REG - Strategic Minerals - Results for the Year Ended 31 December 2021
10/06/2022 07:00
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RNS Number : 4002O Strategic Minerals PLC 10 June 2022
10 June 2022
STRATEGIC MINERALS PLC
("Strategic Minerals", "SML" or the "Company")
Financial Results for the Year Ended 31 December 2021
A full copy of the Company's annual report and accounts (including tables
and/or diagrams referred to in this release) is available through the Investor
Centre of the Company's website:
(https://www.strategicminerals.net/investors/reports-and-circulars.html
(https://www.strategicminerals.net/investors/reports-and-circulars.html) ).
Copies of the Annual Report and accounts for the year ended 31 December 2021,
will be posted today to shareholders who have elected to receive a hard copy.
The Annual General Meeting is to be held on Wednesday, 6(th) of July 2022 at
the Yellow Boardroom, Remark Events, 18 Leather Lane, London EC1N 7SU at 10:30
a.m.
Financial Highlights
· 2021 Group before tax profit was $0.257m (2020 $0.450m)
· Net Cash generated from operating activities for 2021 was $0.610m
(2020 $0.929m).
· The Company's wholly owned subsidiary, Southern Minerals Group
("SMG"), received a $0.050m Covid-19 government grant during the year (2020:
$0.046m) which was used to partially offset direct payroll costs.
· During 2021, a capital raise was undertaken in October 2021 which
produced $0.523m (2020: $2.256m), net of transaction costs The raise was
predominately to assist with costs associated with the protracted Leigh Creek
Copper Mine PEPR and to assist in working capital requirements associated with
the Deep Digital Cornwall project.
· Unrestricted cash position of the Group on 31 December 2021 was
$0.611m (2020: $0.833m).
Operational Highlights
· Sales at Cobre were maintained during the first three quarters
but dipped in the final quarter as our largest client reduced their demand to
around 25% of previous levels. Despite this drop in demand, Cobre still
produced respectable annual sales of $2.611m (2020: $3.025m). In February
2022, the largest client increased their demand to previous levels, and it is
believed the fall in demand reflected a running down of the magnetite
stockpile they had built up at their plant.
· Access to the Cobre magnetite stockpile was rolled over for the
ninth time in 2021. In 2022, after rolling over for a 10(th) year, management,
after many years of consultation, has been able to secure a longer-term access
to the stockpile with it now being extended until 31 March 2027.
· Throughout 2021, SMG, and the Company's Managing Director,
continued to liaise with the receiver for CV Investments LLC ("CVI") in
relation to its substantial arbitrated award against CVI. The receiver appears
to have made strong progress in identifying and realising on assets within the
CVI group and called for a final submission of claims in April 2022. This
suggests a conclusion to this matter although, the Board continues to take a
precautionary view in relation to the timing and amount that may ultimately be
received, thus no amounts in relation to the arbitrated award have been
recognised.
· In July 2021, the South Australian government issued LCCM a
conditional Program for Environment Protection and Rehabilitation ("PEPR") for
copper oxide operations at the Mountain of Light plant at Leigh Creek,
accessing the resources at the Paltridge North location. LCCM, and its
consultants, addressed these conditions and, in early January 2022, submitted
responses to the conditions in expectation that all conditions can be met and
operations, subject to financing, can be re-commenced in 2022.
· Upon an unconditional clearance of the PEPR for the oxide portion
of material from the Paltridge North deposit, a new "cloned" PEPR will be
submitted for the mining of the transitional copper sulphide material expected
to be encountered towards the bottom end of the Paltridge North open pit. It
is not expected that the clearance of this PEPR will hold up current expected
mining arrangements as it not expected that the transitional material will be
encountered for at least a year. This material represents approximately one
third of expected copper sales from Paltridge North.
· Cornwall Resources Limited ("CRL") commenced work on the Deep
Digital Cornwall project, led by the University of Exeter's Camborne School of
Mines, in which CRL and Cornish Lithium are delivery partners. Funding of the
bulk of the work is being provided by the European Regional Development Fund,
through HM Ministry of Housing, Communities and Local Government. Timing of
these claim receipts have initially taken longer than anticipated and required
the Company to provide larger than expected working capital.
The Company's strategy to focus on metals and minerals likely to benefit from
expected supply and demand imbalances has been validated in both 2021 and
early 2022 as commodity prices, especially for copper and tin, show strong
growth and have market analysts predicting even stronger future price growth.
For further information, please contact:
Strategic Minerals plc +61 (0) 414 727 965
John Peters
Managing Director
Website: www.strategicminerals.net (http://www.strategicminerals.net/)
Email: info@strategicminerals.net (mailto:info@strategicminerals.net)
Follow Strategic Minerals on:
Vox Markets: https://www.voxmarkets.co.uk/company/SML/
(https://www.voxmarkets.co.uk/company/SML/)
Twitter: @SML_Minerals (https://twitter.com/SML_Minerals)
LinkedIn: https://www.linkedin.com/company/strategic-minerals-plc
(https://www.linkedin.com/company/strategic-minerals-plc)
SP Angel Corporate Finance LLP
+44 (0) 20 3470 0470
Nominated Adviser and Broker
Matthew Johnson
Ewan Leggat
Charlie Bouverat
Notes to Editors
Strategic Minerals plc is an AIM-quoted, profitable operating minerals company
actively developing projects tailored to materials expected to benefit from
strong demand in the future. It has an operation in the United States of
America along with development projects in the UK and Australia. The Company
is focused on utilising its operating cash flows, along with capital raisings,
to develop high quality projects aimed at supplying the metals and minerals
likely to be highly demanded in the future.
In September 2011, Strategic Minerals acquired the distribution rights to the
Cobre magnetite tailings dam project in New Mexico, USA, a cash-generating
asset, which it brought into production in 2012 and which continues to provide
a revenue stream for the Company. This operating revenue stream is utilised to
cover company overheads and invest in development projects aimed at supplying
the metals and minerals likely to be highly demanded in the future.
In May 2016, the Company entered into an agreement with New Age Exploration
Limited and, in February 2017, acquired 50% of the Redmoor Tin/Tungsten
project in Cornwall, UK. The bulk of the funds from the Company's investment
were utilised to complete a drilling programme that year. The drilling
programme resulted in a significant upgrade of the resource. This was followed
in 2018 with a 12-hole 2018 drilling programme has now been completed and the
resource update that resulted was announced in February 2019. In March 2019,
the Company entered into arrangements to acquire the balance of the Redmoor
Tin/Tungsten project which was settled on 24 July 2019 by way of a vendor loan
which was fully repaid on 26 June 2020.
In March 2018, the Company completed the acquisition of the Leigh Creek Copper
Mine situated in the copper rich belt of South Australia and brought the
project temporarily into production in April 2019. In July 2021, the project
was granted a conditional approval by the South Australian Government for a
Program for Environmental Protection and Rehabilitation (PEPR) in relation to
mining of its Paltridge North deposit and processing at the Mountain of Light
installation. In early January 2022, an updated PEPR, addressing the
conditions associated with the July 2021 approval, was lodged.
FORWARD-LOOKING STATEMENT
This Report and Financial Statements for the year ended 31 December 2021
("Annual Report") contains 'forward-looking information', which may include,
but is not limited to, statements with respect to the future financial and
operating performance of Strategic Minerals Plc, its subsidiaries, production
and exploration operations and affiliated companies, the future price of
magnetite/iron ore, the estimation of mineral resources, the realisation of
mineral resource estimates, costs of production, capital and exploration
expenditures, costs and timing of the development of new deposits, costs and
timing of the development of new mines, costs and timing of future
exploration, requirements for additional capital, governmental regulation of
mining operations and exploration operations, stockpile and tailings dam
operations, timing and receipt of approvals, licenses, permits, conversions
and ongoing approvals to operate exploration activities, stockpile and
tailings dam operations under the United States of America, Australia and
other applicable mineral legislation and environmental legislation,
environmental risks, title disputes or claims, limitations of insurance
coverage and the timing and possible outcome of pending litigation and
regulatory matters.
Often, but not always, forward-looking statements can be identified by the use
of words such as 'plans', 'expects', 'is expected', 'budget', 'scheduled',
'estimates', 'forecasts', 'intends', 'anticipates' or 'believes', or
variations (including negative variations) of such words and phrases, or state
that certain actions, events or results 'may', 'could', 'would', 'might' or
'will' be taken, occur or be achieved. Forward- looking statements involve
known and unknown risks, uncertainties and other factors which may cause the
actual results, performance, or achievements of Strategic Minerals Plc and/or
its subsidiaries, investment assets and/or its affiliated companies to be
materially different from any future results, performance or achievements
expressed or implied by the forward-looking statements.
Such factors include, among others, general business, economic, competitive,
political and social uncertainties; the actual results of current exploration
activities; stockpile processing/tailings dam operations; conclusions of
economic evaluations and studies; fluctuations in the value of UK pounds
sterling relative to the United States Dollar, Australian Dollar and other
foreign currencies; changes in project parameters as plans continue to be
refined; future prices of magnetite/iron ore; possible variations of ore grade
or recovery rates; failure of plant, logistics providers, equipment or
processes to operate as anticipated; accidents, labour disputes and other
risks of the mining industry; political instability, insurrection or war; the
effect of illness on labour force availability and turnover; delays in
obtaining governmental approvals or financing or in the completion of
development or construction activities. Although Strategic Minerals Plc has
attempted to identify important factors that could cause actual actions,
events or results to differ materially from those described in forward-looking
statements, there may well be other factors that cause actions, events or
results to differ from those currently anticipated, estimated or intended.
Forward-looking statements contained herein are made as of the date of this
Annual Report and Strategic Minerals Plc disclaims any obligation to update
any forward-looking statements, whether as a result of new information, future
events, or results or otherwise. There can be no assurance that
forward-looking statements will prove to be accurate, as actual results and
future events could differ materially from those anticipated in such
statements. Accordingly, readers should not place undue reliance on
forward-looking statements due to the inherent uncertainty therein.
CHAIRMAN'S REPORT
FOR THE YEAR ENDED 31 DECEMBER 2021
I am pleased to present Strategic Minerals Plc's Annual Report for the year
ended 31 December 2021.
Despite a difficult year and a drop in sales in the December quarter, the
Group maintained an after-tax profit of $0.156m (2020: $0.214m).
The Group had unrestricted cash of $0.611m as of 31 December 2021 (2020:
$0.833m).
The Board and Management have set the Company on a strategic path reflecting
both the expected relative performance of different metal ores and the limited
size of the Company's balance sheet. Implementation of the strategy commenced
in 2016 when the Company invested into the Redmoor Tin and Tungsten project
("Redmoor") as it considered the long-term demand and supply outlook for tin
and tungsten compelling. Initially, the Company owned 50% of Cornwall
Resources Limited (CRL), the holder of the Redmoor asset, and, subsequently,
moved to full ownership of CRL (March 2019).
The attraction to tin and tungsten reflected the key role these metals were
expected to play in the electrification of transport vehicles, advanced
robotics, renewable energy and advanced computation & IT. With
restrictions on existing tin production in Myanmar and Indonesia, coupled with
continued strong demand for electronics, the price of tin has risen materially
beyond the Board's initial expectations of US $33,000 per tonne:
(Diagram to be found on the Company's website at
https://www.strategicminerals.net/investors/reports-and-circulars.html
(https://www.strategicminerals.net/investors/reports-and-circulars.html) )
Currently, market sentiment is very bullish on the future of tin prices with
some forecasting prices of between US $50,000 and $80,000 per tonne.
Whilst tungsten's price has not appreciated as spectacularly as tin as yet,
there has a been a steady growth in prices and it is considered that this will
continue in the future. Irrespective, the current tungsten price is already
above the forecast prices used by the Board when considering the acquisition
of the balance of the Redmoor project.
(Diagram to be found on the Company's website at
https://www.strategicminerals.net/investors/reports-and-circulars.html
(https://www.strategicminerals.net/investors/reports-and-circulars.html) )
In 2017, at a time when the Company was enjoying significantly higher Cobre
revenues, the Board, whilst recognising the longer-term intrinsic value of
Redmoor, felt that the Company would strategically benefit from the
development of a second near-term cash generating project, bridging the gap
between its operating asset and the delivery of Redmoor. The Board's analysis
of the market indicated that copper, in particular, appeared to present the
best long-term demand and supply characteristics the Board's strategy revolved
around. In line with this focus, the Company began negotiations for the
acquisition of a suitably sized copper project likely to generate a second,
near-term income stream. Ultimately, this led to the Company, in 2018,
acquiring Leigh Creek Copper Mine Pty Ltd ("LCCM"). This has strategically set
the Company up as follows:
(Diagram to be found on the Company's website at
https://www.strategicminerals.net/investors/reports-and-circulars.html
(https://www.strategicminerals.net/investors/reports-and-circulars.html) )
The identification of an exposure to copper has proven timely with prices
having moved further than predicted at the time when LCCM was acquired. There
is not expected to be a retraction in pricing with Goldman Sachs metals
strategist Nicholas Snowdon recently calling a US$15,000 a ton copper price in
2025 on the basis that "We are in a supercharged, synchronised global demand
surge. Chinese demand remains very strong, growing at 4% this year,
underpinned by strength in infrastructure investment, strong completion phase
in the property sector, and also strong recovery in consumer led sectors."
(Diagram to be found on the Company's website at
https://www.strategicminerals.net/investors/reports-and-circulars.html
(https://www.strategicminerals.net/investors/reports-and-circulars.html) )
The Global Pandemic contributed to making both 2020 and 2021 difficult years,
especially in relation to project development. As previously reported, the
Company has modified its operating procedures to ensure the protection of all
stakeholders (employees, Directors, clients, local communities). Through
adaption of contactless operating procedures at the Cobre magnetite stockpile,
the Company's wholly owned subsidiary, Southern Minerals Group ("SMG"), was
able to maintain continuous contactless operations throughout the pandemic.
The close working relationship, and the commitment to the highest levels of
safety in operations, has, subsequent to balance date, led to SMG securing
access to the Cobre magnetite stockpile until 31 March 2027.
During 2021, SMG continued to work with the court appointed receiver for CV
Investments LLC ("CVI") in relation to SMG's arbitrated US$21.9m claim against
CVI, for their unfulfilled sales contract. This year has seen the receiver
undertake substantial enquiries and legal actions to secure assets and, post
balance date, has had court approval for nominating 25 April 2022 as the Bar
Date, by which all claims must be registered. This would seem to indicate that
a distribution from the receivership can be expected sometime in 2022,
although no certainty can be associated with either the amount or the timing
of any payment to SMG.
In July 2021, LCCM received a conditional Program for Environmental and
Protection and Rehabilitation ("PEPR") approval for planned extraction of
copper oxide from its Paltridge North deposit to be processed at the Mountain
of Light plant, Leigh Creek. While it is not thought that any conditions are
likely to jeopardise the project's commercial viability, a significant amount
of work was still needed to be undertaken on water, heritage and dust control.
In early January 2022, LCCM submitted replies on the conditions to the South
Australian Department of Energy and Mining ("DEM"). At the time of this
report, a reply from the DEM is expected imminently and the Company considers
that, subject to securing finance, operations at LCCM will re-commence in
2022. It should be noted that a "cloned" PEPR will need to be supplied to
allow mining of transitional material at the base of the proposed Paltridge
North open pit. This PEPR is expected to be submitted shortly after the
initial PEPR is signed off as unconditional and the second PEPR's approval is
expected to be provided before reaching this part of the planned pit
(approximately one year after commencement). These ores are projected to
represent approximately one third of copper sales from Paltridge North. A
subsequent PEPR will be required in the future for proposed mining of the
Lynda/Lorna Doone holdings and the cost and timing of this PEPR have been
incorporated into the Company's financial modelling of the project.
The Company has continued to market both Redmoor and LCCM at an asset level
and has utilised external consultants to attempt to locate suitable
investment/operating partners. This process remains ongoing, and Management
and the Board continue to follow up on and develop discussions with a number
of entities. These discussions have been accelerating as we approach an
unconditional PEPR at LCCM and prepare to drill again at Redmoor. This
interest reflects the market's growing realisation that the Company has good
and appreciating assets
The Cornish mining area saw a spotlight shone upon it during the 2021 year
with the UK listing of Cornish Metals and the AIM IPO of Tungsten West. Both
proved to be successful and highlighted the potential of mineral resources in
the Southwest of the UK. CRL is considered to hold a significant asset in this
regional play and its recent extension of arrangements provides the time to
develop this fully to the best benefit of shareholders. At a time when
market analysts are highlighting expected future tin supply shortages, it is
reassuring that the global significance of the deposit at Redmoor (inferred
resource of 11.7mt at a tin equivalent (SnEq) of 1.17%) is starting to be
understood as shown in the following chart.
(Diagram to be found on the Company's website at
https://www.strategicminerals.net/investors/reports-and-circulars.html
(https://www.strategicminerals.net/investors/reports-and-circulars.html) )
The Board's first priority continues to be the safety and health of our teams
and the continued resilience of the Group's operations. Despite challenges,
our Cobre operations remain strong, with no impact from the change of
Government in the US. The Company believes that, subject to finance, it is in
a position to move forward with operations at LCCM and, subsequently, further
exploration and development of Redmoor. As confidence returns to the commodity
markets, the underlying valuation of the Company's assets continue to build
and remain strong. The continued cashflow from our Cobre asset, extension of
Cobre access until 2027 and the developed nature of our projects, places the
Company in a solid position to benefit from improved international commodity
prices.
I consider that the commencement of a second income stream will see a
significant improvement in the market's perception of the value of the Company
and I look forward to working with my fellow Directors and the staff of the
Company to ensure that the 2022 financial year delivers.
Finally, I would like to acknowledge the support of our shareholders,
suppliers and other stakeholders and I look forward to your continued support
during 2022 and beyond.
Alan Broome AM
Chairman
06 June 2022
STRATEGIC MINERALS PLC
STRATEGIC REPORT
FOR THE YEAR ENDED 31 DECEMBER 2021
The Directors of the Company and its subsidiaries (which together comprise the
Group) present their Strategic Report on the Group for the year ended 31
December 2021.
Financial Performance
The Company and the Group's reporting currency is US dollars reflecting that,
previously, the Group's revenues, expenses, assets and liabilities were
predominately in US currency and, currently, the bulk of revenues continue to
be sourced in US dollars.
The Group recorded a profit before tax of $0.257m (2020: $0.450m) despite a
dip in Cobre magnetite sales in the last quarter.
Throughout 2021, despite changes in the market environment from the global
pandemic, the Company was able to continue Cobre operations, largely without
impact. During 2021, the Company's wholly owned subsidiary, Southern Minerals
Group ("SMG") received a $0.050m non-refundable Covid 19 related US government
grant (2020: $0.046m) to assist with payroll expenses. See Note 6 for further
information in relation to this grant.
The Board continued to maintain tight discipline on Group overheads with 2021
seeing another 7% reduction ($0.127m) to $1.745m compared to $1.872m in 2020.
The Board and management continue their policy to ensure overheads and
administration costs are appropriately in line with cash flows from
operations. These group overheads reflected both reduced remuneration and
reduced activity associated with the global pandemic.
SMG incurred a tax expense of $0.101m (2020: $0.236m) for the year. The lower
level of taxation in 2021 reflected SMG's capacity to write off, for tax
purposes, its acquisition of a new loader purchased during the year. However,
the remainder of the Group continues to generate tax losses.
With the extremes of the pandemic behind it and repayment of the CRL
acquisition debt made, the Company invested more heavily in moving both the
Leigh Creek Copper Mine and Redmoor Tin and Tungsten projects forward. In
2021, the Company invested $1.152m in such activities (2020: $0.558m).
In order to finance the development of the Company's projects, and to assist
in working capital requirements associated with the Company's involvement in
the Deep Digital Cornwall programme, the Company undertook an equity raise in
October 2021, which netted $0.523m after fees.
Cash at the end of the year was $0.611m (2020: $0.833m).
PROJECT REVIEW AND ACTIVITIES
Cobre Performance
In 2021, Cobre sales dipped in the final quarter and, subsequently, recovered
from February 2022. Despite this, 2021 continued to be a profitable year for
domestic sales with a total of 42,637 short wet tons of magnetite being sold
which resulted in gross sales of $2.611m compared to 2020 when 51,518 short
wet tons were sold for $3.025m.
With the continuation of the global pandemic, contactless operating practices
at Cobre were maintained further reflecting the excellent efforts of the SMG
team in maintaining operations, and cashflow, during this critical period in
the Company's history. Close monitoring of operations continues to ensure
adequate service to customers and safe operating conditions.
During the year, SMG completed the acquisition of a new loader and following
is a photo of the loader and the SMG team taken by Clovis Hooper, the
President of SMG.
(Diagram to be found on the Company's website at
https://www.strategicminerals.net/investors/reports-and-circulars.html
(https://www.strategicminerals.net/investors/reports-and-circulars.html) )
The Receiver for CV Investments LLC, appointed by the US Securities and
Exchange Commission, undertook extensive enquiries and legal action throughout
the year and has identified more than US $8m in fungible assets. As a result
of these efforts, the Receiver approached the court to establish a Bar Date of
25 April 2022 for claims to be finalised. It is expected, this is a precursor
to the Receiver making a distribution to claimants in 2022. However, the
Receiver has not, yet, confirmed how they will treat SMG's arbitrated claim
for US $21.9m with respect to both quantum and ranking. Accordingly, the
Company has made no allowance for such income in the 2021 accounts or in its
2022 cash flow forecast.
For several years, Clovis Hooper, the President of SMG, and John Peters, the
Managing Director of Strategic Minerals plc, have sought to secure extended
access to the Cobre magnetite stockpile beyond an annual roll over. In March
2022, Mr Hooper's and Mr Peters' efforts were finally rewarded with the mine
owner granting exclusive access to SMG until March 2027. The Company has
sought this for some time as it assists in the Company's continuity of
business and provides a framework in which SMG can guarantee multi-year
resource supply. It is considered this enhances the potential to increase
sales at Cobre.
SMG continues to have an exemplary safety record and has developed an enviable
culture that reinforces the highest of safety standards.
Leigh Creek Copper Mine Pty Ltd ("LCCM")
In 2017, the Company identified a need for a second near-term income stream.
In line with its strategy to seek out projects that were exposed to minerals
and metals believed to benefit from perceived demand and supply imbalances,
the Company identified the LCCM project, a historically mined copper oxide
deposit. Since acquiring the project in 2018, the Company has invested in a
temporary restart of operations to test existing operating capacity and in
preparing and submitting a Programme for Environmental Protection and
Rehabilitation ("PEPR") in relation to its Paltridge North deposit.
During this year, LCCM obtained a conditional copper oxide PEPR approval.
Since this time, the Company has sought to address the conditions attached to
the copper oxide PEPR expecting a full restart in 2022, subject to finance.
Upon unconditional sign off of the current PEPR, a new "cloned" PEPR will be
sought to encompass transitional sulphide ores expected at the base of the
Paltridge North open pit. These represent about a third of the copper expected
to be sold at Paltridge North and it is not expected to be encountered for
more than one year. A further PEPR will be required for the proposed future
mining of the Lynda/Lorna Doone deposits and work on this is expected to be
undertaken during the mining and processing of ore from Paltridge North. The
cost and expected timing of these have been incorporated into the Company's
financial modelling of the project.
LCCM has three approved Mining Leases that cover a number of copper oxide
deposits, including Lorna Doone, Lynda, Mountain of Light (Rosmann East and
Paltridge North) and the Mount Coffin deposit. All the Mineral Resources are
contained within the Mining Leases. They contain a JORC 2012 total resource of
3.61mt @ 0.69% copper for 24,900 of copper metal forms the base of the project
and includes the following Resource category breakdown.
Inferred Indicated Total Resource
Deposit Tonnes Copper Grade Tonnes Copper Grade Tonnes Copper Grade Copper Metal (tonnes)
Paltridge North 41,000 0.49% 879,000 0.82% 920,000 0.81% 7,400
Lynda - - 1,349,000 0.65% 1,349,000 0.65% 8,800
Lorna Doone 66,000 0.68% 1,280,000 0.65% 1,346,000 0.65% 8,700
Total 107,000 0.61% 3,508,000 0.69% 3,615,000 0.69% 24,900
An existing heap leach and Kennecott cone-based copper processing facility is
located at the Mountain of Light deposit (adjacent to Rosmann East and nearby
Paltridge North) and was successfully operated for a short period in 2019 to
test its capacity to resume full time operations.
(Diagram to be found on the Company's website at
https://www.strategicminerals.net/investors/reports-and-circulars.html
(https://www.strategicminerals.net/investors/reports-and-circulars.html) )
The region around the LCCM project has excellent infrastructure with a modern
town (Leigh Creek), sealed airstrip, sealed and all-weather roads, power and
water utilities.
(Diagram to be found on the Company's website at
https://www.strategicminerals.net/investors/reports-and-circulars.html
(https://www.strategicminerals.net/investors/reports-and-circulars.html) )
In addition to the Mining Leases, two approved Exploration Leases, covering an
area of 686km² in the northern Flinders Ranges, are included in the project.
These provide excellent opportunities for exploration of new copper oxide
resources.
The underlying demand and supply factors for copper, that formed the
cornerstone of the Board's decision to invest in LCCM, began to be widely
recognised in the market during 2021. This was reflected in the average copper
price in 2021 increasing 27%. Given that the acquisition of LCCM was based on
a copper price of USD $3-00 lb, the current copper price of over USD $4-00 lb
has significantly improved the underlying valuation of LCCM as detailed in the
Company's RNS of 9 November 2020.
The Board continues to consider that the Company's share price does not fully
reflect its underlying asset values. Accordingly, in order to progress the
Leigh Creek Copper Mine project, funding at the asset level is being sought.
In 2022, the Company plans to work on receiving an unconditional PEPR for the
Paltridge North oxides, submit a PEPR for the Paltridge North transitional
sulphide ores, secure external funding/joint venturing of the project and
re-commence production at Paltridge North.
Cornwall Resources Limited - Redmoor Tin and Tungsten Project
After having become a 50% owner in the Redmoor Tin and Tungsten Project in
2016, SML moved to full control of Cornwall Resources Limited ("CRL"), the
holder of Project, in 2019. The move to acquire the balance of CRL was based
on the Board's perception of the value of the acquisition and its concern that
the then current joint venture partner would not have the resources to
continue forward movement with the project in a timely manner.
(Diagram to be found on the Company's website at
https://www.strategicminerals.net/investors/reports-and-circulars.html
(https://www.strategicminerals.net/investors/reports-and-circulars.html) )
This 2019 resource update demonstrated that the overall JORC (2012) inferred
resource had increased from the previously assessed 4.5m tonnes at a tin
equivalent ("SnEq") of 1.00% to 11.7m tonnes at 1.17% SnEq. The result was a
200% increase in contained metal, 160% in resource tonnes and a 0.17% rise in
the tin equivalent grade.
Not only has the resource been significantly expanded but, as shown in the
diagram following, the mineralisation has been discovered in discrete
locations giving rise to the ability to tailor mining and processing to
preferred mineralisation at the time of extraction.
(Diagram to be found on the Company's website at
https://www.strategicminerals.net/investors/reports-and-circulars.html
(https://www.strategicminerals.net/investors/reports-and-circulars.html) )
During 2021, CRL concentrated on the role it played in the Deep Digital
Cornwall ("DDC") programme undertaken by Cambourne School of Mines. In this
programme, the Redmoor exploration licence area was, and currently continues
to, be used as a field laboratory for collection of geochemical and
geophysical data, which also provided CRL with information relevant to a
number of new prospects within its Mineral Rights. This work was largely (80%)
funded by a grant, although timing of payment claims has impacted working
capital.
Prior to commencing the DDC work, an initial historic review of parts of CRL's
mineral resource area identified multiple prospective targets for tin and
copper to the west of the Redmoor deposit (shown in the following map as
Target Tip Valley). This included historic drill intercepts report up to 1.26%
tin over 2.55 m in core, and 0.23% tin in percussion samples.
[Diagram to be found on the Company's website at
https://www.strategicminerals.net/investors/reports-and-circulars.html
(https://www.strategicminerals.net/investors/reports-and-circulars.html) ]
In February 2021, CRL commenced a trenching and auger exploration programme
aimed at testing the area to the west of its existing drilled resource. The
sampling of material from this programme was undertaken in three stages;
1) 10m spaced auger sampling (117 samples).
2) Excavation of three trenches, which were then channel sampled
and analysed (84 samples).
3) Additional 1m spaced auger sampling, where topographic
constraints meant that safe access for mechanical excavation of trenches was
not possible (81 samples).
Three of the anomalies identified by the auger sampling were followed up by
the excavation of three trenches, totalling 169m in length, to a depth of 1m.
CRL's geologists sampled the trench wall material as channel samples,
typically as 2m intervals. Samples were analysed by ALS Loughrea using method
ME-MS89L.
A 20m wide zone, that includes values significantly anomalous for tin, was
identified in trench CRT01. This zone is shown, as 2m sample intervals, in the
following table.
Trench Sample no. From (m) To (m) Interval (m) Sn % Cu % W %
CRT01 CRL004411 4.00 6.00 2.00 0.17 0.01 0.00
CRT01 CRL004410 6.00 8.00 2.00 0.03 0.01 0.00
CRT01 CRL004409 8.00 10.00 2.00 0.38 0.01 0.00
CRT01 CRL004408 10.00 12.00 2.00 0.01 0.01 0.00
CRT01 CRL004407 12.00 14.00 2.00 0.03 0.01 0.00
CRT01 CRL004406 14.00 16.00 2.00 0.02 0.01 0.00
CRT01 CRL004405 16.00 18.00 2.00 0.02 0.01 0.00
CRT01 CRL004404 18.00 20.00 2.00 0.27 0.01 0.00
CRT01 CRL004403 20.00 22.00 2.00 0.37 0.01 0.00
CRT01 CRL004402 22.00 24.00 2.00 0.06 0.01 0.00
The other two trenches, CRT02 and CRT03, did not show significant tin, copper,
or tungsten grades; however anomalous levels of pathfinder elements were seen,
which may indicate the presence of a mineralising system.
Close-spaced auger sampling was undertaken to test the fourth auger anomaly.
This target could not be tested by mechanical backhoe due to steep topography
associated with its location on the edge of the Target Tip Valley. CRL
believes this area represents an extension of the sheeted vein system that
hosts the resource at Redmoor.
Auger samples were taken at a 1m spacing from an average depth of 50cm using a
Stihl powered auger. These samples identified unexpectedly high tin grades,
and local elevated tungsten values. The work identified a widespread
anomalous level of tin across the north flank of the Target Tip Valley,
defining a 60m long anomaly greater than 1,000 ppm (0.1%) tin, and with peak
value of 0.87% tin. Tungsten featured a peak value of 0.20%. These results are
shown in the following table:
Traverse Sample no. East North RL m Sn % Cu % W %
Traverse 1 CRL003731 234883.61 70618.87 113.26 0.35 0.03 0.04
Traverse 1 CRL003732 234883.15 70619.68 113.49 0.56 0.05 0.06
Traverse 1 CRL003733 234882.75 70620.45 113.78 0.87 0.05 0.08
Traverse 1 CRL003734 234882.38 70621.33 114.10 0.70 0.05 0.06
Traverse 1 CRL003735 234881.95 70622.21 114.45 0.44 0.05 0.20
The high tin levels identified were followed up by hand-pitting. Two sites
with peak values were excavated, to verify the soil profile and seek any
evidence of disturbed ground or surface contamination. CRL's geologists
observed the presence of decomposed shale, believed in-situ, with blocky
vein-style quartz fragments containing clasts of wall-rock, in the pit base.
Strike extensions from this location align with a man-made cutting in the
hillside, interpreted by CRL as past small-scale open-cut mining.
Following on from the close-spaced auger sampling, CRL conducted a short
program of hand-excavated pits to verify the geology ahead of potential future
drilling. Two pits were excavated, and both were channel sampled. Hand pitting
was utilised due to steep terrain. Four samples were taken which
were analysed by ALS Laboratories Loughrea using method ME-MS89L.
Pit Sample no. From (m) To (m) Interval (m) Sn % Cu % W %
CRT04 CRL003618 0.00 1.00 1.00 0.68 0.03 0.05
CRT04 CRL003619 1.00 2.00 1.00 0.27 0.06 0.03
CRT04 CRL003620 2.00 2.60 0.60 0.43 0.04 0.04
CRT05 CRL003621 0.00 1.00 1.00 0.17 0.04 0.01
The pits contain decomposed shale, with blocky vein-style quartz fragments
containing clasts of wall-rock, in the pit base. The results above confirm the
presence of in-situ mineralisation, which is considered by CRL to constitute a
strong tin exploration target. The CRT04 result with a 2.6m interval averaging
0.46% tin, 0.04% copper and 0.04% tungsten, is a clear example of
mineralisation near-surface.
On the back of this work, CRL has submitted an application for a General
Permitted Development Order ("GPDO") planning authorization from Cornwall
Council for a potential drill programme at Redmoor, to the west of the current
resource. This is aimed at identifying near surface tin and to test this
highly prospective target's depth. Exploration of this tin target and adjacent
areas, is intended to verify the projected westward continuation of the
Redmoor Sheeted Vein System (SVS) orebody. If confirmed, this has the
potential to significantly increase the proportion of tin, and total tonnage
of a future resource. The proximity of the exploration area to surface is
likely to further enhance project economics.
While Management and the Board recognised, early, the strategic importance of
the Cornish mining area, it was during 2021 that the UK listing of Cornish
Metals and the AIM IPO of Tungsten West highlighted to the market the region's
potential. The success of both listings and increased government focus on
critical minerals, such as tin and tungsten, highlighted the potential of
mineral resources in the South West of the UK.
The Board and Management considers that CRL holds a significant asset at a
time when the regional potential of the area and its recent extension of the
exploration licence, until 2037, provides the time to develop this fully to
the best benefit of shareholders.
Increases in commodity prices, notably tin and copper, have impacted very
positively on the economics of the Redmoor project. This, combined with the
world class standing of the Redmoor deposit, augurs well for valuation in the
future. In the Company's last Redmoor scoping study report, October 2020,
commodity prices used were Tin $22,000 a ton (currently $43,000 a tonne),
Tungsten $30,000 a ton (currently $33,000 MTU) and Copper $3.18 lb (currently
$4.73). Accordingly, internal analysis shows a significant increase upon the
previously reported after tax NPV @ 8% of $91m and the IRR of 23.4%.
As the Board considers that the Company's market share price is greatly
undervalued, they are seeking a joint venture partner to progress the Redmoor
project.
In 2022, the Company anticipates completing the Deep Digital Cornwall work,
undertaking further drilling at Redmoor, to test the western extension/near
surface tin identified in the trenching and augur work conducted in 2021. At
the same time, the Company will continue discussions with third parties about
involvement in the development of Redmoor.
Central Australia Rare Earth Pty Ltd ("CARE") Tenements
During 2021, the Company has released all its CARE tenements back to the
Western Australian State government.
Safety
The Company is pleased to report that, during 2021, there were no safety
incidents (2020: nil) across its operations in United States, England, and
Australia.
Board and Management Changes
There has been no change to the composition of the Board during 2021 and the
current Board does not currently envisage a need for change. Management
changes have been made in line with normal operations although all such
changes are based around consultancy, rather than direct employment contracts.
Key Risks and Uncertainties
The management of the business and the execution of the Group's strategy are
subject to a number of risks. Strategic Minerals regularly reviews the
principal risks that face the business and assesses appropriate responses to
mitigate and, where possible, eliminate potential adverse impact. There is the
possibility that if more than one event occurs, that the overall effect of
such events would compound the possible adverse effects on the Group.
Our principal risks and uncertainties are as follows:
Commodity prices and currency risk
Although the Group's main income stream at Cobre is focused on localised
markets, which minimises the impact of global commodity prices, the value of
its development projects is subject to changes in global commodity prices.
Fluctuations in commodity markets are affected by numerous factors beyond the
Group's control, including global demand and supply, international economic
trends, currency exchange fluctuations, expectations for inflation,
speculative activity, consumption patterns and global or regional political
events. In addition, the COVID-19 pandemic has increased price volatility. The
aggregate effect of these factors is impossible to predict. Fluctuations in
commodity prices, over the long term, may adversely impact the returns of the
Group's investments. The Group monitors commodity prices and structures its
portfolio of assets with commodities that are likely to appreciate in the
medium to long term. During early 2020, the onslaught of the COVID-19 pandemic
saw commodity prices hit hard, although its impact on the valuation of
projects was partly offset by associated currency movements. Since this time,
commodity prices associated with our major development assets have rebounded
and are now significantly higher than prior to the commencement of the
pandemic.
The Group reports its results in US Dollars, whilst the functional currency of
the parent company from which the Group derives the majority of its funding is
Pound Sterling. This may result in additions to the Group's reported costs.
Fluctuations in exchange rates between currencies in which the Group invest,
reports, or derives income may cause fluctuations in its financial results
that are not necessarily related to the Group's underlying operations. The
Group converts funds to a currency in which funds will be utilised on an as
needed basis. The COVID-19 pandemic has seen greater volatility in exchange
rates, but these have now reverted to levels used in the Company's financial
evaluations.
Funding risk
Strategic Minerals needs funds, both to manage its working capital
requirements and fund new and existing projects, as the Company seeks to grow.
If the Company is not able to obtain sufficient financial resources, it may
not be able to develop new and existing projects. There can be no assurance
that such funds will continue to be available on reasonable terms, or at all
in the future. The Directors regularly review cash flow expenditure
requirements and the cash flow generated from its Cobre operation to ensure
the Group can meet financial obligations as and when they fall due. COVID-19
has placed additional risk around the ability of the Group to access capital
and debt markets. To date, the Company has been able to raise funds when
needed but has had to alter timing to suit market sentiment.
Reserve and resource risk
The Mineral reserve and resource relating to CRL and LCCM are only estimates
and no assurance can be given that the estimated reserves and resources will
be recovered or that they will be recovered at the rates estimated. Reserve
and resource estimates are based on sampling and, consequently, are uncertain
because the samples may not be representative. Reserve and resource estimates
may require revision (up or down) based on future actual production
experience. The discovery of mineral deposits is dependent upon a number of
factors including the technical skill of the exploration personnel involved.
The commercial viability of a mineral deposit, once discovered, is also
dependent upon a number of factors, including the size, grade and proximity to
infrastructure, metal prices and government regulations, including regulations
relating to royalties, allowable production, importing and exporting of
minerals, and environmental protection. There can be no guarantee that a
mineral deposit will be economically viable. The Group undertakes studies in
order to mitigate this risk.
License and Permitting risk
The exploration, developing and mining of resources is, usually, governed by
licensing and permitting requirements issued, generally, by governments. These
normally cover limited periods and risk may be attached to whether governments
permit these periods to be extended or institute "new" conditions on their
usage. While this is true for all resource projects it has significant
application to SML's two, pre-production assets, namely;
a) LCCM - The PEPR permitting process provides risk, both to costs and
timing of projects. While the unconditional PEPR for mining copper oxide
material from Paltridge North is considered imminent, at the time of writing,
there remains the need to vary this to encapsulate the transitional ore
expected at the bottom of the planned Paltridge North pit along with the need
for a PEPR for the Lynda/Lorna Doone deposits. Allowance for these
undertakings is reflected in our internal plans and valuations but it is
acknowledged that risks to the overall projects value may arise from
variations to expectations around the granting of these PEPRs.
b) Redmoor - As the planned Redmoor Tin and Tungsten project is not as
advanced as LCCM, its progress is still dependent on obtaining and maintaining
appropriate approvals. Ultimately, a mining license will need to be obtained.
However, for the present, the principal focus is in obtaining drilling
approval to prove up resources. The timing of such approvals may impact the
effective valuation of such assets.
Customer risk
The level of profitability of the Group is currently dependant on the
performance of the Company's Cobre operation in the United States. The Cobre
operation has a number of major customers and should one or more of these
customers choose to not to purchase product it may have a substantial impact
on the performance of the Group. The Group continues to look for additional
customers at Cobre to address this risk and in addition will develop other
projects such as Leigh Creek Copper Mine to reduce the risk of dependence on
any one customer.
Operational and Environmental risk
Mining operations are subject to hazards normally encountered in exploration,
development, and production. These include unexpected geological formations,
rock falls, flooding, dam wall failure and other incidents or conditions which
could result in damage to plant or equipment, people, or the environment and
which could impact any future production throughput. Although it is intended
to take adequate precautions to minimise risk, there is a possibility of a
material adverse impact on the Group's operations and its financial results.
The Group will develop and maintain policies appropriate to the stage of
development of its various projects. In 2020, as a safeguard to both our
clients and staff, amendments were made to operational procedures to ensure
that delivery of material was contactless. These procedures have continued in
2021.
Strategic risk
Significant and increasing competition exists for mineral acquisition
opportunities throughout the world. As a result of this competition, the Group
may be unable to acquire rights to exploit additional revenue generative
assets such as Cobre and attractive mining development properties such as CRL
and LCCM on terms it considers acceptable. Accordingly, there can be no
assurance that the Group will acquire any interest in additional operations
that would yield reserves or result in commercial mining operations. The Group
expects to undertake sufficient due diligence to help ensure opportunities are
subjected to proper evaluation.
Uninsurable risk
The Group may become subject to liability for accidents, pollution, and other
hazards against which it cannot insure or against which it may elect not to
insure because of prohibitive premium costs or for other reasons, such as
amounts which exceed policy limits.
Product risk
The Group has a contract for access to magnetite iron ore at the Cobre
operation until March 2027. There is a risk that the supplier may terminate
the agreement, after this time, in which case the Group would no longer have
product to sell. The Group's proactive approach in securing access for the
next five years has minimised the impact this risk may have on future
operations and the Group's management actively engages with its supplier
throughout the year to proactively address any concerns that the supplier may
raise.
An off-take arrangement is in place for the LCCM project which is subject to
minimum product specifications. During 2019 the company was able to produce at
specification material in its retreatment of heaps thereby substantially
reducing the product specification risk.
Dependence on key personnel risk
The Group and Company are dependent upon the executive and local management
teams. Whilst it has entered into contractual agreements with the aim of
securing the services of these personnel, the retention of their services
cannot be guaranteed. The development and success of the Group depends on the
Company's ability to recruit and retain high quality and experienced staff.
The loss of the service of key personnel or the inability to attract
additional qualified personnel as the Group grows could have an adverse effect
on future business and financial conditions. The Group incentivises executives
and management with market-based remuneration packages, short term and
long-term incentive schemes.
Climate Change Risk
While climate change considerations can seriously impact resource companies,
the Company considers that there is little downside risk from these
considerations, given the metals and minerals in its portfolio, and that these
climate change considerations are likely to impact positively on commodity
prices for both copper and tin.
Coronavirus Pandemic Risk
While the implications of the COVID-19 pandemic appear to be mitigating, it
remains difficult to predict its future impact given the evolving nature of
this issue and the varying reactions of governments around the world. The
Board and management are continually reviewing the potential implications and
undertakes contingency planning reviewing actions it may take to mitigate the
risk. At the Company's Cobre operation, the Company continues to implement a
policy whereby drivers of trucks picking up material do not exit the vehicle
on site and screens have been put up for the transfer of documents to protect
staff. The working at home policy introduced in 2019 continues, at the
Company's operations in the United Kingdom and Australia, in line with those
country requirements. The Company continues to actively talk with advisors and
potential partners to move the Company's projects forward, although this is
predominately being undertaken remotely.
Potential War Risk
Post balance sheet date, the Russian invasion of the Ukraine has raised the
possibility of a global conflict. To date, these actions have, generally,
positively impacted on resource prices relevant to SML. However, there is
risk, increased by the Ukrainian developments, that global economic growth may
be severely curtailed, and this would, ultimately, have a negative impact on
the demand for resources.
Key Performance Indicators
The Board monitors the activities and performance of the Group on a regular
basis. The principal KPI's monitored by the Company are domestic sales of
product from Cobre, the cash position of the Group, the investment in project
activities, the share price of the Company and the health, safety and
environmental incidents of the Group.
The sales of domestic product at Cobre dipped in the fourth quarter and began
to recover in February 2022. This was thought to reflect a rundown of a
stockpile our largest client had built up at their plant. Despite this,
sales in 2021 were lower than last year but a healthy $2,611m (2020: $3.025m).
The unrestricted cash position of the group as of 31 December 2021 was $0.611m
which decreased from $0.833m from the previous year. This drop in cash
reflects the operating profit generated during the year, less the investments
made into the LCCM and Redmoor projects and the capital raise undertaken
during the year, detailed in the Group Statement of Cash Flows.
The share price of the Company at year end was 0.30p (2020: 0.40p).
Directors have indicated their confidence in the future performance of the
Company through on market acquisition of shares.
The group did not have any health and safety or environmental incidents during
the year. (2020: nil)
Strategy
In early 2016, the Company adopted a strategy emphasising both an operating
and investment strategy which is continued today.
The Operating Strategy is centred on maintaining and improving cash flows from
the Company's magnetite stockpile at the Cobre mine in New Mexico, USA, whilst
also limiting corporate overheads in line with this profitability, thus
ensuring operating self-sufficiency.
The investment strategy is built around investment in projects that relate to
metals expected to increase in demand and price over the medium term.
The Company is well positioned to execute its plans to restart full LCCM
production, subject to clearance of PEPR conditions and sourcing funding, and
commencing a Pre-Feasibility Study at Redmoor.
Outlook and Prospects
The Company continues to maintain controls on its overheads, is focused on
restarting production at Leigh Creek in 2022, securing and expanding Cobre's
profitable domestic sales and developing the Redmoor Tin and Tungsten mine.
The Board is confident that the outlook for the Company is encouraging having
weathered testing times in both 2020 and 2021. The Company is actively
pursuing non-dilutive funding approaches, both joint venture and debt style,
to progress both LCCM and Redmoor. The low holding cost of these projects, the
low level of debt in the Company and the now reinforced cash flow stream from
Cobre, provides the Company the flexibility, when considering financing
options, to extract maximum value from these investments.
Current expectations are that funding for LCCM can be sourced around/in line
with the meeting of the conditions associated with PEPR granted in July 2021,
and that production can commence in 2022. Regarding the Redmoor project,
expected time frames here are longer with the next goal being the preparation
of a pre-feasibility study to be followed by a bankable feasibility study.
This is expected to take 4 to 5 years to complete both.
The robust performance of commodity prices, notably Copper and Tin, have
provided some optimism for the Company, significantly improving underlying
valuations on the Company's assets. While COVID-19 continues to impact our
developmental operations, the Board considers that the impact is likely to
dissipate this year. A more detailed analysis of the impact of COVID-19 is
include as part of the corporate governance statement.
Directors' section 172 statement
Section 172 of the Companies Act 2006 requires Directors to take into
consideration the interests of stakeholders and other matters in their
decision making. The Directors continue to have regard to the interests of the
Company's employees and other stakeholders, the impact of its activities on
the community, the environment and the Company's reputation for good business
conduct, when making decisions. In this context, acting in good faith and
fairly, the Directors consider what is most likely to promote the success of
the Company for its members in the long term. We explain in this annual
report, and referenced below, how the Board engages with stakeholders.
Likely consequence of any decision in the long term
The Chairman's Statement, Strategic Report Business Strategy and the Corporate
Governance Statement set out the Company's long-term rationale and strategy.
Interests of employees
The Employee section of the Company's Corporate Governance Statement sets out
the Company's approach to the interests of its employees.
Foster business relationships with suppliers, customers and others
The Company's approach to business relationships with stakeholders and
shareholders are set out in the Company's Corporate Governance Statement.
Community and environment
The Company's approach to the community is set out in the Corporate Governance
Statement.
Maintain high standards of business conduct
The Corporate Governance Statement sets out the Board and Committee structures
and extensive Board and Committee meetings held during 2021, together with the
experience of executive management and the Board and the Company's policies
and procedures.
Act fairly between shareholders
The Corporate Governance Statement sets out the process the Company follows to
ensure it all shareholder interests are preserved and enhanced.
Principal Decisions made by the Board
We define principal decisions as both those that have long-term strategic
impact and are material to the Group, but also those that are significant to
our key stakeholder groups. In making the following principal decisions, the
Board considered the outcome from its stakeholder engagement, the need to
maintain a reputation for high standards of business conduct and the need to
act fairly between the members of the Company:
(a) Commitment to creation of a second income stream at Leigh Creek
The Board considers the creation of a second income stream to the Company,
particularly where the asset is owned and controlled by the Company, of
extremely strategic importance to the Company. However, given the
deterioration in the Company's share price, it has taken the strategic view
that the progress of the Leigh Creek Copper Mine into production needs to be
funded at the asset level either by debt or equity. Accordingly, the Board
and Management have concentrated efforts in sourcing funding in parallel to
the PEPR approval process.
(b) Debt management
Apart from lease liabilities associated with funding equipment at SMG, the
Board has repaid all debts and, at present, does not wish to place a
commitment of this nature on its balance sheet, despite the recent extension
of access to operations at Cobre.
(c) Progression of Redmoor Tin and Tungsten Project
The Board continues to focus its attention on securing an appropriately
resourced joint venture partner that could assist the Company to progress the
Redmoor project to the completion of a bankable feasibility study. In so
doing, the Board considered that:
i) The Company should access strategic marketing guidance in
securing a suitable joint venture partner. Accordingly, the Company employed
NRG Capital to assist in locating and marketing to suitable, potential joint
venture partners and this continued into 2021.
ii) In order to ensure that cash funding requirements were minimised,
the Company accepted that it may, ultimately, retain less than a controlling
interest in the project.
(d) Limiting of Equity Raises in Line with Investment in Value Added
Project Progression
The Board has adopted a policy of seeking to limit Strategic Minerals plc's
capital raisings, and hence shareholder dilution, as much as possible and to,
generally, ensure that the bulk of funds raised are for value added
purposes/projects. In line with this approach, the SML Board undertook a
capital raise which netted $0.523m after fees to fund works to achieve
unconditional LCCM PEPR approval and provide working capital for the Deep
Digital Cornwall ("DDC") project.
(e) Commitment to funding operating costs from Cobre cash flows
The Board has adopted a long running strategic objective to maintain corporate
overheads within after tax cash flow generated from its Cobre operations. In
this manner, any dilutive equity issues are directed at, potentially, value
accretive investments to progress projects.
In making the above principal decisions, the Directors believe that they have
considered all relevant stakeholders, potential impact and conflicts, the
Company's business model and its long-term strategic objectives, and have
acted accordingly to promote the success of the Company for the benefit of its
members as a whole.
The Strategic Report was approved and authorised for issue by the Board of
Directors and was signed on its behalf by:
John Peters
Managing Director
06 June 2022.
REPORT OF DIRECTORS
FOR THE YEAR ENDED 31 DECEMBER 2021
The Directors present their report and the audited financial statements for
Strategic Minerals Plc ("the Company") and its wholly owned subsidiaries ("the
Group") for the year ended 31 December 2021.
PRINCIPAL ACTIVITIES, BUSINESS REVIEW AND FUTURE DEVELOPMENTS
The Company is a public limited company registered in the UK whose registered
office is 27/28 Eastcastle Street, London, W1W 8DH.
The principal activity of the Company is a holding company. The principal
activity of the Group is the exploration, development, and operation of mining
projects.
A review of the Group's business during the financial year and its likely
development is given in the preceding Chairman's Report and Strategic Review.
RESULTS AND DIVIDENDS
The Group recorded a profit after taxation for the year of $156,000 (2020
$214,000).
The Directors do not propose to recommend any distribution by way of dividend
for the period ended 31 December 2021.
DIRECTORS
The Directors who served the Company during the period and prior to the
release of this report were as follows:
Current Directors
Alan Broome AM (appointed 2 July 2015)
John Peters (appointed 21 January 2015)
Peter Wale (appointed 12 July 2016)
Jeffrey Harrison (appointed 7 February 2018)
DIRECTORS' INTEREST IN SHARES AND OPTIONS
The persons who held office during the year or at the year-end had the
following interests in share capital and options of the Company as detailed
below.
Director Shares held Shares held Shares held
at reporting date 31 December 2021 31 December 2020
Peter Wale 80,767,266 80,767,266 76,767,266
John Peters 76,000,000 74,000,000 65,200,000
Alan Broome AM 9,172,319 9,172,319 9,172,319
Jeffrey Harrison 1,669,642 1,669,642 1,669,642
DIRECTORS' INTEREST IN SHARES AND OPTIONS (continued)
The following are the options held as at the reporting date and as at 31
December 2021 for all Directors:
Director Options held at reporting date Options held Options held Exercise Price Performance milestone Expiry Grant
Date
Date
31 December 2021 31 December 2020 pence 5-day VWAP
pence
Alan Broome AM - - 11,000,000 3.75 7.50 30/06/2021 15/02/2018
Alan Broome AM 5,000,000 5,000,000 5,000,000 5.00 10.00 30/06/2022 15/02/2018
John Peters - - 16,500,000 3.75 7.50 30/06/2021 15/02/2018
John Peters 7,500,000 7,500,000 7,500,000 5.00 10.00 30/06/2022 15/02/2018
Peter Wale - - 11,000,000 3.75 7.50 30/06/2021 15/02/2018
Peter Wale 5,000,000 5,000,000 5,000,000 5.00 10.00 30/06/2022 15/02/2018
Jeffrey Harrison - - 5,500,000 3.75 7.50 30/06/2021 9/08/2018
Jeffrey Harrison 2,500,000 2,500,000 2,500,000 5.00 10.00 30/06/2022 9/08/2018
DIRECTORS' REMUNERATION AND SERVICE CONTRACTS
Under their respective service contracts, the officers of the company received
fees as detailed in the Directors' Remuneration table in Note 6.
SUBSTANTIAL SHAREHOLDERS
As at 31 May 2022 shareholdings of 3% or more of the issued share capital
notified to the Company were:
Number of 0.1p ordinary shares Percentage of issued share capital
Charles and Alexandra Manners 91,130,742 4.52
Peter Wale 80,767,266 4.01
John Peters 76,000,000 3.77
Based on the total issued share capital of 2,015,964,616.
POLITICAL CONTRIBUTIONS
There were no political contributions made by the Group during the year ended
31 December 2021 (2020: Nil).
INFORMATION TO SHAREHOLDERS - WEBSITE
The Company has its own website (www.strategicminerals.net
(http://www.strategicminerals.net) ) for the purposes of improving information
flow to shareholders, as well as to potential investors.
GOING CONCERN
The Directors have given careful consideration to the Group and Parent Company's (together "the Group") ability to continue as a going concern through review of cash flow forecasts prepared by management for the period to 31 December 2023 and a review of the key assumptions on which these are based and sensitivity analysis.
The Group's forward commitments include corporate overhead, which is actively
managed in line with cash generated from the Cobre asset and costs associated
with keeping exploration licences and mining leases current.
As at 31 December 2021, the Group had US$0.611m of cash on hand.
Group forecasts are based on Management's expectations of a fall in tons sold
in 2022 and a recovery in 2023 to 2021 levels. These falls have been partially
offset by expected increases in sales prices, commencing in the second half of
2022. For the purposes of the consideration of the Group's ability to operate
as a going concern, only non-discretionary expenditure on projects is included
in the cash flow forecasts. On the basis of these forecasts, operations at
Cobre are expected to provide sufficient funds until December 2023 to meet all
operational costs and non-discretionary project
expenditure.
However, the Board considers additional funds will be required to progress the
development of the Leigh Creek Copper Mine and Redmoor projects. It is the
intention of the group that the LCCM asset will be developed during 2022 and
Management are actively pursuing such funding and envisage that this will be
sourced at the asset level.
Post balance sheet date, the Group secured access to the Cobre stockpile at
Cobre until 2027.
As the Group is reliant on cash being generated from the Cobre asset in line
with forecast, Management has performed reverse stress testing which shows
that an 5% reduction in 2023 forecast sales would result in a cash deficit in
July 2023, without management taking mitigating actions within their control.
The Group does not currently have offtake agreements with customers, therefore
there is uncertainty as to whether forecast sales will be met.
In the event that there is a reduction in forecast sales at Cobre or LCCM
funding is not raised, these conditions indicate a material uncertainty which
may cast significant doubt as to the Group and Parent Company's ability to
continue as a going concern and therefore it may be unable to realise its
assets and discharge its liabilities in the normal course of business.
If further funds are required, the Directors have reasonably expect, based on
the ability of the Company to raise funds in the past, that the Group will
have access to sufficient resources by way of debt or equity markets to meet
all non-discretionary expenditure. Consequently, the consolidated financial
statements have been prepared on a going concern basis.
The financial report does not include adjustments relating to the
recoverability and classification of recorded asset amounts or to the amounts
and classification of liabilities that might be necessary should the Group not
continue as a going concern.
INDEMNITY OF OFFICERS
The Group currently maintains insurance to cover against legal action brought
against its directors and officers. It evaluates on the appointment of new
directors whether an indemnity from the Company for the actions of previous
directors is warranted. However, the Group may purchase and maintain, for any
Director or officer, insurance against any liability in the near future
pending the evolution and complexity of any further new projects undertaken by
the Company.
FINANCIAL RISK MANAGEMENT
Refer to Note 3 to the financial statements for further details.
EVENTS AFTER THE END OF THE REPORTING PERIOD
Refer to Note 26 to the financial statements for further details.
PUBLICATION OF ACCOUNTS ON COMPANY WEBSITE
Financial statements are published on the Company's website. The maintenance
and integrity of the website is the responsibility of the Directors. The
Directors' responsibility also extends to the financial statements contained
therein.
STATEMENT AS TO DISCLOSURE OF INFORMATION TO AUDITORS
So far as the Directors, at the time of approval of their report, are aware:
· there is no relevant audit information of which the Group's
auditors are unaware; and
· the Directors have taken all steps that they ought to have taken
as Directors in order to make themselves aware of any relevant audit
information and to establish that the auditors are aware of that information.
AUDITORS
In accordance with section 489 of the Companies Act 2006, a resolution
proposing that BDO LLP be reappointed as auditors of the Group will be put to
the Annual General Meeting.
By order of the Board
John Peters
Director
06 June 2022.
STRATEGIC MINERALS PLC
STATEMENT OF DIRECTORS' RESPONSIBILITIES
FOR THE YEAR ENDED 31 DECEMBER 2021
Directors' responsibilities
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 and company financial statements in accordance with UK adopted
international accounting standards. 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 of the group and company 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 whether they have been prepared in accordance with UK
adopted international accounting standards 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 group and the company will
continue in business.
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
requirements of the Companies Act 2006. 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.
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.
STRATEGIC MINERALS PLC
CORPORATE GOVERNANCE STATEMENT
Board of Directors
The aim of the Board is to function at the head of the Group's management
structures, leading and controlling its activities and setting a strategy for
enhancing shareholder value. Regular meetings are held to review the Group's
forward planning. The Board currently consists of a Non-Executive Chairman, a
Managing Director, an Executive Director and a Non-Executive Director.
The Directors recognise the importance of sound corporate governance
commensurate with the size and nature of the Company and the interests of its
shareholders and, in 2018, formally adopted The QCA Corporate Governance Code
(the 'QCAC") after noting that it had, effectively, implemented its content in
its previous arrangements.
In addition to the details provided below, governance disclosures can be found
at the Company's website at www.strategicminerals.net
(http://www.strategicminerals.net)
Principle 1: Establish a strategy and business model which promote long-term
value for shareholders
The Board has developed and enunciated a strategy and business model as
detailed on the Company's website at
https://www.strategicminerals.net/company/strategy
(https://www.strategicminerals.net/company/strategy) .
The Board considers the Company's strategy provides a framework for medium to
longer term growth in shareholder value.
The major risks to the Company's overall strategy stem from the potential
failure to maintain access to the Cobre magnetite stockpile and overextending
its cash requirements.
With respect to the exposure to operating cash flow only from the Cobre
magnetite stockpile, the Board actively embarked on a search for a near term
cash flow asset in our preferred mineral suite. With the addition of Leigh
Creek Copper Mine, the Board feels it has, to a large extent, mitigated this
risk, although it has now developed a new risk associated with the
re-commencement of operations at Leigh Creek Copper Mine. Again, Management
and the Board have sought to address such concerns through ensuring that
sufficient resources are allocated to the project to give it the greatest
chance of success.
In relation to cash flow management of the Company, Management and the Board
closely monitor existing and expected cash flow resources and plans for
committing these to project development and covering of corporate overheads.
Additional to this, the Board regularly is in contact with market participants
to ensure that sufficient interest is maintained in the market and that the
Company can, generally, raise funding as required.
A consideration of broader risks of the Company can also be found at pages 9
to11 of this report and the financial instruments note 3 of these financial
statements.
Principle 2: Seek to understand and meet shareholder needs and expectations
Shareholder input and communication has been actively sought by the Board
through direct contact with shareholders at both the Annual General Meeting,
shareholder information evenings (sometimes combined with the Annual General
Meeting), monitoring of social media platforms, regular RNS releases,
interviews on both Proactive Investors and Vox Markets (including occasional
shareholder Q & A sessions) and direct one on one meetings with larger
investors. At all times, due regard is given to the price sensitive nature
of comments.
All shareholders are encouraged to attend the Company's Annual General Meeting
and investors have access to current information on the Company through its
website and via the info@strategicminerals.net
(mailto:info@strategicminerals.net) email address.
Principle 3: Take into account wider stakeholder and social responsibilities
and their implications for long-term success
As the Company is involved in the mining industry, the Board is highly
cognisant of its responsibility not only to shareholders but in the broader
community. As such, it has adopted a policy to ensure adequate community
consultation is undertaken in the areas where we operate. Notably, in New
Mexico USA, Cornwall UK and Leigh Creek Australia, communication with local
residents and active involvement in the community has been encouraged.
Additionally, the Company has a policy to, where possible, employ local
residents when undertaking operations. To date, this has proven highly
successful with all locations recording either none or extremely low levels of
community dissent.
Principle 4: Embed effective risk management, considering both opportunities
and threats, throughout the organisation
The management of the business and the execution of the Group's strategy are
subject to a number of risks. The Company regularly reviews the principal
risks that face the business and assesses appropriate responses to mitigate
and, where possible, eliminate potential adverse impact.
The Board is constantly undertaking a review of risk and, as a mining company,
has adopted and engendered a safety culture within the Company to ensure that
personnel safety is considered above financial reward.
Information in relation to the Key Risks and Uncertainties that are relevant
to the group are set on page 9-11 of this report.
Board Committees
The Board has established separate sub-committees around audit (chaired by
Alan Broome AM) and remuneration within the Company (chaired by Alan Broome
AM) shared by the entire Board, excluding the Managing Director. Additionally,
a separate safety sub-committee (chaired by Alan Broome AM) operates with both
Alan Broome AM and Jeffrey Harrison comprising its membership.
Given the composition of the Board and the size of the Company, it is felt a
separate Nomination Committee is not yet warranted. However, as the Company's
operations expand, the Board will monitor this aspect of operations and will
respond accordingly. The Board collectively undertakes the function of such a
committee and where conflicts arise the Directors exclude themselves from
voting on such matters.
Further information on the Company's Remuneration, Safety and Audit Committees
and their policies are set out under Principle 9 below.
Member details of the sub committees as at the date of this report are:
Members Remuneration Committee Safety Committee Audit Committee
Mr Alan Broome AM - Non-Executive Chairman PChair PChair PChair
Mr Peter Wale - Executive Director P P
Mr Jeffrey Harrison -Non-Executive Director P P P
Mr John Peters - Managing Director
Principle 5: Maintaining the Board as a well-functioning, balanced team led by
the chair
There are currently four (4) Board Directors (two of which are non-executive)
and the Board considers that, at this time, this is appropriate to the
Company's current level of operations, although this is reviewed formally at
least annually. The Board is considered well balanced in that:
- Mr Alan Broome AM, the Non-Executive Independent Chairman, provides a
sounding board for corporate strategy, a wealth of mining experience, is a
metallurgist by training and is highly experienced in corporate governance. As
such Alan is not involved with the day-to-day operations of the Company and
provides guidance at the Board level. It is Management (notably John Peters
and Peter Wale) who have the responsibility to formulate overall strategy,
propose it to the Board, adjust the strategy for Board feedback and then enact
the approved strategy.
- John Peters, the Managing Director, brings in-depth strategic management
and investment banking experience. His practical management has helped to
focus the Company and its consultants on the overall strategy while managing
the hands on, day to day management.
- Peter Wale, the Executive Director, provides an invaluable bridge to
shareholders providing insights into shareholder requirements as well as
monitoring and handling media aspects. Peter, along with John Peters, manage
the Company's interface with shareholders, media and the investment community.
Peter has also undertaken an executive role in the management of Cornwall
Resources Limited.
- Jeffrey Harrison, the Non-Executive Director, provides practical mining
operational skills to ensure appropriate review of development plans and has
contributed to the safety culture within the Company and maintains complete
independence in reviewing decisions. Jeff performs this role divorced from the
running of the Company and, as such, is considered independent when performing
his duties as a Director.
All Directors are encouraged to use their independent judgement and to
challenge all matters, whether strategic or operational.
Attendance at Board and Committee Meetings
The Board aims to meet at least eight times a year and as required from time
to time to consider specific issued required for decision by the board.
The Company held 8 Board meetings and a number of sub-committee meetings
during the reporting period and the number of meetings attended by each of the
Directors of the Company during the year to 31 December 2021 were:
Director Capacity Board Meetings Remuneration Committee Audit Committee Safety Committee
A Broome AM Non-Executive 8 1 1 2
J Peters Executive 8 n/a n/a n/a
P Wale Executive 8 1 1 n/a
J Harrison Non-Executive 8 1 1 2
The directors attended all board meetings and committee meetings that they
were eligible and required to attend.
Directors' conflict of interest
The Company has effective procedures in place to monitor and deal with
conflicts of interest. The Board is aware of the other commitments and
interests of its Directors, and changes to these commitments and interests are
reported to and, where appropriate, agreed with the rest of the Board.
Time Commitment of Directors.
The Managing Director is employed by the Group on a full-time basis, whereas
Mr Wale (Executive Director) and the Non- Executive Directors are remunerated
on fixed fee part time basis and are remunerated for hours over and above
their normal duties.
Principle 6: Ensure that between them the Directors have the necessary
up-to-date experience, skills and capabilities
Biographies for the Directors can be found in the 'Board of Directors and
Corporate Management' section of the company website at
https://www.strategicminerals.net/company/our-team.html
(https://www.strategicminerals.net/company/our-team.html)
The Board is not dominated by one person or group of people.
The Board undertakes regular reviews of its capacity to guide the Company in
seeking to implement the Company's strategy. The appointment of Jeff Harrison
in February 2018 illustrates how the Board, realising the need to increase its
collective mining operational experience added a fourth Director with such
skills. The Board also reviews periodically the appropriateness and
opportunity for continuing professional development whether formal or
informal.
Independent advice
All Directors are able to take independent professional advice in the
furtherance of their duties, if necessary, at the Company's expense. In
addition, the Directors have direct access to the advice and services of the
Company Secretary, Chief Financial Officer, Company's NOMAD, lawyers and
auditors.
Re-election of Directors
The Company's Articles of Association require that one-third of the Directors
must stand for re-election by shareholders annually in rotation and that any
new Directors appointed during the year must stand for election at the AGM
immediately following their appointment.
Principle 7: Evaluate the Board performance based on clear and relevant
objectives, seeking continuous improvement
Given the size of the Company and the small but critical nature of the roles
of the Directors, board performance measures have not been independently
developed. The Company relies upon the market and shareholder feedback to
assess the Board's performance.
Principle 8: Promote a culture that is based on ethical values and behaviours
The Directors recognise that their decisions regarding strategy and risk will
impact the corporate culture of the Company as a whole and that this will
impact the performance of the Company. The Board seeks to embody and promote a
corporate culture that is based on sound ethical values as it believes the
tone and culture set by the Board impacts all aspects of the Company,
including the way that employees and other stakeholders behave.
The Company has adopted a code for Directors' and employees' dealings in
securities which is appropriate for a company whose securities are traded on
AIM and is in accordance with the requirements of the Market Abuse Regulation
which came into effect in 2016.
The formation of the Safety Committee and the manner in which options are
allocated to Directors and key management/consultants has created a team
environment in which the running of the company is aligned with medium to
longer term shareholder goals.
These measures enable the Company to determine that ethical values and
behaviours are recognised and respected.
Principle 9: Maintain governance structures and processes that are fit for
purpose and support good decision-making by the Board
As a resource development company, the Board considers the crucial governance
structures and processes revolve around Safety and Audit.
Safety Committee
Safety is a critical matter, particularly given the capacity for harm to
employees and consultants. The purpose of the Safety committee is to ensure
that our vision, to provide a safe workplace where no harm comes to anyone, is
applied at all of the Company's locations and that a culture of Safety purveys
throughout the organisation.
The Company believes that all reasonable efforts should be undertaken to
ensure incidents are prevented, management have ultimate accountability for
health and safety but everyone on site has a responsibility to ensure no one
comes to harm and employees have the responsibility to stop any job or
activity they believe is unsafe and could cause harm to people.
The Safety Committee attempts to monitor, and report to the full Board, on the
achievement of the Company in devoting the necessary resources needed to
create a working environment, both physically and supervisorial, in which our
people and others under our influence and control can work without sustaining
injury or suffering ill health; ensuring no business target takes priority
over health and safety; using risk assessments to identify hazards and unsafe
behaviours and introduce actions to reduce the risk to acceptable levels;
investigating and reporting all accidents and dangerous occurrences and
preventing future incidents; setting safety targets with the aim of preventing
incidents and accidents and communicate the performance to all employees;
ensuring all employees are competent to carry out the tasks assigned to them
by providing the relevant information, instruction, training and supervision
required; encouraging everyone to contribute to working safely and preventing
accidents; designing, constructing, operating and maintaining all equipment,
buildings and structures to ensure a safe operation; and comply with all
current legislation and codes of practice.
Audit Committee
The purpose of the Audit Committee is to provide formal and transparent
arrangements for considering how to apply the financial reporting and internal
control principles set out in the QCAC and to maintain an appropriate
relationship with the Company's auditors. The key terms are as follows:
- to monitor the integrity of the financial statements of the Company and
Group, and any formal announcement relating to the Company's performance.
- to monitor the effectiveness of the external audit process and make
recommendations to the Board in relation to the appointment, re-appointment
and remuneration of the external auditors;
- to keep under review the relationship with the external auditors including
(but not limited to) their independence and objectivity;
- to keep under review the effectiveness of the Company's financial
reporting and internal control policies and systems;
- to review key judgements and estimates relating to the impairment
assessment of project assets - LCCM, CRL and
- to assess the ability of the group to remain a going concern.
Further details of board committees are given under Principle 5 above.
Securities Trading
The Company has adopted a share dealing code for dealings in shares by
Directors and senior employees which is compliant with the Market Abuse
Regulation (EU) No 596/2014 ("MAR") and appropriate for an AIM company. The
Directors will comply with MAR and AIM Rule 21 relating to dealings and will
take all reasonable steps to ensure compliance by persons discharging
managerial responsibility ("PDMR") and persons closely associated with them.
Suitability of governance structures
The Board intends that the Company's governance structures evolve over time in
parallel with its objectives, strategy and business model to reflect the
development of the Company.
Principle 10: Communicate how the Company is governed and is performing by
maintaining a dialogue with shareholders and other relevant stakeholders
The Directors believe a healthy dialogue exists between the Board, the
Company's shareholders and other stakeholders. The Board regularly has reports
on shareholder feedback through summary of social media comments, shareholder
information evenings and undertakes site visits and customer visits throughout
the year.
In addition, all shareholders are encouraged to attend the Company's Annual
General Meeting. The outcomes of all shareholder votes are disclosed in a
clear and transparent manner via a regulatory information service, such as RNS
of the London Stock Exchange.
The Company includes historical annual reports, notices of general meetings
and RNS announcements over the last five years on its website. The Company
lists contact details on its website and on all announcements released via
RNS, should shareholders wish to communicate with the Board.
The Company will include, when relevant, in its annual report, any matters of
note arising from the audit or remuneration committees.
Impact on the Group of Covid-19
The global, social and economic impact of Covid-19 have been significant.
Uncertainty remains as to the long-term implications of the pandemic as the
Company continues to closely monitor governmental guidance in our various
locations.
The Directors recognise that the current macro-economic environment continues
to result in limited or more expensive sources of funding. However, as per its
adoption of a going concern concept for the financial statements, the Board
considers that funding required to maintain operations is available but notes
that development capital may need to be deferred.
As per its strategy, the Board has invested in projects that relate to metals
expected to increase in demand and price over the medium term. In line with
the spread of Covid-19, commodity prices see-sawed during 2020, initially
falling then, ultimately, rising to levels much higher than pre-pandemic
pricing. This has now provided the impetus for the Company to seek joint
venture participants to progress both Leigh Creek and Redmoor. This is
especially the case for Leigh Creek as current copper prices are more than
US$1.00lb over the prices used in our feasibility studies. As foreshadowed in
last year's annual report, it appears likely that the Board's expectations
that the copper price and the Australian exchange rate would demonstrate the
attractiveness of the project by the time Leigh Creek is funded and in full
operations.
Operations at Cobre continue to be adjusted to ensure contactless supply to
our customers and, as at the end of May 2022, demand remains strong at Cobre's
operations.
The Company's early efforts to reduce costs and has enabled the Company to
best position itself to manage any longer-term impacts of the pandemic
although the Company continues to focus on near term fiscal, operational and
regulatory matters.
The Group will consequently carefully review any capital asset investment
decisions and take further action to reduce costs if necessary. As the
pandemic continues, clearly the priority for the Company remains the safety,
health and wellbeing of our employees and wider stakeholders.
STRATEGIC MINERALS PLC
AUDIT COMMITTEE REPORT
This report addresses the responsibilities, the membership, and the activities
of the Audit Committee in 2021 up to the approval of the 2021 Annual Report
and 2021 year-end Financial Statements.
Responsibilities
The main responsibilities of the Audit Committee are the following:
1) monitor the integrity of the annual and interim financial
statements;
2) Review the effectiveness of financial and related internal
controls and associated risk management;
3) Manage the relationship with our external auditors including
plans and findings, independence, and assessment regarding reappointment.
Membership
Members of the Audit Committee are Alan Broome AM, Peter Wale (Chairman) and
Jeffrey Harrison.
Activities in 2021
With regard to the 2021 year-end Audit, the committee has reviewed the
following key audit matters:
1.Going Concern
The Directors have given careful consideration to the Group and Parent
Company's (together "the Group") ability to continue as a going concern
through review of cash flow forecasts prepared by management for the period to
31 December 2023 and a review of the key assumptions on which these are based
and sensitivity analysis.
The Group's forward commitments include corporate overhead, which is actively
managed in line with cash generated from the Cobre asset and costs associated
with keeping exploration licences and mining leases current.
As at 31 December 2021, the Group had US$0.611m of cash on hand.
Group forecasts are based on Management's expectations of a fall in tons sold
in 2022 and a recovery in 2023 to 2021 levels. These falls have been partially
offset by expected increases in sales prices, commencing in the second half of
2022. For the purposes of the consideration of the Group's ability to operate
as a going concern, only non-discretionary expenditure on projects is included
in the cash flow forecasts. On the basis of these forecasts, operations at
Cobre are expected to provide sufficient funds until December 2023 to meet all
operational costs and non-discretionary project
expenditure.
However, the Board considers additional funds will be required to progress the
development of the Leigh Creek Copper Mine and Redmoor projects. It is the
intention of the group that the LCCM asset will be developed during 2022 and
Management are actively pursuing such funding and envisage that this will be
sourced at the asset level.
Post balance sheet date, the Group secured access to the Cobre stockpile at
Cobre until 2027.
As the Group is reliant on cash being generated from the Cobre asset in line
with forecast, Management has performed reverse stress testing which shows
that an 5% reduction in 2023 forecast sales would result in a cash deficit in
July 2023, without management taking mitigating actions within their control.
The Group does not currently have offtake agreements with customers, therefore
there is uncertainty as to whether forecast sales will be met.
In the event that there is a reduction in forecast sales at Cobre or LCCM
funding is not raised, these conditions indicate a material uncertainty which
may cast significant doubt as to the Group and Parent Company's ability to
continue as a going concern and therefore it may be unable to realise its
assets and discharge its liabilities in the normal course of business.
If further funds are required, the Directors have reasonable expectation based
on the ability of the Company to raise funds in the past the that the Group
will have access to sufficient resources by way of debt or equity markets to
meet all non-discretionary expenditure. Consequently, the consolidated
financial statements have been prepared on a going concern basis.
The financial report does not include adjustments relating to the
recoverability and classification of recorded asset amounts or to the amounts
and classification of liabilities that might be necessary should the Group not
continue as a going concern.
1) Impairment Assessments
The Committee has reviewed the judgements surrounding the impairment
assessments required under IAS36 for LCCM and IFRS6 for CARE and CRL.
CARE: The Group reduced the carrying amount of the asset to nil in 2019 and
recognised an impairment loss. During 2021 all tenements have been
relinquished to the Western Australian government.
CRL: The Redmoor projects are early-stage exploration projects. The Committee is
satisfied that results from exploration activity provide sufficient evidence
of the continued prospectivity of the asset. Accordingly, no impairment
indicators have been identified.
LCCM: The Committee is satisfied that the fair value of the Development Asset is
greater than or equal to its carrying value, therefore no impairment is
provided.
The assessment of the financial model for the project included review of the
following key elements.
i) Mineable reserves over life of project
ii) Forecasted Copper pricing
iii) Capital and operating cost assumptions to deliver the mining schedule
iv) Foreign exchange rates
v) Discount rate
vi) Estimated project commencement date
Conclusion
In 2022 and beyond, the Committee will continue to adopt the new reporting and
regulatory requirements and ensure that the system of internal controls is
both maintained and regularly reviewed for improvement. The Committee will
also continue to review group assets for triggers that may indicate impairment
and closely monitor the financial risks faced by the business and progress
made towards mitigating these.
For and on behalf of the Audit Committee
Alan Broome AM
06(th) June 2022
Chair of Audit Committee
STRATEGIC MINERALS PLC
REMUNERATION COMMITTEE REPORT
This remuneration report has been prepared by the Remuneration Committee and
approved by the Board. The report for 2021 sets out the details of
remuneration for the Directors and discloses the amounts paid during the year.
Membership
Members of the of the Remuneration Committee are Alan Broome AM (Chairman)
Peter Wale and Jeffrey Harrison. Other Directors are invited to attend as
appropriate provided they do not have a conflict of interest. The aim of the
Remuneration Committee is to attract, retain and motivate the executive
management of the Company and to offer the opportunity for employees to
participate in share option schemes to incentivise employees to enhance
shareholder value.
Director Remuneration
Compensation for Directors who held office during the year is as follows:
2021 Directors' Salary and Consultancy Share Total
fees fees based
payments
2021 2021 2021 2021
$'000 $'000 $'000 $'000
A Broome AM 13 60 16 89
J Peters 13 193 23 229
P Wale 110 - 16 126
J Harrison 13 26 3 42
J Harrison -Capitalised Fee* - 22 - 22
Total 149 301 58 508
2020 Directors' Salary and Consultancy Share Total
fees Fees based
payments
2020 2020 2020 2020
$'000 $'000 $'000 $'000
A Broome AM 63 - 49 112
J Peters 12 139 73 224
P Wale 61 - 39 100
J Harrison 9 23 8 40
J Harrison - Capitalised Fee* - 17 - 17
Total 145 179 169 493
During 2020, in response to Covid 19 all Directors reduced their remuneration
by approx. 25%. In 2021 market-based remuneration was reinstated.
In 2021 P Wale increased his part time director commitment and his pro-rata
salary was increased accordingly.
During 2020, the following Directors or entities associated with Directors
purchased the following on market shares at @0.40p.
J Peters - 8,200,000, P Wale-18,750,000 and A Broome AM -3,025,000.
During 2021, the following Directors or entities associated with Directors
purchased the following on market shares at @0.375p.
J Peters - 4,000,000, P Wale - 4,000,000
In addition, in 2021 an entity associated with John Peters purchased on market
shares - 2,000,000 @.295p and 2,800,000@.25p.
J Harrison provides consultancy services for CRL. This expenditure is
capitalised as part of Deferred Exploration and Evaluation Expenditure.
Details of other Director related party transactions are detailed at Note 25.
J Peters is the highest paid director in 2020 and 2021.
It should be noted that the Directors of the Company have, since becoming
Directors, not sold any shares outright and that, as at the date of this
report, all implied gains on options have not materialised and implied losses
exist.
Going forward into 2022 and beyond, the Committee and I will remain focused on
ensuring that reward at the Company continues to be closely aligned with the
delivery of long-term shareholder value.
For and on behalf of the Remuneration Committee
Alan Broome AM
06 June 2022
Chair of Remuneration Committee
STRATEGIC MINERALS PLC
INDEPENDENT AUDITOR'S REPORT
FOR THE YEAR ENDED 31 DECEMBER 2021
INDEPENDENT AUDITOR'S REPORT TO THE MEMBERS OF STRATEGIC MINERALS PLC
Opinion on the financial statements
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 2021 and of
the Group's profit for the year then ended;
• the Group financial statements have been properly prepared in
accordance with UK adopted international accounting standards;
• the Parent Company financial statements have been properly
prepared in accordance with UK adopted international accounting standards and
as applied in accordance with the provisions of the Companies Act 2006; and
• the financial statements have been prepared in accordance with the
requirements of the Companies Act 2006.
We have audited the financial statements of Strategic Minerals plc (the
'Parent Company') and its subsidiaries (the 'Group') for the year ended 31
December 2021 which comprise of the Consolidated statement of comprehensive
income, the Consolidated and Company statements of financial position, the
Consolidated and the Company statements of cash flows, the Consolidated and
the Company statements 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 and Parent Company financial statements is applicable law and UK adopted
international accounting standards and, as regards the Parent Company
financial statements, as applied in accordance with the provisions of the
Companies Act 2006.
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 believe that the
audit evidence we have obtained is sufficient and appropriate to provide a
basis for our opinion.
Independence
We remain 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 entities, and we have fulfilled our other ethical responsibilities in
accordance with these requirements.
Material uncertainty related to going concern
We draw attention to note 1 to the financial statements which indicates that
the Group's ability to continue as a going concern is reliant on meeting its
forecast sales at Cobre and dependent on raising funding to progress the
development of the LCCM asset. As stated in note 1, these conditions, along
with other matters set out in note 1, indicate a material uncertainty exists
that may cast significant doubt on the Group and Parent Company's ability to
continue as a going concern. Our opinion is not modified in respect of this
matter.
We identified going concern as a key audit matter based on our assessment of
the significance of the risk and the effect on our audit strategy.
Our evaluation of the Directors' assessment of the Group and the Parent
Company's ability to continue to adopt the going concern basis of accounting
and our audit procedures in response to this key audit matter included the
following:
· We assessed the Directors' base case cash flow forecasts against
our understanding of the business, including considering potential risks and
uncertainties associated with the current and any future trading at the
Group's only cash generating asset in the US.
· We compared recent sales information to the Directors' forecast
to assess the reasonableness of price and volume assumptions, and we compared
forecast operating cost to current run rates.
· We reviewed Directors' sensitivity analysis and conducted our own
sensitivities on the cash flow forecast to consider the available headroom
under different reasonably plausible downside scenarios, including assessing
the validity of mitigating factors available to the Group.
· We reviewed Directors' reverse stress tests to determine the
point at which liquidity breaks and considered whether such scenarios were
possible.
· We discussed with Management and the Board the Group's strategy
to access capital to fund its discretionary development plans.
· We reviewed and considered the adequacy of the disclosure within
the financial statements relating to the directors' assessment of the going
concern basis of preparation and the disclosure of the material uncertainties.
In auditing the financial statements, we have concluded that the Directors'
use of the going concern basis of accounting in the preparation of the
financial statements is appropriate.
Our responsibilities and the responsibilities of the Directors with respect to
going concern are described in the relevant sections of this report.
Overview
100% (2020: 100%) of Group revenue
Coverage 99% (2020: 99%) of Group total assets
Key audit matters
2021 2020
Going Concern P P
Carrying value of property, plant, and equipment - Leigh Creek development P P
asset
Carrying value of exploration and evaluation assets P P
Group financial statements as a whole
Materiality
$220,000 (2020: $216,000) based on 1.5% (2020: 1.5%) of Total Assets.
Materiality
Group financial statements as a whole
$220,000 (2020: $216,000) based on 1.5% (2020: 1.5%) of Total Assets.
An overview of the scope of our audit
Our Group audit was scoped by obtaining an understanding of the Group and its
environment, including the Group's system of internal control, and assessing
the risks of material misstatement in the financial statements. We also
addressed the risk of management override of internal controls, including
assessing whether there was evidence of bias by the Directors that may have
represented a risk of material misstatement.
In assessing the risk of material misstatement to the Group financial
statements, and to ensure we had adequate quantitative coverage of significant
accounts in the financial statements, our Group audit scope focused on the
Group's principal operating locations being Australia (Leigh Creek Copper Mine
Pty Ltd, "LCCM"), USA (Strategic Minerals Group LLC, "SMG") and the United
Kingdom (Cornwall Resources Limited "CRL" and Strategic Minerals Plc "SML,
Parent Company").
LCCM, SMG, CRL and SML were regarded as being significant components of the
Group, which were selected, based on their size and risk characteristics and
were subject to full scope audits.
The remaining components of the Group were considered non-significant and
these components were principally subject to analytical review procedures.
The audits of each component were performed in the United Kingdom and were
conducted by the Group engagement team.
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. In addition to the matter
identified in the material uncertainty related to going concern section above
we determined that the following were key audit matters.
Key audit matter How the scope of our audit addressed the key audit matter
Carrying value of property, plant, and equipment - Leigh Creek development The carrying value of the Group's Property, plant and equipment - Development Our procedures in relation to management's assessment of the carrying value of
asset asset amounted to US$7 million and represents capitalised development LCCM included, but were not limited to the following:
expenditure on the Leigh Creek Copper Mine ("LCCM"), ("Development asset").
Refer to note 2 and 11 of the
· We reviewed Management's assessment of indicators of impairment for
Management are required to assess at least annually, whether there is any LCCM and considered the requirements of IAS36 Impairment of assets ("IAS 36").
Financial statements for further information. indication that the Group's development assets may be impaired. Management are
required to perform a detailed assessment if there are indicators of potential · We reviewed the license documentation and confirmed that valid
impairment. licenses exist and assessed if the Group is in compliance with license terms.
· We challenged the key estimates and assumptions applied in the
valuation model. This included the following:
The assessment of the recoverable value of the Development asset requires
significant judgment and estimates to be made by management - in particular - Comparing the key inputs in the current year impairment model
regarding the inputs applied in the models including; forecast copper prices, against the impairment model reviewed in the prior year and considered the
exchange rates production and reserves, discount rates, operating and basis for any changes in inputs used by Management.
development costs and forecast project commencement date.
- Comparing forecast copper pricing against market consensus
pricing.
- Recalculating the discount rate and with the assistance of a BDO
valuation specialists, assessing the appropriate range of discount rates as at
31 December 2021.
- Comparing foreign exchange rate assumptions to market consensus
forecasts.
- Assessing the methodology applied and the consistency of the
fair value less cost to sell method used against the requirements of IAS 36,
and tested the mathematical accuracy and integrity of management's model.
The carrying value of the Leigh Creek development asset is therefore
considered a key audit matter given the level of judgment and estimation
involved.
· We met with managements internal expert who prepared the Programme
for Environmental Protection and Rehabilitation ("PEPR") and discussed the
progress on the PEPR application to date and its impact on LCCM's
recoverability assessment. We assessed the objectivity and competence of
managements internal expert.
· We reviewed management's sensitivity analysis and performed our own
sensitivity analysis over individual key inputs including the copper price,
exchange rate, operating costs, discount rate and project commencement date,
together with a combination of sensitivities over such inputs.
Key observation:
Based on the work performed we found management's forecast copper pricing,
foreign exchange rate assumptions, discount rate and project commencement date
to be at the optimistic end of a range of potential outcomes. We therefore
used our own independent inputs determined by comparison to empirical data to
assess if the LCCM asset retained headroom. Based on our assessment we concur
with management that the LCCM asset is not impaired.
Key audit matter How the scope of our audit addressed the key audit matter
Carrying value of exploration and evaluation assets The Group's capitalised exploration expenditure in Cornwall Resources Limited Our procedures included, but were not limited to the following:
("CRL") amounted to $5.2m at year-end.
Refer to note 9 of the
· Reviewing Management's indicators of impairment assessment for CRL in
The Directors have assessed whether there are any indications that these accordance with the requirements of IFRS 6. This included performing the
Financial statements for further information. assets may be impaired in accordance with the requirements of IFRS 6 following procedures:
Exploration for and Evaluation of Mineral Resources ("IFRS 6").
- We reviewed the Group's licence documentation to confirm that the
Group has valid tenure over its area of interest.
Due to the value attributed to the assets and the significant level of - We discussed with management the exploration activity undertaken
judgement involved in the impairment analysis, the carrying value of during the year to assess if there are any facts or circumstances that would
Exploration and Evaluation assets is considered to be a key audit matter. indicate that the project is uneconomical or unlikely to be developed.
- We obtained future budgets and minutes of meetings to confirm that
there is an intention to continue to explore the project area.
Key observation:
Based on the work performed we found management's assessment of the carrying
value of CRL to be reasonable.
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.
In order to reduce to an appropriately low level the probability that any
misstatements exceed materiality, we use a lower materiality level,
performance materiality, to determine the extent of testing needed.
Importantly, misstatements below these levels will not necessarily be
evaluated as immaterial as we also take 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.
Based on our professional judgement, we determined materiality for the
financial statements as a whole and performance materiality as follows:
Group financial statements Parent company financial statements
2021 2020 2021 2020
$ $ $ $
Materiality 220,000 216,000 136,000 132,000
Basis for determining materiality 1.5% of Total Assets 1.5% of Total Assets 1.5% of Total Assets 1.5% of Total Assets
Rationale for the benchmark applied We consider total assets to be the most significant determinant of the Group's The Parent Company is a holding company which performs fund raising activities
financial performance as the Group has invested significantly in its and incurs other administrative expenditure. As the strategic focus of the
Development and Exploration assets and these are considered to be the key Company is monetising its asset base, we have determined that an asset based
value driver for the Group. materiality is the appropriate basis of materiality.
Performance materiality 165,000 162,000 102,000 99,000
Basis for determining performance materiality Performance materiality was set at 75% of the above materiality level. In
setting the above performance materiality level we considered a number of
factors including the expected total value of known and likely
misstatements (based on past experience), and Management's attitude towards
proposed adjustments.
Component materiality
We set materiality for each component of the Group based on a percentage of
between 50% and 70% (2020: 50% and 70%) of Group materiality dependent on the
size and our assessment of the risk of material misstatement of that
component. Component materiality ranged from $110,000 to $154,000 (2020:
$114,000 and $132,000). In the audit of each component, we further applied
performance materiality levels of 75% (2020: 75%) of the component materiality
to our testing to ensure that the risk of errors exceeding component
materiality was appropriately mitigated.
Reporting threshold
We agreed with the Audit Committee that we would report to them all individual
audit differences in excess of $4,000 (2020: $3,000). We also agreed to
report differences below this threshold that, in our view, warranted reporting
on qualitative grounds.
Other information
The directors are responsible for the other information. The other information
comprises the information included in the Report and Financial Statements
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. 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 course of 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 this gives rise
to a material misstatement in the financial statements themselves. If, based
on the work we have performed, we conclude that there is a material
misstatement of this other information, we are required to report that fact.
We have nothing to report in this regard.
Other Companies Act 2006 reporting
Based on the responsibilities described below and our work performed during
the course of the audit, we are required by the Companies Act 2006 and ISAs
(UK) to report on certain opinions and matters as described below.
Strategic report and Directors' report In our opinion, based on the work undertaken in the course of the audit:
· the information given in the Strategic report and the Report of
the directors' for the financial year for which the financial statements are
prepared is consistent with the financial statements; and
· the Strategic report and the Report of the directors' have been
prepared in accordance with applicable legal requirements.
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.
Matters on which we are required to report by exception 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 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 Statement of directors' responsibilities, 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.
Extent to which the audit was capable of detecting irregularities, including
fraud
Irregularities, including fraud, are instances of non-compliance with laws and
regulations. We design procedures in line with our responsibilities, outlined
above, to detect material misstatements in respect of irregularities,
including fraud. The extent to which our procedures are capable of detecting
irregularities, including fraud is detailed below:
· Holding discussions with the Directors and the Audit Committee
and considering any known or suspected instances of non-compliance with laws
and regulations or fraud;
· Making enquiries of Directors as to whether there was any
correspondence from regulators in so far as the correspondence related to the
Financial Statements;
· Reviewing minutes from board meetings of those charges with
governance to identify any instances of non-compliance with laws and
regulations
· Gaining an understanding of the laws and regulations relevant to
the Group and Parent Company and the industry in which it operates, through
discussion with management and our knowledge of the industry. These included
the listing rules, the financial reporting framework, UK Companies Law, tax
legislation and environmental regulations in the UK, USA and Australia;
· Communicating relevant identified laws and regulations and
potential fraud risks to all engagement team members and remaining alert to
any indications of fraud or non-compliance with laws and regulations
throughout the audit;
· Agreeing the financial statement disclosures to underlying
supporting documentation;
· Assessing the susceptibility of the Group and Parent Company
financial statements to material misstatement, including how fraud might occur
by making enquiries of the Directors and the Audit Committee during the
planning and execution phases of our audit. We considered the area in which
fraud might occur was in the management override of controls. In response our
procedures included, but were not limited to;
o Addressing the risk of fraud through management override of controls by
testing the appropriateness of a sample of journal entries where we considered
there to be a higher risk of potential fraud and other adjustments, assessing
whether the judgements made in making accounting estimates specifically those
in the key audit matters section of the report are indicative of a potential
bias, and evaluating the business rationale of any significant transactions
that are unusual or outside the normal course of business;
o Testing the consolidation entries for consistency and appropriateness of
application
Our audit procedures were designed to respond to risks of material
misstatement in the financial statements, 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 by, for example, forgery, misrepresentations or through collusion.
There are inherent limitations in the audit procedures performed and the
further removed non-compliance with laws and regulations is from the events
and transactions reflected in the financial statements, the less likely we are
to become aware of it.
A further description of our responsibilities is available on the Financial
Reporting Council's website at: www.frc.org.uk/auditorsresponsibilities
(http://insite.bdo.co.uk/sites/audit/Documents/www.frc.org.uk/auditorsresponsibilities)
. This description forms part of our auditor's report.
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.
Peter Acloque (Senior Statutory Auditor)
For and on behalf of BDO LLP, Statutory Auditor
London
United Kingdom
06 June 2022
BDO LLP is a limited liability partnership registered in England and Wales
(with registered number OC305127).
STRATEGIC MINERALS PLC
CONSOLIDATED STATEMENT OF COMPREHENSIVE INCOME
FOR THE YEAR ENDED 31 DECEMBER 2021
Year to Year to
31 December 31 December
Note 2021 2020
$'000 $'000
Revenue 4 2,611 3,025
Raw materials and consumables used (524) (562)
________ ________
Gross profit 2,087 2,463
Other Income 5 - 155
Overhead expenses 5 (1,745) (1,872)
Other expenses 5 (63) (222)
________ ________
Profit (Loss) from operations 279 524
________ ________
Finance Expense 5 (7) (65)
Lease Interest 5 (15) (9)
________ ________
Profit (loss) before taxation 257 450
Income tax charge 7 (101) (236)
________ ________
Profit (loss) for the period attributable to the owners of the parent 156 214
Other comprehensive income
Items that may be reclassified subsequently to profit or loss:
Exchange gain arising on translation of foreign operations (516) 876
________ ________
Total comprehensive income (loss) attributable to the owners of the parent (360) 1,090
________ ________
Profit (loss) per share attributable to the ordinary equity holders of the
parent:
Basic 8 ¢0.10 ¢0.14
Diluted 8 ¢0.10 ¢0.14
The accompanying accounting policies and notes form an integral part of these
financial statements.
STRATEGIC MINERALS PLC
CONSOLIDATED STATEMENT OF FINANCIAL POSITION
AS AT 31 DECEMBER 2021
2021 2020
Notes $'000 $'000
Assets
Non-current assets
Other Intangible Asset 9 582 616
Exploration and evaluation assets 9 5,228 5,026
Property, plant, and equipment 1, 11 7,485 7,351
Right of Use Assets 19 717 78
Other Receivables 13 145 155
________ ________
14,157 13,226
Current assets
Inventories 12 4 3
Trade and other receivables 13 485 330
Income tax refund 7 63 -
Prepayments 13 6 16
Cash and cash equivalents 14 611 833
________ ________
1,169 1,182
________ ________
Total Assets 15,326 14,408
________ ________
Equity and liabilities
Share capital 20 2,916 2,770
Share premium reserve 20 49,387 49,010
Share options reserve 21 97 272
Merger reserve 21,300 21,300
Foreign exchange reserve (307) 345
Warrant reserve 20 153 153
Other reserves (23,023) (23,023)
Retained earnings (36,748) (37,275)
________ ________
Total Equity 13,775 13,552
________ ________
Liabilities
Non-current Liabilities
Provision 1, 17 421 439
Lease Liabilities 19 420 22
________ ________
841 461
Current liabilities
Income Tax payable 7 - 21
Trade and other payables 15 408 316
Lease Liabilities 19 302 58
________ ________
710 395
________ ________
Total Liabilities 1,551 856
________ ________
Total Equity and Liabilities 15,326 14,408
________ ________
These financial statements were approved and authorised for issue by the Board
of Directors on 06(th) June 2022.
and were signed on its behalf by:
John Peters
Director
The accompanying accounting policies and notes form an integral part of these
financial statements.
STRATEGIC MINERALS PLC
COMPANY STATEMENT OF FINANCIAL POSITION
AS AT 31 DECEMBER 2021
2021 2020
Notes $'000 $'000
Assets
Non-current assets
Investments in subsidiary undertakings 10 4,523 4,561
Loans to subsidiary undertakings 10 4,483 3,807
________ ________
9,006 8,368
________ ________
Current assets
Trade and other receivables 13 21 39
Cash and cash equivalents 14 40 394
________ ________
61 433
________ ________
Total Assets 9,067 8,801
________ ________
Equity and liabilities
Share capital 20 2,916 2,770
Share premium reserve 20 49,387 49,010
Share options reserve 21 97 272
Merger reserve 21,300 21,300
Foreign exchange reserve (1,257) (1,153)
Warrant Reserve 20 153 153
Retained earnings (64,891) (64,493)
________ ________
Total Equity 7,705 7,859
________ ________
Liabilities
Non -Current Liabilities
Loans from Subsidiary undertakings 17 1,221 827
Current liabilities
Trade and other payables 15 141 115
________ ________
Total Liabilities 1,362 942
________ ________
Total Equity and Liabilities 9,067 8,801
________ ________
As permitted by Section 408 of the Companies Act 2006, the statement of
comprehensive income of the parent Company is not presented as part of these
financial statements. The parent Company made a loss for the year of
$633,000 (2020: $399,000).
These financial statements were approved and authorised for issue by the Board
of Directors on 06(th) June 2022.
and were signed on its behalf by:
John Peters
Director
The accompanying accounting policies and notes form an integral part of these
financial statements.
STRATEGIC MINERALS PLC
CONSOLIDATED STATEMENT OF CASH FLOWS
FOR THE YEAR ENDED 31 DECEMBER 2021
Notes Year to Year to
31 December 31 December
2021 2020
$'000 $'000
Cash flows from operating activities
Profit/(loss) 156 214
Adjustments for:
Depreciation of property, plant and equipment 11 52 15
Amortisation of Right of Use Asset 19 158 152
Finance expense 7 65
Income Tax expense 7 101 236
Decrease in inventory (1) -
Decrease (increase) in trade and other receivables 161 746
Decrease (increase) in prepayments 10 116
(Decrease)/ increase in trade and other payables 92 (171)
Decrease/ (increase) in prepaid income tax (63) (98)
Income tax paid (121) (522)
Share based payment expense 21 58 176
________ ________
Net cash generated from/ (used in) operating activities 610 929
________ ________
Investing activities
Increase in PPE development asset 11 (584) (251)
Receipt of research and development incentive - 41
Increase in exploration and evaluation assets 9 (564) (348)
Increase in PPE 11 (4) -
________ ________
Net cash used in investing activities (1,152) (558)
________ ________
Financing activities
Net proceeds from issue of equity share capital 20 523 2,256
Lease payments 19 (195) (176)
Repayment of borrowings 16 - (2,140)
________ ________
Net cash generated from financing activities 22 328 (60)
________ ________
Net increase \ (decrease) in cash and cash equivalents (214) 311
Cash and cash equivalents at beginning of year 833 519
Effects of exchange rate changes on the balance of cash (8) 4
held in foreign currencies
________ ________
Cash and cash equivalents at end of year 14 611 833
________ ________
The accompanying accounting policies and notes form an integral part of these
financial statements.
STRATEGIC MINERALS PLC
COMPANY STATEMENT OF CASH FLOWS
FOR THE YEAR ENDED 31 DECEMBER 2021
Notes Year to Year to
31 December 31 December
2021 2020
$'000 $'000
Cash flows from operating activities
Profit / (loss) (633) (399)
Adjustments for:
Foreign exchange on investment in subsidiary undertakings 10 (41) 6
Charge to receivables from subsidiary undertakings 10 11 357
(Increase)/decrease in trade and other receivables 204 (481)
Increase in trade and other payables 26 5
Decrease (increase) in prepayments - -
Share based payment expense 58 176
________ ________
Net cash used in operating activities (375) (336)
________ ________
Investing activities
(Advances) to subsidiary undertakings (497) (1,532)
________ ________
Net cash used in investing activities (497) (1,532)
________ ________
Financing activities
Net proceeds from issue of equity share capital 20 523 2,256
________ ________
Net cash generated from financing activities 523 2,256
________ ________
Increase/(decrease) in cash and cash equivalents 349 388
Cash and cash equivalents at beginning of year 394 3
Effects of exchange rate changes on the balance of cash held in foreign (5) 3
currencies
________ ________
Cash and cash equivalents at end of year 14 40 394
________ ________
The accompanying accounting policies and notes form an integral part of these
financial statements.
STRATEGIC MINERALS PLC
CONSOLIDATED STATEMENT OF CHANGES IN EQUITY
FOR THE YEAR ENDED 31 DECEMBER 2021
Share capital Share premium reserve Merger Reserve Warrant Reserve Share options reserve Initial Restructure Foreign exchange reserve Retained earnings Total equity
Reserve
$'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000
Balance at 2,203 47,415 21,300 - 543 (23,023) (667) (37,800) 9,971
1 January 2020
_______ _______ _______ _______ _______ _______ _______ _______ _______
Loss for the year - - - - - - - 214 214
Foreign exchange translation - - - - - - 876 - 876
_______ _______ _______
Total comprehensive income/(loss) for the year - - - - 876 214 1090
- -
Share based payments - - - - 176 - - - 176
Transfer - - - - (447) - - 447 -
Shares issued in the year 567 1,865 - 153 - - - - 2,585
Share issue costs - (270) - - - - - - (270)
_______ _______ _______ _______ _______ _______ _______ _______ _______
Balance at 2,770 49,010 21,300 153 272 (23,023) 209 (37,139) 13,552
31 December 2020
Profit for the year - - - - - - - 156 156
Foreign exchange translation - - - - - - (516) - (516)
_______ _______ _______
Total comprehensive income for the year - - - - (516) 156 (360)
- -
Share based payments - - - - 60 - - - 60
Transfer - - - - (235) - - 235 -
Shares issued in the year 146 405 - - - - - - 551
Share issue costs - (28) - - - - - - (28)
_______ _______ _______ _______ _______ _______ _______ _______ _______
Balance at 2,916 49,387 21,300 153 97 (23,023) (307) (36,748) 13,775
31 December 2021
_______ _______ _______ _______ _______ _______ _______ _______ _______
All comprehensive income is attributable to the owners of the parent Company.
The accompanying accounting policies and notes form an integral part of these
financial statements.
STRATEGIC MINERALS PLC
CONSOLIDATED AND COMPANY STATEMENT OF CHANGES IN EQUITY
FOR THE YEAR ENDED 31 DECEMBER 2021
Share capital Share Premium Reserve Merger reserve Warrant Reserve Share Options Reserve Foreign exchange reserve Retained Earnings Total Equity
$'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000
Balance at 2,203 47,415 21,300 543 (1,500) (64,541) 5,420
1 January 2020
Loss for the year - - - - - - (399) (399)
Foreign exchange translation - - - - - 347 347
_______ _______ _______
Total comprehensive loss for the year 347 (399) (520
Share based payments - - - - 176 - - 176
Transfer - - - - (447) - 447 -
Shares issued in the year 567 1,865 - 153 - - - 2,585
Share issue costs - (270) - - - - - (270)
_______ _______ _______ _______ _______ _______ _______ _______
Balance at 2,770 49,010 21,300 153 272 (1,153) (64,493) 7,859
31 December 2020
Loss for the year - - - - - - (633) (633)
Foreign exchange translation - - - - - (104) - (104)
_______ _______ _______
Total comprehensive profit for the year (104) (633) (737)
Share based payments - - - - 60 - - 60
Transfer - - - - (235) - 235 -
Shares issued in the year 146 405 - - - - - 551
Share issue costs - (28) - - - - - (28)
_______ _______ _______ ______ _______ _______ _______ _______
Balance at 2,916 49,387 21,300 97 (1,257) (64,891) 7,705
31 December 2021 153
_______
_______ _______ _______ _______ _______ _______ _______
97
(1,257)
(64,891)
7,705
_______
_______
_______
_______
_______
_______
_______
All comprehensive income is attributable to the owners of the parent Company.
Share capital is the amount subscribed for shares at nominal value.
Share premium reserve represents the excess of the amount subscribed for share
capital over the nominal value of these shares net of share issue expenses.
Merger reserve arises from the 100% acquisition of Ebony Iron Pty Limited in
September 2011 and LCCM in April 2018 whereby the excess of the fair value of
the issued ordinary share capital issued over the nominal value of these
shares is transferred to this reserve, in accordance with section 612 of the
Companies Act 2006.
Share option reserve relates to increases in equity for services received in
equity-settled share-based payment transactions and on the grant of share
options.
Initial restructure reserve consists of an adjustment arising from the Group
reorganisation in 2011 being the formation of a new holding Company for Iron
Glen Holdings Limited by way of a share for share issue and is the difference
between consideration given and net assets of the Company at the date of
acquisition.
The group foreign exchange reserve occurs on consolidation of the translation
of the subsidiaries balance sheets at the closing rate of exchange and their
income statements at the average rate.
The company foreign exchange reserve recognises the exchange differences
arising on translating the closing net assets of the Company at the closing
rate at the balance sheet date, and the results of Company's operations at
average exchange rate for the year.
Warrants reserve represents the value of warrants issued. Warrants reserve is
non-distributable and will be transferred to share premium account upon the
exercise of warrants. The balance of warrants reserve in relation to the
unexercised warrants at the expiry of the warrants period will be transferred
to retained earnings.
Retained earnings represent the cumulative loss of the Group attributable to
equity shareholders.
STRATEGIC MINERALS PLC
NOTES FORMING PART OF THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 DECEMBER 2021
1. Significant accounting policies
Basis of preparation
In preparing these financial statements the presentational currency is US
dollars. As the entire group's revenues and majority of its costs, assets
and liabilities are denominated in US dollars it is considered appropriate to
report in this currency.
The principal accounting policies adopted in the preparation of the financial
statements are set out below. The policies have been consistently applied to
all the years presented, unless otherwise stated.
These financial statements have been prepared in accordance with International
Financial Standards and UK adopted international accounting standards in
conformity with the requirements of the Companies Act 2006.
The preparation of financial statements in compliance with adopted IFRS
requires the use of certain critical accounting estimates. It also requires
Group management to exercise judgment in applying the Group's accounting
policies. The areas where significant judgments and estimates have been made
in preparing the financial statements and their effect are disclosed in note
2.
The financial statements have been prepared on a historical cost basis, except
for the acquisition of LCCM and the valuation of certain investments which
have been measured at fair value, not historical cost.
Going concern basis
The Directors have given careful consideration to the Group and Parent
Company's (together "the Group") ability to continue as a going concern
through review of cash flow forecasts prepared by management for the period to
31 December 2023, and a review of the key assumptions on which these are based
and sensitivity analysis.
The Group's forward commitments include corporate overhead, which is actively
managed in line with cash generated from the Cobre asset and costs associated
with keeping exploration licences and mining leases current.
As at 31 December 2021, the Group had US$0.611m of cash on hand.
Group forecasts are based on Management's expectations of a fall in tons sold
in 2022 and a recovery in 2023 to 2021 levels. These falls have been partially
offset by expected increases in sales prices, commencing in the second half of
2022. For the purposes of the consideration of the Group's ability to operate
as a going concern, only non-discretionary expenditure on projects is included
in the cash flow forecasts. On the basis of these forecasts, operations at
Cobre are expected to provide sufficient funds until December 2023 to meet all
operational costs and non-discretionary project
expenditure.
However, the Board considers additional funds will be required to progress the
development of the Leigh Creek Copper Mine and Redmoor projects. It is the
intention of the group that the LCCM asset will be developed during 2022 and
Management are actively pursuing such funding and envisage that this will be
sourced at the asset level.
Post balance sheet date, the Group secured access to the Cobre stockpile at
Cobre until 2027.
As the Group is reliant on cash being generated from the Cobre asset in line
with forecast, Management has performed reverse stress testing which shows
that a 5% reduction in forecast sales would result in a cash deficit in July
2023, without management taking mitigating actions within their control. The
Group does not currently have offtake agreements with customers, therefore
there is uncertainty as to whether forecast sales will be met.
In the event that there is a reduction in forecast sales at Cobre or LCCM
funding is not raised, these conditions indicate a material uncertainty which
may cast significant doubt as to the Group's ability to continue as a going
concern and therefore it may be unable to realise its assets and discharge its
liabilities in the normal course of business.
If further funds are required, the Directors have reasonable expectation based
on the ability of the Company to raise funds in the past that the Group will
have access to sufficient resources by way of debt or equity markets to meet
all non-discretionary expenditure. Consequently, the consolidated financial
statements have been prepared on a going concern basis.
The financial report does not include adjustments relating to the
recoverability and classification of recorded
asset amounts or to the amounts and classification of liabilities that might
be necessary should the Group not continue as a going concern.
New standards, interpretations, and amendments effective 1 January 2021:
A number of new and amended standards and interpretations issued by IASB have
become effective for the first time for financial periods beginning on (or
after) 1 January 2021 and have been applied by the Group in these financial
statements. None of these new and amended standards and interpretations had a
significant effect on the Group because they are either not relevant to the
Group's activities or require accounting which is consistent with the Group's
current accounting policies.
New standards, interpretations, and amendments effective 1 January 2022:
There are a number of standards, amendments to standards, and interpretations
which have been issued by the IASB that are effective in future accounting
periods and which have not been adopted early.
Basis of consolidation
Where the company has control over an investee, it is classified as a
subsidiary. The company controls an investee if all three of the following
elements are present: power over the investee, exposure to variable returns
from the investee, and the ability of the investor to use its power to affect
those variable returns. Control is reassessed whenever facts and circumstances
indicate that there may be a change in any of these elements of control.
De-facto control exists in situations where the company has the practical
ability to direct the relevant activities of the investee without holding the
majority of the voting rights. In determining whether de-facto control exists
the company considers all relevant facts and circumstances, including:
- The size of the company's voting rights relative to both the size and
dispersion of other parties who hold voting rights,
- substantive potential voting rights held by the company and by other
parties,
- other contractual arrangements and
- historic patterns in voting attendance.
The consolidated financial statements present the results of the company and
its subsidiaries ("the Group") as if they formed a single entity. Intercompany
transactions and balances between group companies are therefore eliminated in
full.
The consolidated financial statements incorporate the results of business
combinations using the acquisition method. In the statement of financial
position, the acquiree's identifiable assets, liabilities and contingent
liabilities are initially recognised at their fair values at the acquisition
date. The results of acquired operations are included in the consolidated
statement of comprehensive income from the date on which control is obtained.
They are deconsolidated from the date on which control ceases.
Investment in joint arrangements
The Group is a party to a joint arrangement when there is a contractual
arrangement that confers joint control over the relevant activities of the
arrangement to the group and at least one other party. Joint control is
assessed under the same principles as control over subsidiaries.
The group classifies its interests in joint arrangements as either:
· Joint ventures: where the group has rights to only the net assets
of the joint arrangement.
· Joint operations: where the group has both the rights to assets
and obligations for the liabilities of the joint arrangement.
In assessing the classification of interests in joint arrangements, the Group
considers:
· The structure of the joint arrangement
· The legal form of joint arrangements structured through a
separate vehicle
· The contractual terms of the joint arrangement agreement
· Any other facts and circumstances (in any other contractual
arrangements).
The Group accounts for its interests in joint ventures initially at cost in
the consolidated statement of financial position. Subsequently joint ventures
are accounted for using the equity method where the Group's share of
post-acquisition profits and losses and other comprehensive income is
recognised in the consolidated statement of profit and loss and other
comprehensive income (except for losses in excess of the Group's investment in
the associate unless there is an obligation to make good those losses).
Profits and losses arising on transactions between the Group and its joint
ventures are recognised only to the extent of unrelated investors' interests
in the joint venture. The investor's share in the joint ventures' profits and
losses resulting from these transactions is eliminated against the carrying
value of the joint venture.
Any premium paid for an investment in a joint venture above the fair value of
the Group's share of the identifiable assets, liabilities and contingent
liabilities acquired is capitalised and included in the carrying amount of the
investment in joint venture. Where there is objective evidence that the
investment in a joint venture has been impaired the carrying amount of the
investment is tested for impairment in the same way as other non-financial
assets.
The Group accounts for its interests in joint operations by recognising its
share of assets, liabilities, revenues, and expenses in accordance with its
contractually conferred rights and obligations. In accordance with IFRS 11
Joint Arrangements, the Group is required to apply all of the principles of
IFRS 3 Business Combinations when it acquires an interest in a joint operation
that constitutes a business as defined by IFRS 3.Where there is an increase in
the stake of the joint venture entity from an associate to a subsidiary and
the acquisition is considered as an asset acquisition and not a business
combination in accordance with IFRS3, this step up transaction is accounted
for as the purchase of a single asset and the cost of the transaction is
allocated in its entirety to that asset with no gain or loss recognised in the
income statement. The step-up acquisition of CRL in 2019 has been accounted
for as a purchase of a single asset and the cost of the transaction is
allocated in its entirety to that balance sheet.
Listed equity investments
Listed equity investments in an active market are usually valued at the
mid-price on the valuation date.
Business combinations
Acquisitions of subsidiaries and businesses are accounted for using the
acquisition method under IFRS3 Business Combinations ("IFRS3"). The cost of
the business combination is measured as the aggregate of the fair values (at
the date of exchange) of assets given, liabilities incurred or assumed, and
equity instruments issued by the Group and the Company in exchange for control
of the acquiree. The acquiree's identifiable assets, liabilities and
contingent liabilities that meet the relevant conditions for recognition are
recognised at their fair values at the acquisition date. Goodwill arising on
acquisition is recognised as an asset and initially measured at cost, being
the excess of the fair value of the consideration paid over the Group's
interest in the fair value of the identifiable assets, liabilities and
contingent liabilities acquired. If the Group's interest in the fair value of
the acquiree's identifiable assets, liabilities and contingent liabilities
exceeds the cost of the business combination, the excess is recognised
immediately in profit or loss. Transaction costs incurred directly in
connection with business combinations are expensed.
Impairment of non-financial assets (excluding inventories)
Other non-financial assets are subject to impairment tests whenever events or
changes in circumstances indicate that their carrying amount may not be
recoverable. Where the carrying value of an asset exceeds its recoverable
amount (i.e., the higher of value in use and fair value less costs to sell),
the asset is written down accordingly.
Where it is not possible to estimate the recoverable amount of an individual
asset, the impairment test is carried out on the smallest Group of assets to
which it belongs for which there are separately identifiable cash flows: its
cash generating units ('CGUs').
Impairment charges are included in the statement of comprehensive income,
except to the extent they reverse gains previously recognised in other
comprehensive income.
Externally acquired intangible assets
Externally acquired intangible assets are initially recognised at cost and
subsequently amortised over their useful economic lives.
Intangible assets are recognised on business combinations if they are
separable from the acquired entity or give rise to other contractual or legal
rights. The amounts ascribed to such intangibles are arrived at by using
appropriate valuation techniques (see section related to critical estimates
and judgements below).
An intangible asset was recognised in the acquisition of Leigh Creek Copper
Mine Pty Ltd and represents the fair value of the offtake agreement that was
in place at acquisition date (Refer note 9).
Exploration and evaluation assets
The Group has continued to apply the 'successful efforts' method of accounting
for Exploration and Evaluation ("E&E") costs, having regard to the
requirements of IFRS 6 'Exploration for the Evaluation of Mineral Resources'.
The successful efforts method means that only the costs which relate directly
to the discovery and development of specific mineral reserves are capitalised.
Such costs may include costs of license acquisition, technical services and
studies, exploration drilling and testing but do not include costs incurred
prior to having obtained the legal rights to explore the area. Under
successful efforts accounting, exploration expenditure which is general in
nature is charged directly to the statement of comprehensive income and that
which relates to unsuccessful exploration operations, though initially
capitalised pending determination, is subsequently written off. Only costs
which relate directly to the discovery and development of specific commercial
mineral reserves will remain capitalised and to be depreciated over the lives
of these reserves. Exploration and evaluation costs are capitalised within
intangible assets. Costs incurred prior to obtaining legal rights to explore
are expensed immediately to the statement of comprehensive income.
All lease and licence acquisition costs, geological and geophysical costs and
other direct costs of exploration, evaluation and development are capitalised
as intangible or property, plant and equipment according to their nature.
Intangible assets comprise costs relating to the exploration and evaluation of
properties which the Directors consider to be unevaluated until reserves are
appraised as commercial, at which time they are transferred to tangible assets
as 'Developed mineral assets' following an impairment review and depreciated
accordingly. Where properties are appraised to have no commercial value, the
associated costs are treated as an impairment loss in the period in which the
determination is made. Management considers all tenements relating to each
project to represent one asset when undertaking their impairment assessment.
Property, plant, and equipment
Items of property, plant and equipment are initially recognised at cost. As
well as the purchase price, cost includes directly attributable costs.
Depreciation is provided on all items of property, plant, and equipment so as
to write off their carrying value over their expected useful economic lives.
It is provided at the following rates:
· Plant and machinery (except screening equipment) - 5 to 10 years
straight line basis
· Screening Equipment - on a unit of production basis
· Mining assets - on a unit of production basis
The carrying value of property, plant and equipment assets is assessed
annually and any impairment is to the statement of comprehensive income.
Investments in subsidiaries - company only
Investments in subsidiaries are stated at cost less provision for any
impairment in value.
If circumstances indicate that impairment may exist, investments in subsidiary
undertakings of the Company are evaluated using market values, where
available, or the discounted expected future cash flows of the investment.
If these cash flows are lower than the Company's carrying value of the
investment an impairment charge is recorded in the Company.
Loans to subsidiaries - company only
Loans to subsidiaries are stated at cost less provision for expected credit
losses ("ECL's).
The Company recognises an ECL's on intercompany loans, based on management's
assessment and understanding of the credit risk attaching to each asset,
changes in the level of credit risk between periods and an assessment of the
scenarios under which management expect the assets to be repaid.
Cash and cash equivalents
Cash and cash equivalents include cash in hand and deposits held on call with
under 90 days maturity with banks.
Revenue
Revenue from the sale of magnetite is recognised when the group passes control
of the product to the customer, and it is probable the group will receive the
funds. Control is considered to have passed when the goods are passed to the
buyer, being the point of leaving the mine gate for domestic sales to the US
markets. This is point in time when revenue is recognised.
Where a contract allows the group to advance bill ahead of delivery, a
contract liability in relation to the outstanding performance obligation is
only recognised on the date when payment is received. In those cases, the
entity recognises revenue only after it transfers the goods to the buyer.
Inventories
Inventories are initially recognised at cost, and subsequently at the lower of
cost and net realisable value. Cost comprises all costs of purchase, costs
of conversion and other costs incurred in bringing the inventories to their
present location and condition.
Taxation
Income tax
Income tax expense represents the sum of the tax currently payable and
deferred tax.
The tax currently payable is based on taxable profit for the year. Taxable
profit differs from profit as reported in the same income statement because it
excludes items of income or expense that are taxable or deductible in other
years and it further excludes items that are never taxable or deductible.
The Group's liability for current tax is calculated using tax rates that have
been enacted or substantively enacted by the statement of financial position
date.
Deferred tax
Deferred tax assets and liabilities are recognised where the carrying amount
of an asset or liability in the consolidated statement of financial position
differs from its tax base, except for differences arising on:
· the initial recognition of an asset or liability in a transaction
which is not a business combination and at the time of the transaction affects
neither accounting or taxable profit; and
· investments in subsidiaries where the Group is able to control
the timing of the reversal of the difference and it is probable that the
difference will not reverse in the foreseeable future.
Recognition of deferred tax assets is restricted to those instances where it
is probable that taxable profit will be available against which the difference
can be utilised. The Group has not recognised any deferred tax at balance
date.
When an asset or liability is raised the amount of the asset or liability is
determined using tax rates that have been enacted or substantively enacted by
the reporting date and are expected to apply when the deferred tax
liabilities/(assets) are settled/(recovered).
Fair values
The carrying amounts of the financial assets and liabilities such as cash and
cash equivalents, receivables and payables of the Group at the statement of
financial position date approximated their fair values, due to the relatively
short-term nature of these financial instruments.
Share-based compensation
The fair value of the employee and suppliers' services received in exchange
for the grant of options and warrants is recognised as an expense. The total
amount to be expensed over the vesting period is determined by reference to
the fair value of the options and warrants granted, excluding the impact of
any non-market vesting conditions (for example, profitability and sales growth
targets). Non-market vesting conditions are included in assumptions about the
number of options and warrants that are expected to vest. At each statement of
financial position date, the entity revises its estimates of the number of
options and warrants that are expected to vest. It recognises the impact of
the revision to original estimates, if any, in the statement of comprehensive
income, with a corresponding adjustment to equity.
The proceeds received net of any directly attributable transaction costs are
credited to share capital (nominal value) and share premium when the options
and warrants are exercised.
The fair value of share-based payments recognised in the statement of
comprehensive income is measured by use of the Black Scholes model or other
appropriate models, which takes into account conditions attached to the
vesting and exercise of the equity instruments. The expected life used in the
model is adjusted; based on management's best estimate, for the effects of
non-transferability, and exercise restrictions. The share price volatility
percentage factor used in the calculation is based on management's best
estimate of future share price behaviour and is selected based on past
experience.
Equity instruments
Ordinary shares are classified as equity.
Incremental costs directly attributable to the issue of new shares or options
are shown in equity as a deduction, net of tax, from proceeds.
The fair value of warrants is credited to warrants reserve. The warrants
reserve is non-distributable and will be transferred to share premium account
upon the exercise of warrants. The balance of the warrants reserve in relation
to unexercised warrants at the expiry of the warrants period will be
transferred to accumulated profits.
Provisions
Provisions are recognised when the Group has a present obligation as a result
of a past event, and it is probable that the Group will be required to settle
that obligation. Provisions are measured at the Directors' best estimate of
the expenditure required to settle the obligation at the statement of
financial position date and are discounted to present value where the effect
is material.
Provisions for decommissioning costs are recognised in accordance with IAS 37
Provisions, Contingent Liabilities and Contingent Assets. Provisions are
recorded at the present value of the expenditures expected to be required to
settle the Group's future obligations. Provisions are reviewed at each
reporting date to reflect the current best estimate of the cost at present
value. Any change in the date on which provisions fall due will change the
present value of the provision. Any change in the present value of the
estimated future expenditure is reflected and adjusted against the provision
and development asset, unless the asset to which the provision relates has
been impaired, in which case the reversal of the provision is taken through
the Consolidated statement of comprehensive income. The increase in
restoration provisions, owing to the passage of time, is charged to the
Consolidated statement of comprehensive income as a finance expense.
Financial instruments
Non-derivative financial instruments comprise trade and other receivables,
cash and cash equivalents, loans and borrowings, and trade and other payables.
Non-derivative financial instruments are recognised initially at fair value
plus any directly attributable transactions costs and are subsequently carried
at amortised cost.
A financial instrument is recognised when the Group becomes a party to the
contractual provisions of the instrument. Financial assets are derecognised if
the Group's contractual rights to the cash flows from the financial assets
expire or if the Group transfers the financial assets to another party without
retaining control or substantially all risks and rewards of the asset. Regular
purchases and sales of financial assets are accounted for at trade date, i.e.,
the date that the Group commits itself to purchase or sell the asset.
Financial liabilities are derecognised if the Group's obligations specified in
the contract expire or are discharged or cancelled.
Financial assets
All financial assets other than an immaterial investment in listed equity
shares, which are measured at fair value through profit or loss, are
classified as financial assets at amortised cost. The Group determines the
classification of its financial assets at initial recognition.
The Group's financial assets include cash and cash equivalents, trade
receivables and other receivables.
The Company's financial assets include cash and cash equivalents and loans
receivable due from subsidiaries.
The Company recognises a loss allowance for expected credit losses ("ECL") on
intercompany loans which are measured at amortised cost. The amount of
expected credit losses is updated at each reporting date to reflect changes in
credit risk since initial recognition of the respective financial instrument.
If the credit risk on a financial instrument has increased significantly since
initial recognition, the loss allowance is equal to the lifetime expected
credit losses. If the credit risk has not increased significantly, the loss
allowance is equal to the twelve month expected credit losses.
The Group applies the IFRS 9 simplified approach to measuring credit losses
using a lifetime expected credit loss provision for trade receivables.
Further details of the reviews undertaking during the year are set out in Note
3 below.
Financial liabilities
Financial liabilities refer to trade payables, other payables and loans and
borrowings (including the host borrowing in a convertible instrument) and are
initially recognised at fair value net of any transaction costs directly
attributable to the issue of the instrument. Such liabilities are subsequently
measured at amortised cost using the effective interest rate method.
All loans and borrowings which are financial instruments are initially
recognised at the present value of cash payable to the lender (including
interest). After initial recognition they are measured at amortised cost using
the effective interest rate method. The effective interest rate amortisation
is included in finance costs in the income statement.
Where there is a significant modification to a financial liability, the
financial original liability is de-recognised, and a new financial liability
is recognised at fair value in accordance with the Group's policy.
Convertible loan notes are assessed in accordance with IAS 32 Financial
Instruments: Presentation to determine whether the conversion element meets
the fixed-for-fixed criterion. Where this is met, the instrument is accounted
for as a compound financial instrument with appropriate presentation of the
liability and equity components. Where the fixed-for-fixed criterion is not
met, the conversion element is accounted for separately as an embedded
derivative which is measured at fair value through profit or loss. On issue of
a convertible borrowing, the fair value of embedded derivative is determined,
and the residual is recorded as a host liability initially at fair value and
subsequently at amortised cost. Issue costs are apportioned between the
components based on their respective carrying amounts when the instrument was
issued. The finance costs recognised in respect of the convertible borrowings
includes the accretion of the liability.
Foreign currencies
Transactions entered into by Group entities in a currency other than the
currency of the primary economic environment in which they operate (their
"functional currency") are recorded at the rates ruling when the transactions
occur. The functional currency of the Company is deemed to be GBP. Foreign
currency monetary assets and liabilities are translated at the rates ruling at
the reporting date. Exchange differences arising on the retranslation of
unsettled monetary assets and liabilities are recognised immediately in profit
or loss, except for foreign currency borrowings qualifying as a hedge of a net
investment in a foreign operation, in which case exchange differences are
recognised in other comprehensive income and accumulated in the foreign
exchange reserve along with the exchange differences arising on the
retranslation of the foreign operation.
On consolidation, the results of overseas operations are translated into US
Dollars at rates approximating to those ruling when the transactions took
place. All assets and liabilities of overseas operations, including goodwill
arising on the acquisition of those operations, are translated at the rate
ruling at the reporting date. Exchange differences arising on translating
the opening net assets at opening rate and the results of overseas operations
at actual rate are recognised in other comprehensive income and accumulated in
the foreign exchange reserve.
On disposal of a foreign operation, the cumulative exchange differences
recognised in the foreign exchange reserve relating to that operation up to
the date of disposal are transferred to the consolidated statement of
comprehensive income as part of the gain or loss on disposal.
Management of capital
The Group's policy is to ensure that it will always have sufficient cash to
allow it to meet its liabilities when they become due. The principal
liabilities of the Group arise in respect of the costs of financing working
capital as inventory is built up prior to sale.
The Board receives periodic cash flow projections as well as information on
cash balances. The Board will not commit to material expenditure prior to
being satisfied that sufficient funding is available to the Group to finance
the planned programmes.
Research and Development Tax Incentive (RDTI)
The Group's policy is that any RDTI should be recognised as a government
grant, in accordance with IAS20 Accounting for Government Grants. This means
it will be recognised as part of profit before tax, either as income or as a
reduction of the associated costs.
Where the Group capitalises development costs, then the RDTI amounts received
that relate to these costs will be offset against the capitalised development
costs or deferred exploration expenditure as the case may be.
Leases
All leases are accounted for by recognising a right-of-use asset and a lease
liability except for:
- Leases of low-value assets; and
- Leases with a duration of twelve months or less
Lease liabilities are measured at the present value of the contractual
payments due to the lessor over the lease term, with the discount rate
determined by reference to the rate inherent in the lease unless (as is
typically the case) this is not readily determinable, in which case the
Group's incremental borrowing rate on commencement of the lease is used.
Variable lease payments are only included in the measurement of the lease
liability if they depend on an index or rate. In such cases, the initial
measurement of the lease liability assumes the variable element will remain
unchanged throughout the lease term. Other variable lease payments are
expensed in the period to which they relate.
On initial recognition, the carrying value of the lease liability also
includes:
- Amounts expected to be payable under any residual value guarantee.
- The exercise price of any purchase option granted in favour of the Group
if it is reasonably certain to assess that option;
- Any penalties payable for terminating the lease, if the term of the lease
has been estimated on the basis of termination option being exercised.
Right-of-use assets are initially measured at the amount of the lease
liability, reduced for any lease incentives received, and increased for:
- Lease payments made at or before commencement of the lease;
- Initial direct costs incurred; and
- The amount of any provision recognised where the Group is contractually
required to dismantle, remove, or restore the leased asset
Subsequent to initial measurement lease liabilities increase as a result of
interest charged at a constant rate on the balance outstanding and are reduced
for lease payments made. Right-of-use assets are amortised on a straight-line
basis over the remaining term of the lease or over the remaining economic life
of the asset if, rarely, this is judged to be shorter than the lease term.
When the Group revises its estimate of the term of any lease (because, for
example, it re-assesses the probability of a lessee extension or termination
option being exercised), it adjusts the carrying amount of the lease liability
to reflect the payments to make over the revised term, which are discounted at
the same discount rate that applied on lease commencement. The carrying value
of lease liabilities is similarly revised when the variable element of future
lease payments dependent on a rate or index is revised. In both cases an
equivalent adjustment is made to the carrying value of the right-of-use asset,
with the revised carrying amount being amortised over the remaining (revised)
lease term.
Government Grants
Government grants received on capital expenditure are generally deducted in
arriving at the carrying amount of the asset purchased. Grants for revenue
expenditure are netted against the cost incurred by the Group. Where retention
of a government grant is dependent on the Group satisfying certain criteria,
it is initially recognised as deferred income. When the criteria for retention
have been satisfied, the deferred income balance is released to the
consolidated statement of comprehensive income or netted against the asset
purchased.
2. Critical accounting estimates and judgements
The Group makes certain estimates and assumptions regarding the future.
Estimates and judgements are continually evaluated based on historical
experience and other factors, including expectations of future events that are
believed to be reasonable under the circumstances. In the future, actual
experience may differ from these estimates and assumptions. The estimates
and assumptions that have a significant risk of causing a material adjustment
to the carrying amounts of assets and liabilities within the next financial
year are discussed below.
Estimates
(a) Carrying value of intangible assets
Management assesses the carrying value of the exploration and evaluation
assets for indicators of impairment based on the requirements of IFRS 6 which
are inherently judgemental. This includes ensuring the Group maintains legal
title, assessment regarding the commerciality of reserves and the clear
intention to move the asset forward to development.
i) The Redmoor projects are early-stage exploration projects and
therefore Management have applied judgement in the period as to whether the
results from exploration activity provide sufficient evidence to continue to
move the asset forward to development. There are no indicators of impairment
for the Redmoor project in the 31 December 2021 financial year.
Further detail regarding the carrying value of exploration and evaluation can
be found in note 9.
(b) Share based payments
The fair value of share-based payments recognised in the statement of
comprehensive income is measured by use of the Black Scholes model after
taking into account market-based vesting conditions and conditions attached to
the vesting and exercise of the equity instruments. The expected life used in
the model is adjusted based on management's best estimate, for the effects of
non-transferability, exercise restrictions and behavioural considerations. The
share price volatility percentage factor used in the calculation is based on
management's best estimate of future share price behaviour based on past
experience. Further details are given in Note 21.
(c) Carrying value of amounts owed by subsidiary undertakings.
IFRS9 requires the parent company to make certain assumptions when
implementing the forward- looking expected credit loss model. This model is
required to be used to assess the intercompany loan receivables from its
subsidiaries for impairment. Arriving at an expected credit loss allowance
involved considering different scenarios for the recovery of the intercompany
loan receivables, the possible credit losses that could arise and
probabilities for these scenarios.
The following were considered: the exploration project risk, the future
sales potential of product, value of potential reserves and the resulting
expected economic outcomes of the project. Further details are given in Note
10.
(d) Carrying Value of Development Assets
Management assesses the carrying value of Development assets for indicators of
impairment based on the requirements of IAS36 which are inherently
judgemental.
The following are the key assumptions used in this assessment of Carrying
value.
i) Mineable reserves over life of project
ii) Forecasted Copper pricing
iii) Capital and operating cost assumptions to deliver the mining schedule
iv) Foreign exchange rates
v) Discount rate
vi) Estimated project commencement date.
If the carrying amount of the Development asset exceeds the recoverable
amount, the asset is impaired. The Group will reduce the carrying amount of
the asset to its recoverable amount and recognise an impairment loss. The
assessment is carried out twice per year - end of half year reporting period
and end of annual reporting period.
The assessment of the recoverable amount was conducted on the basis that
funding is obtained and the following assumptions apply:
2021 Analysis 2020
Analysis
Copper price US (average) $4.41/lb
$3.00/lb
AUD/USD exchange rate (average)
0.6500 0.7000
Discount Rate after-tax
11%
11%
Commencement of Project;
Paltridge
North July
22 July 21
Lynda Lorna Doone
April 23
April 22
First Sales
November 22 November 21
The NPV based on these assumptions was $22.5m (2020: $8.8m)
The carrying value of the asset is sensitive to market changes in key
assumptions. Since the project was acquired at fair value in 2018, there has
been significant movement in copper prices, the AUD/USD exchange rate and the
expected project commencement date.
Management has conducted sensitivity analysis on these key variables to
ascertain the level at which each key variable is required to be to reduce the
expected after tax NPV to the current carrying value ($7.027m). Results of
these analyses are that the key project assumptions would have to change to,
holding the other variables constant:
Copper price
US
$3.12/lb
AUD/USD exchange
rate
0.9756
Discount Rate after-tax
54%
Delay in Commencement of Project and First Sales 11 Years
While Management does not expect the extreme swings in key variables required
to return the project NPV to the carrying value in the Company's books,
sensitivities were conducted on individual key variables with the results as
follows:
Variable
Change NPV Impact USD
Copper price average
-10% -$5.3m
AUD/USD exchange rate
average
+5% -$1.5m
Discount Rate after-tax
+2% -$1.5m
Delay in Commencement of Project and First Sales
6mths -$1.1m
Operating Costs
+10% -$2.5m
(e) Determination of incremental borrowing rate for leases
Under IFRS 16, where the interest rate implicit in the lease cannot be readily
determined the incremental borrowing rate is used. The incremental borrowing
rate is defined as the rate of interest that a lessee would have to pay to
borrow, over a similar term and with a similar security, the funds necessary
to obtain an asset of a similar value to the cost of the right-of-use asset in
a similar economic environment.
Plant and Machinery
The Group has applied a borrowing rate of 6% to the Plant and Machinery Asset-
the interest expense is $11,500 (2020: $7,000) and the initial liability for
the renewed 2-year lease is $297,400 (2020: $190,000 -15-month lease).
At a borrowing rate of 5%- the interest expense is $9,700 (2020: $6,000) and
the initial liability for the renewed lease would be $300,500 (2020:
$191,000).
At a borrowing rate of 7%- the interest expense is $13,200 (2020: $9,000) and
the initial liability for the renewed lease would be $294,000. (2020:
$189,000).
Office Lease
The Group has applied a borrowing rate of 5% to the Office lease - the
interest expense is $1,500 (2020: $2,000) and the initial liability was
$56,500.
At a borrowing rate of 3%- the interest expense is $960 (2020: $1,000) and the
initial liability would be $57,300.
At a borrowing rate of 7%- the interest expense is $2,200 (2020: $3,000) and
the initial liability would be $54,700
Motor Vehicle lease
The Group has applied a borrowing rate of 6% to the Car lease - the interest
expense is $500, and the initial liability is $10,800.
At a borrowing rate of 5%- the interest expense is $400, and the initial
liability would be $10,900.
At a borrowing rate of 7%- the interest expense is $600, and the initial
liability would be $10,700.
Refer to Note 19 for details in relation to lease arrangements.
Judgements
(f) Investments in subsidiaries
Investment in subsidiaries comprises of the cost of acquiring the shares in
subsidiaries.
If an impairment trigger is identified and investments in subsidiaries are
tested for impairment, estimates are used to determine the expected net return
on investment. The estimated return on investment takes into account the
underlying economic factors in the business of the Company's subsidiaries
including estimated recoverable reserves, resources prices, capital investment
requirements, and discount rates among other things. Refer to Note 10 for
further details in respect of the recoverability of the investment in
subsidiaries.
(g) Contingent consideration as part of Asset acquisition
Judgement was required in determining the accounting for the contingent
consideration payable as per of the CRL acquisition. The group has an
obligation to pay A$1m on net smelter sales arising from CRL production
reaching A$50m and a further A$1m on net smelter sales arising from CRL
production reaching A$100m.
Whilst a possible obligation exists in relation to the consideration payable,
given the early stage of the project it was concluded that at reporting date
it is not probable that an outflow of resources embodying economic benefits
will be required to settle the obligation. Therefore, in accordance with IAS
37, a contingent liability, relating to this possible obligation is disclosed
in Note 23.
3. Financial instruments - Risk management
The Group is exposed to the following financial risks:
· Credit risk
· Foreign exchange risk
· Commodity price risk
· Liquidity risk
In common with all other businesses, the Group is exposed to risks that arise
from its use of financial instruments. This note describes the Group's
objectives, policies, and processes for managing those risks and the methods
used to measure them. Further quantitative information in respect of these
risks is presented throughout these financial statements.
There have been no substantive changes in the Group's exposure to financial
instrument risks, its objectives, policies, and processes for managing those
risks or the methods used to measure them from last year unless otherwise
stated in this note.
Principal financial instruments
The principal financial instruments used by the Group, from which financial
instrument risk arises, are:
· Trade and other receivables
· Cash and cash equivalents
· Restricted cash
· Trade and other payables
· Lease liabilities
· Borrowings
A summary of the financial instruments held by category is provided below:
Financial assets
Financial assets at
Amortised cost
2021 2020
Group $'000 $'000
Cash and cash equivalents 611 833
Trade and other receivables 435 273
_______ _______
Total financial assets 1,046 1,106
_______ _______
Financial liabilities
Financial liabilities at
amortised cost
2021 2020
Group $'000 $'000
Trade and other payables 279 203
Lease Liability 722 80
_______ _______
Total financial liabilities 1,001 283
Financial assets at Amortised cost
2021 2020
Company $'000 $'000
Cash and cash equivalents 40 394
Amounts owed by subsidiary undertakings 4,483 3,807
_______ _______
Total financial assets at Amortised cost 4,523 4,201
_______ _______
Financial liabilities at Amortised cost
2021 2020
Company $'000 $'000
Trade and other payables 45 38
Amounts owed to subsidiary undertakings 1,221 827
_______ _______
Total financial liabilities at Amortised cost 1,266 865
_______ _______
Financial instruments measured at fair value
General objectives, policies and processes
The Board has overall responsibility for the determination of the Group's risk
management objectives and policies and, whilst retaining ultimate
responsibility for them, it has delegated the authority for designing and
operating processes that ensure the effective implementation of the objectives
and policies to the Group's finance function. The overall objective of the
Board is to set policies that seek to reduce risk as far as possible without
unduly affecting the Group's competitiveness and flexibility. Further
details regarding these policies are set out below:
Credit risk
Credit risk is the risk of financial loss to the Group if a customer or
counterparty to a financial instrument fails to meet its contractual
obligations. The Group is mainly exposed to credit risk from credit sales.
It is Group policy, implemented locally, to assess the credit risk of new
customers before entering contracts. Such credit assessments are taken into
account by local business practices. Further disclosures regarding trade and
other receivables, which follow IFRS 9 including expected credit losses, are
provided for in Note 13.
The Company is exposed to credit risk through amounts due from its subsidiary
undertakings. Refer to Note 1 for details on the credit loss allowance made.
Credit risk also arises from cash and cash equivalents and deposits with banks
and financial institutions. For banks and financial institutions, only
independently rated parties with minimum rating "A" are accepted.
Foreign exchange risk
Foreign exchange risk arises when individual Group entities enter into
transactions denominated in a currency other than their functional currency.
The Group's policy is, where possible, to allow Group entities to settle
liabilities denominated in their own functional currency (being Pound
Sterling, US dollar and Australian dollar) with the cash generated from their
own operations where possible in that currency. Where Group entities have
liabilities denominated in a currency other than their functional currency
(and have insufficient reserves of that currency to settle them), cash already
denominated in that currency will, where possible, be transferred from
elsewhere within the Group.
The parent Company maintains US dollar and pounds sterling bank accounts,
whilst subsidiaries may hold either these currency accounts or their local
currency.
All receivables and payables are settled at the prevailing spot rate; no
forward contracts or other hedging instruments are currently entered into.
The Board monitors the total foreign exchange risk on a periodic basis but
given the major in and out flows of cash are in US dollars there is a natural
hedge in place which minimises the overall exposure.
Foreign exchange risk (continued)
As of 31 December, the net exposure to foreign exchange risk was as follows:
US dollar Sterling Australian dollar Total
2021 2020 2021 2020 2021 2020 2021 2020
$'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000
Group
Net foreign currency financial assets/(liabilities)
______ ______ ______ ______ ______ ______ ______ ______
Total net exposure (33) 519 191 308 (113) (4) 45 823
______ ______ ______ ______ ______ ______ ______ ______
The effect of a 20% strengthening of the Sterling and Australian Dollar
against US Dollar at the reporting date on the corresponding net financial
assets carried at that date would, all other variables held constant, have
resulted in an increase in the post-tax profit for the year of US$16,000
(2020: US$62,000) and an increase of the net assets of US$16,000. A 20%
weakening in the exchange rate would, on the same basis, have decreased
post-tax profit and decreased net assets by US$16,000 (2020: US$62,000).
Functional currency of individual entity
Sterling Total
2021 2020 2021 2020
$'000 $'000 $'000 $'000
Company
Net foreign currency financial assets/(liabilities)
_______ _______ _______ _______
Total net exposure (5) 356 (5) 356
_______ _______ _______ _______
Commodity price risk
Typically, the sale of magnetite to the export market, as opposed to US
domestic customers, is priced by reference to the market quoted Platts IODEX
62% Fe CFR China price over which the Group has no influence. There were no
exports of product in the 2021 year. As domestic sales prices are determined
more by local supply/demand factors and transportation costs, they do not,
generally fluctuate with changes in global prices, hence, there is no
significant exposure to market price risks expected in the coming year.
Liquidity risk
Liquidity risk arises from the Group's management of working capital.
The Group's policy is to ensure that it will always have sufficient cash to
allow it to meet its liabilities when they become due. To achieve this aim,
it seeks to maintain cash balances to meet expected requirements for a period
of at least 30 days.
Liquidity risk (continued)
The Board receives periodic cash flow projections as well as information
regarding cash balances. The Group does not have any overdraft or credit
lines in place. The liquidity risk of each Group entity is managed centrally
by the finance function.
The following table sets out the contractual maturities (representing
undiscounted contractual cash-flows) of financial liabilities:
Between Between Between
Group Up to 3 3 and 12 1 and 2 2 and 5 Over
Months Months Year Years 5 years
At 31 December 2021 $'000 $'000 $'000 $'000 $'000
Trade and other payables 279 - - - -
Lease Liabilities 76 227 169 251 -
_______ _______ _______ _______ _______
Total 355 227 169 251 -
_______ _______ _______ _______ _______
Between Between Between
Group Up to 3 3 and 12 1 and 2 2 and 5 Over
Months months Year years 5 years
At 31 December 2020 $'000 $'000 $'000 $'000 $'000
Trade and other payables 203 - - - -
Lease Liabilities 15 43 22 - -
_______ _______ _______ _______ _______
Total 218 43 22 - -
_______ _______ _______ _______ _______
Between Between Between
Company Up to 3 3 and 12 1 and 2 2 and 5 Over
Months months year years 5 years
At 31 December 2021 $'000 $'000 $'000 $'000 $'000
Trade and other payables 45 - - - -
Loans from subsidiary undertakings - 1,221 - - -
_______ _______ _______ _______ _______
Total 45 1,221 - - -
_______ _______ _______ _______ _______
Between Between Between
Company Up to 3 3 and 12 1 and 2 2 and 5 Over
Months months year years 5 years
At 31 December 2020 $'000 $'000 $'000 $'000 $'000
Trade and other payables 38 - - - -
Loans and borrowings - 827 - - -
_______ _______ _______ _______ _______
Total 38 827 - - -
_______ _______ _______ _______ _______
Capital Disclosures
The Group monitors "adjusted capital" which comprises all components of equity
(i.e., share capital, share premium, merger reserve, and retained earnings).
The Group's objectives when maintaining capital are:
· to safeguard the entity's ability to continue as a going concern,
so that it can continue to provide returns for shareholders and benefits for
other stakeholders, and
· to provide an adequate return to shareholders by pricing products
with the level of risk.
The Group sets the amount of capital it requires in proportion to risk. The
Group manages its capital structure and adjusts it in the light of changes in
economic conditions and the risk characteristics of the underlying assets.
4. Segment information
The Group has four main segments during the period:
· Southern Minerals Group LLC (SMG) - This segment is involved in
the sale of magnetite to both the US domestic market and historically
transported magnetite to port for onward export sale.
· Head Office - This segment incurs all the administrative costs of
central operations and finances the Group's operations. A management fee is
charged for completing this service and other certain services and expenses.
· Development Asset - This segment holds the Leigh Creek Copper
Mine Development Asset in Australia and incurs all related operating costs.
· United Kingdom - The investment in the Redmoor project in
Cornwall, United Kingdom is held by this segment.
Factors that management used to identify the Group's reportable segments.
The Group's reportable segments are strategic business units that carry out
different functions and operations and operate in different jurisdictions.
Operating segments are reported in a manner consistent with the internal
reporting provided to the chief operating decision-maker. The chief operating
decision maker has been identified as the board and management team which
includes the Board and the Chief Financial Officer.
Measurement of operating segment profit or loss, assets, and liabilities
The Group evaluates segmental performance on the basis of profit or loss from
operations calculated in accordance with International Accounting Standards.
Segment assets exclude tax assets and assets used primarily for corporate
purposes. Segment liabilities exclude tax liabilities. Loans and borrowings
are allocated to the segments in which the borrowings are held. Details are
provided in the reconciliation from segment assets and liabilities to the
Group's statement of financial position.
SMG Head Office United Kingdom Development Asset Intra Segment Elimination Total
2021 2021 2021 2021 2021 2021
$'000 $'000 $'000 $'000 $'000 $'000
Revenues 2,611 - - - - 2,611
Total Revenue 2,611 - - - - 2,611
Raw Materials and consumables (524) - - - - (524)
Overhead expenses (678) (910) (8) - 61 (1,536)
Management fee income/(expense) (398) 396 - - 2 -
Share based payments - (58) - - - (58)
Amortisation- right of use asset (158) - - - - (158)
Depreciation (52) - - - - (52)
(Loss)/ gain on intercompany loans/investments - 29 - - (29) -
Foreign exchange gain/(loss) - (478) - - 473 (5)
_______ _______ _______ _______ _______ _______
Segment profit /(loss) from operations 801 (1,021) (8) - 507 279
_______ _______ _______ _______ _______ _______
Lease Interest (12) - (3) - - (15)
Finance Expense - - - (7) - (7)
_______ _______ _______ _______ _______ _______
Segment profit /(loss) before taxation 789 (1,079) (11) (7) 565 257
_______ _______ _______ _______ _______ _______
SMG Head Australia United Kingdom Development Asset Intra Total
Office Segment
Elimination
2020 2020 2020 2020 2020 2020 2020
$'000 $'000 $'000 $'000 $'000 $'000 $'000
Revenues 3,025 - - - - - 3,025
Other Revenue - - - - - - -
Total Revenue 3,025 - - - - - 3,025
Other Income - - - 155 - - 155
Raw Materials and consumables (562) - - - - - (562)
Overhead expenses (821) (614) (233) (37) - - (1,705)
Management fee income/(expense) (630) 631 - - - (1) -
Share based payments - (176) - - - - (176)
Amortisation- right of use asset (152) - - - - - (152)
Depreciation (15) - - - - - (15)
(Loss)/ gain on - (485) - - - 485 -
intercompany loans
Foreign exchange gain/(loss) - 156 360 - - (562) (46)
_______ _______ _______ _______ _______ _______ _______
Segment profit /(loss) from operations 831 (488) 127 118 - (78) 524
_______ _______ _______ _______ _______ _______ _______
Lease Interest (7)- -- - (2)- - - (9))
Finance Expense - (33) (28) - (4) - (65))
_______ _______ _______ _______ _______ _______ _______
Segment profit /(loss) before taxation 838 (521) 99 116 (4) (78) 450
_______ _______ _______ _______ _______ _______ _______
SMG Head Office Development Asset Australia United Kingdom Total
As at 31 December 2021 $'000 $'000 $'000 $'000 $'000 $'000
Additions to non-current assets - - 584 - 568 1,152
_______ _______ ______ _______ _______ _______
Reportable segment assets 1,603 82 8,108 - 5,533 15,326
_______ _______ ______ _______ _______ _______
Reportable 795 185 505 - 66 1,551
segment liabilities
_______ _______ _______ _______ _______ _______
SMG Head Office Development Asset (restated) United Kingdom Australia Total
As at 31 December 2020 $'000 $'000 $'000 $,000 $'000 $'000
(restated)
Additions to non-current assets - - 251 - 348 599
_______ _______ ______ ______ _______ _______
Reportable segment assets 839 433 7,975 70 5,091 14,408
_______ _______ ______ ______ _______ _______
Reportable segment liabilities 174 115 474 37 56 856
_______ _______ ______ ______ _______ _______
External revenue Non-current assets
by location of customers
by location of assets
2021 2020 2021 2020
$'000 $'000 $'000 $'000
United States 2,611 3,025 802 200
United Kingdom - - 5,258 5,066
Australia - - 8,097 7,960
_______ _______ _______ _______
2,611 3,025 14,157 13,226
_______ _______ _______ _______
Revenues from Customer A totalled $486,000 (2020: $406,000), which represented
18% (2020: 13%) of total domestic sales in the United States, Customer B
totalled $1,059,000 (2020: $1,555,000) which represented 40% (2020: 50%) of
total sales and Customer C totalled $885,000 (2020: $863,000) which
represented 33% (2020: 28%). There were no export sales in the year (2020:
Nil).
5. Profit/(loss) before tax
Group Year to Year to
31 December
31 December
Costs by nature 2021 2020
Notes $'000 $'000
Operating Profit/(loss) is stated after charging:
Other Income (i) - (155)
Directors' fees and emoluments 6 428 307
Fees payable to the company's auditor for the 111 74
audit of the parent company and consolidated financial statements
Non-Audit Services 13 28
Staff costs 6 481 495
Depreciation 52 15
Amortisation of right-of -use assets 158 152
Equipment rental (ii) 116 134
Equipment maintenance 60 36
Legal, professional and consultancy fees 169 440
Travelling and related costs - -
Other expenses 158 191
________ ________
Overhead Expenses 1,745 1,872
Foreign exchange (gain)/loss 5 46
Share based payments charge 58 176
Depreciation - -
Finance Fee 7 65
Lease Interest 15 9
________ ________
1,830 2,013
________ ________
(i) During 2020, the Group sold a portion of the CRL mineral rights for
$0.155m to an unrelated party.
The sale covered a parcel of land in Cornwall and included the rights to use
and maintain all mines and minerals to maximum depth of 60m from the surface
of the relevant land parcel.
The land parcel equates to less than 1.0% of the total land holding. The
portion of mineral rights sold did not contain mineral deposits of
significance to the CRL project and was sold for housing development.
(ii) Equipment rental includes a number of short-term rental agreements.
6. Directors and employees
Group Year to Year to
31 December
31 December
Staff costs during the year 2021 2020
$'000 $'000
Directors' remuneration expense including consultancy fees 428 307
Directors' fees capitalised including consulting fees 22 17
Wages and salaries including consulting fees for management 481 495
Share based payments 58 176
________ ________
Total staff costs 989 995
________ ________
Government Grants - Payroll Support
Included in wages expense is a $50k (2020: $46k) US government grant relating
to supporting the payroll of SMG's employees. The Group has elected to present
this government grant as a reduction of the wage expense. SMG does not have
any unfulfilled obligations relating to this program. The grant was originally
given as a loan to SMG; however, the loan has since been forgiven.
The average number of people (including Directors) employed by the Group
during the year was:
2021 2020
Number Number
Total 11 11
________ ________
Company Year to Year to
31 December
31 December
2021 2020
Staff costs during the year $'000 $'000
Directors' remuneration including consultancy fees 364 238
Directors' fees capitalised including consulting fees 22 17
Wages and salaries - -
Share based payments 58 176
________ ________
Total staff costs 444 431
________ ________
The average number of people (including Directors) employed by the Company
during the year was:
2021 2020
Number Number
Total 4 5
________ ________
7. Taxation
Year to Year to
31 December
31 December
2021 2020
$'000 $'000
Current tax expense - Overseas Tax (USA) 101 236
________ ________
101 236
________ ________
Reconciliation of effective tax rates $'000 $'000
Profit(loss) before tax 257 450
Tax using UK domestic rates of corporation tax of 19% (2020 - 19%) 49 86
Effect of
Expenses not deductible for tax / (nontaxable income) (81) 201
Capital allowance in excess of depreciation (96) -
(Over)/under provisions in respect of previous years 17 (70)
Losses (utilised)/carried forward 191 (73)
Difference in overseas tax rates 21 92
________ ________
101 236
________ ________
The Group has tax receivable of $0.063m (2020: payable $0.21m)
The Group has unused losses to carry forward of $24,308,505
(2020:$23,303,242). No deferred tax asset has been recognised for losses as
their full recovery is not probable in the foreseeable future.
Different tax rates applied in overseas jurisdictions reflect the different
tax rates applicable in the various jurisdictions in which the Group operates.
The current tax expense and over provision in respect of prior year relates to
operations in the USA. The combined state, federal and branch rate of
corporate tax in USA is approx.29%.
8. Earnings per share
Earnings per ordinary share have been calculated using the weighted average
number of shares in issue during the relevant financial year. The weighted
average number of shares in issue during the year was 1,593,558,030
(2020:1,573,956,203). Fully diluted earnings are based on 1,593,558,030 (2020:
1,573,956,203) shares and the profit for the financial period was $0.156m
(2020: $0.214m).
9. Intangible Assets
Group Exploration and evaluation assets Other Total
intangible
asset
Cost $'000 $'000 $'000
At 1 January 2020 5,689 26,332 32,021
Additions in the year 348 - 348
Research and development incentive (41) - (41)
Foreign exchange difference 152 56 208
________ ________ ________
At 31 December 2020 6,148 26,388 32,536
________ ________ ________
At 1 January 2021
Additions in the year 564 - 564
Grant reimbursement (196) - (196)
Research and Development Refund (65) - (65)
Foreign exchange difference (101) (34) (135)
________ ________ ________
At 31 December 2021 6,350(i) 26,354(ii) 32,704
________ ________ ________
Amortisation and impairment
At 1 January 20 (1,122) (25,772) (26,894)
Impairment of exploration and evaluation costs (iii) - - -
________ ________ ________
At 31 December 2020 (1,122) (25,772) (26,894)
At 1 January 2021 (1,122) (25,772) (26,894)
________ ________ ________
At 31 December 2021 (1,122) (25,772) (26,894)
________ ________ ________
Net book value
At 31 December 2019 4,567 560 5,127
________ ________ ________
At 31 December 2020 5,026 616 5,642
________ ________ ________
At 31 December 2021 5,228 582 5,810
________ ________ ________
Exploration and evaluation assets
(i) Exploration and evaluation ("E&E") costs as at 31 December 2021
are the costs associated with the exploration tenements in the UK held by
Cornwall Resources Ltd ('CRL').
Other intangible asset
(ii) An intangible asset arises from the contractual relationship entered
into by Southern Minerals Group LLC ('SMG'), an entity wholly owned by Ebony
Iron Pty Limited, with a third party for the rights to a magnetite stockpile
held at that party's Cobre mine in New Mexico, USA. The intangible asset was
fully amortised at the end of 31 December 2017.
An intangible asset arises from the contractual relationship entered into by
LCCM with a third party for an offtake agreement over the Leigh Creek Copper
mine.
10. Investments
Investment subsidiaries
Company Loans to subsidiary Undertakings Shares in subsidiary Undertakings Total
(ii) (i)
Cost $'000 $'000 $'000
At 1 January 2020 4,958 51,094 56,052
Movement in the year 1,360 - 1360
Foreign exchange difference 192 170 362
_________ _________ _________
At 31 December 2020 6,510 51,264 57,774
_________ _________ _________
At 1 January 2021 6,510 51,264 57,774
Movement in the year 704 - 704
Foreign exchange difference (56) (38) (94)
At 31 December 2021 7,158 51,226 58,384
_________ _________ _________
Impairment
At 1 January 2020 (2,175) (46,697) (48,872)
Charge for the year (357) (6) (363)
Foreign exchange difference (171) - (171)
_________ _________ _________
At 31 December 2020 (2,703) (46,703) (49,406)
At 1 January 2021 (2,703) (46,703) (49,406)
Charge for the year (11) - (11)
Foreign exchange difference 39 - 39
_________ _________ _________
At 31 December 2021 (2,675) (46,703) (49,378)
_________ _________ _________
Carrying Value
At 31 December 2020 3,807 4,561 8,368
_________ _________ _________
At 31 December 2021 4,483 4,523 9,006
_________ _________ _________
(i) Shares in subsidiary undertakings are assessed for impairment and are
carried at the net asset position of the subsidiary. Refer Note 1 for further
information in respect to the accounting policy.
(ii) Loans provided to subsidiary undertakings which are interest free
and repayable on demand. The Directors do not expect to call for repayment of
these loans in the foreseeable future. The loans are expected to be repaid by
future revenues generated from the Group's assets in USA, UK and Australia.
Loans to subsidiary undertakings are assessed for impairment in accordance
with IFRS9. Under IFRS9, provisions for impairment of loans in subsidiary
undertakings is based on an expected credit loss assessment (refer note 1 for
further detail).
IFRS9 requires the parent company to make assumptions when implementing the
forward- looking expected credit loss model. This model is required to be used
to assess the intercompany loan receivables from its subsidiaries for
impairment. The model also assesses the Investment in Subsidiaries for
impairment.
Arriving at an expected credit loss allowance involved considering different
scenarios for the recovery of the intercompany loan receivables, the possible
credit losses that could arise and probabilities for these scenarios and an
assessment of the net asset position of the subsidiary.
The following were considered, the exploration project risk, the future sales
potential of product, value of potential reserves and the resulting expected
economic outcomes of the project.
Refer Note 1 for further information in respect to the accounting
policy and Note 2 (c) in relation to the accounting judgements.
Investment in subsidiaries
2021 2020
Company $'000 $'000
Investments in subsidiary undertakings - CRL 4,523 4,561
_________ _________
4,523 4,561
_________ _________
Holdings of more than 20%
The Company holds more than 20% of the share capital of the following
companies:
Subsidiary undertakings Country of Principal Class of %
Incorporation Activity share Owned
Central Australian Rare Earths Pty Ltd Australia (ii) Exploration and development Ordinary 100%
Iron Glen Holdings Pty Limited Australia (ii) Holding Company Ordinary 100%
Southern Minerals Group LLC (i) USA (iii) Sale of magnetite Ordinary 100%
Ebony Iron Pty Limited Australia (ii) Holding Company Ordinary 100%
Leigh Creek Copper Mine Pty Ltd (i) Australia (ii) Exploration and development Ordinary 100%
Iron Glen Pty Ltd Australia (ii) Dormant Company Ordinary 100%
Cornwall Resources Limited United Kingdom (iv) Exploration and development Ordinary 100%
(i) Held by Ebony Iron Pty Limited
(ii) Registered office - 3 Laundess Avenue, Panania NSW 2213
(iii) Registered office - 303 Fierro Road, Hanover, New Mexico, USA, 88041
Registered office - 10 John St, London WC1N2EB
11. Property, plant, and equipment
Development Asset Plant and Machinery Total
Group $'000 $'000 $'000
Cost
At 1 January 2020 5,958 735 6,693
________ ________ ________
Additions in the year 251 - 251
Foreign exchange difference 619 27 646
________ ________ _______
At 31 December 2020 6,828 762 7,590
Additions 584 4 588
Foreign exchange difference (385) (20) (405)
________ ________ ________
At 31 December 2021 7,027 746 7,773
________ ________ ________
Depreciation
At 1 January 2020 - (228) (228)
Charge in the year - (15) (15)
Foreign exchange difference - 4 4
________ ________ ________
At 31 December 2020 - (239) (239)
Charge in the year - (52) (52)
Foreign exchange difference - 3 3
________ ________ ________
At 31 December 2021 - (288) (288)
________ ________ ________
Carrying value
At 31 December 2019 6,391 507 6,898
________ ________ ________
At 31 December 2020 6,828 523 7,351
________ ________ ________
At 31 December 2021 7,027 458 7,485
________ ________ ________
12. Inventories
2021 2020
$'000 $'000
Finished goods held for sale 4 3
________ ________
4 3
________ ________
No inventories have been written off to profit or loss in the year (2020:
Nil).
13. Trade, other receivables, and prepayments
2021 2020
Group $'000 $'000
Current
Trade receivables 190 273
Less: provision for impairment of trade receivables - -
_________ _________
190 273
Other receivables 245 4
VAT/GST Receivable 50 53
________ ________
485 330
________ ________
Prepayments 6 16
Non-Current
Rehabilitation bond 145 155
________ ________
145 155
________ ________
Company
Current
Prepayments 3 13
VAT/GST Receivable 18 26
________ ________
21 39
________ ________
The Group's trade receivables are derived from magnetite customers at Cobre,
whose credit quality is assessed by considering the customers financial
position, experience, and other factors. There are no significant
concentrations of credit risk, whether through exposure to individual
customers, specific industry sectors and/or regions. Within 60 days of the
year end, the Group had collected 90% of the trade receivables outstanding at
31 December 2021. The final 10% of trade receivables was collected in April
22, the delay being due to a missed invoice. The Group did not recognise any
impairment and believes that credit risk is limited as customers pay within a
short period of time. Other receivables in 2021 includes $180,000 receivables
from the University of Exeter being a reimbursement due under the Deep Digital
Cornwall Project, which were received in full by end of May 2022 and a CRL
Research and Development tax refund which was received in March 2022. The
Group applies the IFRS 9 simplified approach to measuring credit losses using
a lifetime expected credit loss provision for trade receivables. Based on the
assessment, the carrying value of trade receivables, classified at amortised
cost, approximated the fair value.
14. Cash and cash equivalents
2021 2020
Group $'000 $'000
Bank current accounts - unrestricted 611 833
________ ________
Cash and cash equivalents in the statement of cash flows 611 833
________ ________
Cash and cash equivalents (continued)
2021 2020
Company $'000 $'000
Bank current accounts - unrestricted 40 394
________ ________
Cash and cash equivalents in the statement of cash flows 40 394
________ ________
The Group's balances are held with well-known and highly rated UK, USA, and
Australian banks.
15. Trade and other payables
2021 2020
Group $'000 $'000
Trade payables 256 186
Other payables 23 17
Accruals 129 113
________ ________
408 316
________ ________
Company
Trade payables 45 36
Other payables - 2
Accruals 96 77
________ ________
141 115
________ ________
Book values approximate to fair value at 31 December 2021 and 2020.
16. Loans and Borrowings
Loan Loan Total
R&D
CRL
Grant
Acquisition
$'000 $'000 $'000
Group
As at 1 January 2020 419 1,692 2,111
Loan repayments (410) (1,632) (2,042)
Interest 28 34 62
Interest paid (45) (53) (98)
Foreign exchange 8 (41) (33)
________ ________ ________
As at 31 December 2020 - - -
________ ________ ________
As at 31 December 2021 - - -
________ ________ ______
CRL Total
Acquisition
Company $'000 $'000
As at 1 January 2020 - -
Loan Advance 1,692 1,692
Loan repayments (1,632) (1,632)
Interest 33 33
Interest Paid (53) (53)
Foreign exchange (42) (42)
________ ________
As at 31 December 2020 - -
________ ________
As at 1 January 2021 - -
________ ________
As at 31 December 2021 - -
________ ________
The terms and conditions of the loans are as follows:
Loan - CRL acquisition
In July 2019 SML entered a Convertible Note with NAE to finalise the purchase
of CRL.
SML made an initial payment totalling $A300,000 and entered an 11-month
payment schedule for the balance of $A2,700,000 ($US1,858,000). A payment of
$A300,000 ($US206,000) was paid in October 2019. Further payments of $A300,000
(being approximately $US206,000) were made in January 2020 and April 2020. The
balance of $A1,800,000 (being approximately $US1,200,000) plus interest was
paid in June 2020.
The interest rate on the loan of $A2,700,000 ($US1,858,000) was 5% pa,
calculated on a daily balance basis, payable at the end of each calendar
quarter.
SML provided NAE with a charge over the Company's shares in CRL, a debenture
charge over CRL's property and, in the event of default, NAE had the option to
convert any outstanding balances to SML shares at 90% of the VWAP for SML
shares in the 10 trading days prior to the issue of the conversion notice.
Loan - R&D Grant
In September 2019 SML entered into a loan agreement against the
anticipated receipt of a Research and Development Tax Incentive (RDTI) from
the Australian Tax Office.
The loan represents approx. 80% of the anticipated RDTI calculated at the time
of submission to the Loan provider. Interest at 15% per annum accrues to the
loan and the Loan is repaid upon receipt of the RDTI.
The group received $A575,000 ($US403,000) in September 2019. The group
received a further $A102,000 ($US72,000) in Jan 2020 based a revised RDTI. The
loan was repaid in May 2020.
17. Non-Current Liabilities
Provision for environmental Liability(1) Total
$'000 $'000
Group
At 1 January 2020 395 395
________ ________
Finance Charges 4 4
Foreign exchange 40 40
At 1 January 2021 439 439
Finance Charges 7 7
Foreign exchange (25) (25)
________ ________
At 31 December 2021 421 421
________ ________
(1) LCCM's operations are subject to specific environmental regulations. The
Group has assessed the environmental rehabilitation provision arising from
these regulations and has recognised an amount, which reflects the fair value
of such liabilities.
Non-Current Liabilities
2021 2020
$'000 $'000
Company
Loans to Subsidiary Undertakings 1,221 827
________ ________
1,221 827
________ ________
18. Deferred tax
Deferred tax is calculated in full on temporary differences under the
liability method using the tax rate applicable for losses in the relevant
jurisdiction. However, the deferred tax asset as at 31 December 2021 was nil
(2020: nil) as the tax losses were not expected to be recovered in the
foreseeable future (see note 7 for details).
19. Leases
The Group has leases for an office, plant and machinery and a vehicle. 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 (see Note 11).
Right of Use Asset
Office Lease Plant, machinery, and vehicles Total
$'000 $'000 $'000
Group
At 1 January 2020 -
Additions 57 190 247
Amortisation (capitalised) (17) - (17)
Amortisation - (152) (152)
________ ________ ________
At 31 December 2020 40 38 78
________ ________ ________
Group
At 1 January 2021 40 38 78
Additions - 822 822
Amortisation (capitalised) (20) (5) (25)
Amortisation - (158) (158)
________ ________ ________
At 31 December 2021 20 697 717
________ ________ ________
Lease Liabilities
Office Plant, machinery, and vehicles Total
$,000 $'000 $'000
Group
As at 1 January 2020 - - -
Additions 57 190 247
Interest payments 2 7 9
Lease Payments (19) (157) (176)
________ ________ ________
As at 01 January 2021 40 40 80
Additions - 822 822
Interest expense 2 13 15
Lease payments (20) (175) (195)
________ ________ ________
At 31 December 2021 22 700 722
________ ________ ________
Lease Liabilities are presented in the Statement of financial position as
follows:
2021 2020
$,000 $'000
Group
Current 302 22
Non-Current 420 58
________ ________
Total 722 80
________ ________
The table below describes the nature of the Group's leasing activities by type
of right-of-use asset
recognised on balance sheet:
Right of Use Asset No of Right of Use assets leased Range of remaining term No of leases with extension options
Office lease 1 1-2 years -
Plant and Machinery 5 1-4 years 1
Motor Vehicle 1 1-2 years -
20. Share Capital and Premium
Number Issue Price Share Share Premium Total
Capital
$,000 $,000 $'000
At 1 January 2020 Ordinary shares 1,467,631,282 2,203 47,415 49,618
(par value of 0.1 pence each)
Share Issue(i) 266,666,667 0.45p 334 1,171 1,505
Share Issue(ii) 163,775,000 0.40p 218 649 867
Share Issue for settlement of liability(iii) 11,225,000 0.40p 15 45 60
Transfer to warrant reserve (153) (153)
Issue Costs on Placement (117) (117)
_ _________ _______ _______ _______
At 31 December 2020 Ordinary shares of 0.1 pence each 1,909,297,949 2,770 49,010 51,780
__ _______ _______ _______ _______
Share Issue(iii) 106,666,667 0.375p 146 405 551
Issue Costs on Placement (28) (28)
_ _________ _______ _______ _______
At 31 December 2021 Ordinary shares of 0.1 pence each 2,015,964,616 2916 49,387 52,303
__ _______ _______ _______ _______
No director options (2020: nil) were exercised during the year.
(i) During 2020, the Company issued 266,666,666 shares at 0.45 pence
raising $1,505,000 (£1,200,000). Issue costs on this placement were $76,000
(£60,900)
(ii) During 2020, the Company issued 163,775,000 shares at 0.40 pence
raising $867,000 (£655,000) and issued 11,225,000 shares at 0.40 pence to
settle liabilities of $60,000 (£45,000). Refer Note 7. Issue costs on these
two placements were $40,000 (£30,130)
(iii) During 2021 the Company issued 106,666,667 shares at 0.375 pence
raising $551,000 (£400,000). Issue costs on this placement were $28,000
(£19,300)
As part of the second 2020 share issue the Company issued 175,000,000
warrants.
Each share has a warrant attached entitling the holder to subscribe for one
new Ordinary Share at a price of 1.0p per share with an expiry date of 30
December 2022.
Number of outstanding warrants at 31 December 2021 and a reconciliation of
their movements during the year were:
Date of grant Granted at 31.12.20 Issued Cancelled / Exercised Granted at 31.12.21 Exercise price Exercise Period
From To
03.12.20 175,000,000 - - 175,000,000 1.00p 03/12/20 30/12/22
The estimated fair value of options issued is calculated by applying the
Black-Scholes option pricing model.
The assumptions used in the calculation were as follows:
Share price at date of grant 0.42p
Exercise Price 1.00p
Expected Volatility 75.7%
Expected Dividend nil
Contractual Life 2.7 years
Risk free rate 0.189%
Estimated fair value of each option 0.1115p
The expected volatility was determined based on the historic volatility of the
Company's shares.
The risk-free rate of interest for a 2-year term is estimated to be 0.0189%
United Kingdom Sovereign Curve.
The value of the outstanding options at 31 December 2021 is $153,000 (2020:
$153,000)
21. Share based payments
The Group has a share-ownership compensation scheme for senior
executives of the Group whereby senior executives may be granted options to
purchase ordinary shares in the Company. There were nil (2020: nil) options
issued to directors and senior executives during the year and 49,250,000
options lapsed (2020: 96,000,000) during the year.
The options and warrants carry neither rights to dividends nor voting rights
at shareholders meetings.
Options
Number of outstanding options at 31 December 2021 and a reconciliation of
their movements during the year were:
Date of grant Outstanding at 31.12.20 Issued Lapsed Outstanding at 31.12.21 Exercise price Exercise Period
From To
15.02.18 38,500,000 (i) - (38,500,000) - 3.75p 15.02.18 30.06.21
15.02.18 17,500,000 (ii) - - 17,500,000 5.00p 15.02.18 30.06.22
09.08.18 10,750,000 (i) - (10,750,000)- - 3.75p 09.08.18 30.06.21
09.08.18 4,750,000 (ii) - - 4,750,000 5.00p 09.08.18 30.06.22
_________ _________ _________ _________
71,500,000 - (49,250,000) 22,250,000
_________ __________ __________ __________
(i) Market based vesting condition of 7.5p volume weighted average share
price over 5 consecutive days.
(ii) Market based vesting condition of 10.0p volume weighted average share
price over 5 consecutive days.
The options outstanding at 31 December 2021 had an exercise price 5.00p, a
weighted average exercise price of 5.00p (2020 4.14p) and a remaining weighted
average contractual life of 181 days. (2020: 294 days). The weighted average
exercise price of warrants and option lapsed, cancelled or exercised during
the year was 1.00p (2020: 1.00).
Of the total number of options outstanding at 31 December 2021, nil (2020:
nil) had vested and were exercisable. The value of the options at 31 December
2021 is $97,000 (2020: $272,000)
22. Notes supporting statement of cash flows - Financing activities
Loan CRL Loan R&D Total
Acquisition
Grant
$'000 $'000 $'000
Group (Note 16) (Note 16)
At 1 January 2020 1,692 419 2,111
Cash Flows (1,685) (454) (2,139)
Non-Cash Flows
Interest accruing in period 34 28 62
Effect of Foreign Exchange (41) 7 (34)
________ ________ ________
At 31 December 2020 - - -
________ ________ ________
________ ________ ________
At December 2021 - - -
________ ________ ______
Loan CRL Total
Acquisition
$'000 $'000
Company (Note 17)
At January 2020 1,692 1,692
Non-Cash Flows (1,685) (1,685)
- -
Interest accruing in period 34 34
Effect of Foreign Exchange (41) (41)
________ ________
At December 2020 - -
________ ________
________ ________
At December 2021 - -
________ ________
23. Commitments
(a) Capital expenditure commitments.
At 31 December 2021, no capital commitments existed (2020: Nil).
(b) Exploration commitments
So as to maintain current rights to tenure of exploration tenements, the group
is required to outlay amounts in respect of tenement rent to the relevant
governing authorities and to meet certain annual exploration expenditure
commitments. Other than for standard rent and licence fees, the group has
flexibility over the life of the tenement to meet exploration expenditure
commitments. The expected timing of outlays (exploration expenditure, rent and
licence fees) which arise in relation to granted tenements and are as follows:
2021 2020
Group $'000 $'000
due within one year 305 389
due after one year and within five years 1,283 1,633
due after five years 1,889 2,177
________ ________
3,477 4,219
________ ________
(c) Other commitments
As part of the terms of agreement in relation to the purchase of CRL, the
company had a commitment of AUD $1m on net smelter sales arising from CRL
production reaching $A50m and a further $A1m on net smelter sales arising from
CRL production reaching $A100m.
Given the asset is in still in the exploration phase, these milestone events
triggering deferred consideration payments are considered to be uncertain.
When the payments become probable, the group will raise a liability.
24. Controlling party
There is no ultimate controlling party of the Group.
25. Related party transactions
Director and key management personnel remuneration has been disclosed in Note
6.
Directors interest in Shares and Options have been disclosed in the Directors
Remuneration Report.
J Harrison is a director of the group and was consultant to CRL during 2021.
Fees paid by CRL for services provided by J Harrison's associated entity,
during this period were $22,160 (2020: $29,000)
The Group paid $192,787(2020: $138,492) of John Peters' Directors remuneration
to an associated entity. Of this amount $128,572 (2020: $69,246) was paid by
the Company and $64,215 (2020: $69,246) was paid by a subsidiary company Iron
Glen Holdings Pty Ltd. The amount outstanding at year end payable to the
associated entity was $32,250 (2020: $11,541)
The Group paid $60,027 (2020: $62,199) of Alan Broome's Directors remuneration
to an associated entity The amount outstanding at year end payable to the
associated entity was $14,882 (2020: $15,550)
The Group paid $25,745 (2020 $23,144) of Jeffrey Harrison's Directors
remuneration to an associated entity. No amount was outstanding at year end
(2020: nil)
There were no other relevant transactions with Directors or other related
parties.
26. Events after the reporting period
Cobre Client
In 2019, the Company's wholly owned subsidiary, Southern Minerals Group
("SMG"), demanded payment from its major Cobre client for breach of its
contract with SMG. As payment was not made, SMG commenced an arbitration
process, as required under the contract, which resulted in a finding in SMG's
favour for $21.9m plus interest.
In line with the court order obtained by the Receiver for CV Investments LLC
on 22 February 2022, SMG has lodged its claim for US$21.9m, as per its recent
arbitration. Management and the Board anticipate this may produce a financial
result for SMG before the end of the year, although there is no guarantee as
to timing or amount.
Cobre Stockpile - Access Rollover
SMG's formal access to the Cobre mine magnetite stockpile has now been
extended from March 2022 until March 2027 making this the ninth roll-over to
date.
Competent Persons Statement
The information in this report that relates to Redmoor Project is based on
information compiled and reviewed by Paul Gribble C.Eng. a Fellow of the
Institute of Materials, Minerals and Mining (FIMMM), and who is Principal
Geologist of Geologica UK (Geologica). Paul Gribble has sufficient experience
which is relevant to the style of mineralisation and type of deposit under
consideration and to the activity which he is undertaking to qualify as a
Competent Person as defined in the 2012 Edition of the 'Australasian Code for
Reporting of Exploration Results, Mineral Resources and Ore Reserves'. Paul
Gribble is also a Competent Person as defined in the Note for Mining and Oil
& Gas Companies which form part of the AIM Rules for Companies.
The information in this report that relates to the LCCM project is based on
information compiled by Mr. David Larsen, who is a Member of the Australian
Institute of Geoscientists (Member No. 1976). Mr. Larsen is the Principal
Geologist at Terra Consulting Pty Ltd and is a consultant to the Company. He
has sufficient experience relevant to the style of mineralisation and type of
deposit under consideration and to the activity he is undertaking to qualify
as a Competent Person, as defined in the 2012 Edition of the Australasian Code
for Reporting of Exploration Results, Mineral Resources and Ore Reserves (JORC
2012) and a qualified person as defined in the AIM Note for Mining and Oil
& Gas Companies which forms part of the AIM Rules for Companies. Mr.
Larsen has over 30 years' Australia and international experience in
exploration, mining geology and resource estimation for gold, base metals and
iron ore deposits.
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