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ATTENDANCEComplianceand lth, Safety,Environmentaland SustainabilityCommitteeMiningAndrew Pardey (C.)88Ross JerrardNon-executive(C.)er s(C.)Mark Bankes8it y(C.)Mark Arnesen8Alison Baker1Dr FawzyBoardcomposition2(C.)8Edward HaslamivE t h nic DJosef El-Raghy3.5Graphs, chartsand infographics54E xeNon-executivec u t iv eAudit and RiskCommitteeIBoard1(C.)G end e r D i v e r sityGENDER BREAKDOWN E verspe liquis explat exped mo totatem quas accus ex eatem re nosdolumquas debis sam simusamCHAIRMAN U nditae repe plabori tibearum del iunt endi oditatur autecti tem quuntacerem experchil il intur audandipit que voluptatum aboraep turiaCategory Title XX%Category Title XX%Consistent use of our colours, fonts andtypography. U nditae repe plabori tibearum del iunt endi oditatur autecti tem quuntacerem experchil il intur audandipit que voluptatum aboraep turiaExecutiveNon-ExecutiveLENGTH OF SERVICEAny graphs, charts and infographicsshould use our colours and our fonts.Illustrated opposite is how we can createa consistent look and feel within ourcommunications.CHIEFEXECUTIVEOFFICERCategory Title XX%Category Title XX%Category Title XX%CHIEFFINANCIALOFFICERNON-EXECDIRECTORSMANAGING THE SUCCESSION PROGRAMME54 %000.0000.0000.0BOARDAPPOINTMENTS T hree BoardAppointments madein 2019 A n additional BoardMember being sought totransition into the NonExecutive Chair roleROTATION A review of theCommittees to becompleted by 2020with the placementof the new NEDs in therelevant Committees T wo new SeniorManagementAppointments madein 2019 namely;Jeremy Langford andJohn Singleton000.0000.0KPI Statistic TitleCentamin Brand Guidelines 29.07.2022

4.0COLLATERALEXAMPLES4.1Annual report4.2Sustainability entaminInterim Brand Guidelines29.07.20 09.01.2023

FROMDISCOVERYTO LEADINGSHAREHOLDERRETURNSCentamin has strengthened its leadership,delivering on an ambitious successionprogramme reshaping the Board andsenior management teamsOVERVIEWSTRATEGIC REPORTALL-IN SUSTAINING COSTS(“AISC”) (2)(per ounces sold)2018: US 884/ozUS 943/oz0.29GROUP LOST TIMEINJURY FREQUENCY RATE(per 200,000 working hours) 2018: 0.0676%WATER RECYCLED(% of seawater reused in closed circuit)2018: 39%Illustrated opposite are the latest visualsof our Annual Report which demonstratesour guidelines in action.GROUP MINERAL RESOURCE(Moz)2018: 15.7MozUS 699/oz15.3MozZeroENVIRONMENTAL INCIDENTS(major incidents)2018: ZeroTOTAL DIRECT WORKFORCE(persons; (% employed locallyto country of operation))1,542(95%)2018: 1,497 (95%)In order to prosper, it is important for a company towork hand-in-hand with the community, returning valueto society as well as its owners and partners. This is thetenet by which Centamin has operated for the past 25years, building a responsible culture that values andsupports people; creating jobs, infrastructure andopportunity, as well as developing our assets anddelivering strong shareholder returns.FINANCIALREVENUEUS (US m)2018: US 603mEBITDA (2)US (US m)2018: US 258m(1)652m284M173MPROFIT AFTER TAXUS (US m)2018: US 153m2019 marked the tenth year of commercial productionat our principal asset, the Sukari Gold Mine, and whatwe believe will be the first of many years to come forCentamin and modern mining in Egypt’s mineral-richEastern Desert.CLEAR STRATEGYMATERIAL UPSIDESTAKEHOLDER RETURNS(per ounces produced)2018: US 624/ozSUSTAINABILITYJim RutherfordDeputy ChairmanINVESTINGFOR THEFUTURECASH COSTS OF PRODUCTION (2)CASH AND LIQUID ASSETS (2)(US m)2018: US 322mFREE CASH FLOW(2)(US m)2018: US 63mTOTAL DIVIDEND(US m)2018: US 64mUS 349M74mUS 116MUS (1)141820222426283438424652566682 Supplementary Information(ounces)2018: 472,418ozManagement ReviewMarket ReviewCoronavirus (“COVID-19”)Our Business ModelOur StakeholdersOur StrategyStrategy in ActionKey Performance IndicatorsSustainability HighlightsOperational ReviewExploration ReviewChief Financial Officer’s ReviewFinancial ReviewRisk Management and Principal RisksViability Statement Financial Statements480,528ozGOLD PRODUCTION02040608 Corporate GovernanceAt a GlanceWhere we OperateOur Investment CaseChairman’s StatementOPERATIONALCENTAMIN’S AMBITION ISTO BE THE PREMIUM LONDONLISTED GOLD COMPANY,MAXIMISING SHAREHOLDERVALUE THROUGH RESPONSIBLEMINING MULTIPLE HIGHQUALITY, LONG-LIFE ASSETS. Strategic Report4.1Annual ReportOVERVIEWHIGHLIGHTS OverviewCentamin Annual Report 2019Annual Report 2019CORPORATE GOVERNANCEGovernance OverviewGovernance StatementOur Board of DirectorsOur Management TeamOur Governance StructureSkills and SuccessionKey Activities in the YearBoard Evaluation and TrainingRelationship with StakeholdersCompliance and GovernanceCommittee ReportNomination Committee ReportAudit and Risk Committee ReportRemuneration Committee Report8688929698104107110114117124131140FINANCIAL STATEMENTSDirectors’ ResponsibilitiesIndependent Auditor’s ReportConsolidated Statement ofComprehensive IncomeConsolidated Statement ofFinancial PositionConsolidated Statement ofChanges in EquityConsolidated Statement of Cash FlowsNotes to the ConsolidatedFinancial Statements166167172173174175176SUPPLEMENTARY INFORMATIONMineral Reserve and Resource Statement 222Company Legal Form226Advisers229Glossary230Forward Looking Statements232On 21 April 2020, the 2019 proposed final dividend was replaced with the declared 2020 first interim dividend ofthe same amount.(2) Cash cost of production, AISC, EBITDA, Cash, bullion on hand, gold sales receivables, financial assets at fairvalue through profit and loss (also known as Cash and liquid assets) and Adjusted free cash flow are non-GAAPmeasures and are defined in the Financial Review non-GAAP measures section.01Centamin Annual Report 2019Centamin Annual Report 20196682Centamin’s strategy is to maximise freecash flow generation through responsiblemining, delivering long-term stakeholderreturns. Successful execution of ourstrategy starts with our people. TheCompany has undergone a tremendousstep-change in leadership, reflected inthe strong performance at the end of2019 and the solid start to 2020. In thepast two years, investing in people hasbeen a priority for the Company, includingattracting high-calibre individuals andongoing development of our existingworkforce, to further improve ourtechnical expertise.UNCOMPROMISEDCOMMITMENT TO DRIVEOPERATIONAL EFFICIENCIESIn 2019, Centamin commenced independent optimisationstudies across all sections of the Sukari Gold Mine aspart of a wider holistic life of asset review, reflectingon the knowledge and experience from ten years ofoperation and ensuring the mine is positioned andoperated with excellence for the future.Centamin Annual Report 20191308Centamin Annual Report 20198BOARD MEMBERS BY GENDERBOARD MEMBERS BY NATIONALITYTargeted succession remains at theforefront in 2020 and on 6 April 2020 itwas a great pleasure to welcome MartinHorgan as your new Chief ExecutiveOfficer (“CEO”), concluding a competitivesix-month recruitment process. Martinbrings not only excellent technical,commercial and financial experience butalso strong operational and leadershipskills. Combined with his deep knowledgeand understanding of gold mining acrossAfrica, I believe that he will make aninvaluable contribution to the Company.During the year, the Nomination Committee considered the external reviews ondiversity namely the Hampton-Alexander Review and the Parker Review. Due tothe successful appointments recommended by the Nomination Committee to theBoard, the Company is in line with the target for female representation in leadershippositions. As at 1 January 2020, the Board had 30% female representation and twoindividuals who identify as people of colour, in line with the Parker Review.SIZE OF THE BOARD2–4Years4–9Years9 YearsJosef El-RaghyEdward HaslamFemale3Australian2Male7British5Dr Ibrahim FawzyMark BankesCanadian1Mark ArnesenEgyptian1South African2Dr Sally EyreCatharine FarrowMarna CloeteAt the upcoming 2020 AGM on 29 June,completing their nine-year tenures,Non-Executive Directors Gordon “Ed”Haslam and Mark Arnesen will not standfor re-election. Their devoted service hasbeen of significant value to Centaminand to me personally as there have beenmany challenges on both a corporate andpersonal level that they have guided methrough. Ed brought a wealth of crucialBoard experience, making him a trulydependable Deputy Chairman, providingwise counsel and support when required.Mark’s vast experience in the resourceindustry has been invaluable in shapingand mentoring the finance team as wetransformed from a small explorer to asizeable gold producer. He has committedhis time and energy well in excess of whatis traditionally required of a non-executivedirector. I sincerely thank them both fortheir contributions.(1)7Skills setSkillGovernanceSkillsInvestor relations2It is our belief that a board’s effectiveness requires diversity of perspectives that combinesdirector experience and a deeper understanding of the industry gained in various waysas well as over several years – see below the breadth of experience of our tian1South African2Chairman Deputy Executive ExecutiveSeniorNonNonNonNonNonNon(JEL)Chair (JR) Director Director Independent executive executive executive executive executive executive(RJ)(MH)DirectorDirector Director Director Director Director Director(GEH)(MB)(MA)(IF)(SE)(CF)(MC)Listed CompanyCorporate GovernanceRecent and relevant financial experienceETHNICITYParker review recommendationson BAMERisk ManagementIndustrySkillsMining industryCorporate FinanceLegal and tax5Government and public sectorInvestment management and bankingMergers and AcquisitionNATIONALITIES REPRESENTEDON THE BOARD(1) As at 1 January 2020.Geology and geoscienceDiversityin le4860444574586079485542AgeBOARD EXPERIENCE BY SECTORMining and Resource IndustryJim and I have worked closely togetherduring the last few months, completinga comprehensive handover process.Jim comes with over 25 years’experience in investment management,investment banking and a multitude ofother capital market skills, along witha deep understanding of the globalmining industry. His independent viewswill provide additional value to theevolved Board.Capital MarketsLegalFinance, Accounting and Audit servicesM&AGovernment relations, public service and developmentInvestment banking and investment managementCentamin Annual Report 201930%Ross JerrardFurthermore, I would like to announcethat I, Josef El-Raghy, will not be standingfor re-election at the 2020 AGM. It hasbeen an honour and pleasure to serve asa director of your Company for the last18 years. Centamin is well placed for thenext phase of growth, and I have all theconfidence in Jim Rutherford, who willstep into the role of Chairman following the2020 AGM, to guide this Company to evengreater success.3MaleBOARD SKILLS MATRIXFEMALE BOARD MEMBERSNON-EXECUTIVE TENURE0–2YearsFemaleSIZE OF THE BOARDHampton Alexander Reviewtarget of 33%Jim Rutherford2 Executive9 Non-Executive11 Supplementary nt Non-Executive DirectorsBOARD MEMBERSBY NATIONALITY Financial StatementsManagement ReviewMarket ReviewCoronavirus (“COVID-19”)Our Business ModelOur StakeholdersOur StrategyStrategy in ActionKey Performance IndicatorsSustainability HighlightsOperational ReviewExploration ReviewChief Financial Officer’s ReviewFinancial ReviewRisk Management andPrincipal RisksViability StatementNon-Executive DirectorExecutive Directors36DIRECT REPORTS TOEXECUTIVE BY GENDER Corporate GovernancePeopleSTRATEGIC REPORT35M&A ExperienceMining IndustryBOARD MEMBERSBY GENDERThe Company’s Diversity Policy is set out in the Nomination Committee Report, whichsets out the considerations for the Board composition and pipeline of talent comingthrough the organisation, having regard to gender, ethnicity, age and educational andprofessional backgrounds. Strategic ReportIn the past few months, the world hascome together to try to safely navigatethe threats presented by the coronavirus(“COVID-19”) pandemic. We hope thatyou and your loved ones are safe andwell as we all adapt to living in theseunprecedented times.Capital MarketsLegal & FinanceGovernanceCentamin has a strong and diverseBoard. As the Company positions itselffor the next decade of growth, we havedelivered against the ambitious Boardsuccession programme announcedin 2018, ensuring we have the rightcomposition of individuals. This hasbeen transformational, including sevenBoard appointments and five Boardretirements. In 2019, we were delightedto appoint Dr Sally Eyre (10 April 2019),Dr Catharine Farrow (2 September 2019),Marna Cloete (2 September 2019) and in2020, James “Jim” Rutherford (effective1 January 2020) as independent NonExecutive Directors.BOARD DIVERSITY OverviewDear Shareholders,On behalf of the Centamin Board,I would like to present to you the2019 Annual Report.BALANCE OF THE BOARD Supplementary Information Supplementary InformationJOSEF EL-RAGHYCHAIRMANOur number one priority is the health,safety and wellbeing of our direct andindirect workforce, followed by our hostcommunities. Whilst we are pleased toreport there are no cases of COVID-19on-site and operations have been largelyuninterrupted, there remains muchuncertainty around true impacts andduration. Centamin is committed tooperating in line with our strict corporateresponse plans and heightened measuresfor as long as required to keep our peoplesafe and operations secure.BOARD SKILLSCORPORATE GOVERNANCEOUR GOVERNANCE STRUCTURE CONTINUED Financial Statements Financial StatementsWe continue to maintain focus on costdiscipline and achieving greater operationalefficiency, as the key margin drivers.Though such transformational changehas occasionally brought some periodsof inconsistency as individuals andideas bed into our structure and culture,Centamin is pleased that the workforcerecruitment is largely complete and nowthe emphasis is on embracing innovationand adopting technologies suitable forour business. Corporate Governance Corporate GovernanceSUKARI IS HOME TO EGYPT’S ONLY MODERNGOLD MINE, WHICH INCLUDES AN EXTENSIVEUNDERGROUND OPERATION. A SUBTERRANEANWORLD WHERE TALENTED PEOPLE WORKWITH SKILL, FOCUS AND DETERMINATION.CENTAMIN HAS DEMONSTRATEDWHAT A CLEAR PLAN, PASSIONAND HARD WORK CAN ACHIEVEAS WE HAVE DISCOVERED,DEVELOPED, OPERATED ANDGROWN SUKARI INTO A WORLDCLASS OPERATION AND A FIRSTOF ITS KIND IN EGYPT. WE DONOT TAKE FOR GRANTED OURABILITY TO KEEP OPERATINGAND WE TAKE A RESPONSIVEAND RESPONSIBLE APPROACHTO OUR BUSINESS WHILSTPRIORITISING THE HEALTHAND SAFETY OF WORKERS,FAMILIES AND COMMUNITIES. Strategic Report Strategic ReportA CLEARSTRATEGYFOR FUTUREGROWTHCHAIRMAN’SSTATEMENT OverviewOVERVIEWCHAIRMAN’S STATEMENT OverviewSTRATEGIC REPORT09102Board independenceBoard Re-electionBoard TrainingBoard Site VisitsWhen determining whethera director is independent,the Board adheres tothe Directors’ Test ofIndependence Policy, whichis based on the 2018Code and the definitions ofindependence in the CanadianSecurities Administrators’National Instrument 52-110– Audit Committees. TheCompany remains compliantwith the provisions of the2018 Code, whereby at leasthalf the Board comprisesnon-executive directors whoare determined by the Boardto be independent.At the date of this AnnualReport Josef El-Raghy,Edward Haslam and MarkArnesen will be retiring atthe 2020 AGM and willtherefore not be standingfor re-election. All otherdirectors will be put forwardfor re-election at the 2020AGM and election in the caseof Catharine Farrow, MarnaCloete and Jim Rutherford. Alldirectors are subject to annualre-election.The Board receive regulartraining on key topicscovering legal, regulatoryand compliance matters.Induction training andone-to-one sessions aretailored depending on therequirements of new directorsto the Board.Detailed knowledge of theGroup’s activities is essentialand each year the Boardvisits Sukari where they areshown all major areas of theoperation.Centamin Annual Report 2019Centamin Annual Report 2019Centamin Brand Guidelines 29.07.2024103

Sustainability Report 2019 IntroductionSUSTAINABILITY REPORTINTRODUCTIONThis report is primarily focused on theSukari Gold Mine (“Sukari”) in Egypt,which currently is the Company’s onlyoperating mine. Where material to oursustainability performance and futuresustainability initiatives, or to providecontext as to how sustainability isconsidered across all Centamin activitiesand decisions, we have reported data onour exploration projects in Burkina Faso,Côte d’Ivoire and administrative offices.Data presented covers our performancefor the period 1 January to 31 December2019, which corresponds with Centamin’sfinancial year. The 2019 Annual Reportwas published in May 2020 and canbe found on the Company’s corporatewebsite, www.centamin.com. Wherenoted, references may be made tohistorical results. All financial figures arequoted in United States dollars (“US ”)unless otherwise noted.This is the third report produced inaccordance with ‘Core’ Global ReportingInitiative (“GRI”) Standards and the GRIMining and Metals Sector Supplement. Forfurther information, please refer to the GRIContent Index within the Appendix of thisdocument where the reader can also finda list of Centamin’s Environmental, Socialand Governance (“ESG”) policies.For a list of international ESG reportingstandards and guidelines, recognised byCentamin, please refer to the table onpage 03.01020405060812CHAPTER ONE: OUR GOVERNANCE APPROACH1.01.11.21.31.41.5HSES Chairman’s statementCorporate governanceSustainability governanceRisk manag

headline text only. The medium weight is the only one to be used. It should be used sparingly within our communications. Trade Gothic font The Trade Gothic font is to be used for all other areas of typography. The Trade Gothic font is available in several weights including a range of condensed versions. Usage of this font is illustrated in 2.4 2.3