We are gaining momentum as we transition to our new strategy. We have set clear and ambitious objectives to progressively incorporate our Sustainable Growth and Impact strategy into our operations.
To measure and manage our performance over time, we have identified specific KPIs that were selected by considering our past KPIs, representing the various aspects of value creation we affect and our future objectives. The resulting indicators are refined and designed to monitor our momentum towards our strategy while catalysing discussion and analysis within our organisation. Furthermore, they ensure we address our previous ESG commitments and enable the achievement of these ambitious goals.
Our KPIs are grouped per capital and incorporated in the tables below in relation to how their continued availability, quality and affordability impact specific strategic objectives.
| Key | Description |
| REM-S | Linked to remuneration (STI) |
| REM-L | Linked to remuneration (long-term incentive) |
| Trend | Description |
 |
Deteriorated |
 |
Improved |
 |
Unchanged |
Why it matters
The shift towards a low-carbon economy is imperative due to the growing demands for climate change mitigation. As a business, it is essential to approach this transition with a balanced sense of urgency to stay ahead of the curve while ensuring that the shift is sustainable and generates a positive societal impact.
Performance overview
Continued availability, quality and affordability of capitals driving our strategy
Exxaro's strategy is firmly rooted in managing our capitals to support sustainability and growth. By optimising our coal assets and advancing into other minerals and energy, we are securing financial capital and investing in our future capabilities. Our performance indicators – EBITDA from new minerals, EBITDA contribution from Cennergi and installed energy generation capacity – are milestones towards our 2026 and 2050 targets. These targets reflect our commitment to transitioning at speed and scale while securing the availability of financial capital now and in the future to support sustainable value creation in a dynamic energy market.
Measuring related capital inputs
| Target | Performance | ||||||
Performance indicator |
2026 (short term) |
2030 (medium term) |
2023 | 2022 | 2021 | Trend | |
 Financial capital |
EBITDA contribution from new minerals (%)REM-S | 30 | 50 | 0 | 0 | N/A | |
|---|---|---|---|---|---|---|---|
| Installed generation capacity (MW net) | 780 | 1 600 | 229 | 229 | 229 | |
|
Related trade-offs
Balancing the adverse environmental impact of coal with the need to support South Africa's socio-economic development
In our pursuit to transition to a low-carbon model rapidly and responsibly, we recognise the current socio-economic reliance on coal in South Africa. While we accelerate our transition, we remain committed to supporting the nation's development, ensuring a responsible shift that considers both the environmental impacts and the immediate energy needs of the society. This alignment is crucial as we strive to create a positive social impact and lead by example in the just energy transition.
Looking
forward
We aim to transition at speed and scale but not at all costs. Our investments in minerals and energy will be governed by our prudent capital allocation framework and rigorous investment criteria, positioning our portfolio within our desired risk-adjusted return levels.
Report Index
IR
Manufactured capital
Human capital 
Social and relationship capital
Natural capital
