Guidelines

Responsible stewardship and water security are primarily achieved through the following goals, which are discussed in greater detail in this Guideline:

• Water management is being integrated into mine planning and operating processes;
• Measuring, reporting, and publicising our performance in water management;
• Achieving zero harm through education and best management practises; and
• Creating shared value and leaving a lasting, positive legacy in the catchments in which we operate.

All of our sites, regardless of stage of development, will eventually require some type of reclamation and rehabilitation. The process of planning for this possibility must be carried out in accordance with the concepts and practises outlined in the Guideline, which involves mine closure planning as well as cost estimation.

Mine closure planning and cost projection should be done throughout the mining life cycle, and will involve the three steps listed below:

• Conceptual closure planning;
• Detailed closure planning; and
• Definitive closure planning.

All of our operations are required to have a mine closure plan in place, as well as a cost estimate.

Our Integrated Annual Review and Financial Statements include total gross closure cost estimates for all Golden Mine Projects operating mines.

As part of their ongoing activities, all of our operations engage in rehabilitation. Mine closure costs are financed as follows in each of our operating regions:

• Australia: Assured performance bonds backed by banks without conditions, ensuring coverage for anticipated expenses;
• Ghana: Banks guarantee reclamation bonds to ensure the required funds for rehabilitation;
• Peru: Annual deposits support guarantees to ensure adherence to the Mine Closure Plan;
• South Africa: Contributions to environmental trust funds and guaranteed financial commitments.

We make a full provision for environmental rehabilitation based on the nett present value of the expected cost of restoring any environmental disruption that occurred prior to the balance sheet date.

Golden Mine Projects has created a Community Relations and Stakeholder Engagement Guideline that is based on worldwide best practises such as the worldwide Finance Corporation (IFC) Performance Standards, Equator Principles, and AA1000 Stakeholder Engagement Principles. The Golden Mine Projects Community Relations Handbook (see below) outlines these in depth. This Guideline is also consistent with the International Council on Mining and Metals (ICMM) Principles 3, 9, and 10, as well as our vision, values, and Group policies, and our commitment to being a trusted and valued mining partner to our key stakeholders.

The nine Community Relations Standards, which guide our relationships with communities and other key stakeholders, are critical to meeting this promise. The nine Standards are covered in this Guideline at a high level and are explained in further depth in the Group Community Relations Handbook.

Effective community relations and stakeholder involvement are also supported by the four parts of the Golden Mine Projects Society and Community Charter (our obligations to our major stakeholders), which are incorporated into the Guideline's Community Relations Standards:

• Develop robust relationships with key stakeholders, founded on trust and transparent, sincere, and regular communication
• Establish a lasting, positive impact on host communities and collaborate with stakeholders (investors, employees, host communities, and governments) to champion sustainable development and foster 'Shared Value'
• Evaluate and assess our performance in alignment with our pledges
• Strive to gain deeper insight into the fundamental concerns and ambitions of our host communities, and collaborate to formulate and deliver appropriate commitments, securing and preserving our social license to operate.

This Guideline is intended to ensure an appropriately consistent and fit-for-purpose approach across all Group regions, primarily in the following key areas: developing an energy and carbon management strategy and plan, identifying opportunities for implementing energy efficiency measures and glasshouse gas emission reductions, creating shared value, reporting performance, and setting targets.

Successful energy and carbon management, as detailed in the Guideline, is accomplished primarily through:

• Integrating energy and carbon management into the business;
• Measuring and reporting on performance; and
• Definitive closure planning.

Golden Mine Projects is dedicated to the appropriate management of natural resources and the ecological environment for current and future generations.

The purpose of this Guideline is to provide guidance on the incorporation of biodiversity conservation into all stages of mine life, from pre-feasibility until closure. The operations will be subject to varied degrees of statutory rigour in terms of biodiversity conservation; however, Golden Mine Projects intends to employ good biodiversity conservation practises across its activities. This Guideline was created with the ICMM's Good Practise Guidance for Mining and Biodiversity in mind.

The objective of sustainability reporting is to assess, reveal, and be answerable to both internal and external stakeholders about the organizational performance in pursuit of sustainable development. It should present a fair and rational portrayal of the sustainability accomplishments of a reporting entity, encompassing both favorable and adverse contributions.

This guideline is grounded in the GRI Reporting Framework, which undergoes testing and continual enhancement. The guideline entails principles to define report content and ensure the quality of reported data, along with Standard Disclosures consisting of Performance Indicators and other disclosure elements. Definitions encompass all information and data reported across the Golden Mine Projects Group.

We modified our Group Safety Reporting Guideline in 2015 based on the recommendations of an International Council on Mining and Metals (ICMM) health and safety benchmarking evaluation. As a result, we have implemented the Total Recordable Injury Frequency Rate (TRIFR) indicator. The TRIFR contains (for both workers and contractors):

• Total count of fatalities
• Injuries resulting in lost work time
• Injuries requiring medical treatment
• Injuries leading to work restrictions

It is regarded as a more relevant indicator of safety performance than the Lost-Time Injury Frequency Rate (LTIFR), which only covers injuries that result in one or more missed shifts. Furthermore, the TRIFR is the most widely used statistic among our peers, allowing us to compare our performance to that of the larger sector. Because 2013 was the first year we implemented the new metric across the Group, it will serve as the benchmark for future performance.

Golden Mine Projects Limited (Golden Mine Projects) has created an Enterprise Risk Management (ERM) Guideline based on the criteria of King IV - Good Corporate Governance Code of Conduct and ISO 31 000 - International Risk Management Guideline.

ERM is made up of two parts: strategic risk management and operational risk management.

The purpose of this document is to ensure a consistently appropriate approach is adopted across all regions within the Group. It offers essential standards and overarching principles to direct enterprise risk management.

Golden Mine Projects operates in countries with established national risk management standards and regulatory mandates, which must be followed. This guideline does not aim to replace these requirements but to complement and enhance compliance.

This guideline is relevant throughout the entire mining lifecycle, encompassing eight stages: exploration, pre-feasibility, feasibility, construction, operation, decommissioning, closure, and post-closure.