Posted to the web on: 28 August 2007
Harmony battles sharply rising costs, debt
Charlotte Mathews
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Resources Editor
HARMONY Gold Mining’s financial results for the quarter and year to June released yesterday refuted last week’s rumours that it would show a R2bn “hole” in its accounts.
But the figures showed sharp increases in costs and debt, which interim management has promised to address.
Harmony’s stock, which shed about a third of its value after the sudden departures from the group of CEO Bernard Swanepoel and financial director Nomfundo Qangule this month, strengthened 3% to R65,60 yesterday.
The group made its first headline profit in three years of 43c a share against last year’s loss of 263c a share. But for the June quarter the group returned a headline loss of 133c a share from the March quarter’s 58c profit, mainly because of a substantial increase in cash costs.
These rose because about R250m of costs incurred in the March quarter were omitted after errors in implementing a new accounting system. They had to be included in the June quarter. There was also a decline in production, which swelled unit costs.
The group produced 16 396kg (18 010kg) of gold in June at a cash cost of R149 180/kg, 44% higher than March’s R103 608/kg. Revenue was almost flat at R151 522/kg (R151833/kg) in the June quarter. At the end of last week, Harmony’s total debt was R3,4bn after it sold its 2% stake in Gold Fields to repay all its R1,3bn long-term debt to RMB.
Harmony’s debt includes a R1,0bn guarantee to the ARM Empowerment Trust. Harmony’s acting financial director, Frank Abbott, who has been seconded to the company for six months from Harmony’s major shareholder, African Rainbow Minerals (ARM), said talks were being held with the banks to eliminate this guarantee because of the appreciation in ARM’s share price. The guarantee was provided jointly by Harmony and ARM.
T-Sec analyst Nick Goodwin said Harmony’s high debt, on which the interest would have to be serviced, remained a concern, as did high head office operating costs. He believed the best option for Harmony would be to list its various developing mines separately.
In the year to June all the group’s divisions improved working profit, but in the June quarter only the growth projects and surface operations improved profitability. The main problems were lower grades at Tshepong and Target and a halving of tonnage at Bambanani because of an ore-pass blockage. In the group’s Australian assets, a seismic event at Mount Magnet disrupted production, and will incur rehabilitation costs. Harmony acting CEO Graham Briggs said Mount Magnet would be closed and sold.
In other steps to address Harmony’s funding issues, it had also sold its South Kal mine in Australia for A$55m in cash and shares and had signed draft agreements with Pamodzi Gold for the sale of its Orkney shafts in SA.
Briggs said Harmony was in early stage talks on selling its Cooke uranium dump at Randfontein, which contained about 39-million pounds of uranium. It had started to assay its underground assets to determine whether the ratio between its gold and uranium deposits made it viable to exploit the uranium.
In Papua New Guinea, Harmony intended to enter into a joint venture to develop its Wafi/Golpu property, which could cost about $1bn to develop, Briggs said.
But he said that Harmony had no plans to sell its South African operations.
To address Harmony’s problems, Briggs had recruited two new members to the executive team, and intended to bring in at least another mining expert and a financial executive. Harmony needed to revive a culture of reviewing and budgeting, and would be looking at the way middle and lower management on the mines were incentivised to increase production. Overhead costs would have to be trimmed, including some nonproduction costs such as sponsorships.
The group was reviewing its capital expenditure programme on its five developing projects to “cut our cloth according to our wallet size”, but it was too early to give details, he said.
Briggs said it would take about six months to stabilise the accounting system, and operationally the current quarter “is not looking good”, although it was unlikely to be as poor as the June quarter.
Bambani’s problems continued throughout July but it was now back in production.