Anglogold Ashanti PLC (AU) 2020 Q2 法說會逐字稿

Good day, ladies and gentlemen, and welcome to AngloGold Ashanti's 2020 Midyear Results Presentation. (Operator Instructions) Please note that this conference is being recorded.

I'd now hand the conference over to Mr. Stewart Bailey. Please go ahead, sir.

Thanks, Judith, and welcome, everybody, to our first half results conference call. Thanks for making the time. You have Kelvin, Christine, Ludwig, Sicelo and Graham on the call to run you through all aspects of the business and our performance for the first half.

Before we start, as usual, I would like to direct you to the safe harbor statement at the front of the presentation, which contains important information, particularly about forward-looking statements that may be made. I do urge you all to read it if you have -- when you have a moment.

Without any further ado, I'm going to hand over to Kelvin. Kelvin?

Well, thank you very much, Stewart, and welcome, everyone.

To start, our overall objective is to safely deliver better quality production aimed at widening margins, extending mine lives and improving the portfolio. The current health crisis does not change that. We're committed to maintaining discipline in the current gold price environment, with emphasis on further deleveraging the balance sheet, progressing the ongoing divestment processes, enhancing margins, growing ore reserves and ramping up Obuasi to commercial production.

And importantly, we'll work to maintain and strengthen our license to operate through effective ESG practices, as demonstrated in our ability to mobilize quickly and effectively to support the global fight against the COVID-19 pandemic.

On the safety front, regrettably, there was 1 fatality in the second quarter, which occurred at Obuasi. An employee was fatally injured in a heavy mobile equipment-related incident. And then subsequent to the quarter's close, a security guard from Obuasi passed away on July 8 as a result of injuries sustained in a light vehicle accident. These incidents were difficult for us and hard reminders of the incredible work and attention required to achieve zero harm at our operations. We're going to intensify our efforts to eliminate injury from the workplace, maintaining our safe production strategy, which aims toward our overall goal of zero harm.

The company delivered a solid production and financial performance for the first half of the year. The performance was supported by an especially strong second quarter at Geita, Serra Grande as well as steady production from Kibali, Iduapriem, Tropicana and AGA Mineração. It's pleasing to report production improvements quarter-on-quarter at Sunrise Dam, Siguiri and Cerro Vanguardia. The Obuasi redevelopment project continued to ramp up, delivering a 63% quarter-on-quarter increase in production despite COVID-19-related delays.

COVID-19-related stoppages overall impacted about 85,000 ounces of production during H1, predominantly in South Africa. All-in sustaining costs rose 3% year-on-year to $1,031 per ounce, of which $52 per ounce was related to the COVID-19 impacts. All-in sustaining costs would have been sub $1,000 an ounce if it weren't for that.

Cash flow was robust, demonstrating significant leverage to the rising gold price. Free cash flow before growth capital, the metric on which our dividend is calculated, almost quadrupled year-on-year to $324 million. Net debt continues to fall and was down 18% year-on-year to $1.43 billion. Leverage also continues to improve with net debt-to-EBITDA of 0.67x and very positive to see this continued downward trend.

Turning to margins. The all-in sustaining cost margin grew to a healthy -- grew -- yes to a healthy 37% compared to 28% on average last year. There's room for that to widen much further, particularly given where the spot prices have been in recent days. From a capital allocation standpoint, our strategy and clear approach to managing capital remains unchanged and continues to serve the company well, including as we manage through the pandemic.

Next slide. COVID-19 has certainly posed some challenges to the business. Thankfully, we've been able to adjust while doing our part to contribute to the global effort to stop the spread of the virus. As flagged with our Q1 results, we saw temporary stoppages during March and April at the South African assets, Cerro Vanguardia and at Serra Grande. All of these assets are now back to operating at or near their normalized levels of production.

At Mponeng following the detection of the first positive COVID-19 cases, we opted to voluntarily halt operations on May 24 in order to facilitate contact tracing and to, again, deep clean and sanitize the workplace and key infrastructure. The mine has since resumed operations on June 1, in fact, and is currently in the process of ramping up to 100% capacity.

While COVID-19 has presented a monumental challenge, it's also proven our capabilities. We witnessed the strength of local participation at the assets. Globally, we've collaborated more closely with governments and host communities, and our diverse portfolio has supported us during the suspensions. This is all a testament to the quality of our people on the ground and the business overall and everyone's commitment to our values.

As you can see from this slide, AngloGold Ashanti has stepped up our humanitarian efforts across all of our host countries, working alongside governments and local communities to stop the spread of COVID-19. There's more work to be done, but I'm proud of the approach and the contributions we've made from the ground level up in every country where we operate.

We continue to make steady progress in executing the strategy during the first half despite the disruptions caused by the rapid spread of COVID-19. The sale of the South African assets as well as Sadiola are close to being concluded. There have been some delays against the backdrop of COVID-19, however, we're confident the transactions will close soon. The Obuasi redevelopment project, which Graham is on and will talk to you later, it continues to advance in line with its revised schedule for ramp-up in early 2021. The investments in exploration and ore reserve developments and exploration aimed at improving operating flexibility and increasing reserves also made good headway.

The operations generated robust cash flows, allowing for further debt reduction. And we continue to advance feasibility studies at the Gramalote JV, together with our partner, B2Gold, and Quebradona while we pursue greenfield options.

So in summary, the business is in great shape. It's poised to improve further in their strong gold price environment. And with that, I'll hand over to Christine to cover the financials.

Thanks, Kelvin, and good day, everyone. You'll see we've delivered another solid operational and financial performance for the half year. We've achieved this despite the impact of COVID-19-related suspensions, which straddled the latter part of Q1 and the front end of Q2 for certain of our operations. There was also a more prolonged impact on Mponeng, which operated at 50% capacity for a longer period, but is now in the process of gradually ramping up to full operational capacity. Despite the accounting treatment of our South African portfolio as a discontinued operation, we'll continue to talk to the group as a whole which makes year-on-year comparisons easier.

Production for the first half was 5% lower year-on-year, while cash costs were up only 2% and all-in sustaining costs were 3% higher. Excluding the COVID-19 impacts, production would have been flat on last year. The stronger gold price, which was up 26% for the first half as well as weaker operating currencies helped us deliver a 59% improvement in adjusted EBITDA and a 76% increase in cash flow from operating activities to $604 million.

But our cash generation was the real star over the period, with all of the regions making strong contribution. Free cash flow generation, which is after all outgoings, came in at $177 million for the half year, with $173 million of that figure in Q2 alone. That performance is a vast improvement on the $31 million outflow over the first half of last year and was due to the improved gold price, working in tandem with a steady production result. The sheer cash flow potential of the business is especially clear when you consider that our free cash flow results came in even as we invested $93 million in the Obuasi redevelopment project over the period. We also saw higher tax payments and the continued cash lockup in the DRC. We received $54 million in dividends from Kibali during the first half, and our attributable share of the in-country cash balances have grown to $293 million at the end of June.

It's important to note that this cash is available for use at the site if needed. Our partners at Barrick continue to have constructive engagements with the DRC government on the issue. They have received confirmation that the cash can be used to pay dividends or repay shareholder loans to the joint venture and are in the final phase of obtaining the approvals to transfer the funds.

We've invested $147 million in growth CapEx for the half year, which included spend for Obuasi, as I mentioned previously, as well as $29 million for the Quebradona feasibility study, $19 million for Tropicana Boston Shaker project and $4 million for Gramalote. The negative working capital movements were related mainly to Argentinian export duty, the additional buildup of ore stockpiles and consumable inventories to mitigate COVID-19 impacts. We also saw gold-in-process buildups at the Obuasi plant and at Siguiri. There's, of course, the matter of outstanding VAT in Tanzania, which was $131 million at the end of the period, an increase of $15 million over the 6 months.

These negative moves were partially offset by gold refining proceeds received in January for the Brazil operation from gold produced at the end of last year. On the 1st of July, the Finance Act became effective in Tanzania. This new law effectively allows for the recovery of VAT refunds from July 2020 onwards, effectively confirming that VAT receivables are due from July from the 2017 year.

In the DRC, we had $71 million in VAT lockup, a $6 million increase from Q1 to Q2. We saw a temporary suspension of VAT offsets against taxes, which has since continued through Q1, but these resumed again in Q2.

Moving on. Our diverse global portfolio and our proactive management of our balance sheet over several years have together given us excellent flexibility during what remains an uncertain time. When it comes to debt, we continue to believe that less is more. The current market provides us an excellent opportunity to continue our self-funded program of debt reduction all without issuing equity. Our strong cash flows enabled us to lower our debt position by 18% or $311 million below where it was at the end of last year and all while we self-fund Obuasi and the other exciting growth initiatives in our pipeline.

We ended June with adjusted net debt of $1.4 billion, which is now down to 0.67x, let me repeat that. It's down to 0.67x, the adjusted -- to adjusted EBITDA generated by the business. That's well below our target of 1x through the cycle. We see this taking another significant step down over the course of the year, with the very strong gold price and proceeds from asset sales, accelerating the overall deleveraging process.

Our liquidity is also very strong and has been a central peg of our COVID-19 response as we've planned for the longest possible liquidity runway in order to effectively manage any disruption, whilst also taking care of our people throughout. You saw us make a full drawdown on our $1.4 billion RCF facility in late March. We used a portion of those funds to repay the $700 million bond redemption in mid-April, and we've kept the balance in our treasury as a buffer against any future uncertainty.

As we looked at the early spread of COVID-19 and the disruptions that were caused by the whole industry shutdowns and also broader lockdowns, we took the step in April of fostering (inaudible) with a 1 year (inaudible) credit facility. This can be extended (inaudible) discretion. When you put that all together, we closed the half year with $1.3 billion in cash and with our total liquidity at around $2.5 billion. Our credit ratings are unchanged, with investment-grade ratings from Moody's and Fitch and a sub-investment grade rating from S&P, all have a stable outlook.

Moving on to the cost performance on Slide 14. As we look to our cost performance year-on-year, our cash costs increased by 2% to $810 an ounce. Of course, we saw some strong tailwinds, including $58 an ounce from weaker currencies and also higher volumes at Geita and Siguiri, which gave us around $28 an ounce benefit. These 2 factors together more than offset inflationary pressures that we've seen across the emerging economies that we operate in, particularly in South Africa where inflation was 7% and Argentina where inflation was 38%.

But there are also headwinds, including lower grades, with an impact of $104 an ounce and higher royalty costs, which cost around $15 an ounce. All-in sustaining costs during the half year rose 3% to $1,031 an ounce. It's worth noting that these all-in sustaining costs for the half year would have been $53 an ounce lower than what we reported, were it not for the COVID-19 impacts on our operations. These COVID-19 impacts comprise $43 in (inaudible) opportunity cost of impacted production and another $10 an ounce direct impact of additional costs incurred by the operations, including direct support to local communities.

Moving on to Slide 15. While we are well placed to manage through this period both from a portfolio and balance sheet perspective, the fact remains that there is little certainty for anyone on how severe this outbreak will be in the medium term or what additional measures will need to be put in place by our host governments to combat the pandemic. As you know, we took account of the prevailing uncertainty when we withdrew our guidance on 27 March. In addition to the COVID-19 losses I've spoken about, in the first half, we expect to see another 40,000 ounce impact in H2 with a commensurate effect on costs. Assuming no further significant deterioration, we remain on track to meet the original guidance range set in February this year, with COVID estimated to impact annual production by 3% to 4%, and at this stage, with the biggest impact at our South Africa and Obuasi operations.

In line with past trends, production is weighted to the second half of the year, with Obuasi expected to, notwithstanding COVID-19 challenges, to continue to ramp up through the course of the year. It goes without saying that the timing of the closure of the sale of the South African assets and Sadiola will dictate the impact to production, net debt and other metrics. We are still seeing the cost benefits of lower oil prices, primarily in Continental Africa and from weaker local currencies.

On the other side of the coin, there are COVID-19 impacts, including occasional temporary operational suspensions and disruptions as well as adjustments to accommodate social distancing. There are also costs related to the interventions that provide flexibility and reduce costs across our operations. These include additional logistics costs relating to transporting gold, increasing stocks of critical consumables, quarantine and testing arrangements, additional facilities and infrastructure and ore stockpiling strategies. We expect all-in sustaining costs to increase in the second half on the back of our higher sustaining CapEx, which is mainly related to our program to increase ore reserve development and underground drilling across our operations. This is a key part of our strategy to improve operating flexibility and extend mine lives.

Growth capital for the year remains between $280 million and $320 million, $262 million of that relates to Obuasi, while $40 million is budgeted for the feasibility study at Quebradona, $8 million for Gramalote and $28 million for Boston Shaker. In short, we are in a catalyst-rich phase with the stronger second half production and our exceptional leverage to a record gold price set to drive debt down still lower. This will also drive an increased dividend based on our existing formula of 10% of free cash flow pre-growth capital. Our balance sheet will get another big boost when we receive the proceeds from our asset sales and work through our cash lockup in the DRC and Tanzania. We'll also be driving hard to manage our costs down and to capture as much of this increased margin as possible as we maintain a clear, disciplined posture.

I will now hand over to Sicelo to cover the Africa region. Thank you.

Thanks, Christine, and good day to everyone. Let's take a high-level look at the Africa operations. In Continental Africa, the region produced 773,000 ounces at an all-in sustaining cost of $865 an ounce compared to 711,000 ounces at an all-in sustaining cost of $932 an ounce in 2019. This is a strong statement to our operational excellence drive and efficiency improvements despite the COVID-19 impact felt across the group, particularly in the second quarter. The region generated free cash flow of $266 million during the period compared to $98 million during the same period of last year.

We delivered a solid production performance for the first half of the year, supported by especially strong second quarter performances from Geita as well as steady production performances from Kibali and Iduapriem. We continue to see encouraging results from Siguiri, while the Obuasi development project continues to ramp up, delivering a 63% quarter-on-quarter increase in production despite COVID-19-related delays.

At Geita, the production performance was boosted by a 26% increase year-on-year. This was a result of higher grades and throughput levels when compared to the same period in 2019. You will recall that last year, we had a major planned shutdown at Geita on the ball mill. During the second quarter, Geita achieved an all-in sustaining cost of $621 an ounce, the lowest unit cost production since 2014 as a result of a 55% reduction in open pit tonnes mined at Nyankanga as Cut 8 nears completion and, of course, the higher production, as mentioned.

Kibali recorded another solid performance, although the lower production was a result of processing lower-grade material from the Sessenge and KCD pits.

Iduapriem strong performance was underpinned by an increase in grade due to mining higher-grade ore from Block 7 and 8, in line with the mining plan.

At Siguiri, whilst production was lower year-on-year, it is encouraging to report that on a quarter-on-quarter basis, Siguiri's production improved by 4% as the operation addresses the processing challenges from treating harder fresh rock material through the plant.

We saw lower recoveries as a result of higher carbon content of the ore treated from the Kami Pit, which negatively affected gold extraction from the ore. This was particularly resolved by intensifying the use of reagents. However, this has put some short-term pressure on costs.

We have seen a 23% improvement in throughput, which is consistently above the design rate of 33,500 tonnes per day. The fines and clay material challenges in the crusher plant have been mitigated by offload changes and stockpiling of hard ore for blending during the wet season. As a result, we are better prepared than we were last year. The crusher plant has also exceeded its ratings, allowing the sites to effectively process hard ore in excess of the 50-50 design ratio target.

We reported in Q1 that the test work confirmed that the transitional and fresh material from the Kami, Bidini and Tubani pits contained carbonaceous material, which has had a detrimental effect on metallurgical recovery due to it being preg-robbing in nature. We have a specialist team on the ground working through the issues, and we will continue to see progressive improvements through the year. However, COVID-19 has pushed out our time lines by 3 months, resulting in the delay in delivery of critical items. As a result, the recovery improvement project will continue well into the second half of the year. Since flooding issues at Siguiri last year, the initiatives we put in place to resolve the challenges are showing progress, but we do recognize there is more work that needs to be done.

Moving on to South Africa. The region produced 146,000 ounces at an all-in sustaining cost of $1,279. Production was lower year-on-year, mainly due to lockdown regulations imposed related to COVID-19. Including the voluntary suspension of mining following the detection of positive COVID-19 cases among the mine's workforce, production impact for the half year was 55,000 ounces. We've only resumed operations on the 30th of April, ramping up to 50% production capacity by mid-May. The initial lockdown resulted in the loss of 25 production shifts.

Subsequent to quarter end, the South African mining industry began recalling foreign-based mineworkers to South Africa. Approximately 98% of AngloGold Ashanti's foreign-based employees have returned to South Africa and underwent a mandatory 14-day quarantine before being redeployed to the company's operations.

Mponeng is in the process of gradually ramping back to full operational capacity, excluding higher-risk vulnerable employees. Despite these impacts, the region generated about $35 million in free cash flow for the period.

Moving on. Geita will continue its underground drilling program, which has shown success at both Nyankanga and Star & Comet. At Nyankanga underground, we have successfully converted blue sky and inferred material to indicated resources. In terms of ORD, we were successful in creating 24 months ahead with a high confidence mining areas ready to be mined. We have increased our ORD expenditure by 13% compared to last year with a commensurate 16% increase in metals developed.

Recall that last year, Geita added 640,000 ounces of reserves at Nyankanga and Star & Comet due to accelerated exploration activities. Current year activities are expected to replace ounces mined in excess of depletion for the third consecutive year. Drilling to date shows prospective drill intercepts with significant down planned opportunities. Star & Comet is also another good example that once we enter an underground project, we continue to expand development and drilling. All the orebodies we have developed to date indicate that they are open at depth.

As we look to further unlock our endowment potential within the lease area, we are testing promising open pit targets at [Bina Male Limo] area. We flagged in the first quarter that the government of Tanzania has granted consent and issued the mining permit for Geita Hill underground project, which will be a significant contributor to the future of the operation going forward. This approval is a significant step forward and will unlock an estimated 1/3 of the underground mineral resource. At Geita, our target is to consistently have a minimum of four years of reserves ahead of us as the right balance between development and ore extraction.

On the exploration front, at our other sites, we are focusing on identifying and increasing reserves there as well. Infill drilling results at Siguiri block, 2 satellite areas have confirmed a viable pit design for Saraya and Foulata that looks to provide additional ore sources to further complement the new plant. We are also accelerating near mine infill drilling to test for additional hard rock between -- beneath current pits of Kami, Tubani and Pidini. At Iduapriem, the drilling continues along the extensions of the rift and other satellite targets of Block 1 and Block 5 extension. At Kibali, ongoing brownfield and greenfield exploration opportunities also bode well for the mine to replace its reserve depletion again this year.

Heading on to the next slide. The key focus areas for the Africa region for the remainder of this year and into next year are to continue to intensify focus on safety and health practices; to maintain solid performances at Geita, Iduapriem and Kibali; to accelerate the CIL recovery improvement project at Siguiri; to maintain focus on increasing ORD and increasing mineral resource to ore reserve conversion; to proactively manage supply chains and work with host communities and governments to prevent the spread of COVID-19. And so far, the team on the ground has performed very well under an unprecedented pandemic of COVID-19.

In conclusion, we remain focused on improving margins, managing our risk profiles and instilling the culture of learning and improvement across our sites.

With that, I would like to hand over to Ludwig. Thank you.

Thank you, Sicelo, and good day, everyone. The international operations had a demanding start to the year, including COVID-19 temporary mine suspensions in Brazil and Argentina, along with the heaviest rains that have fallen in Brazil over the past hundred years. Our focus has been on managing the impact of COVID-19 and the well-being of our people and performance of our assets. And I'm extremely pleased to note that this approach resulted in the international operations delivering a solid second quarter. Unfortunately, COVID-19 infections continue to escalate at an alarming rate in Brazil. We will continue to do everything possible to manage the pandemic, including continuing with strict hygiene and social distancing measures, supported by rigorous testing, screening, monitoring and isolation of high risk groups when necessary.

On safety, I'm pleased to report that our year-on-year lost time and all-in injury frequency rate have continued to show strong improvement, although there is no room for complacency.

Looking at gold production, the Americas delivered 290,000 ounces, noting that AGA Mineração was 30% lower year-on-year at 153,000 ounces. This drop was primarily due to the introduction of new underground support standards and the revised mining sequence at Cuiaba, which was necessary to address the fall of ground resulting from the deteriorating ground conditions as reported last quarter. The new standard includes additional meshing, which has slowed development and delayed access to higher grades in the mine deeper orebody.

On a positive note, Cuiaba has had a strong start to the third quarter, achieving records in contracted development in both April and May, which will be the key to improving operational flexibility and performance. In addition to -- in addition, Corrego do Sitio complex was negatively impacted by the one in a hundred year rains, which hampered mining in the Rosalino open pit and [heap leach] operations.

Staying in Brazil, the Serra Grande mine was temporarily suspended due to the COVID-19 lockdown on March 26 and restarted shortly afterwards on April 3 with strong support from the local municipality. This stoppage, along with the delay in obtaining an environmental license for the higher-grade open pit, understandably, has resulted in a lower year-on-year production. However, Serra Grande has performed well in the second quarter, with production increasing 50% quarter-on-quarter with the processing plant setting a new monthly record for throughput in June.

Moving to Argentina. Cerro Vanguardia delivered a resilient production performance in the second quarter despite the temporary suspension due to COVID-19 from March 20 to April 6. We restricted (inaudible) until the restart (inaudible) on the 19th of April and underground mine on May 10. Despite these challenges, including a 14-day quarantine period for staff from other provinces, CVSA delivered 92,000 ounces of gold, which is 15% lower year-on-year, but completely in line with the life-of-mine plan.

The Australian operations maintained a business as usual approach to COVID-19, complying with all the governmental protocols and adopting the required routines. Gold production at 261,000 was lower year-on-year due to the lower production from Tropicana, which was expected, as the mine completed grade streaming last year. The new management team at Sunrise Dam delivered gold production in line with plan, supported by strong performances in exploration drilling and development, which I will discuss later in my presentation.

Gold production at Tropicana was 144,000 and reflects the planned 20% year drop -- year-on-year drop as we introduce lower-grade ore from our stockpiles and started waste stripping at the Havana 1 cutback. The impact of treating stockpiles resulted in the all-in sustaining cost being markedly higher year-on-year, although this was partly mitigated by operational improvements, including higher mill throughput. I'm also delighted to report that the development of Tropicana's new Boston Shaker underground mine remains firmly on track.

Moving to Slide 22. The first production stope at the Boston Shaker underground mine was successfully fired in June, and all key underground infrastructure has been completed on schedule. The mine's first remote loader has been commissioned, and we added the third jumbo drill to accelerate development, which will increase the levels of developed stocks and create more flexibility. The project is on schedule to achieve commercial production in the second half of 2020.

Returning to Sunrise Dam. The key area of focus is to deliver development needed to create neutral platforms, which will allow us to increase our knowledge of the orebody. I am extremely pleased to report that new records were set in May for the monthly lateral development and confirm that we are now drilling several exciting targets close to infrastructure. This includes Frankie, Hammerhead, Sunrise North and the Carey Shear. The Vogue orebody, shown in pink here, is the primary ore source. And given current logistics, it's critical that we create a second mining front to grow production and improve flexibility. Looking at some of the drawn intercepts, I'm becoming increasingly optimistic about the future of this asset.

Looking ahead, it's imperative that we continue to drive our operational excellence program to get the most out of our working assets. The leadership team has worked closely with the site teams to identify scope costs and efficiency improvements based on first quartile benchmarks and analysis of current performance and bringing forward new ore sources. I've been particularly pleased with the strong level of engagement and drive for improvement across all our operations, notwithstanding COVID-19.

As I've noted before, our emphasis remains on the increasing ore reserve development and exploration drilling at our existing sites. This will give us better resource confidence and improved productivity in the near term and over the next 2 to 3 years will increase our minable reserves and life of mines. By way of example, the exploration program at Cuiaba has delivered encouraging intercepts in secondary orebodies near the mine orebody and identified a new body -- orebody near the existing mine called (inaudible). We have accelerated (inaudible) additional service to our rigs. Additional drilling at Sitio has confirmed the potential to scale up the Rosalino open pit, expand the Cristina mine and identify a new orebody called (inaudible).

At Serra Grande, we have seen encouraging intercepts near existing infrastructure and in (inaudible). A new 3-year joining program at CVSA requiring 25 kilometers of drilling for test extensions of known veins and explore near geophysical targets in the district. We think that this has the potential to add approximately 1 million ounces of gold and 7.5 million of silver resources over the next 3 years.

Looking at projects. Quebradona feasibility study is progressing well, and the team is continuing construction, readiness and EIA permitting. However, as we flagged previously, COVID-19 restrictions may delay the completion of the study to the first half of next year. At Gramalote joint venture with B2Gold, exploration is continuing, and we expect to complete the feasibility study in the first quarter in 2021.

We have a clear focus to create value by optimizing existing operations and continuing to develop new projects, which will add new low-cost ounces to the portfolio.

In closing, the focus for 2020 remains unchanged. Prioritizing spend on development and exploration to improve resource confidence and identifying new ore sources, growing near-term reserves and creating much needed flexibility in our operations, drive operational excellence to improve costs and enhance efficiencies, developing new low-cost projects to add to the portfolio.

With that, I'll hand over to Graham, who will talk to you about Obuasi.

Thanks very much, Ludiwg. Good day, all. Today, I'll provide a summary on our progress at Obuasi. Despite the COVID-19 challenges, we have made good progress. I'd like to acknowledge the huge effort the team has made in extremely trying circumstances. The team has been very innovative and disciplined so as to progress the project well under the circumstances.

As I mentioned last quarter, COVID-19 has had an impact on the project, as I will outline. I'll talk to Phase 1 operational readiness first, our Phase 1 targeted 2,000 tonne per day capacity for a year, while we continued with the Phase 2 build. As foreshadowed, the process plant faced a number of engineering challenges in stabilizing our refurbished plant. By the end of the quarter, the plant was achieving the planned run times and throughput rates. Metallurgically, the plant has achieved the Phase 1 targets. And in the first half of the year, the plant produced 50,000 ounces of preproduction gold.

Mine production is the area where we've seen the biggest impact of COVID-19 due to international travel restrictions on the contractors, key supervisors and skilled operators. Working with the home and the host government, we have been able to put in place travel, and crew rotations are occurring now, though this has reduced capacity on-site due to quarantine requirements. We are addressing the issue through aggressive international and in-country recruitment, operator training and mine scheduling to optimize the plan to the available resources. Consequently, at this stage, Phase 1 production rates are below 2,000 tonnes per day as mining achieved an average of 1,590 tonnes per day in quarter 2. Mining commenced in Block 8 lower, providing a second mining front.

We are tracking our operating costs carefully and apart from volume-related variances, unit costs are tracking well to the feasibility study estimates. We completed a review of the organization design and have made some changes, notably in engineering. And we are now progressing with the final phase of recruitment of 177 [rolls], mostly in engineering and processing.

For Phase 2 construction on the next slide, I will discuss progress using some photographs. Phase 2 construction reached 68% at the end of June. In the process plant, concrete and structural steelworks have been completed, while equipment, piping, electrics and instrumentation works are well advanced. Items that we were concerned about were the new heads for the SAG and ball mill, which were being fabricated in China. Both have now been delivered to site and the ball mill heads have been fitted. Earthworks for the BIOX tailings facility and the water dams are well advanced. The plant construction is on track, and we will commence pre-commissioning in quarter 4.

After a delay in mobilizing the key KRS shaft winder systems and control contractor, this work has now resumed. The refurbishment of the underground materials handling system face some delays due to material delivery but is now progressing well.

In regard to the GCV ventilation shaft, construction of the fans and the substation is progressing well. However, we did run into fractured ground when drilling the venture pilot hole. We are now [NAVI] drilling the pilot hole with a diamond rig and expect to commence backreaming of the shaft this quarter.

The outlook for the commencement of hoisting through the KRS shaft remains unchanged from what I reported last quarter, namely that the ramp-up to Phase 2 capacity will commence at the end of quarter 1 2021. This would be a 3-month delay on a 20-year mine life. And during this period, we will keep Phase 1 operations running.

On the next slide, turning to geology. You would recall that in the 2019 ore reserve statement, Obuasi's ore reserve increased by 1.3 million ounces to 7.1 million ounces as a result of the redesign for Sansu Block 8 and Block 10 that took place on the basis of the geological model update.

We have continued with the grade control and resource definition drilling. And despite COVID-19, the drilling programs have remained on track. We now have a grade controlled or proven ore reserve out 2 years and a probable ore reserve out 10 to 15 years. The infill programs progressed in Block 10, and the insert in this slide shows the approximate location of the section that's shown in the slide. The drilling is confirming the interpreted geology of the Obuasi fissure on the left and on some sections is adding to the resource, with notable intercepts at 35 meters at 13.5 grams and 27 meters at 7 grams per tonne. The drilling is also showing some improved continuity and grade at the hanging wall structure illustrated on the right, to the point where it may become mineable, with notable intercepts of 8 meters at 8.7 and 22 meters at 7.2. We'll provide a mineral resource and ore reserve update at the end of the year.

The last point that I would like to make is that we are landing the project into a good gold price. When we announced the project in 2018, the IRR was 23% based on a gold price of $1,240 an ounce. And the payback period was about 6.5 years from the time of commitment to the project. In the current environment and allowing for the COVID-related issues that I've just discussed, the IRR is 37%. That's $1,700 an ounce with a payback under 6 years; and at $2,000 an ounce, the IRR jumps to 46% and the payback drops to under 5 years.

With that, I'll hand over to Tim. Thanks very much.

Thank you, Graham. Although our generative exploration was affected by the COVID-19 pandemic during the first half, our brownfields exploration continued to progress, and I'm pleased to say that we completed 38% more drilling in the first half of 2020 compared to the same period in the prior year. Sicelo and Ludwig have already alluded to some of the mine site exploration activities in their respective regions.

Roughly $30 million is allocated toward generative programs, while the bulk of our exploration budget for the year is planned for resource conversion and new resource addition projects at the mine sites. We have our main generative exploration hubs in Australia and North America, with drilling programs in progress or scheduled to continue in both areas.

In Australia, exploration progressed in the Laverton area around Sunrise Dam, with the Cleveland project continuing to show positive results and the first phase of air core drilling at Turing also returning encouraging values.

No work took place in Queensland due to restrictions related to the COVID-19 pandemic. In Nevada, we made the final option payment to earn into 100% ownership of the Silicon project. We are also pleased to report that the environmental assessment process was completed and the exploration plan of operations was just approved at Silicon. Build preparation are now in progress for construction on the new drill pads ahead of the start of the next phase of drilling. We also have target generation activities ongoing in South America and West Africa, and we expect this work to provide new projects for our portfolio.

Moving on, our brownfields exploration investment in the mine sites has been steadily increasing over the past several years, coming off the lows at the last bottom of the gold price cycle in 2013 and into 2014. In the past few years, we have consistently grown our ore reserves in our mine site portfolio outside South Africa. And our current 2- to 3-year focused investment program for additional drilling and ore reserve development will help preserve these gains and provide a stable ore reserve base for the company. We are expecting another good year for ore reserve replacement in 2020 with mine sites that have been allocated with some of the larger-focused drilling investments such as Geita and Sunrise Dam leading the way.

We have an excellent record of discoveries with 53 million ounces added to ore reserves between 2004 and 2019 from our portfolio outside of South Africa. This averages roughly 3.5 million ounces a year at a cost of $33 per ounce.

I will now hand back to Kelvin to conclude.

Thank you, Tim. When I joined the company, we set out a number of objectives: from tightening up on the business to increasing the speed of decision-making to streamlining the portfolio to defining a disciplined capital allocation framework and articulating a clear business strategy. Of course, there's always more work to be done and things to improve on. That's the very nature of the business. But I'm really pleased with our progress on each of these objectives and have enjoyed the experience immensely, especially working with such a talented and results-oriented team right across the organization.

So as you can appreciate, announcing my resignation as CEO of the company was a very difficult decision for me. And I want to be clear that my decision to resign was a personal one to be closer to my family, especially in the context of the new COVID-19 operating environment and constraints on international travel, border closings and the like, the ongoing demands of delivering on the company's strategy would require me to be away from home for longer than I'd committed to my family.

Also, as you know, AngloGold Ashanti is headquartered in Johannesburg, and it's not certain when I'd be able to return to South Africa given the border closures that I just described. In these circumstances, it was determined that the most appropriate course of action would be to appoint an interim CEO. Given the strong measures in place to ensure a smooth transition and maintain focus on continuing to improve our operating performance and deliver on our objectives, all of which are important for creating value for the business during these uncertain times, it was agreed that it would be best not to prolong the transition. So Christine, currently, our CFO, will be stepping up as interim CEO while the search for the new CEO begins.

Christine has extensive experience and knowledge of the business, having held the position of CFO since 2014. And of course, she and I have worked closely together over the past 2 years. With the full support of the Board and ExCo team, Christine is well placed to take the business forward from its current solid position and address what's needed now. Ian Kramer, currently the Senior Vice President, Group Finance, will assume the role of interim CFO for the duration of the transition period. We have a deep bench of leadership in every area of the business to deliver on the strategy. And of course, I'll also be available until the end of February to assist during the transition period to ensure a smooth handover, minimum impact on the business and to lend my support wherever I can.

AngloGold is in solid shape, and Christine and the executive team will continue to deliver on our strategy. And to further strengthen the support framework during this transitional period, the Board, primarily through the Investment Committee and Audit Risk Committee, will provide additional guidance and support the executive management team as needed.

As it has been for all companies in the sector, 2020 started out with a unique set of challenges. However, the business has come through together and worked through these uncertain times. The times ahead of us will continue to require dedicated focus as we aim to deliver on our 2020 objectives. The operational and exploration teams have come together to spearhead one of our key priorities, targeting oil reserve conversion, as you heard from Tim and Ludiwg and Sicelo. We're already seeing positive returns on that investment. We're in the final stages of the divestment processes. Obuasi continues to progress despite the hurdles COVID-19 has presented, aiming for completion late Q1 2021, as Graham described. And we're going to remain disciplined in managing our cost and capital while capitalizing on the strong gold price environment.

So to wrap up, our strategy remains clear. We continue to deliver on our key objectives. The aim is to generate sustainable cash flow and shareholder returns by focusing on these 5 key areas aimed at driving our investments to deliver improving margins, extending mine lives and the pipeline for the future.

Our historic and ongoing focus on ESG is paying dividends as demonstrated in the fight against COVID-19. we'll remain focused on margins, and we're not chasing ounces. We have firm capital allocation guardrails in place to protect and grow those margins and deliver returns. Balance sheet is robust and continues to improve given the solid fundamentals in place. We're generating strong cash flow, and we're working to ensure that we can safely keep widening our all-in sustaining cost margins, especially with this higher gold price, aiding as well our debt reduction.

We have an excellent portfolio of assets and they are getting better. And importantly, we have a clear set of priorities and we know what's required of us to achieve our targets. In the current strong gold price environment, we remain committed to being disciplined. The company's fundamentals are vastly improving, and we have a suite of catalysts in the short, medium and long term.

And lastly, I'd like to -- and I apologize because we've run a little long. There was a lot to cover today, but I would like to end by saying how much I've enjoyed the opportunity to lead AngloGold Ashanti over the past 2 years, during which time we've made some tremendous progress on many fronts while continuing to deliver strong returns. I want to thank the executive team and employees across the business for their hard work and dedication and the Board for its support. And I'd like to thank all of you as well for your ongoing interest in the company.

So thank you very much. And I apologize again that we took so long, but let's go to questions now. Thank you.

(Operator Instructions) The first question comes from Shilan Modi of UBS.

Thanks for the presentation today and well done on a solid set of numbers. A couple of questions from my side. Just in terms of the dividend, I mean, you guys are in quite a good cash-generative position, especially with the gold price where it is today. Would you be considering a special dividend towards the end of the year?

Question two is South Africa and the sale of Mponeng and related assets. Just what is required -- like what are you waiting for to complete the asset sale? And was it really just the COVID-19 delay, no other issues?

And then the last question, the cost of converting resources to reserves. I mean, historically, it was $33 an ounce. Is that the right number to think of going forward? And then is it per ounce converted or is that per ounce of production? Just to clarify, just trying to get back to like a dollar million number looking at the next 3 years.

Thank you, Shilan. Well, look, I'll answer the first two on dividend and others may weigh in, in this South African business sale, then I'll ask Tim Thompson to talk about the resource-to-reserve conversion.

First of all, with regard to the dividend, Shilan, look, I mean it is -- we're pleased to be in a position that we are. The balance sheet is strong. We've got great liquidity. The -- we're generating cash. And as we move through the year, if the gold price stays supportive we will continue to generate a lot of cash. So that's a good position to be in.

We're also self-funding Obuasi. This year, we're completing Obuasi to self-funding next year. We are making the reinvestment back in the reserves. We have our growth projects that we're funding, too. So in terms of the balance, there's that reinvestment in the portfolio. We will continue to chip away at the balance sheet. And as indicated, if we -- the proceeds from the sale of the divestment -- from the divestments will go toward debt reduction as well.

And -- but I can tell you that the Board, as recently as this week, in discussions around the dividend, which, as you know, is 10% of free cash flow before growth capital and as we're able to maintain (inaudible) costs, widen margins and generate more free cash flow, then clearly, that will flow through.

There has been discussion around, as there is at every meeting, and this is a Board discussion, not myself personally, obviously, but there's consensus view that we would like to be in a position where if all things stay equal, we could see an incremental increase in dividend payout. But we don't want to get ahead of ourselves. We want to be prudent, but you should know that it's a discussion that's alive and well at the Board.

On the sale of the asset, Mponeng, no, it really -- it's down now to the DMRE, the Section 11 -- the Section 11 and Section 102 are tied together approval, which really just relate to the mine transfer. I have to say, the government has been responsive. During the COVID-19 crisis, even during the crisis, the communication has been open. Flow of information that we had to provide initially was -- suffered a little bit. But generally speaking, the government has been very responsive. Of course, they've got a lot of other things they're dealing with. We appreciate that.

To give you a sense, the kind of average time frame for getting a Section 11 approval has been kind of 6 to 9 months. We are fortunate, we've done it in 5 months in the past. We were using that as kind of our yardstick. And we're making very good progress on that before the COVID-19 delays, but there really is that. There's nothing more. We do expect the approval to come soon. And that's just the process that we've been working through.

And then your last question in terms of cost of converting resource to reserve, maybe I can ask Tim to weigh in on that.

Thanks, Kelvin. The cost of converting resource to reserve across the portfolio will be broadly in that range of $35 to $40 per ounce. Just depending on the specific asset where we're conducting the exploration. Budgets will be relatively the same over the next 2 to 3 years.

Okay. I just wanted to clarify. So if I -- is it per ounce converted? So $33 times the number of ounces that moved from resource to reserve?

Yes.

The next question comes from Marcelo Kim of Paulson & Co.

Can you just clarify the $500 million of locked up cash that you have, that's separate from the $1.3 billion of cash that's sitting on your balance sheet?

Christine?

Yes. Thanks, Kelvin. Yes, Marcelo, it is separate. So just for the benefit of people on the call, the $500 million that you're referring to would be the $293 million of Kibali cash, right? That's -- so it's AGA share that still needs to be released from the DRC. It's $131 million of VAT that's receivable from Tanzania. And then there is the $71 million of VAT that's relating to Kibali as well. So yes, it's not included in the cash balances because the cash has not been received as yet.

Understood. And Barrick has made comments on getting some of those proceeds from the DRC back specifically. Are you guys able to provide any context on where you are on those discussions?

Yes. Thank you, Marcel. I can comment. We stay very close with Barrick on that. And you're right, Mark Bristow, I think, was quoted recently as indicating that he felt the release is imminent. I am confident that they're pulling all the levers, and we stay closely in touch. We spoke to them this week about it. So they feel pretty confident that the cash is going to be released soon. Obviously, we rely on them. We're -- we support where we can. But -- so from that perspective, we're positive as well. And I think they are doing everything that they can to get the cash out.

The next question comes from Patrick Mann of Bank of America.

I was just wondering if we could speak a little bit around strategy and whether there's any chance of a strategy shift with Kelvin stepping down and a new CEO coming in. And specifically, maybe around -- you've spoken before about seeking a listing in a developed market where you might have bigger pools of capital and raise the profile of the company. Now that South Africa is almost sold, would that still be part of the strategy going forward?

Thanks, Patrick. Well, listen, what I can say is that -- and I don't want to speak for the Board, but the Board has indicated that it will continue to evaluate all of the various options to enhance shareholder value. And as a component of that, it will keep under review the possibility of seeking an alternative primary listing. But I think it's also safe to say that in the current circumstances and in South Africa, in particular, is dealing with the impact of COVID-19, the focus of the Board and the company in general is on navigating the pandemic and its aftermath. And so while it certainly is there as an option, in the immediate term, the focus is really going to be on ensuring business continuity and all the things that need to be done in dealing with the pandemic.

As far as strategy overall, I think there's been -- continuity is the theme word. And so again, I don't want to speak for the Board, but in our discussions, and I know that Christine has expressed this as well, the intent is -- we've got plans in place, they're clear. We're going to keep executing on the deliverables that we've outlined. And so you should expect more continuity than change as far as that goes. And as far as the listing again, that's something that's an option, it just wouldn't be as -- it won't be a priority right now as the business is working through the pandemic in particular.

And ladies and gentlemen, due to time constraints, that unfortunately brings us to the close of the call. That was the final question.

If I can make a final comment then, Stewart, is there one more question? Or are we closing the call at this point?

We're closing the call after this, sir. You can go ahead.

Okay. Thank you. Thank you, operator. Well, listen, I'd just like to close by thanking everybody personally for joining us today. It's been a sincere pleasure for me to interact with you as the CEO of AngloGold Ashanti, and I do hope that our paths will cross again in the future. So apologies, again, for taking so long in the call, there's a lot of information, but we really do appreciate your attention and your interest. So thank you very much.

Thank you. Ladies and gentlemen, unfortunately, due to time constraints, that was the final question and we've come to the end of the call. You are welcome to pose the questions to the company directly as follows.

Ladies and gentlemen, that concludes today's conference. Thank you for joining us. You may now disconnect your lines.