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Exxaro Resources Limited
Integrated report for the year ended
31 December 2023
 

Building momentum with people

Exxaro's human capital is the knowledge, skills, know-how, safety, health and wellbeing of the people who manage our business and perform operational activities. This includes our employees and contractors.
Our human capital is central to the success of our business.

How we deliver value through our human capital

Investing in, upskilling and offering an attractive value proposition increases our human capital, while safeguarding our people's safety, health and wellbeing, preserves value and prevents its erosion. Our people and partners have the skills, capabilities, mindset and passion to achieve our purpose.

We deliver value through our people strategy, which is a catalyst for the Sustainable Growth and Impact strategic objectives. The six pillars of our people strategy are underpinned by our commitment to a people-fit organisation, developing capabilities and enabling human resources through our purpose.

We also deliver value by:

  • Progressing against our commitment to achieving zero harm by prioritising safety
  • Building resilient employees and host communities through integrated health and wellness
  • Maintaining our employee value proposition, fostering a diverse, inclusive and equitable workplace, and managing employees' needs and expectations
  • Offering learning and skills development opportunities to ensure a healthy talent pipeline of core and critical skills for existing and potential employees (including our host communities)

Empowering our people to create impact is critical in building momentum and resilience as we progress against delivering on our strategy and business model.

Material theme Matter Supporting our strategy Our broader impact
Helping our
people thrive
  • Health, safety and wellness
  • Workforce: culture, capability, diversity, inclusion, attraction and retention of key skills and innovation
  • Labour relations
  • Make our minerals and energy businesses thrive
  • Empower people to create impact
  • Become a catalyst for economic growth and environmental stewardship

Performance snapshot

Exxaro's human capital
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20 665 employees (2022: 19 242)

6 797 (33%) permanent employees (2022: 6 745, 35%)

13 868 (67%) contractors* (2022: 12 497, 64.9%)

* Contractor total does not include Cennergi sub-contractors.

178 employees (2022: 103)
35 (20%) permanent employees (2022: 20%)
143 (80%) contractors (2022: 80%)

Investments in our human capital
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  • R358 million invested in training and development
  • R4 707 million invested in employee remuneration
  • R10.5 million invested in developing targeted employees in management programmes, leadership roles, postgraduate studies and support functions

  • Stop and Fix campaign launched to enhance employees' safety
  • DEI strategy launched and embedded in the business
  • Awareness campaigns, initiatives and measures implemented to address health risks
Improving our outcomes (business model)
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  • Remain committed to achieving zero harm
    • Adopted leading practices on preventing fall of ground and trackless mobile machinery incidents
    • Participated in the CEO Zero Harm Forum hour of learning
    • Introduced revised incident management standard to check and verify the effectiveness of corrective actions and enable meaningful learnings
    • ISO 45001 certification received at Matla, Leeuwpan and Grootegeluk
    • Demonstrated our commitment to the five safety focus areas at the 2023 sustainability summit
  • Work with employees and contractors to eradicate any safety incidents
    • Held awareness campaigns and initiatives to address health risks
    • Implemented health and safety representative empowerment programmes
    • Launched the Stop and Fix campaign and introduced going back to basics
    • Near miss reporting app launched to report safety-compromising behaviours
    • Visible felt leadership app launched to enhance leadership presence and engagement on the field
  • Continue to invest in employees
    • Progressed the DEI strategy
    • Streamlined the application process for internal employment opportunities
    • Rolled out various leadership programmes among employees at different levels
    • Awarded internships and bursaries to black people with disabilities and students of the Edumap initiative
    • Introduced the employee referral reward programme

Looking ahead

Our future focus is on building a stronger, more inclusive workforce by filling critical vacancies, empowering employees to excel through the performance achievement framework and advancing DEI at Exxaro, with particular emphasis on the inclusion of people with disabilities. We will continue to protect the safety, health and wellbeing of our employees by pursuing zero harm, reducing safety‑related incidents and preventing and managing health risks at our operations.

DETAILED DISCLOSURE

Prioritising safety

The safety of our people is a moral imperative that underpins the sustainability and efficiency of our operations. We strive to achieve our ultimate safety goal of zero harm by proactively managing safety risks through strict and consistent implementation of Exxaro's five safety focus areas.

Safety is critical to achieving the objectives of our Sustainable Growth and Impact strategy. Supported by the five key safety focus areas, our safety strategy steers us in our approach to managing safety-related risks and preventing incidents.

Safety strategy key focus areas

Incredible leadership

Demonstrating our ongoing commitment to our employees' safety by hosting the leadership safety day and sustainability summit, led by our CEO

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The sustainability summit allows the executive committee:

  • An opportunity to engage with employees on health and safety issues and deliver learnings from incidents
  • A platform to reiterate our commitment to zero harm
  • Events to recognise employees and contractors for safety excellence

The 2023 sustainability summit was hosted at Grootegeluk on 20 April 2023.

Communication

Providing regular communication on our safety performance, which includes incidents, learnings from incidents and actions to be taken to mitigate emerging risks. Messages are shared on virtual platforms across the group

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  • Our Khetha Ukuphepha (isiZulu for "choose safety") campaign, launched in 2019, encourages personal responsibility for safety
  • We host annual safety indabas to drive the importance of safety
  • We launched the Stop and Fix campaign in 2023 to encourage employees to proactively address safety risks before they escalate


Consequence management

Adhering to non-negotiable safety rules that promote life-saving behaviours

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  • We analyse incidents in terms of zero tolerance rules
  • Consequence management aligns with our culture values and is applied fairly across BUs

Training

Capacitating employees and raising their awareness

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In 2023, this included:

  • Safety management training for line supervisors
  • Visible felt leadership champions training
  • Safety representatives training
  • On-the-job training for employees
Risk management

Embedding risk management into our daily activities and processes to make informed decisions and plan proactively

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We identify, assess and implement effective controls to address risks and opportunities with the aim of preventing and mitigating incidents and improving our safety performance. We have a high-risk task verification process at our BUs, led by site management, to verify the effectiveness of controls for highrisk activities and non-routine work.

Cennergi's windfarms comply with the Occupational Health and Safety Act (OHSA), 1993 (Act 85 of 1993) and the LSP with the OHSA and MHSA. Cennergi's head of operations reports safety incident investigation findings to the windfarms and company boards. Site managers and health and safety representatives conduct investigations following reports from contractors. LTIs and medical treatment cases are immediately reported to the group health and safety department.

Our performance

Exxaro

No fatalities
(2022: one)

Four HPIs
(2022: five)

11 LTIs
(2022: seven)

Cennergi

No fatalities
(2022: none)

No HPIs
(2022: none)

No LTIs
(2022: none)

0.07 LTIFR
(2022: 0.05)

Our LTIFR increased due to an increase in hand and finger injuries associated with lifting and material handling, as well as slip and fall incidents that occurred at our BUs. We remain committed to reducing our LTIFR and will continue to intensify our daily efforts to achieve zero harm.

The leading causes of LTI and HPI incidents included:

We have revised our incident management process to enhance incident investigations, subsequent corrective actions and learnings, which we believe will reduce our LTIs going forward. This also contributed to the decrease in HPIs compared to last year.

We had four section 54(a) (mining activity stopped) (2022: seven) stoppages.

No reportable health and safety incidents were submitted to the Department of Employment and Labour (2022: none). In quarterly external compliance audits by Libryo, Tsitsikamma and Amakhala Emoyeni achieved average scores of 95.6% (2022: 96.4%) and 96.8% (2022: 96%) respectively.

We implemented the following initiatives to demonstrate our commitment to achieving zero harm and preventing safety incidents following the tragic fatality experienced at Belfast mine in 2022:

Campaigns
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  • Bouncing Back at Belfast launched to uplift employees's morale and offer them counselling
  • Stop and Fix campaign launched across BUs
Apps
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  • Near miss reporting app launched to report safety-compromising behaviours
  • Visible felt leadership app launched to enhance leadership presence and engagement on the field
Back to basics
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  • Safety focus areas reinforced at the sustainability summit to eliminate repeat incidents and go back to basics in terms of operational safety
  • Khetha Ukuphepha principle reinforced — every life counts

Learning from incidents
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  • Revised incident management standard introduced to check and verify the effectiveness of corrective actions and enable meaningful learnings from internal operations and across the mining industry

Celebrating our progress

Group
One year fatality-free 15 August 2023

Grootegeluk
11 years fatality-free

Leeuwpan
33 years fatality-free

Matla
Six years fatality-free

Belfast
One year fatality-free

Mines in closure
13 years fatality-free

FerroAlloys
26 years fatality-free

Cennergi
Seven years fatality-free

We were honoured to be recognised at the 2023 COALSAFE Awards, where we received several awards in the safety category for fatalityfree production shifts at various operations, an LTIFR of 0.00 at Leeuwpan and an outstanding award for most improved dust milestone at Grootegeluk.

Looking ahead

Maturing our safety culture through training and development will be a continued focus as we prioritise zero harm and protect the sustainability of our business. Alongside this, we plan to:

  • Reinvigorate the five safety focus areas and the Khetha Ukuphepha principle
  • Eliminate repeat incidents
  • Enhance supervisor safety capacitation
  • Advance and digitise safety systems

Integrated health and wellness

We recognise that a physically and psychologically safe workplace is inextricably linked to successfully delivering on our strategy. Integrated health and wellness builds resilient employees and host communities by enhancing quality of life, boosting morale, improving productivity and ensuring safety.

Preventive, holistic and employee-driven health and wellness underpins our approach. Our integrated health and wellness strategy, which is aligned with legislated basic conditions of employment, enables us to create an empowering environment for our employees. We offer an employee wellness programme, which addresses employees’ financial, emotional, social, and mental, occupational, environmental, spiritual and physical challenges, and their impacts. We also host complementary awareness campaigns, testing drives and initiatives.

Our performance

Employee
wellness
programme
8.9% utilisation
(2022: 12.68%)
Demographics
  • Majority men (18 to 50 years old) in 2023
  • 6 350 cases were managed, of which 716 were individual cases, 578 were group trauma debriefing sessions and 5 056 were group information sessions
  • Stress is the leading cause of mental health issues
  • 251 employees have relationship-related challenges
  • The majority of employees who utilised the employee wellness programme services are between the ages of 30 and 39, making up 43%
6.4% Proactive Health
Solutions benchmark
Non-occupational
diseases
93 new diabetes cases
(2022: 24)
  • 18 419 employees and contractors received HIV/Aids awareness training (2022: 14 585)
  • The number of people who attended awareness sessions increased, as our workforce increased to 20 665 people. The prevalence of HIV/Aids cases among permanent employees is 1.87%. The national prevalence rate is 14% (on 31 July 2022)
334 hypertensive
employees and contractors

(2022: 92)
Occupational
diseases
Occupational diseases
remained at 23

(2022: 23)
No cases of silicosis
(2022: none)
  • One occupational disease case (tuberculosis) (demonstrably work related) was accepted by the Medical Bureau for Occupational Diseases for compensation (2022: five)
  • The OHIFR was 0.15 (below target of 0.18) (2022: 0.16)
Occupational diseases

Occupational diseases

We measure our performance against mining industry targets set in 2014. 2023 was the last year we measured our performance against these milestone measurements, as new milestones will be communicated in 2024.

Campaigns and initiatives

Cancer awareness campaigns and testing drives targeted at breast and testicular cancer

All BUs
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Wrapping trees with pink cloth to show support for those suffering from breast cancer

Matla and Grootegeluk
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Providing mammograms and education on men and women's health via the pink truck

Grootegeluk
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Participating in the parkrun for breast cancer

Initiatives per operation

All BUs
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  • Hosted a marathon to raise awareness of lifestyle diseases, with 2 600 people participating across the group
  • Implemented a peer influencer programme where influencers spread awareness of noise-induced hearing loss, tuberculosis and thermal stress
  • Launched onsite therapy
  • Provided financial assistance to employees through our financial wellness service provider, Bayport. One of the key highlights was the successful opening of secured accounts, divided between vehicle and home loans
  • Held a cholera masterclass on how to prevent the spread of cholera and the precautionary measures to follow to limit infections
  • Held a masterclass on the importance of taking care of mental health
Matla
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  • Ongoing monitoring of lifestyle diseases at Matla wellness centre
  • Initiated a biggest loser campaign on lifestyle management at Matla to encourage and promote an active lifestyle
  • Initiated a women's health drive at Matla and implemented health programmes focused on women's health and family planning at Matla
Grootegeluk
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  • Implemented a thermal stress project at Grootegeluk to monitor thermal stress indices in real time and alert employees when temperatures increase or decrease above or below regulatory standards
  • Conducted a wellness outreach programme at Mogol park
  • Held an HIV/Aids awareness campaign
  • Implemented the Step It Up challenge on LetsConnect, which targeted lifestyle diseases by encouraging employees and contractors to be more active. Smart watches were given to employees and contractors to monitor their sleep patterns, number of daily steps and heart rate

Cennergi employees use the group's employee health and wellness programme and attend sessions arranged for Exxaro BUs. Cennergi held medical screening (including blood pressure, blood sugar and HIV screening) and financial wellness interventions to improve the health and wellness of its operations team in 2023.

Looking ahead

We will continue to actively manage health and wellness in the group with a specific focus on implementing continuous heat stress monitoring, advancing the electronic occupational health and hygiene management system and archive, and implementing health and wellness wearables at Belfast to track real-time employee vitals. We also plan to acquire additional specialised human resources.

Engaged employees

We meaningfully engage with our employees to understand their material needs and concerns and maintain our employee value proposition as an employer of choice. Engaged employees are more productive, which enhances safety at our operations and supports the sustainability of our business.

Employee engagement is supported by the embedding of our values and culture, effective communication and a commitment to constant improvement. Our employee relations strategy enables us to manage and respond to employees' needs and expectations. DEI is central in our approach.

Grounded in our purpose, values, vision, culture and strategic objectives, our DEI strategy:

Our new persons with disabilities policy supports the objectives of the DEI strategy in ensuring persons with disabilities have equal access to employment, training, skills development opportunities and career pathing.

Cennergi's employment equity committee guides and monitors transformation and skills development and oversees implementation of the employment equity plan, which aligns with legislation and the Department of Employment and Labour Codes of Good Practice.

Our performance

Strategic priorities

Employee turnover

  • Average rate of 4.5% due to abscondment, death, incapacity, dismissal, resignation and retirement (2022: 4.4%)
  • 83.81% of employees in bargaining units (2022: 82.37%)
  • 16.19% of employees in management and specialist category (2022: 17.62%)

Employment equity

  • Certified level 2 BEE contributor
  • Achieved employment equity targets over the past five years (aligned with Mining Charter III)
  • Addressing women in senior management targets with new employment equity plans for the next five years (aligned with DEI strategy)

Housing

  • 1 379 permanent employees received mortgage repayment subsidies for first-time home buyers since 2017
  • 42 employees live in converted hostels (single-quarter accommodation or family units)
  • Housing allowance paid to 2 213 employees with a registered bond (2022: 2 272)
  • Living-out allowance paid to 3 271 employees renting accommodation (2022: 3 594)

Trade union representation

  • 5 376 employees (79%) (2022: 5 276) were represented by affiliated unions recognised by Exxaro (National Union of Mineworkers, Solidarity, Association of Mineworkers and Construction Union, Food and Allied Workers Union, and National Union of Metalworkers of South Africa)
  • Multiple three-year wage agreements signed in 2021 remained effective. These agreements will expire in June 2024, and plans are underway to hold wage negotiations with organised labour, with a view to potentially signing another three-year wage deal

Workplace harassment

  • Conducted workplace harassment training and interventions in response to sexual harassment cases reported in 2022
  • Zero sexual harassment cases reported this year

Eliminating discrimination and resolving grievances

  • No alleged discrimination cases or grievances were filed (2022: zero)

Share ownership

Each GreenShare beneficiary received a R10 209.92 cash payment

Cennergi consistently meets job creation targets and did not incur contract termination points or penalties from the DMRE in 2023

Looking ahead

In advancing our DEI journey, we plan to launch a new DEI e-learning programme to provide a comprehensive training opportunity for employees. We will also focus on achieving the objectives set out in our performance achievement framework, namely:

  • Supporting the performance achievement process and facilitating the integration of Exxaro's culture and leadership philosophy
  • Empowering managers and their teams in the performance management process
  • Creating an environment where all employees have a sense of belonging and bring their full selves to work
  • Ensuring aligned business performance and providing clarity on individual and team
  • contribution, accountability and access to customised development
  • Ensuring the performance management process is ethical, equitable, objective, fair, transparent, consistent and credible

Talent management

We empower our employees by offering learning and skills development opportunities to ensure a healthy talent pipeline of core and critical skills. Our community-based skills development programmes, which are aimed at educating marginalised groups and youths, support our employment equity targets and ensure a feeder line of trained and skilled candidates.

Attracting, developing and retaining skilled people strengthens our ability to deliver on strategic objectives, ensure business continuity and preserve the value we create for our employees and communities. Talent management is a critical sustainability factor and part of our employee value proposition.

We achieve this through:

Cennergi prioritises internal recruitment of high-potential employees to retain talent and grow management expertise. Employees receive STIs based on individual and company performance. Cennergi invests 1% of its payroll in employee training and development. Line managers conduct performance appraisals twice a year to determine training and development needs.

Our performance

Zero talent management-related grievances lodged in 2023 (2022: zero)

R193.5 million invested in job-related skills development (functional and technical training) (2022: R198 million)

R7.6 million invested in community development, such as portable skills training (2022: R8.2 million)

R126.6 million invested in bursaries, training professionals, internships, learnerships and skills programmes (2022: R101 million)

R22 million in support for Youth Employment Service (YES) partners to train and develop youth from our host communities (2022: R10 million)

126 employees (89% black people and 58% black women) in our 24-month mentoring programme (2022: 40) 

R0.95 million invested in adult education and training (2022: R1.57 million)

Appointed 16 external Paterson D band (middle management) and 43 internal candidates (2022: 16 and 40)

Appointed three external black candidates and nine internal black candidates Paterson E band (senior management) candidates (2022: one and three respectively)

People development training expenditure 2023 2022 2021
Total training (Rm) 358 331 276
Total training (% of total payroll) 6.22 6.0 5.8
Training of black people (Rm) 318 275 222
Black people trained (% of total payroll) 5.54 5.0 4.7

In accordance with its aim to further the objectives of diversity and inclusion in the energy sector, Cennergi recruited eight new employees in 2023, of whom 75% were female (six African women) and 25% were male (two African men).

We track our performance against the strategic objectives of the talent management strategy:

Use digital platforms
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  • 1 033 employees registered for open-source online courses (LinkedIn, Udemy, Coursera, Open Sesame and OTT University). Overall, 70% utilisation was achieved during 2023
  • 91 309 compliance-related courses, ensuring safety, health and environmental compliance, completed through MyNexxt
  • 109 745 training interventions on the MyNexxt e-learning platform as part of our Digital@Exxaro strategy and aligned with connect2NEXT and smart workforce initiatives (2022: 96 665)
  • Achieved 63% utilisation on Powering Knowledge community SMME e-learning platform
  • Offered multiple courses and learning interventions on ESG and risk, performance, IT and cybersecurity, and management
Enhance employee experience
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Line managers are no longer required to approve employment applications made by their team members, allowing employees to freely explore internal growth opportunities. This resulted in an increase in internal applications, with 1 598 applications in the Paterson DL band and higher in 2023 compared to 760 in 2022. We also reintroduced a revamped employee referral reward programme, which offers employees rewards for referring successfully appointed candidates.



Build relevant future skills and competencies
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  • 306 employees attended various leadership programmes (2022: 83) and 162 enrolled in management programmes (2022: 181)
  • 30 employees enrolled in the University of Cape Town Graduate School of Business Women in Leadership programme (2022: 21)
  • We are in the process of developing a capability system tool to guide employees on capability and capacity building to advance their careers with various learning and development opportunities
  • Rolled out several leadership programmes to employees on various Paterson band levels and provided university-accredited short courses in competencies to support new capabilities
  • Refreshed our talent management strategy in 2023 to support capability development and succession planning for management and specialist roles

Build a talent pipeline representative of economically active populations
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  • Implemented the employee referral programme to address challenges in recruiting qualified black women
  • 32.5% D band (2022: 30.8%) and 25.3% E band (2022: 35.4%)
  • Improved spend on bursaries awarded to black people studying through Department of Higher Education and Training accredited institutions to the planned target score on the B-BBEE strategic dashboard. The subscore for this B-BBEE element improved to 0.44% (2022: 0.19%)
  • Updated our recruitment policy to align with the DEI strategy and created a new people with disabilities policy
  • Female employees represent 31.2% of our workforce (2022: 29%)
  • 61% female professionals in training graduates (2022: 50%)
  • 61% black women full-time bursars in engineering and mining disciplines*
  • 55% women in learnership and internship feeder schemes (2022: 56%)
  • 11 black women sponsored at technical and vocational education and training colleges to improve access to formal learnerships such as artisan training (2022: 31)
  • 25 black South Africans (56% black women) with disabilities supported at local tertiary institutions for full-time studies (2022: 20)
  • 23 internships for black people with disabilities appointed in 2023 (12 of whom are black women)
Build a talent pipeline for energy and minerals businesses
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  • 85 professionals in training programme graduates in our talent pipeline (96% black South Africans) (2022: 89) at a cost of R55 million (2022: R42.6 million)
  • 54 full-time bursars in engineering and mining disciplines (2022: 52)*
  • R1.1 million invested in bursaries to address engineering skills shortages (2022: R3.8 million)
  • 10 matriculants supported in Edumap maths and science bridging programme (2022: 10)
  • 12 full-time bursaries for tertiary studies awarded to Edumap students who are youth from Exxaro's communities (2022: none)
Establish healthy strategic partner relations
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  • Submitted annual workplace skills plans and training reports to the Mining Qualifications Authority; Mining Charter compliance to the DMRE; and B-BBEE scores to the dtic including employee information, spend, training and development programmes. We received R50.5 million of skills levy tax paid back in grants
  • Actioned two Yes4Youth initiatives to improve the employability of youths from our communities

* South Africans at local universities.

Looking ahead

Our focus is on enabling responsive, agile talent acquisition to fill critical vacancies and providing a marketplace for internal employment opportunities, supported by an online platform. We are also focusing on streamlining our internal policies to reduce the number of policies and improve policy management and employee access.

Legacy artisan trade qualifications expired at the end of 2023. This will require involvement in newly developed qualifications through the Quality Council for Trades and Occupations.

Respecting and upholding human rights

We believe that all people have inherent fundamental human rights regardless of their differences. We are therefore committed to respecting and protecting the human rights of all employees and stakeholders. We strive to be a responsible steward of natural assets and social capital to uplift host communities.

Recognising that our operations could cause adverse human rights impacts, we have a human rights policy (updated in 2022) which outlines our expectations of employees, suppliers, business partners and other parties directly linked to our operations, products and services. We also perform regular due diligence reviews to identify, prevent, mitigate and account for our response to human rights impacts.

We address key human rights issues in the following areas:

Cennergi ensures human rights considerations are adequately managed and addressed through human resources policies and a code of conduct and grievance procedure aligned with South African human rights legislation. Cennergi is also committed to the IFC's Performance Standard 2 on labour and working conditions, which requires companies to treat their workers fairly, provide safe and healthy working conditions, avoid using child or forced labour and identify related risks in their primary supply chain. Consistent with Exxaro, employees can report human rights violations to supervisors, line managers, the people and performance department or anonymously through Exxaro's fraud and ethics hotline.

Our performance

Exxaro is trending positively against the five global trends listed in the Ethics & Compliance Initiative's Global Business Ethics Survey® 2023 report

196 employees participated in DEI courses (such as workplace harassment and diversity and inclusion) during the year

There were no human rights grievances lodged against Exxaro in 2023

191 fraud and ethics allegations were reported (164 to the fraud and ethics hotline) managed by internal audit (2022: 213)

23% resulted in disciplinary inquiries

Out of the 22 disciplinary hearings that were concluded, 19 ended with findings of guilt, while one resulted in a not-guilty verdict (2022: 41)

Two employees brought Exxaro before the Council of Conciliation, Mediation and Arbitration. In one instance, the Commissioner decided in favour of Exxaro, and in the other instance, the matter was resolved through a mutual agreement (2022: none)

We conducted an evaluation of Exxaro's business relationships with suppliers referenced in the state capture report and developed guidelines on how to deal with suppliers mentioned adversely in the media.

Looking ahead

We experienced delays in appointing a partner to conduct a due diligence review on our processes, however, due diligence is now underway with completion anticipated in the second quarter of 2024. Our focus will then be on addressing the gaps identified in the review and conducting training for employees. We also plan to roll out the ablution facilities project in 2024, which is currently in the planning phase.

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ABOUT EXXARO
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Building momentum and resilience for sustainable growth and impact
About this report
Delivering sustainable value creation
Snapshot of our long-term value creation

OUR BUSINESS
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Chairperson's statement
Who we are
Our operating context

How we create value
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Our business model
Our material matters
Our risks and opportunities
Engaging our stakeholders

Strategically positioning the business for growth
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CEO's report
Our strategy
Performance against our strategy and outlook

Building resilience through governance
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Our leadership
Summarised governance report
Board key matters in focus
Ethical culture
Performance and value creation
Adequate and effective control
Trust, good reputation and legitimacy
Combined assurance for effective governance

OUR PERFORMANCE
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Finance director's overview
Operational performance
Business resilience
Building momentum with people
Social impact
Our environment stewardship
Responding to TCFD reporting requirements

OUR MINERAL RESOURCES AND MINERAL RESERVES
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Our mineral resources and mineral reserves
ADDITIONAL INFORMATION
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Glossary
Administration