President Mokgweetsi Masisi has coined the De Beers 50/50 partnership with Botswana Government as a â€œmarriageâ€ and at the last Diamond Conference he spoke of â€œrenewal of vowsâ€ referring to talks between the two parties.
The Botswana-De Beers diamond sales deal was renewed into a 10 year union in 2010, it lapses this year in September. However there is a widespread concern that ever since the ongoing talks began, the talks have been taking place in secrecy in Gaborone and London boardrooms. But a lot of public curiosity is about the two parties publicly appearing to be diplomatic about their negotiations and promoting an unbreakable five decade bond.
Masisi borrowed all the metaphors of a long standing and flourishing love or romantic relationship while De Beers group CEO Bruce Cleaver last year, brandishing a huge smile before reporters at the Diamond Conference, spoke of not even dreaming of â€œany better partner than Botswana.â€ Antagonist see this with an eye of scepticism, some just sense a lot of flattery by lovers who would not talk about what happens when alone in private, in bedroom. Some observers or the opposition see this as just sweet nothings on public display, while a lot is happening behind closed doors.
Owner of De Beers, Anglo American, has recently indirectly released a hint red flagging on how dicey it is for the company to be in a business partnership with governments, like the deal with Botswana through their subsidiary. Anglo American owns 85 percent of De Beers while the Government of the Republic of Botswana owns the remaining 15 percent. On the other hand De Beers has a 50/50 venture with Botswana government which resulted in the birth of Debswana.
Another offspring of the partnership is Diamond Trading Company Botswana (DTCB), also a 50 -50 venture, DTCB avails 85 percent of their sorted and valued diamonds to De Beers Global Sight holder Sales (DBGSS) and 15 percent to Okavango Diamond Company (ODC) which is wholly owned by Botswana Government. In its recently released annual financial report and notice of AGM, Anglo American hinted that in a deal with Botswana through De Beers there could be, â€œuncertainty over future business conditions leads to a lack of confidence in making investment decisions, which can influence future financial performance.â€
Anglo American wanted to highlight â€œprincipal risksâ€ that come with the companyâ€™s business and political and regulatory concerns were in the basket, with a worry that a deal with government may bring unexpected and uncalculated future changes. There could be, â€œuncertainty and adverse changes to mining industry regulation, legislation or tax rates can occur in any country in which we operate.â€
â€œThe Group has no control over political acts, actions of regulators, or changes in local tax rates. Our licence to operate through mining rights is dependent on a number of factors, including compliance with regulations,â€ said Anglo American. Anglo American will be watching the De Beers-Botswana talks with hope that it does not end up in what many predict as â€œto bring shocking changes.â€ Masisi has told journalist last year that he wants more for Botswana in this deal, sitting next to Cleaver who maintained a diplomatic PR esque grin.
What is reported by those who eavesdropped the De Beers-Botswana talks from a distance are saying there has been a possibility to discuss the issue of Botswana being ripped off along the way as the stones leave Debswana operations crossing borders to diamond trading centres around the globe. Another issue expected inside the talks is the increase in percentage volume of ODCâ€˜s uptake from DTCB. The argument has always been that Botswana as one of the largest diamond producers in the world has the capacity and ability to develop its own price book through its own independent window outside De Beersâ€™ channels. It has been said that currently ODC rakes in sales in the region of $500 Million annually (approximately P5 billion).
The 2011 negotiations were seen to have brought the positive being the relocation of DBGSS from London to Gaborone, transferring De Beersâ€™ operations consolidated rough diamond sales into Gaborone, bringing alongside professionals, skills, and the worldâ€™s biggest rough diamond transactions to Africa. The year 2011 also gave life to ODC which found its feet to move a year later in 2012.
Debswana is also expected to start investing in other sectors outside its core business of mining diamonds. Some see Masisi to be playing hard-ball on the deal despite his diplomatic talks with Bloomberg in May 2018 of, â€œwe have had a wonderful relationship with De Beers and we expect that relationship to be even more cemented, there is a way of actually achieving a win-win for both, we want to participate more on cutting, polishing and retail.â€
Veil of secrecy
Tax Justice Network -a tax watchdog- in its 2020 report portrays Botswana as too secretive and the countryâ€™s dealing with De Beers was attributed as â€œhighly secretive.â€Â Tax Justice Network quoted a recent Open Society Initiative for Southern Africa (OSISA) study titled â€˜Botswanaâ€™s Diamond Deceptionâ€™ which says, â€œBotswanaâ€™s paper success does not translate to the kinds of gains the country should be receiving. Disclosure of key information and removal of De Beersâ€™ monopoly would liberate the economy and its democracy.â€
The study said initially Botswana held a 15 percent share, but several years later when exceptional diamonds were unearthed, Botswanaâ€™s share was increased to 50 percent. â€œDe Beers wanted to ensure it could keep its monopoly and control production so this find would not disrupt market prices. Then in 2004, Botswana acquired a 15 percent share in De Beers itself, an unprecedented entangling of a sovereign country with a single private company.â€
According to the OSISA paper, the exact structure of this deal between Botswana and De Beers is complex and confidential in a few key places, but it promises Botswana continued revenue while handing power of the diamond industry to De Beers. OSISA study alleges De Beers has â€œa relationship with the ruling BDP. â€œDe Beers and the BDP have knit the political and corporate structures together in such a way that they undermine accountability and regulatory systems with a culture of secrecy (framed by De Beers as â€œconfidentialityâ€).
As a private entity, De Beersâ€™ dealings are largely protected from scrutiny. Unlike the EU and U.S., where governments once banned or prosecuted De Beers for price-fixing and other anti-competitive activities, Botswanaâ€™s government and its ruling party have been direct collaborators.â€
Anglo American further uncertainties in politics staining a sparkling diamond business
In last yearâ€™s divisive national polls this country could have been dragged into what looked like a civil shake up with the former President fighting with his successor, the diamond industry was watching with crossed fingers. Anglo American in its recent annual financial report says: â€œPolitical instability can also result in civil unrest and nullification or nonrenewal of existing agreements, mining permits, sales agreements or leases. These may adversely affect the Groupâ€™s operations or performance of those operations.â€
In the run-up to elections Botswana opposition was also posing serious threat, with an influential figure like the former President throwing his weight behind the block, this could have scared De Beers mother Anglo American as her child (De Beers) is only used to the red interior designs of the ruling BDP 53 year old walls. Opposition could have painted the walls with a different colour and worse enough chased away Anglo Americanâ€™s De Beers. A new party might change laws and policies to be closer to its political ideology.
Anglo American in that situation envisage possible change in laws which might be unfavourable like; increased costs can be incurred through additional regulations or resource taxes, while the ability to execute strategic initiatives that reduce costs or divest assets may also be restricted, all of which may reduce profitability and affect future performance. This could lead to, â€œuncertainty over future business conditions leads to a lack of confidence in making investment decisions, which can influence future financial performance.â€
Anglo American also explained of a scenario where global economic conditions can have a significant impact on countries whose economies are exposed to commodities, placing greater pressure on governments to find alternative means of raising revenues, and increasing the risk of social and labour unrest. These factors could increase the political risks faced by the Group, says Anglo American
According to the mining giant, as mitigation to deal with political uncertainties that may hamper the companyâ€™s progress, Anglo American has an active engagement strategy with governments, regulators and other stakeholders within the countries in which we operate, or plan to operate, as well as at an international level.
Sefalana released their best ever half year financial results. Revenue grew by 2.3% to BWP2.91 billion (HY 2019: BWP2.85 billion). Gross profit increased by 17.4% to BWP215.1 million (HY 2019:
BWP183.3 million) yielding an improved gross profit margin of 7.4% (HY 2019: 6.4%). Administrative expenses went up by 7.8% to BWP97.0 million (HY 2019: BWP90.0 million). EBITA shot up by 31.5% to BWP138.6 million (HY 2019: BWP105.4 million) translating to EBITA margin of 4.8% (HY 2019: 3.7%).
Investment income was BWP22.8 million (HY 2019: BWP28.2 million). Profit before tax increased by 22.8% to BWP148.7 million (HY 2019: BWP121.1 million). Effective tax rate was lower at 23.9% (HY 2019: 28.4%) translating to a 30.7% hike in profit after tax to BWP113.2 million (HY 2019: BWP86.7 million).
Local Trading consumer goods segment was resilient despite a marginal decline in revenue. Revenue declined by 1.6% to BWP1.59 billion (HY 2019: BWP1.62 billion), however a 2.0% decline in cost of goods sold offset decline in revenue to see gross profit increase by 7.6% to BWP75.6 million (HY 2019: BWP70.3 million), an improved gross profit margin of 4.8% (HY 2019: 4.3%) was realized as a result.
Profit for the period was down 2.4% to BWP34.8 million (HY 2019: BWP35.7 million) mainly impacted by restrictions on liquor sales which have been in place for the entire reporting period. At the beginning of the financial year, the group manned 4 Hyper Stores (“Sefalana Hyper”), 25 Cash& Carry stores (“Sefalana Cash& Carry”) and 29 supermarket retail stores (“Sefalana Shopper”).During the period, Sefalana Shopper retail store in Shakawe, Sefalana Liquor outlet in Tlokweng were opened, and Sefalana Shopper Molepolole store was refurbished.
Lesotho has seen its revenue increase by 30.9% to BWP295.7 million (HY 2019: BWP225.8 million). Profit before tax spiked 162.4% to BWP1.9 million (HY 2019: -BWP3.1 million). Namibia has performed well to place it as the largest contributor to profit before tax. The segment’s revenue increased by 5.5% to BWP896.8 million (HY 2019: BWP850.2 million). Gross profit rose by 25.4% to BWP60.9 million (HY 2019: BWP48.6 million) translating to an improved gross profit margin of 6.8% (HY 2019: 5.7%). Profit before tax went up by 40.6% to BWP39.8 million (HY 2019: BWP28.3 million).
The Manufacturing arm had an excellent performance. Revenue rose by 26.7% to BWP125.0 million (HY 2019: BWP98.7 million). Gross profit increased by 39.4% to BWP28.6 million (HY 2019: BWP20.5 million), producing a gross profit margin of 22.9% (HY 2019: 20.8%). Profit before tax shot up by 96.5% to BWP16.0 million (HY 2019: BWP8.1 million). The profitability of this business is largely driven by the timing of orders placed by Government for its various feeding schemes and availability of raw material.
The milling division has for all six months manufactured and supplied in full to the Government, however only one third of the total contract volumes was awarded to the business in respect of the 24 month contract issued in April 2020. Raw materials have been procured and contracts entered into for procurement of grain to fulfill any additional volumes that the Government might require.
Beverages division was awarded a 24 month supply of milk tender to the Government for the children’s feeding scheme in March 2019 which is currently being fulfilled. There has been a shortage in raw materials in the region due to a reduced number of dairy cows during the pandemic as farmers placed more focus on meat production. Despite an underway catch up on reinstating dairy cow population the business expects shortages to continue in early 2021.
The Trading others segment experienced a decline on its top and bottom line figures. Revenue went down by 43.9% to BWP42.2 million (HY 2019: BWP75.2 million). Gross profit went down by 23.9% to BWP11.5 million (HY 2019: BWP15.1 million). Profit before tax went down 56.8% to BWP3.2 million (HY 2019: BWP7.4 million). The segment was impacted by a reduction in sales of motor vehicles as customers prioritized spending on essential goods and services.
The Property segment in Botswana performed well, with all most all properties tenanted for leases ranging between two-six years. Setlhoa site is complete, comprising of Sefalana Shopper store, petrol station and rentals to Ital Tiles and CTM. Just over 5000sqm of land remains vacant. The space initially set out for the group’s Motor Dealership will be considered for other alternative options in a bid to optimize return from the site. In contra, Zambia performed below the previous period as the past two years elapsed in search of replacement tenants for their premises due to an influx of similar properties.
A 3000sqm warehouse space is expected to commence development in February 2021 to house bottled water and fruit juice plants. Milling division anticipates expansion by the end of 2021, the expansion is to include a wheat milling plant which will leverage on existing infrastructure and complement existing milling activities.
A phase 2 investment in Australian business is expected in May 2021. Five more stores will be acquired through this investment to bring the stores to a total of 12 in that market. The investment amount is anticipated to be around P80 million, to be funded through existing cashflows.
The preference share agreement on the South African consortium matures in July 2022. The group’s appetite for conversion of its investment in to a 30% equity stake will be influenced by the covid-19 pandemic impact. As such a decision will be made closer to maturity date.
The group maintains that its 40% interest in Grow Mine Africa (Pty) Limited, the Preferred Bidder in the National Lottery remains in place. According to management, the judgement of urgent application was in favor of Grow Mine and the formal ruling by the courts will be issued next week. Accordingly, further negotiations with the Gambling Authority are expected in quarter one of 2021.
Botswana Diamond PLC, a Botswana Stock Exchange (BSE) listed exploration company has moved a step closer towards developing it’s much talked about gem deposits around the Central Kalahari area in Botswana.
On Tuesday the company notified its shareholders through a circular published on the BSE, that it has entered into a cooperation agreement to fund exploration of its prospecting licence assets in Botswana with Diamexstrat Botswana Pty Ltd (DESB), which in turn has an alliance agreement with Burgundy Diamond Mines Limited, an Australia Stock Exchange (ASX) listed mining company.
BOD’s prospecting assets comprise the recently acquired Sekaka Diamonds Exploration Pty Ltd (Sekaka) database and Prospecting Licenses, as well as the Prospecting Licences held by BOD’s subsidiary, Sunland Minerals Pty Ltd (Sunland Minerals).
According to the statement from Botswana Diamond, Diamexstrat Botswana and its partner, Burgundy would earn up to a 70% interest in BOD’s Botswana Sunland Minerals and Sekaka’s Prospecting Licences.
On the other hand BOD can earn a 15% interest in Prospecting Licences held by Diamexstrat and its partners on the first US$1.5m spent on exploration by Diamexstrat where BOD’s database assists in the discovery of a primary kimberlite.
On 3rd party Prospecting Licences where targets are identified in BOD’s database, a joint earn-in will be negotiated at the time. For new Botswana Prospecting Licences, Diamexstrat, and its partner, Burgundy can earn up to 70%. Under the Agreement, the parties have agreed to utilize BOD’s diamond exploration database, which it acquired in last year as part of the acquisition of Sekaka Diamonds Exploration Pty Ltd (Sekaka).
The database contains the results of work undertaken by Sekaka’ former owner, Petra Diamonds, since 2005, and includes data in respect of airborne, including the Falcon survey, and ground magnetics (including gravity and EM), in addition to heavy mineral sampling.
DESB has six months to conduct an initial review of BOD’s database , in order to identify exploration targets within any of BOD’s existing Sunland and Sekaka Prospecting Licences (excluding the KX36 Kimberlite held by Sekaka) (the “Designated PL”).
DESB will be entitled to earn a 50% interest in a Designated PL by meeting the annual minimum exploration expenditure commitment on the Designated PL and in addition either discovering a kimberlite through the intersection of kimberlite in any drill holes or a potential secondary diamondiferous alluvial deposit through the intersection of gravels in a drill hole or pit.
DESB shall be entitled to earn an additional 1%, to hold 51% in any Designated PL, by proving the primary kimberlite or alluvial deposit to be diamondiferous through funding the required micro-diamond analysis or bulk sampling.
DESB will also be entitled to earn a further 19%, to hold 70% in the Designated PL, by subsequently funding and delivering a bankable feasibility study. Any Prospecting Licence not selected by DESB at the end of the six-month period will remain wholly-owned by BOD.
Where it is agreed that geological data present in the database that was not previously available to DESB has assisted in the discovery of a kimberlite or a secondary alluvial deposit within the Exploration Area , BOD shall be granted a 15% free carry for the initial approved US$1.5 million of Exploration Expenditure by DESB on the discovery. Once the Exploration Expenditure has been incurred, each party will contribute funding in accordance with its interest or be diluted pro-rata.
Sunland Minerals holds 12 active Prospecting Licences in the Gope/CKGR (Kalahari) area. As at 30 June 2020, the audited carrying value of BOD’s Sunland Minerals assets amounted to £1.1 million and Sunland’s loss before tax amounted to £43,101.
In the year ended 30 June 2020, Sunland’s Exploration Expenditure, mainly comprising licence fees and the costs of maintaining the licence in good standing, together with agreed fixed costs and expenses, amounted to £65,760.
On 30 November 2020, Botswana Diamonds completed the acquisition of Sekaka which holds three Prospecting Licences in the Central Kalahari Game Reserve in Botswana, PL169/2019, PL058/2007 and PL224/2007, which includes the KX36 kimberlite pipe.
The acquisition also included an extensive database. The consideration comprised a cash payment of US$300,000 and a 5% royalty on future revenues. The first deferred consideration cash payment of US$150,000 will be payable on 27 November 2021, being the first anniversary of completion of the acquisition and the balance on or before 27 November 2022.
In Sekaka’s audited annual financial statements for the year ended 30 June 2019, Sekaka reported a loss before taxation of Pula 16,875,179 (equivalent to approximately £1.16 million, which included a non-cash foreign exchange loss of Pula 11,688,432 (equivalent to approximately £0.8 million) on the carrying value of the historic intercompany debt which was extinguished on acquisition.
As at 30 June 2019, Sekaka had audited total assets of Pula 6,565,700 (equivalent to approximately £425k). Diamexstrat is a privately owned company focused on diamond exploration in Botswana chaired by Gerard de la Vallee Poussin and with Barry Bayly as the Chief Executive Officer. Both Gerard and Barry have extensive experience in the exploration for diamondiferous kimberlites in Africa.
Commenting on the cooperation between BOD and Diaexstrat , James Campbell, Managing Director, of BOD said the partnership will progress the extensive and highly prospective exploration assets in Botswana which comprises Sekaka Diamonds and with our own drill-ready prospects in Sunland Minerals.
“I look forward to working with the Diamexstrat and Burgundy teams made-up of complimentary highly experienced and leading experts in the field of diamond exploration and project development”. John Teeling, Chairman of Botswana Diamonds Board of Directors said Botswana is one of the world’s best addresses for diamond exploration. He explained that the combination of a fresh approach and advanced technology, supported by a recovering diamond market, presents both parties with significant opportunities.
“I am delighted to announce this partnership with experienced Diamexstrat, and its ASX listed-partner, Burgundy, which expands and deepens our exploration work.”
As countries continue to battle climate change which is a result of increased carbon dioxide in the atmosphere, local coal-bed Methane (CBM) exploration outfit, Tlou Energy this week revealed intent to make the Lesedi Power project the first carbon neutral power project in Botswana.
The multi-listed company, which is focused on generating cleaner power in Botswana for supply into the local and regional power markets said they have already negotiated land access and leasing agreements with relevant land-holders for the power generation facility and new field operations camp.
According to a statement from Botswana Stock Exchange (BSE) listed energy entity, there have been recent steps taken to acquire additional land for carbon sequestration and there is also availability of land and labour within the Lesedi project which favours Tlou Energy in developing carbon neutral power project.
Carbon sequestration involves capturing and storing carbon dioxide from the atmosphere so that it potentially reduces its contribution to global warming. It is essentially the long-term storage of carbon in soil, plants, and geological formations. Carbon sequestration can occur naturally and as a result of human activities and typically refers to the storage of carbon that has the immediate potential to become carbon dioxide gas.
Tlou Energy Managing Director, Tony Gilby commented: “There is considerable scope for using the savanna ecosystem of the Lesedi region for carbon sequestration by protecting it from burning and intensive grazing leading to an increase in the ability of the vegetation to store carbon over time.” “This will assist Tlou to be able to supply carbon neutral power to the considerable number of potential customers in the region.”
Gilby also revealed that the regional power consumer, Orapa diamond mine operated by Debswana and located north of Tlou’s gas fields has publicly stated their objective to decrease their carbon footprint. According to Tlou Energy MD, the Lesedi project area is considered as shrub savanna containing various tree species. He however noted that subdivisions found within Tlou’s project area are predominantly rural with most of the land being deployed due to livestock agriculture.
“Tlou is in the process of negotiating the acquisition of land to reduce livestock numbers and implement fire mitigation measures. This will substantially increase the amount of available woody biomass which can be used to claim carbon credits within the project area,” he said.
The company said carbon credits will be offset against the carbon dioxide associated with Lesedi’s gas fired power generation component noting that the gas will in any event produce considerably less carbon dioxide compared to the ones generated by coal and diesel.
“Carbon reduction is part of Tlou’s commitment to the environment and part of the company’s Environmental, Social and Governance (ESG) program aimed at enhancing the lives of the local population and regional communities,” said Tlou energy MD.
“Tlou has a track record of supporting local charities and youth groups and looking to grow local employment with investment in community ventures. This includes programs aimed at growing higher nutritional value crops for local livestock so grazing could be reduced and biomass preserved, as well as promoting wildlife.”
Meanwhile, last month Botswana Government through Ministry of Mineral Resources, Green Technology & Energy Security (MMGE) underscored its intention to support power generation through Coal-Bed- Methane (CBM). Tlou’s MD Gilby commented, “It is great to see that Botswana is open for business and the Government is motivated to get the gas industry up and running.
Gilby revealed that his company plans to start development of the Lesedi project as soon as possible noting that “confirmation of the Government’s enthusiasm to provide the necessary support to ensure commercial development of CBM is very well received.” “In addition, we have also recommenced negotiations with Botswana based project financiers this month as we aim to close a deal for funding as soon as possible.
After what was an extremely challenging year the Company is already making progress in 2021 and anticipate further advancement on all fronts in the coming term. We look forward to updating the market with further developments in due course,” he concluded.