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W W W . G O L D P L A T . C O M
A N N U A L R E P O R T 2 0 1 7
246629_Goldplat_R&A_2017_Cover+interiors_Perivan.indd 2-3
27/09/2017 21:06
Profitable gold producer combining sophisticated
precious metal recovery facilities in South Africa and
Ghana with primary gold mining in Kenya
OPERATIONS / CORPORATE
FINANCIALS
• Significant increase in operating profitability from continuing
operations in FY 2017 following the successful turnaround
strategy at Kilimapesa Gold Mine, meaning by the end of
the last quarter of the year, all operations were operating
profitably
•
Increased gold equivalent production highlights the
continued and steady growth of the business - Goldplat
produced 42,857 ounces of gold during the year, marking a
13.8% increase on 2016 (2016: 37,666 ounces), which follows
a 23.3% increase from 2015
• Recovery operations produced 39,449 gold equivalent ounces
(2016: 35,661 ounces)
• Kilimapesa Mine produced 3,408 ounces of gold (2016: 2,005
ounces) – the increased processing capacity was only seen
towards the end of FY 2017 meaning further upside expected
with in excess of 5,800oz targeted during FY 2018
• Actual sales were 40,285 gold equivalent ounces (2016:
40,763 ounces)
• 34,112 gold equivalent ounces sold for own account (2016:
27,538 ounces)
• 6,173 gold equivalent ounces transferred to clients (2016:
13,225 ounces)
• Committed to maintaining active growth strategy to build
production and profitability:
• 140% increase in operating profit from continuing operations
to £2,910,000 (2016: £1,212,000)
• 43% increase in profit before tax from continuing operations
to £2,836,000 (2016: £1,988,000)
• Strong performance continues to be reported at the Group’s
recovery subsidiaries:
• Goldplat Recovery (Pty) Ltd – South Africa – 36% increase in
profit after tax to £2,420,000 (2016: £1,777,000)
• Gold Recovery Ghana Limited - Ghana – 169% increase in
profit after tax to £1,177,000 (2016: £437,000)
• Kilimapesa Gold (Pty) Limited reported a net loss of
£1,100,000 for the year (2016: loss of £711,000) as the
benefits of increased production capacity were only realised
during the second half of FY 2017. In FY 2017 revenue
increased to £3,150,000 (2016: £156,000), with operating
profit achieved towards the end of the year
• Nyieme exploration project discontinued and development
cost of £955,000 written-off, with no cashflow impact in
current period.
• Total comprehensive income for the year still higher than
comparative year at £1,989,000 (2016: £1,897,000)
• Net cash position of £2,650,000 as at 30 June 2017
(£2,056,000 as at 30 June 2016)
GOLD MINING
Plant 2 Ball Mill
Plant 2 Crusher Section + Thickener
Adit Bull
GOLD RECOVERY:
• Work well advanced to increase geographical reach, by
establishing Ghana as an international recovery hub, with
material already being imported from elsewhere in Africa
and South America and opportunities identified in North
America
• Opportunity to diversify metal focus – platinum group
metals trials continuing in South Africa
• Potential to maximise environmental value by offering
mining “clean-up” services processing by-products with
contaminants such as mercury – investigating a major
project with the Ghanaian Government to assist in the
clean-up of artisanal mining tailings
PRIMARY MINING:
• Focussed on driving increased production at Kilimapesa
• Targeting expansion by considering opportunities to gain
interests in producing or near-production assets
• Non-core exploration portfolio:
• TSX quoted Ashanti Gold Corp has the option to earn up
to 75% of Goldplat’s interest in the Anumso Gold Project
in Ghana by expending US$3million on exploration work
at the project
• Strategic decision to write off Nyieme Gold Project in
Burkina Faso having found the project to be too small
scale to be economically viable
• Matthew Robinson appointed as Chairman – bolsters the
experienced management team
1
3
2
Plant 2 with Kilimapesa Hill in the background
246629_Goldplat_R&A_2017_Cover+interiors_Perivan.indd 5-6
27/09/2017 21:06
Highlights
Chairman’s Statement
Operations Report
Financial Review
The Board
Directors’ Report
Strategic Report
Independent Auditor’s Report to
the Members of Goldplat plc
Consolidated Statement of Profit
or Loss and Other Comprehensive
Income
Consolidated Statement of
Financial Position
Consolidated Statement of Changes
in Equity 30 June 2017
Consolidated Statement of Changes
in Equity 30 June 2016
Consolidated Statement of Cash Flows
Company Statement of
Financial Position
Company Statement of Changes
in Equity
Company Statement of Cash Flows
Notes to the Consolidated
Financial Statements
Company Information
1
3
4
11
14
16
19
23
27
28
29
30
31
32
33
34
35
66
1
Gold Recovery Ghana Limited
GHANA
Produced 10,031oz Au
(FY 2016: 6,883oz Au)
2
Goldplat Recovery (Pty) Limited SA
SOUTH AFRICA
Produced 29,418oz Au
(FY 2016: 28,778oz Au)
3
Kilimapesa Gold Mine
KENYA
Produced 3,408oz Au
(FY 2016: 2,005oz Au)
246629 Goldplat RA pp03-pp13 27/09/2017 19:32 Page 3
Chairman’s Statement
I am pleased to report in my first Chairman’s statement continued growth in profits from operating activities and
progress in our strategic objectives. Our revenue generating assets comprise sophisticated precious metal recovery
facilities in South Africa and Ghana and gold mining in Kenya. Results from operating activities for the year from
continued operations have crucially increased to £2,910,000 (2016: £1,212,000) underpinning the growing
strength of our business and in the final part of the year under review all three operations were making a positive
contribution to profitability, with our long-term investment in our Kilimapesa Gold Mine in Kenya now starting to
produce worthwhile results. This has, accordingly been a very positive year for our Company and I am pleased
to report that our growth initiatives are set to continue as we remain focused on further building production and
profitability.
Strategically, we continue to seek to diversify; this diversification is in sourcing material for our processing
operations, both geographically and in material types, and in the balance between our recovery and our mining
activities. Regarding our recovery operations, we have been active in South America and are encouraged by the
opportunities for sourcing materials we see there. We are also active in West and East Africa and considering
further opportunities in North America.
We have been continuing to invest in the businesses, sustaining and upgrading equipment in South Africa,
developing new processing capacities in Ghana and installing the new, higher capacity, processing circuit in
Kenya. We have borrowed modestly and conservatively to develop the Kenyan operations but otherwise investment
has been financed, as it has now been for many years, from internally generated cash flows. We have shown
the discipline to manage our resources and consider investment opportunities with care; if we see compelling
opportunities which require additional capital we will of course consider that also.
Your board of directors has seen a number of changes during the period. In October 2016 my predecessor Brian
Moritz retired; Brian had been Chairman since the Company’s admission to AIM in 2006 and the Group is
grateful for his guidance and enthusiasm over those years. In light of his departure, at the annual general meeting
held in October 2016 shareholders elected me to the board. I am delighted to have joined Goldplat at a time
of growth, and look forward to stewarding the Company forward to maintain our active development approach
in order to create meaningful value. In June 2017 we were pleased to welcome Sango Ntsaluba and Werner
Klingenberg to the board. Alongside a distinguished auditing career, Sango has extensive corporate experience
in both the public and private sectors and is executive chairman of a diversified investment holding group. Werner
is a Chartered Accountant and, having worked in the Group for two years has exemplary knowledge of our
Company; we are accordingly delighted he has taken on the role of Goldplat’s Finance Director.
As a Group we aim to engage positively with the governmental, regulatory and community structures where we
operate. We believe that we make a significant contribution where we operate, both financially in terms of fiscal
contributions, employment, skills upgrading and local purchasing, as well as by operating high standards of
environmental and health and safety protocols. There are currently proposed changes in South Africa in relation
to the ownership and operation of entities in the mining sector and we will monitor and assess how best to respond
as the situation develops.
We have recently instituted a new programme to engage further with our shareholders. In August this year, the
executive team hosted a conference call at which shareholders, and potential shareholders, were invited to question
management. We were delighted with the response from shareholders and we intend to offer this opportunity
regularly in future. Additionally we will be hosting on Goldplat’s website a Q&A document addressing shareholder
questions on the Group and its businesses. I therefore urge shareholders to take advantage of this initiative, send
us questions you have and participate in the calls.
Running and growing our businesses profitably requires constant and close attention to detail in sourcing, operations
and cost control. I would therefore like to acknowledge and thank management, staff and advisors across the
Group, in South Africa, in Ghana, in Kenya and in the UK, for all their efforts over the year.
Matthew Robinson
Chairman
26 September 2017
3 GOLDPLAT PLC
246629 Goldplat RA pp03-pp13 27/09/2017 19:32 Page 4
Operations Report
Introduction
I am pleased to report that the turnaround in Goldplat continues and good progress has been achieved on all
strategic initiatives during FY 2017. The progress of the Group can be summarised by my statements over the
past few years: in 2015, I reported that Goldplat had laid the foundations for a turnaround of the Group’s
performance and a return to profitability; in 2016 I reported that we had laid the foundations for growth and
diversification; now Goldplat is executing the strategy of growth and diversification and expects continued
improvements in production and profitability.
With most major capital projects having been completed during the previous year, the three priorities for
FY 2017 included a focus on procurement; developing business opportunities in South America and returning
Kilimapesa Gold (Pty) Limited (‘Kilimapesa’) to profitability through a processing plant expansion project. I am
pleased to report that during FY 2017 the Group has made good progress on all of these strategic priorities.
Major capital projects for FY 2018 include the continued expansion at Kilimapesa as well as the installation
of an elution plant at Gold Recovery Ghana Limited (‘GRG’). The Group is also undertaking numerous research
projects on the recovery side of our operation, with a view to diversifying processes and products and creating
niches in the industry so as to ensure continued competitiveness. Some of these projects may develop to the
point during FY 2018 where capital is required for further development.
Areas of Strategic Focus
With the three areas of strategic focus identified for FY 2017 proceeding well and ongoing, the following
additional strategic areas of priority were identified during the year:
• With the processing plant expansion at Kilimapesa progressing well, the focus is now to ensure that the
underground operations produce sufficient, quality ore to fill the milling capacity at the new processing
plant.
•
•
Changing market dynamics over the past few years have resulted in the mix of profitability at Goldplat
Recovery (Pty) Ltd (‘GPL’) evolving to a point where the carbon-in-leach (‘CIL’) circuits now offer the best
profitability for this business. The focus therefore is to ensure that sources of appropriate quality material
for all of the CIL circuits are secured and strategic stockpiles built up.
At Gold Recovery Ghana Limited (‘GRG’) the carbon processing business remains key. Prospects of
procuring sufficient appropriate quality carbon material within Ghana are unpredictable and hence
procurement in South America, West Africa and elsewhere in Africa is of utmost strategic importance.
Goldplat is of the opinion that, strategically, production from recovery operations needs to be complemented
by production from primary mining and has set a target of building primary mining production to match that of
the recovery operations over a three-year period. Whereas there are a lot of assets available on the market,
Goldplat is focused on seeking producing, or near-production assets, which are value-accretive to existing
shareholders.
GOLDPLAT PLC 4
246629 Goldplat RA pp03-pp13 27/09/2017 19:32 Page 5
Operations Report
continued
Gold Production and Sales
The table below provides a summary of gold and gold equivalent production and sales for FY 2017, with
comparisons to FY 2016. During the year overall production was 42,857 ounces (FY 2016: 37,666) and
sales and transfers totaled 40,285 ounces (FY 2016: 40,763). Gold and gold equivalent ounces sold on the
Group’s own account was 34,112 (FY 2016: 27,538) and that transferred to clients was 6,173 ounces
(FY 2016: 13,225).
The increase in gold and gold equivalent production of 13.7% over the year (2016) follows a 23.3% increase
to 2015 and demonstrates a continued and steady growth of the business. Production grew at all operations
with the most notable growth coming from Kilimapesa as a result of the plant expansion project and from GRG,
reflecting increased production from sources outside of Ghana. Production at GPL was once again boosted by
a large project executed for a large African producer during the year.
Goldplat Plc
Gold Equivalent Oz Reported
June 2017
Goldplat Plc Consolidated
Gold Equivalent Production
Goldplat Recovery
Gold Recovery Ghana
Kilimapesa Gold
Total
Gold Equivalent Sold
Goldplat Recovery
Gold Recovery Ghana
Kilimapesa Gold
Total
Gold Equivalent Transferred
Goldplat Recovery
Total
Gold Equivalent Sold and Transferred
Goldplat Recovery
Gold Recovery Ghana
Kilimapesa Gold
Total
Year ending
June 2017
Equivalent
Gold
kg
Year ending
June 2017
Equivalent
Gold
oz
Year ending
June 2016
Equivalent
Gold
kg
Year ending
June 2016
Equivalent
Gold
oz
915
312
106
1,333
702
259
100
1,061
192
192
894
259
100
1,253
29,418
10,031
3 408
42,857
22,570
8,327
3,215
34,112
6,173
6,173
28,743
8,327
3,215
40,285
895
214
62
1,171
516
279
62
857
411
411
927
279
62
1,268
28,778
6,883
2,005
37, 666
16,575
8,964
1,999
27,538
13,225
13,225
29,800
8,964
1,999
40,763
5 GOLDPLAT PLC
246629 Goldplat RA pp03-pp13 27/09/2017 19:32 Page 6
Goldplat’s Recovery Operations
Goldplat recovers precious metals, primarily gold and silver but also platinum group metals (‘PGM’s’), from by-
products of the mining industry and gains its competitive advantage from a combination of the diversity and
flexibility of its treatment circuits, which make possible the recovery of metals and concentrates from these by-
product materials, the strategic geographic locations of the Group’s plants, and the extensive depth of
knowledge and experience of its longstanding team.
Goldplat sources by-products from the mining and related industries. These include coarse and fine carbon,
woodchips, rubber and steel mill liners, grease, concentrate bags, surface materials and rock dumps. The
Group also assists in plant clean-up operations. These materials typically present an environmental risk and cost
to producers but can become a source of precious metals and revenue when processed by Goldplat. Clients
include most of the significant gold producers in South Africa and Ghana as well as numerous producers from
elsewhere in the world and an increasing number of PGM producers, and a number of refineries requiring the
processing of concentrate materials prior to final refining as bullion.
Goldplat Recovery (Pty) Ltd – South Africa
GPL is a well-established operation based near Johannesburg in South Africa, serving clients as a Responsible
Gold Producer, fulfilling the requirements set out by the London Bullion Market Association. The Company’s
facilities include crushing, milling, thickening, wash plants, CIL, elution, incineration, flotation, spiralling and
shotblasting.
During FY 2017 GPL produced 29,418 ounces of gold and gold equivalent (FY 2016: 28,778) of which
22,570 ounces were produced for its own account (FY 2016: 16,575) and 6,173 ounces were transferred
to clients (FY 2016: 13,225).
Sourcing of material remained an area of strategic focus at GPL during FY 2017. The mining industry in South
Africa remains under pressure and closure of mining operations with consequent reduction in production took
place throughout the year and is expected to continue. The major impact to date has been on the gold mines,
with this gradual decrease in gold production resulting in a decrease in availability of by-product material for
GPL. Goldplat believes that its “base” production level from traditional South African sources is around FY 2015
levels of 22,000 ounces of gold and gold equivalents. In FY 2016 the Rand Refinery silver sulphide tolling
project added significantly to this base level and in FY 2017 a large one-off batch of carbon from a new
African client was processed. In order to keep production levels at around the 29,000 ounces of gold and
gold equivalent level, GPL has to ensure that it sources and processes similar large one-off by-product projects
every year.
With production from the CIL circuits becoming more strategically important than from the by-product streams,
focus is now on procuring long-term supplies of material to feed these circuits. Numerous projects are underway
in partnership with existing clients and a large strategic batch of material was procured during FY 2017.
Metallurgical test work is being conducted on this material to improve recovery rates and profitability. As a
result of the strengthened strategic sourcing team, smaller precious metal producers are now also being visited
to source by-products in addition to those received from the large mining companies. Volumes at the smaller
operators are lower compared to the larger mining companies but increases our footprint as service provider
of choice.
With all major capital projects having been completed during FY 2016, capital expenditure during the year
was primarily on sustaining capex. During the year the cyclone sections and kiln seals on one of the rotary kilns
were replaced and a new mill was installed in the high grade CIL section.
Metallurgical test work and pilot tests on the stock dam/tailings storage facility material continue; this has a
JORC-compliant resource (refer announcement 29 January 2016) of 81,959 ounces of gold, 216,094 ounces
of silver and 193,276 pounds of U3O8(uranium oxide) and accordingly we believe it has significant value
potential. Alongside this, the process of securing the West 3 Pit for deposition of tailings continues but with the
different interests of the various stakeholders and the changing regulatory environment, the approval process is
taking longer than initially anticipated. The Company remains confident that the logistical and regulatory issues
will be overcome and the pit will be secured.
GOLDPLAT PLC 6
246629 Goldplat RA pp03-pp13 27/09/2017 19:32 Page 7
Operations Report
continued
No resolution regarding the Rand Refinery dispute was reached during the year. Goldplat now has working
arrangements with four different refiners with each product having potential for refining at one of at least three
places, including GPL itself. Goldplat is confident that the previous single refiner risk has been mitigated and
proceeded with legal action against Rand Refinery on 11 September 2017.
On 15 June, 2017 the Broad Based Socio-Economic Empowerment Charter for the South African mining and
minerals industry, 2017, (the ‘2017 Charter’) was announced and gazetted in South Africa. The 2017 Charter
aims to introduce far-reaching, new, and in some cases, radical measures and requirements on the industry.
GPL is compliant with the preceding Charter, and if the 2017 Charter is implemented, certain changes will be
required to maintain compliance, primarily in respect of: (i) the increased mandatory Black Economic
Empowerment shareholding which is currently set at 26%, but is proposed to be increased to 30%, and (ii) in
the required make-up of management demographics. Further to an interdict application brought by the Chamber
of Mines against implementation of the Charter, the Minister of Mineral Resources has undertaken not to
implement or apply the provisions of the 2017 Charter pending judgment on the interdict. Goldplat and GPL
will monitor this issue and will keep shareholders informed as to progress and the possible impact on the
Company as the process unfolds.
Gold Recovery Ghana Limited – Ghana
GRG’s gold recovery operation, which had a tax-free status until December 2016, and a favourable tax rate
thereafter of 15%, is located in the free port of Tema in Ghana. Processing facilities include a spiraling section,
filter presses, an incinerator and a shotblast facility, used to recover gold from mill liners. Concentrates produced
at GRG are exported to GPL or to one of the Group’s refinery partners. Most of the region’s major gold producers
and a number of smaller operations have contracts with GRG for the processing of their by-products, which
include fine carbon, fine carbon sludges, steel and rubber mill liners, wood chips, slag, scaling and grease.
During FY 2017 GRG produced 10,031 ounces of gold (FY 2016: 6,883) of which 8,327 ounces were
produced for its own account (FY 2016: 8,964).
With sources of material from within Ghana continuing to deplete for various reasons, focus during the year
remained on sourcing from outside of the country. Momentum in this regard is picking up with contracts secured
from elsewhere in Africa as well as South America. The Company has been sourcing and shipping material on
a regular basis from various individual suppliers in South America since the second half of 2016 and good
progress was made on contract negotiations during FY 2017. The first significant recurring contract was signed
with initial shipments of 360 tonnes of carbon underway to Ghana and shipments of rubber mill liners being
finalised.
A complete, second-hand 3-tonne elution plant was acquired from a producer in South Africa for ZAR 2 million
(approximately US$155k). This plant is modular, complete with all ancillary equipment and will more than meet
the requirement of the Ghanaian operations. As such, it was deemed a better option than moving an existing
4-tonne plant from GPL to GRG and the purchase of the required ancillary equipment and infrastructure. It is
estimated that the final cost of installation will be in the order of US$1m, compared to the initial estimate of
US$2m for the plant from GPL. During the last quarter of FY 2017, the acquired elution plant was dismantled,
moved to GPL for refurbishment and is now in the process of being shipped to Ghana. Installation and
commissioning is expected to be significantly quicker than per previous plans, with commissioning now planned
for the end of December 2017, six months ahead of the milestone date stipulated by the Ghanaian Government
in accordance with the Company’s license renewal terms.
A third fluidised bed incinerator, which was purchased second-hand from an operator in Tanzania is currently
being transported for shipment to GRG.
Focus was put into improving security at the plant and also in processing the large stockpiles of low-grade
material. These projects are ongoing and contribute to ensuring space and a secure environment for planned
increased production at GRG in the future.
GRG is investigating a major project with the Ghanaian Government to assist in clean-up of artisanal mining
tailings. The Company is conducting extensive sampling programmes to assess both gold as well as contaminant
(mainly mercury and cyanide) content and is simultaneously investigating the most efficient processing methods
so as to recover gold and deal with contaminants in an environmentally acceptable manner (in compliance
with acceptable global standards).
7 GOLDPLAT PLC
246629 Goldplat RA pp03-pp13 27/09/2017 19:32 Page 8
Goldplat’s Mining and Exploration
Kilimapesa Gold (Pty) Limited – Kenya
Kilimapesa is a producing gold mine located in South Western Kenya. The mine is located in the historically
productive Migori Archaean Greenstone Belt and has a total resource (refer announcement 12 December 2012)
of 8,715,291 tonnes at 2.40 g/t of gold for a total of 671,446 ounces of gold at a cut-off of 1 g/t.
Kilimapesa made operational profits during the last two months of FY 2017 the first time in the ten years since
acquisition. This has been made possible primarily due to the substantial completion during the year of an
additional processing plant (‘Plant 2’), but also as a result of continued cost cutting and process efficiency
improvements across the operation.
Kilimapesa produced 3,408 ounces of gold during the year (FY 2016: 2,005 ounces), of which 3,215 ounces
of gold were sold during the period (FY 2016: 1,999 ounces). Significantly, 1,254 ounces of gold was produced
during the last quarter of the year and an annualised production rate of roughly 5,800 ounces of gold was
achieved in the last two months of the year – a rate which is sustainable with current infrastructure.
During FY 2016 it was decided by the Board to invest in the expansion of processing capacity at Kilimapesa, at
an overall capital expenditure in the order of US$2 million. During that year a CIL plant from GRG was
deconstructed and shipped to Kenya for installation and commissioning at Kilimapesa, and two matching second-
hand ball mills were also acquired in South Africa for installation at the mine. These would be used to construct
the new Plant 2, and during 2017 the site for construction was chosen to be near to Kilimapesa Hill, from which
the mined ore would be sourced. All necessary regulatory approvals were also obtained during the period.
During 2017 Goldplat a three stage development plan to construct Plant 2 and build production. Stage One
included the installation of a generator, the first of the two ball mills, a concentrator facility, thickener and six CIL
tanks from GRG, as well as the construction of a borrow pit for initial tailings deposition and the site preparation
and key cut for the final tailings storage facility (‘TSF’). As the crusher circuit was planned for Stage Two, a stockpile
of fine ore was created during Stage One construction to facilitate commissioning and production during Stage
Two installation. Stage One was commissioned by the end of December 2016 with a mill throughput rate of
60 tonnes per day being achieved as per plan, using uncrushed and partially crushed ore.
Up to this point the plant expansion had been funded out of internally-generated operating cash flows from the
Group. With stage one of the expansion commissioned, the Company decided to arrange a loan facility of up
to US$2 million (the “Scipion Loan”) to recapitalise the Group’s subsidiaries that had financed the work to date,
and to fund the expenditure of Stage Two of the processing plant expansion.
During the second half of FY 2017 Stage Two was substantially completed, which included installation of the
crusher section, associated feed belts and bins, classifier and three additional larger CIL tanks. Two additional
borrow pits were constructed to allow tailings deposition of up to a year before completion of the final TSF.
Complete commissioning was delayed by a few months due to hold-ups in delivery of key materials, primarily
steelwork associated with safety. Notwithstanding these delays, during the last two months of FY 2017 Plant 2
was successfully processing at a mill throughput rate of the planned 120 tonnes per day.
Stage Three of the plant expansion includes the installation of the second mill, an additional thickener and three
additional CIL tanks. This stage will only commence once management is confident of sustained profitability and
once the Scipion debt facility has been substantially repaid.
The old processing plant (‘Plant 1’) continued producing throughout and with more flexibility better efficiencies
were achieved from this plant. Plant 1 is now processing primarily tailings sourced from artisanal operations in
nearby areas. Better management of the TSF at Plant 1 has increased the available life of this facility to around a
year (from the 3-6 months at the beginning of FY 2017).
During the year the mining focus was on creating capacity at Kilimapesa Hill underground to produce enough
ore of appropriate grade to satisfy the throughput requirements of Plant 2. Focus was on developing reef drives
and raises so as to delineate profitable mining blocks. A mechanical loader was acquired to facilitate ore handling
in the cross cuts and reef drives and a Kempe core drilling machine was acquired to assist in understanding the
orebody, and aid in strategic planning of mining operations. Commissioning of this machine was not completed
during the year as the required generator had not yet been delivered. By year end, production from the Kilimapesa
underground had not yet reached planned levels and throughput at Plant 2 was being met by the addition of
stockpiled material and artisanal tailings.
GOLDPLAT PLC 8
246629 Goldplat RA pp03-pp13 27/09/2017 19:32 Page 9
Operations Report
continued
A decision was taken during the year to install grid power to Plant 2. Required authorisations and procurement
of equipment was still in progress at the end of the year and this is expected to be completed in H1 of FY 2018.
During FY 2017, significant progress was made at Teng Teng mine. A second outlet was established, the shaft
was deepened to facilitate more efficient ore loading, and significant underground exploration was completed.
Due to a breakdown of the compressor and low priority of allocation of funds for repair, Teng Teng exploration
was temporarily halted for the last few months of FY 2017. Activities will recommence as soon as the compressor
has been repaired. It is expected that the process of applying for conversion of the Teng Teng area into a
mining license will commence during FY 2018.
Subsequent to the year end, Kenyan National elections were held during August 2017. The Cabinet Secretary
for Mining and the Governor of Narok County, where our project is located, remain unchanged which is
important for smooth relations in the country as Goldplat and Kilimapesa management have developed very
good working relationships with these individuals. The result of the Presidential election was subsequently
declared null and void by the High Court and a new election process has to be completed within sixty days
from the day of the Court ruling, 1 September, 2017.
Anumso Gold Project – Ghana
Goldplat has a 90% interest in Anumso Gold Limited (‘Anumso’), which is the holder of a ten-year renewable
mining lease for gold and associated minerals covering an area of 29 sq. km. The project is located in the
prospective Amansie East and Asante Akim South Districts of the Ashanti Region of the Republic of Ghana and
has a current JORC compliant resource (refer announcement 12 December 2012) of 166,865 ounces of gold
at 2.04g/t.
During FY 2016, Goldplat entered into an earn-in option agreement with Ashanti Gold Corp. (‘Ashanti’)
(formerly Gulf Shore Resources Ltd), which provides Ashanti with the exclusive option to earn 75% of Goldplat’s
interest in Anumso (67.5% of the overall project interest) in two instalments by expending an aggregate of
US$3 million on exploration on the project. In March, 2017, Ashanti exercised its initial option which triggered
the initial option period, during which a 51% share of Goldplat’s interest will be earned through expending
US$1.5 million over 18 months. Ashanti is obliged to either expend US$1.5 million on the project within the
initial option period, or pay the deficiency to Goldplat.
Should Ashanti meet the expenditure condition within the Initial Option Period and receive 51% of Goldplat’s
interest in the Anumso (45.9% of the overall project interest), it will have the option to earn an additional 24%
share of Goldplat’s interest (21.6% of the overall project interest) by expending an additional US$1.5 million
in the following 12 month period, or by paying the deficiency to Goldplat.
By the end of FY 2017 Ashanti had spent an aggregate of US$750,000. Work included setting up an
exploration camp; establishing relationships with local chiefs and community; the analysis of historic core; core
intersections submitted for metallurgical testing; completion of a 20-hole reverse circulation (‘RC’) drill
programme; continued analysis of drill results; and a comprehensive soil sampling programme (1,300 soil
samples) over the West and East Banka conglomerate. Results of metallurgical test work and assay results of
soil samples are awaited.
Nyieme Gold Project – Burkina Faso
The 246 square km Nyieme Gold Project is located some 270 km southwest of Ouagadougou near the town
of Dano on the prospective Birimian Greenstone Belt in southern Burkina Faso. The project has a JORC-compliant
resource (refer announcement 12 December 2012) totalling 1,395,000 tonnes at 2.06 g/t gold for
92,598 ounces at a cut-off grade of 1.0 g/t gold for all categories. The exceptional 3-year extension which
was granted on 29 September, 2014 expires in October 2017. The Company has no intention to apply for
a further extension or a renewal as previous work at the project found it to be of too small a scale to be viable
and the Company does not wish to commit any further capital on exploration at this project. A decision has
been taken by the Board to fully write-off the value of the Nyieme Gold Project during FY 2017. The value of
this write-off in Goldplat’s Statement of Profit and Loss and other Comprehensive Income for the year ended
30 June 2017 is £955,000.
9 GOLDPLAT PLC
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Outlook
Goldplat is now operating profitably at all of its operations and the Board believes performance should continue
to improve during FY 2018. Growth in the recovery business is expected to come from GRG as a result of
initiatives to procure material from West Africa and South America, as well as the commissioning of the elution
plant at GRG. The project being assessed with the Ghanaian Government to clean up artisanal tailings could
potentially turn into a large opportunity for GRG. If successful, this project will not only be profitable and
contribute to growth in GRG, but it will pave the way for once again processing artisanal tailings and for
processing by-products with contaminants such as mercury – both from within Ghana as well as from
international sources, thus creating new revenue opportunities. Subsequent to the year-end, a pilot plant for the
processing of artisanal tailings was procured at minimal cost and is expected to be in production in the second
quarter of FY 2018. We expect production and profitability at GPL to remain at current levels albeit that the
focus will shift to the more profitable CIL products locally and procurement of additional by-products from outside
of South Africa. We initiated legal proceedings against Rand Refinery on 11 September 2017 and cannot
predict how long such proceedings might last. Goldplat remain confident that all monies owed to GPL by Rand
Refinery will be recovered.
Growth from mining operations will be focussed on the Kilimapesa expansion project. Subsequent to the year-
end, the crusher section at Plant 2 was commissioned and the plant is consistently exceeding the planned 120
tonnes per day throughput target, and managing closer to 160 tonnes per day regularly. A decision has been
taken to install the second mill at Plant 2 whether or not a decision is taken to proceed with Stage Three to
provide back-up to the first mill and potentially additional production capacity. The plan for the year is to get
to a point where only ore from Kilimapesa Hill underground is processed at Plant 2 with artisanal tailings being
processed at Plant 1. Production exceeding 5,800 ounces is expected during FY 2018.
In addition to Kilimapesa, Goldplat will continue to seek out opportunities to increase primary production from
new sources. Goldplat recognises that growth from recovery operations will be slower and more difficult than
the potential to grow the mining business. The current market presents many opportunities for acquisitions of
assets, joint ventures, partnerships and corporate deals. Goldplat does not intend to enter into exploration, and
will prefer to gain interests in producing or near-production assets, preferably in Africa.
Conclusion
I would like to take this opportunity to thank our Goldplat employees, advisors, fellow directors and shareholders
for their support as we embark upon our growth and diversification strategy in FY 2018. I look forward to
working with all of you as we implement this strategy. I would like to welcome Matthew Robinson, Sango
Ntsaluba and Werner Klingenberg who joined the Goldplat Board during the year as Chairman, Non-Executive
Director and Finance Director respectively. I would also like to thank Ian Visagie, who has changed his Board
role during the period, now assuming the role of Executive Director; whilst he remains an integral part of the
executive management team. I would like to take this opportunity to thank him for the incredible contribution he
has made to Goldplat over the years as founder, CFO and acting CEO, and particularly his immense
contribution to the turnaround of the businesses over the past couple of years.
Gerard Kisbey-Green
Chief Executive Officer
26 September 2017
GOLDPLAT PLC 10
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Financial Review
Profit from operating activities from continued operations for the year under review increased by 140% to
£2,910,000 (FY 2016: £1,212,000) due to strong performance of both recovery operations. The Kilimapesa
mine continued to trade at a loss as the benefit from increased processing capacity was only seen towards end
of FY 2017, due to delays experienced during construction of the processing plant.
Gold sold on own account increased by 24% to 34,112 ounces (FY 2016: 27,538 ounces), which is reflected
in the 57% increase in revenue for the year.
The increase in revenue was driven by higher recoveries achieved from the Carbon-In-Leach (‘CIL’) circuits at
GPL and more contracts being settled by cash rather than transferring of gold. A steady flow of gold bearing
raw materials from traditional suppliers, two large one-off contracts and increase in average dollar price of
gold for the year to US$1,258 per ounce (FY 2016: US$1,167 per ounce) also contributed.
The Group increased gross profit by 73% from FY 2016: £3,008,000 to FY 2017: £5,196,000, primarily
as a result of increased revenue and continued focus on reducing operational costs.
Administrative expenses from continued operations increased by 27% to £2,286,000 (FY 2016:
£1,796,000), primarily as a result of increased activity in South America, Kenya and Ghana.
The exceptional three-year extension granted for the Nyieme Gold Project in Burkina Faso on 29 September
2014 expires in October 2017. As there is no intention to apply for a further extension or a renewal, as
previous work at the project found it to be of too small a scale to be viable, the development costs of £955,000
have been fully written off and operations discontinued. The loss from discontinued operations was
£1,012,000, including the write-off of development cost, which had no cashflow impact during the current
period.
The operating currencies for the Group are South African Rand (ZAR) in South Africa, Ghanaian Cedi (GHS)
in Ghana and Kenyan Shilling (KES) in Kenya. The average exchange rates used in the conversion of operating
currencies in the Statement of Profit or Loss and Other Comprehensive Income strengthened against the Pound
Sterling during the period under review.
The net finance loss from continued operations of £74,000 includes £85,000 interest on borrowings and
finance liabilities. Due to the strengthening in operating currencies against the US Dollar, a foreign exchange
loss from continued operations of £11,000 was incurred versus a foreign exchange profit of £804,000 in FY
2016. The improvement of the operating currencies against the Pound Sterling also resulted in a positive
unrealised exchange translation gain of £1,025,000 (FY 2016: £489,000).
The Group’s capital expenditure for the year, including development costs, amounted to £2,213,000 (FY
2016: £1,475,000) of which £1,409,000 was expended to complete Stage one and two of the expansion
of processing capacity at Kilimapesa.
The expansion at Kilimapesa was primarily funded by an on-demand, revolving pre-export loan with Scipion
Active Trading Fund to the value of US$2,000,000. Security on the drawn amounts has been granted over
Goldplat Recovery (Pty) Limited’s tailings facility in South Africa, intercompany loan agreements, contracts and
proceeds of sale with gold refiners, and collection bank accounts operated by GMR for that purpose. It is
intended that the loan granted in March 2017 will be repaid over 12 months from profits generated as a result
of the increased plant capacity at Kilimapesa.
After major capital investments at GPL over the last 2 years on a new elution plant, wash plant and a milling
circuit, capital expenditure reduced to £372,000 (FY 2016: £818,000) and was focussed on maintaining
current circuits. One of the milling circuits was refurbished for £59,000 and cyclones on one of the Rotary
Kilns were replaced at a cost of £57,000. Capital was incurred on the expansion of the sampling section
through the acquisition of blenders for carbon at a cost of £74,000. The balance of the capital was spent on
replacement of production vehicles (£92,000), an old store (£28,000), upgrading of security and storage
facility (£26,000) and modification on the elution columns (£37,000).
11 GOLDPLAT PLC
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A complete elution plant has been bought and shipped from South Africa to GRG at cost of £67,000 and is
planned to be erected and commissioned before December 2017 at a total projected cost of £900,000. A
further £60,000 was spent on purchasing incinerators and a dryer for GRG.
A further £120,000 was expended on loading equipment for the new Plant 2 and a production vehicle at
Kilimapesa. Capital spent on the development of the mine at Kilimapesa Hill was £157,000 (FY 2016:
£110,000)
On 30 March 2017, Ashanti exercised its initial option to earn into the Anumso Gold Project in Ghana under
the terms of the option agreement between Goldplat and Ashanti. An initial 51% share of Goldplat’s interest
will be earned through expending US$1.5 million in the first 18 months, which includes a six-month review
period. At year-end Ashanti has not met the expenditure condition, and the sale of 51% Goldplat’s interest in
Anumso has not been recorded in the current period.
During the period Rand Refinery aligned its payment terms of its smelter section to those of other international
smelters, increasing its payment days after agreement of assay to 90 days (previously 14 days). Delivery of
dore bars to Rand Refinery are still being settled within 7 days.
To mitigate the single refiner’s risk, contracts have been signed with 3 additional refiners, two for refining of
dore bars and one for processing of carbon and other by-products. In addition to the flexibility the new contracts
have provided, they also increase the amounts of material that can be delivered for refining or processing. The
increased capacity assisted the recovery operations to reduce its inventory days.
During the period GPL and GRG made use of a purchase contract and bill of sale agreement with Auramet, to
finance part of material en-route to refineries. The balance of amounts received in advance at end of the period
was £6,334,000 (FY 2016: £1,107,000) and is secured against the receivable balance it relates to. The
proceeds from material pre-financed during the fourth quarter was used to settle suppliers of this material.
The Group reported increased net cash resources of £2,650,000 as at 30 June 2017 (FY 2016:
£2,056,000) whilst investing £935,000 (FY 2016: £1,645,000) of internal generated funds into capital
projects.
GPL – South Africa
Revenues of £25,066,000 (FY 2016: £15,223,000) were achieved and cost of sales amounted to
£21,083,000 (FY 2016: £12,504,000).
GPL continued to perform well and increased its operating profits to £3,312,000 (FY 2016: £2,111,000).
The improved revenues and operating result in South Africa was built primarily on the performance of the CIL
circuits, and supported by the by-product material received from the mines and a large one-off batch from a
client in Africa.
The South African subsidiary reported a net profit after tax of £2,420,000 (FY 2016: £1,777,000). The 36%
increase in net profit after tax was partly due to an 19.6% lower average Pound Sterling used to convert the
South African Rand results in FY 2017 versus the prior year.
GRG – Ghana
The Ghana Gold Recovery operation built on its strong performance of the previous year and reported a profit
after tax of £1,177,000 (FY 2016: £437,000). The previous zero tax rate enjoyed as part of the Free Zone
status ceased in December 2016 and the Company is currently subject to a favourable tax rate of 15%.
The increase in profitability is attributable to a steady flow of material from our traditional suppliers, completion
of a large clean-up contract awarded by AGA Obuasi and material received from South America. GRG started
to see the benefit of the investment in South America during the period.
GOLDPLAT PLC 12
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Financial Review
continued
Kilimapesa – Kenya
The Kilimapesa gold mine reported a net loss of £1,100,000 (FY 2016: loss of £711,000) for the year under
review. An increase in unrealised foreign exchange losses of £177,000 on intercompany payables contributed
to the increased loss. As in South Africa, the increased net loss was partly due to an 14.2% lower average
Pound Sterling used to convert the Kenyan Shillings results in FY 2017 versus the prior year.
With the increase in capacity during the second half of the year, Kilimapesa managed to increase revenue to
£3,150,000 (FY 2016: £1,560,000) and turned profitable towards the end of FY 2017.
Contingencies
We are pleased to report that the preliminary enquiry into the tax affairs of Kilimapesa by the Kenya Revenue
Authorities have been substantially finalised. Of the original preliminary assessment of £1,288,540, £55,000
has been paid and £51,000 still remains under dispute.
Trade and other receivables for the Group include a balance of £812,000 (FY 2016: £556,000) of Value
Added Taxation receivable from the Kenya Revenue Authority. Of the current balance £472,000 is older than
3 years. Despite clear provisions in the Kenyan Legislation regarding the recoverability of VAT, and two audits
and continuous consultation with the Kenya Revenue Authorities the balance due remains outstanding.
Management is of the opinion that there is no legal reason not to recover the balance due.
The process of investigation agreed with Rand Refinery was completed during the period, but no agreement
could be reached between the two parties. GPL initiated legal proceedings against Rand Refinery on
11 September 2017 to recover ZAR 13.5 million (approximately £792,000 at 30 June 2017) plus interest
due. Management remain confident that the balance will be collected.
Werner Klingenberg
Finance Director
26 September 2017
13 GOLDPLAT PLC
246629 Goldplat RA pp14-pp26 27/09/2017 19:33 Page 14
The Board
MATTHEW ROBINSON
Non-Executive Chairman
Matthew is a high profile figure in the growth company arena, with more than 12 years’ experience in mining
and resources. He spent the last 15 years of his career as a Corporate Finance Director at finnCap and Panmure
Gordon/Durlacher. During this time, he was responsible for establishing finnCap and Panmure Gordon’s mining
and resources investment businesses, in addition to his role as adviser to AIM and Official List companies on
the London Stock Exchange. Moving to the nascent finnCap in 2006, Matthew was instrumental in its rapid
growth which saw it become the largest nominated adviser and broking firm, by number of clients, on the
London Stock Exchange’s AIM market.
Training as a Chartered Accountant, Matthew began his career at Binder Hamlyn and Touche Ross, the
predecessor firm of Deloitte, before founding a business consultancy specialising in corporate turnarounds. He
spent several years as the Finance Director and Company Secretary of Internet Music Shop, one of the first
online music retailers. During his time with the company, Matthew managed its merger with European competitor
Boxman.com, with turnover growing to over £12 million per annum, and was responsible for raising
approximately £20 million of equity.
GERARD KISBEY-GREEN
Chief Executive Officer
Gerard has built an expansive career in the mining and related financial industry, spanning over 30 years.
After graduating as a Mining Engineer in South Africa in 1987, he gained extensive experience working in
various management positions for a number of the larger South African mining companies, including Rand
Mines Group and the gold division of Anglo American Corporation. During this time he worked on gold,
platinum and coal mines primarily in South Africa and also in Germany and Australia.
Gerard subsequently spent 17 years in the financial markets, including five years as a mining equity analyst
and 12 years in mining corporate finance. He has worked in South Africa and the UK for banks including
JPMorganChase, Investec and Standard Bank. Gerard has extensive experience in IPOs, capital raisings, M&A
transactions and deals covering a great diversity of commodities and geographic locations. He also has
experience in Nominated Adviser,broker and advisory roles. He has worked extensively in Africa, particularly
South Africa, Western and Eastern Europe, the Middle East, Far East, Central Asia and North America. After
returning to South Africa as a Managing Director with Standard Bank in 2009, Gerard left the banking industry
and joined Peterstow Aquapower, a mining technology development company, as CEO in 2011, before
accepting a position in 2012 with Aurigin Resources Inc., a privately-owned Toronto-based gold exploration
company with assets in Ethiopia and Tanzania, as President and CEO. Gerard joined Goldplat plc as a Non-
executive Director in 2014 and took over the role of Chief Executive Officer in 2015.
IAN VISAGIE
Executive Director
Ian is a Chartered Accountant who has worked in senior positions in the mining industry since 1990. A South
African citizen he trained as a Chartered Accountant with KPMG in its Pretoria office. Having gained post-
qualifying experience with KPMG he moved into a mining environment in 1990 when he joined Consolidated
Modderfontein Mines Limited as Financial Manager, and Goldplat Recovery in March 1997 as Financial
Director. Ian has been a Director of Goldplat plc since its admission to AIM.
HANSIE VAN VREDEN
Chief Operating Officer
Hansie is an experienced metallurgist with over 15 years in the mining industry. Prior to joining Goldplat he
worked at several AGA operations in South Africa, including Savuka, Mponeng and Kopanang Gold Plants,
and Sunrise Dam Gold Mine in Western Australia. During his time as Plant Manager and Production Metallurgist
at Kopanang Gold Plant he successfully converted the operation from reef to waste rock and implemented
various initiatives to increase production capabilities and improve recoveries. In addition, at three other Anglo
processing plants he gained certification and re-certification of the International Cyanide Management Institute
(ICMI). During his time at Anglo (1999-2013) he was also responsible for health and safety, production planning
and execution, projects, metallurgical accounting, security and operational staff. He holds a Bachelors degree
in Engineering (Chemical: Mineral Processing) from the University of Stellenbosch.
GOLDPLAT PLC 14
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The Board
continued
WERNER KLINGENBERG
Finance Director
Werner initially qualified as a Chartered Accountant with Deloitte in South Africa and he has accrued significant
commercial experience, both within Southern Africa and at an international level. His extensive knowledge
spans audit and financial management and systems. Having initially worked within the telecommunications and
retail industries, Werner joined Goldplat in 2015 as Group Financial Manager. Within this role he has been
integral in managing Goldplat’s financial affairs. With a proven knowledge and understanding of the Group’s
gold operations, he brings a wealth of experience that makes him best placed to occupy the role of Finance
Director, as the Group continues to deliver on its strategy of increasing productivity and profitability.
NIGEL WYATT
Non-Executive Director
Nigel is a graduate of the Camborne School of Mines. He has held senior positions in a number of mining
and engineering companies, primarily in Southern Africa. He was the group marketing director of a De Beers
group subsidiary supplying specialised materials, engineering and technology to the industrial and mining
sectors, and commercial director of Dunlop Industrial Products (Pty) Limited, South Africa. He was CEO, at
flotation, of AIM listed Chromex Mining Plc, subsequently sold under a takeover offer.
SANGO NTSALUBA
Non-Executive Director
Sango is the executive chairman and co-founder of NMT Capital (Pty) Limited, a diversified investment holding
group. He has built an illustrious career within South Africa, spanning over 30 years. This includes successfully
founding Sizwe Ntsaluba Gobodo, one of South Africa’s ‘Big 5’ accounting firms. Alongside a distinguished
auditing career, Sango has extensive corporate experience in areas that include logistics and the automotive
industry. He currently serves as an independent board member of Barloworld Limited, a leading global industrial
company listed on the Johannesburg Stock Exchange (“JSE”), with responsibility for chairing the group’s audit
committee. He also serves on the boards of JSE listed companies Pioneer Foods Group Limited, a producer
and distributor of a range of branded food and beverage products, and Basil Read Holdings Limited, a
diversified construction company. Sango is the Chairman of the board of Goldplat’s subsidiary, Goldplat
Recovery (Pty) Ltd. NMT Capital (Pty) Limited, a company of which he is a director and shareholder, holds a
26 per cent interest in Goldplat Recovery (Pty) Limited.
15 GOLDPLAT PLC
246629 Goldplat RA pp14-pp26 27/09/2017 19:33 Page 16
Directors’ Report
The Directors present their report together with the audited financial statements of the Group for the year ended
30 June 2017.
A review of the business and risks (including those relating to financial instruments) and uncertainties is included
in the Strategic Report.
Results
The Group reports a pre-tax profit from continued operations of £2,836,000 (2016: profit £1,988,000) and
an after tax profit of £964,000 (2016: profit £1,408,000).
Major events after the reporting date
The following events occurred after the reporting date and are further discussed in note 36 to these financial
statements:
• GPL entered into legal proceedings with Rand Refinery on 11 September 2017, with the objective of
• GPL recovering the balance outstanding due to it of £792,000 (2016 : £679,000) and all interest due.
Dividends
No dividend is proposed in respect of the year ended 30 June 2017 (2016: £nil per share).
Political donations
There were no political donations during the year (2016: £Nil).
Corporate governance statement
The Board has established an audit committee and a remuneration committee with formally delegated duties
and responsibilities.
During the year the audit committee consisted of M Robinson, I Visagie and N Wyatt. The audit committee has
responsibility for ensuring that the financial performance, position and prospects of the Company are properly
monitored and reported on, for meeting with the auditor and discussing their reports on the accounts and the
Company’s financial controls and for recommending the appointment of auditors.
The remuneration and terms and conditions of appointment of non-executive directors are set by the Board. No
Director may participate in any discussions or decisions regarding his own remuneration.
Directors
The following Directors served during the period:
G Kisbey-Green
M S Robinson
B M Moritz
I Visagie
J H Van Vreden
W Klingenberg
N G Wyatt
S Ntsaluba
(Chief Executive Officer)
(Non-executive Chairman)
(Non-executive Chairman)
(Executive Director)
(Chief Operating Officer)
(Finance Director)
(Non-executive Director)
(Non-executive Director)
appointed 27 October 2016
resigned 27 October 2016
appointed 1 June 2017
appointed 1 June 2017
GOLDPLAT PLC 16
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Directors’ Report
continued
Directors’ interests
The beneficial interests of the Directors holding office on 30 June 2017 in the issued share capital of the
Company were as follows:
M S Robinson
N G Wyatt
30 June 2017
30 June 2016
Number of
ordinary
shares
of 1p each
300,000
30,950
Percentage
of issued
share capital
0.18%
0.018%
Number of
ordinary
shares
of 1p each
–
30,950
Percentage
of issued
share capital
0%
0.018%
No other Director had a beneficial interest in the share capital of the Company, and there has been no change
in such interests since 30 June 2017.
Directors’ remuneration and service contracts
Details of directors’ emoluments including share based payments are disclosed in note 10 to these financial
statements.
2017
G Kisbey-Green
M S Robinson
B M Moritz
I Visagie
J H Van Vreden
W Klingenberg
N G Wyatt
S Ntsaluba
Salaries
£‘000
Fees
£‘000
Other
£‘000
175
–
–
130
132
7
–
–
444
–
24
13
–
–
–
25
1
63
11
–
–
–
5
–
–
–
16
Total
£‘000
186
24
13
130
137
7
25
1
523
Management fees of £20,000 were paid during the reporting period by GPL to its minority shareholders, in
which S Ntsaluba has an ultimate shareholding.
2016
G Kisbey-Green
B M Moritz
I Visagie
J H Van Vreden
N G Wyatt
Salaries
£‘000
175
–
130
92
–
397
Fees
£‘000
–
40
–
–
25
65
Other
£‘000
52
–
–
25
–
77
Total
£‘000
227
40
130
117
25
539
During the FY 2016, 8,000,000 share options were issued to G Kisbey-Green and 3,000,000 to J H Van
Vreden. Further details in respect of options granted are disclosed in note 27 to these financial statements.
Directors’ indemnities
The Company maintains Directors’ and officers’ liability insurance providing appropriate cover for any legal
action brought against its Directors and/or officers.
17 GOLDPLAT PLC
246629 Goldplat RA pp14-pp26 27/09/2017 19:33 Page 18
Going concern
The Directors adopt the going concern basis in preparing these financial statements. This is further explained in
note 2 to the financial statements.
Employees
The Directors have a participative management style with frequent direct contact between junior and senior
employees. A two-way flow of information and feedback is maintained through formal and informal meetings
covering Group performance.
Statement of Directors’ responsibilities
The Directors are responsible for preparing the directors’ report, the strategic 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 have elected to prepare the financial statements in accordance with International Financial Reporting
Standards (“IFRSs”) as adopted by the European Union. The financial statements are required by law to give a
true and fair view of the state of affairs of the Company and the Group and of the Group’s profit or loss for that
year.
In preparing these financial statements, the Directors are required to:
•
•
•
•
select suitable accounting policies and then apply them consistently;
make judgements and estimates that are reasonable and prudent;
state whether the financial statements comply with IFRS as adopted by the European Union; and
prepare the financial statements on the going concern basis unless it is inappropriate to presume that the
Group and 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 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.
The Directors are responsible for the maintenance and integrity of the corporate and financial information
included on the Company’s website. Legislation in the United Kingdom governing the preparation and
dissemination of financial statements may differ from legislation in other jurisdictions.
Statement of disclosure to auditor
So far as the Directors are aware:
•
•
there is no relevant audit information of which the Group’s and Company’s auditor is unaware; and
all the Directors have taken steps that they ought to have taken to make themselves aware of any relevant
audit information and to establish that the auditors are aware of that information.
Auditor
A resolution to re-appoint Moore Stephens LLP as auditor will be proposed at the Annual General Meeting.
By order of the Board
Werner Klingenberg
Director
26 September 2017
GOLDPLAT PLC 18
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Strategic Report
The directors present their Strategic Report for the year ended 30 June 2017.
The Strategic Report is a statutory requirement under the Companies Act 2006 (Strategic Report and Directors’
Report) Regulations 2013 and is intended to provide fair and balanced information that enables the directors
to be satisfied that they have complied with s172 of the Companies Act 2006 which sets out the directors’
duty to promote the success of the Company.
Main Objects and Future Development
The Group’s main object is to produce gold from the recovery of by-products discarded by the primary producers
and to produce gold as a primary producer itself. Strategically by developing and growing the mature recovery
businesses, the Group will be in a position to maintain healthier cash levels to cover some costs as it expands
its primary producer goals. Unlike greenfields minerals exploration companies the Group should be able to
fund, if required, exploration or alternatively acquire mining operations as they become available without diluting
shareholders continuously by raising capital to fund general and administrative expenses.
By taking a phased approach and organically growing the recovery and mining divisions of the Group it is
possible to develop into a junior mining Group.
The aim for the 2018 year will be to focus our marketing efforts and broadening the geographic and product
diversity of materials sourced to expand and grow our recovery businesses; securing by-product material for
GRG from outside of Ghana; procuring material for the CIL (Carbon-in-Leach) sections at GPL; and completing
the expansion project at Kilimapesa.
Principal Activity
The Group’s operating businesses are based in Africa and comprise the production of gold and other precious
metals, by processing by-products of the mining industry as well as mining itself. Marketing focus is not only
directed at the African continent, but also other international gold producing countries.
The Group’s primary operating base is situated near Benoni on the East Rand gold field in South Africa. As
well as producing gold, silver and platinum group metals from the by-products of the mining industry, support
for other Group operating subsidiary companies is provided from Benoni. This business is 74% owned in
compliance with South African Black Economic Empowerment legislation.
The Group’s Ghana operation based in the Freeport of Tema is in the process of being developed into a
processing hub to service gold producing clients internationally and fully utilise the advantages of the low tax
rates in the country’s Freezone.
The Kilimapesa mine in Kenya, is being expanded by further development of the ore body and the erection of
a larger CIL and crushing section to improve profitability.
The Group’s exploration assets also include Anumso in Ghana which is now subject to an earn-in option
agreement with a Canadian quoted company (Ashanti Gold Corp) and Nyieme in Burkina Faso, the value of
which has been written off in FY 2017.
Review of business and financial performance
Information on the financial position of the Group is set out in the Financial Review and the annexed financial
statements.
Details of the operations are set out in the Operations Report.
The Board regularly reviews the risks to which the Group is exposed and ensures through its meetings and
regular reporting that these risks are minimised as far as possible.
19 GOLDPLAT PLC
246629 Goldplat RA pp14-pp26 27/09/2017 19:33 Page 20
Risks and uncertainties
The principal risks and uncertainties facing the Group at this stage in its development are:
Purchasing risk
The main business of the Group, the recovery of gold from by-products of the mining industry, requires such by-
products to be available for purchase by the Group at prices which allow profitable processing by the Group.
As mining companies become more efficient or close existing operations due to life of mine, both the volumes
of available materials and their precious metal content may be reduced.
The Group mitigates this risk by its flexibility in the types of material it processes. It has also been in the forefront
of producing “Responsible Gold” which gives it a competitive advantage over its competitors.
This risk is further mitigated by expanding the Group’s sourcing efforts from African based producers to producers
outside Africa.
Price risk
The gold and precious metals produced by the Group are sold at world spot prices which may fluctuate
substantially according to supply and demand, and are not directly related to the cost of production.
The Group seeks to mitigate this risk in part by adjusting the price it pays for materials for processing.
Exploration risk
The Group’s business includes mineral exploration and evaluation which are speculative activities and there is
no certainty that the Group will be successful in the definition of economic mineral deposits, or that it will
proceed to the development of any of its projects or otherwise realise their value.
The Group aims to mitigate this risk when evaluating new business opportunities by targeting areas of potential
where there is at least some historical drilling or geological data available. It should be noted that exploration
is not the main focus of the Group’s activities and that exploration, if required, can be conducted based on the
Group’s free cash flow.
Resource risk
All mineral projects have risk associated with defined grade and continuity. Mineral reserves and resources will
be calculated by the Group in accordance with accepted industry standards and codes but are always subject
to uncertainties in the underlying assumptions which include geological projection and commodity price
assumptions.
Development risk
Delays in permitting, financing and commissioning a project may result in delays to the Group meeting
production targets. Changes in commodity prices can affect the economic viability of mining projects and affect
decisions on continuing exploration activity.
This risk will be mitigated to some extent by only expanding into countries that pose a low country risk as
perceived at the time.
Mining and Processing Technical risk
Notwithstanding the completion of metallurgical testwork, test mining and pilot studies indicating the technical
viability of a mining operation, variations in mineralogy, mineral continuity, ground stability, ground water
conditions and other geological conditions may still render a mining and processing operation economically
or technically non-viable.
The Group has a small team of mining professionals experienced in geological evaluation, exploration, financing
and development of mining projects. To mitigate development risk the Group supplements this from time to time
with the engagement of external expert consultants and contractors.
GOLDPLAT PLC 20
246629 Goldplat RA pp14-pp26 27/09/2017 19:33 Page 21
Strategic Report
continued
Environmental risk
Exploration and development of a project can be adversely affected by environmental legislation and the
unforeseen results of environmental studies carried out during evaluation of a project. Once a project is in
production unforeseen events can give rise to environmental liabilities.
The Group is responsible for rehabilitation at all its operations.
Financing and Liquidity risk
The Company may need to finance expansion through the equity and debt markets and in future to obtain
finance for project development. There is no certainty such funds will be available when needed.
This risk is mitigated for Goldplat in so far as its primary activities are cash generative.
Political risk
All countries carry political risk that can lead to interruption of activity. Politically stable countries can have
enhanced environmental and social permitting risks, risks of strikes and changes to taxation whereas less
developed countries can have in addition, risks associated with changes to the legal framework, civil unrest
and government expropriation of assets.
Partner risk
In South Africa, existing Black Economic Empowerment legislation requires historically disadvantaged South
Africans to have a minimum 26% interest in all mining and exploration projects. The Group can be adversely
affected if joint venture partners are unable or unwilling to perform their obligations or fund their share of future
developments. It is possible that other countries where the Group operates may introduce similar legislation.
On 15 June, 2017 the Broad Based Socio-Economic Empowerment Charter for the South African mining and
minerals industry, 2017, (the ‘2017 Charter’) was announced and gazetted in South Africa. The 2017 Charter
aims to introduce far-reaching, new, and in some cases, radical measures and requirements on the industry.
GPL is compliant with the preceding Charter, and if the 2017 Charter is implemented, certain changes will be
required to maintain compliance, primarily in respect of: (i) the increased mandatory Black Economic
Empowerment shareholding which is currently set at 26%, but is proposed to be increased to 30%, and (ii) in
the required make-up of management demographics. Further to an interdict application brought by the Chamber
of Mines against implementation of the Charter, the Minister of Mineral Resources has undertaken not to
implement or apply the provisions of the 2017 Charter pending judgement on the interdict.
Financial Instruments
Details of risks associated with the Group’s financial instruments are given in note 32 to the financial statements.
The Company does not utilise any complex financial instruments.
Internal Controls and Risk Management
The directors are responsible for the Group’s system of internal financial control. Although no system of internal
financial control can provide absolute assurance against material misstatement or loss, the Group’s system is
designed to provide reasonable assurance that problems are identified on a timely basis and dealt with
appropriately.
In carrying out their responsibilities the directors have put in place a framework of controls to ensure as far as
possible that ongoing financial performance is monitored in a timely manner, that corrective action is taken and
that risk is identified as early as practically possible, and they have reviewed the effectiveness of internal financial
control.
The Board, subject to delegated authority, reviews regulatory issues, capital investment, property sales and
purchases, additional borrowing facilities, guarantees and insurance arrangements.
21 GOLDPLAT PLC
246629 Goldplat RA pp14-pp26 27/09/2017 19:33 Page 22
Bribery risk
The Group has adopted an anti-corruption policy and whistle blowing policy under the UK Bribery Act 2010.
Notwithstanding this, the Company may be held liable for offences under that Act committed by its employees
or subcontractors whether or not the Company or the Directors have knowledge of the commission of such
offences.
Forward Looking Statements
This Annual Report contains certain forward-looking statements that have been made by the directors in good
faith based on the information available at the time of the approval of the Annual Report. By their nature, such
forward looking statements involve risks and uncertainties because they relate to events and depend on
circumstances that will or may occur in the future. Actual results may differ from those expressed in such
statements.
Werner Klingenberg
Director
26 September 2017
GOLDPLAT PLC 22
246629 Goldplat RA pp14-pp26 27/09/2017 19:33 Page 23
Independent Auditor’s Report to The Members of Goldplat Plc
for the year ended 30 June 2017
Our opinion
In our opinion, Goldplat PLC’s (“the company” or “the parent company”) group financial statements (“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 30 June
2017 and of the group’s profit for the year then ended;
have been properly prepared in accordance with International Financial Reporting Standards (“IFRS”) as
adopted by the European Union; and
have been prepared in accordance with the requirements of the Companies Act 2006 and, as regards
the group financial statements, Article 4 of the IAS Regulation.
Financial statements subject to audit
We have audited the consolidated financial statements for the year ended 30 June 2017 which comprise:
•
•
•
•
•
the consolidated statement of profit or loss and other comprehensive income;
the consolidated and company statements of financial position;
the consolidated and company statements of changes in equity;
the consolidated and company cash flow statements; and
the notes to the financial statements, which include a summary of significant accounting policies and other
explanatory information.
The financial reporting framework that has been applied in the preparation of the financial statements is
applicable law and IFRS as adopted by the European Union.
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 below. We are independent of the 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. We believe that the audit evidence we have obtained is sufficient and
appropriate to provide a basis for our opinion.
This report is made solely to the 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 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 company
and the company’s members as a body, for our audit work, for this report, or for the opinions we have formed.
Conclusions relating to going concern
We have nothing to report in respect of the following matters in which the ISAs (UK) require us to report to you
where:
•
•
the directors’ use of the going concern basis of accounting in the preparation of the financial statements
is not appropriate, or
the directors have not disclosed in the financial statements any identified material uncertainties that may
cast significant doubt about the Group and Company’s ability to continue to adopt the going concern
basis of accounting for a period of at least twelve months from the date when the financial statements are
authorised for issue.
23 GOLDPLAT PLC
246629 Goldplat RA pp14-pp26 27/09/2017 19:33 Page 24
Other information
The directors are responsible for the other information. The other information comprises the information included
in the annual report other than the financial statements and our auditor’s report thereon. Our opinion on the
financial statements does not cover the other information and, except to the extent otherwise explicitly stated in
this report, we do not express any form of assurance conclusion thereon.
In connection with our audit of the financial statements, our responsibility is to read the other information and,
in doing so, consider whether the other information is materially inconsistent with the financial statements or our
knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material
inconsistencies or apparent material misstatements, we are required to determine whether there is a material
misstatement in the financial statements or a material misstatement of the other information. If, based on the
work we have performed, we conclude that there is a material misstatement of the other information, we are
required to report that fact.
We have nothing to report in this regard.
Scope of the audit of the financial statements
An audit involves obtaining evidence about the amounts and disclosures in the financial statements sufficient to
give reasonable assurance that the financial statements are free from material misstatement, whether caused by
fraud or error. This includes an assessment of:
•
•
•
whether the accounting policies are appropriate to the company’s circumstances and have been
consistently applied and adequately disclosed;
the reasonableness of significant accounting estimates made by the directors; and
the overall presentation of the financial statements.
We have designed our audit approach to identify possible fraud in relation to the associated fraud risk of the
Group. We consider the most likely areas where fraud might arise to be within the valuation of inventory and
revenue recognition, our approach to these areas have been addressed within the key risk section.
An overview of the scope of our audit
The group operates through three trading subsidiary undertakings which were considered to be significant
components for the purposes of the group financial statements. The financial statements consolidate these entities
together with a number of non-trading subsidiary undertakings as well as an intermediary holding company as
set out in note 35. In establishing our overall approach to the group audit, we determined the type of work that
needed to be performed in respect of each subsidiary. This consisted of us carrying out a full review of the
component auditors’ working papers of the significant components within the group, which were subject to a
full scope audit.
As part of the audit the component auditors documented the systems and performed walk-through tests on the
key areas, and then used largely substantive techniques to the extent considered necessary to provide sufficient
appropriate audit evidence to draw their conclusions.
Our detailed review of these procedures gave us the evidence that we need for our opinion on the financial
statements as a whole and, in particular, helped mitigate the risks of material misstatements mentioned below.
Our assessment of key risks of material misstatement
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) 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.
GOLDPLAT PLC 24
246629 Goldplat RA pp14-pp26 27/09/2017 19:33 Page 25
Independent Auditor’s Report to The Members of Goldplat Plc
for the year ended 30 June 2017 continued
Revenue recognition
There is a risk regarding the completeness and
accuracy of revenue.
involve
transactions
These
complex assay
valuations and of high value, as such this area of
the financial statements is considered to be of
significant risk to the audit.
Due to the need for customer to verify these assay
reports through their own valuations there is a
potential risk in terms of the completeness and
accuracy of the revenue being recognised.
Intangible asset
The group has capitalised certain pre-production
mining expenditure. There is a risk that the
expenditure could be materially overstated to
reduce costs expensed in the year and result in an
overstated asset.
We have carried out substantive testing to verify the
completeness and accuracy of revenue. This testing
has included tracing a sample of gold shipments,
revenue recognised being based on the Company’s
initial assay reports through to final revenue received
based on assay reports prepared by the customer to
ensure the correct value of revenue is recognised on
the sample of shipments selected.
On a sample basis we have carried out
reconciliations of individual gold shipments received
from third parties to the customer independent assay
reports to vouch completeness and accuracy of
revenue.
We have also carried out appropriate cut off
procedures to ensure completeness of revenue. This
has involved reviewing gold shipments around the
year end to ensure revenue is recognised in the
correct period.
The above procedures have been completed with no
issues being identified.
We have reviewed a sample of costs capitalised to
ensure they are eligible for capitalisation and
vouched these costs to third party supporting
documentation.
We have also carried out audit procedures including
the detailed review of the JORC compliant resource
statement, prepared by an independent valuer, to
support the carrying value of the intangible asset.
This JORC resource statement has been used to
challenge the assumptions used by management in
their consideration of impairment of the intangible
asset including ensuring conditions applying to the
JORC report are still valid at the year-end.
The above procedures have been completed with no
issues being identified.
Our application of materiality
We set certain thresholds for materiality. These help us to establish transactions and misstatements that are
significant to the financial statements as a whole, to determine the nature, timing and extent of our audit
procedures and to evaluate the effect of misstatements, both individually on balances and on the financial
statements as a whole.
In establishing the audit strategy, it was determined that the level of uncorrected misstatements judged to be
material for the financial statements and our audit overall would be £633,000, approximately 2% of turnover.
Furthermore, we calculated a component materiality for each entity audited at an appropriate percentage of
the overall materiality and applied this in our risk assessments and determining relevant audit procedures. Our
materiality for each component was also based on 2% of turnover with the exception of the mining operation
in Kenya for which 5% of the net asset value was used.
25 GOLDPLAT PLC
246629 Goldplat RA pp14-pp26 27/09/2017 19:33 Page 26
Opinion on other matters prescribed by the Companies Act 2006
In our opinion, based on the work undertaken in the course of the audit:
the information given in the Strategic Report and the Directors’ Report for the financial year for which the financial
statements are prepared is consistent with the financial statements; and
the Strategic Report and the Directors’ Report have been prepared in accordance with applicable legal
requirements.
Responsibilities of directors
As explained more fully in the directors’ responsibilities statement, set out on page 18, 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 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 company or to cease operations, or have
no realistic alternative but to do so.
Auditor’s responsibilities for the audit of the financial statements
Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free
from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our
opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in
accordance with ISAs(UK) will always detect a material misstatement when it exists. Misstatements can arise
from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be
expected to influence the economic decisions of users taken on the basis of these financial statements.
A further description of our responsibilities for the audit of the financial statements is located on the Financial
Reporting Council’s website at: www.frc.org.uk/auditorsresponsibilities.
This description forms part of our auditor’s report.
Matters on which we are required to report by exception
In the light of the knowledge and understanding of the company and its environment obtained in the course of
the audit, we have not identified material misstatements in the strategic report or the directors’ report.
We have nothing to report in respect of the following matters in relation to which the Companies Act 2006
requires us to report to you if, in our opinion:
•
•
•
•
adequate accounting records have not been kept, or returns adequate for our audit have not been received
from branches not visited by us; or
the 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.
Stephen Corrall, Senior Statutory Auditor
For and on behalf of Moore Stephens LLP,
Chartered Accountants and Statutory Auditor
150 Aldersgate Street
London
EC1A 4AB
26 September 2017
GOLDPLAT PLC 26
246629 Goldplat RA pp27-pp34 27/09/2017 19:33 Page 27
Consolidated Statement of Profit or Loss and Other
Comprehensive Income
for the year ended 30 June 2017
Continuing operations
Revenue
Cost of sales
Gross profit
Administrative expenses
Results from operating activities
Finance income
Finance costs
Net finance (cost)/income
Results from operating activities after finance income
Taxation
Profit for the year from continuing operations
Discontinued operations
Loss for the year from discontinued operations
Profit for the year
Profit from continued operations attributable to:
Owners of the Company
Non-controlling interests
Profit for the year
Profit from operations attributable to:
Owners of the Company
Non-controlling interests
Profit for the year
Other comprehensive income
Items that may be reclassified subsequently to profit or loss:
Exchange translation
Other comprehensive income for the year
Total comprehensive income for the year
Total comprehensive income attributable to:
Owners of the Company
Non-controlling interests
Total comprehensive income for the year
Earnings per share
Basic earnings per share (pence)
Diluted earnings per share (pence)
Earnings per share – continuing operations
Basic earnings per share (pence)
Diluted earnings per share (pence)
Notes
7
11
13
12
24
24
24
24
2017
£’000
2016
£’000
31,650
(26,454)
5,196
(2,286)
2,910
22
(96)
(74)
2,836
(860)
1,976
20,185
(17,177)
3,008
(1,796)
1,212
815
(39)
776
1,988
(534)
1,454
(1,012)
(46)
964
1,408
1,348
628
1,976
336
628
964
1,025
1,025
1,989
1,361
628
1,989
0.20
0.19
0.81
0.78
992
462
1,454
946
462
1,408
489
489
1,897
1,435
462
1,897
0.56
0.55
0.59
0.58
The notes on pages 35 to 65 are an integral part of these consolidated financial statements.
27 GOLDPLAT PLC
246629 Goldplat RA pp27-pp34 27/09/2017 19:33 Page 28
Consolidated Statement of Financial Position
as at 30 June 2017
Assets
Property, plant and equipment
Intangible assets
Proceeds from sale of shares in subsidiary
Non-current cash deposits
Non-current assets
Inventories
Trade and other receivables
Cash and cash equivalents
Current assets
Total assets
Equity
Share capital
Share premium
Exchange reserve
Retained earnings
Equity attributable to owners of the Company
Non-controlling interests
Total equity
Liabilities
Obligations under finance leases
Provisions
Deferred tax liabilities
Non-current liabilities
Bank overdraft
Obligations under finance leases
Interest bearing borrowings
Taxation
Trade and other payables
Current liabilities
Total liabilities
Total equity and liabilities
Notes
14
15
16
17
20
21
22
23
23
25
28
29
22
25
26
30
2017
£’000
7,181
8,707
1,424
201
17,513
8,962
12,003
2,650
23,615
41,128
1,675
11,441
(5,193)
11,305
19,228
2,673
21,901
229
446
584
1,259
–
154
1,172
211
16,431
17,968
19,227
41,128
2016
£’000
5,404
9,726
1,271
160
16,561
7,747
6,255
2,148
16,150
32,711
1,675
11,441
(6,218)
10,953
17,851
2,246
20,097
157
383
510
1,050
92
129
55
153
11,135
11,564
12,614
32,711
The financial statements of Goldplat plc, company number 05340664, were approved by the Board of
Directors and authorised for issue on 26 September 2017. They were signed on its behalf by:
Werner Klingenberg
Director
The notes on pages 35 to 65 are an integral part of these consolidated financial statements.
GOLDPLAT PLC 28
246629 Goldplat RA pp27-pp34 27/09/2017 19:33 Page 29
Consolidated Statement of Changes in Equity
Year ended 30 June 2017
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The notes on pages 35 to 65 are an integral part of these consolidated financial statements.
29 GOLDPLAT PLC
246629 Goldplat RA pp27-pp34 27/09/2017 19:33 Page 30
Consolidated Statement of Changes in Equity
Year ended 30 June 2016
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The notes on pages 35 to 65 are an integral part of these consolidated financial statements.
GOLDPLAT PLC 30
246629 Goldplat RA pp27-pp34 27/09/2017 19:33 Page 31
Consolidated Statement of Cash Flows
for the year ended 30 June 2017
Notes
2017
£’000
2016
£’000
Cash flows from operating activities
Cash flows from operating activities
Result from continued operating activities
Result from discontinued operating activities
Adjustments for:
Depreciation
Amortisation
Write off development cost
Loss on sale of property, plant and equipment
Equity-settled share-based payment transactions
Foreign exchange differences
Changes in:
– inventories
– trade and other receivables
– trade and other payables
– provisions
Cash generated from operating activities
Finance income
Finance cost
Taxes paid
Net cash from operating activities
Cash flows from investing activities
Proceeds from sale of property, plant and equipment
Enhancement of exploration and development asset
Acquisition of property, plant and equipment
Non-current cash deposit
Net cash used in investing activities
Cash flows from financing activities
Proceeds from drawdown of interest bearing borrowings
Payment of interest bearing borrowings
Payment of finance lease liabilities
Net cash flows from financing activities
Net increase in cash and cash equivalents
Cash and cash equivalents at 1 July
Cash and cash equivalents at 30 June
2,910
(1,012)
650
224
980
4
16
303
4,075
(1,215)
(5,748)
5,296
–
2,408
22
(96)
(805)
1,529
105
(157)
(1,756)
(41)
(1,849)
1,538
(421)
(203)
914
594
2,056
2,650
1,218
(46)
514
192
–
62
72
(421)
1,591
(20)
(2,950)
3,579
244
2,444
809
(39)
(342)
2,872
94
(110)
(1,284)
73
(1,227)
–
(105)
(114)
(219)
1,426
630
2,056
31.1
31.2
22
The notes on pages 35 to 65 are an integral part of these consolidated financial statements.
31 GOLDPLAT PLC
246629 Goldplat RA pp27-pp34 27/09/2017 19:33 Page 32
Company Statement of Financial Position
as at 30 June 2017
Assets
Investments
Non-current assets
Loans to subsidiary companies
Trade and other receivables
Cash and cash equivalents
Current assets
Total assets
Equity
Share capital
Share premium
Loss for the year
Retained earnings
Equity attributable to owners of the Company
Non-controlling interests
Total equity
Liabilities
Trade and other payables
Current liabilities
Total liabilities
Total equity and liabilities
Notes
19
18
21
22
23
30
2017
£’000
9,425
9,425
4,500
26
3
4,529
13,954
1,675
11,441
(170)
923
13,869
–
13,869
85
85
85
13,954
2016
£’000
9,425
9,425
4,614
37
94
4,745
14,170
1,675
11,441
(306)
1,213
14,023
–
14,023
147
147
147
14,170
These financial statements of Goldplat plc, company number 05340664, were approved by the Board of
Directors and authorised for issue on 26 September 2017. They were signed on its behalf by:
Werner Klingenberg
Director
The notes on pages 35 to 65 are an integral part of these consolidated financial statements.
GOLDPLAT PLC 32
246629 Goldplat RA pp27-pp34 27/09/2017 19:33 Page 33
Company Statement of Changes in Equity
for the year ended 30 June 2017
Balance at 1 July 2015
Total comprehensive income for the period
Loss for the year
Total other comprehensive income
Total comprehensive income for the period
Transactions with owners of the Company
recognised directly in equity
Contributions by and distributions to
owners of the Company
Share based payment transactions
Cancellation of treasury shares
Total contributions by and distributions
to owners of the Company
Balance at 30 June 2016
Balance at 1 July 2016
Total comprehensive income for the period
Loss for the year
Total other comprehensive income
Total comprehensive income for the period
Transactions with owners of the Company
recognised directly in equity
Contributions by and distributions to
owners of the Company
Share based payment transactions
Total contributions by and distributions
to owners of the Company
Balance at 30 June 2017
Attributable to owners of the Company
Share
capital
£’000
1,685
–
–
–
–
(10)
(10)
1,675
Share
premium
£’000
11,498
–
–
–
–
(57)
(57)
11,441
1,675
11,441
–
–
–
–
–
–
–
–
–
1,675
–
11,441
Retained
earnings
£’000
1,074
(306)
–
(306)
72
67
139
907
907
(170)
–
(170)
16
16
753
Total
equity
£’000
14,257
(306)
–
(306)
72
–
72
14,023
14,023
(170)
–
(170)
16
16
13,869
The notes on pages 35 to 65 are an integral part of these consolidated financial statements.
33 GOLDPLAT PLC
246629 Goldplat RA pp27-pp34 27/09/2017 19:33 Page 34
Company Statement of Cash Flows
for the year ended 30 June 2017
Notes
Cash flows from operating activities
Loss for the year
Adjustments for:
Equity-settled share-based payment transactions
Changes in:
– trade and other receivables
– trade and other payables
Cash (used in)/from operating activities
Interest paid
Net cash (used in)/from operating activities
Cash flows from financing activities
Loans with subsidiary
Net cash flows from/(used in) financing activities
Net (decrease)/increase in cash and cash equivalents
Cash and cash equivalents at 1 July
Cash and cash equivalents at 30 June
22
2017
£’000
(164)
16
(148)
11
(62)
(199)
(6)
(205)
114
114
(91)
94
3
2016
£’000
(299)
72
(227)
383
74
230
(7)
223
(144)
(144)
79
15
94
The notes on pages 35 to 65 are an integral part of these consolidated financial statements.
GOLDPLAT PLC 34
246629 Goldplat RA pp35-pp54 27/09/2017 19:33 Page 35
Notes to the Consolidated Financial Statements
for the year ended 30 June 2017
1. Reporting entity
Goldplat plc (the ‘Company’) is a company domiciled in England and Wales. The address of the Company’s
registered office is 55 Gower Street, London, WC1E 6HQ. The Group primarily operates as a producer of
precious metals on the African continent.
2. Going concern
The Company’s business activities, together with the factors likely to affect its future development, performance
and position are set out in the Chairman’s Statement, Operations Report and Financial Review. The financial
position of the Company, its cash flows, liquidity position and borrowing facilities are described in these financial
statements. The financial statements include the Company’s objectives, policies and processes for managing its
capital, its financial risk management objectives, details of its financial instruments and its exposures to credit
risk and liquidity risk.
The Company has reserves of raw materials and ongoing contracts with its current suppliers to fulfil production
requirements for 12 months from reporting date. The Company has a secure market for its precious metal
products which are sold at market related prices which are above production costs.
The Directors believe that this performance will be sustainable for the 12 months from the date of this report
and therefore continue to adopt the going concern basis of accounting in preparing the annual financial
statements.
3. Basis of preparation
(a) Statement of compliance
The consolidated financial statements have been prepared in accordance with International Financial Reporting
Standards (“IFRSs”) as issued by the International Accounting Standards Board (“IASB”) and as adopted by the
European Union, and the Companies Act 2006 as applicable to entities reporting in accordance with IFRS.
The Company’s individual profit and loss account has been omitted from the Group’s annual financial statements
having taken advantage of the exemption not to disclose under Section 408(3) of the Companies Act 2006.
The Company’s comprehensive loss for the year ended 30 June 2017 was £170,000 (2016: loss £306,000).
(b) Basis of measurement
The consolidated financial statements have been prepared on the historical cost basis.
Functional and presentation currency
(c)
These consolidated financial statements are presented in Pounds Sterling (“GBP”), which is considered by the
Directors to be the most appropriate presentation currency to assist the users of the financial statements. All
financial information presented in GBP has been rounded to the nearest thousand, except when otherwise
indicated.
The Company’s functional currency is considered to be the US Dollar (“USD”) as this currency mainly influences
sales prices and expenses respectively.
(d) Use of estimates and judgements
The preparation of the consolidated financial statements in conformity with IFRS requires management to make
judgements, estimates and assumptions that affect the application of accounting policies and the reported
amounts of assets, liabilities, income and expenses. The estimates and associated assumptions are based on
historical experience and various other factors that are believed to be reasonable under the circumstances, the
results of which form the basis of making judgements about carrying values of assets and liabilities that are not
readily apparent from other sources. Actual results may differ from these estimates.
Estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates
are recognised in the period in which the estimates are revised if the revision affects only that period, or in the
period of revision and future periods of the revision if it affects both current and future periods.
35 GOLDPLAT PLC
246629 Goldplat RA pp35-pp54 27/09/2017 19:33 Page 36
3. Basis of preparation continued
Critical estimates and assumptions that have the most significant effect on the amounts recognised in the
consolidated financial statements and/or have a significant risk of resulting in a material adjustment within the
next financial year are as follows:
•
•
•
Carrying value of goodwill
– Notes 4(a)(i) and 15
Capitalisation of pre-production expenditure
– Notes 4(e)(ii) and 15
Valuation of Inventory
– Notes 4(g) and 20
Accounting entries are made in accordance with the accounting policies detailed below.
4. Significant accounting policies
The accounting policies set out below have been applied consistently to all periods presented in these
consolidated financial statements, and have been applied consistently by all Group entities.
(a) Basis of consolidation
(i)
Business combinations
Business combinations are accounted for using the acquisition method as at the acquisition date, which is the
date on which control is transferred to the Group. Control is the power to govern the financial and operating
policies of an entity so as to obtain benefits from its activities. In assessing control, the Group takes into
consideration potential voting rights that currently are exercisable.
The Group measures goodwill at the acquisition date as:
•
•
•
•
the fair value of the consideration transferred; plus
the recognised amount of any non-controlling interests in the acquiree; plus
if the business combination is achieved in stages, the fair value of the pre-existing equity interest in the
acquiree; less
the net recognised amount (generally fair value) of the identifiable assets acquired and liabilities assumed.
When the excess is negative, a bargain purchase price is recognised immediately in profit or loss.
The consideration transferred does not include amounts related to the settlement of pre-existing relationships.
Such amounts generally are recognised in profit or loss.
Transaction costs, other than those associated with the issue of debt or equity securities, that the Group incurs
in connection with a business combination are expensed as incurred.
Any contingent consideration payable is measured at fair value at the acquisition date. If the contingent
consideration is classified as equity, then it is not remeasured and settlement is accounted for within equity.
Otherwise, subsequent changes in the fair value of the contingent consideration are recognised in profit or loss.
When share-based payment awards (replacement awards) are required to be exchanged for awards held by
the acquiree’s employees (acquiree’s awards) and relate to past services, then all or a portion of the amount of
the acquirer’s replacement awards is included in measuring the consideration transferred in the business
combination. This determination is based on the market-based value of the replacement awards compared with
the market-based value of the acquiree’s awards and the extent to which the replacement awards relate to past
and/or future service.
GOLDPLAT PLC 36
246629 Goldplat RA pp35-pp54 27/09/2017 19:33 Page 37
Notes to the Consolidated Financial Statements
continued
4. Significant accounting policies continued
(ii)
Subsidiaries are entities controlled by the Group. The financial statements of subsidiaries are included in the
consolidated financial statements from the date that control commences until the date that control ceases.
Subsidiaries
Loss of control
(iii)
On the loss of control, the Group derecognises the assets and liabilities of the subsidiary, any non-controlling
interests and other components of equity related to the subsidiary. Any surplus or deficit arising on the loss of
control is recognised in profit or loss. If the Group retains any interest in the previous subsidiary, then such
interest is measured at fair value at the date that control is lost. Subsequently it is accounted for as an
equity-accounted investee or as an available-for-sale financial asset depending on the level of influence retained.
Transactions eliminated on consolidation
(iv)
Intra-group balances and transactions, and any unrealised income and expenses arising from intra-group
transactions, are eliminated in preparing the consolidated financial statements.
Foreign currency
Foreign currency transactions
(b)
(i)
Transactions in foreign currencies are translated to the respective functional currencies of Group entities at
exchange rates at the dates of the transactions. Monetary assets and liabilities denominated in foreign currencies
at the reporting date are retranslated to the functional currency at the exchange rate at that date. The foreign
currency gain or loss on monetary items is the difference between amortised cost in the functional currency at
the beginning of the period, adjusted for effective interest and payments during the period, and the amortised
cost in foreign currency translated at the exchange rate at the end of the period.
Foreign currency differences arising on retranslation are recognised in the statement of comprehensive income.
Foreign operations
(ii)
The assets and liabilities of foreign operations, including goodwill and the fair value adjustments arising on
acquisition, are translated to GBP at exchange rates at the reporting date. The income and expenses of foreign
operations, are translated to GBP at exchange rates at the dates of the transactions.
Foreign currency differences are recognised in other comprehensive income, and presented in the exchange
reserve in equity. However, if the foreign operation is a non-wholly owned subsidiary, then the relevant proportion
of the translation difference is allocated to non-controlling interests. When a foreign operation is disposed of
such that control, significant influence or joint control is lost, the cumulative amount in the translation reserve
related to that foreign operation is reclassified to profit or loss as part of the gain or loss on disposal. When
the Group disposes of only part of its interest in a subsidiary that includes a foreign operation while retaining
control, the relevant proportion of the cumulative amount is reattributed to non-controlling interests.
When the settlement of a monetary item receivable from or payable to a foreign operation is neither planned
nor likely in the foreseeable future, foreign currency gains and losses arising from such item are considered to
form part of a net investment in the foreign operation and are recognised in other comprehensive income, and
presented in the exchange reserve in equity.
Goodwill and fair value adjustments arising on the acquisition of foreign operations are treated as assets and
liabilities of the foreign operation and translated at the closing rates.
Financial instruments
(c)
(i) Non-derivative financial assets
The Group initially recognises loans and receivables on the date that they are originated. All other financial
assets are recognised initially on the trade date, which is the date that the Group becomes a party to the
contractual provisions of the instrument.
37 GOLDPLAT PLC
246629 Goldplat RA pp35-pp54 27/09/2017 19:33 Page 38
4. Significant accounting policies continued
The Group derecognises a financial asset when the contractual rights to the cash flows from the asset expire,
or it transfers the rights to receive the contractual cash flows in a transaction in which substantially all the risks
and rewards of ownership of the financial asset are transferred. Any interest in such transferred financial assets
that is created or retained by the Group is recognised as a separate asset or liability.
Financial assets and liabilities are offset and the net amount presented in the statement of financial position
when, and only when, the Group has a legal right to offset the amounts and intends either to settle on a net
basis or to realise the asset and settle the liability simultaneously.
The Group’s non-derivative financial assets comprise loans and receivables.
Loans and receivables
Loans and receivables are financial assets with fixed or determinable payments that are not quoted in an active
market. Such assets are recognised initially at fair value plus any directly attributable transaction costs.
Subsequent to initial recognition, loans and receivables are measured at amortised cost using the effective
interest method, less any impairment losses. A provision is established when there is objective evidence that the
Group will not be able to collect all amounts due. The amount of any provision is recognised in the consolidated
statement of profit or loss and other comprehensive income.
Loans and receivables comprise trade and other receivables.
Cash and cash equivalents
Cash and cash equivalents comprise cash held by the Group and short-term bank deposits with an original
maturity of three months or less. Bank overdrafts that are repayable on demand and form part of the Group’s
cash management are included as a component of cash and cash equivalents for the purposes of the statement
of cash flows.
(ii) Non-derivative financial liabilities
The Group initially recognises debt securities issued and subordinated liabilities on the date that they are
originated. All other financial liabilities (including liabilities designated at fair value through profit or loss) are
recognised initially on the trade date, which is the date that the Group becomes a party to the contractual
provisions of the instrument.
The Group derecognises a financial liability when its contractual obligations are discharged, cancelled or
expire.
The Group classifies non-derivative financial liabilities into the other financial liabilities category. Such financial
liabilities are recognised initially at fair value less any directly attributable transaction costs. Subsequent to initial
recognition, these financial liabilities are measured at amortised cost using the effective interest method.
Other financial liabilities comprise loans and borrowings, finance lease obligations, and trade and other
payables.
(iii) Share capital
Ordinary shares
Ordinary shares are classified as equity. Incremental costs directly attributable to the issue of ordinary shares
are recognised as a deduction from equity, net of any tax effects.
GOLDPLAT PLC 38
246629 Goldplat RA pp35-pp54 27/09/2017 19:33 Page 39
Notes to the Consolidated Financial Statements
continued
4. Significant accounting policies continued
Repurchase and reissue of share capital (treasury shares)
When share capital recognised as equity is repurchased, the amount of consideration paid, which includes
directly attributable costs, net of any tax effects, is recognised as a deduction from equity. Repurchased shares
are classified as treasury shares. When treasury shares are sold or reissued subsequently, the amount received
is recognised as an increase in equity, and the resulting surplus or deficit on the transaction is presented in
share premium.
(d) Property, plant and equipment
Recognition and measurement
(i)
Items of property, plant and equipment are measured at cost less accumulated depreciation and accumulated
impairment losses. Cost includes expenditure that is directly attributable to the acquisition of the asset.
The cost of the mining asset includes the costs of dismantling and removing the items and restoring the site on
which they are located.
When parts of an item of property, plant and equipment have different useful lives, they are accounted for as
separate items (major components) of property, plant and equipment.
Any gain or loss on disposal of an item of property, plant and equipment (calculated as the difference between
the net proceeds from disposal and the carrying amount of the item) is recognised in profit or loss.
Subsequent costs
(ii)
Subsequent expenditure is capitalised only when it is probable that the future economic benefits associated
with the expenditure will flow to the Group. Ongoing repairs and maintenance is expensed as incurred.
(iii) Depreciation
Items of property, plant and equipment are depreciated on a straight-line basis in profit or loss over the estimated
useful lives of each component. Leased assets are depreciated over the shorter of the lease term and their useful
lives unless it is reasonably certain that the Group will obtain ownership by the end of the lease term. Freehold
land is not depreciated.
Items of property, plant and equipment are depreciated from the date that they are installed and are ready for
use, or in respect of internally constructed assets, from the date that the asset is completed and ready for use.
The estimated useful lives for the current and comparative years of significant items of property, plant and
equipment are as follows:
•
•
•
•
•
•
•
leasehold land
lease period
buildings
plant and equipment
motor vehicles
office equipment
20 years
10 years
5 years
6 years
environmental assets
life of mine
pre-production expenditure
10 years from date of commencement of production
Depreciation methods, useful lives and residual values are reviewed at each reporting date and adjusted if
appropriate.
39 GOLDPLAT PLC
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Intangible assets
4. Significant accounting policies continued
(e)
(i) Goodwill
Goodwill that arises on the acquisition of subsidiaries is presented within intangible assets. For the measurement
of goodwill at initial recognition, see note 4(a)(i).
Subsequent measurement
Goodwill is measured at cost less accumulated impairment losses.
(ii) Mining rights, pre-production expenditure and exploration and development
Mining rights, exploration and development includes rights in production, development and exploration phase
properties. The amount capitalised represents fair value at the time acquired, plus enhancement expenditure
at cost.
Pre-production expenditure, including evaluation costs, incurred on mines to establish or expand productive
capacity, or to support and maintain that productive capacity are capitalised. Capitalisation ceases when the
mine is in a condition necessary to operate as intended by management. Pre-production expenditure is amortised
over the estimated useful life of the mine.
Mining rights comprise production phase properties and are amortised over the estimated life of the mine.
Impairment of mining rights in production phase properties is considered based on expected future cash flows
and estimates of recoverable minerals.
Rights associated with development and exploration phase properties are not amortised until such time as the
underlying property is converted to the production phase.
Rights associated with exploration and development properties are individually evaluated for impairment based
on exploration results.
(iii) Subsequent expenditure
Subsequent expenditure is capitalised only when it increases the future economic benefits embodied in the
specific asset to which it relates. All other expenditure, including expenditure on internally generated goodwill
and brands, is recognised in profit or loss as incurred.
(iv) Amortisation
Except for goodwill, intangible assets are amortised on a straight-line basis in profit or loss over their estimated
useful lives, from the date that they are available for use.
Amortisation methods, useful lives and residual values are reviewed at each reporting date and adjusted if
appropriate. Amortisation is included within administrative expenses in the statement of profit or loss and other
comprehensive income.
Leased assets
(f)
Leases in terms of which the Group assumes substantially all of the risks and rewards of ownership are classified
as finance leases. On initial recognition, the leased asset is measured at an amount equal to the lower of its
fair value and the present value of the minimum lease payments.
Subsequent to initial recognition, the asset is accounted for in accordance with the accounting policy applicable
to that asset.
Other leases are operating leases and are not recognised in the Group’s statement of financial position.
GOLDPLAT PLC 40
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Notes to the Consolidated Financial Statements
continued
Inventories
4. Significant accounting policies continued
(g)
Consumable stores and raw materials are measured at the lower of cost and net realisable value. The cost of
inventories is based on the weighted average basis and includes expenditure incurred in acquiring the
inventories, production or conversion costs, and other costs incurred in bringing them to their existing location
and condition.
Net realisable value is the estimated selling price in the ordinary course of business, less the estimated costs of
completion and selling expenses.
Precious Metals on Hand and in Process represents production on hand after the smelting process, gold
contained in the elution process, gold loaded carbon in carbon-in-leach (“CIL”) and carbon-in-pulp (“CIP”)
processes, gravity concentrates, platinum group metals (“PGM”) concentrates and any form of precious metal
in process where the quantum of the contained metal can be accurately estimated. It is valued at the average
production cost for the year, including amortisation and depreciation.
Broken ore represents blasted ore, underground or on stockpile, and are measured at the lower of cost and net
realisable value. The cost of broken ore is based on production costs and other costs incurred in bringing them
to their existing location and condition.
Impairment
(h)
The carrying amounts of the Group’s non-financial assets, other than inventories and deferred tax assets, are
reviewed at each reporting date to determine whether there is any indication of impairment. If any such
indication exists, the asset’s recoverable amount is estimated.
An impairment loss is recognised whenever the carrying amount of an asset or its cash-generating unit (“CGU”)
exceeds its recoverable amount. Impairment losses are recognised in the Group statement of profit or loss and
other comprehensive income.
Goodwill is assessed annually for possible impairment. Impairment losses relating to goodwill are not reversed.
Employee benefits
(i)
Share-based payment transactions
Equity-settled share-based payments are measured at fair value (excluding the impact of any non-market vesting
conditions) at the date of grant. The fair value determined at the grant date of the equity-settled share-based
payments is expensed on a straight line basis over the vesting period, based on the Group’s estimate of shares
that will eventually vest and adjusted for the effect of non market-based vesting conditions. Fair value is measured
by use of the Black Scholes model. The expected life used in the model has been adjusted, based on
management’s best estimate, for the effects of non-transferability, exercised restrictions and behavioural
considerations.
Provisions
(j)
A provision is recognised in the statement of financial position if, as a result of a past event, the Group has a
present legal or constructive obligation that can be estimated reliably, and it is probable that an outflow of
economic benefits will be required to settle the obligation. If the effect is material, provisions are determined by
discounting the expected future cash flows at a pre-tax rate that reflects current market assessments of the time
value of money and, where appropriate, the risks specific to the liability. The unwinding of the discount is
recognised as finance cost.
Environmental obligation
In accordance with the Group’s environmental policy and applicable legal requirements, a provision for site
restoration in respect of contaminated land is recognised when the land is contaminated.
41 GOLDPLAT PLC
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4. Significant accounting policies continued
The estimated long-term environmental obligations, comprising rehabilitation and mine closure, are based on
the Group’s environmental management plans in compliance with current environmental and regulatory
requirements. The amounts disclosed in the financial statements as environmental assets and obligations include
rehabilitation.
The cost of rehabilitation projects undertaken, which has been included in the provision estimate, are charged
to the provision as incurred. The cost of current programs to prevent and control future liabilities are charged to
the Group statement of profit or loss and other comprehensive income as incurred.
(k) Revenue
Revenue from the sale of precious metals is recognised, excluding sales taxes, in the statement of profit or loss
and other comprehensive income when the significant risks and rewards of ownership have been transferred
to the buyer.
Finance income and finance costs
(l)
Interest income is accrued on a time basis, by reference to the principal outstanding and the applicable effective
interest rate.
Finance costs comprise interest payable on borrowings calculated using the effective interest rate method,
interest receivable on funds invested and foreign exchange gains and losses that are recognised in the Group
statement of profit or loss and other comprehensive income.
The finance expense component of finance lease payments is recognised in the Group statement of profit or
loss and other comprehensive income using the effective interest rate method.
(m) Taxation
Tax on the profit or loss for the year comprises current and deferred tax. Tax is recognised in the Group statement
of profit or loss and other comprehensive income except to the extent that it relates to items recognised directly
in equity, in which case it is recognised in equity.
Current tax is the expected tax payable on the taxable income for the year, using tax rates enacted or
substantially enacted at the reporting date and any adjustment to tax payable in respect of previous years.
Deferred tax is provided using the balance sheet liability method, providing for temporary differences between
the carrying amount of assets and liabilities for financial reporting purposes and the amounts used for taxation
purposes.
Segment reporting
(n)
Segment results that are reported to the CEO include items directly attributable to a segment as well as those
that can be allocated on a reasonable basis.
5. New standards and interpretations not yet adopted
Amendments to the following International Financial Reporting Standards (IFRS) and International Accounting
Standards (IAS) have been implemented by the Group in the period ended 30 June 2017:
Amendments to IAS 1 Presentation of Financial Statements
Amendments to IFRS 7 Financial Instruments : Disclosures
Amendments to IAS 27 Separate Financial Statements
IFRS 11 Joint Arrangements
GOLDPLAT PLC 42
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Notes to the Consolidated Financial Statements
continued
5. New standards and interpretations not yet adopted continued
Standards, Amendments to published Standards and Interpretations issued but not yet effective
Certain standards, amendments to published standards and interpretations have been issued that are mandatory
for accounting periods beginning after 1 July 2016 or later periods, but which the Group has not early adopted.
At the reporting date of these financial statements, the following were in issue but not yet effective:
Amendments to IAS 7 Statement of Cash Flows
Amendments to IFRS 2 Share-Based Payments
IFRS 9 Financial Instruments
IFRS 15 Revenue from Contracts with Customers
IFRS 16 Leases
Where relevant, the Group is evaluating the effect of these standards, amendments to published standards and
interpretations issued but not yet effective, on the presentation of its financial statements. The impact on the
statements cannot yet be reliably measured.
6. Operating segments
For each segment, the Group’s CEO (the chief operating decision maker) reviews internal management reports
on at least a quarterly basis. The following summary describes the operations in each of the Group’s reportable
segment.
•
Recovery operations. Includes the recovery of precious metals from metallurgical challenging materials
and the processing of ore, sourced from other mining operations. These products often represent an
environmental challenge to the primary producer and are processed in a responsible manner by the
company.
• Mining and exploration. Includes assets held for commercial exploitation of precious metals and exploration
assets held where the commercial viability of the ore resource has not yet been evaluated or is in the
process of evaluation.
•
Administration. Includes activities conducted by holding companies in relation to the group and its
subsidiaries.
There are varying levels of integration between the three reportable segments. This integration includes the sale
of precious metals from the Ghana recovery operation to the South African recovery operation, and the supply
of goods and services by the South African subsidiary to all group operations. Inter-segment pricing is determined
on an arm’s length basis.
Information regarding the results of each reportable segment is included below. Performance is measured based
on segment profit before tax, as included in the internal management reports that are viewed by the Group’s
CEO. Segment profit is used to measure performance as management believes that such information is the
most relevant in evaluating the results of certain segments relative to other entities that operate within these
industries.
43 GOLDPLAT PLC
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6. Operating segments continued
Information about reportable segments:
For the year ended 30 June 2017
External revenues
Inter-segment revenues
Total revenues
Interest expense
Depreciation and amortisation
Reportable segment profit/(loss) before tax
of continuing operation
Write-off of development costs of
discontinued operations
Reportable segment profit/(loss) before
tax of discontinuing operation
Taxation
Reportable segment assets
Capital expenditure
Reportable segment liabilities
For the year ended 30 June 2016
Recovery
operations
£’000
28,500
5,648
34,148
(17)
512
Mining and
exploration
£’000
Adminis-
tration
£’000
3,150
–
3,150
(62)
362
–
–
–
(47)
–
4,365
(1,133)
(428)
–
(955)
–
Reconcil-
iation to
Group
figures
£’000
–
(5,648)
(5,648)
41
–
32
–
–
(770)
27,731
527
17, 356
(1,012)
–
1,739
1,686
2,687
–
(90)
31,241
–
5,681
–
–
(19,583)
–
(6,497)
External revenues
Inter-segment revenues
Total revenues
Interest expense
Depreciation and amortisation
Reportable segment profit/(loss) before tax
Reportable segment profit/(loss) before tax
of discontinuing operation
Taxation
Reportable segment assets
Capital expenditure
Recovery
operations
£’000
18,625
4,707
23,332
(39)
389
2,696
–
(494)
20,093
914
Mining and
exploration
£’000
Adminis-
tration
£’000
Reconcil-
iation to
Group
figures
£’000
–
(4,707)
(4,707)
–
20
–
–
–
–
–
(12)
–
(40)
29,702
–
–
–
(24,547)
–
1,560
–
1,560
–
317
(716)
(46)
–
7,463
561
Group
£’000
31,650
–
31,650
(85)
874
2,836
(955)
(1,012)
(860)
41,128
2,213
19,227
Group
£’000
20,185
–
20,185
(39)
706
1,988
(46)
(534)
32,711
1,475
Reportable segment liabilities
12,973
6,273
4,830
(11,462)
12,614
GOLDPLAT PLC 44
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Notes to the Consolidated Financial Statements
continued
6. Operating segments continued
Geographical information
The Recovery Operations, Mining and Exploration and Administration segments are managed on a worldwide
basis, but operate mines on the African continent.
In presenting information on the basis of geography, segment revenue is based on the geographical location
of customers and segment assets are based on the geographical location of the assets.
Revenue
Revenues are primarily derived from dore bars and product delivered in concentrate form to refiners in South
Africa and Europe.
Non-current assets
Non-current assets are primarily based on the African continent.
Major customer
Revenues from the recovery operations was derived from 5 different customers of which the largest presented
45% (2016: 80%) and revenues from the mining and exploration revenues was derived from 3 different
customers of which the largest presented 57% (2016: 100%).
7. Revenue
Sales of precious metals – Recovery operations
Sales of precious metals – Mining and exploration
Processing fees charged to customers
8. Expenses by nature
Employee benefit expense
Depreciation expense
Amortisation charged to cost of sales
Equity-settled share-based payment transactions
Auditor’s remuneration
– Audit fee
Directors’ remuneration
Loss on disposal of property, plant and equipment
2017
£’000
27,243
3,150
1,257
31,650
2017
£’000
4,865
650
224
16
81
523
8
2016
£’000
17,124
1,560
1,501
20,185
2016
£’000
3,401
514
192
72
97
539
62
Notes
9
14
15
10
Auditor’s remuneration in respect of the Company amounted to £33,000 (2016: £32,500).
45 GOLDPLAT PLC
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9. Personnel expenses
Wages and salaries
Performance based payments
National insurance and unemployment fund
Skills development levy
Medical aid contributions
Group life contributions
Provident funds
The average number of employees (including directors) during the period was:
Directors
Administrative personnel
Production personnel
10. Directors’ emoluments
2017
Wages and salaries
Fees
Share based payments
2016
Wages and salaries
Fees
Share based payments
Other benefits
2017
£’000
4,397
258
26
32
48
53
51
4,865
2017
6
48
491
545
–
65
–
–
65
2017
£’000
186
Executive
£’000
Non-executive
£’000
444
–
16
460
–
63
–
63
Executive
£’000
Non-executive
£’000
397
–
72
5
474
2016
£’000
3,117
47
57
24
20
96
40
3,401
2016
5
38
436
479
Total
£’000
444
63
16
523
Total
£’000
397
65
72
5
539
2016
£’000
227
Emoluments disclosed above include the following amounts paid to the highest director:
Emoluments for qualifying services
Key management
Apart from the Directors, the emoluments paid to key management personnel amounted to £816,000 (2016:
£576,000).
GOLDPLAT PLC 46
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Notes to the Consolidated Financial Statements
continued
11. Finance income and finance costs
Recognised in profit or loss
Interest income on cash balances held
Foreign exchange gains
Finance income
Interest expense on borrowings
Interest on finance leases
Foreign exchange loss
Finance costs
Net finance costs recognised in profit or loss
2017
£’000
22
–
22
(47)
(38)
(11)
(96)
(74)
2016
£’000
11
804
815
(28)
(11)
–
(39)
776
12. Discontinued operations
The exceptional three-year extension granted for the Nyieme Gold Project in Burkina Faso on 29 September
2014 expires in October 2017. As there is no intention to apply for a further extension or a renewal as previous
work at the project found it to be of too small a scale to be viable, the development costs have been fully
written off and operations discontinued.
2017
Administrative expenses
Net finance loss
Write off development cost of Nyieme
Loss for the year from discontinued operations
Basic earnings (loss) per share (pence)
Diluted earnings (loss) per share (pence)
The discontinued operations transactions did not have a tax impact.
13. Taxation
Current tax expense
Tax recognised in profit or loss
Current tax expense
Current period
Secondary tax on dividends paid from South Africa
Deferred tax expense
Origination and reversal of temporary differences
Total tax expense
2017
£’000
10
47
955
1,012
(0.60)
(0.59)
2016
£’000
40
6
–
46
(0.00)
(0.00)
2017
£’000
2016
£’000
696
90
786
74
74
860
437
40
477
57
57
534
47 GOLDPLAT PLC
246629 Goldplat RA pp35-pp54 27/09/2017 19:33 Page 48
13. Taxation continued
Reconciliation of effective tax rate
Profit for the year
Total tax expense
Profit excluding tax
Tax using the Company’s domestic tax rate of 19.75% (2016: 20.00%)
Effects of:
Expenses not deductible for tax purposes
Effect of lower tax levied on overseas subsidiaries
Tax losses carried forward
Adjustment to tax charge in respect of previous periods
Secondary tax on dividends paid from South Africa
None of the components of other comprehensive income have a tax impact.
The tax charge arises in South Africa and Ghana.
2017
£’000
964
860
1,824
360
12
(185)
526
57
90
860
2016
£’000
1,408
534
1,942
388
6
(56)
156
–
40
534
GOLDPLAT PLC 48
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Notes to the Consolidated Financial Statements
continued
14. Property, plant and equipment
Freehold/
leasehold
land
£’000
Buildings
£’000
Plant and
equipment
£’000
Motor
vehicles
£’000
Office
equipment
£’000
Environ-
mental
asset
£’000
426
–
–
73
499
499
–
–
–
7
397
16
–
25
4,389
1,260
(111)
189
438
5,727
438
28
–
(11)
35
5,727
1,789
–
(158)
569
1,068
80
(358)
26
816
816
212
–
(23)
99
69
9
(1)
7
84
84
27
(4)
–
4
506
490
7,927
1,104
111
71
–
–
(2)
69
69
–
–
–
11
80
Total
£’000
6,420
1,365
(470)
318
7,633
7,633
2,056
(4)
(192)
725
10,218
4
1
–
1
6
6
–
–
–
6
117
1,238
21
–
3
355
(55)
43
141
1,581
141
1,581
25
(8)
16
462
(52)
172
174
2,163
422
493
500
280
297
316
3,151
4,146
5,764
535
124
(258)
10
411
411
148
(23)
42
578
533
405
526
38
10
(1)
2
49
49
11
–
4
64
31
35
47
39
1,971
3
–
(1)
41
41
4
–
7
514
(314)
58
2,229
2,229
650
(83)
241
52
3,037
32
28
28
4,449
5,404
7,181
Cost
Balance at
1 July 2015
Additions
Disposals
Effect of movements
in exchange rates
Balance at
30 June 2016
Balance at
1 July 2016
Additions
Write-off
Disposals
Effect of movements
in exchange rates
Balance at
30 June 2017
Depreciation
Balance at
1 July 2015
Depreciation charge
for the year
Disposals
Effect of movements
in exchange rates
Balance at
30 June 2016
Balance at
1 July 2016
Depreciation charge
for the year
Disposals
Effect of movements
in exchange rates
Balance at
30 June 2017
Carrying amounts
At 30 June 2015
At 30 June 2016
At 30 June 2017
49 GOLDPLAT PLC
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14. Property, plant and equipment continued
Leased plant and equipment
The Group leases land, plant and equipment under a number of finance lease agreements. The leased assets
secures lease obligations. At 30 June 2017 the net carrying amount of leased land, plant and equipment was
£574,000 (2016: £450,000). During the year, the Group acquired leased assets of £300,000 (2016:
£81,000) (see note 25 and 31.2).
15. Intangible assets
Cost
Balance at 1 July 2015
Additions
Impairment
Effect of movements in exchange rates
Balance at 30 June 2016
Cost
Balance at 1 July 2016
Additions
Write-off
Effect of movements in exchange rates
Balance at 30 June 2017
Amortisation and impairment losses
Balance at 1 July 2015
Amortisation for the year
Impairment
Effect of movements in exchange rates
Balance at 30 June 2016
Amortisation and impairment losses
Balance at 1 July 2016
Amortisation for the year
Effect of movements in exchange rates
Balance at 30 June 2017
Carrying amounts
Balance at 30 June 2015
Balance at 30 June 2016
Balance at 30 June 2017
Mining
rights and
pre-production
expenditure
£’000
Exploration
and
development
£’000
4,641
–
–
127
4,768
4,768
–
(976)
(23)
3,769
2,036
152
–
(314)
1,874
1,874
182
(78)
1,978
2,605
2,894
1,791
1,650
110
(42)
350
2,068
2,068
157
–
(55)
2,170
717
40
(42)
152
867
867
42
(24)
885
933
1,201
1,285
Goodwill
£’000
5,631
–
–
–
5,631
5,631
–
–
–
5,631
–
–
–
–
–
–
–
–
–
5,631
5,631
5,631
Total
£’000
11,922
110
(42)
477
12,467
12,467
157
(976)
(78)
11,570
2,753
192
(42)
(162)
2,741
2,741
224
(102)
2,863
9,169
9,726
8,707
Goodwill relates to the investment held in Gold Mineral Resources Limited and is supported by the ongoing
gold recovery operations in South Africa and Ghana and the Kilimapesa mine in Kenya.
Mining rights and preproduction expenditure are amortised over the life of the mine. The life of the mine within
the Group range between 10 and 25 years.
The exploration and development rights relate to exploration and mining licenses in Ghana, and the mining
rights to the Kilimapesa mine in Kenya.
GOLDPLAT PLC 50
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Notes to the Consolidated Financial Statements
continued
15. Intangible assets continued
The Group has capitalised all expenditure incurred on the Kilimapesa gold mining project, the Nyieme gold
mining project and the Anumso gold mining project whilst the mines are in the development phase.
As detailed in note 12, the Nyieme Gold Project in Burkino Faso is to be discontinued and as such the mining
rights and development costs in respect of this project have been written off in this period.
16. Proceeds from sale of shares in subsidiary
Consideration due on sale of 15% and 11% of the issued share capital of Goldplat Recovery (Pty) Limited:
Balance at beginning of year
Received from dividends
Effect of movement in exchange rates
Balance at end of year
2017
£’000
1,271
(201)
354
1,424
2016
£’000
1,357
(46)
(40)
1,271
The proceeds from sale of shares in Goldplat Recovery (Pty) Limited, in compliance with Black Economic
Empowerment legislation in South Africa, are recoverable from future dividends. They have been included at
historical cost due to the uncertainty surrounding the variables required to calculate this asset at amortised cost.
The directors consider that this reflects the most accurate measurement of the asset.
17. Non-current cash deposits
Group
Non-current cash deposit
18. Loans to subsidiary companies
Funds advanced to Gold Mineral Resources Limited
2017
£’000
201
2017
£’000
4,500
2016
£’000
160
2016
£’000
4,614
Interest is charged at 2% above LIBOR on the monthly outstanding balances. This interest was waived for the
year ended 30 June 2017 (2016: £Nil as waived). The loan is unsecured.
19. Investments
Investment in Gold Mineral Resources Limited
Details of the Company’s subsidiaries are outlined in note 35.
2017
£’000
9,425
2016
£’000
9,425
51 GOLDPLAT PLC
246629 Goldplat RA pp35-pp54 27/09/2017 19:33 Page 52
20. Inventories
Consumable stores
Raw materials
Precious metals on hand and in process
Broken ore
2017
£’000
1,202
644
6,898
218
8,962
Amount of inventory charged as an expense was £26,454,000 (2016: £17,177,000)
21. Trade and other receivables
Group
Trade receivables
Other receivables
Company
Other receivables
2017
£’000
10,421
1,582
12,003
2017
£’000
26
26
2016
£’000
1,094
347
6,124
182
7,747
2016
£’000
4,546
1,709
6,255
2016
£’000
37
37
Trade and other receivables for the Group include a balance of £792,000 (FY 2016: £679,000) which a
customer is disputing. The process of investigation agreed with Rand Refinery was completed during the period,
but no agreement could be reached between the two parties. GPL initiated legal proceedings against Rand
Refinery on 11 September 2017 for balance due plus interest. Management are confident that the balance
will be collected.
Trade and other receivables for the Group include a balance of £812,000 (FY 2016: £556,000) of Value
Added Taxation receivable from the Kenya Revenue Authority. Of the current balance £472,000 is older than
3 years. Despite clear provisions in the Kenyan Legislation regarding the recoverability of VAT, two audits and
continuous consultation with the Kenya Revenue Authorities the balance due remains outstanding. Management
is of the opinion that there is no legal reason not to recover the balance due.
The Group and Company’s exposure to credit and currency risk is disclosed in note 32.
GOLDPLAT PLC 52
246629 Goldplat RA pp35-pp54 27/09/2017 19:33 Page 53
Notes to the Consolidated Financial Statements
continued
22. Cash and cash equivalents
Group
Bank balances
Bank overdrafts used for cash management purposes
Cash and cash equivalents in the statement of cash flows
Company
Bank balances
Cash and cash equivalents in the statement of cash flows
23. Capital and reserves
Share capital and share premium
On issue at 1 July
Cancellation of treasury shares
On issue at 30 June – fully paid
Authorised – par value £0.01
Balance at 1 July
Shares cancelled in year
Balance at 30 June
2017
£’000
2,650
2,650
–
2,650
2017
£’000
3
3
2016
£’000
2,148
2,148
(92)
2,056
2016
£’000
94
94
Number of ordinary shares
2016
2017
167,441,000
–
167,441,000
1,000,000,000
168,441,000
(1,000,000)
167,441,000
1,000,000,000
Ordinary share capital
2017
£’000
1,675
–
1,675
2016
£’000
1,685
(10)
1,675
Ordinary shares
All shares rank equally with regard to the Company’s residual assets.
The holders of ordinary shares are entitled to receive dividends as declared from time to time, and are entitled
to one vote per share at meetings of the Company.
Share Premium
Represents excess paid above nominal value on historical shares issued.
Exchange reserve
The exchange reserve comprises all foreign currency differences arising from the translation of the financial
statements of foreign operations.
53 GOLDPLAT PLC
246629 Goldplat RA pp35-pp54 27/09/2017 19:33 Page 54
24. Earnings per share
Basic earnings per share
The calculation of basic earnings per share at 30 June 2017 was based on the profit attributable to owners of
the Company of £336,000 (2016: profit £946,000), and a weighted average number of ordinary shares
outstanding of 167,441,000 (2016: 168,364,288), calculated as follows:
Profit attributable to ordinary shareholders
2017
2017
Continuing Discontinued
operations
operations
£‘000
£‘000
2017
Total
£‘000
2016
2016
Continuing Discontinued
operations
operations
£‘000
£‘000
2016
Total
£‘000
Profit/(loss) attributable to
owners of the Company
1,348
(1,012)
336
992
(46)
946
Weighted average number of ordinary shares
Issued ordinary shares at 1 July
Effect of treasury shares cancelled
Weighted average number of ordinary shares at 30 June
2017
2016
167,441,000 168,441,000
(76,712)
167,441,000 168,364,288
–
Diluted earnings per share
The calculation of diluted earnings per share at 30 June 2017 was based on the profit attributable to ordinary
shareholders of £336,000 (2016: profit £946,000), and a weighted average number of ordinary shares
outstanding after adjustment for the effect of all dilutive potential ordinary shares of 172,932,186 (2016:
170,360,026), calculated as follows:
Profit attributable to ordinary shareholders (diluted)
2017
2017
Continuing Discontinued
operations
operations
£‘000
£‘000
2017
Total
£‘000
2016
2016
Continuing Discontinued
operations
operations
£‘000
£‘000
2016
Total
£‘000
Profit/(loss) attributable to
owners of the Company
1,348
(1,012)
336
992
(46)
946
Weighted average number of ordinary shares (diluted)
Weighted average number of ordinary shares (basic)
Effect of share options on issue
Weighted average number of ordinary shares (diluted) at 30 June
2017
2016
167,441,000 168,364,288
1,995,738
172,932,186 170,360,026
5,491,186
GOLDPLAT PLC 54
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Notes to the Consolidated Financial Statements
continued
25. Obligations under finance leases
Non-current liabilities
Finance lease liabilities
Current liabilities
Current portion of finance lease liabilities
Terms and conditions of outstanding leases were as follows:
2017
Finance lease liabilities
Finance lease liabilities
Total interest-bearing liabilities
2016
Finance lease liabilities
Finance lease liabilities
Total interest-bearing liabilities
Currency
KES
ZAR
Currency
KES
ZAR
Finance lease liabilities
Finance lease liabilities are payable as follows:
Nominal
interest rate
14.0%
10.5%
Nominal
interest rate
14.0%
10.5%
2017
Less than one year
Between one and five years
More than five years
2016
Less than one year
Between one and five years
More than five years
2017
£‘000
229
2016
£‘000
157
154
129
Year of
maturity
2023
2019
Year of
maturity
2023
2018
Face value Carrying amount
£‘000
£’000
273
110
383
273
110
383
Face value Carrying amount
£‘000
£’000
181
105
286
181
105
286
Future
minimum
lease payments
£‘000
172
216
25
413
Future
minimum
lease payments
£‘000
134
115
43
292
Present value
of minimum
lease payments
£‘000
154
204
25
383
Present value
of minimum
lease payments
£‘000
129
114
43
286
Interest
£‘000
18
12
–
30
Interest
£‘000
5
1
–
6
The average lease term is 3.4 years. For the year ended 30 June 2017, the average effective borrowing rate
was 10.5% (2016: 10.5%). Interest rates are variable over the lease term and vary according to the South
African prime interest rate and US Base interest rate.
The Group’s obligations under finance leases are secured over the leased assets.
55 GOLDPLAT PLC
246629 Goldplat RA pp55-pp68 27/09/2017 21:33 Page 56
26. Interest bearing borrowings
Current liabilities
Interest bearing borrowings
2017
£‘000
1,172
2016
£‘000
55
Terms and conditions of outstanding borrowings were as follows:
2017
Interest bearing borrowings
Currency
USD
Nominal
interest rate
9.5%plus
1yr LIBOR
Year of
maturity
2018
Face value Carrying amount
£‘000
£’000
1,172
1,172
Total interest-bearing liabilities
1,172
1,172
The interest-bearing borrowing is an on-demand, revolving pre-export loan with Scipion Active Trading Fund.
Security on the drawn amounts has been granted over Goldplat Recovery (Pty) Limited's tailings facility in South
Africa, intercompany loan agreements, contracts and proceeds of sale with gold refiners, and the collection
bank account operated by Gold Mineral Resources for that purpose.
Interest bearing borrowings are payable as follows:
2017
Less than one year
2016
Interest bearing borrowings
Total interest-bearing liabilities
Currency
ZAR
Nominal
interest rate
10.5%
Interest bearing borrowings are payable as follows:
2016
Less than one year
Future
minimum
payments
£‘000
1,289
1,289
Year of
maturity
2018
Future
minimum
payments
£‘000
56
56
Present value
of minimum
payments
£‘000
1,172
1,172
Interest
£‘000
117
117
Face value Carrying amount
£‘000
£’000
55
55
55
55
Present value
of minimum
payments
£‘000
55
55
Interest
£‘000
1
1
GOLDPLAT PLC 56
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Notes to the Consolidated Financial Statements
continued
27. Share options
Reconciliation of outstanding share options
Outstanding at 1 July
Granted during the year
Lapsed during the year
Outstanding at 30 June
Number
of options
18,500,000
–
–
18,500,000
2017
2016
Exercise
price
Number
of options
8,500,000
11,000,000
(1,000,000)
18,500,000
Exercise
price
3.125p
The weighted average exercise price of the exercisable options is £0.0660 (2016: £0.0660).
The weighted average remaining contractual life of the options outstanding at the reporting date is 2 years
301 days.
28. Provisions
Environmental obligation
Balance at 1 July
Provisions made during the year
Effect of foreign exchange movements
Non-current
Balance at 30 June
2017
£’000
383
–
63
446
446
446
2016
£’000
121
244
18
383
383
383
The provision relates to a requirement to rehabilitate the land owned in South Africa upon cessation of the
mining lease.
2017
£’000
510
(10)
84
584
744
(160)
584
2016
£’000
459
57
(6)
510
647
(137)
510
29. Deferred taxation
Balance at 1 July
Current charge
– temporary difference
Effect of foreign exchange movements
Balance at 30 June
Comprising:
Capital allowances
Provisions
57 GOLDPLAT PLC
246629 Goldplat RA pp55-pp68 27/09/2017 21:33 Page 58
30. Trade and other payables
Group
Trade payables
Amounts received in advance
Accrued expenses
Company
Trade payables
Accrued expenses
2017
£’000
3,751
6,334
6,346
16,431
2017
£’000
55
30
85
2016
£’000
2,666
1,107
7,362
11,135
2016
£’000
117
30
147
Amounts received in advance are secured by the trade receivable balances to which they relate.
Accrued expenses substantially relate to precious metals on hand and in process (note 20).
The Group’s and Company’s exposure to currency and liquidity risk related to trade and other payables is
disclosed in note 32.
31. Notes to the cash flow statement
31.1 Financing cost
As per statement of profit or loss and other comprehensive income
31.2 Acquisition of property, plant and equipment
Additions for the year
Adjust for: Additions acquired on hire purchase (note 14)
2017
£’000
(96)
(96)
2017
£’000
(2,056)
300
(1,756)
2016
£’000
(39)
(39)
2016
£’000
(1,365)
81
(1,284)
GOLDPLAT PLC 58
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Notes to the Consolidated Financial Statements
continued
32. Financial instruments
Financial risk management
The Group’s and Company’s operations expose it to a variety of financial risks. Exposure to credit, interest rate
and currency risks arises in the normal course of the Group’s and Company’s business. The Group and Company
has in place a risk management programme that seeks to limit the adverse effect of such risks on its financial
performance which is provided below.
Credit risk
Credit risk is the risk of financial loss to the Group or Company if a customer or counterparty to a financial
instrument fails to meet its contractual obligations.
Management has a credit policy in place and the exposure to credit risk is monitored on an ongoing basis.
The Group primarily deals with reputable mining houses and is unlikely to suffer any losses from this risk.
Exposure to credit risk
The carrying amount of financial assets represents the maximum credit exposure. The maximum exposure to
credit risk at the reporting date was as follows.
Group
Trade and other receivables
Cash and cash equivalents
Company
Loans to subsidiary
Cash and cash equivalents
Carrying amount
2017
£‘000
12,003
2,650
14,653
2016
£‘000
6,255
2,056
8,311
Carrying amount
2017
£‘000
4,500
3
2016
£‘000
4,614
94
Liquidity risk
Liquidity risk is the risk that the Group or Company will encounter difficulty in meeting the obligations associated
with its financial liabilities that are settled by delivering cash or another financial asset.
The Group reviews its facilities regularly to ensure it has adequate funds for operations and expansion plans.
59 GOLDPLAT PLC
246629 Goldplat RA pp55-pp68 27/09/2017 21:33 Page 60
32. Financial instruments continued
The following are the contractual maturities of financial liabilities, including estimated interest payments and
excluding the impact of netting agreements.
Group
2017
Non-derivative financial liabilities
Finance lease liabilities
Interest bearing borrowings
Trade and other payables
2016
Non-derivative financial liabilities
Finance lease liabilities
Interest bearing borrowings
Trade and other payables
Bank overdraft
Company
2017
Non-derivative financial liabilities
Trade payables
2017
Non-derivative financial liabilities
Trade payables
Carrying
amount
£‘000
Contractual
cash flows
£‘000
2 months
or less
£‘000
2-12 months
£‘000
1-5 years
£‘000
5 years or
more
£‘000
383
1,172
16,431
17,986
(413)
(1,172)
(16,431)
(18,016)
Carrying
amount
£‘000
Contractual
cash flows
£‘000
286
55
11,135
92
11,568
(292)
(55)
(11,135)
(92)
(11,574)
(29)
(213)
(5,830)
(6,072)
2 months
or less
£‘000
(22)
(10)
(3,950)
(92)
(4,074)
(143)
(959)
(10,601)
(11,703)
(216)
–
–
(216)
(25)
–
–
(25)
2-12 months
£‘000
1-5 years
£‘000
5 years or
more
£‘000
(112)
(45)
(7,185)
–
(7,342)
(115)
–
–
–
(115)
(43)
–
–
–
(43)
Carrying
amount
£‘000
Contractual
cash flows
£‘000
2 months
or less
£‘000
2-12 months
£‘000
1-2 years
£‘000
85
85
(85)
(85)
(43)
(43)
(42)
(42)
–
–
Carrying
amount
£‘000
Contractual
cash flows
£‘000
2 months
or less
£‘000
2-12 months
£‘000
1-2 years
£‘000
147
147
(147)
(147)
(75)
(75)
(72)
(72)
–
–
Market risk
Market risk is the risk that changes in market prices, such as foreign exchange rates, interest rates and equity
prices, will affect the Group’s and Company’s income or the value of its holdings of financial instruments. The
objective of market risk management is to manage and control market risk exposures within acceptable
parameters, while optimising the return.
Due to the nature of the Group’s operations, it is mainly exposed to the following risks:
•
•
fluctuations in the price of gold; and
exchange rate risk at its operations
GOLDPLAT PLC 60
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Notes to the Consolidated Financial Statements
continued
32. Financial instruments continued
The following applied to the financial years presented in these financial statements:
2017
Gold price – USD/oz
Rand/USD exchange rate
GBP/USD exchange rate
GHC/USD exchange rate
Kshs/USD exchange rate
2016
Gold price – USD/oz
Rand/USD exchange rate
GBP/USD exchange rate
GHC/USD exchange rate
Kshs/USD exchange rate
High
1,368
14.80
1.34
4.71
103.85
High
1,325
16.84
1.58
4.41
107.75
Low
1,129
12.43
1.21
3.90
99.31
Low
1,049
12.20
1.33
3.28
101.12
Average
1,258
13.60
1.27
4.17
100.73
Average
1,167
14.51
1.48
3.90
103.77
Sensitivity analysis
The Group has applied the following assumptions in its sensitivity analysis:
High case
scenario
Low case
scenario
1,368
14.80
1.34
4.71
103.85
651,070
32,857
207,390
4,567,964
1,129
12.43
1.21
3.90
99.31
451,341
30,124
141,555
3,605,341
High case
scenario
Low case
scenario
1,325
16.84
1.58
4.41
107.75
716,994
27,035
187,900
4,588,386
1,049
12.20
1.33
3.28
101.12
411,716
25,346
110,748
3,411,581
2017
Gold price – USD/oz
Rand/USD exchange rate
GBP/USD exchange rate
GHC/USD exchange rate
Kshs/USD exchange rate
Equivalent Rand price per kilogram
Equivalent GBP price per kilogram
Equivalent GHC price per kilogram
Equivalent Kshs price per kilogram
2016
Gold price – USD/oz
Rand/USD exchange rate
GBP/USD exchange rate
GHC/USD exchange rate
Kshs/USD exchange rate
Equivalent Rand price per kilogram
Equivalent GBP price per kilogram
Equivalent GHC price per kilogram
Equivalent Kshs price per kilogram
61 GOLDPLAT PLC
246629 Goldplat RA pp55-pp68 27/09/2017 21:33 Page 62
32. Financial instruments continued
The Group’s sensitivity to market risk
The following tables illustrate the Group’s sensitivity to these risks based on the above assumptions:
2017
Effect on the results and equity for the year
based on these assumptions would have been:
– Gold Recovery Ghana Limited
– Goldplat Recovery (Pty) Limited
– Kilimapesa Gold (Pty) Limited
2016
Effect on the results and equity for the year
based on these assumptions would have been:
– Gold Recovery Ghana Limited
– Goldplat Recovery (Pty) Limited
– Kilimapesa Gold (Pty) Limited
High case
scenario
£’000
Low case
scenario
£’000
1,815
4,613
394
High case
scenario
£’000
2,316
4,822
279
(1,271)
(4,517)
(376)
Low case
scenario
£’000
(1,964)
(3,713)
(193)
Currency risk
The Group is exposed to foreign currency risk on sales and purchases that are denominated in a currency other
than GBP. The currency giving rise to this risk is primarily the US Dollar (“USD”).
Interest rate risk
The Group generally adopts a policy of ensuring that its exposure to changes in interest rates is on a floating
rate basis.
Fair values
The fair values of financial instruments such as interest-bearing loans and borrowings, finance lease liabilities,
trade and other receivables/payables are substantially identical to carrying amounts reflected in the statement
of financial position.
Capital management
The Group’s objective when managing capital is to safeguard its accumulated capital in order to provide an
adequate return to shareholders by maintaining a sufficient level of funds, in order to support continued
production and maintenance at the processing plants and to acquire, explore and develop other precious and
base metal deposits in Africa.
The Group considers its capital to be shareholders’ equity which comprises share capital and retained earnings,
which at 30 June 2017 totalled £24,421,000 (2016 £24,069,000).
33. Capital commitments
In order to maintain the Ghanian gold license which grant Gold Recovery Ghana Limited, the Company’s
wholly owned gold recovery subsidiary in Ghana, the right to purchase and process by-products for the purposes
of recovering and exporting gold and concentrates, an elution plant must be installed and commissioned by
30 June 2018. The construction of the elution plant is being funded by internal resources and a further estimated
£833,000 (2016: £67,000) needs to be spent before commissioning the plant.
GOLDPLAT PLC 62
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Notes to the Consolidated Financial Statements
continued
34. Related parties
Other than the waiver of intercompany interest, transactions with related parties take place on terms no more
favourable than transactions with unrelated parties.
Other related party transactions
Transactions with Group companies
The Group’s subsidiary Gold Mineral Resources Limited had the following related party transactions and
balances:
Goldplat plc
– Loans and borrowings
– Goods, equipment and services received
Kilimapesa Gold (Pty) Limited
– Loans and borrowings
Nyieme Gold SARL
– Loans and borrowings
Anumso Gold Limited
– Loans and borrowings
Midas Gold SARL
– Loans and borrowings
Goldplat Recovery (Pty) Limited
– Loans and borrowings
– Goods, equipment and services supplied
Gold Recovery Ghana Limited
– Loans and borrowings
2017
£’000
(4,500)
(154)
2016
£’000
(4,614)
(144)
4,743
3,327
1,255
1,198
81
441
(217)
173
75
79
417
(44)
9
–
The Group’s subsidiary Goldplat Recovery (Pty) Limited had the following related party transactions and
balances:
Kilimapesa Gold (Pty) Limited
– Trade and other receivables
– Goods, equipment and services supplied
Gold Recovery Ghana Limited
– Trade and other receivables
– Goods, equipment and services supplied
– Purchase of precious metals
– Trade and other payables
Anumso Gold Limited
– Trade and other receivables
– Goods, equipment and services supplied
2017
£’000
863
881
699
557
(5,648)
(1)
8
–
2016
£’000
658
532
575
346
(4,459)
(295)
8
3
The carrying value of these assets approximates to their fair value and require no impairment.
63 GOLDPLAT PLC
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34. Related parties continued
The Group’s subsidiary, Gold Recovery Ghana Limited had the following related party transactions and balances
in addition to those already noted:
Nyieme Gold SARL
– Trade and other receivables
– Goods, equipment and services supplied
Kilimapesa Gold (Pty) Limited
– Trade and other receivables
– Sale of asset
Anumso Gold Limited
– Trade and other receivables
– Goods, equipment and services supplied
2017
£’000
46
11
275
–
31
30
2016
£’000
35
17
–
225
15
11
The Group’s subsidiary Midas Gold had the following related party transactions and balances in addition to
those already noted:
Nyieme Gold SARL
– Trade and other receivables
– Trade and other payables
– Goods, equipment and services supplied
2017
£’000
2016
£’000
1
3
2
–
–
–
Other transactions
The Group’s subsidiary Gold Mineral Resources had the following related party transactions and balances in
addition to those already noted:
Directors
– Trade and other payables
2017
£’000
(139)
2016
£’000
(69)
GOLDPLAT PLC 64
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Notes to the Consolidated Financial Statements
continued
35. Group entities
Subsidiaries
Directly
Gold Mineral Resources Limited
Indirectly
Gold Recovery Ghana Limited
Kilimapesa Gold (Pty) Limited
Anumso Gold Limited
Nyieme Gold SARL
Goldplat Recovery (Pty) Limited
Midas Gold SARL
Activity
Country of
incorporation
Ownership interest
2017
2016
Holding company
Guernsey
Gold recovery
Mining minerals
Mining minerals
Mining minerals
Gold recovery
Gold recovery
Ghana
Kenya
Ghana
Burkina Faso
South Africa
Burkina Faso
100%
100%
100%
100%
100%
74%
100%
100%
100%
100%
100%
100%
74%
100%
The following summarised financial information is in respect of Goldplat Recovery (Pty) Limited which has a
26% non-controlling interest:
Total Assets
Total Liabilities
Profit for the year
Cash flow movements in year
2017
£’000
22,338
13,205
1,466
2,268
2016
£’000
14,332
7,783
1,358
(409)
On 14 September 2016 Goldplat executed an earn-in option agreement (the "Agreement") with Ashanti Gold
Corp. ("Ashanti") (formerly Gulf Shore Resources Ltd) which gives Ashanti the option for a US$3 million earn-in
to Goldplat’s Anumso Gold Project in Ghana (the “Project”).
On 30 March 2017 Ashanti exercised its initial option to earn into the Anumso Gold Project in Ghana
("Anumso" or the "Project") under the terms of the option agreement between Goldplat and Ashanti.
Ashanti has the right to earn 75% of Goldplat's interest in the Project (giving Ashanti 67.5% of the overall Project
interest) by expending US$3 million on exploration over a period of 2.5 years. An initial 51% share of
Goldplat's interest will be earned through expending US$1.5 million in the first 18 months (the "Initial Option
Period"), which includes a six-month review period. This review period is now over and Ashanti has elected to
continue with the Agreement. Ashanti is obliged to either expend US$1.5 million on the Project within the Initial
Option Period, or pay the deficiency to Goldplat.
Should Ashanti meet the expenditure condition within the Initial Option Period and receive 51% of Goldplat's
interest in the Project (45.9% of the overall Project interest), it will have the option to earn an additional 24%
share of Goldplat's interest (21.6% of the overall Project interest) by expending an additional US$1.5 million
in the following 12 months period, or by paying the deficiency to Goldplat.
36. Subse quent events
GPL entered into legal proceedings with Rand Refinery on 11 September 2017 to recover the balance
outstanding of £792,000 (FY 2016: £679,000) and interest due.
65 GOLDPLAT PLC
246629 Goldplat RA pp55-pp68 27/09/2017 21:33 Page 66
Company Information
Directors:
Company secretary:
Company number:
Registered office:
Nominated adviser:
Broker:
Solicitors:
Registrars:
Financial public relations:
Auditors:
Website:
Gerard Kisbey-Green Chief Executive Officer
Non-Executive Chairman
Matthew Robinson
Executive Director
Ian Visagie
Chief Operating Officer
Hansie Van Vreden
Finance Director
Werner Klingenberg
Non-Executive Director
Nigel Wyatt
Non-Executive Director
Sango Ntsaluba
Stephen Ronaldson
55 Gower Street
London WC1E 6HQ
05340664
55 Gower Street
London WC1E 6HQ
Grant Thornton UK LLP
30 Finsbury Square
London EC2P 2YU
VSA Capital Limited
New Liverpool House
15-17 Eldon Street
London EC2M 7LD
Ronaldsons Solicitors
55 Gower Street
London WC1E 6HQ
Share Registrars Limited
The Courtyard
17 West Street
Farnham
Surrey GU9 7DR
St. Brides Partners Ltd
3 St Michael’s Alley
London EC3V 9DS
Moore Stephens LLP
150 Aldersgate Street
London
EC1A 4AB
www.goldplat.com
Perivan Financial Print 246629
GOLDPLAT PLC 66
GOLD RECOVERY
GPL Wash Plant
GPL Gravity Concentrators
Woodchips
Mill Steel Liners
GPL Rotary Kilm
GRG New Elution Column
Profitable gold producer combining sophisticated
precious metal recovery facilities in South Africa and
Ghana with primary gold mining in Kenya
OPERATIONS / CORPORATE
FINANCIALS
• Significant increase in operating profitability from continuing
operations in FY 2017 following the successful turnaround
strategy at Kilimapesa Gold Mine, meaning by the end of
the last quarter of the year, all operations were operating
profitably
•
Increased gold equivalent production highlights the
continued and steady growth of the business - Goldplat
produced 42,857 ounces of gold during the year, marking a
13.8% increase on 2016 (2016: 37,666 ounces), which follows
a 23.3% increase from 2015
• Recovery operations produced 39,449 gold equivalent ounces
(2016: 35,661 ounces)
• Kilimapesa Mine produced 3,408 ounces of gold (2016: 2,005
ounces) – the increased processing capacity was only seen
towards the end of FY 2017 meaning further upside expected
with in excess of 5,800oz targeted during FY 2018
• Actual sales were 40,285 gold equivalent ounces (2016:
40,763 ounces)
• 34,112 gold equivalent ounces sold for own account (2016:
27,538 ounces)
• 6,173 gold equivalent ounces transferred to clients (2016:
13,225 ounces)
• Committed to maintaining active growth strategy to build
production and profitability:
• 140% increase in operating profit from continuing operations
to £2,910,000 (2016: £1,212,000)
• 43% increase in profit before tax from continuing operations
to £2,836,000 (2016: £1,988,000)
• Strong performance continues to be reported at the Group’s
recovery subsidiaries:
• Goldplat Recovery (Pty) Ltd – South Africa – 36% increase in
profit after tax to £2,420,000 (2016: £1,777,000)
• Gold Recovery Ghana Limited - Ghana – 169% increase in
profit after tax to £1,177,000 (2016: £437,000)
• Kilimapesa Gold (Pty) Limited reported a net loss of
£1,100,000 for the year (2016: loss of £711,000) as the
benefits of increased production capacity were only realised
during the second half of FY 2017. In FY 2017 revenue
increased to £3,150,000 (2016: £156,000), with operating
profit achieved towards the end of the year
• Nyieme exploration project discontinued and development
cost of £955,000 written-off, with no cashflow impact in
current period.
• Total comprehensive income for the year still higher than
comparative year at £1,989,000 (2016: £1,897,000)
• Net cash position of £2,650,000 as at 30 June 2017
(£2,056,000 as at 30 June 2016)
GOLD MINING
Plant 2 Ball Mill
Plant 2 Crusher Section + Thickener
Adit Bull
GOLD RECOVERY:
• Work well advanced to increase geographical reach, by
establishing Ghana as an international recovery hub, with
material already being imported from elsewhere in Africa
and South America and opportunities identified in North
America
• Opportunity to diversify metal focus – platinum group
metals trials continuing in South Africa
• Potential to maximise environmental value by offering
mining “clean-up” services processing by-products with
contaminants such as mercury – investigating a major
project with the Ghanaian Government to assist in the
clean-up of artisanal mining tailings
PRIMARY MINING:
• Focussed on driving increased production at Kilimapesa
• Targeting expansion by considering opportunities to gain
interests in producing or near-production assets
• Non-core exploration portfolio:
• TSX quoted Ashanti Gold Corp has the option to earn up
to 75% of Goldplat’s interest in the Anumso Gold Project
in Ghana by expending US$3million on exploration work
at the project
• Strategic decision to write off Nyieme Gold Project in
Burkina Faso having found the project to be too small
scale to be economically viable
• Matthew Robinson appointed as Chairman – bolsters the
experienced management team
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Plant 2 with Kilimapesa Hill in the background
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