Impact by design

OCIM owns the link where the chain is decided: two plants in southern Peru that set the terms of entry for every miner partner, and carry the transformation of the ore under direct control.

The principle

Impact is an outcome of the model

OCIM makes the elimination of the sector’s main externalities, mercury, informality and unsafe conditions, a condition of commercial relationship. A miner partner enters the chain by meeting a defined standard, and that standard tightens as compliance, formalisation and production mature.

OCIM acts where it holds real leverage:

  • at the mine, through what it requires before it buys
  • at the plant, through what it operates and controls directly.

The 2025 baseline.

First reporting year. These figures establish the reference against which every subsequent period is read. They are the starting line.

Environment

Removing mercury from the value chain, and containing what centralised processing brings in its place.

Upstream · at the mine

Mineralised rock leaves the site without chemical treatment. All metallurgical processing takes place in controlled facilities. Centralised treatment removes the need for mercury at the mine, and returns a higher recovery rate to the miner in exchange.

SBG
Step 1 approved

Step 2 workplan initiated

Midstream · at the plants

Both plants operate without mercury, on a closed loop cyanidation circuit. Water is recirculated, residues are contained and monitored. Environmental baselines and the HSE management system were built during the year.

0
Mercury used in processing

refused at intake, verified on receipt

55%
Water recirculation rate

baseline to be raised in 2026

Social

Formalisation as a path, supported by the services that make it economically rational for a miner.

Upstream · the miner partners

A support model was defined and deployed in 2025: technical assistance, field engagement, progressive improvement plans. Its purpose is to make safer practice and formal status achievable, and therefore durable.

300
Active ASM suppliers

in the compliance path, as at publication

Midstream · the teams and communities

The plants were restarted with a team rebuilt from six people to a full industrial workforce in nine months. Safety culture is built through procedures, inductions and training. Neighbouring communities are treated as long term counterparties, in continuous dialogue with the plants.

250
Group headcount

at 31 December 2025, from 6 in April

Governance

The framework that makes the two other dimensions verifiable by a third party.

Upstream · the suppliers

Due diligence, traceability and responsible sourcing tools are applied to every partner. No ore enters the chain before the file is complete. The Swiss Better Gold model was developed in 2025 for progressive deployment across the supplier base.

100%
Suppliers screened

against sanctions lists, at onboarding and periodically

100%
Suppliers in the compliance pathway

upstream KYC completed before first lot

Midstream and group

Compliance is consolidated at OCIM Metals & Mining SA in Geneva under Swiss anti money laundering law. Country risk is managed at group level. The ESG management framework is being built on the same architecture.

SBG
Step 1 certified

on both plants, a sector first

RMI
Audit in progress

grievance mechanism being strengthened

LBMA
Responsible Sourcing framework

applied across the chain

From baseline to framework.

The sequence is deliberate: measure, then commit. Targets follow the instrument that makes them verifiable.

2026

Build the instrument

  • Formalise the group ESG strategy, with objectives, commitments and management systems
  • Implement the group ESG governance architecture and establish the ESG, sustainability and operational committees
  • Conduct benchmarking and a double materiality assessment
  • Establish environmental baselines and the reporting framework
  • Initiate the Scope 1 and Scope 2 emissions assessment
  • Raise water recirculation beyond the 55 percent baseline
  • Deploy the Swiss Better Gold Toolkit across the supplier base
  • Complete the RMI process and strengthen the grievance mechanism

2026 · 2027

Extend the perimeter

  • Launch the micro credit programme for artisanal and small-scale miner partners
  • Expand technical assistance and field verification across the supplier base
  • Lead the Mineral Processing Plants Committee at the National Society of Industries, to advance ASM regulation and financial inclusion in Peru
  • Publish the first standalone ESG report, with targets and dated commitments

Vision 2030

Hold the standard while scaling

  • Carry the same ESG and compliance framework into upstream concessions and downstream refining
  • Replicate the model in a second South American country at the same entry standard
  • Test the framework in a jurisdiction where mercury contamination is the dominant risk
  • Extend the impact indicators to the conditions of the group's own financing