GLEN Annual Report 2012 PDF

Annual Report
2012
Annual REport 2012
Prodeco, Colombia
tABLE OF
cONTENTs
1 | Overview
1.1 | Performance highlights 9

1.2 | Chairmans statement 12
1.3 | Chief Executive Officers review 13
1.4 | Business overview 14
1.5 | Sustainability 18
1.6 | Key performance indicators 20
1.7 | Principal risks and uncertainties 22
2 | Business review
2.1 | Financial review 36

2.2 | Metals and minerals 46
2.3 | Energy products 54
2.4 | Agricultural products 60
2.5 | Reserves and resources 64
3 | Corporate Governance
3.1 | Chairmans introduction 82

3.2 | Officers 83
3.3 | Corporate governance report 86
3.4 | Directors remuneration report 93
3.5 | Directors report 101
4 | Financial Statements
Confirmation of directors responsibilities 108

Independent auditors report 109
Consolidated statement of income 110
Consolidated statement of comprehensive income 111
Consolidated statement of financial position 112
Consolidated statement of cash flows 113
Consolidated statement of changes in equity 114
Notes to the financial statements 115
5 | Additional information
5.1 | Glossary 166

5.2 | Shareholder information 167
Kamoto Copper Company, DRC
overview
1 | Overview
1.1 | Performance highlights 9

1.2 | Chairmans statement 12
1.3 | Chief Executive Officers review 13
1.4 | Business overview 14
1.5 | Sustainability 18
1.6 | Key performance indicators 20
1.7 | Principal risks and uncertainties 22
1.1 | Performance highlights
Resilient Adjusted EBITDA/EBIT1 performance driven by Adjusted EBIT
Glencores marketing business and volume growth in indus-
6000
trials.
5000
Adjusted EBIT down 17% to $4.5billion; marketing Adjust-
ed EBIT up 11%, industrial Adjusted EBIT down 27%. 4000
US$ million
Continued growth of operating cash flow (FFO2), up 17% to 3000
$4.1billion. 2000
Strong balance sheet with $9billion of committed liquidity. 1000
Completed the acquisition of Viterra, a transformational deal 0

2010 2011 2012
for our agricultural business, providing access to the grain 2010 2011 2012
markets in Canada and reinforcing our position in Australia. Marketing activities 2337 1911 2130
Industrial activities 2953 3487 2340
Industrial growth projects continue to deliver overall volume
increase; sector leading growth pipeline remains on budget.
Continuation of bolt-on acquisition strategy:
Copper equivalent volume growth
increased interest in Kazzinc to 69.6%, Optimum to 67%
and Mutanda to 60%. 1.5
acquisition of Vales European manganese ferroalloy 1.4
Rebased to 1 in 2010
operations. 1.3
Kazzinc own gold production up 22% with recovery rates
continuing to improve; successful ramp-up of new copper 1.2
smelter resulting in increased copper cathode production 1.1
of 25,800tonnes. 1.0
Katanga copper metal up 2%, with cathode production up 2010 2011 2012
2011 2012
7%, in spite of significant disruption from power shortage. Marketing activities 7% 28%
New power converter and synchronous condenser commis- Industrial activities 16% 20%
sioned in December 2012.

Mutanda copper production up 37%. Following completion
of the cobalt plant, Mutanda now has capacity in place to Net debt and FFO2 to net debt3
produce up to 110,000tonnes of copper and 23,000tonnes 15000 60
of cobalt. 12500 50
Murrin Murrin own sourced production was 33,400tonnes 10000 40

US$ million
of nickel, a record production year. 7500 30

%
Prodeco own production up 1% despite the three month 5000 20

strike at La Jagua. 2500 10
Significant growth in South African coal production, up 104%,
0 0
following the acquisitions of Optimum and Umcebo. 2010 2011 20121
Aseng oil field ahead of initial schedule producing 61.7k

Net debt (US$ million)
bbls/day, with Alen field on schedule to start producing in FFO to net debt (%)
Q32013. 1
Adjusted for Viterra acquisition
The Directors propose a final dividend of $ 0.1035 per

share, bringing the total dividend for the year to $ 0.1575
per share, up 5% compared to 2011.
1
Refer to glossary on page 166 for definitions and calculations.
2
Refer to page 42.
3
Refer to page 41.
| Annual Report 2012 | 9

Glencores business segments are responsible for
managing the marketing, sourcing, hedging,
logistics and industrial investment and production
activities for their respective commodities.
Glencores key strengths are its global scale,
strong growth platform, diversity of products,
ability to add value, extensive and well
established customer and
supplier base and
industrial and market-
ing information flows.
Metals and minerals
Key commodities: zinc, copper, lead,

alumina, aluminium, ferro alloys, nickel,
cobalt and iron ore, including smelting,
refining, mining, processing and storage
related operations of the relevant
commodities.
Energy products
Key commodities: crude oil, oil

products, steam coal and metallurgical
coal supported by investments in coal
mining and oil production operations,
ports, vessels and storage facilities.
Agricultural products
Key commodities: wheat, corn, barley,

rice, oil seeds, meals, edible oils, bio
fuels, cotton and sugar supported by
investments in farming, storage,
handling, processing and port facilities.
Adjusted EBIT by segment 2012
6000
5398
5290
5000
4470 Main office
4000
Office
US$ million
3000
Independent agent
2000
Metals and minerals Metals and minerals asset
1000
Energy products
Energy products asset
0 Agricultural products
2010 2011 2012 Corporate and other Agricultural products asset
10 | Annual Report 2012 |

overview | BUSINESS REVIEW | CORPORATE GOVERNANCE | FINANCIAL STATEMENTS | Additional Information
Glencore is a leading globally integrated producer and marketer

of commodities with worldwide activities in the production,
refinement, processing, storage, transport and marketing of
metals and minerals, energy and agricultural products.
Revenue1 by region 2012 Non current assets by region 2012
8%
1% 13%
21%
25%
20%
$214bn $45bn 7% Africa

Oceania
The Americas
40% 15% Europe
50%
Asia
1
evenue by geographical destination is based on the country of incorporation of the sales
R
counterparty however this may not necessarily be the country of the counterparts ultimate
parent and/or final destination of product. | Annual Report 2012 | 11
1.2 | Chairmans statement
2012 was marked by a number of historic milestones for Glencore. The Company celebrated its first full year
as a listed business on the London and Hong Kong Exchanges. It completed the acquisition of Viterra. Most
notably, it also announced its merger with Xstrata.
Looking beyond transactions, Glencore further proved the merits of its integrated model by delivering
robust results for its shareholders. Despite the industry continuing to be impacted by low economic growth
globally, Glencore successfully expanded its industrial business, producing strong performances in mining
and a record performance in the oil division.
With the merger of Xstrata, the Board of Directors remains confident that the expanded industrial base,
coupled with Glencores proven marketing capability will create a group with the expertise and scale to play
a leading role in meeting the growing global demand for commodities. Furthermore, the combined Group
will enable the countries possessing key natural resources to generate value from their natural endowments.
On 17December Glencore completed its acquisition of Viterra. With this transaction, Glencore solidified its
position as one of the leading participants in the global agricultural commodities industry. The expanded
footprint in agriculture reflects Glencores strong belief in the future potential of the Canadian and Austra
lian grain and seeds markets.
Sustainability is a core tenet of Glencore. Be it through providing support to local communities where it
operates or safeguarding the well-being of its employees, we are determined that our investments will be
environmentally and socially, as well as financially, rewarding for all our stakeholders. This year Glencores
commitment to sustainability was underscored when Glencore Corporate Practice was extended to include
a full programme of sustainability targets which will measure the Companys progress over the coming years.
These achievements and ongoing focus on improvement across the Group leave Glencore well positioned
to continue to deliver value to its customers, partners, employees and shareholders in the years to come.
Simon Murray
Chairman

1.3 | Chief Executive Officers review

2012 was a year in which the health of the global economy began to improve slowly albeit against a familiar
backdrop established during the global financial crisis. It was also a year of major political change, which in
itself brings greater uncertainty over future policy. Although too early to tell definitively, the regime transition
in China and the election result in the US have so far been reasonably smooth and predictable. China looks
well positioned to continue the substantial progress it has made since WTO entry in 2001. The US meanwhile
has begun to show signs of underlying economic improvement notwithstanding the on-going debate about
long term fiscal balance. The pick-up in construction of new houses is particularly noteworthy in the context
of what appears to be a clear and growing energy advantage versus the rest of the world. The fact that the
worlds largest economy is regaining its feet is good news for everyone.
Against this background and despite highly accommodative global monetary policy, commodities experi
enced a relatively lacklustre year with average prices down 10 20% year on year. We are therefore particu
larly pleased that Glencores results proved to be far more robust than the sector. Our marketing operations
performance and the growth delivered within our industrial energy business were especially pleasing.
The performance of the marketing business reinforces the strength and resilience of Glencores business
model and the diversification benefits associated with combining and integrating a portfolio of industrial
assets with large scale physical sourcing, marketing and logistics capabilities. We continued to main
tain a clear focus on organic growth across the industrial business through our key industrial expansion
projects, which remain broadly on track and on budget. Both the marketing and industrial operations are
underpinned by the highly diversified nature of our business across commodity, geography and operation.
This provides a natural hedge in times of economic uncertainty as well as enabling the Group to be at the
forefront of spotting emerging trends and opportunities.
We believe 2012 will also prove to have been a turning point in the history of the mining industry in respect of
capital allocation. It has been evident for some time that capital discipline in the sector had been eroded by
the period of higher commodity prices. The result has been a material misallocation of capital across the sector
in respect of organic capex and acquisitions. This year investors called time with results for all to see. This de
velopment augurs well for long term returns in the sector though investors are likely to have to remain vigilant.
Outside of our robust financial performance, 2012 also saw some major strategic landmarks for Glencore.
Most importantly, we commenced the process to reunite Xstrata with Glencore following a decade in the
public markets. We continue to work on closing the merger with Xstrata. Completion of the merger remains
conditional upon the receipt of the outstanding regulatory approval in China and completion of the Xstrata
court process as further set out in the New Scheme Document in connection with the merger published by
Xstrata on 25October 2012 and Glencore giving effect to the commitments required by the European Com
mission. Accordingly, Glencore and Xstrata have agreed, with the consent of the Panel, to extend further the
long stop date for the merger to 16April 2013. When completed it will provide Glencore with full access to
Xstratas production flows and allow optimisation of the combined capex pipeline and operating structure.
Our approach to integration will be to incorporate the best of both businesses and plans to this effect are
well advanced. The benefits of this process will accrue to all stakeholders in the combined business.
Our second major step during 2012 was to acquire Viterra. This acquisition transforms our agricultural busi
ness into a global operation through entry into the Canadian grain market and significant expansion of
our Australian operations. This materially strengthens our ability to assist in ensuring that the worlds grain
and oilseeds production flows to those areas where it is most needed. This is likely to become increasingly
important given the shift towards more energy intensive diets globally.
The Board of Directors proposes a final dividend of $0.1035 per share resulting in a total dividend of $ 0.1575
per share for 2012, up 5% on 2011, reflecting our confidence in our business and the continued ramp-up of
our brownfield industrial assets.
Looking forward we will continue to take nothing for granted whether it be economic circumstances or the good
will of our stakeholders. We continue to see a healthy long term outlook for our commodities based on the contin
uing growth within emerging market economies and sustained levels of consumption within developed markets.
Ivan Glasenberg
Chief Executive Officer | Annual Report 2012 | 13
1.4 | Business overview
Our business Glencores marketing and industrial investment activities are
supported by a global network of more than 50offices located
Overview in more than 40 countries throughout Europe, North, Central
Glencore is a leading integrated producer and marketer of met and South America, the CIS, Asia, Australia, Africa and the
als and minerals, energy and agricultural products. Glencore Middle East. Glencores main offices are located in Baar (Swit
operates globally, marketing and distributing physical com zerland), Stamford (Connecticut), London, Rotterdam, Beijing,
modities sourced from third party producers and its own pro Moscow and Singapore. This network provides Glencore with
duction. Glencores customers and suppliers number in excess significant worldwide sourcing and distribution capabilities.
of 8,000 and span the automotive, steel, power generation, oil Glencores marketing operations employ close to 3,000people
and food processing industries. Glencore also provides financ worldwide, while industrial operations directly or indirectly em
ing, logistics and other essential services to producers and ploy over 58,000 people in 33 countries. Refer to the map on
consumers. page10 and 11 for more details on the locations of offices and
operations.
Glencores long experience as a commodity marketer has
allowed it to develop its expertise in the commodities which it Glencore has an established record of successful strategic in
markets. Glencore has also cultivated long-term relationships vestments in industrial assets which have become an important
with a broad supplier and customer base across diverse indus component of its physical marketing activities. Glencore in
tries and geographic regions. Glencores marketing activities tends to continue to pursue selective strategic acquisitions and
are supported by investments in industrial assets operating in alliances to support and strengthen its core physical marketing
Glencores core commodities. Glencores marketing operations activities as and when opportunities arise. Glencore evaluates
are believed to be less correlated to commodity prices than its each industrial asset investment opportunity on a stand-alone
industrial operations, due to commodity price risk being sub basis, however, also recognising its potential to support
stantially hedged. and strengthen Glencores physical marketing activities or its
existing industrial operations. Similarly, Glencore evaluates dis
As a marketer, Glencore is able to differentiate itself from other posals of industrial assets when they are no longer deemed to
production entities as, in addition to focusing on minimising support its marketing activities and/or when compelling selling
costs and delivering operational efficiencies, Glencore focuses opportunities arise.
on maximising the efficiency of the entire supply chain, taking
into account its extensive and global third party supply base, its Glencores three business segments focus on the following
logistics, risk management and working capital financing capa commodity segments:
bilities, extensive market insight, business optionality, extensive The metals and minerals business segment focuses on: zinc/
customer base, competitive market position in most commodi copper/lead, alumina/aluminium and ferroalloys/nickel/co
ties and economies of scale. In contrast, this is not the busi balt/iron ore. The activities of Glencores metals and minerals
ness model of Glencores mainly industrial competitors who are business segment are supported by ownership interests
generally not set up to exploit the full range of value added in controlled and non-controlled industrial assets such as
margin and arbitrage opportunities which exist throughout the mining, smelting, refining and warehousing operations;
commodity supply chain. The energy products business segment focuses on: oil/oil
products and coal/coke. The activities of Glencores energy
Businesses products business segment are supported by ownership in
Glencore conducts its operations in three business segments: terests in controlled and non-controlled coal mining and oil
Metals and minerals, Energy products and Agricultural products. production operations as well as investments in strategic han
Glencores business segments are responsible for managing the dling, storage and freight equipment and facilities; and
marketing, sourcing, hedging, logistics and industrial investment The agricultural products business segment focuses on: grains
activities relating to the commodities which they cover. (including wheat, maize and barley), oils/oilseeds, cotton and
sugar. The activities of Glencores agricultural products busi
ness group are supported by investments in controlled and
Glencore
non-controlled storage, handling and processing facilities in
strategic locations.
Metals and minerals Energy products Agricultural products
Zinc/copper/lead Oil Grains

Alumina/aluminium Coal/coke Oils/oilseeds
Ferroalloys/nickel/ Cotton/sugar
cobalt/iron ore

Our strategy MARKETING ACTIVITIES
Glencores strategy is to maintain and strengthen its position as Function of marketing activities
one of the worlds leading diversified natural resources groups. Glencores marketing activities source a diversified range of
physical commodities from third party suppliers and from
Strategic objectives for 2013 industrial assets in which Glencore has full or part ownership
Focus on capital efficient growth to maintain sector lead- interests. These commodities are sold, often with value added
ing return on equity: Glencores objective is to generate and services such as freight, insurance, financing and/or storage,
sustain market leading shareholder returns by harnessing the to a broad range of consumers and industrial commodity end
potential of its marketing platform and industrial asset base. users, with many of whom Glencore enjoys long-term commer
cial relationships.
Integration of Xstrata and Viterra (leading grain handler in
Canada and Australia): Glencore will seek to optimise the Types of arbitrage strategies
operational and development potential of these major acqui Many of the physical commodity markets in which Glencore
sitions. operates are fragmented or periodically volatile. As a result,
discrepancies often arise in respect of the prices at which the
Continue to leverage geographic scope and diversification commodities can be bought or sold in different geographic
of operations: Glencore intends to extend product and geo locations or time periods, taking into account the numerous
graphical range offered to suppliers and customers where relevant pricing factors, including freight and product quality.
appropriate. These pricing discrepancies can present Glencore with arbi
trage opportunities whereby Glencore is able to deploy capital
Capitalise on strategic investments in industrial assets: to generate profit by sourcing, transporting, blending, storing
Glencores strategic investments in industrial assets are an or otherwise processing the relevant commodities. Whilst the
important component of its physical sourcing strategy for strategies used by Glencores business segments to generate
its marketing activities. Glencore believes these investments such margin vary from commodity to commodity, the main arbi
underpin Glencore as a reliable supplier for its customers. trage strategies can be generally described as follows:
Geographic: where Glencore leverages its relationships and
Use additional capital and liquidity to grow the business production, processing and logistical capabilities in order to
when compelling opportunities present themselves. source physical commodities from one location and deliver
them to another location where such commodities can com
Focus on cost management and further enhancing logistical mand a higher price (net of transport and/or other transac
capabilities: Glencore intends to continue its focus on cost tion costs);
control and operational efficiencies at its industrial assets and Product related: where it is possible to exploit the blending
on the sourcing of competitively priced physical commodities or multi-use characteristics of the particular commodities
from reliable third party suppliers. being marketed, such as the various crude oil products, coal
or metal concentrates, in order to supply products which
Maintain conservative financial profile and investment grade attract higher prices than their base constituents, or exploit
ratings: Glencores conservative financial profile and invest existing and/or expected price differentials; and
ment grade credit ratings have enabled it to consistently Time-related: where it is possible to exploit a difference be
access the required funding on competitive terms and main tween the price of a commodity to be delivered at a future date
tain healthy levels of liquidity. Glencore intends to maintain its and the price of a commodity to be delivered immediately,
investment grade credit ratings. where the available storage, financing and other related
costs until the future date are less than the forward pricing
Disciplined risk management: Glencore intends to continue difference.
its focus in this key area by maintaining and expanding its risk Arbitrage ensures markets function more efficiently by deliver
management resources, information systems and culture. ing supply to where it is most needed, in time, geography or
product.
lace highest priority on employees, the environment and
P
local communities: Glencore places the highest priority on Glencore uses market information made available by its mar
its employees, the environment and the local communities keting and industrial teams across its many locations to identify
where it operates. arbitrage opportunities. Glencores marketing and investment
activities and relationships with producers and consumers of raw
materials are supported by a global network providing Glencore
with visibility over shifting supply and demand dynamics in
respect of sizeable volumes of physical commodities across the
globe. The detailed information from Glencores widespread
operations and close relationships with producers, consumers
and logistics providers often enables Glencore to identify oppor
tunities, taking into account its extensive logistics capabilities, to
source and supply physical commodities at attractive margins.

Logistics Very weak Eurozone growth, including a mild contraction in
Glencores logistics operations are a key part of its marketing Q2 2012, driven by limited consumer demand and industrial
operations. They enable Glencore to fulfil its marketing obliga output. Despite numerous crisis meetings, decisive consen
tions and to maximise arbitrage opportunities created by de sual action was impossible to sustain with key issues simply
mand and supply imbalances. Physical sourcing and marketing deferred;
of commodities requires highly professional handling and ship A loss of growth momentum in Asia, particularly in China as a
ment of such goods from the supplier to the customer, including result of their tightening of monetary and fiscal policy in 2011.
storage activities, as required. Typically, the staff handling the Although both started an easing process over the course of the
physical movement of goods (the traffic team) account for a year, these actions have a reasonably extended lead time and
significant proportion of the headcount of a business segment. as such the effects will not immediately be felt. The planned
Glencores dedicated chartering teams actively trade freight to political transition in China also hindered any stimulative ef
gain market knowledge and volume benefits. The freight ele fects. Chinas manufacturing sector, while still generally buoy
ment of transactions is furthermore used to maintain maximum ant, is starting to feel the pressure of falling profitability; and
physical optionality so that full value can be extracted from the US Federal Reserves further stimulus packages. However,
the underlying commodity positions of each department. This with interest rates already low, the scope to impact consumer
complements Glencores overall ability to seize geographic and behaviour was limited. Separately, the US started to feel the
time spread arbitrage opportunities as they arise. benefits of sustainable lower power prices and the housing
market showed the first signs of improvements as household
formation rate improved.
INDUSTRIAL ACTIVITIES
The pattern for commodity prices during 2012 was to generally
Glencores ownership of controlled and non-controlled indus trend downwards, albeit with frequent spikes around key policy
trial assets is designed to generate attractive stand-alone events. Volatility also continued the downward trend it has been
returns and overall business diversification. They also serve as on since the end of the financial crisis, and finished the year
a way to source physical supply for Glencores marketing arm appreciably lower than the levels experienced in the second
and provide further market insight and technical know-how. half of 2011.
Glencore believes that its corresponding reduced reliance on
third parties helps to ensure that suppliers and customers alike Going forward, growth in China is expected to continue to be
see Glencore as a more reliable counterparty. sufficiently strong to create a favourable environment in com
modity markets in general. However, the rate of growth is clearly
Glencore capitalises on investment opportunities created by, slowing and signs of variability across different regions and sec
among other things, (i) the privatisation of natural resources tors are starting to emerge. Prior to the current political transi
producers primarily in emerging markets, (ii) the rebalancing of tion, it was clear that the Chinese government was comfortable
asset portfolios by other players in the natural resources indus with a slower rate of growth as it still had concerns over inflation
try and (iii) further industry consolidation as smaller producers potential (mainly housing and food). Under the new generation
sell out and/or seek capital to fund growth. of leaders in China, led by President Xi Jinping, the precise future
growth path of China is still to be clarified.
Any decision to acquire or dispose of an industrial asset is
based on the stand alone potential of the asset and its poten The movement in commodity prices generally mirrored the
tial contribution to Glencores marketing activities and requires poor performance of financial markets as a mark of investors
group level approval. Once acquired, an asset is held within lower global risk appetite. Compared to 2011, base metals were
one of the business segments. The business segments man broadly down 10-20% in 2012 reflecting global growth concerns.
age the controlled and non-controlled industrial assets via Energy commodities, with the exception of US natural gas (in
hands-on asset controllers to interface between the asset creased by 24%) and coal (sizeable declines for many origins), es
and Glencore in respect of day to day operating, financial and sentially returned to the levels they were at the beginning of the
commercial matters. Glencores approach to the management year. In agriculture, prices were generally up during Q32012 with a
of its industrial assets differs from some of its key competitors particularly strong performance from corn, wheat and soya beans.
in that Glencore encourages its industrial assets to focus on
the elements of operating performance, which businesses can Looking forward, we anticipate further modest improvements in
directly control. global economic growth, in the absence of any major unantici
pated policy decisions.
Market review The US looks increasingly well positioned for the medium to long
term with their abundance of competitively priced power a key
Markets started 2012 on a more positive footing after the sover positive factor. Meanwhile, we expect China and other major
eign debt-related headwinds of 2011. However, the initial opti emerging economies to remain committed to their stated plans
mism faded as the year progressed, with the key constraints for to improve the living standards of their people. The key chal
economic recovery that we have seen since the global financial lenge for all markets remains to balance required social spend
crisis remaining in place for the remainder of 2012. The major with growth in economic activity required to sustain this spend
factors have been: over the long term.

New capital investment In addition, the West African oil portfolio will further contrib
Glencore is focused on delivering industry-leading organic pro ute to the Energy Products industrial assets growth. After
duction growth which in turn will help drive growth within its Aseng (Block I) commenced first oil production in November
marketing business. In this regard, Glencore is very focused on 2011 ahead of schedule, the development of the Alen gas/con
delivering this growth in a capital efficient manner. densate field (Block O) remains on track for first production in
Q32013 with a target flow rate of 37,500 bbl per day.
During 2012 industrial growth projects continued to deliver
overall volume improvement and expansion is on track to de Glencores first operated exploration well on the Oak prospect
liver growth in the next few years. in the Bolongo Block, offshore Cameroon, was successfully
drilled and declared an oil discovery in July 2012. The appraisal
The African Copper assets continued their expansion plans, with programme is planned for H22013.
Mutanda/Kansuki expected to have a combined installed capac
ity of 200,000 tonnes of copper and 23,000 tonnes of cobalt In the Agricultural products business unit, sugar crushing ca
by 2013. In addition the feasibility study for the construction of pacity will further increase due to the on-going expansion at
a 100,000tonnes (of copper contained) sulphide concentrator Rio Vermelho.
remains on track to be completed shortly.
Katanga produced its first copper cathode from the new sol
vent extraction plants and converted electro-winning facil
ity during December 2012 as part of the Phase 4 project. The
completion of this project will enable Katanga to increase total
capacity. The Phase 4 project remains on target for mechanical
completion in Q32013, which should allow Katanga to increase
its annualised copper production capacity to 200,000 tonnes
and thereafter to 300,000tonnes per annum, by Q42014.
Mutanda, Katanga and Kansuki are collectively undertaking

a project to secure power for all three operations via the
refurbishment of two turbines at the Inga dam. This project is
expected to provide 450 megawatts of power by the end of
2015 (the Power Project). The project has started and is be
ing executed in partnership with Socit Naturale dElectricit
(SNEL) and EGMF, the project contractor. The estimated
cost of $ 284 million will be paid by Mutanda, Katanga and
Kansuki, the investment in which will be recovered via lower
future energy tariffs.
At Mopani the $ 323 million Synclinorium shaft project to in

crease mine production, which is expected to come online dur
ing 2015, and the associated project to improve and modernise
the smelter remain on track. In 2012, Mopani announced that
the smelter upgrade project (including improving SO2 emission
capture to above 97%) is expected to be completed by Decem
ber 2013, 18 months ahead of the schedule initially agreed with
the Zambian authorities.
Prodecos expansion project is progressing to plan and remains

on track to deliver annualised production of 20million tonnes
by 2014. The construction of the new direct loading port,
Puerto Nuevo, is also on track and to budget, with commission
ing expected in H12013.
The South African Coal portfolio including Shanduka Coal,

Umcebo Mining and Optimum Coal is currently focusing on a
number of expansion and development projects; at Umcebo
the Wonderfontein project railed its first coal during December
2012, at Optimum, construction has started at the Pullenshope
underground brownfield project with first coal expected in
Q22013 and licensing for the Koornfontein project is expected
shortly, with construction scheduled to start in Q22013.

1.5 | Sustainability
Glencore Corporate Practice (GCP) is designed to ensure ro pendent audits of Glencores sustainability performance, and
bust business practice for sustainability and other non-financial any management strategies and action plans created in re
business areas, throughout all Glencore business segments and sponse to issues raised, making recommendations to the Board
commodity departments, at both corporate and local levels. as appropriate and providing guidance to management.
It meets internationally-accepted best practice standards for
corporate governance and the management of non-financial
activities. We use it to continuously improve performance in PROGRESS OVERVIEW FOR 2012
these areas, and to develop internal and external understand
ing and acceptance of how we manage sustainability. Health and safety
We regret to report 22 fatalities at our operations in 2012 (com
pared to 18 in both 2011 and 2010). It is quite clear that we must
International law continue with our unwavering focus on improving health and
Best practice standards
safety practices. Despite the unacceptably high level of fatali
ties, we were able to reduce our lost time injury frequency rate
GCP principles to 2.84 (per million hours worked), down from 3.58 in 2011.
In 2012 we conducted independent health and safety assess

ments, combined with baseline studies of our environmental
GCP management
activities, at almost all our major assets. We used this compre
hensive data to create and introduce a systematic improvement
plan, in conjunction with our external assessor DuPont. Among
Group and local a range of initiatives, the plan includes stringent fatality inves
policies tigation procedures. The essence of our learning from these
assessments is summarised in the new GCP programmes
Local law
health and safety section. This was made public in our 2011
sustainability report, published in November 2012.
Environment
We experienced no serious environmental incidents (classified
THE SCOPE OF GCP as Class A: Major within our environmental incident reporting
system) in 2012, as in 2011 and 2010. We believe that this posi
The GCP requirements are mandatory for everyone at Glencore. tive result demonstrates the robust nature of our procedures and
This applies throughout our marketing activities, and in all indus policies, which enable us to effectively manage our extensive and
trial activities where we have operational control. complex business activities with minimal environmental impact.
The GCP programme also commits us to a path of continuous

GCP GOVERNANCE improvement in our environmental performance. 2012 saw a num
ber of initiatives commenced, implemented or completed. One
Responsibility for GCP development and implementation lies of the most important is the upgrade to our smelter in Mufulira,
with our management and the Health, Safety, Environment and Zambia. In this final stage of work, we are installing further gas
Communities (HSEC) committee, established by Glencores capturing equipment and a second acid plant. The upgrade will
Board in 2011. Chaired by an independent Board member, this be completed by the end of 2013, allowing the plant to capture
committee provides the leadership, control and guidance that over 97% of its sulphur dioxide emissions. This is approximately 18
seeks to ensure group-wide GCP adherence. months ahead of the timetable set by the Zambian government in
the environmental management plan agreed during privatisation.
The committee evaluates how effectively we identify and man
age environmental and health and safety risks, and assesses our Another achievement in 2012 was the agreement in April to re
compliance with the relevant regulations. It assesses the impact sume operations at our Mufulira heap leach facilities. While op
of Glencore sustainability programmes on our employees, local erations at this plant were within prescribed environmental limits,
communities and other third parties, as well as the impact on residents of the nearby Butondo township had raised objections.
our reputation. This led to the temporary suspension of operations while con
ducting an investigation into the communitys concerns. An all-
The committee receives management reports on all fatalities inclusive stakeholder consultation process, including local repre
and serious accidents (and the resulting actions), and evaluates sentatives, NGOs and the Zambian environmental management
and oversees all sustainability reporting to external stakehold agency, facilitated an amicable resolution of the situation and led
ers, on behalf of the Board. It reviews the results of any inde to enhanced safety and environmental measures.

Communities Reporting
Our Calenturitas coal project in Cesar province, Colombia, con We issued our second public sustainability report (cover
tinues with the previously reported resettlement project initiat ing 2011) in the last quarter of 2012. This is available to read
ed due to air quality concerns. Prodeco is working together with online or download at www.glencore.com/sustainability.
three other mining companies and an external team of local and Annual reporting will continue this year with the publication
international resettlement experts appointed in 2011. Together, covering progress and changes in 2012.
the stakeholders have formed the negotiation committees that
are now working to agree a resettlement action plan.
THE GCP PROGRAMME
We also continued our established programme of social devel
opment projects; the representative examples below are taken 2012 also saw the enhancement of our GCP programme (pub
from our activities in the DRC. The operations involved are lished in our 2011 sustainability report), incorporating Board-
Katanga and Mutanda and the main areas of focus are infrastruc approved group-wide sustainability targets and objectives into
ture, health and education. the existing GCP framework. Progress is monitored closely by
the HSEC Board committee on a regular basis.
Infrastructure: Katanga has paved over 19 kilometres of roads
in Kolwezi and maintains a further 30 kilometres between The programme has two elements: strategic objectives, which
nearby villages. It has also refurbished roads in Lubumbashi are updated as they are achieved, and ongoing projects.
and contributed to the commissioning of a new ferry for the Together, these address our key sustainability goals and set
Lualaba river. Separately, Mutanda has funded the construc out our strategy for the next three to five years, allowing us to
tion of a new bridge over the Lualaba as well as maintaining measure and report on our progress towards fulfilling our GCP
roads. Both operations have also provided infrastructure to commitments.
supply drinking water for several villages. They have donated
farming supplies to the Provincial Ministry of Agriculture, and
Katanga has assisted individual farmers with seed, tools and
fertilisers, while Mutanda provides ongoing funding for a fish
farm in Kando.
A joint programme with the DRCs national electricity utility

will see us fund a major $284million power refurbishment pro
gramme. Funding started in the second quarter of 2012 and will
continue until the end of 2015. The programme will increase
capacity to the public power grid and improve the general
reliability and stability of supplies for the region.
Health: both operations have built state-of-the-art on-site

hospitals and run comprehensive HIV/AIDS training and treat
ment programmes. Katanga donates pharmaceuticals for ma
laria and other common diseases, such as diarrhoea, coughs
and fever. Mutandas two clinics in neighbouring communities
offer weekly open clinics. Katangas malaria programme in
cludes vector control spraying for nearly ten thousand house
holds, while both operations programmes include spraying
of homes, plants, mines, offices and local government offices.
Mutanda has worked with the government to open a vaccina
tion clinic for children under five, as well as an independent
mother and baby programme to help eliminate infant malnutri
tion. These programmes have helped reduce infant mortality
rates to a third of previous levels. Katanga has also built two
new hospitals in Kisangani (Orientale province) and Pweto
(Katanga province).
Education: Katanga and Mutanda have assisted in renovating

and supporting local schools, benefitting 9,500 pupils with
desks, books, computers and buildings. Both have made finan
cial contributions and supplied raw materials, engineers and
labour to a number of schools, colleges and universities. This
includes UNIKOL (University of Kolwezi), Matendo school in
Kolwezi, Nyumba ya Heri school and ISTA (Institut Suprieur de
Techniques Appliques).

1.6 | Key performance indicators
Glencores financial and sustainable development key performance indicators (KPIs) provide some measure of our performance
against key drivers of our strategy.
Adjusted EBIT
6000
Adjusted EBIT is a measure that provides insight into Glencores overall business
5000 performance (a combination of cost management, seizing market opportunities and
growth) and the corresponding flow driver towards achieving an industry leading
US$ million
4000
3000 return on equity. Adjusted EBIT as defined in the glossary on page 166 consists of rev
2000 enue less cost of goods sold and selling and administrative expenses plus share of in
1000 come from associates and jointly controlled entities and dividend income as disclosed
0 on the face of the consolidated statement of income, excluding significant items.
2010 2011 2012
2012 Adjusted EBIT was down 17% to $4,470million compared to 2011 due to lower
contributions from our industrial activities which were affected by generally lower
year on year average commodity prices for the key commodities which we and our
associates (primarily Xstrata) produce.
Funds from operations (FFO)
4000
FFO is a measure that reflects Glencores ability to generate cash for investment, debt
servicing and distributions to shareholders as well as an indication of Glencores ability
3000
to deliver against its growth and financial flexibility objectives. FFO comprises cash
US$ million
2000 provided by operating activities before working capital changes less tax and net inter
est payments plus dividends received and adding back listing related expenses in 2011.
1000
0 2012 FFO was up 17% to $4,115million compared to $3,522million in 2011, reflecting

2010 2011 2012
the higher Adjusted EBITDA from marketing activities.
Net debt/FFO to net debt
15000 60
Net debt is an absolute measure of how we are managing our balance sheet and capi
12500 50 tal structure, while of equal or greater importance, the relationship of FFO to net debt
is an indication of our financial flexibility and strength, a key driver of our strategy.
US$ million
10000 40
7500 30 Net debt is defined as total current and non-current borrowings less cash and cash
%
5000 20 equivalents, marketable securities and readily marketable inventory.

2500 10
0 0 Net debt as at 31December 2012 increased to $15,416million from $ 12,938million

2010 2011 20121
as at 31December 2011. $ 359million of net debt was assumed in the Viterra acquisi
1
Adjusted for Viterra acquisition tion and $ 3.6billion of net debt was incurred to finance Glencores effective share
of the equity purchase consideration. Adjusting for the increase in net debt attribut
able to the Viterra acquisition (completed mid-December 2012), net debt would be
$ 11,457million, a decrease of $ 1,481million compared to 2011. The ratio FFO to Net
debt (adjusted for the Viterra acquisition) improved from 27.2% in 2011 to 35.9% in
2012. A healthy positive free cash flow generation/FFO is expected from the Viterra
asset base going forward, which is expected to offer support to debt coverage ratios
and deleveraging initiatives into the future.
Fatalities
We deeply regret the 22 fatalities at our managed operations in 2012. This was an
25 increase compared to 2011 and 2010 (both of which saw 18 fatalities) and included a
20 tragic car accident in Argentina where four people lost their lives.
number
15
10
5
0
2010 2011 2012

Lost time injury frequency rate (LTIFR)
14
The lost time injury frequency rate (LTIFR) is a key measure of how we are deliver
ing against our commitment to the health and safety of our employees. The LTIFR is
12
calculated based on the total number of injuries per million hours worked (by both
10
8
employees and contractors)
LTI FR
6
4 In 2012, our group LTIFR fell from 3.58 to 2.84. This improvement primarily came from
2 our metals and minerals and agricultural product segments, while the energy prod
0 ucts segment saw a slight increase (however, this was from a much lower original rate).
2010 2011 2012 Metals and minerals (representing 70% of our industrial workforce) reduced its LTIFR
from 3.06 to 2.37, agriculture (representing 10%) from 12.61 to 10.78, while energy
Metals and minerals
Energy products products (representing 20%) increased from 0.81 to 0.86.
Agricultural products
Number of Class A environmental incidents

We undertake an extensive and complex range of activities, which are not limited to
the extraction of natural resources but also include significant logistical operations
such as maritime transportation. One way in which we measure the robustness of our
procedures and policies is the frequency of Class A environmental incidents in the
group. This is our classification for disastrous or close-to disastrous incidents and
involves accidents or spills with a major environmental impact and a long-term effect,
reversible only by long-term remediation with aftercare.
No Class A environmental incidents were reported in 2012 (as in 2011 and 2010).
Community investments
160
Community investments are Glencores contributions to, and financial support of, the
broader communities in the regions where we operate.
120
US$ million
80 In 2012 Glencores community investments amounted to $ 95 million, compared to

$ 140million in 2011 and $ 71million in 2010. A large part of the difference between
40
2012 and 2011 was due to the conclusion of an extensive investment project at Kazzinc.
0
2010 2011 2012
Water withdrawal
600
Water withdrawal is a measure of our operational resource efficiency.
500
400 In 2012, we used 484 million m3 of water, representing a 3.3% reduction in water
million m3
300 withdrawal compared to 500million m3 in 2011 (in 2010 the figure was 413million m3),
200 despite the acquisition of additional operations, largely due to the implementation of
100 technical improvements.
0
2010 2011 2012
Greenhouse gas emissions (Scope 1 and 2)
18
Our GHG emission reporting is separated into Scope 1 and Scope 2 emissions. Scope1
15 includes emissions from combustion in owned or controlled boilers, furnaces and
vehicles/vessels, and Scope 2 consists of those generated in creating the electricity
million tonnes
12
9 (the majority of contributions), steam, heat, etc, provided to the organisation by exter
6 nal utility companies.
3
0 In 2012, Glencore accounted for 15.7million tonnes of CO2e, compared to 12.8million

2010 2011 2012
tonnes in 2011 and 11.2million tonnes in 2010. This increase is primarily due to newly ac
quired assets (especially coal assets) and continued refinement of our GHG reporting.

1.7 | Principal risks and uncertainties
The Groups business, results of operations or financial condition could be materially and adversely affected by competitive, eco
nomic, political, legal, regulatory, social, business and financial risks and uncertainties. The risks described below are those that the
Group currently believes may materially affect it (including following completion of the merger with Xstrata) although this is not an
exhaustive list. Additional risks and uncertainties not currently known to the Group, or those which are currently deemed to be im
material, may become material and adversely affect the Groups business, results of operations, financial condition and/or prospects.
The results may differ significantly from those previously projected as a result of certain factors, including the risks which it faces,
as described below. The order in which the following is presented does not necessarily reflect the likelihood of their occurrence or
the relative magnitude of their potential material adverse effect on the Groups business, results of operations, financial condition
and/or prospects. These principal risks and uncertainties should be considered in connection with any forward looking statements
in this document and the cautionary statement.
EXTERNAL
Fluctuation in expected volumes of supply or demand for the commodities in which the Group markets
The Group is dependent on the ex Impact: Fluctuations in the volume of each commodity produced or marketed by the
pected volumes of supply or demand for Group could materially impact the Groups business, results of operations and earn
commodities in which the Group is ac ings. These fluctuations could result in a reduction or increase in the income generated
tive, which can vary over time based on in respect of the volumes handled by the Groups marketing activities, or a reduction
changes in resource availability, govern or increase in the volume and/or margin in respect of commodities produced by the
ment policies and regulation, costs of Groups industrial assets.
production, global and regional econom
ic conditions, demand in end markets for Mitigation: The risk of fluctuations in demand for the commodities in which the Group
products in which the commodities are markets is managed by maintaining a diversified portfolio of commodities to market,
used, technological developments, in reducing the impact of movement in any one commodity market. Individual commodi
cluding commodity substitutions, fluc ties, even apparently closely linked products such as barley and wheat, have their own
tuations in global production capacity, demand cycles reducing over-reliance on any single product.
global and regional weather conditions,
natural disasters and diseases, all of
which impact global markets and de
mand for commodities.
Fluctuation of commodity prices

The revenue and earnings of the Groups Impact: Fluctuations in the price of commodities produced or marketed could materi
industrial asset activities and, to a lesser ally impact the Groups business, results of operations and earnings. The impacts that
extent, its marketing activities are de fluctuating commodity prices have on the Groups business differ between its market
pendent upon prevailing commodity ing activities and industrial activities.
prices. Commodity prices are influenced
by a number of external factors, including Marketing activities: In a market environment in which prices for a particular com
the supply of and demand for commodi modity are higher on average, the premiums/margins that the Group generates in its
ties, speculative activities by market par physical marketing operations relating to such commodity as a result of geographical,
ticipants, global political and economic time and quality imbalances tend to be higher. The Group also generally benefits
conditions and related industry cycles from fluctuating market prices, rather than long periods of stable prices, as it seeks to
and production costs in major producing physically arbitrage such resulting price differentials. As prices of commodities rise,
countries. the Group generally has higher working capital financing requirements over the same
quantity of commodities in question. During periods of falling commodity prices, the
opposite applies in that the Group will require less working capital financing for its
marketing activities.
Industrial activities: Higher prices will be particularly favourable to the profitability of

the Group in respect of those commodities which the Group produces at its industrial
assets or are produced by its associated companies and other investees. Similarly, low
prices will negatively impact the Groups industrial activities and could result in such
activities incurring losses.

A significant downturn in the price of commodities generally results in a decline in the

Groups profitability during such a period and could potentially result in a devaluation
of inventories and impairments. Although the impact of a downturn on commodity
prices affects the Groups marketing and industrial activities differently, the negative
impact on its industrial activities is generally greater, as the profitability in the industri
al activities is more directly exposed to price risk due to its higher level of fixed costs,
while the Groups marketing activities are ordinarily substantially hedged in respect of
price risk and principally operate a service-like margin-based model.
Mitigation: The risk of fluctuations in commodity prices is managed by maintaining

a diversified portfolio of commodities, reducing the impact of movement to any in
dividual commodity price. In addition, the Group continuously reviews and looks to
optimise its asset portfolio to ensure it is sufficiently cost effective and efficient and
a substantial portion of our inventory is either under contract for sale at a predeter
mined price or hedged through futures and options on commodity exchanges or with
highly rated counterparties. Therefore, at any one time, the commodity price risk is
restricted to a small proportion of the working capital balance. Financial expense risk
during periods of low commodities prices is mitigated by maintaining an investment
grade rating and a mix of floating and fixed rate funding options, the former generally
passed on via the transactional terms in marketing arrangements.
Fluctuation in currency exchange rates

The vast majority of the Groups trans Impact: The vast majority of transactions undertaken by both the Groups marketing
actions are denominated in U.S.Dollars, and industrial activities are denominated in U.S. Dollars. However, the Group is ex
while operating costs are spread across posed to fluctuations in currency exchange rates:
several different countries the currencies
of which fluctuate against the U.S.Dollar. through its industrial activities, because a large proportion of the operating costs
of these assets are denominated in the currency of the country in which each asset
is located, the largest of such currency exposures being to the Australian Dollar, the
Kazakhstan Tenge, the Colombian Peso, the Euro, the Chilean Peso, the Norwegian
Kroner, the South African Rand, the Argentine Peso, the Peruvian Sol and the Cana
dian Dollar (including via Glencores stake in Xstrata);
through the costs of the Groups global office network, which are denominated
largely in the currency of the country in which each office is located, the largest
of such currency exposures being to the Swiss Franc, the Pound Sterling and the
Euro; and
through its marketing activities, although only a small minority of purchase or sale
transactions are denominated in currencies other than U.S. Dollars.
Foreign exchange rates have seen significant fluctuation in recent years and a depre
ciation in the value of the U.S.Dollar against one or more of the currencies in which
the Group incurs significant costs will therefore, to the extent it has not been hedged,
result in an increase in the cost of these operations in U.S.Dollar terms and could ad
versely affect the Groups financial results.
Mitigation: The Group manages the risk of fluctuating currency exchanges rates by
operating in a number of different geographies and by hedging specific future non
U.S. Dollar denominated commodity purchase or sale commitments.

Geopolitical risk
The Group operates and owns assets in a Impact: The geopolitical risks associated with operating in a large number of regions
large number of geographic regions and and countries, if realised, could affect the Groups ability to manage or retain interests
countries some of which are categorised in its industrial activities and could have a material adverse effect on the profitability,
as developing, complex and having un ability to finance or, in extreme cases, viability of one or more of its industrial assets.
stable political or social climates and, as Although the Groups industrial assets are geographically diversified across various
a result, is exposed to a wide range of countries, disruptions in certain of its industrial operations at any given time could
political, economic, regulatory and tax have a material adverse effect on the Groups marketing business.
environments. These environments are
subject to change in a manner that may be Mitigation: Geopolitical risk is managed through geographical diversification of
materially adverse for the Group, includ commodities and operations, continuous monitoring and dialogue through and with
ing changes to government policies and the Groups network of field offices and a commitment to engage proactively with em
regulations governing industrial produc ployees and the communities in which it operates, in order to maintain and improve
tion, foreign investment, price controls, its licence to operate.
import and export controls, tariffs, subsi
dies, income and other forms of taxation
(including policies relating to the granting
of advance rulings on taxation matters),
nationalisation or expropriation of prop
erty, repatriation of income, royalties, the
environment and health and safety.
Compliance with a significant number of laws and regulations

As a diversified production, sourcing, Impact: These laws and regulations may allow governmental authorities and private
marketing and distribution company parties to bring lawsuits based upon damages to property and injury to persons re
conducting complex transactions global sulting from the environmental, health and safety and other impacts of the Groups
ly, the Group is exposed to and subject to past and current operations, and could lead to the imposition of substantial fines,
extensive laws and regulations governing penalties, other civil or criminal sanctions, the curtailment or cessation of opera
various matters. These include laws and tions, orders to pay compensation, orders to remedy the effects of violations and/
regulations relating to bribery and cor or orders to take preventative steps against possible future violations. Moreover,
ruption, taxation, anti-trust, financial mar the costs associated with compliance with these laws and regulations are sub
kets regulation, environmental protection, stantial. Any changes to these laws or regulations or more stringent enforcement
management and use of hazardous sub or restrictive interpretation of current laws and regulations could cause additional
stances and explosives, management of expenditure (including capital expenditure) to be incurred or impose restrictions
natural resources, licences over resources on or suspensions of the Groups operations and delays in the development of its
owned by various governments, explora properties. In addition, obtaining the necessary governmental permits can be a par
tion, development of projects, produc ticularly complex and time-consuming process and may involve costly undertakings.
tion and post-closure reclamation, the The duration and success of permit applications are contingent on many factors,
employment of expatriates, labour and including those outside the Groups control. Failure to obtain or renew a neces
occupational health and safety standards, sary permit could mean that such companies would be unable to proceed with the
and historic and cultural preservation. development or continued operation of a mine or project, which, in turn, may have
a material adverse effect on the Groups business, results of operations, financial
condition and prospects.
Mitigation: The Group is committed to complying with or exceeding the laws, regu
lations and best practice guidelines applicable to its operations and products in the
jurisdictions in which it operates and through continuous monitoring of legislative
requirements and engagement with government and regulators it strives to ensure
full compliance.
Liquidity risk
The Groups failure to obtain funds could Liquidity, or ready access to funds, is essential to the Groups businesses. Liquidity
limit its ability to engage in desired ac risk is the risk that the Group is unable to meet its payment obligations when due, or
tivities and grow its business. that it is unable, on an ongoing basis, to borrow funds in the market on an unsecured
or secured basis at an acceptable price to fund actual or proposed commitments.
While the Group adjusts its minimum internal liquidity targets in response to changes
in market conditions, these minimum internal liquidity targets may be breached due
to circumstances it is unable to control, such as general market disruptions, sharp

increases in the prices of commodities or an operational problem that affects its sup
pliers or customers or itself.
Impact: A lack of liquidity may mean that the Group will not have funds available to
maintain or increase its marketing activities and industrial activities.
Marketing activities: The Groups marketing activities employ significant amounts of

working capital to fund purchases of commodities for future delivery to its end cus
tomers, to meet margin requirements under derivative contracts and to fund the ac
quisition and maintenance of certain transport and storage assets which complement
its marketing activities. Any inability to fund these amounts of working capital may
prevent the Group from maintaining its historic levels of marketing activity or from
increasing such levels in the future.
I ndustrial activities: The Groups industrial activities may be capital intensive and the
continued funding of such activities is critical to maintain its ownership interests in its
industrial assets, to maintain production levels in periods when net operating cash
flow is negative or insufficient to cover capital expenditures, to increase production
levels in the future in accordance with its business plans and to grow its industrial
activities through the acquisition of new assets. Any inability to fund these operating
and capital expenditure requirements may prevent the Group from maintaining or
growing its industrial activities production output.
Mitigation: The Group operates a policy of liquidity risk management, whereby it

seeks to maintain (via a minimum prescribed level) sufficient cash and cash equiva
lents and other sources of committed funding available to meet anticipated and
unanticipated funding needs.
MARKETING ACTIVITIES
Arbitrage opportunities
The Groups marketing activities are de Impact: Many of the physical commodity markets in which the Group operates are
pendent, in part, on its ability to identify fragmented or periodically volatile. As a result, discrepancies generally arise in
and take advantage of arbitrage oppor respect of the prices at which the commodities can be bought or sold in different
tunities. forms, geographic locations or time periods, taking into account the numerous
relevant pricing factors, including freight and product quality. These pricing discrep
ancies can present the Group with arbitrage opportunities whereby the Group is able
to generate profit by sourcing, transporting, blending, storing or otherwise processing
the relevant commodities. Profitability of the Groups marketing activities is, in large
part, dependent on its ability to identify and exploit such arbitrage opportunities. A
lack of such opportunities, for example due to a prolonged period of pricing stability
in a particular market, or an inability to take advantage of such opportunities when
they present themselves, because of, for example, a shortage of liquidity or an inabil
ity to access required logistics assets or other operational constraints, could adversely
impact the Groups business, results of operations and financial condition.
Mitigation: The Group mitigates the risk of an inability to take advantage of arbitrage
opportunities or lack thereof by maintaining a diversified portfolio of products and
through informational advantages the Group enjoys via its global network, its size
able market share and logistics capabilities in many commodities enabling it to move
quickly in response to arbitrage opportunities afforded by fluctuations and disequi
librium in commodity markets.
Hedging strategy
The Groups hedging strategy may not Impact: The Groups marketing activities involve a significant number of purchase and
always be effective, does not require all sale transactions across multiple commodities. To the extent the Group purchases a
risks to be hedged and may leave an ex commodity from a supplier and does not immediately have a matching contract to sell
posure to basis risk. the commodity to a customer, a downturn in the price of the commodity could result

in losses to the Group. Conversely, to the extent the Group agrees to sell a commodity
to a customer and does not immediately have a matching contract to acquire the com
modity from a supplier, an increase in the price of the commodity could result in losses
to the Group, as it then seeks to acquire the underlying commodity in a rising market.
In the event of disruptions in the commodity exchanges or markets on which the
Group engages in hedging transactions, the Groups ability to manage commodity
price risk may be adversely affected and this could in turn materially adversely affect
its business, financial condition and results of operations.
In addition, there are no traded or bilateral derivative markets for certain commodities
that the Group purchases and sells, which limits the Groups ability to fully hedge its
exposure to price fluctuations for these commodities.
Mitigation: In order to mitigate the risks in its marketing activities related to commod
ity price fluctuations and potential losses, the Group has a policy, at any given time,
of hedging substantially all of its marketing inventory not already contracted for sale
at pre-determined prices through futures and swap commodity derivative contracts,
either on commodities exchanges or in the over the counter market.
In instances where there are no traded or bilateral derivative markets for certain com
modities, the Groups ability to hedge its commodity exposure is limited to forward
contracts for the physical delivery of a commodity or futures and swap contracts for a
different, but seemingly related, commodity.
Counterparty credit and performance risk

The Group, in particular via its marketing Impact: Non-performance by the Groups suppliers, customers and hedging counter
activities, is subject to non performance parties may occur in a range of situations, such as:
risk by its suppliers, customers and hedg
ing counterparties. a significant increase in commodity prices could result in suppliers being unwilling
to honour their contractual commitments to sell commodities to the Group at pre-
agreed prices;
a significant reduction in commodity prices could result in customers being unwilling
or unable to honour their contractual commitments to purchase commodities from
the Group at pre-agreed prices;
customers may take delivery of commodities from the Group and then find them
selves unable to honour their payment obligations due to financial distress or any
other reasons; and
hedging counterparties may find themselves unable to honour their contractual
commitment due to financial distress or other reasons.
Non-performance by a counterparty could have an adverse impact on its business,

results of operations and financial condition, including by creating an unintended,
unmatched commodity price exposure.
In addition, financial assets consisting principally of cash and cash equivalents,

marketable securities, receivables and advances, derivative instruments and long-
term advances and loans could potentially expose the Group to concentrations of
credit risk.
Mitigation: The Group seeks to reduce the risk of customer non-performance by

requiring credit support from creditworthy financial institutions including making
extensive use of credit enhancement products, such as letters of credit, insurance
policies and bank guarantees, where appropriate, and by imposing limits on open
accounts extended. Whilst these limits are believed appropriate based on current
levels of perceived risk, there is a possibility that a protracted difficult economic en
vironment would negatively impact the quality of these exposures. In addition, mark-
to-market exposures in relation to hedging contracts are regularly and substantially
collateralised (primarily with cash) pursuant to margin arrangements put in place with
such hedge counterparties.

The Group actively monitors the credit quality of its counterparties, including the
risk of non-performance by suppliers and customers alike, through internal reviews,
strong relationships and industry experience and a credit scoring process which in
cludes, where available, public credit ratings.
Risk management policies and procedures

Identifying, quantifying and managing Impact: The Groups marketing activities are exposed to commodity price, foreign
risk is complex and challenging and al exchange, interest rate, counterparty (including credit), operational, regulatory and
though it is the Groups policy and prac other risks. The Group has devoted significant resources to developing and imple
tice to identify and, where appropriate menting policies and procedures to manage these risks and expects to continue to do
and practical, actively manage such risks so in the future. Nonetheless, the Groups policies and procedures to identify, monitor
to support its objectives in managing and manage risks have not been fully effective in the past and may not be fully effec
its capital and future financial security tive in the future. Some of the Groups methods of monitoring and managing risk are
and flexibility, the Groups policies and based on historical market behaviour that may not be an accurate predictor of future
procedures may not adequately identify, market behaviour. Other risk management methods depend on evaluation of infor
monitor and quantify risk. mation relating to markets, suppliers, customers and other matters that are publicly
available or otherwise accessible by the Group. This information may not in all cases
be accurate, complete, up to date or properly evaluated. Management of operational,
legal and regulatory risk requires, among other things, policies and procedures to
properly record and verify a large number of transactions and events, and these poli
cies and procedures may not be fully effective in doing so.
Failure to mitigate all risks associated with the Groups business could have a material
adverse effect on the Groups business, results of operations and financial condition.
Mitigation: The Group uses, among other techniques, Value-at-Risk, or VaR, as a key
market risk measurement technique for its marketing activities. VaR does not purport
to represent actual gains or losses in fair value on earnings to be incurred by the
Group, nor does the Group expect that VaR results are indicative of future market
movements or representative of any actual impact on its future results. VaR has certain
limitations; notably, the use of historical data as a proxy for estimating future events,
market illiquidity risks and tail risks. While the Group recognises these limitations and
continuously refines its VaR analysis, there can be no assurance that its VaR analy
sis will be an effective risk management methodology. Management of counterparty
non-payment risk is mitigated by substantial use of credit enhancement products, in
cluding letters of credit, insurance and bank guarantees. Please refer to section 2.1Fi
nancial review for further explanation on the use of VaR.
Supply of commodities from third parties

The Group purchases a portion of the Impact: Any disruptions in the supply of product by factors such as weather and other
physical commodities sold by its market natural disasters, unexpected maintenance problems, collapse or damage to mines,
ing activities from its controlled indus labour disruptions and changes in laws and regulations could adversely affect the
trial operations and associates, including Groups margins. The Groups business, results of operations, financial condition and
Xstrata. The remainder of the commodi prospects could be materially adversely impacted if it is unable to continue to source
ties sourced by its marketing operations required volumes of commodities from its suppliers on reasonable terms or at all.
are purchased from third party suppli
ers and entities in which the Group has Mitigation: The Group sources product from a large range of suppliers (industrial as
a minority stake (excluding associates). sets and third parties) and is not reliant on any one supplier to satisfy its performance.
The Group expects to continue to source This enables the Group to source alternative product in the event of supply disruption.
commodities from such third parties in The Group benefits from investments in numerous communities and shared owner
the future. The Group is potentially ex ship with local entities that helps to mitigate against some country specific risks.
posed to both price and supply risks with
respect to commodities sourced from
third parties and entities in which it holds
a minority stake. The Group is reliant on
third parties to source the majority of the
commodities purchased by its marketing
operations.

Freight, storage, infrastructure and logistics support
The Groups marketing activities require Impact: Increases in the costs of freight, storage, infrastructure and logistics support
access to significant amounts of freight, or limitations or interruptions in the supply chain which impedes the Groups ability
storage, infrastructure and logistics sup to deliver its products on time, could adversely affect the Groups business, results of
port and it is exposed to increases in the operations or financial condition.
costs thereof. In addition, the Group of
ten competes with other producers, pur Mitigation: The risk of disruptions to or limitations of freight, storage, infrastructure
chasers or marketers of commodities or and logistics support is mitigated through the Groups market position, global reach
other products for limited storage and and its longstanding relationships with third party suppliers of freight. These give the
berthing facilities at ports and freight Group an advantage in ensuring its commodity transport needs are met along with its
terminals, which can result in delays in investments in storage and logistic assets such as vessels, oil terminals and tank farms,
loading or unloading the Groups prod metals and other warehouses and grain silos.
ucts and expose the Group to significant
delivery interruptions.
Non-controlling stakes, joint ventures and strategic, partnership arrangements

Some of the Groups industrial assets are Impact: The Group does not control a number of its industrial investments. Although
held through non-controlling stakes or the Group has various structures in place which seek to protect its position where it
joint ventures and strategic partnership does not exercise control, the boards of these companies may:
arrangements.
have economic or business interests or goals that are inconsistent with or are opposed
to those of the Group;
exercise veto rights or take shareholders decisions so as to block actions that the
Group believes to be in its best interests and/or in the best interests of all shareholders;
take action contrary to the Groups policies or objectives with respect to its invest
ments or commercial arrangements; or
as a result of financial or other difficulties, be unable or unwilling to fulfil their obli
gations under any joint venture or other agreement, such as contributing capital to
expansion or maintenance projects.
Improper management or ineffective policies, procedures or controls of a non-con

trolled entity could adversely affect the business, results of operations and financial
condition of the relevant investment and, therefore, of the Group.
Mitigation: Where projects and operations are controlled and managed by the
Groups co-investors or where control is shared on an equal basis, the Group may
provide expertise and advice, but it has limited or restricted ability to mandate com
pliance with the Groups policies and/or objectives.
Project development
The Group has a number of significant Impact: Any future upward revisions in estimated project costs, delays in completing
expansions planned for its existing op planned expansions, cost overruns, suspension of current projects or other operation
erations and plans for certain new pro al difficulties after commissioning, may have a material adverse effect on the Groups
jects, the development of which is ex business, results of operations, financial condition or prospects, in turn requiring the
posed to a number of risks outside of its Group to consider delaying discretionary expenditures, including capital expendi
control such as technical uncertainties, tures, or suspending or altering the scope of one or more of its development projects.
availability of suitable financing, infra
structure constraints, cost overruns, in Mitigation: Project development risks are mitigated and managed through the Groups
sufficient labour skills or resources and continuous project status evaluation and reporting processes, the significant focus of
delays in permitting or other regulatory such being appropriate approval processes and transparent and timely reporting of
matters. costs and progress relative to plan. Significant projects are regularly audited against
the project plan and reporting processes.

Operating risks and hazards

The Groups industrial activities are sub Impact: These risks and hazards could result in damage to, or destruction of, proper
ject to numerous operating risks and haz ties or production facilities, may cause production to be reduced or to cease at those
ards normally associated with the devel properties or production facilities, may result in a decrease in the quality of the prod
opment and operation of natural resource ucts, personal injury or death, environmental damage, business interruption and legal
projects, many of which are beyond the liability and may result in actual production differing from estimates of production.
Groups control.
The realisation of such operating risks and hazards and the costs associated with them
These operating risks and hazards include could materially adversely affect the Groups business, results of operations and finan
unanticipated variations in grade and cial condition, including by requiring significant capital and operating expenditures to
other geological problems, seismic ac abate the risk or hazard, restore the Group or third party property, compensate third
tivity, climatic conditions such as flood parties for any loss and/or pay fines or damages.
ing or drought, metallurgical and other
processing problems, technical failures, Mitigation: Operating risks and hazards are managed through the Groups continuous
unavailability of materials and equip assessment, reporting and communication of the risks that affect its business through
ment, interruptions to power supplies, its annual risk review processes and updates to its risk register. In addition, risk is miti
industrial actions or disputes, industrial gated somewhat through geographic and multiple project diversification.
accidents, labour force disruptions, un
anticipated logistical and transportation
constraints, tribal action or political pro
tests, force majeure factors, environmen
tal hazards, fire, explosions, vandalism
and crime.
Title to the land, resource tenure and extraction rights

The Group has industrial activities in Impact: Any dispute, relating to a material industrial asset, could disrupt or delay
vestments in certain countries where ti relevant mining, processing or other projects and/or impede the Groups ability to
tle to land and rights in respect of land develop new industrial properties, which may have a material adverse effect on the
and resources (including indigenous ti Groups business, results of operations and financial condition.
tle) has not been and may not always be
clear, creating the potential for disputes Mitigation: Title and tenure risks are managed through geographical diversification
over resource development. Title to the of commodities and operations, continuous monitoring and dialogue through and
Groups mining and hydrocarbon rights with the Groups network of local offices and a commitment to engage proactively
may be challenged or impugned, and with employees, governments and the communities in which the Group operates to
title insurance may not generally be avail maintain and better its licence to operate.
able. In many cases, the government of
the country in which a particular asset is
located is the sole authority able to grant
such rights and, in some cases, may have
limited infrastructure and limited re
sources which may constrain the Groups
ability to ensure that it has obtained se
cure title to individual exploration licenc
es or extraction rights.
Availability of infrastructure
The production, processing and product Impact: The mining, drilling, processing, development and exploration activities of
delivery capabilities of the Groups in the industrial assets in which the Group holds an interest depend on adequate infra
dustrial assets rely on their infrastructure structure. Certain of these assets are located in areas that are sparsely populated and
being adequate and remaining available. difficult to access. Reliable roads, power sources, transport infrastructure and water
supplies are essential for the conduct of these operations and the availability and cost
of these utilities and infrastructure affect capital and operating costs and therefore
the Groups ability to maintain expected levels of production and results of opera
tions. Unusual weather or other natural phenomena, sabotage or other interference
in the maintenance or provision of such infrastructure could impact the development
of a project, reduce production volumes, increase extraction or exploration costs or
delay the transportation of raw materials to the mines and projects and commodities
to end customers. Any such issues arising in respect of the infrastructure supporting

or on the Groups sites could have a material adverse effect on the Groups business,
results of operations, financial condition and prospects.
Mitigation: Availability of infrastructure risk is mitigated through the continuous moni

toring and dialogue through and with the Groups network of local offices, a com
mitment to engage proactively with governments and the communities in which the
Group operates to maintain and improve its licence to operate, and where appropri
ate, the establishment of back-up sources of power.
Cost control
As commodity prices themselves are Impact: Production costs are heavily influenced by the extent of ongoing develop
outside of the Groups control, the com ment required, ore grades, mine planning, processing technology, logistics, energy
petitiveness and sustainable long-term and supply costs and the impact of exchange rate fluctuations on costs of opera
profitability of its industrial asset port tions. All of the Groups industrial assets are, to varying degrees, affected by increas
folio depends significantly on its ability es in costs for labour and fuel. Unit production costs are also significantly affected
to closely manage costs and maintain by production volumes and therefore production levels are frequently a key factor
a broad spectrum of low-cost, efficient in determining the overall cost competitiveness of the Groups industrial activities.
operations. Costs associated with the Any increase in input costs will adversely affect the Groups results of operations and
operation of the Groups industrial as financial condition.
sets can be broadly categorised into la
bour costs and other on-site expenses, Mitigation: Maintaining costs and where appropriate lowering them is supported by the
including power and equipment costs. Groups continuous reporting on these measures, coupled with the inclusion of certain
cost control evaluation measures in assessing management performance. In addition,
risk is mitigated somewhat through geographic and multiple project diversification.
Resources and reserves

The Groups stated mineral, coal and hy Impact: Actual reserves, resources or mineralised potential may not conform to ge
drocarbon reserves, resources and min ological, metallurgical or other expectations, and the volume and grade of ore or
eralised potential are only estimates and product recovered may be below the estimated levels. Lower market prices, increased
the anticipated volumes or grades may production costs, reduced recovery rates and other factors may render the Groups
not be achieved. reserves, resources or mineralised potential uneconomical to exploit and may result
in revision of its reserve estimates from time to time. If the Groups actual mineral,
coal and hydrocarbon reserves and resources are less than current estimates or if the
Group fails to develop its resource base through the realisation of identified or new
mineral potential, the Groups business, results of operations and financial condition
may be materially and adversely affected.
Mitigation: The Group updates annually the quantity and quality of the estimated
proven and probable reserves to reflect extraction, additional drilling and other avail
able data in accordance with internationally recognised reporting frameworks, includ
ing JORC, SAMREC and PRMS. For the major deposits, the estimates are prepared and
signed off by independent competent persons.
Environmental hazards
The processes and chemicals used in Impact: Where the Group holds or has interests in industrial activities, these assets are
the Groups extraction and production generally subject to environmental hazards as a result of the processes and chemicals
methods, as well as its shipping and used in traditional extraction, production, storage, disposal and transportation meth
storage activities, are subject to environ ods. Environmental hazards may exist on the Groups owned or leased properties or
mental hazards. at those of the industrial activities in which it holds an interest, or may be encountered
while its products are in transit. The storage of tailings at the Groups industrial assets
may present a risk to the environment, property and persons, where there remains a
risk of leakage from or failure of the Groups tailings dams, as well as theft and vandal
ism during the operating life of the assets or after closure.
Additionally, the Group conducts oil exploration and drilling activities and also stores
and transports crude oil and oil products around the world. Damage to exploration or
drilling equipment, a vessel carrying oil or a facility where oil is stored could lead to a
spill, causing environmental damage with significant clean-up or remediation costs.

The Group may be liable for losses associated with environmental hazards, have its
licences and permits withdrawn or suspended or may be forced to undertake exten
sive remedial clean-up action or to pay for government-ordered remedial clean-up
actions, even in cases where such hazards have been caused by any previous or subse
quent owners or operators of the property, by any past or present owners of adjacent
properties, by independent third party contractors providing services to the Group
or by acts of vandalism by trespassers. Any such losses, withdrawals, suspensions, ac
tions or payments may have a material adverse effect on the Groups business, results
of operations and financial condition.
Mitigation: Compliance with international and local regulations and standards, pro
tecting our people, communities and the environment from harm and our operations
from business interruptions are top priorities for the Group. The Group operating
procedures and those of its partners in relation to owned tankers conform to industry
best practise working under the guidelines of the International Maritime Organisa
tion (IMO), relevant Flag States and top tier Classification societies. Tankers char
tered from third parties are required to meet strict vetting inspection requirements
in line with OCIMF (Oil Companies International Marine Forum) and the Groups
own standards. The Groups oil exploration activities engage best industry practises
and procedures and utilise first class drilling contractors with proven expertise and
experience. Additionally, wide-spread and comprehensive insurance cover is actively
procured, to reduce the financial impact of operational risks, property damage, busi
ness interruption and environmental liabilities to the extent possible.
SUSTAINABLE DEVELOPMENT
Emissions and climate change regulation

The Groups global presence exposes Impact: Increasing regulation of greenhouse gas emissions, including the progressive
it to a number of jurisdictions in which introduction of carbon emissions trading mechanisms and tighter emission reduction
regulations or laws have been or are be targets is likely to raise production, transportation and administrative costs. In addi
ing considered to limit or reduce emis tion, regulation of greenhouse gas emissions in the jurisdictions of the Groups major
sions. The likely effect of these changes customers and in relation to international shipping could also have a material adverse
will be to increase the cost for fossil fu effect on the demand for some of the Groups products.
els, impose levies for emissions in excess
certain permitted levels and increase Mitigation: The Group, through its sustainability program, strives to ensure emissions
administrative costs for monitoring and and climate change issues are identified, understood and effectively managed and
reporting. monitored in order to meet international best practice standards and ensure regulatory
compliance.
Community relations
The continued success of the Groups ex Impact: If it is perceived that the Group is not respecting or advancing the economic and
isting operations and its future projects social progress and safety of the communities in which it operates, the Groups reputa
are in part dependent upon broad sup tion and shareholder value could be damaged, which could have a negative impact on
port and a healthy relationship with the its social licence to operate, its ability to secure new resources and its financial perfor
respective local communities. mance. The consequences of negative community reaction could also have a material
adverse impact on the cost, profitability, ability to finance or even the viability of an oper
ation. Such events could lead to disputes with national or local governments or with local
communities or any other stakeholders and give rise to material reputational damage. If
the Groups operations are delayed or shut down as a result of political and community
instability, its earnings may be constrained and the long-term value of its business could
be adversely impacted. Even in cases where no action adverse to the Group is actually
taken, the uncertainty associated with such political or community instability could nega
tively impact the perceived value of the Groups assets and industrial investments and,
consequently, have a material adverse effect on the Groups financial condition.
Mitigation: The Group believes that the best way to manage these vital relationships
is to adhere to the principles of open dialogue and co-operation and in doing so it
engages with local communities to present and demonstrate the positive communal

attributes of the Groups local operations and ensure that appropriate measures are
taken to prevent or mitigate possible adverse effects on them, along with the regular
reporting of such.
Employees
The maintenance of positive employee Impact: Some of the Groups employees, as well as employees in non-controlled
and union relations and the ability to at industrial investments, are represented by labour unions under various collective
tract and retain skilled workers are key to labour agreements. The Group or the industrial investments in which it holds an inter
the success of the Group. est may not be able to satisfactorily renegotiate its collective labour agreements when
they expire and may face tougher negotiations or higher wage demands than would
be the case for non-unionised labour. In addition, existing labour agreements may not
prevent a strike or work stoppage at its facilities in the future, and any strike or other
work stoppage could have a material adverse effect on the Groups business, results of
operations and financial condition.
The success of the Groups business is also dependent on its ability to attract and
retain highly effective marketing and logistics personnel as well as highly qualified
and skilled engineers and other industrial, technical and project experts to operate its
industrial activities in locations experiencing political or civil unrest, or in which they
may be exposed to other hazardous conditions. The Group may not be able to attract
and retain such qualified personnel and this could have a material adverse effect on
the Groups business, results of operations and financial condition.
Mitigation: The Group understands that one of the key factors in its success is a good
and trustworthy relationship with its people. This priority is reflected in the principles
of its corporate practice and its related guidance, which require regular, open, fair and
respectful communication, zero tolerance for human rights violations, fair remunera
tion and, above all, a safe working environment.
Health, safety and environment

The Groups operations are subject to IMpact: New or amended environmental, health and safety legislation or regula
health, safety and environmental regula tions may result in increased operating costs or, in the event of non compliance or
tions and legislation along with complying accidents or incidents causing personal injury or death or property or environmental
with the Groups corporate sustainability damage at or to the Groups mines, smelters, refineries, concentrators, drill rigs or re
framework. lated facilities (such as logistics and storage facilities) or surrounding areas may result
in significant losses, interruptions in production, expensive litigation, imposition of
penalties and sanctions or suspension or revocation of permits and licences, even in
cases where such hazards have been caused by any previous or subsequent owners
or operators of the property, by any past or present owners of adjacent properties, by
independent third party contractors providing services to the Group or by acts of van
dalism by trespassers. Any such losses, withdrawals, suspensions, actions or payments
may have a material adverse effect on the Groups business, results of operations and
financial condition.
Mitigation: The Group is committed to comply with or exceed the laws, regulations
and best practice guidelines applicable to its operations and products in the jurisdic
tions in which it operates and through its extensive compliance program, including
continuous monitoring of legislative requirements and engagement with government
and regulators, it strives to ensure full compliance.

OTHER RISKS
Mergers and acquisitions

The Group may fail to integrate mergers IMPACT: Business combinations entail a number of risks, including the ability of the
or acquisitions effectively, including in Group to integrate effectively the businesses acquired with its existing operations
connection with the merger with Xstrata, such as the realisation of anticipated synergies, significant one-time write-offs or
or fail to realise the anticipated business restructuring charges, difficulties in achieving optimal tax structures, unanticipated
growth opportunities or other synergies costs, addressing possible differences in business culture, processes, controls, proce
in connection with such mergers or ac dures and systems and failing to integrate and motivate key employees and/or retain
quisitions. certain individuals during the integration period. For example, the performance of
the Group in the future will, amongst other things, depend on its ability to integrate
Xstrata successfully without disruption to the existing business.
Failure to successfully integrate a business, including in connection with the merger

with Xstrata, could have a material adverse effect on the Groups business, financial
condition, results of operations and/or prospects. All of these may be exacerbated by
the diversion of managements attention away from other ongoing business concerns.
The Group may also be liable for the past acts, omissions or liabilities of companies
or businesses it has acquired, which may be unforeseen or greater than anticipated
at the time of the relevant acquisition. In addition, various factors could impact the
estimated synergies for potential acquisitions and have a material adverse impact on
the Groups business, results of operations and financial condition.
MITIGATION: The Group understands that businesses combinations, whether as a re

sult of a merger or an acquisition, entail a number of risks. Such risks are mitigated
through detailed integration planning and by establishing dedicated integration
teams to ensure effective integration of businesses. In particular, the Group believes
that, in the case of the merger with Xstrata, integration risks are reduced by bringing
two highly complementary businesses with a long-standing relationship.

FPSO Aseng sailaway, Singapore
Business
review
2 | Business review
2.1 | Financial review 36

2.2 | Metals and minerals 46
2.3 | Energy products 54
2.4 | Agricultural products 60
2.5 | Reserves and resources 64
2.1 | Financial review
BASIS OF PRESENTATION OF FINANCIAL INFORMATION
The financial information has been prepared on a basis as outlined in note1 of the financial statements. It
is presented in the Overview and the Financial review sections before significant items unless otherwise
stated to provide an enhanced understanding and comparative basis of the underlying financial perfor-
mance. Significant items are items of income and expense which, due to their financial impact and nature or
the expected infrequency of the events giving rise to them, are separated for internal reporting and analysis
of Glencores results.
Performance Highlights
US$ million 2012 2011 Change
Key statement of income and cash flows highlights:

Revenue 214436 186152 15%
Adjusted EBITDA1 5943 6464 8%
Adjusted EBIT1 4470 5398 17%
Net income attributable to equity holders pre significant items2 3060 4060 25%
Net income attributable to equity holders 1004 4048 75%
Earnings per share (Basic) pre significant items (US$) 0.44 0.72 39%
Earnings per share (Basic) (US$) 0.14 0.72 81%
Funds from operations (FFO)3 4115 3522 17%
US$ million 2012 2011 Change
Key financial position highlights:

Total assets 105537 86165 22%
Equity attributable to equity holders 31266 29265 7%
Current capital employed (CCE) 23945 22479 7%
Net debt3 15416 12938 19%
Net debt, adjusted for the Viterra acquisition 11457 12938 11%
Ratios:
FFO to Net debt 26.7% 27.2% 2%
FFO to Net debt, adjusted for the Viterra acquisition 35.9% 27.2% 32%
Net debt to Adjusted EBITDA 2.59x 2.00x 30%
Net debt, adjusted for the Viterra acquisition, to Adjusted EBITDA 1.93x 2.00x 4%
Adjusted EBITDA to net interest 6.13x 7.63x 20%
Refer to glossary on page 166 for definitions and calculations.

2
Refer to page 39.
Refer to page 42.

results
Adjusted EBIT decreased by 17% to $4,470million in 2012 compared to 2011 due to lower contributions from
our industrial activities which were affected by generally lower year on year average commodity prices for
the key commodities which we and our associates (primarily Xstrata) produce. Given the largely fixed cost
nature of depreciation and amortisation (non-cash) over a certain level of production, Adjusted EBITDA
was only 8% lower in 2012, compared to 2011. Adjusted EBIT contribution from marketing was $2,130million
(2011: $1,911million) representing 48% of Adjusted EBIT for the year, an increase from 35% in the prior year.
These results highlight the reinforcing the strength and resilience of Glencores business model and the di-
versification benefits associated with combining and integrating, across a broad spectrum of commodities,
a portfolio of industrial assets with large scale physical sourcing, marketing and logistics capabilities.
Adjusted EBIT
Adjusted EBIT by business segment is as follows:
2012 2011
Marketing Industrial Adjusted Marketing Industrial Adjusted
US$million activities activities EBIT activities activities EBIT
Metals and minerals 1363 708 2071 46% 1242 1357 2599 48%
Energy products 435 594 1029 23% 697 375 1072 20%
Agricultural products 371 10 361 8% 8 39 47 1%
Corporate and other 39 1048 1009 23% 20 1794 1774 33%
Total 2130 2340 4470 100% 1911 3487 5398 100%
C orporate industrial activities include $1,174million (2011: $1,893million) of Glencores equity accounted share of
Xstratas income.
Marketing Adjusted EBIT was $2,130million up 11% over 2011. 2012 saw an improved performance by met-
als and minerals, with generally good volume growth e.g. copper and nickel and healthy physical premia
for many of Glencores core products. The energy result was weaker due to fewer arbitrage opportunities,
against a backdrop of relatively low volatility and the continuing weak freight markets. Agricultural products
showed a marked improvement over 2011, with the events surrounding cotton now behind us and on an
adjusted comparable basis, its performance was relatively stable year over year.
Industrial Adjusted EBIT declined by 33% to $2,340million in 2012, primarily due to weaker average com-
modity prices, including nickel, coal (API 2), zinc and copper, down 23%, 24%, 11% and 10% respectively.
These lower prices impact our own controlled operations as well as our share of Xstratas earnings. The
commencement of oil production at the Aseng field in Q42011 was largely accountable for the increase in
energy products industrial performance.
Corporate and other primarily relates to the equity accounted interest in Xstrata and also includes the
variable pool bonus cost, the net result of which was down 43% to $1,009million in 2012 compared to 2011.

Revenue
Revenue for the year ended 31 December 2012 was $ 214,436 million, a 15% increase compared to
$186,152million in 2011. The increase was primarily due to higher oil volumes handled (+39%), partially offset
by lower period-on-period metals prices as noted above.
Cost of goods sold

Cost of goods sold for the year ended 31 December 2012 was $210,435million, a 16% increase from
$181,938million in 2011 primarily due to the higher oil volumes noted above.
Selling and administrative expenses

Selling and administrative expenses for the year ended 31December2012 were $997million, a 16% increase
from $857million in 2011, due to somewhat higher employee compensation charges, commensurate with an
expansion of business activities and performance.
Share of income from associates and jointly controlled entities

Share of income from associates and jointly controlled entities for the year ended 31December 2012 was
$367 million, a 81% decrease from $1,972million in 2011. The decrease reflects reduced earnings flow-
through from Xstrata primarily due to the lower commodity prices and various impairment charges which it
took ($299million equity earnings, including $875million of significant items; 2011: $1,868million, including
$25million of significant items).
(Loss)/gain on disposal of investments

Loss on disposal of investments for the year ended 2012 was $128million, compared to a gain of $9million
in 2011. The amount in 2012 primarily comprised an accounting dilution loss following an Xstrata share issu-
ance in March 2012 (part of its employee stock ownership plan), which saw Glencores effective ownership
reduce from 34.5% to 34.2%.
Other expense net

Net other expense for 2012 was $1,214million, compared to $511million in 2011. 2012 primarily comprised
impairments of $1,650million, $120million acquisition related expenses and $109million of expense re-
lated to phantom equity awards granted upon Glencores listing, offset by a net $497million accounting
gain mainly related to the revaluation of Glencores initial 40% interest in Mutanda upon acquisition of an
additional 20% interest in April 2012. There were also $179million of positive mark to market adjustments
related to certain fixed priced forward coal sales contracts in respect of Prodecos future production.
The impairment amount mainly comprises $1.2billion of previously recognised negative fair value adjust-
ments reclassified from other comprehensive income to the statement of income in respect of Glencores
interest in UC Rusal. This reclassification had no impact on Glencores net asset/equity position which has
consistently, for many years, reflected the mark-to-market fair value of this holding. Evidence of this lack
of impact is clear on page 111, where total comprehensive income attributable to equity holders was
lower by a mere 10% in 2012 compared to 2011, contributing to a 7% increase in total equity, excluding non-
controlling interests.
The net amount in 2011 primarily comprised $344million of expenses related to Glencores listing, a $92mil-
lion of mark-to-market loss in respect of various minority holdings in listed companies, $63million related
to final costs associated with the settlement of the Prodeco option and $32million of asset impairments.
See notes 4 and 5 to the consolidated financial statements for further explanations.
Interest income
Interest income for the year ended 31December 2012 was $401million, an 18% increase over 2011 due to
higher average advance balances outstanding. Interest income includes interest earned on various loans
extended, including to OAO Russneft.
Interest expense
Interest expense for the year ended 31December 2012 was $1,371million, a 16% increase from $1,186mil-
lion in 2011. The increase was mainly due to higher average debt levels.

Income taxes
A net income tax credit of $76million was recognised during the year ended 31December 2012 compared
to a tax credit of $264million in 2011. The 2012 credit resulted primarily from the recognition of crystallised
tax benefits (resulting in losses carried forward), following an internal reorganisation of our existing owner-
ship interest in Xstrata. The 2011 credit resulted primarily from the recognition of tax deductions associated
with the conversion of the Glencore Group from private to public ownership as part of its listing. It has been
Glencores historical experience that its effective tax rate pre significant items on pre-tax income, excluding
share of income from associates and jointly controlled entities and dividend income, has been approxi-
mately 10%, particularly in years where the marketing to industrial profit contribution mix is higher. This rate
has been reflected in the table below. It is likely that the future effective tax rate will increase relative to the
past, however, as noted above, this will largely be a function of Glencores profit mix (marketing vs industrial).
Earnings
A summary of the differences between Adjusted EBIT and income attributable to equity holders, including
significant items, is set out below:
US$million 2012 2011
Adjusted EBIT 4470 5398

Net finance costs 970 847
Foreign exchange loss 4 5
Income tax expense 224 250
Non controlling interests 212 236
Income attributable to equity holders pre significant items 3060 4060
Earnings per share (Basic) pre significant items (US$) 0.44 0.72
Other expense net, excluding foreign exchange loss 1210 506

Net (loss)/gain on disposal on investments 128 9
Mark to market valuation of certain natural gas forward contracts 123 0
Unrealised intergroup profit elimination 84 0
Share of Associates exceptional items 875 45
Net deferred tax asset recorded mainly restructuring benefits
(2011 Listing/Restructuring benefits)4 300 514
Non controlling interest portion of significant items5 64 16
Total significant items 2056 12
Income attributable to equity holders 1004 4048
Earnings per share (Basic) (US$) 0.14 0.72
Recognised within other expense net, see note4 of the financial statements.
Recognised within cost of goods sold, see note2 of the financial statements.
3
Recognised within share of income from associates and jointly controlled entities, see note2 of the financial statements.
4
Recognised within income tax credit, see note6 of the financial statements.
5
Recognised within non controlling interests.

significant items
Significant items are items of income and expense which, due to their financial impact and nature or the
expected infrequency of the events giving rise to them, are separated for internal reporting and analysis
of Glencores results to provide a better understanding and comparative basis of the underlying financial
performance.
In 2012, Glencore recognised $ 2,056million of significant expenses on a net basis which comprised
primarily impairment charges of $1,650million (2011: $32million) and our share of Xstratas exceptional
items (2012: $875million, 2011: $25million), offset by a $497million accounting gain on the revaluation of
previously held interests in subsidiaries acquired during the year.
In 2011, Glencore recognised $12million of significant expenses on a net basis which comprised primarily
$344million of expenses related to Glencores listing, a $92million of mark-to-market loss in respect of
various minority holdings in listed companies, $63million related to final costs associated with the settle-
ment of the Prodeco option and $ 32million of asset impairments. These expenses were largely offset by the
recognition of $514million of net tax credits relating primarily to certain income tax deductions that were
crystallised, following the reorganisation of Glencore prior to Listing.
See comments in other expense net above and notes 2, 4 and 5 of the financial statements for additional
details.
Liquidity and capital resources Cash Flow
Cash generated by operating activities before working capital changes

Cash generated by operating activities before working capital changes for the year ended 31December2012
was $4,782million, an increase of $681million (17%) compared to 2011, reflecting the higher Adjusted
EBITDA from marketing activities. On a more comparable basis, the increase is 8%, taking into account
$325million of listing related cash expenses in the 2011 period (see movement in net debt table below).
Working capital changes

Cash net working capital decreased by $727million during the year ended 31December 2012 compared to an
increase of $3,174million in 2011. Much of the 2011 increase occurred in Q42011, as Glencore was presented
with highly attractive funded commodity sourcing opportunities. 2012 saw a partial release of this increase,
via the movement in receivables and payables, however marketing related inventory balances increased dur-
ing the year. Inventory levels were higher in metals and naturally in the agricultural division, which took on
substantial levels of working capital towards the end of 2012, in no small part due to the mid-December ac-
quisition of Viterra see note24 of the financial statements. In 2013, we are focused on working capital levels
associated with the 2012 acquisitions, including a natural release of working capital once various earmarked
non-core components of Viterra have been sold.
Net cash used by investing activities

Net cash used by investing activities was $9,539million in 2012 compared to $3,690million in 2011. The net
outflow in 2012 primarily related to the acquisition of Viterra, an additional 32% interest in Optimum, an ad-
ditional 20% interest in Mutanda, two European manganese operations and an 80% interest in Rosh Pinah
(see note24 of the financial statements), along with continued capital expenditure programs in respect of
the various E&P upstream oil development projects, the development of the Mutanda and Kansuki copper/
cobalt operations and the production expansions at Katanga, Cobar and Prodeco.
Net cash generated by financing activities

During 2012, Glencore issued $2,951million bonds 6 year 4.125% EUR1,250million bonds, 10 year 5.5%
GBP500million bonds and 6.5 year 2.625% CHF450million bonds.

ASSETS, LEVERAGE AND WORKING CAPITAL
Total assets were $105,537million as at 31December 2012 compared to $86,165million as at 31Decem-

ber2011. Over the same time period current assets increased from $45,731million to $54,059million. The
adjusted current ratio at 31December 2012 reduced to 1.16x, as the Xstrata secured bank loans and the
October 2013 Eurobonds moved from non current to current borrowings. Adjusting for these two move-
ments (given our c. $9billion of long term committed liquidity could have been drawn to repay short term
debt), the Adjusted current ratio improves to 1.27x. Non current assets increased from $40,434million as at
31December2011 to $51,478million as at 31December2012, primarily due to the acquisitions and capital
expenditure programs noted above, including large non controlling interest asset gross-ups in relation to
Mutanda and Optimum, where Glencore moved from equity to consolidated accounting during the year.
Consistent with 31December2011, 99% ($17,290million) of total marketing inventories were readily market-
able inventories at 31December2012. These inventories are readily convertible into cash due to their liquid
nature, widely available markets, and the fact that any associated price risk is or could be covered either by
a physical sale transaction or a hedge transaction on a commodity exchange or with a highly rated coun-
terparty. Given the highly liquid nature of these inventories, which represent a significant share of current
assets, Glencore believes it is appropriate to consider them together with cash equivalents in analysing
Group net debt levels and computing certain debt coverage ratios and credit trends. Balance sheet liquidity
remains very healthy such that current capital employed plus investments in listed associates (at book carry-
ing value) covers 115% of Glencores total gross debt as at 31December2012.
Net debt
Gross debt 35526 28068

Cash and cash equivalents and marketable securities 2820 1345
Net funding 32706 26723
Readily marketable inventories 17290 13785
Net debt 15416 12938

Movement in net debt
Cash generated by operating activities before working capital changes 4782 4101
Listing related cash expenses included in number above (via statement of income) 0 325
Net interest paid 784 798
Tax paid 344 472
Dividends received from associates 461 366
Funds from operations 4115 3522
Working capital changes, excluding readily marketable inventory movements 2776 3741
and other
Non current advances and loans 203 320
Acquisition and disposal of subsidiaries, net of asset acquirer loans 3602 346
Purchase and sale of investments 610 764
Purchase and sale of property, plant and equipment 3005 2626
Margin receipts in respect of financing related activities 176 21
Acquisition and disposal of additional interest in subsidiaries 624 315
Dividends paid 1066 364
Share issuance, net of issue costs and Listing related cash expenses included in
the statement of income (see above) 0 7291
Cash movement in net debt 2043 2358
Net debt assumed in business combinations 359 204
Foreign currency revaluation of non current borrowings and other non cash items 76 68
Profit participation certificates redemptions 0 268
Non cash movement in net debt 435 540
Total movement in net debt 2478 1818
Net debt, beginning of period 12938 14756
Net debt, end of period 15416 12938
Net debt as at 31December2012 increased to $15,416million from $12,938million as at 31December2011.

$359million of net debt was assumed in the Viterra acquisition and $3.6billion of net debt was incurred to
finance Glencores effective share of the equity purchase consideration. Adjusting for the increase in net debt
attributable to the Viterra acquisition (completed mid-December 2012), net debt would be $11,457million,
a decrease of $1,481million compared to 2011. The ratio of Net debt (adjusted for the Viterra acquisition) to
Adjusted EBITDA improved from 2.00 times in 2011 to 1.93 times as at 31December 2012, while the ratio of
FFO to Net debt (adjusted for the Viterra acquisition) improved from 27.2% in 2011 to 35.9% in 2012. A healthy
positive free cash flow generation/FFO is expected from the Viterra asset base going forward, which is
expected to offer support to debt coverage ratios and deleveraging initiatives into the future.

Capital resources and financing
During the year ended 31December2012, the following notable financing activities took place:
In April 2012, Glencore issued EUR1,250million 4.125% bonds maturing in 2018 and GBP300million 5.5%
bonds maturing in 2022, totalling $2.15billion equivalent;
In April 2012, Glencore updated its revolving credit facilities totalling $12.8billion. The facilities comprise:
1) a $4,435million 14 month revolving credit facility with a 10 month term-out option and 10 month ex-
tension option, that refinanced Glencores existing $3,535million 364-day revolving credit facility, i.e. an
increase of $900million and 2) an amount of $8,030million of the existing $8,370million 3-year revolving
credit facility was extended for a further year to May 2015;
In April 2012, Glencore signed a $3.1billion syndicated loan backing the proposed merger with Xstrata,
after raising $11billion in syndication from 31 banks, a scale-back exceeding 70%;
In June 2012, Glencore concluded a 1 year syndicated term loan facility with a 1 year term out option at
Glencores discretion of some $1.5billion in support of the announced acquisition of Viterra, once again
scaling back an oversubscribed syndication process;
In July 2012, Glencore issued CHF450million 2.625% bonds maturing in 2018;
In October 2012, Glencore signed a new 364 day committed $2.2billion secured inventory and receivables
borrowing base facility, which renewed the existing $1.7billion facility; and
In November 2012, Glencore issued GBP200million 5.5% bonds maturing in 2022.
As at 31December2012, Glencore had available committed undrawn credit facilities and cash amounting to
$9billion (as an internal financial policy, Glencore has a $3billion minimum threshold requirement).
Value at risk (VaR)

One of the tools used by Glencore to monitor and limit its primary market risk exposure, namely commodity
price risk related to its physical marketing activities, is the use of a VaR computation. VaR is a risk measure-
ment technique which estimates the potential loss that could occur on risk positions as a result of move-
ments in risk factors over a specified time horizon, given a specific level of confidence. The VaR methodology
is a statistically defined, probability based approach that takes into account market volatilities, as well as risk
diversification by recognising offsetting positions and correlations between commodities and markets. In
this way, risks can be measured consistently across all markets and commodities and risk measures can be
aggregated to derive a single risk value. Glencore has set a consolidated VaR limit (1 day 95%) of $100million
representing less than 0.3% of equity.
Glencore uses a VaR approach based on Monte Carlo simulations and is computed at a 95% confidence level
with a weighted data history using a combination of a one day and one week time horizon.
Average market risk VaR (1day 95%) during the year ended 31December 2012 was $40million (2011: $39mil-
lion), representing a modest 0.1% of shareholders equity.
Whilst it is Glencores policy to substantially hedge its commodity price risks, there remains the possibility
that the hedging instruments chosen may not always provide effective mitigation of the underlying price
risk. The hedging instruments available to the marketing businesses may differ in specific characteristics
to the risk exposure to be hedged, resulting in an ongoing and unavoidable basis risk exposure. Residual
basis risk exposures represent a key focus point for Glencores commodity department teams who actively
engage in the management of such.
Credit ratings
In light of our extensive funding activities, investment grade ratings are of utmost importance to us. Follow-
ing the Viterra acquisition, the Xstrata merger shareholder approval and assumed completion thereof, the
enlarged Groups credit ratings were confirmed as Baa2 (stable) from Moodys and BBB (stable) from S&P.
Glencores current ratings are Baa2 (review with direction uncertain) from Moodys and BBB (stable) from
S&P.

Dividend
The Directors have proposed a 2012 final dividend of $ 0.1035 per share, amounting to $ 735 million. An
interim dividend of $0.054 per share, amounting to $374million, was paid on 13September2012.
Dividend dates 2013
Annual General Meeting 16May

Ex-dividend date (UK and Hong Kong) 22May
Last time for lodging transfers in Hong Kong 4:30 pm (HK) 23May
Record date in Hong Kong Opening of business (HK) 24May
Record date in UK Close of business (UK) 24May
Deadline for return of currency election form (Jersey shareholders) 28May
Applicable exchange rate date 31May
Payment date 7June
Shareholders on the Jersey register, may elect to receive the dividend in Sterling, Euro or Swiss Franc. The
Sterling, Euro or Swiss Franc amount will be determined by reference to the exchange rates applicable to
the U.S. Dollar seven days prior to the dividend payment date. Shareholders on the Hong Kong branch reg-
ister will receive their dividends in Hong Kong Dollars. Further details on dividend payments, together with
currency election and dividend mandate forms, are available from Glencores website (www.glencore.com)
or from the Companys Registrars. The Directors have proposed that the final dividend will be paid out of
capital contribution reserves. As such, the final dividend would be exempt from Swiss withholding tax.
As at 31December2012, Glencore International plc had CHF13.4billion of such capital contribution reserves
in its statutory accounts.

Notional allocation of debt and interest expense

Glencores indebtedness is primarily arranged centrally, with the proceeds then applied to marketing and
industrial activities as required.
Glencore does not allocate borrowings or interest to its three operating segments. However, to assist inves-
tors in the assessment of overall performance and underlying value contributors of its integrated business
model, Glencore notionally allocates its borrowings and interest expense between its marketing and indus-
trial activities as follows:
At a particular point in time, Glencore estimates the borrowings attributable to funding key working capital
items within the marketing activities, including inventories, net cash margining and other accounts receiv-
able/payable, through the application of an appropriate loan to value ratio for each item. The balance of
Group borrowings is allocated to industrial activities (including Glencores stake in Xstrata).
Once the average amount of borrowings notionally allocated to marketing activities for the relevant period
has been estimated, the corresponding interest expense on those borrowings is estimated by applying the
Groups average variable rate cost of funds during the relevant period to the average borrowing amount.
The balance of Group interest expense and all interest income is allocated to industrial activities. The al-
location is a company estimate only and is unaudited. The table below summarises the notional allocation
of borrowings and interest and corresponding implied earnings before tax of the marketing and industrial
activities for the year ended 31December 2012.
Marketing Industrial
US$million activities activities Total
Adjusted EBIT 2130 2340 4470

Interest expense allocation 342 1029 1371
Interest income allocation 401 401
Allocated profit before tax 1788 1712 3500
Allocated borrowings31December 2012 16668 18858 35526
Allocated borrowingsquarterly average 14765 15714 30479
Based on the implied equity funding for the marketing activities working capital requirements, as well as
the relatively modest level of non current assets employed in the marketing activities (assumed to be equity
funded), the return on notional equity for the marketing activities continued to be very healthy in 2012. The
industrial activities return on notional equity, although respectable, is being held back by mostly mid stage
oil, copper, coal and gold development and expansion projects, where significant investments have been
made to date, however the projects did not contribute to earnings in the year at anywhere near where their
full production potential is expected to be and given the timing of certain acquisitions, noteably Viterra, the
full effect of the earnings is yet to be reflected as allocated profits.
Subsequent events Affecting OUR FINANCIAL POSITION
On 26 February 2013, Glencore-controlled Kazzinc purchased an 89.5% interest in two gold deposits in
northern Kazakhstan with combined resources of 75,727tonnes of gold for $179million. The transaction was
accomplished via the purchase of Kazakh company Orion Minerals which owns subsoil rights at the Raigoro-
dok field in the Akmola Region and the Komarovskoye field in the Kostanai region.

2.2 | Metals and minerals
Adjusted EBIT During 2012, the metals and minerals division exhibited a
solid performance despite lower average metal prices in the
3000
period impacting our industrial activities. Of particular note
2500
were the respective performances of Mutanda and Murrin
2000
Murrin which increased production by 37% and reached
US$ million
1500
record production levels respectively. Marketing continued
1000
500
its strong track record capitalising on increased volumes.
0
With continued demand expected from emerging markets,
2010 2011 2012
we remain confident about future prospects.
2010 2011 2012
Marketing activities 1401 1242 1363 Daniel Mat, Telis Mistakidis
Marketing activities
Highlights
6000 Metal and minerals total Adjusted EBIT in 2012 was $2,071million, 20% lower than in
2011. This was driven by the performance of the industrial activities which was impact-
5000
ed by lower average metal prices. Marketing activities delivered a strong performance
Cu equivalent, k MT
4000 during 2012. Adjusted EBIT was $1,363million, 10% higher than in 2011 as volumes
3000 increased and physical premia remained strong. Metals and minerals industrial activi-
ties generated Adjusted EBIT of $708million, a decrease of 48% compared to 2011.
2000
The reduction in EBIT was driven by lower metal prices and production setbacks at
1000 Katanga and Cobar. However Mutanda delivered an excellent performance, with own
0
sourced copper production up 37% and Murrin Murrin registered a record year of
2010 2011 2012 nickel production.
2010 2011 2012
Volumes 5986 5864 6217 Outlook
Significant production ramp-ups are expected at Mutanda and Katanga, underpinned
by further power supply improvements and the installation of new processing equip-
Industrial activities ment. We expect demand in the markets where we operate to remain healthy with
emerging market demand increasing with economic development and improving liv-
ing standards.
1000
800
Cu equivalent, k MT
600
400
200
0
2010 2011 2012
2010 2011 2012

Volumes 692 783 805

Marketing Industrial Marketing Industrial

US$million activities activities 2012 activities activities 2011
Revenue 48254 8420 56674 43317 8667 51984

Adjusted EBITDA 1379 1625 3004 1247 2122 3369
Adjusted EBIT 1363 708 2071 1242 1357 2599
Adjusted EBITDA margin (%) 3% 19% 3% 24%
Allocated average CE1 8083 18535 26618 7746 15108 22854
Adjusted EBIT return on average CE 17% 4% 8% 16% 9% 11%
1
he simple average of segment current and non current capital employed (see note2 of the financial statements), adjusted for production
T
related inventories, is applied as a proxy for marketing and industrial activities respectively.
Market conditions
Selected average commodity prices
2012 2011 Change
S&P GSCI Industrial Metals Index 382 440 13%

LME (cash) zinc price ($/t) 1948 2193 11%
LME (cash) copper price ($/t) 7958 8813 10%
LME (cash) lead price ($/t) 2062 2397 14%
Gold price ($/oz) 1669 1573 6%
Metal Bulletin alumina price ($/t) 319 374 15%
LME (cash) aluminium price ($/t) 2022 2398 16%
LME (cash) nickel price ($/t) 17530 22843 23%
Metal Bulletin cobalt price 99.3% ($/lb) 13 16 19%
Iron ore (Platts 62% CFR North China) price ($/DMT) 130 169 23%
Currency table
Average Spot Average Spot Change in

2012 31 Dec 2012 2011 31 Dec 2011 average prices
AUD:USD 1.04 1.04 1.03 1.02 1%

USD:COP 1797 1767 1848 1939 3%
EUR:USD 1.29 1.32 1.39 1.30 7%
GBP:USD 1.59 1.63 1.60 1.55 1%
GBP:CHF 1.49 1.49 1.42 1.46 5%
USD:CHF 0.94 0.92 0.89 0.94 6%
USD:KZT 149 150 147 148 1%
USD:ZAR 8.21 8.47 7.26 8.09 13%
Metals prices generally decreased over 2012 compared to 2011 with the GSCI Industrial Metal Index lower by 13%. The main excep-
tion was gold which increased by 6%.

Zinc/Copper/Lead
Global copper markets continued to be impacted by a combination of declining ore grades and delays in new projects which were
expected to replace lost production from mines that are currently in decline. It is expected that rising costs, on-going production
disruptions, project delays and declining grades will remain a feature of the copper industry for the foreseeable future despite the
material scheduled expansions in global mined production.
On the demand side, underlying Chinese copper consumption continued to increase although headline statistics remain subject
to the inventory cycle. 2012 also saw the first tentative signs of life from the US housing market.
Zinc markets experienced another tough year with demand from Europe and US remaining weak through most of the year. Chinese
refined zinc metal imports increased during 2012, reaching some 600,000tonnes.
Looking forward, there are a number of major scheduled zinc mine closures in the next several years which can be expected to
bring the market closer to balance. This should in turn create an incentive price which better matches the need for sustained invest-
ment in new mines in the longer term.
Alumina/Aluminium
The average LME aluminium prices during 2012 were below the averages for 2011. Although premium levels increased significantly
compared to 2011, pressure on producers remains with many no longer able to cover their production costs. Indications for alu-
minium premiums for duty unpaid, in-warehouse material at the beginning of 2012 were $100 to $125 per tonne, with an average
2012 range of approximately $140 to $165 per tonne and a more recent level of $200 to $230 per tonne.
Ferroalloys/Nickel/Cobalt/Iron Ore
Global stainless steel production increased by 3% in 2012, thanks largely to increased output in China. However, macroeconomic
uncertainty and subdued end user demand, especially during Q2 and Q3 2012, ensured that destocking activity continued
throughout the distribution chain in most stainless steel markets. By contrast, speciality steel markets catering for the oil, gas and
aerospace industries continued to enjoy robust demand conditions.
Cobalt prices continued to decrease in 2012, losing 19% compared to 2011. This trend was due to lower economic activity in
Europe, a drop in Japanese metal demand and a Chinese destocking cycle, all of which contributed to an oversupply of cobalt
metal during the year.
Iron ore prices were in the $135 to $150 range for the first four months of the year; however the Chinese crude steel industry
then went through a difficult period during Q32012 and aggressively destocked. Iron ore prices fell to a level of $86 per DMT in
September 2012, the lowest in the past three years. From this point, the market recovered quickly to reach $140 per DMT by the
end of the year, fuelled by aggressive restocking and a pick-up in crude steel production.
MARKETING
Highlights
Adjusted marketing EBITDA and EBIT for 2012 were $1,379million and $1,363million respectively, an increase of 11% and 10%
compared to 2011. 2012 was characterised by lower prices across all base metals, however volumes and physical premia remained
strong which enabled the generation of higher profits compared to 2011.
Financial information
US$million 2012 2011 Change
Revenue 48254 43317 11%

Adjusted EBITDA 1379 1247 11%
Adjusted EBIT 1363 1242 10%

Selected marketing volumes sold
Units 2012 2011 Change
Zinc metal and concentrates1 million MT 2.8 2.7 4%

Copper metal and concentrates1 million MT 2.3 1.9 21%
Lead metal and concentrates1 million MT 0.7 0.7
Gold thousand toz 746 756 1%
Silver thousand toz 22544 11128 103%
Alumina/aluminium million MT 11.5 11.4 1%
Ferroalloys (incl. agency) million MT 3.0 2.7 11%
Nickel thousand MT 232.3 191.4 21%
Cobalt thousand MT 16.1 22.9 30%
Iron ore million MT 19.8 10.3 92%
1
Estimated metal unit contained.
Zinc/Copper/Lead
While zinc and lead volumes were relatively consistent between 2012 and 2011, copper volumes increased by 21%. The increase was
partly a timing difference, reflecting Chinese restocking with large shipments arriving Q12012 for material contracted in Q42011
when prices were considered low.
Alumina/Aluminium
In 2012, the marketed volumes for alumina/aluminium remained at a strong level with a small increase to 11.5milliontonnes, from
11.4milliontonnes in 2011.
Ferroalloys/Nickel/Cobalt/Iron Ore
Overall nickel volumes were 21% higher than 2011. For nickel metal, record production at Murrin Murrin and a full years production
from Xstratas Falcondo ferronickel operation aided volumes. Nickel ore almost doubled during 2012, attributable to Glencores
continued growth in this particular market segment.
China destocking and a decrease of concentrate production in the DRC, impacted volumes of cobalt in intermediates during the
year.
In iron ore, spot units offered by the majors have increased substantially enabling us to increase our overall tonnage by 9.5mil-
liontonnes to 19.8milliontonnes.
Highlights
Metals and minerals industrial activities performance was down in 2012, driven primarily by lower average metal prices, including
nickel, aluminium (impacting alumina), zinc and copper. The production scorecard was mixed with some excellent performances
including own sourced copper production up 37% at Mutanda and a record year of nickel production at Murrin Murrin. Overall
volume growth was however lower than expected, particularly due to lost production/power disruption issues in the DRC, (mainly
impacting Katanga), temporary operational issues at Cobar and nationalisation of the Colquiri tin mine in Bolivia in June 2012.
Total industrial revenues for metals and minerals were $8,420million, down 3% from $8,667million in 2011. Adjusted EBITDA and
Adjusted EBIT for 2012 were $1,625million and $708million, down 23% and 48% compared to $2,122million and $1,357million
in 2011. The higher EBIT % reduction reflects the largely fixed cost nature of depreciation and amortisation (non-cash) over a
constant level of production.

Revenue
Kazzinc 2839 2262 26%
Other Zinc 970 1029 6%
Zinc 3809 3291 16%
Katanga 497 528 6%
Mutanda 511
Mopani 990 1155 14%
Other Copper 1475 2493 41%
Copper 3473 4176 17%
Alumina/Aluminium 426 520 18%
Ferroalloys/Nickel/Cobalt/Iron ore 712 680 5%
Total 8420 8667 3%
Adjusted EBITDA
Kazzinc 890 862 3%
Zinc 1057 1159 9%
Katanga 46 198 77%
Mutanda 161
Mopani 182 328 45%
Copper 539 745 28%
Alumina/Aluminium 8 60 87%
Ferroalloys/Nickel/Cobalt/Iron ore 19 83 77%
Share of income from associates and dividends (includes Mutanda) 2 75 97%
Total 1625 2122 23%
Adjusted EBITDA margin (%) 19% 24%
Adjusted EBIT
Kazzinc 537 561 4%
Zinc 583 752 22%
Katanga 47 141 n.m.
Mutanda 100
Mopani 83 207 60%
Copper 223 509 56%
Alumina/Aluminium 4 50 n.m.
Ferroalloys/Nickel/Cobalt/Iron ore 96 29 n.m.
Share of income from associates and dividends (includes Mutanda) 2 75 97%
Total 708 1357 48%
Capex
Kazzinc 341 439
Other Zinc 306 131
Zinc 647 570
Katanga 586 325
Mutanda 76
Mopani 197 163
Other Copper 204 116
Copper 1063 604
Alumina/Aluminium 25 20
Ferroalloys/Nickel/Cobalt/Iron ore 74 76
Total 1809 1270

Production data
Using Using
Using feed feed from Using feed feed from
from own third party 2012 from own third party 2011 Own feed
thousand sources sources Total sources sources Total change
Kazzinc
Zinc metal MT 227.3 74.0 301.3 246.0 54.8 300.8 8%
Lead metal MT 26.8 55.7 82.5 35.6 66.2 101.8 25%
Copper metal MT 49.6 3.0 52.6 51.2 1.8 53.0 3%
Gold toz 474 87 561 390 39 429 22%
Silver toz 4777 15031 19808 4299 5571 9870 11%
Katanga
Copper metal MT 93.0 93.0 91.2 91.2 2%
Cobalt MT 2.13 2.13 2.43 2.43 12%
Mutanda
Copper metal MT 87.0 87.0 63.7 63.7 37%
Cobalt4 MT 8.50 8.50 7.87 7.87 8%
Mopani
Copper metal MT 99.0 88.1 187.1 101.4 103.0 204.4 2%
Cobalt4 MT 0.07 0.16 0.23 0.56 0.33 0.89 88%
Other Zinc (Los Quenuales, Sinchi Wayra, AR Zinc, Portovesme,
Rosh Pinah)
Zinc metal MT 53.0 81.7 134.7 61.0 92.7 153.7 13%
Zinc oxide DMT 52.5 52.5 30.9 30.9 70%
Zinc concentrates DMT 425.0 425.0 461.2 461.2 8%
Lead metal MT 11.8 11.8 11.9 11.9 1%
Lead concentrates DMT 67.2 67.2 61.0 61.0 10%
Tin concentrates DMT 2.35 2.35 4.74 4.74 50%
Silver metal toz 783 783 754 754 4%
Silver in concentrates toz 7279 7279 7978 7978 9%
Other Copper (Cobar, Pasar, Punitaqui, Sable)
Copper metal MT 98.4 98.4 164.1 164.1 n.m.
Copper concentrates DMT 179.2 0.1 179.3 204.9 204.9 13%
Cobalt MT 0.71 0.71 0.16 0.16 n.m.
Silver in concentrates toz 941 941 1035 1035 9%
Alumina/Aluminium (Sherwin)
Alumina MT 1379 1379 1460 1460 n.m.
Ferroalloys/Nickel/Cobalt (Glencore Manganese, Murrin Murrin)
Ferro manganese MT 17.34 17.34 n.m.
Silicon manganese MT 15.91 15.91 n.m.
Nickel metal MT 33.41 3.02 36.43 28.50 1.50 30.00 17%
Cobalt MT 2.39 0.10 2.49 2.02 0.07 2.09 18%
Total Zinc contained MT 534.4 155.7 690.1 563.1 147.5 710.6 5%

Total Copper contained MT 376.7 189.6 566.3 362.6 268.9 631.5 4%
Total Lead contained MT 76.3 55.7 132.0 82.5 66.2 148.7 8%
Total Tin contained MT 1.15 1.15 2.23 2.23 48%
Total Gold (incl. Gold equivalents)5 toz 731 367 1098 706 164 870 4%
Total Alumina MT 1379 1379 1460 1460 n.m.
Total Ferro manganese MT 17.34 17.34 n.m.
Total Silicon manganese MT 15.91 15.91 n.m.
Total Nickel MT 33.41 3.02 36.43 28.50 1.50 30.00 17%
Total Cobalt MT 13.09 0.97 14.06 12.88 0.56 13.44 2%
1
ontrolled industrial assets only (with the exception in 2011 of Mutanda, which was 40% owned). Production is included on a 100% basis.
C
2
L ead metal includes lead contained in lead concentrates.
3
C opper metal includes copper contained in copper concentrates and blister copper.
4
C obalt contained in concentrates and hydroxide.
5
Gold/Silver conversion ratios of 1/53.54 and 1/44.53 for 2012 and 2011 respectively based on average prices.

OPERATIONAL HIGHLIGHTS
Kazzinc (Glencore interest: 69.6%)

2012 gold production from own sources was 474,000 toz, an increase of 22% compared to 2011. This higher production reflects the
continued growth at Altyntau as well as the benefits from gold recovered from the copper smelter. Silver production from own
sources was 4.8milliontoz, an increase of 11% compared to the prior year, reflecting an increase in the level of own silver-bearing
copper concentrates processed. Total silver production also increased significantly during 2012 as a result of processing more high
silver content concentrates from third parties.
Copper production from own sources in 2012 was 49,600tonnes, a reduction of 3% compared to 2011. However, copper cathode
production increased by 25,800tonnes to 47,300tonnes, following the ramp-up at Kazzincs new copper smelter which was commis-
sioned in 2011.
2012 lead production from own sources was 26,800tonnes, a decrease of 25% compared to 2011. This reflects the ramp-up at the
new lead smelter which was commissioned in August 2012 and the processing of gold rich concentrates at the old lead smelter prior
to its decommissioning.
Zinc production from own sources was 227,300 tonnes, a decrease of 8%, resulting from the expected small reduction in grade
during 2012.
Katanga (Glencore interest: 75.2%)

Katanga produced 93,000tonnes of copper in metal and in concentrate from own sources during 2012, a 2% increase compared
to 2011. Cobalt production in 2012 was 2,100tonnes, a 12% decrease compared to 2011. Production during the year was severely
disrupted by the recurrent general power disruptions in the DRC which resulted in 67 days of lost production.
The new power converter (part of the World Bank power project) and new synchronous condenser (under Katangas agreement with
La Socit Naturale dElectricit (SNEL), DRCs national power operator) were commissioned in December 2012 and have subse-
quently resulted in a decrease in power disruption. Further improvements in the reliability and availability of the electricity supply
are expected in the medium term as a result of the joint Power Project (announced in March 2012, see below) currently underway
and being undertaken by Katanga, Mutanda and Kansuki in partnership with SNEL.
Katanga produced its first copper cathode from the new solvent extraction plants and converted electro-winning facility during
December 2012 as part of the Phase 4 project. The completion of this project will enable Katanga to increase total processing
capacity and upgrade the quality of copper produced through the application of modern technologies. The Phase 4 project
remains on target for mechanical completion in Q32013.
For further information please visit www.katangamining.com
Mutanda (Glencore interest: 60.0%)

In 2012, Mutanda produced 87,000tonnes of copper in metal and concentrate from own sources, a 37% increase compared to 2011.
2012 copper cathodes production increased 90% to 83,500tonnes.
2012 cobalt production was 8,500tonnes, an 8% increase from 2011. Mutanda continues to increase cobalt production through the
use of SO2 from its sulphuric acid and SO2 plant. A new power generation plant, dedicated to providing reliable power to the acid
and SO2 plant, was commissioned in December 2012. Following completion of the cobalt circuit in Q42012, Mutanda has installed
cobalt in hydroxide capacity of 23,000tonnes per annum.
The feasibility study for the construction of a 100,000tonnes (of copper contained) sulphide concentrator remains on track to be
completed in Q12013.
In May 2012, Glencore acquired an additional 20% of Mutanda for a cash consideration of $420million plus acquired shareholder
debts of approximately $60million. Glencore also has the right, subject to the terms of a put and call option agreement exercis-
able in December 2013, to acquire a further 20% in Mutanda for a cash consideration of $430million.
As previously announced, the above transaction was the first step to achieve the merger of Mutanda and Kansuki, which
is expected to form a combined entity having an installed capacity of 200,000tonnes per annum of copper by the end of 2013. It
is anticipated that the merger will be completed during H12013.

Kansuki (Glencore interest: 37.5%)

Glencore holds a 50% interest in Kansuki Investments Sprl which in turn holds a 75% interest in the owner of the Kansuki conces-
sion, thereby giving Glencore an effective interest of 37.5%. Kansuki is a 185 square kilometre copper and cobalt pre-development
project which borders the Mutanda concession. A total of $507million of capital expenditure for mine and plant development
has been committed to, of which $413million had been spent as at 31December 2012. Exploration of the Kansuki concession is
on-going.
Katanga, Mutanda and Kansuki Power Project

Mutanda, Katanga and Kansuki are collectively undertaking a project to secure power for all three operations via the refurbish-
ment of two turbines at the Inga dam. This project is expected to provide 450 megawatts of power by the end of 2015 (the Power
Project). The project has started and is being executed in partnership with SNEL and EGMF, the project contractor. The estimated
cost of $284million will be paid by Mutanda, Katanga and Kansuki. This investment will be recovered via lower future energy tariffs.
Mopani (Glencore interest: 73.1%)

Mopani produced 99,000tonnes of own copper in 2012 and 187,100tonnes of total copper including third party sourced and toll
material, reflecting a 2% and 8% decline respectively compared to 2011.
The reduction in total finished copper production primarily resulted from the planned biennial smelter shutdown. The small reduc-
tion in Mopanis own copper production was due to the temporary suspension of the heap leach process earlier in the year.
The $323million Synclinorium shaft project to increase mine production, which is expected to come online during 2015, and the
associated project to improve and modernise the smelter remain on track. In 2012, Mopani announced that the smelter upgrade
project (including improving SO2 emission capture to above 97%) is expected to be completed by December 2013, 18 months
ahead of the schedule initially agreed with the Zambian authorities.
Other Zinc (Los Quenuales, Sinchi Wayra, AR Zinc, Portovesme, Rosh Pinah)
The acquisition of Rosh Pinah (from 1June 2012) and a strong performance by AR Zinc resulted in higher production of silver metal
and lead concentrates in 2012. This was offset by lower production at Los Quenuales and Sinchi Wayra, as a result of the planned
shift towards lower grade ore bodies, union issues at Los Quenuales and the nationalisation of the Colquiri mine at Sinchi Wayra.
The nationalisation of the Colquiri mine resulted in no tin being produced post June 2012.
Los Quenuales recently received community approval to develop a new ore area at Iscaycruz (Santa Este), which has estimated ore
resources of five to seven million tonnes. The mine is expected to be operational in Q42013 and will reach an annual production
of 20,000tonnes of zinc contained in concentrates in 2014.
Other Copper (Cobar, Pasar, Punitaqui, Sable)

Metal production in 2012 was 40% lower than in 2011, due to a fire at Pasar that stopped production for approximately six months.
Since the restart in July 2012, production has been in line or above levels achieved during 2011.
2012 copper concentrate and silver contained in concentrate production were lower than 2011 levels by 13% and 9% respectively,
primarily due to temporary operational issues at Cobar resulting from electrical failures and delays in underground development
activities. Completion of the new mine shaft at Cobar has been delayed due to poor ground conditions and is now expected in
2015.
Alumina/Aluminium
Sherwin Alumina (Glencore interest: 100%)
2012 production was 1.4million tonnes, a 6% reduction compared to 2011. This reduction primarily relates to the overhaul of the
calciner which was completed in Q12012. Production since then has been as expected.
Ferroalloys/Nickel/Cobalt
Glencore Manganese (Glencore interest: 100%)
Glencore acquired 100% of Vales European manganese ferroalloys operations on 1November 2012. The operations, located in
Dunkirk, France and Mo I Rana, Norway, currently have the capacity to produce 150,000tonnes and 110,000tonnes of manganese
ferroalloys per annum respectively.
Murrin Murrin (Glencore interest: 100%)

Own sourced production in 2012 was 33,400tonnes of nickel and 2,400tonnes of cobalt, an increase of 17% and 18% respectively
compared to 2011, reflecting a record year of production for Murrin Murrin based on best ever throughput levels and plant avail-
ability.
Murrin Murrin has also successfully contained costs as part of its on-going Margin Improvement Plan (in response to the lower
nickel price and high Australian dollar environment) with further cost savings targeted in 2013.

2.3 | Energy products
Adjusted EBIT The energy products segment delivered a solid perfor-
mance in 2012 despite the challenging environment faced
1400
in marketing. The significant increase in production from
1200
the Aseng oil field and the acquisitions of Optimum and
Umbeco drove the strong industrial performance and leave
1000
800
the division well placed heading into 2013.
US$ million
600
400 Alex Beard, Tor Peterson

200
0
2010 2011 2012
2010 2011 2012

Marketing activities 450 697 435
Marketing activities Highlights

Energy products total Adjusted EBIT in 2012 was $1,029million, 4% lower than in 2011.
1100000
Marketing activities delivered Adjusted EBIT of $ 435million, 38% lower than in 2011.
1000000
The decrease was driven by a combination of low volatility and weak freight markets,
120000 900000 which limited arbitrage opportunities, and our residual direct long wet freight ex-
800000 posure. This wet freight exposure will decline materially in 2013. Industrial activities
100000
700000 delivered a strong performance generating Adjusted EBIT of $594million, an increase
80000 600000 of 58% compared to 2011. The strong performance was driven by the significant in-
k bbls
500000 crease of oil production from the Aseng oil field, representing its first full year of pro-
k MT
60000
400000
duction, and the acquisitions of Optimum and Umcebo.
40000 300000
200000
20000 Outlook
100000
Looking forward, the oil price is likely to continue to be driven by the interaction of
0 0
2010 2011 2012 economics and geo-politics. We expect the US to continue to drive maximum domes-
tic benefit from its burgeoning energy advantage, rather than export energy. Coal
2010 2011 2012
Coal (k MT) 100900 95400 82560 markets appear to have stabilised following the shale gas related displacements seen
Oil (k bbls) 897849 849271 1163655 in 2012. With the economics of coal remaining compelling globally relative to other
fuels we would expect demand to continue to increase. At the same time, current spot
coal prices mean that many of the worlds producers are unable to make a reasonable
Industrial activities return on their assets.
4500
4000
44000 3500
40000 3000
36000
2500
32000
k bbls
k MT
2000
28000
1500
24000
20000 1000
16000 500
2010 2011 2012
2010 2011 2012

Coal (k MT) 17433 20506 41835
Oil (k bbls) 595 4770


Revenue 133296 3641 136937 114756 2309 117065

Adjusted EBITDA 494 983 1477 724 571 1295
Adjusted EBIT 435 594 1029 697 375 1072
Adjusted EBITDA margin (%) 0.4% 27% 1% 25%
Adjusted EBIT return on average CE 9% 9% 9% 13% 8% 11%
1
T
2
F
or the purposes of this calculation, capital employed has been adjusted to exclude various long-term loans (primarily Russneft and Atlas see
note10 of the financial statements), which generate interest income and do not contribute to Adjusted EBIT.
Market conditions
2012 2011 Change
S&P GSCI Energy Index 330 333 1%

Coal API2 ($/t) 93 122 24%
Coal API4 ($/t) 93 116 20%
Prodeco realised price ($/t)1 85 95 11%
South African Coal average realised export price ($/t) 90 108 17%
South African Coal average realised domestic price ($/t) 31 43 28%
Oil price Brent ($/bbl) 112 111 1%
1
As of 31December 2012, 24million tonnes had been sold forward at an average price of $89 per tonne.
Coal
Atlantic markets
Increased US exports, displaced in a low domestic natural gas price environment, manifestly contributed to significant thermal
coal price declines during H12012. The situation stabilised during H22012 with a modest recovery on the back of healthy coal
consumption across most European markets, due to positive coal versus natural gas spreads and limited availability of hydro and
other renewables alternatives.
End of year API2 and API4 prices were down 20% and 15% respectively in 2012, compared to 2011.
Pacific markets
Increased exports from Australia and Indonesia, coupled with some customer non-performance, induced downward pressure on
prices at the beginning of 2012. However, strong overall demand from the traditional Chinese and Indian markets, together with
improved economic expectations, allowed markets to recover in H22012, with Australias Newcastle index making significant gains
towards the end of the year.
Metallurgical markets were relatively depressed throughout the year due to the macroeconomic concerns and slowing steel
demand in most markets. Signs of a recovery appeared towards the end of the year, with significant increases in spot prices.
Oil
Nearby Brent started 2012 at $107 per barrel and finished at $111 per barrel, but this belied a yearly range of $89 to $126, slightly
wider than the equivalent range for 2011. In particular, H12012 saw significant price volatility, wide day ranges and fast price moves,
reminiscent of the darker days of the financial crisis. Uncertainty over Greece and the Eurozone, combined with unclear fiscal and
monetary policy backdrops were all contributory factors. At the same time, reasonable refining margins and a renewed focus on
emerging market demand provided trading opportunities. H22012 experienced less volatility, reflecting the broad trend in capital
markets and seemingly more market optimism in a managed outcome for the economic crisis.
The growing supply of domestic crude oil in the US, the visible manifestation of the shale oil revolution, provoked an increasing
dislocation of WTI from other global benchmarks. The WTI/Brent spread started the year at $9 per barrel and closed at $19 per
barrel. Brent term structure tended to backwardation during the year.

Marketing
Highlights
Generally low volatility across the oil and coal markets in H22012 and the protracted weak freight environment provided fewer
arbitrage opportunities, contributing to a reduced performance from energy marketing compared to 2011. A direct, but declining,
long wet freight (tanker) exposure continued to provide headwinds during 2012, however, as we look at 2013, light can be seen at
the end of this tunnel.
Adjusted marketing EBITDA and EBIT for 2012 were $494million and $435million respectively, a decrease, compared to 2011, of
32% and 38%.
Revenue 133296 114756 16%

Adjusted EBITDA 494 724 32%
Adjusted EBIT 435 697 38%
million 2012 2011 Change
Thermal coal (MT) 78.3 91.0 14%

Metallurgical coal (MT) 4.1 4.1
Coke (MT) 0.2 0.3 33%
Crude oil (bbls) 421.4 271.4 55%
Oil products (bbls) 742.2 577.8 28%
Coal
Thermal coal volumes were lower year on year due to reduced price volatility and lower freight rates, thereby limiting price
and geographical arbitrage opportunities between markets and accordingly third party volumes sold. Volumes for the more
specialised metallurgical products were stable year-on-year with a focus on maintaining existing relationships.
Oil
Traded volumes, on an overall basis, increased significantly (by 39%) from 2.3million barrels per day in 2011 to 3.2million barrels per
day in 2012. Higher volumes of crude oil, with Russian origin barrels amongst others a key driving factor, contributed half the gain.
The remainder of the gain was derived from our marine bunker fuels affiliate Chemoil, into the Oil group figures.

Industrial activities
Highlights
Energy products industrial performance delivered a significantly stronger performance during 2012 mainly driven by the growth
in oil production volumes and the associated strong profit margins from the Aseng oil field.
Own sourced coal production volumes were also up significantly during 2012, following the acquisitions of Optimum and Umcebo
in South Africa, and a modest increase at Prodeco, despite a three month strike at its La Jagua mine. Notwithstanding the volume
growth, realised coal prices were substantially lower in 2012, resulting in a decline in overall coal EBITDA of 5%.
Total industrial revenues for energy products were $ 3,641 million, up 58% from $ 2,309 million in 2011. Adjusted EBITDA and
Adjusted EBIT for 2012 were $983million and $594million, up 72% and 58% compared to $571million and $375million in 2011.
Revenue
Prodeco 1216 1344 10%
South African Coal 1123 323 248%
Coal 2339 1667 40%
Oil 1302 642 103%
Total 3641 2309 58%
Adjusted EBITDA
Prodeco 150 418 64%
Coal 466 493 5%
Oil 488 23 2022%
Share of income from associates and dividends 29 55 47%
Total 983 571 72%
Adjusted EBIT
Prodeco 4 281 n.m.
Coal 158 330 52%
Oil 407 10 n.m.
Share of income from associates and dividends 29 55 47%
Total 594 375 58%
Capex
Prodeco 295 510
South African Coal 279 29
Coal 574 539
Oil 311 706
Total 885 1245

Production data
Own
Buy-in 2012 Buy-in 2011 production
thousand MT1 Own Coal Total Own Coal Total change
Thermal coal
Prodeco 14762 142 14904 14586 195 14781 1%
Shanduka (Export) 440 440 498 498 12%
Shanduka (Domestic) 6017 1084 7101 5422 802 6224 11%
Umcebo (Export) 205 205 n.m.
Umcebo (Domestic) 6798 31 6829 n.m.
Optimum (Export) 7347 7347 n.m.
Optimum (Domestic) 6266 495 6761 n.m.
Total 41835 1752 43587 20506 997 21503 104%
1
Controlled industrial assets only. Production on a 100% basis.
2012 2011
thousand bbls1 Total Total Change
Oil
Block I 22570 2785 710%
Total 22570 2785 710%
1
O n a 100% basis. Glencores ownership interest in the Aseng field is 23.75%.

Prodeco (Glencore interest: 100%)

Own production for 2012 was 14.8million tonnes, up 1% on 2011. The significant growth at Calenturitas was offset by lower produc-
tion at the La Jagua mine, due to a three month strike that concluded in October 2012.
Prodecos expansion project is progressing to plan, excluding the short term impact of the La Jagua strike, and remains on track
to deliver annualised production of 20million tonnes by 2014.
The construction of the new direct loading port, Puerto Nuevo, is also on track and to budget, with commissioning expected in
H12013. Puerto Nuevo will provide substantially higher annual throughput capacity with a lower operating cost per tonne.
South African Coal (Glencore interest: Shanduka Coal: 49.99%, Umcebo Mining: 43.66% and Optimum Coal: 67.01%)
2012 own production was 27.1milliontonnes, reflecting a significant increase compared to 2011. This increase largely resulted from
the consolidation of production from Optimum and Umcebo from 1January2012.
South African Coal is currently focused on a number of expansion and development projects which are progressing well. At
Umcebo, the Wonderfontein project started production and railed its first coal during December 2012. At Shanduka and
Umcebo, the definitive feasibility studies relating to the Springboklaagte and Argent projects remain on track to be completed
in April2013. At Optimum, construction has started at the Pullenshope underground brownfield project with first coal expected
in Q22013, while licensing for the Koornfontein project has been delayed slightly to Q12013, with construction expected to start
in Q22013. In addition, South African Coal, along with the other shareholders, has recently taken an active role in the management
of the Kusipongo project at Kangra Coal (30% owned by Shanduka Coal).
Oil Exploration & Production (Glencore interest: Block I: 23.75%/Block O: 25.0%)

The Aseng field (Block I) in Equatorial Guinea has continued to perform well during 2012, producing 22.57 million barrels of
cumulative gross production at an average gross rate of approximately 61,700barrels per day.
Development of the Alen field (Block O) in Equatorial Guinea remains on budget with first production scheduled for Q32013.
All of the development wells have been drilled and completed and construction of the production platform continues as planned.
Glencores first operated exploration well on the Oak prospect in the Bolongo Block, offshore Cameroon, was successfully drilled
and declared an oil discovery in July2012. The appraisal programme is planned for H22013.

2.4 | Agricultural products
Adjusted EBIT 2012 saw the division produce a resilient performance
with a healthy recovery in marketing supported by an
800
increase in the profitability of industrial due to higher
600 processing volumes. Looking ahead, the integration of
Viterras Canadian and Australian operations in 2013
US$ million
400
200 should significantly enhance the division. Furthermore,

0
the recent softseed oilseed crushing acquisitions, new-
200
build activities in Central Europe, and the newly con-
2010 2011 2012
structed soyabean facility at Timbues in Argentina should
2010
659
2011 2012
8 371
also begin to contribute to the division.
Chris Mahoney
Highlights
50000 Grain and oilseed marketing performed satisfactorily in 2012. Cottons contribution
45000
was a small positive following the challenges of 2011. The acquisition of Viterra closed
on 17December2012 and Glencore has since moved rapidly to streamline and fully
40000
integrate Viterra operations.
35000
k MT
30000
Outlook
25000 Crop production recoveries are expected in 2013, led by a record Brazilian crop.
20000 Baring weather problems in the Northern Hemisphere, prices and trade patterns are
likely to normalise. 2013 results are expected to benefit from the incorporation of
15000
2010 2011 2012 Viterras Canadian and Australian operations. Drought in South Australia reduced the
2012 crop which will adversely impact the 2013 grain handling business in that region.
2010 2011 2012
Volumes 31042 37214 45875 2013 will also see a full year contribution from our recent softseed oilseed crushing
acquisitions and newbuild in Central Europe and the newly constructed soyabean
facility at Timbues in Argentina. Activity in Russia, including at the recently acquired
Industrial activities port of Taman, will be limited until the new crop is harvested in July2013.
8000
7000
6000
5000
k MT
4000
3000
2000
1000
2010 2011 2012
2010 2011 2012

Volumes 4312 6563 7428


Revenue 17751 3074 20825 13744 3359 17103

Adjusted EBITDA 394 59 453 8 23 15
Adjusted EBIT 371 10 361 8 39 47
Adjusted EBITDA margin (%) 2% 2% n.m. 1%
Adjusted EBIT return on average CE 6%3 0% 4% 0% 2% 1%
1
T
2
For the purposes of this calculation, capital employed has been adjusted to move the Viterra related property, plant and equipment from
industrial activities into marketing activities.
3
Adjusted EBIT return on average capital employed includes the relevant elements of Viterras balance sheet, but given the mid-December
acquisition date, negligible Viterra EBIT has been recorded. This distorts the return ratio in 2012, which otherwise would have exceeded 10%.
Market conditions
2012 2011 Change
S&P GSCI Agriculture Index 459 490 6%

CBOT corn no.2 price (US/bu) 695 680 2%
ICE cotton price (US/lb) 80 137 42%
CBOT soya beans (US/bu) 1466 1317 11%
NYMEX sugar # 11 price (US/lb) 22 27 19%
CBOT wheat price (US/bu) 751 709 6%
The year was characterised by severe drought in the US in the May to July 2012 period which resulted in a more than 20%
decline in the US corn crop from initial expectations. US soyabean production also suffered but not to the extent of corn or
to the extent initially feared. The drought, combined with poor growing conditions in the FSU and Central Europe, led a sig-
nificant price rally of more than 30%, with grain markets reaching their peak in mid-August 2012 and oilseeds in early
September 2012. Between September and mid-December 2012, prices consolidated before weakening towards year-end on the
prospect of record South American new crop production.
Cotton prices, which fell sharply early in 2012, were particularly subdued compared to 2011 and tightly range bound in the second
half of the year.
MARKETING/INDUSTRIAL
Highlights
Grain and oilseed volumes all exceeded 2011 by more than 20%, in part due to the overall increase in non-US seaborne trade as
US exports, a market in which Glencore only has a small presence, were particularly curtailed by the drought. Marketing Adjusted
EBIT/EBITDA for 2012 saw a healthy recovery compared to 2011, a year significantly impacted by the exceptional cotton market
disruptions.
2012 Industrial EBITDA, admittedly off a low base, was sharply up on 2011, reflecting higher processing volumes, on the back of
the three recent plant acquisitions and organic expansion initiatives. 2013 should benefit from a full year of crushing at Timbues,
following its start-up in Q42012, increased sugarcane processing in Brazil and the addition of various industrial facilities emanating
from the Viterra acquisition.

Revenue 17751 13744 29%

Adjusted EBITDA 394 8 n.m.
Adjusted EBIT 371 8 n.m.
million MT 2012 2011 Change
Grains 30.9 25.3 22%

Oil/oilseeds 13.6 10.8 26%
Cotton 0.5 0.5
Sugar 0.9 0.7 29%
Revenue 3074 3359 8%

Adjusted EBITDA1 59 23 157%
Adjusted EBIT1 10 39 n.m.
Capex 260 221
1
Includes share of income from associates and dividends of $15million (2011: $18million).
Production data
2012 2011
thousand MT Total Total Change
Farming 674 827 19%

Oilseed crushing 2779 2008 38%
Oilseed crushing long term toll agreement 876 948 8%
Biodiesel 534 569 6%
Rice milling 248 304 18%
Wheat milling 1061 1001 6%
Sugarcane processing 1256 906 39%
Total 7428 6563 13%

Viterra (Glencore interest: 100%)

On 17December2012, Glencore completed the acquisition of Viterra, bringing immediate critical mass in the key grain markets
of North America, via Viterras Canadian operations, as well as materially expanding Glencores existing operations in Australia.
Rio Vermelho (Glencore interest: 100%)

1.3million tonnes of sugarcane were crushed in 2012, a 39% increase compared to 2011, which in turn produced 108,400tonnes of
Very High Pol (VHP) sugar and 34,000 cubic metres of hydrous ethanol. The on-going expansion plan at Rio Vermelho continues
to progress on schedule. The first phase of the cogeneration plant, eventually capable of supplying 200,000 megawatt hours per
annum of surplus electricity to the power grid at maturity of the project in 2015, will become operational during H22013.
Other Agricultural Products

Oilseed crushing
In 2012, oilseed crushing volumes increased 38%, reflecting the additional volumes crushed at the three acquired plants (Czech
Republic, Poland and Ukraine) and the completion of the new plant constructed in Hungary.
Following the successful commissioning of Timbues (Argentina) in October 2012, the plant commenced crushing in December2012.

2.5 | Reserves and resources
The reserves and resources data in the following tables is presented on a 100% asset basis, unless otherwise stated. All tonnage
and volume information has been rounded to reflect the relative uncertainty in the estimates; there may therefore be small differ-
ences in the totals. The Measured and Indicated Mineral and Coal Resources are reported inclusive of those resources modified
to produce reserves.
Ore reserves and mineral resources are reported in accordance with the 2004 edition of the Australian Code for Reporting of
Exploration Results, Mineral Resources and Ore Reserves (the JORC Code) or the 2007 edition (as amended 2009) of the South
African Code for Reporting of Mineral Resources and Mineral Reserves (the SAMREC Code).
Metals and minerals
KAZZINC1, 2
Ore reserves Mineral resources

Mining method Attributable Proved Probable Total Measured Indicated Measured Inferred
interest to and
Glencore indicated
Operating Mines
Vasilkovskoye3
Open Cut (OC) 69.6% Ore '000 MT 124740 28960 153700 163600 100630 264230 40820
Gold Content, g/t 1.88 1.48 1.80 1.78 1.33 1.61 1.72
Gold Amount, '000 toz 7540 1378 8918 9363 4303 13666 2257
Maleevsky4
Underground
(UG) 69.6% Ore '000 MT 11710 4950 16660 14430 5240 19670 5170
Gold Content, g/t 0.54 0.42 0.51 0.64 0.56 0.62 0.25
Silver Content, g/t 69.55 49.53 63.53 81.51 65.14 77.15 50.11
Copper Content, % 2.10 1.43 1.90 2.46 1.79 2.28 1.16
Lead Content, % 1.00 0.97 0.99 1.16 1.23 1.18 1.79
Zinc Content, % 6.04 5.71 5.94 6.86 7.08 6.92 5.82
Ridder-Sokolny5
UG 69.6% Ore '000 MT 9070 27850 36920 24450 67780 92230 32940
Gold Content, g/t 1.25 2.15 1.93 1.58 2.16 2.01 1.56
Copper Content, % 0.64 0.52 0.55 0.72 0.64 0.66 0.47
Lead Content, % 0.24 0.25 0.25 0.37 0.33 0.34 0.32
Zinc Content, % 0.60 0.52 0.54 0.87 0.68 0.73 0.72
Tishinsky6
UG 69.6% Ore '000 MT 18200 4900 23100 19920 7900 27820 5010
Gold Content, g/t 0.53 0.47 0.52 0.48 0.42 0.46 0.27
Copper Content, % 0.52 0.40 0.49 0.48 0.40 0.46 0.50
Lead Content, % 0.91 0.88 0.91 0.83 0.72 0.80 1.41
Zinc Content, % 4.19 4.13 4.18 3.72 3.66 3.70 3.77
Shubinsky7
UG 69.6% Ore '000 MT 1452 523 1975 1980 870 2850 1310
Gold Content, g/t 0.22 0.22 0.22 0.52 0.41 0.49 0.41
Copper Content, % 0.83 0.80 0.82 1.51 1.05 1.37 0.95
Lead Content, % 0.24 0.23 0.24 0.42 0.37 0.40 0.36
Zinc Content, % 1.44 1.29 1.40 2.44 2.07 2.33 1.77


interest to and
Glencore indicated
Staroye Tailings Dam
OC 69.6% Ore '000 MT 2950 2950 3790 3790 2790
Gold Content, g/t 1.13 1.13 1.14 1.14 0.96
Silver Content, g/t 11.83 11.83 12.36 12.36 10.96
Copper Content, % 0.04 0.04 0.04 0.04 0.04
Lead Content, % 0.34 0.34 0.34 0.34 0.29
Zinc Content, % 0.74 0.74 0.74 0.74 0.62
Shaimerden Stockpiles
OC 69.6% Ore '000 MT 2180 2180 2270 2270
Zinc Content, % 21.60 21.60 21.71 21.71
KAZZINC1, 2

interest to and
Glencore indicated
DEVELOPMENT PROJECTS
Dolinnoye
UG 69.6% Ore '000 MT 3660 960 4620 4010 3040 7050 3830
Gold Content, g/t 3.93 2.38 3.61 4.47 2.51 3.62 2.11
Copper Content, % 0.20 0.14 0.19 0.24 0.14 0.20 0.20
Lead Content, % 0.75 0.50 0.70 0.92 0.51 0.74 0.68
Zinc Content, % 1.41 1.02 1.33 1.76 1.01 1.44 1.26
Obruchevskoye
UG 69.6% Ore '000 MT 890 3250 4140 1150 7780 8930 5500
Gold Content, g/t 1.73 0.90 1.08 1.62 0.67 0.79 0.50
Copper Content, % 0.81 0.83 0.82 0.88 0.73 0.75 0.41
Lead Content, % 4.27 2.66 3.01 4.02 1.78 2.07 0.64
Zinc Content, % 8.98 6.50 7.03 8.87 4.64 5.19 1.75
Chashinskoye Tailings Dam
OC 69.6% Ore '000 MT 55500 55500 57800 57800 30000
Gold Content, g/t 0.67 0.67 0.67 0.67 0.50
Silver Content, g/t 5.13 5.13 5.16 5.16 4.57
Copper Content, % 0.05 0.05 0.05 0.05 0.06
Lead Content, % 0.15 0.15 0.15 0.15 0.19
Zinc Content, % 0.38 0.38 0.38 0.38 0.45
Tishinsky Tailings Dam
OC 69.6% Ore '000 MT 1100 1100 1150 1150
Gold Content, g/t 0.38 0.38 0.38 0.38
Silver Content, g/t 5.10 5.10 5.13 5.13
Copper Content, % 0.23 0.23 0.23 0.23
Lead Content, % 0.44 0.44 0.44 0.44
Zinc Content, % 2.25 2.25 2.26 2.26
Novo-Leninogorsky
OC 34.8% Ore '000 MT 38900
Gold Content, g/t 1.70
Silver Content, g/t 33.39
Copper Content, % 0.19
Lead Content, % 1.29
Zinc Content, % 3.78

T he information in the table above, in relation to mineral resources and ore reserves, has been estimated in accordance with the guidelines of
the JORC Code and is dated as of 31December 2012.
Remaining mine life: different for each mine, ranging from seven to 21 years. Expiry date of relevant mining/concession licences: different for
each mine, ranging from 19June2013 to 7July2028. There is a routine licence extension procedure in Kazakhstan which Kazzinc undertakes
as required.
3
Vasilkovskoye
Vasilkovskoye is a gold deposit of epigenetic (stockwork) type and beresite subtype of deposits hosting ores of gold-quartz formation. Gold
ore mineralisation is confined to a steeply dipping zone of beresite alteration (quartz-potassium feldspar metasomatosis) which forms a conic
stockwork thinning out with depth and located in the near-contact part of granodiorite and gabbro-diorite intrusions.
4
Maleevsky
Maleevsky is a typical syngenetic VMS deposit hosting ores of sulphide-polymetallic formation (with associated gold and silver). Maleevsky
comprises seven major (10-150m thick, 80-400m wide and 500-1,750m long) gently dipping stratified massive sulphides of lenticular and
tabular morphology occurring in volcanogenic-sedimentary deposits changing with depth into steeply dipping linear zones with vein-dissem-
inated ore mineralisation in underlying sequences of brecciated quartzites. In terms of mineral composition the ores express the following
vertical zoning: in the hanging wall pyrite impregnation is consecutively underlain by massive barite-galena-sphalerite, sphalerite and pyrite-
galena with barite, pyrite-chalcopyrite-sphalerite and chalcopyrite-pyrite ores in the lower part; the footwall contains pyrite vein-disseminated
mineralisation.
5
Ridder-Sokolny
Ridder-Sokolny gold-polymetallic deposit is also VMS type of syngenetic deposits hosting ores of gold bearing sulphide-polymetallic formation.
Ridder-Sokolny comprises over thirty ore bodies of lenticular, vein-stockwork and veined morphology confined to three stratigraphic levels of
volcanogenic-sedimentary deposits. Gently dipping massive sulphide ores of the upper stratigraphic layer are mostly mined out with the main
part of Ridder-Sokolny unmined ore bodies being small pitching and steeply dipping veins and vein-stockwork zones. The ores of the upper
stratigraphic level are mainly gold-barite-galena-sphalerites, with gold-galena-pyrite, chalcopyrite-sphalerite-pyrite and chalcopyrite within the
middle level and gold-quartz, pyrite and pyrite-chalcopyrite-vein-disseminated mineralisation within the lower level.
6
T ishinsky
The Tishinsky deposit is a syngenetic VMS deposit of Au- and Ag-bearing sulfide polymetallic ores. Tishinsky resources mainly occur in the
Main ore shoot, which extends in EW direction over a strike length of 1,250m with almost vertical dip to the north. Originally the stratified ore
body was flat but eventually became steep dipping due to intensive dynamic metamorphism and shearing. The mineralisation was deline-
ated by drilling along the stratified mineralised formation of strongly fissile volcanogenic carbonate-sericite-quartz shale rock to the depth
of 1,460m. The vein-disseminated polymetallic mineralisation prevails at the deposit though the central part of the Main Orebody contains
three subvertical lenses of massive sulfides with 60m width, 500m length and thickness varying from 6.5 to 17m. There are two prevalent
mineral associations: A polymetallic (chalcopyrite-galena-pyrite-sphalerite) association, and (2) A copper-zinc (chalcopyrite-sphalerite-pyrite)
association. Pb content decreases with the depth while Cu content gradually increases eastward and Au content significantly decreases at the
western flank of the deposit.
7
S hubinsky
Shubinsky polymetallic deposit is a syngenetic VMS deposit hosting ores of sulphide-polymetallic formation (with associated gold and silver).
Stratified vein-disseminated polymetallic ores in the near-contact part of volcanomictous chlorite-sericite-quartz shales with clayey siltstones
underwent folded dislocation and occur at 65-80 dip extending down to the 580-725m depth as thin boudinaged lenses changing into sub-
vertical ore shoots. Primary sulphide mineralisation includes four associations: pyrite, chalcopyrite-pyrite, chalcopyrite-sphalerite-pyrite and
pyrite-galena-sphalerite. Oxidised copper, lead and zinc in the form of chalcosine, covelline, bornite, goslarite and chalcanthite are found
down to the depth of 90m.
Competent Persons: the mineral resource and ore reserve estimates set out above were reviewed and approved by Phil Newall of Wardell Armstrong
International. The mineral resource and ore reserve estimates have been prepared in accordance with the JORC Code. Mr Newall is a Competent Person
as defined by the JORC Code and has sufficient experience which is relevant to the style of mineralisation and type of deposit under consideration and
to the activity which he is undertaking.

KATANGA1, 2

interest to and
Glencore3 indicated
Kamoto
UG 56.4% Ore 000 MT 11200 19400 30600 30400 32900 63300 11000
Copper % 3.40 3.70 3.59 4.36 4.78 4.58 5.00
Cobalt % 0.50 0.53 0.52 0.58 0.58 0.58 0.59
T17
OC and UG 56.4% Ore 000 MT 2500 2500 4500 9400 13900 5200
Copper % 3.51 3.51 2.71 4.44 3.88 4.21
Cobalt % 0.56 0.56 0.54 0.65 0.61 0.98
Mashamba East
OC 56.4% Ore 000 MT 5900 5900 75000 75000 65300
Copper % 3.00 3.00 1.80 1.80 0.76
Cobalt % 0.36 0.36 0.38 0.38 0.10
KOV
OC 56.4% Ore 000 MT 51900 51900 2200 114600 116800 69700
Copper % 4.76 4.76 4.07 5.42 5.39 3.58
Cobalt % 0.42 0.42 0.22 0.42 0.42 0.32
Kananga
56.4% Ore 000 MT 4100 4100 4000
Copper % 1.61 1.61 2.00
Cobalt % 0.79 0.79 0.98
Tilwezembe
56.4% Ore 000 MT 9500 9500 13800
Copper % 1.89 1.89 1.75
Cobalt % 0.60 0.60 0.60
1
s at December312012. The information in the table above, in relation to mineral reserves and resources, is in compliance with the JORC
A
Code and has been extracted without material adjustment from the Competent Persons Report compiled for Katanga.
2
Remaining life of mine: expected to be in excess of 20 years. Expiry date of relevant permits: 7 May 2022 for the Kananga Extension and
3April2024 for all remaining permits (KTO and Mashamba East Open Pit, T-17 Open Pit, KOV Open Pit, Kananga Mine), renewable in accord-
ance with the DRC mining code for a period of 15 years.
3
Glencore owns 75.2% of Katanga, which in turn owns 75% of Kamoto Copper Company SARL (KCC). KCC owns the material assets, including
the mining and exploration rights related to the mining assets. La Generale des Carrieres et des Mines and La Socit Immobilire du Congo,
which are state-owned mining companies in the DRC, own the other 25% of KCC.
With the exception of Tilwezembe, primary mineralisation, in the form of sulphides, within the Lower Roan is associated with the Stratified
Dolomite and Silicified Rocks for the Ore Body Inferior and the Basal Schists and Upper Dolomitic Shales for the Ore Body Superior and
is thought to be sys-sedimentary in origin. Typical primary copper sulphide minerals are bornite, chalcopyrite, chalcocite and occasional
native copper while cobalt is in the form of carrolite. The mineralisation occurs as disseminations or in association with hydrothermal
carbonate alteration and silicification.
The mineralisation at Tilwezembe Mine is atypical being hosted by the Mwashya or R4 Formation. The mineralisation generally occurs
as infilling of fissures and open fractures associated with the brecciation. The typical copper minerals are mainly chalcopyrite, malachite
and pseudomalachite while cobalt is in the form of heterogenite, carrolite and spherocobaltite. Manganese minerals are psilomelane and
manganite.
Competent Persons: the mineral resources and ore reserve estimates set out above were reviewed and approved by Cornelius Willem Ries
and Jacobus Lotheringen of Golder Associates. The mineral resources and ore reserve estimates have been prepared in accordance with the
JORC Code. Mr Ries and Mr Lotheringen are Competent Persons as defined by JORC and have sufficient experience which is relevant to the
style of mineralisation and type of deposit under consideration.

MUTANDA1, 2

interest to and
Glencore indicated
Mutanda pits
OC 60% Ore 000 MT 39100 6800 45900 96500 28400 124900 166600
Copper % 3.30 3.06 3.27 2.05 1.52 1.93 1.00
Cobalt % 0.82 1.20 0.88 0.64 0.77 0.67 0.47
Stockpiles
60% Ore 000 MT 7100 7100
Copper % 2.30 2.30
Cobalt % 1.76 1.76
1
s at 31December2012. The information in the table above, in relation to mineral reserves and resources, is in compliance with the JORC
A
Code and has been extracted without material adjustment from the Competent Persons Report compiled for Mutanda.
2
Remaining mine life: estimated in excess of 15 years. Expiry date of relevant permits: 26May2022 for Mutanda and 6April2022 for Ki-kolwezi,
renewable in accordance with the DRC mining code for periods of 15 years.
The main copper oxide minerals present are malachite and pseudomalachite and the main cobalt mineral is heterogenite. Carollite is the main
Cobalt Sulphide mineral.
Competent Persons: the mineral resources and ore reserve estimates set out above were reviewed and approved by Cornelius Willem Ries and
Jacobus Lotheringen of Golder Associates. The mineral resources and ore reserve estimates have been prepared in accordance with the JORC
Code. Mr Ries and Mr Lotheringen are Competent Persons as defined by JORC and have sufficient experience which is relevant to the style of
mineralisation and type of deposit under consideration.
KANSUKI1, 2

interest to and
Glencore indicated
Area 3
37.5% Ore 000 MT 16700 400 17100
Copper % 1.72 0.93 1.70
Cobalt % 0.17 0.14 0.17
Area 1
37.5% Ore 000 MT 63900 63900
Copper % 1.13 1.13
Cobalt % 0.37 0.37
Area 2 East
37.5% Ore 000 MT 38800
Copper % 0.44
Cobalt % 0.08
Area 2 West
37.5% Ore 000 MT 48100 29100 77200 13900
Copper % 0.73 0.51 0.64 0.47
Cobalt % 0.34 0.14 0.27 0.11
Kabwimia
37.5% Ore 000 MT 6200
Copper % 0.75
Cobalt % 0.02
1
s at 31December2012. The information in the table above, in relation to mineral resources and ore reserves, is in compliance with the JORC
A
Code and has been extracted without material adjustment from the Competent Persons Report compiled for Kansuki.
2
E xpiry date of relevant permit: 1July2022 for Kansuki, renewable in accordance with the DRC mining code for periods of 15 years.

Drilling undertaken in Area 2 West during 2012 provided an increased level of geological knowledge and confidence in the resource, resulting
in both an increase in the resource and a movement between resource categories.
Similar to Mutanda, the main copper oxide minerals present are malachite and pseudomalachite and the main cobalt mineral is heterogenite.
Carollite is the main Cobalt Sulphide mineral.
Competent Person: the mineral resources estimates set out above were reviewed and approved by Cornelius Willem Ries of Golder Associates.
The mineral resources estimates have been prepared in accordance with the JORC Code. Mr Ries is a Competent Person as defined by JORC
and has sufficient experience which is relevant to the style of mineralisation and type of deposit under consideration.
MOPANI1, 2

interest to and
Glencore indicated
Nkana Sulphides
UG 73.1% Ore 000 MT 94400 17800 112200 140100 42200 182300 38200
Copper % 1.88 1.84 1.88 2.01 1.79 1.96 1.66
Cobalt % 0.09 0.11 0.09 0.11 0.12 0.11 0.11
Nkana Oxides
OC and UG 73.1% Ore 000 MT 2200 5400 7600 8600 7400 16000 1100
Total copper % 3.30 0.73 1.46 2.85 1.00 1.99 1.26
Acid soluble % 2.27 0.49 0.99 1.95 0.66 1.35 0.86
copper
Cobalt % 0.14 0.07 0.09 0.12 0.07 0.10 0.07
Mufulira Sulphides
UG 73.1% Ore 000 MT 12800 3600 16400 21500 8700 30200 35700
Copper % 2.15 2.21 2.16 2.48 2.62 2.52 2.52
Mufulira Oxides
UG 73.1% Ore 000 MT 2000 300 2300 4500 2000 6500 1200
Total copper % 1.38 1.25 1.36 1.58 1.37 1.52 1.53
Acid soluble % 0.90 0.65 0.87 1.01 0.79 0.94 0.93
copper
Mufulira Surface
OC 73.1% Ore 000 MT 3000 1800 4800 1300
Total copper % 1.81 1.80 1.81 1.76
Acid soluble % 0.50 0.48 0.49 0.39
copper
1
s at 31December2012. The information in the table above, in relation to mineral reserves and resources, is in compliance with the JORC
A
Code and has been extracted without material adjustment from the Competent Persons Report compiled for Mopani.
2
Remaining life of mine: 26 years for Nkana and twelve years for Mufulira. Expiry date of relevant mining/concession licences: 31March2025
for both of these mines.
Within the Nkana mining area there are four underground mines and a series of open pits with only one being operational (Area J). All open pits
and Mindola Mines operations are situated on the eastern limb of the Nkana Syncline. Central and SOB operations are in other structures within
the Nkana Syncline. Cupriferous Oxide zones are present in the nose and southwest limb of the syncline. The ore bodies are stratiform and are
mainly confined to a recognisable ore formation, which occurs near the base of the Katangan sequence within the Lower Roan Group of the
Mine Series. In the underground workings, the principal copper ore minerals are chalcopyrite and bornite with subordinate chalcocite. There is
a zoning in the geographical distribution of these minerals. Cobalt occurs as carrollite and cobaltiferious pyrite. In the open pits, the principal
ore minerals are malachite, pseudomalchite, chrysocolla, native copper, cuprite and libethenite in the zone of oxidation closer to the surface. In
some places however, vermiculite, malachite pseudomalachite and accessory wad are more important. At deeper levels chalcopyrite, bornite
and chalcocite are predominantly present.

In the Mufulira mining area, the Basement Complex topography appears to have exerted a significant structural control during deformation.
The distribution of ore minerals in all three ore bodies is stratigraphically controlled, occurring dominantly as disseminations, blebs and irregu-
lar masses. The principal copper minerals are chalcopyrite (60%), bornite (40%), and minor/trace chalcocite. Oxide minerals are confined to near
surface occurrences, and supergene enrichment zones. Generally the deposit is structurally simple being characterised by three main folds that
are in part overturned with a plunge and dip approximately 10 the northeast. The basin is open and untested at depth.
Competent Persons: the mineral resources and ore reserve estimates set out above were reviewed and approved by Cornelius Willem Ries
and Jacobus Lotheringen of Golder Associates. The reserve and resources estimates have been prepared in accordance with the JORC Code.
Mr Ries and Mr Lotheringen are Competent Persons as defined by JORC and have sufficient experience which is relevant to the style of
mineralisation and type of deposit under consideration and to the activity which they are undertaking.

LOS QUENUALES1, 2

interest to and
Glencore indicated
Iscaycruz3
UG/OC 97.6% Ore 000 MT 1449 4165 5614 1663 4682 6345 9710
Zinc % 9.21 5.83 6.70 10.80 6.18 7.39 4.44
Lead % 0.44 0.53 0.51 0.50 0.55 0.54 0.35
Copper % 0.24 0.25 0.24 0.29 0.36 0.34 0.62
Silver g/t 14.34 27.76 24.29 16.58 30.01 26.49 22.75
Yauliyacu4
UG 97.6% Ore 000 MT 1066 2917 3983 1727 8062 9789 12754
Zinc % 2.12 2.14 2.13 3.57 3.61 3.60 3.52
Lead % 0.89 0.90 0.90 1.24 1.48 1.44 1.33
Copper % 0.22 0.20 0.20 0.37 0.39 0.39 0.36
Silver g/t 96.04 99.96 98.91 145.52 204.50 194.10 178.23
1
s at 31December2012.
A
2
Remaining mine life: the expected life of Iscaycruz is four years based on reserves and twelve years based on resources. The expected life of
Yauliyacu is three years based on reserves and 17 years based on resources. Expiry date of relevant mining/concession licences: permanent.
Iscaycruz shows a +100% increase in the reserve year on year due to the approval of the community surface access agreement for Santa Este
and the conversion of the indicated resource to a probable reserve.
3
I scaycruz
Zinc, lead and copper mineralisation are exposed as subvertical massive sulphide ore bodies; described as skarn, breccias and carbonate
replacement type along 12km corridor hosted in clay-rich limestone and dolomite rocks. Hydrothermal mineralisation assemblages are mainly
composed of sphalerite, galena, pyrite, chalcopyrite distributed in five production zones named Limpe Centro, Chupa, Tinyag II, Tinyag I and
Santa Este from North to South.
4
Yauliyacu
Main mineralisation occurs as sphalerite, galena, tetrahedrite and chalcopyrite in 60 to 80 northwest dipping narrow veins, stockwork and
minor replacement massive ore bodies exposed in about five kilometers length extension and +2 km depth extension. This hydrothermal
mineralisation is strongly structurally controlled and hosted in folded rock units as calcareous sandstones (red beds), conglomerates, volcanic
tuffs, andesites and limestones.
Competent Person: the mineral resources and ore reserve estimates set out above were reviewed and approved by Glencore Competent Person,
Chris Emerson, and have been prepared in accordance with the JORC Code. Mr Emerson is a Competent Person as defined by the JORC Code.
Mr Emerson is a fellow of the Geological Society of London and a member of the Australasian Institute of Mining and Metallurgy and has more
than ten years experience in underground polymetallic deposits, predominantly in Latin America.

SINCHI WAYRA1, 2

Mining method Attributable Commodity Unit Proved Probable Total Measured Indicated Measured Inferred
interest to and
Glencore indicated
Bolivar
UG 50% Ore 000 MT 194 423 617 815 677 1492 2306
Zinc % 7.78 7.44 7.54 9.52 9.49 9.51 8.12
Lead % 1.10 1.05 1.07 1.27 0.84 1.07 0.69
Silver g/t 204.07 230.32 222.07 290.15 301.34 295.23 274.37
Porco
UG 100% Ore 000 MT 109 658 767 682 438 1120 1218
Zinc % 7.06 6.60 6.66 8.53 9.15 8.77 8.53
Lead % 0.40 0.43 0.42 0.51 0.74 0.60 0.80
Silver g/t 123.61 95.53 99.52 108.52 120.67 113.27 84.54
Poopo
UG 100% Ore 000 MT 48 173 221 251 400 651 1730
Zinc % 5.18 6.15 5.94 6.86 5.93 6.29 5.21
Lead % 0.14 0.39 0.33 0.35 0.49 0.44 0.49
Silver g/t 77.76 137.51 124.53 138.60 213.32 184.51 217.12
Caballo Blanco
UG 100% Ore 000 MT 32 378 410 423 446 869 1339
Zinc % 9.00 7.12 7.27 8.81 8.55 8.68 7.24
Lead % 0.39 2.01 1.88 2.28 2.29 2.29 1.78
Silver g/t 61.45 151.79 144.74 176.06 189.65 183.03 156.16
1
As at 31December 2012.
2
Remaining mine life: the expected life of the mines as a group, considering current production capacities, is an average of two years based on
reserves and ten years based on resources. Expiry date of relevant mining concessions/authorisations or contracts is different for each mine:
Porco June 2014 (lease agreement entered into in 1999), Poopo January 2027 (lease agreement with a local co-operative entered into in
2002), Bolivar May 2023 (joint venture agreement entered into in 1993) and permanent in respect of Caballo Blanco. Exploration drilling in
the Poopo mine has resulted in the addition of 0.9million metric tonnes of additional inferred resource base over 2011. The Colquiri mine was
nationalised on 22June2012 and is no longer reported in Sinchi Wayras reserves and resources.
According to the new Bolivian Constitution enacted in 2009, natural resources belong to the Bolivian people. The Bolivian State can enter into
mining contracts with private investors to operate them. As with all private investors in Bolivia, Sinchi Wayra does not hold property rights over
mining resources in the country, but holds the right to exploit them pursuant to Bolivian legislation.
The majority of the deposits within the Sinichi Wayra portfolio are epigenetic-hydrothermal base metal type vein and fault filled mineralisation
hosted within a variety of lithologies from volcanic tuffs to sedimentary packages. The main mineral assemblages are composed of sphalerite,
marmatite, galena, silver rich galena and silver sulfosalts. The resources are usually based on multiple structures with Porco containing over
100 different veins. The typical dimensions of these structures is +500m in length and +450m depth profile with mineralisation open at depth;
average vein widths from 0.2-4.0m.

AR ZINC1, 2

interest to and
Glencore indicated
Aguilar
UG/OC 100% Ore 000 MT 2741 982 3723 4281 1070 5351 1072
Zinc % 6.61 6.77 6.65 5.79 7.32 6.10 8.61
Lead % 7.95 8.23 8.02 6.53 8.73 6.97 9.74
Silver g/t 169.78 174.40 171.00 149.05 186.51 156.54 197.79
1

A s at 31December2012.
2
Remaining mine life: approximately six years based on reserves and nine years based on resources. AR Zinc plans to continue exploration with
the aim of extending the life of mine. Expiry date of relevant mining/concession licences: permanent. The resource tonnage has remained at
the same levels with continued exploration replacing the 2012 production. An extensive sampling programme has enabled a large portion of
indicated resource to be converted to measured and subsequently increase the proved reserve.
Mineralisation is classified as sedex type with sulphide layers in between siliciclastic and shale rocks with a post secondary metasomatic over
print between two intrusive stocks. Galena-rich, sphalerite, marmatite pyrite ore bodies as lenses shape, locally brittle-style hydrothermal
breccias, minor veinlets-stockworks and dissemination defines the economic portion of mineral inventories. Strike length extension of mineral
geometries is variable and reaches up to 300m on North-South extension, about 55m width and reaches up to 160m in depth.

COBAR1, 2

interest to and
Glencore indicated
Cobar
UG 100% Ore 000 MT 2606 3395 6001 2257 3181 5438 5974
Copper % 4.78 4.40 4.56 6.11 5.87 5.97 5.79
Silver g/t 17.8 18.4 18.1 22.0 26.0 24.3 21.0
1
A
2
Remaining mine life: current expected life of mine is approximately five years based on reserves and approximately 10 years based on
resources, although Cobar has previously been able to extend its expected life of mine through exploratory drilling in the area covered by its
concession. Expiry date of relevant mining/concession licences: 5December2028.
Economic mineralisation at Cobar occurs mostly as narrow lenses with short strike lengths that are depth extensive. Lenses consist of vein or
semi massive to massive chalcopyrite hosted by sub-vertical quartz-chlorite shear zones within a siltstone unit. The Cobar mineral resource is
reported within four systems: Western, Eastern, QTS North and QTS South.

Competent Person: the ore reserves estimates set out above were reviewed and approved by Glencore Competent Person, Aaron
Nankivell. The mineral resources estimates set out above were reviewed and approved by Glencore Competent Person, Jason Hosken. The
ore reserves and mineral resources estimates have been prepared in accordance with the JORC Code. Mr Nankivell has been a member of the
Australasian Institute of Mining and Metallurgy since 2011 and has more than seven years of experience in underground polymetallic deposits
in Australia. Mr Hosken has been a member of the Australasian Institute of Mining and Metallurgy for more than 13 years and has more than
17years of experience in underground polymetallic deposits in Australia.

PunItaqui1, 2

interest to and
Glencore indicated
Punitaqui
UG 100% Ore 000 MT 1891 1510 3401 3734 3311 7045 2081
Copper % 1.47 1.37 1.43 1.41 1.24 1.33 1.42
Silver g/t 8.85 5.78 7.49 6.05 4.05 5.11 3.03
1
s at 31December 2012.
A
2
Remaining mine life: approximately three and a half years based on reserves and nine years based on resources. Punitaqui plans to continue
exploration with the aim of extending the life of mine. Expiry date of relevant mining/concession licences: permanent. The total resource for
the Punitaqui mine has increased by two million metric tonnes due to the inclusion of the Dalmacia satellite deposit.
Several epigenetic stratabound copper mineralisation (manto type) bodies with variable thicknesses between 20 to 40m are distributed along
900m strike length mineralised corridor named Cinabrio zone. Mineralisation is composed of crisocole, brochantite and malaquite in upper
oxide levels turning into a mixed zone composed of malaquite, crisocole and chalcopyrite. Main sulphide zones are composed of pyrite, bornite
and chalcopyrite. All mineralisation is distributed in calcareous shales also within minor pre-existing faults.

PERKOA1, 2

interest to and
Glencore indicated
Perkoa
UG/OC 50.1% Ore 000 MT 6300 6300 1400 5660 7060 5010
Zinc % 13.90 13.90 13.08 10.48 11.00 9.14
Lead % 0.09 0.18 0.16 0.17
Silver g/t 38.4 57.9 54.0 54.2
1
s at 31December 2012 for 100% of the Perkoa Project. Reserve information produced July2009, Resource information produced June2012.
A
2
Remaining mine life: current expected life of mine is approximately 9.5 years based on reserves and approximately 12.1 years based on
resources. Expiry date of relevant mining/concession licences: 20March2027.
The information in the table above in relation to resources and reserves is in compliance with the JORC Code.
Economic mineralisation at Perkoa occurs mainly as volcanic massive sulfide lenses of sphalerite, galena, pyrite, and pyrrhotite. These massive
sulphide lenses vary in width from 1m to 30m thick in places. These massive sulfide lenses dip at an average of 75, striking NorthEast South-
West and consist of two main ore bodies. Igneous intrusives have also caused endothermic and exothermic skarn like disseminated mineralisa-
tion of remobilised galena, pyrite, and to a lesser extent pyrrhotite and sphalerite.
Competent Person: The ore reserves estimates set out above were reviewed and approved by Mr John Miles. The mineral resources estimates
set out above were reviewed and approved by Mr Danny Kentwell. Both Mr Miles and Mr Kentwell are Members of the Institute of Materials,
Minerals and Mining which is a Recognised Overseas Professional Organisation (ROPO), and both have sufficient experience which is relevant
to the style of mineralisation and type of deposit under consideration and to the activity which they are undertaking to qualify as Competent
Persons as defined in the JORC Code. Mr Kentwell is a Fellow of the Australian Institute of Mining and Metallurgy and is a Principal Consultant
of SRK Consulting (Australasia) Pty Ltd. Mr Miles is a Principal Associate of SRK Consulting (UK).

ROSH PINAH1, 2

interest to and
Glencore indicated
Rosh Pinah
UG 80.08% Ore 000 MT 2268 1962 4230 3711 4488 8199 7707
Zinc % 8.46 7.29 7.91 8.44 6.73 7.50 7.92
Lead % 1.89 2.43 2.14 1.95 2.33 2.16 1.12
Silver g/t 34.1 34.3 34.2 52.2 45.4 48.5 32.1
1
A
2
Remaining mine life: expected life of mine is 6.2 years based on reserves. Rosh Pinah has previously been able to extend its expected life of
mine through exploratory drilling in the area covered by its concession. Potential Life of Mine based on resources and expected continuity of
mineralisation is 20.2 years. The expiry date of ML 39+AW (Mining Licence and Accessory Works) is 11February2020.
Mineralisation style: Sedimentary exhalative (SEDEX) type Zinc and lead sulphide ores are contained within the so-called Ore Equivalent Hori-
zon, a stratiform horizon that is extensively folded, resulting in discreet, subvertical ore bodies that vary in size from 0.42.0 million tonnes.

Competent Persons: The mineral resources estimates have been reviewed and approved by Eric Mouton, Technical Service Manager, employed
on a full time basis by Rosh Pinah Zinc Corporation, a Professional Natural Scientist affiliated to the South African Council for Natural Scientific
Professions (SACNASP). Eric Mouton has twelve years of experience in the style of mineralisation of the Rosh Pinah deposit. The ore reserve
estimates were compiled by Phil Crowther, Long term Planning Consultant employed on a part-time basis with Rosh Pinah Zinc Corporation and
a South African Council for Professional Land Surveyors and Technical Surveyors (PLATO) affiliated professional. Phil Crowther has 21 years
of experience in the type of deposit being mined as well as the mining method. The resources and reserve estimates have been prepared in
accordance with the SAMREC Code.
MURRIN MURRIN1, 2

Mining method Attributable Proved3 Probable Total Measured3 Indicated Measured Inferred
interest to and
Glencore indicated
Murrin Murrin
OC 100% Ore 000 MT 153814 34378 188192 183448 73932 257380 10827
Nickel Content, % 4 0.98 0.98 0.98 0.99 0.99 0.99 0.94
Cobalt Content, % 4 0.069 0.071 0.069 0.070 0.078 0.072 0.057
Nickel Cut % 0.8 0.8 0.8
Off Grade
1
s at 31December 2012. The position has been determined using survey information as at 31October 2012 with adjustments applied for
A
November actuals and December forecast performance. The above Resources and Reserves have been prepared in accordance with the
JORC Code.
2
Remaining mine life: at the forecast throughput capacity of 4.0milliontonnes per annum, the projects operating life is in excess of 30years.
Expiry dates for relevant tenements differ for each tenement and range from 2013 to 2032. The Murrin Murrin 31December 2012 Ore Reserve
estimate is based on the optimised Base Case pit shells for Measured and Indicated Mineral Resources.
3
Includes scats and stockpiles.
4
O re Reserve grades have been subject to the application of grade modifying factors. These have been derived from analysis of the previous
two years mine-to-mill grade performance and result in grade modifying factors of 94% and 88% for nickel and cobalt respectively. The estimated
Ore Reserve tonnage has had the depletion of 0.6Mt taken out of the Proved category for Measured and Indicated Mineral Resources.
Competent Persons: The information in this report relating to mineral resources is based on information compiled by Mr Rob Embry (drill
design, drilling, assay compilation and assay QA/QC) and Mr Stephen King (geostatistical analysis, modelling/estimation and resource clas-
sification), the information relating to ore reserves is based on information compiled by Ms Kellie Gill and the information relating to Metal-
lurgical Results is based on information compiled by Mr Bradley Adamson. Mr Embry, Mr King, Ms Gill and Mr Adamson are all Members of the
Australasian Institute of Mining and Metallurgy and are all full time employees of Minara Resources Ltd. Mr Embry, Mr King, Ms Gill and
Mr Adamson all have sufficient experience which is relevant to the style of mineralisation and type of deposit under consideration and to the
activity which they are undertaking in order to qualify as Competent Persons as defined in the JORC Code and all consent to the inclusion in
this report of the matters based on their information in the form and context in which it appears.

Energy products
EQUATORIAL GUINEA
Reserves (MMstb)
Gross field1 Glencore working interest2
1P 2P 3P 1P 2P 3P
Aseng field3, 4 75 84 98 18 20 23
Alen field5 47 72 101 12 18 25
1
s at 31December 2012. The reserves information set out above were reviewed and approved by Gaffney, Cline & Associates (GCA), has
A
been prepared in accordance with the Petroleum Resources Management System (PRMS) and has been extracted without material adjustment
from the GCA Report.
2
Glencore working interest in Block O is 25 per cent and Glencore working interest in Block I is 23.75 per cent.
3
Includes oil and condensate.
4
Aseng is in Block I.
5
Alen is 95% in Block O and 5% in Block I.
EQUATORIAL GUINEA
Contingent Resources1
Gross field Glencore working interest2
1C 2C 3C 1C 2C 3C
Liquids (MMstb)3 39 65 99 10 16 24
Gas (Bscf) 1707 2469 3376 415 601 820
1
s at 31December 2012. The resources information set out above were reviewed and approved by Gaffney, Cline & Associates (GCA), has
A
been prepared in accordance with PRMS and has been extracted without material adjustment from the GCA Report, save for the aggregation,
which has been performed by Glencore.
2
3
EQUATORIAL GUINEA
Prospective Resources (Unrisked)1

Gross Glencore working interest2
P90 P50 P10 P90 P50 P10
Liquids (MMstb)3 65 176 338 16 42 81

Gas (Bscf) 451 1039 1767 111 254 432
1
s at 31December 2012. The resources information set out above were reviewed and approved by Gaffney, Cline & Associates (GCA), has
A
been prepared in accordance with PRMS and has been extracted without material adjustment from the GCA Report, save for the aggregation,
which has been performed by Glencore.
2

PRODECO1
Coal resources Coal reserves Marketable coal reserves

Mining Attributable Commodity Unit Measured Indicated Inferred Proved Probable Proved Probable Total
method interest to
Glencore
Calenturitas2
OC 100% Thermal coal 000 MT 160000 190000 60000 107100 101000 107000 101000 208000
CV kcal/kg 6400 6300 6200 6250 6150 6250 6150 6200
La Jagua3
OC 100% Thermal coal 000 MT 100000 20000 92000 22000 92000 22000 114000
CV kcal/kg 7100 7100 6750 6650 6750 6650 6700
1
A
2
Remaining mine life: expected to be 20years. Expiry date of relevant mining/concession licenses: 2035.
3
Remaining mine life: expected to be 18years. Expiry date of relevant mining/concession licenses: Carbones El Tesoro and Carbones de La
Jagua expiring between 2027 and 2038, and Consorcio Minero Unido expiring in 2014 with renewal considered probable due to the fact that
the integrated La Jagua mine plan has already been approved.
Coal reserves and resources reported in accordance with the JORC Code. Tonnes and quality are reported at in situ moisture basis for coal
resources and as received basis for coal reserves. Coal resource tonnages were estimated within a geoshell defined by the limits of geological
information within the geological model. As a result, there is minimal extrapolation of resources beyond the areal and vertical limits of the data.
Competent Persons: Mr Grant Walker of Xenith Consulting and Mr Kerry Whitby of McElroy Bryan Geological Services are each Competent
Persons as defined by JORC and have sufficient experience relevant to the style of mineralisation and type of deposit under consideration and to
the activity which they are undertaking. The coal reserve and coal resource estimates set out above were reviewed and approved for publication
by Mr Walker and Mr Whitby respectively.
SHANDUKA1, 2
Coal resources Extractable coal Saleable coal reserves

reserves
method interest to saleable
Glencore
Graspan
OC 49.99% Thermal coal 000 MT 16477 13683 9966 9966
CV kcal/kg 5340 5340 6300 6300
Townlands
CV kcal/kg 4860 4860 5600 5600
Steelcoal
CV kcal/kg 4637 4637 5600 5600
Lakeside Opencut
OC 49.99% Thermal coal 000 MT 1680
CV kcal/kg 4652
Lakeside Underground
UG 49.99% Thermal coal 000 MT 3470
CV kcal/kg 4430
Leeuwfontein
CV kcal/kg 4621
Springlake Opencut
CV kcal/kg 6091 6091 6800 6800
Springlake Underground
UG 49.99% Thermal coal 000 MT 17562 10196 6419 16916 8277 8277
CV kcal/kg 6306 6306 6306 6306 6800 6800


reserves
Glencore
Argent
CV kcal/kg 6056 6056 6000 6000
Springboklaagte Opencut 3
CV kcal/kg 5182 5182 6000 6000
Springboklaagte Underground 3
CV kcal/kg 4886 4886 4886 4886 6000 6000
1
A
2
Remaining mine life: individual mining operations have expected lives ranging from three to twelve years, based on their reserves. However,
the Springboklaagte deposit extends Shandukas expected life by approximately 20 to 25 years. Expiry date of relevant mining/concession
licenses: different for each mine, ranging from October 2015 to March 2027 in respect of Graspan, Townlands, Steelcoal reserve, Lakeside
and Springlake. Leeuwfontein is still what is known as an old order right or mining license, with applications pending for conversion into a
new order right or mining license (only upon conversion will the expiry date be known). Springboklaagte is still a prospecting right, which
are granted for five year periods and are renewable for a further three year period. The main prospecting right expired on 3August2011 and
an application for the renewal of the prospecting right was lodged on 3June 2011. Further to this an application for a mining right was also
lodged in April2011. Argent has a prospecting right valid until 29June 2013.
3
S pringboklaagte is held as a Joint Venture between Shanduka and Umcebo, 100% of the Springboklaagte reserves and resources is included
in the table above and also presented in the Umcebo table.
Competent Persons: the mineral resource estimates set out above were compiled and approved by Karin van der Merwe (MSc Geochemistry;
GSSA 965 295) and the mineral reserve estimates set out above were compiled and approved by Mark Cunney (BEng Hons Mining Engineering,
MCC; Pr Cert ENg 2007 0114), both of whom are employed by Shanduka Coal (Pty) Ltd. The reserves and resources estimates have been prepared
in accordance with the SAMREC Code. Both are Competent Persons as defined by SAMREC and each have sufficient experience (16 years each
respectively) which is relevant to the style of mineralisation and type of deposit under consideration and to the activity which they are undertaking.
UMCEBO1, 2

reserves
Glencore
Middelkraal
CV kcal/kg 4544 4544 5000 5000
Kleinfontein
CV kcal/kg 5230 5230 5600 5600
Klippan Opencut
OC 43.66% Thermal coal 000 MT 3071 600 694 486 486
CV kcal/kg 5815 5815 5815 6300 6300
Klippan Underground
UG 43.66% Thermal coal 000 MT 1198 531 385 385
CV kcal/kg 5803 5803 6300 6300
Kleinfontein Jicama
CV kcal/kg 5182 5182 5182 6300 6300
Wonderfontein Opencast
CV kcal/kg 5571 5571 6300 6300
Wonderfontein Underground
UG 43.66% Thermal coal 000 MT 35180 544 423 423
CV kcal/kg 5571 5571 6300 6300

reserves
Glencore
Norwesco
CV kcal/kg 4991 4991 5600 5600
Doornrug
CV kcal/kg 5015
Hendrina
UG 43.66% Thermal coal 000 MT 177000 181600 8500
CV kcal/kg 4239 4239 4239
Belfast
UG 21.83% Thermal coal 000 MT 107710 6640
CV kcal/kg 5110 5110
Springboklaagte Opencut3
CV kcal/kg 5182 5182 6000 6000
Springboklaagte Underground3
CV kcal/kg 4886 4886 4886 4886 6000 6000
1
A
2
Remaining mine life: individual mining operations have expected lives ranging up to ten years, based on their reserves. However, the Spring-
boklaagte deposit extends Umcebos expected life by approximately 20 to 25 years. Expiry date of relevant mining/concession licenses: dif-
ferent for each mine, ranging from October2015 to December2021 in respect of Middelkraal, Kleinfontein, Klippan and Doornrug. Norwesco
mining right lapsed on 28September 2011, however a renewal has been lodged. Springboklaagte is still a prospecting right, which are granted
for five year periods and are renewable for a further three year period. The main prospecting right expired on 3August 2011 and an applica-
tion for the renewal of the prospecting right was lodged on 3June 2011. Further to this an application for a mining right was also lodged
in April 2011. Wonderfontein prospecting right lapsed on 17November 2011 however a renewal was lodged on 28July 2011. A mining right
application has been submitted and was granted in February2012, but is not yet executed.
3
S pringboklaagte is held as a Joint Venture between Shanduka and Umcebo. 100% of the Springboklaagte reserves and resources is included
in the table above and also presented in the Shanduka table.
Competent Persons: the mineral resource estimates set out above were compiled and approved by Gerrit Cronj (BSc Hons Geology; Pr Sc Nat
400128/86) and the mineral reserve estimates set out above were compiled and approved by Thys de Bruin (BEng Mining Engineering, MCC; Pr
Cert Eng 2008 900 31), both of whom are employed by Shanduka Coal (Pty) Ltd. The reserves and resources estimates have been prepared in
accordance with the SAMREC Code. Both are Competent Persons as defined by SAMREC and each have sufficient experience (34 and 17 years re-
spectively) which is relevant to the style of mineralisation and type of deposit under consideration and to the activity which they are undertaking.
OPTIMUM1, 2

reserves
Glencore
Overvaal
UG 67.01% Thermal coal 000 MT 23490 21120 28470 3980 15730 2360 8736 11096
CV kcal/kg 6272 6272 6272 6272 6272 6500 6500 6500
Vlakfontein
OC 67.01% Thermal coal 000 MT 35500 4200 1400 24741 1150 15339 713 16052
CV kcal/kg 5087 5087 5087 5087 5087 5900 5900 5900
Koornfontein mines
UG 67.01% Thermal coal 000 MT 182730 25390 53543 7237 28795 3986 32781
CV kcal/kg 4653 4653 4653 4653 5400 5400 5400
TNC
CV kcal/kg 5331 5331 5331 5900 5900


reserves
Glencore
Kwagga Opencast
OC 67.01% Thermal coal 000 MT 158170 47281 88122 2099 53716 1256 54972
CV kcal/kg 5237 5237 5237 5237 6020 6020 6020
Pullenshope Opencast
OC 67.01% Thermal coal 000 MT 11704 39576 3037 2296 1217 1217
CV kcal/kg 4641 4641 4641 4641 6020 6020
Zevenfontein Opencast
OC 67.01% Thermal coal 000 MT 21587 12370 9241 3167 1708 1708
CV kcal/kg 3939 3939 3939 3939 6020 6020
Kromdraai Opencast
CV kcal/kg 4378 4378 4378 4378 6020 6020 6020
Eikeboom
CV kcal/kg 5485 5485 5485 5485 6020 6020 6020
Boschmanspoort Underground
CV kcal/kg 4729 4729 4729 4729 6020 6020 6020
Pullenshope Underground
CV kcal/kg 4775 4775 4775 4775 6020 6020 6020
Schoonoord
UG/OC 67.01% Thermal coal 000 MT 19179 34667
CV kcal/kg 4738 4738
BMP Expl.
UG 67.01% Thermal coal 000 MT 25910
CV kcal/kg 4527
1
A
2
Remaining mine life. Individual mining operations have expected lives ranging from one to 17 years, based on their reserves. The Kwagga
reserve is made up of different sub areas which includes Kwagga North, Kwagga Central, Kwagga Rail and Kwagga Mini Pits. The various number
of years available to mine in the mentioned sub-areas range from two to twelve years. Pullenshope, Zevenfontein and Kromdraai reserves have
an estimated nine years of mining left combined, as several overlapping of the reserves are done during the life of mine in other words the
reserves are at some points mined simultaneously. The Eikeboom reserve is planned to be mined over a total period (mining years) of 15 years
not in one continuous period though. The reserve is divided up into a portion of in situ coal and a portion of pillar areas. There is a planned
period in-between when dewatering of the old underground mining areas will be done, prior to commencing with pillar mining. The
Boschmanspoort Underground reserve has got eleven years remaining to be mined, and the Pullenshope Underground reserve is cur-
rently plan to be mined out in 17 years (at the current rates). The BMP Expl. reserve block serves as an extension to the Boschmanspoort
Underground reserve and more detailed work needs to be done around the block prior to inclusion in the life of mine. The Schoonoord reserve
currently has not been included in the life of mine due to marginal economics associated with the specific project. Expiry date of relevant
mining/concession licences: June 2028 for Optimum and October 2032 for Koornfontein.
Competent Persons (Koornfontein Mines and TNC): the mineral resource estimates set out above were compiled and approved by Kobus
Dippenaar (BSc Hons Geology; Pr Sc Nat 400079/94) and the mineral reserve estimates set out above were compiled and approved by Willem
Heyneke (B Tech Mining Engineering, MCC; Pr Cert Eng 2008 900 44), both of whom are employed by subsidiary company of Optimum Coal
(Pty) Ltd. The reserves and resources estimates have been prepared in accordance with SAMREC. Both are Competent Persons as defined by
SAMREC and each have sufficient experience (22 and 30 years respectively) which is relevant to the style of mineralisation and type of deposit
under consideration and to the activity which they are undertaking.
Competent Persons (all other mines): the mineral reserve and resource estimates set out above were compiled and approved by Victor Nkam-
bule (MSc Geology; Pr Sc Nat 400110/91) with support from Theunis van der Linde (B Tech Mining Engineering; MCC) and Hlayiseka Chauke
(B Tech Mining Engineering; MCC), all of whom are employed by Optimum Coal (Pty) Ltd. The reserve and resource estimates have been pre-
pared in accordance with the SAMREC Code. All are Competent Persons as defined by SAMREC and each have sufficient experience (33, eight
and twelve years respectively) which is relevant to the style of mineralisation and type of deposit under consideration and to the activity which
they are undertaking.

Kazzinc, Kazakhstan
Corporate
Governance
3 | Corporate Governance
3.1 | Chairmans introduction 82

3.2 | Officers 83
3.3 | Corporate governance report 86
3.4 | Directors remuneration report 93
3.5 | Directors report 101
3.1 | Chairmans introduction
Welcome to our second Corporate Governance report.
In preparing this report we have been mindful of the conflicting challenges of governance reporting the
objective on the one hand of keeping the report concise and the aim on the other of providing a full and
complete report.
Throughout 2012 the Company believes that it has been fully compliant with the UK Corporate Governance
Code (as published in June 2010) (the Code) except in respect of board evaluation as stated below.
We have sought to report on our governance in a user friendly and direct a manner as possible, giving a
clear summary of the considered leadership which the Board and its Committees provides to the Group.
We would welcome feedback on this report.
Simon Murray
Chairman

3.2 | Officers
Board of directors
All of the Directors were appointed in March or April 2011, shortly before the Companys IPO.
SIMON MURRAY4
Chairman (age72)
Appointed to the Board as Non-Executive Chairman in April 2011. He is the founder and current chairman
of GEMS Limited, a private equity investment group operating across Asia. Previously, Mr Murray led Jar-
dine Mathesons engineering and trading operations from 1966 to 1980, after which he set up Davenham
Investments, a project advisory company. From 1984 until 1993, Mr Murray was group managing director of
Hutchison Whampoa, leading its entry into the mobile telecommunication business, developing its energy
business and expanding its container and port operations. Mr Murray served as a member of the Hutchison
Whampoa Board until May 2007. From 1994 to 1997, Mr Murray was the executive chairman of Deutsche Bank
group for the Asia Pacific region.
Mr Murray is currently a member of the Board of Directors of a number of public companies including IRC,
Essar Energy, Orient Overseas, Wing Tai Properties, Greenheart and Compagnie Financiere Richemont.
Mr Murray was a non-executive director of Vodafone between July 2007 and July 2010. In 1993, Mr Murray was
appointed a CBE in honour of his contribution to the Hong Kong community. Mr Murray has also been award-
ed the Order of Merit of the French Republic and is a Chevalier de la Legion dhonneur. He holds an honorary
B.A. degree in law from Bath University and has attended the Stanford Executive Programme (SEP) in the U.S.
IVAN GLASENBERG2, 4
Chief Executive Officer (age56)
Ivan Glasenberg joined Glencore in April 1984 and has been Chief Executive Officer since January 2002.
Mr Glasenberg initially spent three years working in the coal/coke commodity department in South Africa
as a marketer, before spending two years in Australia as head of the Asian coal/coke commodity division.
Between 1988 and 1989, he was based in Hong Kong as head of Glencores Hong Kong and Beijing offices, as
well as head of coal marketing in Asia, where his responsibilities included overseeing the Asian coal market-
ing business of Glencore and managing the administrative functions of the Hong Kong and Beijing offices.
In January 1990, he was made responsible for the worldwide coal business of Glencore for both marketing
and industrial assets, and remained in this role until he became Chief Executive Officer in January 2002.
Mr Glasenberg is a Chartered Accountant of South Africa and holds a Bachelor of Accountancy from the
University of Witwatersrand. Mr Glasenberg also holds an M.B.A. from the University of Southern California.
He is currently a director of Xstrata plc, United Company Rusal plc and JSC Zarubezhneft. Before joining
Glencore, Mr Glasenberg worked for five years at Levitt Kirson Chartered Accountants in South Africa.
STEVEN KALMIN
Chief Financial Officer (age42)
Steven Kalmin joined Glencore in September 1999 as general manager of finance and treasury functions at
Glencores coal industrial unit (now part of Xstrata). Mr Kalmin moved to Glencores Baar head office in October
2003 to oversee Glencores accounting and reporting functions, becoming Chief Financial Officer in June 2005.
Mr Kalmin holds a Bachelor of Business (with distinction) from the University of Technology, Sydney and is
a member of the Institute of Chartered Accountants of Australia and the Financial Services Institute of Aus-
tralasia. He is currently a director of Century Aluminum Co. Before joining Glencore, Mr Kalmin worked for
nine years at Horwath Chartered Accountants in Sydney, leaving the firm as a director.

ANTHONY HAYWARD2, 3, 4*
Senior Independent Director (age55)
He is CEO of Genel Energy plc, a partner and member of the European advisory Board of AEA Capital and
a Member of the Advisory Board of Numis Corporation plc. He was group chief executive of BP plc from
2007 to 2010, having joined BP in 1982 as a rig geologist in the North Sea. Following a series of technical
and commercial roles in Europe, Asia and South America, he returned to London in 1997 as a member of
the upstream executive committee. He became group treasurer in 2000, chief executive for BP upstream
activities and member of the main Board of BP in 2003. Dr. Hayward studied geology at Aston University in
Birmingham and completed a PhD at Edinburgh University. He is also a fellow of the Royal Society of Edin-
burgh and holds honorary doctorates from the University of Edinburgh, Aston University and the University
of Birmingham.
LI NiNG4
Non-Executive Director (age56)
Li Ning has been an executive director of Henderson Land Development Company Limited since 1992. He
was also an executive director of Henderson Investment Company Limited from 1990 to 2010. He has also
been an executive director of Hong Kong (Ferry) Holdings Company Limited since 1989. Prior to joining the
Henderson group, he began his career in the banking industry with Chekiang First Bank Limited.
Mr Li holds a B.Sc. degree from Babson College. Mr Li also graduated in 1983 from the University of South-
ern California with an M.B.A. degree.
Peter Coates1, 2*
Currently a non-executive director and chairman of Santos Ltd., and a non-executive director of Amalga-
mated Holdings. Until April 2011, he was a non-executive director and chairman of Minara Resources Ltd, a
position he had held since May 2008. Mr Coates has occupied many senior positions in a diverse range of
resource companies, including those mining silver, lead, zinc, nickel, iron ore, bauxite and coal. Mr Coates
was previously the chief executive of Xstratas coal business, having joined the company in 2002 when
Glencore sold its Australian and South African coal assets to Xstrata. Mr Coates is a past chairman of the
Minerals Council of Australia, the NSW Minerals Council and the Australian Coal Association.
He was appointed to the Office of the Order of Australia in June 2009 and awarded the Australasian Institute
of Mining and Metallurgy Medal for 2010. He holds a Bachelor of Science degree in Mining Engineering from
the University of New South Wales.

Leonhard Fischer1*, 3
Leonhard Fischer was appointed chief executive officer of RHJ International S.A. in January 2009, having
been co-chief executive officer from May 2007. He has been a member of the board of directors of RHJ
International S.A. since 18September, 2007. He is also chief executive officer of Kleinwort Benson Group
and chairman of the board of directors at Kleinwort Benson Bank Ltd. He is also a member of the board of
directors at Julius Baer Gruppe AG (formerly Julius Br Holding AG).
Mr Fischer was chief executive officer of Winterthur Group from 2003 to 2006 and a member of the execu-
tive board of Credit Suisse Group from 2003 to March 2007. He joined Credit Suisse Group from Allianz AG,
where he had been a member of the management board and head of the Corporates and Markets Division.
Prior to this, he had been a member of the executive boards of Dresdner Bank AG in Frankfurt.
Mr Fischer holds an M.A. in Finance from the University of Georgia.
William Macaulay1, 3*
Non-Executive Director (age 67)
He is the chairman and chief executive officer of First Reserve Corporation, a private equity investment firm
focused on the energy industry, and has been with the company since its founding in 1983. Prior to joining
First Reserve he was a co-founder of Meridien Capital Company, a private equity buyout firm. From 1972 to
1982, he was with Oppenheimer & Co., where he served as director of corporate finance with direct respon-
sibility for the firms buyout business. He also served as president of Oppenheimer Energy Corporation.
Mr Macaulay is chairman of the Board of Dresser-Rand and is a director of Weatherford International. He

also serves on numerous private energy company Boards. In addition, he is chairman of the advisory Board
of the City University of New York.
Mr Macaulay holds a B.B.A. degree (with honours) in Economics from City College of New York, and an
M.B.A. from the Wharton School of the University of Pennsylvania. He has also received an Honorary Doctor
of Humane Letters degree from Baruch College.
Committee membership for 2012 is designated as follows:

1
Audit
2
Health, Safety, Environment and Communities (HSEC)
3
Remuneration
4
Nomination
* denotes Committee chair
Company Secretary
JOHN BURTON
Company Secretary (age 48)
John Burton was appointed Company Secretary in September 2011. He was formerly Company Secretary
and General Counsel of Informa plc and before that a partner at CMS Cameron McKenna in London special-
ising in corporate law. Mr Burton holds a B.A. degree in Law from Durham University. He was admitted as a
Solicitor in England and Wales in 1990.

3.3 | Corporate governance report
Board governance the functioning of our Audit Committee and our going concern
statement.
Overview
The Board believes that the Company has throughout the year Details of the Companys significant shareholders, voting rights,
complied with all relevant provisions contained in the Code Directors powers and rules concerning the appointment and
except with regard to the implementation of an evaluation replacement of Directors and amendments to the articles of as-
process as described below. The governance section sets out sociation are either contained in this section 3.3 or section 3.4.
how Glencore has applied the main principles of the Code in Glencores Board comprises six Non-Executive Directors (in-
a manner which enables shareholders to evaluate how these cluding the Chairman) and two Executive Directors. A list of the
principles have been applied. Directors, with brief biographical details, is provided in section
3.2. For the Chairman, those details include his other significant
The disclosures in this report relate to our responsibilities for commitments.
preparing the annual report (including compliance with the
Code to the extent required), our report on the effectiveness
of the Groups risk management and internal control systems,
Board of Directors
Risk management
Independent Non-Executive Chairman
Executive Directors Independent Non-Executive Directors Internal audit

CEO CFO Audit Remuneration Nomination HSEC
Committee Committee Committee Committee Corporate finance
Legal & compliance
Sustainability
Business segment heads

Treasury, accounting
& tax
Metals and minerals Energy products Agricultural products
IT
Zinc/copper/lead Oil Grains
Alumina/aluminium Coal/coke Oils/oilseeds
Ferroalloys/nickel/cobalt/iron ore Cotton/sugar Human resources
NB: All board committees are chaired by Independent Non-Executive Directors
Chairman and Chief Executive Officer structive challenge to the Executive Directors. All of them are
Glencore has established a clear division between the respec- regarded by the Company as independent Non-Executive Di-
tive responsibilities of the Non-Executive Chairman of the rectors within the meaning of independent as defined in the
Board, and the Chief Executive Officer, which are set out in Code and free from any business or other relationship which
a schedule of responsibilities that has been approved by the could materially interfere with the exercise of their independent
Board. While the Non-Executive Chairman is responsible for judgment. This view has been taken having regard to all facts
leading the Boards discussions and decision-making, the Chief including the following:
Executive Officer is responsible for leading Glencores operat-
ing performance and day-to-day management. This, coupled William Macaulay is chairman and chief executive of First Re-
with the schedule of reserved matters described below, en- serve Corporation (First Reserve). First Reserve was, on Mr Ma-
sures that no individual has unfettered powers of decision. caulays appointment to the Board, the holder of a tranche of
$ 2.3 billion Convertible Bonds due 2014 issued by Glencore
Non-Executive Directors Finance (Europe) S.A. (First Reserve subsequently sold these
The Companys Non-Executive Directors provide a broad range bonds and now holds shares, or economic interests in respect
of skills and experience to the Board which assists in their roles of shares, totalling 160,909,810 in number, as further detailed in
in formulating the Companys strategy and in providing con- section 3.5).

Peter Coates was until April 2011 the independent non-execu- Board Meetings
tive chairman of Minara Resources Ltd., while that company was The Board has approved a formal schedule which sets out those
70.6% owned by Glencore, and was until August 2009 a non-ex- matters which are reserved for its decision making alone such
ecutive chairman of Xstrata Australia and a former chief execu- as strategy, the annual budget and material acquisitions and
tive of Xstrata Coal, part of Xstrata plc, a listed entity in which disposals.
Glencore then held a 34.5% interest. Mr Coates joined Xstrata
in 2002 with Glencores coal assets in Australia and South Africa The Board held 5 scheduled meetings during the year togeth-
when they were sold to Xstrata, simultaneous with its primary er with numerous additional meetings as required. All of the
listing and capital raising in London. Boards scheduled meetings were held at the Companys head-
quarters in Baar, Switzerland.
Board Committees
There are in place the following Committees to assist the Board The Board and its Committees have standing agenda items to
in exercising its functions: Audit, Nomination, Remuneration cover their proposed business at their scheduled meetings. The
and Health, Safety, Environmental and Communities (HSEC). A Chairman seeks to ensure that the very significant work of the
report from each Committee is set out in section 3.3. Committees feeds into, and benefits as to feedback from, the
full Board. Most Board meetings also benefit from a presenta-
Each Committee reports to, and has its terms of reference tion by the head of a division and some technical and investor
approved by, the Board and the minutes of the Committee relations updates.
meetings are reviewed by the Board. These terms of reference
are available at www.glencore.com/corporate-governance.php. The Chairman holds meetings with the Non-Executive Direc-
tors without the Executive Directors present, and at least once a
year the Senior Non-Executive Director chairs a meeting of the
Non-Executive Directors without the Chairman present.
Attendance during the year for all scheduled Board and Board Committee meetings is given in the table below:
Board Audit Nomination Remuneration HSEC

of 5 of 4 of 1 of 3 of 5
Simon Murray 5 1
Ivan Glasenberg 5 1 5
Steven Kalmin 5
Peter Coates 5 4 5
Leonhard Fischer 4 4 3
Anthony Hayward 5 1 3 5
William Macaulay 5 4 3
Li Ning 5 1
In addition, two unscheduled meetings of the Audit Committee took place and numerous unscheduled meetings of the Board took place,
mainly concerning the Xstrata Merger.
Appointment and re-election of Directors any subsidiary undertaking of the Company in which any Direc-
The work of the Nomination Committee in respect of the ap- tor was materially interested subsisted during or at the end of
pointment and reappointment of Directors is contained in the the financial year.
Committees report below.
Information and professional development
As previously announced, changes to the composition of the It is considered of great importance that the Non-Executive
Board and its Committes are due to take place upon comple- Directors (1) attain a good knowledge of the Company and
tion of the Merger with Xstrata. Specific details will be set out in its business and (2) allocate sufficient time to Glencore to dis-
the Notice of the 2013 Annual General Meeting (AGM). All con- charge those responsibilities effectively. New Directors receive
tinuing members of the Board as described above (including a full, formal and tailored induction on joining the Board, in-
the Xstrata appointees) will be offering themselves for election cluding meetings with senior management and advisers and
or re-election at the 2013 AGM. visits to the Groups operational locations. The Board calendar
is planned to ensure that Directors are briefed on a wide range
All of the Directors have service agreements or letters of of topics. Directors are also given the opportunity to visit the
appointment and the details of their terms are set out in the Groups industrial assets and discuss aspects of the business
Remuneration Report. No other contract with the Company or with employees, and regularly meet the heads of the Groups

main departments. As well as internal briefings, Directors at- ACCOUNTABILITY AND AUDIT
tend appropriate external seminars and briefings.
Financial reporting
All Directors have access to the advice and services of the Com- The Group has in place a comprehensive financial review cycle,
pany Secretary, who is responsible to the Board for ensuring which includes a detailed annual budgeting process where busi-
the Board procedures are complied with, and have access to ness units prepare budgets for approval by the Board. The Group
independent and professional advice at the Companys ex- uses a large number of performance indicators to measure both
pense, where they judge this to be necessary to discharge their operational and financial activity in the business. Depending on
responsibilities as Directors. the measure these are reported and reviewed on a daily, weekly
or monthly basis. In addition, management in the business re-
Board performance evaluation ceive weekly and monthly reports of indicators which are the
We have reviewed the interests declared by the Directors which basis of regular operational meetings, where corrective action
could conflict with those of the Company, and we are satisfied is taken if necessary. At a Group level a well-developed man-
that the Boards powers to authorise potential conflicts is operat- agement accounts pack, including income statement, balance
ing effectively. sheet, cash flow statement as well as key ratios is prepared and
reviewed monthly by management. As part of the monthly re-
Given that a majority of new Directors has been proposed to be porting process a forecast of the current year numbers is carried
appointed as part of the Xstrata Merger, the Board concluded out. To ensure consistency of reporting, the Group has a global
that a full evaluation process should not be carried out in respect consolidation system as well as a common accounting policies
of 2012. and procedures manual. Management monitors the publication
of new reporting standards and work closely with their external
Remuneration auditors in evaluating the impact of these standards.
Remuneration is covered in the Remuneration report in section
3.4 which includes a description of the work of the Remunera- Risk management and internal control
tion Committee. The Board has applied Principle C.2 of the Code by establishing
a continuous process for identifying, evaluating and managing
the risks that are considered significant by the Group in accord-
ance with the revised Turnbull Guidance on Internal Control
published by the Financial Reporting Council. This process has
been in place for the period under review and up to the date
of approval of the Annual Report and Accounts. The process
is designed to manage rather than eliminate risk, and can only
provide reasonable and not absolute assurance against mate-
rial misstatement or loss. The Directors confirm that they have
reviewed the effectiveness of the risk management and internal
control systems. This review excludes associates of the Group
as Glencore does not have the ability to dictate or modify the
internal controls of these entities. This report describes how
the effectiveness of the Groups structure of internal controls
including financial, operational and compliance controls and
risk management systems is reviewed.
1) Approach to risk management

Effective risk management is crucial in helping the Group to
achieve its objectives of preserving its overall financial strength
for the benefit of all shareholders and other stakeholders and
safeguarding its ability to continue as a going concern while
generating sustainable long term profitability. Spanning the or-
ganisational structure, Glencores disciplined approach to risk
management and control originates with strategic responsibil-
ity in the hands of the Board, which also retains operational au-
thority on matters exceeding agreed thresholds of materiality.
The Board retains final authority for assessing and approving
the Groups overall risk appetite and sets overall limits which
are subject for review annually. Through delegation to the Audit
Committee for oversight and to senior management for day-to-
day operational issues, an effective risk management govern-
ance apparatus has been established for the Group.

The Audit Committee retains responsibility for reviewing the physical marketing exposures and related derivative positions.
overall effectiveness of Glencores risk management approach VaR estimates the potential loss in value of open positions that
and systems. could occur as a result of adverse market movements over a
defined time horizon, given a specific level of confidence. The
As a primary oversight and control, the CEO engages in a regu- methodology is a statistically defined, probability based ap-
lar and ongoing interrogatory exchange with the management proach that takes into account market volatilities, as well as risk
team. He is supported in this challenge process by the Groups diversification benefits by recognising offsetting positions and
organisational structure with its concentration of major decision correlations between commodities and markets. In this way,
making, as well as by the alignment of the economic interest of risks can be compared across all markets and commodities and
key senior staff with the medium term performance of the com- risk exposures can be aggregated to derive a single risk value.
pany through shareholdings. The significant dilution of these
shareholdings upon completion of the likely merger with Xstrata, The Board has maintained a one day, 95% VaR limit of $100mil-
implying a meaningful reduction in the proportionality of the lion which is typically subject to review and approval on an an-
existing senior managements alignment (although no change nual basis, and will be reviewed again following the proposed
to the dollar size of stakes) and the addition of new senior fig- Xstrata Merger. The purpose of this Group limit is to assist
ures from outside the existing shareholder model, look set to, senior management in controlling the Groups overall risk pro-
over time, render the existing operational governance structure file. During 2012 Glencores average VaR was approximately
of the combined Group more generically that of a PLC. The $40million, a similar amount to 2011.
CRO, the Group Risk Management Team and the multi-sourced
reporting available to them, help to equip the CEO and senior Glencores VaR computation covers the key base metals, coal,
management with appropriate analysis in order to allow them to oil/natural gas and the main risks in the Agricultural products
conduct appropriate risk management of the group. department (grain, oil seeds, sugar and cotton). It assesses
open priced positions and those which are subject to price risk,
The CRO and Group Risk Management Team act as facilitators but due to a lack of liquid terminal market, Glencore does not
of the control process with elements of consolidated reporting extend its VaR calculation to a number of business lines where
including counterparty credit exposure, the co-ordination of price transparency is less dependable. Glencore reports VaR
Group and departmental Value at Risk (VaR), stress and sce- across the Group and also by commodity department, as well
nario testing amongst others. The departments and Group risk as at a variety of more detailed levels.
team are engaged in an ongoing dialogue concerning general
aspects of risk management policy and the central team pro- VaR does not purport to represent actual gains or losses in
vide oversight and input on those aspects of risk management fair value on earnings to be incurred by Glencore, nor does
and risk mitigation that remain the functional responsibility of Glencore claim that these VaR results are indicative of future
the Groups individual departments. The internal audit, compli- market movements or representative of any actual impact on
ance and business ethics committees also play key roles in man- its future results. VaR should always be viewed in the context of
aging Group operational risk and verifying process controls. its limitations; notably, the use of historical data as a proxy for
estimating future events, market illiquidity risks and risks asso-
Glencore recognises the need for continuous focus on this key ciated with longer time horizons as well as tail risks. The Group
area in the context of both the evolution of its business risks, and recognises these limitations and so complements and refines
the unpredictable and volatile global economic environment. its risk analysis through the use of stress and scenario analysis.
The Group continues to maintain and expand the resources and Glencore regularly backtests its VaR to establish adequacy of
information systems used in its centralised risk management, accuracy and to facilitate analysis of breaks.
whilst also adopting and following policies which are intended
to mitigate and manage market price and credit risks. Whilst it is Glencores policy to actively make use of hedging
strategies to manage unwanted commodity price risk associ-
2) Risk assessment and control tools ated with its marketing businesses, there remains the possibility
Glencores finance and risk professionals, working in coordina- that the hedging instruments chosen may not always provide
tion with the Groups departments, monitor and report regularly effective mitigation of the underlying price risk. The hedging
to management on the financial risks and exposures Glencore is instruments available to the marketing businesses may differ
facing. The Group monitors its commodity price risk exposure in specific characteristics to the risk exposure to the hedged,
by using a VaR computation assessing open commodity posi- resulting in an ongoing and unavoidable basis risk exposure.
tions which are subject to price risk. The credit quality of its coun- Residual basis risk exposures represent a key focus point for
terparties is actively and continuously monitored by the Group Glencores commodity department teams who actively engage
through internal reviews and a credit scoring process which in the management of such.
includes, where available, public credit ratings. The Group makes
active and widespread use of credit enhancement through the Internal and External Audit
use of products such as letters of credit and credit insurance Glencore has a dedicated Internal Audit function reporting
to help manage and mitigate credit risk exposures. directly to the Audit Committee. The role of Internal Audit is
to evaluate and improve the effectiveness of risk management,
VaR is a risk measurement technique which Glencore uses to control, and governance processes.
monitor and limit its primary market exposure related to its

Internal Audit reviews areas of potential risk within the business The Companys next AGM is due to be held in Zug on 16 May
and suggests control solutions to mitigate exposures iden 2013. Full details of the meeting are set out in the letter from the
tified. The Audit Committee is regularly informed on audits Chairman and Notice of Meeting. Shareholders unable to attend
performed and relevant findings, as well as the progress on are encouraged to vote using the proxy card mailed to them or
implementing the actions agreed with management. electronically as detailed in the Notice of Meeting. All documents
relating to the AGM are available on the Companys website at:
During each financial year the Audit Committee reviews the www.glencore.com.
external and internal audit work programmes and considers
reports from internal and external auditors on the system of
internal control and any material control weaknesses. It also
receives responses from management regarding the actions
taken on issues identified in audit reports.
The Groups policy on non-audit services provided by the

external auditors is designed to ensure the external auditors
independence and objectivity is safeguarded. A specified wide
range of services may not be provided as they have the poten-
tial to impair the external auditors independence (Excluded
Services). The Audit Committees approval is required for (1)
any Excluded Service (2) and other engagement where either
(i) the fee is contingent, (ii) the fee may exceed $ 500,000, or
(iii) where the fees for all non-audit work may exceed $ 15 mil-
lion. The external auditors are requested to provide certain
non-audit services when it is concluded that they are the most
appropriate supplier due to efficiency and status as a lead-
ing firm for the specific services being requested. For 2012 the
total non-audit fees paid to the auditors were $ 15 million,
$ 4million of which related to the auditors role as Reporting Ac-
countant in connection with the pending Xstrata merger; further
details are contained in note27 to the financial statements.
Relationships with shareholders

The Board aims to present a balanced and clear view of the Group
in communications with shareholders and believes that being
transparent in describing how we see the market and the pros-
pects for the business is extremely important.
We communicate with shareholders in a number of different ways.

The formal reporting of our full and half year results and interim
management statements are a combination of presentations,
group calls and one on one meetings. The full and half year re-
porting is then followed by investor meetings in a variety of loca-
tions where we have institutional shareholders. We also regularly
meet with existing and prospective shareholders to update or to
introduce them to the Company and periodically arrange visits
to the business to give analysts and major shareholders a better
understanding of how we manage our operations. These visits and
meetings are principally undertaken by the CEO, CFO and Head
of Investor Relations. In addition, many major shareholders have
meetings with the Chairman and appropriate senior personnel of
the Group including other Non-Executive Directors, the Company
Secretary and Head of Sustainability.
The Board receives regular updates on the views of shareholders

through a briefing, which is a standing agenda item for all Board
meetings, from the Companys Head of Investor Relations, which
is supplemented by input from the Chairman, CEO and CFO. In
addition, the Senior Independent Director is available to meet
shareholders if they wish to raise issues separately from the
arrangements as described above.

AUDIT COMMITTEE REPORT Main Activities

During the year, the Committees principal work included the
Chairman following:
Leonhard Fischer reviewed the Companys policy for the provision of non-audit
services by the external auditors;
Other members reviewed material engagements with the auditors in respect of
Peter Coates non-audit services;
William Macaulay reviewed the policies detecting, reporting and preventing
fraud and serious breaches of business conduct and whistle-
All members of the Committee served throughout the year. blowing procedures;
Each is considered to be an independent Non-Executive reviewed the Internal Audit Departments annual audit plan
Director and deemed to be financially literate by virtue of their and the performance assessment of the Internal Audit function;
business experience. Each of Leonhard Fischer and William Ma- evaluated the effectivness of the external auditors;
caulay is considered by the Board to have recent and relevant fi- reviewed and agreed the global audit plan, scope and fees of
nancial experience and has competence in accounting. The Com- the audit work to be undertaken by the external auditors;
mittee met five times (two meetings being unscheduled) during considered the output from the Group-wide process used to
the year and all the Committee members attended all of the identify, evaluate and mitigate risks;
scheduled meetings. John Burton is Secretary to the Committee. monitored and reviewed the effectiveness of Glencores inter-
nal controls;
Role and responsibilities reviewed and discussed the full year (audited), and half-year
The primary function of the Audit Committee is to assist the (unaudited), financial statements with management and the
Board in fulfilling its responsibilities with regard to financial external auditors;
reporting, external and internal audit, risk management and discussed various material accounting issues with manage-
controls. This includes: ment and the external auditors, particularly those involving
monitoring and reviewing the Groups financial and account- key judgements and estimates primarily in relation to business
ing policies and practices; combinations, fair value measurements, taxation and impair-
monitoring the integrity of the annual and half yearly finan- ment considerations; and
cial statements and any formal announcements relating to the reviewed and agreed the preparation and scope of the year-
Groups financial performance and reviewing significant finan- end reporting process.
cial reporting judgments relating to them;
considering the reappointment of the external auditors; Reappointment of external Auditor
considering the scope of the annual external audit and the The Committee has recommended to the Board that a pro-
work undertaken by external auditors; posal be put to shareholders at the 2013 AGM for the reap-
reviewing and monitoring the independence of the external pointment of Deloitte LLP as external auditor. There are no
auditor and the provision of additional services by it; contractual restrictions on the Companys choice of external
monitoring matters that influence or could distort the presen- auditor, and in making our recommendation we took into ac-
tation of accounts and key figures; count, amongst other matters, the objectivity and indepen
reviewing Glencores internal financial, operational and com- dence of Deloitte LLP and their continuing effectiveness and
pliance controls and internal controls and risk management cost.
systems;
monitoring and reviewing the effectiveness of Glencores in-
ternal audit function; Leonhard Fischer
overseeing the Groups procedures for detecting fraud and Chairman of the Audit Committee
handling allegations from whistleblowers; and 22 March 2013
making recommendations to the Board for a resolution to be
put to the shareholders for their approval on the appointment
of the external auditors and to authorise the Board to fix the
remuneration and terms of engagement of the external audi-
tors.
Governance processes
The Audit Committee usually invites the CEO, CFO, Group
Financial Controller, Head of Risk and Head of Internal Audit
and the lead partner from the external auditors to attend each
meeting. Other members of management may attend as and
when required. The Committee also holds private sessions with
the external auditors and the Head of Internal Audit without
members of management being present. The Committee has
adopted guidelines allowing non-audit services to be contract-
ed with the external auditors on the basis as set out above.

NOMINATION COMMITTEE HEALTH, SAFETY, ENVIRONMENT & COMMUNITIES
(HSEC) COMMITTEE
Chairman
Anthony Hayward Chairman
Peter Coates
Other members
Simon Murray Other members
Ivan Glasenberg Ivan Glasenberg
Li Ning Anthony Hayward
Michael Fahrbach
As part of the deliberations concerning the Xstrata Merger, the
Board agreed with the Xstrata Board the composition of the The Committee met five times during the year and each Com-
enlarged Board upon the Merger taking effect. Accordingly, mittee member attended all of the meetings. Every meeting
there were no meetings of the Committee during 2012 other had a substantial agenda, reflecting the Committees objective
than to consider the composition of the Board prior to the 2012 of providing leadership for the Group to achieve higher HSEC
AGM. It was agreed that the Board operated in a satisfactory standards over time.
manner and the Board agreed with the Committees view
that all current serving Directors be recommended to share- Role and responsibilities
holders for re-election at that following meeting, subject to The main responsibilities of the Committee are, in respect of
the changes contemplated in connection with the proposed the Group, to:
Xstrata Merger. Evaluate the effectiveness of policies and systems for identi-
fying and managing environmental, health, safety and com-
munity risks;
Anthony Hayward A ssess the policies and systems for ensuring compliance with
Chairman of the Nomination Committee environmental, health and safety regulatory requirements;
22 March 2013 A ssess performance with regard to the impact of HSEC relat-
ed decisions and actions upon employees, communities and
other third parties;
Receive reports concerning all fatalities and serious accidents
and actions taken as a result of such incidents;
Evaluate and oversee the quality and integrity of any report-
ing to external stakeholders concerning HSEC matters; and
Review the results of any independent reviews of performance
in regard to HSEC matters and strategies and action plans
developed by management in response to issues raised.
Main Activities
During the year, the Committee
Reviewed the current corporate practice framework for the
Group, approved ongoing changes and reviewed their imple-
mentation and practice;
Reviewed and oversaw the Groups sustainability report for
2011;
Undertook site visits;
Set a clear objective to reduce fatalities. For this purpose it
received a report on, reviewed and made recommendations
in respect of, each fatality;
Received and considered baseline assessments of the Groups
health, safety and environmental standards for the Groups main
zinc/copper assets in South America, Africa and Kazakhstan;
and
Considered a variety of other material HSEC issues such as
resettlement programmes, incident reporting and emergency
response preparedness.
Peter Coates
Chairman of the Health, Safety, Environmental and Communi-
ties Committee
22 March 2013

3.4 | Directors remuneration report

REMUNERATION COMMITTEE OUR PHILOSOPHY ON REMUNERATION
Chairman We have the same philosophy as any other Remuneration Com-

William Macaulay mittee, namely to set the Companys remuneration policies
and practices so that they facilitate the attraction, retention and
Other members motivation of the Executive Directors and other senior executives
Anthony Hayward of appropriately high calibre to implement the Groups strat-
Leonhard Fischer egy while aligning the interests of the Executive Directors and
executives with those of shareholders generally. This policy
Secretary has consistently underpinned our entire approach to executive
John Burton remuneration at Glencore.
One exceptional aspect of our Executive Directors remunera-

LETTER FROM THE CHAIRMAN tion is that, with their agreement and reflecting their status as
OF THE REMUNERATION COMMITTEE major shareholders, the Executive Directors do not currently
participate in our long term incentive arrangements, while the
Dear Shareholder CEO has also agreed not to participate in our bonus arrange-
ments. As a result, we are currently able to set overall remunera-
On behalf of the Remuneration Committee, I am providing an tion for our Executive Directors at significantly lower levels than
introduction to our Directors Remuneration Report for the year in comparable companies and for comparable performance.
ending 31 December 2012. As with last year, we have sought The Committee believes that the Executive Directors significant
to make this report as short, simple and straightforward as personal shareholdings create sufficient alignment of interest
possible. with shareholders in the absence of participation in a long term
incentive arrangement.
I would like to highlight the following:
We received strong shareholder support for our remuneration Since 2012 there have been no changes to the structure of the
arrangements for 2011, reflected in a 99% vote in favour of the Executive Directors remuneration or any increase in base salary.
2011 Directors Remuneration Report at the 2012 AGM. Similarly, there have been no changes to the fees payable to the
There was no change to the structure of executive remunera- Chairman and the other Non-Executive Directors.
tion for 2012 and no change to base salaries. In addition, in
2012 the CEO again waived entitlement to both bonus and
long term incentive awards (LTIs). The CFO also waived any GOVERNANCE
entitlement to any LTIs.
In recognition of his performance against a number of criteria This Remuneration Report has been prepared on behalf of the
in 2012 the Committee determined that the CFO should be Board by the Remuneration Committee. The Committee adopts
awarded a bonus of 200% of salary, half of which will be de- the principles of good governance as set out in the UK Cor-
ferred into shares for three years. porate Governance Code and complies with the Listing Rules
There was also no increase during 2012 in the fees paid to the of the Financial Services Authority and the relevant schedules
Chairman and the other Non-Executive Directors over their of the UK Companies Act 2006 and the UK Directors Remu-
fees paid for 2011. neration Report Regulations in Schedule 8 to the Large and
We have prepared this 2012 Directors Remuneration Report Medium-sized Companies and Groups (Accounts and Reports)
taking into account the UK Governments proposals on exec- Regulations 2008. These regulations require the Companys
utive remuneration disclosure. Given, however, that the final auditors to report on the Audited Information in the report and
regulations were not published at the time that this report was to state that this section has been properly prepared in accord-
compiled, it was not considered feasible to reflect all of the ance with these regulations. As such, the report is divided into
UK Governments current proposals. audited and unaudited information.
A resolution to approve this report will be put to shareholders at Membership and experience of the Remuneration Committee
the Companys 2013 AGM We believe that the members of the Committee provide a use-
ful balance of abilities, experience and perspectives to provide
William Macaulay the critical analysis required in carrying out the Committees
Chairman of Remuneration Committee function. In particular:
William Macaulay has had a long tenure in private equity
which has involved exposure to compensation issues many
times and in a variety of situations;
Leonhard Fischer is a career banker who similarly has had con-
siderable exposure to issues of pay and incentives; and

Tony Hayward has for many years been a senior employee and Companys retained auditor and also provided other services to
executive in the resources industry, most notably as CEO of the Company. The Committee considers Deloitte to be inde-
BP, and therefore brings considerable experience as a senior pendent. The Remuneration Committee advisers terms of refer-
executive to the Committees deliberations. ence are in accordance with APB Ethical Standard 5 and restrict
the provision of certain services in order to maintain auditor in-
All members of the Remuneration Committee are considered dependence. The scope and value of services to the Company
to be independent. is kept under review. Advice is provided with use of established
methodologies and the advisers are not involved in the decision
Role of the Remuneration Committee making process. Advisory partners and staff have no involvement
The terms of reference of the Committee set out its role. They in audit, and are not involved in the preparation of audited infor-
are available on the Companys website at www.glencore.com/ mation.
corporate-governance.php.
Its principal responsibilities are, on behalf of the Board, to: SHAREHOLDER VOTING
Set the Companys executive remuneration policy (and review
its ongoing relevance and appropriateness); The table below shows the percentage and number of votes for,
Establish the remuneration packages for the Executive Direc- against and abstentions for the 2011 Directors Remuneration
tors including the scope of pension payments; Report at the 2012 AGM:
Determine the remuneration package for the Chairman, in
consultation with the Chief Executive; Votes For Votes Against Votes Abstentions
Have responsibility for overseeing schemes of performance 99.0% 0.2% 0.8%
related remuneration (including share incentive plans) for, and (5,027,476,872) (12,038,368) (41,185,667)
determine awards for, the Executive Directors;
Ensure that the contractual terms on termination for the
Executive Directors are fair and not excessive; and
Monitor senior management remuneration.
The Committee considers corporate performance on HSEC and

governance issues when setting remuneration for the Executive
Directors. The Committee seeks to ensure that the incentive
structure for the Groups senior management does not raise
HSEC or governance risks by inadvertently motivating irrespon-
sible behaviour.
Remuneration Committee activities in 2012

The Committee met three times and considered, amongst
other matters, the following:
The remuneration policy applicable to the Executive Directors;
Senior management remuneration policy, including its level
and structure;
The form and structure of the inaugural grants to employees
under the Companys Deferred Bonus Plan and Performance
Share Plan;
The amount of bonus payable to the CFO in respect of his
performance in 2011; and
Monitoring the CFOs bonus plan for 2012.
Internal advisers to the Remuneration Committee

The Chairman, CEO and CFO are usually invited to attend some
or all of the proceedings of Remuneration Committee meet-
ings. They do not participate in any decisions concerning their
own remuneration. In addition, the Committee received advice
from John Burton, the Company Secretary.
External advisers to the Remuneration Committee

The remuneration consultancy practice of Deloitte LLP remained
the provider of independent advice to the Committee during
2012. Deloitte LLP is a member of the Remuneration Consultants
Group and as such, voluntarily operates the Code of Conduct in
relation to executive remuneration in the UK. Deloitte LLP is the

EXECUTIVE DIRECTORS REMUNERATION
All emoluments to the Directors are paid in UK Pounds Sterling except for pension contributions and insurance benefits provided to
the Executive Directors. As noted in the emoluments table below, these are presented in UK Pounds Sterling. In addition, as the finan-
cial statements are denominated in U.S. Dollars, we have also provided the total remuneration figures for each Director in U.S. Dollars.
Remuneration Framework
The key elements of the current Executive Directors remuneration framework are shown in the table below. Each component is
discussed in more detail on the pages that follow.
Executive Directors
Component Purpose and link to strategy Overview Policy for 2013
Fixed Base salary Provides market competi- Salaries are positioned within a market CEO: 925,0001 ($ 1,470,750)
tive fixed remuneration that competitive range for companies of a CFO: 700,001 ($ 1,113,000)
rewards individual skills, similar size and complexity No changes for 2013
responsibilities and contri- Reviewed annually with the next review
bution due to take place in December 2013
Pension Provides basic retirement Defined contribution scheme for all Swiss Annual contribution of
benefits which reflects local employees 1519% of up to
market practice Contributions are based on age $296,170
Both Executive Directors participate (CHF278,400)
No change for 2013
Other Benefits Provides appropriate insur- Provision of standard company Swiss No change for 2013
ance cover benefits which insurances
contribute to a market
competitive package
Variable Annual bonus Supports delivery of short Award of maximum of 200% of salary The CEO continues not to
term operational, financial Performance criteria described below participate in the plan
& strategic goals The CFO continues to
participate in the plan
Deferred Bonus Incentivises the creation of Applicable to CFO and certain senior No changes for 2013
Plan shareholder value over the employees half of CFO bonus for 2012
longer-term Provides for deferral of annual bonus was deferred into shares
into Glencore shares above an agreed
amount for a period of up to 3 years
Malus clauses apply
Performance Incentivises the creation of Overall plan limit of 500% of salary Both Executive Directors will
Share Plan shareholder value over the Executive Directors do not participate continue not to participate
longer-term in the plan; accordingly, no performance
conditions have yet been established for
Executive Directors
Malus clauses apply
Significant Personal Aligns the interests of execu- No formal shareholding requirements are The CEO has a beneficial
Shareholdings tives and shareholders needed given the size of shareholdings ownership of c.15.5%
The CFO has a beneficial
ownership of c.1%
T hese amounts are set in UK Pounds Sterling and have been converted to U.S. Dollars using the exchange rates stated in the currency table
on page 47.
Non-Executive Directors
Component Purpose and link to strategy Overview Policy for 2013
Fees Reflects time commitment, Non-Executive Directors and the Senior Refer to Audited section
experience and size of the Independent Director receive a base fee. below for details of fees.
Company Additional fees are paid for chairing or
membership to a Board committee
Chairman receives a single inclusive fee
for the role
Non-Executive Directors are not eligible
to participate in the Companys share
incentive or pension scheme and do not
receive any other remuneration or benefits
Reviewed every year with the next review
due to take place in December 2013

The Role of Variable Pay at Glencore Annual bonus
Throughout the organisation, a significant proportion of the re- The maximum bonus opportunity for Executive Directors in
muneration of our senior employees is based on performance 2012 was 200% of base salary and will remain unchanged for
during the year and, through partial deferral, including into 2013. This opportunity is conservatively positioned against
shares, to incentivise the creation of shareholder value over the market practice in UK-listed resources companies of a similar
long term. These principles have served the Company well over size, which the Committee believes is appropriate at the cur-
a number of years and remain firmly in place. rent time.
Our Executive Directors have significant personal sharehold- As described above, the CEO did not participate in the annual
ings. They, and the Committee, believe that this currently pro- bonus arrangements in 2012 while the CFO did. This will remain
vides sufficient alignment between their interests and those the case for 2013.
of shareholders, regarding long term Company performance
and shareholder value. As a result, the CEO does not currently In respect of 2012, the Committee considered the performance
participate in the annual or long term incentive arrangements of the CFO against a number of performance criteria including
and receives just a base salary and pension/benefits which are refinancing of the Groups sizeable borrowings, management of
set at a lower level than for comparable companies. The CFO the Groups credit ratings/capital structure, ongoing input into
participates in the annual bonus plan but does not currently development and improvement of the Groups risk systems and
participate in any long term incentive arrangements. having a pivotal role in the execution of major transactions. On
this basis, the Committee determined that the CFO should be
Although this results in a higher proportion of fixed remunera- awarded a bonus of 1.4m, 200% of salary (the maximum op-
tion (as a percentage of total remuneration) than would be the portunity) for the 2012 financial year. Half of this will be deferred
case in comparable companies the Committee believes this is into shares over a three year period under the Deferred Bonus
appropriate given the current alignment created through the Plan (discussed below).
significant share ownership described above.
The Glencore Deferred Bonus Plan (DBP)
The Committee also notes that it results in a lower level of over- Under the DBP, all or part of a participants bonus is deferred as
all remuneration for the Executive Directors than would be the an award of ordinary shares (Bonus Awards) which vests at the
case in similar companies, which is beneficial to shareholders. end of a specified period subject to continued employment (for
an Executive Director) and forfeiture for malus events. The use
Base Salary of a deferral plan strengthens the link between executive re-
In 2012, the annual base salaries for the Executive Directors ward and long-term shareholder value. The award period of de-
remained unchanged from the prior year at 925,000 and ferral may be up to three years depending on quantum. There
700,000 for the CEO and CFO respectively, which the Com- will be no change in the structure of the plan for 2013.
mittee considers to be within the market competitive range and
appropriate. Half of the CFOs 2012 bonus payment was deferred into shares
which shall vest in three equal tranches on each of the three
When the Committee originally set the remuneration for the anniversaries following grant.
Executive Directors in early 2011, it took into account market
data from listed companies of a similar financial size, and pay Long term incentives
and conditions in the wider Glencore group to ensure that pay As described above, the Executive Directors do not currently
for our most senior employees is consistent with, and aligned participate in any long term incentive arrangements, reflect-
to, the rest of the organisation. ing the significant alignment achieved through large personal
shareholdings.
When reviewed in December 2012 for the following year, it was
decided that the base salaries for the Executive Directors would The Committee will keep this under review to ensure it remains
also remain unchanged for 2013. appropriate. In the event that long term incentive awards are
made to Executive Directors, they would normally be made
under the Glencore Performance Share Plan (described below)
and would include performance targets measured over a pe-
riod of at least three years.

The Glencore Performance Share Plan (PSP) Shareholding

The PSP was adopted on Admission. The table below sets out The Remuneration Committee believes that a significant share-
the key features of the plan, which the Committee believes to holding by Executive Directors aligns their long-term economic
be aligned with UK best practice. interests with those of our shareholders and demonstrates their
commitment to the business.
Key features Details
Given the status of our current Executive Directors as major
Form of award Conditional shares or nil-cost options shareholders (see the Directors share interests table in section
Individual limits 500% of base salary
3.5), the Committee considers formal shareholding require-
ments unnecessary at this time. However, the Committee will
Aggregate limits The Companys share plans include best
practice dilution limits: 10% in ten years under keep this under review and may introduce a shareholding re-
all share plans and 5% in ten years under quirement if it becomes appropriate to do so in the future.
discretionary plans.
Malus clauses Awards can be reduced or extinguished in the Pensions
event that a participants actions or behaviour The Executive Directors participate in the Groups defined
results in a material loss, or detriment, to the contribution pension scheme which is operated for all staff at
Company. its Baar office. Contributions are paid in CHF and represented
Change of control Participants may be required or permitted to amounts equivalent to c.1519% (contributions are age related)
exchange awards for equivalent awards over
of CHF278,400 for each Executive Director.
shares in the acquiring company; and
Alternatively, the Committee has discretion to
determine that awards vest immediately, Other benefits
subject to time and (if applicable) perfor- The Executive Directors benefit from the same insurance ar-
mance proration. rangements provided to all its Swiss employees being salary
Leaver conditions Awards generally lapse except for death, loss (long term sickness) and accident insurance cover.
disability and when the Committee exercises
its discretion otherwise; Total shareholder return relative performance
On death, awards generally vest in full, unless
The graph below shows the Companys performance, measured
the Committee decides otherwise; and
In other circumstances the terms of vesting by total shareholder return, compared with the performance of
will be determined by the Committee. the FTSE Mining Sector index. The Company is a constituent of
this index and it has been chosen as it is the widely recognised
performance comparison for large UK-listed mining companies.
The time line on the graph starts on 24May 2011, the date of
Admission. In drawing up this graph it has been assumed that
all dividends paid have been reinvested, which the Company
believes is a fair method of calculation.
110
100
90
80
70
60
50
5/11 8/11 11/11 2/12 5/12 8/12 11/12
FTSE 350 Mining

Glencore

Executive Directors Contracts
The table below summarises the key features of the Executive Directors service contracts.
Provision Service contract terms
Notice period 12 months notice by either party

Contract date Employment contracts for the CEO and CFO are dated 28April 2011
Expiry date Rolling service contract
Termination payment No special arrangements or entitlements on termination
Change in control In the event of a change of control of the Company, the contracts of the Executive Directors do not provide for any
enhanced payments, nor for any liquidated damages
External appointments
The Executive Directors each held external appointments (being directorships of non-subsidiary companies) during 2012. These
are referred to at the end of their respective biographical summaries in section 3.2. The Executive Directors assign to the Group
any compensation which they receive from such external Board directorships.
AUDITED SECTION
Directors emoluments
The total emoluments, including contributions made in respect of pension plans, for the Directors for the 2012 financial year were:
Pension and Total US$

GBP thousand Base salary/fees Annual bonus other benefits1 2012 Total 2011 Total2 thousand3
Executive Directors
Ivan Glasenberg 925 39 964 964 1533
Steven Kalmin 700 1400 30 2130 14314 3387
1625 1400 69 3094 2395 4920
Non-Executive Directors
Simon Murray 675 675 456 1073
Peter Coates 179 179 128 285
Leonhard Fischer 129 129 92 205
Anthony Hayward 159 159 113 253
William Macaulay 127 127 90 202
Li Ning 91 91 65 145
1360 1360 944 2163
Total 2985 1400 69 4454 3339 7083
T his constitutes the cost to the Company of the provision of the benefits referred to under Pension and Other Benefits above. These costs have
been borne in Swiss Francs and have been converted to UK Pounds Sterling using the exchange rates stated in the currency table on page 47.
2
For the period from incorporation of Glencore International plc to 31 December 2011. The same methodology applies in the next table.
3
T hese amounts are paid in a foreign currency and have been converted to U.S. Dollars using the exchange rates stated in the currency table
on page 47.
4
For the 2011 financial year, Mr Kalmin was awarded the same bonus as 2012, however he chose to waive half the award, which explains the
difference between 2012 and 2011.
Directors contracts
All Directors contracts will be available for inspection on the terms to be specified in the Notice of the 2013 AGM.

Single number for total remuneration

This table presents a single figure of remuneration earned by the Executive Directors in respect of 2012, taking into account the
draft UK government remuneration regulations.
Base salary/ Annual Long term 2012 2011 2012

GBP thousand fees Benefits2 Pension2 bonus3 incentives4 Total Total Total US$5
Executive Directors
Ivan Glasenberg 925 2 36 964 964 1533
Steven Kalmin 700 2 28 1400 2130 1431 3387
Base salary/fees paid during the year.

2
T his constitutes the cost to the Company of the provision of the benefits referred to under Pension and Other Benefits above. These costs have
been borne in Swiss Francs and have been converted to UK Pounds Sterling using the exchange rates stated in the currency table on page 47.
3
Value of annual bonus awarded to the CFO, including any deferral amounts, in respect of 2012. For the 2011 financial year, Mr Kalmin was
awarded the same bonus as 2012, however he chose to waive half the award, which explains the difference between 2012 and 2011. The CEO
did not participate in the annual bonus plan in 2011 on 2012.
4
E xecutive Directors did not participate in the Companys Performance Share Plan or in any other form of LTI.
5
T hese amounts are paid in a foreign currency and have been converted to U.S. Dollars using the exchange rates stated in the currency table
on page 47.
Non-Executive Directors Annual fees for 2012 were paid in accordance with a Non-Exec-
Letters of appointment and re-election all Non-Executive utive Directors role and responsibilities as follows:
Directors have letters of appointment with the Company for
an initial period of three years from their date of appointment, GBP US$
subject to reappointment at each AGM. Each letter is dated 2012 thousand thousand1
28April 2011. The Company may terminate each appointment
by immediate notice and there are no special arrangements or Directors
entitlements on termination. Chairman 675 1073
Senior Independent Director 109 173
Policy for determining Non-Executive Directors (NED) fees Non-Executive Director 79 126
the initial remuneration of the NEDs was determined by the Remuneration Committee
Board prior to the IPO in 2011 within the limits set by the Arti- Chairman 28 44
cles of Association. NEDs are only remunerated through fees. Member 15 24
No increases in fees were made in respect of 2012 and none Audit Committee
have been made for 2013. Further details are provided below.
Chairman 35 56
In particular, they are not eligible to participate in any of the
Member 20 32
Companys share incentive schemes or join any Company pen-
Nomination Committee
sion scheme.
Chairman 23 37
Member 12 19
The Boards policy is to review NED remuneration levels peri-
HSEC Committee
odically to ensure that they remain aligned with those of other
major listed companies. Chairman 80 127
Member 12 19
These amounts are set in UK Pounds Sterling and have been con-
verted to U.S. Dollars using the exchange rates stated in the currency
table on page 47.

DIRECTORS PENSION ENTITLEMENTS
Non-Executive Directors have no entitlement in respect of any

pension arrangements. The Executive Directors have never
been members of defined benefit schemes provided by the
Group and accordingly they have no accrued entitlements un-
der these schemes.
For the Executive Directors, the following contributions have

been made in 2012 to the Groups defined contribution pension
scheme which it operates for its Swiss based employees (which
amounts have been included in the third numeric column in the
table above):
GBP US$
2012 thousand thousand
Ivan Glasenberg 36 51
Steven Kalmin 28 39

T hese payments have been converted from Swiss Francs to UK
Pounds Sterling and US dollars using the exchange rates stated in
the Currency table on page 47.
DIRECTORS SHARE INTERESTS
The Directors who held office at 31 December 2012 have the

beneficial interests in the issued share capital of the Company
shown in the Directors share interests table in section 3.5.
Approval
Approved by the Board of Directors and signed on its behalf by:
William Macaulay
Chairman of the Remuneration Committee
22 March 2013

3.5 | Directors report

Introduction Corporate Governance
This Annual Report is presented by the Directors on the affairs A report on corporate governance and compliance with the UK
of Glencore International plc (the Company) and its subsidiaries Corporate Governance Code is set out in sections 3.1 to 3.4 and
(the Group or Glencore), together with the financial statements forms part of this report by reference.
and auditors report, for the year ended 31December 2012. The
Directors Report including details of the business, the develop- Creditor payment policy and practice
ment of the Group and likely future developments as set out In view of the international nature of the Groups operations
in the Overview and Business review section, which together there is no specific Group-wide policy in respect of payments
forms the management report for the purposes of the UK Finan- to suppliers. Individual operating entities are responsible for
cial Services Authoritys Disclosure and Transparency Rule (DTR) agreeing terms and conditions for their business transactions
4.1.8R. The notice concerning forward looking statements is set and ensuring that suppliers are aware of the terms of payment.
out at the end of the Annual Report. References to the Company It is Group policy that payments are made in accordance with
may also include references to the Group or part of the Group. those terms, provided that all trading terms and conditions
have been met by the supplier.
Corporate structure
Glencore International plc is a public company limited by shares, Glencore International plc is a holding company with no busi-
incorporated in Jersey and domiciled in Baar, Switzerland and its ness activity other than the holding of investments in the Group
shares are listed on the London and Hong Kong Stock Exchanges. and therefore had no trade creditors at 31December 2012.
Principal activities Health, safety, environment & communities (HSEC)

Glencore is one of the worlds leading integrated producers An overview of health, safety and environmental performance and
and marketers of commodities. It has worldwide activities in community participation is provided in section 1.5 Sustainability.
the production, sourcing, processing, refining, transporting,
storage, financing and supply of metals and minerals, energy Exploration and research and development
products and agricultural products. The Group business units carry out exploration and research
and development activities that are necessary to support and
Financial results and dividends expand their operations.
The Groups financial results are set out in the financial state-
ments and in the Financial review section of this annual report. Charitable donations
In addition to our large-scale community programmes, Glencore
The Board recommends a final dividend of $0.1035 per share; makes donations and provides sponsorship to various causes.
including the interim dividend of $0.054 per share which has Guidance on Glencores policy towards charitable contribu-
already been paid, this provides for a total dividend for the 2012 tions is set out in the Glencore Corporate Practice programme.
financial year of $ 0.1575per share. Shareholders will be asked to For the year ended 31December 2012, the Group spent a total
approve the final dividend at the Annual General Meeting due to of $95million (2011: $ 140million), a large part of this difference
be held on 16May 2013, for payment on 7 June 2013 to ordinary due to the conclusion of an extensive investment project at
shareholders whose names are on the register on 24May 2013. Kazzinc on both purely philanthropic and community invest-
ment initiatives.
Review of business, future developments and post balance
sheet events Employee policies and involvement
A review of the business and the future developments of the Glencore operates an equal opportunities policy that aims to
Group is presented in the Overview and the Business review. treat individuals fairly and not to discriminate on the basis of
sex, race, ethnic origin, disability or on any other basis. Applica-
A full description of acquisitions, disposals, and material chang- tions for employment and promotion are fully considered on
es to Group companies undertaken during the year, including their merits, and employees are given appropriate training and
post balance sheet events, is included in the Financial review equal opportunities for career development and promotion.
and in note 24 of the financial statements.
Where disability occurs during employment, the Group seeks
Financial instruments to accommodate that disability where reasonably possible, in-
Descriptions of the use of financial instruments and Glencore cluding with appropriate training.
financial risk management objectives and policies, including
hedging activities and exposure to price risk, credit risk, liquid-
ity risk and cash flow risk are included in section 1.7 Principal
risks and uncertainties and in notes 25 and 26 of the financial
statements.

The Group places considerable value on the involvement of Anthony Hayward 0 0.0%
its employees which is reflected in the principles of Glencore William Macaulay 139996976 1.97%
Corporate Practice and its related guidance, which requires Li Ning 123000 0.0%
regular, open, fair and respectful communication, zero toler-
ance for human rights violations, fair remuneration and, above O f these shares, 129,372,165 ordinary shares are held by FR Galaxy Hold-
all, a safe working environment. ings S.a.r.l. (FR) and 10,624,811 by ECP Galaxy Holdings S.a.r.l. (ECP).
The Company has been notified that (1) FR is a connected person of
William Macaulay and (2) ECP is an affiliate of FR. In addition, FR has an
Employee communication is mainly provided by the Groups in- economic interest under swap arrangements in 19,787,834 shares and
tranet and corporate website. A range of information is made ECP in 1,125,000 shares (being an aggregate 20,912,834 shares, which is
available to employees including all policies applicable to them approximately 0.3% of the issued share capital of the Company).
as well as information on the Groups financial performance
and the main drivers of its business. Employee consultation de- No Director has any other interest in the share capital of the
pends upon the type and location of operation or office. The Company whether pursuant to any share plan or otherwise.
Group made its first grants under its Performance Share Plan
in 2012. No changes in Directors interests have occurred between
31December 2012 and 22March 2013.
Directors conflicts of interest
Under Jersey law and the Companys Articles of Association Each of Mr Glasenberg and Mr Kalmin has executed a Lock-Up
(which mirror section 175 of the UK Companies Act 2006), a Direc- Deed, pursuant to which they have agreed, subject to certain
tor must avoid a situation in which he has, or can have, a direct or customary exceptions, that during the period from 24May 2011
indirect interest that conflicts, or possibly may conflict, with the to 24May 2016 they will not dispose of the ordinary shares held
interests of the Company. The duty is not infringed if the mat- by them at 24May 2011. The percentage of Executive Directors
ter has been authorised by the Directors. Under the Articles, the Ordinary Shares held at 24May 2011 that is subject to restric-
Board has the power to authorise potential or actual conflict situ- tions on disposal decreases on each anniversary date by 20 per
ations. The Board maintains effective procedures to enable the cent of the original holding.
Directors to notify the Company of any actual or potential conflict
situations and for those situations to be reviewed and, if appropri- Share capital and shareholder rights
ate, to be authorised by the Board. Directors conflict situations At the date of this report, the ordinary share capital of the
are reviewed annually. A register of authorisations is maintained. Company was $70,994,560.31 represented by 7,099,456,031 or-
dinary shares of $ 0.01 each.
Directors liabilities and indemnities
The Company has granted third party indemnities to each of its Major interests in shares
Directors against any liability that attaches to them in defend- As at 22March 2013 Glencore had been notified of the following
ing proceedings brought against them, to the extent permit- interests representing 3% or more of the issued ordinary share
ted by the Jersey Law. In addition, Directors and Officers of the capital of the Company:
Company and its subsidiaries are covered by Directors & Offic-
ers liability insurance. Percentage
Number of issued
Directors Name of holder of shares share capital
The names of the Companys Directors who served during the
year, together with their biographical details and other informa- Ivan Glasenberg 1101848752 15.52%
tion, are shown in section 3.2. Daniel Francisco Mat Badenes 417468330 5.88%
Aristotelis Mistakidis 414730597 5.84%
Directors interests Tor Peterson 366074885 5.16%
Details of interests in the ordinary shares of the Company of those Alex Beard 320260410 4.51%
Directors who held office at 31December 2012 are given below:
Ordinary shares Percentage Share capital

held as at of issued The rights attaching to the Companys ordinary shares, being
Name of Director 31December 2012 share capital the only share class of the Company, are set out in the Com-
panys Articles of Association (the Articles), which can be
Executive found at www.glencore.com. Subject to Jersey law, any share
Ivan Glasenberg 1101848752 15.52% may be issued with or have attached to it such preferred, de-
Steven Kalmin 70523154 1.0% ferred or other special rights and restrictions as the Company
may by special resolution decide or, if no such resolution is in
Non executive effect, or so far as the resolution does not make specific provi-
Simon Murray 0 0.0% sion, as the Board may decide. No such resolution is currently
Peter Coates 82700 0.0% in effect. Subject to the recommendation of the Board, holders
Leonhard Fischer 0 0.0% of ordinary shares may receive a dividend. On liquidation, hold-
ers of ordinary shares may share in the assets of the Company.

Holders of ordinary shares are also entitled to receive the Com- holders of ordinary shares that are known to the Company
panys Annual Report and Accounts (or a summarised version) which may result in restrictions on the transfer of securities or
and, subject to certain thresholds being met, may requisition on voting rights.
the Board to convene a general meeting (GM) or the proposal
of resolutions at AGMs. None of the ordinary shares carry any The rules for appointment and replacement of the Directors
special rights with regard to control of the Company. are set out in the Articles. Directors can be appointed by the
Company by ordinary resolution at a GM or by the Board upon
Holders of ordinary shares are entitled to attend and speak at the recommendation of the Nomination Committee. The Com-
GMs of the Company and to appoint one or more proxies or, if pany can remove a Director from office, including by passing
the holder of shares is a corporation, a corporate representa- an ordinary resolution or by notice being given by all the other
tive. On a show of hands, each holder of ordinary shares who Directors.
(being an individual) is present in person or (being a corpora-
tion) is present by a duly appointed corporate representative, The powers of the Directors are set out in the Articles and pro-
not being himself a member, shall have one vote and on a poll, vide that the Board may exercise all the powers of the Com-
every holder of ordinary shares present in person or by proxy pany including to borrow money. The Company may by ordinary
shall have one vote for every share of which he is the holder. resolution authorise the Board to issue shares, and increase,
Electronic and paper proxy appointments and voting instruc- consolidate, sub-divide and cancel shares in accordance with
tions must be received not later than 48 hours before a GM. its Articles and Jersey law.
A holder of ordinary shares can lose the entitlement to vote at
GMs where that holder has been served with a disclosure no- The Company may amend its Articles by special resolution ap-
tice and has failed to provide the Company with information proved at a GM.
concerning interests held in those shares. Except as (1) set out
above and (2) permitted under applicable statutes, there are no Purchase of Own Shares
limitations on voting rights of holders of a given percentage, At the end of the year, the Directors had authority, under a
number of votes or deadlines for exercising voting rights. shareholders resolution passed on 9 May 2012, to purchase
through the market up to 10% of the Companys issued ordinary
The Directors may refuse to register a transfer of a certificated shares immediately following the IPO. This authority expires at
share which is not fully paid, provided that the refusal does not the conclusion of the AGM of the Company to be held in 2013.
prevent dealings in shares in the Company from taking place on No shares have been purchased by the Company since its IPO.
an open and proper basis or where the Company has a lien over
that share. The Directors may also refuse to register a transfer Going concern
of a certificated share unless the instrument of transfer is: (i) The financial position of the Group, its cash flows, liquidity posi-
lodged, duly stamped (if necessary), at the registered office of tion and borrowing facilities are set out in the Overview and the
the Company or any other place as the Board may decide ac- Business review sections. Furthermore, note 25 of the consoli-
companied by the certificate for the share(s) to be transferred dated financial statements includes the Groups objectives and
and/or such other evidence as the Directors may reasonably policies for managing its capital, its financial risk management
require as proof of title; or (ii) in respect of only one class of objectives, details of its financial instruments and hedging ac-
shares. tivities and its exposure to credit and liquidity risk. Significant
financing activities that took place during the year are detailed in
Transfers of uncertificated shares must be carried out using the Business review section. As a consequence, the Directors be-
CREST and the Directors can refuse to register a transfer of an lieve that the Group is well placed to manage its business despite
uncertificated share in accordance with the regulations govern- the current highly uncertain economic environment.
ing the operation of CREST.
The Directors believe, having made appropriate enquiries that
The Directors may decide to suspend the registration of trans- the Group has adequate resources to continue its operational
fers, for up to 30 days a year, by closing the register of share- existence for the foreseeable future. For this reason they con-
holders. The Directors cannot suspend the registration of trans- tinue to adopt the going concern basis in preparing the financial
fers of any uncertificated shares without obtaining consent from statements. The Directors have made this assessment after con-
CREST. sideration of the Groups budgeted cash flows and related as-
sumptions, which incorporate the acquired operations of Viterra
There are no other restrictions on the transfer of ordinary shares Inc. (see note 24), including appropriate stress testing thereof,
in the Company except: (1) certain restrictions may from time to key risks and uncertainties, undrawn debt facilities, debt maturity
time be imposed by laws and regulations (for example insider review, the likely impact on the Group of the proposed merger
trading laws); (2) pursuant to the Companys share dealing code with Xstrata plc (see Note 28) and in accordance with the Going
whereby the Directors and certain employees of the Company Concern and Liquidity Guidance for Directors of UK Companies
require approval to deal in the Companys shares; and (3) where 2009 published by the UK Financial Reporting Council.
a shareholder with at least a 0.25% interest in the Companys is-
sued share capital has been served with a disclosure notice and
has failed to provide the Company with information concern-
ing interests in those shares. There are no agreements between

AUDITORS The Directors are responsible for keeping proper accounting
records that disclose with reasonable accuracy at any time the
Each of the persons who is a Director at the date of approval of financial position of the Company and enable them to ensure
this annual report confirms that: that the financial statements comply with the Companies (Jer-
(a) so far as the Director is aware, there is no relevant audit infor- sey) Law 1991. They are also responsible for safeguarding the
mation of which the Companys auditors are unaware; and assets of the Company and hence for taking reasonable steps
(b) the Director has taken all the steps that he ought to have for the prevention and detection of fraud and other irregulari-
taken as a director in order to make himself aware of any rel- ties. The Directors are responsible for the maintenance and
evant audit information and to establish that the Companys integrity of the corporate and financial information included
auditors are aware of that information. on the Companys website. Legislation in the UK governing
the preparation and dissemination of financial statements may
Deloitte LLP have expressed their willingness to continue in of- differ from legislation in other jurisdictions.
fice as auditors and a resolution to reappoint them will be pro-
posed at the forthcoming AGM. Signed on behalf of the board:
STATEMENT OF DIRECTORS RESPONSIBILITIES
The Directors are responsible for preparing the annual report

and financial statements in accordance with applicable law and
regulations. Company law requires the Directors to prepare
financial statements for each financial year. Under that law the John Burton
Directors have elected to prepare the financial statements in Company Secretary
accordance with International Financial Reporting Standards as 22March 2013
issued by the International Accounting Standards Board and
International Financial Reporting Standards as adopted for use
in the European Union (together IFRS). The financial state-
ments are required by law to be properly prepared in accord-
ance with the Companies (Jersey) Law 1991. International Ac-
counting Standard 1 requires that financial statements present
fairly for each financial year the Companys financial position,
financial performance and cash flows. This requires the faithful
representation of the effects of transactions, other events and
conditions in accordance with the definitions and recognition
criteria for assets, liabilities, income and expenses set out in
the International Accounting Standards Boards Framework for
the preparation and presentation of financial statements.
In virtually all circumstances, a fair presentation will be achieved

by compliance with all applicable IFRSs. However, the Directors
are also required to:
properly select and apply accounting policies;
present information, including accounting policies, in a man-
ner that provides relevant, reliable, comparable and under-
standable information;
provide additional disclosures when compliance with the
specific requirements in IFRSs are insufficient to enable us-
ers to understand the impact of particular transactions, other
events and conditions on the entitys financial position and
financial performance; and
make an assessment of the Companys ability to continue as
a going concern.


Viterra, outer harbour, South Australia
financial
Statements
4 | Financial Statements
Confirmation of directors responsibilities 108

Independent auditors report 109
Consolidated statement of income 110
Consolidated statement of comprehensive income 111
Consolidated statement of financial position 112
Consolidated statement of cash flows 113
Consolidated statement of changes in equity 114
Notes to the financial statements 115
Financial Statements
Confirmation of directors responsibilities
We confirm that to the best of our knowledge:
the financial statements, prepared in accordance with International Financial Reporting Standards and interpretations as adopted
by the European Union, International Financial Reporting Standards and interpretations as issued by the International Account-
ing Standards Board and the Companies (Jersey) Law 1991, give a true and fair view of the assets, liabilities, financial position and
profit of the Group and the undertakings included in the consolidation taken as a whole; and
the management report, which is incorporated in the Overview and Business review sections, includes a fair review of the
development and performance of the business and the position of the Group and the undertakings included in the consolidation
taken as a whole, together with a description of the principal risks and uncertainties they face.
Ivan Glasenberg Steven Kalmin

Chief Executive Officer Chief Financial officer
22March 2013
108 | Annual Report 2012

2010 ||
INDEPENDENT AUDITORS REPORT TO THE MEMBERS OF GLENCORE INTERNATIONAL PLC
We have audited the group financial statements (the financial Separate opinion in relation to IFRS as issued by the IASB
statements) of Glencore International plc for the year ended As explained in the accounting policies to the financial state-
31 December 2012 which comprise the Consolidated State- ments, the Group, in addition to complying with its legal obliga-
ment of Income, the Consolidated Statement of Comprehen- tion to comply with IFRSs as adopted by the European Union,
sive Income, the Consolidated Statement of Financial Position, has also applied IFRSs as issued by the International Account-
the Consolidated Statement of Cash Flows, the Consolidated ing Standards Board (IASB). In our opinion the Group financial
Statement of Changes in Equity and the related notes 1 to 32. statements comply with IFRSs as issued by the IASB.
The financial reporting framework that has been applied in
their preparation is applicable law and International Financial Matters on which we are required to report by exception
Reporting Standards (IFRS) as adopted by European Union. We have nothing to report in respect of the following:
This report is made solely to the companys members, as a Under the Companies (Jersey) Law 1991 we are required to
body, in accordance with Article 113A of the Companies (Jersey) report to you if, in our opinion:
Law 1991. Our audit work has been undertaken so that we might proper accounting records have not been kept by the parent
state to the companys members those matters we are required company, or proper returns adequate for our audit have not
to state to them in an auditors report and for no other purpose. been received from branches not visited by us; or
To the fullest extent permitted by law, we do not accept or as- the financial statements are not in agreement with the ac-
sume responsibility to anyone other than the company and the counting records and returns; or
companys members as a body, for our audit work, for this re- we have not received all the information and explanations we
port, or for the opinions we have formed. require for our audit.
Respective responsibilities of directors and auditor Under the Listing Rules we are required to review the part of the
As explained more fully in the Statement of Directors Responsi- Corporate Governance Statement relating to the companys
bilities, the directors are responsible for the preparation of the compliance with the nine provisions of the UK Corporate Gov-
financial statements and for being satisfied that they give a true ernance Code specified for our review.
and fair view. Our responsibility is to audit and express an opin-
ion on the financial statements in accordance with applicable Other matters
law and International Standards on Auditing (UK and Ireland). In our opinion the part of the Directors Remuneration Report
Those standards require us to comply with the Auditing Prac- to be audited has been properly prepared in accordance with
tices Boards Ethical Standards for Auditors. the provisions of the UK Companies Act 2006 as if that Act had
applied to the company.
Scope of the audit of the financial statements
An audit involves obtaining evidence about the amounts and We have reviewed the directors statement, contained within
disclosures in the financial statements sufficient to give rea- the Directors Report, in relation to going concern as if the
sonable assurance that the financial statements are free from company had been incorporated in the UK and have nothing
material misstatement, whether caused by fraud or error. This to report to you in that respect.
includes an assessment of: whether the accounting policies are
appropriate to the groups circumstances and have been con-
sistently applied and adequately disclosed; the reasonableness
of significant accounting estimates made by the directors; and
the overall presentation of the financial statements. In addition, David Quinlin
we read all the financial and non-financial information in the an- for and on behalf of Deloitte LLP
nual report to identify material inconsistencies with the audited Chartered Accountants and Recognized Auditor
financial statements. If we become aware of any apparent mate- London, UK
rial misstatements or inconsistencies we consider the implica-
tions for our report. 22 March 2013
Opinion on financial statements

In our opinion the financial statements:
give a true and fair view of the state of the groups affairs as at
31December2012 and of the groups profit for the year then
ended;
have been properly prepared in accordance with IFRS as
adopted by European Union;
have been properly prepared in accordance with the Compa-
nies (Jersey) Law 1991.
|| Annual
Annual Report
Report 2010
2012 | 109
Consolidated statement of income

for the years ended 31December
US$million Notes 2012 2011
Revenue 214436 186152

Cost of goods sold 210435 181938
Selling and administrative expenses 997 857
Share of income from associates and jointly controlled entities 367 1972
(Loss)/gain on sale of investments 3 128 9
Other expense net 4 1214 511
Dividend income 17 24
Interest income 401 339
Interest expense 1371 1186
Income before income taxes 1076 4004
Income tax credit 6 76 264
Income for the year 1152 4268
Attributable to:
Equity holders 1004 4048
Earnings per share

Basic (US$) 16 0.14 0.72
Diluted (US$) 16 0.14 0.69
The accompanying notes are an integral part of these consolidated financial statements.

2010 ||
Consolidated statement of comprehensive income

Income for the year 1152 4268
Exchange loss on translation of foreign operations 170 59

Loss on cash flow hedges 93 15
Loss on available for sale financial instruments 0 1206
Share of other comprehensive income/(loss) from associates and jointly controlled entities 221 25
Income tax relating to components of other comprehensive income 0 2
Net loss recognised directly in equity 42 1307
Loss on available for sale financial instruments transferred to the statement of income 5 1181 0
Cash flow hedges transferred to the statement of income 297 6
Effect of foreign currency exchange differences transferred to the statement of income 23 0
Other comprehensive income/(loss) 1413 1301
Total comprehensive income 2565 2967
Attributable to:
Equity holders 2471 2753
|| Annual
Annual Report
Report 2010
2012 | 111
Consolidated statement of financial position

as at 31December
Assets
Non current assets
Property, plant and equipment 7 23238 14639
Intangible assets 8 2664 210
Investments in associates and jointly controlled entities 9 18767 18858
Other investments 9 1589 1547
Advances and loans 10 3758 4141
Deferred tax assets 6 1462 1039
51478 40434
Current assets
Inventories 11 20682 17129
Accounts receivable 12 24882 21895
Other financial assets 26 2650 5065
Prepaid expenses and other assets 235 297
Marketable securities 38 40
Cash and cash equivalents 13 2782 1305
51269 45731
Assets held for sale 14 2790 0
54059 45731
Total assets 105537 86165
Equity and liabilities

Capital and reserves attributable to equity holders
Share capital 15 71 69
Reserves and retained earnings 31195 29196
31266 29265
Total equity 34300 32335
Non current liabilities
Borrowings 19 19028 19844
Deferred income 20 601 158
Deferred tax liabilities 6 2955 1399
Provisions 21 1504 953
24088 22354
Current liabilities
Borrowings 19 16498 8224
Viterra asset acquirer loans 14 2580 0
Accounts payable 23 23501 18136
Deferred income 20 116 24
Provisions 21 62 98
Other financial liabilities 26 3388 4804
Income tax payable 257 190
46402 31476
Liabilities held for sale 14 747 0
47149 31476
Total equity and liabilities 105537 86165

2010 ||
Consolidated statement of cash flows

Operating activities
Income before income taxes 1076 4004
Adjustments for:
Depreciation and amortisation 1473 1066
Loss/(gain) on sale of investments 3 128 9
Impairments 5 1650 32
Other non cash items net 148 133
Interest expense net 970 847
Cash generated by operating activities before working capital changes 4782 4101
Working capital changes
Decrease/(increase) in accounts receivable1 720 1797
(Increase)/decrease in inventories 1611 239
Increase/(decrease) in accounts payable2 1618 1616
Total working capital changes 727 3174
Income tax paid 344 472
Interest received 206 121
Interest paid 990 919
Net cash generated/(used) by operating activities 4381 343
Investing activities
Payments of non current advances and loans 203 320
Acquisition of subsidiaries, net of cash acquired 24 6463 350
Disposal of subsidiaries 24 281 4
Purchase of investments 633 919
Proceeds from sale of investments 23 155
Purchase of property, plant and equipment 2970 2606
Payments for exploration and evaluation 147 204
Proceeds from sale of property, plant and equipment 112 184
Dividends received from associates 461 366
Net cash (used) by investing activities 9539 3690
Financing activities
Share issuance, net of issue costs 15 0 7616
Repayment of Perpetual bonds 19 0 681
Repayment of Euro bonds 19 0 700
Proceeds from Xstrata secured bank loans 19 0 384
Proceeds from issuance of Sterling, Swiss Franc and Euro bonds 19 2951 237
Proceeds from other non current borrowings 19 303 200
Repayment of other non current borrowings 19 594 169
Margin receipts in respect of financing related hedging activities 176 21
Viterra asset acquirer loans 24 2580 0
Net proceeds from/(repayment of) current borrowings 19 3463 1493
Acquisition of additional interest in subsidiaries 669 315
Disposal of interest in subsidiaries 45 0
Payment of profit participation certificates 19 554 861
Dividend paid to non controlling interests 0 18
Dividend paid to equity holders of the parent 17 1066 346
Net cash generated by financing activities 6635 3875
Increase/(decrease) in cash and cash equivalents 1477 158
Cash and cash equivalents, beginning of year 1305 1463
Cash and cash equivalents, end of year 2782 1305
1
Includes movements in other financial assets, prepaid expenses, other assets and other non cash current assets.
2
Includes movements in other financial liabilities, liabilities held for sale and current provisions.
|| Annual
Annual Report
Report 2010
2012 | 113
Consolidated statement of changes in equity

Total
Total equity
reserves attribut- Non
and able to control-
Retained Share Other retained Share equity ling Total
US$million earnings premium1 reserves1 earnings capital holders interests equity
At 1January 2011 5659 0 272 5387 37 5424 2894 8318

Income for the year 4048 0 0 4048 0 4048 220 4268
Other comprehensive loss 25 0 1270 1295 0 1295 6 1301
Total comprehensive income 4023 0 1270 2753 0 2753 214 2967
Conversion of HPPS and PPS profit participation plans 0 13821 0 13821 16 13837 0 13837
Conversion of LTS and LTPPS profit participation plans 5701 5694 0 7 7 0 0 0
Issue of share capital1 0 7607 0 7607 9 7616 0 7616
Tax on Listing related expenses2 0 21 0 21 0 21 0 21
Equity settled share-based payments3 58 0 0 58 0 58 0 58
Change in ownership interest in subsidiaries 0 0 98 98 0 98 235 333
Acquisition of subsidiaries4 0 0 0 0 0 0 215 215
Dividends paid5 0 346 0 346 0 346 18 364
At 31December 2011 4039 26797 1640 29196 69 29265 3070 32335
At 1January 2012 4039 26797 1640 29196 69 29265 3070 32335

Income for the year 1004 0 0 1004 0 1004 148 1152
Other comprehensive income 221 0 1246 1467 0 1467 54 1413
Total comprehensive income 1225 0 1246 2471 0 2471 94 2565
Issue of share capital1 0 957 0 957 2 959 0 959
Equity settled share-based payments3 111 0 0 111 0 111 0 111
Put option relating to additional interest in subsidiary
4
0 0 0 0 0 0 419 419
Change in ownership interest in subsidiaries 0 0 474 474 0 474 971 1445
Acquisition of subsidiaries4 0 0 0 0 0 0 1260 1260
Dividends paid5 0 1066 0 1066 0 1066 0 1066
At 31December 2012 5375 26688 868 31195 71 31266 3034 34300
1
See note15.
See note6.
See note18.
4
See note24.
5
See note17.

2010 ||
Notes to the financial statements
1. Accounting policies
Corporate information Statement of compliance

The Glencore Group (Glencore) is a leading integrated marketer The accounting policies adopted are in accordance with:
and producer of natural resources, with worldwide activities International Financial Reporting Standards (IFRS) and inter-
in the marketing of metals and minerals, energy products and pretations as adopted by the European Union (EU) effective
agricultural products and the production, refinement, process- as of 31December 2012; and
ing, storage and transport of these products. Glencore operates IFRS and interpretations as issued by the International
on a global scale, marketing and distributing physical commod- Accounting Standards Board (IASB) effective as of 31Decem-
ities sourced from third party producers and own production ber 2012.
to industrial consumers, such as those in the automotive, steel,
power generation, oil and food processing industries. Glencore Basis of preparation
also provides financing, logistics and other services to produ The financial statements are prepared under the historical cost
cers and consumers of commodities. Glencores long experi- convention except for the revaluation to fair value of certain
ence as a commodity merchant has allowed it to develop and financial assets, liabilities and marketing inventories and have
build upon its expertise in the commodities which it markets been prepared on a going concern basis. The Directors have
and cultivate long-term relationships with a broad supplier and made this assessment after consideration of the Groups budg-
customer base across diverse industries and in multiple geo- eted cash flows and related assumptions, which incorporate
graphic regions. Glencores marketing activities are supported the acquired operations of Viterra Inc. (see note24), including
by investments in industrial assets operating in Glencores core appropriate stress testing thereof, key risks and uncertain-
commodities. ties, undrawn debt facilities, debt maturity review, the likely
impact on the Group of the proposed merger with Xstrata
These consolidated financial statements were authorised for plc (see Note 28) and in accordance with the Going Con-
issue in accordance with a Directors resolution on 22March2013. cern and Liquidity Guidance for Directors of UK Companies
2009 published by the Financial Reporting Council. Further
Listing/Restructuring of the Group information on Glencores business activities, cash flows, liquid-
On 24 May 2011, Glencore International plc (the Company) ity and performance are set out in the Business review and its
was admitted to the Official List of the UK Listing Authority and objectives, policies and processes for managing its capital and
commenced trading on the London Stock Exchanges premium financial risks are detailed in note25.
listed market and on the Hong Kong Stock Exchange on 25May
2011 via a secondary listing (the Listing). The Company is All amounts are expressed in millions of United States Dollars,
incorporated in Jersey, domiciled in Switzerland, and is the unless otherwise stated, consistent with the predominant func-
ultimate parent company of Glencore and owner of 100% of tional currency of Glencores operations.
the issued share capital of Glencore International AG, following
a restructuring of the ownership interests in Glencore Interna- Under Article 105(11) of the Companies (Jersey) Law 1991 the
tional AG immediately prior to admission (the Restructuring) directors of a holding company need not prepare separate ac-
(see note15). The Companys registered office is at Queensway counts (i.e. company only accounts) if consolidated accounts
House, Hilgrove Street, St Helier, Jersey, JE1 1ES. for the company are prepared, unless required to do so by the
members of the company by ordinary resolution. The members
The following accounting treatment was applied to account for of the Company have not passed a resolution requiring separate
the Restructuring in 2011: accounts and, in the Directors opinion, the Company meets the
definition of a holding company. As permitted by the law, the
the consolidated assets and liabilities of the subsidiary Directors have elected not to prepare separate accounts.
Glencore International AG were recognised and measured at
the pre-Restructuring carrying amounts, without restatement Changes in accounting policies and comparability
to fair value; and The following relevant amendments to the existing standards
the retained earnings and other equity balances recognised and interpretations were adopted as of 1January 2012:
in the consolidated statement of financial position reflect the Amendments to IFRS 7 Financial Instruments: Disclosures;
consolidated retained earnings and other equity balances of Amendments to IAS 12 Deferred Tax: Recovery of Underly-
Glencore International AG, as at 24 May 2011, immediately ing Assets.
prior to the Restructuring, and the results of the period from
1 January 2011 to 24 May 2011, the date of the Restructur- The adoption of these revised standards and interpretations
ing, are those of Glencore International AG as the Company did not have a material impact on the recognition, measure-
was not active prior to the Restructuring. Subsequent to the ment or disclosure of reported amounts.
Restructuring, the equity structure reflects the applicable
movements in equity of Glencore International plc, including
the equity instruments issued to effect the Restructuring and
the Listing.
|| Annual
Annual Report
Report 2010
2012 | 115
At the date of authorisation of these financial statements, the Amendments to IAS 1

following standards and interpretations applicable to Glencore Glencore will adopt the amendments to IAS 1 on 1 Janu-
were issued but not yet effective: ary 2013 with retrospective application. The amendments to
IFRS 9 Financial Instruments IAS 1 will not impact Glencores financial statement balances
IFRS 10 Consolidated Financial Statements however they will impact the presentation within the Statement
IFRS 11 Joint Arrangements of Comprehensive Income as Glencore will classify components
IFRS 12 Disclosure of Interests in Other Entities of other comprehensive income based on whether they may
IFRS 13 Fair Value Measurement eventually be recycled into income (e.g. currency translation
IAS 19 Employee Benefits (2011) adjustments) versus those items that will never be recycled into
IAS 27 Separate Financial Statements (2011) income (e.g. actuarial gains and losses on pension plans).
IAS 28 Investments in Associates and Joint Ventures (2011)
Amendments to IAS 1 Presentation of Items of Other Com- IFRIC 20
prehensive Income Glencore will adopt IFRIC 20 on 1January 2013 with retrospec-
A mendments to IAS 32 Offsetting Financial Assets and tive application. IFRIC 20 provides a model for accounting for
Financial Liabilities costs associated with the removal of waste during the produc-
Amendments to IFRS 7 Disclosures Offsetting Financial tion phase of a surface mine, including guidance on the appor-
Assets and Financial Liabilities tionment of the costs incurred for obtaining a current and future
IFRIC 20 Stripping Costs in the Production Phase of a Surface benefit and how capitalised costs are depreciated.
Mine
Principles of consolidation
The Directors are currently evaluating the impact these new The consolidated financial statements of Glencore include the
standards and interpretations will have on the financial state- accounts of the Company and its subsidiaries. A subsidiary is
ments of Glencore. An outline of the significant impacts identi- an entity that is ultimately controlled by the Company. Control
fied to date is set out below. is the power to govern the financial and operating policies of
an entity so as to obtain benefits from its activities. Control is
IFRS 10, IFRS 11 and IFRS 12 (the Consolidation Standards) usually assumed where Glencore ultimately owns or controls
Glencore will adopt the Consolidation Standards on 1Janu- more than 50% of the voting rights, unless evidence exists to
ary2013 with retrospective application. IFRS 10 provides a single the contrary. The results of subsidiaries acquired or disposed
basis for consolidation with a new definition of control based on of during the year are consolidated from the effective date of
having the power to direct the relevant activities of the investee. acquisition or up to the effective date of disposal, as appro-
IFRS 11 impacts the accounting for joint arrangements, defined priate. All intercompany balances, transactions and unrealised
as investments or arrangements which are subject to joint con- profits are eliminated.
trol through contractual agreed sharing of control between two
or more parties. A joint arrangement is classified as either a joint Non controlling interests in subsidiaries are identified sepa-
operation or a joint venture, and the option to proportionately rately from Glencores equity and are initially measured either
consolidate joint ventures has been removed, consistent with at fair value or at the non controlling interests proportionate
current Group policy under which joint ventures are accounted share of the fair value of the acquirees identifiable net assets.
for using the equity method. IFRS 12 combines the disclosure Subsequent to acquisition, the carrying amount of non control-
requirements previously covered by existing standards and ling interests is the amount of those interests at initial recog-
includes additional disclosure requirements. To date, Glencore nition plus the non controlling interests share of subsequent
has not identified any material changes in the accounting that changes in equity. Total comprehensive income is attributed to
is currently being applied to the Groups subsidiaries, invest- non controlling interests even if this results in the non controlling
ments or joint arrangements as a result of the Consolidation interests having a deficit balance.
Standards.
Changes in Glencores interests in subsidiaries that do not result
IAS 19 (2011) in a loss of control are accounted for as equity transactions with
Glencore will adopt the amendments to IAS 19 on 1January2013 any difference between the amount by which the non control-
with modified retrospective application. The amendments ling interests are adjusted and the fair value of the considera-
require all actuarial gains and losses to be recognised imme- tion paid or received being recognised directly in equity and
diately in other comprehensive income (which differs from attributed to equity holders of Glencore.
Glencores current policy which applies the corridor method)
and require the expected return on plan assets (recognised in Investments in associates, jointly controlled entities and joint
the statement of income) to be calculated based on the rate venture operations
used to discount the defined benefit obligation. Upon adop- Associates and jointly controlled entities (together Associates)
tion, Glencore will recognise $164million of unrecognised actu- in which Glencore exercises significant influence or joint control
arial losses as at 1January 2012, increasing the post retirement are accounted for using the equity method. Significant influ-
benefits provision (Note 21) with a corresponding adjustment to ence is the power to participate in the financial and operating
shareholders equity and associated deferred tax impact. policy decisions of the investee but is not control over those
policies. Significant influence is presumed if Glencore holds be-
tween 20% and 50% of the voting rights, unless evidence exists
to the contrary. Joint control is the contractually agreed sharing

2010 ||
of control over an economic entity where strategic and/or key Non current assets held for sale and disposal groups
operating decisions require unanimous decision making. Non current assets and assets and liabilities included in dispos-
al groups are classified as held for sale if their carrying amount
Equity accounting involves Glencore recording its share of the will be recovered principally through a sale transaction rather
Associates net income and equity. Glencores interest in an than through continuing use, they are available for immediate
Associate is initially recorded at cost and is subsequently disposal and the sale is highly probable. Non current assets
adjusted for Glencores share of changes in net assets of the held for sale are measured at the lower of their carrying amount
Associate, less any impairment in the value of individual invest- or fair value less costs to sell.
ments. Where Glencore transacts with an Associate, unrealised
profits and losses are eliminated to the extent of Glencores Revenue recognition
interest in that Associate. Revenue is recognised when the seller has transferred to the
buyer all significant risks and rewards of ownership of the
Changes in Glencores interests in Associates are accounted for assets sold. Revenue excludes any applicable sales taxes and
as a gain or loss on disposal with any difference between the is recognised at the fair value of the consideration received or
amount by which the carrying value of the Associate is adjusted receivable to the extent that it is probable that economic ben-
and the fair value of the consideration received being recog- efits will flow to Glencore and the revenues and costs can be
nised directly in the statement of income. reliably measured. In most instances sales revenue is recognised
when the product is delivered to the destination specified by the
Where Glencore undertakes activities under joint venture op- customer, which is typically the vessel on which it is shipped, the
eration or asset arrangements, Glencore reports such interests destination port or the customers premises.
using the proportionate consolidation method. Glencores
share of the assets, liabilities, income, expenses and cash flows For certain commodities, the sales price is determined on a
of jointly controlled operations or asset arrangements are con- provisional basis at the date of sale as the final selling price is
solidated with the equivalent items in the consolidated financial subject to movements in market prices up to the date of final
statements on a line by line basis. pricing, normally ranging from 30 to 90 days after initial book-
ing. Revenue on provisionally priced sales is recognised based
Business combinations on the estimated fair value of the total consideration receivable.
Acquisitions of subsidiaries and businesses are accounted for The revenue adjustment mechanism embedded within provi-
using the acquisition method of accounting, whereby the iden- sionally priced sales arrangements has the character of a com-
tifiable assets, liabilities and contingent liabilities (identifiable modity derivative. Accordingly, the fair value of the final sales
net assets) are measured on the basis of fair value at the date price adjustment is re-estimated continuously and changes in
of acquisition. Acquisition related costs are recognised in the fair value are recognised as an adjustment to revenue. In all cas-
statement of income as incurred. es, fair value is estimated by reference to forward market prices.
Where a business combination is achieved in stages, Glencores Interest and dividend income is recognised when the right to
previously held interests in the acquired entity are remeasured receive payment has been established, it is probable that the
to fair value at the acquisition date (i.e. the date Glencore economic benefits will flow to Glencore and the amount of
attains control) and the resulting gain or loss, if any, is recog- income can be measured reliably. Interest income is accrued on
nised in the statement of income. a time basis, by reference to the principal outstanding and at
the applicable effective interest rate.
Where the fair value of consideration transferred for a business
combination exceeds the fair values attributable to Glencores Foreign currency translation
share of the identifiable net assets, the difference is treated Glencores reporting currency and the functional currency of
as purchased goodwill, which is not amortised but is reviewed the majority of its operations is the U.S. Dollar as this is assessed
annually for impairment and when there is an indication of to be the principal currency of the economic environment in
impairment. Any impairment identified is immediately recog- which they operate.
nised in the statement of income. If the fair value attributable
to Glencores share of the identifiable net assets exceeds the Foreign currency transactions
consideration transferred, the difference is immediately recog- Transactions in foreign currencies are converted into the func-
nised in the statement of income. tional currency of each entity using the exchange rate pre-
vailing at the transaction date. Monetary assets and liabilities
Similar procedures are applied in accounting for the purchases outstanding at year end are converted at year end rates. The
of interests in Associates. Any goodwill arising from such pur- resulting exchange differences are recorded in the consolidat-
chases is included within the carrying amount of the invest- ed statement of income.
ment in Associates, but not amortised thereafter. Any excess of
Glencores share of the net fair value of the Associates identifi-
able net assets over the cost of the investment is included in the
statement of income in the period of the purchase.
The main operating and finance subsidiaries and investments of

Glencore are listed in note32.
|| Annual
Annual Report
Report 2010
2012 | 117
Translation of financial statements Cash-settled share-based payments

For the purposes of consolidation, assets and liabilities of group For cash-settled share-based payments, a liability is initially rec-
companies whose functional currency is in a currency other than ognised at fair value based on the estimated number of awards
the U.S. Dollar are translated into U.S. Dollars using year end that are expected to vest, adjusting for market and non market
exchange rates, while their statements of income are translat- based performance conditions. Subsequently, at each report-
ed using average rates of exchange for the year. Goodwill and ing period until the liability is settled, the liability is remeasured
fair value adjustments arising from the acquisition of a foreign to fair value with any changes in fair value recognised in the
operation are treated as assets and liabilities of the foreign statement of income.
operation and are translated at the closing rate. Translation
adjustments are included as a separate component of share- Income taxes
holders equity and have no statement of income impact to the Income taxes consist of current and deferred income taxes.
extent that no disposal of the foreign operation has occurred. Current taxes represent income taxes expected to be payable
based on enacted or substantively enacted tax rates at the
Borrowing costs period end and expected current taxable income, and any
Borrowing costs are expensed as incurred except where they adjustment to tax payable in respect of previous years. Deferred
relate to the financing of construction or development of quali- taxes are recognised for temporary differences between the
fying assets in which case they are capitalised up to the date carrying amounts of assets and liabilities in the financial state-
when the qualifying asset is ready for its intended use. ments and the corresponding tax bases used in the computa-
tion of taxable income, using enacted or substantively enacted
Retirement benefits income tax rates which will be effective at the time of reversal
Glencore operates various pension schemes in accordance of the underlying temporary difference. Deferred tax assets and
with local requirements and practices of the respective coun- unused tax losses are only recognised to the extent that their
tries. The annual costs for defined contribution plans that are recoverability is probable. Deferred tax assets are reviewed at
funded by payments to separate trustee administered funds or reporting period end and amended to the extent that it is no
insurance companies equal the contributions that are required longer probable that the related benefit will be realised. To the
under the plans and are accounted for as an expense. Glencore extent that a deferred tax asset not previously recognised fulfils
uses the projected unit credit actuarial method to determine the criteria for recognition, an asset is recognised.
the present value of its defined benefit obligations and the
related current service cost and, where applicable, past service Deferred tax assets and liabilities are offset when they relate
cost. to income taxes levied by the same authority and Glencore has
both the right and the intention to settle its current tax assets
Actuarial gains and losses are accounted for using the corridor and liabilities on a net or simultaneous basis. The tax effect of
method. Under this method, to the extent that any cumulative certain temporary differences is not recognised principally with
unrecognised actuarial gain or loss exceeds 10% of the greater respect to the initial recognition of an asset or liability (other
of the present value of the defined benefit obligation and the than those arising in a business combination or in a manner
fair value of plan assets, that excess is recognised in income that initially impacted accounting or taxable profit) and tem-
over the expected average remaining working lives of the porary differences relating to investments in subsidiaries and
employees participating in the plan. Past service cost is recog- associates to the extent that Glencore can control the timing of
nised immediately to the extent that the benefits are already the reversal of the temporary difference and it is probable the
vested, and otherwise is amortised on a straight line basis over temporary difference will not reverse in the foreseeable future.
the average period until the benefits become vested. Deferred tax is provided in respect of fair value adjustments
on acquisitions. These adjustments may relate to assets such
Share-based payments as extraction rights that, in general, are not eligible for income
Equity-settled share-based payments tax allowances.
Equity-settled share-based payments are measured at the fair
value of the awards based on the market value of the shares at Royalties, extraction taxes and other levies/taxes are treated
the grant date. Fair value excludes the effect of non market- as taxation arrangements when they have the characteristics
based vesting conditions. The fair value is charged to the state- of an income tax including being imposed and determined
ment of income and credited to retained earnings on a straight- in accordance with regulations established by the respective
line basis over the period the estimated number of awards are governments taxation authority.
expected to vest.
Current and deferred tax are recognised as an expense or
At each balance sheet date, Glencore revises its estimate of the income in the statement of income, except when they relate
number of equity instruments expected to vest as a result of to items that are recognised outside the statement of income
the effect of non market-based vesting conditions. The impact (whether in other comprehensive income or directly in equity)
of the revision of the original estimates, if any, is recognised or where they arise from the initial accounting for a business
in profit or loss such that the cumulative expense reflects the combination.
revised estimate, with a corresponding adjustment to retained
earnings.

2010 ||
Exploration and evaluation expenditure The major categories of property, plant and equipment and
Exploration and evaluation expenditure relates to costs in- intangible assets are depreciated/amortised on a UOP and/or
curred on the exploration and evaluation of potential mineral straight-line basis as follows:
and petroleum resources and includes costs such as research-
ing and analysing historical exploration data, exploratory drill- Buildings 1045 years
ing, trenching, sampling and the costs of pre-feasibility studies. Land not depreciated
Exploration and evaluation expenditure for each area of inter-
Plant and equipment 330 years/UOP
est, other than that acquired from the purchase of another com-
Mineral rights and development costs UOP
pany, is charged to the statement of income as incurred except
when the expenditure is expected to be recouped from future Deferred mining costs UOP
exploitation or sale of the area of interest and it is planned to Port allocation rights 25 40 years
continue with active and significant operations in relation to
the area, or at the reporting period end, the activity has not Assets under finance leases, where substantially all the risks
reached a stage which permits a reasonable assessment of the and rewards of ownership transfer to the Group as lessee, are
existence of commercially recoverable reserves, in which case capitalised and amortised over their expected useful lives on
the expenditure is capitalised. Purchased exploration and eval- the same basis as owned assets or, where shorter, the term of
uation assets are recognised at their fair value at acquisition. the relevant lease. All other leases are classified as operating
leases, the expenditures for which, are charged against income
Capitalised exploration and evaluation expenditure is recorded over the accounting periods covered by the lease term.
as a component of mineral and petroleum rights in property,
plant and equipment. Biological assets
Biological assets are carried at their fair value less estimated
All capitalised exploration and evaluation expenditure is moni- selling costs. Any changes in fair value less estimated selling
tored for indications of impairment. Where a potential impair- costs are included in the statement of income in the period in
ment is indicated, an assessment is performed for each area of which they arise.
interest or at the cash generating unit level. To the extent that
capitalised expenditure is not expected to be recovered it is Deferred stripping costs
charged to the statement of income. Stripping costs incurred in the development of a mine (or pit)
before production commences are capitalised as part of the
Development expenditure cost of constructing the mine (or pit) and subsequently amor-
When commercially recoverable reserves are determined and tised over the life of the mine (or pit) on a unit of production
such development receives the appropriate approvals, capital- basis. Production stripping costs are deferred when the actual
ised exploration and evaluation expenditure is transferred to stripping ratio incurred significantly exceeds the expected long
construction in progress. Upon completion of development term average stripping ratio and are subsequently amortised
and commencement of production, capitalised development when the actual stripping ratio falls below the long term aver-
costs are transferred as required to either mineral and petro- age stripping ratio. Where the ore is expected to be evenly dis-
leum rights or deferred mining costs and depreciated using the tributed, waste removal is expensed as incurred.
unit of production method (UOP).
Mineral and petroleum rights
Property, plant and equipment and intangible assets Mineral and petroleum reserves, resources and rights (together
Property, plant and equipment, port allocation rights and Mineral Rights) which can be reasonably valued, are recognised
intangible assets are stated at cost, being the fair value of the in the assessment of fair values on acquisition. Mineral Rights
consideration given to acquire or construct the asset, includ- for which values cannot be reasonably determined are not rec-
ing directly attributable costs required to bring the asset to the ognised. Exploitable Mineral Rights are amortised using the
location or to a condition necessary for operation and the direct UOP over the commercially recoverable reserves and, in cer-
cost of dismantling and removing the asset, less accumulated tain circumstances, other mineral resources. Mineral resources
depreciation and any accumulated impairment losses. Intangi- are included in amortisation calculations where there is a high
ble assets include goodwill, future warehousing fees and trade- degree of confidence that they will be extracted in an economic
marks. manner.
Property, plant and equipment are depreciated to their estimat- Restoration, rehabilitation and decommissioning
ed residual value over the estimated useful life of the specific Restoration, rehabilitation and decommissioning costs arising
asset concerned, or the estimated remaining life of the associ- from the installation of plant and other site preparation work,
ated mine, field or lease. Depreciation commences when the discounted to their net present value, are provided for and
asset is available for use. Identifiable intangible assets with a capitalised at the time such an obligation arises. The costs are
finite life are amortised on a straight-line basis and/or UOP ba- charged to the statement of income over the life of the opera-
sis over their expected useful life. Goodwill is not depreciated. tion through depreciation of the asset and the unwinding of the
discount on the provision.
|| Annual
Annual Report
Report 2010
2012 | 119
Costs for restoration of subsequent site disturbance, which is Production inventories are valued at the lower of cost or net real-
created on an ongoing basis during production, are provided isable value. Cost is determined using the first in first out (FIFO)
for at their net present values and charged to the statement of or the weighted average method and comprises material costs,
income as extraction progresses. labour costs and allocated production related overhead costs.
Financing and storage costs related to inventory are expensed
Other investments as incurred.
Equity investments, other than investments in Associates, are
recorded at fair value unless such fair value is not reliably de- Cash and cash equivalents
terminable in which case they are carried at cost. Changes in Cash and cash equivalents comprise cash held at bank, cash
fair value are recorded in the statement of income unless they in hand and short-term bank deposits with an original maturity
are classified as available for sale, in which case fair value move- of three months or less. The carrying amount of these assets
ments are recognised in other comprehensive income and are approximates their fair value.
subsequently recognised in the statement of income when real-
ised by sale or redemption, or when a reduction in fair value is Financial instruments
judged to be a significant or prolonged decline. Financial assets are classified as either financial assets at fair
value through profit or loss, loans and receivables, held-to-
Impairment maturity investments or available for sale financial assets
Glencore conducts, at least annually, an internal review of as- depending upon the purpose for which the financial assets
set values which is used as a source of information to assess were acquired. Financial assets are initially recognised at fair
for any indications of impairment. Formal impairment tests are value on the trade date, including, in the case of instruments
carried out, at least annually, for cash generating units contain- not recorded at fair value through profit or loss, directly attrib-
ing goodwill and for all other non current assets when events or utable transaction costs. Subsequently, financial assets are car-
changes in circumstances indicate the carrying value may not ried at fair value (other investments, derivatives and marketable
be recoverable. securities) or amortised cost less impairment (accounts receiv-
able and advances and loans). Financial liabilities other than
A formal impairment test involves determining whether the car- derivatives are initially recognised at fair value of consideration
rying amounts are in excess of their recoverable amounts. An received net of transaction costs as appropriate and subse-
assets recoverable amount is determined as the higher of its quently carried at amortised cost.
fair value less costs to sell and its value in use. Such reviews are
undertaken on an asset-by-asset basis, except where assets do Convertible bonds
not generate cash flows independent of other assets, in which At the date of issue, the fair value of the liability component
case the review is undertaken at the cash generating unit level. is determined by discounting the contractual future cash flows
using a market rate for a similar non convertible instrument. The
If the carrying amount of an asset exceeds its recoverable liability component is recorded as a liability on an amortised
amount, an impairment loss is recorded in the income statement cost basis using the effective interest method. The equity com-
to reflect the asset at the lower amount. ponent is recognised as the difference between the fair value of
the proceeds as a whole and the fair value of the liability com-
An impairment loss is reversed in the statement of income if ponent and it is not subsequently remeasured. On conversion,
there is a change in the estimates used to determine the recover- the liability is reclassified to equity and no gain or loss is recog-
able amount since the prior impairment loss was recognised. The nised in the statement of income and upon expiry of the conver-
carrying amount is increased to the recoverable amount but not sion rights, any remaining equity portion will be transferred to
beyond the carrying amount net of depreciation or amortisation retained earnings.
which would have arisen if the prior impairment loss had not been
recognised. Goodwill impairments and impairments of available Derivatives and hedging activities
for sale equity investments are not subsequently reversed. Derivative instruments, which include physical contracts to sell
or purchase commodities that do not meet the own use exemp-
Provisions tion, are initially recognised at fair value when Glencore be-
Provisions are recognised when Glencore has a present obliga- comes a party to the contractual provisions of the instrument
tion, as a result of past events, and it is probable that an outflow and are subsequently remeasured to fair value at the end of
of resources embodying economic benefits that can be reliably each reporting period. Fair values are determined using quoted
estimated will be required to settle the liability. market prices, dealer price quotations or using models and oth-
er valuation techniques, the key inputs for which include current
Inventories market and contractual prices for the underlying instrument,
The majority of marketing inventories are valued at fair value time to expiry, yield curves, volatility of the underlying instru-
less costs to sell with the remainder valued at the lower of cost ment and counterparty risk.
or net realisable value. Unrealised gains and losses from chang-
es in fair value are reported in cost of goods sold. Gains and losses on derivative instruments for which hedge
ccounting is not applied, other than the revenue adjustment
a
mechanism embedded within provisionally priced sales, are
recognised in cost of goods sold.

2010 ||
Those derivatives qualifying and designated as hedges are Valuation of derivative instruments (Note 26)
either (i) a Fair Value Hedge of the change in fair value of a Derivative instruments are carried at fair value and Glencore
recognised asset or liability or an unrecognised firm commit- evaluates the quality and reliability of the assumptions and data
ment, or (ii) a Cash Flow Hedge of the change in cashflows to used to measure fair value in the three hierarchy levels, Level 1,
be received or paid relating to a recognised asset or liability or 2 and 3, as prescribed by IFRS 7. Fair values are determined in
a highly probable transaction. the following ways: externally verified via comparison to quoted
market prices in active markets (Level 1); by using models with
A change in the fair value of derivatives designated as a Fair externally verifiable inputs (Level 2); or by using alternative pro-
Value Hedge is reflected together with the change in the fair cedures such as comparison to comparable instruments and/
value of the hedged item in the statement of income. or using models with unobservable market inputs requiring
Glencore to make market based assumptions (Level 3).
A change in the fair value of derivatives designated as a Cash
Flow Hedge is initially recognised as a cash flow hedge reserve Depreciation and amortisation of mineral and petroleum rights,
in shareholders equity. The deferred amount is then released project development costs and plant and equipment (Note 7)
to the statement of income in the same periods during which Mineral and petroleum rights, project development costs and
the hedged transaction affects the statement of income. certain plant and equipment are depreciated/amortised using
Hedge ineffectiveness is recorded in the statement of income UOP. The calculation of the UOP rate of depreciation/amortisa-
when it occurs. tion, and therefore the annual charge to operations, can fluctu-
ate from initial estimates. This could generally result when there
When a hedging instrument expires or is sold, or when a hedge are significant changes in any of the factors or assumptions used
no longer meets the criteria for hedge accounting, any cumula- in estimating mineral or petroleum reserves, notably changes in
tive gain or loss existing in equity at that time remains in share- the geology of the reserves and assumptions used in determin-
holders equity and is recognised in the statement of income ing the economic feasibility of the reserves. Such changes in
when the committed or forecast transaction is ultimately rec- reserves could similarly impact the useful lives of assets depre-
ognised in the statement of income. However, if a forecast or ciated on a straight line basis, where those lives are limited to
committed transaction is no longer expected to occur, the the life of the project, which in turn is limited to the life of the
cumulative gain or loss that was recognised in equity is immedi- proven and probable mineral or petroleum reserves. Estimates
ately transferred to the statement of income. of proven and probable reserves are prepared by experts in
extraction, geology and reserve determination. Assessments of
A derivative may be embedded in a host contract. Such com- UOP rates against the estimated reserve and resource base and
binations are known as hybrid instruments and at the date of the operating and development plan are performed regularly.
issuance, the embedded derivative is separated from the host
contract and accounted for as a stand alone derivative if the Impairments (Notes 5, 7, 8 and 9)
criteria for separation are met. The host contract is accounted Investments in Associates and other investments, advances and
for in accordance with its relevant accounting policy. loans and property, plant and equipment and intangible assets
are reviewed for impairment whenever events or changes in
Critical accounting policies, key judgments and estimates circumstances indicate that the carrying value may not be fully
The preparation of the consolidated financial statements re- recoverable or at least annually for goodwill and other indefi-
quires management to make estimates and assumptions that nite life intangible assets. If an assets recoverable amount is
affect the reported amounts of assets and liabilities as well as less than the assets carrying amount, an impairment loss is rec-
the disclosure of contingent assets and liabilities at the date of ognised. Future cash flow estimates which are used to calculate
the financial statements and the reported amounts of revenues the assets fair value are based on expectations about future
and expenses during the reporting period. operations primarily comprising estimates about production
and sales volumes, commodity prices, reserves and resourc-
The estimates and associated assumptions are based on his- es, operating, rehabilitation and restoration costs and capital
torical experience and other factors that are considered to be expenditures. Changes in such estimates could impact recover-
relevant. Actual outcomes could differ from those estimates. able values of these assets. Estimates are reviewed regularly by
management.
Glencore has identified the following areas as being critical
to understanding Glencores financial position as they require Provisions (Note 21)
management to make complex and/or subjective judgments The amount recognised as a provision, including tax, legal, res-
and estimates about matters that are inherently uncertain: toration and rehabilitation, contractual and other exposures or
obligations, is the best estimate of the consideration required
to settle the related liability, including any related interest
charges, taking into account the risks and uncertainties sur-
rounding the obligation. The Group assesses its liabilities and
contingencies based upon the best information available, rel-
evant tax laws and other appropriate requirements.
|| Annual
Annual Report
Report 2010
2012 | 121
Restoration, rehabilitation and decommissioning costs (Note 21)

A provision for future restoration, rehabilitation and decommis-
sioning costs requires estimates and assumptions to be made
around the relevant regulatory framework, the magnitude of
the possible disturbance and the timing, extent and costs of
the required closure and rehabilitation activities. To the extent
that the actual future costs differ from these estimates, adjust-
ments will be recorded and the statement of income could be
impacted. The provisions including the estimates and assump-
tions contained therein are reviewed regularly by management.
Recognition of deferred tax assets (Note 6)

Deferred tax assets are recognised only to the extent it is con-
sidered probable that those assets will be recoverable. This
involves an assessment of when those deferred tax assets are
likely to reverse, and a judgement as to whether or not there
will be sufficient taxable income available to offset the tax
assets when they do reverse. These judgements are subject
to risk and uncertainty and hence, to the extent assumptions
regarding future profitability change, there can be an increase
or decrease in the amounts recognised in income in the pe-
riod in which the change occurs. The recoverability of deferred
tax assets including the estimates and assumptions contained
therein are reviewed regularly by management.
Fair value measurements (Notes 9, 11, 18, 24, 25 and 26)

In addition to recognising derivative instruments at fair value,
as discussed above, an assessment of fair value of assets and
liabilities is also required in accounting for other transactions,
most notably, business combinations and disclosures related to
fair values of marketing inventories, financial assets and liabili-
ties. In such instances, fair value measurements are estimated
based on the amounts for which the assets and liabilities could
be exchanged at the relevant transaction date or reporting
period end, and are therefore not necessarily reflective of
the likely cashflow upon actual settlements. Where fair value
measurements cannot be derived from publicly available infor-
mation, they are estimated using models and other valuation
methods. To the extent possible, the a ssumptions and inputs
used take into account externally verifiable inputs. However,
such information is by nature subject to uncertainty, particularly
where comparable market based transactions rarely exist.

2010 ||
2. segment information
Glencore is organised and operates on a worldwide basis in three core business segments metals and minerals, energy products
and agricultural products, with each business segment responsible for the marketing, sourcing, hedging, logistics and industrial
investment activities of their respective products and reflecting the structure used by Glencores management to assess the
performance of Glencore.
The business segments contributions to the Group are primarily derived from the net margin or premium earned from physical
marketing activities (net sale and purchase of physical commodities), provision of marketing and related value-add services and
the margin earned from industrial asset activities (net resulting from the sale of physical commodities over the cost of production
and/or cost of sales) and comprise the following underlying key commodities:
Metals and minerals: Zinc, copper, lead, alumina, aluminium, ferro alloys, nickel, cobalt and iron ore, including smelting, refining,
mining, processing and storage related operations of the relevant commodities;
Energy products: Crude oil, oil products, steam coal and metallurgical coal supported by investments in coal mining and oil
production operations, ports, vessels and storage facilities;
Agriculture products: Wheat, corn, canola, barley, rice, oil seeds, meals, edible oils, biofuels, cotton and sugar supported by
investments in farming, storage, handling, processing and port facilities.
Corporate and other: statement of income amounts represent Glencores share of income related to Xstrata and other unallocated
Group related expenses (including variable pool bonus accrual). Statement of financial position amounts represent Group related
balances.
The financial performance of the segments is principally evaluated with reference to Adjusted EBIT/EBITDA which is the net result
of revenue less cost of goods sold and selling and administrative expenses plus share of income from associates and jointly con-
trolled entities and dividend income as disclosed on the face of the consolidated statement of income.
The accounting policies of the operating segments are the same as those described in the summary of significant accounting
olicies. Glencore accounts for inter-segment sales and transfers where applicable as if the sales or transfers were to third parties,
p
i.e. at arms length commercial terms.
|| Annual
Annual Report
Report 2010
2012 | 123
2012 Metals and Energy Agricultural Corporate

US$million minerals products products and other Total
Revenue from third parties 56674 136937 20825 0 214436
Adjusted EBIT 1363 435 371 39 2130
Depreciation and amortisation 16 59 23 0 98
Adjusted EBITDA 1379 494 394 39 2228
Adjusted EBIT 708 594 10 1048 2340
Adjusted EBITDA 1625 983 59 1048 3715
Total adjusted EBITDA 3004 1477 453 1009 5943

Total adjusted EBIT 2071 1029 361 1009 4470
Significant items
Other expense net 1214
Share of Associates exceptional items 875
Mark to market loss on certain natural gas contracts4 123
Unrealised intergroup profit elimination adjustments5 84
Interest expense net 970
Loss on sale of investments 128
Income tax credit 76
Income for the year 1152
Significant items of income and expense which, due to their financial impacts, nature or the expected infrequency of the events giving rise to
them, have been separated for internal reporting and analysis of Glencores results.
See note4.
S hare of Associates exceptional items comprise Glencores share of exceptional charges booked directly by Xstrata relating mainly to various
impairment charges including that associated with its platinum investments and operations in South Africa and nickel operations in Australia
which were impacted by the challenging market environments and costs incurred by Xstrata in connection with the proposed merger with
Glencore (see note28).
4
Represents movements in fair value of certain fixed price forward natural gas purchase contracts entered into to hedge the price risk of
this cost exposure in our alumina production activities. These contracts were initially concluded in 2008 with mark to market movements
accounted for in equity (cash flow hedge reserves). Consistent with Glencores current policy not to hedge future operating expenditures
there are no such contracts covering periods beyond 2012.
5
Represents the required adjustment to eliminate unrealised profit or losses arising on intergroup transactions. For Glencore, such adjustments
arise on the sale of product, in the ordinary course of business, from its Industrial operations to its Marketing arm and management assesses
segment performance prior to any such adjustments, as if the sales were to third parties.

2010 ||

Current assets 20024 18256 9520 649 48449

Current liabilities 9500 13941 3746 137 27324
Allocatable current capital employed 10524 4315 5774 512 21125
Property, plant and equipment 14134 5347 3757 0 23238

Intangible assets 180 1098 1386 0 2664
Investments in Associates and other investments 2881 799 461 16215 20356
Non current advances and loans 921 2688 149 0 3758
Allocatable non current capital employed 18116 9932 5753 16215 50016
Other assets1 7072 7072

Other liabilities2 43913 43913
Total net assets 28640 14247 11527 20114 34300
Additions to non current assets 5761 3311 4262 0 13334
1
ther assets include deferred tax assets, marketable securities, cash and cash equivalents and assets held for sale.
O
2
O ther liabilities include borrowings, non current deferred income, deferred tax liabilities, non current provisions, Viterra asset acquirer loans
and liabilities held for sale.

Revenue from third parties 51984 117065 17103 0 186152
Adjusted EBIT 1242 697 8 20 1911
Adjusted EBITDA 1247 724 8 9 1954
Adjusted EBIT 1357 375 39 1794 3487
Adjusted EBITDA 2122 571 23 1794 4510
Total adjusted EBITDA 3369 1295 15 1785 6464

Total adjusted EBIT 2599 1072 47 1774 5398
Significant items
Other expense net 511
Share of Associates exceptional items 45
Interest expense net 847
Gain on sale of investments 9
Income tax credit 264
Income for the year 4268
Significant items of income and expense which, due to their financial impacts, nature or the expected infrequency of the events giving rise to
them, have been separated for internal reporting and analysis of Glencores results.
See note4.
S hare of Associates exceptional items comprise Glencores share of exceptional charges booked directly by Xstrata ($25million) and Century
($20million).
|| Annual
Annual Report
Report 2010
2012 | 125

Current assets 18506 17605 5110 3165 44386

Current liabilities 7676 11312 1589 2675 23252
Allocatable current capital employed 10830 6293 3521 490 21134

Investments in Associates and other investments 2950 1060 206 16189 20405
Non current advances and loans 1280 2723 138 0 4141
Allocatable non current capital employed 13766 8022 1418 16189 39395
Other assets1 2384 2384

Other liabilities2 30578 30578
Total net assets 24596 14315 4939 11515 32335
Additions to non current assets 1508 1921 406 0 3835
1
ther assets include deferred tax assets, marketable securities and cash and cash equivalents.
O
2
O ther liabilities include borrowings, non current deferred income, deferred tax liabilities and non current provisions.
Geographical information
Revenue from third parties1

The Americas 42295 45836
Europe 108904 70323
Asia 44274 47759
Africa 16910 20538
Oceania 2053 1696
214436 186152
Non current assets2

The Americas 6918 4535
Europe 17707 17293
Asia 5652 5838
Africa 11255 4555
Oceania 3137 1486
44669 33707
1
evenue by geographical destination is based on the country of incorporation of the sales counterparty however this may not necessarily be
R
the country of the counterparts ultimate parent and/or final destination of product.
Non current assets are non current operating assets other than other investments, advances and loans, and deferred tax assets.
3. (loss)/gain on sale of investments net
US$ million 2012 2011
Loss on sale on investment in associates net 133 10

Gain on sale of subsidiaries net 5 19
Total 128 9
The net loss on sale of investments in 2012 comprised primarily an accounting dilution loss of $121million following Xstratas share
issuance in March 2012, which saw Glencores effective ownership reduce from 34.5% to 34.2%.

2010 ||
4. Other expense net
Changes in mark to market valuations on investments held for trading net 2 92

Changes in mark to market valuation of certain coal forward contracts 179 25
Changes in mark to market valuation of certain foreign currency forward contracts 65 0
Revaluation of previously held interest in newly acquired businesses 497 0
Acquisition related expenses 120 2
Impairments 5 1650 32
Phantom equity awards granted on Listing 18 109 58
Listing related expenses 0 286
Foreign exchange loss 4 5
Other 74 61
Total 1214 511
T his item, if classified by function of expense would be recognised in cost of goods sold. All other amounts in Other expense net are
classified by function.
Includes $7million loss on disposal of property, plant and equipment (2011: $ nil million).
Together with foreign exchange gains/(losses) and mark to market movements on investments held for trading, other expense
net includes other significant items of income and expense which due to their non operational nature or expected infrequency of
the events giving rise to them are reported separately from operating segment results. Other expense net includes, but is not
limited to, impairment charges, revaluation of previously held interests in business combinations, restructuring and closure costs.
Changes in mark to market valuation of certain coal forward contracts

Represents movements in fair value of certain fixed price forward coal sales contracts relating to Prodeco Groups (Prodeco)
future production, into which it plans to physically deliver. Following the legal reacquisition of Prodeco in March 2010, from an
accounting perspective, these forward sales contracts could not technically be classified as own use or as cashflow hedges, which
would have deferred the income statement effect until performance of the underlying future sale transactions. As at year end,
approximately4.6million tonnes (2011: 8.4million tonnes) of such coal had been sold forward at a fixed price in respect of quarterly
periods to the end of 2013.
Changes in mark to market valuation of certain foreign currency forward contracts

Represents the realised gain on the settlement of CAD 2.7billion forward foreign currency purchase contracts entered into to
partially hedge foreign currency price risk associated with the Viterra transaction (see note24).
Revaluation of previously held interest in newly acquired businesses

In March 2012, Glencore purchased an additional 31.8% interest in Optimum Coal Holdings Limited (Optimum) and in April 2012,
acquired an additional 20% interest in Mutanda Group (Mutanda) (see note24). At the date of the acquisitions, the previously held
interests were revalued to their fair value and as a result, a $20million loss and $517million gain, respectively, were recognised.
Acquisition related expenses

Professional advisor and other costs relating mainly to the Viterra (see note24) and Xstrata (see note28) transactions.
Listing related expenses

Expenses incurred in connection with the Listing including the Restructuring and/or change in the employee shareholder profit
attribution model, rather than the costs incurred solely in relation to the issuance of the new (primary) equity (see note15), compris-
ing$91million of stamp duty costs,$42million of professional advisors costs and$153million of compensation related costs.
|| Annual
Annual Report
Report 2010
2012 | 127
5. Impairments
US$ million Notes 2012 2011
Available for sale instruments previously recognised in other comprehensive income 1181 0
Non current loans 10 213 0
Property, plant and equipment 210 6
Non current inventory and other 46 26
Total impairments 1650 32
T hese items, if classified by function of expense would be recognised in cost of goods sold.
T he impairment charges incurred during the year are allocated to the operating segments as follows: Metals and minerals $ 1,337 (2011:
$32million), Energy products $248million (2011: $nil million) and Agricultural products $65million (2011: $nil million).
Available for sale instruments

Glencore accounts for its interest in United Company Rusal plc (UC Rusal) as an available for sale investment at fair value with
mark to market movements recognised in other comprehensive income (OCI). IAS 39 requires an entity to assess whether the
cumulative loss recognised in OCI is of a significant and prolonged nature and if so, it shall be reclassified from OCI to the state-
ment of income. As a result of the continuing challenging macro economic environment impacting the global aluminium market,
UC Rusals share price has remained below Glencores acquisition fair value for what has now been determined to be of a pro-
longed nature and therefore, as at 31December 2012, $1.2billion of previously recognised negative fair value adjustments have
been reclassified from OCI to the statement of income. This reclassification had no impact on the balance sheet value which con-
tinues to be carried at fair value (see note 9).
Property, plant and equipment

During the regular assessment of whether there is an indication of an asset impairment or whether a previously recorded impair-
ment may no longer be required (as part of our regular portfolio review), the continuing challenging European biodiesel margin
environment, the change in legal status of certain of our operations, particularly in Bolivia, and evaluation of below expectation
exploration programs, resulted in impairment charges (none of which were individually material) of $110million, $35million and
$65million being recognised in our Metals and minerals, Energy and Agricultural products segments respectively. The recover-
able amounts, where applicable, of the underlying assets were determined based on the fair value less costs to sell using dis-
counted cash flow techniques.
6. Income taxes
Income taxes consist of the following:
Current income tax expense 295 417

Deferred income tax credit 371 681
Total tax credit 76 264

2010 ||
The effective Group tax rate is different from the statutory Swiss income tax rate applicable to the Company for the following
reasons:
Income before income tax and attribution 1076 4004

Less: Share of income from associates 367 1972
Parent companys and subsidiaries income before income tax and attribution 709 2032
Income tax expense calculated a the Swiss income tax rate 106 312
Effect of different tax rates from the standard Swiss income tax rate 233 102
Tax exempt income, net of non-deductible expenses and other permanent differences 50 14
Tax implications of restructuring, including deductions/losses triggered 544 687
Effect of available tax losses not recognised, and other changes in the valuation of deferred tax assets 76 19
Effect of change in tax rate on deferred tax balances 4 2
Other 1 2
Income credit 76 264
T he 2012 credit amounting to $544million resulted primarily from recognition of crystallised tax benefits (resulting in losses carried forward),
following an internal reorganisation of our existing ownership interest in Xstrata. All of the resulting tax losses have been brought to account
as a deferred tax asset. The 2011 tax benefit of $687million resulted from income tax deductions and losses arising in Switzerland and other
countries following settlement of various profit participation plans. $305million (2011: $381million) of deferred tax assets related to future
deductible amounts and tax losses from the settlement have not been brought to account.
The tax credit/(expense) relating to components of other comprehensive income/(loss) and share premium is as follows:
Cash flow hedges 0 2

Listing related expenses 0 21
Income tax relating to components of other comprehensive loss and share premium 0 19
Recognised in other comprehensive income.

Recognised in share premium.
|| Annual
Annual Report
Report 2010
2012 | 129
Deferred taxes as at 31December 2012 and 2011, are attributable to the items detailed in the table below:
Deferred tax assets1

Tax losses carried forward 1345 892
Mark to market valuations 27 12
Other 90 135
Total 1462 1039
Deferred tax liabilities1

Mark to market valuations 29 19
Other 320 163
Total 2955 1399
Deferred tax net 1493 360
Reconciliation of deferred tax net

Opening balance 360 939
Recognised in income for the year 371 681
Recognised in other comprehensive loss and share premium 0 19
Business combination 24 1571 121
Disposal of subsidiaries 24 7 0
Other 60 0
Closing balance 1493 360
1
sset and liability positions in the same category reflect the impact of tax assets and liabilities arising in local tax jurisdictions that cannot be
A
offset against tax assets and liabilities arising in other tax jurisdictions.
Deferred tax assets are recognised for tax losses carried forward only to the extent that realisation of the related tax benefit
is probable. As at 31December 2012, $1,816million (2011: $1,445million) of deferred tax assets related to available loss carry
forwards have been brought to account, of which $1,345million (2011: $892million) are disclosed as deferred tax assets with the
remaining balance being offset against deferred tax liabilities arising in the same respective entity. $ 1,373 million (2011:
$ 889 million ($ 861 million relating to tax losses and $ 28 million relating to temporary differences)) of net deferred tax
assets arise in entities that have been loss making for tax purposes in 2012 and/or 2011. In evaluating whether it is prob-
able that taxable profits will be earned in future accounting periods, all available evidence was considered, including
approved budgets, forecasts and business plans and, in certain cases, analysis of historical operating results. These forecasts
are consistent with those prepared and used internally for business planning and impairment testing purposes. Following this
evaluation, it was determined there would be sufficient taxable income generated to realise the benefit of the deferred tax
assets.

2010 ||
Available gross tax losses carried forward and deductible temporary differences, for which no deferred tax assets have been rec-
ognised in the consolidated financial statements are detailed below and will expire as follows:
1 year 114 11
2 years 165 28
3 years 253 127
Thereafter 1786 956
Unlimited 590 978
Total 2908 2100
As at 31December 2012, unremitted earnings of$19,952million (2011:$18,573million) have been retained by subsidiaries and
associates for reinvestment. No provision is made for income taxes that would be payable upon the distribution of such earnings.
7. Property, plant and equipment
Land Plant Mineral and Deferred

and and petroleum mining
US$million Notes buildings equipment rights costs Total
Gross carrying amount:

1January 2012 1521 12045 4617 675 18858
Business combination 24 953 3429 3284 48 7714
Disposal of subsidiaries 24 0 301 7 0 308
Additions 92 2054 866 89 3101
Disposals 21 200 0 0 221
Effect of foreign currency exchange movements 5 65 92 0 162
Other movements 69 2 6 69 8
31December 2012 2609 16964 8674 743 28990
Accumulated depreciation and impairment:

1January 2012 323 2997 770 129 4219
Depreciation 87 1087 233 31 1438
Disposal of subsidiaries 24 0 29 0 0 29
Disposals 10 74 1 19 102
Impairments 5 0 151 59 0 210
Effect of foreign currency exchange movements 0 4 5 0 9
31December 2012 397 4030 1177 148 5752
Net book value 31December 2012 2212 12934 7497 595 23238
|| Annual
Annual Report
Report 2010
2012 | 131
Land Plant Mineral and Deferred

and and petroleum mining
US$million Notes buildings equipment rights costs Total
Gross carrying amount:

1January 2011 1281 9187 4484 542 15494
Business combination 24 108 591 76 0 775
Additions 36 2411 416 148 3011
Disposals 17 431 0 2 450
31December 2011 1521 12045 4617 675 18858
Accumulated depreciation and impairment:

1January 2011 239 2556 548 63 3406
Depreciation 36 710 260 56 1062
Disposals 6 263 2 0 267
Impairments 5 7 15 0 10 32
31December 2011 323 2997 770 129 4219
Net book value 31December 2011 1198 9048 3847 546 14639
Plant and equipment includes expenditure for construction in progress of$2,294million (2011:$1,389million) and a net book
value of $281 million (2011: $317 million) of obligations recognised under finance lease agreements. Mineral and petroleum
rights include expenditures for exploration and evaluation of$277million (2011:$306million) and biological assets of $66million
(2011: $3million). Depreciation expenses included in cost of goods sold are$1,421million (2011:$1,049million) and in selling and
administrative expenses$17million (2011:$13million).
During 2012,$37million (2011:$44million) of interest was capitalised within property, plant and equipment. With the exception of
project specific borrowings, the rate used to determine the amount of borrowing costs eligible for capitalisation was 4% (2011: 4%).
8. Intangible Assets
Port
allocation
US$ million Notes rights Goodwill Other Total
Cost:
1January 2012 0 169 45 214
Business combination 24 1182 1251 104 2537
Addition 21 0 33 54
Effect of foreign exchange differences 102 0 0 102
31December 2012 1101 1420 182 2703
Accumulated amortisation and impairment:

1January 2012 0 0 4 4
Amortisation expense 16 0 19 35
31December 2012 16 0 23 39
Net carrying amount 31December 2012 1085 1420 159 2664
Recognised in cost of goods sold.

2010 ||
US$ million Notes Goodwill Other Total
Cost:
1January 2011 0 0 0
Business combination 24 36 13 49
Reclassified from held for sale 133 32 165
31December 2011 169 45 214
Accumulated amortisation and impairment:

1January 2011 0 0 0
Amortisation expense 0 4 4
31December 2011 0 4 4
Net carrying amount 31December 2011 169 41 210
Recognised in cost of goods sold.
Port allocation rights

Port allocation rights represent contractual entitlements to export certain amounts of coal on an annual basis from Richard Bay
Coal Terminal in South Africa and have been recognised as part of the acquisitions of Optimum and Umcebo, see note24. The
rights are being amortised on a straight line basis over the estimated economic life of the port of 40 years.
Impairment testing of goodwill

For the purpose of impairment testing, goodwill has been allocated to the CGUs, or groups of CGUs, that are expected to benefit
from the synergies of the business combination and which represent the level at which management will monitor and manage the
goodwill.
Goodwill is tested annually for impairment for all CGUs containing goodwill with exception of goodwill acquired in a business
combination in the current year which is tested at the date of acquisition, and when there is an indicator that the goodwill may be
impaired.
The carrying amount of goodwill has been allocated to cash generating units (CGUs), or groups of CGUs as follows:
Grain marketing business 1251 0

Metals warehousing business 133 133
Other 36 36
Total 1420 169
Grain marketing business

Goodwill of $1,251million has been recognised as part of the acquisition of Viterra, see note24. The goodwill is primarily related
to the Viterra grain marketing and merchandising business and is substantively attributable to synergies which are expected to
arise in conjunction with the grain marketing divisions increased geographic coverage and scale of activities. As at 31Decem-
ber2012, the purchase price allocation, including the allocation of the goodwill to CGUs, has not been finalised, as the acquisition
completed close to year end.
Metals warehousing business

Goodwill of$133million relates to the Pacorini metals warehousing business and is attributable to synergies which arise in con-
junction with the metals marketing divisions expected increased activities. In assessing whether goodwill has been impaired, the
carrying amount of the cash generating unit was compared with its recoverable amount. The recoverable amount was determined
by reference to the value in use which utilises pre-tax cash flow projections based on the approved financial budgets for 5 years
which includes factors, such as inventory levels, volumes and operating costs (key assumptions are based on past experience and,
where available, observable market data), discounted to present value at a rate of 10%. The cash flows beyond the 5 year period
have been extrapolated using a declining growth rate of 10% per annum which is the projected long term reduction in average
inventory levels for the warehousing business. Glencore believes that no reasonably possible change in any of the above key
assumptions would cause the carrying value of the CGU to exceed the recoverable amount.
|| Annual
Annual Report
Report 2010
2012 | 133
Other goodwill
Goodwill held by other CGUs is $36million (2011: $36million), representing less than 1% of net assets at 31December 2012 (2011:
less than 1%). The goodwill has been allocated across a number of CGUs in the Energy products segment, with no CGU account-
ing for more than $30million of total goodwill. This goodwill has been tested for impairment and concluded to be recoverable.
Other intangible assets

Other intangible assets primarily consist of trademarks, licences, software and future warehousing fees.
9. Investments in associates and other investments
A list of the principal operating, finance and industrial subsidiaries and Associates and other investments is included in note32.
Xstrata plc 16215 16187

Other listed Associates 888 1337
Listed Associates 17103 17524
Non listed Associates 1664 1334
Investments in Associates 18767 18858
Listed associates
As at 31December 2012, the fair value of listed Associates using published price quotations was$17,876million (2011:$16,157mil-
lion). Following the recognition of Glencores share of impairments booked by its Associates, Glencore completed a detailed
assessment of the recoverable amount of investments where indicators of impairment were identified and concluded that the
recoverable value supports the carrying value of these investments and that no further impairment is required.
During the year, Glencore acquired controlling interests in two companies which had been accounted for as Associates, Mutanda
and Optimum. Refer to note24 for further details.
Available for sale

United Company Rusal (UCR) 840 842
840 842
Fair value through profit and loss
Volcan Compania Minera S.A.A. 410 359
Nyrstar N.V. 78 105
Century Aluminum Company cash settled equity swaps 80 78
Jurong Aromatics Corporation Pte Ltd 55 55
Blackthorn Resources Ltd 34 8
Other 92 100
749 705
Other investments 1589 1547

2010 ||
Summarised financial information in respect of Glencores Associates, reflecting 100% of the underlying Associates relevant
figures, are set out below.
Current assets 15979 12129

Non current assets 77226 69884
Current liabilities 10109 8919
Non current liabilities 32401 24620
Net assets 50695 48474
Revenue 42647 39940
Net profit 1491 6194
The amount of corporate guarantees in favour of joint venture entities as at 31December 2012 was$22million (2011:$50million).
Glencores share of joint venture entities capital commitments amounts to$34million (2011:$301million).
10. advances and loans
Loans to Associates 347 840

Other non current receivables and loans 3411 3301
Total 3758 4141
Loans to Associates generally bear interest at applicable floating market rates plus a premium. The decrease in loans to Associ-
ates during the year is due to the acquisition of Mutanda (see note24) which, at the time of acquisition, had outstanding loans to
Glencore of $698million (2011: $653million).
Other non current receivables and loans comprise the following:
Counterparty
OAO Russneft
Interest bearing loan at 7.75% per annum (see note below) 2080 2211
Atlas Petroleum International Limited (Atlas)
Interest bearing loans at LIBOR plus 3%1 0 246
Secured marketing related financing arrangements2 549 451
PT Bakrie & Brothers Tbk
Interest bearing secured loans at LIBOR plus 9% 200 80
Funds deposited in respect of rehabilitation and restoration obligations 248 74
Other 334 239
Total 3411 3301
1
rimarily relates to carried interest loans associated with the development of the Aseng oil project in Equatorial Guinea, where Atlas is one of the
P
equity partners. The operator of the field and project is Noble Energy, based in Houston. The Aseng project commenced oil production in Q42011, and
loans are being repaid from oil proceeds.
2
Various marketing related financing facilities, generally secured against certain assets and/or payable from the future sale of production of the
counterparty. The weighted average interest rate of the loans is 10% and on average are to be repaid over a 3 year period.
|| Annual
Annual Report
Report 2010
2012 | 135
Russneft loans
In November 2012, as part of a comprehensive agreement between OAO Russneft (Russneft), Glencore and Russnefts other
major creditor, Sberbank, Glencore agreed to amend the terms of its $2,080million, 9% per annum loan. The revised terms lower
the interest rate to 7.75% interest per annum and extend the expected maturity of the loan from 2020 to 2024. In exchange for this
amendment, Glencore will receive additional annual payments of $50million until substantial repayments of the loan will then
commence, once Russnefts debt reduces to certain thresholds and/or existing debt is refinanced. The loan is accounted for at
amortised cost using the effective rate method with an effective interest rate of 8.4%.
The new carrying amount of the loan was required to be recalculated as the present value of the estimated future cash flows under
the revised terms using the loans original effective interest rate. In estimating the expected cash flows to be received over the
life of the loan, a comprehensive cash flow forecast was prepared utilising Russnefts current budget and strategic plan and an
economic analysis of Russnefts oil fields prepared by an independent petroleum engineering firm. The difference between the
recalculated carrying value of $2,093million and the pre-amendment carrying value of $2,306million resulted in an income state-
ment charge of $213million (see note5).
11. Inventories
Production inventories 3153 3150

Marketing inventories 17529 13979
Total 20682 17129
Production inventories consist of materials, spare parts and work in process. Marketing inventories are saleable commodities held
primarily by the marketing entities as well as finished goods and certain other readily saleable materials held by the industrial
assets. Marketing inventories of$16,027million (2011:$13,785million) are carried at fair value less costs to sell.
Glencore has a number of dedicated financing facilities, which finance a portion of its marketing inventories. In each case, the
inventory has not been derecognised as the Group retains the principal risks and rewards of ownership. The proceeds received
are recognised as current borrowings (see note19). As at 31December 2012, the total amount of inventory secured under such
facilities was$2,946million (2011:$1,834million). The proceeds received and recognised as current borrowings were$2,248mil-
lion (2011:$1,670million).
12. Accounts receivable
Trade receivables1 18386 15903

Trade advances and deposits1 3270 3022
Associated companies1 1031 643
Other receivables 2195 2327
Total 24882 21895
1
C ollectively referred to as receivables presented net of allowance for doubtful debts.
The average credit period on sales of goods is 29 days (2011: 28 days).

2010 ||
As at 31December 2012, 8% (2011: 8%) of receivables were between 16 0 days overdue, and 5% (2011: 3%) were greater than
60days overdue. Such receivables, although contractually past their due dates, are not considered impaired as there has not been
a significant change in credit quality of the relevant counterparty, and the amounts are still considered recoverable taking into
account customary payment patterns and in many cases, offsetting accounts payable balances.
The movement in allowance for doubtful accounts is detailed in the table below:
Opening balance 129 155

Released during the year 7 28
Charged during the year 112 43
Utilised during the year 22 41
Closing balance 212 129
Glencore has a number of dedicated financing facilities, which finance a portion of its receivables. In each case, the receivables have
not been derecognised, as the Group retains the principal risks and rewards of ownership. The proceeds received are recognised
as current borrowings (see note19). As at 31December 2012, the total amount of trade receivables secured was$4,398million
(2011:$2,934million) and proceeds received and classified as current borrowings amounted to$3,146million (2011:$2,265million).
13. Cash and cash equivalents
Bank and cash on hand 2496 981

Deposits and treasury bills 286 324
Total 2782 1305
As at 31December 2012, $4million (2011:$80million) was restricted.As at 31December 2011, $47million was placed in escrow
for the acquisition of Rosh Pinah (see note24).
14. Assets and liabilities held for sale
As part of Glencores acquisition of Viterra, Glencore entered into agreements with Agrium Inc (Agrium) and Richardson Inter-
national Limited (Richardson) which provide for the back-to-back sale of certain operations of Viterra. Upon closing, Agrium
and Richardson advanced the agreed consideration for these operations amounting to CAD 1,775million ($1,781million) and CAD
796 million ($ 799 million) respectively (the Asset Acquirer Loans). Upon future closing of these divestitures, the relevant net
assets will be transferred to Agrium and Richardson in satisfaction of the Asset Acquirer Loans advanced. See note24.
As a result of these agreed disposals, the corresponding assets of $2,790million and liabilities of $747million as at 31Decem-
ber2012 have been classified as held for sale.
|| Annual
Annual Report
Report 2010
2012 | 137
15. Share capital and reserves
Number of Share Share

shares capital premium
(thousand) (US$ million) (US$ million)
Authorised:
31December 2012 Ordinary shares with a par value of$0.01 each 50000000
Issued and fully paid up:

1January 2011 Ordinary shares 3716495 37 0
Ordinary shares issued in exchange for HPPS and PPS profit participation obligations 1617268 16 13821
Ordinary shares issued in exchange for LTS and LTPPS profit participation obligations 666237 7 5694
Ordinary shares issued at Listing (primary issuance) 922714 9 7887
Share issue costs associated with the primary issuance 280
Tax on Listing related expenses 21
Dividends paid 346
31December 2011 Ordinary shares 6922714 69 26797
Ordinary shares issued on acquisition of an 18.91% interest in Kazzinc 176742 2 957
Dividends paid 1066
31December 2012 Ordinary shares 7099456 71 26688
Restructuring
Prior to the Listing, Glencores articles of incorporation authorised the issuance of non voting profit participation certificates
(PPC) with no nominal value to its employees enabling them to participate in four profit sharing arrangements: Hybrid Profit
Participation Shareholders (HPPS), Ordinary Profit Participation Shareholders (PPS), Glencore L.T.E. Profit Participation Sharehold-
ers (LTS) and Long Term Profit Participation Shareholders (LTPPS). The profit sharing arrangements entitled the employees to a
portion of Glencore shareholders funds accumulated during the period that such employees held the PPCs. The PPCs attributed
Glencore International AGs consolidated net income pro rata based on the 150,000 Class B shares issued as at 31December2010.
Immediately prior to the Listing, Glencore implemented a Restructuring whereby amounts owing to the then shareholder employ-
ees under the various active profit participation plans were settled in exchange for new ordinary shares and the ultimate ownership
interests in Glencore International AG were assumed via Glencore International plc. The accounting outcome of these transactions
is outlined below:
Settlement of the profit participation plans

The accounting for the settlement of the four profit participation plans was similar, whereby the outstanding balances under each
plan prior to Listing were exchanged for an equivalent number of ordinary shares at the Listing price of 530pence ($8.56) per
share. The difference between the nominal and fair value of the new ordinary shares issued was recognised as a share premium.
Listing
On 24May 2011, Glencore International plc issued 922,713,511 ordinary shares which comprised 891,463,511 shares to institutional
investors (the International Offer) at a price of 530pence ($8.56) per share on the London Stock Exchange, and 31,250,000 shares
to professional and retail investors in Hong Kong (the Hong Kong Offer) at a price of HK$66.53 ($8.56) per ordinary share.
The gross proceeds raised were$7,896million and total transaction (Restructuring and Listing) and related expenses incurred
were $566 million. $280 million of the transaction costs were attributable to the issue of new (primary) equity and have been
deducted against share premium while $286 million were attributable to stamp duty and other expenses associated with the
above noted Restructuring as well as an allocation of transaction costs that jointly related to the issuing of the new (primary) equity
and the listing of the Company and as such have been charged to income during the year (see note4). Joint transaction costs were
allocated based on the ratio of new shares issued, in relation to total shares outstanding.
Ordinary shares issued on acquisition of an 18.91% interest in Kazzinc

In October 2012, Glencore completed the acquisition of an additional 18.91% interest in Kazzinc from Verny Investments, for a cash
consideration of $400million and the issue of 176,742,520 new ordinary shares of the Company (closing transaction date value of
$959million), thereby increasing its ultimate ownership in Kazzinc to 69.61%.

2010 ||
Acquiring an additional interest in a subsidiary is considered to be a transaction between owners rather than an acquisition of
a business. Therefore, this was accounted for as an equity transaction with the resulting difference of $506million between the
change in the Kazzinc non-controlling interest and the consideration paid charged to equity as a reserve.
Other reserves
Equity Net
Transla- portion Cash unre- Net
tion of Con- flow alised ownership
adjust- vertible hedge gain/ changes in Other
US$million ment bonds reserve (loss) subsidiaries reserves Total
At 1January 2011 1 89 263 25 134 10 272

Exchange gain on translation of foreign operations 53 0 0 0 0 0 53
Loss on cash flow hedges, net of tax 0 0 17 0 0 0 17
Loss on available for sale financial instruments 0 0 0 1206 0 0 1206
Cash flow hedges transferred to the statement of
income, net of tax 0 0 6 0 0 0 6
Change in ownership interest in subsidiaries 0 0 0 0 98 0 98
At 31December 2011 52 89 274 1181 232 10 1640
At 1January 2012 52 89 274 1181 232 10 1640

Exchange loss on translation of foreign operations 116 0 0 0 0 0 116
Loss on cash flow hedges, net of tax 0 0 93 0 0 0 93
Cash flow hedges transferred to the statement of
income, net of tax 0 0 297 0 0 0 297
Change in ownership interest in subsidiaries 0 0 0 0 474 0 474
Loss on available for sale financial instruments trans-
ferred to the statement of income, net of tax 0 0 0 1181 0 0 1181
Effect of foreign currency differences transferred to the
statement of income 23 0 0 0 0 0 23
At 31December 2012 191 89 70 0 706 10 868
16. Earnings per share
US$ million Notes 2012 2011
Profit attributable to equity holders for basic earnings per share 1004 4048
Interest in respect of Convertible bonds 0 135
Profit attributable to equity holders for diluted earnings per share 1004 4183
Weighted average number of shares for the purposes of basic earnings per share (thousand) 6961936 5657794
Effect of dilution:
Equity settled share-based payments 18 26847 22790
Convertible bonds 19 0 406738
Weighted average number of shares for the purposes of diluted earnings per share (thousand) 6988783 6087322
Basic earnings per share (US$) 0.14 0.72

Diluted earnings per share (US$) 0.14 0.69
In 2012, the convertible bonds have been anti-dilutive and therefore have been excluded from the diluted earnings per share calculation.
|| Annual
Annual Report
Report 2010
2012 | 139
17. Dividends
Paid during the year:

Final dividend for 2011 $0.10 per ordinary share (2010 $ nil per class B share) 692 0
Interim dividend for 2012 $0.054 per ordinary share (2011 $0.05 per ordinary share) 374 346
Total 1066 346
Proposed final dividend for 2012 $0.1035 per ordinary share (2011 $0.10 per ordinary share) 735 692
The proposed final dividend is subject to approval by shareholders at the Annual General Meeting and has not been included
as a liability in these financial statements. Dividends declared in respect of the year ended 31December 2012 will be paid on
7June2013. The 2012 interim dividend was paid on 13September 2012.
18. Share-based payments
2011 Phantom Equity Awards

In April and May 2011 in connection with the Listing, 24,024,765 phantom equity awards were made to certain employees in lieu
of interests in Glencores existing equity ownership schemes. At grant date, each phantom equity award is equivalent to one
ordinary share of Glencore. The phantom equity awards vest on or before 31December 2013, subject to the continued employ-
ment of the award holder. Phantom equity awards may be satisfied, at Glencores option, in shares by the issue of new ordinary
shares, by the transfer of ordinary shares held in treasury or by the transfer of ordinary shares purchased in the market or in cash
(with a value equal to the market value of the award at vesting, including dividends paid between Listing and vesting). Glencore
currently intends to settle these awards in shares. The aggregate number of ordinary shares underlying the awards was 24,024,765.
The fair value of the awards at the issue date was $8.56 per award for an aggregate fair value of $206million determined by refer-
ence to the Listing price at the grant date. As at 31December 2012, the number of shares underlying the awards was 20,141,592
(2011: 22,789,924). The total expense recognised in the period was $109million (2011: $58million).
2012 Deferred Bonus Plan

Under the Glencore Deferred Bonus Plan (DBP), the payment of a portion of a participants annual bonus is deferred for a period
of one to two years as an award of either ordinary shares (a Bonus Share Award) or cash (a Bonus Cash Award). The awards
are vested at grant date with no further service condition however they are subject to forfeiture for malus events. In May 2012,
awards were made under Glencores annual bonus arrangements. Bonus Cash Awards amounted to $15million and will be paid on
30June 2013. Bonus Share Awards equivalent to 3,710,652 ordinary shares will be settled on either 30June 2013 or 30June 2014.
The share price at the issue date of the Bonus Share Awards settling on 30June 2013 was $4.82 per award for an aggregate fair
value of $9million and the share price at the issue date of the Bonus Share Awards settling on 30June 2014 was $5.40 per award
for an aggregate fair value of $11million. The Bonus Share Awards may be satisfied, at Glencores option, in shares by the issue of
new ordinary shares, by the transfer of ordinary shares held in treasury or by the transfer of ordinary shares purchased in the market
or in cash, with a value equal to the market value of the award at settling, including dividends paid between award and settling.
Glencore currently intends to settle these awards in shares.
As at 31December 2012, the number of shares underlying the awards was 3,442,057 (2011:nil). The associated expense was
recorded in the statement of income as part of the regular accrual for performance bonuses.
2012 Performance share plan

Under the Glencore Performance Share Plan (PSP), participants are awarded PSP awards which vest in annual tranches over a speci-
fied period, subject to continued employment and forfeiture for malus events. At grant date, each PSP award is equivalent to one
ordinary share of Glencore.
In 2012, 3,262,938 awards were granted that will vest in three equal tranches on 30June 2013, 30June 2014 and 30June 2015
respectively. The fair value of the awards (determined by reference to the market price of Glencores ordinary shares at grant date)
was $5.40 per award for an aggregate fair value of $18million. The PSP awards may be satisfied, at Glencores option, in shares by
the issue of new ordinary shares, by the transfer of ordinary shares held in treasury or by the transfer of ordinary shares purchased
in the market or in cash, with a value equal to the market value of the award at vesting, including dividends paid between award
and vesting. Glencore currently intends to settle these awards in shares.
As at 31December 2012, the number of shares underlying the awards was 3,262,938 (2011: nil). The expense recognised in the
period was $2million (2011: $ nil million).

2010 ||
19. Borrowings
Non current borrowings

144A Notes 948 947
Xstrata secured bank loans 0 2688
Convertible bonds 2172 2152
Euro, Sterling and Swiss Franc bonds 7530 5490
Perpetual notes 348 347
Ordinary profit participation certificates 332 750
Committed syndicated revolving credit facilities 5881 5907
Viterra senior unsecured notes 24 592 0
Finance lease obligations 28 233 278
Other bank loans 992 1285
Total non current borrowings 19028 19844
Current borrowings
Committed secured inventory/receivables facilities 3702 2640
Uncommitted secured inventory/receivables facilities 1692 1295
U.S. commercial paper 726 512
Xstrata secured bank loans 2696 0
Eurobonds 1061 0
Viterra acquisition financing facility 1503 0
Ordinary profit participation certificates 418 533
Finance lease obligations 28 48 39
Other bank loans1 4652 3205
Total current borrowings 16498 8224
C omprises various uncommitted bilateral bank credit facilities and other financings.
144A Notes
$950million 6% coupon Notes due April 2014. The Notes are recognised at amortised cost at an effective interest rate of 6.15%
per annum.
Xstrata secured bank loans

In June 2011, Glencore refinanced the$2.8billion facilities with 2 year$2.7billion equivalent facilities. The facilities have been
accounted for as secured bank loans which bear interest at a rate of U.S.$LIBOR plus 95 basis points per annum. As at 31Decem-
ber 2012, shares representing$5,397million (2011:$5,343million) of the carrying value of Glencores investment in Xstrata were
pledged as security.
Convertible bonds
$2,300million 5% coupon convertible bonds due December 2014. The bonds are convertible at the option of the investors into
417,491,096 ordinary shares of Glencore International plc. The bonds consist of a liability component and an equity component.
The fair values of the liability component ($2,211 million) and the equity component ($89 million) were determined, using the
residual method, at issuance of the bonds. The liability component is measured at amortised cost at an effective interest rate of
5.90% per annum.
|| Annual
Annual Report
Report 2010
2012 | 141
Euro, Sterling and Swiss Franc bonds

The Group has issued bonds denominated in Euro, Sterling and Swiss Franc where upon issuance, the principal amounts and the
future interest payments were swapped (using instruments which qualify as cash flow hedges) into their U.S. Dollar equivalent. The
details of amounts issued and outstanding are as follows:
US$fixed
Initial US$ interest
US$million Maturity equivalent rate in % 2012 2011
Euro 850million 5.250% coupon bonds Oct 2013 0 1045

Euro 750million 7.125% coupon bonds April 2015 1200 6.86 982 944
Euro 1250million 5.250% coupon bonds March 2017 1708 6.07 1648 1623
Euro 1250million 4.125% coupon bonds April 2018 1667 4.46 1626 0
Eurobonds 4575 4256 3612
GBP 650million 6.50% coupon bonds Feb 2019 1266 6.58 1045 996
GBP 500million 5.50% coupon bonds April 2022 800 5.50 837 0
Sterling bonds 2066 1882 996
CHF825million 3.625% coupon bonds April 2016 828 4.87 903 882
CHF450million 2.625% coupon bonds Dec 2018 492 4.33 489 0
Swiss Franc bonds 1320 1392 882
Total non current 7961 7530 5490
Euro 850million 5.250% coupon bonds Oct 2013 1078 6.60 1061 0
Total current 1078 1061 0
In April 2012, Glencore issued EUR1,250million ($1,667million) 4.125% interest bearing bonds due April 2018 and GBP 300million
($480million) 5.5% interest bearing bonds due April 2022. In November 2012, Glencore issued a further GBP 200million ($320mil-
lion) bonds under the same terms as the April issuance.
In July 2012, Glencore issued CHF450million ($492million) 2.625% interest bearing bonds due December 2018.
Perpetual notes
$350million of 7.5% Perpetual bonds outstanding. The bonds are callable at par every quarter starting October 2015.
Ordinary profit participation certificates

Profit participation certificates bear interest at 6 month U.S.$LIBOR, are repayable over 5 years (with final payments due in 2016)
and in the event of certain triggering events, which include any breach of a financial covenant, would be subordinated
to unsecured lenders.
Committed syndicated revolving credit facility

In April 2012 Glencore signed new committed revolving credit facilities, which renewed existing revolving credit facilities. Funding
terms are essentially unchanged in comparison to the previous facilities. The facilities comprise a $4,435million 14 month revolving
credit facility with a borrowers 10 month term-out option and a 10 month extension option, that refinanced Glencores existing
$3,535million 364-day revolving credit facility. The facility has two tranches of $3,725million and $710million respectively. In
addition, the maturity of $8,030million of the existing $8,370million 3-year revolving credit facility has been extended for a further
year to May 2015.
Viterra senior unsecured notes

As part of the acquisition of Viterra, Glencore assumed $596million senior unsecured notes, of which $400million mature in
August 2020 and CAD 200million ($196million) in February 2021. The notes bear interest at 6.19% and 7.45% respectively.

2010 ||
Committed secured inventory/receivables facilities
Borrowing
US$million Maturity base Interest 2012 2011
Metals inventory/receivables facility Oct 2013 2220 U.S.$ LIBOR + 120 bpa 2220 1700
Agricultural products inventory/receivables
facility Nov 2013 300 U.S.$ LIBOR + 130 bpa 232
Jun/Aug U.S.$ LIBOR/EURIBOR +
Oil receivables facilities 2013 1250 105 to 115 bpa 1250 940
Total 3770 3702 2640
U.S. commercial paper

Glencore has in place a stand alone U.S. commercial paper program for$1,000million rated A2 and P2 respectively by S&Ps and
Moodys rating agencies. The notes issued under this program carry interest at floating market rates and mature not more than
270 days from the date of issue.
Viterra acquisition financing facility

In June 2012, Glencore signed a $1.5billion multi-currency committed one year credit facility with a one year term-out option at
Glencores discretion. Funds drawn under the facility bear interest at U.S.$ LIBOR plus 200 basis points per annum.
20. deferred income
Unfavourable
US$million Notes contract Prepayment Total
1January 2011 190 190

Utilised in the year 8 8
31December 2011 182 182
1January 2012 182 182

Assumed in business combination 24 688 0 688
Utilised in the year 72 19 91
Effect of foreign currency exchange difference 62 0 62
31December 2012 554 163 717
Includes the current portion of $92million in respect of the unfavourable contract and $24million in respect of the prepayment.
Unfavourable contract
Upon acquisition of Optimum in March 2012 (see note24), Glencore recognised a liability of $688million related to an acquired
contractual agreement to deliver 44million tonnes of coal over a period ending 31December 2018 at fixed prices lower than the
prevailing market price for coal of equivalent quality. This amount will be released to revenue as the underlying tonnes of coal are
delivered to the buyer over the life of the contract at the rate consistent with the implied forward price curve at the time of the
acquisition. As at year end, approximately 39million tonnes of coal remain to be delivered.
Prepayment
During 2006, Glencore entered into an agreement to deliver, depending on mine production, up to 4.75million ounces per year of
silver, a by-product from its mining operations, for a period of 15 years at a fixed price for which Glencore received a partial upfront
payment of$285million. The outstanding balance represents the remaining portion of the upfront payment. The upfront payment
is released to revenue at a rate consistent with the implied forward price curve at the time of the transaction and the actual quanti-
ties delivered. As at 31December 2012, 17.9million ounces (2011: 15million ounces) have been delivered.
|| Annual
Annual Report
Report 2010
2012 | 143
21. Provisions
Post Rehabilita- Demurrage

retirement Employee tion Onerous and related
US$million Notes benefits entitlement costs contracts claims Other Total
1January 2011 60 98 379 93 61 200 891

Provision utilised in the year 1 17 14 89 10 64 195
Accretion in the year 0 0 24 0 0 0 24
Assumed in business combination 24 0 0 43 0 0 14 57
Additional provision in the year 2 35 142 0 23 72 274
31December 2011 61 116 574 4 74 222 1051
1January 2012 61 116 574 4 74 222 1051

Provision utilised in the year 1 2 41 4 60 80 188
Accretion in the year 0 0 33 0 0 0 33
Assumed in business combination 24 19 19 325 0 0 49 412
Additional provision in the year 14 14 83 0 0 170 281
Effect of foreign currency
exchange difference 0 0 23 0 0 0 23
31December 2012 93 147 951 0 14 361 1566
See note22.
2
O
ther includes provisions in respect of mine concession obligations of $54 million (2011: $52 million), construction related contractual provi-
sions of $79 million (2011: $27 million), export levies of $ 37 million (2011: $ 45 million) and deferred purchase consideration of $8 million
(2011:$33million).
Includes $ nil million (2011: $4million) in respect of onerous contracts, $14million (2011: $74million) in respect of demurrage and related
claims and $48million (2011: $20million) in respect of other disclosed as current.
Employee entitlement
The employee entitlement provision represents the value of governed employee entitlements due to employees upon their
termination of employment. The associated expenditure will occur in a pattern consistent with when employees choose to exercise
their entitlements.
Rehabilitation costs
Rehabilitation provision represents the accrued cost required to provide adequate restoration and rehabilitation upon the comple-
tion of extraction activities. These amounts will be settled when rehabilitation is undertaken, generally at the end of a projects life,
which ranges from 2 to 50 years.
22. Personnel costs and employee benefits
Total personnel costs, which includes salaries, wages, social security, other personnel costs and share-based payments, incurred
for the years ended December 31, 2012 and 2011, were$2,013million and$1,723million, respectively. Personnel costs related to
consolidated industrial subsidiaries of$1,368million (2011:$1,203million) are included in cost of goods sold. Other personnel
costs, including the 2012 deferred bonus and performance share plans, are included in selling and administrative expenses and
the 2011 phantom equity awards are included in other expense.
The Company and certain subsidiaries sponsor various pension schemes in accordance with local regulations and practices.
Eligibility for participation in the various plans is either based on completion of a specified period of continuous service, or date of
hire. The plans provide for certain employee and employer contributions, ranging from 5% to 16% of annual salaries, depending on
the employees years of service. Among these schemes are defined contribution plans as well as defined benefit plans. The main
locations with defined benefit plans are Switzerland, the UK, Canada and the US.
Defined contribution plans

Glencores contributions under these plans amounted to$28million in 2012 and$21million in 2011.

2010 ||
Defined benefit plans

The amounts recognised in the statement of income are as follows:
Current service cost 24 19

Interest cost 22 19
Expected return on plan assets 15 15
Net actuarial losses recognised in the year 15 13
Past service cost 5 2
Exchange differences 1 2
Total 52 36
The actual return on plan assets amounted to a gain of$40million (2011: gain of$4million).
The amounts recognised in the statement of financial position are determined as follows:
Present value of defined benefit obligations 617 513

Less: fair value of plan assets 347 284
Unrecognised actuarial losses 176 164
Restrictions of assets recognised 1 4
Liability in the statement of financial position 21 93 61
Movement in the present value of the defined benefit obligation is as follows:
Opening defined benefit obligation 513 422

Current service cost 24 19
Interest cost 22 19
Past service cost 5 2
Benefits paid 15 26
Actuarial loss 32 67
Exchange differences on foreign plans 1 1
Business combination 21 19 0
Other movements 18 9
Closing defined benefit obligation 617 513
Movement in the present value of the plan assets is as follows:
Opening fair value of plan assets 284 267

Expected return on plan assets 15 15
Contribution from the employer 24 26
Actuarial gain/(loss) 17 20
Exchange differences on foreign plans 3 3
Other movements 10 7
Closing fair value of plan assets 347 284
|| Annual
Annual Report
Report 2010
2012 | 145
The plan assets consist of the following:
Cash and short term investments 4 10

Fixed income 161 109
Equities 132 120
Other 50 45
Total 347 284
The overall expected rate of return is a weighted average of the expected returns of the various categories of plan assets held.
Glencores assessment of the expected returns is based on historical return trends and analysts predictions of the market for the
asset class in the next twelve months.
The principal actuarial assumptions used were as follows:
2012 2011
Discount rate 36% 37%

Expected return on plan assets 37% 38%
Future salary increases 25% 25%
Future pension increases 34% 34%
Mortality assumptions are based on the latest available standard mortality tables for the individual countries concerned.
These tables imply expected future lifetimes (in years) for employees aged 65 as at the 31December 2012 of 18 to 24 for males
(2011: 18 to 24) and 20 to 25 (2011: 20 to 25) for females. The assumptions for each country are reviewed each year and are adjusted
where necessary to reflect changes in fund experience and actuarial recommendations.
The Group expects to make a contribution of$24million (2011:$26million) to the defined benefit plans during the next financial
year.
Summary historical information:
Present value of
defined benefit Fair value of
US$million obligation plan assets
2010 422 267

2009 363 232
2008 324 190
23. ACCOUNTS PAYABLE
Trade payables 19890 14523

Trade advances from buyers 546 828
Associated companies 1552 1511
Other payables and accrued liabilities 1513 1274
Total 23501 18136

2010 ||
24. Acquisition and disposal of subsidiaries
2012
Acquisitions
European
US$million Viterra Mutanda Optimum Rosh Pinah Manganese Other Total
Non current assets

Property, plant and equipment 2505 3496 1311 231 72 259 7874
Intangible assets 102 0 1096 0 0 0 1198
Investments in Associates 76 0 0 1 0 0 77
Loans and advances 6 11 175 0 0 0 192
Deferred tax asset 1 0 0 0 5 0 6
2690 3507 2582 232 77 259 9347
Current assets
Inventories 1572 223 50 13 127 44 2029
Accounts receivable 1063 99 57 8 85 11 1323
Cash and cash equivalents 1097 38 25 8 16 11 1195
Assets held for sale 2677 0 0 0 0 0 2677
6409 360 132 29 228 66 7224
Non controlling interest 0 807 460 28 0 28 1323
Non current liabilities

Non current borrowings 592 5 99 1 0 1 698
Other non current liabilities 0 6 9 0 0 0 15
Non current deferred income 0 0 591 0 0 0 591
Non current provisions 114 7 235 10 0 40 406
Deferred tax liabilities 279 882 335 56 0 25 1577
985 900 1269 67 0 66 3287
Current liabilities
Current borrowings 1222 0 6 0 2 0 1230
Accounts payable 1496 152 100 16 113 43 1920
Current deferred income 0 0 97 0 0 0 97
Current provision 6 0 0 0 0 0 6
Liabilities held for sale 461 0 0 0 0 0 461
3185 152 203 16 115 43 3714
Total fair value of net assets acquired 4929 2008 782 150 190 188 8247
Goodwill arising on acquisition 1251 0 0 0 0 0 1251
Less: Amounts previously recognised
through investments and loans 0 1528 381 0 0 51 1960
Less: cash and cash equivalents acquired 1097 38 25 8 16 11 1195
Acquisition related costs4 120
Net cash used in acquisition of subsidiaries 5083 442 376 142 174 126 6463
Less: Asset acquirer loans 2580 0 0 0 0 0 2580
Net cash outflow 2503 442 376 142 174 126 3883
1
he fair values are provisional due to the complexity of the valuation process. The finalisation of the fair value of the assets and liabilities
T
acquired will be completed within 12 months of the acquisition.
There is no material difference between the gross contractual amounts for loans and advances and accounts receivable and their fair value.
3
The goodwill arising on acquisition is not deductible for tax purposes.
4
Includes $58million related to the Xstrata acquisition, see note28.
|| Annual
Annual Report
Report 2010
2012 | 147
Viterra
On 17December 2012, Glencore completed the acquisition of a 100% interest in Viterra Inc., a leading global agricultural commod-
ity business for a cash consideration of $6.2billion ($3.6 billion net of asset acquirer loans).
As part of the acquisition, Glencore entered into agreements with Agrium and Richardson which provide for the on-sale of certain
assets of Viterra.
Agrium has agreed to acquire assets which comprise a majority of Viterras retail agri-products business including its 34% interest
in Canadian Fertilizer Limited (CFL) for CAD 1,775million ($1,781million) in cash, subject to any final specified purchase price
adjustments such as payment for working capital and required regulatory approvals. Richardson has agreed to acquire 23% of
Viterras Canadian grain handling assets, certain agri-centres and certain processing assets in North America for CAD 796million
($799million) in cash, subject to any final specified purchase price adjustments such as payment for working capital. Upon clos-
ing of the Viterra acquisition, Agrium and Richardson advanced the agreed consideration. The businesses which they will acquire
have been presented in single line items as assets and liabilities held for sale (see note14). Upon closing of these divestitures, the
relevant net assets will be transferred to Agrium and Richardson and set off against the asset acquirer loans.
The acquisition of Viterra brings Glencore critical mass in the key grain markets of North America through Viterras substantial
Canadian operations and greatly expands Glencores existing operations in Australia. This acquisition is consistent with Glencores
strategy to enhance its position as a leading participant in the global grain and oil seeds markets. It has been accounted for as a
business combination.
If the acquisition had taken place effective 1January 2012, the operation would have contributed additional revenue of $12,816mil-
lion and an increase in attributable income of $264million. From the date of acquisition the operation contributed $5million and
$898million to Glencores attributable income and revenue, respectively.
Glencore incurred acquisition related costs of $54million and a realised foreign currency gain of $65million on Canadian dollar
hedges entered into in May in expectation of the acquisition (both items included within other expense net, see note4).
Optimum
In March 2012, Glencore acquired an additional 31.8% interest in Optimum, a South African coal mining company, for a total con-
sideration of $401million thereby increasing its ultimate ownership in Optimum from 31.2% to 63.0% and enhancing its existing
South African coal market presence. Prior to acquisition, Glencore owned a 31.2% interest in Optimum which, in accordance with
IFRS 3, at the date of acquisition was revalued to its fair value of $381million and as a result, a loss of $20million was recognised
in other expense net (see note4). The acquisition has been accounted for as a business combination with the non controlling
interest being measured at its percentage of net assets acquired.
If the acquisition had taken place effective 1January 2012, the operation would have contributed additional revenue of $196mil-
lion and additional attributable income of $19million. From the date of acquisition the operation contributed $27million and
Mutanda
In April 2012, Glencore concluded its agreement to acquire an additional 20% interest in Mutanda, a copper and cobalt mining
company located in the Democratic Republic of the Congo, for a total cash consideration of $480million (equity of $420million
and shareholder debt of $60million) thereby increasing its ultimate ownership in Mutanda from 40% to 60% and enhancing its
attributable copper production base. Prior to acquisition, Glencore owned a 40% interest in Mutanda which, in accordance with
IFRS 3, at the date of acquisition was revalued to its fair value of $837million and as a result, a gain of $517million was recognised
in other expense net (see note4). The acquisition has been accounted for as a business combination with the non controlling
lion and additional attributable income of $9million. From the date of acquisition the operation contributed $23million and
In addition to the acquisition of the 20% interest in Mutanda noted above, Glencore concurrently entered into a put and call option
arrangement, whereby Glencore has the right to acquire and the seller has the ability to force Glencore to acquire an additional
20% interest in Mutanda for a total cash consideration of $ 430 million. The put and call options are exercisable in the period
between 15December 2013 and 31December 2013. The present value of the put option ($419million) has been accounted for as
an other financial liability with the corresponding amount recognised against non controlling interest.

2010 ||
Rosh Pinah
In June 2012, Glencore completed the acquisition of an 80.1% interest in Rosh Pinah, a Namibian zinc and lead mining operation,
for a cash consideration of $150million increasing our zinc and lead production footprint. The acquisition has been accounted for
as a business combination with the non controlling interest being measured at its percentage of net assets acquired.
If the acquisition had taken place effective 1January 2012, the operation would have contributed additional revenue of $78million
and a decrease in attributable income of $2million. From the date of acquisition the operation contributed $1million and $51mil-
lion to Glencores attributable income and revenue, respectively.
European Manganese
In November 2012, Glencore completed the acquisition of a 100% interest in Vales European manganese ferro alloys operations,
located in Dunkirk, France and Mo I Rana, Norway, for a cash consideration of $190million. This is the first time that Glencore has
expanded into manganese production, strengthening its marketing offer and complementing existing production of steel-making
products. The acquisition has been accounted for as a business combination.
lion and a decrease in attributable income of $18million. From the date of acquisition the operation contributed $49million to
revenue and a reduction in attributable income of $7million.
Other
Other comprises primarily an acquisition of a 100% interest in a sunseed crushing operation in Ukraine for a cash consideration of
$80million. If the acquisitions had taken place effective 1January 2012, the operations would have contributed additional revenue
of $2million and a decrease in attributable income of $1million. From the date of acquisition the operation contributed $1million
and $16million to Glencores attributable income and revenue, respectively.
2012
Disposals
In December 2012, Glencore disposed of its 100% interest in Chemoil Storage Limited (part of Chemoil Group), which owned and
operated the Helios Terminal, for a cash consideration of $287million.
US$million Total
Property, plant and equipment 279

Accounts receivable 1
Cash and cash equivalents 2
Non current borrowings 7
Deferred tax liabilities 7
Current borrowings 1
Total net assets disposed 267
Net gain on disposal 20

Net cash proceeds 287
Less: cash and cash equivalents disposed of 2
Net cash received on disposal of subsidiary 285
|| Annual
Annual Report
Report 2010
2012 | 149
2011
Acquisitions
During 2011, Glencore acquired interests in various businesses, the most significant being Umcebo Mining (Pty) Ltd (Umcebo).
The net cash used in the acquisition of subsidiaries and the fair value of the assets acquired and liabilities assumed at the date of
acquisition are detailed below:
US$million Umcebo
Other Total
Provisional
as previously Fair value Final fair value Fair value at
reported adjustments at acquisition acquisition

Investments in Associates 10 0 10 0 10
Loans and advances 30 0 30 6 36
Inventories 10 0 10 13 23
Accounts receivable 34 0 34 19 53
Cash and cash equivalents 4 0 4 14 18
Non controlling interest 208 63 145 7 152
Non current borrowings 57 0 57 12 69
Deferred tax liabilities 118 9 109 3 112
Provisions 53 0 53 4 57
Accounts payable 84 0 84 28 112
Current borrowings 0 0 0 7 7
Total fair value of net assets acquired 123 0 123 224 347
Goodwill arising on acquisition 0 0 0 36 36
Less: cash and cash equivalents acquired 4 0 4 14 18
Less: contingent consideration4 0 0 0 15 15
Net cash used in acquisition of subsidiaries 119 0 119 231 350
1
he accounting was provisional at 31December 2011 due to the timing and complexity of the transaction. These adjustments arose due to the
T
revisions to the valuations of property, plant and equipment, the recognition of port allocation rights, the recognition of tax liabilities and the
resulting impact on minority interests. In 2012, the acquisition accounting was finalised.
2
Represents the gross contractual amount for loans and advances and accounts receivable.
3
None of the goodwill arising on acquisition is deductible for tax purposes.
4
T he contingent consideration of $15million related to the purchase of assets of OceanConnect has been settled in 2012 for $10million and
a gain of $5million has been realised.
Umcebo
In December 2011, in order to increase its South African coal market presence, Glencore completed the acquisition of a 43.7% stake
in Umcebo, an unlisted South African coal mining company, for$123million cash consideration. Although Glencore holds less than
50% of the voting rights, it has the ability to exercise control over Umcebo as the shareholder agreements allow Glencore to control
the Board of Directors through the ability to appoint half of the Directors and the CEO, who has the casting vote in respect of the
financial and operating policies of Umcebo. The acquisition was accounted for as a business combination with the non controlling
lion and a decrease in attributable income of $3million. From the date of acquisition the operation contributed $nilmillion and
$nilmillion to Glencores income and revenue, respectively, due to the fact that the acquisition was completed in late Decem-
ber2011.

2010 ||
Other
Other comprises primarily acquisitions of crushing operations in the Czech Republic and a 90.7% interest of crushing operations in
Poland for cash consideration of$82million and$71million, respectively, a 100% interest in Sable Zinc Kabwe Limited, a Zambian
metal-processing operation for cash consideration of$29million and certain assets related to the business of OceanConnect
for total consideration of$30million. The goodwill recognised in connection with these acquisitions principally related to Ocean-
Connect.
If these acquisitions had taken place effective 1 January 2011, the operations would have contributed revenue of $104 million
and a decrease in attributable income of $19 million. From the date of acquisition the operations contributed $ 1,321 million
and $9million to Glencores revenue and income, respectively.
Disposals
In 2011, there were no material disposals of subsidiaries.
25. Financial and capital risk management
Financial risks arising in the normal course of business from Glencores operations comprise market risk (including commodity
price risk, interest rate risk and currency risk), credit risk (including performance risk) and liquidity risk. It is Glencores policy and
practice to identify and, where appropriate and practical, actively manage such risks to support its objectives in managing its
capital and future financial security and flexibility. Glencores overall risk management program focuses on the unpredictability of
financial markets and seeks to protect its financial security and flexibility by using derivative financial instruments where possible
to substantially hedge these financial risks. Glencores finance and risk professionals, working in coordination with the commodity
departments, monitor, manage and report regularly to senior management, the Audit Committee and ultimately the Board of
Directors on the approach and effectiveness in managing financial risks along with the financial exposures facing the Group.
Glencores objectives in managing capital attributable to equity holders include preserving its overall financial health and strength
for the benefit of all stakeholders, maintaining an optimal capital structure in order to provide a high degree of financial flexibility
at an attractive cost of capital and safeguarding its ability to continue as a going concern, while generating sustainable long term
profitability. Paramount in meeting these objectives is Glencores policy to maintain an investment grade rating status. Following
the Xstrata merger and Viterra acquisition announcements, Glencores current credit ratings are Baa2 (stable) from Moodys and
BBB (stable) from S&P.
Dividend policy
The Company intends to pursue a progressive dividend policy with the intention of maintaining or increasing its total ordinary divi-
dend each year. Dividends are expected to be declared by the Board semi-annually (with the half-year results and the preliminary
full year results). Interim dividends are expected to represent approximately one-third of the total dividend for any year. Dividends
will be declared and paid in U.S. dollars, although Shareholders will be able to elect to receive their dividend payments in pounds
sterling, Euros or Swiss Francs based on the exchange rates in effect around the date of payment. Shareholders on the Hong Kong
branch register will receive their dividends in Hong Kong dollars.
Commodity price risk

Glencore is exposed to price movements for the inventory it holds and the products it produces which are not held to meet priced
forward contract obligations and forward priced purchase or sale contracts. Glencore manages a significant portion of this expo-
sure through futures and options transactions on worldwide commodity exchanges or in over the counter (OTC) markets, to the
extent available. Commodity price risk management activities are considered an integral part of Glencores physical commodity
marketing activities and the related assets and liabilities are included in other financial assets from and other financial liabilities to
derivative counterparties, including clearing brokers and exchanges. Whilst it is Glencores policy to substantially hedge its com-
modity price risks, there remains the possibility that the hedging instruments chosen may not always provide effective mitigation
of the underlying price risk. The hedging instruments available to the marketing businesses may differ in specific characteristics to
the risk exposure to be hedged, resulting in an ongoing and unavoidable basis risk exposure. Residual basis risk exposures repre-
sent a key focus point for Glencores commodity department teams who actively engage in the management of such.
In previous years Glencore entered into futures transactions (designated as cash flow hedges) to hedge the price risk of specific
future operating expenditure with a notional sell amount of $181million and a recognised fair value liability of $101million as at
31December 2011. These cash flow hedges matured and were closed in 2012. As at 31December 2012, there were no open cash
flow hedge positions related to future operating expenditure.
|| Annual
Annual Report
Report 2010
2012 | 151
Value at risk
One of the tools used by Glencore to monitor and limit its primary market risk exposure, namely commodity price risk related to its
physical marketing activities, is the use of a value at risk (VaR) computation. VaR is a risk measurement technique which estimates
the potential loss that could occur on risk positions as a result of movements in risk factors over a specified time horizon, given a
specific level of confidence. The VaR methodology is a statistically defined, probability based approach that takes into account
market volatilities, as well as risk diversification by recognising offsetting positions and correlations between commodities and
markets. In this way, risks can be measured consistently across all markets and commodities and risk measures can be aggregated
to derive a single risk value. Glencores Board has set a consolidated VaR limit (1 day 95%) of $100million representing less than
0.5% of total equity.
Glencore uses a VaR approach based on Monte Carlo simulations and is computed at a 95% confidence level with a weighted data
history using a combination of a one day and one week time horizon.
Position sheets are regularly distributed and monitored and weekly Monte Carlo simulations are applied to the various business groups
net marketing positions to determine potential future exposures. As at 31December2012, Glencores 95%, one day market risk VaR was
$49million (2011:$28million). Average market risk VaR (1 day 95%) during 2012 was$40million compared to $39million during 2011.
VaR does not purport to represent actual gains or losses in fair value on earnings to be incurred by Glencore, nor does Glencore
claim that these VaR results are indicative of future market movements or representative of any actual impact on its future results.
VaR should always be viewed in the context of its limitations; notably, the use of historical data as a proxy for estimating future
events, market illiquidity risks and tail risks. Glencore recognises these limitations, and thus complements and continuously refines
its VaR analysis by analysing forward looking stress scenarios and back testing calculated VaR against actual movements arising in
the next business day and week.
Glencores VaR computation currently covers its business in the key base metals (aluminium, nickel, zinc, copper, lead, etc), coal,
iron ore, oil/natural gas and the main risks in the Agricultural products business segment (grain, oil seeds, sugar and cotton) and
assesses the open-priced positions which are those subject to price risk, including inventories of these commodities. Due to the
lack of a liquid terminal market, Glencore does not include a VaR calculation for products such as alumina or certain ferro alloy com-
modities as it does not consider the nature of these markets, nor the Groups underlying exposures to these products to be suited
to this type of analysis. Alternative tools have been implemented and are used to monitor exposures related to these products.
Net present value at risk

Glencores future cash flows related to its forecast energy, metals and minerals and agricultural production activities are also
exposed to commodity price movements. Glencore manages this exposure through a combination of portfolio diversification,
occasional shorter term hedging via futures and options transactions, insurance products and continuous internal monitoring,
reporting and quantification of the underlying operations estimated cashflows and valuations.
Interest rate risk

Glencore is exposed to various risks associated with the effects of fluctuations in the prevailing levels of market interest rates on
its assets and liabilities and cash flows. Matching of assets and liabilities is utilised as the dominant method to hedge interest rate
risks. Floating rate debt which is predominantly used to fund fast turning working capital (interest is internally charged on the fund-
ing of this working capital) is primarily based on U.S.$LIBOR plus an appropriate premium. Accordingly, prevailing market interest
rates are continuously factored into transactional pricing and terms.
Assuming the amount of floating rate liabilities at the reporting period end were outstanding for the whole year, interest rates were
50 basis points higher/lower and all other variables held constant, Glencores income and equity for the year ended 31Decem-
ber2012 would decrease/increase by $109million (2011: $98million).
Currency risk
The U.S. Dollar is the predominant functional currency of the Group. Currency risk is the risk of loss from movements in exchange
rates related to transactions and balances in currencies other than the U.S. Dollar. Such transactions include operating expendi-
ture, capital expenditure and to a lesser extent purchases and sales in currencies other than the functional currency. Purchases
or sales of commodities concluded in currencies other than the functional currency, apart from certain limited domestic sales at
industrial operations which act as a hedge against local operating costs, are hedged through forward exchange contracts. Con-
sequently, foreign exchange movements against the U.S. Dollar on recognised transactions would have an immaterial financial
impact. Glencore enters into currency hedging transactions with leading financial institutions.
Glencores debt related payments (both principal and interest) are denominated in or swapped using hedging instruments into
U.S. Dollars. Glencores operating expenses, being a small portion of its revenue base, are incurred in a mix of currencies of which
the U.S. Dollar, Swiss Franc, Pound Sterling, Canadian Dollar, Australian Dollar, Euro, Kazakhstan Tenge, Colombian Peso and South
African Rand are the predominant currencies.

2010 ||
Glencore has issued Euro, Swiss Franc and Sterling denominated bonds (see note19). Cross currency swaps were concluded to
hedge the currency risk on the principal and related interest payments of these bonds. These contracts were designated as cash
flow hedges of the foreign currency risks associated with the bonds. The fair value of these derivatives is as follows:
Notional amounts Recognised fair values Average

US$million Buy Sell Assets Liabilities maturity
Cross currency swap agreements 2012 0 9039 0 82 2017

Cross currency swap agreements 2011 0 6080 0 174 2015
Refer to note19 for details.
Credit risk
Credit risk arises from the possibility that counterparties may not be able to settle obligations due to Glencore within their agreed
payment terms. Financial assets which potentially expose Glencore to credit risk consist principally of cash and cash equivalents,
receivables and advances, derivative instruments and non current advances and loans. Glencores credit management process
includes the assessment, monitoring and reporting of counterparty exposure on a regular basis. Glencores cash and cash equiva-
lents are placed overnight with a diverse group of highly credit rated financial institutions. Credit risk with respect to receivables
and advances is mitigated by the large number of customers comprising Glencores customer base, their diversity across various
industries and geographical areas, as well as Glencores policy to mitigate these risks through letters of credit, netting, collateral
and insurance arrangements where appropriate. Additionally, it is Glencores policy that transactions and activities in trade related
financial instruments be concluded under master netting agreements or long form confirmations to enable offsetting of balances
due to/from a common counterparty in the event of default by the counterparty. Glencore actively and continuously monitors
the credit quality of its counterparties through internal reviews and a credit scoring process, which includes, where available,
public credit ratings. Balances with counterparties not having a public investment grade or equivalent internal rating are typically
enhanced to investment grade through the extensive use of credit enhancement products, such as letters of credit or insurance
products. Glencore has a diverse customer base, with no customer representing more than 3% (2011: 3%) of its trade receivables
(on a gross basis taking into account credit enhancements) or accounting for more than 2% of its revenues over the year ended
2012 (2011: 2%).
The maximum exposure to credit risk, without considering netting agreements or without taking account of any collateral held or
other credit enhancements, is equal to the carrying amount of Glencores financial assets plus the guarantees to third parties and
Associates (see note29).
Performance risk
Performance risk arises from the possibility that counterparties may not be willing or able to meet their future contractual physical
sale or purchase obligations to/from Glencore. Glencore undertakes the assessment, monitoring and reporting of performance
risk within its overall credit management process. Glencores market breadth, diversified supplier and customer base as well as the
standard pricing mechanism in the majority of Glencores commodity portfolio which does not fix prices beyond three months,
with the main exceptions being coal and cotton where longer term fixed price contracts are common, ensure that performance
risk is adequately mitigated. The commodity industry has trended towards shorter fixed price contract periods, in part to mitigate
against such potential performance risk, but also due to the development of more transparent and liquid spot markets, e.g. coal
and iron ore and associated derivative products and indexes.
Liquidity risk
Liquidity risk is the risk that Glencore is unable to meet its payment obligations when due, or that it is unable, on an ongoing basis,
to borrow funds in the market on an unsecured or secured basis at an acceptable price to fund actual or proposed commitments.
Prudent liquidity risk management implies maintaining sufficient cash and cash equivalents through the availability of adequate
committed funding facilities. Glencore has set itself an internal minimum liquidity target to maintain at all times, available commit-
ted undrawn credit facilities of$3billion (2011: $3billion). Glencores credit profile, diversified funding sources and committed
credit facilities, ensure that sufficient liquid funds are maintained to meet its liquidity requirements. As part of its liquidity manage-
ment, Glencore closely monitors and plans for its future capital expenditure and proposed investments, as well as credit facility
refinancing/extension requirements, well ahead of time.
Certain borrowing arrangements require compliance with specific financial covenants related to working capital, minimum cur-
rent ratio and a maximum long term debt to tangible net worth ratio. During the period, the Company has complied with these
requirements.
|| Annual
Annual Report
Report 2010
2012 | 153
As at 31December 2012, Glencore had available committed undrawn credit facilities, cash and marketable securities amounting to
$9,018million (2011:$6,831million). The maturity profile of Glencores financial liabilities based on the contractual terms is as follows:
2012 After Due Due Due Due

US$million 5 years 35 years 23 years 12 years 01 year Total
Borrowings 4680 2757 2312 9279 16498 35526

Expected future interest payments 417 684 662 927 1067 3757
Viterra assets acquirer loans 0 0 0 0 2580 2580
Accounts payable 0 0 0 0 23501 23501
Other financial liabilities 0 0 0 0 3388 3388
Total 5097 3441 2974 10206 47034 68752
2011 After Due Due Due Due

US$million 5 years 35 years 23 years 12 years 01 year Total
Borrowings 3285 2178 9985 4396 8224 28068

Expected future interest payments 270 547 768 849 942 3376
Accounts payable 0 0 0 0 18136 18136
Other financial liabilities 0 820 39 394 3551 4804
Total 3555 3545 10792 5639 30853 54384

2010 ||
26. Financial Instruments
Fair value of financial instruments

The following table presents the carrying values and fair values of Glencores financial instruments. Fair value is the amount at
which a financial instrument could be exchanged in an arms length transaction between informed and willing parties, other than
in a forced or liquidated sale. Where available, market values have been used to determine fair values. When market values are
not available, fair values have been calculated by discounting expected cash flows at prevailing interest and exchange rates. The
estimated fair values have been determined using market information and appropriate valuation methodologies, but are not
necessarily indicative of the amounts that Glencore could realise in the normal course of business.
The financial assets and liabilities are presented by class in the tables below at their carrying values, which generally approxi-
mate to the fair values. In the case of$35,526million (2011:$28,029million) of borrowings, the fair value at 31December2012
is$36,371million (2011:$28,247million).
2012 Carrying Available

US$million value1 for sale FVtPL2 Total
Assets
Other investments3 0 840 749 1589
Advances and loans 3758 0 0 3758
Accounts receivable 24882 0 0 24882
Other financial assets 0 0 2650 2650
Cash and cash equivalents and marketable securities 0 0 2820 2820
Total financial assets 28640 840 6219 35699
Liabilities
Borrowings 35526 0 0 35526
Viterra asset acquirer loans 2580 0 0 2580
Accounts payable 23501 0 0 23501
Other financial liabilities 0 0 3388 3388
Total financial liabilities 61607 0 3388 64995
1
arrying value comprises investments, loans, accounts receivable, accounts payable and other liabilities measured at amortised cost.
C
2
F VtPL Fair value through profit and loss held for trading.
3
O ther investments of$1,414million are classified as Level 1 with the remaining balance of$175million classified as Level 3. The change in the
Level 3 other investments is a result of purchases made during the year.
2011 Carrying Available

US$million value1 for sale FVtPL2 Total
Assets
Other investments3 0 842 705 1547
Advances and loans 4141 0 0 4141
Accounts receivable 21895 0 0 21895
Other financial assets 0 0 5065 5065
Cash and cash equivalents and marketable securities 0 0 1345 1345
Total financial assets 26036 842 7115 33993
Liabilities
Borrowings 28068 0 0 28068
Accounts payable 18160 0 0 18160
Other financial liabilities 0 0 4804 4804
Total financial liabilities 46228 0 4804 51032
1
arrying value comprises investments, loans, accounts receivable, accounts payable and other liabilities measured at amortised cost.
C
2
F VtPL Fair value through profit and loss held for trading.
3
O ther investments of$1,429million are classified as Level 1 with the remaining balance of$118million classified as Level 3.
|| Annual
Annual Report
Report 2010
2012 | 155
The following tables show the fair values of the derivative financial instruments including trade related financial and physical for-
ward purchase and sale commitments by type of contract as at 31December 2012 and 2011. Fair values are primarily determined
using quoted market prices or standard pricing models using observable market inputs where available and are presented to
reflect the expected gross future cash in/outflows. Glencore classifies the fair values of its financial instruments into a three level
hierarchy based on the degree of the source and observability of the inputs that are used to derive the fair value of the financial
asset or liability as follows:
Level 1 unadjusted quoted inputs in active markets for identical assets or liabilities; or
Level 2 inputs other than quoted inputs included in Level 1 that are directly or indirectly observable in the market; or
Level 3 unobservable market inputs or observable but can not be market corroborated, requiring Glencore to make market
based assumptions.
Level 1 classifications primarily include futures with a tenor of less than one year and options that are exchange traded. Level 2
classifications primarily include futures with a tenor greater than one year, over the counter options, swaps and physical forward
transactions which derive their fair value primarily from exchange quotes and readily observable broker quotes. Level 3 classifica-
tions primarily include physical forward transactions which derive their fair value predominately from models that use broker quotes
and applicable market based estimates surrounding location, quality and credit differentials. In circumstances where Glencore
cannot verify fair value with observable market inputs (Level 3 fair values), it is possible that a different valuation model could
produce a materially different estimate of fair value.
It is Glencores policy that transactions and activities in trade related financial instruments be concluded under master netting
agreements or long form confirmations to enable balances due to/from a common counterparty to be offset in the event of default
by the counterparty.
Other financial assets
2012
US$million Level 1 Level 2 Level 3 Total
Commodity related contracts

Futures 564 141 0 705
Options 27 0 4 31
Swaps 75 304 0 379
Physical forwards 12 778 485 1275
Financial contracts
Cross currency swaps 5 147 0 152
Foreign currency and interest rate contracts 63 45 0 108
Total 746 1415 489 2650
2011

Futures 2521 528 0 3049
Options 50 0 0 50
Swaps 67 239 0 306
Financial contracts
Total 2699 1908 458 5065

2010 ||
Other financial liabilities
2012
US$million Notes Level 1 Level 2 Level 3 Total

Futures 712 283 0 995
Options 96 1 37 134
Swaps 25 267 0 292
Financial contracts
Put option over non controlling interest 24 0 0 419 419
Total 895 1644 849 3388
2011

Futures 1643 758 0 2401
Options 61 51 25 137
Swaps 31 372 0 403
Financial contracts
Total 1811 2552 441 4804
The following table shows the net changes in fair value of Level 3 other financial assets and other financial liabilities:
Physical Total
US$million Notes forwards Options Level 3
1January 2011 355 99 256

Total gain/(loss) recognised in cost of goods sold 269 1 268
Realised 44 73 29
31December 2011 42 25 17
1January 2012 42 25 17
Total gain/(loss) recognised in cost of goods sold 10 33 23
Put option over non controlling interest 24 0 419 419
Realised 44 21 65
31December 2012 96 456 360

27. AUDITORS REMUNERATION
Remuneration in respect of the audit of Glencores consolidated financial statements 4 3

Other audit fees, primarily in respect of audits of accounts of subsidiaries 13 13
Total audit fees 17 16
Audit-related assurance services 2 2
Corporate finance services 6 12
Taxation compliance services 3 2
Other taxation advisory services 2 1
Other services 2 1
Total non-audit fees 15 18
Total professional fees 32 34
1
I ncluded within corporate finance services for the year ended 31December 2012 is $4million (2011 $nilmillion) of professional fees related
directly to the auditors role as Reporting Accountant in connection with the merger with Xstrata plc (see note28). Within corporate finance
services for the year ended 31December 2011 is $9million of professional fees related directly to the auditors role as Reporting Accountant
in connection with the Listing.
28. Future commitments
Capital expenditure for the acquisition of property, plant and equipment is generally funded through the cash flow generated by
the respective industrial entities. As at 31December 2012,$756million (2011:$884million), of which 63% (2011: 92%) relates to
expenditure to be incurred over the next year, was contractually committed for the acquisition of property, plant and equipment.
Certain of Glencores exploration tenements and licenses require it to spend a minimum amount per year on development
activities, a significant portion of which would have been incurred in the ordinary course of operations. As at 31December 2012,
$343million (2011:$549million) of such development expenditures are to be incurred, of which 41% (2011: 57%) are for commit-
ments to be settled over the next year.
Glencore procures seagoing vessels/chartering services to meet its overall marketing objectives and commitments. At year end,
Glencore has committed to future hire costs to meet future physical delivery and sale obligations and expectations of$1,419mil-
lion (2011:$2,171million) of which$596million (2011:$570million) are with associated companies. 55% (2011: 50%) of the total
charters are for services to be received over the next 2 years.
As part of Glencores ordinary sourcing and procurement of physical commodities and other ordinary marketing obligations, the
selling party may request that a financial institution act as either a) the paying party upon the delivery of product and qualifying
documents through the issuance of a letter of credit or b) the guarantor by way of issuing a bank guarantee accepting responsibility
for Glencores contractual obligations. As at 31December 2012,$10,509million (2011:$8,642million) of such commitments have
been issued on behalf of Glencore, which will generally be settled simultaneously with the payment for such commodity.
Glencore has entered into various operating leases mainly as lessee for office and warehouse/storage facilities. Rental expenses
for these leases totalled respectively$99million and$77million for the years ended 31December 2012 and 2011. Future net
minimum lease payments under non cancellable operating leases are as follows:
Within 1 year 110 76

Between 2 and 5 years 213 147
After 5 years 160 120
Total 483 343

2010 ||
Glencore has entered into finance leases for various plant and equipment items, primarily vessels and machinery. Future net mini-
mum lease payments under finance leases together with the future finance charges are as follows:
Undiscounted minimum Present value of minimum

lease payments lease payments
US$million 2012 2011 2012 2011
Within 1 year 62 50 48 39
Between 2 and 5 years 188 197 146 164
After 5 years 109 136 87 114
Total minimum lease payments 359 383 281 317
Less: amounts representing finance lease charges 78 66
Present value of minimum lease payments 281 317 281 317
Future development and related commitments
Xstrata
On 7February 2012, the Glencore Directors and the Independent Xstrata Directors announced that they had reached an agree-
ment on the terms of a recommended all-share merger (the Merger) between Glencore and Xstrata to create a unique $90bil-
lion natural resources group. The final terms of the Merger provide Xstrata shareholders with 3.05 newly issued shares in Glencore
for each Xstrata share held. The Merger, which received shareholder approval in November 2012, is to be effected by way of a court
sanctioned scheme of arrangement of Xstrata under Part 26 of the UK Companies Act, pursuant to which Glencore will acquire
the entire issued and to be issued ordinary share capital of Xstrata not already owned by the Glencore Group. Completion of the
Merger remains conditional upon the receipt of the outstanding regulatory approval in China and completion of the Xstrata court
process as further set out in the New Scheme Document in connection with the Merger published by Xstrata on 25October 2012
and Glencore giving effect to the commitments required by the European Commission. Glencore will be required to repay the
Xstrata secured bank loans (see note19) prior to completion of the Merger. Costs of $58million (included within other expense
net, see note4 ) have been expensed to date.
Kansuki
In August 2010, Glencore acquired an ultimate 37.5% interest in the Kansuki concession (Kansuki), a 185 square kilometre cop-
per and cobalt pre-development project which borders Glencores partly owned Mutanda concession in the DRC. In exchange,
Glencore has a) an obligation to finance the first $400million of development related expenditures, b) the right to operate the
operations and c) a life of mine off-take agreement for all copper and cobalt produced by Kansuki. In addition, one of the part-
ners in Kansuki has the right to sell an additional 18.75% ultimate interest to Glencore at the then calculated equity value of the
operation, at the earlier of the date the operation produces a minimum annual 70,000tonnes of copper and August 2013. A total
of $507million of capital expenditure for mine and plant development has been committed of which $413million has been spent.
Exploration of the Kansuki concession is ongoing. Discussions with respect to a potential combination of the Mutanda and Kansuki
operations are ongoing, with a view to ultimately obtaining a majority stake in the merged entity.
Prodeco
Prodeco currently exports the majority of its coal through Puerto Prodeco which operates under a private concession awarded by
the Colombian government. This concession expired in March 2009, however the Colombian government has continued to grant
Prodeco the right to use the port under annual lease agreements, currently expiring around the time of the expected commission-
ing of Puerto Nuevo in the first half of 2013 as discussed below. To comply with new government regulations on loading methods,
which became effective from July 2010, Prodeco commenced construction of a new, wholly owned, port facility (Puerto Nuevo)
which is estimated to cost $553million and be commissioned over the first half of 2013. As at 31December 2012, $449million of
the estimated initial investment has been incurred and $38million has been contractually committed and is included in the capital
expenditure commitments disclosure above.
SNEL power project

In early 2012, a joint programme with Socit Nationale dElectricit (SNEL), the DRCs national electricity utility, was signed.
Glencores operations will contribute $284million to a major electricity infrastructure refurbishment programme of transmission
and distribution systems. This will facilitate a progressive increase in power availability to 450 megawatts by the end of 2015. Fund-
ing started in the second quarter of 2012 and will continue until the end of 2015. As at 31December 2012, $13million has been
advanced under this joint agreement.
|| Annual
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Report 2010
2012 | 159
Chad oil investments

In December 2012, Glencore signed a farm-in agreement (the FIA) with Griffiths Energy International Inc. and its subsidiaries
(Griffiths) to acquire a 33.3% participating interest stake in each of Griffiths three production sharing contracts in the Republic
of Chad (the PSCs). In addition, under the terms of the FIA, Glencore will acquire a 25% participating interest in the Mangara and
Badila Exclusive Exploitation Authorizations (the EXAs) from Griffiths.
In consideration for the 33.3% participating interests in Mangara and Badila, in addition to its own share of expenditure, Glencore
will fund $300million of Griffiths share of joint venture expenditures in the Mangara and Badila oil fields up to a maximum of
$100million per year, starting from 1July 2012 (Effective Date).
In consideration for the assignment of the participating interests in the PSCs, Glencore will pay Griffiths approximately $31mil-
lion on closing of the FIA, representing 33.3% of Griffiths unrecoverable costs related to the three PSCs as of the Effective Date.
The above transaction is subject to approval by the Government of Chad and waiver of certain pre-emption rights.
Rosneft
On 21December 2012, Glencore and Vitol agreed heads of terms for long term crude and oil products offtake contracts with
Rosneft under which Rosneft will deliver up to 67million metric tonnes of crude oil and oil products (by mutual agreement) over a
period of 5 years split 70/30 between Glencore and Vitol. This long term supply contract was finalised and signed on 4 March 2013.
Additionally, Glencore and Vitol will jointly arrange up to a $10billion prepayment facility in favor of Rosneft, in which Glencore
expects to hold a participation of up to $500million alongside a broad syndicate of banks. The closing of such facility is expected
by the end of Q12013.
29. Contingent liabilities
The amount of corporate guarantees in favour of associated and third parties as at 31 December 2012, was $46 million (2011:
$53million). Also see note9.
Litigation
Certain legal actions, other claims and unresolved disputes are pending against Glencore. Whilst Glencore cannot predict the
results of any litigation, it believes that it has meritorious defenses against those actions or claims. Glencore believes the likelihood
of any material liability arising from these claims to be remote and that the liability, if any, resulting from any litigation will not have
a material adverse effect on its consolidated income, financial position or cashflows.
Environmental contingencies
Glencores operations, mainly those arising from the ownership in industrial investments, are subject to various environmental
laws and regulations. Glencore is in material compliance with those laws and regulations. Glencore accrues for environmental
contingencies when such contingencies are probable and reasonably estimable. Such accruals are adjusted as new information
develops or circumstances change. Recoveries of environmental remediation costs from insurance companies and other parties
are recorded as assets when the recoveries are virtually certain. At this time, Glencore is unaware of any material environmental
incidents at its locations.
Bolivian constitution
In 2009 the Government of Bolivia enacted a new constitution. One of the principles of the constitution requires mining entities
to form joint ventures with the government. Glencore, through its subsidiary Sinchi Wayra, has, in good faith, entered into negoti
ations with the Bolivian government regarding this requirement. Whilst progress was being made, in June 2012 the Government
of Bolivia nationalised Sinchi Wayras Colquiri mine. Sinchi Wayra continues to negotiate joint venture arrangements for its other
mines along with restitution in respect of its nationalised mine, the final outcome and the timing thereof cannot be determined at
this stage.
Tax audits
Glencore assesses its liabilities and contingencies for all tax years open to audit based upon the latest information available. For
those matters where it is probable that an adjustment will be made, the Group records its best estimate of these tax liabilities,
including related interest charges. Inherent uncertainties exist in estimates of tax contingencies due to complexities of interpreta-
tion and changes in tax laws. Whilst Glencore believes it has adequately provided for the outcome of these matters, future results
may include favourable or unfavourable adjustments to these estimated tax liabilities in the period the assessments are made, or
resolved. The final outcome of tax examinations may result in a materially different outcome than assumed in the tax liabilities.

2010 ||
30. Related party transactions
In the normal course of business, Glencore enters into various arms length transactions with related parties (including Xstrata and
Century), including fixed price commitments to sell and to purchase commodities, forward sale and purchase contracts, agency
agreements and management service agreements. Outstanding balances at period end are unsecured and settlement occurs
in cash (see notes 10, 12, 15 and 23). There have been no guarantees provided or received for any related party receivables or
payables.
All transactions between Glencore and its subsidiaries are eliminated on consolidation along with any unrealised profits and losses
between its subsidiaries and Associates. Glencore entered into the following transactions with its Associates:
Sales 1661 1666

Purchases 10244 10414
Interest income 24 42
Interest expense 1 1
Agency income 95 69
Information on post employment benefits that are classified as funded defined benefit plans in accordance with IAS 19 is included
in note22. There were no further material transactions with the defined benefit plans.
Note 15 provides details of the acquisition of an 18.91% further stake in Kazzinc. The seller of that interest, JSC Verny Capital
(Verny), is a substantial shareholder in Kazzinc, which is a subsidiary undertaking of Glencore. Accordingly, the acquisition from
Verny constitutes a related party transaction for the purposes of the UK FSA Listing Rules. Due to the amount of the considera-
tion payable by Glencore pursuant to the transaction (being the issue of 176,742,520 new ordinary shares in Glencore and the
payment of $400million in cash), the UK Listing Authority confirmed on 24September 2012 that the transaction falls within the
modified requirements for a smaller related party transaction set out in Listing Rule 11.1.10.
Remuneration of key management personnel

The remuneration of Directors and other members of key management personnel recognised in the statement of income includ-
ing salaries and other current employee benefits amounted to $7million (2011: $175million). Immediately prior to the Listing,
Glencore implemented a Restructuring whereby $6,130million of PPS and HPPS amounts owing to the Directors and other mem-
bers of key management personnel were settled in exchange for new ordinary shares (see note15). Further details on remuneration
of Directors is set out in the Directors Remuneration report in section 3.4.
31. Subsequent events
On 26February 2013, Glencore-controlled Kazzinc purchased an 89.5% interest in two gold deposits in northern Kazakhstan with
combined resources of 75,727tonnes of gold for $179million. The transaction was accomplished via the purchase of Kazakh com-
pany Orion Minerals which owns subsoil rights at the Raigorodok field in the Akmola Region and the Komarovskoye field in the
Kostanai region. Due to the timing of the transaction, management is in the preliminary stages of determining the nature of the op-
erations, the associated values of the assets and liabilities acquired and the accounting for the acquisition. Accordingly, certain dis-
closures relating to the business combination such as the provisional fair value of the net assets acquired have not been presented.
|| Annual
Annual Report
Report 2010
2012 | 161
32. List of principal operating, finance and industrial subsidiaries and investments
Method of
consolidation Country of % %
in 20121 incorporation interest 2012 interest 2011 Main activity
Glencore International plc P Jersey

Glencore International AG F Switzerland 100.0 100.0 Operating
Glencore AG F Switzerland 100.0 100.0 Operating
Allied Alumina Inc. (Sherwin) F United States 100.0 100.0 Alumina production
Century Aluminum Company2 E United States 46.6 46.4 Aluminium production
Glencore Funding LLC F United States 100.0 100.0 Finance
Glencore UK Ltd F U.K. 100.0 100.0 Operating
Glencore Commodities Ltd F U.K. 100.0 100.0 Operating
Glencore Energy UK Ltd F U.K. 100.0 100.0 Operating
Glencore Group Funding Limited F UAE 100.0 100.0 Finance
Glencore Finance (Bermuda) Ltd F Bermuda 100.0 100.0 Finance
AR Zinc Group F Argentina 100.0 100.0 Zinc/Lead production
Perkoa Group F Burkina Faso 55.7 55.7 Zinc development
Empresa Minera Los Quenuales S.A. F Peru 97.6 97.5 Zinc/Lead production
Glencore Exploration (EG) Ltd. F Bermuda 100.0 100.0 Oil production
Glencore Finance (Europe) S.A. F Luxembourg 100.0 100.0 Finance
Kansuki Group E DRC 37.5 37.5 Copper production
Minera Altos de Punitaqui F Chile 100.0 100.0 Copper production
Mopani Copper Mines plc F Zambia 73.1 73.1 Copper production
Mutanda Group F DRC 60.0 40.0 Copper production
Prodeco Group F Colombia 100.0 100.0 Coal production
Recylex S.A. E France 32.2 32.2 Zinc/Lead production
Rosh Pinah Zinc Corporation F Namibia 80.1 0.0 Zinc/Lead production
Sinchi Wayra Group F Bolivia 100.0 100.0 Zinc/Tin production
United Company Rusal Limited O Jersey 8.8 8.8 Aluminium production
Finges Investment B.V. F Netherlands 100.0 100.0 Finance
Biopetrol Industries AG3 F Switzerland 67.5 60.3 Biodiesel production
Glencore Grain B.V. F Netherlands 100.0 100.0 Operating
Nyrstar N.V. O Belgium 7.8 7.8 Zinc/Lead production
Optimum Coal Holdings Limited F South Africa 67.0 31.2 Coal production
Pannon Vegetable Oil Manufacturing F Hungary 100.0 100.0 Vegetable oil production
Rio Vermelho F Brazil 100.0 100.0 Sugar cane/ethanol production
Sable Zinc Kabwe Limited F Zambia 100.0 100.0 Copper production
Umcebo Mining (Pty) Ltd4 F South Africa 43.7 43.7 Coal production
Usti Oilseed Group F Czech Republic 100.0 100.0 Edible oil production
Xstrata plc E U.K. 34.2 34.5 Diversified production
Zaklady Tluszczowe w Bodaczowie F Poland 99.9 90.7 Edible oil production
Chemoil Energy Limited5 F Hong Kong 89.2 51.5 Oil storage and bunkering
Cobar Group F Australia 100.0 100.0 Copper production
Glencore Manganese Group F France/Norway 100.0 0.0 Manganese furnace
Glencore Singapore Pte Ltd F Singapore 100.0 100.0 Operating
Kazzinc Ltd. F Kazakhstan 69.6 50.7 Zinc/Lead/Copper production
Vasilkovskoye Gold F Kazakhstan 100.0 100.0 Gold production
1
P = Parent; F = Full consolidation; E = Equity method; O = Other investment
2
R epresents Glencores economic interest in Century, comprising 41.8% (2011: 41.6%) voting interest and 4.8% (2011: 4.8%) non voting interest.
3
Publicly traded on the Frankfurt Stock Exchange under the symbol A0HNQ5. Glencore owns 52,329,946 shares.
4
Although Glencore holds less than 50% of the voting rights, it has the ability to exercise control over Umcebo as a result of shareholder agree-
ments which provide Glencore the ability to control the Board of Directors.
5
Publicly traded on the Singapore Exchange under the symbol CHEL.SI. Glencore owns 1,150,933,594 shares.

2010 ||
Method of
consolidation Country of % %
in 2012 incorporation interest 2012 interest 2011 Main activity
Katanga Mining Limited6 F Canada 75.2 75.2 Copper production

Murrin Murrin Group F Australia 100.0 100.0 Nickel production
Correcta Industria e Comercio Ltdo. F Brazil 100.0 100.0 Wheat flour milling
Moreno Group F Argentina 100.0 100.0 Edible oils production
Pacorini Group F Switzerland 100.0 100.0 Metals warehousing
Pasar Group F Philippines 78.2 78.2 Copper production
Polymet Mining Corp. E Canada 25.7 24.1 Copper production
Portovesme S.r.L. F Italy 100.0 100.0 Zinc/Lead production
Renova S.A. E Argentina 33.3 33.5 Vegetable oil production
Russneft Group (various companies) 7
O Russia 40.049.0 40.049.0 Oil production
Shanduka Coal (Pty) Ltd8 F South Africa 49.9 70.0 Coal production
ST Shipping & Transport Pte Ltd F Singapore 100.0 100.0 Operating
Topley Corporation F B.V.I. 100.0 100.0 Ship owner
Viterra Group F Canada 100.0 0.0 Grain handling
Volcan Compania Minera S.A.A. O Peru 7.3 6.9 Zinc production
6
ublicly traded on the Toronto Stock Exchange under the symbol KAT.TO. Glencore owns 1,433,702,634 shares.
P
7
Although Glencore holds more than 20% of the voting rights, it has limited management influence and thus does not exercise significant influ-
ence.
8
Although Glencore holds less than 50% of the voting rights, it has the ability to exercise control over Shanduka as a result of shareholder agree-
ments.
|| Annual
Annual Report
Report 2010
2012 | 163
Murrin Murrin, Australia
Additional
information
5 | Additional information
5.1 | Glossary 166

5.2 | Shareholder information 167
5.1 | Glossary
Available committed liquidity
Cash and cash equivalents and marketable securities 2820 1345

Headline committed syndicated revolving credit facilities 12805 11905
Amount drawn under syndicated revolving credit facilities 5881 5907
Amount drawn under U.S. commercial paper program 726 512
Total 9018 6831
ADJUSTED CURRENT RATIO

Current assets over current liabilities, both adjusted to exclude other financial liabilities.
ADJUSTED EBIT/EBITDA
Revenue 214436 186152

Cost of goods sold 210435 181938
Selling and administrative expenses 997 857
Share of Associates exceptional items 875 45
Dividend income 17 24
Mark to market valuation of certain natural gas forward contracts 123 0
Unrealised intergroup profit elimination adjustments 84 0
Adjusted EBIT 4470 5398
Adjusted EBITDA 5943 6464
CURRENT CAPITAL EMPLOYED

Current capital employed is current assets, presented before assets held for sale, less accounts payable,
deferred income, provisions, other financial liabilities and income tax payable.
Copper equivalent
Glencore has adopted a copper equivalent measure to assist in analysing and evaluating across its varied
commodity portfolio. The copper equivalent measure is determined by multiplying the volumes of the re-
spective commodity produced or marketed by the ratio of the respective commoditys average price over
the average copper price in the prevailing period.
Readily marketable inventories

Readily marketable inventories are readily convertible into cash due to their very liquid nature, widely
available markets and the fact that the price risk is or could be covered either by a physical sale transaction
or hedge transaction on a commodity exchange or with a highly rated counterparty.

5.2 | Shareholder information

Glencore International plc is registered in Jersey, with headquarters in Switzerland
and operations around the world.
Headquarters Baarermattstrasse 3
P.O. Box 777
CH-6341 Baar
Switzerland
Registered Office Queensway House

Hilgrove Street
St Helier
Jersey
JE1 1ES
The Company has a primary quote on the London Stock Exchange (LSE) and a secondary quote
on the Hong Kong Stock Exchange (HKEx).
London Stock Exchange (LSE) Hong Kong Stock Exchange (HKEx)

Reuters Code: GLEN.L Reuters Code: 0805.HK
Bloomberg Code: GLEN LN Bloomberg Code: 805
ISIN: JE00B4T3BW64 ISIN: JE00B4T3BW64
Sedol Number: LON B4T3BW6 Sedol Number: XHKG B3NFYS8
Share registrar Computershare Investor Services (Jersey) Limited

Queensway House
Hilgrove Street
St Helier, Jersey
JE1 1ES
Channel Islands
Tel.: +44 (0) 8707074040
Computershare Hong Kong Investor Services Limited

Hopewell Centre 46th Floor
183 Queens Road East
Wan Chai
Hong Kong
Tel.: +852 2862 8628
Enquiries Company Secretary

John Burton
john.burton@glencore.com
Assistant Company Secretary

Ivy Chan
ivy.chan@glencore.com
Glencore International plc

Baarermattstrasse 3
CH-6340 Baar
Switzerland
Tel.: +41 417092000
Fax: +41 417093000
E-mail: info@glencore.com

Forward looking statements
This document contains statements that are, or may be deemed to be, forward looking statements. These forward looking statements may
be identified by the use of forward looking terminology, including the terms believes, estimates, plans, projects, anticipates, will,
could, or should or in each case, their negative or other variations thereon or comparable terminology, or by discussions of strategy, plans,
objectives, goals, future events or intentions. These forward looking statements include all matters that are not historical facts and include, but
are not limited to, statements regarding Glencores beliefs, opinions or current expectations concerning, among other things, the business,
financial condition, results of operations, prospects, strategies and plans of Glencore.
By their nature, forward looking statements involve known and unknown risks and uncertainties, many of which are beyond Glencores control.
Forward looking statements are not guarantees of future performance and may and often do differ materially from actual results. Important
factors that could cause these uncertainties include, but are not limited to, those discussed under Principal risks and uncertainties in section
1.7 of this document.
No assurance can be given that such future results will be achieved; actual events or results may differ materially as a result of risks and uncer-
tainties facing Glencore. Such risks and uncertainties could cause actual results to vary materially from the future results indicated, expressed
or implied in such forward looking statements.
Forward looking statements speak only as of the date of this document. Other than in accordance with its legal or regulatory obligations
(including under the UK Listing Rules and the Disclosure and Transparency Rules of the Financial Services Authority and the Rules Governing
the Listing of Securities on the Stock Exchange of Hong Kong Limited), Glencore is not under any obligation and Glencore and its affiliates
expressly disclaim any intention or obligation to update or revise any forward looking statements, whether as a result of new information, future
events or otherwise.
No statement in this document is intended as a profit forecast or a profit estimate and no statement in this document should be interpreted
to mean that earnings per Glencore share for the current or future financial years would necessarily match or exceed the historical published
earnings per Glencore share.
This document does not constitute or form part of any offer or invitation to sell or issue, or any solicitation of any offer to purchase or subscribe
for any securities. The making of this document does not constitute a recommendation regarding any securities.

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Annual Report

1.1 | Performance highlights 9

2.1 | Financial review 36

3.1 | Chairmans introduction  82

Confirmation of directors responsibilities 108

5.1 | Glossary 166

1.1 | Performance highlights 9

Strong balance sheet with $9billion of committed liquidity. 1000

Completed the acquisition of Viterra, a transformational deal 0

acquisition of Vales European manganese ferroalloy 1.4

smelter resulting in increased copper cathode production 1.1

sioned in December 2012.

produce up to 110,000tonnes of copper and 23,000tonnes 15000 60

Murrin Murrin own sourced production was 33,400tonnes 10000 40

of nickel, a record production year. 7500 30

Prodeco own production up 1% despite the three month 5000 20

Aseng oil field ahead of initial schedule producing 61.7k

The Directors propose a final dividend of $ 0.1035 per

| Annual Report 2012 | 9

Metals and minerals

Key commodities: zinc, copper, lead,

Key commodities: crude oil, oil

Key commodities: wheat, corn, barley,

Adjusted EBIT by segment 2012

10 | Annual Report 2012 |

Glencore is a leading globally integrated producer and marketer

Revenue1 by region 2012 Non current assets by region 2012

$214bn $45bn 7% Africa

12 | Annual Report 2012 |

1.3 | Chief Executive Officers review

Zinc/copper/lead Oil Grains

14 | Annual Report 2012 |

Our strategy MARKETING ACTIVITIES

| Annual Report 2012 | 15

16 | Annual Report 2012 |

Mutanda, Katanga and Kansuki are collectively undertaking

At Mopani the $ 323 million Synclinorium shaft project to in

Prodecos expansion project is progressing to plan and remains

The South African Coal portfolio including Shanduka Coal,

| Annual Report 2012 | 17

In 2012 we conducted independent health and safety assess

The GCP programme also commits us to a path of continuous

18 | Annual Report 2012 |

A joint programme with the DRCs national electricity utility

Health: both operations have built state-of-the-art on-site

Education: Katanga and Mutanda have assisted in renovating

| Annual Report 2012 | 19

Funds from operations (FFO)

0 2012 FFO was up 17% to $4,115million compared to $3,522million in 2011, reflecting

Net debt/FFO to net debt

5000 20 equivalents, marketable securities and readily marketable inventory.

0 0 Net debt as at 31December 2012 increased to $15,416million from $ 12,938million

20 | Annual Report 2012 |

Lost time injury frequency rate (LTIFR)

Number of Class A environmental incidents

80 In 2012 Glencores community investments amounted to $ 95 million, compared to

Greenhouse gas emissions (Scope 1 and 2)

0 In 2012, Glencore accounted for 15.7million tonnes of CO2e, compared to 12.8million

| Annual Report 2012 | 21

1.1 | Performance highlights 9

2.1 | Financial review 36

3.1 | Chairmans introduction 82

Confirmation of directors responsibilities 108

5.1 | Glossary 166

1.1 | Performance highlights 9

Strong balance sheet with $9billion of committed liquidity. 1000

Completed the acquisition of Viterra, a transformational deal 0

acquisition of Vales European manganese ferroalloy 1.4

Murrin Murrin own sourced production was 33,400tonnes 10000 40

Prodeco own production up 1% despite the three month 5000 20

Aseng oil field ahead of initial schedule producing 61.7k

The Directors propose a final dividend of $ 0.1035 per

2.1 | Financial review 36

Refer to glossary on page 166 for definitions and calculations.