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AA Q1 2021 Production Report
22 April 2021 Anglo American plc Production Report for the first quarter ended 31 March 2021 Mark Cutifani, Chief Executive of Anglo American, said: “Anglo American's portfolio is increasingly tilted towards future-enabling metals and minerals, with our recently proposed demerger of our thermal coal operations in South Africa moving us further in that direction. We are also making good progress in ensuring every operation plays its part towards a lower carbon world, with 100% renewable electricity supply now secured for all of our operations across Brazil, Chile and Peru. "Q1 production was at 95%(1) of normal capacity, meeting strong customer demand despite some limited constraints at certain operations due to Covid-19. Production increased by 3%(1) driven by strong performances at the copper operations in Chile, and PGMs and iron ore in South Africa, more than offsetting plant maintenance downtime at Minas-Rio iron ore in Brazil and the temporary suspension at the Moranbah metallurgical coal operation in Australia." Q1 highlights • Demerger of South Africa thermal coal operations, subject to shareholder approval on 5 May. • Renewable electricity supply agreement signed for mains power at the Quellaveco copper project in Peru. All South American operations will have 100% renewable electricity supply from 2022. • Copper production increased by 9% due to strong performances at both Los Bronces and Collahuasi. • Platinum Group Metals (PGMs) production increased by 7%, with Mogalakwena production increasing by 17% due to higher throughput and grade. • Iron ore production at Kumba increased by 10% driven by higher plant availability. • Rough diamond sales continued to improve amid midstream restocking following an encouraging holiday selling season for diamond jewellery in major global markets. -
The Diamonds Insight Report 2014
TABLE OF CONTENTS FOREWORD 1 EXECUTIVE SUMMARY 6 01 | DIAMOND INDUSTRY OUTLOOK 13 02 | THE DIAMOND INDUSTRY VALUE CHAIN — Global consumer demand 20 — Diamond jewellery retail 24 — Cutting and polishing 32 — Rough diamond sales and distribution 38 — Rough diamond production 42 — Diamond exploration 46 03 | IN FOCUS — Changing consumer preferences and the growth 52 of brands in the United States and China — The miracle of production 66 — Safeguarding the industry through technology 74 GLOSSARY 81 FOREWORD As the diamond industry evolves to respond to recent We aspire to play a leading role in helping all those consumer trends and macro-economic realities, with an interest in the industry understand how and there are new – and sometimes surprising – answers why it is evolving. For the first time, we have brought to perennial questions. What is the outlook for together our wealth of proprietary data and insight diamonds? What are the trends to watch? What do into a single report that provides our perspective on those involved in the industry – from exploration the global diamond industry in 2013/14 and beyond. to retail – need to do to ensure continued and This Insight Report is the first in an annual series, sustainable success? designed to add depth and detail to other industry De Beers, as the world’s leading diamond company, information sources and to your understanding of is uniquely placed to shed light on these questions. this multi-faceted industry. For decades, we have undertaken extensive primary The world of diamonds remains fascinating, research in the main diamond markets and across the challenging and precious. -
De Beers Debswana Enriching a Nation
De Beers Debswana ENRICHING A NATION www.debswana.com ENRICHING A NATION De Beers Debswana The world’s largest diamond producer by value, Debswana is Botswana’s largest private employer and arguably the biggest contributor to the country’s economic growth WORDS BY Will Daynes RESEARCH BY Peter Rowlston 2 [ ISSUE 83 ] BE WEEKLY BE WeeKLY [ ISSUE 83 ] DE BEERS DEBSWANA he mining industry has been an integral part of Botswana’s national H economy since the early 1990s. At “De Beers has continued to the heart of the industry for the better part of 25 years has been the country’s diamond identify ways to maximise sector, whose gem quality findings have seen the sustainable benefits Botswana solidify its position as the world’s leading producer of diamond by value. of Botswana’s natural Debswana is an important figure within this resources through the vital part of Botswana’s economy, producing in excess of 70 percent of the country’s export process of beneficiation” earnings, 30 percent of its Gross Domestic Product and 50 percent of government revenue. The originals of the company date back to 1969, when De Beers entered into a 50/50 joint obtained for its gems, is its Jwaneng Mine, venture with the government of Botswana to which became fully operational in August unlock the country’s rich diamond resources. 1982, when it was officially opened by the The joint venture, Debswana, is now the largest then President of Botswana. Currently being non-government employer in the country, mined to a depth of 350 metres, the resource employing approximately 6,300 people, itself consists of three separate volcanic 93 percent of them local. -
Rockslopes PRELIMS
THE SOUTH AFRICAN INSTITUTE OF MINING AND METALLURGY SYMPOSIUM SERIES S44 Stability of rock slopes in open pit mining and civil engineering situations THE SOUTH AFRICAN INSTITUTE OF MINING AND METALLURGY JOHANNESBURG 2006 SAIMM PUBLICATIONS THE MONOGRAPH SERIES Ml Lognormal-De Wijsian Geostatistics for Ore Evaluation (2nd ed. 1981) D.G. Krige M2 An Introduction to Geostatistical Methods of Mineral Evaluation (2nd ed. 1981) J.-M.M. Rendu M3 Principles of Flotation (1982) (3rd imp. 1986) Edited by R.P. King M4 Increased Underground Extraction of Coal (1982) Edited by C.J. Fauconnier and R.W.O. Kersten M5 Rock Mechanics in Mining Practice (1983) (3rd imp. 1986) Edited by S. Budavari M6 Assay and Analytical Practice in the South African Mining Industry (1986) W.C. Lenahan and R. de L. Murray-Smith M7 The Extractive Metallurgy of Gold in South Africa, 2 volumes (1987) Edited by G.G Stanley M8 Mineral and Metal Extraction — An Overview (1994) L.C. Woollacott and R.H. Eric M9 Rock Fracture and Rockbursts—an illustrative study (1997) Edited by W.D. Ortlepp THE SPECIAL PUBLICATIONS SERIES SPI Proceedings, Underground Transport Symposium (1986) Edited by R.C.R. Edgar SP2 Backfill in South African Mines (1988) SP3 Treatment and Re-use of Water in the Minerals Industry (1989) SP4 COREX Symposium 1990 (1990) Edited by H.M.W. Delport and P.J. Holaschke SP5 Measurement, Control, and Optimization in Mineral Processing (1994) Edited by H.W. Glen SP6 Handbook on Hard-rock Strata Control (1994) A.J.S. Spearing SP7 Rock Engineering for Underground Coal Mining (2002) J. -
“Non‐Managed Operations and Jvs” 1 Anglo American Debswana
“Non‐Managed Operations and JVs” Q1: 4 contiguous tailings dams Q6: The dam has been dormant since 1998 to March 2019. currently depositing temporarily from April 2019 until June 2019 (awaiting Orapa FRD3 completion). One paddock is currently Orapa Plant 1 Old Debswana Diamond Government of Botswana; De Beers Group Orapa‐‐21.296039, No, See Q20 for more No, See Q20 for more Anglo American Technical Standard (AA TS Yes, Yes, See Q20 for more Yes, Yes, See Q20 for more being used temporarily (sufficient freeboard) and the other 3 paddocks are full. Slimes dam operating manual available (no design) 1 Anglo American De Beers Botswana Orapa Slimes dams (A, B, C, D Non‐operated JV Active 1971 Upstream 16 28.8 28.9 2018 Minor No Both No Company of Companies 25.379076 information information 602 001) information information Q12: Design reports are not available paddocks) Q18: Conceptual only Q19: Plan in place in line with Anglo American's Long‐term Sustainable Mining Plan. Q6: Deposition was recently stopped Q15: FRD1 experienced signs of stress between 2002 and 2003. Engineers deemed it unsafe to continue operating at the time and recommended a new emergency dam, FRD2. The dam remained dormant from 2004 until 2016, after results of the stability analysis indicated that it could be recommissioned only after implementing some remedial work on it. 2019 Stability Debswana Diamond Government of Botswana; De Beers Group Orapa‐‐21.296039, Anglo American Technical Standard (AA TS Yes, 2016, See Q20 for Yes, Yes, See Q20 for more Yes, Yes, See Q20 for more analysis has shown low FoS, which are currently under further investigation. -
De Beers - Wikipedia
6/23/2020 De Beers - Wikipedia De Beers De Beers Group is an international corporation that specialises in diamond exploration, diamond mining, diamond retail, diamond De Beers Group trading and industrial diamond manufacturing sectors. The company is currently active in open-pit, large-scale alluvial, coastal and deep sea mining.[4] It operates in 35 countries and mining takes Industry Mining and trading place in Botswana, Namibia, South Africa, Canada and Australia. of diamonds From its inception in 1888 until the start of the 21st century, De Beers controlled 80% to 85% of rough diamond distribution and was Founded 1888 accused of being a monopoly.[5] Competition has since dismantled Founder Cecil Rhodes the complete monopoly, though the De Beers Group still sells London, United [6] Headquarters approximately 35% of the world's rough diamond production Kingdom through its global sightholder and auction sales businesses.[7] Area served Worldwide The company was founded in 1888 by British businessman Cecil Key people Mark Cutifani Rhodes, who was financed by the South African diamond magnate (Chairman) Alfred Beit and the London-based N M Rothschild & Sons bank.[8][9] Bruce Cleaver In 1926, Ernest Oppenheimer, a German immigrant to Britain and (CEO) later South Africa who had earlier founded mining company Anglo Products Diamonds American with American financier J.P. Morgan,[10] was elected to Diamond marketing the board of De Beers.[11] He built and consolidated the company's Services and promotion global monopoly over the diamond industry until his death in 1957. During this time, he was involved in a number of controversies, Revenue $6.08 billion including price fixing and trust behaviour, and was accused of not (2018)[1] releasing industrial diamonds for the U.S. -
De Beers Group
BY THE AUTHORITY OF THE COUNCIL De Beers Group IS A CERTIFIED MEMBER OF THE Responsible Jewellery Council CERTIFIED MEMBER: 0000 1452 CERTIFICATION PERIOD: 13 OCTOBER 2018 – 13 OCTOBER 2021 DAVID BOUFFARD IRIS VAN DER VEKEN Chairman Executive Director Responsible Jewellery Council Responsible Jewellery Council Certification Scope De Beers UK Limited, various locations, UK - CHQ, financial, administrative, marketing, e-commerce, research and technology facilities; De Beers Auction Sales, Antwerp, Belgium & Central, Hong Kong & Mumbai, India & Ramat Gan, Israel & Downtown Core, Singapore – Diamond Trading office; De Beers Global Sightholder Sales, Gaborone, Botswana & Dubai, UAE – Diamond Trading and Marketing offices; De Beers Sightholder Sales South Africa, Kimberley, South Africa - Diamond sorting, trading and marketing office; Namibia Diamond Trading Company (Pty) Ltd, Windhoek, Namibia - Diamond sorting, valuations, trading, administrative and HR facilities; DTC Botswana (Pty) Ltd, Gaborone, Botswana - Diamond sorting, valuations, finance, administrative and human esourcer offices; De Beers Canada Inc., Gahcho Kue Mine, Yellowknife, Canada & Victor Mine, James Bay Lowlands, Northern Ontario, Canada – Exploration, administrative, financial, CHQ and mining facilities; De Beers Consolidated Mines, Venetia Mine, Limpopo Province & Voorspoed Mine, Kroonstad, South Africa – Exploration, administrative, finance, conservation, research, CHQ and mining facilities; Debswana Diamond Company (Pty) Ltd, Jwaneng Mine, South Central Botswana – 100m -
A Review of Debswana‟S Performance Pre and Post the Acquisition of De Beers Shares by Anglo American Plc
A review of Debswana‟s performance pre and post the acquisition of De Beers shares by Anglo American plc. Khumo Mothulatshipi A research report submitted to the Faculty of Engineering and the Built Environment, University of the Witwatersrand, in partial fulfillment of the requirements for the degree of Master of Science in Engineering. Johannesburg, 2015 Declaration I declare that this research report is my own unaided work. Where work of other authors has been used, it has been duly acknowledged. It is being submitted for the Master of Science in Mining Engineering to the University of the Witwatersrand, Johannesburg. It has not been submitted before for any degree or examination to any other university. ………………………………………………………………. Signature …………… day of ……………………year ………………………………….. i Abstract The minerals industry has in the last decade witnessed volatility, uncertainty, complexity and ambiguity (VUCA). The diamond industry has not been immune to these challenges. These challenges coincided with the decision of the diamond mining family in 2011 to opt out of De Beers after approximately a century of being in control by selling their 40 % stake to Anglo American plc (AA) which already had 45 % stake in De Beers. This transaction increased Anglo American plc‟s stake in De Beers to 85% thus joining venture with the Government of the Republic of Botswana (GRB) under an already existing entity called Debswana. Botswana has been hailed as a beacon of success and a model African state both politically and economically mainly due to its effective management of economic proceeds generated mainly through Debswana diamonds. Something that might be seen as a possible threat to this economic stability is the merger and acquisition (M&A) between the GRB and AA. -
Debswana Diamond Company and the Government of Botswana: an HIV/Aids Public-Private Partnership Programme
African Natural Resources Center African Development Bank Debswana Diamond Company and the Government of Botswana: an HIV/Aids public-private partnership programme A CASE STUDY Case study Botswana’s HIV/AIDS public-private partnership programme 2 table of contents Case study Botswana’s HIV/AIDS public-private partnership programme 3 Index 4 Preface 7 Introduction 7 Public-private partnerships 8 Health sector in Botswana 9 The HIV/AIDS epidemic in Botswana 11 Public policy and the strategic decision to collaborate 11 The Debswana Strategic Partnership 14 The collaboration and alignment with the government 17 Impact 20 Lessons learnt 22 The HIV/AIDS programme sustainability 22 Challenges 23 Policy considerations for other countries 23 Lessons for other countries 26 Bibliography Figures 9 Figure 1: Accumulated mineral revenues and public investment (real) 12 Figure 2: Country map showing locations of Debswana mines 14 Figure 3: Organisational chart of institutional arrangements 18 Figure 4: National ARV program 19 Figure 5: Productive time lost due to illness at all sites, 2002 - 2015 19 Figure 6: Ill health retirements from all operations, 2002 - 2014 20 Figure 7: Summary of deaths in service at all operations, 2002 - 2015 Case study Botswana’s HIV/AIDS public-private partnership programme 4 Preface The African Development Bank established the African Natural Resources Center as a non-lending entity aimed at building the capacity of member governments in the region to manage natural resources, whether renewable (fishery, forestry, land and water) or non-renewable (minerals, oil and gas). As part of its mandate, the center benchmarks experiences from other regions and supports African governments in performing their custodial obligations by collaborating with regional institutions, the private sector, civil society organizations and donors. -
Annual Report 2017
ANGLO AMERICAN PLC AMERICAN ANGLO ANNUAL REPORT 2017 ANNUAL REPORT 2017 REPORT ANNUAL BUILDING ON FIRM FOUNDATIONS DELIVERING A SUSTAINABLE FUTURE INTRODUCTION BUILDING ON FIRM FOUNDATIONS DELIVERING A SUSTAINABLE FUTURE In 2017, Anglo American’s centenary year, our relentless focus on driving cost and productivity efficiencies through the operations, and on continuing to upgrade the quality of our portfolio, resulted in a step-change in operational performance and profitability. Our ability to maintain strict capital discipline and drive down net debt has substantially restored our balance sheet. In 2018, we expect to continue strengthening the balance sheet to ensure sufficient flexibility through the cycle – with our focus on further improving operational performance and consistent cash flow generation. We will build on the firm foundations we have put in place – considering the appropriate balance between cash returns and value accretive growth options from within our substantial undeveloped mineral endowment. As we look forward to our next 100 years, we aim to lead in an industry that remains vital to the development of modern society. With our innovative approach to sustainability and the application of technologies to reduce the physical impacts of mining, our goal will be – as it always has been – to deliver value to all our stakeholders and continue to make a real and positive difference. ANNUAL REPORT 2017 BUILDING ON FIRM FOUNDATIONS FOR A SUSTAINABLE FUTURE 3 1 Throughout the Strategic Report we use a range 2 of financial and non-financial measures to assess our performance. A number of the financial measures, including underlying earnings, underlying EBIT, underlying EBITDA, underlying earnings per share, net debt, attributable return on capital employed (ROCE) and attributable free cash flow are not defined under IFRS, so they are termed ‘Alternative Cover images 2. -
News Release
NEWS RELEASE 15 February 2013 Anglo American announces underlying EBITDA(1) of $8.7 billion and underlying operating profit(2) decrease to $6.2 billion Financial results driven lower by commodity prices in weak global economic conditions (2) • Group underlying operating profit of $6.2 billion, decreased by 44% (3) • Underlying earnings of $2.8 billion and underlying EPS of $2.26 • Following one-off impairments, loss attributable to equity shareholders of $1.5 billion (4) (5) • Net debt of $8.6 billion at 31 December 2012 (pro forma net debt of $9.3 billion) Safety • It is regrettable that 13 employees lost their lives in work related incidents – safety programmes continuing to drive for zero harm with 70% reduction in fatalities since 2006 • 48% improvement in lost time injury frequency rate since 2006 Disciplined capital allocation • Aiming to maintain a strong investment grade rating, with the Board’s commitment to sustain the rebased dividend and return surplus cash to shareholders • Final dividend increased by 15% to 53 US cents per share, bringing rebased total dividends for 2012 to 85 US cents per share, a 15% increase Impairments recorded and Platinum review proposals announced • Minas-Rio project cost and schedule review confirms FOOS end of 2014 and $8.8 billion expected capital expenditure (including $0.6 billion contingency) – $4.0 billion post-tax impairment • Platinum industry currently facing challenging economic conditions- $0.6 billion post tax impairment in 2012 on projects. Platinum proposed restructuring to create a -
De Beers in Botswana Site Visit – November 2016 Partnership Between Botswana and De Beers Is Mutually Beneficial
DE BEERS IN BOTSWANA SITE VISIT – NOVEMBER 2016 PARTNERSHIP BETWEEN BOTSWANA AND DE BEERS IS MUTUALLY BENEFICIAL The De Beers Group of Companies 1 1 CUMULATIVELY, THE LAST THREE YEARS HAVE SEEN THE STRONGEST DIAMOND JEWELLERY DEMAND EVER, DESPITE SOME WEAKER CONDITIONS IN H2 2015 GLOBAL TOTAL 2009-2015 CAGR 4% The De Beers Group of Companies 2 2 Source: The Diamond Insight Report 2016, De Beers CONSOLIDATED ROUGH DIAMOND SALES TO Q3 2016 UP 39% (AFTER A WEAK H2 2015) 700 Cycle 3 600 666 Cycle 4 Cycle 7 Cycle 2 636 639 617 Cycle 5 Cycle 1 564 500 545 Cycle 6 528 Cycle 8 494 Cycle 9 400 470 (P) 300 Cycle 10 200 (2015) 248 100 0 US$ million H1 2016: 3,028The De Beers Group of Companies H2 2016 TO CYCLE 9: 2,131 3 (H1 2015: 2,748) (H2 2015: 1,381) 3 OUR FIVE KEY AREAS OF FOCUS 1 Enduring partnerships 2 Implementation of the operating model to optimise cost and productivity 3 Innovation across the pipeline 4 Tailored consumer propositions 5 Attractive portfolio – profitable growth options The De Beers Group of Companies 4 4 THE RIGHT PEOPLE IN THE RIGHT PLACES DOING THE RIGHT THINGS The De Beers Group of Companies 5 5 YOUR VISIT: GSS AND JWANENG ARE UNIQUE AND VALUABLE ASSETS Global Sightholder Sales Debswana: Jwaneng Mine Key facts Key takeaways Key facts Key takeaways • Relocated from London to • World’s leading rough • Originally incorporated as De • Jwaneng is the world’s Gaborone in 2013 diamond facility Beers Botswana Mining most valuable • Sells 90%, by value, of De • Underpins ability to Company in 1969 diamond mine Beers production achieve optimum price • 50/50 JV between GRB & De • Large resource/long • Sells to 85 of the world’s as part of integrated Beers life/low cost leading diamond distribution system • Profit share (pre-tax) 80.8% • Produces c.12m companies • Additional value captured GRB:19.2% De Beers carats p.a.