Ladies and gentlemen, thank you for standing by. This is the event operator. Welcome to Barrick's results presentation for the second quarter of 2023. Following today's presentations, a question and answer session will be conducted. If you have a question and are joining the event by telephone, please press Star, then one on your telephone keypad. We will also be taking questions from those in the room. As a reminder, this event is being recorded and a replay will be available on Barrick's website later today, August 8th, 2023. I would now like to turn you over to Mark Bristow, President and CEO of Barrick. Please go ahead, sir.
Thank you very much, someone controlling this. Welcome, everyone. Good afternoon for those across the Atlantic, and good morning for those this side of the Atlantic. A special welcome to all of you who've given up some of the sunny weather outside to join us personally. Thank you for coming. Appreciate it. I felt I should start on a good news story, that is that, I'm sure you all know this, certainly those sitting in the hall here, that we saw the average gold price for the last quarter at an all-time high. It's interesting, a lot of people are suggesting that the gold price is not performing. It's performing extremely well.
For me, the more interesting part is that some see this as driven by a forecast decline in interest rates. Certainly having recently traveled right around the world, I, I really believe it's more about a risk-on situation as we wrestle with the global economy and deglobalization of the world as a whole, and the fact that China is not, I don't believe, gonna get back to where it was. It's certainly gonna recover, but not back to where it was. Again, our supply chains and general investment in the economy and upliftment into, of, of some of those more challenged economies are gonna hurt if we don't stop and invest in it.
Otherwise, all we're gonna do is create a future where the rich continue to get richer and the poor get even poorer. You know, we, we held a mining summit in Islamabad last weekend, and it was very interesting for me to see the realization from Pakistan that things needed to change. There were comments about, you know, it's been 70 years of mistakes, and this country has everything that it needs to get on top of things. What it's got the people by far, but it needs to care about them. I, you know, I'm drawing from the leadership that spoke at the opening of the mining summit. It, it, it needs to focus on development and not just exploitation. Finally, it needs to attract foreign investments.
In fact, the Minister of Petroleum pointed out that their strategy was to turn red tape into a red carpet for investors. That is very interesting. That's a massive transition, as you know, that country's got many challenges. I think we've seen West Africa, what happens when we neglect these developing countries. We've spoken, you know, many times to some of the major economies in the world about West Africa and the importance of staying there and engaging in conversation and working on investment instead of just lecturing. Again, the elected governments right across that region have failed, and we don't seem to want to do anything about it except lecture.
There's a big need for the world to relook at how it manages its business. Again, as far as the policy towards mining and metals in the United States goes, you know, it has to reflect on how important it is just to exploit other people's natural resources rather than develop some of its own, and engage and support and build a real mining industry, because that's what's required if we're gonna have a better world ahead of us. I think that the. There certainly is conversation starting around those topics.
As you know, I've spoken a lot about the importance of partnerships and development across the world, and Barrick is, hopefully I'll share with you today what we've done and, and the, the, now the real results that are starting to materialize in our policy of driving partnerships with our host countries around the world. I'm also gonna spend a little time today on focusing in on exploration because, you know, there's ongoing debate of you only grow it through M&A. We've put a lot of effort in the last 4 years in, 1, fixing our assets, and 2, building that bench strength in exploration.
We've got some initial pointers now starting to materialize, which we'll share with you, and we're super excited about being able to actually support some of these early results with real borehole results by the end of this current quarter. That's the sort of outline of my messaging I wanna get across today. I would start first with just a quick look at. Well, before I go further, as usual, presentation is preceded by a cautionary statement, as you see here on the slide. It's also available on our website, should you want to study it in more detail. Moving on to our KPIs for this past quarter. As at the beginning of the year, we guided that our results would be weighted roughly 45, 55 in favor of the second half.
Certainly, as you can see, that trend is already evident in Q2. The improvements over Q1 was largely due to the completion of scheduled maintenance on Carlin's processing facilities, which boosted NGM's performance, as you will see in the number. I'll touch on it just now, the strong contributions from our Tanzanian mines and Kibali in particular. Of course, you would have seen too, Veladero had a good quarter, better than planned. As always, I will highlight the key aspects of our operations as I take you through the presentation, this time, I aim, as I said, to point to the progress we're making on all fronts as far as exploration goes.
Looking ahead, despite some equipment challenges relating to PV ramp-up, we remain on track to meet our gold and copper production guidance for 2023. They should drive the costs back down towards guidance. Nevada is expected to build on last quarter's post-maintenance improvement. PV will continue to ramp up throughput as it expands the plant. We have finished the commissioning, but we've got, you know, now it's stuck in the ramp-up. In Zambia, the Lumwana copper mine's new fleet is expected to improve mining productivity and throughput, and we land in better grades in the main pit in the back half of this year.
As far as the financial results go, increased production, helped by the all-time average quarterly gold price, which I just referred to, delivered a 7% increase in operating cash flow and an increase in adjusted net earnings to $0.19 per share. On the back of this, a quarterly dividend was maintained at $0.10 per share. It's important that I point out the fact that we are managing this company for the long term. We thought carefully about our dividend policy. We are respecting that policy and not disregarding it. We remain the strongest balance sheet in the industry, and as we build back on the back half of this year, we will build up our cash balance again, materially.
At the beginning of the year, we launched our new safety drive, as you all know, and we call it Journey to Zero, and it went, I specifically led it across the entire group, and it certainly started to produce results. If you look at the lagging indicators, which is not what we're using to manage against, we have the injury frequency rate down 38% quarter-on-quarter. What's key is, for the first time, North America region, the whole North America region, reported an injury-free April. That's a key step in our commitment to getting our operations back where we expect them to operate as far as safety goes. LATAM and the Pacific region also recorded zero lost time injuries for the entire quarter. Those are key, more, more important than the lagging indicator trend.
We've methodically tracked our Journey to Zero, and following a full review, we've developed the new fatal risks and associated standards, as shown here, along with critical controls of each of the 10 fatal risks. Part of our risk management overview, we also reviewed and updated our field-level risk assessment tool that is standard throughout the organization now. Really, the big drive is to get every one of us, particularly the leadership, completely embracing this Journey to Zero. Sustainability, as you all know, is central to Barrick's strategies and practices, and it is what secures our crucially important social license to operate. There were no significant environmental incidents during the quarter and the year to date.
Our average water use efficiency for Q2 was 82%, and for the half year, 83%, again, beating our 80% target. Also, our greenhouse gas emissions were down 5% quarter-on-quarter and 12% against the same period last year. As you see in this slide, our commitment to biodiversity takes many forms, but was exemplified last quarter by the Barrick-led reintroduction of white rhinos to the Garamba National Park in the northeastern part of the Democratic Republic of Congo. Garamba is a national park we've been supporting since from Randgold days back in 2009.
It's also, it's a personal goal of mine to see this happen, and it comes with another message, and that is, you know, when we arrived in, in Kibali, then Moto Gold Mines, back in 2009, the Lord's Resistance Army was all over the place. Today, the fact that we can put rhino back in that park means we've really got on top of the security. It's a massive, sort of symbol of what mining can bring to these conflict zones. Having just come back from Pakistan, I'm absolutely convinced that if we do the Reko Diq right, we're gonna see the same sort of effects, if not better, more tangible in that part, the part of Balochistan where Reko Diq is gonna be built.
Another key point, I'm not sure all of you are aware of this, but staying with sustainability, also very pleased to announce that we've achieved full conformance with the recently formulated Global Industry Standard on Tailings Management. You would have seen an announcement on Friday with the disclosure of information on our website as per Principle 15 of the standard for our very high and extreme consequence facilities. I just point out that Barrick has long been a leader in the responsible management of tailings storage facilities, and we welcome the additional disclosure, which is part of the new standard. Over now to the operations. We start, as usual, with North America, where we continue to build our value foundation in Nevada Gold Mines. Already far more than the sum of the parts that were combined in the merger.
NGM is on the cusp of entering a new growth phase, as I'll hope to show you in some of the exploration slides. The knowledge gained from a better understanding of the ore bodies is generating new targets and discoveries, as as well as new concepts designed to deliver life of mine extensions and potentially the next wave of Tier 1 assets in one of the world's most prolific gold districts. These are the Nevada Gold Mines operating results with production, as I referred to in the introduction, up 11% quarter-on-quarter, It's remains on track to deliver on its 2023 production plans.
The higher production delivered a meaningful drop in all-in sustaining costs, as you can see from the slide. This is a trend we expect to continue into the second half of the year. Since creating Nevada Gold Mines, it's worth noting that we've replaced 16.5 million reserve ounces depleted by mining. As you can see here, we still have a wealth of opportunities with the potential to be big value drivers and are confident that exploration will sustain reserve replacement and deliver an inventory that will secure a 15-year planning horizon and beyond. I'll come back to that replacement strategy, because as we had in Randgold, we now are developing a plan to replace our reserves through the advancement from inventory to resources and then to reserves.
In Nevada, we're starting to see that plan as well. There's no better place to start on this slide, at the top right, this review than at the Carlin Trend, which is the gift that keeps on giving. We continue to intersect, and this is quite important. You'll see at the bottom that 23001 intersection, that we continue. These are Carlin-type grades. In our quest to expand Carlin and the greater Leeville Complex , we continue to consolidate the ground around this. We're talking multi, multi-million ounce opportunities, and we're starting to see that definition, and we're expecting to be able to share some of the holes that we've drilled now, but we're still waiting for the verified assets.
The one thing I've always said of, to many of you, is that when you hit world-class ore bodies, you don't have to send the assays, the, the logs to the assay lab to work it out. We're super excited about the, the, this potential. At Cortez, the Barrick-owned Four mile discovery is well on its way to Tier 1 status. We shared some of these results with you last quarter. These are big numbers. We, we every intersection now, we're starting to show more, more opportunity and the most recent of these discoveries is the Dorothy Breccia, which you see referenced in the slide. These intersections add significant answers every time we drill a hole. That's where we are in the ore body today.
Strong drilling results, staying with, with Cortez Complex from Robertson, which show its potential to grow into a multi-million ounce asset. It's very important, Robertson. It's still got to be permitted. We are in the process of permitting it, but it's a multi-million ounce oxide deposit, and that's important for Nevada because we've got capacity in our oxide mills. You'll remember that Newmont were gonna close down the oxide mill even before we did the deal, and we've kept them alive. This is a very key asset, and we're still looking to expand this footprint. It's been a very successful exploration project. Finally, at Turquoise Ridge, we've now opened the main, what we call TRUG, Turquoise Ridge Underground ore body to the northwest and the southeast.
As you see here, again, significant intersections, and that really-- this is, you know, the, the least developed of all the ore-- the world-class ore bodies in the known Nevada operations. I just pause there for a minute and just point out that the, the greater Leeville area and certainly the extension, as you see on the slide, that's a completely parallel world-class target that's running parallel to the Golds trike Meikle trend, which is what made Carlin so famous. We are really at, at a stage of developing a sub-parallel target along a really key, one of the key faults, which will parallel that, that world-class trend, that's, that, as I said, has made so many mining companies wealthy.
Barrick also, in addition to our Nevada joint venture, continues to expand its North American footprint, and drilling is confirming significant discovery potential across the multiple targets in Nevada, away from Nevada Gold Mines. Framework drilling has started on our Pearl String project as well. Ongoing generative work and ground consolidation is progressing across the Western United States. Again, we've got some developing opportunities which hopefully we'll be able to share with you during the next quarter. In Canada, mapping and sampling at the Pic project near Hemlo has identified some interesting mineralized structures. Our geologists have also started work on the new Sturgeon Lake project, and we've signed an agreement to earn up to 75% on the Partridge project, which is just northwest along the same trend as Malartic.
Again, we're in the right place, and we, we're super excited and, and, you know, we tried, as you know, to look at opportunities to go through M&A, but, our geologists are starting to point to some real opportunities to expand our business here in Canada. Moving on to Latin America and Asia Pacific region, the team is doing a great job, particularly the exploration team. We are busy rationalizing a large historical land portfolio now, as well as, and particularly along the Andean trend, and we also are moving to secure new opportunities. We've expanded our footprint in Chile, the Dominican Republic, and Peru, where we've made some exciting early-stage progress, particularly in southern Peru at our Austral project.
This region also covers Porgera in Papua New Guinea and Reko Diq in Pakistan, where there have been some very positive developments during the quarter, which I'll take you through. Starting with PV, commissioning, as I said in the intro of the expanded plant, was impacted by ongoing equipment failures relating to the flotation and mill circuit pumps. We are working with FLSmidth to address these issues and rectify some design flaws. I just explained, we've installed the biggest flotation cells ever. Well, certainly ever, the biggest that FLSmidth has supplied. We've had some issues with some of the shafts and the gearboxes, and we've had to retro engineer them. They have also rebuilt some new ones and sent them in.
We are busy working with them, and it's until we get that settled, we're running all the circuits, but we're gonna take some time to ramp it up to full production. We are still expecting a much stronger second half than the first half, and this, the expansion project, we are confident will achieve its full capacity at the end of this quarter, maybe early next quarter. Once completed, the plant expansion and mine life extension have been designed to support an annual production of above 800,000 ounces to way beyond 2040. This really does make PV a standout Tier 1 mine, and we've got six of those, and we've got a couple in the making. We are very clear about how we define Tier 1 assets.
Just to remind you, when we did the merger, PV was if we didn't get a solution on the tailings facility, it was gonna close in 2021. We've now got the permits in place, and we're good to go as far as the expansion goes. That's, when you try and put a value on that, it's like a very big discovery. This is a 22 million-ounce prospect. It's big. As I mentioned, Argentina Veladero exceeded its planned production, which is particularly commendable, considering the very difficult operating environment Argentina's ongoing currency crisis has created. Strong re-drilling results from the Morro Escondido target point to its potential as a satellite to Veladero. We're busy doing that modeling right now, exploration is also focused on those other targets immediately around Veladero.
I think the team is now fully motivated, having got achieved some success with Morro, Morro and Escondida. Again, you, you would recall, we cut back on Veladero, delayed the some of the capital into end of next year. This is a very dynamic year. In addition to the currency crisis, it's an election year. It's an election year that's been spread over the whole year, we know now who our governor is in San Juan, but we've still got to go through that rock and roll process to get the federal government in place and elect a president. So as I noted again earlier, we're rationalizing our exploration portfolio in Latin America and prioritizing our portfolio, so getting our resource triangle, people who know me know exactly what it means, in order.
We continue to secure more ground in that area. This is a quick snapshot of where we are looking and, you know, we've certainly are excited about the prospects, and we've got a completely new team. It's taken a couple of years now to get that team to start really understanding what we want and where to go, and we're now starting to get those results. Then flipping across to Pakistan, the feasibility study at Reko Diq made material progress this last quarter and is still scheduled for completion by the end of next year, with 2028 targeted for first production of concentrate. Infrastructure development is underway, and the refurbishment, which is a key thing of the airstrip, has been approved for flights, with a weekly charter now going to flight to, to site.
In line with our co- commitment, as you see in this inset, to early benefit sharing with the people of Balochistan, we've already established 2 primary schools as part of our community investment, as proposed by the newly formed community development committees. This is something that's in partnership with our communities. By the way, I personally, along with the senior executive, Barrick, have been to all those communities. It's worth noting, you know, when you look at the Afghan story, and you look at this story, the Baloch people are across, you know, in Afghanistan and in Balochistan of Pakistan. You see the school, and you see that they're more or less 50/50 boys and girls. It's quite an achievement. I'll tell you a little bit about Balochistan, particularly around Reko Diq.
There is no economic activity. When you give people a chance to earn money, it's amazing what happens. It's the only place in the world where I've seen more schools than kids. In fact, all the schools are empty. Why? Because there's such poverty that the children have to work to survive. Us coming there and supporting the children, giving them a square meal, getting them to school, is the only way they can get educated. This is part of a program that we did very well in Kibali, and that is educating the future operators of the mine, ahead of the mine. We've done it. We started with. This is a multi-generational mine, so we've started with junior school.
We've also looked at vocational training of those young teens, then we've gone abroad and looked across the universities for Baloch people who are have already finished or about to finish their degrees in particularly in engineering, but engineering, some economics, and processing. So the first bunch we've now contracted, and they will be moved to our operations around the world, and they'll start working with us with the intention that they will be the leaders of the operation when we turn it on in a few years' time. Again, that's we've we commissioned Kibali with local people, so every day, most of our workers go home into the villages around the mine, and so the community is are our workers.
That's our intention for Reko Diq as well. You would have seen some announcement on Porgera recently. We're at last nearing the end of the long road towards the mine's reopening. The key one is, we've applied for the special mining lease, which is the one that was removed, as you recall, at the end of the last lease period. For that process to close, we needed to have a number of regulatory procedures. First one is what they call the warden's hearing. That's happened in all the different selected regions, and we've had a security forum led by the key ministers and the Prime Minister himself.
During that forum, the Minister of Mines formally opened the development forum, which is the critical process where everyone has a chance to engage and discuss and share what they want, and it'll ultimately culminate in the... It might not culminate in a full mutual agreement across every aspect because, you know, the negotiating tactics in Papua New Guinea is start at 120% and see where you land. But it is a serious engagement, and it will. During this process, the government will get to a point where it'll finalize its own review of our applications for the SML, and then we'll get that awarded. On the back of that, we've started the preparation of the mobile fleet.
The, after all this time, we've had to upgrade some of the tanks, tankage in the, in the, in the processing facility. We have a new crusher on order, you know, we're, we're getting ready to, to start up. Our expectation is that we should be able to start and pour our first bar of gold this year. Every time I say that, people say, "Don't you have any more granularity on that?" I say, "No." In the fullness of time, we will, all I can say is that everyone wants the mine started now, so you will see the, the updates as we get closer to that, that day. With that, we move across to Africa and the Middle East.
This, mind you, is by far the most consistent performer in our portfolio, and it's not only a reliable contributor to the bottom line, but also a host to a wealth of gold and copper opportunities. The Loulo-Gounkoto complex delivered its usual strong performance and is on track to achieve its 2023 guidance as it continues to invest in greening its power supply grid as well as replenishing its reserves and looking for more. Again, this has been a spectacular asset. It would be remiss of me not to point out that Mali is not without its challenges, and I would add it has never been without these challenges.
We have been operating there for 26 years. In that time, Loulo, we've built Loulo-Gounkoto and into one of the world's 10 largest gold mining complexes, as well as the country's largest taxpayer and employer, certainly largest employer outside government. We've had a constructive relationship with successive governments through some very turbulent times. In recent weeks, I've personally engaged with the key members of the current leadership about their proposed new mining code. I'm very optimistic that, as in the past, we'll find a mutually acceptable way to keep gold shining for Mali. In West Africa, there's a lot of opportunities I pointed out. It's a very dynamic place right now, as you would have read in the newspaper with the latest coup in Niger.
But staying with Loulo, we continue to define wide, high-grade intersections on the extensions along the big structures that host the multiple world-class assets around and within the Loulo-Gounkoto leases. Also across the border in Senegal, we continue to evaluate the Diamele joint venture in particular, and we've got the Bambadji joint venture , and we are continuing to expand our footprint in eastern Senegal. In Cote d'Ivoire, we're assessing the Fonondara satellite deposits and other high-priority targets. The team has been extremely successful in adding to the life of mine of Tongon. Moving across to the Democratic Republic of the Congo and Kibali and Kibali.
Kibali overcame its first quarter challenges to deliver substantial improvement, as you can see here, in production for quarter two, and this has really set it back on course to achieve its full-year guidance. We also really focusing on our underground development to build additional flexibility and be able to support the new 10-year mine plan. Ongoing exploration really has highlighted to immediately to the west of the KCD main series of deposits, the potential for more of the same, and we're quite excited about this recent development.
In Tanzania, which is a real success story, you know, our Twiga joint venture with the Tanzanian government is a poster child for my thesis that mining can be the force that makes undeveloped countries investable, and there's no better example than Tanzania. It's great to see BHP putting its toe in the water in Tanzania on the nickel project. After Barrick took control of North Mara and Bulyanhulu in 2019, it transformed them into operations capable of producing a combined 500,000 ounces annually. Other words, a Tier 1 production profile. We have also shown that we can achieve this and what you can achieve when a mining company and its host country work together to develop its natural resource endowment.
A last-quarter conversion drilling at North Mara replaced all the reserves, depleted from mining, and we mined the first ore from the Nyana pit and additional opportunities for resource conversion. Buly's got a very long life, nearly, you know, and well into the twenties. North Mara is just over 10 years, so big focus there. It's worth having a look at this slide, and that is we have three Tier 1 terrains in our Central and East African holdings. The Kibali lease here I've already covered. A new exploration footprint south of Bulyanhulu, and high-priority permits along the Gokona Corridor, which I've just referred to. Again, this Gokona Corridor is an exciting opportunity.
When we were in Randgold Resources, we were always trying to get our hands on those extensions, and it's taken us a while to secure the permits, because they were lapsed. They lapsed under the Acacia time. We've now got them, and we're starting to evaluate them, and we're super excited about the opportunity to extend North Mara's life of mine on the back of that. We also have a very significant intersection beneath the Near Bagena pit, as you see here. It's really got everyone's attention. We're not sure about how it actually fits into the ore bodies at the moment, but it's a recently confirmed intersection.
Moving across into Zambia, and generally our copper operations, as I pointed out, Lumwana is a well, well set to achieve its guidance for the year. It really is gonna have a strong second half. With the implementation of its own Lumwana strategy and the commissioning of the rival and commissioning of the new fleet, where we replaced a contractor, which was very expensive. We've already seen a reduction in, in costs, as you can see here on the slide, and excited about the prospects of Lumwana. Lumwana has the potential, based on our preliminary economic assessment, to be equivalent to our share of the Reko Diq investment. That's how significant it is. I'd point out that at the time of the merger, no one believed in Lumwana.
It was a high-cost producer making no money, its subsequent transformation into a Tier 1 asset in our copper portfolio is another one of Barrick's big success stories. We're talking about significant reserve conversion on the back of the feasibility study we're busy with. The projected expansion on the back of this new super pit, as I pointed out, will add significantly to its production and take the mine life to beyond 2060. So we're on track to complete that next year, and we've scheduled pre-construction starting in 2025. Our forecast at the moment would bring that expansion from Lumwana ahead of the Reko Diq delivery on its first concentrate.
It's. We've got some, and we'll be detailing this on the back of the final studies on both projects. In Saudi Arabia, Jabal Sayid maintained its consistent production and kept its cost below the guidance ranges. Early results from our new property, Ummu Dammar, are exciting and really it's a, it's, it's, it's a start of something I believe that's significant. What's more, it's been the foundation of us growing our relationship with the Kingdom of Saudi Arabia. Before I just touch on. The last one is Chile and Zaldívar, which is largely more of the same. I would just point out that really it's Lumwana and Kibali that are key for the second half delivery for AME as a whole.
All the AME operations are on track, on target, to meet their, their guidance. Two more slides. The 1 that I referred to right in my introduction, and that is, if there's 1 thing more than any other that sets Barrick apart, and I know it's not snazzy, and it doesn't require M&A and all that other stuff, it's been our ability to deliver sustained and significant growth in reserves since the merger. Remember, we were all in the same boat before that, in 2019. We've replaced 125% of the gold that we've mined, or the gold equivalent that we've mined, including the copper, since the time we started out on our new venture.
Again, we will be sharing with the market our strategy of a three-year rolling replacement model, because we do have some very big assets. You'll see the inventory build, and then you'll get a big kick in the resources, and then you'll get the conversions. Over three years, we're very comfortable. Slowly, we will build it into a shorter-term cycle. Of course, it goes without saying that the contributions we're gonna make to our copper reserves and resources are significant on the back of the work that we are doing, both in Pakistan and also, and also Lumwana in Zambia. We continue our work not only to hunt those world-class gold deposits, but also copper in all the big copper terrains in the world today, apart from Russia.
Otherwise, we're, we're very knowledgeable about what's going on in, in the copper, big copper fields of the world, as we are with the gold. Again, our view is growth for Barrick going forward is based on asset quality. I think that's really when you look at our portfolio today, we've got six Tier 1, proper Tier 1 assets. We've got a whole pile, five world-class assets. Porgera is one of them. It's a 500,000+ ounce, going to 800, close to 1 million some years. We share the economics on just about a 50/50 basis with PNG Inc. It's a significant share of value for Barrick. We've, we've got, of course, Veladero, which is no small asset, in partnership with Zijin. Right now, we're managing the situation politically.
We've got Lumwana coming on, and that's, without- If we can prove it, which we have no doubt we, we will-, is a definitely a Tier 1 copper asset. Of course, Reko Diq, once we get through the start and convince everyone this is a real value asset, that's, that's right up there with the top five in the world. You know, when you look at our portfolio, Tongon is the one that's the least as far as when you look at it, but it's a very good cash producer because it's built so well that our sustaining capital is so small, and you'll see the you know, the costs relative to its total cash costs, its all-in sustaining costs, are not as high as other mines. It's just about can we find more?
At the end of the day, to close it will cost us around $30 million. It's not a big risk in our portfolio. Zaldívar is a partnership, as you know, with Antofagasta. The last asset in our portfolio. We don't have a long tail in our portfolio. We sold the tail at every time we did a transaction. The only one that we have to deal with is Hemlo, and we've got some real plans to do that. We're looking at pushing back that pit again with the higher gold price. We've done a lot of work. T he Pic Project is just up the road, that's important for us.
I'm actually there for the weekend with the team, looking at strategies as far as Hemlo goes. Another differentiator in this sort of hall of M&A is the fact that we have a clear path to increasing our gold equivalent ounces by 25% towards the end of this, so 2029. That is a very significant and a standout point, because, as you know, many of our peers have been forced into M&A because they just haven't been able to replace the ounces that they've mined. I would finish, ladies and gentlemen, with the fact that we certainly celebrate for the first time that on consensus basis, the analysts are showing that Barrick has more value than Newmont.
The, the challenge is we're still at a discount to that valuation. You know, our focus now that we've got our business clear, we've got our teams in good shape, is that we're gonna be working really hard to get us up there where, where I certainly come from, and that is a good premium to our underlying value. We've got some big things to work on. Of course, there's a big delta with Reko Diq. There's another delta with Lumwana. There's another big delta with Porgera as we bring that on. Again, there's a big delta in Nevada Gold Mines.
As we, not only within the whole joint venture, but when you add in the prospects of Four Mile, it's a significant asset for us, and as I'm sure it is for our partners. With that, thank you for listening. We'll be happy to take questions. We do have some of our team members online, and we're gonna take you here first. Graham, of course, is here, and a couple of other executives are in the audience here in Canada. Over to you, operator, to manage... Oh, no, we'll take questions here. We'll manage this process going forward.
Thanks very much for the presentation. It's Jackie Pryzbylowski from BMO. Mark, can you talk a little bit about your plans at Zaldívar? I know, you've mentioned, in the MD&A that it's now classified as non-core. Do you have plans to divest that at some point?
I think, you know, at some point, maybe. Right now, you know, we've just applied for the with Antofagasta, with an extension of the life of mine and the permitting, which we're dealing with at the moment, which shows a much bigger, longer life of mine than we currently have. The reason we say that is that, you know, just in reporting, it's a steady, small operation. It's managed by Anto. We have an active role in that management as a joint venture partner. As you can imagine, we're not very good at standing back. You know, that's the basis on which we've put it in that category.
Again, you, you know better than me, you know, despite the fact that the copper market is in absolute short supply, and you just have to go a little way, and then there's nothing, there's a softness in the price. You know, at the end of the day, you know, we'll, we'll manage that strategically.
Can I ask one follow-up as well?
Sure.
On, on Porgera, can you talk a little bit about the process from here and what needs to be done before you restart?
Really, it's their special mining license, which, which, we're waiting for, which will... You know, we've done all the other regulatory work. We've got everything in place. We need that special mining license, which means that we have all the communities signed off. Once we can do that, I had a you know, a very good town hall with all our key landowners, when I was last there two weeks ago. There's no doubt everyone wants this mine opened. It's a very significant deal because never has, have the landowners had the potential to earn so much from a gold mine, or any mine in Papua New Guinea. Yeah, I think there's lots of drivers.
Of course, there's also the obsession with being able to negotiate the terms, which we've already settled. That's the good thing about Papua New Guinea, as frustrating as it is, is it's a full consultation before that special mining license is issued. We know Barrick, Placer, and then Barrick had 30 years of no issue because they got that process right. We're very mindful that it is a litigious society, and you've got to do this thing to the book to make sure that we can mine for another 30 years.
Mark, you made a couple of comments about the fundamental outlook of the company being very constructive based on the gold price, based on the growth outlook, and then the valuation of the stock where it is. I'm wondering what your thoughts are on using some capital towards the buyback, going forward?
Yeah. Josh, you know, that is, entertains us, Graham and I, almost every day. We have bought back in, in the past, and, and we, you know, I think we, again, we, we, we don't wanna risk our balance sheet right now. We are very well positioned. We are have a extremely strong balance sheet. We, we are forecasting a growth in cash, and that'll trigger a net cash position. As we approach that, you know, the, the, the, the, the one option, which is the preferred option, is to buy your stock back, because we absolutely, we are completely in agreement with consensus, and that is, we're trading below what we should be trading, and it makes sense to buy. There's no risk in buying our stock back.
It's just how we manage our balance sheet towards that.
Got it. One more question. You made a statement about Porgera being a, a world-class Tier 1 asset, and with some comments about, you know, bringing up analyst expectations. Could you maybe remind us, you know, what you think the potential economics of this asset look like? Meaning, you know, what's the initial capital to get this to, to Tier 1 status, and then what the production and cost structure would be? Thank you.
It's a low-cost producer 'cause it's relatively high grade. It's single refractory also, autoclave, mill, crusher mill, simple process. Know it well. If you look at consensus, the valuation is around $6 billion-$7 billion on consensus prices. Five percent discount, hey, Graham?
Yeah.
So, it's about $1 billion of capital over the next 10 years. Slightly weight is front-end loaded, but again, we've got a bit of work to do on that. A lot of it depends on how we treat the Wangima pit, which is not in reserve yet. I'm talking, I'm talking about total resource now. 10 years, we've got banked, and that's important for us because we get to the 50/50 sharing of economics. You know, our intention is that we will, we will create so much value for everyone, no one else will, will wanna, you know. The government and Barrick will be partners forever. Yeah, that's the, that's the intention.
There's a big pushback on the western wall of the main pit that we've got to address, and that's what we're busy with at the moment, is designing. As I say in the press release, we are designing that pushback at the moment. I think I can say the underground is in better condition than we expected, so we're happy with that. We've had this constant sloughing of the western wall, which has always been a challenge at Porgera, and we need to cut it back and put some remedial work into that wall. The traction is that there's quite a lot of ore on that pushback. What we hope is that we'll be able to pay for that pushback.
Then you've got the Wangima pit, which really brings a whole lot of additional resources into the mine plan, and potentially takes it to 20 years, which gives you that big number, if you look at it. We're using just. That's a broad, rough, rough valuation on using consensus prices. The key for us is, but in 10 years, we more than get to the, so 53, 47 split, economic split. Remember, we sweep all our costs that we've incurred to date from the government equity to equalize, and once we get there, then everyone else benefits. What's important is that the landowners and the province benefit preferentially. It's carried equity, just to explain. Graham, you want to add to that?
I think you've done a good job there. I mean, the, the key point, Josh, really is that when you look at our economic interest there and you contrast it to the equity interest, the economic interest is almost double the equity interest because of the way that the cash flow split works, if you compare it to, you know, what you would get in a normal situation if you were paying corporate taxes and a 3% royalty. The combination of that economic splitting of the cash flows, combined with what Mark just referred to, which is the sweep of the cash that we've already spent, means that our economic interest is considerably, effectively double, the value of what the equity interest would imply.
Josh, this goes back to the Tanzanian deal that we made and, and the, the point that I've been making all along, is the problem with the mining industry is they go and invest and promise the world, and then they don't make the money because they don't deliver on the plan, so the government gets nothing because all they rely on is taxes. What we did in Tanzania is we took the economic interest and split it down the middle. We true it up every year. That's a bit complicated, but we do. Government gets the, the tax amount, but if we do not pay tax, they still get 50%. It's a much fairer way of doing it. Again, Papua New Guinea hasn't...
You know, Porgera was a special example and, and ironically, it paid, you know, the, the, the foreign currency crisis in Papua New Guinea is directly because we're not expecting importing gold from Porgera, because it's the biggest producer and the biggest, the most profitable company in Papua New Guinea. That's the same thesis, is that the, the, the prime minister wanted 51%, which I was very happy to give. I mean, after 30 years, he wanted a different deal. He wanted to make sure that he could get all his legal taxes, and he wanted to participate in the equity, if we delivered on what we planned, and if we didn't, he wanted still half of the production. That's what we've agreed to do.
It's a great way of doing business, I believe. One thing, the only risk is you have to be absolutely convinced you can deliver on your mine and the models that you shared. We've done a very similar model in Reko Diq as well. Slightly more skewed that Reko Diq is a much bigger asset. Also, the government are taking a lot of risk themselves through this state-owned enterprises, and we're gearing it with equity with a global funding package.
With debt.
With debt, sure. Sorry, we are gearing it with debt. Sorry, not equity, with a global funding package.
Hey, Mark, Lawson Winder-
Yeah.
from Bank of America. Thank you for the presentation. Nice to see you today and the team. I wanted to touch on reserve replacement. You spoke to the importance of reserve replacement to the value of Barrick. What is the outlook for this year, and which assets do you see driving that outlook?
Africa will replace all of its gold and copper that it's mining. The one that won't will be LATAM, but it's gonna bring a whole lot in with Porgera and Reko Diq that fits in that region. We've got this new series of projects in around Veladero, and we've got some super exciting projects, Southern Peru in particular, and other parts of South America, which we'll share with you in the full in the next quarter or two. Nevada Gold Mines will add about between 50% and 60% of its current its this year's production, but then it has a big year next year and the following year.
That's why what we've said is, there's on a three-year rolling average, we'll continue to replace ounces. We'll get Nevada. We're just about there with Nevada, like we have in Africa. Again, Lawson, so much so that, you know, we're, we're, we're engaged in conversation because, you know, in Randgold, we used to, some of our, our incentives were based on reserve replacement, at least reserve resource replacement. I believe that's a very good metric in any mining company to remunerate management on. You know, that's how, how significant we believe in the importance of organic growth. Particularly when you look at because we've got really big assets, and we've...
close to have completed the recapitalization, because the Barrick side of our assets were run down, and both sides of Nevada Gold Mines were run down. Barrick side was high-graded, the Newmont side was just run down. We've recapitalized that. We've now got a resource base on the top of that. If you add to it, your returns are significant. They become infinite because you're adding ounces on a capital base, and that's the game. You know, that's the game about big mining assets, is if you've got big ore bodies and you've built the mine properly, it produces a long- You know, the, the, the copper miners are good at that. You know, that's what makes them so valuable.
I wanted to follow up, excuse me, on a comment you made about the value of Barrick's assets, but then the multiple discount in the market. I mean, I think you, you make a case here for why the assets are strong, why the assets should be strong going forward with the reserve growth. What is the market missing or has the market missed over the last two years, in your view, that's led to that discount?
Well, I would start with the fact that perhaps it starts with the analysts, and the management, in that we haven't had that conversation, and so it's pleasing to see that valuation coming through on a blended consensus basis. That's a good thing. You know, we are very mindful, and I said this right in 2019, we had a job to do. You don't build, you know, great mining companies easily today, particularly not gold companies. They're tough things to build. I've built one myself, and now this is the second. So, you know, it's. Again, we are mindful that we have to be able to. I mean, we've always, I've always been that sort of person.
I like to have an argument, as Josh will affirm, but I like to do it on the back of something that's tangible. I think we really are there today. The first step is, you know, it's very helpful when the analysts group are recognizing value, and it's even more exciting when there's still headroom, which I've just pointed to. By far, if you look at our performance, what we say, what we do, how we've managed our balance sheet, what we've promised the market, we've been consistent, like we always are. I don't think there's any doubt in the minds of anyone. Of course, you know, there's some people are a little nervous about where we've gone. They were the same when we went into the DRC, you know?
Today, when you look at the portfolio of assets, around the world, the risks are very similar. Different, but similar or the same. What we've shown is big assets work if you pay rent. If they're big enough and they're valuable enough to deliver value to your host country, it's. You've, I'm sure, Lawson, you've followed, United States mining law and the debate and Rosemont and all that. You know, I work as hard with the team in the U.S. as I do in Pakistan and West Africa, you know? Gone are the days where you can run mining companies from a, you know, 16-floor office block in the developed world. You have to be out there.
Again, getting back to how we manage our reserve resource replacement, and that is, we move that ownership out to the mines. We've changed the management to be real businesspeople who lead our mines, and they own those assets. They've got quality geoscientists, processing engineers. It's not. We don't remote control our business from a central corporate office. We do hold them accountable, and we're always there. I always say to the team, "You know, if, if you, if you go off-piste, you start seeing us. If you really get off-piste, you see us all the time until we get you back on track." That's the way we run Barrick.
Thank you.
Like I said, operator, can we this...
Sorry. Maybe to follow up. Sorry, Brian MacArthur, Raymond James. I mean, probably one of your hidden values that you're starting to highlight is the super pit. I mean, this thing could be, you know, on its own, one of the better copper mines out there in the world, plus you have a gold credit. Does it make sense to have all the copper in Barrick going forward, given how big a, good a copper company you're gonna have? Second thing, without... You probably can't give me everything on the PFS, but through to 2060, is that a pretty stable production profile out of the super pit? Again, it's basically duration forever.
Low, big, low-grade pit. What happened is, the chimney pit, it got segregated because You know, Barrick was in a position trying to make money, so it dived down and it chased the grade. You know, it's a challenge to chase grade in a low-grade, blended, sedimentary-hosted copper deposit. So. What we've done is just go back to geology, and there are a couple of satellite pits that are genuinely higher grade and lower strip ratio. The exciting thing about Lumwana is that we run the risk of doing the whole pushback for the super pit without going negative cash flow. Because we have these satellite pits that can so we mine the same strip ratio, if it, you know, on a copper waste basis.
That really, and that's our team, you know, that's what they. Once we got the cost down, so we got the cost down right in the beginning. We understood, got to know those ore bodies and, and that, and then we looked at the other satellites. Again, a bit like West Africa, they were known in the form of anomalies, but no one had ever stuck a hole in them. That's what we've been doing. We're far down the road on that process, so we're, we're confident enough that we've got enough copper in those satellite pits that will support. Right now, we are mining, and we're gonna hit some higher grade zones in the Lumwana pit, Chimiwungo pit now.
At the same time, we've replaced the contract miner with a new fleet of Komatsu 100 ton trucks, and we've dropped the cost by $2 a ton. That is really changing, and you can see it in the numbers already, in this quarter, this last quarter. We'll manage that pit to a point where we've got it open on strike, and then that big pushback to create the super pit, we'll use the satellite pits to do that. We are, we are right in the middle of permitting the new tailings facility. It's largely a negotiation with the tribal chiefdom of the region, which we've had a long-standing relationship with. As far as the authorities go, we've got support on that.
If I look at the slide there, 2029, I mean, you've got Jabal Sayid in there, and you've got Zalbidar in there, but you don't have Reko Diq too, right?
Yeah.
You're gonna have, like.
Yeah, we're gonna have.
85-year thing at that time.
We are, you know, we're actively hunting in the main copper belts. You know, we're in all the copper belts of the United States, and let me tell you, there's some significant opportunities still within the U.S., as I showed in that slide, broadly. So we're, you know... Again, we, we, we believe that if you, if you, if you believe in the numbers, which I've always worked on, the U.S. is gonna have to change the way it manages mining. We've taken that bet to get out there ahead of the, you know... Again, we're the biggest miners in the United States already. We're, we're probably the biggest explorer. Sorry, I stepped out of the box. We're probably.
We can't hear you on the phone.
Oh, okay. We're probably the biggest explorer right now in the U.S. as well.
Thank you.
Anyone else? Okay. Operator, we pass it back to you for any questions from the call-ins.
Certainly. We will now begin. If you are using a speakerphone, please pick up your handset before pressing any keys. To withdraw your question, please press star and two. The first question comes from Cleve Rickard with UBS. Please go ahead.
Hey, thanks for taking my question. Good day, everybody. Can you hear me okay?
Yeah, perfectly, Cleve.
Excellent. Thanks, Mark. We've had a little bit of technical difficulties on the line, I apologize if the question is redundant, you know, I think in the prepared materials, you called out Cortez, PV, and Turquoise Ridge as, you know, some of the, some of the assets where, you know, there was, there was some maintenance, there was some investment done in the first half, and then, you know, you expect that increased production run rate into the second half. I asked a similar question last quarter. Do you expect that second half run rate to continue into 2024? Like, you know, have you done the bulk of the kind of bigger work that you need to do with those mines in order to sustain production at that second half run rate?
Yeah, I, I... Absolutely. Look, let me just take one at a time. The Cortez maintenance is really development and the main... the, the, it's not really actual, like, processing maintenance. Turquoise Ridge was a premature hotspot on one of the autoclaves, and we brought it forward. It was going to be in Q3, normal planned maintenance. Again, we brought it forward, we changed a lot. We used the opportunity to change a whole lot of gear pumps and tidy it up. We've got quite a bit of work to do to get Turquoise Ridge to where we want it to be. The, the roaster maintenance was a big maintenance, scheduled maintenance on the Goldstrike roaster.
More importantly, it was the shutdown on the gold quarry roaster, and also, we used that shutdown to tie in on the expansion project. We've got one more shutdown to do next year. I think it's second quarter scheduled for, and we'll finish the expansion of the gold quarry roaster. Not only do we maintain the run rate, we lift our throughput capacity in the gold quarry roaster by between 15% and 20%. We bring down the costs, and so we add production capacity. Because right now, Nevada Gold Mines is constrained on double refractory ore processing capacity. You know, we've spent a lot of time on planned maintenance, to the point that a lot of the planned maintenance was planned because it was neglected.
We are getting back to a proper planned maintenance, which is scheduled maintenance, which is a normal course of business, which is baked into our forecasts anyway. To answer your question, in simple words, yes, you'll see the throughput maintained at a higher rate, largely because we add more capacity next year.
Right. Right, that's very clear. Then, and then 1 just quick follow-up. you know, the, the Gold Rush record of decision is something that, you know, continues to come up in, in sort of our conversations, and, you know, I, I see that you're expecting it now, I think in Q4. There was also a little bit of discussion around some modifications, to the, the, the BLM. I'm wondering if, if that record of decision is restricting development there at all, or if these small modifications are allowing sort of, you know, timely development to continue?
On the development side, we're continuing. It does start impeding production because we need to get ventilation up ahead of where we are. If it co-carries on much further, it'll, it'll impact production. We've guided that we are looking at the specific impacts. At this stage, you know, this is all about Rosemont and Department of Interior, we've been engaged with them all the time. Again, this issue about permitting unmineralized claims. The fact of the matter, two things: Gold Rush doesn't need a tailings dam. It doesn't. It's mineralized everywhere, underneath and where we are working. It's got a very small footprint because we're using already permitted infrastructure. It doesn't, doesn't fit, and even if you wanted to, you can't put it into a sort of Rosemont argument.
It's taken a little while for us to get BLM, the state, and particularly the federal part of it, to clear it. They have cleared it now. That's why we are pointing to a specific time period. You know, it's a little bit like Porgera. You know, we are talking all the time, and we're working towards it. We have got permission to extend the development under the exploration permit in Gold Rush. You know, we can run into next year and still get the flexibility in place. We need. The sooner we start having to put the raise bores up to get the ventilation cleared, to be able to ramp up the ore production. That's really where we are.
You know, every indication is now that it's been cleared to finalize the EIS, the first step, and then that it goes to the. Once that's finalized, the record of decision follows shortly. So that's why we've. We, we make these forecasts in conversation with our local BLM team.
All right, very good. Thank you, and thanks for the opportunity.
The next question comes from Alan Spence w ith BNP Paribas Exane. Please go ahead.
Yeah, morning, guys, and thanks for the opportunity. I've got two, and I'll just take them one at a time. The first one on Turquoise Ridge. There's some unplanned maintenance events in the underground. Can you just expand on what that was and if that's carried into the third quarter?
Yeah. We had a fall of ground in part of the development in Turquoise Ridge, which we-- Again, it's part of our design and changing the design, which we had to step back and deal with. We had a further shutdown on the shaft on some of the safety arrangements in the shaft that we needed to fix, and we did that. The main, main impact was really the autoclave hotspot, which we had to take the autoclave down and fix it. We were scheduled to do that, as I said, in quarter three. We brought it forward. On balance across the year, it doesn't impact on our production. That's really the most important of the unplanned maintenance. It was planned, not then.
Okay, understood. Then one probably for Graham. Just could you talk a little about cost expectations into the second half, how you're seeing the development of, labor, consumables, and other...
Can, can, can you hear us?
I think the line's back.
You're back. Yeah. You wanted to know about inflation and our outlook on that?
Yeah, into the second half, please.
I'll, I'll answer. Graham's got a technical challenge here. We certainly see costs flattening off, some sort of softening a little bit. We, we, we're forecasting a sticky sort of inflation, where, around where it is today. We, we have some higher costs, which we also, which are still Ukraine-related, ammonium and cyanide and things like that. The, the, the big driver is, in the second half, is increased production will bring down our costs, as I pointed out in our guidance. You know, we, we, we, we do believe that the costs will come down, but not all the way down in the short term. That's the way we manage it.
There's. I will tell you from years of experience, hit your numbers on the production, your costs always look better. We're certainly not facing inflationary costs right now. We've got a couple, but we've got some plans. Like, we're much more able to manage the cost and logistics and AME. The U.S. has got restrictions on imports and other tariffs and so on. You know, that, we manage that differently. You know, I think, I don't know, Graham, now that you've got the Mark, you can.
I think, I think you've got it covered there, Mark. I mean, in terms of the inputs, we're comfortable with the assumptions that we were using for 2023. There's some swings and roundabouts, but generally we're in line. The costs are expected to come down in the second half as the production ramps up. Yeah, that's how we, that's how we get down there. The other point, just to reiterate, is that our cost guidance is obviously based on a gold price assumption. In 2023, we, we were using $1,650, and we've also guided that, you know, for every $100 change in the gold price, that has about a $5 impact on our cost per ounce. Based on where we are at the moment, that's about $15 of additional costs compared to the base case assumption.
I think that's important to take into consideration as well.
All right. Thanks, guys. The audio managed to come back at the end. I missed most of that. I'll read the transcript for your full description. Thanks.
Okay. Sorry about that.
The next question comes from Lici Wu with Haitong International Securities. Please go ahead.
Hi, Mark. I'm Lici from Haitong International Securities, and I have two small questions. The first one is about the Porgera project. How, well, this, the tax issues taken by Barrick or jointly with Zijin Mining ?
Jointly with Zijin Mining . We split it 60/40. There was some, it was a, it was a negotiated settlement, so it was quite a tough thing to sort of assign. You know, we work very closely with Zijin, and Chairman Chen and myself sat down and worked through and allocated some to the Barrick past. The settlement included all the way to the new Porgera startup. We didn't leave any residual tax assessments behind. We cleared the whole thing. There was some tax that was future-based, some, some tax that was specific to the assessment, which was done just before they closed the mine, and then some related to the past before Zijin was part of the project.
We, we worked through that basically settled as per the down to it was on a 60/40 base. We shared the tax.
I got it. Thank you. My second question is, I noticed that our future focus will be on copper, and currently, many copper mining companies have encountered many problems, such as declining rate and water shortage. Will we encounter the problem of increasing copper costs in the future? Thank you.
You know, one thing, that's a very important point you make, and that is a lot of the copper produced today is from old mines, which started out as new mines, you know, decades ago, like 50 years ago. That is a challenge. Of course, if you're talking Chile, water has become a big issue in Chile and the copper mining. On the assets that we've got, we are in a better league because of grades generally. Reko Diq comes with gold, which makes it more attractive and blends the risk a bit. On the water aspect on Reko Diq, that's one of the critical deliverables on our feasibility study, we're very focused on that.
As I said, we're gonna be doing the first real in-depth water study for that whole part of Pakistan/Balochistan. The work that we've already done, we're comfortable that certainly for the first 10 years, you know, there's the we, we can draw water without impacting those aquifers. There's a lot more that we've sort of certainly po can point to at this stage, but it needs a lot of work. Ultimately, the, there are, are further options. I mean, as that area, that whole Tethyan metalliferous belt gets developed, this is gonna be a region where infrastructure and, and particularly desalination, is gonna have to be part of the bigger developments going forward.
I got it. Thank you. Have a nice day, Mark.
Tha-
Welcome to China.
Thank you very much.
The next question comes from Anita Soni with CIBC World Markets. Please go ahead.
Hi. Good afternoon, Mark, and-
Hi, Anita.
Thanks for taking my question. I just have one last, and I think it's, it's about PV. My apologies for the background noise here. The I had the opportunity to visit the asset three months ago, and it's definitely an impressive asset. You were just talking about some issues that you were having with some of the FL Smith pieces of equipment. Can you talk about how you see that evolving in Q3 and into... I, I know you said you would be ramped up in Q4, but can you tell us about how it's going this quarter and what we should be expecting in terms of throughput for this quarter?
Anita, you, you would imagine everyone's in PV. John Steele, all our engineers from other parts of the world, you know, who are commissioning experts, our FL Smith subject matter experts. This is a new piece of equipment, and we've had challenges with the shafts and the gearboxes. We have replaced them already. We are reengineering the some of the design issues out as we speak, and manufacturing some additional pieces of equipment, so we've got backup. We're working on it. I mean, for me, I don't have a feel right now because these sort of startups, they can happen in a flash or they can, you can work them out, you know, over a couple of weeks.
But we are waiting for a final plan, actual schedule, of how we're gonna get them back to... We've got we're able to engineer and replace parts and engineer little pieces and that'll get them running, but, you know, we need to get this thing to full capacity. You know, it's, it, it would be remiss of me to not point out that this is a big asset that's gonna run for 20-plus years. You know, we are dealing with it. Certainly when I sit with the team, and I've just come from there, we're still gonna have a substantially better second half than first half at PV. You know, that's as of today, we are still planning to be within the guidance.
Okay. All right. Thank you. That's it for my questions.
Thank you, Anita.
The next question comes from Tanya Jakusconek with Scotiabank. Please go ahead.
Yes. Good afternoon, everyone. Thank you for taking my questions. I apologize if this has already been said, but there's a lot of technical issues on this-
Mm
... call today. Just wanted to circle back to Porgera, if I could. Just wanna confirm that Mark, what you said was that we're just waiting for the special mining license that's on the critical path for us to start up. I just wanted to confirm that you said that local communities have all signed off. Are those two comments correct?
We are waiting for the special mining lease, which is the same thing, effectively. That's what it's termed. The landowner's agreement, as you know, we disclosed that way back when there was this conflict between us and government. The landowners were on, aligned with us and reinforcing the importance of Porgera and getting it back online. The equity split is 10% to landowners, of which 2.5 go to what we call the LMP landowners and 7.5 to the SML landowners, the main owners of the land on which the mine operates. 5% goes to the Enga Province, and that's the split. Of course, the conversation in the development forum revolves around that and also other contracts that are, you know, that are always in place.
people like the people living down the river, people on, on other concessions like dolomite concessions and other various concessions that we work with, and all of that is part of that. Of course, the government is also committed to investing back into Porgera and the Porgera Valley, like schooling and, and we've been talking about some tax offsets even because, you know, there's a real realization of how significant Porgera is to the economy of Papua New Guinea. The answer is yes and no, because this is a process. Of course, there's always a fallback because we have agreements, this is a process of consultation which is prescribed by the law.
The first one is the warden's hearing, that is really defined for the government through the warden in the MRA, to Mineral Resource Authority or the mining department, to sit and listen to all interested and affected parties and how their, their issues, proposals, whatever, and record them. That is a, a, an obligation. Then following that, the development forum, which is more of an proper engagement. It doesn't have to be completed, straight away, you know, once it's, the process has far enough advanced, the government will make the decision at a point in time on issuing the SML.
Okay. And when we get this SML, can we still assume a six month ramp-up? Is that still the case for this mine to get to full capacity?
Yeah. Once we move onto the site, six months is a good target, yeah. We'll, of course, produce gold before that, but getting it ramped up, that's, that's, that's a good assumption.
Should I still be envisioning this mine to produce on a 100% basis, about 500,000 ounces, total cash cost of $900 and all-in sustaining cost of $1,200? Is that still a reasonable number?
That's a fair guess at this stage. We'll update it as we go.
I think, Tanya, once we're up and running, we'll share some updated numbers with you.
We'll get. You know, once we get the startup plan, which is what we're working on, we will guide you. You know, we've got those guidelines out, and they will stick until we change them. The ramp-up is, you know, goes ahead of that. You working on 500 as a, as a first crack is reasonable on a 100% basis. Of course, it goes a lot higher than that within a couple of years.
Okay. All right. I'll wait for that new mine plan, which would that be coming at, you know, once we get this up, would it be reasonable to assume, hopefully, like, you know, with your guidance and...
Yeah, we'll give it to, to you when we, when we announce that we're actually properly starting up the mine. I've got Graham here trying to sort of dodge the bullet.
I think, Tanya, I think, all things going according to plan, February, when we do our normal annual guidance, is probably the best guess.
Yeah. Okay. No, thanks for that, Graham. Just on the reserve replacement, because, again, of technical issues, I just wanted to understand, as a company overall, did I correctly understand that this year we would likely see more increases to resources and not necessarily reserves? Was that a fair statement?
Yeah. That, that is correct. Yes.
That reserve replacement you can see occurring in Africa on both gold and copper and not in LATAM. Was that also?
Yeah, that's correct.
Okay.
But you'll see that rolling up next year.
Okay. All right. so that's helpful. Then just lastly, just on the, you know, overall resources for, for the company, would that have been an increase in gold and copper for both?
Yes. Yes, it's mined copper and gold.
Okay.
You're talking about the last, second to last slide?
Yes.
Yeah.
Okay. No, that's perfect. Thank you so much.
All right. Perfect. Thank you.
Our final question comes from Martin Pradier with Veritas Investment Research. Please go ahead.
Thank you. I have two questions. The first one on Lumwana. Can you maintain-- Or are you talking about much higher grade in second half compared to Q2? Can you give us some idea of what you mean in terms of higher grade in second half?
Look, higher grade in Lumwana is low grade anywhere else. It's not a lot, but it's more consistent and slightly higher grade. I mean, I can actually-
Comorbidities to Q2, are we talking 10% or 15% higher in the second half?
Sort of 10, 10% is a good number.
Okay. That's fair. That's fair. In Kibali.
Yep.
You had a good recovery. Can you maintain or improve production in second half compared to Q2?
We've got a good second half for Kibali. It's good overall. You know, the second half.
Yeah, it's, it's really consistent with quarter two, so that's the kind of run rate that we expect for the rest of the year.
Okay, fair enough. That's it. Thank you very much.
There are no more questions from the conference call.
Thank you very much. Thanks, ladies and gentlemen, those of you who are here. I think we're, and would like to invite you for a snack and a glass of wine. We thought we'd break the tradition here, new Barrick. Join us. Thank you, everyone.
Concludes today's event. Should you have additional questions-