NewmontInvestorDay2009_update
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  • 1. Newmont Mining Corporation 2009 Investor Day March 18, 2009, New York, NY
  • 2. Agenda I. Welcome & Introductions II. Strategic Overview III. Operational Planning & Execution IV. Project Planning & Execution V. Closing Remarks / Q&A 03/18/09 Newmont Mining Corporation 2009 Investor Day 2
  • 3. Today’s Presenters Richard O’Brien - President and Chief Executive Officer Russell Ball - Executive Vice President and Chief Financial Officer Randy Engel - Executive Vice President, Strategic Development Brian Hill - Executive Vice President, Operations Guy Lansdown - Executive Vice President, Development Alan Blank - Executive Vice President, Legal and External Affairs 03/18/09 Newmont Mining Corporation 2009 Investor Day 3
  • 4. Cautionary Statement This news release contains “forward-looking statements” within the meaning of Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended, that are intended to be covered by the safe harbor created by such sections and other applicable laws. Words such as “expect(s)”, “feel(s)”, “believe(s)”, “will”, “may”, “anticipate(s)”, “estimate(s)”, “should”, “intend(s)” and similar expressions are intended to identify forward-looking statements. Such forward-looking statements include, without limitation, (i) estimates of future mineral production and sales; (ii) estimates of future costs applicable to sales, other expenses and taxes, for specific operations and on a consolidated basis; (iii) estimates of future capital expenditures, construction, production or closure activities; (iv) statements regarding future exploration expenditures and results and future reserves and mineralized material; (v) statements regarding fluctuations in capital and currency markets; (vi) statements regarding potential cost savings, productivity, operating performance, and cost structure; (vii) expectations regarding the completion and timing of the Boddington acquisition and other transactions; and (viii) expectations regarding the start-up time, design, mine life, production and costs applicable to sales and exploration potential of the Boddington project and other projects. Where the Company expresses or implies an expectation or belief as to future events or results, such expectation or belief is expressed in good faith and believed to have a reasonable basis. However, forward-looking statements are subject to risks, uncertainties and other factors, which could cause actual results to differ materially from future results expressed, projected or implied by such forward-looking statements. Such risks include, but are not limited to, gold and other metals price volatility, currency fluctuations, increased production costs and variances in ore grade or recovery rates from those assumed in mining plans, political and operational risks in the countries in which we operate, and governmental regulation and judicial outcomes. For a more detailed discussion of such risks and other factors, see the Company’s 2008 Annual Report on Form 10-K, filed on February 19, 2009, with the Securities and Exchange Commission, as well as the Company’s other SEC filings. The Company does not undertake any obligation to release publicly revisions to any “forward-looking statement,” to reflect events or circumstances after the date of this news release, or to reflect the occurrence of unanticipated events, except as may be required under applicable securities laws. 03/18/09 Newmont Mining Corporation 2009 Investor Day 4
  • 5. Strategic Overview
  • 6. Key Messages in Today’s Presentation: “Passionately Pursuing Excellence” • Our focus on executing against our operational and project plans will continue to deliver reliable results • Our disciplined approach to evaluation of internal and external investment opportunities will yield long-term improved returns on invested capital • Strategic alignment across Newmont’s portfolio will facilitate business and operating efficiencies and improved cash flow generation 03/18/09 Newmont Mining Corporation 2009 Investor Day 6
  • 7. Strategic Focus – “Re-Establishing Credibility” 1 “Plan & Execute” 2 “Refine & Confirm Strategic Direction” 3 “Create Operating & Business Efficiencies” “Gain Global Alignment 4 & Regional Ownership” ongoing Summer 2007 Spring 2009 03/18/09 Newmont Mining Corporation 2009 Investor Day 7
  • 8. “Passionately Pursuing Excellence” Vision: We will be the most valued and respected mining company through industry leading performance Mission: We will build a sustainable mining business that delivers top quartile shareholder returns while leading in safety, environmental stewardship and social responsibility 03/18/09 Newmont Mining Corporation 2009 Investor Day 8
  • 9. Safety is First in Everything We Do • 12% decrease in Total Reportable Accident Frequency Rate in 2008 • >35 million exposure hours at Batu Hijau without a lost time accident (over 1.5 years) Injury Frequency Rates – 5 year Trend Industry Comparison – Total Injury Rates 1.48 0.35 1.60 12 1.40 9.90 0.30 1.21 10 1.20 0.25 8 0.92 7.00 1.00 0.20 0.84 0.20 5.30 5.40 5.60 0.74 6 0.80 0.16 0.15 0.60 4 0.11 3.10 0.10 0.10 2.60 0.10 0.40 1.70 2 0.40 0.74 0.05 0.20 0 0.00 0.00 R ring ra ng g ew ts O on t uf i on rt re as Lo g g in po on gin in ec 2004 2005 2006 2007 2008 /G i in A i n ch an uct m in tu ns oj g M M ac Pr r il a st N rT as O /G C LTAFR TRAFR d M ol G il Source: Data extracted from U.S. Bureau of Labor Statistics O 03/18/09 Newmont Mining Corporation 2009 Investor Day 9
  • 10. We Will Deliver on Our Plans in a Safe and Environmentally and Socially Responsible Manner • Independent Community Relationships Review completed – Implementation underway • Corporate Social Responsibility leadership – 2nd consecutive year listed on DJSI World – Received multiple national awards • San Jose Reservoir – Peru • Green PROPER Rating – Indonesia • Excellence in Mine Reclamation – Nevada • Other Key Initiatives – International Cyanide Management Code certification at all sites by end of 2009 – ISO 14001 certification at all sites by end of 2010 03/18/09 Newmont Mining Corporation 2009 Investor Day 10
  • 11. Corporate Scorecard – 3 to 5 Year Horizon “What Does Success Look Like” Deliver sustainable operating and project performance Operating costs consistently in lower half of the industry cost curve Build a more robust project pipeline Lengthen reserve life Deliver top-quartile investor returns Improve Free Cash Flow generating capacity and returns on invested capital 03/18/09 Newmont Mining Corporation 2009 Investor Day 11
  • 12. Corporate Scorecard – 2009 “Delivering on Our Commitments” Continued focus on operating and project performance; Met original 2008 gold operating outlook Demonstrated leadership in safety, environmental stewardship and social responsibility Improved production profile at competitive costs applicable to sales with Boddington acquisition Strengthened balance sheet with $1.7 B in additional liquidity Deliver 2009 operating performance in-line with expectations Complete Boddington project in line with expectations Clarify Batu Hijau divestiture path forward Optimize and evaluate project pipeline against external opportunities Create operating and business efficiencies across “One Newmont” 03/18/09 Newmont Mining Corporation 2009 Investor Day 12
  • 13. Newmont – Strategic Alignment Across Our Global Portfolio Building an Industry-Leading Sustainable Mining Business Strategic Foundations 2009 Strategic Objectives People Development Retain, develop and attract employees Operational Planning and Industry Leading Performance Execution Deliver on our plans in a safe and environmentally and socially responsible manner Project Planning and Execution Leverage Global Create operating and business efficiencies Expertise Reserve and Production Growth Think and invest strategically Financial Strength and Flexibility 03/18/09 Newmont Mining Corporation 2009 Investor Day 13
  • 14. Evaluating Investment Opportunities - Strategic Fit vs. Enterprise Risk Corporate Development 10% of NEM Cash Flow 1,900 1,800 1,700 Nevada 1,600 1,500 NAV’s ($ million) 1,400 1,300 1,200 Strategic Fit Score vs. Enterprise Risk Score 1,100 Yanacocha Australian 1,000 Gold 900 Batu Hijau 800 10% of 700 NEM NAV Royalties 600 Golden Grove Ghana Ghana 4.0 500 Pajingo Tanami 400 Zarafshan KCGM Favourable 300 Balance Sheet & FCF Generation Turkey 200 Yandal 100 Boddington 0 0 10 20 30 40 50 60 70 80 90 100 110 120 130 140 150 160 170 180 190 M&A Kalgoorlie Martha Golden Giant La Herradura Projects Target #3 Strategic Fit Score Project A 3.0 Exploration Target #3 M&A Target #1 Exploration Target #2 2.0 Exploration Target #1 Unfavourable Project C Exploration M&A Target #2 Project B 1.0 4.0 3.0 2.0 1.0 Enterprise Risk Score Favourable Unfavourable 03/18/09 Newmont Mining Corporation 2009 Investor Day 14
  • 15. Rating & Ranking Investment Opportunities Measuring Value (Strategic Fit Categories) Growth Potential Financial Impact Financial Exploration Upside Strength Diversification Free Cash Flow Production Strategic Fit Score vs. Enterprise Risk Score 4.0 Favourable M&A Target #3 Strategic Fit Score Margin Project A 3.0 Exploration Target #3 M&A Target #1 Asset Quality Exploration Target #2 2.0 Exploration Target #1 Unfavourable Project C M&A Target #2 Project B 1.0 4.0 3.0 2.0 1.0 Enterprise Risk Score Favourable Unfavourable 03/18/09 Newmont Mining Corporation 2009 Investor Day 15
  • 16. Rating & Ranking Investment Opportunities Measuring Risk (Enterprise Risk Categories) Financial Risks Technical Risks Liquidity Compliance Debt Gearing Energy Availability Water Access Commodity and Forex Exposures Land Access Execution Safety ESR Risk Ability to Risks Reclaim Access to Skilled Labor Stakeholder Relations Strategic Fit Score vs. Enterprise Risk Score Geo-Political Risk Reserve 4.0 Favourable Replacement M&A Reserve Target #3 Strategic Fit Score Project A 3.0 Exploration Replacement Target #3 M&A Target #1 Exploration Geo-Political Target #2 2.0 Exploration Risk Target #1 Unfavourable Project C M&A Risk Target #2 Project B 1.0 4.0 3.0 2.0 1.0 Enterprise Risk Score Favourable Unfavourable 03/18/09 Newmont Mining Corporation 2009 Investor Day 16
  • 17. Reorganized to Focus on Innovation and Drive Growth Business Business Generative Opportunity Opportunity Operations Exploration Delivery Creation Mineral Potentially Non-Resource Reserves Inventory Economic Mineralization Mineralization isitions s & Acqu Gate 5 Merger Gate 4 Gate 3 Gate 2 Gate 1 Order of Magnitude Target Gate ID Gate Business Services and Solutions 03/18/09 Newmont Mining Corporation 2009 Investor Day 17
  • 18. Newmont – Globally Aligned, Regionally Owned and Locally Operated Nevada Power Plant Boddington, Australia Yanacocha Gold Mill, Peru 03/18/09 Newmont Mining Corporation 2009 Investor Day 18
  • 19. Newmont – Globally Aligned, Regionally Owned and Locally Operated Nevada Warehouse Community Partnerships in Ghana San Jose Reservoir, Peru 03/18/09 Newmont Mining Corporation 2009 Investor Day 19
  • 20. Newmont – 2009 Equity Gold Sales Outlook Boddington and Batu Hijau offset declines in Nevada 5,800 ~50 ~(10) ~(10) ~(325) 5,700 ~100 Equity Gold Sales (Kozs) 5,600 ~365 5,200 - 5,500 5,500 Other Operations 5,400 Yanacocha 5,300 Ahafo Batu Hijau 5,184 5,200 Nevada Australia/NZ 5,100 5,000 4,900 4,800 2008 2009 03/18/09 Newmont Mining Corporation 2009 Investor Day 20
  • 21. Newmont – 2009 Costs Applicable to Sales Outlook Improved CAS anticipated in 2009 $490 Costs Applicable to Sales ($/oz) ~$5 ~($15) ~$25 $470 ~($15) $450 $440 ~($20) $400 - $440 $430 Yanacocha Ahafo $410 Batu Hijau Nevada Australia/NZ $390 $370 $350 2008 2009 03/18/09 Newmont Mining Corporation 2009 Investor Day 21
  • 22. Newmont – 2009 Capital Expenditures Outlook ~20% decrease anticipated in 2009 $2,000 ~($30) $1,875 $1,900 ~($35) Capital Expenditures ($M) ~($50) ~($60) $1,800 ~($60) $1,700 ~($90) $1,400 - $1,600 $1,600 South America $1,500 Indonesia Africa Australia/NZ $1,400 Other Nevada $1,300 $1,200 $1,100 $1,000 2008 2009 03/18/09 Newmont Mining Corporation 2009 Investor Day 22
  • 23. Global Monetary Environment Further Supports Higher Gold Prices Investor flight to safety driving gold higher $1,100 63 Global Gold ETF DEMAND AND GOLD PRICE US Trade-Weighted Dollar Index (Major Currencies) $1,000 67 Dollar Index (Axis Inverted) GOLD $900 71 Gold ($/oz) $800 75 $700 79 $600 83 Source: NBF World Gold Producers Quarterly, March 2009 Last date: March 9, 2008 $500 87 1/3/06 1/3/07 1/3/08 1/3/09 03/18/09 Newmont Mining Corporation 2009 Investor Day 23
  • 24. Positioned for Significant Cash Flow Generation Newmont Gross Margin Potential Potential to Generate $1.2B Cash Flow for Reinvestment into Business (at $925/oz & $1.50/lb) $1,000 Industry 2009 Cash Cost Curve ($/oz) $925 per Potential ounce $900 Operating Cash Potential Flow ~$2.0B $800 OCF Reinvestable Cash Flow ~$320/oz $700 ~$1.2B Gold Costs $600 Applicable to Taxes: ~$75/oz Sales ~$2.2B $500 Overhead: Sustaining ~$110/oz Capital(1) $400 ~$0.8B $300 CAS: ~$420/oz $200 Overhead(2) $100 ~$0.6B Taxes at 30% ~$0.4B $0 Represented by Amortization at midpoint of guidance. (1) 0% 20% 40% 60% 80% 100% Overhead includes General and Administrative, Exploration, Advanced Projects and R&D, (2) Source: Brook Hunt and Interest expense at midpoint of guidance. Taxes calculated after DDA deductions. 03/18/09 Newmont Mining Corporation 2009 Investor Day 24
  • 25. Highest Cash Flow Per Share of Senior Peer Group 2009 & 2010 Expected Cash Flow per Share $6.00 Expected Cash Flow per Share 2009E 2010E $5.00 $4.00 $3.00 $2.00 $1.00 $0.00 da le rad o ana t erra corp t os i ck oss mo n -Eag a Ala m Barr -Ne v Kin r Yam Gold Eld o Cen New ico co Agn Fra n Source: UBS Metals, Mining & Gold Weekly”, March 12, 2009 03/18/09 Newmont Mining Corporation 2009 Investor Day 25
  • 26. Strong Balance Sheet with Cash Flow Generation Expected Strengthened balance sheet with $1.7 B net proceeds in January 2009 capital markets transactions ~$2.7B Available Liquidity(1) 100% Unhedged Sales Final gold hedges London PM Fix, repurchased July 2007 $1,050 3-13-09 = $928.00 $1,000 Equity Cash and Cash Equivalents $950 Gold Price ($/oz) ~$0.6B $900 Available $850 Revolver Capacity Canadian Oil $800 ~$1.5B Sands and Other $750 Marketable $700 Securities ~$0.6B $650 $600 07 08 08 09 07 08 2/ 2/ 2/ 2/ / / /2 /2 7/ 3/ 7/ 3/ 11 11 As of February 28, 2009 (1) 03/18/09 Newmont Mining Corporation 2009 Investor Day 26
  • 27. Disciplined Approach Yields Value Through Boddington Acquisition Business Objectives Gold cost curve (US $/oz)(2) • Develop long-life operation in AAA-rated country $900 • Increase future reserves • Create long-term stable cash flows $600 Boddington Reserves (at 100%): $300 • Gold: 20.1 million ounces $0 • Copper: 1.9 billion pounds 0% 25% 50% 75% 100% Cumulative Percentile Shown net of by-product credits Source: Brook Hunt (2) Non-Reserve Mineralization (at 100%): • Gold: 516 million tonnes at 0.5 gpt • Copper: 516 million tonnes at .09% Production(1) • Gold annual average: 0.9 - 1.05 million ounces • Copper annual average: 30,000 - 35,000 tonnes Strip Ratio • 1.2 – 1.4 CAS(1) • Anticipated to be ~$300/oz (net of by-product credits) (1) First five full years of production 03/18/09 Newmont Mining Corporation 2009 Investor Day 27
  • 28. Boddington – Accretive Acquisition Consistent with Strategic Focus of Enhancing Production Profile with Long-Lived, Low-Cost Assets Total Cost of Acquisition per Ounce - % of Prevailing Spot Gold Price Newmont (Boddington) Historical Gold Industry Transactions Source: BMO Capital Markets, February 2009 03/18/09 Newmont Mining Corporation 2009 Investor Day 28
  • 29. Boddington – Start-up Remains on Schedule Status • Safety – TRIFR: 1.43 • Capital: $2.6 to $2.9B (100%) • Progress: ~93% complete • Start-up: mid-2009 Mining Progress • All mine equipment onsite and operating as expected • Monthly tonnage rate ~7 million tonnes and increasing Commissioning • First rock crushed and conveyed late February • HPGRs pre-commissioned in December • Progressive plant commissioning ongoing • Initiating plant turnover • Global Newmont professionals supporting start-up Operations • Operations team fully staffed • Confident in 12-month ramp-up 03/18/09 Newmont Mining Corporation 2009 Investor Day 29
  • 30. Batu Hijau Divestiture Update Arbitration decision expected in the first half of 2009 • Hearings have been held • Committee in deliberation and reviewing all evidence Divestiture Obligations CoW Existing Existing requirement to Indonesian Required Equity Valuation Divestiture offer to Interest Shares to be Potential NTP ($M) / Percentage Schedule Indonesians (PTPI) Offered by NTP Interest Offered March 31, 2005 15% 20% 0% 80% March 31, 2006 23% 20% 3% 77% $109 / 3% March 31, 2007 30% 20% 10% 70% $272 / 7% March 31, 2008 37% 20% 17% 63% $426 / 7% March 31, 2009 44% 20% 24% 56% pending / 7% March 31, 2010 51% 20% 31% 49% / 7% 03/18/09 Newmont Mining Corporation 2009 Investor Day 30
  • 31. Key Messages in Today’s Presentation: “Passionately Pursuing Excellence” • Our focus on executing against our “Doing what we say we are operational and project plans will continue going to do” to deliver reliable results • Our disciplined approach to evaluation of internal and external investment “Seizing opportunities” opportunities will yield long-term improved returns on invested capital • Strategic alignment across Newmont’s “One Newmont” portfolio will facilitate business and operating efficiencies and improved cash flow generation 03/18/09 Newmont Mining Corporation 2009 Investor Day 31
  • 32. Operational Planning & Execution Why is this important? Delivery will increase our financial returns and value relative to our competitors, keep our people safe and allow us access to land, all creating value for our shareholders
  • 33. Newmont – Strategic Alignment Across Our Global Portfolio Building an Industry-Leading Sustainable Mining Business Strategic Foundations 2009 Strategic Objectives People Development Retain, develop and attract employees Operational Planning Industry Leading Performance and Execution Deliver on our plans in a safe and environmentally and socially responsible manner Project Planning and Execution Leverage Global Create operating and business Expertise efficiencies Reserve and Production Growth Think and invest strategically Financial Strength and Flexibility 03/18/09 Newmont Mining Corporation 2009 Investor Day 33
  • 34. Newmont’s Global Portfolio 03/18/09 Newmont Mining Corporation 2009 Investor Day 34
  • 35. Our Renewed Focus on Operational and Project Execution Will Continue to Deliver Reliable Results • 2008 gold operating results delivered within expectations • Delivering higher gold sales at lower operating and capital costs in 2009 ~3% Higher Equity Gold ~5% Lower Costs ~20% Lower Capital Sales (Mozs) Applicable to Sales ($/oz) Expenditures ($B) 5.2 - 5.5 $1.9 $440 $400 - $440 5.2 $1.4 - $1.6 2008 Actual 2009 Outlook 2008 Actual 2009 Outlook 2008 Actual 2009 Outlook 03/18/09 Newmont Mining Corporation 2009 Investor Day 35
  • 36. Operational Planning & Execution North America Overview
  • 37. North America Nevada 03/18/09 Newmont Mining Corporation 2009 Investor Day 37
  • 38. Nevada Operations Sage Mill Elko Midas TRJV Midas Mill Twin Creeks Humboldt Winnemucca Deep Post Leeville Turf Elko Mill 5 Mill 6 Gold Quarry Battle Carlin Mountain Emigrant Phoenix Mill Phoenix Buffalo Valley Cu Leach Pershing Eureka Lander 03/18/09 Newmont Mining Corporation 2009 Investor Day 38
  • 39. North America – Globally Aligned, Regionally Owned and Locally Operated Building an Industry-Leading Sustainable Mining Business Strategic Foundations North America Focus • One Newmont One Nevada People Development • Longer-term business planning Operational Planning and Industry Leading Performance • Mine to Mill improvements Execution • Regional ISO 14001 certification • Continued permitting improvements for projects Project Planning and Execution Leverage Global • Central shared warehouse Expertise • Further integration of HSLP and ESR standards Reserve and Production • Nevada opportunities portfolio Growth Financial Strength and Flexibility 03/18/09 Newmont Mining Corporation 2009 Investor Day 39
  • 40. Nevada – Addressing 2008 Challenges Working with partners to Third-party performance address performance issues Newmont 2009 Responses Nevada 2008 Challenges Improving leach solution management Slower leach pad recoveries Continue to replace contractors Higher UG contracted with employees services cost 03/18/09 Newmont Mining Corporation 2009 Investor Day 40
  • 41. Nevada – 2009 Equity Gold Sales Outlook Focus on Nevada opportunities portfolio 2,500 ~(15) ~15 ~40 ~(85) Equity Gold Sales (Kozs) ~85 ~(125) 2,225 2,250 ~(240) Implied Leach Recovery Head Grade Placed Mill Throughput Mill Recovery Finished Goods 1,800 - 2,000 Leach Tons Placed Inventory 2,000 Mill Grade 1,750 1,500 2008 2009 03/18/09 Newmont Mining Corporation 2009 Investor Day 41
  • 42. Nevada – 2009 Costs Applicable to Sales Outlook Higher costs primarily driven by lower sales $650 Costs Applicable to Sales ($/oz) ~$10 ~($10) $600 ~($10) ~$15 $535-$575 ~($10) ~$25 ~($15) ~$80 $550 $500 Contracted Services Parts and Supplies $460 Consumables Electricity Labor $450 Diesel Other $400 Volume $350 $300 2008 2009 03/18/09 Newmont Mining Corporation 2009 Investor Day 42
  • 43. Nevada – 2009 Capital Expenditure Outlook Maintaining spending on opportunities and benefitting from commissioned power plant $400 ~($10) ~$10 ~$20 ~($15) ~($20) $350 Capital Expenditures ($M) $337 ~($40) Capitalized Exploration $300 ~($36) Phoenix Crusher Dewatering Development $230 - $260 Tailings $250 Power Plant Other $200 $150 2008 2009 03/18/09 Newmont Mining Corporation 2009 Investor Day 43
  • 44. Gold Quarry West Wall – Supports Nevada Opportunities Portfolio Business Objectives • Increase ounces and understand extent of Gold Quarry to extend Carlin life of mine Current Non-Reserve Mineralization • 77 million tonnes at 1.4 gpt Status Truck drill #2 • Extensive drilling in 2009 (~31,000 meters) Track drill #1 Track drill #2 Truck drill #1 • Targeting 2.5-3.5 million ounces reserve conversion 03/18/09 Newmont Mining Corporation 2009 Investor Day 44
  • 45. Turf – Supports Nevada Opportunities Portfolio Business Objectives • Define new high-grade ounces, extend Leeville life • Leverage current Leeville infrastructure Current Non-Reserve Mineralization • 1.3 million tonnes at 11.6 gpt Status • More potential than originally anticipated • Advancing resource development: – Underground drilling (~23,000m) – Four access drifts (~1,300m) – Stage Gate studies • Optimizing production with Leeville 03/18/09 Newmont Mining Corporation 2009 Investor Day 45
  • 46. Operational Planning & Execution South America Overview
  • 47. South America 03/18/09 Newmont Mining Corporation 2009 Investor Day 47
  • 48. Yanacocha Operations 03/18/09 Newmont Mining Corporation 2009 Investor Day 48
  • 49. South America – Globally Aligned, Regionally Owned and Locally Operated Building an Industry-Leading Sustainable Mining Business Strategic Foundations South America Focus People Development • Land acquisition of La Quinua canals Operational Planning and Industry Leading Performance • Building Kuntar Wasi road Execution • Maintain ISO 14001 & Cyanide Management Code certifications Project Planning and Execution • Operate gold mill above design Leverage Global • Implementation of shared services Expertise Reserve and Production • 16,000 meter drilling program at Yanacocha Sulfides Growth • Developing understanding of porphyry deposits near Conga Financial Strength and Flexibility 03/18/09 Newmont Mining Corporation 2009 Investor Day 49
  • 50. South America – Addressing 2008 Challenges South America 2008 Challenges Newmont 2009 Responses Optimize gold mill throughput Limited production Early access to La Quinua Central flexibility Geotechnical improvements Mining La Quinua canals ESR permits and Approval of EIA modifications access to land Developing Conga EIA 03/18/09 Newmont Mining Corporation 2009 Investor Day 50
  • 51. South America – 2009 Equity Gold Sales Outlook Gold mill outperformance driving higher gold sales 1,400 ~(10) ~35 ~(20) ~(300) ~70 1,300 Equity Gold Sales (Kozs) ~270 1,200 Finished Goods Inventory 1,100 Mill Recovery 975 - 1,025 Mill Throughput Mill Grade 1,000 946 Timing of Flows from Leach Tons Placed 900 Leach Pads 800 700 600 2008 2009 03/18/09 Newmont Mining Corporation 2009 Investor Day 51
  • 52. South America – 2009 Costs Applicable to Sales Outlook 13% lower CAS as gold mill exceeds expectations $390 ~$10 ~($5) ~($10) Costs Applicable to Sales ($/oz) ~$10 ~($15) $370 ~$15 ~($15) $346 $350 ~($35) By-Product Credits Parts and Supplies $330 Diesel Consumables $290 - $310 Labor $310 Other Volume Inventory Change $290 $270 $250 2008 2009 03/18/09 Newmont Mining Corporation 2009 Investor Day 52
  • 53. South America – 2009 Capital Expenditure Outlook Focused spending on improving efficiencies $310 ~($10) Capital Expenditures ($M) ~$50 $290 ~($15) ~($15) $270 ~($20) $250 $239 ~($40) Equipment $230 Dewatering Leach Pads $210 $180 - $200 Other Land $190 Gold Mill $170 $150 2008 2009 03/18/09 Newmont Mining Corporation 2009 Investor Day 53
  • 54. Gold Mill – What We Said in July 2008 Milling Throughput design: ~5M tonnes per annum Consolidated Production (first five years) Annual average: 400,000 – 500,000 ounces CAS: $250 - $320 per ounce Enhanced Recoveries (first five years) Gold recoveries of 75%-85% Silver recoveries of 60%-75% 03/18/09 Newmont Mining Corporation 2009 Investor Day 54
  • 55. Gold Mill – Performing Significantly Above Expectations 2008 Results Milling (~8 months/annualized) Throughput design: ~5M tonnes per annum ~3.8M / ~5.7M tonnes Consolidated Production (first five years) Annual average: 400,000 – 500,000 ounces ~300K / ~450K ounces CAS: $250 - $320 per ounce $215 per ounce Enhanced Recoveries (first five years) Gold recoveries of 75%-85% ~88% Silver recoveries of 60%-75% ~65% 03/18/09 Newmont Mining Corporation 2009 Investor Day 55
  • 56. Environmental Stewardship & Social Responsibility 400,000 cubic meters 6 million cubic meters Water Strategy • Rain water stored for use by the communities during the dry REJO DAM season SAN JOSE RESERVOIR • Water delivered to community canals and basins above committed amounts 1,300 cubic meters each 400,000 cubic meters 400 mil m3 200 FAMILY RESERVOIRS GRANDE DAM 03/18/09 Newmont Mining Corporation 2009 Investor Day 56
  • 57. Yanacocha Sulfides - Metallurgical Characterization and Process Development Yanacocha - EW cross section Business Objectives Oxides Pit • Extend life of Yanacocha operation Mill Cone • Unlock value in district sulfides Leach 1 Km cone Opportunity Chalcopyrite YS – 911 /588m @ 0.6% • Large tonnage Au-Ag-Cu sulfide inventory occurrence Cu, 0.33 g/t Au, 8g/t Ag below oxide pits Status • Recent drilling results positive • Evaluating leverage of gold mill infrastructure 03/18/09 Newmont Mining Corporation 2009 Investor Day 57
  • 58. Operational Planning & Execution APAC Overview
  • 59. Asia Pacific Tanami 03/18/09 Newmont Mining Corporation 2009 Investor Day 59
  • 60. APAC – Globally Aligned, Regionally Owned and Locally Operated Building an Industry-Leading Sustainable Mining Business Strategic Foundations APAC Focus People Development • Improving stockpile management and mill Operational Planning and Industry Leading Performance optimization Execution • Boddington start-up expected in mid-2009 with an Project Planning and anticipated 12-month ramp-up schedule Execution • Tanami & KCGM optimization study in 2009 Leverage Global • Newmont personnel from around the globe on- Expertise site at Boddington to assist with start-up activities Reserve and Production Growth Financial Strength and Flexibility 03/18/09 Newmont Mining Corporation 2009 Investor Day 60
  • 61. Australia/New Zealand – Addressing 2008 Challenges Australia/New Zealand 2008 Challenges Newmont 2009 Responses Australia dollar hedging Input cost escalation Take advantage of labor market Formed Carbon Team to identify risks Climate change and emissions trading and mitigation options 03/18/09 Newmont Mining Corporation 2009 Investor Day 61
  • 62. Managing Foreign Exchange Exposures Engaged in disciplined Australian dollar hedging program to reduce volatility 2009 Australian Dollar Costs Applicable 2009 Australian Dollar Capital to Sales: ~55% Hedged(1) Expenditures: ~45% Hedged(1) Hedged A$ Hedged A$ Unhedged Capital Unhedged CAS A$ CAS ~45% at A$ Capital ~55% at ~45% average of ~55% average of 0.80 0.79 As of February 28, 2009 (1) 03/18/09 Newmont Mining Corporation 2009 Investor Day 62
  • 63. Australia / New Zealand – 2009 Equity Gold Sales Outlook Boddington start-up driving improved regional sales 1,700 ~20 ~(5) ~(5) ~(60) 375 - 450 1,500 - 1,600 Equity Gold Sales (Kozs) 1,500 Tanami 1,300 KCGM Waihi Jundee 1,187 Boddington 1,100 900 2008 2009 03/18/09 Newmont Mining Corporation 2009 Investor Day 63
  • 64. Australia / New Zealand – 2009 Costs Applicable to Sales Outlook Boddington and lower anticipated A$ driving lower CAS $650 ~$5 ~($5) ~($5) ~$5 ~$20 ~$10 ~($50) Costs Applicable to Sales ($/oz) $600 ~$30 ~($110) $552 $550 Parts and Supplies $500 $440 - $480 Australian Dollar Consumables Contracted Services Electricity Diesel Other $450 Labor $400 Boddington $350 $300 $250 2008 2009 03/18/09 Newmont Mining Corporation 2009 Investor Day 64
  • 65. APAC – 2009 Capital Expenditure Outlook Despite recent acquisition, capital expenditures expected to be lower $1,150 ~($5) ~$10 ~($20) $1,100 Capital Expenditures ($M) ~$30 ~($40) $1,046 $1,050 ~($70) $920 - $980 $1,000 Development Equipment $950 Batu 2nd Tails Other Tailings $900 Boddington $850 $800 $750 2008 2009 03/18/09 Newmont Mining Corporation 2009 Investor Day 65
  • 66. Newmont APAC – Indonesia 03/18/09 Newmont Mining Corporation 2009 Investor Day 66
  • 67. Batu Hijau – Phase 5 03/18/09 Newmont Mining Corporation 2009 Investor Day 67
  • 68. Batu Hijau – 2009 Mine Development Ore to Stockpile RL570 RL585 Ore to Crusher m m RL555m Waste dump Re-handle RL390 m RL- 75m RL- 60m RL465m 03/18/09 Newmont Mining Corporation 2009 Investor Day 68
  • 69. Batu Hijau – 2010 Mine Development Ore to Stockpile Ore to Crusher RL555m Waste dump Re-handle RL435 m RL390 m RL285m RL- 210m RL330m RL285m RL450m RL270m RL435 RL360m m RL480m 03/18/09 Newmont Mining Corporation 2009 Investor Day 69
  • 70. Batu Hijau – 2011 Mine Development Ore to Stockpile RL585m Ore to Crusher RL555m Waste dump Re-handle RL390m RL330m RL180m RL- RL405m 255m RL315m RL360m RL315m RL480m 03/18/09 Newmont Mining Corporation 2009 Investor Day 70
  • 71. Indonesia – Addressing 2008 Challenges Improved mine water management plan Unusually high rainfall Reconfigured de-watering infrastructure Indonesia 2008 Challenges Newmont 2009 Responses Mining Phase 5 ore Pinjam Pakai Very little waste removal Improving stockpile management and Significant feed from recovery prevention plan stockpiled ore 03/18/09 Newmont Mining Corporation 2009 Investor Day 71
  • 72. Indonesia – 2009 Equity Gold Sales Outlook Improved sequencing in 2009 with Phase 5 ore processing 300 ~(20) ~15 225 - 250 ~25 Equity Gold Sales (Kozs) 250 ~85 200 Finished Goods Inventory Mill Recovery Mill Throughput 150 135 100 Mill Grade 50 0 2008 2009 03/18/09 Newmont Mining Corporation 2009 Investor Day 72
  • 73. Indonesia – 2009 Equity Copper Sales Outlook Improved sequencing in 2009 with Phase 5 ore processing 250 210 - 230 ~15 Equity Copper Sales (Mlbs) ~25 200 ~50 150 130 Mill Recovery Mill Throughpu 100 Mill Grade 50 0 2008 2009 03/18/09 Newmont Mining Corporation 2009 Investor Day 73
  • 74. Indonesia – 2009 Costs Applicable to Sales Outlook Mine sequencing driving lower total CAS in 2009 Total Equity Costs Applicable to Sales ($M) Gold CAS Copper CAS ($/oz) ($/lb) $270 $25 ~($5) ~($5) ~($5) ~($10) $250 $414 $1.38 $235 ~($25) $230 $200 - $220 Contracted Services Consumables Parts and Supplies $210 Labor $0.65 - $0.75 $240 - $260 Other $190 Diesel $170 $150 2008 2009 2008 2009 2008 2009 03/18/09 Newmont Mining Corporation 2009 Investor Day 74
  • 75. Operational Planning & Execution Africa Overview
  • 76. Africa 03/18/09 Newmont Mining Corporation 2009 Investor Day 76
  • 77. Newmont Ghana 03/18/09 Newmont Mining Corporation 2009 Investor Day 77
  • 78. Africa – Globally Aligned, Regionally Owned and Locally Operated Building an Industry-Leading Sustainable Mining Business Strategic Foundations Africa Focus • Continuing to leverage and develop our people People Development Operational Planning and Industry Leading Performance • Developing longer-term power strategies Execution • Developing viable project pipeline opportunities Project Planning and Execution • Proactively managing government relations Leverage Global Expertise Reserve and Production Growth Financial Strength and • Generating positive FCF Flexibility 03/18/09 Newmont Mining Corporation 2009 Investor Day 78
  • 79. Africa – Addressing 2008 Challenges Longer-term improved infrastructure Reliable power supply Improved hydro power outlook Newmont 2009 Responses Africa 2008 Challenges Smooth transition to new National election pro-mining government Working with partners to improve Mill availability mill availability and performance Infill drilling campaign Grade reconciliation 03/18/09 Newmont Mining Corporation 2009 Investor Day 79
  • 80. Africa – 2009 Equity Gold Sales Outlook Steady gold sales expected in 2009 600 Equity Gold Sales (Kozs) ~(10) ~35 ~(30) 550 500 - 525 521 Finished Goods Inventory Mill Recovery 500 Mill Grade 450 400 2008 2009 03/18/09 Newmont Mining Corporation 2009 Investor Day 80
  • 81. Africa – 2009 Costs Applicable to Sales Outlook Developing long-term power and cost reduction strategies $525 Costs Applicable to Sales ($/oz) $505 ~($10) $450 - $475 $485 ~$5 ~$10 ~$10 $465 ~$20 $445 ~$25 Contracted Services $425 Parts and Supplies Electricity $408 Volume $405 Other $385 Labor $365 $345 $325 2008 2009 03/18/09 Newmont Mining Corporation 2009 Investor Day 81
  • 82. Africa – 2009 Capital Expenditure Outlook Spending focus on regional growth $140 ~($5) ~$10 ~($5) Capital Expenditures ($M) $117 ~($10) $120 ~($20) $100 $80 - $90 Development Infrastructure $80 Equipment Land $60 Other $40 $20 2008 2009 03/18/09 Newmont Mining Corporation 2009 Investor Day 82
  • 83. Subika Underground – Evaluate Underground Potential at Ahafo Business Objectives • Increase Ahafo mine life and mill grade • Leverage current infrastructure Current Non-Reserve Mineralization • 10 million tonnes at 5.4 gpt Status • Reported new NRM in 2008 • Evaluating as decline from Subika pit 03/18/09 Newmont Mining Corporation 2009 Investor Day 83
  • 84. Project Planning & Execution Why is this important? Delivery will increase our value by providing growth to our business and incremental financial returns while improving our ability to deliver on our future business plans.
  • 85. Newmont – Strategic Alignment Across Our Global Portfolio Building an Industry-Leading Sustainable Mining Business Strategic Foundations 2009 Strategic Objectives People Development Retain, develop and attract employees Operational Planning and Industry Leading Performance Execution Deliver on our plans in a safe and environmentally and socially responsible manner Project Planning and Execution Leverage Global Create operating and business Expertise efficiencies Reserve and Production Growth Think and Invest Strategically Financial Strength and Flexibility 03/18/09 Newmont Mining Corporation 2009 Investor Day 85
  • 86. Reorganized to Focus on Innovation and Drive Growth Business Business Generative Opportunity Opportunity Operations Exploration Delivery Creation Mineral Potentially Non-Resource Reserves Inventory Economic Mineralization Mineralization isitions s & Acqu Gate 5 Merger Gate 4 Gate 3 Gate 2 Gate 1 Order of Magnitude Target Gate ID Gate Business Services and Solutions 03/18/09 Newmont Mining Corporation 2009 Investor Day 86
  • 87. Stable Reserves in Favorable Geo-political Locations ~40% Increase in Equity Gold Non-Reserve Mineralization(1) ~6% Higher Equity Gold Reserves(1) ~61% of Reserves in Equity Gold Reserves(1) (Mozs) AAA-Rated Countries(1) Indonesia, 91.6 North 4% America, 33% 86.5 Boddington Ghana, 19% South America, 14% Australia/ New Zealand, 2007 2008 30% Pro-forma Pro-forma as of December 31, 2008 includes the acquisition of remaining 33.33% ownership in Boddington (1) 03/18/09 Newmont Mining Corporation 2009 Investor Day 87
  • 88. Reserves and Non-Reserve Mineralization Trending Positively for Future Growth Equity Gold Reserves Equity Gold Non-Reserve Mineralization(1) 100 93.8 91.6 86.5 85.0 Millions of Ounces 80 60 36.0 40 33.2 31.9 25.9 20 0 2008 & Boddington 2006 2007 2008 Acquisition See Appendix for additional information of Non-Reserve Mineralization and Reserves. Calculated via Non-Reserve Mineralization tonnage and grade as shown in appendix (1) 03/18/09 Newmont Mining Corporation 2009 Investor Day 88
  • 89. Balancing Generative and Near Mine Exploration Generative Exploration Expense Near Mine Exploration Expense ~$50 Million ~$120 Million 03/18/09 Newmont Mining Corporation 2009 Investor Day 89
  • 90. Generative Exploration Focused on Select High-Value Terranes Cutting Edge Technology Strategic Portfolio Ranking Specialized Expertise 03/18/09 Newmont Mining Corporation 2009 Investor Day 90
  • 91. Continue to Evaluate Long-Term, Major Projects while Advancing Near-Term Opportunities Gate 1 Gate 2 Gate 3 Gate 4 Advance viable Determine if a Select a single Ensure single option is business Business Case option to achieve optimized, predictable opportunities exists Business Case and competitive Stage 1 Stage 2 Stage 3 Stage 4 Execution Operations Gate Gate Gate Gate Gate Gate Gate Gate Ahafo GQ West North Buffalo Akyem Wall Valley Layback FALC JV Conga Hope Callie Bay Deeps Start-up in Boddington Yanacocha (Tanami mid-2009 Euronimba Optimization) Sulfides Phoenix Subika Cu Leach UG Turf Nassau (Merian) Emigrant Elang Boddington Gold Diamonds Moly Copper Molybdenum Iron Ore 03/18/09 Newmont Mining Corporation 2009 Investor Day 91
  • 92. Diverse Pipeline of Opportunities Across the Globe Hope Bay, Canada Boddington, Australia Nevada Opportunities Nevada La Herradurra Euronimba Ahafo Nassau Ahafo North Subika Yanacocha Yanacocha Underground Batu Hijau Sulfides Akyem, Ghana Kori Tanami Kollo Callie Deeps Jundee Conga, Peru (Tanami Optimization) Waihi Kalgoorlie 03/18/09 Newmont Mining Corporation 2009 Investor Day 92
  • 93. Hope Bay – Positioned for Safe and Efficient Exploration/Development Business Objectives • Develop Hope Bay district Opportunity • Under-explored 80 kilometer greenstone belt Status • 2008 focus: – Safety, infrastructure and building team – Delayed exploration program • 2009 focus ($60M): – Generative exploration – 35,000 meters drilling program – Understand district potential • Assessing current data and project options 03/18/09 Newmont Mining Corporation 2009 Investor Day 93
  • 94. Conga – Capture Current Market and Regional Opportunities Business Objectives • Sustain regional presence, leveraging regional targets Reserves (equity at 51.35%) • 6.1 million ounces gold at 0.66 gpt • 1.7 billion pounds copper at 0.26% Non-Reserve Mineralization (equity at 51.35%) • Gold: 124 million tonnes at 0.4 gpt • Copper: 124 million tonnes at 0.18% Status • Maintained core team • Evaluating costs in current market 03/18/09 Newmont Mining Corporation 2009 Investor Day 94
  • 95. Akyem – Evaluate Current Opportunities Business Objectives • Leverage existing region Reserves • 7.7 million ounces gold at 1.8 gpt Current Non-Reserve Mineralization • 14.7 million tonnes at 1.6 gpt Status • Received environmental permit • Evaluating costs in current market • Developing long-term power alternatives 03/18/09 Newmont Mining Corporation 2009 Investor Day 95
  • 96. Development Team Focus • Successful start-up and ramp-up of Boddington • Maintain financial flexibility and optionality • Advance near mine exploration and projects to leverage off current assets • Capitalize on market downturn opportunities • Focus Generative Exploration on selected high-value terranes Business Business Generative Opportunity Opportunity Operations Exploration Delivery Creation Mineral Potentially Non-Resource Reserves Inventory Economic Mineralization Mineralization uisitions & Acq Gate 5 Mergers Gate 4 Gate 3 Gate 2 Gate 1 Order of Magnitude Target Gate ID Gate Business Services and Solutions 03/18/09 Newmont Mining Corporation 2009 Investor Day 96
  • 97. Operational and Business Efficiencies Innovation Operating Business & Efficiencies Efficiencies Technology Capital Effectiveness • Mine of the Future and Integrated Management • • Integration R&D and Planning Standardization of • Business Excellence • Technical Expertise • Business Processes Standardization of • and Systems Innovation • operating processes Knowledge • and systems Management 03/18/09 Newmont Mining Corporation 2009 Investor Day 97
  • 98. Closing Remarks
  • 99. Key Messages in Today’s Presentation: “Passionately Pursuing Excellence” • Our renewed focus on executing against our operational and project plans will continue to deliver reliable results • Our disciplined approach to evaluation of internal and external investment opportunities will yield long-term improved returns on invested capital • Strategic alignment across Newmont’s portfolio will facilitate business and operating efficiencies and improved cash flow generation 03/18/09 Newmont Mining Corporation 2009 Investor Day 99
  • 100. “Passionately Pursuing Excellence” Vision: We will be the most valued and respected mining company through industry leading performance Mission: We will build a sustainable mining business that delivers top quartile shareholder returns while leading in safety, environmental stewardship and social responsibility 03/18/09 Newmont Mining Corporation 2009 Investor Day 100
  • 101. 2008 Annual Report http://investor.shareholder.com/newmont/AR2008 03/18/09 Newmont Mining Corporation 2009 Investor Day 101
  • 102. Boddington Video 03/18/09 Newmont Mining Corporation 2009 Investor Day 102
  • 103. Newmont Mining Corporation 2009 Investor Day March 18, 2009, New York, NY
  • 104. Appendices
  • 105. Reserves and NRM Supplemental Information (1)(2) Equity Gold Mineralized Material Not in Reserves December 31, 2008 Measured + Indicated Deposits/Districts Measured Material Indicated Material Material Inferred Material Tonnage Grade Tonnage Grade Tonnage Grade Tonnage Grade (000 tons) (oz/ton) (000 tons) (oz/ton) (000 tons) (oz/ton) (000 tons) (oz/ton) (3) (4) Total Nevada 15,300 0.085 175,140 0.032 190,440 0.036 72,600 0.042 (5) Total Yanacocha 3,900 0.016 222,800 0.018 226,700 0.018 113,600 0.013 TOTAL AUSTRALIA/NEW ZEALAND 22,300 0.023 241,000 0.019 263,300 0.019 145,700 0.028 (6) TOTAL BATU HIJAU 5,100 0.001 29,100 0.001 34,200 0.001 4,400 0.001 TOTAL AFRICA 1,100 0.028 83,200 0.059 84,300 0.059 23,700 0.106 TOTAL OTHER OPERATIONS AND PROJ 6,100 0.020 8,100 0.019 14,200 0.019 36,400 0.020 TOTAL NEWMONT WORLDWIDE 53,800 0.038 759,340 0.025 813,140 0.026 396,400 0.030 813.2Mt * 0.026 opt + 396.4Mt * 0.03 ≈ 33.2Mozs (1) Mineralized material is reported exclusive of reserves. (2) Mineralized material is calculated at a gold price of US$850, A$1,000, or NZ$1,175 per ounce unless otherwise noted. 2007 mineralized material was calculated at a gold price of US$625, A$800, or NZ$950 per ounce. Tonnage amounts have been rounded to the nearest 100,000. Varying cut-off grades have been used for the calculation of mineralized material depending on the mine or project, ore type and costs. (3) Mineralized material estimates were provided by Barrick, the operator of the Turquoise Ridge Joint Venture. Barrick calculated mineralized material not in reserves assuming a gold price of US$850 per ounce. (4) Stockpiles are comprised primarily of material that has been set aside to allow processing of higher grade material in the mills. Stockpiles increase or decrease depending on current mine plans. (5) Mineralized material estimates were provided by Buenaventura, the operator of the La Zanja Project. Buenaventura calculated mineralized material at a gold price of US$525 per ounce. (6) 45% reflects Newmont's ownership in PTNNT at year-end 2008. 03/18/09 Newmont Mining Corporation 2009 Investor Day 105
  • 106. Reserves and NRM Supplemental Information (continued) The term “reserve” means that part of a mineral deposit that can be economically and legally extracted or produced at the time of the reserve determination. The term “economically,” as used in the definition of reserve, means that profitable extraction or production has been established or analytically demonstrated in a full feasibility study to be viable and justifiable under reasonable investment and market assumptions. The term “legally,” as used in the definition of reserve, does not imply that all permits needed for mining and processing have been obtained or that other legal issues have been completely resolved. However, for a reserve to exist, Newmont must have a justifiable expectation, based on applicable laws and regulations, that issuance of permits or resolution of legal issues necessary for mining and processing at a particular deposit will be accomplished in the ordinary course and in a timeframe consistent with Newmont’s current mine plans. The term “proven reserves” means reserves for which (a) quantity is computed from dimensions revealed in outcrops, trenches, workings or drill holes; (b) grade and/or quality are computed from the results of detailed sampling; and (c) the sites for inspection, sampling and measurements are spaced so closely and the geologic character is sufficiently defined that size, shape, depth and mineral content of reserves are well established. The term “probable reserves” means reserves for which quantity and grade are computed from information similar to that used for proven reserves, but the sites for sampling are farther apart or are otherwise less adequately spaced. The degree of assurance, although lower than that for proven reserves, is high enough to assume continuity between points of observation. References to “equity ounces” or “equity pounds” mean that portion of gold or copper produced, sold or included in proven and probable reserves that is attributable to our ownership or economic interest. Ian Douglas, Newmont’s Group Executive of Reserves and Geostatistics, is the qualified person responsible for the preparation of the scientific and technical information concerning its mineral properties in this presentation. The reserves disclosed in this presentation have been prepared in compliance with Industry Guide 7 published by the SEC. Mineralized material has not been prepared in accordance with Industry Guide 7. Newmont has determined that such reserves and mineralized material would be substantively the same as those prepared using the Guidelines established by the Canadian Institute of Mining, Metallurgy and Petroleum (“CIM”). For a description of the key assumptions, parameters and methods used to estimate mineral reserves and mineralized material on Newmont’s material properties, as well as a general discussion of the extent to which the estimates may be affected by any known environmental, permitting, legal, title, taxation, socio-political, marketing or other relevant factors, please see Newmont’s most recent Annual Report on Form 10-K and Newmont’s Management Discussion and Analysis of Financial Condition and Results of Operation, as filed from time to time, on EDGAR in the United States and on SEDAR in Canada. 03/18/09 Newmont Mining Corporation 2009 Investor Day 106
  • 107. 2009 Annual Outlook Description Range Equity gold sales (Kozs) 5,200 - 5,500 Costs applicable to sales ($/oz) $400 - $440 Equity copper sales (Mlbs) 210 - 230 Costs applicable to sales ($/lb) $0.65 - $0.75 Capital expenditures ($ M) $1,400 - $1,600 Amortization ($ M) $775 - $825 Exploration ($ M) $165 - $175 Advanced projects, research and development ($ M) $120 - $150 General & administrative ($ M) $140 - $150 Interest expense, net of capitalized interest ($ M) $150 - $160 Effective tax rate 28% - 32% Outlook Assumptions Range Oil price ($/bbl) $70 Australian dollar exchange rate 0.75 Copper price ($/lb) $2.00 Costs applicable to sales in 2009 are expected to change by approximately $5 per ounce for every $10 change in the oil price and by approximately $5 per ounce for every 0.10 change in the Australian dollar exchange rate. However, as the Company continues to pursue its disciplined Australian dollar and diesel hedging programs, these sensitivities may change throughout the year. 03/18/09 Newmont Mining Corporation 2009 Investor Day 107
  • 108. Officer Biographies Richard T. O'Brien President and Chief Executive Officer Richard O’Brien was elected President and Chief Executive Officer in 2007, having previously served as President and Chief Financial Officer and Executive Vice President and Chief Financial Officer during 2006 and 2007 and as Senior Vice President and Chief Financial Officer from 2005 to 2006. Mr. O'Brien was Executive Vice President and Chief Financial Officer of AGL Resources in Atlanta, Georgia from 2001. Mr. O'Brien previously served in senior executive positions for Mirant (formerly Southern Energy, Inc.) and PacifiCorp. He has over 20 years of broad financial and operational experience in the energy, power and natural resources businesses. A graduate of the University of Chicago, Mr. O'Brien received his Bachelor of Arts degree in economics. He also holds a doctor of jurisprudence degree from Lewis and Clark College, Northwestern School of Law. Russell D. Ball Executive Vice President and Chief Financial Officer Russell Ball was elected Executive Vice President and Chief Financial Officer in October 2008, after having served as Senior Vice President and Chief Financial Officer since 2007, Vice President and Controller from 2004 to 2007. Previously he had served as Group Executive, Investor Relations, and as Financial Director and Controller for Newmont's Indonesian Business Unit. Mr. Ball joined Newmont in 1994 as Senior Internal Auditor after practicing as an accountant with Coopers and Lybrand in Durban, South Africa. He holds a Masters Degree in Accounting from the University of Natal (South Africa) and is both a Chartered Accountant in South Africa and a Certified Public Accountant in the United States. Alan R. Blank Executive Vice President, Legal and External Affairs Alan R. Blank was elected Executive Vice President, Legal and External Affairs in October 2008, after having served as Senior Vice President, Legal and External Affairs since July 2008. Prior to joining Newmont, Mr. Blank was a member at the law firm of Stoel Rives LLP in Portland, Oregon, where he practiced since 1988. His practice included mergers and acquisitions, finance and commercial transactions. Mr. Blank was the lead lawyer for the $9 billion sale of PacifiCorp by Scottish Power plc to MidAmerican Energy in 2005-2006. He earned a law degree from Washington University School of Law and received a Bachelors in Political Science from Washington University. 03/18/09 Newmont Mining Corporation 2009 Investor Day 108
  • 109. Officer Biographies (continued) E. Randy Engel Executive Vice President, Strategic Development Randy Engel was elected Executive Vice President, Strategic Development in September 2008, after having served as Senior Vice President, Strategy and Corporate Development since 2007. Mr. Engel has been with the Company since 1994, and has served in various capacities in the areas of business planning, corporate treasury and human resources. Mr. Engel holds a master's of science in finance earned from the University of Denver, and a bachelor's degree in business administration from the University of Colorado. Brian A. Hill Executive Vice President, Operations Brian Hill was elected Executive Vice President, Operations in October 2008, after having served as Vice President, Asia Pacific Operations since January 2008. Previously, he served as the Managing Director of LionOre Australia and Chief Executive Officer and Managing Director of ASX-listed Equatorial Mining Limited. Mr. Hill also served in a number of senior executive positions with Falconbridge Limited in Australia, Canada and Chile and has over 25 years experience in operations, project development and corporate development in the mining industry. He holds a Master's of Business Administration degree from the University of Western Ontario and a Bachelor of Science Degree in Mining Engineering from Queen's University. Mr. Hill is also a registered professional Engineer in the Province of Ontario, Canada. Guy L. P. Lansdown Executive Vice President, Development Guy Lansdown was elected Executive Vice President, Development in October 2008, after having served as Senior Vice President, Project Development and Technical Services since 2007. He previously served as Vice President, Project Engineering and Construction from 2006 and as Project Executive on the Boddington project in Australia. Prior to this, he held key project and operating positions for Newmont throughout the world including Indonesia, Peru and Australia. He joined Newmont in 1993 as Project Manager for Minera Yanacocha after serving as an Associate for Knight Piesold and Manager of Projects for Group Five in South Africa. He holds a Bachelor of Science degree in Civil Engineering and a Master of Science in Project Management from the University of the Witwatersrand, South Africa. 03/18/09 Newmont Mining Corporation 2009 Investor Day 109