Kestrel Coal Resources - Sustainability Report 2023

Acknowledgement and Recognition of Country

Kestrel Coal Resources acknowledges and pays respect to the Western Kangoulu people, the registered native title claimants for the land on which we operate. We pay our respects to Elders past, present and emerging. We proudly work in collaboration with the Western Kangoulu people under a voluntary Cultural Heritage Investigations and Management Agreement to achieve effective management that actively maintains, protects, and preserves heritage. Working together, our shared goal is to create meaningful, sustainable opportunities for Indigenous peoples through employment and business development.

IMPORTANT NOTICES AND DISCLAIMER

This document has been prepared by Kestrel Coal Resources (ABN 98 624 245 325) (Kestrel) for informational purposes only. Kestrel has prepared this document based on information available to it at the time of preparation. The information contained in this document is general in nature & does not purport to be complete. The document does not contain an offer, solicitation, invitation to apply, recommendation or advice to buy, sell or hold any securities of Kestrel. This report has been prepared in accordance with the International Council on Mining and Metals (ICMM) Mining Principles. Metrics describing health, safety, environment, people and community related performance in a joint venture operation, from 1 January 2023 – 31 December 2023. This document may contain forward looking statements, including statements about plans, strategies and objectives of management; and anticipated productive lives of projects, mines and facilities; and climate change, other environmental and energy transition scenarios (which are potential scenarios and not forecasts). These forward

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Introduction

From the CEO

Shane Hansen CEO Kestrel Coal Resources

It is my pleasure to present to you our 2023 Sustainability Report.

With a proud history operating in Central Queensland, we aim to be industry-leading in our metallurgical coal production, and set benchmarks for safety, community engagement, and sustainability performance.

In a world increasingly aware of the environmental and social implications of mining activities, our commitment to sustainability is not just a response to external expectations but a core part of our business philosophy. We believe in creating a legacy worth leaving, ensuring that our operations benefit not only our stakeholders today but also future generations. This report outlines our comprehensive approach to sustainable development, highlighting the strides we have made over the past year and our ambitions for the year ahead.

A significant ‘first’ for Kestrel in 2023, was to be recognised “out of industry”

for our Leadership Program. Kestrel’s UNLEASHED won Best Leadership Development Strategy at the Australian HR Institute (AHRI) Awards. It was with great pride that we accepted this award, which recognises our continued focus on nurturing the potential of our people.

The success of UNLEASHED also led to the development of a communityfocused version of the program. We have always aspired to share our knowledge and skills with the Central Highlands, and in 2023 we facilitated two Leadership Summits (known as Community UNLEASHED) for over 70 community leaders.

With our focus on people, it must be said that safety remains our steadfast commitment at Kestrel. Unfortunately, during 2023, we saw an increase in the number of injuries and high potential incidents and more people were hurt at work, than in previous years.

To address this, we analysed our safety protocols and looked at where mistakes may have been made. It is important to spend the time to review what “went wrong” to ensure we adequately minimise the risk of reoccurrence. I am confident that our team has embraced innovative ideas and technologies to ensure we have strengthened these protocols.

During 2023, we engaged the University of Queensland (UQ) to help us in our journey to being recognised as a Highly Reliable Organisation (HRO), which is a further step in analysing accidents and incidents to prevent reoccurrence. The motivation to do this came from Recommendation 6 in the 2019 Brady Review, which analysed fatal accidents in Queensland mines and quarries from 2000 to 2019.

According to the Review, HROs actively seek out near-miss signals, which are typically the precursors to failure. For Kestrel, this means actively changing our approach to identifying and controlling hazards, as well as how we recognise and remove them from the workplace.

At the core, a HRO is an organisation that routinely does what it says it will do, even in very high-risk environments. These organisations produce better outcomes, are attractive places to work and are safer overall, which is our focus at Kestrel.

Central to our sustainability journey is our relationship with the community. We recognize that our operations are intertwined with the lives of the people in the Central Highlands. As such, we are deeply committed to fostering a positive impact, working closely with local suppliers, businesses and education departments, to understand their needs and aspirations. This report showcases various initiatives undertaken to support local development, from indigenous engagement projects to carbon-related infrastructure improvements, all aimed at enriching the long-term outcomes in the region.

In the years ahead, we will look to improve productivity with the use of technology, while continuously measuring and controlling business risk. We will continue to be a trusted supplier of metallurgical coal to our global customers, by ensuring we maximise value of our product, through consistency and precision in planning. Our culture continues to evolve and we want to ensure Kestrel is a sought-after destination for the industry, backed by a sustainable workforce strategy and effective leadership.

As we navigate the challenges and opportunities of producing metallurgical coal in an environmentally conscious manner, we are steadfast in our belief that it is possible to achieve economic growth while upholding our social and environmental responsibilities. This report is a testament to our efforts in striking this balance, driven by a vision of sustainability that is comprehensive, inclusive, and forward-looking.

I extend my thanks to our people, suppliers and customers. Together, we are not only shaping positive growth opportunities for our company, but also our regional and global communities.

A Legacy Worth Leaving

Who is Kestrel?

Kestrel Coal operates in Queensland’s Bowen Basin region and is located 40km north of the vibrant town of Emerald. The majority of our workforce live in Emerald and local surrounding areas, with a small team working from Brisbane for finance, sales and marketing, planning and corporate leadership.

Kestrel extracts metallurgical coal from the German Creek coking coal seam, via the underground longwall mining method. The mining process delivers Run-ofMine (ROM) coal onto a 7km overland conveyor directly to the Coal Handling and Preparation Plant (CHPP) for washing, and then to our dedicated train loadout for delivery to our international customers via the Port of Gladstone. We typically mine 8-9.5Mt/year of ROM coal and produce 5.5-7.5Mt of metallurgical coal product for international export markets. The metallurgical coal produced at Kestrel is of high quality and is valued for its properties in steel production.

We have a diverse customer base, across North Asia, India, South East Asia and Europe. Our customers value the quality of our product and enter into secure term contracts to ensure continuity of supply.

Our Sustainability Approach

Sustainably Supplying Steelmakers

Kestrel is a leading global supplier of high quality metallurgical coal to the steel industry. Our product is sought after for its low impurity levels and unique coking properties. At present, metallurgical coal is the primary means to create steel. Steel is an important commodity in the energy transition, with approximately 250 tonnes of metallurgical coal required to build a single offshore wind turbine (generator, blades, tower and foundation). Our continuing focus is to provide this critical product to the steel industry in the most sustainable manner possible.

Our sustainability approach honours our past, acts in the present and embraces the future, as we look to contribute to our place in the world and operate a meaningful place of employment. We operate as a low footprint mine with minimal disturbance, actively manage risk and continuously strive to improve in

diversity and inclusion, decarbonisation, heritage protection, conservation of biodiversity and water stewardship.

Kestrel’s Environment, Social and Governance (ESG) Strategy was developed with the aim of placing ESG at the heart of our business. This involved a comprehensive process that led to the identification of Kestrel’s material ESG topics and the alignment of them with our four key ESG Strategy themes, being:

„ Ethical Business Practice

„ Valuing Our People

„ Connected Communities

„ Responsible Environment Stewardship

Kestrel’s ESG Strategy is visualised below, along with our material topics. Through development of this strategy, we confirm Kestrel’s desire to not only continue to evolve our ESG maturity, but also identify

how Kestrel aims to create a Legacy Worth Leaving. Our ESG Strategy mirrors our business approach of balancing growth with sustainability and takes into account the impact our decisions have on our stakeholders, community and the environment.

Kestrel’s 2023 Sustainability Report measures and publicly communicates our approach to ESG. The report allows us to assess and review our progress in the matters that are material to us and highlights our journey of continual improvement to increase our ESG maturity.

This report has been set out along ESG reporting lines, and broadly aligns to the International Council on Mining and Metals (ICMM) – Mining with Principles Sustainability framework.

Ethical Business Practice

Conduct business with honesty and integrity supported by the highest standards of governance

Material Topic #8, #9 Connected Communities

Collaborate with our stakeholders to build enduring relationships and long-term successful outcomes

Material Topic #4, #5

Valuing Our People

Ensure our people can fulfil their potential in a safe, healthy and rewarding environment

Material Topic #1, #3

Responsible Environment Stewardship

Continuously find ways to improve production efficiency, sustainably manage our natural resources and take strong action on climate change

Material Topic #2, #6, #7

Kestrel’s ESG Strategy Framework and Material Topics

Ten (10) principles common across the global mining community as an industry benchmark and sustainability framework. The ICMM 10 Mining Principles are built to incorporate UN Sustainable Development Goals (SDG’s), Paris Agreement climate targets and responsible production as good practice.

Ethical Business Practice

Corporate structure

Kestrel Coal Resources is a private Australian company that is owned by EMR Capital (52%) and PT Adaro Energy (48%). EMR Capital is a specialist resources private equity manager, while PT Adaro Energy is an integrated coal mining and energy company, with businesses spanning the coal, energy, utilities and supporting infrastructure sectors. Kestrel Coal Resources is the 80% owner and manager of the Kestrel Coal Joint Venture, the remaining 20% being owned by Mitsui.

Ethics and Business Conduct

Ethical business practices and sound systems of corporate governance are key to maintaining our social licence to operate.

Our Approach to Ethics and Business Conduct

Kestrel Coal Resources operates under the guidance of a Board of Directors (the Board) which consists of ten (10) Directors with equal representation across Adaro and EMR Capital.

An Operating Sub-Committee (OpCo) acts as an advisory group to the Board and meets monthly to review business performance, provide guidance to management on key business activities and provides regular updates to the Board.

The Board undertakes regular governance reviews including compliance tracking and reporting, Whistleblower registry, audit outcomes along with approval of major strategic / investment decisions and corporate targets.

Our Chief Executive Officer (CEO) reports to the Board and is responsible for delivering the sustainable performance of our business. Kestrel’s sustainability direction is determined by the CEO, approved by the Board, and documented through our ESG Strategy, Sustainability Report, Values, Code of Conduct, and Sustainability and Climate Change Policy.

Kestrel respects and supports human rights and acts in accordance with the United Nations (UN) Guiding Principles on Business and Human Rights and the Commonwealth Modern Slavery

Act 2018 to ensure that Kestrel does not participate or become associated with any activity which violates human rights. We prohibit the use of all forms of forced labour in our operations or our suppliers’ operations and supply chains. All of our suppliers are required to adhere to the same high standards on human rights and modern slavery as us and we continually work with our suppliers and independent advisors to ensure the integrity of our supply chain.

Kestrel is committed to providing a workplace which fosters mutual respect, honesty and working relationships. Everyone has the right to a fair and inclusive working environment of which they are proud to be a part of. At Kestrel, we treat others with dignity and respect at all times and provide support to each other when needed. We do not discriminate, bully or harass anyone and we assist in preventing this behaviour by reporting any behaviour which is contrary to this.

Kestrel’s Code of Conduct outlines the standard of behaviour expected by all persons working for, or on behalf of Kestrel, around:

„ Anti-bribery and Corruption

„ Human Rights and Modern Slavery

„ Data Privacy

„ Theft and Fraud

„ Discrimination, Bullying and Harassment.

Kestrel recognises the value of keeping the laws and procedures that apply to us in our work and encourages everyone to report misconduct through, Your Voice Matters, an independent hotline as a Whistleblower to raise concerns anonymously.

How we progressed in 2023

Kestrel reports annually as required under Australia’s Modern Slavery Act 2018. In 2023, we completed our third Modern Slavery Statement for the 2022 calendar year reporting period. Our 2022 Modern Slavery Statement describes the actions we have taken to address modern slavery risks in our operations and supply chains and the steps to assess the effectiveness of these actions.

Kestrel’s ESG Strategy was developed and approved by the Board in 2022. This year, Kestrel have commenced the development of a 5-year implementation plan to progressively rollout the ESG Strategy.

The Year Ahead

„ Review and update the Modern Slavery Statement.

„ Finish development of the 5-year ESG Strategy implementation plan and commence rollout of this plan.

We act with honesty, integrity & aim to be the team member everyone wants to work with.

Whether it's safety, hitting our targets, caring for our people, community or environment, we're committed to doing it right.

We approach our work through a different lens. We do it safely & get the results few others can.

We are a diverse group with varied skills working together as one team.

Innovation and Technology

To remain industry leaders and create an enduring business we must constantly adapt to change and look for new and improved ways of work.

Our Approach to Innovation and Technology

Kestrel understands management of risk and change is part of operating a successful business. Consequently, we seek to continuously improve and deliver great outcomes through structured innovation and adaption.

How we progressed in 2023

Throughout the year, a number of key items of new underground mining equipment were delivered and installed. These assets included a continuous miner, longwall roof supports and shearer which were designed with specific automation capabilities. Kestrel has been progressively trialling remote operational surveillance of the longwall on the surface as a first step towards full longwall automation. This capability will allow us to progressively reduce the exposure of our people to hazards and harm by being able to operate this equipment from the surface of the mine.

Kestrel is committed to moving away from paper-based manual processes to

digital formats, providing increased work efficiencies and faster decision making in addition to reducing our environmental impact. The Technology and Systems team have been researching and testing various applications to provide robust, offline forms for use underground and on the surface.

As we move into 2024, the plan is to start utilising rugged devices underground and in the field to complete various forms and reports, as well as the ability to have real-time mobile access for field workers. These improvements to the reporting process will aid in our workers ability to complete tasks safely and efficiently.

2023 has also seen a critical focus towards the reduction of greenhouse gas emissions and energy usage. A number of Kestrel teams have collaborated to improve the accuracy of emissions and energy data capture, tracking, and reporting.

The Year Ahead

„ Construct a life of mine communications tower to provide whole of site communications for digital radios, gas drainage, point to point radio links and private long-term evolution (LTE).

„ Progress with remote operation of the longwall (reducing the exposure of Kestrel people).

„ Upgrade underground Wi-Fi network to allow for full utilisation of underground automation projects and smart devices.

„ Staged rollout of digital forms and electronic mobile data capture.

„ Prepare for the rollout of a site wide surface digital radio system in 2025.

ENSURE

Fostering growth and empowering our people

The 'Kestrel People and Culture Experience’ is the strategy that outlines our initiatives and programs to continue building on Kestrel's already great culture. At its core are the three principles that form the foundation of our decision making; ensuring safety underpins everything we do, that our values are front and centre and that everything is aligned to our Kestrel business strategy and plan. Along with our cultural foundations are the four key streams that speak to the impact we want to make – continuing to do good work, developing great people, growing our leaders and building connected communities in the areas we operate. Each of these streams contain the programs, initiatives and tactics that we believe will have the greatest impact in continuing on our journey of unleashing opportunity at Kestrel.

Workplace Health, Safety and Wellbeing

We will only reach our highest potential by instilling and supporting a safety mindset in everything we do and within all our people.

Our Approach to Workplace Health, Safety and Wellbeing

Safety is inherent in everything we do. At Kestrel we believe in our people and care about their potential. We believe everybody needs to be well at work, and go home well every day. To achieve this, Kestrel is committed to providing a work environment where everyone engages and participates in achieving our vision.

We can have the best safety systems and world class standards – but without instilling a safety mindset across everything we do, and within all of our people, then we are not reaching our highest potential. A strong safety mindset considers safety from every aspect, from physical safety to feeling content at work. When we adopt a safety mindset, we consider every aspect of a person’s experience to ensure they feel confident, capable and supported to do their job well.

Ultimately, for us it is about making the safe way, the easy way. When we get this right, we have less injuries, less downtime, a better culture – enabling a high level of production through excellence in safety performance.

How we progressed in 2023

In 2023, Kestrel completed and entered 137 formal risk assessments, 224 Job Hazard Analysis (JHAs) and 373 hazard identifications into the Safety Health Management System (SHMS), and

completed 19,363 Take 5’s. These have all seen an increase on 2022 levels, with the number of JHAs, formal risk assessments and Take 5’s increasing by 54%, 23% and 22% respectively. It is through individual ownership of our own and our workmate’s safety that Kestrel aims to minimise incidents and injuries on site.

Safety performance is measured, reported, and tracked through a range of key metrics that are standard across the mining industry. These are calculated as a factor of equivalent working hours of 100 people over a year (1,000,000 hours), to be directly comparable across all mining operations. Despite this, Kestrel never loses sight that each metric we report represents one of our people.

Kestrel’s total recordable injury frequency (TRIFR) remained below the Queensland Underground coal industry average for most of 2023 from January to August, but disappointedly rose above the average from September. Soft tissue / strains and sprains were again the leading recordable injury in 2023. Ergonomic assessments were continued in 2023 using JAS (Joint Active Solutions) equipment to identify opportunities to reduce the impacts of manual handling.

An independent third-party audit of our Safety and Health Management System (SHMS) was completed in October 2023 to review the effectiveness of the Kestrel SHMS. The audit identified a number of recommendations that focused on minor

amendments to the SHMS and a review of some on site activities.

Building on 38 vibration assessments completed in 2022 as part of the vibration assessment program, a further 13 assessments were completed in 2023. These assessments were conducted for whole body and/or hand-arm vibration to determine the risk profile for the site. The assessments were conducted on both underground and surface mining equipment including loaders, driftrunners, graders, dozers, moxies, and forklifts, as well as vibrating hand tools including underground drills, rattle guns and grinders. A total of 51 assessments were undertaken, completing baseline monitoring, with the next stage of the project to implement improvements. For example, new upgraded seats are currently being trialled on loaders.

The Year Ahead

„ Ongoing focus on our risk assessment approach and continual improvement in all health and safety controls.

„ Establishment of KPI’s for every leader that include personal safety metrics and performance of team members against their personal safety metrics.

„ Review of the Take 5 and application. Take 5’s will continue to be tracked monthly.

„ Continue ergonomic assessments of standard tasks using leading edge technology that identified the optimal body positioning to minimise muscular strains and sprains.

„ Action recommendations from independent third party audit of our SHMS.

Enabling growth through simplified, scalable systems and a high-functioning HST team

Providing performance driven data and long-term accurate forecasting

Partnering with BUs to drive safe production through ongoing improvements

Ensuring streamlined operations with a capable employee and contractor workforce

Empowering our workforce with the knowledge and tools to lead and own safety

SPOTLIGHT

Movember 2023

Mining for mo-ments | Growing for change

Kestrel decided to go big for Movember in 2023.

With a predominantly male workforce, Kestrel recognises the importance of understanding men’s health issues and raising awareness, that way everyone can be better equipped with knowledge and tools to take action.

Over the month of November, we shared helpful information, specific to: „ Prostate Cancer „ Testicular Cancer „ Mental Health & Suicide Prevention

Together, Team Kestrel raised over $1,800 to support men’s health projects across Australia.

Attracting, Developing and Retaining our People

Our success is underpinned by attracting, retaining and developing people who have the right skills, appropriate experience, behaviours and values for our culture.

Our Approach to Attracting, Developing and Retaining our People

The development of our people will support and sustain the growth of Kestrel.

We focus on strengthening our peoples’ capabilities; providing opportunities for learning and development and improving knowledge and skills to work safely and effectively.

Our People, Culture and Safety Strategy is to ensure Kestrel is a sought-after destination for the industry, backed by a sustainable workforce strategy, leadership prioritisation and exceptional standards in safety.

How we progressed in 2023

Coaching Process

Purpose: Increase and improve feedback and feedforward conversations in the workplace

„ 1 Coaching Process

„ 2 Cycles

„ 65 Participants

„ Two behaviours: Purposeful Collaboration and Seek to Understand

New online induction and onboarding process

Kestrel Onboarding Experience

„ Kestrel Microsite, featuring drone video content and FAQs for three sites

– Kestrel North, Kestrel South and Brisbane, to help new starters with familiarisation and understanding of our operations, prior to their first day

„ Leader Toolkit that maps out the process for Leaders to onboard their team members.

„ Road maps for various types of roles

Kestrel Online Induction

„ 23 SOPS converted to online learning modules, including quizzes, with the intent to halve the time taken to complete the Kestrel induction

Face to Face Induction

„ Refresh of content, facilitation guide and site familiarisation checklist

Job Ready

„ Probation Toolkit with information for Leaders to best prepare for critical conversations

„ Check-in surveys for new starters: to understand from new starters how we are going and what we need to do to improve

UNLEASHED for new starters

„ 2-day UNLEASHED Leadership training

„ Bi-annual sessions

„ 55 people in 2023 (May and November)

„ 9 learning modules

„ 3 learning outcomes:

Safety Leadership

People Leadership

Business Leadership

Continuous Performance

During 2023 we introduced Continuous Performance as a new method for Employees and Leaders to have regular check-ins throughout the year, because we believe performance is not a once-ayear conversation.

Our Continuous Performance approach enables regular, two-way conversations between a team member and leader, to discuss how work is going, recognise accomplishments and successes and provide insights into areas where there is opportunity for growth and development.

This fosters a culture of continuous improvement. Receiving more regular feedback allows both employee and leader to adjust performance, leading to better overall outcomes.

The Year Ahead

„ Our performance management process will run quarterly, allowing for a more continuous feedback / feedforward loop, with quicker response time to issues or changes in job responsibilities.

„ Development of a Kestrel specific entry level program (for Graduates, Vacation students and Work Experience opportunities)

„ Develop the Better Versions program, specific to our frontline crews

„ Completion of an integrated Performance and Careers approach (capturing career aspirations and role progression)

SPOTLIGHT UNLEASHED

Kestrel’s UNLEASHED Leadership Program won Best Leadership Development Strategy at the 2023 Australian HR Institute (AHRI) Awards.

This was the first out-of-industry award win for Kestrel, and allowed us to showcase to other Australian companies the importance we place on developing our people and our culture.

Since its commencement in 2021, we have had over 250 team members complete UNLEASHED.

This has led to an uplift within the cohort leading with confidence and conviction.

We have nurtured a culture where it is safe for peers to have tough conversations and provide feedback that leads to safer and better outcomes.

The Program has now evolved to a 2-day Leadership Intensive, which covers all 9 modules of UNLEASHED. We will continue to deliver the program to eligible new starters in 2024.

Connected Communities

COLLABORATE

Building relationships, opportunities and growth

The connection we have with the communities in which we operate is paramount to our success. Giving back to the community and providing opportunities for employment and engagement sets up strong relationships.

At Kestrel, we are unique in the way we work, live and operate within our communities. Being largely residential based, we invest in the community to support our local businesses, schools, not for profit organisations and wider community groups.

This increases the connectedness within Kestrel's operations and strengthens our community ties. At Kestrel we believe it delivers value for both our people and the communities we engage.

Development of Local and Regional Communities

Local and regional communities are an integral part of Kestrel with over 60% of our workforce from these areas. Healthy local economies are critical for our ongoing success.

Our Approach to Development of Local and Regional Communities

Community is all about connection and partnerships. By investing in the local regions, it shows a genuine commitment to building relationships, providing opportunities and supporting growth. Kestrel is committed to supporting local, state and regional economies through buying local.

Our community pillars are:

„ Kestrel Contributes - We want to help unleash opportunities within our region’s communities, for today, and into the future.

„ Kestrel Sponsors - Drawing on our values as foundation for community partnerships is a natural avenue for connection and support that creates a lasting legacy.

„ Kestrel Shares - We do some great things for people at Kestrel and there’s an opportunity to share our knowledge beyond company walls.

How we progressed in 2023

Kestrel Contributes

Our Community Grants Program continued to receive robust applications from community groups and notfor-profit organisations. Through this program, we provide $80,000 in financial support for projects and initiatives that have a long-term benefit to the Central Highlands community.

Some highlights of our 2023 Grants Program included:

„ Funding to support PCYC Emerald’s Braking the Cycle (BTC) Program, which allows Learner Drivers to receive additional driving lessons to meet their minimum required hours.

„ Funding to support Emerald State High School’s Traineeship / Apprenticeship Program, supporting students in years 10 to 12 who may not be able to afford upfront costs, such as PPE and tools.

„ Funds required to purchase an automatic CPR device kit for Emerald Hospital.

In addition to our Community Grants Program, Kestrel spent $314.6M with local and regional suppliers. This contributes to the development and growth of the Central Highlands region.

Kestrel Sponsors

In 2023, we committed to partnering with International Legends of League, to bring their community program to Woorabinda, near Blackwater (previously supported the Emerald event in 2022).

Woorabinda is an Aboriginal community, about three hours' drive southeast of Kestrel.

This was a milestone event for the Woorabinda community, who spent over 12 months prepping their football field, ready for Legends of League to visit! (Participants pictured above).

We are proud to have supported an initiative that focuses on health and wellbeing in Aboriginal and Torres Strait Islander communities, while also inspiring Indigenous youth to pursue their dreams of becoming Australia’s next great NRL player!

Kestrel Shares

At Kestrel, we are fortunate to have meaningful partnerships with thought leaders, both within and external to the resources industry. As part of this, we want to share the knowledge we gain from these partnerships, beyond our company walls.

2023 kicked-off with our first High School Teacher Tour. We hosted a number of new-to-region High School Teachers from Emerald State High and took them on a tour of our mine, including the opportunity to go underground. This provided the group with insights into who we are, what we do, and the measures we have to take every day, to keep our people safe.

We also hosted our third, successful International Women’s Day breakfast for the Emerald community, with over 100 guests celebrating with us. The morning was capped off with an inspiring keynote from Kate Munari, member of the Commando Helicopter Force (CHF), who has served three tours in Afghanistan. Kate spent time with our guests and shared her career and life experiences.

Another first for 2023, was the delivery of our first Community Leadership Summit.

The first Community UNLEASHED program was run in May, with over 40 community leaders. See Spotlight on page 25 for more details on Community UNLEASHED.

The Year Ahead

„ In 2024, we will continue to facilitate our Community Grants Program, exploring new opportunities to support future growth of the Central Highlands.

„ Develop our partnerships with local schools, to better integrate industry knowledge and understanding, through education programs, like work experience.

„ Work closely with Council and CHDC on “future fit” projects for the Central Highlands

Kestrel West

In 2023, Kestrel has continued with feasibility and environmental assessment studies to confirm the potential for the current mining operations to extend into a portion of Mineral Development Licence (MDL) 182. This work resulted in the submission of a voluntary Environmental Impact Statement (EIS) application to the Queensland Department of Environment, Science and Innovation (DESI) towards the end of the year. An EPBC Referral to the Commonwealth Department of Climate Change, Energy, the Environment and Water (DCCEEW) will be submitted early in 2024.

The project will be an extension to current mining operations with a focus to optimise resources and utilise existing infrastructure, thereby minimising the environmental footprint to the greatest extent practicable. The project is referred to as Kestrel West because it extends immediately to the West of our current mining operations at the Kestrel Mine. Community and stakeholder consultation has already commenced, and will continue throughout the regulated approval process.

What works are currently underway?

„ Groundwater resource impact assessment

„ Soils and land suitability assessment

„ Surface water and flooding impact assessment

„ Traffic impact assessment

„ Social impact assessment

„ Air quality impact assessment

„ Noise and vibration impact assessment

„ Community and stakeholder consultation

Cultural Heritage and Indigenous Development

The Western Kangoulu have a deep connection with the land established over thousands of years, and we recognise the need to work with them to protect their cultural heritage and develop sustainable economic opportunities.

Our Approach to Cultural Heritage and Indigenous Development

Kestrel acknowledges Indigenous peoples as First Australians and recognises their unique and longstanding connection with the Country on which we operate. Kestrel's relationship with Indigenous peoples is centred on shared values of equality, respect, responsibility and honesty.

Kestrel acknowledges the Western Kangoulu people as the registered native title claimants for the land within and surrounding our mining operations. We are committed to partnering with the Western Kangoulu as the Traditional Owners of the land, along with other Indigenous peoples, to achieve meaningful, sustainable outcomes in heritage, land management and socialeconomic prosperity.

The landscape on which Kestrel operates is an ancient one. We recognise the deep cultural connections linking

Indigenous people with their traditional Country and we take our responsibility seriously to ensure the protection of heritage, artefacts and sites important to Indigenous culture.

Kestrel and the Western Kangoulu are joint parties to a Cultural Heritage Investigation and Management Agreement (CHIMA), which is formally registered as a Cultural Heritage Management Plan. The CHIMA provides an efficient and workable means by which Kestrel and the Western Kangoulu work together to protect and manage Aboriginal Cultural Heritage in a culturally appropriate manner while complying with all necessary legislative requirements.

Kestrel also actively promotes and supports Indigenous development in partnership with Western Kangoulu. We seek opportunities to increase Indigenous employment, training development and procurement opportunities both in Kestrel and across our community.

How we progressed in 2023

A total of 5 cultural heritage survey events were undertaken in 2023, targeting 25ha with over 85 'person' days committed to the program. The 8 traditional owners involved identified 126 culturally significant artefacts, all of which were salvaged.

Detailed monitoring and assessment works were commenced for Policeman’s Lagoon. This has included monitoring works to support surface water and groundwater modelling and assessments. This knowledge and expertise has provided a deeper understanding of Policeman’s Lagoon’s function as part of the wider natural water system and its embraced cultural significance.

As part of our collaborative approach with our Traditional Owners, a delegation of Kestrel representatives accompanied the Western Kangoulu to the annual Aboriginal Enterprises in Mining, Energy and Exploration Ltd

(AEMEE) awards in North Queensland. This provided a great opportunity for Kestrel and the Western Kangoulu to witness and learn about what other Indigenous businesses and their partners in the mining sector have achieved. The positive results achieved by others in the industry serves a benchmark for us to replicate and further enhance the connection between Kestrel and the Western Kangoulu.

The Year Ahead

„ To manage risk to cultural heritage, provide 2.5km of barriers for physical exclusion to cultural heritage restricted areas in the 500's series mining area.

„ Continue to collaborate with the Western Kangoulu on tender process opportunities and capabilities.

„ Finalise program and deliver the Western Kangoulu tailored induction program for site access and mobilisation.

„ Ongoing utilisation of the Western Kangoulu businesses for Heritage Management System (HMS) development, cultural awareness training, school cultural heritage presentations and training development – including delivery of a High School cultural heritage presentation program.

„ Continue to work with the Western Kangoulu on cultural heritage surveys over land areas required for drilling, seismic survey, infrastructure development and additional baseline works for Kestrel West.

„ Progress implementation of Scarred Tree Management Plan.

SPOTLIGHT

COMMUNITY UNLEASHED

Our Community Pillar, Kestrel Shares, is all about extending the opportunities we have at Kestrel, with our local community.

Off the back of the success we had seen at Kestrel through our UNLEASHED Leadership Program, we wanted to share the learnings and insights into proactive leadership with our community.

We refined the course content to best suit a local audience and introduced Community UNLEASHED: a two-day leadership summit for the Central Highlands.

The course was designed by us, for the community. It is relevant to everyone: Nurses, Doctors, Teachers, Business Administrators, stay-athome mums and dads.

We shared leadership and personal development themes with community members, including understanding individual workplace profiles, planning and prioritisation, gratitude, and the art of influence.

Over 70 community members attended two sessions during 2023. The resounding feedback was gratitude. Gratitude that we had successfully shared valuable learnings and world-class guest speakers with the Emerald community.

Responsible Environment Stewardship

CONTINUOUSLY FIND WAYS TO IMPROVE PRODUCTION EFFICIENCY, SUSTAINABLY MANAGE OUR NATURAL RESOURCES AND TAKE STRONG ACTION ON CLIMATE CHANGE

06 ENVIRONMENTAL PERFORMANCE 07 CONSERVATION OF BIODIVERSITY 08 RESPONSIBLE PRODUCTION

Balancing priorities for a sustainable future

Kestrel recognises our responsibility to the interconnected environmental values of land, water, flora and fauna habitats, native ecosystems, and the many resources we interact with. We acknowledge that a ‘Legacy Worth Leaving’ must be forged upon a pathway that integrates current mining operations with future beneficial land management outcomes.

For Kestrel, when we speak of ‘beneficial’, we speak in economic, social and environmental terms. These are not mutually exclusive outcomes as we endeavour to balance the responsible supply of our resource to customers around the world while seeking to achieve environmental net positive outcomes. To achieve this, we will continuously find ways to improve operational efficiencies, minimise our impacts to existing environmental values, sustainably manage our natural resources and take strong action on climate change.

Water

As a scarce and often variable resource, we must provide for strong and transparent water governance as well as effective and efficient management of water at our operations.

Land Stewardship

As responsible land managers, Kestrel acknowledges the importance of conscientiously managing the land today to ensure we are not reducing or inhibiting the land’s future use and productivity.

Waste

We must design, construct, operate and decommission facilities using risk-based management practices to ensure no unacceptable impacts to the environment.

Climate

Recognising the challenge of climate change, Kestrel is committed to reducing our greenhouse gas emissions.

Climate Change

Recognising the challenge of climate change, Kestrel is committed to reducing our greenhouse gas emissions.

Our Approach to Climate Change

Kestrel recognises the challenges that climate change presents to human and natural systems. The metallurgical coal supplied by Kestrel plays an enabling role in the decarbonisation journey, critical to the supply of the steel needed for building transmission lines, wind turbines and electric vehicles.

Our approach to Climate Change is informed by and is consistent with Australia’s Climate Change Act 2022, the targets set by the Paris Agreement and the ICMM Climate Change Position Statement. We measure our Scope 1 and 2 emissions consistent with the requirements of the National Greenhouse and Energy Reporting Act 2007 (NGERs) and our FY22/23 breakdown of emissions as reported are provided to the right.

The global warming potential on methane is 28 times that of carbon dioxide, that is, one tonne of methane released to the atmosphere is as impactful on global warming as 28 tonnes of carbon dioxide. Kestrel has been undertaking pre-drainage and post drainage flaring since 2019 to significantly reduce our greenhouse gas emissions.

Kestrel’s FY22/23 Scope 1 and 2 Emissions Breakdown

This demonstrates the materiality of the ventilation air emissions for Kestrel, with no demonstrable large scale emissions abatement technologies currently available for this emission source. Developing abatement options for ventilation air emissions and the other material sources of Scope 2 Emissions (Grid purchased electricity) and Pre and Post Mining emissions were Kestrel’s focus in 2023. It is noted that as the Kestrel South mine is classified as “gassy” we are required to report Post Mining Emissions. Kestrel reports these using the Method 1 emissions factor and the tonnes of ROM coal produced and as such there are limited areas to achieve abatement for this otherwise material emissions source.

The Kestrel Mine is covered by the Safeguard Mechanism and has reported below baseline emissions since the commencement of this legislation in 2016. Recent changes to the Safeguard Mechanism rule consider both open cut and underground mining as the same activity of Coal Mining. This creates a distortionary effect for underground mines, competitively disadvantaging Kestrel as we directly measure the greenhouse gas emissions in our ventilation air rather than relying on a state-based factor as open cut mines do. As a responsible operator, Kestrel is progressing all emissions reduction opportunities to manage this projected emissions liability for the FY23/24 NGER reporting year.

We note that this change in law coincides operationally with a period of high gas in the underground mine as we move into the deeper coal seam in our 500 series panels. As communicated in the 2022 Sustainability Report we expect that this will increase our Scope 1 Emissions over the next 5-7 years.

How we progressed in 2023

In 2023 we set ambitious targets for capital investment to reduce and offset our emissions profile. These were substantively achieved, progressing the opportunity assessment, feasibility studies and strategy development to support a lower emissions future for Kestrel.

Specifically we:

„ Significantly progressed the feasibility, design and approvals of a coal mine waste gas power station to reduce our Scope 1 Emissions for pre and post drainage and offset our Scope 2 emissions.

Kestrel successfully registered the “Kestrel Mine - Coal Mine Waste Gas Power Station” Emissions Reduction Fund project in 2023.

„ Signed a Memorandum of Understanding with a technology partner to progress the abatement of methane in the Ventilation Air.

„ Evaluated the opportunity to replace grid powered ventilation and cooling systems with gas generation systems utilising coal mine waste gas.

Following a competitive market tendering process, this option was assessed as unfeasible as a standalone project and has instead been incorporated into the coal mine waste gas power station project.

„ Explored Carbon Farming Opportunities for the Kestrel land holdings.

„ Substantively progressed a Decarbonisation Strategy with an internationally recognised technical advisor.

Building on the momentum achieved in 2023, 2024 is planned as a year of enhanced measurement of greenhouse gas emissions and the commencement of the on-going delivery of our emissions abatement programs.

Understanding the full scope of the up and downstream emissions for Kestrel is a key focus in 2024 as we measure and build a Scope 1, 2 and 3 emissions inventory. We understand that as a metallurgical coal producer, the downstream use of our coal in the manufacture of steel is a material source of Scope 3 emissions and by quantifying this impact we establish a pathway for working with our clients in the future to reduce our total greenhouse gas emissions profile. With the increased focus on emissions abatement, we are

also seeking to improve the timeliness of our emissions inventory reporting process to be included as part of the month end procedures. Real time, accurate data will allow for more timely and more frequent emissions abatement project assessment and the reporting of potential carbon liabilities for management.

To further reduce the material emissions source of pre and post drainage we are setting a goal to significantly reduce the total emissions as a result of venting in the 2024 calendar year. Lastly, whilst not material, diesel is a source of emissions and Kestrel will investigate options to reduce the total diesel use onsite.

The Year Ahead

„ Continue to progress 20-30MW power station design to achieve generation by late 2025.

„ Progress development of viable VAM abatement technologies.

„ Develop an Emissions Reduction Fund project options paper.

„ Publish a Decarbonisation Plan.

„ Establish rigorous monthly reporting of Kestrel’s Greenhouse Gas Emissions.

„ Measure and Report on Scope 1, 2 and 3 emissions.

„ Significantly reduce the total emissions as a result of venting coal mine waste gas on a 2023 baseline.

„ Investigate options to reduce diesel use onsite.

Water Stewardship

As a scarce and often variable resource, we must provide for strong and transparent water governance as well as effective and efficient management of water at our operations.

Our Approach to Water Stewardship

Kestrel is located in the mid-reaches of the Crinum Creek catchment, which drains into the Nogoa River near Emerald. The Nogoa River is a tributary of the Mackenzie River, which joins with the Fitzroy River before flowing into the ocean near Rockhampton. Natural waterways in the vicinity of the Kestrel mine are ephemeral and mostly limited to post rainfall events. The local Crinum, Junction and Woolshed Creeks only flow after significant rain, and hold water in pools for limited periods, interspersed with often long, dry periods between rainfall events.

Kestrel acknowledges that clean water is a valuable and finite resource and its supply within the Fitzroy River Basin is of the utmost importance. We therefore seek to mitigate water risks in an efficient and proactive manner, with the intention of minimising operational impacts on the natural environment. Our

water stewardship approach recognises the shared needs and demands on water resources and the significance of managing water responsibly and collaborating with other users in the catchment.

How we progressed in 2023

Kestrel maintains an onsite water balance that requires continuous management to address both climate and operational variations. Over the wet season, when significant rainfall creates optimal creek flow conditions, strictly controlled and monitored water releases may be utilised in alignment with environmental authority conditions. In January and December suitable conditions were achieved and a total of 516ML and 30.4ML were released respectively from Kestrel water storages in compliance with government approvals.

Throughout 2023 our water monitoring and reporting standards were maintained in accordance with the requirements set

out by the regulator, the Department of Environment, Science and Innovation (DESI). Monitoring and reporting are specifically required when mine water releases are undertaken, in recognition that only returning water of a suitable quality back into the river system will help to maintain natural river flow and prevent an excess of water being stored onsite.

Measuring to manage water movements around site is imperative, with Kestrel having a system of flowmeters already in place. However, to improve metering and recording of mine water movements and assist with future water releases, a new flowmeter was installed at the Holding Dam, with additional flowmeters scheduled to be installed in 2024.

The Reject Return Water Dam (RRWD) is the major water storage facility for the Co-disposal Storage Facility (CDSF) and maintaining storage capacity is imperative to maintain Kestrel’s water balance. To restore capacity within the

RRWD, dredging to remove silt from the RRWD begun in mid-December 2022 and was completed in December 2023. A progress bathymetric survey of the RRWD conducted in September 2023 shows a capacity restoration of 211.11ML since dredging commenced.

Kestrel is supplied with raw water via a water allocation from Selma Weir, however use of this raw water resource is minimised through an extensive water reuse and recycling system around the mine site. Additionally, the potential risk to raw water supply during period of drought and the opportunity to improve mine water quality for additional reuse, resulted in Kestrel installing Reverse Osmosis (RO) plants. In 2023, one of Kestrel’s RO plants could not maintain output and so a new RO plant was sourced and commissioned in late 2023. Operation of the new RO plant towards its nameplate capacity of 2ML/day will reduce Kestrel’s raw water demand from the Selma Weir by recycling mine affected water for reuse on site.

Further to Kestrel’s efforts to reduce raw water intake from Selma Weir, Kestrel identified raw water demand at the conveyor drift and diverted it to mine water, saving approximately 250 megalitres of raw water per year.

The Year Ahead

„ Installation of flowmeters in upstream locations of Junction and Woolshed creeks.

„ Install a pipe leakage detection system to identify and manage any potential uncontrolled release in high-risk areas.

„ Investigate opportunities to further reduce mine water storage onsite.

„ Continue to optimise site RO water units to meet nameplate capacity.

Waste and Rejects Storage Facilities

We must design, construct, operate and decommission facilities using risk-based management practices to ensure no unacceptable impacts to the environment.

Our Approach to Waste Storage Facilities

Coal mined from underground operations is conveyed to the Coal Handling and Preparation Plant (CHPP) where it is washed to remove impurities (rejects). The rejects consisting of a coarse and fines fraction have historically been mixed and disposed of at the site’s Co-disposal Storage Facility (CDSF). In recent times, Kestrel has transitioned to a dry stack method within a Dry Disposal Area (DDA). The transition was actioned to enable the ongoing storage of reject and fines materials with the associated increase in elevation within the existing footprint. 'Dry stack' refers to a process where a portion of the water forming from the rejects and fines produced within the CHPP is mechanically removed prior to deposition onto the DDA.

As a product which remains as a legacy of mining, rejects management is a significant risk for any mining operation

during construction, operation and closure. Consequently, Kestrel aims to design, construct, operate and decommission facilities using riskbased management practices to ensure no unacceptable impacts to the environment remain as a result of mining. Rejects are managed in line with Kestrel’s overall waste management strategy which promotes waste avoidance, reduction and resource recovery ahead of disposal.

In addition to rejects management, appropriately licenced waste contractors ensure that all Kestrel waste streams, including regulated waste, are handled, stored, transported, tracked, and disposed of in accordance with legal requirements. All Kestrel offices and operating areas are supplied with recycling bins to promote the recycling effort among the workforce making individuals accountable for Kestrel’s overall recycling effort.

How we progressed in 2023

Rejects Storage Facilities

In 2023, a capping and final landform design plan was completed for the CSDF/ DDA which presents the concept closure design. The design was undertaken to meet specific closure objectives relating to:

„ Achieving and sustaining a designated post-mine land use of grassland.

„ Forming a final landform which is suitable to limit erosion and within the defined footprint and site constraints.

„ Constructing a cover system which minimises infiltration, promotes vegetation and minimises erosion.

„ Define a monitoring and maintenance schedule sufficient to demonstrate the closure objectives are met, post closure.

Based on the modelling undertaken, a storage and release cover system

was adopted where the proposed rehabilitation strategy generally meets the closure objectives.

As part of the waste management strategy, Kestrel commissioned the middlings project in 2023 which targeted recovery of a finer fraction of coal being lost to the rejects storage facility. This new processing capacity has reduced material reporting to our DDA by approximately 5% in 2023.

To deliver improvements in consistency of tailings dryness, Kestrel continues to optimise the solid bowl centrifuge (SBC) arrangement to enhance the dry tailings disposal process.

General waste

In 2023, Kestrel further assessed its waste reporting processes and in collaboration with its waste management contractor made improvements to waste reports. This involved high resolution data capture for the preparation of monthly waste management reports. The monthly report details volumes of general waste, regulated waste and recyclable

waste, the utilisation of these waste bins and contamination of the bins by improper disposal.

Kestrel has a strong commitment to recycling and continued its scrap steel clean up in 2023 sending 3160 tonnes to recyclers, more than double the approximate 1500 tonnes in 2022. This is in addition to the 194 tonnes of recyclable wastes collected by Kestrel’s waste contractor.

Gumboots are a high-volume store item and as the existing gumboots are not recyclable, Kestrel investigated a program of recycling the several tonnes of PPE gumboots used each year. The change from a non-recyclable gumboot provider to a recyclable gumboot provider was completed at the end of 2023. The change will see approximately 5 tonnes less of waste going to landfill each year.

Further to Kestrel’s commitment to continuously improve waste management, a battery recycling initiative was implemented at the mine.

The Year Ahead

„ Undertake an assessment against Australian National Committee on Large Dams (ANCOLD) guidelines to determine if an upgrade to the spillway capacity of RWWD is required.

„ Continue optimisation of waste reporting process.

„ Commencement of gumboot recycling program.

„ Upgrade waste management area including better demarcation, litter fences and improved hardstand to reduce fire risk.

„ Investigate bulk storage options for high use fuels to reduce/remove the container waste stream and fuel losses.

Land Stewardship

As responsible land managers, Kestrel acknowledges the importance of conscientiously managing the land today to ensure we are not reducing or inhibiting the land’s future use and productivity.

Our Approach to Land Stewardship

Further to Kestrel’s responsible environmental stewardship, we recognise that as the owner of over 17,000 ha of land, we must be committed to excellence and continual improvement in land stewardship.

Being an underground mine, we do not have to clear vegetation and excavate the soil to create open pits, final voids and spoil piles that are associated with open cut mining. Vegetation clearing is only required on a very small portion of our land for surface infrastructure, meaning the land is available for commercial grazing purposes. We mine below, while the cattle graze above.

How we progressed in 2023

Kestrel maintained its relationship with Australian Agricultural Company (AACo) through a lease to operate most of the 17,000 ha of Kestrel owned land as a productive cattle farm. AACo is Australia’s largest integrated cattle and beef producer and is the oldest continuously operating company in Australia. Kestrel have been working with AACo since 2018, to coordinate successful mining and farming operations in tandem.

Kestrel submitted their Transitionary Progressive Rehabilitation and Closure Plan (PRCP) for the Kestrel Mine in September and received notice of a Properly Made application. In

Queensland, mine rehabilitation is required under the Environmental Protection Act 1994 to ensure that, for land disturbed by mining activities meets the following three objectives:

„ the land is safe and structurally stable;

„ there is no environmental harm being caused by anything on or in the land; and

„ the land can sustain a post-mining land use.

There are two parts to Kestrel’s the PRCP – rehabilitation planning and the PRCP schedule. Rehabilitation planning in the PRCP is to support and justify the development of the proposed PRCP schedule. Rehabilitation planning must detail how progressive rehabilitation and closure will be carried out over the entire area of the Kestrel Mine. The key components of the rehabilitation planning include:

„ community consultation information;

„ post-mining land use (PMLU) and/ or non-use management area (NUMA) determination;

„ rehabilitation and management methodology;

„ risk assessment; and

„ a monitoring and maintenance program.

Once approved, the PRCP schedule becomes a legally binding and

enforceable instrument outlining when rehabilitation milestones must be completed.

In partnership with our customer, POSCO, our team has successfully completed the Bluegrass Biodiversity Project (BBP). See Spotlight for further details on the BBP.

The Year Ahead

„ Continue the process to increase the area of certified rehabilitation.

„ Monitoring and measurement of BBP success.

„ Review the potential to expand the blue grass project to King Blue Grass.

„ Utilise historic, and identify new, research opportunities to quantify impacts of subsidence on soil capability.

„ Undertake a feasibility study to assess potential to use blended mine water for crop irrigation applications.

„ Trial native seed dispersal via drone application in difficult to access areas to improve rehabilitation outcomes.

SPOTLIGHT

Bluegrass Biodiversity Project

Under a pre-existing agreement to work collaboratively with POSCO (South Korea’s largest integrated steel mill) to jointly achieve objectives under shared ESG principles, Kestrel identified the Bluegrass Biodiversity Project and implemented it through 2023.

Background

While responsible agricultural production has been undertaken in the Emerald district for decades, necessary land clearing associated with agriculture, and the introduction of grass species such as Buffel Grass (Cenchrus ciliaris) for increased grazing capacity, has combined to put pressure on a number of Australia’s native grass species. These include Queensland Bluegrass (Dichanthium sericeum) and King Bluegrass (Dichanthium queenslandicum) (Bluegrass).

The Queensland and Australian governments have assessed the condition and extent of native Bluegrass communities and identified these grasslands are suffering due to grazing and competition pressures. This has resulted in native Bluegrass ecosystems listed as Threatened Ecological Communities, and some Bluegrass species listed as Endangered.

Goal

The aim of the Bluegrass Biodiversity Project (BBP) was, with POSCO's support, to improve the extent of the area and bio-condition scores of existing Bluegrass communities in the Emerald district using locally sourced seed, agricultural operators and land management.

Choosing the location

The project is 270,000m2 in area and is located North-East of the Emerald

township and West of Kestrel South operations. Although located on Kestrel owned land, the BBP carries no commercial benefit to Kestrel and no rehabilitation obligations.

The specific land area chosen was slightly degraded from historic agricultural operations, with poor Bluegrass community establishment in the surrounding area.

Why this location?

„ To protect from cattle grazing and other outside impacts to ensure Bluegrass community establishment (within Kestrel control)

„ Suitable for potential future seed harvesting for broader disbursement to

„ Proximity to neighbouring land for expansion of Bluegrass areas

Outcomes

Queensland Bluegrass seed purchased from a local supplier was mixed with fertiliser and planted by one of Kestrel’s neighbouring landowners in November.

Representatives from Kestrel and POSCO were on site to inspect the seeding process. The newly seed area was lucky to receive a significant rainfall event shortly following planting, that provided optimal growing conditions for the Bluegrass seed. Kestrel will undertake follow-up monitoring of the area to confirm the success of the project.