Anglo American plc preliminary results 2016

21 February 2017

Anglo American Preliminary Results 2016

Net debt reduced to $8.5 billion, driven by $2.6 billion attributable free cash flow and asset disposals

 

Financial highlights US$ million, unless otherwise stated	Year ended 31 December 2016	Year ended 31 December 2015	Change
Underlying EBIT*	3,766	2,223	69%
Underlying earnings*	2,210	827	167%
Group revenue*	23,142	23,003	1%
Underlying EBITDA*	6,075	4,854	25%
Profit/(loss) before tax	2,624	(5,454)	-
Profit/(loss) for the financial year attributable to equity shareholders of the Company	1,594	(5,624)	-
Underlying earnings per share* ($)	1.72	0.64	-
Earnings per share ($)	1.24	(4.36)	-
Dividend per share ($)	-	0.32	-
ROCE%*	11%	5%	-
Notes to the highlights and table are shown at the bottom of this section.

Mark Cutifani, Chief Executive of Anglo American, said: "The decisive and wide-ranging operational, cost, capital and portfolio actions we set out in 2016 - to sustainably improve cash flows and strengthen the balance sheet - have enabled us to reduce net debt by 34% to $8.5 billion, significantly below our $10 billion target. Despite a 3% year-on-year decrease in average prices, we delivered a $3.5 billion increase in attributable free cash flow, a 25% increase in underlying EBITDA to $6.1 billion and grew our underlying EBITDA margin by five percentage points to 26%. The $1.5 billion sale of the niobium and phosphates businesses further supported our balance sheet recovery goal and, combined with the sale of a number of coal and platinum assets during the year, we received $1.8 billion of disposal proceeds in 2016⁽²⁾.

 

"As we have set out, the high quality assets across our De Beers, platinum group metals and copper businesses underpin our positions in those respective markets and are the cornerstone of a more resilient and competitive Anglo American, through the economic and commodity price cycle. In addition, we continue to benefit from the performance of a number of other world class assets across the bulk commodities of iron ore and coal, as well as nickel. While we saw strong interest in a number of the major assets for which we held sale processes during 2016 to further strengthen our financial position, we adhered to our strict value thresholds and chose not to transact. We will continue to upgrade our portfolio as a matter of course, although asset disposals for the purposes of deleveraging are no longer required. We therefore retain Moranbah, Grosvenor and our nickel assets, ensuring that they continue to be optimised operationally to contribute cash and returns, while being allocated capital to both protect and enhance value.

 

"In South Africa, we continue to work through all the potential options for our export thermal coal and iron ore interests, recognising the high quality and performance of these businesses and ensuring that value is optimised for all our shareholders. The retention of these assets remains a viable position given our recent operational and other improvements and our focus on continuing improvements as we go forward.

 

"Despite our significant progress, it is critical that the lessons of recent years are applied and, although there is confidence in the long-term outlook for our products, the balance sheet must be able to withstand expected price volatility in the short to medium term. We will continue to refine our asset portfolio over time to ensure our capital is deployed effectively to generate enhanced returns. Our priority for 2017 is to deliver further productivity improvements while maintaining capital and cost discipline in order to be in a position to resume dividend payments for the end of 2017, and to restore an investment grade credit rating.

 

"Looking at the nuts and bolts, the focus for the year ahead is on the ongoing implementation of the Operating Model across the portfolio and to continue to leverage the Group's now significantly enhanced technical and marketing capabilities, while also driving our FutureSmart mining approach to innovation. Considerable Operating Model and other gains continue to be realised, delivering $1.5 billion of cost and volume improvements in 2016, in roughly equal proportion between cost reductions and volume improvements across the product portfolio. This substantial underlying EBITDA uplift is net of such headwinds as the labour stoppages and record snowfall at Los Bronces and the smelter run-out in our Platinum business. In 2017, we are aiming to deliver an incremental $1 billion of net cost and volume improvements, 75% of which has already been identified.

 

"In 2017, capital expenditure will be maintained at $2.5 billion⁽¹⁾, with stay-in-business capital increased to $1.2 billion. Capital will be appropriately prioritised, with care taken to ensure that we protect the long term value of our assets. We retain a number of attractive organic options, particularly in our Copper business, which we will continue to progress appropriately and assess in light of our overall capital structure and the prevailing macro environment.

 

"Keeping our people safe at work has always been an absolute priority. In 2016 we reported a 24% reduction in recordable case frequency rates, but an increase in fatal incidents. Tragically, we lost 11 colleagues during the year, largely due to failures around our critical safety risk areas. We can never accept even one serious injury and our efforts are concentrated around those major risk areas. We are determined that our goal of zero harm is achievable and we are working with every employee to get there.

 

"Overall, it's clear that as a result of our decisive actions in 2016, and the results delivered by our people across the company, Anglo American is now more robust, with a stronger balance sheet and more competitive cost structure around a world class diversified asset base. We have also taken further strides in transforming the portfolio but benefited from sticking to our overriding commitment that long term shareholder value must be safeguarded. Looking ahead, we must continue to build on this solid progress. Operating discipline is of paramount importance as we strive to complete the journey to a balance sheet that can support competitive shareholder returns and maximise the potential of our differentiated assets and future opportunities. I would like to thank all of our employees for their hard work and commitment over what has been a year of significant change and uncertainty for many and also thank our stakeholders for their ongoing support as we build the foundations for Anglo American's second century."

 

⁽¹⁾      Excludes capitalised operating cash flows.

⁽²⁾      Proceeds from disposals of $1.8 billion were received in 2016. Total nominal cash inflows are expected to reach $2.0 billion over time, subject to prices.

⁽³⁾      Copper equivalent is normalised for the sale of Anglo American Norte (Copper), Kimberley Mines (De Beers), our niobium and phosphates business, Foxleigh and Callide (Coal), and to reflect Snap Lake (De Beers) being placed onto care and maintenance, and the closure of Drayton (Coal).

 

 

  

 

Words with this symbol * are defined in the Alternative Performance Measures section of the Press Release.

 

Financial review of Group results for the year ended 31 December 2016

Summary

Operating profit of $1.7 billion increased by $5.8 billion (2015: $4.1 billion loss) while underlying EBITDA increased by 25% to $6.1 billion.

Anglo American reported a profit for the financial year attributable to equity shareholders of $1.6 billion (2015: $5.6 billion loss) with underlying earnings of $2.2 billion (2015: $0.8 billion). Net debt decreased by $4.4 billion to $8.5 billion (2015: $12.9 billion). During 2016, the company did not pay a dividend (2015: $0.32 per share).

Although average prices decreased by 3%, realised prices were comparable with 2015. Metallurgical coal and Kumba's iron ore prices increased by 24% and 21%, respectively, but were offset by a 10% decrease in the average realised rough diamond price and an 8% decrease in the platinum US dollar basket price. Weaker producer country currencies favourably contributed to earnings ($0.7 billion impact), driven principally by a 15% weakening of the South African rand against the dollar.

Higher sales volumes at De Beers, following a weaker 2015, materially benefited underlying EBITDA, as did the ramp-up at Grosvenor following the start of commercial production during the third quarter, and a strong plant performance at Collahuasi. This was partially offset by expected lower volumes at Kumba Iron Ore following the pit reconfiguration at Sishen, and lower volumes at Los Bronces owing to expected lower grades and the adverse weather conditions during the year.

Operational performance

Overall, operational performance was maintained across the business. Total platinum production (metal in concentrate) was 2% higher, driven by a continued strong performance at Mogalakwena and Amandelbult in South Africa and at Unki in Zimbabwe. Rough diamond production decreased by 5%, reflecting the decision taken in 2015 to reduce production in response to prevailing trading conditions. In South Africa, iron ore production at Sishen decreased by 10%, in line with the mine's lower-cost pit configuration. Production was affected by restructuring, as well as a higher number of rainfall and safety stoppages. Production in the second half showed considerable improvement as the benefits attributable to improved mining productivity, as well as access to low strip ratio ore and higher plant yields, started to be realised. In Chile, copper production at Los Bronces was 24% lower as the operation faced a number of challenges, driven by significantly lower expected grades, adverse weather conditions and illegal industrial action by contractor unions. In contrast, both Collahuasi and El Soldado had strong performances, with attributable production increasing by 11% and 31%, respectively, as a consequence of operational improvements and higher grades. Total production from Coal South Africa's Export mines increased by 9% as a result of various productivity improvement initiatives. Excluding the impact of divestments, Australian coal production decreased by 4% following cessation of production at Drayton.

 

In total, four projects commenced or continued to ramp-up, or reached nameplate capacity during 2016. Iron ore production from Minas-Rio increased by 76% as the ramp-up progressed, while Grosvenor produced its first longwall metallurgical coal in May, seven months ahead of schedule, and entered commercial production during the third quarter. Gahcho Kue, a diamond project in Canada, was commissioned in August, and at Barro Alto in Brazil, the furnace rebuild was completed. Production at Barro Alto is now close to nameplate capacity, with nickel output increasing by 47% year-on-year.

 

The Group achieved a favourable cost performance in 2016, primarily as a consequence of cost-reduction initiatives and the benefits of weaker producer country currencies. Unit cash costs at De Beers decreased by 19% as a result of cost savings, favourable exchange rate movements and a change in production mix following portfolio changes. Unit costs at Coal Australia decreased by 7%, following significant cost-reduction initiatives, particularly in the open cut operations, while on-mine local currency unit costs at Coal South Africa decreased by 2%, reflecting the benefit of increased production at the export mines, driven by productivity improvements across all operations. At Copper, unit costs decreased by 11%, reflecting cost-reduction initiatives and benefits resulting from the divestment of Anglo American Norte; these more than compensated for the effects of lower output. FOB cash costs at Kumba were 13% lower. This was attributable to savings in operating costs, mainly from the reduced mining profile at Sishen mine following restructuring, as well as productivity gains in mining and processing operations, and the benefit of the weaker South African rand.

 

At Platinum, unit costs also decreased by 12%, owing mainly to a weaker South African rand and cost containment. Nickel unit costs declined by 19%, chiefly attributable to increased production volumes from Barro Alto, as well as favourable exchange rates and lower energy and consumable costs.

Income statement

Underlying EBITDA*

Group underlying EBITDA increased by 25% to $6.1 billion (2015: $4.9 billion).

 

$ million	Year ended 31 December 2016	Year ended 31 December 2015
De Beers	1,406	990
Platinum	532	718
Copper	903	942
Nickel	57	(3)
Niobium and Phosphates	118	146
Iron Ore and Manganese	1,536	1,026
Coal	1,646	1,046
Corporate and other	(123)	(11)
Total	6,075	4,854

 

Underlying EBITDA* reconciliation 2015 to 2016

$ million
2015 Underlying EBITDA*		4,854
Price		(79)
Foreign exchange		694
Inflation		(578)
Volume	433
Cost	1,175
Platinum non-cash inventory adjustment	(143)
Net cost and volume improvements		1,465
Other		(281)
2016 Underlying EBITDA*		6,075

Underlying earnings*

Group underlying earnings increased by 167% to $2.2 billion (2015: $0.8 billion).

 

							Year ended 31 December 2016
$ million	Underlying EBITDA*	Depreciation and amortisation		Net finance costs and income tax expense		Non-controlling interests		Underlying  earnings*
De Beers	1,406	(387)		(242)		(110)		667
Platinum	532	(347)		(101)		(19)		65
Copper	903	(642)		(9)		102		354
Nickel	57	(72)		(42)		-		(57)
Niobium and Phosphates	118	(39)		(1)		-		78
Iron Ore and Manganese	1,536	(261)		(304)		(405)		566
Coal	1,646	(534)		(183)		(16)		913
Corporate and other	(123)	(27)		(236)		10		(376)
Total	6,075	(2,309)		(1,118)		(438)		2,210

 

Profit/(loss) for the financial year attributable to equity shareholders of the Company

Profit for the financial year attributable to the equity shareholders of the Company was $1.6 billion, compared with a loss of $5.6 billion in 2015.

Reconciliation to underlying earnings from profit/(loss) for the financial year attributable to equity shareholders of the Company

$ million	Year ended 31 December 2016		Year ended 31 December 2015
Profit/(loss) for the financial year attributable to equity shareholders of the Company		1,594	(5,624)
Operating special items		1,632	5,972
Operating remeasurements		33	178
Non-operating special items		(1,203)	1,278
Financing special items and remeasurements		314	(615)
Special items and remeasurements tax		(44)	(47)
Non-controlling interests on special items and remeasurements		(109)	(584)
Share of associates' and joint ventures' special items and remeasurements		(7)	269
Underlying earnings*		2,210	827
Underlying earnings per share* ($)		1.72	0.64
Earnings per share ($)		1.24	(4.36)

Net finance costs

Net finance costs, before special items and remeasurements, excluding associates and joint ventures, were $209 million (2015: $458 million). The decrease was driven by a net foreign exchange gain on cash and borrowings of $84 million (2015: $180 million loss) principally due to a strengthening in the Brazilian real and South African rand during the year.

 

For further details on net finance costs, see note 8 to the Condensed financial statements.

Tax

The underlying effective tax rate* was 24.6% (2015: 31.0%). The decreased rate in 2016 was due to a benefit received in relation to the reassessment of withholding tax provisions, including in respect of Chile (4.7%), and the utilisation of losses and similar tax attributes not previously recognised, primarily in Australia (3.9%), partially offset by the impact of enhanced tax depreciation, primarily in Chile (2.5%), and other items including prior year adjustments (0.7%). For further details on the effective tax rate see note 9 to the Condensed financial statements.

 

The tax charge for the period, before special items and remeasurements, was $742 million (2015: $435 million).

Special items and remeasurements

Special items and remeasurements include impairment charges of $1.5 billion relating to Coal and Copper, gains on the disposals of Callide ($0.6 billion) and the niobium and phosphates business ($0.5 billion), and a provision in respect of a tax matter in Kumba ($0.1 billion). Full details of the special items and remeasurements recorded in the year are included in note 7 to the Condensed financial statements.

ROCE*

ROCE increased to 11% in 2016 (2015: 5%), primarily as a consequence of higher sales volumes at De Beers, the ramp-up of production at Grosvenor mine in Australia and ongoing delivery of cost savings across the portfolio. The Group also benefited from weaker producer country currencies. Average attributable capital employed was lower at $27.4 billion (2015: $32.6 billion), owing to ongoing asset depreciation and a number of asset divestments completed in the year, and selected asset impairments taken in the first half of 2016. This was partially offset by ongoing capital expenditure.

 

Balance sheet

Net assets of the Group increased by $3.0 billion to $24.3 billion (31 December 2015: $21.3 billion). This reflected the reduction in net debt and foreign exchange gains relating to operations with Australian dollar and South African rand functional currencies. These factors were partially offset by the impairment of Coal and Copper operations and the impact of disposals. Capital expenditure* of $2.4 billion was largely offset by depreciation.

Net debt*

$ million	2016	2015
Opening net debt*	(12,901)	(12,871)
Underlying EBITDA* from subsidiaries and joint operations(1)	5,469	4,419
Working capital movements	391	25
Other cash flows from operations	(22)	(204)
Cash flows from operations	5,838	4,240
Capital expenditure*	(2,387)	(4,177)
Cash tax paid(2)	(465)	(596)
Dividends from associates, joint ventures and financial asset investments	172	333
Net interest(3)	(581)	(540)
Dividends paid to non-controlling interests	(15)	(242)
Attributable free cash flow*	2,562	(982)
Dividends paid to Company shareholders	-	(1,078)
Disposals (net proceeds)(2)	1,619	1,745
Other net debt movements	233	285
Total movement in net debt*	4,414	(30)
Closing net debt(4)*	(8,487)	(12,901)

 

⁽¹⁾    EBITDA is operating profit before depreciation and amortisation, and special items and remeasurements.

⁽²⁾    Excludes tax payments of $146 million (2015: nil), relating to 2016 disposals which are shown as part of net disposal proceeds.

⁽³⁾    Includes cash inflows of $89 million (2015: $169 million), relating to interest payments on derivatives hedging net debt, which are included in cash flows from derivatives related to financing activities.

⁽⁴⁾    Net debt excludes the own credit risk fair value adjustment on derivatives of $73 million (31 December 2015: $555 million).

 

Net debt (including related hedges) of $8.5 billion was $4.4 billion lower than at 31 December 2015, representing gearing of 25.9% (2015: 37.7%). Net debt is made up of cash and cash equivalents of $6.0 billion (2015: $6.9 billion) and gross debt, including related derivatives, of $14.5 billion (2015: $19.8 billion). The reduction in net debt was driven by strong operating cash inflows, a decrease in capital expenditure and proceeds from disposals.

 

Anglo American received gross proceeds from disposals of $1.8 billion (2015: $1.7 billion), primarily from the sale of the niobium and phosphates business, which contributed $1.5 billion, and the sale of its 9.7% stake in Exxaro Resources, contributing $0.2 billion. The post-tax proceeds on disposals was $1.6 billion (2015: $1.7 billion).

 

Cash flow

 

Cash flows from operations

Cash flows from operations increased by $1.6 billion to $5.8 billion (2015: $4.2 billion). The 25% increase in underlying EBITDA was supported by a focus on cost savings, an increase in sales volumes at De Beers, and weakening foreign exchange rates. Cash inflows on operating working capital were $0.4 billion (2015: inflows of $25 million), primarily reflecting a reduction in inventories at De Beers of $0.3 billion and an increase in operating payables at Platinum of $0.4 billion, half of which relates to a key customer advancing pre-payment for future guaranteed delivery of metal, with the remainder due to an increase in purchase of concentrate following the sale of Rustenburg. These inflows were offset by an increase in operating receivables of $0.4 billion, driven by higher prices in Coal and Iron Ore and Manganese.

Attributable free cash flow

Attributable free cash flow increased by $3.5 billion to an inflow of $2.6 billion (2015: outflow of $1.0 billion). The improvement was driven by an increase in cash flows from operations of $1.6 billion and a $1.8 billion reduction in capital expenditure to $2.4 billion (2015: $4.2 billion).

 

The reduction in capital expenditure was driven by a 50% decline in expansionary capital expenditure, chiefly as a result of the ramp-up of the Minas-Rio iron ore operation in Brazil and the Grosvenor metallurgical coal operation in Australia, and a 25% decrease in stay-in-business expenditure as a result of lower expenditure at Kumba Iron Ore, De Beers and Coal.

Liquidity and funding

At 31 December 2016, the Group had undrawn committed bank facilities of $9.7 billion and cash of $6.0 billion. The Group's liquidity position was maintained in the year, while gross debt, including related derivatives, decreased by $5.3 billion to $14.5 billion (2015: $19.8 billion) primarily owing to a $1.8 billion bond buyback transaction, the full repayment of BNDES loans in Brazil ($1.7 billion, including related derivatives) and $1.4 billion of bond maturities. In January 2017, the Group retired the $1.05 billion Club facility which was entered into in 2016 in the context of the bond buyback transaction. The Group's forecasts and projections, taking account of reasonable possible changes in trading performance, indicate the Group's ability to operate within the level of its current facilities. The Group has certain financial covenants in place in relation to external debt which are not expected to be breached in the foreseeable future.

 

Projects and capital expenditure*

Capital expenditure (excluding capitalised operating cash flows) decreased to $2.5 billion (2015: $4.0 billion), owing to rigorous capital discipline applied to all project investments, as well as to the benefits accruing from the commissioning of the Minas-Rio, Gahcho Kue and Grosvenor projects. In 2017, we expect capital expenditure to be approximately $2.5 billion.

 

Stay-in-business capital expenditure decreased to $1.0 billion (2015: $1.4 billion), primarily due to a focus on capital discipline and the continued roll-out of the Operating Model across our assets.

 

Development and stripping capital expenditure decreased to $0.6 billion (2015: $0.7 billion), primarily as a result of the redesign of the pit at Kumba's Sishen iron ore operation, where the transition was made to a lower strip ratio and operational cost position.

 

During 2016, continued progress was made on our ongoing expansion projects, including the construction of De Beers' Venetia underground mine in South Africa, where the decline advanced to more than 2,000 metres. The project is now 26% complete, with the underground operation expected to be the mine's principal source of ore from 2023.

 

Portfolio upgrade

During 2016, we received $1.8 billion from divestment transactions. The sale of the niobium and phosphates business in Brazil to China Molybdenum Co. Ltd ($1.5 billion) supported our balance sheet recovery goal, while we also continued to upgrade the portfolio through the divestment of a number of other assets: the Rustenburg platinum mines to Sibanye Gold; our 9.7% interest in Exxaro Resources; and our interests in the Callide and Foxleigh coal mines in Australia. The disposal of Dartbrook (Coal Australia) was agreed in 2015, and is expected to complete in the first half of 2017. The disposal of the remaining interests in Tarmac operations located in the Middle East was completed in 2016. Twickenham (Platinum) was placed onto care and maintenance during the year. In February 2017, we agreed the sale of our 85% interest in the Union platinum mine in South Africa to Siyanda Resources. We will continue to refine the portfolio in this way, ensuring that capital is deployed to generate enhanced returns through the cycle.

 

Dividends

The commitment to a sustainable dividend remains a critical part of the overall capital allocation approach. Given the need to conserve cash and reduce debt, dividend payments remained suspended for 2016. The Board has recommended that, upon reinstatement, Anglo American should adopt a payout ratio in order to provide shareholders with exposure to improvements in commodity prices, while retaining cash flow flexibility during periods of weaker pricing. It is currently expected that dividend payments will be reinstated for the end of 2017 (payable in 2018).

The Board

In April 2016, Anglo American announced that Rene Medori, finance director, will retire at the end of 2017. Mr Medori will step down as a director with effect from the close of the Annual General Meeting on 24 April 2017, following the completion of the 2016 financial reporting process. In September Anglo American announced that Stephen Pearce would succeed Mr Medori as finance director. Mr Pearce joined the Group on 30 January 2017 and will offer himself for election as a director at the Annual General Meeting.

 

Ray O'Rourke resigned as an independent non-executive director with effect from 25 July 2016 in order to concentrate on his business commitments as chairman and chief executive of Laing O'Rourke. Judy Dlamini resigned as an independent non-executive director with effect from 30 August 2016 in order to devote more time to her business commitments as chair of Mbekani Group in South Africa.

 

In February 2017, Sir John Parker informed the Nomination Committee of the Board of Anglo American of his intention to step down, after serving eight years as chairman, during the course of 2017. Sir Philip Hampton, Anglo American's Senior Independent Director, is leading a process to identify candidates with appropriate global listed company boardroom experience. Sir John Parker will continue to chair the Board until such appointment is effective.

Principal risks and uncertainties

Anglo American plc is exposed to a variety of risks and uncertainties which may have a financial, operational or reputational impact on the Group, and which may also have an impact on the achievement of social, economic and environmental objectives.

 

The principal risks and uncertainties facing the Group at the year-end are set out in detail in the strategic report section of the Annual Report 2016. The principal risks relate to the following:

 

• Commodity prices
• Political and regulatory
• Future demand for diamonds
• Future demand for platinum group metals
• Minas-Rio
• South Africa power
• Delivery of cash targets
• Safety
• Tailings dam failure
• Slope wall failure
• Mineshaft failure
• Fire and/or explosion

 

 

The Group is exposed to changes in the economic environment, as with any other business. Details of any key risks and uncertainties specific to the period are covered in the Operations review section.

 

The Annual Report 2016 is available on the Group's website www.angloamerican.com.

 

Operations review for the year ended 31 December 2016

DE BEERS

Key performance indicators(1)
		Production volume	Sales volume	Price	Unit cost*	Revenue*	Underlying EBITDA*	Underlying EBITDA margin	Underlying EBIT*	Capex*	ROCE*
		'000 carats	'000 carats(2)	$/ct(3)	$/ct(4)	$m(5)	$m		$m	$m
De Beers		27,339	29,965	187	67	6,068	1,406	23%	1,019	526	11%
Prior year		28,692	19,945	207	83	4,671	990	21%	571	697	6%
Debswana		20,501	-	152	26	-	571	-	543	90	-
Prior year		20,368	-	178	27	-	379	-	352	101	-
Namdeb Holdings	1,573		-	528	245	-	184	-	163	65	-
Prior year		1,764	-	553	243	-	147	-	120	30	-
South Africa		4,234	-	121	53	-	268	-	172	156	-
Prior year		4,673	-	131	58	-	282	-	174	279	-
Canada		1,031	-	271	212	-	79	-	13	184	-
Prior year		1,887	-	275	182	-	154	-	65	254	-
Trading		-	-	-	-	-	378	-	371	3	-
Prior year		-	-	-	-	-	107	-	100	2	-
Other(6)		-	-	-	-	-	(74)	-	(243)	28	-
Prior year		-		-	-	-	(79)	-	(240)	31	-

 

⁽¹⁾    Prepared on a consolidated accounting basis, except for production which is stated on a 100% basis, with the exception of the Gahcho Kue joint venture, which is on an attributable 51% basis.

⁽²⁾    Sales volumes on a 100% basis were 32.0 million carats (2015: 20.6 million carats).

⁽³⁾    Pricing for the mining business units is based on 100% selling value post-aggregation of goods. The group realised price includes the price impact of the sale of non-equity product and, as a result, is not directly comparable to group unit costs, which relate to equity production only.

⁽⁴⁾    Unit cost is based on total production and operating costs, excluding depreciation and operating special items, divided by carats recovered. Comparatives have been restated.

⁽⁵⁾    Includes rough diamond sales of $5.6 billion (2015: $4.1 billion).

⁽⁶⁾    Other includes Element Six, downstream, acquisition accounting adjustments, projects and corporate.

Financial and operational overview

Underlying EBITDA increased by 42% to $1,406 million (2015: $990 million). This was the result of higher revenues from stronger rough diamond demand, which led to reduced inventory levels, reflecting improved trading conditions compared with those experienced in the second half of 2015. Results also benefited from cost-saving programmes, portfolio changes and the impact of favourable exchange rates. Unit costs decreased by 19% from $83/carat to $67/carat.

 

Total revenue increased by 30% to $6.1 billion (2015: $4.7 billion), driven by higher rough diamond sales, which increased by 37% to $5.6 billion. This was attributable to a 50% increase in consolidated sales volumes to 30.0 million carats (2015: 19.9 million carats), partly offset by a 10% decrease in the average realised rough diamond price to $187/carat (2015: $207/carat), reflecting the 13% lower average rough price index, offset to some extent by an improved sales mix.

 

 

Markets

Sustained diamond jewellery demand growth in the US and marginally positive growth for the full year in China (in local currency, though declining slightly in US dollars) contrasted with weakening demand in the other main diamond markets. In India, a month-long jewellers' strike in March and the government's surprise demonetisation programme which started in November, had a considerable negative impact on demand. For the full year, global consumer demand, in US dollars, is estimated to be in line with 2015. Additional marketing in the US, China, India and Japan in the final quarter of the year, the main selling season, had a positive impact.

Producers destocked during 2016, as sentiment in the midstream improved and rough and polished inventories normalised, supported by a series of initiatives put in place by De Beers, starting in the second half of 2015. These included lowering rough prices, providing flexibility to Sightholders for their purchase arrangements and increased marketing activity to drive consumer demand.

Operating performance

Mining and manufacturing

Rough diamond production decreased by 5% to 27.3 million carats (2015: 28.7 million carats), reflecting the decision, taken in 2015, to reduce production in response to prevailing trading conditions.

 

Debswana maintained production at close to the previous year's levels, with output of 20.5 million carats (2015: 20.4 million carats). Jwaneng's production increased by 23%; driven by higher tonnes treated, largely offset by Orapa, where production was 20% lower. By year end, 85% of the 500 million tonnes (Mt) of waste stripping required to expose the ore had been mined at Jwaneng Cut-8. The first Cut-8 ore to the processing plant remains scheduled for the first half of 2017, with Cut-8 becoming the main source of ore from 2018. Damtshaa (a satellite operation of Orapa) was placed onto temporary care and maintenance from 1 January 2016.

 

Production at Namdeb Holdings decreased by 11% to 1.6 million carats (2015: 1.8 million carats), with reduced output at Debmarine Namibia (as a result of the Mafuta vessel undergoing extended planned in-port maintenance) and lower grades at Namdeb's land operations. Debmarine Namibia's new sampling vessel, the SS Nujoma, was completed three months ahead of schedule and within budget, and sea trials commenced in November. The vessel is expected to become operational during 2017.

 

In South Africa, production declined by 9% to 4.2 million carats (2015: 4.7 million carats), mainly due to the early completion of the sale of Kimberley Mines in January 2016, partly offset by an increase of 12% at Venetia owing to the processing of higher grades. Construction of the Venetia Underground mine continues to progress, with the underground operation expected to become the mine's principal source of ore from 2023.

 

In Canada, production declined by 45% to 1.0 million carats (2015: 1.9 million carats) owing to Snap Lake being placed onto care and maintenance in December 2015. In July 2016, approval was granted to flood the underground workings, which will reduce the costs of care and maintenance while preserving the long term viability of the orebody. Following conclusion of an unsuccessful process to gauge interest in an acquisition of Snap Lake, flooding commenced in January 2017. Production at Victor decreased by 7% to 0.6 million carats. Development of the Gahcho Kue project was completed on schedule, with the ramp-up to commercial production expected to be reached during the first quarter of 2017.

 

Owing to continuing depressed markets in key industrial sectors (principally oil and gas), Element Six, the industrial diamonds business, experienced a challenging year. The reduction in contribution arising from lower sales has been largely offset through a comprehensive cost-reduction programme.

 

 

Brands

Forevermark (the diamond brand of the De Beers Group of Companies) continues to expand its retailer network and is available in 2,010 outlets (a 14% increase) in 25 markets, including the new markets of Hungary, Thailand and now South Korea. In June 2016, Forevermark launched the Black Label collection (an innovative collection of fancy-shape diamonds) and, in the final quarter of the year, launched a US national television campaign featuring the Ever Usª⁽¹⁾ two-stone diamond collection. In the first half of 2016, De Beers also invested in category marketing campaigns to stimulate diamond jewellery demand during key gifting periods in both China and Hong Kong, as well as India (the latter in partnership with the Gem & Jewellery Export Promotion Council, commencing in the second half of 2016). In the third quarter, The Diamond Producers Association, co-funded by De Beers and other leading producers, launched "Real is Rare", a new marketing platform targeting millennial consumers in the US.

 

De Beers Diamond Jewellers (a joint venture between LVMH Mo't Hennessy Louis Vuitton and De Beers) maintained its focus on fast-growing markets, with 34 stores in 17 key consumer markets around the world. The significant growth in mainland China sales helped to offset the impact of lower Chinese tourist levels in France and Hong Kong, while the highlight of the year was the successful relocation in November of the New York flagship store to a new location on Madison Avenue, completing the repositioning of the brand in the US.

 

Namibia sales agreement

In May 2016, the Government of the Republic of Namibia and De Beers signed a new 10-year sales agreement for the sorting, valuing and sale of Namdeb Holdings' diamonds. This represents the longest sales agreement ever concluded between the parties.

 

Outlook

Macro-economic conditions underpinning consumer demand for diamonds remain broadly stable in aggregate, with the US expected to continue to be the main driver of global growth in 2017. The extent of global growth will, however, be dependent upon a number of macro-economic factors, including the new administration in the US, the strength of the US dollar impacting consumer demand, economic performance in China, the effects of Indian demonetisation, and sentiment following the main US and Chinese New Year retail season.

 

With midstream stocks having returned to more typical levels in 2016, rough diamond demand is expected to normalise in 2017, reflecting underlying consumer and retail demand. While producers continue destocking, forecast diamond production (on a 100% basis, except Gahcho Kue on an attributable 51% basis) for 2017 is expected to be in the range of 31-33 million carats, subject to trading conditions.

 

 

  

 

 

 

⁽¹⁾      Used under licence from Signet.

 

PLATINUM

Key performance indicators
	Production volume	Sales volume	Price	Unit cost*	Revenue*	Underlying EBITDA*	Underlying EBITDA margin	Underlying EBIT*	Capex*	ROCE*
	koz(1)	koz	$/Pt oz(2)	$/Pt oz(3)	$m	$m		$m	$m
Platinum	2,382	2,416	1,753	1,330	4,394	532	12%	185	314	4%
Prior year	2,337	2,471	1,905	1,508	4,900	718	15%	263	366	4%
Mogalakwena	412	415	2,344	1,262	968	393	41%	269	157	-
Prior year	392	422	2,585	1,369	1,092	496	45%	368	151	-
Amandelbult	467	474	1,566	1,256	739	102	14%	46	25	-
Prior year	437	433	1,641	1,382	712	97	14%	36	53	-
Other operations	1,503	1,527	n/a	n/a	2,687	77	3%	(90)	129	-
Prior year	1,508	1,616	n/a	n/a	3,096	177	6%	(89)	156	-
Projects and corporate	-	-	-	-	-	(40)	n/a	(40)	3	-
Prior year	-	-	-	-	-	(52)	n/a	(52)	6	-

 

⁽¹⁾      Production disclosure reflects own mine production and purchases of metal in concentrate.

⁽²⁾      Average US$ basket price.

⁽³⁾    Total cash operating costs Ð includes on-mine, smelting and refining costs only.

Financial and operating overview

Underlying EBITDA decreased by 26% to $532 million (2015: $718 million). Lower sales volumes of platinum, palladium, rhodium and minor metals, weakening dollar metal prices and the effects of inflation were partially offset by a weaker South African rand and cost improvements. Unit costs decreased by 12% to $1,330 per ounce, owing primarily to the softer rand and cost improvements.

Markets

	2016	2015
Average platinum market price ($/oz)	989	1,051
Average palladium market price ($/oz)	615	691
Average rhodium market price ($/oz)	681	932
Average gold market price ($/oz)	1,248	1,160
US$ realised basket price ($/Pt oz)	1,753	1,905
Rand realised basket price (ZAR/Pt oz)	25,649	24,203

 

The average platinum price decreased by 6% in dollar terms, even though the rand basket price increased by 6%. Average palladium and rhodium dollar prices also decreased, notwithstanding their strong price rally during the year. Global supply of platinum group metals (PGMs) was little changed, despite a modest reduction in sales by South African producers. Although the rate of PGM recovery from recycled autocatalysts increased towards the end of the year, there was only limited growth in PGM supplies from the secondary recycling sector.

 

Platinum demand declined by 1%, with a 15% decrease in demand from the jewellery sector largely offset by a 10% increase in purchases for industrial applications. Demand for platinum in the automotive sector increased by 2%, supported by the introduction of Euro 6b emissions regulations in September 2015, and consequent higher catalyst loadings. Strong sales growth in the European car market saw an increase in the number of diesel cars being manufactured, though diesel's share of the new car market decreased slightly. The platinum market remained in deficit in 2016.

 

In contrast, palladium offtake increased by 2%, with strong growth in the predominantly petrol-engined Chinese car market supporting automotive demand, which increased by 3% to 7.8 million ounces. Despite continued net liquidation of palladium investments, the palladium market remained in deficit in 2016, contributing to a rally in the price of the metal as the year progressed.

Operating performance

Total platinum production (metal in concentrate) increased by 2% to 2,382,000 ounces (2015: 2,337,000 ounces). Production increases at Mogalakwena, Amandelbult, Unki, Union and independently managed operations were mitigated by lower output from Rustenburg and Bokoni. Putting Twickenham onto care and maintenance removed approximately 10,000 ounces of unprofitable platinum, while a contractual agreement with a third party for concentrate ended in 2015, which led to a reduction in purchase of concentrate of 11,000 ounces compared with 2015.

 

Mogalakwena mine increased production by 5% to 412,000 ounces (2015: 392,000 ounces), including 31,000 ounces (2015: 24,000 ounces) processed at the Baobab concentrator. Mogalakwena had a strong mining performance, with a 8% increase in tonnes milled.

 

At Amandelbult mine, despite a loss of 20,000 ounces following a fatal incident in which two employees lost their lives, and the subsequent Section 54 safety stoppage, production increased by 7%, reaching 467,000 ounces (2015: 437,000 ounces). The majority of the increase came from a continued strong performance at the opencast area, which produced 41,000 ounces.

 

Production from Unki mine in Zimbabwe increased by 12%⁽¹⁾ to 75,000 ounces (2015: 66,000 ounces), driven mainly by an improvement in recovered grade through better mining reef cut, which reduced waste mining, resulting in more higher grade ore being delivered to the concentrator. As a result, the 4E built-up head grade increased to 3.46g/t from 3.22g/t.

 

Total production from Rustenburg mine, including Western Limb Tailings Retreatment, decreased by 4% to 460,000 ounces (2015: 478,000 ounces)⁽²⁾. Lower output was attributable to four fatal incidents, Section 54 safety stoppages and other incidents, as well as other operational challenges. The sale of the Rustenburg operations was completed on 1 November 2016; from this date, Rustenburg production is being treated as a purchase of concentrate rather than own mined ounces.

 

Union mine increased platinum production by 7% to 151,000 ounces (2015: 141,000 ounces). This was the mine's best performance since 2013, following implementation of the optimised mine plan that was completed in June 2016, which resulted in a significant reduction in labour.

 

Platinum production from independently managed operations, inclusive of both mined and purchased output, increased by 2% to 785,000 ounces (2015: 768,000 ounces). All mines showed year-on-year improvements, with the exception of Bokoni, where production decreased by 21% owing to the closures of two shafts in the fourth quarter of 2015, which removed 26,000 ounces of unprofitable platinum.

 

Refined platinum production decreased by 5% to 2,335,000 ounces (2015: 2,459,000 ounces), mainly as a result of the run-out at Waterval in September 2016, which had the effect of reducing refined production by 65,000 ounces.

 

Platinum sales volumes decreased by 2% to 2,416,000 platinum ounces (2015: 2,471,000 ounces), reflecting the decrease in refined platinum production. Sales were higher than refined production and were supplemented by a drawdown in refined inventory.

Operational outlook

Platinum production guidance (metal in concentrate) is 2.35-2.4 million ounces for 2017 (previously 2.4 million-2.5 million ounces), largely driven by an increase in purchase of concentrate from third parties. Year-on-year production from own-managed mines is expected to remain flat at c. 960,000 ounces.

 

 

⁽¹⁾    Production ounces are shown rounded to the nearest thousand ounces, 12% improvement calculated on unrounded amounts.

⁽²⁾    Includes purchase of concentrate following sale of Rustenburg in November 2016. Prior year restated to exclude third party production from Platinum Mile which was not sold as part of the Rustenburg transaction.

 

 

BASE METALS AND MINERALS

COPPER

Key performance indicators
	Production volume	Sales volume	Price	Unit cost*	Revenue*	Underlying EBITDA*	Underlying EBITDA margin	Underlying EBIT*	Capex*	ROCE*
	kt	kt(1)	c/lb	c/lb(2)	$m	$m		$m	$m
Copper	577	578	225	137	3,066	903	29%	261	563	6%
Prior year	709	706	228	154	3,539	942	27%	228	659	3%
Los Bronces	307	308	-	156	1,386	326	24%	(49)	241	-
Prior year	402	408	-	148	1,852	622	34%	240	228	-
Collahuasi(3)	223	223	-	111	1,068	569	53%	342	144	-
Prior year	200	198	-	137	971	381	39%	167	109	-
Other Operations	47	47	-	-	612	83	14%	43	178	-
Prior year	107	100	-	-	716	55	8%	(63)	322	-
Projects and corporate	-	-	-	-	-	(75)	-	(75)	-	-
Prior year	-	-	-	-	-	(116)	-	(116)	-	-

 

⁽¹⁾    Excludes 62 kt third-party sales.

⁽²⁾    C1 unit cost including by-product credits.

⁽³⁾  44% share of Collahuasi production, sales and financials.

Financial and operating overview

Underlying EBITDA decreased by 4% to $903 million, driven by a decrease in the average LME copper price and an 18% decline in sales volumes (reflecting in part the sale of Anglo American Norte in September 2015), partly offset by a significant reduction in cash costs. Results benefited from cost-reduction initiatives and productivity improvements across all operations, as well as from the implementation, at the start of 2016, of an optimised mine plan at El Soldado. At 31 December 2016, 113,204 tonnes of copper were provisionally priced at 251 c/lb. Provisional pricing of copper sales resulted in an underlying EBITDA gain of $144 million (2015: loss of $366 million), bringing the realised copper price to 225 c/lb for the period, 1% lower than in 2015.

Markets

	2016	2015
Average market price (c/lb)	221	249
Average realised price (c/lb)	225	228

 

The average LME copper price was 11% lower at 221 c/lb. Although the average price was lower than in 2015, prices started 2015 at higher levels and were subsequently impacted by bearish fund positioning, influenced by negative macro-economic sentiment. This precipitated sharp price falls towards the end of 2015, and into January 2016. Prices were relatively stable during the year, before rising strongly in the latter stages. Sentiment towards the metal showed signs of improvement as China's economy displayed evidence of stability, leading to increased investment flows into copper. Key copper-consuming sectors in China contributed to the improved offtake, including stronger construction and infrastructure activity, such as power grid investment.

 

Operating performance

The Los Bronces operation faced a number of challenges during the year. Production decreased by 24% to 307,200 tonnes (2015: 401,700 tonnes), driven by expected significantly lower grades (2016: 0.67% vs. 2015: 0.92%). The mine returned to processing lower average grades than in 2015, when it had prioritised the processing of higher grade areas in order to offset the impact of water shortages. In 2016, in contrast, a series of unusual weather events resulted in the operations having to cope with excess water. Snowfall late in 2015, and its subsequent melting, caused dewatering problems in the pit, while significant snowfall in 2016 (when more than 10 metres was recorded, 30% higher than average) interrupted ore extraction, particularly from the mine's higher altitude and higher grade areas, which affected the ability to feed high grade ore to the plants. In addition, a seven-day strike affected production in September, and there were disruptions in November and December owing to illegal industrial action by contractor unions. In spite of the production challenges, unit costs were only 5% higher than in 2015, at 156 c/lb (2015: 148 c/lb), as cost-reduction initiatives across all areas of the operation partly compensated for the lower output.

 

Record concentrate production was achieved at Collahuasi; Anglo American's attributable production increased by 11% to 222,900 tonnes (2015: 200,300 tonnes). Strong, sustained plant performance, following rectification work undertaken in 2015, was supported by higher grades (2016: 1.22% vs. 2015: 1.15%). This was offset by reduced cathode production following the closure of the higher-cost oxide plant at the end of 2015. Unit costs decreased by 19% to 111 c/lb (2015: 137 c/lb), benefiting from the higher production as well as from an ongoing focus on reducing costs at the operation.

 

Production at El Soldado increased by 31% to 47,000 tonnes (2015: 36,000 tonnes) as a result of improved throughput and higher grades. Unit costs declined by 19% to 184 c/lb (2015: 228 c/lb), reflecting the benefits of both the higher production and the implementation of the optimised mine plan from the start of the year. In July 2016, the unionised workforce at El Soldado went on a 13-day strike before agreement was reached with the company on a new remuneration offer. Management continued to optimise the mine plan following changes made to sequencing in response to low prices during 2016. The redesigned mine plan for El Soldado is yet to receive permitting approval and therefore we decided, in February 2017, to temporarily suspend mining operations, pending appeal to the regulator and/or amendments being made to the mine plan. Work continues with Sernageomin (Chile'

s National Geology and Mining Service) on securing appropriate licences for this revised mine plan.

Operational outlook

Production in 2017 is expected to be in line with that in 2016. Higher throughput at Collahuasi is expected to be offset by lower grades. At Los Bronces, recovery from the weather- and strike-related stoppages in 2016 is likely to be affected by increasing ore hardness, thereby constraining plant performance. Production guidance for 2017 remains unchanged at 570,000-600,000 tonnes.

 

In the next two years it will be necessary to replace the stator motors on each of the two ball mills on the key Line 3 at Collahuasi (responsible for around 60% of plant throughput). This work is planned for 2018 and 2019; however, this may be brought forward for operational reasons (estimated impact of each change on attributable production of 20,000-25,000 tonnes).

 

NICKEL, NIOBIUM AND PHOSPHATES

 

Key performance indicators

 

	Production volume	Sales volume	Price	Unit  cost*		Revenue*	Underlying EBITDA*	Underlying EBITDA margin	Underlying EBIT*	Capex*	ROCE*
	t	t	c/lb	c/lb(1)		$m	$m(2)		$m(2)	$m
Nickel segment	44,500	44,900	431	350		426	57	13%	(15)	62	(1)%
Prior year	30,300	32,000	498		431	146	(3)	(2)%	(22)	26	(1)%

 

⁽¹⁾  C1 cash costs (c/lb).

⁽²⁾    Nickel segment includes $10 million projects and corporate costs (2015: $12 million).

 

	Production volume	Sales volume	Price	Unit cost*	Revenue*	Underlying EBITDA*	Underlying EBITDA margin	Underlying EBIT*	Capex*	ROCE*
	kt	kt	$/t	$/t	$m	$m(2)		$m(2)	$m
Niobium and Phosphates(1))	-	-	-	-	495	118	24%	79	26	19%
Prior year	-	-	-	-	544	146	27%	119	50	14%
Niobium	4.7	4.6	-	-	137	41	30%	21	-	6%
Prior year	6.3	5.1	-	-	111	40	36%	33	26	6%
Phosphates	864	973	354	-	358	80	22%	61	26	50%
Prior year	1,111	1,060	479	-	433	111	26%	91	24	30%

 

⁽¹⁾  Metrics relating to 2016 include results up to the date of disposal, 30 September 2016. Prior year metrics include results for the full year to 31 December 2015.

⁽²⁾  Niobium and Phosphates also include $3 million and $5 million of projects and corporate costs for year to date September 2016 and full year 2015, respectively.

Financial and operating overview

The sale of Niobium and Phosphates to China Molybdenum Co Ltd. was completed on 30 September 2016.

Nickel

Nickel's underlying EBITDA was $57 million, reflecting lower cash costs and higher volumes following the successful rebuild of Barro Alto's furnaces, with the operation reaching nameplate capacity in the third quarter of 2016, as well as the favourable impact of the weaker Brazilian real. These benefits were partly offset by a decline in the average nickel price for the year, cost inflation and lower energy surplus sales. Barro Alto's operating results were capitalised until October 2015, when the project began commercial production.

 

Nickel unit costs decreased by 19% to 350 c/lb (2015: 431 c/lb), mainly attributable to increased production volumes from Barro Alto, favourable exchange rates, lower energy costs and consumables, partially offset by inflation.

Niobium

Underlying EBITDA was flat year-on-year at $41 million (2015: $40 million), with higher sales volumes from Boa Vista Fresh Rock (BVFR) and lower cash costs offsetting lower prices and the impact of the sale of the business. Underlying EBITDA from BVFR was capitalised during January and February 2016, with commercial production being achieved in March 2016.

Phosphates

Underlying EBITDA of $80 million decreased by 28% (2015: $111 million), driven primarily by the sale of the business, as well as lower sales pricing and inflation, partially offset by a reduction in operating costs.

 

Markets

 

	2016	2015
Average market price(1) (c/lb)	436	536
Average realised price(2) (c/lb)	431	498

⁽¹⁾    The average market price is the LME nickel price, from which ferronickel pricing is derived. Ferronickel is traded based on discounts or premiums to the LME price, depending on market conditions, supplier products and consumer preferences.

⁽²⁾    Differences between market prices and realised prices are largely due to variances between the LME and ferronickel price.

Nickel

The average LME nickel cash settlement price decreased by 19% to 436 c/lb (2015: 536 c/lb).

 

Concerns about global economic growth put significant downward pressure on metal prices, particularly through the second half of 2015 and the first quarter of 2016. Despite these concerns, nickel demand improved strongly during the year, while supply contracted for the second consecutive year, resulting in a market deficit. Demand, which had grown by 1.2% in 2015, increased by 8.3% in 2016, supported by strong growth in global stainless steel production, which rose by 5.3% (2015: 0.2%). With Chinese nickel pig iron (NPI) production declining, price-led cutbacks at other nickel producers and lower availability of nickel‑bearing stainless steel scrap, the nickel market tightened, while a shortage of nickel-iron units (ferronickel, NPI and stainless steel scrap) led to ferronickel, which had traded at a discount to the LME price, starting to command a premium to the LME price.

Niobium

Worldwide demand for ferroniobium decreased in 2016. Demand from the key markets of China and North America was particularly muted at the beginning of the year, attributable to overcapacity in steel production, and the effect of the weaker oil and gas sector.

Phosphates

The average MAP CFR Brazil price was $354/tonne, 26% lower than for the equivalent period in 2015 ($479/tonne), as a result of increased global supply and weaker than expected demand in the major markets - the US, China and India. In Brazil, demand for phosphate fertilisers from January to September 2016 was around 10.2 million tonnes, a 6.5% increase. This strong demand was driven by favourable weather conditions, lower fertiliser prices, an attractive barter ratio, the weaker Brazilian real (which supported farmers' earnings) and increased availability of funding to farmers.

Operating performance

Nickel

Nickel output increased by 47% to 44,500 tonnes (2015: 30,300 tonnes) following the successful rebuild of the Barro Alto furnaces, which are now producing at close to nameplate capacity. Codemin's production of metal was in line with the previous year at approximately 9,000 tonnes.

Niobium

At the point of disposal, production was in line with the prior year at 4,700 tonnes (Q3 2015: 4,700 tonnes; FY 2015: 6,300 tonnes). This was despite two shutdowns; the first in the first quarter to reduce stock levels and facilitate site maintenance and work on residue disposal; and the second, a planned stoppage in May in order to implement the downstream metallurgy project. Following the project's implementation, plant performance was strong, with an all-time production record achieved in July.

 

Phosphates

At the time of disposal in the third quarter, fertiliser production was 0.9 million tonnes (Q3 2015: 0.8 million tonnes; FY 2015: 1.1 million tonnes), with the increase being attributable to strong granulation plant performance at both sites and favourable operational conditions, which allowed two separate planned maintenance stoppages (scheduled for January and March 2016) to be combined. Phosphoric acid production was also boosted as a result of increased plant stability and higher equipment availability at both sites. Dicalcium phosphate production was higher because of improved plant performance (principally lower idle time at Cubatao and a reduction in time spent on tank maintenance at Catalao), as well as higher phosphoric acid availability.

Operational outlook

Nickel

Production guidance for 2017 is approximately 45,000 tonnes (previously 42,000-45,000 tonnes).

 

 

IRON ORE AND MANGANESE

Key performance indicators
	Production volume	Sales volume	Price	Unit  cost*	Revenue*	Underlying EBITDA*	Underlying EBITDA margin	Underlying EBIT*	Capex*	ROCE*
	Mt(1)	Mt	$/t(2)	$/t(3)	$m	$m		$m	$m
Iron Ore and Manganese	-	-	-	-	3,426	1,536	45%	1,275	269	12%
Prior year	-	-	-	-	3,390	1,026	30%	671	1,422	5%
Kumba Iron Ore	41.5	42.5	64	27	2,801	1,347	48%	1,135	160	51%
Prior year	44.9	47.8	53	31	2,876	1,011	35%	739	523	26%
Iron Ore Brazil	16.1	16.2	54	28	-	(6)	-	(6)	109	(1)%
Prior year	9.2	8.5	41	60	-	(20)	-	(21)	899	(1)%
Samancor(4)	3.3	3.4	-	-	625	258	41%	209	-	59%
Prior year	3.3	3.3	-	-	514	104	20%	22	-	4%
Projects and Corporate	-	-	-	-	-	(63)	-	(63)	-	-
Prior year	-	-	-	-	-	(69)	-	(69)	-	-

 

⁽¹⁾    Iron Ore Brazil production is Mt (wet basis).

⁽²⁾    Prices for Kumba Iron Ore are the average realised export basket price (FOB Saldanha). Prices for Iron Ore Brazil are the average realised export basket price (FOB Au) (wet basis).

⁽³⁾    Unit costs for Kumba Iron Ore are on an FOB dry basis. Unit costs for Iron Ore Brazil are on an FOB wet basis.

⁽⁴⁾    Production, sales and financials include ore and alloy.

 

Financial and operating overview

Kumba

Underlying EBITDA increased by 33% to $1,347 million (2015: $1,011 million), mainly due to a 21% increase in the average realised FOB export iron ore price from $53/tonne to $64/tonne, partially offset by lower sales volumes. Lump- and ore-quality benefits resulted in the average realised iron ore price of $64/tonne being higher than the average iron ore benchmark price of $58/tonne. Unit costs decreased by 13% to $27/tonne (2015: $31/tonne), driven by the pit reconfiguration at Sishen to a lower cost shell, which included restructuring the operation, and the benefit of the weaker South African rand. The pit reconfiguration resulted in lower volumes, partially offset by productivity gains in mining and processing operations. The average CFR break-even price achieved was $29/tonne in 2016.

 

Sales volumes decreased by 11% to 42.5 Mt (2015: 47.8 Mt), reflecting the 10% decline in production volumes at Sishen. Total finished product stock reduced to 3.5 Mt (2015: 4.7 Mt), in line with the optimum level of around 3 Mt.

Iron Ore Brazil

Iron Ore Brazil's underlying EBITDA loss was $6 million (2015: $20 million loss). Minas-Rio continued to capitalise its operating results in 2016, as the asset remained in the ramp-up phase throughout the year. Iron Ore Brazil's capitalised operating EBITDA amounted to $269 million (2015: $239 million loss), reflecting higher total sales volumes and an improvement in realised iron ore prices, as well as lower unit costs. Minas-Rio's average FOB realised price in 2016 was $54 per wet metric tonne (equivalent to $59 per dry metric tonne). Operating results ceased to be capitalised from January 2017.

 

 

Samancor

Underlying EBITDA increased by $154 million to $258 million (2015: $104 million), driven by a recovery in manganese ore prices, a 6% increase in ore sales, and lower costs partly attributable from the restructuring of the South African manganese operations.

 

The restructuring of the South African manganese operations was completed in the first quarter of the year. This reduced the operating cost base and increased production flexibility in response to the sharp decline in the manganese index ore price in 2015, which carried through into the first half of 2016. During the second six months, however, the price staged a dramatic recovery from its lows.

Markets

Iron ore

	2016	2015
Average market price (IODEX 62% Fe CFR China - $/tonne)	58	56
Average market price (MB 66% Fe Concentrate CFR- $/tonne)	69	67
Average realised price (Kumba export - $/tonne) (FOB Saldanha)(1)	64	53
Average realised price (Minas-Rio - $/tonne) (FOB wet basis)(2)	54	41

 

 

⁽¹⁾    Kumba's outperformance over the Platts 62% Fe CFR China index is primarily representative of the superior iron (Fe) content and the relatively high proportion (approximately 64%) of lump in the overall product portfolio.

⁽²⁾    Iron Ore Brazil produces a higher grade product than the Platts 62% Fe indices, with pricing reflecting the increased Fe content and lower gangue. Platts 62% is referred to for comparison purposes only.

 

Iron ore prices fared better than in 2015, but with significant volatility through the year. The IODEX 62% Fe CFR China spot price increased by 4% to an average of $58/tonne, trading in a yearly range of
$40-$84/tonne. The improvement in downstream demand in China, combined with steel capacity closures as part of the country's supply-side reforms and environmental improvement drive, supported both steel and iron ore prices. This positive demand environment and improved mill margins have driven an increase in Chinese crude steel production, while the progressive withdrawal of marginal domestic iron ore supply has boosted demand for seaborne iron ore materials. Rallying metallurgical coal prices have also been supportive of demand for high grade ores, with quality price premiums increasing through most of the second half of 2016.

Manganese

Following a 57% reduction in the index ore price during 2015, the index ore price increased by 341% during 2016, closing at $9.01/dmtu (44% Mn CIF China). The price recovery was driven by demand from China, where strong government-led infrastructure spending has resulted in higher steel prices.

Operating performance

Kumba

Sishen's production decreased by 10% to 28.4 Mt (2015: 31.4 Mt), consistent with the mine's lower-cost pit configuration. Waste mined reduced to 137.1 Mt (2015: 222.2 Mt), in line with lower production. Run rates for the year were affected by the restructuring; higher levels of rainfall and safety stoppages in the first six months also had an adverse impact on production. Following successful completion of the restructuring, the second half of the year showed a considerable improvement as benefits attributable to improved mining productivity, as well as access to low strip ratio ore and higher plant yields, started to come through.

 

Implementation of the mining work management element of the Operating Model at Sishen resulted in significant improvements in the amount of ore and waste mined. Work management for the reconfigured mining set-up is now under way.

 

Kolomela mine produced a record 12.7 Mt, 6% more than the 12.1 Mt produced in 2015, mainly owing to debottlenecking and optimisation of the plant. Waste mining increased by 10% to 50.2 Mt, in line with higher production levels.

 

 

At Kolomela, implementation of the Operating Model in the plant area has seen a marked improvement in work execution, with scheduled work completion now in excess of 95%. Screening-tonnes throughput improved by 18% during the go-live phase, and a further 18% during the stabilisation phase. The plantÕs process stability has also improved significantly.

 

Mining activities at Thabazimbi ceased on 30 September 2015, and processing activities on 31 March 2016. Closure of the mine has proceeded according to plan. Sishen Iron Ore Company Proprietary Limited, a subsidiary of Kumba, and ArcelorMittal South Africa Limited (AMSA) have signed an agreement for the transfer of the Thabazimbi mine, including all remaining assets and liabilities, to AMSA, which will become effective once all the conditions precedent have been met.

 

The Dingleton project is substantially complete, with only a small number of households still to be relocated.

Iron Ore Brazil

Iron ore production from Minas-Rio⁽¹⁾ increased by 76% to 16.1 Mt (2015: 9.2 Mt), as the operation continues its ramp-up. There has been an improved operational performance since July 2016, when a licence was granted to access the Step 2 area.

Samancor

Manganese ore production was broadly in line with the prior year at 3.1 Mt (attributable basis). Production from the Australian operations was 2% lower owing to certain ore feed constraints. This was offset by a 5% increase from the South African operations following the draw-down on the Wessels concentrate stockpiles in response to higher market prices.

 

Production of manganese alloys decreased by 35% to 137,800 tonnes (attributable basis). This was due to power shortages in Tasmania, which resulted in a five month suspension of production at two of the four furnaces. The furnaces were subsequently brought back on line, with a return to full production rates during September. In South Africa, manganese alloy production declined by 46%, following the decision in May 2015 to temporarily close three of the four furnaces there.

Operational outlook

Kumba

Production guidance for Sishen is 27-28 Mt for 2017, with a waste movement target of 150-160 Mt. The restructuring is expected to contribute to annual cost savings for 2017. In the medium term, the mine will continue to explore opportunities to fill any spare plant capacity through the use of low grade stockpiles. Further improvements in equipment efficiencies are expected over the medium term.

 

At Kolomela, annual production is expected to be 13-14 Mt for 2017. Waste removal is expected to increase to around 50-55 Mt in support of the increased annual output.

 

Kumba has a target unit cost of c. $30/tonne. Full year total sales volume guidance for 2017 is 40-42 Mt.

Iron Ore Brazil

Iron Ore Brazil continues to focus on operational stability and on obtaining the Step 3 licences required for the operation to access the full range of run-of-mine grades and reach its nameplate capacity of 26.5 Mt (wet basis).

 

Approval of the Step 2 licences, which had been expected in the first half of 2016, was provisionally granted in July 2016, with final approval in October 2016. The Step 2 area is expected to yield c. 45 million saleable tonnes of ore, most of which is anticipated to be mined by the time the licences for Step 3 (which had originally been expected in early 2018, and are now forecast for late 2018) are secured.

 

As a result of these licensing delays, production guidance for 2017 has been lowered to 16-18 Mt (previously 19-21 Mt), and for 2018 to 15-18 Mt (previously 22-24 Mt), subject to the timing of the Step 3 licences approval. After the Step 3 licences have been secured, the operation is expected to be in a position to ramp-up to produce at its nameplate capacity rate of 26.5 Mt per year.

 

In 2017, unit costs are expected to be approximately $27/tonne (wet basis, at 2016 average FX rate).

⁽¹⁾ Iron Ore Brazil production is on a wet basis, unless otherwise stated.

Samancor

Australian manganese ore production guidance of 2.1 Mwmt remains unchanged, albeit with an increased proportion of Premium Concentrate ore (PCO2) in the product mix. The PCO2 fines product has a manganese content of approximately 40%, which leads to both grade and product-type discounts when referenced to the high grade 44% manganese lump ore index. South Africa Manganese ore production will remain configured for an optimised production rate of 2.9 Mwmt pa (100% basis), although the business will continue to act opportunistically when market fundamentals are supportive.

Legal

Residual mining rights

On 12 October 2016, South Africa's Department of Mineral Resources (DMR) granted the residual 21.4% undivided share of the mining right for the Sishen mine to Sishen Iron Ore Company Proprietary Limited (SIOC). As a result of the grant of the residual 21.4% undivided share, SIOC is now the sole and exclusive holder of the right to mine iron ore and quartzite at the Sishen mine. This residual mining right will be incorporated into the 78.6% Sishen mining right that SIOC successfully converted in 2009.

Tax Matters

On 3 February 2017, the South African Revenue Service and Sishen Iron Ore Company Proprietary Limited agreed on a R2.5 billion (approximately $185 million) settlement of a tax matter relating to the period covering 2006 to 2015 inclusive. The Group had previously provided for R1.5 billion and an additional R1.0 billion has been provided for this year.

 

 

COAL

Key performance indicators
	Production volume	Sales volume	Price	Unit cost*	Revenue*	Underlying EBITDA*	Underlying EBITDA  margin	Underlying EBIT	Capex*	ROCE*
	Mt(1)	Mt(2)	$/t(3)	$/t(4)	$m	$m		$m	$m
Coal	94.8	94.7	-	-	5,263	1,646	31%	1,112	613	29%
Prior year	94.9	96.8	-	-	4,888	1,046	21%	457	941	9%
Australia and Canada	30.4	30.3	112	51	2,547	996	39%	661	523	30%
Prior year	33.5	34.0	90	55	2,374	586	25%	190	837	6%
South Africa	53.8	53.6	60	34	2,109	473	22%	366	90	41%
Prior year	50.3	51.6	55	39	1,893	345	18%	230	104	19%
Colombia	10.7	10.8	56	28	607	235	39%	143	-	17%
Prior year	11.1	11.2	55	31	621	168	27%	90	-	11%
Projects and corporate	-	-	-	-	-	(58)	-	(58)	-	-
Prior year	-	-	-	-	-	(53)	-	(53)	-	-

 

⁽¹⁾    Production volumes are saleable tonnes.

⁽²⁾      South African sales volumes exclude non-equity traded sales volumes of 6.1 Mt (2015: 3.4 Mt).

⁽³⁾    Australia is the weighted average metallurgical coal sales price achieved. South Africa is the weighted average export thermal coal price achieved.

⁽⁴⁾    FOB cost per saleable tonne, excluding royalties. Australia and Canada excludes study costs and Callide. South Africa unit cost is for the export operations.

Financial and operating overview

Australia and Canada

Underlying EBITDA increased by 70% to $996 million, reflecting a 24% increase in the metallurgical coal realised price, and cost reductions across the business. Underlying EBITDA further benefited from an increase in the proportion of hard coking coal production to 65% of total export production (2015: 60%). Although total production declined following a number of divestments, unit costs decreased by 7% in US dollar terms (7% in local currency) following the implementation of significant cost-reduction initiatives, particularly at the opencut operations, and a corporate restructure. Local currency (Australian dollar) unit costs were the lowest since 2006.

 

Excluding the impact of divestments, total coal production was 4% lower than in 2015. The decrease was attributable to a reduction in export thermal production at Drayton, where mining activities ceased in October, following the New South Wales Planning Assessment Commission decision not to support approval of the Drayton South project. Excluding the divestment of Foxleigh (completed on 29 August 2016), metallurgical coal production was in line with the prior year.

 

The divestment of Callide was completed on 31 October 2016.

 

Grosvenor produced its first longwall coal in May 2016, seven months ahead of schedule and more than $100 million under its total capital budget. While all equipment has been fully commissioned, ramp-up to normal production is currently being hampered by challenging geological conditions.

South Africa

Underlying EBITDA increased by 37% to $473 million. This was mainly attributable to a 9% increase in the export thermal coal price, notwithstanding 4% lower export sales volumes as a result of planned destocking in 2015 (which was not repeated in 2016), facilitated by accessing additional rail and port capacity. Despite continued inflationary pressure in South Africa, unit costs reduced by 13% to $34/tonne owing to the weaker rand and a 2% reduction in on-mine rand unit costs. On-mine local currency costs have now reduced in line with those reported in 2013, as a result of the business's cost-saving and productivity initiatives.

Production increased by 7%, with a 9% increase from the Export mines following implementation of productivity improvement initiatives, and a 7% increase at the Eskom-tied mines, due largely to the recommissioning of the third dragline at New Vaal following a maintenance shutdown.

Colombia

Underlying EBITDA increased by 40% to $235 million, attributable mainly to stronger prices and lower costs following planned lower production to remove the highest cost capacity, and by the sustained benefits of significant cost-reduction programmes implemented in 2015.

Markets

Metallurgical coal

	2016		2015
Average market price for premium low-volatility hard coking coal ($/tonne)(1)		114	102
Average market price for premium low-volatility PCI ($/tonne)(1)		88	84
Average realised price for premium low-volatility hard coking coal ($/tonne)		119	94
Average realised price for PCI ($/tonne)		77	77

 

⁽¹⁾    Represents the quarterly average benchmark for premium low-volume hard coking coal and PCI.

 

Metallurgical coal prices started to recover in the first six months, in a balanced market. In the second half, China's imposition of safety, environmental and working time controls on its domestic mines, along with supply disruptions arising from geological difficulties encountered at several mines in Australia, caused significant market tightness, resulting in a sharp increase in both spot and contract prices. The spot metallurgical coal price averaged $199/tonne (TSI Premium HCC FOB Australia East Coast Port $/tonne) in the second half, 134% higher than in the first six months, with the premium for high grade material increasing owing to tightness in the premium HCC market. Supply controls on domestic production in China were relaxed towards the end of the year, while exports from the US slowly increased in the second half as some mines there came out of bankruptcy protection. Australian supply, however, remained broadly stable throughout the year, with producers taking a cautious view on capital investment.

Thermal coal

	2016	2015
Average market price ($/t, FOB Australia)(1)	66	59
Average market price ($/t, FOB South Africa)(1)	64	57
Average market price ($/t, FOB Colombia)(1)	58	52
Average realised price - Export Australia ($/tonne, FOB)	55	55
Average realised price - Export South Africa ($/tonne, FOB)	60	55
Average realised price - Domestic South Africa ($/tonne)	17	19
Average realised price - Colombia ($/tonne, FOB)	56	55

 

⁽¹⁾    Thermal coal price and realised price will differ according to timing and quality differences.

Chinese domestic supply rationalisation led to rises in the domestic thermal coal price, thereby incentivising imports. Consequently, Chinese import demand increased in the second half of the year, lifting global thermal coal prices. In the Pacific, the globalCOAL Newcastle 6,000 kcal/kg FOB Australia index increased by 12% to $66/tonne. This uplift in demand and subsequent increase in price helped pull up both the South African (API4) and Colombian (API10) indices by 12%. On the supply side, supply from Australia and Indonesia decreased slightly, while Russian exports into the Pacific were marginally higher on the back of increased Chinese import demand.

 

Operating performance

Australia and Canada

Excluding the impact of divestments, production from the Australian mines decreased by 4% owing to the cessation of mining activities at Drayton (thermal coal). Production from the remaining operations was flat year-on-year as geological issues at Grasstree, and a planned reduction at Capcoal's open cut, which moved to a five-day operation, were offset by the ramp-up of Grosvenor, productivity improvements at Dawson and Jellinbah, as well as another record year at Moranbah.

 

Excluding the divestment of Foxleigh, Australian export metallurgical coal production was in line with 2015. HCC production increased by 2%, owing to the ramp-up of Grosvenor (benchmark HCC producer), productivity gains and a change in mix to higher value metallurgical coal production at Dawson.

South Africa

Total production from the export operations increased by 9% to 24.6 million tonnes following the implementation of various productivity improvement initiatives at all managed sites, the introduction of enhanced shift systems at Goedehoop and Zibulo, and plant innovations at Kleinkopje and Goedehoop that have delivered incremental saleable production from previously discarded material.

 

Export sales at 19.1 Mt were the second highest recorded, albeit 4% below 2015, when prior year sales volumes benefited from a planned 1 Mt drawdown of inventory.

 

Eskom mine production increased by 7%, with New Vaal's third dragline back in production following maintenance in the second half of 2015, and an improved performance at Kriel's underground operations.

Colombia

Anglo American's attributable output from its 33.3% shareholding in Cerrejon decreased by 4% to 10.7 Mt, following heavy rainfall in May and June, and ongoing planned reductions to remove the highest-cost capacity.

Operational outlook

Australia and Canada

Metallurgical coal production in 2017 is expected to be 19-21 Mt. This is below previous guidance owing to the divestment of Foxleigh, the restructuring of Dawson and Capcoal open cut to lower cost, lower volume operations, and current geological issues at Grosvenor.

Export Thermal Coal

In 2017, export production from South Africa and Colombia has increased to 29-31 Mt (previously 28-30 Mt).

 

CORPORATE AND OTHER

Key performance indicators
	Revenue	Underlying EBITDA*	Underlying EBIT*	Capex*
	$m	$m	$m	$m
Segment	4	(123)	(150)	14
Prior year	925	(11)	(64)	16
Other Mining and Industrial	-	(2)	(2)	-
Prior year	921	110	64	3
Exploration	-	(107)	(107)	-
Prior year	-	(152)	(154)	-
Corporate activities and unallocated costs	4	(14)	(41)	14
Prior year	4	31	26	13

Financial and operating overview

Corporate and Other reported an underlying EBITDA loss of $123 million (2015: $11 million loss).

Other Mining and Industrial

Underlying EBITDA from Other Mining and Industrial fell from a contribution of $110 million to a loss of $2 million following the disposal of Anglo American's interest in the Lafarge Tarmac joint venture in July 2015.

Exploration

Exploration expenditure decreased to $107 million (2015: $152 million), reflecting general reductions across all commodities. The decreases were mainly attributable to an overall reduction in drilling activities.

Corporate activities and unallocated costs

Underlying EBITDA amounted to a $14 million loss (2015: $31 million gain), driven primarily by a year-on-year loss of $62 million that was recognised in the Group's self-insurance entity, reflecting lower premium income and higher net claims and settlements during 2016.

 

This was offset to some extent by an 11% decrease in corporate costs ($57 million), of which $56 million represented a foreign exchange gain compared with 2015. The reduction in corporate costs was mitigated by a 10% decrease in the recharge and allocation of corporate costs to business units of $40 million, reflecting the lower corporate cost base.

 

 

For further information, please contact:

 

Media		Investors
UK James Wyatt-Tilby [email protected] Tel: +44 (0)20 7968 8759		UK Paul Galloway [email protected] Tel: +44 (0)20 7968 8718
Marcelo Esquivel [email protected] Tel: +44 (0)20 7968 8891		Trevor Dyer [email protected] Tel: +44 (0)20 7968 8992
South Africa Pranill Ramchander [email protected] Tel: +27 (0)11 638 2592   Ann Farndell [email protected] Tel: +27 (0)11 638 2786		Sheena Jethwa [email protected] Tel: +44 (0)20 7968 8680

 

Notes to editors:

Anglo American is a globally diversified mining business. Our portfolio of world-class competitive mining operations and undeveloped resources provides the raw materials to meet the growing consumer-driven demands of the world's developed and maturing economies. Our people are at the heart of our business. It is our people who use the latest technologies to find new resources, plan and build our mines and who mine, process and move and market our products to our customers around the world.

 

As a responsible miner - of diamonds (through De Beers), platinum and other precious metals, copper, nickel, iron ore and coal - we are the custodians of what are precious natural resources. We work together with our key partners and stakeholders to unlock the long-term value that those resources represent for our shareholders and for the communities and countries in which we operate Ð creating sustainable value and making a real difference.

www.angloamerican.com

 

     

 

Webcast of presentation: 

A live webcast of the results presentation, starting at 10.15am UK time on 21 February 2017, can be accessed through the Anglo American website at www.angloamerican.com

 

Note: Throughout this results announcement, '$' denotes United States dollars and 'cents' refers to United States cents. Tonnes are metric tons, 'Mt' denotes million tonnes and 'kt' denotes thousand tonnes, unless otherwise stated.

 

Forward-looking statements:                            

This announcement includes forward-looking statements. All statements other than statements of historical facts included in this announcement, including, without limitation, those regarding Anglo American's financial position, business and acquisition strategy, plans and objectives of management for future operations (including development plans and objectives relating to Anglo American's products, production forecasts and Ore Reserves and Mineral Resources), are forward-looking statements. By their nature, such forward-looking statements involve known and unknown risks, uncertainties and other factors which may cause the actual results, performance or achievements of Anglo American, or industry results, to be materially different from any future results, performance or achievements expressed or implied by such forward-looking statements. Such forward-looking statements are based on numerous assumptions regarding Anglo American's present and future business strategies and the environment in which Anglo American will operate in the future. Important factors that could cause Anglo American's actual results, performance or achievements to differ materially from those in the forward-looking statements include, among others, levels of actual production during any period, levels of global demand and commodity market prices, mineral resource exploration and development capabilities, recovery rates and other operational capabilities, the availability of mining and processing equipment, the ability to produce and transport products profitably, the impact of foreign currency exchange rates on market prices and operating costs, the availability of sufficient credit, the effects of inflation, political uncertainty and economic conditions in relevant areas of the world, the actions of competitors, activities by governmental authorities such as changes in taxation or safety, health, environmental or other types of regulation in the countries where Anglo American operates, conflicts over land and resource ownership rights and such other risk factors identified in Anglo American's most recent Annual Report. Forward-looking statements should, therefore, be construed in light of such risk factors and undue reliance should not be placed on forward-looking statements. These forward-looking statements speak only as of the date of this announcement. Anglo American expressly disclaims any obligation or undertaking (except as required by applicable law, the City Code on Takeovers and Mergers (the "Takeover Code"), the UK Listing Rules, the Disclosure and Transparency Rules of the Financial Conduct Authority, the Listings Requirements of the securities exchange of the JSE Limited in South Africa, the SWX Swiss Exchange, the Botswana Stock Exchange and the Namibian Stock Exchange and any other applicable regulations) to release publicly any updates or revisions to any forward-looking statement contained herein to reflect any change in Anglo AmericanÕs expectations with regard thereto or any change in events, conditions or circumstances on which any such statement is based.

 

Nothing in this announcement should be interpreted to mean that future earnings per share of Anglo American will necessarily match or exceed its historical published earnings per share.

 

Certain statistical and other information about Anglo American included in this announcement is sourced from publicly available third party sources. As such, it presents the views of those third parties, though these may not necessarily correspond to the views held by Anglo American.