Wrap Text
2012 Final Results Announcement
Lonmin Plc (Incorporated in England and Wales)
(Registered in the Republic of South Africa under registration number
1969/000015/10)
JSE code: LON
Issuer Code: LOLMI & ISIN : GB0031192486 ("Lonmin")
9 November 2012
2012 Final Results Announcement
Lonmin Plc, (Lonmin or the Company), the world’s third largest primary Platinum producer, today publishes its Final Results
for the year ended 30 September 2012.
HIGHLIGHTS
• Commendable operational performance in light of circumstances
o The tragic events at Marikana significantly impacted operational and financial results
? Impact of 110,000 ounces of mined Platinum
o Saleable metal in concentrate down 5.5% to 679,821 Platinum ounces
o Platinum sales of 701,831 ounces – down 2.6% on 2011
o Improved safety performance – LTIFR of 4.16 per million man hours worked vs. 4.71 in FY2011
o Immediately available ore reserves at 3.3 million centares, up 14% – healthy levels aligned to creating
operational flexibility to respond to market conditions
o Further improvements in grades and concentrator recoveries
o Number Two Furnace commissioned on schedule in July 2012 and Number One Furnace successfully modified
and operating well
• Financial results
o Underlying profit before tax $57 million
o Special costs of $755 million, including $159 million for costs related to illegal work stoppage and impairment
of Akanani exploration asset at $602 million
o Resulting loss before tax of $698 million
• Balance Sheet restructuring
o Underwritten Rights Issue to raise c. $817 million announced separately today
o Amended banking facilities – strengthening financial position
• Focus areas FY2013 onwards
o FY2013 guidance of 680,000 Platinum ounces of saleable metals in concentrate, and sales of 660,000 ounces
o Targeting Platinum sales in excess of 750,000 ounces in FY2014 and FY2015
o Unit costs to increase by around 10% to ZAR9,350 per PGM ounce produced in FY2013
o Capital expenditure of $175 million for 2013 financial year
o Attractive long-term fundamentals for PGM markets remain, despite short-term volatility
Roger Phillimore, Chairman, said: “The publication of today’s results closes a painful chapter in Lonmin’s history. There are
many lessons to be learnt and these will inform our actions in the future. However we are now looking ahead with
renewed confidence. We have secured our financial position and we have a clear strategic plan that management and
workers alike need to deliver on for the sake of all our stakeholders.”
FINANCIAL HIGHLIGHTS
30 September 30 September
2012 2011
Revenue $1,614m $1,992m
Underlying i operating profit $67m $311m
Operating (loss) / profit ii $(702)m $307m
Underlying i profit before taxation $57m $315m
(Loss) / profit before taxation $(698)m $293m
Underlying i earnings per share 7.4c 111.6c
(Loss) / earnings per share (202.3)c 134.8c
Trading cash inflow per share iii 129.8c 311.2c
Free cash (outflow) / inflow per share iv (78.5)c 103.7c
Net debt as defined by the Group v $421m $234m
Gearing vi 14% 7%
Footnotes:
i Underlying results and earnings per share are based on reported results and earnings per share excluding the effect of special items as disclosed in note 3 to
the financial statements.
ii Operating (loss) / profit is defined as revenue less operating expenses before impairment of available for sale financial assets, finance income and expenses
and before share of (loss) / profit of equity accounted investments.
iii Trading cash flow is defined as cash flow from operating activities.
iv Free cash flow is defined as trading cash flow less capital expenditure on property, plant and equipment and intangibles, proceeds from disposal of assets
held for sale and dividends paid to non-controlling interests.
v Net debt as defined by the Group comprises cash and cash equivalents, bank overdrafts repayable on demand and interest bearing loans and borrowings
less unamortised bank fees.
vi Gearing is calculated as the net debt attributable to the Group divided by the total of the net debt attributable to the Group and equity shareholders’ funds.
CONTENTS
The following sections are contained in this document:
• Events at Marikana in August and September 2012
• Chairman’s Letter
• Chief Executive Officer’s Review
• Operational Review
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• Financial Review
• Reserves & Resources
• Operating Statistics – 5 Year Review
• Financial Statements
ENQUIRIES
Investors / Analysts:
Lonmin
Tanya Chikanza (Head of Investor Relations) +27 11 218 8300 /
+44 20 7201 6007
Ruli Diseko (Investor Relations Manager) +27 11 218 8373
Media:
Cardew Group
James Clark / Emma Crawshaw +44 20 7930 0777
Sue Vey +27 72 644 9777
Brunswick - Johannesburg
Cecilia de Almeida +27 11 502 7400 /
+27 83 325 9169
Notes to editors
Lonmin, which is listed on both the London Stock Exchange and the Johannesburg Stock Exchange, is one of the world's
largest primary producers of PGMs. These metals are essential for many industrial applications, especially catalytic
converters for internal combustion engine emissions, as well as their widespread use in jewellery.
Lonmin's operations are situated in the Bushveld Complex in South Africa, where nearly 80% of known global PGM
resources are found.
The Company creates value for shareholders through mining, refining and marketing PGMs and has a vertically integrated
operational structure - from mine to market. Lonmin's mining operations extract ore from which the Process Division
produces refined PGMs for delivery to customers. Underpinning the operations is the Shared Services function which
provides high quality levels of support and infrastructure across the operations.
For further information please visit our website: http://www.lonmin.com
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Events at Marikana in August and September 2012
There is no way to begin our Annual Report this year without addressing the terrible events which took place at Marikana in August and
September.
The scenes which unfolded there shocked and horrified all who witnessed them. They placed this Company in the global spotlight and,
crucially, they left the nation of South Africa seeking answers to some of the most difficult questions it has faced in a generation.
Mining is a dangerous business. We are proud of our record of being the safest primary platinum mining company in the world, but all
of us who have been involved in this industry for years know the pain of losing colleagues underground. Nothing, though, could have
prepared the Lonmin family for the loss of so many colleagues during the events which took place. Like the whole nation around us, it
will take a long time for us to come to terms with the tragedy that unfolded and for normality to return. We have begun that journey,
but it will be long and difficult.
In compiling our Annual Report this year we faced a challenge in that the Events at Marikana are so relevant to so much of our business
that they could be mentioned in most sections of the report. An Annual Report, however, is, by definition, a complex and technical
publication, containing a huge amount of information to help inform its shareholders.
For that reason we felt that we should address Marikana immediately. Much has been written by others about those weeks, some of it
moving, some insightful but, sadly, much that is wholly inaccurate. In reporting this year, we felt it was important to deal with that.
Of course, the issues around Marikana are the subject of an ongoing judicial inquiry in South Africa. It is for Judge Farlam and his team,
whom we support fully and completely, to establish causes and examine effects, and we do not intend to do that here. It would be
entirely wrong to do so. However some facts, sadly, are not in dispute in that before 16 August eight employees, including two security
guards, as well as two policemen were killed whilst on 16 August 34 people were killed and many more injured.
Speaking a few days later at a Memorial Service for those who died, we both tried to find the right words to express our deep sorrow,
shock and regret at what had happened. We tried, also, to speak of hope, and healing. Even now, many weeks later, there are no
words adequate to reflect the events of that day; but, our heartfelt sympathy for the families and friends who have lost loved ones
remains undiminished.
Lonmin with its Black Economic Empowerment (BEE) partner, Shanduka Group (Proprietary) Limited, established the 16/8 Memorial
Fund in the wake of the shootings, committing to fund the education of the children of those who died to adulthood, and providing
care to the injured. The fund is to be independently run, and open for public donations or donations from other organisations or
companies (a number of which have already, both publicly and anonymously, contributed generously). Details can be found elsewhere
in this report.
In the wake of the shootings sporadic violence continued, combined with a focused campaign of threats and intimidation to prevent
the vast majority of our workforce of 28,000 (and another 10,000 contractors) from reporting for work. We worked hard with SAPS to
try to address this, not least because the vast majority of our workforce wanted to return to work, but the very geography of Marikana
made this difficult.
It is important to remember also that we found ourselves at the centre of nothing less than a national crisis for South Africa. Certainly
we faced huge pressure to find a way to resolve the situation in order that we could start mining again and protect the safety and jobs
of tens of thousands who had not been involved, but also to give the nation an opportunity to begin to address the difficult issues it
faced.
Both Board and Management were convinced that a resolution which could deliver a sustainable peace was essential.
We worked tirelessly with government, religious and traditional leaders, unions and other workers’ representatives, under the
guidance of the Commission for Conciliation, Mediation and Arbitration (CCMA), to bring about a Peace Accord. We thank all these
parties for their involvement and for the significant role each and every one of them played. That document, which committed all
parties to peaceful negotiation, was signed on September 6. One union chose not to sign, but in the interests of peace we and the
other signatory parties reached out to them to join the wage negotiations which followed.
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The discussions which followed the signing of the Peace Accord resulted in an agreement, again facilitated by the CCMA and signed by
all the trade unions party to our existing wage agreement, to add an addendum to our existing wage agreement which gave pay rises of
between 11% and 22% to most workers (not including management). Many have failed to report that this included rises of 9% to 10%
already due. Subsequently we saw an immediate return to work, and the resumption of operations. We refer to this tragic series of
events as “Events at Marikana” in the rest of the Annual Report.
We believe we did the right thing both for this Company and for South Africa in helping bring the dispute and associated violence to an
end. It was easy to blame Lonmin, as some have done, for the spread of unrest in the weeks after our agreement. We reject this
accusation. Unrest in the mining sector predated the Marikana dispute, and was growing elsewhere during it.
Deep-rooted issues of poverty and inequality have been highlighted by what has taken place, but those go beyond mining and to every
corner of South Africa. It is certainly true that mining companies have faced criticism for their efforts to support the transformation
agenda in the country and, on Lonmin’s behalf, we accept that we must do more, particularly around the nationally difficult issue of
housing. However we are rightly proud of the huge amount we have achieved in education, health, infrastructure and other areas,
both for our employees and the wider community – work which has not had the recognition the dedicated teams who deliver it
deserve.
Nonetheless, no company, however large, can alone address the socio-economic issues facing the Republic. Only by working in
partnership with central and local government to build a sustainable and profitable mining sector can we make the investments needed
to create and sustain the jobs and careers which will help solve some of these problems.
We are committed to being a good corporate citizen of South Africa, to meeting the challenges set us around BEE and Transformation
and, more than this, to being a force for good in a country in which mining is a vital part of economic well-being.
In doing all this, however, we must never lose sight of the most important thing, which must be to help ensure that such terrible events
never happen again.
South Africa is a country which has been through more than most, and come through all challenges to become a better place. It is a
beautiful nation, blessed with many resources and home to a vibrant and determined people. It deserves to reap the benefits of all of
this. What happened at Marikana was a tragedy for the families and friends of those who died, and for those who still bear the physical
and mental injuries of those events; but it was also a warning to all of South Africa. Together, we must heed that warning.
Roger Phillimore Simon Scott
Chairman Acting Chief Executive Officer
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Chairman’s Letter
Dear Fellow Shareholder,
This has been a year where issues of business and commerce have been overshadowed by tragic loss of life, violence, unrest and fear.
Events at Marikana and elsewhere mark a watershed for post-Apartheid South Africa, and leave everyone involved in the country
asking questions and seeking answers.
What is clear, though, is that if South Africa is to deal with the historic issues of poverty and dissatisfaction which underpin much of the
unrest we have witnessed, it will require a growing and effective private sector to provide the jobs so desperately needed. It is
business which will help to deliver much of the growth which, in turn, will help to provide the economic, educational and social
platforms for change. Given the country’s extensive natural resources, mining will be a key part of that.
The future of your Company, like our peers, is intrinsically linked with the future of South Africa. The Government of the Republic
recognises the importance of this link.
Whilst there are those who attack the mining industry as being to blame for many of South Africa’s ills, and demand it does ever more
to address them, I am confident that the government realises that loading more and more costs on to the sector during difficult times
can only lead, in the long run, to serious damage to the nation’s economy.
Certainly miners have a role to play, and perhaps greater responsibility than others given the labour-intensive nature of our businesses.
Your Company accepts that challenge, and that responsibility, but we must also be clear that the change all of us who love South Africa
wish to see cannot be delivered by businesses alone. We are a crucial component, but only by working in partnership with government
and other stakeholders can transformation be delivered. To play our part morally and legally, we must be financially and commercially
healthy. We are a business; without being successful at what we do we can do nothing to help South Africa.
What is clear from the terrible events of August and September is that, for both government and the mining industry, the reality of
what happened has bred a new determination to work in partnership for the betterment of South Africa, and to do all we can to ensure
such awful scenes never take place again.
Financial Issues Post Year End
Since the year end there have been a number of significant financial events affecting your Company, the full details of which are
contained in a number of relevant documents you will, I hope, have seen by the time this Annual Report is published.
Chief amongst these was our announcement on October 30 that we intended to raise US$800 million in a Rights Issue, the Prospectus
for which is being published on 9 November 2012.
This was designed with one thing in mind: to help our shareholders maximise returns in the long-term from this Company’s excellent
assets, operational turnaround and position in the market when it improves.
The fact that this Rights Issue is fully underwritten is a real vote of confidence in our business, as well as in South Africa’s ability to deal
with its short-term problems and move forwards.
The Rights Issue is vital, so as not to lose the benefits of your Company’s fundamental strengths:
• Operations located in the world's premier PGM deposit
• Long life mineral resource base backed by long-term New Order Mining Rights
• Significant inherent value in existing infrastructure and mineral reserves
• Attractive long-term fundamentals for PGM markets, despite short-term volatility
• Maximisation of value through vertical integration
• Operational gearing
• Industry leading expertise in processing UG2 ore
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The Rights Issue should also be viewed against the background of our clear strategic focus on future plans for our outstanding asset at
Marikana.
Markets, Operations and Costs
Platinum miners were hit hard by a combination of lower prices and rising costs, and instability in the latter part of the year.
Much of this year saw a continuation of the global economic instability with issues in Europe in particular heavily impacting sentiment
across global markets.
The Events at Marikana, and subsequent strike action at almost all other South African PGM producers have, given the importance of
South African producers to global PGM production, in a short space of time altered the outlook for the supply side of the PGM industry.
These events have increased operating costs for Lonmin and other companies in the South African PGM mining industry, while at the
same time creating supply constraints which have contributed to an increase in PGM prices. Your Board believes that the disruption to
the South African PGM mining industry is also likely to result in some capacity reductions in the near term as higher cost operations are
forced to reduce output or close down, and/or in the longer term as reduced capital expenditure plans today defer the production of
replacement or growth ounces in the future. Your Board believes that these factors should sustain improved pricing for PGMs.
Over the longer term, your Board also believes that improved PGM pricing should be supported by underlying positive demand
dynamics. Automotive demand is expected to be driven by a combination of increasingly stringent emissions legislation, the ongoing
extension of this regime to non-road applications and a positive outlook for vehicle sales in US and Chinese markets. Although Chinese
growth expectations have recently been downgraded, consumer expenditure in China is still expected to increase with positive
implications for jewellery sales.
Your Company’s key operational challenges this year were safety, managing costs and labour relations (before the events of August and
September).
Lonmin can be proud of its safety record. It is the safest South African platinum mining company, having achieved the lowest Lost Time
Injury Frequency Rate amongst the primary producers, and a number of our shafts have set records in South Africa for fatality-free
shifts.
Constant vigilance and procedures notwithstanding, regrettably two colleagues lost their lives in mining related incidents this year.
Your Company is determined to continue to be the safest platinum miner in the business. Our commitment to “zero harm” remains
undiminished and safety will always be our first priority.
Rising wages and other price increases in areas such as power drove gross costs up this year. Unit costs were of course significantly
impacted by the seven weeks we were unable to mine due to the illegal strike at Marikana. The cost of agreeing the wage settlement
which ended it will add approximately 14% to our wage costs in 2013 over our normailsed costs for 2012. Included in this are the
awards negotiated in 2011 for implementation in October 2012.
Industry Challenges
The issue of nationalisation seems to have slipped down the political agenda in South Africa during 2011/12, with many mainstream
politicians publicly stating that it would neither be practicable nor desirable. However, there remains the issue of multi-faceted
intervention by the state which over time could amount to nationalisation by stealth. Your Company is working hard, in partnership
with its industry peers and business organisations, to address this.
Responsible mining companies operate to the standards laid down by the International Council on Mining and Metals (ICMM). They
have much to offer their host nations and, because of this, we and our peers continue to make clear to government that a balance must
be maintained between the distribution of wealth generated by mining companies and recognition of the commercial and competitive
environment in which they operate.
7
Transformation
Your Company has long taken the view that delivering on its ambitions and responsibilities in these areas is an essential element of its
licence to operate in South Africa, both legally in terms of its obligations under the Mining Charter or morally in terms of being a good
corporate citizen of the country.
Lonmin has a good record and one it can be proud of, but it has also delivered more slowly in some areas, notably the difficult issue of
housing, than it would have liked, despite strenuous efforts. Addressing these shortcomings is a priority, but I would not wish this to
eclipse the good work we have done in recent years.
The socio-economic realities of South Africa are such that no company, however large, can resolve the issues of housing,
unemployment, poverty and dissatisfaction which exist in the country. Your Company is wholly committed to both the BEE and
Transformation agendas, to being part of the future success of the Republic of South Africa, and of being a force for good in the
country. In doing so, it will grow and ensure returns for its investors.
Role and effectiveness of the Board
Your Company is committed to the highest standards of corporate governance.
The continuous improvement opportunity presented by a formal review of the Board’s effectiveness is valuable. Ordinarily, we would
have done such a review in August/September 2012, but given all the recent events the Board judged that it would be inappropriate to
conduct such a review in 2012. The Board does not believe that this decision creates any additional risk for Shareholders, and believes
that the decision can be justified given that the time otherwise needed for a review was utilised to address the multiple issues then
facing the Company. It is currently intended that an independent facilitator will manage a rigorous review process in 2013.
Management
Your management team is to be congratulated for the strong operational performance of the business through July, with marked
improvement in the performance of safety initiatives, production and costs. The terrible Events at Marikana happened days after Ian
Farmer, Chief Executive Officer, was hospitalised with a serious condition. The Board appointed Simon Scott to act as Chief Executive
Officer in Ian’s absence, and he has done a frankly remarkable job in leading the strong executive team in returning the business to
stable production and developing the renewal plans for the future. My thanks are due to them for their exceptional commitment to
Lonmin.
The Board recognises the Company’s need for permanent leadership and will take such actions as are necessary to establish this at the
appropriate time.
Dividend
Whilst dividends are not affordable in the short-term, Lonmin has confidence in the future demand for PGMs and its expectation is for
prices to firm in response to anticipated supply deficits in the future. We are also determined to increase the effectiveness of our
operations, in both production and cost terms. While there are challenges to be overcome in achieving this, our current planning
anticipates positive free cash flow from the 2014 financial year onwards. The return to stronger earnings and cash flows will permit the
resumption of dividends at some point. When we do resume the payment of dividends we would intend to follow the existing policy of
declaring an ordinary final dividend at a rate which the Board expects can at least be maintained in subsequent years.
Outlook
Sales of Platinum is forecast to be around 660,000 ounces for the 2013 financial year, significantly impacted by the Events at Marikana
which have resulted in lower capital spend, the suspension of mining at K4 and the time it takes to ramp up the operation back to
previous levels of productivity.
Metal prices have shown some recovery as recent industrial unrest across the industry has in a short space of time altered the outlook
for the supply side of the PGM industry. Lonmin is extremely well positioned to benefit from a strong pricing environment when it
comes thanks to the quality of our ore body, our un-utilised shaft capacity, our immediately available ore reserves, and the capacity
8
and quality of our Processing Division.
Employees
We are a large Company, averaging some 28,000 employees (and another 10,000 contractors). I t has been my practice to thank them
each year for their work, dedication and loyalty. Given the nature of our business and the risks associated with it this thank you, on
behalf of our shareholders, is always heartfelt and genuine.
This year, though, our people have been through something unprecedented. The bravery we witnessed amongst employees
determined to come to work despite terrible intimidation, amongst managers who faced down angry, armed mobs of people and then,
ultimately, the courage of the entire workforce in coming together in the wake of the deaths of so many colleagues and friends to help
your Company return to operations.
We have seen terrible things in 2012, but, as is often the way in times of crisis, we have also seen the very best of people. For
everything our people have done this year, much of it beyond anything we could have expected of them, my thanks are particularly
poignant.
Roger Phillimore
Chairman
9
Chief Executive Officer’s Review
Dear Fellow Shareholder,
1. Introduction
Both the Chairman and I have spoken in this report about the shocking events which took place at Marikana in 2012, their impact and
effect on our Company, and South Africa more widely.
As the Acting Chief Executive Officer (CEO), it is my role in this section of our Annual Report to review the year for our shareholders and
to report on our performance. Our success as a business is central to our ability to be a good corporate citizen of South Africa and to
play our part in its transformation.
Everyone, then, has a stake in our success.
I am pleased to report that we delivered a solid operational performance in the 2012 financial year, in spite of the significant
disruptions that we experienced. The results reflect the healthy state of our operating assets and a team that is continuing to deliver in
a challenging environment.
Taking the 2012 financial year as a whole total tonnes mined were 10.4 million, a 1.3 million tonnes decrease from 2011 as a result
both of the Events at Marikana and the uncharacteristically high number of safety stoppages that were seen across the South African
PGM mining industry during the first half. This resulted in total refined production for 2012 of just under 690,000 Platinum ounces
compared to just over 730,000 Platinum ounces in the previous year. Sales of Platinum ounces were 702,000 helped by running down
stocks in the pipeline.
Total revenue declined by US$378 million from 2011 to US$1,614 million for the year ended 30 September 2012. Total underlying costs
(excluding the impact of the strike disruption) in US Dollar terms decreased by US$134 million mainly due to the impact of cost
escalations being offset by decreased production and positive foreign exchange movements. Resulting underlying EBIT was US$67
million, although this is before special costs including those relating to the Events at Marikana and the impairment of Akanani. After
special items, which are detailed in the Financial Review, the loss before interest and taxation was US$702 million.
Our unit cost guidance of an 8.5% increase was exceeded as unit costs increased by 12.9% to R8,507 per PGM ounce produced as a
result of the significant disruption to production we experienced. On a normalised basis, unit costs would have increased by 5.2%
Cash flow generated from operations was US$300 million although this benefited from the pre-paid sale of gold undertaken in the first
half of the year and the reduction in closing stocks following the Events at Marikana. Capital expenditure at US$408 million was less
than guidance. Total cash outflow was US$185 million leaving net debt at US$421 million.
We have been monitoring carefully our covenant position in relation to our existing debt facilities. While the covenants as at 30
September 2012 were not breached our debt levels are likely to rise significantly over the coming months in order to fund the
production ramp up and enable stock levels to be rebuilt through the production pipeline. Indeed at 31 October 2012 net debt was
approximately US$550 million. In light of this, we believe that the Company may breach its covenants under the terms of the existing
debt facilities when they are tested for the six months ended 31 March 2013, or subsequently, in the event that the Company does not
raise new equity and secure the agreed amendments to its existing bank facilities. This is addressed in Section 4 below.
2. Safety
Our commitment to zero harm and safe production in our work place remains undiminished. We believe that while our fundamental
approach to safety management remains sound, we continue to learn from the root cause of each incident. Regrettably we recorded
two mining related fatalities during the period and we extend our sincere condolences to the family and friends of Mr Albino Moises
Cuna who died in December 2011 and Mr Thobisani David Didi who died in June 2012. The full year mining safety record, absent these
fatalities, has been commendable. Lonmin achieved the lowest Lost Time Injury Frequency Rate (LTIFR) in the platinum industry of 4.16
per million man hours worked, 11.7% lower than the 4.71 achieved in 2011. Rowland shaft continued to be an industry leader as it
recorded the significant achievement of 12.9 million Fall of Ground Fatality Free Shifts over a ten year period. We also recorded a best
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ever five million Fatality Free Shifts for Lonmin as a whole. We remain completely focused on improving our safety working in
partnership with the Department of Mineral Resources (DMR).
3. Operational Review
There is no question that the tragic events that took place at our Marikana operations in August and September were hugely disruptive
but I am pleased to say that we are working well to stabilise the Company and bring production back to normal. Following the
addendum to the existing wage agreement signed at the end of September, employee attendance is back to normal levels. The
production ramp up is currently going better than expected and we fully anticipate that we will be operating at previously achieved
productivity run rates during the third quarter of the 2013 financial year.
Mining
In respect to the 2012 financial year, the total tonnes mined were 10.4 million, a 1.3 million tonnes decrease from the 2011 financial
year. As noted at the time of the Company’s interim results, productivity at all the mining divisions, Karee, Middelkraal, Easterns and
Westerns in the first half of the year was impacted by an uncharacteristically high number of Section 54 safety stoppages, which were
also seen across the whole South African PGM mining industry during this period. The momentum established at the beginning of the
second half was however impacted by the Events at Marikana which affected production of the whole operation. The combined impact
of these disruptions in the period was a loss of approximately 2.4 million tonnes, of which 1.8 million tonnes, equivalent to 110,000
mined Platinum ounces, was as a result of the Events at Marikana. Notwithstanding the disruptions we made good progress with our
mining initiatives which aim to improve productivity. Our immediately available ore reserves increased by 14% to 3.3 million centares
equal to 18 months. This level of preparedness provides flexibility for the future. Our safety initiatives have produced excellent results
and this is reflected in the number of industry safety awards that were won by the various mining teams and shafts.
Our Line of Sight System to track production on a daily basis and identify early technical bottlenecks is progressing well and our
production incentive bonus system is now fully rolled out. In addition team effectiveness training has now been rolled out at Karee and
early indications are encouraging.
Processing
I am pleased to report the success of a number of initiatives in the Process Division in the 2012 financial year. The Easterns Tailing
Treatment Plant was commissioned, coming into production in April 2012, and has contributed to the improvements in our overall
recovery rates. The smelter complex has improved its flexibility and capacity through the rebuild and modification of the Number One
furnace and the construction of the new Number Two furnace. The first matte tap from the Number Two furnace took place in July
2012.
In terms of performance the total tonnes milled during the 2012 financial year declined by 10% to 10.8 million tonnes when compared
against 12.0 million tonnes in 2011. This translated into total refined production for 2012 of just under 690,000 Platinum ounces,
compared to just over 730,000 Platinum ounces in the previous year. Despite the disruptions, we delivered underlying operational
improvements with total milled head grade and overall concentrator recoveries improving during the year.
The US Dollar basket price including base metal revenue at US$1,163 was 16.3% lower than the prior financial year. The corresponding
Rand basket price including base metal revenue was ZAR9,304, which was 4.2% lower than the 2011 financial year.
4. Balance Sheet Structure
In last year's Annual Report, we provided guidance on our planned capital expenditure of around US$450 million for the 2012 financial
year, based on the then outlook for PGM markets. This guidance was reiterated at our interim results in May 2012, recognising the
uncertain near-term outlook for PGM prices (the price of platinum had fallen from a 2012 peak of US$1,722 per ounce on 28 February
2012 to US$1,440 by the time of publication of the interim results on 14 May 2012), and stating our intention to defer future capital
expenditure if appropriate.
By the time of publication of the Third Quarter Production Report on 26 July 2012, the platinum price had remained below US$1,500
per ounce for more than eleven weeks, and we acknowledged that the weak pricing environment was likely to persist for longer than
anticipated. As a result, we announced that capital expenditure would be reduced to around US$430 million in the 2012 financial year
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(reflecting the proximity of the year end and the lead time relating to capital expenditure programmes), and to around US$250 million
in each of 2013 and 2014 financial years. This reduction would be achieved principally through the deferral of capital spend on the
Hossy, K4 and Saffy shafts, as well as the optimisation of some of the processing projects. Against this backdrop, the Events at
Marikana resulted in a material reduction in mine production at a time when we were not well positioned to absorb the resulting
financial shock, though production and sales of finished metal continued during the period of the work stoppage by maintaining
operations in the Process Division through the running down of stocks in the pipeline.
Given this we completed a thorough review of Lonmin's strategy and capital structure and concluded that reducing Lonmin's cost base
and capital expenditure in the near term, whilst raising additional equity, in conjunction with entering into amended bank facilities, is
the best route to achieving a more appropriate and robust capital structure with greater financial flexibility.
We believe that Lonmin’s long-life assets should be substantially funded by long-term equity capital, supplemented by free cash flow
with appropriate levels of debt funding available to provide additional financial flexibility for the Group as well as to reduce its overall
cost of capital. In this context, we view debt financing as providing the flexibility required to fund Lonmin’s normal working capital
requirements and to accommodate short-term cash flow volatility inherent in an operationally geared business arising from either or
both of movements in the price of PGMs and the Rand / US Dollar exchange rate. In addition, we believe that it would be more
appropriate for the Group’s debt facilities to contain covenants that are linked to capital expenditure and tangible net worth rather
than covenants linked to profitability, which do not reflect the significant asset backing that underpins the longer-term credit quality of
the Group.
The announcement of our results therefore coincides with the launch of a Rights Issue seeking to raise approximately US$817 million
before costs, the intention for which we announced on 30 October. In addition, the terms of our debt facilities will be revised subject to
a successful Rights Issue to provide greater funding flexibility. More details on the agreed amendments to debt facilities are included in
the Financial Review.
Rights Issue
The proceeds from the Rights Issue will be used to permanently reduce the Company’s available US Dollar denominated borrowing
facilities from US$700 million to US$400 million and partially pay down outstanding amounts on our remaining facilities. Post the
repayment, the US Dollar Revolving Facility of US$400 million and the other Facilities of approximately US$225 million will remain
available to the Company. This lower level of borrowing will provide the flexibility we need to fund the Company’s normal working
capital.
The UK issue price of 140 pence per new share represents a discount of 44.4% to the theoretical ex-rights (TERP) and a discount of
69.1% to the closing price of 452.8 pence per share on Thursday 8 November. The South African issue price of ZAR 19.4872 per share
represents a discount of 45.0% to the TERP and a discount of 69.7% to the closing price of ZAR 64.22 per share on Thursday 8
November.
The Rights Issue is being fully underwritten save in respect of new shares which the Company’s Directors have irrevocably committed to
take up, which is around 0.03% of the new shares to be issued in the Rights Issue. Further details relating to the Rights Issue are
outlined in a separate announcement published today.
5. Future Production, Cost Management and Capital Expenditure
Future Production
We continue to have a clear strategic focus on our mineral resources, mining and processing infrastructure at Marikana, and have
invested significantly in these areas in recent years. This investment had two aims. First, it was necessary in order to restore the
operational health of the business which had fallen to unacceptable levels prior to 2008. We believe this aim has been achieved. There
have been significant improvements in metrics such as development, grade and recoveries, and following further expenditure in the
Process Division the risk of smelter outages, for example, have fallen materially. The second aim was to deliver significant growth in
production and sales over the medium-term in order to meet expected demand and to result in a reduction in unit costs over the
corresponding period.
12
In light of the Events at Marikana, the focus of and priority for the Company during the 2013 financial year is to return productivity
levels safely back to, and then above, the run rates achieved prior to those events and to improve relationships with employees. Part of
this will require implementing sustainable inclusive collective bargaining structures that facilitate wage agreements that are accepted
by all the relevant stakeholders to be binding. We have announced plans to target production at Marikana of around 680,000 Platinum
ounces of metal in concentrate in the year ending 30 September 2013, although Platinum sales for the year are expected to be around
660,000 ounces as in-process inventory levels are rebuilt within the Process Division. The ramp up back to these normalised levels of
productivity is so far progressing better than planned and we fully expect the Marikana operations to be operating at previously
achieved productivity run rates during the third quarter of the 2013 financial year.
We will continue to monitor developments in PGM market conditions closely and may accelerate or delay planned investment if we
deem doing so to be in the best interests of shareholders.
Beyond the 2013 financial year, we will continue to target growth in production and an improvement in its relative position on the cost
curve. We are targeting production in excess of 750,000 Platinum ounces in each of the years ending 30 September 2014 and 2015, and
in excess of 800,000 Platinum ounces per annum by the 2016 financial year.
Cost Management
The Events at Marikana have created two specific cost pressures for the Company in the 2013 financial year. First, the agreement
entered into with the trade unions and worker representatives increased the wages paid to Lonmin’s workers employed in the
Category 4-9 bargaining units by about 14% from 1 October 2012, which includes the wage increase of 9% due under the existing wage
agreement signed in 2011. As a result, employment costs overall will increase by approximately 11% in the 2013 financial year against
the normalised employee cost in FY2012. Secondly, there is inefficiency inherent in any production ramp up, as the business bears the
full costs of operations, but does not achieve full production in the early stages of that ramp up. As a result, we anticipate unit costs of
around ZAR9,350 per PGM ounce produced for the 2013 financial year.
A number of measures are in place, or will be implemented during the 2013 financial year, both to address the pressures of gross cost
increases and also to improve the effectiveness of the Company’s expenditure. These measures include:
• A review of the Company’s operating model, as well as management structure, is expected to yield savings in excess of ZAR200
million per annum, on an annualised basis, with the full effect from 2014 onwards;
• A procurement initiative known as “Total Cost of Ownership” is being implemented which is expected to yield savings of
ZAR100 million in the second half of the 2013 financial year and in each subsequent financial year thereafter; and
• The Company has already completed and embedded a productivity enhancement programme known as “Line of Sight” and
“Mission Directed Work Teams”, which will form the foundation for a series of further productivity and optimisation initiatives
in the 2013 financial year. Team effectiveness training trials at various shafts in the Karee mining unit during the 2012 financial
year have shown the potential of this initiative, which will be extended across the business during the 2013 financial year.
This will be supported by improved systems and training, particularly for supervisory management.
Taken together, these and other initiatives should significantly improve the productivity of the Company.
Capital Expenditure
In order to achieve the targeted level of production Lonmin expects to invest approximately US$175 million for the 2013 financial year
and approximately US$210 million for the 2014 financial year (depending on the Rand / US Dollar exchange rate). Of the aggregate
capital expenditure planned for the 2013 and 2014 financial years, approximately US$260 million relates to the Mining Division with the
balance relating to the Process Division and expenditure as part of the Company’s Social Labour Plan (SLP) commitments. In the 2015
and 2016 financial years, the Directors expect that capital expenditure will rise to around US$400 million per annum (depending on the
Rand / US Dollar exchange rate). The step-up in capital expenditure from 2015 onwards primarily relates to further development in
Hossy, Saffy and K4 in order to support the increased production levels and processing projects. However, the increase in capital
expenditure in the 2015 and 2016 financial years is contingent upon performance in the earlier years and that there is sufficient market
demand and sufficiently attractive pricing for PGMs to warrant the increased investment. The thresholds in the financial covenant
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linked to capital expenditure within the amended bank facilities described in the Financial Review have been set at approximately 10%
above the budgeted levels of capital expenditure outlined above.
6. Building a Sustainable Business
Social License to Operate
Alongside our legal and regulatory obligations, we believe it is essential to hold an informal social license from the people and
communities that host its operations.
We have transformation goals which were established in line with the Mining Charter and are aligned to our SLP commitment to the
South African Government. We have worked with determination to accomplish the goals we have set and made progress in many
areas, notably in our education programmes for the community, in the number of Historically Disadvantaged South Africans (HDSA)
employees within our management structures, which now stands at 36% (excluding white women) and in our initiatives to procure
from HDSA managed and owned suppliers.
Our gender-related policies and procedures, designed to increase the participation of women in the Company, have had some success,
with the number of women at the Company having grown by 66% since 2007, but there are still challenges in order to meet our 2014
commitments.
Nevertheless, we recognise that we have delivered more slowly in some areas. Housing is the hardest task the wider mining sector
faces, in terms of what is still to be done. Lonmin is far from alone in trying to deal with what is essentially a national problem in South
Africa.
Our housing strategy is comprised of three elements: hostel conversion, Marikana housing ownership and the long-term housing
programme. To date we have converted 79 of the 128 old-style hostels into 931 single person occupancy and 580 family units and we
have detailed plans to convert the remaining blocks by 31 December 2014. We have also seen 242 employees become owners of
homes, sold through the Marikana Housing Development Corporation.
The challenge however is in facilitating the provision of mass affordable employee accommodation particularly for our migrant
workforce. The Events at Marikana have highlighted the critical shortage of affordable housing as a major challenge for Lonmin and the
South African nation more broadly, reflecting the need for a solution that involves all stakeholders including government, mining
companies and employees. Management is engaging with employees and all stakeholders as necessary to understand better their
requirements as part of developing a framework for a sustainable and fundable solution. We recognise there will be a cost to this and
we will develop appropriate budgets in due course. The partnership Lonmin has with the Greater Lonmin Community where its
operations are based is important to us. For over 18 years, we have paid royalties into a trust on behalf of the Bapo Ba-Mogale
community. The amount of funds contributed to date is approximately ZAR371 million.
The Events at Marikana have shown, however, that much remains to be done and we need to work more closely with our communities
to improve dialogue and rebuild trust as this will be key to enhancing better relations with them. Our management team will be
focusing on this in the coming months.
Equity Ownership
We are required to increase HDSA ownership in our operations by 31 December 2014 to the 26% required under the Mining Charter. As
at 30 September 2012, HDSA investors directly and indirectly owned 18% of the share capital of our subsidiaries that own and operate
Marikana and Limpopo and that participate in the Pandora joint venture, as well as 26% of the share capital of its subsidiary that owns
Akanani.
Our Black Economic Empowerment partner, Incwala Resource (Pty) Limited (Incwala), is owned as to 50.03% of its equity by Shanduka
Group (Proprietary) Limited. Other equity investors in Incwala include a trust for the benefit of community members, the Industrial
Development Corporation and Lonmin itself. In considering how best to meet its HDSA 2014 ownership requirements, we believe that
one element we must consider is how to achieve further HDSA ownership through a broad-based solution as this will ultimately be in
the best interests of shareholders.
14
Judicial Commission of Inquiry
The Judicial Commission of Inquiry into the Events of Marikana commenced on 1 October, led by retired Judge Farlam. We welcome
this Inquiry and will be co-operating fully with its work.
7. Guidance
In light of the Events at Marikana, our focus during 2013 is to return production safely back to the run rate levels achieved prior to
those events. We have announced our plans to deliver Platinum production at Marikana of 680,000 ounces of saleable metal in
concentrate in the year ending 30 September 2013. This is below our previous expectations for two reasons associated with the Events
at Marikana: first, due to the estimated time required to return to normal productivity levels; and, secondly, due to the impact of lower
capital spend and the suspension of production at K4 shaft which, as previously announced, was placed on care and maintenance in
September 2012.
The metal in concentrate output forecast for 2013 is expected to result in Platinum sales of around 660,000 ounces. The shortfall of
around 20,000 ounces from the metal in concentrate output represents the necessary build-up of pipeline ounces in the smelters and
the refineries during 2013 to replace stocks depleted during the fourth quarter of the current financial year.
Taking into account the reduced production profile for 2013 and the increase in wages, we anticipate that the unit cost per PGM ounce
will increase by 10 % to R9,350.
Capital expenditure for 2013 is forecast to be US$175 million as mentioned above.
8. Executive
Ian Farmer, CEO, is undergoing a course of treatment for a serious illness diagnosed in August. In all of this, he remains firmly in our
thoughts.
Our executive team has excelled, despite trying times. The team continues to demonstrate its cohesiveness, eminent expertise, and
notwithstanding the recent absence of Ian, solid support for me in my role as Acting CEO.
My thanks go to the Chairman and Mahomed Seedat who have joined the Executive Committee and to Alan Ferguson who has been
working with me on a part-time basis. Their support has been invaluable during this challenging time.
9. Thank You to All
The dedication, support and professionalism of our employees remain key to our success. The tragic events of the last two months of
the financial year have affected all of us and although saddened, I am satisfied that the Company navigated these events appropriately.
I am confident that we have the right strategy and plan to realise long-term value from the Company’s high-quality resource base and
existing infrastructure for the benefit of all our stakeholders and I look forward to delivering against these plans in 2013.
Ian Farmer joins me in conveying our best wishes to everyone in the Company.
Simon Scott
Acting Chief Executive Officer
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Operational Review
Our performance in 2012 was impacted in the first half of the year by uncharacteristically high Section 54 safety stoppages which were
a feature across the platinum industry. In the second half of the year the tragic and violent events that occurred in August and
September at our Marikana operations are forever etched in our collective memory as we witnessed the loss of so many lives. The
Company, however, managed to deliver some positive operational results despite these significant challenges.
“Events at Marikana”
On 10 August 2012, approximately 3,000 rock drill operators employed by Lonmin commenced an unlawful work stoppage and protest
march at the Company's Marikana mine operations. This was followed by significant levels of violent intimidation of non-striking
workers, with eight employees, including two security guards as well as two policemen, killed in the initial days of the unlawful work
stoppage. As a result, in subsequent days the vast majority of the 24,000 mine workers were absent from work and it was no longer
possible to maintain production. Tragically the violence and unrest escalated materially throughout that week and in total 46 people,
including 40 Lonmin employees, lost their lives.
The Board was deeply saddened by the violent unrest which took place during this time and continues to express its profound
sympathy to those affected, including the families, friends and colleagues of those who died. The Company, with its partner Shanduka
Group (Proprietary) Limited (Shanduka), has committed to establish and contribute to a Memorial Fund for the benefit of the families
of the deceased, the central purpose of which is to fund the education of their children.
The Company then worked resolutely to resolve the tensions within the various factions of the workforce in order to create an
environment where a return to work was possible. We refer to this tragic series of events as the “Events at Marikana”.
On 18 September 2012, following an all-inclusive negotiation process facilitated by the Commission for Conciliation, Mediation and
Arbitration (CCMA) involving the Company, trade unions, the South African Council of Churches, the Department of Mineral Resources,
the Department of Labour and delegates of striking employees, an addendum to the existing wage agreement was signed by the
Company, the National Union of Mineworkers, the Association of Mineworkers and Construction Union, Solidarity, the United
Association of South Africa and representatives of the delegates of striking employees, which agreed on a return to work with effect
from 20 September 2012.
On 20 September 2012, 81.4% of Lonmin's employees returned to work and the initial focus of the Company was to ensure a safe
resumption of production. As a result it was not until 1 October 2012 that the normal mine shift pattern was re-established and blasting
across the property restarted. Since then employee attendance has continued at high levels, with normal shift patterns and in the
week ended 26 October 2012, attendance averaged 93.1%, which is regarded by the Board as a normal level for Lonmin’s business, due
to scheduled leave, sickness and other reasons for absence. All concentrators are now in production, except for the Number One UG2
plant, which is down for a planned upgrade. The Number One and Number Two smelters are fully operational, as are the Base Metals
Refinery and the Precious Metals Refinery. The first Platinum ounces were turned out on 31 October.
Farlam Commission of Inquiry
The rapid escalation of public disorder and subsequent intervention by law enforcement, accompanied with the loss of so many lives
resulted in the President of the Republic of South Africa, Mr Jacob Zuma, announcing a Judicial Commission of Inquiry to investigate the
events that led up to the wide scale tragedy. The Judicial Commission is being led by retired Judge Farlam. Lonmin welcomes this
Judicial Commission of Inquiry and is co-operating fully with it.
The Inquiry will look into the following in relation to Lonmin:
• whether Lonmin exercised its best endeavors to resolve any disputes which may have arisen between Lonmin and its labour
force on the one hand and generally among its labour force on the other;
• whether Lonmin responded appropriately to the threat and outbreak of violence which occurred at its premises;
• whether the Company, by act or omission, created an environment which was conducive to the creation of tension, labour
unrest, disunity among its employees or other harmful conduct; and
• whether it employed sufficient safeguards and measures to ensure the safety of its employees and property and the
prevention of the outbreak of violence between any parties.
16
The Commission will also examine Lonmin policies generally, including the procedure, practices and conduct relating to its employees
and organised labour.
It will also investigate whether by act or omission, the Company directly or indirectly caused loss of life or damage to persons or
property.
It is not expected that the Commission will report before February 2013.
Safety
Performance Overview
The safety of our people is an integral part of how we conduct our core business and is a priority.
We are thus saddened by the loss of two lives during the course of our mining operations, and extend our deepest condolences to the
families of Mr Albino Moises Cuna and Mr Thobibisani David Didi. We have however made progress on our journey to achieving zero
harm. Significant effort has gone into identifying key learnings from these incidents and implementing corrective action to mitigate the
reoccurrence of such events. This includes the adaptation and revision of systems, procedures and standards.
During the past three years Lonmin’s safety results have been impressive, having recorded, compared to its peers, the lowest industry
Fatality Frequency rate.
This year has also been no exception, where once again Lonmin is an industry leader, on a comparative basis, recording the lowest Lost
Time Injury Frequency Rate (LTIFR) in the platinum industry of 4.16 per million man hours worked (11.7% improvement compared to
the prior year). This puts us in a good position to achieve the 2013 Department of Mineral Resources (DMR) fatality rate milestones.
Whilst improvements arose in mining the Process Division also reflected a significant improvement in both the LTIFR and Medical
Treatment Case Frequency Rate (MTCFR) for 2012.
There were a number of factors behind this overall improvement in safety. It required attention to all three key objectives in our
strategy, namely fatality prevention, injury prevention and safe production culture. Also the effort and collaboration between
operations and service departments helped deliver the much improved results. We also undertook a number of initiatives in the year.
Initiatives
Our investigation methodology (ICAM) has been reviewed and formalised to align with the Culture Transformation Framework
requirements for risk management. A simplified tool has been developed and adopted by the business, which will also facilitate a more
effective environment for knowledge sharing. Actions resulting from ICAM investigations on injuries as well as Section 54 or 55
stoppages are managed and monitored via the TeamMate software application, which has already proved to be very successful in the
tracking control points raised by internal and external auditors.
In addition, there is always a need for us to continuously improve the levels of safety knowledge and awareness amongst our
leadership teams. Consequently, a team of our executive management and senior leaders attended international best practice training
in this area. The greater knowledge and skills gained are evident as demonstrated by the improved communication processes which
have helped increase safety awareness amongst all employees.
Tactical teams headed up by Vice Presidents were established for Leadership, Simple Systems, Enabling Environment and Safe
Production Culture, to facilitate and manage certain projects and initiatives to generate and maintain momentum within the safety
programme. The projects and initiatives from these teams were intertwined within the 15 Lonmin sustainable development standards
(LSDS) and will grow from this platform.
Fatal Risk Control Protocols (FRCP) were successfully rolled out across the operations. The relevant and critical FRCP per division were
identified and repackaged as easily understandable critical behaviours for each of the Lonmin Life Rules, via various communication
mediums. Safe and At Risk behaviours are also monitored, and the results used to direct Visible Felt Leadership (VFL) programmes.
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Finally, Lonmin implemented a Contractor Safety Management Framework. This framework set the basis for industry collaboration
through standardisation and reciprocity opportunities. The Lonmin Contractor Safety Management framework covers all aspects of
contractor utilisation from pre-qualification to closure.
Acknowledgements
• During her budget speech in parliament earlier this year, the Minister of Mineral Resources, congratulated Lonmin for its
exemplary safety performance.
• The South African Association of Mine Manager’s recognised Lonmin during its annual safety awards function held in 2012 as
having won a majority of the industry safety Awards on offer. The same awards were won in 2011.
• Mine Safe 2012, recognised Lonmin’s safety record, as being the most improved amongst its peers.
• Lonmin’s 1B/4B Mine received the prestigious JT Ryan award, which is an international award for the safest mine in South
Africa.
• Lonmin’s Rowland shaft achieved a world record 13 million Fall of Ground Fatality free shifts.
• Lonmin Mining has on two occasions achieved 6 million Fatality free shifts. No other comparable mining company has
achieved this.
• Lonmin Mining has achieved 12 million Fall of Ground Fatality free shifts. No other comparable mining company has achieved
this.
Summary
Whilst we are proud of our achievements so far we are well aware of the journey ahead of us to realise our vision of zero harm. We
believe that the various initiatives being undertaken will help enable us to ultimately achieve our goal. What remains clear however is
that collaboration with all stakeholders, internal and external, will remain a critical factor as we approach the milestone of zero harm.
Mining Division
Total tonnes mined during the 2012 financial year were 10.4 million, a 1.3 million tonnes decrease from 2011. The decreased
performance is largely attributable to the Events at Marikana. Productivity in the first half of the year was impacted by the
uncharacteristically high Section 54 safety stoppages that were seen across the South African platinum industry during this period, as
well as labour and community unrest and management induced safety stoppages (MISS).
The total tonnes lost during the financial year associated with MISS, Section 54’s and illegal industrial actions / community unrest is
estimated to be around 2.4 million tonnes with the Events at Marikana contributing around 1.8 million tonnes, equivalent to 110,000
mined Platinum ounces, and 0.5 million tonnes as a result of Section 54’s and MISS.
Marikana Ore Reserves
FY12 FY11 Variance %
2 2
(‘000m ) (‘000m )
Karee 1,808 1,437 371 25.8%
Middelkraal 466 385 81 21.0%
Westerns 581 576 5 0.9%
Easterns 472 533 (61) (11.4)%
Total 3,327 2,931 396 13.5%
We delivered a good performance with respect to development as the ore reserve position increased overall by 13.5% from the level
reported in 2011. The ore reserve increase for Karee of 25.8% and Middelkraal of 21.0% are aligned with Lonmin’s strategy of creating
greater flexibility in these shafts. The Easterns operations decreased as planned. Mining grades as delivered to the concentrators
increased slightly in comparison to 2011 due to:
• higher underground Merensky mining grade;
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• slight improvement in stoping dilution;
• unchanged underground UG2 grade;
• constant ratio of UG2 to Merensky ore;
• constant ratio of developing to stoping tonnes;
• lower proportion of Merensky opencast ore; and
• significantly improved opencast grade.
Business Improvement Initiatives
A number of initiatives are in place to support improved delivery and increased productivity in the Mining Division. These include:
• the “Line of Sight” management system to track production on a daily basis is embedded in all the operations and is starting to
bear fruit in allowing early identification of technical bottlenecks, lost blast analysis and improved productivity;
• the team effectiveness programme has commenced and half of the operations’ employees went through the programme, the
initial productivity results specifically at the Karee operations are encouraging;
• technical up skilling of lower level operational employees; and
• relationships with the DMR continue to improve as a result of various safety initiatives implemented across the operations
resulting in the best in industry LTIFR.
The inflationary cost pressures being experienced by the industry continue to be of great concern and so productivity improvement
programmes, as noted above, are critical in helping mitigate these pressures.
Overview of Marikana Mines
Karee
In 2012 the Karee operations, K3, 1B, 4B and K4, mined 4.4 million tonnes which represents a decrease of 1.2%, or 54,000 tonnes from
2011. This is largely as a result of the Events at Marikana with losses estimated to be 706,000 tonnes. The mining grade has decreased
as a result of reduced in-situ grades in the UG2 reef. Unit cost per tonne increased by 12% to R640 per tonne due to the Events at
Marikana.
Westerns
Production from our Westerns operations, Rowland, W1 and Newman, at 2.6 million tonnes declined by 23.0%, or 791,000 tonnes from
2011 with the depletion of Newman shaft as expected and the Events at Marikana which had an estimated impact of 460,000 tonnes.
Additional dilution resulting from adverse ground conditions on Rowland shaft and a decrease in the in-situ grade negatively impacted
shaft head resulting in a 4.6% decrease on the 2011 figures. The reduced production resulted in the unit cost per tonne increasing by
26% to R681 per tonne.
Middelkraal
In 2012 the Middelkraal, Saffy (conventional) and Hossy (mechanised/hybrid) operations mined 1.8 million tonnes which represents a
decrease of 7.5%, or 142,000 tonnes from 2011. Production losses emanating from the Events at Marikana are estimated to be 333,000
tonnes. Grade was negatively impacted by the higher ratio of development ore versus stoping ore. Unit cost per tonne increased to
R837 per tonne or 13% as the operations struggled to meet increased production targets mainly due to the Events at Marikana.
Saffy’s production was significantly impacted during 2012 by adverse ground conditions. The production delays experienced during the
year have been addressed by means of changes in layout designs as well as a revision to the support strategy. The increase in ore
reserve availability and the planned build-up of stoping crews will give the shaft the necessary flexibility to deliver planned production
increases in 2013.
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Hossy increased tons hoisted from 793,000 tonnes to 864,000 tonnes during 2012 notwithstanding the Events at Marikana. The biggest
challenges that continue to be faced by the mechanised mining team centre around machine reliability, the availability of replacement
parts and the supply of trained artisans. The decision taken to introduce hybrid mining in some upper quadrants resulted in the
increased production.
Easterns
At our Easterns operations performance for the year decreased from 1.2 million tonnes in 2011 to 1.0 million tonnes. E3 and E2 shafts
were impacted by Section 54’s in December 2011 and July 2012 as well as the Events at Marikana which had an estimated impact on
production of 164,000 tonnes. The unit costs at R643 per tonne showed an 11% year on year increase.
Opencast
Production at the Merensky opencast operation at Marikana decreased from 601,000 tonnes in 2011 to 443,000 tonnes in 2012. Grade
improved significantly (by 34.8%) as a result of the change in mining method and sequence of mining.
Pandora Joint Venture
2012 2011 Variance
Attribuable production (‘000 tonnes) 185 168 10.3%
Saleable metal in concentrate (oz PGMs) 58,188 48,199 20.7%
The capital expansion plan relating to 9 and 10 levels progressed well with level 9 moving into production during April 2012 and a
further build-up in production is scheduled for the 2013 financial year.
The studies on additional expansion projects have been deferred by two years due to the current economic situation and have been
agreed with our Joint Venture (JV) partner (Anglo Platinum).
Capital Expenditure
Capital expenditure in the Mining Division was $269 million during 2012 of which around $20 million related to the change in the
accounting policy to capitalise deferred stripping associated with opencast mining. The majority of the remaining capital was spent
developing ore reserves at K4, K3, Saffy and Hossy.
Process Division
The Process Division produced 687,372 ounces of refined Platinum compared to 731,273 ounces in 2011. This represents a decrease of
6.0% which is primarily attributable to the Events at Marikana.
Unit costs 2011 2012 Variance
Processing R872/oz R830/oz 11%
Cost management and control received the highest focus over the period particularly due to above Consumer Price Index increases
associated with labour costs, chemicals, power and water.
Before and during the Events at Marikana the Process Division embarked on cash conservation measures as well as various cost
improvement measures due to the reduced throughput from mining. These improvement measures will continue during 2013 together
with our other continuous improvement projects.
Concentrators
2012 proved to be another exceptional year in terms of recoveries achieved. This can be attributed to the Eastern’s tailings treatment
plant coming on line in April 2012. Additional recovery improvements are planned for 2013 as the concentrators continue on their
journey of technology and operational excellence.
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Plant running times continued to improve during 2012 and the overall concentrator running time has increased to 92.8% in 2012 from
91.4% in 2011. The concentrators are targeting a 0.5% uplift in running time per year to ensure we equal and improve on the previously
best achieved during the period from 2003 to 2005.
The overall milled grade improved by 2.2% to 4.49g/t when compared to the previous year largely due to less opencast ore being
treated and a 34.8% increase in the opencast grade. The underground grade is relatively flat with an improvement of 0.4% and
continues to be within the acceptable ranges.
Tailing Treatment and Chrome Plants
The Eastern’s tailings treatment plant was commissioned and the first production started in April 2012. This plant has achieved above
planned recoveries and throughput. All chrome plants were operational for the period under review excluding the strike period and
sales increased to 1.2 million tonnes compared to sales of 0.7 million tonnes in 2011.
Smelter
The smelter delivered a solid operational performance with total tonnes smelted increasing by 0.6% compared to 2011. The furnace
availability increased compared to 2011 due to improved operational and maintenance practices. The Number Two furnace was
successfully commissioned and was handed over to production on 21 June. After heat up the first slag was tapped on 11 July and the
first matte on 16 July. The project was completed within the estimated budget. Over the past year the new design and operational
discipline of the Number One furnace has proven to be more robust, with no operational disruptions during the reporting period.
Refineries
‘000 oz 2012 2011 Variance
Platinum 687 731 (6.0)%
PGMs 1,350 1,447 (6.7)%
The refineries delivered a solid operational performance, with increased product quality being achieved at the Base Metal Refinery
(BMR). Refined production of PGMs decreased by 6.7% whilst Platinum production decreased by 6.0%. This was as a result of the
Events at Marikana. The instantaneous recoveries were maintained at prior year levels (82.4%).
Final metal sales for 2012 were 701,831 Platinum ounces which reflects a decrease of 2.6% compared to the prior period sales of
720,783 ounces and PGM sales were 3.6% lower than the prior year at 1,383,945 PGM ounces, despite benefiting from the depletion of
stocks in the pipeline which resulted from the Events at Marikana.
Capital Expenditure
Capital expenditure in the Process Division during 2012 was $121 million. The majority of this expenditure was for the upgrading and
capacity increase at the Number One Shaft concentrator, the Number Two furnace and the Easterns Tailing Treatment plant which was
commissioned during the year.
Unit Costs
Notwithstanding production losses associated with the increased Section 54’s during the first half of the year, the improved cost
control and productivity measures implemented had a real effect and Lonmin would have beaten its previously announced guidance of
an 8.5% unit cost increase. The unit cost increase was however around 13% following the Events at Marikana where Lonmin lost around
1.8 million tonnes from the mining operations. When normalised and taking cognisance of the production losses associated with the
strike the unit cost would have been limited to around 5.2%.
21
Business Development
Limpopo
Shanduka delivered the Limpopo Feasibility Review on 31 August 2012 which is currently being reviewed by Lonmin. If the feasibility
review is successful and subject to the fulfilment of certain suspensive conditions including Shanduka raising and contributing R1.1
billion in funding towards the ramp up and development of operations, Shanduka will acquire control and operational management of
the operating entity.
Akanani
During the second half of the financial year we completed a pre-feasibility study on the Akanani exploration and evaluation asset. This
study provided an update on the results of the original concept study undertaken at the time of acquisition. Based on the results of this
pre-feasibility study coupled with the current and long term PGM pricing outlook we have taken the decision to impair the asset and
reduced the net carrying amount of this asset from $628 million in 2011 to $162 million at 30 September 2012. We continue to
enhance our mining and processing studies on this project and will make a decision during 2013 on further development.
BEE Equity Ownership
The Company is required to increase Historically Disadvantaged South African (HDSA) ownership in its prospecting and mining ventures
by 31 December 2014 to the 26% required under the Mining Charter. As at 30 September 2012, HDSA investors directly and indirectly
owned 18% of the share capital of the Company's subsidiaries that own and operate Marikana and Limpopo and that participate in the
Pandora JV, as well as 26% of the share capital of its subsidiary that owns Akanani.
Shanduka owns 50.03% of the Company's Black Economic Empowerment (BEE) partner, Incwala Resources (Pty) Limited (Incwala).
Other equity investors in Incwala include a trust for the benefit of community members, the Industrial Development Corporation and
Lonmin itself. In considering how best to meet its HDSA ownership requirements by 31 December 2014, the Board believes that one
element it must consider is how to achieve further HDSA ownership through a broad based solution as this will ultimately be in the best
interest of shareholders.
It is possible that the Company may wish to facilitate the creation of trusts for the benefit of current and future employees, and
separately for members of the Greater Lonmin Community, to which new shares could be allotted for their sole economic benefit. In
order to achieve this increase in HDSA participation, the Company is considering a range of options involving the issuance of additional
shares which could dilute the interests of shareholders. The Company has not yet finalised its proposals, and any future transaction
would need to be considered on its merits and may require prior shareholder approval.
Exploration
International
Lonmin is exploring for PGM deposits around the Sudbury Basin in Canada in JVs with Wallbridge Mining and Vale S.A. On the Vale JV,
Lonmin met its exploration earn-in commitment in December 2011 for the right to earn a 50% interest in low sulphide, PGM rich
deposits on the properties comprising the JV. Consultants Wardrop Tetra Tech assisted in the completion of a positive pre-feasibility
study for a shallow open pit on the Denison 109 Zone PGM mineralisation. The open pit design covers the top 95 metres of the deposit
containing 456,275 tonnes of ore at an average grade of 3.58g/t (52,500 ounces Pt+Pd+Au).
Exploration mapping, geophysical surveys and drilling continued to generate targets for follow up in the coming year on our Canadian
and Northern Ireland properties.
South Africa
Western Platinum Limited carried out exploration activities on a PGM-Nickel prospect on Vlakfontein, and has defined shallow, drill
ready targets. Lonmin has a JV with Boynton in the eastern Bushveld.
22
Market Review
Overview
The market this year has been characterised by significant influences on both the supply and demand side. Though the fallout from
illegal strikes affecting mines in South Africa is still to run its course, it is likely that primary metal supplies will continue a decreasing
trend while operating cost increases will exceed South African inflation rates putting pressure on the availability of capital for increased
levels of capital expenditure. This will ultimately impact on future supply levels. The Eurozone crisis continues to be the major
dampener of demand.
Notwithstanding softer demand during 2012, there are numerous areas of captive demand that should continue to support the
platinum market and prices in the medium term and beyond. Catalyst fabricators are gearing up for Euro 6 emissions legislation in
2014. In addition, a growing number of engine categories that were previously not fitted with PGM containing catalysts, including non-
road equipment (construction, agriculture and mining) in the USA, Japan and Europe, as well as heavy-duty on-road engines in Europe,
will need to comply from 2014. The tightening of legislation for non-road engines in emerging countries will see the legislative net
increasingly capture more than the current 20% of the world’s non-road fleet.
Longer term, there are wide-ranging drivetrain options that could be used to reduce CO2 output from vehicles, including full electric
power. However, significant advances in combustion engine technology, including smaller and more efficient turbocharged engines, as
well as hybridisation and the use of advanced lightweight materials, ensure the future of the internal combustion engine for many
years to come. Consequently the fundamental outlook for PGM’s remains positive and robust.
PGM Prices
Downgrades to forecast economic growth in Europe in the second half of 2011 pulled the platinum price down from an average of
$1,748 per ounce in September 2011 to an average of $1,454 per ounce in December. Price weakness continued through 2012 with
prices mostly trading in a $1,400-1,500 per ounce range, except for two major supply events that stimulated price rallies, the second of
which is still underway.
An illegal strike at Impala Platinum in February reduced platinum supply by 150,000 ounces and led to a price rally that lifted platinum
to over $1,700 per ounce for a week.
Most recently the Events at Marikana and subsequent illegal strikes at other mines saw platinum prices rise from below $1,400 per
ounce to close to $1,700 per ounce by mid-September.
2012 average platinum prices at $1,535 per ounce were still $180 per ounce down on the same period in 2011.
Palladium prices tend to be more volatile but moved in tandem and in reaction to the same events that affected platinum. Palladium
prices for 2012 declined 12% year on year compared to platinum’s drop of 10%.
The lasting effects from a tight market that forced the rhodium price spike in 2008 are becoming increasingly evident, as manufacturers
continue to look for breakthroughs that would require less rhodium. As a result of weak demand and a stock overhang, the fall in the
rhodium price has far exceeded both platinum and palladium with a 34% drop in 2012 compared to 2011.
Demand
Automotive
While European auto sales contracted in the period under review the large auto inventory overhang of more than two million vehicles
in 2008/09 does not appear to exist today. Auto manufacturers adjusted factory output to carefully manage inventories. Global vehicle
production is already higher than pre-financial crisis levels and looks set to continue to grow.
23
Platinum demand in 2012, while likely to be down in Europe, will to some degree be offset by growth from the USA, Japan and the rest
of the world, especially from higher metal loadings associated with tighter emissions already affecting new heavy duty vehicles in USA
and Japan.
Palladium substitution for platinum in light duty diesel catalysts continues steadily. However, there are more than six million heavy
duty on-road and all types of non-road diesel engines scheduled to be affected by the roll out of tighter emissions regulations of which
most will require a platinum-rich catalyst after treatment system.
Jewellery
In recent years jewellery demand has become increasingly significant for the platinum market and now accounts for 33% of demand.
Chinese platinum jewellery consumption, which accounts for more than 65% of the global jewellery market, continues to grow.
Underlying, and less price elastic, bridal jewellery purchases are increasing year on year along with wedding registrations which were
up more than 10% for the first six months of 2012. Despite softening Gross Domestic Product growth forecasts for China, major
jewellery retailers continue to expand.
Investment
The industrial action and social-political unrest at PGM mines in South Africa seemed to be the catalyst for the most recent increase in
Exchange Traded Fund (ETF) holdings of 187,000 ounces of platinum. Palladium ETF holdings were barely affected with only 34,000
additional ounces added. Platinum supply is heavily concentrated in South Africa at 73% of primary supply, while palladium supplies are
more globally spread with 37% derived from South African based mines.
Looking at 2012 year-to-date, platinum ETFs have added 263,000 ounces to reach a new record level of 1.59 million ounces. Palladium
ETFs added 233,000 ounces of palladium this year to reach 1.86 million ounces.
Outlook
Primary supply will be down year on year in 2012 mainly owing to industrial unrest, but also due to some closures, notably Aquarius’
Everest South and Blue Ridge operations. Looking ahead, supply will remain constrained due to supply disruptions and forced cutbacks
of capital expenditure since the financial crisis started in 2008.
At the start of 2012, with a backdrop of weakening demand in Europe, the prospect of a platinum market surplus loomed. However,
based on recent supply disruptions a market shortfall is increasingly likely. There are significant stocks that have accumulated since the
financial crisis in 2008, but these should start to be drawn down and translate into higher prices, particularly as captive demand takes
hold towards the latter part of 2013 and during 2014.
The palladium market remains in structural deficit and reliant on accumulated stocks to meet demand. The switch from palladium to
platinum in light duty diesel catalysts makes sense today at the current price differential and will continue to benefit producers and
investors exposed to palladium for the medium term, but the palladium supply-demand mismatch is unsustainable beyond this time
frame.
Rhodium supply is most concentrated in South Africa and supply disruptions, particularly affecting marginal UG2 (rhodium rich)
operations should start to accelerate the drawdown of accumulated inventories.
24
Financial Review
Overview
The Events at Marikana in August and September of the 2012 financial year resulted in Lonmin being unable to mine for seven weeks
and that had a significant impact on our financial results. Key in this impact has been the reduction in the volume of Platinum Group
Metals (PGMs) produced and sold while fixed production costs continued to be incurred during the strike period which has had an
adverse effect on the Group’s profitability.
Prior to the Events at Marikana industrial demand for PGMs had been subdued resulting in a depressed pricing environment which was
putting pressure on revenues and margins. The supply side concerns resulting from the strike action, which spread to others in the
industry, saw prices rebound during August and September but this only benefited minimal inventory and processing pipeline sales
conducted during this period in the absence of new production.
On the cost side we have separately accounted for fixed production overheads incurred during the Events at Marikana for which there
was no associated production output as well as additional costs arising directly as a result of the strike action. These have been
disclosed as special costs to assist in understanding the financial performance achieved by the Group on a comparable basis with prior
years. As a result our underlying performance excludes the impact of the strike action. Other than the impact of the strike, movements
in underlying costs were driven primarily by above inflation wage and electricity tariff increases, somewhat mitigated by favourable
exchange movements. The C1 unit cost per ounce produced for 2012, including the impact of the strike action, was 12.9% higher than
2011.
Capital expenditure for 2012 was $408 million. This coupled with the loss made as a result of events described above resulted in an
increase in our net debt position which was partially mitigated by the prepaid sale of gold undertaken in the first half of the financial
year and the reduction in closing stocks following the strike disruption. Our net debt position at 30 September 2012 amounted to $421
million. This figure has increased significantly subsequent to year end as we fund the production ramp up and enable stock levels to be
rebuilt through the production pipeline. At 31 October 2012 net debt was approximately $550 million.
Subsequent to year end we have embarked on significant steps to strengthen our financial position. The announcement of our results
coincides with the launch of a Rights Issue seeking to raise $817 million before costs and foreign exchange charges. In addition, the
terms of our debt facilities will be revised subject to a successful Rights Issue to provide greater funding flexibility going forward. Details
of the Rights Issue and proposed amendments to debt facilities are included below and in our Rights Issue Prospectus.
Income Statement
The $244 million movement between the underlying operating profit of $311 million for the year ended 30 September 2011 and that of
$67 million for the year ended 30 September 2012 is analysed below.
$m
Year to 30 September 2011 reported operating profit 307
Year to 30 September 2011 special items 4
Year to 30 September 2011 underlying operating profit 311
PGM price (325)
PGM volume (68)
PGM mix 42
Base metals (27)
Revenue changes (378)
Cost changes (including foreign exchange impact of $151 million) 134
Year to 30 September 2012 underlying operating profit 67
Year to 30 September 2012 special items (769)
Costs relating to illegal work stoppage 159
Impairment of Akanani exploration and evaluation asset 602
Other 8
Year to 30 September 2012 reported operating loss (702)
25
Revenue
Total revenue declined by $378 million from 2011 to $1,614 million for the year ended 30 September 2012.
The PGM pricing environment during the year deteriorated over the last year and the impact on the average prices achieved on the key
metals sold is shown below:
Year ended Year ended
30.09.12 30.09.11
$/oz $/oz
Platinum 1,517 1,769
Palladium 630 752
Rhodium 1,274 2,145
PGM basket (excluding by-product revenue) 1,095 1,299
The fragile conditions in the auto industry, particularly in Europe, have resulted in subdued short-term demand for PGMs negatively
impacting their price. PGM price deterioration contributed $325 million to the overall decrease in revenue. It should be noted that
whilst the US Dollar basket price has decreased by 16% over the 2011 financial year, in Rand terms the basket price decreased by only
3% impacted by the relatively weaker Rand.
PGM sales volume for the year to 30 September 2012 was 4% down on the year to 30 September 2011. The reduction in PGM volumes,
mainly as a result of the Events at Marikana, contributed $68 million to the overall decrease in revenue. However, the mix of metals
sold resulted in a positive impact of $42 million mainly due to a higher proportion of Platinum and Rhodium due to metal-in-process
inventory timing differences. Base metal revenue was down $27 million largely due to lower nickel prices.
Operating Costs
Total underlying costs (excluding the impact of the strike disruption) in US Dollar terms decreased by $134 million mainly due to
positive foreign exchange movements and decreased production offset by the impact of cost escalations. A track of these changes is
shown in the table below.
$m
Year ended 30 September 2011 – underlying costs 1,681
Increase / (decrease):
Marikana underground mining 33
Marikana opencast mining (18)
Limpopo mining 3
Concentrating and processing 15
Overheads 48
Special operating costs excluded from underlying costs (169)
Underlying operating costs (88)
Pandora and W1 ore purchases 1
Metal stock movement 100
Foreign exchange (151)
Depreciation and amortisation 4
Cost changes (including foreign exchange impact) (134)
Year ended 30 September 2012 – underlying costs 1,547
Total Marikana mining costs (underground and opencast) increased in the year by $15 million or 2%, mainly as a result of an 8.5% wage
increase incurred in the period partially offset by the reduction in production due to the strike disruption. Marikana opencast mining
costs reduced by $18 million or 33% driven by a reduction in production initiated in the first half as we focused on grade improvement.
26
Concentrator and processing costs increased over 2011 by $15 million or 4% as escalation effects, in particular from electricity costs
were partially offset by reduced production.
Overheads increased by $48 million largely due to some $37 million of idle production costs flowing directly to the income statement
with no production inventory to allocate them to. In addition $5 million worth of debt capital raising costs and an additional $5 million
was spent to settle the Keysha dispute. These costs form part of the $169 million of costs re-allocated to special items (see below).
The $100 million adverse impact on operating profit, excluding exchange impacts, of metal stock movements results from the reduction
of pipeline stocks towards the end of the year due to minimal production in August and September as a result of the strike disruption.
The Rand weakened substantially against the US Dollar during the year under review averaging ZAR8.05 to USD1 compared to an
average of ZAR6.95 to USD1 in 2011 resulting in a $151 million positive impact on operating costs.
Cost per PGM Ounce
The C1 cost per PGM ounce produced for the year to 30 September 2012 was R8,507. This was an increase of 12.9% compared to 2011.
The cost increases were largely driven by higher than inflation increases in the wage bill (8.5%) and electricity tariffs (24%). These were
exacerbated by significant production disruptions due to increased Section 54 and management induced safety stoppages as well as
community unrest in the first half of the year and the Events at Marikana in August and September. It should be noted that the C1 cost
per PGM ounce is based on all production costs including idle fixed production overheads which have been excluded from our
underlying results as discussed below. If these strike related costs are excluded the increase in unit cost per PGM ounce produced for
2012 would have been a 5.2% increase compared to 2011.
Further details of unit costs analysis can be found in the Operating Statistics.
Special Operating Costs
In 2012 special operating costs are made up as follows:
$m
Impairment of the Akanani exploration and evaluation asset 602
Strike related costs 159
- Idle fixed production costs 120
- Contract costs 29
- Payroll costs 7
- Other 3
Debt capital raising costs 5
Costs relating to disputed prospecting rights 5
Reversal of impairment of employee housing (2)
769
During the second half of the financial year we completed a pre-feasibility study on the Akanani exploration and evaluation asset. This
study provided an update on the results of the original concept study undertaken at the time of acquisition and showed a significant
increase in capital and operating costs, influenced by mining methodology and concentrator requirements. Based on the results of this
pre-feasibility study, coupled with the current and long-term PGM pricing outlook, we have taken the decision to impair the asset by
$602 million. The carrying amount of the asset has reduced from $806 million (including $73 million of goodwill) in 2011 to $208
million at 30 September 2012 after accounting for $4 million worth of additions during the year.
As highlighted earlier, fixed production overheads incurred during the illegal strike period for which there was no associated production
output and costs arising directly as a result of the strike action have been classified as special items. The total of these strike related
costs amounted to $159 million. Idle fixed production costs incurred during the strike period amounted to $120 million. Costs relating
to contractors not being able to fulfil their obligations as a result of the disruption as well as demobilisation costs on K4 amounted to
27
$29 million. The negotiated wage settlement included an amount to be paid to employees on their return to work which totalled $7
million. Other costs related to the strike include additional security, media coordination and consumables.
Debt capital raising costs of $5 million were incurred prior to the strike disruption. These costs related to exploratory work and capital
raising initiatives looking at tapping various debt markets. As mentioned in the overview section above, we will now be launching a
Rights Issue to strengthen our balance sheet.
Costs amounting to $5 million (or R40 million) were incurred to compensate Holgoun Investment Holdings (Proprietary) Limited,
Keysha’s parent company, for relinquishing a disputed prospecting right and for its costs including those incurred in carrying out
prospecting activities.
The impairment charge to write down employee housing processed in 2011 has been reversed during the year under review following a
re-assessment of the realisable value of the houses.
In 2011 special operating costs of $4 million were charged. The move of the operational head office from London to South Africa was
completed in the first quarter at a cost of $2 million and a further $2 million impairment charge was taken on the write down of
employee housing in Marikana.
Impairment of Available for Sale Financial Assets
The $6 million impairment of available for sale financial assets represents the loss in value of our share in Platmin Limited following the
company’s delisting in December 2011.
Financing Costs
Year ended 30 September
2012 2011
$m $m
Net bank interest and fees (27) (46)
Capitalised interest payable and fees 26 46
Exchange (1) 2
Other (12) (7)
Underlying net finance costs (14) (5)
Special HDSA receivable income / (costs) 30 (12)
Special fair value movements in cash flow hedges - (6)
Net finance income / (costs) 16 (23)
The total net finance income of $16 million for the year ended 30 September 2012 represents a $39 million favourable movement
compared to the total net finance costs of $23 million for the year ended 30 September 2011.
Net bank interest and fees decreased from $46 million to $27 million for the year ended 30 September 2012 largely as a result of the
2011 figures including the unwinding of previously capitalised unamortised bank fees relating to the old banking facilities which were
replaced by new facilities during 2011 as well as a lower weighted average cost of financing under current bank debt facilities. Interest
totalling $26 million was capitalised to assets (2011 - $46 million).
Other finance costs largely relate to the unwinding of the discounting of site rehabilitation liabilities.
The Historically Disadvantaged South Africans (HDSA) receivable, being the Sterling loan to Shanduka Resources (Proprietary) Limited
(Shanduka), increased by $30 million during the year to 30 September 2012 being $14 million of foreign exchange gains and $16 million
of accrued interest. The $12 million reduction in 2011 represented a $24 million reduction in the fair value of the HDSA derivative and
$3 million worth of exchange losses partially offset by $15 million of accrued interest.
During 2011 Lonmin entered into an interest rate swap to hedge against its exposure to a base floating interest rate linked to a six
month USD libor. The swap was entered into prior to drawing down on the loan facility resulting in an interim fair value loss of $6
million before hedge accounting was applied in that financial year.
28
Taxation
Reported tax for the current year was a credit of $148 million after the tax effects of special items of $187 million. The underlying tax
charge is $39 million reflecting an effective rate of 68%. The underlying charge largely comprises deferred tax charges being recognised
on accelerated capital allowances with a reduced level of current tax in the year due to decreased profitability. The very high underlying
effective tax rate is largely driven by exchange effects on profits arising from a predominantly Rand tax base translated to the US Dollar
functional currency expressed as a percentage of a small profit before tax figure.
Cash Generation and Net Debt
The following table summarises the main components of the cash flow during the year.
Year ended 30 September
2012 2011
$m $m
Operating (loss) / profit (702) 307
Depreciation, amortisation and impairment 726 124
Changes in working capital 278 245
Other (2) 6
Cash flow generated from operations 300 682
Interest and finance costs (27) (36)
Tax (10) (16)
Trading cash inflow 263 630
Capital expenditure (408) (410)
Dividends paid to minority (14) (10)
Free cash (outflow) / inflow (159) 210
Distribution from / (investment in) joint venture 7 (2)
Additions to financial assets (2) (30)
Issue costs on non-current borrowings - (8)
Dividends paid to equity shareholders (31) (30)
Shares issued - 1
Cash (outflow) / inflow (185) 141
Opening net debt (234) (375)
Foreign exchange - 2
Unamortised fees (2) (2)
Closing net debt (421) (234)
Trading cash inflow (cents per share) 129.8c 311.2c
Free cash (outflow) / inflow (cents per share) (78.5c) 103.7c
Cash flow generated from operations in the year ended 30 September 2012 at $300 million was significantly lower than the $682
million recorded in 2011. This was driven off the back of reduced operating profits due to the impact of the Events at Marikana and the
subdued PGM pricing environment. Changes in working capital improved by $33 million compared to 2011. In 2012, working capital
cash flows benefited from the reduction in stock levels at year end due to extracting ounces out of the stock pipeline as well as the
revenue received in advance on the forward sale of gold in the first half of the financial year.
Trading cash inflow for the year to 30 September 2012 amounted to $263 million (2011 - $630 million). The cash outflow on interest
and finance costs decreased by $9 million. Tax payments decreased by $6 million and represent provisional corporate tax payments.
The trading cash inflow per share was 129.8 cents for the year ended 30 September 2012 against 311.2 cents for 2011.
Capital expenditure cash flow at $408 million was in line with the prior year. In Mining, the expenditure incurred was focused on
operating developments at Hossy and Saffy shafts, equipping and development at K4 and investment in the sub-decline at K3. In the
Process Division spend comprised additional furnace capacity, the Easterns tailings treatment plant as well as expenditure to increase
capacity at the Number One shaft concentrator.
29
The proposed dividend of 15 cents per share for the financial year ended 30 September 2011 was paid during the year under review
resulting in a cash outflow of $31 million.
Net debt at $421 million has increased by $187 million since 30 September 2011. Pressure on net debt as a result of declining
profitability driven by the PGM pricing environment and significant business disruptions was partially mitigated by the deferred
revenue proceeds as well as reduction in stock levels at the end of the year.
As a result gearing, calculated on net borrowings attributable to the Group divided by those attributable net borrowings and the equity
interests outstanding at the balance sheet date, was 14% at 30 September 2012 (30 September 2011 – 7%). The ratio of consolidated
net debt to underlying EBITDA increased from 0.54 times at 30 September 2011 to 2.18 times at 30 September 2012 which remains
within the covenants relating to the existing bank facilities. As mentioned later in this report, the terms of these bank facilities will be
revised subject to a successful Rights Issue.
Principal Risks and Uncertainties
The Group faces many risks in the operation of its business. The Group’s strategy takes into account known risks, but risks will exist of
which we are currently unaware. This financial review focuses on financial risk management.
Financial Risk Management
The main financial risks faced by the Group relate to the availability of funds to meet business needs (liquidity risk), the risk of default
by counterparties to financial transactions (credit risk), fluctuations in interest and foreign exchange rates and commodity prices
(market risk). Factors which are outside the control of management which can have a significant impact on the business remain,
specifically, volatility in the Rand / US Dollar exchange rate and PGM commodity prices.
These are the critical factors to consider when addressing the issue of whether the Group is a Going Concern.
Liquidity Risk
The policy on liquidity is to ensure that the Group has sufficient funds to facilitate all ongoing operations. The Group funds its
operations through a mixture of equity funding and borrowings. The Group’s philosophy is to maintain an appropriately low level of
financial gearing given the exposure of the business to fluctuations in PGM commodity prices and the Rand / US Dollar exchange rate.
This is supplemented with additional risk mitigation strategies such as those described below in respect of foreign currency and
commodity price risk.
As part of the annual budgeting and long-term planning process, the Group's cash flow forecast is reviewed and approved by the Board.
The cash flow forecast is amended for any material changes identified during the year, for example material acquisitions and disposals.
Where funding requirements are identified from the cash flow forecast, appropriate measures are taken to ensure these requirements
can be satisfied. Factors taken into consideration are:
• the size and nature of the requirement;
• preferred sources of finance applying key criteria of cost, commitment, availability, security / covenant conditions;
• recommended counterparties, fees and market conditions; and
• covenants, guarantees and other financial commitments.
Prior to the strike disruption, the Group had embarked on a review of its growth strategy, future production profile and capital
investment programme as a result of prevailing subdued short-term demand for PGMs. The strike disruption and the continued PGM
market environment has necessitated the Group’s further review of its strategy and capital structure. To this end, the Board has
concluded that reducing capital expenditure in the near term and raising additional equity, in conjunction with a revision to bank
facilities will result in the appropriate capital structure and retain the Group’s flexibility regarding financial risks.
Consequently the announcement of these results will coincide with the launch of a Rights Issue which is conditional on, amongst other
things, shareholder approval. The Group proposes to raise approximately $817 million before expenses as well as amend the existing
debt facilities.
30
Both the amended US Dollar Facilities Agreement and amended Rand Facilities Agreements will only come into effect if the proposed
Rights Issue is completed and raises at least $700 million of net proceeds no later than 31 December 2012 and such net proceeds are
used to prepay the Group’s indebtedness under the Existing Facilities Agreements, including (i) the prepayment in full of amounts
outstanding (amounting to $300 million plus accrued interest and applicable break fees) under the US Dollar Term Loan, which facility
will then be cancelled; and (ii) (to the extent of the remaining net proceeds of the Rights Issue) the prepayment of amounts outstanding
(amounting to $400 million plus accrued interest and applicable break fees) under the US Dollar Revolving Credit Facility; and (iii) the
partial prepayment of amounts outstanding (amounting to R1,980 million equivalent as at 31 October 2012, which is equivalent to
approximately $229 million based on a Rand/US dollar exchange rate of R8.66) plus accrued interest and applicable break fees) under
the Rand Facilities Agreements.
The principal amendments to the Existing Facilities Agreements are to remove the net debt/EBITDA and EBITDA/net interest covenants
and to substitute the following financial covenants into each of these agreements:
• consolidated tangible net worth will not be less than $2,250 million;
• consolidated net debt will not exceed 25 per cent of consolidated tangible net worth; and
• if:
o in respect of the amended US Dollar Facilities Agreement, the aggregate amount of outstanding loans exceeds $75
million at any time during the last six months of any test period; or
o in respect of both the amended US Dollar Facilities Agreement and the amended Rand Facilities Agreements,
consolidated net debt exceeds $300 million as of the last day of any test period,
the capital expenditure of the Group must not exceed the limits set out in the table below, provided that, if 110 per cent of
budgeted capital expenditure for any test period ending on or after 30 September 2013 is lower than the capital expenditure
limit set out in the table below for that test period, then the capital expenditure limit for that test period shall be equal to 110
per cent of such budgeted capital expenditure.
Test Period Capital expenditure limit (ZAR)
1 October 2012 to 31 March 2013 (inclusive) 800,000,000
1 October 2012 to 30 September 2013 (inclusive) 1,600,000,000
1 April 2013 to 31 March 2014 (inclusive) 1,800,000,000
1 October 2013 to 30 September 2014 (inclusive) 2,000,000,000
1 April 2014 to 31 March 2015 (inclusive) 3,000,000,000
1 October 2014 to 30 September 2015 (inclusive) 4,000,000,000
1 April 2015 to 31 March 2016 (inclusive) 4,000,000,000
1 October 2015 to 30 September 2016 (inclusive) 4,000,000,000
As at 30 September 2012, Lonmin had net debt of $421 million, comprising $739 million of drawn facilities net of $315 million of cash
and equivalents and $6 million of unamortised bank fees as well as a further $3 million of external debt incurred to fund the
construction of a chrome treatment plant with an outside partner.
The effective cost of debt funding for the 2012 financial year was circa 4.3%.
Credit Risk
Banking Counterparties
Banking counterparty credit risk is managed by spreading financial transactions across an approved list of counterparties of high credit
quality. Banking counterparties are approved by the Board and consist of the ten banks that participate in Lonmin’s bank debt facilities.
These counter-parties comprise: BNP Paribas S.A., Citigroup Global Markets Limited, FirstRand Bank Limited, HSBC Bank Plc, Investec
Bank Limited, J.P. Morgan Limited, Lloyds TSB Bank Plc, The Royal Bank of Scotland N.V., The Standard Bank of South Africa Limited and
Standard Chartered Bank.
31
Trade Receivables
The Group is exposed to significant trade receivable credit risk through the sale of PGMs to a limited group of customers.
This risk is managed as follows:
• aged analysis is performed on trade receivable balances and reviewed on a monthly basis;
• credit ratings are obtained on any new customers and the credit ratings of existing customers are monitored on an ongoing basis;
• credit limits are set for customers; and
• trigger points and escalation procedures are clearly defined.
It should be noted that a significant portion of Lonmin’s revenue is from two key customers. However, both of these customers have
strong investment grade ratings and their payment terms are very short, thereby reducing trade receivable credit risk significantly.
HDSA Receivables
HDSA receivables are secured on the HDSA’s shareholding in Incwala Resources (Pty) Limited.
Interest Rate Risk
Currently, the bulk of Lonmin’s outstanding borrowings are in US Dollars. Of the US Dollar borrowings, the base rate in respect of the
$300 million term facility has been fixed through an interest rate swap for the term of the facility which runs until May 2016. The
remaining USD borrowings and the ZAR borrowings are at floating rates of interest linked to LIBOR and JIBAR respectively. The interest
position is kept under constant review in conjunction with the liquidity policy outlined above and the future funding requirements of
the business.
Foreign Currency Risk
The Group’s operations are predominantly based in South Africa and the majority of the revenue stream is in US Dollars. However, the
bulk of the Group’s operating costs and taxes are paid in Rand. Most of the cash received in South Africa is in US Dollars. Most of the
Group’s funding sources are in US Dollars.
The Group’s reporting currency is the US Dollar and the share capital of the Company is based in US Dollars.
Because of the depressed level of our revenue basket when expressed in Rands experienced prior to the strike disruption and the
sensitivity of this price to a strengthening Rand, a decision was taken to use hedging instruments in respect of the Rand / US Dollar
currency exposure for up to 75% of forecast non platinum revenues for the second half of the 2012 financial year. All of these hedging
instruments matured by 30 September 2012 without creating any financial impact and no new foreign exchange hedging instruments
have been entered into.
The approximate effects on the Group’s results of a 10% movement in the Rand to US Dollar based on the 2012 average exchange rate
would be as follows:
Underlying operating profit +/- $117m
Underlying profit for the year +/- $69m
EPS (cents) +/- 34.0c
These sensitivities are based on 2012 prices, costs and volumes and assume all other variables remain constant. They are estimated
calculations only.
Commodity Price Risk
32
Our policy is not to hedge commodity price exposure on PGMs, excluding gold, and therefore any change in prices will have a direct
effect on the Group’s trading results.
For base metals and gold, hedging is undertaken where the Board determines that it is in the Group’s interest to hedge a proportion of
future cash flows. The policy is to hedge up to a maximum of 75% of the future cash flows from the sale of these products looking
forward over the next 12 to 24 months. The Group did not undertake any hedging of base metals under this authority in the financial
year and no forward contracts were in place in respect of base metals at the end of the year.
In respect of gold, Lonmin entered into a prepaid sale of 75% of its current gold production for the next 54 months in March 2012. In
terms of this contract Lonmin will deliver 70,700 ounces of gold over the period with delivery on a quarterly basis and in return
received an upfront payment of $107 million. The upfront receipt was accounted for as deferred revenue on our balance sheet and is
being released to profit and loss as deliveries take place at an average price of $1,510/oz delivered.
The approximate effects on the Group’s results of a 10% movement in the 2012 average metal prices achieved for Platinum (Pt) ($1,517
per ounce), Palladium (Pd) ($630 per ounce) and Rhodium (Rh) ($1,274 per ounce) would be as follows:
Pt Pd Rh
Underlying operating profit +/- $106m +/- $21m +/- $15m
Underlying profit for the year +/- $63m +/- $12m +/- $9m
EPS (cents) +/- 31.0c +/- 5.9c +/- 4.4c
These sensitivities are based on 2012 costs and volumes and assume all other variables remain constant. They are estimated
calculations only.
Contingent Liabilities
The Group provided third party guarantees to Eskom as security to cover estimated electricity accounts for three months. At 30
September 2012 these guarantees amounted to $12 million (2011 - $6 million).
Simon Scott
Acting Chief Executive Officer and Chief Financial Officer
33
Reserves & Resources
• Revisions to the South African Mineral Resource estimates were confined to the Marikana, Limpopo and Pandora properties. The
Akanani and Loskop Mineral Resources were unchanged during 2012.
o The Mineral Resources at Marikana (excluding tailings) decreased by 0.5 Moz of 3PGE+Au in 2012. Although mining depletion
accounted for significantly more than this amount, it was mostly offset by a slightly lower assessment of geological losses
applied to the 2012 Mineral Resource models. Exploration drilling at Marikana in 2012 was focussed on infill drilling that
allows for a more accurate assessment of the Mineral Resource, rather than Mineral Resource extension. A re-assessment of
the structure of the Marikana Mineral Resource resulted in the re-classification of an area of high geological complexity from
Indicated Resources to Inferred Resources.
o A comprehensive assessment of one of the UG2 tailings dams on the Marikana property has allowed for declaration of a
Mineral Resource of 0.8 Moz of 3PGE+Au.
o A major revision of the Pandora Mineral Resource was completed following a large drilling programme conducted in 2011 and
a number of smaller drilling programmes conducted since 2008. The Mineral Resource increased by 30%, with the addition of
2.3 Moz of 3PGE+Au, and a large portion of the Inferred Mineral Resource was upgraded to Indicated Resources.
o The Zebediela portion of the Inferred Mineral Resources at Limpopo was removed, accounting for a reduction of 2.8 Moz of
3PGE+Au, due to surrendering of that portion of the prospecting right area.
• No revisions were made to the Mineral Resources in Sudbury and Kenya during 2012.
• The following revisions to the Marikana Mineral Reserve were made in 2012, there being no changes to the Limpopo Reserves:
o The overall UG2 and Merensky Reef Mineral Reserves decreased by 2.1 Moz of 3PGE+Au, of which 1.0 Moz is attributed to
mining depletion. An area of Probable Mineral Reserve in the vicinity of the Elandsdrift Fault Zone was removed as the
Mineral Resource was downgraded to Inferred Resource as a result of geological structural complexity. Together with a re-
assessment of mining of Merensky Reef affected by Iron Rich Ultramafic Pegmatite (IRUP) this reduced the Mineral Reserve by
2.0 Moz of 3PGE+Au. A number of additional areas were brought into the life-of-mine plan, which together with a re-
assessment of certain modifying factors, increased the Mineral Reserve by 0.9 Moz.
o The 3PGE+Au grade for the combined Proved and Probable Mineral Reserves decreased by 1% (0.03 g/t), which is due to slight
revisions in modifying factors.
A summary of the changes to Lonmin’s Mineral Resources and Mineral Reserves are shown in the following tables and should be read
in conjunction with the Key Assumptions section of this report. Detailed breakdowns of these Mineral Resources and Mineral Reserves
into their respective confidence categories can be found in the sections specific to the individual areas.
1,4
PGE Mineral Resources (Total Measured, Indicated & Inferred)
30-Sep-2012 30-Sep-2011
Area 3PGE+Au Pt 3PGE+Au Pt
5 5
Mt Mt
g/t Moz Moz g/t Moz Moz
Marikana 732.7 4.83 113.9 68.5 730.7 4.87 114.4 68.4
2
Limpopo 128.8 4.07 16.8 8.4 144.7 4.23 19.7 10.0
Limpopo Baobab shaft 46.1 3.91 5.8 3.0 46.1 3.91 5.8 3.0
Akanani 216.0 3.84 26.7 10.9 216.0 3.84 26.7 10.9
Pandora JV 66.2 4.65 9.9 6.0 54.8 4.29 7.6 4.6
3
Loskop JV 10.1 4.04 1.3 0.8 10.1 4.04 1.3 0.8
3
Sudbury PGM JV 0.4 6.30 0.07 0.04 0.4 6.30 0.07 0.04
3
Tailings Dam 22.5 1.10 0.80 0.48 - - - -
Total Resource 1 222.7 4.46 175.2 98.1 1 202.6 4.54 175.4 97.6
34
Notes
1) All figures are reported on a Lonmin Plc attributable basis, the relative proportions of ownership per project being shown in the
Key Assumptions section of this report.
2
2) Limpopo excludes Baobab shaft. In 2011, Limpopo included the Mineral Resources for Zebedelia.
3) Loskop and Sudbury PGM JV exclude Rh, due to insufficient assays, and therefore 2PGE+Au are reported. Tailings Dam exclude
Au, due to assay values below laboratory detection limit, and therefore are reported as 3PGE.
4) Resources are reported inclusive of Reserves.
5) Quantities and grades have been rounded to one or two decimal places, therefore minor computational errors may occur.
1
PGE Mineral Reserves (Total Proved & Probable)
30-Sep-2012 30-Sep-2011
Area 3PGE+Au Pt 3PGE+Au Pt
3 3
Mt Mt
g/t Moz Moz g/t Moz Moz
Marikana 269.8 4.06 35.2 21.3 284.8 4.09 37.4 22.6
2
Limpopo 42.4 3.20 4.4 2.2 42.4 3.20 4.4 2.2
Limpopo Baobab shaft 9.4 3.16 1.0 0.5 9.4 3.16 1.0 0.5
Pandora JV 6.3 4.02 0.8 0.5 5.1 4.14 0.7 0.4
Total Reserve 327.9 3.92 41.3 24.4 341.6 3.95 43.4 25.7
Notes
1) All figures are reported on a Lonmin Plc attributable basis, the relative proportions of ownership per project being shown in the
Key Assumptions section of this report.
2) Limpopo excludes Baobab shaft.
3) Quantities have been rounded to one decimal place and grades have been rounded to two decimal places, therefore minor
computational errors may occur.
Key assumptions pertaining to the 2012 Lonmin Mineral Resource and Reserve Statement
• Mineral Resources are reported inclusive of Mineral Reserves. Resources that are converted to Reserves are also included in the
Mineral Resource statement.
• All Resources and Reserves quoted reflect Lonmin's attributable portion only. There have been no changes in the percentage
attributable to Lonmin during the year. The following percentages were applied to the total Mineral Resource and Reserve for
each property:
Limpopo –
Limpopo – Pandora Sudbury
Marikana Baobab & Akanani Loskop JV
Dwaalkop JV JV PGM JV
Doornvlei
Lonmin
82% 41% 82% 74% 34.85% 41% 50%
Attributable
o Incwala Resources, Lonmin’s BEE partner, owns 18% of both Western Platinum Limited and Eastern Platinum Limited, and 26%
of Akanani. Lonmin’s 23.56% holding in the share capital of Incwala does not factor in the calculations of its attributable
interest.
o Limpopo includes Dwaalkop JV, which is a joint venture between Mvelaphanda Resources (50%) and Western Platinum (50%)
that is managed by Lonmin.
35
o Eastern Platinum Limited has an attributable interest of 42.5% in the Pandora Joint Venture together with Anglo Platinum
(42.5%), Mvelaphanda Resources (7.5%) and the Bapo Ba-Mogale Mining Company (7.5%).
o Western Platinum Limited has an attributable interest of 50% in the Loskop Joint Venture together with Boynton Investments
(50%).
o Lonmin’s share of the Sudbury PGM JV is currently a nominal 50%, of the product from any PGE deposit developed on the
participating properties. The agreement is that Lonmin will be allocated its pro-rata share in PGE’s and Vale will be allocated
its pro-rata share in Nickel, Copper, Cobalt, Gold and Silver. The exchange of metals will be governed by prevailing metal
prices at the time of the refined metal production.
o Lonmin has a 49% attributable portion of the Bumbo Mineral Resource in terms of The West Kenya earn-in and Joint Venture
Agreement between Aviva Corporation Limited and AfriOre International (Barbados) Limited a wholly owned subsidiary of
Lonmin Plc.
• Where grades are reported as 3PGE+Au these are a summation of the Platinum, Palladium, Rhodium and Gold grades. Modelling
of available assay information, obtained from drillhole core, indicates that the proportion of 3PGE+Au contained in 5PGE+Au,
which includes Ruthenium and Iridium, is approximately as follows:
UG2 Merensky Platreef
Marikana 0.81 0.92 -
Marikana Tailings 0.78 - -
Limpopo 0.86 0.93 -
Akanani - - 0.95
Pandora 0.81 - -
• Where Nickel (Ni) and Copper (Cu) grade estimates are derived from sufficient reliable information for the various Mineral
Resources, they are reported as average grades in percent. These grades represent acid soluble proportions. Acid soluble
percentages of Ni and Cu are closely correlated to the metals present as sulphide minerals.
• Mineral Resources are reported as "in-situ" tonnes and grade and allow for geological losses such as faults, dykes, potholes and
IRUP.
• Mineral Resources are estimated using a minimum true width of at least 90 cm and therefore may include some diluting material.
• Proved and Probable Mineral Reserves are reported as tonnes and grade expected to be delivered to the mill, are inclusive of
diluting materials and allow for losses that may occur when the material is mined.
• A Mineral Resource estimate of the Eastern Platinum No 1 tailings dam has been included in the Mineral Resources. The remaining
tailing dams will be considered as and when the appropriate assessments take place.
• For economic studies and the determination of pay limits, consideration was made of both short and long-term revenue drivers.
The following long-term global assumptions were used:
o Precious Metals (per Troy Ounce): Pt USD1,750, Pd USD870, Rh USD1,500, Ru USD205, Ir USD610, Au USD1,500.
o Base Metals (per metric tonne): Ni USD19,000, Cu USD6,500.
o Average exchange rate of USD1 to ZAR8.5.
• Dilutions are quoted as waste tonnes / (waste + ore tonnes) in percent.
• Bumbo Mineral Resources are reported using a cut-off grade of 0.7% copper equivalent.
• The copper equivalent formula for Bumbo was based upon commodity prices at the close of the market on 25th July 2011, namely:
o Copper: USD9,633/tonne ($Cu)
o Zinc: USD2,441/tonne ($Zn)
o Gold: USD1,614/ounce ($Au)
o Silver: USD40/ounce ($Ag)
o The copper equivalent (CuEq) is as follows:
CuEq (%) = Cu% + (Zn%*($Zn/100)/($Cu/100)) + (Au g/t*($Au/31.1034768)/($Cu/100)) +(Ag g/t*($Ag/31.1034768)/($Cu/100))
• Unless otherwise stated, the Lonmin Mineral Resources and Reserves estimates were prepared or supervised by various persons
employed by Lonmin.
36
Responsibility Statement of the Directors in respect of the Annual Report and Accounts
We confirm that to the best of our knowledge:
• the financial statements, prepared in accordance with the applicable set of accounting standards, give a true and fair view of the
assets, liabilities, financial position and profit or loss of the Company and the undertakings included in the consolidation taken as a
whole; and
• the Directors’ report includes a fair review of the development and performance of the business and the position of the Company
and the undertakings included in the consolidation taken as a whole, together with a description of the principal risks and
uncertainties that they face.
Roger Phillimore Simon Scott
Chairman Chief Financial Officer
8 November 2012
37
Operating statistics – 5 year review
Units 2012 2011 2010 2009 2008
Tonnes mined
1
Marikana Karee kt 4,384 4,438 4,115 3,950 3,962
1
Westerns kt 2,643 3,434 3,694 3,912 4,343
1
Middelkraal kt 1,762 1,904 1,918 1,385 884
1
Easterns kt 997 1,174 1,082 935 1,036
Underground kt 9,786 10,949 10,809 10,182 10,226
Opencast kt 443 601 329 234 1,300
Limpopo Underground kt - - - 87 523
Pandora attributable 2 Underground kt 185 168 166 142 124
Opencast kt - - - 156 275
Lonmin Platinum Underground kt 9,971 11,117 10,975 10,411 10,875
Opencast kt 443 601 329 389 1,575
Total kt 10,413 11,718 11,304 10,801 12,449
% tonnes mined from UG2 reef % 71.0 72.7 75.6 77.7 73.1
Tonnes milled 3
Marikana Underground kt 9,936 10,896 10,655 10,148 10,206
Opencast kt 450 748 129 622 1,163
Limpopo Underground kt - - - 92 534
Pandora 4 Underground kt 432 394 391 335 293
Opencast kt - - - 430 595
Ore purchases 5 Underground kt - - - - -
Opencast kt - - - - 30
Lonmin Platinum Underground kt 10,367 11,290 11,046 10,576 11,033
Opencast kt 450 748 129 1,053 1,788
Total kt 10,817 12,037 11,176 11,628 12,821
6
Milled head grade
Lonmin Platinum Underground g/t 4.56 4.54 4.67 4.57 4.66
Opencast g/t 3.01 2.23 2.25 3.70 3.70
Total g/t 4.49 4.40 4.65 4.50 4.52
7
Concentrator recovery rate
Lonmin Platinum Underground % 86.1 85.4 84.8 81.0 81.7
Opencast % 85.9 81.6 63.8 65.1 59.4
Total % 86.1 85.3 84.7 79.8 79.2
38
Units 2012 2011 2010 2009 2008
8
Metals in concentrate
Marikana Platinum oz 646,393 694,149 668,620 612,910 660,429
Palladium oz 295,409 324,655 313,590 284,561 303,530
Gold oz 16,925 17,471 14,969 14,419 17,221
Rhodium oz 83,144 91,659 93,043 85,008 90,096
Ruthenium oz 127,269 144,369 144,913 130,080 139,158
Iridium oz 27,610 31,294 31,432 28,389 29,654
Total PGMs oz 1,196,750 1,303,597 1,266,566 1,155,367 1,240,088
Limpopo Platinum oz - - - 3,770 22,017
Palladium oz - - - 3,331 16,477
Gold oz - - - 243 1,265
Rhodium oz - - - 487 2,660
Ruthenium oz - - - 688 4,128
Iridium oz - - - 159 121
Total PGMs oz - - - 8,679 46,667
Pandora Platinum oz 30,625 25,241 25,756 46,421 48,743
Palladium oz 14,261 11,847 12,108 20,866 21,282
Gold oz 228 179 176 350 371
Rhodium oz 4,743 3,865 4,036 6,425 6,334
Ruthenium oz 7,135 6,070 6,228 9,338 9,379
Iridium oz 1,195 996 1,041 1,767 1,762
Total PGMs oz 58,188 48,199 49,345 85,168 87,872
Ore purchases Platinum oz - - - - 937
Palladium oz - - - - 793
Gold oz - - - - 74
Rhodium oz - - - - 83
Ruthenium oz - - - - 107
Iridium oz - - - - 25
Total PGMs oz - - - - 2,019
Concentrate purchases Platinum oz 2,802 - - - -
Palladium oz 973 - - - -
Gold oz 10 - - - -
Rhodium oz 329 - - - -
Ruthenium oz 404 - - - -
Iridium oz 129 - - - -
Total PGMs oz 4,647 - - - -
Lonmin Platinum Platinum oz 679,821 719,390 694,376 663,101 732,125
Palladium oz 310,643 336,502 325,697 308,758 342,081
Gold oz 17,163 17,650 15,144 15,013 18,932
Rhodium oz 88,216 95,524 97,079 91,920 99,173
Ruthenium oz 134,808 150,439 151,141 140,106 152,772
Iridium oz 28,934 32,290 32,473 30,315 31,562
Total PGMs oz 1,259,585 1,351,796 1,315,911 1,249,214 1,376,645
9
Nickel MT 3,489 3,537 2,972 2,794 3,549
9
Copper MT 2,226 2,223 1,824 1,763 2,216
39
Units 2012 2011 2010 2009 2008
Refined production
Lonmin refined metal production
Platinum oz 648,414 686,877 607,794 655,291 699,942
Palladium oz 310,558 323,907 303,748 297,415 330,209
Gold oz 18,398 18,013 15,284 18,277 20,257
Rhodium oz 110,896 86,702 94,690 95,596 91,063
Ruthenium oz 153,394 164,374 147,854 146,506 158,424
Iridium oz 32,844 26,337 36,073 23,908 31,599
Total PGMs oz 1,274,503 1,306,210 1,205,443 1,236,992 1,331,493
Toll refined metal production
Platinum oz 38,958 44,396 77,571 2,025 -
Palladium oz 21,043 49,119 15,274 941 -
Gold oz 729 2,879 1,100 58 -
Rhodium oz 4,717 14,402 5,411 1,532 -
Ruthenium oz 7,907 24,408 8,278 2,647 -
Iridium oz 1,944 5,249 1,695 513 -
Total PGMs oz 75,299 140,453 109,328 7,717 -
Total refined PGMs
Platinum oz 687,372 731,273 685,365 657,317 699,942
Palladium oz 331,601 373,026 319,022 298,356 330,209
Gold oz 19,128 20,892 16,383 18,335 20,257
Rhodium oz 115,613 101,103 100,100 97,128 91,063
Ruthenium oz 161,300 188,782 156,133 149,153 158,424
Iridium oz 34,788 31,586 37,768 24,420 31,599
Total PGMs oz 1,349,802 1,446,662 1,314,772 1,244,709 1,331,493
Base metals
10
Nickel MT 3,786 4,188 3,475 3,244 3,483
10
Copper MT 2,153 2,454 2,091 1,988 2,009
40
Units 2012 2011 2010 2009 2008
Sales
Refined metal sales
Platinum oz 701,831 720,783 681,424 659,703 706,492
Palladium oz 335,849 372,284 315,515 305,332 329,460
Gold oz 19,273 19,417 16,289 18,910 20,151
Rhodium oz 119,054 102,653 98,657 94,160 93,337
Ruthenium oz 170,751 187,189 153,865 146,009 158,477
Iridium oz 37,187 33,603 34,790 23,522 32,140
Total PGMs oz 1,383,945 1,435,929 1,300,540 1,247,636 1,340,057
11
Concentrate and other
Platinum oz - - 24,850 23,253 20,425
Palladium oz - - - (2,848) 11,888
Gold oz - - - 13 117
Rhodium oz - - - 175 889
Ruthenium oz - - - 303 26,205
Iridium oz - - - 387 1,789
Total PGMs oz - - 24,850 21,282 61,313
Lonmin Platinum
Platinum oz 701,831 720,783 706,274 682,955 726,918
Palladium oz 335,849 372,284 315,515 302,485 341,348
Gold oz 19,273 19,417 16,289 18,922 20,268
Rhodium oz 119,054 102,653 98,657 94,335 94,227
Ruthenium oz 170,751 187,189 153,865 146,312 184,682
Iridium oz 37,187 33,603 34,790 23,909 33,929
Total PGMs oz 1,383,945 1,435,929 1,325,390 1,268,918 1,401,371
10
Nickel MT 3,843 4,180 3,033 3,318 3,338
10
Copper MT 2,197 2,448 2,169 2,045 1,978
10
Chrome MT 1,209,643 730,278 684,654 708,753 796,100
Average prices
Platinum $/oz 1,517 1,769 1,525 1,086 1,655
Palladium $/oz 630 752 448 224 372
Gold $/oz 1,597 1,405 1,153 912 867
Rhodium $/oz 1,274 2,145 2,308 1,571 7,614
Ruthenium $/oz 103 168 173 97 340
Iridium $/oz 1,042 938 520 388 414
12
Basket price of PGMs $/oz 1,095 1,299 1,139 786 1,529
13
Basket price of PGMs $/oz 1,163 1,389 1,195 836 1,593
12
Basket price of PGMs R/oz 8,807 9,109 8,375 6,873 11,543
13
Basket price of PGMs R/oz 9,304 9,716 8,790 7,316 11,983
10
Nickel $/MT 14,330 21,009 18,569 15,006 22,556
10
Copper $/MT 7,201 8,612 6,623 6,291 7,212
10
Chrome $/MT 20 27 5 2 1
Footnotes:
1 Karee includes the shafts K3, 1B and 4B and K4. Westerns comprises Rowland, Newman and ore purchases from W1. Middelkraal represents Hossy and Saffy. Easterns includes E1, E2 and E3.
2 Pandora attributable tonnes mined includes Lonmin's share (42.5%) of the total tonnes mined on the Pandora joint venture.
3 Tonnes milled excludes slag milling.
4 Lonmin purchases 100% of the ore produced by the Pandora joint venture for onward processing which is included in downstream operating statistics.
5 Tonnes milled and derived metal in concentrate from third-party ore purchases.
6 Milled head grade is the grammes per tonne (5PGE + Au) value contained in the tonnes milled and fed into the concentrator from the mines (excluding slag milled).
7 Recovery rate in the concentrators is the total content produced divided by the total content milled (excluding slag).
8 Metals in concentrate includes slag and has been calculated using industry standard downstream processing losses.
9 Corresponds to contained base metals in concentrate.
10 Nickel is produced and sold as nickel sulphate crystals or solution and the volumes shown correspond to contained metal. Copper is produced as refined product but typically at the LME grade C.
Chrome is produced in the form of chromite concentrate and volumes shown are in the form of chromite.
11 Concentrate and other sales have been adjusted to a saleable ounce basis using industry standard recovery rates.
12 Basket price of PGMs is based on the revenue generated in Rand and Dollar from the actual PGMs (5PGE + Au) sold in the period based on the appropriate Rand / Dollar exchange rate applicable for
41
each sales transaction.
13 As per note 12 but including revenue from base metals.
Units 2012 2011 2010 2009 2008
1
Capital expenditure Rm 3,296 2,907 1,989 2,106 2,816
$m 408 410 267 234 378
2
Cost per PGM ounce sold
Group:
Mining – Marikana R/oz 5,963 5,292 4,575 4,468 3,880
Mining – Limpopo R/oz - - - 7,404 6,363
Mining (weighted average) R/oz 5,963 5,292 4,575 4,490 3,979
Concentrating – Marikana R/oz 1,073 960 862 808 724
Concentrating – Limpopo R/oz - - - 1,820 1,743
Concentrating (weighted average) R/oz 1,073 960 862 815 761
Process division R/oz 872 830 809 693 686
Shared business services R/oz 600 452 527 632 845
C1 cost per PGM ounce produced R/oz 8,507 7,534 6,773 6,630 6,271
Stock movement R/oz (192) (272) (358) 112 (863)
C1 cost per PGM ounce sold
before base metal credits R/oz 8,315 7,262 6,415 6,742 5,408
Base metal credits R/oz (497) (606) (415) (440) (482)
C1 cost per PGM ounce sold
after base metal credits R/oz 7,817 6,656 6,000 6,302 4,926
Amortisation R/oz 708 617 571 516 420
C2 cost per PGM ounce sold R/oz 8,525 7,273 6,571 6,818 5,346
Pandora mining cost:
C1 Pandora mining cost
(in joint venture) R/oz 5,229 5,020 4,727 3,371 3,223
Pandora JV cost/ounce to Lonmin
(adjusting Lonmin share of profit) R/oz 7,644 7,228 7,253 5,956 6,200
Exchange rates
3
Average rate for period R/$ 8.05 6.95 7.45 9.00 7.45
£/$ 0.63 0.62 0.64 0.64 0.51
Closing rate R/$ 8.30 8.05 6.92 7.47 8.27
£/$ 0.62 0.64 0.64 0.62 0.56
Footnotes:
1 Capital expenditure is the aggregate of the purchase of property, plant and equipment and intangible assets (includes capital accruals and excludes capitalised interest).
2 It should be noted that with the restructuring of the business in 2011, 2010 and 2009 the cost allocation between business units has been changed and, therefore, whilst the
total is on a like-for-like basis, individual line items are not totally comparable.
3 Exchange rates are calculated using the market average daily closing rate over the course of the period.
42
Consolidated income statement
for the year ended 30 September
Special Special
2012 items 2012 2011 items 2011
i i
Underlying (note 3) Total Underlying (note 3) Total
Continuing operations Note $m $m $m $m $m $m
Revenue 2 1,614 - 1,614 1,992 - 1,992
ii
EBITDA 193 (169) 24 433 (2) 431
Depreciation, amortisation and
impairment (126) (600) (726) (122) (2) (124)
iii
Operating (loss) / profit 67 (769) (702) 311 (4) 307
Impairment of available for sale
financial assets - (6) (6) - - -
Finance income 4 5 30 35 5 15 20
Finance expenses 4 (19) - (19) (10) (33) (43)
Share of (loss) / profit of equity
accounted investments 4 (10) (6) 9 - 9
(Loss) / profit before taxation 57 (755) (698) 315 (22) 293
iv
Income tax credit 5 (39) 187 148 (56) 84 28
(Loss) / profit for the year 18 (568) (550) 259 62 321
Attributable to:
- Equity shareholders of Lonmin Plc 15 (425) (410) 226 47 273
- Non-controlling interests 3 (143) (140) 33 15 48
(Loss) / earnings per share 6 (202.3)c 134.8c
v
Diluted (loss) / earnings per share 6 (202.3)c 134.4c
Consolidated statement of comprehensive income
for the year ended 30 September
2012 2011
Total Total
Note $m $m
(Loss) / profit for the year (550) 321
Other comprehensive (expense) / income:
- Change in fair value of available for sale financial assets (8) (20)
- Effective portion of changes in fair value of cash flow hedges - (9)
- Changes in settled cash flow hedges released to the income statement - 1
- Foreign exchange on retranslation of equity accounted investments (5) (8)
- Deferred tax on items taken directly to the statement of comprehensive income (2) (4)
Total comprehensive (loss) / income for the year (565) 281
Attributable to:
- Equity shareholders of Lonmin Plc (425) 235
- Non-controlling interests (140) 46
(565) 281
Footnotes:
i Underlying results and earnings per share are based on reported results and earnings per share excluding the effect of special items as defined in note 3.
ii EBITDA is operating (loss) / profit before depreciation, amortisation and impairment of goodwill, intangibles and property, plant and equipment.
iii Operating (loss) / profit is defined as revenue less operating expenses before impairment of available for sale financial assets, finance income and expenses and share of
(loss) / profit of equity accounted investments.
iv The income tax credit substantially relates to overseas taxation and includes net exchange gains of $17 million (2011 - $82 million) as disclosed in note 5.
v Diluted (loss) / earnings per share is based on the weighted average number of ordinary shares in issue adjusted by dilutive outstanding share options.
43
Consolidated statement of financial position
as at 30 September
2012 2011
Note $m $m
Non-current assets
Goodwill 40 113
Intangible assets 462 993
Property, plant and equipment 2,889 2,567
Equity accounted investments 157 175
Other financial assets 418 399
3,966 4,247
Current assets
Inventories 260 384
Trade and other receivables 79 154
Tax recoverable 3 1
Cash and cash equivalents 8 315 76
657 615
Current liabilities
Trade and other payables (328) (354)
Interest bearing loans and borrowings 8 (123) (10)
Derivative financial instruments (5) (5)
Deferred revenue (24) -
Tax payable - (2)
(480) (371)
Net current assets 177 244
Non-current liabilities
Interest bearing loans and borrowings 8 (613) (300)
Derivative financial instruments (10) (9)
Deferred tax liabilities (562) (716)
Deferred revenue (70) -
Provisions (143) (125)
(1,398) (1,150)
Net assets 2,745 3,341
Capital and reserves
Share capital 203 203
Share premium 997 997
Other reserves 80 80
Retained earnings 1,208 1,650
Attributable to equity shareholders of Lonmin Plc 2,488 2,930
Attributable to non-controlling interests 257 411
Total equity 2,745 3,341
The financial statements were approved by the Board of Directors on 8 November 2012 and were signed on its behalf by:
Roger Phillimore Chairman
Simon Scott Chief Financial Officer
44
Consolidated statement of changes in equity
for the year ended 30 September
Equity interest
Called up Share Non-
share premium Other Retained controlling Total
capital account reserves i earnings ii Total interests iii equity
$m $m $m $m $m $m $m
At 1 October 2010 202 997 88 1,422 2,709 373 3,082
Profit for the year - - - 273 273 48 321
Total other comprehensive (expense) / income: - - (8) (30) (38) (2) (40)
- Change in fair value of available for sale financial
assets - - - (20) (20) - (20)
- Effective portion of changes in fair value of cash
flow hedges - - (9) - (9) - (9)
- Changes in settled cash flow hedges released to
the income statement - - 1 - 1 - 1
- Foreign exchange on retranslation of equity
accounted investments - - - (6) (6) (2) (8)
- Deferred tax on items taken directly to the
statement of comprehensive income - - - (4) (4) - (4)
Transactions with owners, recognised directly in
equity: 1 - - (15) (14) (8) (22)
- Share-based payments - - - 15 15 2 17
- Shares issued on exercise of share options 1 - - - 1 - 1
- Dividends - - - (30) (30) (10) (40)
At 30 September 2011 203 997 80 1,650 2,930 411 3,341
45
Equity interest
Called up Share Non-
share premium Other Retained controlling Total
capital account reserves i earnings ii Total interests iii equity
$m $m $m $m $m $m $m
At 1 October 2011 203 997 80 1,650 2,930 411 3,341
Loss for the year - - - (410) (410) (140) (550)
Total other comprehensive expense: - - - (15) (15) - (15)
- Change in fair value of available for sale financial
assets - - - (8) (8) - (8)
- Foreign exchange on retranslation of equity
accounted investments - - - (5) (5) - (5)
- Deferred tax on items taken directly to the
statement of comprehensive income - - - (2) (2) - (2)
Transactions with owners, recognised directly in
equity: - - - (17) (17) (14) (31)
- Share-based payments - - - 14 14 - 14
- Shares issued on exercise of share options iv - - - - - - -
- Dividends - - - (31) (31) (14) (45)
At 30 September 2012 203 997 80 1,208 2,488 257 2,745
Footnotes:
i Other reserves at 30 September 2012 represent the capital redemption reserve of $88 million (2011 - $88 million) and an $8 million hedging loss net of deferred tax (2011 -
$8 million).
ii Retained earnings include $5 million of accumulated credits in respect of fair value movements on available for sale financial assets (2011 - $13 million accumulated credits)
and a $3 million credit of accumulated exchange on retranslation of equity accounted investments (2011 - $8 million credit).
iii Non-controlling interests represent a 18% shareholding in each of Eastern Platinum Limited, Western Platinum Limited and Messina Limited and a 26% shareholding in
Akanani Mining (Pty) Limited.
iv During the year 400,000 share options were exercised (2011 – 364,924) on which $0.4 million of cash was received (2011 - $1 million).
46
Consolidated statement of cash flows
for the year ended 30 September
2012 2011
Note $m $m
(Loss) / profit for the year (550) 321
Taxation 5 (148) (28)
Share of loss / (profit) of equity accounted investments 6 (9)
Finance income 4 (35) (20)
Finance expenses 4 19 43
Impairment of available for sale financial assets 6 -
Non-cash movement on deferred revenue (13) -
Depreciation, amortisation and impairment 726 124
Change in inventories 124 12
Change in trade and other receivables 75 260
Change in trade and other payables (28) (27)
Change in provisions (3) (13)
Deferred revenue received 107 -
Share-based payments 14 17
Loss on disposal of property, plant and equipment - 2
Cash flow from operations 300 682
Interest received 4 3
Interest and bank fees paid (31) (39)
Tax paid (10) (16)
Cash inflow from operating activities 263 630
Cash flow from investing activities
Distribution from / (investment in) joint venture 7 (2)
Additions to other financial assets (2) (30)
Purchase of property, plant and equipment (404) (408)
Purchase of intangible assets (4) (2)
Cash used in investing activities (403) (442)
Cash flow from financing activities
Equity dividends paid to Lonmin shareholders (31) (30)
Dividends paid to non-controlling interests (14) (10)
Proceeds from current borrowings 8 120 10
Repayment of current borrowings 8 (10) (71)
Proceeds from non-current borrowings 8 589 300
Issue cost on non-current borrowings - (8)
Repayment of non-current borrowings 8 (275) (454)
Issue of other ordinary share capital - 1
Cash inflow / (outflow) from financing activities 379 (262)
Increase / (decrease) in cash and cash equivalents 8 239 (74)
Opening cash and cash equivalents 8 76 148
Effect of exchange rate changes 8 - 2
Closing cash and cash equivalents 8 315 76
47
Notes
1. Basis of preparation
The financial information presented has been prepared on the basis of International Financial Reporting Standards (IFRSs)
as adopted by the EU.
Going concern
In determining the appropriate basis of preparation of the financial statements, the Directors are required to consider
whether the Group can continue in operational existence for the foreseeable future.
The financial performance of the Group is dependent upon the wider economic environment in which the Group operates.
Factors exist which are outside the control of management which can have a significant impact on the business, specifically,
volatility in the Rand / US Dollar exchange rate and PGM commodity prices. Prior to the Events at Marikana, the Group had
embarked on a review of its growth strategy, future production profile and capital investment programme as a result of
prevailing subdued short-term demand for PGMs. Against this backdrop, the Events at Marikana resulted in a material
reduction in mine production at a time when the Group was not well positioned to absorb the resulting financial shock. This
necessitated a further review of the strategy and capital structure. To this end, the Board has concluded that reducing capital
expenditure in the near term and raising additional equity, in conjunction with a revision to bank facilities will result the
appropriate capital structure and retain the Group’s flexibility as regards financial risks.
On 29 October 2012 the Company entered into an agreement with Citigroup Global Markets Limited, HSBC Bank plc, J.P.
Morgan Securities plc and Standard Bank plc to fully underwrite approximately $800 million Rights Issue. In conjunction with
the Rights Issue, the Company has negotiated certain amendments to the terms of the Group’s existing debt facilities. The
Amended Facilities will only come into effect if the Resolution is passed and the Rights Issue is completed. It is intended that
US$300 million of the proceeds of the Proposed Rights Issue will be used to prepay and cancel the US Dollar Term Loan
and that the terms of the Group’s existing US Dollar Revolving Credit Facility and Rand Facilities will be amended. The
principal amendments to these facilities are to remove the net debt / Underlying EBITDA and Underlying EBITDA / net
interest covenants and replace them with covenants relating to net debt and tangible net worth with caps placed on capital
expenditure at certain debt levels.
The directors have prepared cash flow forecasts for a period in excess of 12 months and have concluded that the capital
structure, after a successful Rights Issue and debt facilities amendments, provides sufficient head room to cushion against
downside operational risks and minimises the risk of breaching new covenants.
The Rights Issue is conditional upon the Resolution being passed by Shareholders at the General Meeting, on Admission of
the New Shares to the premium listing segment of the Official List, Admission of the Nil Paid Rights to trading on the LSE,
Admission of the Letters of Allocation and New Shares to trading on the JSE and on the Underwriting Agreement becoming
unconditional. Therefore, if the Resolution is not passed at the General Meeting or any of these other events do not occur,
the Rights Issue will not proceed. If the Right Issue does not proceed the Amended Facilities will not come into effect. Until
such time as any subsequent renegotiation is concluded, the existing facilities will continue to apply. In the event that the
Group does not raise new equity and agree amendments to its existing bank facilities, in light of:
• the continuing impact on the Group of a loss of production arising from the Events at Marikana, as it seeks to ramp
up production following the work stoppages;
• the sensitivity of the Group's profitability and cash flows to adverse movements in PGM prices and the Rand/US
dollar exchange rate;
• the increased cost of labour following the 18 September wage agreement; and
• the ongoing risks of future labour disputes and the associated increased cost of labour and social provision,
the Directors believe that the Group may breach either or both of the Underlying EBITDA/net debt and Underlying
EBITDA/interest expense covenants in the Group's US Dollar Facilities and Rand Facilities when they are tested at the next
covenant test, which is due to be carried out in relation to the Group’s interim results for the six months ended 31 March
2013, and/or at a subsequent test date.
A breach of any of the Group's covenants when they are tested at any test date could result in a significant proportion of the
Group’s borrowings becoming repayable immediately. In that event, borrowings under the Group’s debt instruments that
48
contain cross-default or cross-acceleration provisions may become payable on demand and the Group may not have
sufficient funds to repay all of its debts.
The need for shareholder approval of the planned Rights Issue represents a material uncertainty that may cast significant
doubt about the Group’s and Company’s ability to continue as a going concern such that they may be unable to realise their
assets and discharge their liabilities in the normal course of business.
Nevertheless, based on the Group’s expectation that the conditions of the Rights Issue will be met, in addition to the Group’s
current trading, forecasts, and further management actions which would be taken whilst the existing financial covenants
remain in place, the Directors believe that the Group will continue to comply with its financial covenants and accordingly
have formed a judgement that it is appropriate to prepare the financial statements on a going concern basis. Therefore,
these financial statements do not include any adjustments that would result if the going concern basis on preparation is
inappropriate.
2. Segmental analysis
The Group distinguishes between three reportable operating segments being the Platinum Group Metals (PGM) Operations
segment, the Evaluation segment and the Exploration segment.
The PGM Operations segment comprises the activities involved in the mining and processing of PGMs, together with
associated base metals, which are carried out entirely in South Africa. These operations are integrated and designed to
support the process for extracting and refining PGMs from underground. PGMs move through each stage of the process and
undergo successive levels of refinement which result in fully refined metals. The Chief Executive Officer, who performs the
role of Chief Operating Decision Maker (CODM), views the PGM Operations segment as a single whole for the purpose of
financial performance monitoring and assessment and does not make resource allocations based on margin, costs or cash
flows incurred at each separate stage of the process. In addition, the CODM makes his decisions for running the business
on a day to day basis using the physical operating statistics generated by the business as these summarise the operating
performance of the entire segment.
The Evaluation segment covers the evaluation through pre-feasibility of the economic viability of newly discovered PGM
deposits. Currently all of the evaluation projects are based in South Africa.
The Exploration segment covers the activities involved in the discovery or identification of new PGM deposits. This activity
occurs on a worldwide basis.
No operating segments have been aggregated. Operating segments have consistently adopted the consolidated basis of
accounting and there are no differences in measurement applied. Other covers mainly the results and investment activities
of the corporate Head Office. The only intersegment transactions involve the provision of funding between segments and
any associated interest.
Year ended 30 September 2012
PGM Inter-
Operations Evaluation Exploration segment
Segment Segment Segment Other Adjustments Total
$m $m $m $m $m $m
Revenue (external sales by product):
Platinum 1,064 - - - - 1,064
Palladium 212 - - - - 212
Gold 31 - - - - 31
Rhodium 152 - - - - 152
Ruthenium 17 - - - - 17
Iridium 39 - - - - 39
PGMs 1,515 - - - - 1,515
Nickel 55 - - - - 55
Copper 16 - - - - 16
Chrome 28 - - - - 28
1,614 - - - - 1,614
49
Year ended 30 September 2012
PGM Inter-
Operations Evaluation Exploration segment
Segment Segment Segment Other Adjustments Total
$m $m $m $m $m $m
i
Underlying :
ii
EBITDA / (LBITDA) 202 3 (4) (8) - 193
Depreciation, amortisation and
impairment (126) - - - - (126)
ii
Operating profit / (loss) 76 3 (4) (8) - 67
Finance income 5 - - 14 (14) 5
Finance expenses (15) - - (18) 14 (19)
Share of profit of equity accounted
investments 2 - - 2 - 4
Profit / (loss) before taxation 68 3 (4) (10) - 57
Income tax expense (39) - - - - (39)
Underlying profit / (loss) after
taxation 29 3 (4) (10) - 18
iii
Special items (note 3) (103) (481) - 16 - (568)
(Loss) / profit after taxation (74) (478) (4) 6 - (550)
iv
Total assets 3,862 269 - 1,493 (1,001) 4,623
v
Total liabilities (2,094) (188) (46) (551) 1,001 (1,878)
Net assets 1,768 81 (46) 942 - 2,745
Share of net assets of equity
accounted investments 42 - - 115 - 157
Additions to property, plant,
equipment and intangibles 439 5 - - - 444
Material non cash items – share-
based payments 13 - - 1 - 14
Year ended 30 September 2011
PGM Inter-
Operations Evaluation Exploration segment
Segment Segment Segment Other Adjustments Total
$m $m $m $m $m $m
Revenue (external sales by product):
Platinum 1,275 - - - - 1,275
Palladium 280 - - - - 280
Gold 29 - - - - 29
Rhodium 220 - - - - 220
Ruthenium 32 - - - - 32
Iridium 32 - - - - 32
PGMs 1,868 - - - - 1,868
Nickel 88 - - - - 88
Copper 21 - - - - 21
Chrome 15 - - - - 15
50
1,992 - - - - 1,992
Year ended 30 September 2011
PGM Inter-
Operations Evaluation Exploration segment
Segment Segment Segment Other Adjustments Total
$m $m $m $m $m $m
i
Underlying :
ii
EBITDA / (LBITDA) 425 6 (1) 3 - 433
Depreciation, amortisation and
impairment (122) - - - - (122)
ii
Operating profit / (loss) 303 6 (1) 3 - 311
Finance income 8 - - 7 (10) 5
Finance expenses (20) - - - 10 (10)
Share of profit of equity accounted
investments 9 - - - - 9
Profit / (loss) before taxation 300 6 (1) 10 - 315
Income tax (expense) / credit (60) 4 - - - (56)
Underlying profit / (loss) after
taxation 240 10 (1) 10 - 259
iii
Special items (note 3) 80 - - (18) - 62
Profit after taxation 320 10 (1) (8) - 321
iv
Total assets 3,541 866 1 1,206 (752) 4,862
v
Total liabilities (1,587) (306) (42) (338) 752 (1,521)
Net assets 1,954 560 (41) 868 - 3,341
Share of net assets of equity
accounted investments 48 - - 127 - 175
Additions to property, plant,
equipment and intangibles 486 23 - - - 509
Material non cash items – share-
based payments 17 - - - - 17
Revenue by destination is analysed by geographical area below:
Year ended Year ended
30 September 30 September
2012 2011
$m $m
The Americas 319 414
Asia 485 557
Europe 508 616
South Africa 302 405
1,614 1,992
The Group's revenues are all derived from the PGM Operations segment. This segment has two major customers who
contributed 49% and 29% of revenue in the year (2011 - 59% and 27%).
51
Metal sales prices are based on market prices which are denominated in US Dollars. The majority of sales are also invoiced
in US Dollars with the exception of certain sales in South Africa which are invoiced in South African Rand based on
exchange rates determined in accordance with the contractual arrangements.
52
Non-current assets, excluding financial instruments, by geographical area are shown below:
Year ended Year ended
30 September 30 September
2012 2011
$m $m
South Africa 3,547 3,847
Europe 1 1
3,548 3,848
Footnotes:
i Underlying results are based on reported results excluding the effect of special items as defined in note 3.
ii EBITDA / (LBITDA) and operating profit / (loss) are the key profit measures used by management.
iii The impairment of Akanani to the value of $602 million (2011 - $nil) is included under special items in the segmental analysis. Akanani forms part of the Evaluation segment.
iv The assets under "Other" include the HDSA receivable of $381 million (2011 - $351 million) and intercompany receivables of $707 million (2011 - $742 million).
v The liabilities under "Other" include non-current borrowings of $500 million (2011 - $300 million).
53
3. Special Items
‘Special items’ are those items of financial performance that the Group believes should be separately disclosed on the face
of the income statement to assist in the understanding of the financial performance achieved by the Group and for
consistency with prior years.
2012 2011
$m $m
Operating loss: (769) (4)
i
- Costs relating to illegal work stoppage
Idle fixed production costs (120) -
Contract costs (29) -
Payroll costs (7) -
Other costs (3) -
ii
- Capital raising costs (5) -
iii
- Impairment of property, plant and equipment 2 (2)
iv
- Restructuring and reorganisation costs - (2)
v
- Costs incurred relating to disputed prospecting rights (5) -
vi
- Impairment of exploration and evaluation assets (602) -
vii
Impairment of available for sale financial assets (6) -
viii
Share of impairment recognised in associate (10) -
Net finance income / (expenses): 30 (18)
ix
- Interest accrued from HDSA receivable 16 15
ix
- Exchange gain / (loss) on HDSA receivable 14 (3)
- Movement in fair value of HDSA derivative - (24)
x
- Net change in fair value of cash flow hedges - (6)
Loss on special items before taxation (755) (22)
Taxation related to special items (note 5) 187 84
Special (loss) / gain before non-controlling interest (568) 62
Non-controlling interests 143 (15)
Special (loss) / gain for the year attributable to equity shareholders of Lonmin Plc (425) 47
Footnotes:
i Fixed production overheads incurred during the illegal strike period for which there was no associated production output and costs arising directly as a result of the strike
action have been classified as special items. The total of these strike related costs amounted to $159 million. Idle fixed production costs incurred during the strike period
amounted to $120 million. Costs relating to contractors not being able to fulfil their obligations as a result of the disruption amounted to $29 million. The negotiated wage
settlement included an amount to be paid to employees on their return to work which totalled $7 million. Other costs related to the strike include additional security, media
coordination and consumables.
ii Capital raising costs of $5 million were incurred prior to the strike disruption. These costs related to exploratory work and capital raising initiatives in various debt markets.
iii The impairment charge to write down employee housing processed in 2011 has been reversed during the year under review following a reassessment of the realisable value
of the houses.
iv During the year ended 30 September 2012 the Group incurred $nil (2011 - $2 million) in transition costs in relocating corporate functions from the London office to South
Africa.
v Costs were incurred to compensate Holgoun Investment Holdings (Proprietary) Limited, Keysha's parent company, for relinquishing a disputed prospecting right and for its
costs including those incurred in carrying out prospecting activities.
vi Impairment charges relate to the write down of goodwill and the exploration and evaluation asset of Akanani.
vii The $6 million impairment of available for sale financial assets represents the loss in value of our share in Platmin Limited following the company’s delisting in December
2011.
viii The impairment charge relates to our participation in Incwala's share of the write down of the Akanani exploration and evaluation asset.
ix During the year ended 30 September 2010 the Group provided financing to assist Shanduka to acquire a majority shareholding in Incwala, Lonmin's Black Economic
Empowerment partner. This financing has given rise to foreign exchange movements and the accrual of interest in 2012 and 2011.
x In 2011 the interest rate swap was entered into prior to draw down of the hedged item, resulting in a fair value loss during initial period of mismatch.
54
4. Net finance income / (expenses)
2012 2011
$m $m
Finance income: 5 5
- Interest receivable on cash and cash equivalents 4 3
- Other interest receivable 1 -
i
- Exchange gains on net debt - 2
Finance expenses: (19) (10)
- Interest payable on bank loans and overdrafts (20) (30)
- Effective portion of cash flow hedges released to the income statement (5) -
- Bank fees (6) (12)
- Unamortised bank fees realised on settlement of old loan facility - (7)
ii
- Capitalised interest 26 46
- Unwind of discounting on provisions (11) (7)
- Ineffective portion of cash flow hedges released to the income statement (2) -
i
- Exchange losses on net debt (1) -
Special items (note 3): 30 (18)
- Interest on HDSA receivable 16 15
- Exchange gain / (loss) on HDSA receivable 14 (3)
- Movement in fair value of HDSA derivative - (24)
- Net change in fair value of cash flow hedges - (6)
Net finance income / (expenses) 16 (23)
Footnotes:
i Net debt is defined by the Group as cash and cash equivalents, bank overdrafts repayable on demand and interest bearing loans and borrowings less unamortised bank fees.
ii Interest expenses incurred have been capitalised on a Group basis to the extent that there is an appropriate qualifying asset. The weighted average interest rate used by the
Group for capitalisation is 4.3% (2011 - 5.9%).
55
5. Taxation
2012 2011
$m $m
Current tax charge (excluding special items):
United Kingdom tax charge - -
i
Current tax credit at 25% (2011 – 28%) - -
Less amount of the benefit arising from double tax relief available - -
Overseas current tax expense at 28% (2011 – 28%) 10 13
Corporate tax expense – current year 9 18
Adjustment in respect of prior years 1 (6)
Tax on dividends remitted - 1
Deferred tax charge (excluding special items):
Deferred tax expense - UK and overseas 29 43
Origination and reversal of temporary differences 31 47
Adjustment in respect of prior years (2) (4)
Deferred tax credit on special items – UK and overseas (note 3): (187) (84)
Reversal of utilisation of losses from prior years to offset deferred tax liability (2) (2)
ii
Exchange on current taxation - (1)
ii
Exchange on deferred taxation (17) (81)
Tax on special items impacting profit before tax (168) -
Actual tax credit (148) (28)
Tax charge excluding special items (note 3) 39 56
Effective tax rate 21% (9)%
Effective tax rate excluding special items (note 3) 68% 18%
56
A reconciliation of the standard tax (credit) / charge to the actual tax credit was as follows:
2012 2012 2011 2011
% $m % $m
Tax (credit) / charge on (loss) / profit at standard tax rate 28 (195) 29 85
Tax effect of:
- Overseas taxes on dividends remitted by subsidiary companies - - - 1
iii
- Unutilised losses - - 1 5
- Foreign exchange impacts on taxable profits (2) 14 (12) (38)
- Adjustment in respect of prior years - - (3) (10)
- Other - (1) 4 13
Special items as defined above (5) 34 (28) (84)
Actual tax credit 21 (148) (9) (28)
The Group's primary operations are based in South Africa. The South African statutory tax rate is 28% (2011 - 28%).
Lonmin Plc operates a branch in South Africa which is subject to a tax rate of 28% on branch profits (2011 - 33%). After
taking into account the tax rate effect of the Lonmin Plc branch, the aggregated standard tax rate for the Group is 28% (2011
- 29%). The secondary tax rate on dividends remitted by South African companies was 10% (2011 - 10%). As from 1 April
2012 the secondary tax on companies was replaced by dividend withholding tax at a standard rate of 15%. Dividends
payable by the South African companies to Lonmin Plc will be subject to a 5% withholding tax benefitting from double
taxation agreements.
Footnotes:
i Effective from 1 April 2012 the United Kingdom tax rate changed from 26% to 24%. Effective from 1 April 2013 the United Kingdom tax rate will change from 24% to 23%.
This does not significantly impact the Group's deferred tax liabilities.
ii Overseas tax charges are predominantly calculated based in Rand as required by the local authorities. As these subsidiaries’ functional currency is US Dollar this leads to a
variety of foreign exchange impacts being the retranslation of current and deferred tax balances and monetary assets, as well as other translation differences. The Rand
denominated deferred tax balance in US Dollars at 30 September 2012 is $461 million (30 September 2011 - $569 million).
iii Unutilised losses reflect losses generated in entities for which no deferred tax is provided as it is not thought probable that future profits can be generated against which a
deferred tax asset could be offset or previously unrecognised losses utilised.
57
6. (Loss) / earnings per share
(Loss) / earnings per share (LPS) / EPS) has been calculated on the loss attributable to equity shareholders amounting to
$410 million (2011 – earnings of $273 million) using a weighted average number of 202,675,831 ordinary shares in issue
(2011 – 202,446,803 ordinary shares).
Diluted (loss) / earnings per share is based on the weighted average number of ordinary shares in issue adjusted by dilutive
outstanding share options in accordance with IAS 33 - Earnings Per Share. In the 12 months to 30 September 2012
outstanding share options were anti-dilutive and so were excluded from diluted loss per share in accordance with IAS 33 -
Earnings Per Share.
2012 2011
Loss for Per share Profit for Per share
the year Number of amount the year Number of amount
$m shares cents $m shares cents
Basic (LPS)/EPS (410) 202,675,831 (202.3) 273 202,446,803 134.8
Share option schemes - - - - 617,567 (0.4)
Diluted (LPS)/EPS (410) 202,675,831 (202.3) 273 203,064,370 134.4
2012 2011
Profit for Per share Profit for Per share
the year Number of amount the year Number of amount
$m shares cents $m shares cents
Underlying EPS 15 202,675,831 7.4 226 202,446,803 111.6
Share option schemes - 1,690,435 (0.1) - 617,567 (0.3)
Diluted Underlying EPS 15 204,366,266 7.3 226 203,064,370 111.3
Underlying earnings per share has been presented as the Directors consider it important to present the underlying results of
the business. Underlying earnings per share is based on the earnings attributable to equity shareholders adjusted to exclude
special items (as defined in note 3) as follows:
2012 2011
(Loss)/
profit for Per share Profit for Per share
the year Number of amount the year Number of amount
$m shares cents $m shares cents
Basic (LPS)/EPS (410) 202,675,831 (202.3) 273 202,446,803 134.8
Special items (note 3) 425 - 209.7 (47) - (23.2)
Underlying EPS 15 202,675,831 7.4 226 202,446,803 111.6
Headline earnings and the resultant headline earnings per share are specific disclosures defined and required by the
Johannesburg Stock Exchange. These are calculated as follows:
Year ended Year ended
30 September 30 September
2012 2011
$m $m
(Loss) / earnings attributable to ordinary shareholders (IAS 33 earnings) (410) 273
Add back loss on disposal of property, plant and equipment - 2
Add back impairment of assets (note 3) 616 2
Tax related to the above items (120) (1)
Non-controlling interests (86) (1)
Headline earnings - 275
58
2012 2011
(Loss)/
profit for Per share Profit for Per share
the year Number of amount the year Number of amount
$m shares cents $m shares cents
Headline EPS - 202,675,831 - 275 202,446,803 135.8
Share option schemes - 1,690,435 - - 617,567 (0.4)
Diluted Headline EPS - 204,366,266 - 275 203,064,370 135.4
7. Dividends
2012 2011
$m Cents per share $m Cents per share
Prior year final dividend paid in the year 31 15.0 30 15.0
Interim dividend paid in the year - - - -
Total dividend paid in the year 31 15.0 30 15.0
Interim dividend paid in the year - - - -
Proposed final dividend for the year - - 30 15.0
Total dividend in respect of the year - - 30 15.0
8. Net debt as defined by the Group
Foreign
As at exchange and As at
1 October non cash 30 September
2011 Cash flow movements 2012
$m $m $m $m
Cash and cash equivalents 76 239 - 315
Current borrowings (10) (110) (3) (123)
Non-current borrowings (308) (314) 3 (619)
Unamortised bank fees 8 - (2) 6
Net debt as defined by the Group (234) (185) (2) (421)
Foreign exchange
As at and non cash As at
1 October movements 30 September
2010 Cash flow $m 2011
$m $m $m
Cash and cash equivalents 148 (74) 2 76
Current borrowings (71) 61 - (10)
Non-current borrowings (462) 154 - (308)
Unamortised bank fees 10 - (2) 8
Net debt as defined by the Group (375) 141 - (234)
Net debt as defined by the Group comprises cash and cash equivalents, bank overdrafts repayable on demand and interest
bearing loans and borrowings less unamortised bank fees.
59
9. Statutory Disclosure
The financial information set out above does not constitute the company's statutory accounts for the years ended 30
September 2012 or 2011 but is derived from those accounts. Statutory accounts for 2011 have been delivered to the
registrar of companies, and those for 2012 will be delivered in due course. The auditor has reported on those accounts; their
report on the accounts for 2012 was (i) unqualified and (ii) drew attention by way of emphasis without qualifying their report
to a material uncertainty in respect of going concern and (iii) did not contain a statement under section 498 (2) or (3) of the
Companies Act 2006. Their report for the accounts for 2011 was (i) unqualified, (ii) did not include a reference to any matters
to which the auditor drew attention by way of emphasis without qualifying their report and (iii) did not contain a statement
under section 498 (2) or (3) of the Companies Act 2006.
60
Date: 09/11/2012 08:59:00 Produced by the JSE SENS Department. The SENS service is an information dissemination service administered by the JSE Limited ('JSE').
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