ANNUAL REPORT 2015
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We are a leading integrated
producer and marketer
of commodities operating
around the world.
Our commodities comprise
metals and minerals,
energy products and
agricultural products.
Strategic
report
01 Highlights
04 Chief Executive Officer’s review
06 Who we are
08
A global diversified natural
resources company
10 Our business model
14 Our strategy
18 Sustainable development
26 Key performance indicators
28 Principal risks and uncertainties
36 Financial review
42 Business review
– Metals and minerals
– Energy products
– Agricultural products
Governance
70
Chairman’s introduction,
Directors and Officers
75 Corporate governance report
89 Directors’ remuneration report
95 Directors’ report
Financial
statements
102 Independent Auditor’s Report
110 Consolidated statement of
(loss)/income
111 Consolidated statement of
comprehensive (loss)/income
112 Consolidated statement of
financial position
113 Consolidated statement of cash flows
115 Consolidated statement of changes
of equity
116 Notes to the financial statements
Additional
information
181 Glossary
185 Production by quarter –
Q4 2014 to Q4 2015
192 Resources and reserves
201 Shareholder information
202 Forward looking statements
Further details on our sustainability approach and
performance can be found in our annual sustainability
report and on our website www.glencore.com/sustainability
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Strategic report | Governance | Financial statements | Additional information
Highlights
Adjusted EBITDA
US$ million
8,694 2013
2014
2015
Lost time injury
frequency rate
per million hours worked
1.32
2013
2014
2015
13,071 2013
12,764 2014
8,694 2015
1.88 2013
1.58 2014
1.32 2015
Adjusted EBIT
US$ million
2,172
2013
2014
2015
Funds from operations
US$ million
6,615
2013
2014
2015
7,434 2013
6,706 2014
2,172 2015
10,375 2013
10,169 2014
6,615 2015
Net funding
US$ million
41,245
2013
2014
2015
Net debt/FFO to net debt
US$ million
25,889
60%
50%
40%
30%
20%
10%
0%
2013
2014
2015
52,216 2013
49,758 2014
41,245 2015
FFO to net debt
35,798 2013
30,532 2014
25,889 2015
Capital expenditure*
US$ million
5,957
2013
2014
2015
11,316 2013
8,566 2014
5,957 2015
*Excluding Las Bambas (disposed in 2014).
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Glencore Annual Report 2015
01
Strategic report
Strategic
report
“Our diversified asset
portfolio combined
with our highly resilient
marketing business,
underpins Glencore’s
ability to continue to
be comfortably cash
generative, despite the
current environment
for commodities.”
Chief Executive
Officer’s review
04
02
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Strategic report | Governance | Financial statements | Additional information
How
we create value
Our strategy
Our strategy
in action
in action
Adjusted EBITDA
Adjusted EBITDA
$8,694m
Our
business model
10
Our
strategy
14
Financial
review
36
In this section
04 Chief Executive Officer’s review
06 Who we are
08 A global diversified natural resources company
10 Our business model
14 Our strategy
18 Sustainable development
26 Key performance indicators
28 Principal risks and uncertainties
36 Financial review
42 Business review
– Metals and minerals
– Energy products
– Agricultural products
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Glencore Annual Report 2015
03
Strategic report
Chief Executive Officer’s review
Ivan Glasenberg, Chief Executive Officer
Summary:
• Financial market sentiment weakened during 2015
and the focus in our sector quickly switched from
cash distribution to cash preservation
• Our investors were concerned about the Company’s
level of financial leverage. We rapidly put in place a
strategy to address these concerns, culminating in
the $13 billion debt reduction plan
• Our diversified portfolio, based around a core of Tier
1 assets, coupled with the counter-cyclical nature of
our marketing business, underpins Glencore’s ability
to continue to be cash generative despite the current
environment for commodities
Background
Financial market sentiment weakened
considerably during the course of 2015,
amid concerns over slowing economic
growth. The commodity sector was
particularly adversely affected by a
succession of disappointing China
macro-economic data, declining oil
prices, and the strong US dollar and, as
a result, sector focus quickly switched
from cash distribution to balance sheet
concerns and cash preservation.
This led to further industry-wide cost
and capex reductions, project closures
and curtailments, asset sales, dividend
cuts and equity issuance.
Robust performance despite
difficult environment
The financial performance in 2015
reflects our industrial activities’
exposure to lower commodity prices.
Adjusted EBITDA declined 32% to
$8.7 billion, compared to 2014.
Marketing delivered Adjusted EBIT
of $2.5 billion in 2015 despite the
commodity headwinds noted above,
12% down on 2014. The business’
enhanced cyclical resilience and
defensiveness helped to offset the
impact of lower commodity prices,
whereby earnings are underpinned by
logistics activities/services, economies
of scale and business diversification;
2016 EBIT guidance range confirmed at
$2.4 to $2.7 billion, adjusted somewhat
below the long-term range, reflecting
the lower net working capital levels.
Industrial assets Adjusted EBITDA
declined 38% to $6.0 billion, compared
to 2014, reflecting the impact of
lower commodity prices, offset by
currency benefits and cost and
productivity improvements.
04
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Improving health and safety
performance has substantially
progressed, achieving, one year
ahead of schedule, our targeted 50%
reduction in lost time injury rate
(against 2010 baseline), with further
reductions being targeted.
Looking forward
Our diversified asset portfolio,
based around a core of Tier 1 assets,
combined with our highly resilient
marketing business, underpins
Glencore’s ability to continue to be
comfortably cash generative, despite
the current environment
for commodities.
Furthermore, our continued proactive
balance sheet initiatives will lead
to a significant reduction in our net
funding and net debt levels and ensure
a high degree of flexibility regardless
of future market conditions.
Ivan Glasenberg
Chief Executive Officer
The unique flexibility of our capital
structure enabled a working capital
release of more than $6.6 billion,
reflecting lower commodity prices,
but also proactive working capital
management. Net funding reduced by
$8.5 billion during 2015 to $41.2 billion,
while net debt at period end was
$25.9 billion.
Re-positioning the balance sheet
During H2 2015, it became apparent
that financial markets were concerned
about the Group’s level of financial
leverage. We rapidly put in place
a plan to address these concerns,
culminating in the $10.2 billion
debt reduction plan announced in
September. Further measures were
communicated in December. In total,
the initiatives announced are expected
to support our end 2016 Net funding
and Net debt targets of $32 – 33 billion
and $17 – 18 billion respectively, which
remain on track.
We remain focused on preserving our
investment grade credit rating status.
The steps that we have announced and
taken so far have contributed to our
current stable credit ratings from both
major credit ratings’ agencies.
Corporate governance/
Sustainability
It is with sadness to report that we
have not achieved our goal of zero
fatalities during 2015, whereby ten
people lost their lives at our operations.
Any loss of life is unacceptable and we
continue to strengthen our efforts in
this regard. In last year’s report, we
highlighted steps being taken to
address the safety performance at our
“focus assets”, historically responsible
for the majority of our safety incidents.
These assets are located in challenging
geographies, without a culture of
safety prior to our involvement.
We are pleased to report the delivery
of positive results, with three of the
five focus assets fatality-free
throughout 2015.
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Glencore Annual Report 2015
05
Strategic report
Who we are
We are one of the world’s largest diversified and vertically integrated
producers, processors and marketers of commodities. We market and
distribute physical commodities sourced from our own production
and from third party producers to a highly diversified customer
base that includes consumers from the industrial, automotive,
steel, power generation, oil and food processing industries.
A G
R I C U L T U R AL PRO
L S & MINE
M E
R
A
T
E N E RG
Y
D
U
C
T
S
MARKETING
IN E
A
L
S
EXPLORE, ACQUIRE
& DEVELOP
EXTRACT
& PRODUCE
PROCESS
& REFINE
BLENDING &
OPTIMISING
LOGISTICS &
DELIVERY
THIRD PARTY
O U R C O MMODITIE
E R Y D AY PROD
V
U
S
C
T
S
Our business
We are a major, global, diversified
natural resource company,
producing and marketing more than
90 commodities. We are uniquely
diversified in respect of commodity,
geography and activity. We benefit,
together with our consumers and
suppliers, from our scale and diversity
at every stage of the commodity
chain – from extraction through to
delivery. As both a commodity
producer and marketer, we exploit
the full range of value-added margin
and arbitrage opportunities that are
present throughout the commodity
supply chain and are well-placed to
endure short-term volatility.
We have over 40 years of experience
in marketing commodities. This has
allowed us to develop and build
expertise in the commodities which
we market and to cultivate long-term
relationships with a broad supplier and
customer base across diverse industries
and in multiple geographic regions.
Our marketing business tends to be
less correlated to commodity prices
than our industrial business, which
generally makes our earnings less
volatile than pure commodity producers.
Our portfolio of industrial assets
comprises around 150 mining and
metallurgical facilities, oil production
facilities and agricultural facilities.
These mainly high-quality, low-cost
assets generate cash even during
periods in which a particular
commodity, industry, customer or
geographic region may be experiencing
some weakness. Our industrial asset
base enhances the quality and scale
of our marketing activities, creating
increased choice for our customers.
In addition to focusing on minimising
costs and maximising operational
efficiencies at our industrial assets,
our marketing business focuses on
maximising returns from the entire
supply chain. We create value from
our extensive global third party supply
base, our logistics, risk management
and working capital financing
capabilities, our extensive market
insight, business optionality, extensive
customer base, strong market position
and penetration in the commodities
that we operate and our economies
of scale.
Our strong entrepreneurial culture
has been central to our success.
This culture is underpinned by
management and employee ownership
of around one-third of the Company’s
shares. This degree of alignment
with external shareholders’ interests
is unique amongst major
resource companies.
06
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Highly diversified:
Global footprint:
90commodities
150sites
90offices in over
50countries
Active at every
stage of the
commodity chain
to maximise value
Unique
market insight:
over 40 years
of experience
Strong
entrepreneurial
culture: employees
empowered to
make decisions
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Glencore Annual Report 2015
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Strategic report
A global diversified natural resources company
We have three distinct business segments, aligned with management’s
oversight and accountability to ensure value is extracted at every point
of the operating chain:
Metals &
minerals
Copper
1 Argentina
2 Australia
3 Canada
4 Chile
5 DRC
6 Peru
7 Philippines
8 Zambia
Copper, zinc/lead, nickel, ferroalloys, alumina/aluminium and iron ore production and marketing.
We have interests in industrial assets that include mining, smelting, refining and warehousing operations.
Alumbrera
Cobar, Ernest Henry,
Mount Isa, Townswille
CCR, Horne
Altonorte, Collahuasi,
Lomas Bayas,
Punitaqui
Katanga, Mutanda
Antamina, Antapaccay
Pasar
Mopani, Sable
Zinc
9 Argentina
10 Australia
11 Bolivia
12 Burkina Faso
13 Canada
14 Europe
15 Kazakhstan
16 Namibia
17 Peru
AR Zinc
Mount Isa,
McArthur River
Sinchi Wayra
Perkoa
CEZ Refinery,
Matagami, Kidd
Portovesme,
San Juan de Nieva,
Nordenham, Northfleet
Kazzinc
Rosh Pinah
Los Quenuales
Nickel
Murrin Murrin
18 Australia
Raglan, Sudbury
19 Canada
20 Europe
Nikkelverk
21 New Caledonia Koniambo
Ferroalloys
22 Europe
23 South Africa
Aluminium
24 USA
Glencore
Manganese Group
Chrome and Vanadium
Sherwin Alumina
For more information, see page 42
19
33
13
3
24
26
17
6
32
36
11
35
4
1
9
30
Adjusted EBITDA 2015 (%) Revenue1 by region &
segment 2015 (%)
Non-current assets2 by
region & segment 2015 (%)
Metals & minerals
Agricultural products
Energy products
Americas
Asia
Europe
Africa
Oceania
1 Revenue by geographic destination is based on the country of incorporation of the sales counterparty. However,
this may not necessarily be the country of the counterparty’s ultimate parent and/or final destination of the product.
2 Non-current assets are non-current assets excluding other investments, advances and loans and deferred tax assets.
The percentage contributions are derived from the information included in note 2 of the financial statements.
08
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Diversity by geography:
Our operations around the world span a global network of
more than 90 offices located in over 50 countries, and
employ around 160,000 people, including contractors.
Diversity by product and activity:
We produce and market over 90 commodities; including
those from around 150 mining and metallurgical sites, oil
production assets and agricultural facilities.
Coal and oil industrial and marketing.
Our Energy products businesses include
coal mining and oil production operations
and investments in strategic handling, storage
and freight equipment and facilities.
Focused on grains, oils/oilseeds, cotton
and sugar. Our Agricultural products
group is supported by both controlled
and non-controlled storage, handling and
processing facilities in strategic locations.
Agricultural
products
Bulga complex, Mangoola, Mount Owen,
Ravensworth, Ulan, Clermont, Newlands,
Rolleston, Oaky Creek, West Wallsend,
Tahmoor
Cerrejon, Prodeco
Goedgevonden, iMpunzi, Shanduka Coal,
Tweefontein
Badila, Mangara
Block O and Block I
30 Argentina
31 Australia
32 Brazil
33 Canada
34 Europe
Grain/rice storage, rice milling, soyabean/
sunflower crush, biodiesel plants
Storage, farming, port operations
Wheat milling operations, sugarcane
(Rio Vermelho), storage
Storage facilities/elevators/ports (Viterra)
Farms, biofuel plants, storage and port facilities
35 Paraguay
Farms, storage
36 Uruguay
Milling facilities, storage, rice plant
For more information, see page 64
Energy
products
Coal
25 Australia
26 Colombia
27 South Africa
Oil
28 Chad
29
Equatorial
Guinea
For more information, see page 56
20
22
34
14
15
12
28
29
5
8
16
27
23
Corporate office
Marketing office/other
7
10
18
31
2
25
21
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Strategic report
Our business model
Strategic imperatives:
Integration of sustainability
throughout the business
Maintain robust and flexible balance sheet
Inputs:
Assets and natural resources
• We wholly own or have a significant ownership in our assets,
in which we make long-term investments. We prioritise being
a competitive, low-cost producer.
Our people and partners
• Over many years, we have cultivated and established long-term
relationships with a broad range of suppliers and customers
across diverse industries and geographies.
• Our resources and reserves are high quality and long life,
• Our highly skilled and professional workforce of around
enhancing the scale and quality of our marketing business.
See page 192.
• We are a disciplined producer and align supply to demand.
160,000 employees and contractors is located on six continents.
• We interact with many diverse stakeholders around the world.
We are committed to building transparent and constructive
relationships with our partners to deliver sustainable,
long-term benefits to all of our stakeholders.
G
A
R I C U L T U R AL PRODU
C
T
E
M
&
L S
A
T
MINER
A
L
S
S
E N E RGY
EXPLORE, ACQUIRE & DEVELOP
EXTRACT & PRODUCE
Explore, acquire & develop
Extract & produce
Our exploration activities take place
close to our existing assets, supporting
the development of brownfield sites.
We believe that this approach lowers
our risk profile and lets us use existing
infrastructure, realise synergies and
control costs. Each industrial investment
opportunity is evaluated on a standalone
basis and on its potential to strengthen our
marketing activities or existing industrial
assets. Our approach allows us to build on
our economies of scale, our familiarity with
a political and cultural landscape and our
understanding of commodity dynamics.
We mine and beneficiate minerals across
a broad range of commodities, mining
techniques and countries, for processing
and/or refining at our own facilities or
for sale to third parties.
Extraction and production of commodities
involves a long-term commitment as
well as exposure to risks relating to
commodity prices, project development,
changes in sovereign legislation and
community acceptance.
An integral part of developing and
maintaining our assets is earning our
social licence to operate from the host
governments and the communities around
our operations.
Outputs:
Sustainable business
See our sustainability section
on page 18
Safe and healthy workplace | Long-term value for communities | Socio-economic contributions | Skilled workforce
Principal risks and uncertainties:
KPIs:
Total recordable injury frequency rate (TRIFR) | Water withdrawn | Greenhouse gas emissions
Community investment spend
10
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Focus on cost control and operating efficiencies
See page 14 for more information
on our strategy
Financial discipline
• We deploy capital in a disciplined manner, which creates value
for all of our stakeholders. We have a long track record of value
creation across economic cycles.
• Our hedging strategies protect us against price risks and
ensure that our marketing profitability is primarily determined
by volume driven activities and value-added services rather
than absolute price.
Unique market knowledge
• Our scale and global reach give us valuable insight into
market flows and access to real-time information.
• Our long experience has allowed us to build extensive market
knowledge and insight, as well as full logistics capabilities.
• As a commodity producer and marketer, we are uniquely
positioned to generate value at every stage of the
commodity chain.
PROCESS & REFINE
BLENDING &
OPTIMISING
LOGISTICS &
DELIVERY
MARKETING
O U R C O MMODITIES
E R Y D AY PROD
V
U
C
T
S
IN E
THIRD PARTY
Process & refine
Blending & optimising
Our expertise and technology advantages
in processing and refining activities enable
us to optimise our end products for a wider
customer base.
Our smelting and refining facilities
provide volumes that are utilised by
our marketing teams.
Our ownership of processing and refining
assets increases our flexibility and optionality
and provides security of supply as well
as enabling us to gain valuable market
knowledge.
We purchase and process additional
products as required from smaller
operators that do not enjoy the same
economies of scale.
Through our presence at every stage
of the commodity chain, we are able
to provide a wide range of product
specifications resulting in a superior service
for our customers.
Our ability to blend and optimise products,
through using both our own and third
party volumes, means we are better placed
to meet the exact requirements of
our customers.
Working with third party suppliers
provides a fuller oversight of supply.
This allows us to gain valuable market and
local knowledge and to better understand
the balance between supply and demand.
Logistics & delivery
Our logistics assets allow us to handle
large volumes of commodities, to fulfil
our marketing obligations and to take
advantage of demand and supply
imbalances. We have global storage and
logistics assets in key strategic locations,
including metal warehouses accredited
by the LME and numerous oil and grain
storage facilities worldwide. The broad
range of value-added services we offer
fulfils the needs of customers that do not
have the equivalent internal capability and
make us a preferred counterparty as well as
strengthening our long-term relationships.
Financial performance
See our financial review
on page 36
Returns to shareholders | Value for our stakeholders
See page 28 for more information
on risks and uncertainties
Adjusted EBIT/EBITDA | Funds from operations (FFO) | Net funding | Net debt/FFO to Net debt | Net income
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Strategic report
Our marketing business
We are an established marketer of commodities and have,
over 40 years, built a strong market reputation as a reliable
supplier of quality product on a timely basis. Our presence
on the ground gives us extensive and unique market knowledge
and insight, as well as trusted relationships with our partners
and customers. In addition, we have developed the full logistics
capabilities required to generate value-added margins and we
are well positioned to seek arbitrage opportunities throughout
the physical commodity supply chain.
Virtually all our marketed volumes
are hedged or pre-sold to minimise
price exposure. Earnings from our
marketing activities are largely based
on margins generated throughout the
value chain.
Our use of hedging instruments
results in marketing profitability
being overwhelmingly determined
by volume activity and associated
value-added supply chain margins
and other marketing conditions rather
than by the absolute flat price itself.
Many of the physical commodity
markets in which we operate are
fragmented or periodically volatile.
This can result in arbitrage, price
discrepancies between the prices
that the same commodities can be
bought or sold in different geographic
locations or time periods. Other factors
that lead to arbitrage include freight
and product quality. Through taking
advantage of arbitrage opportunities
we can generate additional value by
sourcing, transporting, blending,
storing or otherwise processing the
relevant commodities.
Unique market
knowledge: global office
network and logistics/
storage infrastructure
Fee-like income from
handling of physical
commodities and
arbitrage opportunities
Established third party
supply and global
customer base
Price exposure
minimised: marketed
volumes hedged
or pre-sold
Our marketing activities involve the
physical movement of commodities.
We deliver commodities – both those
we extract as part of our industrial
business, as well as from third party
suppliers – to where they are most
in demand. Marketing earnings are
generated from a fee-like income that
is earned from the handling of physical
assets as well as arbitrage and blending
and optimisation opportunities.
Our market insight, extensive
logistics network and storage facilities
differentiate us from other pure
commodity producers. In addition
to focusing on minimising costs and
maximising operational efficiencies
at our producing assets, we are
also able to focus on maximising
the fee-like returns from the entire
marketing process.
By working side-by-side, our
integrated marketing and industrial
businesses give us a presence across
the entire supply chain, delivering a
unique knowledge of market dynamics
and helping us to fully understand the
needs of our customers.
Our marketing business is counter-
cyclical from a cashflow perspective
as its funding requirements are
highly linked to commodity prices,
requiring less working capital during
periods of falling prices and helping
to mitigate the generally negative
effects of a lower price environment on
our industrial assets.
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The arbitrage strategies we implement to generate additional
price margins may vary from commodity to commodity.
The main opportunities are:
Geographic
arbitrage
Product
arbitrage
Time
arbitrage
Disparity
Pricing differences for the
same product in different
geographic regions, taking
into account transportation
or transaction costs.
Execution
Leverage global relationships
and production, processing
and logistical capabilities to
source product in one location
and deliver in another.
Disparity
Pricing differences between
blends, grades or types
of commodity, taking into
account processing or
substitution costs.
Execution
Ensure optionality with
commodity supply contracts, and
look to lock-in profitable price
differentials through blending,
processing or end product
substitution.
Disparity
Pricing differences on
a commodity between delivery
immediately, or at a future date,
taking into account storage and
financing costs until future date.
Execution
Book “carry trades” benefiting
from competitive sources
of storage, insurance
and financing.
During our 40 years of marketing
commodities, we have established
a comprehensive risk management
system, supported by robust
procedures, to monitor all our
marketing activities.
The credit risks associated with our
marketing activities, including those
present in agreements with suppliers
and customers, are mitigated through
the extensive application of measures
including credit insurance, letters of
credit, security arrangements
and/or bank and corporate guarantees.
In addition, our network of global
offices allows us to maintain and
develop our relationships with our
customers and suppliers, as well as
observe on-the-ground movements
in the commodities’ environment.
Our marketing teams manage
Glencore’s market exposure via
the reduction of price risks arising
from timing differences between the
purchase and sale of commodities
to acceptably low levels.
Our extensive internal compliance
policies and procedures and use of
third party screening ensure we are
compliant with sanctions, applicable
laws and regulations.
Our marketing business, supported
by robust risk management and
working capital financing capabilities,
creates value through utilising
extensive market insight, business
optionality, broad customer base,
extensive third party supply base,
strong market position and
penetration in most commodities
and economies of scale.
Glencore Annual Report 2015
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Strategic report
Our strategy
Our objective is to grow total shareholder returns while maintaining
a strong investment grade rating and acting as a responsible operator.
To achieve this ambition, we focus on three strategic imperatives:
to fully integrate sustainability throughout our business; to maintain
a robust and flexible balance sheet; and to focus on cost controls and
operational efficiencies throughout our entire business.
Our ongoing activities to integrate sustainability throughout
our business are in line with our commitment to operating
transparently and responsibly, and to meet or exceed
applicable laws or external requirements. Our Values and
Code of Conduct define the principles by which we operate
and we expect all of our employees to understand and
implement these in their working practices. Safety is
paramount and is prioritised over all business activities.
We encourage our employees to take responsibility for their
safety and that of their colleagues.
We recognise that a robust and sufficiently flexible balance
sheet delivers shareholder returns and ensures that
Glencore is well placed to withstand the cyclical nature
of the natural resource industry. We aim to increase returns
on capital and cash flows while reducing net funding/debt.
Capital is only deployed when strict and clearly defined
financial criteria, relating to returns and payback, can be
met. We take a disciplined approach towards all of our
assets and will divest when another operator places greater
value on them, or curtail production in response to
falling demand.
Our major industrial assets are mainly long life and low
cost, reflecting the substantial investment into existing
assets as well as our appetite, capabilities and belief in
commodities and geographies where our peers are exiting
or not present. Our industrial activities focus on controlling
costs and generating sustainable operating and capital
efficiencies. Our industrial assets provide a source of
volumes for our marketing operations, which are
supplemented by third party production. Our marketing
business supports the creation of incremental value through
critical mass, blending, storage and geographical arbitrage.
Our marketing activities’ priorities are to maximise the
returns and cash flows from the pool of allocated capital,
which, in turn, supports the strengthening of our
balance sheet.
These strategic imperatives are supported by a highly
entrepreneurial culture that supports an opportunistic
approach within clearly defined financial criteria. From an
operational level through to our senior management team,
our employees are empowered to evaluate opportunities
and make decisions while taking responsibility for their
actions. This approach allows our managers to be flexible
and rapid in their response to changing situations while
risk is mitigated by a comprehensive framework of controls.
Our entrepreneurial culture is underpinned by a high
level of ownership by management and employees,
which is unique amongst the major resource companies.
Strategic priority
Strategic priority
Strategic priority
Integration of sustainability
throughout the business
Maintain robust and
flexible balance sheet
Focus on cost control
and operating efficiencies
14
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Strategic priority
Integration of sustainability
throughout the business
Strategic objectives:
• We take an approach of continuous
improvement with regards to our
sustainability actions and performance.
We believe that by being a better operator
with a reputation for doing things the
right way, we will be regarded as a
partner of choice by the governments
of our host nations and the communities
living near our operations
• A key part of our commitment to
operating responsibly is to develop,
maintain and strengthen our relationships
with all of our stakeholders. We engage
in a transparent and open manner and
recognise that constructive relationships
are essential for our social licence
to operate
Key performance indicators:
see page 27
• Safety
• Water
• Greenhouse gas emissions
• Community investment spend
Principal risks and uncertainties:
• Sustainable development risks
(pages 34 to 35)
Key highlights in 2015
• Progress continued towards zero fatalities (10 in 2015;
16 in 2014, 26 in 2013)
• A 50% reduction in our lost time injury frequency
rate (against a 2010 baseline) achieved one year
ahead of schedule
• All our assets are implementing SafeWork, a risk-based
approach to safety
• A health strategy was developed that will be rolled out
Group-wide in 2016
• The strategic water management framework was
completed and high risk sites identified
• Catastrophic risks have been identified Group-wide
and a hazard register created
• Relationships have been formalised with public security
forces in locations with the highest risk of human rights
abuses by signing Memoranda of Understanding and
reviewing and strengthening training on human rights
• $94 million spent on community investments
Priorities going forward
• Continue to implement SafeWork, build a strong culture
of safety and target zero fatalities across the Group
• Progress our targeted 50% reduction of LTIFR and
TRIFR by 2020 based on a 2015 baseline and 2014
baseline respectively
• Roll-out the revised health strategy and supporting
materials to all assets during 2016
• Implement the water management framework
Group-wide and assess operations that have been
identified as being high-risk sites related to water
• Undertake a feasibility study to develop a meaningful
target for carbon, continue to strengthen our position in
the debate on climate change and the role of fossil fuels
in the future global energy mix
• Continue to strengthen our relationships with our
communities and other stakeholders to maintain our
social licence to operate
• Developing a strategic framework to enhance our
contribution to socio-economic development and roll-out
relevant metrics to all operations
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Glencore Annual Report 2015
15
Strategic report
Our strategy
Strategic priority
Maintain robust and
flexible balance sheet
Strategic objectives:
• We are committed to maintaining and
strengthening our balance sheet to ensure
it is capable of supporting growth and
shareholder returns regardless of the
commodity price environment
• Preserving a robust capital structure and
business mix in line with our
commitment to strong BBB/Baa
investment grade rating status
• Continuously evaluating opportunities for
acquisition, development and disposal,
particularly when assets no longer
support core business
Key performance indicators:
see page 26
• Adjusted EBIT/EBITDA
• Funds from operations
• FFO to net debt
Principal risks and uncertainties:
• External risks (pages 30 to 31)
• Business risks (pages 32 to 33)
Key highlights in 2015
• Issued bonds totalling some $4.9 billion
• Renewed the multi-tranche committed revolving
credit bank facilities totalling $15.3 billion in May 2015
and in February 2016 signed commitments of $7.7 billion
to refinance and replace the existing $8.45 billion one-year
committed facility
• Credit rating affirmed at Baa3 (stable) by Moody’s
(December 2015) and BBB- (stable) by Standard & Poor’s
(February 2016)
• Significant progress made on the delivery of our debt
reduction plans. Net debt was $25.9 billion at year end
• Equity issuance of $2.5 billion
• Committed available liquidity of $15.2 billion as at
year end
• Disposed various non-core projects during the year,
including Tampakan, an early-stage copper-gold project,
and the Falcondo, Sipilou and Cosmos nickel projects
• Raised $1.4 billion from sales of silver and gold streams
($900 million in 2015 and $500 million in February 2016)
Priorities going forward
• Continue to deliver on the capital preservation and debt
reduction measures initially outlined in September 2015
• Ensure strong liquidity position is maintained through
continued access to funding markets and manageable
debt maturity profile
• Extend and renew Group bank facilities on competitive
terms, as appropriate
• Reposition our balance sheet to strong BBB/Baa
investment grade credit rating
• Ongoing review of project portfolio
16
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Key highlights in 2015
• $2.5 billion marketing Adjusted EBIT achieved; despite
a challenging market environment
• Competitive cost positions maintained/improved through
cost efficiencies and favourable currency movements
• Reflecting the low commodity price environment and our
disciplined approach to supply, our Katanga and Mopani
operations have been suspended and/or curtailed,
pending delivery of the capital improvement projects
underway, which are expected to secure their future
restart and long-term competitiveness
• Mined zinc production reduced by 500kt in response
to low zinc prices
• Australian coal production reduced by 15 million tonnes,
compared to plan, in response to market oversupply
Priorities going forward
• Continue to leverage our capability to realise value
at each stage of the commodity supply chain
• Focus on sourcing competitively priced physical
commodities from reliable third party suppliers
• Constant evaluation of commodities’ flows and market
changes to maximise product and geographical arbitrages
• Ongoing focus on improving the quality of assets through
year on year cost reductions, mine life extensions and
productivity and safety improvements
• Continued evaluation of existing operations, processes
and new opportunities in an effort to achieve industry-
leading returns on capital
• Minimal capital expenditure in response to the current
environment for commodities
Strategic priority
Focus on cost control
and operating efficiencies
Strategic objectives:
• Continuously seek to increase the
net present value of our business by
improving the competitiveness of our
assets through an ongoing focus on cost
management and logistical capabilities,
including operating safely and efficiently
• Relentlessly leverage the scale and
capabilities of our marketing activities
to extract additional margin throughout
our entire business model and provide
a superior service to customers and
a reliable supply of quality product
• Disciplined approach to supply
in response to market conditions
Key performance indicators:
see page 26
• Adjusted EBIT/EBITDA
• Funds from operations
• FFO to net debt
• Net income
Principal risks and uncertainties:
• External risks (pages 30 to 31)
• Business risks (pages 32 to 33)
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17
Strategic report
Sustainable development
Our activities and presence deliver lasting benefits to our stakeholders
and to society, creating value both locally and globally. The commodities
that we produce and market have an essential role in everyday life
and support the development of emerging economies. Working with
our host communities, we support their socio-economic development
through our investment in infrastructure, procurement and health and
education projects.
Our Values and Code of Conduct set out our commitment
to operating in a transparent and responsible manner.
We expect all our employees, contractors and suppliers
to integrate this commitment into their working practices.
Our public sustainability reporting provides an annual
update on our progress against our sustainability ambitions,
in accordance with the requirements of the Global
Reporting Initiative (GRI). Each report gives considerable
detail of our approach and performance across our
material sustainability topics. Our sustainability reports
are available at: www.glencore.com/sustainability.
We strive to adopt safe and sustainable business practices,
and to contribute to the socio-economic growth of the
communities in which we operate. Our policies and
procedures help our people to uphold good business
practices; we expect our operations to meet or exceed any
applicable laws and to apply other relevant
external requirements.
Our corporate responsibility management system, Glencore
Corporate Practice (GCP), provides a framework for the
integration of our sustainability principles, guidance
and policies throughout our business. GCP provides clear
guidance on the standards we expect of our operations.
Through the reporting function within GCP, our Board
receives regular updates and has detailed oversight of how
our business is performing across all our internally defined
sustainability-related areas.
Our robust risk management framework allows us
to identify and manage risks. The framework identifies
material matters and supports our ongoing assessment of
what matters most to our business and to our stakeholders.
We are in the process of further developing our systematic
management system for catastrophic hazards in line with
the International Council on Mining and Metals guidelines.
Each of our commodity departments has identified the
catastrophic hazards relevant to its operations and created a
hazard register, as well as reviewing the relevant critical
controls. The Board HSEC Committee has set requirements
and will continue to review progress on critical control
management and performance.
HSEC strategic framework
During 2015, we formalised a HSEC strategic framework,
which:
• addresses the topics identified as material by internal
and external stakeholders;
• defines strategic objectives, priorities, targets and
responsibilities; and
• supports the continued integration of GCP into our
business strategy.
The framework has four pillars (Health, Safety, Environment
and Community & Human Rights), which are underpinned
by governance systems that include communication,
reporting, catastrophic hazards and assurance.
Assurance
Our assurance programme focuses on HSEC-related
catastrophic hazards that have been identified via our
catastrophic hazard management process. Our annual
assurance plan is reviewed and approved by the Board.
Assurance involves assessments against pre-defined criteria
that have been aligned to international best practice.
These assessments are carried out by subject matter experts,
who are mainly internal but independent from the asset and
department under review. Progress is regularly reported to
the Board. When appropriate, corrective actions are tracked
and followed up.
18
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Performance during 2015
Our priorities going forward
2015
10
2014
16
2013
26
1.32
1.58
1.88
• Continue to implement SafeWork, build a strong culture
of safety and eliminate fatalities across the Group
• Progress our targeted 50% reduction of LTIFR and TRIFR
by 2020, based on our 2015 and 2014 baselines respectively
Key performance indicators
Fatalities at managed operations
Lost time injury frequency rate (LTIFR)
(per million hours worked)*
Total recordable injury frequency rate
(TRIFR) (per million hours worked)
CO2e Scope 1 (million tonnes)
CO2 Scope 2 (million tonnes)
Total energy use (petajoules)
Water withdrawn (million m3)
Community investment spend ($ million)
5.06
23.4
13.7
242
952
94
5.82
22.3
13.6
242†
996†
114
n/a**
23.2
13.9
238
965
168
Number of employees and contractors
156,468
181,349
203,637
Proportion of female employees (%)
16
16
17
* Prior to 2014, the combined figure for Glencore and Xstrata LTIs is not based on a
consistent definition. From 2014, LTIs are recorded for lost days beginning on the first
rostered day that the worker is absent after the day of the injury. The day of the injury
is not included.
**TRIFR baseline set in 2014, definitions aligned post-merger with Xstrata.
† Restated primarily due to improved estimation methods for water withdrawn at
3 sites and change in unit of measurement for energy at one site.
Progress against our key priorities
2015 priorities
Eliminate fatalities, paying particular attention to our ‘focus assets’
(as detailed on following page) and underground operations where
the majority of fatalities have historically occurred.
Continued focus on reducing our lost time injury frequency rate
(LTIFR) to our 2016 target, and reducing our total recordable injury
frequency rate (TRIFR) by 50% by 2020.
Complete our occupational disease prevention framework in the
first half of the year and roll it out across all our assets by the end
of 2015.
• Roll out the revised health strategy and supporting
materials to assets during 2016
• Implement the water management framework across the
Group and assess operations that have been identified as
being high-risk sites related to water
• Undertake a feasibility study to develop a meaningful
target for carbon, continue to develop our position in
the debate on climate change and the role of fossil fuels
in the future global energy mix
• Continue to strengthen relationships with our
communities and other stakeholders to maintain our
licence to operate
• Develop a strategic framework to enhance our
contribution to socio-economic development and
roll out associated metrics to all operations
Progress
A continued reduction in fatalities: ten fatalities (from seven fatal
incidents) in 2015 (2014: 16 fatalities from 15 fatal incidents).
We have achieved our LTIFR target (to reduce the rate by 50%
against our 2010 baseline) one year early and established a new
target to reduce LTIFR by 50% compared to 2015 figures by 2020.
Our 2015 LTIFR is 1.32, exceeding the 2015 target of a 15%
improvement over our 2014 LTIFR (1.58). In total,
we have reduced our LTIFR by 52% since 2010.
Our TRIFR for 2015 is 5.06, which is a 13% reduction on 5.82
achieved in 2014. Our current TRIFR is ahead of the progressive
improvement required to meet the 2020 target of a 50% TRIFR
reduction against our 2014 baseline.
We have developed a health strategy, which has been agreed by all
departments. A working group of internal specialists is defining
leading practices, developing tools and establishing indicators to be
shared across the business as part of the ongoing roll-out strategy.
The working group will establish broad milestones for
implementation during 2016.
Continue to improve engagement activities with all stakeholders
and identify further opportunities for interaction.
Significant progress achieved in our engagement with all our
stakeholders, including NGOs and civil society groups.
Continued development and strengthening of our
employees’ skills.
Review the societal strategies at our operations and, where
necessary, revise to optimise our contribution to local socio-
economic development.
Complete our water management framework by the end of 2015.
This framework includes consistent definitions and metrics, the
introduction of a water accounting tool and a consistent water
balance, water management requirements and reporting systems.
Review training on the Voluntary Principles on Security & Human
Rights to ensure a consistent approach across all our assets.
Our ongoing approach continues to provide individual
development and training; we also continue to work on
a standardised approach.
We have drawn on internal and external expertise to develop
performance metrics for measuring our socio-economic
contribution. These metrics have been piloted in several
locations, for roll-out across all operations in 2016.
We have completed the strategic water management framework,
defining Glencore’s strategic objectives, priority areas and the
associated timelines. We have harmonised and aligned our water
metrics to the Water Accounting Framework of the Minerals
Council of Australia. We have identified our high-risk sites, which
will be assessed to identify and implement improvements.
We have formalised our relationships with public security forces in
regions with the highest risk of human rights abuses. This includes
signing memoranda of understanding and reviewing and
strengthening human rights training at operations.
Glencore Annual Report 2015
19
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Sustainable development
Materiality
As part of the preparation for compiling our annual
sustainability report, we undertake a Group-wide review of
the material topics that have affected and continue to affect
our business, globally and locally, and our actions to address
them. This process focuses our reporting on the sustainability
topics of most interest to our key stakeholders, which
include national and regional governments, community
members, our workforce, business partners, union
representatives and civil society.
Our process reflects the GRI’s guidance on materiality
and completeness. This guidance requires reporting
to cover topics and indicators that “reflect the organisation’s
significant economic, environmental and social impacts”
and/or that “substantively influence the assessments and
decisions of stakeholders.”
The process involves: identifying the topics raised during
engagement activities with a broad range of stakeholders,
both internal and external; considering the issues that affect
our peers and the extractive sector as a whole; assessing
media coverage of Glencore; and considering feedback from
local communities and civil society groups.
A matter is considered to be material if, in the view of
senior management, the Board and key stakeholder groups,
it is of such importance that it will, or potentially could, in
the short, medium or long term:
• have a significant influence on, or is of particular interest
to, our stakeholders; or
• substantively impact our ability to meet our strategic objectives.
Once identified, each material issue is given a priority level
based on the level of concern shown by stakeholders, as well
as its actual and/or potential impact on the business. Issues
that are of interest globally, that will have an impact on more
than one region, and that are assessed to be of medium to
high importance, are reported in detail in our sustainability
report and summarised in this report. Topics that have a
more local focus are covered in regional and local reports.
The issues identified as being material are, in no order
of priority:
• The safety of our people
• Promotion of health and wellbeing in our workforce
and local communities
• Developing and supporting our workforce
• Respecting fundamental human rights
• Working in partnership with local communities
• Addressing the impact of climate change
• Management of our water footprint
• Responsible waste management
• Minimising air emissions
• Managing the closure of operations
• Engaging with all of our stakeholders
20
Glencore Annual Report 2015
The Board HSEC Committee has reviewed and approved
the results of the materiality assessment.
The safety of our people
Our number one priority is the health and safety of our
people. We are committed to achieving strong health and
safety performances at all of our assets through resolving
local challenges and transforming behaviour at all levels
of our organisation.
Strategy and approach
We take a proactive, preventative approach towards health
and safety. Our aim is to establish a safety culture in which
our employees and contractors feel empowered to stop work
if they consider a workplace or situation unsafe. We believe
that all occupational fatalities, diseases and injuries are
preventable. We are working towards achieving this
ambition through SafeWork, a Group-wide initiative.
SafeWork focuses on eliminating fatalities and serious
injuries through encouraging life-saving behaviours and
developing a better understanding of the consequences of
unsafe actions.
An important tool in improving safety at our operations has
been the recording of high potential risk incidents (HPRIs).
Reporting on HPRIs trends and making corrective actions
immediately is helping us to systematically eliminate the
cause of fatalities.
Fatalities
It is with deep regret that we report we have not met
our goal of zero fatalities. During 2015, ten people lost
their lives at our operations, compared to 16 during 2014.
All ten fatalities occurred in underground working
situations. All loss of life is unacceptable and we are
determined to eliminate fatalities across our Group.
26
Fatalities at managed operations
number
30
25
20
15
10
5
0
16
10
2013
2014
2015
Target: 0 fatalities
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7
7
8 8
Fatalities per region (2013 – 2015)
9
8
7
6
5
4
3
2
1
0
1
2
0
5
Africa
Australia
0
Asia
1 1
0
Europe
1
0 0
North
America
2
1
South
America
2013
2014
2015
The 2016 HSEC assurance schedule includes an internal
audit programme that will continue over the next
three to four years, covering all underground operations.
The audit will assess major catastrophic and fatal hazards:
strata failure, shafts and winders, fire, explosion,
and inrush.
All our assets are implementing our SafeWork programme.
In 2014, we identified a small number of our operations
as ‘focus assets’. These assets are located in challenging
geographies and have legacy issues that have historically
resulted in them having a lower safety performance than
the rest of the business.
Each focus asset has completed a gap analysis against our
fatal hazard protocols requirements. This included
identifying and implementing critical controls, and
producing detailed action plans to close out any identified
gaps. SafeWork also requires training in hazard awareness,
risk assessment, life-saving behaviours and
safety leadership.
We are beginning to realise positive results at these assets.
At the end of 2015, our Kazzinc complex in Kazakhstan
achieved 15 months without a fatality, our agricultural
products assets in the former Soviet Union region achieved
13 months, and the Katanga and Mutanda copper mines
in the Democratic Republic of Congo achieved 14 months
and 39 months respectively without a fatality. In 2015,
Mopani Copper Mines in Zambia experienced three fatal
incidents resulting in six fatalities, while the Sinchi Wayra
zinc mine in Bolivia had one fatality. Although, we have
seen a reduction in fatalities at our focus assets, we
recognise that more work needs to be done to strengthen
each asset’s capabilities around sustaining the prevention
of fatalities.
Reducing injury frequency rates
Our long-term goal of reducing employee and contractor
injuries continues to deliver year-on-year reductions in our
lost time injury frequency rate (LTIFR). Our LTIFR reflects
the total number of LTIs per million hours worked and does
not include restricted work injuries or fatalities.
Strategic report | Governance | Financial statements | Additional information
8
In 2015, our LTIFR was 1.32 per million hours worked,
a 16% improvement against 2014. Our LTIFR has improved
by 52% since 2010, exceeding our long-term goal of a
50% reduction against our 2010 baseline of 2.74 by 2016.
Lost time injury frequency rate (LTIFR)
per million hours worked
1.88
1.58
1.32
2.0
1.5
1.0
0.5
0.0
2013
2014
2015
Target: LTIFR reduction by 50% by 2020
using 2015 as the baseline
Lost time incidents are recorded when an employee or contractor is unable to work
following an incident; days recorded begin on the first rostered shift that the worker is
absent after the day of the injury.
The total recordable injury frequency rate (TRIFR) is the
sum of fatalities, lost time injuries, restricted work injuries
and medical treatment injuries per million hours worked.
The metric represents all injuries that require medical
treatment beyond first aid.
During 2015, we set a long-term goal of achieving a
50% reduction in TRIFR by the end of 2020, using our
2014 TRIFR of 5.82 as the baseline. Following the merger
with Xstrata in 2013, 2014 was the first year all our assets
had harmonised their TRIFR reporting definitions. Our 2015
TRIFR of 5.06 is a 13% improvement against the 2014 TRIFR
of 5.82. Our current TRIFR is ahead of the progressive
improvement required to meet our long-term goal.
Total recordable injury frequency rate
per million hours worked*
10.0
8.05
8.0
6.0
4.0
2.0
0
5.82
5.06
2013
2014
2015
*No harmonised data available for time before 2014.
A high potential risk incident (HPRI) is an incident
that could have caused a catastrophic or major incident.
During 2015, 338 HPRIs were reported, compared to 278
for 2014. HPRI reporting represents a positive part of our
strategy to reduce fatalities and, as such, we do not target
a reduction in this metric. We are encouraging our
workforce to recognise the need to record HPRIs through
the promotion of a risk-based safety culture.
Glencore Annual Report 2015
21
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Strategic report
Sustainable development
Promotion of health and wellbeing in our workforce
and local communities
We believe that all occupational diseases can be prevented.
We are working to address risks to the health of our people,
both from exposure to hazards in the workplace, and from
broader lifestyle challenges. The most common health
hazards in our workplaces continue to be heavy loads,
noise, silica, lead, diesel exhaust particles, acid mist and
particulate matter (dust) containing heavy metals.
The challenges of eliminating occupational diseases vary
with each site’s operational processes and procedures.
We have developed three key objectives to meet our
strategic intent in occupational disease management:
• Healthy workplaces: controlling exposures to hazards
at the source
• Fit for work: ensuring the capabilities of employees are
appropriate for the tasks being undertaken
• Fit for life: delivering wellbeing initiatives that reflect the
health needs of individuals in the workplace and those
of the local community
We have finalised the framework and key objectives for our
health strategy. A working group of internal specialists is
now consolidating our leading practices, developing tools
to support implementation of the strategy and establishing
indicators to measure performance. These resources will be
shared throughout Glencore during 2016.
The regions in which we operate have a diverse range of
community health problems, including HIV/AIDS and
malaria in Africa, malnutrition in South America, and
diabetes and obesity in Canada and Australia. We work
to tackle these problems, both to help our people and to
encourage community development.
Reducing occupational disease
In 2015, 94% of our sites reported no new cases of
occupational disease, compared to 91% of sites in 2014.
Developing and supporting our workforce
Our people are fundamental to our success, underpinning
our ability to succeed and grow. We aim to provide clear,
attractive career paths and safe, healthy workplaces, free
from discrimination and harassment.
Our success relies strongly on our ability to attract,
develop and retain the best talent at every level. We choose
the best people for each position and reward them
competitively, in line with market conditions and their
contribution to our overall business success. We provide
our people with the opportunity to develop and increase
their skills, expertise and experience and the confidence
to improve their careers.
22
Glencore Annual Report 2015
Over the last year, the impact of slowing economic growth
was enhanced in commodity producing and consuming
countries, such as China, Brazil and Russia, has resulted in a
dramatic fall in commodity prices. In turn, this has led to a
number of assets no longer operating profitably. In response
to such operating conditions, we placed a number of our
assets on care and maintenance or significantly reduced
production levels in 2015. At these sites, we have engaged
extensively with our employees, unions, government
representatives and local community members to ensure all
our stakeholders are fully aware of the actions being taken.
Employees being made redundant receive packages
significantly in excess of local requirements and we will
continue to support ongoing community initiatives.
Regardless of the economic backdrop, we remain committed
to operating in a manner that fully incorporates our
sustainability standards, programmes and initiatives and to
delivering benefits to our stakeholders. Integrating
sustainability across all our business processes remains
a core strategic priority.
Diversity
We believe that a diverse workforce is essential to a
successful business and seek to ensure that our workforce
reflects the diversity of the communities in which we
operate. We value diversity and treat employees and
contractors fairly, providing equal opportunities
throughout the organisation. During 2015, our workforce
was made up of 16,382 (16%) female employees compared
to 17,093 (16%) in 2014.
Protecting labour rights
We are committed to upholding the International Labour
Organization’s (ILO) Declaration of Fundamental Principles
and Rights at Work and their Core Labour Standards.
We prohibit any form of child, forced or bonded labour
at any of our operations and do not tolerate discrimination
or harassment. We endeavour to have a positive and
constructive relationship with the unions in the locations
where we operate.
Industrial relations
Around 70% of our employees are represented by
an independent trade union or covered by a collective
bargaining agreement. We uphold the rights of our
employees to freedom of association, to unionise and
to collective representation, regardless of their location
or function. We are committed to working honestly
and transparently with labour unions and we undertake
negotiations in good faith.
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Respecting fundamental human rights
Local procurement
Our operations have many contacts with the communities
in which we work. It is vital that we respect the human
rights of our people and our local communities, including
vulnerable people such as women, indigenous people and
victims of conflict. This is particularly relevant in regions
where our assets require additional security.
Our approach to respecting fundamental human rights is
aligned with the UN Guiding Principles on Business and
the Human Rights Protect, Respect and Remedy Framework,
as well as the ILO Core Conventions. Each of our operations
is required to identify human rights risks as part of the risk
assessment processes undertaken at key lifecycle phases.
All our operations are required to have grievance
mechanisms that are accessible, accountable and fair,
and that enable our stakeholders to raise concerns without
fear of recrimination.
In March 2015, we were successful in our application
to join the Voluntary Principles Initiative. We are now
working with the Initiative’s member governments,
companies and NGOs to further develop our approach
towards security and human rights.
Working in partnership with local communities
The communities surrounding our operations are our
neighbours, employees, business partners and future
workforce. Through our commitment to fully engage with
our local communities we aim to secure a broad base of
support for our activities.
We foster sustainable growth where we operate.
We contribute to society throughout our value chain,
via employment, procurement, enterprise development,
infrastructure and social investment programmes.
During the year, we continued to target contributions
to initiatives that benefit our host communities. In 2015, this
contribution totalled $94 million, meeting our target of at
least 1% of PBT. Our community development projects
address three focus areas: capacity building (including
education, enterprise development and economic
diversification); health; and environment.
Local employment
Our most significant impact on our host regions is
through employment, both directly and via contractors.
Local employment is particularly significant in developing
countries, where our local employees can support as many
as nine people each. Improving the prosperity of our
workforce also funds a general uplift in local economies,
resulting in further job creation.
We use local suppliers wherever possible, as this is cost-
effective and helps communities to reduce their reliance
on our operations for direct employment. It is also an
important building block for the development of local
economies; in some countries, national development
objectives determine procurement requirements for
each region.
Local infrastructure
Our operations are often in remote areas in need
of development, where it is helpful to share infrastructure
such as roads, water and electricity with our host
communities. This infrastructure will last long after our
activities in those regions end, not only boosting current
economic growth but contributing to a sustainable future.
Environment
Our operations have direct and indirect impact on the
environment in regions where we operate. We work to
minimise and mitigate any negative impact from our
activities and are always looking for ways to improve
our performance. We are committed to reducing our
environmental impact, including our use of resources,
such as energy and water, wherever possible.
We are committed to eliminating material environmental
incidents and incurring zero fines, penalties or prosecutions.
Any material environmental incidents are reported to the
Board HSEC committee and, in particularly severe cases,
presentations are made by operational management teams.
During 2015, our operations did not record any
environmental incidents that were classed as major
or catastrophic.
Addressing the impact of climate change
The need for secure, affordable energy is universal; it is a
pivotal factor for nations to achieve their socio-economic
goals. In the developing world, access to energy is essential
for improving living conditions, education, healthcare
provisions and economic development.
We are aware of the increasing regulatory pressure and
societal demand for a low-emission economy to address
the global climate change situation. We play an active
role in engaging with governments and other interested
stakeholders to develop strategies for reducing the impact
of climate change. We actively support the development
of low emission technologies and renewable energy sources.
We are working to mitigate the physical impacts of climate
change where we can and take resource efficiency into
account when making operational decisions. Wherever we
operate, we seek to optimise our energy and carbon footprint.
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Glencore Annual Report 2015
23
Management of our water footprint
Water is an essential input for our business activities, while
more than half of our operations are located in water-stressed
areas. We are committed to managing our impact on water
resources responsibly. We are implementing new technologies
to help minimise or eliminate water discharge.
Wherever we can, we prioritise efficient water use, water
reuse/recycling, responsible waste water disposal and
maintenance of any equipment that might pose a hazard to
water quality. We engage with local water users to avoid
material adverse impacts on the quality and quantity of
local water sources or compromising their access to water.
During 2015, we completed a strategic water management
framework, which defines Glencore’s strategic objectives,
priority areas and associated timelines for the realisation of
our defined goals.
The metrics we use to measure our water performance have
been harmonised and aligned with the Water Accounting
Framework (WAF) of the Minerals Council of Australia.
Going forward, operations that have been identified as
high-risk sites will be assessed to identify areas
for improvement.
In 2015, we withdrew 952 million m3 of water, compared
with 996 million m3 in 2014.
Water withdrawn
million3
1,000
965
996
952
800
600
400
200
0
2013
2014*
2015
*Restated primarily due to improved estimation methods at three sites.
We publicly report to the CDP’s water disclosure programme.
Strategic report
Sustainable development
We divide CO2 emissions reporting into three different
scopes, in line with the Greenhouse Gas Protocol Corporate
Standard (2004). We monitor and report on both the direct
(scope 1 in tCO2e) and indirect (scope 2 in tCO2) emissions
generated by the operational activities, entities and facilities
in which we have a controlling stake. Scope 3 emissions are
all indirect emissions (not included in scope 2) that occur in
the value chain of the reporting company, including both
upstream and downstream emissions.
During 2015, we emitted 23.4 million tonnes of Scope 1 CO2e
emissions, mainly from the fuel we used. This figure includes
emissions from reductants used in our metallurgical
smelters and from the incineration of biomass. It also
includes methane emissions from our operations, which
make up more than 30% of our Scope 1 emissions.
CO2 emissions arising from our use of purchased electricity,
steam or heat, Scope 2 emissions, totalled 13.7 million
tonnes. Our Scope 3 emissions include emissions from
sources, including shipping, land transportation by third
parties and the use of our energy products.
For our business, reporting a normalised CO2 emissions
figure or reporting ratios of CO2 to production, financial
results or employee headcount does not meaningfully
contribute to any understanding of our performance.
This is due to the diversity of our business. The scope
and range of our products make it impossible to calculate
a single production figure and our financial results are
affected by commodity prices and foreign exchange rates,
which are outside our control. As a result of the nature
of the exploration, development and production cycle,
our CO2 emissions do not necessarily correlate to our
employee headcount.
We publicly report to CDP’s Carbon Disclosure Programme.
Our 2015 score was 99C and our submission is available on
the CDP website: www.cdp.net
Greenhouse gas emissions
million tonnes CO2*
40
30
20
10
0
2013
2014
2015
Scope 1
Scope 2
*Scope 1 emissions are measured in CO2e
24
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Responsible waste management
Minimising air emissions
Wherever we operate, we comply with relevant regulatory
limits and international standards for air emissions.
Our open cut operations emit dust from excavation and
movement of material. We monitor dust levels at affected
communities and minimise dust in a number of ways.
Our SO2 emissions in 2015 totalled 366,000 tonnes,
compared to 431,000 in 2014. The decrease is primarily due
to operational changes at Mopani and Mount Isa Mines.
Managing the closure of operations
We require each operation to continuously maintain a
closure plan throughout its lifecycle, including appropriate
financial provisions. As some of our operations enter
suspension or closure, we are aware of the importance
of managing our environmental impacts throughout.
We work closely with our host communities to manage the
transition and identify opportunities for delivering positive,
lasting change.
Further information on our approach towards sustainability
is available in our annual sustainability report and on our
website: www.glencore.com/sustainability
Most of the waste that we generate from our extraction
and processing operations is mineral; this includes
tailings, slag and rock. Our operations have rigorous waste
management systems to dispose of waste while preventing
environmental contamination. We reuse as much waste as
possible, including using waste rock to backfill our mines.
Our metal and coal assets generate tailings, which
are stored in purpose-built tailings storage facilities.
The tailings are placed in specially designed ponds
filled with tailings and water; over time, the water
evaporates while the tailings settle, eventually filling
the dam. At this point, the dam is capped, sealed and
rehabilitated. Our tailings facilities are monitored
continuously to ensure integrity and structural stability.
Flooding and seismic activity are the main natural
phenomena that may affect them.
We operate a number of tailings dams and waste-containing
compounds across the world. These facilities are at different
lifecycle stages: under construction, operational and
post-rehabilitation.
In 2014, we conducted a survey of all Group tailings dams,
supervised by the Board’s HSEC Committee. The key
findings were presented to the HSEC Committee. As a result
of the survey, the HSEC Committee required all surface
tailings facilities to have an independent inspection report
that is no more than three years old.
Following the devastating tailings dam failure in Brazil
during 2015, we re-examined our most recent review of
our tailings dams. During 2016, a special review will be
undertaken for the dams identified as being the most at risk.
During 2015, our hazardous and non-hazardous mineral
waste totalled 2,084 million tonnes, a slight decrease
on 2014.
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25
Strategic report
Key performance indicators
Our financial and non-financial key performance indicators (KPIs) provide a measure of our performance against the key
drivers of our strategy. All 2013 financial KPIs are presented on a pro forma basis.
Financial key performance indicators
Definition
Adjusted EBIT/EBITDA, as defined in note 2
to the financial statements, provide insight
into our overall business performance
(a combination of cost management, seizing
market opportunities and growth), and are
the corresponding flow drivers towards
achieving an industry-leading return on
equity. Adjusted EBIT is revenue less cost of
goods sold and selling and administrative
expenses, plus share of income from
associates and dividend income as disclosed
on the face of the consolidated statement of
income, excluding significant items.
Adjusted EBITDA consists of Adjusted EBIT
plus depreciation and amortisation.
Definition
Funds from operations (FFO) is a measure
that reflects our ability to generate cash for
investment, debt servicing and distributions
to shareholders. FFO comprises cash
provided by operating activities before
working capital changes, less tax and net
interest payments plus dividends received.
2015 performance
2015 Adjusted EBITDA was $8.7 billion, down
32% compared to 2014, while Adjusted EBIT
was $2.2 billion, down 68% compared to 2014,
predominantly due to significantly lower
average commodity prices, net of producer
country currency depreciation; in addition,
for Adjusted EBIT, due to the relatively fixed
non-cash depreciation charge. Against such
backdrop, significant operating cost savings
were achieved through a relentless focus on
all areas of the business.
2015 performance
2015 FFO was $6.6 billion, down 35%
compared to 2014, reflective of the year over
year decrease in Adjusted EBITDA owing to
the impact of the weaker commodity
price environment.
Definition
Net debt demonstrates how our debt is being
managed and is an important factor in
ensuring we maintain an investment grade
rating status and an attractive cost of capital.
In addition, the relationship of FFO to net debt
is an indication of our financial flexibility
and strength.
Net debt is defined as total current and
non-current borrowings less cash and
cash equivalents, marketable securities
and readily marketable inventories.
2015 performance
As at 31 December 2015, net funding and net
debt were $41.2 billion and $25.9 billion,
respectively, down significantly, reflecting the
relentless focus on capital efficiency (reduced
capital expenditure and working capital
levels), the $2.5 billion equity placing and our
asset disposal programme, including the sale
of a silver stream.
Definition
Net income is income that is attributable to
equity shareholders pre-significant items.
2015 performance
2015 net income was $1.3 billion, down 69%
compared to 2014, reflecting the 68%
reduction in EBIT, as a result of weaker
commodity prices.
Adjusted EBIT/EBITDA
US$ million
14,000
12,000
10,000
8,000
6,000
4,000
2,000
0
2013
2014
2015
EBIT
EBITDA
Funds from operations (FFO)
US$ million
12,000
10,000
8,000
6,000
4,000
2,000
0
2013
2014
2015
Net funding/Net debt and FFO
to net debt
US$ million
52,000
%
80
70
60
50
40
30
20
10
0
39,000
26,000
13,000
0
2013
2014
2015
Net debt
FFO to net debt
Net funding
Net income
US$ million
5,000
4,000
3,000
2,000
1,000
0
2013
2014
2015
26
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Non-financial key performance indicators
Safety
Total recordable injury frequency rate
(TRIFR)
number
9
6
3
0
2013
2014
2015
Definition
We believe that every work-related incident,
illness and injury is preventable and we are
committed to providing a safe workplace.
The total recordable injury frequency rate
(TRIFR) is the sum of fatalities, lost time
injuries, restricted work injuries and medical
treatment injuries per million hours worked.
The metric represents all injuries that require
medical treatment beyond first aid.
2015 performance
It is with regret that during 2015, ten people
lost their lives at our operations
(2014: 16 fatalities).
Our 2015 TRIFR of 5.06 is a 13% improvement
over the 2014 TRIFR of 5.82. Our long-term
goal for TRIFR is to achieve a 50% reduction
by 2020, using our 2014 TRIFR of 5.82 as the
baseline. Our 2015 TRIFR is ahead of the
progressive improvement required to meet
this long-term goal.
Water withdrawn
million m3
1,000
800
600
400
200
0
2013
2014*
2015
*Restated primarily due to improved estimation methods at three sites.
Greenhouse gas emissions
million tonnes CO2*
40
30
20
10
0
2013
2014
2015
Scope 1
Scope 2
*Scope 1 emissions are measured in CO2e
Community investment spend
US$ million
200
150
100
50
0
2013
2014
2015
Definition
Water withdrawal is a measure of our
operational resource efficiency.
Our operations have an ongoing responsibility
to increase the reuse of processed and use of
recycled wastewater in order to reduce our
impact on local water supplies. Recycled water
is predominantly used in place of fresh water
for processes such as dust suppression.
2015 performance
In 2015, we used 952 million m3 of water,
a decrease on 2014 (996 million m3), primarily
due to production cuts.
During 2015, we completed a strategic water
management framework, which defines
Glencore’s strategic objectives, priority areas
and associated timelines for achieving its
defined goals.
Definition
Our CO2 emissions reporting is separated
into Scope 1 and Scope 2 emissions. Scope 1
includes emissions from combustion in
owned or controlled boilers, furnaces and
vehicles/vessels, coal seam emissions and
rice cultivation. Scope 2 consists of emissions
arising from our use of purchased electricity,
steam or heat.
We monitor and report both the direct and
indirect emissions generated by the
operational activities, entities and facilities
in which we have a controlling stake.
2015 performance
We divide CO2 emissions reporting into three
different scopes, in line with the Greenhouse
Gas Protocol.
During 2015, we emitted 23.4 million tonnes of
Scope 1 (direct) CO2e emissions mainly from
fuel usage. Our Scope 2 (indirect) CO2
emissions, totalled 13.7 million tonnes.
Our Scope 3 emissions include emissions from
a broad range of sources, including shipping,
land transportation by third parties and the
use of our energy products.
2015 performance
In 2015, the funds we made available for
community investments were $94 million,
a decrease on the amount invested in 2014
($114 million).
Definition
Community investments are our contributions
to, and financial support of, the broader
communities in the regions where we operate.
Funds are set aside to support initiatives that
benefit communities and local sustainable
development. We also make in-kind
contributions, such as equipment and
management. We support programmes
for community development, enterprise
and job creation, health, education and
the environment.
Glencore Annual Report 2015
27
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Strategic report
Principal risks and uncertainties
Risk management is one of the key responsibilities of the Board and
its Audit and HSEC Committees. Our principal risks and uncertainties
– whether under our control or not – are highly dynamic and our
assessment and our responses to them are critical to our future
business and prospects.
Our risk management framework identifies and manages
risk in a way that is supportive of our strategic priorities
of opportunistically deploying capital, while protecting
our future financial security and flexibility. Our approach
towards risk management is framed by the ongoing challenge
of our understanding of the risks that we are exposed to,
our risk appetite and how these risks change over time.
The Board assesses and approves our overall risk appetite,
monitors our risk exposure and sets the Group-wide limits,
which are reviewed on an ongoing basis. This process is
supported by the Audit and HSEC Committees, whose roles
include evaluating and monitoring the risks inherent in
their respective areas as described on pages 85 to 88.
Our current assessment of our risks, according to exposure
and impact, is detailed on the following pages. In compiling
this assessment we have indicated the impact of these risks
in comparison with a year ago in the table below.
The commentary on the risks in this section should be read
in conjunction with a commentary under Understanding the
information on risks which is set out on the next page.
To the extent that any of these risks are realised, they may
affect, among other matters: our current and future business
and prospects, financial position, liquidity, asset values,
growth potential, sustainable development (whether as to
adverse health, safety, environmental, community effects
or otherwise) and reputation.
The natural diversification of our portfolio of commodities,
geographies, currencies, assets and liabilities is a source
of mitigation for many of the risks we face. In addition,
through our governance processes as noted previously and
our proactive management approach we seek to mitigate,
where possible, the impacts of certain risks should they
materialise. In particular:
• our liquidity risk management policy requires us to
maintain (via a $3 billion minimum prescribed level)
sufficient cash and cash equivalents and other sources of
committed funding available to meet anticipated and
unanticipated funding needs;
• making use of credit enhancement products, such as
letters of credit, insurance policies and bank guarantees
and imposing limits on open accounts extended;
• our management of marketing risk, including daily
analysis of Group value at risk (VaR); and
• adhering to the principles encapsulated in the
Glencore Corporate Practice (GCP) programme.
2015 developments and overview of principal risks and uncertainties
• Reductions in commodity prices
• Fluctuations in supply of or demand for commodities
• Fluctuations in currency exchange rates
• Health, safety, environment, including
potential catastrophes
• Liquidity risk
• Emissions and climate change
• Counterparty credit and performance
• Laws, enforcement, permits and licences to operate
• Geopolitical risk
• Community relations
• Sourcing, freight, storage infrastructure and logistics
• Development and operating risks and hazards
• Cost control
• Employees
Key
28
Risk impact
Low
Medium
High
Risk exposure
Increase
Decrease
Static
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2015 developments
The significant falls in commodity prices experienced
during 2015 and the pessimistic medium-term outlook
of many commodity market commentators make this
the Group’s foremost risk. The price declines in our
commodities generally, and especially copper and coal, have
been a severe drag on our financial performance and have
led to concerns by external stakeholders as to the strength
of the Group’s balance sheet.
• The reductions in commodity prices reflect the actual,
perceived or prospective increases in supply of commodities
and/or reductions in demand.
• The general appreciation of the US dollar during 2015,
particularly against the currencies of emerging and
commodity producing countries, has contributed to
commodity price fluctuations. Although the strength
of the US dollar is generally beneficial to our operating
costs, this gain is more than outweighed by disruption in
the world economy and substantial falls in
commodity prices.
In response to the above financial challenges, capital
expenditure programmes were cut significantly, working
capital is being managed down, certain loss-making
operations were shut, some profitable production was
suspended, non-core precious metal reserves were
monetised, and a $2.5 billion equity placement was
implemented. The Company is also seeking to take further
initiatives than were announced in its September debt
reduction programme in order to achieve higher credit
ratings than it has currently.
The tailings dam collapses in Canada and Brazil and the
Turkish coal mine disaster experienced in the last two years
by other mining companies are reminders of major
catastrophes that represent significant unquantifiable
risks for resources companies and as a result this remains
a leading topic subject to challenge and monitoring.
During 2015, the HSEC Committee sponsored the launch of a
new sustainability risks assurance process. Its initial focus
has been on the Group’s catastrophic hazards.
Understanding the information on risks
There are many risks and uncertainties which have the
potential to significantly impact our business, including
competitive, economic, political, legal, regulatory, social,
business and financial risk. The order in which these risks
and uncertainties appear does not necessarily reflect the
likelihood of their occurrence or the relative magnitude
of their potential material adverse effect on our business.
We have sought to provide examples of specific risks.
However, in every case these do not attempt to be an
exhaustive list. These principal risks and uncertainties should
be considered in connection with any forward looking
statements in this document as explained on page 202.
Identifying, quantifying and managing risk is complex
and challenging. Although it is our policy and practice
to identify and, where appropriate and practical, actively
manage such risks to support objectives in managing
capital and future financial security and flexibility, our
policies and procedures may not adequately identify,
monitor and quantify all risks.
The comments below describe our attempts to manage,
balance or offset risk. Risk is, however, by its very nature
uncertain and inevitably events may lead to our policies
and procedures not having a material mitigating effect
on the negative impacts of the occurrence of a particular
event. Since many risks are connected, our analysis should
be read against all risks to which it may be relevant.
In this section, we have sought to update our explanations,
reflecting our current outlook.
Mostly this entails emphasising certain risks more
strongly than other risks rather than the elimination of,
or creation of, risks. To understand the changes in outlook
and for more detail on certain risks, our previous annual
reports are on our website at: www.glencore.com/
investors/reports-and-results/reports/
To provide for concise text:
• where we hold minority interests in certain businesses,
although these entities are not generally subsidiaries,
the interests are mostly taken as being referred to in
analysing these risks, and “business” refers to these
and any business of the Group;
• where we refer to natural hazards, events of nature
or similar phraseology we are referring to matters
such as earthquake, flood, severe weather and other
natural phenomena;
• in each case our mitigation of risks will include the
taking out of insurance where it is customary and
economic to do so;
• “risks” include uncertainties;
• “laws” include regulations of any type;
• a reference to a note is a note to the 2015 financial
statements; and
• we have referred to our 2015 Sustainability Report
which will be published in April 2016.
Glencore Annual Report 2015
29
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Strategic report
Principal risks and uncertainties
Risk
External
Reductions in commodity prices
Comments
The revenue and earnings of substantial parts of our industrial
activities and, to a lesser extent, our marketing activities, are
dependent upon prevailing commodity prices. Commodity
prices are influenced by a number of external factors, including
the supply of and demand for commodities, speculative
activities by market participants, global political and economic
conditions, related industry cycles and production costs in
major producing countries.
A significant downturn in the price of commodities generally
results in a decline in our profitability and could potentially
result in impairment and balance sheet constraints. It is
especially harmful to profitability in the industrial activities,
which are more directly exposed to price risk due to the higher
level of fixed costs, while our marketing activities are ordinarily
substantially hedged in respect of price risk and principally
operate a service-like margin-based model.
The significant falls in prices experienced during 2015 and
the pessimistic medium-term outlook of many commodity
market commentators make this the Group’s foremost risk.
The continued price declines in our commodities generally,
and especially copper and coal, have been a severe drag on
our financial performance and have led to material concerns
as to the Group’s indebtedness levels.
The Group is implementing a significant programme
of activities in response, as summarised on the previous page.
See the Chief Executive Officer’s review on page 4 and the
financial review on pages 36 to 41.
Details of the significant impairments recorded during the year
are contained in note 5. The valuations used for this analysis
remain sensitive to price and further deterioration in the price
outlook may result in additional impairments.
Against the backdrop of these fluctuations, as we would expect,
there were no breaches during 2015 of our $100 million Group
VaR limit pertaining to our marketing activities – see page 83.
Fluctuations in the supply of, or demand for,
the commodities in which we operate
We are dependent on the expected volumes of supply or
demand for commodities in which we are active, which can
vary for many reasons, such as competitor supply policies,
changes in resource availability, government policies and
regulation, costs of production, global and regional economic
conditions and events of nature.
Fluctuations in currency exchange rates
This risk is currently prevalent, with demand growth
uncertainty in various commodities we produce and market,
notably within steel, coal and oil markets.
See the Chief Executive Officer’s review on page 4.
The vast majority of our transactions are denominated in
US dollars, while operating costs are spread across many
different countries, the currencies of which fluctuate against
the US dollar. A depreciation in the value of the US dollar
against one or more of these currencies will result in an increase
in the cost base of the relevant operations in US dollar terms.
The main currency exchange rate exposure is through our
industrial assets, as a large proportion of the costs incurred by
these operations is denominated in the currency of the country
in which each asset is located. The largest of these exposures
is to the currencies listed on page 44.
This risk is currently prevalent in our industry. However,
these fluctuations tend to move in symmetry with those in
commodity prices and supply and demand fundamentals
as noted above, such that decreases in commodity prices are
generally associated with increases in the US dollar relative
to local producer currencies and vice versa. Consequently, the
current relative strength of the US dollar has been beneficial to
us through lower equivalent US dollar operating costs at many
of our operations. This positive, however, has been more than
offset by the disruption to the world economy and
the substantial falls in commodity prices described above.
Geopolitical risk
We operate and own assets in a large number of geographic
regions and countries, some of which are categorised as
developing, complex or having unstable political or social
climates. As a result, we are exposed to a wide range of
political, economic, regulatory and tax environments. Policies
or laws in these countries may change in a manner that may
be adverse for us. Also, some countries with more stable
political environments may nevertheless change policies
and laws in a manner adverse to us. We have no control over
changes to policies, laws and taxes.
The geopolitical risks associated with operating in a large
number of regions and countries, if realised, could affect our
ability to manage or retain interests in our industrial activities.
30
Glencore Annual Report 2015
During 2015, we were subject to significant changes in fiscal
policy from countries in South America, Africa and Asia Pacific
and we expect this trend to continue in 2016 as the global
geopolitical climate continues to evolve, partly affected by falls
in commodity prices.
Risks can also arise from the announcement and/or
implementation of reductions in workforces and temporary or
permanent production stoppages.
See map on pages 8 and 9 that sets out our global
operational footprint.
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Risk
Comments
Laws, enforcement, permits and licences to operate
We are exposed to and subject to extensive laws including
those relating to bribery and corruption, taxation, anti-trust,
financial markets regulation, management of natural resources,
licences over resources owned by various governments,
exploration, production and post-closure reclamation.
The terms attaching to any permit or licence to operate may
also be onerous. Furthermore, in certain countries title to land
and rights and permits in respect of resources are not always
clear or may be challenged.
The legal system and dispute resolution mechanisms in
some countries may be uncertain so that we may be unable
to enforce our understanding of our title, permits or other
rights. Lawsuits may be brought, based upon damage resulting
from past and current operations, and could lead to the
imposition of substantial sanctions, the cessation of operations,
compensation and remedial and/or preventative orders.
Moreover, the costs associated with legal compliance, including
regulatory permits, are substantial. Any changes to these laws
or their more stringent enforcement or restrictive interpretation
could cause additional material expenditure to be incurred
(including in our marketing business) or impose suspensions of
operations and delays in the development of industrial assets.
Failure to obtain or renew a necessary permit could mean that
we would be unable to proceed with the development or
continued operation of an asset.
A dispute relating to an industrial asset could disrupt or delay
relevant extraction, processing or other projects and/or impede
our ability to develop new industrial properties.
Liquidity risk
Our failure to access funds (liquidity) would severely limit our
ability to engage in desired activities.
Liquidity risk is the risk that we are unable to meet our payment
obligations when due, or are 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 we adjust our minimum internal liquidity threshold
from time to time in response to changes in market conditions,
this minimum internal liquidity target may be breached due to
circumstances we are unable to control, such as general market
disruptions, sharp movements in commodity prices or an
operational problem that affects our suppliers, customers
or ourselves.
A lack of liquidity may mean that we will not have funds
available to maintain or increase marketing and industrial
activities, both of which employ substantial amounts of capital.
If we do not have funds available to sustain or develop our
marketing and industrial activities then these activities
will decrease.
We are committed to complying with or exceeding the laws
and external requirements applicable to our operations and
products. Through this and monitoring of legislative
requirements, engagement with government and regulators,
and compliance with applicable permits and licences, we strive
to ensure full compliance. We also seek to manage these risks
through the Glencore Corporate Practice (GCP) programme.
Its practical application across our business is detailed in our
code of conduct (www.glencore.com/who-we-are/corporate-
governance/policies/code-of-conduct/) and this framework
is reflected in our Sustainability Reports. The Group’s anti-
corruption policy may also be found at: www.glencore.com/
who-we-are/corporate-governance/policies/global-anti-
corruption-policy/.
The Group is currently evaluating the impact of proposed
regulations to govern commodity market participants
(principally MiFID 2) in Europe.
New and proposed further changes to the rules of the London
Metal Exchange (“LME”) have contributed to significant
reductions in premiums in LME aluminium prices and
indirectly to a $119 million goodwill impairment of our
Pacorini metals warehousing business – see page 134 and
notes 5 and 9.
Note 25 details our financial and capital risk
management approach.
During 2015, the Group had been subject to considerable
market speculation as to its medium-term funding position.
Glencore Funding Factsheet, a summary of the Group’s financing
arrangements is available at: www.glencore.com/assets/
investors/doc/debt-investor/GLEN-2015-Glencore-plc-update-
and-details-of-funding-structure-6Oct2015.pdf.
As at 31 December 2015, the Group had available undrawn
committed credit facilities and cash amounting to $15.2 billion
(31 December 2014: $9.4 billion), comfortably ahead of our
$3 billion minimum prescribed level.
Standard & Poor’s and Moody’s have both reduced the
Company’s investment grade credit rating by one notch to
BBB- (stable) and Baa3 (stable) respectively.
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Principal risks and uncertainties
Risk
Business activities
Counterparty credit and performance
Comments
Financial assets consisting principally of marketable securities,
receivables and advances, derivative instruments and long-term
advances and loans can expose us to concentrations of credit risk.
Furthermore, we are subject to non-performance risk by our
suppliers, customers and hedging counterparties, in particular
via our marketing activities.
Non-performance by suppliers, customers and hedging
counterparties may occur and cause losses in a range of
situations, such as:
• a significant increase in commodity prices resulting in
suppliers being unwilling to honour their contractual
commitments to sell commodities at pre-agreed prices;
• a significant reduction in commodity prices resulting
in customers being unwilling or unable to honour their
contractual commitments to purchase commodities at
pre-agreed prices; and
• suppliers subject to prepayment or hedging counterparties
may find themselves unable to honour their contractual
obligations due to financial distress or other reasons.
Sourcing, freight, storage, infrastructure and logistics
Our marketing activities require access to significant amounts
of third party supplies of commodities, freight, storage,
infrastructure and logistics support and we are exposed to
reduced accessibility and/or increased pressure in the costs
of these. In addition, we often compete with other producers,
purchasers or marketers of commodities or other products
for limited storage and berthing facilities at ports and freight
terminals, which can result in delays in loading or unloading of
products and expose us to significant delivery interruptions.
Increases in the costs of freight, storage, infrastructure
and logistics support, or limitations or interruptions in the
supply chain (including any disruptions, refusals or inabilities
to supply), could adversely affect our business.
We monitor the credit quality of our counterparties and seek
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. Specific credit risk policy rules apply to open
account risk with an established threshold for referral of credit
positions by departments to central management. In addition,
note 25 details our financial and capital risk
management approach.
Our global network of infrastructure and logistics operations
such as vessels, oil terminals and tank farms, metals and other
warehouses and grain silos assists in mitigating risks related
to disruptions to or limitations of sourcing, freight, storage,
infrastructure and logistics.
See map on pages 8 and 9 that sets out our global
operational footprint.
32
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Risk
Comments
Development and operating risks and hazards
Our industrial activities are subject to numerous risks and
hazards normally associated with the initiation, development,
operation and/or expansion of natural resource projects, many
of which are beyond our control. These include unanticipated
variations in grade and other geological problems (so that
anticipated or stated reserves, resources or mineralised
potential may not conform to expectations and in particular
may not reflect the reserves and resources which the Group
reports and as a result the anticipated volumes or grades may
not be achieved). Other examples include seismic activity,
natural hazards, processing problems, technical and IT
malfunctions, unavailability of materials and equipment,
unreliability and/or constraints of infrastructure, industrial
accidents, labour force insufficiencies, disruptions and disputes,
disasters, protests, force majeure factors, cost overruns, delays in
permitting or other regulatory matters, vandalism and crime.
Cyber crime can also have materially adverse consequences
for our marketing and industrial businesses – see also page 34.
The development and operating of assets may lead to future
upward revisions in estimated costs, completion delays, cost
overruns, suspension of current projects or other operational
difficulties. Risks and hazards could result in damage to,
or destruction of, properties or production facilities, may cause
production to be reduced or to cease at those properties or
production facilities, may result in a decrease in the quality
of the products, personal injury or death, third party damage
or loss, and may result in actual production differing from
estimates of production.
Natural hazards, sabotage or other interference in operations,
could increase costs or delay supplies. In some locations poor
quality infrastructure is endemic. The realisation of these
development and operating risks and hazards could require
significant and additional capital and operating expenditures
to fund abatement, restoration or compensation to third parties
for any loss and/or payment of fines or damages.
Cost control
As commodity prices are outside of our control, the
competitiveness and sustainable long-term profitability of our
industrial asset portfolio depends significantly on our ability
to closely manage costs and maintain a broad spectrum
of low-cost, efficient operations. Costs associated with the
operation of our industrial assets can be broadly categorised
into labour costs and other operating and infrastructure costs.
Overall production and operating costs are heavily influenced
by the extent of ongoing development required, ore grades,
mine planning, processing technology, logistics, energy and
supply costs and the impact of exchange rate fluctuations.
All of our industrial assets are, to varying degrees, affected by
changes in costs for labour and fuel. Unit production costs are
also significantly affected by production volumes and therefore
production levels are frequently a key factor in determining
the overall cost competitiveness of an industrial asset.
Development and operating risks and hazards are managed
through our continuous development status evaluation and
reporting processes and ongoing assessment, reporting
and communication of the risks that affect our operations
through the annual risk review processes and updates to the
risk register.
We publish quarterly our production results and annually
our assessment of reserves and resources based on available
drilling and other data sources.
Production at Koniambo (Nickel) was partially suspended
during 2015 following detection of a metal leak at the
metallurgical plant.
In 2015, the ongoing technical challenges of processing oxide
concentrates at our Katanga operation led us to commission a
whole ore leaching process, similar to that already operating
successfully at Mutanda.
Availability of continuous high-voltage power continues
to be of critical importance to our copper operations in the
Democratic Republic of Congo. We are continuing to invest
in long-term power solutions via the Inga dam refurbishment.
At both Katanga and Mopani, we have taken advantage of a
lower-price copper environment to focus on the whole ore
leaching project (Katanga) and the Synclinorium and Mopani
Deeps projects (Mopani) via suspension or reduction of certain
processing operations.
During 2015, the Board received and discussed a presentation
on cyber security from the Group Head of IT.
See also page 34 for our assessment of and programmes to
mitigate our health, safety and environmental risks and in
particular catastrophic risks.
In the current challenging lower-margin environment, there is
notably a greater emphasis on the need to reduce costs and/or
curtail activities.
Maintaining costs and, where possible, lowering them is
supported by our reporting on these measures, coupled
with the inclusion of certain cost control evaluation measures
in assessing management performance.
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Principal risks and uncertainties
Risk
Sustainable development
Health, safety, environment, including
potential catastrophes
Our operations are subject to health, safety and environmental
laws along with compliance with our corporate sustainability
framework. The processes and chemicals used in extraction
and production methods, as well as transport and storage,
may impose environmental hazards. A serious failure in
these areas could lead to an emergency or catastrophe at a site.
Environmental hazards may affect not only our properties
but also third parties. The storage of tailings at our industrial
assets and the storage and transport of oil are material
examples of these risks.
Environmental (including those associated with particular
environmental hazards) and health and safety laws may
result in increased costs or, in the event of non-compliance or
incidents causing injury or death or other damage at or to our
facilities or surrounding areas may result in significant losses,
including arising from (1) interruptions in production, litigation
and imposition of penalties and sanctions and (2) having
licences and permits withdrawn or suspended or being forced
to undertake extensive remedial clean-up action or to pay for
government-ordered remedial clean-up actions. In each case
liability may arise where the hazards have been caused by any
previous or subsequent owners or operators of the property,
by any past or present owners of adjacent properties, or by
third parties.
Catastrophes can also arise due to cyber attacks, e.g.
where there is malicious interference with operational software
at industrial assets.
Emissions and climate change
Our global presence exposes us to a number of jurisdictions
in which regulations or laws have been or are being considered
to limit or reduce emissions. The likely effect of these changes
will be to increase the cost for fossil fuels, impose levies for
emissions in excess of certain permitted levels and increase
administrative costs for monitoring and reporting. Third
parties, including potential or actual investors, may also
introduce policies adverse to the Company due to its activities
in fossil fuels.
Increasing regulation of greenhouse gas emissions, including
the progressive introduction of carbon emissions trading
mechanisms and tighter emission reduction targets is likely
to raise costs and reduce demand growth.
Comments
Our approach to sustainability and our expectations of our
employees, our contractors and our business partners are
outlined in our sustainability programme. This underpins
our approach towards social, environmental, safety and
compliance indicators, providing clear guidance on the
standards we expect all our operations to achieve.
Through the reporting function within the programme, our
Board and senior management receive regular updates and
have a detailed oversight on how our business is performing
across all of the sustainability indicators. We monitor
catastrophic risks, in particular across our portfolio,
and operate emergency response programmes.
Compliance with international and local regulations and
standards are our top priorities. Our operating procedures
and those of our partners in relation to owned tankers
conform to industry best practice working under the guidelines
of the International Maritime Organisation (IMO), relevant
Flag States and top tier classification societies.
We remain focused on the significant risks facing our industry
arising from operational catastrophes such as the examples of
tailings dam collapses in Canada and Brazil and the Turkish
coal mine disaster experienced in the last two years.
During 2015, the HSEC Committee sponsored the launch of
a new sustainability risks assurance process. Its initial focus
has been on the Group’s catastrophic hazards and in 2015, it
received 12 reports on these hazards across a wide range of the
Group’s industrial assets.
In addition, ongoing investment continues in the Group’s
SafeWork health and safety programme.
See also pages 18 to 25. Further details will also be published
in our 2015 Sustainability Report.
Through our sustainability programme (operated under our
GCP framework), we strive to ensure emissions and climate
change issues are identified, understood and effectively
managed and monitored in order to meet international best
practice standards and ensure regulatory compliance. We seek
to ensure that there is a balanced debate with regard to the
ongoing use of fossil fuels.
Our 2015 Sustainability Report will provide further details
of the operation of our community engagement programme,
including the international standards to which we
voluntarily submit.
In recent months, there have been announcements by some
investment groups regarding the introduction of, or tightening
of, policies concerning reduced investment in fossil fuel
intensive companies.
It should be noted that in 2015 around 5% and 26% of
our revenue and EBITDA respectively were derived from coal
and oil industrial activities.
34
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Risk
Community relations
Comments
The continued success of our existing operations and our
future projects are in part dependent upon broad support and
a healthy relationship with the respective local communities.
A perception that we are not respecting or advancing the
interests of the communities in which we operate, could have a
negative impact on our ‘‘social licence to operate’’, our ability to
secure access to new resources and our financial performance.
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 operation and the safety
and security of our workforce and assets. Such events could
lead to disputes with governments, with local communities or
any other stakeholders, and give rise to reputational damage.
Even in cases where no adverse action is actually taken, the
uncertainty associated with such instability could negatively
impact the perceived value of our assets.
Employees
The maintenance of positive employee and union relations and
the ability to attract and retain skilled workers, including senior
management are key to our success. This can be challenging,
especially in locations experiencing political or civil unrest, or
in which they may be exposed to other hazardous conditions.
Many employees are represented by labour unions under
various collective labour agreements. Their employing
company 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.
We believe that the best way to manage these vital relationships
is to adhere to the principles of open dialogue and cooperation.
In doing so, we engage with local communities to demonstrate
our operations’ contribution to socio-economic development
and seek to ensure that appropriate measures are taken to
prevent or mitigate possible adverse impacts on the
communities, along with the regular reporting as outlined
on our website at: www.glencore.com/sustainability/our-
approach-to-sustainability/communities/engagement/.
We understand that one of the key factors in our success
is a good and trustworthy relationship with our people.
This priority is reflected in the principles of our sustainability
programme and related guidance, which require regular,
open, fair and respectful communication, zero tolerance for
human rights violations, fair remuneration and, above all,
a safe working environment, as outlined on our website at:
www.glencore.com/careers/our-people/.
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Financial review
Highlights
US$ million
Key statement of income and cash flows highlights1:
Adjusted EBITDA2
Adjusted EBIT2
Net income attributable to equity holders pre-significant items3
Earnings per share (pre-significant items) (Basic) (US$)
Net (loss)/income attributable to equity holders
Funds from operations (FFO)4,5
Capital expenditure (excluding Las Bambas of $961 million in 2014)
US$ million
Key financial position highlights:
Total assets
Current capital employed (CCE)5
Net funding4
Net debt4
Ratios:
FFO to Net debt4
Net debt to Adjusted EBITDA
Adjusted EBITDA to net interest
1 Refer to basis of presentation on page 37.
2 Refer to note 2 of the financial statements for definition and reconciliation of Adjusted EBIT/EBITDA.
3 Refer to significant items table on page 38.
4 Refer to page 40.
5 Refer to glossary for definition.
2015
2014
Change %
8,694
2,172
1,342
0.10
(4,964)
6,615
5,957
12,764
6,706
4,285
0.33
2,308
10,169
8,566
(32)
(68)
(69)
(70)
n.m.
(35)
(30)
31.12.2015
31.12.2014
Change %
128,485
152,205
12,443
41,245
25,889
21,277
49,758
30,532
25.6%
33.3%
2.98x
6.24x
2.39x
8.68x
(16)
(42)
(17)
(15)
(23)
25
(28)
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Basis of presentation
The reported financial information has been prepared on the basis as outlined in note 1 of the financial statements with
the exception of the accounting treatment applied to certain associates and joint ventures for which Glencore’s attributable
share of revenues and expenses are presented (see note 2) and is presented in the Financial Review section before significant
items unless otherwise stated to provide an enhanced understanding and comparative basis of the underlying financial
performance. Significant items (refer to page 38) 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
Glencore’s results.
Financial results
Adjusted EBITDA was $8,694 million and Adjusted EBIT was $2,172 million, decreases of 32% and 68% respectively
compared to 2014, mainly due to sharply lower average commodity prices in 2015, net of producer country currency
depreciation. Against such backdrop, significant operating cost savings were achieved through a relentless focus on all
areas of the business, including supply chain, contractor management and employee productivity, while decisive action
was also taken to reduce supply and associated capex/opex, notably within our coal, zinc, copper and oil portfolio.
Adjusted EBITDA/EBIT
Adjusted EBITDA by business segment is as follows:
US$ million
Metals and minerals
Energy products
Agricultural products
Corporate and other
Total
Adjusted EBIT by business segment is as follows:
US$ million
Metals and minerals
Energy products
Agricultural products
Corporate and other
Total
Marketing
activities
Industrial
activities
2015
Adjusted
EBITDA
Marketing
activities
Industrial
activities
1,280
826
584
(30)
4,030
2,269
150
(415)
5,310
3,095
734
(445)
1,545
565
996
(105)
7,077
2,841
213
(368)
2014
Adjusted
EBITDA
8,622
3,406
1,209
(473)
2,660
6,034
8,694
3,001
9,763
12,764
Marketing
activities
Industrial
activities
2015
Adjusted
EBIT
Marketing
activities
Industrial
activities
2014
Adjusted
EBIT
1,255
778
461
(30)
2,464
148
(88)
63
(415)
(292)
1,403
1,515
3,674
690
524
(445)
2,172
524
856
(105)
2,790
486
136
(380)
3,916
5,189
1,010
992
(485)
6,706
%
(38)
(9)
(39)
n.m.
(32)
%
(73)
(32)
(47)
n.m.
(68)
Marketing Adjusted EBITDA and EBIT decreased by 11% and 12% to $2,660 million and $2,464 million respectively:
• Metals and minerals Adjusted marketing EBIT, was down 17% over 2014, reflecting tough trading conditions in
H1 (as noted in the 2015 Half-Year Report), particularly in aluminium and nickel, with headwinds respectively, from a
collapse in physical premiums and subdued levels of global stainless steel production. The stronger H2 performance, on
an annualised basis, came in 7% above 2014’s result.
• Energy products Adjusted marketing EBIT was up 48% compared to 2014, as oil in particular was presented with and
executed well within an attractive, opportunity rich market environment.
• The Agricultural products Adjusted marketing EBIT was down 46% compared to 2014, in large part due to the high
comparable base (exceptionally strong Canadian harvest) and the immediate imposition of a punitive wheat export
tax in Russia in Q1.
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Financial review
Industrial Adjusted EBITDA decreased by 38% to $6,034 million (Adjusted EBIT was negative $292 million, due to the
relatively fixed non-cash depreciation charge), owing primarily to weaker average year over year commodity prices
including oil, nickel, coal, copper and zinc down 46%, 30%, ~20%, 20% and 11% respectively, partially mitigated by weaker
producer currencies (notably the Kazakhstan Tenge, South African Rand and Australian and Canadian dollars, down
relative to the US dollar, by 24%, 18%, 20% and 16% respectively). The delivery of significant operating cost reductions and
productivity efficiencies were also positive drivers in 2015, offsetting the near-term volume impact of curtailing output
across a number of operations to preserve resource value for the long term.
Earnings
A summary of the differences between reported Adjusted EBIT and income attributable to equity holders, including
significant items, is set out in the following table:
US$ million
Adjusted EBIT1
Net finance and income tax expense in certain associates and joint ventures1
Net finance costs
Income tax benefit/(expense)7
Non-controlling interests
Income attributable to equity holders pre-significant items
Earnings per share (Basic) pre-significant items (US$)
Significant items impacting Adjusted EBITDA and Adjusted EBIT
Share of Associates’ exceptional items2
Unrealised intergroup loss/(profit) elimination and other3
Other expense – net4
Write off of capitalised borrowing costs5
(Losses)/gains on disposals and investments6
Income tax expense7
Non-controlling interests’ share of other income8
Total significant items
(Loss)/income attributable to equity holders
Earnings per share (Basic) (US$)
1 Refer to note 2 of the financial statements.
2 Recognised within share of income from associates and joint ventures, see note 2 of the financial statements.
3 Recognised within cost of goods sold, see note 2 of the financial statements.
4 Recognised within other expense – net, see notes 2 and 4 of the financial statements.
5 Recognised within interest expense.
6 See note 3 of the financial statements.
7 Refer to glossary for the allocation of the total income tax benefit/(expense) between pre-significant and significant items.
8 Recognised within non-controlling interests.
2015
2,172
2014
6,706
(159)
(329)
(1,394)
(1,439)
362
361
1,342
0.10
(88)
445
357
(499)
(154)
4,285
0.33
(74)
(221)
(295)
(7,998)
(1,073)
–
(994)
(460)
2,789
(32)
715
(1,310)
18
(6,306)
(1,977)
(4,964)
(0.37)
2,308
0.18
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Significant items
Net finance costs
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 Glencore’s results to
provide a better understanding and comparative basis of
the underlying financial performance.
In 2015, Glencore recognised a net $6,306 million of
significant items, including $460 million of largely foreign
exchange related income tax expense adjustments. The net
expense comprises primarily impairments of $1,424 million
($3,989 million less $2,565 million attributable to non-
controlling interests) related to Koniambo nickel and
$1,031 million related to Chad oil and a $1,034 million loss
(including $311 million of foreign currency translation losses
previously recognised in equity) on cessation of control of
Optimum Coal, placed into business rescue proceedings
in August 2015, with subsequent sale agreed. See notes
3, 4 and 5 to the consolidated financial statements for
further explanations.
In 2014, Glencore recognised $1,977 million of net other
significant expenses, including $1,310 million of income
tax expense. Due to the challenging platinum market and
following the decisions to slow down iron ore development
in Mauritania and Congo and limit further oil exploration
activities at the Matanda block in Cameroon, impairment
charges of $146 million, $489 million and $212 million were
recognised respectively. These impairments were offset by
a gain of $715 million (before related tax of $531 million) on
the disposal of Las Bambas. Apart from the Las Bambas tax
on disposal, a net $779 million of significant tax expense was
recorded, primarily due to the currency translation effect
of deferred tax balances, owing to the stronger US dollar,
particularly against the Australian dollar.
Net finance costs were $1,394 million in 2015 compared
to $1,471 million ($1,439 million on a pre-exceptional
basis) incurred during the comparable reporting period.
Interest income in 2015 was $191 million, consistent with the
prior year. On a pre-exceptional basis, interest expense in
2015 was $1,585 million, a 6% reduction from $1,692 million
in 2014, reflecting the lower average debt levels.
Income taxes
An income tax expense of $98 million was recognised during
2015 compared to an income tax expense of $1,809 million
in 2014. Based on our capital and business structure, income
tax expense pre-significant items should approximate
Adjusted EBIT for marketing and industrial assets less an
allocated interest expense multiplied by an estimated tax
rate of 10% and 25% respectively. This has been reflected in
the table above. Refer to the glossary for a reconciliation of
this calculation.
The 2015 reported income tax expense includes $307 million
(2014: $779 million) of income tax expense due to foreign
exchange fluctuations, primarily the currency translation
effect on deferred tax balances, owing to the stronger US
dollar, particularly against the Tenge and Australian dollar
and adjustments to previously recognised deferred tax
assets. The 2014 statutory income tax expense includes
$531 million of taxes in respect of the sale of Las Bambas.
Assets, leverage and working capital
Total assets were $128,485 million as at 31 December
2015 compared to $152,205 million as at 31 December
2014, a period over which, current assets decreased from
$53,219 million to $42,198 million, due to sizeable reductions
in receivables and inventories, contributing to the overall
reduction in current capital employed/net working capital.
Non-current assets decreased from $98,986 million to
$86,287 million, primarily due to the various impairments
and disposals referred to above.
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Financial review
Cash flow and net funding/debt
Net funding
US$ million
Gross debt
Associates and joint ventures net funding1
Cash and cash equivalents and marketable securities
Net funding
Cash and non-cash movements in net funding
US$ million
Cash generated by operating activities before working capital changes
Legal settlement and incremental metal leak costs (via statement of income)
Associates and joint ventures Adjusted EBITDA2
Net interest paid
Tax paid1
Dividends received from associates1
Funds from operations
Net working capital changes (excluding silver streaming proceeds)1
Silver streaming proceeds
Payments of non-current advances and loans1
Acquisition and disposal of subsidiaries
Purchase and sale of investments
Purchase and sale of property, plant and equipment (excl. Las Bambas)1
Purchase and sale of property, plant and equipment – Las Bambas
Net margin (call)/receipts in respect of financing related hedging activities
Acquisition and disposal of additional interests in subsidiaries
Share issuance
Distributions paid and purchase of own shares
Legal settlement and incremental metal leak costs (refer above)
Cash movement in net funding
Foreign currency revaluation of borrowings and other non-cash items
Total movement in net funding
Net funding, beginning of period
Net funding, end of period
Less: Readily marketable inventories3
Net debt, end of period
31.12.2015
31.12.2014
44,049
52,693
(58)
(80)
(2,746)
(2,855)
41,245
49,758
31.12.2015
31.12.2014
7,454
10,978
264
995
(1,085)
(1,072)
59
–
1,552
(1,211)
(1,257)
107
6,615
10,169
6,585
900
101
(106)
(195)
(540)
–
(518)
4,690
(310)
(5,688)
(8,360)
–
(618)
–
2,444
(961)
10
(101)
–
(2,695)
(3,256)
(264)
7,079
1,434
8,513
–
823
1,635
2,458
(49,758)
(52,215)
(41,245)
(49,758)
15,356
19,226
(25,889)
(30,532)
1 Adjusted to include the impacts of proportionate consolidation of certain associates and joint ventures as outlined in the glossary.
2 See note 2 of the financial statements.
3 Refer to glossary for definition.
The reconciliation in the table above is the method by which management reviews movements in net funding and net debt
and comprises key movements in cash and any significant non-cash movements on net funding items.
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Net funding as at 31 December 2015 decreased by
$8,513 million to $41,245 million from $49,758 million as at
31 December 2014, aided by $6,585 million of working capital
release (including $5,410 million of inventories), a 32%
reduction in net capital expenditure (excluding Las Bambas)
and the receipt of $900 million under a silver streaming
arrangement. The net working capital reduction was
primarily the result of lower commodity prices compared
to 31 December 2014, however proactive management was
overlaid to ensure effective and efficient deployment thereof.
Business and investment acquisitions and disposals
Net expenditure on business acquisitions and investments
in 2015 was $301 million, due primarily to three agriculture
initiatives namely in Germany (rapeseed crushing facility),
in Brazil (a 50% interest in grain handling/port facilities)
and in Canada (oil seed crushing plant), as this segment
further enhances its global capabilities. The net inflow
on acquisitions/disposals in 2014 was $4,690 million, due
primarily to the sale of Las Bambas ($6.5 billion, net of
tax), offset by the purchase of Caracal ($1.5 billion) and
Zhairemsky zinc/lead ($291 million).
Liquidity and funding activities
In 2015, the following significant financing activities
took place:
• In March, issued in two tranches EUR 2.0 billion
of interest bearing notes as follows:
– 6 year EUR 1,250 million, 1.250% fixed coupon bonds;
and
– 10 year EUR 750 million, 1.750% fixed coupon bonds.
• In April, issued in four tranches $2.25 billion of interest
bearing notes as follows:
– 3 year $500 million, 2.125% fixed coupon bonds;
– 3 year $250 million, LIBOR plus 1.06% floating rate bond;
– 5 year $1,000 million, 2.875% fixed coupon bonds; and
– 10 year $500 million, 4.0% fixed coupon bonds.
• In May, signed new revolving credit facilities for a total
amount of $15.25 billion, which extended and refinanced
previous revolving credit facilities. The facilities comprise:
– a $8.45 billion 12 month revolving credit facility with
a 12 month term-out option and 12 month extension
option; and
– a $6.8 billion 5 year revolving credit facility with two
12 month extension options.
• In June 2015, Glencore issued 7 year JPY 40 billion
of 1.075% fixed coupon bonds. In December 2015,
Glencore converted JPY 30 billion of such bonds
into new 7 year $250 million LIBOR plus 1.650%
coupon bonds; the balance of JPY 10 billion of these
bonds remains outstanding.
• In September, placed 1.3 billion new ordinary shares,
raising gross proceeds of approximately $2.5 billion.
• In October, redeemed (1st call date) perpetual bonds
with a nominal value of $350 million.
• In Q4 2015, repurchased bonds with a nominal value
of $564 million, comprising primarily 2016 and
2017 maturities.
In February 2016, Glencore announced that it has signed
a new revolving credit facility, which will ultimately
refinance and replace the existing $8.45 billion facility.
In pre-syndication, $7.7 billion of commitments from
37 banks were signed into and in Q2 2016 the refinancing
will be broadened via launch of general syndication to some
30 additional banks. Consistent with the current facility,
this new facility remains unsecured, containing a 12 month
extension option and 12 month borrower’s term-out option,
thereby extending the final maturity to May 2018.
As at 31 December 2015, Glencore had available committed
undrawn credit facilities and cash amounting to
$15.2 billion.
Credit ratings
In light of the Group’s extensive funding activities,
maintaining an investment grade credit rating status is
a financial priority/target. The Group’s credit ratings are
currently Baa3 (stable) from Moody’s and BBB- (stable)
from Standard & Poor’s.
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. Glencore has set a consolidated VaR limit (1 day 95%)
of $100 million representing some 0.2% of equity, which was
not exceeded during the year. Glencore uses a VaR approach
based on Monte Carlo simulations and is a one-day horizon
computed at a 95% confidence level with a weighted
data history.
Average market risk VaR (1 day 95%) during 2015 was
$35 million, representing less than 0.1% of equity.
Average equivalent VaR during 2014 was $36 million.
Glencore Annual Report 2015
41
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Strategic report
Metals and
minerals
Highlights
Metals and minerals total Adjusted EBITDA
was $5,310 million, down 38% compared to 2014.
Adjusted EBITDA
US$ million
5,310
2013
2014
2015
Marketing activities
1,643 2013
1,545 2014
1,280 2015
Industrial activities
7,203 2013
7,077 2014
4,030 2015
Adjusted EBIT
US$ million
1,403
2013
2014
2015
Marketing activities
1,622 2013
1,515 2014
1,255 2015
Industrial activities
4,036 2013
3,674 2014
148 2015
The key driver was clearly commodity prices which reduced
significantly in most key markets, reflecting widespread
fears as to China’s decelerating rate of growth, the strong
US dollar, lower oil prices and other general deflationary
cost drivers. The weaker economic conditions and bearish
sentiment surrounding China pressurised commodity
prices throughout the year. In addition, from H2 2014,
prompted by the dramatic fall in oil prices, investors
accelerated their liquidation of existing commodity long
positions accumulated through indices and commodity
basket ETFs. On the supply side, there remains too much
“sticky” higher cost supply, which delays the eventual
rebalancing of markets to more sustainable levels.
In response, however, Glencore has acted decisively in
curtailing a sizeable amount of its copper and zinc
production, with the aim of supporting prices near term and
preserving scarce resources and value for the future.
In contrast with these severe challenges, Marketing
performed solidly, delivering EBITDA of $1,280 million.
While this was down 17% on 2014, the reduction occurred in
the first half, on account of the collapse in aluminium
physical premiums and weakness in the global stainless
steel industry, impacting our nickel and ferroalloys
businesses. The stronger H2 performance, on an annualised
basis, came in 7% above 2014, reflecting the underlying
strength and consistency of this business. Industrial EBITDA
declined from $7,077 million to $4,030 million reflecting
lower metals’ prices (net of foreign currency benefits,
proactive efficiency and cost reduction drives and the
passive lowering of other input costs e.g. oil) and the
associated incremental costs associated with the decisions to
curtail copper production at Katanga and Mopani and zinc
production at Mount Isa and McArthur River.
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43
Marketing
activities
Industrial
activities
41,151
1,280
1,255
3.1%
24,782
4,030
148
16.3%
2015
65,933
5,310
1,403
8.1%
Strategic report
Metals and minerals
US$ million
Revenue
Adjusted EBITDA
Adjusted EBIT
Adjusted EBITDA margin
Market conditions
Selected average commodity prices
S&P GSCI Industrial Metals Index
LME (cash) copper price ($/t)
LME (cash) zinc price ($/t)
LME (cash) lead price ($/t)
LME (cash) nickel price ($/t)
Gold price ($/oz)
Silver price ($/oz)
Metal Bulletin cobalt price 99.3% ($/lb)
LME (cash) aluminium price ($/t)
Metal Bulletin alumina price ($/t)
Metal Bulletin ferrochrome 6-8% C basis 60% Cr, max 1.5% Si (¢/lb)
Platinum price ($/oz)
Iron ore (Platts 62% CFR North China) price ($/DMT)
Marketing
activities
Industrial
activities
35,025
1,545
1,515
4.4%
2015
291
5,503
1,928
1,785
11,835
1,160
16
13
1,662
300
94
1,054
56
31,025
7,077
3,674
22.8%
2014
349
6,866
2,164
2,096
16,892
1,266
19
14
1,869
331
105
1,385
97
2014
66,050
8,622
5,189
13.1%
Change %
(17)
(20)
(11)
(15)
(30)
(8)
(16)
(7)
(11)
(9)
(10)
(24)
(42)
Currency table
AUD : USD
USD : CAD
USD : COP
EUR : USD
GBP : USD
USD : CHF
USD : KZT
USD : ZAR
Average
2015
Spot
31 Dec 2015
Average
2014
Spot
31 Dec 2014
Change in
average %
0.75
1.28
2,749
1.11
1.54
0.96
223
12.78
0.73
1.38
3,175
1.09
1.47
1.00
341
15.47
0.90
1.10
2,002
1.33
1.65
0.92
179
10.85
0.82
1.16
2,377
1.21
1.56
0.99
182
11.57
(17)
16
37
(17)
(7)
4
25
18
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Marketing
Highlights
Adjusted EBIT was $1,255 million, down 17% from $1,515 million, reflecting tough trading conditions in H1, particularly in
aluminium and nickel, with headwinds respectively, from a collapse in physical premiums and subdued levels of global
stainless steel production. The stronger H2 performance, on an annualised basis, came in 7% above 2014’s result.
Financial information
US$ million
Revenue
Adjusted EBITDA
Adjusted EBIT
Selected marketing volumes sold
Copper metal and concentrates1
Zinc metal and concentrates1
Lead metal and concentrates1
Gold
Silver
Nickel
Ferroalloys (incl. agency)
Alumina/aluminium
Iron ore
1 Estimated metal unit contained.
2015
41,151
1,280
1,255
2014
35,025
1,545
1,515
Change %
17
(17)
(17)
Units
mt
mt
mt
moz
moz
kt
mt
mt
mt
2015
3.1
3.1
1.1
1.9
89.3
231
5.0
13.6
41.2
2014
Change %
2.8
3.4
0.8
1.5
66.2
203
4.2
11.7
66.0
11
(9)
38
27
35
14
19
16
(38)
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Glencore Annual Report 2015
45
Strategic report
Metals and minerals
Copper
Zinc
As detailed in the Highlights section, ongoing bearish
sentiment and liquidation by investors of commodity long
positions contributed to the copper market recording its
fifth consecutive year of declining prices, with average
prices falling 20% to $5,503/t compared to $6,866/t in 2014.
2015 saw demand growth in the major consuming regions,
including China at ~5%. However, Chinese demand growth
was lower than earlier market consensus, under pressure
from weakness in the construction sector and some residual
impact from the anti-corruption investigations on
infrastructure spending. Copper supply growth also
contracted due to slower than expected mine ramp-ups
and, in this price environment, mine cutbacks and scrap
shortages.
A reasonable supply of concentrates during the first three
quarters of the year resulted in strong zinc metal production
from both Chinese and rest of the world smelters, including
India. This combined with lower than expected demand
growth, from emerging markets in particular, put pressure
on metal prices and premiums worldwide.
Q4 mine closures and cutbacks then impacted metal
production. China’s lower domestic output (accounting for
40-45% of global zinc consumption) left it requiring zinc
metal imports and/or exchange inventory drawdowns.
Net metal imports into China were up 4.7% in 2015 at 433kt,
with 225kt in Q4 alone.
We expect this trend to continue in 2016. Mine production
has seen curtailments of some 1.2 million tonnes (~9% of
2015 global production) and the concentrate tightness
should continue to be felt in the zinc metal market.
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Nickel
Ferroalloys
Global oversupply of chrome ore and ferrochrome, coupled
with the weakness in stainless steel demand noted above,
led prices to fall significantly towards the end of the year.
Currency devaluation in key supply regions offered support
to ferrochrome producers, but did not prevent some smelter
shutdowns in H2.
Manganese ore prices continued to decline due to
oversupply, while manganese alloy prices also came under
pressure during the year due to the weakness in the global
steel market.
Reduced Chinese demand, coupled with lower Western
demand, specifically from Oil and Gas applications, resulted
in lower vanadium prices as the year progressed.
The nickel market in 2015 was disappointing as global
output failed to adjust sufficiently to weaker demand
growth and high inventory levels, despite most of the
industry operating at a loss.
In 2015, nickel consumption increased only moderately
as demand for nickel in stainless steel was largely flat and
growth in non-stainless applications was limited, despite
notable strength in the aerospace and battery sectors.
While global nickel supply did contract (mainly due to
lower Chinese nickel pig iron output), the level of cuts
was not reflective of the degree of industry hardship
and insufficient to balance the market.
Consequently, the market was again oversupplied,
driving further increases in global inventory levels.
These fundamental developments occurred amid a collapse
in general commodity market sentiment, resulting in a 41%
fall in the LME nickel price from $14,880/t at the start of 2015
to $8,780/t at year end.
While the fundamental outlook for nickel now appears
brighter, with the market ending the year in balance,
following improved Q4 demand and continued supply-side
adjustments, further supply cuts are required to support
materially higher prices, absent a significant pickup in
demand.
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Glencore Annual Report 2015
47
Strategic report
Metals and minerals
Alumina/Aluminium
Iron Ore
The iron ore market weakened during the year, due to
increased supply of iron ore and lower steel production
in China. The Q1 price movement was particularly severe,
followed by some stability during the middle part of the
year and another decrease in the Q4, as steel production
cuts intensified. Premiums were relatively stable during
the year.
Average LME aluminium prices decreased by 11% during
2015 to $1,662/t compared to $1,869/t in 2014. Premium levels
decreased significantly from an average of $340-$365/t to
$160-$185/t, largely due to LME rule changes, combined
with record Chinese aluminium production and exports.
The decrease in the net all-in price received by producers
meant that a large portion of the market was unable to meet
its costs of production in 2015.
Indications for aluminium premiums for duty unpaid,
in-warehouse material at the beginning of 2015 were within
the $400-$430/t range and the 2015 year-end level was
around $100-$125/t.
The FOB Australia alumina price opened 2015 at $355/t and
closed at $199, representing the price range for the year.
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Industrial activities
Highlights
The Industrial business was heavily characterised by Glencore’s decisions in H2 to suspend production at Katanga,
Lady Loretta (Mount Isa zinc) and Iscaycruz (Los Quenuales) and dramatically reduce production at Mopani, George Fisher
(Mount Isa zinc) and McArthur River. The suspensions/reductions at Katanga and Mopani are intended to support the
market in the nearer term, while also enabling uninterrupted focus on their respective transformation and upgrade projects
in the interim. EBITDA declined from $7,077 million to $4,030 million reflecting the lower metals’ prices (net of foreign
currency benefits, proactive efficiency and cost reduction drives and the passive lowering of other input costs e.g. oil) and
the associated incremental costs associated with the decisions to curtail copper and zinc production.
Financial information
US$ million
Revenue
Copper assets
African copper (Katanga, Mutanda, Mopani)
Collahuasi1
Antamina1
Other South America (Alumbrera, Lomas Bayas, Antapaccay, Punitaqui)
Australia (Mount Isa, Ernest Henry, Townsville, Cobar)
Custom metallurgical (Altonorte, Pasar, Horne, CCR)
Intergroup revenue elimination
Copper
Zinc assets
Kazzinc
Australia (Mount Isa, McArthur River)
European custom metallurgical (Portovesme, San Juan de Nieva,
Nordenham, Northfleet)
North America (Matagami, Kidd, Brunswick, CEZ Refinery)
Other Zinc (AR Zinc, Los Quenuales, Sinchi Wayra, Rosh Pinah, Perkoa)
Intergroup revenue elimination
Zinc
Nickel assets
Integrated Nickel Operations (Sudbury, Raglan, Nikkelverk)
Australia (Murrin Murrin)
Nickel
Ferroalloys
Aluminium/Alumina
Metals and minerals revenue – segmental measure
Impact of presenting joint ventures on an equity accounting basis
Metals and minerals revenue – reported measure
1 Represents the Group’s share of these JVs.
2015
2014
Change %
3,038
876
702
1,943
2,049
5,988
(172)
14,424
2,244
1,211
1,172
1,084
632
–
6,343
1,340
600
1,940
1,717
358
24,782
(1,578)
23,204
3,954
1,311
845
2,732
2,388
6,756
(220)
17,766
2,517
1,293
2,201
1,148
744
(192)
7,711
2,450
834
3,284
1,789
475
31,025
(2,156)
28,869
(23)
(33)
(17)
(29)
(14)
(11)
n.m.
(19)
(11)
(6)
(47)
(6)
(15)
n.m.
(18)
(45)
(28)
(41)
(4)
(25)
(20)
n.m.
(20)
Glencore Annual Report 2015
49
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Strategic report
Metals and minerals
US$ million
Copper assets
African copper
Collahuasi1
Antamina1
Other South America
Australia
Custom metallurgical
Copper
Adjusted EBITDA mining margin2
Zinc assets
Kazzinc
Australia
European custom metallurgical
North America
Other Zinc
Zinc
Adjusted EBITDA mining margin2
Nickel assets
Integrated Nickel Operations
Australia
Falcondo
Nickel
Adjusted EBITDA margin
Ferroalloys
Aluminium/Alumina
Iron ore
Metals and minerals
Adjusted EBITDA/ EBIT – segmental measure
Adjusted EBITDA mining margin2
Impact of presenting joint ventures on an equity accounting basis
Metals and minerals
Adjusted EBITDA/ EBIT – reported measure
1 Represents the Group’s share of these JVs.
Adjusted EBITDA
Adjusted EBIT
2015
2014
Change %
2015
2014
Change %
51
343
463
718
414
301
2,290
23%
490
284
168
121
10
1,073
18%
421
32
–
453
23%
271
(43)
(14)
4,030
21%
(595)
1,001
692
600
1,222
563
228
4,306
36%
591
305
179
225
97
1,397
21%
908
130
(7)
1,031
31%
307
35
1
7,077
30%
(678)
(95)
(50)
(23)
(41)
(26)
32
(47)
(17)
(7)
(6)
(46)
(90)
(23)
(54)
(75)
(100)
(56)
(12)
(223)
n.m.
(43)
n.m.
3,435
6,399
(46)
(533)
85
220
202
48
210
232
44
(81)
81
21
(141)
(76)
(64)
(7)
–
(71)
138
(60)
(15)
148
(94)
54
475
452
410
821
294
177
2,629
241
(7)
89
91
(51)
363
424
83
(7)
500
162
20
–
(212)
(81)
(46)
(75)
(84)
19
(91)
(82)
n.m.
(9)
(77)
n.m.
(121)
(115)
(108)
n.m.
(114)
(15)
n.m.
n.m.
3,674
(96)
(248)
n.m.
3,426
(98)
2 Adjusted EBITDA mining margin is Adjusted EBITDA (excluding custom metallurgical assets) divided by Revenue (excluding custom metallurgical assets and intergroup revenue
elimination), i.e. the weighted average EBITDA margin of the mining assets. Custom metallurgical assets include the Copper custom metallurgical assets and Zinc European custom
metallurgical assets and the Aluminium/Alumina group, as noted in the table above.
50
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Sustaining
Expansion
Total
Sustaining
Expansion
2015
756
1,146
105
187
–
531
221
302
602
175
169
–
475
283
144
788
6
18
961
64
71
166
2,492
1,848
2,074
3,922
US$ million
Capex
Copper assets
African copper
Collahuasi1
Antamina1
Las Bambas
Other South America
Australia
Custom metallurgical
Copper
Zinc assets
Kazzinc
Australia
European custom metallurgical
North America
Other Zinc
Zinc
Nickel assets
Integrated Nickel Operations
Australia
Koniambo
Other nickel projects (including Falcondo)
Nickel
Ferroalloys
Aluminium/Alumina
Iron ore
Capex – segmental measure
Impact of presenting joint ventures on an equity accounting basis
Capex – reported measure
1 Represents the Group’s share of these JVs.
390
100
182
–
464
198
178
1,512
189
357
79
62
102
789
140
20
–
–
160
118
19
1
5
5
–
67
23
124
980
37
29
–
9
–
75
88
–
360
4
452
25
18
–
226
386
79
71
102
864
228
20
360
4
612
143
37
1
195
455
53
76
166
945
172
14
–
–
186
144
23
–
57
199
15
19
–
290
158
–
823
10
991
95
7
72
2,599
(282)
2,317
1,550
(10)
1,540
4,149
(292)
3,857
3,146
(344)
2,802
3,529
(24)
3,505
2014
Total
1,390
181
187
961
539
354
310
252
654
68
95
166
1,235
330
14
823
10
1,177
239
30
72
6,675
(368)
6,307
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51
Strategic report
Metals and minerals
Production data
Production from own sources – Total1
Copper
Zinc
Lead
Nickel
Gold2
Silver2
Cobalt
Ferrochrome
Platinum2
Palladium2
Rhodium2
Vanadium Pentoxide
kt
kt
kt
kt
koz
koz
kt
kt
koz
koz
koz
mlb
2015
1,502.2
1,444.8
297.7
96.2
964
36,592
23.0
1,462
158
202
18
20.9
2014
1,546.0
1,386.5
307.5
100.9
992
35,530
20.7
1,295
173
199
19
20.8
Change %
(3)
4
(3)
(5)
(3)
3
11
13
(9)
2
(5)
–
Production from own sources – Copper assets1
Production from own sources – Zinc assets1
2015
2014 Change %
2015
2014 Change %
Kazzinc
Zinc metal
Lead metal
Copper metal
Gold
Silver
kt
kt
kt
koz
koz
193.4
199.3
26.3
51.9
520
25.7
46.8
506
3,653
4,273
Australia (Mount Isa, McArthur River)
Zinc in concentrates
Lead in concentrates
Silver in concentrates
North America (Matagami, Kidd)
Zinc in concentrates
Copper in concentrates
Silver in concentrates
kt
kt
koz
kt
kt
koz
750.9
216.0
8,248
115.2
48.3
2,368
661.6
216.4
8,319
135.8
47.3
2,066
Other Zinc
(AR Zinc, Los Quenuales, Sinchi Wayra, Rosh Pinah, Perkoa)
Zinc metal
Zinc in concentrates
Lead metal
Lead in concentrates
Copper in concentrates
Silver metal
Silver in concentrates
Total Zinc department
Zinc
Lead
Copper
Gold
Silver
kt
kt
kt
kt
kt
koz
koz
kt
kt
kt
koz
koz
26.1
279.9
12.7
42.7
2.4
691
23.2
295.4
11.7
53.7
2.7
613
8,566
9,825
1,365.5
1,315.3
297.7
102.6
520
307.5
96.8
506
23,526
25,096
(3)
2
11
3
(15)
13
–
(1)
(15)
2
15
13
(5)
9
(20)
(11)
13
(13)
4
(3)
6
3
(6)
African Copper (Katanga, Mutanda, Mopani)
Copper metal2
Cobalt3
Collahuasi4
kt
kt
421.9
19.4
Copper metal
Copper in concentrates
Silver in concentrates
Antamina5
Copper in concentrates
Zinc in concentrates
Silver in concentrates
kt
kt
koz
kt
kt
koz
9.8
190.6
2,828
131.8
79.3
5,987
Other South America
(Alumbrera, Lomas Bayas, Antapaccay, Punitaqui)
Copper metal
Copper in concentrates
Gold in concentrates and in doré
Silver in concentrates and in doré
kt
kt
koz
koz
71.1
272.0
318
1,918
465.0
17.2
11.0
196.0
2,476
116.4
71.2
4,049
66.6
281.1
386
1,901
Australia (Mount Isa, Ernest Henry, Townsville, Cobar)
Copper metal
Copper in concentrates
Gold
Silver
Total Copper department
Copper
Cobalt
Zinc
Gold
Silver
kt
kt
koz
koz
kt
kt
kt
koz
koz
205.6
50.8
90
209.5
49.6
62
1,723
1,386
1,353.6
1,395.2
19.4
79.3
408
17.2
71.2
448
12,456
9,812
(9)
13
(11)
(3)
14
13
11
48
7
(3)
(18)
1
(2)
2
45
24
(3)
13
11
(9)
27
1 Controlled industrial assets and joint ventures only. Production is on a 100% basis,
except as stated.
2 Copper metal includes copper contained in copper concentrates and blister.
3 Cobalt contained in concentrates and hydroxides.
4 The Group’s pro-rata share of Collahuasi production (44%).
5 The Group’s pro-rata share of Antamina production (33.75%).
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Production from own sources – Nickel assets1
Production from own sources – Ferroalloys assets1
2015
2014 Change %
2015
2014 Change %
Integrated Nickel Operations (Sudbury, Raglan, Nikkelverk)
Nickel metal
Nickel in concentrates
Copper metal
Copper in concentrates
Cobalt metal
Gold2
Silver2
Platinum2
Palladium2
Rhodium2
Australia (Murrin Murrin)
Nickel metal
Cobalt metal
Koniambo
Nickel in ferronickel
Total Nickel department
Nickel
Copper
Cobalt
Gold
Silver
Platinum
Palladium
Rhodium
kt
kt
kt
kt
kt
koz
koz
koz
koz
koz
kt
kt
kt
kt
kt
kt
koz
koz
koz
koz
koz
49.1
0.5
14.9
31.1
0.8
35
610
76
157
5
37.5
2.8
51.3
0.6
15.7
38.3
0.8
37
622
82
149
4
36.4
2.7
(4)
(17)
(5)
(19)
–
(5)
(2)
(7)
5
25
3
4
9.1
12.6
(28)
96.2
46.0
3.6
35
610
76
157
5
100.9
54.0
3.5
37
622
82
149
4
(5)
(15)
3
(5)
(2)
(7)
5
25
1 Controlled industrial assets and joint ventures only. Production is on a 100% basis,
except as stated.
2 INO produces gold, silver and PGM, incidental to its main products of nickel and
copper, which were previously excluded from Glencore production reports. Details have
now been included to provide a better understanding of the business and historical
periods have been updated accordingly.
3 The Group’s attributable 79.5% share of the Glencore-Merafe Chrome Venture.
4 Consolidated 100% of Eland and 50% of Mototolo.
Ferrochrome3
kt
1,462
1,295
13
PGM4
Platinum
Palladium
Rhodium
Gold
4E
koz
koz
koz
koz
koz
82
45
13
1
91
50
15
1
141
157
(10)
(10)
(13)
–
(10)
Vanadium Pentoxide
mlb
20.9
20.8
–
Total production – Custom metallurgical assets1
2015
2014 Change %
Copper (Altonorte, Pasar, Horne, CCR)
Copper metal
Copper anode
kt
kt
433.7
502.8
433.8
493.7
Zinc (Portovesme, San Juan de Nieva, Nordenham, Northfleet)
Zinc metal
Lead metal
Silver
Ferroalloys
Ferromanganese
Silicon Manganese
Aluminium (Sherwin Alumina)
Alumina
kt
kt
788.8
199.2
koz
11,220
146
98
kt
kt
kt
781.8
177.4
9,482
116
108
–
2
1
12
18
26
(9)
1,175
1,382
(15)
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Strategic report
Metals and minerals
Operating highlights
Australia
Copper assets
Own sourced copper production of 1,502,200 tonnes was
43,800 tonnes (3%) lower than 2014, reflecting the impact of
the announced production cuts in Africa. Positive variances
were achieved mainly at Antapaccay, following restart of the
Tintaya mill in May 2015 and at Antamina, on account of
higher throughput rates.
African copper
Katanga’s processing operations were suspended in
September, with no production in Q4 2015. Full-year copper
production from own sources was 113,700 tonnes.
Mopani commenced a partial suspension in September with
the smelter now operating at reduced capacity during the
construction period of the new shaft projects. Total copper
production (own source plus third party) in Q4 2015 was
30,900 tonnes (12,800 tonnes own sourced), reflecting the
step-down in operations.
Mutanda continues to operate strongly, with full-year
production of 216,100 tonnes, 19,000 tonnes (10%) over 2014,
reflecting the high plant availability and efficiencies over
a sustained period.
African copper produced 19,400 tonnes of cobalt,
a 2,200 tonne (13%) increase over 2014.
Collahuasi
Glencore’s share of Collahuasi’s copper production was
200,400 tonnes, 6,600 tonnes (3%) lower than in 2014, due to
expected changes in grades. Copper cathode production
ceased in Q4 2015, following a review of the leaching
operations.
Antamina
Glencore’s share of Antamina’s copper production was
131,800 tonnes, 15,400 tonnes (13%) over 2014, due to
consistently higher throughput rates. Zinc production of
79,300 tonnes was 8,100 tonnes (11%) above 2014, as a higher
proportion of zinc containing ore was processed.
Copper production from own sources of 256,400 tonnes
was in line with prior year.
Custom metallurgical assets
Custom copper cathode production was 433,700 tonnes,
in line with 2014.
Custom copper anode production was 502,800 tonnes,
9,100 tonnes higher than 2014, reflecting higher plant
availability at Altonorte.
Zinc assets
Total own sourced zinc production for full year 2015 was
1,444,800 tonnes, 4% higher than 2014, reflecting the
successful ramp-up of the Australian zinc assets during the
first nine months of the year. Following the October 2015
decision to reduce production at a number of assets, Q4 2015
zinc production was 20% below Q3 2015.
Similarly Q4 2015 lead production was lower, as expected,
compared to previous quarters, which resulted in total
full-year own sourced lead production of 297,700 tonnes,
3% lower than in 2014.
Kazzinc
Zinc production from own sources was 193,400 tonnes,
5,900 tonnes (3%) lower than the comparable period,
primarily relating to lower zinc head grades from the
Maleevsky mine. Total zinc production including third
party material was 304,500 tonnes, in line with 2014.
Own sourced copper production was 51,900 tonnes, a
5,100 tonne (11%) increase compared with 2014, due to
improved plant availability. Total copper production was
62,200 tonnes, a 7% increase over the comparable period.
Own sourced gold production was 520,000 ounces and total
gold production was 674,000 ounces, in line with 2014.
Lead production from own sources was 26,300 tonnes,
600 tonnes (2%) higher than 2014. Total lead production
was 6,700 tonnes (5%) lower than 2014, due to unscheduled
maintenance at the furnace.
Other South America
Australia
Copper production of 343,100 tonnes was in line with the
prior year period, reflecting expected lower production
at Alumbrera (lower and more variable grades as it nears
end of mine-life), offset by the successful ramp-up of
Antapaccay. The Antapaccay plant and Tintaya plant, which
restarted in May to process concentrates from Antapaccay
mine, have both performed strongly.
The expansion projects at Lady Loretta, George Fisher (both
Mount Isa) and McArthur River have been successfully
completed. However, as announced in October, production
cuts have been enacted at all these properties, in light of
current low commodity prices, with a view to preserving
the value of these reserves for the future.
Zinc production of 750,900 tonnes was 89,300 tonnes (13%)
higher than 2014, due to the timing of the ramp-ups from
2014 and 2015, prior to the production suspensions/
reductions noted above.
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Lead production was 216,000 tonnes, slightly lower than the
comparable period, reflecting the impact of the production
cuts implemented in Q4 2015.
North America
North America produced 115,200 tonnes of zinc and 48,300
tonnes of copper, respectively 20,600 tonnes (15%) lower and
1,000 tonnes (2%) higher than 2014. The decrease in zinc was
due primarily to lower grades at Matagami.
Other Zinc
Koniambo
Koniambo produced 9,100 tonnes of nickel in ferronickel,
a 3,500 tonne (28%) decrease on 2014, due to the impact of
the metal leak. The Line 1 DC furnace has now been rebuilt
and furnace pre-heating started on 28 November 2015, with
first metal tapped as planned in January 2016. The testing
of Line 1 is expected to continue over H1 2016 and subject
to successful evaluation, Line 2 will be taken out of service
and rebuilt. It is currently expected that any Line 2 rebuild
would commence no earlier than 2018.
This group of assets produced 306,000 tonnes of zinc, 12,600
(4%) tonnes lower than 2014, mainly due to the announced
suspension of the Iscaycruz mine.
Ferroalloys assets
Ferrochrome
Lead production was 55,400 tonnes, a 15% reduction on the
comparable period, mainly relating to lower head grades at
Rosh Pinah and AR Zinc.
Attributable own sourced ferrochrome production was
1,462,000 tonnes, a 167,000 tonne (13%) increase on 2014.
The increase mainly relates to Lion 2, which started
production in H1 2014 and is now fully ramped up.
European custom metallurgical assets
Zinc European custom metallurgical assets produced
788,800 tonnes, 1% higher than in 2014.
Lead production was 199,200 tonnes, up 12%, reflecting
a full year contribution from Northfleet, compared to the
temporary supply disruption which existed in 2014.
Nickel assets
Nickel production from own sources was 96,200 tonnes,
4,700 tonnes (5%) lower than 2014, reflecting the impact
of the metal leak at Koniambo in December 2014 and the
planned extended shutdown at the Sudbury smelter.
Integrated Nickel Operations (“INO”)
INO produced 49,600 tonnes of nickel from own sources,
a 2,300 tonne (4%) reduction on 2014, mainly due to the
planned six-week Sudbury smelter shutdown. Total refinery
production, including third party feed, was 91,200 tonnes,
in line with the comparable period.
Copper production from own sources was 46,000 tonnes,
an 8,000 tonne (15%) reduction compared to the prior year
period, mainly due to anticipated lower copper grades
at Sudbury.
Murrin Murrin
Murrin produced 37,500 tonnes of packaged nickel metal
from own sources, a 1,100 tonne (3%) increase over 2014.
Total production, including third party material, was
46,700 tonnes, a 6% increase over 2014, reflecting strong
plant availability.
Platinum Group Metals
4E production was 141,000 ounces, of which 104,000 ounces
was from Glencore’s 50% share of Mototolo and 37,000
from Eland.
Due to continued low platinum prices and operational
challenges, the Eland mine was placed on care and
maintenance in October 2015.
Vanadium
Vanadium pentoxide production of 20.9 million lbs was in
line with 2014.
Manganese
Manganese production of 244,000 tonnes was 20,000 tonnes
(9%) in excess of 2014, reflecting higher utilisation at
both plants.
Aluminium assets
Sherwin Alumina
Sherwin produced 1,175,000 tonnes of alumina, a 207,000
tonne (15%) reduction on the prior year. This was principally
due to running at reduced capacity since July 2014 in
response to a weak alumina market.
Sherwin entered Chapter 11 proceedings in January 2016.
The business continues to operate in the ordinary course
during the restructuring process.
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55
Strategic report
Energy
products
Highlights
Energy products’ Adjusted EBITDA of
$3,095 million was 9% lower than in 2014,
reflecting the impact of lower prices across
the coal and oil Industrial businesses.
Marketing EBITDA increased from $565 million to
$826 million, as oil in particular was presented with and
executed well within an attractive, opportunity-rich
market environment. Industrial EBITDA declined from
$2,841 million to $2,269 million, due to substantially lower
coal and oil prices, partly offset by significant operating cost
reductions and efficiencies and the weaker producer country
foreign currencies. In response to lower prices, coal
production was curtailed, while the oil exploration
programme in Chad was significantly scaled back.
Adjusted EBITDA
US$ million
3,095
2013
2014
2015
Marketing activities
666 2013
565 2014
826 2015
Industrial activities
3,378 2013
2,841 2014
2,269 2015
Adjusted EBIT
US$ million
690
2013
2014
2015
Marketing activities
629 2013
524 2014
778 2015
Industrial activities
1,244 2013
486 2014
(88) 2015
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Glencore Annual Report 2015
57
Strategic report
Energy products
US$ million
Revenue
Adjusted EBITDA
Adjusted EBIT
Adjusted EBITDA margin
Market conditions
Marketing
activities
75,206
826
778
1.1%
Industrial
activities
8,406
2,269
(88)
27.0%
2015
83,612
3,095
690
3.7%
Marketing
activities
120,863
565
524
0.5%
Industrial
activities
11,117
2,841
486
25.6%
Selected average commodity prices
S&P GSCI Energy Index
Coal API4 ($/t)
Coal Newcastle (6,000) ($/t)
Australian coking coal average realised export price ($/t)
Australian semi-soft coal average realised export price ($/t)
Australian thermal coal average realised export price ($/t)
Australian thermal coal average realised domestic price ($/t)
South African thermal coal average realised export price ($/t)
South African thermal coal average realised domestic price ($/t)
Prodeco (Colombia) thermal coal average realised export price ($/t)
Cerrejón (Colombia) thermal coal average realised export price ($/t)
Oil price – Brent ($/bbl)
Marketing
Highlights
2015
175
57
58
97
77
59
33
52
24
62
55
54
2014
311
72
70
117
93
72
32
68
23
75
67
99
2014
131,980
3,406
1,010
2.6%
Change %
(44)
(21)
(17)
(17)
(17)
(18)
3
(24)
4
(17)
(18)
(45)
Marketing Adjusted EBITDA increased from $565 million to $826 million, reflecting an improved performance, particularly
in Oil, where curve structures, market volatility, new business origination opportunities, refining margin environment and
improved freight rates were all supportive.
Financial information
US$ million
Revenue
Adjusted EBITDA
Adjusted EBIT
Selected marketing volumes sold
Thermal coal1
Metallurgical coal1
Coke1
Crude oil
Oil products
1 Includes agency volumes.
58
Glencore Annual Report 2015
2015
75,206
826
778
2015
93.9
2.5
0.7
566
634
2014
Change %
120,863
565
524
(38)
46
48
2014
95.9
3.3
0.7
448
645
Change %
(2)
(24)
–
26
(2)
mt
mt
mt
mbbl
mbbl
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Coal
Oil
The decline in Chinese import demand was the key
feature of the seaborne thermal coal market in 2015.
Lower economic growth, some shift away from
manufacturing, rising hydro and nuclear power supply and
increased domestic coal supply for coastal ultra-high voltage
transmission were all important factors that led to such
decline. Lower gas prices and increased renewable
generation contributed to a reduction in European coal
demand, however this was more than offset by demand
growth in the Mediterranean, Africa, the sub-continent and
South East Asia, where the need for low-cost, stable power
supply continues to grow.
On the supply side, low energy coals, principally from
Indonesia, were most impacted by the declining Chinese
demand, leading to a significant reduction in Indonesian
coal exports during 2015. US coal exports also declined as
falling prices forced mine closures. Supply from Australia,
Colombia and South Africa remained relatively stable,
having benefited from weaker domestic currencies and
reduced quality-based pricing differentials, which is
supportive of demand for these generally higher-quality
coals. Changes to demand based on quality are supportive
of trading and arbitrage opportunities, which are expected
to continue as the current low market prices contribute to
further supply reductions during 2016.
Following a collapse in oil prices in 2014, the first half of 2015
saw some recovery, with Brent trading in a range of $50 to
$65 per barrel, the crude oil contango narrowing and
volatility declining. Sharp increases in demand for motor
fuels and a very cold winter in the United States provided
significant fundamental support. However, by the middle
of the year, a combination of fears over slowing economic
growth in China and weaker general emerging market
sentiment, with the realisation that excess crude production
was not being curtailed, returned the focus to relentless
stock builds and triggered renewed selling pressure.
Prices ended the year under sustained pressure as Middle
East tensions were overshadowed by US dollar strength and
the prospect of a significant El Niño event for the winter.
The high market volatility, entrenched contango, a decent
refinery margin environment and promising returns on
tanker freight were all factors underpinning strong margins
in oil marketing activities in 2015.
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59
Strategic report
Energy products
Industrial activities
Highlights
Industrial Adjusted EBITDA was $2,269 million, a 20% reduction on 2014, due to substantially lower coal and oil prices.
Significant operating cost savings were achieved through a relentless focus on all areas of the business, including supply
chain, contractor management and employee productivity, which combined with lower producer country foreign currencies,
somewhat mitigated the pricing effect. In this regard, the Adjusted EBITDA margin increased from 28% to 29%.
Optimum Coal (part of Thermal South Africa) was deconsolidated in H2 2015, with sale of the business now concluded and
expected to close in 2016, following its business rescue proceedings. The remaining coal business is well positioned for price
recovery. The Oil E&P business showed strong production growth in Chad; however the lowest prices in a decade
dampened returns and led to a steep scale back in exploration and development activities.
Financial information
US$ million
Net revenue
Coal operating revenue
Coking Australia
Thermal Australia
Thermal South Africa
Prodeco
Cerrejón1
Coal operating revenue
Coal other revenue
Coking Australia
Thermal Australia
Thermal South Africa
Prodeco
Coal other revenue (buy-in coal)
Coal total revenue
Coking Australia
Thermal Australia
Thermal South Africa
Prodeco
Cerrejón1
Coal total revenue
Oil
Energy products revenue – segmental measure
Impact of presenting joint ventures on an equity accounting basis
Energy products revenue – reported measure
1 Represents the Group’s share of this JV.
2015
2014
Change %
540
3,584
1,458
1,089
620
7,291
204
425
3
2
634
744
4,009
1,461
1,091
620
7,925
481
8,406
(620)
7,786
749
4,408
2,065
1,395
754
9,371
369
674
19
4
1,066
1,118
5,082
2,084
1,399
754
10,437
680
11,117
(754)
10,363
(28)
(19)
(29)
(22)
(18)
(22)
(45)
(37)
(84)
(50)
(40)
(33)
(21)
(30)
(22)
(18)
(24)
(29)
(24)
n.m.
(25)
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US$ million
Coking Australia
Thermal Australia
Thermal South Africa
Prodeco
Cerrejón1
Total Coal
Adjusted EBITDA margin2
Oil
Adjusted EBITDA margin
Energy products Adjusted EBITDA/ EBIT – segmental measure
Adjusted EBITDA margin2
Impact of presenting joint ventures on an equity accounting basis
Energy products Adjusted EBITDA/ EBIT – reported measure
2015
117
1,159
386
228
189
2,079
29%
190
40%
2,269
29%
(251)
2,018
2014
171
1,224
450
311
260
2,416
26%
425
63%
2,841
28%
(261)
2,580
Adjusted EBITDA
Change %
(32)
(5)
(14)
(27)
(27)
(14)
2015
(33)
44
56
62
3
132
Adjusted EBIT
2014
Change %
38
88
52
137
80
395
(187)
(50)
8
(55)
(96)
(67)
(55)
(220)
91
n.m.
(20)
(88)
486
(118)
n.m.
(22)
(65)
(153)
(81)
405
n.m.
(138)
1 Represents the Group’s share of this JV.
2 Coal EBITDA margin is calculated on the basis of Coal operating revenue, as set out in the preceding table.
US$ million
Capex
Australia (thermal and coking)
Thermal South Africa
Prodeco
Cerrejón1
Total Coal
Oil
Capex – segmental measure
Impact of presenting joint ventures on an equity accounting basis
Capex – reported measure
1 Represents the Group’s share of this JV.
Sustaining
Expansion
Total
Sustaining
Expansion
2015
277
89
36
31
433
431
864
(31)
833
177
120
5
5
307
132
439
(5)
434
454
209
41
36
740
563
1,303
(36)
1,267
432
199
19
35
685
–
685
(35)
650
368
312
17
64
761
788
1,549
(64)
1,485
2014
Total
800
511
36
99
1,446
788
2,234
(99)
2,135
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61
Strategic report
Energy products
Production data
Coal assets1
Australian coking coal
Australian semi-soft coal
Australian thermal coal (export)
Australian thermal coal (domestic)
South African thermal coal (export)
South African thermal coal (domestic)
Prodeco
Cerrejón2
Total Coal department
mt
mt
mt
mt
mt
mt
mt
mt
mt
2015
5.9
3.6
52.4
3.9
19.7
17.3
17.6
11.1
2014
6.0
3.5
54.6
5.4
23.4
22.7
19.5
11.2
131.5
146.3
Change %
(2)
3
(4)
(28)
(16)
(24)
(10)
(1)
(10)
1 Controlled industrial assets and joint ventures only. Production is on a 100% basis except for joint ventures, where the Group’s attributable share of production is included.
2 The Group’s pro-rata share of Cerrejón production (33.3%).
Oil assets
Glencore entitlement interest basis
Equatorial Guinea
Chad
Total Oil department
Gross basis
Equatorial Guinea
Chad
Total Oil department
2015
2014
Change %
kbbl
kbbl
kbbl
kbbl
kbbl
kbbl
4,937
5,632
10,569
22,939
7,699
30,638
5,072
2,279
7,351
24,232
4,284
28,516
(3)
147
44
(5)
80
7
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Operating highlights
Prodeco
Coal
Coal production was down 10% to 131.5 million tonnes
primarily due to curtailed production in response to market
conditions and deconsolidation of Optimum Coal since its
August 2015 placement into business rescue proceedings.
Australian coking
Production of 5.9 million tonnes was in line with 2014.
Australian thermal and semi-soft
Production of 59.9 million tonnes was 3.6 million tonnes
(6%) below 2014, reflecting that, in the face of weaker
markets, production was curtailed.
South African thermal
Production of 37.0 million tonnes was 9.1 million tonnes
(20%) below the prior year, mainly due to Optimum being
placed into business rescue proceedings, with associated
production deconsolidated from August 2015.
Production of 17.6 million tonnes was 1.9 million tonnes
(10%) lower than 2014, which reflected a scaling back as
railing capacity was constrained by night time rail
restrictions which have now been lifted.
Cerrejón
Glencore’s share of production was 11.1 million tonnes,
in line with the prior year.
Oil
Glencore’s share of production was 10.6 million barrels, 44%
higher than 2014, following the increase in ownership of the
Chad assets and first oil from Mangara (Chad) in December
2014. In light of lower oil prices, the drilling campaign has
been significantly reduced in order to preserve the resource
for a more favourable pricing environment.
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63
Strategic report
Agricultural
products
Highlights
Agricultural products Adjusted EBITDA
of $734 million was down on 2014, the latter
benefiting from an exceptionally strong
Canadian harvest. Furthermore, 2015 was
adversely impacted by the immediate
imposition of a punitive wheat export tax
in Russia in Q1.
Adjusted EBITDA
US$ million
734
2013
2014
2015
Notwithstanding these external factors, the overall
business performance was solid, given the reduced
trading opportunities, constrained by low market prices
and volatility. We selectively added to our crushing capacity
in 2015, with two acquisitions in Canada and Germany.
Industrial activities
61 2013
213 2014
150 2015
Marketing activities
383 2013
996 2014
584 2015
Adjusted EBIT
US$ million
524
2013
2014
2015
Industrial activities
(6) 2013
136 2014
63 2015
Marketing activities
198 2013
856 2014
461 2015
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65
Strategic report
Agricultural products
US$ million
Revenue
Adjusted EBITDA
Adjusted EBIT
Adjusted EBITDA margin
Marketing
activities
Industrial
activities
20,617
584
461
2.8%
2,529
150
63
5.9%
2015
23,146
734
524
3.2%
Marketing
activities
22,523
996
856
4.4%
Industrial
activities
3,298
213
136
6.5%
2014
25,821
1,209
992
4.7%
Market conditions
Selected average commodity prices
US$ million
S&P GSCI Agriculture Index
CBOT wheat price (US¢/bu)
CBOT corn no.2 price (US¢/bu)
CBOT soya beans (US¢/bu)
ICE cotton price (US¢/lb)
ICE sugar # 11 price (US¢/lb)
Marketing
Highlights
2015
295
507
377
945
63
13
2014
350
588
415
1,244
76
16
Change %
(16)
(14)
(9)
(24)
(17)
(19)
The grain origination and marketing environment was challenging due to lower prices, lack of volatility and limited
arbitrage opportunities. In addition, earnings were negatively impacted by the imposition of a Russian wheat export tax
in February 2015. Oilseeds, cotton, sugar and freight marketing all performed well, despite their relatively quiet markets.
Viterra’s Canadian operations contributed solidly in 2015, but were unable to match the strong 2014 results, mainly due to
a smaller crop. Viterra Australia’s results were in line with expectations, although in both Canada and Australia the weaker
local currencies reduced US dollar returns.
2015
20,617
584
461
2015
43.7
23.3
0.4
1.1
2014
22,523
996
856
Change %
(8)
(41)
(46)
2014
38.3
22.0
0.4
0.9
Change %
14
6
–
22
Financial information
US$ million
Revenue
Adjusted EBITDA
Adjusted EBIT
Selected marketing volumes sold
Million tonnes
Grain
Oil/Oilseeds
Cotton
Sugar
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Operating highlights
In total, Agricultural products produced/processed 11.5 million tonnes, compared with 10.9 million tonnes in 2014.
Oilseed crush volumes of 6.1 million tonnes increased by 405,000 tonnes, reflecting the opportunistic acquisitions of the
Magdeburg plant in Germany and the Becancour (TRT) plant in Canada. Currency devaluation and relaxation of export
taxes later in the year were supportive of the Argentinian oilseed processing and export business. The Timbues soyabean
crushing joint venture in Argentina continues to perform well.
Biodiesel production was 556,000 tonnes, down 27% compared to 2014, reflecting reduced demand due to regulatory
changes and lower competing diesel prices, although it recovered somewhat in the second half of the year. The biodiesel
environment combined with a lower EU rapeseed crop and lack of farmer selling reduced EU softseed crushing margins.
Sugar cane processing increased by 520,000 tonnes (23%) compared to 2014, due to significantly improved agricultural yields
following the severe drought of 2014, assisted by Brazilian Real devaluation and higher ethanol prices. Conversely, currency
devaluation and the economic slowdown adversely impacted wheat milling in Brazil as we were unable to pass on the
increased cost of imported wheat in Brazilian Real terms.
Financial information
US$ million
Revenue
Adjusted EBITDA
Adjusted EBIT
Adjusted EBITDA margin
Sustaining capex
Expansionary capex
Total capex
Processing/production data
Farming
Crushing
Long-term toll agreement
Biodiesel
Rice milling
Wheat milling
Sugar cane processing
Total agricultural products
2015
2,529
150
63
6%
58
40
98
2015
704
6,069
284
556
206
976
2,751
11,546
2014
3,298
213
136
6%
29
58
87
2014
762
5,664
206
757
230
1,013
2,231
10,863
Change %
(23)
(30)
(54)
n.m.
Change %
(8)
7
38
(27)
(10)
(4)
23
6
kt
kt
kt
kt
kt
kt
kt
kt
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67
“As a business committed
to delivering shareholder
value, we recognise that
we will only be able to
successfully deliver this
commitment through
creating sustainable, long-
term benefits for all of our
stakeholders.”
Chairman’s introduction
70.
Governance
Corporate
governance
“We have sought to ensure that
our Directors’ Remuneration
Policy and its implementation
are attractive to shareholders
in reflecting good governance,
complete simplicity and
reasonable terms.”
Directors’
remuneration report
89.
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In this section
70 Chairman’s introduction, Directors and Officers
75 Corporate governance report
89 Directors’ remuneration report
95 Directors’ report
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69
Governance
Chairman’s introduction, Directors and Officers
Dear Shareholders,
2015 was a challenging year for companies operating in the
resources sector, during which commodity prices fell sharply
as macro-economic uncertainties emerged and amplified.
The second half of the year was particularly tough. As the
scale of these challenges became clear, your Board acted
decisively, announcing a range of measures in September to
reduce the Group’s debt significantly by the end of 2016.
The sustained price reductions that we have seen for many of
our commodities have been the key drivers for the measures
taken by Glencore’s management team to strengthen the
Group’s balance sheet through the preservation of capital
the reduction of debt and disposal of assets.
Glencore takes a disciplined approach towards market
fundamentals. Where there is reduced or lower than expected
demand for our commodities, we consider the curtailment or
cessation of our supply of volumes to the market. We are
committed to seeking to operate as profitably as possible,
even during periods of demand weakness.
This year your Board has been involved in the making of a
number of difficult decisions. These decisions have not been
made lightly, especially as some have resulted in negative
impacts on our employees, host communities and
governments through the loss of jobs and revenues as
production volumes have been reduced and unprofitable
operations closed. Our local teams have been instrumental
in limiting the impact of these decisions, through regular
engagement with impacted stakeholders and ensuring those
employees leaving the Group were properly compensated.
Glencore’s unique business model, as both a producer and
marketer of commodities, enables it to extract value at every
stage of the commodity chain. As a result, your Company is
better positioned than many to withstand the current
commodity downturn.
Tragically, ten people lost their lives at our operations during
2015. Although this is a significant reduction on prior years, the
Board and I recognise that this is an unacceptable outcome; we
are continuing our efforts to strengthen our safety culture at all
our operations regardless of their location or previous safety
performance. The number of people losing their lives while
working at Glencore sites continues to reduce year-on-year and
I am confident that our ambition of zero fatalities is realistic
and achievable.
I am very pleased to report that SafeWork has now been
implemented at all of our assets and is delivering significant
safety improvements. Both our total recordable and lost time
injury frequency rates have exceeded our collective target of
a 15% reduction and the number of new occupational disease
cases has reduced by 41% year-on-year.
As a business committed to delivering shareholder value, we
recognise that we will only be able to successfully deliver this
commitment through creating sustainable, long-term benefits
for all of our stakeholders.
70
Glencore Annual Report 2015
To this end, pilot studies were carried out at several
locations against a set of performance metrics which
we have developed to better understand our socio-economic
contribution. These indicators allow us to monitor our
contribution to communities and governments through the
wages, taxes and royalties we pay, as well as the contributions
we make to health, education and infrastructure. We will be
rolling out these metrics across all operations in 2016.
During the year, Glencore became a member of the Plenary
of the Voluntary Principles on Security and Human Rights
(Voluntary Principles). The Voluntary Principles bring
together governments, companies in the extractive sector and
non-government organisations to engage in dialogue on how
best to achieve the safety and security of operations through
encouraging respect for human rights. We have been
implementing the Voluntary Principles at our operations
located in regions with a high risk of human rights abuse
since 2013 and reporting on our progress in our annual
sustainability report. Our membership will support our
efforts to further progress our approach towards human
rights and to share knowledge and best practice.
We have set out on pages 78 and 80 to 89 the main activities of
the Board and its Committees during the year. I would
highlight in particular:
• the considerable work with executive management
undertaken during the last four months of the year
concerning the Group’s balance sheet and ongoing strategy;
• the operation of the HSEC Committee which as well as
continuing its primary objectives of better management
of catastrophic risks and of safety practices and procedures,
has undertaken considerable work in a range of other areas
including the oversight of a major new assurance process
for sustainability risks and the launch of a social value
creation score card; and
• the work of the Audit Committee, particularly on
impairment analysis and consideration of the new
longer-term viability statement we are providing.
Our response to the considerable challenges which the Group
has faced over the last year reflects the strong leadership
of the Group’s management team and the continuous efforts
of all of those at Glencore, who are working together to ensure
the ongoing success of your Company. We remain focused
on operating efficient, low cost and safe operations which
in combination with our excellent marketing businesses give
us confidence that the medium- and long-term fundamentals
of our business continue to be strong.
I and my fellow Directors thank you for your continued
support of Glencore.
Tony Hayward
Chairman
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1
2
3
4
5
6
7
8
1 Leonhard Fischer
2 Peter Grauer
3 Patrice Merrin
4 Ivan Glasenberg
5 Anthony Hayward
6 William Macaulay
7 John Mack
8 Peter Coates
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71
Governance
Directors
Anthony Hayward
Chairman (Age 58)
Appointed: Anthony Hayward has been
Independent Non-Executive Chairman from
May 2013. Prior to being appointed Chairman he
was the Senior Independent Non-Executive Director.
Committees: Member of the Health, Safety,
Environment and Communities Committee.
Experience: Dr Hayward is non-executive chairman
of Genel Energy plc (LON:GENL), a partner and
member of the European advisory Board of AEA
Capital and chairman of Compact GTL Limited.
Dr Hayward was group chief executive of BP plc
from 2007 to 2010, having joined BP in 1982 as a
rig geologist in the North Sea.
Ivan Glasenberg
Chief Executive Officer (Age 59)
Appointed: Ivan Glasenberg joined Glencore in
April 1984 and has been Chief Executive Officer
since January 2002.
Committees: Member of the Health, Safety,
Environment and Communities Committee.
Experience: Mr Glasenberg initially spent three
years working in the coal commodity department
in South Africa as a marketer, before spending
two years in Australia as head of the Asian coal
commodity division. Between 1988 and 1989, he was
based in Hong Kong as head of Glencore’s Hong
Kong and Beijing offices, as well as head of coal
marketing in Asia, where his responsibilities included
overseeing the Asian coal marketing business
of Glencore and managing the administrative
functions of the Hong Kong and Beijing offices.
Peter Coates AO
Non-Executive Director (Age 70)
Appointed: Peter Coates has been a Non-Executive
Director since January 2014. Prior to this he served
as an Executive Director from June to December 2013
and a Non-Executive Director from April 2011 to
May 2013.
Committees: Chairman of the Health, Safety,
Environment and Communities Committee.
Experience: Prior to joining Glencore in 1994
as a senior executive in the coal department,
Mr Coates had occupied many senior positions in a
diverse range of resource companies, including those
mining silver, lead, nickel, iron ore, bauxite and coal.
When Glencore sold its Australian and South African
coal assets to Xstrata in 2002, he joined Xstrata as
chief executive of its coal business, stepping down
in December 2007.
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 Ph.D. at Edinburgh
University. He is also a fellow of the Royal Society
of Edinburgh and holds honorary doctorates from
the University of Edinburgh, Aston University and
the University of Birmingham.
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 MBA from the University of Southern
California. He is currently a non-executive director
of UC Rusal plc (HKG:0486). Before joining Glencore,
Mr Glasenberg worked for five years at Levitt Kirson
Chartered Accountants in South Africa.
He was non-executive director and chairman of
Xstrata Australia from January 2008 until August
2009. From April 2008 until April 2011, he was
non-executive chairman of Minara Resources Ltd.
Mr Coates is non-executive chairman of Santos
Limited (ASX:STO) and Sphere Minerals Limited
(ASX:SPH) and a non-executive director of Event
Hospitality and Entertainment Limited (ASX:EVT),
and a past chairman of the Minerals Council of
Australia, the NSW Minerals Council and the
Australian Coal Association.
Mr Coates holds a Bachelor of Science degree
in Mining Engineering from the University
of New South Wales. 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.
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Leonhard Fischer
Independent Non-Executive Director
(Age 53)
Appointed: Leonhard Fischer was appointed an
Independent Non-Executive Director in April 2011.
Committees: Chairman of the Audit Committee;
member of the Nomination and Remuneration
Committees.
Experience: Mr Fischer was appointed chief executive
officer of BHF Kleinwort Benson Group S.A.
(formerly RHJ International S.A.) (EBR:BHFKB)
in January 2009, having been co-chief executive
officer from May 2007. He is a director of Kleinwort
Benson Bank Ltd and chairman of the supervisory
board of BHF-Bank AG.
William Macaulay
Independent Non-Executive Director
(Age 70)
Appointed: William Macaulay was appointed as an
Independent Non-Executive Director in April 2011.
Committees: Member of the Audit and
Remuneration Committees.
Experience: Mr Macaulay 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, Mr Macaulay was a
co-founder of Meridien Capital Company, a private
equity buyout firm. From 1972 to 1982, he served
as director of corporate finance at Oppenheimer
& Co. with direct responsibility for the firm’s
buyout business. He also served as president
of Oppenheimer Energy Corporation.
Peter Grauer
Senior Independent Non-Executive
Director (Age 70)
Appointed: Peter Grauer was appointed as an
Independent Non-Executive Director in June 2013
and became the Senior Independent Non-Executive
Director in May 2014.
Committees: Chairman of the Nomination
Committee; member of the Audit Committee.
Experience: Mr Grauer is chairman of Bloomberg
Inc., the global financial media company that was
founded in 1981. Mr Grauer was chairman and chief
executive officer from 2002 to 2011 and has been a
member of Bloomberg’s board of directors since 1996.
Mr Fischer was chief executive officer of Winterthur
Group from 2003 to 2006 and a member of the
executive 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 board of Dresdner Bank AG
in Frankfurt.
Mr Fischer holds an M.A. in Finance from the
University of Georgia.
Mr Macaulay is a director of Weatherford
International (NYSE:WFT). He also serves on
numerous private energy company boards.
Mr Macaulay holds a B.B.A. degree (with honours)
in Economics from City College of New York,
and an MBA from the Wharton School of the
University of Pennsylvania. He has also received
an Honorary Doctor of Humane Letters degree
from Baruch College.
Prior to this, Mr Grauer was managing director
of Donaldson, Lufkin & Jenrette from 1992 to
2000 when DLJ was acquired by Credit Suisse
First Boston and founder of DLJ Merchant Banking.
He served as managing director and senior partner
of CSFB Private Equity until 2002. Mr Grauer is
a director of Blackstone (NYSE:BX) and Davita
Healthcare Partners (NYSE:DVA). Mr Grauer is also a
member of the International Business Council of the
World Economic Forum, and a trustee of Rockefeller
University.
Mr Grauer graduated from the University of
North Carolina and the Harvard University
Graduate School of Business Program for
Management Development in 1975.
Glencore Annual Report 2015
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Governance
Directors and Officers
Ms Merrin was a director of the Alberta Climate
Change and Emissions Management Corporation
from 2009 to 2014. She was also a member of the
Canadian Advisory Panel on Sustainable Energy
Science and Technology from 2005 to 2006 and from
2003 to 2006 was a member of Canada’s Round Table
on the Environment and the Economy.
Ms Merrin is a graduate of Queen’s University,
Ontario and completed the Advanced Management
Programme at INSEAD.
Mr Mack is a non-executive director of Enduring
Hydro and Corinthian Ophthalmic. He is also
non-executive chairman of Tri-Alpha Energy Inc.
Mr Mack also serves on the Advisory Board of
China Investment Corporation, is a member of
the International Business Council of the World
Economic Forum, the NYC Financial Services
Advisory Committee and the Shanghai International
Financial Advisory Council.
Mr Mack is a graduate of Duke University.
Before joining Glencore, Mr Kalmin worked for nine
years at Horwath Chartered Accountants in Sydney,
leaving the firm as a director.
Patrice Merrin
Independent Non-Executive Director
(Age 67)
Appointed: Patrice Merrin was appointed as an
Independent Non-Executive Director in June 2014.
Committees: Member of the Health, Safety,
Environment and Communities Committee.
Experience: Following initial roles with Molson and
Canadian Pacific, Ms Merrin worked at Sherritt, the
Canadian diversified miner, for ten years until 2004,
latterly as COO. She then became CEO of Luscar,
Canada’s largest thermal coal producer. She is
currently a non-executive director of Stillwater
Mining (NYSE:SWC) and Novadaq Technologies Inc.
(Nasdaq:NVDQ). She has been a director and
then chairman of CML Healthcare (then TSX)
from 2008 to 2013, of Enssolutions, a mine tailing
solutions company, and of NB Power.
John Mack
Independent Non-Executive Director
(Age 71)
Appointed: John Mack was appointed as an
Independent Non-Executive Director in June 2013.
Committees: Chairman of the Remuneration
Committee and member of the Nomination
Committee.
Experience: Mr Mack previously served as chief
executive officer of Morgan Stanley from June 2005
until December 2009. He retired as chairman in 2011.
Mr Mack first joined Morgan Stanley in May 1972,
becoming a board director in 1987 and was named
President in 1993. Before rejoining Morgan Stanley
as chairman and chief executive officer in June 2005,
Mr Mack served as co-chief executive officer of
Credit Suisse Group and chief executive officer
of Credit Suisse First Boston.
Officers
Steven Kalmin
Chief Financial Officer (Age 45)
Appointed: Steven Kalmin has been Chief Financial
Officer since June 2005.
Experience: Mr Kalmin holds a Bachelor of Business
(with distinction) from the University of Technology,
Sydney and is a member of Chartered Accountants
Australia and New Zealand and the Financial
Services Institute of Australasia.
John Burton
Company Secretary (Age 51)
Appointed: John Burton was appointed Company
Secretary in September 2011.
Experience: He was formerly company secretary
and general counsel of Informa plc and before that
a partner of CMS Cameron McKenna in London
specialising 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.
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Corporate governance report
This report should be read in conjunction with the Directors’
Report and the remainder of the Governance section.
Board governance and structure
Overview
This governance report sets out how Glencore has applied
the main principles of the UK Corporate Governance Code
(“the Code”) in a manner which enables shareholders
to evaluate how these principles have been applied.
As a London premium listed entity we seek to ensure
full compliance with the Code. The Board believes that
the Company has throughout the year complied with all
relevant provisions contained in the Code.
Glencore’s Board comprises seven Non-Executive Directors
(including the Chairman) and one Executive Director.
A list of the current Directors, with their brief biographical
details and other significant commitments, is provided
in the previous pages. The Chief Financial Officer
attends all meetings of the Board and Audit Committee.
The Company Secretary attends all meetings of the Board
and its committees.
Division of responsibilities
As a Jersey incorporated company, Glencore has a unitary
board, meaning all Directors share equal responsibility for
decisions taken. Glencore has established a clear division
between the respective responsibilities of the Non-Executive
Chairman and the Chief Executive Officer which are
set out in a schedule of responsibilities which has been
approved by the Board. While the Non-Executive Chairman
is responsible for leading the Board’s discussions and
decision-making, the CEO is responsible for implementing
and executing strategy and for leading Glencore’s operating
performance and day-to-day management. The CEO and
Chief Financial Officer have line of sight across the Group.
The CEO is further supported by the Group’s senior
management team principally comprising the heads of the
businesses and the head of strategy. The Company Secretary
is responsible for ensuring that there is clear and effective
information flow to the Non-Executive Directors.
Further details of these responsibilities are set out opposite.
Peter Grauer, Senior Independent Non-Executive Director,
is available to meet with shareholders and acts as an
intermediary between the Chairman and other independent
Directors when required. This division of responsibilities,
coupled with the schedule of reserved matters for the
Board, ensures that no individual has unfettered powers
of decision.
S
E
I
T
I
L
I
B
I
S
N
O
P
S
E
R
F
O
N
O
I
S
I
I
V
D
Chairman
• Leader of the Board
• Responsible for effective communication flow
between Directors
• Facilitates effective contribution of all Directors
• Responsible for effective Board governance
• Ensures effective communication with shareholders
Chief Executive Officer
• Leads and motivates management team
• Implements strategy and objectives as directed
by the Board
• Develops Group policies and proposals for approval
by the Board and ensures effective implementation
Senior Independent Director
• Is a confidant of the Chairman and
(when appropriate) also acts as an intermediary
for other independent Directors
• Will stand in for the Chairman if he is unable
to attend
• Chairs the Nominations Committee
• Responsible for appraising the Chairman’s
performance along with other independent Directors
• Available to shareholders to answer questions
Other Non-Executive Directors
• Supply challenge and support to management
• Bring independent mindset and differing
backgrounds and experience to Board debates
• Provide leadership and challenge as chair of, or a
member of, the board committees which (except
HSEC) comprise only Non-Executive Directors
• Scrutinise leadership of chairman
Company Secretary
• Secretary to Board Committees
• Informs the Board on all matters reserved to it
and ensures papers are provided in sufficient
detail and on time
• Available to Directors in respect of Board
procedures and provides support and advice
• Ensures the Board is kept informed on
governance matters
• Coordinates and assists with the Board evaluation
process along with the Chairman
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75
Governance
Corporate governance report
Non-Executive Directors
Board Committees
The Company’s Non-Executive Directors provide a broad
range of skills and experience to the Board, which assists
in their roles in formulating the Company’s strategy and in
providing constructive challenge to executive management.
Glencore regularly assesses its Non-Executive Directors’
independence. Except for Peter Coates, due to his
chairmanship of Sphere Minerals Limited, a quoted
subsidiary, they all are regarded by the Company as
Independent Non-Executive Directors within the meaning
of ‘‘independent’’ as defined in the Code and free from any
business or other relationship which could materially
interfere with the exercise of their independent judgement.
This view has been taken having regard to all facts
including that John Mack was until 2011 chairman of
Morgan Stanley, which provides advisory and financial
services to the Group. As Mr Mack ceased to be CEO of
Morgan Stanley in 2009, Morgan Stanley’s relationship with
the Company is led from its UK office and Mr Mack was not
involved in the delivery of these services, we believe that
applying in a common sense construction to the provisions
of the Code, it is reasonable to conclude that Mr Mack is
independent in accordance with its terms.
Management of conflicts of interest
All Directors endeavour to avoid any situation of conflict of
interest with the Company. Potential conflicts can arise and
therefore processes and procedures are in place requiring
Directors to identify and declare any actual or potential
conflict of interest. Any such notifications are required to be
made by the Directors prior to, or at, a Board meeting and
all Directors have a duty to update the whole Board of any
changes in circumstances. Glencore’s Articles of Association
and Jersey law allow for the Board to authorise potential
conflicts and the potentially conflicted Director must abstain
from any vote accordingly. During 2015, no abstention
procedures for conflicts had to be activated.
The following four Committees are in place to assist the
Board in exercising its functions: Audit, Nomination,
Remuneration and Health, Safety, Environmental and
Communities (“HSEC”), as set out in the diagram on the
next page. Committee meetings are held prior to Board
meetings and at each scheduled Board meeting the
chairman of each Committee leads a discussion concerning
the Committee’s activities since the previous Board meeting.
The Committees carry out a considerable amount of work.
In particular:
• the Audit Committee provides challenge and enquiry on
the significant areas of financial and accounting oversight
and risk management; and
• the HSEC Committee, whose membership includes
both Chairman and CEO, continues to have the
heaviest workload of all the committees due to its
strong leadership of sustainability issues and the
range of matters which it considers. Its work on
driving improvements in the prevention of catastrophic
events and safety performance continues to be of
particular focus.
A report for 2015 from each Committee chairman is set out
later in this Corporate governance report.
Each Committee reports to, and has its terms of reference
approved by, the Board and the minutes of the Committee
meetings are circulated to the Board. Each Committee
reviewed its terms of reference during the year and as
a result revisions were made to the HSEC Committee’s
terms of reference to ensure they continue to conform
to best practice.
All Committees’ terms of reference are available at:
www.glencore.com/who-we-are/board-of-directors/
board-committees/
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CHIE
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Board meetings
The Board has approved a formal schedule which sets out
those matters which are reserved for its decision-making
alone such as strategy, the annual budget and material
acquisitions and disposals. Meetings are usually held
at the Company’s headquarters in Baar, Switzerland.
Details of the Board and Committee meetings held during
the year are detailed below.
The Board and its Committees have standing agenda
items to cover their proposed business at their scheduled
meetings. The Chairman seeks to ensure that the very
significant work of the Committees feeds into, and benefits
as to feedback from, the full Board. The Board and
Committee meetings also benefit from presentations
by senior executives and some technical and investor
relations updates. Presentations from the business
and senior management allow Directors to enhance their
understanding of the business and the implementation
of strategy, in turn contributing to a more effective Board.
A summary of the Board’s main activities during 2015
is set out on the next page.
Several times a year the Chairman holds meetings with
the Non-Executive Directors without the Executive Director
present, and at least once a year the Non-Executive Directors
meet without the Chairman present.
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Governance
Corporate governance report
Work at Board Meetings
The main considerations and actions carried out at the meetings of the Board during 2015 are summarised below. The scheduled short agenda and short notice
meetings were held by telephone. The work of its committees are described later in this report.
At each main scheduled meeting the following standing matters are considered:
• consideration of any new conflicts of interest;
• review of minutes of previous meetings, including actions from previous meetings; and
• reports/updates from the CEO, CFO, Head of Strategy and Investor Relations and Head of Communications. These reports include consideration
of strategic matters including possible asset expansions/contractions, acquisitions/disposals, material debt refinancings and analysis of risks.
In addition:
• regular updates are provided by the Company Secretary on governance, Board processes and other Company secretarial matters; and
• usually the Non-Executive Directors have a separate meeting, with sometimes a second session without the Chairman present.
Board activities completed during 2015
First scheduled short agenda meeting
• Results/business update
• Consideration and approval of proposal to
Third scheduled meeting
• Half-year results, including review and
approval, where appropriate, of:
Fifth short notice meeting
• Review of progress on debt reduction
programme and investor relations
distribute the Group’s 23.9% stake in Lonmin plc
– report from the Audit Committee Chairman;
• Assessment of current steps taken and
• Review and approval of 2014 Production Report
– principal risks and mitigation to be disclosed;
– report on going concern;
– interim distribution;
– half year results announcement; and
– management representation letter
• Strategic review of the coal market and the
performance of the Group’s coal assets including
presentation from the Head of Coal
• Strategic review of the copper markets including
presentation from the Head of Copper
consideration of further initiatives as to greater
balance sheet stability
Fourth scheduled meeting
• Considerable review of equity and credit
markets and careful review of investor priorities
• Consideration of progress of debt reduction plan
• Market updates focusing in particular on
Zinc, Copper, Coal and Nickel, including
presentations from the respective
commodity heads
• Report from the HSEC Committee Chairman
• Consideration of budget planning on a
• Report from the Audit Committee Chairman
conservative basis
First scheduled meeting
• Annual Results, including review and approval,
where appropriate, of:
– report from the Audit Committee Chairman;
– detailed consideration of principal risks/
uncertainties and mitigation to be disclosed;
– report on going concern;
– final distribution recommendation;
– full-year results announcement for the
prior year;
– Annual Report draft; and
– management representation letter
• Consideration of AGM resolutions
• Consideration of restructuring of the Group’s
interests in Russneft
• Report from the Nomination Committee
chairman and discussion on whether all
current Directors should stand at AGM
• Report from the Remuneration
Committee chairman
• Report from the Nomination
Committee Chairman
• Report from the Remuneration
Committee Chairman
• Considered outcomes from multiple
shareholder meetings on governance and
sustainability issues
First short notice meeting
• Business update
• Report from the HSEC Committee chairman,
in particular discussion on safety improvements
and revamped sustainability report
• Discussion on interim results investor feedback,
deteriorating market conditions and how the
Company should respond
• Review of procedure for Board and
• Review of available options
committees evaluation
• Review and agreement on outcomes of 2014
Board evaluation
• Reviewed updated Board governance documents
and key policies
Second scheduled short agenda meeting
• Business update
• Considered and approved the
Q1 Production Report
Second scheduled meeting
• Briefing on the business to be conducted at
the AGM (and after, of the other issues raised)
• Briefing from Head of Nickel including review
of Koniambo capital expenditure
• External Board evaluation discussion, including
agreement of scope and process
• Review of Lonmin shares distribution proposal
• Engagement with NGOs
• Report from the HSEC Committee chairman
• Report from the Audit Committee chairman
Second short notice meeting
• Continued the deliberations of the previous
meeting. Concluded with decision to seek
an equity capital raising in the near future
and for the Company to enter into a standby
underwriting agreement and to canvass investor
opinion on timing and form of equity issue
• Make major operational changes to its African
copper assets
Third short notice meeting
• Consideration of investor feedback on timing
and form of equity issue
• Approved share placing to raise $2.5 billion
Fourth short notice meeting
• Business update
• Discussion on current challenging market
conditions and what further decisions might
be appropriate for the Company to take in
relation to them
78
Glencore Annual Report 2015
• Detailed discussion on the Board evaluation
process and its outcomes
• Review of Group’s IT function including
cyber security
• Review of legal and compliance function
including actual or potential litigation
• Report from the Audit Committee Chairman
• Report from the HSEC Committee Chairman
Third scheduled short agenda meeting
• Update on debt reduction programme
• Consideration and approval of $900 million
Antamina streaming transaction
• Considered and approved the
Q3 Production Report
• Considered and approved a programme to
reduce zinc production
Fifth scheduled meeting
• Review of debt reduction programme
• Review of principal risks and uncertainties and
preparation for longer-term viability statement
• Considered and approved the 2016 budget
and 2017 to 2019 business plan including review
of all main parts of the business
• Consideration of Board refreshment
• Report from the HSEC Committee Chairman
• Report from the Audit Committee Chairman
• Report from the Remuneration
Committee Chairman
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Attendance during the year for all scheduled full agenda Board and Board Committee meetings is set out in the table below:
Board of 5
Audit of 4 Remuneration of 3
Nomination of 2
HSEC of 5
Ivan Glasenberg
Anthony Hayward
William Macaulay
Leonhard Fischer
Peter Coates
John Mack
Peter Grauer
Patrice Merrin
5
5
5
5
5
5
5
5
4
4
4
3
3
3
2
2
2
5
5
5
5
In addition, there were another eight limited agenda
meetings of the Board. Details of all these Board meetings
are set out on the previous page.
Appointment and re-election of Directors
All Directors will be offering themselves for re-election
at the 2016 AGM.
All of the Directors have service agreements or letters of
appointment and the details of their terms are set out in
the Directors’ remuneration report. No other contract
with the Company or any subsidiary undertaking of the
Company in which any Director was materially interested
existed during or at the end of the financial year except that
Peter Coates received fees of AUD75,000 during 2015 as
Chairman of the Company’s subsidiary undertaking
Sphere Minerals Limited which is quoted on the Australian
Stock Exchange.
Information, management meetings, site visits and
professional development
It is considered of great importance that the Non-Executive
Directors (1) attain a good knowledge of the Company
and its business and (2) allocate sufficient time to Glencore
to discharge their responsibilities effectively. The Board
calendar is planned to ensure that Directors are briefed
on a wide range of topics. Directors are also given the
opportunity to visit Group operations and discuss aspects
of the business with employees, and regularly meet the
heads of the Group’s main departments and other senior
executives. As well as internal briefings, Directors attend
appropriate external seminars and briefings.
Normally meetings with heads of commodities and other
senior Group functions take place alongside scheduled
Board meetings. In addition, in order to better familiarise
themselves with the industrial activities, regular site visits
take place.
All Directors have access to the advice and services of the
Company Secretary, who is responsible to the Board for
ensuring the Board procedures are complied with, and
have access to independent and professional advice at the
Company’s expense, where they judge this to be necessary
to discharge their responsibilities as Directors.
Director induction process
New Directors receive a full, formal and tailored induction
on joining the Board, including meetings with senior
management. The induction programme aims to build:
• an in-depth understanding of Glencore, its business and
the markets in which it operates;
• a link with Glencore employees, particularly the senior
management; and
• a clear appreciation of the Company’s risks.
Board effectiveness
The Board of Glencore engaged independent advisers
Spencer Stuart to facilitate an evaluation of the Board’s
effectiveness during 2015. Previous Board evaluations have
been conducted internally. The scope of the evaluation
covered the Board, its four Committees and the Directors
individually.
Process
The process involved carrying out formal interviews
with each Director, with members of the management team
including the Chief Financial Officer and Head of Internal
Audit, with the lead partner of independent auditors
Deloitte LLP and with representatives from two institutional
investors. Directors were asked for their views on a
structured set of questions addressing Board processes,
Board information and Board dynamics. They were also
asked for their feedback on the contributions of fellow
Directors and the Chairman.
The independent adviser attended a full Board meeting
and all four Board Committee meetings in order to assess
how the Board and Board Committees operate in practice.
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Governance
Corporate governance report
The Board evaluation report was presented to the Board at
the October Board meeting. The Chairman had individual
follow-up conversations with each Director to discuss the
feedback on their performance. The Senior Independent
Director had a follow-up conversation with the Chairman
to discuss the feedback on his performance.
Outcome
The Directors are satisfied that the Board and each of its
Committees is operating effectively. Nonetheless, the Board
has identified a number of actions that will help maintain
and improve its effectiveness including:
• the Board has decided to add an additional full agenda
Board meeting to the annual calendar from 2016 and
increase the length of some Board meetings;
• the Board has reviewed the current agenda formulation
for Board meetings and identified items for additional
regular inclusion over the coming year; and
• long-term Board succession planning will be an area
of greater focus for the Nominations Committee and
the Board.
It is the Board’s intention to continue to review its
performance annually including that of its Committees
and individual Directors.
Remuneration
Remuneration is covered in the Directors’ remuneration
report which follows this section. It includes a description
of the work of the Remuneration Committee.
Accountability and audit
Financial reporting
The Group has in place a comprehensive financial review
cycle, which includes a detailed annual planning/budgeting
process where business units prepare budgets for overall
consolidation and approval by the Board. The Group uses
a large number of performance indicators to measure both
operational and financial activity in the business. Depending on
the measure, these are reported and reviewed on a daily,
weekly or monthly basis. In addition, management in the
business receive weekly and monthly reports of indicators
which are the basis of regular operational meetings, where
corrective action is taken if necessary. At a Group level,
a well-developed management accounts pack, including
income statement, balance sheet, cash flow statement as
well as key ratios is prepared and reviewed monthly by
management. As part of the monthly reporting process,
a reforecast of the current year projections is performed.
To ensure consistency of reporting, the Group has a global
consolidation system as well as a common accounting
policies and procedures manual. Management monitors the
publication of new reporting standards and works closely
with our external auditors in evaluating their impact, if any.
80
Glencore Annual Report 2015
Risk management and internal control
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 accordance 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 financial statements. The process is
designed to manage and mitigate rather than eliminate risk,
and can only provide reasonable and not absolute assurance
against material misstatement or loss. The Directors confirm
that they have carried out a robust assessment of the
principal risks facing the Group and 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 Group’s structure of internal controls
including financial, operational and compliance controls
and risk management systems is reviewed.
Risk – Board leadership
The Board provides leadership and oversight on
risk management. Specifically it:
(1) provides a robust assessment of the principal risks
facing the Group
The Board determines the nature and extent of the
principal risks the Group should take in achieving
its strategic objectives. The Board has carried out a
robust assessment of the principal risks facing the
Group, including those that would threaten its business
model, future performance, solvency or liquidity.
The Directors’ description of those risks and their
explanation as to how they are being managed or
mitigated are set out on pages 28 to 35.
(2) determines a longer-term viability statement
Taking account of the Group’s position and principal
risks, the Directors assess the prospects of the
Group and conclude whether they have a reasonable
expectation that the Group will be able to continue in
operation and meet its liabilities as they fall due over
the period of their assessment. Their conclusions are
set out on page 98.
(3) monitors the Group’s risk management and
internal control systems
The Board oversees sound risk management and internal
control systems. It carries out a regular review of their
effectiveness including reviewing the Group’s internal
financial controls and the Group’s internal control and
risk management. This monitoring and review covers
all material controls, including financial, operational
and compliance controls. Their work and conclusions
are described on pages 28 and 80 to 85.
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Approach to risk management
Effective risk management is crucial in helping the Group
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 organisational structure,
Glencore’s disciplined approach to risk management and
control originates with strategic responsibility in the hands
of the Board, which also retains operational authority
on matters exceeding agreed thresholds of materiality.
The Board retains final authority for assessing and
approving the Group’s overall risk appetite and sets overall
limits which are subject to review annually. It is assisted by
the work of the Audit Committee for oversight and by senior
management for day-to-day operational issues, an effective
risk management governance apparatus has been
established for the Group.
Risk culture
Risk strategy and appetite
Risk governance
Risk organisation
External disclosure
Risk monitoring and reporting
Risk identification
Risk assessment
Risk management
Principal risks and
uncertainties
(see pages 28 to 35)
Risk Management Framework
Board of Directors
OVERSIGHT
Audit Committee
Tone from the top
HSEC Committee
INFRASTRUCTURE
People
Process
Technology
Management team (executive)
Group functions
Internal Audit
HSEC Assurance
RISK PROCESS
Identify
Measure
Mitigate
Control
Report
Business segments
and functions
Marketing
risk process
Industrial
risk process
HSEC
risk process
External
Business
Sustainability
Prices
Supply &
Demand
Operating
Credit
Catastrophes
HSEC
Risk Management Framework
Group functions
Management engagement
The Company’s senior management reviews the major
risks facing the Group and decides if the level of risk is
acceptable or whether further steps need to be taken to
mitigate these risks. Together, central and business
management set the level of risk appetite by ensuring that
there is an appropriate balance between the level of risk
assumed and the expected return.
Audit Committee
The Audit Committee is responsible for reviewing
the risk management system and internal controls.
Mandated by the Board, the Audit and HSEC Committees
are responsible for ensuring that the significant risks
identified are properly managed.
Group functions (Risk Management, Compliance, Legal
and Sustainable Development), through their respective
expertise, support the Business Risk Owners and senior
management in regard to mitigating risk across the Group.
Internal Audit
Internal Audit, as an independent assurance provider,
reviews the risk management process and internal controls
established by the management team.
A risk-based audit approach is applied in order to focus
on high risk areas during the audit process. It involves
discussions with management on the risks identified in the
business risk registers, emerging risks, operational changes,
new investments and capital projects.
The key results from this process are reported to the
Audit Committee for their review.
Glencore Annual Report 2015
81
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Corporate governance report
Industrial risk management
We believe that every employee should be accountable for
the risks related to their role. As a result, we encourage our
employees to escalate risks (not limited to hazards) to their
immediate supervisors. This enables risks to be tackled
and mitigated at an early stage by the team with the relevant
level of expertise.
The management teams at each industrial operation are
responsible for implementing a risk management process
that identifies, assesses and manages risk.
The risks that may impact on business objectives and plans
are maintained in a business risk register. They include
strategic, compliance, operational and reporting risks.
Any significant risks are reported to Management and
the Audit Committee. A Corporate Risk Management
Framework is implemented on a Group-wide basis to
ensure consistency in the assessment and reporting of risks.
HSEC risk management
These risk management processes are operated at asset
level subject to coordination and guidance from the central
sustainability team and subject to the leadership and
oversight of the HSEC Committee.
2015 saw the first full year of the operation of the new
programme which has been established for the assessment
of compliance with leading practices matters of health
and safety, environment and communities.
Further information is provided in the report from
the HSEC Committee below and will be published
in the Group’s Sustainability Report for 2015.
Marketing risk management
Glencore’s marketing activities are exposed to commodity
price, basis, volatility, foreign exchange, interest rate,
credit and performance, liquidity and regulatory risks.
Glencore devotes significant resources to developing and
implementing policies and procedures to identify, monitor
and manage these risks.
Glencore has a disciplined and conservative approach to
Marketing Risk (“MR”) management supported by its flat
organisational structure. Glencore continues to adopt and
implement policies which are intended to mitigate and
manage commodity price, credit and other related risks.
Glencore’s MR is managed at individual, business and
central level. Initial responsibility for risk management
is provided by the businesses in accordance with and
complementing their commercial decision-making.
A support, challenge and verification role is provided by
the central MR function headed by the Chief Risk Officer
(“CRO”) via its additional daily risk reporting and analysis
which is split by market and credit risk.
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Glencore Annual Report 2015
The CEO, as the central figure of commercial leadership
and control, drives functional risk management policy,
supported by the CFO and CRO, with data and reporting
from the central risk team and the other key functional
units. In turn the CEO reports to, and seeks authority
limits from the Board, with the main oversight role being
performed by the Audit Committee which receives regular
reports from the CRO at its meetings. It also approves
(subject to Board confirmation) the Group-wide risk profile,
and any exceptions to agreed positional thresholds.
At the heart of the risk management regime is the process
of challenge that takes place between the CEO, the CRO and
the business heads which sets risk appetite in accordance
with Group requirements and market conditions for each
commodity. The objective is to ensure that an appropriate
balance is maintained between the levels of risk assumed
and expected return, which relies on the commodity-
specific expert knowledge provided by business heads.
This is then subject to challenge from the CEO based on
his overall Group knowledge and experience. This process
is designed to manage risk effectively while facilitating
the fast, commercial decision-making which is required
in a dynamic commodity marketing company.
Another important consideration of the MR team is the
challenge of dealing with the impact of large transactional
flows across many locations. The function seeks to ensure
effective supervision by its timely and comprehensive
transaction recording, ongoing monitoring of the
transactions and resultant exposures, providing
all-encompassing positional reporting, and continually
assessing universal counterparty credit exposure.
Key focus points
Market Risk limits and reporting
The MR team provides a wide array of daily/weekly
reporting. A daily risk report showing Group Value at
Risk (“VaR”) as shown on the next page and various other
stress tests and analyses are distributed to the CEO, CFO
and CRO. Business risk summaries showing positional
exposure and other relevant metrics, together with
potential margin call requirements, are also circulated daily.
The MR function works to enhance its stress and scenario
testing as well as enhancing measures to capture risk
exposure within the specific areas of the business,
e.g. within metals, concentrate treatment and refining
charges are analysed.
A recent example of upgrading of reporting is the
Agricultural business for which the MR team has
considerably improved the granularity of reporting since
the integration of Viterra, through the adoption of new
systems solutions. The existing VaR sub-limits system
has been extended to reflect the greater geographic spread
of commercial responsibility within the organisation and
now covers nine constituent units.
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Value at Risk
The Group monitors its commodity price risk exposure
by using a VaR computation assessing ‘open’ commodity
positions which are subject to price risks. VaR is one
of the risk measurement techniques the Group uses
to monitor and limit its primary market exposure
related to its physical marketing exposures and related
derivative positions. VaR estimates the potential loss in
value of open positions that could occur as a result of
adverse market movements over a defined time horizon,
given a specific level of confidence. The methodology
is a statistically defined, probability based approach
that takes into account market volatilities, as well as
risk diversification benefits by recognising offsetting
positions and correlations between commodities and
markets. In this way, risks can be compared across
all markets and commodities and risk exposures can
be aggregated to derive a single risk value.
Last year, the Board approved the Audit Committee’s
recommendation of a one day, 95% VaR limit of
$100 million for 2015, consistent with the previous year.
This limit is subject to review and approval on an annual
basis. The purpose of this Group limit is to assist senior
management in controlling the Group’s overall risk
profile, within this tolerance threshold. During 2015
Glencore’s average daily VaR was approximately
$35 million, with an observed high of $52 million and
a low of $17 million.
As the chart opposite shows, in 2015 there were
no breaches of the $100 million Group VaR limit.
Credit Risk Management
The Group continues to make extensive use of credit
enhancement tools, seeking letters of credit, insurance cover,
discounting and other means of reducing credit risk from
counterparts. In addition, mark-to-market exposures in
relation to hedging contracts are regularly and substantially
collateralised (primarily with cash) pursuant to margining
agreements in place with such hedge counterparts.
The Group-wide Credit Risk Policy governs higher levels
of credit risk exposure, with an established threshold for
referral of credit decisions by business heads to CFO/CEO
(relating to unsecured amounts in excess of $75 million
with BBB or lower rated counterparts). At lower levels of
materiality, decisions may be taken by the business heads
where key strategic transactions or established relationships
suggest that an open account exposure may be warranted.
Systems and reporting
Whilst no single trading system that the Group can identify
appears able to manage the broad range of requirements
that the different business profiles of the Group would
place on it, interfacing with multiple source systems and
transferring data from one to another create enhanced risk
to data integrity, granularity, consistency and timeliness.
VaR development ($m)
60
50
40
30
20
10
0
Jan 2015
Mar 2015 May 2015
Jul 2015
Sep 2015
Nov 2015
Metals & minerals
Energy products
Agriculture
The Group remains aware of the extent of coverage
of risk exposures and their limitations. In addition,
VaR does not purport to represent actual gains or
losses in fair value on earnings to be incurred by the
Group, nor are these VaR results considered indicative
of future market movements or representative of any
actual impact on its future results. VaR remains viewed
in the context of its limitations; notably, the use of
historical data as a proxy for estimating future events,
market illiquidity risks and risks associated with longer
time horizons as well as tail risks. Recognising these
limitations the Group complements and refines this risk
analysis through the use of stress and scenario analysis.
The Group regularly back-tests its VaR to establish
adequacy of accuracy and to facilitate analysis of
significant differences, if any.
The Board has again approved the Audit Committee’s
recommendation of a one day, 95% VaR limit of
$100 million for 2016.
Dealing with obligations arising from regulatory changes
In 2015 Glencore adapted, as applicable, to increased
regulation including the Dodd-Frank Act and the European
Market Infrastructure Regulation (“EMIR”) which affected
in particular risk mitigation (trade confirmation timeframes,
portfolio reconciliation, portfolio compression and dispute
resolution) and trade reporting.
Upcoming new regulatory compliance proposals or
obligations include:
• further obligations under EMIR including mandatory
clearing and margining obligations;
• FMIA (Swiss regulatory framework for OTC derivatives)
and MIFID II, (position management and reporting
commodity swap transactions);
• the Market Abuse Regulation (“MAR”); and
• Regulation on Energy Market Integrity and Transparency
(“REMIT”).
Glencore Annual Report 2015
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arrangements. In particular in 2015 the following were
undertaken:
• a presentation and investor roadshow was held in
May to provide a detailed account of the Company’s
sustainability policies and plans. Led by the chairman
of the HSEC committee, presentations were also given
by the Chairman and the CEO; and
• the Chairman and Company Secretary met with
a large number of institutional shareholders in the
summer, and separately in the autumn following the
announcement of the debt reduction programme.
The Board receives regular updates from the Company’s
Head of Strategy on the views of shareholders through a
briefing, which is a standing agenda item for all Board
meetings, which is supplemented by input from the
Chairman, CEO, CFO and, if applicable, the Senior
Independent Director.
AGM
The Company’s next AGM is due to be held in Zug on
19 May 2016. Full details of the meeting will be set out in
the Notice of Meeting which will be sent to shareholders
in April. Shareholders unable to attend are encouraged
to vote by proxy as detailed in the Notice of Meeting.
All documents relating to the AGM will be available
on the Company’s website at: www.glencore.com
Governance
Corporate governance report
The impacts of these and other new regulations to
commodity market participants is potentially considerable.
For Glencore, this will largely be an additional compliance
burden with the associated costs, rather than an expectation
of practical commercial hindrances. Glencore’s compliance,
finance, IT and risk teams continue to work together in
monitoring and advising management on
these developments.
Internal Audit
Glencore has a dedicated Internal Audit function reporting
directly to the Audit Committee. The role of Internal
Audit is to evaluate and improve the effectiveness of risk
management, control, and business governance processes.
Internal Audit reviews areas of potential risk within
the business and suggests control solutions to mitigate
exposures identified. The Audit Committee considers and
approves the risk-based audit plan, areas of audit focus and
resources and is regularly updated on audits performed and
relevant findings, as well as the progress on implementing
the actions arising. In particular, the Committee considered
Internal Audit’s high priority issues (with a particular focus
on procurement and systems), its KPIs and the effectiveness
and timeliness of management’s responses to its findings.
The Audit Committee reviewed the effectiveness of the
Internal Audit function. As part of this work, it considered
the function’s management framework and its improvement
programme.
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 prospects for the business as extremely important.
We communicate with shareholders in a number of different
ways. The formal reporting of our full- and half-year results
and quarterly production reports is achieved through a
combination of releases, presentations, group calls and one
to one meetings. The full- and half-year reporting is
followed by investor meetings in a variety of locations
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 parts of 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 and an array of business heads. 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. In addition, Peter Grauer, the Senior
Independent Director, is available to meet shareholders if
they wish to raise issues separately from these
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Strategic report | Governance | Financial statements | Additional information
• reviewing the Group’s financial and accounting policies
and practices including discussing material issues with
management and the external auditors, especially matters
that influence or could affect the presentation of accounts
and key figures;
• considering applicable regulatory changes to
reporting obligations;
• evaluating the effectiveness of the external auditors;
• recommending to the Board 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 auditors;
• monitoring the independence of the external auditor and
reviewing the operation of the Company’s policy for the
provision of non-audit services by it;
• considering and approving two assignments above the
approval threshold with the external auditors in respect of
non-audit services;
• considering the output from the Group-wide processes
used to identify, evaluate and mitigate risks, including
credit and performance risks across the industrial and
marketing activities;
• considering the scope and methodologies to determine
the Company’s Going concern and Longer-term
viability statements;
• reviewing the Internal Audit Department’s annual audit
plan and reviewing the effectiveness of the Internal
Audit function;
• monitoring and reviewing the effectiveness of Glencore’s
internal controls for which there were no significant
failings or weaknesses noted; and
• reviewing reports on the operation of the Group’s
legal compliance programme, including material
notifications under the Group’s Raising Concerns
whistleblowing programme.
Risk analysis
The Committee receives reports and presentations at
its meetings on our management of marketing and other
risks (excluding sustainability risks which are reviewed by
the HSEC Committee).
Audit Committee report
Chairman
Leonhard Fischer
Other members
Peter Grauer
William Macaulay
All members served throughout the year. All are considered
to be Independent Non-Executive Directors and deemed to
be financially literate by virtue of their business experience.
Additionally, all Committee members are considered by the
Board to have recent and relevant financial experience and
have competence in accounting. The Committee held four
scheduled meetings during the year which all the
Committee members attended. John Burton is Secretary
to the Committee.
Governance processes
The Audit Committee usually invites the CEO, CFO, Group
Financial Controller, CRO and Head of Internal Audit and
the lead partner from the external auditors to attend each
meeting. Other members of management and external
auditors may attend as and when required. Other Directors,
and sometimes all other Directors, also attend its meetings.
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 contracted
with the external auditors on the basis as set out below.
Role, responsibilities and main activities
The primary function of the Audit Committee is to assist
the Board in fulfilling its responsibilities with regard to
financial reporting, external and internal audit, risk
management and controls.
During the year, the Committee’s principal work included
the following:
• reviewing Glencore’s internal financial and
compliance controls and internal controls and risk
management systems;
• reviewing and agreeing the preparation and scope of the
year-end reporting process;
• determining the global audit plan, scope and fees of the
audit work to be undertaken by the external auditors;
• evaluating the Group’s procedures for ensuring that the
Annual Report and accounts, taken as a whole, are fair,
balanced and understandable;
• reviewing the full-year (audited), and half-year
(unaudited), financial statements with management
and the external auditors;
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Glencore Annual Report 2015
85
Governance
Corporate governance report
Significant issues related to the financial statements
• robust assessment of principal risks and impact on
The Committee assesses whether suitable accounting
policies have been adopted and whether management
have made appropriate estimates and judgements.
They also review external auditors’ reports outlining
audit work performed and conclusions reached in respect
of key judgements, as well as identifying any issues in
respect of these.
longer-term viability; and
• taxation risks, especially concerning transfer pricing
and recognition of deferred income tax assets.
Internal Audit
The Committee monitored the internal audit function as
described under Internal Audit on page 84.
During the year, the most significant issues for the
Committee concerned impairment analysis.
External Audit
The Committee considered whether the carrying value of
goodwill, industrial assets, physical trade positions and
material loans and advances may be impaired as a result of
sustained falls in commodity prices and some asset specific
factors. We reviewed management’s reports, outlining
the basis for the key assumptions used in calculating the
recoverable value for the Group’s assets. Future performance
assumptions used are derived from the Board approved
business plan. As part of the process for approval of this
plan, the Committee considered the feasibility of strategic
plans underpinning future performance expectations, and
whether they remain achievable. Considerable focus was
applied to management’s commodity price and exchange
rate assumptions. The Committee discussed with the
external auditors their work in respect of impairment
review, which was the most significant area of audit focus
for them.
These impairment analyses focused in particular on:
• Oil exploration assets in Chad;
The Committee has evaluated the effectiveness of the
external auditor and as part of this assessment, has
considered:
• the steps taken by the auditors to ensure their objectivity
and independence;
• the deep knowledge of the Company which enhances
Deloitte’s ability to perform as external auditor;
• competence when handling key accounting and audit
judgements and ability to communicate these to the
Committee and management;
• the extent of the auditor’s resources and technical
capability to deliver a robust and timely audit including
consideration of the qualifications and expertise of
the team;
• auditor’s performance and progress against the agreed
audit plan, including communication of changes to the
plan and identified risks; and
• the proven stability that is gained from the continued
• Copper assets in Africa, particularly following the
engagement of Deloitte as external auditor.
temporary production curtailments;
• the Group’s main coal assets;
• Zinc assets in Australia;
• Nickel assets, particularly Koniambo;
• Aluminium assets, including Century; and
• goodwill relating to the Pacorini warehousing business.
The other main areas of analysis have been:
• capital preservation and debt reduction programme, in
particular the Antamina metal streaming transaction;
• whether the Group’s accounting for the fair value of
base metal differentials is appropriate;
• judgement required to fair value the Group’s physical
forward contracts;
• significant loan exposures;
• Group restructurings;
The Committee assesses the quality and effectiveness of
the external audit process on an annual basis in conjunction
with the senior management team. Key areas of focus
include consideration of the quality and robustness of the
audit, identification of and response to areas of risk and
the experience and expertise of the audit team, including
the lead audit partner.
Provision of non-audit services by the external auditor
The Group’s policy on non-audit services provided by the
external auditor is designed to ensure the external auditor
independence and objectivity is safeguarded. A specified
wide range of services may not be provided as they have
the potential to impair the external auditor’s independence
(Excluded Services). The Audit Committee’s approval
is required for (1) any Excluded Service (2) any 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 million. Subject to these restrictions
and other safeguards in the policy, the external auditors
may be permitted to provide certain non-audit services
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when it is concluded that they are the most appropriate
supplier due to efficiency and status as a leading firm for
those specific services. For 2015, fees paid to the external
auditors were $31 million, the total non-audit fees of which
were $6 million; further details are contained in note 28
to the financial statements.
Reappointment of the external auditor
Deloitte has been the auditor of the listed entity since its
IPO in 2011. The most recent lead audit engagement partner
rotation occurred prior to the financial year ended
31 December 2013 when Mr Matthew Sheerin replaced
Mr David Quinlin as the lead audit engagement partner.
The Board and the Audit Committee acknowledge the
importance of, and greater investor scrutiny in respect of,
a tendering policy for the appointment of external auditors.
The Board and the Audit Committee also note the current
requirements of the Code, and legislative changes
concerning mandatory audit rotation.
Taking into account the recent major changes to the Group
over the past few years, the recent partner rotation and the
transitional arrangements, the Audit Committee concluded
that it was appropriate not to tender at the current time.
The Committee has determined that it is satisfied that the
work of Deloitte LLP is effective, the scope is appropriate
and significant judgements have been challenged robustly
by the lead partner and team. Additionally, there are no
contractual restrictions on the Company’s choice of external
auditor. The Committee has therefore recommended
to the Board that a proposal be put to shareholders at
the 2016 AGM for the reappointment of Deloitte LLP
as external auditor.
Leonhard Fischer
Chairman of the Audit Committee
7 March 2016
Strategic report | Governance | Financial statements | Additional information
Nomination Committee
Chairman
Peter Grauer
Other members
John Mack
Leonhard Fischer
All members served on the Committee throughout the year.
The Committee only comprises Independent Non-Executive
Directors. The Committee met twice during the year and
all members attended these meetings.
Roles and responsibilities
The main responsibilities of the Nomination Committee are
to assist the Board with succession planning and with the
selection process for the appointment of new Directors,
both Executive and Non-Executive, including the Chairman.
This involves:
• evaluating the balance and skills, knowledge and
experience of the Board and identifying the capabilities
required for a particular appointment;
• overseeing the search process; and
• evaluating the need for Board refreshment and succession
planning generally.
Main activities
The Committee focused on two main tasks during this
year. Firstly, prior to the notice of 2015 AGM being compiled,
the Committee considered the performance of each Director.
It concluded that each Director is effective in their role and
continues to demonstrate the commitment required to
remain on the Board. Accordingly, it recommended to the
Board that re-election resolutions be put for each Director
at the 2015 AGM.
Secondly, the Committee considered the composition of
the Board and refreshment. It was agreed that a further
appointment would be beneficial and a search process has
been commenced.
It is part of the Committee’s policy when making new Board
appointments to consider the importance of diversity on the
Board, including gender. This is considered in conjunction
with experience specific to the business of the Company,
the necessary qualifications required, whilst ensuring no
disqualifying conflict of interest is present.
External consultancy Spencer Stuart has been retained
for the above search mandate.
Peter Grauer
Chairman of the Nomination Committee
7 March 2016
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Governance
Corporate governance report
Health, Safety, Environment & Communities
(HSEC) Committee
Main activities
During the year, the Committee:
Chairman
Peter Coates
Other members
Ivan Glasenberg
Anthony Hayward
Patrice Merrin
The Committee met five times during the year. Each
Committee member served throughout the year and
attended all of the meetings. Every meeting had a
substantial agenda, reflecting the Committee’s objective
of providing leadership for the Group in continuing to
achieve improved HSEC performance.
Role and responsibilities
The main responsibilities of the Committee are to:
• ensure that appropriate Group policies are developed
in line with our Values and Code of Conduct for the
identification and management of current and emerging
health, safety, environmental and community risks;
• ensure that the policies are effectively communicated
throughout the Company and that appropriate processes
and procedures are developed at operational level to
comply with these policies;
• evaluate the effectiveness of policy implementation and
HSEC risk management through:
– assessment of operational performance;
– review of recent internal and external reports; and
– independent audits and reviews of performance in
regard to HSEC matters, and action plans developed
by management in response to issues raised;
• evaluate and oversee the quality and integrity of any
reporting to external stakeholders concerning HSEC
matters; and
• report to the full Board.
• reviewed and approved the Group’s HSEC strategy;
• provided ongoing monitoring of catastrophic
hazard management;
• oversaw the Crisis and Emergency Management Policy;
• commenced a re-evaluation of safety and effectiveness
of tailings dams across the Group;
• considered the Group’s position on climate change;
• continued its work on reducing fatalities, especially at
the higher risk “focus assets”. For this purpose it received
a report on, reviewed and made recommendations in
respect of, each fatality;
• continued the implementation of the SafeWork
programme focusing on identification of fatal hazards
and an appropriate safety culture;
• oversaw an introduction of the Group’s revamped internal
assurance programme for sustainability matters with
an emphasis on catastrophic hazards and approved the
assurance plan for 2016;
• oversaw the launch of a social value creation scorecard;
• undertook site visits;
• reviewed and oversaw the substantial upgrading of the
Group’s sustainability report;
• reviewed the current corporate practice framework for
the Group, approved ongoing changes and reviewed their
implementation and practice;
• oversaw the introduction of new corporate HSEC policies;
• considered engagement with NGOs on
sustainability matters;
• held an investor roadshow to inform and receive feedback
on the Company’s sustainable development strategy and
approach to HSEC management; and
• considered a variety of other material HSEC issues such
as resettlement programmes, incident reporting and
health strategy.
Peter Coates
Chairman of the HSEC Committee
7 March 2016
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Strategic report | Governance | Financial statements | Additional information
Directors’ remuneration report
For the year ended 31 December 2015
The Group’s forward-looking Directors’ Remuneration
(“DR”) Policy has not changed since it was approved by
shareholders at the 2014 AGM. A summary of the key of the
DR Policy is set out below and the full DR Policy is available
on our website at: www.glencore.com/who-we-are/
board-of-directors/governance-downloads/
Since (1) there has been no change to the DR Policy or
practice and (2) the DR Policy and the 2014 DR Report
were each approved at the 2014 AGM and 2015 AGM
respectively with average votes in excess of 98%, no
resolution will be put to shareholders by the Board on the
DR Policy at the 2016 AGM, although a resolution will be
proposed to approve this DR Report.
Our external auditors have reported on certain parts
of the DR Report and confirmed that, in their opinion,
those parts of the report have been properly prepared.
Those sections of the report which have been subject to
audit are clearly indicated.
We have sought to ensure that our Directors’ Remuneration
Policy and its implementation are attractive to shareholders
in reflecting good governance, complete simplicity and
reasonable terms.
John Mack
Remuneration Committee Chairman
7 March 2016
Statement by the Remuneration Committee
Chairman
I am pleased to present a short report reflecting the Group’s
straightforward compensation arrangements for the year
ended 31 December 2015. The report also describes how
the Board has complied with the provisions set out in the
revised UK Corporate Governance Code relating to
remuneration matters.
There were no changes to the composition of the Board
during 2015.
Ivan Glasenberg remains the Group CEO and the only
Executive Director. For the fifth year in succession, the
CEO waived any right to participation in any form of
variable pay and therefore was not eligible for any form
of bonus or long-term incentive award. During this period
his salary has not increased and his 2014 total remuneration
(the latest against which a comparison can be made) of
c.$1.5m was the fourth lowest for a CEO in the FTSE 100
index. Mr Glasenberg owns approximately 8.4% of the
shares in the Company with the value of his holding
therefore falling along with other continuing holders’
during 2015 which, although not included within the
statutory remuneration disclosures, demonstrates the close
alignment of his overall position to that of other
shareholders.
Although, as a Jersey registered company headquartered
in Switzerland, Glencore is not subject to the UK’s
remuneration reporting regime, we consider it to be broadly
reflective of good practice and have prepared this report in
compliance with it, unless stated otherwise.
Over the following pages we have set out details of the
implementation of our reward policy in 2015 including:
• the governance surrounding pay decisions, members
of the Committee and advisers to the Committee in 2015;
and
• details of what was paid to the Executive Director during
the financial year ended 31 December 2015.
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Glencore Annual Report 2015
89
Governance
Directors’ remuneration report
For the year ended 31 December 2015
Part A – Directors’ Remuneration Policy
The DR Policy was approved by shareholders at the 2014 AGM and the Company continues its obligation to only make
payments within the limits it allows. The Policy will be put to a shareholder vote the earlier of once every three years
or when an amendment to the Policy is proposed. As the Policy is not being put forward for shareholder approval at
the 2016 AGM, it has not been included in this Report. However, a summary is set out below and it is reproduced in
full on our website at: www.glencore.com/who-we-are/board-of-directors/governance-downloads/
Summary of Directors’ Remuneration Policy
General Policy for Executive Directors
Long-Term Incentives
• To facilitate the attraction, retention and motivation
of Executive Directors and other senior executives of
appropriately high calibre to implement the Group’s
strategy in alignment with the interests of shareholders
• One exceptional aspect of our CEO’s remuneration
is that, at his instigation and reflecting his status as
a major shareholder, he waives participation in bonus
or LTI arrangements, a policy which has continued
into the current year
• The Glencore Performance Share Plan incentivises
the creation of shareholder value over the longer term
• No Executive Director has, to date, participated,
although this will be kept under review to ensure
it remains appropriate
Base salary
Significant Personal Shareholdings
• Provides market competitive fixed remuneration
• Aligns the interests of executives and shareholders
• The Committee has not increased the salary level for
• The Committee has set a formal shareholding requirement
any Executive Director since 2011
for Executive Directors of 300% of salary
• The CEO has a beneficial ownership of over 8% of the
Company’s issued share capital
Benefits
Chairman and Non-Executive Director fees
• To provide appropriate supporting non-monetary benefits
• Reflects time commitment, experience, global nature and
size of the Company
• Non-Executive Directors and the Senior Independent
Director receive a base fee
• Additional fees are paid for chairing or membership
of a Board committee
• Chairman receives a single inclusive fee
• Non-Executive Directors are not eligible for any other
remuneration or benefits of any nature
• No fees have been increased since 2011
• Benefits received by Mr Glasenberg comprise salary
loss (long-term sickness) and accident insurance/
travel insurance with a limit of $20,000 p.a.
Pension
• Provides basic retirement benefits which reflects local
market practice
• Mr Glasenberg participates in the standard pension
scheme for all Baar (Switzerland)-based employees with
an annual cap on the cost of provision of retirement
benefits of $150,000 p.a.
Annual Bonus Plan
• Supports delivery of short-term operational, financial
and strategic goals
• The Committee has set a maximum annual bonus level
of 200% of base salary p.a.
• The CEO has not participated in the Annual Bonus Plan
since 2011
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Strategic report | Governance | Financial statements | Additional information
Directors’ contractual terms
All Directors’ contracts and letters of appointment will be
available for inspection on the terms to be specified in the
Notice of 2016 AGM.
Executive Director’s contract
The table below summarises the key features of the service
contract for Mr Glasenberg who served as an Executive
Director throughout 2015.
Non-Executive Directors’ letters of appointment
and re-election
All Non-Executive Directors have letters of appointment
with the Company for an initial period of three years from
their date of appointment, subject to reappointment at each
AGM. The Company may terminate each appointment by
immediate notice and there are no special arrangements
or entitlements on termination except that the Chairman
is entitled to three months’ notice.
Provision
Notice period
Contract date
Service contract terms
12 months’ notice by either party
28 April 2011 (as amended on
30 October 2013)
Annual fees for 2015 were paid in accordance with a
Non-Executive Director’s role and responsibilities as
follows. These fees remained unchanged from the
previous year:
Expiry date
Rolling service contract
Termination payment
Change in control
Malus and clawback
No special arrangements or
entitlements on termination.
Mr Glasenberg’s contract was
amended on 30 October 2013 to
clarify that any compensation
would be limited to base salary
only for any unexpired notice
period (plus any accrued leave)
On a change of control of the
Company, no provision for
any enhanced payments, nor
for any liquidated damages
Provisions allow the Committee
to reduce or clawback bonus
payments in certain
circumstances of wrongdoing
External appointments
Mr Glasenberg held external directorships of Rusal plc and
Pirelli & C. SpA during 2015. He assigns to the Group any
compensation which he receives from any external board
directorships. The appropriateness of these appointments
is considered as part of the annual review of Directors’
interests/potential conflicts.
2015
Directors
Chairman
Senior Independent Non-Executive Director
Non-Executive Director
Remuneration Committee
Chairman
Member
Audit Committee
Chairman
Member
Nomination Committee
Chairman
Member
HSEC Committee
Chairman
Member
2015 fee in
US$ ‘000
1,056
170
124
44
23
55
31
36
19
125
19
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Governance
Directors’ remuneration report
For the year ended 31 December 2015
Part B – Implementation Report
Implementation Report – Unaudited Information
Remuneration Committee
Membership and experience of the Remuneration Committee
We believe that the members of the Committee provide a
useful balance of abilities, experience and perspectives to
provide the critical analysis required in carrying out the
Committee’s function. John Mack, the Chairman of the
Committee, has had a long career in investment bank
management and therefore provides considerable
experience of remuneration analysis and implementation.
William Macaulay has had a long tenure in private equity
which has involved exposure to remuneration issues many
times and in a variety of situations while Leonhard Fischer
is a career banker who similarly has had considerable
exposure to issues of pay and incentives.
All members of the Remuneration Committee are
considered to be independent. Further details concerning
independence of the Non-Executive Directors are contained
on page 76 of the Annual Report.
Role of the Remuneration Committee
The terms of reference of the Committee set out its role.
They are available on the Company’s website at:
www.glencore.com/who-we-are/corporate-governance/
board-committees
Its principal responsibilities are, on behalf of the Board, to:
• set the Company’s executive remuneration policy
(and review its ongoing relevance and appropriateness);
• establish the remuneration packages for the Executive
Director including the scope of pension benefits;
• determine the remuneration package for the Chairman,
in consultation with the Chief Executive;
• have responsibility for overseeing schemes of
performance related remuneration (including share
incentive plans) for, and determine awards for,
the Executive Director (as appropriate);
• ensure that the contractual terms on termination for
the Executive Director 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 Director. The Committee seeks to ensure that
the incentive structure for the Group’s senior management
does not raise HSEC or governance risks by inadvertently
motivating irresponsible behaviour.
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Glencore Annual Report 2015
Remuneration Committee meetings
The Committee met three times during the year and
considered, amongst other matters, the remuneration policy
applicable to the Executive Director, senior management
remuneration policy, including its level and structure, the
form and structure of grants to employees under
the Company’s Deferred Bonus Plan and Performance Share
Plan, and the content and approval of the DR Report.
The Chairman, CEO and CFO are usually invited to attend
some or all of the proceedings of Remuneration Committee
meetings. They do not participate in any decisions
concerning their own remuneration.
Advisers to the Remuneration Committee
The Committee appointed and received independent
remuneration advice during the year from its external
adviser, FIT Remuneration Consultants LLP (“FIT”).
FIT is a member of the Remuneration Consultants Group
(the UK professional body for these consultants) and
adheres to its code of conduct. The Committee was
satisfied that the advice provided by FIT was objective and
independent. FIT’s fees for this advice in respect of 2015
were $4,094 (2014: $36,052). FIT’s fees were charged on the
basis of the firm’s standard terms of business for advice
provided. The Committee also receives advice from John
Burton, the Company Secretary.
In addition, FIT supported the Group in considering the
remuneration implications of the Agriculture business
accepting external minority investors. It was considered that
using the Committee’s adviser would both be cost efficient
and ensure that the Committee’s remuneration principles
were duly reflected in the review.
Relative importance of remuneration spend
The table below illustrates the change in total remuneration,
dividends paid and net profit from 2014 to 2015.
Dividends and buy-backs
Net (loss)/income attributable to
equity holders
Total remuneration
2015
US$m
2,898
(4,964)
5,287
2014
US$m
3,039
2,308
6,011
The figures presented have been calculated on the
following bases:
• Dividends and buy-backs – dividends paid during the
financial year plus the cost of shares bought back during
the year.
• Net (loss)/income attributable to equity holders –
our reported net loss in respect of the financial year.
The Committee believes it is the most direct reflection of
our financial performance.
• Total remuneration – represents total personnel costs
as disclosed in note 22 to the financial statements which
includes salaries, wages, social security, other personnel
costs and share-based payments.
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Performance graph and table
This graph shows the value to 31 December 2015, on a total
shareholder return (“TSR”) basis, of £100 invested
in Glencore plc on 24 May 2011 (IPO date) compared with
the value of £100 invested in the FTSE 350 Mining Index.
The FTSE 350 Mining Index is considered to be an
appropriate comparator for this purpose as it is an equity
index consisting of companies listed in London in the same
sector as Glencore.
The UK reporting regulations also require that a TSR
performance graph is supported by a table summarising
aspects of CEO remuneration, as shown below for the same
period as the TSR performance graph:
Performance
100
80
60
40
20
0
18 May
2011
31 Dec
2011
31 Dec
2012
31 Dec
2013
31 Dec
2014
31 Dec
2015
FTSE 350 Mining Index
Glencore
2015
2014
2013
2012
2011
Ivan Glasenberg
Ivan Glasenberg
Ivan Glasenberg
Ivan Glasenberg
Ivan Glasenberg
Single figure of
total remuneration1
(US$’000)
Annual variable element
award rates against
maximum opportunity2
Long-term incentive
vesting rates against
maximum opportunity2
1,510
1,513
1,509
1,533
1,483
_
–
–
–
–
_
–
–
–
–
1 The value of benefits and pension provision in the single figure vary as a result of the application of exchange rates although in the relevant local currency these parts of Mr Glasenberg’s
remuneration have not altered since May 2011. In this table the figures are reported in US dollar, the currency in which Mr Glasenberg received his salary in 2015. The salary was
payable in pounds sterling prior to 2014. Therefore those figures have been translated into US dollar at the exchange rates used for the preparation of the financial statements in those
years. Mr Glasenberg’s pension and other benefits are charged to the Group in Swiss Francs and these amounts are translated into US dollar on the same basis.
2 The CEO has requested not to be considered for these potential awards.
Percentage change in pay of Chief Executive Officer
The UK Large and Medium-sized Companies and Groups (Accounts and Reports) (Amendment) Regulations 2013, provide
for disclosure of percentage changes of the CEO’s remuneration against the average percentage change for employees
generally or an appropriate group of employees. Given that the CEO has, since May 2011, waived any entitlement to any
increase in salary (and given that his only other unwaived benefits are those provided to all employees at the Company’s
head office in Baar) no such comparison has been made. In the event the Executive Director receives an increase in salary
in future then a suitable disclosure in respect of these regulations will be considered.
Most recent shareholder voting outcomes
The votes cast (1) to approve the Directors’ remuneration report, for the year ended 31 December 2014, at the 2015 AGM
held on 7 May 2015 and (2) to approve the Directors’ Remuneration Policy at the 2014 AGM on 20 May 2014, were:
Votes “For”
Votes “Against”
Votes “Abstentions” (as a total of votes cast)
Directors’ remuneration report
99.18%
(9,707,522,831)
Directors’ Remuneration Policy
97.93%
(8,539,263,284)
0.82%
(80,110,114)
2.07%
(180,199,515)
0.00%
(9,604,796)
2.60%
(226,561,025)
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93
Governance
Directors’ remuneration report
For the year ended 31 December 2015
No resolution will be tabled to approve the Directors’ Remuneration Policy at the 2016 AGM as the Policy in respect to
Directors’ remuneration did not change in 2015.
The Committee seeks to have a productive and ongoing dialogue with investors on the Directors’ Remuneration Policy,
remuneration aspects of corporate governance, any changes to the Company’s executive pay arrangements and
developments as to executive remuneration issues in general.
Implementation of policy in 2016
No change to any aspect of Directors’ remuneration is envisaged for 2016.
Implementation Report – Audited Information
Single Figure Table
US$’000
2015
2014
2015
2014
2015
2014
2015
Ivan Glasenberg
1,447
1,447
2
2
–
–
–
2014
–
2015
61
Salary
Benefits
Annual
Bonus
Long-term
incentives
Pension
2014
64
Total
2014
2015
1,510
1,513
The notes to the performance table above also apply in relation to the compilation of this table. As no bonuses or long-term
incentives have been granted to Mr Glasenberg, there are no relevant performance measures to be disclosed although see
the first page of this report as to the alignment of his position with that of other shareholders.
Non-Executive fees
The emoluments of the Non-Executive Directors for 2015 were as follows:
Name
Non-Executive Chairman
Anthony Hayward
Non-Executive Directors
Leonhard Fischer1
William Macaulay
Peter Coates
Peter Grauer2
John Mack
Patrice Merrin3
Total 2015
US$’000
Total 2014
US$’000
1,056
1,056
221
178
249
237
187
143
219
178
249
218
187
72
1 Mr Fischer was appointed to the Nomination Committee on 13 February 2014.
2 Mr Grauer was appointed as the Chairman of the Nomination Committee on 13 February 2014 and the Senior Independent Director on 20 May 2014.
3 Ms Merrin was appointed a Director on 26 June 2014; on 14 August 2014 she was appointed to the HSEC Committee.
The aggregate emoluments of all Directors for 2015 (including pension contributions) were $3,781,000 (2014: $3,692,000).
The only Director participant in a pension plan was Mr Glasenberg.
Directors’ interests
The Directors’ interests in shares are set out in the Directors’ report which is set out after this report. Mr Glasenberg’s
holding is considerably in excess of the formal share ownership guideline for Executive Directors of 300% of salary.
Approval
This report in its entirety has been approved by the Committee and the Board of Directors and signed on its behalf by:
John Mack
Remuneration Committee Chairman
7 March 2016
94
Glencore Annual Report 2015
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Directors’ report
For the year ended 31 December 2015
Introduction
This Annual Report is presented by the Directors on the
affairs of Glencore plc (“the Company”) and its subsidiaries
(“the Group” or “Glencore”), together with the financial
statements and auditor’s report, for the year ended
31 December 2015. The Directors’ report includes details
of the business, the development of the Group and likely
future developments as set out in the Strategic Report,
which together forms the management report for the
purposes of the UK Financial Services Authority’s
Disclosure and Transparency Rule (DTR) 4.1.8R. The notice
concerning forward-looking statements is set out at the end
of the Annual Report. References to the Company may also
include references to the Group or part of the Group.
Corporate structure
Glencore plc is a public company limited by shares,
incorporated in Jersey and domiciled in Baar, Switzerland.
Its shares are listed on the London, Johannesburg and
Hong Kong Stock Exchanges.
Financial results and distributions
The Group’s financial results are set out in the financial
statements section of this Annual Report.
An interim distribution of $0.06 per share has already been
paid for the 2015 financial year. As announced on
7 September 2015, no final distribution will be proposed
for the 2015 financial year.
Review of business, future developments and post
balance sheet events
A review of the business and the future developments
of the Group is presented in the Strategic Report.
A description of acquisitions, disposals, and material
changes to Group companies undertaken during the year,
including post balance sheet events, is included in the
Financial review and in note 24 to the financial statements.
Financial instruments
Descriptions of the use of financial instruments and
financial risk management objectives and policies, including
hedging activities and exposure to price risk, credit risk,
liquidity risk and cash flow risk are included in notes 25
and 26 to the financial statements.
Corporate governance
A report on corporate governance and compliance with
the UK Corporate Governance Code is set out in the
Corporate governance report and forms part of this report
by reference.
Health, safety, environment & communities (“HSEC”)
An overview of health, safety and environmental
performance and community participation is provided in
the Sustainable Development section of the Strategic report.
Exploration and research and development
The Group business units carry out exploration and
research and development activities that are necessary
to support and expand their operations.
Employee policies and involvement
Glencore operates an equal opportunities policy that aims
to treat individuals fairly and not to discriminate on the
basis of sex, race, ethnic origin, disability or on any other
basis. Applications for employment and promotion are
fully considered on their merits, and employees are given
appropriate training and equal opportunities for career
development and promotion.
Where disability occurs during employment, the Group
seeks to accommodate that disability where reasonably
possible, including with appropriate training.
The Group places considerable value on the involvement of
its employees which is reflected in the principles of its Code
of Conduct and its related guidance, which requires regular,
open, fair and respectful communication, zero tolerance for
human rights violations, fair remuneration and, above all,
a safe working environment.
Employee communication is mainly provided by the
Group’s intranet and corporate website. A range of
information is made available to employees including all
policies applicable to them as well as information on the
Group’s financial performance and the main drivers of its
business. Employee consultation depends upon the type
and location of operation or office.
Directors’ conflicts of interest
Under Jersey law and the Company’s Articles of Association
(which mirror section 175 of the UK Companies Act 2006),
a Director must avoid a situation in which the Director has,
or can have, a direct or indirect interest that conflicts, or
possibly may conflict, with the interests of the Company.
The duty is not infringed if the matter has been authorised
by the Directors. Under the Articles, the Board has the
power to authorise potential or actual conflict situations.
The Board maintains effective procedures to enable the
Directors to notify the Company of any actual or potential
conflict situations and for those situations to be reviewed
and, if appropriate, to be authorised by the Board.
Directors’ conflict situations are reviewed annually.
A register of authorisations is maintained.
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95
Governance
Directors’ report
For the year ended 31 December 2015
Directors’ liabilities and indemnities
The Company has granted third party indemnities to each
of its Directors against any liability that attaches to them in
defending proceedings brought against them, to the extent
permitted by Jersey Law. In addition, Directors and officers
of the Company and its subsidiaries are covered by directors
& officers liability insurance.
On 16 September 2015 1,307,794,600 new ordinary shares in
the Company were issued to existing and new institutional
shareholders including certain Directors and employees of
Glencore by way of a placing at a price of GBP 1.25 per
share, raising gross proceeds of $2.5 billion. These shares
represented 9.99% of the Company’s issued ordinary share
capital prior to the issue.
Directors and officers
The names of the Company’s Directors and officers who
were in office at the end of 2015, together with their
biographical details and other information, are shown on
pages 72 to 74.
Directors’ interests
Details of interests in the ordinary shares of the Company of
those Directors who held office during 2015 are given below:
Name
Executive Directors
Ivan Glasenberg
Non-Executive Directors
Peter Coates
Anthony Hayward
Leonhard Fischer
William Macaulay
Peter Grauer
John Mack
Patrice Merrin
Number of
Glencore Shares
Percentage of
Total Voting
Rights
1,211,957,850
1,585,1501
244,907
–
1,700,000
129,792
750,000
43,997
8.42
0.01
0.00
–
0.01
0.00
0.00
0.00
1 Peter Coates also has 484,156 options over shares arising from his prior employment
with Xstrata which are not included in the above table.
No Director has any other interest in the share capital of the
Company whether pursuant to any share plan or otherwise.
No changes in Directors’ interests of those in office at the
date of this report have occurred between 31 December 2015
and 6 March 2016.
Mr Glasenberg has executed a Lock-Up Deed, pursuant to
which he agreed, subject to certain customary exceptions,
that during the period from 24 May 2011 to 24 May 2016
he will not dispose of a certain percentage of the ordinary
shares held by him at 24 May 2011. The percentage of
his ordinary shares held at 24 May 2011 that is subject to
restrictions on disposal decreases on each anniversary
date by 20% of the original holding.
Share capital and shareholder rights
As at 6 March 2016, the issued ordinary share capital of
the Company was $145,862,001 represented by 14,586,200,066
ordinary shares of $0.01 each, of which 191,459,158 shares are
held in treasury and 174,404,359 shares are held by group
employee benefit trusts.
96
Glencore Annual Report 2015
Major interests in shares
As at 6 March 2016 Glencore had been notified of the
following interests representing 3% or more of the issued
ordinary share capital of the Company:
Name of holder
Qatar Holding
Ivan Glasenberg
Harris Associates
BlackRock Inc
Daniel Maté
Aristotelis Mistakidis
Share capital
Number of shares
1,331,513,534
1,211,957,850
1,157,337,169
838,224,924
464,136,143
456,175,134
Percentage
of Total Voting
Rights
9.25
8.42
8.04
5.82
3.22
3.17
The rights attaching to the Company’s ordinary shares,
being the only share class of the Company, are set out in the
Company’s Articles of Association (the “Articles”), which
can be found at www.glencore.com. Subject to Jersey law,
any share may be issued with or have attached to it such
preferred, deferred or other special rights and restrictions as
the Company may by special resolution decide or, if no such
resolution is in effect, or so far as the resolution does not
make specific provision, as the Board may decide.
No such resolution is currently in effect. Subject to the
recommendation of the Board, holders of ordinary shares
may receive a dividend. On liquidation, holders of ordinary
shares may share in the assets of the Company. Holders of
ordinary shares are also entitled to receive the Company’s
Annual Report and Accounts (or a summarised version) and,
subject to certain thresholds being met, may requisition the
Board to convene a general meeting (“GM”) or the proposal
of resolutions at AGMs. None of the ordinary shares carry
any special rights with regard to control of the Company.
Holders of ordinary shares are entitled to attend and speak
at GMs of the Company and to appoint one or more proxies
or, if the holder of shares is a corporation, a corporate
representative. On a show of hands, each holder of ordinary
shares who (being an individual) is present in person or
(being a corporation) is present by a duly appointed
corporate representative, not being himself a member, shall
have one vote and on a poll, every holder of ordinary shares
present in person or by proxy shall have one vote for every
share of which he is the holder. Electronic and paper proxy
appointments and voting instructions must be received not
later than 48 hours before a GM. A holder of ordinary shares
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can lose the entitlement to vote at GMs where that holder
has been served with a disclosure notice and has failed
to provide the Company with information concerning
interests held in those shares. Except as (1) set out above
and (2) permitted under applicable statutes, there are no
limitations on voting rights of holders of a given percentage,
number of votes or deadlines for exercising voting rights.
The Directors may refuse to register a transfer of a
certificated share which is not fully paid, provided that
the refusal does not prevent dealings in shares in the
Company from taking place on an open and proper basis or
where the Company has a lien over that share. The Directors
may also refuse to register a transfer of a certificated share
unless the instrument of transfer is: (i) lodged, duly stamped
(if necessary), at the registered office of the Company or any
other place as the Board may decide accompanied by the
certificate for the share(s) to be transferred and/or such
other evidence as the Directors may reasonably require as
proof of title; or (ii) in respect of only one class of shares.
Transfers of uncertificated shares must be carried out using
CREST and the Directors can refuse to register a transfer of
an uncertificated share in accordance with the regulations
governing the operation of CREST.
The Directors may decide to suspend the registration of
transfers, for up to 30 days a year, by closing the register
of shareholders. The Directors cannot suspend the
registration of transfers of any uncertificated shares
without obtaining consent from CREST.
There are no other restrictions on the transfer of ordinary
shares in the Company except: (1) certain restrictions may
from time to time be imposed by laws and regulations
(for example insider trading laws); (2) pursuant to the
Company’s share dealing code whereby the Directors and
certain employees of the Company require approval to deal
in the Company’s shares; and (3) where a shareholder with
at least a 0.25% interest in the Company’s issued share
capital has been served with a disclosure notice and has
failed to provide the Company with information concerning
interests in those shares. There are no agreements between
holders of ordinary shares that are known to the Company
which may result in restrictions on the transfer of securities
or on voting rights.
The rules for appointment and replacement of the Directors
are set out in the Articles. Directors can be appointed by the
Company by ordinary resolution at a GM or by the Board
upon the recommendation of the Nomination Committee.
The Company can remove a Director from office, including
by passing an ordinary resolution or by notice being given
by all the other Directors. The Company may amend its
Articles by special resolution approved at a GM.
The powers of the Directors are set out in the Articles and
provide that the Board may exercise all the powers of the
Company including to borrow money. The Company may
by ordinary resolution authorise the Board to issue shares,
and increase, consolidate, sub-divide and cancel shares in
accordance with its Articles and Jersey law.
Purchase of own shares
In early 2015 the Company completed its $1 billion share
repurchase programme announced to the market on
20 August 2014. For 2015, the total number of ordinary
shares repurchased under this programme was 58,050,000 at
a cost of $240 million. Further details are set out in note 15 to
the financial statements.
This programme had been implemented in accordance
with the UK Listing Rules and the Directors’ authority
under a shareholders’ resolution passed on 20 May 2014 to
purchase in the market up to 10% of the Company’s issued
ordinary shares. The Directors will seek to renew this
authority at the Company’s AGM to be held on 19 May 2016.
Going concern
The financial position of the Group, its cash flows, liquidity
position and borrowing facilities are set out in the Strategic
Report. Furthermore, notes 25 and 26 to the financial
statements includes the Group’s objectives and policies
for managing its capital, its financial risk management
objectives, details of its financial instruments and hedging
activities and its exposure to credit and liquidity risk.
Significant financing activities that took place during the
year are detailed in the Financial review section.
The results of the Group, principally pertaining to its
industrial asset base, is exposed to fluctuations in both
commodity prices and currency exchange rates whereas the
performance of marketing activities is primarily physical
volume driven with commodity price risk substantially
hedged.
The Directors have a reasonable expectation, having made
appropriate enquiries that the Group has adequate resources
to continue its operational existence for the foreseeable
future. For this reason they continue to adopt the going
concern basis in preparing the financial statements.
The Directors have made this assessment after consideration
of the Group’s budgeted cash flows and related assumptions
including appropriate stress testing of the identified
uncertainties (being primarily commodity prices and
currency exchange rates), assessment of asset disposal
initiatives and undrawn credit facilities, monitoring of debt
maturities, and after review of the Guidance on Risk
Management, Internal Control and Related Financial and
Business Reporting 2014 as published by the UK Financial
Reporting Council.
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97
Governance
Directors’ report
For the year ended 31 December 2015
Longer-term viability
In accordance with paragraph C2.2 of the Code, the
Directors have assessed the prospects of the Group’s
viability over a longer period than the 12 months required
by the Going Concern assessment above. The Board has
assessed the viability of the Group over a four-year period.
This period is consistent with the Group’s established
annual business planning and forecasting processes and
cycle which is subject to review and approval each year by
the Board. The four-year plan considers Glencore’s EBITDA,
Capital Expenditure, Funds From Operations (“FFO”) and
Net Debt, and the key financial ratios of Net Debt to EBITDA
and FFO to Net Debt over the forecasted years and
incorporates stress tests to simulate the potential impacts of
exposure to the Group’s principal risks and uncertainties as
set out on pages 28 to 35. These scenarios included:
• a prolonged downturn in the price and demand of
commodities most impacting Glencore’s operations;
• foreign exchange movements to which the Group is
exposed as a result of its global operations; and
• consideration of the potential impact of adverse
movements in macro-economic assumptions and their
effect on certain key financial KPIs and ratios which could
increase the Group’s access to or cost of funding.
The scenarios were assessed taking into account current risk
appetite and any mitigating actions Glencore could take,
as required, in response to the potential realisation of any
of the stressed scenarios.
Based on the results of the related analysis, the Directors
have a reasonable expectation that the Group will be able to
continue in operation and meet its liabilities as they fall due
over the four-year period of this assessment.
Auditors
Each of the persons who is a Director at the date of approval
of this Annual Report confirms that:
(a) so far as the Director is aware, there is no relevant audit
information of which the Company’s auditors are
unaware; and
(b) the Director has taken all the steps that he ought to have
taken as a director in order to make himself aware of
any relevant audit information and to establish that
the Company’s auditors are aware of that information.
Deloitte LLP have expressed their willingness to continue
in office as auditors and a resolution to reappoint them
will be proposed at the forthcoming AGM.
Statement of Directors’ responsibilities
The Directors are responsible for preparing the
Annual Report and financial statements in accordance
with applicable law and regulations.
98
Glencore Annual Report 2015
Company law requires the Directors to prepare financial
statements for each financial year. Under that law the Directors
have elected to prepare the financial statements in accordance
with International Financial Reporting Standards as issued
by the International Accounting Standards Board and
International Financial Reporting Standards as adopted for
use in the European Union (together “IFRS”). The financial
statements are required by law to be properly prepared
in accordance with the Companies (Jersey) Law 1991.
International Accounting Standard 1 requires that financial
statements present fairly for each financial year the
Company’s 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 Board’s “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 manner that provides relevant, reliable, comparable
and understandable information;
• provide additional disclosures when compliance with the
specific requirements in IFRSs are insufficient to enable
users to understand the impact of particular transactions,
other events and conditions on the entity’s financial
position and financial performance; and
• make an assessment of the Company’s ability to continue
as a going concern.
The Directors are responsible for keeping proper accounting
records that disclose with reasonable accuracy at any time the
financial position of the Company and enable them to ensure
that the financial statements comply with the Companies
(Jersey) Law 1991. They are also responsible for safeguarding
the assets of the Company and hence for taking reasonable
steps for the prevention and detection of fraud and other
irregularities. The Directors are responsible for the maintenance
and integrity of the corporate and financial information
included on the Company’s website. Legislation in the UK
governing the preparation and dissemination of financial
statements may differ from legislation in other jurisdictions.
John Burton
Company Secretary
7 March 2016
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Information required by Listing Rule LR 9.8.4C
In compliance with UK Listing Rule 9.8.4C the Company discloses the following information:
Listing Rule
Information required
Relevant disclosure
9.8.4(1)
9.8.4(2)
9.8.4(4)
9.8.4(5)
9.8.4(6)
9.8.4(7)
9.8.4(8)
9.8.4(9)
Interest capitalised by the Group
See note 7 to the financial statements
Unaudited financial information as required (LR 9.2.18)
See Chief Executive Officer’s review
Long-term incentive plans involving a sole director (LR 9.4.3)
Not applicable
Director waivers of emoluments
Director waivers of future emoluments
Non pro-rata allotments of equity for cash (The Company)
See Directors’ remuneration report
See Directors’ remuneration report
See note 15 to the financial statements for
details of a placing of shares
Non pro-rata allotments of equity for cash (major subsidiaries)
Not applicable
Listed company is a subsidiary of another company
Not applicable
9.8.4(10)
Contracts of significance involving a Director
None
9.8.4(11)
Contracts of significance involving a controlling shareholder
Not applicable
9.8.4(12) Waivers of dividends
9.8.4(13) Waivers of future dividends
See note 15 to the financial statements
See note 15 to the financial statements
9.8.4(14)
Agreement with a controlling shareholder (LR 92.2. AR(2)(a))
Not applicable
The consolidated financial statements of the Group
for the year ended 31 December 2015 were approved
on 7 March 2016 by the Board of Directors.
Signed on behalf of the Board:
Anthony Hayward
Chairman
Ivan Glasenberg
Chief Executive Officer
7 March 2016
Confirmation of Directors’ responsibilities
We confirm that to the best of our knowledge:
• the consolidated 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 Accounting
Standards Board and the Companies (Jersey) Law 1991,
give a true and fair view of the assets, liabilities, financial
position and loss of the Group and the undertakings
included in the consolidation taken as a whole;
• the management report, which is incorporated in the
Strategic Report, 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; and
• the Annual Report and consolidated financial
statements, taken as a whole, are fair and balanced and
understandable and provide the information necessary
for shareholders to assess the performance, strategy
and business model of the Company.
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99
Financial statements
Financial
statements
100 Glencore Annual Report 2015
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In this section
102 Independent Auditor’s Report
110 Consolidated statement of (loss)/income
111 Consolidated statement of comprehensive
(loss)/income
112 Consolidated statement of financial position
113 Consolidated statement of cash flows
115 Consolidated statement of changes of equity
116 Notes to the financial statements
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101
Financial statements
Independent Auditor’s Report to
the members of Glencore plc
Opinion on financial statements of Glencore plc
In our opinion the financial statements:
so over a period of at least 12 months from the date of
approval of the financial statements; and
• give a true and fair view of the state of the Group’s affairs
as at 31 December 2015 and of the Group’s loss for the year
then ended;
• have been properly prepared in accordance with
International Financial Reporting Standards (IFRSs)
as adopted by the European Union; and
• have been properly prepared in accordance with the
Companies (Jersey) Law 1991.
The financial statements comprise the Consolidated
Statement of (Loss)/Income, the Consolidated Statement of
Comprehensive (Loss)/Income, the Consolidated Statement
of Financial Position, the Consolidated Statement of Cash
Flows, the Consolidated Statement of Changes of Equity and
the related notes 1 to 34. The financial reporting framework
that has been applied in their preparation is applicable law
and IFRSs as adopted by the European Union.
Separate opinion in relation to IFRSs as issued
by the IASB
As explained in note 1 to the financial statements, in
addition to applying IFRSs as adopted by the European
Union, the Group has also applied IFRSs as issued by the
International Accounting Standards Board (IASB).
In our opinion the financial statements comply with IFRSs
as issued by the IASB.
Going concern and the Directors’ assessment
of the principal risks that would threaten the
solvency or liquidity of the Group
We have reviewed the Directors’ statement regarding the
appropriateness of the going concern basis of accounting
contained within note 1 to the financial statements and
the Directors’ statement on the longer-term viability
of the Group contained within the Governance section
of the Annual Report.
We have nothing material to add or draw attention to in
relation to:
• the Directors’ confirmation on page 80 that they have
carried out a robust assessment of the principal risks
facing the Group, including those that would threaten its
business model, future performance, solvency or liquidity;
• the disclosures on pages 28 to 35 and pages 80 to 84 that
describe those risks and explain how they are being
managed or mitigated;
• the Directors’ statement in note 1 to the financial
statements about whether they considered it appropriate
to adopt the going concern basis of accounting in
preparing them and their identification of any material
uncertainties to the Group’s ability to continue to do
• the Director’s explanation on page 98 as to how they have
assessed the prospects of the Group, over what period
they have done so and why they consider that period to be
appropriate, and their statement as to whether they have
a reasonable expectation that the Group will be able to
continue in operation and meet its liabilities as they fall
due over the period of their assessment, including any
related disclosures drawing attention to any necessary
qualifications or assumptions.
We agreed with the Directors’ adoption of the going
concern basis of accounting and we did not identify any
such material uncertainties. However, because not all
future events or conditions can be predicted, this statement
is not a guarantee as to the Group’s ability to continue
as a going concern.
Independence
We are required to comply with the Financial Reporting
Council’s Ethical Standards for Auditors and we confirm
that we are independent of the Group and we have fulfilled
our other ethical responsibilities in accordance with those
standards. We also confirm we have not provided any of the
prohibited non-audit services referred to in those standards.
Our assessment of risks of material
misstatement
The assessed risks of material misstatement described below
are those that had the greatest effect on our audit strategy,
the allocation of resources in the audit and directing the
efforts of the engagement team.
In arriving at our audit opinion on the financial statements,
we have considered any significant changes in the
Group’s operations and the broader market conditions
that may influence the audit risk profile of the Group.
The announcement of the Group’s capital preservation/debt
reduction plans on 7 September 2015 resulted in a new risk
of material misstatement compared to the prior year and
a consequential change in our current year audit focus
and effort.
Last year our report included a risk associated with
acquisition accounting with respect to the finalisation
of the accounting for the acquisition of Xstrata plc.
Accounting for this acquisition was finalised in the prior
year and there were no material acquisitions in the current
year, as such this risk has not been included as a key risk
in the current year.
The description of risks below should be read in
conjunction with the significant issues considered by the
Audit Committee discussed on page 86. These matters
were addressed in the context of our audit of the financial
statements as a whole, and in forming our opinion thereon,
and we do not provide a separate opinion on these matters.
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Risk
Capital preservation/Debt reduction plans
On 7 September 2015, the Group announced a number
of measures to preserve capital and reduce debt by
31 December 2016 in response to a lower commodity price
landscape. An update of the measures was announced on
10 December 2015.
Due to the bespoke nature of some of the specific measures
announced and the resultant market focus on them, we
identified a heightened key audit risk relating to potential
management override and earnings management with
respect to fair presentation and disclosure of financial
performance and position.
Fair presentation and disclosure is achieved when the
transactions underpinning the announced measures
have been recorded:
• when the transaction has occurred (occurrence
and existence);
• in accordance with the substance of the transaction
(rights and obligations and classification);
• in the correct amount in the appropriate accounting
period (measurement and cut-off); and
• in accordance with the requirements of IFRS including
appropriate presentation and disclosure (presentation
and disclosure).
Refer to “Key judgements” within note 1 and additionally
notes 11, 13, 20, and 23.
How the scope of our audit responded to the risk
To scope our audit and respond to the risks associated with
the announced measures we have:
• undertaken a detailed assessment of each of the
announced measures to assess how they may impact
the Group and therefore our required audit response;
• enhanced our Group and component audit approach
and risk assessment to address the risk of material
misstatement and potential management bias associated
with the transactions underlying these measures,
particularly where significant judgements, estimates
and assumptions are applied;
• for individually material transactions relating to the
announced measures that were completed during the
year ended 31 December 2015, reviewed and tested
these with reference to supporting documentation
(e.g. contractual agreements) and assessed the associated
accounting treatment focusing on the fair presentation
and disclosure; and
• developed specific responses for each announced
production curtailment and suspended operation through
additional focus on impairment of assets, retrenchment
and related restructuring provisions, accounting for
onerous contracts, impact on depreciation of assets and
cost capitalisation (see “Impairments” below).
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Financial statements
Independent Auditor’s Report to the members of Glencore plc
Risk
Impairments
The carrying value of the Group’s non-current assets, which
includes intangible assets, property, plant and equipment,
investments in associates and joint ventures, amounted to
$86,287 million at 31 December 2015.
The continued volatility in commodity prices to which the
Group is significantly exposed and the Group’s suspension
or reduction in production of at several of the operations are
factors which heighten the risk of impairment associated
with the Group’s non-current assets.
Recoverability of these non-current assets is dependent
on macro-economic assumptions about future commodity
prices, discount and exchange rates as well as internal
assumptions related to future production levels and
operating costs.
These estimates are particularly significant due to
commodity price volatility across the base metals and
energy assets, assumed future production and the uncertain
economic outlook. The outcome of impairment assessments
could vary significantly were different assumptions applied.
In total, impairments amounting to $7,120 million were
recognised in the year ended 31 December 2015.
Refer to “Key estimates and assumptions” within note 1 and
additionally notes 3 and 5.
Revenue recognition
Revenue recognition has been identified as a risk primarily
relating to the following:
• The completeness and accuracy of the capture of
trades within the trade book and the timing of revenue
recognition for commodity sales with deliveries occurring
on or around year end
• Judgement is required to determine when risks and
rewards have transferred under certain contractual
arrangements with third parties
• Due to the significant volume of transactions and the
complexity of the supporting IT systems, minor errors
could, in aggregate, have a material impact on the
financial statements
Refer to note 1.
How the scope of our audit responded to the risk
We reviewed management’s assessment of the indicators
of impairment and challenged the significant assumptions
used in this initial review.
Where significant indicators of impairment were identified,
we utilised Deloitte mining valuation specialists to assess
the appropriateness of management’s recoverable value
models, which included the underlying model inputs and
significant assumptions.
We challenged the significant inputs and assumptions used
in impairment testing for intangible assets, property, plant
and equipment, associates and joint ventures, specifically
the commodity price, foreign exchange, assumed production
levels operating cost and discount rate assumptions,
including consideration of the risk of management bias.
Our challenge included comparing inputs and significant
assumptions, such as commodity price, foreign exchange,
and discount rates, to third party forecasts, Deloitte
developed discount rates, production to life of mine plans
and reserves and resources estimates, assessing whether
assumptions had been applied on a consistent basis across
the Group.
We performed sensitivity analyses on non-current
assets, including those which were not identified as
having indicators of impairment but have a higher risk
of impairment due to lower available headroom in fair
value models, volatility in key pricing assumptions or the
existence of operational circumstances which may indicate
potential impairment. We also assessed the adequacy of
impairment related disclosures in the financial statements.
We carried out testing relating to internal controls, including
IT general controls surrounding major IT applications
and critical interfaces over revenue recognition and
completeness and accuracy of trade capture.
On a sample basis, we agreed deliveries occurring near
31 December 2015 to supporting documentation to assess
that the IFRS revenue recognition criteria were met for
recognised sales and obtained third party confirmations
where relevant to check completeness and accuracy of
trade books.
We also performed testing on journal entries using
computer assisted profiling techniques to test for any
management override of internal controls related to
revenue recognition.
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Risk
Fair value measurements within the marketing operations
How the scope of our audit responded to the risk
We carried out internal control testing over management’s
processes for determining inputs to fair value measurements
and performed detailed substantive testing on a sample
basis of the related fair value measurements. We specifically
tested the evidence supporting unobservable inputs
utilised in Level 3 measurements in the fair value hierarchy
as outlined in note 27 to the financial statements, which
included reviews of broker quotes, recent transactions and
other supporting documentation.
Determination of fair values of marketing inventories,
financial assets and liabilities is a complex and subjective
area often requiring significant estimates, particularly
where valuations utilise unobservable inputs (e.g. credit risk
assessments, market volatility and forecast operational
estimates). At 31 December 2015, total Level 3 Other
financial assets and liabilities amounted to $224 million
and $392 million respectively.
As the Group’s marketing inventories and other financial
assets and liabilities are measured at fair value at each
reporting date, these fair value measurements significantly
impact the Group’s results.
Refer to “Key estimates and assumptions” within note 1
and additionally notes 26 and 27.
Classification of financial instruments
Further to the above, classification of contracts relating
to the Group’s marketing operations is a judgemental area,
particularly sales contracts where the Group physically
delivers its own production to a third party (“own
use”), rather than those which form part of the Group’s
marketing operations.
We obtained an understanding of the trading strategies
and associated product flows within the Group’s marketing
departments. We analysed the trade books to identify
incidents where contracts were not physically delivered
(“net settled”), which may indicate tainting of the “own use”
criteria.
Differences in classification affect recognition of associated
gains and losses as contracts which are “own use” are
exempt from mark-to-market accounting.
Classification of the Group’s financial instruments within
the Consolidated Statement of Financial Position requires an
assessment of the relevant contractual terms (e.g. to identify
embedded derivatives) and in some cases the application
of judgement.
Where a contract had been net settled, we checked that the
contract was appropriately ring-fenced from the “own use”
trade book and marked to market reflecting the underlying
facts and circumstances.
We assessed the adequacy of related disclosures in the
financial statements in accordance with the requirements
of IFRS.
Refer to notes 26 and 27.
Credit and performance risk
The Group is exposed to credit and performance risk arising
from the Group’s global marketing operations and trade
advances, particularly in markets demonstrating significant
price volatility with limited liquidity and terminal markets.
This risk is heightened in times of increased price volatility,
where suppliers may be incentivised to default on delivery
and customers are unable to make payments.
At 31 December 2015, total Advances and loans and
Accounts receivable amounted to $3,005 million and
$17,001 million respectively.
Refer to notes 11, 13 and 26.
We undertook internal control testing of the Group’s
centralised and local credit and performance risk
monitoring procedures.
We challenged management’s assessment of the
recoverability of aged and overdue receivables, loans and
advance payments with delayed or overdue deliveries,
considering historical patterns of trading and settlement
as well as recent communications with the counterparties.
In addition, we made specific inquiries to understand
positions in commodities across the Group given the high
price volatility during the year, particularly with respect
to base metals, energy and certain agricultural products.
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Financial statements
Independent Auditor’s Report to the members of Glencore plc
Risk
Taxation
There is significant judgement around accounting for
income taxes particularly in light of the number of
jurisdictions in which the Group operates, including
judgements concerning residency of key corporate
operations and holding companies, provisioning for
tax exposures, application of transfer pricing rules, the
recognition of deferred income tax assets and the taxation
impacts of any corporate restructurings.
This gives rise to complexity and uncertainty in respect of
the calculation of income taxes and deferred tax assets and
consideration of contingent liabilities associated with tax
years open to audit.
As at 31 December 2015, the Group has recorded a tax
expense of $98 million, $3,931 million of net deferred tax
liabilities and has disclosed its assessment of tax-related
contingent liabilities in note 30.
Refer to “Key judgements” within note 1 and additionally
notes 6 and 30.
How the scope of our audit responded to the risk
We undertook a specific assessment of the material
components impacting the Group’s tax expense, balances
and exposures and performed detailed audit procedures
in relation to these.
We considered the appropriateness of management’s
assumptions and estimates in relation to the likelihood of
generating future taxable profits to support the recognition
of deferred tax assets with reference to forecast taxable
profits and consistency of these forecasts with the
Group’s budgets.
We reviewed and challenged management’s assessment
of uncertain tax positions and conclusions on complex tax
arrangements through discussions with the Group taxation
department, reviewing correspondence with local tax
authorities, reviewing third party expert tax opinions and
utilising Deloitte tax specialists, where appropriate, to assess
the adequacy of associated provisions and disclosures.
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Audits undertaken at the component level for Group
reporting purposes were performed at levels of materiality
applicable to each individual entity of which were lower
than Group materiality and ranged from $6 million to a
maximum of $100 million (2014: $2 million to $100 million).
We agreed with the Audit Committee that we would
report to the Committee all audit differences in excess of
$10 million (2014: $10 million), as well as differences below
that threshold that, in our view, warranted reporting on
qualitative grounds. We also report to the Audit Committee
on disclosure matters that we identified when assessing the
overall presentation of the financial statements.
An overview of the scope of our audit
Our Group audit was scoped by obtaining an understanding
of the Group and its environment, including group-wide
controls, and assessing the risks of material misstatement
at the Group level. Based on our continuing assessment,
we focused our Group audit scope primarily on the audit
work at 51 components (2014: 51 Group components),
representing the Group’s most material marketing
operations and industrial assets, and utilised 19 component
audit teams (2014: 20 component audit teams) in 17 countries
(2014: 18 countries):
• 34 of these were subject to a full scope audits
(2014: 36 components); and
• 17 were subject to specified audit procedures where
the extent of our testing was based on our assessment
of the risks of material misstatement and of the
materiality of the Group’s operations at those locations
(2014: 15 components).
These 51 components account for 90% of the Group’s net
assets (2014: 95%), 89% of the Group’s revenue (2014: 89%)
and 88% of the Group’s adjusted EBITDA (2014: 93%).
The above mentioned reduction in Group materiality
from 2014 did not significantly impact our assessment
of audit coverage because of the significant number of
marketing and industrial components already within Group
audit scope.
Our application of materiality
We define materiality as the magnitude of misstatement
in the financial statements that makes it probable that the
economic decisions of a reasonably knowledgeable person
would be changed or influenced. We use materiality both
in planning the scope of our audit work and in evaluating
the results of our work.
We determined materiality for the Group to be $210 million
(2014: $300 million), which is approximately 6.0% of
normalised three-year average pre-tax profit (2014: 6.4% of
2014 pre-tax profit), and equates to less than 1% (2014: 1%)
of equity.
Materiality
USD 3,519m
USD 210m
6.0%
USD 210m
USD 100m
USD 10m
Normalised three-year average PBT
Group materiality
Maximum Component materiality
Audit Committee reporting threshold
In the current year, we have reassessed our methodology
for the determination of materiality going forward by
using a percentage of normalised three-year average
(2013 – 2015) of pre-tax profits instead of a percentage of
current year normalised pre-tax profit. This reassessed
approach was determined to be more appropriate given the
nature of the mining industry which is exposed to cyclical
commodity price fluctuations and to therefore provide a
more stable base reflective of the scale of the Group’s size
and operations.
The pre-tax profits for the 2013 – 2015 years have been
normalised in determining materiality to exclude items
which, due to their nature and/or expected infrequency
of the underlying events, are not considered indicative of
continuing operations of the Group and so do not form part
of the Group’s internally or externally monitored primary
KPIs, and which if included, would distort materiality year
on year. These normalising items are outlined in notes 3 and
4 to the financial statements. Additionally, the pro forma
pre-tax profit for the 2013 year incorporating a full year of
the acquired Xstrata business was utilised to consistently
reflect the current scale of the Group.
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Financial statements
Independent Auditor’s Report to the members of Glencore plc
Net assets
Revenue
10
18
11
1
Matters on which we are required to report by
exception
Adequacy of explanations received and accounting records
Under the Companies (Jersey) Law, 1991 we are required
to report to you if, in our opinion:
• we have not received all the information and explanations
72
88
we require for our audit; or
• proper accounting records have not been kept by the
parent company, or proper returns adequate for our audit
have not been received from branches not visited by us; or
• the financial statements are not in agreement with the
accounting records and returns.
We have nothing to report in respect of these matters.
Corporate Governance Statement
Under the Listing Rules we are also required to review the
part of the Corporate Governance Statement relating to the
Company’s compliance with certain provisions of the UK
Corporate Governance Code. We have nothing to report
arising from our review.
Our duty to read other information in the Annual Report
Under International Standards on Auditing (UK and
Ireland), we are required to report to you if, in our opinion,
information in the Annual Report is:
• materially inconsistent with the information in the
audited financial statements; or
• apparently materially incorrect based on, or materially
inconsistent with, our knowledge of the Group acquired
in the course of performing our audit; or
• otherwise misleading.
In particular, we are required to consider whether we have
identified any inconsistencies between our knowledge
acquired during the audit and the Directors’ statement
that they consider the Annual Report is fair, balanced
and understandable and whether the Annual Report
appropriately discloses those matters that we communicated
to the Audit Committee which we consider should have
been disclosed. We confirm that we have not identified any
such inconsistencies or misleading statements.
Other matters
In our opinion, the part of the Directors’ remuneration
report to be audited has been properly prepared in
accordance with the provisions of the UK Companies Act
2006 as if that Act had applied to the Company.
Adjusted EBITDA
Coverage percentages
12
6
82
Full scope audits
Specified audit procedures
Analytical procedures
Detailed audit instructions were sent to the auditors of these
in-scope components. These detailed audit instructions
specified areas of audit focus, identified the risks of material
misstatement assessed by the Group audit team and set out
the information to be reported back to the Group audit team.
The instructions were updated during the audit in respect of
any changes deemed necessary by the Group audit team in
response to changes in the business or risk assessment.
The Group audit team continued to follow a programme
of regular face-to-face meetings with components that has
been designed so that the Group Audit Partner or another
senior member of the Group audit team periodically meets
with local management and the component audit team on a
rotational basis. In 2015, the Group audit team held meetings
with 25 components (2014: 24 components).
Additionally, for all in-scope components, the Group audit
team was involved in the audit work performed by the
component auditors through a combination of our global
planning conference call meetings, provision of referral
instructions, review and challenge of related component
inter-office reporting and of findings from their work (which
included the audit procedures performed to respond to
risks of material misstatement), attendance at component
audit closing conference calls and regular interaction on any
related audit and accounting matters which arose.
At the parent entity level we also tested the consolidation
process and carried out analytical procedures to confirm
our conclusion that there were no significant risks
of material misstatement of the aggregated financial
information of the remaining components not subject
to audit or audit of specified account balances.
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Respective responsibilities of Directors
and auditor
As explained more fully in the Directors’ Responsibilities
Statement, the Directors are responsible for the preparation
of the financial statements and for being satisfied that
they give a true and fair view. Our responsibility is to
audit and express an opinion on the financial statements
in accordance with applicable law and International
Standards on Auditing (UK and Ireland). We also comply
with International Standard on Quality Control 1 (UK and
Ireland). Our audit methodology and tools aim to ensure
that our quality control procedures are effective, understood
and applied. Our quality controls and systems include
our dedicated professional standards review team and
independent partner reviews.
This report is made solely to the Company’s members, as
a body, in accordance with Article 113A of the Companies
(Jersey) Law, 1991. Our audit work has been undertaken
so that we might state to the Company’s members those
matters we are required to state to them in an auditor’s
report and/or those further matters we have expressly
agreed to report to them on in our engagement letter and
for no other purpose. To the fullest extent permitted by law,
we do not accept or assume responsibility to anyone other
than the Company and the Company’s members as a body,
for our audit work, for this report, or for the opinions we
have formed.
Scope of the audit of the financial statements
An audit involves obtaining evidence about the amounts
and disclosures in the financial statements sufficient to
give reasonable assurance that the financial statements
are free from material misstatement, whether caused by
fraud or error. This includes an assessment of: whether
the accounting policies are appropriate to the Group’s
circumstances and have been consistently applied and
adequately disclosed; the reasonableness of significant
accounting estimates made by the Directors; and the overall
presentation of the financial statements. In addition, we
read all the financial and non-financial information in the
Annual Report to identify material inconsistencies with the
audited financial statements and to identify any information
that is apparently materially incorrect based on, or
materially inconsistent with, the knowledge acquired by us
in the course of performing the audit. If we become aware of
any apparent material misstatements or inconsistencies we
consider the implications for our report.
Matthew Sheerin, ACA CA (AUS)
for and on behalf of Deloitte LLP
Chartered Accountants and Recognized Auditor
London, UK
7 March 2016
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109
Financial statements
Consolidated statement of (loss)/income
For the year ended 31 December 2015
US$ million
Revenue
Cost of goods sold
Selling and administrative expenses
Share of income from associates and joint ventures
(Losses)/gains on disposals and investments
Other expense – net
Dividend income
Interest income
Interest expense
(Loss)/income before income taxes
Income tax expense
(Loss)/income for the year
Attributable to:
Non-controlling interests
Equity holders
(Loss)/earnings per share:
Basic (US$)
Diluted (US$)
The accompanying notes are an integral part of the consolidated financial statements.
Notes
2015
170,497
2014
221,073
(166,982)
(214,344)
10
3
4
6
16
16
(1,271)
101
(994)
(7,998)
25
191
(1,585)
(8,016)
(98)
(8,114)
(3,150)
(4,964)
(0.37)
(0.37)
(1,304)
638
715
(1,073)
19
253
(1,724)
4,253
(1,809)
2,444
136
2,308
0.18
0.18
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Consolidated statement of comprehensive
(loss)/income
For the year ended 31 December 2015
US$ million
(Loss)/income for the year
Notes
2015
(8,114)
2014
2,444
Other comprehensive (loss)/income
Items not to be reclassified to the statement of income in subsequent periods:
Defined benefit plan actuarial gains/(losses), net of tax of $34 million (2014: $58 million)
22
Net items not to be reclassified to the statement of income in subsequent periods:
Items that are or may be reclassified to the statement of income in subsequent periods:
Exchange loss on translation of foreign operations
Foreign currency exchange losses recycled to the statement of income
(Losses)/gains on cash flow hedges, net of tax of $42 million (2014: $3 million)
Share of comprehensive loss from associates and joint ventures
(Loss)/gain on available for sale financial instruments
Cash flow hedges transferred to the statement of income, net of tax of $nil (2014: $nil)
Net items that are or may be reclassified to the statement of income in subsequent periods:
3/24
10
10
Other comprehensive loss
Total comprehensive (loss)/income
Attributable to:
Non-controlling interests
Equity holders
The accompanying notes are an integral part of the consolidated financial statements.
92
92
(1,795)
311
(89)
(26)
(488)
–
(2,087)
(1,995)
(10,109)
(3,217)
(6,892)
(196)
(196)
(852)
–
415
(23)
501
(1)
40
(156)
2,288
130
2,158
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111
Financial statements
Consolidated statement of financial position
As at 31 December 2015
US$ million
Assets
Non-current assets
Property, plant and equipment
Intangible assets
Investments in associates and joint ventures
Other investments
Advances and loans
Deferred tax assets
Current assets
Inventories
Accounts receivable
Other financial assets
Prepaid expenses and other assets
Marketable securities
Cash and cash equivalents
Total assets
Equity and liabilities
Capital and reserves – attributable to equity holders
Share capital
Reserves and retained earnings
Non-controlling interests
Total equity
Non-current liabilities
Borrowings
Deferred income
Deferred tax liabilities
Other financial liabilities
Provisions
Current liabilities
Borrowings
Accounts payable
Deferred income
Provisions
Other financial liabilities
Income tax payable
Total equity and liabilities
Notes
2015
2014
7
8
10
10
11
6
12
13
27
14
15
32
19
20
6
27
21
19
23
20
21
27
61,278
7,516
11,337
1,305
3,005
1,846
86,287
18,303
17,001
3,701
447
39
2,707
42,198
128,485
146
41,108
41,254
89
41,343
32,932
1,452
5,777
186
5,923
46,270
11,117
24,088
87
474
4,931
175
70,110
8,866
12,274
1,472
4,597
1,667
98,986
24,436
21,456
4,036
436
31
2,824
53,219
152,205
133
48,409
48,542
2,938
51,480
40,688
1,120
6,435
980
7,555
56,778
12,005
26,881
153
576
3,956
376
40,872
128,485
43,947
152,205
The accompanying notes are an integral part of the consolidated financial statements.
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Consolidated statement of cash flows
For the year ended 31 December 2015
US$ million
Operating activities
(Loss)/income before income taxes
Adjustments for:
Depreciation and amortisation
Share of income from associates and joint ventures
Decrease in other long-term liabilities
Losses/(gains) on disposals and investments
Unrealised mark-to-market movements on other investments
Impairments
Other non-cash items – net1
Interest expense – net
Cash generated by operating activities before working capital changes
Working capital changes
Decrease in accounts receivable2
Decrease/(increase) in inventories
Decrease in accounts payable3
Proceeds from silver streaming
Total working capital changes
Income taxes paid
Interest received
Interest paid
Net cash generated by operating activities
Investing activities
Decrease/(increase) in long-term advances and loans
Net cash used in acquisition of subsidiaries
Net cash received from disposal of subsidiaries
Purchase of investments
Proceeds from sale of investments
Purchase of property, plant and equipment
Capital expenditures related to assets held for sale
Payments for exploration and evaluation
Proceeds from sale of property, plant and equipment
Dividends received from associates and joint ventures
Net cash used by investing activities
1 Includes certain non-cash items as disclosed in note 4.
2 Includes movements in other financial assets, prepaid expenses and other assets.
3 Includes movements in other financial liabilities, provisions and deferred income.
The accompanying notes are an integral part of the consolidated financial statements.
Notes
2015
2014
(8,016)
4,253
5,835
(101)
(202)
994
262
7,120
168
1,394
7,454
4,787
5,410
(3,572)
900
7,525
(865)
119
(1,203)
13,030
188
(318)
212
(236)
41
(5,372)
–
(147)
115
428
(5,089)
5,448
(638)
(173)
(715)
(134)
1,101
365
1,471
10,978
1,727
(1,978)
(452)
–
(703)
(928)
49
(1,260)
8,136
(686)
(1,792)
6,482
(374)
64
(7,854)
(961)
(245)
206
1,129
(4,031)
3
4
5
20
24
24
10
7
10
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113
Financial statements
Consolidated statement of cash flows
For the year ended 31 December 2015
US$ million
Financing activities1
Proceeds from issuance of capital market notes2
Repayment of capital market notes
Repurchase of capital market notes
Repayment of convertible bonds
(Repayment of)/proceeds from other non-current borrowings
Net margin payments in respect of financing related hedging activities
Repayment of current borrowings
Acquisition of additional interest in subsidiaries
Return of capital/distributions to non-controlling interests
Repurchase of own shares
Proceeds from own shares
Share issuance2
Distributions paid to equity holders of the parent
Net cash used by financing activities
Decrease in cash and cash equivalents
Cash and cash equivalents, beginning of year
Cash and cash equivalents, end of year
Notes
2015
2014
19
19
17
4,901
(4,459)
(529)
–
(5,176)
(618)
(1,926)
–
(95)
(272)
–
2,444
(2,328)
(8,058)
(117)
2,824
2,707
5,535
(1,751)
–
(2,365)
1,580
10
(3,782)
(101)
(245)
(786)
19
–
(2,244)
(4,130)
(25)
2,849
2,824
1 Presented net of directly attributable issuance costs where applicable.
2 Net of issuance costs relating to capital market notes and shares of $16 million (2014: $22 million) and $64 million (2014: $nil) respectively.
The accompanying notes are an integral part of the consolidated financial statements.
114 Glencore Annual Report 2015
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Consolidated statement of changes of equity
For the year ended 31 December 2015
(Deficit)/
retained
earnings
Share
premium
Other
reserves
(note 15)
(2,412)
54,777
(2,418)
2,308
(219)
2,089
–
(38)
50
89
–
–
–
(222)
(222)
(4,964)
66
(4,898)
–
–
(45)
66
–
–
–
–
–
–
–
–
–
–
–
–
–
(2,244)
52,533
52,533
–
–
–
2,431
–
–
–
–
–
–
(2,626)
–
69
69
–
–
–
(89)
29
–
–
(2,409)
(2,409)
–
(1,994)
(1,994)
–
–
–
–
(16)
–
–
–
Total
reserves and
(deficit)/
retained
earnings
49,180
2,308
(150)
2,158
(795)
31
50
–
29
–
(2,244)
48,409
48,409
(4,964)
(1,928)
(6,892)
2,431
(281)
17
66
(16)
–
–
(2,626)
Own
shares
(767)
–
–
–
(795)
69
–
–
–
–
–
(1,493)
(1,493)
–
–
–
–
(281)
62
–
–
–
–
–
Share
capital
133
–
–
–
–
–
–
–
–
–
–
133
133
–
–
–
13
–
–
–
–
–
–
–
Total equity
attributable
to equity
holders
Non-
controlling
interests
(note 32)
49,313
2,308
(150)
2,158
(795)
31
50
–
29
–
(2,244)
48,542
48,542
(4,964)
(1,928)
3,368
136
(6)
130
–
–
–
–
(300)
(15)
(245)
2,938
2,938
(3,150)
(67)
Total
equity
52,681
2,444
(156)
2,288
(795)
31
50
–
(271)
(15)
(2,489)
51,480
51,480
(8,114)
(1,995)
(6,892)
(3,217)
(10,109)
2,444
(281)
17
66
(16)
–
–
(2,626)
–
–
–
–
35
(257)
685
(95)
89
2,444
(281)
17
66
19
(257)
685
(2,721)
41,343
(5,099)
52,338
(4,419)
(1,712)
41,108
146
41,254
US$ million
1 January 2014
Income for the year
Other comprehensive loss
Total comprehensive income
Own share purchases1
Own share disposal1
Equity-settled share-based
expenses2
Equity portion of
convertible bonds
Change in ownership interest
in subsidiaries
Disposal of business
Distributions paid5
At 31 December 2014
1 January 2015
Loss for the year
Other comprehensive loss
Total comprehensive income
Shares issued1
Own share purchases1
Own share disposal1
Equity-settled share-based
expenses2
Change in ownership interest in
subsidiaries
Disposal of business3
Cancellation of put option4
Distributions paid5
At 31 December 2015
1 See note 15.
2 See note 18.
3 See note 24.
4 See note 27.
5 See note 17.
The accompanying notes are an integral part of the consolidated financial statements.
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Financial statements
Notes to the financial statements
1. ACCOUNTING POLICIES
Corporate information
Glencore plc (the “Company”, “Parent”, the “Group” or
“Glencore”), is a leading integrated producer and marketer of
natural resources, with worldwide activities in the production,
refinement, processing, storage, transport and marketing of
metals and minerals, energy products and agricultural products.
Glencore operates on a global scale, marketing and distributing
physical commodities sourced from third party producers and
own production to industrial consumers, such as those in the
automotive, steel, power generation, oil and food processing
industries. Glencore also provides financing, logistics and other
services to producers and consumers of commodities. In this
regard, Glencore seeks to capture value throughout the commodity
supply chain. Glencore’s long experience as a commodity producer
and merchant has allowed it to develop and build upon its
expertise in the commodities which it markets and cultivate long-
term relationships with a broad supplier and customer base across
diverse industries and in multiple geographic regions.
Key judgements
In the process of applying Glencore’s accounting policies,
management has made the following judgements based on the
relevant facts and circumstances including macro-economic
circumstances and, where applicable, interpretation of underlying
agreements, which have the most significant effect on the amounts
recognised in the consolidated financial statements.
Determination of control of subsidiaries and joint arrangements
(see note 34)
Judgement is required to determine when Glencore has control of
subsidiaries or joint control of joint arrangements. This requires an
assessment of the relevant activities (those relating to the operating
and capital decisions of the arrangement, such as: the approval of
the capital expenditure programme for each year, and appointing,
remunerating and terminating the key management personnel
or service providers of the operations) and when the decisions
in relation to those activities are under the control of Glencore or
require unanimous consent.
Glencore plc is a publicly traded limited company incorporated in
Jersey and domiciled in Switzerland. Its ordinary shares are traded
on the London, Hong Kong and Johannesburg stock exchanges.
Judgement is also required in determining the classification of
a joint arrangement between a joint venture or a joint operation
through an evaluation of the rights and obligations arising from
the arrangement.
Differing conclusions around these judgements, may materially
impact how these businesses are presented in the consolidated
financial statements – under the full consolidation method, equity
method or proportionate consolidation method.
Exploration and evaluation expenditure (notes 7 and 29)
The application of Glencore’s accounting policy for exploration and
evaluation expenditure requires judgement to determine whether
future economic benefits are likely, from either future exploitation
or sale, or whether activities have not reached a stage that permits
a reasonable assessment of the existence of reserves/resource.
Credit and performance risk (note 25)
The Group’s global marketing operations expose it to credit
and performance (the risk that counterparties fail to sell or
purchase physical commodities on agreed terms) risks; these arise
particularly in markets demonstrating significant price volatility
with limited liquidity and terminal markets and when global
and/or regional macro-economic conditions are weak.
Continuously, but particularly during such times, judgement is
required to determine whether receivables, loans and advances are
recoverable and if contracted product deliveries will be received.
Judgements about recoverability and contractual performance
may materially impact both non-current and current assets as
recognised in the statement of financial position.
These consolidated financial statements were authorised for issue
in accordance with a Directors’ resolution on 7 March 2016.
Statement of compliance
The accounting policies adopted in this preliminary announcement
are based on the Company’s financial statements which are
prepared in accordance with:
• International Financial Reporting Standards (“IFRS”) and
interpretations as adopted by the European Union (“EU”)
effective as of 31 December 2015; and
• IFRS and interpretations as issued by the International
Accounting Standards Board (“IASB”) effective as of
31 December 2015.
Critical accounting judgements and key sources of estimation
The preparation of the consolidated financial statements requires
management to make judgements, estimates and assumptions
that affect the reported amounts of assets and liabilities as well as
the disclosure of contingent assets and liabilities at the date of the
financial statements and the reported amounts of revenues and
expenses during the reporting period. Estimates and assumptions
are continually evaluated and are based on historical experience
and other factors, including expectations of future events that are
believed to be reasonable and relevant under the circumstances,
independent estimates, quoted market prices and common,
industry standard modelling techniques. Actual outcomes could
result in a material adjustment to the carrying amount of assets or
liabilities affected in future periods.
Glencore has identified the following areas as being critical
to understanding Glencore’s financial position as they
require management to make complex and/or subjective
judgements, estimates and assumptions about matters that are
inherently uncertain:
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Recognition of deferred tax assets (note 6)
Deferred tax assets are recognised only to the extent it is
considered 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 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 therefore, to the extent assumptions regarding future
profitability change, there can be a material increase or decrease in
the amounts recognised in the consolidated statement of income
in the period in which the change occurs. The recoverability of
deferred tax assets including the estimates and assumptions
contained therein are reviewed regularly by management.
Classification of transactions which contain a financing element
(notes 20 and 23)
Transactions for the sale or purchase of commodities may contain
a financing element such as extended payment term agreements.
Judgement is required to determine the most appropriate
classification and presentation of these transactions within the
statements of cash flows and financial position. In determining the
appropriate classification, management considers the underlying
economic substance of the transaction and the significance of
the financing element to the transaction. Typically the economic
substance of the transaction is determined to be operating in
nature, i.e. predominantly related to the sale or purchase of
commodities as the financing element is insignificant and the entire
cash flow will therefore be presented as operating in the statement
of cash flow with a corresponding trade receivable or payable in the
statement of financial position.
Key estimates and assumptions
In the process of applying Glencore’s accounting policies,
management has made key estimates and assumptions concerning
the future and other key sources of estimation uncertainty.
The key assumptions and estimates at the reporting date that have
a significant impact on the financial position and the results of
operations, are described below. Actual results may differ from
these estimates under different assumptions and conditions and
may materially affect financial results or the financial position
reported in future periods.
Valuation of derivative instruments (note 27)
Derivative instruments are carried at fair value and Glencore
evaluates the quality and reliability of the assumptions and data
used to measure fair value in the three hierarchy levels, Level
1, 2 and 3, as prescribed by IFRS 13 Fair Value Measurement.
Fair values are determined in the following ways: externally
verified via comparison to quoted market prices in active markets
(Level 1); by using models with externally verifiable inputs
(Level 2); or by using alternative procedures such as comparison
to comparable instruments and/or using models with unobservable
market inputs requiring Glencore to make market-based
assumptions (Level 3). Level 3 inputs therefore include the highest
level of estimation uncertainty.
Depreciation and amortisation of mineral and petroleum rights, deferred
mining costs and plant and equipment (note 7)
Mineral and petroleum rights, deferred mining costs and certain
plant and equipment are depreciated/amortised using the Units
of Production basis (“UOP”). The calculation of the UOP rate
of depreciation/amortisation, and therefore the annual charge
to operations, can fluctuate from initial estimates. This could
generally result when there are significant changes in any of the
factors or assumptions used in estimating mineral or petroleum
reserves and resources, notably changes in the geology of the
reserves and resources and assumptions used in determining
the economic feasibility of the reserves. Such changes in reserves
and resources could similarly impact the useful lives of assets
depreciated on a straight-line basis, where those lives are limited
to the life of the project, which in turn is limited to the life of
the underlying reserves and resources. Estimates of proven
and probable reserves and resources are prepared by experts in
extraction, geology and reserve determination. Assessments of
UOP rates against the estimated reserve and resource base and the
operating and development plan are performed regularly.
Impairments (notes 3, 5, 7, 8, 9 and 10)
Investments in associates and joint ventures, other investments,
advances and loans, property, plant and equipment and intangible
assets are reviewed for impairment whenever events or changes
in circumstances indicate that the carrying value may not be fully
recoverable or at least annually for goodwill and other indefinite
life intangible assets. If an asset’s recoverable amount is less than
the asset’s carrying amount, an impairment loss is recognised in
the consolidated statement of income. Future cash flow estimates
which are used to calculate the asset’s fair value are discounted
using asset specific discount rates and are based on expectations
about future operations, primarily comprising estimates about
production and sales volumes, commodity prices (considering
current and historical prices, price trends and related factors),
reserves and resources, operating, rehabilitation and restoration
costs and capital expenditures. Estimates are reviewed regularly by
management. Changes in such estimates and in particular, further
deterioration in the pricing outlook, could impact the recoverable
values of these assets, whereby some or all of the carrying amount
may be impaired or the impairment charge reduced (if pricing
outlook improves significantly) with the impact recorded in the
statement of income.
Provisions (note 21)
The amount recognised as a provision, including tax, legal,
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 surrounding the obligation. The Group assesses
its liabilities and contingencies based upon the best information
available, relevant tax laws and other appropriate requirements.
These provisions may require settlement in future periods and
as such may be materially impacted by the time value of money.
The determination of the appropriate risk adjusted discount rate
to reflect time value of money is a source of estimation uncertainty
which could impact the carrying value of these provisions at the
balance sheet date.
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Financial statements
Notes to the financial statements
1. ACCOUNTING POLICIES (continued)
Restoration, rehabilitation and decommissioning costs (note 21)
A provision for future restoration, rehabilitation and
decommissioning costs requires estimates and assumptions to be
made around the relevant regulatory framework, the magnitude
of the possible disturbance, the timing, extent and costs of the
required closure and rehabilitation activities and of the risk
adjusted discount rates used to determine the present value of
the future cash outflows. To the extent that the actual future
costs differ from these estimates, adjustments will be recorded
and the consolidated statement of income could be impacted.
The provisions including the estimates and assumptions contained
therein are reviewed regularly by management.
IFRS 15 – Revenue from Contracts with Customers – effective for year
ends beginning on or after 1 January 2018
IFRS 15 applies to revenue from contracts with customers and
replaces all of the revenue standards and interpretations in IFRS.
The standard outlines the principles an entity must apply to
measure and recognise revenue and the related cash flows.
IFRS 16 – Leases– effective for year ends beginning on or after
1 January 2019
IFRS 16 provides a comprehensive model for identification of lease
arrangements and their treatment in the financial statements
of both lessees and lessors. It supersedes IAS 17 Leases and its
associated interpretative guidance.
Fair value measurements (notes 9, 12, 25, 26 and 27)
In addition to recognising derivative instruments at fair value,
as discussed above, an assessment of the fair value of assets and
liabilities is also required in accounting for other transactions, most
notably, business combinations and marketing inventories and
disclosures related to fair values of financial assets and liabilities.
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 cash flow upon
actual settlements. Where fair value measurements cannot be
derived from publicly available information, they are estimated
using models and other valuation methods. To the extent possible,
the assumptions and inputs used take into account externally
verifiable inputs. However, such information is by nature subject
to uncertainty, particularly where comparable market-based
transactions often do not exist.
New and revised standards not yet effective
At the date of authorisation of these consolidated financial
statements, the following new and revised IFRS standards, which
are applicable to Glencore, were issued but are not yet effective:
Amendments to IAS 16 and IAS 38 – Clarification of Acceptable Methods
of Depreciation and Amortisation – effective for year ends beginning on
or after 1 January 2016
The amendments to IAS 16 Property, Plant and Equipment
prohibits entities from using a revenue-based depreciation method
for items of property, plant and equipment and the amendments
to IAS 38 Intangible Assets introduce a rebuttable presumption
that revenue is not an appropriate basis for amortisation of
intangible assets.
IFRS 9 – Financial Instruments – effective for year ends beginning on
or after 1 January 2018
IFRS 9 modifies the classification and measurement of certain
classes of financial assets and liabilities. The most significant
change is to rationalise from four to two primary categories of
financial assets.
The Directors are currently evaluating the impact these new
and revised standards may have on the financial statements
of Glencore.
Basis of preparation
The financial statements are prepared under the historical cost
convention except for the revaluation of certain financial assets,
liabilities and marketing inventories that are measured at revalued
amounts or fair values at the end of each reporting period as
explained in the accounting policies below. Historical cost is
generally based on the fair value of the consideration given in
exchange for goods and services. The principal accounting policies
adopted are set out below.
The Directors have assessed that they have, at the time of
approving the financial statements, a reasonable expectation
that the Group has adequate resources to continue in operational
existence for the 12 months from the date of approval of the 2015
Annual Report and Accounts. Therefore, they continue to adopt
the going concern basis of accounting in preparing these financial
statements. Also see page 97. Further information on Glencore’s
objectives, policies and processes for managing its capital and
financial risks are detailed in note 25.
All amounts are expressed in millions of United States Dollars,
unless otherwise stated, consistent with the predominant
functional currency of Glencore’s operations.
Principles of consolidation
The consolidated financial statements incorporate the financial
statements of the Company and entities controlled by the Company
and its subsidiaries.
Control is achieved when Glencore is exposed, or has rights, to
variable returns from its involvement with the investee and has the
ability to affect those returns through its power over the investee.
Specifically, Glencore controls an investee if, and only if, Glencore
has all of the following:
• power over the investee (i.e. existing rights that give it the
current ability to direct the relevant activities of the investee);
• exposure, or rights, to variable returns from its involvement with
the investee; and
• the ability to use its power over the investee to affect its returns.
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When Glencore has less than a majority of the voting rights of an
investee or similar rights of an investee, it considers all relevant
facts and circumstances in assessing whether it has power over the
investee including:
• the size of Glencore’s holding of voting rights relative to the size
and dispersion of holdings of the other vote holders;
• potential voting rights held by Glencore, other vote holders or
other parties;
• rights arising from other contractual arrangements; and
• any additional facts and circumstances that indicate that
Glencore has, or does not have, the current ability to direct the
relevant activities at the time that decisions need to be made,
including voting patterns at previous shareholders’ meetings.
The Company reassesses whether or not it controls an investee
if facts and circumstances indicate that there are changes
to one or more of the three elements of control listed above.
Consolidation of a subsidiary begins when Glencore obtains
control over the subsidiary and ceases when Glencore loses control
of the subsidiary. Specifically, income and expenses of a subsidiary
acquired or disposed of during the year are included in the
consolidated statement of income and other comprehensive income
from the date Glencore gains control until the date when Glencore
ceases to control the subsidiary.
Profit or loss and each component of other comprehensive income
are attributed to the owners of the Company and to the non-
controlling interests. Total comprehensive income of subsidiaries is
attributed to the owners of the Company and to the non-controlling
interests even if this results in the non-controlling interests having
a deficit balance.
When necessary, adjustments are made to the financial statements
of subsidiaries to bring their accounting policies into line with
the Group’s accounting policies. All intragroup assets and
liabilities, equity, income, expenses and cash flows relating to
transactions between members of the Group are eliminated in full
on consolidation.
Changes in Glencore’s interests in subsidiaries that do not result
in a loss of control are accounted for as equity transactions with
any difference between the amount by which the non-controlling
interests are adjusted and the fair value of the consideration paid
or received being recognised directly in equity and attributed to
equity holders of Glencore.
When Glencore loses control of a subsidiary, a gain or loss
is recognised in the consolidated statement of income and is
calculated as the difference between (i) the aggregate of the fair
value of the consideration received and the fair value of any
retained interest and (ii) the previous carrying amount of the
assets (including goodwill), and liabilities of the subsidiary and
any non-controlling interests. All amounts previously recognised
in other comprehensive income in relation to that subsidiary are
accounted for as if Glencore had directly disposed of the related
assets or liabilities of the subsidiary (i.e. reclassified to profit or loss
or transferred to another category of equity as specified/permitted
by applicable IFRSs). The fair value of any investment retained in
the former subsidiary at the date when control is lost is regarded
as the fair value on initial recognition for subsequent accounting
under IAS 39, when applicable, or the cost on initial recognition of
an investment in an associate or a joint venture.
Investments in associates and joint ventures
Associates and joint ventures (together Associates) in which
Glencore exercises significant influence or joint control are
accounted for using the equity method. Significant influence is the
power to participate in the financial and operating policy decisions
of the investee but is not control or joint control over those policies.
Significant influence is presumed if Glencore holds between 20%
and 50% of the voting rights, unless evidence exists to the contrary.
A joint venture is a joint arrangement whereby the parties that have
joint control of the arrangement have rights to the net assets of the
joint arrangement. Joint control is the contractually agreed sharing
of control over an arrangement, which exists only when decisions
about relevant strategic and/or key operating decisions require
unanimous consent of the parties sharing control.
Equity accounting involves Glencore recording its share of the
Associate’s net income and equity. Glencore’s interest in an
Associate is initially recorded at cost and is subsequently adjusted
for Glencore’s share of changes in net assets of the Associate,
less any impairment in the value of individual investments.
Where Glencore transacts with an Associate, unrealised profits
and losses are eliminated to the extent of Glencore’s interest in
that Associate.
Changes in Glencore’s interests in Associates are accounted for as
a gain or loss on disposal with any difference between the amount
by which the carrying value of the Associate is adjusted and the
fair value of the consideration received being recognised directly in
the consolidated statement of income.
Joint operations
A joint operation is a joint arrangement whereby the parties that
have joint control of the arrangement have rights to the assets, and
obligations for the liabilities, relating to the arrangement.
When Glencore undertakes its activities under joint operations,
Glencore applies the proportionate consolidation method
and recognises:
• its assets, including its share of any assets held jointly;
• its liabilities, including its share of any liabilities incurred jointly;
• its revenue from the sale of its share of the output arising from
the joint operation;
• its share of the revenue from the sale of the output by the joint
operation; and
• its expenses, including its share of any expenses incurred jointly.
The Group accounts for the assets, liabilities, revenues and
expenses relating to its interest in a joint operation in accordance
with the IFRSs applicable to the particular assets, liabilities,
revenues and expenses.
Where Glencore transacts with a joint operation, unrealised profits
and losses are eliminated to the extent of Glencore’s interest in that
joint operation.
Glencore Annual Report 2015
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Financial statements
Notes to the financial statements
1. ACCOUNTING POLICIES (continued)
Business combinations and goodwill
Acquisitions of subsidiaries and businesses are accounted for
using the acquisition method of accounting. The cost of the
acquisition is measured at fair value, which is calculated as the
sum of the acquisition date fair values of the assets transferred,
liabilities incurred to the former owners of the acquiree and the
equity interests issued in exchange for control of the acquiree.
The identifiable assets, liabilities and contingent liabilities
(“identifiable net assets”) are recognised at their fair value at the
date of acquisition. Acquisition related costs are recognised in
the consolidated statement of income as incurred.
Where a business combination is achieved in stages, Glencore’s
previously held interests in the acquired entity are remeasured
to fair value at the acquisition date (i.e. the date Glencore attains
control) and the resulting gain or loss, if any, is recognised in the
consolidated statement of income.
Where the fair value of consideration transferred for a business
combination exceeds the fair values attributable to Glencore’s
share of the identifiable net assets, the difference is treated as
purchased goodwill.
After initial recognition, goodwill is measured at cost less any
accumulated impairment losses. For the purpose of impairment
testing, goodwill acquired in a business combination is, from
the acquisition date, allocated to the cash-generating units
(“CGU”) that are expected to benefit from the synergies of the
combination. CGUs to which goodwill has been allocated are
tested for impairment annually, or more frequently when there
is an indication that the unit may be impaired. If the recoverable
amount of the CGU is less than its carrying amount, the
impairment loss is allocated first to reduce the carrying amount
of any goodwill allocated to the unit and then to the other assets
of the unit pro-rata based on the carrying amount of each asset
in the unit. Any impairment loss is recognised directly in profit
or loss. An impairment loss recognised for goodwill is not able to
be reversed in subsequent periods.
On disposal of the relevant CGU, the attributable amount of
goodwill is included in the determination of the profit or loss
on disposal.
If the initial accounting for a business combination is incomplete by
the end of the reporting period in which the combination occurs,
Glencore reports provisional amounts for the items for which the
accounting is incomplete. Those provisional amounts are adjusted
for additional information obtained during the “measurement
period” (which cannot exceed one year from the acquisition date)
about facts and circumstances that existed at the acquisition date
that, if known, would have affected the amounts recognised at
that date.
Non-controlling interests that are present ownership interests
and entitle their holders to a proportionate share of the entity’s
net assets in the event of liquidation may be initially measured
either at fair value or at the non-controlling interests’ proportionate
share of the recognised amounts of the acquiree’s identifiable net
assets. The choice of measurement basis is made on a transaction-
by-transaction basis. Other types of non-controlling interests are
measured at fair value or, when applicable, on the basis specified
in another IFRS.
120 Glencore Annual Report 2015
Similar procedures are applied in accounting for the purchases of
interests in Associates and joint operations. Any goodwill arising
from such purchases is included within the carrying amount of
the investment in Associates, but not amortised thereafter. Any
excess of Glencore’s share of the net fair value of the Associate’s
identifiable net assets over the cost of the investment is included in
the consolidated statement of income in the period of the purchase.
Revenue recognition
Revenue is recognised when Glencore has transferred to the buyer
all significant risks and rewards of ownership of the assets sold.
Revenue excludes any applicable sales taxes and is recognised
at the fair value of the consideration received or receivable to
the extent that it is probable that economic benefits will flow to
Glencore and the revenues and costs can be reliably measured.
In most instances sales revenue is recognised when the product
is delivered to the destination specified by the customer, which is
typically the vessel on which it is shipped, the destination port or
the customer’s premises.
For certain commodities, the sales price is determined on a
provisional basis at the date of sale as the final selling price
is subject to movements in market prices up to the date of
final pricing, normally ranging from 30 to 90 days after initial
booking. Revenue on provisionally priced sales is recognised
based on the estimated fair value of the total consideration
receivable. The revenue adjustment mechanism embedded within
provisionally priced sales arrangements has the character of a
commodity derivative. Accordingly, the fair value of the final sales
price adjustment is re-estimated continuously and changes in fair
value are recognised as an adjustment to revenue. In all cases, fair
value is estimated by reference to forward market prices.
Royalty, interest and dividend income is recognised when the
right to receive payment has been established, it is probable that
the economic benefits will flow to Glencore and the amount of
income can be measured reliably. Royalty revenue is recognised
on an accrual basis in accordance with the substance of the
relevant agreement. Interest income is accrued on a time basis,
by reference to the principal outstanding and the applicable
effective interest rate.
Foreign currency translation
Glencore’s reporting currency and the functional currency of the
majority of its operations is the US dollar as this is assessed to
be the principal currency of the economic environment in which
it operates.
Foreign currency transactions
Transactions in foreign currencies are converted into the functional
currency of each entity using the exchange rate prevailing at the
transaction date. Monetary assets and liabilities outstanding at
year end are converted at year-end rates. The resulting exchange
differences are recorded in the consolidated statement of income.
Translation of financial statements
For the purposes of consolidation, assets and liabilities of group
companies whose functional currency is in a currency other
than the US dollar are translated into US dollars using year-end
exchange rates, while their statements of income are translated
using average rates of exchange for the year.
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Goodwill and fair value adjustments arising from the acquisition
of a foreign operation are treated as assets and liabilities of
the foreign operation and are translated at the closing rate.
Translation adjustments are included as a separate component of
shareholders’ equity and have no consolidated statement of income
impact to the extent that no disposal of the foreign operation
has occurred.
Borrowing costs
Borrowing costs are expensed as incurred except where they relate
to the financing of construction or development of qualifying
assets in which case they are capitalised up to the date when the
qualifying asset is ready for its intended use.
Retirement benefits
Glencore operates various pension schemes in accordance with
local requirements and practices of the respective countries.
The annual costs for defined contribution plans that are funded
by payments to separate trustee administered funds or insurance
companies equal the contributions that are required under the
plans and accounted for as an expense.
Glencore uses the Projected Unit Credit Actuarial method to
determine the present value of its defined benefit obligations and
the related current service cost and, where applicable, past service
cost. Net interest is calculated by applying the discount rate at the
beginning of the period to the net defined benefit liability or asset.
The cost of providing pensions is charged to the consolidated
statement of income so as to recognise current and past service
costs, interest cost on defined benefit obligations, and the effect
of any curtailments or settlements, net of expected returns on
plan assets. Actuarial gains and losses are recognised directly
in other comprehensive income and will not be reclassified to
the consolidated statement of income. The retirement benefit
obligation/asset recognised in the consolidated statement of
financial position represents the actual deficit or surplus in
Glencore’s defined benefit plans. Any surplus resulting from this
calculation is limited to the present value of any economic benefits
available in the form of refunds from the plans or reductions in
future contributions to the plans.
Glencore also provides post-retirement healthcare benefits to
certain employees in Canada, South Africa and the United States.
These are accounted for in a similar manner to the defined benefit
pension plans, however are unfunded.
Share-based payments
Equity-settled share-based payments
Equity-settled share-based payments are measured at the fair value
of the awards based on the market value of the shares at the grant
date. Fair value excludes the effect of non-market-based vesting
conditions. The fair value is charged to the consolidated statement
of income and credited to retained earnings on a straight-line basis
over the period the estimated awards are expected to vest.
At each balance sheet date, the Company revises its estimate of
the number of equity instruments expected to vest as a result
of the effect of non-market-based vesting conditions. The impact
of the revision of the original estimates, if any, is recognised in
the consolidated statement of income such that the cumulative
expense reflects the revised estimate, with a corresponding
adjustment to retained earnings.
Cash-settled share-based payments
For cash-settled share-based payments, a liability is initially
recognised at fair value based on the estimated number of awards
that are expected to vest, adjusting for market and non-market-
based performance conditions. Subsequently, at each reporting
period until the liability is settled, it is remeasured to fair value
with any changes in fair value recognised in the consolidated
statement of income.
Income taxes
Income taxes consist of current and deferred income taxes.
Current taxes represent income taxes expected to be payable based
on enacted or substantively enacted tax rates at the period end
on expected current taxable income, and any adjustment to tax
payable in respect of previous years. Deferred taxes are recognised
for temporary differences between the carrying amounts of assets
and liabilities in the financial statements and the corresponding
tax bases used in the computation of taxable income, using enacted
or substantively enacted income tax rates which are expected to
be effective at the time of reversal of the underlying temporary
difference. Deferred tax assets and unused tax losses are only
recognised to the extent that their recoverability is probable.
Deferred tax assets are reviewed at reporting period end and
amended to the extent that it is no longer probable that the related
benefit will be realised. To the extent that a deferred tax asset not
previously recognised but which subsequently fulfils the criteria
for recognition, an asset is then recognised.
Deferred tax assets and liabilities are offset when they relate
to income taxes levied by the same authority and Glencore has
both the right and the intention to settle its current tax assets
and liabilities on a net or simultaneous basis. The tax effect of
certain temporary differences is not recognised principally with
respect to the initial recognition of an asset or liability (other
than those arising in a business combination or in a manner that
initially impacted accounting or taxable profit) and temporary
differences relating to investments in subsidiaries and Associates
to the extent that Glencore can control the timing of the reversal
of the temporary difference and it is probable the temporary
difference will not reverse in the foreseeable future. Deferred tax
is provided in respect of fair value adjustments on acquisitions.
These adjustments may relate to assets such as extraction rights
that, in general, are not eligible for income tax allowances.
Current and deferred tax are recognised as an expense or income
in the consolidated statement of income, except when they relate
to items that are recognised outside the consolidated statement
of income (whether in other comprehensive income or directly
in equity) or where they arise from the initial accounting for a
business combination.
Royalties, extraction taxes and other levies/taxes are treated
as taxation arrangements when they have the characteristics
of an income tax including being imposed and determined
in accordance with regulations established by the respective
government’s taxation authority and the amount payable is based
on taxable income – rather than physical quantities produced
or as a percentage of revenues – after adjustment for temporary
differences. For such arrangements, current and deferred tax is
provided on the same basis as described above for other forms of
taxation. Obligations arising from royalty arrangements that do
not satisfy these criteria are recognised as current provisions and
included in cost of goods sold.
Glencore Annual Report 2015
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Financial statements
Notes to the financial statements
1. ACCOUNTING POLICIES (continued)
Property, plant and equipment
Property, plant and equipment are stated at cost, being the fair
value of the consideration given to acquire or construct the asset,
including directly attributable costs required to bring the asset to
the location or to a condition necessary for operation and the direct
cost of dismantling and removing the asset, less accumulated
depreciation and any accumulated impairment losses.
Property, plant and equipment are depreciated to their estimated
residual value over the estimated useful life of the specific asset
concerned, or the estimated remaining life of the associated mine
(“LOM”), field or lease.
Depreciation commences when the asset is available for use.
The major categories of property, plant and equipment are
depreciated/amortised on a UOP and/or straight-line basis
as follows:
Buildings
Freehold land
Plant and equipment
Mineral and petroleum rights
Deferred mining costs
10 – 45 years
not depreciated
3 – 30 years/UOP
UOP
UOP
Assets under finance leases, where substantially all the risks
and rewards of ownership transfer to the Group as lessee, are
capitalised and amortised over their expected useful lives on
the same basis as owned assets or, where shorter, the term of the
relevant lease. All other leases are classified as operating leases,
the expenditures for which are charged against income over the
accounting periods covered by the lease term.
Mineral and petroleum rights
Mineral and petroleum reserves, resources and rights (together
Mineral and petroleum rights) which can be reasonably valued,
are recognised in the assessment of fair values on acquisition.
Mineral and petroleum rights for which values cannot be
reasonably determined are not recognised. Exploitable Mineral
and petroleum rights are amortised using the UOP basis over the
commercially recoverable reserves and, in certain circumstances,
other mineral resources. Mineral resources are included in
amortisation calculations where there is a high degree of
confidence that they will be extracted in an economic manner.
Exploration and evaluation expenditure
Exploration and evaluation expenditure relates to costs incurred in
the exploration and evaluation of potential mineral and petroleum
resources and includes costs such as exploration and production
licences, researching and analysing historical exploration data,
exploratory drilling, trenching, sampling and the costs of pre-
feasibility studies. Exploration and evaluation expenditure for
each area of interest, other than that acquired from another entity,
is charged to the consolidated statement of income as incurred
except when the expenditure is expected to be recouped from
future exploitation or sale of the area of interest and it is planned
to continue with active and significant operations in relation to the
area, or at the reporting period end, the activity has not reached
a stage which permits a reasonable assessment of the existence of
commercially recoverable reserves, in which case the expenditure
is capitalised. As the intangible component (i.e. licences) represents
122 Glencore Annual Report 2015
an insignificant and indistinguishable portion of the overall
expected tangible amount to be incurred and recouped from future
exploitation, these costs along with other capitalised exploration
and evaluation expenditure are recorded as a component of
property, plant and equipment. Purchased exploration and
evaluation assets are recognised at their fair value at acquisition.
As the capitalised exploration and evaluation expenditure asset
is not available for use, it is not depreciated. All capitalised
exploration and evaluation expenditure is monitored for
indications of impairment. Where a potential impairment is
indicated, an assessment is performed for each area of interest or
at the CGU level. To the extent that capitalised expenditure is not
expected to be recovered it is charged to the consolidated statement
of income.
Administration costs that are not directly attributable to a specific
exploration area are charged to the consolidated statement of
income. Licence costs paid in connection with a right to explore in
an existing exploration area are capitalised and amortised over the
term of the permit.
Development expenditure
When commercially recoverable reserves are determined and
such proposed development receives the appropriate approvals,
capitalised exploration and evaluation expenditure is transferred
to construction in progress, a component within the plant and
equipment asset sub-category. All subsequent development
expenditure is similarly capitalised, provided commercial viability
conditions continue to be satisfied. Proceeds from the sale of
product extracted during the development phase are netted against
development expenditure. Upon completion of development and
commencement of production, capitalised development costs
are further transferred, as required, to the appropriate plant
and equipment asset category and depreciated using the unit of
production method (UOP) or straight-line basis.
Deferred mining costs
Mainly comprises certain capitalised costs related to underground
mining as well as pre-production and in-production stripping
activities as outlined below. Deferred mining costs are amortised
using the UOP basis over the life of the ore body to which those
costs relate.
Deferred stripping costs
Stripping costs incurred in the development of a mine (or pit)
before production commences are capitalised as part of the cost of
constructing the mine (or pit) and subsequently amortised over the
life of the mine (or pit) on a UOP basis.
In-production stripping costs related to accessing an identifiable
component of the ore body to realise benefits in the form of
improved access to ore to be mined in the future (stripping activity
asset), are capitalised within deferred mining costs provided all
the following conditions are met:
(a) it is probable that the future economic benefit associated with
the stripping activity will be realised;
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(b) the component of the ore body for which access has been
improved can be identified; and
(c) the costs relating to the stripping activity associated with
the improved access can be reliably measured.
If all of the criteria are not met, the production stripping costs
are charged to the consolidated statement of income as they
are incurred.
The stripping activity asset is subsequently depreciated on a UOP
basis over the life of the identified component of the ore body
that became more accessible as a result of the stripping activity
and is then stated at cost less accumulated depreciation and any
accumulated impairment losses.
Internally generated intangibles are not capitalised. Instead, the
related expenditure is recognised in the consolidated statement of
income and other comprehensive income in the period in which
the expenditure is incurred.
Identifiable intangible assets with a finite life are amortised on a
straight-line basis over their expected useful life. The amortisation
method and period are reviewed annually and impairment
testing is undertaken when circumstances indicate the carrying
amount may not be recoverable. Other than goodwill which is not
depreciated, Glencore has no identifiable intangible assets with an
indefinite life.
The major categories of intangibles are amortised on a straight-line
basis as follows:
Biological assets
Biological assets are carried at their fair value less estimated selling
costs. Any changes in fair value less estimated selling costs are
included in the consolidated statement of income in the period in
which they arise.
Port allocation rights
Licences, trademarks and software
Royalty arrangements
Acquired offtake arrangements
30 – 40 years
3 – 20 years
30 – 40 years
5 – 10 years
Restoration, rehabilitation and decommissioning
Other investments
Restoration, rehabilitation and decommissioning costs arising from
the installation of plant and other site preparation work, discounted
using a risk adjusted discount rate to their net present value, are
provided for and capitalised at the time such an obligation arises.
The costs are charged to the consolidated statement of income over
the life of the operation through depreciation of the asset and the
unwinding of the discount on the provision.
Costs for restoration of subsequent site disturbance, which is
created on an ongoing basis during production, are provided for at
their net present values and charged to the consolidated statement
of income as extraction progresses.
Changes in the estimated timing of the rehabilitation or changes
to the estimated future costs are accounted for prospectively by
recognising an adjustment to the rehabilitation liability and a
corresponding adjustment to the asset to which it relates, provided
the reduction in the provision is not greater than the depreciated
capitalised cost of the related asset, in which case the capitalised
cost is reduced to nil and the remaining adjustment recognised in
the consolidated statement of income. In the case of closed sites,
changes to estimated costs are recognised immediately in the
consolidated statement of income.
Intangible assets
Intangible assets acquired separately are measured on initial
recognition at cost. The cost of intangible assets acquired in a
business combination is their fair value at the date of acquisition.
Following initial recognition, intangible assets are carried at
cost less any accumulated amortisation (calculated on a straight-
line basis over their useful lives) and accumulated impairment
losses, if any.
Equity investments, other than investments in Associates,
are recorded at fair value unless such fair value is not reliably
determinable in which case they are carried at cost. Changes in fair
value are recorded in the consolidated statement of income unless
they are classified as available for sale, in which case fair value
movements are recognised in other comprehensive income and are
subsequently recognised in the consolidated statement of income
when realised by sale or redemption, or when a reduction in fair
value is judged to be a significant or prolonged decline.
Impairment
Glencore conducts, at least annually, an internal review of asset
values which is used as a source of information to assess for any
indications of impairment. Formal impairment tests are carried out,
at least annually, for cash-generating units containing goodwill
and for all other non-current assets when events or changes in
circumstances indicate the carrying value may not be recoverable.
A formal impairment test involves determining whether the
carrying amounts are in excess of their recoverable amounts.
An asset’s recoverable amount is determined as the higher of its
fair value less costs of disposal and its value in use. Such reviews
are undertaken on an asset-by-asset basis, except where assets do
not generate cash flows independent of other assets, in which case
the review is undertaken at the CGU level.
If the carrying amount of an asset exceeds its recoverable amount,
an impairment loss is recorded in the consolidated statement of
income to reflect the asset at the lower amount.
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Glencore Annual Report 2015
123
Financial statements
Notes to the financial statements
1. ACCOUNTING POLICIES (continued)
Cash and cash equivalents
An impairment loss is reversed in the consolidated statement of
income if there is a change in the estimates used to determine
the recoverable amount since the prior impairment loss was
recognised. The carrying amount is increased to the recoverable
amount but not beyond the carrying amount net of depreciation
or amortisation which would have arisen if the prior impairment
loss had not been recognised. Goodwill impairments and
impairments of available for sale equity investments cannot
be subsequently reversed.
Provisions
Provisions are recognised when Glencore has a present obligation
(legal or constructive), as a result of past events, and it is probable
that an outflow of resources embodying economic benefits that can
be reliably estimated will be required to settle the liability.
The amount recognised as a provision is the best estimate of
the consideration required to settle the present obligation at the
balance sheet date, taking into account the risks and uncertainties
surrounding the obligation. Where a provision is measured using
the cash flow estimated to settle the present obligation, its carrying
amount is the present value of those cash flows (when the effect of
the time value of money is material).
Onerous contracts
An onerous contract is considered to exist where Glencore has
a contract under which the unavoidable costs of meeting the
obligations under the contract exceed the economic benefits
expected to be received from the contract. Present obligations
arising under onerous contracts are recognised and measured
as provisions.
Unfavourable contracts
An unfavourable contract is considered to exist when Glencore,
in a business combination, acquires a contract under which the
terms of the contract require Glencore to sell products or purchase
services on terms which are economically unfavourable compared
to current market terms at the time of the business combination.
Unfavourable contracts are recognised at the present value of
the economic loss and amortised into income over the term
of the contract.
Inventories
The vast majority of inventories held by the marketing activities
(“marketing inventories”) are valued at fair value less costs of
disposal with the remainder valued at the lower of cost or net
realisable value. Unrealised gains and losses from changes in
fair value are reported in cost of goods sold.
Inventories held by the industrial activities (“production
inventories”) are valued at the lower of cost or net realisable
value. Cost is determined using the first-in-first-out (“FIFO”)
or the weighted average method and comprises material costs,
labour costs and allocated production related overhead costs.
Financing and storage costs related to inventory are expensed
as incurred.
Cash and cash equivalents comprise cash held at bank, cash in
hand and short-term bank deposits with an original maturity
of three months or less. The carrying amount of these assets
approximates their fair value.
Financial instruments
Financial assets are classified as either financial assets at fair value
through profit or loss, loans and receivables, held-to-maturity
investments or available for sale financial assets depending
upon the purpose for which the financial assets were acquired.
Financial assets are initially recognised at fair value on the trade
date, including, in the case of instruments not recorded at fair
value through profit or loss, directly attributable transaction
costs. Subsequently, financial assets are carried at fair value (other
investments, derivatives and marketable securities) or amortised
cost less impairment (accounts receivable and advances and loans).
Financial liabilities other than derivatives are initially recognised
at fair value of consideration received net of transaction costs as
appropriate and subsequently carried at amortised cost.
Own shares
The cost of purchases of own shares is deducted from equity.
Where they are purchased, issued to employees or sold, no
gain or loss is recognised in the consolidated statement of
income. Such gains and losses are recognised directly in equity.
Any proceeds received on disposal of the shares or transfers to
employees are recognised in equity.
Derivatives and hedging activities
Derivative instruments, which include physical contracts to sell or
purchase commodities that do not meet the own use exemption, are
initially recognised at fair value when Glencore becomes a party to
the contractual provisions of the instrument and are subsequently
remeasured to fair value at the end of each reporting period.
Fair values are determined using quoted market prices, dealer price
quotations or using models and other valuation techniques, the key
inputs for which include current market and contractual prices for
the underlying instrument, time to expiry, yield curves, volatility
of the underlying instrument and counterparty risk.
Gains and losses on derivative instruments for which hedge
accounting is not applied, other than the revenue adjustment
mechanism embedded within provisionally priced sales, are
recognised in cost of goods sold.
Those derivatives qualifying and designated as hedges are
either (i) a Fair Value Hedge of the change in fair value of a
recognised asset or liability or an unrecognised firm commitment,
or (ii) a Cash Flow Hedge of the change in cash flows to be
received or paid relating to a recognised asset or liability
or a highly probable transaction.
A change in the fair value of derivatives designated as a Fair Value
Hedge is reflected together with the change in the fair value of the
hedged item in the consolidated statement of income.
124 Glencore Annual Report 2015
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A change in the fair value of derivatives designated as a Cash
Flow Hedge is initially recognised as a cash flow hedge reserve
in shareholders’ equity. The deferred amount is then released to
the consolidated statement of income in the same periods during
which the hedged transaction affects the consolidated statement
of income. Hedge ineffectiveness is recorded in the consolidated
statement of income when it occurs.
When a hedging instrument expires or is sold, or when a hedge
no longer meets the criteria for hedge accounting, any cumulative
gain or loss existing in equity at that time remains in shareholders’
equity and is recognised in the consolidated statement of
income when the committed or forecast transaction is ultimately
recognised in the consolidated statement of income. However,
if a forecast or committed transaction is no longer expected to
occur, the cumulative gain or loss that was recognised in equity is
immediately transferred to the consolidated statement of income.
A derivative may be embedded in a “host contract”. Such
combinations are known as hybrid instruments and at the date
of issuance, the embedded derivative is separated from the host
contract and accounted for as a standalone derivative if the
criteria for separation are met. The host contract is accounted
for in accordance with its relevant accounting policy.
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 Glencore’s 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,
ferroalloys, 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, including investments in coal mining and oil
production operations, ports, vessels and storage facilities; and
• 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: consolidated statement of income amount
represents unallocated Group related expenses (including variable
pool bonus charges). 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 other associates
and joint ventures, dividend income and the attributable share
of underlying Adjusted EBIT/EBITDA of certain associates and
joint ventures which are accounted for internally by means of
proportionate consolidation.
The accounting policies of the operating segments are the same as
those described in note 1 with the exception of certain associates
and joint ventures. Under IFRS 11, Glencore’s investments in the
Antamina copper/zinc mine (34% owned) and the Cerrejón coal
mine (33% owned) are considered to be associates as they are
not subject to joint control and the Collahuasi copper mine (44%
owned) is considered to be a joint venture. Associates and joint
ventures are required to be accounted for in Glencore’s financial
statements under the equity method. For internal reporting and
analysis, Glencore evaluates the performance of these investments
under the proportionate consolidation method reflecting Glencore’s
proportionate share of the revenues, expenses, assets and liabilities
of the investments. The balances as presented for internal reporting
purposes are reconciled to Glencore’s statutory disclosures as
outlined in the following tables.
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Glencore Annual Report 2015
125
Financial statements
Notes to the financial statements
2. SEGMENT INFORMATION (continued)
Glencore accounts for intra-segment sales and transfers where applicable as if the sales or transfers were to third parties, i.e. at arm’s
length commercial terms.
2015
US$ million
Revenue – Marketing activities1
Revenue – Industrial activities
Revenue
Marketing activities
Adjusted EBITDA
Depreciation and amortisation
Adjusted EBIT
Industrial activities
Adjusted EBITDA
Depreciation and amortisation2
Adjusted EBIT
Total adjusted EBITDA
Depreciation and amortisation
Total adjusted EBIT
Significant items3
Other expense – net4
Share of associates’ exceptional items5
Unrealised intergroup loss elimination adjustments
and other6
Interest expense – net7
(Losses)/gains on disposals and investments8
Income tax expense9
Loss for the year
Metals and
minerals
Energy
products
Agricultural
products
Corporate
and other
41,151
24,782
65,933
1,280
(25)
1,255
4,030
(3,882)
148
5,310
(3,907)
1,403
75,206
8,406
83,612
826
(48)
778
2,269
(2,357)
(88)
3,095
(2,405)
690
20,617
2,529
23,146
584
(123)
461
150
(87)
63
734
(210)
524
–
4
4
(30)
–
(30)
(415)
–
(415)
(445)
–
(445)
Total
136,974
35,721
172,695
2,660
(196)
2,464
6,034
(6,326)
(292)
8,694
(6,522)
2,172
(7,998)
(88)
445
(1,391)
(994)
(260)
(8,114)
1 Balance is net of intra-segment sales arising from transactions between the Industrial and Marketing activities. Metals and minerals segment: $17,843 million, Energy products
segment $2,318 million and Agricultural products $1,847 million.
2 Includes an adjustment of $687 million to depreciation and amortisation expenses related to presenting certain associates and joint ventures on a proportionate consolidation basis.
Metals and minerals segment: $501 million and Energy products segment $186 million, see reconciliation table below.
3 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 Glencore’s results.
4 See note 4.
5 Share of associates’ exceptional items comprise Glencore’s share of exceptional charges booked directly by various associates, predominantly Century.
6 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. Management assesses segment performance prior to any such adjustments, as if the sales were to
third parties.
7 Includes an adjustment for net finance costs of $3 million related to presenting certain associates and joint ventures on a proportionate consolidation basis. Metals and minerals
segment: net finance costs of $9 million and Energy products segment net finance costs of $6 million, see reconciliation table below.
8 See note 3.
9 Includes an adjustment of $162 million to income tax expenses related to presenting certain associates and joint ventures on a proportionate consolidation basis. Metals and minerals
segment: $103 million and Energy products segment $59 million, see reconciliation table below.
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2014
US$ million
Revenue – Marketing activities1
Revenue – Industrial activities
Revenue
Marketing activities
Adjusted EBITDA
Depreciation and amortisation
Adjusted EBIT
Industrial activities
Adjusted EBITDA
Depreciation and amortisation2
Adjusted EBIT
Total adjusted EBITDA
Depreciation and amortisation
Total adjusted EBIT
Significant items3
Other expense – net4
Share of associates’ exceptional items5
Unrealised intergroup profit elimination
adjustments and other6
Interest expense – net7
(Losses)/gains on disposals and investments8
Income tax expense9
Income for the year
Metals and
minerals
35,025
31,025
66,050
Energy
products
120,863
11,117
131,980
1,545
(30)
1,515
7,077
(3,403)
3,674
8,622
(3,433)
5,189
565
(41)
524
2,841
(2,355)
486
3,406
(2,396)
1,010
Agricultural
products
Corporate
and other
22,523
3,298
25,821
996
(140)
856
213
(77)
136
1,209
(217)
992
–
132
132
(105)
–
(105)
(368)
(12)
(380)
(473)
(12)
(485)
Total
178,411
45,572
223,983
3,001
(211)
2,790
9,763
(5,847)
3,916
12,764
(6,058)
6,706
(1,073)
(74)
(221)
(1,457)
715
(2,152)
2,444
1 Balance is net of intra-segment sales arising from transactions between the Industrial and Marketing activities. Metals and minerals segment: $23,902 million, Energy products
segment $3,275 million and Agricultural products $2,315 million.
2 Includes an adjustment of $610 million to depreciation and amortisation expenses related to presenting certain associates and joint ventures on a proportionate consolidation basis.
Metals and minerals segment: $430 million and Energy products segment $180 million, see reconciliation table below.
3 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 Glencore’s results.
4 See note 4.
5 Share of associates’ exceptional items comprise Glencore’s share of exceptional charges booked directly by various associates, predominantly Lonmin, relating mainly to various costs
incurred in connection with the prolonged platinum strikes in South Africa.
6 Comprises the required adjustment to eliminate unrealised profit or losses arising on intergroup transactions of $187 million. For Glencore, such adjustments arise on the sale of
product, in the ordinary course of business, from its Industrial operations to its Marketing arm. Management assesses segment performance prior to any such adjustments, as if the
sales were to third parties. The balance comprises an adjustment of $34 million arising from losses incurred as a result of typhoon Haiyan in the Philippines.
7 Includes an adjustment for net finance costs of $14 million related to presenting certain associates and joint ventures on a proportionate consolidation basis. Metals and minerals
segment: net finance costs of $18 million and Energy products segment net finance costs of $4 million, see reconciliation table below.
8 See note 3.
9 Includes an adjustment of $343 million to income tax expenses related to presenting certain associates and joint ventures on a proportionate consolidation basis. Metals and minerals
segment: $266 million and Energy products segment $77 million, see reconciliation table below.
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Financial statements
Notes to the financial statements
2. SEGMENT INFORMATION (continued)
2015
US$ million
Current assets
Current liabilities
Allocatable current capital employed
Property, plant and equipment
Intangible assets
Investments in associates and other investments
Non-current advances and loans
Allocatable non-current capital employed
Other assets1
Other liabilities2
Total net assets
Capital expenditure – Marketing activities
Capital expenditure – Industrial activities3
Capital expenditure
Metals and
minerals
Energy
products
Agricultural
products
Corporate
and other
21,707
(10,848)
10,859
34,665
3,695
8,088
1,414
47,862
12,131
(15,913)
(3,782)
23,443
2,915
3,926
1,369
31,653
5,720
(2,685)
3,035
2,836
889
628
114
4,467
58,721
27,871
7,502
81
4,149
4,230
17
1,303
1,320
146
98
244
(106)
(309)
(415)
334
17
–
108
459
4,592
(57,387)
(52,751)
–
163
163
Total
39,452
(29,755)
9,697
61,278
7,516
12,642
3,005
84,441
4,592
(57,387)
41,343
244
5,713
5,957
1 Other assets include deferred tax assets, marketable securities and cash and cash equivalents.
2 Other liabilities include borrowings, non-current deferred income, deferred tax liabilities, non-current provisions and non-current financial liabilities.
3 Includes an adjustment of $328 million to capital expenditure related to presenting certain associates and joint ventures on a proportionate consolidation basis. Metals and minerals
segment: $292 million and Energy products segment $36 million, see reconciliation table below.
2014
US$ million
Current assets
Current liabilities
Allocatable current capital employed
Property, plant and equipment
Intangible assets
Investments in associates and other investments
Non-current advances and loans
Allocatable non-current capital employed
Other assets1
Other liabilities2
Total net assets
Capital expenditure – Marketing activities
Capital expenditure – Industrial activities3
Capital expenditure
Metals and
minerals
Energy
products
Agricultural
products
Corporate
and other
29,620
(11,334)
18,286
38,663
3,728
9,660
1,834
53,885
14,433
(17,264)
(2,831)
28,039
4,097
3,561
2,518
38,215
6,758
(2,870)
3,888
2,899
902
525
138
4,464
72,171
35,384
8,352
47
6,675
6,722
60
2,234
2,294
162
87
249
(447)
(474)
(921)
509
139
–
107
755
4,522
(68,783)
(64,427)
–
262
262
Total
50,364
(31,942)
18,422
70,110
8,866
13,746
4,597
97,319
4,522
(68,783)
51,480
269
9,258
9,527
1 Other assets include deferred tax assets, marketable securities and cash and cash equivalents.
2 Other liabilities include borrowings, non-current deferred income, deferred tax liabilities, non-current provisions and non-current financial liabilities.
3 Includes an adjustment of $467 million to capital expenditure related to presenting certain associates and joint ventures on a proportionate consolidation basis. Metals and minerals
segment: $368 million and Energy products segment $99 million, see reconciliation table below.
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The reconciliation of certain associates’ and joint ventures’ Adjusted EBIT to ‘Share of net income from associates and joint ventures’ for
the years ended 31 December 2015 and 2014 is as follows:
2015
US$ million
Revenue
Revenue
Impact of presenting certain associates and joint ventures
on a proportionate consolidation basis
Revenue – reported measure
Share of income from certain associates and joint ventures
Associates’ and joint ventures’ Adjusted EBITDA
Depreciation and amortisation
Associates’ and joint ventures’ Adjusted EBIT
Net finance costs
Income tax expense
Net finance costs and income tax expense
Share of income/(loss) from certain associates and
joint ventures
Share of (loss)/income from other associates
Share of income/(loss) from associates and joint ventures1
Metals and
minerals
Energy
products
Agricultural
products
Corporate
and other
65,933
83,612
23,146
(1,578)
64,355
(620)
82,992
–
23,146
806
(501)
305
9
(103)
(94)
211
(35)
176
189
(186)
3
(6)
(59)
(65)
(62)
(15)
(77)
–
–
–
–
–
–
–
2
2
244
–
244
Total
172,695
(2,198)
170,497
995
(687)
308
3
(162)
(159)
149
(48)
101
5,957
(328)
5,629
4
–
4
–
–
–
–
–
–
–
–
–
163
–
163
Capital expenditure
Capital expenditure
Impact of presenting certain associates and joint ventures
on a proportionate consolidation basis
Capital expenditure – reported measure
4,230
1,320
(292)
3,938
(36)
1,284
1 Comprises share in earnings of $80 million from industrial activities and $21 million from marketing activities.
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Financial statements
Notes to the financial statements
2. SEGMENT INFORMATION (continued)
2014
US$ million
Revenue
Revenue
Impact of presenting certain associates and joint ventures
on a proportionate consolidation basis
Revenue – reported measure
Share of income from certain associates and joint ventures
Associates’ and joint ventures’ Adjusted EBITDA
Depreciation and amortisation
Associates’ and joint ventures’ Adjusted EBIT
Net finance costs
Income tax expense
Net finance costs and income tax expense
Share of income/(loss) from certain associates and
joint ventures
Share of (loss)/income from other associates
Share of income from associates and joint ventures1
Capital expenditure
Capital expenditure
Impact of presenting certain associates and joint ventures
on a proportionate consolidation basis
Capital expenditure – reported measure
Metals and
minerals
Energy
products
Agricultural
products
Corporate
and other
66,050
131,980
25,821
(2,156)
63,894
(754)
131,226
–
25,821
1,292
(430)
862
18
(266)
(248)
614
(36)
578
6,722
(368)
6,354
260
(180)
80
(4)
(77)
(81)
(1)
3
2
2,294
(99)
2,195
–
–
–
–
–
–
–
58
58
249
–
249
132
–
132
–
–
–
–
–
–
–
–
–
262
–
262
Total
223,983
(2,910)
221,073
1,552
(610)
942
14
(343)
(329)
613
25
638
9,527
(467)
9,060
1 Comprises share in earnings of $571 million from industrial activities and $67 million from marketing activities.
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Adjusted EBIT is revenue less cost of goods sold and selling and administrative expenses plus share of income from associates and
joint ventures, dividend income and the attributable share of underlying Adjusted EBIT of certain associates and joint ventures.
Adjusted EBITDA consists of Adjusted EBIT plus depreciation and amortisation. The reconciliation of Adjusted EBIT/EBITDA to the
reported measures is as follows:
US$ million
Reported measures
Revenue
Cost of goods sold
Selling and administrative expenses
Share of associates and joint ventures
Dividend income
Adjustments to reported measures
Share of associates exceptional items
Unrealised intergroup (loss)/profit elimination
Net finance and income tax expense impact of presenting certain associates
and joint ventures on a proportionate consolidation basis
Adjusted EBIT
Depreciation and amortisation
Depreciation impact of presenting certain associates and joint ventures
on a proportionate consolidation basis
Adjusted EBITDA
Geographical information
US$ million
Revenue from third parties1
The Americas
Europe
Asia
Africa
Oceania
Non-current assets2
The Americas
Europe
Asia
Africa
Oceania
2015
2014
170,497
(166,982)
(1,271)
101
25
2,370
88
(445)
(357)
159
2,172
5,835
687
8,694
221,073
(214,344)
(1,304)
638
19
6,082
74
221
295
329
6,706
5,448
610
12,764
2015
2014
32,985
54,857
64,298
6,286
12,071
47,274
70,595
86,619
8,206
8,379
170,497
221,073
22,663
8,447
5,416
19,841
23,764
80,131
23,471
9,316
5,922
23,642
28,899
91,250
1 Revenue by geographical destination is based on the country of incorporation of the sales counterparty, however this may not necessarily be the country of the counterpart’s ultimate
parent and/or final destination of product.
2 Non-current assets are non-current assets excluding other investments, advances and loans and deferred tax assets.
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Financial statements
Notes to the financial statements
3. (LOSSES)/GAINS ON DISPOSALS AND INVESTMENTS
US$ million
Loss on cessation of control of Optimum
Loss on distribution of interest in Lonmin
Gain on sale of other operations
Total
Optimum
2015
(1,034)
(256)
296
(994)
2014
–
–
715
715
In August 2015, the directors of Optimum Coal resolved to commence business rescue proceedings and place the company under the
control and supervision of the business rescue practitioners, resulting in the Group ceasing to have control over Optimum. In December,
the business rescue practitioners reached agreement to sell the business, which is expected to close by H1 2016. Due to cessation of control
of Optimum, the net assets were deconsolidated, with the fair value of such determined to be $nil, being the estimated amount to be
received following the sale. As a result, a loss of $1,034 million was recognised, which includes $311 million of foreign currency translation
losses previously recognised in equity and $152 million of related impairments (see note 24).
Lonmin
On 9 June 2015, following approval by shareholders at the Annual General Meeting, Glencore completed the in specie distribution of its
23.9% stake in Lonmin plc. Based on the closing Lonmin share price (a Level 1 valuation technique) at the time of distribution, its fair value
was determined to be $298 million and as a result, a $256 million loss on disposal of the investment was recognised (see notes 10 and 17).
Other
Gain on sale of other operations arises primarily from the disposals of the Tampakan and Falcondo operations in August 2015, which
resulted in a net gain of $192 million and $87 million respectively (see note 24). In 2014, the gain on sale of other operations comprised
the gain of $715 million from the Las Bambas sale transaction. Tax of $531 million was paid upon completion, resulting in a net gain of
$184 million.
4. OTHER EXPENSE – NET
US$ million
Impairments
Changes in mark-to-market valuations on investments held for trading – net
Notes
5
Net foreign exchange losses
Loss on metal leak
Legal settlement
Acquisition related expenses
Gain/(loss) on bond buy-backs
Other expense – net1
Total
2015
(7,120)
(262)
(173)
(235)
(89)
–
35
(154)
(7,998)
2014
(1,101)
134
(76)
–
–
(10)
(95)
75
(1,073)
1 ‘Other expense – net’ for the year ended 31 December 2015 mainly comprises restructuring and closure costs of $142 million. ‘Other expense – net’ for the year ended 31 December
2014 comprises a $75 million gain on disposal of property, plant and equipment.
Together with foreign exchange movements 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
and restructuring and closure costs.
Changes in mark-to-market valuations on investments held for trading – net
Primarily relates to movements on interests in investments classified as held for trading and carried at fair value, with Glencore’s interest
in Volcan Compania Minera S.A.A. and Century Aluminum Company cash-settled equity swaps accounting for the majority of the
movement (see note 10).
Loss from metal leak
In December 2014, a metal leak in Line 1 of the metallurgical plant at Koniambo was detected and the related production suspended.
Following an extensive investigation during H1 2015, it was determined that the furnace would need to be rebuilt/repaired at a cost of
approximately $60 million and incremental net operating costs of an additional $175 million were incurred in relation to this incident.
A claim for reimbursement of costs has been made under available insurance policies, whereby any associated recoveries will be
recognised as the claim progresses.
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Legal settlement
In April 2015, OMV Petrom was awarded $89 million related to a dispute over oil deliveries in the early 1990s. Glencore has appealed
the ruling.
Acquisition related expenses
2014 acquisition related expenses were incurred in connection with prior year acquisitions (see note 24).
Gain/(loss) on bond buy-backs
In 2015, Glencore acquired $564 million of outstanding bonds, at a discount to their carrying values, realising a gain of $35 million
(see note 19).
In 2014, Glencore tendered for and cancelled 25% of its outstanding convertible bonds and Canadian dollar bonds originally issued by
the Viterra Group (acquired by Glencore in 2012), booking the ’premium’ over book carrying value as an expense of $70 million and
$25 million respectively.
5. IMPAIRMENTS
US$ million
Property, plant and equipment and intangible assets
Investments
Advances and loans – non current
Trade advances and deposits
Non-current inventory and other1
Total impairments2
Notes
7/8
10
11
13
2015
(6,028)
(209)
(455)
(359)
(69)
(7,120)
2014
(886)
(135)
–
–
(80)
(1,101)
1 These items, if classified by function of expense would be recognised in cost of goods sold.
2 Impairments recognised during the year are allocated to Glencore’s operating segments as follows: Metals and minerals $5,135 million (2014: $791 million), Energy products
$1,969 million (2014: $247 million) and Agricultural products $16 million (2014: $63 million).
As part of a regular portfolio review, Glencore carries out an assessment of whether there is an indication of asset impairment or whether
a previously recorded impairment may no longer be required.
The recoverable amounts of the property, plant and equipment and intangible assets were measured based on fair value less costs of
disposal (“FVLCD”), determined by discounted cash flow techniques based on the most recent approved financial budgets and three year
business plans, which are underpinned and supported by life of mine plans of the respective operations. The valuation models use the
most recent reserve and resource estimates, relevant cost assumptions generally based on past experience and where possible, market
forecasts of commodity price and foreign exchange rate assumptions discounted using operation specific discount rates ranging from
6% – 12% (2014: 5.5% – 13%). The valuations remain sensitive to price and further deterioration/improvements in the pricing outlook may
result in additional impairments/reversals. The determination of FVLCD uses Level 3 valuation techniques for both years.
As a result of the regular impairment assessment, the following significant impairment charges resulted:
2015
Property, plant and equipment and intangible assets
• Following the sharp decline in oil prices in 2015, significant amendments were made to Chad’s work programme, with the objective
of preserving value for the long term, while reducing cash outlays in the near term. This included changes to the fields’ capex and
production profiles and significantly reducing the number of drilling rigs in operation. As a result, the carrying value of these fields/
blocks (Energy products segment) was impaired by $1,031 million, to their estimated recoverable amount of $2,012 million. The valuation
remains sensitive to price and further deterioration in the pricing outlook may result in additional impairment. The short- to long-term
oil price assumptions used in the valuation were between $40 – $80 per barrel.
• Upon further review and evaluation of the exploration activities on the Tilapia licence in Cameroon (Energy product segment) it was
determined that the technical risk of continuing to evaluate/develop the field was unacceptably high and as a result, the full carrying
value of $27 million was impaired.
• As a result of the current subdued coking coal market and resulting weak shorter-term price outlook, the Oaky Creek coking coal
operations (Energy products segment) were determined to be impaired by $240 million, to their estimated recoverable amount of
$959 million, given the relatively short life of one of the relevant mines. The valuation remains sensitive to coking coal prices and further
deterioration in the pricing outlook may result in additional impairment. The short- to long-term coking coal price assumptions used in
the valuation were between $81 – $135 per metric tonne.
• In Q4 2015, it was determined, for the foreseeable future, to defer the Blakefield North coal project and place the Ravensworth
underground coal operations (Energy products segment) on care and maintenance. As a result, the full carrying value of these projects
($82 million) was impaired.
Glencore Annual Report 2015
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Financial statements
Notes to the financial statements
5. IMPAIRMENTS (continued)
• Due to continued subdued current and long-term nickel prices and the ongoing operational and technical challenges at the Koniambo
processing plant, it was determined, post significant line one furnace redesign/repair work, to operate only one processing line (of two)
for an extended period of time until it proves itself to be technically robust. As a result of this updated plan and reflecting the lower
nickel price environment, Koniambo (Metal and minerals segment) was written down to its recoverable value of $917 million, resulting
in a $3,989 million impairment. The valuation remains sensitive to price and further deterioration in the pricing outlook may result in
additional impairment. The short- to long-term nickel prices used in the valuation were between $12,500 – $16,000 per metric tonne.
• Sherwin Alumina (Metal and minerals segment) is an alumina production facility located in Corpus Christi, USA. Adverse market
conditions resulted in a decrease in its valuation to an estimated recoverable value of $nil and, as a result, an impairment of $128 million
was recognised. Since January 2016, Sherwin has been under United States Chapter 11 proceedings.
• Kabanga (Metal and minerals segment) is an undeveloped nickel deposit in Tanzania, in which Glencore has a 50% interest. Over the
past year, a sales process was undertaken to find a potential buyer. No acceptable bids were received and as a result the project was
written down to $nil, reflective of the lower nickel price environment noted above, resulting in an impairment of $115 million.
• Following a strategic review of the Komarovskoe (within Kazzinc) gold mining deposit (Metal and minerals segment) it was determined
to cease further development and, as a result, the full carrying value of $70 million was impaired.
• Following the placing of Eland Platinum (Metal and minerals segment) on care and maintenance in October 2015 and a further
deterioration in platinum prices, it was determined that its recoverable value was $nil and, as a result, an impairment of $77 million
was recognised.
• The London Metal Exchange (“LME”) proposed changes to its warehousing regulations in a further attempt to reduce metal queues via
increasing load-out rates and capping longer-term rental income streams. These amendments are anticipated to be enacted in H1 2016.
As a result, the goodwill of $169 million relating to the Pacorini metals warehousing business (Metals and minerals segment) was
impaired by $119 million to a recoverable value of $50 million (see notes 8 and 9).
• The balance of the property, plant and equipment related impairment charges (none of which were individually material) arose due
to changes in production and development plans and resulted in impairments of $85 million and $65 million being recognised in our
Metals and minerals and Energy products segments respectively.
Investments
Based on lower mid- to long-term aluminium price assumptions, it was determined that the recoverable value of our investment in
Century Aluminum Company was $592 million with a resulting impairment of $162 million. The recoverable amount was determined
using similar valuation techniques and inputs described above. The valuation remains sensitive to price and further deterioration in the
pricing outlook may result in additional impairment. The short- to long-term aluminium prices used in the valuation were between
$1,550 – $1,790 per metric tonne.
2014
Property, plant and equipment and intangible assets
• Following the steep decline in iron ore prices and the decision to suspend development at our Mauritanian and Congo iron ore
operations (Metals and minerals segment), their carrying values were impaired by $431 million, to their estimated recoverable value of
$50 million.
• Upon further review and evaluation of our exploration activities at the Matanda Oil field in Cameroon (Energy product segment), it was
determined that the technical risk of continuing to evaluate/develop the field was unacceptably high and as a result, the full carrying
value of $212 million was impaired.
• The continued challenging platinum market conditions resulted in the carrying value of our South African platinum operations (Metals
and minerals segment) being written down to their estimated recoverable value, resulting in an impairment charge of $146 million
being recognised.
• The balance of the property, plant and equipment related impairment charges (none of which were individually material) arose due to
changes in production and development plans and resulted in impairments of $53 million, $26 million and $18 million being recognised
in our Agricultural products, Energy products and Metals and minerals segments respectively.
Investments
In 2014, our investment in the El Aouj Joint Venture, Mauritania was impaired by $58 million, in relation to iron ore prices and the
associated development activity. In addition, an impairment charge of $77 million was recognised related to a copper minority investment,
Mineracao Caraiba S.A., in Brazil, due to operational challenges. Post these charges, the estimated recoverable values of these investments
amounted to $51 million and $28 million respectively. The recoverable amounts of the investments were determined using similar
valuation techniques and inputs as described above.
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6. INCOME TAXES
Income taxes consist of the following:
US$ million
Current income tax expense
Deferred income tax credit/(expense)
Total tax expense
2015
(443)
345
(98)
2014
(1,447)
(362)
(1,809)
The effective Group tax rate is different from the statutory Swiss income tax rate applicable to the Company for the following reasons:
US$ million
(Loss)/income before income taxes and attribution
Less: Share of income from associates and joint ventures
Parent Company’s and subsidiaries’ (loss)/income before income tax and attribution
Income tax (expense)/credit calculated at the Swiss income tax rate
Tax effects of:
Different tax rates from the standard Swiss income tax rate
Tax exempt income
Items not tax deductible
Foreign exchange fluctuations
Changes in tax rates
Utilisation and changes in recognition of tax losses and temporary differences1
Other
Income tax expense
1 2014 includes $636 million of available capital deductions not previously recognised.
Deferred taxes as at 31 December 2015 and 2014 are attributable to the items detailed in the table below:
2015
(8,016)
(101)
(8,117)
1,218
(154)
341
(1,042)
(307)
44
(199)
1
(98)
2014
4,253
(638)
3,615
(542)
(971)
150
(488)
(851)
(20)
915
(2)
(1,809)
US$ million
Deferred tax assets1
Tax losses carried forward
Other
Total
Deferred tax liabilities1
Depreciation and amortisation
Mark-to-market valuations
Other
Total
Total deferred tax – net
Reconciliation of deferred tax – net
1 January
Recognised in income for the year
Recognised in other comprehensive income
Business combination
Disposal and loss of control of subsidiaries
Effect of foreign currency exchange movements
Other
31 December
Notes
2015
2014
1,680
166
1,846
(5,483)
(238)
(56)
(5,777)
(3,931)
(4,768)
345
(77)
17
205
349
(2)
1,417
250
1,667
(5,894)
(87)
(454)
(6,435)
(4,768)
(4,593)
(362)
86
(52)
–
156
(3)
(3,931)
(4,768)
24
24
1 Asset and liability positions in the same category reflect the impact of tax assets and liabilities arising in local tax jurisdictions that cannot be offset against tax assets and liabilities
arising in other tax jurisdictions.
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Financial statements
Notes to the financial statements
6. INCOME TAXES (continued)
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 31 December 2015, $3,736 million (2014: $3,355 million) of deferred tax assets related to available loss carry forwards have been
brought to account, of which $1,680 million (2014: $1,417 million) are disclosed as deferred tax assets with the remaining balance being
offset against deferred tax liabilities arising in the same respective entity. $1,149 million (2014: $528 million) of net deferred tax assets arise
in entities that have been loss making for tax purposes in either 2015 or 2014. In evaluating whether it is probable that taxable profits will
be earned in future accounting periods prior to any tax loss expiry as may be the case, all available evidence was considered, including
approved budgets, forecasts and business plans and, in certain cases, analysis of historical operating results. These forecasts are consistent
with those prepared and used internally for business planning and impairment testing purposes. Following this evaluation, it was
determined there would be sufficient taxable income generated to realise the benefit of the deferred tax assets and that no reasonably
possible change in any of the key assumptions would result in a material reduction in forecast headroom of tax profits so that the
recognised deferred tax asset would not be realised.
Available gross tax losses carried forward and deductible temporary differences, for which no deferred tax assets have been recognised in
the consolidated financial statements, are detailed below and will expire as follows:
US$ million
1 year
2 years
3 years
Thereafter1
Unlimited
Total
2015
153
69
534
1,717
1,444
3,917
2014
204
49
38
2,543
1,022
3,856
1 2015 excludes gross tax losses of $14.5 billion recognised in the standalone entity accounts of Glencore plc.
As at 31 December 2015, unremitted earnings of $41,285 million (2014: $63,245 million) have been retained by subsidiaries and associates
for reinvestment. No provision is made for income taxes that would be payable upon the distribution of such earnings.
7. PROPERTY, PLANT AND EQUIPMENT
US$ million
Gross carrying amount:
1 January 2015
Restatement1
1 January 2015 (Restated)
Business combination
Disposals and cessation of
control of subsidiaries
Additions
Disposals
Effect of foreign currency
exchange movements
Other movements
31 December 2015
Accumulated depreciation
and impairment:
1 January 2015
Disposals and cessation of
control of subsidiaries
Depreciation
Disposals
Impairments
Effect of foreign currency
exchange movements
Other movements
31 December 2015
Net book value 31 December 2015
Notes
Freehold land
and buildings
Plant and
equipment
Mineral and
petroleum rights
Exploration and
evaluation
Deferred
mining costs
24
24
24
5
5,568
–
5,568
85
(125)
121
(34)
(131)
(158)
5,326
775
(22)
251
(6)
18
(16)
(5)
995
4,331
52,840
–
52,840
201
(597)
4,534
(476)
(1,300)
835
56,037
10,405
(166)
4,168
(416)
5,147
(227)
156
19,067
36,970
23,416
(911)
22,505
–
(541)
428
(14)
(843)
(956)
1,285
911
2,196
–
–
147
–
–
(6)
20,579
2,337
2,887
(89)
1,028
(5)
641
(102)
(36)
4,324
16,255
681
–
–
–
74
–
29
784
1,553
2,330
–
2,330
–
–
355
(4)
–
319
3,000
581
–
259
–
–
–
(9)
831
2,169
Total
85,439
–
85,439
286
(1,263)
5,585
(528)
(2,274)
34
87,279
15,329
(277)
5,706
(427)
5,880
(345)
135
26,001
61,278
1 Adjusted for the final fair value adjustments in relation to the acquisition of Caracal (see note 24).
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US$ million
Gross carrying amount:
1 January 2014
Business combination
Disposal of subsidiaries
Additions
Disposals
Effect of foreign currency
exchange movements
Other movements
31 December 2014
Accumulated depreciation
and impairment:
1 January 2014
Depreciation
Disposal of subsidiaries
Disposals
Impairments
Effect of foreign currency
exchange movements
Other movements
31 December 2014
Net book value 31 December 2014
Notes
Freehold land
and buildings
Plant and
equipment
Mineral and
petroleum rights
Exploration and
evaluation
Deferred
mining costs
24
24
24
5
5,301
37
(1)
138
(28)
(83)
204
5,568
542
245
–
(9)
20
(8)
(15)
775
4,793
47,782
302
(28)
6,847
(348)
(611)
(1,104)
52,840
6,835
3,699
(14)
(231)
257
(83)
(58)
10,405
42,435
21,392
723
–
354
(14)
(329)
379
22,505
1,866
1,144
–
–
39
(26)
(136)
2,887
19,618
823
1,115
(74)
245
(60)
–
147
2,196
130
–
–
(58)
555
–
54
681
1,515
1,417
–
–
487
(3)
–
429
2,330
109
224
–
(1)
–
–
249
581
1,749
Total
76,715
2,177
(103)
8,071
(453)
(1,023)
55
85,439
9,482
5,312
(14)
(299)
871
(117)
94
15,329
70,110
Plant and equipment includes expenditure for construction in progress of $5,011 million (2014: $9,862 million) and a net book value of
$596 million (2014: $536 million) of obligations recognised under finance lease agreements. Mineral and petroleum rights include biological
assets of $71 million (2014: $98 million). Depreciation expenses included in cost of goods sold are $5,683 million (2014: $5,287 million) and
in selling and administrative expenses $23 million (2014: $25 million).
During 2015, $163 million (2014: $348 million) of interest was capitalised, $163 million (2014: $263 million) within property, plant and
equipment and $nil within assets held for sale (2014: $85 million). With the exception of project specific borrowings, the rate used to
determine the amount of borrowing costs eligible for capitalisation was 2.9% (2014: 3.3%).
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Financial statements
Notes to the financial statements
Goodwill
Port allocation
rights
Licences,
trademarks and
software
Royalty and
acquired offtake
arrangements
14,122
–
–
–
–
–
14,122
8,124
–
–
119
–
–
–
8,243
5,879
2,369
(670)
–
–
(479)
32
1,252
94
(46)
42
–
–
(23)
–
67
1,185
365
–
26
(2)
(10)
15
394
111
–
29
29
(2)
(7)
(4)
156
238
485
(116)
18
(73)
(9)
13
318
146
(28)
58
–
(70)
(5)
3
104
214
Goodwill
Port allocation
rights
Licences,
trademarks
and software
Royalty and
acquired offtake
arrangements
14,122
2,604
–
–
–
–
–
14,122
8,124
–
–
–
–
–
8,124
5,998
–
–
–
(235)
–
2,369
57
44
–
–
(7)
–
94
2,275
326
1
17
(26)
(5)
52
365
69
35
15
(21)
(1)
14
111
254
438
12
11
(2)
(3)
29
485
82
57
–
(2)
–
9
146
339
Total
17,341
(786)
44
(75)
(498)
60
16,086
8,475
(74)
129
148
(72)
(35)
(1)
8,570
7,516
Total
17,490
13
28
(28)
(243)
81
17,341
8,332
136
15
(23)
(8)
23
8,475
8,866
8. INTANGIBLE ASSETS
US$ million
Cost:
1 January 2015
Disposal and cessation of control of subsidiaries1
Additions
Disposals
Effect of foreign currency exchange movements
Other movements
31 December 2015
Accumulated amortisation and impairment:
1 January 2015
Disposal and cessation of control of subsidiaries1
Amortisation expense2
Impairment3
Disposals
Effect of foreign currency exchange movements
Other movements
31 December 2015
Net carrying amount 31 December 2015
1 See note 24.
2 Recognised in cost of goods sold.
3 See note 5.
US$ million
Cost:
1 January 2014
Business combination1
Additions
Disposals
Effect of foreign currency exchange movements
Other movements
31 December 2014
Accumulated amortisation and impairment:
1 January 2014
Amortisation expense2
Impairment3
Disposals
Effect of foreign currency exchange movements
Other movements
31 December 2014
Net carrying amount 31 December 2014
1 See note 24.
2 Recognised in cost of goods sold.
3 See note 5.
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Goodwill
The carrying amount of goodwill has been allocated to cash-generating units (CGUs), or groups of CGUs as follows:
US$ million
Grain marketing business
Metals and minerals marketing businesses
Coal marketing business
Metals warehousing business
Total
Grain marketing business
2015
829
3,326
1,674
50
5,879
2014
829
3,326
1,674
169
5,998
Goodwill of $829 million (2014: $829 million) was recognised in previous business combinations attributable to synergies associated with
the grain marketing division CGU.
Metals and minerals and coal marketing businesses
Goodwill of $3,326 million and $1,674 million was recognised in connection with previous business combinations and was allocated to the
metals and minerals marketing and coal marketing CGUs respectively, based on the annual synergies expected to accrue to the respective
marketing departments as a result of increased volumes, blending opportunities and freight and logistics arbitrage opportunities.
Metals warehousing business
As a result of the proposed changes to the LME warehousing regulations, the goodwill balance of $169 million was impaired to $50 million
(see note 5).
Port allocation rights
Port allocation rights represent contractual entitlements to export certain amounts of coal on an annual basis from Richard Bay Coal
Terminal in South Africa, recognised as part of previous business combinations. The rights are amortised on a straight-line basis over the
estimated economic life of the port of 40 years.
Licences, trademarks and software
Intangibles related to internally developed technology and patents were recognised in previous business combinations and are amortised
over the estimated economic life of the technology which ranges between 10 – 15 years.
Royalty and acquired offtake arrangements
The fair value of a royalty income stream related to output from the Antamina copper mine was recognised as part of a previous business
combination. This amount is amortised on a unit of production basis through to 2027, the expected mine life.
Acquired offtake arrangements represent contractual entitlements acquired from third parties to provide marketing services and receive
certain products produced from a mining or processing operation over a finite period of time. These rights are amortised on a straight-line
basis over the contractual term which currently ranges between 10 – 15 years.
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Financial statements
Notes to the financial statements
9. GOODWILL IMPAIRMENT TESTING
For the purpose of impairment testing, goodwill has been allocated to the CGUs, or groups of CGUs, that are expected to benefit from the
synergies of the business combination and which represent the level at which management monitor and manage the goodwill as follows:
US$ million
Grain marketing business
Metals and minerals marketing businesses
Coal marketing business
Metals warehousing business (refer to note 5)
Total
2015
829
3,326
1,674
50
5,879
2014
829
3,326
1,674
169
5,998
In assessing whether an impairment is required, the carrying value of the CGU is compared with its recoverable amount. The recoverable
amount is the higher of its fair value less costs of disposal (“FVLCD”) and its value in use (“VIU”). If the recoverable amount of the CGU is
less than the carrying amount of the unit, the impairment loss is allocated first to reduce the carrying amount of any goodwill allocated to
the unit and then to the other assets of the unit on a pro-rata basis of the carrying amount of each asset in the unit. Any impairment loss
for goodwill is recognised directly in the consolidated statement of income. An impairment loss recognised for goodwill is not reversed
in subsequent periods.
Given the nature of each CGU’s activities, information on its fair value is usually difficult to obtain unless negotiations with potential
purchasers or similar transactions are taking place. Consequently,
• the recoverable amount for each of the marketing CGUs is determined by reference to the FVLCD (compared against a VIU cash flow
projection) which utilises a price to earnings multiple approach based on the 2016 approved financial budget which includes factors
such as marketing volumes handled and operating, interest and income tax charges, generally based on past experience. The price to
earnings multiple of 11.0 times (2014: 11.5 times) is derived from observable market data for broadly comparable businesses; and
• Glencore believes that no reasonably possible change in any of the above key assumptions would cause the recoverable amount to fall
below the carrying value of the CGU. The determination of FVLCD for each of the marketing CGUs uses Level 3 valuation techniques
in both years.
10. INVESTMENTS IN ASSOCIATES, JOINT VENTURES AND OTHER INVESTMENTS
Investments in associates and joint ventures
US$ million
1 January
Additions
Disposals
Share of income from associates and joint ventures
Share of other comprehensive income from associates and joint ventures
Dividends received
Impairments
Reclassification
Other movements
31 December
Of which:
Investments in associates
Investments in joint ventures
Notes
5
2015
12,274
236
(612)
101
(26)
(428)
(209)
46
(45)
2014
12,156
372
(38)
638
(23)
(1,129)
(135)
396
37
11,337
12,274
8,166
3,171
9,066
3,208
As at 31 December 2015, the fair value of listed associates and joint ventures, which have a carrying value of $681 million
(2014: $1,487 million), using published price quotations (a Level 1 fair value measurement) was $255 million (2014: $1,394 million).
The 2015 balance mainly comprises Century Aluminum (“Century”). The 31 December 2015 carrying value of Century is $592 million
(2014: $792 million), following an impairment charge of $162 million recognised in H2 2015 (see note 5). The 2014 balance comprised
primarily Century and Lonmin plc, the latter being disposed by way of an in specie distribution in June 2015 (see note 3).
Additions
In June 2015, Glencore completed the acquisition of a 50% stake in the Barcarena grain terminal in northern Brazil for $115 million.
With this acquisition, Glencore now owns two key ports in the Northern corridor of Brazil which will give access to fast growing
origination areas like Mato Grosso and Matopiba, enabling the Group to increase its marketing of corn and soya beans.
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In May 2014, Glencore completed the acquisition of an effective 25.05% economic interest in the Clermont thermal coal mine in Australia
for $250 million. The acquisition was effected through a jointly controlled entity owned 50:50 by Glencore and Sumitomo Corporation.
Based on the contractual arrangement between Glencore and Sumitomo, the joint investment constitutes a joint arrangement subject to
joint control by virtue of the shareholders’ agreement as defined under IFRS 11 as unanimous consent is required for all key decisions
regarding the relevant activities of the joint investment. As the investment has been structured through a separate legal entity with both
Glencore’s and Sumitomo’s risks equating to their net investment in the entity, the investment is deemed to be a joint venture and therefore
accounted for using the equity method required by IFRS 11.
Disposals
Mainly relates to the in specie distribution of the stake in Lonmin plc (see notes 3 and 17).
Details of material associates and joint ventures
Summarised financial information in respect of Glencore’s associates and joint ventures, reflecting 100% of the underlying associate’s and
joint venture’s relevant figures, is set out below.
US$ million
Non-current assets
Current assets
Non-current liabilities
Current liabilities
The above assets and liabilities include
the following:
Cash and cash equivalents
Current financial liabilities1
Non-current financial liabilities1
Net assets 31 December 2015
Glencore’s ownership interest
Acquisition fair value and other adjustments
Carrying value
1 Financial liabilities exclude trade, other payables and provisions.
Cerrejón
Antamina
Total material
associates
Collahuasi
Total material
joint ventures
Total material
associates and
joint ventures
2,744
595
(859)
(202)
150
(5)
–
2,278
33.33%
1,431
2,190
4,279
951
(948)
(286)
133
(61)
(167)
3,996
33.75%
2,073
3,422
7,023
1,546
(1,807)
(488)
283
(66)
(167)
6,274
3,504
5,612
4,609
1,144
(986)
(273)
166
(3)
(75)
4,494
44.0%
1,194
3,171
4,609
1,144
(986)
(273)
166
(3)
(75)
11,632
2,690
(2,793)
(761)
449
(69)
(242)
4,494
10,768
1,194
3,171
4,698
8,783
Summarised profit and loss in respect of Glencore’s associates and joint ventures, reflecting 100% of the underlying associate’s and joint
venture’s relevant figures for the year ended 31 December 2015, is set out below.
US$ million
2015
Revenue
(Loss)/income for the year
Other comprehensive income
Total comprehensive (loss)/income
Glencore’s share of dividends paid
The above profit for the year includes the following:
Depreciation and amortisation
Interest income1
Interest expense2
Income tax expense
1 Includes foreign exchange gains and other income of $37 million.
2 Includes foreign exchange losses of $7 million.
Cerrejón
Antamina
Total of material
associates
Collahuasi
Total of material
joint ventures
Total of material
associates and
joint ventures
1,859
(187)
–
(187)
53
(557)
–
(18)
(178)
2,080
3,939
411
–
411
206
(721)
2
(9)
(233)
224
–
224
259
(1,278)
2
(27)
(411)
1,991
166
(9)
157
110
(586)
36
(10)
(54)
1,991
166
(9)
157
110
(586)
36
(10)
(54)
5,930
390
(9)
381
369
(1,864)
38
(37)
(465)
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Financial statements
Notes to the financial statements
10. INVESTMENTS IN ASSOCIATES, JOINT VENTURES AND OTHER INVESTMENTS (continued)
US$ million
Non-current assets
Current assets
Non-current liabilities
Current liabilities
The above assets and liabilities include
the following:
Cash and cash equivalents
Current financial liabilities1
Non-current financial liabilities1
Net assets 31 December 2014
Glencore’s ownership interest
Acquisition fair value and other adjustments
Carrying value
1 Financial liabilities exclude trade, other payables and provisions.
Cerrejón
Antamina
Total material
associates
Collahuasi
Total material
joint ventures
Total material
associates and
joint ventures
2,838
771
(959)
(217)
238
(9)
(9)
2,433
33.33%
1,494
2,305
4,181
952
(634)
(443)
228
(270)
–
4,056
33.75%
2,121
3,490
7,019
1,723
(1,593)
(660)
466
(279)
(9)
6,489
3,615
5,795
4,918
1,073
(1,006)
(451)
124
(2)
(81)
4,534
44.0%
1,213
3,208
4,918
1,073
(1,006)
(451)
124
(2)
(81)
11,937
2,796
(2,599)
(1,111)
590
(281)
(90)
4,534
11,023
1,213
3,208
4,828
9,003
Summarised profit and loss in respect of Glencore’s associates and joint ventures, reflecting 100% of the underlying associate’s and joint
venture’s relevant figures for the year ended 31 December 2014, is set out below.
Cerrejón
Antamina
Total of material
associates
Collahuasi
Total of material
joint ventures
Total of material
associates and
joint ventures
US$ million
2014
Revenue
(Loss)/income for the year
Other comprehensive income
Total comprehensive (loss)/income
Glencore’s share of dividends paid
The above profit for the year includes the following:
Depreciation and amortisation
Interest income
Interest expense
Income tax (expense)/credit
2,263
(4)
–
(4)
239
(541)
–
(17)
(232)
2,504
1,319
–
1,319
343
(565)
1
(2)
114
4,767
1,315
–
1,315
582
(1,106)
1
(19)
(118)
2,980
385
(8)
377
440
(543)
1
(8)
(691)
Aggregate information of associates that are not individually material:
US$ million
The Group’s share of (loss)/income
The Group’s share of other comprehensive loss
The Group’s share of total comprehensive (loss)/income
Aggregate carrying value of the Group’s interests
2,980
385
(8)
377
440
(543)
1
(8)
(691)
2015
(48)
(22)
(70)
2,554
7,747
1,700
(8)
1,692
1,022
(1,649)
2
(27)
(809)
2014
26
(23)
3
3,271
Glencore’s share of total comprehensive income did not include joint ventures other than the material joint venture discussed above.
The amount of corporate guarantees in favour of joint ventures as at 31 December 2015 was $337 million (2014: $354 million). Glencore’s
share of joint ventures’ capital commitments amounts to $176 million (2014: $310 million).
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Other investments
US$ million
Available for sale
United Company Rusal plc
OAO NK Russneft
Fair value through profit and loss
Volcan Compania Minera S.A.A.
Century Aluminum Company cash-settled equity swaps
Other
Total
Russneft
2015
407
685
95
40
78
213
1,305
2014
895
–
149
223
205
577
1,472
In November 2015, Glencore and OAO NK Russneft (“Russneft”) effected a debt to equity conversion which resulted in Glencore
exchanging its loan balance and investment in operating subsidiaries carried at $nil for a 46% interest in Russneft (see note 11).
Although Glencore holds more than a 20% interest in Russneft, based on historical interactions, it was concluded that Glencore is unable to
exercise significant influence over the financial and operating policy decisions of Russneft. As a result, the investment is accounted for as
an ‘Available for sale’ investment carried at fair value with changes in fair value recognised in other comprehensive income.
11. ADVANCES AND LOANS
US$ million
Loans to associates1
Rehabilitation trust fund
Other non-current receivables and loans
Total
1 Loans to associates generally bear interest at applicable floating market rates plus a premium.
Other non-current receivables and loans comprise the following:
US$ million
Counterparty
Russneft loans
Secured marketing related financing arrangements1
Société Nationale d’Électricité (SNEL) power advances
Chad State National Oil Company
Société Nationale des Pétroles du Congo
Other
Total
2015
436
152
2,417
3,005
2014
548
327
3,722
4,597
2015
2014
–
1,004
266
544
165
438
984
1,456
232
426
–
624
2,417
3,722
1 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 advances and loans is 10% and on average are to be repaid over a three-year period. In December 2015, an impairment of $155 million was recognised reflecting
non-performance of contractual terms and rescheduling of the timing in product supply and a recoverable value provision in respect of other advances and loans (see note 5).
Russneft loans
In November 2015, Glencore and Russneft effected a debt to equity conversion which resulted in Glencore exchanging its loan balance of
$984 million and investments in operating subsidiaries carried at $nil for a 46% interest in Russneft. The fair value of the equity received
was determined to be $685 million, resulting in a $300 million impairment recognised upon settlement of the loan (see note 5).
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Notes to the financial statements
11. ADVANCES AND LOANS (continued)
SNEL power advances
In early 2012, a joint agreement with Société Nationale d’Électricité (“SNEL”), the Democratic Republic of the Congo’s (“DRC”) national
electricity utility, was signed whereby Glencore’s operations will contribute $306 million to a major electricity infrastructure refurbishment
programme, including transmission and distribution systems. This is expected to facilitate a progressive increase in power availability to
450 megawatts by the end of 2017. Funding commenced in the second quarter of 2012 and will continue until the end of 2017. The loans are
being repaid via discounts on electricity purchases, which will accelerate upon completion of the refurbishment programme.
Chad State National Oil Company
Glencore has provided a net $544 million (2014: $512 million) to the Chad State National Oil Company (“SHT”) to be repaid through future
oil deliveries over seven years. As at 31 December 2015, the advance is net of $905 million (2014: $1,023 million) provided by a syndicate of
banks, the repayment terms of which are contingent upon and connected to the receipt of oil due from SHT under the prepayment. Of the
net amount advanced, $544 million (2014: $426 million) is receivable after 12 months and is presented within Other non-current receivables
and loans and $nil (2014: $86 million) is due within 12 months, such amounts included within Accounts receivable.
Société Nationale des Pétroles du Congo (“SNPC”)
In 2015, Glencore advanced a net $218 million to SNPC to be repaid through future oil deliveries over five years. The advance is net of
$522 million provided by a syndicate of banks, the repayment terms of which are contingent upon and connected to the receipt of oil due
from SNPC under the prepayment. Of the net amount advanced, $165 million is receivable after 12 months and is presented within Other
long-term receivables and loans and $53 million is due within 12 months and as such included within Accounts receivable.
12. INVENTORIES
Inventories of $18,303 million (2014: $24,436 million) comprise $10,928 million (2014: $16,297 million) of inventories carried at fair value less
costs of disposal and $7,375 million (2014: $8,139 million) valued at the lower of cost or net realisable value.
Fair value of inventories is a Level 2 fair value measurement (see note 27) using observable market prices obtained from exchanges, traded
reference indices or market survey services adjusted for relevant location and quality differentials. There are no significant unobservable
inputs in the fair value measurement of such inventories.
Glencore has a number of dedicated financing facilities, which finance a portion of its 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 note 19). As at 31 December 2015, the total amount of inventory secured under such facilities was $1,649million (2014:
$1,707 million). The proceeds received and recognised as current borrowings were $1,607 million (2014: $1,558 million).
13. ACCOUNTS RECEIVABLE
US$ million
Trade receivables1
Trade advances and deposits1,2,3
Associated companies1
Other receivables
Total
2015
10,175
4,206
414
2,206
17,001
2014
14,466
4,596
359
2,035
21,456
1 Collectively referred to as receivables presented net of allowance for doubtful debts.
2 Includes advances net of $180 million provided by banks, the repayment terms of which are contingent upon and connected to the future delivery of contractual production over the
next 12 months.
3 In December 2015, impairments of $359 million were recognised reflecting non-performance of contractual terms and a recoverable value provision in respect of trade advances and
deposits (see note 5).
The average credit period on sales of goods is 27 days (2014: 27 days).
As at 31 December 2015, 6% (2014: 8%) of receivables were between 1 to 60 days overdue, and 5% (2014: 6%) were greater than 60 days
overdue. Such receivables, although contractually past their due dates, are not considered impaired as there has not been a significant
change in credit quality of the relevant counterparty, and the amounts are still considered recoverable taking into account customary
payment patterns and in many cases, offsetting accounts payable balances.
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The movement in allowance for doubtful accounts is detailed in the table below:
US$ million
1 January
Released during the year
Charged during the year
Utilised during the year
31 December
2015
293
(62)
80
(42)
269
2014
252
(62)
168
(65)
293
Glencore has a number of dedicated financing facilities, which finance a portion of its receivables. 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 note 19). As at 31 December 2015, the total amount of trade receivables secured was $2,205 million (2014: $2,631 million)
and proceeds received and classified as current borrowings amounted to $1,937 million (2014: $2,173 million).
14. CASH AND CASH EQUIVALENTS
US$ million
Bank and cash on hand
Deposits and treasury bills
Total
As at 31 December 2015, $22 million (2014: $17 million) was restricted.
15. SHARE CAPITAL AND RESERVES
Authorised:
31 December 2015 and 2014 ordinary shares with a par value of $0.01 each
Issued and fully paid up:
1 January 2014
Distributions paid (see note 17)
31 December 2014 – ordinary shares
1 January 2015
Share issuance
Distributions paid (see note 17)
31 December 2015 – ordinary shares
2015
2,059
648
2,707
2014
2,093
731
2,824
Number of
shares
(thousand)
50,000,000
13,278,405
–
13,278,405
13,278,405
1,307,795
–
14,586,200
Share capital
(US$ million)
Share premium
(US$ million)
–
133
–
133
133
13
–
146
–
54,777
(2,244)
52,533
52,533
2,431
(2,626)
52,338
In September 2015, a total of 1,307,794,600 new ordinary shares in Glencore were placed at a price of 125 pence per share, raising gross
proceeds of approximately $2.5 billion. The new shares issued represented approximately 10% of the Company’s issued ordinary share
capital prior to the placing.
Treasury Shares
Trust Shares
Total
Number
of shares
(thousand)
Share
premium
(US$ million)
Number
of shares
(thousand)
Share
premium
(US$ million)
Number
of shares
(thousand)
Share
premium
(US$ million)
Own shares:
1 January 2014
Own shares purchased during the year
Own shares disposed during the year
31 December 2014
1 January 2015
Own shares purchased during the year
Own shares transferred to satisfy employee
share awards
Own shares disposed during the year
31 December 2015
–
143,278
–
143,278
143,278
58,050
(9,869)
–
191,459
–
(758)
–
(758)
(758)
(240)
50
–
(948)
156,790
7,000
(13,328)
150,462
150,462
28,843
9,869
(14,770)
174,404
(767)
(37)
69
(735)
(735)
(41)
(50)
62
(764)
156,790
150,278
(13,328)
293,740
293,740
86,893
–
(14,770)
365,863
(767)
(795)
69
(1,493)
(1,493)
(281)
–
62
(1,712)
Glencore Annual Report 2015
145
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Financial statements
Notes to the financial statements
15. SHARE CAPITAL AND RESERVES (continued)
Own shares
Own shares comprise shares acquired under the Company’s previous share buy-back programme and shares of Glencore plc held by Orbis
Trust (“the Trust”) to satisfy the potential future settlement of the Group’s employee stock plans, primarily assumed as part of previous
business combinations.
The Trust also coordinates the funding and manages the delivery of ordinary shares and free share awards under certain of Glencore’s
share plans. The shares are acquired by either stock market purchases or share issues from the Company. The Trustee is permitted to sell
the shares and may hold up to 5% of the issued share capital of the Company at any one time. The Trust has waived the right to receive
distributions from the shares that it holds. Costs relating to the administration of the Trust are expensed in the period in which they
are incurred.
As at 31 December 2015, 365,863,517 shares (2014: 293,740,462 shares), equivalent to 2.5% (2014: 2.2%) of the issued share capital were held at
a cost of $1,712 million (2014: $1,493 million) and market value of $488 million (2014: $1,368 million).
Other reserves
US$ million
1 January 2014
Exchange loss on translation
of foreign operations
Gain on cash flow hedges,
net of tax
Cash flow hedges transferred
to the statement of income,
net of tax
Gain on available for sale
financial instruments
Equity portion of repaid
convertible bond
Change in ownership interest
in subsidiaries
31 December 2014
1 January 2015
Exchange loss on translation
of foreign operations
Loss on cash flow hedges,
net of tax
Loss on available for sale
financial instruments
Change in ownership
interest in subsidiaries
Foreign currency translation
losses recycled to the
statement of income
31 December 2015
Translation
adjustment
Equity portion
of Convertible
bonds
Cash flow hedge
reserve
Net unrealised
gain/(loss)
Net ownership
changes in
subsidiaries
Other reserves
(1,317)
(846)
–
–
–
–
–
(2,163)
(2,163)
(1,727)
–
–
–
311
(3,579)
89
(356)
–
–
–
–
(89)
–
–
–
–
–
–
–
–
–
–
415
(1)
–
–
–
58
58
–
(89)
–
–
–
(31)
–
–
–
–
501
–
–
501
501
–
–
(489)
–
–
12
(844)
10
–
–
–
–
–
29
(815)
(815)
–
–
–
(16)
–
(831)
–
–
–
–
–
–
10
10
–
–
–
–
–
10
Total
(2,418)
(846)
415
(1)
501
(89)
29
(2,409)
(2,409)
(1,727)
(89)
(489)
(16)
311
(4,419)
146 Glencore Annual Report 2015
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16. EARNINGS PER SHARE
US$ million
(Loss)/profit attributable to equity holders for basic earnings per share
Weighted average number of shares for the purposes of basic earnings per share (thousand)
Effect of dilution:
Equity-settled share-based payments (thousand)1
Weighted average number of shares for the purposes of diluted earnings per share (thousand)1
Basic (loss)/earnings per share (US$)
Diluted (loss)/earnings per share (US$)1
2015
(4,964)
2014
2,308
13,317,970
13,098,766
–
–
(0.37)
(0.37)
52,579
13,151,345
0.18
0.18
Headline earnings is a Johannesburg Stock Exchange (“JSE”) defined performance measure. The calculation of basic and diluted earnings
per share, based on headline earnings as determined by the requirements of the Circular 2/2013 as issued by the South African Institute of
Chartered Accountants (“SAICA”), is reconciled using the following data:
Headline earnings:
US$ million
(Loss)/profit attributable to equity holders for basic earnings per share
Net loss/(gain) on disposals2
Net loss on disposals – non-controlling interest
Net (gain)/loss on disposals – tax
Impairments3
Impairments – non-controlling interest
Impairments – tax
Headline (loss)/earnings for the year
Headline (loss)/earnings per share (US$)
Diluted headline (loss)/earnings per share (US$)1
2015
(4,964)
1,061
(31)
(263)
6,692
(2,611)
(316)
(432)
(0.03)
(0.03)
2014
2,308
(790)
–
550
1,101
(99)
(270)
2,800
0.21
0.21
1 In 2015, as both the result attributable to equity holders and to Headline results is a loss, the effect has not been presented as this would be anti-dilutive.
2 Comprises losses on disposals and investments of $994 million, loss from metal leak of $60 million and loss on vessel charter contract and net other expenses of $7 million
(see notes 3 and 4). 2014 comprises gains on disposal and investments of $715 million and gain on disposal of property, plant and equipment of $75 million.
3 Comprises impairments of property, plant and equipment, intangible assets, investments and non-current advances and loans (see note 5).
17. DISTRIBUTIONS
US$ million
Paid during the year:
Final distribution for 2014 – $0.12 per ordinary share (2013: $0.111 per ordinary share)
Interim distribution for 2015 – $0.06 per ordinary share (2014: $0.06 per ordinary share)
In specie distribution of Group’s 23.9% in Lonmin plc
Total
2015
2014
1,551
777
298
2,626
1,457
787
–
2,244
As announced on 7 September 2015, the final distribution for 2015 has been suspended. The 2015 interim distribution was paid on
29 September 2015.
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Notes to the financial statements
18. SHARE-BASED PAYMENTS
Deferred Bonus Plan
2013 Series
2014 Series
2015 Series
Performance Share Plan
2012 Series
2013 Series
2014 Series
2015 Series
Total
Deferred Bonus Plan
Number of
awards granted
(thousand)
Fair value at
grant date
(US$ million)
Number of
awards
outstanding
2015
(thousand)
Number of
awards
outstanding
2014
(thousand)
Expense
recognised
2015
(US$ million)
Expense
recognised
2014
(US$ million)
4,958
3,633
15,634
3,375
11,065
15,611
44,475
24
20
35
18
60
86
56
–
2,455
15,634
–
4,075
11,035
44,475
77,674
3,717
3,633
–
1,049
7,472
15,611
–
31,482
–
–
35
–
20
46
–
101
–
20
–
4
36
10
–
70
Under the Glencore Deferred Bonus Plan (“DBP”), the payment of a portion of a participant’s 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 conditions, however they are subject to forfeiture for malus events. The Bonus Share Awards may be
satisfied, at Glencore’s 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 settlement, including
distributions paid between award and settling. Glencore currently intends to settle these awards in shares. The associated expense is
recorded in the statement of income as part of the regular expense for performance bonuses.
Performance share plan
Under the Glencore Performance Share Plan (“PSP”), participants are awarded PSP awards which vest in annual tranches over a specified
period, subject to continued employment and forfeiture for malus events. At grant date, each PSP award is equivalent to one ordinary
share of Glencore. The awards vest in three or five equal tranches on 30 June, 31 December or 31 January of the years following the year
of grant, as may be the case. The fair value of the awards is determined by reference to the market price of Glencore’s ordinary shares at
grant date. The PSP awards may be satisfied, at Glencore’s 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 distributions paid between award and vesting. Glencore currently intends to settle these awards in shares.
Share-based awards assumed in previous business combinations
1 January 2014
Forfeited
Lapsed
Exercised¹
31 December 2014
1 January 2015
Forfeited
Lapsed
Exercised¹
31 December 2015
Total options
outstanding
(thousands)
Weighted
average exercise
price (GBP)
155,161
–
(42)
(6,557)
148,562
148,562
–
–
(1,960)
146,602
3.74
–
4.93
1.71
3.83
–
–
1.69
1 The weighted average share price at date of exercise of the share-based awards was GBP2.89 (2014: GBP3.42).
As at 31 December 2015 a total of 146,601,834 options (2014: 148,561,546 options) were outstanding and exercisable, having a range
of exercise prices from GBP1.098 to GBP6.880 (2014: GBP1.098 to GBP6.880) and a weighted average exercise price of GBP3.853 (2014:
GBP3.825). These outstanding awards have expiry dates ranging from March 2016 to February 2022 (2014: March 2015 to February 2022)
and a weighted average contractual life of 2.8 years (2014: 3.4 years). The awards may be satisfied at Glencore’s option, 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.
Glencore currently intends to settle these awards, when exercised, by the transfer of ordinary shares held in treasury.
148 Glencore Annual Report 2015
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19. BORROWINGS
US$ million
Non-current borrowings
Capital market notes
Committed syndicated revolving credit facilities
Finance lease obligations
Other bank loans
Total non-current borrowings
Current borrowings
Secured inventory/receivables facilities
U.S. commercial paper
Capital market notes
Finance lease obligations
Other bank loans1
Total current borrowings
Notes
2015
2014
29
12/13
29
28,938
2,994
376
624
32,932
3,544
15
4,474
88
2,996
11,117
30,877
7,933
425
1,453
40,688
3,731
813
3,504
51
3,906
12,005
1 Comprises various uncommitted bilateral bank credit facilities and other financings.
Committed syndicated revolving credit facility
In May 2015, Glencore signed new revolving credit facilities for a total amount of $15.25 billion. These facilities refinanced earlier
$15.3 billion of one-year and three-year revolving credit facilities signed in June 2014. Funds drawn under the facilities bear interest at
U.S. $ LIBOR plus a margin ranging from 40 to 55 basis points per annum.
The new and amended facilities comprise:
• a $8.45 billion 12 month revolving credit facility with a 12 month term-out option and 12 month extension option; and
• a $6.8 billion 5 year revolving credit facility with two 12 month extension options.
In February 2016, Glencore announced that it has signed a new Revolving Credit Facility (“RCF”), which will ultimately refinance and
replace the existing $8.45 billion facility. In pre-syndication, $7.7 billion of commitments from 37 banks were signed into and in Q2 2016 the
refinancing will be broadened via launch of general syndication to some 30 additional banks. Consistent with the current facility, this new
facility remains unsecured, containing a 12 month extension option and 12 month borrower’s term-out option, thereby extending the final
maturity to May 2018 (see note 33).
U.S. commercial paper
Glencore has in place a standalone U.S. commercial paper programme for $4,000 million rated A2 and P2 respectively by S&P’s and
Moody’s rating agencies. The notes issued under this programme carry interest at floating market rates and mature not more than 397
days from the date of issue. Funds drawn under the facilities bear interest at U.S. $ LIBOR plus a margin ranging from 35 to 70 basis points
per annum.
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149
Financial statements
Notes to the financial statements
19. BORROWINGS (continued)
Capital Market Notes
US$ million
AUD 500 million 4.500% coupon bonds
Euro 1,250 million 1.750% coupon bonds
Euro 1,250 million 5.250% coupon bond
Euro 500 million 5.250%, coupon bonds
Euro 1,250 million 4.625% coupon bonds
Euro 1,000 million 2.625% coupon bonds
Euro 750 million 3.375% coupon bonds
Euro 1,250 million 1.250% coupon bonds
Euro 600 million 2.750% coupon bonds
Euro 700 million 1.625% coupon bonds
Euro 400 million 3.700% coupon bonds
Euro 750 million 1.750% coupon bonds
Euro 500 million 3.750% coupon bonds
Eurobonds
JPY 10 billion 1.075% coupon bonds
GBP 650 million 6.500% coupon bonds
GBP 500 million 7.375% coupon bonds
GBP 500 million 6.000% coupon bonds
Sterling bonds
CHF 825 million 3.625% coupon bonds
CHF 450 million 2.625% coupon bonds
CHF 175 million 2.125% coupon bonds
CHF 500 million 1.250% coupon bonds
Swiss Franc bonds
US$ 500 million LIBOR plus 1.16% coupon bonds
US$ 1,000 million 1.700% coupon bonds
US$ 1,000 million 5.800% coupon bonds
US$ 700 million 3.600% coupon bonds
US$ 250 million 5.500% coupon bonds
US$ 1,750 million 2.700% coupon bonds
US$ 250 million LIBOR plus 1.06% coupon bonds
US$ 500 million 2.125% coupon bonds
US$ 200 million LIBOR plus 1.200% coupon bonds
US$ 500 million LIBOR plus 1.360% coupon bonds
US$ 1,500 million 2.500% coupon bonds
US$ 1,000 million 3.125% coupon bonds
US$ 1,000 million 2.875% coupon bonds
US$ 400 million 5.950% coupon bonds
US$ 1,000 million 4.950% coupon bonds
US$ 250 million LIBOR plus 1.650% coupon bonds
US$ 1,000 million 4.250% coupon bonds
US$ 1,500 million 4.125% coupon bonds
US$ 1,000 million 4.625% coupon bonds
US$ 500 million 4.000% coupon bonds
US$ 250 million 6.200% coupon bonds
US$ 500 million 6.900% coupon bonds
US$ 500 million 6.000% coupon bonds
US$ 500 million 5.550% coupon bonds
US$ 350 million 7.500% coupon bonds
US$ bonds
Total non-current bonds
150 Glencore Annual Report 2015
Maturity
Sep 2019
May 2016
Mar 2017
Jun 2017
Apr 2018
Nov 2018
Sep 2020
Mar 2021
Apr 2021
Jan 2022
Oct 2023
Mar 2025
Apr 2026
May 2022
Feb 2019
May 2020
Apr 2022
Apr 2016
Dec 2018
Dec 2019
Dec 2020
May 2016
May 2016
Nov 2016
Jan 2017
Jun 2017
Oct 2017
Apr 2018
Apr 2018
May 2018
Jan 2019
Jan 2019
Apr 2019
Apr 2020
Aug 2020
Nov 2021
May 2022
Oct 2022
May 2023
Apr 2024
Apr 2025
Jun 2035
Nov 2037
Nov 2041
Oct 2042
Perpetual
2015
374
–
1,281
556
1,337
1,086
801
1,330
633
753
432
804
539
9,552
83
948
821
747
2,516
–
449
174
498
1,121
–
–
–
707
262
1,753
233
463
200
499
1,474
1,006
990
400
1,066
250
1,016
1,553
1,046
485
274
600
541
474
–
2014
424
1,512
1,511
676
1,511
1,210
901
–
719
837
479
–
599
9,955
–
1,003
886
792
2,681
831
453
175
502
1,961
499
999
1,076
724
270
1,771
–
–
200
499
1,499
1,001
–
400
1,076
–
1,022
1,537
1,041
–
275
602
542
474
349
15,292
28,938
15,856
30,877
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Maturity
Apr 2015
May 2015
May 2016
Jun 2015
Oct 2015
Oct 2015
May 2016
May 2016
Nov 2016
Apr 2016
2015
–
–
1,228
1,228
–
–
–
489
1,000
934
2,423
823
4,474
2014
907
735
–
1,642
254
1,255
353
–
–
–
1,862
–
3,504
Capital Market Notes
US$ million
Euro 750 million 7.125% coupon bonds
Euro 600 million 6.250% coupon bonds
Euro 1,250 million 1.750% coupon bonds
Eurobonds
US$ 250 million 5.375% coupon bonds
US$ 1,250 million 2.050% coupon bonds
US$ 341 million 6.000% coupon bonds
US$ 500 million LIBOR plus 1.16% coupon bonds
US$ 1,000 million 1.700% coupon bonds
US$ 1,000 million 5.800% coupon bonds
US$ bonds
CHF 825 million 3.625% coupon bonds
Total current bonds
2015 Bond activities
Eurobonds
• In March 2015, Glencore issued in two tranches EUR 2.0 billion of interest bearing notes as follows:
– 6 year EUR 1,250 million, 1.250% fixed coupon bonds; and
– 10 year EUR 750 million, 1.750% fixed coupon bonds.
US$ bonds
• In April 2015, Glencore issued in four tranches $2.25 billion of interest bearing notes as follows:
– 3 year $500 million, 2.125% fixed coupon bonds;
– 3 year $250 million, LIBOR plus 1.06% floating rate bond;
– 5 year $1,000 million, 2.875% fixed coupon bonds; and
– 10 year $500 million, 4.0% fixed coupon bonds.
Japanese Yen bonds
• In June 2015, Glencore issued 7 year JPY 40 billion of 1.075% fixed coupon bonds. In December 2015, Glencore converted JPY
30 billion of such bonds into new 7 year $250 million LIBOR plus 1.650% coupon bonds; the balance of JPY 10 billion of these bonds
remains outstanding.
In October 2015, Glencore redeemed (1st call date) its perpetual bonds with a nominal value of $350 million.
In Q4 2015, Glencore repurchased bonds with a nominal value of $564 million, comprising primarily 2016 and 2017 maturities.
Secured facilities
US$ million
Maturity
Borrowing base
Interest
Syndicated committed metals inventory/receivables facilities
Jan¹/Mar 2016
Syndicated uncommitted metals inventory/receivables facilities
Jan 2016¹
Syndicated uncommitted Oil receivables facilities
Jan¹/Oct 2016
Syndicated uncommitted agricultural products inventory/
receivables facilities
Jan¹/Oct 2016
Total
1 Since year-end, in the ordinary course of business, these maturities have been rolled/extended as required.
380
US$ LIBOR
+ 110/150 bps
US$ LIBOR
+ 50/70/150 bps
2,910
US$ LIBOR
+ 70 bps
US$ LIBOR
+ 70 bps
550
520
4,360
2015
350
2,161
550
483
3,544
2014
435
1,818
983
495
3,731
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151
Financial statements
Notes to the financial statements
20. DEFERRED INCOME
US$ million
1 January 2014
Utilised in the year
Effect of foreign currency exchange difference
31 December 2014
Current
Non-current
1 January 2015
Additions
Utilised in the year
Disposals and loss of control of subsidiaries
Effect of foreign currency exchange difference
24
31 December 2015
Current
Non-current
Unfavourable contracts
Notes
Unfavourable
contracts
Prepayment
1,320
(122)
(60)
1,138
129
1,009
1,138
–
(146)
(212)
(127)
653
53
600
162
(27)
–
135
24
111
135
900
(149)
–
–
886
34
852
Total
1,482
(149)
(60)
1,273
153
1,120
1,273
900
(295)
(212)
(127)
1,539
87
1,452
In previous business combinations, Glencore recognised liabilities related to various assumed contractual agreements to deliver tonnes
of coal and zinc concentrates over periods ending between 2017 and 2045 at fixed prices lower than the prevailing market prices on the
respective acquisition dates.
These amounts are released to revenue as the underlying commodities are delivered to the buyers over the life of the contracts at rates
consistent with the implied forward price curves at the time of the acquisitions.
Prepayment
In December 2015, effective 1 October 2015, Glencore entered into a long-term streaming agreement with Silver Wheaton Corporation
(“Silver Wheaton”), for the delivery of the equivalent of 33.75% of the silver produced by the Antamina mine (“Antamina”) until
140 million ounces of silver is delivered, at which time, the designated percentage reduces to 22.50% of the silver production from
Antamina over the remaining life of mine. In consideration, Silver Wheaton made an up-front advance payment of $900 million and pays
an ongoing amount of 20% of the spot silver price for each ounce of silver delivered under the streaming agreement. The arrangement
has been accounted for as an executory contract whereby the advance payment has been recorded as deferred revenue. The revenue from
the advance payment is being recognised as the silver is delivered to Silver Wheaton at an amount consistent with the implied forward
price curve at the time of the transaction along with the ongoing cash payments. An accretion expense, representing the time value of the
upfront deposit on the deferred revenue balance, will also be recognised. As at 31 December 2015, 1,340,000 ounces have been delivered
under the contract.
152 Glencore Annual Report 2015
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21. PROVISIONS
US$ million
1 January 2014
Provision utilised in the year
Accretion in the year
Assumed in business combination²
Additional provision in the year
Effect of foreign currency exchange
difference
31 December 2014
Current
Non-current
1 January 2015
Provision utilised in the year
Accretion in the year
Assumed in business combination²
Disposals and cessation of control
of subsidiaries²
Additional provision in the year
Effect of foreign currency exchange
difference
31 December 2015
Current
Non-current
Post-retirement
employee
benefits
Other employee
entitlements
Rehabilitation
costs
980
(285)
–
–
455
(80)
1,070
–
1,070
1,070
(249)
–
–
(2)
102
(118)
803
–
803
363
(125)
–
–
72
(2)
308
–
308
308
(137)
–
–
–
52
(2)
221
–
221
3,963
(369)
181
10
102
(51)
3,836
86
3,750
3,836
(448)
178
–
(241)
(302)
(118)
2,905
89
2,816
Onerous
contracts
1,930
(229)
9
4
36
(20)
1,730
129
1,601
1,730
(447)
6
–
–
189
–
1,478
155
1,323
Other1
1,151
(243)
–
–
283
(4)
1,187
361
826
1,187
(457)
–
21
(18)
268
(11)
990
230
760
Total
8,387
(1,251)
190
14
948
(157)
8,131
576
7,555
8,131
(1,738)
184
21
(261)
309
(249)
6,397
474
5,923
1 Other comprises provisions for possible demurrage, mine concession, tax and construction related claims.
2 See note 24.
Post-retirement employee benefits
The provision for post-retirement employee benefits includes pension plan liabilities of $346 million (2014: $531 million) and post-
retirement medical plan liabilities of $457 million (2014: $539 million), see note 22.
Other employee entitlements
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 completion of
production activities. These amounts will be settled when rehabilitation is undertaken, generally at the end of a project’s life, which ranges
from two to in excess of 50 years with the majority of the costs expected to be incurred in the final years of the underlying operations.
The costs are discounted to the present value at operation specific rates ranging from 6% – 12% (2014: 5.5% – 13%).
Onerous contracts
In previous business combinations, Glencore recognised a liability related to assumed contractual take or pay commitments for securing
coal logistics capacity at fixed prices and quantities higher than the acquisition date forecasted usage and prevailing market price.
The provision is released to costs of goods sold as the underlying commitments are incurred.
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153
Financial statements
Notes to the financial statements
22. PERSONNEL COSTS AND EMPLOYEE BENEFITS
Total personnel costs, which include salaries, wages, social security, other personnel costs and share-based payments, incurred for the
years ended 31 December 2015 and 2014, were $5,287 million and $6,011 million, respectively. Personnel costs related to consolidated
industrial subsidiaries of $4,344 million (2014: $5,083 million) are included in cost of goods sold. Other personnel costs, including the
deferred bonus and performance share plans, are included in selling and administrative expenses.
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. Among these
schemes are defined contribution plans as well as defined benefit plans.
Defined contribution plans
Glencore’s contributions under these plans amounted to $199 million in 2015 (2014: $235 million).
Post-retirement medical plans
The Company participates in a number of post-retirement medical plans, principally in Canada, which provide coverage for prescription
drugs, medical, dental, hospital and life insurance to eligible retirees. Almost all of the post-retirement medical plans in the Group
are unfunded.
Defined benefit pension plans
The Company operates defined benefit plans in various countries, the main locations being Canada, Switzerland, UK and the US.
Approximately 75% of the present value of obligations accrued to date relates to the defined benefit plans in Canada, which are pension
plans that provide benefits to members in the form of a guaranteed level of pension payable for life. Contributions to the Canadian
plans are made to meet or exceed minimum funding requirements based on provincial statutory requirements and associated federal
taxation rules.
The majority of benefit payments are from trustee-administered funds; however, there are also a number of unfunded plans where
Glencore meets the benefit payments as they fall due. Plan assets held in trusts are governed by local regulations and practices in each
country. Responsibility for governance of the plans – overseeing all aspects of the plans including investment decisions and contribution
schedules – lies with Glencore. Glencore has set up committees to assist in the management of the plans and has also appointed
experienced, independent professional experts such as investment managers, actuaries, custodians, and trustees.
The movement in the defined benefit pension and post-retirement medical plans over the year is as follows:
US$ million
1 January 2015
Current service cost
Past service cost – plan amendments
Settlement
Interest expense/(income)
Total expense recognised in consolidated statement of income
Gain on plan assets, excluding amounts included in interest expense – net
Gain from change in demographic assumptions
Loss/(gain) from change in financial assumptions
(Gain)/loss from actuarial experience
Change in asset ceiling, excluding amounts included in interest expense
Actuarial gains recognised in consolidated statement of comprehensive income
Employer contributions
Employee contributions
Benefits paid directly by the Company
Benefits paid from plan assets
Net cash (outflow)/inflow
Disposal of subsidiaries1
Exchange differences
Other
31 December 2015
1 See note 24.
154 Glencore Annual Report 2015
Post-retirement
medical plans
Present value of
defined benefit
obligation
Fair value of
plan assets
Net liability for
defined benefit
pension plans
Defined benefit pension plans
539
9
(1)
–
20
28
–
(1)
2
(5)
–
(4)
–
–
(24)
–
(24)
–
(82)
(82)
457
4,185
(3,654)
531
72
1
(183)
139
29
–
(3)
(39)
10
(4)
(36)
–
2
(10)
(217)
(225)
(3)
(545)
(548)
–
–
177
(123)
54
(86)
–
–
–
–
(86)
(108)
(2)
10
217
117
1
509
510
3,405
(3,059)
72
1
(6)
16
83
(86)
(3)
(39)
10
(4)
(122)
(108)
–
–
–
(108)
(2)
(36)
(38)
346
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US$ million
1 January 2014
Current service cost
Past service cost – plan amendments
Settlement
Interest expense/(income)
Total expense/(income) recognised in consolidated
statement of income
Gain on plan assets, excluding amounts included in interest expense – net
Loss from change in demographic assumptions
(Gain)/loss from change in financial assumptions
(Gain)/loss from actuarial experience
Change in asset ceiling, excluding amounts included in interest expense
Actuarial (gains)/losses recognised in consolidated statement of
comprehensive income
Employer contributions
Employee contributions
Benefits paid directly by the Company
Benefits paid from plan assets
Net cash (outflow)/inflow
Exchange differences
Other
31 December 2014
Post-retirement
medical plans
Present value of
defined benefit
obligation
Fair value of
plan assets
Net liability for
defined benefit
pension plans
Defined benefit pension plans
584
10
(2)
–
27
35
–
16
(15)
(10)
–
(9)
–
–
(26)
–
(26)
(45)
(45)
539
4,059
(3,663)
71
1
(40)
173
205
–
73
463
12
(31)
517
–
2
(13)
(248)
(259)
(337)
(337)
–
–
26
(160)
(134)
(254)
–
–
–
–
(254)
(164)
(2)
13
248
95
302
302
4,185
(3,654)
396
71
1
(14)
13
71
(254)
73
463
12
(31)
263
(164)
–
–
–
(164)
(35)
(35)
531
The Group expects to make a contribution of $116 million to the defined benefit pension and post-retirement medical plans during the next
financial year.
The defined benefit obligation accrued to date in Canada represents the majority for the Company. The breakdown below provides details
of the Canadian plans for both the balance sheet and the weighted average duration of the defined benefit obligation as at 31 December
2015 and 2014. The defined benefit obligation of any other of the Group’s defined benefit plans as at 31 December 2015 does not exceed
$195 million (2014: $205 million).
2015
US$ million
Post-retirement medical plans
Present value of defined benefit obligation
of which: amounts owing to active members
of which: amounts owing to pensioners
Defined benefit pension plans
Present value of defined benefit obligation
of which: amounts owing to active members
of which: amounts owing to not active members
of which: amounts owing to pensioners
Fair value of plan assets
Net defined benefit liability at 31 December 2015
Weighted average duration of defined benefit obligation – years
Canada
Other
Total
395
121
274
2,534
571
102
1,861
(2,454)
80
13
62
21
41
871
457
197
217
(605)
266
18
457
142
315
3,405
1,028
299
2,078
(3,059)
346
14
Glencore Annual Report 2015
155
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Financial statements
Notes to the financial statements
22. PERSONNEL COSTS AND EMPLOYEE BENEFITS (continued)
2014
US$ million
Canada
Other
Total
Post-retirement medical plans
Present value of defined benefit obligation
of which: amounts owing to active members
of which: amounts owing to pensioners
Defined benefit pension plans
Present value of defined benefit obligation
of which: amounts owing to active members
of which: amounts owing to not active members
of which: amounts owing to pensioners
Fair value of plan assets
Net defined benefit liability at 31 December 2014
Weighted average duration of defined benefit obligation – years
468
143
325
3,271
746
142
2,383
(3,026)
245
12
71
27
44
914
467
217
230
(628)
286
17
539
170
369
4,185
1,213
359
2,613
(3,654)
531
13
The actual return on plan assets in respect of defined benefit pension plans amounted to a loss of $300 million (2014: gain of $112 million),
mainly resulting from foreign exchange movements.
The plan assets consist of the following:
US$ million
Cash and short-term investments
Fixed income
Equities
Other1
Total
2015
88
1,605
1,180
186
3,059
2014
80
2,056
1,379
139
3,654
1 Includes securities in non-active markets in the amount of $58 million (2014: $60 million).
The fair value of plan assets includes none of Glencore’s own financial instruments and no property occupied by or other assets used
by Glencore. For many of the plans, representing a large portion of the global plan assets, asset-liability matching strategies are in place,
where the fixed-income assets are invested broadly in alignment with the duration of the plan liabilities, and the proportion allocated to
fixed-income assets is raised when the plan funding level increases.
Through its defined benefit plans, Glencore is exposed to a number of risks, the most significant of which are detailed below:
Asset volatility: The plan liabilities are calculated using a discount rate set with reference to corporate bond yields; if plan assets
underperform this yield, this will create a deficit. The funded plans hold a significant proportion of equities, which are expected to
outperform bonds in the long term while contributing volatility and risk in the short term. Glencore believes that due to the long-term
nature of the plan liabilities, a level of continuing equity investment is an appropriate element of Glencore’s long-term strategy to manage
the plans efficiently.
Change in bond yields: A decrease in bond yields will increase plan liabilities, although this will be partially offset by an increase in the
value of the plans’ bond holdings.
Inflation risk: Some of the plans’ benefit obligations are linked to inflation, and higher inflation will lead to higher liabilities, although,
in most cases, caps on the level of inflationary increases are in place to protect the plan against extreme inflation.
Life expectancy: The majority of the plans’ obligations are to provide benefits for the life of the member, so increases in life expectancy
will result in an increase in the plans’ liability.
Salary increases: Some of the plans’ benefit obligations related to active members are linked to their salaries. Higher salary increases will
therefore tend to lead to higher plan liabilities.
156 Glencore Annual Report 2015
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The principal weighted-average actuarial assumptions used were as follows:
Discount rate
Future salary increases
Future pension increases
Ultimate medical cost trend rate
Post-retirement medical plans
Defined benefit pension plans
2015
4.2%
2.8%
–
4.3%
2014
4.2%
2.9%
–
4.3%
2015
3.7%
2.7%
0.4%
–
2014
3.7%
2.9%
0.4%
–
Mortality assumptions are based on the latest available standard mortality tables for the individual countries concerned. As at
31 December 2015, these tables imply expected future life expectancy, for employees aged 65, 19 to 24 years for males (2014: 16 to 24) and
23 to 26 years for females (2014: 20 to 26). The assumptions for each country are reviewed each year and are adjusted where necessary to
reflect changes in fund experience and actuarial recommendations.
The sensitivity of the defined benefit obligation to changes in principal assumptions as at 31 December 2015 is set out below, assuming that
all other assumptions are held constant and the effect of interrelationships is excluded.
Increase/(decrease) in pension obligation
US$ million
Discount rate
Increase by 100 basis points
Decrease by 100 basis points
Rate of future salary increase
Increase by 100 basis points
Decrease by 100 basis points
Rate of future pension benefit increase
Increase by 100 basis points
Decrease by 100 basis points
Medical cost trend rate
Increase by 100 basis points
Decrease by 100 basis points
Life expectancy
Increase in longevity by 1 year
23. ACCOUNTS PAYABLE
US$ million
Trade payables
Trade advances from buyers
Associated companies
Other payables and accrued liabilities
Total
Post-retirement
medical plans
Defined benefit
pension plans
(59)
67
–
–
–
–
57
(50)
11
(402)
485
45
(42)
36
(30)
–
–
82
2015
19,424
1,684
467
2,513
24,088
Total
(461)
552
45
(42)
36
(30)
57
(50)
93
2014
22,448
1,479
473
2,481
26,881
Trade payables are obligations to pay for goods and services. Trade payables typically have maturities up to 90 days depending on the type
of material and the geographic area in which the purchase transaction occurs and the agreed terms. The carrying value of trade payables
approximates fair value.
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157
Financial statements
Notes to the financial statements
24. ACQUISITION AND DISPOSAL OF SUBSIDIARIES
2015 Acquisitions
In 2015, Glencore acquired controlling interests in Prokon Pflanzenöl GmbH, subsequently renamed Glencore Magdeburg GmbH
(“Magdeburg”) and Twin Rivers Technologies Enterprises De Transformation De Graines Oléagineuses Du Québec Inc. (“TRT”). The net
cash used in the acquisition of subsidiaries and the provisional fair value of assets acquired and liabilities assumed on the acquisition
dates are detailed below:
US$ million
Non-current assets
Property, plant and equipment
Deferred tax assets
Current assets
Inventories
Accounts receivable1
Other financial assets
Cash and cash equivalents
Non-current liabilities
Deferred tax liabilities
Provisions
Current liabilities
Accounts payable
Other financial liabilities
Total fair value of net assets acquired
Less: cash and cash equivalents acquired
Net cash used in acquisition of subsidiaries
Magdeburg
TRT
Total
178
–
178
5
6
1
4
16
(22)
(21)
(43)
(14)
(3)
(17)
134
(4)
130
108
39
147
44
22
3
5
74
–
–
–
(23)
(5)
(28)
193
(5)
188
286
39
325
49
28
4
9
90
(22)
(21)
(43)
(37)
(8)
(45)
327
(9)
318
1 There is no material difference between the gross contractual amounts for loans and advances and accounts receivable and their fair value.
Magdeburg
In March 2015, Glencore completed the acquisition of a 100% interest in Magdeburg for a cash consideration of $134 million. The acquisition
of Magdeburg, an integrated oilseeds crushing and biodiesel plant located in Germany, adds further value to and enlarges our crushing
portfolio in Europe, allowing Glencore to further optimise around this business sector.
If the acquisition had taken place effective 1 January 2015, the operation would have contributed additional revenue of $15 million and an
additional attributable loss of $2 million. From the date of acquisition the operation contributed $161 million and $10 million of revenue
and attributable loss, respectively.
TRT
In November 2015, Glencore completed the acquisition of a 100% interest in TRT for a cash consideration of $193 million. TRT owns the
largest oilseed crushing and refining plant in Quebec, Canada with a capacity of 1.05 million tonnes per year.
If the acquisition had taken place effective 1 January 2015, the operation would have contributed additional revenue of $237 million and an
additional attributable loss of $20 million. From the date of acquisition the operation contributed $65 million and $1 million of revenue and
attributable income, respectively.
158 Glencore Annual Report 2015
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2015 Disposals
In 2015, Glencore disposed of its controlling interest in Tampakan and Falcondo. Furthermore, upon Optimum Coal commencing business
rescue proceedings, Glencore ceased having control over Optimum in August 2015. As a result of such loss of control, Optimum is no
longer accounted for as a subsidiary and has been deconsolidated (see note 3).
The carrying value of the assets and liabilities over which control was lost and net cash received from these disposals are detailed below:
US$ million
Non-current assets
Property, plant and equipment
Intangible assets
Loans and advances
Current assets
Inventories
Accounts receivable
Cash and cash equivalents
Non-controlling interest
Non-current liabilities
Borrowings
Deferred income
Deferred tax liabilities
Provisions
Current liabilities
Accounts payable
Deferred income
Provisions
Carrying value of net assets/(liabilities) disposed
Less: Cash and cash equivalents received
Add: Foreign currency translation losses recycled
to the statement of income
Net (gain)/loss on disposal
Cash and cash equivalents received
Less: Cash and cash equivalents disposed
Net cash received from disposal
1 Includes associated impairments of $152 million (see note 3).
Tampakan
Falcondo
Optimum1
Other
Total
161
–
1
162
–
21
–
21
(14)
(142)
–
–
(8)
(150)
(3)
–
–
(3)
16
(208)
–
(192)
208
–
208
11
–
–
11
45
12
1
58
–
–
–
(1)
(110)
(111)
(5)
–
–
(5)
(47)
(40)
–
(87)
40
(1)
39
809
712
256
1,777
39
34
15
88
(243)
(277)
(150)
(203)
(137)
(767)
(64)
(62)
(6)
(132)
723
–
311
1,034
–
(15)
(15)
5
–
–
5
12
12
22
46
–
–
–
(1)
–
(1)
(42)
–
–
(42)
8
(2)
–
6
2
(22)
(20)
986
712
257
1,955
96
79
38
213
(257)
(419)
(150)
(205)
(255)
(1,029)
(114)
(62)
(6)
(182)
700
(250)
311
761
250
(38)
212
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Financial statements
Notes to the financial statements
24. ACQUISITION AND DISPOSAL OF SUBSIDIARIES (continued)
2014 Acquisitions
In 2014, Glencore acquired controlling interests in Caracal Energy Inc (“Caracal”), Zhairemsky GOK JSC (“Zhairemsky”) and other
immaterial entities. The net cash used in the acquisition of subsidiaries and the fair value of the assets acquired and liabilities assumed on
the acquisition dates are detailed below:
US$ million
Non-current assets
Property, plant and equipment
Intangible assets
Advances and loans1
Deferred tax assets
Current assets
Inventories
Accounts receivable1
Cash and cash equivalents
Non-controlling interest2
Non-current liabilities
Deferred tax liabilities
Other financial liabilities
Provisions
Current liabilities
Borrowings
Accounts payable
Total fair value of net assets acquired
Less: amounts previously recognised through investments and loans
Less: cash and cash equivalents acquired
Net cash used in acquisition of subsidiaries
Caracal
Zhairemsky
Other
Total
1,799
1
–
1
1,801
–
86
31
117
–
–
–
(1)
(1)
(161)
(149)
(310)
1,607
(77)
(31)
1,499
351
–
–
–
351
9
8
17
34
–
(52)
(3)
(13)
(68)
–
(9)
(9)
308
–
(17)
291
27
12
1
–
40
8
20
–
28
(8)
–
(5)
–
(5)
–
(53)
(53)
2
–
–
2
2,177
13
1
1
2,192
17
114
48
179
(8)
(52)
(8)
(14)
(74)
(161)
(211)
(372)
1,917
(77)
(48)
1,792
1 There is no material difference between the gross contractual amounts for loans and advances and accounts receivable and their fair value.
2 Non-controlling interest measured at its percentage of net assets acquired.
Caracal
On 8 July 2014, Glencore completed the acquisition of the remaining issued and outstanding equity of Caracal, an oil and gas exploration
and development company with operations in the Republic of Chad, Africa, for a total consideration of $1,607 million. This increased
Glencore’s ownership from 13.2% to 100% and provides Glencore the ability to exercise control over Caracal.
The acquisition accounting has now been finalised. The final fair value adjustments to the provisionally reported values relate to
reclassifications within property, plant and equipment resulting from the refinement of acquisition date pricing forecasts and revisions
to assumptions that existed at the acquisition date including corporate cost forecasts, oil quality adjustments and pipeline tariff costs
(see note 7).
If the acquisition had taken place effective 1 January 2014, the operation would have contributed additional revenue of $56 million and
additional attributable loss of $25 million. From the date of acquisition, the operation contributed $101 million and $80 million of revenue
and attributable loss, respectively.
The acquisition of Caracal enlarged Glencore’s regional oil portfolio enabling the Group to establish its own African oil operational
footprint, from which to seek additional regional commercial/development opportunities, as they arise.
Zhairemsky
On 11 December 2014, Glencore completed the acquisition of a 100% interest in Zhairemsky GOK JSC, located in Kazakhstan, for a cash
consideration of $308 million. The acquisition enhances and complements Glencore’s existing operations in Kazakhstan, including an
expectation that the additional zinc/lead resources will significantly increase Kazzinc’s weighted average own-source life of mine.
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The acquisition accounting has now been finalised, with no adjustments to the previously reported provisional fair values.
If the acquisition had taken place effective 1 January 2014, the operation would have contributed additional revenue of $78 million and
additional attributable loss of $2 million. From the date of acquisition the operation contributed $6 million and $1 million of revenue
and attributable loss, respectively.
Other
Other comprises primarily the acquisition of an additional 16.99% interest in Energia Austral, increasing Glencore’s ultimate ownership
to 65.99%. From the date of acquisition, 1 January 2014, the operations contributed $25 million and $15 million to Glencore’s revenue and
attributable income, respectively.
2014 Disposals
In 2014, Glencore disposed of its controlling interest in Las Bambas that was acquired as part of the Xstrata business combination in May
2013. Other consists primarily of the disposal of Frieda River, a copper project in Papua New Guinea. The carrying value of the assets and
liabilities over which control was lost and net cash received from these disposals are detailed below:
US$ million
Property, plant and equipment
Accounts receivable
Assets held for sale
Accounts payable
Liabilities held for sale
Non-controlling interest
Total carrying value of net assets disposed
Cash and cash equivalents received
Future consideration receivable
Total consideration
Net gain/(loss) on disposal
Las Bambas
Other
–
–
6,884
–
(604)
–
6,280
6,449
15
6,464
184
89
9
–
(2)
–
(16)
80
33
34
67
(13)
Total
89
9
6,884
(2)
(604)
(16)
6,360
6,482
49
6,531
171
25. FINANCIAL AND CAPITAL RISK MANAGEMENT
Financial risks arising in the normal course of business from Glencore’s operations comprise market risk (including commodity price
risk, interest rate risk and currency risk), credit risk (including performance risk) and liquidity risk. It is Glencore’s policy and practice
to identify and, where appropriate and practical, actively manage such risks (except “margin” risk within its extensive and diversified
industrial portfolio – refer net present value at risk below) to support its objectives in managing its capital and future financial security
and flexibility. Glencore’s overall risk management programme 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. Glencore’s finance and risk professionals, working in coordination with the commodity departments, monitor, manage and report
regularly to senior management and the Board of Directors on the approach and effectiveness in managing financial risks along with the
financial exposures facing the Group.
Glencore’s objectives in managing its “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.
Central to meeting these objectives is maintaining an investment grade credit rating status. Glencore’s current credit ratings are Baa3
(stable) from Moody’s and BBB- (stable) from S&P.
Distribution policy and other capital management initiatives
In September 2015, the Board determined that no cash distributions would be made in 2016, in an effort to preserve capital and investment
grade credit ratings. The Board remains focused on delivery of the Group’s debt reduction target, and will consider the resumption
of distributions to shareholders when it considers these have been realised. The manner and timing of future distributions will be
determined after consultation with shareholders. Distributions are expected to be declared by the Board semi-annually (with the half-year
results and the preliminary full-year results). Distributions, when declared, will be paid in US dollars, although shareholders will be able
to elect to receive their distribution 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 distributions in Hong Kong dollars, while shareholders
on the JSE will receive their distributions in South African Rand.
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Financial statements
Notes to the financial statements
25. FINANCIAL AND CAPITAL RISK MANAGEMENT (continued)
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 exposure 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 Glencore’s 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 Glencore’s 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 Glencore’s commodity
department teams who actively engage in the management of such.
Value at risk
One of the tools used by Glencore to monitor and limit its primary market risk exposure, principally 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
a threshold for 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 and based on a specific price history. 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 markets and commodities and risk measures
can be aggregated to derive a single risk value. Glencore’s Board has set a consolidated VaR limit (one day 95% confidence level) of
$100 million representing less than 0.5% of total equity, which the Board reviews annually. The consolidated VaR limit of $100 million was
not exceeded during the year.
Glencore uses a VaR approach based on Monte Carlo simulations computed at a 95% confidence level and utilising a weighted data history
for a one-day time horizon.
Position sheets are regularly distributed and monitored and daily Monte Carlo simulations are applied to the various business groups’ net
marketing positions to determine potential losses.
Market risk VaR (one-day 95% confidence level) ranges and year-end positions were as follows:
US$ million
Year-end position
Average during the year
High during the year
Low during the year
2015
2014
18
35
52
17
39
36
65
16
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, benchmarking against an alternative VaR computation based on historical simulations and back testing calculated
VaR against the hypothetical portfolio returns arising in the next business day.
Glencore’s VaR computation currently covers its business in the key base metals (including aluminium, nickel, zinc, copper and lead), coal,
iron ore, oil/natural gas and main risks in the agricultural products business segment (grain, oil seeds, sugar and cotton) and assesses
the open priced positions which are 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, molybdenum, cobalt, freight and some risk associated
with concentrates as it does not consider the nature of these markets to be suited to this type of analysis. Alternative measures are used to
monitor exposures related to these products.
Net present value at risk
Glencore’s 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 cash flows and valuations.
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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; other
methods include the use of interest rate swaps and similar derivative instruments. Floating rate debt which is predominantly used to fund
fast turning working capital (interest is internally charged on the funding of this working capital) is primarily based on US$ 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, Glencore’s income and equity for the year ended 31 December 2015
would decrease/increase by $59 million (2014: $95 million).
Currency risk
The US dollar is the predominant functional currency of the Group. Currency risk is the risk of loss from movements in exchange rates
related to transactions and balances in currencies other than the US dollar. Such transactions include operating expenditure, capital
expenditure and to a lesser extent purchases and sales in currencies other than the functional currency. Purchases or sales of commodities
concluded in currencies other than the functional currency, apart from certain limited domestic sales at industrial operations which act
as a hedge against local operating costs, are ordinarily hedged through forward exchange contracts. Consequently, foreign exchange
movements against the US dollar on recognised transactions would have an immaterial financial impact. Glencore enters into currency
hedging transactions with leading financial institutions.
Glencore’s debt related payments (both principal and interest) are overwhelmingly denominated in or swapped using hedging
instruments into US dollars. Glencore’s operating expenses, being a small portion of its revenue base, are incurred in a mix of currencies of
which the US dollar, Swiss Franc, Pound Sterling, Canadian dollar, Australian dollar, Euro, Kazakhstan Tenge, Colombian Peso and South
African Rand are the predominant currencies.
Glencore has issued Euro, Swiss Franc, Sterling, Yen and Australian dollar denominated bonds (see note 19). Cross currency swaps were
concluded to hedge the currency risk on the principal and related interest payments of these bonds. These contracts were designated as
cash flow hedges of the foreign currency risks associated with the bonds. The fair value of these derivatives is as follows:
US$ million
Cross currency swap agreements – 2015
Cross currency swap agreements – 2014
1 Refer to note 19 for details.
Credit risk
Notional amounts
Recognised fair values
Buy
–
–
Sell
15,541
15,762
Assets
Liabilities
21
15
2,471
1,727
Average
maturity¹
2020
2019
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. Glencore’s credit management process includes the assessment,
monitoring and reporting of counterparty exposure on a regular basis. Glencore’s cash and cash equivalents 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 Glencore’s customer base, their diversity across various industries and geographical areas, as well as
Glencore’s policy to mitigate these risks through letters of credit, netting, collateral and insurance arrangements where appropriate.
Additionally, it is Glencore’s 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 1.9%
(2014: 2.5%) of its trade receivables (on a gross basis taking into account credit enhancements) or accounting for more than 4.7% of its
revenues over the year ended 31 December 2015 (2014: 3.5%).
The maximum exposure to credit risk (including performance risk – see below), without considering netting agreements or without taking
account of any collateral held or other credit enhancements, is equal to the carrying amount of Glencore’s financial assets (see note 26).
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Financial statements
Notes to the financial statements
25. FINANCIAL AND CAPITAL RISK MANAGEMENT (continued)
Performance risk
Performance risk (part of the broader credit risk subject matter, discussed above) is inherent in contracts, with agreements in the
future, to physically purchase or sell commodities with fixed price attributes, and 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. Glencore’s market breadth,
diversified supplier and customer base as well as the standard pricing mechanism in the vast majority of Glencore’s commodity portfolio
which does not fix prices beyond three months, with the main exception being coal, where longer-term fixed price contracts are common,
ensure that performance risk is adequately mitigated. The commodity industry has trended towards shorter-term 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 and availability of adequate committed
funding facilities. Glencore has set itself an internal minimum liquidity target to maintain at all times, including via available committed
undrawn credit facilities of $3 billion (2014: $3 billion). Glencore’s 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 management, 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.
As at 31 December 2015, Glencore had available committed undrawn credit facilities, cash and marketable securities amounting to
$15,155 million (2014: $9,620 million). The maturity profile of Glencore’s financial liabilities based on the contractual terms is as follows:
2015
US$ million
Borrowings
Expected future interest payments
Accounts payable
Other financial liabilities
Total
Current assets
2014
US$ million
Borrowings
Expected future interest payments
Accounts payable
Other financial liabilities
Total
Current assets
26. FINANCIAL INSTRUMENTS
Fair value of financial instruments
After 5 years
Due 3–5 years
Due 2–3 years
Due 1–2 years
Due 0–1 year
11,401
3,965
–
186
10,949
1,515
–
–
2,823
796
–
–
7,759
814
–
–
15,552
12,464
3,619
8,573
11,117
935
24,088
4,931
41,071
42,198
After 5 years
Due 3–5 years
Due 2–3 years
Due 1–2 years
Due 0–1 year
13,467
4,363
–
295
8,122
1,686
–
342
5,286
906
–
–
13,813
992
–
343
18,125
10,150
6,192
15,148
12,005
1,068
26,881
3,956
43,910
53,219
Total
44,049
8,025
24,088
5,117
81,279
42,198
Total
52,693
9,015
26,881
4,936
93,525
53,219
The following tables present the carrying values and fair values of Glencore’s financial instruments. Fair value is the price that would
be received to sell an asset or paid to transfer a liability in an orderly transaction in the principal (most advantageous) market at
the measurement date under current market conditions. 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 market 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 approximate
the fair values with the exception of $44,049 million (2014: $52,693 million) of borrowings, the fair value of which at 31 December
2015 was $39,406 million (2014: $53,285 million) based on observable market prices applied to the borrowing portfolio (a Level 2 fair
value measurement).
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Carrying
value1
Available
for sale
FVtPL2
Total
2015
US$ million
Assets
Other investments3
Advances and loans
Accounts receivable
Other financial assets (see note 27)
Cash and cash equivalents and marketable securities4
–
3,005
17,001
–
–
1,092
–
–
–
–
Total financial assets
20,006
1,092
Liabilities
Borrowings
Non-current other financial liabilities (see note 27)
Accounts payable
Other financial liabilities (see note 27)
Total financial liabilities
44,049
–
24,088
–
68,137
–
–
–
–
–
213
–
–
3,701
2,746
6,660
–
186
–
4,931
5,117
1,305
3,005
17,001
3,701
2,746
27,758
44,049
186
24,088
4,931
73,254
1 Carrying value comprises investments, loans, accounts receivable, accounts payable and other liabilities measured at amortised cost.
2 FVtPL – Fair value through profit and loss – held for trading.
3 Other investments of $568 million are classified as Level 1 measured using quoted market prices with the remaining balance of $737 million being investments in private companies
whose fair value cannot be reliably measured which are carried at cost.
4 Classified as Level 1, measured using quoted exchange rates and/or market prices.
2014
US$ million
Assets
Other investments3
Advances and loans
Accounts receivable
Other financial assets (see note 27)
Cash and cash equivalents and marketable securities4
Total financial assets
Liabilities
Borrowings
Non-current other financial liabilities (see note 27)
Accounts payable
Other financial liabilities (see note 27)
Total financial liabilities
Carrying
value1
Available
for sale
FVtPL2
Total
–
4,597
21,456
–
–
895
–
–
–
–
26,053
895
52,693
–
26,881
–
79,574
–
–
–
–
–
577
–
–
4,036
2,855
7,468
–
980
–
3,956
4,936
1,472
4,597
21,456
4,036
2,855
34,416
52,693
980
26,881
3,956
84,510
1 Carrying value comprises investments, loans, accounts receivable, accounts payable and other liabilities measured at amortised cost.
2 FVtPL – Fair value through profit and loss – held for trading.
3 Other investments of $1,354 million are classified as Level 1 measured using quoted market prices with the remaining balance of $118 million being investments in private companies
whose fair value cannot be reliably measured which are carried at cost.
4 Classified as Level 1, measured using quoted exchange rates and/or market prices.
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Notes to the financial statements
26. FINANCIAL INSTRUMENTS (continued)
Offsetting of financial assets and liabilities
In accordance with IAS 32 the Group reports financial assets and liabilities on a net basis in the consolidated statement of financial position
only if there is a legally enforceable right to set off the recognised amounts and there is intention to settle on a net basis, or to realise the
asset and settle the liability simultaneously. The financial assets and liabilities subject to offsetting, enforceable master netting and similar
agreements as at 31 December 2015 and 2014 were as follows:
Amounts eligible for set off
under netting agreements
Related amounts not set off
under netting agreements
2015
US$ million
Derivative assets1
Derivative liabilities1
Gross
amount
6,164
(6,799)
Amounts
offset
Net
amount
Financial
instruments
Financial
collateral
(4,282)
4,282
1,882
(2,517)
(406)
406
(494)
1,674
1 Presented within current other financial assets and current other financial liabilities.
Amounts
not subject
to netting
agreements
1,819
(2,414)
Net
amount
982
(437)
Amounts eligible for set off
under netting agreements
Related amounts not set off
under netting agreements
2014
US$ million
Derivative assets1
Derivative liabilities1
Gross
amount
19,282
(19,022)
Amounts
offset
(17,115)
17,115
Net
amount
2,167
(1,906)
Financial
instruments
Financial
collateral
(483)
483
(497)
924
Net
amount
1,187
(499)
1 Presented within current other financial assets and current other financial liabilities.
Amounts
not subject
to netting
agreements
1,869
(2,050)
Total as
presented
in the
consolidated
statement
of financial
position
3,701
(4,931)
Total as
presented
in the
consolidated
statement
of financial
position
4,036
(3,956)
For the financial assets and liabilities subject to enforceable master netting or similar arrangements above, each agreement between the
Group and the counterparty allows for net settlement of the relevant financial assets and liabilities when both elect to settle on a net basis.
In the absence of such an election, financial assets and liabilities may be settled on a gross basis, however, each party to the master netting
or similar agreement will have the option to settle all such amounts on a net basis in the event of default of the other party. Per the terms
of each agreement, an event of default includes failure by a party to make payment when due, failure by a party to perform any obligation
required by the agreement (other than payment) if such failure is not remedied within periods of 30 to 60 days after notice of such failure is
given to the party or bankruptcy.
27. FAIR VALUE MEASUREMENTS
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
Inputs are quoted prices (unadjusted) in active markets for identical assets or liabilities that Glencore can assess at the
measurement date; or
Level 2
Inputs other than quoted inputs included in Level 1 that are observable for the assets or liabilities, either directly or indirectly; or
Level 3 Unobservable inputs for the assets or liabilities, 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, whereas 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 classifications
primarily include physical forward transactions which derive their fair value predominantly from models that use broker quotes and
applicable market-based estimates surrounding location, quality and credit differentials and financial liabilities linked to the fair value of
certain mining operations. 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 Glencore’s 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, insolvency or
bankruptcy by the counterparty.
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The following tables show the fair values of the derivative financial instruments including trade related financial and physical forward
purchase and sale commitments by type of contract and non-current other financial liabilities as at 31 December 2015 and 2014.
Other assets and liabilities which are measured at fair value on a recurring basis are marketing inventories, other investments, cash and
cash equivalents and marketable securities. Refer to notes 12 and 26 for disclosures in connection with these fair value measurements.
There are no non-recurring fair value measurements.
Other financial assets
2015
US$ million
Commodity related contracts
Futures
Options
Swaps
Physical forwards
Financial contracts
Cross currency swaps
Foreign currency and interest rate contracts
Total
2014
US$ million
Commodity related contracts
Futures
Options
Swaps
Physical forwards
Financial contracts
Cross currency swaps
Foreign currency and interest rate contracts
Total
Other financial liabilities
2015
US$ million
Commodity related contracts
Futures
Options
Swaps
Physical forwards
Financial contracts
Cross currency swaps
Foreign currency and interest rate contracts
Current other financial liabilities
Non-current other financial liabilities
Non-discretionary dividend obligation1
Non-current other financial liabilities
Total
Level 1
Level 2
Level 3
Total
889
30
112
–
–
–
1,031
246
15
556
1,299
189
141
2,446
–
–
–
224
–
–
224
1,135
45
668
1,523
189
141
3,701
Level 1
Level 2
Level 3
Total
1,008
21
133
21
–
2
1,185
183
27
771
1,101
158
271
2,511
–
1
–
339
–
–
340
1,191
49
904
1,461
158
273
4,036
Level 1
Level 2
Level 3
Total
414
40
197
–
–
3
654
–
–
654
33
4
323
1,156
2,196
359
4,071
–
–
4,071
–
1
–
205
–
–
206
186
186
392
447
45
520
1,361
2,196
362
4,931
186
186
5,117
1 A ZAR denominated derivative liability payable to ARM Coal, one of the Group’s principal coal joint operations based in South Africa. The liability arises from ARM Coal’s rights as
an investor to a share of agreed free cash flows from certain coal operations in South Africa and is valued based on those cash flows using a risk adjusted discount rate. The derivative
liability is settled over the life of those operations and has no fixed repayment date and is not cancellable within 12 months.
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Financial statements
Notes to the financial statements
27. FAIR VALUE MEASUREMENTS (continued)
Other financial liabilities
2014
US$ million
Commodity related contracts
Futures
Options
Swaps
Physical forwards
Financial contracts
Cross currency swaps
Foreign currency and interest rate contracts
Current other financial liabilities
Non-current other financial liabilities
Non-discretionary dividend obligation1
Put option over non-controlling interest2
Non-current other financial liabilities
Total
Level 1
Level 2
Level 3
Total
580
199
118
4
–
–
901
–
–
–
8
12
98
893
1,281
459
2,751
–
–
–
–
40
–
264
–
–
304
295
685
980
901
2,751
1,284
588
251
216
1,161
1,281
459
3,956
295
685
980
4,936
1 A ZAR denominated derivative liability payable to ARM Coal, one of the Group’s principal coal joint operations based in South Africa. The liability arises from ARM Coal’s rights as
an investor to a share of agreed free cash flows from certain coal operations in South Africa and is valued based on those cash flows using a risk adjusted discount rate. The derivative
liability is settled over the life of those operations and has no fixed repayment date and is not cancellable within 12 months.
2 The position related to a put option over the remaining 31% of Mutanda that was exercisable in two equal tranches in July 2016 and July 2018. In June 2015, an agreement was reached
to cancel the put/call option and, as such, the liability was released resulting in a corresponding increase in the associated non-controlling interest. Neither party paid consideration to
cancel the put/call option.
The following table shows the net changes in fair value of Level 3 other financial assets and other financial liabilities:
US$ million
1 January 2014
Total gain/(loss) recognised in cost of goods sold
Non-discretionary dividend obligation
Realised
31 December 2014
1 January 2015
Total gain/(loss) recognised in cost of goods sold
Cancellation of put option over non-controlling interest
Non-discretionary dividend obligation
Realised
31 December 2015
Physical
forwards
Options
215
(34)
–
(106)
75
75
36
–
–
(92)
19
(716)
(39)
–
31
(724)
(724)
(1)
685
–
39
(1)
Other
(359)
–
64
–
(295)
(295)
–
–
109
–
(186)
Total
Level 3
(860)
(73)
64
(75)
(944)
(944)
35
685
109
(53)
(168)
During the year no amounts were transferred between Level 1 and Level 2 of the fair value hierarchy and no amounts were transferred
into or out of Level 3 of the fair value hierarchy for either other financial assets or other financial liabilities.
168 Glencore Annual Report 2015
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Some of the Group’s financial assets and financial liabilities are measured at fair value at the end of each reporting period. The following
table provides information about how the fair values of these financial assets and financial liabilities are determined, in particular, the
valuation techniques and inputs used.
Fair value of financial assets/financial liabilities
US$ million
Futures – Level 1
Valuation techniques and key inputs:
Quoted bid prices in an active market
Significant unobservable inputs:
None
Futures – Level 2
Valuation techniques and key inputs:
Discounted cash flow model
Assets
Liabilities
Assets
Liabilities
2015
889
(414)
246
(33)
2014
1,008
(580)
183
(8)
Inputs include observable quoted prices sourced from exchanges or traded reference indices in active
markets for identical assets or liabilities. Prices are adjusted by a discount rate which captures the
time value of money and counterparty credit considerations, as required.
Significant unobservable inputs:
None
Options – Level 1
Valuation techniques and key inputs:
Quoted bid prices in an active market
Significant unobservable inputs:
None
Options – Level 2
Valuation techniques and key inputs:
Discounted cash flow model
Assets
Liabilities
Assets
Liabilities
30
(40)
15
(4)
21
(199)
27
(12)
Inputs include observable quoted prices sourced from exchanges or traded reference indices in active
markets for identical assets or liabilities. Prices are adjusted by a discount rate which captures the
time value of money and counterparty credit considerations, as required.
Significant unobservable inputs:
None
Options – Level 3
Valuation techniques and key inputs:
Standard option pricing model
Significant unobservable inputs:
Prices are adjusted by differentials, as required,
including:
– Volatility; and
– Credit risk.
Assets
Liabilities
–
(1)
1
(40)
These significant unobservable inputs generally represent 2% – 20% of the overall value of the
instruments. These differentials move in symmetry with each other, e.g. a decrease in volatility leads
to a decrease in credit risk, resulting in no material change in the underlying value.
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Financial statements
Notes to the financial statements
27. FAIR VALUE MEASUREMENTS (continued)
Fair value of financial assets/financial liabilities
US$ million
Swaps – Level 1
Valuation techniques and key inputs:
Quoted bid prices in an active market
Significant unobservable inputs:
None
Swaps – Level 2
Valuation techniques and key inputs:
Discounted cash flow model
Assets
Liabilities
Assets
Liabilities
2015
112
(197)
556
(323)
2014
133
(118)
771
(98)
Inputs include observable quoted prices sourced from exchanges or traded reference indices in active
markets for identical assets or liabilities. Prices are adjusted by a discount rate which captures the
time value of money and counterparty credit considerations, as required.
Significant unobservable inputs:
None
Physical Forwards – Level 1
Valuation techniques and key inputs:
Quoted bid prices in an active market
Significant unobservable inputs:
None
Physical Forwards – Level 2
Valuation techniques and key inputs:
Discounted cash flow model
Assets
Liabilities
–
–
21
(4)
Assets
Liabilities
1,299
(1,156)
1,101
(893)
Inputs include observable quoted prices sourced from exchanges or traded reference indices in active
markets for identical assets or liabilities. Prices are adjusted by a discount rate which captures the
time value of money and counterparty credit considerations, such as history of non-performance,
collateral held and current market developments, as required.
Significant unobservable inputs:
None
Physical Forwards – Level 3
Valuation techniques and key inputs:
Discounted cash flow model
Assets
Liabilities
224
(205)
339
(264)
Valuation of the Group’s commodity physical forward contracts categorised within this level is based
on observable market prices that are adjusted by unobservable differentials, as required, including:
– Quality;
– Geographic location;
– Local supply & demand;
– Customer requirements; and
– Counterparty credit considerations.
These significant unobservable inputs generally represent 2% – 50% of the overall value of the
instruments. These differentials are generally symmetrical with an increase/decrease in one
input resulting in an opposite movement in another input, resulting in no material change in
the underlying value.
170 Glencore Annual Report 2015
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Fair value of financial assets/financial liabilities
US$ million
Cross currency swaps – Level 2
Valuation techniques and key inputs:
Discounted cash flow model
Assets
Liabilities
2015
189
2014
158
(2,196)
(1,281)
Inputs include observable quoted prices sourced from exchanges or traded reference indices in active
markets for identical assets or liabilities. Prices are adjusted by a discount rate which captures the
time value of money and counterparty credit considerations, as required.
Significant unobservable inputs:
None
Foreign currency and interest rate contracts – Level 1
Valuation techniques and key inputs:
Quoted bid prices in an active market
Significant unobservable inputs:
None
Foreign currency and interest rate contracts – Level 2
Valuation techniques and key inputs:
Discounted cash flow model
Assets
Liabilities
Assets
Liabilities
–
(3)
141
(359)
2
–
271
(459)
Inputs include observable quoted prices sourced from exchanges or traded reference indices in active
markets for identical assets or liabilities. Prices are adjusted by a discount rate which captures the
time value of money and counterparty credit considerations, as required.
Significant unobservable inputs:
None
Non-discretionary dividend obligation – Level 3
Valuation techniques:
Discounted cash flow model
Significant observable inputs:
– Forecast commodity prices; and
– Discount rates using weighted average cost of
capital methodology.
Significant unobservable inputs:
– Production models;
– Operating costs; and
– Capital expenditures.
Assets
Liabilities
–
(186)
–
(295)
The resultant liability is essentially a discounted cash flow valuation of the underlying mining
operation. Increases/decreases in forecast commodity prices will result in an increase/decrease to
the value of the liability though this will be partially offset by associated increases/decreases in the
assumed production levels, operating costs and capital expenditures which are inherently linked to
forecast commodity prices. There are no reasonable changes in assumptions which would result in a
material change to the fair value of the underlying liability.
Put option over non-controlling interest – Level 3
Assets
Liabilities
–
–
–
(685)
Valuation techniques:
Discounted cash flow model
Significant observable inputs:
– Forecast commodity prices; and
– Discount rates using weighted average cost of
capital methodology.
Significant unobservable inputs:
– Production models;
– Operating costs; and
– Capital expenditures.
The resultant liability is essentially a discounted cash flow valuation of the underlying mining
operation. Increases/decreases in forecast commodity prices will result in an increase/decrease to
the value of the liability though this will be partially offset by associated increases/decreases in the
assumed production levels, operating costs and capital expenditures which are inherently linked to
forecast commodity prices. There are no reasonable changes in assumptions which would result in
a material change to the fair value of the underlying liability.
As described above, in June 2015, an agreement was reached to cancel the put option over the
non-controlling interest, with nil consideration being paid by either party.
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Financial statements
Notes to the financial statements
28. AUDITORS’ REMUNERATION
US$ million
Remuneration in respect of the audit of Glencore’s consolidated financial statements
Other audit fees, primarily in respect of audits of accounts of subsidiaries
Audit-related assurance services1
Total audit and related assurance fees
Corporate finance services
Taxation compliance services
Other taxation advisory services
Other assurance services
Other services
Total non-audit fees
Total professional fees
2015
3
19
3
25
–
3
2
1
–
6
31
2014
4
20
5
29
1
2
2
1
2
8
37
1 Audit-related assurance services primarily related to interim reviews of the Group’s half year accounts and quarterly accounts of the Group’s publicly listed subsidiaries.
29. 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 31 December 2015, $1,088 million (2014: $2,497 million), of which 77% (2014: 80%) relates to expenditure
to be incurred over the next year, was contractually committed for the acquisition of property, plant and equipment.
Certain of Glencore’s exploration tenements and licences 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 31 December 2015, $144 million
(2014: $255 million) of such development expenditures are to be incurred, of which 29% (2014: 23%) are for commitments to be settled over
the next year.
Glencore procures seagoing vessels/chartering services to meet its overall marketing objectives and commitments. As at 31 December
2015, Glencore has committed to future hire costs to meet future physical delivery and sale obligations and expectations of $894 million
(2014: $1,371 million), of which $145 million (2014: $183 million) are with associated companies. 60% (2014: 37%) of the total charters are for
services to be received over the next two years.
As part of Glencore’s 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 Glencore’s
contractual obligations. In addition, Glencore is required to post rehabilitation and pension guarantees in respect of these future
obligations. As at 31 December 2015, $18,027 million (2014: $16,307 million) of such commitments have been issued on behalf of Glencore,
which will generally be settled simultaneously with the payment for such commodity or rehabilitation and pension obligation.
Glencore has entered into various operating leases mainly as lessee for office and warehouse/storage facilities. Rental expenses for these
leases totalled respectively $237 million and $279 million for the years ended 31 December 2015 and 2014. Future net minimum lease
payments under non-cancellable operating leases are as follows:
US$ million
Within 1 year
Between 2 and 5 years
After 5 years
Total
2015
143
346
170
659
2014
142
275
255
672
Glencore has entered into finance leases for various plant and equipment items, primarily vessels and machinery. Future net minimum
lease payments under finance leases together with the future finance charges are as follows:
US$ million
Within 1 year
Between 1 and 5 years
After 5 years
Total minimum lease payments
Less: amounts representing finance lease charges
Present value of minimum lease payments
172 Glencore Annual Report 2015
Undiscounted minimum
lease payments
Present value of minimum
lease payments
2015
116
267
277
660
196
464
2014
76
236
280
592
116
476
2015
88
193
183
464
–
464
2014
51
173
252
476
–
476
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30. CONTINGENT LIABILITIES
The amount of corporate guarantees in favour of third parties as at 31 December 2015 was $nil (2014: $nil). Also see note 10.
The Group is subject to various claims which arise in the ordinary course of business as detailed below. These contingent liabilities are
reviewed on a regular basis and where practical an estimate is made of the potential financial impact on the Group. As at 31 December
2015 and 2014, it was not practical to make such an assessment.
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 defences 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, therefore resulting from any litigation will not have a material
adverse effect on its consolidated income, financial position or cash flows.
Environmental contingencies
Glencore’s operations 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.
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 interpretation 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.
31. RELATED PARTY TRANSACTIONS
In the normal course of business, Glencore enters into various arm’s length transactions with related parties, 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 11, 13, 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, associates and joint ventures. In 2015, sales and purchases with associates and joint ventures amounted
to $1,196 million (2014: $1,200 million) and $3,562 million (2014: $3,178 million) respectively.
Remuneration of key management personnel
Glencore’s key management personnel are the members of the Board of Directors, CEO, CFO and the heads of the operating segments.
The remuneration of Directors and other members of key management personnel recognised in the consolidated statement of income
including salaries and other current employee benefits amounted to $10 million (2014: $10 million). There were no other long-term benefits
or share-based payments provided to key management personnel (2014: $nil). Further details on remuneration of Directors are set out in
the Director’s remuneration report on page 89.
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Financial statements
Notes to the financial statements
32. PRINCIPAL SUBSIDIARIES WITH MATERIAL NON-CONTROLLING INTERESTS
Non-controlling interest is comprised of the following:
US$ million
Kazzinc
Koniambo
Optimum1
Alumbrera
Mutanda2
Other3
Total
2015
1,316
(2,460)
–
126
713
394
89
2014
1,404
–
271
182
2
1,079
2,938
1 Deconsolidated during 2015 (see note 24).
2 $685 million put option over non-controlling interest was cancelled in June 2015 (see note 27).
3 Other comprises various subsidiaries in which no individual balance attributable to non-controlling interests is material.
Summarised financial information in respect of Glencore’s subsidiaries that have material non-controlling interest, reflecting 100% of the
underlying subsidiary’s relevant figures, is set out below.
US$ million
31 December 2015
Non-current assets
Current assets
Total assets
Non-current liabilities
Current liabilities
Total liabilities
Net assets
Equity attributable to owners of the Company
Non-controlling interests
Non-controlling interests in %
2015
Revenue
Expenses
Net (loss)/profit for the year
Profit attributable to owners of the Company
Profit attributable to non-controlling interests
Other comprehensive income attributable to owners of the Company
Other comprehensive income attributable to non-controlling interests
Total comprehensive (loss)/income for the year
Dividends paid to non-controlling interests
Net cash inflow/(outflow) from operating activities
Net cash (outflow) from investing activities
Net cash (outflow)/inflow from financing activities
Total net cash inflow/(outflow)
Kazzinc
Koniambo
Alumbrera
Mutanda
4,796
872
5,668
975
344
1,319
4,349
3,033
1,316
30.3%
2,244
(2,494)
(250)
(174)
(76)
–
–
(250)
10
591
(262)
(319)
10
958
337
1,295
8,878
114
8,992
(7,697)
(5,237)
(2,460)
51.0%
–
(4,824)
(4,824)
(2,364)
(2,460)
–
–
(4,824)
–
–
(360)
404
44
346
399
745
241
252
493
252
126
126
50.0%
503
(616)
(113)
(57)
(56)
–
–
(113)
–
(138)
(50)
164
(24)
4,814
440
5,254
2,028
255
2,283
2,971
2,258
713
31.0%
1,315
(1,232)
83
57
26
–
–
83
–
330
(261)
(170)
(101)
174 Glencore Annual Report 2015
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US$ million
31 December 2014
Non-current assets
Current assets
Total assets
Non-current liabilities
Current liabilities
Total liabilities
Net assets
Equity attributable to owners of the Company
Non-controlling interests
Non-controlling interests in %
2014
Revenue
Expenses
Net (loss)/profit for the year
Profit attributable to owners of the Company
Profit attributable to non-controlling interests
Other comprehensive income attributable to owners of the Company
Other comprehensive income attributable to non-controlling interests
Total comprehensive (loss)/income for the year
Dividends paid to non-controlling interests
Net cash inflow/(outflow) from operating activities
Net cash (outflow) from investing activities
Net cash inflow/(outflow) from financing activities
Total net cash (outflow)/inflow
33. SUBSEQUENT EVENTS
Kazzinc
Optimum
Alumbrera
Mutanda
5,085
1,118
6,203
1,168
402
1,570
4,633
3,229
1,404
30.3%
2,517
(2,552)
(35)
(25)
(10)
–
–
(35)
(10)
232
(714)
460
(22)
1,755
77
1,832
628
346
974
858
587
271
458
373
831
299
167
466
365
183
182
32.4%
50.0%
592
(653)
(61)
(41)
(20)
–
–
(61)
–
(47)
(100)
141
(6)
1,037
(943)
94
47
47
–
–
94
(144)
235
(59)
(166)
10
4,747
711
5,458
2,247
322
2,569
2,889
2,887
2
31.0%
1,604
(1,259)
345
238
107
–
–
345
–
484
(241)
(128)
115
• In February 2016, Glencore announced that a long-term streaming agreement has been entered into with Franco-Nevada Corporation,
for delivery of gold and silver calculated by reference to copper produced at the Antapaccay mine, located in Peru. Franco-Nevada will
make an advance payment of $500 million upon closing of the transaction. In return, Glencore will deliver gold and silver by reference
to copper production: 300 ounces of gold per 1,000 tonnes of copper in concentrate up until 630,000 ounces of gold have been delivered
and 30% of gold production thereafter; and 4,700 ounces of silver per 1,000 tonnes of copper in concentrate up until 10,000,000 ounces of
silver have been delivered and 30% of silver production thereafter. Franco-Nevada will make ongoing payments of 20% of the spot gold
and silver price per ounce delivered which will increase to 30% of the respective spot prices after 750,000 ounces of gold and 12,800,000
ounces of silver have been delivered under the contact.
• In February 2016, Glencore announced that it has signed a new Revolving Credit Facility (“RCF”), which will ultimately refinance
and replace the existing $8.45 billion facility. In pre-syndication, $7.7 billion of commitments from 37 banks were signed into and in
Q2 2016 the refinancing will be broadened via launch of general syndication to some 30 additional banks. Consistent with the current
facility, this new facility remains unsecured, containing a 12 month extension option and 12 month borrower’s term-out option, thereby
extending the final maturity to May 2018.
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175
Financial statements
Notes to the financial statements
34. PRINCIPAL OPERATING, FINANCE AND INDUSTRIAL SUBSIDIARIES AND INVESTMENTS
Country
of incorporation
% interest
2015
% interest
2014
Main activity
Principal subsidiaries
Metals and minerals
Allied Alumina Inc. (Sherwin)
Minera Alumbrera Limited1
Cobar Group
Ernest Henry Mining Pty Ltd.
Compania Minera Lomas Bayas
Complejo Metalurgico Altonorte S.A.
Minera Altos de Punitaqui Limitada
Compania Minera Antapaccay S.A.
Pasar Group
Glencore Recycling Inc.
Mopani Copper Mines plc
Sable Zinc Kabwe Limited
Sagittarius Mines Inc (Tampakan)
Katanga Mining Limited2
Mutanda Group
Mount Isa Mines Limited
Kazzinc Ltd.
Zhairemsky GOK JSC
Vasilkovskoye Gold
Energia Austral Joint Venture
African Carbon Producers (Pty) Ltd
African Fine Carbon (Pty) Ltd
Char Technology (Pty) Ltd
Sphere Minerals Limited
Britannia Refined Metals Limited
Glencore Manganese Group
Pacorini Group
Murrin Murrin Group
Falconbridge Dominican S.A. (Falcondo)
Koniambo Nickel S.A.S.3
Glencore Nikkelverk AS
Eland Platinum Mines (Pty) Limited
McArthur River Mining Pty Ltd
Perkoa Group
Nordenhammer Zinkhütte GmbH
Asturiana de Zinc S.A.
USA
Antigua
Australia
Australia
Chile
Chile
Chile
Peru
Philippines
USA
Zambia
Zambia
Philippines
Canada
DRC
Australia
Kazakhstan
Kazakhstan
Kazakhstan
Chile
South Africa
South Africa
South Africa
Australia
UK
France/Norway
Switzerland
Australia
Dominican Rep.
New Caledonia
Norway
South Africa
Australia
Burkina Faso
Germany
Spain
100.0
50.0
100.0
100.0
100.0
100.0
100.0
100.0
78.2
100.0
73.1
100.0
0.0
75.3
69.0
100.0
69.7
69.7
69.7
66.6
100.0
100.0
100.0
97.5
100.0
100.0
100.0
100.0
0.0
49.0
100.0
74.0
100.0
90.0
100.0
100.0
100.0
50.0
100.0
100.0
100.0
100.0
100.0
100.0
78.2
100.0
73.1
100.0
62.5
75.3
69.0
Alumina production
Copper production
Copper production
Copper production
Copper production
Copper production
Copper production
Copper production
Copper production
Copper production
Copper production
Copper production
Copper production
Copper/Cobalt production
Copper/Cobalt production
100.0 Copper/Zinc/Lead production
69.7 Copper/Zinc/Lead production
69.7 Copper/Zinc/Lead production
69.7
66.6
100.0
100.0
100.0
88.2
100.0
100.0
100.0
100.0
85.3
49.0
100.0
74.0
100.0
90.0
100.0
100.0
Gold production
Hydroelectric project
Char production
Char production
Char production
Iron Ore production
Lead production
Manganese furnace
Metals warehousing
Nickel production
Nickel production
Nickel production
Nickel production
Platinum production
Zinc production
Zinc production
Zinc production
Zinc production
1 This investment is treated as a subsidiary as the Group is entitled to elect the chairman of the Board who has the casting vote where any vote is split equally between the four board
positions. Minera Alumbrera Limited’s principal place of business is Argentina.
2 Publicly traded on the Toronto Stock Exchange under the symbol KAT.TO and principal place of business is DRC. Glencore owns 1,435,848,228 shares.
3 The Group has control of Koniambo Nickel SAS as a result of the ability to direct the key activities of the operation and to appoint key management personnel provided by the terms of
the financing arrangements underlying the Koniambo project.
176 Glencore Annual Report 2015
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Country
of incorporation
% interest
2015
% interest
2014
Main activity
Argentina
Italy
Namibia
Peru
Bolivia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Colombia
South Africa
South Africa
South Africa
South Africa
B.V.I.
Bermuda
Bermuda
Bermuda
Hong Kong
Germany
Switzerland
Argentina
Czech Republic
Hungary
Poland
Canada/Australia
Brazil
Brazil
100.0
100.0
80.1
97.6
100.0
100.0
100.0
100.0
78.0
100.0
100.0
100.0
100.0
100.0
90.0
95.0
100.0
67.6
49.9
48.7
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
80.1
97.6
100.0
100.0
100.0
100.0
78.0
100.0
100.0
100.0
100.0
100.0
90.0
95.0
100.0
67.6
49.9
48.7
100.0
100.0
100.0
100.0
100.0
100.0
0.0
100.0
100.0
100.0
100.0
100.0
100.0
Zinc/Lead production
Zinc/Lead production
Zinc/Lead production
Zinc/Lead production
Zinc/Tin production
Coal production
Coal production
Coal production
Coal production
Coal production
Coal production
Coal production
Coal production
Coal production
Coal production
Coal production
Coal production
Coal production
Coal production
Coal production
Coal production
Ship owner
Oil production
Oil production
Oil exploration/production
Oil storage and bunkering
Biofuel production
Biofuel production
Edible oil production
Edible oil production
Edible oil production
Edible oil production
Grain handling
100.0
Sugar cane/ethanol production
100.0
Wheat flour milling
Metals and minerals (continued)
AR Zinc Group
Portovesme S.r.L.
Rosh Pinah Zinc Corporation (Pty) Limited
Empresa Minera Los Quenuales S.A.
Sinchi Wayra Group
Energy products
Cumnock No. 1 Colliery Pty Ltd
Enex Foydell Limited
Enex Liddell Pty Ltd
Oakbridge Pty Ltd
Glencore Coal Queensland Pty Limited
Jonsha Pty Limited
Mangoola Coal Operations Pty Limited
Oceanic Coal Australia Pty Limited
Ravensworth Operations Pty Ltd
Ulan Coal Mines Limited
United Collieries Pty Ltd
Prodeco Group
Optimum Coal Holdings (Pty) Limited4
Shanduka Coal (Pty) Ltd5
Umcebo Mining (Pty) Ltd6
Tavistock Collieries (Pty) Limited
Topley Corporation
Glencore Exploration Cameroon Ltd.
Glencore Exploration (EG) Ltd.
Petrochad (Mangara) Limited
Chemoil Energy Limited
Agricultural products
Glencore Magdeburg GmbH
Glencore Biofuels AG
Moreno Group
Usti Oilseed Group
Pannon Vegetable Oil Manufacturing LLC
Zaklady Tluszczowe w Bodaczowie Sp.z.o.o.
Viterra Group (incl. TRT)
Glencane Bioenergia S.A.
Correcta Industria e Comercio Ltdo.
4 Although Glencore holds 67.6% of the voting rights in Optimum, it has not been able to exercise control since August 2015, see note 3.
5 Although Glencore holds less than 50% of the voting rights, it has the ability to exercise control over Shanduka through the ability to direct the key activities of the operation and to
appoint key management personnel provided by the terms of the shareholders agreement.
6 Although Glencore holds less than 50% of the voting rights, it has the ability to exercise control over Umcebo as a result of shareholder agreements which provide Glencore the ability to
control the Board of Directors.
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177
Financial statements
Notes to the financial statements
34. PRINCIPAL OPERATING, FINANCE AND INDUSTRIAL SUBSIDIARIES AND INVESTMENT (continued)
Country
of incorporation
% interest
2015
% interest
2014
Main activity
Other operating and finance
Xstrata Limited
Glencore Australia Investment Holdings Pty Ltd
Glencore Operations Australia Pty Limited
Glencore Queensland Limited
Glencore Investment Pty Ltd
Glencore Australia Holdings Pty Ltd
Glencore Finance (Bermuda) Ltd
Glencore Canada Financial Corp
Glencore Finance (Europe) S.A.
Finges Investment B.V.
Glencore (Schweiz) AG
Glencore Group Funding Limited
Glencore Funding LLC
Glencore Canada Corporation
Glencore Grain B.V.
Glencore Singapore Pte Ltd
ST Shipping & Transport Pte Ltd
Glencore AG
Glencore International AG
Glencore Commodities Ltd
Glencore Energy UK Ltd
Glencore UK Ltd
Principal joint ventures7
Clermont Coal Mines Limited8
Compania Minera Dona Ines de Collahuasi
El Aouj Joint Venture
Principal joint operations9
Pentland Joint Venture
Redrock Joint Venture
Togara North Joint Venture
Wandoan Joint Venture
Bulga Joint Venture
Cumnock Joint Venture
Foybrook Joint Venture
Liddell Joint Venture
Macquarie Coal Joint Venture
Newlands, Collinsville, Abbot Point Joint Venture
Oaky Creek Coal Joint Venture
Ravensworth Underground Mine Joint Venture
Rolleston Joint Venture
Ulan Coal Mines Joint Venture
United Joint Venture
UK
Australia
Australia
Australia
Australia
Australia
Bermuda
Canada
Luxembourg
Netherlands
Switzerland
UAE
USA
Canada
Netherlands
Singapore
Singapore
Switzerland
Switzerland
UK
UK
UK
Australia
Chile
Mauritania
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
25.1
44.0
44.0
75.0
75.0
70.0
75.0
68.3
90.0
67.5
67.5
80.0
55.0
55.0
70.0
75.0
90.0
95.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
25.1
44.0
44.0
75.0
75.0
70.0
75.0
68.3
90.0
67.5
67.5
80.0
55.0
55.0
70.0
75.0
90.0
95.0
Holding
Holding
Holding
Holding
Holding
Finance
Finance
Finance
Finance
Finance
Finance
Finance
Finance
Operating
Operating
Operating
Operating
Operating
Operating
Operating
Operating
Operating
Coal production
Copper production
Iron Ore production
Coal exploration
Coal exploration
Coal exploration
Coal exploration
Coal production
Coal production
Coal production
Coal production
Coal production
Coal production
Coal production
Coal production
Coal production
Coal production
Coal production
7 The principal joint arrangements are accounted for as joint ventures as the shareholder agreements do not provide the Group the ability to solely control the entities.
8 The Group’s effective 25.05% economic interest in Clermont Coal is held through GS Coal Pty Ltd, a 50:50 joint venture with Sumitomo Corporation.
9 Classified as joint operations under IFRS 11, as these joint arrangements are not structured through separate vehicles.
178 Glencore Annual Report 2015
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Strategic report | Governance | Financial statements | Additional information
Country
of incorporation
% interest
2015
% interest
2014
Main activity
Principal joint operations (continued)
ARM Coal (Pty) Ltd.
Goedgevonden Joint Venture
Merafe Pooling and Sharing Joint Venture
Kabanga Joint Venture
Mototolo Joint Venture
Rhovan Pooling and Sharing Joint Venture
Principal associates
Renova S.A.
Carbones del Cerrejon LLC
Port Kembla Coal Terminal Limited
Port Waratah Coal Services Ltd
South Africa
South Africa
South Africa
Tanzania
South Africa
South Africa
Argentina
Colombia
Australia
Australia
Richards Bay Coal Terminal Company Limited
South Africa
Polymet Mining Corp.
Century Aluminum Company10
Terminal de Grãos Ponta da Montanha (Barcarena)
Russneft Group11
Lonmin plc12
Noranda Income Fund
Compania Minera Antamina S.A.
Recylex S.A.
Other investments
United Company Rusal plc
OAO NK Russneft11
Volcan Compania Minera S.A.A.
Canada
USA
Brazil
Russia
UK
Canada
Peru
France
Jersey
Russia
Peru
49.0
74.0
79.5
50.0
37.0
74.0
50.0
33.3
29.7
15.5
26.7
28.4
47.5
49.9
0.0
0.0
25.0
33.8
32.2
8.8
46.0
7.3
49.0
74.0
79.5
50.0
37.0
74.0
50.0
33.3
29.7
15.5
26.7
28.6
46.5
0.0
40.0 – 49.0
24.5
25.0
33.8
32.2
8.8
0.0
7.3
Coal production
Coal production
Ferroalloys production
Nickel production
Platinum production
Vanadium production
Biofuel production
Coal production
Coal terminal
Coal terminal
Coal terminal
Copper production
Diversified production
Grain terminal
Oil production
Platinum production
Zinc production
Zinc/Copper production
Zinc/Lead production
Aluminium production
Oil production
Zinc production
10 Represents the Group’s economic interest in Century, comprising 42.9% (2014: 41.8%) voting interest and 4.6% non-voting interest (2014: 4.7%). Century is publicly traded on
NASDAQ under the symbol CENX.
11 In November 2015, Glencore effected the debt to equity conversion with respect to Russneft, see notes 10 and 11. Although the Group holds more than 20% of the voting rights in
Russneft, it is unable to exercise significant influence over the financial and operating policy decisions of Russneft.
12 In June 2015, Glencore completed an in specie distribution of the stake in Lonmin plc, see note 3.
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179
Additional information
Additional information
In this section
181 Glossary
185 Production by quarter – Q4 2014 to Q4 2015
192 Resources and reserves
201 Shareholder information
202 Forward looking statements
180 Glencore Annual Report 2015
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Glossary
Available committed liquidity1
US$ million
Cash and cash equivalents and marketable securities
Headline committed syndicated revolving credit facilities
Amount drawn under syndicated revolving credit facilities
Amounts drawn under U.S. commercial paper programme
Total
1 Presented on an adjusted reported measure basis.
Current capital employed
Strategic report | Governance | Financial statements | Additional information
2015
2,914
2014
3,066
15,250
15,300
(2,994)
(15)
15,155
(7,933)
(813)
9,620
Current capital employed is current assets less accounts payable, current deferred income, current provisions, current other
financial liabilities and income tax payable.
Funds from operations (“FFO”)
FFO comprises cash provided by operating activities before working capital changes, less tax and net interest payments plus
dividends received and certain other expenses, comprising a legal settlement and net incremental metal leak costs incurred
in 2015.
Readily marketable inventories
Readily marketable inventories (“RMI”), comprising the core inventories which underpin and facilitate Glencore’s marketing
activities, represent inventories, that in Glencore’s assessment, are readily convertible into cash in the short term due to their
liquid nature, widely available markets and the fact that price risk is covered either by a forward physical sale or hedge
transaction. Glencore regularly assesses the composition of these inventories and their applicability, relevance and
availability to the marketing activities. As at 31 December 2015, $15,356 million (2014: $19,226 million) of inventories were
considered readily marketable. This comprises $10,928 million (2014: $16,297 million) of inventories carried at fair value less
costs of disposal and $4,428 million (2014: $2,929 million) carried at the lower of cost or net realisable value. During 2015,
Glencore reassessed the RMI categorisation and eligibility of certain inventories held by the Group’s metals’ smelting
operations. Given the highly liquid nature of these inventories, which represent a significant share of current assets, the
Group believes it is appropriate to consider them together with cash equivalents in analysing Group net debt levels and
computing certain debt coverage ratios and credit trends.
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181
Additional information
Glossary
Reconciliation of selected reported financial information to those applying the proportionate
consolidation method to certain associates and joint ventures
For internal reporting and analysis, management evaluates the performance of Antamina copper/zinc mine (34% owned),
Cerrejón coal mine (33% owned) and the Collahuasi copper mine (44% owned) under the proportionate consolidation
method reflecting Glencore’s proportionate share of the revenues, expenses, assets and liabilities of these investments.
Below are reconciliations of selected reported financial information to those of applying the proportionate consolidation
method to these investments.
Cash flow related adjustments
US$ million
Cash generated by operating activities before working capital changes
Addback EBITDA of certain associates and joint ventures
Cash generated by operating activities before working capital changes
Legal settlement and incremental metal leak costs included above (via statement of income – refer to note 5)
Income taxes paid
Interest received
Interest paid
Dividend received from associates and joint ventures
Funds from operations (FFO)
Reported
measure
Adjustment for
proportionate
consolidation
Adjusted
reported
measure
7,454
–
7,454
264
(865)
119
(1,203)
428
6,197
–
995
995
–
7,454
995
8,449
264
(207)
(1,072)
–
(1)
(369)
418
119
(1,204)
59
6,615
Net working capital changes (excluding silver streaming proceeds)
6,625
(40)
6,585
Silver streaming proceeds
Payments of non-current advances and loans
Net cash used in acquisition of subsidiaries
Net cash received from disposal of subsidiaries
Purchase of investments
Proceeds from sale of investments
Purchase of property, plant and equipment
Payments for exploration and evaluation
Proceeds from sale of property, plant and equipment
Net margin call in respect of financing related hedging activities
Return of capital/distributions to non-controlling interests
Purchases of own shares
Share issuance
Distributions paid to equity holders of the parent
Legal settlement and incremental metal leak costs (refer above)
Cash movement in net funding
900
188
(318)
212
(236)
41
–
(87)
–
–
–
–
900
101
(318)
212
(236)
41
(5,372)
(298)
(5,670)
(147)
115
(618)
(95)
(272)
2,444
(2,328)
(264)
7,072
–
14
–
–
–
–
–
–
7
(147)
129
(618)
(95)
(272)
2,444
(2,328)
(264)
7,079
182 Glencore Annual Report 2015
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Strategic report | Governance | Financial statements | Additional information
Net funding/debt at 31 December 2015
US$ million
Non-current borrowings
Current borrowings
Total borrowings
Less: cash and cash equivalents and marketable securities
Net funding
Less: Readily marketable inventories
Net debt
Net funding/debt at 31 December 2014
US$ million
Non-current borrowings
Current borrowings
Total borrowings
Less: cash and cash equivalents and marketable securities
Net funding
Less: Readily marketable inventories
Net debt
Reported
measure
Adjustment for
proportionate
consolidation
Adjusted
reported
measure
32,932
11,117
44,049
(2,746)
41,303
(15,356)
25,947
89
21
33,021
11,138
110
44,159
(168)
(2,914)
(58)
41,245
–
(15,356)
(58)
25,889
Reported
measure
Adjustment for
proportionate
consolidation
Adjusted
reported
measure
40,688
12,005
52,693
(2,855)
49,838
(19,226)
30,612
39
92
40,727
12,097
131
52,824
(211)
(3,066)
(80)
49,758
–
(19,266)
(80)
30,532
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183
Additional information
Glossary
Reconciliation of net exceptional and significant charges attributable to equity holders 2015
US$ million
(Losses)/Gains on disposals and investments1
Impairments2
Loss on metal leak2
Legal settlement2
Other expenses including restructuring and closure costs2
Net exceptional charges attributable to equity holders
Other significant items including FX movements, mark-to-market movements
on investments and taxation adjustments
Total significant items
1 See note 3 of the financial statements.
2 See note 4 of the financial statements.
Reconciliation of tax expense 2015
US$ million
Adjusted EBIT, pre-significant items
Interest expense allocation
Adjustments for:
Certain associates and joint ventures’ net finance costs
Share of income in associates and dividend income
Allocated profit before tax for the basis of tax calculation
Applicable tax rate
Pre-significant tax expense/(credit)
US$ million
Tax (credit)/expense on a proportionate consolidation basis
Adjustment in respect of certain associates and joint ventures’ tax
Tax (credit)/expense on the basis of the income statement
Reconciliation of tax expense 2014
US$ million
Adjusted EBIT, pre-significant items
Interest expense allocation
Adjustments for:
Certain associates and joint ventures’ net finance costs
Share of income in associates and dividend income
Allocated profit before tax for the basis of tax calculation
Applicable tax rate
Pre-significant tax expense
US$ million
Tax expense on a proportionate consolidation basis
Adjustment in respect of certain associates and joint ventures’ tax
Tax expense on the basis of the income statement
184 Glencore Annual Report 2015
Gross
significant
charges
Non-
controlling
interests’
share
(994)
(7,120)
(235)
(89)
(154)
–
2,651
94
–
44
Equity
holders’
share
(994)
(4,469)
(141)
(89)
(110)
(8,592)
2,789
(5,803)
(503)
(9,095)
–
2,789
(503)
(6,306)
Marketing
activities
Industrial
activities
2,464
(292)
Total
2,172
(153)
(1,432)
(1,585)
–
(110)
2,201
10.0%
220
(3)
45
(1,682)
(3)
(65)
519
25.0%
(38.5%)
(420)
(200)
Pre-
significant
tax expense
Significant
items tax
Total tax
expense
(200)
(162)
(362)
460
–
460
260
(162)
98
Marketing
activities
Industrial
activities
2,790
3,916
Total
6,706
(227)
(1,465)
(1,692)
–
(35)
2,528
10.0%
253
(14)
(83)
2,354
25.0%
589
(14)
(118)
4,882
17.2%
842
Pre-significant
tax expense
Las Bambas
disposal
Other
significant
items
Total tax
expense
842
(343)
499
531
–
531
779
–
779
2,152
(343)
1,809
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Production by quarter – Q4 2014 to Q4 2015
Metals and minerals
Production from own sources – Total1
Total Copper
Total Zinc
Total Lead
Total Nickel
Total Gold2
Total Silver2
Total Cobalt
Total Ferrochrome
Total Platinum2
Total Palladium2
Total Rhodium2
Total Vanadium Pentoxide
Q4
2014
Q1
2015
Q2
2015
Q3
2015
Q4
2015
2015
2014
kt
kt
kt
kt
koz
koz
kt
kt
koz
koz
koz
mlb
397.4
388.8
84.2
25.9
276
350.7
356.2
75.8
23.8
208
380.2
374.1
70.4
25.1
220
396.6
396.8
82.3
19.8
261
374.7
317.7
69.2
27.5
275
1,502.2
1,546.0
1,444.8
1,386.5
297.7
96.2
964
307.5
100.9
992
9,552
8,197
8,376
10,040
9,979
36,592
35,530
5.0
356
46
52
4
5.6
4.4
385
42
55
5
5.3
5.6
371
47
60
5
4.6
6.8
316
36
42
5
5.5
6.2
390
33
45
3
5.5
23.0
1,462
158
202
18
20.9
20.7
1,295
173
199
19
20.8
Production from own sources – Copper assets1
African Copper (Katanga, Mutanda, Mopani, Sable)
Katanga
Copper metal3
Mutanda
Copper metal3
Cobalt
Cobalt4
Mopani
Copper metal
kt
kt
kt
kt
kt
African Copper – total production including third party feed
Mopani
Sable
Copper metal
Copper metal
Cobalt4
Total Copper metal3
Total Cobalt4
Collahuasi5
Copper metal
Copper in concentrates
kt
kt
kt
kt
kt
kt
kt
Silver in concentrates
koz
Antamina6
Copper in concentrates
Zinc in concentrates
Silver in concentrates
kt
kt
koz
Q4
2014
Q1
2015
Q2
2015
Q3
2015
Q4
2015
2015
2014
42.8
0.9
46.5
3.2
31.4
52.9
–
0.1
37.1
0.9
51.6
2.6
22.0
40.1
0.9
53.9
3.7
27.8
36.5
1.1
55.5
4.9
29.5
–
–
55.1
5.3
12.8
113.7
2.9
216.1
16.5
92.1
158.0
2.8
197.1
14.4
109.9
51.5
51.0
51.4
30.9
184.8
185.1
–
–
–
–
–
–
–
–
–
–
4.9
0.5
120.7
110.7
121.8
121.5
4.1
3.5
4.6
6.0
67.9
5.3
421.9
465.0
19.4
17.2
4.0
48.6
591
28.3
19.4
984
2.9
43.1
534
27.8
16.2
969
2.9
46.4
587
29.0
19.0
2.6
40.9
621
36.4
24.5
1.4
60.2
1,086
38.6
19.6
1,239
1,961
1,818
9.8
190.6
2,828
131.8
79.3
5,987
11.0
196.0
2,476
116.4
71.2
4,049
Change
2015 vs
2014
%
Change
Q4 15 vs
Q4 14
%
(3)
4
(3)
(5)
(3)
3
11
13
(9)
2
(5)
–
(6)
(18)
(18)
6
–
4
24
10
(28)
(13)
(25)
(2)
Change
Q4 15 vs
Q4 14
%
Change
2015 vs
2014
%
(28)
4
10
15
(16)
–
(100)
(100)
(9)
13
(11)
(3)
14
13
11
48
(100)
(100)
18
66
(59)
(42)
n.m.
(100)
(44)
29
(65)
24
84
36
1
85
Other South America (Alumbrera, Lomas Bayas, Antapaccay, Punitaqui)
Alumbrera
Copper in concentrates
kt
33.0
11.2
10.0
14.8
25.8
61.8
102.6
(40)
(22)
Gold in concentrates
and in doré
Silver in concentrates
and in doré
Lomas Bayas
Copper metal
koz
110
42
41
45
68
196
317
(38)
(38)
koz
kt
251
15.9
105
17.2
86
17.6
117
16.8
190
19.5
498
71.1
766
66.6
(35)
7
(24)
23
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185
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Additional information
Production by quarter – Q4 2014 to Q4 2015
Metals and minerals
Production from own sources – Copper assets1
Antapaccay
Copper in concentrates
Gold in concentrates
Silver in concentrates
Punitaqui
Copper in concentrates
Silver in concentrates
Punitaqui – total production including third party feed
Copper in concentrates
Silver in concentrates
Total Copper metal
Total Copper in
concentrates
Total Gold in
concentrates and in doré
Total Silver in
concentrates and in doré
Q4
2014
Q1
2015
Q2
2015
Q3
2015
Q4
2015
2015
2014
37.9
15
234
2.8
28
2.9
29
37.8
14
232
2.7
28
2.8
30
49.4
27
298
2.0
28
2.2
30
65.0
45
428
1.4
24
2.7
35
49.9
36
357
2.0
25
202.1
122
1,315
8.1
105
167.1
69
1,048
11.4
87
2.6
28
10.3
123
11.6
89
15.9
17.2
17.6
16.8
19.5
71.1
66.6
73.7
51.7
61.4
81.2
77.7
272.0
281.1
Change
2015 vs
2014
%
Change
Q4 15 vs
Q4 14
%
21
77
25
(29)
21
(11)
38
7
(3)
32
140
53
(29)
(11)
(10)
(3)
23
5
kt
koz
koz
kt
koz
kt
koz
kt
kt
koz
125
56
68
90
104
318
386
(18)
(17)
koz
513
365
412
569
572
1,918
1,901
1
12
Australia (Mount Isa, Ernest Henry, Townsville, Cobar)
Mount Isa, Ernest
Copper metal
Henry, Townsville Gold
Silver
kt
koz
koz
55.9
16
222
51.3
21
261
Mount Isa, Ernest Henry, Townsville – total production including third party feed
Copper metal
Gold
Silver
Cobar
Copper in concentrates
Silver in concentrates
Total Copper
Total Copper in
concentrates
Total Gold
Total Silver
Total Copper department
Total Copper
Total Cobalt
Total Zinc
Total Gold
Total Silver
186 Glencore Annual Report 2015
kt
koz
koz
kt
koz
kt
kt
koz
koz
kt
kt
kt
koz
koz
50.7
18
263
73.3
38
637
12.0
126
48.6
27
291
72.4
44
498
12.3
124
55.0
24
412
205.6
209.5
90
1,227
62
941
72.5
288.7
292.2
37
455
13.7
133
147
80
2,140
2,744
50.8
496
49.6
445
(2)
45
30
(1)
84
(22)
2
11
73.5
23
480
14.4
121
70.5
28
550
12.8
113
55.9
51.3
50.7
48.6
55.0
205.6
209.5
(2)
14.4
16
343
12.8
21
374
12.0
18
389
12.3
27
415
13.7
24
545
50.8
90
49.6
62
1,723
1,386
361.5
317.5
341.8
360.3
334.0
1,353.6
1,395.2
4.1
19.4
141
3.5
16.2
77
4.6
19.0
86
6.0
24.5
117
5.3
19.6
128
19.4
79.3
408
17.2
71.2
448
2,431
2,242
2,627
3,566
4,021
12,456
9,812
2
45
24
(3)
13
11
(9)
27
(2)
50
86
(1)
61
(5)
(5)
10
(2)
(5)
50
59
(8)
29
1
(9)
65
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Q4
2014
Q1
2015
Q2
2015
Q3
2015
Q4
2015
2015
2014
Change
2015 vs
2014
%
Change
Q4 15 vs
Q4 14
%
52.8
10.2
13.3
135
51.4
8.1
14.6
138
193.4
199.3
26.3
51.9
520
25.7
46.8
506
(3)
2
11
3
(2)
8
19
10
1,289
1,046
3,653
4,273
(15)
(11)
52.3
7.5
12.3
126
1,178
77.2
32.0
16.1
186
46.2
4.9
11.2
122
755
75.1
29.2
13.7
158
43.0
3.1
12.8
125
563
75.5
23.4
15.0
163
76.6
32.6
15.9
174
77.3
34.6
17.6
179
304.5
119.8
62.2
674
304.5
126.5
58.2
675
7,776
7,422
6,780
8,008
7,839
30,049
25,018
Production from own sources – Zinc assets1
Kazzinc
Zinc metal
Lead metal
Copper metal
Gold
Silver
Kazzinc – total production including third party feed
Zinc metal
Lead metal
Copper metal
Gold
Silver
kt
kt
kt
koz
koz
kt
kt
kt
koz
koz
Australia (Mount Isa, McArthur River)
Mount Isa
Zinc in concentrates
Lead in concentrates
kt
kt
130.9
45.6
Silver in concentrates
koz
1,877
McArthur River
Zinc in concentrates
Lead in concentrates
Silver in concentrates
kt
kt
koz
70.1
13.4
489
Total Zinc in concentrates
Total Lead in concentrates
kt
kt
201.0
59.0
Total Silver in concentrates
koz
2,366
North America (Matagami, Kidd, Brunswick, CEZ Refinery)
Matagami
Zinc in concentrates
Kidd
Zinc in concentrates
Copper in concentrates
Copper in concentrates
kt
kt
kt
kt
Silver in concentrates
koz
18.9
1.9
15.6
9.2
712
126.2
41.1
1,770
66.8
12.6
437
193.0
53.7
2,207
11.1
1.5
16.9
8.5
619
128.0
42.4
1,817
73.0
12.7
359
201.0
55.1
2,176
14.5
1.8
14.7
9.2
521
127.7
44.9
1,510
78.9
15.4
500
206.6
60.3
2,010
12.0
2.2
16.8
10.5
659
96.3
34.6
1,427
54.0
12.3
428
150.3
46.9
1,855
14.4
2.7
14.8
11.9
569
478.2
163.0
6,524
272.7
53.0
1,724
750.9
216.0
8,248
52.0
8.2
63.2
40.1
437.3
170.2
6,858
224.3
46.2
1,461
661.6
216.4
8,319
74.8
8.8
61.0
38.5
2,368
2,066
–
(5)
7
–
20
9
(4)
(5)
22
15
18
13
–
(1)
(30)
(7)
4
4
15
–
8
9
(4)
1
(26)
(24)
(24)
(23)
(8)
(12)
(25)
(21)
(22)
(24)
42
(5)
29
(20)
Total Zinc in concentrates
Total Copper in
concentrates
kt
kt
Total Silver in concentrates koz
34.5
28.0
29.2
28.8
29.2
115.2
135.8
(15)
(15)
11.1
712
10.0
619
11.0
521
12.7
659
14.6
48.3
47.3
569
2,368
2,066
2
15
32
(20)
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187
Additional information
Production by quarter – Q4 2014 to Q4 2015
Metals and minerals
Production from own sources – Zinc assets1
Q4
2014
Q1
2015
Q2
2015
Q3
2015
Q4
2015
2015
2014
Change
2015 vs
2014
%
Change
Q4 15 vs
Q4 14
%
North America – total production including third party feed
Brunswick Smelter
Lead metal
CEZ Refinery7
Silver metal
Zinc metal
kt
koz
kt
21.5
6,125
17.8
13.5
4,650
17.0
17.7
5,597
16.7
18.7
5,950
16.5
20.9
70.8
74.6
5,157
21,354
15,824
18.0
68.2
65.5
Other Zinc (AR Zinc, Los Quenuales, Sinchi Wayra, Rosh Pinah, Perkoa)
Zinc metal
Zinc in concentrates
Lead metal
Lead in concentrates
Copper in concentrates
Silver metal
Silver in concentrates
Other Zinc – total production including third party feed
Zinc metal
Zinc in concentrates
Lead metal
Lead in concentrates
Copper in concentrates
Silver metal
Silver in concentrates
Total Zinc department
Total Zinc
Total Lead
Total Copper
Total Gold
Total Silver
kt
kt
kt
kt
kt
koz
koz
kt
kt
kt
kt
kt
koz
koz
kt
kt
kt
koz
koz
5.0
76.6
3.2
14.5
0.4
173
3.4
69.4
2.4
14.8
0.5
123
8.5
73.4
3.5
8.7
0.6
153
8.5
75.6
3.3
8.5
0.7
205
5.7
61.5
3.5
10.7
0.6
210
26.1
279.9
12.7
42.7
2.4
691
23.2
295.4
11.7
53.7
2.7
613
2,581
2,105
2,158
2,176
2,127
8,566
9,825
7.8
76.6
3.2
14.5
0.4
173
4.5
69.4
2.4
14.8
0.5
123
9.3
73.4
3.5
8.7
0.6
153
9.9
75.6
3.3
8.5
0.7
205
6.6
61.5
3.5
10.7
0.6
210
30.3
279.9
12.7
42.7
2.4
691
29.1
295.4
11.7
53.7
2.7
613
2,581
2,105
2,158
2,176
2,128
8,567
9,825
369.4
340.0
355.1
372.3
298.1
1,365.5
1,315.3
84.2
23.8
126
75.8
21.7
122
70.4
24.4
125
82.3
26.7
135
69.2
29.8
138
297.7
102.6
520
307.5
96.8
506
7,010
5,809
5,571
6,339
5,807
23,526
25,096
(5)
35
4
13
(5)
9
(20)
(11)
13
(13)
4
(5)
9
(20)
(11)
13
(13)
4
(3)
6
3
(6)
(3)
(16)
1
14
(20)
9
(26)
50
21
(18)
(15)
(20)
9
(26)
50
21
(18)
(19)
(18)
25
10
(17)
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Production from own sources – Nickel assets1
Integrated Nickel Operations (Sudbury, Raglan, Nikkelverk)
Q4
2014
Q1
2015
Q2
2015
Q3
2015
Q4
2015
2015
2014
Change
2015 vs
2014
%
Change
Q4 15 vs
Q4 14
%
12.5
13.5
Nickel metal
Nickel in concentrates
Copper metal
Copper in concentrates
Cobalt metal
Gold2
Silver2
Platinum2
Palladium2
Rhodium2
kt
kt
kt
kt
kt
koz
koz
koz
koz
koz
Integrated Nickel Operations – total production including third party feed
Nickel metal
Nickel in concentrates
Copper metal
Copper in concentrates
Cobalt metal
Gold2
Silver2
Platinum2
Palladium2
Rhodium2
Total Nickel metal
Total Cobalt metal
kt
kt
kt
kt
kt
koz
koz
koz
koz
koz
kt
kt
Murrin Murrin
Murrin Murrin – total production including third party feed
Total Nickel metal
Total Cobalt metal
Koniambo
Nickel in ferronickel
Total Nickel department
Total Nickel
Total Copper
Total Cobalt
Total Gold
Total Silver
Total Platinum
Total Palladium
Total Rhodium
kt
kt
kt
kt
kt
kt
koz
koz
koz
koz
koz
12.5
0.1
4.0
10.0
0.2
9
178
22
48
1
22.6
0.2
9.1
11.8
0.8
13
302
30
70
1
9.8
0.8
7.6
0.1
2.9
6.7
0.2
9
135
15
30
1
15.5
0.1
3.9
7.0
0.2
9
151
17
35
1
22.9
23.2
0.1
7.9
8.8
0.9
13
0.1
9.6
8.3
0.7
13
244
20
50
2
9.3
0.6
49.1
0.5
14.9
31.1
0.8
35
610
76
157
5
91.2
0.6
35.5
38.2
3.1
50
51.3
0.6
15.7
38.3
0.8
37
622
82
149
4
90.5
0.7
35.8
48.0
3.6
54
253
1,046
1,058
26
59
1
106
242
6
116
243
6
10.5
0.7
37.5
2.8
36.4
2.7
0.2
3.8
8.3
0.2
9
111
22
39
1
23.1
0.1
9.5
10.1
0.9
12
177
31
61
2
9.2
0.7
11.2
0.7
0.2
4.1
7.4
0.2
8
146
22
44
2
22.5
0.2
8.9
9.3
0.7
11
247
30
63
2
7.9
0.7
9.5
0.7
(4)
(17)
(5)
(19)
–
(5)
(2)
(7)
5
25
1
(14)
(1)
(20)
(14)
(7)
(1)
(9)
–
–
3
4
6
14
24
(50)
3
(16)
–
–
36
(23)
(10)
–
–
–
(17)
(13)
–
8
43
(16)
(3)
(50)
14
–
14
29
12.4
0.9
12.0
0.8
12.8
0.9
46.7
3.3
44.1
2.9
4.0
2.2
2.7
2.8
1.4
9.1
12.6
(28)
(65)
25.9
12.1
0.9
9
111
22
39
1
23.8
11.5
0.9
8
146
22
44
2
25.1
14.0
1.0
9
178
22
48
1
19.8
9.6
0.8
9
135
15
30
1
27.5
10.9
0.9
9
151
17
35
1
96.2
46.0
3.6
35
610
76
157
5
100.9
54.0
3.5
37
622
82
149
4
(5)
(15)
3
(5)
(2)
(7)
5
25
6
(10)
–
–
36
(23)
(10)
–
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Additional information
Production by quarter – Q4 2014 to Q4 2015
Metals and minerals
Production from own sources – Ferroalloys assets1
Ferrochrome8
PGM9
Q4
2014
Q1
2015
Q2
2015
Q3
2015
Q4
2015
2015
2014
Change
2015 vs
2014
%
Change
Q4 15 vs
Q4 14
%
kt
356
385
371
316
390
1,462
1,295
13
10
Platinum
Palladium
Rhodium
Gold
4E
koz
koz
koz
koz
koz
24
13
3
–
40
20
11
3
1
35
25
12
4
–
41
21
12
4
–
37
16
10
2
–
28
82
45
13
1
91
50
15
1
141
157
(10)
(10)
(13)
–
(10)
(33)
(23)
(33)
n.m.
(30)
Vanadium Pentoxide
mlb
5.6
5.3
4.6
5.5
5.5
20.9
20.8
–
(2)
Total production – Custom metallurgical assets1
Q4
2014
Q1
2015
Q2
2015
Q3
2015
Q4
2015
2015
2014
Copper (Altonorte, Pasar, Horne, CCR)
Copper metal
Copper anode
kt
kt
117.8
126.7
115.7
125.1
101.2
119.8
95.1
134.8
121.7
123.1
433.7
502.8
433.8
493.7
Zinc (Portovesme, San Juan de Nieva, Nordenham, Northfleet)
196.1
39.8
2,106
194.3
50.0
2,597
195.8
44.5
2,546
197.9
53.8
2,735
200.8
50.9
788.8
199.2
3,342
11,220
781.8
177.4
9,482
Change
2015 vs
2014
%
Change
Q4 15 vs
Q4 14
%
–
2
1
12
18
3
(3)
2
28
59
Ferroalloys
Zinc metal
Lead metal
Silver
Ferromanganese
Silicon Manganese
kt
kt
koz
kt
kt
Aluminium (Sherwin Alumina)
29
28
35
28
34
27
33
25
44
18
146
98
116
108
26
(9)
52
(36)
Alumina
kt
291
300
281
282
312
1,175
1,382
(15)
7
1 Controlled industrial assets and joint ventures only. Production is on a 100% basis, except as stated.
2 INO produces gold, silver and PGM, incidental to its main products of nickel and copper, which were previously excluded from Glencore production reports.
Details have now been included to provide a better understanding of the business and historical periods have been updated accordingly.
3 Copper metal includes copper contained in copper concentrates and blister.
4 Cobalt contained in concentrates and hydroxides.
5 The Group’s pro-rata share of Collahuasi production (44%).
6 The Group’s pro-rata share of Antamina production (33.75%).
7 The Group’s pro-rata share of CEZ production (25%).
8 The Group’s attributable 79.5% share of the Glencore-Merafe Chrome Venture.
9 Consolidated 100% of Eland and 50% of Mototolo.
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Energy Products
Production from own sources – Coal assets1
Australian coking coal
Australian semi-soft coal
Australian thermal coal (export)
Australian thermal coal (domestic)
South African thermal coal (export)
South African thermal coal (domestic)
Prodeco
Cerrejón2
Total Coal department
Q4
2014
Q1
2015
Q2
2015
Q3
2015
Q4
2015
2015
2014
mt
mt
mt
mt
mt
mt
mt
mt
mt
1.4
1.0
1.5
1.0
1.2
0.8
1.5
0.9
1.7
0.9
12.2
12.5
11.7
14.6
13.6
1.2
6.0
5.7
4.4
3.0
0.8
5.7
5.7
5.4
3.0
0.9
5.3
5.6
4.7
2.9
1.2
5.2
4.3
3.8
2.5
1.0
3.5
1.7
3.7
2.7
5.9
3.6
52.4
3.9
19.7
17.3
17.6
11.1
6.0
3.5
54.6
5.4
23.4
22.7
19.5
11.2
34.9
35.6
33.1
34.0
28.8
131.5
146.3
Change
2015 vs
2014
%
Change
Q4 15 vs
Q4 14
%
(2)
3
(4)
(28)
(16)
(24)
(10)
(1)
(10)
21
(10)
11
(17)
(42)
(70)
(16)
(10)
(17)
1 Controlled industrial assets and joint ventures only. Production is on a 100% basis except for joint ventures, where the Group’s attributable share of production is included.
2 The Group’s pro-rata share of Cerrejón production (33.3%).
Production from own sources – Oil assets
Glencore entitlement interest basis
Equatorial Guinea
Chad
Total Oil department
Gross basis
Equatorial Guinea
Chad
Total Oil department
Agricultural Products
Processing/production data
Farming
Crushing
Long-term toll agreement
Biodiesel
Rice milling
Wheat milling
Sugarcane processing
Total Agricultural products
Q4
2014
Q1
2015
Q2
2015
Q3
2015
Q4
2015
2015
2014
kbbl
kbbl
1,267
968
kbbl
2,235
1,216
1,352
2,568
1,263
1,463
2,726
1,220
1,520
2,740
1,238
1,297
4,937
5,632
2,535
10,569
5,072
2,279
7,351
kbbl
kbbl
kbbl
6,064
1,326
7,390
5,598
1,849
7,447
5,849
2,000
7,849
5,841
2,077
7,918
5,651
1,773
7,424
22,939
24,232
7,699
4,284
30,638
28,516
Q4
2014
Q1
2015
Q2
2015
Q3
2015
Q4
2015
2015
2014
kt
kt
kt
kt
kt
kt
kt
kt
190
1,471
–
205
30
231
416
33
955
–
109
47
236
–
99
1,747
130
139
44
250
702
2,543
1,380
3,111
448
1,740
92
164
83
254
1,273
4,054
124
1,627
62
144
32
236
776
704
6,069
284
556
206
976
2,751
762
5,664
206
757
230
1,013
2,231
3,001
11,546
10,863
Change
2015 vs
2014
%
Change
Q4 15 vs
Q4 14
%
(3)
147
44
(5)
80
7
(2)
34
13
(7)
34
–
Change
2015 vs
2014
%
Change
Q4 15 vs
Q4 14
%
(8)
7
38
(27)
(10)
(4)
23
6
(35)
11
n.m.
(30)
7
2
87
18
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191
Additional information
Resources and reserves
The resource and reserve data in the following tables comprise summary extracts of the Glencore Resources and Reserves
report as at 31 December 2015, as published on the Glencore website on 11 February 2016. The Glencore Resources and
Reserves report was publicly reported, as appropriate for individual components, in accordance with the 2012 edition of the
Australasian Code for Reporting of Exploration Results, Mineral Resources and Ore Reserves (JORC Code), the 2007 edition
(as amended July 2009) of the South African Code for Reporting of Mineral Resources and Mineral Reserves (SAMREC), the
Canadian Institute of Mining, Metallurgy and Petroleum (CIM) Standards on Mineral Resources and Reserves (2014 edition)
and the Petroleum Resources Management System (PRMS) for reporting of oil and natural gas reserves and resources.
Data is reported as at 31 December 2015, unless otherwise noted. For comparison purposes, data for 2014 has been included.
Metric units are used throughout, and all data is presented on a 100% asset basis with the exception of Oil assets which are
shown on a working interest basis. All tonnage information has been rounded to reflect the relative uncertainty in the
estimates; there may therefore be small differences in the totals.
Copper mineral resources
Name of operation
African copper
Katanga
Mutanda
Mopani
Collahuasi
Antamina
Other South
America
Australia
Measured Mineral
Resources
Indicated Mineral
Resources
Measured and Indicated
Resources
Inferred
Mineral Resources
Commodity
2015
2014
2015
2014
2015
2014
2015
2014
(Mt)
Copper (%)
Cobalt (%)
(Mt)
Copper (%)
Cobalt (%)
(Mt)
Copper (%)
Cobalt (%)
(Mt)
Copper (%)
Molybdenum (%)
(Mt)
Copper (%)
Zinc (%)
Silver (g/t)
14
3.53
0.49
242
1.57
0.63
199
2.11
0.08
791
0.81
0.02
256
0.93
0.70
10.6
31
4.23
0.58
226
1.60
0.56
184
2.11
0.09
712
0.81
0.02
274
0.90
0.71
10.4
194
3.53
0.52
197
1.06
0.39
71
1.99
0.09
4,310
0.82
0.02
841
0.90
0.82
10.8
242
3.94
0.45
151
1.21
0.49
65
1.85
0.09
4,183
0.82
0.02
862
0.88
0.86
10.7
Molybdenum (%)
0.027
0.027
0.020
0.020
207
3.53
0.52
439
1.34
0.52
270
2.08
0.08
5,102
0.82
0.02
1,097
0.91
0.79
10.7
0.021
273
3.98
0.46
377
1.45
0.53
249
2.04
0.09
4,896
0.82
0.02
1,136
0.89
0.82
10.6
0.022
(Mt)
Copper (%)
Gold (g/t)
Silver (g/t)
(Mt)
Copper (%)
Gold (g/t)
Silver (g/t)
673
0.39
0.11
0.5
119
1.89
0.10
0.6
776
0.42
0.10
0.5
131
1.94
0.10
0.5
2,104
2,027
2,777
2,803
0.40
0.04
0.7
182
1.36
0.24
0.3
0.41
0.04
0.7
169
1.39
0.24
0.4
0.40
0.06
0.6
301
1.57
0.18
0.5
0.42
0.06
0.7
301
1.63
0.18
0.4
200
3.81
0.43
221
0.79
0.23
80
2.08
0.09
4,876
0.80
0.02
1,273
0.90
0.68
11.1
0.017
870
0.37
0.05
0.6
161
1.1
0.03
0.8
168
2.41
0.31
209
0.89
0.32
86
2.08
0.07
5,060
0.80
0.02
1,280
0.84
0.66
11.4
0.017
859
0.37
0.07
0.6
161
1.1
0.03
0.9
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Copper mineral resources (continued)
Name of operation
Commodity
Other projects1
(El Pachon,
West Wall)
(Mt)
Copper (%)
Gold (g/t)
Silver (g/t)
Molybdenum (%)
Measured Mineral
Resources
Indicated Mineral
Resources
Measured and Indicated
Resources
Inferred
Mineral Resources
2015
534
0.67
–
2.4
0.01
2014
530
0.67
–
2.4
0.01
2015
1,549
0.51
0.02
1.4
0.01
2014
1,545
0.51
0.02
1.4
0.01
2015
2,083
0.55
0.01
1.7
0.01
2014
2,075
0.55
0.01
1.6
0.01
2015
2,479
0.44
0.02
1.1
0.01
2014
2,670
0.43
0.02
1.3
0.01
Copper ore reserves
Name of operation
African copper
Katanga
Mutanda
Mopani
Collahuasi
Antamina
Other South America
Australia
1 Tampakan was sold in 2015.
Proved Ore Reserves
Probable Ore Reserves
Total Ore Reserves
Commodity
2015
2014
2015
2014
2015
2014
(Mt)
Copper (%)
Cobalt (%)
(Mt)
Copper (%)
Cobalt (%)
(Mt)
Copper (%)
Cobalt (%)
(Mt)
Copper (%)
Molybdenum (%)
(Mt)
Copper (%)
Zinc (%)
Silver (g/t)
10
3.62
0.41
114
2.14
0.85
114
1.90
0.08
516
0.99
0.02
191
1.04
0.79
11.0
18
3.51
0.56
138
1.96
0.73
120
1.95
0.08
482
0.96
0.03
210
1.02
0.80
11.2
88
3.94
0.49
43
1.77
0.69
30
1.92
0.07
2,607
0.82
0.02
407
0.91
1.06
10.5
70
4.14
0.47
63
1.53
0.67
32
1.68
0.07
2,773
0.78
0.02
437
0.90
1.07
10.4
99
3.91
0.48
157
2.04
0.81
144
1.90
0.08
3,123
0.85
0.02
598
0.95
0.97
10.6
88
4.01
0.49
201
1.82
0.71
152
1.89
0.08
3,255
0.80
0.02
647
0.94
0.98
10.7
Molybdenum (%)
0.028
0.027
0.020
0.021
0.023
0.023
(Mt)
Copper (%)
Gold (g/t)
Silver (g/t)
(Mt)
Copper (%)
Gold (g/t)
Silver (g/t)
490
0.42
0.07
0.6
34
2.17
0.19
1.6
665
0.42
0.12
0.6
35
2.29
0.19
1.5
740
0.35
0.05
0.7
59
1.30
0.42
0.8
725
0.36
0.05
0.7
69
1.26
0.40
0.5
1,230
0.37
0.06
0.6
93
1.63
0.34
1.1
1,390
0.38
0.09
0.7
104
1.61
0.33
0.9
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Additional information
Resources and reserves
Zinc mineral resources
Name of operation
Commodity
2015
2014
2015
2014
2015
2014
2015
2014
Measured Mineral
Resources
Indicated Mineral
Resources
Measured and Indicated
Resources
Inferred
Mineral Resources
61.5
2.2
27.7
3.42
0.89
1.20
36.0
1.42
141
6.86
4.26
80.3
118
10.2
4.81
48.6
25.8
4.42
0.41
1.62
48.2
0.35
75.0
0.39
0.16
10.8
9.75
2.61
0.06
89.7
85.6
1.9
36.8
4.50
1.26
1.21
41.4
1.56
133
6.87
4.18
78.1
126
10.0
4.45
44.6
27.5
4.51
0.39
1.68
49.5
0.33
75.0
0.39
0.16
10.6
9.36
2.11
0.08
111
22
2.2
152
2.8
1.1
0.2
17
0.6
330
5.2
2.9
57
60
9.4
4.4
46
36
4.9
0.5
0.7
107
0.4
255
0.4
0.2
37
6.1
1.0
0.16
81
48
1.9
89
1.5
0.3
0.3
15
0.9
330
5.1
2.9
56
61
9.3
4.0
42
36
4.9
0.5
0.7
107
0.4
255
0.4
0.2
29
6.9
1.7
0.15
99
83
2.2
180
2.9
1.1
0.3
20
0.7
470
5.7
3.3
64
180
9.9
4.7
48
62
4.7
0.5
1.1
83
0.4
330
0.4
0.2
48
6.9
1.4
0.14
83
133
1.9
126
2.4
0.5
0.6
23
1.1
460
5.6
3.3
62
190
9.8
4.3
44
63
4.7
0.5
1.1
82
0.4
330
0.4
0.2
40
7.5
1.8
0.13
102
36
1.6
94
3
0.7
0.3
28
2
210
5
3
50
–
–
–
–
60
4
0.5
0.5
140
0.2
120
0.4
0.1
59
7
1
0.1
24
15
1.7
160
3
0.8
0.2
14
1
250
5
3
50
–
–
–
–
60
4
0.5
0.5
140
0.2
120
0.4
0.1
80
6
1
0.1
55
Kazzinc
Kazzinc Gold
Kazzinc Polymetallic
Australia
Mount Isa
McArthur River
North America
Zinc North America
(Mt)
Gold (g/t)
(Mt)
Zinc (%)
Lead (%)
Copper (%)
Silver (g/t)
Gold (g/t)
(Mt)
Zinc (%)
Lead (%)
Silver (g/t)
(Mt)
Zinc (%)
Lead (%)
Silver (g/t)
(Mt)
Zinc (%)
Lead (%)
Copper (%)
Silver (g/t)
Gold (g/t)
Copper North America
(Mt)
Other Zinc
Copper (%)
Gold (g/t)
(Mt)
Zinc (%)
Lead (%)
Copper (%)
Silver (g/t)
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Proved Ore Reserves
Probable Ore Reserves
Total Ore Reserves
Commodity
2015
2014
2015
2014
2015
2014
(Mt)
Gold (g/t)
(Mt)
Zinc (%)
Lead (%)
Copper (%)
Silver (g/t)
Gold (g/t)
(Mt)
Zinc (%)
Lead (%)
Silver (g/t)
(Mt)
Zinc (%)
Lead (%)
Silver (g/t)
(Mt)
Zinc (%)
Copper (%)
Silver (g/t)
Gold (g/t)
(Mt)
Zinc (%)
Lead (%)
Copper (%)
Silver (g/t)
64.2
2.0
14.4
2.80
0.72
0.95
32.3
1.15
30.5
8.27
4.49
77.9
49.4
12.1
5.66
57.5
8.20
4.38
1.91
45.1
0.05
3.49
11.4
3.26
0.02
80.1
70.7
2.20
18.1
3.35
0.71
1.07
34.1
1.12
40.8
7.55
3.96
67.5
54.6
11.8
5.39
54.1
8.59
4.49
1.95
49.3
0.04
4.76
9.14
2.57
0.08
88.4
23
2.0
15
5.5
0.6
0.8
27
0.8
47
7.1
3.7
64
53
8.3
4.0
41
7.5
5.9
1.4
35
0.4
16
7.4
1.1
0.1
69
23
2.2
17
5.4
0.7
0.8
26
0.9
45
7.2
3.4
58
49
8.4
3.9
38
5.5
4.9
1.6
39
0.1
17
7.6
1.5
0.1
64
87
2.0
30
4.2
0.7
0.9
29
1.0
78
7.5
4.0
69
102
10
4.8
49
16
5.1
1.7
40
0.2
20
8.1
1.5
0.1
71
94
2.2
36
4.4
0.7
0.9
30
1.0
86
7.4
3.6
63
103
10
4.7
47
14
4.6
1.8
45
0.1
22
8.0
1.7
0.1
69
Zinc ore reserves
Name of operation
Kazzinc
Kazzinc Gold
Kazzinc Polymetallic
Australia
Mount Isa
McArthur River
North America
Other Zinc
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195
Additional information
Resources and reserves
Measured Mineral
Resources
Indicated Mineral
Resources
Measured and Indicated
Resources
2015
15.6
2.59
1.56
0.05
1.00
1.54
167.3
1.01
0.071
18.1
2.48
13.8
2.49
0.34
0.21
0.16
0.19
2014
16.2
2.35
1.70
0.05
0.98
1.48
184.1
1.03
0.073
20.0
2.55
13.8
2.49
0.34
0.21
0.16
0.19
2015
31.4
2.76
1.08
0.06
0.69
1.30
79.0
0.99
0.083
29.1
2.42
23.4
2.72
0.36
0.19
0.42
0.28
2014
27.7
2.69
1.14
0.07
0.66
1.15
72.2
0.99
0.077
46.0
2.44
23.4
2.72
0.36
0.19
0.42
0.28
2015
47.0
2.70
1.24
0.06
0.79
1.37
246.3
1.00
0.075
47.2
2.44
37.2
2.63
0.35
0.20
0.32
0.25
2014
43.9
2.56
1.34
0.06
0.78
1.28
256.3
1.02
0.074
66.0
2.48
37.2
2.63
0.35
0.20
0.32
0.25
Inferred
Mineral Resources
2015
2014
33
2.5
1.8
0.1
1.0
1.8
18
0.94
0.067
95
2.5
21
2.6
0.3
0.2
0.3
0.3
39
2.6
1.6
0.1
1.0
1.7
12
0.94
0.059
84
2.5
21
2.6
0.3
0.2
0.3
0.3
Proved Ore Reserves
Probable Ore Reserves
Total Ore Reserves
Commodity
(Mt)
Nickel (%)
Copper (%)
Cobalt (%)
Platinum (g/t)
Palladium (g/t)
(Mt)
Nickel (%)
Cobalt (%)
(Mt)
Nickel (%)
2015
10.9
1.95
1.60
0.04
1.02
1.44
151.6
0.97
0.070
14.2
2.33
2014
12.9
1.94
1.66
0.04
1.01
1.45
160.4
0.97
0.069
16.2
2.50
2015
10.6
2.47
0.78
0.05
0.67
1.40
39.9
0.96
0.069
20.9
2.29
2014
7.1
2.25
0.80
0.05
0.66
1.06
40.0
0.96
0.067
42.5
2.30
2015
21.4
2.21
1.20
0.04
0.85
1.43
191.6
0.97
0.069
35.1
2.30
2014
20.0
2.05
1.36
0.04
0.88
1.31
200.4
0.97
0.069
58.7
2.35
Nickel mineral resources
Name of operation
Commodity
INO
Australia1
Koniambo
Other Nickel2
(Kabanga)
(Mt)
Nickel (%)
Copper (%)
Cobalt (%)
Platinum (g/t)
Palladium (g/t)
(Mt)
Nickel (%)
Cobalt (%)
(Mt)
Nickel (%)
(Mt)
Nickel (%)
Copper (%)
Cobalt (%)
Platinum (g/t)
Palladium (g/t)
Nickel ore reserves
Name of operation
INO
Australia
Koniambo
1 Cosmos was sold in June 2015.
2 Falcondo was sold in August 2015.
Araguaia was sold in September 2015.
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Ferroalloys mineral resources
Name of operation
Commodity
Chrome
Vanadium
PGM
Silica
(Mt)
Cr2O3 (%)
(Mt)
V2O5 (%)
(Mt)
3PGE + Gold (g/t)
(Mt)
SiO2 (%)
Ferroalloys ore reserves
Name of operation
Chrome
Vanadium
PGM
Silica
Measured Mineral
Resources
Indicated Mineral
Resources
Measured and Indicated
Resources
Inferred
Mineral Resources
2015
122
41.2
48.85
0.48
85
4.37
–
–
2014
126
41.3
24.89
0.52
89
4.36
–
–
2015
98
41.1
38.7
0.5
26
3.09
2014
90
41.2
20.2
0.5
26
3.09
2015
220
41.2
87.6
0.5
111
4.09
2014
215
41.2
45.1
0.5
115
4.09
23.81
91
24.34
91
23.81
91
24.34
91
2015
300
40
95
0.5
83
4.3
–
–
2014
238
41
84
0.5
83
4.3
–
–
Proved Ore Reserves
Probable Ore Reserves
Total Ore Reserves
Commodity
(Mt)
Cr2O3 (%)
(Mt)
V2O5 (%)
(Mt)
3PGE + Gold (g/t)
(Mt)
SiO2 (%)
2015
49
33.5
26.66
0.48
19
3.82
–
–
2014
52
33.8
6.88
0.52
26
3.33
–
–
2015
17
32.6
12.9
0.5
–
–
2.15
91
2014
14
31.0
13.4
0.5
0.1
3.10
2.38
91
2015
65
33.3
39.6
0.5
19
3.82
2.15
91
2014
66
33.2
20.3
0.5
26
3.32
2.38
91
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197
Additional information
Resources and reserves
Iron ore mineral resources
Name of operation
Commodity
(Mt)
Iron (%)
(Mt)
Iron (%)
(Mt)
Iron (%)
(Mt)
Iron (%)
El Aouj Mining
Company S.A.
Sphere Mauritania
S.A.
(Askaf)
Sphere Lebtheinia
S.A.
Jumelles Limited
(Zanaga)
Iron ore reserves
Name of operation
El Aouj Mining
Company S.A.
Sphere Mauritania S.A.
(Askaf)
Jumelles Limited
(Zanaga)
Measured Mineral
Resources
Indicated Mineral
Resources
Measured and Indicated
Resources
Inferred
Mineral Resources
2015
470
36
215
36
–
–
2014
470
36
215
36
–
–
2,300
34
2,300
34
2015
2014
2015
2014
2015
2014
1,435
36
190
35
2,180
32
2,500
30
1,435
36
190
35
2,180
32
2,500
30
1,905
36
405
36
2,180
32
4,800
32
1,905
36
405
36
2,180
32
4,800
32
2,520
35
2,520
35
251
35
560
32
251
35
560
32
2,100
31
2,100
31
Proved Ore Reserves
Probable Ore Reserves
Total Ore Reserves
Commodity
2015
2014
2015
(Mt)
Iron (%)
(Mt)
Iron (%)
(Mt)
Iron (%)
380
35
–
–
770
37
370
35
140
36
770
37
2014
385
35
92
34
2015
931
35
–
–
2014
755
35
232
35
551
35
–
–
1,290
32
1,290
32
2,070
34
2,070
34
198 Glencore Annual Report 2015
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Strategic report | Governance | Financial statements | Additional information
Coal resources
Name of operation
Australia
New South Wales
Queensland
Measured
Coal Resources
Indicated
Coal Resources
Inferred
Coal Resources
Commodity
2015
2014
2015
2014
2015
2014
Coking/Thermal Coal (Mt)
Coking/Thermal Coal (Mt)
3,170
3,028
3,242
3,008
2,869
3,373
2,678
3,234
5,271
8,269
5,121
8,190
South Africa1
Thermal Coal (Mt)
2,914
2,916
1,151
1,148
Thermal Coal (Mt)
185
200
220
240
Thermal Coal (Mt)
2,950
3,300
1,150
1,100
Coking/Thermal Coal (Mt)
45
45
113
113
435
70
800
130
436
70
700
130
Prodeco
Cerrejón
Canada projects
(Suska, Sukunka)
Coal reserves
Name of operation
Australia
New South Wales
Queensland
Coal Reserves
Marketable
Coal Reserves
Proved
Probable
Proved
Probable
Total Marketable
Coal Reserves
Commodity
2015
2015
2015
2015
2015
2014
Thermal Coal (Mt)
Coking Coal (Mt)
Thermal Coal (Mt)
Coking Coal (Mt)
1,003
20
1,132
102
748
120
530
176
40
412
62
334
80
100
719
13
894
67
477
120
520
120
27
326
41
193
80
90
839
40
1,220
108
670
200
610
871
42
1,376
164
701
270
650
South Africa1
Thermal Coal (Mt)
Prodeco
Cerrejón
Thermal Coal (Mt)
Thermal Coal (Mt)
1 Optimum Coal was placed in business rescue proceedings in August 2015, resulting in the Group ceasing to have control over Optimum. In December, the business rescue practitioners
reached agreement to sell the business, which is expected to close by H1 2016. Applicable coal resources and reserves have been removed from this report.
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199
Additional information
Resources and reserves
Oil net reserves (Proven and Probable)1
Equatorial Guinea
Chad
Cameroon
Working Interest Basis
31 December 2014
Revisions
Acquisitions/
Divestments
Discoveries
Production
31 December 2015
Oil mmbbl
Gas bcf
Oil mmbbl
Gas bcf
Oil mmbbl
Gas bcf
Oil mmbbl
Gas bcf
25
–
–
–
(6)
19
–
–
–
–
–
–
150
1
–
21
(6)
166
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
175
1
–
21
(12)
185
–
–
–
–
–
–
Net contingent resources (2C)1
Equatorial Guinea
Chad
Cameroon
Working Interest Basis
31 December 2014
Revisions
Acquisitions/
Divestments
Discoveries
31 December 2015
Oil mmbbl
Gas bcf
Oil mmbbl
Gas bcf
Oil mmbbl
Gas bcf
Oil mmbbl
Gas bcf
23
–
–
–
23
562
–
–
–
562
9
–
–
–
9
–
–
–
–
–
53
–
(6)
–
47
714
–
(119)
–
595
85
–
(6)
–
79
1,276
–
(119)
–
1,157
1 “Net” reserves or resources are equivalent to Glencore’s working interest in the asset/property.
Total
Combined
mmboe
175
1
–
21
(12)
185
Total
Combined
mmboe
305
–
(26)
–
278
200 Glencore Annual Report 2015
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Strategic report | Governance | Financial statements | Additional information
Shareholder information
Glencore plc is registered in Jersey, with headquarters in Switzerland and operations around the world.
Headquarters
Registered Office
Baarermattstrasse 3
P.O. Box 777
CH-6341 Baar
Switzerland
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 both the
Johannesburg Stock Exchange (JSE) and the Hong Kong Stock Exchange (HKEx).
Share registrars
Jersey:
Johannesburg:
Hong Kong:
Enquiries
Computershare Investor Services (Jersey) Limited
Queensway House
Hilgrove Street
St Helier, Jersey
JE1 1ES
Channel Islands
Tel.: +44 (0) 870 707 4040
Computershare Investor Services (Pty) Ltd
70 Marshall Street
Johannesburg
2001 South Africa
Tel.: +27 (0) 11 370 5000
Computershare Hong Kong Investor Services Limited
Hopewell Centre 46th Floor
183 Queen’s Road East
Wan Chai
Hong Kong
Tel.: +852 2862 8628
Company Secretary
John Burton
john.burton@glencore.com
Glencore plc
Baarermattstrasse 3
CH-6340 Baar
Switzerland
Tel.: +41 41 709 2000
Fax: +41 41 709 3000
Email: info@glencore.com
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Glencore Annual Report 2015
201
Additional information
Forward looking statements
This document contains statements that are, or may be
deemed to be, “forward looking statements” which are
prospective in nature. These forward looking statements
may be identified by the use of forward looking
terminology, or the negative thereof such as “plans”,
“expects” or “does not expect”, “is expected”, “continues”,
“assumes”, “is subject to”, “budget”, “scheduled”, “estimates”,
“aims”, “forecasts”, “risks”, “intends”, “positioned”,
“predicts”, “anticipates” or “does not anticipate”, or
“believes”, or variations of such words or comparable
terminology and phrases or statements that certain actions,
events or results “may”, “could”, “should”, “shall”, “would”,
“might” or “will” be taken, occur or be achieved.
Such statements are qualified in their entirety by the
inherent risks and uncertainties surrounding future
expectations. Forward-looking statements are not based on
historical facts, but rather on current predictions,
expectations, beliefs, opinions, plans, objectives, goals,
intentions and projections about future events, results of
operations, prospects, financial condition and discussions
of strategy.
By their nature, forward looking statements involve known
and unknown risks and uncertainties, many of which are
beyond Glencore’s 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 in the Principal Risks and
Uncertainties section on pages 28 to 35.
Neither Glencore nor any of its associates or directors,
officers or advisers, provides any representation, assurance
or guarantee that the occurrence of the events expressed or
implied in any forward-looking statements in this document
will actually occur. You are cautioned not to place undue
reliance on these forward-looking statements which only
speak 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 Conduct Authority
and the Rules Governing the Listing of Securities on the
Stock Exchange of Hong Kong Limited and the Listing
Requirements of the Johannesburg Stock Exchange Limited),
Glencore is not under any obligation and Glencore and its
affiliates expressly disclaim any intention, obligation or
undertaking to update or revise any forward looking
statements, whether as a result of new information, future
events or otherwise. This document shall not, under any
circumstances, create any implication that there has been
no change in the business or affairs of Glencore since the
date of this document or that the information contained
herein is correct as at any time subsequent to its date.
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.
202 Glencore Annual Report 2015
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This report is printed on Cocoon Offset paper, made from 100% genuine
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Glencore plc
Baarermattstrasse 3
CH-6340 Baar
Switzerland
Tel: +41 41 709 2000
Fax: +41 41 709 3000
E-mail: info@glencore.com
www.glencore.com
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