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2023 ReportAnnual Report 2020Burnie Office - Tasmania (Registered Office)34A Alexander Street Burnie, TAS 7320PO Box 659 Burnie, TAS 7320Ph +61 (3) 6430 0222 Fx +61 (3) 6432 3390 Em grr.info@grangeresources.com.auANNUAL REPORT 2020 GRANGE RESOURCES LIMITED ABOUT GRANGE OUR BUSINESS Grange Resources Limited (Grange or the Company), ASX Code: GRR, is Australia’s most experienced magnetite producer with over 50 years of mining and production from its Savage River mine and has a projected mine life beyond 2035. OUR VISION We will produce high quality steel making raw materials economically and effectively. Our operations will be efficient, flexible, and stakeholder focused. OUR VALUES At Grange we ALL will... • Work safely • Lead and act with fairness, integrity, trust and respect • Be responsible and accountable for our actions • Utilise our resources efficiently and effectively • Engage with stakeholders and proactively manage our impact on their environment • Work together openly and transparently • Promote an environment in which our people can develop and prosper BOARD OF DIRECTORSMichelle Li Non-executive ChairpersonYan Jia Non-executive Deputy ChairpersonDaniel Tenardi Non-executive Director (resigned 27 May 2020)Michael Dontschuk Non-executive DirectorDavid Woodall Non-executive Director – Non-executive DirectorHonglin Zhao Chief Executive Officer / Managing DirectorCOMPANY SECRETARYPiers LewisREGISTERED OFFICEGrange Resources Limited ABN 80 009 132 40534a Alexander Street, BURNIE, TAS 7320Telephone: + 61 (3) 6430 0222Email: GRR.Info@grangeresources.com.auSHARE REGISTRYAdvance Share Registry Services Limited110 Stirling HighwayNedlands, WA 6009AUDITORSPricewaterhouseCoopers2 Riverside QuaySOUTHBANK, VIC 3006STOCK EXCHANGEGrange Resources Limited is listed on the ASX Limited (ASX Code: GRR) and the “OTC” Markets in Berlin, Munich, Stuttgart and Frankfurt in Germany (Code: WKN. 917447)WEBSITEwww.grangeresources.com.au 2021 PRIORITIES Grange is Australia’s proven, safe, reliable, long life producer of magnetite iron ore and premium quality pellets. Grange is committed to the local community of North West Tasmania and makes a significant contribution to the state economy. The Board has defined some key areas of focus to underpin the development of Grange’s business. The four main areas focus on: Developing a sustainable Life-of-Mine-Plan; Integrating innovation into all aspects of the business; Sustaining ageing infrastructure and Building capacity and capability within our workforce. Grange’s business and operational planning is directed to deliver into these core strategies. Developing a sustainable Life-of-Mine-Plan The Life-of-Mine-Plan is a key to underpin investment decisions and to optimise business execution. Potential failure on the East Wall and instability in the mine introduces uncertainty into the production profile. The single source of ore supply and low stockpiles presents risks if any delays in the mine and extreme weather events have the potential to interrupt production. To reduce these uncertainties we will seek to mitigate increasing pressure on OPEX costs; develop contingency for extreme weather events; understand and mitigate risk of environmental approval delays on project development and complete the studies to enable integration and optionality for Open Pit and Underground operation. North Pit is the main source of ore for 2021 and Grange will continue to invest in stripping Centre Pit to deliver high grade ore. For longer term asset development, the focus will be on the completion of the Underground Prefeasibility Study and an integrated Enterprise Optimisation. This will provide a basis for an optimised Life of Mine Plan with a view to maximise the efficient and effective recovery of the mineral resource at Savage River. Integrate Innovation Innovation is critical to improving safety, efficiency and reducing cost. Innovation tools are integrated into the business through our Management Operating System (MOS) and we are building capability with our people and systems. This will be considered at the transactional level, and in the development of the plan. Application of new technology will support and improve operational outcomes. Our focus will be to: determine the potential to introduce automation into the operation; upgrade the equipment tracking system for the mine and optimise the mining cycle to reduce delay and increase efficiency; review the opportunity for sources and supply of energy; and build production capability for potential expansion of the operation. Sustain Ageing Infrastructure Our operation is supported by mature and valuable infrastructure and assets. Maintenance has been deferred over periods of downturn in the past and assets require investment to restore or replace where appropriate. Cost Benefit Analysis will be used to support repair versus replacement decisions. Our focus will be to: manage and maintain mobile plant in the mine; manage and maintain fixed plant; continue offshore structural refurbishment; sustain the light vehicle fleet to support safe and productive operation; and determine the ongoing maintenance requirements to sustain the Pipeline for the long term. Build Capacity & Capability We recognise that our people are our most valuable asset. We have a committed workforce with strong skills and experience base. There is increasing competition for human resources as the resource industry cycles and we acknowledge there is a risk of losing key technical staff and some of our skills and experience. To mitigate these risks we will implement retention strategies to retain employees; develop strategies to attract the required skills into the business; improve the communication of our brand and operation in order to attract talent and build specialised expertise as we gain certainty with respect to our optimised and de-risked Life-of-Mine-Plan. 2020 OVERVIEW Production rates were impacted in the first half of the year and revised targets were achieved in spite of delays due to heavy rainfall and wall instability from the end of the previous year. Operational Overview • Achieved over 1,380 consecutive days Lost Time Injury free by year end 2020. • Delivered full year’s production profile and managed the safety health and wellbeing of our employees throughout the COVID-19 pandemic. • High grade ore was supplied from North Pit throughout 2020. • Waste stripping was undertaken in Centre Pit to prepare for ore • • • • • supply later in 2021. Progressed Prefeasibility study into underground mining in the North Pit deposit. Engineering and design work progressed to improve airflow through pellet furnaces. Steel pan conveyor commissioned at the Pellet Plant to improve pellet quality and reduce maintenance costs. Preserved balance sheet strength with disciplined operational planning and execution enabling internal funding of critical mine re-development. Cost control disciplines maintained to ensure sustainable operating costs. Financial Overview • Total iron ore product sales of 2.49 million tonnes (2019: 2.19 million tonnes). • Unit C1 cash operating cost of $99.77 per tonne (2019: $114.26). • Grange’s high quality, low impurity iron ore products attracted a high premium with average product prices of $196.77 per tonne (2019: $158.33) (FOB Port Latta). • • Delivered profit after tax of $203.2 million (2019: profit after tax of $77.3 million), on record revenues from mining operations of $526.3 million (2019: $368.6 million). Continued focus on selling cargoes to targeted customers and balancing opportunities in the spot market. Sustained strong cash and cash equivalents position at $183.4 million (2019: $142.1 million). • NET PROFIT OVER $203MILLION CONCENTRATE PRODUCED OVER 2.5MILLION TONNES TRIFR (Total Recordable Injury Frequency Rate) 3.6(PER MILLION MAN HOURS) SALES REVENUE OVER $526MILLION 2 3 ABOUT THE GRANGE BUSINESS Magnetite Magnetite is a naturally occurring mineral commonly refined into an iron ore concentrate and used for steel production. Iron ore makes up about five per cent of the Earth’s crust and most commonly occurs in the form of haematite or magnetite. Most of the magnetite mined is usually used to produce concentrate for pellet feed or pellets which are used to make steel. The Australian iron ore industry has traditionally been based on the mining, production, and export of haematite ores, also referred to as ‘Direct Shipping Ore’ (DSO). The majority of Australian iron ore production comes from DSO. While magnetite is an emerging industry in Australia, globally it accounts for approximately 50 per cent of iron ore production. Smelting magnetite to iron involves agglomeration or ‘clumping together’ of the magnetite concentrate, and thermal treatment to produce haematite iron ore pellets. The pellets can be used directly in a blast furnace or at direct reduction iron-making plants. Magnetite concentrate has internal thermal energy, meaning less energy is required as the magnetite is converted into haematite pellets. This results in lower carbon dioxide emissions. The blast furnace chemically reduces iron oxide into liquid iron called ‘hot metal’. The iron ore and reducing agents (coke, coal and limestone) are combined. Pre-heated air is blown at the bottom of the combination for up to eight hours. The final product is a liquid which is drained, and eventually refined to produce steel. Mining magnetite ore is capital intensive and requires significant downstream processing infrastructure including a beneficiation plant, a pellet plant and port facilities. Magnetite products command a value premium above haematite ore products such as fines and lump. This premium is derived on two fronts, through additional iron content, and a quality premium. The growth in Chinese demand and its understanding of the use of magnetite-based iron ore products has seen a significant change in the value accrued to both magnetite concentrate and pellets, and the methodology used for determining that value. As magnetite concentrate is a refined product, it usually has higher iron content and lower impurities. This can have beneficial quality and environmental outcomes for the steel maker. Until April 2010, iron ore prices were traditionally decided in closed- door negotiations between the small handful of “key” miners and steel makers which dominated both spot and contract markets. Traditionally, the first agreement on price reached between these two groups set a benchmark price that was followed by the rest of the industry for a 12-month period. This benchmark system broke down in 2010 with pricing moving to short term index-based mechanisms. Given that most other commodities already have a mature market-based pricing system, it was natural for iron ore to follow suit. This has seen magnetite product pricing change so that it is now based on transparent market-based index prices, with premiums being paid for increased iron ore content and pellet manufacture. Grange Resources Limited (Grange Resources) owns and operates Australia’s oldest integrated iron ore mining and pellet production business located in the northwest region of Tasmania. The Savage River magnetite iron ore mine, 100km southwest of the city of Burnie, is a long-life mining asset set to continue operation to beyond 2030. At Port Latta, 70kms northwest of Burnie, is Grange Resources’ wholly owned pellet plant and port facility producing more than 2 million tonnes of premium quality iron ore pellets annually with plans to increase annual production. Grange holds long term supply contracts for 1 million tonnes of its annual production and offers the balance of its production to market via a spot sales tendering and contracting process. All products are shipped to major steel producers in the Asia Pacific region. As well as this profitable magnetite operation, Grange Resources has the majority interest in the Southdown magnetite mining project near Albany in Western Australia. Grange is actively seeking an equity partner to take a strategic share of the Company’s interest in the project. Grange Resources is Australia’s most experienced magnetite producer. Grange is a proven and reliable commercial producer combining both mining and pellet production expertise. CHAIRPERSON’S & CHIEF EXECUTIVE OFFICER’S REVIEW Dear Shareholders, As a result of the hard work and commitment made by our people to keep our operations running safely, the Company achieved an outstanding performance in 2020. Your Company has delivered very strong financial results for the year and has announced dividends of 3 cents per share fully-franked. These results were achieved through a focused strategy of disciplined capital expenditure, improvements in operating performance and productivity, emphasis on safety, and supported by higher iron ore prices. Our balance sheet remains strong. We have been reviewing our strategy against changes in the external environment by analysing the risks and opportunities we are facing and optimising our operations with a number of long-term improvement projects. We believe that the Board’s approach to strategy and risk management positions us to manage and respond to changes as they arise and captures opportunities to grow shareholder value over time. We maintain a relentless focus on the health and safety of our people and the communities in which we operate. 2020 Review A focus on safety has been maintained across the business. 2020 was a difficult and challenging year for everyone and we are very proud of the Company’s response to COVID-19. Despite all the uncertainties created by the pandemic, we have achieved over 1,380 days Lost Time Injury Free at the end of the year. This remarkable achievement is only possible through the hard work and dedication of hundreds of employees and contractors with the support of the local communities throughout the year. We delivered a profit after tax of $203.2 million . Revenues from mining operations of $526.3 million were supported by improved iron ore prices and record pellet premiums with average product prices of $196.77 per tonne (FOB Port Latta). Total iron ore product sales of 2.49 million tonnes were achieved. Higher production rates in the processing plant and higher weight recovery resulted in a decrease in unit C1 cash operating costs to $99.77 per tonne. Cash and cash equivalents positioned at $183.4 million, increased largely due to increase in production and sales at higher prices and lower unit costs. High grade ore from the Main Ore Zone in North Pit has been delivered throughout the year. Concentrate production exceeded 2.5 million previous year of 2.1 million tonnes. The pre-stripping of waste material from Centre Pit was undertaken throughout 2020 in preparation for ore supply later in 2021. The environmental approval process is well progressed and approval is expected in 2021. The North pit underground pre-feasibility study is on-going and planned to be completed in the first half of 2021. This program has provided valuable information to support the pre-feasibility study. Designsand schedules are now being developed to assess different methods of mining. The study results will feed into an overall enterprise optimisation to deliver an updated Life of Mine Plan. Significant investment has been made this year in process improvements at Port Latta. A complete plant shutdown was taken in the month November to allow for the installation, commissioning and successful operation of a new Steel Pan Conveyor.. The team completed the commissioning within 23 days, well below the budgeted required time, through careful planning and well managed execution. The restoration of furnace number four is well progressed with revised design for the current furnace under development. This redesign will improve the airflow and ensure ease of maintenance for the lifecycle of the furnace. Other projects at Port Latta include the change out of the bentonite baghouse structure, structural repair works on plant infrastructure and the installation of a sodium hydroxide system that will enhance the performance of the scrubbers. Grange was selected to undertake studies to explore the potential to use hydrogen for industrial heating at the pellet plant. This feasibility provides a great opportunity for Grange to examine the potential for alternate and renewable energy inputs. The studies will be conducted through 2021. Grange ROC Property completed construction and sales of all units in Lumley Park early in the year. Construction at Carter Toorak has been completed and the occupancy certificate attained in July 2020. To date, 3 of the 8 units have been sold and the focus is to sell the remaining units. Focus is also placed on selling the Brookville land with development approval achieved. In the Interim Financial Report for the half-year ended 30 June 2020, it was reported that due to the significant impact of the COVID-19 pandemic on the residential property market in Melbourne, the Joint Venture engaged an independent third party to conduct a valuation of the remaining unsold units in Carter Toorak and the Brookville land to reflect their recoverable values. These valuations indicated a decline in values relevant to the prior year. Although the outlook on the residential property market has improved, there remain considerable uncertainties in the current environment. As a result of the valuation, the Joint Venture have recognised an inventory provision of $2.6 million which the Company assesses to continue to be relevant. During 2020, the Southdown Iron Ore Project achieved a significant milestone in June as the Company was granted approval of the Southdown Magnetite Project (EPBC 2011/6053) under the Environment Protection and Biodiversity Conservation Act 1999. The Company is carrying out a strategic review of the project under the current strong market conditions. The process of seeking a strategic investor(s) for the project is ongoing. All tenements, permits and project assets continue to be maintained in good order. Budgeting and cost control over expenditure on this project continues to secure the investment. The Joint Venture Partners continue to monitor all ongoing project requirements. 4 5 Outlook Looking ahead, the iron ore pellet market remains uncertain. Although recent vaccine approvals in many countries have raised hopes of a recovery in economic activities later this year. ongoing waves of the pandemic and new variants of the virus pose concerns to the outlook. The strength of the recovery is projected to vary significantly across countries, depending on many factors, such as access to medical interventions, effectiveness of policy support and multilateral cooperation, and the pace of vaccinating the global population in sufficient time to mitigate against the new and more virulent strains emerging. In addition the challenge of meeting climate change targets such as agreed in the Paris round mean potential economic and financial impacts of steadily rising carbon prices while supporting the recovery from the pandemic recession. It is however expected that in 2021 the global economy recovers which will drive the growth of steel demand. For instance, China’s economy has entered a new stage of development and it will steadily build new economic demand with deepening supply- side structural reforms as the main thrust ofits 14th Five-Year Plan. Infrastructure investment has continued to pick up and manufacturing has accelerated. From the perspective of infrastructure construction, transportation investment takes the lead as it accelerates the construction of comprehensive transportation hub clusters. It also plans to speed up the completion of railway infrastructure in the central and western regions of China and the transformation of old communities in cities and towns, as it builds a modern logistics system. These factors all lead to demand growth potential in steel manufacturing. As the Chinese government placed a greater emphasis on environmental protection and carbon-neutrality, some new measures may be enacted to curb production among industries including the steel sector. From the supply side of the iron and steel industry, the transformation to ultra-low emission has further promoted the green development of the industry. The production capacity replacement standards have become stricter to effectively regulate the development of steel production capacity. This has raised some concerns over the potential decline in iron ore demand. The potential for steel production cuts are more likely to be enforced gradually and it may be unlikely that iron ore prices will fall significantly in the near term. Despite the uncertain conditions that we currently face, the long- term outlook for our sector remains positive. We will continue to build our safety culture through initiatives, in which our employees are encouraged to come up with new, creative ideas on how to strengthen and improve our business. Our strong balance sheet provides a fundamental base for managing volatile markets and ensuring capital is available for sustaining operations through the cycle. This strength 6 is underpinned by our ongoing generation of solid cash flows from operations. We continue to implement measures to both preserve the balance sheet strength and align our capital allocation framework with the cyclical nature of the industry. Our primary goal is to remain competitive in a frequently changing iron ore market. Our focus will remain on delivering value and striving to ensure our Company remains strong, resilient and able to deliver superior returns to shareholders in the short, medium and long term. Sustainability will remain an important priority and indeed, will play an increasingly important role in our business. The Company’s strategic focus is to generate sustained shareholder value by safely producing high quality iron ore products from its Savage River and Port Latta operations in Tasmania whilst continuing to assess the feasibility of a major iron ore development project at Southdown, near Albany in Western Australia. The Board and the management team have a positive outlook for the iron ore pellet market and are proactively exploring opportunities for innovation, improvement and productivity growth. The on-going development of the iron ore market and the issues in China for increasing restrictions on environmental noncompliance provide a unique opportunity for us. We are very confident of our competitiveness to supply a sustained high quality, low impurity iron ore pellet product. We strive to deliver value to our loyal employees and shareholders. Thank you On behalf of Grange’s Board, we would like to thank all of our employees for their dedication and hard work over the past year. We are proud of our excellent culture, capability and resilience to best place us for a prosperous future. And to our shareholders, thank you for your continued support. Michelle Li Chairman Honglin Zhao Chief Executive Officer “Pullout qoute ea aut quaecum hil mi, vendi sum es as”. 7 Operating and Financial Review Key Highlights • Achieved over 1,380 days Lost Time Injury Free . • High grade ore from the Main Ore Zone in North Pit has been delivered throughout the year. • • • Pre-stripping of waste material from Centre Pit was undertaken throughout 2020 in preparation for ore supply later in 2021 The environmental impact statement for the ultimate design of Centre Pit was prepared and the approval process is underway with review expected through the first quarter of 2021. Concentrate production exceeded 2.5 million tonnes of concentrate which is a notable increase from the previous year of 2.1 million tonnes. • Grange’s high quality, low impurity iron ore products attracted a high premium with average realised product price (FOB Port Latta) of $196.77 per tonne for the year compared to $158.33 for the prior year. • Record revenues from operations of $526.3 million compared to $368.6 million for the prior year. • Unit C1 cash operating costs of $99.77 per tonne for the year compared to $114.26 for the prior year. Decrease largely due to: • Increase in concentrate production • Decrease in energy prices • Delivered profit after tax of $203.2 million for the year compared to $77.3 million for the prior year, • Cash and cash equivalents position of $183.4 million at the end of year compared to $142.1 million at the end of the prior year. Increase largely due to higher sales price on shipments and higher sales volume. Property Development • Grange ROC Property completed construction and sales of all • • units in Lumley Park early in the year. Construction at Carter Toorak has been completed and the occupancy certificate attained in July 2020. To date, 3 of the 8 units have been sold (2 settled) and the focus is to sell the remaining units. Focus is also placed on selling the Brookville land with development approval achieved. Safety Performance Grange operations achieved over 1,380 consecutive days Lost Time Injury free by year end 2020. The sustained focus on lead indicators, hazard identification and risk management has helped us maintain the current long running lost time injury free period, despite a gradual increase in worker hours. There was a slight decrease in disabling injuries, however a rise in medical treatment injuries in 2020. The majority of disabling injuries were minor, and all persons involved were given meaningful work for their respective periods of incapacity. They have actively contributed to their return-to-work programs reducing the periods of alternate work. 2020 was a year of significant contractor involvement at both operational sites, increasing our hours worked and exposures with new and exciting projects undertaken, not the least being a four -week shutdown at Port Latta to install the steel pan hot pellet conveyor. Our SEMS (safety, environment management system) onsite training and major hazard systems improvements continue to support a compliant, well managed and mature safety culture throughout the year. Lag Indicators 10 8 6 I n c i d e n t s 4 2 0 Dec ’19 Jan ’20 Feb ’20 Mar ’20 Apr ’20 May ’20 Jun ’20 Jul ’20 Aug ’20 Sep’20 Oct ’20 Nov ’20 Dec ’20 MTI LTI DI TR:FR LT:FR DI:FR 10 8 6 s t n e d i c n 4 I 2 0 8 Full Year Result Grange recorded a statutory profit after tax of $203.2 million for the year ended 31 December 2020 (2019: $77.3 million). Key revenue metrics for the year ended 31 December 2020 and the preceding 2019 year were as follows: 2020 2019 Iron Ore Pellet Sales (dmt) 2,376,029 2,096,673 Iron Ore Concentrate Sales (dmt) - 122 Iron Ore Chip Sales (dmt) 113,611 95,291 Total Iron Ore Product Sales (dmt) 2,489,640 2,192,086 Average Realised Product Price (US$/t FOB Port Latta) Average Realised Exchange Rate (AUD:USD) Average Realised Product Price (A$/t FOB Port Latta) 136.85 109.95 0.6955 0.6944 196.77 158.33 Total sales for the year ended 31 December 2020 was 2.49 million tonnes of high quality, low impurity iron ore products (2019: 2.19 million tonnes) and reflects sustained production from maintaining access to high grade ore. The average iron ore product price received during the year was $196.77 per tonne of product sold (FOB Port Latta) (2019: $158.33 per tonne). Please refer to Note 4 of the Financial Report for segment information for sales to different geographical markets. The sales from long term off take agreements with Jiangsu Shagang International Trade Co. Ltd represents 34.6% of total sales for 2020 (2019: 35.7%). Key operating metrics for the year ended 31 December 2020 and the preceding 2019 year were as follows: Total BCM Mined Total Ore BCM 2020 2019 15,567,158 14,462,931 1,384,744 2,108,370 Concentrate Produced (t) 2,531,759 2,117,053 Weight Recovery (%) Pellets Produced (t) Pellet Stockpile (t) “C1” Operating Cost (A$/t Product Produced)(1) 46.1 39.7 2,348,274 2,055,043 119,966 147,721 99.77 114.26 (1) Note: “C1” costs are the cash costs associated with producing iron ore products without allowance for mine development, deferred stripping and stockpile movements, and also excludes royalties, sustaining capital, depreciation and amortisation costs. High grade ore from the Main Ore Zone in North Pit has been delivered throughout the year. The operation has balanced the portion of the ore zone that has a higher level of serpentinite which hinders milling rates, with the high-grade magnetite rich ore. This has been blended to sustain production and yield high quality pellets. Concentrate production exceeded 2.5 million tonnes of concentrate which is a notable increase from the previous year of 2.1 million tonnes. The pre-stripping of waste material from Centre Pit was undertaken throughout 2020 in preparation for ore supply later in 2021. The environmental impact statement for the ultimate design has been prepared and the approval process is underway with review expected through the first quarter of 2021. North Pit Underground Development Project The Exploration Decline and Bulk Sample Drive were completed in 2020. More than 2.4 kilometres of underground development and nearly 30,000 metres of diamond drill core has been collected and logged. This program has provided valuable information to support the pre-feasibility study. Designs and schedules are now being developed to assess different methods of mining. The underground study will be completed in the first half of 2021 and the results will feed into an overall enterprise optimisation to deliver an updated Life of Mine Plan. Port Latta Improvement Projects Significant investment has been made this year in process improvements at Port Latta. A complete plant shutdown was taken in November to allow the installation, commissioning and successful operation of a new Steel Pan Conveyor. This German-engineered conveyor system is 110-metres-long and carries the hot pellets from the furnaces out of the plant for stockpiling. It carries pellets more than 600 degrees Celsius and allows them to cool more slowly, improving their strength. The guideline for installation was approximately 70 days. It was planned to be undertaken in 1 month and the team completed the commissioning within 23 days through careful planning and well managed execution. The restoration of Furnace number four is well progressed. A revised design for the current furnace configuration has been developed and detailed engineering designs are in progress. The implementation of the new design is planned for Q4, 2021 with long lead items being procured. This redesign will improve the airflow and ensure ease of maintenance for the lifecycle of the furnace. Other projects at Port Latta include the changeout of the Bentonite Baghouse structure, structural repair works on plant infrastructure and the installation of a Sodium Hydroxide system that will enhance the performance of the scrubbers. 9 STATEMENT OF CASH FLOWS Net cash flows from operating activities Net cash inflows from operating activities for the year were $202.6 million (2019: inflows $55.7 million) and reflect higher iron ore product sales and an increase in unit operating costs. Net cash flows from investing activities Net cash outflows from investing activities for the period were $125.1 million (2019: outflows $104.5 million) and principally related to expenditures for mine properties and development $86.7 million and property, plant and equipment $41.1 million. Net cash flows from financing activities Net cash outflows from financing activities for the period were $26.9 million (2019 outflow: $14.7 million) and principally related to the payment of 2019 final dividend ($11.6 million) and 2020 interim dividend ($11.6 million). EXPLORATION AND EVALUATION The resource definition work during the last year ending Dec 31, 2020 saw the completion of the underground infill drilling on the mining lease areas around North Pit. The Mineral Resource stands at 497.5 million tonnes at 45.8% DTR, an increase of 7.6MT from the 2019 annual report. The increase is a result of re-estimation of North Pit in 2020 incorporating further drilling from the underground project. Confidence and grade of the resources have increased. The increase in total Mineral Resources is considered minor given the quantum of the total Mineral Resources; annual mine production levels; and the ongoing nature of the underground mining study. Ore Reserves decreased slightly to 107.7MT @ 47.2% DTR due to 5.5MT of mining depletion from North Pit during the year. Reported Ore Reserves are for open pits and do not include any underground mineable resources as the North Pit Underground prefeasibility study is still in progress. Estimation of the deposit will continue in 2021, as part of the continuing pre-feasibility studies. Energy Alternatives The Tasmanian Government has established a Renewable Hydrogen Industry Development Funding program to support feasibility studies for large scale renewable hydrogen projects in the state. Grange was selected to undertake a study to explore the potential to use hydrogen for industrial heating at the pellet plant. This feasibility provides a great opportunity for Grange to examine the potential for alternate and renewable energy inputs. The study will be conducted through 2021. SOUTHDOWN MAGNETITE PROJECT The Southdown Magnetite Project, situated 90km from the city of Albany in Western Australia, is a joint venture between Grange (70%) and SRT Australia Pty Ltd (SRTA) (30%). SRTA is jointly owned by Sojitz Corporation, a Japanese global trading company, and Kobe Steel, one of Japan’s largest steel producers. This advanced project has 1.2 billion tonnes of high quality resource, which outcrops at the western end of its 12km strike length and has access to established infrastructure. During 2020, the joint venture partners actively investigated new approaches to several aspects of the project, seeking to identify reductions in capital costs without impacting the operating cost estimates. This work is progressing well and continues into 2021. The on-going strategy is to maintain the currency and good standing of all tenements, permits and project assets such that the project can be fully recommenced as soon as an appropriate opportunity arises. Compliance with environmental and tenement conditions was maintained. This approach will continue into 2021, as we formulate a valid alternate development model and seek to secure equity partners for a strategic share of the Company’s interest in the project. FINANCIAL POSITION Grange’s net assets increased during the year to $712.1 million (31 December 2019: $532.1 million). The key movements in net assets during the year are a result of the following: • A profit after tax of $203.2 million; • A final 2019 dividend payment of $11.6 million • An interim 2020 dividend payment of $11.6 million The Group’s market capitalisation as at 31 March 2021 is $567.10 million. HEALTH AND SAFETY Overview Grange believe that responsible occupational Health and Safety with sound environmental and social responsibility (HSE) practices are integral to an efficient and successful company. Grange’s OHS & ESR Management Systems have been integrated to form the “Safety and Environment Management System” (SEMS) which supports OHS & ESR policies and defines the required standards to which any Grange facility must operate. Our OHS policy is reviewed annually by our executive team and leads us to continually improve our Safety Systems. SEMS is an integral part of the Grange Management System (GMS) and is well supported by a management plan for 16 of the major hazards identified in our industry. Of the 16 Major Hazard Standards, 4 are deemed to be Principal Mining Hazards as outlined in the Tasmanian Mining Legislation. The implementation and effective management of SEMS enables compliance with legislation, reduction of risk, increased efficiencies and provides the framework for continuous improvement. SEMS is aligned to ISO 14001 Environmental & ISO 45001 Occupational Health & Safety Systems and is applicable to any existing and future national or international operation. SEMS is now integrated into our Certificate IV Leadership & Management training competency for our current and aspiring leaders. During 2020 SEMS was audited to ISO45001 by an independent auditor to ascertain the level of compliance and identify areas of improvement for our HSE Strategic Plan. Mission Statement To drive a continuous improvement culture involving everyone at Grange Resources. We strive to eliminate injury, loss and waste, and create positive environmental outcomes adding value to the communities in which we operate. The goals of our Mission Statement will be achieved through effective adherence to management systems, integrated risk management practices, risk aware culture, demonstrable leadership, maintaining standards, monitoring performance and looking after our people. Proactive Lead Indicators are the prime focus for safety to ensure we minimise and control our Lag Indicators. To achieve superior health and safety performance we believe: • All injuries and loss events are preventable • All hazards can be identified and their risks managed • No task is so important that it cannot be done safely and respectfully Every person is accountable for their own safety and the safety of • those around them Safety performance can always be improved • MINERAL RESOURCES AND ORE RESERVES STATEMENT - SAVAGE RIVER OPERATIONS The following tables show the Mineral Resources and Ore Reserves for the Savage River operations as at 31 December 2020. The mining of ore throughout the year focussed on high grade supply from North Pit. The Mineral Resource has increased since the previous estimate dated 31 December 2019 as a result of additional drilling and re-estimation. Ore Reserves have decreased due to minor mining depletion from North Pit. Mineral Resources and Ore Reserves are categorised in accordance with the Australasian Code for Exploration Results, Mineral Resources and Ore Reserves of 2012 (JORC Code, 2012). Estimated Measured and Indicated Mineral Resources include those Mineral Resources modified to produce the estimated Ore Reserves. Mineral Resources which are not included in the Ore Reserves did not meet the required economic viability hurdle at the time of last review. Mineral Resources A summary of the total Mineral Resources for Savage River as at 31 December 2020, above a cut-off grade of 15% DTR is as follows: As at December 2020 As at December 2019 Tonnes (Mt) Grade % DTR* Tonnes (Mt) Grade % DTR* 163.6 188.7 145.2 497.5 54.3 43.0 39.5 45.8 152.6 182.6 154.7 489.9 55.8 43.5 37.6 45.5 Measured Indicated Inferred Total * Davis Tube Recovery – a measure of recoverable magnetite Ore Reserve A summary of the Ore Reserve for Savage River as at 31 December 2020, above a cut-off grade of 15% DTR is as follows: As at December 2020 As at December 2019 Tonnes (Mt) Grade % DTR* Tonnes (Mt) Grade % DTR* Proved Probable Total 61.6 46.1 107.7 51.6 41.3 47.2 61.1 52.1 113.2 53.4 39.9 47.2 * Davis Tube Recovery – a measure of recoverable magnetite A detailed statement of the Mineral Resources and Ore Reserves can be found in the ASX announcement dated 31/03/2021. Grange confirms in reproducing the Mineral Resources and Ore Reserves in this subsequent report, that it is not aware of any new information or data that materially affects the information included and all the material assumptions and technical parameters underpinning the estimates in this report continue to apply and have not materially changed. 10 11 Safety Performance The Company remains committed to providing a safe place of work and safe systems of work for all its workers at every site. We take this commitment seriously and expect those working for us share the same level of commitment. We want all our workers, employees and contractors, to return home in the same or better condition than when they came to work. The effectiveness of our systems and safety management in general is well demonstrated by the consistent measurable improvement in our safety lag indicators. Targeted improvements in our lag indicators are reinforced by a regime of measurable lead indicators to help reduce risk exposures. During 2020 the company added further safety controls to combat the global COVID-19 pandemic. Our controls and the management of these prevented any business disruption and ensured the health safety and wellbeing of our employees, contractors and supported our community. COVID-19 remains an ongoing issue and will be managed accordingly. . In addition, Grange is committed to ensuring compliance with legislative requirements for each area of its operations including meeting or exceeding requirements within: Federal & State Work Health & Safety Legislation; • • Anti-Discrimination Legislation • Fair Work Australia Legislation • Rehabilitation & Workers Compensation Legislation Environmental Legislation • • Codes of Practice nominated in all Federal and State Legislation • Adopting accepted industry & Australian Standards in areas where legislation is deficient; • Whistleblower legislation; • Mining specific, HSE Legislation as required; and • Environmental licence conditions for existing and new operations. Established systems are in place to ensure legislative requirements are tracked, monitored and corrective actions implemented for any instances of non-compliance. Grange continued the focus on reducing costs without reducing support services via: • Initiatives for Emergency Response Team (ERT) in-house training again saved considerable costs, while maintaining a high standard of response and developing our underground rescue capability. The underground emergency refuge chambers and associated ventilation and pumping equipment were sourced to maintain compliance with industry standards and WST expectations • • • • Managing the emergency response team size while increasing our general first aid training coverage has ensured we have competent people where they are needed. Continuing to obtain Federal and State government training funds reduces the outlay for training in leadership and continuous improvement and may provide an opportunity for additional young workers to commence apprenticeships Continuing to develop a highwall scaling excavator locally promises to provide a machine capable of restoring lost berm catch capacity in the mine, cleaning batters and improving mining safety. This machine will be fine tuned to allow a 2021 introduction to the mine. It has already generated industry wide interest. Participating in the Insurance Underwriters safety audit continues to provide initiatives to help reduce insurance costs Continued investment in Mental Health and Wellbeing first aid training for Management and Contact Officers has helped foster an alert and caring worker relationship. Focus on gender diversity has promoted the role of women in our workforce and is supporting greater diversity in our teams. Strategic focus in “Critical Controls” is improving our risk management system and initiatives. • • • • Grange recognises the importance of our contractors’ safety management systems being aligned with WorkSafe Tasmania and mine safety regulations as well as being on par with our own safety standards. To this end we have incorporated and communicated new OHS & ESR requirements for contractors into our SEMS. 2020 has seen further enhancing of our Safety Preventative Maintenance (PM) work orders in lead indicators, dedicated Area Inspections covering all areas on site, formalising Task Observations for management and key personnel as Lead Indicator Key Performance Indicators (KPI’s). The lead indicators have been strengthened by the addition of specific “care and maintenance” KPIs for underground workings. Tracking lead indicators has helped reduce risk exposures across all areas. This was particularly evident by our continued lost time injury free status. Sharing and Learning Grange adopts a philosophy of continuous learning and sharing of safety experiences. In addition to its highly successful on-line induction programs, Grange conducts an extensive range of on-site safety training activities including extensive work permit training, energy isolations, site driving and pit driving permits, simulation training for new operators, fire warden and extinguisher training as well as refreshers on occupational first aid and road accident rescue entrapment release. Grange have also added a very effective online “Isolations” training package allowing our offsite contract workforce to learn our systems before coming to site. During the year Grange continued to work closely and openly with the Office of the Chief inspector of Mines (OCIM), traditionally our company provide an outlet for GMIRM (Global Mining Industry Risk Management training sponsored by the Chief inspector of Mines. GMIRM has four levels of Risk Management training G1 for workers, G2 for Supervisors, G3 for Management and G4 for Directors and Senior Executives. Grange ran two, week-long G3 forums and two, 2-day G2 forums both with participants from other local companies. Unfortunately COVID-19 has closed down the travel and training opportunities to continue with GMIRM training in 2020 however a continuation of training is included for 2021. Grange continue to represent Tasmanian Mines on a Mines Legislation Safety Steering Committee (MSSC) that is reviewing and enhancing the current Tasmanian Mining Supplementary Safety Act and Regulations. The first stage of this, minor changes to the Act, was approved by the Tasmanian Government during the year In addition to training delivered at the operational level, the company continued to reinforce many site-wide health and safety programs aimed at improving our employee’s wellbeing, including cancer awareness, heart safety awareness and mental health awareness/first aid. During the year the HSE team have developed a new three-year Strategic Plan for HSE, this will be approved by management and rolled in 2021. The plan aims to consolidate safety improvements and target areas of lesser performance with a focus on training and safety leadership. The Company has a fully functional and qualified emergency response team (“ERT”) providing expert first aid and first response care to our sites and others in need including road accidents in the Savage River and Port Latta areas. The company is a member of the Tasmanian Mines Emergency Rescue Committee (TMERC) and commits to providing assistance through Mutual Aid to other member sites if this is ever requested. Commitment to Social Responsibility Grange continued with its commitment to social responsibility engaging with our stakeholders and communities to help us understand and respond to their interests and concerns. In addition to regular dialogue with neighbours and communities close to our operations, the Company continues to host and support the education sector through tours, school curriculum information, industry links, a graduate program as well as work opportunities at its operations. During 2020 we still managed to allow a number of work experience students to have a week each on site and hosted smaller size “socially distanced” school tours. In 2020 our management and workers have actively participated in WorkSafe Tasmania (WST) workshops, helping to share our Safety Management approach with other industry participants. Our interactions with WST have been positive and much appreciated by the inspectorate as demonstrated by the positive feedback following an initial WST COVID-19 controls audit. 12 13 “Pullout qoute ea aut quaecum hil mi, vendi sum es as”. ENVIRONMENTAL Legislative Approval Grange obtained environmental and planning approval in 1996 and 1997 allowing it to operate under the Tasmanian Land Use Planning and Approvals Act 1993 (LUPA), the Tasmanian Environmental Management and Pollution Control Act 1994 (EMPCA), the Tasmanian Goldamere Pty Ltd (Agreement) Act 1996 (Goldamere Act) and the Tasmanian Mineral Resources Development Act 1995. This approval covers an expected mine and processing life using open-cut mining at Savage River, gangue removal and concentrating at Savage River and pelletising at Port Latta. During 2014 Grange received relevant approvals for the South Deposit Tailings Storage Facility. Grange obtained approval to construct an underground drive and a portal to allow exploration of the North Pit ore body at depth in 2019 and continues to progress approval to mine the ore using underground mining through the North Pit Underground project (NPUG). Late in 2019 Grange also obtained interimapproval to commence open pit mining of the Centre Pit (CP) ore reserve and continued with the full approval process through 2020. Goldamere Act The Goldamere Act overrides all other Tasmanian legislation with respect to Grange’s operations. The Goldamere Act limits Grange’s liability for remediation of contamination, under Tasmanian law, to damage caused by Grange’s operations, and indemnifies Grange for certain environmental liabilities arising from past operations. Where pollution is caused or might be caused by previous operations and that pollution may be impacting on Grange’s operations or discharges, Grange is indemnified against that pollution. Grange is required to operate to Best Practice Environmental Management (BPEM). Planning Approvals Grange obtained planning approval subject to a series of environmental permit conditions on 29 January 1997. Planning approval was issued by the Waratah Wynyard Council for Savage River and by the Circular Head Council for Port Latta. The approvals were conditional on the provision of an Environmental Management Plan (EMP) incorporating an Environmental Rehabilitation Plan (ERP) prior to the commencement of operations. Various other studies were also required. Grange received planning approvals from the Waratah Wynyard Council for the South Deposit Tailings Storage Facility (SDTSF) during 2014, construction commenced in July 2014 and operation commenced in Q4 2018. Grange are actively working with the Waratah Wynyard Council and Tasmanian EPA on all aspects of the NPUG and CP projects. During the year Grange were granted approval to install , a sodium hydroxide plant and new sewerage treatment plant at Port Latta. Environmental Management Plans The EMP incorporating the ERP and study results were approved by the (then) Department of Environment Parks, Heritage and the Arts and operations commenced in October 1997. The latest revision of the approval documents occurred on 6 October 2000 when Environmental Protection Notices (EPN) 248/2 and 302/2 were issued to replace the environmental permit conditions for Savage River and Port Latta respectively. Approvals are required from the Department of Primary Industries, Parks, Water and the Environment (DPIPWE) and relevant Councils for major infrastructure developments and operational expansions and changes. These approvals are in the form of approved EPN’s and or amendments and reflect changing operational circumstances, an increasing knowledge base and include approvals designed to extend operations, amend management plans and provide for changes to waste rock dumping plans and any proposed treatment facilities. Such amendments are enacted by the issue of EPN’s or Permit Conditions Environmental (PCE)’s. An amendment to the EMP was approved for an extension of mine and pelletising operations in early 2007 to approve the Mine Life Extension Plan. EMP and ERP reviews are submitted on a 3-yearly basis. Revised EMPs reflect BPEM and current mine planning and focus on closure requirements and rehabilitation. The development of significant new projects such as a new pit will require additional planning approval and at a minimum an EMP amendment approval followed by issuance of an EPN from the EPA. The Tasmanian EPA issued EPN 10006/1 enabling the construction of the Exploration Decline for the North Pit Underground Project in November 2018. The current EMP will be updated in 2021 following final EPA approval of the Centre Pit Project. Goldamere Agreement The Goldamere Agreement (which forms part of the Goldamere Act) provides a framework for Grange to repay the Tasmanian Government for the purchase of the mine through remediation works. A significant variation to the Goldamere Agreement was signed on the 19 December 2014 which extends the Agreement until 24 December 2034. This variation also removed a significant number of redundant conditions. The amended Goldamere Agreement provides a framework for Grange to co-manage the Savage River Rehabilitation Project (SRRP) and carry out contracted works in lieu of paying the purchase price of the operation to the Government. The agreement also allows Grange to integrate its rehabilitation obligations with those of the State under the SRRP. Savage River Rehabilitation Project (“SRRP”) Grange representatives meet with representatives from DPIPWE on a regular basis to develop and implement remediation works at Savage River. Grange has contracted with the SRRP for works including construction, management and development of waste rock dump covers, acid pipelines and other remediation projects. The SRRP objective is to capture and treat 65% of the site’s copper load to remove the possibility of an acutely toxic aquatic environment. The scope of works to meet this objective has been completed and costed to feasibility level. A strategic plan outlining the works required to achieve the objective and repay Grange’s purchase price debt has been approved by the Tasmanian Environmental Protection Authority and is being implemented by the SRRP Committee. This plan was updated in 2019 to reflect the long-term risks and Grange’s latest mining plan. 14 15 • The SDTSF incorporates the ability to mix and co-treat legacy acid and metalliferous drainage (AMD) from the Old Tailings Dam and B-Dump using the excess alkalinity in tailings should Grange and the Crown agree to do so. The potential transfer of the ARD seeps from the Old Tailings Dam will also improve the long-term integrity of the Main Creek Tails Dam (MCTD). The co-treatment of the AMD seeps within the SDTSF would improve water quality in Main Creek and the Savage River. Regardless of whether the AMD seeps are treated in the SDTSF, remediation of Main Creek will be further enhanced by the innovative design of the storage facility that will allow water to flow through alkaline rock prior to discharge downstream. The first stage involving the installation of pipework was completed in 2014, with the remaining OTD Collection Bund and associated intake and discharge works commenced in 2017. Final completion of the bund occurred in 2019 however there is an ongoing monitoring period before final sign off by external consultants. Final connection through to the SDTSF discharge is expected to occur in 2021. • Grange requested a variation to conditions 1 and 11 of the EPBC approval of the SDTSF to allow for a slightly larger pit perimeter and other minor operational changes. These variations were approved on the 28th July 2015. No further offset was required for these variations. • Grange progressed design and construction work for the Main Creek Tails Dam closure during 2018. It is expected that the closure process will take approximately two years. Closure works progressed through 2020. Air Emissions Reduction Program – Port Latta • Grange continued to work on quality and measurement systems to improve performance of the Port Latta operations especially with regard to air emissions. In particular, the focus is on the stable operation of furnaces. Rehabilitation Plans Grange continues to plan for closure and departure on completion of the mining plan. Principal issues in respect of closure include waste rock dump maintenance, tailings management, future use of infrastructure and a five-year monitoring and maintenance plan. Principal Environmental Issues Waste Rock, Tailings and Water Management – Savage River • Water, tailings and waste rock management at Savage River, including: development of waste rock dumps which exclude oxygen to minimise the formation of acid mine drainage and utilisation of these dumps to form seals on old waste rock dumps; subaqueous tailings deposition and maintenance of saturated tailings; providing a centralised water treatment system using a disused pit to eliminate turbidity from mine runoff. Appropriate management and monitoring systems are in place to ensure regulatory compliance in these areas. • • In 2013 Grange developed a Development and Environmental Management Plan (DPEMP) for the South Deposit Tails Storage Facility (SDTSF). Due to the size and nature of the tails storage facility, the proposal required assessment under LUPA (1993), the State EMPC Act (1994) and the Commonwealth EPBC Act (1999), as the proposal has the potential to impact on matters of national environmental significance (Tasmanian Devil and Spotted Quoll). The DPEMP was submitted to the Waratah-Wynyard Council in May 2013 for assessment, the DPEMP was publicly advertised through May and June with one submission received in relation to the development. A workshop in July with the Environmental Protection Authority (EPA) highlighted areas that needed further clarification. Toward the end of July the EPA formally requested a Supplementary submission, this submission provided an opportunity to address the issues raised in the public submission. Grange spent a number of months liaising with both the EPA and the Department of Environment in Canberra (DoE) addressing the Supplementary criteria. In early December 2013 the EPA and the DoE were satisfied that all the required information had been provided which allowed the approvals process to recommence. • Grange received final council approval under LUPA (1993) on 24 March 2014 for the construction of the South Deposit Tailings Storage Facility. A Permit Conditions Environment (PCE) was issued, outlining the conditions that must be met during construction and operation of the dam. • Grange received approval from the federal Environment Minister on 24 April 2014, due to the potential loss of habitat for the Tasmanian Devil and the Spotted Quoll, Grange is required to provide an offset for unavoidable impacts. This offset is in the form of a donation to the Save the Devil Program to a value of $160,000. Grange received further conditions from the federal approval under the EPBC Act (1999). • Construction of the dam, including the downstream waste rock dump commenced in early July after a number of the approval conditions had been met. These included approvals of a Devil and Quoll Management Plan, a Waste Rock Management Plan and a Water Quality and Remediation Plan. Grange also fulfilled its requirements to establish training and induction packages for threatened species and instigated an EPBC species register for sightings and incidents involving EPBC listed species. The EPBC Register and other relevant documents are available on the Grange Resources Website. By December the waste rock dump was well established, and work was commencing on the consolidated section of the dam. 16 SOUTHDOWN MAGNETITE PROJECT The Southdown Project is an advanced project with over 1.2 billion tonnes of high quality mineral resources, including ore reserves of 388Mt (see announcement dated 28 February 2014). The Project has been designed to produce 10mtpa of high grade, quality magnetite concentrate at 69.5% iron. This is expected to command a premium price in the iron pellet feed market over a potential mine life of around 30 years. A Definitive Feasibility Study (DFS) was completed by the project owners in 2012 for 10mtpa concentrate production (see announcement dated 1 May 2012) Just 90km from Albany in Western Australia’s Great Southern region, Southdown is a joint venture between Grange (70%) and SRT Australia Pty Ltd (30%). SRT Australia is jointly owned by Sojitz Corporation, a Japanese global trading company, and Kobe Steel, one of Japan’s largest steel producers. Alternative Development Option An optimised project development option has been progressed to pre- feasibility by our JV partners since the completion of the DFS. This would involve a smaller 5mtpa operation within the constraints of existing approvals, mineral resources and ore reserves; and is anticipated to deliver reductions in capital spend from ~A$2.9B down to ~A$1.4B. This alternative case extends the life of mine from 14 years to 28 years for the western zone, and more than 50 years for the total resource (see Project Details below). The 10mtpa DFS completed in 2012 remains the base case for the JV. 2020 Project Overview • The Project continued on reduced expenditure while further optimising the 5mtpa development option. • The Commonwealth EPBC environmental approval for mine, desalination and pipelines was granted in June 2020. The Project now has all primary approvals in place. • • • Negotiations have concluded with the State for access to key infrastructure areas with numerous easements now registered, enhancing Project security. Existing tenure and approvals have been maintained Progressed studies relating to project engineering and further environmental permitting, including: • Metallurgical test work and process engineering to assess alternate processing methodologies with the potential to reduce capex, opex, power and water demand. Groundwater confirmed multiple exploration and modelling which groundwater sources have some potential to contribute to construction and operational water supply. • Assessment of potential power supply options • Assessment of transshipping options at the Port of Albany 2021 Project Priorities • Continue to investigate alternate development models which may see the Southdown Project move into construction and operation Continue search for new equity partner to take a strategic share of the Company’s interest in the Project • • Maintain all tenements, permits and project assets in good order • Maintain all environmental approvals and permits • Grange has the in-house skills, systems, capability and discipline to deliver Southdown’s potential when the time is right Project Overview Geology The Southdown magnetite deposit is a long, thin, near-surface, continuous ore body. It extends over 12 kilometres, with depths varying from 50 metres in the west to 480 metres in the east. The deposit has been drilled and evaluated since its initial discovery in 1983, including an extensive program of resource drilling during 2011 for the feasibility study. Conventional Mining Targeted concentrate production rates require a material movement in the mine of up to 132 Mt per annum by conventional drill, blast, load and haul mining methods. The final proposed pit is six kilometres long, one kilometre wide and about 370 metres deep. The mining operation will draw heavily on Grange’s existing capability as Australia’s most experienced commercial producer of magnetite concentrate, to assist with start-up and ongoing operations. Ore Crushing and Concentration The project plan envisages Southdown ore being processed to increase the iron content from around 25% to 69%. Extensive metallurgical test work including pilot plant trials have been conducted since 2004. The process includes crushing, grinding, classification and magnetic separation. The concentrate is further upgraded using hydro separation to remove fine silica, and flotation to remove sulphur impurities. Transporting the Concentrate Slurry 110 km to the Port Final magnetite concentrate will be thickened and transported through a 110 km pipeline to the Port of Albany, where it will be filtered and stored for loading onto cape size ships. A second pipeline will return the filtered water back to the mine site so it can be used again in the process. Both pipelines will be buried. 17 Increasing Albany’s Port Capacity Subject to a decision to proceed on either development option, a concentrate export facility would be built at Albany Port. The plan incorporates a filtration plant, storage shed, new berth and ship loading facility. The base case 10mtpa production case plans to reclaim 7Ha of land at the eastern end of the Port, and deepen and widen a 9.5 kilometre approach channel to enable 200,000 tonne cape size ships to use the port. Whilst minimal dust generation is expected because of the high moisture content of the concentrate, the shed will be fully enclosed, under negative pressure and fitted with dust extraction equipment. The 5mtpa production case envisages using existing land to locate the filtration and storage facilities, and then use transshipping to transfer the concentrate out to cape size ships waiting in King George Sound. This option would significantly reduce the footprint and environmental impact of the proposal. The development would more than treble Albany’s current port capacity from approximately 4 Mt per annum to 14 Mt per annum for the base case 10mtpa development option. The design has been developed in close consultation with the Southern Ports Authority, Port of Albany (formerly Albany Port Authority) and in line with the Public Environmental Review approved in November 2010. A new source of water and power supply The plan also envisages that a seawater desalination plant would be constructed 25 km from the mine to supply the plant with 11 GL per annum of water. Multiple groundwater sources have been identified to assess alternate water supplies for the construction period. Power for the mine site would be provided by a new 278 kilometre 330kv transmission line from Muja to Southdown, to be built by Western Power. Alternate power supply solutions, including renewable sources, are being assessed. Operations Planning The Southdown operation will be modelled on Grange’s existing Savage River operation in Tasmania operating on a 24/7 basis for 365 days per year. Construction Planning & Schedule Subject to a decision to proceed, the project will engage an experienced construction management company to coordinate a series of fixed price contracts to minimise risk and the number of interfaces. The Southdown Joint Venture continues to work alongside the community, including traditional owners of the land, to ensure a safe and environmentally responsible project. MINERAL RESOURCES AND ORE RESERVES - SOUTHDOWN PROJECT Mineral Resources The Mineral Resource estimate for the Southdown Project as at 31 December 2020is as follows: Ore Reserves The current Ore Reserve for the Southdown Project as at 31 December 2020 is based on the pit design and mining schedule developed during the Feasibility Study and includes modifying metallurgical factors and plant recovery. As at December 2020 Tonnes (Mt) Grade %DTR* Measured Indicated Inferred Total 423.0 86.8 747.1 1,256.9 37.8 38.7 30.9 33.7 * Davis Tube Recovery – a measure of recoverable magnetite Mineral Resources are reported above a cut-off of 10% DTR Proven Probable Total ROM (Mt) DTR* (%) 384.6 3.1 387.7 35.6 41.7 35.6 An additional 24.4 Mt of Inferred Resources is included within the designed pit. A detailed statement of the Mineral Resources and Ore Reserves can be found in the ASX announcement dated 28 February 2014. Grange confirms in reproducing the Mineral Resources and Ore Reserves in this subsequent report, that it is not aware of any new information or data that materially affects the information included, and all the material assumptions and technical parameters underpinning the estimates in this report continue to apply and have not materially changed. Grange confirms that all environmental approvals and tenure have been maintained in compliance and terms extended as required to retain currency. 18 19 Corporate Governance Statement Grange is committed to creating and building sustainable value for shareholders and protecting stakeholder interests. The Company recognises that high standards of corporate governance are essential to achieving that objective. The Board has the responsibility for ensuring Grange is properly managed so as to protect and enhance shareholders’ interests in a manner that is consistent with the Company’s responsibility to meet its obligations to all stakeholders. For this reason, the Board is committed to applying appropriate standards of corporate governance across the organisation. As part of its commitment to enhancing its corporate governance, and as a listed company, the Board has adopted relevant practices which are consistent with the Australian Securities Exchange (“ASX”) Corporate Governance Principles. The 2020 corporate governance statement was approved by the Board in February 2021. Details of the Company’s corporate governance practices are included in the Corporate Governance Statement and Appendix 4G which have been announced on the ASX and can be located on our Company’s website www.grangeresources.com.au on the Investors page. This facilitates transparency about Grange’s corporate governance practices and assists shareholders and other stakeholders make informed judgments. Grange considers that its governance practices comply with the majority of the ASX Best Practice Recommendations. ASX Best Practice Recommendations The following table lists the departures from the ASX Best Practice Recommendations applicable to the Company as at the date of its financial year end, being 31 December 2020. Where the Company considers that it is divergent from these recommendations, or that it is not practical to comply, there is an explanation of the Company’s reasons set out in the following table. “Recommendation” Ref (“Principle No” Ref followed by Recommendation Ref) 7.3(a) Departure Explanation A separate internal audit function has not been formed. An Internal Audit function has not been established as per recommendation 7.3(a), The Board monitors the need for an internal audit function having regard to the size, geographic location and complexity of the Company’s operations. The Company’s Management periodically undertakes an internal review of financial systems and processes and where systems are considered to require improvement these systems are developed. The Board also considers external reviews of specific areas and monitors the implementation of system improvements. 20 21 Grange Resources Limited ABN 80 009 132 405 and Controlled Entities FINANCIAL REPORT For the Year Ended 31 December 2020 Contents Directors’ Report Auditor’s Independence Declaration Financial Statements Directors’ Declaration Independent Auditor’s Report 23 40 41 76 78 The financial statements are the consolidated financial statements of the consolidated entity consisting of Grange Resources Limited and its controlled entities. The financial statements are presented in Australian currency. Grange Resources Limited is a company limited by shares, incorporated and domiciled in Australia. Its registered office and principal place of business is: 34A Alexander Street Burnie Tasmania 7320 A description of the nature of the consolidated entity’s operations and its principal activities is included in the Directors’ Report on pages 23 to 39, which is not part of these financial statements. The financial statements were authorised for issue by the directors on 26 February 2021. The directors have the power to amend and reissue the financial statements. All press releases, financial reports and other information are available on our website: www.grangeresources.com.au 22 DIRECTORS’ REPORT The Directors present their report on the consolidated entity (the “Group”) consisting of Grange Resources Limited (“Grange” or “the Company”) and the entities it controlled at the end of, or during, the year ended 31 December 2020. Directors The following persons were directors of the Company during the whole year and up to the date of this report: Michelle Li Yan Jia Honglin Zhao Daniel Tenardi Michael Dontschuk David Woodall Chairperson Non-Executive Director, Deputy Chairperson Executive Director Non-Executive Director (resigned 27 May 2020) Non-Executive Director Non-Executive Director Information on Directors Michelle Li, PhD, GAICD Independent Non-executive Chairperson, Member of the Audit and Risk Committee, Member of the Remuneration and Nomination Committee. Dr Li has more than 30 years of international mining experience, including senior executive roles with mining companies such as Citic Pacific, Rio Tinto and Iluka Resources. Dr Li has a PhD from the University of Queensland and was previously a non-executive Director of Ardiden Limited, Orion Metals Limited and Sherwin Iron Limited. Honglin Zhao Executive Director, Chief Executive Officer Mr Zhao is a former Director of Shagang International (Australia) Pty Ltd, former Director and General Manager of Shagang (Australia) Pty Ltd, and former Director of Jiangsu Shagang Group, ultimate shareholder of Shagang International Holdings Limited and China’s largest private steel company. Mr Zhao has over 40 years’ experience in the industry and was previously the Commander of Project Development Headquarters with Shagang. Mr Zhao has extensive project management and implementation experience and expertise. Yan Jia, GAICD Non-executive Deputy Chairperson and Member of the Remuneration and Nomination Committee Daniel Tenardi Independent Non-executive Director and Chairperson of the Remuneration and Nomination Committee and member of Audit and Risk Committee. Ms Jia is currently the Director of the Administration Department with the Jiangsu Shagang International Trade Co Ltd, a subsidiary of Jiangsu Shagang Group, China’s largest private steel company. Ms Jia has over ten years’ experience of managerial, human resources, intellectual property and commercial experience in the steel industry and bulk raw material transaction sector. Mr Tenardi resigned from the board on 27 May 2020. Michael Dontschuk BSc(Hons), FFTP, GAICD Independent Non-executive Director and Chairperson of the Audit and Risk Committee Mr Dontschuk is a finance professional with over 35 years’ experience in investment, finance, treasury and financial risk management. He currently is a professional NED and sits on a number of company boards including Eticore, Public Trustee (Tasmania), Motor Accidents Insurance Board (Tasmania) and Australia Ratings. Previously Mr Dontschuk has been Group Treasurer of Grange Resources, Group Treasurer of ANZ Bank, Managing Director of Treasury Corporation Victoria, President and Director of the Finance and Treasury Association of Australia and has worked extensively in corporate financial advisory and investment banking including with Oakvale Capital and Bankers Trust. 23 David Woodall, MSc, BSc, GAICD Independent Non-executive Director and member of the Remuneration and Nomination Committee and Audit and Risk Committee Company Secretary Mr Piers Lewis, BComm, CA, AGIA Mr. Woodall is a mining engineer with over 30 years’ experience in operations, project development and evaluations in the mineral resources industry including gold, copper, iron ore, and nickel. He has had senior management, corporate and operational positions in large scale open pit, large and small-scale underground operations in Canada, Australia, USA, Fiji, Africa, Central Asia and China. Mr Lewis has more than 20 years’ global corporate experience and is currently the Company Secretary for ASX listed companies Cycliq Group Limited and Ultima United Limited. Mr Lewis also serves as Chairman of Digital Wine Ventures Limited and eSense-Lab Ltd and on the Board of Cycliq Group Limited. Mr Woodall is Managing Director of Australian Strategic Materials Limited, previous roles included CEO at Superior Lake Resources Limited, Executive General Manager International Operations for Newcrest and Director Operations for FMG. In 2001 Mr Lewis qualified as a Chartered Accountant with Deloitte (Perth) he has extensive and diverse financial and corporate experience from previous senior management roles with Credit Suisse (London), Mizuho International and NAB Capital. Mr Lewis is also a Chartered Company Secretary. Principal Activities During the period, the principal continuing activities of the Group consisted of: • the mining, processing and sale of iron ore; and • the ongoing exploration, evaluation and development of mineral resources. Dividends Dividends paid to members during the financial year were as follows: Fully franked interim dividend for half year ended 30 June 2020 - 1.0 cents per share Fully franked final dividend for the year ended 31 December 2019 - 1.0 cents per share Fully franked interim dividend for half year ended 30 June 2019 - 1.0 cents per share Fully franked final dividend for the year ended 31 December 2018 - 1.0 cents per share Total dividends paid 2020 $’000 11,574 11,574 23,148 2019 $’000 11,574 11,574 23,148 Since the end of the financial year the directors have recommended the payment of a 2.0 cent final dividend of $23.1 million. This represents a total of $34.7 million (3.0 cents per share) fully franked dividend for the year-end 31 December 2020. The final dividend was declared NIL conduit foreign income and will be paid on 30 March 2021. Operating and Financial Review Key Highlights Mining operations • Achieved a major milestone of over 1,380 days Lost Time Injury Free. • Pellet production of 2.35 million tonnes for the year compared to 2.06 million tonnes for the prior year. • Total iron ore product sales of 2.49 million tonnes for the year compared to 2.19 million tonnes for the prior year. • Profit after tax of $203.2 million for the year compared to $77.3 million for the prior year, on revenues from operations of $526.3 million compared to $368.6 million for the prior year. • Average realised product price (FOB Port Latta) of $196.77 per tonne for the year compared to $158.33 for the prior year. C1 cash operating the year compared • Unit for Decrease largely due to: • Increase in concentrate production • Decrease in energy prices costs of $99.77 per for tonne the prior year. to $114.26 • Cash and cash equivalents position of $183.4 million at the end of year compared to $142.1 million at the end of the prior year. Increase largely due to higher sales price on shipments and higher sales volume. Property Development Grange ROC Property completed construction and sales of all units in Lumley Park early in the year. Construction at Carter Toorak has been completed and the occupancy certificate attained in July 2020. To date, 3 of the 8 units have been sold (2 settled) and the focus is to sell the remaining units. Focus is also placed on selling the Brookville land with development approval achieved. In the Interim Financial Report for the half-year ended 30 June 2020, it was reported that due to the significant impact of the COVID-19 pandemic on the residential property market in Melbourne, the Joint Venture engaged an independent third party to conduct a valuation of the remaining unsold units in Carter Toorak and the Brookville land to reflect their recoverable values. These valuations indicated a decline in values relevant to the prior year. Although the outlook on the residential property market has improved, there remain considerable uncertainties in the current environment. As a result of the valuation, the Joint Venture have recognised an inventory provision of $2.6 million which the Company assesses to continue to be relevant. 24 25 The implementation of the new design is planned for Q4, 2021 with long lead items being procured. This redesign will improve the airflow and ensure ease of maintenance for the lifecycle of the furnace. Other projects at Port Latta include the changeout of the Bentonite Baghouse structure, structural repair works on plant infrastructure and the installation of a Sodium Hydroxide system that will enhance the performance of the scrubbers. Energy Alternatives The Tasmanian Government has established a Renewable Hydrogen Industry Development Funding program to support feasibility studies for large scale renewable hydrogen projects in the state. Grange was selected to undertake a study to explore the potential to use hydrogen for industrial heating at the pellet plant. This feasibility provides a great opportunity for Grange to examine the potential for alternate and renewable energy inputs. The study will be conducted through 2021. North Pit Underground Development Project The Exploration Decline and Bulk Sample Drive were completed in 2020. More than 2.4 kilometres of underground development and nearly 30,000 metres of diamond drill core has been collected and logged. This program has provided valuable information to support the pre-feasibility study. Designs and schedules are now being developed to assess different methods of mining. The underground study will be completed in the first half of 2021 and the results will feed into an overall enterprise optimisation to deliver an updated Life of Mine Plan. Port Latta Improvement Projects Significant investment has been made this year in process improvements at Port Latta. A complete plant shutdown was taken in November to allow the installation, commissioning and successful operation of a new Steel Pan Conveyor. This German-engineered conveyor system is 110-metres-long and carries the hot pellets from the furnaces out of the plant for stockpiling. It carries pellets more than 600 degrees Celsius and allows them to cool more slowly, improving their strength. The guideline for installation was approximately 70 days. It was planned to be undertaken in 1 month and the team completed the commissioning within 23 days through careful planning and well managed execution. The restoration of Furnace number four is well progressed. A revised design for the current furnace configuration has been developed and detailed engineering designs are in progress. Safety performance A focus on safety has been maintained across the business with over 1,380 days Lost Time Injury Free achieved. Covid-19 Business Response To date, the Company has had no material production impact due to COVID-19. The impact of the pandemic continues to be well managed across our operations. We remain ready to respond promptly and accordingly in the event of any required precautionary measures and reinstatement of government restrictions. The Company has rapidly adapted to a new mode of operation in order to ensure the health, safety and wellbeing of our people through the course of the pandemic. Business continuity plans have been implemented and operations have instigated multiple layers of controls. These have centred around our 4 simple steps to Sanitise, Separate, Self-care and Support each other, including temperature checks onsite as we continue our operation and protect our people at work and at home. Key revenue metrics for the year ended 31 December 2020 and the preceding 2019 year were as follows: 2020 Iron Ore Pellet Sales (dmt - dry metric tonne) Iron Ore Concentrate Sales (dmt) Iron Ore Chip Sales (dmt) Total Iron Ore Product Sales (dmt) Average Realised Product Price (US$/t FOB Port Latta) Average Realised Exchange Rate (AUD:USD) Average Realised Product Price (A$/t FOB Port Latta) 2,376,029 - 113,611 2,489,640 136.85 0.6955 196.77 2019 2,096,673 122 95,291 2,192,086 109.95 0.6944 158.33 Total sales for the year ended 31 December 2020 was 2.49 million tonnes of high quality, low impurity iron ore products (2019: 2.19 million tonnes) and reflects sustained production from maintaining access to high grade ore. Please refer to Note 4 of the Financial Report for segment information for sales to different geographical markets. The sales from long term off take agreements with Jiangsu Shagang International Trade Co. Ltd represents 34.6% of total sales for 2020 (2019: 35.7%). The average iron ore product price received during the year was $196.77 per tonne of product sold (FOB Port Latta) (2019: $158.33 per tonne). Key operating metrics for the year ended 31 December 2020 and the preceding 2019 year were as follows: Total BCM Mined Total Ore BCM Concentrate Produced (t) Weight Recovery (%) Pellets Produced (t) Pellet Stockpile (t) “C1” Operating Cost (A$/t Product Produced)(1) 2020 15,567,158 1,384,744 2,531,759 46.1 2,348,274 119,966 99.77 2019 14,462,931 2,108,370 2,117,053 39.7 2,055,043 147,721 114.26 (1) Note: “C1” costs are the cash costs associated with producing iron ore products without allowance for mine development, deferred stripping and stockpile move- ments,and also excludes royalties, sustaining capital, depreciation and amortisation costs. High grade ore from the Main Ore Zone in North Pit has been delivered throughout the year. The operation has balanced the portion of the ore zone that has a higher level of serpentinite which hinders milling rates, with the high-grade magnetite rich ore. This has been blended to sustain production and yield high quality pellets. Concentrate production exceeded 2.5 million tonnes of concentrate which is a notable increase from the previous year of 2.1 million tonnes. The pre-stripping of waste material from Centre Pit was undertaken throughout 2020 in preparation for ore supply later in 2021. The environmental impact statement for the ultimate design has been prepared and the approval process is underway with review expected through the first quarter of 2021. 26 27 “Pullout qoute ea aut quaecum hil mi, vendi sum es as”. “Grange’s strategic focus is to generate shareholder value by safely producing high quality iron ore products...” Southdown Magnetite Project The Southdown Magnetite Project, situated 90km from the city of Albany in Western Australia, is a joint venture between Grange (70%) and SRT Australia Pty Ltd (SRTA) (30%). SRTA is jointly owned by Sojitz Corporation and Kobe Steel. This advanced project has 1.2 billion tonnes of high quality resource and has access to established infrastructure. Significant Changes in State of Affairs There was no significant change in the state of affairs of the Group that occurred during the year ended 31 December 2020. Commentary on the overall state of affairs of the Group is set out in the Operating and Financial Review. During 2020, the Project achieved a significant milestone in June as the Company was granted approval of the Southdown Magnetite Project (EPBC 2011/6053) under the Environment Protection and Biodiversity Conservation Act 1999. The Company is carrying out a strategic review of the project under the current strong market conditions. The process of seeking a strategic investor(s) for the project is ongoing. All tenements, permits and project assets continue to be maintained in good order. Budgeting and cost control over expenditure on this project continues to secure the investment. The Joint Venture Partners continue to monitor all ongoing project requirements. Financial Position Grange’s net assets increased during the year to $712.1 million (31 December 2019: $532.1 million). The key movements in net assets during the year are a result of the following: • A profit after tax of $203.2 million; • A final 2019 dividend payment of $11.6 million • An interim 2020 dividend payment of $11.6 million Statement of Cash Flows Net cash flows from operating activities Net cash inflows from operating activities for the year were $202.6 million (2019: inflows $55.7 million) and reflect higher iron ore product sales and an increase in unit operating costs. Net cash flows from investing activities Net cash outflows from investing activities for the period were $125.1 million (2019: outflows $104.5 million) and principally related to expenditures for mine properties and development $86.7 million and property, plant and equipment $41.1 million. Net cash flows from financing activities Net cash outflows from financing activities for the period were $26.9 million (2019 outflow: $14.7 million) and principally related to the payment of 2019 final dividend ($11.6 million) and 2020 interim dividend ($11.6 million). Matters Subsequent to the End of the Financial Year The Company performed a review of its investment in property development and concluded to exit the current joint venture arrangement and have reached an in principle agreement with its joint venture partner subsequent to the end of the financial year. As a result of the exit arrangements, the Company intends to forgive the outstanding loans owed by its joint venture partner and take full ownership of the remaining assets in the unsold units at Carter Toorak and the Brookville property. There were no other matters or circumstances arising since 31 December 2020 that has significantly affected, or may significantly affect: • the Group’s operations in future financial years; or • the results of those operations in future financial years; or • the Group’s state of affairs in future financial years. Likely Developments and Expected Results of Operations Grange’s strategic focus is to generate shareholder value by safely producing high quality iron ore products from its Savage River and Port Latta operations in Tasmania and continuing to assess the feasibility of a major iron ore development project at Southdown, near Albany in Western Australia. The Group’s current strategic priorities include: Savage River and Port Latta Operations • Optimising the Life of Mine Plan together with cost reduction strategies • Completing feasibility study into the ability to access the ore body in North Pit through underground development • Optimising the mine design for Centre Pit • Securing majority of sales through off take agreements • Broadening our customer base for the longer term to take advantage of market opportunities and to diversify geographic customer risk • Maintaining access to high grade ore by continuing to invest in mine development • Continuing to invest in process infrastructure • Continuing focus on improving productivity and implementing cost control projects 28 29 Southdown Project • Ensuring that all tenements, permits and project assets remain in good standing • Maintaining the currency of all the elements of the Definitive Feasibility Study • Continuing review and identifying the potential for alternative project development models • Continuing the search for new equity partners to take a strategic share of the Company’s interest in the Project Risk Management The Group continues to assess and manage various business risks that could impact the Group’s operating and financial performance and its ability to successfully deliver strategic priorities including: • Fluctuations in iron ore market and movements in foreign exchange rates • Volatility in the electricity and gas price and availability • Mitigate market demand risk through securing off-take agreements • Geotechnical risks including wall stability • Production risks and costs associated with aging infrastructure • Project evaluation and development • Health, safety and environment • Impacts of climate change on our business Risk mitigation strategies include the following: • Optimise timing of sales to the fluctuations in iron ore prices and demands from different markets • Flexible strategy to determine the volume to be secured through off-take agreements • Intense program of geotechnical wall monitoring, modelling and redesign work to mitigate potential stability issues • Continue disciplined and rigorous review process regarding budget development and cost control to ensure investment directed to highest priority areas while reducing overall operating costs • Hedging strategies for key energy exposures • A well developed tool kit to ensure projects are adequately planned and peer reviewed prior to commitment and execution • Outstanding safety record is supported by comprehensive safety system that enables management to develop a resilient safety culture and ensure our stewardship over the environment Environmental Regulation The mining and exploration tenements held by the Group contain environmental requirements and conditions that the Group must comply with in the course of normal operations. These conditions and regulations cover the management of the storage of hazardous materials and rehabilitation of mine sites. The Group is subject to significant environmental legislation and regulation in respect of its mining, processing and exploration activities as set out below: Savage River and Port Latta Operations The Group obtained approvals to operate in 1996 and 1997 under the Land Use Planning and Approvals Act (LUPA) and the Environmental Management and Pollution Control Act (EMPCA) as well as the Goldamere Act and Mineral Resources Development Act. The land use permit conditions for Savage River and Port Latta are contained in Environmental Protection Notices 248/2 and 302/2 respectively. The currently approved Environmental Management Plans were submitted for Savage River and Port Latta on 21 December 2010. The extension of the project’s life was approved by the Department of Tourism, Arts and the Environment on 12 March 2007 and together with the Goldamere Act and the Environmental Protection Notices, is the basis for the management of all environmental aspects of the mining leases. The Group has been relieved of any environmental obligation in relation to contamination, pollutants or pollution caused by operations prior to the date of the Goldamere Agreement (December 1996). During the financial year there were no breaches of licence conditions. Southdown Joint Venture The Southdown Joint Venture has not been responsible for any activities which would cause a breach of environmental legislation. Mount Windsor Joint Venture The Group is a junior partner (30%) in the Mt Windsor project in North Queensland which is now being rehabilitated for future lease relinquishment. An ongoing Transitional Environment Program has been entered into voluntarily to identify and remediate various sources of pollution on site. A comprehensive plan has been developed and instigated to manage the leases with relinquishment expected in 2045. During the financial year there were no breaches of licence conditions. National Greenhouse and Energy Reporting Act 2007 The National Greenhouse and Energy Reporting Act 2007 requires the Group to report its annual greenhouse gas emissions and energy use by 31 October each year. The Group has implemented systems and processes for the collection and calculation of the data required and has submitted its annual reports to the Greenhouse and Energy Data Officer by 31 October each year. Clean Energy Act 2011 and the Clean Energy Legislation (Carbon Tax Repeal) Act 2014 The Group has complied with its obligations under the Clean Energy Act, the Clean Energy Legislation (Carbon Tax Repeal) Act and related legislation by completing True-up requirements with regard to assistance received through the Jobs and Competitiveness Program for the emissions-intensive trade-exposed activities of Production of Iron Ore Pellets and Production of Magnetite Concentrate in the moderately emissions-intensive category. Climate Change Risk and Opportunities Physical Risks • Concentrated rainfall event causing flooding • Rising sea levels and reduced rainfall causing groundwater scarcity Risk related to transition to a low carbon economy • Policy and legal risks as a result of government regulation of carbon emissions,resulting in higher energy prices and other production costs or restricted energy availability. • Technology, market and reputation risk as a result of change in consumer expectations and demand for low carbon goods and services. The Group identifies and monitors these risks through the enterprise risk assessment process and continues to identify opportunities for improvement. The Group acknowledges that the world is moving to a low-carbon future. The steel market is already starting to value ‘green steel’ and while our pellets reduce emissions in the production of steels, the Group will continue to explore opportunities to reduce carbon emissions in its production processes. The Tasmanian Government has established a Renewable Hydrogen Industry Development Funding program to support feasibility studies for large scale renewable hydrogen projects in the state. Grange has been selected to undertake a study to explore the potential to use hydrogen for industrial heating at the pellet plant. This feasibility provides a great opportunity for Grange to examine the potential for alternate and renewable energy inputs. The study will be conducted through 2021. 30 31 Variable Remuneration – Short Term Incentive (“STI”) The objective of the STI is to link the achievement of the Company’s annual operational targets (usually reflected in the approved budgets) and an individual’s personal targets with the remuneration received by selected executive directors and senior employees responsible for meeting those targets. Payments are made as a cash incentive payable after the financial statements have been audited and released to the Australian Securities Exchange (“ASX”). 50% of the STI relates to the achievement of company performance goals and 50% relates to the attainment of agreed personal performance goals. (iii) Executive remuneration philosophy and framework It is the Company’s objective to provide maximum stakeholder benefit from the retention of a small high-quality executive team by remunerating Executive Directors and executives fairly and appropriately with reference to relevant market conditions. To assist in achieving this objective, the Board attempts to link the nature and amount of executives’ emoluments to the Company’s performance. The remuneration framework aims to ensure that remuneration practices are: • acceptable to shareholders, transparent and easily understood; • competitive and reasonable, enabling the company to attract and retain key talents who share the same values with Grange Resources; and • aligned to the Company’s strategic and business objectives and the creation of shareholder value. Using external remuneration sector comparative data, the Group has structured an executive remuneration framework that is market competitive and complementary to the reward strategy of the organisation. The framework is reviewed regularly along with the remuneration strategy review. The framework provides a mix of fixed and variable pay, and a blend of short and long term incentives detailed as follows: Fixed Remuneration Fixed remuneration is reviewed annually by the Remuneration and Nomination Committee. The process consists of a review of Group and individual performance, relevant comparative remuneration externally and internally and, where appropriate, external advice on policies and practices. Executives are given the opportunity to receive their fixed (primary) remuneration in a variety of forms including cash and fringe benefits. It is intended that the manner of payment chosen is optimal for the recipient without creating any undue cost for the Group. There are no guaranteed fixed pay increases included in any executives’ contracts. Meetings of Directors The numbers of meetings of the Company’s Board of Directors and of each Board Committee held during the year ended 31 December 2020, and the numbers of meetings attended by each Director were: Name M Li Y Jia D Tenardi H Zhao M Dontschuk D Woodall Directors’ meetings Meetings of Committees Audit Remuneration A 6 6 3 6 6 6 B 6 6 3 6 6 6 A 7 - 2 - 7 4 B 7 - 3 - 7 4 A 5 5 2 - - 3 B 5 5 2 - - 3 A=Number of meetings attended, B=Number of meetings held during the time the Director held office or was a member of the committee during the year ended 31 December 2020 Interests in the Shares, Rights and Options of the Company The relevant interest of each Director in the share capital and options of the Company as at the date of this report is: Director M Li Y Jia(1) D Tenardi M Dontschuk D Woodall H Zhao(2) Number of Fully Paid Ordinary Shares Rights Options 13,507 - - 13,000 - 1,287,702 - - - - - - - - - - - - (1) Y Jia is an employee of Jiangsu Shagang International Trade Co. Ltd which is a subsidiary of the Jiangsu Shagang Group, ultimate shareholder of Shagang International Holdings Limited. Shagang International Holdings Limited and its affiliates hold 554,762,656 ordinary fully paid shares in the Company as at the date of this report. (2) H Zhao is a former Director on the Board of the Jiangsu Shagang Group, ultimate shareholder of Shagang International Holdings Limited. Shagang International Holdings Limited and its affiliates hold 554,762,656 ordinary fully paid shares in the Company as at the date of this report. Remuneration Report This remuneration report sets out remuneration information for Non- executive Directors, Executive Directors and other key management personnel of the Group and the company. (i) Key management personnel disclosed in this report Non-executive directors Michelle Li Yan Jia Daniel Tenardi – resigned 27 May 2020 Michael Dontschuk David Woodall Executive directors Honglin Zhao Position Executive Director Chief Executive Officer Other key management personnel Steven Phan Ben Maynard Position Chief Financial Officer General Manager Operations (ii) Remuneration governance The Board has an established Remuneration and Nomination Committee to assist in overseeing the development of policies and practices which enable the Company to attract and retain capable Directors and employees, reward employees fairly and responsibly and meet the Board’s oversight responsibilities in relation to corporate governance practices. The Remuneration and Nomination Committee is composed of Ms Yan Jia (Non-executive Deputy Chairperson and Committee Chairperson), Dr Michelle Li (Chairperson) and Mr David Woodall (Non-executive director). The responsibilities and functions for the Remuneration and Nomination Committee include reviewing and making recommendations on the following: • Equity based executive and employee incentive plans; • Recruitment, performance succession measurement and termination policies and procedures for Non- executive Directors, Executive Directors and Key Management Personnel; retention, planning, • The remuneration of the Chief Executive Officer; Chief Financial Officer; and General Manager Operations; • Periodically assessing the skills required by the Board; • Recommend processes to evaluate the performance of the Board, its Committees and individual Directors; and • Reviewing governance arrangements pertaining to remuneration matters. The Charter is reviewed annually, and remuneration strategies are reviewed regularly. 32 33 “Pullout qoute ea aut quaecum hil mi, vendi sum es as”. “We recognise that our people are our most valuable asset. We have a committed workforce with strong skills and experience base.” Variable Remuneration - Long Term Incentive (“LTI”) a) Deferred Cash The Board determined that it was appropriate to simplify the Company LTI plan and introduce a 3 year deferred cash incentive scheme with immediate effect from 1 January 2019. The objective of this deferred cash scheme is to reward selected executive directors and senior employees with a cash payment which is linked to the Company satisfying performance hurdles and subject to ongoing employment with Grange. The deferred cash component is determined by measuring the Company’s progress made on: • Development of mineral assets (weighting 35%) • Mine development (weighting 20%) • Downstream process improvement (weighting 15%) • Financial returns (weighting 20%) • Safety and sustainability (weighting 10%) The deferred cash component is determined based on the Company’s performance for the year ended 31 December, with 33.3% payable on 31 December the first following year, 33.3% payable on 31 December the second following year, and the balance payable on the following 31 December (i.e. 3 years after the relevant calculation date). Payment of deferred cash is subject to continuing employment with Grange at the scheduled date of the payment. b) Rights to Grange Shares The objective for the issue of Rights under the LTI program was replaced with Deferred Cash from 1 January 2014. The Company did not issue any Rights to employees in the 12 months ended 31 December 2020. (iv) Relationship between remuneration and Grange Resources performance The table below shows key performance indicators of Company performance over the past five years. Revenue from operations Net profit/(loss) after tax Basic earnings per share Dividend payments Share price (last trade day of financial year) $ million $ million Cents $ million Cents 2016 276.3 92.9 8.03 11.6 14.0 2017 247.9 60.71 5.25 11.6 21.5 2018 368.2 112.94 9.79 23.1 20.0 2019 368.6 77.3 6.71 23.1 25.0 2020 526.3 203.19 17.64 23.1 29.5 (v) Non-executive director remuneration policy The following annual fees (inclusive of superannuation) have applied: reflect to Non-executive Directors Fees and payments the responsibilities and demands made on them. Non-executive Directors’ fees and payments are reviewed periodically by the Board. The Board also considers comparative market data and if required the advice of independent remuneration consultants to ensure Non-executive Directors’ fees and payments are appropriate and in line with the market. The Chairperson’s fees are determined independently to the fees of Non-executive Directors based on comparative roles in the external market. The current remuneration was last reviewed with effect from 1 November 2014. The Chairperson’s remuneration is inclusive of committee fees while other Non-executive Directors who chair a Committee receive additional yearly fees. The Deputy Chairperson is also entitled to receive an additional yearly fee. Non-executive Directors’ fees are determined within an aggregate Directors’ fee pool limit, which is periodically reviewed for adequacy. Any increase to the aggregate Directors’ fee pool is submitted to shareholders for approval. The maximum currently stands at $800,000 per annum and was approved by shareholders at the Annual General Meeting on 26 November 2010. Non-executive Directors do not receive performance-based pay. Board of Directors Chairperson (1) Deputy Chairperson Non-executive Director Audit and Risk Committee Chairperson Committee Member $170,000 $92,000 $81,000 $15,750 $10,500 Remuneration and Nomination Committee Chairperson Committee Member (1) The Chairperson is not paid any additional amounts for Committee membership. $15,750 $7,500 34 35 vi) Details of remuneration Details of the remuneration of the key management personnel of the Group are set out in the following tables. Table 1: Remuneration for the year ended 31 December 2020 Short-term employee benefits Post employment benefits Long-term benefits Long term incentive (LTI) Super- annuation Long service leave Termination benefits Earned Rights $ $ $ $ Salary & fees $ 155,256 104,313 40,820 88,356 83,563 472,308 Non- monetary benefits Short term incentive (STI) $ $ - - - - - - - - - - - - $ 14,748 - 3,875 8,400 7,942 34,965 526,656 93,012 115,337 50,029 30,626 340,427 378,453 - - 67,098 74,593 32,340 35,953 10,286 15,359 1,245,536 93,012 257,028 118,322 56,271 TOTAL 1,717,844 93,012 257,028 153,287 56,271 (1) Mr Tenardi resigned on 27 May, 2020 Table 2: Remuneration for the year ended 31 December 2019 Short-term employee benefits Post employment benefits Long-term benefits Long term incentive (LTI) Super- annuation Long service leave Termination benefits Earned (1) Rights $ $ $ $ Salary & fees $ 155,255 99,503 97,946 88,357 61,649 502,710 Non- monetary benefits Short term incentive (STI) $ $ - - - - - - - - - - - - $ 14,748 - 9,303 8,397 5,859 38,307 Non-Executive Directors M Li Y Jia D Tenardi(1) M Dontschuk D Woodall Sub-total Non-Executive Directors Executive Directors H Zhao Key Management Personnel S Phan B Maynard Sub-total Key Management Personnel Non-Executive Directors M Li Y Jia D Tenardi(1) M Dontschuk D Woodall Sub-total Non-Executive Directors Executive Directors H Zhao Key Management Personnel S Phan B Maynard Sub-total Key Management Personnel - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 72,152 37,567 42,032 151,751 151,751 - - - - - - - - - - - - - - - - - 66,944 35,467 39,514 141,925 141,925 511,813 156,967 99,268 48,624 27,773 330,829 375,204 - - 60,683 68,822 31,427 35,644 11,445 16,643 1,217,846 156,967 228,773 115,695 55,861 TOTAL 1,720,556 156,967 228,773 154,002 55,861 (1) Based on an earned basis. In 2019, STI and LTI were reported on a cash basis 36 Table 3: Relative proportions linked to performance The relative proportions of remuneration that are linked to performance and those that are fixed are as follows: Long term incentive a) Deferred Cash Total $ 170,004 104,313 44,695 96,756 91,505 507,273 887,812 487,718 546,390 1,921,920 2,429,193 Total $ 170,003 99,503 107,249 96,754 67,508 541,017 911,389 469,851 535,827 1,917,067 2,458,084 - - - - - - - - - - - - - - - - - - - - - - Fixed Remuneration At Risk - STI At Risk - LTI Dec- 20 Dec- 19 Dec- 20 Dec- 19 Dec- 20 Dec- 19 Name Executive Directors H Zhao 79% 82% 13% 11% 8% 7% Key Management Personnel S Phan B Maynard 79% 80% 14% 13% 79% 80% 14% 13% 8% 8% 8% 7% Based on an earned basis. In 2019, STI and LTI were reported on a cash basis. (vii) Service agreements On appointment to the Board, all Non-executive Directors sign a letter of appointment with the Company. The document details the term of appointment, the role, duties and obligations of the Directors as well as the likely time commitment and performance expectations and review arrangements and circumstances relating to the vacation of office. In addition, it also summarises the major Board policies and terms, including compensation, relevant to the office of Director. Remuneration and other terms of employment for the executives are formalised in service agreements. Each of the agreements provides for the provision of fixed pay, performance related variable remuneration and other benefits. The agreements with executives are ongoing and provide for termination of employment at any time by giving three months’ notice or by the Company paying an amount equivalent to three months remuneration in lieu of notice. (viii) Details of STI and LTI (including share-based payment) held by key management personnel Short term incentive For each short term incentive benefit, the percentage of the available bonus to be awarded will be paid early in the year subsequent to the year of assessment. At the date of this report, the recommendation for the 2020 STI pro- gram had been proposed and yet to be approved: 2020 STI Program Proposed Amount Maximum possible incentive award Name Executive Directors H Zhao $138,404 83% $115,337(1) Key Management Personnel S Phan B Maynard (1) Inclusive of superannuation. $80,518 $89,512 83% 83% $ 67,098(1) $ 74,593(1) At the date of this report, the performance for the 2020 LTI program had been proposed and yet to be approved. 2020 LTI Program Proposed Amount Maximum possible incentive award Name Executive Directors H Zhao $103,803 83% $86,503(1) Key Management Personnel S Phan B Maynard (1) Inclusive of superannuation. $53,678 $59,674 83% 83% $ 67,098(1) $ 74,593(1) b) Rights to Grange Shares The Board will review regularly and reserves the right to vary from time to time the appropriate hurdles and vesting periods for Rights to Grange shares. The objective for the issue of Rights under the LTI program is to reward selected senior employees in a manner that aligns this element of their remuneration package with the creation of long term shareholder wealth while at the same time securing the employee’s tenure with the Company over the longer term. The LTI grants Rights to the Com- pany’s shares to selected senior employees. There were no Rights to Grange shares issued to directors or senior employees in the years 2020 and 2019. 37 Share holdings The number of shares in the Company held during the period by each Director of Grange Resources Limited and other key management personnel of the Group, including their personally related parties, are set out below: 31 December 2020 Balance 1 January 2020 On vesting of rights On market purchases On market disposals Other Directors of Grange Resources Limited M Li M Dontschuk H Zhao Key Management Personnel B Maynard 31 December 2019 13,507 13,000 - 68,122 - - - - - - 1,287,702 - - - - - Balance 1 January 2019 On vesting of rights On market purchases On market disposals Other Directors of Grange Resources Limited M Li M Dontschuk Key Management Personnel B Maynard 13,507 41,500 68,122 - - - - - - - 28,500 - Balance 31 December 2020 13,507 13,000 1,287,702 68,122 Balance 31 December 2019 13,507 13,000 68,122 - - - - - - - (ix) Loans to key management personnel There were no loans to key management personnel during the year (December 2019: Nil). (x) Other transactions with Directors and key management personnel A director, Mr Honglin Zhao, is a former director of Jiangsu Shagang Group (Shagang) to which sales of iron ore products are made under long-term off-take agreements. As at 26th February 2021, Shagang holds 47.93% (28 February 2020: 47.93%) of the issued ordinary shares of Grange. Transactions between Shagang and Grange must be approved by non-associated shareholders of Shagang or approved by the Grange independent directors. A director, Ms Yan Jia, is an employee of Shagang International Trade Co. Ltd., which is a wholly owned subsidiary of Jiangsu Shagang Group (Shagang) to which sales of iron ore products are made under long- term off-take agreements. Transactions between Shagang and Grange must be approved by non-associated shareholders of Shagang, or approved by the Grange independent directors. Aggregate amounts of each of the above types of other transactions: Sales of iron ore products Pellets 2020 $ 2019 $ 182,146,622 131,598,839 The following balances are outstanding at the end of the reporting period in relation to the above transactions: Trade receivables (sales of iron ore products) $ 2020 2019 $ Pellets Other 32,350,066 2,869,107 (10,187) 2,062 32,339,879 2,871,169 Insurance of Officers During the financial period, the Company has paid premiums in respect of Directors’ and Officers’ Liability Insurance and Company Reimbursement policies, which cover all Directors and Officers of the Group to the extent permitted under the Corporations Act 2001. The policy conditions preclude the Group from any detailed disclosures. It is the Group’s policy to employ PwC on assignments additional to their statutory audit duties where PwC’s expertise and experience with the Group are important. These assignments are principally tax consulting and advice or where PwC is awarded assignments on a competitive basis. It is the Group’s policy to seek competitive tenders on all major consulting assignments. Group policy also requires the Chairperson of the Audit and Risk Committee to approve all individual assignments performed by PwC with total fees greater than $10,000. Auditor’s independence declaration A copy of the auditor’s independence declaration as required under section 307C of the Corporations Act 2001 is set out on page 40. Rounding of amounts The Company is of a kind referred to in ASIC Legislative Instrument 2016/191, issued by the Australian Securities and Investments Commission, relating to the “rounding off” of amounts in the Directors’ Report. Amounts in the Directors’ Report have been rounded off in accordance with the instrument to the nearest thousand dollars, or in certain cases, to the nearest dollar. Auditor PwC continues in office in accordance with section 327 of the Corporations Act 2001. The report is made in accordance with a resolution of Directors. Michelle Li Chairperson of the Board of Directors Perth, Western Australia 26 February 2021 Proceedings on behalf of the Company No person has applied to the Court under section 237 of the Corporations Act 2001 for leave to bring proceedings on behalf of the company, or to intervene in any proceedings to which the company is a party, for the purpose of taking responsibility on behalf of the company for all or part of those proceedings. No proceedings have been brought or intervened in on behalf of the company with leave of the Court under section 237 of the Corporations Act 2001. Indemnity of Auditors The Company has entered into an agreement to indemnify its auditor, PwC, against any claims or liabilities (including legal costs) asserted by third parties arising out of their services as auditor of the Company, where the liabilities arise as a direct result of the Company’s breach of its obligations to the Auditors, unless prohibited by the Corporations Act 2001. Audit and Non-audit Services The Board of Directors has considered the position and, in accordance with advice received from the Company’s Audit and Risk Committee, is satisfied that the provision of non-audit services is compatible with the general standard of independence for auditors imposed by the Corporations Act 2001. The Directors are satisfied that the provision of non-audit services by the auditor, as set out below, did not compromise the auditor independence requirements of the Corporations Act 2001 for the following reasons: • • all non-audit services have been reviewed by the Audit and Risk Committee to ensure they do not impact the impartiality and objectivity of the auditor; and none of the services undermine the general principles relating to auditor independence as set out in APES 110 Code of Ethics for Professional Accountants. During the year the following fees were paid or payable for services provided by the auditor of the parent entity, its related practices and non-related audit firms: 2020 $’000 2019 $’000 Assurance services PwC - Australia Audit and review of financial reports Other assurance services Network firms of PwC Australia Total assurance services Non-assurance services PwC - Australia Taxation compliance services Total remuneration paid 325 26 18 369 1 370 302 43 20 365 5 370 38 39 Auditor’s Independence Declaration As lead auditor for the audit of Grange Resources Limited for the year ended 31 December 2020, I declare that to the best of my knowledge and belief, there have been: (a) no contraventions of the auditor independence requirements of the Corporations Act 2001 in relation to the audit; and (b) no contraventions of any applicable code of professional conduct in relation to the audit. This declaration is in respect of Grange Resources Limited and the entities it controlled during the period. Amanda Campbell Partner PricewaterhouseCoopers Melbourne 26 February 2021 PricewaterhouseCoopers, ABN 52 780 433 757 2 Riverside Quay, SOUTHBANK VIC 3006, GPO Box 1331, MELBOURNE VIC 3001 T: 61 3 8603 1000, F: 61 3 8603 1999, www.pwc.com.au Liability limited by a scheme approved under Professional Standards Legislation. 40 41 STATEMENT OF COMPREHENSIVE INCOME FOR THE YEAR ENDED 31 DECEMBER 2020 STATEMENT OF FINANCIAL POSITION AS AT 31 DECEMBER 2020 Consolidated Revenues from operations Cost of sales Gross profit from operations Administration expenses Operating profit before other income Exploration and evaluation expenditure Other income Operating profit before finance costs Finance income Finance expenses Profit before tax Income tax expense Profit for the year NOTES 4, 5 6 7 8 9 9 10 2020 $’000 526,324 (295,506) 230,818 (5,218) 225,600 (1,414) 386 224,572 5,344 (21,037) 208,879 (5,693) 203,186 2019 $’000 368,601 (286,072) 82,529 (5,949) 76,580 (1,235) 174 75,519 7,991 (1,884) 81,626 (4,292) 77,334 Total comprehensive income for the year 203,186 77,334 Total comprehensive income/(loss) for the period attributable to: - Equity holders of Grange Resources Limited - Non Controlling Interests Earnings per share for profit attributable to the ordinary equity holders of Grange Resources Limited Basic earnings per share (cents per share) Diluted earnings per share (cents per share) 34 34 204,179 (993) 203,186 17.64 17.64 77,661 (327) 77,334 6.71 6.71 The above statement of comprehensive income should be read in conjunction with the accompanying notes Consolidated ASSETS Current Assets Cash and cash equivalents Trade and other receivables Inventories Other financial assets Total current assets Non-current assets Receivables Property, plant and equipment Right of Use Assets Mine properties and development Deferred tax assets Total non-current assets Total assets LIABILITIES Current liabilities Lease liability Trade and other payables Borrowings Provisions Other financial liabilities Total current liabilities Non-current liabilities Lease liability Provisions Other financial liabilities Total non-current liabilities Total liabilities Net assets EQUITY Contributed equity Retained earnings Capital and reserves attributable to owners of Grange Resources Limited Non-Controlling Interests Total equity NOTES 2, 11 12 13 2 14 15 16 17 18 16 2, 19 2, 20 21 2 16 22 2 23 24 26 2020 $’000 183,385 94,469 123,010 19,539 420,403 8,484 113,994 2,311 269,297 59,291 453,377 873,780 1,109 39,879 14,044 24,584 3,890 83,506 1,299 72,616 4,268 78,183 161,689 712,091 331,513 381,747 713,260 (1,169) 712,091 2019 $’000 142,143 58,809 119,801 19,783 340,536 8,470 97,756 2,883 206,321 32,855 348,285 688,821 839 51,258 16,755 22,854 944 92,650 2,084 62,034 - 64,118 156,768 532,053 331,513 200,716 532,229 (176) 532,053 42 43 The above statement of financial position should be read in conjunction with the accompanying notes STATEMENT OF CHANGES IN EQUITY FOR THE YEAR ENDED 31 DECEMBER 2020 STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 31 DECEMBER 2020 Balance at 1 January 2020 Profit for the period attributable to owners of Grange Resources Limited Loss attributable to non-controlling interests Total comprehensive profit/(loss) for the year Transactions with owners in their capacity as owners Dividends paid Balance at 31 December 2020 Balance at 1 January 2019 Change in Accounting Policy Restated Opening Equity at 1 January 2019 Profit for the period attributable to owners of Grange Resources Limited Loss attributable to non-controlling interests Total comprehensive profit/(loss) for the year Transactions with owners in their capacity as owners Dividends paid Non-controlling interest Contributed equity NOTES Contributed equity $’000 331,513 - - - - 331,513 331,513 - 331,513 - - - - - - 25 25 26 Non- Controlling Interests $’000 (176) - (993) (993) Retained earnings $’000 200,716 204,179 - 204,179 TOTAL $’000 532,053 204,179 (993) 203,186 - (1,169) (23,148) 381,747 (23,148) 712,091 74 - 74 - (327) (327) - 77 77 146,243 (40) 146,203 77,661 - 77,661 477,830 (40) 477,790 77,661 (327) 77,334 (23,148) (23,148) - (23,148) 200,716 77 (23,071) 532,053 Balance at 31 December 2019 331,513 (176) The above statements of changes in equity should be read in conjunction with the accompanying notes Consolidated Cash flows from operating activities Receipts from customers and other debtors (inclusive of goods and services tax) Payments to suppliers and employees (inclusive of goods and services tax) Interest received Interest paid Income taxes paid Net cash inflow from operating activities Cash flows from investing activities Proceeds from sale of property, plant and equipment Payments for property, plant and equipment Payments for mine properties and development Proceeds / (payments) from loan receivable Proceeds from managed funds Payments to managed funds Payments for term deposits Net cash outflow from investing activities Cash flows from financing activities Proceeds/(Repayment) of borrowings Dividends paid to shareholders Lease Payments Contributed equity - non-controlling interests Net cash outflow from financing activities Net increase in cash and cash equivalents Cash and cash equivalents at beginning of the year Net foreign exchange differences Cash and cash equivalents at end of the year NOTES $’000 $’000 478,540 (234,585) 243,955 5,408 (327) (46,468) 202,568 21 (41,092) (86,652) 2,626 - - (23) 359,299 (276,845) 82,454 7,405 (38) (34,085) 55,736 - (42,214) (50,974) (10,930) 10,163 (10,000) (537) (125,120) (104,492) (2,711) (23,148) (1,027) - (26,886) 50,562 142,143 (9,320) 183,385 8,865 (23,148) (446) 77 (14,652) (63,408) 204,497 1,054 142,143 33 15 17 25 11 The above statement of cash flows should be read in conjunction with accompanying notes. 44 45 NOTE 1. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES The principal accounting policies adopted in the preparation of the consolidated financial statements are set out below. These policies have been consistently applied for all the periods presented, unless otherwise stated. The financial statements are for the consolidated entity consisting of Grange Resources Limited and its subsidiaries. (a) Basis of preparation This general purpose financial report has been prepared in accordance with Australian Accounting Standards and Interpretations issued by the Australian Accounting Standards Board and the Corporations Act 2001. Grange Resources Limited is a for-profit entity for the purpose of preparing the financial statements. Compliance with IFRS The consolidated financial statements of the Grange Resources Limited group also comply with International Financial Reporting Standards (IFRS) as issued by the International Accounting Standards Board (IASB). Historical cost convention These financial statements have been prepared under the historical costs convention, except for certain assets which, as noted, are at fair value. New and amended standards adopted by the group The group has applied the following standards and amendments for the first time for their annual reporting period commencing 1 January 2020: • AASB 2018-7 Amendments to Australian Accounting Standards – Definition of Material [AASB101 and AASB 108] • AASB 2018-6 Amendments to Australian Accounting Standards – Definition of a Business [AASB3] • AASB 2019-3 Amendments to Australian Accounting Standards – Interest Rate Benchmark Reform [AASB 9, AASB 139 and AASB 7] • AASB 2019-5 Amendments to Australian Accounting Standards – Disclosure of the Effect of New IFRS Standards Not Yet issued in Australia [AASB 1054] • Conceptual Framework for Financial Reporting and AASB 2019-1 Amendments to Australian Accounting Standards – References to the Conceptual Framework. The amendments listed above did not have any impact on the amounts recognised in prior periods and are not expected to significantly affect the current or future periods. New standards and interpretations not yet adopted Certain new accounting standards and interpretations have been published that are not mandatory for 31 December 2020 reporting periods and have not been early adopted by the group. These standards are not expected to have a material impact on the entity in the current or future reporting periods and on foreseeable future transactions. Comparative figures Where necessary, comparative figures have been adjusted to conform to changes in the presentation in the current period. Critical accounting estimates The preparation of financial statements requires the use of certain critical accounting estimates. It also requires management to exercise its judgement in the process of applying the Group’s accounting policies. The areas involving a higher degree of judgement or complexity, or areas where assumptions and estimates are significant to the financial statements, are disclosed in Note 3. (b) Principles of consolidation (i) Subsidiaries The consolidated financial statements incorporate the assets and liabilities of all subsidiaries of Grange Resources Limited as at 31 December 2020 and the results of all subsidiaries for the year then ended. Grange Resources Limited and its subsidiaries together are referred to in this financial report as the Group or the consolidated entity. Subsidiaries are those entities over which the Group has control. The Group controls an entity when the Group is exposed to, or has rights to, variable returns from its involvement with the entity and has the ability to affect those returns through its power to direct the activities of the entity. Subsidiaries are fully consolidated from the date on which control is transferred to the Group. They are de-consolidated from the date that control ceases. Details of subsidiaries are set out in note 31. The acquisition method of accounting is used to account for business combinations by the Group (refer to note 1(e)). Intercompany transactions, balances and unrealised gains on transactions between Group companies are eliminated. Unrealised losses are also eliminated unless the transaction provides evidence of the impairment of the asset transferred. Accounting policies of subsidiaries have been changed where necessary to ensure consistency with the policies adopted by the Group. (ii) Joint arrangements Joint operations The Group recognises its direct right to the assets, liabilities, revenues and expenses of joint operations and its share of any jointly held or incurred assets, liabilities, revenues and expenses. These have been incorporated in the financial statements under the appropriate headings. Details of the joint operations are set out in note 32. (c) Segment reporting Operating segments are reported in a manner consistent with the internal reporting provided to the chief operating decision maker. The chief operating decision maker, who is responsible for allocating resources and assessing performance of the operating segments, has been identified as the Chief Executive Officer. Refer to note 4 for further information on segment descriptions. (d) Foreign currency translation (i) Functional and presentation currency Items included in the financial statements of each of the Group’s entities are measured using the currency of the primary economic environment in which the entity operates (‘the functional currency’). The consolidated financial statements are presented in Australian dollars, which is Grange Resources Limited’s functional and presentation currency. (ii) Transactions and balances All foreign currency transactions during the financial period are translated into the functional currency using the exchange rate prevailing at the dates of the transactions. Foreign exchange gains and losses resulting from the settlement of such transactions and from the translation at period end exchange rates of monetary assets and liabilities denominated in foreign currencies are recognised in the profit and loss, except when they are deferred in equity as qualifying cash flow hedges and qualifying net investment hedges or are attributable to part of the net investment in a foreign operation. Non-monetary items that are measured in terms of historical cost in foreign currency are translated using the exchange rate as at the date of the initial transaction. Non-monetary items measured at fair value in a foreign currency are translated using the exchange rates at the date when the fair value was determined. (iii) Group companies The results and financial position of all the Group entities (none of which has the currency of a hyperinflationary economy) that have a functional currency different from the presentation currency are translated into the presentation currency as follows: • assets and liabilities for each balance sheet presented are translated at the closing rate at the date of that balance sheet, • income and expenses for each income statement are translated at average exchange rates (unless this is not a reasonable approximation of the cumulative effect of the rates prevailing on the transaction dates, in which case income and expenses are translated at the dates of the transactions), and • all resulting exchange differences are recognised in other comprehensive income. On consolidation, exchange differences arising from the translation of any net investment in foreign entities, and of borrowings and other financial instruments designated as hedges of such investments, are recognised in other comprehensive income. When a foreign operation is sold or any borrowings forming part of the net investment are repaid, a proportionate share of such exchange differences are reclassified to the income statement, as part of the gain or loss on sale where applicable. Goodwill and fair value adjustments arising on the acquisition of a foreign entity are treated as assets and liabilities of the foreign entities and translated at the closing rate. (e) Business combinations The acquisition method of accounting is used to account for all business combinations, regardless of whether equity instruments or other assets are acquired. The consideration transferred for the acquisition of a subsidiary comprises the • fair values of the assets transferred • liabilities incurred to the former owners of the acquired business • equity interests issued by the Group • fair value of any asset or liability resulting from a contingent consideration arrangement, and • fair value of any pre-existing equity interest in the subsidiary. Identifiable assets acquired, and liabilities and contingent liabilities assumed in a business combination are, with limited exceptions, measured initially at their fair values at the acquisition date. The Group recognises any non-controlling interest in the acquired entity on an acquisition-by-acquisition basis either at fair value or at the non- controlling interest’s proportionate share of the acquired entity’s net identifiable assets. Acquisition-related costs are expensed as incurred. The excess of the • consideration transferred, • amount of any non-controlling interest in the acquired entity, and • acquisition-date fair value of any previous equity interest in the acquired entity over the fair value of the net identifiable assets acquired is recorded as goodwill. If those amounts are less than the fair value of the net identifiable assets of the subsidiary acquired, the difference is recognised directly in profit or loss as a bargain purchase. Where settlement of any part of cash consideration is deferred, the amounts payable in the future are discounted to their present value as at the date of exchange. The discount rate used is the entity’s incremental borrowing rate, being the rate at which a similar borrowing could be obtained from an independent financier under comparable terms and conditions. Contingent consideration is classified either as equity or a financial liability. Amounts classified as a financial liability are subsequently remeasured to fair value with changes in fair value recognised in profit or loss. If the business combination is achieved in stages, the acquisition date carrying value of the acquirer’s previously held equity interest in the acquire is remeasured to fair value at the acquisition date. Any gains or losses arising from such remeasurement are recognised in profit or loss. 46 47 NOTE 1. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (CONTINUED) (f) Revenue recognition Revenue is recognised for the major business transactions as follows: Sale of ore and the related freight revenue Sales revenue is recognised on individual sales when control transfers to the customer. In most instances, control passes and sales revenue is recognised when the product is delivered to the vessel on which it will be transported. There may be circumstances when judgment is required when recognising revenue based on the five-step model below: Identify the contract(s) with a customer Identify the performance obligations in the contact i. ii. iii. Determine the transaction price iv. Allocate the transactions price to the performance of obligations v. in the contract. Recognise revenue when (or as) the entity satisfies the performance obligation. The Group sells a portion of its product on Cost and Freight (CFR). This means that the Group is responsible for providing shipping services. Using the 5-step model above, the Group has determined that freight services is a separate performance obligation. Therefore, the revenue for shipping services is recognised as the Group satisfies the performance obligation over time rather than at point when product is transferred to the vessel on which the product will be shipped. Typically, the Group has a right to payment at the point that control of the goods passes including a right, where applicable, to payment for provisionally priced products and unperformed freight services. Cash received before control passes is recognised as a contract liability. The amount of consideration does not contain a significant financing component as payment terms are less than one year. Interest revenue Interest revenue is recognised on a time proportion basis using the effective interest method. Sale of apartments Revenue is recognised when control of a good or service transfers to a customer therefore the notion of control replaces the existing notion of risks and rewards. In most instances, control passes, and sales revenue is recognised when legal title of the property is transferred to the buyer. There may be circumstances when judgment is required based on the five indicators of control below: i. ii. The buyer has the significant risks and rewards of ownership and has the ability to direct the use of, and obtain substantially all of the remaining benefits from the good or service; The buyer has a present obligation to pay in accordance with the terms of the sales contract. For property disposed of, this is generally on transfer of legal title, at which time settlement of the remaining contract price occurs; iii. The buyer has accepted the asset; iv. The buyer has legal title to the asset; and v. The buyer has physical possession of the asset AASB 15 requires the Group to identify deliverables in contracts with customers that qualify as ‘performance obligations’. The transaction price receivable from customers must be allocated between the Group’s performance obligations under the contracts on a relative stand-alone selling price basis. Revenue will be recognised at a point in time when the performance obligations are met. Distribution Income Distribution income from short term managed funds is recognised when the right to receive the income has been established. (g) Government Grants Government grants are recognised at their fair value when there is reasonable assurance that the grant will be received, and all attaching conditions will be complied with. When the grant relates to an expense item, it is recognised as income over the periods necessary to match the grant on a systematic basis to the costs that it is intended to compensate. When the grant relates to an asset, the fair value is credited to a deferred income account and is released to the income statement over the expected useful life of the relevant asset by equal annual instalments. (h) Leases i. The group’s leasing activities and how these are accounted for The group leases office spaces, mobile radars, forklifts, and motor vehicles with lease terms between 3 to 8 years but may have extension options as described below. Lease terms are negotiated on an individual basis and contain a wide range of different terms and conditions. Leases are recognised as a right-of-use asset and a corresponding liability at the date at which the leased asset is available for use by the Group. Each lease payment is allocated between the liability and finance cost. The finance cost is charged to profit or loss over the lease period as to produce a constant periodic rate of interest on the remaining balance of the liability for each period – refer to Note 9. The right of use asset is depreciated over the shorter of the asset’s useful life and the lease term on a straight-line basis. Assets and liabilities arising from a lease are initially measured on a present value basis. Lease payments included in the measure of the lease liability comprise: • fixed payments less any lease incentives • variable lease payments that are based on an index or rate • amounts expected to be payable under residual value guarantees • purchase option exercise price where lessee is reasonably certain to exercise • lease payments in an optional renewal period if the Group is reasonably certain to exercise an extension option • penalties for termination of lease. The lease payments are discounted using the interest rate implicit in the lease. If that rate cannot be readily determined, the lessee’s incremental borrowing rate is used, being the rate that the lessee would have to pay to borrow the funds necessary to obtain an asset of a similar value in a similar economic environmental with similar terms and conditions. The Group presents lease liabilities in the statement of financial position (note 16). (k) Inventories Raw materials and stores, ore stockpiles, work in progress and finished goods are stated at the lower of cost and net realisable value. Cost is determined primarily on the basis of weighted average costs and comprises of the cost of direct materials and the costs of production which include: • labour costs, materials and contractor expenses which are directly attributable to the extraction and processing of ore; • depreciation of property, plant and equipment used in the extraction and processing of ore; and • production overheads directly attributable to the extraction and processing of ore. Stockpiles represent ore that has been extracted and is available for further processing. If there is significant uncertainty as to when the stockpiled ore will be processed it is expensed as incurred. Where the future processing of the ore can be predicted with confidence because it exceeds the mine’s cut-off grade, it is valued at the lower of cost and net realisable value. Work in progress inventory includes partly processed material. Quantities are assessed primarily through surveys and assays. Net realisable value is the estimated selling price in the ordinary course of business less the estimated costs of completion and the estimated costs necessary to make the sale. Development work in progress pertains to development and construction of housing units and comprises expenditures relating to: • Cost of acquisition The cost of acquisition comprises the purchase price of the land along with any direct costs incurred as part of the acquisition including legal, valuation and stamp duty costs. • Development and other costs Cost includes variable and fixed costs directly related to specific contracts, costs related to general contract activity which can be allocated to specific projects on a reasonable basis, and other costs specifically chargeable under the contract. • Interest capitalised Financing costs on the purchase and development of housing units are also included in the cost of inventory. Right-of-use assets are initially measured at cost comprising of the following: • the amount of the initial measurement of the lease liability • any lease payments made at or before the commencement date less any lease incentives received • any initial direct costs, and an • restoration costs. The Group has elected not to recognise right-of-use assets and lease liabilities for short-term leases of less than 12 months and leases of low-value assets. The Group recognises lease payments associated with these types of leases as an expense in the profit or loss. ii. Extension options Options for a new lease are stipulated in the office space and mobile radars lease and are only exercisable by the Group, not the lessor. Exercising the option will contain similar terms as the initial lease. In determining the lease term under AASB 16, management considers all facts and circumstances that create an economic incentive to exercise the extension option or not exercise a termination option. The Group reassesses whether it is reasonably certain to exercise the options if there is a significant event or significant change in the circumstances within its control. As it is reasonably certain that the Group will exercise the extension option for the office space lease, additional future cash outflows of $403,180 have been included in the calculation of the lease liability with a corresponding adjustment to the right-of-use asset. iii. Variable lease payments The group is exposed to potential future increases in variable lease payments based on an index or rate. When adjustments to lease payments based on an index or rate take effect, the lease liability is reassessed and adjusted against the right of use asset. The forklift hire lease contains variable lease payments that are subject to CPI adjustments, effective on an annual basis. (i) Cash and cash equivalents Cash and cash equivalents comprise cash on hand, deposits held at call with financial institutions, other short-term, highly liquid investments with original maturities of three months or less that are readily convertible to amounts of cash and which are subject to an insignificant risk of changes in value. Bank overdrafts are shown within borrowings in current liabilities on the balance sheet. (j) Trade and other receivables Trade receivables are recognised initially at fair value and subsequently measured at amortised cost using the effective interest method, less loss allowance. As permitted by AASB 9, the Group applies the ‘simplified approach’ to trade receivable balances and the ‘general approach’ to all other financial assets. The simplified approach requires expected lifetime credit losses to be recognised from initial recognition of the receivables. The general approach incorporates a review for any significant increase in counterparty credit risk since inception. The expected credit losses (ECL) review include assumptions about the risk of default and expected credit loss rates. In determining the recoverability of a trade or other receivable using the ECL model, the Group performs a risk analysis considering the type and age of the outstanding receivables, the creditworthiness of the counterparty, contract provisions, letter of credit and timing of payment. 48 49 NOTE 1. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (CONTINUED) The net amount of GST recoverable from, or payable to, the taxation authority is included as part of receivables or payables in the balance sheet. (l) Income tax The income tax expense or benefit for the period is the tax payable on the current period’s taxable income based on the applicable income tax rate for each jurisdiction adjusted by changes in deferred tax assets and liabilities attributable to temporary differences and to unused tax losses. The current income tax charge is calculated on the basis of the tax laws enacted or substantively enacted at the end of the reporting period in the countries where the Group’s subsidiaries operate and generate taxable income. Management periodically evaluates positions taken in tax returns with respect to situations in which applicable tax regulation is subject to interpretation. It establishes provisions where appropriate on the basis of amounts expected to be paid to the tax authorities. Deferred income tax is provided in full, using the liability method, on temporary differences arising between the tax bases of assets and liabilities and their carrying amounts in the consolidated financial statements. However, deferred tax liabilities are not recognised if they arise from the initial recognition of goodwill. Deferred income tax is also not accounted for if it arises from initial recognition of an asset or liability in a transaction other than a business combination that at the time of the transaction affects neither accounting nor taxable profit or loss. Deferred income tax is determined using tax rates (and laws) that have been enacted or substantially enacted by the end of the reporting period and are expected to apply when the related deferred income tax asset is realised, or the deferred income tax liability is settled. Deferred tax assets are recognised for deductible temporary differences and unused tax losses, only if it is probable that future taxable amounts will be available to utilise those temporary differences and losses. Deferred tax liabilities and assets are not recognised for temporary differences between the carrying amount and the tax bases of investments in foreign operations where the Group is able to control the timing of the reversal of the temporary differences and it is probable that the differences will not reverse in the foreseeable future. Deferred tax assets and liabilities are offset when there is a legally enforceable right to offset current tax assets and liabilities and when the deferred tax balances relate to the same taxation authority. Current tax assets and tax liabilities are offset where the entity has a legally enforceable right to offset and intends either to settle on a net basis, or to realise the asset and settle the liability simultaneously. Grange Resources Limited and its wholly-owned Australian controlled entities have implemented the tax consolidation legislation. As a consequence, Grange Resources Limited and its subsidiaries are taxed as a single entity and the deferred tax assets and liabilities of the Group are set off in the consolidated financial statements. (m) Goods and Services Tax (GST) Revenues, expenses and assets are recognised net of the amount of GST except: • when GST incurred on a purchase of goods and services is not recoverable from the taxation authority, in which case the GST is recognised as part of the cost of acquisition of the asset or as part of the expense item as applicable; and • receivables and payables, which are stated with the amount of GST included. 50 Cash flows are included in the Statement of Cash Flows on a gross basis and the GST component of cash flows arising from investing and financing activities, which is recoverable from, or payable to, the taxation authority, are presented as operating cash flows. Commitments and contingencies are presented net of the amount of GST recoverable from, or payable to, the taxation authority. (n) Property, plant and equipment Land and buildings and plant and equipment are measured at cost less, where applicable, any accumulated depreciation, amortisation or impairment in value. Cost includes expenditure that is directly attributable to the acquisition of the item. In the event that all or part of the purchase consideration is deferred, cost is determined by discounting the amounts payable in the future to their present value as at the date of acquisition. Subsequent costs are included in the asset’s carrying amount or recognised as a separate asset, as appropriate, only when it is probable that future economic benefits associated with the item will flow to the Group and the cost of the item can be measured reliably. The carrying amount of any component accounted for as a separate asset is derecognised when replaced. All other repairs and maintenance are charged to the income statement during the reporting period in which they are incurred. Land is not depreciated. Assets under construction are measured at cost and are not depreciated until they are ready and available for use. Depreciation on assets is calculated using either a straight- line or diminishing value method to allocate the cost, net of their residual values, over the estimated useful lives or the life of the mine, whichever is shorter. Leasehold improvements and certain leased plant and equipment are depreciated over the shorter lease term. Other non-mine plant and equipment typically has the following estimated useful lives: Buildings Plant and Equipment Computer Equipment 10 years 4 to 8 years 3 to 5 years The assets residual values, useful lives and amortisation methods are reviewed and adjusted if appropriate, at each financial period end. An item of property, plant and equipment is derecognised upon disposal or when no further economic benefits are expected from its use or disposal. Any gain or loss arising on derecognition of the asset (calculated as the difference between the net disposal proceeds and the carrying amount of the asset) is included in the income statement in the period the asset is derecognised. The carrying value of property, plant and equipment is assessed annually for impairment in accordance with note 1(r). component of the ore body are deferred to the extent that the current period ratio exceeds the expected ratio for the life of the identified component of the ore body. Such deferred costs are then charged against the income statement on a systematic units of production basis over the expected useful life of an identified component of the ore body. Changes to the life of mine plan, identified components of an ore body, stripping ratios, units of production and expected useful life are accounted for prospectively. Deferred stripping costs form part of the total investment in a cash generating unit, which is reviewed for impairment if events or changes in circumstances indicate that the carrying value may not be recoverable. (r) Impairment of assets At each reporting date, the Group assesses whether there is any indication that an asset, including capitalised development expenditure, may be impaired. Where an indicator of impairment exists, the Group makes a formal estimate of the recoverable amount. Where the carrying amount of an asset exceeds its recoverable amount the asset is considered impaired and is written down to its recoverable amount. Impairment losses are recognised in the income statement. Recoverable amount is the greater of fair value less costs of disposal and value in use. For the purposes of assessing impairment, assets are grouped at the lowest levels for which there are separately identifiable cash inflows which are largely independent of the cash inflows from other assets or groups of assets (cash generating units). Where there is no binding sale agreement or active market, fair value less costs of disposal is based on the best information available to reflect the amount the Group could receive for the cash generating unit in an arm’s length transaction. In assessing fair value, the estimated future cash flows are discounted to their present value using a post- tax discount rate that reflects current market assessments of the time value of money and the risks specific to the asset. An assessment is also made at each reporting date as to whether there is any indication that previously recognised impairment losses may no longer exist or may have decreased. If such indication exists, the recoverable amount is estimated. A previously recognised impairment loss is reversed only if there has been a change in the estimates used to determine the asset’s recoverable amount since the last impairment loss was recognised. If that is the case the carrying amount of the asset is increased to its recoverable amount. That increased amount cannot exceed the pre-impairment value, adjusted for any depreciation that would have been recognised on the asset had the initial impairment loss not occurred. Such reversal is recognised in profit or loss. After such a reversal the depreciation charge is adjusted in future periods to allocate the asset’s revised carrying amount, less any residual value, on a systematic basis over its remaining useful life. (o) Exploration and evaluation Exploration and evaluation expenditure comprise costs which are directly attributable to: • research and analysing exploration data • conducting geological studies, exploratory drilling and sampling • examining and testing extraction and treatment methods • compiling pre-feasibility and definitive feasibility studies Exploration and evaluation expenditure also include the costs incurred in acquiring rights, the entry premiums paid to gain access to areas of interest and amounts payable to third parties to acquire interests in existing projects. Exploration and evaluation expenditure is charged against profit and loss as incurred; except for expenditure incurred after a decision to proceed to development is made, in which case the expenditure is capitalised as an asset. (p) Mine properties and development Mine properties and development represent the accumulation of all exploration, evaluation and development expenditure incurred by, not on behalf of, the entity in relation to areas of interest in which mining of a mineral resource has commenced. Where further development expenditure is incurred in respect of a production property after the commencement of production, such expenditure is carried forward as part of the cost of that production property only when substantial future economic benefits arise, otherwise such expenditure is classified as part of the cost of production. Costs on production properties in which the Group has an interest are amortised over the life of the area of interest to which such costs relate on the production output basis. Changes to the life of the area of interest are accounted for prospectively. The carrying value of each mine property and development are assessed annually for impairment in accordance with note 1(r). (q) Deferred stripping costs Stripping (i.e. overburden and other waste removal) costs incurred in the production phase of a surface mine are capitalised to the extent that they improve access to an identified component of the ore body and are subsequently amortised on a systematic basis over the expected useful life of the identified component of the ore body. Capitalised stripping costs are disclosed as a component of Mine Properties and Development. Components of an ore body are determined with reference to life of mine plans and take account of factors such as the geographical separation of mining locations and/or the economic status of mine development decisions. Capitalised stripping costs are initially measured at cost and represent an accumulation of costs directly incurred in performing the stripping activity that improves access to the identified component of the ore body, plus an allocation of directly attributable overhead costs. The amount of stripping costs deferred is based on a relevant production measure which uses a ratio obtained by dividing the tonnage of waste mined by the quantity of ore mined for an identified component of the ore body. Stripping costs incurred in the period for an identified 51 NOTE 1. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (CONTINUED) (s) Investments and other financial assets (i) Classification The group classifies its financial assets in the following measurement categories: • those to be measured subsequently at fair value (either through other comprehensive income (OCI) or through profit or loss), and • those to be measured at amortised cost. The classification depends on the entity’s business model for managing the financial assets and the contractual terms of the cash flows. For assets measured at fair value, gains and losses will either be recorded in profit or loss or OCI. For investments in equity instruments that are not held for trading, this will depend on whether the group has made an irrevocable election at the time of initial recognition to account for the equity investment at fair value through other comprehensive income (FVOCI). The group reclassifies debt investments when and only when its business model for managing those assets changes. (ii) Recognition Regular way purchases and sales of financial assets are recognised on trade-date, the date on which the group commits to purchase or sell the asset. Financial assets are derecognised when the rights to receive cash flows from the financial assets have expired or have been transferred and the group has transferred substantially all the risks and rewards of ownership. (iii) Measurement At initial recognition, the group measures a financial asset at its fair value plus, in the case of a financial asset not at fair value through profit or loss (FVPL), transaction costs that are directly attributable to the acquisition of the financial asset. Transaction costs of financial assets carried at FVPL are expensed in profit or loss. Financial assets with embedded derivatives are considered in their entirety when determining whether their cash flows are solely payment of principal and interest. Debt instruments. Subsequent measurement of debt instruments depends on the group’s business model for managing the asset and the cash flow characteristics of the asset. There are three measurement categories into which the group classifies its debt instruments: • Amortised cost: Assets that are held for collection of contractual cash flows where those cash flows represent solely payments of principal and interest are measured at amortised cost. Interest income from these financial assets is included in finance income using the effective interest rate method. Any gain or loss arising on derecognition is recognised directly in profit or loss and presented in other gains/(losses) together with foreign exchange gains and losses. Impairment losses are presented as separate line item in the statement of profit or loss. • FVOCI: Assets that are held for collection of contractual cash flows and for selling the financial assets, where the assets’ cash flows represent solely payments of principal and interest, are measured at FVOCI. Movements in the carrying amount are taken through OCI, except for the recognition of impairment gains or losses, interest income and foreign exchange gains and losses which are recognised in profit or loss. When the financial asset is derecognised, the cumulative gain or loss previously recognised in OCI is reclassified from equity to profit or loss and recognised in other gains/ (losses). Interest income from these financial assets is included in finance income using the effective interest rate method. Foreign exchange gains and losses are presented in other gains/(losses) and impairment expenses are presented as separate line item in the statement of profit or loss. • FVPL: Assets that do not meet the criteria for amortised cost or FVOCI are measured at FVPL. A gain or loss on a debt investment that is subsequently measured at FVPL is recognised in profit or loss and presented net within other gains/(losses) in the period in which it arises. Equity instruments The group subsequently measures all equity investments at fair value. Where the group’s management has elected to present fair value gains and losses on equity investments in OCI, there is no subsequent reclassification of fair value gains and losses to profit or loss following the derecognition of the investment. Dividends from such investments continue to be recognised in profit or loss as other income when the group’s right to receive payments is established. Changes in the fair value of financial assets at FVPL are recognised in other gains/(losses) in the statement of profit or loss as applicable. Impairment losses (and reversal of impairment losses) on equity investments measured at FVOCI are not reported separately from other changes in fair value. (iv) Impairment The group assesses on a forward-looking basis, the expected credit losses associated with its debt instruments carried at amortised cost and FVOCI. The impairment methodology applied depends on whether there has been a significant increase in credit risk. (t) Derivatives Derivatives are initially recognised at fair value on the date a derivative contract is entered into and are subsequently remeasured to their fair value at the end of each reporting period. The accounting for subsequent changes in fair value depends on whether the derivative is designated as a hedging instrument, and if so, the nature of the item being hedged. Changes in the fair value of any derivative instrument that does not qualify for hedge accounting are recognised immediately in profit or loss and are included in other income or other expenses. The full fair value of a hedging derivative is classified as a non-current asset or liability when the remaining maturity of the hedged item is more than 12 months; it is classified as a current asset or liability when the remaining maturity of the hedged item is less than 12 months. (u) Ore reserves The Company estimates its mineral resources and ore reserves based on information compiled by Competent Persons as defined in accordance with the Australasian Code for Reporting of Exploration Results, Mineral Resources and Ore Reserves of December 2012 (the JORC 2012 code). Reserves, and certain mineral resources determined in this way, are used in the calculation of depreciation, amortisation and impairment charges, the assessment of life of mine stripping ratios and for forecasting the timing of the payment of close down and restoration costs. (x) Provisions Provisions are recognised when the Group has a present obligation, it is probable that there will be a future sacrifice of economic benefits and a reliable estimate can be made of the amount of the obligation. When the Group expects some or all of a provision to be recovered from a third party, for example under an insurance contract, the receivable is recognised as a separate asset but only when the reimbursement is virtually certain, and it can be measured reliably. The expense relating to any provision is presented in the income statement net of any reimbursement. In assessing the life of a mine for accounting purposes, mineral resources are only taken into account where there is a high degree of confidence of economic extraction. (v) Trade and other payables Trade payables and other payables are carried at amortised cost and represent liabilities for goods and services provided to the Group prior to the end of the financial period that are unpaid. Trade payables and other payables arise when the Group becomes obliged to make future payments in respect of the purchase of these goods and services. The amounts are unsecured and are usually paid within 30 days of recognition. (w) Borrowings All borrowings are initially recognised at the fair value of the consideration received, less transaction costs. After initial recognition, borrowings are subsequently measured at amortised cost. Fees paid on the establishment of loan facilities are recognised as transaction costs of the loan to the extent that it is probable that some or all of the facility will be drawn down. In this case the fee is deferred until the draw down occurs. To the extent there is no evidence that it is probable that some or all of the facility will be drawn down, the fee is capitalised as a prepayment for liquidity services and amortised over the period of the facility to which it relates. Borrowings are removed from the balance sheet when the obligation specified in the contract is discharged, cancelled or expired. Borrowings are classified as current liabilities unless the Group has an unconditional right to defer settlement of the liability for at least 12 months after the reporting date. Borrowing costs Borrowing costs incurred for the construction of any qualifying asset are capitalised during the period of time that is required to complete and prepare the asset for its intended use or sale. Other borrowing costs are expensed. If the effect of the time value of money is material, provisions are discounted using a pre-tax rate that reflects the current market assessment of the time value of money. Where this is the case, its carrying amount is the present value of these estimated future cash flows. When discounting is used, the increase in the provision due to the passage of time is recognised as a finance cost. Decommissioning and restoration Decommissioning and restoration provisions include the dismantling and demolition of infrastructure and the removal of residual materials and remediation of disturbed areas. The provision is recognised in the accounting period when the obligation arising from the related disturbance occurs, whether this occurs during the mine development or during the production phase, based on the net present value of estimated future costs. The costs are estimated on the basis of a closure plan. The cost estimates are calculated annually during the life of the operation to reflect known developments and are subject to formal review at regular intervals. Changes in cost of goods or services required for restoration activity as a result of future changes to the legal and regulatory framework, for example, surrounding climate change, may result in future actual expenditure differing from the amounts currently provided. The amortisation or ‘unwinding’ of the discount applied in establishing the net present value of provisions is charged to the income statement in each accounting period. The amortisation of the discount is shown as a financing cost, rather than as an operating cost. Other movements in the provisions for close down and restoration costs, including those resulting from new disturbance, updated cost estimates, changes to the lives of operations and revisions to discount rates are capitalised within mine properties and development, to the extent that any amount of deduction does not exceed the carrying amount of the asset. Any deduction in excess of the carrying amount is recognised in the income statement immediately. If an adjustment results in an addition to the cost of the related asset, consideration will be given to whether an indication of impairment exists, and the impairment policy will apply. These costs are then depreciated over the life of the area of interest to which they relate. 52 53 “We strive to eliminate injury, loss and waste, and create positive environmental outcomes...” (ii) Diluted earnings per share Diluted earnings per share adjusts the figures used in the determination of basic earnings per share to take into account: • the after-income tax effect of interest and other financing costs associated with dilutive potential ordinary shares; and • the weighted average number of additional ordinary shares that would have been outstanding assuming the conversion of all dilutive potential ordinary shares. (ac) Parent entity financial information The financial information for the parent entity, Grange Resources Limited, disclosed in note 35 has been prepared on the same basis as the consolidated financial statements, except as set out below. Investments in subsidiaries, associates and joint venture entities Investments in subsidiaries and joint venture entities are accounted for at cost in the financial statements of Grange Resources Limited. Dividends received from associates are recognised in the parent entity’s profit or loss, rather than being deducted from the carrying amount of these investments. Financial guarantees Where the parent entity has provided financial guarantees in relation to loans and payables of subsidiaries for no compensation, the fair values of these guarantees are accounted for as contributions and recognised as part of the cost of the investment. (ad) Rounding of amounts The Group is of a kind referred to in ASIC Legislative Instrument 2016/191 Class, issued by the Australian Securities and Investments Commission, relating to the “rounding off” of amounts in the financial report. Amounts in the financial report have been rounded off in accordance with the instrument to the nearest thousand dollars, or in certain cases, the nearest dollar. NOTE 1. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (CONTINUED) (y) Employee entitlements Wages, salaries and sick leave Liabilities for wages and salaries, including non-monetary benefits and accumulating sick leave expected to be settled within 12 months of the reporting date are recognised in other payables in respect of employees’ services up to the reporting date and are measured at the amounts expected to be paid when the liabilities are settled. Annual leave Liabilities for annual leave expected to be settled within 12 months of the reporting date are recognised in the provision for employee benefits in respect of employees’ services up to the reporting date and are measured at the amounts expected to be paid when the liabilities are settled. Long service leave The liability for long service leave is recognised in the provision for employee benefits and measured as the present value of expected future payments to be made in respect of services provided by employees up to the reporting date using the projected unit credit method. Consideration is given to expected future wage and salary levels, experience of employee departures and periods of service. Expected future payments are discounted using market yields at the reporting date on corporate bonds with terms to maturity and currency that match, as closely as possible, the estimated future cash outflows. Defined contribution superannuation funds Contributions to defined contribution funds are recognised as an expense in the income statement as they become payable. (z) Contributed equity Ordinary share capital is recognised at the fair value of the consideration received by the Company. Any transaction costs arising on the issue of ordinary shares are recognised directly in equity as a reduction, net of tax, of the share proceeds received. (aa) Dividends Provision is made for the amount of any dividend declared, being appropriately authorised and no longer at the discretion of the entity, on or before the end of the financial period but not distributed at balance date. (ab) Earnings per share (EPS) (i) Basic earnings per share Basic earnings per share is calculated by dividing: • the profit attributable to equity holders of the Company, excluding any costs of servicing equity other than ordinary shares; • by the weighted average number of ordinary shares outstanding during the financial year, adjusted for bonus elements in ordinary shares issued during the period and excluding treasury shares. 54 55 NOTE 2. FINANCIAL RISK MANAGEMENT The Group’s activities expose it to a variety of financial risks: market risk (including currency risk, interest rate risk and price risk), credit risk and liquidity risk. The Group’s overall risk management program focuses on the unpredictability of financial markets and seeks to minimise potential adverse effects on the financial performance of the Group. The Group has used derivative financial instruments such as foreign exchange contracts and forward commodity contracts to manage certain risk exposures. Derivatives are exclusively used for hedging purposes, i.e. not as trading or other speculative instruments. The Group uses different methods to measure different types of risks to which it is exposed. These methods include sensitivity analysis in the case of interest rate, foreign exchange and commodity price risks and aging analysis for credit risk. Risk management is carried out by the management team following guidance received from the Audit and Risk Committee. The Group holds the following financial instruments: Financial Assets Cash and cash equivalents Short Term Managed Funds Trade and other receivables Financial Liabilities Trade and other payables Other financial liabilities Borrowings 2020 $’000 2019 $’000 183,385 19,539 101,900 304,824 39,879 8,158 14,044 62,081 142,143 19,783 66,088 228,014 51,258 944 16,755 68,957 Net debt reconciliation This section sets out an analysis of net debt and the movements in net debt for each of the periods presented. Net debt reconciliation Cash and cash equivalents Liquid investments Borrowings - 2020 $’000 183,385 19,539 2019 $’000 142,143 19,783 repayable within one year (14,044) (16,755) Borrowings - repayable after one year - - Net (debt)/asset Cash and liquid investments Gross debt - fixed interest rates Net (debt)/asset 188,880 202,924 (14,044) 188,880 145,171 161,926 (16,755) 145,171 Financial assets/(liabilities) at fair value through profit or loss Classification The group classifies the following financial assets/(liabilities) at fair value through profit or loss (FVPL) • short term managed funds • derivative financial instruments Financial assets/(liabilities) measured at FVPL include the following: The carrying amount and movement in Short Term Managed Funds are set out below: Short Term Managed Funds Derivative financial instruments 2020 $’000 19,539 (8,158) 11,381 2019 $’000 19,783 (944) 18,839 Short Term Managed Funds Balance at the beginning of the year Movement in Short Term Managed Funds 2020 $’000 2019 $’000 19,783 19,988 (244) (205) Carrying amount at the end of the year 19,539 19,783 Amounts recognised in profit or loss During the year, the following gains/(losses) were recognised in profit or loss: Fair value loss on short term managed funds held at FVPL recognised in Finance expenses Fair value loss on derivative financial instruments at FVPL recognised in Finance expenses 2020 $’000 2019 $’000 (243) (43) (7,214) (7,457) (690) (733) 56 57 NOTE 2. FINANCIAL RISK MANAGEMENT (CONTINUED) (iii) Cash flow and fair value interest rate risk The Group’s main interest rate risk arises from cash and cash equivalents, term deposits and short term managed funds. (a) Market Risk (i) Foreign exchange risk The Group operates internationally and is exposed to foreign exchange risk arising from various currency exposures, primarily with respect to the US dollar. For short term managed funds, the interest-bearing financial assets in each of the Funds expose it to risks associated with the effects of fluctuations in the prevailing levels of market interest rates on its financial position and cash flows. The main interest rate risk arises from the Fund’s investments in bonds. As at the reporting date, the Group has no variable rate borrowings outstanding. Borrowings issued at variable rates expose the Group to cash flow interest rate risk. Borrowings issued at fixed rates expose the Group to fair value interest rate risk if the borrowings are carried at fair value. The Group’s fixed rate borrowings are carried at amortised cost. The Group analyses its interest rate exposure on a dynamic basis. Various scenarios are simulated taking into consideration refinancing, renewal of existing positions, alternative financing and hedging. Based on these scenarios, the Group calculates the impact on profit and loss of a defined interest rate shift. No financial instruments are used to manage interest rate risk. (b) Credit Risk Credit risk is managed on a Group basis. Credit risk arises from cash and cash equivalents and deposits with banks and financial institutions, as well as credit exposures to customers, including outstanding receivables and committed transactions. The Group is exposed to a concentration of risk with sales of iron ore being made to a limited number of customers. The maximum exposure to credit risk at the reporting date is limited to the carrying value of trade receivables, cash and cash equivalents and deposits with banks and financial institutions. As at 31 December 2020, there are $8.76m in trade receivables (2019 $1.54m) that are past due. The other classes within trade and other receivables do not contain impaired assets and are not past due. Foreign exchange risk arises from commercial transactions, given that the Group’s sales revenues are denominated in US dollars and the majority of its operating costs are denominated in Australian dollars, and recognised assets and liabilities denominated in a currency that is not the entity’s functional currency. The risk is measured using sensitivity analysis and cash flow forecasting. The Group’s exposure to US dollar denominated foreign currency risk at the reporting date, expressed in Australian dollars, was as follows: Cash and cash equivalents Trade and other receivables Trade and other payables Net US dollar surplus 2020 $’000 99,117 78,694 (125) 177,686 2019 $’000 43,104 29,848 (73) 72,879 Group sensitivity Based on the financial instruments held at 31 December 2020, had the Australian dollar weakened/strengthened by 10% against the US dollar with all other variables held constant, the Group’s post tax profit for the financial period would have been $11.3 million higher / $13.8 million lower (2019: $4.6 million higher / $5.7 million lower), mainly as a result of foreign exchange gains/losses on US dollar denominated cash and cash equivalents, term deposits and receivables as detailed in the above table. (ii) Price risk The Group is exposed to commodity price risk. During current and prior years, the price of iron ore pellets is based on a price index used in the market. At this time, the Group does not manage its iron ore price risk with financial instruments. Going forward, the Group may consider using financial instruments to manage commodity price risk given exposures to market prices arising from the adoption of index based market pricing mechanisms. Short term managed funds are exposed to price risk arising from investments held by the fund for which the future prices are uncertain. The investment manager moderates this risk through a careful selection of securities within specified limits. The fund actively maintains a high level of diversification in its holdings, thus potentially reducing the amount of risk in the fund. 58 (c) Liquidity Risk Prudent liquidity risk management implies maintaining sufficient cash and marketable securities, the availability of funding through an adequate amount of committed credit facilities and the ability to close out market positions. The Group manages liquidity risk by continuously monitoring forecast and actual cash flows and matching the maturity profiles of financial assets and liabilities. Maturities of financial liabilities The table below analyses the Group’s financial liabilities into relevant maturity groupings based on the remaining period as at the reporting date to the contractual maturity date. The amounts disclosed in the table are the contractual undiscounted cash flows. 2020 - Consolidated Non-derivatives Less than 6 months $'000 6-12 months $'000 Between 1 and 2 years $'000 Between 2 and 5 years $'000 Over 5 years $'000 Total contractual cash flows $'000 Carrying amount liabilities $'000 Trade and other payables 39,879 Fixed rate borrowings Lease liabilities Total non-derivatives Derivatives Trading derivatives Total derivatives 2019 - Consolidated Non-derivatives - 603 40,482 2,015 2,015 - 14,044 654 14,698 1,875 1,875 - - 812 812 4,275 4,275 - - 513 513 (7) (7) - - - 39,879 14,044 2,582 - 56,505 - - 8,158 8,158 39,879 14,044 2,408 56,331 8,158 8,158 Less than 6 months $'000 6-12 months $'000 Between 1 and 2 years $'000 Between 2 and 5 years $'000 Over 5 years $'000 Total contractual cash flows $'000 Carrying amount liabilities $'000 Trade and other payables 51,258 Fixed rate borrowings Lease liabilities Total non-derivatives Derivatives Trading derivatives Total derivatives - 486 51,744 (103) (103) - 16,755 968 17,723 1,047 1,047 - - 1,302 1,302 - - - - 460 460 - - - - - - - - 51,258 16,755 3,216 71,229 944 944 51,258 16,755 2,923 70,936 944 944 (d) Capital Risk Management When managing capital, the Group’s objective is to safeguard the ability to continue as a going concern so that the Group continues to provide returns for shareholders and benefits for other stakeholders, and to maintain an optimal capital structure to reduce the cost of capital. Management is constantly reviewing and adjusting, where necessary, the capital structure. This involves the use of corporate forecasting models which enable analysis of the Group’s financial position including cash flow forecasts to determine future capital management requirements. To ensure sufficient funding, a range of assumptions are modeled. (e) Derivatives Derivatives are only used for economic hedging purposes and not as speculative investments. (i) Classification of derivatives Derivatives are classified as held for trading and accounted for at fair value through profit or loss. They are presented as current assets or liabilities if they are expected to be settled within 12 months after the end of the reporting period. The Group has the following derivative financial instruments: Foreign currency forward Foreign currency options Electricity fixed forward Diesel commodity swap Derivative financial instruments 2020 $’000 (364) 228 (3,859) (4,163) (8,158) 2019 $’000 - (18) (1,554) 628 (944) 59 assets assumptions have been made regarding the Group’s ability to generate future taxable profits. There is an inherent risk and uncertainty in applying these judgments and a possibility that changes in legislation or forecasts will impact upon the carrying amount of deferred tax assets and deferred tax liabilities recognised on the balance sheet. (f) Provision for decommissioning and restoration costs Decommissioning and restoration costs are a normal consequence of mining, and the majority of this expenditure is incurred at the end of a mine’s life. In determining an appropriate level of provision, consideration is given to the expected future costs to be incurred, the timing of these expected future costs (largely dependent on the life of the mine), and the estimated future level of inflation, with reference to analysis performed by internal and external experts. The ultimate cost of decommissioning and restoration is uncertain and costs can vary in response to many factors including changes to the relevant legal requirements, changes to mine plan, and the emergence of new restoration techniques or experience at other mine sites. The expected timing of expenditure can also change, for example in response to changes in reserves or to production rates. Certain rehabilitation activities are undertaken as part of the mining operations included in the life of mine plan. Should the life of mine plan be amended in the future to exclude these activities, the provision for rehabilitation would increase correspondingly. Changes to any of the estimates could result in significant changes to the level of provisioning required, which would in turn impact future financial results. These estimates are reviewed annually and adjusted where necessary to ensure that the most up to date data is used. NOTE 2. FINANCIAL RISK MANAGEMENT (CONTINUED) (f) Recognised fair value measurements This section explains the judgements and estimates made in determining the fair values of the financial instruments that are recognised and measured at fair value in the financial statements. To provide an indication about the reliability of the inputs used in determining fair value, the Group has classified its financial instruments into the three levels prescribed under the accounting standards. Level 1: The fair value of financial instruments traded in active markets (such as publicly traded derivatives and equity securities) is based on quoted market prices at the end of the reporting period. The quoted market price used for financial assets held by the group is the current bid price. These instruments are included in level 1. Level 2: The fair value of financial instruments that are not traded in an active market (for example, over-the-counter derivatives) is determined using valuation techniques which maximise the use of observable market data and rely as little as possible on entity-specific estimates. If all significant inputs required to fair value an instrument are observable, the instrument is included in level 2. Level 3: If one or more of the significant inputs is not based on observable market data, the instrument is included in level 3. Specific valuation techniques used to value the derivative financial instruments mainly include determining the fair value of forward contracts using forward rates at the balance sheet date provided by the dealers. The following table presents the group’s assets and liabilities measured and recognised at fair value at 31 December 2020 and 31 December 2019. 2020 Financial Assets Short Term Managed Funds Financial Liabilities Derivative financial instruments 2019 Financial Assets Short Term Managed Funds Financial Liabilities Derivative financial instruments Level 1 $'000 - - - Level 1 $'000 - - - Level 2 $'000 19,539 (8,158) 11,381 Level 2 $'000 19,783 (944) 18,839 Level 3 $'000 - - - Level 3 $'000 - - - Total $'000 19,539 (8,158) 11,381 Total $'000 19,783 (944) 18,839 NOTE 3. CRITICAL ACCOUNTING ESTIMATES AND JUDGEMENTS Estimates and judgements are continually evaluated and are based on historical experience and other factors, including expectations of future events that may have a financial impact on the entity and that are believed to be reasonable under the circumstances. The Group makes estimates and assumptions concerning the future. The resulting accounting estimates will, by definition, seldom equal the related actual results. The estimates and assumptions that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next financial year are discussed below. (a) Net realisable value of inventories The Group reviews the carrying value of its inventories at each reporting date to ensure that the cost does not exceed net realisable value. Estimates of net realisable value include a number of assumptions, including commodity price expectations, foreign exchange rates and costs to complete inventories to a saleable product. As at 31 December 2020 the net realisable value exceeded cost for all significant inventory balances. Development Properties Property acquired for development and sale in the ordinary course of business is carried at the lower of cost and Net Realisable Value (NRV). The cost of development properties includes expenditure incurred in acquiring the property, preparing it for sale and borrowing costs incurred, The NRV is the estimated selling price, less the estimated costs of completion and selling expenses. Management considers the estimation of both selling prices and costs of completion to be an area of estimation uncertainty, as these estimations take into consideration market conditions affecting each property and the underlying strategy for selling the property. The recoverable amount of each property is assessed at each balance date and accounting judgement is required to assess whether a provision is raised where cost (including costs to complete) exceeds NRV. (b) Impairment of property, plant and equipment and mine properties and development Where there is an indication of a possible impairment, a formal estimate of the recoverable amount of each Cash Generating Unit (CGU) is made, which is deemed to be the higher of a cash generating unit’s fair value less costs of disposal and its value in use. Details in relation to the Group’s impairment assessment are disclosed at note 27. (c) Stripping costs in the production phase of a surface mine (Interpretation 20) The application of Interpretation 20 requires management judgement in determining whether a surface mine is in the production phase and whether the benefits of production stripping activities will be realised in the form of inventory produced through improved access to ore. Judgement is also applied in identifying the component of the ore body and the manner in which stripping costs are capitalised and amortised. There are a number of uncertainties inherent in identifying components of the ore body and the inputs to the relevant production methods for capitalising and amortising stripping costs and these assumptions may change significantly when new information becomes available. Such changes could impact on capitalisation and amortisation rates for capitalised stripping costs and deferred stripping asset values. (d) Determination of mineral resources and ore reserves Mineral resources and ore reserves are based on information compiled by a Competent Person as defined in accordance with the Australasian Code for Reporting of Exploration Results, Mineral Resources and Ore Reserves (the JORC 2012 code). There are numerous uncertainties inherent in estimating ore reserves and assumptions that are valid at the time of estimation may change significantly when new information becomes available. Changes in forecast prices of commodities, exchange rates, production costs or recovery rates may change the economic status of ore reserves and may, ultimately, result in the reserves being restated. Such changes in reserves could impact on depreciation and amortisation rates, asset carrying values and provisions for rehabilitation. (e) Taxation The Group’s accounting policy for taxation requires management judgment in relation to the application of income tax legislation. There are many transactions and calculations undertaken during the ordinary course of business where the ultimate tax determination is uncertain. The Group recognises liabilities for tax, and if appropriate taxation investigation or audit issues, based on whether tax will be due and payable. Where the taxation outcome of such matters is different from the amount initially recorded, such difference will impact the current and deferred tax positions in the period in which the assessment is made. The Group merged its multiple tax consolidated groups on 6 January 2011 which has impacted the carrying amount of deferred tax assets and deferred tax liabilities recognised on the balance sheet. Management has used judgment in the application of income tax legislation on accounting for this tax consolidation. These judgments are based on management’s interpretation of the income tax legislation applicable at the time of the consolidation. In addition, certain deferred tax assets for deductible temporary differences have been recognised. In recognising these deferred tax 60 61 NOTE 4. SEGMENT INFORMATION (a) Description of segments Operating segments are determined based on the reports reviewed by the Chief Executive Officer, who is the Group’s chief operating decision maker in terms of allocating resources and assessing performance. The Group has two reportable segments: i. Exploration, evaluation, and development of mineral resources and iron ore mining operations; and ii. Development and construction of housing units The Chief Executive Officer allocates resources and assesses performance, in terms of revenues earned, expenses incurred, and assets employed, on a consolidated basis in a manner consistent with that of the measurement and presentation in the financial statements. Exploration, evaluation and development projects (including the Southdown project) are not deemed reportable operating segments at this time as the financial performance of these operations is not separately included in the reports provided to the Chief Executive Officer. These projects may become segments in the future. Segment information Ore Mining Property Development Total Revenue from external customers Timing of revenue recognition At a point in time - Pellets Over time - Freight Total Assets Total Liabilities 2020 $’000 510,985 489,882 21,103 2020 $’000 836,968 148,589 2019 $’000 368,601 347,068 21,533 2019 $’000 635,796 137,733 2020 $’000 15,339 15,339 - 2020 $’000 36,812 13,100 2019 $’000 2020 $’000 2019 $’000 - - - 2019 $’000 53,025 19,035 526,324 368,601 505,222 21,103 2020 $’000 873,780 161,689 347,068 21,533 2019 $’000 688,821 156,768 The Group holds 51% ownership of the property development segment and is fully consolidated (refer to note 26). The following table presents revenues from sales of iron ore based on the geographical location of the port of discharge. Segment revenues from sales to external customers Ore Mining Australia China Korea Total Mining 2020 $’000 2019 $’000 41,667 24,704 469,318 313,738 - 30,159 510,985 368,601 Property Development Australia Total Property Development 15,339 15,339 - - TOTAL REVENUE 526,324 368,601 Segment assets and capital are allocated based on where the assets are located. The consolidated assets of the Group were predominately located in Australia as at 31 December 2020 and 31 December 2019. The total costs incurred during the current and comparative periods to acquire segment assets were also predominately incurred in Australia. NOTE 5. REVENUE Disaggregation of revenue from contracts with customers Revenue from Contracts with Customers 2020 Other Revenue/ (Loss) Total Revenues Revenue from Contracts with Customers 2019 Other Revenue/ (Loss) Total Revenues $’000 $’000 $’000 $’000 $’000 $’000 487,282 23,703 510,985 366,875 1,726 368,601 15,339 502,621 - 15,339 - 23,703 526,324 366,875 - 1,726 - 368,601 From mining operations Sales of iron ore From property development Sales of property Revenue from contracts with provisional pricing is recognised based on the estimated forward prices where available which the Group expects to receive at the end of the quotation period. Where an estimated forward price is not available, spot prices are applied as management’s best estimate of the provisional prices. The quotation period exposure is considered to be an embedded derivative and forms part of trade receivables. The subsequent changes in the fair value were recognised in the statement of profit or loss and other comprehensive income as other revenue (loss). Changes in fair value over, and until the end of the quotation period, are estimated by reference to updated forward market prices NOTE 7. ADMINISTRATIVE EXPENSES Salaries Consultancy fees Provision for rehabilitation - Interest in joint operation Other 2020 $’000 3,348 675 269 926 5,218 NOTE 8. OTHER INCOME /(EXPENSES) Rent income Other income Gain/(loss) on the disposal of property, plant and equipment 2020 $’000 188 178 20 386 2019 $’000 3,412 1,334 370 833 5,949 2019 $’000 236 28 (90) 174 NOTE 6. COST OF SALES 2020 $’000 2019 $’000 Cost of sales - mining Mining costs Production costs Changes in inventories Mining & Production Costs Freight costs Government royalties Depreciation and amortisation expense Mine properties and development - Capitalised - Amortisation expense Deferred stripping - Amounts capitalised during the year - Amortisation expense Foreign exchange gain/(loss) Total cost of sales - mining 139,992 114,971 (11,010) 243,953 21,103 19,646 21,056 - 7,035 (69,308) 31,127 4,554 279,166 Cost of sales - property development 13,771 Property Costs Inventory provision 2,569 Total cost of sales - property development 16,340 295,506 Total cost of sales Depreciation and amortisation expense Land and buildings Plant and equipment Computer equipment 920 19,666 470 21,056 133,656 107,960 (32,443) 209,173 21,533 9,511 21,991 (14,525) 6,659 (3,989) 35,832 (113) 286,072 - - - 286,072 480 21,221 290 21,991 62 63 NOTE 9. FINANCE INCOME /(EXPENSES) Finance Income Interest income received or receivable Distribution Income Finance expenses Loss on financial instruments Borrowing costs Interest charge on lease liabilities Other interest charges Exchange gains/(loss) on foreign currency deposits / borrowings (net) Provisions: unwinding of discount - Decommissioning and restoration Expected credit losses 2020 $’000 4,428 916 5,344 (7,457) (326) (132) (224) (9,320) (774) (2,804) (21,037) 2019 $’000 5,978 959 6,937 (733) (37) (58) (61) 1,054 (995) - (830) NOTE 10. INCOME TAX EXPENSE/(BENEFIT) (a) Income tax expense (benefit) Current tax Previously unrecognised tax losses now recouped to reduce current tax expense Total current tax expense 2020 $’000 2019 $’000 32,694 29,036 - 32,694 (4,869) 24,167 Deferred income tax (Increase) decrease in deferred tax assets Previously unrecognised deferred tax assets for temporary differences now recognised Total deferred tax expense/(benefit) 30,827 (57,828) (27,001) (19,875) - (19,875) Total income tax expense 5,693 4,292 (b) Numerical reconciliation of income tax (benefit) / expense to prima facie tax payable Profit from continuing operations before income tax (benefit) / expense Tax expense (credit) at the Australian tax rate of 30% (2019: 30%) Tax effect of amounts which are not deductible (taxable) in calculating taxable income: Sundry items Movement in current year net deferred tax assets relating to temporary differences Deferred tax recognised for previously unrecognised temporary differences Previously unrecognised tax losses now recouped to reduce income tax expense Adjustments to tax of prior period Income tax expense 208,879 62,664 91 62,754 (205) (57,828) - 972 5,693 81,626 24,488 280 24,768 (15,386) - (4,869) (221) 4,292 Taxation Losses Unused taxation losses for which no deferred tax asset has been recognised Potential tax benefit @ 30% 4,855 1,457 1,882 565 Unrecognised temporary differences Temporary difference for which deferred tax assets not recognised Potential tax benefit @ 30% 1,339 402 192,897 57,869 Unrecognised deferred tax assets relating to above temporary differences 402 57,869 In 2020 the Group has recognised all previously unrecognised deductible temporary differences for the mining operation. (c) (d) 64 NOTE 11. CASH AND CASH EQUIVALENTS 2020 $’000 Cash at bank and in hand Short-term deposits Cash at bank and in hand as per statement of cash flows 9,508 173,877 183,385 183,385 183,385 2019 $’000 6,435 135,708 142,143 142,143 142,143 Total cash is held in trading accounts or term deposits with major financial institutions under normal terms and conditions appropriate to the operation of the accounts. These deposits earn interest at rates set by these institutions. As at 31 December 2020 the weighted average interest rate on the Australian dollar accounts was 0.47% (31 December 2019: 1.69%) and the weighted average interest rate on the United States dollar accounts was 2.44% (31 December 2019: 3.53%). (a) Risk exposure The Group’s exposure to interest rate risk is discussed in note 2. The maximum exposure to credit risk at the reporting date is the carrying amount of each class of cash and cash equivalents mentioned above. NOTE 12. TRADE AND OTHER RECEIVABLES 2020 $’000 2019 $’000 Trade receivables Security deposits Loan receivable Other receivables Prepayments 79,323 374 11,483 2,235 1,054 94,469 30,469 364 16,913 9,870 1,193 58,809 Trade receivables include provisionally priced receivables relating to sales contracts where the selling price is determined after delivery to the customers, based on the market price at the relevant quotation point stipulated in the contract (note 5 – Revenue). The quotation period exposure is considered to be an embedded derivative and not separated from the entire balance. The entire balance is accounted for as one instrument and measured at fair value. Loans receivable, classified as financial asset held at amortised cost, from the other partner in the arrangement of $11.5 million, representing the other partner’s portion of the shareholder loans. Expected credit loss of $2.8 million has been applied to this loan receivable balance. Security deposits comprises of restricted deposits that are used for monetary backing for performance guarantees. (a) Impaired trade receivables Information regarding the impairment of trade and other receivables is provided in note 2. (b) Foreign exchange and interest rate risk Information about the Group’s exposure to foreign currency risk and interest rate risk in relation to trade and other receivables is provided in note 2. (c) Fair value and credit risk Due to the short-term nature of these receivables, their carrying amount is assumed to be their fair value. The maximum exposure to credit risk at the end of the reporting period is the carrying amount of each class of receivables mentioned above. Refer to note 2 for more information on the credit quality of the Group’s trade and other receivables. NOTE 13. INVENTORIES 2020 $’000 Stores and spares Ore stockpiles Work in progress Finished goods (at lower of cost and net realisable value) Properties developed for sale 34,975 38,551 11,420 19,344 18,720 123,010 2019 $’000 29,117 40,476 508 17,322 32,378 119,801 Inventories are valued at the lower of weighted average cost and estimated net realisable value. A credit of $11.01 million in 2020 and a credit of $32.44 million in 2019 were recognised for the movements in inventories (note 6). Properties developed for sale pertains to property acquired for development and sale. Sale of these properties is expected to occur within the next 12 months. NOTE 14. NON-CURRENT RECEIVABLES Security deposits 2020 $’000 8,484 8,484 2019 $’000 8,470 8,470 Non-current security deposits comprise of restricted deposits that are used for monetary backing for performance guarantees. (a) Risk exposure Information about the Group’s exposure to credit risk, foreign exchange risk and interest rate risk in relation to security deposits is provided in note 2. The maximum exposure to credit risk at the reporting date is the carrying amount of each class of receivables mentioned above. 65 NOTE 15. PROPERTY, PLANT AND EQUIPMENT At 1 January 2020 Cost Accumulated depreciation and impairment Net book amount Year ended 31 December 2020 Opening net book amount Additions Disposals - net book value Depreciation charge Transfer to MP&D Closing net book amount At 31 December 2020 Cost Accumulated depreciation and impairment Net book amount At 1 January 2019 Cost Accumulated depreciation and impairment Net book amount Year ended 31 December 2019 Opening net book amount Additions Disposals - net book value Depreciation charge Closing net book amount At 31 December 2019 Cost Accumulated depreciation and impairment Net book amount Land and buildings $’000 49,818 (38,093) 11,725 11,725 4,466 - (922) - 15,269 54,284 (39,015) 15,269 45,908 (37,612) 8,296 8,296 3,910 - (481) 11,725 49,818 (38,093) 11,725 Plant and equipment $’000 434,387 (349,181) 85,206 Computer Equipment $’000 9,085 (8,260) 825 85,206 35,968 (1) (18,808) (4,643) 97,722 454,083 (356,361) 97,722 396,905 (328,253) 68,652 68,652 37,572 (90) (20,928) 85,206 434,387 (349,181) 85,206 825 658 - (480) - 1,003 9,741 (8,738) 1,003 8,353 (7,956) 397 397 732 - (304) 825 9,085 (8,260) 825 Total $’000 493,290 (395,534) 97,756 97,756 41,092 (1) (20,210) (4,643) 113,994 518,108 (404,114) 113,994 451,166 (373,821) 77,345 77,345 42,214 (90) (21,713) 97,756 493,290 (395,534) 97,756 (a) Assets under construction The carrying amounts of the assets disclosed above includes expenditure of $43.01 million (2019: $23.78 million) recognised in relation to property, plant and equipment which is in the course of construction. NOTE 16. LEASES This note provides information for leases where the group is a lessee. (i) Amounts recognised in the balance sheet The balance sheet shows the following amounts relating to leases: Right-of-use assets Land and buildings Plant and equipment Lease liabilities Current Non-current Total lease liabilities 2020 $’000 330 1,981 2,311 1,109 1,299 2,408 2019 $’000 404 2,479 2,883 839 2,084 2,923 Additions to the right-of-use assets during the 2020 financial year were $380,057 (2019: $2,769,358) (ii) Amounts recognised in the statement of profit or loss The statement of profit or loss shows the following amounts relating to leases: Movements in mine properties and development are set out below: 2019 $’000 2020 $’000 Mine properties and development Opening net book amount Current year expenditure capitalised Change in rehabilitation estimate Transfer from PPE Amortisation expense Closing net book amount 146,415 17,344 9,843 4,643 (7,661) 170,584 101,553 46,985 4,536 - (6,659) 146,415 Deferred stripping costs Opening net book amount Current year expenditure capitalised Amortisation expense Closing net book amount 59,906 69,308 (30,501) 98,713 91,749 3,989 (35,832) 59,906 NOTE 18. DEFERRED TAX ASSETS 2020 $’000 2019 $’000 Depreciation charge of right of use assets Land and buildings Plant and equipment (75) (878) (953) (75) (312) (387) The balance comprises temporary differences attributable to: Deferred Tax Assets Property, plant and equipment Mine properties and development Employee benefits Decommissioning and restoration Tax losses Trade Receivables Foreign exchange Derivatives Trade Payables Total deferred tax assets Deferred Tax Liabilities Inventory Foreign exchange Prepayments Total deferred tax liabilities Total net deferred tax assets 21,895 10,131 6,620 20,585 - 841 1,131 2,447 205 63,855 10,335 16,828 2,354 6,591 565 - 397 - 16 37,086 (4,503) - (61) (4,564) 59,291 (4,204) - (27) (4,231) 32,855 Interest expense (included in finance cost) Expense relating to short-term leases (included in cost of sales) 132 6 58 - The total cash outflow for leases in 2020 was $1,027,102 (2019: $376,135) NOTE 17. MINE PROPERTIES AND DEVELOPMENT 2020 $’000 2019 $’000 Mine properties and development (at cost) Accumulated amortisation and impairment Net book amount Deferred stripping costs (net book amount) Total mine properties and development 652,389 620,559 (481,805) 170,584 (474,144) 146,415 98,713 269,297 59,906 206,321 66 67 The following amounts reflect leave that is not expected to be taken or paid within the next 12 months. NOTE 19. TRADE AND OTHER PAYABLES Trade payables and accruals Contract Liabilities Tax payable Other payables 2020 $’000 34,037 4,238 66 1,538 39,879 2019 $’000 25,048 5,594 19,274 1,342 51,258 Current leave obligations expected to be settled after 12 months 2020 $’000 9,700 Movements in provision for decommissioning and restoration are set out below 2020 $’000 (a) Risk exposure Trade payables are non-interest bearing and are normally settled on repayment terms between 7 and 30 days. Information about the Group’s exposure to foreign exchange risk is provided in note 2. 7,378 Balance at beginning of the year Payments (2,101) Transfers from non-current provisions 673 5,950 Balance at the end of the year NOTE 20. BORROWINGS (CURRENT) NOTE 22. PROVISIONS (NON-CURRENT) 2019 $’000 6,780 2019 $’000 5,506 (189) 2,061 7,378 Other borrowings (1) 2020 $’000 14,044 14,044 2019 $’000 16,755 16,755 (1) Loans payable to the other partner in the arrangement of $14.0 million, representing the other partner’s portion of the shareholder loans. This loan is secured, carries an annual interest of 7% to 15% and will be payable upon completion of the development property projects. NOTE 21. PROVISIONS (CURRENT) Leave Obligations Employee benefits Other provision Decommissioning and restoration 2020 $’000 15,449 2,780 405 5,950 24,584 2019 $’000 13,290 2,186 - 7,378 22,854 The leave obligations cover the group’s liabilities for long service leave and annual leave which are classified as either current or non-current benefits. The current portion of this liability includes all of the accrued annual leave, the unconditional entitlements to long service leave where employees have completed the required period of service and also for those employees that are entitled to pro-rata payments in certain circumstances. The entire amount of the provision of $15.45 million (2019: $13.29 million) is presented as current, since the group does not have an unconditional right to defer settlement for any of these obligations. However, based on past experience, the group does not expect all employees to take the full amount of accrued leave or require payment within the next 12 months. 2020 $’000 2019 $’000 Leave obligations Employee benefits Decommissioning and restoration 3,643 302 68,671 72,616 Movements in provision for decommissioning and restoration are set out below Balance at beginning of the year Change in estimate Unwinding of discount Transfers to current provisions Balance at the end of the year 2020 $’000 58,311 10,337 696 (673) 68,671 3,621 102 58,311 62,034 2019 $’000 54,564 4,966 842 (2,061) 58,311 NOTE 23. CONTRIBUTED EQUITY Ordinary shares Ordinary shares entitle the holder to participate in dividends and the proceeds of winding up of the Company in proportion to the number of and amounts paid on the shares held. Ordinary shares entitle their holder to one vote per share, either in person or by proxy, at a meeting of the Company. Ordinary shares have no par value and the Company does not have a limited amount of authorised share capital. (a) Movements in ordinary share capital Balance at 1 January 2020 / 31 December 2020 Number of shares $’000 1,157,338,698 331,513 68 69 NOTE 24. RETAINED EARNINGS ATTRIBUTABLE TO OWNERS OF GRANGE RESOURCES 2020 $’000 2019 $’000 Retained profits Movements in retained profits were as follows: Balance at the beginning of the year Change in Accounting Policy Restated Opening Retained Earnings Profit for the year Dividends paid Balance at the end of the year 200,716 200,716 204,179 (23,148) 381,747 - 146,243 (40) 146,203 77,661 (23,148) 200,716 NOTE 25. DIVIDENDS Fully franked interim dividend for half year ended 30 June 2020 - 1.0 cents per share Fully franked final dividend for the year ended 31 December 2019 - 1.0 cents per share Fully franked interim dividend for half year ended 30 June 2019 - 1.0 cents per share Fully franked final dividend or the year ended 31 December 2018 - 1.0 cents per share 2020 $’000 2019 $’000 11,574 11,574 - - - - 11,574 11,574 Total dividends paid 23,148 23,148 Since the end of the financial year the directors have recommended the payment of a 2.0 cent final dividend of $23.1 million. This represents a total of $34.7 million (3.0 cents per share) fully franked dividend for the year-end 31 December 2020. The final dividend was declared NIL conduit foreign income and will be paid on 30 March 2021. Franked Dividends The final dividends recommended after 31 December 2020 will be fully franked out of existing franking credits, or out of franking credits arising from the payment of income tax in the year ending 31 December 2020. 31 December 2020 $’000 31 December 2019 $’000 74,505 36,434 Franking credits available for subsequent reporting periods Based on a tax rate of 30% (2019 – 30%) The above amounts are calculated from the balance of the franking account as at the end of the reporting period, adjusted for franking credits and debits that will arise from the settlement of liabilities or receivables for income tax and dividends after the end of the year. NOTE 26. NON-CONTROLLING INTEREST Non-controlling interest pertains to the 49% interest in Grange ROC Property Pty Ltd. This entity is involved in the development and construction of apartments. Grange ROC Property Pty Ltd is a controlled entity and therefore is fully consolidated as the Group has: i. Exposure, or rights, to variable returns from its involvement with the other partner in the arrangement; ii. Power over the entity (i.e., existing rights that give it the current ability to direct the relevant activities of the entity); and In 2020, the Joint Venture have successfully completed the construction and settlement of sales of all five units for the first project in Lumley Park. In July 2020, the second project in Carter Toorak completed construction, attained the occupancy permits for all eight units with two of the units successfully completed settlement of sales at higher than budgeted prices and a third unit will settle in the second half of 2021. The Joint Venture is currently focused on undertaking sales campaigns to sell the remaining unsold units at the Carter Toorak project and the land at the Brookville project. Due to the significant impact of the COVID-19 pandemic on the residential property market, particularly in Melbourne, the Joint Venture engaged an independent third party to conduct a valuation of the remaining unsold units in Carter Toorak and the Brookville land as at 30 June 2020 and reassessed the valuation at the end of the financial year. The valuations were based on direct comparisons to sales of similar properties in adjoining localities. Whilst sales evidence of direct comparability is limited during the current Covid-19 environment, the evidence available indicated a decline in values relevant to late last year. With considerable market uncertainty in the current environment, there is also significant uncertainty in the valuation. As a result of the valuation, the Joint Venture have recognised an inventory provision of $2.6 million (Note 6 Cost of Sales and Note 13 Inventories) of which $0.6 million relates to the Carter Toorak project and $2.0 million relates to the Brookville project. As a result of the inventory provision in the joint venture, the Company assessed the recoverability of its loans receivable from the joint venture and applied expected credit losses in the amount of $2.8 million (Note 9 Finance Expense and Note 12 Other Receivables). NOTE 27. IMPAIRMENT OF NON-CURRENT ASSETS At each reporting date, the Group assesses whether there is any indication that an asset may be impaired. The Company considers the relationship between its market capitalisation and its book value among other factors, when reviewing for indicators for impairment. During the year and as at 31 December 2020, the market capitalisation of the Company was below the book value of its net assets indicating a potential trigger for impairment of assets. future cash flows for a CGU. Future cash flows are based on a number of assumptions, including commodity price expectations, foreign exchange rates, reserves and resources and expectations regarding future operating performance and capital requirements which are subject to risk and uncertainty. An adverse change in one or more of the assumptions used to estimate fair value could result in a reduction of the CGU’s fair value. (a) Impairment Testing (i) Methodology An impairment loss is recognised for a Cash Generating Unit (CGU) when the recoverable amount is less than the carrying amount. The recoverable amount of each CGU has been estimated using a fair value less costs of disposal basis. The costs of disposal have been estimated by management based on prevailing market conditions. The fair value assessment is categorised within level 3 in the fair value hierarchy. Fair value is estimated based on the net present value of estimated (ii) Key assumptions The key assumptions which are used by the Directors in determining the recoverable amount for the Group’s Savage River CGU were in the following ranges at 31 December 2020: Assumptions Iron ore pellets (FOB Port Latta) (US$ per DMT) AUD:USD exchange rate Post-tax real discount rate as at 31-Dec-20 2021 2022 – 2026 Long Term 2027+ US$161.42 US$109.22 – US$127.04 $0.8025 $0.7670 7.32% US$135.67 $0.75 Commodity prices and foreign exchange rates Commodity prices and foreign exchange rates are estimated with reference to analysis performed by an external party and are updated at least once every six months, in-line with the Group’s reporting dates. Operating performance (production, operating costs and capital costs) Life of mine production, operating cost and capital cost assumptions are based on the Group’s most recent life of mine plan approved by the Board adjusted for expected improvements reflecting the Group’s objective of maximising free cash flow (mainly operating and investing cash flows) by optimising production and improving productivity. Mineral resources and ore reserves not in the most recent life of mine plan are not included in the determination of recoverable amount. While the Group acknowledges that factors such as future changes to the regulatory framework in response to climate change could impact future recoverability, these factors have not been included in our assumptions. While the Group acknowledges that the world is moving to a low-carbon future and it must address the risks and opportunities that climate change may bring, the Group has not identified any immediate financial impacts of climate change risk in the short term. Medium and long-term risks and opportunities of climate change have been included on page 31 of the Directors report. Discount rate To determine the recoverable amount, the estimated future cash flows have been discounted to their present value using a post-tax real discount rate that reflects a current market assessment of the time value of money and risks specific to the asset. (iii) Impacts The Group has conducted a carrying value analysis and has not identified any impairment to its net assets carrying value as at 31 December 2020. (iv) Sensitivity analysis It is estimated that changes in the following key assumptions would have the following approximate impact on the fair value of the Savage River CGU as at 31 December 2020: Decrease in fair value resulting from: US$1 per dmt decrease in iron ore pellet prices (FOB Port Latta) $0.01 increase in the AUD:USD exchange rate 1% increase in estimated operating costs 25 bps increase in the discount rate $21.73 million $31.52 million $14.77 million $14.10 million Reasonably possible changes in circumstances may affect these key assumptions and therefore the fair value. In reality, a change in any one of the aforementioned assumptions (including operating performance) would usually be accompanied by a change in another assumption which may have an off-setting impact. Action is usually taken to respond to adverse changes in assumptions to mitigate the impact of any such change. If the carrying amount is assessed to be impaired, the impairment charge is recognised in profit or loss. 70 71 (c) Contractual operating expenditure commitments Obligations to external parties which arise with respect to legal supply contracts made by the company (other than lease agreements). Within one year After one year but not more than five years Later than five years 2020 $’000 13,870 2019 $’000 15,334 212 - 14,082 5,169 - 20,503 (d) Bank Guarantees Bank guarantees have been provided on the Group’s behalf to secure, on demand by the Minister for Mines and Energy for the State of Queensland, any sum to a maximum aggregate amount of $2,517,424 (2019: $2,517,424), in relation to the rehabilitation of the Highway Reward project. A Bank guarantee has been provided by Grange Resources (Tasmania) Pty Ltd, held by the Tasmanian Government, as required under Environmental Management and Pollution Control Act 1994 (EMPCA) for the amount of $3,166,540 (2019: $3,153,121). This amount is to guarantee the rehabilitation responsibilities under the mining lease at Savage River. A Bank guarantee has been provided by Grange Resources (Tasmania) Pty Ltd, held by the National Australia Bank, as required under the Goldamere Agreement and applicable Deeds of Variation, for the amount of $2,800,000 (2019: $2,800,000). This amount is a guarantee against the purchase price outstanding with the Tasmanian Government as specified in the Goldamere Agreement. No material losses are anticipated in respect to the above bank guarantees and the rehabilitation provisions include these amounts. (e) Contingent Assets and Liabilities The Group did not have any material contingent assets or liabilities at the Balance Sheet Date. NOTE 28. REMUNERATION OF AUDITORS During the period the following fees were paid or payable for services provided by the auditor of the parent entity, its related practices and non-related audit firms. 2020 $’000 2019 $’000 325 26 18 369 2020 $’000 302 43 20 365 2019 $’000 Assurance services PwC - Australia Audit and review of financial reports Other assurance services Network firms of PwC Australia Total assurance services Non-assurance services PwC - Australia Taxation compliance services Total remuneration paid 1 370 5 370 NOTE 29. COMMITMENTS AND CONTINGENCIES (a) Tenement expenditure commitments In order to maintain the mining and exploration tenements in which the Group is involved, the Group is committed to meet conditions under which the tenements were granted. If the Group continues to hold those tenements, the minimum expenditure requirements (including interests in joint venture arrangements) will be approximately: Within one year Later than one year but not later than five years Later than five years 2020 $’000 532 2019 $’000 583 1,169 - 1,701 2,167 - 2,750 (b) Capital expenditure commitments Capital expenditure obligations at the end of the reporting period but not recognised as liabilities are as follows: Within one year After one year but not more than five years Later than five years 2020 $’000 7,131 2019 $’000 6,899 10,000 - 17,131 9,082 - 15,981 Long term off-take agreement Grange Resources (Tasmania) Pty Ltd (Grange Tasmania) is party to a long term off-take agreement (Pellets and Chips) with Jiangsu Shagang International Trade Co. Ltd (Shagang), a wholly owned subsidiary of Jiangsu Shagang Group Co. Ltd, who, as at 26 February 2021, holds 47.93% (28 February 2020: 47.93%) of the issued ordinary shares of Grange. Pellets The key terms of the agreement with Shagang, as advised to the ASX on 19 November 2012, are as follows: • The sale of 1 million dry metric tonnes of iron ore pellets per annum until 2022. • The price for the iron ore pellets will be based on a price index used by other market participants as agreed by the parties having regard to: • seaborne iron ore supply and demand conditions; • available published price benchmarks for iron ore; and • product quality differentials and potential freight costs. As set out in the Grange Notice of Meeting dated 5 November 2008, transactions between Shagang and Grange must be approved by non-associated shareholders of Grange, or approved by the Grange independent directors. NOTE 30. RELATED PARTY TRANSACTIONS (a) Ultimate Parent Grange Resources Limited (Grange) is the ultimate Australian parent company. (b) Subsidiaries Interests in subsidiaries are set out in note 32. (c) Key management personnel compensation Short term employee benefits Post-employment benefits Long-term benefits Long-term incentives 2020 $ 1,595,576 118,322 56,271 151,751 1,921,920 2019 $ 1,603,586 115,695 55,861 141,925 1,917,067 Detailed remuneration disclosures are provided in the remuneration report on pages 32 to 38. (d) Transactions with related parties During the year the following transactions occurred with related parties: Sales of iron ore products(1) 2020 $ 182,146,622 2019 $ 131,598,839 (1) Sales of iron ore products to Jiangsu Shagang International Trade Co., Ltd, a wholly owned subsidiary of Jiangsu Shagang Group, under long-term off-take agreements. During the year, 1,012,503 dry metric tonnes of iron ore products were sold to Shagang in accordance with the terms of the long term off-take agreements (2020 contract year (1 April 2019 to 31 March 2020): 923,349 dmt) (2019: 852,489 dry metric tonnes, 2019 contract year (1 April 2018 to 31 March 2019): 1,018,371 dmt)). (e) Outstanding balances arising from transactions with related parties The following balances are outstanding at the end of the reporting period in relation to transactions with related parties: Trade receivables (sales of iron ore products) Pellets Other 2020 $ 2019 $ 32,350,066 (10,187) 32,339,879 2,869,107 2,062 2,871,169 Amounts outstanding under the long term off-take agreement with Shagang are unsecured whereas amounts outstanding in respect of spot sales are secured against an irrevocable letter of credit. All outstanding balances will be settled in cash. The credit balance of the receivables in the current year represents the final price adjustments due to the quotation periods and final discharge port results. There is no allowance account for impaired receivables in relation to any outstanding balances with related parties, and no expense has been recognised during the year in respect of impaired receivables due from related parties (2019: Nil). 72 73 NOTE 31. SUBSIDIARIES The consolidated financial statements incorporate the assets, liabilities and results of the following subsidiaries in accordance with the accounting policy described in note 1. Percentage of equity interest held by the Group Name Ever Green Resources Co., Limited (1) Grange Tasmania Holdings Pty Ltd Beviron Pty Ltd Grange Resources (Tasmania) Pty Ltd Grange Capital Pty Ltd Grange Administrative Services Pty Ltd Barrack Mines Pty Ltd Bamine Pty Ltd BML Holdings Pty Ltd Horseshoe Gold Mine Pty Ltd Grange Resources (Southdown) Pty Ltd Southdown Project Management Company Pty Ltd Grange Investment Pty Ltd Grange ROC Property Pty Ltd 2020 % 100 100 100 100 100 100 100 100 100 100 100 100 100 51 2019 % 100 100 100 100 100 100 100 100 100 100 100 100 100 51 (1) Ever Green Resources Co., Limited is incorporated in Hong Kong, and registered as a foreign company under the Corporations Act 2001. NOTE 32. INTEREST IN JOINT OPERATIONS Name of Joint Operation Southdown Magnetite and Associated Pellet Project(s) – Iron Ore Reward - Copper / Gold Highway – Copper Reward Deeps / Conviction - Copper Mt Windsor Exploration - Gold / Base Metals Durack / Wembley – Exploration Gold % Interest 2020 % Interest 2019 70.00 31.15 30.00 30.00 30.00 15.00 70.00 31.15 30.00 30.00 30.00 15.00 The joint operations are not separate legal entities. They are contractual arrangements between the participants for the sharing of costs and output and do not in themselves generate revenue and profit. Southdown Magnetite and Associated Pellet Project(s) is a joint venture between Grange Resources Limited and SRT Australia Pty Ltd. The joint venture proposes to mine and export premium iron ore pellets and concentrates. The principal place of business of the joint venture is at 34a Alexander Street, Burnie, Tasmania, 7320. Mt Windsor Exploration is a joint venture between BML Holdings Pty Limited, a subsidiary of Grange Resources Limited, and Thalanga Copper Mines Pty Ltd. The joint venture was engaged in ore mining and is now being rehabilitated for future lease relinquishment. The principal place of business of the joint venture is at 1 Penghana Road, Queenstown, Tasmania, 7326. NOTE 33. RECONCILIATION OF PROFIT AFTER INCOME TAX TO NET CASH INFLOW FROM OPERATING ACTIVITIES 2020 $’000 2019 $’000 Profit for the year Unwinding of discount Depreciation and amortisation Mine properties and development amortisation Credit loss provision on loan receivable Interest expense Inventory provision Proceeds from sale of property, plant and equipment Loss (profit) on sale of property, plant and equipment Loss (gain) on financial instruments Net unrealised foreign exchange gain Change in operating assets and liabilities (Increase) decrease in trade and other receivables Decrease (increase) in inventories Decrease (increase) in deferred tax assets Increase in trade and other payables (excluding tax payable) Increase in other provisions Decrease provision for income tax payable Net cash inflow from operating activities NOTE 34. EARNINGS PER SHARE Basic earnings per share From continuing operations attributable to the ordinary equity holders of the Company Diluted earnings per share From continuing operations attributable to the ordinary equity holders of the Company (a) Reconciliations of earnings used in calculating earnings per share Profit (loss) attributable to the ordinary equity holders of the Company used in calculating basic earnings per share from continuing operations Diluted earnings per share Profit attributable to the ordinary equity holders of the Company used in calculating diluted earnings per share from continuing operations (b) Weighted average number of shares used as the denominator 203,186 774 21,163 38,162 2,804 356 2,569 (21) 1 7,457 9,320 (41,080) (5,778) (26,437) 7,849 1,451 (19,208) 202,568 2020 Cents 17.64 17.64 2020 $’000 204,179 204,179 2020 Number 77,334 995 22,101 42,491 - 119 - - 90 733 (1,054) (15,445) (58,849) (20,439) 10,627 1,518 (4,485) 55,736 2019 Cents 6.71 6.71 2019 $’000 77,661 77,661 2019 Number Weighted average number of ordinary shares used as the denominator in calculating basic earnings per share 1,157,338,698 1,157,338,698 74 75 NOTE 35. PARENT ENTITY FINANCIAL INFORMATION NOTE 36. EVENTS OCCURRING AFTER THE REPORTING PERIOD The Company performed a review of its investment in property development and concluded to exit the current joint venture arrangement and have reached an in principle agreement with its joint venture partner subsequent to the end of the financial year. As a result of the exit arrangements, the Company intends to forgive the outstanding loans owed by its joint venture partner and take full ownership of the remaining assets in the unsold units at Carter Toorak and the Brookville land. There were no matters or circumstances arising since 31 December 2020 that has significantly affected, or may significantly affect: • the Group’s operations in future financial years; or • the results of those operations in future financial years; or • the Group’s state of affairs in future financial years. (a) Summary financial information The individual financial statements for the parent entity show the following aggregate amounts: Balance Sheet Current assets Total assets Current liabilities Total liabilities Shareholders’ equity Contributed equity Reserves 2020 $’000 2019 $’000 1,269 313,825 2,450 34,810 6,026 315,727 20,243 51,803 392,475 392,475 - Share-based payments Retained losses Total equity 31,191 (144,651) 279,015 31,191 (159,742) 263,924 Profit (loss) for the year Total comprehensive income (loss) for the year 39,230 29,003 39,230 29,003 (b) Contingent liabilities of the parent entity Other contingent liabilities Pursuant to the terms of an agreement dated 21 November 2003, under which the Company purchased certain tenements comprising the Southdown project, the Company is required to make a further payment of $1,000,000 to MedAire, Inc upon commencement of commercial mining operations from those tenements. DIRECTORS’ DECLARATION In the Directors’ opinion: (a) the financial statements and notes set out on pages 42 to 76 are in accordance with the Corporations Act 2001, including: Note 1(a) confirms that the financial statements also comply with International Financial Reporting Standards as issued by the International Accounting Standards Board. (i) complying with Accounting Standards, the Corporations Regulations 2001 and other mandatory professional reporting requirements, and The Directors have been given the declarations of the Chief Executive Officer and Chief Financial Officer required by section 295A of the Corporations Act 2001. (ii) giving true and fair view of the consolidated entity’s financial position as at 31 December 2020 and of its performance for the financial year ended on that date, and This declaration is made in accordance with a resolution of the Directors. (b) there are reasonable grounds to believe that the Company will be able to pay its debts as and when they become due and payable, and Michelle Li Chairperson of the Board of Directors Perth, Western Australia 26 February 2021 76 77 78 79 PricewaterhouseCoopers, ABN 52 780 433 757 2 Riverside Quay, SOUTHBANK VIC 3006, GPO Box 1331, MELBOURNE VIC 3001 T: 61 3 8603 1000, F: 61 3 8603 1999, www.pwc.com.au Liability limited by a scheme approved under Professional Standards Legislation. Independent auditor’s report To the members of Grange Resources Limited Report on the audit of the financial report Our opinion In our opinion: The accompanying financial report of Grange Resources Limited (the Company) and its controlled entities (together the Group) is in accordance with the Corporations Act 2001, including: (a)giving a true and fair view of the Group's financial position as at 31 December 2020 and of itsfinancial performance for the year then ended(b)complying with Australian Accounting Standards and the Corporations Regulations 2001.What we have audited The Group financial report comprises: •the statement of financial position as at 31 December 2020•the statement of comprehensive income for the year then ended•the statement of changes in equity for the year then ended•the statement of cash flows for the year then ended•the notes to the financial statements, which include significant accounting policies and otherexplanatory information•the directors’ declaration.Basis for opinion We conducted our audit in accordance with Australian Auditing Standards. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial report section of our report. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. Independence We are independent of the Group in accordance with the auditor independence requirements of the Corporations Act 2001 and the ethical requirements of the Accounting Professional & Ethical Standards Board’s APES 110 Code of Ethics for Professional Accountants (including Independence Standards) (the Code) that are relevant to our audit of the financial report in Australia. We have also fulfilled our other ethical responsibilities in accordance with the Code. Our audit approach An audit is designed to provide reasonable assurance about whether the financial report is free from material misstatement. Misstatements may arise due to fraud or error. They are considered material if individually or in aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of the financial report. We tailored the scope of our audit to ensure that we performed enough work to be able to give an opinion on the financial report as a whole, taking into account the geographic and management structure of the Group, its accounting processes and controls and the industry in which it operates. The Group’s operations consist principally of owning and operating the Savage River integrated iron ore mining and pellet production business located in the north-west region of Tasmania. Materiality Audit scope Key audit matters •For the purpose of our auditwe used overall Groupmateriality of $10.0 million,which representsapproximately 5% of theGroup’s profit before tax.•We applied this threshold,together with qualitativeconsiderations, to determinethe scope of our audit and thenature, timing and extent ofour audit procedures and toevaluate the effect ofmisstatements on the financialreport as a whole.•We chose Group profit beforetax because, in our view, it isthe benchmark against whichthe performance of the Groupis most commonly measured.•We utilised a 5% thresholdbased on our professionaljudgement, noting it is withinthe range of commonlyacceptable thresholds.•Our audit focused on wherethe Group made subjectivejudgements; for example,significant accountingestimates involvingassumptions and inherentlyuncertain future events.•Amongst other relevant topics,we communicated the followingkey audit matters to the Auditand Risk Committee:−−Impairment assessment forthe Savage River cashgenerating unit (CGU)−−Accounting for the cost ofrehabilitation•These are further described inthe Key audit matters section ofour report. 80 81 Key audit matters Key audit matters are those matters that, in our professional judgement, were of most significance in our audit of the financial report for the current period. The key audit matters were addressed in the context of our audit of the financial report as a whole, and in forming our opinion thereon, and we do not provide a separate opinion on these matters. Further, any commentary on the outcomes of a particular audit procedure is made in that context. Key audit matter How our audit addressed the key audit matter Impairment assessment for the Savage River cash generating unit (CGU) (Refer to note 27) The impairment assessment of the Savage River CGU, which consists of the mine and pelletising plant, was a key audit matter given the significance of the carrying amount to the statement of financial position. There were also a number of factors in the impairment assessment requiring judgement by the Group including: •The pellet (final product) price and theAUD/USD exchange rates.•The discount rate•Estimation uncertainty associated with forecastof operating and capital expenditure for theperiod to 2036 (Life of Mine).The Group prepared a discounted cashflow model (the model) to determine the recoverable amount of the Savage River CGU balance, which requires a number of assumptions as described in Note 29. We developed our understanding of the process by which the cash flow forecasts were prepared, tested the mathematical accuracy and logic of the discounted cash flow model, and assessed that the methodology utilised to determine the recoverable amount was consistent with Australian Accounting Standards. We satisfied ourselves that the operating and capital expenditure forecasts were consistent with the board approved Life of Mine plan. In order to assess the Group’s ability to make reliable forecasts, we compared current year (2020) actual results with the figures included in the prior year forecasts (2019). We also assessed: •The long term pellet price and AUD/USDexchange rate assumptions by agreeing them toanalysis performed by external parties andcomparing them to economic and industryforecasts;•The discount rate used by assessing the cost ofcapital for the Group, assisted by PwCvaluations experts, and comparing the rate tomarket data and industry research.•The reasonableness of the disclosures made inthe financial report against the requirements ofAustralian Accounting StandardsAccounting for the cost of rehabilitation (Refer to note 21 and 22) The main component of the provision is for the Group’s obligation to rehabilitate the Savage River and Port Latta sites for the disturbance caused by its operations. The rehabilitation provision also includes an obligation under the Tasmanian Goldamere Pty Ltd Act 1996 to repay the Tasmanian Government for part of the purchase of the mine through expenditure on We evaluated the Group’s calculation of the rehabilitation obligation for consistency with the current Life of Mine plan. We compared the discount rate used to available market data. Where external and internal experts were used by the Group to estimate remediation costs, we assessed our ability to use their estimates, considering their objectivity, competency and capability and assessing Key audit matter How our audit addressed the key audit matter remediation. The net present value of the cost of rehabilitation is recorded as a provision of $68.8 million (non-current) and $6.0 million (current), for a total of $74.8 million. Given the significance of this balance and the level of complexity and uncertainty within the estimate, our examination of the provision for rehabilitation was a key audit matter. that the scope of work they performed was appropriate for the purposes of the estimate. We compared the Group’s assumptions on rehabilitation costs to other similar costs in the business where appropriate. Other information The directors are responsible for the other information. The other information comprises the information included in the annual report for the year ended 31 December 2020, but does not include the financial report and our auditor’s report thereon. Prior to the date of this auditor's report, the other information we obtained included the Directors' Report and the Corporate Governance Statement. We expect the remaining other information to be made available to us after the date of this auditor's report. Our opinion on the financial report does not cover the other information and we do not and will not express an opinion or any form of assurance conclusion thereon. In connection with our audit of the financial report, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial report or our knowledge obtained in the audit, or otherwise appears to be materially misstated. If, based on the work we have performed on the other information that we obtained prior to the date of this auditor’s report, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard. When we read the other information not yet received, if we conclude that there is a material misstatement therein, we are required to communicate the matter to the directors and use our professional judgement to determine the appropriate action to take. Responsibilities of the directors for the financial report The directors of the Company are responsible for the preparation of the financial report that gives a true and fair view in accordance with Australian Accounting Standards and the Corporations Act 2001 and for such internal control as the directors determine is necessary to enable the preparation of the financial report that gives a true and fair view and is free from material misstatement, whether due to fraud or error. In preparing the financial report, the directors are responsible for assessing the ability of the Group to continue as a going concern, disclosing, as applicable, matters related to going concern and using the TENEMENT SCHEDULE as at 28 February 2021 PROSPECT TASMANIA Savage River WESTERN AUSTRALIA Southdown TENEMENT INTEREST 2M/2001 14M/2007 11M/2008 4M/2019 EL30/2003 EL8/2014 M70/1309 G70/217 R70/61 L70/185 L70/186 L70/188 L70/201 L70/225 100% (1) 100% (1) 100% (1) 100% (1) 100% (1) 100% (1) 70% (3) (4) 70% (4) 70% (4) 70% (4) 70% (4) 70% (2) (4) 70% (2) (4) 70% (2) (4) Notes: 1. Held by Grange Resources (Tasmania) Pty Ltd. 2. Under application. 3. Subject to conditional purchase agreement with Medaire Inc. 4. Subject to Joint Venture Implementation Agreement with SRT Australia Pty Ltd 5. Subject to 1% Net Smelter Return royalty with Lac Minerals (Australia) NL 6. Subject to joint venture agreement with Aragon Resources Pty Ltd 7. Royalty interest with Horseshoe Metals Limited 8. Royalty interest with Nova Energy Pty Ltd 9. Royalty interest with Kanowna Mines Pty Ltd 10. Royalty interest with Dampier (Plutonic) Pty Ltd 11. Royalty interest with Billabong Gold Pty Ltd 12. Royalty interest with Fortescue Metals Group Ltd 13. Subject to joint venture agreement with Thalanga Copper Mines Pty Limited 14. Royalty interest with Santexco Pty Ltd 15. Royalty interest with Giants Reef Exploration Pty Ltd Wembley M52/801 15% (5) (6) Horseshoe Lights M52/743 0% (7) Abercromby Well Red Hill Freshwater Pilbara QUEENSLAND Mt Windsor JV NORTHERN TERRITORY Mt Samuel True Blue Aga Khan Black Cat M53/336 M27/57 M52/278,279,299 M52/295-296 M52/300-301 M52/305-306 M52/369-370 E47/1846 ML 1571 ML 1734 ML 1739 ML 10028 ML 1758 MLC 49 MLC 527 MLC 599 MLC 617 MCC 174 MCC 212 MCC 287-288 MCC 308 MCC 344 MCC 342 MLC 619 MLC 522 MCC 338-339 MCC316-317 MCC 340-341 0% (8) 0% (9) 0% (10) 0% (11) 0% (11) 0% (10) 0% (10) 0% (12) 30% (13) 30% (13) 30% (13) 30% (13) 30% (13) 0% (14) 0% (15) 0% (15) 0% (15) 0% (15) 0% (15) 0% (15) 0% (15) 0% (15) 0% (15) 0% (15) 0% (15) 0% (15) 0% (15) 0% (15) 83 82 going concern basis of accounting unless the directors either intend to liquidate the Group or to cease operations, or have no realistic alternative but to do so. Auditor’s responsibilities for the audit of the financial report Our objectives are to obtain reasonable assurance about whether the financial report as a whole is 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 the Australian Auditing Standards 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 the financial report. A further description of our responsibilities for the audit of the financial report is located at the Auditing and Assurance Standards Board website at: https://www.auasb.gov.au/admin/file/content102/c3/ar1_2020.pdf. This description forms part of our auditor's report. Report on the remuneration report Our opinion on the remuneration report We have audited the remuneration report included in pages 32 to 38of the directors’ report for the year ended 31 December 2020. In our opinion, the remuneration report of Grange Resources Limited for the year ended 31 December 2020 complies with section 300A of the Corporations Act 2001. Responsibilities The directors of the Company are responsible for the preparation and presentation of the remuneration report in accordance with section 300A of the Corporations Act 2001. Our responsibility is to express an opinion on the remuneration report, based on our audit conducted in accordance with Australian Auditing Standards. PricewaterhouseCoopers Amanda Campbell Melbourne Partner 26 February 2021 Grange Full Yr Statutory Accts 12 Months Ended 31 Dec 2020 Shagang International Holdings Ltd (Hong Kong) Name Number % 554,762,656 47.9 The number of shareholders holding less than a marketable parcel of Ordinary Shares at 9 March 2021 was 403. ASX Additional Information Additional information required by the Australian Securities Exchange Limited and not shown elsewhere in this report is as follows. The shareholder information set out below was applicable as at 9 March 2021 except where otherwise indicated. ORDINARY SHARES Twenty Largest Shareholders as at 9 March 2021. The twenty largest holders of ordinary fully paid shares are listed below: Distribution of Equity Securities Analysis of number of shareholders by size and holding: 1 - 1,000 1,001 - 10,000 10,001 - 100,000 100,001 - and over Total Ordinary Shares 521 2,514 2,247 548 5,830 Director Options Employee Options - - - - 0 - - - - 0 Other Options - - - - 0 Pacific International Co (Hong Kong) 77,531,005 Realindex Investments Pty Ltd (Australia) DFA Australia Ltd (Australia) RGL Holdings Ltd (Hong Kong) JP Morgan Securities (Australia) Ltd (Australia) 26,751,258 16,855,497 16,385,466 14,369,531 ABN AMRO Bank NV (Netherlands) 13,474,381 Mr Gary and Mrs Susan Sadler (Australia) Morgan Stanley & Co. International Plc (United Kingdom) Coöperatieve Rabobank U.A. (Netherlands) Acadian Asset Management LLC (United States) Credit Suisse AG (Switzerland) Dimensional Fund Advisors LP (United States) Minbok Family (Australia) Interactive Brokers Mr John Swinnerton (Australia) 11,450,000 9,772,825 8,934,927 7,616,097 7,613,720 7,528,627 7,500,000 7,000,000 6,649,490 6,200,000 LSV Asset Management (United States) 6,183,400 UBS AG Switzerland (Switzerland) Mr Jonathan Hestelow (Australia) 6,035,560 5,098,200 Sub-total 817,712,640 70.5 Voting Rights All shares carry one vote per share without restriction. Substantial Shareholders An extract of the Company’s Register of Substantial Shareholders as at 9 March 2021 is set out below: Name Shagang International Holdings Limited Ever Lucky Developments Limited RGL Holdings Co. Ltd Number of fully paid shares >572,104,668 Pacific International Co 77,531,005 Voting power 49.4% 6.7% Securities Subject to Voluntary Escrow The following securities are subject to voluntary escrow: Class of Security Fully Paid Ordinary Shares Number of Securities Nil Escrow period ends Not applicable 6.7 2.3 1.5 1.4 1.2 1.2 1.0 0.8 0.8 0.7 0.7 0.6 0.6 0.6 0.6 0.5 0.5 0.5 0.4 List of Significant ASX Announcements From 1 January 2020 through to 9 March 2021 Date Announcement 26/02/2021 Corporate Governance Statement 26/02/2021 Appendix 4G 26/02/2021 Dividend/Distribution - GRR 26/02/2021 26/02/2021 Grange Resources Limited Appendix 4E - 31 December 2020 2/02/2021 Board Update 25/01/2021 GRR - Quarterly Report for 3 months ended 31 December 2020 16/12/2020 Grange Major Projects Update 28/10/2020 GRR - Quarterly Report for 3 months ended 30 Sept 2020 28/08/2020 Change in substantial holding 28/08/2020 Dividend/Distribution - GRR 28/08/2020 Half Yearly Report and Accounts 28/08/2020 Appendix 4D - Half Year Ending 30 June 2020 28/07/2020 GRR - Quarterly Report for 3 months ended 30 June 2020 28/05/2020 Results of Meeting 28/05/2020 AGM Presentation 27/05/2020 Final Director’s Interest Notice 14/05/2020 Change of Director’s Interest Notice 28/04/2020 Annual Report to shareholders 28/04/2020 27/04/2020 GRR - Quarterly Report for 3 months ended 31 March 2020 Update to Savage River Mineral Resources and Ore Reserves 15/04/2020 Change of Director’s Interest Notice 3/04/2020 Date of AGM 25/03/2020 Board Update 28/02/2020 Corporate Governance Statement 28/02/2020 Appendix 4G 28/02/2020 Dividend/Distribution - GRR 28/02/2020 28/02/2020 28/01/2020 Grange Full Yr Statutory Accts 12 Months Ended 31 Dec 2019 Grange Resources Limited Appendix 4E - 31 December 2019 GRR - Quarterly Report for 3 months ended 31 December 2019 28/04/2020 Notice of Annual General Meeting/Proxy Form Mr Adam Garrigan (Australia) 84 85 86 BOARD OF DIRECTORSMichelle Li Non-executive ChairpersonYan Jia Non-executive Deputy ChairpersonDaniel Tenardi Non-executive Director (resigned 27 May 2020)Michael Dontschuk Non-executive DirectorDavid Woodall Non-executive Director – Non-executive DirectorHonglin Zhao Chief Executive Officer / Managing DirectorCOMPANY SECRETARYPiers LewisREGISTERED OFFICEGrange Resources Limited ABN 80 009 132 40534a Alexander Street, BURNIE, TAS 7320Telephone: + 61 (3) 6430 0222Email: GRR.Info@grangeresources.com.auSHARE REGISTRYAdvance Share Registry Services Limited110 Stirling HighwayNedlands, WA 6009AUDITORSPricewaterhouseCoopers2 Riverside QuaySOUTHBANK, VIC 3006STOCK EXCHANGEGrange Resources Limited is listed on the ASX Limited (ASX Code: GRR) and the “OTC” Markets in Berlin, Munich, Stuttgart and Frankfurt in Germany (Code: WKN. 917447)WEBSITEwww.grangeresources.com.au Annual Report 2020Burnie Office - Tasmania (Registered Office)34A Alexander Street Burnie, TAS 7320PO Box 659 Burnie, TAS 7320Ph +61 (3) 6430 0222 Fx +61 (3) 6432 3390 Em grr.info@grangeresources.com.auANNUAL REPORT 2020 GRANGE RESOURCES LIMITED
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