NewmontInvestorDay2009_update

Newmont Mining Corporation
2009 Investor Day
March 18, 2009, New York, NY

Agenda

I. Welcome & Introductions
II. Strategic Overview
III. Operational Planning & Execution
IV. Project Planning & Execution
V. Closing Remarks / Q&A

03/18/09 Newmont Mining Corporation 2009 Investor Day 2

Today’s Presenters

Richard O’Brien - President and Chief Executive Officer

Russell Ball - Executive Vice President and Chief Financial Officer

Randy Engel - Executive Vice President, Strategic Development

Brian Hill - Executive Vice President, Operations

Guy Lansdown - Executive Vice President, Development

Alan Blank - Executive Vice President, Legal and External Affairs


Cautionary Statement
This news release contains “forward-looking statements” within the meaning of Section 27A of the
Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as
amended, that are intended to be covered by the safe harbor created by such sections and other
applicable laws. Words such as “expect(s)”, “feel(s)”, “believe(s)”, “will”, “may”, “anticipate(s)”,
“estimate(s)”, “should”, “intend(s)” and similar expressions are intended to identify forward-looking
statements. Such forward-looking statements include, without limitation, (i) estimates of future mineral
production and sales; (ii) estimates of future costs applicable to sales, other expenses and taxes, for
specific operations and on a consolidated basis; (iii) estimates of future capital expenditures,
construction, production or closure activities; (iv) statements regarding future exploration expenditures
and results and future reserves and mineralized material; (v) statements regarding fluctuations in
capital and currency markets; (vi) statements regarding potential cost savings, productivity, operating
performance, and cost structure; (vii) expectations regarding the completion and timing of the
Boddington acquisition and other transactions; and (viii) expectations regarding the start-up time,
design, mine life, production and costs applicable to sales and exploration potential of the Boddington
project and other projects. Where the Company expresses or implies an expectation or belief as to
future events or results, such expectation or belief is expressed in good faith and believed to have a
reasonable basis. However, forward-looking statements are subject to risks, uncertainties and other
factors, which could cause actual results to differ materially from future results expressed, projected or
implied by such forward-looking statements. Such risks include, but are not limited to, gold and other
metals price volatility, currency fluctuations, increased production costs and variances in ore grade or
recovery rates from those assumed in mining plans, political and operational risks in the countries in
which we operate, and governmental regulation and judicial outcomes. For a more detailed discussion
of such risks and other factors, see the Company’s 2008 Annual Report on Form 10-K, filed on
February 19, 2009, with the Securities and Exchange Commission, as well as the Company’s other
SEC filings. The Company does not undertake any obligation to release publicly revisions to any
“forward-looking statement,” to reflect events or circumstances after the date of this news release, or
to reflect the occurrence of unanticipated events, except as may be required under applicable
securities laws.


Key Messages in Today’s Presentation:
“Passionately Pursuing Excellence”

• Our focus on executing against our operational and project
plans will continue to deliver reliable results

• Our disciplined approach to evaluation of internal and external
investment opportunities will yield long-term improved returns on
invested capital

• Strategic alignment across Newmont’s portfolio will facilitate
business and operating efficiencies and improved cash flow
generation


Strategic Focus –
“Re-Establishing Credibility”

1
“Plan & Execute”

2
“Refine & Confirm Strategic Direction”

3 “Create Operating &
Business Efficiencies”

“Gain Global Alignment
4
& Regional Ownership”

ongoing
Summer 2007 Spring 2009



Vision:
We will be the most valued and respected mining
company through industry leading performance

Mission:
We will build a sustainable mining business that
delivers top quartile shareholder returns while leading
in safety, environmental stewardship and social
responsibility


Safety is First in Everything We Do

• 12% decrease in Total Reportable Accident Frequency Rate in 2008

• >35 million exposure hours at Batu Hijau without a lost time accident
(over 1.5 years)
Injury Frequency Rates – 5 year Trend Industry Comparison – Total Injury Rates
1.48
0.35 1.60 12
1.40 9.90
0.30 1.21 10
1.20
0.25
8
0.92 7.00
1.00
0.20 0.84
0.20
5.30 5.40 5.60
0.74 6
0.80
0.16
0.15
0.60 4
0.11 3.10
0.10 0.10 2.60
0.10
0.40 1.70
2
0.40 0.74
0.05 0.20
0
0.00
0.00

R ring

ra ng
g
ew ts
O on t

uf i on

rt
re as

Lo g

g
in

po
on gin
in
ec

2004 2005 2006 2007 2008
/G

i
in

A i n ch
an uct
m

in

tu

ns
oj

g
M

M

ac
Pr

r
il

a
st
N

rT
as

O
/G

C
LTAFR TRAFR
d

M
ol
G
il

Source: Data extracted from U.S. Bureau of Labor Statistics
O


We Will Deliver on Our Plans in a Safe and
Environmentally and Socially Responsible Manner

• Independent Community Relationships Review completed
– Implementation underway

• Corporate Social Responsibility leadership
– 2nd consecutive year listed on DJSI World
– Received multiple national awards
• San Jose Reservoir – Peru
• Green PROPER Rating – Indonesia
• Excellence in Mine Reclamation – Nevada

• Other Key Initiatives
– International Cyanide Management Code certification at all sites by
end of 2009
– ISO 14001 certification at all sites by end of 2010


Corporate Scorecard – 3 to 5 Year Horizon
“What Does Success Look Like”

Deliver sustainable operating and project performance
Operating costs consistently in lower half of the industry cost curve
Build a more robust project pipeline
Lengthen reserve life
Deliver top-quartile investor returns
Improve Free Cash Flow generating capacity and returns on invested
capital


Corporate Scorecard – 2009
“Delivering on Our Commitments”

Continued focus on operating and project performance; Met original
2008 gold operating outlook
Demonstrated leadership in safety, environmental stewardship and
social responsibility
Improved production profile at competitive costs applicable to sales with
Boddington acquisition
Strengthened balance sheet with $1.7 B in additional liquidity
Deliver 2009 operating performance in-line with expectations
Complete Boddington project in line with expectations
Clarify Batu Hijau divestiture path forward
Optimize and evaluate project pipeline against external opportunities
Create operating and business efficiencies across “One Newmont”


Newmont –
Strategic Alignment Across Our Global Portfolio

Building an Industry-Leading Sustainable Mining Business

Strategic Foundations 2009 Strategic Objectives

People Development Retain, develop and attract employees

Operational Planning and
Industry Leading Performance

Execution Deliver on our plans in a safe and
environmentally and socially responsible
manner
Project Planning and
Execution

Leverage Global Create operating and business efficiencies
Expertise

Reserve and Production
Growth
Think and invest strategically
Financial Strength and
Flexibility

Evaluating Investment Opportunities -
Strategic Fit vs. Enterprise Risk
Corporate Development
10% of
NEM Cash Flow
1,900
1,800
1,700
Nevada
1,600
1,500
NAV’s ($ million)

1,400
1,300
1,200

Strategic Fit Score vs. Enterprise Risk Score
1,100
Yanacocha Australian
1,000
Gold
900
Batu Hijau
800
10% of
700 NEM NAV
Royalties
600 Golden Grove Ghana
Ghana
4.0
500
Pajingo Tanami
400 Zarafshan
KCGM

Favourable
300
Balance Sheet & FCF Generation

Turkey
200
Yandal
100 Boddington
0
0 10 20 30 40 50 60 70 80 90 100 110 120 130 140 150 160 170 180 190

M&A
Kalgoorlie
Martha Golden Giant La Herradura

Projects Target #3

Strategic Fit Score
Project A
3.0
Exploration
Target #3 M&A
Target #1
Exploration
Target #2
2.0
Exploration
Target #1
Unfavourable

Project C
Exploration M&A
Target #2
Project B
1.0
4.0 3.0 2.0 1.0

Enterprise Risk Score Favourable
Unfavourable


Rating & Ranking Investment Opportunities
Measuring Value (Strategic Fit Categories)
Growth
Potential
Financial Impact
Financial
Exploration Upside
Strength

Diversification

Free Cash Flow

Production Strategic Fit Score vs. Enterprise Risk Score

4.0

Favourable
M&A
Target #3

Strategic Fit Score
Margin Project A
3.0
Exploration
Target #3 M&A
Target #1

Asset Quality Exploration
Target #2
2.0
Exploration
Target #1

Unfavourable
Project C
M&A
Target #2
Project B
1.0
4.0 3.0 2.0 1.0

Unfavourable


Rating & Ranking Investment Opportunities
Measuring Risk (Enterprise Risk Categories)
Financial Risks
Technical Risks
Liquidity Compliance
Debt Gearing
Energy Availability
Water Access
Commodity and Forex
Exposures

Land Access
Execution
Safety
ESR
Risk
Ability to
Risks Reclaim

Access to Skilled Labor
Stakeholder Relations

Strategic Fit Score vs. Enterprise Risk Score
Geo-Political Risk
Reserve 4.0

Favourable
Replacement M&A

Reserve Target #3

Strategic Fit Score
Project A
3.0
Exploration

Replacement
Target #3 M&A
Target #1
Exploration

Geo-Political
Target #2
2.0
Exploration

Risk Target #1

Unfavourable
Project C
M&A

Risk
Target #2
Project B
1.0
4.0 3.0 2.0 1.0

Unfavourable


Reorganized to Focus on Innovation and
Drive Growth

Business Business
Generative
Opportunity
Opportunity Operations
Exploration Delivery
Creation

Mineral Potentially Non-Resource
Reserves
Inventory Economic Mineralization
Mineralization

isitions
s & Acqu Gate 5
Merger Gate 4
Gate 3
Gate 2
Gate 1
Order of
Magnitude
Target
Gate
ID Gate

Business Services and Solutions


Newmont – Globally Aligned,
Regionally Owned and Locally Operated
Nevada Power Plant

Boddington,
Australia

Yanacocha Gold Mill, Peru


Newmont – Globally Aligned,
Nevada Warehouse

Community Partnerships in Ghana

San Jose Reservoir, Peru


Newmont –
2009 Equity Gold Sales Outlook

Boddington and Batu Hijau offset declines in Nevada
5,800
~50 ~(10) ~(10) ~(325)
5,700 ~100
Equity Gold Sales (Kozs)

5,600 ~365
5,200 - 5,500
5,500

Other Operations
5,400

Yanacocha
5,300

Ahafo
Batu Hijau

5,184
5,200

Nevada
Australia/NZ

5,100

5,000

4,900

4,800
2008 2009


Newmont –
2009 Costs Applicable to Sales Outlook

Improved CAS anticipated in 2009
$490
Costs Applicable to Sales ($/oz)

~$5 ~($15)
~$25
$470
~($15)
$450
$440 ~($20) $400 - $440

$430

Yanacocha
Ahafo
$410

Batu Hijau
Nevada

Australia/NZ
$390

$370

$350
2008 2009


Newmont –
2009 Capital Expenditures Outlook

~20% decrease anticipated in 2009
$2,000
~($30)
$1,875
$1,900 ~($35)
Capital Expenditures ($M)

~($50)
~($60)
$1,800
~($60)
$1,700 ~($90)
$1,400 - $1,600
$1,600

South America
$1,500
Indonesia
Africa

Australia/NZ
$1,400

Other

Nevada
$1,300
$1,200

$1,100
$1,000
2008 2009


Global Monetary Environment Further
Supports Higher Gold Prices

Investor flight to safety driving gold higher

$1,100
63
Global Gold ETF DEMAND AND GOLD PRICE
US Trade-Weighted Dollar
Index (Major Currencies)
$1,000
67
Dollar Index (Axis Inverted)

GOLD
$900
71
Gold ($/oz)

$800
75

$700
79

$600
83

Source: NBF World Gold Producers Quarterly, March 2009
Last date: March 9, 2008
$500
87
1/3/06 1/3/07 1/3/08 1/3/09


Positioned for Significant
Cash Flow Generation
Newmont Gross Margin Potential Potential to Generate $1.2B Cash Flow for
Reinvestment into Business (at $925/oz & $1.50/lb)
$1,000
Industry 2009 Cash Cost Curve ($/oz)

$925 per
Potential
ounce
$900
Operating Cash
Potential Flow ~$2.0B
$800
OCF Reinvestable
Cash Flow
~$320/oz
$700
~$1.2B Gold Costs
$600 Applicable to
Taxes: ~$75/oz
Sales ~$2.2B
$500
Overhead: Sustaining
~$110/oz Capital(1)
$400
~$0.8B
$300

CAS: ~$420/oz
$200
Overhead(2)
$100 ~$0.6B
Taxes at 30%
~$0.4B
$0
Represented by Amortization at midpoint of guidance.
(1)
0% 20% 40% 60% 80% 100% Overhead includes General and Administrative, Exploration, Advanced Projects and R&D,
(2)
Source: Brook Hunt and Interest expense at midpoint of guidance. Taxes calculated after DDA deductions.

Highest Cash Flow Per Share
of Senior Peer Group

2009 & 2010 Expected Cash Flow per Share

$6.00
Expected Cash Flow per Share

2009E 2010E
$5.00

$4.00

$3.00

$2.00

$1.00

$0.00
da
le

rad o
ana
t erra
corp
t

os
i ck

oss
mo n

-Eag

a

Ala m
Barr

-Ne v
Kin r

Yam
Gold

Eld o
Cen
New

ico

co
Agn

Fra n

Source: UBS Metals, Mining & Gold Weekly”, March 12, 2009


Strong Balance Sheet with
Cash Flow Generation Expected

Strengthened balance sheet with $1.7 B net proceeds in
January 2009 capital markets transactions

~$2.7B Available Liquidity(1) 100% Unhedged Sales

Final gold hedges
London PM Fix,
repurchased July 2007
$1,050
3-13-09 = $928.00
$1,000
Equity Cash and
Cash Equivalents $950

Gold Price ($/oz)
~$0.6B
$900
Available
$850
Revolver Capacity
Canadian Oil $800
~$1.5B
Sands and Other
$750
Marketable
$700
Securities ~$0.6B
$650
$600
07

08

08

09
07

08
2/

2/

2/

2/
/

/
/2

/2
7/

3/

7/

3/
11

11
As of February 28, 2009
(1)


Disciplined Approach Yields Value
Through Boddington Acquisition
Business Objectives
Gold cost curve (US $/oz)(2)
• Develop long-life operation in AAA-rated country
$900
• Increase future reserves

• Create long-term stable cash flows $600
Boddington

Reserves (at 100%): $300

• Gold: 20.1 million ounces
$0
• Copper: 1.9 billion pounds 0% 25% 50% 75% 100%
Cumulative Percentile
Shown net of by-product credits Source: Brook Hunt
(2)
Non-Reserve Mineralization (at 100%):
• Gold: 516 million tonnes at 0.5 gpt
• Copper: 516 million tonnes at .09%

Production(1)
• Gold annual average: 0.9 - 1.05 million ounces
• Copper annual average: 30,000 - 35,000 tonnes

Strip Ratio
• 1.2 – 1.4

CAS(1)
• Anticipated to be ~$300/oz (net of by-product credits)
(1) First five full years of production

Boddington – Accretive Acquisition Consistent with
Strategic Focus of Enhancing Production Profile
with Long-Lived, Low-Cost Assets

Total Cost of Acquisition per Ounce - % of Prevailing Spot Gold Price

Newmont
(Boddington)

Historical Gold Industry Transactions

Source: BMO Capital Markets, February 2009


Boddington –
Start-up Remains on Schedule
Status
• Safety – TRIFR: 1.43
• Capital: $2.6 to $2.9B (100%)
• Progress: ~93% complete
• Start-up: mid-2009

Mining Progress
• All mine equipment onsite and operating as expected

• Monthly tonnage rate ~7 million tonnes and increasing

Commissioning
• First rock crushed and conveyed late February

• HPGRs pre-commissioned in December

• Progressive plant commissioning ongoing

• Initiating plant turnover

• Global Newmont professionals supporting start-up

Operations
• Operations team fully staffed

• Confident in 12-month ramp-up


Batu Hijau Divestiture Update

Arbitration decision expected in the first half of 2009
• Hearings have been held
• Committee in deliberation and reviewing all evidence

Divestiture Obligations
CoW Existing
Existing requirement to Indonesian Required Equity Valuation
Divestiture offer to Interest Shares to be Potential NTP ($M) / Percentage
Schedule Indonesians (PTPI) Offered by NTP Interest Offered
March 31, 2005 15% 20% 0% 80%
March 31, 2006 23% 20% 3% 77% $109 / 3%
March 31, 2007 30% 20% 10% 70% $272 / 7%
March 31, 2008 37% 20% 17% 63% $426 / 7%
March 31, 2009 44% 20% 24% 56% pending / 7%
March 31, 2010 51% 20% 31% 49% / 7%


Key Messages in Today’s Presentation:
• Our focus on executing against our “Doing what we say we are
operational and project plans will continue going to do”
to deliver reliable results

• Our disciplined approach to evaluation of
internal and external investment “Seizing opportunities”
opportunities will yield long-term improved
returns on invested capital

• Strategic alignment across Newmont’s
“One Newmont”
portfolio will facilitate business and
operating efficiencies and improved cash
flow generation


Operational Planning & Execution

Why is this important?

Delivery will increase our financial returns and value relative to our
competitors, keep our people safe and allow us access to land, all
creating value for our shareholders

Newmont –
Strategic Alignment Across Our Global Portfolio


Strategic Foundations 2009 Strategic Objectives

People Development Retain, develop and attract employees

Operational Planning

and Execution Deliver on our plans in a safe and
environmentally and socially
responsible manner
Execution

Leverage Global Create operating and business
Expertise efficiencies

Growth
Think and invest strategically
Flexibility

Newmont’s Global Portfolio


Our Renewed Focus on Operational and Project
Execution Will Continue to Deliver Reliable Results

• 2008 gold operating results delivered within expectations

• Delivering higher gold sales at lower operating and capital costs
in 2009

~3% Higher Equity Gold ~5% Lower Costs ~20% Lower Capital
Sales (Mozs) Applicable to Sales ($/oz) Expenditures ($B)

5.2 - 5.5
$1.9
$440 $400 - $440
5.2 $1.4 - $1.6

2008 Actual 2009 Outlook 2008 Actual 2009 Outlook 2008 Actual 2009 Outlook

North America Overview

North America

Nevada


Nevada Operations

Sage Mill Elko
Midas
TRJV Midas Mill
Twin Creeks
Humboldt

Winnemucca Deep Post Leeville
Turf

Elko
Mill 5 Mill 6
Gold Quarry
Battle
Carlin
Mountain
Emigrant
Phoenix Mill
Phoenix
Buffalo Valley Cu Leach

Pershing Eureka
Lander

North America – Globally Aligned,


Strategic Foundations North America Focus
• One Newmont One Nevada
People Development

• Longer-term business planning

• Mine to Mill improvements
Execution • Regional ISO 14001 certification
• Continued permitting improvements for projects
Execution

Leverage Global • Central shared warehouse
Expertise • Further integration of HSLP and ESR standards

• Nevada opportunities portfolio
Growth

Flexibility

Nevada –
Addressing 2008 Challenges

Working with partners to
Third-party
performance address performance issues

Newmont 2009 Responses
Nevada 2008 Challenges

Improving leach solution management
Slower leach
pad recoveries

Continue to replace contractors
Higher UG contracted
with employees
services cost


Nevada –

Focus on Nevada opportunities portfolio
2,500
~(15)
~15
~40 ~(85)

~85
~(125)
2,225
2,250
~(240)
Implied Leach Recovery

Head Grade Placed
Mill Throughput
Mill Recovery
Finished Goods

1,800 - 2,000

Leach Tons Placed
Inventory
2,000

Mill Grade
1,750

1,500
2008 2009


Nevada –

Higher costs primarily driven by lower sales
$650

~$10 ~($10)
$600 ~($10)
~$15 $535-$575
~($10)
~$25 ~($15)
~$80
$550

$500

Contracted Services
Parts and Supplies
$460

Consumables
Electricity
Labor
$450

Diesel
Other

$400
Volume

$350

$300
2008 2009


Nevada –
2009 Capital Expenditure Outlook

Maintaining spending on opportunities and benefitting
from commissioned power plant
$400
~($10)
~$10
~$20 ~($15)
~($20)
$350

$337
~($40)
Capitalized Exploration

$300
~($36)

Phoenix Crusher
Dewatering
Development

$230 - $260

Tailings
$250

Power Plant

Other
$200

$150
2008 2009

Gold Quarry West Wall –
Supports Nevada Opportunities Portfolio

Business Objectives
• Increase ounces and understand extent of Gold
Quarry to extend Carlin life of mine

Current Non-Reserve Mineralization
• 77 million tonnes at 1.4 gpt

Status
Truck drill #2
• Extensive drilling in 2009 (~31,000 meters) Track drill #1
Track drill #2 Truck drill #1

• Targeting 2.5-3.5 million ounces reserve
conversion


Turf –
Supports Nevada Opportunities Portfolio

Business Objectives
• Define new high-grade ounces, extend Leeville life
• Leverage current Leeville infrastructure

Current Non-Reserve Mineralization
• 1.3 million tonnes at 11.6 gpt

Status
• More potential than originally anticipated
• Advancing resource development:
– Underground drilling (~23,000m)
– Four access drifts (~1,300m)
– Stage Gate studies
• Optimizing production with Leeville


South America Overview

South America


Yanacocha Operations


South America – Globally Aligned,


Strategic Foundations South America Focus

People Development

• Land acquisition of La Quinua canals

• Building Kuntar Wasi road
Execution
• Maintain ISO 14001 & Cyanide Management Code
certifications
Execution

• Operate gold mill above design
Leverage Global
• Implementation of shared services
Expertise

Reserve and Production • 16,000 meter drilling program at Yanacocha Sulfides
Growth • Developing understanding of porphyry deposits near
Conga
Flexibility

South America –
South America 2008 Challenges

Optimize gold mill throughput
Limited production
Early access to La Quinua Central
flexibility
Geotechnical improvements

Mining La Quinua canals
ESR permits and
Approval of EIA modifications
access to land
Developing Conga EIA


South America –

Gold mill outperformance driving higher gold sales
1,400
~(10)
~35 ~(20)
~(300)
~70
1,300

~270
1,200

Finished Goods Inventory
1,100

Mill Recovery
975 - 1,025
Mill Throughput

Mill Grade
1,000 946

Timing of Flows from
Leach Tons Placed

900

Leach Pads
800

700

600
2008 2009


South America –

13% lower CAS as gold mill exceeds expectations
$390 ~$10 ~($5)
~($10)

~$10
~($15)
$370 ~$15
~($15)
$346
$350
~($35)

By-Product Credits

Parts and Supplies
$330
Diesel
Consumables

$290 - $310
Labor

$310

Other

Volume

Inventory
Change
$290

$270

$250
2008 2009


South America –
2009 Capital Expenditure Outlook

Focused spending on improving efficiencies

$310
~($10)

~$50
$290 ~($15)
~($15)
$270
~($20)
$250 $239
~($40)
Equipment

$230
Dewatering

Leach Pads
$210
$180 - $200
Other

Land
$190

Gold Mill
$170

$150
2008 2009

Gold Mill – What We Said in July 2008

Milling
Throughput design: ~5M tonnes per annum

Consolidated Production (first five years)
Annual average: 400,000 – 500,000 ounces
CAS: $250 - $320 per ounce

Enhanced Recoveries (first five years)
Gold recoveries of 75%-85%
Silver recoveries of 60%-75%


Gold Mill – Performing Significantly Above
Expectations

2008 Results
Milling (~8 months/annualized)
Throughput design: ~5M tonnes per annum ~3.8M / ~5.7M tonnes

Consolidated Production (first five years)
Annual average: 400,000 – 500,000 ounces ~300K / ~450K ounces
CAS: $250 - $320 per ounce $215 per ounce

Enhanced Recoveries (first five years)
Gold recoveries of 75%-85% ~88%
Silver recoveries of 60%-75% ~65%


Environmental Stewardship &
Social Responsibility
400,000 cubic meters
6 million cubic meters
Water Strategy
• Rain water stored for use by
the communities during the dry
REJO DAM
season SAN JOSE RESERVOIR

• Water delivered to community
canals and basins above
committed amounts

1,300 cubic meters each

400,000 cubic meters
400 mil m3

200 FAMILY RESERVOIRS

GRANDE DAM


Yanacocha Sulfides - Metallurgical
Characterization and Process Development
Yanacocha - EW cross section
Business Objectives
Oxides Pit
• Extend life of Yanacocha operation
Mill Cone
• Unlock value in district sulfides

Leach 1 Km
cone
Opportunity
Chalcopyrite
YS – 911 /588m @ 0.6%
• Large tonnage Au-Ag-Cu sulfide inventory occurrence
Cu, 0.33 g/t Au, 8g/t Ag

below oxide pits

Status
• Recent drilling results positive
• Evaluating leverage of gold mill infrastructure


APAC Overview

Asia Pacific

Tanami


APAC – Globally Aligned,


Strategic Foundations APAC Focus

People Development

• Improving stockpile management and mill

optimization
Execution

• Boddington start-up expected in mid-2009 with an
anticipated 12-month ramp-up schedule
Execution
• Tanami & KCGM optimization study in 2009
Leverage Global
• Newmont personnel from around the globe on-
Expertise
site at Boddington to assist with start-up activities
Growth

Flexibility

Australia/New Zealand –
Australia/New Zealand 2008 Challenges

Australia dollar hedging
Input cost escalation Take advantage of labor market

Formed Carbon Team to identify risks
Climate change and
emissions trading and mitigation options


NewmontInvestorDay2009_update

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