Acacia – Human Resources Policy

Acacia Mining plc (“Acacia”) is committed to using personnel management practices which are based
on objectivity and fairness. As such, we are committed to fair employment practices and maintaining a
workplace in which all individuals are treated with dignity and respect, irrespective of race, culture or
gender. We believe in the importance of developing our human capital. We are proud of our diverse
workforce, and strive to attract a broad mix of employees from both the traditional and non-traditional
mining labour markets. This approach reflects our philosophy of equal opportunity and rests on the
belief that a diverse workgroup gives a competitive advantage to our business, and allows us to
create a unique company culture.

This Human Resources Policy (the “Policy”), which has been adopted by the Board, sets out the core
principles applicable to the employment practices of Acacia and all of its subsidiary undertakings
(together the “Group”). All Acacia directors, officers and employees are required to adhere to this
Policy.

All questions relating to this Policy should be directed to Acacia’s Executive General Manager
Organisation Effectiveness or General Counsel. Acacia may adopt supporting procedures and guidance
from time to time to assist Acacia personnel in understanding and implementing this Policy. Questions
regarding supporting procedures and guidance should be directed to Acacia’s Head of Human
Resources or in-house counsel.

1. Recruitment and Employment

1.1. Acacia is committed to attract, hire and promote individuals we expect will make the most
contribution to our success and become our best leaders. We strive to select people who
demonstrate required skills for positions and meet our expectations for leadership and
company values.

1.2. We involve key stakeholders in our recruitment processes to ensure appropriate

selection decisions. We reserve the right to prioritise local employment commitments, where
local law provides, in order to progress core elements of our sustainable development
policies.

1.3. We apply consistent standards in our employment practices and we comply with
employment standards and legislation in the locations in which we operate.

1.4. We may make offers of employment contingent upon the completion of satisfactory
reference checks. In addition, candidates for positions defined as ‘positions of trust’ may

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be asked to provide permission for us to conduct employment, academic, criminal, and

credit background checks.

1.5. Positions of trust designated with mandatory credentials and/or professional

designations will be identified, along with an outline of specific criteria required for those positions
from the outset of recruitment processes.

2. Orientation and Training

2.1. We ensure that appropriate training and development programmes are established and
maintained to support and develop our employees, in accordance with functional and mine
site requirements.

2.2. New employees shall receive an overview of Acacia policy through an orientation process
within a reasonable amount of time following the commencement of their employment. This
shall include a review of Acacia’s Code of Business Conduct and Ethics and a review of our
Management Framework.

2.3. We aim to complete an annual review of core company policies with all employees.

3. Positions of Trust
3.1. Acacia considers a select number of positions as ‘positions of trust’ due to the authority
and/or accountability that such positions have to act on our behalf. These positions include:

(a) Acacia officers and directors;

(b) Positions with the ability to commit Acacia to significant financial obligations;
(c) Positions with influence on our financial reporting; and
(d) Positions associated with our ethics and compliance programmes.

3.2. Acacia shall ensure that positions of trust are subject to appropriate recruitment procedures. In
addition, all individuals in a position of trust shall:

(a) receive appropriate orientation and on-going training; and

(b) be subject to appropriate procedures required to support their position,

during their tenure of such position.

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4. Compensation

4.1. Our compensation programmes reward the achievement of performance objectives, and
the completion of significant projects and growth initiatives, which impact our long-term business
performance.

4.2. Specific elements of our compensation program me, such as base compensation,
bonuses, and equity-based incentives may be used in combination to attract, to motivate, and to
retain employees.

4.3. Compensation assessments and reviews will be integrated into individual overall performance
management and assessment processes.

5. Career Development and Performance Management

5.1. We are committed to attracting, developing and retaining outstanding people. Development
through progressive career assignments is a key element to our strategy.

5.2. Our organisational structure encourages sites to transfer individuals to value-added roles when
appropriate. We also promote wider internal transfers as a means of broadening individuals’ experience
and their value to Acacia.

5.3. Our interest is in considering the best candidates for available positions from within and outside the
organisation. In addition, we expect managers to provide appropriate feedback and guidance
related to the development of individuals and facilitating their career plans within the organisation.

5.4. Annual assessments of performance and leadership against Acacia leadership criteria are used to assist
and monitor individual progression and development against Acacia leadership and key performance
competencies.

6. Prohibited Behaviour

6.1. We do not tolerate or condone any type of discrimination on the basis of race, gender,
national origin, religion, age, sexual orientation, and politics or on the basis of any personal
characteristic protected by law. All forms of discrimination are prohibited in the workplace.

6.2. Acacia expects all workplace conduct to be professional and free of bias and harassment.
We prohibit sexual harassment and harassment in the work place in any form.

7. Disciplinary Processes
7.1. Acacia’s commitment to a productive and high performing organisation requires addressing
performance issues which impact the company and/or its employees. All employees are valued
assets to the company. To ensure that they are led effectively and that they understand

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consequences of their behaviour, Acacia supports the use of progressive discipline to address
issues of performance with the goal of correcting behaviours and/or performance issues.

7.2. Acacia applies a consistent disciplinary process across its sites to ensure that all Acacia
employees follow a standard policy which will enable them to manage site labour relations, to
maintain an atmosphere of friendliness, harmony, understanding and respect for one another,
maximise operational efficiency and ensure all employees have a system of labour
management which minimises disputes and associated energy draining, human resources and
associated legal costs. All employees are expected to abide by Acacia’s policies and
managerial instructions in order to ensure a safe and orderly workplace and to facilitate
communication and industrial harmony to the mutual benefit of all parties concerned.

7.3. Unsatisfactory behaviour by employees, which includes the violation of Acacia’s Code of
Conduct, Cardinal Rules, Company Policies, management instruction or sub-standard work, will
be corrected in a constructive way. Where major transgressions occur, termination of
employment will be considered in accordance with the procedures outlined in Acacia’s
Disciplinary Code and Procedures.

8. Policy and Procedural Guidelines

Acacia has adopted Procedures to Support Human Resources Policy and Employment
Practices. These procedures should be used for purposes of implementing the requirements
of this Policy. Acacia’s Human Resources Department may adopt additional specific
procedure guidance for Human Resources processes and procedures from time to time.

9. Policy Review

Acacia’s Executive General Manager Organisation Effectiveness is responsible for reviewing

this Policy in conjunction with in-house legal counsel and proposing recommendations to the
Board for consideration, from time to time.

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