Impala Platinum Holdings Ltd

###### Our approach to governance

###### Our board is ultimately responsible for providing oversight on the Company responses to climate change, including the identification and management of climate-related risks and opportunities. Implats' board delegates some of its authority to sub-committees. Each sub-committee oversees and monitors key strategic matters and reports back to the board on their activities quarterly. The health, safety and environment (HSE) committee directs strategic developments regarding climate change and assesses the adequacy and appropriateness of climate-related policies and procedures.

BOARD SUB-COMMITTEES

**Health, safety and** **Nominations,** **Strategy and** **Social,** **Audit and risk (AR)**
**environment (HSE)** **governance and** **investment** **transformation and** **committee**
**committee** **ethics (NGE)** **committee (SIC)** **remuneration (STR)**

**committee** **committee**

- Developing and - Ensuring effective - Ensuring the inclusion - Monitoring climate- - Overseeing the risk
implementing the governance of of decarbonisation related activities management system
climate change climate-related issues projects in the capital that impact on and process,
strategy - Ensuring the board allocation framework stakeholder relations inclusive of climate
- Identifying and has the required mix - Monitoring and the communities related risks and
managing climate- of skills and decarbonisation in which the Group opportunities.
related risks and experience for the projects to ensure operates.
opportunities effective governance key risks are

- Overseeing of climate-related identified and
performance against issues. managed.
climate-related
targets.

At executive level, climate change is the responsibility of the executive management team (Exco). The Exco is supported by:

Implats continuously monitors global and host-country regulatory changes related to climate change that can impact our business. Each quarter, we update the board on material developments and how the Group manages the impacts.

The board is supported by the social, transformation and remuneration (STR) committee and other sub-committees and acknowledges its responsibility to ensure the integrity of this ESG report. In the opinion of the directors, this report addresses all material issues and offers a balanced view of our sustainability performance and how this relates to our ability to create and preserve value for our stakeholders in the short, medium and long term. [...] This report, which remains the ultimate responsibility of the board, is prepared under the supervision of senior management and is subject to rigorous internal and independent external assurance reviews. The report was reviewed and approved by our STR committee and board as part of the reporting suite approval process. [...] Sustainable development remains the responsibility of exco. The Group executive for sustainable development is responsible for developing ESG/sustainability strategy and for reviewing performance in terms of the Group's non-financial indicators, and is also responsible for the environmental performance. There are also Group executives for each of the following functions: safety and health, people and stakeholder engagement. [...] To reinforce the focus on sustainability matters across the health, safety and environment (HSE) and STR committees, the chairperson of each committee is also a member of the other committee – this enhances integrated thinking across the two committees, which together fulfil the mandate of a social and ethics committee as described in the Companies Act. Both committees have prioritised a greater emphasis on developing and monitoring progress on immediate and medium-term measurable ESG targets as the Group works towards pronounced long-term targets. Exco lends support to the board committees. [...] During the year under review, amendments to the terms of reference for the STR committee were made and the annual work plan was further aligned with the ESG reporting requirements specific to the committee, especially a greater focus on human rights risks. The amendments were aimed at reducing the duplication between the STR committee and the HSE committee, thus allowing for improved focus. [...] Our anti-bribery and anti-corruption policy aligns with our code of ethics, and expressly outlines our commitment in this respect, including a statement around giving or accepting of bribes, which is strictly prohibited, as is allowing others to do so in our name. The policy further prohibits political donations of any kind.

Implats continuously monitors global and host-country regulatory changes related to climate change that can impact our business. Each quarter, we update the board on material developments and how the Group manages the impacts.

The STR and HSE committees oversee sustainability-related matters as outlined in our ESG framework. To ensure integrated thinking across the STR and HSE committees, the chair of each committee is also a member of the other committee. Both committees continue to prioritise developing measurable ESG targets as the Group works towards its long-term goals. Notable topics addressed at both committees in 2024 include: [...] Regulatory compliance [...] Policy advocacy [...] Responsible sourcing [...] Sustainability and executive remuneration [...] In 2024, Implats incorporated four new ESG-specific performance indicators into the executive-level balanced scorecards to drive greater accountability on ESG. Of these, three ESG performance indicators have been added to the Group's executive long term [...] to the executives' short-term incentive (STI) scheme. These key performance indicators relate to: [...] Year-on-year reduction in greenhouse gases from Group operations (LTIP) [...] Women representation in management levels across the Group (LTIP) [...] Percentage water recycled per Group operation (LTIP) [...] Labour turnover of critical skills (STI). [...] All of these indicators form part of the Group's independent non-financial assurance audit scope, see page 83. The executive STI also includes a fatality modifier to moderate bonus outcomes.

The STR and HSE committees oversee sustainability-related matters as outlined in our ESG framework. To ensure integrated thinking across the STR and HSE committees, the chair of each committee is also a member of the other committee. Both committees continue to prioritise developing measurable ESG targets as the Group works towards its long-term goals. Notable topics addressed at both committees in 2024 include: [...] Regulatory compliance [...] Policy advocacy [...] Responsible sourcing [...] Sustainability and executive remuneration [...] In 2024, Implats incorporated four new ESG-specific performance indicators into the executive-level balanced scorecards to drive greater accountability on ESG. Of these, three ESG performance indicators have been added to the Group's executive long term [...] to the executives' short-term incentive (STI) scheme. These key performance indicators relate to: [...] Year-on-year reduction in greenhouse gases from Group operations (LTIP) [...] Women representation in management levels across the Group (LTIP) [...] Percentage water recycled per Group operation (LTIP) [...] Labour turnover of critical skills (STI). All of these indicators form part of the Group's independent non-financial assurance audit scope, see page 83. The executive STI also includes a fatality modifier to moderate bonus outcomes.

###### Our approach to governance

###### Our board is ultimately responsible for providing oversight on the Company responses to climate change, including the identification and management of climate-related risks and opportunities. Implats' board delegates some of its authority to sub-committees. Each sub-committee oversees and monitors key strategic matters and reports back to the board on their activities quarterly. The health, safety and environment (HSE) committee directs strategic developments regarding climate change and assesses the adequacy and appropriateness of climate-related policies and procedures.

BOARD SUB-COMMITTEES

**Health, safety and** **Nominations,** **Strategy and** **Social,** **Audit and risk (AR)**
**environment (HSE)** **governance and** **investment** **transformation and** **committee**
**committee** **ethics (NGE)** **committee (SIC)** **remuneration (STR)**

**committee** **committee**

- Developing and - Ensuring effective - Ensuring the inclusion - Monitoring climate- - Overseeing the risk
implementing the governance of of decarbonisation related activities management system
climate change climate-related issues projects in the capital that impact on and process,
strategy - Ensuring the board allocation framework stakeholder relations inclusive of climate
- Identifying and has the required mix - Monitoring and the communities related risks and
managing climate- of skills and decarbonisation in which the Group opportunities.
related risks and experience for the projects to ensure operates.
opportunities effective governance key risks are

- Overseeing of climate-related identified and
performance against issues. managed.
climate-related
targets.

At executive level, climate change is the responsibility of the executive management team (Exco). The Exco is supported by:

The Board retains specific powers regarding strategic planning, risk and opportunity management, including setting our risk appetite and risk tolerances, financial controls, IT and technology governance compliance, oversight and compensation of executive management, talent management and succession planning, social responsibility, environmental and climate change. [...] The Social and Ethics Committee advises and provides guidance to the Board on the effectiveness of management's efforts in respect of social, ethics, sustainable development-related matters and transformation. It also carries out its duties in terms of the Companies Act and reports on the fulfilment of its mandate in this regard to the Board and stakeholders. The Committee has confirmed that there were no instances of material non-compliance requiring disclosure in FY2021 [...] The Social and Ethics and the Audit and Risk committees jointly oversee: enterprise risk management; Group and mine risk profiles and registers; risk management-related policies and framework; the integrated assurance process, scope and findings; ethics status report and policies; fraud risk profile; Group insurance programmes.

The board is supported by the social, transformation and remuneration (STR) committee and other sub-committees and acknowledges its responsibility to ensure the integrity of this ESG report. In the opinion of the directors, this report addresses all material issues and offers a balanced view of our sustainability performance and how this relates to our ability to create and preserve value for our stakeholders in the short, medium and long term. [...] This report, which remains the ultimate responsibility of the board, is prepared under the supervision of senior management and is subject to rigorous internal and independent external assurance reviews. The report was reviewed and approved by our STR committee and board as part of the reporting suite approval process. [...] Sustainable development remains the responsibility of exco. The Group executive for sustainable development is responsible for developing ESG/sustainability strategy and for reviewing performance in terms of the Group's non-financial indicators, and is also responsible for the environmental performance. There are also Group executives for each of the following functions: safety and health, people and stakeholder engagement. [...] To reinforce the focus on sustainability matters across the health, safety and environment (HSE) and STR committees, the chairperson of each committee is also a member of the other committee – this enhances integrated thinking across the two committees, which together fulfil the mandate of a social and ethics committee as described in the Companies Act. Both committees have prioritised a greater emphasis on developing and monitoring progress on immediate and medium-term measurable ESG targets as the Group works towards pronounced long-term targets. Exco lends support to the board committees. [...] During the year under review, amendments to the terms of reference for the STR committee were made and the annual work plan was further aligned with the ESG reporting requirements specific to the committee, especially a greater focus on human rights risks. The amendments were aimed at reducing the duplication between the STR committee and the HSE committee, thus allowing for improved focus. [...] Our anti-bribery and anti-corruption policy aligns with our code of ethics, and expressly outlines our commitment in this respect, including a statement around giving or accepting of bribes, which is strictly prohibited, as is allowing others to do so in our name. The policy further prohibits political donations of any kind.

Describe the process(es) your organization has in place to ensure that your engagement activities are consistent with your overall climate change strategy[…]RBPlat has a Climate Change Policy Statement (updated and approved by the Board in 2021) which explains our understanding of the threat that climate change poses to society, the economy and our operations, recognises that climate change is a critical global challenge and provides a set of commitments for RBPlat to mitigate and adapt to climate change. The Board of Directors (including the CEO) is the custodian of the Policy Statement and takes ultimate responsibility for ensuring that all activities, including engagement activities, are carried out in accordance with the commitments and principles outlined therein. In addition, the Policy Statement provides clarity and confidence for all employees to engage with stakeholders in a way that is aligned across operations and geographies.

In addition, we began reporting in line with the Task force on Climate-related Financial Disclosures (TCFD) recommendations in 2020 to better align our operational management practices and proposed business and climate-related strategies. Through this new reporting means, our climate change strategy is made publicly available and easily accessible. This has allowed increased group-wide understanding and knowledge of the strategic decisions made by the SEC and the Board, in light of climate change, and has led to increased strategic consistency, companywide.

Finally, our website and annual reporting suite provides public information on RBPlat's understanding, responsibilities, commitments, targets and approach to climate change management. This provides transparent signals on RBPlat's climate change strategy to all current and potential external stakeholders.

Does your organization have a public commitment or position statement to conduct your engagement activities in line with the goals of the Paris Agreement?[…]Yes

Does your organization have a public commitment or position statement to conduct your engagement activities in line with the goals of the Paris Agreement?[…]Yes