Bmo presentation 27 feb2017_final

Gary Goldberg, President and CEO
BMO Metals & Mining Conference
February 27, 2017

Newmont Mining Corporation I BMO Metals & Mining Conference I Slide 2February 27, 2017
Cautionary statement
Cautionary statement regarding forward looking statements:
This presentation contains “forward-looking statements” within the meaning of Section 27A of the Securities Act of 1933, as amended, and Section
21E of the Securities Exchange Act of 1934, as amended, which are intended to be covered by the safe harbor created by such sections and other
applicable laws. Such forward-looking statements may include, without limitation: (i) estimates of future production and sales; (ii) estimates of
future costs applicable to sales and All-in sustaining costs; (iii) estimates of future capital expenditures; (iv) estimates of future cost reductions and
efficiencies; (v) expectations regarding the development, growth and potential of the Company’s operations, projects and investment, including,
without limitation, returns, IRR, schedule, decision dates, mine life, commercial start, first production, capital average production, average AISC
and upside potential; (vi) expectations regarding future debt repayments and reductions; (vii) expectations regarding future free cash flow
generation, liquidity and balance sheet strength; (viii) estimates of future closure costs and liabilities and expected non-cash impairment changes
at Yanacocha; and (ix) expectations of future dividends and returns to shareholders. Estimates or expectations of future events or results are
based upon certain assumptions, which may prove to be incorrect. Such assumptions, include, but are not limited to: (i) there being no significant
change to current geotechnical, metallurgical, hydrological and other physical conditions; (ii) permitting, development, operations and expansion of
the Company’s operations and projects being consistent with current expectations and mine plans, including without limitation receipt of export
approvals; (iii) political developments in any jurisdiction in which the Company operates being consistent with its current expectations; (iv) certain
exchange rate assumptions for the Australian dollar to the U.S. dollar, as well as other the exchange rates being approximately consistent with
current levels; (v) certain price assumptions for gold, copper and oil; (vi) prices for key supplies being approximately consistent with current levels;
(vii) the accuracy of our current mineral reserve and mineralized material estimates; and (viii) other assumptions noted herein. Potential additional
risks include other political, regulatory or legal challenges and community and labor issues. Where the Company expresses or implies an
expectation or belief as to future events or results, such expectation or belief is expressed in good faith and believed to have a reasonable basis.
However, such statements are subject to risks, uncertainties and other factors, which could cause actual results to differ materially from future
results expressed, projected or implied by the “forward-looking statements”. Other risks relating to forward looking statements in regard to the
Company’s business and future performance may include, but are not limited to, gold and other metals price volatility, currency fluctuations,
increased production costs and variances in ore grade or recovery rates from those assumed in mining plans, political and operational risks,
community relations, conflict resolution and outcome of projects or oppositions and governmental regulation and judicial outcomes. For a more
detailed discussion of such risks and other factors, see the Company’s 2016 Annual Report on Form 10-K, filed on February 21, 2017, with the
Securities and Exchange Commission (SEC) as well as the Company’s other SEC filings. The Company does not undertake any obligation to
release publicly revisions to any “forward-looking statement,” including, without limitation, outlook, to reflect events or circumstances after the date
of this presentation, or to reflect the occurrence of unanticipated events, except as may be required under applicable securities laws. Investors
should not assume that any lack of update to a previously issued “forward-looking statement” constitutes a reaffirmation of that statement.
Continued reliance on “forward-looking statements” is at investors' own risk. Investors are reminded that this presentation should be read in
conjunction with Newmont’s Form 10-K which has been filed on February 21, 2017 with the SEC (also available at www.newmont.com).

Delivering long-term shareholder value
• Steady long-term gold production with ongoing cost and capital discipline
• Ongoing investment in profitable growth; next generation projects represent upside
• Top quartile returns and investment grade balance sheet
Tanami Carlin

Consistently strong operational and financial results
Results exclude PTNNT
Boddington
Financial metric FY 2015 FY 2016 Change
Attributable gold production (Koz) 4,584 4,898 +7%
AISC ($/oz)1 $933 $912 -2%
Adjusted Net Income ($M)2 $327 $619 +89%
Adjusted Net Income ($/ diluted share)2 $0.63 $1.16 +84%
Adjusted EBITDA ($M)3 $1,896 $2,365 +25%
Free Cash Flow ($M)4 $277 $784 +183%
Results exclude PTNNT

Leading safety and sustainability performance
Injury rates (total recordable injuries per 200,000 hours worked)
Injury rates down ~50%
0.65
0.47
0.39 0.32 0.32
0.2
0.4
0.6
0.8
2012 2013 2014 2015 2016
Fatigue events down 87%
Ahafo

Portfolio optimization improves value and risk profile
AISC down >$100/oz
Divested Reinvested
Assets
PTNNT, Midas,
Jundee, Penmont,
Waihi
Merian, Long
Canyon, CC&V
Costs1 $800 – $900/oz Below $700/oz
Production 630Koz/year ~800Koz/year
Mine life < 5 years > 10 years
Risk
Higher technical
and social risk
Lower technical
and social risk
Mine life doubled
*Production and cost data represent expected weighted average calculation based on 5-year outlook estimates. See Endnote 5.

Project
Mine life
(years)
Cost
(AISC/oz)
Production
(Koz/yr)
Capital
($M)
IRR
(%)
Merian (75%) + 13 $650 – $750 300 – 375 ~$525 >25%
Long Canyon Ph 1 + 8 $500 – $600 100 – 150 ~$225 >26%
Northwest Exodus + 7 ~$25 lower 50 – 75 $50 – $70 >30%
Tanami expansion + 3 $700 – $750 ~ 80 $100 – $120 >35%
Proven record of project delivery across cycle
Merian
Merian metrics are attributable to Newmont; AISC/oz and Koz/year represent first 5-year averages except for Long Canyon (LOM average) – see Endnotes 1 and 5

73.7
2.6
71.1
0.6
6.0 0.1
4.1
68.5
Actual 2015 PTNNT sale* Revised
2015
Price
Change
Depletion Revisions Additions Actual 2016
Delivered 4.1 Moz of Reserves, 6.1 Moz of Resources
2016 attributable gold Reserves (Moz)
Major additions at Tanami and Merian (Reserves); Yanacocha sulfides (Resources)
*PTNNT sale was completed on 02 November 2016.
~59
~64 ~68 ~71
~77
$1,000 $1,100 $1,200 $1,300 $1,400
Reserve sensitivity to gold price (Moz)
6

Australia
Boddington
Kalgoorlie
• Morrison
Tanami
• Tanami Expansion
Stable portfolio with 12 mines in 4 key regions
North America
Carlin
• NW Exodus
• Goldstar
Twin Creeks
• Twin Creeks UG
Phoenix
Long Canyon
CC&V
South America
Merian
Yanacocha
• Quecher Main
Africa
Ahafo
• Mill expansion
• Subika UG
• Ahafo North
Akyem
2016 gold
Reserves6
North America
42%
South America
9%
Africa
19%
Australia
30%
2016 year-end
$18B+ market capitalization
S&P 500 gold stock
Steady 4.5 – 5.0Moz/yr producer
$5.7B liquidity
Investment grade credit rating
Operations
Current projects
Mid-term projects

Leading project pipeline and track record
Long-term projects (>3 years; not in outlook)
Sustaining projects (in outlook)
Current projects (in outlook)
Mid-term projects (<3 years; not in outlook)Greenfields
Conceptual/
Scoping Prefeasibility/
Feasibility Definitive
Feasibility
Execution
Eastern Great Basin
Mexico
Andes
Guiana Shield
Ethiopia
Mt Isa
Long Canyon Ph 2
Pete Bajo Expansion
Greater Leeville
Sabajo
Akyem UG
Yanacocha Sulfides
Awonsu
Apensu Deeps
Ahafo North
Tanami Expansion 2
Twin Underground
Quecher Main
Ahafo Mill Expansion
Subika Underground
Morrison
NW Exodus
Goldstar
Tanami Expansion
~10 years current

0
1,000
2,000
3,000
4,000
5,000
2012 2013 2014 2015 2016 2017E 2018E 2019E 2020E 2021E 2022E 2023E
Focused on delivering long-term value
Projected production profile (Koz)5
Industry-leading long-term pipeline
Existing assets and sustaining projects
Divestments Current projects Mid-term projects

Future savings, investments incremental to outlook
Guidance metric 2017 2018 2019 – 2021
Gold production (Moz)* 4.9 – 5.4 4.6 – 5.1 4.5 – 5.0
AISC ($/oz)* $940 – $1,000 $950 – $1,050 $880 – $980
Capital expenditure ($M)* $800 – $900 $700 – $800 $600 – $700
$0
$400
$800
$1,200
2012A 2013A 2014A 2015A 2016A 2017E* 2018E* 2019E* 2020E* 2021E*
Consolidated gold all-in sustaining cost per ounce ($/oz)
*Actuals exclude PTNNT and outlook reflects midpoint of range and assumes $1,200/oz gold, $2.25/lb copper, $16/oz silver, and $55/bbl oil. See Endnote 5.
22% reduction since 2012
AISC (actual) AISC (outlook)
2019 – 2021 average*

North America remains highly prospective
• Long Canyon – halfway to investment premise with Reserves and Resources of 3.2Moz*
• Carlin – Northwest Exodus growing into major high grade deposit
• Twin Creeks – Reaching a decision on underground expansion in H2 2017
Long Canyon* Consists of Reserves (1.2Moz), Measured and Indicated Resources (1.6Moz) and Inferred Resources (0.4Moz). See Endnote 6.

Progressing growth options in South America
• Quecher Main – reaching decision to extend oxide production until 2025 this year
• Yanacocha Sulfides – advancing business case; declared first resources of 2Moz* in 2016
• Suriname – added 600Koz** to Merian Reserve base in 2016; advancing Sabajo discovery
Merian
* Resources consist of ~1.3Moz (Indicated) and ~0.6Moz (Inferred). See Endnote 6. ** 450Koz attributable to Newmont

• Tanami – first expansion on track; advancing studies to develop remaining 6Moz*
• KCGM – Reaching a decision on Morrison layback in Q4 2017
• Boddington – significant performance improvements and stable cash flow
Long Canyon
Pursuing promising exploration results in Australia
Tanami* Consists of Reserves (~4.5Moz), Measured and Indicated Resources (~0.5Moz), and Inferred Resources (~0.6 Moz). See Endnote 6.

Unlocking major underground resource in Africa
• Ahafo Mill Expansion – adds 75 – 100Koz/yr* for $140 - $180M capital; decision in H1
• Subika Underground – adds 150 – 200Koz/yr* for $150 - $200M capital; decision in H1
• Prospective underground district emerging at Ahafo and Akyem
Ahafo Mill*Average for first five full years of production. See Endnote 5.

Financial flexibility to execute capital priorities
Funding profitable growth projects
• Cash on hand of $2.8B funds future growth
Maintaining financial flexibility
• Reduced net debt to adjusted EBITDA to 0.8x
Returning cash to shareholders
• Dividend policy adjusted to double pay-out
Net debt ($B)
$4.9
$3.9
$3.5
$1.9
2013 2014 2015 2016
*2016 debt repayments exclude $330M repaid on PTNNT revolver
Kalgoorlie

Outperforming gold, sector and S&P 500
Comparative performance indicators
Free Cash Flow per share Net debt to Adjusted EBITDA 2016 share price performance
Newmont Competitor Average
0.8X
1.1X
$1.47
$1.17
+89%
+65%
* Competitive Average includes Agnico Eagle, AngloGold, Barrick, Gold Fields, Goldcorp, Kinross, Newcrest, Randgold and Yamana and is enterprise value weighted as of
02/22/2016. All competitive data sourced from Bloomberg on 02/23/2017 for trailing twelve months. See Endnotes 3 and 4.
4

Delivering long-term shareholder value
Where are we today? Where are we heading?
Safety &
sustainability
Leading in mining sector World class performance
Costs AISC down 22% since 2012 Continued cost and capital discipline
Portfolio Streamlined portfolio Building and reinvesting in portfolio
Production Projects add higher margin ounces Steady long-term producer
Free cash flow FCF doubled since prior year Self-fund projects and dividends
Returns 89% stock improvement in 2016 Top quartile TSR
Balance sheet Industry leaders Superior financial flexibility

Strategy map drives alignment
2017 Strategy Map
Purpose Our purpose is to create value and improve lives through sustainable and responsible mining
Strategy
• Secure the gold franchise – by running our existing business more efficiently and effectively
• Strengthen the portfolio – by building a longer-life, lower-cost asset portfolio
• Enable the strategy – through capabilities and systems that create competitive advantage
Elements Health & Safety Operational Excellence Growth People
Sustainability &
External Relations
Strategic
Objectives
• Culture of zero harm
• Industry-leading health and
safety performance
• Culture of continuous
improvement
• Cost improvements more than
offset inflation
• Value-accretive growth
• Industry-leading return on capital
employed (ROCE)
• Competitive advantage through
people
• Industry-leading engagement,
leadership and diversity
• Access to land, resources and
approvals
• Reputation conveys competitive
advantage
Drivers
• Safety leadership
• Fatality prevention
• Employee engagement
• Health and wellness
• Business Improvement
• Portfolio optimization
• Technical Foundations
• Projects, exploration and M&A
that improve portfolio value,
longevity, cost and risk profile
• Employee Engagement
• Management Effectiveness
• Global Inclusion and Diversity
• Performance
• Risk management
• Reputation
2017 BP
Objectives
• Eliminate fatalities by
implementing critical controls for
fatal risks
• Link critical controls to employee
Vital Behaviors
• Improve quality of safety
interactions and lessons learned
from significant potential events
• Reduce health exposures by
implementing critical controls for
key risks
• Meet EBITDA targets
• Meet cash sustaining cost per
gold equivalent ounce targets
• Meet gold and copper
production targets
• Achieve planned Full Potential
cost and efficiency
improvements
• Deliver measurable benefits on
OT/IT and cyber security
• Long Canyon Phase 1 and
Tanami expansion on time and
budget
• Begin development of Ahafo Mill
Expansion and Subika
Underground
• Achieve gold Reserves,
Resource and Inventory targets
by the drill bit
• Deliver to agreed targets in
technology & innovation
• Achieve measurable progress
towards targeted global
employee survey action plans
• Progress inclusive environment
and diverse representation to
achieve multi-year objectives
• Increase focus on bench
strength, employee and
manager development
• Broaden workforce
understanding of employee
value proposition and brand
• Implement Phase 2 of the
Integrated Management System
• Measurably improve perceptions
of Newmont’s transparency
performance and stakeholders’
willingness to act as advocates
• Secure permits required to
execute business strategy
• Achieve 2017 public S&ER
targets
• Improve supplier risk
management
Values Safety Integrity Sustainability Inclusion Responsibility

Base salary
13%
Personal
bonus
6%
Company bonus
14%
Performance
Stock Units 45%
Restricted Stock
Units 22%
Personal
objectives
Two-thirds of
compensation
based on stock
performance
Operating
performance
Say on pay approval of >90% since 2012
Executive compensation tied to shareholder returns
*CEO target compensation

Incentives plan aligned to strategic objectivesHealth
and
Safety
• Effective critical controls (leading)
• Total injury rates (lagging)
20%
Operational
excellence
• Value creation (EBITDA) 30%
• Efficiency (production costs) 30%
Growth
• Project execution (timing and spend) 10%
• Exploration success (Reserves and Resources) 5%
S&ER
• Access (public targets)
• Reputation (DJSI rating)
5%
TOTAL 100%

Sustainability program aligned to best practice
Active participation in leading organizations and initiatives
Industry leader in setting and meeting public sustainability targets
Current Targets
Complaints and Grievances Close 90% of Tier 1 complaints and grievances within 30 days
Water Achieve 80% of water targets in site Water Strategy
Closure and Reclamation Achieve 80% of concurrent final reclamation annual plan
Community Commitments Implement auditable commitment register at 100% of sites
Local Employment Achieve target % determined by site
Local Procurement Achieve spend target determined by region
Security and Human Rights Complete risk assessment, conduct training at 100% of sites
Diversity and Inclusion Increase enterprise-wide representation of women to 13% by 2018

Executive Leadership Team
Gary
Goldberg
President and
CEO
Nancy Buese
EVP and CFO
Elaine
Dorward-King
EVP. S&ER
Randy
Engel
EVP, Strategic
Development
Steve
Gottesfeld
EVP & General
Counsel
Susan
Keefe
VP, Strategic
Relations
Scott
Lawson
EVP and CTO
Bill
MacGowan
EVP Human
Resources
Tom
Palmer
EVP and COO
Broad management experience
Board of Directors
Noreen
Doyle
Chair
Greg
Boyce
Bruce R.
Brook
J. Kofi
Bucknor
Vincent A.
Calarco
Joseph A.
Carrabba
Veronica
Hagen
Jane
Nelson
Julio
Quintana
Top investors (as of December 31, 2016)*
The Vanguard Group, Inc.
(9.7%)
Van Eck Associates Corp
(6.5%)
BlackRock Fund Advisors
(5.9%)
State Street Global Advisors
(5.5%)
BlackRock Investment
Management (U.K), LTD
(4.8%)
* Top Investors based upon December 31, 2016 13-F filings

1.6 1.6
2.0
2.0 – 2.2 1.9 – 2.1
1.8 – 2.0
$1,007 $979
$869
$0
$200
$400
$600
$800
$1,000
$1,200
$1,400
$1,600
$1,800
0
500
1,000
1,500
2,000
2,500
2014 2015 2016 2017E 2018E 2019E
• Commissioned Long Canyon Phase I ahead of schedule and $50M under budget
• Delivered CC&V investment case and expansion – mill optimization continues
• Overcoming geotechnical challenges and commencing stripping campaign at Carlin
• Advancing next wave of projects at Long Canyon, Carlin and Twin Creeks
North America generates steady production, cash
AISC ($/oz) 1,5Gold production actual (Moz) Gold production outlook (Moz)5
Gold production and AISC trends and outlook
$905 – 980
$950 – 1,050 $930 – 1,030

498 471
414
630 – 690 625 – 725
500 – 600
$1,001 $949
$1,052
$0
$200
$400
$600
$800
$1,000
$1,200
$1,400
$1,600
$1,800
$2,000
0
100
200
300
400
500
600
700
800
2014 2015 2016 2017E 2018E 2019E
Progressing growth options in South America
• Delivered Merian on schedule and $150M under budget
• Lower cost production from Merian offsetting maturing oxide deposits at Yanacocha
• Advancing development of Quecher Main oxide deposit
• Advancing business case for Yanacocha Sulfides – declared first resource
AISC ($/oz) 1,5Gold production actual (Koz) Gold production outlook (Koz)5
Gold production* and AISC trends and outlook
$880 – 980
$850 – 950 $810 – 910
*Attributable

1.6 1.7 1.6 1.5 – 1.7 1.5 – 1.7
1.4 – 1.6
$975
$818 $786
$0
$200
$400
$600
$800
$1,000
$1,200
$1,400
$1,600
$1,800
0
200
400
600
800
1,000
1,200
1,400
1,600
1,800
2014 2015 2016 2017E 2018E 2019E
$820 – 880
• Exceptional 2016 performance at Boddington, KCGM and Tanami
• Tanami Expansion on track; advancing studies for next stage of expansion
• Addressing impacts of record high rainfalls in Tanami region
• Boddington stripping in 2018 and 2019; production returns to previous levels in 2020
Australia delivering profitable growth
AISC ($/oz) 1,5Gold production actual (Moz) Gold production outlook (Moz)5
$850 – 950 $850 – 950
Excludes PTNNT

914
805 819
715 – 775 650 – 750
825 – 925
$647
$718
$833
$0
$200
$400
$600
$800
$1,000
$1,200
$1,400
$1,600
$1,800
0
100
200
300
400
500
600
700
800
900
1,000
2014 2015 2016 2017E 2018E 2019E
Strong performance and prospects in Africa
• Strong safety, mill throughput and recovery improvements in 2016
• Engaging government to secure permits for Ahafo expansions; forecast to start in H1 2017
• Investing in next phase of stripping at Ahafo; accessing higher grades 2019 – 2023
• Prospective underground district emerging at Ahafo and Akyem
AISC ($/oz) 1,5Gold production actual (Koz) Gold production outlook (Koz)5
$950 – 1,010
$1,000 – 1,100
$680 – 780

Merian completed on schedule, below budget
• Optimized approach, partnership and broad
engagement lower cost and risk
• Completed; ~$150M below initial budget
• First ore grades are favorable to model Production and capital on a 100% basis; production and AISC calculated as first
full five year average. See Endnote 5.
2017E Production 470 – 520 Koz
2017E AISC $560 – $610/oz
Capital ~$700M
Commercial production October 2016
Merian

Long Canyon opens prospective new district
• High grade oxide deposit, with trend potential
and mineralization open in all directions
• Optimized to lower capital, improve returns
• Completed ahead of schedule, below budget
Mining at Long Canyon
See Endnote 5.
2017E Production 130 – 170 Koz
2017E AISC $470 – $520/oz
Capital ~$225M
Commercial production November 2016

• Option maximizes IRR, cash flow and value
• Expansion improves costs and mine life
• Platform for growth – potential to double
Reserves & Resources at comparable grades
Tanami Expansion adds profitable ounces, mine life
Cripple Creek & Victor
Production To 425–475 Koz
AISC/oz $700 – $750
Capital $100 – $120M
Commercial production Mid-2017
Production and AISC calculated as first full five year average for Tanami,
including the expansion. See Endnote 5.

CC&V adds significant cash flow and upside potential
• Expansion construction complete as of Q3 2016
• First gold at new valley leach facility in Q1 2016
• Completed mill modifications
New valley leach expansion at Cripple Creek & Victor
2017E production5 400 – 450Koz
2017E AISC5 $730 – 780/oz
Capital ~$185M
Completion Q3 2016

Northwest Exodus extends Carlin life and access
• Extends mine life by 7 years, produces 700Koz, lowers Carlin AISC by $25/oz
• IRR of >30% at flat $1,200/oz gold price
• Creates platform for future growth in highly prospective Carlin underground
Lantern
Exodus
NW Exodus

Assessing options to profitably extend Yanacocha
Chaquicocha decline
• Updated closure liability; to be spent over many decades
• Quecher Main oxides extend life to 2025 with ~200Koz average annual production (100%)
• Prefeasibility studies to further optimize sulfide development (Yanacocha Sulfides)

Ahafo projects unlock major underground resource
Ahafo Mill Expansion
Production 75 – 100Koz
Decision H1 2017
Subika Underground
Production 150 – 200Koz
Decision H1 2017
Expected average for first five years of production. See Endnote 5. Expected average for first five years of production. See Endnote 5.

Executing capital priorities
2016 change in consolidated cash balance ($M)
* From continuing operations
$2,363
$1,917
$1,133
$920
$204
$1,312 $67
$136
$2,756
Cash
(12/31/2015)
Net cash
provided by
operating
activities*
Capital
expenditures
Proceeds from
sale of Batu
Hijau
Proceeds from
sales of
investments
and other
assets
Repayment of
Debt
Dividend Other Cash
(12/31/2016)

Enhanced gold price linked dividend
Down 30% since 2012
Dividend increased by ~75% on average
Annualized dividends per share (US$)
*The declaration and payment of dividends remains at the discretion of the Board of Directors
$0.10 $0.15 $0.20
$0.30
$0.40
$0.50
$0.60
$0.85
$1.10
$0.00
$0.25
$0.50
$0.75
$1.00
$1.25
<$1150
$1150-$1199
$1200-$1249
$1250-$1299
$1300-$1349
$1350-$1399
$1400-$1499
$1500-$1599
$1600-$1699
Annualdividend($/shr)
Average quarterly LBMA gold price ($/oz)
Previous policy Revised policy

$575 $626 $992 $600 $874 $1.0B
2017 2018 2019 2022 2035 2039 2042
Debt repayments of $1.6B in 2016
Convertibles Other corporate debt
Debt Schedule as of December 31, 2016
Pro forma net debt
to adjusted EBITDA*
12-month trailing average
Competitor average** Newmont continuing ops
* Pro forma net debt is calculated as total debt less cash and equivalents at December 31, 2016
** Competitor average represents the enterprise value weighted average for Agnico Eagle, AngloGold Ashanti, Barrick, Goldcorp, Gold Fields, Kinross, Newcrest, and Yamana;
sourced from Bloomberg as of February 23, 2017 and represent most recent financial period reported on this date; enterprise value weighted as of February, 22 2017.
Net debt December 31, 2016
~$4.6B Short and long term debt
~$2.8B Cash and cash equivalents
~$1.9B Net debt
0.8x
1.1x

Disciplined approach to portfolio optimization
De-risk Maintain
Close or divest Improve value
LowValueHigh
High Risk Low
Portfolio approach

*Other divestments include the sale of equipment at Conga and the sale of McCoy Cove in 2014 and the sale of equity interest in Levon Resources, Hemlo mineral rights and Relief
Canyon mining claims in 2015.
Portfolio optimization nets ~$2.8B cash to date
Cumulative cash generated through asset sales at fair value since 2013 ($M)*
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000 Canadian
OilSands
Midas
Paladin
(5.4%)
Jundee
Penmont
(44%)
Merian
(25%)
Valcambi
Waihi
Other
Regis
(19.45%)
PTNNT
(48.5%)

Labor &
services
45%
Materials
30%
Power
10%
Diesel
10%
Royalties
& other 5%
Conservative plan with upside leverageConservative plan with upside leverage
*All other variables held constant (i.e. FCF for flexed gold price does not include changes to Cu price, AUD or WTI). Economics assume 35% portfolio tax rate. Excludes hedges.
CAS pie chart excludes inventory changes.
2017 CAS breakdown Potential upside includes:
• Further cost and efficiency
improvements
• FX and oil tailwinds
• Projects that are not yet
approved
Annualized 2017
sensitivities
2017 Price Change FCF (US$M)
Attributable FCF
(US$M)
Gold ($/oz) $1,200 +$100 +$350 +$325
Copper ($/lb) $2.25 +$0.25 +$20 +$20
Australian Dollar $0.75 -$0.05 +$65 +$65
Oil ($/bbl) $55 -$10 +$40 +$35

Prepared for opportunities and challenges
$1,200 gold price
• Optimize costs & capital
• Finish current projects;
progress projects with
best returns
• Pursue high grade,
near-mine exploration
prospects
• Reduce support costs
across business
• Evaluate early debt
repayment
• Pay dividend at Board’s
discretion
Downside
• Reduce stripping and
increase stockpile
processing
• Complete current
projects
• Mothball lowest margin
operations
• Reduce exploration
• Discontinue early debt
repayments
• Re-evaluate dividend
Upside
• Maintain cost and capital
discipline
• Pursue profitable growth
− Highest return
projects
− Most promising
exploration prospects
• Accelerate debt
repayment
• Pay higher dividends in
line with policy

-
1
2
3
4
5
6
7
8
Switzerland
UAE
HongKong
SaudiArabia
Turkey
Thailand
Germany
Vietnam
China
India
Taiwan
Egypt
USA
Russia
UK
Italy
SouthKorea
Indonesia
Japan
France
Capacity for demand growth in China and India
Consumer gold demand (jewelry, bars and coins); average consumption from 2013 through 2015 (Source: World Gold Council)
Per capita gold consumption (average grams per capita)
• China and India represent ~55% of global consumer gold demand
• Per capita consumption relatively low – economic growth, increasing wealth support demand growth
G7
15%
Middle
East
8%
Other
21%India
25%
China
31%
2015 consumption

Announced production cutbacks (Kt) Copper market balance (Kt)
• Price and operating challenges expected to reduce 2016 copper production by ~700Kt
• Relatively balanced market conditions expected through 2021
Balanced copper fundamentals
Surplus
Deficit
Source: Incomare Ltda. (March 2016)
Surplus
Deficit
(600)
(400)
(200)
-
200
400
600
2010
2011
2012
2013
2014
2015
2016E
2017E
2018E
2019E
2020E
2021E
0
100
200
300
400
500
600
700
800
2015
2016E
2017E
2018E
2019E
2020E
2021E
Other
Delayed start-up
Low copper price
Operating challenges

2017 Outlooka
a2017 Outlook in the table above are considered “forward-looking
statements” and are based upon certain assumptions, including,
but not limited to, metal prices, oil prices, certain exchange rates
and other assumptions. For example, 2017 Outlook assumes
$1,200/oz Au, $2.25/lb Cu, $0.75 USD/AUD exchange rate and
$55/barrel WTI; AISC and CAS estimates do not include inflation,
for the remainder of the year. Production, AISC and capital
estimates exclude projects that have not yet been approved, (Twin
Underground, Ahafo Mill Expansion and Subika Underground). The
potential impact on inventory valuation as a result of lower prices,
input costs, and project decisions are not included as part of this
Outlook. Such assumptions may prove to be incorrect and actual
results may differ materially from those anticipated. See cautionary
note on slide 2.
bAll-in sustaining costs as used in the Company’s Outlook is a non-
GAAP metric defined as the sum of costs applicable to sales
(including all direct and indirect costs related to current gold
production incurred to execute on the current mine plan),
remediation costs (including operating accretion and amortization
of asset retirement costs), G&A, exploration expense, advanced
projects and R&D, treatment and refining costs, other expense, net
of one-time adjustments and sustaining capital. See reconciliation
on slide 56.
cIncludes Lone Tree operations.
dIncludes TRJV operations.
eConsolidated production for Yanacocha is presented on a total
production basis for the mine site; attributable production
represents a 51.35% interest.
fBoth consolidated and attributable production are shown on a pro-
rata basis with a 50% ownership for Kalgoorlie.
gProduction outlook does not include equity production from stakes
in TMAC (29.2%) or La Zanja (46.94%).
hConsolidated expense outlook is adjusted to exclude extraordinary
items. For example, the tax rate outlook above is a consolidated
adjusted rate, which assumes the exclusion of certain tax valuation
allowance adjustments.
Consolidated
All-in Consolidated
Consolidated Attributable Consolidated Sustaining Total Capital
Production Production CAS Costsb
Expenditures
(Koz, Kt) (Koz, Kt) ($/oz, $/lb) ($/oz, $/lb) ($M)
North America
Carlin 935 – 1,000 935 – 1,000 795 – 845 1,030 – 1,090 195 – 215
Phoenixc
200 – 220 200 – 220 875 – 925 1,070 – 1,130 25 – 35
Twin Creeksd
350 – 380 350 – 380 600 – 650 715 – 765 30 – 40
CC&V 400 – 450 400 – 450 610 – 660 730 – 780 30 – 40
Long Canyon 130 – 170 130 – 170 445 – 495 470 – 520 10 – 20
Other North America 20 – 30
Total 2,040 – 2,200 2,040 – 2,200 705 – 755 905 – 980 290 – 370
South America
Yanacochae
530 – 560 260 – 300 845 – 895 1,040 – 1,110 35 – 55
Merian 470 – 520 350 – 390 500 – 540 560 – 610 85 – 125
Other South America
Total 1,000 – 1,080 630 – 690 675 – 725 880 – 980 120 – 175
Australia
Boddington 735 – 785 735 – 785 740 – 790 870 – 920 85 – 95
Tanami 405 – 480 405 – 480 575 – 645 785 – 855 110 – 120
Kalgoorlief
375 – 425 375 – 425 585 – 635 665 – 715 15 – 25
Other Australia
Total 1,520 – 1,695 1,520 – 1,695 660 – 710 820 – 880 215 – 250
Africa
Ahafo 305 – 335 305 – 335 990 – 1,045 1,135 – 1,215 30 – 45
Akyem 405 – 435 405 – 435 625 – 665 745 – 795 30 – 40
Other Africa
Total 715 – 775 715 – 775 780 – 830 950 – 1,010 50 – 80
Corporate/Other 15 – 20
Total Goldg
5,275 – 5,770 4,890 – 5,370 700 – 750 940 – 1,000 800 – 900
Phoenix 10 – 20 10 – 20 1.50 – 1.70 1.95 – 2.15
Boddington 30 – 40 30 – 40 1.40 – 1.60 1.75 – 1.95
Total Copper 40 – 60 40 – 60 1.45 – 1.65 1.85 – 2.05
Consolidated Expense Outlook
h
General & Administrative $ 225 – $ 250
Interest Expense $ 210 – $ 250
DD&A $ 1,325 – $ 1,425
Exploration and Projects $ 325 – $ 375
Sustaining Capital $ 600 – $ 700
Tax Rate 28% – 34%

Adjusted net income
Management uses Adjusted net income (loss) to evaluate the Company’s operating performance and for
planning and forecasting future business operations. The Company believes the use of Adjusted net
income (loss) allows investors and analysts to understand the results of the continuing operations of the
Company and its direct and indirect subsidiaries relating to the sale of products, by excluding certain
items that have a disproportionate impact on our results for a particular period. The net income (loss)
adjustments are generally presented net of tax at the Company’s statutory effective tax rate of 35% and
net of our partners’ noncontrolling interests when applicable. The impact of the adjustments through the
Company’s valuation allowance is included in Tax adjustments. Valuation allowance is recorded for
items such as foreign tax credits, alternative minimum tax credits, capital losses and disallowed foreign
losses. Management’s determination of the components of Adjusted net income (loss) are evaluated
periodically and based, in part, on a review of non-GAAP financial measures used by mining industry
analysts. Net income (loss) attributable to Newmont stockholders is reconciled to Adjusted net income
(loss) as follows:

1) Loss (income) from discontinued operations relates to (i) adjustments in our Holt property royalty,
presented net of tax expense (benefit) of $13, $(4),$(19) and $11, respectively, (ii) Batu Hijau operations,
presented net of tax expense (benefit) of $51, $59, $309 and $253, respectively, and amounts attributed
to noncontrolling interest income (expense) of $(45), $(47), $(274) and $(224), respectively, and (iii) the
loss on sale of Batu Hijau.
2) Impairment of investments, included in Other income, net, represents other-than-temporary impairments
on equity and cost method investments. Amounts are presented net of tax expense (benefit) of $-, $(5),
$- and $(41), respectively.
3) Impairment of long-lived assets, included in Impairment of long-lived assets, represents non-cash write-
downs. The 2016 impairments include $970 related to long-lived assets in Yanacocha in the fourth
quarter of 2016. Amounts are presented net of tax expense (benefit) of $(179), $18, $(180) and $(20),
respectively, and amounts attributed to noncontrolling interest income (expense) of $(460), $(14), $(461)
and $(14), respectively.
4) Restructuring and other, included in Other expense, net, represents certain costs associated with
severance and outsourcing costs and accrued legal costs in our Africa region during 2016, as well as
system integration costs related to our acquisition of CC&V. Amounts are presented net of tax expense
(benefit) of $1, $(3), $(9) and $(12), respectively and amounts attributed to noncontrolling interest income
(expense) of $(3), $(2), $(5) and $(5), respectively.
5) Acquisition costs, included in Other expense, net represents adjustments in 2016 to the contingent
consideration liability from the acquisition of Boddington and costs associated with the acquisition of
CC&V in 2015. Amounts are presented net of tax expense (benefit) of $-, $(2), $(4) and $(7),
respectively.
6) Loss (gain) on asset and investment sales, included in Other income, net, primarily represents the sale of
our holdings in Regis in the first quarter of 2016; income recorded in the third quarter of 2016 associated
with contingent consideration from the sale of certain properties in our North America segment during
2015; land sales of Hemlo mineral rights in Canada and the Relief Canyon mine in Nevada during the
first quarter of 2015; and gains related to the sale of our holdings in EGR in the third quarter of 2015 and
Waihi in the fourth quarter of 2015. Amounts are presented net of tax expense (benefit) of $-, $3, $1 and
$49, respectively.
7) Gain on deconsolidation of TMAC, included in Other income, net, resulted from the deconsolidation of
TMAC in the third quarter of 2015. Amounts are presented net of tax expense (benefit) of $-, $-, $- and
$27, respectively.
8) Reclamation charges, included in Reclamation and remediation, primarily represent adjustments to
reclamation liabilities associated with (i) the review of the Yanacocha long-term mining and closure plans
during the fourth quarter of 2016 and (ii) revisions to the remediation plan of the Midnite mine during the
fourth quarter of 2015. Amounts are presented net of tax expense (benefit) of $(18), $(51), $(18) and
$(51), respectively, and amounts attributed to noncontrolling interest income (expense) of $(37), $-, $(37)
and $-, respectively.
9) Ghana Investment Agreement, included in Other expense, net, represents a charge from the ratification
of revised investment agreements by Ghana’s Parliament during the fourth quarter of 2015. Amounts are
presented net of tax expense (benefit) of $-, $(9), $- and $(9), respectively.
10) Loss on debt repayment, included in Other income, net, represents the impact of the debt tender offer on
our 2019 Senior Notes and 2039 Senior Notes during the first quarter of 2016 and the debt tender offer
on our 2022 Senior Notes during the fourth quarter of 2016. Amounts are presented net of tax expense of
$(18), $-, $(19) and $-, respectively.
11) La Quinua leach pad revision, included in Costs applicable to sales and Depreciation and amortization,
represents a significant write-down of the estimated recoverable ounces at our Yanacocha operation
during the third quarter of 2016. Amounts are presented net of tax expense (benefit) of $-, $-, $(9) and $-,
respectively, and amounts attributed to noncontrolling interest income (expense) of $-, $-, $(25) and $-,
respectively.
12) Tax adjustments include movements in tax valuation allowance and tax adjustments. These tax
adjustments were primarily the result of a tax restructuring and a loss carryback which resulted in an
increase in the Company’s valuation allowance on credits and capital losses. In addition, an impairment
at Yanacocha in the fourth quarter of 2016 resulted in a valuation allowance on the U.S. tax asset related
to this investment.
Adjusted net income
Three Months Ended Years Ended
December 31, December 31,
2016 2015 2016 2015
Net income (loss) attributable to Newmont stockholders $ (344) $ (254) $ (627) $ 220
Loss (income) attributable to Newmont stockholders from discontinued
operations
(1)
Holt property royalty obligation (22) 7 50 (27)
Batu Hijau operations (48) (29) (243) (194)
Loss on sale of Batu Hijau 23 — 600 —
Net income (loss) attributable to Newmont stockholders from continuing
operations (391) (276) (220) (1)
Impairment of investments
(2)
— 8 — 74
Impairment of long-lived assets
(3)
334 18 336 22
Restructuring and other
(4)
4 3 18 17
Acquisition costs
(5)
(1) 2 6 12
Loss (gain) on asset and investment sales
(6)
1 (6) (107) (69)
Gain on deconsolidation of TMAC
(7)
— — — (49)
Reclamation charges
(8)
33 94 33 94
Ghana Investment Agreement
(9)
— 18 — 18
Loss on debt repayment
(10)
33 — 36 —
La Quinua leach pad revision
(11)
— — 17 —
Tax adjustments
(12)
120 130 500 209
Adjusted net income (loss) $ 133 $ (9) $ 619 $ 327
Batu Hijau operations 48 29 243 194
Batu Hijau tax adjustments
(12)
— — — (14)
Adjusted net income (loss) including Batu Hijau operations $ 181 $ 20 $ 862 $ 507
Net income (loss) per share, diluted $ (0.65) $ (0.50) $ (1.18) $ 0.43
Loss (income) attributable to Newmont stockholders from discontinued
operations, net of taxes
Holt property royalty obligation (0.05) 0.02 0.09 (0.05)
Batu Hijau operations (0.08) (0.06) (0.45) (0.38)
Loss on sale of Batu Hijau 0.05 — 1.13 —
Net income (loss) attributable to Newmont stockholders from continuing
operations (0.73) (0.54) (0.41) —
Impairment of investments, net of taxes — 0.01 — 0.14
Impairment of long-lived assets, net of taxes 0.63 0.03 0.63 0.04
Restructuring and other, net of taxes — — 0.03 0.03
Acquisition costs, net of taxes — — 0.01 0.02
Loss (gain) on asset and investment sales, net of taxes 0.01 (0.01) (0.20) (0.13)
Gain on deconsolidation of TMAC, net of taxes — 0.01 — (0.09)
Reclamation charges, net of taxes 0.06 0.18 0.06 0.18
Ghana Investment Agreement, net of taxes — 0.03 — 0.03
Loss on debt repayment, net of taxes 0.06 — 0.07 —
La Quinua leach pad revision, net of taxes — — 0.03 —
Tax adjustments 0.22 0.26 0.94 0.41
Adjusted net income (loss) per share, diluted $ 0.25 $ (0.03) $ 1.16 $ 0.63
Batu Hijau operations 0.08 0.06 0.45 0.38
Batu Hijau tax adjustments — — — (0.03)
Adjusted net income (loss) including Batu Hijau operations per share,
diluted $ 0.33 $ 0.03 $ 1.61 $ 0.98

Free cash flow
Management uses Free Cash Flow as a non-GAAP measure to analyze cash flows generated from operations. Free Cash Flow is Net
cash provided by operating activities less Net cash provided by operating activities of discontinued operations less Additions to property,
plant and mine development as presented on the Statements of Consolidated Cash Flows. The Company believes Free Cash Flow is also
useful as one of the bases for comparing the Company’s performance with its competitors. Although Free Cash Flow and similar measures
are frequently used as measures of cash flows generated from operations by other companies, the Company’s calculation of Free Cash
Flow is not necessarily comparable to such other similarly titled captions of other companies. The presentation of non-GAAP Free Cash
Flow is not meant to be considered in isolation or as an alternative to net income as an indicator of the Company’s performance, or as an
alternative to cash flows from operating activities as a measure of liquidity as those terms are defined by GAAP, and does not necessarily
indicate whether cash flows will be sufficient to fund cash needs. The Company’s definition of Free Cash Flow is limited in that it does not
represent residual cash flows available for discretionary expenditures due to the fact that the measure does not deduct the payments
required for debt service and other contractual obligations or payments made for business acquisitions. Therefore, the Company believes it
is important to view Free Cash Flow as a measure that provides supplemental information to the Company’s Statements of Consolidated
Cash Flows. The following table sets forth a reconciliation of Free Cash Flow, a non-GAAP financial measure, to Net cash provided by
operating activities, which the Company believes to be the GAAP financial measure most directly comparable to Free Cash Flow, as well
as information regarding Net cash used in investing activities and Net cash provided by (used in) financing activities.
1) Net cash used in investing activities includes Additions to property, plant and mine development, which is included in the Company’s computation of Free Cash Flow.
2016 2015 2016 2015
Net cash provided by operating activities $ 633 $ 272 $ 2,786 $ 2,145
Less: Net cash provided by operating activities of discontinued
operations (43) 12 (869) (557)
Net cash provided by operating activities of continuing operations 590 284 1,917 1,588
Less: Additions to property, plant and mine development (301) (422) (1,133) (1,311)
Free Cash Flow $ 289 $ (138) $ 784 $ 277
Diluted weighted average common shares (millions) 532
Free Cash Flow per diluted share $ 1.47
Net cash used in investing activities
(1)
$ 622 $ (389) $ (80) $ (2,041)
Net cash provided by (used in) financing activities $ (556) $ (65) $ (1,801) $ 296

EBITDA and Adjusted EBITDA
Management uses Earnings before interest, taxes and depreciation and amortization (“EBITDA”) and EBITDA adjusted for non-core or certain
items that have a disproportionate impact on our results for a particular period (“Adjusted EBITDA”) as non-GAAP measures to evaluate the
Company’s operating performance. EBITDA and Adjusted EBITDA do not represent, and should not be considered an alternative to, net income
(loss), operating income (loss), or cash flow from operations as those terms are defined by GAAP, and does not necessarily indicate whether cash
flows will be sufficient to fund cash needs. Although Adjusted EBITDA and similar measures are frequently used as measures of operations and
the ability to meet debt service requirements by other companies, our calculation of Adjusted EBITDA is not necessarily comparable to such other
similarly titled captions of other companies. The Company believes that Adjusted EBITDA provides useful information to investors and others in
understanding and evaluating our operating results in the same manner as our management and board of directors. Management’s determination
of the components of Adjusted EBITDA are evaluated periodically and based, in part, on a review of non-GAAP financial measures used by mining
industry analysts. Net income (loss) attributable to Newmont stockholders is reconciled to EBITDA and Adjusted EBITDA as follows:
1) Loss (income) from discontinued operations relates to (i) adjustments in our Holt
property royalty, presented net of tax expense (benefit) of $13, $(4), $19 and $(11),
respectively, (ii) Batu Hijau operations, presented net of tax expense (benefit) of $51,
$59, $309 and $253, respectively, and (iii) the loss on sale of Batu Hijau.
2) Impairment of investments, included in Other income, net, represents other-than-
temporary impairments on equity and cost method investments.
3) Impairment of long-lived assets, included in Impairment of long-lived assets, represents
non-cash write-downs. The 2016 impairments include $970 related to long-lived assets
in Yanacocha in the fourth quarter of 2016.
4) Restructuring and other, included in Other expense, net, represents certain costs
associated with severance and outsourcing costs and accrued legal costs in our Africa
region during 2016, as well as system integration costs related to our acquisition of
CC&V.
5) Acquisition costs, included in Other expense, net represents adjustments in 2016 to the
contingent consideration liability from the acquisition of Boddington and costs
associated with the acquisition of CC&V in 2015.
6) Gain on deconsolidation of TMAC, included in Other income, net, resulted from the
deconsolidation of TMAC in the third quarter of 2015.
7) Reclamation charges, included in Reclamation and remediation, primarily represent
adjustments to reclamation liabilities associated with (i) the review of the Yanacocha
long-term mining and closure plans during the fourth quarter of 2016 and (ii) revisions to
the remediation plan of the Midnite mine during the fourth quarter of 2015.
8) Ghana Investment Agreement, included in Other expense, net, represents a charge
from the ratification of revised investment agreements by Ghana’s Parliament during the
fourth quarter of 2015.
9) Loss on debt repayment, included in Other income, net, represents the impact of the
debt tender offer on our 2019 Senior Notes and 2039 Senior Notes during the first
quarter of 2016 and the debt tender offer on our 2022 Senior Notes during the fourth
quarter of 2016.
10) La Quinua leach pad revision, included in Costs applicable to sales, represents a
significant write-down of the estimated recoverable ounces at our Yanacocha operation
during the third quarter of 2016.
11) Loss (gain) on asset and investment sales, included in Other income, net, primarily
represents the sale of our holdings in Regis in the first quarter of 2016; income recorded
in the third quarter of 2016 associated with contingent consideration from the sale of
certain properties in our North America segment during 2015; land sales of Hemlo
mineral rights in Canada and the Relief Canyon mine in Nevada during the first quarter
of 2015; and gains related to the sale of our holdings in EGR in the third quarter of 2015
and Waihi in the fourth quarter of 2015.
2016 2015 2016 2015
Net income (loss) attributable to Newmont stockholders $ (344) $ (254) $ (627) $ 220
Net income (loss) attributable to noncontrolling interests, net of tax
Continuing operations (508) (151) (570) (140)
Batu Hijau operations 45 47 274 224
(463) (104) (296) 84
Loss (income) from discontinued operations, net of tax
(1)
Holt property royalty obligation (22) 7 50 (27)
Batu Hijau operations (93) (76) (517) (418)
Loss on sale of Batu Hijau 23 — 600 —
(92) (69) 133 (445)
Equity loss (income) of affiliates 5 11 13 45
Income and mining tax expense (benefit) 8 89 563 391
Depreciation and amortization 328 310 1,220 1,102
Interest expense, net 69 71 273 297
EBITDA $ (489) $ 54 $ 1,279 $ 1,694
Adjustments:
Impairment of investments
(2)
$ — $ 13 $ — $ 115
Impairment of long-lived assets
(3)
973 50 977 56
Restructuring and other
(4)
6 8 32 34
Acquisition costs
(5)
(1) 4 10 19
Gain on deconsolidation of TMAC
(6)
— — — (76)
Reclamation charges
(7)
88 145 88 145
Ghana Investment Agreement
(8)
— 27 — 27
Loss on debt repayment
(9)
51 — 55 —
La Quinua leach pad revision
(10)
— — 32 —
Loss (gain) on asset and investment sales
(11)
1 (9) (108) (118)
Adjusted EBITDA $ 629 $ 292 $ 2,365 $ 1,896
Income from discontinued operations of Batu Hijau, net of tax 93 76 517 418
Batu Hijau Income and mining tax expense 51 59 309 253
Batu Hijau Depreciation and amortization 19 33 134 137
Batu Hijau Interest expense, net — 6 15 28
Adjusted EBITDA including Batu Hijau $ 792 $ 466 $ 3,340 $ 2,732

Newmont has worked to develop a metric that expands on GAAP measures, such as cost of goods sold, and non-GAAP measures, such as Costs applicable to sales per ounce, to provide visibility into the economics of
our mining operations related to expenditures, operating performance and the ability to generate cash flow from our continuing operations.
Current GAAP-measures used in the mining industry, such as cost of goods sold, do not capture all of the expenditures incurred to discover, develop and sustain production. Therefore, we believe that all-in sustaining
costs is a non-GAAP measure that provides additional information to management, investors and analysts that aid in the understanding of the economics of our operations and performance compared to other producers
and in the investor’s visibility by better defining the total costs associated with production.
All-in sustaining cost (“AISC”) amounts are intended to provide additional information only and do not have any standardized meaning prescribed by GAAP and should not be considered in isolation or as a substitute for
measures of performance prepared in accordance with GAAP. The measures are not necessarily indicative of operating profit or cash flow from operations as determined under GAAP. Other companies may calculate
these measures differently as a result of differences in the underlying accounting principles, policies applied and in accounting frameworks such as in International Financial Reporting Standards (“IFRS”), or by reflecting
the benefit from selling non-gold metals as a reduction to AISC. Differences may also arise related to definitional differences of sustaining versus development capital activities based upon each company’s internal
policies.
The following disclosure provides information regarding the adjustments made in determining the all-in sustaining costs measure:
Costs Applicable to Sales - Includes all direct and indirect costs related to current production incurred to execute the current mine plan. We exclude certain exceptional or unusual amounts from Costs applicable to
sales (“CAS”), such as significant revisions to recovery amounts. CAS includes by-product credits from certain metals obtained during the process of extracting and processing the primary ore-body. CAS is accounted for
on an accrual basis and excludes Depreciation and amortization and Reclamation and remediation, which is consistent with our presentation of CAS on the Statements of Consolidated Operations. In determining AISC,
only the CAS associated with producing and selling an ounce of gold or a pound of copper is included in the measure. Therefore, the amount of gold CAS included in AISC is derived from the CAS presented in the
Company’s Statements of Consolidated Operations less the amount of CAS attributable to the production of copper at our Phoenix and Boddington mines. The copper CAS at those mine sites is disclosed in Note 5 to the
Consolidated Financial Statements. The allocation of CAS between gold and copper at the Phoenix and Boddington mines is based upon the relative sales value of copper and gold produced during the period.
Reclamation Costs - Includes accretion expense related to Asset Retirement Obligation (“ARO”) and the amortization of the related Asset Retirement Cost (“ARC”) for the Company’s operating properties. Accretion
related to the ARO and the amortization of the ARC assets for reclamation does not reflect annual cash outflows but are calculated in accordance with GAAP. The accretion and amortization reflect the periodic costs of
reclamation associated with current production and are therefore included in the measure. The allocation of these costs to gold and copper is determined using the same allocation used in the allocation of CAS between
gold and copper at the Phoenix and Boddington mines.
Advanced projects, research and development and Exploration - Includes incurred expenses related to projects that are designed to increase or enhance current production and exploration. We note that as current
resources are depleted, exploration and advanced projects are necessary for us to replace the depleting reserves or enhance the recovery and processing of the current reserves. As this relates to sustaining our
production, and is considered a continuing cost of a mining company, these costs are included in the AISC measure. These costs are derived from the Advanced projects, research and
development and Exploration amounts presented in the Statements of Consolidated Operations less the amount attributable to the production of copper at our Phoenix and Boddington mines. The allocation of these
costs to gold and copper is determined using the same allocation used in the allocation of CAS between gold and copper at the Phoenix and Boddington mines.
General and Administrative - Includes costs related to administrative tasks not directly related to current production, but rather related to support our corporate structure and fulfilling our obligations to operate as a public
company. Including these expenses in the AISC metric provides visibility of the impact that general and administrative activities have on current operations and profitability on a per ounce basis.
Other expense, net - Includes administrative costs to support current production. We exclude certain exceptional or unusual expenses from Other expense, net, such as restructuring, as these are not indicative to
sustaining our current operations. Furthermore, this adjustment to Other expense, net is also consistent with the nature of the adjustments made to Net income (loss) attributable to Newmont stockholders as disclosed in
the Company’s non-GAAP financial measure Adjusted net income (loss). The allocation of these costs to gold and copper is determined using the same allocation used in the allocation of CAS between gold and copper
at the Phoenix and Boddington mines.
Treatment and Refining Costs - Includes costs paid to smelters for treatment and refining of our concentrates to produce the salable metal. These costs are presented net as a reduction of Sales on our Statements of
Consolidated Operations.
Sustaining Capital - We determined sustaining capital as those capital expenditures that are necessary to maintain current production and execute the current mine plan. Capital expenditures to develop new operations,
or related to projects at existing operations where these projects will enhance production or reserves, are considered development. We determined the classification of sustaining and development capital projects based
on a systematic review of our project portfolio in light of the nature of each project. Sustaining capital costs are relevant to the AISC metric as these are needed to maintain the Company’s current operations and provide
improved transparency related to our ability to finance these expenditures from current operations. The allocation of these costs to gold and copper is determined using the same allocation used in the allocation of CAS
between gold and copper at the Phoenix and Boddington mines.
All-in sustaining costs

1) Excludes Depreciation and amortization and
Reclamation and remediation.
2) Includes by-product credits of $15.
3) Includes stockpile and leach pad inventory
adjustments of $46 at Yanacocha, $37 at
Ahafo, $26 at Carlin and $7 at Twin Creeks.
4) Reclamation costs include operating accretion
of $18 and amortization of asset retirement
costs of $10.
5) Other expense, net is adjusted for
restructuring and other costs of $7 and
changes in Boddington contingent
consideration of $(1).
6) Excludes development capital expenditures,
capitalized interest, and the increase in
accrued capital, totaling $119. The following
are major development projects during the
period: Merian, Long Canyon and the CC&V
and Tanami expansions.
Advanced
Projects,
Research and Treatment All-In
Costs Development General Other and All-In Ounces Sustaining
Three Months Ended Applicable Reclamation and and Expense, Refining Sustaining Sustaining (000)/Pounds Costs per
December 31, 2016 to Sales (1)(2)(3)
Costs (4)
Exploration Administrative Net (5)
Costs Capital (6)
Costs (millions) Sold oz/lb
Gold
Carlin $ 212 $ 1 $ 5 $ — $ — $ — $ 58 $ 276 261 $ 1,057
Phoenix 46 2 — — 1 1 4 54 55 982
Twin Creeks 64 1 2 — — — 7 74 108 685
Long Canyon 4 — — — — — 1 5 22 227
CC&V 60 1 4 1 — — 4 70 108 648
Other North America — — 6 — 2 — 3 11 — —
North America 386 5 17 1 3 1 77 490 554 884
Yanacocha 129 14 9 — (2) — 16 166 158 1,051
Merian 34 — 3 — — — — 37 99 374
Other South America — — 12 2 — — — 14 — —
South America 163 14 24 2 (2) — 16 217 257 844
Boddington 139 2 1 — — 6 19 167 206 811
Tanami 58 1 3 — — — 27 89 102 873
Kalgoorlie 68 2 1 — — 3 6 80 103 777
Other Asia Pacific — — 3 3 1 — 4 11 — —
Asia Pacific 265 5 8 3 1 9 56 347 411 844
Ahafo 101 1 8 — — — 15 125 85 1,471
Akyem 61 2 — — — — 7 70 126 556
Other Africa — — — 1 — — — 1 — —
Africa 162 3 8 1 — — 22 196 211 929
Corporate and Other — — 13 47 1 — 4 65 — —
Total Gold $ 976 $ 27 $ 70 $ 54 $ 3 $ 10 $ 175 $ 1,315 1,433 $ 918
Copper
Phoenix $ 23 $ 1 $ — $ 1 $ — $ 1 $ 2 $ 28 10 $ 2.80
Boddington 37 — — — — 4 5 46 22 2.09
Total Copper $ 60 $ 1 $ — $ 1 $ — $ 5 $ 7 $ 74 32 $ 2.31
Consolidated $ 1,036 $ 28 $ 70 $ 55 $ 3 $ 15 $ 182 $ 1,389

adjustments of $30 at Carlin, $34 at
Yanacocha and $2 at Twin Creeks.
4) Reclamation costs include operating
accretion of $19 and amortization of asset
retirement costs of $16.
restructuring costs and other of $8, the
Ghana Investment Agreement payment of
$27 and acquisition costs of $4.
capitalized interest, and the decrease in
period: Turf Vent Shaft, Merian, Long
Canyon and the CC&V expansion project.
7) The Company acquired the CC&V gold
mining business on August 3, 2015.
8) Advanced Projects, Research and
Development and Exploration incurred at
Long Canyon of $8 is included in Other
North America.
Merian of $4 were previously included in
Corporate and Other is included in Other
South America.
10) On October 29, 2015, the Company sold the
Waihi mine.
Advanced
Projects,
Three Months Ended Applicable Reclamation and and Expense, Refining Sustaining Sustaining (000)/Pounds Costs per
Costs (4)
Costs Capital (6)
Gold
Carlin $ 217 $ 1 $ 4 $ 1 $ — $ — $ 64 $ 287 224 $ 1,281
Phoenix 42 — — — 1 2 3 48 45 1,067
Twin Creeks 56 1 1 — 2 — 10 70 107 654
CC&V (7)
34 1 2 — — — 6 43 49 878
Other North America (8)
— — 11 — (2) — 5 14 — —
North America 349 3 18 1 1 2 88 462 425 1,087
Yanacocha 159 24 15 1 1 — 38 238 217 1,097
Other South America (9)
— — 18 3 2 — — 23 — —
South America 159 24 33 4 3 — 38 261 217 1,203
Boddington 159 2 1 — — 7 13 182 231 788
Tanami 53 1 2 1 — — 23 80 93 860
Waihi (10)
6 — — — — — 1 7 13 538
Kalgoorlie 66 — 1 1 — 2 7 77 85 906
Asia Pacific 284 3 6 8 6 9 47 363 422 860
Ahafo 55 2 8 1 — — 17 83 81 1,025
Akyem 61 1 2 — (1) — 14 77 120 642
Other Africa — — — 2 — — — 2 — —
Africa 116 3 10 3 (1) — 31 162 201 806
Total Gold $ 908 $ 33 $ 79 $ 61 $ 10 $ 11 $ 209 $ 1,311 1,265 $ 1,036
Copper
Phoenix $ 22 $ 1 $ — $ — $ — $ 1 $ 2 $ 26 11 $ 2.36
Boddington 39 1 1 — — 5 3 49 25 1.96
Total Copper $ 61 $ 2 $ 1 $ — $ — $ 6 $ 5 $ 75 36 $ 2.08
Consolidated $ 969 $ 35 $ 80 $ 61 $ 10 $ 17 $ 214 $ 1,386

adjustments of $117 at Yanacocha, $77 at
Carlin, $71 at Ahafo and $18 at Twin
Creeks. Total stockpile and leach pad
inventory adjustments at Yanacocha of $151
were adjusted above by $32 related to a
significant write-down of recoverable ounces
at the La Quinua Leach Pad in the third
quarter of 2016.
restructuring and other costs of $32 and
acquisition costs of $10.
capitalized interest, and the increase in
period: Merian, Long Canyon and the CC&V
and Tanami expansions.
Long Canyon prior to reaching commercial
production in November 2016 of $20 is
included in Other North America.
Merian prior to reaching commercial
production in October 2016 of $21 is
included in Other South America.
Advanced
Projects,
Years Ended Applicable Reclamation and and Expense, Refining Sustaining Sustaining (000)/Pounds Costs per
Costs (4)
Costs Capital (6)
Gold
Carlin $ 797 $ 5 $ 19 $ 5 $ — $ — $ 163 $ 989 944 $ 1,048
Phoenix 164 5 1 1 1 8 12 192 205 937
Twin Creeks 234 3 8 1 — — 33 279 455 613
Long Canyon (7)
4 — — — — — 1 5 22 227
CC&V 216 4 11 2 — — 10 243 391 621
Other North America — — 32 — 5 — 7 44 — —
North America 1,415 17 71 9 6 8 226 1,752 2,017 869
Yanacocha 493 57 35 7 — — 82 674 637 1,058
Merian (8)
34 — 3 — — — — 37 99 374
Other South America — — 57 6 — — — 63 — —
South America 527 57 95 13 — — 82 774 736 1,052
Boddington 530 6 1 — — 22 51 610 787 775
Tanami 238 3 13 — — — 85 339 459 739
Kalgoorlie 257 5 5 — — 7 19 293 378 775
Asia Pacific 1,025 14 27 15 5 29 161 1,276 1,624 786
Ahafo 313 6 28 — 1 — 54 402 349 1,152
Akyem 235 8 8 — 1 — 24 276 473 584
Other Africa — — 2 5 — — — 7 — —
Africa 548 14 38 5 2 — 78 685 822 833
Total Gold $ 3,515 $ 102 $ 282 $ 232 $ 16 $ 37 $ 557 $ 4,741 5,199 $ 912
Copper
Phoenix $ 99 $ 3 $ — $ 1 $ — $ 3 $ 9 $ 115 40 $ 2.88
Boddington 126 1 — — — 13 12 152 76 2.00
Total Copper $ 225 $ 4 $ — $ 1 $ — $ 16 $ 21 $ 267 116 $ 2.30
Consolidated $ 3,740 $ 106 $ 282 $ 233 $ 16 $ 53 $ 578 $ 5,008

adjustments of $116 at Carlin, $14 at Twin
Creeks, $77 at Yanacocha and $19 at
Boddington.
restructuring costs and other of $34, the
Ghana Investment Agreement payment of
$27 and acquisition costs of $19.
capitalized interest, and the decrease in
period: Turf Vent Shaft, Merian, Long
Canyon and the CC&V expansion project.
7) The Company acquired the CC&V gold
mining business on August 3, 2015.
Long Canyon of $22 is included in Other
North America.
Merian of $12 were previously included in
Corporate and Other is included in Other
South America.
10) On October 29, 2015, the Company sold the
Waihi mine.
Advanced
Projects,
Years Ended Applicable Reclamation and and Expense, Refining Sustaining Sustaining (000)/Pounds Costs per
Costs (4)
Costs Capital (6)
Gold
Carlin $ 790 $ 4 $ 16 $ 7 $ — $ — $ 188 $ 1,005 886 $ 1,134
Phoenix 163 4 2 2 1 8 15 195 199 980
Twin Creeks 246 4 8 2 2 — 47 309 473 653
CC&V (7)
44 2 3 — — — 7 56 82 683
Other North America (8)
— — 30 — 3 — 8 41 — —
North America 1,243 14 59 11 6 8 265 1,606 1,640 979
Yanacocha 564 97 37 15 3 — 97 813 924 880
Other South America (9)
— — 58 4 2 — — 64 — —
South America 564 97 95 19 5 — 97 877 924 949
Boddington 570 9 2 — — 24 47 652 816 799
Tanami 225 3 7 1 — — 78 314 434 724
Waihi (10)
55 2 3 — — — 3 63 116 543
Kalgoorlie 272 5 3 1 — 5 21 307 318 965
Asia Pacific 1,122 19 20 19 14 29 155 1,378 1,684 818
Ahafo 206 7 24 1 1 — 57 296 332 892
Akyem 212 6 8 — — — 44 270 472 572
Other Africa — — 2 9 — — — 11 — —
Africa 418 13 34 10 1 — 101 577 804 718
Total Gold $ 3,347 $ 143 $ 280 $ 240 $ 36 $ 37 $ 628 $ 4,711 5,052 $ 933
Copper
Phoenix $ 91 $ 3 $ 1 $ 1 $ — $ 3 $ 9 $ 108 47 $ 2.30
Boddington 140 2 1 — — 15 11 169 82 2.06
Total Copper $ 231 $ 5 $ 2 $ 1 $ — $ 18 $ 20 $ 277 129 $ 2.15
Consolidated $ 3,578 $ 148 $ 282 $ 241 $ 36 $ 55 $ 648 $ 4,988

All-in sustaining costs – 2017 outlook
adjustments.
3) Remediation costs include operating accretion and
amortization of asset retirement costs.
capitalized interest and increase in accrued capital.
Similar to the historical AISC amounts presented above, AISC outlook is also a non-GAAP financial measure. A reconciliation of the
2017 Gold AISC outlook range to the 2017 CAS outlook range is provided below. The estimates in the table below are considered
“forward-looking statements” within the meaning of Section 27A of the Securities Act of 1933, as amended, and Section 21E of the
Securities Exchange Act of 1934, as amended, which are intended to be covered by the safe harbor created by such sections and
other applicable laws. While a reconciliation to the most directly comparable GAAP measure has been provided for 2017 AISC Gold
Outlook on a consolidated basis, a reconciliation has not been provided on an individual site-by-site basis in reliance on Item
10(e)(1)(i)(B) of Regulation S-K because such reconciliation is not available without unreasonable efforts.
2017 Outlook - Gold Outlook range
Low High
Costs Applicable to Sales (1)(2)
$ 3,835 $ 4,185
Remediation Costs (3)
110 130
Advanced Projects and Exploration 325 375
General and Administrative 225 250
Other Expense 5 30
Treatment and Refining Costs 20 40
Sustaining Capital (4)
600 700
All-in Sustaining Costs $ 5,125 $ 5,630
Ounces (000) Sold 5,275 5,770
All-in Sustaining Costs per oz $ 940 $ 1000

Endnotes
Investors are encouraged to read the information contained in this presentation in conjunction with the following notes, the Cautionary Statement on slide 2 and the factors described
under the “Risk Factors” section of the Company’s Form 10-K, filed with the SEC on February 21, 2017 and disclosure in the Company’s other recent SEC filings.
1. Historical AISC or All-in sustaining cost is a non-GAAP metric. See slides 51 to 56 for more information and a reconciliation to the nearest GAAP metric. All-in sustaining cost
(“AISC”) as used in the Company’s Outlook is a non-GAAP metric defined as the sum of cost applicable to sales (including all direct and indirect costs related to current gold
production incurred to execute on the current mine plan), remediation costs (including operating accretion and amortization of asset retirement costs), G&A, exploration expense,
advanced projects and R&D, treatment and refining costs, other expense, net of one-time adjustments and sustaining capital. See also note 5 below.
2. Adjusted Net Income is a non-GAAP metric. Adjusted Net Income per share refers to Adjusted Net Income per diluted share. See slides 47 and 48 for more information and
reconciliation to the nearest GAAP metric.
3. EBITDA is a non-GAAP financial measure calculated as Earnings before interest, taxes and depreciation and amortization. The EBITDA figures for competitors used in this
presentation were calculated by Thomson Reuters. For management’s EBITDA calculations and reconciliation to the nearest GAAP metric, please see slide 50 for more
information. Adjusted EBITDA is also a non-GAAP metric. Please refer also to slide 50 for a reconciliation of Adjusted EBITDA to the nearest GAAP metric.
4. Free cash flow is a non-GAAP metric and is generated from Net cash provided from operating activities of continuing operations less Additions to property, plant and mine
development. See slide 49 for more information and for a reconciliation to the nearest GAAP metric. Newmont’s Free Cash Flow Per Share is calculated using company
disclosures and competitors’ Free Cash Flow Per Share is calculated using Bloomberg as of February 23, 2017.
5. Outlook projections used in this presentation are considered forward-looking statements and represent management’s good faith estimates or expectations of future production
results as of February 21, 2017. Outlook is based upon certain assumptions, including, but not limited to, metal prices, oil prices, certain exchange rates and other assumptions.
For example, 2017 Outlook assumes $1,200/oz Au, $2.25/lb Cu, $0.75 USD/AUD exchange rate and $55/barrel WTI; AISC and CAS estimates do not include inflation, for the
remainder of the year. Production, AISC and capital estimates exclude projects that have not yet been approved (Twin Underground, Ahafo Mill Expansion and Subika
Underground). The potential impact on inventory valuation as a result of lower prices, input costs, and project decisions are not included as part of this Outlook. Assumptions
used for purposes of Outlook may prove to be incorrect and actual results may differ materially from those anticipated. Consequently, Outlook cannot be guaranteed. As such,
investors are cautioned not to place undue reliance upon Outlook and forward-looking statements as there can be no assurance that the plans, assumptions or expectations upon
which they are placed will occur.
6. U.S. investors are reminded that reserves were prepared in compliance with Industry Guide 7 published by the SEC. Whereas, the term resource, measured resource, indicated
resources and inferred resources are not SEC recognized terms. Newmont has determined that such resources would be substantively the same as those prepared using the
Guidelines established by the Society of Mining, Metallurgy and Exploration and defined as Mineral Resource. Estimates of resources are subject to further exploration and
development, are subject to additional risks, and no assurance can be given that they will eventually convert to future reserves. Inferred resources, in particular, have a great
amount of uncertainty as to their existence and their economic and legal feasibility. Investors are cautioned not to assume that any part or all of the inferred resource exists, or is
economically or legally mineable. Inventory and upside potential have a greater amount of uncertainty. Investors are cautioned that drill results illustrated in certain graphics in this
presentation are not necessarily indicative of future results or future production. Even if significant mineralization is discovered and converted to reserves, during the time
necessary to ultimately move such mineralization to production the economic and legal feasibility of production may change. As such, investors are cautioned against relying
upon those estimates. For more information regarding the Company’s reserves, see the Company’s Annual Report filed with the SEC on February 21, 2017 for the Proven and
Probable reserve tables prepared in compliance with the SEC’s Industry Guide 7, which is available at www.sec.gov or on the Company’s website. Investors are further reminded
that the reserve and resource estimates used in this presentation are estimates as of December 31, 2016.

Bmo presentation 27 feb2017_final

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Bmo presentation 27 feb2017_final