PPC INVESTOR DAY PRESENTATION

1 PPC INVESTOR DAY PRESENTATION 8 SEPTEMBER 2017

2 Anashrin Pillay Group Head: Investor Relations WELCOME

3 CHAIRMAN S ADDRESS STRATEGIC OVERVIEW FINANCIAL OVERVIEW SA REGIONAL CEMENT REST OF AFRICA CEMENT MATERIALS BUSINESSES AGENDA QUESTIONS & ANSWERS CLOSING REMARKS

4 Peter Nelson Chairman PPC Ltd CHAIRMAN S OPENING REMARKS

5 Johan Claassen CEO PPC Ltd STRATEGIC OVERVIEW

6 PPC Investment Case UNLOCKING SHAREHOLDER VALUE

7 PPC S INVESTMENT CASE Quality Assets Profitability Returns PPC has a quality portfolio of assets with an established presence in sub- Saharan Africa In delivering all our projects in the Rest of Africa: PPC has increased its geographic footprint Diversified its profitability base Capital intense cycle has come to end Long term exposure to countries with Large populations Rapid urbanisation Low per capita consumption Growth opportunities PPC remains adequately capitalised and well positioned to deliver long term sustainable shareholder returns

8 KEY THEME: UNLOCKING LONG TERM SUSTAINABLE SHAREHOLDER VALUE We are focussed on creating value for all stakeholders & shareholders Intrinsic value Strategy Stewardship Governance & risk

9 STRATEGIC OVERVIEW

STRATEGY OVERVIEW 10

RISING URBANISATION, CONSUMPTION PER CAPITA AND POPULATION GROWTH 11 1 2 Population growth Consumption per capita SOUTH AFRICA Population (m) 56.8 GDP per capita (US$) - 5 589 Urbanisation (%) 64.8 BOTSWANA Population (m) 2.3 GDP per capita (US$) 7 140 Urbanisation (%) 57.4 3 Urbanisation Real GDP growth (17-20E) (%) - 1.7 Drivers of growth - Mining, Services & Manufacturing Real GDP growth (17-20E) (%) 4.2 Drivers of growth Mining (diamonds) & Services Cement consumption/capita (kg) - 243 Cement consumption/capita (kg) - 284 Countries of operation Current national cement production capacity (mtpa) - 17 Imports (tpa) 460 000 (estimate) Current national cement production capacity (mtpa) 0.6 Imports (tpa) 190 000 (estimate) ZIMBABWE RWANDA Population (m) 16.2 Urbanisation (%) 32.4 Population (m) 11.8 Urbanisation (%) 28.8 Source: PPC Research GDP per capita (US$) 1 027 Real GDP growth (17-20E) (%) - 1.1 Drivers of growth Agriculture, Mining (Platinum) & Serv. Cement consumption/capita (kg) - 59 Current national cement production capacity (mtpa) 2.5 Imports (tpa) 47 000 (estimate) DEMOCRATIC REPUBLIC OF THE CONGO Population (m) 86.7 GDP per capita (US$) - 474 Real GDP growth (17-20E) (%) 3.5 Urbanisation (%) 42.5 Drivers of growth Mining (copper and cobalt) Cement consumption/capita (kg) 23 Current national cement production capacity (mtpa) 2.9 Imports (tpa) 460 000 (estimate) GDP per capita (US$) - 754 Real GDP growth (17-20E) (%) 6.9 Drivers of growth Agriculture (coffee & tea) & Services Cement consumption/capita (kg) - 45 Current national cement production capacity (mtpa) 0.7 Imports (tpa) 264 000 (estimate) ETHIOPIA Population (m) 92.7 GDP per capita (US$) - 846 Real GDP growth (17-20E) (%) 7.5 Urbanisation (%) 19.5 Drivers of growth Agriculture, Construction and Wholesale & Retail Trade Cement consumption/capita (kg) - 120 Current national cement production capacity (mtpa) - 15 Imports (tpa) Imports banned

12 LONG TERM FUNDAMENTALS REMAIN INTACT Consumption per capita (kg) 350 300 250 200 150 100 50 0 Botswana DRC Ethiopia Rwanda Zimbabwe 2006 205 6 34 20 33 2016 302 34 91 49 82 2017F 312 35 95 51 83 Source: World Cement report, IMF data, PPC research

13 STRATEGY EXECUTION

14 THREE PROJECTS CONVERTED TO PPC BUSINESSES IN REST OF AFRICA BY APRIL 2017 DEMOCRATIC REPUBLIC OF THE CONGO 1.0mtpa Limestone reserves 76 Mt; 54 years 69% subsidiary of PPC Ltd ETHIOPIA 1.4mtpa Limestone reserves 27 Mt; 25 years 38% subsidiary of PPC Ltd ZIMBABWE 1.4mtpa Limestone reserves 43 Mt; 41 years 70% subsidiary of PPC Ltd BOTSWANA Milling Depot in Gabarone Kgale quarries and Aggregates Botswana 100% subsidiary of PPC Ltd ETHIOPIA ETHIOPIA RWANDA DEMOCRATIC REPUBLIC OF THE CONGO BURUNDI RWANDA DEMOCRATIC REPUBLIC OF THE CONGO BURUNDI ZAMBIA RWANDA 600 000 tpa Limestone reserves 7 Mt; 13 years 51% subsidiary of PPC Ltd SOUTH AFRICA 7mtpa Limestone reserves 759 Mt; 240 years 7 cement plants Aggregates quarries and Lime factory Subsidiaries: Pronto Readymix, Ulula Ash and Safika Cement ZIMBABWE BOTSWANA ZAMBIA MOZAMBIQUE SOUTH AFRICA ZIMBABWE BOTSWANA We command market leadership in the territories that we operate in

15 CAPACITY INCREASED BY 33% FROM 2016 TO 2017 Capacity build up 2015 2018 (mt) 14 Rest of Africa capacity increased to 4.4mt +32.6% +8.8% 1,0 12,4 12 1,4 11,4 10 8 8,0 0,6 8,6 +7.5% 0,4 1,0 6 4 2 0 Capacity in 2015 Rwanda Capacity in 2016 Zimbabwe mill DRC Ethiopia Capacity in 2017 SK9 Capacity in 2018

16 PPC EXPANDED ITS PORTFOLIO OF ASSETS 2011 Countries 3 6 years 2017 Countries 6 Doubled Capacity (mtpa) 8.0 Capacity (mtpa) 11.4 +33% Total Assets R6.4bn Total Assets R18bn ~ 2.8X Total equity R0.96bn Total equity R8.1bn ~ 8.4X Rest of Africa (ROA) EBITDA contribution 17% Rest of Africa (ROA) EBITDA contribution 31% ~ 1.8X Key opportunity to deliver returns above cost of capital

17 DIVERSIFIED REVENUE CONTRIBUTION F2017 Revenue Contribution Agg & RMC 13% Lime 8% PPC has diversified its revenue and EBITDA ROA Cement 21% SA Cement 58% PPC continues to generate favourable EBITDA margins in SA Cement and RoA

18 EBITDA CONTRIBUTIONS AND MARGINS 35,0% 30,0% F2017 EBITDA Margins 30,5% F2017 EBITDA Contribution Agg & RMC Lime 7% 8% 25,0% 20,0% 21,6% 20,1% 15,0% 10,0% 5,0% 12,3% ROA Cement 31% SA Cement 54% 0,0% SA Cement ROA Cement Lime Agg & RMC

19 STRATEGIC PRIORITIES

SHORT TO MEDIUM TERM STRATEGIC PRIORITIES 20 Financial capital optimisation Optimal capital structure Liquidity Financial discipline BEE III Operational portfolio optimisation SA Regional Cement Revenue management the price / volume equation Continued cost leadership benefits from three mega plant strategy supported by three grinding plants EBITDA margin improvement of up to R50/tonne Rest of Africa Cement Growing businesses to optimal levels of capacity utilisation and market share with positive cash flows Market penetration Cost leadership Materials Lime cash generation RMC cement pull through Aggregates optimise and maintain Adopt Value Based Management principles to enhance focus on economic profit Retaining and developing human capital Strong and capable leadership Management continuity Skills development Localise expertise Stability, culture and climate

LONGER TERM STRATEGIC PRIORITIES 21 Leverage regional markets SA: Maintain/grow in our core SA Regional market ROA: Focus on developing cities Capitalise on rapid urbanisation, large populations, low per capita consumption Provider of materials & solutions Entrench the PPC brand across the continent Establish downstream businesses to enhance our core business RMC, CPM s in new geographies Leverage PPC s expertise and knowledge to provide solutions Maintain competitive advantage Maintain quality and delivery reliability Leverage company footprint and logistics Retain/grow core skills and expertise Maintain efficiency and flexibility at plant level Enhance shareholder returns Focus on delivering long term sustainable shareholder returns above cost of capital Entrench Value Based Management principles to enhance focus on economic profit Resumption of dividend payments

22 CORPORATE GOVERNANCE

23 CORPORATE GOVERNANCE AND RISK FRAMEWORK Corporate governance structure Trust and confidence Leadership, sustainability and corporate citizenship

24 STEWARDSHIP Experienced management team with the knowledge and expertise to deliver over the longer term

STEWARDSHIP OVER 100 YEARS OF CEMENT INDUSTRY EXPERIENCE 25 Interim CEO: Johan Claassen CFO: Tryphosa Ramano MD Southern Africa: Njombo Lekula Executive Technical and Materials Division: Hardie de Beer MD International: Mokate Ramafoko Executive Sales and Marketing: Rob Rein

26 QUESTIONS & ANSWERS

27 TEA BREAK

28 STRATEGIC EXECUTION INVESTOR MANANGEMENT DAY SEPTEMBER 2017

29 Tryphosa Ramano CFO PPC Ltd FINANCIAL OVERVIEW Matodzi Mukwevho Group Executive: Finance and Business Support

RISK MANAGEMENT CONTINUOUS IMPROVEMENT FINANCIAL CAPITAL OPTIMISATION IN GROWING SUSTAINABLE SHAREHOLDER VALUE PPC continues to focus on the following: 30 1.OPTIMAL CAPITAL STRUCTURE 2.FINANCIAL PORTFOLIO OPTIMISATION 1.1 Long-term gearing levels 1.2 Current debt and maturity profile 1.3 Liquidity management 2.1 Cost of capital and hurdle rates 2.2 Targeted investment returns 2.3 Dividend framework 3. FINANCIAL DISCIPLINES AND PROCESSES 4. BEE COMPLIANCE Group Results

Aggregate Lime Pronto & 3Q Safika Southern Africa 1. OPTIMAL CAPITAL STRUCTURE 31 The group appointed two South African banks to assist in developing the optimal capital structure ZIMBABWE Debt: R577m Significant progress has been made PPC receives dividends and technical fees Debt ring-fenced post financial completion Southern Africa ETHIOPIA Not financially supported by the group Debt : R1 720m DRC Debt: R2 208m In production June 2017 Pays technical fees In production April 2017 Strategy in optimising capital structure: Reduction in cost of capital Improving working capital Reducing cash tax Improving operational efficiencies RWANDA Debt: R938m Pays technical fees Ring-fenced debt

1.1 LONG-TERM GEARING LEVELS 32 The group s target Debt-to-EBITDA ratio is 3.5 times on a gross basis - southern Africa s target Debt-to-EBITDA is 2.8 times on a gross basis 10000 8000 Group net debt to EBITDA ratio 3.7x The group is actively working towards restoring the investment grade levels as per rating agencies 6000 2.3x The group s net debt to EBITDA ratio was 3.7 times in March 2016, has now reduced to 2.3 times in March 2017 4000 2000 0 31 March 2017 31 March 2016 Net debt Gross debt

1.2 CURRENT DEBT MATURITY AND PROFILE 33 10 000 Group debt (Rm) 8 000 6 000 4 000 2 000 0 2 500 2 000 1 500 1 000 June -17 March -17 June-16 Gross debt Net debt Debt maturity profile (Rm) Significant de-gearing post successful rights issue coupled with inflows from the B-BBEE I transaction Net debt reduced from R9 billion in June 2016 to R4.4 billion in June 2017 Since March 2017, gross debt has decreased by 7% to R5.3 billion The R1.6 billion of debt maturing in F2019 is being refinanced The improved balance sheet will mitigate the adverse impact of the cyclical nature of the business 500-2018 2019 2020 2021 2022 2023 2024 2025 Southern Africa Rest of Africa

1.2 CURRENT DEBT MATURITY AND PROFILE (cont.) 34 Jun-17 June 2017 March 2017 65% 35% SA debt ROA debt SA debt R1.7 billion R1.8 billion ROA debt R3.6 billion R3.9 billion Group R5.3 billion R5.7 billion Mar-17 A large portion of group s debt is from the Rest of Africa 32% SA debt ROA debt The Rest of Africa s debt increased mainly due to the expansion projects, which are now coming to an end 68%

1.3 LIQUDITY MANAGEMENT 35 PPC group liquidity is informed by the following: cash generation (ability to generate cash from operations) working capital management capital expenditure Southern Africa debt as at June 2017 was R1.7bn Unutilised short-term facilities of R1.2bn as at June 2017 DRC deficiency funding: PPC has obligation as first project sponsor on the DRC project Project financing shortfalls to date of US$31.5m have been settled from cash reserves DRC has a further US$20m US$25m requirement for funding in F2018 There is sufficient headroom to meet short-term obligations The group doesn t anticipate utilising any short-term debt facilities With above factors under control, PPC is expected to meet its funding obligations

1.3.1 CAPEX GUIDANCE 36 Capex guidance F2018 F2019 F2020 SA R450m R600m R650m R800m R800m R1bn ROA R200m R300m R100m R200m R100m R200m Total R650m R 900m* R750m R1bn* R900m R1.2bn* *Excludes Ethiopia F2018 and F2019 capex guidance has been reduced from previously reported RSA F2018 F2019: bulk of capex for Slurry kiln 9 F2018 F2020: Rest of Africa capex mainly for maintenance

1.3.2 Financial Performance Per Region 37 Revenue analysis by segment Revenue analysis by segment Net profit analysis by segment Twelve months ended 31 March 2017 Audited Rm Region % Twelve months ended 31 March 2016 Pro forma* Rm Region % Southern Africa 7,760 80% 7,478 81% Cement 5,712 5,659 Lime 818 817 Aggregates and readymix 1,230 1,002 Rest of Africa 2,118 22% 1,946 21% Cement 2,118 1,946 Inter-segment revenue / group services and other (237) (2%) (237) (3%) Total revenue 9,641 100% 9,187 100% Twelve months ended 31 March 2017 Audited Rm Twelve months ended 31 March 2016 Pro forma* Rm EBITDA analysis by segment EBITDA analysis by segment HEPS analysis by segment Twelve months ended 31 March 2017 Audited Rm Region % Twelve months ended 31 March 2016 Pro forma* Rm Region % Southern Africa 1,551 75% 1,907 80% Cement 1,235 1,524 Lime 165 196 Aggregates and readymix 151 187 Rest of Africa 645 31% 540 23% Cement 645 540 Group services and other (131) (6%) (62) (3%) Total EBITDA 2,065 100% 2,385 100% Twelve months ended 31 March 2017 Audited Rm Twelve months ended 31 March 2016 Pro forma* Rm Net profit analysis by segment Southern Africa 594 991 Cement 445 812 Lime 85 109 Aggregates and readymix 64 70 Rest of Africa -1 11 Cement (1) 11 Group services and other (565) (271) Net profit for the year 28 731 HEPS analysis by segment Southern Africa 36 147 Cement 26 120 Lime 7 17 Aggregates and readymix 3 10 Rest of Africa 5 13 Cement 5 13 Group services and other (34) (54) HEPS 7 107

1.3.3 DEFICIENCY FUNDING 38 As previously reported, PPC will provide deficiency funding to DRC to fund the following: VAT Management is working on solutions to reduce the impact of the DRC on the Centre s cash flows, which include: Negotiating with lenders to restructure DRC debt Successful renegotiation of in-country working capital facilities In the process of renegotiating a 24 month extension on the payment of retention fees, of approximately US$24m, to EPC contractors Funding obligations Shortfall in operational cash flows during ramp-up Unlocking value in the DRC by forming joint ventures with local DRC producers and other financial equity funders All the above factors will reduce cash requirements for the DRC for F2018 to US$55m US$58m; already US$31.5m has been paid from PPC cash reserves and the balance will be remitted before year end From the above, plus ongoing improvements in southern Africa operations, it is likely that the group s debt will be lower by the end of the financial year

2.1 COST OF CAPITAL AND HURDLE RATES 39 PPC Group Optimal WACC: Cost of capital calculated in terms of capital asset pricing model methodology Our real WACC is between 7-8% based on capital asset pricing model methodology Return on invested capital ranged between 3-5% above WACC PPC Hurdle rates: Developed hurdle rates across different countries for evaluating projects Low risk Medium risk High risk The hurdle rates include independently calculated country risk premium adjustments that compensate for specific risk Projects that are compliance related do not have hurdle rates as a criteria Hurdle rates are re-evaluated every 6 months

2.3 DIVIDEND FRAMEWORK 41 Dividend framework is guided by the following factors: Prudency regarding capital structure Growth considerations Dividend policy is therefore flexible with regard to the: Quantum Form Timing South Africa s SUREBUILD 42.5 bag

3. FINANCIAL DISCIPLINES AND PROCESSES 42 Given the complexity of the group in operating in different countries with different jurisdictions, legislated year ends, ERP systems, accounting and tax frameworks, the group embarked on improving efficiencies and operating structures in the finance department: Additional resources were employed at a senior level including Rwanda and DRC, that will assist in managing operational finance risks Appropriate and effective systems implemented Treasury Management transactions and funding scenarios/estimates ERP systems in ROA and improvements/optimisation in RSA Standardized transaction processing Tax management and compliance (Taxpacc) The above will assist in improving efficiencies and speed of decisionmaking Proactive funding and liquidity management with governance structures embedded in financial risk management committees, funding committees and tax and technical committees that meet quarterly Ulula Ash Significant progress made in implementing centres of excellence and transactional processing (through group shared services) to be finalised by December 2017

4.IFRS AND B-BBEE III TRANSACTION UPDATE 43 IFRS 2 charges March 2017 March 2016 B-BBEE modification* R174 million R- B-BBEE 2 and other R32 million R36 million Total R206 million R36 million * Once-off due to maturity of B-BBEE 1 and modification Empowerment transaction update South African operations are required to comply with the Mining Charter, based on the then 80%:20% revenue contribution split between the Group's South African and non- South African PPC operations As a consequence of the completion of the PPC Rights Offer in September 2016 and following maturity of the components of the 2008 B-BBEE transaction in December 2016, PPC s B-BBEE ownership credentials have declined to below the effective 26% Accordingly, the Board has approved a framework for a new B-BBEE transaction to ensure that the Company achieves a higher B-BBEE shareholding Further information on the B-BBEE transaction will be advised in due course

FINANCIAL CAPITAL OPTIMISATION IN GROWING SUSTAINABLE SHAREHOLDER VALUE 44 The group continues to look at the following: Optimal Capital Structure Financial Portfolio Optimisation Financial Disciplines and Processes BEE compliance

45 LUNCH

46 Njombo Lekula MD: Southern Africa Cement SOUTHERN AFRICA CEMENT Rob Rein Group Executive: Sales & Marketing

1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 '000 tons SOUTHERN AFRICA: REGIONAL CEMENTITIOUS MARKET SUPPLY/DEMAND OVERVIEW 47 20 000 18 000 16 000 Annual cementitous supply demand in SA, Botswana, Lesotho & Swaziland PPC ; Lafarge; Sephaku Ash Sephaku Mamba PPC SK9 100,0% 80,0% 60,0% 14 000 12 000 10 000 8 000 6 000 1,4% 2,7% -6,2% 1,7% 6,0% 15,7% 10,6% 7,3% -3,9% -5,9% -12,6% 4,8% 6,8% 40,0% 20,0% 3,1% -2,4% 0,9% 2,8% 0,0% -20,0% Industry demand Industry Capacity (with SK9) Industry Demand Locally Produced Annual % change in demand Supply/Demand outlook indicates overcapacity will remain for 3 4 years at growth rate of 2.5%. Additional capacity required circa 2020 Thereafter, minimum economic size of kiln 1.5mtpa - at growth rate of 2.5%, new kiln required every 3 years

SOUTHERN AFRICA: THE CHANGING LANDSCAPE 48 2012 2016 Installed capacity 15,6mt Installed capacity 18,6mt Domestic Demand 13mt Domestic Demand 14,4mt PPC Capacity 8mt 5 YEARS LATER PPC Capacity 8mt PPC Effective Capacity 6,5mt PPC Efficient Capacity 5.3mt

49 SOUTHERN AFRICA: ACCESS TO THE REGIONAL MARKETS Botswana Inland: 10.7mt 9 3 5 local producers Gaborone 3 2 3 1 Polokwane Lichtenburg * * Johannesburg * Nelspruit KwaZulu Natal: 2.4mt Kimberley * Newcastle * * Durban Richards Bay 6 local producers and imports Port Shepstone Western Cape: 1.3mt Saldanha De Hoek 2 local producers and imports Cape Town * Riebeeck Port Elizabeth East London Key * Grinding plant only Eastern Cape: 0.8mt 3 local producers and imports Key take-out: Competitive landscape changed with the entrance of new players putting pressure on price and volume

50 STRATEGIC POSITIONING: SIGNIFICANTLY ENHANCING EFFICIENCIES Fixed costs of production (Real Rm based to 100) Costs of production per ton (based to 100) 120 120 100 100 80 80 60 60 40 40 20 Sep-09 Sep-10 Sep-11 Sep-12 Sep-13 Sep-14 Sep-15 Sep-16 Fixed costs of production (Rm) Rand per ton 20 Sep-09 Sep-10 Sep-11 Sep-12 Sep-13 Sep-14 Sep-15 Sep-16 Rand per ton VCOP Rand per ton VDCOP Cement operations productivity index (man hours /ton) 0,76 0,74 Less 12% 0,72 0,70 0,68 0,66 0,64 0,62 0,60 Sep-09 Sep-10 Sep-11 Sep-12 Sep-13 Sep-14 Sep-15 Sep-16 The use of our most efficient plants, restructuring our operations and optimising our logistics have all contributed These improvements in production efficiency were mainly due to: Structuring the business to meet operational requirements Multi-skilling and training of employees

STRATEGIC POSITIONING: SIGNIFICANTLY ENHANCING EFFICIENCIES (CONT.) 51 SA Cement delivered cost of coal (based to 100) SA Cement Electricity costs (based to 100) 110 100 90 110 100 90 250 200 80 80 150 70 70 100 60 50 60 50 50 Sep-09 Sep-10 Sep-11 Sep-12 Sep-13 Sep-14 Sep-15 Sep-16 40 Sep-09 Sep-10 Sep-11 Sep-12 Sep-13 Sep-14 Sep-15 Sep-16 40 Total power Real Rm (consumed & maximum demand) Rand per ton Delivered cost of coal (Rm) LHS Rand per ton (RHS) Eskom Megaflex price increase (Real) Over this period the real delivered cost of coal has reduced markedly due to: Procuring from various key coal suppliers and maintaining sustainable relationships Operating the most efficient kilns reduced energy consumption costs Electricity costs have risen significantly but managed to achieve cost increases below the prevailing inflation rate Due to effectively managing time of use Operating our most efficient units Higher output

SOUTHERN AFRICA: KEY PRIORITIES 52 Achieve sustainable pricing and grow volumes Bed down 3 mega plant strategy Optimal sourcing Capacity expansion and optimisation SK9 Expansion Compliance to environmental legislation SAFIKA integration WC capacity plans and AMSA agreement Alternative fuel and energy projects Streamline product strategy Successful delivery of projects The R1,7 billion Slurry SK9 project includes: Construction of a new 3000tpd production line (SK9) using the latest energy efficient technology Replacement of SK8 s electrostatic precipitator (ESP) with a bag filter in order to ensure compliance with environmental legislation in 2020 Commissioning remains scheduled for the first half of 2018 Six-stage pre-heater at the Slurry Sk9 project

DRIVING THE PPC VALUE PROPOSITION 53 A proud South African since 1892 125 years Trusted brand with high equity Consistent quality product more than 230 000 hours of Technical support line & Product Support Services Efficient deliveries for better building project management Delivers on time Has a tracking mechanism quality control annually to track orders SMS notification on orders Wider distribution network World class lab facilities Intelligent cement solutions Builder s APP real time access to information Customer synergy sessions Thought leader in all sectors Operational Overview

PPC BRAND SHOWING ITS POWER 54 PPC PPC Based on actual industry numbers and PPC s best estimates post 2016

PPC PRODUCT PORTFOLIO: GEARED TO SERVE ENTIRE MARKET SEGMENT 55 Country Bags Bulk South Africa, Swaziland & Lesotho House brands Botswana Mozambique Operational Overview

SOUTH AFRICAN MARKET STRUCTURE 56 Domestic Cementitious Demand* (Est. 14mt) Industry segment Retail CPM Readymix Building & Construction Million tonnes per annum 8.6 1.7 2.2 1.5 Segment share 61% 12% 16% 11% Source: PPC Research

IMPORTS DECLINED BY 28% in Q2-2017 from Q2-2016 57 Imported cement volumes by port of entry (tonnes) 450 000 400 000 350 000 300 000 250 000 200 000 150 000 100 000 50 000 0 Q1-13 Q2-13 Q3-13 Q4-13 Q1-14 Q2-14 Q3-14 Q4-14 Q1-15 Q2-15 Q3-15 Q4-15 Q1-16 Q2-16 Q3-16 Q4-16 Q1-17 Q2-17 Source: South African Revenue Services Imports in the first half of 2017 have increased by 4% when compared to the first half of 2016 However, in the second calendar quarter of 2017 imports have declined by 28% from 137k tons to 98k tons quarter on quarter Moreover in the Western Cape, in the same period imports declined by 41% from 39k tons to 23k tons Over the past 12 months the bulk of the imports have been from China Durban PE&EL CPT 1600 1400 14,7 1200 1000 800 660 600 400 200 0 Baltic Dry Index and R/$ exchange rate Calendar Quarters 15,0 1350 14,5 14,0 13,5 13,0 12,8 12,5 12,0 11,5 Shipping rates have steadily been increasing over the past year while the R/$ exchange rate has strengthened over the period BDI R/$ (rhs)

Jan-15 Feb-15 Mar-15 Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16 Feb-16 Mar-16 Apr-16 May-16 Jun-16 Jul-16 Aug-16 Sep-16 Oct-16 Nov-16 Dec-16 Jan-17 Feb-17 Mar-17 Apr-17 May-17 Jun-17 PRICE RECOVERY IN DIFFICULT TRADING ENVIRONMENT 58 Average Selling Price ( ASP ) Trends Cement SA - net ASP (average selling price) trends 8,00% 6,00% 4,00% 2,00% 0,00% -2,00% -4,00% -6,00% -8,00% -10,00% = +3% YoY (month compared with the corresponding month of the previous year) MoM (month compared with previous month) Source: PPC Research

VOLUMES: EFFECTIVENESS OF PPC BRAND EQUITY 59 Resilient PPC performance in tough operating environment IMPORTS NEW ENTRANTS COMPETITORS PPC INDUSTRY Source: PPC Research - Based on PPC s best estimate on industry volumes for H12016 and H1 2017

60 SOUTHERN AFRICA PERFORMANCE UPDATE Volumes Pricing PPC Performance Focus Areas South Africa Low GDP growth forecast Business confidence and consumer confidence levels at muted levels Two less trading in this period compared to the same period last year Competitive landscape Subdued growth Pricing starting to move in an upward direction across the industry Realised an effective selling price increase of 2% Volumes down marginally in this period Imports down 25% in the Western Cape Achieve sustainable pricing and volumes Enhance value offering to customers technical support, innovative solutions, etc. Public and private construction expenditure has slowed down Strengthen partnerships with end-users across all sectors Continue to exploit synergies with Materials division Enhance Route to Market strategy Botswana Economy is heavily reliant on the commodity cycle Economy is also mainly driven by government Government spending in this period has been subdued Highly competitive landscape in the Southern African region Prices driven down by exports from South Africa Flat volumes Selling price down 9% Continue building the brand Marketing activities driving the pull factor Ensure we achieve sustainable price increases Ensure we secure the major infrastructure projects

61 Mokate Ramafoko MD: Rest of Africa Cement REST OF AFRICA CEMENT

DELIVERY OF PROJECTS TO DIVERSIFIED GEOGRAPHIC PORTFOLIO 62 DEMOCRATIC REPUBLIC OF THE CONGO 1.2mtpa Limestone reserves 76 Mt; 54 years Project cost: ~US$300 million Commissioned March 2017 69% subsidiary of PPC Ltd ZIMBABWE 1.4mtpa Limestone reserves 43 Mt; 41 years Constructing a 700 000tpa mill for US$82 million Commissioned November 2016 70% subsidiary of PPC Ltd BOTSWANA Grinding plant and depot Kgale quarries and Aggregates Botswana 100% subsidiary of PPC Ltd DEMOCRATIC REPUBLIC OF THE CONGO ETHIOPIA RWANDA BURUNDI RWANDA ETHIOPIA ZAMBIADEMOCRATIC REPUBLIC OF THE CONGO BURUNDI ETHIOPIA 1.4mtpa Limestone reserves 27 Mt;25 years Project cost: US$172 million Commissioned April 2017 38% subsidiary of PPC Ltd RWANDA 600 000 tpa Limestone reserves 7 Mt;12 years Project cost: US$165 million Commissioned August 2015 51% subsidiary of PPC Ltd SOUTH AFRICA 7mtpa Limestone reserves 759 Mt; 240 years 7 cement plants Aggregates quarries and Lime factory Subsidiaries: Pronto Readymix, Ulula Ash and Safika Cement BOTSWANA SOUTH AFRICA BOTSWANA ZIMBABWE ZAMBIA MOZAMBIQUE ZIMBABWE Legend Southern Africa operations Rest of Africa operations *Cement capacity dependent on product mix Source: PPC Research

DELIVERING ON OUR STRATEGY THROUGHOUT THE VALUE CHAIN 63 Manufacturing Logistics Distribution Retailer End-user Supported by development of Human Capital and Business Architecture Operational excellence I. Energy efficiency initiatives II. Product mix and composition III. Entrenching PPC Best Practices IV. Build in-country capabilities V. Localise input costs VI. Secure strategic input materials VII.Compliance to legislation Route to market strategy I. Grow market share and achieve ramp up volumes II. Excellent service delivery III. Grow secondary businesses IV. Provide innovative solutions to customers V. Build sustainable relationships with customers VI. Optimise logistics costs VII. Build Brand in our respective markets VIII. Technical service and support IX. Offer vertically integrated solutions

OPERATIONAL EXCELLENCE: ANTICIPATED INPUT COSTS AT STEADY STATE 64 Input cost (ex factory, including overheads) Rwanda DRC Zimbabwe Ethiopia Contribution to total cost of sales Variable cost of sales 60% 65% 59% 84% Fixed cost of sales 40% 35% 41% 16% Key variable cost components as a % of total cost of sales Note 1 Thermal energy Rwanda DRC / Eth Zim A combination of coal (regional source), peat (local source) and charcoal (local source) Coal, sourced from South Africa Coal, sourced locally. Significantly lower cost than Rwanda, DRC and Ethiopia Thermal energy (note 1) 23% 34% 5% 37% Electricity (note 2) 12% 1% 10% 3% Note 2 Electricity DRC structure different to Zimbabwe, Ethiopia and Rwanda, with a higher fixed charge. The total steady state electricity cost per ton cement in Rwanda is higher, whereas the cost in the DRC is the lowest Gypsum (note 3) 8% 9% 1% 2% Rwanda Sourced regionally Packaging (note 4) 4% 6% 5% 11% Maintenance 5% 8% 7% 6% Clinker and limestone transport - - 18% 12% Note 3 Gypsum DRC Zim/Eth Sourced from Angola Sourced locally. Significantly lower cost than Rwanda and DRC Other 8% 7% 13% 13% Rwanda Sourced regionally Key fixed cost components as a % of total cost of sales Depreciation 17% 14% 14% 6% Note 4 Packaging Ethiopia DRC Sourced from Saudi Arabia/Pakistan Sourced from South Africa and Saudi Arabia Overheads 17% 7% 10% 5% Zim Sourced from South Africa; paper bags sourced locally Staff cost (note 5) 6% 7% 17% 5% Fixed component of electricity (note2) - 7% - - Note 5 Staff costs Zimbabwe cost of labour generally higher: dollarization and footprint INVESTOR MANANGEMENT DAY SEPTEMBER 2017

OPERATIONAL EXCELLENCE: FOCUS AREAS GOING FORWARD 65 ZIMBABWE Localisation of input costs to deal with liquidity constraints Secure strategic materials Improve operational efficiencies Thermal energy Electrical energy Product optimisation Reduce inbound logistics costs RWANDA Optimising operational efficiency to support growth in volumes Exploration for additional limestone reserves Skills development Implementation of PPC best practices Localisation of input costs Reduction in energy costs DRC Align fixed costs to ramp-up volumes Reduction in variable costs Thermal energy Product optimisation Develop human capital Entrench PPC Business architecture HR Finance, IT Technical Safety and environment ETHIOPIA Optimise operation to achieve ramp-up volumes Reduction in cost of production Thermal energy Product optimisation Stabilise operation utilising PPC support Finance, IT Technical/Operations Safety and environment Structured knowledge sharing and transfer INVESTOR MANANGEMENT DAY SEPTEMBER 2017

SUCCESSFUL ROUTE TO MARKET 66 UNDERSTANDING OF REGION AND LANDSCAPE Regional and macro dynamics UNDERSTANDING OF WARZONE Competitive environment UNDERSTANDING OF MARKET STRUCTURE Market drivers and influencers EFFECTIVE FORMULATION OF ROUTE TO MARKET STRATEGY Sustainable business growth INVESTOR MANANGEMENT DAY SEPTEMBER 2017

GENERAL STRUCTURE OF THE ROUTE TO MARKET 67 Manufacturer Transporter Distributor Retailer End-user Market price KEY CONSIDERATIONS Active co-existence within the value chain Optimised logistics costs Enhanced service delivery to customers Direct access to enduser Sustainable margins

ROUTE TO MARKET: DIFFERENTIATION APPROACH 68 Differentiation approach intends to; 1. Create purposeful partnerships geared towards mutual growth 2. Provide innovative building solutions to cater for various customer needs 3. Develop building competencies across our markets to ensure lasting legacies 4. Achieve sustainable pricing and value INVESTOR MANANGEMENT DAY SEPTEMBER 2017

ROA DIFFERENTIATORS: PURPOSEFUL PARTNERSHIPS GEARED TOWARDS MUTUAL GROWTH 69 PPC container Strategy Growing existing customer base Attracting and capacitating new customers in all potential areas especially remote areas with limited access to the trade Supporting third party customers in the growth of their businesses i.e. customer s customer Developing customers Exposure to other markets Mentorship for business growth DRC Rwanda Zimbabwe INVESTOR MANANGEMENT DAY SEPTEMBER 2017

ROA DIFFERENTIATORS: PROVIDING INNOVATIVE SOLUTIONS TO CATER FOR VARIOUS CUSTOMER NEEDS 70 PPC bulk cement delivery Solution: Improved construction efficiencies at site Cater to large construction sector to ensure faster delivery of infrastructural projects Optimised customer s business to ensure growth prospects Product innovation: Provide innovative solutions to customers (i.e. Spreaders, Surecast, etc.) Improved service: Improved deliveries to customers Technical product support Palletised cement Use of virtual warehouse Zimbabwe Rwanda INVESTOR MANANGEMENT DAY SEPTEMBER 2017

ROA DIFFERENTIATORS: DEVELOPING BUILDING COMPETENCE ACROSS OUR MARKETS TO ENSURE LASTING LEGACIES 71 PPC Product education and application workshops Enhancing builder s knowledge of our products and correct applications Driving quality practises Ensuring that customers derive value from every PPC bag. Optimised usage = $ savings DRC INVESTOR MANANGEMENT DAY SEPTEMBER 2017 Zimbabwe

ROA DIFFERENTIATORS: SUSTAINABLE PRICING AND VALUE 72 Transport Management System Improved management of transporters = improved delivery efficiencies to customers; saving time and money Effective use of transport = transport cost savings Growth of secondary businesses like transport also improves the sustainability of each region INVESTOR MANANGEMENT DAY SEPTEMBER 2017

ROA Performance in Q1 2017 73 ZIMBABWE Harare mill running very well Achieved YoY growth in the Northern region above 40% Net realised selling price improved by 5-10% Double digit growth in domestic volumes Strong partnerships with customers Product innovation successful launching of Surecast RWANDA Improved delivery efficiencies Domestic volumes up 42% Exports increased by more than 300% Net realised selling price reduced by 2% due to underrecovery on transport Improvements in thermal energy Through use of alternative energy sources DRC Successful commissioning of DRC plant Market share increasing month-on-month Improved delivery efficiencies Slow ramp-up due structure of the market Banning of imports in the Western DRC since August 2017 ETHIOPIA Plant commissioning started Commenced with cement sales in June 2017 Pre-sold >100kt of cement INVESTOR MANANGEMENT DAY SEPTEMBER 2017

74 Hardie de Beer Group Executive: Technical and Materials Business Piet Booysen Executive: Materials Business MATERIALS BUSINESS Dave Miles MD: Readymix

75 MATERIALS BUSINESS Leadership team Materials within PPC context Geographical footprint and capacities EBITDA contribution Drivers of strategy Materials overall strategy Materials competitive advantage Lime RMC, Aggregates and Fly-ash Ulula Ash

76 MATERIALS BUSINESS LEADERSHIP TEAM Piet Booysen BEng (mining), MDP 21 years experience in the cement and materials industry (mining expertise and operational management at various levels) Materials Business Hardie de Beer BEng (mechanical), MBL 21 years experience in the cement industry (extensive technical and management expertise at various levels) Aggregates Readymix Ash Lime Riaan Redelinghuys HND (industrial engineering) 22 years experience in the aggregates and materials industry (aggregate expertise and operation and sales management) Dave Miles HND (civil engineering and advance concrete technology), LDP 26 years experience in the readymix and materials industry (concrete technical expertise and operational and sales management) Altes van Zyl CA (SA), BCom (law) 4 years experience in the ready-mix and ash industry (audit expertise and financial management) Con Schoombie BEng (industrial), MBA 20 years experience in the lime industry (lime expertise and operational and sales management) Materials Division consists of 950 employees

77 PROVIDER OF MATERIALS AND SOLUTIONS PPC has defined itself as a materials and solutions business Large investment in cement, both in South Africa and the rest of the continent New investment opportunities limited in short term Relatively low investment in materials and solutions RMC and Aggregates presents opportunities to grow in a low capital, small increments, quick entry, quick cash generation and easy exit environment RMC important pull-through for cement 180 kt per annum 3Q readymix integrated to the PPC brand Lime business deliver solid cash flows, but limited strategic fit

78 GEOGRAPHICAL FOOTPRINT AND CAPACITY Lime Agg RMC Ash Gauteng N-West Limpopo MP EC NC Botswana Moz Lime has a mine and factory in the Northern Cape and a depot in Mpumalanga. Burnt products 950 kt per annum, currently at 65% utilisation Aggregates has 4 commercial quarries supplying aggregates, metallurgical dolomites, agricultural lime, etc: Two quarries are situated in Gauteng and two in southern Botswana with a total of 4200 kt per annum Readymix has 29 plants: There are 11 plants in Gauteng (divided into Pretoria, Midrand and East Rand regions), 16 plants in North West, Mpumalanga, Limpopo, Eastern Cape and Northern Cape and 2 operations in Northern Mozambique - total of 100 000 m 3 per month capacity, currently at 70% utilisation Ash has a plant at Kriel power station in Mpumalanga. Total of 500 kt capacity per annum, currently at > 95% utilisation

79 SOUTH AFRICAN EBITDA CONTRIBUTION 8% 5% SOUTH AFRICAN EBITDA 2014 87% Cement Lime Aggregates & RMC 11% 10% SOUTH AFRICAN MATERIALS EBITDA 2017 R 316 million 79% Cement Lime Aggregates, RMC, Ash

80 MATERIALS BUSINESS STRATEGY KEY DRIVERS Strategy driven by: o Sites (location and material) o Market size and location o Nature: Fragmented (RMC and Aggregates) Capital intensive (Lime and Ash) Lime Quarry

MATERIALS OVERALL STRATEGY SHORT TERM 81 Protect and Grow selectively Technology & projects WATCH Sites & products GROW RMC Ulula DISINVEST Potentially specific sites Lime but continuously evaluate HOLD Aggregates

MATERIALS OVERALL STRATEGY MEDIUM TERM AND BEYOND 82 Protect and Grow selectively Technology & projects WATCH Sites & products Aggregates GROW RMC Ulula DISINVEST Potentially specific sites Lime but continuously evaluate HOLD

83 PORTFOLIO COMPARISON AND COMPETITIVE ADVANTAGE Core Activities PPC AFRIMAT RAUMIX Aggregates Mining Lime Asphalt RMC Contract Crushing Ash PPC Materials competitive advantage RMC: Agile, innovative with industry leading expertise. Business model pivots on profit centre basis down to each operating unit Aggregates: Great asset base, but limited footprint Ash: Well located (Gauteng and exports) and leverage to keep bought-in fly-ash prices in check Lime: Cost control, long term relationships, innovative exploitation of markets

LIME QUALITY ASSETS 84

PPC LIME MARKET SEGMENTATION 85 Building Materials 3% Nonferrous Metals 3% Environmental Protection 6% Chemical & Others 4% Iron & Steel 84% Lime Quarry Key take outs Market leader in SA lime industry Significant exposure to Iron and Steel, environmental offers strong growth opportunities

LIME CUSTOMER FOOTPRINT 86 Key take out Well located for exports and wide customer base

LIME STRATEGY EXECUTION 87 Market: o Holding its own under difficult trading conditions for the steel and gold mining industries, which are major customers. I&S outlook is flat, but stable as it is a strategic industry in SA. Declining gold being replaced by growing environmental market o o Diversification is a focus area in our current strategy. PPC is targeting value added products and services, especially in the green and blue economies where lime products play role. PPC invested in a Mpumalanga depot to exploit agglime and water treatment opportunities and improve service offering to current steel customers Positioning for key projects and products (tailings treatment, autoclave aerated concrete production, precision farming fertilizers, high density milk of lime opportunities, etc.) Margin: o PPC lime has maintained its very positive EBITDA and free cash flows. Excellent cost performance with costs flat in real terms over last 3 years Outlook: o Focus on logistic solutions, reducing energy intensity and costs further and securing extended supply agreements Lime Factory

RMC, AGGREGATES AND ASH QUALITY ASSET PORTFOLIO 88

RMC, AGGREGATES AND ASH FOOTPRINT 89 Limpopo - Amandelbult - Lephalale Gauteng - 11 Plants - 2 Quarries North West - Boshoek - Brits - Rustenburg Mpumalanga: - emalahleni - Everest - Kusile - Mafube - Middelburg - Rietspruit - Secunda - Ulula Ash Northern Cape Kathu Eastern Cape Port Elizabeth Key take outs Opportunities to grow geographically within SA, target metros and rural with specific tailor-made strategies Two plants in northern Mozambique Two quarries in southern Botswana Three plants being refurbished

GAUTENG RMC & AGGREGATE FOOTPRINT 90 Pretoria West Mooiplaas Laezonia New Rosslyn Silverton Steyn City Kya Sands Midrand and Mortars Benoni Roodepoort City Deep Alrode Sebokeng Key take out Aggregates in north only, RMC well represented across Gauteng RMC Plant Quarry

PPC AGGREGATES MARKET SEGMENTATION 91 Agricultural 3% Iron & Steel 11% Chemical 2% Asphalt 11% Other 10% CPM 27% RMC 36% Key take outs Healthy balance between major segments and wide spread across others

ULULA ASH MARKET SEGMENTATION 92 Mining 7% CPP 13% Other 8% Tile Adhesive 19% RMC 32% Blenders 21% Key take outs 2 nd largest player in market Healthy balance between three largest segments

93 ASH AVERAGE SELLING PRICE AND PRODUCT SPLIT Ash average selling price trend Apr/Jun 2015 Jul/Sep 2015 Oct/Dec 2015 Jan/Mar 2016 Apr/Jun 2016 Jul/Sep 2016 Oct/Dec 2016 Jan/Mar 2017 Apr/Jun 2017 Jul 2017 Ash Sand 3% Product split 2017 Class S 38% Class N 59%

94 RMC AVERAGE SELLING PRICE Pronto average selling price trend Mamba initiated drop Specific low margin contract Apr/Jun 2015Jul/Sep 2015Oct/Dec 2015Jan/Mar 2016Apr/Jun 2016Jul/Sep 2016Oct/Dec 2016Jan/Mar 2017Apr/Jun 2017 Jul 2017 3Q average selling price trend USD based project Apr/Jun 2015 Jul/Sep 2015 Oct/Dec 2015 Jan/Mar 2016 Apr/Jun 2016 Jul/Sep 2016 Oct/Dec 2016 Jan/Mar 2017 Apr/Jun 2017 Jul 2017

95 RMC, AGGREGATES AND ASH STRATEGY RMC: Optimise footprint and maximize pullthrough at the highest possible price. Very focused cost management. Explore further synergies with cement and aggregates. Customer base spread to minimize margin risk and downstream integration opportunities Aggregates: Maintain, optimise margins from dolomitic limestone and spread revenue base. Exploit Tshwane Integrated Development Plan opportunities due to favorable location. Fly-ash: Focussed operation, optimise export opportunities, maintain high value customers. Secure future competitive cost supply of flyash to PPC Mooiplaas Quarry

96 QUESTIONS & ANSWERS

97 Johan Claassen CEO: PPC Ltd CLOSING REMARKS

STRATEGIC ACTION TO UNLOCK SUSTAINABLE LONG TERM SHAREHOLDER VALUE 98 PPC is focused on delivering long term sustainable shareholder returns above its cost of capital We continue to execute on our short and long term strategic priorities This is supported by a robust corporate governance framework We have an experienced management team to deliver on our strategic priorities This should ensure that the company realises its intrinsic value

99 APPENDIX

STEWARDSHIP EXECUTIVE LEADERSHIP TEAM 100 Johan Claassen (58) Interim CEO Tryphosa Ramano (45) CFO Njombo Lekula (49) MD Cement RSA Mokate Ramafoko (44) MD: International Johan is a professional engineer who joined PPC in 1989 He has served PPC in a number of key positions including as an executive in cement operations and lime He was previously employed by the Department of Water Affairs, progressing to regional engineer BEng (University of Stellenbosch), EDP (Wits Business School) Appointed CFO of PPC in 2011 Tryphosa was CEO of WIP International (a subsidiary of WIPHOLD focused on African expansion) Tryphosa also served as CFO of SAA, and prior to that, she was requested to join National Treasury, where she set up a business unit with financial oversight of state-owned entities CA(SA) Njombo is a chemical engineer who joined PPC in 1990 He joined PPC Zimbabwe from May 2013 in the position of Managing Director He previously held the position of executive group services where he headed the Technical, Projects, Procurement and Supply Chain divisions BSc (Chemical) and MBA degree from the University of Stellenbosch Mokate joined PPC in February 2004 He has over 23 years of experience and expertise in cement manufacturing, quality assurance and cement process optimisation. BSc (Hons) Metallurgy, MBA Rob Rein (41) Executive: Sales and Marketing Rob joined PPC in February 2015 on secondment from Safika Cement He joined IDM s sales department in 1998 and is now a Director and shareholder BCom (Accounting) from the University of Pretoria

STEWARDSHIP EXECUTIVE LEADERSHIP TEAM 101 Hardie de Beer (52) Executive: Technical and Materials Hardie joined PPC in February 1996 He has engineering and technical expertise in the cement industry. Beng (mechanical), MBL (University of South Africa) Jaco Snyman () Company Secretary Jaco joined PPC in 2007 He has practiced law at some of the prestigious corporate legal firms in Sandton, but then left practice for corporate life. BA (Law), LLB (University of the North West), MBA, LLM Neil Caldwell (51) Executive: Commercial Neil joined PPC in February 2016 He has strategic leadership in manufacturing and mining industries BSc (mechanical), MBA (University of Cape Town) and Bproc (University of South Africa) Siobhan McCarthy (47) GM: Corporate Affairs Siobhan joined PPC in November 2014 She has extensive experience and expertise in communications. BSc Microbiology (University of Leeds), MBA (GIBS) Anashrin Pillay (35) GM: Investor Relations Anashrin joined PPC in October 2014 He has more than 12 years of investment experience having worked as an equity analyst at Stanlib Asset Management and as a rated sell side analyst at Afrifocus Securities covering the industrials sector. BSc Actuarial Science

INVESTOR CONTACTS 102 Anashrin Pillay Vuyo Nombila Investor Relations anashrin.pillay@ppc.co.za Investor Relations vuyo.nombila@ppc.co.za Tel. +27 11 386 9000 www.ppc.co.za

DISCLAIMER 103 This document including, without limitation, those statements concerning the demand outlook, PPC s expansion projects and its capital resources and expenditure, contain certain forward-looking statements and views. By their nature, forward-looking statements involve risk and uncertainty and although PPC believes that the expectations reflected in such forward-looking statements are reasonable, no assurance can be given that such expectations will prove to be correct. Accordingly, results could differ materially from those set out in the forward-looking statements as a result of, among other factors, changes in economic and market conditions, success of business and operating initiatives, changes in the regulatory environment, other government action and business and operational risk management. Whilst PPC takes reasonable care to ensure the accuracy of the information presented, PPC accepts no responsibility for any damages, be they consequential, indirect, special or incidental, whether foreseeable or unforeseeable, based on claims arising out of misrepresentation or negligence arising in connection with a forward-looking statement. This document is not intended to contain any profit forecasts or profit estimates, and the information published in this document is unaudited.