African Mining Indaba AngloGold Ashanti Diversified, Decisive, Sustainable FEBRUARY 2015 Disclaimer Certain statements contained in this document, other than statements of historical fact, including, without limitation, those concerning the economic outlook for the gold mining industry, expectations regarding gold prices, production, cash cost savings and other operating results, return on equity, productivity improvements, growth prospects and outlook of AngloGold Ashanti s operations, individually or in the aggregate, including the achievement of project milestones, commencement and completion of commercial operations of certain of AngloGold Ashanti s exploration and production projects and the completion of acquisitions and dispositions, AngloGold Ashanti s liquidity and capital resources and capital expenditures and the outcome and consequence of any potential or pending litigation or regulatory proceedings or environmental issues, are forward-looking statements regarding AngloGold Ashanti s operations, economic performance and financial condition. These forward-looking statements or forecasts involve known and unknown risks, uncertainties and other factors that may cause AngloGold Ashanti s actual results, performance or achievements to differ materially from the anticipated results, performance or achievements expressed or implied in these forward-looking statements. Although AngloGold Ashanti believes that the expectations reflected in such forward-looking statements and forecasts are reasonable, no assurance can be given that such expectations will prove to have been 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, social and political and market conditions, the success of business and operating initiatives, changes in the regulatory environment and other government actions, including environmental approvals, fluctuations in gold prices and exchange rates, the outcome of pending or future litigation proceedings, and business and operational risk management. For a discussion of such risk factors, refer to the prospectus supplement to AngloGold Ashanti s prospectus dated 17 July 2012 that was filed with the Securities and Exchange Commission ( SEC ) on 26 July 2013. These factors are not necessarily all of the important factors that could cause AngloGold Ashanti s actual results to differ materially from those expressed in any forward-looking statements. Other unknown or unpredictable factors could also have material adverse effects on future results. Consequently, readers are cautioned not to place undue reliance on forward-looking statements. AngloGold Ashanti undertakes no obligation to update publicly or release any revisions to these forward-looking statements to reflect events or circumstances after the date hereof or to reflect the occurrence of unanticipated events, except to the extent required by applicable law. All subsequent written or oral forward-looking statements attributable to AngloGold Ashanti or any person acting on its behalf are qualified by the cautionary statements herein. This communication may contain certain Non-GAAP financial measures. AngloGold Ashanti utilises certain Non-GAAP performance measures and ratios in managing its business. Non-GAAP financial measures should be viewed in addition to, and not as an alternative for, the reported operating results or cash flow from operations or any other measures of performance prepared in accordance with IFRS. In addition, the presentation of these measures may not be comparable to similarly titled measures other companies may use. AngloGold Ashanti posts information that is important to investors on the main page of its website at www.anglogoldashanti.com and under the Investors tab on the main page. This information is updated regularly. Investors should visit this website to obtain important information about AngloGold Ashanti. 2 2015 Indaba Presentation
Production ranking The world s No. 3 producer but is focused on growing margins not production Company 2014E Production 000oz 2013 Production 000oz Change % Barrick Gold 6,238 7,116-14 Newmont 4,587 5,047-10 AngloGold Ashanti 4,400 4,105 7 Goldcorp 2,844 2,605 8 Kinross Gold 2,680 2,732-2 Newcrest 2,422 2,030 16 Gold Fields 1,968 1,922 2 Polyus Gold 1,610 1,630-1 Yamana 1,518 1,377 9 Harmony 1,167 1,170 0 and will remove loss-making ounces in 2015, Obuasi enters limited operations mode. 3 2015 Indaba Presentation AngloGold Ashanti: Globally diversified and actively managed Maximising sustainable free cash flow from a high-quality portfolio 10COUNTRIES 20OPERATIONS PURE GOLD PLAY 2014 YTD Gold Production South Africa 28% Australia 14% OIL & CURRENCY LEVERAGE Continental Africa 36% Americas 22% 2014 YTD EBITDA South Africa 27% Australia 15% Continental Africa 38% Americas 20% whilst maintaining the integrity of the business and a focus on delivery. 4 2015 Indaba Presentation
Building blocks for AngloGold Ashanti Seek to maximise sustainable free cash flow from a high-quality, diversified portfolio 5 2015 Indaba Presentation whilst maintaining the fundamentals of the business, with a focus on delivery. Gold price Balanced portfolio and active cost management approach is key... 2000 1800 1600 1400 1200 1000 800 600 400 2009 2010 2011 2012 2013 2014 200 0 2009/01/01 2010/01/01 2011/01/01 2012/01/01 2013/01/01 2014/01/01 6 2015 Indaba Presentation...especially when gold market conditions are uncertain and volatile.
Key metrics: Comparative performance Every metric has shown strong improvement as the focus remains on fundamentals Particulars YTD Sep 2014 YTD Sep 2013 Improved YTD vs. YTD Gold price received ($/oz) 1 287 1 455 12% Gold production (koz) 3 280 2 876 14% Total cash costs ($/oz) 810 865 6% Corporate & marketing costs ($m) 68 165 59% Exploration & evaluation costs ($m) 99 214 54% Capital expenditure ($m) 846 1 516 44% All-in-sustaining costs ($/oz) 1 030 1 239 17% All-in-costs ($/oz) 1 150 1 562 26% Cash inflow from operating activities ($m) 1 007 815 24% Adjusted EBITDA ($m) 1 258 1 123 12% Free cash inflow / (outflow) ($m) 86 (950) 109% 7 2015 Indaba Presentation in a challenging gold price environment. Safety first Continued improvement on our most important metric All injury frequency rate (per million hours) and Annual fatalities 18 15 15 15 12.88 11.50 9.76 8 7.72 7.33 7.36 7.15 without earthquake 6 2009 2010 2011 2012 2013 2014 Fatalities through use of technology and detailed understanding of the root cause of accidents. 8 2015 Indaba Presentation
Capex per region Capital expenditure continues to decline Total capital spend $m 2 322-45% 1 993 1 686 1 275* 1 015 2010 2011 2012 2013 2014* SA Region CAR Americas Australia *midpoint of guidance (per revised guidance at September 2014) demonstrating capital discipline and completion of key projects. 9 2015 Indaba Presentation Corporate and exploration costs Allowing a prudent level of overhead cost Corporate and exploration costs $m -60% 279 395 198 255 150 164 220 278 291 201 160 100 2009 2010 2011 2012 2013 2014* Corporate Costs ($m) Exploration costs ($m) *Mid point of guidance updated in October 2014 and committed to maintaining that discipline in an upturn. 10 2015 Indaba Presentation
All-in sustaining costs and cash costs We have delivered a sustainable decrease in our cost structure... All-in sustaining costs and total cash costs $m 1,088 1,251 1,174-16% 1,050* 876 689 514 638 728 829 830 793** 2009 2010 2011 2012 2013 2014 Total cash costs $m) All in sustaining costs ($m) *Mid point of guidance at beginning of year **Mid point of guidance updated in October 2014 11 2015 Indaba Presentation...and continue to focus aggressively on cost management. Portfolio improvements We ve made significant improvements to the quality of our portfolio Mill installed to treat highergrades, improve recovery and extend life at higher output rate. Cripple Creek & Victor Closure phase New discovery of high-grade copper-gold deposit at Nuevo Chaquiro Colombia Yatela Obuasi Workforce retrenched; limited operations while plan for mechanised operation is completed. Navachab Sale completed 2014 Kibali New, low-cost, long life operation developed SA Technology R&D to develop automated mining method to improve productivity and unlock sterilised ounces Tropicana Sunrise Dam New, low-cost operation developed Successful change to more productive bulk underground mining method. by actively managing our suite of assets. 12 2015 Indaba Presentation
Focusing on margins We re focused on growing margins, even in a depressed gold price environment All in sustaining costs and average gold price 2000 1800 1600 1400 1200 $/oz 1000 800 600 400 1254 1551 1275 1302 1155 1015 994 1060 1036 200 0 Q3 2012 Q4 2012 Q1 2013 Q2 2013 Q3 2013 Q4 2013 Q1 2014 Q2 2014 Q3 2014 All in sustaining costs Average gold price through a focus on cost control, portfolio improvements and operational excellence. 13 2015 Indaba Presentation Continued financial flexibility Focus remains on continuously improving our balance sheet Net debt: EBITDA vs. Credit facilities covenant ratio 4 Debt covenant leverage ratio 3.5X 3 2 1.56 2.02 1.86 1.89 1.73 1.64 1 Medium-term leverage target ~1.5X 0 Q2 2013 Q3 2013 Q4 2013 Q1 2014 Q2 2014 Q3 2014 14 2015 Indaba Presentation through self-help actions to deleverage by ~$1bn over the medium term.
Improving financial flexibility priorities for 2015 A set of focused work streams are already underway Obuasi moving toward higher production, low-cost model with feasibility study underway costs - Workforce retrenchments complete and mine now in limited operations phase Intensify cost management to further reduce operating, exploration and corporate costs - Broaden P500 direct-cost saving initiative for more efficiencies and working capital reduction - Scrutinise life-of-mine plans to explore options to extract further value - Consolidate SA operations to capture regional synergies - Balance near-term reserve replacement with cash conservation objective - Maintain lower overhead costs with ongoing efforts to increase savings Asset partnerships or sales for full value to raise cash and reduce holding costs, risk exposure - Evaluate joint venture or sale of key operating asset - Explore partnerships in Colombia to bring in cash, cut spending and maintain optionality Improving cash flow profile and cash from asset sales may be used to reduce debt levels - Stable production, improving cost profile and reduce capex improve cash flow profile - Medium term leverage target of 1.5X Net Debt: EBITDA 15 2015 Indaba Presentation to release additional free cash flow from within the system. Investment case value catalysts A strong investment case with several catalysts 1. High-quality portfolio of long-life assets, pure gold assets with strong leverage to energy and currencies. 2. Prioritising margins over production growth focus on cost and capital discipline. 3. Decisive strategic response to a lower gold price - business plans adjusted & exploration curtailed. 4. Balance sheet flexibility - No liquidity, covenant or maturities issue. 5. Decisive, proactive balance sheet management; Prioritising self-help measures to deleverage. 6. Well developed engagement model ensures strong stakeholder relationships and license to operate. 16 2015 Indaba Presentation for value uplift and a sustainable, long-term mining business.