SAFETY, HEALTH AND WELL-BEING STRATEGY

Peter Turner | Chief Operating Officer

4 June 2014

Disclaimer

Certain statements included in this presentation, as well as oral statements that may be made by Sibanye Gold,or by officers, directors or employees acting on their behalf related to the subject matter hereof, constitute or arebased on forward-looking statements. Forward-looking statements are preceded by, followed by or include thewords ‘may, will, should, expect, envisage, intend, plan, project, estimate, anticipate, believe, hope, can, isdesigned to’ or similar phrases. These forward looking statements involve a number of known and unknown risks,uncertainties and other factors, many of which are difficult to predict and generally beyond the control ofSibanye Gold, that could cause Sibanye Gold‘s actual results and outcomes to be materially different fromhistorical results or from any future results expressed or implied by such forward-looking statements. Such risks,uncertainties and other factors include, among others, Sibanye Gold’s operations, Sibanye Gold’s ability toimplement its strategy and any changes thereto, Sibanye Gold’s future financial position and plans, strategies,objectives, capital expenditures, projected costs and anticipated cost savings and financing plans, as well asprojected level of gold price and other risks. Sibanye Gold undertakes no obligation to update publicly or releaseany revisions to these forward-looking statements to reflect events or circumstances after the date of thispresentation or to reflect any change in Sibanye Gold’s expectations with regard thereto.

In accordance with the requirements imposed by the JSE, Sibanye Gold reports its reserves using the terms anddefinitions of the SAMREC Code (2007 edition). There are differences between the SAMREC Code and theSecurity and Exchange Commission’s Industry Guide 7. Mineral or ore reserves, as defined under the SAMRECCode, are divided into categories of proved and probable reserves and are expressed in terms of tonnes to beprocessed at mill feed head grades, allowing for estimated mining dilution, recovery and other factors.

1

Approaching world class safety benchmarks

7.59 7.25 7.126.20

3.762.82 2.77

3.32 3.67 3.50

012345678

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

15.36 14.32 13.7911.56

6.764.73 5.26 5.79 6.90 6.13

02468

1012141618

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

0.19

0.240.28

0.24

0.150.18

0.120.14

0.17

0.10

0.00

0.05

0.10

0.15

0.20

0.25

0.30

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

Our safety performance

2

FIFR

LDIFR

SIFR

T&RIFRAustralian Mining Industry

Benchmark

2012 US FIFR

48.5

34.5 34.6

23.815.1

10.4 8.2 6.8 5.8 4.5

0

10

20

30

40

50

60

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

Safety, health and well-being

• Five key pillars based on the foundation of CARE:

• compliance, follow rules

• engineering out risk, work smart

• well-being, staying fit

• relationships, engaged stakeholders

• teamwork, motivated and competent teams

3

4

5

6

7

8

What we started with: health

• Non-responsive to cost effective health management

• Focus on secondary healthcare services

• Patient care accountability not measured

• Health and human capital not aligned to deliver efficient healthcare

• Challenges in disease management

9

Improving healthcare and employee well-being

Deliverable Remarks

• Preventative healthcare • Refurbish main PHC Clinics, establish shaft clinics, EMS at shafts, level 1 trauma unit and level two hospital networks

• Occupational health • Integration of occupational health, rehabilitation and back to work programme

• Healthy productive workforce

• Decrease sick leave, improve medical incapacitation, optimise chronic disease management

• Accessible health service • Alignment of appropriate healthcare providers at PHC and SHC, align trauma care and emergency management systems (first aid, EMS, doctor and approved trauma centres)

• Case management • PHC, OHC and virtual hospital managed care

• Integration of business functions

• Improve efficiencies between human capital, safety, production and health

• Private public partnership • Collaboration with the Department of Health on TB management

Integrated and collaborative healthcare approach 10

QUESTIONS