Centerra Gold 2015 Second Quarter Results
NEWS RELEASE Centerra Gold 2015 Second Quarter Results
This news release contains forward-looking information that is subject to the risk factors and assumptions set out on page 26 and in the Cautionary Note Regarding Forward-looking Information on page 32. It should be read in conjunction with the Company’s unaudited interim condensed consolidated financial statements and notes for the three and months ended June 30, 2015 and associated Management’s Discussion and Analysis. The condensed consolidated interim financial statements of Centerra are prepared in accordance with International Financial Reporting Standards as issued by the International Accounting Standards Board. All figures are in United States dollars unless otherwise stated.
To view Management’s Discussion and Analysis and the Unaudited Interim Condensed Consolidated Financial Statements and Notes for the three and six months ended June 30, 2015, please visit the following link: http://media3.marketwire.com/docs/cg0728mdafs.pdf.
Toronto, Canada, July 28, 2015: Centerra Gold Inc. (TSX: CG) today reported net earnings of $21.9 million or $0.09 per common share (basic) in the second quarter of 2015, compared to a net loss of $31.7 million or $0.13 per common share (basic) for the same period in 2014. The increase in earnings reflects a 32% increase in gold ounces sold and lower operating costs, partially offset by lower average realized gold price1, in the second quarter of 2015.
For the first six months of 2015, the Company recorded net earnings of $62.6 million or $0.26 per common share (basic), compared to a net loss of $29.6 million or $0.13 per common share (basic) in the comparative period of 2014. The increase in earnings reflects a 44% increase in gold ounces sold and lower operating costs, partially offset by a 7% lower average realized gold price1 in 2015.
2015 Second Quarter Highlights
- Produced 125,088 ounces of gold in the second quarter, which includes 122,111 ounces at Kumtor and 2,977 ounces at Boroo.
- All-in sustaining costs per ounce sold1 for the second quarter of $937, excluding revenue-based tax in the Kyrgyz Republic and income tax.
- All-in costs per ounce sold1, which excludes revenue-based tax in the Kyrgyz Republic and income tax, were $1,029 for the second quarter.
- Cash provided by operations in the second quarter totaled $114.6 million.
- Immediately following the quarter-end, Kumtor received extensions, to year-end, of its permits for emissions into the atmosphere and waste disposal into the tailings management facility.
- On July 28, 2015, the Company announced the positive feasibility study results and the planned development of the 100% owned Öksüt Gold Project, subject to final approval of the Turkish EIA and receipt of all required permits.
- Converted an estimated 1.2 million ounces of gold (26.1 million tonnes at an average grade of 1.4 g/t gold using a cut-off grade of 0.3 g/t gold) of measured and indicated resources to probable reserves at the Öksüt Project.
Centerra’s cash, cash equivalents and short-term investments at the end of the second quarter of 2015 increased to $581.7 million after investing $70.5 million in its properties and paying $7.6 million (includes $2.4 million transferred to restricted cash, in trust, - see “Other Corporate Developments”) in dividends in the quarter compared to $562.0 million at December 31, 2014. As at June 30, 2015, the Company had drawn $76 million on its $150 million revolving credit facility with the European Bank for Reconstruction and Development (EBRD), leaving a balance of $74 million undrawn. The amount drawn is due to be repaid in February 2016. Centerra believes, based on its current forecast, that it has sufficient cash and short-term investments to carry out its business plan in 2015 (see “2015 Outlook”).
Commentary
Ian Atkinson, President and CEO of Centerra Gold stated, “Kumtor performed well during the quarter producing 122,111 ounces of gold, keeping us on track to achieve our production and cost guidance for the year. Financially, the Company is in good shape with cash, cash equivalents and short-term investments of approximately $582 million or $505 million, net of debt, at June 30, 2015. During the second quarter cash provided by operations was $114.3 million.”
“At the Öksüt Project in Turkey, we are forecasting an additional $17.7 million of spending in 2015 for detailed engineering and long lead items after the board approved the development of the Öksüt Project, subject to final approval of the Turkish EIA and receipt of all required permits based on the positive feasibility study for the project. We have revised our all-in cost guidance to reflect the added Öksüt spending.”
“In the Kyrgyz Republic, on July 3, 2015, Kumtor received extensions to its permits for emissions into the atmosphere and waste disposal into the tailings management facility to the end of the year. The Company continues to work toward a resolution of all outstanding matters affecting the Kumtor Project. As we have stated previously any proposed resolution would need to be fair to all shareholders of Centerra.”
“At the Trans-Canada Property, which is now called the Greenstone Gold Property, we completed the additional drilling at the Hardrock Project during the quarter and are in the process of updating the Hardrock resource estimate. Additionally, the partnership received the notice of approval of the terms of reference for the environmental assessment for the Hardrock Project from the Ontario Ministry of the Environment and Climate.”
“In Mongolia, although the Gatsuurt Project was declared a mineral deposit of strategic importance by the Mongolian Parliament earlier this year, Parliament has so far declined to approve the level of state ownership in the project. The bill regarding the level of state ownership in the project was returned by Parliament to the Government for further consideration. It is our understanding that the Government intends to submit a revised proposal to Parliament later this year,” Mr. Atkinson concluded.
Recent Developments
The following is a summary of recent events affecting the Company. For further information, see “Other Corporate Developments”.
Kumtor Operations
- The Company continues to be in discussions with the Government of the Kyrgyz Republic relating to the possible restructuring of the Kumtor project. The Kyrgyz Republic Parliament passed a resolution on June 29, 2015 to ensure the continued operation of the Kumtor mine and to carry out an examination of the updated Kumtor technical life-of-mine plan, presented in the Kumtor Technical Report dated March 20, 2015, and its impact on the Kyrgyz Republic.
- Kumtor continues to work with the State Agency for Environmental Protection and Forestry (“SAEPF”) to obtain the necessary approvals of Kumtor’s 2015 annual mine plan. The mine plan has been approved by the Kyrgyz Republic State Agency for Geology and Mineral Resources (“SAGMR”).The failure to obtain the necessary approvals for the annual mine plan may require a suspension of the Kumtor operations.
Mongolian Operations
- In early June 2015, the Government submitted a proposal to the Mongolian Parliament proposing that the Mongolian state interest in the Gatsuurt Project be either a 34% state ownership or a special royalty to be applied to the project. On June 18, 2015, the Parliament rejected the proposal and returned it to the Government for further assessment. The Company understands that the Government intends to submit a revised proposal to Parliament later this year. The Company continues to engage in discussions with the Mongolian Government regarding the development of the Gatsuurt Project.
Corporate
- Proceedings to enforce arbitral awards against the Kyrgyz Republic continue to be heard before the Ontario courts. On June 10, 2015, a previously issued injunction issued by the Ontario court in the Stans Energy Corp. matter was dissolved on the basis that the underlying arbitral award of the Moscow Chamber of Commerce and Industry was held invalid by the Moscow court. The effect of the dissolution of the injunction is that the restrictions placed on 47 million Centerra shares held by Kyrgyzaltyn have been lifted. However, Centerra continues to be subject to an injunction in favour of Valeri Belokon, which prohibits Centerra from paying dividends to Kyrgyzaltyn on all of its Centerra shares and restricts Kyrgyzaltyn’s ability to transfer or deal with 6,500,240 Centerra shares held by Kyrgyzaltyn. In the proceedings involving Sistem Mühendislik İnşaat Ve Ticaret Anonim Sirketi (“Sistem”), in June 2015 the Ontario Court of Appeal made a finding that Sistem had not properly served the relevant documents on the Kyrgyz Republic and accordingly allowed Kyrgyzaltyn’s appeal of a lower court’s decision that the Kyrgyz Republic held an equitable interest in the Centerra shares held by Kyrgyzaltyn.
Subsequent Events
Öksüt Project
- On July 28, 2015, the Company announced the positive feasibility study results and the planned development of the 100% owned Öksüt Project subject to final approval of the Turkish EIA and receipt of all required permits. Based on the positive feasibility study, measured and indicated resource ounces have been converted to probable reserves as described in the Company’s news release of July 28, 2015 which can be found on SEDAR and the Company’s website.
Greenstone Gold Property (formerly known as Trans-Canada Property)
- Effective July 2015, Centerra and Premier Gold Mines Limited agreed to change the name of its partnership to Greenstone Gold Mines L.P. (from TCP Limited Partnership) in recognition of the location of the Hardrock Project within the Municipality of Greenstone.
Consolidated Financial and Operating Summary
| Unaudited ($ millions, except as noted) | Three months ended June 30,(7) | Six months ended June 30,(7) | ||||||||
|---|---|---|---|---|---|---|---|---|---|---|
| Financial Highlights | 2015 | 2014 | % Change | 2015 | 2014 | % Change | ||||
| Revenue | $ | 146.8 | $ | 119.5 | 23% | $ | 359.4 | $ | 267.5 | 34% |
| Cost of sales | 81.0 | 109.4 | (26%) | 194.9 | 218.5 | (11%) | ||||
| Standby costs | 1.1 | 0.2 | 450% | 3.8 | 0.2 | 1800% | ||||
| Regional office administration | 5.0 | 6.1 | (18%) | 10.3 | 11.8 | (13%) | ||||
| Earnings from mine operations | 59.7 | 3.8 | 1471% | 150.4 | 37.0 | 306% | ||||
| Revenue-based taxes | 19.8 | 14.0 | 41% | 48.5 | 32.4 | 50% | ||||
| Other operating expenses | 0.8 | 1.8 | (56%) | 0.7 | 2.8 | (75%) | ||||
| Pre-development project costs | 4.9 | 1.2 | 308% | 8.2 | 2.1 | 290% | ||||
| Exploration and business development (1) | 2.1 | 4.0 | (48%) | 4.9 | 6.6 | (26%) | ||||
| Corporate administration | 10.8 | 11.8 | (8%) | 20.1 | 18.3 | 10% | ||||
| Earnings (Loss) from operations | 21.3 | (29.0) | (173%) | 68.0 | (25.2) | (370%) | ||||
| Other (income) and expenses | (1.6) | 0.7 | (329%) | 2.6 | 0.5 | 420% | ||||
| Finance costs | 1.1 | 1.2 | (8%) | 2.2 | 2.6 | (15%) | ||||
| Earnings (Loss) before income taxes | 21.8 | (31.0) | (170%) | 63.2 | (28.4) | (323%) | ||||
| Income tax expense | (0.1) | 0.7 | (114%) | 0.6 | 1.3 | (54%) | ||||
| Net earnings (loss) | 21.9 | (31.7) | (169%) | 62.6 | (29.6) | (311%) | ||||
| Earnings (loss) per common share - $ basic (2) | $ | 0.09 | $ | (0.13) | (169%) | $ | 0.26 | $ | (0.13) | (300%) |
| Earnings (loss) per common share - $ diluted (2) | $ | 0.09 | $ | (0.13) | (169%) | $ | 0.26 | $ | (0.13) | (300%) |
| Cash provided by operations | 114.6 | 71.4 | 61% | 245.0 | 173.4 | 41% | ||||
| Average gold spot price - $/oz (3) | 1,192 | 1,288 | (7%) | 1,206 | 1,291 | (7%) | ||||
| Average realized gold price - $/oz(4) | 1,192 | 1,285 | (7%) | 1,205 | 1,289 | (7%) | ||||
| Capital expenditures (5) | 86.6 | 111.5 | (22%) | 242.3 | 210.4 | 15% | ||||
| Operating Highlights | ||||||||||
| Gold produced – ounces | 125,088 | 92,124 | 36% | 295,771 | 208,794 | 42% | ||||
| Gold sold – ounces | 123,079 | 93,004 | 32% | 298,311 | 207,497 | 44% | ||||
| Operating costs (on a sales basis) (6) | 36.0 | 48.5 | (26%) | 79.4 | 91.0 | (13%) | ||||
| Adjusted operating costs (4) | 42.7 | 56.6 | (25%) | 94.5 | 105.6 | (11%) | ||||
| All-in Sustaining Costs(4) | 115.3 | 143.3 | (19%) | 241.1 | 270.2 | (11%) | ||||
| All-in Costs (4) | 126.7 | 160.2 | (21%) | 265.0 | 292.8 | (9%) | ||||
| All-in Costs - including taxes (4) | 146.6 | 174.2 | (16%) | 313.7 | 325.3 | (4%) | ||||
| Unit Costs | ||||||||||
| Cost of sales - $/oz sold(4) | 658 | 1,176 | (44%) | 653 | 1,053 | (38%) | ||||
| Adjusted operating costs - $/oz sold (4) | 347 | 608 | (43%) | 317 | 509 | (38%) | ||||
| All-in sustaining costs – $/oz sold(4) | 937 | 1,540 | (39%) | 808 | 1,302 | (38%) | ||||
| All-in costs – $/oz sold (4) | 1,029 | 1,722 | (40%) | 888 | 1,411 | (37%) | ||||
| All-in costs (including taxes) – $/oz sold (4) | 1,191 | 1,873 | (36%) | 1,052 | 1,567 | (33%) |
(1) Includes business development of $0.8 million and $1.9 million for the three and six months ended June 30, 2015, respectively ($0.1 million for the three and six months ended June 30, 2014, respectively).
(2) As at June 30, 2015, the Company had 236,554,159 common shares issued and outstanding.
(3) Average for the period as reported by the London Bullion Market Association (US dollar Gold P.M. Fix Rate).
(4) Adjusted operating costs, all-in sustaining costs, all-in costs and all-in costs - including taxes ($ millions and per ounce sold) as well as average realized gold price per ounce and cost of sales per ounce sold are non-GAAP measures and are discussed under “Non-GAAP Measures”.
(5) Includes capitalized stripping of $66 million and $133.5 million in the three and six months ended June 30, 2015, respectively ($86.9 million and $175 million in the three months and six months ended June 30, 2014, respectively).
(6) Operating costs (on a sales basis) are comprised of mine operating costs such as mining, processing, regional office administration, royalties and production taxes (except at Kumtor where revenue-based taxes are excluded), but excludes reclamation costs and depreciation, depletion and amortization. Operating costs (on a sales basis) represents the cash component of cost of sales associated with the ounces sold in the period.
(7) Results may not add due to rounding.
Second Quarter 2015 compared to Second Quarter 2014
- Gold production for the second quarter of 2015 totaled 125,088 ounces compared to 92,124 ounces in the comparative quarter of 2014. The increase in ounces reflects higher production at Kumtor due to higher grades, recoveries and mill throughput. Boroo’s production in the second quarter of 2015 was lower than the comparable period as a result of lower production from the heap leach operation due to secondary leaching and there was no mill production.
- All-in sustaining costs per ounce sold1, which excludes revenue-based tax and income tax, for the second quarter decreased to $937 from $1,540 in the comparative period of 2014. The decrease in the second quarter of 2015 results primarily from more ounces sold and lower spending on capitalized stripping and sustaining capital1.
- All-in costs per ounce sold1, which excludes revenue-based tax and income tax, were $1,029 compared to $1,722 in the comparative quarter of 2014. All-in costs per ounce sold1 include all cash costs related to gold production, excluding revenue-based tax and income tax. The decrease reflects the additional ounces sold, lower operating costs and lower exploration costs and lower spending on growth capital1 at Kumtor partially offset by additional spending in the second quarter of 2015 for pre-development activities at the Greenstone Gold Property and at the Öksüt Project.
- Revenue in the second quarter of 2015 increased 23% to $146.8 million, as a result of 32% more ounces sold (123,079 ounces in the second quarter of 2015 compared to 93,004 ounces in the second quarter of 2014) partially offset by a 7% lower average realized gold price1 ($1,192 per ounce compared to $1,285 per ounce in the same quarter of 2014).
- In the second quarter of 2015, ounces sold increased 32% compared to the second quarter of 2014 and cost of sales decreased by 26% to $81 million compared to the same period of 2014. This reflects the lower costs in both the stockpiled ore and in the ore mined and processed at Kumtor from cut-back 16 in the second quarter of 2015. In particular, the cost of sales in the second quarter of 2015 benefited from cut-back 16 containing more ounces and from lower operating costs (for diesel, labour and other consumables) and reduced waste stripping as compared to cut-back 15 ore that was processed in the second quarter of 2014.
Depreciation, depletion and amortization (“DD&A”) associated with production was $45 million in the second quarter of 2015 (2014:$60.9 million), reflecting lower capitalized stripping charges per ounce from cut-back 16 ore, partially offset by the increased ounces sold in 2015.
- Operating costs (on a sales basis) decreased by 26% to $36.0 million in the second quarter of 2015 compared to the same period of 2014, reflecting 32% more ounces sold in the second quarter of 2015. The decrease was due to processing lower cost ounces at Kumtor which reflect a reduction in costs for diesel, labour and other consumables as well as favourable movements in the local currency as compared to the same period of 2014. Operating costs at Boroo in the second quarter of 2015 were lower in the second quarter of 2015 as compared to the same period in 2014 as milling activities ceased in late 2014. Leaching costs at Boroo were also lower as secondary leaching commenced in the third quarter of 2014 and site support costs reflected reduced personnel levels.
- During the second quarter of 2015 Boroo incurred standby costs to maintain the mill and operation on care and maintenance totaling $1.1 million which included spending mainly on labour to maintain equipment in a ready state, as well as fixed costs for administration. There were minimal standby costs incurred in the same period of 2014.
- In the second quarter of 2015, pre-development projects costs increased by $3.7 million to $4.9 million compared to the comparative quarter in 2014. The increase in the second quarter of 2015 represents spending at the Greenstone Gold Property and higher spending at the Öksüt Project.
- Exploration expenditures in the second quarter totaled $1.3 million compared to $3.9 million in the same period of 2014. The decrease in the second quarter reflects reduced spending on the Company’s projects in Turkey and Mongolia and the closure of its regional offices in China and Russia.
- Other income of $1.6 million was received in the second quarter of 2015, including $1.4 million in settlement proceeds from an insurance claim on the ball mill gear failure at Kumtor that occurred in 2008.
- Corporate administration costs decreased to $10.8 million in the second quarter of 2015 from $11.8 million in the same period of 2014. The decrease was primarily due to the impact of currency movements and lower general spending.
- Cash provided by operations increased by $43.2 million to $114.6 million in the second quarter of 2015 compared to $71.4 million in the same period of 2014. The increase is a result of the lower costs and more ounces sold.
- Total capital expenditures in the second quarter of 2015 were $86.6 million, which included sustaining capital1 of $12.0 million, growth capital1 of $4.3 million, $4.3 million of Greenstone Gold Property predevelopment costs and $66.0 million of capitalized stripping costs ($49.5 million cash). Capital expenditures in the same quarter of 2014 were $111.5 million, which included $12.9 million for sustaining capital1 and $11.6 million for growth capital1 and capitalized stripping of $86.9 million ($61.5 million cash). Capital expenditures were 22% lower in the second quarter of 2015 as a result of lower capitalized stripping at Kumtor (a decrease of 24%), lower sustaining capital1 (a decrease of 8%) and lower growth capital1 (a decrease of 62%) partially offset by Greenstone Gold Property costs.
First Half 2015 compared to First Half 2014
- Gold production for the first six months of 2015 totaled 295,771 ounces compared to 208,794 ounces in the comparative period of 2014. The increase in production is primarily due to higher mill head grades and higher recoveries at Kumtor.
- All-in sustaining costs per ounce sold1, which excludes revenue-based tax and income tax, for the first six months decreased to $808 from $1,302 in the comparative period of 2014. The decrease in the first six months of 2015 reflects 44% more ounces sold, lower operating costs in 2015 mainly for diesel, labour and consumables and lower spending on capitalized stripping partially offset by higher spending on sustaining capital1 as compared to the first six months of 2014.
- All-in costs per ounce sold1, which excludes revenue-based tax and income tax, for the first six months were $888 compared to $1,411 in the comparative period of 2014. The decrease reflects the additional ounces sold, the lower operating costs, lower exploration costs and lower spending for growth capital1 at Kumtor. These costs were partially offset by higher spending on pre-development activities at the Greenstone Gold Property which was acquired in March 2015 and the Öksüt Project in the first half of 2015.
- Revenue in the first six months of 2015 increased 34% to $359.4 million, as a result of 44% more ounces sold (298,311 ounces compared to 207,497 ounces in the first six months of 2014) partially offset by a 7% lower average realized gold price1 ($1,205 per ounce compared to $1,289 per ounce in the same period of 2014).
- In the first six months of 2015, cost of sales decreased by 11% to $194.9 million due primarily to lower operating costs and lower DD&A associated with the cut-back 16 ore processed and sold in the first six months of 2015. The cost of sales in the first six months of 2015 benefited from cut-back 16 containing more ounces and having lower operating costs (for diesel, labour and other consumables) and reduced waste stripping as compared to cut-back 15 ore that was processed in the first six months of 2014.
DD&A associated with production decreased to $115.5 million in the first six months of 2015 from $127.5 million in the comparative period of 2014, reflecting lower capitalized stripping charges per ounce from cut-back 16 ore, partially offset by the increased ounces sold in 2015.
- Operating costs (on a sales basis)1 decreased by 13% or $11.5 million to $79.4 million in the first six months of 2015 compared to the same period of 2014, reflecting 44% more ounces sold and lower operating costs for fuel, labour and consumables, as well as beneficial currency movements in the Kyrgyz Som.
- During the first six months of 2015 Boroo incurred standby costs to place and maintain the mill and operation on care and maintenance totaling $3.8 million which included spending mainly on labour to clean the circuits and maintain equipment in a ready state, as well as fixed costs for administration. There was $0.2 million of standby costs incurred in the same period of 2014.
- In the first six month of 2015, pre-development projects costs increased by $6.1 million to $8.2 million compared to the same period in 2014. The increase represents spending at the Greenstone Gold Property and higher spending at the Company’s Öksüt Project.
- Exploration expenditures in the first six months totaled $3 million compared to $6.5 million in the same period of 2014. The decrease in the first six months reflects reduced spending on the Company’s projects in Turkey and Mongolia and the closure of its regional offices in China and Russia.
- Business development spending in the first six months of 2015 totaled $1.9 million, representing consulting and legal charges in connection with the acquisition of the Company’s 50% interest in Greenstone Partnership. There was minimal spending on business development activities in the same period of 2014.
- Corporate administration costs increased to $20.1 million from $18.3 million in the first six months of 2014 due primarily to higher legal and consulting costs related to on-going negotiations with the Kyrgyz government and higher share-based compensation resulting from the revaluation of the underlying share-based awards held by employees issued under the Company’s share-based plans. The share-based compensation charge in the first six months of 2015 was $7.4 million, compared to $6.8 million in the same period in 2014.
- Cash provided by operating activities increased by $71.6 million to $245.0 million in the first six months of 2015 compared to $173.4 million in the same period of 2014. The increase mainly reflects the higher earnings in 2015.
- Total capital expenditures in the first six months of 2015 were $242.3 million, which included sustaining capital1 of $24.7 million, growth capital1 of $10.8 million, $73.3 million of Greenstone Gold Property acquisition costs, including pre-development costs of $5.9 million and $133.5 million of capitalized stripping costs ($101.2 million cash) at Kumtor. Capital expenditures in the same period of 2014 were $210.4 million, which included $21.6 million for sustaining capital1 and $13.8 million for growth capital1 and capitalized stripping of $175.0 million ($123.9 million cash). Total capital expenditures were 15% higher for the first six months of 2015 as a result of the Greenstone Gold Property acquisition costs and higher sustaining capital1 (an increase of 14%) partially offset by lower capitalized stripping at Kumtor (a decrease of 24%) and lower growth capital1 (a decrease of 21%).
Second Quarter Operations Update Kumtor Mine
| Kumtor Operating Results | Three months ended June 30, | Six months ended June 30, | ||||
|---|---|---|---|---|---|---|
| % | % | |||||
| Unaudited ($ millions, except as noted) | 2015 | 2014 | Change | 2015 | 2014 | Change |
| Revenue | 141.6 | 99.8 | 42% | 346.6 | 231.4 | 50% |
| Cost of sales-cash | 32.8 | 36.0 | (9%) | 70.7 | 67.6 | 5% |
| Cost of sales-non-cash | 43.5 | 56.9 | (24%) | 112.3 | 120.5 | (7%) |
| Cost of sales-total | 76.3 | 92.9 | (18%) | 183.0 | 188.0 | (3%) |
| Cost of sales - $/oz sold(1) | 642 | 1,195 | (46%) | 635 | 1,047 | (39%) |
| Tonnes mined - 000s | 40,434 | 49,527 | (18%) | 82,165 | 100,289 | (18%) |
| Tonnes ore mined – 000s | 168 | 460 | (63%) | 1,506 | 602 | 150% |
| Average mining grade - g/t | 1.50 | 1.40 | 7% | 3.10 | 1.41 | 120% |
| Tonnes milled - 000s | 1,554 | 1,430 | 9% | 2,729 | 2,912 | (6%) |
| Average mill head grade - g/t | 3.26 | 2.35 | 39% | 4.06 | 2.50 | 62% |
| Recovery - % | 77.5% | 73.2% | 6% | 79.4% | 74.8% | 6% |
| Mining costs - total ($/t mined material) | 1.27 | 1.36 | (7%) | 1.27 | 1.28 | (1%) |
| Milling costs ($/t milled material) | 10.50 | 11.80 | (11%) | 11.86 | 11.45 | 4% |
| Gold produced – ounces | 122,111 | 77,860 | 57% | 286,383 | 180,793 | 58% |
| Gold sold – ounces | 118,789 | 77,743 | 53% | 287,974 | 179,658 | 60% |
| Average realized gold price - $/oz(1) | 1,192 | 1,284 | (7%) | 1,204 | 1,288 | (7%) |
| Capital expenditures (sustaining)(1) | 11.8 | 12.9 | (9%) | 24.3 | 21.2 | 15% |
| Capital expenditures (growth)(1) | 3.9 | 11.4 | (66%) | 10.3 | 13.4 | (23%) |
| Capital expenditures (stripping)(1) | 66.0 | 86.9 | (24%) | 133.5 | 175.0 | (24%) |
| Capital expenditures (total) | 81.7 | 111.2 | (27%) | 168.1 | 209.6 | (20%) |
| Operating costs (on a sales basis) (2) | 32.7 | 36.0 | (9%) | 70.7 | 67.6 | 5% |
| Adjusted operating costs (1) | 37.6 | 42.8 | (12%) | 80.5 | 79.6 | 1% |
| All-in Sustaining Costs (1) | 99.1 | 117.5 | (16%) | 206.5 | 225.3 | (8%) |
| All-in Costs(1) | 103.0 | 128.9 | (20%) | 216.8 | 238.6 | (9%) |
| All-in Costs - including taxes(1) | 122.8 | 142.9 | (14%) | 265.3 | 271.0 | (2%) |
| Adjusted operating costs - $/oz sold (1) | 317 | 551 | (43%) | 280 | 443 | (37%) |
| All-in sustaining costs – $/oz sold (1) | 835 | 1,511 | (45%) | 717 | 1,254 | (43%) |
| All-in costs – $/oz sold (1) | 868 | 1,658 | (48%) | 753 | 1,328 | (43%) |
| All-in costs (including taxes) – $/oz sold (1) | 1,035 | 1,838 | (44%) | 922 | 1,508 | (39%) |
(1) Adjusted operating costs, all-in sustaining costs, all-in costs and all-in costs – including taxes (in $ millions and per ounce sold), as well as average realized gold price per ounce sold, cost of sales per ounce sold and capital expenditures (sustaining and growth) are non-GAAP measures and are discussed under “Non-GAAP Measures”.
(2) Operating costs (on a sales basis) is comprised of mine operating costs such as mining, processing, regional office administration, royalties and production taxes (except at Kumtor where revenue-based taxes are excluded), but excludes reclamation costs and depreciation, depletion and amortization.
At the Kumtor mine in the Kyrgyz Republic, mining activities in the second quarter of 2015 focused on development and waste stripping from cut-back 17. Total waste rock and ore mined during the second quarter of 2015 was 40.4 million tonnes compared to 49.5 million tonnes in the comparative period of 2014, representing a decrease of 18%, primarily due to a 25% increase in average haulage distance when compared to the same period of 2014. Other negative factors impacting mining included unfavourable weather conditions, as the mine experienced increased precipitation; higher temperatures than normal which had an adverse impact on pit productivity; a decrease in haul truck availability of 4% compared to the same period in 2014 and inconsistent broken ore due to the reduced mechanical availability of the blast hole drills during the second quarter compared to the same period of 2014. During the second quarter of 2015, Kumtor mined approximately 0.2 million tonnes of ore at an average grade of 1.50 g/t, compared to 0.5 million tonnes of ore mined at an average grade of 1.40 g/t in the second quarter of 2014.
Gold production for the second quarter of 2015 was 122,111 ounces compared to 77,860 ounces in the comparative quarter of 2014. The increase in ounces poured during 2015 was due to processing higher grade mill feed and achieving higher recoveries than in the comparative quarter. During the quarter, Kumtor’s mill processed a blend of the higher grade ore mined during the first quarter and the stockpiled ore mined from cut-back 16 during the fourth quarter of 2014. Approximately 1.6 million tonnes were processed in the second quarter of 2015, which was 9% more than the comparative quarter of 2014 due to higher mill availability and higher hourly throughput. Kumtor’s average mill head grade was 3.26 g/t with a recovery of 77.5% in the quarter, compared to 2.35 g/t with a recovery of 73.2% for the same period of 2014.
Operating costs (on a sales basis), excluding capitalized stripping, decreased 9% to $32.7 million during the second quarter of 2015 predominately due to lower diesel costs, labour and from the favourable movements in exchange rates.
Mining costs, including capitalized stripping costs, totaled $51.2 million for the second quarter of 2015, which was $13.3 million lower than the comparative quarter of 2014. The decreased costs for the period include lower diesel costs of ($7.5 million) due to lower global fuel prices (on average 55.6 cents per litre compared to 68.9 cents per litre), blasting costs ($2.5 million) due to lower blasted tonnages and the implementation of an improved wider drill pattern on waste material, lower labour costs ($2.0 million) due to a favourable currency exchange movement on local salaries and reduced employee headcount and lower tires costs ($1.8 million) due to lower tire consumption on the CAT789 trucks. An extension of tire wear life resulted from improved road conditions in the main pit, and an improved tire replacement program.
Milling costs were $16.3 million in the second quarter of 2015 compared to $16.9 million in the same period of 2014. Milling costs in the second quarter of 2015 were lower than the comparative period, due to lower costs for replacement of mill liners ($0.9 million) and lower maintenance costs ($0.5 million) partially offset by higher electricity costs ($0.5 million) due to an increase in price by the provider.
Site support costs were $12.0 million in the second quarter of 2015 compared to $15.3 million in the same period of 2014. Site support costs decreased primarily due to lower labour costs ($1.3 million) resulting from a favourable currency exchange movement with a weakening of the Som against the US dollar and reduced employee support staff, and decreased insurance premiums ($0.8 million).
DD&A associated with production decreased to $43.5 million in the second quarter of 2015 from $56.9 million in the comparative period of 2014. The comparative period reflects a higher depreciation charge on cut-back 15 ore as more waste material was stripped and fewer ounces were mined as compared to cut-back 16.
All-in sustaining costs per ounce sold1, which excludes revenue-based tax, for the second quarter of 2015 decreased 45% to $835 compared to $1,511 in the comparative period of 2014. The decrease results primarily from higher ounces sold, lower operating costs, and lower capitalized stripping costs due to lower waste tonnes mined.
All-in costs per ounce sold1, which excludes revenue-based tax, for the second quarter of 2015 was $868 compared to $1,658 in the comparative period of 2014, representing a decrease of 48%. The decrease is mainly due to the reductions described above and a reduction in growth capital1 spending for the infrastructure relocation at Kumtor as the Company completed the new camp facilities in June 2015.
Capital expenditures in the second quarter of 2015 totaled $81.7 million which includes $11.8 million of sustaining capital1 mainly on equipment rebuilds and overhauls, $3.9 million invested in growth capital1 and $66.0 million for capitalized stripping ($49.5 million cash). Capital expenditures the comparative quarter of 2014 totaled $111.3 million, consisting of $13.0 million for sustaining capital1, $11.4 million for growth capital1 and $86.9 million of capitalized stripping ($61.5 million cash).
Mongolia (Boroo/Gatsuurt)
At the Boroo mine, located in Mongolia, gold production in the second quarter of 2015 was 2,977 ounces as compared to 14,265 ounces of gold in the same period of 2014. The lower gold production in the second quarter of 2015 reflects no mill processing activities, as Boroo milled the last of its stockpiled ore in December 2014. Fewer ounces were poured from the heap leach operation as a result of secondary leaching, compared to primary leaching in the comparative quarter of 2014. The Company anticipates completing all leaching activities at Boroo by the first quarter of 2016.
Operating costs (on a sales basis) decreased by $9.3 million to $3.2 million in the second quarter of 2015, as a result of lower activity at the project.
All-in sustaining costs per ounce sold1 and all-in costs per ounce sold1 which excludes income tax, increased in the second quarter of 2015 to $1,214 from $915 in the same quarter of 2014. The increase is primarily due to a 72% decrease in ounces sold, partially offset by lower adjusted operating costs and lower sustaining capital1 spending.
During the second quarter of 2015, Boroo was cash positive.
Although the Gatsuurt Project was designated as a mineral deposit of strategic importance by the Mongolian Parliament, the project remained under care and maintenance in the second quarter of 2015. In early June 2015, the Government submitted a proposal to Parliament proposing that the Mongolian state interest in the Gatsuurt Project be either a 34% state ownership or a special royalty to be applied to the project. On June 18, 2015, the Parliament rejected the proposal and returned it to the Government for further assessment. The Company understands that the Government intends to submit a revised proposal to Parliament later this year. The Company continues to engage in discussions with the Government. Further development of the project is also subject to, among other things, finalizing a deposit development agreement, and receiving all required approvals and regulatory commissioning from the Mongolian Government. See “Other Corporate Developments – Mongolia”.
| Boroo Operating Results | Three months ended June 30, | Six months ended June 30, | ||||
|---|---|---|---|---|---|---|
| Unaudited ($ millions, except as noted) | 2015 | 2014 | % Change | 2015 | 2014 | % Change |
| Revenue | 5.2 | 19.7 | (74%) | 12.8 | 36.1 | (65%) |
| Cost of sales-cash | 3.2 | 12.5 | (74%) | 8.8 | 23.4 | (62%) |
| Cost of sales-non-cash | 1.5 | 4.0 | (63%) | 3.1 | 7.1 | (56%) |
| Cost of sales-total | 4.7 | 16.5 | (72%) | 11.9 | 30.5 | (61%) |
| Cost of sales - $/oz sold(1) | 1,104 | 1,081 | 2% | 1,157 | 1,096 | 6% |
| Tonnes milled - 000s | - | 425 | (100%) | - | 1,007 | (100%) |
| Average mill head grade - g/t | - | 0.67 | (100%) | - | 0.66 | (100%) |
| Recovery - % | - | 61.3% | (100%) | - | 61.3% | (100%) |
| Milling costs ($/t milled material) | - | 10.90 | (100%) | - | 11.07 | (100%) |
| Gold produced – ounces | 2,977 | 14,265 | (79%) | 9,388 | 28,001 | (66%) |
| Gold sold – ounces | 4,290 | 15,261 | (72%) | 10,337 | 27,839 | (63%) |
| Average realized gold price - $/oz(1) | 1,203 | 1,290 | (7%) | 1,239 | 1,295 | (4%) |
| Capital expenditures - sustaining (Boroo)(1) | - | 0.1 | (100%) | 0.1 | 0.3 | (67%) |
| Capital expenditures - growth (Gatsuurt)(1) | 0.4 | 0.2 | 100% | 0.5 | 0.4 | 25% |
| Operating costs (on a sales basis) (2) | 3.2 | 12.5 | (74%) | 8.8 | 23.4 | (63%) |
| Adjusted operating costs (1) | 5.0 | 13.7 | (64%) | 13.9 | 26.0 | (47%) |
| All-in Sustaining Costs (1) | 5.2 | 14.0 | (63%) | 14.3 | 26.6 | (46%) |
| All-in Costs(1) | 5.2 | 14.0 | (63%) | 14.3 | 26.6 | (46%) |
| All-in Costs - including taxes(1) | 5.3 | 14.0 | (62%) | 14.5 | 26.6 | (46%) |
| Adjusted operating costs - $/oz sold (1) | 1,168 | 901 | 30% | 1,342 | 935 | 44% |
| All-in sustaining costs – $/oz sold (1) | 1,214 | 915 | 33% | 1,382 | 954 | 45% |
| All-in costs – $/oz sold (1) | 1,214 | 915 | 33% | 1,382 | 954 | 45% |
| All-in costs (including taxes) – $/oz sold (1) | 1,231 | 915 | 35% | 1,399 | 954 | 47% |
(1)
Adjusted operating costs, all-in sustaining costs, all-in costs and all-in costs – including taxes (in $ millions and per ounce sold), as well as average realized gold price per ounce sold, cost of sales per ounce sold and capital expenditures (sustaining and growth) are non-GAAP measures and are discussed under “Non-GAAP Measures”.
(2)
Operating costs (on a sales basis) is comprised of mine operating costs such as mining, processing, regional office administration, royalties and production taxes, but excludes reclamation costs and depreciation, depletion and amortization.
Öksüt Project Development
At the Öksüt Project in Turkey, the Company spent $1.8 million and $3.6 million during the three and six months ended June 30, 2015, respectively ($1.2 million and $2.1 million in the three and six months ended June 30, 2014) on development activities to progress the environmental impact assessment (EIA) and complete the project’s feasibility study.
The environmental impact assessment process continues on schedule with formal EIA approval from the Turkish regulatory authorities is expected in late third quarter or early fourth quarter 2015. Receipt of permits is contingent on the approval of the EIA and applications for all required permits will follow immediately upon approval of the EIA. The Company has a strong local presence in Turkey through its subsidiary Öksüt Madencilik (OMAS) and believes it has good relationships with the local population and local and regional governments.
On July 28, 2015, the Company announced a positive feasibility study and the planned development of the Öksüt Project, subject to final approval of the Turkish EIA and receipt of all required permits, see news release dated July 28, 2015. The Company expects to begin development of the Öksüt Project in the first quarter of 2016 with first gold production anticipated in the second quarter of 2017. Detailed engineering and the ordering of long lead items is expected to commence in the second half of 2015. Pre-production expenditures and construction capital are estimated to be $221 million including $25 million in contingency.
The Öksüt Project is expected to process 26.1 million tonnes of ore at an average grade of 1.4 g/t gold over eight years producing 895,000 ounces of gold at an average all-in-sustaining cost per ounce sold1 of $490. The life-of-mine strip ratio is expected to be 2:1. Mining is planned to be conducted by a local contractor using a conventional truck and shovel fleet utilizing small, selective, loading equipment and 36 tonne trucks. The ore will be crushed to 38 mm through two stages of crushing and be placed on the heap leach pad at a rate of 11,000 tonnes per day. Life-of mine gold recovery is expected to be 77%.
Greenstone Gold Property Development (formerly Trans-Canada Property)
On July 20, 2015, the Board of the general managing partnership (TCP GP Corporation) approved a name change of the partnership and itself to Greenstone Gold Mines LP and Greenstone Gold Mines GP Inc., respectively (collectively to be referred to as Greenstone Gold Mines (GGM). This name change was in recognition of the location of the Hardrock Project within the Municipality of Greenstone and in recognition of the support being received from that community and the surrounding First Nations communities.
In the second quarter of 2015, the Company spent $6.5 million ($9.5 million in the first six months of 2015) on development activities. Work progressed on all fronts with significant advancement being made towards completing the feasibility study on the Hardrock Project by late fourth quarter 2015 or early first quarter 2016. During the second quarter of 2015, GGM received the Provincial Terms of Reference for the Environmental Assessment (EA), with two amendments, and discussions were initiated with Long Lake #58 First Nation on the development of an Impact Benefit Agreement (IBA).
The resource block model for the Hardrock Project is currently being updated and a new resource estimate is expected in the third quarter of 2015.
Non-GAAP Measures
This news release contains the following non-GAAP financial measures: all-in sustaining costs, all-in costs, all-in costs including taxes and adjusted operating costs in dollars (millions) and per ounce sold, as well as cost of sales per ounce sold, capital expenditures (sustaining), capital expenditures (growth) and average realized gold price. These financial measures do not have any standardized meaning prescribed by GAAP and are therefore unlikely to be comparable to similar measures presented by other issuers, even as compared to other issuers who may also be applying the World Gold Council (“WGC”) guidelines, which can be found at http://www.gold.org.
Management believes that the use of these non-GAAP measures will assist analysts, investors and other stakeholders of the Company in understanding the costs associated with producing gold, understanding the economics of gold mining, assessing our operating performance, our ability to generate free cash flow from current operations and to generate free cash flow on an overall Company basis, and for planning and