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Norilsk Nickel Sustainable Update

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Norilsk Nickel Sustainable Update Expanding the Horizons of Sustainable Growth May 2021 List of Contents 1 Sustainable Development Highlights 2 Health and Safety 3 Environment 4 Climate Change 5 Social 6 Corporate Governance 7 Independent Assessment of ESG Performance 2 Norilsk Nickel Contribution to UN Sustainable Agenda Total spending in 2020 to Participant of the UN Global (1) Compact since 2016 US$ 2.5bn attain sustainable development goals (16,4% of consolidated IFRS revenue) Key SDG-linked projects in 2020 S Social E Environment G Governance > Occupational safety programs > Reduction of environmental footprint in Kola > Improving internal corporate governance structure to ensure better oversight of > Rollout of corporate medicine program > Active construction of "Sulfur program 2.0“ environmental risks and climate change in Norilsk > Designing and rolling out COVID-2019 > Cooperation with federal legislative and response measures > Protection and rational use of water executive authorities, civil society > Maintaining health improvement and > Launch of legacy waste collection in Norilsk institutions, and the business community wellness programmes for employees and > Digitalization projects their families > Clean-up and remediation of an environmental incident > Support of various nature reserves > Support of indigenous peoples > Improving efficiency, industrial safety and > Anti-corruption initiatives > Support of regional communities, social reliability of energy infrastructure and healthcare infrastructure > Joined RMI, RSBN > Supporting various scientific expeditions > Support of various charity, sports and education programms Source: Company data Note: 1. Equivalent to RUB 183 bn 3 Sustainable Development Highlights Corporate Environment & Social Climate Change Governance -85% -74% 46% reduction of SO2 emissions in Kola reduction in LTIFR since 2013 Share of independent directors division in 2021 vs 2015 -30-35% >2x ~ 40% improvement in occupational safety Weight of ESG-related team KPIs for reduction of SO emissions in 2 culture score to 3.0 (out of 5) since 2014 2021 (TRI + environmental incidents) the residential area of Norilsk (1) New Board 9.7 mt US$500 mln Environmental Team charity, sponsorship and social Scope 1&2 GHG Emissions, Comprised of 5 independents with a infrastructure development spending the lowest among the global peers focus on climate change and ecology Bottom quartile US$200 mln Improved Of the global nickel industry curve in COVID-19 related spending governance structure terms of scope 1&2 GHG Emissions cumulative in 2020A and 2021E New Risk Management Committee, SVP, Sustainable Development, US$3.6 bn ~ USD1 800 Environment and Ecological Committed CAPEX for SO2 utilization Russia’s industry leading Monitoring Departments, Safety Audit project at Norilsk division average monthly salary(2) and new divisional structure Source: Company data Note: 1. From the base of 2015; 2. Equivalent to RUB131.8 thousand rubles per month 4 Update on Selected Sustainable Development Initiatives in 2020-YTD 2021 Environment & Social Corporate Governance Climate Change • The Sulphur Programme 2.0 • Further improvements in LTIFR • A new ESG-focused corporate targeting major reduction of SO2 in delivered governance structure introduced Norilsk in active construction phase • Independent assessment of • Transitioned to a new divisional • Outdated smelting facilities in Kola impact on local communities and structure idled to deliver SO reduction in indigenous people commissioned 2 • Revamped environmental Kola as scheduled in 4Q20-1Q21 • Increased support to local oversight, risk management and • Holistic environmental strategy has communities and indigenous monitoring been developed (5-pillars) people • Annual ESG-related KPIs have been • A climate change strategy has • Provided full support to regional expanded to include environmental been developed healthcare systems, local targets • Several independent studies of communities and employees to • Long-term ESG-related KPIs are environmental impact carried out mitigate COVID-19 impact being developed • Remediation of the recent • Retained strong social and • ESG-related disclosure improved: environmental incident is on track charity commitment Scope 1&2 and 3 GHG emissions, • Removal of legacy pollution in CDP, tailings management, indigenous people Norilsk launched 5 Selected Long Term Sustainable Development Targets Environment Climate Change Social Corporate Governance -85%+ <10 Mt CO2 Zero fatality reduction of SO2 emissions at Scope 1&2 GHG emissions Continuous reduction Upgrade of corporate Kola Division (2021 vs. 2015) from operations to be of occupational injuries governance, risk management maintained while growing (by 15% annually) and oversight in line with best Ni equivalent production international standards -100% 30-40% by 2030 and (such as ICMM and IRMA) reduction of SO2 emissions launching Sulphur capturing Support of the renovation Applications to ICMM and in cross-border area at Kola project in Norilsk and social infrastructure IRMA, compliance with TCFD Division by 2021 upgrade of city of Norilsk -90% Bottom quartile Development of new tourist Maintaining transparency reduction of SO2 emissions Scope 1&2 GHG emissions per at Polar Division (2025 vs. t of Ni-equivalent to be clusters in the regions of & high quality information 2015) maintained by 2030(1) operations disclosure Adoption of best Full rehabilitation of the Strive to increase low-carbon Support of indigenous international ESG practices area impacted by the diesel energy usage peoples (as guided by ICMM and spill incident IRMA) Note: 1. According to CO2 intensity per tonne of nickel equivalent production curve estimated by Wood Mackenzie for the global nickel industry. 6 Health and Safety Management Health & Safety Update: Steady Improvement of Safety Records LTIFR Reduced to Record Low Levels Accident Statistics Improved Significantly LTIFR (1*10-6) Employees ~ 74% ~ 72% Fatal 0.80 Lost time injury 0.62 12 ~ 34% 14 0.48 ~ 32% 0.44 0.36 8 0.32 8 94 13 0.23 0.21 74 9 56 52 6 8 43 35 26 22 2013 2014 2015 2016 2017 2018 2019 2020 2013 2014 2015 2016 2017 2018 2019 2020 Health & Safety KPIs Strategic Objectives . 20% of the Group’s KPIs are linked to TRI . Zero-fatality on production sites – zero tolerance (total recordable injuries) policy towards workplace fatalities . Bonuses of heads of production units are conditioned . Continuous improvement – average annual reduction upon fatalities of occupational injuries by c.15% since 2016 Source: Company data 8 How We Respond: Tackling the Most Common Causes of Accidents Selected Initiatives to Improve Industrial Safety Strict Safety Rules were introduced in 2014 and Labour Protection 17 corporate standards have been implemented to Work at heights minimize the risks and improve occupational HSE • Implementation of corporate standard «Work at heights» management system • Construction of special training sites • Roll out of special training programs Accident Statistics • Introduction of new safety measures and tools to prevent ~ 72% falling from heights 106 Transport and pedestrian • Implementation of corporate standard for transport and pedestrian • Roll out of electronic positioning systems in all underground mines for transport and employees has been launched Other • >80% of transport at Polar Division equipped with on-board video recording systems Rock fall • Introducing rock bolting systems in underground mines • Fully mechanized rock scaling is implemented across mining Isolation of energy sources assets Rock fall • Automated roof bolt setters have been put into operations Transport allowing miners fully avoid danger zone and • Employees equipped with new bracing equipment (steel- pedestrian polymer rock holdfast) • Forehead is secured with a temporary bracing equipment during the gunite covering Falling 30 Isolation of energy sources (including falling from • Implementation of corporate standard «Isolation of energy heights) sources» • All electrical equipment is tested and checked regularly • Roll out of special training programs • Installation of special «blocking devices» to prevent injury 2013 2020 • Energy isolation matrices developed for all equipment Source: Company data 9 Health & Safety: Strong Performance Relative to Industry LTIFR Remains Below the Global Mining Industry Average Assessment of Occupational Safety Culture: Score Significantly Improved Since 2014 LTIFR(1) per 200k Hours As of 1H 2020 Bradley Curve Indicator 0.69 Industry average 3.0 2.8 Industry average 2.5 2.6 2.3 0.29 1.4 0.22 0.19 0.04 0.04 Platinum Gold miners Diversified Russian Nornickel Nornickel 2014 2015 2016 2017 2019 2020 miners miners steelmakers 1H 20 2020 . Improvements in safety culture driven by a . LTIFR remains well below the global mining industry complex strategy, including risk mitigation standards, average safety communication campaign and dedicated risk mitigation programmes Source: Company data, public filings for 1H 2020 Notes: 1. Latest reported LTIFR data. Platinum Miners includes Sibanye-Stilwater, Implats, Northam Platinum, Royal Bafokeng Platinum, Anglo- 10 American Platinum; Gold Miners includes Polyus, Barrick, Newmont, Agnico Eagle, Newcrest. Diversified Miners includes Anglo-American and Vale; Russian Steelmakers includes by Evraz, MMK, Severstal and NLMK. Management of Health & Safety The Board of Directors • H&S priorities and plans The Audit and Sustainable • Quarterly monitoring of H&S performance Development Committee • Ad hoc detailed review of all fatal
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