Barrick Mining CorporationTSX: ABX

Barrick Publishes 2025 Sustainability Report and Performance Data

· Issued by Barrick Mining Corporation via GlobeNewswire

All amounts expressed in U.S. dollars

TORONTO, June 12, 2026 (GLOBE NEWSWIRE) -- Barrick Mining Corporation (NYSE:B)(TSX:ABX) today published its 2025 Sustainability Report and accompanying performance data, outlining the company’s sustainability performance over the past year.

Our commitment to ensuring a safe culture was reflected in a strong performance across key safety metrics, with a 60% reduction in total recordable injury frequency rate since 2020, and a 28% year-on-year reduction in lost time injuries. The company remains dedicated to continuous safety improvement and strengthening our focus on fatality prevention.

We continued to strengthen our approach across key sustainability priorities including human rights, water stewardship, biodiversity management, and climate resilience. In 2025, 96% of Barrick’s employees and 76% of its suppliers were drawn from host countries, with more than $7.1 billion in spending with local and host country suppliers. The company also invested more than $62 million in community-led development initiatives, and in April 2026, we published our Human Rights Report, reinforcing our commitment to transparency and accountability in how we identify, manage, and oversee human rights risks and impacts across our operations and supply chains.

During the year, we strengthened the incorporation of environmental and biodiversity considerations into our operational planning and project development. We continued to advance the application of Barrick’s Biodiversity Risk and Impact Assessment tool to improve how biodiversity risks are identified, assessed, and managed across our operations and projects. We also continued to optimize our water use via enhanced water reuse and recycling rates, exceeding our target of 80%, and advanced our Scope 3 emissions supplier engagement.

Barrick’s President and CEO Mark Hill said, “As we enter an exciting new phase of growth and delivery, sustainability remains fundamental to how we operate. The principles that have guided us for years remain unchanged: keeping our people safe, mining responsibly, building strong partnerships, and delivering long-term value that is shared by all our stakeholders. During the year, we maintained an ‘A’ rating on our industry-first Sustainability Scorecard, demonstrating our ability to deliver consistently across the diverse jurisdictions in which we operate.”

About Barrick Mining Corporation

Barrick is a leading global mining, exploration, and development company. With one of the largest portfolios of world-class and long-life gold and copper assets in the industry, Barrick’s operations and projects span 17 countries and five continents. Barrick is also the largest gold producer in the United States. We create real, long-term value for all stakeholders through responsible mining, strong partnerships, and a disciplined approach to growth. Barrick shares trade on the New York Stock Exchange under the symbol ‘B’ and on the Toronto Stock Exchange under the symbol ‘ABX’.

Investor Relations Contact

Barrick Mining Corporation
Cleve Rueckert, +1 775 397 5443
cleveland.rueckert@barrick.com

Media Contact

Brunswick Group
Carole Cable, +44 (0) 20 7404 5959
barrick@brunswickgroup.com

Cautionary Statement on Forward-Looking Information

Certain information contained or incorporated by reference in this release and the Sustainability Report, including any information as to our sustainability strategy and vision, targets, projects, plans, or future financial or operating performance, constitutes “forward-looking statements”. All statements, other than statements of historical fact, are forward-looking statements. Often, but not always, forward-looking information can be identified by the use of words such as “vision”, “strategy”, “believe”, “expect”, “target”, “plan”, “commitment”, “objective”, “aim”, “goal”, “continue”, “budget”, “potential”, “may”, “will”, “can”, “should”, “could”, “would”, and similar expressions. In particular, this release and the Sustainability Report contain forward-looking statements including, without limitation, with respect to: (i) Barrick’s sustainability strategy and vision; (ii) Barrick’s environmental, health and safety, corporate social responsibility (including social and economic development, water management, tailings, hazardous waste management, diversity, equity and inclusion, community relations, resettlement and disease prevention), human rights and biodiversity programs, policies and performance; (iii) Barrick’s climate change strategy and associated greenhouse gas emissions reductions targets, including with respect to our Scope 3 emissions; (iv) climate risks and opportunities identified through our climate scenario analysis; (v) the estimated timing and ability of Barrick to achieve environmental, social, health and safety, and energy reduction targets, including our absolute and intensity greenhouse gas emission reduction targets; (vi) Barrick’s strategy to manage human rights issues, including in respect of resettlement initiatives and independent site assessments; (vii) Barrick’s 2025 materiality assessment; and (viii) our joint ventures, partnerships and industry association memberships.

Forward-looking statements are necessarily based upon a number of estimates and assumptions that, while considered reasonable by Barrick as at the date of this release and the Sustainability Report in light of management’s experience and perception of current conditions and expected developments, are inherently subject to significant business, economic and competitive uncertainties and contingencies. Known and unknown factors could cause actual results to differ materially from those projected in the forward-looking statements, and undue reliance should not be placed on such statements and information. Such factors include, but are not limited to: damage to the Barrick’s reputation due to the actual or perceived occurrence of any number of events, including negative publicity with respect to the Barrick’s handling of environmental matters or dealings with community groups, whether true or not; changes in national and local government legislation, taxation, controls or regulations, and/or changes in the administration of laws, policies, and practices; expropriation or nationalization of property and political or economic developments in Canada, the United States, and other jurisdictions in which Barrick does or may carry on business in the future; disruption of supply routes which may cause delays in construction and mining activities, including disruptions in the supply of key mining inputs due to the invasion of Ukraine by Russia and conflicts in the Middle East; risk of loss due to acts of war, terrorism, sabotage and civil disturbances; risks associated with diseases, epidemic and pandemics; risk of loss due to acts of war, terrorism, sabotage and civil disturbances; litigation and legal and administrative proceedings; contests over title to properties, particularly title to undeveloped properties, or over access to water, power and other required infrastructure; risks associated with working with partners in jointly controlled assets; whether benefits expected from recent transactions are realized; employee relations; increased costs and physical and transition risks related to climate change, including extreme weather events, resource shortages, emerging policies and increased regulations relating to related to greenhouse gas emission levels, energy efficiency and reporting of risks; Barrick’s ability to achieve its sustainability goals, including our climate-related goals and greenhouse gas emissions reduction targets; risks associated with artisanal and illegal mining; fluctuations in the spot and forward price of gold, copper, or certain other commodities (such as silver, diesel fuel, natural gas, and electricity); changes in U.S. trade, tariff and other controls on imports and exports, tax, immigration or other policies that may impact relations with foreign countries, result in retaliatory policies, lead to increased costs for raw materials and components, or impact Barrick’s existing operations and material growth projects; the speculative nature of mineral exploration and development; changes in mineral production performance, exploitation, and exploration successes; diminishing quantities or grades of reserves; increased costs, delays, suspensions, and technical challenges associated with the construction of capital projects; operating or technical difficulties in connection with mining or development activities, including geotechnical challenges, tailings dam and storage facilities failures, and disruptions in the maintenance or provision of required infrastructure and information technology systems; timing of receipt of, or failure to comply with, necessary permits and approvals; non-renewal of key licences by governmental authorities; failure to comply with environmental and health and safety laws and regulations; and our ability to successfully close and integrate acquisitions or complete divestitures. In addition, there are risks and hazards associated with the business of mineral exploration, development and mining, including environmental hazards, industrial accidents, unusual or unexpected formations, pressures, cave ins, flooding and gold bullion, copper cathode or gold or copper concentrate losses (and the risk of inadequate insurance, or inability to obtain insurance, to cover these risks). Many of these uncertainties and contingencies can affect our actual results and could cause actual results to differ materially from those expressed or implied in any forward-looking statements made by, or on behalf of, us. Readers are cautioned that forward-looking statements are not guarantees of future performance.

All of the forward-looking statements made in this release and the Sustainability Report are qualified by these cautionary statements. Specific reference is made to the most recent Form 40-F/Annual Information Form on file with the SEC and Canadian provincial securities regulatory authorities for a more detailed discussion of some of the factors underlying forward-looking statements and the risks that may affect Barrick’s ability to achieve the expectations set forth in the forward-looking statements contained in this release and the Sustainability Report.

Barrick Mining Corporation disclaims any intention or obligation to update or revise any forward-looking statements whether as a result of new information, future events or otherwise, except as required by applicable law.

Attached document

Contents
  1. Built to Deliver. · page 1
  2. Contents · page 2
  3. SECTION 1 · page 2
  4. Introduction · page 2
  5. SECTION 2 · page 2
  6. Safety and Health · page 2
  7. SECTION 3 · page 2
  8. Delivering Local Value · page 2
  9. SECTION 4 · page 2
  10. Human Rights and Responsible Delivery · page 2
  11. SECTION 5 · page 2
  12. Delivering Long-Term Value Through Environmental Stewardship · page 2
  13. SECTION 6 · page 2
  14. Governance · page 2
  15. Introduction · page 3
  16. CEO’s Foreword # Building on Strong Foundations · page 4
  17. Our People and Safety · page 4
  18. Delivering Long-Term Value · page 4
  19. Strengthening Partnerships · page 4
  20. < Continued from previous page · page 5
  21. Sustainability as Strategy · page 5
  22. Looking Ahead · page 5
  23. Mark Hill · page 5
  24. Barrick: Built to Deliver Responsibly · page 6
  25. Barrick is built to deliver responsibly, resiliently and for the long term. · page 6
  26. Delivering in a Complex World · page 6
  27. Performance Through Accountability · page 6
  28. How We Deliver · page 7
  29. Supporting Sustainable Development Through Responsible Mining · page 8
  30. A Portfolio Built to Deliver · page 9
  31. Where we operate · page 10
  32. Delivering in Practice · page 11
  33. Delivery on the Ground · page 11
  34. Accountability in Reporting · page 12
  35. We report to show how we perform. · page 12
  36. Our disclosures are structured, consistent, and select data is independently verified. · page 12
  37. Reporting Architecture · page 12
  38. FRAMEWORKS · page 12
  39. BOUNDARIES · page 12
  40. ASSURANCE · page 12
  41. STRUCTURED • CONSISTENT • INDEPENDENTLY VERIFIED · page 12
  42. Delivery, Measured · page 13
  43. Delivering what matters requires clear measurement and accountability. · page 13
  44. Safety and Delivering Safe and Health Stable Operations · page 14
  45. Safety and Health Scorecard · page 15
  46. Delivering Safe and Healthy Operations · page 17
  47. • Over 150,000 critical control checks globally, around 400 each day. · page 17
  48. • Near miss reporting up 44% year-on-year. · page 17
  49. • Zero lost time injuries across Latin America throughout 2025. · page 17
  50. Evolving a Zero Harm Mindset · page 18
  51. Leadership from the top, and in the field: · page 18
  52. Strengthening risk management and prevention · page 18
  53. Growing a zero harm culture: · page 18
  54. The Stop Work Award · page 19
  55. Joshua said, · page 19
  56. Using Technology to Strengthen Safety · page 20
  57. From fatigue management to field-level risk verification, technology is supporting safer and more informed operations. · page 20

Page 1

Sustainability Report 2025

Built to Deliver.

BARRICK

Page 2

INTRODUCTION

SAFETY AND HEALTH

DELIVERING LOCAL VALUE HUMAN RIGHTS ENVIRONMENT GOVERNANCE

Barrick Mining Corporation Sustainability Report 2025

Contents

SECTION 1

Introduction

1.1 Building on Strong Foundations 1.2 Barrick: Built to Deliver Responsibly 1.3 How We Deliver 1.4 Supporting Sustainable Development Through Responsible Mining 1.5 A Portfolio Built to Deliver 1.6 Delivering in Practice 1.7 Accountability in Reporting 1.8 Delivery, Measured

SECTION 2

Safety and Health

2.1 Delivering Safe and Healthy Operations 2.2 How We Deliver Safe Operations 2.3 Extending Safety Beyond Our Operations 2.4 Tailings and Dam Safety 2.5 Occupational Health and Wellness

SECTION 3

Delivering Local Value

3.1 Delivering Local Value 3.2 Community Investment 3.3 Case Study: Lumwana, Zambia 3.4 Managing Relationships and Expectations 3.5 Resettlement: Managing Change Responsibly 3.6 Case Study: Dominican Republic 3.7 Case Study: Democratic Republic of Congo 3.8 Artisanal and Small-Scale Mining and Illegal Mining and Managing Complexity and Risk 3.9 Performance

SECTION 4

Human Rights and Responsible Delivery

4.1 Human Rights: At the Core of Responsible Mining

SECTION 5

Delivering Long-Term Value Through Environmental Stewardship

5.1 Managing Environmental Risk in Practice

p.60

5.2 Managing Climate and Energy for Long-Term Value p.63

5.3 Managing Water as a Shared Resource 5.4 Biodiversity Stewardship

p.76 p.84

SECTION 6

Governance

6.1 Governance at Barrick 6.2 Accountability 6.3 Acting with Integrity 6.4 Inclusion and Representation 6.5 Reporting and Addressing Concerns 6.6 Managing Risk 6.7 Climate Governance 6.8 Collaborating to Strengthen Standards 6.9 Performance 6.10 Cautionary Statement 6.11 Contact Information

Page 3

Introduction

1.1 Building on Strong Foundations 1.2 Barrick: Built to Deliver Responsibly 1.3 How We Deliver

p.4 p.6 p.7

1.4 Supporting Sustainable Development Through Responsible Mining p.8

1.5 A Portfolio Built to Deliver 1.6 Delivering in Practice 1.7 Accountability in Reporting 1.8 Delivery, Measured

p.9 p.11 p.12 p.13

Page 4

SAFETY AND HEALTH DELIVERING LOCAL VALUE HUMAN RIGHTS ENVIRONMENT GOVERNANCE

Building on Strong Foundations / Barrick: Built to Deliver Responsibly / How We Deliver / Supporting Sustainable Development Through Responsible Mining / A Portfolio Built to Deliver / Delivering in Practice / Accountability in Reporting / Delivery, Measured

CEO’s Foreword # Building on Strong Foundations

Mining is a long-term business. The decisions we make today must create value for our shareholders, for the countries and communities that host our operations, and for the people who work across our sites. That philosophy continues to guide Barrick as we evolve the company and position it for the future.

The past year marked a period of leadership transition as well as important developments across our portfolio. While leadership changes over time, the principles that underpin Barrick’s approach remain constant: operating safely, mining responsibly, maintaining disciplined operational performance, building strong partnerships and creating sustainable long-term value.

Over the past decade, our strategy has built a portfolio of world-class gold and copper assets. With this foundation in place, our focus is on unlocking the full value of that portfolio through operational discipline, technical excellence, exploration success and responsible long-term development.

“As we look ahead, our focus remains clear: protecting our people, mining responsibly, strengthening our partnerships and maintaining the operational discipline required to create value for generations.”

Our People and Safety

Our people are the foundation of Barrick’s business, and nothing is more important than ensuring every person who comes to work at one of our operations returns home safely.

While we recorded improvements in several safety metrics during the year, we also experienced tragic incidents that resulted in the loss of lives within our team. These fatalities are deeply felt across our organisation and reinforce the responsibility we carry as leaders.

We are strengthening our approach to safety with a clear focus on recognising fatal risks, rigorously verifying critical controls and empowering our people to stop work where controls are missing or inadequate. Across Barrick, we continue to reinforce that safety must come before production and that no operational outcome is more important than protecting lives.

Preventing fatalities and life-altering injuries requires visible leadership, operational discipline, accountability at every level and a proactive safety culture embedded across the business. Strengthening that culture remains one of the most important responsibilities of our leadership teams.

Delivering Long-Term Value

Alongside our continued focus on safety and operational discipline, we also made important progress across our portfolio during the year, reinforcing the long-term strength of Barrick’s asset base.

In North America, Nevada Gold Mines remains a cornerstone of Barrick’s portfolio and continued investment in exploration across the Nevada district is delivering strong results, including further progress at Fourmile. These discoveries reinforce the value of sustained exploration, technical capability and long-term planning. Pueblo Viejo in the Dominican Republic also continued to advance its expansion projects during the year.

In Africa, Kibali continues to demonstrate how operational performance and lower-emissions energy solutions can be integrated at scale through its renewable energy infrastructure, including hydropower and solar generation. At Lumwana in Zambia, the expansion project continues to progress on schedule and within budget, supporting our strategy to grow Barrick’s copper platform and strengthen our exposure to commodities critical to the global energy transition.

Together, these developments reflect the quality of Barrick’s portfolio and our ability to operate and develop long-life assets capable of delivering value over decades.

Strengthening Partnerships

Barrick’s partnership model remains central to our success. Our operations depend on strong relationships with host governments, communities and local stakeholders, built on mutual respect, transparency and a shared commitment to longterm development.

During the year, our operations in Mali faced a period of significant uncertainty as we worked

Page 5

< Continued from previous page

through complex issues with the Government of Mali regarding the future of the Loulo-Gounkoto complex. Through continued dialogue and engagement, we reached an agreement with the Government and reopened the mine at the end of 2025.

Loulo-Gounkoto remains an important contributor to Mali’s economy through employment, local procurement, infrastructure development and support for local businesses and communities.

Across our portfolio, we continued to advance localisation initiatives by increasing procurement spend with local suppliers, supporting workforce development and maintaining strong levels of national employment. These efforts form part of our broader approach to supporting long-term economic development in our host countries.

Sustainability as Strategy

At Barrick, sustainability is integrated into how we operate the business. It informs how we manage risk, allocate capital, build partnerships, develop projects and maintain resilient operations capable of delivering long-term value. Our business strategy and sustainability strategy are fundamentally interconnected because long-term success depends on operating responsibly and maintaining the trust of our stakeholders.

During the year, we continued to strengthen our approach across key sustainability priorities including human rights, water stewardship, biodiversity management and climate resilience. In April 2026, we also published our Human Rights Report, reinforcing our commitment to transparency and accountability in how we identify, manage and oversee human rights risks and impacts across our operations and supply chains.

Show more of the filing

Protecting biodiversity and natural ecosystems remains an important focus across our portfolio. During the year, we continued advancing the application of Barrick’s Biodiversity Risk and Impact Assessment tool to strengthen how biodiversity risks are identified, assessed and managed across

our operations and projects. This work strengthens how biodiversity considerations are incorporated into operational planning and project development.

Barrick also continued supporting biodiversity conservation initiatives through our long-standing partnership with African Parks and Garamba National Park in the Democratic Republic of Congo. This work contributed to the successful reintroduction of white rhino into Garamba, supporting broader ecosystem restoration and long-term conservation efforts in one of Africa’s most important protected areas.

Across our operations, we continue to focus on responsible water management, strengthening climate resilience and improving the long-term sustainability of our assets and surrounding communities. Our teams work closely with governments, communities and technical experts to strengthen environmental management practices, support responsible resource development and ensure mining continues to deliver benefits well beyond the life of our operations.

Responsible mining supports operational resilience, strong partnerships and long-term value creation across Barrick’s business.

Looking Ahead

Barrick enters its next phase with a portfolio, technical capability, growth projects and partnerships that provide a strong foundation for long-term success.

As we look ahead, our focus remains clear: protecting our people, mining responsibly, strengthening our partnerships and maintaining the operational discipline required to create value for generations.

Mark Hill

President and Chief Executive Officer

Page 6

Barrick: Built to Deliver Responsibly

Mining is inherently long-term, and maintaining a resilient mining business requires a strategy capable of delivering value through changing market conditions, operational challenges and evolving stakeholder expectations. At Barrick, long-term success is supported by the quality of our assets, the strength of our partnerships, disciplined operational performance and a responsible approach to mining that supports resilience over time.

Over the past decade, Barrick has built a portfolio of worldclass gold and copper assets positioned to deliver value across multiple jurisdictions for decades to come. With this foundation in place, our focus today is on operational consistency, disciplined execution and strengthening the long-term resilience of our business, our assets and the communities and countries that host our operations.

Barrick is built to deliver responsibly, resiliently and for the long term.

Delivering in a Complex World

Barrick operates across a diverse range of environments that are often complex, dynamic and demanding. Delivering successfully in these settings requires technical capability, strong governance, operational discipline and long-term partnerships built on trust and shared value creation.

Sustainability is integrated into our operating model and informs how we manage risk, allocate capital, develop projects and maintain resilient operations. Safety, water stewardship, biodiversity management, climate resilience, human rights and local economic development all contribute to the long-term stability and performance of our business.

Our operations are supported by consistent global standards while remaining responsive to local conditions, stakeholder priorities and operating realities across the jurisdictions where we work. This approach strengthens our ability to maintain resilient operations and deliver lasting value over time.

Performance Through Accountability

The past year reinforced the importance of accountability, consistency and leadership across every part of our business. Strengthening safety culture, advancing key projects, maintaining operational discipline and investing in the resilience of our operations and host communities all require clear systems, capable teams and a long-term approach.

Our Sustainability Scorecard remains an important mechanism for measuring performance and linking outcomes directly to leadership accountability. Through this process, sustainability priorities are integrated into operational decision-making, performance management and continuous improvement across the organisation.

Barrick’s strategy remains focused on high-quality, long-life assets capable of supporting sustainable value creation over decades. These assets are supported by technical capability, disciplined management, strong partnerships and a workforce aligned around a shared standard of operational and sustainability performance.

Barrick is built to deliver responsibly, resiliently and for the long term.

Page 7

How We Deliver

Delivering long-term value requires more than strong assets. It requires a consistent approach to how we operate, how we identify and manage risk, and how we work with the people and environments around us.

Our approach is built on four priorities that shape performance across our operations: safety, environmental stewardship, respect for human rights, and the creation of lasting economic value in host countries. These are not standalone commitments. They are integrated and interdependent priorities that are embedded across our operating model and reflected in the decisions we make every day.

We embed safety throughout the organisation by strengthening critical controls and reinforcing a culture where every individual is responsible for preventing harm. We manage environmental impacts through disciplined water stewardship, mitigating greenhouse gas emissions, and biodiversity conservation and rehabilitation. We respect human rights by applying a risk-based approach across our operations and supply chain. And we create economic value by investing in local employment, procurement, and community-led development.

We do not manage these priorities in isolation. Together, they inform our performance. Strong environmental management supports operational resilience. Respecting human rights underpins stable relationships with communities and governments. Local economic participation strengthens long-term sustainability beyond the life of our mines. This integrated and holistic approach strengthens the resilience of our operations and supports consistent delivery over time.

Our approach aligns with global development priorities, including the United Nations Sustainable Development Goals. We focus on areas where we can have the greatest impact, particularly those linked to economic growth, environmental stewardship, and community resilience. We do not treat alignment as an end in itself. What matters is the delivery of measurable outcomes.

Sustainability considerations are embedded across Barrick’s operating model, supporting disciplined decision-making and long-term operational resilience.

Page 8

INTRODUCTION SAFETY AND HEALTH DELIVERING LOCAL VALUE HUMAN RIGHTS ENVIRONMENT GOVERNANCE

Supporting Sustainable Development Through Responsible Mining

The United Nations Sustainable Development Goals (SDGs) provide a globally recognised framework for addressing many of the environmental, social and economic challenges linked to sustainable development.

While governments lead the delivery of the SDGs, responsible mining can play an important supporting role through the creation of economic opportunities, responsible environmental management, infrastructure development and long-term investment in host countries and communities.

At Barrick, our contribution to the SDGs is linked to how we operate our business. Through our focus on safety, environmental stewardship, respect for human rights and the creation of long-term economic value, we support outcomes aligned with a number of the SDGs that are most relevant to our operations and stakeholders.

This alignment reflects the integrated way we manage our business and deliver long-term value across our portfolio.

Through our focus on safety, environmental stewardship, respect for human rights and the creation of long-term economic value, we support outcomes aligned with a number of the SDGs that are most relevant to our operations and stakeholders.

Page 9

A Portfolio Built to Deliver

Our business is built around a focused portfolio of gold and copper assets selected for their scale, geological quality, operational potential and mine life.

These assets are located across some of the world’s most significant mining regions and include producing operations, expansion projects and development assets that support both current production and future optionality. Continued investment in exploration and resource development underpins our ability to sustain and replenish this portfolio over time, and the diversity of our assets creates resilience which will deliver value in the long-term.

The composition of our diverse portfolio continued to evolve during the year as Barrick progressed the optimisation of its asset base. As we sold the Hemlo and Tongon mines

in late 2025, performance data for these operations has been included in this report up to their respective dates of divestiture. Barrick also completed the sale of its interest in Donlin Gold as well as its interest in the Alturas project during the year. As a non-operated joint venture, Donlin Gold performance data has not been included in this report.

A consistent operating approach across our regions supports the effective management of these assets and enables the business to maintain performance across differing operating environments and commodity cycles.

Page 10

Where we operate

Barrick operates across a diverse portfolio spanning multiple countries and with varying regulatory, environmental and social contexts, while also maintaining its position as the largest gold producer in the United States. This geographic breadth requires an approach to sustainability that combines consistent global standards with the flexibility to respond to local realities, risks and stakeholder expectations. Our sustainability practices are therefore embedded within operational decision-making while remaining adaptable to the distinct conditions of each jurisdiction in which we operate.1

Gold mines

Copper mines

Pipeline projects

Barrick ownership

1 During 2025, Barrick completed the divestment of the Donlin, Hemlo, Alturas and Tongon assets as part of ongoing portfolio optimisation activities.

2On February 5, 2026, the Company announced that it was reviewing all aspects of the project in light of the escalation of security risks and increased security incidents. On April 2, 2026, Barrick announced that following the preliminary findings of the review and further escalation of security issues in the region, the Company considers it necessary to slow the development activity and extend the project review.

Page 11

DELIVERING LOCAL VALUE

SAFETY AND HEALTH HUMAN RIGHTS ENVIRONMENT GOVERNANCE

Delivering in Practice

Mining requires consistency and adaptability to ever-changing variables. It is an operational reality, delivered day by day, in diverse and often complex environments.

At Barrick, we focus on delivering outcomes that are measurable, consistent, and built to last. Across our operations, this means creating stable employment, supporting local businesses, investing in infrastructure, and managing environmental and social impacts with discipline. Our presence is often in regions where infrastructure is limited and economic opportunities are constrained. In these contexts, how we operate matters. The systems we put in place, the partnerships we build, and the standards we apply determine whether mining delivers lasting value beyond the life of an asset.

Delivery on the Ground

WHAT WE DO

Employ locally

Procure locally

Build infrastructure

Apply standards

... | ... ▶

WHAT IT ENABLES

Jobs and skills

Local business growth

Improved access (roads, power, water)

Safer, more resilient operations

Stronger local economies

Stable operating environments

Environmental resilience

Value beyond the mine

Page 12

Barrick Mining Corporation Sustainability Report 2025 | 12

Accountability in Reporting

We report to show how we perform.

This Sustainability Report covers the period from January 1, 2025 to December 31, 2025 and focuses on the issues most material to Barrick and our stakeholders. Our disclosures are intended to reflect performance, progress, and areas where further work is required. We report because transparency is fundamental to building trust, strengthening partnerships and supporting accountability.

Our reporting is informed by established international frameworks and standards, including the World Gold Council Responsible Gold Mining Principles, the International Council on Mining and Metals (ICMM) Mining Principles, the GRI Standards, the United Nations Guiding Principles on Business and Human Rights (UNGPs), the United Nations Global Compact (UNGC), CDP, and climate-related disclosure frameworks including from the Taskforce on Climate-related Financial Disclosures (TCFD) and the International Sustainability Standards Board (ISSB). Together, these frameworks support consistency, comparability and alignment with stakeholder expectations across the mining sector and broader investment community.

During the year, Barrick continued to receive recognition through external ESG assessments

and ratings processes, including CDP scoring across climate, water security and an ‘A’ score in the CDP Supplier Engagement Assessment, as well as recognised as an ESG Industry Leader for 2026 by Morningstar Sustainalytics.1

We use these frameworks to strengthen our disclosures, not to define our business. Our approach is grounded in how we operate day to day, with reporting designed to reflect performance across our operations and operating environments.

Unless otherwise stated, this report covers all operated sites and relevant joint ventures within Barrick’s reporting boundary, applying consistent methodologies and reporting principles across the Group. Where appropriate, additional context is provided to reflect the complexity of individual operations or jurisdictions. All monetary values disclosed in this report are presented in United States dollars (USD), unless otherwise indicated.

This report and selected performance data have been externally assured to support accuracy, credibility and transparency, providing an independent view of aspects of our performance.

This approach supports accountability and provides stakeholders with a clear and consistent view of how Barrick is performing over time.

Our disclosures are structured, consistent, and select data is independently verified.

Reporting Architecture

FRAMEWORKS

RGMP·ICMM· GRI·TCFD·ISSB

BOUNDARIES

Group-wide Consistent Comparable

ASSURANCE

Select Data Externally Assured

STRUCTURED • CONSISTENT • INDEPENDENTLY VERIFIED

Page 13

Barrick Mining Corporation Sustainability Report 2025 | 13

Delivery, Measured

Delivering what matters requires clear measurement and accountability.

We track performance across our operations through our Sustainability Scorecard, which brings together a focused set of indicators across safety, environmental management, human rights, socio-economic development and governance. These metrics provide a consistent view of performance across the Group and allow us to track progress over time.

Our focus is not on reporting for its own sake. We measure what matters, and we use those insights to improve how we operate. The Scorecard allows us to move beyond isolated results and focus on trends, consistency, and areas where further work is required.

Accountability is embedded in this process. Sustainability performance is directly linked to leadership incentives, reinforcing that delivery in these areas is a core business priority.

This is how we ensure that our commitments translate into measurable outcomes over time.

Page 14

Safety and Delivering Safe and Health Stable Operations

2.1 Delivering Safe and Healthy Operations 2.2 How We Deliver Safe Operations 2.3 Extending Safety Beyond Our Operations 2.4 Tailings and Dam Safety 2.5 Occupational Health and Wellness

p.15 p.20 p.21 p.23 p.24

Page 15

Delivering Safe and Healthy Operations / How We Deliver Safe Operations / Extending Safety Beyond Our Operations / Tailings and Dam Safety / Occupational Health and Wellness

Safety and Health Scorecard

Key Performance Indicator2025 Performance 52025 Performance 42025 Performance 32025 Performance 2Trend vs 2024KPI Score
SAFETY OVERALL2.5
Total Recordable Injury Frequency Rate (TRIFR)11
Zero Fatalities5
Progress against our Journey to Zero Roadmap3
Percentage of actions closed on time from leading indicatorsN/A1

1Total Recordable Injuries include fatalities, lost time injuries, restricted duty injuries, and medically treated injuries. Total reportable incident frequency rate is a ratio calculated as follows: number of reportable injuries x 1,000,000 hours divided by the total number of hours worked.

Page 16

INTRODUCTION SAFETY AND HEALTH DELIVERING LOCAL VALUE HUMAN RIGHTS ENVIRONMENT GOVERNANCE Barrick Mining Corporation Sustainability Report 2025 | Delivering Safe and Healthy Operations / How We Deliver Safe Operations / Extending Safety Beyond Our Operations / Tailings and Dam Safety / Occupational Health and Wellness # “At Barrick we are absolutely clear. Safety # comes before production. My personal commitment # is to ensure the processes, standards and culture are # in place to know that our workforce can always return # home safe and healthy.” ## Mark Hill ## President and Chief Executive Officer

Page 17

Delivering Safe and Healthy Operations

• Over 150,000 critical control checks globally, around 400 each day.

• Near miss reporting up 44% year-on-year.

• Zero lost time injuries across Latin America throughout 2025.

Safety is fundamental to Barrick’s business and to maintaining stable, disciplined operations across our portfolio. However, improvements in personal safety and occupational health performance during 2025 were overshadowed by four fatalities across the Group.

While we continued to reduce both the number and severity of injuries, including a 28% year-on-year reduction in lost time injuries, the loss of our colleagues reinforced the need to further strengthen how fatal risks are identified, managed and controlled across the business.

These incidents prompted full investigations and contributed to a broader review of safety culture, leadership engagement and critical risk management across the Group.

Page 18

Barrick Mining Corporation Sustainability Report 2025 | 18

Evolving a Zero Harm Mindset

Our review is focused on ensuring the right principles, systems and behaviours are embedded across every level of the organisation to support our objective of zero harm.

Traditional safety theory in mining suggests that reductions in lower severity incidents should also reduce serious incidents and fatalities. Barrick has seen significant improvements in personal safety performance over recent years, including a 60% reduction in total recordable injury frequency rate since 2020, reaching 0.71 in 2025, among the lowest levels across ICMM members . However, these improvements1 did not prevent fatal incidents.

These incidents reinforced the need to strengthen our focus on fatality prevention and the management of critical risks across the business.

Our approach includes:

Leadership from the top, and in the field:

The Board reviews safety performance at every meeting, supported by executive oversight and operational accountability across all sites. Leaders across the business, including executive management and site leadership teams, spend time in the field engaging directly with workers, reviewing high-risk activities and verifying controls. Operations remain accountable for fatal risk management, supported by Group-level standards, specialist expertise and data analysis that strengthen consistency across the business.

Strengthening risk management and prevention

Effective risk assessment remains fundamental to preventing serious incidents. Barrick continues to expand the use of Critical Control Verifications (CCVs), requiring workers to confirm that key controls are in place and functioning before work begins. During 2025, the introduction of the Forwood digital safety platform contributed to a significant increase in CCVs completed across the Group, exceeding 150,000 during the year. Our focus in 2026 is to strengthen the quality and consistency of these verifications through additional training, field leadership and improved oversight.

Growing a zero harm culture:

Barrick continues to reinforce a proactive safety culture across employees and contractors. Near miss reporting increased by 44% ring 2025 compared to 2024, improving visibility of high-potential incidents and strengthening opportunities for early intervention and learning. Contractor safety performance also improved following the implementation of an enhanced contractor management standard, with total contractor recorded injuries reducing by 30% compared to 2024.

Training remains an important part of this approach. Safety forms a core component of programs delivered through Barrick training centres including the Barrick Academy in Tanzania and Nevada Gold Mines’ training mine in the United States. Daily briefings, workforce engagement initiatives, operational messaging and digital communication tools also help reinforce safety expectations and critical risk awareness across multiple regions and languages.

Page 19

The Stop Work Award

In Nevada the DNA Award for Zero Harm recognizes exceptional safety performance and provides an opportunity to share practical lessons across the company.

In 2025, the award was presented to underground worker Joshua Falagan after he stopped work during a pre-task inspection when he identified air escaping from a small opening near a stope. A subsequent geotechnical review identified and addressed a potential void.

Showing pages 1–18 of 123. 6ix is still reading pages 21–123.

Attached document

Contents
  1. Respecting Rights, Building Trust · page 1
  2. Human Rights Report 2025 · page 1
  3. --- · page 2
  4. Human Rights: The Foundation of Responsible Mining · page 2
  5. Foreword · page 2
  6. “Respect for human rights is not an add-on; it is central to how Barrick mines responsibly.” · page 2
  7. Clear Standards and Zero Tolerance · page 2
  8. Operating in Complex Environments · page 2
  9. Managing Risk with Discipline and Integrity · page 2
  10. Transparency and External Accountability · page 2
  11. Our Progress · page 2
  12. Respect at the Core · page 2
  13. --- · page 3
  14. About This Report: · page 3
  15. Responsible mining requires respect for people, the environment, and the communities where we operate. · page 3
  16. Contents · page 4
  17. SECTION 1 · page 4
  18. Building on Decades of Progress · page 4
  19. SECTION 2 · page 4
  20. Governance · page 4
  21. SECTION 3 · page 4
  22. Independent Assessments, Performance Trends and External Validation · page 4
  23. SECTION 4 · page 4
  24. Salient Human Rights Risks · page 4
  25. SECTION 5 · page 4
  26. Appendices · page 4
  27. Snapshot of Progress · page 5
  28. Our Human Rights Journey · page 5
  29. Building on Decades of Progress · page 6
  30. # · page 7
  31. Guided by International Standards · page 7
  32. Embedding Human Rights in Systems and Policies · page 7
  33. Strengthening Through Experience · page 7
  34. --- · page 8
  35. Guided by International Standards · page 8
  36. “Our approach is grounded in international standards and tested through independent review.” · page 8
  37. Governance · page 9
  38. 文件成功 · page 10
  39. Governance · page 10
  40. Oversight, Ownership and Accountability · page 11
  41. Board-Level Oversight · page 11
  42. Governance Chain · page 11
  43. 1. Site Reporting · page 11
  44. 2. Internal Reporting Systems · page 11
  45. 3. Group Review · page 11
  46. 4. Board Oversight · page 11
  47. 5. Executive Incentives · page 11
  48. Oversight, Ownership and Accountability · page 12
  49. Executive Governance Through The ESOC · page 12
  50. “Human rights affect everyone, and our governance ensures they are owned, acted on, and accountable from the Boardroom to the pit face.” · page 12
  51. Scope of Responsibility Across ESG and Sustainability · page 12
  52. Senior Leadership Accountability · page 12
  53. Operational Accountability · page 12
  54. Our Policies · page 13
  55. Our Policy Commitment · page 13
  56. Alignment With International Standards · page 13
  57. What the Policy Requires of Us · page 13
  58. Integration Into Our Management Framework · page 13
  59. 文件检查 · page 14
  60. Due Diligence and Risk · page 14
  61. Our Approach to Human Rights Due Diligence · page 14
  62. 文件检查 · page 15
  63. Due Diligence and Risk · page 15
  64. How We Identify Risks · page 15
  65. Risk Management Cycle · page 15
  66. 1. Identify · page 15
  67. 2. Assess · page 15
  68. 3. Mitigate · page 15
  69. 4. Remedy · page 15
  70. 5. Track · page 15
  71. 6. Report · page 15
  72. Due Diligence and Risk · page 16
  73. Independent Third-Party Assessment · page 16
  74. Determining Salient Human Rights Risks · page 16
  75. 文件正确 · page 17
  76. Due Diligence and Risk · page 17
  77. Integration With the Group Risk Register · page 17
  78. Using Insights to Strengthen Controls · page 17
  79. Risk Mitigation and Management Systems, Standards and Procedures · page 18
  80. Embedding Human Rights Into Operational Systems · page 18
  81. Security and Human Rights · page 18
  82. Labor, Working Conditions, and Workforce Management · page 18
  83. Land, Resettlement, and Community Engagement · page 18
  84. Supplier and Contractor Management · page 18
  85. Risk Mitigation and Management Systems, Standards and Procedures · page 19
  86. Tailings Stewardship and Human Rights · page 19
  87. Risk Mitigation and Management Systems, Standards and Procedures · page 20
  88. Training and Awareness · page 20
  89. Embedding Learning in Practice · page 20
  90. Continuous Review and Improvement · page 20
  91. Human Rights Training Program · page 20

Page 1

Respecting Rights, Building Trust

Human Rights Report 2025

BARRICK

Page 2

1. BUILDING ON DECADES OF PROGRESS 2. GOVERNANCE 3. ASSESSMENTS, TRENDS AND EXTERNAL VALIDATION 4. SALIENT HUMAN RIGHTS RISKS 5. APPENDICES

Barrick Mining Corporation Human Rights Report 2025

---

Human Rights: The Foundation of Responsible Mining

Foreword

From our people on site to our partners in the supply chain, respect for human rights is a cornerstone of our business. It is the foundation of responsible mining and core to our creation of longterm value. Every decision we make, from exploration to closure, must reflect our commitment to ethical practices: upholding dignity, promoting fairness, and creating opportunity for the people whose lives intersect with ours.

Grant Beringer, Group Sustainability Executive

“Respect for human rights is not an add-on; it is central to how Barrick mines responsibly.”

Clear Standards and Zero Tolerance

We have zero tolerance for any human rights violations whether committed by our employees, contractors, or any third party acting on our behalf. That principle is supported by clear governance from site management to Board oversight and is embedded in our policies, codes of conduct, and performance systems. Across the Group, we expect our people, partners and affiliates to uphold the same standards we set for ourselves.

Operating in Complex Environments

We do not underestimate the challenges. Barrick operates in diverse and often complex jurisdictions where weak governance, historical grievances, the absence of effective law enforcement, socio economic pressures and other factors present risk. These realities make transparency and accountability even more important. Due diligence, independent human rights assessments, grievance mechanisms, and our global whistleblowing hotline help ensure that issues are surfaced, investigated, and addressed.

Managing Risk with Discipline and Integrity

Human rights risk is inherent in our operating contexts. Our responsibility is to understand where those risks lie, how they may arise and be perceived, and to manage them with discipline and integrity. Over the past decade, we have built systems that identify risks early, apply consistent standards, and strengthen accountability across the business.

Transparency and External Accountability

External scrutiny plays a vital role in this journey. We disclose our actions through our Modern Slavery Statements in Canada and Australia and benchmark our performance against leading industry and investor frameworks, including those published by the United Nations, World Bank and the Organization for Economic Cooperation and Development (OECD). These public commitments keep us focused on improvement and allow stakeholders to judge our progress for themselves.

Our Progress

Over the past five years, we have implemented recommendations from independent reviews, strengthened supplier due diligence, expanded training on the Voluntary Principles on Security and Human Rights, enhanced grievance mechanisms to deliver timely access to remedies, and further embedded human rights considerations into our tailings governance.

Respect at the Core

We last published a Human Rights Report in 2021. Although our core policies have not materially changed since then, our implementation has continued to evolve. We believe the timing is right to provide an updated report on how we manage human rights risks, what we have learned, and where we are going next.

This report is also a reflection of the employees, contractors, community members, and partners, who remind us that respect for human rights is not an add-on, it is central to how Barrick mines responsibly.

Page 3

---

About This Report:

Responsible mining requires respect for people, the environment, and the communities where we operate.

At Barrick, respect for human rights is a core pillar of our sustainability approach and an essential component of how we create long-term value.

This Human Rights Report explains how we implement our Human Rights Policy across the Group and how we identify, assess, and manage human rights risks throughout the life cycle of our operations. It builds on the disclosures provided in our Sustainability Report and provides additional detail on our governance systems, due diligence processes, salient human rights risks, and access to remedy mechanisms.

Our approach is informed by internationally recognized standards, including the United Nations Guiding Principles on Business and Human Rights (UNGPs), the OECD Guidelines for Multinational Enterprises, the International Labour Organization’s Fundamental Principles and Rights at Work, and the Voluntary Principles on Security and Human Rights. The structure of this report broadly follows the UNGP Reporting Framework and reflects our ongoing efforts to strengthen transparency, accountability, and continuous improvement.

The scope of this report includes information relating to all wholly owned operations, joint ventures where Barrick is the operator, and joint ventures where operations are independently managed. Unless otherwise stated, the report reflects activities and developments across our operations since the publication of our previous Human Rights Report in 2021.

Certain operations that are not operated by Barrick are not included in the scope of this report. For example, the Zaldívar mine in Chile is operated by Antofagasta and is therefore excluded from this disclosure.

Page 4

Contents

SECTION 1

Building on Decades of Progress

Guided by International Standards p.7

SECTION 2

Governance

Oversight, Ownership and Accountability Our Policies Due Diligence and Risk

p.11 p.13 p.14

Risk Mitigation and Management Systems, Standards and Procedures p.18

Monitoring and Performance Grievance Mechanisms Feedback Loop

p.22 p.24 p.27

SECTION 3

Independent Assessments, Performance Trends and External Validation

Independent Human Rights Assessments Performance Trends 2021-2025 External Validation and Benchmarking

p.29 p.31 p.32

SECTION 4

Salient Human Rights Risks

Salient Human Rights Risks p.34 Why Security Is a Salient Risk p.38 Why Labor Rights Are a Salient Risk p.40 Worker Voice, Fair Working Conditions and Accountability p.41 Why Land and Community Rights Are a Salient Risk p.43 Why Water and Environmental Impacts Are a Salient Risk p.46 Why Indigenous Peoples and Vulnerable Groups Are a Salient Risk p.49 Why Freedom of Association and Human Rights Defenders Are a Salient Consideration p.53 Why Access to Remedy is important p.56

SECTION 5

Appendices

Glossary Abbreviations Site Assessment Summaries Our Human Rights Policy Our 2024 Modern Slavery Report

Page 5

Snapshot of Progress

Our Human Rights Journey

Human rights indicators integrated

into Group risk management, executive oversight, and Board reporting.

18 Independent human rights assessments carried out between 2021- 2026 covering all higher risk sites.

100% Training on the Voluntary Principles on Security and Human Rights, and enhanced grievance mechanisms in place at all operations.

Global supplier screening and modern slavery due diligence fully operational

Improved performance in the 2024 Corporate Human Rights Benchmark, ranking above the sector average and reflecting strengthened human rights due diligence and governance.

Salient risks identified, with management systems in place to manage them

Further embedded human rights considerations into our tailings governance.

Page 6

Building on Decades of Progress

SECTION 1

Page 7

1. BUILDING ON DECADES OF PROGRESS 2. GOVERNANCE 3. ASSESSMENTS, TRENDS AND EXTERNAL VALIDATION 4. SALIENT HUMAN RIGHTS RISKS 5. APPENDIX

#

Guided by International Standards

Respect for human rights is not new to Barrick and continues to be a fundamental part of our business philosophy. Our approach has evolved over more than two decades and continues to be informed by the leading international standards that define responsible business conduct.

We have progressively strengthened our policies, programs, and systems to reflect international expectations on business and human rights and to respond to lessons from our own operations.

Show more of the filing

Embedding Human Rights in Systems and Policies

Human rights are integrated into our core governance and management systems. Our policy framework, codes of conduct, and operational standards set expectations for behavior, engagement, and risk management and guide how human rights considerations are incorporated into daily decision-making.

This includes our approach to security, labor and working conditions, land and resettlement, community engagement, contractor management, and environmental performance.

Strengthening Through Experience

Operating in complex environments has reinforced the need for structured due diligence, independent assessments, and consistent engagement with workers, communities, and governments. Over time, we have broadened the scope and depth of these activities to better identify, prevent, and address human rights risks.

Recent progress has included expanding independent human rights assessments at higher-risk sites, enhancing grievance mechanisms to improve access to remedies, strengthening supplier and modern slavery due diligence, and integrating human rights considerations into our tailings governance and Group-level risk management.

These steps reflect our belief that good human rights practice is good risk management and supports long-term value creation.

Page 8

---

Guided by International Standards

Our Human Rights Journey

“Our approach is grounded in international standards and tested through independent review.”

Page 9

Governance

SECTION 2

Page 10

文件成功

Governance

With operations in more than 13 countries, over 59,000 employees and contractors, and a supply chain of thousands of third parties, we maintain a consistent, rights-respecting approach wherever we operate.

Our governance framework ensures that human rights are embedded into how we plan, operate and measure performance, and engage with stakeholders.

Oversight is exercised from the Board to site level through defined roles, integrated systems, and clear accountability. This structure enables us to identify and manage risks early, respond transparently when concerns arise, and continuously improve our approach over time.

Page 11

Oversight, Ownership and Accountability

Board-Level Oversight

The Board has ultimate oversight of human rights risk management, exercised through the Audit & Risk Committee and the ESG & Nominating Committee. These Committees review how human rights considerations are integrated into our enterprise-risk and sustainability frameworks and receive updates on performance, independent assessments, grievance trends, and modern slavery compliance.

Governance Chain

1. Site Reporting

Operations collect data and report human rights performance indicators.

2. Internal Reporting Systems

Data consolidated through sustainability management systems and reviewed by regional teams.

3. Group Review

Group Sustainability Executive and corporate specialists review and benchmark performance.

4. Board Oversight

ESG & Nominating Committee and Audit & Risk Committee provide strategic and risk oversight.

5. Executive Incentives

Human rights and sustainability metrics linked to management performance scorecards.

Page 12

Oversight, Ownership and Accountability

Executive Governance Through The ESOC

At the executive level, the Environmental and Social Oversight Committee (ESOC), chaired by our Chief Executive Officer, provides Group-wide governance. The ESOC reviews key indicators including assessment outcomes, supplier due diligence, whistleblower reports, grievance data, and progress against the Sustainability Scorecard. Issues requiring escalation are reported to the Board Committees to ensure consistent oversight.

“Human rights affect everyone, and our governance ensures they are owned, acted on, and accountable from the Boardroom to the pit face.”

Scope of Responsibility Across ESG and Sustainability

Sustainability, ESG, social license to operate, and human rights are broad terms that encompass many interconnected areas of our business. While these terms are often used as umbrella concepts, the Board and the ESOC have direct responsibility and accountability for the management of:

• Air quality and emissions, including greenhouse gases, gaseous emissions, and particulate matter

• Biodiversity and nature

• Climate change

• Community relations, community development, and grievance management

• Indigenous Peoples and vulnerable groups

• Labor and working conditions

• Safety and health

• Security and human rights

• Water stewardship

• Soil health and quality.

This portfolio reflects the full scope of environmental and social factors that shape our operational context, stakeholder relationships, and therefore long-term value creation.

Senior Leadership Accountability

Our governance framework is supported by senior leadership roles across sustainability, assurance, and risk. The Senior Vice President Business Assurance, Risk and Business Integrity ensures that investigations are impartial, findings are reflected in risk systems, and non-retaliation expectations are upheld.

Our Group Sustainability Executive and Group Sustainability Manager lead implementation of our Human Rights Policy, approve independent assessors, and provide technical guidance to regional and site teams.

Operational Accountability

Operational accountability sits with our General Managers, who are responsible for applying the Human Rights Policy and associated standards at the site level. They are supported by regional sustainability and social performance teams who work directly with members of local communities, employees, contractors and local authorities.

Together, this governance structure ensures that human rights are not managed in isolation, but embedded within the broader environmental, social, and operational systems that guide how we run our business.

Page 13

Our Policies

Our Policy Commitment

Our Human Rights Policy provides the foundation for how we identify, prevent, and address human rights risks across our operations and supply chain. It reflects our responsibility to respect internationally recognized rights and sets expectations for every employee, contractor, and business partner working with us.

The Policy reinforces our commitment to conducting business in a way that safeguards people, supports local development, and promotes transparency.

Alignment With International Standards

Our Policy is informed by and aligned with the following frameworks:

• UN Guiding Principles on Business and Human Rights

• OECD Guidelines for Multinational Enterprises

• International Labour Organization’s Core Labour Principles

• Voluntary Principles on Security and Human Rights.

These standards guide how we design controls, train our people, manage security arrangements, engage with communities, and assess suppliers and business partners.

What the Policy Requires of Us

The Policy sets clear commitments and expectations. We commit to:

• Respect internationally recognized human rights

• Avoid causing or contributing to adverse impacts

• Identify and assess risks across our value chain

• Prohibit forced, bonded, or child labor

• Apply zero tolerance for threats or reprisals against human rights defenders

• Uphold non-discrimination, freedom of association, and fair working conditions

• Provide or cooperate in legitimate processes for providing remedies where harm occurs

• Require suppliers and partners to meet equivalent standards

• Engage transparently with workers, members of local communities, and governments.

These commitments guide daily decision-making and provide

the basis for our systems, training, and performance measures.

Integration Into Our Management Framework

Our Human Rights Policy is reinforced through broader governance documents, including our:

• Code of Business Conduct and Ethics

• Supplier Code of Ethics

• Social Performance Policy

• Environmental Policy

• Anti-Bribery and Corruption Policy

• Anti-Fraud Policy

• Global Vendor Onboarding Standard.

These policies set clear expectations for behavior, engagement, and risk management. Together, they ensure that human rights considerations are embedded into our planning, contracting, procurement, workforce management, community engagement, and operational discipline.

All key policy documents, including our Modern Slavery Statements, are publicly available on our website and reviewed and updated as appropriate to support transparency and stakeholder review.

Page 14

文件检查

Due Diligence and Risk

Our Approach to Human Rights Due Diligence

Human rights due diligence is integrated into our enterpriserisk framework and is applied across all operations with the same discipline as safety, environmental, and financial risk management. Our approach is guided by the UN Guiding Principles, the OECD Guidelines for Multinational Enterprises, and relevant International Finance Corporation (IFC) Performance Standards.

We identify where rights may be at risk, how impacts could arise, and what controls are required to prevent or mitigate them, including recognizing where rights may not yet be fully realized and where proactive initiatives can strengthen outcomes.

“Our Human Rights Policy is more than a statement. It is a commitment to uphold dignity and strive for fairness wherever we operate.”

Page 15

文件检查

Due Diligence and Risk

How We Identify Risks

Each site must assess human rights and modern slavery risks associated with its workforce, contractors, suppliers, security arrangements, land use, and surrounding communities.

Risk identification draws on multiple sources, including:

• Baseline and monitoring studies undertaken by technical experts

• Engagement with employees, contractors, communities, NGOs, and government authorities

• Grievance and whistleblower data

• Internal audits and compliance reviews

• Annual self-assessments completed by all sites

• Independent third-party human rights assessments at higher-risk operations and self assessments at lower-risk sites.

This combination of inputs ensures we capture both structural risks and local context.

Risk Management Cycle

1. Identify

Potential human rights risks and impacts across operations and supply chain

2. Assess

Evaluate severity, likelihood, and priority of identified risks

3. Mitigate

Implement actions to prevent or reduce negative impacts

4. Remedy

Provide access to remedy for those affected

5. Track

Monitor outcomes and effectiveness of actions

6. Report

Communicate performance and lessons learned

Page 16

Due Diligence and Risk

Independent Third-Party Assessment

We have seven sites that fall into a higher-risk category for human rights risk. These higher-risk sites undergo independent human rights assessments on a rolling, risk-based cycle, typically every two to three years. These assessments are aligned with the UN Guiding Principles on Business and Human Rights, the Voluntary Principles on Security and Human Rights, the OECD Guidelines, ICMM Standards and other key international human rights instruments and covenants.

Assessments are conducted by independent human rights experts using an indicator framework based on major international human rights covenants and declarations. This framework is designed to identify actual, potential, and perceived impacts on rightsholders, including employees, contractors, communities, and vulnerable groups.

Each assessment typically includes:

• Review of site-level policies, procedures, and incident records

• On-the-ground engagement and observation

• Confidential interviews with employees, contractors and their employees, community members, traditional leaders, and local authorities

• Review of security arrangements and interactions with public and private security providers

• Assessment of the effectiveness and rights compatibility of grievance mechanisms.

Stakeholder selection and engagement are determined independently by the external experts and often include unannounced or informal interviews to support open, candid participation and minimize fear of reprisal.

Findings from these assessments inform site-specific action plans, updates to management systems, and targeted training and engagement. They also highlight good practices that can be shared across operations to strengthen consistency and continuous improvement in our human rights program.

Determining Salient Human Rights Risks

We determine salient risks based on their potential impact to people using criteria drawn from the UN Guiding Principles:

• Scale – the severity of potential harm

• Scope – the number of people who may be affected

• Irremediability – the degree to which harm could be restored.

Using these criteria ensures that our focus remains on risks with the greatest potential consequences for people, not only the business.

What Makes a Risk Salient?

SCALE

SCOPE

Page 17

文件正确

Due Diligence and Risk

Integration With the Group Risk Register

All identified human rights and modern slavery risks are recorded in the Group Risk Register and are treated as high unless effective controls are demonstrated. Each risk is assigned an accountable owner and reviewed at site, regional, and Group level through our internal reporting systems.

Where risks require escalation — due to severity, potential impact, or inadequate controls — they are reviewed by the ESOC and summarized for the Board ESG & Nominating Committee.

Using Insights to Strengthen Controls

Lessons from assessments and risk reviews are used to update procedures, training, community engagement, supplier oversight, and contractor management. These insights are shared with regional teams and discussed during ESOC meetings to support consistency and early detection of emerging issues.

“Good due diligence sees risk before it becomes harm, that is the discipline we expect across every site, every day.”

Page 18

Risk Mitigation and Management Systems, Standards and Procedures

Embedding Human Rights Into Operational Systems

Our management systems translate policy commitments into practical requirements that guide how risks are mitigated across the business. Human rights considerations are embedded into systems that govern security, labor and working conditions, land and resettlement, contractor oversight, community engagement, grievance handling, environmental performance, and closure planning.

These systems reflect international standards and provide the procedures, training, and expectations required to prevent harm, strengthen controls, and support consistent implementation across all operations.

Security and Human Rights

We are signatories to and apply the Voluntary Principles on Security and Human Rights across all operations. Key elements include:

• Clear expectations for private and public security providers, while recognizing that public security providers are sovereign, independent police forces governed by and under their own chains of command

• Requirements on the use of force

• Training for security personnel and contractors

• Oversight of incidents and follow-up actions.

Security arrangements are assessed through internal reviews, independent human rights assessments, and third-party verification.

Labor, Working Conditions, and Workforce Management

Our systems require:

• Non-discrimination and equal opportunity

• Prohibition of forced, bonded, or child labor

• Freedom of association and collective bargaining

• Safe and healthy working conditions

• Fair treatment of employees and contractors.

These expectations are reinforced through onboarding, training, supervision, contractor oversight, and regular workforce engagement.

Land, Resettlement, and Community Engagement

Human rights considerations are integrated into procedures that guide:

• Land access and acquisition

• Economic displacement

• Resettlement planning

• Community consultation and information sharing

• Local development programs.

Community teams maintain regular dialogue with stakeholders to identify emerging concerns early and ensure decisions are informed by local context.

Supplier and Contractor Management

Our Supplier Code of Ethics sets expectations on human rights, labor, safety, and non-discrimination. Human rights and modern slavery clauses are embedded into contracts and reinforced through:

• Screening and risk-based due diligence

• Supplier onboarding

• Site audits and periodic reassessment

• Corrective-action plans where gaps are identified.

Higher-risk suppliers undergo enhanced due diligence, and material issues may be escalated to the ESOC.

Page 19

Risk Mitigation and Management Systems, Standards and Procedures

Tailings Stewardship and Human Rights

Human rights are integrated into our tailings governance through our Tailings and Heap Leach Management Standard, which is aligned with the Global Industry Standard on Tailings Management (GISTM). Oversight is supported by a defined structure that includes the Engineer of Record, the Independent Tailings Review Board (ITRB), and the site Responsible Tailings Facility (RTF) lead for each facility.

Each tailings storage facility is managed through a risk-based approach that incorporates:

• Independent technical review by the Engineer of Record

• Periodic evaluation by an ITRB

• Community-impact and downstream consequence assessments

• Reviews of emergency preparedness and response plans

• Ongoing monitoring of facility performance and integrity.

This governance structure ensures that engineering integrity, environmental protection, and community safety are considered in parallel, not in isolation.

Human rights considerations are embedded across our approach, including in the Multiple Alternatives Assessment process, which evaluates social, environmental, technical, and financial factors when determining new facility design or modifications to existing facilities. Engagement with downstream communities and local authorities supports transparency, preparedness, and a shared understanding of emergency response measures.

Tailings Governance & Human Rights

and well-being of people and communities.

Page 20

Risk Mitigation and Management Systems, Standards and Procedures

Training and Awareness

Respect for human rights depends on awareness, knowing what to look for, how to respond, and where to seek support. We invest in regular training and capacity building so that employees, contractors, and partners understand their responsibilities and can act on them.

All employees and contractors complete onboarding training on our Code of Business Conduct and Ethics, which embeds our human rights commitments and outlines how to identify and report concerns. This ensures that respect for rights is part of daily decision making across the business. Employees are also required to do annual refresher training.

Targeted modules strengthen understanding in higher-risk functions. These include:

• Security and human rights

• Modern slavery and supply chain due diligence

• Contractor and community conduct expectations

• Anti-bribery and corruption, including for those engaging with government authorities, traditional leaders, and community representatives.

Managers and supervisors receive tailored guidance on identifying risks, engaging communities, and supporting grievance resolution. These sessions reinforce operational discipline, accountability, and local trust.

Completion of all training is tracked through our Learning Management System and reported to the ESOC. Where gaps are identified, sites are required to implement targeted refresher programs.

Embedding Learning in Practice

Training is most effective when it is reinforced in daily decision making. Human rights awareness is embedded in how our teams work, lead, and learn together. Site leaders regularly revisit key training topics during operational meetings, linking them to real-life examples such as respectful community engagement, effective handling of grievances, and managing contractor conduct. These conversations connect policy to lived experience and strengthen accountability at all levels.

By grounding learning in practical scenarios, we build confidence in applying human rights principles on the ground. This approach reinforces a culture where respect, responsibility, and responsiveness are not only taught but demonstrated.

Continuous Review and Improvement

Training content is reviewed and updated annually based on participant feedback, insights from human rights assessments, and lessons from grievance data. This ensures that our learning programs remain practical, relevant, and aligned with emerging risks across the Group.

Training Modules Wheel

Human Rights Training Program

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