CENTAMIN PLCINTERIM PRESENTATION31 July 2019

CLEAR STRATEGY

MATERIAL UPSIDE

STAKEHOLDER RETURNS

2

Forward Looking Statements: There are risks associated with an investment in theshares of Centamin plc (“Centamin” or “the Company”). Recipients of thispresentation should review the risk factors and other disclosures regardingCentamin referred to in the section entitled “Principal risks affecting the CentaminGroup”.

This presentation contains forward-looking statements which may include, but arenot limited to, statements with respect to the future financial or operatingperformance of the Company, its subsidiaries and its projects (including the SukariGold Mine) which include, but are not limited to, estimations on the future price ofgold, mineral reserves and resources, the realisation of mineral reserve estimates,the timing and amount of estimated future production, revenues and costs,government regulation of mining and exploration operations, environmental risks,title disputes or claims.

Often, but not always, forward-looking statements can be identified by the use ofwords such as “plans”, “hopes”, “expects”, “is expected”, “budget”, “scheduled”,“estimates”, “forecasts”, “intends”, “anticipates”, or “believes” or variations(including negative variations) of such words and phrases, or state that certainactions, events or results “may”, “could”, “would”, “might” or “will” be taken, occuror be achieved.

Forward-looking information involves and is subject to known and unknown risks,uncertainties and other factors which may cause the actual results, performance orachievements of the Company and/or its subsidiaries to be materially differentfrom any future results, performance or achievements expressed or implied by theforward-looking information. The material factors and assumptions used to developthe forward looking statements include, among others, general business, economic,competitive, political and social consideration and assumptions concerning

economic evaluations, exchange rates, project parameters and gold and othercommodity prices.

Although the Company has attempted to identify important factors that couldcause actual actions, events or results to differ materially from those described inforward-looking information, there may be other factors that cause actions, eventsor results to differ from those anticipated, estimated or intended. Forward-lookinginformation contained herein is made as of the date of this announcement, exceptas may be required by applicable law, and the Company disclaims any obligation toupdate any forward-looking information, whether as a result of new information,future events or results or otherwise. There can be no assurance that forward-looking information or statements will prove to be accurate, as actual results andfuture events could differ materially from those anticipated in such information orstatements. Accordingly, readers should not place undue reliance on forward-looking statements.

Competent Persons: Information in this presentation which relates to exploration,geology, sampling and drilling is based on information compiled by geologist, MrNorm Baillie, who, as an accredited Chartered Professional Geologist and Managerthrough the Geological Society of the United Kingdom and the Australasian Instituteof Mining and Metallurgy, is an “Competent Person” for this purpose and a“Qualified Person” as defined in “National Instrument 43-101 of the CanadianSecurities Administrators”.

Refer to the Company’s annual results 2018, for further discussion of the extent towhich the estimate of mineral resources/reserves may be materially affected byany known environmental, permitting, legal, title, taxation, socio-political, or otherrelevant issues.

DISCLAIMERSForward Looking Statements

3

83x

66x60x

40x35x 33x 31x 30x 29x

25x 23x 22x 22x 20x 17x 16x 15x 14x 13x 12x 11x 10x

5.3%4.8%

4.3%4.0%

2.9%

1.5% 1.4% 1.2%1.0% 0.8% 0.8% 0.7% 0.7% 0.5%

Dividend yields calculated over LTM, as at 25 July 2019; CEY Inclusive of announced dividendSource: FactSet

Sector leading returns to shareholders…

… at an attractive valuation.

LTM dividend yield (%)

Price / 2019E Earnings (x)

VALUE PROPOSITION

✓ Strong, liquid balance sheet with US$327m in cash and liquids, with no debt, streaming or gold loans

✓ 6th consecutive interim dividend declared of US$46.2m (4 US cents per share)

✓ Total c.US$500m paid out in cash dividends, inclusive of 2019 interim dividend

✓ Expect stronger H2 production and free cash flow generation

4

2019 GOLD PRODUCTION & COST GUIDANCEH1 delivered in line with guidance; FY19 guidance maintained

Gold production

490koz – 520koz AuExpected 45:55 production weighted split from H1:H2Quarter-on-quarter production growth

Cash costs of production

US$675-US$725/oz(1)

All-in sustaining costs (AISC)

US$890-US$950/oz(2) H1 2019: 234koz (45%-48% of FY19)

H1 2019: US$692/oz

H1 2019: US$940/oz

Source: Company filings(1) Cash costs of production are reflected on a per ounce produced basis(2) All-in sustaining costs are reflected on a per ounce sold basis

5

$200 /oz

$500 /oz

$800 /oz

$1,100 /oz

0

100

200

300

400

500

600

2018A 2019F 2020F 2021F

H1/2019 Production Range Cash Cost AISC

BASELINE 3YR OUTLOOKUnderpins 14% production growth, excluding current upside drivers

UPSIDE DRIVERS:

▪ Improvement in underground grade

▪ Ongoing open pit optimisation

▪ Commence Cleopatra stoping

▪ Other: marginal dump leach contribution

* Baseline estimates assume: 12.5Mtpa mill feed; 75-82Mtpa open pit total material mined; 1.1.25Mtpa underground ore feed; no contribution from Cleopatra stoping, nor dump leach and no resource growth from 2018

Near-Term Outlook 2020-2021

Gold Production

510-540koz pa

Cash Costs

US$630-680/oz produced

AISC

US$880-930/oz sold

2020-2021 Outlook

6

Centamin (H1 2019)($940/oz)

------

-- 25% 50% 75% 100% --

$200

$400

$600

$800

$1,000

$1,200

$1,400

$1,600

$1,800

$2,000

Cumulative Gold Production %

BASELINE 3YR OUTLOOKImproving cost profile through 2021

Source: WoodMackenzie, 2019 All-In-Sustaining Costs

✓H1 2019 in line with budget: unit AISC of US$940/oz sold for H1 2019, up 1% YoY

✓On track to deliver FY 2019 guidance: unit AISC between US$890-950/oz

✓H2 2019 costs expected to trend lower towards the bottom end of the annual guidance range with increased

production

✓Forecast declining unit AISC and cash costs through 2021, in line with increasing production profile

Competitive AISC costs, US$/oz sold

Centamin 2020/2021: Targeting <US$900/oz

US$1425/oz gold px

Centamin FY 2019: targeting lower end of the guidance

ESG REVIEW

Environmental

• No major incidents recorded

• H1 achieved 81% recycled water usage; Targeting a

50:50 (recycled : fresh water) balanced water circuit.

Reducing water levels off the active downstream

tailings storage facility

• Finalising solar plant feasibility study to reduce

reliance on fossil fuels and reduce CO2 emissions

Social

• H1 Group Lost Time Injury Frequency Rate1 (LTIFR) of

0.42; Zero-harm target

• Partnered with GIZ, providing bottom-up agricultural

skills and resources across the local communities

where we operate in Cote d’Ivoire

Governance

• Board succession programme: appointed Dr Sally Eyre

as Independent Non-Executive Director; Active

process underway to identify and attract three NED's

by 2020 AGM

• Board committee review, refresh and rotation in line

with the UK Corporate Governance Code 8

H1 2019Delivering on our ESG initiatives

1. per 200,000 workplace hours

CHANGE IMAGE

Small scale solar used for remote power supply

Cote d’Ivoire local marketplace

9

22% Group

workforce (exclEgypt) is female

94% Group

workforce is employed

locally

ENVIRONMENTAL, SOCIAL & GOVERNANCECorporate social responsibility

58% suppliers to Sukari are Egyptian

Please visit the website to view the full inaugural 2018 Sustainability Report, published March 2019: https://www.centamin.com/~/media/Files/C/Centamin/documents/Sustainability/CSR_06c_Centamin_AR18.pdf

Delivering on our Sustainable Development Goals (“SDGs”)

Good health & wellbeing▪ Health education : Diabetes (including testing), built and opened a fully

equipped gym in the Youth Centre of Marsa Alam, available to men and women

▪ Improving access to health services: Providing clinics near exploration sites in Burkina Faso and Côte d’Ivoire administering vaccines and anti-venoms

Access to water and sanitation ▪ Building sanitation services for Doropo school in Côte d’Ivoire▪ Providing water supplies to local Bedouin near Marsa Alam

Education and workplace development - Investing in the future ▪ Building classrooms and providing equipment to schools in Burkina Faso, Côte

d’Ivoire and Egypt▪ Providing a range of training and development opportunities to all employees

Clean energy▪ Feasibility study to build a 40MW(AC) solar farm at Sukari in Egypt, as a

partial power solution, significantly reducing reliance on fossil fuels and CO2

emissions

Economic Growth ▪ In partnership with GIZ, providing basic agricultural development (cashew

farmers & market gardeners) and education across the local communities we operate in Côte d’Ivoire.

FINANCIAL REVIEW

11

Group adjusted FCF(3) of US$36m

US$39m in profit share payments to Egypt and US$9m in royalties

Interim dividend declared of US$46.2m (4 US cents/share)

ROBUST FINANCIAL STRATEGY Managing the bottom line to maximise cash flow

Source: Company filings

1. Non-GAAP measures and are defined in the Financial Review of the 2019 Interim Report

2. Cash and liquid assets including cash and cash equivalents, bullion on hand at market price, gold sales receivable and financial assets at fair value through other profit & loss

3. Adjustments made to free cash flow, for example acquisitions of financial assets at fair value through profit and loss, which are completed through specific allocated available cash reserve

US$327m cash (1,2), as at 30 June 2019STRONG, FLEXIBLE BALANCE SHEET

Maximise return on capital

Improving efficiencies, resulting in reduced per unit consumption of fuel and consumables (i.e. reagents)

STRINGENT COST MANAGEMENT

Sustain and/or reduce costs

Sustaining capital investment of US$43m

Non-sustaining exploration spend of US$15m

DISCIPLINED CAPITAL ALLOCATION

Self funded organic growth profile

POSITIVE FREE CASH FLOW

Maximise free cash flow generation

RELIABLE STAKEHOLDER RETURNS

Return surplus capital to stakeholders

H1 2019 Delivery

12

H1 2019 Financial highlights – meaningful cash flow generation

units Q2 2019 Q2 2018 % H1 2019 H1 2018 %

Gold produced oz 117,913 92,803 27% 234,096 217,099 8%

Gold sold oz 112,764 97,628 16% 224,129 228,672 (2%)

Cash cost of production US$’000 87,553 64,630 35% 159,445 135,942 17%

Unit cash cost of production US$/oz produced 752 714 5% 692 637 9%

AISC US$’000 109,319 102,212 7% 207,361 209,150 (1%)

Unit AISC US$/oz sold 982 1,073 (8%) 940 930 1%

Average realised gold price US$/oz 1,307 1,298 1% 1,305 1,316 (1%)

Revenue1 US$’000 145,671 123,929 18% 288,136 296,391 (3%)

EBITDA US$’000 52,651 45,774 15% 117,109 129,728 (10%)

Profit before tax US$’000 25,725 21,977 17% 59,627 80,376 (26%)

Basic EPS US cents 0.54 0.97 (44%) 1.71 3.57 (52%)

Capex incl. Sukari exploration US$’000 22,759 28,798 (21%) 47,987 53,877 (11%)

Operating cash flow US$’000 57,459 37,247 54% 116,376 122,662 (5%)

Adjusted free cash flow US$'000 19,117 1,594 1,099% 35,708 36,075 (1%)

1. Revenue, excludes US$4.7m in pre-production Cleopatra sales; Gross revenue is US$292m

13

STRINGENT COST MANAGEMENTCosts in line with guidance

✓ Mine production costs were US$173m, up 11% YoY, and within budget

✓ Absolute cash costs were US$159m, up 17% YoY, and within budget

✓ Firm management of costs, with minimal quarterly variability

✓ Capital expenditure matched with cash flow profile

❑ Further cost saving initiatives:

▪ Solar plant (feasibility underway), subject to board approval

▪ Targeting up to 12% reduction in operating costs over near-term

▪ “No-saving-is-too-small” approach to detailed supply chain review

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1,200

Q12017

Q22017

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Unit Cash Costs and AISC (US$/oz) vs Gold Production (koz)

Production TCC AISC

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Q12017

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Absolute Cash Costs and AISC (US$m)

TCC AISC

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136.0

4.2 1.9 3.05.1 (1.1) 2.4 1.6 (0.1) 6.4

159.4

0.0

20.0

40.0

60.0

80.0

100.0

120.0

140.0

160.0

H1 2018 Fuel Contractors Labour Reagents Explosives Maintenance G&A Other Change inInventories

H1 2019

Increased consumption,

partially offset by ops

efficiency gains

Increased grade/blast,

partially offset by improved px terms

Expected level of

local wage inflation & increase in expats

Increased volumes

consume, offset by better px

Improved px & efficiency gains fully

offset impact of more tonnes mined

Larger crushing capacity

Net increase in inventory, primarily

stockpiles

COST RECONCILLIATION Areas of cost containment

Cash costs of production reconciliation, US$ million

✓ H1 2019 costs within budget and FY guidance range

✓ Volume-based cost drivers, offset by efficiency gains ▪ Increased open pit tonnages and underground development combined with higher plant throughput

15

MINE PRODUCTION COSTSVolume-driven analysis

QUARTERLY

35%

8%

50%

7% 0%

Open pit

Underground

Processing

G&A

Refining/Transport

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10.00

15.00

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Processing Cost per Tonne (US$/t)

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Open Pit Mining Cost per Tonne (US$/t)

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Underground Cost per Tonne (US$/t)

H2-2017 H1-2018 H2-2018 H1-2019

Open Pit Total Ex-Pit Tonnes

5% 2% 11% 1%

UG Total Tonnes 4% -1% 5% 1%

Processing Throughput 2% 3% 1% 4%

INTERIM

Change in tonnes, six monthly rolling comparison (%)

Unit costs, US$/tonne

Declining unit costs▪ Increased volumes mined and processed▪ Partially offset by improved operational productivity

and improved supply chain pricing

H1 2019 Mine Production Costs (US$174m) split

Consumables

36%38%

Contractors25%

25%

Fuel 20%19%

Labour 8%9%

Other 8% 6%

4% 4%

H1 2019 H1 2018

16

COST BASE EXPOSURELimited variability

USD 51% 51%

EGP* 26%24%

AUD 15%15%

Other 7%10%

H1 2019 H1 2018

GROUP Cost Centers**

* EGP includes fuel costs which are linked to USD prices** Group cost centre and FX breakdown incorporates all group expenditure including capex

GROUP FX Exposure**

DISCIPLINED CAPITAL ALLOCATIONAligned with cash flow profile; Self-funded organic growth pipeline

17

✓Sukari capex (sustaining & non-sustaining) US$48.0m,

largely investing in UG resource and infrastructure

expansion and routine fleet maintenance rebuilds

✓US$10.5m exploration expenditure in West Africa,

predominantly at Doropo Project resource drilling and

ABC Project regional and reconnaissance drilling

▪ Investment in technology to look at ways to improve identification and response times, i.e. Mill Ear and slope monitoring of the pit walls

▪ Ongoing fleet rebuild programme

▪ Second TSF engineering study

▪ Installation and commissioning of underground backfill plant to reduce stope dilution

▪ Continued Sukari exploration includes regional 3D seismic exploration programme, underground exploration and development

H2 2019 OUTLOOK

H1 2019

0

20

40

60

80

100

120

FY2019

GROUP CAPITAL EXPENDITURE (US$'000)

Non-Egypt Exploration

Sukari Non-Sustaining Capex

Sukari Sustaining Capex

✓ Consistent re-investment in the future of the business, including exploration through the cycles and sustaining capital to support a world-class long-life asset

US$48m, 32%

US$58m, 38%

US$46m, 30%

18

US$327m cash & liquid assets1

No debt

No hedging

No gold loans

No gold streams

BALANCE SHEETStrong financial position

7

1 Cash and liquid assets including cash and cash equivalents, bullion on hand at market price, gold sales receivable and financial assets at fair value through profit and loss of US$327m as at 30 June 2019

Investment in future growth

Contribution to operating country and local

community

Shareholder returns

Balanced cash flow distribution

19

0

100

200

300

400

500

600

H2 2014 H1 2015 H2 2015 H1 2016 H2 2016 H1 2017 H2 2017 H1 2018 H2 2018 H1 2019

Cash Balance (US$m) Cumulative Dividend (US$m) Min. Cash Balance (US$m)

CASH RESERVE

CORPORATE STRATEGYClear and consistent

✓Cumulative direct financial investment of

c.US$4.2bn:

▪ Approx. US$275m distributed to EMRA as

dividends (profit share) since 2014

▪ Approx. US$140m in royalties since 2009

▪ Including salaries, local community

investment and project development, growth

and sustaining capex

✓c.US$500m, including 2019 interim dividend,

distributed to shareholders as dividends since

2014

✓Additional c.US$180m (over and above

US$100m cash reserve) available to support

growth and operational efficiency initiatives

Sustainable dividend policy: Delivering superior shareholder

returns for 6yrs

Create tangible stakeholder returns through maximising the value of the existing operations, while progressing an active pipeline of future growth prospects that meet our operational and cost objectives.

Competing for capital: Self-funded organic growth, innovation

driving op efficiencies & strategic opportunities

OPERATIONAL REVIEW

21

SUKARI GOLD MINELong life, bulk tonnage operation

Current open pitas at 30 June 2019

Stage 5Stage 4

Stage 6

Stage 7

Hapi Zone

22

H1 2019 Operational highlights; Solid performance

units Q2 2019 Q2 2018 % change H1 2019 H1 2018 % change

Open pit

Total material mined kt 20,255 18,415 10% 41,243 36,911 12%

Ore mined kt 3,615 5,532 (35%) 6,741 11,579 (42%)

Ore grade mined g/t Au 0.70 0.51 37% 0.71 0.50 41%

Strip ratio waste/ore 4.60 2.33 97% 5.12 2.19 134%

Underground

Ore mined kt 310 289 8% 580 601 (3%)

Ore grade mined g/t Au 4.83 4.62 5% 5.53 5.70 (3%)

Processing

Ore processed kt 3,359 3,172 6% 6,607 6,240 6%

Feed grade g/t Au 1.16 0.99 17% 1.22 1.15 6%

Gold recovery % 88.0 87.3 1% 88.4 88.6 0%

Total gold production oz 117,913 92,803 27% 234,096 217,098 8%

23

OPEN PITAccessing higher grade Hapi Zone

970RL960RL

940RL950RL

980RL

30 June 2019

ST 5

ST 6ST 5

ST 7

ST 4

ST 6

1180RL

H2 2019 open pit, plan view, mining programme

Sukari orebody, open pit, plan view

❑Stronger H2 driven by higher open pit grades, above

1g/t as mining progresses into the Hapi Zone

❑Two thirds of H2 ounces forecast from the open pit

❑Stripping Stage 5 in parallel to ensure a smooth

transition from Stage 4 to 5 in 2021

❑c.50% decrease in ore tonnes mined as the orebody

narrows; strip ratio expected to increase to 5.85:1

H1 2019

OPEN PIT Stronger H2 driven by higher grades from the Hapi Zone

24

2019 OUTLOOK

OPEN PIT MINED GRADE vs MILLED GRADE

OPEN PIT TOTAL MATERIAL MOVED and STRIP

✓Total ore mined of 6.7Mt at 0.71g/t

✓34.5Mt of waste mined as orebody tightens with depth and mining focused on lowering the Stage 4 West wall in line with Stage 4 North

✓Performance initiatives: workplace training, integrating the mine planning, optimisation programmes and rebuild programmes have seen improvements in the mining sequence

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22,000

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Open Pit Ore Open Pit Waste Strip Ratio

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Open Pit Mined Grade Open Pit Feed Grade

25

UNDERGROUND ORE MINED AND AVERAGE GRADE

UNDERGROUND GRADE PROFILE

UNDERGROUNDAchieved above plan; further improvements to come

▪ Total production 580kt at 5.53g/t, a 3% decrease in grade YoY▪ Production from stoping, 320kt at 7.74g/t▪ Ore from development 260kt at 2.82g/t

▪ Good equipment availability and utilisation, incl. 2x operational LHDR

▪ >4,000 metres of decline, ore drive and cross-cut development completed

▪ Performance drivers: technological upgrades improving compliance to plan and integration of new processes and controls

H1 2019

▪ Forecast QoQ improvement in grade and tonnes

▪ Increased decline development in the lower Amun and Ptah throughout H2, providing access to new production faces

2019 OUTLOOK

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Stoping Grade Development Grade

Total UG Grade Mined (ex Cleo)

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Development Ore Stoping Ore Total UG Grade Mined (ex Cleo)

26

AMUN: Production & developmentPTAH: Production & developmentCLEO: Development

SUKARI UNDERGROUND2019 Work Programme (long-section)

27

ORE PROCESSED

▪ Plant throughput: 6.6Mt

▪ Plant availability >95%

▪ Head grade of 1.22g/t

▪ Metallurgical recovery rates to 88.4%

▪ Cleopatra decline development in mineralised material, produced 3,622 ounces

▪ Dump leach operations produced 3,947 ounces

▪ Performance initiatives: further optimisation of the floatation stability

2019 OUTLOOK

PROCESSINGStrong operating performance

H1 2019

▪ Maintaining throughput at or above 12.5Mt pa

▪ Improved head grade YoY, driven by OP milled grade

▪ Maintaining 89% metallurgical recoveries, with further optimisation of process controls

FEED GRADE AND METALURGICAL RECOVERY RATES

85.0%

86.0%

87.0%

88.0%

89.0%

90.0%

91.0%

92.0%

93.0%

0.70

0.90

1.10

1.30

1.50

1.70

1.90

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Plant Feed Grade Recovery

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Total Ore Processed Plant Feed Grade

EXPLORATION PIPELINE

29

ORGANIC GROWTH PIPELINESelf-funded value creation through the business cycle

SUKARI EXPLORATION & DEVELOPMENT

DOROPO PROJECTABC GREENFIELD

EXPLORATION Sukari Underground • Ongoing Amun/Ptah underground

development and exploration opening new production faces and targeting reserve replacement

• New structural high priority target identified: Horus Deeps

Cleopatra Decline: • Ongoing drilling and development below the

final pit shell and testing the Cleo and Ptah Deeps structures

Regional : Sukari Deeps • 2D, 3D and 4D seismic work programme

underway, compiling a complete geological architecture of the tenement area from surface to >1.5km depth

Doropo Resource Area• Drilling to continue to focus on

structural resource extensions and maiden reserve

• Concurrently progressing PEA –expected by end of 2019

Doropo Regional • Drilling to follow up on positive results

delineating a potential major structure: Kilosequi, and multiple other priority targets outside the MRE and within 35km radius

Kona Permit• Targeting resource growth and new

discovery along the 23km Lolosso Gold Corridor (“LGC”)

• Testing structural extensions between Lolosso South and Central

FarakoNafana Permit• Early stage exploration, inc geological

mapping, interpretation and target generation

30

UNLOCKING SUKARI’S UNDERGROUND POTENTIALH1 2019 drill highlights: Delineating additional high-grade sources of ore

V Shear

QuartzRidge

Kurdeman

SamiSouth

SukariMine

Sukari North Prospects

Shu

▪ Sukari 11Moz resources are currently drilldefined around the 2.7km long by 0.6kmdeep Sukari porphyry which sits within amuch wider 17km x 3.7km ophiolitic shearzone

▪ There are 8 main surface prospects, withinthe license

▪ All surface prospects are within truckingdistance to the existing processing plantand infrastructure

Tenement area: 160km2

N

SUKARI DEEPS: REGIONAL UPSIDEDeveloping a 3D Architecture of the Sukari Thrust

RED SEA

31

5km Marsa Alam

300km Aswan

HorusSouth

Multi-staged geo-seismic programme: 3x10km 2D seismic lines were prepared andset out across the tenement. Seismicacquisition scheduled for Q3

Surface rig arrived on site in Q2, with aexploration drilling commencing in Q3,starting with V Shear

REGIONAL EXPLORATION

31

32

ADVANCED EXPLORATION Doropo Project, Côte d’Ivoire - significant resource upside

▪ Strike extensions to Souwa-Nokpa-Chegue South

▪ Drilling gaps between Nokpaand Chegue Main

▪ High-grade down-dip potential of Han and Kekeda

▪ Plunge potential of the Souwa and Nokpa HG shoots

▪ New discovery on the Kilosegui and regional P1 targets

▪ H1 2019 drilled 21,000m aircore

▪ H1 2019 drilled 21,000m RC

Han structure long-section showing structural extension to the northeast

Doropo Resource Area: 1H19 significant drill intercepts

33

GREENFIELD EXPLORATION ABC Project, Côte d’Ivoire

Lolosso Gold Corridor (“LGC”)

✓ Newly discovered Birimiangreenstone inlier

✓ Mapped > 60km exposure of keel sediments / volcanics

✓ Kona Permit >23km continuous surface gold anomaly

Kona Permit

▪ 2018 Lolosso South maiden resource 0.65Moz Indicated and 0.45koz Inferred

▪ 2019 targeting resource update ▪ Lolosso Central highly prospect

area for resource growth▪ +18 Km untested gold auger

anomalies

SUMMARY

35

INVESTMENT CASEUnderpinned by strong fundamentals

Clear Corporate Strategy

Generate tangible stakeholder returns through maximising the value of the existing operations, while progressing an active pipeline of future growth prospects that meet our operational and cost objectives.

Reliable dividend stream

Low-cost, long life asset supports a sustainable long term shareholder and stakeholder dividend stream

US$500m distributed to shareholders

US$275m distributed in profit share to Egyptian gov’t

Quality asset portfolio

Sukari is a Top 10 Tier 1 asset

10yr operational track record

>30yr exploration driven growth

Life of mine >15 yrs

Low cost

Strong political risk management

Robust financial strategy

Strong, flexible balance sheet No debt; No hedging

Self-funded organic growth

Re-investment to sustain the core asset for the LT

Growth investment in future prospects

Stringent cost management

Significant FDI in operating country

Growth throughout the

value chain

Resource upside across the entire asset base

Low-capital intensive development

Maximising operational efficiencies

Increasing plant recoveries through optimisations

Responsible corporate

citizens

Targeting zero-harm safety record

Strong emphasis on workplace training & development

Core ESG initiatives in motion

Strong gov’t relations

Committed to achieving HSES, CSR and ESG best practises

36

NEAR TERM MILESTONESDelivering performance

Continue to optimise performance at Sukari including stringent cost management

❑ Deliver further operational improvements and drive production growth

❑ Deliver production and cost guidance for 2019 of 490-520koz at AISC of US$890-950/oz

❑ Deliver 2020 – 2021 baseline and upside

❑ Return surplus capital to shareholders

Unlock value from organic growth pipeline

❑ Doropo Project: further resource growth, maiden reserve, PEA study

❑ Complete Sukari Deeps seismic programme

❑ Significant exploration target generation across the portfolio

Strive to achieve the highest standards of ESG management

❑ Maintain a strong social license to operate

❑ Continued focus on workplace safety and wellbeing

❑ Deliver Sukari solar project feasibility study

❑ Board succession programme: Appointment of two independent NED’s and an NEC

Contact:Alexandra Carse

Investor Relations

+44 7700 713 738

alexandra.carse@centamin.je

CLEAR STRATEGY

MATERIAL UPSIDE

STAKEHOLDER RETURNS