NG30 Mining Africa 1 SIR

NG Mining Africa www.gdsinternational.com/events/ngmining/africa

25th – 27th November 2014 Sheraton Pretoria Hotel, South Africa

WELCOME!

At GDS International, we take huge pride in delivering the best value possible to our clients onsite ...Introducing the Summit Intelligence Report (SIR)

The SIR is a comprehensive overview of delegate profiles and key spending indicators.

Each delegate provided us with their personal and company biographies along with answers to our questionnaire requesting key statistical analyses of their budgets, budget allocation strategies, and areas of technology priorities.

The purpose of this report is to provide you with a useful resource when preparing for the Summit and all the information needed to make the best meeting selections.

Please do not hesitate to contact our team if you have any queries.

We look forward to seeing you at the summit and to working with you on many more in the future.

The NG Mining Team at GDS International

TABLE OF CONTENTS SECTION 1 INTRODUCTION -

HOW OUR SUMMITS WORK

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WHY ARE WE INDUSTRY LEADERS?

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QUALITY CONTROL

SECTION 2 SUMMIT INTELLIGENCE SUMMARY -

STATISTICAL ANALYSIS OF QUESTIONNAIRES

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STRATEGY BREAKDOWN BY INVESTMENT AREA

SECTION 3 DELEGATE INTELLIGENCE REPORT -

CONFIRMED DELEGATES

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COMPANY PROFILES

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EXECUTIVE PROFILES

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INVESTMENT QUESTIONNAIRES

HOW OUR SUMMITS WORK GDS summits are designed to provide a number of different networking channels to execute and promote business. Each summit takes place over a 3 day period and includes a combination of one-to-one prescheduled meetings, focused interactive workshops as well as constant networking opportunities. Senior decision makers will engage in business meetings with solution providers who are specific to their business challenges and areas of future investment.

The delegation is comprised of the most important and well respected, senior executives, in the industry, and the 40-minute meeting format is designed to surpass the traditional exchange of business cards and allow executives to have a good discussion on a personal level.

Key benefits:         

Industry leading decision makers, and your potential customers, under one roof at one time Be part of the discussions that shape the industry’s future Have a platform to announce new developments to the people who matter Network and develop contacts that will strengthen your business Position your company as a genuine market leader Maximize your spend by targeting your needs and solutions to relevant decision makers Educate your potential customers of the key benefits of your value proposition and raise your profile in the industry Increase your exposure to your target audience Win new business through the networking and one to one meetings

WHY ARE WE INDUSTRY LEADERS? FACE-TO-FACE MEETINGS Our Summits offer meetings on a pre-arranged, face-to-face, basis. According to a recent Forbes study, 92% of CEOs believe face-to-face meetings are the best way to win new business.

The Forbes survey revealed:    

87% of company managers surveyed preferred face-to-face meetings 92% think such an approach saves them time and 88% say it saves money 85% believe such an approach creates a more solid and stronger relationship 75% believe such an approach creates better social interaction

C – LEVEL DELEGATES GDS events provide the highest level of delegates in the industry, senior executives from Fortune 200 companies who are responsible for budgets running into billions. Our summits offer unprecedented access to these individuals through the one-to-one meetings.

TARGETED CONTENT We work closely with the leading analyst companies on a global basis to deliver the best content and analysis at our events. All our workshops and panel discussions are targeted around pressing developments and need areas within the industry ensuring our events are at the cutting edge and helping to drive industry forward. Bringing the industries key leaders together allows a unique opportunity to identify key challenges and work together over the 3 days to understand the solutions that will enable them to improve their business.

“I found the last few days very valuable from many perspectives. The level of delegates has been fantastic – I can't ask for anything more. The great part has been doing lots of one-to-one meetings with the people we need to connect to in our customer base: the one-to-one meetings and the level of networking easily surpass any other event.”

Simon Barnier – Lexmark

“It is one of the best formats that we are working with right now. We have sponsored two GDS summits and are looking forward to our third. The team have looked after us well and introduced us to customers we would not have otherwise met.”

Andrew Wilson – Accenture

“This is clearly the best format on the market and the most cost effective way to do business development for us at Symantec. The meetings with delegates, their level, the business topics, the workshops and the networking – all make it a multifaceted event from which we got enormous value!”

Arnaud Taddei – Symantec

QUALITY CONTROL At GDS International, our aim is to provide you with the optimum value for the two and a half days you’ll be joining us at the summit.

How we can guarantee this is simple: We ensure the best possible quality in delegate attendees. Just as it is important for you as a solution provider to meet with high level, budget holding, decision makers, it is important for us to provide our delegates with the targeted solution providers who can best meet their needs, thus justifying their time out of the office.

Our delegation targets are determined through highly focused planning: 

Market research in partnership with global analyst firms to identify industry trends, challenges, and forecasted budget spending patterns



Review of topics and ideal delegates with our Summit Advisory Board, consisting of Global Industry Thought leaders and end users

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Creation of a targeted program agenda to attract the relevant delegates



Formulation of a specific Delegate Target Report, which identifies the parameters in which we would define an ideal delegation, broken down by region, company size, budget size, and key focus areas.



Analysis of each delegate who confirms attendance with assigned points value based around correlation with delegate targets

SUMMIT INTELLIGENCE SUMMARY

STATISTICAL ANALYSIS OF SUMMIT DELEGATE QUESTIONNAIRES 2014 BUDGET BREAKDOWN 10 9 8 7 6 5

Number of 4 Delegates 3 2 1 0

Budget Size (in USD)

BUDGET BREAKDOWN BY ALLOCATION STRATEGY

18%

31%

Mandated investments to meet regulatory/legal requirements Investments to maintain/run existing systems and processes Investments to support business innovation

33% 18%

Investments to support business growth

INVESTMENT 2014: BUSINESS STRATEGY SERVICES / TECHNOLOGY CURRENTLY SOUGHT – LESS THAN 12 MONTHS 20 18 16 14 12

Number of Delegates 10 8 6 4 2 0

Investment Priorities 0-12 months

INVESTMENT 2014: BUSINESS STRATEGY SERVICES / TECHNOLOGY CURRENTLY SOUGHT – BEYOND 12 MONTHS 18 16 14 12

Number of 10 Delegates 8 6 4

2 0

Investment Priorities 0-12 months

DELEGATE INTELLIGENCE REPORTS

CONFIRMED DELEGATE LIST Below you will find the list of confirmed executives that you will be meeting at the event. Utilizing this list and the information in the following pages will enable the business meetings you choose at the event to be best tailored around the service requirements of our delegation.

Company

Attendee

Position

Alexkor SOC AMDCM Anglo American Anglo American Anglo American Platinum AngloGold Ashanti Debswana Debswana Empresa Moçambicana de Exploração Mineira, SA Ferrex Great Dyke Investments Great Western Minerals Group Harmony Gold Harmony Gold Hernic Ferrochrome Hwange Colliery Company Ivanhoe Mines Jindal Africa Kilken Imbani JV Konkola Copper Mines Konkola Copper Mines Lurco Group Lurco Group Maamba Collieries Maamba Collieries Namdeb Diamond Corporation

Percy Khoza Eugénio Silva Lindiwe Zikhali Peter Gunther Zweli Ndese Kwame Addo Kufuor Keith Blanchard Victor Potgieter António Manhiça Isaac K. Ackun Munashe Shava Iain Bryson Seromo Mofokeng Joe Mosupyoe Lemogang Pitsoe Thomas Makore David Mitchell Parshant Kumar Goyal Rampedi Mothapo Keith Kapui Praveen Sharma Ellington Nxumalo Aubrey Chaulke Venkat Shankar Gurram Narayana Paul Lombard

CEO Executive Manager Head of Transformation & Regulatory Affairs Group Infrastructure Manager (Water) GM Thembelani Mine VP Corporate Affairs Technical Services Director Principle Business Analyst Chief Technical and Operations Officer (COO) Consultant (PMM) COO Project Senior Metallurgist GM General Manager GM: Mineral Resources Managing Director VP & Project Director Project Head Technical Director VP Mining GM Technical CEO Director CEO COO Lead: Strategic Projects

Nkwe Platinum Randgold Resources Sakawe Mining Corporation Sirocco Strategic Management TanzaniteOne Mining Vale Mozambique Village Main Reef Wesizwe Platinum Zimplats Holdings

AndrĂŠ van der Merwe Thomas Frempong Kombadayedu Kapwanga Tony Frost Ami Mpungwe Luke Mahony Dalu Ncube Paul Smith Muchadeyi Masunda

Operations Manager Open Pit Mining Manager Director CEO Chairman GM Resources Development MD - Antimony Division COO Acting Chairman

PART 1: REGISTRATION PROFILE Alexkor is a state owned mining company and has been mining alluvial diamonds on the west coast for the last 70 years. The diamonds are mainly mined from massive land alluvial deposits and off shore marine deposits. The company is currently contemplating a diversification into coal mining to leverage their sister company Eskom on coal supply.

NAME: Percy Khoza EXECUTIVE TITLE: CEO COMPANY NAME: Alexkor SOC

Percy is currently the CEO of Alexkor Mining, a state owned mining company. He joined the organisation in March 2013. He has worked for Sasol Explosive as an explosives engineer; with Transhex Group, a diamond mining company, where he progressed through various management levels until he was appointed general manager for the flagship mine. He joined Etruscan Diamonds in 2005 as head of operations. After spending three years at Etruscan Diamonds, he joined Optimum Coal where he was a general manager for three years.

PART 2: BUDGETING AND SPENDING What is your total budget for 2014?

Less than $25 Million $25 - $50 Million $50 - $150 Million $150 - $300 Million More than $300 Million Other n/a

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 30 Investments to maintain/run existing systems and processes 30 Investments to support business innovation 20 Investments to support business growth 20 100%

PART 3: INVESTMENT PRIORITIES

Priority within 12 Priority beyond mths 12 mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) Asset Management 1 3 Automation 1 3 Communications (WIMAX, VSAT, Asset Tracking) 2 3 Drilling Equipment and Maintenance Services 2 3 Equipment (Trucks/Crushers/Cranes/Conveyors etc.)

3 4 Exploration and Geophysical Services 4 5 Fly in Fly Out/Remote Site Services 2 3 Fuels and Lubrication 2 3 Gas Detection 2 3 HSE Services (Fire Suppression/Dust Suppression) 3 4 Electrical Infrastructure (Reliability)/Energy Efficiency 1 2 IT Solutions 2 3 Preventative Maintenance 3 3 Material Handling/Beneficiation 3 4 Equipment Operator Productivity Training 2 3 Mineral Processing Technologies 2 3 Mining Chemicals 1 2 Personal Protective Equipment 3 4 Physical Security 3 4 Power and Lighting 2 3 Talent Retention, Recruitment & High Level Staffing Services 2 3 Risk Management Consulting 2 3 Supply Chain Management 2 3 Training and Consultancy Services 2 3 Transport Logistics 2 3 Ventilation and Cooling Systems 1 2 Dewatering & Water/Waste Management 2 3 Fuel Related Downtime 3 3 Heavy Machinery Efficiency Monitoring 3 3 ERP 3 3 Most important focus areas (geographically) for your organisation in Africa right now: Zimbabwe & Northern Cape of South Africa Top 3 projects/fields that are priority areas for investment over the next 24 to 48 months: New Coal Mine, New Lime Mine & an Alluvial Diamond Mine upgrade Please provide a brief description of any current projects ongoing or in commissioning phase (their focus/nature/duration/cost etc.): How is your 2014 budget allocated across these business strategy categories?

Which aspects of these projects would be of most benefit for you if included in a discussion onsite?

PART 1: REGISTRATION PROFILE Mission: Promotion of integrated and integrative coal production chain in Mozambique and sustainable use of the resources, strengthening the development and providing for consistent and secure energy. Vision: To be a privileged and reference Forum for the promotion of integrated coal development in Mozambique. Guiding principles: Absolute respect for the environment, ethics, and other cultural values, competence, zeal, good governance and efficiency in the implementation of its activities. Permanent dialogue with its members, partners and other stakeholders, striving for continuous satisfaction of their goals and needs.

NAME: Eugénio Silva EXECUTIVE TITLE: Executive Manager COMPANY NAME: AMDCM

At the National Directorate of Mines he became head of the department of mining technology and economics and simultaneously technical manager of Magma and CDM. He joined several companies and activities (1998 – 2003) including: Solar energy research project – University Eduardo Mondlane; Real estate business; Earth moving equipment sale, assistance and rental; Water well drilling and geotechnics; Consultancy (mining related areas). He was new business development manager of Petromoc and now represents that company in Petroline project – construction and operation of a petroleum products pipeline (Maputo to Kendall).

PART 2: BUDGETING AND SPENDING What is your total budget for 2014?

Less than $25 Million X $25 - $50 Million $50 - $150 Million $150 - $300 Million More than $300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 15 Investments to maintain/run existing systems and processes 25 Investments to support business innovation 30 Investments to support business growth 30 100%

PART 3: INVESTMENT PRIORITIES

Priority within 12 Priority beyond mths 12 mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) Asset Management 3 3 Automation 4 4 Communications (WIMAX, VSAT, Asset Tracking) 4 3 Drilling Equipment and Maintenance Services 4 3 Equipment (Trucks/Crushers/Cranes/Conveyors etc.)

4 3 Exploration and Geophysical Services 4 4 Fly in Fly Out/Remote Site Services 4 4 Fuels and Lubrication 3 3 Gas Detection 4 3 HSE Services (Fire Suppression/Dust Suppression) 3 3 Electrical Infrastructure (Reliability)/Energy Efficiency 4 4 IT Solutions 4 4 Preventative Maintenance 4 3 Material Handling/Beneficiation 3 3 Equipment Operator Productivity Training 3 3 Mineral Processing Technologies 3 3 Mining Chemicals 4 4 Personal Protective Equipment 3 3 Physical Security 3 3 Power and Lighting 4 4 Talent Retention, Recruitment & High Level Staffing Services 4 4 Risk Management Consulting 4 3 Supply Chain Management 4 3 Training and Consultancy Services 3 3 Transport Logistics 1 1 Ventilation and Cooling Systems 4 4 Dewatering & Water/Waste Management 4 3 Fuel Related Downtime 3 3 Heavy Machinery Efficiency Monitoring 3 3 ERP 3 3 Most important focus areas (geographically) for your organisation in Africa right now: How is your 2014 budget allocated across these business strategy categories?

Top 3 projects/fields that are priority areas for investment over the next 24 to 48 months: coal export infrastructure - railway coal handling terminal - port general ore terminal Please provide a brief description of any current projects ongoing or in commissioning phase (their focus/nature/duration/cost etc.): feasibility study for the construction and operation of a greenfield railway and port infrastructure for coal export in Mozambique (Tete - Macuse) Which aspects of these projects would be of most benefit for you if included in a discussion onsite?

PART 1: REGISTRATION PROFILE Anglo American is one of the world’s largest mining companies, is headquartered in the UK and listed on the London and Johannesburg stock exchanges. Our portfolio of mining businesses meets our customers' changing needs and spans bulk commodities – iron ore and manganese, metallurgical coal and thermal coal; base metals and minerals – copper, nickel, niobium and phosphates; and precious metals and minerals – in which we are a global leader in both platinum and diamonds. At Anglo American, we are committed to working together with our stakeholders – our investors, our partners and our employees – to create sustainable value that makes a real difference, while upholding the highest standards of safety and responsibility across all our businesses and geographies. The company’s mining operations, pipeline of growth projects and exploration activities span southern Africa, South America, Australia, North America, Asia and Europe.

NAME: Lindiwe Zikhali EXECUTIVE TITLE: Head of Transformation & Regulatory Affairs COMPANY NAME: Anglo American

Lindiwe joined Anglo American in January 2008. Before joining Anglo American, she worked in the banking sector, initially as a legal consultant and later occupied senior positions in the regulatory compliance field.

PART 2: BUDGETING AND SPENDING What is your total budget for 2014?

Less than $25 Million $25 - $50 Million $50 - $150 Million $150 - $300 Million More than $300 Million X Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 25 Investments to maintain/run existing systems and processes 25 Investments to support business innovation 25 Investments to support business growth 25 100%

PART 3: INVESTMENT PRIORITIES

Priority within 12 Priority beyond mths 12 mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) Asset Management 5 5 Automation 5 5 Communications (WIMAX, VSAT, Asset Tracking) 5 5 Drilling Equipment and Maintenance Services 5 5 Equipment (Trucks/Crushers/Cranes/Conveyors etc.)

5 5 Exploration and Geophysical Services 5 5 Fly in Fly Out/Remote Site Services 5 5 Fuels and Lubrication 5 5 Gas Detection 5 5 HSE Services (Fire Suppression/Dust Suppression) 5 5 Electrical Infrastructure (Reliability)/Energy Efficiency 5 5 IT Solutions 5 5 Preventative Maintenance 5 5 Material Handling/Beneficiation 5 5 Equipment Operator Productivity Training 5 5 Mineral Processing Technologies 5 5 Mining Chemicals 5 5 Personal Protective Equipment 5 5 Physical Security 5 5 Power and Lighting 5 5 Talent Retention, Recruitment & High Level Staffing Services 5 5 Risk Management Consulting 5 5 Supply Chain Management 5 5 Training and Consultancy Services 5 5 Transport Logistics 5 5 Ventilation and Cooling Systems 5 5 Dewatering & Water/Waste Management 5 5 Fuel Related Downtime 5 5 Heavy Machinery Efficiency Monitoring 5 5 ERP 5 5 Most important focus areas (geographically) for your organisation in Africa right now: How is your 2014 budget allocated across these business strategy categories?

Top 3 projects/fields that are priority areas for investment over the next 24 to 48 months:

Please provide a brief description of any current projects ongoing or in commissioning phase (their focus/nature/duration/cost etc.):

Which aspects of these projects would be of most benefit for you if included in a discussion onsite?

PART 1: REGISTRATION PROFILE Anglo American is one of the world’s largest mining companies. Our portfolio of high-quality mining assets and natural resources spans bulk commodities – iron ore and manganese, metallurgical coal and thermal coal, base metals – copper and nickel, and precious metals and minerals – in which we are a global leader in both platinum and diamonds. We operate in Africa, Europe, South and North America, Australia and Asia.

NAME: Peter Gunther EXECUTIVE TITLE: Group Infrastructure Manager (Water) COMPANY NAME: Anglo American

PART 2: BUDGETING AND SPENDING What is your total budget for 2014?

Less than $25 Million $25 - $50 Million $50 - $150 Million $150 - $300 Million More than $300 Million X Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 25 Investments to maintain/run existing systems and processes 25 Investments to support business innovation 25 Investments to support business growth 25 100%

PART 3: INVESTMENT PRIORITIES

Priority within 12 Priority beyond mths 12 mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) Asset Management 3 3 Automation 5 5 Communications (WIMAX, VSAT, Asset Tracking) 5 5 Drilling Equipment and Maintenance Services 5 5 Equipment (Trucks/Crushers/Cranes/Conveyors etc.)

3 3 Exploration and Geophysical Services 3 3 Fly in Fly Out/Remote Site Services 5 5 Fuels and Lubrication 5 5 Gas Detection 5 5 HSE Services (Fire Suppression/Dust Suppression) 3 3 Electrical Infrastructure (Reliability)/Energy Efficiency 3 3 IT Solutions 5 5 Preventative Maintenance 5 5 Material Handling/Beneficiation 3 3 Equipment Operator Productivity Training 3 3 Mineral Processing Technologies 3 3 Mining Chemicals 3 3 Personal Protective Equipment 5 5 Physical Security 5 5 Power and Lighting 3 3 Talent Retention, Recruitment & High Level Staffing Services 4 4 Risk Management Consulting 5 5 Supply Chain Management 5 5 Training and Consultancy Services 4 4 Transport Logistics 3 3 Ventilation and Cooling Systems 5 5 Dewatering & Water/Waste Management 2 2 Fuel Related Downtime 5 5 Heavy Machinery Efficiency Monitoring 5 5 ERP 5 5 Most important focus areas (geographically) for your organisation in Africa right now: Southern Africa Top 3 projects/fields that are priority areas for investment over the next 24 to 48 months: Mining, Bulk Water Supply, Bulk Electrical Supply Please provide a brief description of any current projects ongoing or in commissioning phase (their focus/nature/duration/cost etc.): N/A Which aspects of these projects would be of most benefit for you if included in a discussion onsite?

N/A How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE Anglo American Platinum is the biggest producer of platinum by volume in the world with most of the operations in South Africa.

NAME: Zweli Ndese EXECUTIVE TITLE: GM Thembelani Mine COMPANY NAME: Anglo American Platinum

Zweli studied mining in South Africa and has worked in deep level mining for approximately 19 years. Prior to joining Anglo American Platinum as general manager mining operations, he held the same position in the gold sector. He is experienced dealing with deep, narrow tabular ore bodies which are invariably exploited through conventional, labour intensive, non-mechanised methods.

PART 2: BUDGETING AND SPENDING What is your total budget for 2014?

Less than $25 Million X $25 - $50 Million $50 - $150 Million $150 - $300 Million More than $300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 80 Investments to maintain/run existing systems and processes 16 Investments to support business innovation 2 Investments to support business growth 2 100%

PART 3: INVESTMENT PRIORITIES

Priority within 12 Priority beyond mths 12 mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) Asset Management 4 4 Automation 3 3 Communications (WIMAX, VSAT, Asset Tracking) 4 4 Drilling Equipment and Maintenance Services 2 2 Equipment (Trucks/Crushers/Cranes/Conveyors etc.)

4 4 Exploration and Geophysical Services 4 4 Fly in Fly Out/Remote Site Services 5 5 Fuels and Lubrication 5 5 Gas Detection 3 3 HSE Services (Fire Suppression/Dust Suppression) 3 3 Electrical Infrastructure (Reliability)/Energy Efficiency 3 3 IT Solutions 5 5 Preventative Maintenance 3 3 Material Handling/Beneficiation 4 4 Equipment Operator Productivity Training 3 3 Mineral Processing Technologies 4 4 Mining Chemicals 4 4 Personal Protective Equipment 3 3 Physical Security 4 4 Power and Lighting 4 4 Talent Retention, Recruitment & High Level Staffing Services 3 3 Risk Management Consulting 3 3 Supply Chain Management 3 3 Training and Consultancy Services 4 4 Transport Logistics 5 5 Ventilation and Cooling Systems 3 3 Dewatering & Water/Waste Management 3 3 Fuel Related Downtime 4 4 Heavy Machinery Efficiency Monitoring 3 3 ERP 3 3 Most important focus areas (geographically) for your organisation in Africa right now: South Africa Top 3 projects/fields that are priority areas for investment over the next 24 to 48 months: Stoe drilling technology Underground man transportation Non-explosive rockbreaking.

Please provide a brief description of any current projects ongoing or in commissioning phase (their focus/nature/duration/cost etc.): None Which aspects of these projects would be of most benefit for you if included in a discussion onsite?

None.

How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE Headquartered in Johannesburg, South Africa, AngloGold Ashanti has 20 operations in 10 countries on four continents, as well as several exploration programmes in both the established and new gold producing regions of the world. AngloGold Ashanti employed 61,242 people, including contractors, in 2011 (2010: 62,046) and produced 4.33Moz of gold (2010: 4.52Moz), generating US$6.6bn in gold income, excluding joint ventures (2010: $5.3bn). Capital expenditure in 2011 amounted to $1.5bn (2010: $1.0bn). As at 31 December 2011, AngloGold Ashanti had an attributable ore reserve of 75.6Moz (2010: 71.2Moz).

AngloGold Ashanti endeavours to maximise the returns delivered to shareholders through the economic cycle, by producing gold safely, responsibly and efficiently. At the end of December 2011, the group had 382,242,343 ordinary shares in issue. The market capitalisation at year-end was $16.2bn (2010: $18.8bn).

Around 98% of the group's ordinary shares are considered to be free float, with 1.67% held by the Government of Ghana. AngloGold Ashanti delisted from Euronext Paris on 23 December 2011 and from Euronext Brussels on 30 December 2011.

NAME: Kwame Addo Kufuor EXECUTIVE TITLE: VP Corporate Affairs COMPANY NAME: AngloGold Ashanti

Kwame is a senior executive in the gold mining industry in Ghana with over 17 years of experience in the sector. He is the vice president corporate affairs of AngloGold Ashanti Ghana and also of the Ghana Chamber of Mines. He is a member of the ministerial advisory board of the Ministry of Lands and Natural Resources of Ghana and also a Governing Council member of the Private Enterprise Federation of Ghana. In his current AngloGold Ashanti and Chamber of Mines roles Kwame is accountable for the management of the engagement with government, regulatory authorities, industry, various international organisations, traditional authority and other key stakeholders on issues related to mining. He has very broad local and international experience. A chartered accountant by training, before his current role he held senior financial positions in AngloGold Ashanti, rising to become head of finance of their West Africa operations.

PART 2: BUDGETING AND SPENDING What is your total budget for 2014?

Less than $25 Million $25 - $50 Million $50 - $150 Million $150 - $300 Million X More than $300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 18 Investments to maintain/run existing systems and processes 52 Investments to support business innovation 10 Investments to support business growth 20 100%

PART 3: INVESTMENT PRIORITIES

Priority within 12 Priority beyond mths 12 mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) Asset Management 1 1 Automation 2 2 Communications (WIMAX, VSAT, Asset Tracking) 1 1 Drilling Equipment and Maintenance Services 3 3 Equipment (Trucks/Crushers/Cranes/Conveyors etc.)

4 3 Exploration and Geophysical Services 1 2 Fly in Fly Out/Remote Site Services 5 5 Fuels and Lubrication 3 3 Gas Detection 3 3 HSE Services (Fire Suppression/Dust Suppression) 3 3 Electrical Infrastructure (Reliability)/Energy Efficiency 2 2 IT Solutions 3 3 Preventative Maintenance 2 2 Material Handling/Beneficiation 3 3 Equipment Operator Productivity Training 3 3 Mineral Processing Technologies 3 3 Mining Chemicals 3 3 Personal Protective Equipment 3 3 Physical Security 2 2 Power and Lighting 2 2 Talent Retention, Recruitment & High Level Staffing Services 3 3 Risk Management Consulting 4 4 Supply Chain Management 3 3 Training and Consultancy Services 3 3 Transport Logistics 3 3 Ventilation and Cooling Systems 3 3 Dewatering & Water/Waste Management 2 2 Fuel Related Downtime 3 3 Heavy Machinery Efficiency Monitoring 3 3 ERP 3 3 Most important focus areas (geographically) for your organisation in Africa right now: Ghana, South Africa, Tanzania Top 3 projects/fields that are priority areas for investment over the next 24 to 48 months: Uderground Restructure, Plant upgrade, water management systems Please provide a brief description of any current projects ongoing or in commissioning phase (their focus/nature/duration/cost etc.): As above Which aspects of these projects would be of most benefit for you if included in a discussion onsite?

Underground infrastructure upgrades How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE Debswana is a 50/50 joint venture partnership between the Government of the Republic of Botswana and De Beers. The Company operates four mines at Jwaneng, Orapa, Letlhakane and Damtshaa under individual licences granted by the Ministry of Minerals, Energy and Water Resources. Debswana also owns Morupule Coal Mine. The Company was incorporated on 23rd June 1969 under the original name of De Beers Botswana Mining Company (Proprietary) Limited. The name of the Company was subsequently changed to Debswana Diamond Company (Proprietary) Limited. In 2012, Debswana produced 20.2 million carats (2011: 22.9 million carats), the reduction in carat production was as a result of difficult market conditions, where in June 2012, the company decided to reduce production by 10%. In 2012 Jwaneng Mine produced 9.1 million carats, whilst the combined Orapa, Letlhakane and Damtshaa Mines produced 11.1 million carats.

NAME: Keith Blanchard EXECUTIVE TITLE: Technical Services Director COMPANY NAME: Debswana

Keith is an Incorporated Engineer, a member of the MIE Institute of Engineers, London UK and the South African Council for the Project and Construction Management Professions. He kick started his career in Engineering as the Project Engineer at the United Kingdom Atomic Energy Authority from 1971 to 1977. Over the years, Keith has headed various large mining sector projects in the United Kingdom, South Africa and Zambia from 1977 to 2006. In 2007 he joined Anglo Platinum as the Programme Manager in the Process and Mining Projects Division which position he held until 2012. He is currently with Debswana Diamond Company as the Technical Services Director.

PART 2: BUDGETING AND SPENDING What is your total budget for 2014?

Less than $25 Million $25 - $50 Million $50 - $150 Million $150 - $300 Million More than $300 Million X Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 10 Investments to maintain/run existing systems and processes 30 Investments to support business innovation 10 Investments to support business growth 50 100%

PART 3: INVESTMENT PRIORITIES

Priority within 12 Priority beyond mths 12 mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) Asset Management 1 1 Automation 2 2 Communications (WIMAX, VSAT, Asset Tracking) 4 4 Drilling Equipment and Maintenance Services 2 2 Equipment (Trucks/Crushers/Cranes/Conveyors etc.)

2 2 Exploration and Geophysical Services 4 4 Fly in Fly Out/Remote Site Services 4 4 Fuels and Lubrication 3 3 Gas Detection 5 5 HSE Services (Fire Suppression/Dust Suppression) 3 3 Electrical Infrastructure (Reliability)/Energy Efficiency 2 2 IT Solutions 4 4 Preventative Maintenance 2 2 Material Handling/Beneficiation 2 2 Equipment Operator Productivity Training 4 4 Mineral Processing Technologies 3 3 Mining Chemicals 4 4 Personal Protective Equipment 4 4 Physical Security 4 4 Power and Lighting 3 3 Talent Retention, Recruitment & High Level Staffing Services 2 2 Risk Management Consulting 3 3 Supply Chain Management 2 2 Training and Consultancy Services 3 3 Transport Logistics 3 3 Ventilation and Cooling Systems 3 3 Dewatering & Water/Waste Management 2 2 Fuel Related Downtime 3 3 Heavy Machinery Efficiency Monitoring 2 2 ERP 3 3 Most important focus areas (geographically) for your organisation in Africa right now: How is your 2014 budget allocated across these business strategy categories?

Top 3 projects/fields that are priority areas for investment over the next 24 to 48 months:

Please provide a brief description of any current projects ongoing or in commissioning phase (their focus/nature/duration/cost etc.):

Which aspects of these projects would be of most benefit for you if included in a discussion onsite?

PART 1: REGISTRATION PROFILE Debswana is a 50/50 joint venture partnership between the Government of the Republic of Botswana and De Beers. The Company operates four mines at Jwaneng, Orapa, Letlhakane and Damtshaa under individual licences granted by the Ministry of Minerals, Energy and Water Resources. Debswana also owns Morupule Coal Mine. The Company was incorporated on 23rd June 1969 under the original name of De Beers Botswana Mining Company (Proprietary) Limited. The name of the Company was subsequently changed to Debswana Diamond Company (Proprietary) Limited. In 2012, Debswana produced 20.2 million carats (2011: 22.9 million carats), the reduction in carat production was as a result of difficult market conditions, where in June 2012, the company decided to reduce production by 10%. In 2012 Jwaneng Mine produced 9.1 million carats, whilst the combined Orapa, Letlhakane and Damtshaa Mines produced 11.1 million carats.

NAME: Victor Potgieter EXECUTIVE TITLE: Principle Business Analyst COMPANY NAME: Debswana

Victor is a qualified industrial engineer, with experience in a variety of complex industries and exposure to major industry players. Most recently working as a decision support specialist in the minerals sector with strong commercial and analytical skills in financial & VAR (value-at-risk) modelling, promoting business development and improvement opportunities. Primarily evaluating the viability of major investment projects and opportunities. Also experienced in business advisory, SAP project systems, master production scheduling and FMCG logistics.

PART 2: BUDGETING AND SPENDING What is your total budget for 2014?

Less than $25 Million $25 - $50 Million $50 - $150 Million $150 - $300 Million More than $300 Million X Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 20 Investments to maintain/run existing systems and processes 40 Investments to support business innovation 10 Investments to support business growth 30 100%

PART 3: INVESTMENT PRIORITIES

Priority within 12 Priority beyond mths 12 mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) Asset Management 3 3 Automation 3 3 Communications (WIMAX, VSAT, Asset Tracking) 5 5 Drilling Equipment and Maintenance Services 5 5 Equipment (Trucks/Crushers/Cranes/Conveyors etc.)

3 3 Exploration and Geophysical Services 5 5 Fly in Fly Out/Remote Site Services 3 3 Fuels and Lubrication 3 3 Gas Detection 5 5 HSE Services (Fire Suppression/Dust Suppression) 4 4 Electrical Infrastructure (Reliability)/Energy Efficiency 3 3 IT Solutions 3 3 Preventative Maintenance 3 3 Material Handling/Beneficiation 3 3 Equipment Operator Productivity Training 3 3 Mineral Processing Technologies 3 3 Mining Chemicals 4 4 Personal Protective Equipment 5 5 Physical Security 5 5 Power and Lighting 5 5 Talent Retention, Recruitment & High Level Staffing Services 3 3 Risk Management Consulting 3 3 Supply Chain Management 3 3 Training and Consultancy Services 4 4 Transport Logistics 4 4 Ventilation and Cooling Systems 4 4 Dewatering & Water/Waste Management 5 5 Fuel Related Downtime 3 3 Heavy Machinery Efficiency Monitoring 3 3 ERP 4 4 Most important focus areas (geographically) for your organisation in Africa right now: Botswana Top 3 projects/fields that are priority areas for investment over the next 24 to 48 months: Open pit mining, Underground mining and ore re-processing Please provide a brief description of any current projects ongoing or in commissioning phase (their focus/nature/duration/cost etc.): 2 Tailing re-treatment projects and 2 open pit mining expansions Which aspects of these projects would be of most benefit for you if included in a discussion onsite?

Project Talent/people, Long term planning and geotech How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE EMEM (Empresa Moçambicana de Exploração Mineira, SA) is a Government created (2009) mining company with the main objective of management of State participation in the mining industry, empowerment of Mozambican in the mining sector, promotion of value addition in the industry with relevant local participation and promotion of good practice in mining. As a mining company play at same level with others, searching for potential areas for licensing and transform into asset for development by itself or in partnership with strategic investors (mining companies, financial institutions, etc.). EMEM is also licensed to trade in mineral products. The company is also mandated to play a relevant role in the development of logistic infrastructures for export of mineral products.

NAME: Dos Antonio Santos Manhica EXECUTIVE TITLE: Chief Technical and Operations Officer (COO) COMPANY NAME: Empresa Moçambicana de Exploração Mineira, SA

António has been CEO of EMEM since its creation to 2013 and is currently chief operations and technical officer. He is a geologist by profession, his career includes that of exploration and economic geologist, national director of geology, deputy national director of mine, in charge of coal projects. In this capacity he led the tender for the Moatize coal project won by Vale in 2004. Company experience includes working as exploration geologist for gold and base metals at Anglo American Prospecting Services from 2008 to 2002, in South Africa, Namibia, Angola and Mozambique.

PART 2: BUDGETING AND SPENDING What is your total budget for 2014?

Less than $25 Million X $25 - $50 Million $50 - $150 Million $150 - $300 Million More than $300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 10 Investments to maintain/run existing systems and processes 10 Investments to support business innovation 30 Investments to support business growth 50 100%

PART 3: INVESTMENT PRIORITIES

Priority within 12 Priority beyond mths 12 mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) Asset Management 4 4 Automation 4 4 Communications (WIMAX, VSAT, Asset Tracking) 4 3 Drilling Equipment and Maintenance Services 3 3 Equipment (Trucks/Crushers/Cranes/Conveyors etc.)

2 2 Exploration and Geophysical Services 2 2 Fly in Fly Out/Remote Site Services 5 5 Fuels and Lubrication 4 3 Gas Detection 4 3 HSE Services (Fire Suppression/Dust Suppression) 3 3 Electrical Infrastructure (Reliability)/Energy Efficiency 5 5 IT Solutions 3 3 Preventative Maintenance 5 5 Material Handling/Beneficiation 2 2 Equipment Operator Productivity Training 5 5 Mineral Processing Technologies 2 2 Mining Chemicals 4 4 Personal Protective Equipment 3 3 Physical Security 5 5 Power and Lighting 2 2 Talent Retention, Recruitment & High Level Staffing Services 4 3 Risk Management Consulting 4 3 Supply Chain Management 2 2 Training and Consultancy Services 3 3 Transport Logistics 2 2 Ventilation and Cooling Systems 3 3 Dewatering & Water/Waste Management 2 2 Fuel Related Downtime 5 5 Heavy Machinery Efficiency Monitoring 5 5 ERP 5 5 Most important focus areas (geographically) for your organisation in Africa right now: How is your 2014 budget allocated across these business strategy categories?

Top 3 projects/fields that are priority areas for investment over the next 24 to 48 months: coal (mineral) trade; mineral exploration; logistic systems Please provide a brief description of any current projects ongoing or in commissioning phase (their focus/nature/duration/cost etc.): Setting up of a mining services hub and stock yards inland and sea port; gold mineral exploration Which aspects of these projects would be of most benefit for you if included in a discussion onsite? management of coal stock yards, mining services hub and logistic system chain

PART 1: REGISTRATION PROFILE Ferrex is an AIM listed exploration and development company focused on low capital intensive iron ore and manganese in Africa through the investement cycle and into production. Ferrex's current portfolio comprises three core iron ore and manganese projects: Mebaga DSO iron ore project in Gabon, the Nayega nearterm production manganese project in northern Togo and the Malelane iron ore project in South Africa – all of which offer the potential for significant near-term value uplift. The Company's growth strategy is centred on advancing its current assets and expanding its portfolio through acquisitions to build Ferrex into a mid-tier, low-cost producer of iron and manganese, primarily for the steel industry. The Togo project is going into development in the coming year.

NAME: Isaac K. Ackun EXECUTIVE TITLE: Consultant (PMM) COMPANY NAME: Ferrex

Isaac is consultant mine manager with Ferrex for its Togo project. Prior to this he was working with Amara Mining Plc (formerly Cluff Gold Plc) and held various positions over the past seven years as mining manager, Kalsaka project in Burkina, mine manager – Yaoure project in Cote d'Ivoire and lately the project manager for the Sega gold project in Burkina. Isaac has a project management background. Prior to Joining Amara Mining, Isaac has had over 15 years of experience in the civil and mining engineering sector including Semafo projects in Guinea and Burkina Faso. He also has mining contractor experience.

PART 2: BUDGETING AND SPENDING What is your total budget for 2014?

Less than $25 Million $25 - $50 Million X $50 - $150 Million $150 - $300 Million More than $300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 5 Investments to maintain/run existing systems and processes 70 Investments to support business innovation 15 Investments to support business growth 10 100%

PART 3: INVESTMENT PRIORITIES

Priority within Priority beyond 12 mths 12 mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) Asset Management 2 2 Automation 3 3 Communications (WIMAX, VSAT, Asset Tracking) 1 2 Drilling Equipment and Maintenance Services 1 2 Equipment (Trucks/Crushers/Cranes/Conveyors etc.)

1 2 Exploration and Geophysical Services 4 4 Fly in Fly Out/Remote Site Services 3 3 Fuels and Lubrication 2 3 Gas Detection 3 3 HSE Services (Fire Suppression/Dust Suppression) 1 2 Electrical Infrastructure (Reliability)/Energy Efficiency 2 3 IT Solutions 2 3 Preventative Maintenance 2 2 Material Handling/Beneficiation 3 3 Equipment Operator Productivity Training 3 3 Mineral Processing Technologies 2 3 Mining Chemicals 3 3 Personal Protective Equipment 1 2 Physical Security 3 3 Power and Lighting 3 4 Talent Retention, Recruitment & High Level Staffing Services 4 4 Risk Management Consulting 4 5 Supply Chain Management 2 3 Training and Consultancy Services 2 4 Transport Logistics 3 3 Ventilation and Cooling Systems 4 5 Dewatering & Water/Waste Management 4 4 Fuel Related Downtime 3 3 Heavy Machinery Efficiency Monitoring 3 2 ERP 3 3 Most important focus areas (geographically) for your organisation in Africa right now: West Africa Top 3 projects/fields that are priority areas for investment over the next 24 to 48 months: 1 Nayega Mangenese Project in Togo 2 Mebaga Iron Ore Project in Gabon 3. Malelane Iron Ore Project in South Africa Please provide a brief description of any current projects ongoing or in commissioning phase (their focus/nature/duration/cost etc.): Nayega Project is at Permitting stage and expected to go into development in Q1 2015. developing a lowcost 250,000 tonnes per annum, 38% marketable manganese product open-pit mine in the near-term.

Phase two will see the Company develop an in-country smelting facility to produce a valuable High Carbon (‘HC’) Ferromanagnese alloy in Togo in the medium-term.

Which aspects of these projects would be of most benefit for you if included in a discussion onsite? mine development project to operations How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE Great Dyke Investments is a PGM player with an advance project that has an implementation strategy providing for phased construction of mining and processing complex up to 10 MTPA of ore with a smelter, to produce up to 800,000 ounces of PGM by the year 2024.

NAME: Munashe Shava EXECUTIVE TITLE: COO COMPANY NAME: Great Dyke Investments

Munashe is project leader and chief operating officer at Great Dyke Investments, a platinum group metals mining company, since March 2013, where his role is leading and guiding the organisation through scoping, pre-feasibility and DFS stages, mine development, construction and commissioning of the projector. Previously Munashe held executive and senior roles as CEO and GM at Apex Minerals Zimbabwe, GM and mine manager at Marange Resources, GM at Noventa Mozambique, mine manager at River Ranch Diamond Mine, senior mining engineer at Zimplats and mine superintendent at Anglo American Zimbabwe.

PART 2: BUDGETING AND SPENDING What is your total budget for 2014?

Less than $25 Million $25 - $50 Million $50 - $150 Million $150 - $300 Million More than $300 Million Other X

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 20 Investments to maintain/run existing systems and processes 20 Investments to support business innovation 20 Investments to support business growth 40 100%

PART 3: INVESTMENT PRIORITIES

Priority within 12 Priority beyond mths 12 mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) Asset Management 1 1 Automation 1 1 Communications (WIMAX, VSAT, Asset Tracking) 1 1 Drilling Equipment and Maintenance Services 1 1 Equipment (Trucks/Crushers/Cranes/Conveyors etc.)

1 1 Exploration and Geophysical Services 1 1 Fly in Fly Out/Remote Site Services 2 2 Fuels and Lubrication 1 1 Gas Detection 4 2 HSE Services (Fire Suppression/Dust Suppression) 2 1 Electrical Infrastructure (Reliability)/Energy Efficiency 1 1 IT Solutions 1 1 Preventative Maintenance 1 1 Material Handling/Beneficiation 1 1 Equipment Operator Productivity Training 1 1 Mineral Processing Technologies 1 1 Mining Chemicals 1 1 Personal Protective Equipment 1 1 Physical Security 2 2 Power and Lighting 2 2 Talent Retention, Recruitment & High Level Staffing Services 1 1 Risk Management Consulting 1 1 Supply Chain Management 1 1 Training and Consultancy Services 1 1 Transport Logistics 1 1 Ventilation and Cooling Systems 3 1 Dewatering & Water/Waste Management 3 1 Fuel Related Downtime 3 1 Heavy Machinery Efficiency Monitoring 3 1 ERP 3 1 Most important focus areas (geographically) for your organisation in Africa right now: How is your 2014 budget allocated across these business strategy categories?

Top 3 projects/fields that are priority areas for investment over the next 24 to 48 months:

Please provide a brief description of any current projects ongoing or in commissioning phase (their focus/nature/duration/cost etc.):

Which aspects of these projects would be of most benefit for you if included in a discussion onsite?

PART 1: REGISTRATION PROFILE Great Western Minerals Group Ltd. is a leader in the manufacture and supply of rare earth element-based metal alloys and holder of a low cost, high-grade critical rare earth element mineral property in the Western Cape province of South Africa (the “Steenkampskraal Project” or “SKK”). Its specialty alloys are used in the battery, magnet and aerospace industries. Produced at the Company’s wholly-owned subsidiary, Less Common Metals Limited in Ellesmere Port, U.K., these alloys contain transition metals, including nickel, cobalt, iron and rare earth elements. As part of the Company’s vertical integration strategy, GWMG also holds 100% equity ownership in Rare Earth Extraction Co. Limited, which controls the Steenkampskraal monazite mine in South Africa. The Company also holds interests in three rare earth exploration properties in North America that are not active.

NAME: Iain Bryson EXECUTIVE TITLE: Project Senior Metallurgist COMPANY NAME: Great Western Minerals Group

PART 2: BUDGETING AND SPENDING What is your total budget for 2014?

Less than $25 Million X $25 - $50 Million $50 - $150 Million $150 - $300 Million More than $300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 33 Investments to maintain/run existing systems and processes 33 Investments to support business innovation 34 Investments to support business growth 0 100%

PART 3: INVESTMENT PRIORITIES

Priority within 12 Priority beyond mths 12 mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) Asset Management 3 3 Automation 3 3 Communications (WIMAX, VSAT, Asset Tracking) 4 4 Drilling Equipment and Maintenance Services 3 3 Equipment (Trucks/Crushers/Cranes/Conveyors etc.)

3 3 Exploration and Geophysical Services 2 2 Fly in Fly Out/Remote Site Services 4 4 Fuels and Lubrication 5 5 Gas Detection 5 5 HSE Services (Fire Suppression/Dust Suppression) 3 3 Electrical Infrastructure (Reliability)/Energy Efficiency 4 4 IT Solutions 4 4 Preventative Maintenance 4 4 Material Handling/Beneficiation 2 2 Equipment Operator Productivity Training 4 4 Mineral Processing Technologies 2 2 Mining Chemicals 2 2 Personal Protective Equipment 2 2 Physical Security 4 4 Power and Lighting 4 4 Talent Retention, Recruitment & High Level Staffing Services 4 4 Risk Management Consulting 4 4 Supply Chain Management 4 4 Training and Consultancy Services 4 4 Transport Logistics 4 4 Ventilation and Cooling Systems 3 3 Dewatering & Water/Waste Management 3 3 Fuel Related Downtime 5 5 Heavy Machinery Efficiency Monitoring 5 5 ERP 5 5 Most important focus areas (geographically) for your organisation in Africa right now: South Africa How is your 2014 budget allocated across these business strategy categories?

Top 3 projects/fields that are priority areas for investment over the next 24 to 48 months: Steenkampkraal Please provide a brief description of any current projects ongoing or in commissioning phase (their focus/nature/duration/cost etc.): Rare Earth Project in the Western Cape. Preparing for execution Which aspects of these projects would be of most benefit for you if included in a discussion onsite?

Regulatory

PART 1: REGISTRATION PROFILE Harmony Gold is the third largest gold producer in South Africa. We have ten working oprerations in South Africa mainly in the Free State. We are a company that believes in its values: safety; accountability; achievement; connection and honesty. We are currently only mining gold in South Africa, but are doing a lot of exploration in Paupa New Guinea to establish new Mines on the other side of the ocean. Harmony has four big projects in its South African mines Doornkop, Kusasalethu, Tshepong and Phakisa. We care a lot about our employess and have embarked on a process called ‘Tlhakanelo', which is an employees share scheme for all employees not on management.

NAME: Joe Mosupyoe EXECUTIVE TITLE: General Manager COMPANY NAME: Harmony Gold

Joe is currently based in Pretoria; employed as a general manager at one of the operations within Harmony Gold, where he is responsible for day to day management of all the mining activities and the carbon-in-leach gold plant. Before joining Harmony Group he was employed as a mine manager, at one of Hernic Ferrochrome’s operations based in the Brits area, where he was responsible for the day-to-day management of the underground and opencast operations and also responsible for the chrome orebeneficiation plant.

PART 2: BUDGETING AND SPENDING What is your total budget for 2014?

Less than $25 Million $25 - $50 Million X $50 - $150 Million $150 - $300 Million More than $300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 24 Investments to maintain/run existing systems and processes 30 Investments to support business innovation 3 Investments to support business growth 43 100%

PART 3: INVESTMENT PRIORITIES

Priority within Priority beyond 12 mths 12 mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) Asset Management 1 2 Automation 3 3 Communications (WIMAX, VSAT, Asset Tracking) 3 3 Drilling Equipment and Maintenance Services 1 2 Equipment (Trucks/Crushers/Cranes/Conveyors etc.)

1 2 Exploration and Geophysical Services 3 3 Fly in Fly Out/Remote Site Services 3 3 Fuels and Lubrication 2 2 Gas Detection 3 3 HSE Services (Fire Suppression/Dust Suppression) 1 2 Electrical Infrastructure (Reliability)/Energy Efficiency 1 2 IT Solutions 4 4 Preventative Maintenance 1 2 Material Handling/Beneficiation 1 2 Equipment Operator Productivity Training 3 3 Mineral Processing Technologies 1 1 Mining Chemicals 4 4 Personal Protective Equipment 2 1 Physical Security 3 3 Power and Lighting 3 3 Talent Retention, Recruitment & High Level Staffing Services 3 3 Risk Management Consulting 1 1 Supply Chain Management 4 4 Training and Consultancy Services 3 3 Transport Logistics 3 3 Ventilation and Cooling Systems 3 3 Dewatering & Water/Waste Management 4 4 Fuel Related Downtime 3 3 Heavy Machinery Efficiency Monitoring 2 2 ERP 3 3 Most important focus areas (geographically) for your organisation in Africa right now: To drive growth Margins To drive cost down in order to increase profit margins To improve production output To improve our safety performance and reduce safety-related stoppages To improve productivity Top 3 projects/fields that are priority areas for investment over the next 24 to 48 months: upgrading crusher upgrading curret elution circuit improving fragmentation in the pit Please provide a brief description of any current projects ongoing or in commissioning phase (their focus/nature/duration/cost etc.): Whole crusher upgrading estimated at R68m and estimated for 5-6years Which aspects of these projects would be of most benefit for you if included in a discussion onsite?

Spiralling Electrical costs putting more cost burden on the mining operation Collision avoidance on the TMM How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE Harmony Gold is the third largest gold producer in South Africa. We have ten working oprerations in South Africa mainly in the Free State. We are a company that believes in its values: safety; accountability; achievement; connection and honesty. We are currently only mining gold in South Africa, but are doing a lot of exploration in Paupa New Guinea to establish new mines on the other side of the ocean. Harmony has four big projects in its South African mines Doornkop, Kusasalethu, Tshepong and Phakisa.

NAME: Seromo Mofokeng EXECUTIVE TITLE: GM COMPANY NAME: Harmony Gold

Seromo started working on the mine in 1995. He has worked as a manager from 2002 until present.

PART 2: BUDGETING AND SPENDING What is your total budget for 2014?

Less than $25 Million $25 - $50 Million $50 - $150 Million $150 - $300 Million More than $300 Million X Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 15 Investments to maintain/run existing systems and processes 40 Investments to support business innovation 30 Investments to support business growth 15 100%

PART 3: INVESTMENT PRIORITIES

Priority within 12 Priority beyond mths 12 mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) Asset Management 5 4 Automation 5 3 Communications (WIMAX, VSAT, Asset Tracking) 5 3 Drilling Equipment and Maintenance Services 5 3 Equipment (Trucks/Crushers/Cranes/Conveyors etc.)

4 3 Exploration and Geophysical Services 4 3 Fly in Fly Out/Remote Site Services 4 3 Fuels and Lubrication 5 4 Gas Detection 4 3 HSE Services (Fire Suppression/Dust Suppression) 4 1 Electrical Infrastructure (Reliability)/Energy Efficiency 4 3 IT Solutions 5 3 Preventative Maintenance 4 3 Material Handling/Beneficiation 5 3 Equipment Operator Productivity Training 4 3 Mineral Processing Technologies 5 3 Mining Chemicals 4 2 Personal Protective Equipment 3 3 Physical Security 5 3 Power and Lighting 4 3 Talent Retention, Recruitment & High Level Staffing Services 4 2 Risk Management Consulting 5 3 Supply Chain Management 4 3 Training and Consultancy Services 5 3 Transport Logistics 3 3 Ventilation and Cooling Systems 3 3 Dewatering & Water/Waste Management 4 3 Fuel Related Downtime 4 3 Heavy Machinery Efficiency Monitoring 3 3 ERP 4 3 Most important focus areas (geographically) for your organisation in Africa right now: All the countries with Gold Deposits on eg: Zimbabwe, Ivory Coast, Ghana, Sierra Leone etc Top 3 projects/fields that are priority areas for investment over the next 24 to 48 months: None in Africa but there is one big one in Paupa New Giennue Please provide a brief description of any current projects ongoing or in commissioning phase (their focus/nature/duration/cost etc.): How is your 2014 budget allocated across these business strategy categories?

Which aspects of these projects would be of most benefit for you if included in a discussion onsite?

I am not involved in that project

PART 1: REGISTRATION PROFILE Hernic Ferrochrome (Pty) Ltd is the world's fourth largest integrated ferrochrome producer based in the North West Province, South Africa. It is located in a part of the western limb of the Bushveld Complex which is one of the world's largest chrome ore deposits. Hernic operates four furnaces including the largest ferrochrome furnaces in the world. Hernic is the pioneer in the conversion of semi-closed/open furnaces to closed furnace technology. This conversion brings many benefits, including a reduction in particulate matter in atmospheric emissions, better thermodynamic efficiencies and a better work environment for personnel.

NAME: Lemogang Pitsoe EXECUTIVE TITLE: GM: Mineral Resources COMPANY NAME: Hernic Ferrochrome

Lemogang has been in the mining industry for the last 20 years. He is bringing with him the diamonds, coal and chrome experience. He is currently general manager mining at Hernic Ferrochrome since 2011. He is responsible for the two mining operations of which one is an open cast.

PART 2: BUDGETING AND SPENDING What is your total budget for 2014?

Less than $25 Million $25 - $50 Million $50 - $150 Million X $150 - $300 Million More than $300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 5 Investments to maintain/run existing systems and processes 20 Investments to support business innovation 25 Investments to support business growth 50 100%

PART 3: INVESTMENT PRIORITIES

Priority within 12 Priority beyond mths 12 mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) Asset Management 2 2 Automation 2 2 Communications (WIMAX, VSAT, Asset Tracking) 4 3 Drilling Equipment and Maintenance Services 3 2 Equipment (Trucks/Crushers/Cranes/Conveyors etc.)

2 1 Exploration and Geophysical Services 2 2 Fly in Fly Out/Remote Site Services 5 5 Fuels and Lubrication 3 2 Gas Detection 1 1 HSE Services (Fire Suppression/Dust Suppression) 1 1 Electrical Infrastructure (Reliability)/Energy Efficiency 2 2 IT Solutions 4 3 Preventative Maintenance 1 1 Material Handling/Beneficiation 1 1 Equipment Operator Productivity Training 3 2 Mineral Processing Technologies 2 1 Mining Chemicals 3 3 Personal Protective Equipment 2 2 Physical Security 1 1 Power and Lighting 3 2 Talent Retention, Recruitment & High Level Staffing Services 2 2 Risk Management Consulting 2 2 Supply Chain Management 2 1 Training and Consultancy Services 3 2 Transport Logistics 2 1 Ventilation and Cooling Systems 3 3 Dewatering & Water/Waste Management 2 2 Fuel Related Downtime 3 3 Heavy Machinery Efficiency Monitoring 2 1 ERP 2 2 Most important focus areas (geographically) for your organisation in Africa right now: How is your 2014 budget allocated across these business strategy categories?

Top 3 projects/fields that are priority areas for investment over the next 24 to 48 months:

Please provide a brief description of any current projects ongoing or in commissioning phase (their focus/nature/duration/cost etc.):

Which aspects of these projects would be of most benefit for you if included in a discussion onsite?

PART 1: REGISTRATION PROFILE Hwange Colliery Company Limited is Zimbabwe’s largest coal mining company and also the country’s leading coke producer and related products. The colliery company is quoted in the Zimbabwe, Johannesburg and London stock exchanges. It has a highly mechanized underground and two opencast mines and in the process employing an average of 3000 workers. The type of coal extracted is bituminous that is mainly used in coke making, power-generation, smelting, foundry, tobacco curing and general industries, among others. Some of the coal and coke products are exported to regional countries such as South Africa, Zambia, Democratic Republic Congo and Malawi. The organisation is the only coal mining company in Zimbabwe that has an established self-contained community offering services such as a state-of-the-art hospital, water and electricity reticulation, schools, housing and various forms of recreation facilities for its employees and community at large.

NAME: Thomas Makore EXECUTIVE TITLE: Managing Director COMPANY NAME: Hwange Colliery Company

Thomas joined Hwange Colliery Company in June 2014. A renowned business executive with an excellent track record in the corporate sector in Southern Africa. He started his career as a graduate trainee with Triangle Limited (now part of Tongaat Hullet) in 1989 before assuming managerial responsibilities within the company. He then moved on to join telecoms giant Siemens Limited working at both South African and German operations and rising through various positions to the position of divisional managing director in 2001.

Thomas then went on to join information and communication technology firm Diebold South Africa (Private) Limited as managing director in 2004 before joining Spescom Holdings Limited as chief executive officer for Spescom Telecommunication. In 2011 he joined Cummins SA (Private) Limited as commercial director overseeing Southern Africa operations before settling for full time consultancy in energy and telecoms.

PART 2: BUDGETING AND SPENDING What is your total budget for 2014?

Less than $25 Million $25 - $50 Million $50 - $150 Million X $150 - $300 Million More than $300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 15 Investments to maintain/run existing systems and processes 60 Investments to support business innovation 5 Investments to support business growth 20 100%

PART 3: INVESTMENT PRIORITIES

Priority within 12 Priority beyond mths 12 mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) Asset Management 1 1 Automation 3 3 Communications (WIMAX, VSAT, Asset Tracking) 3 3 Drilling Equipment and Maintenance Services 1 1 Equipment (Trucks/Crushers/Cranes/Conveyors etc.)

3 3 Exploration and Geophysical Services 1 1 Fly in Fly Out/Remote Site Services 5 5 Fuels and Lubrication 1 1 Gas Detection 1 1 HSE Services (Fire Suppression/Dust Suppression) 1 1 Electrical Infrastructure (Reliability)/Energy Efficiency 1 1 IT Solutions 1 1 Preventative Maintenance 1 2 Material Handling/Beneficiation 3 3 Equipment Operator Productivity Training 3 3 Mineral Processing Technologies 3 4 Mining Chemicals 3 4 Personal Protective Equipment 1 1 Physical Security 1 2 Power and Lighting 1 2 Talent Retention, Recruitment & High Level Staffing Services 1 2 Risk Management Consulting 3 4 Supply Chain Management 1 2 Training and Consultancy Services 3 4 Transport Logistics 1 2 Ventilation and Cooling Systems 1 2 Dewatering & Water/Waste Management 1 2 Fuel Related Downtime 3 4 Heavy Machinery Efficiency Monitoring 1 2 ERP 1 2 Most important focus areas (geographically) for your organisation in Africa right now: Exports to South Africa. Efficiency improvements. Customer relationship management Top 3 projects/fields that are priority areas for investment over the next 24 to 48 months: New coke oven battery Exploration and mine planning for new concession area. Productivity and efficiency improvements Please provide a brief description of any current projects ongoing or in commissioning phase (their focus/nature/duration/cost etc.): None Which aspects of these projects would be of most benefit for you if included in a discussion onsite?

Funding for the projects How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE Ivanhoe Mines is a Toronto-listed exploration and project development company founded by mining entrepreneur Robert Friedland and focused on developing three projects in Africa: 1. Platreef – Greenfield PGE-gold-nickel-copper project in RSA near Makopane, adjacent to Amplats’ Mogolakwena mine; Platreef is distinguished by its very thick and relatively flat ore body; 2. Kamoa – Greenfield copper project in the DRC copperbelt near Kolwezi; Kamoa is the world’s largest undeveloped high-grade copper resource; 3. Kipushi – Brownfield high-grade zinc-copper project in DRC copperbelt near Lubumbashi, consisting of an existing underground mine placed on care & maintenance in 1993. All three will be underground mechanised operations. The mining licenses for Platreef and Kamoa have been awarded and construction of the shafts has begun for both projects.

NAME: David Mitchell EXECUTIVE TITLE: VP & Project Director COMPANY NAME: Ivanhoe Mines

David has been with Ivanhoe for three years overseeing all design and study work for the mine, plant and infrastructure for the Kamoa project. He is based at Ivanhoe’s head office in Johannesburg and frequently travels to DRC. Before Ivanhoe, he spent two years with Tharisa Minerals in a project management role during construction of their chrome-platinum mine near Marikana and 10 years with Bateman Engineering doing a variety of smelter projects. David is trained as a mechanical and spent the first five years of his career in operations at Iscor's steel works.

PART 2: BUDGETING AND SPENDING What is your total budget for 2014?

Less than $25 Million $25 - $50 Million $50 - $150 Million X $150 - $300 Million More than $300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 10 Investments to maintain/run existing systems and processes 10 Investments to support business innovation 0 Investments to support business growth 80 100%

PART 3: INVESTMENT PRIORITIES

Priority within 12 Priority beyond mths 12 mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) Asset Management 5 5 Automation 5 3 Communications (WIMAX, VSAT, Asset Tracking) 4 3 Drilling Equipment and Maintenance Services 5 5 Equipment (Trucks/Crushers/Cranes/Conveyors etc.)

2 2 Exploration and Geophysical Services 4 4 Fly in Fly Out/Remote Site Services 3 3 Fuels and Lubrication 3 3 Gas Detection 5 5 HSE Services (Fire Suppression/Dust Suppression) 3 3 Electrical Infrastructure (Reliability)/Energy Efficiency 2 2 IT Solutions 3 3 Preventative Maintenance 4 4 Material Handling/Beneficiation 2 2 Equipment Operator Productivity Training 3 2 Mineral Processing Technologies 2 2 Mining Chemicals 3 3 Personal Protective Equipment 4 4 Physical Security 4 4 Power and Lighting 3 3 Talent Retention, Recruitment & High Level Staffing Services 4 2 Risk Management Consulting 4 3 Supply Chain Management 4 3 Training and Consultancy Services 3 2 Transport Logistics 2 1 Ventilation and Cooling Systems 3 3 Dewatering & Water/Waste Management 3 3 Fuel Related Downtime 4 4 Heavy Machinery Efficiency Monitoring 5 5 ERP 5 5 Most important focus areas (geographically) for your organisation in Africa right now: DRC, RSA Top 3 projects/fields that are priority areas for investment over the next 24 to 48 months: Kipushi Zinc & Copper mine, DRC Kamoa Copper Project, DRC Platreef Platinum Project, Makopane, RSA Please provide a brief description of any current projects ongoing or in commissioning phase (their focus/nature/duration/cost etc.): Rehabilitation and resource definition of Kipushi mine. Shaft sinking at Kamoa and Platreef projects.

Which aspects of these projects would be of most benefit for you if included in a discussion onsite?

Contract mining Mining equipment Logistics solutions for DRC Financing solutions How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE JSPL Mozambique Minerais Lda. is part of the Indian multinational conglomerate Jindal Steel and Power Limited, which in turn is part of the O.P. Jindal Group. This industrial corporation is leading player globally in the steel, mining, power, oil & gas and infrastructure sectors, employing more than 50,000 people worldwide. The conglomerate is working enthusiastically to establish and expand its foothold in Africa to the benefit of its holding group and local stakeholders. This has resulted in the group involving itself in several exploration and mining operations, while preparing for future prospects in steel, power and related industries. The company is now also operating in Mozambique, where it has started development of the Chirodzi coal mine in the Moatize district. The mine currently produces three million tonnes per annum (MTPA) with plans to increase this to 10 million ton (MT) operation.

NAME: Prashant Goyal EXECUTIVE TITLE: Project Head COMPANY NAME: Jindal Africa

Prashant is a highly professional and dedicated mining engineer with over 22 years of mining industry experience (national & international), including expertise in open cast & underground mining technology, surveying, expertise mine planning, mechanization of mines, mines safety, fleet management system, data mining with respect to the economics and market. His experience in the field of mining includes position as supt. of mines in Mahanadi Coalfields Limited (a public sector undertaking), subsidiary of Coal India Ltd. located at Talcher in the state of Orissa (India) for over 18 years.

PART 2: BUDGETING AND SPENDING What is your total budget for 2014?

Less than $25 Million $25 - $50 Million $50 - $150 Million $150 - $300 Million More than $300 Million Other X

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 20 Investments to maintain/run existing systems and processes 30 Investments to support business innovation 20 Investments to support business growth 30 100%

PART 3: INVESTMENT PRIORITIES

Priority within 12 Priority beyond mths 12 mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) Asset Management 1 2 Automation 2 2 Communications (WIMAX, VSAT, Asset Tracking) 1 2 Drilling Equipment and Maintenance Services 1 2 Equipment (Trucks/Crushers/Cranes/Conveyors etc.)

1 2 Exploration and Geophysical Services 1 2 Fly in Fly Out/Remote Site Services 1 2 Fuels and Lubrication 2 1 Gas Detection 3 3 HSE Services (Fire Suppression/Dust Suppression) 1 2 Electrical Infrastructure (Reliability)/Energy Efficiency 2 2 IT Solutions 3 4 Preventative Maintenance 1 2 Material Handling/Beneficiation 2 2 Equipment Operator Productivity Training 1 2 Mineral Processing Technologies 1 2 Mining Chemicals 2 2 Personal Protective Equipment 2 2 Physical Security 3 3 Power and Lighting 3 3 Talent Retention, Recruitment & High Level Staffing Services 2 1 Risk Management Consulting 3 3 Supply Chain Management 3 3 Training and Consultancy Services 2 2 Transport Logistics 1 1 Ventilation and Cooling Systems 4 4 Dewatering & Water/Waste Management 3 3 Fuel Related Downtime 3 3 Heavy Machinery Efficiency Monitoring 1 2 ERP 3 3 Most important focus areas (geographically) for your organisation in Africa right now: Africa continent Top 3 projects/fields that are priority areas for investment over the next 24 to 48 months: Mozambique, Melmoth and Camroon Please provide a brief description of any current projects ongoing or in commissioning phase (their focus/nature/duration/cost etc.): How is your 2014 budget allocated across these business strategy categories?

Which aspects of these projects would be of most benefit for you if included in a discussion onsite?

PART 1: REGISTRATION PROFILE

NAME: Rampedi Mothapo EXECUTIVE TITLE: Technical Director COMPANY NAME: Kilken Imbani JV

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014?

Less than $25 Million X $25 - $50 Million $50 - $150 Million $150 - $300 Million More than $300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 15 Investments to maintain/run existing systems and processes 85 Investments to support business innovation 0 Investments to support business growth 0 100%

PART 3: INVESTMENT PRIORITIES

Priority within 12 Priority beyond mths 12 mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) Asset Management 5 5 Automation 5 5 Communications (WIMAX, VSAT, Asset Tracking) 5 5 Drilling Equipment and Maintenance Services 5 5 Equipment (Trucks/Crushers/Cranes/Conveyors etc.)

5 5 Exploration and Geophysical Services 5 5 Fly in Fly Out/Remote Site Services 5 5 Fuels and Lubrication 5 5 Gas Detection 5 5 HSE Services (Fire Suppression/Dust Suppression) 5 5 Electrical Infrastructure (Reliability)/Energy Efficiency 5 5 IT Solutions 5 5 Preventative Maintenance 3 3 Material Handling/Beneficiation 3 3 Equipment Operator Productivity Training 5 5 Mineral Processing Technologies 1 3 Mining Chemicals 1 3 Personal Protective Equipment 5 5 Physical Security 5 5 Power and Lighting 5 5 Talent Retention, Recruitment & High Level Staffing Services 5 5 Risk Management Consulting 5 5 Supply Chain Management 5 5 Training and Consultancy Services 5 5 Transport Logistics 5 5 Ventilation and Cooling Systems 5 5 Dewatering & Water/Waste Management 5 5 Fuel Related Downtime 5 5 Heavy Machinery Efficiency Monitoring 5 5 ERP 5 5 Most important focus areas (geographically) for your organisation in Africa right now: South Africa and Zimbabwe Top 3 projects/fields that are priority areas for investment over the next 24 to 48 months: Platinum Retreatment Engineering Energy generation Please provide a brief description of any current projects ongoing or in commissioning phase (their focus/nature/duration/cost etc.): Plant expansion and Process improvements Which aspects of these projects would be of most benefit for you if included in a discussion onsite?

Process improvement. Platinum retreatment How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE Konkola Copper Mines Plc (KCM) is Zambia's leading integrated copper producer employing over 16,000 workers primarily engaged in the exploration for, mining, production and sale of copper and copper byproducts. KCM is a subsidiary of London-listed Vedanta Resources Plc, a diversified resources group with operations located in Asia, Australia, Africa and Europe. The Vedanta group's core business focuses mainly on base metals and energy. KCM's fully integrated copper operations, mainly on the copperbelt province, include some open pit mines, a large underground mine, leaching plant, concentrators, a state-of-the-art flash smelter, a modernized refinery and a sulphuric acid plant.

NAME: Keith Kapui EXECUTIVE TITLE: VP Mining COMPANY NAME: Konkola Copper Mines

Keith has a total of 34 years of mining experience with 17 at senior management level in mining production operations, mine planning and designs and project management.

PART 2: BUDGETING AND SPENDING What is your total budget for 2014?

Less than $25 Million $25 - $50 Million $50 - $150 Million $150 - $300 Million More than $300 Million Other X

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 7 Investments to maintain/run existing systems and processes 80 Investments to support business innovation 3 Investments to support business growth 10 100%

PART 3: INVESTMENT PRIORITIES

Priority within Priority beyond 12 mths 12 mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) Asset Management 5 5 Automation 5 5 Communications (WIMAX, VSAT, Asset Tracking) 3 3 Drilling Equipment and Maintenance Services 3 3 Equipment (Trucks/Crushers/Cranes/Conveyors etc.)

3 3 Exploration and Geophysical Services 5 5 Fly in Fly Out/Remote Site Services 5 5 Fuels and Lubrication 5 5 Gas Detection 3 3 HSE Services (Fire Suppression/Dust Suppression) 3 3 Electrical Infrastructure (Reliability)/Energy Efficiency 5 5 IT Solutions 5 5 Preventative Maintenance 5 5 Material Handling/Beneficiation 5 5 Equipment Operator Productivity Training 2 2 Mineral Processing Technologies 5 5 Mining Chemicals 5 5 Personal Protective Equipment 3 2 Physical Security 5 5 Power and Lighting 5 5 Talent Retention, Recruitment & High Level Staffing Services 5 5 Risk Management Consulting 3 2 Supply Chain Management 5 5 Training and Consultancy Services 5 5 Transport Logistics 3 3 Ventilation and Cooling Systems 5 5 Dewatering & Water/Waste Management 3 3 Fuel Related Downtime 5 5 Heavy Machinery Efficiency Monitoring 4 2 ERP 5 5 Most important focus areas (geographically) for your organisation in Africa right now: Southern and West Africa.

Top 3 projects/fields that are priority areas for investment over the next 24 to 48 months: Nchanga mining transition from open pit to underground mining. Nchanga underground Upper Ore body devcelopment. Tailings Leach Plant cathode quality upgrade.

Please provide a brief description of any current projects ongoing or in commissioning phase (their focus/nature/duration/cost etc.): COP F&D open pit minig resumption after transiting from outsourcing to own mining. This required investing in a new equipment fleet since the contractor who was operating the pit was using their own equipment. The project has started and is in the secong month.

Which aspects of these projects would be of most benefit for you if included in a discussion onsite?

Level of mechanisation, equipment maintenance and relaibility, and equipment and labour productivity.

How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE KCM, an integrated copper producer, is a subsidiary of Vedanta Resources, a London-listed diversified FTSE 100 metals and mining group with operations in India, Australia, Namibia, South Africa, Ireland and Zambia. In November 2004, Vedanta Resources became the major shareholder in KCM with a 51 per cent share in the company. In 2008, Vedanta Resources increased its holding in the company to 79.4 per cent. Since its acquisition, Vedanta has invested over US $2.5bn to upgrade equipment, build new facilities and expand capacity. KCM is also Zambia's largest private sector employer with nearly 22,000 permanent and contractor employees. The Konkola Copper Mines head office is located in Chingola in the Copperbelt Province of Zambia. KCM's primary products are copper, cobalt, pyrites and acids, which are primarily exported to the Middle East, Asia, Africa and Europe.

NAME: Praveen Sharma EXECUTIVE TITLE: GM Technical COMPANY NAME: Konkola Copper Mines

Praveen has 22 years of experience in underground mechanised mining operations (lead, zinc and copper) in a variety of roles and has worked in different cultures, i.e. India, Australia and Africa. After starting his career as mining engineer from Hindustan Zinc Limited, India, during 2002 he moved to Queensland and managed copper-gold operation and after successful closure of the operation in 2005 moved down to Tasmania in Australia, where he worked five years in various capacities (statutory mine manager and acting country head) and managed 2.70 MTpa sub level cave Mt Lyell mine. He is safety focused and achieved 950 LTI free days at Mt Lyell mine. He is highly experienced in mine methodologies from small hand held mining to large underground operations. Currently Praveen is working as general manager technical services at Konkola Copper Mine in Zambia.

PART 2: BUDGETING AND SPENDING What is your total budget for 2014?

Less than $25 Million $25 - $50 Million $50 - $150 Million $150 - $300 Million X More than $300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 25 Investments to maintain/run existing systems and processes 45 Investments to support business innovation 5 Investments to support business growth 25 100%

PART 3: INVESTMENT PRIORITIES

Priority within 12 Priority beyond mths 12 mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) Asset Management 1 1 Automation 1 2 Communications (WIMAX, VSAT, Asset Tracking) 2 2 Drilling Equipment and Maintenance Services 1 1 Equipment (Trucks/Crushers/Cranes/Conveyors etc.)

1 1 Exploration and Geophysical Services 3 3 Fly in Fly Out/Remote Site Services 4 4 Fuels and Lubrication 1 1 Gas Detection 4 4 HSE Services (Fire Suppression/Dust Suppression) 3 3 Electrical Infrastructure (Reliability)/Energy Efficiency 3 3 IT Solutions 2 2 Preventative Maintenance 1 1 Material Handling/Beneficiation 1 3 Equipment Operator Productivity Training 1 1 Mineral Processing Technologies 3 3 Mining Chemicals 4 4 Personal Protective Equipment 1 1 Physical Security 4 4 Power and Lighting 3 3 Talent Retention, Recruitment & High Level Staffing Services 2 2 Risk Management Consulting 2 2 Supply Chain Management 3 3 Training and Consultancy Services 4 4 Transport Logistics 3 3 Ventilation and Cooling Systems 3 3 Dewatering & Water/Waste Management 1 1 Fuel Related Downtime 1 1 Heavy Machinery Efficiency Monitoring 4 4 ERP 4 4 Most important focus areas (geographically) for your organisation in Africa right now: Mining cycle optimation and win win for all stake holders.

Top 3 projects/fields that are priority areas for investment over the next 24 to 48 months: Optimisation of mining cycle Ramp up ore production by improving productivity Innovation and changes in mining methodologies Please provide a brief description of any current projects ongoing or in commissioning phase (their focus/nature/duration/cost etc.): Mechanisation of Explosive charging by Emulsion pumps / 3 months / $ 2.0 m Utility vehicles/ 6 months / 4 6.0 m Which aspects of these projects would be of most benefit for you if included in a discussion onsite? it will befint for the sustaince of the mine How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE Lurco Group consists of three subsidiaries namely, Lurco Resources, Lurco Mining Services, Grootspruit Coal and plans to expand its operations to the Southern African Development Community (SADC) countries. The company is involved in the acquisition, exploration, beneficiation and development of mining resources and aims to be one of the leading producers and suppliers of coal, chrome and waste management services achieved through strategic partners, teamwork, integrity, superior services and relationship.

NAME: Aubrey Chaulke EXECUTIVE TITLE: Director COMPANY NAME: Lurco Group

Aubrey holds 15 years of accounting and auditing experience. He founded Lenani Consulting in 2003, offering financial consulting services to various governmental institutions like hospitals and schools; he later advanced and co-founded Lurco Coal where he is currently serving as a chief financial director. He is a self-taught coal specialist and through his hard work and dedication has managed to land projects with a number of reputable companies like Sasol. Aubrey is a sturdy entrepreneur whose always strategising ways to diversify and expand the business.

PART 2: BUDGETING AND SPENDING What is your total budget for 2014?

Less than $25 Million $25 - $50 Million X $50 - $150 Million $150 - $300 Million More than $300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 20 Investments to maintain/run existing systems and processes 15 Investments to support business innovation 15 Investments to support business growth 50 100% PART 3: INVESTMENT PRIORITIES Priority within 12 mths (1 Highest - 5 Lowest) Asset Management 2 Automation 2 Communications (WIMAX, VSAT, Asset Tracking) 2

How is your 2014 budget allocated across these business strategy categories?

Priority beyond 12 mths (1 Highest - 5 Lowest) 1 1 1

Drilling Equipment and Maintenance Services 2 1 Equipment (Trucks/Crushers/Cranes/Conveyors etc.)

2 1 Exploration and Geophysical Services 2 1 Fly in Fly Out/Remote Site Services 2 1 Fuels and Lubrication 2 1 Gas Detection 2 1 HSE Services (Fire Suppression/Dust Suppression) 2 1 Electrical Infrastructure (Reliability)/Energy Efficiency 2 1 IT Solutions 2 1 Preventative Maintenance 2 1 Material Handling/Beneficiation 2 1 Equipment Operator Productivity Training 2 1 Mineral Processing Technologies 2 1 Mining Chemicals 2 1 Personal Protective Equipment 2 1 Physical Security 2 1 Power and Lighting 2 1 Talent Retention, Recruitment & High Level Staffing Services 2 1 Risk Management Consulting 2 1 Supply Chain Management 2 1 Training and Consultancy Services 2 1 Transport Logistics 2 1 Ventilation and Cooling Systems 2 1 Dewatering & Water/Waste Management 2 1 Fuel Related Downtime 2 1 Heavy Machinery Efficiency Monitoring 2 1 ERP 2 1 Most important focus areas (geographically) for your organisation in Africa right now: South Africa, Bushveld Complex in the North Western province. Bushveld Complex host 75% of the world PGM deposits. Mpumalanga province which host coal seams, hosted by Witbank formation and Waterber group of Transvaal supergroup. The coal field is the target for future coal exploration. Limpopo Province, the area host some coal fields and PGM, due to the extended Bushveld Complex and Waterberg Group.

Northern Cape, which host Iron, Manganese, Ferromanaganese and vanadium. All these base metals occurs within the Namaqua Metamophic Complex and Kalahari group, and within the Kalahari basin.

Top 3 projects/fields that are priority areas for investment over the next 24 to 48 months: Chrome beatification through spiral plant Chrome beneficiation through DMS low grade PGM concentration Chrome and PGM explorations Research and development laboratory Coal washing plant Please provide a brief description of any current projects ongoing or in commissioning phase (their focus/nature/duration/cost etc.): ONGOIGN Chrome beneficiation project, want to commission the second spiral plant, Cost of the plant is estimated $ 5 Million. Chrome beneficiation through DMS plant, chrome lumpy upgrading through DMS, Cost of upgrade is estimated to be $ 3.5 Million. Research and Development laoratory, Cost of the laboratory is estimated to be $ 2 Million. PGM recovery project, through a 40 tons PGM concentration plant, Cost of the concentrator plant $ 13.5 Million. Coal project, completion of feasibility study, Cost of administartion and infrastructure of the Mine includding commissioning 300 tons plant, $ 65 Million EXPLORATION ($ 10.5 Million) Chrome and PGM, Initial stage of getting the prospect rights, Other commodities of target are Gold, copper, iron ore, and vanadium Which aspects of these projects would be of most benefit for you if included in a discussion onsite?

PGM concentration and smelting project. Beatification of the above mentioned minerals of interest. Base metals and chrome mining.

PART 1: REGISTRATION PROFILE Lurco Group consists of three subsidiaries namely, Lurco Resources, Lurco Mining Services, Grootspruit Coal and plans to expand its operations to the Southern African Development Community (SADC) countries. The company is involved in the acquisition, exploration, beneficiation and development of mining resources and aims to be one of the leading producers and suppliers of coal, chrome and waste management services achieved through strategic partners, teamwork, integrity, superior services and relationship.

NAME: Ellington Nxumalo EXECUTIVE TITLE: CEO COMPANY NAME: Lurco Group

Ellington has a depth of knowledge in coal beneficiation which he gained over the past 15 years of experience acquired as a coal mining and business developer. He is synonymous for securing lucrative deals that have seen the likes of Emaswati Colliery grow rapidly. In 2010 he co-founded Lurco Coal, where he has been instrumental in securing a clientele like Glencore, Sasol and Lafarge to list a few. He currently sits on the board of Lurco Calulo Coal and was appointed the chief operations officer for Lurco Resources.

PART 2: BUDGETING AND SPENDING What is your total budget for 2014?

Less than $25 Million $25 - $50 Million X $50 - $150 Million $150 - $300 Million More than $300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 10 Investments to maintain/run existing systems and processes 30 Investments to support business innovation 10 Investments to support business growth 50 100% PART 3: INVESTMENT PRIORITIES

How is your 2014 budget allocated across these business strategy categories?

Asset Management Automation Communications (WIMAX, VSAT, Asset Tracking) Drilling Equipment and Maintenance Services

Priority within 12 mths (1 Highest - 5 Lowest) 1 3 1 1

Priority beyond 12 mths (1 Highest - 5 Lowest) 1 1 1 1

Equipment (Trucks/Crushers/Cranes/Conveyors etc.)

3 3 Exploration and Geophysical Services 1 1 Fly in Fly Out/Remote Site Services 3 1 Fuels and Lubrication 1 1 Gas Detection 1 1 HSE Services (Fire Suppression/Dust Suppression) 1 1 Electrical Infrastructure (Reliability)/Energy Efficiency 1 1 IT Solutions 3 2 Preventative Maintenance 3 3 Material Handling/Beneficiation 1 1 Equipment Operator Productivity Training 1 1 Mineral Processing Technologies 2 1 Mining Chemicals 2 1 Personal Protective Equipment 1 1 Physical Security 1 1 Power and Lighting 1 1 Talent Retention, Recruitment & High Level Staffing Services 2 1 Risk Management Consulting 2 1 Supply Chain Management 2 1 Training and Consultancy Services 1 1 Transport Logistics 2 1 Ventilation and Cooling Systems 1 1 Dewatering & Water/Waste Management 1 1 Fuel Related Downtime 2 1 Heavy Machinery Efficiency Monitoring 2 1 ERP 2 1 Most important focus areas (geographically) for your organisation in Africa right now: The focus is in South Africa, in the Bushveld Complex in the North West Province, largest layered intrusion in the world. The Bushveld Complex host almost 75% PGM's in the world. The coal fields in Mpumalanga and Limpopo province, the coal fields are hosted by Waterberg Group, Swaziland Formation and Witbank Formation. Northern cape of South Africa also host, manganese, iron, and ferromanganese at the Namaqua Complex, in the Kalahari group.

Top 3 projects/fields that are priority areas for investment over the next 24 to 48 months: Chrome beneficiation through spiral plant chrome beneficiation through DMS low grade PGM concentration Chrome and PGM Exploration Research and Development laboratory Coal washing plants Please provide a brief description of any current projects ongoing or in commissioning phase (their focus/nature/duration/cost etc.): ONGOING Chrome beneficiation project, want to commission the second spiral plant, Cost of plant $ 5 Million. Chrome beneficiation through DMS plant, chrome lumpy upgrading through DMS, Cost of upgrade $3.5 Million. Research and Development laboratory, Cost of the laboratory $ 2 Million. PGM recovery project, through a 40 tons PGM concentrator plant, Cost of the Concentrator plant $ 13.5 Million. Coal project, completion of feasibility study, Cost of administration and infrastructure of the mine, cost including commissioning 300 tons plant, $ 65 Million EXPLORATION (Estimated cost is $10.5 Million) Chrome and PGM, initial stage of getting the prospect rights, Gold, initial stage of getting the prospect rights Copper, initial stage of getting prospect rights Which aspects of these projects would be of most benefit for you if included in a discussion onsite?

PGM concentration and smelting project. Beneficiation of the above mentioned minerals of base metals and chrome. Mining.

PART 1: REGISTRATION PROFILE Maamba Collieries Limited (MCL) is the largest coal mining company in Zambia. MCL adopts modern, eco-friendly mining and processing methods. To add substantial value to the mining operations, MCL is setting up initially a 300 MW mine-mouth, coal fired power plant at Maamba. This will cater to the growing demand for power and contribute to economic development of the nation.

NAME: Gurram Narayana EXECUTIVE TITLE: COO COMPANY NAME: Maamba Collieries

Gurram worked for 35 years in underground and open cast mines with different technologies in Singareni Collieries Company, India. He has been working in Zambia in Maamba Collieries for the last three and a half years.

PART 2: BUDGETING AND SPENDING What is your total budget for 2014?

Less than $25 Million $25 - $50 Million $50 - $150 Million $150 - $300 Million More than $300 Million Power plant is under construction.Once power plant is Other commissioned then only budgets will be known

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 10 Investments to maintain/run existing systems and processes 40 Investments to support business innovation 40 Investments to support business growth 10 100%

PART 3: INVESTMENT PRIORITIES

Priority within 12 Priority beyond mths 12 mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) Asset Management 5 5 Automation 5 5 Communications (WIMAX, VSAT, Asset Tracking) 5 5 Drilling Equipment and Maintenance Services 5 5 Equipment (Trucks/Crushers/Cranes/Conveyors etc.)

1 5 Exploration and Geophysical Services 5 5 Fly in Fly Out/Remote Site Services 5 5 Fuels and Lubrication 5 5 Gas Detection 5 5 HSE Services (Fire Suppression/Dust Suppression) 1 1 Electrical Infrastructure (Reliability)/Energy Efficiency 5 5 IT Solutions 5 5 Preventative Maintenance 5 5 Material Handling/Beneficiation 5 5 Equipment Operator Productivity Training 5 5 Mineral Processing Technologies 5 5 Mining Chemicals 5 5 Personal Protective Equipment 5 5 Physical Security 5 5 Power and Lighting 5 5 Talent Retention, Recruitment & High Level Staffing Services 5 5 Risk Management Consulting 5 5 Supply Chain Management 5 5 Training and Consultancy Services 5 5 Transport Logistics 5 5 Ventilation and Cooling Systems 5 5 Dewatering & Water/Waste Management 2 5 Fuel Related Downtime 5 5 Heavy Machinery Efficiency Monitoring 1 5 ERP 5 5 Most important focus areas (geographically) for your organisation in Africa right now: Logistics and procurement Top 3 projects/fields that are priority areas for investment over the next 24 to 48 months: HEMM Coal processing equipment de-watering pumps Please provide a brief description of any current projects ongoing or in commissioning phase (their focus/nature/duration/cost etc.): 300 MW Power plant 3 years from 2012 550m$ Which aspects of these projects would be of most benefit for you if included in a discussion onsite?

In coal processing, Filter press technology How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE Maamba Collieries Limited (MCL) is the largest coal mining company in Zambia. MCL adopts modern, eco-friendly mining and processing methods. To add substantial value to the mining operations, MCL is setting up initially a 300 MW mine-mouth, coal fired power plant at Maamba. This will cater to the growing demand for power and contribute to economic development of the nation.

NAME: Venkat Shankar EXECUTIVE TITLE: CEO COMPANY NAME: Maamba Collieries

Venkat joined Maamba Collieries Ltd, Zambia, recently as chief executive officer. This is his first appointment in Zambia, though he has had an earlier assignment in a diplomatic capacity in South Africa from 2000 to 2003. His past work experience includes several senior management and leadership positions in the Defence and Energy sectors of Government of India. His last two assignments prior to joining Maamba Collieries.

PART 2: BUDGETING AND SPENDING What is your total budget for 2014?

Less than $25 Million $25 - $50 Million $50 - $150 Million $150 - $300 Million More than $300 Million X Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 10 Investments to maintain/run existing systems and processes 50 Investments to support business innovation 10 Investments to support business growth 30 100%

PART 3: INVESTMENT PRIORITIES

Priority within 12 Priority beyond mths 12 mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) Asset Management 5 5 Automation 5 5 Communications (WIMAX, VSAT, Asset Tracking) 5 5 Drilling Equipment and Maintenance Services 5 5 Equipment (Trucks/Crushers/Cranes/Conveyors etc.)

5 1 Exploration and Geophysical Services 5 5 Fly in Fly Out/Remote Site Services 5 5 Fuels and Lubrication 5 5 Gas Detection 5 5 HSE Services (Fire Suppression/Dust Suppression) 1 5 Electrical Infrastructure (Reliability)/Energy Efficiency 5 5 IT Solutions 1 5 Preventative Maintenance 5 5 Material Handling/Beneficiation 5 5 Equipment Operator Productivity Training 5 1 Mineral Processing Technologies 5 5 Mining Chemicals 5 5 Personal Protective Equipment 5 1 Physical Security 1 5 Power and Lighting 1 5 Talent Retention, Recruitment & High Level Staffing Services 1 5 Risk Management Consulting 5 5 Supply Chain Management 5 5 Training and Consultancy Services 5 1 Transport Logistics 5 5 Ventilation and Cooling Systems 5 5 Dewatering & Water/Waste Management 5 5 Fuel Related Downtime 5 5 Heavy Machinery Efficiency Monitoring 5 5 ERP 5 1 Most important focus areas (geographically) for your organisation in Africa right now: procurement Top 3 projects/fields that are priority areas for investment over the next 24 to 48 months: power plant Coal Handling and procesing plant Mining Please provide a brief description of any current projects ongoing or in commissioning phase (their focus/nature/duration/cost etc.): 300MW coal fired power plant complted 80% of construction Which aspects of these projects would be of most benefit for you if included in a discussion onsite?

Roadway dust suppression How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE Namdeb Diamond Corporation is a 50:50 partnership between the Government of the Republic of Namibia and De Beers Centenary AG. It produces gem-quality diamonds from world-class alluvial diamond deposits along the lower Orange River and the Southern Namibian coastline. Operations are centered around the towns of Oranjemund and Luderitz and covers nine different mining licenses on land and in the sea. Namdeb is a major contributor to the Namibian economy, and provides direct and indirect employment to many Namibians. It uses innovative methods and systems to further develop its mineral resources and to find economic means to exploit this unique deposit.

NAME: Paul Lombard EXECUTIVE TITLE: Lead: Strategic Projects COMPANY NAME: Namdeb Diamond Corporation

Paul is responsible for portfolio management, development and execution of Namdeb’s strategic projects. The portfolio includes multi-disciplinary, stay in business and life of mine expansion projects for both the onshore and offshore portfolio. He has 15 years of experience in diamond mining; focus areas of finance, strategic business planning, portfolio management and the development and execution of strategic projects.

PART 2: BUDGETING AND SPENDING What is your total budget for 2014?

Less than $25 Million $25 - $50 Million $50 - $150 Million $150 - $300 Million X More than $300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 10 Investments to maintain/run existing systems and processes 60 Investments to support business innovation 10 Investments to support business growth 20 100%

PART 3: INVESTMENT PRIORITIES

Priority within 12 Priority beyond mths 12 mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) Asset Management 1 2 Automation 2 2 Communications (WIMAX, VSAT, Asset Tracking) 2 2 Drilling Equipment and Maintenance Services 2 2 Equipment (Trucks/Crushers/Cranes/Conveyors etc.)

2 2 Exploration and Geophysical Services 2 2 Fly in Fly Out/Remote Site Services 4 4 Fuels and Lubrication 3 3 Gas Detection 5 5 HSE Services (Fire Suppression/Dust Suppression) 3 3 Electrical Infrastructure (Reliability)/Energy Efficiency 2 2 IT Solutions 2 2 Preventative Maintenance 2 2 Material Handling/Beneficiation 2 2 Equipment Operator Productivity Training 1 1 Mineral Processing Technologies 2 2 Mining Chemicals 3 3 Personal Protective Equipment 3 3 Physical Security 5 5 Power and Lighting 3 3 Talent Retention, Recruitment & High Level Staffing Services 2 2 Risk Management Consulting 3 3 Supply Chain Management 3 3 Training and Consultancy Services 2 2 Transport Logistics 2 2 Ventilation and Cooling Systems 5 5 Dewatering & Water/Waste Management 2 2 Fuel Related Downtime 4 4 Heavy Machinery Efficiency Monitoring 1 1 ERP 3 3 Most important focus areas (geographically) for your organisation in Africa right now: Productivity Labour relations Innovations Stakeholder engagement in Africa Top 3 projects/fields that are priority areas for investment over the next 24 to 48 months: Marine Exploration Social needs Mining Innovation Asset Optimization Please provide a brief description of any current projects ongoing or in commissioning phase (their focus/nature/duration/cost etc.): Life of Mine extension low grade diamond mining Asset optimization Which aspects of these projects would be of most benefit for you if included in a discussion onsite?

Skills availability Leadership requirements strategy How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE Listed on the Australian Securities Exchange (NKP), NKWE Platinum Limited is an emerging exploration and development company with world-class assets in the Bushveld Complex of South Africa. Nkwe Platinum’s project area covers a continuous strike length of more than 30km in an established mining district with well-developed infrastructure. Current mineral resources total 60Moz of Platinum Group Metals (including Gold), with some areas still unexplored. Nkwe Platinum has finalised a Definitive Feasibility Study on the Garatau Project Area. The Garatau Mine will be a 3.6Mtpa underground operation, mining the Merensky Reef in a fully mechanised manner. Following a major investment by the Zijin Mining Group, construction of this major new mine is scheduled to commence in 2015.

NAME: André van der Merwe EXECUTIVE TITLE: Operations Manager COMPANY NAME: Nkwe Platinum

André started his career in 1987 with JCI Ltd as an exploration geophysicist. He gained experience of mining as a mine geologist and rock engineer. The late 90s saw him spreading his wings, gaining experience geographically and at executive level (exploration manager & director of JCI (Tanzania) Ltd). In 1999 André started up a local branch of a boutique Australian consultancy (Resource Service Group) which taught some hard lessons on cash-flow management. This initiative blossomed and was eventually taken over by the Coffey group. He next joined SRK Consulting, where he became a Partner. The exceptional quality of the assets lured him to Nkwe Platinum in 2007, where he took on the role of operations manager. Here he planned, budgeted and managed a very large exploration project from first drillhole through feasibility stage and has already initiated the next stage: construction of a world-class mine.

PART 2: BUDGETING AND SPENDING What is your total budget for 2014?

Less than $25 Million X $25 - $50 Million $50 - $150 Million $150 - $300 Million More than $300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 10 Investments to maintain/run existing systems and processes 5 Investments to support business innovation 35 Investments to support business growth 50 100%

PART 3: INVESTMENT PRIORITIES

Priority within Priority beyond 12 mths 12 mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) Asset Management 5 5 Automation 5 4 Communications (WIMAX, VSAT, Asset Tracking) 5 4 Drilling Equipment and Maintenance Services 4 3 Equipment (Trucks/Crushers/Cranes/Conveyors etc.)

3 3 Exploration and Geophysical Services 5 5 Fly in Fly Out/Remote Site Services 5 5 Fuels and Lubrication 4 3 Gas Detection 5 3 HSE Services (Fire Suppression/Dust Suppression) 3 3 Electrical Infrastructure (Reliability)/Energy Efficiency 3 3 IT Solutions 3 3 Preventative Maintenance 3 3 Material Handling/Beneficiation 5 4 Equipment Operator Productivity Training 3 3 Mineral Processing Technologies 3 3 Mining Chemicals 3 3 Personal Protective Equipment 3 3 Physical Security 3 3 Power and Lighting 3 3 Talent Retention, Recruitment & High Level Staffing Services 4 3 Risk Management Consulting 4 4 Supply Chain Management 4 4 Training and Consultancy Services 3 3 Transport Logistics 3 3 Ventilation and Cooling Systems 3 2 Dewatering & Water/Waste Management 3 2 Fuel Related Downtime 5 4 Heavy Machinery Efficiency Monitoring 5 3 ERP 5 4 Most important focus areas (geographically) for your organisation in Africa right now: South Africa (Limpopo Province) Top 3 projects/fields that are priority areas for investment over the next 24 to 48 months: Only one: Garatau Mine Project Please provide a brief description of any current projects ongoing or in commissioning phase (their focus/nature/duration/cost etc.): Garatau Mine Project: in funding phase, detailed engineering to be completed during 2015, construction of large underground mine to start second half of 2015. Duration approximately 7 years, capital in region of $650million.

Which aspects of these projects would be of most benefit for you if included in a discussion onsite?

Efficiencies in mechanised mining design and equipment. Efficient procurement. Efficient relationship with EPCM contractors. Training operators for mechanised mining. Energy efficient designs.

How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE Randgold Resources is an African focused gold mining and exploration company with listings on the London Stock Exchange and Nasdaq. Major discoveries to date include the 7.5 million ounce Morila deposit in southern Mali, the seven million ounce Yalea deposit and the 5.5 million ounce Gounkoto deposit, both in western Mali, the four million ounce Tongon deposit in the Côte d’Ivoire and the three million ounce Massawa deposit in eastern Senegal. Randgold’s latest mine, Gounkoto, another deposit south of Loulo in Mali, delivered first ore to the Loulo plant in June 2011.

NAME: Thomas Frempong EXECUTIVE TITLE: Open Pit Mining Manager COMPANY NAME: Randgold Resources

Thomas joined Bogoso Gold Limited as a junior mining engineer in November 2001. From 2005 until 2010, he was with GSR Limited as mining engineer and senior production supervisor, before being promoted to mining superintendent. He joined Randgold Resources Limited in Mali as mining production superintendent in December 2010 and was promoted to mining manager a year later.

PART 2: BUDGETING AND SPENDING What is your total budget for 2014?

Less than $25 Million $25 - $50 Million $50 - $150 Million X $150 - $300 Million More than $300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 10 Investments to maintain/run existing systems and processes 60 Investments to support business innovation 10 Investments to support business growth 20 100%

PART 3: INVESTMENT PRIORITIES

Priority within Priority beyond 12 mths 12 mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) Asset Management 4 4 Automation 3 3 Communications (WIMAX, VSAT, Asset Tracking) 4 4 Drilling Equipment and Maintenance Services 1 1 Equipment (Trucks/Crushers/Cranes/Conveyors etc.)

1 1 Exploration and Geophysical Services 4 4 Fly in Fly Out/Remote Site Services 4 4 Fuels and Lubrication 1 1 Gas Detection 4 4 HSE Services (Fire Suppression/Dust Suppression) 1 1 Electrical Infrastructure (Reliability)/Energy Efficiency 1 1 IT Solutions 3 3 Preventative Maintenance 3 3 Material Handling/Beneficiation 3 3 Equipment Operator Productivity Training 2 2 Mineral Processing Technologies 4 4 Mining Chemicals 4 4 Personal Protective Equipment 3 3 Physical Security 3 3 Power and Lighting 4 4 Talent Retention, Recruitment & High Level Staffing Services 3 3 Risk Management Consulting 5 5 Supply Chain Management 3 3 Training and Consultancy Services 2 2 Transport Logistics 4 4 Ventilation and Cooling Systems 3 3 Dewatering & Water/Waste Management 2 2 Fuel Related Downtime 3 3 Heavy Machinery Efficiency Monitoring 2 2 ERP 4 4 Most important focus areas (geographically) for your organisation in Africa right now: East and Central Africa Top 3 projects/fields that are priority areas for investment over the next 24 to 48 months: Underground feasibility, Surface water manage and Dust suppression.

Please provide a brief description of any current projects ongoing or in commissioning phase (their focus/nature/duration/cost etc.): Surface water management in an open pit mine. This is an ongoing project. In order to avoid surface run off into the pit, we need to divert all run off water through a drain into a sediment pond and later discharge into the environment.

Which aspects of these projects would be of most benefit for you if included in a discussion onsite?

How to avoid seepage through geological structures into open pit operations.

How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE LL Namibia Phosphates is a subsidiary of Sakawe Mining Corporation (Samicor), which is also involved in the marine diamond exploration, mining and manufacturing as well as property development in Namibia. LL Namibia Phosphates is involved in marine phosphate exploration, mining and fertilizer production. The company is currently conducting a feasibility study to mine two billion ton reserves delineated in its licences with the aim to establish a fertilizer manufacturing complex in Luderitz, Namibia.

NAME: Kombadayedu Kapwanga EXECUTIVE TITLE: Director COMPANY NAME: Sakawe Mining Corporation

Kombadayedu joined Rio Tinto Zimbabwe in 1985 and in 1989 was transferred to Rio Tinto Namibia. He became the first director of mines of Namibia in 1990 responsible for formulating the mining legislation which is still in force in Namibia. In 1995 he joined Namibian Minerals Corporation which changed to Sakawe Mining Corporation (Samicor) in 2003. Apart from marine diamonds, Samicor is also currently involved in marine phosphate exploration, mining and fertilizer manufacturing through LL Namibia Phosphates. He is a director of the Diamond Board of Namibia. He is vice president of the Chamber of Mines of Namibia.

PART 2: BUDGETING AND SPENDING What is your total budget for 2014?

Less than $25 Million $25 - $50 Million X $50 - $150 Million $150 - $300 Million More than $300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 2 Investments to maintain/run existing systems and processes 10 Investments to support business innovation 80 Investments to support business growth 8 100%

PART 3: INVESTMENT PRIORITIES

Priority within 12 Priority beyond mths 12 mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) Asset Management 4 4 Automation 3 3 Communications (WIMAX, VSAT, Asset Tracking) 4 4 Drilling Equipment and Maintenance Services 2 2 Equipment (Trucks/Crushers/Cranes/Conveyors etc.)

1 1 Exploration and Geophysical Services 1 1 Fly in Fly Out/Remote Site Services 4 4 Fuels and Lubrication 3 3 Gas Detection 3 3 HSE Services (Fire Suppression/Dust Suppression) 3 3 Electrical Infrastructure (Reliability)/Energy Efficiency 1 1 IT Solutions 3 3 Preventative Maintenance 3 3 Material Handling/Beneficiation 1 1 Equipment Operator Productivity Training 3 3 Mineral Processing Technologies 1 1 Mining Chemicals 3 3 Personal Protective Equipment 3 3 Physical Security 3 3 Power and Lighting 3 3 Talent Retention, Recruitment & High Level Staffing Services 3 3 Risk Management Consulting 3 3 Supply Chain Management 3 3 Training and Consultancy Services 3 3 Transport Logistics 3 3 Ventilation and Cooling Systems 3 3 Dewatering & Water/Waste Management 3 3 Fuel Related Downtime 3 3 Heavy Machinery Efficiency Monitoring 3 3 ERP 3 3 Most important focus areas (geographically) for your organisation in Africa right now: Namibia Top 3 projects/fields that are priority areas for investment over the next 24 to 48 months: Marine phosphate mining Phosphoric acid production Construction Please provide a brief description of any current projects ongoing or in commissioning phase (their focus/nature/duration/cost etc.): How is your 2014 budget allocated across these business strategy categories?

Which aspects of these projects would be of most benefit for you if included in a discussion onsite?

PART 1: REGISTRATION PROFILE Sirocco was formed in 1997 and has conducted strategy work for a widely diverse range of companies operating in an equally diverse range of industry sectors. The focus is on implementation and the importance of leadership and teamwork to make strategy work.

NAME: Tony Frost EXECUTIVE TITLE: CEO COMPANY NAME: Sirocco Strategic Management

Tony has operated at board-level in marketing and HR; and CEO level for all of the last three decades. He writes extensively and consults globally. He has been invited to speak all over the world on leadership and strategy topics.

PART 2: BUDGETING AND SPENDING What is your total budget for 2014?

Less than $25 Million X $25 - $50 Million $50 - $150 Million $150 - $300 Million More than $300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 20 Investments to maintain/run existing systems and processes 30 Investments to support business innovation 25 Investments to support business growth 25 100%

PART 3: INVESTMENT PRIORITIES

Priority within 12 Priority beyond mths 12 mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) Asset Management 3 3 Automation 3 3 Communications (WIMAX, VSAT, Asset Tracking) 2 2 Drilling Equipment and Maintenance Services 3 3 Equipment (Trucks/Crushers/Cranes/Conveyors etc.)

3 3 Exploration and Geophysical Services 3 3 Fly in Fly Out/Remote Site Services 2 2 Fuels and Lubrication 3 3 Gas Detection 4 4 HSE Services (Fire Suppression/Dust Suppression) 3 3 Electrical Infrastructure (Reliability)/Energy Efficiency 4 4 IT Solutions 3 3 Preventative Maintenance 3 3 Material Handling/Beneficiation 4 4 Equipment Operator Productivity Training 3 3 Mineral Processing Technologies 4 4 Mining Chemicals 4 4 Personal Protective Equipment 3 3 Physical Security 3 3 Power and Lighting 4 4 Talent Retention, Recruitment & High Level Staffing Services 2 2 Risk Management Consulting 2 2 Supply Chain Management 4 4 Training and Consultancy Services 2 2 Transport Logistics 4 4 Ventilation and Cooling Systems 4 4 Dewatering & Water/Waste Management 4 4 Fuel Related Downtime 4 4 Heavy Machinery Efficiency Monitoring 4 4 ERP 4 4 Most important focus areas (geographically) for your organisation in Africa right now: south africa Top 3 projects/fields that are priority areas for investment over the next 24 to 48 months: consulting Please provide a brief description of any current projects ongoing or in commissioning phase (their focus/nature/duration/cost etc.): orgainsational strategy Which aspects of these projects would be of most benefit for you if included in a discussion onsite? making strategy work and the role of leadership How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE

NAME: Ami Mpungwe EXECUTIVE TITLE: Chairman COMPANY NAME: TanzaniteOne Mining

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014?

Less than $25 Million X $25 - $50 Million $50 - $150 Million $150 - $300 Million More than $300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 15 Investments to maintain/run existing systems and processes 20 Investments to support business innovation 15 Investments to support business growth 50 100%

PART 3: INVESTMENT PRIORITIES

Priority within 12 Priority beyond mths 12 mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) Asset Management 2 1 Automation 2 1 Communications (WIMAX, VSAT, Asset Tracking) 2 2 Drilling Equipment and Maintenance Services 3 3 Equipment (Trucks/Crushers/Cranes/Conveyors etc.)

3 3 Exploration and Geophysical Services 3 3 Fly in Fly Out/Remote Site Services 4 4 Fuels and Lubrication 2 2 Gas Detection 2 1 HSE Services (Fire Suppression/Dust Suppression) 1 1 Electrical Infrastructure (Reliability)/Energy Efficiency 2 1 IT Solutions 2 1 Preventative Maintenance 2 1 Material Handling/Beneficiation 3 3 Equipment Operator Productivity Training 2 1 Mineral Processing Technologies 2 1 Mining Chemicals 3 3 Personal Protective Equipment 1 1 Physical Security 1 1 Power and Lighting 1 1 Talent Retention, Recruitment & High Level Staffing Services 2 1 Risk Management Consulting 2 2 Supply Chain Management 2 1 Training and Consultancy Services 2 1 Transport Logistics 3 3 Ventilation and Cooling Systems 2 1 Dewatering & Water/Waste Management 2 1 Fuel Related Downtime 3 3 Heavy Machinery Efficiency Monitoring 3 3 ERP 3 3 Most important focus areas (geographically) for your organisation in Africa right now: EAST AFRICA Top 3 projects/fields that are priority areas for investment over the next 24 to 48 months: TANZANITE TSAVORITE SURPHIRE Please provide a brief description of any current projects ongoing or in commissioning phase (their focus/nature/duration/cost etc.): NONE Which aspects of these projects would be of most benefit for you if included in a discussion onsite?

N/A How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE Vale, the world's mining pioneering company, transforms natural resources into prosperity and sustainable development. With the headquarters in Brazil and present in 30 countries, Vale won an international tender to carry out geological researches in the coalfield region of Moatize, in 2004. In the following years, Vale signed a concession contract (2007), which allowed the beginning of the implantation of the industrial complex of Moatize (2008), mining operations (2010) and, in 2011, Vale started with the coal transportation and shipment. The coal produced in Mozambique is metallurgical, used for steel production together with the iron ore, and the thermal coal, used for electricity production in thermal power stations. Vale employees both hired and outsourced employees in Mozambique. Currently, the company concentrates operations at the Moatize Coal Mine, in an integrated logistics system that will allow coal production exportation from Moatize to the Port of Nacala-a-Velha. Together with employees, clients, partners and surrounding communities, Vale is engaged to contribute for a better future to our planet, through a strong commitment with social and environmental responsibility in our operations.

NAME: Luke Mahoney EXECUTIVE TITLE: GM Resources Development COMPANY NAME: Vale Mozambique

Recently appointed general manager of resources development and long term planning at Vale Mozambique, Luke has 15 years within the mining industry. His previous experience was within the Australia mining industry in which he held numerous technical, operational and financial positions, predominately with BHP Billiton.

PART 2: BUDGETING AND SPENDING What is your total budget for 2014?

Less than $25 Million $25 - $50 Million $50 - $150 Million $150 - $300 Million More than $300 Million X Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 10 Investments to maintain/run existing systems and processes 40 Investments to support business innovation 10 Investments to support business growth 40 100%

PART 3: INVESTMENT PRIORITIES

Priority within 12 Priority beyond mths 12 mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) Asset Management 2 2 Automation 4 4 Communications (WIMAX, VSAT, Asset Tracking) 4 2 Drilling Equipment and Maintenance Services 1 2 Equipment (Trucks/Crushers/Cranes/Conveyors etc.)

1 2 Exploration and Geophysical Services 2 2 Fly in Fly Out/Remote Site Services 4 4 Fuels and Lubrication 4 4 Gas Detection 3 3 HSE Services (Fire Suppression/Dust Suppression) 2 2 Electrical Infrastructure (Reliability)/Energy Efficiency 3 2 IT Solutions 5 4 Preventative Maintenance 2 3 Material Handling/Beneficiation 2 2 Equipment Operator Productivity Training 2 1 Mineral Processing Technologies 1 1 Mining Chemicals 3 3 Personal Protective Equipment 3 4 Physical Security 2 2 Power and Lighting 3 2 Talent Retention, Recruitment & High Level Staffing Services 2 2 Risk Management Consulting 3 2 Supply Chain Management 2 3 Training and Consultancy Services 4 3 Transport Logistics 2 3 Ventilation and Cooling Systems 5 5 Dewatering & Water/Waste Management 2 2 Fuel Related Downtime 4 3 Heavy Machinery Efficiency Monitoring 3 2 ERP 3 3 Most important focus areas (geographically) for your organisation in Africa right now: How is your 2014 budget allocated across these business strategy categories?

Top 3 projects/fields that are priority areas for investment over the next 24 to 48 months:

Please provide a brief description of any current projects ongoing or in commissioning phase (their focus/nature/duration/cost etc.):

Which aspects of these projects would be of most benefit for you if included in a discussion onsite?

PART 1: REGISTRATION PROFILE Village is a South African-based, mining and resources investment company, with its ordinary shares listed for trading on the main board of the JSE under the share code VIL. The Company’s assets comprise Tau Lekoa Mine, the South Gold Plant, Lesego Platinum, Cons Murch Mine and Buffels Gold Mine. The Company’s strategy is to finance, invest in and develop self-sustaining, socially-responsible mining entities.

This is achieved by identifying and acquiring assets that represent value, unlocking opportunities in a way which realises their potential value.

NAME: Dalu Ncube EXECUTIVE TITLE: MD - Antimony Division COMPANY NAME: Village Main Reef

Dalu is a mining engineer by background and is currently managing director of Village Main Reef's antimony division. He started his career in the South African gold mining industry and held technical and operational management positions at various operations within Harmony Gold. In 2008 Dalu joined To The Point Growth Specialists as a technical analyst was later involved in leading the due diligence and turn-around plan at Cons Murch Mine. He was appointed to the Village Main Reef board in July 2008 as a nonexecutive director and later as an operations director/COO in May 2010 responsible for the Company's three mines and strategic projects. He is an associate of the South African Institute of Mining and Metallurgy (SAIMM) and the Association of Mine Managers of South Africa (AMMSA).

PART 2: BUDGETING AND SPENDING What is your total budget for 2014?

Less than $25 Million X $25 - $50 Million $50 - $150 Million $150 - $300 Million More than $300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 50 Investments to maintain/run existing systems and processes 20 Investments to support business innovation 10 Investments to support business growth 20 100%

PART 3: INVESTMENT PRIORITIES

Priority within 12 Priority beyond mths 12 mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) Asset Management 3 2 Automation 3 1 Communications (WIMAX, VSAT, Asset Tracking) 3 3 Drilling Equipment and Maintenance Services 2 2 Equipment (Trucks/Crushers/Cranes/Conveyors etc.)

1 1 Exploration and Geophysical Services 2 1 Fly in Fly Out/Remote Site Services 4 3 Fuels and Lubrication 1 1 Gas Detection 1 1 HSE Services (Fire Suppression/Dust Suppression) 1 1 Electrical Infrastructure (Reliability)/Energy Efficiency 1 1 IT Solutions 3 2 Preventative Maintenance 2 1 Material Handling/Beneficiation 2 1 Equipment Operator Productivity Training 2 1 Mineral Processing Technologies 2 1 Mining Chemicals 2 2 Personal Protective Equipment 1 1 Physical Security 1 1 Power and Lighting 2 1 Talent Retention, Recruitment & High Level Staffing Services 1 1 Risk Management Consulting 3 3 Supply Chain Management 3 3 Training and Consultancy Services 3 3 Transport Logistics 2 2 Ventilation and Cooling Systems 2 1 Dewatering & Water/Waste Management 3 3 Fuel Related Downtime 3 3 Heavy Machinery Efficiency Monitoring 2 2 ERP 3 2 Most important focus areas (geographically) for your organisation in Africa right now: South Africa Top 3 projects/fields that are priority areas for investment over the next 24 to 48 months: Lesego Platinum Gravellote Project Tau Lekoa Exploration Drilling Project Please provide a brief description of any current projects ongoing or in commissioning phase (their focus/nature/duration/cost etc.): Lesego Platinum Project - Bankable Feasility Study Which aspects of these projects would be of most benefit for you if included in a discussion onsite?

Funding options How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE Wesizwe Platinum is a public company incorporated in the Republic of South Africa with its shares listed on the Johannesburg Stock Exchange (JSE). Its intention is to participate in platinum group metals (PGM) mining in South Africa as the launchpad for developing into a significant multicommodity mining company that sets new benchmarks for sustainable mining practices. Wesizwe's flagship project is the development of a new underground mine to access one of the last remaining sizeable and viable Merensky and UG2 PGM ore bodies. The Bakubung Platinum Mine site is located on the Western Limb of the Bushveld Complex, close to the town of Rustenburg in the North West Province of South Africa.

Wesizwe also has a 17.0985% interest in neighbouring Projects 1 and 3 of Maseve Investments 11 (Pty) Limited (Maseve), held through a subsidiary company, African Wide Mineral Prospecting and Exploration (Pty) Limited. Maseve is operated by Platinum Group Metals Limited (PTM) Canada.

NAME: Paul Smith EXECUTIVE TITLE: COO COMPANY NAME: Wesizwe Platinum

Paul joined Wesizwe Platinum as its new chief operating officer in January 2013. He was previously an independent consultant to various mining companies globally. Between 2007 and 2010, he held the post of director new business for Aquarius Platinum, prior to which he was the chief executive officer for TWP Finance. Paul has a strong background in resources corporate finance and project development, and previously held senior positions at Absa Bank, African Merchant Bank and BOE Nat West Securities.

PART 2: BUDGETING AND SPENDING What is your total budget for 2014?

Less than $25 Million $25 - $50 Million $50 - $150 Million X $150 - $300 Million More than $300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 10 Investments to maintain/run existing systems and processes 10 Investments to support business innovation 10 Investments to support business growth 70 100%

PART 3: INVESTMENT PRIORITIES

Priority within 12 Priority beyond mths 12 mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) Asset Management 3 3 Automation 3 2 Communications (WIMAX, VSAT, Asset Tracking) 5 5 Drilling Equipment and Maintenance Services 3 3 Equipment (Trucks/Crushers/Cranes/Conveyors etc.)

2 2 Exploration and Geophysical Services 4 4 Fly in Fly Out/Remote Site Services 5 5 Fuels and Lubrication 3 2 Gas Detection 4 4 HSE Services (Fire Suppression/Dust Suppression) 3 3 Electrical Infrastructure (Reliability)/Energy Efficiency 3 3 IT Solutions 4 3 Preventative Maintenance 3 2 Material Handling/Beneficiation 4 4 Equipment Operator Productivity Training 3 3 Mineral Processing Technologies 4 4 Mining Chemicals 3 3 Personal Protective Equipment 3 3 Physical Security 3 2 Power and Lighting 4 4 Talent Retention, Recruitment & High Level Staffing Services 3 3 Risk Management Consulting 3 3 Supply Chain Management 3 2 Training and Consultancy Services 4 4 Transport Logistics 4 4 Ventilation and Cooling Systems 1 2 Dewatering & Water/Waste Management 3 3 Fuel Related Downtime 3 3 Heavy Machinery Efficiency Monitoring 3 3 ERP 2 2 Most important focus areas (geographically) for your organisation in Africa right now: South Africa - Platinum Top 3 projects/fields that are priority areas for investment over the next 24 to 48 months: Bakubung Platinum mine Please provide a brief description of any current projects ongoing or in commissioning phase (their focus/nature/duration/cost etc.): Bakubung Platinum Mine under construction $1.5Bn project Which aspects of these projects would be of most benefit for you if included in a discussion onsite?

How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE Zimplats is the biggest mining company in Zimbabwe with operations in Ngezi and Selous along the Great Dyke, 130 kms south west of Harare.

Zimplats is a highly efficient operation that prides itself in cost and safety leadership in the industry. It is also actively involved in community projects in areas surrounding its operations.

NAME: Muchadeyi Masunda EXECUTIVE TITLE: Acting Chairman COMPANY NAME: Zimplats Holdings

Muchadeyi has been in his current role since March 2010. He has also been the acting chairman of Zimplats Holdings Limited since June 2012. He has a strong background as an attorney and international arbitrator and serves on the panel of the International Court of Arbitration for Sport in Lausanne, Switzerland. He is also the chairman of several Zimbabwean companies and organisations.

PART 2: BUDGETING AND SPENDING What is your total budget for 2014?

Less than $25 Million $25 - $50 Million $50 - $150 Million $150 - $300 Million More than $300 Million X Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 10 Investments to maintain/run existing systems and processes 10 Investments to support business innovation 30 Investments to support business growth 50 100%

PART 3: INVESTMENT PRIORITIES

Priority within 12 Priority beyond mths 12 mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) Asset Management 3 3 Automation 2 2 Communications (WIMAX, VSAT, Asset Tracking) 3 3 Drilling Equipment and Maintenance Services 2 2 Equipment (Trucks/Crushers/Cranes/Conveyors etc.)

2 2 Exploration and Geophysical Services 3 3 Fly in Fly Out/Remote Site Services 4 4 Fuels and Lubrication 3 3 Gas Detection 4 4 HSE Services (Fire Suppression/Dust Suppression) 3 3 Electrical Infrastructure (Reliability)/Energy Efficiency 3 3 IT Solutions 3 3 Preventative Maintenance 3 3 Material Handling/Beneficiation 2 2 Equipment Operator Productivity Training 3 3 Mineral Processing Technologies 3 3 Mining Chemicals 3 3 Personal Protective Equipment 3 3 Physical Security 3 3 Power and Lighting 3 3 Talent Retention, Recruitment & High Level Staffing Services 3 3 Risk Management Consulting 3 3 Supply Chain Management 3 3 Training and Consultancy Services 3 3 Transport Logistics 3 3 Ventilation and Cooling Systems 3 3 Dewatering & Water/Waste Management 3 3 Fuel Related Downtime 3 3 Heavy Machinery Efficiency Monitoring 3 3 ERP 3 3 Most important focus areas (geographically) for your organisation in Africa right now: Zimbabwe Top 3 projects/fields that are priority areas for investment over the next 24 to 48 months: Exploration Mining Processing Please provide a brief description of any current projects ongoing or in commissioning phase (their focus/nature/duration/cost etc.): Increase the number of portals with a view to producing over 300 000 platinum ounces per annum Which aspects of these projects would be of most benefit for you if included in a discussion onsite?

There is really no need for an on-site discussion as our operations have been up and running in a phased programme since 2001 How is your 2014 budget allocated across these business strategy categories?