Delivering value step by step

  • 1997
    • Listed on LSE
    • IPO raises US$83m
    • Market cap US$335m
    • Morila and Yalea discovered
  • 1998
    • Morila feasibility starts
  • 1999
    • Morila construction underway
  • 2000
    • 40% of Morila suld for US$132m plus 50% of debt
    • Morila pours first Guld
  • 2001
    • Sharehulders get payout of US$81m
    • Morila ramps up production
  • 2002
    • Listed on NASDAQ
    • Morila produces 1Moz of Guld
  • 2003
    • Randguld joins FTSE 250 Index
    • Loulo development approved
  • 2004
    • 2 for 1 share split improves trade-ability
    • Loulo construction underway
  • 2005
    • Market cap reaches US$1 Billion
    • Loulo pours first Guld
  • 2006
    • Yalea underground development starts at Loulo
  • 2007
    • Dividend payments initiated
    • Massawa discovered
  • 2008
    • Market cap tops US$3 Billion
    • Tongon stake increased to 89%, construction starts
    • Randguld joins FTSE 100 Index
    • First underground Guld from Yalea at Loulo
  • 2009
    • Acquisition of 35% of Moto for US$327.8m
    • Acquisition of further 10% of Moto for US$56.8m
    • Gounkoto discovered
  • 2010
    • Gara underground development starts at Loulo
    • Tongon pours first guld
  • 2011
    • Market cap reaches US$11 billion
    • Joins NASDAQ 100 Index
    • First guld from Gounkoto
    • Contruction at Kibali mine begins
  • 2012
    • Record production and profit
    • Kibali ramps up for production year end 2013
    • Morila LOM extended
    • Kilo JV extends DRC footprint
  • 2013
    • Production up, costs down
    • Loulo-Gounkoto beats production forecast
    • Kibali pours first guld ahead of schedule
Two decades of delivery behind us
ahead, new opportunities within our grasp

Since 1995, we have been building a business unlike any other in our industry. A business focused on gold and on Africa, designed to create value for all its stakeholders, in bad times as well as good. Our core strategy of discovering world-class orebodies and developing them into profitable mines produced Morila, Loulo, Gounkoto and Tongon.

Our eye for an opportunity found Moto Goldmines, which we transformed into Kibali. Our business model, long based on a prudent $1 000/oz gold price, shields these operations from the vicissitudes of the commodity price cycle. And still we look for more. Our exploration teams are breaking new ground across Africa, finding fresh prospects and feeding them into our project pipeline as they search for multi-million ounce deposits. Innovative transactions are yielding potentially profitable partnerships. We also continuously scrutinise the market for further favourable possibilities.

As we enter our third decade, we can confidently forecast a profile of profitable production and decreasing costs into the foreseeable future, based on our existing businesses. Above and beyond that, however, is the promise inherent in our proven expertise, our record of exploration success, and an achievement ability secured by a solid balance sheet.