Safety must be compromised, and we are dedicated to meeting the strictest international guidelines to guarantee that no one is killed or hurt. In order to help prevent accidents, reduce expenses and operational downtime, and increase our company’s productivity, we want to establish a culture where safety and well-being are ingrained in the mindset of every member of our team.

In order to create a culture of safety within the team and work towards a point where everyone assumes complete responsibility for their own safety as well as the safety of others around them, formal training and development are coupled with daily safety briefings and on-site awareness initiatives. Everyone at Peak Mining is accountable for ensuring a safe working environment, which is regarded as the most crucial component of our performance. This is demonstrated by its use in the monthly performance evaluation of all employees, who are honoured for their performance in promoting safe practices and their understanding of safety. When it comes to Executive Director bonus awards, it is also the most important KPI.

Every team member at our Tanzanian locations has access to a medical facility, which is manned by trained medical specialists and furnished with the supplies and medications required to address a variety of health concerns that any person may encounter. If a significant incident occurs and someone at our site needs to be transferred to a hospital facility offsite, we have clear procedures in place and an ambulance on site to respond to any issues. Shanta’s Medical Health Policy governs these procedures and specifies what to do when employees are ill or hurt due to work-related or non-work-related reasons.

By collaborating with the community in this manner, we also hope to guarantee the sustainability and feasibility of any development initiatives we launch. Our goal is for communities to take responsibility for the initiatives we fund so that the advantages continue long after we have stopped mining. Our strategy to managing community issues and minimizing any possible negative effects of our operations is outlined in our Social Management Plan (“SMP”).

We acknowledge that the communities in which we operate may be significantly impacted by our operations. By funding initiatives that support the community’s, its residents’, and the local economy’s long-term sustainable growth, we hope to empower these communities.

In order for the areas we have influenced to thrive even after mining operations have stopped, we want to leave a long-lasting, sustainable legacy for future generations.

While our Stakeholder Engagement Plan aims to identify peak mining stakeholders, ascertain their impact on our business, and then customise engagement strategies for each group of stakeholders, the Community Development Plan commits to peak mining creating yearly projects that provide sustainable benefits to neighbouring communities.

We have strong grievance and dispute procedures in place to enable community members to voice any issues or grievances. Prior to involving any third parties, we would prefer to try to reach a mutually agreeable resolution between Peak Mining and the party that has been wronged.

Our own employees, employment policies, and upholding fair treatment at all organisational levels are the first steps in corporate responsibility.

Any organization’s success depends on having a talented and driven workforce, and we understand how important this is to our own company. Our goal is for everyone to be responsible for their own professional growth, and we work to give people the resources they need to do this. We provide funding for a variety of training programs to fill in skill shortages and promote our team members’ continuous professional growth. Health and safety, mining and mine support, exploration, asset protection, and leadership are among the main areas of emphasis for the offered training programs.

Our own employees, employment policies, and upholding fair treatment at all organisational levels are the first steps in corporate responsibility.

Any organization’s success depends on having a talented and driven workforce, and we understand how important this is to our own company. Our goal is for everyone to be responsible for their own professional growth, and we work to give people the resources they need to do this. We provide funding for a variety of training programs to fill in skill shortages and promote our team members’ continuous professional growth. Health and safety, mining and mine support, exploration, asset protection, and leadership are among the main areas of emphasis for the offered training programs.

We strive to be an inclusive workplace because we see the value in having a workforce with a variety of backgrounds who can provide wide viewpoints to our company. We value and encourage diversity within our team and work to hire and promote the most qualified candidate for each position, all while upholding our Equal Employment Opportunity Policy, which guarantees equal employment chances regardless of gender, age, religion, or ethnicity. From posting job openings to hiring, paying, and promoting employees, this dedication encompasses every facet of employment. Every employee, regardless of rank, is subject to the policy, which we think is essential to hiring the best candidates.

The company has established an Environmental Management Program to make sure it complies with local laws and has a long-term goal of environmental stewardship, especially as an operator in Africa. This entails giving environmental risk reduction first priority before beginning any exploration and continuing for a while after mining operations have ended. We use thorough preparations for mine closure and reclamation to lessen the effects of our operations.

We believe that being self-sufficient is a long-term process, but it begins with our staff adopting best practices. We continuously monitor, audit, and assess our environmental performance, which includes preventing and reducing impacts and using resources more effectively. We are striving to reinforce our commitments in this area because we understand how important it is to be open and accountable about our strategy. We think a self-monitoring evaluation is the ideal addition to a strong environmental stewardship culture. We continuously work to raise and tighten our own standards in order to surpass the bare minimum required by law for our sector.

Our goal is to gradually create and uphold environmental management systems that adhere to globally accepted norms. Senior management has implemented these systems and procedures internally for all staff levels. Through internal growing methods and the consumption of items (meats and produce) cultivated in nearby villages, we are working to become more self-sufficient in our food management. We are working to reduce the amount of waste we produce by recycling and composting. We put forth great effort to lessen the environmental effects of our operations, whether it is by implementing best-in-class Tailings Storage Facilities (“TSF”), community-focused water stewardship initiatives, or switching to lower-carbon electricity sources. We regularly check the quality of the soil, water, and air.

In Tanzania, we submit an Annual Environmental Monitoring Report to the National Environmental Management Council (NEMC) in Dar es Salaam detailing our environmental performance at New Luika. This is carried out in compliance with the Tanzanian Mining Act 2010 and our mining licenses, which mandate the maintenance of accurate records and the submission of yearly reports that include information on emissions, discharges, and wastes, as well as instances where the Environmental Management Act (EMA) limits have been exceeded and the corrective action and responses that have been taken.

The Environmental Rehabilitation and Restoration Plan, which describes the procedure for the rehabilitation and restoration of sites where exploration activities have been conducted, is in accordance with the 2010 Kenyan Constitution and the Environmental Management and Coordination Act (EMCA) 1999 (Amendment 2015).