2022 strategic key performance indicators

For the past seven years (2015 to 2022), we have measured our strategic performance against the following dashboard of strategically important KPIs. These KPIs align to our objectives as well as the capital sources of value we use or affect. These indicators are under review but will continue to be measured as they support our ESG commitments and the successful execution of our new strategy.

For 2022, we continued to measure our performance against these while we transition to our Sustainable Growth and Impact strategy, and appropriate metrics and strategic KPIs were being finalised.

Our KPIs are outlined in the strategic performance dashboard below.

KEY

Trend^

Deteriorated

Improved

Unchanged

New KPI this period

KPI threshold	Out of appetite	Worst tolerable	Best realistic	Target	Possible waste or opportunity
Indicator

Natural capital	Strategy	Target	Actual 2022	Indicator	Actual 2021	Indicator	Trend based on indicator^
Reportable environmental incidents (levels 2 and 3)	Be carbon neutral by 2050	0 level 2s 0 level 3s	0 level 2s 0 level 3s		6 level 2s 0 level 3s
Carbon intensity(scope 1 tCO2e/total kilotonnes mined (kTTM))	Be carbon neutral by 2050	Actual for previous year less 5%	0.5% reduction		Actual for previous year less by more than 5%
Carbon intensity(scope 2 tCO2e/kTTM)	Be carbon neutral by 2050	Actual for previous year less 5%	0.8% increase		Current year less than previous year
Water intensity (kL/tonne RoM)	Improving water efficiency	0.15 to 0.18	0.15		0.149
Percentage environmental liability provision in place – commercial and captive operations	Be carbon neutral by 2050	80% to 100%	Between 50% and 80%		72%
Physical rehabilitation (actual versus budget)	Become a catalyst for economic growth and environmental stewardship	0% deviation from budget	Between 25% and 50% deviation from budget

Human capital	Strategy	Target	Actual 2022	Indicator	Actual 2021	Indicator	Trend based on indicator^
Fatalities	Empower people to create impact	0	1		0
LTIFR	Empower people to create impact	0.06	0.05		0.08
OHIFR	Empower people to create impact	0.18	0.16		0.16
Skills provision (percentage of appointment of employees within)	Empower people to create impact	60%	64%		62.17%
Scarcity skills retention (percentage turnover)	Empower people to create impact	5%	4.4%		3.7%

Social and relationship capital	Strategy	Target	Actual 2022	Indicator	Actual 2021	Indicator	Trend based on indicator^
B-BBEE contribution level	Empower people to create impact	Level 1	Level 3		Level 2
Black ownership	Become a catalyst for economic growth and environmental stewardship	30%	47.1%		47.1%
SLPs project delivery (time variance)	Become a catalyst for economic growth and environmental stewardship	0% behind schedule	40% behind schedule		8% behind schedule
SLPs project delivery (cost variance)	Become a catalyst for economic growth and environmental stewardship	0% over budget	16% over budget		19% over budget

Manufactured capital	Strategy	Target	Actual 2022	Indicator	Actual 2021	Indicator	Trend based on indicator^
Capital project delivery measure (time variance)	Make our minerals and energy businesses thrive	0% behind schedule	0.4% over schedule		10.3%
Capital project delivery measure (cost variance)	Make our minerals and energy businesses thrive	0% over budget	0% over budget		3%

Financial capital	Strategy	Target	Actual 2022	Indicator	Actual 2021	Indicator	Trend based on indicator^
Adjusted operating margin	Make our minerals and energy businesses thrive	20%	35.2%		24.4%
Adjusted ROCE	Make our minerals and energy businesses thrive	20%	46.9%		33.6%
Net debt to EBITDA (excluding Cennergi)	Make our minerals and energy businesses thrive	1.5 times	*		*