ANNUAL
REPORT SUITE
2019

HOW WE PERFORMED

Leadership messages

Delivering on our strategy

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OUR STRATEGY

To produce safe, profitable ounces and increase our margins

OUR CORE ACTIVITIES AND STRATEGIC PILLARS AFFECTED:

  • Exploration and acquisitions
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  • Mining and processing
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  • Sales and financial management
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  • Stewardship and closure
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Operational excellence

AIM

To prioritise safety, strict cost control and management of grades mined, together with disciplined mining, to improve productivity and efficiencies


FY19 – WHAT WE DID

  • Our emphasis on safety performance contributed to an improved lost-time injury frequency rate. Despite this improvement, there were tragically 11 fatalities
  • Increased production and underground grade mined
  • Firm cost management contains increase in rand terms and improves costs in US dollars

FY20 – WHAT WE PLAN

  • To embed a proactive safety culture
  • To maintain our focus on safety performance and strive to eliminate workplace fatalities
  • To maintain our focus on operational excellence and drive productivity and efficiency improvements
  • To produce 1.46Moz at an all-in sustaining cost of R579 000/kg

Cash certainty

AIM

To achieve operational plans, supported by current hedging strategy, contributes to cash flow certainty


FY19 – WHAT WE DID

  • Moab Khotsong and Hidden Valley’s increased contribution to operating cash flow (R1 375 million), together with the successful hedging strategy (R477 million), strengthened our cash flow
  • Loan facility increased to US$400 million to fund future growth prospects (post year end)

FY20 – WHAT WE PLAN

  • To achieve operational guidance
  • To focus on further improving margins
  • To prioritise debt repayments
  • To continue hedging programme so as to manage short-term cash flow volatility

Effective capital allocation

AIM

To evaluate and prioritise organic growth opportunities and safe, value-accretive acquisitions to ensure positive stakeholder returns and increase margins


FY19 – WHAT WE DID

  • Performance by Moab Khotsong and Hidden Valley justifies their acquisition and re-investment respectively
  • Studies of several organic growth projects underway (from concept stage to development)
  • The new business team continued to assess acquisition opportunities

FY20 – WHAT WE PLAN

  • To continue to progress and secure the permitting, funding and development of Wafi-Golpu
  • To invest R4.7 billion (US$334 million) in sustaining and growing our business – 66% of this at our South African operations and 34% on our activities in Papua New Guinea (excluding Wafi-Golpu)

Responsible stewardship

AIM

To be mindful of and to manage and limit the impacts of our activities on our employees, host communities and the environment

This encompasses our environmental, social and governance (ESG) performance


FY19 – WHAT WE DID

  • Included in the FTSE4Good Index in their June 2019 review, in acknowledgment of our strong ESG practices and performance
  • Included in the Bloomberg Gender-Equality Index for 2019
  • Scores for our CDP Climate Change and Water submissions of A- and B respectively
  • A constituent of the FTSE/JSE Responsible Investment Index

FY20 – WHAT WE PLAN

  • To maintain our focus on our ESG performance
  • To continue to engage and collaborate with stakeholders in support of strong, constructive relationships
  • To demonstrate responsible corporate citizenship, good governance and environmental management
  • To make progress in meeting our targets for energy and water consumption, waste management, land rehabilitation and the implementation of biodiversity action plans

ABOUT THIS REPORT

Harmony’s 2019 annual integrated report is for the financial year ending 30 June 2019 (FY19), covering all our operations and activities in South Africa and Papua New Guinea.

In the integrated annual report, we provide balanced, accurate and accessible information to enable the reader to assess our performance over the past year and our ability to create value over time.

Additional documents:

FORWARD-LOOKING STATEMENTS

CAUTIONARY STATEMENT ABOUT FORWARD-LOOKING STATEMENTS

This annual report contains forward-looking statements within the meaning of the safe harbour provided by Section 21E of the Exchange Act and Section 27A of the Securities Act of 1933, as amended (the “Securities Act”), with respect to our financial condition, results of operations, business strategies, operating efficiencies, competitive positions, growth opportunities for existing services, plans and objectives of management, markets for stock and other matters.

These forward-looking statements, including, among others, those relating to our future business prospects, revenues, and the potential benefit of acquisitions (including statements regarding growth and cost savings) wherever they may occur in this annual report and the exhibits to this annual report, are necessarily estimates reflecting the best judgment of our senior management and involve a number of risks and uncertainties that could cause actual results to differ materially from those suggested by the forward-looking statements. As a consequence, these forward-looking statements should be considered in light of various important factors, including those set forth in this annual report. Important factors that could cause actual results to differ materially from estimates or projections contained in the forward-looking statements include, without limitation:

The foregoing factors and others described under “Risk Factors” should not be construed as exhaustive.

We undertake no obligation to update publicly or release any revisions to these forward-looking statements to reflect events or circumstances after the date of this annual report or to reflect the occurrence of unanticipated events, except as required by law.

All subsequent written or oral forward-looking statements attributable to Harmony or any person acting on its behalf are qualified by the cautionary statements herein.