Shared Value | Economic Impact | Sibanye-Stillwater

We will deliver on our commitment to a profitable business to enable shared value and a net positive legacy: through post-closure economies, natural capital markets.

PROSPERITY

Our shared value in numbers

2013

2025

36,274 employees
incl. contractors

72,668 employees
incl. contractors

R6.16 billion paid
in salaries and benefits

R31 billion paid
in salaries and benefits

R1.05 billion invested in
socioeconomic development
and CSI

R2.7 billion invested in
socioeconomic development
and CSI

R554 million taxes
and royalties

R3.8 billion taxes
and royalties¹

R316 million invested in
training and development

R1 billion invested in
training and development

R5.1 billion spent on total
discretionary procurement

R29.9 billion spent on total
discretionary procurement in South Africa

¹Taxes and royalties paid as per the consolidated statement of cash flows in the Group Annual financial report

A closer look

Shared value

The impact that Sibanye-Stillwater has made – and the value we have created for all stakeholders during this journey – is evident when comparing the value we shared with stakeholders at inception in 2013 to that shared in 2025.

Notably, in addition to the significant capital growth in the business, we have distributed R46 billion (US$3 billion) in additional value in the form of dividends and share buybacks. This amount alone is four times greater than our initial market capitalisation on listing of R10 billion (US$1.2 billion) in February 2013.

The Group is a significant employer globally. In 2013, we employed 36,274 people, including contractors, in South Africa alone. By 2025 this increased by 100% to 72,668 worldwide, although the vast majority of our workforce continues to be in South Africa. In a country with extreme levels of unemployment and poverty, there is distinct value in giving people a dignified wage, a progressive career path, and an opportunity to engage in challenging and incentivised work as part of a team driven by purpose and values.

Salaries and benefits paid to employees and contractors have increased from R6 billion (US$0.6 billion) in 2013 to R31 billion (US$1.7 billion) in 2025, a more than four-fold increase. Employee and contractor benefits paid amount to R251billion (US$16.2 billion) cumulatively over the past 13 years.

The value we have shared with our communities through socioeconomic development and corporate social investment (CSI) programmes has also increased significantly over the last 13 years, from just over R1 billion (US$109 million) in 2013 to over R2.7 billion (US$151 million) in 2025, a 161% increase.

The cumulative value flow to communities since 2013 amounts to R22 billion (US$1.5 billion). Total local and B-BBEE procurement expenditure increased from R5.1 billion (US$0.5 billion) in 2013 to R29.9 billion (US$1.7 billion) in 2025. The continuous investment in the communities where we operate aims to create shared value within our supply chains.

Taxes and royalties paid to governments in the jurisdictions where we operate have increased from R554 million (US$58 million) in 2013 to R3.8 billion (US$212 million) for 2025. Cumulatively, we have paid R54 billion (US$3.5 billion) in taxes and royalties in the jurisdictions where we operate since 2013.

Our quest to deliver superior shared value is informed by the codes, standards and frameworks that we subscribe to for responsible conduct of our business, including our commitment to the ten principles of the United Nations Global Compact (UNGC).

Procurement, enterprise and supplier development

By procuring goods and services responsibly, we help integrate marginalised people into the economy and support socioeconomic development. We prioritise local procurement to strengthen community resilience and meet the Mining Charter commitments.

In South Africa, Mining Charter III calls for the inclusion of HDPs (historically disadvantaged persons), women, and youth in the economy through procurement. Mining Charter III targets for procurement categories (mining goods, mining services, research & development, and sample analysis).

The SA operations met or surpassed the Mining Charter targets across procurement categories, including mining goods, mining services, research and development, and sample analysis. Most mining rights (operations) have performed well in procuring mining goods from HDP-owned, women-owned, and B-BBEE-compliant businesses. Suppliers who fit the criteria are not always available, however, our procurement from black-owned businesses, constitutes 52% of the total discretionary procurement (from 58% in 2024).

In support of our strategy and objective at Sibanye-Stillwater, where we want to develop sustainable suppliers from within host communities, the following have been included into our supplier development programme:

Dedicated support from the supplier development team and operations
Contract support including onboarding, and contract price adjustments
Business funding through the Sibanye-Stillwater CEO fund and the supply chain fund
Preferential payment terms for certain suppliers
Mentorship and coaching is available, if required

Partnerships: Sibanye-Stillwater, together with Phakamani Impact Capital (Phakamani) continued to drive the enterprise and supplier development (ESD) initiatives with our SMMEs. Sibanye-Stillwater ESD centres are located near our mining operations. SMMEs can obtain assistance at the nearest ESD centre for the procure to pay process, joint ventures and guidance on how to set up partnerships. During 2025, 1,666 individuals received business training through Phakamani.

Training: Our training programmes are kept current in terms of enabling the essential skills needed for entrepreneurship. Our Skills development programme includes health and safety, marketing, financial management, project management, as well as training in Microsoft tools. Sibanye-Stillwater has also enrolled 59 local individuals in the National Certificate in Generic Management (NQF5) level accredited training.

Sourcing events: To promote fairness transparency and inclusivity for suppliers, we publish all sourcing events on our websites. Our evergreen contracts have been changed into fixed-term contracts, which promotes opportunity and competition. We request that our suppliers subcontract through our local communities. We have an “Affiliate opportunities” page on our website where suppliers can advertise their subcontracting opportunities.

Funding: Funding is mainly from the CEO Fund and the Supply chain fund, which continues to support the growth and sustainability of our SMMEs. Since inception these funds have facilitated R415 million (CEO Fund) and R475 million (Supply chain fund) in loans. This total of R890 million makes it one of the largest ESD funds in South Africa

In 2025, we facilitated 327 loans, which created 2,177 jobs, supporting 113 women entrepreneurs and 114 youth entrepreneurs, totalling R81 million (2024: 398 loans totalling R87 million).

Solar entrepreneurs: Our Solar entrepreneur programme involves training suppliers in solar installations. In 2025 we had 74 participants in domestic-scale Solar Greencard – marketing toolkits training.

Women and youth entrepreneurs: Sibanye-Stillwater’s Women in Mining and Youth in Mining enterprise and supplier development programmes are having an impact nationwide, equipping SMMEs with the skills they need to sustain their businesses. Through expert-led masterclasses and tailored business training, entrepreneurs gain critical knowledge in finance, marketing, and technical disciplines like quality management, warehousing, and ISO accreditation. One-on-one executive mentoring and life coaching ensure that business owners develop both professionally and personally.

In 2025 we supported:

113 women entrepreneurs (928 since inception)
114 youth entrepreneurs (927 since inception)
mentored 49 companies
127 SMMEs supported (888 since inception)

Facilitating Sustainable post-mining economies

One of our most important challenges is to contribute to a sustainable local economy after mines have closed. This involves helping to diversify the economies of mining towns, such that they can thrive post-mining. Sibanye-Stillwater’s restructuring and the closure of shafts and certain plants will impact SA region local communities. In response, since 2023, the Group’s economic programmes created 1,725 alternative jobs (permanent and temporary), offering economic alternatives for those impacted by closure. These jobs were created through projects such as the Beatrix circular economy and nature-based solutions, the Beatrix digital and non-digital entrepreneurship development project and the Marikana agri-hub and enterprise development hub, to name but some of the job-creation projects.

Leveraging land for impact

A part of our commitment to socioeconomic development and environmental stewardship, we protect the land around our mining operations. We prioritise land heritage and biodiversity management and actively promote concurrent rehabilitation. Our strategy creates lasting value, facilitating a just transition to a post-mining economy.

We aim to manage land responsibly through strategic allocations, rehabilitation efforts to reduce our footprint, proactive protection against land claims or invasions, and the promotion of economic development from subsistence to commercial initiatives.

We manage Sibanye-Stillwater’s land through three workstream pillars: mining, socioeconomic, and housing and land.

Mining: Land used for mining activities, and related infrastructure, or reserved for future mining projects. Planned actions include reservation, zoning, rehabilitation, footprint reduction, and mine closures
Socioeconomic: Land allocated for socioeconomic development initiatives, including commercial agricultural projects, to create alternative employment and diversify regional economies. Actions include the freeing up of land for business development and related economic activities
Housing and land: Land designated for integrated human settlements, typically developed through public-private partnerships. This category also includes land made available for LED projects, agri-industry, social facilities, and agricultural use

Initiatives include:

A land non-profit company (Land NPC) has been established to strengthen governance, improve transparency, and support long-term sustainability. The Land NPC oversees coordinated and sustainable land use, unlocking land for economic development in the West Rand, South Africa.

Under this structure, dedicated non-profit entities hold and lease Sibanye-Stillwater land no longer required for mining. This enables agricultural and agri-industrial projects that support a diversified postmining economy.

The Land NPC provides a transparent platform for stakeholders to propose land-based economic activities. Land has already been allocated to the Gauteng Infrastructure Financing Agency (GIFA) for clean-energy and agri-industrial projects, and to the West Rand Special Economic Zone (WRSEZ) to drive regional revitalisation.

Future land-leasing decisions will follow set criteria to ensure fairness and long-term sustainability. Sibanye-Stillwater is to avail 4,841 hectares to support the post-mining economy activities.

See case studies shared in the Impact supplement 2025