Financial strength and developments of Lonmin Plc - Essay Example

Financial strength, corporate actions and developments of Lonmin Plc Table of Contents Introduction 3 1. Lonmin Plc Industry 3 2. Size of the Lonmin Plc’s Business 3 1.3. Turnover of Lonmin Plc 3 1.4. Market Share 4 1.5. Location of Markets and Resources 4 2. Financial Strength Analysis of Lonmin Plc 5 2.1. Lonmin Plc’s Business Performance 5 2.2. Profitability Position of Lonmin Plc 6 2.3. Efficiency Position of Lonmin Plc 7 2.4. Liquidity Position of Lonmin Plc 8 2.5. Financial Leverage Position 9 3. Industry Analysis and Corporate Development Strategies of Lonmin Plc 10 3.1. Key Areas of Strengths and Weaknesses 10 3.2. Degree of Competition 13 3.3. Geographical Location Covered by Lonmin Plc 13 3.4. Corporate Actions and Developments Over Five Years 15 4. Conclusion 16 Reference List 18 1. Introduction 1.1. Lonmin Plc Industry Description Lonmin Plc has positioned itself as the world’s largest primary producers of the Platinum Group Metals (PGM). These metals are considered necessary for numerous industrial applications particularly catalytic converters for internal combustion engine emissions and their widespread make use of jewellery (Lonmin Plc Annual Report, 2014). They manufacture commercial by-products from their PGM mining’s such as gold, copper, cobalt and nickel. The business of the corporation is engaged in the revealing, refining, extraction and marketing of PGM’s. The objective of their business is to create value for their shareholders. Their business model is vertically integrated as one of the only four “mine to market” primary PGMS producers (Lonmin Plc Annual Report, 2014). 1.2. Size of the Lonmin Plc’s Business Headquartered in Britain, Lonmin Plc’s selling is extended worldwide and the company’s flagship possessions is located in Marikana mine in South Africa. It has its effective operations in Canada and the group has total employees over 28,276 (Lonmin Plc Annual Report, 2014). The business also has joint ventures with Vakle and Walbridge. The company searches for PGM mineralization in Ontario and Northern Ireland project which is an initial stage exploration opportunity for the company (Lonmin Plc Annual Report, 2014). 1.3. Turnover of Lonmin Plc As indicated from Lonmin Plc’s annual report, the yearly turnover produced by the business in the year 2014 is observed to be 582.4 billion (Lonmin Plc Annual Report, 2014). The revenue of the company is observed to be decreasing over the past five years as the operating expense of the company is increasing. The platinum sales of the group accounted for 701,831 ounces and for PGM sales it was 1,383,945 ounces. Asset turnover of Lonmin Plc is found to be $4,384.5 Million which deceased over the past five years (Lonmin Plc Annual Report, 2014). The consensus forecast amongst 20 polled investments analysts who covers the company advised the investors to grip their position in the group. The forecasts of the analysts indicate that the company in the near future is expected to outperform the market. 1.4. Market Share Lonmin Plc is listed in the London stock exchange and Johannesburg stock exchange and has been observed to major shares in the market. As per the current financial data, the company set a new 52 week low in the recent trading session and it reached 62.50 (Lonmin Plc Annual Report, 2014). Over the period, the share price of the company is observed to go down by 72%. Lonmin Plc is also listed in Germany, United Kingdom and in the United States of America stock exchanges and the company holds a large share in these markets. 1.5. Location of Markets and Resources As gathered from the company information, Lonmin Plc is observed to be producing majorly, gold and platinum which is solely based in the United Kingdom. Along with these major producing resources, the company produces gold, platinum, palladium, and rhodium in South Africa and occupies numerous exploration projects in Canada, Gabon, South Africa and Tanzania (Lonmin Plc Annual Report, 2014). The company’s major assets involved in manufacturing are pandora jv, maricana, messina platinum, western platinum which is South Africa based production and Platinum of Windy lake. 2. Financial Strength Analysis of Lonmin Plc 2.1. Lonmin Plc’s Business Performance Lonmin Plc’s financial statements provided a reasonable ’overview of the group’s financial performance and the mother company’s affairs over the five years (Owusu-Mensah, 2010). Table 1 indicates that the revenue of the group is decreasing over five years. Though the company has managed to reduce its operating expenses and total liabilities through strike, the net income of the group is not competitive and in an unfavourable position (Lonmin Plc Annual Report, 2014). Assets held by the group are increasing over years which depict its enhanced liquidity position. With these assets the group can address its urgent operational requirements. The revenue generated from Lonmin Plc’s distinct business segments in America, Europe, Asia and South Africa are decreasing over five years because of the group’s manufacture inefficiency (Lonmin Plc Annual Report, 2014). Table 1: Overall performance of the company 2014 2013 2012 2011 2010 Revenue 582.4 973.2 1024.3 1240.5 1016.9 Operating Expense 727.3 879.7 1460.9 1060.6 868.7 Net Income -113.5 106.3 -260.2 170 71.9 Total Assets 2683.5 2859.4 2849.8 3121.1 3061.3 Total Liabilities 695.9 747.7 1316.1 1240.2 1342.2 Total Equity 1987.6 2111.7 1533.7 1880.9 1719.1 (Source: Lonmin Plc Annual report, 2014, 2013, 2012, 2011) Figure 1: Segment Value Generated By Lonmin Plc (Source: Lonmin Plc Annual Report, 2014) 2.2. Profitability Position of Lonmin Plc Net Profit Margin Over many years, Lonmin Plc’s profit margin dropped by 36.51% that is from a gain of 166 million to a loss of 188 million (Lonmin Plc Annual Report, 2014). Net income of the group is observed to fall over the five years with return on investments going negative by 1.90% in the recent year. The strike in the company was responsible for the decreased production over five months which was responsible for the business to generate no profit this year (Tholana, 2013). Figure 2: Net Profit Margin of Lonmin Plc (Source: Lonmin Plc Annual Report, 2014) 2.3. Efficiency Position of Lonmin Plc Asset Turnover Asset turnover ratio reveals how productive a company is and the amount of revenue it is generating for each dollar worth its assets (Voogt, 2011). The asset turnover ratio of Lonmin Plc as indicated by the trend in the graph below asset turnover is observed to be at a decreasing position. This downward sloping curve of the assets turnover indicated in the figure below is the consequence of low production over months due to strike (Wilburn and Bleiwas, 2004). The company is inefficient to convert its inventory into revenue rapidly. Figure 3: Assets turnover of Lonmin Plc (Source: Lonmin Plc Annual Report, 2014) 2.4. Liquidity Position of Lonmin Plc Current Ratio Current ratio measures the working capital position and reveals the liquidity position of a company (van der Vlies, 2013). Lonmin plc’s current ratio graph below indicates that the group holds a positive liquidity position with an escalating trend in ratios over five years. The escalating tend is because the company holds sufficient current assets to cover its current liabilities (Vogeli, Reid, Becker, Broadhurst and Franzidis, 2011). The company holds an adequate amount of short term assets to pay off its long term current liabilities. Figure 4: Current Ratio of Lonmin Plc (Source: Lonmin Plc Annual Report, 2014) 2.5. Financial Leverage Position Long-term debt/equity for an organization includes any financial or leasing obligations that are to come due over 12 month’s period (Shapiro, Russell and Pitt, 2007). The long term debt ratio as indicated by the graph below has a fluctuating trend and the ratio increased to 0.03 in the year 2014 which was 0 in the year 2013. An increasing debt is an unfavourable action as it reveals that Lonmin Plc is incapable to pay off its obligations within a definite period. Having too much debt is likely to reduce the group’s operating flexibility (v Ferryways, Pelaksana and Negara, 2013). Lonmin Plc needs to release the heavy debt burden as increasing tend of debt over many years along with a sudden economic downturn can put the company out of the business relatively quickly. Figure 5: Long term debt/equity of Lonmin Plc (Source: Lonmin Plc Annual Report, 2014) 3. Industry Analysis and Corporate Development Strategies of Lonmin Plc 3.1. Key Areas of Strengths and Weaknesses Lonmin Plc strives to position itself as the industry leader in various aspects majorly in safety by minimising the environmental impact of their operations (Lusty, 2010). SWOT analysis of Lonmin Plc is conduced as under: Table 2: Lonmin Plc Weakness and Strengths Analysis Helpful to complete the objective risky to achieve the objective Internal Origin (attributes of the organization) Strengths Huge Reserves and Resources Wide Range of End Users Diversified Geographic Presence Strong Liquidity Position Weaknesses Labour Strikes Declining Operational Performance (Source: Marx and van Dyk, 2014) Though Lonmin Plc is performing efficiently by conducting their business in a manner which is socially and environmentally responsible and is sustainable in the global market, still the company experiences certain weaknesses and strengths mentioned in the following: The platinum group of metals prolongs to provide solid and captive demand through amplifying global vehicle sales and stricter emission standards, not to mention vigorous demand in the industrial applications and strong emerging growth in platinum ornaments in various nations (Marx and van Dyk, 2011). Thus, as the market continues to de-stock the prices of platinum in the near future, the group’s position is expected to appreciate and the platinum market is prospected to recover. This would prove to become strength on the near future (McLennan, 2010). In the recent scenario, the market and the prices are observed to remain vulnerable to worldwide economic growth and further rand weaknesses. The company realised that they are encountering certain challenges relating to the structural and a legacy of the mining industry within South Africa and therefore, they are making attempts to remain committed to engage with all their stakeholders including all the tiers of government in order to address community challenges in partnership (Mudd, 2012). The company is facing challenges related to their internal control processes specifically in the area of security on assets. Lonmin Plc is making attempts to address such challenges by implementing a formal security management policy and security code of conduct in the upcoming years (Nel and Baard, 2007). One of the major strengths of the group is their amplifying efficiency performance. Despite the consequence that the mine was ineffectively producing, the necessary equipments and services of the company continued to consume less energy of the normal load (Ololade and Annegarn, 2013). Strength of the group encompasses that the group utilizes the excess capacity and they have increased purchase of concentrate and third party trolling which has enhanced the group’s procedure capacity utilization (Rainey, Pollard, Dutson, Ekstrom, Livingstone, Temple and Pilgrim, 2015). Lonmin Plc is observed to examine their risk sharing partnerships that would benefit from the group’s competitive skills, expertise and surplus smelting and refining capability and industry leading processing technology (Sethi, 2005). 3.2. Degree of Competition The metal and mining industry is observed to be too complex with huge size companies operating their business next to minor size players (Keeley, Van Waveren and Chan, 2012). The industry is also cyclical and is increasingly affected by the macroeconomic factors which in turn results to increased competition. Growth does not always remain sustained and rivalry is likely to get increased in a declining market (Kirschke, 2014). Glencore is a significant shareholder in Lonmin Plc and a major competitor of the group. Glencore owns and operates a PGM business situated in South Africa which manufactures concentrates. Their Nickel division produces by-products PGM’s from its business in Canada which they process through refining metal and then they sell them (Koek, Kreuzer, Maier, Porwal, Thompson and Guj, 2010). Therefore Glencore has sited itself as a significant competitor of Lonmin Plc for competition law principles. In the tough competitive market, the industry leading expertise in handing out these ores is observed to be a significant source of gaining competitive advantage by generating value for the company’s shareholders (Leon, 2012). 3.3. Geographical Location Covered by Lonmin Plc Lonmin Plc’s most important operating subsidiaries are centred on one place and sector which is prospected to amplify the risk in the event of operational distributions or more specifically in the event of uncertainty in the macro environment (Hamann, 2004). From these circumstances, it is observed that the company lacks in geographical diversification. All the recent mining operations of the group are situated in Bushveld Igneous Complex (BIC) in South Africa, that is a nation which at present supplies approximately 80% of international platinum manufactures (Holtzhausen and Fourie, 2011). The BIC expands around 350 kilometres north to south. It is covered in an area of some 65,000 square kilometres on both sides of parts of the Limpopo, North West, Gauteng and Mpumalanga provinces. Lonmin Plc’s Marikana mining operations are located on the Western boundary of the Bushveld. The group mines both the Upper Group 2 (UG2) and Merensky PGM – bearing reefs (Humby, 2005). Figure 6: Geographical segments covered by Lonmin Plc (Source: Lonmin Plc Annual report, 2014) 3.4. Corporate Actions and Developments Over Five Years Various corporate actions and development strategies undertaken by Lonmin Plc to develop its business and to gain a competitive benefit are as follows: Lonmin Plc intends to cut approximately 3,500 Jobs in South Africa for the reason of weak platinum price (Bakker, Nikolic, Burrows and Alvear, 2011). The group states that it is involved in interaction with the unions and the employees intending to engrave 3,500 jobs at its mines in South Africa, in an effort to endure low platinum prices in Reuters. South Africa based platinum producer indicated that it expects it can accomplish this through a deliberate procedure, with strained job discharges in the future years (Datta, Gopalakrishna-Remani and Bozan, 2015). Glencore plc stated that it intends during the H1 2015 to disconnect from its non-core 23.9 pct stake in Lonmin Plc and it presently anticipated that the divestment in Lonmin will be applied through the method of an allocation to Glencore shareholders (Esser, 2011). With this distribution which currently represents c.$3 cents per Glencore share, will not crash Glencore’s approach headed for its annual cash allocation. Lonmin PLC stated that they will go for resolution of negotiations with the Association of Mineworkers and Construction Union (AMCU) regarding wages and circumstances of service (Genc and Jerome, 2014). Three-year agreement, which will be effective from Oct. 01, 2013 to June 30, 2016, will finish the five-month strike, which has crippled the South African platinum industry. Lonmin Plc approach towards human resource development is encapsulated in the leadership staircase; an overarching operating framework that would facilitate employee development enacted in numerous leadership development programmes (Glaister and Mudd, 2010). 4. Conclusion From the detailed performance analysis of Lonmin Plc, it became evident that the global mining firms are experiencing noteworthy uncertainty, ambiguity and an increasing amount of strategic discontinuities that are embedded in the contemporary global competitive surroundings. One could therefore expect that such fluctuating circumstances will continue to generate almost perpetual disequilibrium in the mining industry in the upcoming years. Implicit in this principle is the fact that the international mining companies can no longer depend on their tangible assets only in order to remain stable, profitable and sustainable. The extended period fundamentals of the PGM market are prospected to stay solid and Lonmin is realistic to be well positioned for improvement in the near future. The group puts a bold cost reduction and productivity enhancement programs in place to ensure the business operations are sustainable through all periods and are profitable in the upcoming years. Through their detailed analysis of the financial position of Lonmin Plc, the group is advised to mine for value and not just for volume. They need to continue to develop their relationships with their workforce and with all the union groups that represent their workforce, which will in turn reduce the production inefficiency and help in increasing revenue. Also, as a result of such improvement, the suppressed market conditions for the group, capital discipline, capital expenditure in the growth ounces will be deferred and the capital expenditures in the forging years will be reduced. Taking into consideration a large cost savings, productivity approaches will increase the production profile for the recent years. Consequently, capital expenditure in the forging years needs to be inconsideration to the prevailing market conditions. With implementing these initiatives despite of the inflationary pressures that are experienced by the Lonmn Plc, the group can expect to sustain their increases in unit costs to stay below the wage inflation along with generating increasing profits. Reference List Bakker, M. L., Nikolic, S., Burrows, A. S. and Alvear, G. R. F., 2011. ISACONVERT TM: continuous converting of nickel/PGM mattes. Journal of the Southern African Institute of Mining and Metallurgy, 111(10), pp. 659-664. Botchway, 2010. 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