Sibanye Stillwater Limited, along with its various subsidiaries, functions as a prominent precious metals mining entity with operations spanning South Africa, the ...
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$3.32 per share
Est. EPS $38.29 · Revenue $165.37B · 1 analysts
Est. EPS $34.97 · Revenue $172.27B · 2 analysts
Est. EPS $34.42 · Revenue $159.51B · 1 analysts
EPS ZAR 22.92 · Revenue ZAR 93.03B
$3.32 per share
EPS ZAR -7.32 · Revenue ZAR 129.68B
EPS ZAR -5.08 · Revenue ZAR 54.77B
EPS ZAR -10.32 · Revenue ZAR 112.13B
EPS ZAR -10.56 · Revenue ZAR 55.20B
| Metric | Latest | YoYYoY means Year-over-Year. It compares the latest annual value with the previous annual value to show long-term trend strength. | QoQQoQ means Quarter-over-Quarter. It compares the latest quarter with the immediately previous quarter to show short-term momentum changes. |
|---|---|---|---|
| RevenueThe total money that came through the front door from selling things, before paying a single bill. Think of it as the grand total of every credit card swipe from customers. (YoY compares this year to last year's performance, while QoQ compares the current three months to the previous three). | $129.7B | +15.6% | +30.4% |
| Net IncomeThe absolute bottom line. If the company paid every single supplier, employee, banker, and tax collector, this is the actual money left in their pocket at the end of the day. | $-5.2B | +29.1% | +1319.0% |
| Gross MarginThe basic markup. If they sell a $100 pair of sneakers, this percentage tells you how much of that price tag is profit right after paying for the rubber and shoelaces, but before paying for things like store rent or TV commercials. | +31.8% | +465.5% | +26.5% |
| Operating MarginThe 'day job' efficiency score. Out of every dollar a customer spends, this shows how many cents the company keeps after making the product AND paying for all the everyday corporate overhead (like salaries, marketing, and keeping the lights on). | +30.2% | +818.2% | +57.1% |
| Net MarginThe final take-home percentage. When you strip away every conceivable cost, tax, and interest payment, this is the exact number of cents the company truly gets to keep from every dollar in sales. | -4.0% | +38.7% | +1035.0% |
| Free Cash FlowThe holy grail of corporate cash. It's the spendable, physical money left over after the business pays for its daily operations AND buys the big, expensive upgrades (like new factories or servers) it needs to survive. This is the 'free' money they can use to pay dividends or buy back stock. | $1.7B | +114.9% | +955.3% |
| FCF MarginThe ultimate cash conversion rate. It shows how good the company is at turning regular sales directly into cold, hard, spendable cash. A high percentage means the business is an absolute cash-printing machine. | +1.3% | +112.9% | +756.1% |
| Debt / EquityThe financial risk gauge. It compares how much of the company's empire was built using borrowed money (loans) versus the owners' own money (shareholders). A high number means they are heavily leveraged and playing a riskier game; a low number means they are playing it safe. | 111.2% | +16.2% | -37.5% |
| Current RatioThe 12-month survival check. It simply compares the cash they have right now (plus things they can quickly turn into cash) against the immediate bills they absolutely must pay this year. A score above 1 means they have enough in the wallet to cover the upcoming bills without panicking. | 1.78x | -23.4% | +52.9% |
| Total AssetsThe absolute size of the company's empire. It bundles together absolutely everything of value they own—from the cash in the register and the inventory in the warehouse, to the software patents in the vault and the factories on the ground. | $149.6B | +8.4% | +5.7% |
| Metric | Annual (A vs E) | Annual Surprise | Quarter (A vs E) | Quarter Surprise |
|---|---|---|---|---|
| EPS Surprise | -7.32 vs 19.84 | -136.9% | 22.92 vs 9.44 | +142.9% |
| Revenue Surprise | $129.7B vs $127.1B | +2.0% | $93.0B vs $64.3B | +44.7% |
| Date | Executive | Title | Security | Side | Shares | Price |
|---|---|---|---|---|---|---|
| Jun 30, 2026 | Menell Richard Peter | director | Ordinary Shares | A | 15,000 | $2.19 |
| Jun 26, 2026 | Keyter Charl | director, officer: Chief Financial Officer | Ordinary Shares | A | 200,000 | $2.24 |
| Mar 31, 2026 | Nkosi Themba George | officer: Chief People & Culture Officer | Ordinary Shares | A | 11,865 | $2.91 |
| Mar 30, 2026 | Carter Charles Edward | officer: Chief Regional Officer: Amer. | American Depositary Shares | A | 10,000 | $11.40 |
| Mar 24, 2026 | Menell Richard Peter | director | American Depositary Shares | A | 2,500 | $11.43 |
Richard Stewart: Okay. Good afternoon. Good morning, everybody. Charl check we're online. All good. Thank you very much. Good afternoon, good morning, evening, those joining us online, welcome. Just before we kick off with the formal part of the presentation today, please just take note that obviously, there are a lot of forward-looking statements. So please note the safe harbor statement. Before we kick off, listen, I would like to just invite George Coetzee, our Head of Safety, perhaps just to share a safety moment with us. It is how we start all of our meetings in Sibanye. So George, over to you. Thank you. George Coetzee: Thank you, Richard. Good morning, good afternoon, good evening to everybody online and in person. Thanks for the opportunity. I think before we begin the formal session, Richard has asked me to do an opening safety moment, and I'd like this opportunity to reflect on the recent Nepal flooding catastrophic incident that we have seen. I was reading last night that as of yesterday, 950 people have passed, and there was still around 4,400 people missing. And we do extend our sincere condolences to all involved, an absolute tragedy. What started as an unexpected rock and ice collapse rapidly escalated into a devastating disaster. Reminding us that catastrophic events often emerge from hazards that are unseen, poorly understood or outside our current experience. Within Sibanye, we have seen that approximately 90% of our fatal incidents are linked to our [ 18 group minimum standards ]. These are known fatal risks and reinforces the importance of rigorously applying our critical control management process, verifying critical controls, critical life-saving behaviors and critical management routines every day. These are all included in this fatal elimination booklet that has been signed off by each and every person in the company and contractors committing themselves to these standards. But there's also another important reality. Approximately 10% of our fatal incidents occur outside these known standards. And these include both in service and criminally related loss of life incidents, and we have seen of that of late in the company. These are the events that challenge our assumptions, expose blind spots and reminds us that not all catastrophic risks are visible on a risk register. The lesson from Nepal is that managing known risks is not enough. Catastrophic events often develop from weak signals, changing conditions and assets that have not been fully recognized or understood. So as leaders, our responsibility is twofold. Firstly, ensure our critical controls are effective for the risks that we know; and secondly, remain curious, vigilant and courageous enough to ask what are we missing, what has changed and what could hurt us that we have not yet considered. Thank you. Richard Stewart: Awesome. Thank you very much, George, and a real reminder of the very volatile times we're living in. But once again, welcome. I think thank you …
| Name | Title | Compensation | Gender | Year Born | Status |
|---|---|---|---|---|---|
Charles Carter | Chief Operating Officer of International & Recycling Operations | ZAR 1,691,421 | Male | 1963 | Active |
Mika Seitovirta | Chief European Advisor | ZAR 1,525,596 | Male | 1962 | Active |
Robert Van Niekerk | Chief Transformation Officer | ZAR 1,474,437 | Male | 1965 | Active |
Richard Andrew Stewart | Chief Executive Officer & Executive Director | ZAR 1,334,066 | — | 1976 | Active |
Charl A. Keyter CGMA | Chief Financial Officer, Interim Chief Commercial & Development Officer and Executive Director | ZAR 1,095,264 | Male | 1974 | Active |
Melanie Naidoo-Vermaak | Chief Sustainability Officer | ZAR 769,067 | Female | 1975 | Active |
Themba George Nkosi | Chief People Officer | ZAR 736,090 | Male | 1973 | Active |
Richard Allen Cox | Chief Operations Officer of Southern African Operations | ZAR 631,140 | Male | 1973 | Active |
James R. Wellsted | Executive Vice President of Investor Relations & Corporate Affairs | ZAR 294,470 | Male | 1970 | Active |
Mduduzi Bhulose | Executive Vice President for Business Development | ZAR 260,619 | Male | 1981 | Active |
Kleantha Pillay | Executive Vice President of Sales & Marketing | — | Female | 1978 | Active |
Sibanye Stillwater is significantly undervalued after a mass selloff, presenting a compelling buy opportunity. SBSW's EBITDA has surged 5x YoY, driven by strong PGM and gold prices, and its balance sheet is notably de-risked. Management targets a 50% gross debt reduction over three years, with net debt/EBITDA already down from 1.75 to 0.63.
On June 15, 2026, Sibanye Stillwater Ltd (SBSW) shares rose 8.7% to a current price of $10.72. Despite today's positive movement, the stock has faced significan
On May 26, 2026, Sibanye Stillwater Ltd (SBSW) shares rose 6.3% to a current price of $12.16. The stock has experienced a 52-week range of $5.98 to $21.29, indi
On May 11, 2026, Sibanye Stillwater Ltd (SBSW) shares rose 3.8% today, currently priced at $13.83. The stock has experienced a 52-week range of $4.52 to $21.29,
