Wrap Text
Summarised preliminary audited consolidated financial results
for the year ended 31 December 2015
ANGLO AMERICAN PLATINUM LIMITED
Incorporated in the Republic of South Africa
Registration number: 1946/022452/06
Share code: AMS
ISIN: ZAE000013181
(Amplats, the Company, the Group or Anglo American Platinum)
SUMMARISED PRELIMINARY AUDITED CONSOLIDATED FINANCIAL RESULTS
FOR THE YEAR ENDED 31 DECEMBER 2015
Anglo American Platinum Limited's summarised consolidated audited financial results for the year ended 31 December 2015 have been independently audited by the Group's
external auditors. The preparation of the Group's audited results for the year ended 31 December 2015 was supervised by the Finance Director, Mr I Botha.
KEY FEATURES
Lost-time injury-frequency rate (LTIFR) per 200,000 hours worked
(2014: 0.69)
0.98
Refined platinum production
(2014: 1.89 Moz)
2.46 Moz
Produced platinum production
(2014: 1.87 Moz)
2.34 Moz
Headline earnings
(2014: R786m)
R107m
Net debt
(2014: R14,618m)
R12,769m
SUMMARISED CONSOLIDATED STATEMENT OF COMPREHENSIVE INCOME
FOR THE YEAR ENDED 31 DECEMBER 2015
Audited
2015 2014
Notes Rm Rm
Gross sales revenue 59,829 55,626
Commissions paid (14) (14)
Net sales revenue 3 59,815 55,612
Cost of sales 3 (54,544) (52,968)
Gross profit on metal sales 3 5,271 2,644
Other net expenditure 5 (279) (494)
Loss on impairment and scrapping of property, plant and equipment (10,242) (480)
Market development and promotional expenditure (800) (827)
Operating (loss)/profit (6,050) 843
Net gain on the final phase of the Atlatsa Resources Corporation (Atlatsa)
refinancing transaction - 243
Impairment of investments in associates (4,082) (168)
Impairment of non-current financial assets (1,792) -
Impairment of available-for-sale investment in Royal Bafokeng Platinum (RB Plat)
(775) -
Interest expensed (1,049) (698)
Interest received 98 161
Remeasurements of loans and receivables 40 201
Losses from associates (net of taxation) (529) (128)
(Loss)/profit before taxation 6 (14,139) 454
Taxation 7 1,934 (82)
(Loss)/profit for the year (12,205) 372
Other comprehensive income, net of income tax
Items that will be reclassified subsequently to profit or loss 1,590 173
Deferred foreign exchange translation gains 1,441 338
Share of other comprehensive gains/(losses) from associates 49 (33)
Actuarial loss on employees' service benefit obligation (4) (5)
Net losses on available-for-sale investments (671) (127)
Recycling of cumulative losses on impairment of
available-for-sale investment 775 -
Total comprehensive (loss)/income for the year (10,615) 545
(Loss)/profit attributable to:
Owners of the Company (12,125) 624
Non-controlling interests (80) (252)
(12,205) 372
Total comprehensive (loss)/income attributable to:
Owners of the Company (10,535) 797
Non-controlling interests (80) (252)
(10,615) 545
Headline earnings 8 107 786
Number of ordinary shares in issue (millions)* 268.0 267.5
Weighted average number of ordinary shares in issue (millions) 261.4 261.1
(Loss)/earnings per ordinary share (cents)
- Basic (4,638) 239
- Diluted (4,625) 238
* Includes the shares issued as part of the community economic empowerment
transaction, but excludes the shares held by the Group ESOP and the shares held
in terms of the Group's various share schemes.
SUMMARISED CONSOLIDATED STATEMENT OF FINANCIAL POSITION
AS AT 31 DECEMBER 2015
Audited
2015 2014
Notes Rm Rm
ASSETS
Non-current assets 52,205 66,686
Property, plant and equipment 39,869 44,297
Capital work in progress 6,548 10,736
Investment in associates 9 3,883 7,637
Investments held by environmental trusts 882 842
Other financial assets 10 1,023 3,120
Other non-current assets - 54
Current assets 21,755 23,313
Inventories 11 16,571 17,451
Trade and other receivables 2,585 3,220
Other assets 927 1,440
Cash and cash equivalents 1,672 1,202
Total assets 73,960 89,999
EQUITY AND LIABILITIES
Share capital and reserves
Share capital 27 27
Share premium 22,395 21,846
Foreign currency translation reserve 2,786 1,345
Available-for-sale reserve 24 (80)
Retained earnings 15,202 27,598
Non-controlling interests (411) (210)
Shareholders' equity 40,023 50,526
Non-current liabilities 22,776 22,093
Non-current interest-bearing borrowings 12 12,124 9,459
Obligations due under finance leases 94 -
Environmental obligations 2,404 2,110
Employees' service benefit obligations 14 8
Deferred taxation 8,140 10,516
Current liabilities 11,161 17,380
Current interest-bearing borrowings 12 2,209 6,361
Obligations due under finance leases within one year 14 -
Trade and other payables 6,818 7,660
Other liabilities 2,075 2,044
Other current financial liabilities 2 -
Share-based payments provision 11 19
Taxation 32 1,296
Total equity and liabilities 73,960 89,999
SUMMARISED CONSOLIDATED STATEMENT OF CASH FLOW
FOR THE YEAR ENDED 31 DECEMBER 2015
Audited
2015 2014
Notes Rm Rm
Cash flows from operating activities
Cash receipts from customers 60,563 55,010
Cash paid to suppliers and employees (49,621) (47,134)
Cash generated from operations 10,942 7,876
Interest paid (net of interest capitalised) (857) (497)
Taxation paid (1,821) (2,734)
Net cash from operating activities 8,264 4,645
Cash flows used in investing activities
Purchase of property, plant and equipment (includes interest capitalised) (5,152) (6,863)
Proceeds from sale of plant and equipment 41 34
Proceeds on sale of mineral rights and other investments 3 2
Funding to associates (739) (392)
Acquisition of investment in associate (23) -
Advances made to Plateau Resources Proprietary Limited (260) (61)
Advances made to Atlatsa Holdings Proprietary Limited - (25)
Subscription for RB Plat rights offer shares - (93)
Net increase in investments held by environmental trusts (1) (36)
Interest received 76 68
Growth in environmental trusts 6 4
Other advances (15) (36)
Net cash used in investing activities (6,064) (7,398)
Cash flows (used in)/from financing activities
Purchase of treasury shares for the Bonus Share Plan (BSP) (120) (327)
(Repayment of)/proceeds from interest-bearing borrowings (1,487) 3,204
Repayment of finance lease obligation (21) -
Unpaid dividends written back 19 -
Cash distributions to minorities (121) (84)
Net cash (used in)/from financing activities (1,730) 2,793
Net increase in cash and cash equivalents 470 40
Cash and cash equivalents at beginning of year 1,202 1,162
Cash and cash equivalents at end of year 1,672 1,202
Movement in net debt
Net debt at beginning of year (14,618) (11,456)
Net cash from operating activities 8,264 4,645
Net cash used in investing activities (6,064) (7,398)
Other (351) (409)
Net debt at end of year (12,769) (14,618)
Made up as follows:
Cash and cash equivalents 1,672 1,202
Non-current interest-bearing borrowings 12 (12,124) (9,459)
Obligations due under finance leases (94) -
Current interest-bearing borrowings 12 (2,209) (6,361)
Obligations due under finance leases within one year (14) -
(12,769) (14,618)
SUMMARISED CONSOLIDATED STATEMENT OF CHANGES IN EQUITY
FOR THE YEAR ENDED 31 DECEMBER 2015
Foreign
currency Available- Non-
Share Share translation for-sale Retained controlling
capital premium reserve reserve earnings interests Total
Rm Rm Rm Rm Rm Rm Rm
Balance at 31 December 2013 (audited) 27 21,439 1,007 47 27,362 126 50,008
Total comprehensive income/(loss) for the year 338 (127) 586 (252) 545
Deferred taxation charged directly to equity (1) (1)
Share of associates' movements directly to equity 28 28
Cash distributions to minorities (84) (84)
Shares acquired in terms of the BSP - treated as treasury shares (-)* (327) (327)
Shares vested in terms of the BSP -* 307 (307) -
Shares vested in terms of the Group Employee Share Option Scheme (Kotula) -* 427 (427) -
Equity-settled share-based compensation 382 382
Shares purchased for employees (25) (25)
Balance at 31 December 2014 (audited) 27 21,846 1,345 (80) 27,598 (210) 50,526
Total comprehensive (loss)/income for the year 1,441 104 (12,080) (80) (10,615)
Cash distributions to minorities (121) (121)
Shares acquired in terms of the BSP - treated as treasury shares (-)* (255) 135 (120)
Shares vested in terms of the BSP -* 353 (353) -
Shares vested in terms of the Group Employee Share Option Scheme (Kotula) -* 451 (451) -
Equity-settled share-based compensation 338 338
Shares purchased for employees (4) (4)
Unpaid dividends written back 19 19
Balance at 31 December 2015 (audited) 27 22,395 2,786 24 15,202 (411) 40,023
* Less than R500,000.
NOTES TO THE SUMMARISED CONSOLIDATED FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 DECEMBER 2015
1. The summarised consolidated financial statements are presented in accordance with the framework concepts and the measurement and recognition requirements of International
Financial Reporting Standards (IFRS), the SAICA Financial Reporting Guides as issued by the Accounting Practices Committee, Financial Reporting Pronouncements as issued by
the Financial Reporting Standards Council, as well as the requirements of the Companies Act of South Africa and the JSE Limited's Listings Requirements. The summarised
consolidated financial statements also contain, at a minimum, the information required by International Accounting Standard 34 Interim Financial Reporting. The accounting
policies applied in the preparation of the consolidated annual financial statements from which the summarised consolidated financial statements were derived are in terms
of IFRS and consistent with those applied in the financial statements for the year ended 31 December 2014, except for the adoption of various amendments to accounting
standards in the year ended 31 December 2015. These changes did not have a material impact on the financial results of the Group.
The directors take full responsibility for the preparation of the preliminary report and that the summarised financial information has been correctly extracted from the
underlying audited consolidated financial statements. The preparation of the Group's audited results and the summarised consolidated financial statements for the year
ended 31 December 2015 were supervised by the Finance director, Mr I Botha.
The consolidated annual financial statements from which the summarised consolidated financial statements have been extracted have been audited by the Company's auditors,
Deloitte & Touche. The consolidated annual financial statements and the auditor's unmodified report on the consolidated annual financial statements are available for
inspection at the Company's registered office.
Audited
Audited Operating Audited
Net sales revenue contribution Depreciation
2015 2014 2015 2014 2015 2014
Rm Rm Rm Rm Rm Rm
2. SEGMENTAL INFORMATION
Segment revenue and results
Operations
Mogalakwena Mine 13,864 13,779 5,159 5,075 1,600 1,441
Amandelbult Mine 9,032 6,429 826 (712) 755 638
Unki Platinum Mine 2,024 2,107 75 368 313 293
Twickenham Platinum Mine
329 367 (743) (522) 268 87
Modikwa Platinum Mine1 1,469 1,517 73 170 173 142
Mototolo Platinum Mine1 1,411 1,570 370 510 105 106
Kroondal Platinum Mine1 3,010 2,990 472 583 306 250
Rustenburg Mine 11,117 8,940 38 (753) 1,098 1 261
Union Mine 3,695 3,159 88 (734) 244 381
Total - mined 45,951 40,858 6,358 3,985 4,862 4,599
Process tailings retreatment2 61 - (22) - 3 -
Purchased metals 13,803 14,754 1,562 1,464 209 239
59,815 55,612 7,898 5,449 5,074 4,838
Other costs (note 4) (2,627) (2,805)
Gross profit on metal sales 5,271 2,644
1 Amplats' share (excluding purchase of concentrate)
2 Slag tailings retreatment at Mortimer Smelter, closed September 2015
Information reported to the Executive Committee of the Group for purposes of resource allocation and assessment of segment performance is done on a mine-by-mine basis.
Changes to the segmental information
The following changes to the segmental reporting were made following changes to internal reporting to the Executive Committee:
- During the current year, the Group restructured its business around large mining complexes, consolidating adjacent mines with the concentrating operations. As a result,
the following segments were consolidated into single reporting segments:
- Tumela Mine and Dishaba Mine were consolidated into Amandelbult Mine; and
- Bathopele Mine, Thembelani Mine, Siphumelele Mine and Western Limb Tailings Retreatment were consolidated into Rustenburg Mine.
Accordingly, the comparative figures have been aggregated to reflect this change.
- During the current year, purchased metal excludes tailings from Amplats mines treated by a third party with the concentrate being purchased by Amplats. The results for
this have been included in the operation from which the tailings arose. Consequently, the results for the year ended 31 December 2014 were restated in a similar manner.
This resulted in the following changes to the comparative figures:
Audited Audited Audited
Net sales revenue Operating contribution Depreciation
As reported Restated As reported Restated As reported Restated
Rm Rm Rm Rm Rm Rm
Amandelbult Mine 6,264* 6,429 (776)* (712) 636* 638
Rustenburg Mine 8,861* 8,940 (777)* (753) 1,260* 1,261
Purchased metals 14,998 14,754 1,552 1,464 242 239
30,123 30,123 (1) (1) 2,138 2,138
* Aggregated as noted above.
Audited
2015 2014
Rm Rm
3. GROSS PROFIT ON METAL SALES
Gross sales revenue 59,829 55,626
Commissions paid (14) (14)
Net sales revenue 59,815 55,612
Cost of sales (54,544) (52,968)
On-mine (33,772) (29,029)
Cash operating costs (29,918) (25,391)
Depreciation (3,854) (3,638)
Purchase of metals and leasing activities* (10,247) (12,411)
Smelting (3,403) (3,051)
Cash operating costs (2,886) (2,518)
Depreciation (517) (533)
Treatment and refining (3,381) (2,969)
Cash operating costs (2,678) (2,302)
Depreciation (703) (667)
Decrease in metal inventories (1,114) (2,703)
Other costs (note 4) (2,627) (2,805)
Gross profit on metal sales 5,271 2,644
*Consists of purchased metals in concentrate,
secondary metals and other metals.
4. OTHER COSTS
Other costs consist of the following principal categories:
Share-based payments - other share schemes 310 254
Share-based payments - the Kotula Trust 31 128
Corporate costs 483 556
Royalties 321 374
Contributions to education and community development 490 508
Research 330 329
Transport of metals 318 278
Exploration 144 129
Total exploration costs 215 241
Less: Capitalised (71) (112)
Other 200 249
2,627 2,805
5. OTHER NET EXPENDITURE
Other net expenditure consists of the following principal categories:
Realised and unrealised foreign exchange loss - non-financial items (2) (1)
Foreign exchange gains on loans and receivables 1,028 303
Foreign exchange losses on other financial liabilities (235) (84)
Project maintenance costs* (124) (9)
Restructuring and other related costs (996) (755)
(Loss)/profit on disposal of plant, equipment and conversion rights (42) 59
Royalties received 29 13
Other - net 63 (20)
(279) (494)
* Project maintenance costs comprise costs incurred to maintain land held
for future projects and costs to keep projects on care and maintenance.
It also includes the
costs of the operations put onto care and maintenance once the decision was made.
Audited
2015 2014
Rm Rm
6. (LOSS)/PROFIT BEFORE TAXATION
(Loss)/profit before taxation is arrived at after taking account of:
Impairment of investments in associates 4,082 -
Atlatsa Resources Corporation 623 -
Bokoni Platinum Holdings Proprietary Limited 782 -
Bafokeng-Rasimone Platinum Mine 2,676 -
Impairment of non-current financial assets 1,792 -
Loan to Atlatsa Holdings Proprietary Limited 326 -
Loans to Plateau Resources Proprietary Limited 1,466 -
Net loss on impairment, disposal and scrapping of property, plant and equipment 10,267 403
Loss/(profit) on disposal of property, plant and equipment 25 (77)
Loss on impairment and scrapping of property, plant and equipment 10,242 480
Rustenburg Mine 6,216 -
Twickenham Mine 3,435 -
Union South Declines - 480
Mainstream inert grinding mills 170 -
Various smaller assets scrapped 421 -
7. TAXATION % %
A reconciliation of the standard rate of South African normal taxation
compared with that charged in the statement of comprehensive income
is set out in the following
table:
South African normal taxation (28.0) 28.0
Disallowable items 1.4 10.8
Capital profits - (15.0)
Impairment of investments and loans and receivables 13.2 10.4
Prior year (overprovision)/underprovision (0.3) 20.9
Effect of after-tax share of losses from associates 1.0 7.9
Difference in tax rates of subsidiaries (0.6) (60.0)
Other (0.4) 15.1
Effective taxation rate (13.7) 18.1
Rm Rm
8. RECONCILIATION BETWEEN (LOSS)/PROFIT AND HEADLINE EARNINGS
(Loss)/profit attributable to shareholders (12,125) 624
Adjustments
Net loss/(profit) on disposal of property, plant and equipment 25 (77)
Tax effect thereon (7) 22
Loss on impairment and scrapping of property, plant and equipment 10 242 480
Tax effect thereon (2,862) (134)
Non-controlling interests' share (20) (52)
Net gain on the final phase of the Atlatsa refinancing transaction - (243)
Impairment of investments in associates 4,082 168
Tax effect thereon - -
Impairment of available-for-sale investment in RB Plat 775 -
Tax effect thereon - -
Profit on sale of other mineral rights and investments (3) (2)
Tax effect thereon - -
Headline earnings 107 786
Attributable headline earnings per ordinary share (cents)
Headline 41 301
Diluted 41 300
Audited
2015 2014
Rm Rm
9. INVESTMENT IN ASSOCIATES
Listed (Market value: R61 million (2014: R288 million))
Investment in Atlatsa Resources Corporation* - 689
Unlisted 3,883 6,948
Bokoni Platinum Holdings Proprietary Limited (Bokoni Holdco)*
Carrying value of investment - 880
Bafokeng-Rasimone Platinum Mine (BRPM)&
Carrying value of investment 3,434 5,637
Richtrau No. 123 Proprietary Limited
Carrying value of investment 5 5
Peglerae Hospital Proprietary Limited
Carrying value of investment 52 64
Unincorporated associate - Pandora
Carrying value of investment 366 362
Hydrogenious Technologies GmbH
Carrying value of investment 26 -
3,883 7,637
* Equity investments in Atlatsa and Bokoni Holdco were impaired
during the year. Refer to note 16.
& The investment in BRPM was partially impaired during the year.
Refer to note 16.
10. OTHER FINANCIAL ASSETS
Loans carried at amortised cost
Loans to Plateau Resources Proprietary Limited - 1,135
Loans to Atlatsa Holdings Proprietary Limited (Atlatsa Holdings) - 326
Loan to ARM Mining Consortium Limited 66 66
Advance to Bakgatla-Ba-Kgafela traditional community 179 163
Other 75 75
320 1,765
Available-for-sale investments carried at fair value
Investment in Royal Bafokeng Platinum Limited 597 1,181
Investment in Wesizwe Platinum Limited 87 174
Food Freshness Technology Holdings 19 -
Total financial assets 1,023 3,120
11. INVENTORIES
Refined metals 4,161 4,598
At cost 2,619 2,432
At net realisable values 1,542 2,166
Work-in-progress 9,679 10,356
At cost 6,529 7,067
At net realisable values 3,150 3,289
Total metal inventories 13,840 14,954
Stores and materials at cost less obsolescence provision 2,731 2,497
16,571 17,451
Facility Utilised Facility Utilised
amount amount amount amount
2015 2015 2014 2014
Rm Rm Rm Rm
12. INTEREST-BEARING BORROWINGS
Unsecured financial liabilities measured at amortised cost
Committed 22,316 12,490 22,344 9,487
Uncommitted 8,928 1,843 8,723 6,333
31,244 14,333 31,067 15,820
Disclosed as follows:
Current interest-bearing borrowings 2,209 6,361
Non-current interest-bearing borrowings 12,124 9,459
14,333 15,820
Weighted average borrowing rate (%) 7.91 7.32
Committed facilities are defined as the bank's obligation to provide funding until maturity of the facility, by which time the renewal of the facility is negotiated.
R18,515 million (2014: R18,544 million) of the facilities is committed for one to five years, R 2,300 million (2014: R2,300 million) is committed for a rolling period of
364 days, while the rest is committed for less than 364 days. The Company has adequate committed facilities to meet its future funding requirements.
Uncommitted facilities are callable on demand.
Borrowing powers
The borrowing powers in terms of the memorandum of incorporation of the holding company and its subsidiaries are unlimited.
13. FAIR VALUE DISCLOSURES
This announcement does not include the information required pursuant to paragraph 16A(j) of IAS 34. The full Annual Financial statements are available on the Company's
website, at the Company's registered offices and upon request.
14. UNKI PLATINUM MINE INDIGENISATION PLAN
Following approval of its indigenisation plan by the Government of Zimbabwe, Amplats signed a Heads of Agreement with the Government of Zimbabwe in November 2012. That
agreement set out the key terms of the approved indigenisation plan for the Group's Unki Mine investment. The plans envisaged the sale of 51% of the investment through a
notional vendor funded 10-year transaction. The plan has not been implemented.
On 8 January 2016, the Minister of Youth, Indigenisation and Economic Empowerment in Zimbabwe published a General Notice which sought to simplify and clarify the
framework, procedure and guidelines for complying with the Indigenisation and Economic Empowerment Act. A concerning provision within the General Notice is a requirement
that, for the resource sector, the 51% shareholding will be acquired in exchange for the mineral resource being exploited and at no monetary cost to the Government. The
Group is still studying the full implication on its indigenisation compliance plan should the provision contained in the General Notice become law. Engagements with the
Zimbabwean Government are ongoing, and the Group is not yet certain of the impact of the General Notice on the proposed Unki indigenisation transaction.
15. ANNOUNCEMENT OF TRANSACTION TO DISPOSE OF RUSTENBURG MINE
On 9 September 2015, Amplats entered into a sale and purchase agreement (SPA) with Sibanye Rustenburg Platinum Mines Proprietary Limited (a subsidiary of Sibanye Gold
Limited) (Sibanye) for the disposal of Rustenburg Mine.
Rustenburg Mine will be sold as a going concern, for an upfront consideration of R1,500 million and deferred consideration amounting to 35% of the business's distributable
free cash flow for six to eight years subject to a minimum of R3,000 million. These proceeds will be offset by funding to be provided by Amplats in the event of the
business having a negative free cash flow between the closing of the transaction and 31 December 2018. This funding is limited to R267 million per annum and is pro-rated.
Taking into account the most recent cash flow estimates for the business, the estimated fair value of the total consideration amounts to R2,798 million. This excludes any
economic value generated from the future purchase of concentrate and toll treatment arrangements which will be recognised for accounting purposes at the time when the
benefit is received. The transaction requires various regulatory approvals, including approval by the South African competition authorities and the Department of Mineral
Resources. Since the transaction remains subject to these significant approvals, Rustenburg Mine cannot be reclassified as held for sale at this stage. It is expected that
it will take approximately six to 12 months to implement and complete the transaction.
16. IMPAIRMENT OF ASSETS AND INVESTMENTS
Rustenburg Mine
Amplats considers its mining, smelting and refining operations as a single cash-generating unit. Following the announcement of the signing of the SPA with Sibanye, the
assets attributable to Rustenburg Mine were assessed separately within the cash-generating unit for impairment. As such, the recoverable value of Rustenburg Mine is
calculated as the fair value of the estimated proceeds less transaction costs, and amounts to R2,798 million. It excludes any economic value generated from the future
purchase of concentrate and toll treatment arrangements which will be recognised for accounting purposes at the time when the benefit is received. The recoverable amount
comprises a Level 3 fair value in terms of the fair value hierarchy (as defined in note 13). The fair value of the deferred consideration payable by Sibanye, and negative
free cash flow funding payable by Amplats were determined based on the projected cash flows for Rustenburg Mine. The relevant amounts were discounted at the cost of
borrowing of Sibanye and Amplats respectively.
The net carrying value of Rustenburg Mine at 1 September 2015 was R7,274 million. The excess of the carrying value above the recoverable amount gives rise to an impairment
of R6,216 million (R4,476 million net of tax). The entire impairment is attributable to property, plant and equipment. A resulting impairment loss has been recognised in
the statement of comprehensive income and is separately presented. This impairment loss is included in basic earnings but excluded from headline earnings.
Equity investments in Atlatsa and Bokoni Holdco and associated loans
Amplats has a 22.76% shareholding in Atlatsa as well as a 49% shareholding in Bokoni Holdco. The Group, together with Atlatsa, has completed a technical review of the
Bokoni Platinum Mine to develop a new optimised mine plan. On 16 September 2015, Atlatsa announced the implementation of its restructuring plan of Bokoni Platinum Mine.
Bokoni Platinum Mine is likely to remain cash negative for some time as it funds development at Brakfontein and Middelpunt Hill.
In light of the difficult market conditions and negative cash flows incurred by Bokoni Platinum Mine, Amplats has fully impaired its equity interests in Atlatsa and Bokoni
Holdco with a carrying value of R1,406 million. These write-offs are included in basic earnings but excluded from headline earnings.
Atlatsa's ability to service its debt obligations in the context of the current market conditions, where Bokoni Platinum Mine is its main source of funding, is doubtful at
current PGM price levels. Amplats has, therefore, for accounting purposes fully impaired the various loans it has extended to Atlatsa and Atlatsa Holdings, with an
accounting carrying value of R1,792 million in aggregate. The impairment losses arising from these loan write-offs are included in basic and headline earnings.
Equity investment in BRPM and available-for-sale investment in RBPlat
Amplats has an 11.68% shareholding in RB Plat and a 33% direct interest in BRPM. In November 2010, when RB Plat listed, the investments in both RB Plat and BRPM were
required to be revalued for accounting purposes to the fair value at that date, which resulted in fair value gains of R690 million (after tax) and R2,938 million (after
tax) respectively. Subsequent to this, the Group continued to equity account 33% of the earnings of BRPM. This resulted in the carrying value of the investment in BRPM
increasing from R4,394 million to R6,125 million. In addition, the 11.68% holding in RB Plat was marked to market with the gains and losses being reflected in other
comprehensive income.
Given the decrease in PGM prices and the reduction in the market value of RB Plat shares, the Group has assessed the carrying value of both investments for impairment. The
recoverable amount of the investment in RB Plat was the quoted market price at the date of impairment, which comprises a Level 1 fair value in terms of the fair value
hierarchy. The recoverable amount of the investment in BRPM was its value in use and amounted to R3,449 million at the date of impairment. This comprises a Level 3 fair
value in terms of the fair value hierarchy. The value in use was determined based on the in-situ value for 4E ounces outside the life of mine plan and the net present
value of the current life of mine plan using the following assumptions, which were based on analyst consensus prices in August 2015:
-Platinum USD1,269 per ounce (real long-term)
-Palladium USD809 per ounce (real long-term)
-A long-term real rand/US dollar exchange rate of R11.57:USD1
-A real discount rate of 7.5%
-A life of mine of 30 years.
Consequently, the investment in RB Plat has been written down by R775 million (after tax) by recycling previously recognised losses in other comprehensive income through
profit or loss for the period, and the investment in BRPM has been written down by R2,676 million (after tax). These impairments are included in basic earnings but
excluded from headline earnings.
17. SCRAPPING OF ASSETS
Development on the Twickenham project has been suspended and the operation restructured to reduce cash losses, including placing the Twickenham shaft on care and
maintenance. Production continues at the Hackney shaft. The mine is being redeveloped from a conventional mine to become a largely mechanised operation, which seeks to
increase productivity and the profitability of the mine. Previous development on a conventional mine and some of the related infrastructure and assets will not be utilised
in the new mechanised mine layout. These assets of R3,435 million, including capitalised interest and study costs, have been written off. The resulting loss of R2,473
million (after tax) is excluded from headline earnings.
Furthermore, the Group reviewed alternative business cases for the life extension at Tumela and concluded that a lower capital, higher returning option than the Tumela 5
shaft is the preferred replacement project. Accordingly, development of the Tumela 5 shaft has been stopped and the feasibility study and early development expenditure
amounting to R388 million (R279 million after tax) has been written off. This write-off is included in basic earnings but excluded from headline earnings.
18. POST-BALANCE SHEET EVENTS
Amplats' strategy is to continue to reposition its assets into a value optimising portfolio, with its assets positioned in the first half of the primary PGM production
cost curve. Given the industry headwinds, the Amplats Board on 4 February 2016 considered the progress made with respect to the strategic repositioning of the portfolio
and approved the following refinements to the portfolio:
-Commence the process of placing Twickenham Mine on care and maintenance; and
-Consider exiting Amplats' 50% interest in the Kroondal PSA at the right time for value, while ensuring the value generated from the purchase of concentrate agreement is
maintained.
The carrying value of Twickenham Mine assets is R2.3 billion (post the write-off of assets of R3.2 billion). As Twickenham remains a key part of the Amplats portfolio and
development will resume once the market demands the additional PGMs and the Group's balance sheet allows, the remaining assets that will be used in developing a mechanized
mine, have not been written off.
Furthermore, the Group will continue to account for the Kroondal Mine as a joint operation until the Group has entered into a binding contract to exit from its interests
in the mine.
19. AUDIT BY COMPANY'S AUDITORS
The consolidated annual financial statements from which the summarised consolidated financial statements have been extracted have been audited by the Company's auditors,
Deloitte & Touche and are consistent in all material respects with the consolidated annual financial statements. The audit of the summarised consolidated financial
statements was performed in accordance with ISA 810, 'Engagement to Report on Summary Financial Statements'. The auditor's report does not necessarily report on all the
information contained in this announcement. Shareholders are therefore advised that, in order to obtain a full understanding of the nature of the auditors' engagement,
they should obtain a copy of the auditor's report together with the accompanying financial information from the Company's registered office. Their unmodified report on the
consolidated annual financial statements and the summarised consolidated financial statements are available for inspection at the Company's registered office, together
with the financial statements identified in the respective auditor's reports. Any reference to future financial performance, included in this announcement, has not been
reviewed or reported on by the Company's auditors.
GROUP PERFORMANCE DATA (UNAUDITED)
FOR THE YEAR ENDED 31 DECEMBER 2015
SALIENT FEATURES
2015 2014 2013 2012 2011
Average market prices achieved
Platinum USD/oz 1,051 1,386 1,485 1,532 1,707
Palladium USD/oz 703 803 722 640 735
Rhodium USD/oz 958 1,147 1,053 1,264 2,015
Gold USD/oz 1,156 1,259 1,384 1,669 1,556
Nickel USD/lb 5.32 7.73 6.58 7.76 10.50
Copper USD/lb 2.35 3.14 3.22 3.58 4.04
USD basket price - Pt (net sales revenue per Pt oz sold) USD/oz Pt sold 1,905 2,413 2,326 2,406 2,698
USD basket price - PGM (net sales revenue per PGM oz sold) USD/oz PGM sold 939 1,164 1,123 1,316 1,510
R basket price - Pt
(net sales revenue per Pt oz sold) R/oz Pt sold 24,203 26,219 22,586 19,764 19,595
R basket price - PGM
(net sales revenue per PGM oz sold) R/oz PGM sold 11,930 12,656 10,906 10,811 10,968
Exchange rates
Average exchange rate achieved on sales ZAR/USD 12.71 10.87 9.71 8.22 7.26
Exchange rate at end of year ZAR/USD 15.47 11.57 10.51 8.47 8.11
Unit cost performance
Cash on-mine cost/tonne milled R/tonne 751 770 675 625 529
Cash operating cost per refined Pt ounce1 R 18,790 22,082 17,036 15,660 12,869
Cost of sales per total Pt ounce sold2 R 22,070 24,983 19,916 19,354 16,306
Productivity
m2 per total operating employee per month3 6.71 6.46 6.57 6.05 6.32
Refined platinum ounces per employee4 33.2 23.3 30.0 29.3 32.5
1 Cash operating cost per refined platinum ounce excludes ounces from purchased concentrate and associated costs.
2 Total platinum ounces sold: refined platinum ounces sold plus platinum ounces sold in concentrate.
3 Square metres mined per operating employee including processing, but excluding projects, opencast and tailings retreatment employees.
4 Refined platinum ounces per employee: mined refined platinum ounces divided by own and attributable Amplats joint venture operational employees.
REFINED PRODUCTION
2015 2014 2013 2012 2011
Total operations
Refined production from mining operations
Platinum 000 oz 1,836.9 1,323.8 1,772.7 1,773.3 1,943.4
Palladium 000 oz 1,238.2 921.1 1,055.9 1,080.5 1,122.1
Rhodium 000 oz 225.8 154.1 217.1 240.3 257.9
Gold 000 oz 91.5 74.0 81.1 86.4 85.6
PGMs 000 oz 3,674.7 2,641.9 3,413.2 3,513.9 3,764.5
Nickel 000 tonnes 21.9 23.9 18.8 14.9 17.0
Copper 000 tonnes 14.9 15.6 12.0 9.9 11.0
Chrome 000 tonnes 566.5 289.2 399.5 352.4 352.0
Refined production from purchases
inclusive of returns
Platinum 000 oz 621.9 565.7 606.8 605.3 586.7
Palladium 000 oz 356.7 304.3 324.9 315.4 308.6
Rhodium 000 oz 79.4 75.3 77.6 70.4 79.7
Gold 000 oz 21.5 21.6 18.9 18.8 19.5
PGMs 000 oz 1,193.7 1,092.9 1,151.7 1,126.7 1,122.9
Nickel 000 tonnes 3.9 4.3 3.8 2.8 3.3
Copper 000 tonnes 2.2 3.1 2.1 1.5 1.8
Chrome 000 tonnes - - - - -
Total refined production
Platinum 000 oz 2,458.8 1,889.5 2,379.5 2,378.6 2,530.1
Palladium 000 oz 1,594.9 1,225.4 1,380.8 1,395.9 1,430.7
Rhodium 000 oz 305.2 229.4 294.7 310.7 337.6
Gold 000 oz 113.0 95.6 100.0 105.2 105.1
PGMs 000 oz 4,868.4 3,734.8 4,564.9 4,640.6 4,887.4
Nickel - Refined 000 tonnes 25.4 20.5 16.8 17.7 20.3
Nickel - Matte 000 tonnes 0.4 7.7 5.8 - -
Copper - Refined 000 tonnes 16.8 12.5 8.3 11.4 12.8
Copper - Matte 000 tonnes 0.3 6.2 5.8 - -
Chrome 000 tonnes 566.5 289.2 399.5 352.4 352.0
PLATINUM PRODUCED (M&C)1
2015 2014 2013 2012 2011
Total operations 000 oz
Mogalakwena Mine 392.5 370.0 340.9 304.7 311.0
Amandelbult Mine 437.5 218.6 372.6 380.6 438.1
Unki Platinum Mine 66.5 62.3 64.1 63.1 52.4
Twickenham Mine 13.0 11.6 9.5 - 1.0
Joint ventures2 482.7 482.4 489.0 485.3 497.2
Rustenburg Mine 485.4 283.7 577.8 552.1 595.2
Union Mine3 141.1 88.2 181.1 198.6 258.1
Purchases from third parties and associates 318.6 353.1 320.7 268.5 293.9
M&C platinum production 2,337.3 1,869.9 2,355.7 2,252.9 2,446.9
Pipeline stock adjustment 133.3 26.9 50.2 140.0 36.0
2,470.6 1,896.8 2,405.9 2,392.9 2,482.9
Refined platinum production (excl. toll refined metal)
2,458.7 1,887.2 2,376.4 2,329.1 2,530.1
1 Platinum in concentrate produced and purchased
2 Production attributable to Amplats after accounting for metal concentrate sold to Impala Platinum in terms of an off take agreement that was in place when the Marikana
Platinum Mine pooling-and-sharing agreement commenced. Metal concentrate surplus to the volumes stipulated in the off take agreement was refined by Amplats.
3 Includes slag tailings at Mortimer Smelter (closed Q3 2015).
RESULTS COMMENTARY
MANAGING THE BUSINESS FOR THE CURRENT LOW PGM PRICE ENVIRONMENT
-Focus on cash generation, cost rationalisation and capital discipline
-Positive cash generation across the portfolio from operational improvements
-R4.0 billion in free cash flow
-Focused capital investment, with growth project decisions postponed until at least 2017
-Net debt reduced to R12.8 billion from R14.6 billion in 2014
-Continuing the repositioning of the portfolio, and advancing disposals of non-core assets
OPERATIONS
Safety, Health and Welfare
Tragically we had two losses of life due to work related incidents during the first half of 2015. Mr Michael Malesa was fatally injured when he was struck by a utility
vehicle underground at Twickenham mine on 26 January and Mr Joseph Khesa sustained fatal injuries in a fall of ground at Thembelani mine on 12 May. Our deepest condolences
go to the families, friends and colleagues of Mr Malesa and Mr Khesa.
Amplats' lost-time-injury-frequency-rate (LTIFR) for the full year was 0.98, marginally higher than the normalised strike impacted LTIFR for 2014. There has been an
improvement in safety performance in the second half of 2015 due to focused interventions at operations that showed any slight deterioration in safety performance,
addressing specific risks at those operations. The Company had no fatalities in the second half of the year which is the longest fatality-free period in the Company's
history - at year-end 232 days fatality free. Amplats continues to make safety the priority and has an ultimate ambition of zero-harm.
During 2015, the Company continued its initiative of proactive campaigns to highlight the importance of HIV and TB management. These disease management plans included
engaging HIV positive employees not currently on the programmes, and encouraged their participation. There was a significant improvement in the health and welfare of our
employees, with a notable decline in disease related deaths.
OPERATIONAL PERFORMANCE
Amplats had a strong recovery in platinum production in 2015, with the previous period being materially impacted by the five-month industrial action and subsequent
ramp up. Strong operational performances were achieved by Mogalakwena, Amandelbult and Unki, with improved performances at Rustenburg and Union as they benefited from an
increased focus on operational efficiency.
Total platinum production (metal in concentrate) from the mines managed directly by the Company and joint venture operations for the twelve months to 31 December 2015
("the period") was 2,337 koz, a 25% increase versus the twelve months to 31 December 2014 ("the comparative period"). On a strike-adjusted basis, and accounting for the
closure of the Union mine declines in 2014, platinum production year-on-year benefited from operational improvements.
Mogalakwena mine continued its strong production performance trajectory, with a further improvement in production to 392 koz, a 6% increase from 370 koz. Production
includes 24 koz processed at the Baobab concentrator. Improved mining performance, higher grade and increased concentrator recovery performance resulted in higher
production, despite community unrest around the mine, which led to an 8.6 koz impact in Q3 2015.
As a result of increased production and reduced costs, cash costs per platinum ounce at Mogalakwena improved year-on-year, decreasing by 7% to R17,502 from R18,900. The
basket price per platinum ounce at Mogalakwena for the period was R32,850 resulting in the mine achieving a cash operating margin of 50%.
Amandelbult mine's platinum production increased by 219 koz to 437 koz against the strike affected comparative period. The first quarter performance was affected by
section 54 safety stoppages impacting 36 days of production, as well as regional water supply disruptions which impacted on the concentrator. Production stability and
output increased significantly thereafter as a result of improved panel-to-crew ratios due to the establishment of increased mineable ore reserves - a result of forward
planning during the five-month industrial action.
Unki mine produced 66 koz platinum ounces a 7% increase due to improved mining efficiencies and higher grade. In the first half of the year, 12,300 tonnes of concentrate
were stockpiled in Zimbabwe as negotiations with the Government of Zimbabwe over export taxes were undertaken. Upon resolution, this material was exported to Polokwane
smelter, and processed during the second half of 2015.
Rustenburg mine, including Western Limb Tailings Retreatment, had an improved production performance in the period, up 202 koz to 485 koz, due to the comparative period
being impacted by the strike. Rustenburg has been further consolidated into two mines; East and West mine, and is in the process of implementing its optimised mine plan.
Progress on the plan has led to increased immediately available ore reserves, improved productivity and increased profitability.
Union mine produced 141 koz, up 53 koz year-on-year owing to the comparative period being impacted by the strike, and after accounting for the closure of the south
declines which had an annual production run-rate of 61 koz. The mine was impacted by Section 54 safety stoppages and the regional water shortage during the year, but
operational improvements are seen through the implementation of the optimised mine plan.
Platinum production from joint ventures and associates, inclusive of both mined and purchased production, decreased by 2% to 768 koz. Lower production was largely as a
result of safety stoppages following fatal incidents at Bafokeng-Rasimone Platinum Mine (BRPM), lower grade at Mototolo and closure of two shafts at Bokoni. This was
partly offset by higher production from Kroondal.
Platinum ounces purchased from third parties decreased by 40% from 55 koz to 33 koz.
Section 54 safety stoppages have impacted production in the period across almost all operations. The Department of Mineral Resources has been engaged by the Company to
ensure the impact of these notices can be limited and that Section 54s are used as a last resort.
Total refined platinum production of 2,459 koz in 2015 increased by 30% as production returned to normal following the 2014 strike and operational improvements. In
addition, a physical count of in-process metals was conducted in the first half of the year, which led to an increase in inventory of 130 koz of platinum and 75 koz of
palladium. The increased inventory was processed which led to an increase of refined production of 2,459 koz over produced ounces of 2,337 koz.
Refined platinum sales volumes increased by 17% to 2,471 koz versus the previously strike impacted performance in 2014 of 2,115 koz.
"Equivalent refined production" which was the previous operational production performance metric for Amplats, was calculated as mines' production and purchases of metal in
concentrate converted to equivalent refined production using internal standard smelting and refining recoveries. This has been discontinued following the interim reporting
period and has now been replaced by "platinum ounces produced" (i.e. mines' production and purchases of metal in concentrate) in line with market benchmarks.
FINANCIAL PERFORMANCE
Overview
The financial performance of the Company was materially impacted by the steep decline in the dollar price for all metals, as well as one-off costs and impairments in the
period. However, the performance of the Company improved year-on-year on a normalised basis.
EBIT, after adjusting for the impairment and scrapping of assets, increased to R3.6 billion from R1.2 billion due to improvement in operational performance following the
protected industrial action in the comparative period, an increase in sales volumes and weakening of the South African Rand versus the US dollar.
Headline earnings decreased to R107 million from R786 million in 2015, due to the sharp dollar PGM price declines as well as one-off restructuring costs of R848 million
(post tax) and the once-off write-off of loans to Atlatsa of R1.8 billion (post-tax). Excluding these one-off items, headline earnings increased to R2.7 billion or
452 cents per share.
Profit attributable to ordinary shareholders reduced to a loss of R12.1 billion, largely due to one-off impairments. On a normalised basis, excluding the one-off
impairment and restructuring costs, profit attributable to ordinary shareholders increased to R2.7 billion from R624 million in the previous period.
Attributable loss for the period was 4,638 cents per share compared to earnings of 239 cents per share in the comparative period while headline earnings were 41 cents per
share compared to 301 cents per share in the comparative period.
Impairments
The Company has recorded impairments totalling R14.0 billion (post-tax) with R1.8 billion impacting headline earnings.
Post-tax impairments which impacted basic earnings, included Rustenburg operations (R4.5 billion), Twickenham (R2.5 billion), Tumela 5 (R0.3 billion), MIG plants (R0.1
billion), equity interests in RB Plats (R0.8 billion) and BRPM (R2.7 billion) and equity interests in Atlatsa and Bokoni Platinum Holdings (Bokoni Holdco) (R1.4 billion).
In addition, the Company wrote off senior loans and working capital facilities loaned to Atlatsa and Atlatsa Holdings leading to an impairment of R1.8 billion (post-tax)
which has impacted headline earnings.
Sales and working capital
Net sales revenue increased by 8% to R59.8 billion from R55.6 billion in 2014, due primarily to increased sales volume of platinum, palladium and rhodium, as well as the
weakening of the rand/US dollar exchange rate. This was partly offset by lower sales volume of nickel, iridium and ruthenium, and exacerbated by lower dollar metal prices.
Refined platinum sales for the year increased to 2,471 koz, an increase of 17%. Sales of refined palladium and rhodium increased by 27% and 33% respectively. Nickel sales
declined by 10% as the tolling of nickel copper matte finished at the end of 2014.
The average US dollar basket price per platinum ounce sold decreased by 21% in 2015 to USD1,905 versus USD2,413 achieved in 2014. The decline was driven by the decrease in
prices for all metals. The average US dollar sales price achieved on all metals declined with platinum down by 24% to USD1,051 per ounce; palladium down by 12%, rhodium
down by 16%, nickel down by 31% and copper down by 25%.
The average rand/US dollar exchange rate weakened by 17% to R12.71: USD1.00 from the R10.87 average during the comparative period. After taking into account the effect of
the weakening of the Rand against the US dollar, the average realised Rand basket price per platinum ounce was 8% weaker at R24,203.
Working capital decreased by R1.0 billion to R13.6 billion as at 31 December 2015. This is a further decrease following the R1.4 billion decrease in 2014. Working capital
days decreased to 77 days compared with 108 in 2014. The decrease was mainly due to a reduction in metal inventory to enhance cash inflows and lower trade debtors, partly
offset by lower trade creditors. The decrease in trade creditors was mainly due to lower expenditure, particularly purchase of concentrate and capital expenditure, as
creditors' days remained unchanged at 26.
The stock count completed in the first half of 2015 indicated an additional 130 koz of platinum and 75 koz of palladium, in the processing facilities. These ounces,
together with minor changes in rhodium and nickel, were valued at R2.2 billion (pre-tax) and are included in the movement in metal inventories in earnings.
Costs
Cost of sales increased by 3%, from R53.0 billion to R54.5 billion mainly as a result of cash operating production costs (cash mining, smelting, treatment and refining
costs) increasing by 17% to R35.5 billion from R30.2 billion in 2014. The higher costs are primarily as a result of increased mining, milling and refined volumes compared
to the previous period which was affected by the five month industrial action.
Costs for purchases of metal reduced to R10.2 billion down 17% from R12.4 billion in 2014. The lower costs are ascribed to the lower dollar metal prices used in
determining the cost of purchased metals and marginally lower volume purchased, somewhat offset by the weaker ZAR/USD exchange rate.
Reorganisation
The support and service functions have been reorganised and overhead structure rightsized to support a more focused and less complex business with a reduction of 420
positions mainly in managerial and supervisory roles. This reorganisation will deliver annual labour cost savings of R200 million from 2016. In addition, non-personnel
overhead savings of R800 million will be delivered by 2017, an increase of R200 million from previous guidance of R600 million.
Optimisation plans focusing on the need to be cash positive have identified opportunities to further increase efficiencies at the operations. The revised development and
project timeline and plan for Twickenham led to 547 contractors exiting the Company. During the Section 189 process involving support and services functions, voluntary
severance packages (VSPs) were offered to all employees at the Company's own mines. This resulted in a further reduction in headcount of 1,000 at Rustenburg, 450 at Union
and 400 at the Company's retained portfolio. In addition, restructuring plans at the Bokoni mine, managed by our joint venture partner Atlatsa Resources Corporation
("Atlatsa"), to stop loss making production, led to some 1,079 employees and contractors exiting the Bokoni mine by 31 December 2015.
The cash outflow to the Company arising from the severance packages plus headcount reductions at Bokoni mine, is R1.1 billion (pre-tax), and has been fully charged in the
period to 31 December 2015, and impacts basic and headline earnings.
Capital expenditure
Disciplined capital is a key priority for Amplats. Given the particularly weak PGM price environment since mid-2015, the Company has postponed investment in all growth and
replacement projects. While these projects are high quality and high margin, with the ability to be at the lower end of the cost curve, current market conditions dictate
that these capital decisions be delayed until at least 2017.
Stay in Business (SIB) Capital allocation was re-engineered with the introduction of a specialised capital excellence team (CET), an SIB investment committee and a revised
project execution strategy. Capital was allocated to sustaining the operational performance without introducing risk. The primary mission of the CET was to review SIB
projects to find the optimal solution. The SIB Investment committee comprising representation from Technical, Operations, Finance and subject matter experts, scrutinised
and recommended SIB projects for execution. The Project execution strategy provided for embedded professional project execution of SIB projects at the operation at a lower
cost, with more focus. These SIB tactics have resulted in a thoughtful, risk based approach, allocating SIB capital appropriately to sustain operations.
Total capital expenditure excluding Mogalakwena mine waste stripping was R3.7 billion, down 36% against the R5.8 billion spent in the comparative period. SIB capital
expenditure was R2.5 billion, down R1.4 billion, whilst growth capital was R1.2 billion, down R648 million as major capital project decisions have been delayed until 2017.
Capitalised waste stripping at Mogalakwena amounted to R999 million, up from R561 million capitalised in 2014.
Earnings before interest and tax (EBIT)
EBIT was severely impacted by the one-off items however after adjusting for impairments and scrapping of assets, EBIT increased by R2.4 billion to R3.6 billion compared to
R1.2 billion in the comparative period. Positive contributions to EBIT for the year included the weakening of the Rand against the US dollar contributing R7.8 billion;
additional margin from higher sales volumes amounting to R0.9 billion; the strike impact on 2014 adding R2.9 billion and lower cash costs of R0.7 billion. Earnings were
further supported by R2.2 billion arising from the positive adjustment to inventory from the annual stock count (compared to a minor negative adjustment in 2014). These
increases were partly offset by the decline in metal prices of R9.2 billion, CPI inflation of R1.7 billion and higher restructuring costs of R1.1 billion compared to R0.2
billion in 2014. Restructuring costs comprise mainly expenses arising from voluntary separation packages paid to employees.
Cash flow
Despite the decline in PGM prices in 2015, the Company generated free cash flow from operations of R4.0 billion (before the R1.1 billion final settlement with the South
African Revenue Service and restructuring costs of R1.1 billion (pre-tax) . This was after paying all capital expenditure of R4.7 billion; taxes of R0.7 billion; interest
of R1.3 billion; funding to associates of R0.8 billion and other expenditures of R0.3 billion.
Net debt and dividend
The balance sheet position of the Company remains strong as a result of focusing on ensuring operations are cash positive, disciplined capital allocation and ensuring
overheads are right-sized. Consequently, the net debt position has improved from R14.6 billion at 31 December 2014 to R12.8 billion.
The Company has legally binding committed facilities of R22.3 billion and is comfortably within its debt covenants. The committed facilities that were due to mature in
2015 were rolled over and only R1.5 billion of facilities are due to mature in 2016.
Owing to the net debt position of the Company, and considering future funding requirements in a weak macroeconomic environment, the Board has decided not to declare a
dividend in 2015.
Amplats will continue to monitor its capital requirements, ability to manage debt levels adequately and will consider future dividend payments when the financial situation
of the Company allows.
Post balance sheet events
Amplats' strategy is to continue to reposition its assets into a value optimising portfolio, with its assets positioned in the first half of the primary PGM production
cost curve. Given the industry headwinds, the Amplats Board on 4 February 2016 considered the progress made with respect to the strategic repositioning of the portfolio
and approved the following refinements to the portfolio:
Commence the process of placing Twickenham Mine on care and maintenance; and
Consider exiting Amplats' 50% interest in the Kroondal PSA at the right time for value, while ensuring the value generated from the purchase of concentrate agreement is
maintained.
The carrying value of Twickenham Mine assets is R2.3 billion (post the write-off of assets of R3.2 billion). As Twickenham remains a key part of the Amplats portfolio and
development will resume once the market demands the additional PGMs and the Group's balance sheet allows, the remaining assets that will be used in developing a mechanised
mine, have not been written off.
Furthermore, the Group will continue to account for the Kroondal Mine as a joint operation until the Group has entered into a binding contract to exit from its interests
in the mine.
MARKETS
While platinum and palladium demand exceeded supply from mining and recycling for the fourth consecutive year, PGM prices declined in a challenging year for the
commodities. This in turn reflected lower global growth, while the prospect of monetary tightening in the USA weighed on non-interest bearing asset classes. In addition,
growth concerns in China, uncertainty surrounding Greece's possible exit from the euro, and the vehicle emissions scandal all dampened sentiment towards PGMs.
Platinum
Gross global platinum demand increased by 2% or 147 koz. A decline in jewellery demand was offset by strength in the automotive, investment and industrial sectors. After a
strike affected 2014, primary production in South Africa recovered to levels above 2013. However this recovery in South African production was partially offset by modest
reductions in Russia and North America. Levels of recycling declined, mainly due to reduced jewellery recycling volumes in China and lower automotive scrappage incentives
owing to falling scrap steel and copper prices. The annual platinum market remained in deficit, amounting to 703 koz.
Palladium
Gross global palladium demand decreased by 14% or 1,524 koz. The change in investor sentiment, in comparison to 2014, resulted in the liquidation of holdings in Exchange
Traded Funds after an exceptional year for investment in 2014. Growing demand from the auto sector and steady industrial demand was offset by lower investment demand and
jewellery use. Palladium supply in South Africa recovered in 2015 by 420 koz, but decreased in North America and Russia. With lower recycling volumes, overall supply was
only marginally higher than 2014. The annual palladium market remained in deficit by 228 koz.
Rhodium
In 2015, gross rhodium demand decreased by 1% or 11 koz, due to slowing growth in China and weaker-than-expected conditions in Japan and emerging markets. Due to
concentration of rhodium supply in South Africa, the recovery in primary supply was only partially offset by a decline in recycling, which moved the rhodium market into a
surplus of 10koz.
Autocatalysts
Global light-vehicle sales grew by 2% in 2015 to 89.1 million units, driven by sustained growth in North America and Western Europe. However, challenging economic
conditions in markets such as Brazil, Eastern Europe and Japan weighed on local car sales. Vehicle sales in China slowed in mid-2015 as a result of the turmoil in the
equity markets, before regaining momentum from stimulus measures (sales tax cut on 1.6 litre engines), to finish the year up 5.3%.
Gross demand for platinum in autocatalysis increased by 167 koz or 5.3%, primarily due to sustained growth in demand for vehicles in the Western European light-duty
market. The phased implementation of Euro 6b, which applied to all new vehicles from September 2015, resulted in a continued increase in loadings versus 2014. This trend
is expected to continue in 2016. Palladium used in autocatalysis increased by 56 koz in 2015. Increased palladium purchases in North America were partially offset by
weakness in Japan and emerging markets. Gross rhodium use in autocatalysis was similarly impacted by weaker-than-anticipated auto sales in gasoline-dominant markets and by
thrifting in three-way catalysts.
The vehicle emissions scandal was a key feature in the automotive industry in 2015. While this is expected to affect diesel penetration in the North American market,
diesel share in Europe has remained relatively steady. Regulators are expected to review the implementation of emissions legislation and more stringent legislation is
expected in an effort to align emissions standards to real world driving conditions. The new European standard, Euro 6d, will be phased in over several years and will
introduce real driving emissions testing.
Jewellery
The gross global jewellery market declined by 246 koz or 8.5%. The economic slowdown in China, combined with the government's anti-corruption measures, particularly on
jewellery gifting, and the negative wealth effect of falling equity markets saw China's share of the global platinum jewellery market fall from 67% to 62% over the year.
This was partially offset by a decline in jewellery recycling, with net jewellery demand decreasing by 5% in 2015.
However, bridal sales expanded in lower-tier Chinese cities due to continued uptake of the Platinum pair ring concept. Similarly, the mature North America platinum
jewellery market provided steady demand, rising by 5 koz over the year. India reaffirmed its status as the leading growth market for platinum jewellery as demand increased
by 28.5% or 50 koz which follows growth in excess of 20% in 2014. The Evara brand launched by Platinum Guild International (PGI) boosted sales, particularly in the second
half of the year.
Industrial
Industrial platinum demand increased by 83 koz or 4.3%. This was due to expansion in the glass sector and steady growth in chemical and fuel cell applications, offsetting
the fall in platinum use in the petroleum sector. Fuel-cell demand continues to grow, particularly in the telecommunications and off-grid sectors. Progress was made in the
road-transport sector, as efforts towards the adoption of fuel cell technology into the powertrain portfolio were extended by Toyota, Honda, Daimler and Hyundai. In
addition the Chinese government has invested in the technology with the largest fleet, to date, of fuel-cell buses expected to be rolled out in 2016.
Palladium industrial use increased marginally in 2015 by 49 koz or 2.3%, mainly due to a strong performance in the European chemical sector. Rhodium demand from industrial
applications increased by 1 koz to 158 koz.
Investment
Investment demand includes exchange-traded fund (ETF) holdings and over-the-counter metal holdings in vaults. The liquidation of both platinum and palladium holdings in
ETFs was symptomatic of market sentiment, with holdings of gold and silver also down. Liquidation took place in European, North American and South African funds as
platinum and palladium ETF holdings declined by 231 koz or 8% and 663 koz or 22% respectively.
Physical investment in platinum bars in Japan offset these losses as low prices and a strengthening yen in the third quarter were perceived as a buying opportunity. This
buying amounted to 629 koz of platinum for the year.
Rhodium investment amounted to 5 koz during the year due to the launch of the Standard Bank fund, down from additional investment demand of 11 koz in 2014.
Marketing strategy
Amplats' global PGM market development initiatives continue to focus on de-risking demand across the industrial, jewellery and investment segments. South African
beneficiation objectives are supported as part of broader market development activities.
The company invests in market development and beneficiation across four broad demand segments:
-Global and local development of platinum jewellery markets;
-Product development, commercialisation and marketing activities for platinum-containing fuel cells;
-Equity investments in early-stage industrial applications or technologies that use or enable the use of PGMs and
-Stimulating platinum investment demand through the World Platinum Investment Council (WPIC)
Together with Lonmin and Impala, Amplats invests in the Platinum Guild International (PGI), which has provided market development, sales support and training to all levels
of the global jewellery trade for more than 30 years. Key targets are the growth markets of China and India. In South Africa, we support skills development and capacity
building in the design and manufacturing of platinum jewellery through the annual PlatAfrica design and manufacture competition. Together with Rand Refinery, we provide a
metal financing scheme to local jewellery manufacturers to finance their working capital requirements.
The Company continues to focus on accelerating the global adoption of platinum-based proton exchange membrane (PEM) fuel cells. There is an opportunity to position South
Africa both as a market and as a manufacturing location for fuel-cell products. The creation of a fuel-cell industry, along with manufacturing, installation and
maintenance jobs, is aligned with the national development plan and government's industrial development priorities. The Company and selected partners continue to operate
the worlds' first methanol-based fuel-cell mini-grid system at the Naledi Trust community in the Free State. Fuel-cell systems are cost-effective replacements for
conventional batteries or diesel generators in rural schools, clinics and communities far from existing power grids.
In 2015, the Company sponsored three hydrogen-based fuel cells at three schools in the Cofimvaba district as part of the Department of Science & Technology's TECH4RED
programme. Both Amplats and the government believe that the development of new PGM products can be enabled only by strengthening research capacity and building skills in
the fields of science and engineering. Accordingly, the Company supported two fuel cell-related research programmes at North-West University and University of Cape Town,
both in partnership with the Department of Science & Technology's HySA programme.
The PGM investment programme was created to invest in new technologies that use or enable the use of PGMs in their products or processes. The programme provides start-up
and growth capital to innovators and entrepreneurs in early-stage development and commercialisation of PGM technology. In 2015, the Company continued to contribute via
board participation in companies in which it invests and to originate and screen over 60 opportunities. Amplats also sponsored research into PGM base medical devices in
partnership with the Medical Research Council and the Department of Science & Technology, as well as PGM-related research at the University of Loughborough and Columbia
University.
In 2015, the World Platinum Investment Council (WPIC) established itself as a credible source of industry supply and demand data. WPIC has progressed with a number of
market-development opportunities, including work on establishing new ETFs and platinum-accumulation programmes in Asian markets.
STRATEGY
Amplats continues with its strategic repositioning to create a high quality asset portfolio with low cost, high margin production, low safety risk and high productivity
through mechanisation. The Company continues to focus on its value driven strategy, resulting in a portfolio which has been repositioned to generate attractive returns
through the cycle. The restructuring of the portfolio has ensured that all operations are cash flow positive in the current weak commodity price environment. The focus of
this strategy is centred on:
-Disciplined capital allocation - in the current tight market environment the decision has been taken to delay growth projects until at least 2017. The operating free cash
flow of own operations has been improved by reducing the capital intensity of stay in business capital, without increasing the operational risk in the future
-Operational improvements have been delivered across the portfolio of assets and aligning overhead to production resulting in significant overhead cost savings
-The Company has reacted with a supply response through mine closures and rationalisation which commenced in 2013 with the consolidation of the Rustenburg and Union mines
and further actions taken to close unprofitable ounces in 2014 and 2015. Decisive action has been taken at our operations where improvement and cost savings plans cannot
yield improved financial performance
-Amplats plans to exit the non-core assets of Rustenburg, Union, Bokoni and Pandora.
-The Company has commenced with the process to place Twickenham on care and maintenance
-Amplats will consider an exit of Kroondal for value
This continued restructuring and repositioning will create a high quality asset portfolio with low cost, high margin production to be profitable through the cycle.
Update on the disposal of Rustenburg Operations
The announcement of the disposal of the Rustenburg Operations ("the Transaction") on 9 September 2015 to a subsidiary of Sibanye Gold Limited ("Sibanye") was a significant
step in transitioning the portfolio, allowing the Company to focus its management and capital allocation on priority projects in a more focused portfolio. Progress
continues to be made towards fulfilling the conditions precedent of the Transaction, and key steps have been made including:
-The South African Competition Commission filing being submitted on 13 November 2015;
-Amplats concluding a Services Agreement and a Rail Transportation Services Agreement with Aquarius Platinum South Africa on 16 November 2015, in which Aquarius Platinum
-South Africa consented to the agreements being ceded to Sibanye;
-Sibanye obtaining consent from its lenders to implement the Transaction in November 2015;
-Sibanye obtaining shareholder approval on 18 January 2016, as per JSE Listing Requirements; and
-The application in terms of section 11 of the MPRDA for the sale of the Mining Right and the Prospecting Right to Sibanye was submitted to the DMR on 4 February 2016.
It is envisaged that the Transaction will become unconditional during the latter part of 2016.
Union
The Company continues with its process to dispose of Union mine. Significant restructuring has taken place, including consolidating the mines from two to one and resulted
in a substantial reduction in production in 2015 from a baseline level of 220koz to 140koz to return the mine to profitability. Further production was closed at the
marginal decline areas as they were uneconomic, enabling the closure of surplus concentrators and a reduction in overhead to match the reduced production profile. The
Company remains focused on ensuring the mine is cash positive and is progressing with the sale. If Union does not generate cash and a sale cannot be progressed in the
first half of 2016, then, the Company will consider alternative options including plans to place Union on care and maintenance.
Atlatsa and Bokoni Platinum Holdings ("Bokoni Holdco")
Amplats has a 23% shareholding in Atlatsa as well as a 49% shareholding in Bokoni Holdco with Atlatsa owning the other 51%. Atlatsa is optimising Bokoni Platinum Mine's
operations, to focus on the development of its Brakfontein and Middelpunt Hill shafts after the closure of the Vertical and UM2 Merensky shafts.
In light of the difficult market conditions Amplats has written off its equity interests in Atlatsa and Bokoni Holdco and the various loans it has extended to Atlatsa and
Atlatsa Holdings (Atlatsa's Black Economic Empowerment shareholder), with a total carrying value of R3.4 billion. This total was included in basic earnings, of which
R1.8 billion relating to the loans was included in headline earnings.
The Company continues to proceed with the exit of its interests in Atlatsa and Bokoni Holdco and discussions with our partners are ongoing.
Pandora
The Company continues to assess options to exit its stake in Pandora.
GOVERNMENT AND INDUSTRY POLICY
The Company engaged Government extensively during the course of 2015 on key policy matters, regulatory and others issues affecting the mining sector and the Company
specifically.
Mining Charter review
The Mining Charter provided guidelines on the key milestones of mining industry transformation that had to be achieved between 2004 and 2014. This included a range of
transformation pillars on ownership, human resources development, employment equity, procurement and enterprise development, housing and living conditions, mine community
development, and sustainable development and growth. The beneficiation pillar was suspended pending finalisation of policy and legislation on beneficiation.
Amplats submitted its Mining Charter compliance report ahead of the 14 March 2015 deadline to the Department of Mineral Resources (DMR) using the prescribed template. It
is the Company's view that we have complied with the requirements of the Mining Charter; in particular we have exceeded the ownership requirements of 26% BEE ownership.
Since this deadline, the Minister of Mineral Resources publicly announced that in the DMR's view, the mining industry had not achieved the targets set by the Charter and
would commence with engagements with individual mining right holders who have failed to comply with the laws. Amplats has not received any notification or report from the
DMR outlining its status of compliance or notice of failure to comply, and remains of the view that it has met the requirements of the Mining Charter.
One area where the DMR and the industry appear to have a difference of opinion is the understanding of the ownership element. The DMR and the Chamber have jointly agreed
that the court be approached to seek clarity on this matter. This is being done by seeking a declaratory order as to the interpretation and legal status of provisions of
the Mineral and Petroleum Resources Development Act (MPRDA) Amendment Bill and of the Mining Charter(s). Answering affidavits were received from the DMR and the Chamber
has submitted it's replying affidavits. A court date for hearing of the application has been set for 15-16 March 2016.
MPRDA review
The Company, through the Chamber of Mines and Anglo American plc, provided extensive input into the drafting of the Mineral and Petroleum Resources Development Act (MPRDA)
Amendment Bill during 2014 and the Bill was passed by both houses of Parliament in 2014. On 26 January 2015 President Jacob Zuma referred the Bill back to Parliament
citing a number of concerns around its constitutionality.
Mining Phakisa
Operation Phakisa was announced by President Jacob Zuma in his State of the Nation Address in 2014. This Government, multi-stakeholder led initiative is designed to fast-
track the implementation of solutions to critical development issues. It is based on Malaysia's Big Fast Results Methodology. The mining specific leg of Operation Phakisa
is aimed at identifying key constraints to investment in, and growth of, the industry as well as develops a shared vision and growth strategy for the long-term development
and transformation of the sector. Work on Mining Phakisa commenced in August. Government convened all key stakeholders in the industry in a workshop colloquially known as
the LAB process, which was conducted during November 2015. The main objective of the Phakisa is to develop implementable results that will transform the industry and
increase investment, in line with the goals of the National Development Plan. The Phakisa Mining LAB process was a concentrated five-week process within the context of
Government's long term Phakisa program. The LAB has created a good platform for meaningful engagement by the industry with other key stakeholders, including other
Government departments beyond just the DMR. Currently all the Phakisa LAB reports, that will list all the key initiatives, are being finalised by the Phakisa Secretariat
before they are presented to the Phakisa participants for input and comment in the first quarter of 2016.
Unki Indigenisation
Following approval of its indigenisation plan by the Government of Zimbabwe, Amplats signed a Heads of Agreement with the Government of Zimbabwe in November 2012. That
agreement set out the key terms of the approved indigenisation plan for the Company's Unki mine investment. The plan envisaged the sale of 51% of the investment through a
notional vendor funded 10 year transaction. The plan has not been implemented due to a decision by the Government of Zimbabwe to reconsider the proposed indigenisation
transaction.
On the 8 January 2016, the Minister of Youth, Indigenisation and Economic Empowerment in Zimbabwe published a General Notice which sought to simplify and clarify the
framework, procedures and guidelines for complying with the Indigenisation and Economic Empowerment Act. A concerning provision within the General Notice is a requirement
that, for the resource sector, the 51% shareholding will be acquired in exchange for the mineral resource being exploited and at no monetary cost to the Government. The
company is still studying the full implication on its indigenisation compliance plan should the provision contained in the General Notice become law. Engagements with the
Zimbabwean government are on-going, and the Company is not yet certain of the impact of the General Notice on the proposed Unki indigenisation transaction.
SOCIAL GOVERNANCE
Amplats engages on a regular basis with a wide spectrum of stakeholders and seeks to ensure each stakeholder group is fully informed, fairly treated, and their concerns
are understood and responded to through our management programmes. The Company's overall social governance programme, with its associated management plan, is guided by the
Anglo American 'social-way' set of standards. The programme is reviewed annually to monitor progress, check effectiveness and to take any corrective action that may be
deemed necessary.
Community aspects
In South Africa, every mining operation has a Social and Labour Plan ("SLPs") that is developed through a consultative process with the DMR, local municipalities and
through regular interaction with host communities via each operation's community engagement forum. Good progress was made in 2015 on the delivery of the community projects
listed in the SLPs. Of the 114 community projects identified in the operations' 2010-2015 SLPs, 98 have been completed and 16 projects will continue to be implemented in
2016, following project delays owing to community disputes. The 2016-2020 SLP's were submitted to the DMR for approval in mid-2015 and the Company is continuing to engage
the DMR accordingly with respect to implementation.
In September 2015, Mogalakwena mine's operations were disrupted by local community protests as communities were dissatisfied with the limited employment, procurement and
other opportunities in the area and a perceived lack of action by the mine to respond to their issues. The resulting disruptions to production led to 8.6 koz lost in Q3
2015, damage to property and increased tensions. In order to resolve the conflict in the communities, a task team was established by the Minister of Mineral Resources, and
facilitated by the South African Human Rights Commission, with representation from the mine and the 32 host villages located within Mapela Traditional Authority. The task
team is working together to address community concerns and ensure progress on the agreed actions.
MINERAL RESERVES AND RESOURCES STATEMENT
The combined South African and Zimbabwean Ore Reserves inclusive of the Rustenburg operations have decreased from 205.3 4E Moz to 184.6 4E Moz in the year under review.
This was primarily due to the mined volumes and the result of the decrease in the PGM prices causing the reallocation of Ore Reserves back to Mineral Resources in the
Mogalakwena, Dishaba and Twickenham mining areas.
The South African and Zimbabwean Mineral Resource including the Rustenburg operations (inclusive of Ore Reserves) increased from 913.6 4E Moz to 916.4E Moz in the year
under review. This was mainly the result of new geological information in the Mogalakwena Mining Rights area.
Amplats will maintain an industry leading Mineral Resource and Ore Reserve status, even after the sale of the Rustenburg operations is complete, and after revisions made
to future economic assumptions.
OUTLOOK
In view of the current market conditions and expectations that key macro-economic issues will likely create a tough economic environment, Amplats is proactively managing
the business during this period of low PGM prices. Positive cash flow generation at every operation is the on-going focus, and cash conservation along with stringent cost
controls has been enforced. Disciplined capital allocation and right-sizing overheads will deliver additional cost savings. Decisions on major capital projects have been
delayed to at least 2017. As a result of these initiatives, the Company believes the financial position remains strong to manage through the current weak PGM price
environment.
Market outlook
Amplats expects the challenging global market conditions to persist with prices in the PGM markets remaining depressed. The platinum market is expected to move closer to
balance in the short term before primary supply is constrained in future years by closures and reduced capital expenditure. Steady growth in demand fundamentals should
then result in a move back to deficits. Targeted market development initiatives are likely to continue to increase platinum demand in fuel cell applications, investment
and in key jewellery markets.
Autocatalyst demand is forecast to grow as Euro 6 emissions legislation requires higher PGMs loadings. Positive sales momentum, particularly in Western European markets,
is expected to continue. Despite the increased focus on particulate emissions in 2015, diesel share in the European market appears resilient, although this should continue
to normalise. Automotive demand and steady growth in industrial consumption is expected to underpin platinum demand. The fall in secondary supply from autocatalyst scrap
evident in 2015 is expected to continue in the short term due to low copper and steel prices. A modest increase in primary supply is expected in 2016.
Amplats expects the palladium market to remain in deficit in the short and medium term due to growth in global automotive production and ex-African supply constraints. The
rhodium market is forecast to remain in balance; however any platinum supply shortfall, especially from the UG2 Reef, could result in a return to a deficit market.
Operational outlook
It is anticipated that platinum production (metal in concentrate) for 2016 will remain between 2.3 and 2.4 million ounces, with improvements in operational performance in
line with optimised mine plans offsetting a reduction in third party ounces.
Financial outlook
Cost inflation continues to be a challenge, with labour, electricity and foreign currency denominated input costs under inflationary pressure. The Company has implemented
a number of business initiatives which aim to curb the effects of inflationary cost pressure, resulting in an estimate on 2016 cash unit costs per platinum ounce of
between R19,250 and R19,750. Amplats believes the focus on cost rationalisation will enable the Company to meet its goal of keeping costs at below mining inflation.
The Company's project portfolio has been aligned to the market environment. As such, capital expenditure is set to be minimal with all major capital project decisions
delayed until at least 2017. Therefore, capital expenditure for the year will be between R3.7 billion and R4.2 billion for project and stay-in-business capital.
Capitalised waste stripping at Mogalakwena will be around R1.2 billion for the year.
The Rand remained weak against the US dollar, with further weakening post 31 December 2015, and our earnings remain highly geared to the Rand/USD exchange rate.
Any forecast information included in this announcement has not been reviewed and reported on by the company's external auditors.
MANAGEMENT CHANGES
Mr Pieter Louw retired as Executive Head of Mining and left his position on 31 December 2015. Dean Pelser has taken over responsibility for Mining and has a broader role
as the Executive Head of Mining and Safety, Health & Environment.
Johannesburg, South Africa
4 February 2016
For further information, please contact:
Investor relations
Emma Chapman
+27 (0) 11 373 6239
emma.chapman@angloamerican.com
Media
Mpumi Sithole
+27 (0) 11 373 6246
mpumi.sithole@angloamerican.com
NOTICE IN TERMS OF SECTION 45(5) OF THE COMPANIES ACT NO. 71 OF 2008 ("the Act")
Pursuant to a special resolution passed by shareholders on Wednesday, 8 April 2015 authorising financial assistance to related or interrelated parties, shareholders are
advised that on Thursday, 4 February 2016, the board of directors of the Company resolved that the Company is authorised to provide guarantees for the obligations of its
wholly owned subsidiary, Anglo Platinum Marketing Limited to various finance parties.
ADMINISTRATION
EXECUTIVE DIRECTORS
CI Griffith (Chief executive officer)
I Botha (Finance director)
INDEPENDENT NON-EXECUTIVE DIRECTORS
MV Moosa (Independent non-executive chairman)
RMW Dunne (British)
NP Mageza
NT Moholi
D Naidoo
JM Vice
NON-EXECUTIVE DIRECTORS
M Cutifani (Australian)
R Medori (French)
AM O'Neill (Australian)
AH Sangqu
Alternate director
PG Whitcutt (Alternate director to R Medori)
COMPANY SECRETARY
Elizna Viljoen
elizna.viljoen@angloamerican.com
Telephone +27 (0) 11 638 3425
Facsimile +27 (0) 11 373 5111
FINANCIAL, ADMINISTRATIVE, TECHNICAL ADVISERS
Anglo Operations Proprietary Limited
CORPORATE AND DIVISIONAL OFFICE, REGISTERED OFFICE AND BUSINESS AND POSTAL ADDRESSES OF THE COMPANY SECRETARY AND ADMINISTRATIVE ADVISERS
55 Marshall Street, Johannesburg 2001
PO Box 62179, Marshalltown 2107
Telephone +27 (0) 11 373 6111
Facsimile +27 (0) 11 373 5111
+27 (0) 11 834 2379
SPONSOR
Rand Merchant Bank
a division of FirstRand Bank Limited
REGISTRARS
Computershare Investor Services Proprietary Limited
70 Marshall Street
Johannesburg 2001
PO Box 61051
Marshalltown 2107
Telephone +27 (0) 11 370 5000
Facsimile +27 (0) 11 688 5200
AUDITORS
Deloitte & Touche
Buildings 1 and 2, Deloitte Place
The Woodlands, Woodlands Drive
Woodmead
Sandton 2196
INVESTOR RELATIONS
Emma Chapman
emma.chapman@angloamerican.com
Telephone +27 (0) 11 373 6239
FRAUD LINE - SPEAKUP
Anonymous whistleblower facility
0800 230 570 (South Africa)
angloplat@anglospeakup.com
8 February 2016
DISCLAIMER
Certain elements made in this annual report constitute forward looking statements. Forward looking statements are typically identified by the use of forward looking
terminology such as 'believes', 'expects', 'may', 'will', 'could', 'should', 'intends', 'estimates', 'plans', 'assumes', or 'anticipates' or the negative thereof or other
variations thereon or comparable terminology, or by discussions of, e.g. future plans, present or future events, or strategy that involve risks and uncertainties. Such
forward looking statements are subject to a number of risks and uncertainties, many of which are beyond the company's control and all of which are based on the company's
current beliefs and expectations about future events. Such statements are based on current expectations and, by their current nature, are subject to a number of risks and
uncertainties that could cause actual results and performance to differ materially from any expected future results or performance, expressed or implied, by the forward
looking statement. No assurance can be given that such future results will be achieved; actual events or results may differ materially as a result of risks and
uncertainties facing the company and its subsidiaries.
Date: 08/02/2016 08:00:00 Produced by the JSE SENS Department. The SENS service is an information dissemination service administered by the JSE Limited ('JSE').
The JSE does not, whether expressly, tacitly or implicitly, represent, warrant or in any way guarantee the truth, accuracy or completeness of
the information published on SENS. The JSE, their officers, employees and agents accept no liability for (or in respect of) any direct,
indirect, incidental or consequential loss or damage of any kind or nature, howsoever arising, from the use of SENS or the use of, or reliance on,
information disseminated through SENS.
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