Strategic & Precious Metals Processing
Emin Eyi Al Al Lawati CEO SPMP CFO SPMP Lisbon, May 19th 2016
Metals Processing Emin Eyi Al Al Lawati CEO SPMP CFO SPMP - - PowerPoint PPT Presentation
Strategic & Precious Metals Processing Emin Eyi Al Al Lawati CEO SPMP CFO SPMP Lisbon, May 19 th 2016 Disclaimer The information contained in this document (Presentation) has been prepared by SPMP (the Company). While the
Emin Eyi Al Al Lawati CEO SPMP CFO SPMP Lisbon, May 19th 2016
The information contained in this document (“Presentation”) has been prepared by SPMP (the “Company”). While the information contained herein has been prepared in good faith, neither the Company nor any of its shareholders, directors, officers, agents, employees or advisers give, have given or have authority to give, any representations or warranties (express or implied) as to, or in relation to, the accuracy, reliability or completeness of the information in this Presentation, or any revision thereof, or of any other written or oral information made or to be made available to any interested party or its advisers (all such information being referred to as “Information”) and liability therefore is expressly disclaimed. Accordingly, neither the Company nor any of its shareholders, directors, officers, agents, employees or advisers take any responsibility for, or will accept any liability whether direct or indirect, express or implied, contractual, tortious, statutory or otherwise, in respect of, the accuracy or completeness of the Information or for any of the opinions contained herein or for any errors, omissions or misstatements or for any loss, howsoever arising, from the use of this Presentation.
This Presentation may contain forward-looking statements that involve substantial risks and uncertainties, and actual results and developments may differ materially from those expressed or implied by these statements. These forward-looking statements are statements regarding the Company's intentions, beliefs or current expectations concerning, among other things, the Company's results of operations, financial condition, prospects, growth, strategies and the industry in which the Company operates. By their nature, forward-looking statements involve risks and uncertainties because they relate to events and depend on circumstances that may or may not occur in the future. These forward-looking statements speak only as of the date of this Presentation and the Company does not undertake any obligation to publicly release any revisions to these forward-looking statements to reflect events or circumstances after the date of this Presentation.
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CORE VALUES
Environment: Protection of our permits and our environment.
Our People: Protection and health of our people and community.
Integrity: In dealings with all those that interact with us.
Excellence: In technology, innovation, quality and service.
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The People of Oman Our shareholders & banks Our EPCM Engineers Our Trading Partners – suppliers & consumers Our Community local and international both in
antimony & in gold
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Introduction to the Oman Antimony Roaster (OAR)
Located in Sohar Freezone in Oman.
50,000 tonne per annum feedstock capacity modern antimony roaster, with easy future scalability built into design & layout.
Designed to the best available technologies and above to produce cleanly, high quality antimony metal and products for the international and growing GCC market place
Gold recovery capabilities designed in with modern better than BAT waste management.
Low cost energy sources, zero tax, zero duties and modern industrial infrastructure to support industrial mineral processing businesses of scale.
Modern and large scale industrial waste management facilities near site, allowing for a truly clean and environmentally compliant manufacturing process to highest international standards to be achieved full cycle.
Funded and permitted
EPCM awarded to Worley Parson Oman Feb 2016 with expected commissioning Q3 2017.
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Location. Availability of raw materials Politic Stability. Infrastructures. Open investment policies.
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MAGAN Early Oman Commodity transporting vessel and civilisation. Sohar was
Magan vessel carrying copper buns for trade with Mesopotamia Source of tin to make bronze remains a mystery (Cornwall?) Traders funded by Temples who charged 20% - 33% rates 5,000 years ago. Sohar once the richest settlement in the Gulf based on copper trade. Developed specialist smelter skills to double smelt ‘black copper’ ores and import tin to make bronze. Traded with Indus, Europe &
and sourced copper from Cyprus.
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Minerals in the National Economy
The Government policy document “Vision 2020” states that
industrial diversification can be an instrument to achieve the development targets set by the Government. Also, in the These targets include increasing the contribution of the non-oil sectors. Minerals sector on of the government focuses. As a result numbers of minerals plants corporations come up like :-
Oman is the second largest country after Saudi Arabia in the GCC
region with an excellent geology of minerals
Oman’s mining industry is an important sector in the country’s
diversification program.
Oman is the first GCC producer and exporter of ferrochrome.
Oman is home to large deposits of gypsum, limestone, marble and
The discovery of deposits of copper, chromite has attracted foreign
investments over the last few years
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The Government policy document “Vision 2020” states that industrial diversification can be an instrument to achieve the development targets set by the Government. Also, in the These targets include increasing the contribution of the non-oil sectors. Minerals sector on of the government focuses. As a result numbers of minerals plants corporations come up like :-
Aluminium Chromium Antimony Copper and Gold Iron and Steel Manganese
MDO ‘Minerals Development of Oman’ – precursor to a major resources renaissance in and around Oman.
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SPMP believes that responsible environmental
management and superior environmental performance is integral to an efficient and successful company.
This will be achieved through leadership and the use of
a superior Environmental Management System (EMS) to provide reliable, timely and accurate information.
Reporting in a transparent manner, to support effective
decision making.
Access, review and challenge BAT to be “Better than
BAT”
To set environmental objectives to be achieved though
construction and SPMP operations
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Identify legal standards and obligations:
Local/EU/EPA/WHO and aim to beat the best
Access all available technologies that don’t just meet
standards but aim to beat them
Develop creative processes that are “Better than BAT”
for long term stability in operations
Store, recycle and reuse is better than disposal Insert environmental considerations into all aspects of
the company’s activities
Supporting supplier operations to develop superior,
responsible and environmentally compliant systems to provide superior provenance
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Our families, communities and wider stakeholders are
the engine of SPMP and its growth
A Clean and Safe Environmental which all stakeholders
live and work are one of the foundations that make SPMP operations truly sustainable
Long term welfare, health and support are interlinked
with the other pillars of sustainability
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ISO 14001 compliant ensuring best practice throughout the company. The key elements
Environmental commitment by SPMP through the Environmental Policy
Environmental planning to identify objectives and standards to be achieved by SPMP and stakeholders
Implementation and operation identify, plan and manage the
Monitor objectives, targets, and significant aspects of operations taking corrective action if necessary
Identify and create new systems allowing all stakeholders input to be “Better then BAT”
Safeguard the Environment and stakeholders for generations
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Maintaining a healthy balance with the environment Creating wealth for stakeholders whilst preserving
ability for future generations to access wealth
Developing and investing in future generations to
maintain systems
Ensuring fair trade for materials to develop peripheral
stakeholder communities
Ultimately, transmitting these values through to
customers through branding and service
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SPMP meeting the best standards (EU/EPA/WHO/OMAN)
Dynamic Environmental Management Systems
Technology and Process better than BAT driven Sociably acceptable from sources to sink Environment at the core of business ISO 14001 Economic growth support for social and environmental
growth
True Sustainability
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Differentiation of SPMP technical approach to branding, sustainability and provenance.
Sustainability of operational effectiveness over entire product life cycle, long term contract.
Procurement under transparent conditions, HSE provenance of feedstock, diligence and assessing supplies.
SPMP Product Branding - Safety In Design - QAQC
Long-term sustainability and provenance of waste disposal in coordination with Oman authorities.
Maximum efficiency to recovery all potential products. Minimisation of waste production.
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Long journey with many due diligence reviews and
technical milestones achieved successfully
Technical direction driven by:
Safety Efficiency Environmental BAT and better Low Emissions Sustainability Branding & Quality – by Design Provenance through diligence Learning to improve for the future - Refractory Gold
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large complex projects and
PMC, EPCM, EPC.
based on a deep understanding
expectations.
performance of operating assets.
consulting combining commercial and technical expertise.
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WorleyParsons 134 offices | 44 countries | 28,300 people Europe Middle East and Africa (EMEA) 9 locations | +6,500 people WorleyParsons Oman 2 offices | +1,000 people WorleyParsons RSA 15 offices | + 900 people
Focused on achieving In-Country Value and supporting the development of Oman
Multiple customer sector business:
Hydrocarbons
Power
Minerals, Metals & Chemicals
Infrastructure & Environnent
Complete project lifecycle capability:
Concept, FEED, detailed design, construction, commissioning , maintenance and operations support
In-Country delivery with support of WorleyParsons’ global delivery centers
Recognized Omanisation leader
EPCM, EPC and PMC execution models
1000
people
Years of expertis e
Process engineers
pipeline specialists
15m+
engineering manhours since 1992
Offices: Muscat & Sohar
EOR Projects
50+
pipeline specialists
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Over 35+ years of operations in Minerals, Metals and Chemicals (MMC) sector
RSA considered a centre of excellence for:
precious metals processing and underground mine development;
Minerals, Metals & Chemicals project delivery centre in Sub Saharan Africa
Acquisition of TWP in 2013 made WorleyParsons RSA one of the largest specialised EPCM companies in Africa
Complete project lifecycle capability across the mining value chain from “Exploration and Evaluation” to “Environment and approvals”;
Strong expertise in power and infrastructure as well as hydrocarbons in the region;
1,500+ refining, chemicals and petrochemicals projects
100+ years of experience in Power
+90
people
35+
Years of expertise in MMC
mega mining projects run from RSA
850k
engineering manhours in MMC in FY2016
years of expertise in Hydrocarbons
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Quick look back at our Benchmarking analysis – March 2015
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Without by product credits
85% of industry cost curve point requires a sustainable metal price of U$9,300/t based
and current U$ strength (weakness in producer currencies). Both could change to lift this 85% point higher in future. Therefore, the future sources will require precious metal co- values to prosper, or prices will have to sustainably above the 85 percentile.
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Antimony price cycles in the past
The Industry destocking fears (Fanya and global markets) is reminiscent of the destocking after WW1 where Sb metal in ammunition stocks brought prices down to 5c/lb, it settled to 8c/lb after the stock fears (kind of where we are heading to now) and was volatile thereafter rising to 19c/lb following
Compared with Copper since 1900, the average ratio of 1.5x is presently at 1.0x despite Sb being 300x more scarce than copper.
Compared with Gold since 1897 required 8.7 ounces of gold to buy a tonne of antimony, today its nearer 4.7 ounces – all time lows.
Clearly, industry cost push cannot be ignored for long.
However, the Demand price resistance is just as important a Governor on the future long-term price for Antimony…..unless it is finds or improves the value added uses in the future.
The relative cheapness of Sb compared to its much higher scarcity has left it in a commoditised demand segment (5x more scarce than tungsten for example and by far a greater diversity and ubiquitous uses).
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Future Sources – regional example
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Future Consumers – regional example
chemicals basin c 11% world market share.
+16% pa
China 38 kg, Europe +100 kg.
world plastics capacity, major new capacity increases ahead.
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