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2016 Annual Report Contents

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2016 Annual Report Contents NEWCREST MINING LIMITED ANNUAL REPORT 2016 C Page Heading 2016 Annual Report Contents KEY MANAGING ABOUT ACHIEVEMENTS CHAIRMAN’S DIRECTOR’S VALUE NEWCREST FOR FY16 REPORT REVIEW PROPOSITION LARGE GOLD RESERVES 2 4 6 7 8 8 LOW COST PRODUCER 9 DELIVERING ON COMMITMENTS 10 ORGANIC GROWTH 11 EXPLORATION AND TECHNICAL CAPABILITY 12 FINANCIALLY ROBUST 13 NEWCREST MINING LIMITED ANNUAL REPORT 2016 1 Page Heading MINERAL ASSET CORPORATE RESOURCES AND DIRECTORS’ FINANCIAL CORPORATE OVERVIEW RESPONSIBILITY THE BOARD ORE RESERVES REPORT REPORT DIRECTORY 14 16 20 24 34 94 149 “AS WE LOOK TO THE FUTURE, I AM ENERGISED BY WHAT HAS BEEN ACHIEVED OVER THE PAST YEAR ACROSS OUR THREE KEY TRANSFORMATION PILLARS – SAFETY, OPERATIONAL PERFORMANCE AND PEOPLE – AND BY THE TREMENDOUS POTENTIAL “ THAT REMAINS FOR NEWCREST. SANDEEP BISWAS MANAGING DIRECTOR AND CHIEF EXECUTIVE OFFICER 2 About Newcrest The health and safety of our workforce is a core value for Newcrest. Our clear focus remains on eliminating fatalities and life-altering injuries from our business, while striving to make continual progress on reducing all injuries and health impacts. We believe that a strong commitment to health and safety improvement will yield benefits for our workforce and for overall business performance. Forging a stronger Newcrest Our Mission We Value... To deliver superior returns from finding, developing and operating gold/copper mines. Our Vision Caring about Integrity and Working Innovation and High- people honesty together problem solving performance To be the Miner of Choice.TM We will lead the way in safe, responsible, efficient and profitable mining. We achieve superior results through... Our Edge A high performance, no‑nonsense culture focussed on: Employee Personal Bottom-up Operational involvement ownership innovation discipline • Safety • Operational discipline • Cash • Profitable growth We deliver on our commitments. Shared Inspirational Talent vision leaders development NEWCREST MINING LIMITED ANNUAL REPORT 2016 3 Gosowong Hidden Valley 6 7 5 Lihir 3 Indonesia 10 4 8 Wafi‑Golpu Bonikro 9 West Africa Telfer 2 Fiji 1 Cadia OPERATIONS / NEAR-MINE GROWTH GROWTH OPPORTUNITY OPPORTUNITY Our assets CADIA LIHIR TELFER Located in central west New South Wales, One of the world’s largest gold deposits, Lihir Operating since 1977 and 100 percent Australia, 25 kilometres south-west of Orange is 100 percent owned by Newcrest and located owned by Newcrest, the Telfer gold-copper and 250 kilometres west of Sydney, Cadia has on the island of Niolam which is part of the Lihir mine is located in the Great Sandy Desert one of the deepest panel caves in the world and group of islands, 900 kilometres north-east of in Western Australia, approximately is 100 percent owned by Newcrest. Port Moresby in the New Ireland Province of 400 kilometres south-east of Port Hedland. Papua New Guinea (PNG). GOSOWONG BONIKRO HIDDEN VALLEY Located on Halmahera Island, Indonesia, Located approximately 250 kilometres north A gold and silver mine located approximately Gosowong is operated by PT Nusa west of Abidjan in CÔte d’Ivoire, Bonikro is a 90 kilometres south west of Lae in the Morobe Halmahera Minerals which is owned by gold mine 89.89 percent owned by Newcrest. Province of PNG, Hidden Valley is part of the Newcrest (75 percent interest) and PT Hidden Valley Joint Venture which is owned Aneka Tambang (25 percent interest). 50 percent by Newcrest and 50 percent by Harmony Gold Mining Company Limited. 4 Key Achievements for FY16 Delivering on operational and financial commitments ACHIEVE PRODUCTION LOW COST POSITION GENERATE FREE & COST GUIDANCE AISC CASH FLOW (FCF) • Met group US$ US$ production guidance 762/oz 814m • Within or below FCF in FY16 guidance on costs REDUCE NET DEBT WITHIN TARGET DIVIDEND Reduced by FINANCIAL METRICS Dividend of • Achieved all 4 targets cents US$ per share 782m • Leverage US7. 5 in FY16 ratio of 1.6x Net debt Three years of meeting or exceeding reduced by Group production and cost guidance. FY16 RESULTS AT A GLANCE PROFIT AND CASH FLOW % OPERATIONAL PERFORMANCE • Statutory profit (2) of US$332 million • Gold production of 2.439 million ounces, • Underlying profit(1) of US$323 million to copper production of 83 thousand tonnes • Free cash flow (1) of US$814 million 27 • All-in Sustaining Cost(1) • Cash flow from operating activities US$ of US$762 per ounce of US$1,241 million • All-in Sustaining Cost margin(1) • EBITDA margin(1)(3) of 39.2%; of US$404 per ounce EBIT margin of 18% bn PROJECTS AND STUDIES BALANCE SHEET 2.1 • Cadia East Panel Cave 2 ramp up continued • Leverage ratio of 1.6x at 30 June 2016 • Lihir Pit Optimisation • Gearing of 22.8% at 30 June 2016 Pre-feasibility Study completed • Cash and undrawn committed • Wafi-Golpu Stage 1 Feasibility and debt facilities at 30 June 2016 of Stage 2 Pre-feasibility studies progressed approximately US$2,458 million 1. For this reference and other references to non‑IFRS financial measures throughout this annual report, refer to the information in the Operating and Financial Review in the Directors’ Report regarding non‑IFRS financial measures. 2. Statutory profit is profit after tax attributable towners o of the Company. 3. EBITDA is ‘Earnings before interest, tax, depreciation, amortisation and significant items’. EBIT is ‘Earnings before interest, tax and significant items’. EBITDA and EBIT are used to measure segment performance and have been extracted from Note 4 ’Segment Information’ on page 101. NEWCREST MINING LIMITED ANNUAL REPORT 2016 5 GROUP GOLD THOUSAND US$ CASH FLOWS FROM US$ PRODUCTION OUNCES UNDERLYING PROFIT(1)(2) MILLION OPERATING ACTIVITIES(1)(2) MILLION FY12 2,286 FY12 1,112 FY12 1,781 FY13 2,110 FY13 459 FY13 1,148 FY14 2,396 FY14 393 FY14 965 FY15 2,423 FY15 424 FY15 1,280 FY16 2,439 FY16 323 FY16 1,241 GROUP COPPER THOUSAND US$ US$ PRODUCTION TONNES EBIT(1)(2) MILLION FREE CASH FLOW(1)(2) MILLION FY12 76 FY12 1,632 FY12 (1,062) FY13 80 FY13 765 FY13 (1,484) FY14 86 FY14 748 FY14 136 FY15 97 FY15 811 FY15 854 FY16 83 FY16 594 FY16 814 1. Comparative information, previously reported in Australian dollars, has been restated into US dollars following the change to a US dollar presentation currency. 2. Comparative 2013 information has been restated to reflect the adoption of Interpretation 20 – Stripping Costs in the Production Phase of a Surface Mine. 12 months to 12 months to % FY16 RESULTS AT A GLANCE(1) 30 June 2016 30 June 2015 Change Gold produced (ounces) 2,438,994 2,422,568 1 Copper produced (tonnes) 83,070 96,816 (14) Realised gold price (US$ per ounce) 1,166 1,221 (5) Realised copper price (US$ per pound) 2.21 2.89 (24) Average exchange rate (AUD:USD) 0.7285 0.8388 (13) Sales revenue (US$ million) 3,295 3,604 (9) EBITDA(2) (US$ million) 1,292 1,385 (7) EBIT(2) (US$ million) 594 811 (27) Statutory profit / (loss)(3) (US$ million) 332 376 (12) Underlying profit(2)(4) (US$ million) 323 424 (24) Cash flow from operating activities (US$ million) 1,241 1,280 (3) Capital expenditure (US$ million) 471 471 0 Return on capital employed (ROCE)(5) (percent) 6.2 7.8 (21) Net debt to EBITDA(6) (times) 1.6 2.1 (24) Gearing (Net Debt/Net Debt and Equity)(2)(7) (percent) 22.8 29.3 (22) Interim and Final Dividend US cents per share 7.5 0 – 1. Comparative information, previously reported in Australian dollars, has been restated into US dollars following the change to a US dollar presentation currency. 2. EBIT, EBITDA, Underlying profit and Gearing are non‑IFRS financial information and have not been subject to audit by the Company’s external auditor. Refer to the information in the Operating and Financial Review in the Directors' Report regarding non‑IFRS financial measures. 3. Statutory profit / (loss) is profit / (loss) after tax attributable towners o of the parent. 4. Underlying profit is profit after tax before significant items attributable to owners of the parent. Refer to page 60 for further details. 5. Return on Capital Employed is calculated as EBIT divided by average capital employed. 6. Net debt to EBITDA is calculated as net debt divided by EBITDA. 7. Gearing is calculated as net debt to net debt and equity. For further details refer to page 59. 6 Chairman’s Report Newcrest’s improvement in financial strength is the result of the operational discipline, energy and efforts applied by our employees and contractors over the last two years. I am pleased to present our annual report for the 2016 financial During the year, Non-Executive Directors Tim Poole and Vince Gauci year, which details the significant progress made over the past retired, and Xiaoling Liu and Roger Higgins joined the Board. In August year to strengthen Newcrest’s safety and operational performance 2016, I announced the resignation of long-serving Non-Executive and financial position. Director, Richard Knight, from the Board, and the appointment of Vickki McFadden as an independent Non-Executive Director, effective We were deeply saddened by two fatalities during the course of the year. 1 October 2016. Vickki is a highly experienced company director and It is completely unacceptable to the Board and the Executive Committee I commend her to you at the 2016 Annual General Meeting. She will that anyone should lose their life at work, and we commissioned a root bring valuable financial skills to the Newcrest Board, honed by her and branch review of our safety culture and systems during the year experience in investment banking and her roles on audit committees. to inform strategies to eliminate further fatalities.
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