The document contains the agenda for Glencore's 2014 Investor Day, which includes presentations on various commodities and business units from senior leadership. The day will begin with welcome remarks from the CEO and then include updates on finance, copper, coal, zinc, nickel, oil, agricultural products and a conclusion with Q&A.

1. 11
Tintaya concentrator, Peru
08:00 - Welcome and Overview | Ivan Glasenberg
08:20 - Finance Update | Steven Kalmin
08:45 - Copper | Telis Mistakidis
09:15 - Coal | Tor Peterson & Peter Freyberg
09:45 - Break
10:05 - Zinc | Daniel Maté & Chris Eskdale
10:35 - Nickel | Kenny Ives & Peter Johnston
11:05 - Oil | Alex Beard
11:40 - Break
12:00 - Agricultural products | Chris Mahoney
12:30 - Conclusion and Q&A
Investor Day
10 December 2014

2. Forward looking statements
This document contains statements that are, or may be deemed to be, “forward looking statements” which are prospective in nature. These forward looking statements may be identified by the use of forward looking terminology, or the negative thereof such as "plans", "expects" or "does not expect", "is expected", "continues", "assumes", "is subject to", "budget", "scheduled", "estimates", "aims", "forecasts", "risks", "intends", "positioned", "predicts", "anticipates" or "does not anticipate", or "believes", or variations of such words or comparable terminology and phrases or statements that certain actions, events or results "may", "could", "should", “shall”, "would", "might" or "will" be taken, occur or be achieved. Such statements are qualified in their entirety by the inherent risks and uncertainties surrounding future expectations. Forward-looking statements are not based on historical facts, but rather on current predictions, expectations, beliefs, opinions, plans, objectives, goals, intentions and projections about future events, results of operations, prospects, financial condition and discussions of strategy.
By their nature, forward looking statements involve known and unknown risks and uncertainties, many of which are beyond Glencore’s control. Forward looking statements are not guarantees of future performance and may and often do differ materially from actual results. Important factors that could cause these uncertainties include, but are not limited to, those discussed under “Principal risks and uncertainties” of Glencore’s Annual Report 2013 and “Risks and uncertainties” in Glencore’s 2014 Half-Year Report.
Neither Glencore nor any of its associates or directors, officers or advisers, provides any representation, assurance or guarantee that the occurrence of the events expressed or implied in any forward-looking statements in this document will actually occur. You are cautioned not to place undue reliance on these forward-looking statements which only speak as of the date of this document. Other than in accordance with its legal or regulatory obligations (including under the UK Listing Rules and the Disclosure and Transparency Rules of the Financial Conduct Authority and the Rules Governing the Listing of Securities on the Stock Exchange of Hong Kong Limited and the Listing Requirements of the Johannesburg Stock Exchange Limited), Glencore is not under any obligation and Glencore and its affiliates expressly disclaim any intention, obligation or undertaking to update or revise any forward looking statements, whether as a result of new information, future events or otherwise. This document shall not, under any circumstances, create any implication that there has been no change in the business or affairs of Glencore since the date of this document or that the information contained herein is correct as at any time subsequent to its date.
No statement in this document is intended as a profit forecast or a profit estimate and no statement in this document should be interpreted to mean that earnings per Glencore share for the current or future financial years would necessarily match or exceed the historical published earnings per Glencore share.
This document does not constitute or form part of any offer or invitation to sell or issue, or any solicitation of any offer to purchase or subscribe for any securities. The making of this document does not constitute a recommendation regarding any securities.
2

3. Ivan Glasenberg
CEO
Lion chrome smelter, South Africa

4. Summary
•Capital misallocation, not a lack of demand, remains a key issue for the sector
•Clear need to differentiate by commodity – correlation has broken down
•Glencore’s positioning provides superior insulation and material price optionality
•Established portfolio of Tier one industrial assets/cost structure in the right commodities
•Glencore Marketing is a unique, low-risk, defensive earnings driver
•Our balance sheet strategy, attributes and execution are key value creators
•Unparalleled track record of value creation since 1994, based on material management ownership
•Our sustainability efforts are gaining traction
4

5. Capital allocation is a key issue for the sector
Electronic scrap recycling, Horne copper smelter, Canada

6. 0%
2%
4%
6%
8%
10%
12%
Copper
Zinc
Al
Ni
Thermal Coal
Iron Ore
Oil
Previous 5 year average
2014
Demand favours base over bulk again in 2014 …
6
Source: Glencore estimates, various broker reports, Wood Mackenzie.
Global demand growth

7. … however, capital allocation in the sector remains iron ore centric …
7
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Glencore
Peer 1
Peer 2
Peer 3
Peer 4
Met Coal
Thermal Coal
Iron Ore
Metals
Oil and Gas
Production growth 2013A -2016E (Cu equivalent)
Source: Company websites, Glencore estimates. Note, does not include commodities where production declines are expected.

8. -60%
-50%
-40%
-30%
-20%
-10%
0%
10%
20%
30%
Copper
Zinc
Aluminium
Nickel
Coal
Iron ore
Oil
… and price performance reflects oversupply fears
8
Year to date price change
Source: Bloomberg as at 3 December 2014, Wood Mackenzie, Deutsche Bank, Glencore estimates.

9. Differentiation by commodity is critical
Wheat crop in Bute, Australia

10. Our global footprint is truly diversified …
10

11. … by commodity and activity …
11
Oil 26%
Copper 20%
Iron Ore 52%
Other 1%
Iron Ore 73%
Aluminium 10%
Copper 10%
Coal 2%
Diamonds 5%
Iron Ore 40%
Coal 8%
Copper 25%
Diamonds 25%
Other 2%
BHP:
Copper 38%
Zinc 4%
Nickel 7%
Coal 7%
Oil 4%
Marketing metals 25%
Marketing energy 6%
Marketing agri 13%
Corp and other (4%)
Source: company reports, EBIT H1 2014.

12. … with key drivers earning 98% of EBIT …
12
0
10
20
30
40
50
60
70
80
90
100
38%
4%
7%
7%
42%
Cu
Deficit
“Consensus” surplus elusive so far, increasing downside risk to supply in 2015/16
Zn
Deficit
An additional 3-3.5Mt of zinc supply needed over next 5 years to balance the market
Marketing
Resilient Defensive earnings, less sensitive to falling prices. Benefits from own source production
Coal
Rebalancing
Some high cost supply shutting, new investment delayed. Coal essential to meet energy demand
Ni
Transitioning to deficit
Balanced 2015 and deficits thereafter, substantial from 2018
Data: H1 2014 EBIT.

13. 70
80
90
100
110
120
130
140
2013
2014
2015
2016
2017
2018
… supported by positive fundamentals and prices
13
Consensus price forecasts 2014=100
Source: Consensus broker research, 4 December 2014.
Nickel
Aluminium
Zinc
Copper
Iron Ore
Oil
Thermal Coal

14. Established portfolio of Tier one industrial assets
Assay lab, Mount Isa Mines, Australia

15. Established portfolio of Tier One assets …
15

16. … with synergies and cost savings embedded in the commodity cost structures …
16
Cu
2016F
>$2bn
industrial merger synergies and other cost savings achieved
Post-integration cost efficiencies and focus now ingrained in industrial asset structures
Q1
first quartile cost positions achieved in 2014; further improvements expected
Q1
Q2
Q3
FeCr
2013
2016F
Ni
2016F
Thermal Coal
2016F
Illustrative C1 metals cash cost curve / Inverse FOB cash margin thermal coal
Zn
2016F
Cu
2013
Zn
2013
Ni
2014F

17. … with major optionality for future brownfield growth, as and when appropriate
17
2016+ brownfield growth options
Copper
Coroccohuyaco
Mutanda Sulphides
Zinc
Mararovskoe
Dolinno
Nickel
Raglan 40ktpa
Raglan Phase II
Coal
Mt Owen extension
Rolleston Phase II expansion
GGV expansion
Optimum / Zonnebloem
Commissioning 2015
Copper
Nkana Synclinorium: new shaft to extend section life by 25 years
DRC Power: first 162MW refurbished turbine (G27) at Inga
Tintaya mill restart: restart Tintaya mill to process higher Antapaccay ore volumes
Commissioning 2016
Copper
Antapaccay expansion: Concentrator upgrade to increase throughput
Oil: >800 MM bbls of risked prospective resource potential in Chad
Chad exploration: Doseo/Borogop, DOBI/DOI, DOH blocks
Chad development: Kibea and nearby discoveries
Bolongo – Cameroon
Diega – Equatorial Guinea
Oil
Krim (DOB/DOI): Chad
Note: Cu equivalent annual growth including the above committed projects only of c. 5.4% expected 2014-2018.
Coal
Bulga: 20 year life extension at current production rates
Commissioning 2017
Copper
Mopani Deeps: new shaft infrastructure to provide a 25% increase in own source production and a 20% reduction in mine cash costs

18. Marketing – a defensive earnings driver
Chemoil terminal, Singapore

19. Marketing – a unique, low-risk, defensive earnings driver
19
•Relatively low cost of capital and stable cost base underpin predictable and high ROE
•Resilient earnings capability in a falling price environment
•Minimal exposure to flat price risk
•Difficult to replicate
•A key differentiator among the diversified peers
•Credit rating/cost of funds advantage relative to trading peers
•Industry leading own source production volumes create significant optionality
•Provides unrivalled global intelligence / market knowledge and insight
•Commodity direction
•Corporate activity/opportunities
•Customer and supplier behaviour
•Unique scale, diversification and skill
Marketing EBIT ($M)
0
1,000
2,000
3,000
4,000
2008
2009
2010
2011
2012
2013
2014+
Historical guidance range:
$2 to $3bn
Revised guidance range (post Xstrata and Viterra):
$2.7 to $3.7bn

20. Sustainability gaining traction
Espinar farmer near Antapaccay/Tintaya copper mines, Peru

21. Governance and sustainability
Safety
•Regrettably 15 fatalities year to date (26 in 2013)
•Reduction on 2013 reflects ‘SafeWork’ focus on safety leadership, culture and implementation of Fatal Hazard Protocols
•Significant performance improvement at DRC, Zambia, Bolivia and Kazakhstan operations (64,500 employees and contractors)
•Targeting ‘SafeWork’ rollout to all 200,000 employees and contractors by February 2015 (100,000 YTD)
Governance
•Consolidation of Board: A. Hayward, Chair; P. Grauer SID; Patrice Merrin, new NED
•Published policies on bribery and corruption, carbon and human rights
Memberships
•ICMM, UN Global Compact, EITI
•Voluntary Principles on Security and Human Rights (application in progress)
21
LTIFR(1) 2009 to 2014YTD
3.00
2.73
2.51
2.04
1.93
1.57
1.00
1.50
2.00
2.50
3.00
3.50
2009
2010
2011
2012
2013
2014
YTD
Note: (1) Lost time incidents (LTIs) are recorded when an employee or contractor is unable to work following an incident. Glencore records LTIs which result in lost days from the next calendar day after the incident whilst Xstrata recorded LTIs which resulted in lost days from the next rostered day after the incident – therefore the combined LTI figure is not based on data of consistent definition (historically, prior to merger). LTIFR is the total number of LTIs recorded per million working hours.

22. Our priorities for 2015
Zinc balls, Nordenham, Germany

23. Our priorities for 2015
23
•Successfully deliver remaining key growth projects
•Koniambo, McArthur River, Katanga, Chad oil fields
•Ensure continued operating efficiency, targeting Q1 costs/margins
•Maintain strong investment grade credit rating
•Maintain disciplined deployment of capital to maximise free cash flow growth
•Glencore considers portfolio not only marginal NPV
•Confidence to:
•grow base dividend
•recycle excess capital to shareholders
•be opportunistic, but within our capital allocation framework
•Focus on continuing improvements in our health, safety, sustainability and governance performance

24. 2244
Thermal coal, Rolleston mine, Australia
Investor Day
10 December 2014
08:00 - Welcome and Overview | Ivan Glasenberg
08:20 - Finance Update | Steven Kalmin
08:45 - Copper | Telis Mistakidis
09:15 - Coal | Tor Peterson & Peter Freyberg
09:45 - Break
10:05 - Zinc | Daniel Maté & Chris Eskdale
10:35 - Nickel | Kenny Ives & Peter Johnston
11:05 - Oil | Alex Beard
11:40 - Break
12:00 - Agricultural products | Chris Mahoney
12:30 - Conclusion and Q&A

25. 25
Forward looking statements
This document contains statements that are, or may be deemed to be, “forward looking statements” which are prospective in nature. These forward looking statements may be identified by the use of forward looking terminology, or the negative thereof such as "plans", "expects" or "does not expect", "is expected", "continues", "assumes", "is subject to", "budget", "scheduled", "estimates", "aims", "forecasts", "risks", "intends", "positioned", "predicts", "anticipates" or "does not anticipate", or "believes", or variations of such words or comparable terminology and phrases or statements that certain actions, events or results "may", "could", "should", “shall”, "would", "might" or "will" be taken, occur or be achieved. Such statements are qualified in their entirety by the inherent risks and uncertainties surrounding future expectations. Forward-looking statements are not based on historical facts, but rather on current predictions, expectations, beliefs, opinions, plans, objectives, goals, intentions and projections about future events, results of operations, prospects, financial condition and discussions of strategy.
By their nature, forward looking statements involve known and unknown risks and uncertainties, many of which are beyond Glencore’s control. Forward looking statements are not guarantees of future performance and may and often do differ materially from actual results. Important factors that could cause these uncertainties include, but are not limited to, those discussed under “Principal risks and uncertainties” of Glencore’s Annual Report 2013 and “Risks and uncertainties” in Glencore’s 2014 Half-Year Report.
Neither Glencore nor any of its associates or directors, officers or advisers, provides any representation, assurance or guarantee that the occurrence of the events expressed or implied in any forward-looking statements in this document will actually occur. You are cautioned not to place undue reliance on these forward-looking statements which only speak as of the date of this document. Other than in accordance with its legal or regulatory obligations (including under the UK Listing Rules and the Disclosure and Transparency Rules of the Financial Conduct Authority and the Rules Governing the Listing of Securities on the Stock Exchange of Hong Kong Limited and the Listing Requirements of the Johannesburg Stock Exchange Limited), Glencore is not under any obligation and Glencore and its affiliates expressly disclaim any intention, obligation or undertaking to update or revise any forward looking statements, whether as a result of new information, future events or otherwise. This document shall not, under any circumstances, create any implication that there has been no change in the business or affairs of Glencore since the date of this document or that the information contained herein is correct as at any time subsequent to its date.
No statement in this document is intended as a profit forecast or a profit estimate and no statement in this document should be interpreted to mean that earnings per Glencore share for the current or future financial years would necessarily match or exceed the historical published earnings per Glencore share.
This document does not constitute or form part of any offer or invitation to sell or issue, or any solicitation of any offer to purchase or subscribe for any securities. The making of this document does not constitute a recommendation regarding any securities.

26. Steven Kalmin
CFO
La Jagua Mine, Prodeco, Colombia

27. Summary
•Robustly profitable industrial operations post merger integration
•Marketing enhances earnings stability, flexibility and optionality
•Rigorous focus on opex/capex and working capital
•Clear and consistent framework for capital allocation
•Expansionary capital geared to the right commodities and opportunities
•Optimal balance sheet structure for returns, liquidity and cost of capital
•We will continue to focus on return of excess capital to shareholders
•interim distribution +11%
•$1bn equity buyback now c.65% completed
27

28. Robustly profitable industrial operations
•$36bn expansionary capital since 2009
•Mix skewed to the “right” commodities
•Tier 1 cost profile and resource base for the Group’s largest commodities and across most of the broader portfolio
•Superior pricing vs indices due to marketing network and infrastructure
•>$2bn of overhead and operational cost savings post Xstrata transaction
•Sustaining capex confirmed around $4.0bn p.a.
•expected to fall closer to $3.5bn p.a. by 2017
•no major grade issues/declines for the foreseeable future
28
12.7
3.6
7.1
1.1
8.5
3.0
0.5
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Total 2009-H1 2014
Ags
Oil
Coal
Ferroalloys/PGM
Nickel
Zinc
Copper
Expansionary capex 2009-H1 2014

29. Marketing enhances earnings/cashflow stability, flexibility and optionality
EBIT guidance range of $2.7-3.7bn
•Still positive but low correlation with commodity prices
•Consistent profit generator over 4 decades
•Reflects market position and diversification
•Current trading in line with this range
Highly cash flow generative
•Minimal fixed assets/capex required
•Efficient capital structure
•By itself, underpins bulk of current base distribution
Working capital effect (inversely correlated with commodity prices) ensures cashflow can be insulated in periods of lower prices
Strong track record of improving margins within industrial businesses
•Leveraging market intelligence on commodity fundamentals, including customer and supplier behaviour
29
Marketing EBIT ($M)
Historical guidance range:
$2 to $3bn
Revised guidance range (post Xstrata and Viterra):
$2.7 to $3.7bn
0
1,000
2,000
3,000
4,000
2008
2009
2010
2011
2012
2013
2014+

30. Marketing: a low risk, high ROE business
30
0
20
40
60
80
100
120
Jan-13
Apr-13
Jul-13
Oct-13
Jan-14
Apr-14
Jul-14
Oct-14
Low risk model
Consolidated VaR: 1 Day 95% ($M)
37%
42%
36%
42%
30%
32%
34%
36%
38%
40%
42%
44%
2011
2012
2013
2014F
Average: 39%
Capital employed easily adjusted to price environment
High ROE(1)
•>95% of marketed volumes are hedged or pre- sold to mitigate price risk exposure
•The 2 key risks are actively managed:
•Credit risk – mitigated by: counterparty risk analysis, extensive use of letters of credit, credit insurance and having collateral
•Market risk – mitigated by: derivatives used to hedge market risk assumed in physical marketing, adherence to VaR limits, regular stress testing
•Fast turning inventory and receivables – average conversion cycle of 32 days (30 June 2014)
Average:$33M
VaR Limit: $100M
Notes: (1) ROE calculation: refer to page 202 and 203 of Glencore’s 2013 Annual Report for assumptions and calculations. (2) Illustrative, based on $2.7bn EBIT, being the bottom end of guidance range.
(2)
0
50
100
150
200
250
300
0
5
10
15
20
25
30
Q1
05
Q3
05
Q1
06
Q3
06
Q1
07
Q3
07
Q1
08
Q3
08
Q1
09
Q3
09
Q1
10
Q3
10
Q1
11
Q3
11
Q1
12
Q3
12
Q1
13
Q3
13
Q1
14
Current capital employed
CCI Index (rebased to 100)

31. Marketing represents the physical movement of commodities
from production source to customers/consumers
Sources of income (and market intelligence)
• Arbitrage opportunities – product, time, geography
• Blending strategies – optimising qualities; delivery
of products in line with contractual requirements
• Financing – working capital terms
• Risk management – manage counterparty and
market risk exposure
• Storage/warehousing – access to and having
logistics assets in strategic locations
• Freight – access to fleet, information on trade flows
• Economies of scale on all of the above
Marketing volumes 2013 H1 2014
Copper Mt 2.8 1.5
Zinc Mt 3.2 1.6
Lead Mt 0.7 0.4
Nickel Mt 226 84
Ferroalloys Mt 3.8 2.2
Alumina/aluminium Mt 13.1 6.0
Iron ore Mt 33.2 29.6
Thermal coal Mt 84.4 46.1
Crude oil/oil products Mbbls 1,113.5 547
Agricultural products Mt 68.7 30.6
Revenues $M 192,819 93,617
31
Producer
Port Shipping Warehouse
Delivery to Industrial
Customers
Industrial
Consumers
Extraction Marketing Customer
Inland
storage
&
logistics
3rd party supply

32. Glencore’s flexible capital model
32
Capital centrally funded and allocated
Marketing c.$20bn of capital employed
•working capital average turnover cycle of ~30-35 days
•Quality/nature of asset base (inventories and receivables) allows ~80% to be debt-funded
•Marketing financing is frequently refreshed; average duration of debt facilities versus underlying turn is a highly conservative 20x
•2014 earnings benefit from Viterra and Xstrata
•Guidance range RoE is 40%-65%
Industrial c.$90bn of capital employed
•target of 30-40% debt-funded; or <2.5-3x Net Debt/EBITDA
•target RoE is 20-25% for new capital/projects
•earnings to benefit from ramp-up of Koniambo, Australia Zinc, African copper belt, etc
•portfolio optimisation will also boost returns on equity

33. Expansionary capex geared to the right commodities and opportunities
33
Focus on modular/brownfield/flexible investment
•revised Caracal capex program primarily limited to producing assets – approval of further exploration capex subject to market conditions and results of nearby program
Copper equivalent production CAGR of 5.5% to 2018; >75% attributable to metals
Capex/opex under constant review:
•Askaf Iron Ore project under review in response to weaker price outlook
•suspension of Australian coal operations for three weeks in response to low price environment
Copper equivalent growth 2014F-2018F
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Oil
Coal
Ferroalloys
Nickel
Zinc/Lead
Copper
Industrial capex $bn(1)
2013A
2014F
2015F
2016F
2017F
August 2014 forecast
11.1(2)
8.7(2)
6.6
Capitalised interest
0.28
0.19
Koniambo variance
0.38
0.21
Project suspensions
(0.30)
Caracal (50% ownership increase)
0.18
0.57
Net capex deferrals/reductions
(0.64)
0.63
December 2014F
8.9
7.9
6.6
4.8
Notes: (1) Excludes marketing capex. (2) Excludes Las Bambas

34. Industrial capex details
34
0
1
2
3
4
5
6
2014F
2015F
2016F
2017F
Metals
Coal
Oil
Ags
Capitalised interest
Expansionary capex ($bn)
Sustaining capex ($bn)(1)
0
1
2
3
4
5
6
2014F
2015F
2016F
2017F
Metals
Coal
Ags
4.9
3.6
2.4
1.2
4.1
4.3
4.2
3.6
– 26%
Note: (1) Metals sustaining capex annual ranges: Copper $1.7-2bn, Zinc $700-900M, Nickel 250-300M, Ferroalloys c.$150M. Includes deferred stripping.

35. Our balance sheet advantage
Asturiana de Zinc, electrolysis plant, Spain

36. •Maintenance of strong Baa/BBB levels remains a financial target/priority
•Moody’s and S&P’s investment grade credit ratings at Baa2 (stable) and BBB (stable)
•Considered optimal capital structure:
•supports marketing activities – positively differentiated credit positioning from most trading competitors
•enables Glencore to efficiently grow cashflow, earnings and dividends per share
•provides abundant access to capital markets allowing efficient and prudent balance sheet and liquidity management
Robust balance sheet being further strengthened
36
$4.9bn funds from operations in H1 2014, up $650M year on year
33.8%
FFO to Net debt
Minimum: >25%
Target: >30%
2.41x
Net debt to Adjusted EBITDA
Minimum: <3x Target: <2.5x
BBB/Baa illustrative target metrics(1)
FFO/Adj. Net Debt(2)
Adj. Net Debt(2)/EBITDA
Notes: (1) Estimated rating metrics based on Glencore’s calculation of Adjusted Net debt. (2) Net debt calculated as Net Funding less Readily Marketable Inventories, including net consideration of $5 billion from the Las Bambas disposal and the Caracal acquisition in July 2014. FFO and EBITDA are last 12 months.
20%
25%
30%
35%
40%
45%
FY 2012
H1 2013
FY 2013
H1 2014
1.75x
2.00x
2.25x
2.50x
2.75x
3.00x
3.25x
FY 2012
H1 2013
FY 2013
H1 2014
BBB+/
Baa1
BBB- /Baa3
BBB/ Baa2

37. 75
85
95
105
115
125
135
145
2013
2014
2015
2016
2017
2018
Optimal balance sheet structure for equity returns, liquidity and cost of capital
37
Strong Baa/BBB optimising market access and funding cost
Declining weighted average funding cost (%)
Recent CDS vs peers
Commodity outlook supports our rating & equity yield
Nickel
Aluminium
Zinc
Copper
Iron Ore
Oil
Thermal Coal
0.0
1.0
2.0
3.0
4.0
5.0
6.0
7.0
8.0
0
100
200
300
400
500
600
700
800
900
Nov-04
Jan-06
Mar-07
May-08
Jul-09
Sep-10
Nov-11
Jan-13
Mar-14
A-Rated G-Spread
BBB-Rated G-Spread
GLEN USD and EUR Issuance (RHS axis)
0
50
100
150
200
250
300
350
03/05/2013
03/09/2013
03/01/2014
03/05/2014
03/09/2014
Rio Tinto
BHP
Glencore
Anglo American
Source: Bloomberg, Barclays, Glencore, consensus estimates.
2.5
3.0
3.5
4.0
4.5
2009
2010
2011
2012
2013
2014

38. We will continue to focus on return of excess capital to shareholders
•As a minimum base distribution to remain competitive within sector as growth phase completes
•Excess capital to be returned to shareholders in the most efficient manner via appropriate application of base distribution progression, supplemented by buyback continuation and/or special distributions
•Interim distribution +11%
•$1bn equity buyback now c.65% complete
38
Excess operating free cash flow
Source: Factset as of 5 December 2014.
14.2%
9.7%
7.8%
7.4%
3.7%
0%
2%
4%
6%
8%
10%
12%
14%
16%
Glencore
Peer 1
Peer 2
Peer 3
Peer 4
2016 consensus FCF yield
Capital structure
maintain strong BBB/Baa credit metrics
M&A / Brownfield projects
screen growth options against capital allocation criteria
Returns to shareholders
including ongoing buyback programme
Criteria:
•risk
•return
•cash payback
Strong BBB/Baa believed to be the optimal rating target supporting the balance between our growth strategy and shareholder returns
•High-returning opportunistic M&A and brownfield growth opportunities screened against rigorous capital allocation criteria
•Investment opportunities also screened against returns generated from buybacks
•Generates growth in profits and FCF
•Ongoing buyback program should underpin EPS accretion as well as P/E multiple

39. Q&A
Lion chrome smelter, South Africa

40. Our management structure
40
Nickel
Our functions structure
CEO Ivan Glasenberg
CFO Steven Kalmin
Metals & Minerals
Energy
Agriculture
Ferroalloys
Marketing Stuart Cutler Industrial Gary Nagle
Marketing
Kenny Ives
Industrial
Peter Johnston
Iron Ore
Marketing Jyothish George Industrial Mark Eames
Zinc
Marketing
Daniel Maté
Industrial
Chris Eskdale
Copper
Marketing & Industrial
Telis Mistakidis
Aluminium
Marketing & Industrial
Andrew Caplan
Coal
Marketing Tor Peterson Industrial Peter Freyberg
Oil
Marketing & Industrial
Alex Beard
Agricultural Products
Marketing & Industrial
Chris Mahoney
CEO Ivan Glasenberg
CFO
Steven Kalmin
Legal Ken Klassen
– Corporate Development – Treasury and Trade Finance – Accounting – Insurance – Tax – Procurement
– Legal
– Compliance
– IT
– IS
– Health and Safety
– Sustainable Development
– Community Relations
– Public Affairs
– Investor Relations
– Group Strategy
HR Gerda Schwindt
IT
Cyril Reol
SD Michael Fahrbach
Risk Management Carlos Perezagua
Communications and Strategy
Paul Smith
Internal Audit
Nam Phong Ho
Board Audit Committee
Experienced management team with a proven track record of value creation

41. Ernest Henry copper concentrator, Australia
Investor Day
10 December 2014
08:00 - Welcome and Overview | Ivan Glasenberg
08:20 - Finance Update | Steven Kalmin
08:45 - Copper | Telis Mistakidis
09:15 - Coal | Tor Peterson & Peter Freyberg
09:45 - Break
10:05 - Zinc | Daniel Maté & Chris Eskdale
10:35 - Nickel | Kenny Ives & Peter Johnston
11:05 - Oil | Alex Beard
11:45 - Break
12:00 - Agricultural products | Chris Mahoney
12:30 - Conclusion and Q&A
| Telis Mistakidis
40 products | Chris Mahoney

42. 42
Forward looking statements
This document contains statements that are, or may be deemed to be, “forward looking statements” which are prospective in nature. These forward looking statements may be identified by the use of forward looking terminology, or the negative thereof such as "plans", "expects" or "does not expect", "is expected", "continues", "assumes", "is subject to", "budget", "scheduled", "estimates", "aims", "forecasts", "risks", "intends", "positioned", "predicts", "anticipates" or "does not anticipate", or "believes", or variations of such words or comparable terminology and phrases or statements that certain actions, events or results "may", "could", "should", “shall”, "would", "might" or "will" be taken, occur or be achieved. Such statements are qualified in their entirety by the inherent risks and uncertainties surrounding future expectations. Forward-looking statements are not based on historical facts, but rather on current predictions, expectations, beliefs, opinions, plans, objectives, goals, intentions and projections about future events, results of operations, prospects, financial condition and discussions of strategy.
By their nature, forward looking statements involve known and unknown risks and uncertainties, many of which are beyond Glencore’s control. Forward looking statements are not guarantees of future performance and may and often do differ materially from actual results. Important factors that could cause these uncertainties include, but are not limited to, those discussed under “Principal risks and uncertainties” of Glencore’s Annual Report 2013 and “Risks and uncertainties” in Glencore’s 2014 Half-Year Report.
Neither Glencore nor any of its associates or directors, officers or advisers, provides any representation, assurance or guarantee that the occurrence of the events expressed or implied in any forward-looking statements in this document will actually occur. You are cautioned not to place undue reliance on these forward-looking statements which only speak as of the date of this document. Other than in accordance with its legal or regulatory obligations (including under the UK Listing Rules and the Disclosure and Transparency Rules of the Financial Conduct Authority and the Rules Governing the Listing of Securities on the Stock Exchange of Hong Kong Limited and the Listing Requirements of the Johannesburg Stock Exchange Limited), Glencore is not under any obligation and Glencore and its affiliates expressly disclaim any intention, obligation or undertaking to update or revise any forward looking statements, whether as a result of new information, future events or otherwise. This document shall not, under any circumstances, create any implication that there has been no change in the business or affairs of Glencore since the date of this document or that the information contained herein is correct as at any time subsequent to its date.
No statement in this document is intended as a profit forecast or a profit estimate and no statement in this document should be interpreted to mean that earnings per Glencore share for the current or future financial years would necessarily match or exceed the historical published earnings per Glencore share.
This document does not constitute or form part of any offer or invitation to sell or issue, or any solicitation of any offer to purchase or subscribe for any securities. The making of this document does not constitute a recommendation regarding any securities.

43. Copper
Telis Mistakidis
Alumbrera copper concentrator, Argentina

44. Topics
1.Glencore Copper Department
•Overview
•Description
2.Katanga Mining
•Production issues
•Power
3.Antapaccay
•Tintaya concentrator restart
•Antapaccay mini expansion
4.Copper Market – where is the surplus?
44

45. Glencore copper in context
•Third largest global mined copper producer and the world’s largest copper supplier
•Integrated assets (mines, smelters and refineries) and marketing
45
2013 copper production (kt)
0
500
1,000
1,500
2,000
2,500
3,000
Competitor 1
Competitor 2
Glencore
Competitor 3
Competitor 4
Competitor 5
Glencore 2014F
supply
Source: Glencore, annual reports.

46. Glencore copper assets
46
Mined Cu
N America 90k MT
Asia 60k MT
Australia 260k MT
Africa 500k MT
S America 660k MT
Horne/CCR 300k MT
Isa/Pasar 600k MT
Mopani 200k MT
Altonorte 300k MT
Kazzinc 70k MT
Smelter/Refinery

47. Capability across the copper raw materials chain
Mt Isa
Cobar
Antapaccay
Katanga
Nkana
Townsville
Altonorte
Horne
Pasar
Mopani
Mt Isa
CCR
Pasar
Mopani
EHM
Marketing
3rd party
3rd party
3rd party
Alumbrera
Collahuasi
Antamina
3rd party
3rd party
3rd party
Lomas Bayas
3rd party
Mopani SXEW
3rd party
Mutanda
Mufulira
•Integrated industrial assets and marketing
•One million MT custom smelting and refining
•Capability to process complex concentrates with precious metals and deleterious elements.
Mining
Smelting
Refining
47

48. Mined production growth
48
Own source mined copper production (kt)
Note: does not include copper from Kidd, Kazzinc and Ni operations
Merger
2008
2009
2010
2011
2012
2013
2014F
2015F
2016F
2017F
2018F
Total copper
Former Xstrata

49. 0
200
400
600
800
1,000
1,200
1,400
1,600
1,800
2012A
2013A
2014F
2015F
2016F
2017F
African Copper
Collahuasi
Antamina
Other South America
Australia
By-product
Mined production growth by region
49
Own source mined copper production (kt)
Source: Glencore

50. 210
165F
16
16
2
8
2
120
130
140
150
160
170
180
190
200
210
220
Cu prodution
budget
Power direct
Power (indirect)
& Mechanical
Electrical
Projects delays
Reduced
sulphide / ASCu
Cu production
actual
Cu Cathode (‘000)
Katanga 2014 production issues
50

51. Standby generators deployment
51
Generating Capacity
UNITS
MW
KTC
4
2
2
2
KTO
1
2
1
1
1
1
Luilu
1
2
KOV (Convert to Co-Gen)
4
7
Sub – Total
17
Co-Gen 1 (New at Luilu:leach,CCDs)
Generator farm (6.6 and 15kV)
6
10
Sub - Total
27
Co-Gen 2 (New at Luilu:EW2/3)
Generator farm (33kV)
6
10
Total
37
Now
April

52. Global Power Project – update
52
Description
•450MW for Kamoto Copper Company and partners
•350MW of new power and 1000MW transmission from INGA to Kolwezi
•Project cost – $368M, Lots 1 to 14
•Reimbursed via 40% credit to power bills
•Additional 10% withheld for maintenance fund
•75MW available to the population
Power milestones
•Transmission from INGA to Kolwezi from 40MW to 250MW Q1 2013
•25MW (Nzilo) Q4 2014
•165MW (G-27) Q4 2015
•165MW (G-28) Q2 2017
Project status
•G27 disassembled and shipped to factory for repair
•60% of transformers for the converter station have passed factory acceptance. Remaining 40% to be tested before year end. Commissioning expected January 2016
•Synchronous condenser #2 awaiting confirmation from SNEL, expected December 2014
•Fungurume transformer being commissioned now

53. Global Power Project – timeline
53
Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
Q1
Q2
Lot 3
Unit 3 - Nzilo Quick Fix
Lot 4
Unit G27 Inga refurbishment
Lot 5
Unit G28 Inga refurbishment
Lot 6
Convertor transformer DC Link Pole 1
Lot 7
Convertor transformer DC Link Pole 2
Lot 8
OHL PDI-SCI Reinforcement
Lot 9
Additional Harmonic filters
Lot 10
Additional Synchronous compensator
Lot 11
RO Upgrading HV equipment
Lot 12
Auto-transformer SCK-RO #1 Installation
Lot 13
Auto-transformer SCK-RO #1 Installation
Lot 14
Studies and Final design
Additional power from lots 3, 4 & 5
Additional power available on the grid
25
Cumulative power added
25
2013
2014
2015
2016
2017
25
165
165
190
165
165
355

54. Katanga ramp-up drives future production growth
54
Copper cathode production (kt); Capex $M
Source: Glencore
22
42
52
58
61
87
165
242
274
286
301
0
500
1,000
1,500
2,000
2,500
3,000
3,500
0
50
100
150
200
250
300
350
2008
2009
2010
2011
2012
2013
2014F
2015F
2016F
2017F
2018F
Cu k Tonnes
Cu Cathode Production
CAPEX

55. Katanga ramp-up drives future production growth
55
Copper cathode production (kt); Capex $M
Source: Glencore
22
42
52
58
61
87
165
242
274
286
301
0
500
1,000
1,500
2,000
2,500
3,000
3,500
0
50
100
150
200
250
300
350
2008
2009
2010
2011
2012
2013
2014F
2015F
2016F
2017F
2018F
Cu k Tonnes
Cu Cathode Production
CAPEX

56. New CM5 SAG Mill installed and commissioned
56

57. New oxide floatation cells installed and commissioned
57

58. New concentrate roaster commissioned
58

59. Solvent Extraction commissioned
59

60. 200ktpa EW2 in production
60

61. First cathodes harvested from 80ktpa EW3 expansion
61

62. Antapaccay – Tintaya Concentrator Restart
Tintaya restart
•Existing Tintaya concentrator to process 20 ktpd of ore from Antapaccay mine
•Startup in May 2015
•34kt per year Cu in concs for LOM avg. 43kt per year Cu in concs for the first 5 years
•Capex of $64M:
•Mining: $25M
•Concentrator: $27M
•Infrastructure & Other: $12M
•Capital Intensity: $1.9M per 1,000t of Cu production
•Project NPV10% of $290M
•Project IRR of 119%
•Government approvals received this month
62

63. Antapaccay – Incremental Plant Expansion
Expansion of Antapaccay plant:
•Process 82 ktpd of ore from Antapaccay mine using existing infrastructure in 2016
•capacity incrementally increased; 70 ktpd (design) to 77 ktpd (current) and now 82 ktpd
•total Cu in concs >200ktpa (inc Tintaya)
•9kt per year Cu in concs for LOM avg. 11kt per year Cu in concs for the first 5 years
•Capex of $34M:
•Mining: $7M
•Plant: $27M
•Capital Intensity: $3.8M per 1,000t of Cu production
•Project NPV 10% of $140M
•Project IRR of 117 %
63
42
10
157
209
0
50
100
150
200
250
77 ktpd
Antapaccay
20 ktpd
Tintaya
5 ktpd
Antapaccay
Cu Cont. in Conc. (kt per yr)
Cu in concentrate per year

64. Tier 1 asset portfolio and cost structure
64
Q1
First quartile cost position achieved for asset portfolio in 2014
Post-integration cost efficiencies achieved. Focus now on industrial asset structures
Q1
Q2
Q3
Illustrative Copper C1 cash cost curve
2013A
$1.65/lb
Unit mine costs drop through brownfield expansion by 2016:
•African copper: $1.60/lb
•Collahuasi: $1.47/lb
•Antapaccay: $1.00/lb
•Antamina: $0.14/lb
•Australia: $1.70/lb
2014F $1.42/lb
2016F
$1.36/lb
c.$300M industrial merger synergies and other cost savings by end 2014

65. Copper market
Altonorte anodes, Antofagasta Port, Chile

66. 0
100,000
200,000
300,000
400,000
500,000
600,000
700,000
800,000
900,000
1,000,000
Jul-08
Sep-08
Nov-08
Jan-09
Mar-09
May-09
Jul-09
Sep-09
Nov-09
Jan-10
Mar-10
May-10
Jul-10
Sep-10
Nov-10
Jan-11
Mar-11
May-11
Jul-11
Sep-11
Nov-11
Jan-12
Mar-12
May-12
Jul-12
Sep-12
Nov-12
Jan-13
Mar-13
May-13
Jul-13
Sep-13
Nov-13
Jan-14
Mar-14
May-14
Jul-14
Sep-14
LME
SHFE
COMEX
Global Exchange stocks are at lowest levels since 2008
66
Source: Bloomberg, Reuters

67. Global copper warehouse stocks are reducing further
67
722k
245k
0
200
400
600
800
1,000
1,200
1,400
1,600
1,800
Jan 2013
Jun 2013
Jan 2014
Jun 2014
Dec 2014
LME
COMEX
SHFE
CHINA BONDED
Global warehouse copper stocks (kt Cu)
Source: Bloomberg, Reuters, Glencore estimates

68. 0
500
1,000
1,500
2,000
2,500
3,000
2006
2007
2008
2009
2010
2011
2012
2013
2014
Chinese Copper scrap imports are falling
68
19% yoy
13% yoy
Chinese copper scrap net imports (kt contained Cu)
Source: China customs data

69. 2011
2012
2013
2013 vs 2012
2013 Jan- Oct
2014 Jan- Oct
YoY Chg
2014E
YoY Chg
Copper Cathode
Imports
2'825
3'396
3'198
(5.8%)
2'557
2'948
15.3%
3'538
10.6%
Exports
156
274
293
7.1%
246
220
(10.7%)
264
(10.0%)
Net Imports
2'669
3'122
2'905
(7.0%)
2'311
2'728
18.1%
3'274
12.7%
Domestic Production
5'197
5'824
6'840
17.4%
5'763
6'420
11.4%
7'704
12.6%
Primary
3'386
3'939
4'686
19.0%
3'755
4'316
14.9%
5'179
10.5%
Secondary
1'811
1'885
2'153
14.3%
2'008
2'104
4.8%
2'525
17.2%
Apparent Consumption
7'865
8'946
9'745
8.9%
8'074
9'148
13.3%
10'978
12.7%
Copper Scrap
Imports - gross weight
4'687
4'859
4'373
(10.0%)
3'549
3'187
(10.2%)
3'824
(12.5%)
Content
45.0%
50.0%
50.0%
50.0%
50.0%
Adjusted Imports - mtu
2'109
2'430
2'186
(10.0%)
1'774
1'594
(10.2%)
1'912
(12.5%)
Exports
2
1.5
1
(48.4%)
1
1
1
58.3%
Net Imports
2'108
2'428
2'186
(10.0%)
1'774
1'593
(10.2%)
1'911
(12.6%)
Domestic Production
924
1'064
1'226
15.2%
1'022
1'179
15.4%
1'415
15.4%
Apparent Consumption
3'032
3'492
3'412
(2.3%)
2'796
2'772
(0.9%)
3'326
(2.5%)
Chinese imports and apparent consumption
69
15% yoy
Source: China customs data China Nonferrous Metals Industry Association

70. Minus:
Kennecott 100k
Escondida 150k
Alumbrera 50k
Surplus now 90k MT?
Demand vs Supply per ICSG and Wood Mackenzie
70
Source: ICSG, Wood Mackenzie Global copper short-term outlook, November 2014
Implications of the estimates:
•Implied mine production growth of ~1 million MT between 2014 and 2015 (6% growth)
•Where is the supply coming from?
2014
2015
ICSG Apr ‘14 Estimate
~400 kt
surplus
~600 kt
surplus
ICSG Oct ‘14 Estimate
~300 kt
deficit
(Δ 700 kt lower)
~390 kt
surplus
(Δ 210 kt lower)
WoodMac Nov ‘14 Estimate
180 kt
surplus
202 kt surplus
Copper Demand/Supply balance estimates

71. Latest 2015 supply forecasts may still be very optimistic
Source: Wood Mackenzie Global copper short-term outlook, November 2014 71
+320kt?
• Production double counted Frontier at Mopani. 2014 production
is 720 kt;
• Production and commissioning issues. 2015 to be 850 kt
+87kt?
• OT phase 2 not next year as company states only open pit next
year
+72kt? Where does this come from?
+328kt?
• Major projects commissioned in 2014 (DMH, Caserones, Sierra
Gorda)
• Escondida lower by ~150kt
• Codelco lower by ~90kt (cathodes)
• Toromocho operating at 25% capacity
• Las Bambas delayed to 2016
• Constancia commissioning?
+353kt?
• Major projects commissioned in 2014 (Morenci, Eagle, Mt
Milligan, Nunavik)
• Operational incidents (Mt Polley tailings dam failure – mine shut
down, Buenavista- spillage in river and schedule pushed out
into 2016)
• Kennecott lower production (100kt)
+350kt?
• Indonesian concentrates export permits
• Production and labour issues at Grasberg - operating at 80%
+50kt? Alumbrera lower production
+200kt?
• DRC running at 950kt in 2014. To go to just over 1 mt in 2015
~1.8 million MT?

72. 2015 copper supply forecast keeps changing
22,000
22,500
23,000
23,500
24,000
24,500
25,000
2010 Q1
2010 Q3
2011 Q1
2011 Q3
2012 Q1
2012 Q3
2013 Q1
2013 Q4
2014 Q2
72
2015 supply forecast as estimated in each period (kt Cu)
Source: Wood Mackenzie Global copper long-term outlook Q1 2010 to Q3 2014, Glencore estimates
-1.6Mt
•Project deferrals;
•Commissioning delays;
•Revised mine plans.
•Brookhunt and ICSG give 390 kt surplus guidance
•Taking the previous slide, deduct 1.8 Mt = Deficit of 1.4 - 1.6 Mt for 2015?
•Consumption - the world is emerging from the biggest recession in 100 years
Make your own mind up?

73. Thank you
73

74. Appendix: Copper asset update
Kantanga Phase V, EW3 under commissioning, DRC

75. Katanga expansion nearing completion

76. New KOV pit crusher completed
76

77. Installation of new concentrate stockpile shed
77

78. Heap leach extension complete
78

79. 79
DRC power project
Refurbishment of Inga Unit G27, DRC

80. Mopani – synclinorium and deeps project update
New acid plant, Mufilira smelter, Zambia

81. Synclinorium – Project Site
81

82. Synclinorium – New Winder Main Shaft
82

83. Synclinorium – New Winder
83

84. Synclinorium – New Winder House
84

85. Synclinorium – Sub Station
85

86. Synclinorium – New Generator Building
86

87. Synclinorium – Loading Station – 1231m level
87

88. Synclinorium – Loading Station – 1231m Level
88

89. Synclinorium – Ventilation Shaft
89

90. Mufulira Deeps – Raise Bore – 500m Lift
90

91. Mindola Deeps – 4960L
91

92. 92
Newlands CHPP, Australia
Draft schedule
08:00 - Welcome and Overview | Ivan Glasenberg
08:20 - Finance Update | Steven Kalmin
08:45 - Copper | Telis Mistakidis
09:15 - Coal | Tor Peterson & Peter Freyberg
09:45 - Break
10:05 - Zinc | Daniel Maté & Chris Eskdale
10:35 - Nickel | Kenny Ives & Peter Johnston
11:05 - Oil | Alex Beard
11:40 - Break
12:00 - Agricultural products | Chris Mahoney
12:30 - Conclusion and Q&A
Investor Day 10 December 2014

93. 93
Forward looking statements
This document contains statements that are, or may be deemed to be, “forward looking statements” which are prospective in nature. These forward looking statements may be identified by the use of forward looking terminology, or the negative thereof such as "plans", "expects" or "does not expect", "is expected", "continues", "assumes", "is subject to", "budget", "scheduled", "estimates", "aims", "forecasts", "risks", "intends", "positioned", "predicts", "anticipates" or "does not anticipate", or "believes", or variations of such words or comparable terminology and phrases or statements that certain actions, events or results "may", "could", "should", “shall”, "would", "might" or "will" be taken, occur or be achieved. Such statements are qualified in their entirety by the inherent risks and uncertainties surrounding future expectations. Forward-looking statements are not based on historical facts, but rather on current predictions, expectations, beliefs, opinions, plans, objectives, goals, intentions and projections about future events, results of operations, prospects, financial condition and discussions of strategy.
By their nature, forward looking statements involve known and unknown risks and uncertainties, many of which are beyond Glencore’s control. Forward looking statements are not guarantees of future performance and may and often do differ materially from actual results. Important factors that could cause these uncertainties include, but are not limited to, those discussed under “Principal risks and uncertainties” of Glencore’s Annual Report 2013 and “Risks and uncertainties” in Glencore’s 2014 Half-Year Report.
Neither Glencore nor any of its associates or directors, officers or advisers, provides any representation, assurance or guarantee that the occurrence of the events expressed or implied in any forward-looking statements in this document will actually occur. You are cautioned not to place undue reliance on these forward-looking statements which only speak as of the date of this document. Other than in accordance with its legal or regulatory obligations (including under the UK Listing Rules and the Disclosure and Transparency Rules of the Financial Conduct Authority and the Rules Governing the Listing of Securities on the Stock Exchange of Hong Kong Limited and the Listing Requirements of the Johannesburg Stock Exchange Limited), Glencore is not under any obligation and Glencore and its affiliates expressly disclaim any intention, obligation or undertaking to update or revise any forward looking statements, whether as a result of new information, future events or otherwise. This document shall not, under any circumstances, create any implication that there has been no change in the business or affairs of Glencore since the date of this document or that the information contained herein is correct as at any time subsequent to its date.
No statement in this document is intended as a profit forecast or a profit estimate and no statement in this document should be interpreted to mean that earnings per Glencore share for the current or future financial years would necessarily match or exceed the historical published earnings per Glencore share.
This document does not constitute or form part of any offer or invitation to sell or issue, or any solicitation of any offer to purchase or subscribe for any securities. The making of this document does not constitute a recommendation regarding any securities.

94. Coal
Tor Peterson, Peter Freyberg
Abbot Point, Australia

95. Delivering Leading Value
Leading Diversified Portfolio
•170 Mtpa capacity
•Industry leading margins
•Underground/Opencut
•Export/Domestic
•Thermal/Coking
•3 continents
Operational Excellence
•Environment
•Community
•Safety
•Equipment
•Project delivery
Market Driven
•Supply discipline
•Blending synergies
•Trading leverage
Shareholder Returns
•Expansionary capital spend down 75%
•EBITDA margin 26%
95
~$50/t FOB cash cost achieved in 2014
~150Mt of consolidated production in 2015F
c.26%
EBITDA margin in H1 2014
c.90Mt of marketed volumes 2014

96. Leading managed coal portfolio
96
Industrial assets comprise 22 coal complexes totaling 196 million tonnes capacity (170mt consolidated capacity), with operations and assets in 3 countries and key marketing offices spread across 19 countries
0
10
20
30
40
Others
BHP
Anglo
Drummond
Glencore
Mt
COLOMBIA
0
10
20
30
40
50
60
Sasol
Exxaro
BHPB
Anglo
Glencore
Mt
SOUTH AFRICA
0
20
40
60
80
100
Anglo
Peabody
Rio Tinto
BHPB
Glencore
Mt
AUSTRALIA
#1 in high energy export coal
Significant position in export metallurgical coal
Diversified global footprint
Additional 90Mt of traded and agency tonnage
Data: Managed coal production, Australia proforma for full year Clermont. Includes export and domestic coal sales
22 operating coal complexes
Exporting equity coal through 9 ports
40Mtpa, low cost rail business
Clermont

97. Delivering industry leading margins
97
*Reflects publically reported June 2014 half year results of major diversified coal competitors
Glencore
Coal mining business EBITDA margin first half 2014*

98. Coal markets update
Thermal coal, Rolleston mine, Australia

99. Export thermal
Export coking
Domestic thermal
3rd Party
Responding to the market
Relatively strong marketing contribution in challenging environment
Supply discipline
•Considered supply response
•Flexible portfolio
Market arbitrage
•Domestic versus export
•Flexible origination
Blending synergies
•Quality control
•Tailored products
Significant marketing contribution
•Trading and freight leverage
99
A diversified portfolio (sales volumes)

100. Coal remains fundamental to Asian energy demand
IEA New Policies scenario by 2025
•Globally, net 440 GW of new coal fired generation capacity required
•530 GW new capacity primarily in Asia
•83 GW closed primarily in USA and EU
•Asian coal demand to increase by more than 1Btpa*
•500Mtpa demand increase outside China
•Africa/Turkey and Latin American coal demand to increase by 75Mtpa*
•South Africa and Brazil as key drivers
•Resource constrained Asia drives seaborne coal demand growth
•Korea, Philippines, Malaysia, Vietnam
•Indian import growth required to supplement domestic supply
100
0
200
400
600
800
1000
1200
China
India
Other
Asia
Africa &
Sth Am.
USA
ROW
GW
2012
2020
2025
Net 440GW new coal-fired power stations
Sources: IEA WEO2014, New Policies Scenario, Current Policies Scenario * based on 2012 average global energy content 4920kcal/kg nar
A further 255 GW of coal fired generation (800Mtpa* coal), would be required in Asia by 2025 under IEA Current Policies scenario.

101. 0
200
400
600
800
1000
USD/t
Million Tonnes
Expect further rationalisation and delayed investment
101
Source: Glencore
FOB seaborne thermal coal cash margins at current market prices (US$/t)
c.25% of seaborne supply remains cash negative
•Producers with USD cost base most impacted
•USA thermal exports down 16Mt
•Indonesia bituminous exports declined 8Mt
•Short-term mine plan changes are unsustainable
Glencore export thermal coal average
+ve
-ve
0

102. Investment delays will lead to price recovery
•Long term demand fundamentals remain intact
•Demand growth is more than just a China story
•Some high cost supplies are closing
•Resource depletion restricts supply
•New capacity investment delayed
•Positive longer term outlook
102
Volume
Time
Seaborne thermal coal market
Historical demand
7% pa
Base demand
4.5%pa
Existing Supply
Committed Supply
Investment
required

103. Coal industrial business overview

104. We deliver – safely
104
Group coal safety performance
GCOM: pre-shift safety discussion
Emergency preparedness training

105. We deliver … with sustainable land outcomes
105
Liddell rehabilitation
Cattle trial on rehabilitated land

106. We deliver … using leading environmental technologies
106
Water treatment plant
Environmental monitoring
Generation using waste gas

107. We deliver … value to the communities we operate in
107
Community projects
Consultation Australia
Consultation Colombia
Reconciliation Action Plan

108. We deliver through industry leading operational performance
108
Opencuts: +26% productivity
Undergrounds: No.1 in Australia
Improvement in Tier 1 loading unit performance
Saleable production (Mt) based on FY13/14

109. We deliver by focusing on margins
•Reduced overheads
•Optimisation of underground rosters
•20% improvement in reliability of underground development
•Increased productivities – 26% improvement in productivity of Tier 1 shovels & excavators
•Removal of high cost production
•Rationalisation of contractor spend
•Negotiations with key suppliers
•New production firmly in first quartile (Ulan West, Tweefontein, Wonderfontein, Clermont)
109
$1.8bn
cost savings through efficiencies
since 2012

110. Production volumes nearing steady state as legacy projects are delivered
110
*Production figures on a consolidated basis except Cerrejón 33% equity interest
Own source consolidated production (Mt)
0
25
50
75
100
125
150
175
2012A
2013A
2014F
2015F
2016F
2017F
Australia thermal
SA thermal
Colombia thermal
Australia coking
Australia SS

111. Coal assets – update and future opportunities
Ravensworth North, Australia

112. 112
We deliver value in operations – Clermont case study
The past
The future
Note 1: In-Pit crushing and conveying system
Value Delivered
$60m
NPV
Reduced haulage costs
Glencore mine planning expertise identifies efficiencies achievable through alternative hauling strategies
Productivity
Digger fleet consistently performed below Glencore standards, foregoing ~1Mtpa in annual coal production
Increased productivity
Improved fleet utilisation
Revised organisation structure
Increase production optionality
$100m
NPV
Coal preparation
Costly partial washing
Coal preparation
Identified opportunity to bypass all coal
$80m
NPV
Haulage costs
Expensive ex-pit hauls due to relocation of IPCC1 in 2012 following operational issues

113. •50:50 Joint Venture with Peabody
•Synergies realised through:
•Removal of surface boundary constraints
•Removal of stratified lease interaction
•Optimised open cut mine planning
•Access under-utilised mine and rail infrastructure
•Low capital
•Mine managed by Glencore, separate marketing
•6 Mtpa
•100Mt reserves
113
We deliver synergies – United / Wambo Joint Venture
Lease consolidation (red line)
Wambo CHPP
United
Coal and Allied
Wambo
rail loop
Wambo UG
United / Wambo
(Stratified)
Wambo
United / Wambo (Stratified)
Glencore & Peabody co-operation unlocking material value for shareholders

114. Open Cut Development
Eastern Emplacement
Noise and visual bund
We work hard for our License to Operate: Bulga LOM extension
•Performance driven culture
•Detailed planning and assessment
•Clear understanding of stakeholder engagement
-Community
-Government
•Proven track record
-Safety
-Environmental
-Community inclusion
114
Bulga Optimisation Project
Approved Dec 2014

115. We deliver projects – on time, on budget
115
-
2
4
6
8
-
5
10
15
2012
2014
2016
2018
2020
2022
2024
2026
2028
2030
Strip ratio
Production (Mt)
ROM
Product
Strip ratio
Ravensworth North
Tweefontein Optimisation Project
Ulan West
Rav North production build up
TWF – new rapid train load out
Ulan West – first shear

116. Conclusion
116
Challenging market
-Coking coal in balance, however low prices are expected to lead to further supply reductions
-Thermal coal heading towards supply deficits
-Margins will need to increase to support any new capacity
Quality resources
-Well positioned with unrivalled optionality
Capital discipline
-Capital only invested if meets high internal return requirement
Delivering value
-Leading diversified portfolio
-Industry leading productivities
-Operational excellence
-Market driven
-Realise synergies through M & A
-Shareholder returns

117. Q&A

118. Appendix
118

119. Supply growth exceeded demand
•Chinese repositioning creating uncertainty Demand growth forecast at +4.5% pa (+40Mtpa) over next 3 years
•Supply growth expected to lag Thermal coal margins will need to increase to support investment in new capacity
Market update – thermal coal supply and demand
119
0
200
400
600
800
1,000
1,200
2011
2012
2013
2014F
2015F
2016F
2017F
China
India
Japan
Korea
Taiwan
Germany
Other
-70
-60
-50
-40
-30
-20
-10
0
10
20
2011
2012
2013
2014F
2015F
2016F
2017F
Seaborne thermal coal demand (Mt)
Supply Demand Balance (Mt)
1,076
792
880
931
946
966
1,019
Source: Glencore

120. Demand reduction from 2013 to 2014
•Supply growth is being constrained due to demand growth and lower prices during 2013 / 2014 Constrained demand growth forecast
•< 2% over the next 3 years Current metallurgical coal margins are expected to lead to further supply reductions
Market update – metallurgical coal supply and demand
120
0
50
100
150
200
250
300
350
400
2011
2012
2013
2014F
2015F
2016F
2017F
China
India
Japan
Korea
Taiwan
EU
Other
-14
-12
-10
-8
-6
-4
-2
0
2
2011
2012
2013
2014F
2015F
2016F
2017F
Seaborne metallurgical coal demand (Mt)
Supply Demand Balance (Mt)
261
280
312
301
320
326
327
Source: Glencore

121. Investor Day
10 December 2014
Zinc ingot, Asturiana de Zinc, Spain
08:00 - Welcome and Overview | Ivan Glasenberg
08:20 - Finance Update | Steven Kalmin
08:45 - Copper | Telis Mistakidis
09:15 - Coal | Tor Peterson & Peter Freyberg
09:45 - Break
10:05 - Zinc | Daniel Maté & Chris Eskdale
10:35 - Nickel | Kenny Ives & Peter Johnston
11:05 - Oil | Alex Beard
11:40 - Break
12:00 - Agricultural products | Chris Mahoney
12:30 - Conclusion and Q&A

122. 122
Forward looking statements
This document contains statements that are, or may be deemed to be, “forward looking statements” which are prospective in nature. These forward looking statements may be identified by the use of forward looking terminology, or the negative thereof such as "plans", "expects" or "does not expect", "is expected", "continues", "assumes", "is subject to", "budget", "scheduled", "estimates", "aims", "forecasts", "risks", "intends", "positioned", "predicts", "anticipates" or "does not anticipate", or "believes", or variations of such words or comparable terminology and phrases or statements that certain actions, events or results "may", "could", "should", “shall”, "would", "might" or "will" be taken, occur or be achieved. Such statements are qualified in their entirety by the inherent risks and uncertainties surrounding future expectations. Forward-looking statements are not based on historical facts, but rather on current predictions, expectations, beliefs, opinions, plans, objectives, goals, intentions and projections about future events, results of operations, prospects, financial condition and discussions of strategy.
By their nature, forward looking statements involve known and unknown risks and uncertainties, many of which are beyond Glencore’s control. Forward looking statements are not guarantees of future performance and may and often do differ materially from actual results. Important factors that could cause these uncertainties include, but are not limited to, those discussed under “Principal risks and uncertainties” of Glencore’s Annual Report 2013 and “Risks and uncertainties” in Glencore’s 2014 Half-Year Report.
Neither Glencore nor any of its associates or directors, officers or advisers, provides any representation, assurance or guarantee that the occurrence of the events expressed or implied in any forward-looking statements in this document will actually occur. You are cautioned not to place undue reliance on these forward-looking statements which only speak as of the date of this document. Other than in accordance with its legal or regulatory obligations (including under the UK Listing Rules and the Disclosure and Transparency Rules of the Financial Conduct Authority and the Rules Governing the Listing of Securities on the Stock Exchange of Hong Kong Limited and the Listing Requirements of the Johannesburg Stock Exchange Limited), Glencore is not under any obligation and Glencore and its affiliates expressly disclaim any intention, obligation or undertaking to update or revise any forward looking statements, whether as a result of new information, future events or otherwise. This document shall not, under any circumstances, create any implication that there has been no change in the business or affairs of Glencore since the date of this document or that the information contained herein is correct as at any time subsequent to its date.
No statement in this document is intended as a profit forecast or a profit estimate and no statement in this document should be interpreted to mean that earnings per Glencore share for the current or future financial years would necessarily match or exceed the historical published earnings per Glencore share.
This document does not constitute or form part of any offer or invitation to sell or issue, or any solicitation of any offer to purchase or subscribe for any securities. The making of this document does not constitute a recommendation regarding any securities.

123. Zinc
Daniel Maté, Chris Eskdale
Removing dross from top of furnace, CEZ zinc refinery, Canada

124. Zinc summary
Zinc market fundamentals remain strong and continue to improve
Our industry leading zinc business combines world class zinc assets with our marketing reach and expertise
Unique combination of mines and smelters in a single company
•mined production of 1.4Mt in 2013 rising to 1.6Mt by 2016 – #1 globally
•smelter production of ~1.36Mt – #1 globally. Brings additional exposure to ~250kt zinc units through over-recovery / escalator capture
•resource base provides weighted average mine lives >40 years on current Measured and Indicated resource
•key growth projects provide additional zinc and cost/capital efficiencies at an attractive stage of the price cycle
Industrial assets and marketing flows managed under one roof, two-way information flow
•one global concentrates/metal book and one pool of knowledge.
•market input guides assets to produce the economically optimal product mix
•sharing of best practices across global zinc assets
•mine output and 3rd party tonnage flowing to destination of optimal economic return
124

125. Global zinc market
Concentrate loading facility for McArthur River zinc mine, Australia

126. World zinc metal consumption 2012A – 2019F
•Consumption growth in 2012-2014 has been c.3.7% y-o-y
•2014 is expected to be in a deficit of 260-270kt
•Stocks (LME + SHFE and bonded warehouse in China) have declined for each of the last 12 consecutive quarters
•This translates to incremental metal demand of 550-600kt of zinc metal per year
126
Yearly global zinc metal consumption (kt Zn)
10,000
11,000
12,000
13,000
14,000
15,000
16,000
17,000
2012
2013
2014F
2015F
2016F
2017F
2018F
2019F
Source: Glencore estimates, Wood Mackenzie, CRU.

127. 127
Where will these units come from?

128. Concentrates requirement, production and deficit outlook
128
0
1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
9,000
10,000
2015
2016
2017
2018
2019
Non-China mined Zn concs production (kt Zn)
368
758
506
360
293
0
100
200
300
400
500
600
700
800
900
1000
2015
2016
2017
2018
2019
Additional Zn concs required (kt Zn)
•Approximately additional 3Mt of zinc in concentrates is needed in the next 5 years to meet forecast metal demand (and balance the current c.260-270kt metal deficit)
•Non-Chinese mine production is forecast to add a net 600-650kt of zinc in concentrates over 2015-2019
•Non-Chinese monthly zinc mine production will start declining in Q3 2015 and flatten afterwards
•Closure of Century and Lisheen mines is expected to remove ~600kt of zinc contained per year
•The market can only be balanced by higher Chinese mine production, further drawdowns from metal stocks and/or yet to be approved mine projects
Source: Glencore estimates, Wood Mackenzie, CRU.

129. 270
235
335
-55
185
315
310
308
205
183
368
758
506
360
293
$1,382
$3,275
$3,242
$1,875
$1,655
$2,161
$2,194
$1,948
$1,910
$2,161
0
500
1,000
1,500
2,000
2,500
3,000
3,500
-100
0
100
200
300
400
500
600
700
800
2005
2007
2009
2011
2013
2015F
2017F
2019F
Chinese mine production
•During the last 10 years, Chinese mine production has on average increased 225kt per year
•To meet global zinc metal demand, Chinese mine production would need to increase by c.2-2.5Mt of zinc in concentrates over the next 5 years – an average of c.450-500kt per year
129
Annual change in Chinese zinc mine production (kt zinc in concentrate)
Zinc concs production growth: 8.2%
Zinc concs production growth: 7.5%
REQUIRED Zinc concs production growth: 8.9%
c.450-500kt p.a.
c.225kt p.a.
LME Zn price
Zn $/t
kt Zn
Source: Glencore estimates, Wood Mackenzie, CRU.
2014F
2016F

130. Mine deficit can only partially be covered by available stock
130
155
545
293
147
80
368
758
506
360
293
0
100
200
300
400
500
600
700
800
2015
2016
2017
2018
2019
Concentrate deficit
Chinese production increase
based on 3 year average
Gap between Chinese concs required and forecast (kt Zn)
0
200
400
600
800
1000
1200
1400
1600
1800
2012
2013
2014
2015
2016
2017
2018
2019
Forecast zinc metal stocks* (kt Zn)
•Assuming Chinese mine production increases c.210-220kt per year, there will be a global deficit of c.1.0-1.5Mt of zinc in concentrates over the forecast period
•Deficit of concentrates will result in drawdown of metal stocks
•2014 forecast inventory drawdown of 263kt
1’200
1’100
Source: Glencore estimates, Wood Mackenzie, CRU.
*Reported Exchange Stocks + GIAG estimate of BWHSE stocks.
c.213kt p.a.

131. Price is closely correlated to available stock levels
•Historically, zinc prices have responded to the upside as the “stocks:consumption” ratio approaches 3 weeks of zinc metal consumption
131
$779
$828
$1,048
$1,382
$3,275
$3,242
$1,875
$1,655
$2,161
$2,193
$1,948
$1,910
$2,161
3.6
4
3.2
1.9
0.4
0.7
1.5
3.4
4.4
5
6.5
5.6
4.4
0
1
2
3
4
5
6
7
0
500
1,000
1,500
2,000
2,500
3,000
3,500
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014F
LME Zn price
Stocks consumption ratio
LME zinc price ($/t) vs stocks to consumption ratio (weeks)
Inverse weeks stocks:consumption ratio
LME Zn price $/t
Source: Glencore estimates, Wood Mackenzie, Bloomberg, CRU.

132. Zinc metal stocks outlook
•Stocks are forecast to fall below the critical “stocks:consumption” inflection point of 3 weeks consumption
132
-3
-2
-1
0
1
2
3
4
5
Downside (2.8% zinc demand growth)
Base (3.8% zinc demand growth)
Upside (4.8% zinc demand growth)
Sensitivity of zinc metal stocks to global zinc demand
Feb 2016
Apr 2016
Oct 2016
Inflection point
Weeks consumption
Source: Glencore estimates, Wood Mackenzie, CRU.
2014F
2015F
2016F
2017F
2019F
2018F

133. Zinc industrial overview
McArthur River zinc mine metallurgical plant, Australia

134. Glencore zinc assets
134
Industrial assets comprise: 24 mines, 7 zinc smelters, 6 lead smelters/refineries with operations and assets in 12 countries and key marketing offices spread across 5 continents, ~50k employees

135. A large long-life, low-cost, optimised asset base
Expansions – delivery of 3 Australian projects
•capex spend on budget
•Lady Loretta project ahead of schedule
“Steady State” operations
•benchmarking and subsequent cost reduction/turnaround projects – savings of ~$50 million
•smelters – commercial and technical integration
•cost synergies of >$100 million achieved vs. initial integration assessment of $70 million
•zinc sustaining capex declining to normalised levels of around $700-900 million from 2016
135
Illustrative Zinc C1 cash cost curve
Q1
Q2
Q3
Q4
Zn: 2013
61 c/lb
Zn: 2016 43 c/lb
Australian expansions underpin a sustainable reduction in C1 cash costs
1.6Mt
low-cost zinc production by 2016
+40 yrs
mine life, based on current M+I resource of c.52Mt
Note: Glencore estimated C1 cash cost in real terms.

136. Forecast zinc mine production profile
136
1,399
1,380
1,580
1,620
1,640
0
200
400
600
800
1,000
1,200
1,400
1,600
1,800
2013A
2014F
2015F
2016F
2017F
Australia
Kazzinc
North America
Antamina
Other Zinc
Glencore Smelting Capacity
Own source contained zinc mine production (kt zinc)
Source: Glencore, smelting capacity represents 100% production.

137. Australian expansion projects update
Mt Isa Operations:
•Capital cost of US$245M for new hoisting shaft and associated infrastructure
•Nov 2014 run-rate of 4.3Mtpa ore mined
•Hoist commissioning anticipated in Q1 2015
•Sustainable 4.5Mtpa ore mined run rate by Q2 2015
Lady Loretta:
•Capital cost of ~US$350M
•Project on budget with production ramping up to 1.6Mtpa by H2 2015
•0.6Mt ore mined in 2013
•Current run-rate of 1Mtpa ore mined
McArthur River:
•Handed over to operations and commenced commissioning in H1 2014
•Ramp-up challenges encountered during H2 2014, particularly in relation to flotation and dewatering circuits
•Residual issues well understood and being addressed
•Expecting annualised zinc production of 330kt contained metal by end Dec 2014, representing >90% of design capacity
MRM Processing Plant
Rock bolting, Lady Loretta mine
137

138. Conclusion
•Zinc market fundamentals remain strong and continue to improve
•Our industry leading zinc business combines world class zinc assets with our marketing reach and expertise
•unique combination of mines and smelters in a single company
•industrial assets fully integrated into global marketing flows
•Glencore’s key growth projects provide additional zinc and cost / capital efficiencies at an attractive stage of the price cycle
•cost position of c.61 c/lb in 2013, falling to c.43 c/lb in 2016
•zinc sustaining capex declining to normalized levels of around $700-900 million from 2016
138

139. Q&A
George Fisher underground mine shift change, Australia

140. 140
Investor Day
10 December 2014
Granulated nickel matte, Sudbury, Canada
08:00 - Welcome and Overview | Ivan Glasenberg
08:20 - Finance Update | Steven Kalmin
08:45 - Copper | Telis Mistakidis
09:15 - Coal | Tor Peterson & Peter Freyberg
09:45 - Break
10:05 - Zinc | Daniel Maté & Chris Eskdale
10:35 - Nickel | Kenny Ives & Peter Johnston
11:05 - Oil | Alex Beard
11:40 - Break
12:00 - Agricultural products | Chris Mahoney
12:30 - Conclusion and Q&A

141. 141
Forward looking statements
This document contains statements that are, or may be deemed to be, “forward looking statements” which are prospective in nature. These forward looking statements may be identified by the use of forward looking terminology, or the negative thereof such as "plans", "expects" or "does not expect", "is expected", "continues", "assumes", "is subject to", "budget", "scheduled", "estimates", "aims", "forecasts", "risks", "intends", "positioned", "predicts", "anticipates" or "does not anticipate", or "believes", or variations of such words or comparable terminology and phrases or statements that certain actions, events or results "may", "could", "should", “shall”, "would", "might" or "will" be taken, occur or be achieved. Such statements are qualified in their entirety by the inherent risks and uncertainties surrounding future expectations. Forward-looking statements are not based on historical facts, but rather on current predictions, expectations, beliefs, opinions, plans, objectives, goals, intentions and projections about future events, results of operations, prospects, financial condition and discussions of strategy.
By their nature, forward looking statements involve known and unknown risks and uncertainties, many of which are beyond Glencore’s control. Forward looking statements are not guarantees of future performance and may and often do differ materially from actual results. Important factors that could cause these uncertainties include, but are not limited to, those discussed under “Principal risks and uncertainties” of Glencore’s Annual Report 2013 and “Risks and uncertainties” in Glencore’s 2014 Half-Year Report.
Neither Glencore nor any of its associates or directors, officers or advisers, provides any representation, assurance or guarantee that the occurrence of the events expressed or implied in any forward-looking statements in this document will actually occur. You are cautioned not to place undue reliance on these forward-looking statements which only speak as of the date of this document. Other than in accordance with its legal or regulatory obligations (including under the UK Listing Rules and the Disclosure and Transparency Rules of the Financial Conduct Authority and the Rules Governing the Listing of Securities on the Stock Exchange of Hong Kong Limited and the Listing Requirements of the Johannesburg Stock Exchange Limited), Glencore is not under any obligation and Glencore and its affiliates expressly disclaim any intention, obligation or undertaking to update or revise any forward looking statements, whether as a result of new information, future events or otherwise. This document shall not, under any circumstances, create any implication that there has been no change in the business or affairs of Glencore since the date of this document or that the information contained herein is correct as at any time subsequent to its date.
No statement in this document is intended as a profit forecast or a profit estimate and no statement in this document should be interpreted to mean that earnings per Glencore share for the current or future financial years would necessarily match or exceed the historical published earnings per Glencore share.
This document does not constitute or form part of any offer or invitation to sell or issue, or any solicitation of any offer to purchase or subscribe for any securities. The making of this document does not constitute a recommendation regarding any securities.

142. Nickel
Kenny Ives, Peter Johnston
Exploration drilling, Raglan, Canada

143. Nickel highlights
Nickel market transitioning to deficit; balanced 2015 and deficits thereafter
•nickel demand growth conservatively projected at c.4.5% p.a.
•substantial deficits forecast over the outlook period
Top 3 integrated nickel producer
•2013 own source production of 98.4kt, rising to 140-150kt by 2016
•delivery of additional volumes into a growing deficit, underpinned by Koniambo ramp-up
–first quartile C1 cost position of around $3.10/lb in 2014, 2016 cost position of c.$4.00/lb
•total nickel capex declining from a peak of c.$1.9 billion in 2012 to a normalised level of c.$300-400 million from 2016(1)
•SAFENICKEL rolled out across business
Full integration of marketing and industrial assets guides investment decisions, M&A activity and product sales
•marketed c.200kt of nickel in 2013 and 2014
•focus on profitability vs. units traded
•industry leading intelligence and unparalleled global coverage
143
Note: (1) Excludes any unapproved expansionary capital

144. Sustainable Development
144
Our Social License to operate is granted by our stakeholders and maintained through a strategic approach focused on delivering results
Our Strategy
Our Safety (TRIFR)
14.6
13.5
10.3
10.9
7.9
6.3
5.6
6.6
2007
2008
2009
2010
2011
2012
2013
2014
YTD
Health and Safety
•Safety
•Security
•Health and Hygiene
•Community Health and Safety
Stakeholder Engagement
•Community/ Stakeholder Relations
•Internal Communication
•Government Relations
•Media/External Relations
Environmental Stewardship
•Energy / GHG
•Water
•Land Use / Biodiversity
•Climate Change
Social Responsibility
•Human Rights
•Corporate Social Investment
•Local enterprise development
•License to Market
•Impact and Opportunity Management
•Fatality free since 2012
•Implementation of the Glencore fatal hazard protocols at all operations.
•No major environmental incidents for last 3 years

145. Nickel industrial overview
Sudbury environmental lab, Canada

146. Nickel assets overview
146

147. Operations
Raglan (Nunavik, Northern Québec, Canada)
•4 Mines, Mill, Power plant, Concentrator
•Primary metals are nickel and copper
•Palladium/platinum, cobalt are also produced
•Employs approximately 950 people
Sudbury (Ontario, Canada)
•2 mines, Mill and Smelter
•Primary metals are nickel, copper and cobalt
•Palladium/platinum are also produced
•Employs approximately 1,400 people
147

148. Operations
Murrin Murrin (Western Australia)
•Fully integrated hydro metallurgical facility producing LME grade nickel and cobalt
•Only Surviving Gen 1 HPAL plant – technology intended primarily for the treatment of Limonitic type ores
•Mines, mill, refinery, power plant
•Employs approximately 1,100 people
Nikkelverk (Kristiansand, Norway)
•Refinery
•Primary metals refined are nickel, copper, cobalt and precious metals
•Capacity to produce 92,000 tonnes of nickel per year
•Employs approximately 500 people
148

149. A large, long-life, low-cost optimised asset base
149
$140M of merger cost synergies realised by end 2014
$4.00/lb C1 to be achieved in 2016F
70%
reduction in capex in 2015
Q1
Q2
Illustrative Nickel C1 metals cash cost curve
2016F $4.00/lb
2014F $3.10/lb
140- 150kt low-cost nickel production by 2016
+20yrs mine life, based on current resource of c.13.5Mt

150. 0
20
40
60
80
100
120
140
160
2012A
2013A
2014F
2015F
2016F
2017F
Australia
Canada
New Caledonia
Dominican Republic
Koniambo guidance
2014: 10 to 18kt Ni
2015: 25 to 40kt Ni
2016: > 50kt Ni to nameplate capacity
Koniambo ramp-up drives future production growth
150
Own source contained nickel production (kt)
Source: Glencore
102.5
98
+100
120-135
150-160
150-160

151. 3.9
5.3
5.5
5.5
0.8
1.7
3.0
4.0
5.0
6.0
7.0
X Board
approval 2007
X Board
revision 2011
G Forecast
Sep 2013
G Forecast
Dec 2014
Project execution
Commissioning & ramp up
Koniambo construction complete
151
Construction cost ($ billion)
6.3
7.2
Key milestones
Commercial production line 1
September 2013
Commercial production line 2
February 2014
Power station line 1 synchronisation
April 2014
Power station line 2 synchronisation
September 2014
Commercial production
Estimated June 2015
•Koniambo construction completed in November 2013; production ramp-up now underway
•Power station commissioning issues are expected to be corrected by the end of H1 2015 – no power constraints to production in the interim
•Ramp-up of metallurgical production is progressing well; confidence that technology will deliver nominal capacity

152. Integrated site – metallurgical plant (construction complete)
152

153. Smelting (new smelting technology)
•The metallurgical plant has been operating for over 12 months
•both lines have operated at 90% of nominal throughput
•furnace power demonstrated at 80MW (100% of design) on both lines
•fluid bed reducing process performing well
•achieving overall metallurgical expectations
•Confidence in overall technology is high
153
Hammer Mill Flash Dryer
Calciner
Fluid Bed Reducer
DC Furnace

154. Sufficient power is now available to support production
•At full nominal smelting rates, the site will demand 215MW of net power, the equivalent of all power consumed on the island of New Caledonia. The site is designed to have a total installed capacity of 404MW (including auxiliary sources)
•2 x STG (135MW x 2), 2 x CTG (52MW x 2), Enercal (30MW) and temporary diesel turbines (3 x 20MW)
•During commissioning of the steam fired power station in late 2013, significant cracking was identified in boiler tube welds in the heat exchange section of the waste heat boilers. The piping has required remanufacturing
•Boiler tube replacement and installation schedule is on track for both units to be operational at full capacity in Q2 2015
154
Production start up has relied heavily on 2 x 52 MW Rolls Royce Combustion Turbines
3 x 20 MW temporary diesel turbines were added in May 2014

155. Further divestment opportunities
155
Araguaia
•Laterite nickel/cobalt project located in Brazil
•Measured and indicated resource of 105Mt @ 1.33% Ni and an additional 18Mt of inferred resources @ 1.3% Ni
Sipilou
•Laterite nickel/cobalt project located in Ivory Coast
•Joint venture with SODEMI; current Glencore stake of 94%, diluting to 85% upon issuance of mining license
Cosmos
•Consists of two underground mines (Prospero and Cosmos) and a concentrator in Western Australia
•Cosmos is currently on care and maintenance

156. Nickel market transitioning to deficit
Offloading Sudbury nickel matte at Nikkelverk, Norway

157. Market remains in surplus with LME stocks increasing
157
LME Ni inventory and price
Nickel market balance (kt)
•LME nickel price rallied to $21,200/t in May, up 52% from the start of the year. Prices subsequently settled in an $18,000-$20,000/t range, then declined rapidly from Sep, along with commodities in general. Market recently recovered most Sep/Oct losses
•The increase in price was primarily driven by the Indonesian ban on nickel ore exports and the anticipation of reduced nickel output
•Yet, continuous increases in LME inventory, Chinese metal exports, higher Philippine ore exports, macro- economic downgrades and liquidity issues in China have all impacted sentiment and nickel prices
Source: Glencore, LME. China Customs
12,000
14,000
16,000
18,000
20,000
22,000
24,000
26,000
28,000
30,000
80
130
180
230
280
330
380
430
Jan-10
Jan-11
Jan-12
Jan-13
Jan-14
Inventory (kt)
Price (US$/t)
-50
0
50
100
150
200
250
300
350
400
450
2010
2011
2012
2013
2014F
Nickel market balance
Cumulative balance
2014 Chinese metal exports (kt)
0
2
4
6
8
10
12
14
16
18
20
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct

158. Nickel pig iron output supported by high grade ore stocks
158
Quarterly nickel pig iron production (kt)
High and Mid grade Chinese nickel ore inventory (kt)
•Significant stockpiles of Indonesian high grade ore (>1.8% Ni) were built in China prior to the export ban (27Mt HG/MG ore)
•These stockpiles, blended with Philippine ore, have supported continued high levels of Chinese nickel pig iron (NPI) production in 2014 (c.480Kt Ni) albeit with production decreasing Q on Q
•Estimated at over 20Mt at the start of the year, stockpiles of high grade ore in China are currently below 10Mt and trending towards critical levels
•Philippine shipments will decrease in the coming months due to the monsoon season. Shipments will not pick back up materially until April when Surigao area exports resume
•HG stocks will be at critical levels by April 2015 and seasonality will become a major factor going forward
Source: Glencore.
0
40
80
120
160
Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4F
2013
2014
0
10
20
30
Jan-14
Mar-14
May-14
Jul-14
Sep-14
Nov-14
Mid grade (MG)
High grade (HG)

159. Philippine ore supplies determine Chinese NPI outlook
159
Philippine ore exports to China (Mt)
Chinese nickel pig iron production (kt)
•With the Indonesian ban on ore exports sustained (also confirmed by recent Constitutional Court ruling), Chinese inventory of Indonesian high grade ore will ultimately deplete and NPI production will depend on ore exports from the Philippines
•2014 Philippine exports to China are forecast at c.52Mt wet ore and constitute LG >50%, MG >30% with the balance HG. Lower average grade ores increase NPI production costs, all things being equal
•No game changers elsewhere: New Caledonia may supply 1-2Mtpa additional ore to market while Guatemala may supply up to 30kt Ni contained in higher grade ore to European FeNi plants
•Based on our projection of volume and composition of Philippine ore supply, China’s NPI production is forecast to fall from 480kt Ni in 2014 to 400kt Ni in 20151 and 350- 400kt Ni over the outlook period
Source: Glencore, Note: (1) Function of HG ore carry out.
0
25
50
2013
2014F
2015F
LG <0.8% Ni
LG >0.8% Ni
MG
HG
0
100
200
300
400
500
600
2013
2014F
2015F
2016F
2017F
2018F
2019F

160. 0
500
1000
1500
2000
2013
2014F
2015F
2016F
2017F
2018F
2019F
Chinese NPI
New projects
Existing producers
Supply outlook – limited growth amid ore ban
160
•Global nickel supply in 2014 is forecast to be relatively unchanged on 2013 as decreased output from existing producers and Chinese NPI is offset by increased production from new projects
•Longer term, Chinese NPI production is forecast at 350-400kt vs. 510kt in 2013. However, increased supply from new projects (all going well) should offset projected losses and overall supply growth is forecast at c.1% p.a. to 2019
•China’s NPI dependence on lower grade ore from the Philippines will increase production costs
•Ramp up performances highlight the need for a cautious outlook, with the majority of new projects delayed due to technical, environmental, permitting and social challenges
•We assume limited growth in actual Indonesian NPI output. While capacity will be built in a higher price environment, the extent and pace of commissioning is likely to be challenged for a variety of reasons
•We forecast less than 100kt Ni in Indonesian NPI by 2019
Source: Glencore
Forecast nickel supply (kt)
Forecast supply from new projects (kt)

161. Demand outlook – solid growth in key markets
161
•“While the days of double-digit growth in China are over, the greater size of the economy means lower growth still translates into strong absolute demand… It’s slower not lower.” Julian Kettle, Wood Mackenzie
•Primary nickel demand in stainless steel is projected to increase c.5% in 2014, reflecting growth in China, North America, Japan and India. Longer term, we forecast global nickel demand in stainless to increase at a rate >4.5% p.a., predominantly driven by China (Global CAGR 2008-2013: 9.6% p.a.)
•Activity in non-stainless applications is also robust with nickel usage projected to increase >8% in 2014. Going forward, non-stainless demand growth is forecast >4% p.a., with strong contributions from China, US and India
•Overall, we project solid nickel demand growth of c.4.5% p.a. between 2014 and 2019 (CAGR 2008-2013: 7.1% p.a.)
•Put simply, we conservatively expect demand will increase by 75-100Kt Ni per year
Source: Glencore
Forecast nickel demand by sector (kt)
Forecast nickel demand by region (kt)
0
500
1,000
1,500
2,000
2,500
2013
2014F
2015F
2016F
2017F
2018F
2019F
Primary nickel in non-stainless
Primary nickel in stainless
0
500
1,000
1,500
2,000
2,500
2013
2014F
2015F
2016F
2017F
2018F
2019F
China
Non China

162. Expanding deficits to emerge
162
•Assuming the Indonesian ban on ore exports is sustained, market deficits will emerge
•Increased supply from new projects (all going well) supports global production growth of c.1% p.a. to 2019
•With nickel demand growth projected at a conservative c.4.5% p.a., the market is expected to transition to deficit, with substantial deficits forecast from 2018
•Long run nickel pricing will largely be determined by the cost of bringing on marginal (low grade) limonite ore processing capacity
•We do not see any new low cost technologies that will alter the outlook
Source: Glencore
Forecast nickel supply/demand (kt)
Forecast nickel market balance (kt)
1,600
1,800
2,000
2,200
2,400
2013
2014F
2015F
2016F
2017F
2018F
2019F
Supply
Demand
-300
-200
-100
0
100
200
2013
2014F
2015F
2016F
2017F
2018F
2019F

163. Q&A
Murrin Murrin metallurgical plant, Australia

164. Investor Day
10 December 2014
08:00 - Welcome and Overview | Ivan Glasenberg
08:20 - Finance Update | Steven Kalmin
08:45 - Copper | Telis Mistakidis
09:15 - Coal | Tor Peterson & Peter Freyberg
09:45 - Break
10:05 - Zinc | Daniel Maté & Chris Eskdale
10:35 - Nickel | Kenny Ives & Peter Johnston
11:05 - Oil | Alex Beard
11:40 - Break
12:00 - Agricultural products | Chris Mahoney
12:30 - Conclusion and Q&A
Mangara, Chad

165. 165
Forward looking statements
This document contains statements that are, or may be deemed to be, “forward looking statements” which are prospective in nature. These forward looking statements may be identified by the use of forward looking terminology, or the negative thereof such as "plans", "expects" or "does not expect", "is expected", "continues", "assumes", "is subject to", "budget", "scheduled", "estimates", "aims", "forecasts", "risks", "intends", "positioned", "predicts", "anticipates" or "does not anticipate", or "believes", or variations of such words or comparable terminology and phrases or statements that certain actions, events or results "may", "could", "should", “shall”, "would", "might" or "will" be taken, occur or be achieved. Such statements are qualified in their entirety by the inherent risks and uncertainties surrounding future expectations. Forward-looking statements are not based on historical facts, but rather on current predictions, expectations, beliefs, opinions, plans, objectives, goals, intentions and projections about future events, results of operations, prospects, financial condition and discussions of strategy.
By their nature, forward looking statements involve known and unknown risks and uncertainties, many of which are beyond Glencore’s control. Forward looking statements are not guarantees of future performance and may and often do differ materially from actual results. Important factors that could cause these uncertainties include, but are not limited to, those discussed under “Principal risks and uncertainties” of Glencore’s Annual Report 2013 and “Risks and uncertainties” in Glencore’s 2014 Half-Year Report.
Neither Glencore nor any of its associates or directors, officers or advisers, provides any representation, assurance or guarantee that the occurrence of the events expressed or implied in any forward-looking statements in this document will actually occur. You are cautioned not to place undue reliance on these forward-looking statements which only speak as of the date of this document. Other than in accordance with its legal or regulatory obligations (including under the UK Listing Rules and the Disclosure and Transparency Rules of the Financial Conduct Authority and the Rules Governing the Listing of Securities on the Stock Exchange of Hong Kong Limited and the Listing Requirements of the Johannesburg Stock Exchange Limited), Glencore is not under any obligation and Glencore and its affiliates expressly disclaim any intention, obligation or undertaking to update or revise any forward looking statements, whether as a result of new information, future events or otherwise. This document shall not, under any circumstances, create any implication that there has been no change in the business or affairs of Glencore since the date of this document or that the information contained herein is correct as at any time subsequent to its date.
No statement in this document is intended as a profit forecast or a profit estimate and no statement in this document should be interpreted to mean that earnings per Glencore share for the current or future financial years would necessarily match or exceed the historical published earnings per Glencore share.
This document does not constitute or form part of any offer or invitation to sell or issue, or any solicitation of any offer to purchase or subscribe for any securities. The making of this document does not constitute a recommendation regarding any securities.

166. E&P portfolio overview
166
Asset Participation
Note: * Glencore operated
Equatorial Guinea
Participating Interest
Block I
23.75%
Block O
25.00%
Block X
37.50%
Block V *
80.00%
Block EG 05 *
60.00%
Cameroon
Participating Interest
Matanda *
90.00%
Bolongo *
100.00%
Tilapia
23.33%
Chad
Participating Interest
DOB/DOI *
100.00%
-Mangara Field*
85.00%
-Badila Field*
85.00%
DOH *
100.00%
Doseo/Borogop*
100.00%
Morocco / Western Sahara
Participating Interest
Boujdour Offshore *
38.25%
Foum Ognit
18.75%
E&P portfolio location

167. •3D seismic acquisition completed to further refine development approach
•Diega development planning well advanced
•Partnership in discussion with the EG Govt regarding timing for a development
Equatorial Guinea Continued production from Aseng & Alen and future development potential in Diega
167
Aseng (Block I)
Note: * Alen field is located 95% in Block O and 5% in Block I
Alen (Block O) *
Diega (Block I / O)
•Active production management and strong reservoir performance at the Aseng oil field
—Plant reliability remains world class at 99% uptime
—Field has outperformed original forecast for the year
—2014 year end production range of 37-38 kbpd
•2014 focus has been on further optimising the Alen facility and successfully sidetracking one of the Alen producing wells
—2014 year end production range of 27-29 kbpd
—Plateau production target of c. 31-32 kbpd (expected in Q1 2015)
2015 Outlook & Guidance
Aseng
Alen
Gross Production (Ave)
~33,000 bbls/day
30,000 – 31,000 bbls/day
Combined full cycle unlevered IRR from both blocks in excess of 15% at current curve pricing

168. •Drilled an appraisal well (NM-3x) on a previous discovery (1980 Gulf oil)
•Pre-drill intention was to pursue a gas reinjection scheme and extract liquids in phase 1
•Well flowed very rich gas condensate (greater than anticipated)
•Well testing indicated a complex reservoir system with need for further appraisal to identify true upside potential
Considering options and will be looking to farm out/down to players who could develop this large, but complicated, resource base
Expect to book an impairment in 2014
•Oak discovery made by Glencore in 2012
1st operated well drilled by the Company
•Three appraisal wells drilled to determine resource potential / commercial development opportunity
Peak flow rate of 1,500 bopd from Oak South appraisal well
•Currently shooting 3D seismic over potential development area and performing preliminary development engineering studies
Considering potential partnerships for development
168
•Non-operated - (Noble Energy - operator)
•Reduced interest during the year from 33% to 23% to Woodside
•One exploration well planned for 2015 - Cheetah prospect
Cameroon – appraisal programme completed
Matanda
Bolongo
Tilapia

169. •First Glencore rainy season well executed in the Doseo Basin
•Flowed at rates up to 2,880 bopd. Estimated 6,000 bopd unrestricted natural flow
•Reserves in the process of being updated based on new well and seismic data
•Validated resource base
Chad – key milestones achieved since Sep 2013 update
169
Badila Field
Kibea Appraisal
Krim Discovery
Mangara Field
•Discovery well drilled in Q4 2013. EXA application submitted and expecting Government approval shortly
•First oil planned for Q2/Q3 2015 with a phased development scheme:
•Phase 1: Truck oil to Mangara (~ 7 km) and produce through Mangara CPF (separate Krim train)
•Phase 2: Construct separate Krim production facility to expand capacity
•Badila 40,000 bfpd CPF Facility completed and commissioned in November 2014
•Total water injectivity capacity at 23,000 – 30,000 bwpd by year end
•Current production at ~ 15,000 bopd
•Mangara 15,000 bopd CPF is now completed and ready to be commissioned
•First production expected in December 2014 / January 2015
Facility expansion achieved
First oil imminent
Fast track development planned
Successful appraisal well drilled

170. Total Chad West - Outlook & Guidance
2015
Gross Production (Ave)
30 – 37 kbopd
Near term development & production in Western Acreage
•Focussing on near term cash flow from these three fields
•In ~18 months since the initial Glencore farm-in, two fields will have been brought online
•Third field to follow in Q2 2015
•At current pricing, economics are robust on any incremental forward spend on these fields
•Underlying field IRR’s >20% on a full cycle basis
•Provides an indication of future value creation potential from exploration play
170
Mangara Field
Krim Field
Outlook & Guidance
First oil date
Dec 14 / Jan 15
Reserves (audited)
70 MM bbls
Outlook & Guidance
First oil date
Q2/Q3 2015
Reserves (audited)
19 MM bbls
Outlook & Guidance
First oil date
Sep.13
Reserves (audited)
45 MM bbls
Badila Field

171. Capturing value from the exploration opportunity & existing discoveries in the East
Discovered resource represents only ~ 25% of total audited risked resource potential
•Leaves entire exploration play at ground floor entry
•~800 MM bbls of audited risked prospective resource
•Existing discoveries (Kibea, Maku, Tega, Sako) with resource potential of >100 MM bbls
Modular approach to exploration
•Strategy to target lowest risk prospects with greatest impact to existing facilities and strategic investment decisions (e.g. Pipeline)
•Responded to current pricing environment with a reduced exploration capex budget
»Capex for 2015 weighted ~75%/25% in favour of Chad West development vs. Chad East exploration/appraisal
•Low cost drilling relative to offshore and greater chance of success with exploration dollars being spread across multiple targets
•2D & 3D seismic campaigns underway to better define targets and uncover new prospects
Currently drilling first exploration wells since acquisition
•Beche B, Lore, Sourma
171
Summary of Prospective Resources (Pmean)
Block
Gross Resources (mmbbl)
Unrisked
Risked
DOB/DOI (PSC 2)
328
107
DOH (PSC 3)
309
65
Doseo/Borogop (PSC 1)
3,074
648
Total
3,711
820

172. Conclusion
Strong cash generation from two assets in production (EG & Chad)
•Equatorial Guinea
–Aseng and Alen continue to perform well with no significant capex commitments until Diega development
•Chad
–Plan to accelerate production from the 3 Western fields/discoveries (Mangara, Badila, Krim) using existing pipeline infrastructure (Totco / Cotco)
Highly attractive value proposition from the Central & Eastern Acreage in Chad
•Highly prospective basin at ground floor entry
–~800 MM bbls of audited risked prospective resource
•Modular approach with a strategy to target lowest risk prospects with closest proximity to existing facilities entry
–Capex for 2015 weighted ~75%/25% in favour of Chad West development vs. Chad East exploration/appraisal
•Low cost / well relative to offshore and multiple opportunities for success
Disciplined approach to capital and returns
•Equatorial Guinea
–Solid full field life project returns even at current spot prices
–Large amount of headroom to breakeven price
•Cameroon
–Considering options on Matanda
–Bolongo Oak development delayed until post seismic results
•Chad
–Purchase price for Caracal equivalent to independent valuation of 2P reserves only. Leaves entire exploration play at ground floor entry
–Economics are robust on any incremental forward spend on Chad Western developments/fields
172

173. Oil drill rig, Chad
Q&A

174. Harvester at Balaklava, Australia
08:00 - Welcome and Overview | Ivan Glasenberg
08:20 - Finance Update | Steven Kalmin
08:45 - Copper | Telis Mistakidis
09:15 - Coal | Tor Peterson & Peter Freyberg
09:45 - Break
10:05 - Zinc | Daniel Maté & Chris Eskdale
10:35 - Nickel | Kenny Ives & Peter Johnston
11:05 - Oil | Alex Beard
11:40 - Break
12:00 - Agricultural products | Chris Mahoney
12:30 - Conclusion and Q&A
Investor Day
10 December 2014

175. 175
Forward looking statements
This document contains statements that are, or may be deemed to be, “forward looking statements” which are prospective in nature. These forward looking statements may be identified by the use of forward looking terminology, or the negative thereof such as "plans", "expects" or "does not expect", "is expected", "continues", "assumes", "is subject to", "budget", "scheduled", "estimates", "aims", "forecasts", "risks", "intends", "positioned", "predicts", "anticipates" or "does not anticipate", or "believes", or variations of such words or comparable terminology and phrases or statements that certain actions, events or results "may", "could", "should", “shall”, "would", "might" or "will" be taken, occur or be achieved. Such statements are qualified in their entirety by the inherent risks and uncertainties surrounding future expectations. Forward-looking statements are not based on historical facts, but rather on current predictions, expectations, beliefs, opinions, plans, objectives, goals, intentions and projections about future events, results of operations, prospects, financial condition and discussions of strategy.
By their nature, forward looking statements involve known and unknown risks and uncertainties, many of which are beyond Glencore’s control. Forward looking statements are not guarantees of future performance and may and often do differ materially from actual results. Important factors that could cause these uncertainties include, but are not limited to, those discussed under “Principal risks and uncertainties” of Glencore’s Annual Report 2013 and “Risks and uncertainties” in Glencore’s 2014 Half-Year Report.
Neither Glencore nor any of its associates or directors, officers or advisers, provides any representation, assurance or guarantee that the occurrence of the events expressed or implied in any forward-looking statements in this document will actually occur. You are cautioned not to place undue reliance on these forward-looking statements which only speak as of the date of this document. Other than in accordance with its legal or regulatory obligations (including under the UK Listing Rules and the Disclosure and Transparency Rules of the Financial Conduct Authority and the Rules Governing the Listing of Securities on the Stock Exchange of Hong Kong Limited and the Listing Requirements of the Johannesburg Stock Exchange Limited), Glencore is not under any obligation and Glencore and its affiliates expressly disclaim any intention, obligation or undertaking to update or revise any forward looking statements, whether as a result of new information, future events or otherwise. This document shall not, under any circumstances, create any implication that there has been no change in the business or affairs of Glencore since the date of this document or that the information contained herein is correct as at any time subsequent to its date.
No statement in this document is intended as a profit forecast or a profit estimate and no statement in this document should be interpreted to mean that earnings per Glencore share for the current or future financial years would necessarily match or exceed the historical published earnings per Glencore share.
This document does not constitute or form part of any offer or invitation to sell or issue, or any solicitation of any offer to purchase or subscribe for any securities. The making of this document does not constitute a recommendation regarding any securities.

176. Agricultural products
Chris Mahoney
Shiploading at Port Giles, Australia

177. Agricultural products summary
•A global grain and oilseed origination, processing, storage, handling and marketing business
•11,700 employees
•operating in 4 regions with marketing offices in 27 countries
–marketing c.67Mt/year,
•comprising c.300 facilities including silos, ports, mills, oilseed and biofuel processing facilities etc
–processing c.10.4Mt/year
•Our business focus, supported by logistics and processing assets, is being in the countries of origin, particularly those with large production and exportable surpluses
•Viterra fully integrated with significant cost savings realised
177

178. Glencore’s logistics infrastructure (1/2)
Illychevsk
3Mt
220kt
Tilbury
500kt
19kt
Szczecin 1.25Mt 25kt
Muuga
4.0Mt
300kt
Dunaújváros 300kt 7kt
Taman
3.5Mt
84kt
Rostov
1.25Mt
60K
Bahia Blanca
3.0Mt
210kt
Cascadia
6Mt
280kt
Prince Rupert
6Mt
230kt
Thunderbay 2Mt 500kt
Montréal
3Mt
250kt
Port Lincoln 1.9Mt 395kt
Port Giles
800kt
296kt
Pt Adelaide OH
1.9Mt
65kt
Pt Adelaide IH
850kt
338kt
Wallaroo
750kt
765kt
100% ownership
Leased
Viterra
JV
Name of port
• normalized annual throughput
• storage capacity
Thevenard
600kt
347kt
Newcastle
1.5Mt
150kt
Timbúes
2.7Mt
450kt
Pacific
2Mt
180kt
Grain port facilities
Note: In total 21 port facilities with cumulative 5.2Mt storage capacity. Normalized annual throughput of circa 44Mt.
Source: Company data
178

179. Glencore’s logistics infrastructure (2/2)
Ukraine 26 facilities 1,26Mt
Bulgaria 2 facilities 64kt
Romania
10 facilities
337kt
Russia
11 facilities
710kt
Hungary
4 facilities
240kt
Kazakhstan
3 facilities
233kt
Poland 5 facilities 180kt
Argentina
8 facilities
372kt
Uruguay 2 facilities 100kt
Canada 63 facilities 1.9Mt
Australia
109 facilities
7.8Mt
Country
•number of storage facilities
•storage capacity
Viterra
Note: In total 243 storage facilities with cumulative 13.2Mt storage capacity.
Storage facilities
Source: Company data
179

180. Farming and processing assets
Facillities
Commodity
Production capacity
Ownership
Country
Crushing
Moreno
3
Sun / Soya
1.29Mt
100%
Argentina
Ponta Pora
1
Soya
329kt
100%
Brazil
Fokto
1
Multi
508kt
100%
Hungary
Usti
1
Sun / Rape
462kt/586kt/60kt
100%
Czech
Kharkov
1
Sun
320kt
80-100%
Ukraine
Lubmin
1
Rape
165kt
100%
Germany
Bodaczew
1
Rape / Soya
600kt/660kt
100%
Poland
Ste. Agathe
1
Canola
280kt
100%
Canada
Timbúes
1
Soya
6Mt
50%
Argentina
Fangchenggang
1
Rapeseed
680kt
49%
China
Total crushing assets
12 plants
8.6Mt
Biofuels
Biopetrol
3
Multi
850kt
100%
Germany / Netherlands
Advanced Organic Materials
1
Soya
50kt
50%
Argentina
Renova
2
Soya
500kt
33.3%
Argentina
Total biofuels assets
6 plants
1.1Mt
Rio Vermelho
1
Sugar
3Mt
~90%
Brazil
Mills
Mills
6
Wheat
1.2Mt
50-100%
Brazil
Mills
4
Rice
400kt
100%
Argentina, Brazil and Uruguay
Total mills assets
10
1.6Mt
Farming
Farming
Multi
180k hct
50-100%
Australia, Argentina, Kazakhstan, Paraguay, Russia and Ukraine
180

181. Distinct but interdependent businesses
•Earnings are not reliant on prices or positioning
•average VaR year to date 2014 - $8.3M, maximum $16M
•Natural ‘hedge’ within the business:
•big crops are positive for handling and oilseed processing
•crop problems/dislocation can support marketing/trading
•Lower prices = lower working capital
•working capital cycle is 49 days
•Healthy ROCE in 2014 YTD
•Sustaining capex is low; 55% current of annual depreciation
181
Global storage / handling (inc. Viterra)
Farming
Softseed processing / biodiesel Europe
Soyabean processing / biodiesel Argentina
Milling South America
Trading/Marketing

182. Agricultural products – key strengths
•In top three grain /oilseed exporters from Russia, EU, Canada and Australia
•In top three global marketers (seaborne trade) of wheat, durum wheat, barley, peas/pulses, canola and sunflower seed/oil/meal
•First class, large scale assets in Canada, Australia, Argentina (Timbues), Russia (Taman) and Ukraine (Illychevsk)
•Focused on retaining a strong/flexible trading culture
•Low overhead per tonne vs. peers
182
Wheat in Bute, South Australia

183. Marketing and handling update
•Prices at post financial crisis lows
•record 2013/14 US crops, good EU and FSU production and a re-building of PRC corn stocks due to three years of good production
•however, some new crop production issues developing (Russia)
•Record 2013 Canadian crop (76Mt) followed by an average 2014 crop
•September harvest lower at 60Mt, but record carry over stocks means total availability in 2014/15 will be similar to 2013/14
•quality is very variable and may provide blending opportunities. Rail situation has improved
•2014 Australian crop (November harvest) will be average, down slightly on 2013
•government is advocating open access to ports
•Port capacity additions by competitors occurring in Australia, Ukraine, USA and Brazil
•so far no indication of new port building in Canada, but some country elevator additions
183
Viterra Weyburn grain silo, Australia

184. Farming and processing update
•Oilseed crush margins in Europe, FSU and Argentina have been reasonable
•no significant additions to crush capacity in these regions with the exception of the Ukraine
•conflict in Ukraine has forced the closure of a competitor’s plant
•EU biodiesel margins have stabilised due to capacity rationalisation
•Wheat milling margins in Brazil remain good and historically consistent
•Farming results will suffer due to lower prices in 2015 – this was mitigated in 2014 due to hedging early in the year
184
Tailem Bend bunker stack, Australia

185. Population demographics underpin a positive outlook
•Global demand growth supports the business with 10 year CAGR of:
–Corn: 3.5 %
–Beans: 3.3 %
–Wheat: 1.8 %
•Growth in seaborne trade exceeds demand growth:
–Corn: 4 %
–Beans: 6 %
–Wheat: 2.9 %
•20-25% more food to be moved in five years time
•New handling infrastructure and processing capacity will be required
•Existing facilities should earn attractive returns based on replacement values
185
Ship loading Port Adelaide, Australia

186. Q&A
Viterra Balgonie, Regina, Canada

187. Appendix

188. Oilseed processing, logistics and marketing are integrated
Represents earnings streams
Origination elevators / silos
Port
elevators / silos
Marketing/ freight
Break bulk
distribution
Rice milling
Oilseed crushing
Wheat flour milling
Biodiesel production
•Provides supply of commodity at farm cost price. Long term flat price long position
•Economies of scale to ensure best practices, machinery and logistics sharing, low cost producer
•Ability to hedge single and multi year in related futures markets
•First hand source of information on local conditions
•Elevators and port facilities have their own earnings stream (storage and through put fees)
•Supportive of the procurement business enabling purchases directly from farmers
•Up country storage capacity critical to the purchase of grain/oilseeds at harvest
•Crucial to ensure timely delivery to load ports particularly in an environment of high capacity utilization or export bans/quotas
•Logistics delays to the last 10% of the cargo/program delay its entirety, cannot rely on third parties for 100%
•Processing margin provides an earnings stream
•Supports raw material procurement, commodity may be diverted for export
•Products feed into marketing book (oilseeds, rice)
•Production margin locking and unlocking (oilseed crush, biodiesel)
•Milling assets provide an outlet for wheat
•Procurement margin and carry trades
•Intra/origin commodity arbitrage (wheat, corn, barley, softseed)
•Inter commodity arbitrage (feed compound raw materials, oil complex).
•Production economics arbitrage (oilseed crush, biofuels)
•Time spreads
•Freight arbitrage (between vessel types) and optionality trades
•Some flat price positions taken based on real physical market insight
Procurement / marketing assets
Processing assets
Farming
Origination and port elevators
Processing assets
Marketing
Farming
Marketing/ freight
Marketing activities (no assets)
188

189. 3.7
5.7
6.8
7.8
2010
2011
2012
2013
YTD Q3 2014
Crushing & Sugar Cane prod.
Biodiesel
Rice milling
Wheat milling
Operating track record
189
Volumes – Farming (kt)
Volumes – Processing (Mt)
675
657
587
827
674
883
571
2008
2009
2010
2011
2012
2013
YTD Q3
2014
Wheat
Barley
Corn
Rapeseeds
Sunflower Seeds
Soybeans
Rice
Peas
30
29
31
37
46
68
50
2008
2009
2010
2011
2012
2013
YTD Q3
2014
Grains
Oil/Oilseed
Sugar
Cotton
Volumes marketed (Mt)
Source: Company data
Note: (1) Includes sugarcane processing volumes of 0.4Mt in 2008, 0.9Mt in 2009, 1.12Mt in 2010 and 0.9Mt in 2011
(1)
8.4

190. 119900
Tintaya concentrator, Peru
08:00 - Welcome and Overview | Ivan Glasenberg
08:20 - Finance Update | Steven Kalmin
08:45 - Copper | Telis Mistakidis
09:15 - Coal | Tor Peterson & Peter Freyberg
09:45 - Break
10:05 - Zinc | Daniel Maté & Chris Eskdale
10:35 - Nickel | Kenny Ives & Peter Johnston
11:05 - Oil | Alex Beard
11:40 - Break
12:00 - Agricultural products | Chris Mahoney
12:30 - Conclusion and Q&A
Investor Day
10 December 2014

191. Ivan Glasenberg
CEO
Lion chrome smelter, South Africa

192. Our priorities for 2015
•Successfully deliver remaining key growth projects
•Koniambo, McArthur River, Katanga, Chad oil fields
•Ensure continued operating efficiency, targeting Q1 costs/margins
•Maintain strong investment grade credit rating
•Maintain disciplined deployment of capital to maximise free cash flow growth
•Glencore considers portfolio not only marginal NPV
•Confidence to:
•grow base dividend
•recycle excess capital to shareholders
•be opportunistic, but within our capital allocation framework
•Focus on continuing improvements in our health, safety, sustainability and governance performance
192

193. Q&A
Tintaya concentrator, Peru
DVM