We Run Greenfield and Brownfield Projects
Investments in new projects (greenfield) and the expansion of existing operations (brownfield) drive continuity and increased production across the countries where we operate.
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Modern, inclusive mining in harmony with society and nature. A year of tangible progress, operational records, and zero lost-time injuries.
Rodrigo Barbosa
President and CEO of AURA
2025: a year of tangible progress, operational records, and zero lost-time injuries
We consolidated the strategic choices of recent years, turning vision, culture, and purpose into tangible results — with unwavering discipline, consistency, and accountability.
We understand that sustainability goes beyond neutralizing negative impacts on the environment and communities: it is about generating concrete positive value for both. For us, sustainability is the meeting point between responsibility and innovation.
Mining built for the long term
Mission
To find, mine, and supply the most important and essential minerals that allow the world and humanity to create, innovate, and thrive.
Vision
To be one of the most trusted, responsible, respected, and results-driven mining companies.
Values
The three pillars of our strategy
Continuous review of operating assets, prioritizing quality and efficiency, with investments in expansion projects.
Reducing financial leverage and strengthening partnerships with financial institutions across every country where we operate.
Focused on safety, meritocracy, sustainability, and high performance, fostering the development of professionals and the communities where we are present.
How we grow responsibly
Investments in new projects (greenfield) and the expansion of existing operations (brownfield) drive continuity and increased production across the countries where we operate.
We prioritize identifying, evaluating, and developing new mineral-rich areas, strengthening our portfolio and ensuring long-term operational viability.
We pursue strategic merger and acquisition opportunities, integrating valuable assets and expanding the company's presence in the global mining sector.
Key performance indicators across operations, finance, social impact, and safety, consolidated over the year
0
Direct employees
0
GEO produced
Includes Mineração Serra Grande (Dec/25)
0%
Female employees
US$ 0,0 MM
Adjusted EBITDA
0%
Local employees
US$ 0/GEO
AISC (All-in Sustaining Cost)
US$ 0,0 MM
Spending with local suppliers
0,00x
Financial leverage ratio
Net debt / Adjusted EBITDA
0
Lost-time injuries
0
Consecutive years delivering production and cost guidance
Recognition
GPTW seal in every country where we operate
Each material topic connects to impacts, risks, and opportunities, aligned with the Sustainable Development Goals (SDGs) and the Responsible Gold Mining Principles (RGMP)
Promote the environmental restoration of areas while ensuring responsible operations
Impacts · Environmental, social, and economic risks from structural failures
Impacts · Water scarcity; Pollution; Use efficiency
Impacts · Habitat loss
Impacts · GHG emissions; Extreme weather events; Energy transition
Be a benchmark of operational efficiency for the sector
Impacts · Adoption of new technologies; Productivity; Impact reduction
Strengthen community development and build a positive legacy
Impacts · Safe conditions; Reduction of accidents; Worker wellbeing
Impacts · Labor rights; Diversity; Professional qualification
Impacts · Local socioeconomic impact; Job creation; Social investments
Set a standard of excellence in ethics, transparency, and reliability
Impacts · Transparency; Corruption prevention; Corporate accountability
RGMP: Responsible Gold Mining Principles — World Gold Council's Responsible Gold Mining Principles.
The illustration below presents, in an integrated way, the main routes for mineral extraction, production, and processing used by Aura. The activities effectively applied at each unit are detailed in the Our Operations chapter.
Click the diagram stages to see the details.
Operation with haul trucks, drill rigs, and hydraulic excavators for efficient ore extraction.
Waste rock disposal in the underground mine takes place within the structure itself, used mainly for containment and geotechnical stability. Ore is extracted through mechanized drilling and then transported by haul trucks to the subsequent stages of the production process.
Size reduction of run-of-mine ore, preparing it for the next stages of processing.
Comminution of the ore with water added, producing the slurry that goes to the concentration stages.
Selective separation of minerals via reagents (hydrated lime, xanthate, aerophine, frother), producing copper, gold, and molybdenum concentrate.
Hydrometallurgy stage that uses LPG, cyanide, and caustic soda to extract gold from the loaded activated carbon.
Electrochemical recovery of gold with fluxes, producing doré bars.
Detoxification treatment with copper sulfate and sodium metabisulfite to neutralize residual reagents before final disposal.
Thickening and dewatering of tailings, reducing volume and optimizing disposal in piles or dams.
Geotechnical structures continuously monitored, aligned with international standards for safety and risk management.
At Minosa, waste rock pile management incorporates practices aimed at maximizing resource use and reducing environmental liabilities. In this context, the company carries out re-leaching of waste rock to recover remaining metals not previously extracted.
The water used in this process comes, in part, from the return of the thickening stage or the tailings dam, as applicable, ensuring its recirculation and promoting greater efficiency in water use.
More than a set of guidelines, it is our management model and the way we turn purpose into results
The Aura 360 Culture also supports and translates our sustainability strategy by integrating environmental, social, and governance (ESG) aspects, ensuring that value creation is always aligned with strategy across every business decision.
More than a set of guidelines, it is our management model and the way we turn purpose into results
The Aura 360 Culture also supports and translates our sustainability strategy by integrating environmental, social, and governance (ESG) aspects, ensuring that value creation is always aligned with strategy across every business decision.
Employees
We put people at the center of decisions, fostering an environment of respect, dialogue, and development.
Practices
Company
Ethical, transparent, and data-driven decisions, integrating ESG aspects and continuous innovation across the value chain.
Practices
Community and Environment
Care for the communities, the environment, and the territories where we operate — responsible mining that engages with society and respects the environmental life cycle, leaving a positive legacy.
Practices
Engagement survey, coffee with the director, and dialogues to map perceptions.
Based on the data, we work with leadership to prioritize the topics in focus for the year.
Structured initiatives with governance, clear roles, and an agile cycle.
Teams from different areas and units work together on each front.
Deployment, follow-up, and rituals that keep the culture alive.
GPTW seal
2 years
in a row across all units
Engagement survey participation
84%
vs 73% in 2024
Aranzazu favorability
+4 pp
satisfaction growth vs 2024
Practices that keep the culture alive
Active listening and transparency between leadership and the operational base, connecting directors and employees through frequent gatherings at the units.
We ensure transparency and align all employees with the company's strategy through meetings held at every operation.
Integration includes not just the employee but the family — their greatest support. Gatherings and visits to the units strengthen a sense of belonging.
Direct employee engagement in volunteer initiatives that strengthen the social development of local communities.
In 2025, several initiatives showed how innovation applied to daily work delivers meaningful gains in efficiency, sustainability, and safety
Implementation of low-cost, highly replicable systems developed by the teams themselves.
Shorter average travel distances, lower fossil fuel use, and reduced CO₂ emissions through fleet renewal.
Improvements to boost safety and operational efficiency at the operation that opened in 2025.
Automet brought together statistical analysis, AI, and advanced process control. In 6 months: −16% on inputs and gains in metallurgical recovery.
Reuse of air-conditioning system water, efficiency gains in road dampening, automatic taps, and mitigation of evaporation losses in dams (cells and floating covers).
Inova Program Growth
Cost efficiency · 2025
US$ 45.6 MM
Throughout 2025, cost efficiency initiatives delivered US$ 45.6 million in savings to Aura.
The Recognition front, created in 2025, gave life to the SOU AURA 360 program — a recognition initiative that celebrates employees who, through their daily practice, embody the three axes of our mandala. Through a vote among units, three professionals per unit were recognized.
“Receiving this recognition is a great honor, especially because it came from a vote by our own colleagues. It reinforces that we are on the right path: strengthening our culture and investing in a clear narrative about who we are, where we come from, and where we want to go.”
“I felt deeply honored to receive the Sou Aura 360 recognition, especially because it came from colleagues I share my day-to-day with. The award reinforces the importance of acting with ethics, collaborating, and always pursuing innovation to improve our processes.”
“The Sou Aura 360 recognition reinforces that we are building a genuine culture, guided by respect and care for people. When we put people at the center, we create positive impact and build a legacy that goes beyond results.”
Talent that grows from within
385
employees in the 360 Cycle
+30% vs 2024
80%
directors promoted internally
37%
managers promoted internally
24
participants in the mentoring pilot
“I joined Aura as a trainee, full of dreams and a desire to learn. Today, taking on the Mine Manager role — and being the first woman to hold an operations role — represents not only my professional growth, but the impact of a journey built on trust, learning, support, and a lot of work.”
Fernanda Duque
Mine Operations Manager · Borborema
Workforce Evolution
360 Cycle
40
2018
87
2019
135
2020
129
2021
135
2022
218
2023
297
2024
385
2025
Growth of approximately 30% compared to 2024.
Our top priority
Protecting life, preserving health, and promoting a safe work environment guide Aura's work across the board. These principles are embedded in our corporate strategy and reflect the Company's ongoing commitment, across every operation.
We run an Aura Integrated Management System (SIGA), which sets out guidelines, responsibilities, and processes for accident prevention, risk mitigation, and occupational health. The system is aligned with international best practices — ICMM, IBRAM, World Gold Council, ISO 14001 and ISO 45001 — alongside attention to applicable legal requirements.
Another year with zero lost-time injuries
across all of our units.
Aranzazu and Minosa
three consecutive years with no lost-time injuries.
Borborema
no lost-time injuries, including during the construction ramp-up.
Accident Indicators
| Accident Indicators Year | 2023 | 2024 | 2025 | |||
|---|---|---|---|---|---|---|
| Employees | Contractors | Employees | Contractors | Employees | Contractors | |
| LTI count¹ | 0 | 2 | 1 | 0 | 0 | 0 |
| LTI index | 0.00 | 0.29 | 0.31 | 0.00 | 0.00 | 0.00 |
1. LTI: Lost Time Injury.
In Almas (TO), the Equilíbrio Program — launched in late 2024 and expanded throughout 2025 — has become one of the leading examples of Aura's integrated approach to wellbeing, connecting body, mind, and spirit in a practical, ongoing way.
The program includes nutrition consultations and follow-up, transportation to medical centers for employees, family members, and partner companies, sports activities, and onboarding-stage support. In 2025, there were more than 300 nutrition appointments and over 500 people taking part in health, sports, and leisure activities.
“The Equilíbrio Program is a space for self-overcoming that goes beyond physical activities, providing a welcoming, community-driven environment. Taking part has improved my motor coordination, strength, endurance, stability, and confidence. The program challenges us to push past our limits and teaches us that we are the ones setting them.”
Adelayne Toribio
Employee family member · Almas
Active listening, joint construction
0
local employees
0%
local procurement
US$ 174.7 MM
0
local entrepreneurs trained
US$ 0,0 M
invested in social projects
US$ 0K
invested in community infrastructure
0+
actions with local communities
Era Dorada — rebuilding trust
The Era Dorada Project is located in a region sensitive to mining activity, marked by negative perceptions and environmental concerns. When Aura acquired the project, it inherited a scenario of low community trust — calling for an approach focused on rebuilding the project's legitimacy and advancing the social license to operate.
The strategy prioritized strengthening dialogue and active listening: clear communication about the project, decisions grounded in local perceptions (prioritizing underground mining, local employment and supplier policies), and a narrative built on cultural proximity, social and environmental responsibility, and shared value creation.
Formal, verifiable spaces for dialogue, prioritization, and participatory decision-making on social investment.
More than 1,000 hours dedicated exclusively to community relations across 2025.
Independent third-party audits of the social and environmental areas, evidencing changes in the management model.
A permanent center for information, public service, and community capacity-building.
“Building trust with communities is not just part of our work: it is the foundation for mining to generate real, lasting, and shared value for the territory.”
From mining, new harvests
Launched by the San Andrés Foundation — the social arm of the Honduras unit — the Semillas de Esperanza Project supports sustainable social and economic development by cultivating three grape varieties and the future production of wines, advancing a strategy of productive diversification.
“This is the first step of a major change we are building for the Minosa region and for Honduras. We are committed to creating a more prosperous future for everyone, acting with respect and care for the community and the environment to leave our positive legacy.”
Recognition: Mining Sector Company of the Year 2025 — ESG category (mid-cap).
Innovation that becomes sanitation
The start-up of the Borborema unit was not only a major step in our expansion plan — it also gave concrete shape to our commitment to producing in a sustainable way.
The unit sits at the heart of the Seridó region in Rio Grande do Norte, in Currais Novos, an area marked by severe water stress. It was in this context that we brought innovation and a sustainability commitment together, opening a mine that operates without consuming new water and does not affect the local community's water supply.
Through a public-private partnership with the Rio Grande do Norte Water and Sewer Company (CAERN), we now collect the city's domestic sewage, treating it fully and reusing it in the mine's activities. No groundwater, river, or stream water is used. The operation is fully supplied by urban sewage subjected to advanced treatment that includes reverse osmosis and multiple purification stages.
Today, the plant is fully operated by our team, transporting roughly 70 cubic meters of reuse water per hour through 27 kilometers of pipeline to the processing plant. The initiative earned Aura the recognition of Mining Sector Company of the Year 2025 in the ESG — Mid-Cap category.
In gold mining, greenhouse gases (GHGs) are generated mainly by fossil fuel combustion in equipment and transport machinery and by power generation for processing. Aura has put in place a range of strategies, both operational and long term.
Evolution of Emission Intensity
0.348
2023
0.476
2024
0.517
2025
GHG monitoring and inventory
Aura performs regular emissions inventories at its units as part of a comprehensive environmental risk management approach. This practice ensures local and global compliance and enables effective control of emissions.
Transport solutions
Optimization of haul routes with reduced average distances and fleet renewal with more modern, efficient equipment. At Apoena, replacing smaller trucks with larger models reduces diesel consumption per ton hauled.
Efficient technologies and processes
Investment in low-carbon technologies, including renewable energy and water efficiency. Borborema uses 100% reuse water from sewage treatment and rainwater.
Tailings reuse & circular economy
Practices like using tailings in concrete construction and remineralizing soils with rock dust reduce disposal needs and environmental impact, supporting natural-resource conservation.
Renewable energy
Periodic reviews of supply conditions, including analysis of opportunities to contract renewable energy whenever technically feasible, balancing operational efficiency and environmental performance.
Zero tolerance for non-compliance
In 2025, Aura kept its zero-tolerance stance toward non-compliance with laws and regulations and reinforced its Integrity Program, which is structured by corporate policies and internal regulations and anchored by the Code of Conduct as the main reference document for ethical guidelines.
The integrity system comprises Human Rights, Anti-Bribery and Anti-Corruption, Donations and Sponsorships, and Investigation policies, all approved by the Board and aligned with international references — including the Universal Declaration of Human Rights, the UN Guiding Principles on Business and Human Rights, and the World Gold Council principles (RGMP and conflict-free gold standard).
The recent acquisitions of the Mineração Serra Grande (Brazil) and Era Dorada (Guatemala) units called for specific focus to ensure the integration of people and processes into the Aura Compliance Program. For 2026, projects are planned to identify and assess compliance risks specific to the locations where the new units operate.
International references
Frameworks that guide our Human Rights, Anti-Bribery, Anti-Corruption, and Investigation policies — approved by the Board of Directors.
Human Rights
Universal Declaration of Human Rights
UN
Guiding Principles on Business and Human Rights
UN
Responsible Mining
Responsible Gold Mining Principles
World Gold Council
Conflict-Free Gold Standard
World Gold Council
Management & Industry
ISO 14.001 / 45.001
Environmental and OHS management
ICMM · IBRAM
Responsible mining
Strong value creation in 2025
2025 Highlights
S&P Global · Mar/2026
Outlook: Stable
National scale: brAA → brAA+
Aura Almas debentures: brAA+
In March 2026, S&P Global Ratings upgraded Aura Minerals' rating from B+ to BB- (stable outlook) and, on the national scale, from brAA to brAA+; Aura Almas Mineração's debentures were also upgraded to brAA+.
Responsible Gold Mining Principles
Since 2022, Aura Minerals has been carrying out the structured implementation of the Responsible Gold Mining Principles (RGMPs), a World Gold Council initiative that sets global guidelines for responsible gold mining.
In 2025, we focused on consolidating and executing the action plan, prioritizing recommendations from the 2024 audit and structuring initiatives to address the gaps identified. For the next cycles, the company plans to extend this process to the new Borborema and Serra Grande operations, with self-assessments scheduled for 2026 and a new independent audit planned for 2027.
2022
RGMP adoption
2024
Independent audit
2025
Plan consolidation and execution
2026
Borborema & Serra Grande self-assessments
2027
New independent audit
Access the full 2025 Sustainability Report and explore in detail Aura's path toward increasingly responsible and sustainable mining.
