Gem Diamonds Di Regulatory News (GEMD)

The following amendment has been made to the 'Gem Diamonds Half Year 2019 Results ' announcement released on 5 September 2019 at 07:00 under RNS No 2679L.

The Business Transformation financial impact table has been updated with the correct numbers.

All other details remain unchanged.

The full amended text is shown below.

Half Year 2019 results

Thursday 5 September 2019

Gem Diamonds Limited (LSE: GEMD) ("Gem Diamonds", the "Company" or the "Group") announces its Half Year Results for the period ending 30 June 2019 (the "Period").

FINANCIAL RESULTS:

·; Revenue US$91.3 million (US$167.7 million in H1 2018)

·; Underlying EBITDA US$25.3 million (US$70.7 million in H1 2018)

·; Attributable profit, from continuing operations US$6.6 million (US$26.8 million in H1 2018)

·; Basic earnings per share 4.8 US cents from continuing operations (19.4 US cents in H1 2018)

·; Cash on hand US$25.8 million

·; Available loan facilities of US$61.5 million

·; Ghaghoo care and maintenance costs of US$2.4 million reported as loss from discontinued operation

·; Adopted IFRS 16 - Leases

 OPERATIONAL RESULTS:

Letšeng

·; Sold a 13.32 carat pink diamond for US$8.8 million, achieving a record price of US$656 934 per carat

·; Recovered 3 diamonds greater than 100 carats

·; Implemented inter-ramp pit slope steepening, resulting in a lower LoM strip ratio

·; Average price of US$1 697 per carat achieved

·; Reported one fatality and two lost time injuries

Business Transformation

·; US$42 million has been realised net of implementation costs and fees in the first 18-months of the 4-year Business Transformation programme

·; US$ 100 million in incremental revenue, productivity improvements and cost savings to end 2021 is on track

Technology and Innovation

·; Construction of the 'detecting diamonds within kimberlite' pilot plant at Letšeng was completed with commissioning and ramp-up planned for latter part of Q3 2019

Commenting on the results today, Clifford Elphick, Chief Executive of Gem Diamonds, said:

"Letšeng achieved US$ 1 697 per carat for the Period with the sale of the 13.32 carat pink diamond achieving a Letšeng record of US$ 656 934 per carat, reaffirming the unique quality of Letšeng's diamond production. The prices achieved for the Period are 10% up from the prices achieved in the preceding 6-month period, notwithstanding the planned limited contribution from the Satellite pipe ore and current diamond market conditions.

The Group has successfully implemented the business transformation programme, already achieving US$42 million net of fees, and is on track to deliver the planned US$100 million in cost savings and efficiencies by 2021."

The Company will host a live audio webcast presentation of the half year results today, 5 September 2019, at 9:30 BST. This can be viewed on the Company's website: www.gemdiamonds.com

This announcement contains inside information for the purposes of Article 7 of Regulation (EU) No 596/2014.

The Gem Diamonds Limited LEI number is 213800RC2PGGMZQG8L67.

FOR FURTHER INFORMATION:

Gem Diamonds Limited

Susan Wallace, Company Secretarial department

ir@gemdiamonds.com

Celicourt Communications

Mark Antelme / Jimmy LeaTel: +44 (0) 208 434 2643

ABOUT GEM DIAMONDS:

Gem Diamonds is a leading global diamond producer of high value diamonds. The Company owns 70% of the Letšeng mine in Lesotho and is currently in the process of selling its 100% share of the Ghaghoo mine in Botswana. The Letšeng mine is famous for the production of large, top colour, exceptional white diamonds, making it the highest dollar per carat kimberlite diamond mine in the world.

Interim Business Review

The first half of 2019 (the Period) started exceptionally well, with the recovery of a 13.32 carat pink diamond which sold for a Letšeng record of US$656 934 per carat, reaffirming the unique quality of the mine's diamond production. A further four diamonds greater than 100 carats were also sold and Letšeng achieved an average price of US$1 697 per carat from the sale of 55 714 carats. The prices achieved for the Period, 10% up from the prices achieved in H2 2018, are notwithstanding the planned limited contribution from the Satellite pipe material and current diamond market conditions.

It is however with regret and sadness that following a fatality-free period of 6 years at Letšeng, a fatality occurred in February whereby an operator of a sub-contractor's vehicle was involved in a vehicle accident. The Group remains committed to its goal of zero harm to its people and the environment and strives to achieve its operational goals within its sustainable development framework.

At Letšeng, mining progressed well and in line with the new steeper inter-ramp pit slope mine plan, successfully reducing waste mined by 3.2 million tonnes during the Period when compared to the previous pit design. Ore treated was mainly sourced from the lower-value part of the orebodies with 2.9 million tonnes of Main pipe ore treated and only 0.4 million tonnes of Satellite pipe ore, resulting in overall throughput of 3.3 million tonnes with 56 668 carats being recovered compared to 61 596 carats in H1 2018. During H2 2019, mining will be transitioning into a new cut back in the Satellite pipe which will accommodate the increase in planned Satellite pipe ore contribution. The construction work to extend the tailings storage facility progressed well during the Period. The aim of the project is to create sufficient storage capacity for coarse tailings disposal until the end of 2024. US$11.2 million of the total approved capital costs of US$13.7 million has been spent with the remaining costs expected to be incurred during 2021 to 2024 on completion of the extended storage facilities.

The Group generated underlying EBITDA from continuing operations of US$25.3 million (H1 2018: US$70.7 million), resulting in an attributable profit from continuing operations of US$6.2 million (H1 2018: US$26.8 million) and an earnings per share from continuing operations of 4.5 US cents (H1 2018: 19.4 US cents) on a weighted average number of shares in issue of 138.9 million. In line with the strategic objective to dispose of non-core assets, a binding agreement for the sale of 100% of the share capital of Gem Diamonds Botswana Proprietary Limited, which owns the Ghaghoo diamond mine, was entered into. This resulted in the operation and the associated results being classified as a discontinued operation. The Group ended the Period with a cash balance of US$25.8 million and drawn down facilities of US$26.5 million, resulting in a net debt position of US$0.7 million and unutilised available facilities of US$61.5 million.

The Group successfully concluded implementing the Business Transformation programme and is on track to deliver the planned US$100 million in revenue, productivity and cost saving by 2021. To Period end, the programme has cash flowed US$42 million of the total target to the business, net of fees. The contract with the external consultant who assisted with the implementation was closed out during the Period and management have commenced implementing an internal Continuous Improvement plan to ensure the sustainability of the benefits.

Good progress was also made during the Period with the Company's two key technologies to identify locked diamonds within kimberlite and to liberate diamonds using a non-mechanical process. These technologies are aimed primarily at limiting diamond damage and lowering operating costs. The construction of the 'detecting diamonds within kimberlite' pilot plant at Letšeng was completed and commissioning and ramp up commenced post Period end. The pilot plant was completed for US$3.0 million as planned.

The application for renewal of the Letšeng Mining Lease was submitted in March 2018, and in April 2018, at the Commonwealth Heads of Government meeting in London, the Prime Minister of Lesotho announced the Lesotho Government's intention to renew the lease. The full terms of the renewed mining lease are subject to a statutory negotiation process with the Lesotho Mining Board and, when agreed, will be contained in a new mining lease agreement. Statutory negotiations have proceeded satisfactorily and are anticipated to be concluded by the end of this year.

The sale of the Ghaghoo mine was vigorously pursued during the Period. In June 2019, the Company entered into a binding agreement with Pro Civil (Pty) Ltd to sell Ghaghoo, for US$5.4 million. The sale, which is subject to regulatory approvals in Botswana, is expected to be concluded in H2 2019.

The Board also appointed Ms Mazvi Maharosoa as an independent non-Executive Director on 1 July 2019. Mazvi brings a wealth of diamond experience, skills and diversity to the Board and her intimate knowledge of Lesotho will be of great benefit to the business.

Diamond market

Pressure on pricing of smaller, commercial type rough diamonds has continued with inventories in the manufacturing and polished markets remaining high following a disappointing 2018 holiday season and weak subsequent restocking. Furthermore, the persistence of financing challenges specifically in the mid-stream segment has caused cash flow concerns for a number of manufacturing operations. This, in many cases, has forced manufacturers to reduce stock levels resulting in increased diamond supply by diamond producers in an already saturated market.

During the Period rough prices of large, high-value diamonds have shown signs of weakness, albeit to a much lesser extent than the smaller, commercial type rough diamonds. The price for Letšeng's large, ultra-high-quality production is, however, expected to be less vulnerable to market pressures over time.

In the medium to long term, rough diamond prices are expected to be supported by the favourable demand/supply fundamentals, which are underpinned by a continued growth in demand from emerging markets coupled with a limited growth in supply. In the short term, supply is expected to decrease with the depletion of existing mines.

Health, safety, corporate social responsibility and environment (HSSE)

The Group reports one fatality and two Lost Time Injuries (LTIs) during the Period, resulting in a Group-wide Lost Time Injury Frequency Rate (LTIFR) of 0.16. The Group-wide All Injury Frequency Rate (AIFR) is 0.94 for the Period. No major or significant environmental or stakeholder incidents were reported during the Period and close collaboration with project affected communities continued with investment being made into small and medium enterprise development, education and infrastructure.

Operating review: Letšeng

H1 2019 in review

·; Sold a 13.32 carat pink diamond for US$8.8 million, achieving a record price of US$656 934 per carat

·; Recovered 3 diamonds greater than 100 carats

·; Implemented inter-ramp pit slope steepening, resulting in a lower LoM strip ratio

·; Average price of US$1 697 per carat achieved

·; Reported one fatality and two Lost Time Injuries

Operational performance

1 Includes carats produced from the Letšeng Plants, the Alluvial Ventures (AV) plant and the tailings treatment plant.

Gem Diamonds owns 70% of Letšeng Diamonds (Letšeng) in partnership with the Government of the Kingdom of Lesotho, which owns the remaining 30%. Letšeng was acquired in July 2006. The Letšeng mine, famous for its exceptional top-quality diamonds and having the highest proportion of large, high-value diamonds, is the highest average dollar per carat kimberlite diamond mine in the world.

During the Period, Letšeng's waste mining continued in line with the requirements of the updated long-term mine plan that incorporates the Business Transformation initiative to steepen the inter-ramp slope angles. This initiative, which was implemented from 1 January 2019, has reduced the tonnes of waste mined during the Period by 3.2 million compared to the previous pit design over the same period.

Tonnes treated during H1 2019 were 3.3 million tonnes, of which Letšeng's plants treated 2.8 million (H1 2018: 2.5 million), with the remaining 0.5 million tonnes treated (H1 2018: 0.5 million) by Alluvial Ventures (AV), the third-party processing contractor. Tonnes treated were higher than H1 2018, which was negatively impacted by the shutdown to repair various elements of the plant, including the replacement of the scrubber shell in Plant 2. In line with the current mine plan and planned mining schedule for H1 2019, the contribution from the higher-value Satellite pipe amounted to 0.4 million tonnes (H1 2018: 1.0 million tonnes) and of the total ore treated, 84% was sourced from the Main pipe, 11% from the Satellite pipe and 5% from the Main pipe stockpiles. The planned lower contribution of the higher-value Satellite pipe ore during the Period was mainly due to transitioning into a new cutback, which was accessed in June and is planned to deliver 1.4 million tonnes in H2 2019. The operational focus in the plants is to continue enhancing value over volume with well controlled and consistent feed rates to enable process stability, increased plant uptime and reliability. As part of this focus, improvements were implemented to the fine Dense Medium Separation (DMS) circuit towards the end of the Period in order to improve the feed rate in Plant 2. In order to implement these improvements, the feed rate to the DMS circuit in Plant 2 was reduced and capped for a limited period, negatively impacting the volume of tonnes treated in H1 2019.

Carats recovered from all sources were 56 668, representing a decrease of 8% from H1 2018, notwithstanding the increase in tonnes treated, and was mainly driven by the mining mix treated during the Period. The Business Transformation initiative to re-treat tailings material through a tailings treatment plant continued during the Period and 2 711 carats were recovered in H1 2019 (H1 2018: 5 368). Overall grade for H1 2019 was 1.70 carats per hundred tonnes (cpht) mainly impacted by the higher contribution of Main pipe ore, which has a lower grade relative to Satellite pipe ore. The grade for the ore processed during the Period is in line with its expected reserve grade of 1.70 cpht.

As tabled below, the frequency of large diamond recoveries reduced during the Period, in line with treating less high-value Satellite pipe material during H1 2019 compared to the previous period.

Frequency of recovery of large diamonds

The US$13.7 million capital project for the required extension of Letšeng's tailings storage facility which commenced in November 2017 is on track. To date US$11.2 million has been spent on the project, of which US$1.5 million was incurred during the Period.

Following the completion of the core drilling and logging programme in 2018, the resource models and preliminary 3D geological solids of the dominant domains have been generated. These models are expected to be finalised in Q4 2019, which will feed into the updated Reserve and Resource statement.

Details of overall costs and capital expenditure incurred at Letšeng during the Period are included in the Group financial performance section.

Diamond sales

Four tenders were completed during H1 2019, with a total of 55 714 carats sold in Antwerp through Gem Diamonds Marketing Services (GDMS), a wholly owned Gem Diamonds subsidiary. Letšeng generated rough diamond revenue of US$94.5 million, at an average price of US$1 697 per carat.

HSSE

The core of the safety ethos at Letšeng is to build on the culture of behaviour-based care at work and to strive for zero harm. Additional targeted health and safety management initiatives have been implemented to further improve the safety performance on the mine following the unfortunate fatality recorded in Q1 2019. In addition, 2 LTI's were recorded at Letšeng during H1 2019, resulting in an LTIFR of 0.17 and an AIFR of 0.99 for the Period.

Zero significant or major environmental incidents have occurred at the operation during the Period. Letšeng is working to continue mitigating all potential impacts on the environment with water protection and waste management being a key focus during the Period.

No significant or major stakeholder incidents were recorded in the Period. Letšeng continued with the successful implementation of its corporate social investment (CSI) plan with focus on infrastructure and small and medium enterprise development in project affected communities.

H2 2019 and onwards

The focus at Letšeng will be on the following key areas:

·; Maximising the treatment of the planned higher-value Satellite pipe material;

·; Further enhancing the mining fleet and activities to reduce diesel consumption; and

·; Monitoring the feed rates through Plant 2 following the DMS improvements implemented.

.

Operating review: Sales, marketing and manufacturing

H1 2019 in review

·; US$94.5 million with an average price of US$1 697 per carat was achieved for Letšeng's production

·; 15 rough diamonds sold for greater than US$1.0 million each at a total value of US$41.6 million

·; 13.32 carat pink diamond was sold for US$656 934 per carat, making it the highest US$ per carat achieved for a Letšeng rough diamond

·; Newly developed electronic tender platform successfully implemented

The Group's in-house sales and marketing function provides a flexible sales strategy with multiple marketing channels to maximise revenue from the Group's production. This is achieved through competitive tenders and other targeted sales and marketing channels for its rough and polished diamonds.

The Group's rough diamond analysis capabilities provide in-depth knowledge of the value of Letšeng's large, rough diamonds and are vital in the setting of appropriate reserve prices for the diamonds sold at each tender.

The Group may choose to manufacture some of its own large, high-value rough diamonds and also has the flexibility to place exceptional diamonds into strategic partnership arrangements with select customers in order to achieve additional margins along the diamond value chain.

Sales and marketing

Letšeng's rough diamond production is marketed and sold by Gem Diamonds Marketing Services (GDMS) in Antwerp through an electronic tender platform. A new electronic tender platform has been developed over the past 12 months and has been successfully implemented. Important features of the new platform include an improved user-friendly client interface, automated just-in-time communication with clients, improved security and access controls and an interactive integrated Know Your Customer (KYC) database. The tender platform will go live for the September 2019 tender.

The Letšeng tender viewings in Tel Aviv have proven to be successful and as such, have now become part of the annual tender viewing schedule.

During the first half of 2019, 55 714 carats were sold on tender for US$94.5 million, achieving an average price of US$1 697 per carat.

The highlight of the Period was the sale of a 13.32 carat pink diamond for US$8.8 million which is the highest US$ per carat achieved for a Letšeng rough diamond at US$656 934 per carat. Four greater than 100 carat diamonds were sold for a total value of US$14.9 million.

Other notable sales included a 6.99 carat pink diamond that sold for US$171 245 per carat and a 4.15 carat pink diamond that sold for US$105 222 per carat. The highest US$ per carat achieved for a D-colour Type IIa diamond was US$48 255 for a 70.69 carat diamond.

Analysis and manufacturing

Rough diamonds selected for own manufacturing are analysed, planned and managed by Baobab Technologies (Baobab), a 100% subsidiary of Gem Diamonds. The final polished diamonds are sold by GDMS through direct selling channels to reputable high-end diamantaires. There were no diamonds extracted for manufacturing and no polished diamonds sold during the Period.

Project review: Technology and Innovation

H1 2019 in review

·; Construction of the 'detecting diamonds within kimberlite' pilot plant at Letšeng completed with commissioning and ramp-up planned for latter part of Q3 2019

Gem Diamonds Innovation Solutions (GDIS) was established in Cyprus in 2017 to house all the Group's innovation and technology research and development projects.

Project Progress

GDIS has made significant progress on the identification, validation and testing of technology from various industries to complement its innovation drive of early detection and non-mechanical means of liberating diamonds. Following the successful validation of the detection of diamonds within kimberlite, the design and construction of the US$3.0 million pilot plant at Letšeng has been completed. This enables extended testing of the detection and liberation technology in a production environment. As the first ore has been processed through the plant, no major deficiencies have been noted that will constrain the ramp-up of the plant in Q3 2019.

Various enhancements have been made to the proprietary imaging and sorting algorithms that will be tested in the pilot plant over the upcoming months. The prototype non-mechanical liberation unit has been integrated in the pilot plant flowsheet and its ability to effectively liberate the detected diamonds, without causing any damage, will be assessed in H2 2019.

H2 2019 and onwards

·; Pilot plant production ramp-up and continued testing of detection and liberation technology;

·; Evaluation and improvement of detection and liberation parameters to determine recovery efficiencies and deliver repeatable results; and

·; Determine parameters that enable upscaling of detection and liberation technology to process particles up to 150mm in size.

Business Transformation

The cumulative 4-year target of US$100 million in revenue, productivity improvements and cost savings to 2021 remains on track. This target has been set relative to the 2017 results, when the Business Transformation commenced, and all values are converted at an exchange rate of USD1:ZAR13 for the full 4-year period when tracking progress against this target.

Initiatives which are expected to deliver the targeted US$100 million by 2021 have been implemented. Of these implemented initiatives, US$7.1 million relates to once-off savings and the balance of US$92.9 million relates to cumulative recurring annualised benefits over the 4-year period. Since inception of the Business Transformation up to the end of the Period, US$42 million of the total benefit has been realised, net of implementation costs, consultant fees and the employee incentive plan. Focus remains on ensuring the sustainability of the implemented initiatives and implementing recently identified initiatives which are expected to contribute to the overall value of the Business Transformation.

The financial impact over the 4-year period on the balance sheet (B/S) and income statement (I/S) in terms of net revenue increase (I/S), cost reduction (I/S) and cash improvement (B/S) of the implemented initiatives and the resulting cash flowed to date is illustrated below:

The success and sustainability of the Business Transformation is underpinned by the organisational health of the Group. Of the 48 organisational health initiatives identified following the Organisational Health Index (OHI) survey conducted in Q3 2017, 45 have been implemented and the remaining three initiatives are in final stages of being implemented. New initiatives continue to be identified in areas which require further improvement within organisational health.

The organisation is in the process of implementing a Continuous Improvement plan which will focus on standardisation, visual management, capability building and promoting specific continuous improvement behaviors.

The table below references the cumulative 4-year target of US$100 million (as reported in the 2017 and 2018 Annual Reports) together with the status of implementation of the primary contributing initiatives.

1. "Implemented" - means that all key activities to realise the value of an initiative have been completed and no further action is required for the benefit to begin to accrue and be realised.

1. "Implemented" - means that all key activities to realise the value of an initiative have been completed and no further action is required for the benefit to begin to accrue and be realised.

1. "Implemented" - means that all key activities to realise the value of an initiative have been completed and no further action is required for the benefit to begin to accrue and be realised.

1. "Implemented" - means that all key activities to realise the value of an initiative have been completed and no further action is required for the benefit to begin to accrue and be realised.

Group financial performance

H1 2019 in review

·; Revenue US$91.3 million (US$167.7 million in H1 2018)

·; Underlying EBITDA1 US$25.3 million (US$70.7 million in H1 2018)

·; Attributable profit, from continuing operations US$6.6 million (US$26.8 million in H1 2018)

·; Basic earnings per share 4.8 US cents from continuing operations (19.4 US cents in H1 2018)

·; Cash on hand US$25.8 million

·; Loss from discontinued operations US$2.4 million relating to Ghaghoo (US$2.6 million in H1 2018)

·; Adopted 'IFRS 16 - Leases' on 1 January 2019

1 Underlying earnings before interest, tax, depreciation and mining asset amortisation (EBITDA) as defined in Note 5 of the condensed notes to the consolidated interim financial statements

2 Including waste stripping costs amortisation but excluding depreciation and mining asset amortisation

3 Prior year comparatives have been restated due to the recognition of the discontinued operation

The Group generated an Underlying EBITDA1 of US$25.3 million. The profit attributable to shareholders from continuing operations for the Period was US$6.6 million, equating to an earnings per share from continuing operations of 4.8 US cents on a weighted average number of shares in issue of 138.9 million. After including the loss of US$2.4 million from Ghaghoo, the discontinued operation, the Group's attributable profit reduced to US$4.2 million with earnings per share of 3.0 US cents. The forecast effective tax rate for the full year is 37.2% and has been applied to the actual results for the Period. This rate is the result of profits generated by Letšeng being taxed at 25.0% and deferred tax assets not recognized on losses incurred in non-trading operations, partially offset by a reduction in the deferred tax liability on unremitted earnings.

Letšeng produced strong operational results during the Period which included 3.2 million waste tonnes saving from the previous pit design as a result of steepening the inter-ramp slope angles. In addition, the uptime and reliability of the Plants improved, resulting in a 12% increase in tonnes treated for the Period compared to H1 2018, from 3.0 million to 3.3 million tonnes.

The Group successfully implemented the planned Business Transformation initiatives that will deliver US$100 million in cost savings and revenue improvements by 2021 of which US$18.1 million, net of provision for fees and costs, contributed to the Group's results during the Period.

The Group adopted IFRS 16 - Leases, that requires a lessee to recognise a Right-of-use asset and lease obligations for all leases except for short-term leases, or leases of low value assets. The Group adopted IFRS 16 using the modified retrospective method of adoption with the date of initial application of 1 January 2019. This resulted in an increase in Underlying EBITDA1 of US$1.6 million due to allocating costs that would have previously been disclosed as cost of sales to a Right-of-use asset and the recognition of the Right-of-use assets resulted in increased depreciation of US$1.4 million for Period.

Revenue

The Group's revenue of US$91.3 million was generated at Letšeng, at an average of US$1 697 per carat (US$2 742 per carat in H1 2018) which was 10% higher than that achieved for the immediately preceding six-month period, H2 2018, of US$1 537 per carat. Contributing US$8.8 million to revenue, is the recovery of a 13.32 carat pink diamond that sold for a Letšeng record of US$656 934 per carat. As Letšeng transitioned into a new cutback during the Period, the planned lower contribution of the higher-value Satellite pipe ore reduced both price and volume of carats sold during the Period, when compared to H1 2018, which had a higher contribution from the Satellite pipe ore and the recovery and sale of the 910 carat Lesotho Legend for US$40 million.

Business Transformation initiatives contributed US$11.5 million to revenue during the Period. This mainly related to the re-treating of tailings material through the tailings treatment plant.

Letšeng revenue

Group revenue summary

In line with the Group's policy on the timing of revenue recognition, receipts relating to diamonds sold for US$3.2 million in the final tender of the Period, were received on 2 July 2019 and therefore not recognised as Revenue during the Period.

Royalties consist of an 8% levy paid to the Lesotho Revenue Authority on the sale of diamonds in Lesotho. Diamond selling and marketing-related expenses are incurred by the Group's sales and marketing operation in Belgium. During the Period, royalties and selling costs decreased by 43% to US$8.4 million, in line with the sales in the Period.

Costs

While revenue is generated in US dollars, the majority of operational expenses are incurred in the relevant local currency in the operational jurisdictions. Local currency rates for the Lesotho loti (LSL) (pegged to the South African Rand) and Botswana Pula (BWP) were weaker against the US dollar during the Period (compared to the same period in 2018) which reduced underlying US dollar costs and the Group's US dollar reported costs.

Group cost of sales for the Period reduced to US$52.5 million, compared to US$77.0 million in H1 2018, largely driven by a decrease in waste stripping amortisation costs, due to a different mining mix at Letšeng, and Business Transformation initiatives that delivered US$4.0 million of cost savings. Total waste stripping costs amortised were US$15.7 million compared to US$34.2 million in H1 2018.

In local currency, total operating costs decreased by 21% to LSL741.0 million in H1 2019 compared to LSL936.7 million in H1 2018, resulting in total operating costs per tonne treated of LSL221.89, which is 29% lower than H1 2018 of LSL313.09 per tonne treated. The 12% increase in tonnes treated during the Period further reduced reported unit costs.

4 Direct mine cash costs represent all operating costs, excluding royalty and selling costs

5 Accounting charges include waste stripping cost amortised, inventory and ore stockpile adjustments, and the impact of adopting IFRS 16 - Leases, and excludes depreciation and mining asset amortisation.

Direct cash costs are LSL148.28, representing a 2% increase from H1 2018. Waste cash cost per waste tonne mined increased by 3% to LSL35.63 (H1 2018: LSL34.46), in line with reduced volume mined. These cash cost increases were driven by local country inflation, increase in fuel price of 11% and increased hauling distances of 9% for ore and 6% for waste. The cost savings derived from Business Transformation initiatives specifically targeting contractor mining rates and efficiencies within blasting and plant consumables partially offset these increases.

3rd Plant operator costs per tonne treated in local currency decreased by 40%. This cost is a function of the revenue generated by the sales from diamonds recovered through the contractor plant and the decrease in costs is directly linked to the lower revenue generated during the Period.

The Business Transformation costs relate to operating costs of the tailings treatment plant (that continues to re-treat tailings material), consultancy fees and a provision for an employee reward scheme. With the conclusion of the consultancy agreement during the Period and the expected conclusion of the employee rewards scheme in H2 2019, no further costs are anticipated to be incurred post 2019.

The accounting charges per tonne treated decreased mainly due to the lower waste amortisation costs as a result of treating 66% less high-value Satellite pipe material during the Period, which has a higher amortisation charge associated to it. The amortisation charge attributable to the Satellite pipe ore accounted for only 41% of the total waste stripping amortisation charge in the Period (H1 2018: 82%). In addition, the implementation of IFRS 16 - Leases, reduced the operating costs by LSL6.90 per tonne treated due to these costs being re-allocated to lease liabilities in the statement of financial position in line with the new accounting requirements.

Other operating information 

Depreciation and mining asset amortisation increased to US$7.1 million during the Period driven by the commencement of depreciation on the completed Letšeng mining complex and the recognition of Right-of-use assets in accordance with IFRS 16 - Leases which attracted additional depreciation of US$1.4 million in the Period.

Discontinued operation (Ghaghoo operation on care and maintenance)

In line with the strategic objective to dispose of non-core assets, Gem Diamonds Limited entered into a binding agreement with Pro Civil (Pty) Ltd (Pro Civil) for the sale of 100% of the share capital of Gem Diamonds Botswana Proprietary Limited (GDB), which owns the Ghaghoo diamond mine, for US$5.4 million. The sale, subject to regulatory approvals in Botswana, is expected to be concluded in the H2 2019.

In line with the requirements of IFRS 5 - Non-current Assets Held for Sale and Discontinued Operations, the operation was classified as a Discontinued Operation during the Period. Care and maintenance costs of US$2.4 million have been recognised and disclosed separately in the income statement for the Period and disclosed separately in the statement of financial position at the lower of its carrying value and fair value less costs to sell.

Diamond manufacturing operation

Extracted diamond inventory on hand at the end of the Period of US$0.4 million remained unchanged from 31 December 2018. There were no diamonds extracted for manufacturing during the Period and no polished diamonds sold.

Corporate office

Corporate costs relate to central costs incurred by the Group through its technical and administrative offices in South Africa and the United Kingdom and are incurred in both South African Rand and British Pound. General corporate costs for the Period were US$4.1 million (H1 2018: US$4.6 million) continuing the trend of reducing corporate costs and realising the benefits from the corporate cost initiatives implemented through Business Transformation. In addition to these savings, the costs reduced due to a 15% and 7% stronger US$ exchange rate against the South African Rand and British Pound respectively. The remaining US$1.0 million corporate costs incurred relate to US$0.6 million (H1 2018: US$0.5 million) of Business Transformation costs and US$0.4 million (H1 2018: US$0.2 million) of project costs incurred. The Business Transformation costs mainly relate to a provision for an employee reward scheme which is self-funded through the gains of the Business Transformation and no further costs in this regard are anticipated to be incurred post 2019.

The share-based payment charge for the Period was US$0.6 million (H1 2018: US$0.8 million). On 20 March 2019, 1 303 000 nil-cost options were granted to certain key employees and Executive Directors under the Long-term Incentive Plan of the Company with similar conditions as previous awards granted under this scheme.

Financial position and funding review

The Group generated cash from operating activities of US$23.3 million (30 June 2018: US$97.6 million) during the Period. The reduced waste stripping costs and the ability to defer capital expenditure contributed to positive cash management whilst mining focused in lower value areas. A significant tax payment of US$13.8 million at Letšeng relating predominantly to the high profits of 2018 was paid during the Period and all scheduled loan debt repayments were made.

Capital expenditure was US$4.4 million and mainly comprised the extension of the footprint of the Patiseng tailings storage facility (US$1.5 million), various sustaining capital projects at Letšeng and US$0.7 million on the completion of the 'detecting diamonds within kimberlite' pilot plant.

The Group ended the Period with cash on hand of US$25.8 million (31 December 2018: US$50.8 million) of which US$22.4 million is attributable to Gem Diamonds and US$0.2 million is restricted. At Period end, the Group had utilised facilities of US$26.5 million, resulting in a net debt position of US$0.7 million and undrawn facilities of US$61.5 million available, comprising US$26.0 million at Gem Diamonds and US$35.5 million at Letšeng, ensuring the Group is adequately funded.

Due to the impact of the lower contribution from the high-value Satellite pipe and significant tax payments during the Period, Letšeng did not pay dividends during the Period. Taking into account current cash flows, the Company has not proposed an interim dividend.

Summary of loan facilities as at 30 June 2019

1 At 30 June 2019 LIBOR was 2.33% and JIBAR was 7.03%.

H2 2019 and onwards

The Group will focus on optimising its cash position through:

·; Effective capital allocation and capital discipline;

·; Ensuring the Group is adequately funded to support the strategic objectives of the operations;

·; Concluding the sale of the Ghaghoo mine; and

·; Concluding the negotiations on the renewal of Letšeng's mining lease.

Principal risks and uncertainties

The Group's principal risks and uncertainties that could have a material financial, operational and compliance impact on its performance and long-term growth as presented in the Business Overview of the 2018 Annual Report (pages 11 to 15), were reassessed to consider the current market and operational conditions, and they remain unchanged.

The continued effective monitoring, identification, management and mitigation of these risks and uncertainties remain a core focus of the Group as they are key to achieving the Company's strategic objectives. Although there may be additional risks unknown to the Group and other risks, currently believed to be immaterial, which could have a significant impact on the Group's operational and financial results if they materialise, the following material key risks (in no particular order of priority) may impact the Group over the next six months:

Operational risks

Underperforming mineral resource

The Group's ability to operate profitably in the short and medium term are influenced by estimates of ore reserves that are based on uncertain assumptions that, if changed, could result in the need to restate ore reserves and mine plans and would negatively affect the Group's ability to operate profitably in the short and medium term.

Production interruption

The Group may experience material mine and/or plant shutdowns due to various events. Any such event could result in personal injury or death; damage to facilities or the environment or delays in mining and processing activities which could potentially result in monetary losses and possible legal liability. The Group also relies on the use of external contractors to manage its mining and processing activities. If there is a dispute with any of the contractors, the Group's operations could be materially impacted.

Cash generation

External and /or unforeseen internal events may negatively affect the Group's ability to effectively operate, fund capital projects and repay debt.

Health, safety, social and environment (HSSE)

The risk that a major health, safety, social or environmental incident may occur within the Group is inherent in mining operations and could impact the safety of employees, license to operate, company reputation and compliance with bank facility agreements.

External risks

Rough diamond demand and prices

Numerous factors beyond the control of the Group may affect the price and demand for diamonds. The medium to long-term fundamentals of the diamond market remain intact, with demand forecast to outpace supply. In the short term the prevailing climate of global economic uncertainty and liquidity constraints, within the mid-stream segment, may cause some volatility in rough diamond pricing. Laboratory grown diamonds are becoming a larger factor in the market, being marketed by their producers as environmentally superior and at discounted prices. These external events may negatively affect the Group's ability to effectively operate, fund capital projects and repay debt.

Country, political environment and compliance with legislation

The political environments of the various jurisdictions that the Group operates within may adversely impact the ability to operate effectively and profitably. Emerging market economies are generally subject to greater risks, including political risk, and can be exposed to a rapidly changing environment.

Clifford Elphick

Chief Executive Officer

4 September 2019

Half-yearly financial statements

30 June 2019

Contents

Responsibility Statement of the Directors in Respect of the Half-yearly Report and the Financial Statements

Interim Consolidated Statement of Profit or Loss

Interim Consolidated Statement of Comprehensive Income

Interim Consolidated Statement of Financial Position

Interim Consolidated Statement of Changes in Equity

Interim Consolidated Statement of Cash Flows

Condensed Notes to the Consolidated Interim Financial Statements

Responsibility Statement of the Directors in Respect of the Half-yearly Report and Financial Statements

PURSUANT TO DISCLOSURE AND TRANSPARENCY RULES (DTR) 4.2.10

The Directors confirm that, to the best of their knowledge, this condensed set of financial statements has been prepared in accordance with IAS 34 Interim Financial Reporting and that the Half-yearly Report includes a fair review of the information required by DTR 4.2.7R and DTR 4.2.8R, namely:

(a)  an indication of important events that have occurred during the first six months of the financial year and their impact on this condensed set of financial statements; and a description of the principal risks and uncertainties for the remaining six months of the year; and

(b) material related-party transactions in the first six months of the year and any material changes in the related-party transactions described in the Gem Diamonds Limited Annual Report 2018.

The names and functions of the Directors of Gem Diamonds Limited are listed in the Annual Report for the year ended 31 December 2018 and updates have been disclosed in the Interim Business Review on pages 1 to 17.

For and on behalf of the Board

Michael Michael

Chief Financial Officer

4 September 2019

Interim Consolidated Statement of Profit or Loss

for the six months ended 30 June 2019

1 Unaudited

* Prior period figures have been restated for the reclassification impact of accounting for the discontinued operation (Refer to Note 4, Discontinued operation)

Interim Consolidated Statement of

Comprehensive Income

for the six months ended 30 June 2019

1 Unaudited

* Prior period figures have been restated for the reclassification impact of accounting for the discontinued operation (Refer to Note 4, Discontinued operation)

Interim Consolidated Statement of

Financial Position

as at 30 June 2019

1  Unaudited

2  Audited

Interim Consolidated Statement of Changes in Equity

for the six months ended 30 June 2019

1  Unaudited

2 Other reserves relate to Foreign currency translation reserve and Share based equity reserve

Interim Consolidated Statement of Cash Flows

for the six months ended 30 June 2019

1  Unaudited

Condensed Notes to the Consolidated

Interim Financial Statements

for the six months ended 30 June 2019

1. Corporate information

1.1 Incorporation and authorisation

The holding company, Gem Diamonds Limited (the Company), was incorporated on 29 July 2005 in the British Virgin Islands. The Company's registration number is 669758.

The financial information shown in this report relating to Gem Diamonds Limited and its subsidiaries (the Group) was approved by the Board of Directors on 4 September 2019, is unaudited and does not constitute statutory financial statements. The report of the auditors on the Group's 2018 Annual Report and Accounts was unqualified.

The Group is principally engaged in operating diamond mines.

2. Basis of preparation and accounting policies

2.1 Basis of presentation

The condensed consolidated interim financial statements for the six months ended 30 June 2019 (the Period) have been prepared in accordance with IAS 34 Interim Financial Reporting. The condensed consolidated interim financial statements do not include all the information and disclosures required in the annual financial statements and should be read in conjunction with the Group's Annual Financial Statements for the year ended 31 December 2018.

Going concern

The Group's business activities, together with the factors likely to affect its future development, performance and position are set out in the Interim Business Review on pages 1 to 17. The financial position of the Group, its cash flows and liquidity position are described in the Interim Business Review on pages 12 to 15.

After making enquiries which include reviews of forecasts and budgets, timing of cash flows, borrowing facilities and sensitivity analyses and considering the uncertainties described in this report either directly or by cross reference, the Directors have a reasonable expectation that the Group and the Company have adequate financial resources to continue in operational existence for the foreseeable future. For this reason, they continue to adopt the going concern basis in preparing this half-yearly report and accounts of the Group.

2.2 Significant accounting policies

The accounting policies adopted in the preparation of the condensed consolidated interim financial statements are consistent with those followed in the preparation of the Group's Annual Financial Statements for the year ended 31 December 2018, except for the adoption of new standards and amendments as of 1 January 2019. The Group adopted IFRS 16 for the first time on 1 January 2019. The nature and effect of the changes as a result of the adoption of this new standard is described below. The Group has not early adopted any other standard, interpretation or amendment that has been issued but is not yet effective.

IFRS 16 Leases

IFRS 16 supersedes IAS 17 Leases, IFRIC 4 Determining whether an Arrangement contains a Lease, SIC-15 Operating Leases-Incentives and SIC-27 Evaluating the Substance of Transactions Involving the Legal Form of a Lease. The standard sets out the principles for the recognition, measurement, presentation and disclosure of leases and requires lessees to account for all leases under a single on-balance sheet model.

The nature of the effect of adoption of IFRS16

The Group has lease contracts for various items of buildings, plant and equipment and vehicles. Before the adoption of IFRS 16 the Group determined whether an arrangement contained a lease based on whether the fulfilment of the arrangement was dependent on the use of a specific asset or assets or the arrangement conveyed a right to use the asset. A reassessment would be made after inception of the lease only if one of the following applied: (a) There was a change in contractual terms, other than a renewal or extension of the arrangement; (b) A renewal option was exercised or extension granted, unless the term of the renewal or extension was initially included in the lease term; (c) There was a change in the determination of whether fulfilment is dependent on a specific asset; or (d) There was a substantial change to the asset. Where a reassessment was made, lease accounting commenced or ceased from the date when the change in circumstances gave rise to the reassessment for scenarios (a), (c) or (d) and at the date of renewal or extension period for scenario (b).

Condensed Notes to the Consolidated

Interim Financial Statements continued

for the six months ended 30 June 2019

2.2 Significant accounting policies (continued)

Leases where the lessor retained substantially all the risks and rewards of ownership were classified as operating leases. Payments made under operating leases (net of any incentives received from the lessor) were charged to the statement of profit or loss on a straight-line basis over the period of the lease. When the Group was a party to a lease where there was a contingent rental element associated within the agreement, a cost was recognised as and when the contingency materialised.

Upon adoption of IFRS 16, the Group applies a single recognition and measurement approach for all leases, except for short-term leases and leases of low-value assets. The standard provides specific transition requirements and practical expedients, which have been applied by the Group. The Group did not have any finance leases at the time IFRS 16 was adopted on 1 January 2019.

Leases previously accounted for as operating leases

The Group recognised a new category of assets, namely right-of-use assets and lease liabilities for those leases previously classified as operating leases, except for short-term leases and leases of low-value assets. For all leases, the right-of-use assets were recognised based on the amount equal to the lease liabilities on the date of initial application (ie. 1 January 2019). Lease liabilities were recognised based on the present value of the remaining lease payments, discounted using the incremental borrowing rate at the date of initial application as it was not practical to use the rate implicit in the lease.

The Group also applied the available practical expedients wherein it:

·; Used a single discount rate to a portfolio of leases with reasonably similar characteristics

·; Applied the short-term leases exemptions to lease contracts with a lease term that ends within 12 months of the date of initial application

·; Applied the materiality exemption to lease contracts for which the underlying asset is of low value

·; Excluded the initial direct costs from the measurement of the right-of-use asset at the date of initial application

·; Used hindsight for historical lease payments made to determine the value of the liability and right of use asset at date of initial application where the contract did not refer to an annual fixed escalation rate

·; Used hindsight to determine the lease term if the contract contained options to extend or terminate the lease

·; Elected not to separate the lease and non-lease component where it was not practical to do so and therefore accounted for the full contract amount in terms of IFRS 16

Based on the foregoing, as at 1 January 2019:

·; Right-of-use assets of US$11.1 million were recognised and presented separately in the statement of financial position.

·; Additional lease liabilities of US$11.1 million were recognised and presented separately in the statement of financial position.

·; Trade and other payables of US$1.4 million related to previous operating leases were derecognised, which resulted in an increase in the deferred tax liability of US$0.4 million.

·; The implementation resulted in an increase in retained earnings of US$0.8 million and an increase in the non-controlling interest, of US$0.3 million.

Condensed Notes to the Consolidated

Interim Financial Statements continued

for the six months ended 30 June 2019

2.2 Significant accounting policies (continued)

As the Ghaghoo mining operation was placed on care and maintenance, the entity only has short-term leases and leases of low-value assets. Therefore, the adoption of IFRS 16 at Ghaghoo did not have an impact at a Group level.

The lease liabilities as at 1 January 2019 can be reconciled to the operating lease commitments as at 31 December 2018 as follows:

Amounts recognised in the statement of financial position and profit or loss at Period end:

Future cashflows to which the lessee is potentially exposed that are not reflected in the measurement of lease liabilities:

Condensed Notes to the Consolidated

Interim Financial Statements continued

for the six months ended 30 June 2019

3. Segment information

For management purposes, the Group is organised into geographical units as its risks and required rates of return are affected predominantly by differences in the geographical regions of the mines and areas in which the Group operates. Other regions where no direct mining activities take place are organised into geographical regions in the areas where the operations are managed. The main geographical regions and the type of products and services from which each reporting segment derives its revenue from are:

·; Lesotho (diamond mining activities);

·; Botswana (diamond mining activities), classified as discontinued operation in current Period; 

·; Belgium (sales, marketing and manufacturing of diamonds); and

·; BVI, RSA, UK and Cyprus (technical and administrative services).

Management monitors the operating results of the geographical units separately for the purpose of making decisions about resource allocation and performance assessment.

In the current Period the Ghaghoo diamond mine, which is in the process of being sold, has been classified as a discontinued operation and has been disclosed separately. As a result of the materiality of Gem Diamonds Marketing Botswana, and the nature of the operation (the sales and marketing of diamonds), the operation has been reclassified to the Belgium segment.

Segment performance is evaluated based on operating profit or loss. Inter-segment transactions are entered into under normal arm's-length terms in a manner similar to transactions with third parties. Segment revenue, segment expenses and segment results include transactions between segments. Those transactions are eliminated on consolidation.

Segment revenue is derived from mining activities, polished manufacturing margins and Group services.

The following tables present revenue and profit, and asset and liability information from operations regarding the Group's geographical segments:

1  Unaudited

2  No revenue was generated in BVI or Cyprus

Condensed Notes to the Consolidated

Interim Financial Statements continued

for the six months ended 30 June 2019

3. Segment information (continued)