According to Petra’s Sustainability Framework pillars, the following non-financial KPIs are considered by management to be the most appropriate in terms of tracking Petra’s sustainability performance year-on-year.
These ESG measures make up 30% of the Group scorecard KPIs used to determine Exco and Senior Management performance for the award of bonuses.
Pillar 1: Valuing our people
Safety (Group LTIFR)
Lost time injury frequency rate per 200,000 hours worked
0.28+75%
Overview: 2025 saw 8 million fatality free shifts. However we saw an uptick in LTIFR, put down to the teams adapting to the new shift configurations at both Cullinan Mine and Finsch. Initiatives to improve employee sense of stability have been implemented in an attempt to improve our team’s health and safety
Strategic relevance: The safety of our people is our foremost priority. It has an impact on our culture, our performance and our reputation.
Related material topic: Employee safety, health and wellness
SDG:
Women in the workforce (&)
The percentage of women in the workspace
20%-9%
Overview: A diverse workforce improves performance, allows us to attract and retain top talent, strengthens employee satisfaction, and helps secure our social licence to operate. Women represent 17% of Petra’s Senior Management. We expect the recent restructuring to have an impact on our immediate diversity performance given that exits were based on a last-in, first-out principle.
Strategic relevance: A diverse workforce will improve performance, allow us to attract and retain top talent, strengthen employee satisfaction, and help secure our social licence to operate.
Related material topic: Diversity and inclusion; Employee development
SDG:
Training spend (US$ million)
Investment in employee training and development
3.2-24%
Overview: We rely on our employees’ talent, commitment and performance. Training is a critical driver of loyalty and enables employees to meet their and our objectives. Although we continued to invest in training and development, expenditures in FY 2025 decreased by 24% due to financial constraints and operational disruptions caused by restructuring at Finsch, Cullinan Mine and our corporate office
Strategic relevance: We rely on our employees’ talent, commitment and performance. Training is a critical driver of loyalty and enables employees to meet their and our objectives.
Related material topic: Employee development
SDG:
Pillar 2: Respecting our planet
Water efficiency (M3/T)
The total volume of fresh water used in production (ROM plus tailings) per tonne treated
0.52-26%
Overview: Water is a scarce, shared natural resource that is critical to successful operation. Water scarcity will be exacerbated by climate change. We continue to focus on reducing our fresh water usage. In FY 2025, around 87% of our water consumption was recycled water (FY 2027: 88%).
Strategic relevance: Water is a scarce, shared natural resource that is critical for our successful operation. Water scarcity will be exacerbated by climate change.
Related material topic: Water management; Climate change
SDG:
Energy efficiency (KWH/T)
Total electricity consumption as a function of production
51.14+47%
Overview: Energy security and costs are important factors in our success. Reducing our energy consumption and transitioning to renewable energy will reduce GHG emissions. Our total energy consumption in FY 2025 decreased by 25%. Most of our electricity is purchased from power utilities in South Africa, which is currently from non-renewable sources. We intend to reduce our non-renewable energy reliance significantly as a result of the renewable energy power purchase agreements announced in 2024
Strategic relevance: Energy security and costs are important factors in our success. Reducing our energy consumption also reduces our GHG emissions.
Related material topic: Climate change
SDG:
Carbon emissions (TCO2-E/CT)
Carbon emissions intensity for Scopes 1 and 2
0.1412.5%
Overview: In FY 2025, our Scope 1 and 2 and emissions decreased by 12%, driven largely by the sale of Williamson. Scope 2 emissions account for 96% of our footprint, with Scope 1 and 3 making up 3% and 0.4% respectively. In FY 2024, our Scope 1, 2 and 3 emissions were 9%, 91% and 0.5% respectively.
Strategic relevance: We have committed to achieving net zero carbon emissions by 2050, although we aim to achieve this by 2040. This is in line with the global imperative under the Paris Agreement.
Related material topic: Climate change
SDG:
Pillar 3: Driving shared value partnerships
Social expenditure (US$m)
Total social expenditure (compulsory and discretionary) on local communities
0.78-47%
Overview: Petra aims to invest 1% of net profit after tax (NPAT), at an asset level, on social expenditure. Contributing to the development of communities based near our operations ensures legal compliance, promotes broad-based black economic empowerment (B-BBEE) and secures our social licence to operate. Social expenditure decreased in FY 2025 to US$0.8 million (FY 2024: US$1.5 million). This was largely due to delays regarding the approval of our Cullinan Mine Social and Labour Plan (SLP). We will continue working with the regulator to obtain this approval and ensure the SLP’s execution. Our community investment budget for this period (2023 – 2028) amounts to US$1.65 million.
Strategic relevance: Social expenditure is directly related to compliance and our social licence to operate. We target social expenditure of 1% of net profit after tax (NPAT) at an asset level.
Related material topic: Community relations and social investment; Enterprise and supplier development
SDG:
Community training and development spend (US$ million)
Total community training spend
0.18-10%
Overview: We provide community training and development programmes to ensure that people in our host communities have the scarce skills our business requires. Our aim is to provide Petra with reliable and accessible skills while uplifting these communities socially and economically. Our investment in training was lower in FY 2025 due to the financial constraints our business faces and the internal restructuring process.
Strategic relevance: The skills we require are scarce in the communities surrounding our operations. Our community training and development programmes support our licence to operate through the social and economic upliftment of communities, and provide the Company with reliable and accessible skills needed in the business.
Related material topic: Community relations and social investment; Stakeholder engagement and management
SDG:
Discretionary Procurement spend (US$ million)
Total Group procurement spend
169.9-21%
Overview: In FY 2025, our Group discretionary procurement spend was US$169.9 million (FY 2024: US$215.3 million) and 95% of our total procurement in South Africa went towards local supplier procurement.
Strategic relevance: Our integrated supply chain approach supports the reliable and cost-effective supply of goods and services to our operations. At the same time we seek to enhance our licence to operate through a meaningful contribution to local economies.
Related material topic: Community relations and social investment; Enterprise and supplier development
SDG:
Pillar 4: Delivering reliable production
Group expenditure (US$ million)
Capital expenditure incurred by the operations, comprising expansion and sustaiing capex
63-14%
Overview: Our capital expenditure helps to maintain our operations and enables the growth of our business. During the year we streamlined the business significantly for capital optimisation and reduced costs by 17%. As a result, capital expenditure comprised US$63 million in FY 2025 (FY 2024: US$73 million). This included sustaining capex of US$9 million, and extension capex of US$54 million.
Strategic relevance: Our capital expenditure supports the maintenance of our operations and enables our growth.
Related material topic: All material topics
SDG:
Rough diamond production (MCTS)
The number of diamonds produced from Group operations
2.40%
Overview: Group diamond production for FY 2025 totalled 2.4 million carats (Mcts) excluding Williamson. We delivered a solid operational performance across our Cullinan Mine and Finsch mine despite the challenging backdrop.
Strategic relevance: Production targets reflect our strategy and growth ambitions.
Related material topic: All material topics
SDG:
Revenue (US$ million)
Revenue earned from rough diamond sales and partnership stones
207-33%
Overview: Average carat prices fell 19% to US$87/ct during the year. Our revenue reflects our production performance and internal sales and marketing capabilities, representing proceeds from rough diamond sales and excluding any contributions from profit share arrangements.
Strategic relevance: Revenue is a reflection of our production targets, and our in-house sales and marketing capabilities.
Related material topic: All material topics
SDG: