG emissions
Energy and climate change
See Sustainability Data annex
305-6
Emissions of ozone-depleting substances
(ODS)
We have limited data available, we are looking to improve on our disclosures in
this area in the coming years.
305-7
Nitrogen oxides (NOx), sulfur oxides
(SOx), and other significant air emissions
We have limited data available, we are looking to improve on our disclosures in
this area in the coming years.
See Sustainability Data annex for PM10 data
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3-3
Management of material topics
Energy and climate change
Air quality and noise
GRI 306: Waste 2020
306-1
Waste generation and significant waste-
related impacts
Circular economy and efficient resource management
Responsible mining waste and tailings management
We have limited data available, we are looking to improve on our disclosures in
this area in the coming years.
306-2
Management of significant waste-related
impacts
Circular economy and efficient resource management
Responsible mining waste and tailings management
We have limited data available, we are looking to improve on our disclosures in
this area in the coming years.
306-3
Waste generated
Circular economy and efficient resource management
See Sustainability Data annex
306-4
Waste diverted from disposal
Circular economy and efficient resource management
See Sustainability Data annex
306-5
Waste directed to disposal
Circular economy and efficient resource management
See Sustainability Data annex
3-3
Management of material topics
Circular economy and efficient resource management
GRI 308: Supplier
Environmental
Assessment 2016
308-1
New suppliers that were screened using
environmental criteria
Responsible Sourcing
308-2
Negative environmental impacts in the
supply chain and actions taken
Responsible Sourcing
3-3
Management of material topics
Responsible Sourcing
GRI 401:
Employment 2016
401-1
New employee hires and employee
turnover
Talent attraction & development at Atalaya
401-2
Benefits provided to full-time employees
that are not provided to temporary or
part-time employees
Employee benefits and compensation
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401-3
Parental leave
Talent attraction & development at Atalaya
3-3
Management of material topics
Talent attraction & development at Atalaya
GRI 402:
Labor/Management
Relations 2016
402-1
Minimum notice periods regarding
operational changes
2 weeks/15 days
3-3
Management of material topics
Employee benefits and compensation
GRI 403:
Occupational Health
and Safety 2018
403-1
Occupational health and safety
management system
Health and safety across Atalaya
403-2
Hazard identification, risk assessment,
and incident investigation
Health and safety across Atalaya
Atalaya Riotinto – Occupational Health and Safety Policy
We are looking to improve on our disclosures in this area in the coming years.
403-3
Occupational health services
Health and safety across Atalaya
403-4
Worker participation, consultation, and
communication on occupational health
and safety
Health and safety across Atalaya
403-5
Worker training on occupational health
and safety
Health and safety across Atalaya
403-6
Promotion of worker health
Health and safety across Atalaya
403-7
Prevention and mitigation of occupational
health and safety impacts directly linked
by business relationships
Health and safety across Atalaya
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403-9
Work-related injuries
Health and safety across Atalaya
Sustainability Data annex
403-10
Work-related ill health
Health and safety across Atalaya
Sustainability Data annex
3-3
Management of material topics
Occupation health and safety policy
GRI 404: Training
and Education 2016
404-1
Average hours of training per year per
employee
13.30h per employee in 2024
404-2
Programs for upgrading employee skills
and transition assistance programs
Talent attraction and development at Atalaya
We are looking to improve on our disclosures in this area in the coming years.
404-3
Percentage of employees receiving
regular performance and
career development reviews
Talent attraction and development at Atalaya
Sustainability Data annex
We are looking to improve on our disclosures in this area in the coming years.
3-3
Management of material topics
Talent attraction & development at Atalaya
GRI 405: Diversity
and Equal
Opportunity 2016
405-1
Diversity of governance bodies and
employees
Diversity, equality and inclusion
Sustainability Data annex
405-2
Ratio of basic salary and remuneration of
women to men
Diversity, equality and inclusion
Sustainability Data annex
3-3
Management of material topics
Diversity, equality and inclusion
GRI 406: Non-
discrimination 2016
406-1
Incidents of discrimination and corrective
actions taken
Diversity, equality and inclusion
3-3
Management of material topics
Diversity, equality and inclusion
GRI 407: Freedom of
Association and
Collective
Bargaining 2016
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407-1
Operations and suppliers in which the
right to freedom of association and
collective bargaining may be at risk
The main operation developed by Atalaya Mining Copper S.A (Proyecto Riotinto)
is located in Spain. Its activities are carried out in accordance with the legal
framework in force and therefore no risk is estimated in this regard.
3-3
Management of material topics
Employee benefits and compensation
GRI 408: Child Labor
2016
408-1
Operations and suppliers at significant
risk for incidents of child labor
In accordance with the provisions of our Code of Ethics, Atalaya carries out its
activities in accordance with the legislation in the environments in which it
operates. Given that its main operations are located in Spain, the legal framework
ensures the absence of risks in terms of child labour, forced labour or respect for
human rights. As far as suppliers are concerned, most of them are located in
Spain. In addition, Atalaya is committed to complying with the principles of the
Global Compact that make direct reference to this aspect
Human rights and modern slavery
GRI 409: Forced or
Compulsory Labor
2016
409-1
Operations and suppliers at significant
risk for incidents of forced or compulsory
labor
See response to 408-1.
Human rights and modern slavery
GRI 410: Security
Practices 2016
410-1
Security personnel trained in human
rights policies or procedures
Atalaya hires companies located in Spain for the security services of its facilities.
These companies are subject to the legal framework in force in the country. The
training of security agents is provided by these companies.
GRI 411: Rights of
Indigenous Peoples
2016
411-1
Incidents of violations involving rights of
indigenous peoples
Local communities
Community engagement approach
GRI 413: Local
Communities 2016
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413-1
Operations with local community
engagement, impact assessments, and
development programs
Local communities
Community engagement approach
.
413-2
Operations with significant actual and
potential negative impacts on local
communities
Local communities
Community engagement approach
Proyecto Touro (Galicia, Spain)
3-3
Management of material topics
Local communities
Community engagement approach
GRI 414: Supplier
Social Assessment
2016
414-1
New suppliers that were screened using
social criteria
There were 251 new suppliers in 2024.
100% of suppliers have been assessed based on social and health and safety
criteria in the reporting period.
414-2
Negative social impacts in the supply
chain and actions taken
Supply chain
3-3
Management of material topics
Responsible sourcing
GRI 415: Public
Policy 2016
415-1
Political contributions
Atalaya does not make any contribution to political organisations.
GRI 416: Health and
safety of costumers
2016
416-1
Assessing the impacts of product and
service categories on health and safety
Safety data sheet for copper concentrate (in accordance with Regulation (EU)
2020/878)
416-2
Non-compliance cases relating to the
impacts of product and service categories
on health and safety
Zero
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Non-Financial Information Content Index
Table of equivalences with reporting requirements under Spain's Act 11/2018
GRI 417: Marketing
and labeling 2016
417-1
Requirements for information and
labeling of products and services
Not applied to Atalaya
417-2
Cases of non-compliance related to
information and labeling of products and
services
Zero
417-3
Non-compliance cases related to
marketing communications
Not applied to Atalaya
GRI 418: Customer
privacy 2016
418-1
Substantiated claims regarding breaches
of customer privacy and loss of customer
data
Zero
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Non-financial information to be
disclosed
GRI Disclosures
Reference pages and responses
0.
General
Information
Brief description of the Group’s business
model (including its business
environment, organization and structure,
markets, objectives and strategies, plus
the main factors and trends that can
affect its future performance).
2-1
2-2
2-3
2-4
2-5
2-6
2-7
2-9
2-10
2-11
2-12
2-13
2-14
2-15
2-16
2-17
2-18
2-22
About Us: Atalaya at a glance
Our approach to sustainability
More details in Annual Report
Atalaya Riotinto Minera SLU’s main customer is EMED Marketing, a Company
of the Atalaya Group, which is responsible for 100% of sales. In turn, this
Company delivers to the final recipient in accordance with existing “offtaker”
contracts, whose counterparties are: IXM S.A., Trafigura y Transamine
In 2024, 26% our copper concentrate was exported to Europe (12.4% was sent
to Atlantic Copper (Huelva, Spain) and 13.4% to others countries in Europe).
74% was sent to China
A description of the Group's policies that
includes due diligence procedures for
identifying, assessing, preventing and
mitigating risks and significant impacts,
and for verifying and controlling, including
the measures in which they have been
adopted
2-23
2-27
3-1
3-2
3-3
Annual Report
Corporate governance
For information about measures adopted, please consider Financial Statements
of the Company (Section: “Principal Risks and Uncertainties”).
With regards to non-financial risks, please consider the different sections in this
report regarding the environmental, social and good-governance aspects
covered by the Materiality assessment section.
See also a comprehensive list of our policies on our website
The results of these policies, including
key indicators of relevant non-financial
results that allow the monitoring and
2-24
3-3
14-25
Our People
Environment
Supply Chain
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evaluation of progress and that favour the
comparability between companies and
sectors, in accordance with national,
European or international frameworks of
reference used foreach matter.
Environment Data Tables [Link]
The main risks related to these matters
associated with the Group's activities
(business relationships, products or
services) that may have a negative effect
in these areas, and how the Group
manages these risks, explaining the
procedures used to detect and assess
them in accordance with national,
European or international frameworks of
reference for each matter. It must include
information about the impacts that have
been detected, offering a breakdown, in
particular of the main risks in the short,
medium and long term.
2-6
205-1
413-1
407-1
408-1
409-1
206-1
Corporate governance
Materiality assessment
ATYM – Risk Management Policy
Annual report
Key indicators of non-financial results
that are relevant regarding the specific
business activity and that meet the
standards of comparability, materiality,
relevancy and reliability
GRI 2024 Mining
Sector Standards
GRI Index
GRI 2024 Mining Sector Standards
GRI Index
1.
Environmental
Information
Detailed information on the current and
foreseeable effects of the activities of the
company in the environment and,
where appropriate, health and safety,
environmental evaluation or certification
procedures; the resources dedicated to
the prevention of environmental risks; the
application of the principle of caution, the
amount of provisions and guarantees for
environmental risk
308-1
308-2
Responsible Sourcing
Health and safety across Atalaya
Our environmental commitment
Tailings and Safety Management
Atalaya’s main mining operations RioTinto is ISO 14001 certified.
Contamination and pollution
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Measures to prevent, reduce or repair
CO2 emissions that seriously affect the
environment, taking into account any
form of air pollution, including noise and
light pollution.
3-3
305-5
305-6
305-7
Energy and climate change
Air quality and noise
Note: Light pollution is not a material topic for Atalaya Mining Copper S.A
Circular economy and waste
prevention and management
Waste prevention measures, waste
recycling measures, waste reuse
measures; other forms of waste recovery
and reuse; actions against food waste.
301-2
301-3
306-1
306-2
306-3
306-4
306-5
14-5
14-6
14-15
Circular economy and efficient resource management
Sustainability Data - Environment
Note: Food waste is not a material topic for Atalaya Mining Copper S.A
Sustainable use of resources:
Use and supply of water according to
local limitations
303-1
303-2
303-3
303-4
303-5
301-1
301-2
302-1
302-2
302-3
302-4
302-5
14-7
Water
Consumption of raw materials and
measures taken to improve the efficiency
of its use.
Circular economy and efficient resource management
Water management
Energy and climate change
Energy: direct and indirect consumption,
measures taken to improve energy
efficiency, use of renewable energies
Energy and climate change
Climate change
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Important elements of greenhouse gas
emissions generated as a business
activity (including goods and services
produced)
305-1
305-2
305-3
305-4
305-5
201-1
201-2
201-3
14-1
14-2
14-3
Energy and climate change
Measures taken to adapt to the
consequences of climate change
Energy and climate change
Climate change report 2024 [link]
Reduction targets voluntarily established
in the medium and long term to reduce
greenhouse gas emissions and means
implemented for this purpose.
Energy and climate change
Climate change report 2024 [link]
Protection of biodiversity:
Measures taken to preserve or restore
biodiversity
304-1
304-2
304-3
304-4
306-5
14-4
Nature and biodiversity
Impacts caused by the activities or
operations of protected areas
Nature and biodiversity
Environmental restoration plan
2.
Social
Employment
Total number and distribution of
employees by gender, age, country and
professional classification
2-7
2-8
405-1
202-2
Diversity, equality and inclusion
Sustainability data – Our People
Total number and distribution of types of
employment contracts
Talent attraction & development at Atalaya
Sustainability data – Our People
Annual average of permanent contracts,
temporary contracts and part-time
contracts by gender, age and
professional classification,
Talent attraction & development at Atalaya
Diversity, equality and inclusion
Sustainability data – Our People
Number of dismissals by gender, age and
professional classification
401-1
Talent attraction & development at Atalaya
Diversity, equality and inclusion
Sustainability data – Our People
average remuneration and evolution
thereof broken down by gender, age and
professional or similar classification;
405-2
202-1
Talent attraction & development at Atalaya
Diversity, equality and inclusion
Sustainability data – Our People
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Gender pay gap and remuneration of
same or average job positions of the
Company
405-2
Diversity, equality and inclusion
Sustainability data – Our People
Average remuneration of directors and
officers, including variable remuneration,
attendance fees, severance pay,
payment into long-term savings benefit
systems and any other remuneration
broken down by gender
2-19
2-20
2-21
405-2
Diversity, equality and inclusion
ATYM – Board Diversity Policy
Implementation of labour disengagement
policies
3-3
Employee benefits and compensation
Employees with disabilities
405-1
Diversity, equality and inclusion
Employee benefits and compensation
Organisation of work
Organisation of work time
3-3
402-1
Working Hours
Number of hours of absenteeism
Measures to facilitate enjoyment of
reconciliation and encouragement of the
responsible co-exercise of responsibility
by both parents
403-9
403-10
3-3
401-3
Employee benefits and compensation
Health and safety across Atalaya
Sustainability data – Our People
Health and Safety
Conditions of health and safety in the
workplace
3-3
403-1
403-2
403-3
403-7
401-2
403-6
403-8
14-16
Health and safety across Atalaya
Occupational accidents, in particular their
frequency and severity, as well as
occupational illnesses. Broken down by
gender.
403-9
403-10
Health and safety across Atalaya
Atalaya Riotinto – Major Accident Prevention Policy
Sustainability data – Our People
Social relations
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Organization of social dialogue (including
procedures to
inform and consult staff and negotiate
with them)
3-3
Talent attraction & development at Atalaya
Stakeholder engagement
Percentage of employees covered by
collective bargaining agreements by
country
2-30
407-1
14-20
Collective Bargaining
Balance of the collective bargaining
agreements (particularly
in the field of health and safety in the
workplace). Mechanisms and procedures
that employers have for
encouraging the involvement of workers
in management of
the company, in terms of information,
consultation and participation
403-1
403-4
Collective Bargaining
Stakeholder engagement
Talent attraction & development at Atalaya
Training
The policies implemented in the field of
training
3-3
404-2
Talent attraction & development at Atalaya
Total number of hours of training by
professional categories
404-1
403-5
404-3
14-8
Talent attraction & development at Atalaya
Sustainability data – Our People
Accessibility
Universal accessibility of disabled
persons
3-3
Diversity, equality and inclusion
Equality
Measures adopted to promote equality of
treatment and opportunities between
women and men, Equality plans (Chapter
III of Organic Law 3/2007, of 22 March,
for the effective equality of women and
men) protocols against sexual and
gender-based harassment
3-3
405-1
406-1
14-21
Diversity, equality and inclusion
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measures adopted to promote the
employment, integration and universal
accessibility of disabled persons policy
against all types of discrimination and, if
applicable, management of diversity
3.
Human Rights
Application of due diligence procedures
in the field of Human Rights
2-25
3-3
Human rights and modern slavery
Responsible Sourcing
Prevention of Modern Slavery Statement
Prevention of the risks of Human Rights
violations and, where
appropriate, measures to mitigate,
manage and repair any possible abuses
committed
2-23
2-24
2-25
2-26
410-1
Human rights and modern slavery
Responsible Sourcing
Prevention of Modern Slavery Statement
Complaints about cases of human rights
violations
406-1
411-1
Zero complaints about cases of human rights violations
Human rights and modern slavery
Responsible Sourcing
Promotion and compliance with the
provisions of the fundamental
conventions of the International Labour
Organization regarding respect for
freedom of association and the right to
collective bargaining.
3-3
407-1
406-1
409-1
408-1
14-19
Human rights and modern slavery
Elimination of discrimination in respect of
employment and occupation; elimination
of forced or compulsory labour; and the
effective abolition of child labour.
Diversity, equality and inclusion
Human rights and modern slavery
4.
Fight against
corruption
Measures taken to prevent corruption
and bribery
2-23
2-26
3-3
205-1
205-2
205-3
415-114-22
14-23
14-24
Corporate governance
Atalaya has a compliance management system through which it assesses and
prevents the possibility of committing crimes, including those related to
corruption. This system covers the operations of Proyecto Riotinto, which is the
Company's main asset.
Atalaya has an internally distributed Anti-Bribery and Anti-Corruption Policy
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Measures to combat money laundering
Corporate governance
Contributions to non-profit foundations
and entities
413-1
Local Communities
Total contribution to non-profit foundations and entities: 570,628.10€
5.
Information on
the company
Commitments of the company to
sustainable development:
The impact of the company’s activity on
employment and local development
3-3
203-1
203-2
413-1
413-2
14-10
14-11
14-12
Talent attraction & development at Atalaya
Local Communities
The impact of the company’s activity on
local towns and villages and in the
country.
203-1
203-2
411-1
413-1
413-2
Local Communities
Relations maintained with the
representatives of local communities and
the modalities of dialogue with them
2-29
Local Communities
Stakeholder engagement
ATYM – Community Relations Policy
Association or sponsorship actions
2-28
About Us: Atalaya at a glance
Atalaya is part of the following membership associations:
• AMINER (Asociación de Empresas Investigadoras, Extractoras,
Transformadoras Minero-Metalúrgicas, Auxiliares y de Servicios)
• PACTO MUNDIAL DE NACIONES UNIDAS
• Red de Restauración de Minas y Canteras
• Mandatum (Asociación en materia de Seguridad y Salud en Andalucía)
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Fundación Atalaya Riotinto, is part of the following member associations:
• AFA (Asociación de Fundaciones y Asociaciones Andaluzas)
• ADR (Asociación para el Desarrollo Local – Cuenca Minera de Riotinto).
Outsourcing and suppliers:
Inclusion of social, gender equality and
environmental issues in the procurement
policy
2-6
3-3
Responsible Sourcing
Consideration in relations with suppliers
and subcontractors
of their responsibility
204-1
308-1
308-2
414-1
414-2
14-14
Responsible Sourcing
Supervision and audit systems and
resolution thereof
3-3
Responsible Sourcing
Consumers
Measures for the health and safety of
consumers
3-3
416-1
417-1
417-2
417-3
Atalaya manages the delivery of its products to its customers in accordance with
the Company's existing quality policy. The characteristics of the product and of
the customers who purchase it do not require the adoption of specific health and
safety measures.
Atalaya Riotinto – Quality Policy
Systems for complaints received by and
resolution thereof
416-2
418-1
Zero
Tax information
The profits obtained country by country
207-1
207-2
207-3
207-4
14-9
Financial performance
Taxes on benefits paid
207-1
Financial performance
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GRI 2024 Mining Sector Standards
Topic
GRI Topic Standards disclosures
Page reference
Required reporting
14. 1
GHG
Disclosure 3-3 Management of material
topics
Energy and climate change
emissions
Disclosure 302-1 Energy consumption
within the organization
Energy and climate change
Disclosure 302-2 Energy consumption
outside of the organization
Information unavailable. Atalaya will set up the reporting systems needed to cover
this standard in the following edition of its Sustainability report
207-2
207-3
207-4
Public grants received
201-4
14-23
Financial performance
1. Other
information
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Disclosure 302-3 Energy intensity
Energy and climate change
Disclosure 305-1 Direct (Scope 1) GHG
emissions
Energy and climate change
Disclosure 305-2 Energy indirect (Scope 2)
GHG emissions
Energy and climate change
Disclosure 305-3 Other indirect (Scope 3)
GHG emissions
Energy and climate change
Disclosure 305-4 GHG emissions intensity
Energy and climate change
Disclosure 305-5 Reduction of GHG
emissions
Energy and climate change
14.2
Climate adaptation and
resilience
Disclosure 3-3 Management of material
topics
Atalaya Climate Change Report 2024 [Link]
Disclosure 201-2 Financial implications and
other risks and opportunities due to climate
change
Atalaya Climate Change Report 2024 [Link]
14.3
Air emissions
Disclosure 3-3 Management of material
topics
Air quality and noise
Disclosure 305-7 Nitrogen oxides (NOx),
sulfur oxides (SOx), and other significant air
emissions
Atalaya does not have data on NOx and SOx but will look to include this data in
coming years.
Air quality and noise
14.4
Biodiversity
Disclosure 3-3 Management of material
topics
Nature and biodiversity
Disclosure 304-1 Location of operational
sites with the most significant impacts
Nature and biodiversity
Local communities
Disclosure 304-2 Direct drivers of
biodiversity loss
Nature and biodiversity
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Disclosure 304-3 State of biodiversity
Nature and biodiversity
Disclosure 304-4 Ecosystem services
Nature and biodiversity
Disclosure 304-5 Management of
biodiversity-related impacts
Nature and biodiversity
Disclosure 304-6 Halting and reversing the
loss of biodiversity
Nature and biodiversity
14.5
Waste
Disclosure 3-3 Management of material
topics
Circular economy and efficient resource management
Tailings and Safety Management
Disclosure 306-1 Waste generation and
significant waste-related
Circular economy and efficient resource management
Tailings and Safety Management
impacts
Disclosure 306-2 Management of significant
waste-related impacts
Circular economy and efficient resource management
Tailings and Safety Management
Disclosure 306-3 Waste generated
Circular economy and efficient resource management
Tailings and Safety Management
Disclosure 306-4 Waste diverted from
disposal
Circular economy and efficient resource management
Tailings and Safety Management
Disclosure 306-5 Waste directed to
disposal
Circular economy and efficient resource management
Tailings and Safety Management
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14.6
Tailings
Disclosure 3-3 Management of material
topics
Tailings and Safety Management
GISTM Report 2024 [Link]
14.7
Water and effluents
Disclosure 3-3 Management of material
topics
Water Management
Disclosure 303-1 Interactions with water as
a shared resource
Water Management
Disclosure 303-2 Management of water
discharge-related impacts
Water Management
Disclosure 303-3 Water withdrawal
Water Management
Disclosure 303-4 Water discharge
Water Management
Disclosure 303-5 Water consumption
Water Management
14.8
Closure and
rehabilitation
Disclosure 3-3 Management of material
topics
Employee benefits and compensation
Environmental restoration plan
Disclosure 402-1 Minimum notice periods
regarding operational changes
Employee benefits and compensation
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Disclosure 404-2 Programs for upgrading
employee skills and transition assistance
programs
Talent attraction & development at Atalaya
Local communities
Environmental restoration plan
14.9
Economic
impacts
Disclosure 3-3 Management of material
topics
Divider Page: Financial performance
Annual report
Disclosure 201-1 Direct economic value
generated and distributed
Divider Page: Financial performance
Annual report
Disclosure 203-1 Infrastructure investments
and services supported
Divider Page: Financial performance
Annual report
Disclosure 203-2 Significant indirect
economic impacts
Divider Page: Financial performance
Annual report
Disclosure 204-1 Proportion of spending on
local suppliers
87.4% proportion of spending on National suppliers in 2024
14.10
Local communities
Disclosure 3-3 Management of material
topics
Local communities
Community engagement approach
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Disclosure 413-1 Operations with local
community engagement, impact
assessments, and development programs
Local communities
Community engagement approach
Disclosure 413-2 Operations with significant
actual and potential negative impacts on
local communities
Local communities
Community engagement approach
14.11
Rights of Indigenous
Peoples
Disclosure 3-3 Management of material
topics
In accordance with the provisions of our Code of Ethics, Atalaya carries out its
activities in accordance with the legislation in the environments in which it
operates. Given that its main operations are located in Spain, the legal framework
ensures the absence of risks in terms of human rights or indigenous people. In
addition, Atalaya is committed to complying with the principles of the Global
Compact that make direct reference to this aspect
Local communities
Community engagement approach
Disclosure 411-1 Incidents of violations
involving rights of indigenous Peoples
Local communities
Community engagement approach
14.12
Land and resource rights
Disclosure 3-3 Management of material
topics
Local communities
Community engagement approach
No involuntary resettlement has taken place. No violations of land have taken
place.
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14.13
Artisanal and small-scale
mining
Disclosure 3-3 Management of material
topics
This is not material for Atalaya Mining’s operations.
14.14
Security
practices
Disclosure 3-3 Management of material
topics
Atalaya hires companies located in Spain for the security services of its facilities.
These companies are subject to the legal framework in force in the country. The
training of security agents is provided by these companies.
Disclosure 410-1 Security personnel trained
in human rights policies or procedures
14.15
Critical incident
management
Disclosure 3-3 Management of material
topics
Health and safety across Atalaya
Disclosure 306-3 Significant spills
Zero incidents of significant spills
14.16
Occupational health and
safety
Disclosure 3-3 Management of material
topics
Health and safety across Atalaya
Disclosure 403-1 Occupational health and
safety management system
Health and safety across Atalaya
Disclosure 403-2 Hazard identification, risk
assessment, and incident investigation
Health and safety across Atalaya
Disclosure 403-3 Occupational health
services
Health and safety across Atalaya
Disclosure 403-4 Worker participation,
consultation, and communication on
occupational health and safety
Health and safety across Atalaya
Disclosure 403-5 Worker training on
occupational health and safety
Health and safety across Atalaya
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Disclosure 403-9 Work-related injuries
Disclosure 403-6 Promotion of worker
health
Health and safety across Atalaya
Disclosure 403-7 Prevention and mitigation
of occupational health and safety impacts
directly linked by business relationships
Health and safety across Atalaya
Disclosure 403-8 Workers covered by an
occupational health and safety
management system
Health and safety across Atalaya
Disclosure 403-9 Work-related injuries
Health and safety across Atalaya
Disclosure 403-10 Work-related ill health
Health and safety across Atalaya
14.19
Forced labor and
modern slavery
Disclosure 3-3 Management of material
topics
In accordance with the provisions of our Code of Ethics, Atalaya carries out its
activities in accordance with the legislation in the environments in which it
operates. Given that its main operations are located in Spain, the legal framework
ensures the absence of risks in terms of child labour, forced labour or respect for
human rights. As far as suppliers are concerned, most of them are located in
Spain. In addition, Atalaya is committed to complying with the principles of the
Global Compact that make direct reference to this aspect
Responsible Sourcing
Human rights and modern slavery
Disclosure 409-1 Operations and suppliers
at significant risk for incidents of forced or
compulsory labor
Responsible Sourcing
Human rights and modern slavery
Disclosure 414-1 New suppliers that were
screened using social criteria
Responsible Sourcing
Human rights and modern slavery
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14.20
Freedom of association
and collective bargaining
Disclosure 3-3 Management of material
topics
Collective Bargaining
Disclosure 407-1 Operations and suppliers
in which the right to freedom of association
and collective bargaining may be at risk
14.21
Reporting on non-
discrimination and
equal opportunity
Disclosure 3-3 Management of material
topics
Diversity, equality and inclusion
Disclosure 202-2 Proportion of senior
management hired from the local
community
100% of senior management come from Spain (CEO, CFO, and manager director
of Atalaya Riotinto Minera)
Disclosure 401-3 Parental leave
Employee benefits and compensation
Disclosure 404-1 Average hours of training
per year per employee
Talent attraction & development at Atalaya
Disclosure 405-1 Diversity of governance
bodies and employees
Diversity, equality and inclusion
Annual report
Disclosure 405-2 Ratio of basic salary and
remuneration of women to men
Diversity, equality and inclusion
Disclosure 406-1 Incidents of discrimination
and corrective actions taken
Diversity, equality and inclusion
14.22
Anti-corruption
Disclosure 3-3 Management of material
topics
Corporate governance
Disclosure 205-1 Operations assessed for
risks related to corruption
Atalaya has a compliance management system through which it assesses and
prevents the possibility of committing crimes, including those related to corruption.
This system covers the operations of Proyecto Riotinto, which is the Company's
main asset.
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In 2023, there has been no change in this respect and all operations were
evaluated for risks related to corruption, in centres where there are administration
and purchasing personnel.
Disclosure 205-2 Communication and
training about anti-
Atalaya has an internally distributed Anti-Bribery and Anti-Corruption Policy
corruption policies and procedures
Disclosure 205-3 Confirmed incidents of
corruption and actions
Zero
taken
14.23
Payments to
governments
Disclosure 3-3 Management of material
topics
Atalaya does not make any contribution to political organisations.
Disclosure 201-1 Direct economic value
generated and distributed
Financial performance
Disclosure 201-4 Financial assistance
received from government
Financial performance
Disclosure 207-1 Approach to tax
Annual report
Disclosure 207-2 Tax governance, control,
and risk management
Annual report
Disclosure 207-3 Stakeholder engagement
and management of concerns related to tax
Annual report
Disclosure 207-4 Country-by-country
reporting
Annual report
14.24
Public Policy
Disclosure 3-3 Management of material
topics
This is not material for Atalaya Mining’s operations.
Disclosure 415-1 Political contributions
Atalaya does not make any contribution to political organisations.
14.25
Conflict-affected high-
risk areas
Disclosure 3-3 Management of material
topics
In accordance with the provisions of our Code of Ethics, Atalaya carries out its
activities in accordance with the legislation in the environments in which it
operates. Given that its main operations are located in Spain, the legal framework
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ensures the absence of risks in terms of human rights or indigenous people. In
addition, Atalaya is committed to complying with the principles of the Global
Compact that make direct reference to this aspect
SASB Content Index
Category
Metric
Unit
Code
Page reference
Greenhouse
Gas Emissions
Gross global Scope 1 emissions,
percentage covered under emissions-
limiting regulations
Metric tonnes
(t) CO₂-e,
Percentage
(%)
EM-MM-110a.1
Energy and climate change
Discussion and
Analysis
Discussion of long- and short-term
strategy or plan to manage Scope 1
emissions, emissions reduction targets,
and an analysis of performance against
those targets
n/a
EM-MM-110a.2
Energy and climate change
Air Quality
Air emissions of the following pollutants:
(1) CO, (2) NOx (excluding N2O), (3)
SOx, (4) particulate matter (PM10), (5)
mercury (Hg), (6) lead (Pb), and (7)
volatile organic compounds (VOCs)
Metric tonnes
(t)
EM-MM-120a.1
Air quality and noise
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Energy
Management
(1) Total energy consumed, (2)
percentage grid electricity, and (3)
percentage renewable
Gigajoules
(GJ),
Percentage
(%)
EM-MM-130a.1
Energy and climate change
Water
Management
(1) Total water withdrawn, (2) total water
consumed; percentage of each in regions
with High or Extremely High Baseline
Water Stress
Thousand
cubic metres
(m³),
Percentage
(%)
EM-MM-140a.1
Water Management
Compliance
with Water
Regulations
Number of incidents of non-compliance
associated with water quality permits,
standards, and regulations
Number
EM-MM-140a.2
Water Management
Waste &
Hazardous
Total weight of non-mineral waste
generated
Metric tonnes
(t)
EM-MM-150a.4
Circular economy and efficient resource management
Total weight of tailings produced
Metric tonnes
(t)
EM-MM-150a.5
Tailings and Safety Management
Total weight of waste rock generated
Metric tonnes
(t)
EM-MM-150a.6
Tailings and Safety Management
Total weight of hazardous waste
generated
Metric tonnes
(t)
EM-MM-150a.7
Tailings and Safety Management
Total weight of hazardous waste recycled
Metric tonnes
(t)
EM-MM-150a.8
Tailings and Safety Management
Number of significant incidents
associated with hazardous materials and
waste management
Number
EM-MM-150a.9
There were no significant incidents associated with hazardous
materials.
Description of waste and hazardous
materials management policies and
procedures for active and inactive
operations
Discussion
and Analysis
EM-MM-150a.10
Tailings and Safety Management
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Biodiversity
Impacts
Description of environmental
management policies and practices for
active sites
Discussion
and Analysis
EM-MM-160a.1
Nature and biodiversity
Environmental Policy
Percentage of mine sites where acid rock
drainage is: (1) predicted to occur, (2)
actively mitigated, and (3) under
treatment or remediation
Percentage
(%)
EM-MM-160a.2
(1) Predicted to occur: 100%.
(2) Actively mitigated: Proyecto Riotinto achieved a 50%
reduction of base pollutant load.
(3) The treatment target of the base pollutant load for the
eleventh year of operation (2026) is 100%
Percentage of (1) proved and (2)
probable reserves in or near sites with
protected conservation status or
endangered species habitat
Percentage
(%)
EM-MM-160a.3
There are no operational sites adjacent to protected areas
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Security,
Human Rights
& Rights of
Indigenous
Peoples
Percentage of (1) proved and (2)
probable reserves in or near areas of
conflict
Percentage
(%)
EM-MM-210a.1
In accordance with the provisions of our Code of Ethics, Atalaya
carries out its activities in accordance with the legislation in the
environments in which it operates. Given that its main operations
are located in Spain, the legal framework ensures the absence of
risks in terms of human rights or indigenous people. In addition,
Atalaya is committed to complying with the principles of the
Global Compact that make direct reference to this aspect
Percentage of (1) proved and (2)
probable reserves in or near indigenous
land
Percentage
(%)
EM-MM-210a.2
1) Zero
2) Zero
Discussion of engagement processes
and due diligence practices with respect
to human rights, indigenous rights, and
operation in areas of conflict
Discussion
and Analysis
EM-MM-210a.3
Local communities
Stakeholder engagement
Community
Relations
Discussion of process to manage risks
and opportunities associated with
community rights and interests
Discussion
and Analysis
EM-MM-210b.1
Local communities
Stakeholder engagement
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(1) Number and (2) duration of non-
technical delays
Number, Days
EM-MM-210b.2
Indicator not available. Atalaya will implement systems to
measure this indicator in its next edition of the sustainability
report.
Labour
Practices
Percentage of active workforce employed
under collective agreements
Percentage
(%)
EM-MM-310a.1
Employee benefits and compensation
(1) Number and (2) duration of strikes
and lockouts
Number, Days
EM-MM-310a.2
There were no strikes or lockouts in 2023.
Workforce
Health & Safety
(1) All-incidence rate, (2) fatality rate, (3)
near miss frequency rate (NMFR), and
(4) average hours of health, safety, and
emergency response training for (a)
direct employees and (b) contract
employees
Rate
EM-MM-320a.1
Health and safety across Atalaya
Business Ethics
& Transparency
Description of the management system
for the prevention of corruption and
bribery throughout the value chain
Discussion
and Analysis
EM-MM-510a.1
Atalaya has an internal Anti-Bribery and Anti-Corruption Policy.
Corporate governance
Production in countries that have the 20
lowest rankings in Transparency
International’s Corruption Perception
Index
Metric tonnes
(t) saleable
EM-MM-510a.2
Atalaya mining only has activity in Spain, which is not in the 20
lowest rankings in Transparency International’s Corruption
Perception Index.
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Tailings
Storage
Facilities
Management
Tailings storage facility inventory table:
(1) facility name, (2) location, (3)
ownership status, (4) operational status,
(5) construction method, (6) maximum
permitted storage capacity, (7) current
amount of tailings stored, (8)
consequence classification, (9) date of
most recent independent technical
review, (10) material findings, (11)
mitigation measures, (12) site-specific
EPRP
Various
EM-MM-540a.1
Tailings and Safety Management
Link: GISTM Report
Summary of tailings management
systems and governance structure used
to monitor and maintain the stability of
tailings storage facilities
Discussion
and Analysis
EM-MM-540a.2
Tailings and Safety Management
Link: GISTM Report
Approach to development of Emergency
Preparedness and Response Plans
(EPRPs) for tailings storage facilities
Discussion
and Analysis
EM-MM-540a.3
Tailings and Safety Management
Link: GISTM Report
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The Board of Directors of Atalaya Mining Copper, S.A., on 17 March 2025, in compliance
with Royal Decree-Law 18/2017 of 24 November, which amends the Commercial Code,
the Consolidated Text of the Companies Act, approved by Royal Legislative Decree
1/2010 of 2 July, and Law 22/2015 of 20 July on Auditing of Accounts, hereby presents
its Non-Financial Information Statement (EINF) for the 2024 financial year, which is
included in the 2024 Sustainability Report.
The Sustainability Report consists of the attached documents that precede this
statement, comprising 148 pages of standard white paper.
Seville, 17 March 2025
On behalf of the Board of Directors of Atalaya Mining Copper, S.A.
Neil Gregson
Alberto Lavandeira Adán
Kate Harcourt
Hussein Barma
Jesús Fernández López
Stephen Scott
Carole Whittall
Coriseo González-Izquierdo
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