REG-Bisichi Plc: Annual Financial Report
08/06/2020 07:35
BISICHI PLC
Results for the year ended 31 December 2019
Summary:
Reported EBITDA: £5,900,000 (2018: £8,600,000)
Adjusted EBITDA: £7,400,000 (2018: £9,100,000)
* Another strong performance from the group’s South African mining and
processing operations.
* Consistent production of 1.27million tonnes (2018: 1.32million) from Black
Wattle Colliery.
* Group fully engaged in managing the impact of the Covid-19 pandemic on its
operations in the UK and in South Africa.
* The Group’s present key priorities are the health and safety of its
employees and stakeholders and ensuring operations can continue in an
efficient manner.
* The Group’s South African mining and processing operations have continued
to operate during lockdown periods as South African government-approved
essential business operations, although with a reduced and socially distanced
workforce.
* The Board has decided that it will not be proposing a final dividend for the
financial year ending 31 December 2019 at this time and will review the
dividend position when there is greater visibility of the impact of COVID-19.
Chairman, Sir Michael Heller, comments:
“These results can be attributed mainly to another strong performance in
2019 from our South African mining and processing operations. In 2020 our key
priority is the health and safety of all our employees and stakeholders.”
For further information, please call:
Andrew Heller or Garrett Casey, Bisichi PLC 020 7415 5030
BISICHI PLC
ANNUAL REPORT 2019
Strategic report
Strategic report
The Directors present the Strategic Report of the company for the year ending
31 December 2019. The aim of the Strategic Report is to provide shareholders
with the ability to assess how the Directors have performed their duty to
promote the success of the company for the collective benefit of shareholders.
Earnings before interest, tax, depreciation and amortisation (EBITDA) of Operating profit before depreciation, fair value adjustments and exchange movements (Adjusted EBITDA) of
£5.9million £7.4million
(2018: £8.6 million) (2018: £9.1 million)
STRATEGIC REPORT
Chairman’s Statement
For the year ended 31 December 2019, I am pleased to report that your company
achieved earnings before interest, tax, depreciation and amortisation (EBITDA)
of £5.9million (2018: £8.6 million) and operating profit before
depreciation, fair value adjustments and exchange movements (Adjusted EBITDA)
of £7.4million (2018: £9.1million).
These results can be attributed mainly to the strong performance from our
South African mining and processing operations. Consistent production from
Black Wattle Colliery, our South African coal mining operation, and strong
demand for our coal, particularly in the domestic market, impacted positively
on the overall results for the Group during the year. Further details on the
Group’s performance during the financial year can be found within the Mining
Review and Financial & Performance Review sections of this report.
More importantly and at present, your management have been fully engaged in
managing the impact of the Covid-19 pandemic on its operations both here in
the UK and in South Africa. Our priorities are the health and safety of all
our employees and stakeholders and ensuring the continuity of our business
during this challenging time.
To date, in order to help safeguard our people from the spread of Covid-19,
the Group has implemented various health and safety measures, which are
aligned with measures announced by both the UK and South African governments.
Further details on the health and safety measures we have implemented can be
found in our Mining Review and Sustainability Report.
In terms of business continuity, the Group’s South African coal mining and
processing operations have been designated as essential business operations,
which has allowed the Group’s operations to continue during lockdown
periods, although with a reduced or socially distanced workforce to help
safeguard the health and safety of our employees.
In terms of our markets, we have seen the significant downturn in economic
activity related to the Covid-19 pandemic have an impact on overall demand for
coal in the international market. However demand for our particular coal in
the domestic market has to date remained more stable. Looking forward, the
duration and extent of the impact of the Covid-19 pandemic on our South
African operations, particularly in terms of our coal markets, remains
uncertain and the board will provide further updates on our operations as
appropriate.
In the UK, we have seen the Covid-19 pandemic have a significant impact on
rental revenue collections from the group’s UK retail property portfolio.
Although the final impact of the pandemic on the portfolio remains uncertain,
we expect much of the portfolio to recover once tenants are allowed to fully
resume operating. A fuller explanation of the Group’s property performance
during the year and the Group’s future prospects are discussed in the
Financial & Performance Review and Directors report.
Finally, during these times your management are doing their utmost to ensure
the Group’s present key priorities are attended to, being the health and
safety of its employees and stakeholders, ensuring our operations can continue
in an efficient manner and conserving cash and maintaining balance sheet
flexibility. Therefore, until such time as the impact of Covid-19 can be fully
assessed, and in line with the wider market, the Board has decided that it
will not be proposing a final dividend for the financial year ending 31
December 2019 at this time and will review the dividend position when there is
greater visibility of the impact of COVID-19.
On behalf of the Board and shareholders, I would like to thank all of our
staff for their hard work during this difficult period.
Sir Michael Heller
Chairman
5 June 2020
STRATEGIC REPORT
Principal activity, strategy & business model
The company carries on business as a mining company and its principal activity
is coal mining in South Africa. The company’s strategy is to create and
deliver long term sustainable value to all our stakeholders through our
business model which can be broken down into three key areas:
1 Acquisition & investment
The group actively seeks new opportunities to
extend the life of mine of its existing mining operations or develop new
independent mining operations in South Africa. The group aims to achieve this
through new commercial arrangements and the acquisition of additional coal
reserves nearby to or independent from our existing mining operations.
In addition, we seek to balance the high risk of our mining operations with a
dependable cash flow from our UK property investment operations. The company
primarily invests in retail property across the UK as well as residential
property development. The UK Retail property portfolio is managed by London &
Associated Properties PLC whose responsibility is to actively manage the
portfolio to improve rental income and thus enhance the value of the portfolio
over time.
2 Production & sustainability
The group strives to mine its coal reserves in an economical and sustainable
manner that delivers long term value to all our stakeholders.
3 Processing & marketing
The group seeks to achieve additional value from its mining investments
through the washing, transportation and marketing of coal into both the
domestic and export markets.
STRATEGIC REPORT
Mining Review
As noted in the Chairman’s statement, your management are pleased to report
another strong performance from the Group’s mining operations in South
Africa. However, at present, our focus has turned to managing the impact of
the Covid-19 pandemic. In South Africa, our priorities and efforts have been
focussed on the health and safety of all our employees and stakeholders and
ensuring the efficient continuity of our business.
Covid-19 update
During this difficult period, the Group has consulted with the government
authorities and its stakeholders in South Africa to determine and agree the
appropriate measures to be taken across its South African mining and
processing operations. Such measures have been focussed on the health and
safety of our employees, assisting in the continuing provision of coal as an
essential raw material, the security and integrity of the assets, and the
ability to maintain operations at levels of activity that is aligned with
government interests and the country’s broader economic interests.
The Group continues to monitor and adhere to all of the South African
government’s Covid-19 related guidelines and regulations including all
updates and advice from the National Department of Health, the Department of
Minerals Resources and Energy and the Office of the President.
These measures include:
* Regular communications with employees on all guidelines, government
restrictions and best practice hygiene and health recommendations;
* Conducting various issue-based hazard identification and risk assessments;
* Temperature screening of those entering certain of our offices and sites;
* Working from home (in both the UK and South Africa), where possible or
required;
* Social distancing measures at operating sites;
* Restrictions on non-essential visits to operating sites; and
* Intensified cleaning and hygiene at offices and sites;
In particular the Group has endeavoured to follow the guidelines of the
10-point plan developed by the Department of Minerals Resources and Energy in
line with the guidelines of the Department of Health and the National
Institute of Communicable Diseases (NICD) as follows:
* Educate employees on the virus, symptoms and prevention.
* Follow guidelines from the NICD, educate health workers on how to manage
Covid-19. Consider alternate arrangements for supply of chronic medication to
reduce crowds.
* Ensure that all health workers have access to protective clothing, gloves,
masks, cleaning materials and pharmaceutical agents.
* Vaccinate employees for seasonal influenza.
* All employees are encouraged to know their status, get onto ARVs if positive
for HIV.
* Manage suspected cases or contacts of cases using guidelines from the NICD.
* Liaise with the NICD on procedure to be followed for suspected and confirmed
cases.
* Only essential travel to areas with Covid-19 should be undertaken.
* All suspected and confirmed cases in the mining industry should be reported
to the NICD.
* Monitor and stay aware of the latest information on the Covid-19 pandemic.
The health and safety of our employees and stakeholders continues to remain
our key priority. We recognise the uncertainty caused by the pandemic and to
date we have endeavoured to support our workforce and local communities where
we can.
As mentioned in the Chairman’s statement, the Group’s South African coal
mining and processing operations have been designated as essential business
operations as they fall within the supply chains of other essential businesses
as defined by the South African government. Since late March 2020, the
Group’s South African operations, have continued, although with a reduced or
socially distanced workforce to safeguard the health and safety of our
employees.
Production and operations
For the first half of 2019, the mine achieved mining production of 655,000
metric tonnes, a similar level to the total production of 670,000 metric
tonnes achieved in the first half of 2018. During the second half of the year,
production remained fairly consistent with the exception of some temporary
seasonal water issues at our opencast area which had a limited impact on
production in the last quarter of the year. Overall the mine achieved
production of 616,000 metric tonnes (2018 H2: 649,000 metric tonnes) during
the second half of the year.
Overall mining production from Black Wattle decreased slightly in 2019, with
total mining production for the year of 1.27million metric tonnes (2018:
1.32million metric tonnes). In 2019 mining continued into a new opencast area
at Black Wattle contiguous to the area that was mined in 2018. This new area
will be mined throughout 2020.
Looking forward, although the Group’s overall mining production in 2020 may
be impacted by the health and safety workforce measures outlined above, the
Group will look at mitigating any continued impact through production
efficiencies and the supplementation of our own production with buy-in coal
for our coal processing operations.
Working closely with our BEE partner in South Africa, the Group continues to
seek further opportunities to extend the life of mine of its existing mining
operations or to develop new independent mining operations in South Africa. In
addition, the group continues to seek opportunities to buy in coal from
similar reserves within the area in order to achieve additional value from our
coal washing operations in South Africa separate from the group’s existing
mining operations. As mentioned in last year’s report, in order to maximise
these opportunities, in January 2019, Black Wattle transferred its washing
plant operations into a wholly owned subsidiary called Sisonke Coal Processing
which will operate as a stand-alone commercial entity. In addition, during the
year the group successfully completed the addition of a new high-pressure
filter press segment which will improve the management and quality of coal
fines produced from our washing plant. We look forward to the positive impact
these improvements to the washing plant and structural changes will have on
the returns achievable from our South African operations.
Main trends/markets
During 2019 management continued to sell coal into both the export and
domestic market through its newly formed coal processing entity Sisonke Coal
Processing (Pty) Ltd. Black Wattle’s export sales were via Richards Bay Coal
Terminal and primarily under the Quattro programme, which allows junior
black-economic empowerment coal producers direct access to the coal export
market via Richards Bay Coal Terminal. We would like to thank Vunani Limited,
our black economic empowered shareholders at Black Wattle, for managing and
developing this opportunity.
Global economic factors impacted international coal demand in 2019 with the
average weekly API4 price averaging $71 compared to $98 in 2018. The lower
overall coal prices compared to the prior period, along with a year on year
stable Rand to the Dollar attributed to the group achieving an overall
decrease in the average Rand price of R679 per tonne of export coal sold from
the mine in 2019 compared to R879 in 2018.
In the domestic market, a continued high demand impacted positively on prices
achievable for our coal in 2019. Overall, the group achieved an average price
of R615 per tonne of domestic coal sold in 2019 compared to R500 in 2018.
Overall, the Group achieved an average Rand price per tonne of coal sold of
R624 compared to R545 in 2018. However, due to lower overall production and a
decrease in the average exchange rate of the Rand compared to UK Sterling,
overall Sterling Group revenue decreased during the year.
Looking forward into 2020, to date, we have seen the global coal market being
impacted by economic factors related to the Covid-19 pandemic. However, the
extent of the overall impact of Covid-19 on our direct markets and the prices
achievable for our coal continues to remain uncertain and we will continue to
provide updates to shareholders as appropriate.
Sustainable development
Black Wattle continues to strive to conduct business in a safe,
environmentally and socially responsible manner. Some highlights of our
Health, Safety and Environment performance in 2019:
• Black Wattle Colliery recorded one Lost
Time Injury during 2019 (2018: One).
• No cases of Occupational Diseases were recorded.
• Zero claims for the Compensation for Occupational
Diseases were submitted.
In South Africa, the new government regulated Broad-Based Socio-Economic
Empowerment Charter for the Mining and Minerals Industry, 2018 (New Mining
Charter) came into force from March 2019. The New Mining Charter is a
regulatory instrument that facilitates sustainable transformation, growth and
development of the mining industry. The group is committed to fully complying
with the New Mining Charter and providing adequate resources to this area in
order to ensure opportunities are expanded for historically disadvantaged
South Africans (HDSAs) to enter the mining and minerals industry. In addition,
we continue to adhere and make progress in terms of our Social and Labour Plan
and our various BEE initiatives. A fuller explanation of these can be found in
our Sustainable Development Report on page 7.
Prospects
Looking forward into 2020, management will continue to focus on prioritising
the health and safety of our employees and we remain committed to working with
all our stakeholders in helping overcome the unprecedented challenges
presented by the Covid-19 pandemic. We would like to thank all our employees
and stakeholders for their support during this difficult time.
Andrew Heller
Managing Director
5 June 2020
STRATEGIC REPORT
Sustainable development
The group is fully committed to ensuring the sustainability of both our UK and
South African mining operations and delivering long term value to all our
stakeholders.
Social, community and human rights issues
The group believes that it is in the shareholders’ interests to consider
social and human rights issues when conducting business activities both in the
UK and South Africa. Various policies and initiatives implemented by the group
that fall within these areas are discussed within this report.
Health, Safety & Environment (HSE)
Black Wattle is committed to creating a safe and healthy working environment
for its employees and the health and safety of our employees is of the utmost
importance.
HSE performance in 2019:
• No cases of Occupational Diseases were recorded.
• Zero claims for the Compensation for Occupational
Diseases were submitted.
• No machines operating at Black Wattle exceeded the
regulatory noise level.
• Black Wattle Colliery recorded one Lost time
Injury during 2019.
In addition to the required personnel appointments and assignment of direct
health and safety responsibilities on the mine, a system of Hazard
Identification and Risk Assessments has been designed, implemented and
maintained at Black Wattle.
Health and Safety training is conducted on an on going basis. We are pleased
to report all relevant employees to date have received training in hazard
identification and risk assessment in their work areas.
A medical surveillance system is also in place which provides management with
information used in determining measures to eliminate, control and minimise
employee health risks and hazards and all Occupational Health hazards are
monitored on an on going basis.
Various systems to enhance the current HSE strategy have been introduced as
follows:
• In order to improve hazard identification before
the commencing of tasks, mini risk assessment booklets have been distributed
to all mine employees and long term contractors on the mine.
• Dover testing is conducted for all operators.
Dover testing is a risk detection and accident reduction tool which identifies
employees’ problematic areas in their fundamental skills in order to receive
appropriate training.
• On going basic rigging training is being conducted
for all washing plant personnel.
• A Job Safety Analysis form is utilised to ensure
effective identification of hazards in the workplace.
• In order to capture and record investigation
findings from incidents, an incident recording sheet is utilised by line
management and contractors.
• Black Wattle Colliery utilises ICAM (Incident
Cause Analysis Method).
• On going training on conveyor belt operation is
being conducted with all employees involved with this discipline.
Black Wattle Colliery Social and Labour Plan (SLP) and Community Projects
Black Wattle Colliery is committed to true transformation and empowerment as
well as poverty eradication within the surrounding and labour providing
communities.
Black Wattle is committed to providing opportunities for the sustainable
socio-economic development of its stakeholders, such as:
• Employees and their families, through Skills
Development, Education Development, Human Resource Development, Empowerment
and Progression Programmes.
• Surrounding and labour sending communities,
through Local Economic Development, Rural and Community Development,
Enterprise Development and Procurement Programmes.
• Empowering partners, through Broad-Based Black
Economic Empowerment (BBBEE) and Joint Ventures with Historically
Disadvantaged South African (HDSA) new mining entrants and enterprises.
• The company engages in on going consultation with
its stakeholders to develop strong company-employee relationships, strong
company-community relationships and strong company-HDSA enterprise
relationships.
The key focus areas in terms of the detailed SLP programmes were updated as
follows:
• Implementation of new action plans, projects,
targets and budgets were established through regular workshops with all
stakeholders.
• A comprehensive desktop socio-economic assessment
was undertaken on baseline data of the Steve Tshwete Local Municipality (STLM)
and Nkangala District Municipality (NDM).
• Black Wattle continues to work with its current
SLP Plan (2017 – 2021).
• The current Black Wattle Colliery Local Economic
Development (LED) programmes were upgraded, and new LED projects were selected
in consultation with the key stakeholders from the STLM.
• An appropriate forum was established on the mine
and a process initiated for the consultation, empowerment and participation of
the employee representatives in the Black Wattle Colliery SLP process.
• Included within the new SLP Plan is a new LED
project which includes the upgrading of Phumelele Secondary School in the
Rockdale Township. The primary focus is to build additional facilities,
including classrooms to cater for the growing population in the area.
• Various upgrades were initiated at the Evergreen
School nearby to Black Wattle including the erection of new toilet facilities
for the boys and girls, which formed part of the mines portable skills
development programme for our employees.
Black Wattle has implemented various community initiatives including:
• A community training environmental project, where
local community members are trained to safely cut and remove non-indigenous
vegetation.
• Certain community
members have been identified for training in areas regarding mining and
beneficiation. These areas include but are not limited to conveyor
maintenance and operation of mining machinery. 22 community members were
identified and trained on how to operate an Articulated Dump Truck ADT and a
further 23 were trained in environmental waste management.
• Two new local community students were enrolled at
university for the 2019 academic year whilst 2 HDSA females completed their
University studies in the 2019 academic year.
Environment & Environment Management Programme
South Africa
Under the terms of the mine’s Environmental Management Programme approved by
the Department of Mineral Resource (“DMR”), Black Wattle undertakes a
host of environmental protection activities to ensure that the approved
Environmental Management Plan is fully implemented. In addition to these
routine activities, Black Wattle regularly carries out environmental
monitoring activities on and around the mine, including evaluation of ground
water quality, air quality, noise and lighting levels, ground vibrations, air
blast monitoring, and assessment of visual impacts. In addition to this Black
Wattle also performs quarterly monitoring of all boreholes around the mine to
ensure that no contaminated water filters through to the surrounding
communities.
Black Wattle is fully compliant with the regulatory requirements of the
Department of Water Affairs and Forestry and has an approved water use
licence.
Black Wattle Colliery has substantially improved its water management by
erecting and upgrading all its pollution control dams in consultation with the
Department of Water Affairs and Forestry.
A performance assessment audit was conducted to verify compliance to our
Environmental Management Programme and no significant deviations were found.
United Kingdom
The group’s UK activities are principally retail property investment as well
as residential property development whereby we provide or develop premises
which are rented to retail businesses or sold on to end users. We seek to
provide tenants and users in both these areas with good quality premises from
which they can operate or reside in an environmentally sound manner.
Procurement
Black Wattle is a level 5 contributor to BBBEE and has achieved an 80% BEE
procurement recognition level. In compliance with the Mining Charter and the
Mineral and Petroleum Resource Development Act, Black Wattle has implemented a
BBBEE-focussed procurement policy which strongly encourages our suppliers to
establish and maintain BBBEE credentials. At present, BBBEE companies provide
approximately 90 percent of Black Wattle’s equipment and services.
Mining Charter
In South Africa, the new government regulated Broad-Based Socio-Economic
Empowerment Charter for the Mining and Minerals Industry, 2018 (New Mining
Charter) came into force from March 2019. The New Mining Charter is a
regulatory instrument that facilitates sustainable transformation, growth and
development of the mining industry. The group’s mining operation is expected
to reach various levels of compliance to the New Mining Charter over a period
of five years from March 2019. The group is committed to providing adequate
resources to this area in order to ensure full compliance to the New Mining
Charter is achieved over the transitional period. As part of Black Wattle’s
commitment to the New Mining Charter, the company seeks to:
• Expand opportunities for historically
disadvantaged South Africans (HDSAs), including women and youth, to enter the
mining and minerals industry and benefit from the extraction and processing of
the country’s resources;
• Utilise the existing skills base for the
empowerment of HDSAs; and
• Expand the skills base of HDSAs in order to serve
the community.
Employment
Black Wattle is committed to achieving the goals of the South African
Employment Equity Act and is pleased to report the following:
• Black Wattle Colliery has exceeded the 10 percent
women in management and core mining target.
• Black Wattle Colliery has achieved 12 percent
women in core mining.
• 94 percent of the women at Black Wattle Colliery
are HDSA females.
Black Wattle Colliery has successfully submitted their annual Employment
Equity Report to the Department of Labour.
In terms of staff training some highlights for 2019
were:
• 17 employees were trained in ABET (Adult Basic
Educational Training) on various levels;
• An additional 10 disabled HDSA women continued
their training on ABET levels one to four.
• 3 HDSA Females and 3 HDSA Males are progressing in
their respective apprenticeships at the mine.
We are pleased to confirm that 3 HDSA females and 1 HDSA male completed their
apprenticeships whilst the remainder 2 HDSA males have continued their
learning in 2020.
Employment terms and conditions for our employees based at our UK office and
at our South African mining operations are regulated by and are operated in
compliance with all relevant prevailing national and local legislation.
Employment terms and conditions provided to mining staff meet or exceed the
national average. The group’s mining operations and coal washing plant
facility are labour intensive and unionised. During the year no labour
disputes, strikes or wage negotiations disrupted production or had a
significant impact on earnings. The group’s relations to date with labour
representatives and labour related unions continue to remain strong.
In terms of directors, employees and gender representation, at the year end
the group had 8 directors (7 male, 1 female), 7 senior managers (6 male, 1
female) and 219 employees (150 male, 69 female).
Anti-slavery and human trafficking
The group is committed to the prevention of the use of forced labour and has a
zero tolerance policy for human trafficking and slavery. The group’s
policies and initiatives in this area can be found within the group’s
Anti-slavery and human trafficking statement found on the group’s website at
www.bisichi.co.uk.
Green House Gas reporting
We have reported on all of the emission sources required under the Companies
Act 2006 (Strategic Report and Directors’ Reports) Regulations.
The group has used the main requirements of the ISO standard 14064-1 to
calculate the Scope 1 (Direct Emissions) and Scope 2 (Indirect Emissions) from
coal extraction and onsite mining processes for Black Wattle Colliery. We have
not measured and reported on our Scope 3 emissions sources. Excluded from the
footprint boundary are emission sources considered non material by the group,
including refrigerant use onsite.
The following sources of the carbon emissions factors was used:
• UK Government GHG Conversion Factors for
Company Reporting, 2018.
• IEA data from IEA CO2 emissions from fuel
combustion 2017.
• Methodology adapted from the
Intergovernmental Panel on Climate Change (2006 with 2019 edits).
The group’s carbon footprint: 2019 CO2e Tonnes 2018 CO2e Tonnes
Emissions source:
Scope 1 Combustion of fuel & operation of facilities 22,626 21,348
Scope 1 Emissions from coal mining activities (see note below) 26,435 27,428
Scope 2 Electricity, heat, steam and cooling purchased for own use 13,153 12,177
Total 62,213 60,953
Intensity:
Intensity 1 Tonnes of CO2 per pound sterling of revenue 0.0013 0.0012
Intensity 2 Tonnes of CO2 per tonne of coal produced 0.0486 0.0462
Principal risks & uncertainties
PRINCIPAL RISK PERFORMANCE AND MANAGEMENT OF THE RISK
COVID-19 RISK The Group is proactively assessing and managing the potential risks brought about by the uncertainty of the Covid-19 pandemic. Overall the Group is exposed to impacts on the health and safety of its employees and stakeholders and risks related to business continuity. In the UK, the Group expects there to be an impact on retail property revenue and values as outlined under property valuation risk below. In South Africa, the Group is expected to be impacted by additional health and safety measures related to its workforce and coal price risk as outlined under the same heading below. Risks faced by the business are assessed by the Board on an ongoing basis. Strategies for mitigating the risks have been defined and specific measures for achieving these
are already underway. These include the measures outlined in the Chairman’s Statement, Mining Review and Financial Review & Performance sections of this report. The final
impact of the Covid-19 pandemic remains uncertain and the Group will adapt plans accordingly as more information becomes available or government advice changes.
COAL PRICE RISK The group is exposed to coal price risk as its future revenues will be derived based on contracts or agreements with physical off-take partners at prices that will be determined by reference to market prices of coal at delivery date. The group’s South African mining operational earnings are significantly dependent on movements in both the export and domestic coal price. The price of export sales is derived from a US Dollar-denominated export coal price and therefore the price achievable in South African Rands can be influenced by movements in exchange rates and overall global demand and supply. The domestic market coal prices are denominated in South African Rand and are primarily dependant on local demand and supply. In the short term, the Covid-19 pandemic may result in additional price volatility in both the export and domestic market due to fluctuations in both demand and supply. Longer term both the demand and supply of coal in the domestic and global market may be negatively impacted by regulatory changes related to climate change and governmental CO2 emission commitments. The group primarily focuses on managing its underlying production costs to mitigate coal price volatility as well as from time to time entering into forward sales
contracts with the goal of preserving future revenue streams. The group has not entered into any such contracts in 2018 and 2019. The group’s export and domestic sales
are determined based on the ability to deliver the quality of coal required by each market and Quattro programme quotas, together with the market factors set out
opposite. Volumes of export sales achieved during the year were primarily dependent on the mine’s ability to produce the higher quality of coal required for export as
well as allowable quotas under the Quattro programme and overall global demand. The volume of domestic market sales achieved during the year were primarily dependant on
local demand and supply as well as the mine’s ability to produce the lower overall quality of coal required. The group assesses on an ongoing basis the impact of Covid-19
and any regulatory changes related to climate change and governmental CO2 emission commitments may have on the group’s mining operations and future investment decisions.
MINING RISK As with many mining operations, the reserve that is mined has the risk of not having the qualities and accessibility expected from geological and environmental analysis. This can have a negative impact on revenue and earnings as the quality and quantity of coal mined and sold by our mining operations may be lower than expected. This risk is managed by engaging independent geological experts, referred to in the industry as the “Competent Person”, to determine the estimated reserves and their
technical and commercial feasibility for extraction. In addition, management engage Competent Persons to assist management in the production of detailed life of mine
plans as well as in the monitoring of actual mining results versus expected performance and management’s response to variances. The group continued to engage an
independent Competent Person in the current year. Refer to page 4 for details of mining performance.
CURRENCY RISK The group’s operations are sensitive to currency movements, especially those between the South African Rand, US Dollar and British Pound. These movements can have a negative impact on the group’s mining operations revenue as noted above, as well as operational earnings. The group is exposed to currency risk in regard to the Sterling value of inter-company trading balances with its South African operations. It arises as a result of the retranslation of Rand denominated inter-company trade receivable balances into Sterling that are held within the UK and which are payable by South African Rand functional currency subsidiaries. The group is exposed to currency risk in regard to the retranslation of the group’s South African functional currency net assets to the Sterling reporting functional currency of the group. A weakening of the South African Rand against Sterling can have a negative impact on the financial position and net asset values reported by the group. Export sales within the group’s South African operations are derived from a US Dollar-denominated export coal price. A weakening of the US Dollar can have a negative
impact on the South African Rand prices achievable for coal sold by the group’s South African mining operations. This in turn can have a negative impact on the group’s
mining operations revenue as well as operational earnings as the group’s mining operating costs are Rand denominated. In order to mitigate this, the group may enter into
forward sales contracts in local currencies with the goal of preserving future revenue streams. The group has not entered into any such contracts in 2019 and 2018.
Although it is not the group’s policy to obtain forward contracts to mitigate foreign exchange risk on inter-company trading balances or on the retranslation of the
group’s South African functional currency net assets, management regularly review the requirement to do so in light of any increased risk of future volatility. Refer to
the ‘Financial Review’ for details of significant currency movement impacts in the year.
NEW RESERVES AND MINING PERMISSIONS The life of the mine, acquisition of additional reserves, permissions to mine (including ongoing and once-off permissions) and new mining opportunities in South Africa generally are contingent on a number of factors outside of the group’s control such as approval by the Department of Mineral Resources, the Department of Water Affairs and Forestry and other regulatory or state owned entities. In addition, the group’s South African operations are subject to the government Mining Charter with the New Mining Charter coming into force from March 2019. Failure to meet existing targets or further regulatory changes to the Mining Charter, could adversely affect the mine’s ability to retain its mining rights in South Africa. The work performed in the acquisition and renewal of mining permits as well as the maintenance of compliance with permits includes factors such as environmental
management, health and safety, labour laws and Black Empowerment legislation (such as the New Mining Charter); as failure to maintain appropriate controls and compliance
may in turn result in the withdrawal of the necessary permissions to mine. The management of these regulatory risks and performance in the year is noted in the Mining
Review on page 4 as well as in the Sustainable Development report on page 7 and in this section under the headings environmental risk, health & safety risk and labour
risk. Additionally, in order to mitigate this risk, the group strives to provide adequate resources to this area including the employment of adequate personnel and the
utilisation of third party consultants competent in regulatory compliance related to mining rights and mining permissions. The group also continues to actively seek new
opportunities to expand it mining operations in South Africa through the acquisition of additional coal reserves and new commercial arrangements with existing mining
right holders.
POWER SUPPLY RISK The current utility provider for power supply in South Africa is the government run Eskom. Eskom continues to undergo capacity problems resulting in power cuts and lack of provision of power supply to new projects. Any power cuts or lack of provision of power supply to the group’s mining operations may disrupt mining production and impact on earnings. The group’s mining operations have to date not been affected by power cuts. However the group manages this risk through regular monitoring of Eskom’s performance and
ongoing ability to meet power requirements. In addition, the group continues to assess the ability to utilise diesel generators as an alternative means of securing power
in the event of power outages.
FLOODING RISK The group’s mining operations are susceptible to seasonal flooding which could disrupt mining production and impact on earnings. Management monitors water levels on an ongoing basis and various projects have been completed, including the construction of additional dams, to minimise the impact of
this risk as far as possible.
ENVIRONMENTAL RISK The group’s South African mining operations are required to adhere to local environmental regulations. Any failure to adhere to local environmental regulations, could adversely affect the mine’s ability to mine under its mining right in South Africa. In line with all South African mining companies, the management of this risk is based on compliance with the Environment Management Plan. In order to ensure compliance, the group strives to provide adequate resources to this area including the employment of personnel and the utilisation of third party consultants competent in regulatory compliance related to environmental management. To date, Black Wattle is fully compliant with the regulatory requirements of the Department of Water Affairs and Forestry and has an approved water use licence. Further details of the group’s Environment Management Programme are
disclosed in the Sustainable development report on page 7.
HEALTH & SAFETY RISK Attached to mining there are inherent health and safety risks. Any such safety incidents disrupt operations, and can slow or even stop production. In addition, the group’s South African mining operations are required to adhere to local Health and Safety regulations as well as enhanced health and Safety measures related to Covid-19. The group has a comprehensive Health and Safety programme in place to mitigate this risk. Management strive to create an environment where Health and safety of our employees is of the utmost importance. Our Health & Safety programme provides clear guidance on the standards our mining operation is expected to achieve. In addition, management receive regular updates on how our mining operations are performing. Further details of the group’s Health and Safety Programme are disclosed in the Sustainable Development report on page 7.
LABOUR RISK The group’s mining operations and coal washing plant facility are labour intensive and unionised. Any labour disputes, strikes or wage negotiations may disrupt production and impact earnings. In order to mitigate this risk, the group strives to ensure open and transparent dialogue with employees across all levels. In addition, appropriate channels of communication are provided to all employment unions at Black Wattle to ensure effective and early engagement on employment matters, in particular wage negotiations and disputes. Refer to the ‘Employment’ section on page 9 for further details.
CASHFLOW RISK Commodity price risk, currency volatility and the uncertainties inherent in mining may result in favourable or unfavourable cashflows. In order to mitigate this, we seek to balance the high risk of our mining operations with a dependable cash flow from our UK property investment operations which are actively managed by London & Associated Properties PLC. Due to the long term nature of the leases, the effect on cash flows from property investment activities are expected to remain stable as long as tenants remain in operation. Refer to page 20 for details of the property portfolio performance.
PROPERTY VALUATION RISK Fluctuations in property values, which are reflected in the Consolidated Income Statement and Balance Sheet, are dependent on an annual valuation of the group’s commercial and residential development properties. A fall in UK commercial and residential property can have a marked effect on the profitability and the net asset value of the group as well as impact on covenants and other loan agreement obligations. The economic performance of the United Kingdom, including the potential impact of the United Kingdom leaving the European Union (“Brexit”), the impact of Covid-19 pandemic, as well as the current economic performance and trends of the UK retail market, may impact the level of rental income, yields and associated property valuations of the group’s UK property assets including its investments in Joint Ventures. The group utilises the services of London & Associated Properties PLC whose responsibility is to actively manage the portfolio to improve rental income and thus enhance the value of the portfolio over time. In addition, management regularly monitor banking covenants and other loan agreement obligations as well as the performance of our property assets in relation to the overall market over time. Management continue to monitor and evaluate the impact of Brexit, the Covid-19 pandemic and the current economic performance of the UK retail market on the future performance of the Group’s existing UK portfolio. In
addition, the group assesses on an ongoing basis the impact of Brexit and the current economic performance of the UK retail market on the group’s banking covenants, loan obligations and future investment decisions. Refer to page 20 for details of the property portfolio performance.
Financial & performance review
The movement in the Group’s Adjusted EBITDA from £9.1million in 2018 to
£7.4million in 2019 can mainly be attributed to the lower coal production and
sales from the Group’s South African operations and a weakening in the South
African Rand to UK Sterling. This offset the higher prices achieved for our
coal and stable operating costs achieved in 2019.
EBITDA, adjusted EBITDA and mining production are used as key performance
indicators for the group and its mining activities as the group has a
strategic focus on the long term development of its existing mining reserves
and the acquisition of additional mining reserves in order to realise
shareholder value. Mining production can be defined as the coal quantity in
metric tonnes extracted from our reserves during the period and held by the
mine before any processing through the washing plant. Whilst profit/(loss)
before tax is considered as one of the key overall performance indicators of
the group, the profitability of the group and the group’s mining activities
can be impacted by the volatile and capital intensive nature of the mining
sector. Accordingly, EBITDA and adjusted EBITDA are primarily used as key
performance indicators as they are indicative of the value associated with the
group’s mining assets expected to be realised over the long term life of the
group’s mining reserves. In addition, for the group’s property investment
operations, the net property valuation and net property revenue are utilised
as key performance indicators as the group’s substantial property portfolio
reduces the risk profile for shareholders by providing stable cash generative
UK assets and access to capital appreciation. Certain key performance
indicators below are not Generally Accepted Accounting Practice measures and
are not intended as a substitute for those measures, and may or may not be the
same as those used by other companies.
Key performance indicators The key performance indicators for the group are: 2019 2018 £’000
£’000
For the group:
Operating profit before depreciation, fair value adjustments and exchange movements (adjusted EBITDA) 7,457 9,088
EBITDA 5,868 8,587
Profit/(loss) before tax 3,027 5,959
For our property investment operations:
Net property valuation 11,565 13,045
Net property revenue 1,290 1,232
For our mining activities:
Operating profit before depreciation, fair value adjustments and exchange movements (adjusted EBITDA) 6,517 8,206
EBITDA 6,394 8,143
Tonnes ‘000 Tonnes ‘000
Mining production 1,271 1,320
The key performance indicators of the group can be reconciled as follows: Mining £’000 Property £’000 Other £’000 2019 £’000
Revenue 46,704 1,290 112 48,106
Transport and loading cost (3,421) - - (3,421)
Mining and washing costs (30,047) - - (30,047)
Other operating costs excluding depreciation (6,719) (458) (4) (7,181)
Operating profit before depreciation, fair value adjustments and exchange movements (adjusted EBITDA) 6,517 832 108 7,457
Exchange movements (123) - - (123)
Fair value adjustments - (1,480) - (1,480)
Losses on investments held at fair value through profit and loss (FVPL) - - (6) (6)
Operating profit excluding depreciation 6,394 (648) 102 5,848
Share of (loss)/profit and write off’s in joint venture - 20 - 20
EBITDA 6,394 (628) 102 5,868
Net interest movement (651)
Depreciation (2,190)
Profit/(loss) before tax 3,027
The key performance indicators of the group can be reconciled as follows: Mining £’000 Property £’000 Other £’000 2018 £’000
Revenue 48,666 1,232 47 49,945
Transport and loading cost (3,103) - - (3,103)
Mining and washing costs (31,340) - - (31,340)
Other operating costs excluding depreciation (6,017) (394) (3) (6,414)
Operating profit before depreciation, fair value adjustments and exchange movements (adjusted EBITDA) 8,206 838 44 9,088
Exchange movements (63) - - (63)
Fair value adjustments - (215) - (215)
Losses on investments held at fair value through profit and loss (FVPL) - - (171) (171)
Operating profit excluding depreciation 8,143 623 (127) 8,639
Share of (loss)/profit and write off’s in joint venture - (52) - (52)
EBITDA 8,143 571 (127) 8,587
Net interest movement (515)
Depreciation (2,113)
Profit/(loss) before tax 5,959
Adjusted EBITDA is used as a key indicator of the operating trading
performance of the group and its operating segments representing operating
profit before the impact of depreciation, fair value adjustments,
gains/(losses) on disposal of other investments and foreign exchange
movements. The group’s operating segments include its South African mining
operations and UK property. The performance of these two operating segments
are discussed in more detail below.
The group achieved EBITDA for the year of £5.9million (2018: £8.6million).
The movement compared to the prior year can mainly be attributed to a decrease
in operating profits before depreciation from our mining activities to £6.5
million (2018: £8.2million).
Negative fair value adjustments, related to our UK property increased to
£1.5million (2018: £0.2million) with the group reporting an overall profit
before tax of £3.0million (2018: £6.0million). Taxation for the year
decreased to £1.4million (2018: £1.9million). This resulted in the Group
achieving an overall profit for the year after tax of £1.6million (2018:
£4.0million), of which £1.0million (2018: £3.3million) was attributable to
equity holders of the company.
South African mining operations
Performance The key performance indicators of the group’s South African mining operations are presented in South African Rand and UK Sterling as follows: South African Rand UK Sterling
2019 R’000 2018 R’000 2019 £’000 2018 £’000
Revenue 860,876 852,650 46,704 48,666
Transport and loading costs (63,058) (54,366) (3,421) (3,103)
Mining and washing costs (553,844) (549,090) (30,047) (31,340)
Operating profit before other operating costs and depreciation 243,974 249,194 13,236 14,223
Other operating costs (excluding depreciation) (6,719) (6,017)
Operating profit before depreciation, fair value adjustments and exchange movements (adjusted EBITDA) 6,517 8,206
Exchange movements (123) (63)
EBITDA 6,394 8,143
2019 ‘000 2018 ‘000
Mining production in tonnes 1,271 1,320
2018 R 2018 R
Net Revenue per tonne of mining production 628 605
Mining and washing costs per tonne of mining production (436) (416)
Operating profit per tonne of mining production before other operating costs and depreciation 192 189
Net Revenue per tonne of mining production can be defined as the revenue price
achieved per metric tonne of mining production less transportation and loading
costs.
A breakdown of the quantity of coal sold and revenue of the group’s South
African mining operations are presented in metric tonnes and South African
Rand as follows:
Domestic ‘000 Export ‘000 2019 ‘000 Domestic ‘000 Export ‘000 2018 ‘000
Quantity of coal sold in tonnes 1,094 184 1,278 1,292 174 1,466
Domestic R’000 Export R’000 2019 R’000 Domestic R’000 Export R’000 2018 R’000
Total Net Revenue 672,854 124,964 797,815 645,386 152,898 798,284
R R R R R R
Net Revenue per tonne of coal sold 615 679 624 500 879 545
The quantity of coal sold can be defined as the quantity of coal sold in
metric tonnes by the Group in any given period. Net Revenue per tonne of coal
sold can be defined as the revenue price achieved per metric tonne of coal
sold less transportation and loading costs.
Total net revenue per tonne of coal sold for the group’s mining and
processing operations increased for the year from R545 per tonne of coal sold
in 2018 to R624 in 2019, attributable to the average price increases achieved
in the domestic market offsetting price decreases in the export market. As a
result of the overall lower mining production and an increase in coal
inventories, the quantity of coal sold for the year decreased to 1.278million
tonnes (2018: 1.466million tonnes). The decrease in mining production can be
attributable to temporary seasonal water issues in the last quarter of 2019.
Overall, the increase in revenue per tonne of coal sold offset the lower
production and increase in coal inventories resulting in stable revenue from
the group’s South African mining operations during the year compared to the
prior year at R797.8million (2018: R798.3million).
The decrease in total mining production offset the marginal overall increase
in mining and washing cost per tonne from R416 per tonne to R433 per tonne
resulting in similar total mining and washing costs for the group of
R553.8million (2018: R549.1million).
Other operating costs (excluding depreciation) of £6.7million (2018:
£6.0million) include general administrative costs as well as administrative
salaries and wages related to our South African mining operations that are
incurred both in South Africa and in the UK. These costs are not significantly
impacted by movements in mining production and the increase during the year
can mainly be attributed to salaries and wages related to our mining
operations offset by exchange movements on the translation of South African
Rand costs into Sterling. Overall costs in South Africa were in line with
management’s expectations and local inflation.
Overall, the group’s South African mining operations achieved an adjusted
EBITDA of £6.5 million (2018: £8.2million) attributable to lower overall
production and a decrease in the average exchange rate of the Rand compared to
UK Sterling.
The movement in the group’s EBITDA for mining activities of £6.4million
(2018: £8.1million) for the year, in comparison to the result achieved for
adjusted EBITDA was as a result of a small exchange rate loss of £0.1million.
A further explanation of the mines operational performance can be found in the
Mining Review on page 4.
Other mining Investments
As reported in the Mining review, in January 2019, Black Wattle Colliery (Pty)
Limited transferred its washing plant operations into its own wholly owned
subsidiary called Sisonke Coal Processing (Pty) Limited which will operate as
a stand-alone commercial entity. As the transaction is internal there was no
material impact on the financial reporting of the group. Further details on
the impact of the transaction on the group’s finance facilities can be found
in the section on loans below.
There were no movements in other mining investments outside of the above
restructuring in 2019.
UK property investment
Performance
The group’s portfolio is managed actively by London & Associated Properties
plc and continued to perform well in 2019. Net property revenue (excluding
joint ventures and service charge income) across the portfolio increased
marginally during the year to £1.109million (2018: £1.095million). The
property portfolio was externally valued at 31 December 2019 and the value of
UK investment properties attributable to the group at year end decreased to
£11.565 million (2018: £13.045million) mainly due to valuation yields
applied in a more challenging retail market compared to the prior year.
Joint venture property investments
The group holds a £0.8million (2018: £0.8million) joint venture investment
in Dragon Retail Properties Limited, a UK property investment company. The
open market value of the company’s share of investment properties included
within its joint venture investment in Dragon Retail Properties marginally
decreased during the year to £1.22million (2018: £1.23million).
During the year the group continued to hold a £0.5million (2018:
£0.5million) 50% joint venture investment in West Ealing Projects Limited, a
UK unlisted property development company. West Ealing Projects Limited’s
only asset is a property development in West Ealing, London. The carrying
value of the group’s share of the trading property inventory included within
this development is valued at £3.3million (2018: £3.1million). The joint
venture has planning consent for 20 flats at first and second floor levels
which will be eligible for the UK Government Help to Buy Scheme. More
recently, the joint venture has submitted a planning application for an
expanded residential redevelopment of 55 flats on the site and we look forward
to updating shareholders in due course.
Overall, the group achieved net property revenue of £1.4million (2018:
£1.2million) for the year which includes the company’s share of net
property revenue from its investment in joint ventures of £75,000 (2018:
£95,000).
Cashflow & financial position
The following table summarises the main components of the consolidated cashflow for the year: Year ended 31 December 2019 £’000 Year ended 31 December 2018 £’000
Cash flow generated from operations before working capital and other items 7,457 9,112
Cash flow from operating activities 4,148 5,409
Cash flow from investing activities (3,662) (3,373)
Cash flow from financing activities (3,322) 442
Net (decrease) / increase in cash and cash equivalents (2,836) 1,594
Cash and cash equivalents at 1 January 5,686 4,065
Exchange adjustment 28 27
Cash and cash equivalents at 31 December 2,878 5,686
Cash and cash equivalents at 31 December comprise:
Cash and cash equivalents as presented in the balance sheet 7,720 9,221
Bank overdrafts (secured) (4,842) (3,535)
2,878 5,686
Cash flow generated from operating activities decreased compared to the prior
year to £4.1million (2018: £5.4million). The decrease in operating profit
during the year of £3.6million (2018: £6.5million) was offset by a decrease
in income tax paid of £1.2million (2018: £2.28million) both as a result of
the lower profitability in UK sterling of our South African mining operations
as well as the unrealised loss on investment properties of £1.48million
(2018: £0.22million). In addition, cashflow generation from operating
activities was also impacted by a cashflow decrease from trade receivables of
£0.8million (2018: £0.9million), as a result of an increase in the trade
receivables balances of our South African domestic coal customers, and a
cashflow decrease from inventories of £0.9million (2018: £0.8million),
mainly as a result of reduced domestic and export coal sales from our South
African mining operations in the last quarter of 2019 due to lower local
consumption and seasonal weather related issues at Richards Bay Coal Terminal.
Investing cashflows primarily reflect the net effect of capital expenditure
during the year of £3.2million (2018: £2.9million) which can mainly be
attributable to mine development costs at Black Wattle of £1.7million and
infrastructure improvements to the washing plant at Sisonke Coal Processing of
£1.0million. As at year end the group’s mining reserves, plant and
equipment had a carrying value of £9.5million (2018: £8.5million) with
capital expenditure being offset by depreciation of £2.2million (2018:
£2.1milion) and exchange translation movements of £0.1million (2018:
£0.8million) for the year. Other investing cashflows also include the
acquisition of listed investments of £0.5million compared to the prior year
joint venture investment in West Ealing Projects Limited of £0.5million.
Cash outflows from financing activities includes a net decrease in borrowings
of £2.1million (2018:£0.7million) attributable to repayment of the Santander
loan and drawdown of the Hodge Bank loan as outlined under the loan section
below. In addition, dividends paid to shareholders increased during the year
to £0.64million (2018: 0.53 million) and dividends paid to minority interests
decreased to £0.5million (2018: £0.6million).
Overall, the group’s cash and cash equivalents deceased during the year by
£2.86million (2018: increase of £1.59millon). After taking into account an
exchange gain of £0.03million (2018: £0.03million) on the translation of the
group’s year end net balance of cash and cash equivalents that were held in
South African Rands, the group’s net balance of cash and cash equivalents
(including bank overdrafts) at year end was £2.8million (2018: £5.7million).
The group has considerable financial resources available at short notice
including cash and cash equivalents (excluding bank overdrafts) of
£7.7million (2018: £9.2million) and listed investments of £1.4million
(2018: £0.9million) as at year end. The above financial resources totalling
£9.1million (2018: £10.1million).
The net assets of the group reported as at year end were £20.6million (2018:
£20.1million). Total assets remained stable at £41.7million (2018:
£41.6million).
Liabilities decreased from £21.5million to £21.2million during the year
primarily due to a decrease in UK Borrowings from £5.8million to £3.8million
offsetting an increase in trade payables from £7.3million to £7.6million and
an increase in South African borrowings from £4.3million in 2018 to
£5.5million in 2019. This increase can mainly be attributed to an increase in
borrowings drawn from the groups’ South African structured trade facility
utilised by the groups’ mining operations. The overall exchange loss
recorded through the translation reserve on translation of the group’s South
African net assets at year end decreased to £0.05million (2018: £0.4million)
as a result of the lesser weakening of the South African Rand against UK
sterling year to year.
Further details on the Group’s cashflow and financial position are stated in
the Consolidated Cashflow Statement on page 61 and the Consolidated Balance
Sheet on page 58.
Loans
South Africa
The group has a South African structured trade finance facility with Absa Bank
Limited for R100million (South African Rand) which covers the fluctuating
working capital requirements of the group’s South African operations. As
part of the process and sale of the washing plant facilities from Black Wattle
Colliery (Pty) Limited to its wholly owned subsidiary Sisonke Coal Processing
(Pty) Limited (“Sisonke Coal Processing”), the R100million bank overdraft
facility held by Black Wattle Colliery (Pty) Limited with Absa Bank Limited in
2018 was replaced in January 2019 by a new structured trade finance facility
for R100million held by Sisonke Coal Processing (“new trade facility”).
The new trade facility is renewable annually at 25 January and is secured
against inventory, debtors and cash that are held in the group’s South
African operations.
United Kingdom
In December 2019, the group repaid its £5.84million loan facility with
Santander Bank PLC and signed a new £3.96million term loan facility with
Julian Hodge Bank Limited. The new debt package has a five year term and is
repayable at the end of the term in December 2024. The interest cost of the
loan is 4.00% above LIBOR. The loan is secured by way of a first charge over
the investment properties in the UK which are included in the financial
statements at a value of £11.6million. No banking covenants were breached by
the group during the year.
Statement regarding Section 172 of the UK Companies Act
Section 172 of the UK Companies Act requires the Board to report on how the
directors have had regard to the matters outlined below in performing their
duties. During the year, the Directors consider that they have acted in a way,
and have made decision that would, most likely promote the success of the
Group for the benefit of its members as a whole as outlined in the matters
below:
* The likely consequences of any decision in the long term: see Principal
activity, strategy & business model on page 3 and Principal Risks and
Uncertainties on page 11;
* The interests of the Group’s employees; ethics and compliance; fostering
of the Company’s business relationships with suppliers, customers and
others; and the impact of the Group’s operations on the community and
environment: see Sustainability report on page 7;
* The need to act fairly between members of the Company: see the Corporate
Governance section on page 26.
Future prospects and impact of the Covid-19 pandemic
As we continue into 2020, your management have been fully engaged in managing
the impact of the Covid-19 pandemic on its operations both here in the UK and
in South Africa. Our priorities are the health and safety of all our employees
and stakeholders and the continuity of our business during this challenging
time.
In terms of business continuity, the Group’s South African coal mining and
processing operations have been designated as essential business operations.
At present, the final impact of the pandemic on the Group’s future prospects
and financial performance remains uncertain. However, to date, the group’s
financial position has remained strong and at present, the group has adequate
financial resources to ensure the Group remains viable for the foreseeable
future and that liabilities are met. A full going concern and viability
assessment can be found in the Directors report on page 30.
Outside of the impact of the Covid-19 pandemic, the group continues to seek to
expand its operations in South Africa through the acquisition of additional
coal reserves. In the UK, management is looking forward to progressing its
development in West Ealing and is currently investigating other major
investment opportunities in the domestic property sector. This is in line with
the groups’ overall strategy of balancing the high risk of our mining
operations with a dependable cash flow and capital appreciation from our UK
property investment operations.
Further information on the outlook of the company can be found in both the
Chairman’s Statement on page 2 and the Mining Review on page 4 which form
part of the Strategic Report.
Signed on behalf of the Board of Directors
Garrett Casey
Finance Director
5 June 2020
Governance
Governance
Management team
Bisichi PLC
* Sir Michael Heller
MA, FCA (Chairman)
Andrew R Heller
MA, ACA
(Managing Director)
Garrett Casey
CA (SA)
(Finance Director)
Robert Grobler
Pr Cert Eng
(Director of mining)
O+ Christopher A Joll
MA (Non-executive)
Christopher Joll was appointed a Director on 1 February 2001. He has held a
number of non-executive directorships of quoted and un-quoted companies and
currently runs his own event management business. He is also a published
author, lecturer and a writer and director of documentary films.
O * John A Sibbald
BL (Non-executive)
John Sibbald has been a Director since 1988. After qualifying as a Chartered
Accountant he spent over 20 years in stockbroking, specialising in mining and
international investment.
* Member of the nomination committee
+ Senior independent director
O Member of the audit, nomination and remuneration
committees.
Other directors and advisors
Secretary and registered office
Garrett Casey CA (SA)
24 Bruton Place
London W1J 6NE
Black Wattle Colliery and Sisonke Coal Processing Directors
Andrew Heller
(Managing Director)
Ethan Dube
Robert Grobler
Garrett Casey
Millicent Zvarayi
Property portfolio asset manager
James Charlton BSc MRICS
Company Registration
Company registration No. 112155 (Incorporated in England and Wales)
Website
www.bisichi.co.uk
E-mail
admin@bisichi.co.uk
Auditor
BDO LLP, London
Principal bankers
United Kingdom
Julian Hodge Bank Limited
Santander UK PLC
Investec PLC
South Africa
ABSA Bank (SA)
First National Bank (SA)
Standard Bank (SA)
Corporate solicitors
United Kingdom
Fladgate LLP, London
Memery Crystal, London
Olswang LLP, London
South Africa
Brandmullers Attorneys, Middelburg
Eversheds Sutherland, Johannesburg
Herbert Smith Freehills, Johannesburg
Hogan Lovells, Johannesburg
Tugendhaft Wapnick Banchetti and Partners, Johannesburg
Stockbrokers
Shore Capital Stockbrokers Limited
Registrars and transfer office
Link Asset Services
Shareholder Services
The Registry
34 Beckenham Road
Beckenham
Kent
BR3 4TU
UK telephone: 0871 664 0300
International telephone: +44 371 664 0300
(Calls cost 12p per minute plus your phone company’s access charge. Calls
outside the United Kingdom will be charged at the applicable international
rate). Lines are open between 9.00am to 5.30pm, Monday to Friday, excluding
public holidays in England and Wales.
Website: www.linkassetservices.com
Email: enquiries@linkgroup.co.uk
Five year summary
2019 £’000 2018 £’000 2017 £’000 2016 £’000 2015 £’000
Consolidated income statement items
Revenue 48,106 49,945 40,350 24,923 27,603
Operating profit/(loss) 3,658 6,526 3,763 637 150
Profit/(loss) before tax 3,027 5,959 1,485 346 (147)
Trading profit/(loss) before tax 4,493 6,397 3,317 (74) (188)
Revaluation and impairment (loss)/profit before tax (1,466) (438) (1,832) 420 41
EBITDA 5,868 8,587 3,734 2,415 1,365
Operating profit before depreciation, fair value adjustments and exchange movements (adjusted EBITDA) 7,457 9,088 5,819 1,516 1,717
Consolidated balance sheet items
Investment properties 11,565 13,045 13,245 13,245 12,800
Fixed asset investments 1,629 1,357 925 2,703 2,112
13,194 14,402 14,170 15,948 14,912
Investments held at fair value 1,119 887 1,050 781 594
14,313 15,289 15,220 16,729 15,506
Other assets less liabilities less non-controlling interests 5,619 4,280 1,922 (72) (196)
Total equity attributable to equity shareholders 19,932 19,569 17,142 16,657 15,310
Net assets per ordinary share (attributable) 186.7p 183.3p 160.6p 156.0p 143.4p
Dividend per share 1.00p 6.00p 5.00p 4.00p 4.00p
Financial calendar
9 July 2020 Annual General Meeting
Late August 2020 Announcement of half-year results to 30 June 2020
Late April 2021 Announcement of results for year ending 31 December 2020
Governance
Directors’ report
The directors submit their report together with the audited financial
statements for the year ended 31 December 2019.
Review of business, future developments and post balance sheet events
The group continues its mining activities. Income for the year was derived
from sales of coal from its South African operations. The group also has a
property investment portfolio for which it receives rental income and a joint
venture investment in a UK residential property development.
The results for the year and state of affairs of the group and the company at
31 December 2019 are shown on pages 56 to 97 and in the Strategic Report on
pages 2 to 22. Future developments and prospects are also covered in the
Strategic Report and further details of any post balance sheet events can be
found in note 32 to the financial statements. Over 99 per cent of staff are
employed in the South African coal mining industry – employment matters and
health and safety are dealt with in the Strategic Report.
The management report referred to in the Director’s responsibilities
statement encompasses this Directors’ Report and Strategic Report on pages 2
to 22.
Corporate responsibility
Environment
The environmental considerations of the group’s South African coal mining
operations are covered in the Strategic Report on pages 2 to 22.
The group’s UK activities are principally property investment whereby
premises are provided for rent to retail businesses and a joint venture
investment in a UK residential property development.
The group seeks to provide those tenants with good quality premises from which
they can operate in an efficient and environmentally friendly manner. Wherever
possible, improvements, repairs and replacements are made in an
environmentally efficient manner and waste re-cycling arrangements are in
place at all the company’s locations.
Greenhouse Gas Emissions
Details of the group’s greenhouse gas emissions for the year ended 31
December 2019 can be found on page 10 of the Strategic Report.
Employment
The group’s policy is to attract staff and motivate employees by offering
competitive terms of employment. The group provides equal opportunities to all
employees and prospective employees including those who are disabled. The
Strategic Report gives details of the group’s activities and policies
concerning the employment, training, health and safety and community support
and social development concerning the group’s employees in South Africa.
Dividend policy
An interim dividend for 2019 of 1p was paid on 7 February 2020 (Interim 2018:
1p). The directors are not proposing the payment of a final dividend (2018:
3p) or a special dividend (2018: 2p) for 2019.
The total dividend per ordinary share for 2019 will therefore be 1p (2018: 6p)
per ordinary share.
Investment properties and other properties
The investment property portfolio is stated at its open market value of
£11,565,000 at 31 December 2019 (2018: £13,045,000) as valued by
professional external valuers. The open market value of the company’s share
of investment properties and development property inventory held at cost
included within its investments in joint ventures is £4,553,000 (2018:
£4,334,000).
Financial instruments
Note 22 to the financial statements sets out the risks in respect of financial
instruments. The Board reviews and agrees overall treasury policies,
delegating appropriate authority to the managing director.. Treasury
operations are reported at each Board meeting and are subject to weekly
internal reporting.
Directors
The directors of the company for the whole year were Sir Michael Heller, A R
Heller, G J Casey, C A Joll, R J Grobler (a South African citizen), and J A
Sibbald.
The director retiring by rotation is Mr GJ Casey who offers himself for
re-election.
Mr GJ Casey has been an executive director of the company since 2010. He is
chartered accountant and has a contract of employment determinable at three
months’ notice. The board recommends the re-election of GJ Casey.
No director had any material interest in any contract or arrangement with the
company during the year other than as shown in this report.
Directors’ shareholdings
The interests of the directors in the shares of the company, including family
and trustee holdings where appropriate, are shown on page 34 of the Annual
Remuneration Report.
Substantial interests
The following have advised that they have an interest in 3 per cent. or more
of the issued share capital of the company as at 5 June 2020:
London & Associated Properties PLC – 4,432,618 shares representing 41.52 per
cent. of the issued capital. (Sir Michael Heller is a director and shareholder
of London & Associated Properties PLC).
Sir Michael Heller – 330,117 shares representing 3.09 per cent. of the issued capital.
A R Heller – 785,012 shares representing 7.35 per cent. of the issued capital.
Cavendish Asset Management Limited – 1,976,154 shares representing 18.51 per cent. of the issued share capital.
James Hyslop – 345,000 shares representing 3.23 per cent. of the issued share capital.
Disclosure of information to auditor
The directors in office at the date of approval of the financial statements
have confirmed that as far as they are aware that there is no relevant audit
information of which the auditor is unaware. Each of the directors has
confirmed that they have taken all reasonable steps they ought to have taken
as directors to make themselves aware of any relevant audit information and to
establish that it has been communicated to the auditor.
Indemnities and insurance
The Articles of Association and Constitution of the company provide for them
to indemnify, to the extent permitted by law, directors and officers
(excluding the Auditor) of the companies, including officers of subsidiaries,
and associated companies against liabilities arising from the conduct of the
group’s business. The indemnities are qualifying third-party indemnity
provisions for the purposes of the UK Companies Act 2006 and each of these
qualifying third-party indemnities was in force during the course of the
financial year ended 31 December 2019 and as at the date of this Directors’
report. No amount has been paid under any of these indemnities during the
year.
The group has purchased directors’ and officers’ insurance during the
year. In broad terms, the insurance cover indemnifies individual directors and
officers against certain personal legal liability and legal defence costs for
claims arising out of actions taken in connection with group business.
Corporate Governance
The Board acknowledges the importance of good corporate governance. The
paragraphs below set out how the company has applied this guidance during the
year.
Principles of corporate governance
The group’s Board appreciates the value of good corporate governance not
only in the areas of accountability and risk management, but also as a
positive contribution to business prosperity. The Board endeavours to apply
corporate governance principles in a sensible and pragmatic fashion having
regard to the circumstances of the group’s business. The key objective is to
enhance and protect shareholder value.
Board structure
During the year the Board comprised the executive chairman, the managing
director, two other executive directors and two non-executive directors. Their
details appear on page 23. The Board is responsible to shareholders for the
proper management of the group. The Directors’ responsibilities statement in
respect of the accounts is set out on page 49. The non-executive directors
have a particular responsibility to ensure that the strategies proposed by the
executive directors are fully considered. To enable the Board to discharge its
duties, all directors have full and timely access to all relevant information
and there is a procedure for all directors, in furtherance of their duties,
to take independent professional advice, if necessary, at the expense of the
group. The Board has a formal schedule of matters reserved to it and meets
bi-monthly.
The Board is responsible for overall group strategy, approval of major capital
expenditure projects and consideration of significant financing matters.
The following Board committees, which have written terms of reference, deal
with specific aspects of the group’s affairs:
• The nomination committee is chaired by Christopher
Joll and comprises the non-executive directors and the executive chairman. The
committee is responsible for proposing candidates for appointment to the
Board, having regard to the balance and structure of the Board. In appropriate
cases recruitment consultants are used to assist the process. Each director is
subject to re-election at least every three years.
• The remuneration committee is responsible for
making recommendations to the Board on the company’s framework of executive
remuneration and its cost. The committee determines the contractual terms,
remuneration and other benefits for each of the executive directors, including
performance related bonus schemes, pension rights and compensation payments.
The Board itself determines the remuneration of the non-executive directors.
The committee comprises the non-executive directors. It is chaired by
Christopher Joll. The company’s executive chairman is normally invited to
attend meetings. The report on directors’ remuneration is set out on pages
37 to 44.
• The audit committee comprises the two
non-executive directors and is chaired by Christopher Joll. Its prime tasks
are to review the scope of external audit, to receive regular reports from the
company’s auditor and to review the half-yearly and annual accounts before
they are presented to the Board, focusing in particular on accounting policies
and areas of management judgment and estimation. The committee is responsible
for monitoring the controls which are in force to ensure the integrity of the
information reported to the shareholders. The committee acts as a forum for
discussion of internal control issues and contributes to the Board’s review
of the effectiveness of the group’s internal control and risk management
systems and processes. The committee also considers annually the need for an
internal audit function. It advises the Board on the appointment of external
auditors and on their remuneration for both audit and non-audit work, and
discusses the nature and scope of the audit with the external auditors. The
committee, which meets formally at least twice a year, provides a forum for
reporting by the group’s external auditors.
Meetings are also attended, by invitation, by the company chairman, managing
director and finance director.
The audit committee also undertakes a formal assessment of the auditors’
independence each year which includes:
• a review of non-audit services provided to
the group and related fees;
• discussion with the auditors of a written report
detailing consideration of any matters that could affect independence or the
perception of independence;
• a review of the auditors’ own procedures for
ensuring the independence of the audit firm and partners and staff involved in
the audit, including the regular rotation of the audit partner; and
• obtaining written confirmation from the auditors
that, in their professional judgement, they are independent.
The audit committee report is set out on page 46.
An analysis of the fees payable to the external audit firm in respect of both
audit and non-audit services during the year is set out in Note 5 to the
financial statements.
Performance evaluation – board, board committees and directors
The performance of the board as a whole and of its committees and the
non-executive directors is assessed by the chairman and the managing director
and is discussed with the senior independent director. Their recommendations
are discussed at the nomination committee prior to proposals for re-election
being recommended to the Board. The performance of executive directors is
discussed and assessed by the remuneration committee. The senior independent
director meets regularly with the chairman and both the executive and
non-executive directors individually outside of formal meetings. The directors
will take outside advice in reviewing performance but have not found this
necessary to date.
Independent directors
The senior independent non-executive director is Christopher Joll. The other
independent non-executive director is John Sibbald.
Christopher Joll has been a non-executive director for over nineteen years and
John Sibbald has been a non-executive director for over thirty years. The
Board encourages Christopher Joll and John Sibbald to act independently. The
board considers that their length of service does not, and has not, resulted
in their inability or failure to act independently. In the opinion of the
Board, Christopher Joll and John Sibbald continue to fulfil their role as
independent non-executive directors.
The independent directors regularly meet prior to Board meetings to discuss
corporate governance issues.
Board and board committee meetings
The number of meetings during 2019 and attendance at regular Board meetings
and Board committees was as follows:
Meetings held Meetings Attended
Sir Michael Heller Board Nomination committee Audit committee 5 1 2 5 1 2
A R Heller Board Audit committee 5 2 5 2
G J Casey Board Audit committee 5 2 5 2
R J Grobler Board 5 1
C A Joll Board Audit committee Nomination committee Remuneration committee 5 2 1 1 5 2 1 1
J A Sibbald Board Audit committee Nomination committee Remuneration committee 5 2 1 1 5 2 1 1
Internal control
The directors are responsible for the group’s system of internal control and
review of its effectiveness annually. The Board has designed the group’s
system of internal control in order to provide the directors with reasonable
assurance that its assets are safeguarded, that transactions are authorised
and properly recorded and that material errors and irregularities are either
prevented or would be detected within a timely period. However, no system of
internal control can eliminate the risk of failure to achieve business
objectives or provide absolute assurance against material misstatement or
loss.
The key elements of the control system in operation are:
• the Board meets regularly with a formal schedule
of matters reserved to it for decision and has put in place an organisational
structure with clearly defined lines of responsibility and with appropriate
delegation of authority;
• there are established procedures for planning,
approval and monitoring of capital expenditure and information systems for
monitoring the group’s financial performance against approved budgets and
forecasts;
• UK property and financial operations are closely
monitored by members of the Board and senior managers to enable them to assess
risk and address the adequacy of measures in place for its monitoring and
control. The South African operations are closely supervised by the UK based
executives through daily, weekly and monthly reports from the directors and
senior officers in South Africa. This is supplemented by monthly visits by the
UK based finance director to the South African operations which include
checking the integrity of information supplied to the UK. The directors are
guided by the internal control guidance for directors issued by the Institute
of Chartered Accountants in England and Wales.
During the period, the audit committee has reviewed the effectiveness of
internal control as described above. The Board receives periodic reports from
its committees.
There were no significant issues identified during the year ended 31 December
2019 (and up to the date of approval of the report) concerning material
internal control issues. The directors confirm that the Board has reviewed the
effectiveness of the system of internal control as described during the
period.
Communication with shareholders
Communication with shareholders is a matter of priority. Extensive information
about the group and its activities is given in the Annual Report, which is
made available to shareholders. Further information is available on the
company’s website, www.bisichi.co.uk. There is a regular dialogue with
institutional investors. Enquiries from individuals on matters relating to
their shareholdings and the business of the group are dealt with informatively
and promptly.
Takeover directive
The company has one class of share capital, ordinary shares. Each ordinary
share carries one vote. All the ordinary shares rank pari passu. There are no
securities issued in the company which carry special rights with regard to
control of the company. The identity of all substantial direct or indirect
holders of securities in the company and the size and nature of their holdings
is shown under the “Substantial interests” section of this report above.
A relationship agreement dated 15 September 2005 (the “Relationship
Agreement”) was entered into between the company and London & Associated
Properties PLC (“LAP”) in regard to the arrangements between them whilst
LAP is a controlling shareholder of the company. The Relationship Agreement
includes a provision under which LAP has agreed to exercise the voting rights
attached to the ordinary shares in the company owned by LAP to ensure the
independence of the Board of directors of the company.
Other than the restrictions contained in the Relationship Agreement, there are
no restrictions on voting rights or on the transfer of ordinary shares in the
company. The rules governing the appointment and replacement of directors,
alteration of the articles of association of the company and the powers of the
company’s directors accord with usual English company law provisions. Each
director is re-elected at least every three years. The company is not party to
any significant agreements that take effect, alter or terminate upon a change
of control of the company following a takeover bid. The company is not aware
of any agreements between holders of its ordinary shares that may result in
restrictions on the transfer of its ordinary shares or on voting rights.
There are no agreements between the company and its directors or employees
providing for compensation for loss of office or employment that occurs
because of a takeover bid.
The Bribery Act 2010
The Bribery Act 2010 came into force on 1 July 2011, and the Board took the
opportunity to implement a new Anti-Bribery Policy. The company is committed
to acting ethically, fairly and with integrity in all its endeavours and
compliance of the code is closely monitored.
Annual General Meeting
The annual general meeting of the company (“Annual General Meeting”) will
be held at 24 Bruton Place, London W1J 6NE on Thursday, 9 July 2020 at 11.00
a.m. Resolutions 1 to 7 will be proposed as ordinary resolutions. More than 50
per cent. of shareholders’ votes cast must be in favour for those
resolutions to be passed.
The directors consider that all of the resolutions to be put to the meeting
are in the best interests of the company and its shareholders as a whole. The
Board recommends that shareholders vote in favour of all resolutions.
Please note that the following paragraph is a summary of resolution 7 to be
proposed at the Annual General Meeting and not the full text of the
resolution. You should therefore read this section in conjunction with the
full text of the resolutions contained in the notice of Annual General
Meeting.
Directors’ authority to allot shares (Resolution 7)
In certain circumstances it is important for the company to be able to allot
shares up to a maximum amount without needing to seek shareholder approval
every time an allotment is required. Paragraph 7.1.1 of resolution 7 would
give the directors the authority to allot shares in the company and grant
rights to subscribe for, or convert any security into, shares in the company
up to an aggregate nominal value of £355,894. This represents approximately
1/3 (one third) of the ordinary share capital of the company in issue
(excluding treasury shares) at 5 June 2020 (being the last practicable date
prior to the publication of this Directors’ Report). Paragraph 7.1.2 of
resolution 7 would give the directors the authority to allot shares in the
company and grant rights to subscribe for, or convert any security into,
shares in the company up to a further aggregate nominal value of £355,894, in
connection with a pre-emptive rights issue. This amount represents
approximately 1/3 (one third) of the ordinary share capital of the company in
issue (excluding treasury shares) at 5 June 2020 (being the last practicable
date prior to the publication of this Directors’ Report).
Therefore, the maximum nominal value of shares or rights to subscribe for, or
convert any security into, shares which may be allotted or granted under
resolution 7 is £711,788. Resolution 7 complies with guidance issued by the
Investment Association (IA).
The authority granted by resolution 7 will expire on 31 August 2021 or, if
earlier, the conclusion of the next annual general meeting of the company. The
directors have no present intention to make use of this authority. However, if
they do exercise the authority, the directors intend to follow emerging best
practice as regards its use as recommended by the IA.
Donations
No political donations were made during the year (2018: £nil).
Going concern
The group’s business activities, together with the factors likely to affect
its future development are set out in the Chairman’s Statement on the
preceding page 2, the Mining Review on pages 6 to 7 and its financial position
is set out on page 23 of the Strategic Report. In addition Note 22 to the
financial statements includes the group’s treasury policy, interest rate
risk, liquidity risk, foreign exchange risks and credit risk.
In South Africa, the Covid-19 pandemic continues to have an impact on the
Group’s South African mining operations. In terms of business continuity,
the Group’s entities have remained in operation as the entities have been
classified as essential businesses. Although the final impact of Covid-19 is
uncertain, the directors have assessed the expected range of impact of the
pandemic on its cashflow forecasts and have a reasonable expectation that the
mine will retain adequate levels of cash to remain in operation for the
foreseeable future.
In addition, a structured trade finance facility with Absa Bank Limited for
R100million is held by Sisonke Coal Processing (Pty) Limited, a 100%
subsidiary of Black Wattle Colliery (Pty) Limited. This facility comprises of
a R100million revolving facility to cover the working capital requirements of
the group’s South African operations. The facility is renewable annually at
25 January and is secured against inventory, debtors and cash that are held in
the group’s South African operations. The Directors do not foresee any
reason why the facility will not continue to be renewed at the next renewal
date, in line with prior periods and based on their banking relationships. As
a consequence, the directors believe that the group is well placed to manage
its South African business risks successfully.
In the UK, both rental and investment income have been negatively impacted by
the pandemic. Although the final impact of the pandemic is uncertain, the
directors have assessed the range of expected impact of the pandemic on its UK
and Group cashflow forecasts. The forecasts demonstrate that the group has
sufficient resources to meet its liabilities as they fall due for at least the
next 12 months, from the approval of the financial statements, including those
related to the Group’s UK Loan facility outlined below.
During the year, a £6 million term loan facility was repaid in December 2019
that was held with Santander Bank PLC. At the same time in December 2019 the
Group entered into a new 5 year term facility of £3.9m with Julian Hodge Bank
Limited at an initial LTV of 40%. The loan is secured against the company’s
UK retail property portfolio. The amount repayable on the loan at year end was
£3.9million. The debt package has a five year term and is repayable at the
end of the term. The interest cost of the loan is 4.0 % above LIBOR. Although
the final impact of the Covid-19 pandemic on the new facility’s banking
covenants is uncertain, the directors have a reasonable expectation that the
group has adequate financial resources at short notice, including cash and
listed equity investments, to ensure the existing facility’s covenants are
met on an ongoing basis.
As a result of the banking facilities held as well as the acceptable levels of
cash expected to be held by the group over the next 12 months, the Directors
believe that the group has adequate resources to continue in operational
existence for the foreseeable future and that the group is well placed to
manage its business risks. Thus they continue to adopt the going concern basis
of accounting in preparing the annual financial statements.
By order of the board
G.J Casey
Secretary
24 Bruton Place
London W1J 6NE
5 June 2020
Governance
Statement of the Chairman of the remuneration committee
The remuneration committee presents its report for the year ended 31 December
2019, which this year is presented in two parts in accordance with the
regulations.
The first part is the Annual Remuneration Report which details remuneration
awarded to directors and non-executive directors during the year. The
shareholders will be asked to approve the Annual Remuneration Report as an
ordinary resolution (as in previous years) at the AGM in July 2020.
The current remuneration policy, which details the remuneration policy for
directors, can be found at www.bisichi.co.uk. The current remuneration policy
was subject to a binding vote which was approved by shareholders at the AGM in
June 2017. The approval will continue to apply for a 3 year period up to the
AGM on 9 July 2020. The remuneration committee considered the overall
performance of the group as well as of each director in the year ended 31
December 2019 and remuneration including bonuses were awarded in line with the
performance conditions of the remuneration policy.
The second part, is the new remuneration policy report which can be found on
page 40. The new remuneration policy is largely in line with the previous
policy and is subject to a binding vote which will be proposed to shareholders
at the AGM on 9 July 2020. Once approved, the approval of the new policy will
apply for a 3 year period effective from the conclusion of the AGM on 9 July
2020.
Both the above reports have been prepared in accordance with The Large &
Medium-sized Companies and Groups (Accounts and Reports) (Amendment)
Regulations 2013.
The company’s auditors, BDO LLP are required by law to audit certain
disclosures and where disclosures have been audited they are indicated as
such.
Christopher Joll
Chairman – remuneration committee
24 Bruton Place
London W1J 6NE
5 June 2020
Governance
Annual remuneration report
The following information has been audited:
Single total figure of remuneration for the year ended 31 December 2019:
Salaries and Fees £’000 Bonuses £’000 Benefits £’000 Pension £’000 Total Share options £’000 Total 2019 £’000
before
Share
options
£’000
Executive Directors
Sir Michael Heller 83 200 0 - 283 - 283
A R Heller 495 500 40 - 1,035 - 1,035
G J Casey 149 200 17 20 386 - 386
R Grobler 208 195 12 16 431 - 431
Non–Executive Directors
C A Joll* 38 - - - 38 - 38
J A Sibbald* 3 - 3 - 6 - 6
Total 976 1,095 72 36 2,179 - 2,179
*Members of the remuneration committee for the year ended 31 December 2019
Single total figure of remuneration for the year ended 31 December 2018:
Salaries and Fees £’000 Bonuses £’000 Benefits £’000 Pension £’000 Total Share options £’000 Total 2018 £’000
before
Share
options
£’000
Executive Directors
Sir Michael Heller 82 200 2 - 284 - 284
A R Heller 495 500 71 5 1,071 2 1,073
G J Casey 143 200 28 20 391 2 393
R Grobler 201 137 27 14 379 - 379
Non–Executive Directors
C A Joll* 33 - - - 33 - 33
J A Sibbald* 2 - 3 - 5 - 5
Total 956 1,037 131 39 2,163 4 2,167
*Members of the remuneration committee for the year ended 31 December 2018
Summary of directors’ terms Date of contract Unexpired term Notice period
Executive directors
Sir Michael Heller November 1972 Continuous 6 months
A R Heller January 1994 Continuous 3 months
G J Casey June 2010 Continuous 3 months
R J Grobler April 2008 Continuous 3 months
Non-executive directors
C A Joll February 2001 Continuous 3 months
J A Sibbald October 1988 Continuous 3 months
Pension schemes and incentives
Two (2018: Three) directors have benefits under money purchase pension
schemes. Contributions in 2019 were £36,640 (2018: £39,000), see table
above.
Scheme interests awarded during the year
During the year no share options were granted under share option schemes.
Share option schemes
The company currently has only one Unapproved Share Option Scheme which is not
subject to HM revenue and Customs (HMRC) approval. The 2012 scheme was
approved by the remuneration committee of the company on 28 September 2012.
Number of share options
Option price* 1 January 2019 Options granted/( Surrendered) in 2019 31 December 2019 Exercisable from Exercisable to
The 2012 Scheme
A R Heller 87.01p 150,000 - 150,000 18/09/2015 17/09/2025
A R Heller 73.50p 150,000 - 150,000 06/02/2018 06/02/2028
G J Casey 87.01p 150,000 - 150,000 18/09/2015 17/09/2025
G J Casey 73.50p 230,000 - 230,000 06/02/2018 06/02/2028
*Middle market price at date of grant
No consideration is payable for the grant of options under the 2012 Unapproved
Share Option Scheme. There are no performance or service conditions attached
to the 2012 Unapproved Share Option scheme.
Payments to past directors
No payments were made to past directors in the year ended 31 December 2019
(2018: £nil).
Payments for loss of office
No payments for loss of office were made in the year ended 31 December 2019
(2018: £nil).
Statement of Directors’ shareholding and share interest
Directors’ interests
The interests of the directors in the shares of the company, including family
and trustee holdings where appropriate, were as follows:
Beneficial Non-beneficial
31.12.2019 1.1.2019 31.12.2019 1.1.2019
Sir Michael Heller 148,783 148,783 181,334 181,334
A R Heller 785,012 785,012 - -
C A Joll - - - -
J A Sibbald - - - -
R J Grobler - - - -
G J Casey 40,000 40,000 - -
The following section is unaudited.
The following graph illustrates the company’s performance compared with a
broad equity market index over a ten year period. Performance is measured by
total shareholder return. The directors have chosen the FTSE All Share Mining
index as a suitable index for this comparison as it gives an indication of
performance against a spread of quoted companies in the same sector.
The middle market price of Bisichi PLC ordinary shares at 31 December 2019 was
109p (2018: 92.5p). During the year the share price ranged between 85p and
129p.
Remuneration of the Managing Director over the last ten years
The table below demonstrates the remuneration of the holder of the office of
Managing Director for the last ten years for the period from 1 January 2010
to 31 December 2019.
Year Managing Director Managing Director Single total figure of remuneration £’000 Annual bonus payout against maximum opportunity* % Long-term incentive vesting rates against maximum opportunity* %
2019 A R Heller 1,035 34% N/A
2018 A R Heller 1,073 34% N/A
2017 A R Heller 898 25% N/A
2016 A R Heller 850 22% N/A
2015 A R Heller 912 22% N/A
2014 A R Heller 862 22% N/A
2013 A R Heller 614 N/A N/A
2012 A R Heller 721 N/A N/A
2011 A R Heller 626 N/A N/A
2010 A R Heller 568 N/A N/A
Bisichi PLC does not have a Chief Executive so the table includes the
equivalent information for the Managing Director.
*There were no formal criteria or conditions to apply in determining the
amount of bonus payable or the number of shares to be issued prior to 2014.
Percentage change in remuneration of director undertaking role of Managing
Director
Managing Director £’000 UK based employees £’000
2019 2018 % change 2019 2018 % change
Base salary 495 495 0% 231 225 3%
Benefits 40 71 -44 % 17 30 -43%
Bonuses 500 500 0% 400 400 0%
Bisichi PLC does not have a Chief Executive so the table includes the
equivalent information for the Managing Director. The comparator group chosen
is all UK based employees as the remuneration committee believe this provides
the most accurate comparison of underlying increases based on similar annual
bonus performances utilised by the group.
Relative importance of spend on pay
The total expenditure of the group on remuneration to all employees (see Notes
29 and 9 to the financial statements) is shown below:
2019 £’000 2018 £’000
Employee remuneration 7,783 7,335
Distribution to shareholders 107 641
Statement of implementation of new remuneration policy
The new remuneration policy will be approved at the AGM on 9 July 2020. The
policy will take effect from the conclusion of the AGM and will apply for 3
years unless changes are deemed necessary by the remuneration committee. The
company may not make a remuneration payment or payment for loss of office to a
person who is, is to be, or has been a director of the company unless that
payment is consistent with the approved remuneration policy, or has otherwise
been approved by a resolution of members.
Consideration by the directors of matters relating to directors’
remuneration
The remuneration committee considered the executive directors remuneration and
the board considered the non-executive directors remuneration in the year
ended 31 December 2019.
Shareholder voting
At the Annual General Meeting on 11 June 2019, there was an advisory vote on
the resolution to approve the remuneration report, other than the part
containing the remuneration policy. In addition, on 7 June 2017 there was a
binding vote on the resolution to approve the current remuneration policy the
results of which are detailed below:
% of votes for % of votes against No of votes withheld
Resolution to approve the Remuneration Report (11 June 2019) 70% 30% 2,304
Resolution to approve the Remuneration Policy (7 June 2017) 74.77% 25.16% -
The remuneration committee and directors have considered the percentage of
votes against the resolutions to approve the remuneration report and policy.
Reasons given by shareholders, as known by the directors, have been the level
of remuneration awarded and the general remuneration policy itself. The
remuneration committee consider the remuneration policy and performance
conditions within remain appropriate and therefore no further action has been
taken.
Service contracts
All executive directors have full-time contracts of employment with the
company. Non-executive directors have contracts of service. No director has a
contract of employment or contract of service with the company, its joint
venture or associated companies with a fixed term which exceeds twelve months.
Directors notice periods (see page 33 of the annual remuneration report) are
set in line with market practice and of a length considered sufficient to
ensure an effective handover of duties should a director leave the company.
All directors’ contracts as amended from time to time, have run from the
date of appointment. Service contracts are kept at the registered office.
Remuneration policy table
The remuneration policy table below is an extract of the group’s current
remuneration policy on directors’ remuneration, which was approved by a
binding vote at the 2017 AGM. The approved policy took effect from 7 June
2017. A copy of the full policy can be found at www.bisichi.co.uk.
Element Purpose Policy Operation Opportunity and performance conditions
Executive directors
Base salary To recognise: Skills Responsibility Accountability Experience Value Considered by remuneration committee on appointment. Set at a level considered appropriate to attract, retain motivate and reward the right individuals. Reviewed annually Paid monthly in cash No individual director will be awarded a base salary in excess of £700,000 per annum.
No specific performance conditions are attached to base salaries.
Pension To provide competitive retirement benefits Company contribution offered at up to 10% of base salary as part of overall remuneration package. The contribution payable by the company is included in the director’s contract of employment. Paid into money purchase schemes Company contribution offered at up to 10% of base salary as part of overall
remuneration package. No specific performance conditions are attached to pension
contributions
Benefits To provide a competitive benefits package Contractual benefits can include but are not limited to: Car or car allowance Group health cover Death in service cover Permanent health insurance The committee retains the discretion to approve changes in contractual benefits in exceptional circumstances or where factors outside the control of the Group lead to increased costs (e.g. medical inflation) The costs associated with benefits offered are closely controlled and reviewed on an
annual basis. No director will receive benefits of a value in excess of 30% of his
base salary. No specific performance conditions are attached to contractual benefits.
The value of benefits for each director for the year ended 31 December 2019 is shown
in the table on page 32.
Annual Bonus To reward and incentivise In assessing the performance of the executive team, and in particular to determine whether bonuses are merited the remuneration committee takes into account the overall performance of the business. Bonuses are generally offered in cash The remuneration committee determines the level of bonus on an annual basis applying such performance conditions and performance measures as it considers appropriate The current maximum bonus opportunity will not exceed 200% of base salary in any one
year, but the remuneration committee reserves the power to award up to 300% in an
exceptional year. Performance conditions will be assessed on an annual basis. The
performance measures applied may be financial, non-financial, corporate, divisional
or individual and in such proportion as the remuneration committee considers
appropriate
Share Options To provide executive directors with a long-term interest in the company Granted under existing schemes (see page 33) Offered at appropriate times by the remuneration committee Entitlement to share options is not subject to any specific performance conditions.
Share options will be offered by the remuneration committee as appropriate. The
aggregate number of shares over which options may be granted under all of the
company’s option schemes (including any options and awards granted under the
company’s employee share plans) in any period of ten years, will not exceed, at the
time of grant, 10% of the ordinary share capital of the company from time to time. In
determining the limits no account shall be taken of any shares where the right to
acquire the shares has been released, lapsed or has otherwise become incapable of
exercise. The company currently has one Share Option Scheme (see page 33). For the
2012 scheme the remuneration committee has the ability to impose performance criteria
in respect of any new share options granted, however there is no requirement to do
so. There are no performance conditions attached to the options already issued under
the 2012 scheme.
Non-executive directors
Base salary To recognise: Skills Experience Value Considered by the board on appointment. Set at a level considered appropriate to attract, retain and motivate the individual. Experience and time required for the role are considered on appointment. Reviewed annually No individual director will be awarded a base salary in excess of £40,000 per annum.
No specific performance conditions are attached to base salaries.
Pension No pension offered
Benefits No benefits offered except to one non-executive director who is eligible for health cover (see annual remuneration report page 32) The committee retains the discretion to approve changes in contractual benefits in exceptional circumstances or where factors outside the control of the Group lead to increased costs (e.g. medical inflation) The costs associated with the benefit offered is closely controlled and reviewed on
an annual basis. No director will receive benefits of a value in excess of 30% of his
base salary. No specific performance conditions are attached to contractual benefits.
Share Options Non-executive directors do not participate in the share option schemes
Remuneration Policy
The remuneration policy below is the group’s new remuneration policy on
directors’ remuneration, which will be proposed for a binding vote at the
2020 AGM. If approved it is intended that the policy take effect from the
conclusion of the AGM on 9 July 2020, and will apply to remuneration
determined on or after that date. The previously determined remuneration
(determined under the company’s remuneration policy approved at the 2017
AGM) will continue to apply until that time.
The remuneration of the Company’s executive directors is determined by the
remuneration committee. In the decision making process for the determination,
review and implementation of the company’s remuneration policy, the
remuneration committee has taken the following into account:
• The need to attract, retain and motivate individuals of a calibre who will
ensure successful leadership and management of the company
• The group’s general aim of seeking to reward all employees fairly
according to the nature of their role and their performance
• Remuneration packages offered by similar companies within the same sector
• The need to align the interests of shareholders as a whole with the
long-term growth of the group
• The need to align the determination, review and implementation of the
company’s remuneration policy with the long term strategy and success of the
business.
• The need to be flexible and adjust with operational changes throughout the
term of this policy
• The need to ensure a link between remuneration and the long terms success
of the group; and
• The need to consider factors beyond the control of management in
determining final outcomes.
The remuneration of non-executive directors is determined by the board, and
takes into account additional remuneration for services outside the scope of
the ordinary duties of non-executive directors.
In determining the remuneration for each executive director, the remuneration
committee has, and in the determination of the fees payable to non-executive
directors, the Board has, had regard to potential conflicts of interest in the
decision making process, and has sought to mitigate these as far as is
possible given the company’s size, nature and stage of operations.
The remuneration policy contains no significant revisions compared with the
previous policy.
Future Policy Table
Element Purpose Policy Operation Opportunity and performance conditions
Executive directors
Base salary To recognise: Skills Responsibility Accountability Experience Value Considered by remuneration committee on appointment. Set at a level considered appropriate to attract, retain motivate and reward the right individuals. Reviewed annually Paid monthly in cash No individual director will be awarded a base salary in excess of £700,000 per annum.
No specific performance conditions are attached to base salaries.
Pension To provide competitive retirement benefits Company contribution offered at up to 10% of base salary as part of overall remuneration package. The contribution payable by the company is included in the director’s contract of employment. Paid into money purchase schemes Company contribution offered at up to 10% of base salary as part of overall
remuneration package. No specific performance conditions are attached to pension
contributions.
Benefits To provide a competitive benefits package Contractual benefits can include but are not limited to: Car or car allowance Group health cover Death in service cover Permanent health insurance The committee retains absolute discretion to approve changes in contractual benefits in exceptional circumstances or where factors outside the control of the Group lead to increased costs (e.g. medical inflation) The costs associated with benefits offered are closely controlled and reviewed on an
annual basis. No director will receive benefits of a value in excess of 30% of his
base salary. No specific performance conditions are attached to contractual benefits.
The value of benefits for each director for the year ended 31 December 2019 is shown
in the table on page 32.
Annual Bonus To reward and incentivise In assessing the performance of the executive team, and in particular to determine whether bonuses are merited the remuneration committee takes into account the overall performance of the business. Bonuses are generally offered in cash The remuneration committee determines the level of bonus on an annual basis applying such performance conditions and performance measures as it considers appropriate The current maximum bonus opportunity will not exceed 200% of base salary in any one
year, but the remuneration committee reserves the power to award up to 300% in an
exceptional year. There is no formal framework by which the company assesses
performance and performance conditions and measures will be assessed on an annual
basis by the remuneration committee. In determining the level of the bonus, the
remuneration committee will take into account internal and external factors and
circumstances that occur during the year under review. The performance measures
applied may be financial, non-financial, corporate, divisional or individual and in
such proportion as the remuneration committee considers appropriate to the prevailing
circumstances. The company does not consider, given the company’s size, nature and
stage of operations that a formal framework is required.
Share Options To provide executive directors with a long-term interest in the company Granted under existing schemes (see page 33) Offered at appropriate times by the remuneration committee Entitlement to share options is not subject to any specific performance conditions.
Share options will be offered by the remuneration committee as appropriate taking
into account the factors considered above in the decision making process in
determining remuneration policy. The aggregate number of shares over which options
may be granted under all of the company’s option schemes (including any options and
awards granted under the company’s employee share plans) in any period of ten years,
will not exceed, at the time of grant, 10% of the ordinary share capital of the
company from time to time. In determining the limits no account shall be taken of any
shares where the right to acquire the shares has been released, lapsed or has
otherwise become incapable of exercise. The company currently has one Share Option
Scheme (see page 33). For the 2012 scheme the remuneration committee has the ability
to impose performance criteria in respect of any new share options granted, however
there is no requirement to do so. There are no performance conditions attached to the
options already issued under the 2012 scheme, the options vest on issue and there are
no minimum hold periods for the resulting shares issued on exercise of the option.
Non-executive directors
Base salary To recognise: Skills Experience Value Considered by the board on appointment. Set at a level considered appropriate to attract, retain and motivate the individual. Experience and time required for the role are considered on appointment. Reviewed annually No individual director will be awarded a base salary in excess of £60,000 per annum.
No specific performance conditions are attached to base salaries.
Pension No pension offered
Benefits No benefits offered except to one non-executive director who is eligible for health cover (see annual remuneration report page 32) The committee retains the discretion to approve changes in contractual benefits in exceptional circumstances or where factors outside the control of the Group lead to increased costs (e.g. medical inflation) The costs associated with the benefit offered is closely controlled and reviewed on
an annual basis. No director will receive benefits of a value in excess of 30% of his
base salary. No specific performance conditions are attached to contractual benefits.
Share Options Non-executive directors do not participate in the share option schemes
Notes to the future policy table
In order to ensure that shareholders have sufficient clarity over director
remuneration levels, the company has, where possible, specified a maximum that
may be paid to a director in respect of each component of remuneration. The
remuneration committee consider the performance measures outlined in the table
above to be appropriate measures of performance and that the KPI’s chosen
align the interests of the directors and shareholders.
Details of remuneration of other company employees can be found in Note 29 to
the financial statements. Any differences in the types of remuneration
available for directors and other employees reflect common practice and market
norms. The bonus targets for general employees of the Group are more focused
on annual targets that further the company’s interests. The maximum bonus
opportunity for employees and directors alike is based on the seniority and
responsibility of the role undertaken.
Remuneration scenarios
An indication of the possible level of remuneration that would be received by
each Executive Director in the year commencing 1 January 2020 in accordance
with the directors’ remuneration policy is shown below. All performance
targets relate to one financial year, and therefore there are no targets which
would be impacted by share price appreciation.
Sir Michael Heller
AR Heller
GJ Casey
R Grobler
Assumptions
Minimum
Consists of base salary, benefits and pension. Base salary, benefits and
pension for 2020 are assumed at the levels included in the single total figure
remuneration table for the year ended 31 December 2019 on page 32.
On target
Based on the average percentage bonus awarded to the individual in the three
years ending on 31 December 2019. As outlined in the policy table above, the
remuneration committee has discretion to award bonuses of up to 200% of base
salary in any one year (up to 300% in an exceptional year). Base salary,
benefits and pension for 2020 are assumed at the levels included in the single
total figure remuneration table for the year ended 31 December 2019 on page
32.
Maximum
Based on maximum remuneration receivable of 300% of base salary awarded as
bonus in an exceptional year. Base salary, benefits and pension for 2020 are
assumed at the levels included in the single total figure remuneration table
for the year ended 31 December 2019 on page 32.
Approach to recruitment remuneration
All appointments to the board are made on merit. The components of a new
director’s remuneration package (who is recruited within the life of the
approved remuneration policy) would comprise base salary, pension, benefits,
annual bonus and opportunity to be granted share options as outlined above and
the company’s approach to such appointments are detailed with in the future
policy table above. The company will pay such levels of remuneration to new
directors that would enable the company to attract appropriately skilled and
experienced individuals that is not in the opinion of the remuneration
committee excessive. The company has no pre-determined policy for buyouts of
previous awards, and each case will be determined on merit, having regard to
all relevant circumstances at the time.
Service contracts
All executive directors have full-time contracts of employment with the
company. Non-executive directors have contracts of service. No director has a
contract of employment or contract of service with the company, its joint
venture or associated companies with a fixed term which exceeds twelve months.
Directors’ notice periods (see page 33 of the annual remuneration report)
are set in line with market practice and of a length considered sufficient to
ensure an effective handover of duties should a director leave the company.
All directors’ contracts as amended from time to time, have run from the
date of appointment. Service contracts are kept at the registered office.
Policy on payment for loss of office
There are no contractual provisions agreed prior to 27 June 2012 that could
impact on a termination payment. Termination payments will be calculated in
accordance with the existing contract of employment or service contract. It is
the policy of the remuneration committee to issue employment contracts to
executive directors with normal commercial terms and without extended terms of
notice which could give rise to extraordinary termination payments. The board
retains the discretion to make additional (ex-gratia) payments on termination
should it be appropriate in all the circumstances.
Consideration of employment conditions elsewhere in the Group
In setting this policy for directors’ remuneration the remuneration
committee has been mindful of the company’s objective to reward all
employees fairly according to their role, performance and market forces. In
setting the policy for Directors’ remuneration the remuneration committee
has considered the pay and employment conditions of the other employees within
the group. No formal consultation has been undertaken with employees in
drawing up the policy. The remuneration committee has not used formal
comparison measures.
Consideration of shareholder views
No shareholder views have been taken into account when formulating this
policy. In accordance with the new regulations, an ordinary resolution for
approval of this policy will be put to shareholders at the AGM in June 2020.
Audit committee report
The committee’s terms of reference have been approved by the board and
follow published guidelines, which are available from the company secretary.
The audit committee comprises the two non-executive directors, Christopher
Joll (chairman), an experienced financial PR executive and John Sibbald, a
retired chartered accountant.
The Audit Committee’s prime tasks are to:
• review the scope of external audit, to receive
regular reports from the auditor and to review the half-yearly and annual
accounts before they are presented to the board, focusing in particular on
accounting policies and areas of management judgment and estimation;
• monitor the controls which are in force to ensure
the integrity of the information reported to the shareholders;
• assess key risks and to act as a forum for
discussion of risk issues and contribute to the board’s review of the
effectiveness of the group’s risk management control and processes;
• act as a forum for discussion of internal control
issues and contribute to the board’s review of the effectiveness of the
group’s internal control and risk management systems and processes;
• consider each year the need for an internal audit
function;
• advise the board on the appointment of external
auditors and rotation of the audit partner every five years, and on their
remuneration for both audit and non-audit work, and discuss the nature and
scope of their audit work;
• participate in the selection of a new external
audit partner and agree the appointment when required;
• undertake a formal assessment of the auditors’
independence each year which includes:
~ a review of non-audit
services provided to the group and related fees;
~ discussion with the
auditors of a written report detailing all relationships with the company and
any other parties that could affect independence or the perception of
independence;
~ a review of the
auditors’ own procedures for ensuring the independence of the audit firm and
partners and staff involved in the audit, including the regular rotation of
the audit partner; and
~ obtaining written
confirmation from the auditors that, in their professional judgement, they are
independent.
Meetings
The committee meets prior to the annual audit with the external auditors to
discuss the audit plan and again prior to the publication of the annual
results. These meetings are attended by the external audit partner, managing
director, director of finance and company secretary. Prior to bi-monthly board
meetings the members of the committee meet on an informal basis to discuss any
relevant matters which may have arisen. Additional formal meetings are held as
necessary.
During the past year the committee:
• met with the external auditors, and discussed
their reports to the Audit Committee;
• approved the publication of annual and half-year
financial results;
• considered and approved the annual review of
internal controls;
• decided that due to the size and nature of
operation there was not a current need for an internal audit function;
• agreed the independence of the auditors and
approved their fees for both audit related and non-audit services as set out
in note 5 to the financial statements.
Financial reporting
As part of its role, the Audit Committee assessed the audit findings that were
considered most significant to the financial statements, including those areas
requiring significant judgment and/or estimation. When assessing the
identified financial reporting matters, the committee assessed quantitative
materiality primarily by reference to profit before tax. The Board also gave
consideration to:
* the carrying value of the group’s total assets, given that the group
operates a principally asset based business;
* the value of revenues generated by the group, given the importance of
production;
* Adjusted EBITDA, given that it is a key trading KPI, when determining
quantitative materiality; and
* Going concern, given the impact of Covid-19 pandemic subsequent to year end
on the Group’s operations.
The qualitative aspects of any financial reporting matters identified during
the audit process were also considered when assessing their materiality. Based
on the considerations set out above we have considered quantitative errors
individually or in aggregate in excess of approximately £300,000 to £350,000
to be material.
External Auditors
BDO LLP held office throughout the year. In the United Kingdom the company is
provided with extensive administration and accounting services by London &
Associated Properties PLC which has its own audit committee and employs a
separate firm of external auditors, RSM UK Audit LLP. BDO South Africa Inc.
acts as the external auditor to the South African companies, and the work of
that firm was reviewed by BDO LLP for the purpose of the group audit.
Christopher Joll
Chairman – audit committee
24 Bruton Place
London W1J 6NE
5 June 2020
Valuers’ certificates
To the directors of Bisichi PLC
In accordance with your instructions we have carried out a valuation of the
freehold property interests held as at 31 December 2019 by the company as
detailed in our Valuation Report dated 2 March 2020.
Having regard to the foregoing, we are of the opinion that the open market
value as at 31 December 2019 of the interests owned by the company was
£11,565,000 being made up as follows:
£’000
Freehold 9,020
Leasehold 2,545
11,565
Leeds 2 March 2020 Carter Towler Regulated by Royal Institute of Chartered Surveyors
Directors’ responsibilities statement
The directors are responsible for preparing the annual report and the
financial statements in accordance with applicable law and regulations.
Company law requires the directors to prepare financial statements for each
financial year. Under that law the directors are required to prepare the group
financial statements in accordance with International Financial Reporting
Standards as adopted by the European Union and have elected to prepare the
company financial statements in accordance with United Kingdom Generally
Accepted Accounting Practice (United Kingdom Accounting Standards and
applicable law). Under company law the directors must not approve the
financial statements unless they are satisfied that they give a true and fair
view of the state of affairs of the group and company and of the profit or
loss for the group for that period.
In preparing these financial statements, the directors are required to:
• select suitable accounting policies and then apply
them consistently;
• make judgements and accounting estimates that are
reasonable and prudent;
• state with regard to the group financial
statements whether they have been prepared in accordance with IFRSs as adopted
by the European Union subject to any material departures disclosed and
explained in the financial statements;
• state with regard to the parent company financial
statements, whether applicable UK accounting standards have been followed,
subject to any material departures disclosed and explained in the financial
statements;
• prepare the financial statements on the going
concern basis unless it is inappropriate to presume that the company and the
group will continue in business; and
• prepare a director’s report, a strategic report
and director’s remuneration report which comply with the requirements of the
Companies Act 2006.
The directors are responsible for keeping adequate accounting records that are
sufficient to show and explain the company’s transactions and disclose with
reasonable accuracy at any time the financial position of the company and
enable them to ensure that the financial statements comply with the Companies
Act 2006 and, as regards the group financial statements, Article 4 of the IAS
Regulation. They are also responsible for safeguarding the assets of the
company and hence for taking reasonable steps for the prevention and detection
of fraud and other irregularities. The Directors are responsible for ensuring
that the annual report and accounts, taken as a whole, are fair, balanced, and
understandable and provides the information necessary for shareholders to
assess the group’s performance, business model and strategy.
Website publication
The directors are responsible for ensuring the annual report and the financial
statements are made available on a website. Financial statements are published
on the company’s website in accordance with legislation in the United
Kingdom governing the preparation and dissemination of financial statements,
which may vary from legislation in other jurisdictions. The maintenance and
integrity of the company’s website is the responsibility of the directors.
The directors’ responsibility also extends to the ongoing integrity of the
financial statements contained therein.
Directors’ responsibilities pursuant to DTR4
The directors confirm to the best of their knowledge:
• the group financial statements have been prepared
in accordance with International Financial Reporting Standards (IFRSs) as
adopted by the European Union and Article 4 of the IAS Regulation and give a
true and fair view of the assets, liabilities, financial position and profit
and loss of the group.
• the annual report includes a fair review of the
development and performance of the business and the financial position of the
group and the parent company, together with a description of the principal
risks and uncertainties that they face.
Independent auditor’s report to the members of Bisichi Plc
Opinion
We have audited the financial statements of Bisichi Plc (the ‘Parent
Company’) and its subsidiaries (the ‘Group’) for the year ended 31
December 31 2019 which comprise the consolidated income statement, the
consolidated statement of other comprehensive income, the consolidated balance
sheet, the consolidated statement of changes in shareholders’ equity, the
consolidated cash flow statement, the company balance sheet, the company
statement of changes in equity and notes to the financial statements,
including a summary of significant accounting policies. The financial
reporting framework that has been applied in the preparation of the Group
financial statements is applicable law and International Financial Reporting
Standards (IFRSs) as adopted by the European Union. The financial reporting
framework that has been applied in the preparation of the Parent Company
financial statements is applicable law and United Kingdom Accounting
Standards, including Financial Reporting Standard 101 Reduced Disclosure
Framework (United Kingdom Generally Accepted Accounting Practice).
In our opinion:
* the financial statements give a true and fair view of the state of the
Group’s and of the Parent Company’s affairs as at 31 December 2019 and of
the Group’s profit for the year then ended;
* the Group financial statements have been properly prepared in accordance
with IFRSs as adopted by the European Union;
* the Parent Company financial statements have been properly prepared in
accordance with United Kingdom Generally Accepted Accounting Practice; and
* the financial statements have been prepared in accordance with the
requirements of the Companies Act 2006; and, as regards the Group financial
statements, Article 4 of the IAS Regulation.
Basis for opinion
We conducted our audit in accordance with International Standards on Auditing
(UK) (ISAs
(UK)) and applicable law. Our responsibilities under those standards are
further described in the
Auditor’s responsibilities for the audit of the financial statements section
of our report. We are
Independent of the Group and the Parent Company in accordance with the ethical
requirements that are relevant to our audit of the financial statements in the
UK, including the FRC’s Ethical Standard as applied to listed public
interest entities, and we have fulfilled our other ethical responsibilities in
accordance with these requirements. We believe that the audit evidence we have
obtained is sufficient and appropriate to provide a basis for our opinion.
Conclusions relating to going concern
We have nothing to report in respect of the following matters , in relation to
which the ISAs (UK) require us to report to you where:
* the directors’ use of the going concern basis of accounting in the
preparation of the financial statements is not appropriate; or
* the directors have not disclosed in the financial statements any identified
material uncertainties that may cast significant doubt about the Group’s or
the Parent Company’s ability to continue to adopt the going concern basis of
accounting for a period of at least twelve months from the date when the
financial statements are authorised for issue.
Key audit matters
Key audit matters are those matters that, in our professional judgement, were
of most significance in our audit of the financial statements of the current
period and include the most significant assessed risks of material
misstatement (whether or not due to fraud) that we identified, including those
which had the greatest effect on: the overall audit strategy, the allocation
of resources in the audit; and directing the efforts of the engagement team.
These matters were addressed in the context of our audit of the financial
statements as a whole, and in forming our opinion thereon, and we do not
provide a separate opinion on these matters.
KEY AUDIT MATTER HOW THE MATTER WAS ADDRESSED IN OUR AUDIT
Property Valuation The Group holds investment property at fair value (see note 11 and Key judgements and estimates) together with further investment property held at fair value in the Group’s Dragon Retail Joint Venture (note 14). The assessment of fair value for the property portfolio is significant judgement taken in the Annual Report and estimates by the Directors, including assessment of independent third party valuations obtained for the portfolio have a significant impact on the results of the Group. Each valuation requires consideration of the individual nature of the property, its location, its cash flows and comparable market transactions. The valuation of these properties requires assessment of the market yield as well as consideration of the current rental agreements. Any significant input inaccuracies or unreasonable bases used in these judgements (such as in respect of estimated rental value and net initial yield applied) could result in a material misstatement. There is also an inherent risk that management may influence valuation judgements. Given these factors, this was considered to be an area of focus for our audit. We assessed the competency, independence and objectivity of the Group’s independent external valuer which included making inquiries regarding interests and relationships that may have created a threat to the valuer’s objectivity. We reviewed the scope of
the valuations and confirmed that it was in accordance with the Statements of Asset Valuation and Guidance Notes published by The Royal Institution of Chartered Surveyors. We reviewed the independent external valuation reports and confirmed their
consistency with the valuations presented in the financial statements. We met with the independent external valuers, who valued all of the Group’s investment properties, to understand the assumptions and methodologies used in valuing these properties,
the market evidence supporting the valuation assumptions and the valuation movements in the period. We used our knowledge and experience to evaluate and challenge the valuation assumptions, methodologies and the inputs used. This included establishing our
own range of expectations for the valuation of investment property based on externally available metrics. We agreed a sample of key observable valuation inputs supplied to and used by the external valuer and Directors to information audited by us, where
applicable, or supporting market documentation. We reviewed the disclosures contained within the financial statements, specifically including COVID-19 and the impact on the property portfolio. In particular we reviewed the risk disclosures including the
principal risks and uncertainties, as well as the post balance sheet events note.
Key Observations We found that the key judgments and estimates included in the valuation calculation to be supportable, and the disclosures to be in line with the accounting standards.
Going Concern COVID-19 is having an unprecedented impact on the Global economy the predicted impact of which remains unclear. Management have carried out an initial risk assessment and carried out various sensitivities on the cash flow forecast to consider the impact of COVID-19 on the Going Concern assumption. See page 30 for the Group’s disclosure on Going Concern including a summary of trade facilities available and how the Director’s have assessed it appropriate to continue to adopt the Going Concern basis. Any significant changes in operations or unreasonable cash flow assumptions used could result in the Group not being able to meet its liabilities as they fall due. Given the current impact COVID-19 is having across the capital markets we consider it to be a risk to the Going Concern assumption and an area of focus for our audit. We inspected the confirmation from the South African Government confirming that Black Wattle Colliery is able to continue production and sale of coal in both the domestic markets and export markets. We performed a detailed review of management’s going
concern and supporting cash flow forecast, challenging the key operating assumptions based on 2019 and 2020 actual results and external data and market commentary, where possible. We tested the integrity of the forecast model checking the accuracy and
completeness of the model, including challenging the appropriateness of estimates and assumptions with reference to empirical data and external evidence with specific focus on the following assumptions: starting cash balance, property prices, rent
recoverability, yields achieved, pricing, production levels and exchange rates and assessed their consistency with approved budgets and the mine development plan, as applicable. We discussed the potential impact of COVID-19 with management including their
assessment of risks and uncertainties associated with areas such as the Group’s workforce, supply chain, production disruption, sales, price volatility and the ability to renew existing facilities under such scenarios. We formed our own assessment of risks
and uncertainties based on our understanding of the business and mining sector and compared this to Management’s model. We evaluated management’s sensitivity analysis and performed our own sensitivity analysis in respect of the key assumptions
underpinning the forecasts including specific scenarios associated with COVID-19. Our sensitivity test applied the following: A 100% reduction in dividends and Management Fees from the South African mining operations and a 5% reduction in pricing A 30%
reduction in property values A 50% reduction in the recoverability of rent A 100% reduction in investment income We assessed the reasonableness of any mitigating actions identified by Management by checking these were contractually possible, this included
reviewing the group’s banking facility contracts to vouch remedial action should covenants be breached. We confirmed the terms of all facilities in place and the consistency of the forecasts with the facilities. We assessed the risk of any covenant
breaches under the base case and sensitivity scenarios. We reviewed post year-end operational and financial data comparing it to the current level of operations which the Group maintains. We reviewed the adequacy and completeness of the disclosure
included within the financial statements in respect of going concern.
Key Observations Our observations in respect of this matter are set out in the Conclusions relating to going concern section above. .
Our application of materiality
We apply the concept of materiality both in planning and performing our audit,
and in evaluating the effect of misstatements. We consider materiality to be
the magnitude by which misstatements, including omissions, could influence the
economic decisions of reasonable users that are taken on the basis of the
financial statements. Importantly, misstatements below these levels will not
necessarily be evaluated as immaterial as we also take into account of the
nature of identified misstatements, and the particular circumstances of their
occurrence, when evaluating their effect on the financial statements as a
whole. The Materiality level we have calculated for the Group is £300,000
(2018: £300,000) which equates to 5.4% of adjusted profit before tax (2018:
5% of profit before tax). We consider this to be the most appropriate
performance measure as the underlying profit of the Group is a key measure for
stakeholders. In FY2019 we adjusted profit before tax to exclude the property
revaluation and Director’s bonuses.
Materiality FY2019 FY2018
Materiality for the Group Financial Statements £300,000 £300,000
Performance Materiality for the Group Financial Statements £225,000 (75% of Group Materiality) £225,000 (75% of Group Materiality)
Performance Materiality levels used for the audits of the significant components of the audit £27,000 to £146,000 £26,000 to £188,000
Materiality for the Parent Company £135,000 (capped at 45% of Group Materiality) £220,000 (capped at 75% of Group Materiality)
Performance materiality for the Parent Company £101,000 (75% of Materiality for the Parent Company) £165,000 (75% of Materiality for the Parent Company)
Audit scope coverage 100% of total assets, 100% of revenue and 100% of profit before tax 100% of total assets, 100% of revenue and 100% of profit before tax
Performance materiality is the application of materiality at the individual
account or balance level set at an amount to reduce to an appropriately low
level the probability that the aggregate of uncorrected and undetected
misstatements exceeds materiality for the financial statements as a whole.
We agreed with the Audit Committee that we would report to them all individual
audit differences identified during the course of our audit in excess of
£15,000 (2018: £15,000). We also agreed to report differences below these
thresholds that, in our view, warranted reporting on qualitative grounds.
An overview of the scope of our audit
The Group’s operations principally comprise property interests in the United
Kingdom and an operating mine located in South Africa. We assessed there to be
7 significant components within the Group, comprising the mine in South
Africa, corporate accounting function and property companies.
We performed a full scope audit of each of the UK property companies,
corporate accounting function and consolidation.
A BDO member firm performed a full scope audit of the mine in South Africa,
under our direction and supervision as Group auditors.
As part of our audit strategy, as Group auditors:
* Detailed Group reporting instructions were sent to the component auditor,
which included the significant areas to be covered by the audit (including
areas that were considered to be key audit matters as detailed above), and set
out the information required to be reported to the Group audit team.
* We performed a review of the component audit files and held meetings with
the component audit team during the planning and completion phases of their
audit.
* The Group audit team was actively involved in the direction of the audits
performed by the component auditors for Group reporting purposes, along with
the consideration of findings and determination of conclusions drawn. We
performed our own procedures in respect of the significant risk areas that
represented Key Audit Matters in addition to the procedures performed by the
component auditor.
* The remaining non-significant companies within the Group were principally
subject to analytical review procedures.
* Two of the significant components were joint ventures and we carried out a
full scope audit of these entities.
Capability of the audit to detect irregularities including fraud
We gained an understanding of the legal and regulatory framework applicable to
the group and the industry in which it operates, and considered the risk of
acts by the group which were contrary to applicable laws and regulations,
including fraud. These included but were not limited to compliance with
Companies Act 2006 and IFRS.
We designed audit procedures to respond to the risk, recognising that the risk
of not detecting a material misstatement due to fraud is higher than the risk
of not detecting one resulting from error, as fraud may involve deliberate
concealment.
We focused on laws and regulations that could give rise to a material
misstatement in the financial statements. Our tests included, but were not
limited to:
* agreement of the financial statement disclosures to underlying supporting
documentation;
* enquiries of management;
* review of minutes of board meetings throughout the period; and
* Obtaining an understanding of the control environment in monitoring
compliance with laws and regulations
There are inherent limitations in the audit procedures described above and the
further removed noncompliance with laws and regulations is from the events and
transactions reflected in the financial statements, the less likely we would
become aware of it. We also addressed the risk of management override of
internal controls, including testing journals and evaluating whether there was
evidence of bias by the directors that represented a risk of material
misstatement due to fraud.
Other information
The directors are responsible for the other information. The other information
comprises the information included in the Annual Report, other than the
financial statements and our auditor’s report thereon. Our opinion on the
financial statements does not cover the other information and, except to the
extent otherwise explicitly stated in our report, we do not express any form
of assurance conclusion thereon. In connection with our audit of the financial
statements, our responsibility is to read the other information and, in doing
so, consider whether the other information is materially inconsistent with the
financial statements or our knowledge obtained in the audit or otherwise
appears to be materially misstated. If we identify such material
inconsistencies or apparent material misstatements, we are required to
determine whether there is a material misstatement in the financial statements
or a material misstatement of the other information. If, based on the work we
have performed, we conclude that there is a material misstatement of the other
information, we are required to report that fact.
We have nothing to report in this regard.
Opinions on other matters prescribed by the Companies Act 2006
In our opinion, the part of the directors’ remuneration report to be audited
has been properly prepared in accordance with the Companies Act 2006.
In our opinion, based on the work undertaken in the course of the audit:
* the information given in the strategic report and the directors’ report
for the financial year for which the financial statements are prepared is
consistent with the financial statements; and
* the strategic report and the directors’ report have been prepared in
accordance with applicable legal requirements.
Matters on which we are required to report by exception
In the light of the knowledge and understanding of the Group and Parent
Company and its environment obtained in the course of the audit, we have not
identified material misstatements in the strategic report or the directors’
report.
We have nothing to report in respect of the following matters in relation to
which the
Companies Act 2006 requires us to report to you if, in our opinion:
* adequate accounting records have not been kept by the Parent Company, or
returns adequate for our audit have not been received from branches not
visited by us; or
* the Parent Company financial statements and the part of the directors’
remuneration report to be audited are not in agreement with the accounting
records and returns; or
* certain disclosures of directors’ remuneration specified by law are not
made; or
* we have not received all the information and explanations we require for our
audit.
Responsibilities of directors
As explained more fully in the directors’ responsibilities statement set out
on page 49 the directors are responsible for the preparation of the financial
statements and for being satisfied that they give a true and fair view, and
for such internal control as the directors determine is necessary to enable
the preparation of financial statements that are free from material
misstatement, whether due to fraud or error.
In preparing the financial statements, the directors are responsible for
assessing the Group’s and the Parent Company’s ability to continue as a
going concern, disclosing, as applicable, matters related to going concern and
using the going concern basis of accounting unless the directors either intend
to liquidate the Group or the Parent Company or to cease operations, or have
no realistic alternative but to do so.
Auditor’s responsibilities for the audit of the financial statements
Our objectives are to obtain reasonable assurance about whether the financial
statements as a whole are free from material misstatement, whether due to
fraud or error, and to issue an auditor’s report that includes our opinion.
Reasonable assurance is a high level of assurance, but is not a guarantee that
an audit conducted in accordance with ISAs (UK) will always detect a material
misstatement when it exists. Misstatements can arise from fraud or error and
are considered material if, individually or in the aggregate, they could
reasonably be expected to influence the economic decisions of users taken on
the basis of these financial statements.
A further description of our responsibilities for the audit of the financial
statements is located on the Financial Reporting Council’s website at:
www.frc.org.uk/auditorsresponsibilities. This description forms part of our
auditor’s report.
Other matters which we are required to address
We were reappointed by the members on 11 June 2019 during the AGM to audit the
financial statements for the year ending 31 December 2019. The period of total
uninterrupted engagement, including previous renewals and reappointments of
the firm, is 32 years, covering the years ending 1987 to 2019.
Under the FRC’s Ethical Standard we are required to rotate off as the
Company’s Auditors following the year ended 31 December 2020. During the
uninterrupted engagement period, the engagement partner has rotated in
accordance with the applicable requirements.
Non-audit services prohibited by the FRC’s Ethical Standard were not
provided to the Group or the Parent Company and we remain independent of the
Group and the Parent Company in conducting our audit.
Our audit opinion is consistent with the additional report to the audit
committee.
Use of our report
This report is made solely to the Parent Company’s members, as a body, in
accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit
work has been undertaken so that we might state to the Parent Company’s
members those matters we are required to state to them in an auditor’s
report and for no other purpose. To the fullest extent permitted by law, we
do not accept or assume responsibility to anyone other than the Parent Company
and the Parent Company’s members as a body, for our audit work, for this
report, or for the opinions we have formed.
Laura Pingree
(Senior Statutory Auditor)
For and on behalf of BDO LLP, Statutory Auditor
London, United Kingdom
5 June 2020
BDO LLP is a limited liability partnership registered in England and Wales
(with registered number OC305127).
Bisichi PLC
Financial statements
56 Consolidated income statement
57 Consolidated statement of other comprehensive income
58 Consolidated balance sheet
60 Consolidated statement of changes in shareholders’
equity
61 Consolidated cash flow statement
62 Group accounting policies
69 Notes to the financial statements
91 Company balance sheet
92 Company statement of changes in equity
93 Company accounting policies
Consolidated income statement
for the year ended 31 December 2019
Notes 2019 Trading £’000 2019 Revaluations and 2019 Total £’000 2018 Trading £’000 2018 Revaluations and impairment £’000 2018 Total £’000
impairment £’000
Group revenue 2 48,106 - 48,106 49,945 - 49,945
Operating costs 3 (40,649) - (40,649) (40,857) - (40,857)
Operating profit before depreciation, fair value adjustments and exchange movements 7,457 - 7,457 9,088 - 9,088
Depreciation 3 (2,190) - (2,190) (2,113) - (2,113)
Operating profit before fair value adjustments and exchange movements 1 5,267 - 5,267 6,975 - 6,975
Exchange losses (123) - (123) (63) - (63)
Decrease in value of investment properties 4 - (1,480) (1,480) - (215) (215)
Loss on investments held at fair value - (6) (6) - (171) (171)
Operating profit/(loss) 1 5,144 (1,486) 3,658 6,912 (386) 6,526
Share of (loss)/profit in joint ventures 14 - 20 20 - (52) (52)
Profit/(loss) before interest and taxation 5,144 (1,466) 3,678 6,912 (438) 6,474
Interest receivable 28 - 28 126 - 126
Interest payable 7 (679) - (679) (641) - (641)
Profit/(loss) before tax 5 4,493 (1,466) 3,027 6,397 (438) 5,959
Taxation 8 (1,592) 160 (1,432) (1,971) 55 (1,916)
Profit/(loss) for the year 2,901 (1,306) 1,595 4,426 (383) 4,043
Attributable to:
Equity holders of the company 2,352 (1,306) 1,046 3,697 (383) 3,314
Non-controlling interest 27 549 - 549 729 - 729
Profit/(loss) for the year 2,901 (1,306) 1,595 4,426 (383) 4,043
Profit per share – basic 10 9.80p 31.05p
Profit per share – diluted 10 9.63p 30.85p
Trading gains and losses reflect all the trading activity on mining and
property operations and realised gains. Revaluation gains and losses reflects
the revaluation of investment properties and other assets within the group and
any proportion of unrealised gains and losses within Joint Ventures. The total
column represents the consolidated income statement presented in accordance
with IAS 1.
Financial statements
Consolidated statement of other comprehensive income
for the year ended 31 December 2019
2019 £’000 2018 £’000
Profit for the year 1,595 4,043
Other comprehensive income/(expense):
Items that may be subsequently recycled to the income statement:
Exchange differences on translation of foreign operations (49) (430)
Other comprehensive income for the year net of tax (49) (430)
Total comprehensive income for the year net of tax 1,546 3,613
Attributable to:
Equity shareholders 1,004 2,937
Non-controlling interest 542 676
1,546 3,613
Financial statements
Consolidated balance sheet
at 31 December 2019
Notes 2019 £’000 2018 £’000
Assets
Non-current assets
Investment properties 11 11,748 13,230
Mining reserves, plant and equipment 12 9,508 8,531
Investments in joint ventures accounted for using equity method 13 1,342 1,322
Other investments at fair value through profit and loss (“FVPL”) 13 287 35
Total non-current assets 22,885 23,118
Current assets
Inventories 16 2,432 1,511
Trade and other receivables 17 7,559 6,837
Corporation tax recoverable 19 19
Investments in listed securities held at FVPL 18 1,119 887
Cash and cash equivalents 7,720 9,221
Total current assets 18,849 18,475
Total assets 41,734 41,593
Liabilities
Current liabilities
Borrowings 20 (5,103) (9,580)
Trade and other payables 19 (7,619) (7,257)
Current tax liabilities (457) (92)
Total current liabilities (13,179) (16,929)
Non-current liabilities
Borrowings 20 (4,141) (547)
Provision for rehabilitation 21 (1,554) (1,571)
Lease liabilities 31 (232) (185)
Deferred tax liabilities 23 (2,071) (2,226)
Total non-current liabilities (7,998) (4,529)
Total liabilities (21,177) (21,458)
Net assets 20,557 20,135
Equity
Share capital 24 1,068 1,068
Share premium account 258 258
Translation reserve (2,090) (2,048)
Other reserves 25 707 707
Retained earnings 19,989 19,584
Total equity attributable to equity shareholders 19,932 19,569
Non-controlling interest 27 625 566
Total equity 20,557 20,135
These financial statements were approved and authorised for issue by the board
of directors on 5 June 2020 and signed on its behalf by:
A R Heller G J
Casey Company
Registration No. 112155
Director Director
Financial statements
Consolidated statement of changes in shareholders’ equity
for the year ended 31 December 2019
Share capital £’000 Share Premium £’000 Translation reserves £’000 Other reserves £’000 Retained earnings £’000 Total £’000 Non- controlling interest £’000 Total equity £’000
Balance at 1 January 2018 1,068 258 (1,671) 683 16,804 17,142 532 17,674
Profit for the year - - - - 3,314 3,314 729 4,043
Other comprehensive income - - (377) - - (377) (53) (430)
Total comprehensive income for the year - - (377) - 3,314 2,937 676 3,613
Dividend (note 9) - - - - (534) (534) (642) (1,176)
Share options charge - - - 24 - 24 - 24
Balance at 1 January 2019 1,068 258 (2,048) 707 19,584 19,569 566 20,135
Profit for the year - - - - 1,046 1,046 549 1,595
Other comprehensive expense - - (42) - - (42) (7) (49)
Total comprehensive income for the year - - (42) - 1,046 1,004 542 1,546
Dividend (note 9) - - - - (641) (641) (483) (1,124)
Balance at 31 December 2019 1,068 258 (2,090) 707 19,989 19,932 625 20,557
Consolidated cash flow statement
for the year ended 31 December 2019
Year ended 31 December 2019 £’000 Year ended 31 December 2018 £’000
Cash flows from operating activities
Operating profit 3,658 6,526
Adjustments for:
Depreciation 2,190 2,113
Share based payments - 24
Unrealised loss/(gain) on investment properties 1,480 215
Loss on investments held at FVPL 6 171
Exchange adjustments 123 63
Cash flow before working capital 7,457 9,112
Change in inventories (945) (797)
Change in trade and other receivables (790) (894)
Change in trade and other payables 276 742
Cash generated from operations 5,998 8,163
Interest received 28 126
Interest paid (679) (598)
Income tax paid (1,199) (2,282)
Cash flow from operating activities 4,148 5,409
Cash flows from investing activities
Acquisition of reserves, property, plant and equipment (3,172) (2,881)
Investment in joint venture - (500)
Disposal of other investments - 8
Acquisition of other investments (490) -
Cash flow from investing activities (3,662) (3,373)
Cash flows from financing activities
Borrowings drawn 3,818 753
Borrowings and lease liabilities repaid (6,016) (19)
Equity dividends paid (641) (534)
Minority dividends paid (483) (642)
Cash flow from financing activities (3,322) (442)
Net increase in cash and cash equivalents (2,836) 1,594
Cash and cash equivalents at 1 January 5,686 4,065
Exchange adjustment 28 27
Cash and cash equivalents at 31 December 2,878 5,686
Cash and cash equivalents at 31 December comprise:
Cash and cash equivalents as presented in the balance sheet 7,720 9,221
Bank overdrafts (secured) (4,842) (3,535)
2,878 5,686
Financial statements
Group accounting policies
for the year ended 31 December 2019
Basis of accounting
The results for the year ended 31 December 2019 have been prepared in
accordance with International Financial Reporting Standards (IFRS) as adopted
by the European Union and with those parts of the Companies Act 2006
applicable to companies reporting under IFRS. In applying the group’s
accounting policies and assessing areas of judgment and estimation materiality
is applied as detailed on page 47 of the Audit Committee Report. The
principal accounting policies are described below:
The group financial statements are presented in £ sterling and all values
are rounded to the nearest thousand pounds (£000) except when otherwise
stated.
The functional currency for each entity in the group, and for joint
arrangements and associates, is the currency of the country in which the
entity has been incorporated. Details of which country each entity has been
incorporated can be found in Note 15 for subsidiaries and Note 14 for joint
arrangements and associates.
The exchange rates used in the accounts were as follows:
£1 Sterling: Rand £1 Sterling: Dollar
2019 2018 2019 2018
Year-end rate 18.5759 18.3723 1.3254 1.2690
Annual average 18.4326 17.5205 1.2781 1.3096
Going concern
The group has prepared cash flow forecasts which demonstrate that the group
has sufficient resources to meet its liabilities as they fall due for at least
the next 12 months from date of signing.
In South Africa, the Covid-19 pandemic continues to have an impact on the
Group’s South African mining operations. In terms of business continuity,
the Group’s entities has remained in operation as the entities have been
classified as essential businesses. Although the final impact of Covid-19 is
uncertain, the directors have assessed the expected range of impact of the
pandemic on its cashflow forecasts and have a reasonable expectation that the
mine will retain adequate levels of cash to remain in operation for the
foreseeable future.
In addition, a structured trade finance facility with Absa Bank Limited for
R100million is held by Sisonke Coal Processing (Pty) Limited, a 100%
subsidiary of Black Wattle Colliery (Pty) Limited. This facility comprises of
a R100million revolving facility to cover the working capital requirements of
the group’s South African operations. The facility is renewable annually at
25 January and is secured against inventory, debtors and cash that are held in
the group’s South African operations. The Directors do not foresee any
reason why the facility will not continue to be renewed at the next renewal
date, in line with prior periods and based on their banking relationships. As
a consequence, the directors believe that the group is well placed to manage
its South African business risks successfully.
In the UK, both rental and investment income have been negatively impacted by
the pandemic. Although the final impact of the pandemic is uncertain, the
directors have assessed the range of expected impact of the pandemic on its UK
and Group cashflow forecasts. The forecasts demonstrate that the group has
sufficient resources to meet its liabilities as they fall due for at least the
next 12 months from date of signing including those related to the Group’s
UK Loan facility outlined below.
During the year, a £6 million term loan facility was repaid in December 2019
that was held with Santander Bank PLC. At the same time in December 2019 the
Group entered into a new 5 year term facility of £3.9m with Julian Hodge Bank
Limited at an initial LTV of 40%. The loan is secured against the company’s
UK retail property portfolio. The amount repayable on the loan at year end was
£3.9million. The debt package has a five year term and is repayable at the
end of the term. The interest cost of the loan is 4.0% above LIBOR. Although
the final impact of the Covid-19 pandemic on the new facility’s banking
covenants is uncertain, the directors have a reasonable expectation that the
group has adequate financial resources at short notice, including cash and
listed equity investments, to ensure the existing facility’s covenants are
met on an ongoing basis.
As a result of the banking facilities held as well as the acceptable levels of
cash expected to be held by the group over the next 12 months, the Directors
believe that the group has adequate resources to continue in operational
existence for the foreseeable future and that the group is well placed to
manage its business risks. Thus they continue to adopt the going concern basis
of accounting in preparing the annual financial statements.
International Financial Reporting Standards (IFRS)
The Group has adopted all of the new and revised Standards and Interpretations
issued by the International Accounting Standards Board (“IASB”) that are
relevant to its operations and effective for accounting periods beginning 1
January 2019.
IFRS 16 ‘Leases’ – IFRS 16 ‘Leases’ was issued by the IASB in
January 2017 and is effective for accounting periods beginning on or after 1
January 2019. The new standard will replace IAS 17 ‘Leases’ and will
eliminate the classification of leases as either operating leases or finance
leases and, instead, introduce a single lessee accounting model. The standard,
which has been endorsed by the EU, provides a single lessee accounting model,
specifying how leases are recognised, measured, presented and disclosed.
The Group has applied IFRS 16 using the modified retrospective approach
resulting in a nil impact on opening equity and retained earnings. The
Group’s lessor accounting remains unchanged.
A right of use asset of £57,000 related to an operating lease was recognised
on transition at 1 January 2019 at a value equal to the lease liability using
a discount rate at the date of the initial application. This has been applied
using the exemption not to represent the prior reporting period. The related
lease liability of £57,000 is recognised as the present value of the lease
payments.
Interest is accrued on the lease liability based on the discount rate and is
accounted for in finance costs and subsequent payments are deducted from the
lease liability. Subsequently the right of use asset is depreciated over the
life of the contract on a straight line basis. In the cashflow statement the
principal and interest portion of the lease payments are classified within
financing activities and as interest paid respectively. On transition to IFRS
16 the weighted average incremental borrowing rate applied to lease
liabilities recognised under IFRS 16 was 10%.
The aggregate lease liability recognised in the statement of financial
position at 1 January 2019 and the Group’s operating lease commitment at 31
December 2018 can be reconciled as follows:
£’000
Operating lease commitment at 31 December 2018 76
Effect of discounting those lease commitments at an annual rate of 10% (19)
The aggregate lease liability recognised in the statement of financial position at 1 January 2019 57
IFRIC 23 – Uncertainty over income tax treatment.
The interpretation addresses the accounting for income taxes when tax
treatments involve uncertainty that affects the application of IAS 12 Income
Taxes. The Group has re-assessed its tax exposure and the key estimates taken
in determining the positions recorded for adopting IFRIC 23. The adoption of
the interpretation had no material impact on the Group.
The Group has not adopted any Standards or Interpretations in advance of the
required implementation dates.
We are committed to improving disclosure and transparency and will continue to
work with our different stakeholders to ensure they understand the detail of
these accounting changes. We continue to remain committed to a robust
financial policy.
Key judgements and estimates
Areas where key estimates and judgements are considered to have a significant
effect on the amounts recognised in the financial statements include:
Life of mine and reserves
The directors consider their judgements and estimates surrounding the life of
the mine and its reserves to have significant effect on the amounts recognised
in the financial statements and to be an area where the financial statements
are subject to significant estimation uncertainty. The life of mine remaining
is currently estimated at 4 years. This life of mine is based on the group’s
existing coal reserves including reserves acquired but subject to regulatory
approval. The group actively seeks new opportunities to extend the life of
mine of its existing mining operations or develop new independent mining
operations in South Africa. The life of mine excludes future coal purchases
and coal reserve acquisitions. The group’s estimates of proven and probable
reserves are prepared utilising the South African code for the reporting of
exploration results, mineral resources and mineral reserves (the SAMREC code)
and are subject to assessment by an independent Competent Person experienced
in the field of coal geology and specifically opencast and pillar coal
extraction. Estimates of coal reserves impact assessments of the carrying
value of property, plant and equipment, depreciation calculations and
rehabilitation and decommissioning provisions. There are numerous
uncertainties inherent in estimating coal reserves and changes to these
assumptions may result in restatement of reserves. These assumptions include
geotechnical factors as well as economic factors such as commodity prices,
production costs and yield.
Depreciation, amortisation of mineral rights, mining development costs and
plant & equipment
The annual depreciation/amortisation charge is dependent on estimates,
including coal reserves and the related life of mine, expected development
expenditure for probable reserves, the allocation of certain assets to
relevant ore reserves and estimates of residual values of the processing
plant. The charge can fluctuate when there are significant changes in any of
the factors or assumptions used, such as estimating mineral reserves which in
turn affects the life of mine or the expected life of reserves. Estimates of
proven and probable reserves are prepared by an independent Competent Person.
Assessments of depreciation/amortisation rates against the estimated reserve
base are performed regularly. Details of the depreciation/amortisation charge
can be found in note 12.
Provision for mining rehabilitation including restoration and de-commissioning
costs
A provision for future rehabilitation including restoration and
decommissioning costs requires estimates and assumptions to be made around the
relevant regulatory framework, the timing, extent and costs of the
rehabilitation activities and of the risk free rates used to determine the
present value of the future cash outflows. The provisions, including the
estimates and assumptions contained therein, are reviewed regularly by
management. The group annually engages an independent expert to assess the
cost of restoration and final decommissioning as part of management’s
assessment of the provision. Details of the provision for mining
rehabilitation can be found in note 21.
Impairment
Property, plant and equipment representing the group’s mining assets in
South Africa are reviewed for impairment when there are indicators of
impairment. The impairment test is performed using the approved Life of Mine
plan and those future cash flow estimates are discounted using asset specific
discount rates and are based on expectations about future operations. The
impairment test requires estimates about production and sales volumes,
commodity prices, proven and probable reserves (as assessed by the Competent
Person), operating costs and capital expenditures necessary to extract
reserves in the approved Life of Mine plan. Changes in such estimates could
impact recoverable values of these assets. Details of the carrying value of
property, plant and equipment can be found in note 12.
The impairment test indicated significant headroom as at 31 December 2019 and
therefore no impairment is considered appropriate. The key assumptions
include: coal prices, including domestic coal prices based on recent pricing
and assessment of market forecasts for export coal; production based on proven
and probable reserves assessed by the independent Competent Person and yields
associated with mining areas based on assessments by the Competent Person and
empirical data. A 11% reduction in average forecast coal prices or a 12%
reduction in yield would give rise to a breakeven scenario. However, the
directors consider the forecasted yield levels and pricing to be appropriate
and supportable best estimates.
Fair value measurements of investment properties
An assessment of the fair value of investment properties, is required to be
performed. In such instances, fair value measurements are estimated based on
the amounts for which the assets and liabilities could be exchanged between
market participants. To the extent possible, the assumptions and inputs used
take into account externally verifiable inputs. However, such information is
by nature subject to uncertainty. The fair value of investment property is set
out in note 11, whilst the carrying value of investments in joint ventures
which themselves include investment property held at fair value by the joint
venture is set out at note 13.
Measurement of development property
The development property included within the group’s joint venture
investment in West Ealing Projects limited is considered by Management to fall
outside the scope of investment property. A property intended for sale in
the ordinary course of business or in the process of construction or
development for such sale, for example, property acquired exclusively with a
view to subsequent disposal in the near future or for development and resale
is expected to be recorded under the accounting standard of IAS 2 Inventories.
The directors have discussed the commercial approach with the directors of the
underlying joint venture and the current plan is to obtain further planning
permission for the development and then sell or to complete the development
and sell. The Directors therefore consider the key judgement of accounting
treatment of the property development under IAS 2 Inventories to be correct.
IAS 2 Inventories require the capitalised costs to be held at the lower of
cost or Net realisable value. At 31 December 2019, the costs capitalised
within the development based on a director’s appraisal for the property
estimated the net realisable value at a surplus over the cost for the
development. The directors have reviewed the underlying inputs and key
assumptions made in the appraisal and consider them adequate. However, such
information is by nature subject to uncertainty. The cost of the development
property is set out in note 12.
Basis of consolidation
The group accounts incorporate the accounts of Bisichi PLC and all of its
subsidiary undertakings, together with the group’s share of the results of
its joint ventures. Non-controlling interests in subsidiaries are presented
separately from the equity attributable to equity owners of the parent
company. On acquisition of a non-wholly owned subsidiary, the non-controlling
shareholders’ interests are initially measured at the non-controlling
interests’ proportionate share of the fair value of the subsidiaries net
assets. Thereafter, the carrying amount of non-controlling interests is the
amount of those interests at initial recognition plus the non-controlling
interests’ share of subsequent changes in equity. For subsequent changes in
ownership in a subsidiary that do not result in a loss of control, the
consideration paid or received is recognised entirely in equity.
The definition of control assumes the simultaneous fulfilment of the following
three criteria:
• The parent company holds decision-making power
over the relevant activities of the investee,
• The parent company has rights to variable returns
from the investee, and
• The parent company can use its decision-making
power to affect the variable returns.
Investees are analysed for their relevant activities and variable returns, and
the link between the variable returns and the extent to which their relevant
activities could be influenced in order to ensure the definition is correctly
applied.
Revenue
Revenue comprises sales of coal and property rental income. Coal revenue is
recognised when the customer has a legally binding obligation to settle under
the terms of the contract when the performance obligations have been
satisfied, which is once control of the goods has transferred to the buyer at
the delivery point. Coal Revenue is measured based on consideration specified
in the contract with a customer on a per metric tonne basis.
Export revenue is generally recognised when the product is delivered to the
export terminal location specified in the customer contract, at which point
control of the goods have been transferred to the customer. Domestic coal
revenues are generally recognised on collection by the customer from the mine
or from the mine’s rail siding when loaded into transport, where the
customer pays the transportation costs. Fulfilment costs to satisfy the
performance obligations of coal revenues such as transport and loading costs
borne by the group from the mine to the delivery point are recoded in
operating costs.
Rental income is recognised in the group income statement on a straight-line
basis over the term of the lease. This includes the effect of lease
incentives. Service charges recoverable from tenants are recognised over time
as the service is rendered.
Expenditure
Expenditure is recognised in respect of goods and services received. Where
coal is purchased from third parties at point of extraction the expenditure is
only recognised when the coal is extracted and all of the significant risks
and rewards of ownership have been transferred.
Investment properties
Investment properties comprise freehold and long leasehold land and buildings.
Investment properties are carried at fair value in accordance with IAS 40
‘Investment Properties’. Properties are recognised as investment
properties when held for long-term rental yields, and after consideration has
been given to a number of factors including length of lease, quality of tenant
and covenant, value of lease, management intention for future use of property,
planning consents and percentage of property leased. Investment properties are
revalued annually by professional external surveyors and included in the
balance sheet at their fair value. Gains or losses arising from changes in the
fair values of assets are recognised in the consolidated income statement in
the period to which they relate. In accordance with IAS 40, investment
properties are not depreciated. The fair value of the head leases is the net
present value of the current head rent payable on leasehold properties until
the expiry of the lease.
Mining reserves, plant and equipment and development cost
The cost of property, plant and equipment comprises its purchase price and any
costs directly attributable to bringing the asset to the location and
condition necessary for it to be capable of operating in accordance with
agreed specifications. Freehold land included within mining reserves is not
depreciated. Other property, plant and equipment is stated at historical cost
less accumulated depreciation. The cost recognised includes the recognition of
any decommissioning assets related to property, plant and equipment.
The purpose of mine development is to establish secure working conditions and
infrastructure to allow the safe and efficient extraction of recoverable
reserves. Depreciation on mine development costs is not charged until
production commences or the assets are put to use. On commencement of full
commercial production, depreciation is charged over the life of the associated
mine reserves extractable using the asset on a unit of production basis. The
unit of production calculation is based on tonnes mined as a ratio to proven
and probable reserves and also includes future forecast capital expenditure.
The cost recognised includes the recognition of any decommissioning assets
related to mine development.
Post production stripping
In surface mining operations, the group may find it necessary to remove waste
materials to gain access to coal reserves prior to and after production
commences. Prior to production commencing, stripping costs are capitalised
until the point where the overburden has been removed and access to the coal
seam commences. Subsequent to production, waste stripping continues as part of
extraction process as a mining production activity. There are two benefits
accruing to the group from stripping activity during the production phase:
extraction of coal that can be used to produce inventory and improved access
to further quantities of material that will be mined in future periods.
Economic coal extracted is accounted for as inventory. The production
stripping costs relating to improved access to further quantities in future
periods are capitalised as a stripping activity asset, if and only if, all of
the following are met:
• it is probable that the future economic benefit
associated with the stripping activity will flow to the group;
• the group can identify the component of the ore
body for which access has been improved; and
• the costs relating to the stripping activity
associated with that component or components can be measured reliably.
In determining the relevant component of the coal reserve for which access is
improved, the group componentises its mine into geographically distinct
sections or phases to which the stripping activities being undertaken within
that component are allocated. Such phases are determined based on assessment
of factors such as geology and mine planning.
The group depreciates deferred costs capitalised as stripping assets on a unit
of production method, with reference the tons mined and reserve of the
relevant ore body component or phase. The cost is recognised within Mine
development costs within the balance sheet.
Other assets and depreciation
The cost, less estimated residual value, of other property, plant and
equipment is written off on a straight-line basis over the asset’s expected
useful life. This includes the washing plant and other key surface
infrastructure. Residual values and useful lives are reviewed, and adjusted if
appropriate, at each balance sheet date. Changes to the estimated residual
values or useful lives are accounted for prospectively. Heavy surface mining
and other plant and equipment is depreciated at varying rates depending upon
its expected usage.
The depreciation rates generally applied are:
Mining equipment 5 – 10 per cent per annum, but shorter of its useful life or the life of the mine
Motor vehicles 25 – 33 per cent per annum
Office equipment 10 – 33 per cent per annum
Provisions and contingent liabilities
Provisions are recognised when the group has a present obligation as a result
of a past event which it is probable will result in an outflow of economic
benefits that can be reliably estimated.
A provision for rehabilitation of the mine is initially recorded at present
value and the discounting effect is unwound over time as a finance cost.
Changes to the provision as a result of changes in estimates are recorded as
an increase / decrease in the provision and associated decommissioning asset.
The decommissioning asset is depreciated in line with the group’s
depreciation policy over the life of mine. The provision includes the
restoration of the underground, opencast, surface operations and
de-commissioning of plant and equipment. The timing and final cost of the
rehabilitation is uncertain and will depend on the duration of the mine life
and the quantities of coal extracted from the reserves.
Management exercises judgment in measuring the Group’s exposures to
contingent liabilities through assessing the likelihood that a potential claim
or liability will arise and where possible in quantifying the possible range
of financial outcomes. Where there is a dispute and where a reliable estimate
of the potential liability cannot be made, or where the Group, based on legal
advice, considers that it is improbable that there will be an outflow of
economic resources, no provision is recognised.
Employee benefits
Share based remuneration
The company operates a share option scheme. The fair value of the share option
scheme is determined at the date of grant. This fair value is then expensed on
a straight-line basis over the vesting period, based on an estimate of the
number of shares that will eventually vest. The fair value of options granted
is calculated using a binomial or Black-Scholes-Merton model. Payments made to
employees on the cancellation or settlement of options granted are accounted
for as the repurchase of an equity interest, i.e. as a deduction from equity.
Details of the share options in issue are disclosed in the Directors’
Remuneration Report on page 32 under the heading Share option schemes which is
within the audited part of that report.
Pensions
The group operates a defined contribution pension scheme. The contributions
payable to the scheme are expensed in the period to which they relate.
Foreign currencies
Monetary assets and liabilities are translated at year end exchange rates and
the resulting exchange rate differences are included in the consolidated
income statement within the results of operating activities if arising from
trading activities, including inter-company trading balances and within
finance cost/income if arising from financing.
For consolidation purposes, income and expense items are included in the
consolidated income statement at average rates, and assets and liabilities are
translated at year end exchange rates. Translation differences arising on
consolidation are recognised in other comprehensive income. Foreign exchange
differences on intercompany loans are recorded in other comprehensive income
when the loans are not considered as trading balances and are not expected to
be repaid in the foreseeable future. Where foreign operations are disposed of,
the cumulative exchange differences of that foreign operation are recognised
in the consolidated income statement when the gain or loss on disposal is
recognised.
Transactions in foreign currencies are translated at the exchange rate ruling
on transaction date.
Financial instruments
Financial assets and financial liabilities are recognised in the Group’s
consolidated statement of financial position when the group becomes a party to
the contractual provisions of the instrument.
Financial assets
Financial assets are classified as either financial assets at amortised cost,
at fair value through other comprehensive income (“FVTOCI”) or at fair
value through profit or loss (“FVPL”) depending upon the business model
for managing the financial assets and the nature of the contractual cash flow
characteristics of the financial asset.
A loss allowance for expected credit losses is determined for all financial
assets, other than those at FVPL, at the end of each reporting period. The
Group applies a simplified approach to measure the credit loss allowance for
trade receivables using the lifetime expected credit loss provision. The
lifetime expected credit loss is evaluated for each trade receivable taking
into account payment history, payments made subsequent to year end and prior
to reporting, past default experience and the impact of any other relevant and
current observable data. The group applies a general approach on all other
receivables classified as financial assets. The general approach recognises
lifetime expected credit losses when there has been a significant increase in
credit risk since initial recognition.
The Group derecognises a financial asset when the contractual rights to the
cash flows from the asset expire, or when it transfers the financial asset and
substantially all the risks and rewards of ownership of the asset to another
party. The Group derecognises financial liabilities when the Group’s
obligations are discharged, cancelled or have expired.
Bank loans and overdrafts
Bank loans and overdrafts are included as financial liabilities on the group
balance sheet at the amounts drawn on the particular facilities net of the
unamortised cost of financing. Interest payable on those facilities is
expensed as finance cost in the period to which it relates.
Lease liabilities
For any new contracts entered into the Group considers whether a contract is,
or contains a lease. A lease is defined as ‘a contract, or part of a
contract, that conveys the right to use an asset (the underlying asset) for a
period of time in exchange for consideration’. To apply this definition the
Group assesses whether the contract contains an identified asset and has the
right to obtain substantially all of the economic benefits from use of the
identified asset throughout the period of use.
At lease commencement date, the Group recognises a right-of-use asset and a
lease liability on the balance sheet.
Right-of-use assets, excluding property head leases, have been included in
property, plant and equipment and are measured at cost, which is made up of
the initial measurement of the lease liability and any initial direct costs
incurred by the Group. The Group depreciates the right-of-use assets on a
straight-line basis from the lease commencement date to the earlier of the end
of the useful life of the right-of-use asset or the end of the lease term.
At the commencement date, the Group measures the lease liability at the
present value of the lease payments unpaid at that date, discounted using the
interest rate implicit in the lease if that rate is readily available or the
Group’s incremental borrowing rate. Short term lease liabilities have been
included in trade and other payables.
Lease payments included in the measurement of the lease liability are made up
of fixed payments and variable payments based on a consumer inflation index.
Subsequent to initial measurement, the liability will be reduced for payments
made and increased for interest. It is re-measured to reflect any reassessment
or modification. When the lease liability is re-measured, the corresponding
adjustment is reflected in the right-of-use asset, or profit and loss if the
right-of-use asset is already reduced to zero.
Lease liabilities that arise for investment properties held under a leasehold
interest and accounted for as investment property are initially calculated as
the present value of the minimum lease payments, reducing in subsequent
reporting periods by the apportionment of payments to the lessor.
The Group has elected to account for short-term leases and leases of low-value
assets using the practical expedients. Instead of recognising a right-of-use
asset and lease liability, the payments in relation to these are recognised as
an expense in profit or loss on a straight-line basis over the lease term.
Investments
Current financial asset investments and other investments classified as
non-current (“The investments”) comprise of shares in listed companies.
The investments are measured at fair value. Any changes in fair value are
recognised in the profit or loss account and accumulated in retained earnings.
Trade receivables
Trade receivables are accounted for at amortised cost. Trade receivables do
not carry any interest and are stated at their nominal value as reduced by
appropriate expected credit loss allowances for estimated recoverable amounts
as the interest that would be recognised from discounting future cash payments
over the short payment period is not considered to be material.
Trade payables
Trade payables cost are not interest bearing and are stated at their nominal
value, as the interest that would be recognised from discounting future cash
payments over the short payment period is not considered to be material.
Other financial assets and liabilities
The groups other financial assets and liabilities not disclosed above are
accounted for at amortised cost.
Joint ventures
Investments in joint ventures, being those entities over whose activities the
group has joint control, as established by contractual agreement, are included
at cost together with the group’s share of post-acquisition reserves, on an
equity basis. Dividends received are credited against the investment. Joint
control is the contractually agreed sharing of control over an arrangement,
which exists only when decisions about relevant strategic and/or key operating
decisions require unanimous consent of the parties sharing control. Control
over the arrangement is assessed by the group in accordance with the
definition of control under IFRS 10. Loans to joint ventures are classified as
non-current assets when they are not expected to be received in the normal
working capital cycle. Trading receivables and payables to joint ventures are
classified as current assets and liabilities.
Inventories
Inventories are stated at the lower of cost and net realisable value. Cost
includes materials, direct labour and overheads relevant to the stage of
production. Cost is determined using the weighted average method. Net
realisable value is based on estimated selling price less all further costs to
completion and all relevant marketing, selling and distribution costs.
Impairment
Whenever events or changes in circumstance indicate that the carrying amount
of an asset may not be recoverable an asset is reviewed for impairment. This
includes mining reserves, plant and equipment and net investments in joint
ventures. A review involves determining whether the carrying amounts are in
excess of their recoverable amounts. An asset’s recoverable amount is
determined as the higher of its fair value less costs of disposal and its
value in use. Such reviews are undertaken on an asset-by-asset basis, except
where assets do not generate cash flows independent of other assets, in which
case the review is undertaken on a cash generating unit basis.
If the carrying amount of an asset exceeds its recoverable amount an asset’s
carrying value is written down to its estimated recoverable amount (being the
higher of the fair value less cost to sell and value in use) if that is less
than the asset’s carrying amount. Any change in carrying value is recognised
in the comprehensive income statement.
Deferred tax
Deferred tax is the tax expected to be payable or recoverable on differences
between the carrying amounts of assets and liabilities in the financial
statements and the corresponding tax bases used in the tax computations, and
is accounted for using the balance sheet liability method. Deferred tax
liabilities are generally recognised for all taxable temporary differences and
deferred tax assets are recognised to the extent that it is probable that
taxable profits will be available against which deductible temporary
differences can be utilised. In respect of the deferred tax on the revaluation
surplus, this is calculated on the basis of the chargeable gains that would
crystallise on the sale of the investment portfolio as at the reporting date.
The calculation takes account of indexation on the historical cost of the
properties and any available capital losses.
Deferred tax is calculated at the tax rates that are expected to apply in the
period when the liability is settled or the asset is realised. Deferred tax is
charged or credited in the group income statement, except when it relates to
items charged or credited directly to other comprehensive income, in which
case it is also dealt with in other comprehensive income.
Dividends
Dividends payable on the ordinary share capital are recognised as a liability
in the period in which they are approved.
Cash and cash equivalents
Cash comprises cash in hand and on-demand deposits. Cash and cash equivalents
comprises short-term, highly liquid investments that are readily convertible
to known amounts of cash and which are subject to an insignificant risk of
changes in value and original maturities of three months or less. The cash and
cash equivalents shown in the cashflow statement are stated net of bank
overdrafts that are repayable on demand as per IAS 7. This includes the
structured trade finance facility held in South Africa as detailed in note 22.
These facilities are considered to form an integral part of the treasury
management of the group and can fluctuate from positive to negative balances
during the period.
Segmental reporting
For management reporting purposes, the group is organised into business
segments distinguishable by economic activity. The group’s material business
segments are mining activities and investment properties. These business
segments are subject to risks and returns that are different from those of
other business segments and are the primary basis on which the group reports
its segment information. This is consistent with the way the group is managed
and with the format of the group’s internal financial reporting. Significant
revenue from transactions with any individual customer, which makes up 10
percent or more of the total revenue of the group, is separately disclosed
within each segment. All coal exports are sales to coal traders at Richard
Bay’s terminal in South Africa with the risks and rewards passing to the
coal trader at the terminal. Whilst the coal traders will ultimately sell the
coal on the international markets the Company has no visibility over the
ultimate destination of the coal. Accordingly, the export sales are recorded
as South African revenue.
Financial statements
Notes to the financial statements
for the year ended 31 December 2019
1. SEGMENTAL REPORTING
2019
Business analysis Mining £’000 Property £’000 Other £’000 Total £’000
Significant revenue customer A 32,424 - - 32,424
Significant revenue customer B 10,985 - - 10,985
Other revenue 3,295 1,290 112 4,697
Segment revenue 46,704 1,290 112 48,106
Operating (loss)/profit before fair value adjustments & exchange movements 4,327 832 108 5,267
Revaluation of investments & exchange movements (123) (1,480) (6) (1,609)
Operating profit and segment result 4,204 (648) 102 3,658
Segment assets 18,577 12,927 1,138 32,642
Unallocated assets
– Non-current assets 30
– Cash & cash equivalents 7,720
Total assets excluding investment in joint ventures and assets held for sale 40,392
Segment liabilities (9,385) (2,382) (166) (11,933)
Borrowings (5,485) (3,759) - (9,244)
Total liabilities (14,870) (6,141) (166) (21,177)
Net assets 19,215
Non segmental assets
– Investment in joint ventures 1,342
Net assets as per balance sheet 20,557
Geographic analysis United Kingdom £’000 South Africa £’000 Total £’000
Revenue 1,402 46,704 48,106
Operating profit/(loss) and segment result (616) 4,274 3,658
Non-current assets excluding investments 11,778 9,477 21,255
Total net assets 15,505 5,052 20,557
Capital expenditure 34 3,234 3,268
2018
Business analysis Mining £’000 Property £’000 Other £’000 Total £’000
Significant revenue customer A 34,112 - - 34,112
Significant revenue customer B 11,557 - - 11,557
Other revenue 2,997 1,232 47 4,276
Segment revenue 48,666 1,232 47 49,945
Operating (loss)/profit before fair value adjustments & exchange movements 6,093 838 44 6,975
Revaluation of investments & exchange movements (63) (215) (171) (449)
Operating profit and segment result 6,030 623 (127) 6,526
Segment assets 15,809 14,333 906 31,048
Unallocated assets
– Non-current assets 2
– Cash & cash equivalents 9,221
Total assets excluding investment in joint ventures and assets held for sale 40,271
Segment liabilities (8,729) (2,392) (210) (11,331)
Borrowings (4,287) (5,840) - (10,127)
Total liabilities (13,016) (8,232) (210) (21,458)
Net assets 18,813
Non segmental assets
– Investment in joint ventures 1,322
Net assets as per balance sheet 20,135
Geographic analysis United Kingdom £’000 South Africa £’000 Total £’000
Revenue 1,279 48,666 49,945
Operating profit/(loss) and segment result 441 6,085 6,526
Non-current assets excluding investments 13,231 8,530 21,761
Total net assets 15,567 4,568 20,135
Capital expenditure 17 2,864 2,881
2. REVENUE
2019 £’000 2018 £’000
Revenue from contracts with customers:
Coal Sales 46,704 48,666
Service charges recoverable from tenants 181 137
Other:
Rental income 1,109 1,095
Other revenue 112 47
Revenue 48,106 49,945
Segmental mining revenue is derived principally from coal sales and is
recognised once the control of the goods has transferred from the group to the
buyer. Segmental property revenue is derived from rental income and service
charges recoverable from tenants. This is consistent with the revenue
information disclosed for each reportable segment (see note 1). Rental income
is recognised on a straight-line basis over the term of the lease. Service
charges recoverable from tenants are recognised over time as the service is
rendered. Revenue is measured based on the consideration specified in the
contract with the customer or tenant.
3. OPERATING COSTS
2019 £’000 2018 £’000
Mining 33,468 34,443
Property 399 338
Cost of sales 33,867 34,781
Administration 8,972 8,189
Operating costs 42,839 42,970
The direct property costs are:
Direct property expense 358 308
Bad debts 41 30
399 338
Operating costs above include depreciation of £2,190,000 (2017: £2,113,000).
4. (LOSS)/GAIN ON REVALUATION OF INVESTMENT PROPERTIES
The reconciliation of the investment (deficit)/surplus to the gain on
revaluation of investment properties in the income statement is set out below:
2019 £’000 2018 £’000
Investment (deficit)/surplus (1,478) (248)
Gain/(Loss) on valuation movement in respect of head lease payments (2) 33
Loss on revaluation of investment properties (1,480) (215)
5. PROFIT BEFORE TAXATION
Profit before taxation is arrived at after charging:
2019 £’000 2018 £’000
Staff costs (see note 29) 7,783 7,335
Depreciation 2,190 2,113
Exchange loss 123 63
Fees payable to the company’s auditor for the audit of the company’s annual accounts 61 56
Fees payable to the company’s auditor and its associates (2018: affiliate) for other services:
The audit of the company’s subsidiaries pursuant to legislation 28 22
Audit related services 1 1
Non-audit related services 7 6
The directors consider the auditors were best placed to provide the above
non-audit and audit related services which refer to regulatory matters. The
audit committee reviews the nature and extent of non-audit services to ensure
that independence is maintained.
6. DIRECTORS’ EMOLUMENTS
Directors’ emoluments are shown in the Directors’ remuneration report on
page 32 which is within the audited part of that report.
7. INTEREST PAYABLE
2019 £’000 2018 £’000
On bank overdrafts and bank loans 655 539
Unwinding of discount - 43
Lease liabilities 15 -
Other interest payable 9 59
Interest payable 679 641
8. TAXATION
2019 £’000 2018 £’000
(a) Based on the results for the year:
Current tax - UK - -
Current tax - Overseas 1,570 2,026
Corporation tax - adjustment in respect of prior year – UK (2) (19)
Current tax 1,568 2,007
Deferred tax (136) (91)
Total tax in income statement charge 1,432 1,916
(b) Factors affecting tax charge for the year:
The corporation tax assessed for the year is different from that at the
standard rate of corporation tax in the United Kingdom of 19.00% (2018: 19%).
The differences are explained below:
Profit on ordinary activities before taxation 3,027 5,959
Tax on profit on ordinary activities at 19.00% (2018: 19.00%) 575 1,132
Effects of:
Expenses not deductible for tax purposes - 56
Adjustment to tax rate 463 623
Other differences 396 124
Adjustment in respect of prior years (2) (19)
Total tax in income statement (credit) / charge 1,432 1,916
(c) Analysis of United Kingdom and overseas tax:
United Kingdom tax included in above:
Corporation tax - -
Adjustment in respect of prior years - (19)
Current tax - (19)
Deferred tax (176) (175)
(176) (194)
Overseas tax included in above:
Current tax 1,570 2,026
Adjustment in respect of prior years (2) -
Current tax 1,568 2,026
Deferred tax 40 84
1,608 2,110
Overseas tax is derived from the group’s South African mining operation.
Refer to note 1 for a report on the groups’ mining and South African
segmental reporting. The adjustment to tax rate arises due to the corporation
tax rate assessed in South Africa for the year being different from that in
the UK. The South African rate assessed is 28% (2018: 28%).
9. SHAREHOLDER DIVIDENDS
2019 Per share 2019 £’000 2018 Per share 2018 £’000
Dividends paid during the year relating to the prior period 6.00p 641 5.00p 534
Dividends relating to the current period:
Interim dividend for 2019 paid on 14 February 2020 1.00p 107 1.00p 107
Proposed final dividend for 2019 - - 3.00p 320
Proposed special dividend for 2019 - - 2.00p 214
1.00p 107 6.00p 641
The dividends relating to the current period are not accounted for until they
have been approved at the Annual General Meeting. The amount, in respect of
2019, will be accounted for as an appropriation of retained earnings in the
year ending 31 December 2020.
10. PROFIT AND DILUTED PROFIT PER SHARE
Both the basic and diluted profit per share calculations are based on a profit
after tax of £1,046,000 (2018: £3,314,000). The basic profit per share has
been calculated on a weighted average of 10,676,839 (2018: 10,676,839)
ordinary shares being in issue during the period. The diluted profit per share
has been calculated on the weighted average number of shares in issue of
10,676,839 (2018: 10,676,839) plus the dilutive potential ordinary shares
arising from share options of 183,920 (2018: 67,350) totalling 10,860,759
(2018: 10,744,189).
11. INVESTMENT PROPERTIES
Freehold £’000 Long Leasehold £’000 Head Lease £’000 Total £’000
Valuation at 1 January 2019 10,350 2,695 185 13,230
Revaluation (1,330) (150) (2) (1,482)
Valuation at 31 December 2019 9,020 2,545 182 11,748
Valuation at 1 January 2018 10,550 2,695 152 13,397
Addition 15 - - 15
Revaluation (215) - 33 (182)
Valuation at 31 December 2018 10,350 2,695 185 13,230
Historical cost
At 31 December 2019 5,851 728 - 6,579
At 31 December 2018 5,851 728 - 6,579
Long leasehold properties are those for which the unexpired term at the
balance sheet date is not less than 50 years. All investment properties are
held for use in operating leases and all properties generated rental income
during the period.
Freehold and Long Leasehold properties were externally professionally valued
at 31 December on an open market basis by:
2019 £’000 2018 £’000
Carter Towler 11,565 13,045
The valuations were carried out in accordance with the Statements of Asset
Valuation and Guidance Notes published by The Royal Institution of Chartered
Surveyors.
Each year external valuers are appointed by the Executive Directors on behalf
of the Board. The valuers are selected based upon their knowledge,
independence and reputation for valuing assets such as those held by the
group.
Valuations are performed annually and are performed consistently across all
investment properties in the group’s portfolio. At each reporting date
appropriately qualified employees of the group verify all significant inputs
and review the computational outputs. Valuers submit their report to the Board
on the outcome of each valuation round.
Valuations take into account tenure, lease terms and structural condition. The
inputs underlying the valuations include market rent or business
profitability, likely incentives offered to tenants, forecast growth rates,
yields, EBITDA, discount rates, construction costs including any specific site
costs (for example section 106), professional fees, developer’s profit
including contingencies, planning and construction timelines, lease regear
costs, planning risk and sales prices based on known market transactions for
similar properties to those being valued.
Valuations are based on what is determined to be the highest and best use.
When considering the highest and best use a valuer will consider, on a
property by property basis, its actual and potential uses which are
physically, legally and financially viable. Where the highest and best use
differs from the existing use, the valuer will consider the cost and
likelihood of achieving and implanting this change in arriving at its
valuation.
There are often restrictions on Freehold and Leasehold property which could
have a material impact on the realisation of these assets. The most
significant of these occur when planning permission or lease extension and
renegotiation of use are required or when a credit facility is in place. These
restrictions are factored in the property’s valuation by the external
valuer.
IFRS 13 sets out a valuation hierarchy for assets and liabilities measured at
fair value as follows:
Level 1: valuation based on inputs on quoted market prices in active markets
Level 2: valuation based on inputs other than
quoted prices included within level 1 that maximise the use of observable data
directly or from market prices or indirectly derived from market prices.
Level 3: where one or more significant inputs
to valuations are not based on observable market data
The inter-relationship between key unobservable inputs and the groups’
properties is detailed in the table below:
Class of property Level 3 Valuation technique Key Carrying/ fair value 2019 £’000 Carrying/ fair value 2018 £’000 Range (weighted average) 2019 Range (weighted average) 2018
unobservable inputs
Freehold – external valuation Income capitalisation Estimated rental value per sq ft p.a 9,020 10,350 £7 – £26 (£19) £7 – £28 (£20)
Equivalent Yield 8.4% – 13.8% (10.7%) 8.4% – 11.8% (9.3%)
Long leasehold – external valuation Income capitalisation Estimated rental value per sq ft p.a 2,545 2,695 £8 – £8 (£8) £8 – £8 (£8)
Equivalent yield 8.2% – 8.2% (8.2%) 7.9% – 7.9% (7.9%)
At 31 December 2019 11,565 13,045
There are interrelationships between all these inputs as they are determined
by market conditions. The existence of an increase in more than one input
would be to magnify the input on the valuation. The impact on the valuation
will be mitigated by the interrelationship of two inputs in opposite
directions, for example, an increase in rent may be offset by an increase in
yield.
The table below illustrates the impact of changes in key unobservable inputs
on the carrying / fair value of the group’s properties:
Estimated rental Equivalent yield 25 basis point contraction or expansion
value 10% increase
or decrease
2019 £’000 2018 £’000 2019 £’000 2018 £’000
Freehold – external valuation 902 / (902) 1,035 / (1,035) 235 / (223) 331 / (311)
Long Leasehold – external valuation 255 / (255) 270 / (270) 80 / (76) 90 / (85)
12. MINING RESERVES, PLANT AND EQUIPMENT
Mining reserves £’000 Mining equipment and development costs £’000 Motor vehicles £’000 Office equipment £’000 Total £’000
Cost at 1 January 2019 1,240 26,148 253 163 27,804
Exchange adjustment (14) (293) (1) (2) (310)
Additions - 3,131 123 14 3,268
Disposals - (2,312) (14) - (2,326)
Cost at 31 December 2019 1,226 26,674 361 175 28,436
Accumulated depreciation at 1 January 2019 1,213 17,777 151 132 19,273
Exchange adjustment (14) (193) (1) (1) (209)
Charge for the year 13 2,133 35 9 2,190
Disposals - (2,312) (14) - (2,326)
Accumulated depreciation at 31 December 2019 1,212 17,405 171 140 18,928
Net book value at 31 December 2019 14 9,269 190 35 9,508
Cost at 1 January 2018 1,367 25,902 200 158 27,627
Exchange adjustment (127) (2,531) (22) (9) (2,689)
Additions - 2,777 75 14 2,866
Disposals - - - - -
Cost at 31 December 2018 1,240 26,148 253 163 27,804
Accumulated depreciation at 1 January 2018 1,309 17,441 135 129 19,014
Exchange adjustment (122) (1,712) (14) (6) (1,854)
Charge for the year 26 2,048 30 9 2,113
Disposals - - - - -
Accumulated depreciation at 31 December 2018 1,213 17,777 151 132 19,273
Net book value at 31 December 2018 27 8,371 102 31 8,531
Included in the above line items are right-of-use assets over the following:
Mining equipment £’000 Motor vehicles £’000 Total £’000
Net book value at 1 January 2019 - - -
IFRS 16 Reclassification 57 - 57
Additions 5 33 38
Exchange adjustment (1) - (1)
Depreciation (9) (4) (13)
Net book value at 31 December 2019 52 29 81
13. INVESTMENTS HELD AS NON-CURRENT ASSETS
2019 Net investment in joint ventures assets £’000 2019 Other £’000 2018 Net investment in joint ventures assets £’000 2018 Other £’000
At 1 January 1,322 35 874 51
Share of (loss)/gain in investment - (3) - (15)
Additions - 255 500 -
Exchange adjustment - - - (1)
Share of (loss)/gain in joint ventures 20 - (52) -
Net assets at 31 December 1,342 287 1,322 35
2019 £’000 2018 £’000
Net book value of unquoted investments - -
Net book and market value of investments listed on overseas stock exchanges 287 35
287 35
14. JOINT VENTURES
Dragon Retail Properties Limited
The company owns 50% of the issued share capital of Dragon Retail Properties
Limited, an unlisted property investment company. At year end, the carrying
value of the investment held by the group was £806,000 (2018: £815,000). The
remaining 50% is held by London & Associated Properties PLC. Dragon Retail
Properties Limited is incorporated in England and Wales and its registered
address is 24 Bruton Place, London, W1J 6NE. It has issued share capital of
500,000 (2017: 500,000) ordinary shares of £1 each. No dividends were
received during the period.
West Ealing Projects Limited
The company owns 50% of the issued share capital of West Ealing Projects
Limited, an unlisted property development company. At year end, the carrying
value of the investment held by the group was £536,000 (2018: £507,000). The
remaining 50% is held by London & Associated Properties PLC. West Ealing
Projects Limited is incorporated in England and Wales and its registered
address is 24 Bruton Place, London, W1J 6NE. It has issued share capital of
1,000,000 (2018: £1,000,000) ordinary shares of £1 each. No dividends were
received during the period.
Dragon 50% £’000 West Ealing 50% £’000 2019 £’000 Dragon 50% £’000 West Ealing 50% £’000 2018 £’000
Turnover - 75 75 83 12 95
Profit and loss:
(Loss)/Profit before depreciation, interest and taxation 17 37 54 (53) 8 (45)
Depreciation and amortisation (7) - (7) (6) - (6)
(Loss)/Profit before interest and taxation 10 37 47 (59) 8 (51)
Interest Income - - - 51 - 51
Interest expense (17) - (17) (68) - (68)
(Loss)/Profit before taxation (7) 37 30 (76) 8 (68)
Taxation (2) (8) (10) 17 (1) 16
(Loss)/Profit after taxation (9) 29 20 (59) 7 (52)
Balance sheet
Non-current assets 1,229 - 1,229 1,235 - 1,235
Cash and cash equivalents 52 11 63 45 22 67
Property inventory - 3,333 3,333 - 3,099 3,099
Other current assets 172 29 201 207 39 246
Other current liabilities (40) (1,034) (1,074) (73) (951) (1,024)
Net current assets 184 2,339 2,523 179 2,209 2,388
Non-current borrowings (588) (1,803) (2,391) (582) (1,702) (2,284)
Other non-current liabilities (19) - (19) (17) - (17)
Share of net assets at 31 December 806 536 1,342 815 507 1,322
15. SUBSIDIARY COMPANIES
The company owns the following ordinary share capital of the subsidiaries
which are included within the consolidated financial statements:
Activity Percentage of share capital Registered address Country of incorporation
Directly held:
Mineral Products Limited Share dealing 100% 24 Bruton Place, London, W1J6NE England and Wales
Bisichi (Properties) Limited Property 100% 24 Bruton Place, London, W1J6NE England and Wales
Bisichi Northampton Limited Property 100% 24 Bruton Place, London, W1J6NE England and Wales
Bisichi Trustee Limited Property 100% 24 Bruton Place, London, W1J6NE England and Wales
Urban First (Northampton) Limited Property 100% 24 Bruton Place, London, W1J6NE England and Wales
Bisichi Mining (Exploration) Limited Holding company 100% 24 Bruton Place, London, W1J6NE England and Wales
Ninghi Marketing Limited Dormant 90.1% 24 Bruton Place, London, W1J6NE England and Wales
Bisichi Mining Managements Services Limited Dormant 100% 24 Bruton Place, London, W1J6NE England and Wales
Bisichi Coal Mining (Pty) Limited Coal mining 100% Samora Machel Street, Bethal Road, Middelburg, Mpumalanga, 1050 South Africa
Indirectly held:
Black Wattle Colliery (Pty) Limited Coal mining 62.5% Samora Machel Street, Bethal Road, Middelburg, Mpumalanga, 1050 South Africa
Sisonke Coal Processing (Pty) Limited Coal processing 62.5% Samora Machel Street, Bethal Road, Middelburg, Mpumalanga, 1050 South Africa
Black Wattle Klipfontein (Pty) Limited Coal mining 62.5% Samora Machel Street, Bethal Road, Middelburg, Mpumalanga, 1050 South Africa
Amandla Ehtu Mineral Resource Development (Pty) Limited Dormant 70% Samora Machel Street, Bethal Road, Middelburg, Mpumalanga, 1050 South Africa
Details on the non-controlling interest in subsidiaries are shown under note
27.
16. INVENTORIES
2019 £’000 2018 £’000
Coal
Washed 2,037 777
Mining Production 135 316
Work in progress 215 378
Other 45 40
2,432 1,511
17. TRADE AND OTHER RECEIVABLES
2019 £’000 2018 £’000
Financial assets falling due within one year:
Trade receivables 5,922 5,311
Amount owed by joint venture 840 752
Other receivables 714 337
Non-financial instruments falling due within one year:
Prepayments and accrued income 83 437
7,559 6,837
Financial assets falling due within one year are held at amortised cost. The
fair value of trade and other receivables approximates their carrying amounts.
The Group applies a simplified approach to measure the credit loss allowance
for trade receivables using the lifetime expected credit loss provision. The
lifetime expected credit loss is evaluated for each trade receivable taking
into account payment history, payments made subsequent to year end and prior
to reporting, past default experience and the impact of any other relevant and
current observable data. The group applies a general approach on all other
receivables classified as financial assets. At year end, the group allowance
for doubtful debts provided against trade receivables was £23,000 (2018:
£12,000).
18. INVESTMENTS IN LISTED SECURITIES HELD AT FVPL
2019 £’000 2018 £’000
Market value of listed Investments:
Listed in Great Britain 863 847
Listed outside Great Britain 256 40
1,119 887
Original cost of listed investments 1,150 916
Unrealised surplus / deficit of market value versus cost (31) (29)
19. TRADE AND OTHER PAYABLES
2019 £’000 2018 £’000
Trade payables 3,902 3,949
Amounts owed to joint ventures 148 192
Lease liabilities (Note 31) 30 -
Other payables 1,926 1,791
Accruals 1,400 1,089
Deferred Income 213 236
7,619 7,257
20. FINANCIAL LIABILITIES – BORROWINGS
Current Non-current
2019 £’000 2018 £’000 2019 £’000 2018 £’000
Bank overdraft (secured) 4,842 3,535 - -
Bank loan (secured) 261 6,045 4,141 547
5,103 9,580 4,141 547
2019 £’000 2018 £’000
Bank overdraft and loan instalments by reference to the balance sheet date:
Within one year 5,103 9,580
From one to two years 270 223
From two to five years 3,871 324
9,244 10,127
Bank overdraft and loan analysis by origin:
United Kingdom 3,759 5,840
Southern Africa 5,485 4,287
9,244 10,127
In South Africa, as part of a restructuring and sale of the washing plant
facilities from Black Wattle Colliery (Pty) Limited (“Black Wattle”) to
its wholly owned subsidiary Sisonke Coal Processing (Pty) Limited (“Sisonke
Coal Processing”), the R100million bank overdraft facility held by Black
Wattle with Absa Bank Limited was replaced in January 2019 by a new structured
trade finance facility for R100million held by Sisonke Coal Processing (“new
trade facility”). The South African bank loans are secured by way of a first
charge over specific pieces of mining equipment, inventory and the debtors of
the relevant company which holds the loan which are included in the financial
statements at a value of £10,533,000.
In December 2019, the group repaid its £5.84million loan facility with
Santander Bank PLC and signed a new £3.96million term loan facility with
Julian Hodge Bank Limited. The new debt package has a five year term and is
repayable at the end of the term in December 2024. The interest cost of the
loan is 4.00% above LIBOR. The loan is secured by way of a first charge over
the investment properties in the UK which are included in the financial
statements at a value of £11,565,000. No banking covenants were breached by
the group during the year.
Consistent with others in the mining and property industry, the group monitors
its capital by its gearing levels. This is calculated as the total bank loans
and overdraft less remaining cash and cash equivalents as a percentage of
equity. At year end the gearing of the group was calculated as follows:
2019 £’000 2018 £’000
Total bank loans and overdraft 9,244 10,127
Less cash and cash equivalents (excluding overdraft) (7,720) (9,221)
Net debt 1,524 906
Total equity attributable to shareholders of the parent 19,932 19,569
Gearing 7.6% 4.6%
Analysis of the changes in liabilities arising from financing activities:
Bank borrowings £’000 Bank overdrafts £’000 Lease liabilities £’000 2019 Bank borrowings £’000 Bank Overdrafts £’000 Lease Liabilities £’000 2018 £’000
£’000
Balance at 1 January 6,592 3,535 185 10,312 5,898 1,262 152 7,312
Exchange adjustments (8) (49) - (57) (40) (233) - (273)
Cash movements excluding exchange adjustments (2,182) 1,356 (16) (842) 734 2,506 - 3,240
Valuation movements - - 93 93 - - 33 33
Balance at 31 December 4,402 4,842 262 9,506 6,592 3,535 185 10,312
21. PROVISION FOR REHABILITATION
2019 £’000 2018 £’000
As at 1 January 1,571 1,349
Exchange adjustment (17) (150)
Increase in provision - 329
Unwinding of discount - 43
As at 31 December 1,554 1,571
22. FINANCIAL INSTRUMENTS
Total financial assets and liabilities
The group’s financial assets and liabilities are as follows, representing
both the fair value and the carrying value:
Financial Assets measured at amortised cost £’000 Financial Liabilities measured at amortised cost £’000 Investments held at FVPL £’000 2019 £’000 Financial Assets measured at amortised cost £’000 Financial Liabilities measured at amortised cost £’000 Investments held at FVPL £’000 2018 £’000
Cash and cash equivalents 7,720 - - 7,720 9,221 - - 9,221
Non-current other investments held at FVPL - - 287 287 - - 35 35
Investments in listed securities held at FVPL - - 1,119 1,119 - - 887 887
Trade and other receivables 7,476 - - 7,476 6,400 - - 6,400
Bank borrowings and overdraft - (9,244) - (9,244) - (10,127) - (10,127)
Lease Liabilities - (262) - (262) - (185) - (185)
Other liabilities - (7,833) - (7,833) - (7,113) - (7,113)
15,196 (17,339) 1,406 (737) 15,621 (17,425) 922 (882)
Investments in listed securities held at fair value through profit and loss
fall under level 1 of the fair value hierarchy into which fair value
measurements are recognised in accordance with the levels set out in IFRS 7.
The comparative figures for 2018 fall under the same category of financial
instrument as 2019.
The carrying amount of short term (less than 12 months) trade receivable and
other liabilities approximate their fair values. The fair value of non-current
borrowings in note 20 approximates its carrying value and was determined under
level 2 of the fair value hierarchy and is estimated by discounting the future
contractual cash flows at the current market interest rates for UK borrowings
and for the South African overdraft facility. The fair value of the lease
liabilities in note 31 approximates its carrying value and was determined
under level 2 of the fair value hierarchy and is estimated by discounting the
future contractual cash flows at the current market interest rates.
Treasury policy
Although no derivative transactions were entered into during the current and
prior year, the group may use derivative transactions such as interest rate
swaps and forward exchange contracts as necessary in order to help manage the
financial risks arising from the group’s activities. The main risks arising
from the group’s financing structure are interest rate risk, liquidity risk,
market risk, credit risk, currency risk and commodity price risk. There have
been no changes during the year of the main risks arising from the group’s
finance structure. The policies for managing each of these risks and the
principal effects of these policies on the results are summarised below.
Interest rate risk
Interest rate risk is the risk that the value of a financial instrument or
cashflows associated with the instrument will fluctuate due to changes in
market interest rates. Interest rate risk arises from interest bearing
financial assets and liabilities that the group uses. Treasury activities take
place under procedures and policies approved and monitored by the Board to
minimise the financial risk faced by the group. Interest bearing assets
comprise cash and cash equivalents which are considered to be short-term
liquid assets and loans to joint ventures. Interest bearing borrowings
comprise bank loans, bank overdrafts and variable rate finance lease
obligations. The rates of interest vary based on LIBOR in the UK and PRIME in
South Africa.
As at 31 December 2019, with other variables unchanged, a 1% increase or
decrease in interest rates, on investments and borrowings whose interest rates
are not fixed, would respectively change the profit/loss for the year by
£107,000 (2018: £101,000). The effect on equity of this change would be an
equivalent decrease or increase for the year of £107,000 (2018: £101,000).
Liquidity risk
The group’s policy is to minimise refinancing risk. Efficient treasury
management and strict credit control minimise the costs and risks associated
with this policy which ensures that funds are available to meet commitments as
they fall due. As at year end the group held borrowing facilities in the UK in
Bisichi PLC and in South Africa in Black Wattle Colliery (Pty) Ltd.
The following table sets out the maturity profile of contractual undiscounted
cash flows of financial liabilities as at 31 December:
2019 £’000 2018 £’000
Within one year 13,183 17,329
From one to two years 458 290
From two to five years 4,304 392
Beyond five years 135 127
18,080 18,138
The following table sets out the maturity profile of contractual undiscounted
cash flows of financial liabilities as at 31 December maturing within one
year:
2019 £’000 2018 £’000
Within one month 10,164 3,627
From one to three months 2,120 3,117
From four to twelve months 899 10,585
13,183 17,329
In South Africa, as part of the restructuring and sale of the washing plant
facilities from Black Wattle Colliery (Pty) Limited (“Black Wattle”) to
its wholly owned subsidiary Sisonke Coal Processing (Pty) Limited (“Sisonke
Coal Processing”), the R100million facility held by Black Wattle with Absa
Bank Limited was replaced in January 2019 by a new structured trade finance
facility for R100million held by Sisonke Coal Processing (“new trade
facility”).
The new trade facility comprises of a R100million revolving facility to cover
the working capital requirements of the group’s South African operations.
The interest cost of the loan is at the South African prime lending rate. The
facility is renewable annually each January, is repayable on demand and is
secured against inventory, debtors and cash that are held by Sisonke Coal
Processing (Pty) Limited. The facility is included in cash and cash
equivalents within the cashflow statement.
In December 2019, the group repaid its £5.84million loan facility with
Santander Bank PLC and signed a new £3.96million term loan facility with
Julian Hodge Bank Limited. The loan is secured against the group’s UK retail
property portfolio. The debt package has a five year term and is repayable at
the end of the term in December 2024. The interest cost of the loan is 4.00%
above LIBOR.
As a result of the above agreed banking facilities, the Directors believe that
the group is well placed to manage its liquidity risk.
Credit risk
The group is mainly exposed to credit risk on its cash and cash equivalents,
trade and other receivables and amounts owed by joint ventures as per the
balance sheet. The maximum exposure to credit risk is represented by the
carrying amount of each financial asset in the balance sheet which at year end
amounted to £15,173,000 (2018: £15,621,000).
To mitigate risk on its cash and cash equivalents, the group only deposits
surplus cash with well-established financial institutions of high quality
credit standing.
The group’s credit risk is primarily attributable to its trade receivables.
Trade debtor’s credit ratings are reviewed regularly. The Group's review
includes measures such as the use of external ratings and establishing
purchase limits for each customer. The group had amounts due from its
significant revenue customers at the year end that represented 73% (2018: 92%)
of the trade receivables balance. These amounts have been subsequently
settled. The Group approach to measure the credit loss allowance for trade
receivables is outlined in note 17. At year end, the group allowance for
doubtful debts provided against trade receivables was £21,000 (2019:
£12,000). As at year end the amount of trade receivables held past due date
less credit loss allowances was £23,000 (2019: £17,000). To date, the amount
of trade receivables held past due date less credit loss allowances that has
not subsequently been settled is £14,000 (2018: £14,000). Management have no
reason to believe that this amount will not be settled.
The Group exposure to credit risk on its loans to joint ventures and other
receivables is mitigated through ongoing review of the underlying performance
and resources of the counterparty including evaluation of different scenarios
of probability of default and expected loss applicable to each of the
underlying balances.
Financial assets maturity
On 31 December 2019, cash at bank and in hand amounted to £7,697,000 (2018:
£9,221,000) which is invested in short term bank deposits maturing within one
year bearing interest at the bank’s variable rates. Cash and cash
equivalents all have a maturity of less than 3 months.
Foreign exchange risk
All trading is undertaken in the local currencies except for certain export
sales which are invoiced in dollars. It is not the group’s policy to obtain
forward contracts to mitigate foreign exchange risk on these contracts as
payment terms are within 15 days of invoice or earlier. Funding is also in
local currencies other than inter-company investments and loans and it is also
not the group’s policy to obtain forward contracts to mitigate foreign
exchange risk on these amounts. During 2019 and 2018 the group did not hedge
its exposure of foreign investments held in foreign currencies.
The principal currency risk to which the group is exposed in regard to
inter-company balances is the exchange rate between Pounds sterling and South
African Rand. It arises as a result of the retranslation of Rand denominated
inter-company trade receivable balances held within the UK which are payable
by South African Rand functional currency subsidiaries.
Based on the group’s net financial assets and liabilities as at 31 December
2018, a 25% strengthening of Sterling against the South African Rand, with all
other variables held constant, would decrease the group’s profit after
taxation by £176,000 (2018: £130,000). A 25% weakening of Sterling against
the South African Rand, with all other variables held constant would increase
the group’s profit after taxation by £294,000 (2018: £216,000).
The 25% sensitivity has been determined based on the average historic
volatility of the exchange rate for 2018 and 2019.
The table below shows the currency profiles of cash and cash equivalents:
2019 £’000 2018 £’000
Sterling 4,741 6,897
South African Rand 1,672 2,322
US Dollar 1,307 2
7,720 9,221
Cash and cash equivalents earn interest at rates based on LIBOR in Sterling
and Prime in Rand.
The tables below shows the currency profiles of net monetary assets and
liabilities by functional currency of the group:
2019: Sterling £’000 South
African Rands £’000
Sterling 1,151 -
South African Rand 40 (3,510)
US Dollar 1,582 -
2,773 (3,510)
2018: Sterling £’000 South
African Rands £’000
Sterling 1,042 -
South African Rand 37 (1,974)
US Dollar 13 -
1,092 (1,974)
23. DEFERRED TAXATION
2019 2018 £’000
£’000
As at 1 January 2,226 2,485
Recognised in income (136) (91)
Exchange adjustment (19) (168)
As at 31 December 2,071 2,226
The deferred tax balance comprises the following:
Revaluation of properties 476 636
Capital allowances 2,419 2,369
Short term timing difference (707) (662)
Unredeemed capital deductions - -
Losses and other deductions (117) (117)
2,071 2,226
Refer to note 8 for details of deferred tax recognised in income in the
current year. Tax rates of 17% (2018: 17%) in the UK and 28% (2018: 28%) in
South Africa were utilised to calculate year end deferred tax balances.
24. SHARE CAPITAL
2019 £’000 2018 £’000
Authorised: 13,000,000 ordinary shares of 10p each 1,300 1,300
Allotted and fully paid:
2019 Number of ordinary shares 2018 Number of ordinary shares 2019 £’000 2018 £’000
At 1 January and outstanding at 31 December 10,676,839 10,676,839 1,068 1,068
25. OTHER RESERVES
2019 £’000 2018 £’000
Equity share options 621 621
Net investment premium on share capital in joint venture 86 86
707 707
26. SHARE BASED PAYMENTS
Details of the share option scheme are shown in the Directors’ remuneration
report on page 32 under the heading Share option schemes which is within the
audited part of this report. Further details of the share option schemes are
set out below.
The Bisichi PLC Unapproved Option Schemes:
Year of grant Subscription price per share Period within which options exercisable Number of share for which options outstanding at 31 December 2018 Number of share options lapsed/surrendered /awarded during year Number of share for which options outstanding at 31 December 2019
2015 87.0p Sep 2015 – Sep 2025 300,000 - 300,000
2018 73.50p Feb 2018 – Feb 2028 380,000 - 380,000
There are no performance or service conditions attached to 2015 and 2018
options which are outstanding at 31 December 2019.
2019 Number 2019 Weighted average exercise price 2018 Number 2018 Weighted average exercise price
Outstanding at 1 January 680,000 79.46p 380,000 111.3p
Lapsed/Surrendered during the year - - (80,000) 205.5p
Issued during the year - - 380,000 73.5p
Outstanding at 31 December 680,000 79.46p 680,000 79.46p
Exercisable at 31 December 680,000 79.46p 680,000 79.46p
27. NON-CONTROLLING INTEREST
2019 £’000 2018 £’000
As at 1 January 566 532
Share of profit/(loss) for the year 549 729
Dividends paid (483) (641)
Exchange adjustment (7) (54)
As at 31 December 625 566
The non-controlling interest comprises of a 37.5% interest in Black Wattle
Colliery (Pty) Ltd and its wholly owned subsidiary Sisonke Coal Processing
(Pty) Ltd. Black Wattle Colliery (Pty) Ltd is a coal mining company and
Sisonke Coal Processing (Pty) Ltd is a coal processing company both
incorporated in South Africa. Summarised financial information reflecting 100%
of the underlying consolidated relevant figures of Black Wattle Colliery (Pty)
Ltd’s and its wholly owned subsidiary Sisonke Coal Processing (Pty) Ltd is
set out below.
2019 £’000 2018 £’000
Revenue 46,706 48,666
Expenses (43,040) (43,801)
Profit/(loss) for the year 3,666 4,865
Other comprehensive Income - -
Total comprehensive income for the year 3,666 4,865
Balance sheet
Non-current assets 9,480 8,532
Current assets 10,462 9,587
Current liabilities (12,087) (10,540)
Non-current liabilities (3,682) (3,800)
Net assets at 31 December 4,173 3,779
The non-controlling interest originates from the disposal of a 37.5%
shareholding in Black Wattle Colliery (Pty) Ltd in 2010 when the total issued
share capital in Black Wattle Colliery (Pty) Ltd was increased from 136 shares
to 1,000 shares at par of R1 (South African Rand) through the following shares
issue:
- a subscription for 489 ordinary shares at par by
Bisichi Mining (Exploration) Limited increasing the number of shares held from
136 ordinary shares to a total of 625 ordinary shares;
- a subscription for 110 ordinary shares at par by
Vunani Mining (Pty) Ltd;
- a subscription for 265 “A” shares at par by
Vunani Mining (Pty) Ltd
Bisichi Mining (Exploration) Limited is a wholly owned subsidiary of Bisichi
PLC incorporated in England and Wales.
Vunani Mining (Pty) Ltd is a South African Black Economic Empowerment company
and minority shareholder in Black Wattle Colliery (Pty) Ltd.
The “A” shares rank pari passu with the ordinary shares save that they
will have no dividend rights until such time as the dividends paid by Black
Wattle Colliery (Pty) Ltd on the ordinary shares subsequent to 30 October 2008
will equate to R832,075,000.
A non-controlling interest of 15% in Black Wattle Colliery (Pty) Ltd is
recognised for all profits distributable to the 110 ordinary shares held by
Vunani Mining (Pty) Ltd from the date of issue of the shares (18 October
2010). An additional non-controlling interest will be recognised for all
profits distributable to the 265 “A” shares held by Vunani Mining (Pty)
Ltd after such time as the profits available for distribution, in Black Wattle
Colliery (Pty) Ltd, before any payment of dividends after 30 October 2008,
exceeds R832,075,000.
28. RELATED PARTY TRANSACTIONS
At 31 December During the year
Amounts owed to related party £’000 Amounts owed by related party £’000 Costs recharged (to)/by related party £’000 Cash paid (to)/by related party £’000
Related party:
London & Associated Properties PLC (note (a)) 33 - 200 (170)
West Ealing Projects Limited (note (b)) - (840) - (88)
Dragon Retail Properties Limited (note (c)) 149 - - (44)
As at 31 December 2019 182 (840) 200 (302)
London & Associated Properties PLC (note (a)) 3 - 153 (183)
West Ealing Projects Limited (note (b)) - (752) - (752)
Dragon Retail Properties Limited (note (c)) 193 - - 2,046
As at 31 December 2018 196 (752) 153 1,111
(a) London & Associated Properties PLC – London &
Associated Properties PLC (“LAP”) is a substantial shareholder and parent
company of Bisichi PLC. Property management, office premises, general
management, accounting and administration services are provided for Bisichi
PLC and its UK subsidiaries. Bisichi PLC continues to operate as a fully
independent company and currently LAP owns only 41.52% of the issued ordinary
share capital. However, LAP is deemed under IFRS 10 to have effective control
of Bisichi PLC for accounting purposes.
(b) West Ealing Projects Limited – West Ealing Projects
Limited (“West Ealing”) is an unlisted property company incorporated in
England and Wales. West Ealing is owned equally by the company and London &
Associated Properties PLC and is accounted as a joint venture and treated as a
non-current asset investment.
(c) Dragon Retail Properties Limited – (“Dragon”) is
owned equally by the company and London & Associated Properties PLC. Dragon is
accounted as a joint venture and is treated as a non-current asset investment.
Key management personnel comprise of the directors of the company who have the
authority and responsibility for planning, directing, and controlling the
activities of the company. Details of key management personnel compensation
and interest in share options are shown in the Directors’ Remuneration
Report on pages 32 and 33 under the headings Directors’ remuneration,
Pension schemes and incentives and Share option schemes which is within the
audited part of this report. The total employers’ national insurance paid in
relation to the remuneration of key management was £223,000 (2018:
£225,000). In 2012 a loan was made to one of the directors, Mr A R Heller,
for £116,000. Interest is payable on the Director’s Loan at a rate of 6.14
per cent. There is no fixed repayment date for the Director’s Loan. The loan
amount outstanding at year end was £41,000 (2018: £41,000) and no repayment
(2018: £15,000) was made during the year.
The non-controlling interest to Vunani Limited is shown in note 27. In
addition, the group holds an investment in Vunani Limited classified as
non-current available for sale investments with a fair value of £38,000
(2018: £35,000).
29. EMPLOYEES
2019 £’000 2018 £’000
Staff costs during the year were as follows:
Salaries 7,251 6,809
Social security costs 223 231
Pension costs 309 271
Share based payments - 24
7,783 7,335
2019 2018
The average weekly numbers of employees of the group during the year were as follows:
Production 204 231
Administration 15 15
219 246
30. CAPITAL COMMITMENTS
2019 £’000 2018 £’000
Commitments for capital expenditure approved and contracted for at the year end - 751
31. LEASE LIABILITIES AND FUTURE PROPERTY LEASE RENTALS
The lease liabilities are secured by the related underlying assets. The
undiscounted maturity analysis of lease payments at 31 December 2019 is as
follows:
Mining Equipment £’000 Motor Vehicles £’000 Head Lease Property £’000 2019 £’000 2018 £’000
Within one year 13 11 11 35 12
Second to fifth year 53 18 46 117 46
After five years - - 1,419 1,419 1,443
66 29 1,476 1,571 1,501
Discounting adjustment (14) (2) (1,293) (1,309) (1,316)
Present value 52 27 183 262 185
The present value of minimum lease payments at 31 December 2019 is as follows:
Mining Equipment £’000 Motor Vehicles £’000 Head Lease Property £’000 2019 £’000 2018 £’000
Within one year (Note 19) 9 10 11 30 12
Second to fifth year 43 17 36 96 37
After five years - - 136 136 136
Present value 52 27 183 262 185
With the exception of short-term leases and leases of low-value underlying
assets, each lease is reflected on the balance sheet as a right-of-use asset
and a lease liability. The Group classifies its right-of-use assets in a
consistent manner to its property, plant and equipment. Lease liabilities due
within one year are classified within trade and other payables in the balance
sheet.
The group has one lease for mining equipment in South Africa and one lease for
motor vehicles in the United Kingdom. Both leases have terms of less than 5
years are either non-cancellable or may only be cancelled by incurring a
substantive termination fee. Lease payments for mining equipment are subject
to changes in consumer price inflation in South Africa.
The group has one lease contract for an investment property. The remaining
term for the leased investment property is 130 years. The annual rent payable
is the higher of £7,500 or 6.25% of the revenue derived from the leased
assets.
The group has entered into rental leases on its investment property portfolio
consisting mainly of commercial properties. These leases have terms of between
1 and 109 years. All leases include a clause to enable upward revision of the
rental charge on an annual basis according to prevailing market conditions.
The future aggregate minimum rentals receivable under non-cancellable
operating leases are as follows:
2019 £’000 2018 £’000
Within one year 856 919
Second to fifth year 2,249 2,456
After five years 9,673 9,765
12,778 13,140
32. CONTINGENT LIABILITIES AND POST BALANCE SHEET EVENTS
Bank Guarantees
Bank guarantees have been issued by the bankers of Black Wattle Colliery (Pty)
Limited on behalf of the company to third parties. The guarantees are secured
against the assets of the company and have been issued in respect of the
following:
2019 £’000 2018 £’000
Rail siding 54 54
Rehabilitation of mining land 1,553 1,259
Water & electricity 52 52
Covid-19 Pandemic
The Group’s operations both in the United Kingdom and in South Africa have
been impacted by the by the Covid-19 pandemic. Overall the Group is expected
to be impacted in South Africa by additional health and safety measures
related to its workforce and stakeholders and risks related to business
continuity and coal price. In the UK, the Group expects there to be an impact
on retail property revenue and values.
As at 5 June 2020, the Group’s South African mining operations have remained
in operation as the entities have been classified as essential businesses. In
terms of our markets, we have seen the significant downturn in economic
activity related to the Covid-19 pandemic have an impact on overall demand for
coal in the international market. However demand for our particular coal in
the domestic market has to date remained more stable. Looking forward, the
duration and extent of the impact of the Covid-19 pandemic on our South
African operations, particularly in terms of our coal markets, remains
uncertain.
In the UK, we have seen the Covid-19 pandemic have a significant impact on
rental revenue collections from the group’s UK retail property portfolio.
Although the final impact of the pandemic on the portfolio remains uncertain,
we expect much of the portfolio to recover once tenants are allowed to fully
resume operating.
Although the final impact of Covid-19 is uncertain and an estimate of the
overall financial effect cannot be made, the Directors believe that the group
has adequate resources to continue in operational existence for the
foreseeable future and that the group is well placed to manage its business
risks.
Contingent tax liability
The interpretation of laws and regulations in South Africa where the Group
operates can be complex and can lead to challenges from or disputes with
regulatory authorities. Such situations often take significant time to
resolve. Where there is a dispute and where a reliable estimate of the
potential liability cannot be made, or where the Group, based on legal advice,
considers that it is improbable that there will be an outflow of economic
resources, no provision is recognised.
Black Wattle Colliery (Pty) Ltd is currently involved in a tax dispute in
South Africa related to VAT. The dispute arose subsequent to the year end and
is related to events which occurred during and prior to the years ended 31
December 2019. As at 5 June 2020, the Group has been advised that it has a
strong legal case, that it has complied fully with the legislation and,
therefore, no economic outflow is expected to occur. Because of the nature and
complexity of the dispute, the possible financial effect of a negative
decision cannot be measured reliably. Accordingly, no provision has been
booked at the year end. At this stage, the Group believes that the dispute
will be resolved in its favour.
Company balance sheet
at 31 December 2019
Notes 2019 £’000 2018 £’000
Fixed assets
Tangible assets 35 74 47
Investment in joint ventures 36 665 665
Other investments 36 6,643 6,391
7,382 7,103
Current assets
Debtors – amounts due within one year 37 4,237 3,028
Debtors – amounts due in more than one year 37 113 -
Bank balances 4,900 5,132
9,250 8,160
Creditors – amounts falling due within one year 38 (1,473) (1,575)
Net current assets 7,777 6,585
Total assets less current liabilities 15,159 13,688
Provision for liabilities and charges 38 (17) -
Net assets 15,142 13,688
Capital and reserves
Called up share capital 24 1,068 1,068
Share premium account 258 258
Available for sale reserve - -
Other reserves 622 622
Retained earnings 33 13,194 11,740
Shareholders’ funds 15,142 13,688
The profit for the financial year, before dividends, was £2,095,000 (2018:
profit of £2,414,000)
The company financial statements were approved and authorised for issue by the
board of directors on 5 June 2020 and signed on its behalf by:
A R Heller G J
Casey Company
Registration No. 112155
Director
Director
Company statement of changes in equity
for the year ended 31 December 2019
Share capital £’000 Share premium £’000 Available for sale reserve £’000 Other reserve £’000 Retained earnings £’000 Shareholders funds £’000
Balance at 1 January 2019 1,068 258 25 598 9,835 11,784
IFRS 9 Reclassification - - (25) - 25 -
Share option charge - - - 24 - 24
Dividend paid - - - - (534) (534)
Profit and total comprehensive income for the year - - - - 2,414 2,414
Balance at 1 January 2019 1,068 258 - 622 11,740 13,688
Dividend paid - - - - (641) (641)
Profit and total comprehensive income for the year - - - - 2,095 2,095
Balance at 31 December 2019 1,068 258 - 622 13,194 15,142
Company accounting policies
for the year ended 31 December 2019
The following are the main accounting policies of the company:
Basis of preparation
The financial statements have been prepared in accordance with Financial
Reporting Standard 100 Application of Financial Reporting Requirements and
Financial Reporting Standard 101 Reduced Disclosure Framework. The principal
accounting policies adopted in the preparation of the financial statements are
set out below.
The financial statements have been prepared on a historical cost basis, except
for the revaluation of leasehold property and certain financial instruments.
The Group has adopted the new accounting standard IFRS 16 ‘Leases’ which
became effective this year. Adoption of the new Standard had no impact on the
company’s opening balances from the prior period. Details on the group’s
implementation of the new accounting policy can be found on page 63.
Going concern
Details on the Group’s adoption of the going concern basis of accounting in
preparing the annual financial statements can be found on page 62.
Disclosure exemptions adopted
In preparing these financial statements the company has taken advantage of all
disclosure exemptions conferred by FRS 101 as well as disclosure exemptions
conferred by IFRS 2, 7, 13 and 16.
Therefore these financial statements do not include:
• certain comparative information as otherwise
required by EU endorsed IFRS;
• certain disclosures regarding the company’s
capital;
• a statement of cash flows;
• the effect of future accounting standards not yet
adopted;
• the disclosure of the remuneration of key
management personnel; and
• disclosure of related party transactions with the
company’s wholly owned subsidiaries.
In addition, and in accordance with FRS 101, further disclosure exemptions
have been adopted because equivalent disclosures are included in the
company’s Consolidated Financial Statements.
Dividends received
Dividends are credited to the profit and loss account when received.
Depreciation
Provision for depreciation on tangible fixed assets is made in equal annual
instalments to write each item off over its useful life. The rates generally
used are:
Office equipment 10 – 33 per cent
Joint ventures
Investments in joint ventures, being those entities over whose activities the
group has joint control as established by contractual agreement, are included
at cost, less impairment.
Other Investments
Investments of the company in subsidiaries are stated in the balance sheet as
fixed assets at cost less provisions for impairment.
Other investments comprising of shares in listed companies are classified at
fair value through profit and loss.
Foreign currencies
Monetary assets and liabilities expressed in foreign currencies have been
translated at the rates of exchange ruling at the balance sheet date. All
exchange differences are taken to the profit and loss account.
Financial instruments
Details on the group’s accounting policy for financial instruments can be
found on page 67.
Deferred taxation
Details on the group’s accounting policy for deferred taxation can be found
on page 69.
Leased assets and liabilities
Details on the group’s accounting policy for leased assets and liabilities
can be found on page 68.
Pensions
Details on the group’s accounting policy for pensions can be found on page
67.
Share based remuneration
Details on the group’s accounting policy for share based remuneration can be
found on page 67. Details of the share options in issue are disclosed in the
directors’ remuneration report on page 33 under the heading share option
schemes which is within the audited part of this report.
33. PROFIT & LOSS ACCOUNT
A separate profit and loss account for Bisichi PLC has not been presented as
permitted by Section 408(2) of the Companies Act 2006. The profit for the
financial year, before dividends paid, was £2,095,000 (2018: £2,414,000)
Details of share capital are set out in note 24 of the group financial
statements and details of the share options are shown in the Directors’
Remuneration Report on page 33 under the heading Share option schemes which is
within the audited part of this report and note 26 of the group financial
statements.
34. DIVIDENDS
Details on dividends can be found in note 9 in the group financial statements.
35. TANGIBLE FIXED ASSETS
Leasehold Property £’000 Motor Vehicles £’000 Office equipment £’000 Total £’000
Cost at 1 January 2019 45 - 69 114
Additions - 33 1 34
Cost at 31 December 2019 45 33 70 148
Accumulated depreciation at 1 January 2019 - - 67 67
Charge for the year - 5 2 7
Accumulated depreciation at 31 December 2019 - 5 69 74
Net book value at 31 December 2019 45 28 1 74
Net book value at 31 December 2018 45 - 2 47
Leasehold property consists of a single unit with a long leasehold tenant. The
term remaining on the lease is 40 years. Motor Vehicles comprise wholly of a
Right of Use leased asset.
36. INVESTMENTS
Joint ventures shares £’000 Shares in subsidiaries £’000 Loans £’000 Other investments £’000 Total £’000
Net book value at 1 January 2019 665 6,356 - 35 6,391
Invested during the year - - - 255 255
Exchange loss - - - - -
Repayment - - - - -
Transfer - - - - -
Unrealised deficit over cost - - - (3) (3)
Net book value at 31 December 2019 665 6,356 - 287 6,643
Investments in subsidiaries are detailed in note 15. In the opinion of the
directors the aggregate value of the investment in subsidiaries is not less
than the amount shown in these financial statements.
Other investments comprise of £287,000 (2018: £35,000) shares in listed
companies.
37. DEBTORS
2019 £’000 2018 £’000
Amounts due within one year:
Amounts due from subsidiary undertakings 3,285 2,140
Trade receivables - 6
Other debtors 79 58
Joint venture 840 752
Prepayments and accrued income 33 72
4,237 3,028
Amounts due in more than one year:
Deferred taxation 113 -
113 -
Amounts due within one year are held at amortised cost. The Group applies a
simplified approach to measure the loss allowance for trade receivables using
the lifetime expected loss provision. The group applies a general approach on
all other receivables. The general approach recognises lifetime expected
credit losses when there has been a significant increase in credit risk since
initial recognition. The company has reviewed and assessed the underlying
performance and resources of its counterparties including its subsidiary
undertakings and joint ventures.
38. CREDITORS
2019 £’000 2018 £’000
Amounts falling due within one year:
Amounts due to subsidiary undertakings - 138
Joint venture 148 192
Current taxation - -
Other taxation and social security 21 6
Other creditors 1,221 1,162
Lease Liabilities 10 -
Accruals and deferred income 73 77
1,473 1,575
Amounts falling due in more than one year:
Lease Liabilities 17 -
Lease liabilities comprise of a lease on a Motor vehicle with a remaining
lease of 2-3 years. With the exception of short-term leases and leases of
low-value underlying assets, each lease is reflected on the balance sheet as a
right-of-use asset and a lease liability.
39. PROVISIONS FOR LIABILITIES
2019 £’000 2018 £’000
Deferred taxation:
Balance at 1 January - 18
Provision - -
Transfer - (18)
- -
40. RELATED PARTY TRANSACTIONS
At 31 During the year
December
At 31 December Amounts owed by related party £’000 Costs recharged / accrued (to)/ by related party £’000 Cash paid (to)/ by related party £’000
Related party:
Black Wattle Colliery (Pty) Ltd (note (a)) (373) (1,053) 813
Ninghi Marketing Limited (note (b)) (102) - -
As at 31 December 2019 (475) (1,053) 813
Black Wattle Colliery (Pty) Ltd (note (a)) (134) (1,093) 1,125
Ninghi Marketing Limited (note (b)) (102) - -
As at 31 December 2018 (236) (1,093) 1,125
(a) Black Wattle Colliery (Pty) Ltd – Black Wattle
Colliery (Pty) Ltd is a coal mining company based in South Africa.
(b) Ninghi Marketing Limited – Ninghi Marketing Limited is
a dormant coal marketing company incorporated in England & Wales.
Black Wattle Colliery (Pty) Ltd and NInghi Marketing Limited are subsidiaries
of the company.
In addition to the above, the company has issued a company guarantee of
R20,061,917 (2018: R20,061,917) (South African Rand) to the bankers of Black
Wattle Colliery (Pty) Ltd in order to cover bank guarantees issued to third
parties in respect of the rehabilitation of mining land.
A provision of £102,000 has been raised against the amount owing by Ninghi
Marketing Limited in prior years as the company is dormant.
In 2012 a loan was made to one of the directors, Mr A R Heller, for £116,000.
Further details on the loan can be found in Note 28 of the group financial
statements.
Under FRS 101, the company has taken advantage of the exemption from
disclosing transactions with other wholly owned group companies. Details of
other related party transactions are given in note 28 of the group financial
statements.
41. EMPLOYEES
2019 £’000 2018 £’000
The average weekly numbers of employees of the company during the year were as follows:
Directors & administration 5 5
Staff costs during the year were as follows:
Salaries 1,687 1,752
Social security costs 223 231
Pension costs 37 38
Share based payments - 24
1,947 2,045
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