TORONTO, ONTARIO--(MILITARY-TECHNOLOGIES.NET - April 27, 2015) - Barrick Gold Corporation (NYSE:ABX)(TSX:ABX)
Production and costs in the first quarter were in line with operating plans. The company produced 1.39 million ounces of gold at all-in sustaining costs (AISC)(1) of $927 per ounce and generated $316 million in operating cash flow.
Full-year gold operating guidance remains on track for 6.2-6.6 million ounces at all-in sustaining costs of $860-$895 per ounce, with higher production and lower costs expected in the second half of the year. All-in sustaining costs and cash costs are expected to be highest in the second quarter of the year.
The company remains committed to debt reduction of at least $3 billion by the end of 2015, with asset sales and other initiatives well advanced.
Detailed evaluation of all capital spending plans using a 15 percent hurdle rate is now underway. To date, we have identified $200 million in capital expenditure reductions for 2015, with further reductions expected as the evaluation proceeds.
Barrick is announcing a significant new gold discovery, known as Alturas, on Chile's prolific El Indio belt. Drilling to date suggests Alturas is geologically similar to Veladero, with the potential to be significantly higher grade.
Barrick has formed a new partnership with Quantum Pacific Exploration, a company using innovative strategies and tools to increase the probability of discovery, faster than conventional approaches and at lower costs.
The Lumwana mine will continue operating following announcement of new tax system by the government of Zambia. Copper production guidance for 2015 has been increased to 480-520 million pounds, with C1 cash costs unchanged at $1.75-$2.00 per pound.
Value Realization Reviews underway to identify opportunities to maximize free cash flow, grow production and lower costs across the portfolio.
Barrick Gold Corporation (NYSE:ABX)(TSX:ABX) (Barrick or the company) met cost and production targets for the first quarter, reporting net earnings of $57 million ($0.05 per share). Adjusted net earnings were $62 million ($0.05 per share)1. Operating cash flow was $316 million. Gold production guidance for 2015 remains at 6.2-6.6 million ounces, with production 55 percent weighted to the second half of the year, in line with plan. Costs are also expected to be 20 percent lower in the second half of the year, with full-year all-in sustaining costs in line with guidance of $860-$895 per ounce.
TAKING BARRICK 'BACK TO THE FUTURE'
We have revitalized the Board of Directors and the management team; implemented a lean, decentralized operating model to drive greater free cash flow per share; adopted a rigorous capital allocation framework with a minimum hurdle rate of 15 percent; implemented a concrete strategy to reduce debt by at least $3 billion this year; and restored the company's original partnership culture with the appointment of 35 new partners and the creation of the most owner-centric, long-term compensation system of any company in Canada and within our industry.
We now have superb people, in the right roles, focused on the right things. In our new decentralized model, our miners are free from bureaucracy and are focused on maximizing free cash flow. A small head office is focused on allocating that cash flow to maximize shareholder returns. Our leaders are owners, with deep financial and emotional ownership in the long-term success of the business.
We are determined to once again be the world's leading gold company, a company that consistently grows free cash flow per share from a portfolio of the best gold assets in the best regions, delivering industry-leading returns to our owners.
BECOMING A TALENT-OBSESSED COMPANY
Barrick is obsessed with talent. People issues are the first topic at every weekly meeting of Barrick's most senior leaders and the Board of Directors now regularly engages in in-depth talent diagnosis. Darian Rich, elevated to the role of Executive Vice President, Talent Management, reports on people issues at every Board meeting. The company has attracted 13 new senior leaders in the last nine months, individuals who personify the company's original values and bring vital skills and experience that support the company's business objectives, such as strengthening the balance sheet, fixing Pascua-Lama, improving efficiency and productivity, and building partnerships in China and beyond. Our newest addition is Dana Easthope. He will join the company in May as Vice President and Corporate Secretary. His first responsibility will be to bring greater depth, continuity, and strength to the relationship between our owners and the Board of Directors. Under his tenure as Corporate Secretary at Sun Life Financial, the company consistently appeared at the top of the Globe and Mail's annual ranking of companies with the best corporate governance practices, placing first out of 250 companies in Canada in 2012 and 2013 and second in 2014.
RESTORING A STRONG BALANCE SHEET
As we take Barrick 'back to the future', no priority is more important than restoring a strong balance sheet. Prudent financial management is a bedrock principle of the company.
Our lean, decentralized operating model will maximize free cash flow per share-with more efficient and rigorous capital spending, reduced general and administrative costs, and profitable growth. These changes will contribute to the strength of our balance sheet over the long-term.
We remain committed to our debt reduction target of at least $3 billion by the end of 2015, and have moved quickly to advance a number of asset sales and joint venture opportunities:
Numerous companies have participated in the sales processes for the Cowal mine and the Porgera Joint Venture. Detailed due diligence on both assets is now underway, including site visits with prospective buyers.
We have begun a process for the sale of a stake in the Zaldívar copper mine in Chile. Zaldívar is a consistently strong performer in the world's best jurisdiction for copper mining. Potential buyers have expressed a strong interest in acquiring an interest in the mine.
We are actively exploring a number of other joint venture and sales opportunities.
We will take only those actions that make sense for the business, on terms we consider most favorable to our owners. Our strong liquidity means we can proceed with patience and discipline. We have less than $900 million in debt due over the next three years, a $4 billion undrawn credit facility, and $2.3 billion(2) in cash at the end of the first quarter.
CAPITAL ALLOCATION
Barrick has returned to a lean, decentralized operating model with minimal bureaucracy. Our operational leaders are focused on maximizing free cash flow, and the head office, now about half the size it was a year ago, is focused on allocating that cash flow to maximize long-term value for our owners.
At the end of 2014, we implemented a rigorous new capital allocation framework that goes beyond anything Barrick has undertaken in the past. We expect our portfolio to deliver a 10-15 percent return on invested capital through metal price cycles and, as such, individual projects are assessed against a hurdle rate of 15 percent. We will defer, cancel or sell projects that cannot achieve this target.
The capital we invest to sustain or increase production at our existing operations is not spread evenly across the portfolio. Our operations must compete for it. Capital will flow to mines that meet our overall expectations for returns on invested capital. Assets that are unable to meet our capital allocation objectives will be sold.
We are bringing this level of rigor to every part of the business. We have launched a detailed evaluation of all capital expenditures for 2015 and 2016. All spending plans will be re-assessed against our capital allocation objectives, including a minimum hurdle rate of 15 percent return on invested capital. Expenditures that do not meet our capital allocation objectives will be cancelled or deferred.
We have already identified $200 million in capital expenditure reductions for 2015, with further reductions expected as we continue to implement our new capital allocation framework. We will report further progress with our second quarter results.
The reductions identified thus far have been partially offset by an increase in copper sustaining capital following our decision to continue operations at Lumwana. As a result, our total capital expenditure guidance for 2015 has been reduced by $100 million to $1.8-$2.1 billion.
OPERATIONAL EXCELLENCE
We remain on track to achieve our overall target of $30 million in savings from reduced general and administrative expenditures and overhead costs in 2015, reaching $70 million in annualized savings by 2016. We expect more to follow, as our operational leaders focus on maximizing free cash flow without the constraints of bureaucracy and unnecessary management layers.
A multidisciplinary team of Barrick's leading mining experts and independent technical specialists is also in the process of reassessing the economic potential of every Barrick mine, identifying specific projects to maximize free cash flow, increase production and lower costs. Known as the Value Realization Project, these reviews also support our non-core asset sale process by ensuring we understand the full value of every mine before we proceed with any divestiture.
Value Realization reviews are well underway for 10 operations, including our five core mines. Upside opportunities identified as part of the process will be incorporated into current mine plans where the initiatives meet our 15 percent hurdle rate or, where more engineering work and evaluations are required, may be added to mine plans for 2016 and beyond, strengthening our long term business plans. See the Cautionary Statement on Forward-Looking Information on page 25 of this press release.
As one example, the Valuation Realization process completed at Barrick's Pueblo Viejo mine has identified a number of initiatives designed to increase efficiencies and create substantial value (100 percent basis) to the already successful operation. Key initiatives include:
Increasing processing plant throughput by 2019: By making a series of on-going upgrades to the processing plant requiring capital expenditures of approximately $20 million, Barrick anticipates that it could increase plant throughput capacity by up to an additional 10 percent.
Converting the fuel supply at the Quisqueya I power plant from heavy fuel oil to liquefied natural gas (LNG): By converting the fuel supply at the Quisqueya I power plant, which provides electricity to the Pueblo Viejo mine, from heavy fuel oil to LNG, Barrick anticipates that it could significantly reduce power plant operating costs. This initiative is expected to require minimal capital from Barrick, as the power plant is designed to operate on both fuels and could be completed as early as the end of 2017.
Mine plan enhancements: Approximately 7-8 million ounces of mineral resources may potentially be converted into mineral reserves, extending the mine life, as a result of continued optimization efforts and by removing tailings capacity and other constraints and bottlenecks in mining and processing, using Barrick's current price guidance for reserves. This initiative is expected to require incremental capital expenditures over the life of mine of between $120-$150 million.
Lime Kilns Fuel Conversion by 2017: By converting the fuel supply for the lime kilns at Pueblo Viejo from diesel fuel to LNG, Barrick anticipates that it can reduce energy consumption, costs and greenhouse gas emissions. This initiative will require capital expenditures of approximately $25 million over 18 months, with a payback period of approximately three years.
Barrick will complete the technical analysis of these initiatives while its Value Realization team continues its site-by-site review. An updated Technical Report for Pueblo Viejo will be filed by the applicable filing deadline. We expect to provide more details about our Value Realization Project on a quarterly basis.
GROWTH IN THE AMERICAS
Barrick's five core mines in the Americas are expected to account for 60 percent of our production in 2015 at average all-in sustaining costs of $725-$775 per ounce. At two grams per tonne, these mines have an average reserve grade more than double that of our peer group average. They generate strong free cash flow in today's gold price environment and offer exceptional leverage to higher gold prices.
We maintain a strong competitive advantage in Nevada and the Andes, with a growing pipeline of projects that have the potential to grow free cash flow per share:
Four prefeasibility studies on growth projects in Nevada will be completed by the end of this year;
We have formed an innovative new partnership for exploration in Chile;
We intend to initiate a prefeasibility study to extend the life of the Lagunas Norte mine in Peru; and
We are also announcing a significant new gold discovery on the El Indio belt in Chile.
Alturas - A significant new gold discovery
Approximately 85 percent of our 2015 exploration budget of $220-$260 million is allocated to the Americas, where our teams have uncovered some of the largest gold discoveries in recent decades, including the Lagunas Norte and Goldrush deposits.
Today we are announcing another significant new gold discovery known as Alturas, located in the Andean region of Chile approximately 30 kilometers south of the former El Indio mine.
Alturas is part of a large mineralized system which extends well beyond the limits of the current drilling area. To date, 35 core holes have been completed in a one-square-kilometer area. Mineralization appears to be oxide in nature and geologically similar to Veladero, with the potential to be significantly higher grade. Intercepts have been thick (typically ranging from 50-150 meters) and continuous.
Assay results for the significant intercepts are provided in Appendix 3 and include the following highlights:
ALT-011: 97 meters grading 4.4 grams per tonne
ALT-017: 103.5 meters grading 1.64 grams per tonne
ALT-033: 170 meters grading 2.76 grams per tonne
This region of the Andes is home to some of the world's largest gold deposits, including Veladero, Pascua-Lama, El Indio and Tambo. Barrick controls almost all of the prospective ground on the 140 kilometer long El Indio belt. The new discovery at Alturas is the result of a methodical re-evaluation of the El Indio belt led by our exploration team, including members of the teams behind the Goldrush and Lagunas Norte discoveries. Drilling at Alturas will continue until the end of the summer season in May. With mineralization open in multiple directions, the focus going forward will be on defining the full extent of the deposit, as well as exploring for additional targets nearby. While we expect to report an initial resource at the end of the year, the potential quantities and grades in these preliminary results are conceptual in nature and there has been insufficient exploration to define a mineral resource at this time and it is uncertain that further exploration will result in the target being delineated as a mineral resource.
Lagunas Norte Mine Life Extension
Since it began operations in 2005, Lagunas Norte has outperformed production expectations. In 2014, the mine produced 582,000 ounces of gold at all-in sustaining costs of $543 per ounce. In its early years, production peaked at more than one million ounces per year. To date, Lagunas Norte has operated as an oxide heap leach mine. Barrick is currently evaluating a plan to significantly extend the life of Lagunas Norte by mining the refractory ore below the oxide ore body in the current pit. We intend to initiate a prefeasibility study to evaluate this opportunity. As part of the study, we intend to evaluate the installation of a new grinding-flotation-autoclave processing circuit to treat the refractory ore, including the potential relocation of one autoclave from the Goldstrike mine to Lagunas Norte.
Innovative exploration partnership with QPX
Barrick's focus is gold. As we have said, we have no plans to expand our existing copper position. Yet we do seek to maximize the value of those assets we already own, including large land positions in Chile in some of the world's most prolific districts for copper. Thus we have formed a strategic partnership with Quantum Pacific Exploration (QPX) to explore for copper deposits in a number of highly prospective areas of northern Chile.
QPX is a company that focuses on exploring for one mineral commodity-copper-in one country-Chile. It is a part of the Quantum Pacific Group, an international business that includes some of the most innovative companies in natural resources, energy and commodities. Consistent with that theme, QPX is pioneering a new, multidisciplinary approach to exploration. The company has built a world-class team of experts who have a proven track record of copper discoveries and expertise in machine learning and big data analysis, among other disciplines. Their internal R&D lab uses proprietary technology to develop new strategies and tools designed to increase the probability of discovery, faster than conventional approaches and at lower costs. They combine world-class technical expertise with cutting-edge computer science, and they bring in learning from other industries to develop non-traditional approaches.
QPX also shares Barrick's spirit of collaboration and regularly seeks out joint ventures with companies that are complementary in assets and expertise. Under the terms of our agreement, QPX will manage the exploration program. Any gold deposits located on Barrick land will remain 100 percent Barrick-owned. If a copper project is identified on either Barrick or QPX land, it will be 50 percent owned by each company. Certain properties where Barrick is already actively exploring, including zones around Zaldívar, Pascua-Lama, Cerro Casale and El Indio, are excluded from the agreement.
The agreement is for five years, with an option to extend for another three years. The partners will contribute up to $30 million per year for exploration, with each bearing 50 percent of the total costs.
Four Nevada Prefeasibility Studies on Track for Delivery in 2015
The Goldrush project, located six kilometers from the Cortez mine, is one of the largest and highest grade gold discoveries of the last decade. The prefeasibility study is now expected to be complete by the end of 2015. Permitting is progressing for twin exploration declines that will allow the company to better explore the northern limits of the known deposit.
At the Turquoise Ridge mine (75 percent owned by Barrick), we are advancing a project to develop an additional shaft, which could bring forward more than one million ounces of production, roughly doubling output to an average of 500,000 ounces per year (100 percent basis) at all-in sustaining costs of about $625-$675 per ounce. The joint venture partners have approved a feasibility study and detailed engineering for the project. Pending receipt of permits and joint venture approval, initial production could commence in 2019. Preliminary estimates indicate capital expenditures of approximately $300-$325 million (100 percent basis) for additional underground development and shaft construction, and an attractive payback period of about two and a half years at a gold price assumption of $1,300 per ounce. Drilling will continue in 2015 at the northern extension of the deposit where the ore body is still open to the north and east with higher grades than the average reserve grade.
A prefeasibility study for expanded underground mining at Cortez below currently permitted levels will be completed in late 2015. Mineralization in this zone is primarily oxide and higher grade compared to the current underground mine, which is refractory in nature. The limits of the Lower Zone have not yet been defined, and drilling has indicated the potential for new targets at depth.
The Spring Valley project (75 percent owned by Barrick) is located approximately 75 miles west of Cortez, is a low capital cost, oxide heap leach project with potential to become another standalone mine in Nevada. In addition, there is good potential to expand the current resource at higher gold prices. The company is on track to complete a prefeasibility study in late 2015.
FINANCIAL DISCUSSION
First quarter 2015 net earnings were $57 million ($0.05 per share) compared to $88 million ($0.08 per share) in the prior year period. Operating cash flow in the first quarter was $316 million compared to $585 million in the first quarter of 2014. Lower net earnings and operating cash flow reflect lower realized gold and copper prices, and lower gold sales compared to the prior year period. Adjusted net earnings for the first quarter were $62 million ($0.05 per share) compared to $238 million ($0.20 per share) in the first quarter of 2014. Significant adjusting items (net of tax and non-controlling interest effects) in the quarter include:
$22 million in gains from asset dispositions;
$13 million adjustment reflecting the use of a lower discount rate to calculate the provision for environmental remediation at our closed mines; and
$6 million in unrealized foreign currency translation losses.
Barrick expects to be free cash flow positive in 2015 at current gold prices.
OPERATING HIGHLIGHTS AND GUIDANCE
Gold production guidance for 2015 is 6.2-6.6 million ounces at AISC of $860-$895 per ounce. Production will be approximately 55 percent weighted to the second half of the year and costs are expected to be 20 percent lower in that period. Additionally, all-in sustaining costs and cash costs are expected to be highest in the second quarter of the year.
Following the decision to continue operations at Lumwana, total copper guidance for 2015 is now expected to be 480-520 million pounds at C1 cash costs of $1.75-$2.00 per pound.
First Quarter
Revised
Previous
Gold
2015
2015 Guidance
2015 Guidance
Production (000s of ounces)3
1,390
6,200-6,600
All-in sustaining costs ($per ounce)
927
860-895
Cash costs ($per ounce)4
642
600-640
Copper
Production (millions of pounds)
118
480-520
310-340
C1 cash costs ($per pound)4
1.84
1.75-2.00
Total Capital Expenditures ($millions)5
456
1,800-2,100
1,900-2,200
Cortez
The Cortez mine produced 133,000 ounces at AISC of $962 per ounce in the first quarter. Production was higher than expected due to higher grades in both the open pit and underground as well as improved productivity. Costs benefited from higher production as well as lower capitalized stripping. Production at Cortez in 2015 is expected to be 825,000-900,000 ounces at AISC of $760-$835 per ounce. Production is expected to be higher in the second half of 2015 as the open pit mine transitions into higher grade material and with the ramp-up of the thiosulfate circuit (TCM) at the Goldstrike mine, which allows for processing of refractory ore from Cortez.
As part of our drive for operational excellence, the mine has identified opportunities to reduce costs by targeting energy costs, contractor services and labor and other process changes.
Goldstrike
The Goldstrike mine contributed 207,000 ounces in the first quarter at AISC of $876 per ounce, largely in line with expectations. The TCM process is an innovative and proprietary technology developed by Barrick which does not use cyanide. Several adjustments are being implemented to improve the throughput of the TCM circuit during the commissioning stage in order to meet the original ramp-up schedule. Production guidance for Goldstrike in 2015 remains unchanged at 1.00-1.15 million ounces and will be largely weighted to the second half of the year as a result of the ramp-up of the TCM circuit. AISC guidance for 2015 is unchanged at $700-$800 per ounce.
Goldstrike is anticipated to continue producing at the one million ounce level for the next three years (2015-2017) at AISC below $900 per ounce. The mine has targeted improved operating performance and reduced costs through better integration of maintenance and supply chain, which is resulting in inventory reductions and improvements in underground contractor costs.
Pueblo Viejo
Barrick's 60 percent share of production from Pueblo Viejo for the first quarter was 135,000 ounces at AISC of $675 per ounce. Production in the quarter was weaker than planned due to lower grades and recoveries. Costs were impacted primarily by lower gold ounces sold, as well as weaker silver recoveries. Attributable production in 2015 is forecast to be 625,000-675,000 ounces at AISC of $540-$590 per ounce. Production is expected to be stronger in the second half of the year on higher grades and improved autoclave availability, with maintenance shutdowns weighted to the first half of 2015. Operating costs in the second half are also expected to benefit from higher by-product credits. The mine's first copper concentrate sales are expected to begin in the second quarter.
Annual production of more than one million ounces (100 percent basis) at AISC below $700 per ounce is expected for the next three years (2015-2017). Several improvement initiatives are underway including improving ore blending and autoclave availability, and optimizing maintenance strategies. Longer-term, Pueblo Viejo has significant resources that are not currently in the mine plan but have the potential to extend the life of the mine.
Lagunas Norte
Lagunas Norte contributed 178,000 ounces at AISC of $461 per ounce in the first quarter. Production was stronger than expected due to higher recoveries. Costs benefited from higher ounces sold, lower operating costs and lower sustaining capital. Production in 2015 is anticipated to be 600,000-650,000 ounces at AISC of $675-$725 per ounce in 2015, with lower recoveries expected in the second half.
The mine continues to explore opportunities to improve efficiencies and reduce costs through several initiatives including reducing leach pad inventory, improving the maintenance strategy for mine fleet engines, reducing cyanide consumption and reducing G&A costs.
Veladero
The Veladero mine produced 149,000 ounces of gold in the first quarter at AISC of $991 per ounce. Positive grade reconciliations continued, resulting in higher than expected production. Costs benefited from lower sustaining capital. Production guidance for 2015 is 575,000-625,000 ounces at AISC of $990-$1,075 per ounce.
The mine is targeting cost savings through improved operating performance and more efficient maintenance and blasting activities, reduced contractor costs and recovery of inventory ounces through better management of the leach pad.
Turquoise Ridge
The Turquoise Ridge mine had a strong first quarter, contributing 49,000 ounces (75 percent basis) at AISC of $709 per ounce, driven by increased tonnage and higher grades as well as improved productivity. Costs were lower than planned primarily due to lower sustaining capital expenditures. The mine is forecast to produce 175,000-200,000 ounces (75 percent basis) in 2015 at AISC of $875-$925 per ounce.
Initiatives are underway to improve operating performance and reduce costs through increased productivity, including enhancing tonnage per foot mined by increasing mining dimensions.
Porgera
The Porgera mine produced 118,000 ounces (95 percent basis) in the first quarter at AISC of $1,064 per ounce. Production was impacted by lower throughput and mill availability. Costs were lower than expected primarily as a result of reduced power and diesel usage and lower sustaining capital. In 2015, production is expected to be 500,000-550,000 ounces at AISC of $1,025-$1,125 per ounce.
The company is evaluating a number of initiatives with the potential to further reduce costs at Porgera. These include lowering energy costs through an alternative electricity supply project and reducing the number of expatriate staff and other external spending.
Other Mines
Barrick's other mines-consisting of Bald Mountain, Round Mountain, Ruby Hill, Golden Sunlight, Hemlo, Cowal and KCGM-contributed 303,000 ounces at AISC of $987 per ounce in the first quarter.
Acacia Mining
Barrick's share of first quarter production was 116,000 ounces at AISC of $1,117 per ounce. 2015 production from Acacia is anticipated to be 480,000-510,000 ounces at AISC of $1,050-$1,100 per ounce. Production will be weighted to the second half of 2015, driven by operational improvements and a planned ramp-up at Bulyanhulu.
Global Copper
Copper production in the first quarter was 118 million pounds at C1 cash costs of $1.84 per pound. For 2015, copper production is anticipated to be 480-520 million pounds at C1 cash costs of $1.75-$2.00 per pound.
Lumwana contributed 66 million pounds at C1 cash costs of $1.89 per pound in the first quarter. On April 20, 2015, the Zambian government announced amendments to the country's mining tax regime that would replace the recently adopted 20 percent gross royalty on open pit mines with a nine percent royalty, along with the reintroduction of a 30 percent corporate income tax and a 15 percent variable profits tax. Based on our initial analysis, this system would enable Lumwana to remain free cash flow positive at current copper prices. As a result, we will continue operations at Lumwana. Production is anticipated to be 250-270 million pounds at C1 cash costs of $1.90-$2.15 per pound in 2015.
The Zaldívar mine produced 52 million pounds in the first quarter at C1 cash costs of $1.77 per pound. Production was impacted by an extreme rainfall event that affected mines across Chile's Atacama region. The mine continues to be a steady generator of free cash flow and production is anticipated to be 230-250 million pounds at C1 cash costs of $1.65-$1.95 per pound in 2015.
Construction to complete safety and security infrastructure has begun at Jabal Sayid, and first shipments of low-cost copper-in-concentrate are anticipated in early 2016. Once the mine reaches full production, the average annual output is expected to be 100 million pounds per year with the potential to increase to 130 million pounds.
Qualified Person
Scientific and technical information relating to exploration at the company's Alturas property contained in this press release has been reviewed and approved by Robert Krcmarov, Senior Vice President, Global Exploration of Barrick. Scientific and technical information relating to the Value Realization Project at the company's 60 percent owned Pueblo Viejo mine contained in this press release has been reviewed and approved by Rick Sims, Senior Director, Resources and Reserves of Barrick, Steven Haggarty, Senior Director, Metallurgy of Barrick and Patrick Garretson, Director, Life of Mine Planning of Barrick. Each of Messrs. Krcmarov, Sims, Haggarty and Garretson is a "Qualified Person" as defined in National Instrument 43-101 - Standards of Disclosure for Mineral Projects.
Quality Assurance and Quality Control
The drilling results for the Alturas property contained in this press release have been prepared in accordance with National Instrument 43-101 - Standards of Disclosure for Mineral Projects. All drill hole assay information has been manually reviewed and approved by staff geologists and re-checked by the project manager. Sample preparation and analyses are conducted by an independent laboratory. Procedures are employed to ensure security of samples during their delivery from the drill rig to the laboratory. The quality assurance procedures, data verification and assay protocols used in connection with drilling and sampling on the Alturas property conform to industry accepted quality control methods.
APPENDIX 1 - Detailed 2015 Operating and Capital Expenditure Guidance
GOLD PRODUCTION AND COSTS
Production
(millions of ounces)
AISC6
($ per ounce)
Cash Costs7
($ per ounce)
Cortez
0.825-0.900
760-835
560-610
Goldstrike
1.000-1.150
700-800
540-590
Pueblo Viejo (60%)
0.625-0.675
540-590
390-425
Lagunas Norte
0.600-0.650
675-725
375-425
Veladero
0.575-0.625
990-1,075
600-650
Sub-total
3.800-4.000
725-775
500-540
Porgera (95%)
0.500-0.550
1,025-1,125
775-825
Acacia (63.9%)
0.480-0.510
1,050-1,100
695-725
KCGM (50%)
0.315-0.330
915-940
775-800
Cowal
0.250-0.280
740-775
630-655
Hemlo
0.200-0.225
940-980
675-715
Turquoise Ridge (75%)
0.175-0.200
875-925
570-600
Round Mountain (50%)
0.170-0.190
1,180-1,205
875-900
Bald Mountain
0.170-0.195
1,060-1,100
560-600
Golden Sunlight
0.090-0.105
1,000-1,025
740-765
Total Gold
6.200-6.6008
860-895
600-640
COPPER PRODUCTION AND COSTS
Production (millions of pounds)
C1 cash costs ($per pound)
C3 fully allocated costs9,10
($per pound)
Zaldívar
230-250
1.65-1.95
2.00-2.30
Lumwana
250-270
1.90-2.15
2.65-2.95
Total Copper
480-520
1.75-2.00
2.35-2.65
CAPITAL EXPENDITURES
($ millions)
Mine site sustaining
1,500-1,70011
Mine site expansion
150-200
Projects
150-200
Total
1,800-2,10011
APPENDIX 2 - Outlook Assumptions and Economic Sensitivity Analysis
2015 Guidance Assumption
Hypothetical
Change
Impact on
AISC12
EBITDA12 (millions)
Gold revenue, net of royalties
$1,200/oz13
+/- $100/oz
n/a
$495
Copper revenue, net of royalties
$2.60/lb
+/- $0.50/lb
n/a
$119
Gold all-in sustaining costs
Gold royalties & production taxes
$1,200/oz
$100/oz
$3/oz
$15
WTI crude oil price14, 15
$50/bbl
$10/bbl
$3/oz
$13
Australian dollar exchange rate14
0.80 : 1
+10%
($4)/oz
($19)
Australian dollar exchange rate14
0.80 : 1
-10%
$4/oz
$19
Canadian dollar exchange rate14
1.25 : 1
+10%
$2/oz
$9
Canadian dollar exchange rate14
1.25 : 1
-10%
($3)/oz
($15)
Copper C1 cash costs
Impact on C1
WTI crude oil price14, 15
$50/bbl
$10/bbl
$0.00/lb
$1
Chilean peso exchange rate14
610 : 1
+10%
$0.03/lb
$7
Chilean peso exchange rate14
610 : 1
-10%
($0.07)/lb
($17)
APPENDIX 3 - Alturas - Significant Intercepts16 through ALT-033
Core Drill Hole
Azimuth
Dip
Interval (m)
Width (m)17
Au (g/t)
CAR-01B
270
-70
120.95 - 132
11.05
1.044
CAR-02
90
-65
113.3 - 142.9
29.6
1.110
185 - 230
45
1.060
251 - 264.5
13.5
0.742
327.7 - 341
13.3
0.723
366 - 422.4
56.4
0.666
CAR-03
90
-70
267 - 287.5
20.6
1.042
CAR-04
90
-70
221 - 264.4
43.4
1.067
304 - 314.6
10.6
2.331
CAR-05
270
-70
312.4 - 338.4
26
0.825
CAR-06A
90
-70
191.6 - 275.118
81.518
2.597
ALT-007/007W
90
-65
343.5 - 403.3
59.8
2.198
438.5 - 501
62.5
2.312
ALT-008A
90
-65
185 - 196.4
11.5
1.111
236 - 28718
50.518
1.614
ALT-009
90
-70
257.2 - 333.3
76.2
2.747
353.6 - 365
11.4
0.944
ALT-010/010W
90
-70
178.6 - 34918
168.318
1.661
381.8 - 393.3
11.5
0.574
ALT-011
90
-70
194 - 291
97
4.400
323 - 351
28
1.330
ALT-015
135
-80
188 - 214.818
23.818
6.074
303 - 443
140
1.003
ALT-016
85
-73
224 - 233
9
1.121
ALT-017
93
-69
106.8 - 210.3
103.5
1.641
ALT-018
90
-75
202.2 - 214.2
12
3.902
238.2 - 404
165.8
2.129
ALT-019A
90
-69
124 - 238
114
2.044
268 - 316
48
0.945
328 - 340
12
0.580
ALT-020
88
-69
132.6 - 198
65.4
1.207
273 - 288
15
0.845
355 - 366.8
11.8
2.459
ALT-021A
91
-71
162 - 286
124
1.841
310 - 328
18
0.869
338 - 358
20
2.792
394 - 415
21
13.100
ALT-022
90
-75
154 - 204
50
0.809
ALT-024
90
-69
229 - 249
20
1.566
ALT-026
93
-58
256 - 305.5
44.5
1.319
337 - 361
24
1.197
ALT-027
88
-69
203 - 24718
41.118
3.065
ALT-029
267
-59
188 - 198
10
4.933
ALT-030
270
-64
189 - 235
46
0.905
ALT-031
268
-60
150 - 191
41
1.185
203 - 212.5
9.5
2.559
ALT-032
92
-68
144 - 154
10
0.798
214 - 280
66
0.744
ALT-033
63
-88
149 - 319
170
2.761
1
All-in sustaining costs per ounce, adjusted net earnings and adjusted net earnings per share are non-GAAP financial performance measures with no standardized definition under IFRS. For further information and detailed reconciliations, please see pages 49-54 of Barrick's First Quarter 2015 Report.
2
Includes $417 million cash held at Acacia and Pueblo Viejo, which may not be readily deployed outside of Acacia and/or Pueblo Viejo.
3
Barrick's share.
4
Cash costs per ounce and C1 cash costs per pound are non-GAAP financial performance measures. See pages 49-54 of Barrick's First Quarter 2015 Report.
5
Barrick's share on a 100% accrued basis.
6
All-in sustaining costs are calculated in accordance with the standard published by the World Gold Council ("WGC"). See page 50 of Barrick's First Quarter 2015 Report for further details.
7
Cash costs reflect our equity share of unit production costs, including the impact of by-product credits, which is calculated in accordance with the standard published by the WGC. See page 50 of Barrick's First Quarter 2015 Report for further details.
8
Operating unit guidance ranges reflect expectations at each individual operating unit, but do not add up to c