Incorporated in Bermuda
(ARBN 081 028 337)
(Malaysian Registration No. 202002000012 (995782-P))
01
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
CONTENTS
CHAIRMAN’S REPORT
03
DIRECTORS
04
KEY MANAGEMENT
06
CORPORATE DIRECTORY
07
CORPORATE STRUCTURE
08
FINANCIAL HIGHLIGHTS
09
GROUP OVERVIEW
10
PROCESSING AND SMELTING OPERATIONAL REVIEW
12
MARKETING AND TRADING OPERATIONAL REVIEW
16
BOOTU CREEK MINE
19
TSHIPI É NTLE MANGANESE MINING (PTY) LTD
26
ASX LISTING RULE 5.8.1
28
SUSTAINABILITY STATEMENT
36
GRI CONTENT INDEX
103
CORPORATE GOVERNANCE
109
DIRECTORS’ STATEMENT
127
INDEPENDENT AUDITOR’S REPORT
130
STATEMENTS OF FINANCIAL POSITION
133
CONSOLIDATED STATEMENT OF COMPREHENSIVE INCOME
134
CONSOLIDATED STATEMENT OF CHANGES IN EQUITY
135
CONSOLIDATED STATEMENT OF CASH FLOWS
136
NOTES TO THE FINANCIAL STATEMENTS
138
ASX & BURSA SECURITIES ADDITIONAL INFORMATION
195
WHO WE ARE
OM Holdings Limited is a manganese and silicon smelting company, with vertical exposure in mining and trading. We are engaged in
the business of trading raw ores, smelting, and marketing of processed ferroalloys. With over 25 years in the industry, we are listed on
both the ASX and Bursa Malaysia, and have operations across Australia, China, Malaysia, Singapore and South Africa.
Today, the Group is one of the world’s leading suppliers of manganese ores and ferroalloys and seeks to be the main ferroalloy supply
partner to major steel mills and other industries.
OUR PURPOSE
Our purpose is to create sustainable value for our shareholders and stakeholders through developing and acquiring cost competitive
resource assets, managing them in an environmentally safe and optimised manner, and realizing their full potential by marketing
effectively.
OUR VALUES
We will fulfil our purpose by adhering to the following values:
• Safety and Wellbeing • Care and Respect • Integrity and Accountability • Innovation and Entrepreneurial • Collaboration • Sustainability
03
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
Dear Shareholders,
In 2024 we saw a period of elevated volatility, with various market
dynamics at play. Operating in these environments required a
strong strategic view and agile execution. For ferrosilicon, we saw
pricing pressure following the Chinese Government’s crackdown
on tax evasion for bulk commodities sector, while for manganese
alloys, we saw sharp price increases in Q2 before rapid
normalization for the rest of the year. Against this backdrop, we
navigated these challenges, demonstrating our resilience, while
achieving record production levels. Our ability to manage costs
amidst volatility has allowed us to remain competitive, and indeed
profitable in uncertain markets, and we remain committed to
creating long term value for our stakeholders.
Market Update
In 2024 ferrosilicon prices declined at the end of the year, after
briefly rising in Q3 due to Chinese Government’s crackdowns
on tax evasion for the bulk commodities sector. While near-
term downward pressure on ferrosilicon prices persists, the
cost of raw materials for ferrosilicon production have also
declined. This has created additional head room as we enter
2025. As we have highlighted last year, lower base prices do not
necessarily translate to reduced profitability. Rather, it is the
alignment between raw material prices and selling prices, and the
management of these price risks, that determine our long term
profitability and operational resilience.
The manganese alloy market experienced two distinct phases in
2024. The first half saw a surge in ore and alloy prices, driven
by supply disruptions from a key global ore producer, while the
second half saw normalization as market participants rationalized
and digested the impact. By managing our raw material
inventory and procurement to mitigate raw material price risk,
we defended our cost position while capitalizing on favourable
market conditions.
By the end of the year, market prices normalized and we saw ore
prices return to sub US$6 per dmtu while SiMn prices declined
before stabilizing between US$900 to 950 per tonne CIF Japan.
Operations Highlight
We achieved record ferrosilicon and manganese alloy production
volumes in 2024, exceeding 500,000 metric tonnes. This was
a 15.2% increase year on year, marginally surpassing our
production guidance. This was driven by higher utilization rates
at our Sarawak Plant, where we operated 15 out of 16 furnaces
on average over the course of the year.
We continue to rehabilitate Bootu Creek, focusing on repairing
landforms impacted by the wet season. The preparatory work
for the restart of Ultra Fines Plant is still in progress, with trial
production runs aimed at verifying the production yield and
grade trade-offs. Commercial production is expected to begin
shortly after the completion of the trials.
Financials
In FY2024, we posted a net profit after tax of US$9.7 million.
Gross profit margin for the full year was 17.3%, reflecting a strong
first half 2024 followed by a cyclical decline in the latter half, with
margins easing to approximately 15.6%.
From this, we generated an EBITDA of US$76 million. Our
earnings composition has also stabilized as our operations
mature, reflecting the growing resilience of our business model
and operational strategy.
Our financial position continued to strengthen in FY2024, with
gearing ratios declining from 3.05 times in FY2016 to 0.52 times in
FY2024 – a trend that aligns with our long-term financial strategy
over the past years. We successfully repaid US$66.1 million of
CHAIRMAN’S REPORT
LOW NGEE TONG
Executive Chairman
loan in the year, primarily related to project financing and trade
facilities, ensuring disciplined capital management. As a result,
we closed the year with a consolidated cash position of US$67.9
million, broadly in line with the start of the year.
Given the year’s results, we are pleased to announce a dividend
of A$0.004 per share for FY2024, representing approximately
20% of the Group’s net profit after tax of US$9.7 million. Despite
challenging market conditions, this indicates our commitment to
delivering sustainable value to our shareholders. We certainly
do appreciate the continued confidence and trust of our
shareholders as we continue to realize our long-term vision.
Strategic Decision Recap
Celebrating the 10th anniversary of the Sarawak Plant in 2024,
we took the opportunity to reflect on key strategic decisions
that have enabled us to weather storms and position ourselves
in global markets. Chief amongst these was the challenging
decision to press on with the conversion of six furnaces from
ferrosilicon to manganese alloy in 2016, which allowed us to pivot
successfully into our core area of expertise, capturing favourable
headwinds from 2017 to 2018. This modification also provided a
much-needed product hedge, while generating marginally higher
margins over the long run.
Building on this, four additional furnaces were converted—two
for silicon metal and two for manganese alloy—alongside major
maintenance projects. These initiatives increased production
volumes, diversified our product mix, and improved our ability
to navigate market downturns while maintaining operational
stability.
OM Sarawak has transformed from a greenfield project into
a leading global ferroalloy producer. As we continue to evolve,
the current debt structure which helped finance OM Sarawak
at inception has shown its limitations, and no longer aligns
with the scale of our production and trading volumes. We are
pleased to share that we have successfully refinanced this in an
exercise through our key subsidiaries in Singapore and Malaysia.
This allows us to extend the maturity profile of our debt, while
augmenting our capital structure with flexible revolving credit
facilities. This allows for greater agility in operations, and the
need for such flexibility has been clearly demonstrated in last
year’s market volatility.
Looking Ahead
Looking ahead over the next 12 to 24 months, our key priorities
will be to continue strengthening our balance sheet and drive
operational excellence. Our structural cost advantages within the
ferroalloy industry, remains a key anchor of our resilience and
long-term competitiveness.
The Company’s continued success is driven by the dedication
and expertise of our people. I extend my gratitude to my fellow
directors, employees, shareholders, and stakeholders for their
unwavering commitment. Together, we will continue to build
a resilient, sustainable business and position the Company for
long-term success.
04
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
DIRECTORS
Mr Low is a qualified Mechanical Engineer, having graduated from the National
University of Singapore. He has over 43 years of experience in the steel, ferro
alloy and building materials industries in Asia. That experience was gained with
Chiyoda Limited, a global Japanese civil engineering group, Intraco Limited,
Intraco Resources Pte Limited, and C Itoh Limited, a significant Japanese metals
trading house. Mr Low has demonstrated a significant network for marketing in
China and internationally. He was the Chief Executive Officer of OMH since its
incorporation and subsequent listing in 1998. In October 2008, Mr Low became
the Executive Chairman of OMH. Mr Low’s business relationships and reputation
with several large multinational corporations in Asia have enabled OMH to
successfully establish its profitable operations based in Singapore and extending
to China, Malaysia, South Africa and Australia.
LOW NGEE TONG
Executive Chairman
Mr Zainul Abidin Rasheed graduated with a Bachelor of Arts (Honours) in
Economics and Malay Studies from the University of Singapore. Mr Zainul was a
Member of Parliament (from 1997-2011) and served as the Senior Minister of State
for the Ministry of Foreign Affairs of the Government of Singapore, a position
he held since 2006. Prior to serving in government service, Mr Zainul had an
illustrious career in journalism which included the positions of Editor of Berita
Harian, The Singapore Business, The Sunday Times and Associate Editor of The
Straits Times.
Mr Zainul recently completed serving as the Ambassador to Kuwait (Non-Resident),
a position he held for 13 years since 2011. He was formerly the Foreign Minister’s
Special Envoy to the Middle East. Mr Zainul also used to serve as a Corporate
Adviser to Singapore’s Temasek International Pte Ltd, and is now a member of
the Temasek Foundation Cohesion & Resilience Executive Board. Mr Zainul also
served as a member of the Board of Directors of Mediacorp. He currently serves
as a member of the Nanyang Technological University Board of Trustees.
Mr Zainul served numerous government agencies, councils and civic organizations
including Executive Secretary of the Singapore Port Workers’ Union, a member
of the Board of Directors of the Port of Singapore Authority, President of the
Singapore Islamic Religious Council, Chairman of the Malay Heritage Foundation,
Chief Executive Officer of the Council for the Development of the Malay/Muslim
Community (MENDAKI), the Council for Security Co-operation in the Asia Pacific,
the National University of Singapore Council as well as being the Patron of the
Singapore Rugby Union and Adviser to the Hockey Federation.
Mr Zainul Abidin is a member of the Company’s Remuneration Committee.
ZAINUL ABIDIN RASHEED
Independent Deputy Chairman
Ms Wolseley holds a Bachelor of Commerce degree and is a Chartered Accountant
and Fellow of the Australia and New Zealand Institute. She is the Principal of a
corporate advisory company and has over 32 years of experience as Company
Secretary to a number of ASX-listed companies operating primarily in the
resources sector. Previously Ms Wolseley was an Audit Manager both in Australia
and overseas for an international accounting firm. Her expertise includes
corporate secretarial, management accounting, financial and management
reporting in the mining industry, IPOs, capital raisings, cash flow modelling and
corporate governance. Ms Wolseley is a member of the Company’s Audit and
Remuneration Committees.
Ms Wolseley is also a board member of Aquinas College, an independent school
for boys in Perth, Western Australia.
JULIE ANNE WOLSELEY
Non-Executive Director &
Joint Company Secretary
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OM HOLDINGS LIMITED | ANNUAL REPORT 2024
DIRECTORS
Mr Tan Peng Chin was the founder, managing director and consultant of Tan Peng Chin
LLC until he retired from the firm on 31 December 2015. Mr Tan was also a Notary
Public and Commissioner for Oaths from 1995 to 2015. He was an Accredited Mediator
with the Singapore Mediation Center. Mr Tan’s legal expertise includes corporate
finance, banking, company and commercial laws, international trade, joint ventures
and issues concerning shareholders and directors. In addition, Mr Tan has acted in
numerous cross border transactions in the course of his legal career spanning more
than 38 years. Mr Tan has served as an Independent Director in numerous Singapore
listed companies since 1996. He graduated with a Bachelor of Laws (2nd Upper Class)
from the National University of Singapore in 1982.
He was also a member of the Institutional Review Board of the Singapore National
Cancer Center from 2007 to 2014. Mr Tan was instrumental in setting up Clarity
Singapore Limited in 2010, a charity under the auspices of Caritas (the Catholic Church)
to assist persons suffering from mental illnesses and was Chairman / Vice Chairman
of the Board until his retirement from the Board in October 2021. Mr Tan has also
volunteered with various charities including Christian Outreach for the Handicapped
and the Roman Catholic Prison Ministry.
With his board experience in various companies in Asia and his legal expertise, Mr Tan
is able to assist the Company in its strategic pursuits. He has been a Non-Executive
Director since 14 September 2007.
Mr Tan is the Chairman of the Remuneration Committee.
TAN PENG CHIN
Independent Non-Executive Director
Dato’ Abdul Hamid Bin Sh Mohamed is a Fellow of the Association of Chartered
Certified Accountant. He started off his career in an accounting firm before joining
Bumiputera Merchant Bankers Berhad, a merchant and investment bank, and
subsequently Amanah Capital Malaysia Berhad, another financial institution group
owned by the largest unit trust fund Manager in Malaysia then.
He eventually joined the Kuala Lumpur Stock Exchange (“KLSE”), now known as
Bursa Malaysia, where he rose from Senior Vice President Strategic Planning &
International Affairs, subsequently to Deputy President (Strategy and Development)
and finally to the position of Chief Financial Officer. During his 5 years with KLSE,
he led several major projects including the acquisition of Kuala Lumpur Options
and Financial Futures Exchange, Commodity and Monetary Exchange of Malaysia
and the subsequent merger of both exchanges to form the Malaysian Derivatives
Exchange, as well as the acquisition of Malaysian Exchange of Securities Dealing
and Automated Quotation. He also led KLSE’s demutualisation exercise.
He holds directorships in various companies in Malaysia including MMC Corporation
Berhad (a previously listed company on Bursa Malaysia), Maybank Investment Bank
Berhad (a subsidiary and investment banking arm of Malayan Banking Berhad
which is also listed on Bursa Malaysia), and Ekuiti Nasional Berhad (a Malaysian
government-linked private equity company). He is currently the Executive Director
(and major shareholder) of Symphony House Sdn Bhd, a privately owned investment
holding company. Other directorships includes Maybank International Holdings
Sdn Bhd and PT Maybank Sekuritas Indonesia.
Dato’ Abdul Hamid Bin Sh Mohamed is the Chairman of the Company’s Audit
Committee.
DATO’ ABDUL HAMID
BIN SH MOHAMED
Independent Non-Executive Director
Ms Tan Ming-li is currently a partner of the Malaysian legal firm, Cheang & Ariff. She
graduated with a double degree in Law (Hons) and Science from the University of
Melbourne. She was called to the Malaysian Bar in 1994 and has been in legal practice
for over 30 years. Her areas of expertise include corporate and securities laws where
she is involved in advising on capital market transactions, mergers and acquisitions,
corporate restructuring and corporate finance related work.
She currently also serves as an independent director for CapitaLand Malaysia Trust,
BP Plastics Holding Berhad and Tokio Marine Life Insurance Malaysia Berhad.
Ms Tan is a member of the Company’s Audit Committee.
TAN MING-LI
Independent Non-Executive Director
06
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
KEY MANAGEMENT
NAME
POSITION
Heng Siow Kwee
Group HR, Joint Company Secretary, OMH
Director, OMS
Eugene Tan
Group Financial Controller, OMH
Stanley Liu
Director, Corporate Finance, OMH
Adrian Low
Managing Director, OMS
Goh Ping Choon
General Manager, OMS
Chen Xiao Dong
Managing Director, OM Sarawak
Dai Han Ping
General Manager, OM Sarawak
Mustapha Bin Ismuni
Director, OM Sarawak
Lisa Chee
General Manager, HR, OM Sarawak
Don Heng
Managing Director, OMML, OMME
Pu Guo Liang
General Manager, Engineering, OMA
Chen Hui Zhi
General Manager, Trades, OMQT
Li Ying
General Manager, OMM
as at 1 April 2025
07
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
CORPORATE DIRECTORY
Directors
Low Ngee Tong
(Executive Chairman)
Zainul Abidin Rasheed
(Independent Deputy Chairman)
Julie Anne Wolseley
(Non-Executive Director)
Tan Peng Chin
(Independent Non-Executive Director)
Dato’ Abdul Hamid
(Independent Non-Executive Director)
Bin Sh Mohamed
Tan Ming-li
(Independent Non-Executive Director)
Company Secretaries
Heng Siow Kwee
Julie Anne Wolseley
Conyers Corporate Services (Bermuda) Limited
ADDRESS OF COMPANY AND REGISTRIES
The address of the Corporate Office of the Company:
10 Eunos Road 8
#09-03A Singapore Post Centre
Singapore 408600
Telephone
: (65) 6346 5515
Facsimile
: (65) 6342 2242
Email
: om@ommaterials.com
The address of the Bermuda Registered Office:
Clarendon House
2 Church Street, Hamilton HM 11
Bermuda
The address of the Company’s
Principal Share Registry in Bermuda:
Conyers Corporate Services (Bermuda) Limited
Clarendon House
2 Church Street, Hamilton HM 11
Bermuda
The address of the Company’s
Branch Share Registry in Australia:
Computershare Investor Services Pty Ltd
Level 17
221 St Georges Terrace
Perth, Western Australia 6000
Telephone
: (618) 9323 2000
Facsimile
: (618) 9323 2033
Website
: www.computershare.com
The address of the Company’s
Branch Share Registry in Malaysia:
Tricor Investor & Issuing House Services Sdn Bhd
Unit 32-01, Level 32
Tower A, Vertical Business Suite
Avenue 3, Bangsar South
No. 8 Jalan Kerinchi
59200 Kuala Lumpur
Malaysia
Telephone
: (603) 2783 9299
Website:
: https://www.omholdingsltd.com/investor-relations/shareholder-services/
Name of Principal Bankers
Bank of China
Citibank N.A., Singapore Branch
Commonwealth Bank of Australia
Export-Import Bank of Malaysia Berhad
Malayan Banking Berhad
RHB Bank Berhad
Standard Chartered Bank
United Overseas Bank Limited
Name and Address of Auditors
Foo Kon Tan LLP
Public Accountants and Chartered Accountants
1 Raffles Place, #04-61/62
One Raffles Place Tower 2
Singapore 048616
Name and Address of Appointed Australian
Agent and Australian Registered Office:
OM Holdings (Australia) Pty Ltd
102 Angelo Street
South Perth, WA 6151
Name of Bermuda Resident Representative
Conyers Corporate Services (Bermuda) Limited
Website
: www.omholdingsltd.com
ASX Code
: OMH
Bursa Code : OMH(5298.KL)
as at 31 December 2024
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OM HOLDINGS LIMITED | ANNUAL REPORT 2024
CORPORATE STRUCTURE
Subsidiaries
Associates
(Incorporated in Bermuda ARBN 081 028 337)
(Malaysia Registration No.) 202002000012 (995782-P)
Listed on ASX on 19 March 1998
Listed on Bursa Malaysia on 22 June 2021
(OMM)
OM (Manganese) Ltd
(Incorporated in Australia)
100%
(OMS)
OM Materials (S) Pte Ltd
(Incorporated in Singapore)
100%
(Tshipi Mines)
Tshipi é Ntle Manganese Mining (Pty) Ltd
(Incorporated in South Africa)
50%
(OMQ)
OM Materials (Qinzhou) Co., Ltd
(Incorporated in China)
10%
(OMSM)
OM Materials (Samalaju) Sdn.Bhd.
(Incorporated in Malaysia)
100%
(OMA)
OM Hujin Science & Trade (Shanghai) Co., Ltd
(Incorporated in China)
80%
(OMSA)
OM Materials (Sarawak) Sdn. Bhd.
(Incorporated in Malaysia)
100%
(OMML)
OM Materials & Logistics (M) Sdn. Bhd.
(Incorporated in Malaysia)
100%
(OMJ)
OM Materials Japan Co. Ltd.
(Incorporated in Japan)
33.33%
(OMH BVI)
OM Holdings (B.V.I) Limited
(Incorporated in B.V.I)
100%
(OMH MU)
OMH (Mauritius) Corp.
(Incorporated in Mauritius)
100%
(OMR HK)
OM Resources (HK) Limited
(Incorporated in Hong Kong)
99.99%
(NMPL)
Ntsimbintle Mining Proprietary Limited
(Incorporated in South Africa)
26%
as at 31 December 2024
(OMNA)
OM New Aomeng Engineering and Tech Co. Ltd.
(Incorporated in China)
(OMST)
OM Materials Trades (S) Pte. Ltd.
(Incorporated in Singapore)
100%
(OMQT)
OM Materials Trading (Qinzhou) Co., Ltd
(Incorporated in China)
100%
70%
(OMMY)
OM Resources (M) Sdn.Bhd.
(Incorporated in Malaysia)
100%
(OMMR)
OM (ANR) Resources Sdn.Bhd.
(Incorporated in Malaysia)
60%
(OMME)
OM Engineering Tech (M) Sdn. Bhd.
(Incorporated in Malaysia)
100%
(OMMP)
OM Property Development Sdn. Bhd.
(Incorporated in Malaysia)
100%
(WOSL)
Wen Ocean Shipping & Logistics Sdn. Bhd.
(Incorporated in Malaysia)
50%
09
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
FINANCIAL HIGHLIGHTS
Revenue
(US$’million)
FY2020
FY2021
FY2022
FY2023
FY2024
FY2020
FY2021
FY2022
FY2023
FY2024
FY2020
FY2021
FY2022
FY2023
FY2024
FY2023
589.2
FY2024
654.3
FY2023
1.23
FY2024
1.23
FY2023
94.8
FY2024
113.2
Gross Profit
(US$’million)
Total Assets Per Share
(US$)
1.23
1.28
1.20
1.19
1.23
5 YEAR GROUP FINANCIAL HIGHLIGHTS
Financial year ended
31 December
2024
US$'million
2023
US$'million
2022
US$'million
2021
US$'million
2020
US$'million
Revenue
654.3
589.2
856.6
779.9
543.9
Profit/(loss) before
income tax
17.9
32.7
105.6
84.5
(3.5)
Profit attributable
to owners of the
Company
9.3
18.1
67.8
61.5
3.5
Total assets
941.2
940.9
886.0
943.6
874.0
Shareholders'
funds
416.6
411.4
396.1
368.0
309.3
Net tangible assets
420.2
414.6
399.7
443.7
361.7
US$
US$
US$
US$
US$
Total assets per
share
1.23
1.23
1.20
1.28
1.19
US$ cents US$ cents US$ cents US$ cents US$ cents
Net asset backing
per share
55.0
54.2
54.3
60.2
49.1
Basic profit per
share
1.2
2.5
9.2
8.4
0.5
2024
2023
2022
2021
2020
Gross profit
(US$ millions)
113.2
94.8
206.9
206.0
66.7
Gross profit
margin (%)
17.3
16.1
24.2
26.4
12.3
SALES BY INTERNATIONAL REGIONS
Region
2024
2023
2022
2021
2020
%
%
%
%
%
Asia Pacific
80.8
81.0
76.6
86.4
86.1
Americas
16.0
8.5
14.1
3.7
1.7
Europe
3.1
6.9
6.4
6.3
5.5
Middle East
0.1
3.2
2.8
3.6
6.3
Africa
0.0
0.4
0.1
0.0
0.4
Total
100.0
100.0
100.0
100.0
100.0
589.2
543.9
779.9
856.6
94.8
206.0
66.7
206.9
as at 31 December 2024
654.3
113.2
10
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
OMH GROUP OVERVIEW
KEY OPERATING ENTITIES OF OM
HOLDINGS GROUP
OMH is the investment holding company
of the Group. The main operating entities
within the Group are outlined below.
OM Materials (S) Pte Ltd (“OMS”)
OMS, based in Singapore is the strategic trading hub
of the Group. It handles the logistics, marketing,
product flow and distribution activities of the Group.
Core businesses of OMS include marketing of OM
Sarawak’s alloy production, as well as the distribution
of third party ores to the Group’s global network of
customers.
OM Materials (Qinzhou) Trading Co Ltd
(“OMQT”)
OMQT is the distribution arm of OMS in China.
This company supports the operations of OMS and
distributes and trades materials in China.
OMH (Mauritius) Corp (“OM MU”)
OM Mauritius has a 13% effective interest in the
Tshipi Borwa Manganese mine located in the
world-class Kalahari Manganese field located in the
Northern Cape of South Africa. The Tshipi Borwa
Manganese mine currently has a production rate of
approximately 3.3 to 3.6 million tonnes per annum
and the Group also markets its 13% effective
interest of the mine’s annual production.
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OM HOLDINGS LIMITED | ANNUAL REPORT 2024
OM
Holdings
Limited
(“OMH”
or
the
“Company”) and its subsidiaries (collectively
the “Group”) has an established track
record of 30 years in exploration, project
development, operations and marketing
and trading. The Group’s core businesses
comprise the production of manganese alloys
and ferrosilicon, and the marketing and
trading of manganese ore and ferroalloys.
Today, the Group is one of the region’s major
ferrosilicon and manganese alloy producers.
OM Materials (Sarawak) Sdn Bhd
(“OM Sarawak / OMSA”)
OM Sarawak owns and operates a ferrosilicon
and manganese alloy smelter in Sarawak, East
Malaysia, with a design annual production capacity
of approximately 120,000 to 126,000 tonnes of
ferrosilicon, approximately 333,000 to 400,000
tonnes of manganese alloys, and 21,000 to 24,500
tonnes of silicon metal per annum. The plant also
consists of a sinter plant that has a design capacity
to produce 250,000 tonnes of sinter ore per annum.
OM (Manganese) Ltd (“OMM”)
OMM owns the Bootu Creek manganese mine
located in Northern Territory, Australia. The Bootu
Creek mine is located approximately 110km north
of Tennant Creek. Mining operations commenced in
November 2005 and ceased on 13 December 2021.
The mine was placed under care and maintenance
mode since the end of January 2022.
12
OM HOLDINGS LIMITED | ANNUAL REPORT 2021
PROCESSING AND SMELTING OPERATIONAL REVIEW
SAMALAJU SMELTING COMPLEX
ANNUAL
PRODUCTION
SOLD AND
EXPORTED
190,517 tonnes
Ferrosilicon
180,845 tonnes
Ferrosilicon
(includes intercompany sales)
317,995 tonnes
Manganese Alloys
317,013 tonnes
Manganese Alloys
(includes intercompany sales)
13
OM HOLDINGS LIMITED | ANNUAL REPORT 2021
14
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
PROCESSING AND SMELTING OPERATIONAL REVIEW
SAMALAJU SMELTING COMPLEX
OVERVIEW
OM Materials (Sarawak) Sdn Bhd (“OM Sarawak”) owns the
Ferroalloy Smelting Project in Sarawak, Malaysia (the “Plant”). The
Plant consists of 8 main workshops with a total of 16 units of 25.5
MVA furnaces, of which 6 furnaces are allocated for ferrosilicon
production, 8 units for manganese alloys production, and 2 units
for silicon metal production. Upon completion of the conversion
works and scheduled major maintenance, the Plant will have
a design production capacity of 120,000 to 126,000 tonnes of
ferrosilicon, 333,000 to 400,000 tonnes of manganese alloys
and 21,000 to 24,500 tonnes of silicon metal per annum. The
Plant also consists of a sinter plant that has a design capacity to
produce 250,000 tonnes of sinter ore per annum.
PLANT CONSTRUCTION & DEVELOPMENT
In April 2023, the hot commissioning and performance testing for
the first silicon metal furnace was temporarily suspended as the
furnace was not operating as anticipated within the framework
of the Engineering, Procurement and Construction contract. In
December 2023, the fabricated parts for the two silicon metal
furnaces were delivered to the Plant, with installation completed
in March 2024.
On 1 July 2024, hot commissioning and performance testing of
one silicon metal furnace commenced, achieving provisional
acceptance of silicon metal production by the end of the month.
However, given the sustained market challenges, the process
was discontinued on 31 October 2024 and subsequently
transitioned back to ferrosilicon production on 1 November
2024. Meanwhile, the second silicon metal furnace continued
ferrosilicon production throughout 2024. With the global silicon
metal market experiencing a period of oversupply coupled with
subdued demand, both silicon metal furnaces will continue to
produce ferrosilicon in the interim, to ensure optimal returns and
to maximize furnace utilization rates.
In April 2024, OM Sarawak initiated a silica fume densification
silo project to increase the density of silica fume (a by-product of
ferrosilicon), to over 500 kg/m³ to meet higher market demand
for commercial applications. This project supports a circular
economy by reducing waste and contributing to a lower carbon
footprint, and is anticipated to be completed by Q3 2025.
OPERATIONS
In 2024, OM Sarawak reinforced its commitment to employee
development and workplace safety, through comprehensive
training programs, including upskilling initiatives, management
development courses, and safety training. These efforts totalled
147,386 training hours. As of 31 December 2024, OM Sarawak
employed 2,046 people, with local employees comprising 82% of
the workforce.
As of 31 December 2024, 13 of the 16 furnaces had met
the performance acceptance criteria specified in the major
maintenance contract. Of the remaining three furnaces, one
was undergoing hot commissioning and performance testing,
while the other two ferrosilicon furnaces are scheduled for major
maintenance in 2025, following a detailed condition assessment.
OM Sarawak achieved its highest production levels in five years
for both ferrosilicon and manganese alloys. Ferrosilicon output
rose 36.5% year-over-year to 190,517 tonnes, driven by increased
operational day and the addition of two furnace compensation
capacitors for all ferrosilicon furnaces. The strategic repurposing
of two silicon metal furnaces for ferrosilicon production in the
interim also boosted production levels. This resulted in eight
ferrosilicon furnaces operating by Q4 2024, compared to the 6
furnaces that was originally allocated for ferrosilicon production.
Manganese alloy production reached 317,995 tonnes, an 8%
year-on-year increase, supported by stable furnace operations
and extended uptime. High average furnace operating rates of
98.1% for ferrosilicon and 98.3% for manganese alloys further
contributed to these record production results.
Ferrosilicon Casting
15
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
Additional operational achievements in 2024 were as follows:
•
Signed a sale of goods agreement on 29 May 2024 with
Saremas Sdn Bhd (“Saremas”), a wholly-owned subsidiary of
Wilmar Plantation Sdn Bhd for the delivery of up to 120,000
metric tonnes of silicomanganese slag.
•
Successfully produced low-boron silicomanganese with a
boron content of less than 100 parts per million (“ppm”) in
August 2024.
•
Completed a surveillance audit for ISO 14001 (Environmental
Management System) and ISO 45001 (Occupational Health
and Safety Management System) from 23 to 25 September
2024.
•
Received the prestigious Diamond Award in the Large
Enterprise category at the Bintulu Sustainability Awards
(BiSA) 2024.
•
Planted 3,224 out of the planned 10,000 trees as part of the
Rewilding Sarawak’s Urban Totally Protected Areas through
Habitat Restoration project at Similajau National Park in 2024
•
Awarded the Merit Award in the Large Enterprise/GLC
category at the Premier of Sarawak Environmental Award
(PSEA) 2023/2024.
•
Partnered with Universiti Malaysia Sarawak (“UNIMAS”)
to research the environmental suitability and industrial
applications of silicomanganese slag.
•
Conducted OSHE Week in collaboration with local authorities
to promote safety, health and an environmental awareness
within the Samalaju community.
OM Sarawak was awarded the Diamond Award in the Large Enterprise category at the
Bintulu Sustainability Awards (BiSA) 2024
PROCESSING AND SMELTING OPERATIONAL REVIEW
SAMALAJU SMELTING COMPLEX
In terms of sales, 180,845 tonnes of ferrosilicon and 317,013 tonnes of manganese alloys were shipped in 2024, representing 95% and
99% of total production respectively. This reflects the Plant’s efficiency in converting production into sales.
Product
(tonnes)
Past 5 Years Production and Sales Records
2024
2023
2022
2021
2020
Production
Ferrosilicon (FeSi)
190,517
139,529
140,355
131,059
167,443
Manganese Alloys
(SiMn, HCFeMn)
317,995
294,432
216,813
216,539
227,406
Manganese Sinter Ore
124,704
154,273
112,711
99,824
24,124*
Sales
Ferrosilicon (FeSi)
180,845
135,545
146,646
113,783
171,546*
Manganese Alloys
(SiMn, HCFeMn)
317,013
290,770
216,604
203,938
231,129
Manganese Sinter Ore
-
1,625
-
7,132
-
*These production volume figures have been restated to reflect changes in methodology for consistency with the current reporting period. These restatements
do not impact overall financial performance but have been made to enhance comparability and accuracy.
16
OM HOLDINGS LIMITED | ANNUAL REPORT 2021
MARKETING & TRADING
OPERATIONAL REVIEW
2024
2023
1,871,372 tonnes
Ores and Alloys
(includes intercompany sales)
1,909,869 tonnes
Ores and Alloys
(includes intercompany sales)
17
OM HOLDINGS LIMITED | ANNUAL REPORT 2021
18
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
OVERVIEW AND UPDATE IN 2024
Ferrosilicon and silicomanganese prices followed similar trends
in 2024, remaining low for most of the year due to subdued
market demand. However, both experienced a temporary
midyear price surge driven by supply concerns. According to
Platts, ferrosilicon prices opened at US$1,285 per tonne CIF
Japan and closed at US$1,185 per tonne, while silicomanganese
prices started at US$900 per tonne CIF Japan and ended at
US$885 per tonne.
The ferrosilicon market faced persistent selling pressure
throughout the year, primarily due to a 6.1% decline in Chinese
steel production (per International Manganese Institute)
alongside stable ferrosilicon production levels. China’s weak
property sector further dampened demand, prompting
regional consumers, including steel mills, to adopt cautious
procurement strategies and reduce inventory. Additionally,
the recent re-export of Russian-origin ferrosilicon from China
added further downward pressure on prices.
Similarly, the silicomanganese market experienced a general
downtrend in 2024, with a midyear price spike due to concerns
over manganese ore supply disruptions. Manganese ore prices
softened as upstream suppliers quickly adjusted production
to address the supply gap, while downstream users reduced
reliance on high-grade manganese ore, easing supply concerns
and contributing to the price decline.
Towards the end of 2024, Indian producers reduced
silicomanganese output in response to rising manganese ore
costs and weak market conditions. Meanwhile, according to
IMnl, India’s steel production remained resilient, increasing
6.3% year-on-year. The silicomanganese production cuts,
coupled with rising domestic steel demand, provided some
optimism for a more balanced silicomanganese market moving
forward.
In summary, both ferrosilicon and silicomanganese markets
faced significant challenges in 2024, marked by weak demand,
cautious procurement, and intermittent supply shocks. While
midyear disruptions briefly lifted prices, the overall trend
remained downward, with signs of potential stabilization
emerging towards year-end.
MARKETING & TRADING
OPERATIONAL REVIEW
SALES BY GEOGRAPHICAL SEGMENT
2024
2023
2022
2021
2020
Region
%
%
%
%
%
Asia Pacific
80.8
81.0
76.6
86.4
86.1
Americas
16.0
8.5
14.1
3.7
1.7
Europe
3.1
6.9
6.4
6.3
5.5
Middle East
0.1
3.2
2.8
3.6
6.3
Africa
0.0
0.4
0.1
0.0
0.4
Total
100.0
100.0
100.0
100.0
100.0
Finished products packed into jumbo bags
19
OM HOLDINGS LIMITED | ANNUAL REPORT 2021
OPERATIONAL REVIEW BOOTU CREEK MINE
MINERAL
RESOURCES
6.86 million tonnes
13.19% Mn as at 31 December 2024
20
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
OPERATIONAL REVIEW BOOTU CREEK MINE
OVERVIEW
OM (Manganese) Ltd (“OMM”) is a wholly owned subsidiary
with its main activities being exploration and mining (up until
December 2021) of manganese ore at the Bootu Creek Mine.
The Bootu Creek Mine is located 110 km north of Tennant
Creek in the Northern Territory of Australia. OMM’s principal
administration office is in Perth, Western Australia.
The exploration and subsequent development of the Bootu
Creek Project commenced in September 2001. Mining
operations commenced in November 2005 and the first batch
of ore was processed in April 2006.
The main mineral lease (ML24031) is in the Bootu Creek area
on pastoral leases, where the mining and processing operations
were based and where the currently defined Mineral Resources
(excluding Renner West deposit, located on EL28041) have been
identified.
Figure 1. Locality Plan
The processing of manganese ore is described diagrammatically below:
Figure 2. Bootu Creek Manganese Processing Plant Schematic
Figure 3. Bootu Creek location and Tenement plan
21
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
OPERATIONAL REVIEW BOOTU CREEK MINE
The addition of the UFP (i.e., the third plant) in March 2020, was designed to treat the tailings streams and produce a nominal 250,000
tonnes per annum. There has been a number of start-up issues associated with the UFP including poor screening efficiencies
which affected the downstream separation and optimisation of the classifiers. This contributed to lower product grades and yields.
Several screen media have been trialled to improve the screening efficiencies and rectification works are ongoing with measures
implemented aimed at optimising the performance of the UFP.
In November 2023, the OMM Board approved the financial model for the restart of the UFP. The purchase of both the screens
and tails pumps was undertaken, and the UFP rectification works were completed during Q4 2024, with a trial conducted in late
November 2024 to commission the new equipment.
The trial achieved a steady feed rate of approximately 150 tonnes per hour (50% of the design capacity). Minor feed distribution
issues were encountered with the new screens. While the final product grades of 30-33% Mn fell short of the 35% Mn target, it is
anticipated that further classifier optimization will achieve the desired grade. A second trial was conducted in January 2025 to target
both increased feed rates (exceeding 300 tonnes per hour) and a final product grade of 34-36% Mn. The UFP restart is currently
expected to occur by for the end of Q2 2025.
Manganese product produced on the mine site was transported 60 km to the Muckaty Rail Siding on a sealed private road and then
approximately 800 km to the Port of Darwin via the Alice Springs to Darwin rail line.
Manganese product was stockpiled at the rail head at the Port of Darwin prior to being transported to the port ship loader and
loaded onto vessels for shipping to overseas markets.
Production ceased on 25 January 2022 and Bootu was placed on Care and Maintenance.
Rehabilitation Activities conducted during Care and Maintenance
The primary focus for the year was the remediation of the damage inflicted upon Waste Rock Dumps (“WRDs”) and satellite Run of
Mine (“ROM”) stockpile areas by two consecutive extreme wet seasons. In February 2024, 75 hectares of rehabilitated WRDs were
seeded using drone technology. In November 2024, uncontrolled bushfires damaged approximately 60 hectares of vegetation on
the established WRDs.
The biennial Land Function Analysis (“LFA”), conducted by CDM Smith, was completed in December 2024. The final report was
received in March 2025.
By the end of December 2024, 421 hectares of WRD and ROM had been seeded. Only the Tourag WRD and the repaired areas
remain to be seeded in 2025 after the wet season.
Figure 4: GoGo Waste Rock Dump. (looking Northeast)
22
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
OPERATIONAL REVIEW BOOTU CREEK MINE
1,000,000
Mn Ore dt’s
900,000
800,000
700,000
600,000
500,000
400,000
300,000
200,000
100,000
2024*
2023*
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016*
2017
2018
2019
2021
2022*
2020
-
Annual Manganese Production
Year
*Note – No production and mining activity conducted in FY2016, FY2022, FY2023 and FY2024
Years ended 31 December
Unit
2024
2023
2022
2021
2020
Mining
Total Material Mined
bcms
–
–
–
4,737,723
7,411,431
Ore Mined - Tonnes
dt
–
–
–
1,131,066
1,008,015
Ore Mined - Mn Grade
%
–
–
–
20.85
19.19
Production
Lump - Tonnes
dt
–
–
12,643
678,337
607,411
Lump - Mn Grade
%
–
–
29.27
27.25
26.72
Fines/SPP/UFP - Tonnes
dt
–
–
5,608
176,150
130,608
Fines/SPP/UFP - Mn Grade
%
–
–
26.82
32.95
34.51
Total Production - Tonnes
dt
–
–
18,071
854,487
738,019
Total Production - Mn Grade
%
–
–
28.69
28.42
28.10
Sales
Lump - Tonnes
dt
–
–
164,400
551,448
553,976
Lump - Mn Grade
%
–
–
28.28
27.09
26.56
Fines/SPP/UFP - Tonnes
dt
–
–
27,296
145,879
88,755
Fines/SPP/UFP - Mn Grade
%
–
–
33.2
33.77
35.34
Total Sales - Tonnes
dt
–
–
191,696
697,328
642,731
Total Sales - Mn Grade
%
–
–
28.66
28.49
27.78
Table 1. Production and Sales FY2020 - FY2024
During the 2024 financial year, no manganese product was exported through the Port of Darwin.
1,200,000
Mn Ore dt’s
1,000,000
800,000
600,000
400,000
200,000
-
Annual Manganese Shipments
Year
2024*
2023*
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016*
2017
2018
2019
2021
2022*
2020
*Note – There was no shipment in FY2023 and FY2024
23
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
OPERATIONAL REVIEW BOOTU CREEK MINE
Bootu Creek Mineral Resource
There was no ore mined at Bootu Creek in 2024. The 31 December 2024 Mineral Resource of 6.86 million tonnes remains unchanged.
Measured
Indicated
Inferred
Combined
Deposit:
Mt
%Mn
Mt
%Mn
Mt
%Mn
Mt
%Mn
CFN
0.35
23.09
0.35
23.09
Masai 5
0.13
26.47
0.13
26.47
Tourag
0.67
22.69
0.67
22.69
ZuluSouth
0.23
20.91
0.23
20.91
Renner West
0.28
22.26
0.28
22.26
Insitu Resource
0.00
0.00
1.66
22.75
0.00
0.00
1.66
22.75
ROM Stocks
0.13
13.50
0.13
13.50
SPP Stocks
0.05
14.50
0.05
0.00
UFP Rejects
2.07
12.10
2.07
12.10
UFP Tailings
2.95
8.55
2.95
8.55
Total Resource
0.00
0.00
6.86
13.19
0.00
0.00
6.86
13.19
Table 2. Bootu Creek Mineral Resource as at 31 December 2024
MINERAL RESOURCE STATEMENT
Minerial Resources at Bootu Creek remain unchanged at 6.86Mt.
Figure 5. Location Plan for the Bootu Creek Mineral Resources as
at 31 December 2024
Dec 2023 at 15% Mn cutoff
Dec 2024 at 15% Mn cutoff
Change
Mt
%Mn
Pit Base
Mt
%Mn
Pit Base
Mt
CFN
0.35
23.09
195
0.35
23.09
195
0.00
Masai 5
0.13
26.47
245
0.13
26.47
245
0.00
Tourag
0.67
22.69
220
0.67
22.69
220
0.00
Zulu South
0.23
20.91
230
0.23
20.91
230
0.00
Renner West
0.28
22.26
255
0.28
22.26
255
0.00
Insitu Total
1.66
22.75
1.66
22.75
0.00
ROM Stocks
0.13
13.50
0.13
13.50
0.00
SPP Stocks
0.05
14.50
0.05
14.50
0.00
UFP Rejects
2.07
12.10
2.07
12.10
0.00
UFP Tailings
2.95
8.55
2.95
8.55
0.00
Grand Total
6.86
13.19
6.86
13.19
0.00
Table 3. Bootu Creek Mineral Resource Estimate as at 31 December 2023 vs 31 December 2024
24
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
2024 Bootu Creek Exploration Program
The Bootu Creek and Renner Springs exploration programs planned for 2024 have been deferred to 2025, owing to the Bootu Creek
Operation continuing to be on Care & Maintenance.
Exploration – Bryah Basin Manganese Joint Venture (OMM 60%, Bryah 40%)
In April 2019 OMM entered into a Farm-In and Joint Venture Agreement with Bryah Resources Limited (ASX:BYH) (“Bryah”) for the
manganese rights in approximately 660 km2 of exploration tenements in the Bryah Basin, located approximately 150 km north
of the town of Meekatharra in central Western Australia. The agreement includes the historic Horseshoe South manganese mine
which has been the largest, and highest grade, manganese mine in the Murchison region.
Under the terms of the agreement, OMM paid Bryah A$500,000 in two cash instalments and funded an additional A$500,000 of
exploration expenditure in the initial exploration program to earn an initial 10% Joint Venture interest at the end of August 2019.
The results of the initial exploration drilling were sufficiently encouraging for OMM to proceed with Stage 2 of the Joint Venture.
OMM funded a further A$2.0 million (in 4 separate tranches of A$0.5 million each) on exploration, to eventually earn a 51% interest
in the Joint Venture in March 2022. OMM assumed management of the Joint Venture in July 2022. OMM and Bryah co-contributed
A$700,000 on a 51%:49% basis up to the end of September 2022. OMM sole funded the next A$1.8 million on exploration in 2023
and 2024 to earn a 60% interest in the Joint Venture in December 2024.
A Mineral Resource update was announced on ASX by Bryah on 24 August 20231. The Bryah Basin Manganese Joint Venture updated
the Inferred and Indicated JORC 2012 compliant Mineral Resource in August 2023 totalling 3.066 million tonnes at 20.2% Mn1 The
Mineral Resource estimate included Area 74, Brumby Creek East, Brumby Creek West, Redrum and Black Hill deposits on E52/3237
and Horseshoe South and Horseshoe Extended on M52/806.
2023 Estimate
Prospect
Category
kt
Mn %
Fe %
Area 74
Indicated
286
24.1
21.1
Brumby Creek
Indicated
1,038
20.6
20.5
Horseshoe
Indicated
295
20.5
23.6
Redrum
Indicated
429
19.2
22.7
Black Hill
Indicated
24
29.7
20.2
Total Indicated
2,072
20.9
21.5
Area 74
Inferred
16
18.0
23.5
Brumby Creek
Inferred
276
18.5
24.4
Horseshoe
Inferred
351
19.5
29.9
Redrum
Inferred
351
18.0
23.8
Total Inferred
994
18.6
26.1
Total Mineral Resource
3,066
20.2
23.0
Table 4. August 2023 Manganese Mineral Resource at 15% Mn Cut-off1
Note: Appropriate rounding applied. kt = 1,000 tonnes
1 Refer Bryah Resources Limited (ASX:BYH) ASX announcement dated 24 August 2023 “Manganese Mineral Resource increases to 3.07 MT at 20.2% Mn”
OPERATIONAL REVIEW BOOTU CREEK MINE
25
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
Competent Person Statement – Exploration Results and Exploration Target
The information in this report which relates to Reporting of Exploration Results and Mineral Resources and Ore Reserves
estimation is based on information compiled and checked by Mr Craig Reddell, an employee of OM (Manganese) Limited. Mr
Reddell is a Member of the Australian Institute of Geoscientists (AIG) and has sufficient experience which is relevant to the style
of mineralisation and type of deposit under consideration and to the activity which is undertaken to qualify as a Competent
Person as defined in the JORC 2012 Edition of the “Australasian Code for Reporting of Exploration Results, Mineral Resources and
Ore Reserves”. Mr Reddell consents to the inclusion in the report of the matters based on information in the form and context
in which it appears.
Ore Reserves
The Bootu Creek Operation was placed under Care and Maintenance following suspension of mining on 13 December 2021, with
processing of ROM ore completed on 7 January 2022. No Ore Reserves are reported for Bootu Creek, and there is no current mine
plan. Any future re-estimation of the Bootu Creek Ore Reserve will require re-optimisation of the remaining Mineral Resource based
on updated product prices and specifications, production costs and geotechnical parameters.
Assay Results from Reverse Circulation (RC) exploration
drilled post publication of the August 2023 Mineral Resource
announcement published by Bryah on ASX on 16 November
2023 included:
Brumby West:
•
BRRC241 – 13m at 22.7% Mn from 15m
•
BRRC246 – 8m at 19.7% Mn from 20m
•
BRRC249 – 6m at 24.4% Mn from 19m
•
BRRC251– 4m at 22.0% Mn from 28m
Redrum:
•
RRRC072 – 5m at 21.0% Mn from 11m
•
RRRC072 – 7m at 20.7% Mn from 20m
•
RRRC074 – 7m at 29.3% Mn from 21m
•
RRRC076 – 8m at 29.6% Mn from 14m
•
RRRC084 – 4m at 23.8% Mn from 12m
•
RRRC084 – 8m at 19.9% Mn from 20m
Black Hill North:
•
BHRC038 – 3m at 34.8% Mn from 0m
•
BHRC042 – 2m at 23.0% Mn from 1m
Two new Mining Licences areas were granted in October 2023 over Mineral Resources
located on E52/3237. M52/1087 encompasses Brumby Creek West, Brumby Creek
East, Area 74 and Redrum Mineral Resources, and M52/1088 covers Black Hill Mineral
Resource and Black Hill North prospect.
Figure 7. Mineral Resources located on M52/1087.
Figure 6. Deposit Location Plan for the Bryah Basin Manganese
Joint Venture
OPERATIONAL REVIEW BOOTU CREEK MINE
26
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
TSHIPI É NTLE MANGANESE MINING PROPRIETARY LTD
(“TSHIPI”)
•
A world-class low cost long-life manganese
asset.
•
Largest manganese mine in South Africa in
terms of production and export and one of
the five largest manganese mines globally.
•
Tshipi commenced exporting manganese ore
in 2012.
•
Total exports included both lump and fines.
Tshipi Project Location
OM Holdings Limited
Ntsimbintle Mining
Proprietary Limited
Tshipi Borwa Mine
Tshipi é Ntle Manganese
Mining Proprietary Limited
Jupiter Mines Limited
100%
26%
49.9%
50.1%
74%
OMH Mauritius Corp
Ntsimbintle Holdings
Proprietary Limited
Tshipi Ownership Structure
Overview
OMH has an effective 13% interest in Tshipi through its 26% strategic partnership with Ntsimbintle Holdings Proprietary Limited,
the majority 50.1% owner of Tshipi. The remaining 49.9% share is owned by Jupiter Mines Limited.
Tshipi owns a manganese property in the world-class Kalahari Manganese Field located in the Northern Cape of South Africa. The
Kalahari Manganese Field, which stretches for 35km long and is approximately 15km wide, hosts a significant portion of the world’s
economically mineable high grade manganese ore resources.
The Tshipi Borwa mine is an open pit manganese mine with an integrated ore processing plant which commenced production
in October 2012. As at 30 June 2024, Tshipi Borwa Mine has a total Mineral Resource Estimation of circa 427 million tonnes in
accordance with JORC Code (2012). In 2024, Tshipi exported a total of 3,505,055 tonnes of manganese ore.
The Tshipi Borwa ore body commences at a depth of 70m below the surface and the ore body is contained within a 30m to 45m thick
mineralised zone which occurs along the entire Borwa Property. The ore layer dips gradually to the north-west at approximately 5
degrees.
Tshipi’s strategy is to mine and process the lower 15m of the mineralised zone, commonly known as the bottom cut, as it bears a
higher-grade ore. A portion of the upper 15m mineralised zone, referred to as the top cut, is planned to be stockpiled for possible
use later.
Mining of Tshipi Borwa is a relatively simple truck and shovel open cast operation. Once exposed the manganese ore is drilled,
blasted and loaded onto trucks and hauled to the main ROM stockpile.
The ROM stockpile feeds the processing plant which is designed to treat approximately 3.3 to 3.6 million tonnes per annum of
manganese ore.
These products are stockpiled before loading through a state-of-the art load-out station onto railway trains or road trucks.
Inland transportation of manganese products from the mine site is carried out by rail, and complemented by a combination of road
and rail solutions to increase logistics capacity.
Tshipi’s product is then exported through (i) the Port Elizabeth multi-purpose terminal, including Coega; (ii) the Saldanha multi-
purpose terminal; (iii) the Luderitz port in Namibia; or (iv) the Durban Bulk Connections terminal.
TSHIPI EXPORTS TOTALLED
3,505,055 tonnes
2024
The Tshipi Borwa Mine is located on the south western outer rim of the Kalahari Manganese Field
making the ore resources shallower and more amenable to open pit mining.
27
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
28
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
ASX LISTING RULES 5.8.1 &
5.9.1 SUMMARY INFORMATION
Mineral Resource estimation summary:
The Bootu Creek manganese deposits are strata-bound, located at the contact between the underlying dolomite-siltstone Attack
Creek Formation and the overlying ridge forming sandstone of the Bootu Formation in the Tomkinson Group, within the Ashburton
Province of the Palaeozoic Tennant Creek Inlier. The mineralised manganese bearing sandstone horizon is folded around the gentle
NNW plunging Bootu Syncline, can be traced for 24km and dips around 30o towards the fold axis.
The manganese ore is supergene enriched within a deeply weathered profile. The Bootu Creek pre-mining manganese resource
models have a combined strike length of 16 km, with deposit models ranging from 0.7 km to 2.9 km in length. Mineralisation widths
vary from 3 m to 15 m and ore mineralogy consists predominately of Pyrolusite and Cryptomelane in a silica rich gangue within the
supergene zone, overlaying a Rhodochrosite and Braunite unweathered zone at depths of greater than 90m from surface.
All Bootu Creek resource models, other than Renner West, are located within Mineral Lease ML24031, located 120 km north of
Tennant Creek, Northern Territory, Australia. The Renner West Inferred Mineral Resource is located on EL28041 and located 70 km
NW of the Bootu Creek mine site. Both tenements are granted, 100% owned by OMM and have no security of tenure issues at the
time of reporting.
Resources at Bootu Creek (“BC”) are predominantly sampled by vertical 5.5” face sampling Reverse Circulation (RC) drilling (91% of
total drilled), HQ3 diamond (DD) drilling (2%) and open percussion (PC) drilling (7%), based on a nominal 50 m x 25 m spaced grid.
Hole depths range from 12 m to 156 m and collar locations are picked up by Mine Surveyors using MGA94 co-ordinates. The 31
December 2021 BC resource delineation dataset for Bootu Creek (trimmed to remaining resource models) comprised 390 drill holes
for 25,338 metres and the Renner West (RW) dataset had 145 drill holes for 6,284 metres. Tailings in TSF1, TSF2 and TSF 3 at Bootu
Creek were sampled by 49 core holes for 455 metres, drilled utilising a track mounted Power Probe earth core drill. The 17 diamond
holes drilled at Bootu Creek and Renner Springs in 2019-2021, within current or since mined resource models, were drilled to
provide core in order to assess geotechnical parameters and metallurgical characteristics. All recovered drill core is photographed.
Sampling of RC holes is done on 1 metre downhole intervals and rotary split to produce approximately 3 kg samples. Intervals
selected for analysis are generally limited to visible manganese mineralisation and adjacent host rock. Mineralised diamond core
is quarter sawn to obtain 1 metre or geological intervals, with half core retained for density determination and metallurgical test
work. Earth core samples were at 1.2 metre downhole intervals and split lengthways for assay and metallurgical samples. All drill
samples are crushed, dried and pulverised (total prep) to produce a sub sample for XRF analysis. Field quality control procedures
involve the use of field duplicates, certified BC standards (at an insertion rate of approx. 1:130) and use of a number of commercial
laboratories for analysis.
The sample preparation of RC and earth core samples involve oven drying and full pulverisation before splitting off an XRF assay
sub-sample. Diamond core assay samples are quarter sawn, jaw crushed and follow the same sample preparation technique. A
pulp sub-sample is collected for analysis by XRF for the following elements: Mn, Fe, Al2O3, SiO2, P, Pb, S, TiO2, MgO, K2O, BaO, CaO, Cu,
Zn and Co3O4. LOI (loss on ignition) is assessed by thermo-gravimetric determination. Laboratory QAQC involves the use of internal
laboratory standards using certified reference material, blanks, splits and replicates as part of the in house procedures.
OM (Manganese) Ltd (“OMM”) developed 6 reference standards in 2007 and 2010 for a range of manganese grade values, using
blends of Mn, Fe and quartz material. These were sent to 10 commercial laboratories with returned values in the +-2% range against
of the mean value. BC standards are submitted with each assay batch and results monitored to maintain an independent check on
laboratory assays.
There is a high degree of confidence in the geological interpretation of the Bootu Creek manganese deposits gained through
extensive close spaced drill testing, a relatively planar strata-bound geological setting and several years of active mining at this
mature mining operation. Ore mineralogy was determined by XRD analysis and optical petrology on selected drill core, RC chip and
lump product (gravity concentrate) samples.
Resource models were digitised and wire-framed from updated interpreted geological and assay drill cross sections prepared by
OMM. These wireframes were used to select resource drill intersections and composite data was extracted for Mn, Fe, SiO2, Al2O3,
BaO and P based on one metre sample increments. The nugget effect from variography represented only 20% - 30% of the total
variability, suggesting low inherent random behaviour for the manganese mineralisation, and did not warrant grade capping.
The models were estimated using the Ordinary Kriging (OK) estimation technique with Surpac resource estimation software, and
coded with attributes for material type, resource classification, model domain and against OMM survey pit pickups. Block Model
Parent Cells are 25 m (Y) by 10 m (X) by 5 m (Z) and compare favourably with maximum drill spacing of 50 m by 25 m or 40 m by 20
m. The along strike search radius varied from 130 m in the shorter or faulted models through to 290 m for the highly continuous
Chugga-Gogo. The number of samples was set at a minimum of 15 and a maximum of 32 for passes 1 & 2. Pass 3 used a minimum
of 2 samples to fill model extents. Search ranges varied from 130 m up to 290 m in the deposits of up to 3 km strike length. The
search ellipsoids were flattened disc shapes in the plane of the mineralisation with varying anisotropic ratios designed to model
shallowly plunging manganese trends within the domains.
Current bulk density regression formulae are based on 366 waxed (or waxed equivalent) HQ3 core samples selected from 52
metallurgical composites distributed through all deposits included in the Ore Reserve. The bulk density measurements were
determined in 2009 by Amdel (Perth) using the wet and dry methodology. Six density regressions were determined for Chugga/
Gogo, Shekuma, Xhosa, Masai/Tourag, Yaka and Zulu deposits. Renner West, Foldnose and Zulu South use the Yaka (most
conservative) regression option. Bulk density of Tailings is estimated at 1.60 kg/m3 and Rejects at 1.73 kg/m3 on a dry tonnes’ basis,
both assessed on historical site data.
29
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
ASX LISTING RULES 5.8.1 &
5.9.1 SUMMARY INFORMATION
The mineralised domains have demonstrated continuity in both geology and grade to support the definition of Mineral Resource
and Ore Reserves, and the classifications applied under the JORC Code (2012 edition). The nominal drillhole spacing of 50 m
by 25 m was considered to provide adequate geological and grade continuity definition to assign an Indicated Mineral Resource
classification to the majority of the deposits at Bootu Creek. Measured Mineral Resources were restricted to closely drilled resource
blocks within 15 m vertically of a mined pit floor, reflecting the high level of geological and grade confidence.
Metallurgical assumptions are based on test work conducted on 93 composites selected from 79 diamond holes drilled into all
deposits included in Ore Reserves. The test work consists largely of individual particle pyknometry (IPP) on lump ore and Heavy
Liquid Separation (HLS) test work on fines (+1 mm). The heavy media treatment plant reconciliation factors, product yield and
recovery are reviewed annually. The Inferred Mineral Resource at Renner West was upgraded to an Indicated Mineral Resource
following encouraging inhouse HLS metallurgical test work conducted on 3 diamond core holes drilled in late 2019.
Heavy Liquid Separation (HLS) and screened assay analysis, washability and process simulation test work (conducted by Nagrom)
on earth core sampling of the Tailing Storage Facilities TSF 1, TSF2 and TSF 3 has been utilised to justify the newly constructed Ultra
Fines Plant (UFP). The UFP Rejects Mineral Resource is based surveyed stockpiles and the same metallurgical test work as used to
assess the UFF Tailings.
The input data is comprehensive in its coverage of the mineralisation and does not favour or misrepresent in-situ mineralisation.
Bootu Creek manganese deposits are located within a well-defined geological setting and this allows definition of mineralised zones
based on a high level of geological understanding. The Mineral Resource models have been validated by open pit mining since 2006
which reconcile well against the resource estimates.
Mineral Resource estimates are economically constrained within optimised pit shells, utilising Whittle mining software, based on
current mining, processing and logistics costs, projected sales revenue, geotechnical and deposit specific analysis of yield and
recovery parameters.
Ore Reserve estimation summary:
No 31 December 2024 Ore Reserve is quoted for the Bootu Creek Operation as it was placed under Care and Maintenance following
suspension of mining on 13 December 2021 and processing of Run of Mine (ROM) ore was completed on 7 January 2022.
There is no current mine plan for the Bootu Creek Operation. Any future re-estimation of the Bootu Creek Ore Reserve will require
re-optimisation of the remaining Mineral Resource based on updated product prices and specifications, production costs and
geotechnical parameters.
30
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
ASX LISTING RULES 5.8.1 &
5.9.1 SUMMARY INFORMATION
JORC (2012 Edition) Table 1
Section 1 Sampling Techniques and Data
Criteria
Explanation
Sampling Techniques -
Nature and quantity of
sampling
•
Mineral Resources at Bootu Creek (“BC”) were sampled by 91% Reverse Circulation (RC), 2%
Diamond Drill (DD) and 7% open percussion (PC) drilling on a nominal 50m x 25m spaced grid.
•
The 31 December 2021 BC Bootu Creek resource dataset (trimmed to remaining resource models)
comprised a total of 390 drill holes for 25,338 metres, and the Renner West dataset comprised a
total of 145 drill holes for 6384 metres.
•
Collar locations are picked up by Mine Surveyors using MGA94 co-ordinates and by DGPS or
handheld GPS at the Renner Springs project.
•
RC holes are sampled at 1 metre intervals, rotary split to produce 2-3 kg samples. Sample intervals
selected for analysis are generally limited to visible manganese mineralisation and adjacent host
rock. Diamond core is submitted for assay as half or quarter core intervals selected by geology and
intensity of mineralisation.
•
All drill samples are crushed, dried and pulverised (total prep) to produce a sub sample for XRF
analysis. Mineralised diamond core is quarter sawn to obtain 1 metre or geological intervals for
XRF analysis, with half core retained for density determination and metallurgical test work.
•
Sampling is carried out under OM (Manganese) Ltd (“OMM”) protocols to ensure the representivity
of drill samples.
•
Tailings sampling in TSF1, TSF2 and TSF3 at Bootu Creek was undertaken by drilling 49 earth core
holes varying in depth from 7 to 12 metres.
Drilling Technique
•
RC drilling with 4.5” drill rods and a 5.5” face sampling drill bit.
•
Diamond core generally drilled using a HQ3 core barrel.
•
Drilling is predominately vertical, and diamond core drilled prior to 2019 was not oriented.
•
Holes range from 12 to 156 metres in depth.
•
Tailings sample holes were drilled utilised a track mounted Power Probe earth core drill.
Drill Sample Recovery
•
RC drill sample recovery is visually estimated and recorded in geology drill log. Diamond core
recovery is measured and recorded.
•
RC rods and the sample cyclone are cleared as frequently as required to maintain satisfactory drill
sample recovery and representivity.
•
DD holes use HQ3 size triple tube core barrels to maximise sample recovery.
•
The mineralisation style and consistency of mineralised intervals are considered to preclude any
issue of sample bias due to recovery.
•
Tailings drill core samples were recovered from 1.2m length sample casings.
Logging
•
RC chip and diamond drill core samples are geologically logged to the level of detail required
to support the Mineral Resource estimate. Logging records lithology, mineralogy, weathering,
mineralisation, alteration, colour and other features of the samples.
•
Geotechnical information is collected from the BC operations open pits and from specifically
drilled Geotechnical diamond drill core holes.
•
All diamond drill core and tailings earth core photographed and logged for geology and geotechnical
core holes are logged for geotechnical parameters.
•
The total length of all exploration and resource delineation drilling is logged.
Sub-sampling
•
Diamond core assay samples are quarter sawn, oven dried, jaw crushed and fully pulverised
before splitting off an XRF assay sub-sample.
•
RC samples are rotary split to produce a sample of an approximately 3 kg in weight. High volume,
high pressure air is used when RC drilling to ensure the sample return is kept as dry as possible.
•
RC samples submitted for assay are oven dried, jaw crushed and fully pulverised before splitting
off an XRF assay sub-sample.
•
QAQC procedures involve the use of field duplicates, certified BC standards (insertion rate of
approx. 1:130) and commercial laboratories standards.
•
Appropriate industry standard sample preparation techniques and quality control procedures
(ISO4296/2) are utilised by the onsite laboratory and offsite commercial laboratories to maximise
sample representivity.
•
Drill sample field duplicates are taken to ensure sampling is representative of the in-situ sample
material collected.
•
Sample sizes are appropriate for the grain size of the material being sampled based on the
mineralisation style, intersection thickness and percent assay ranges for the primary elements.
•
Tailings earth core samples were cut in half lengthways for assay, with the remaining half retained
for metallurgical test work.
31
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
ASX LISTING RULES 5.8.1 &
5.9.1 SUMMARY INFORMATION
Criteria
Explanation
Quality of assay data
and laboratory tests
•
The analytical techniques use a mine site laboratory XRF multi element suite, assaying for Mn, Fe,
Al2O3, SiO2, P, Pb, S, TiO2, MgO, K2O, BaO, CaO, Cu, Zn and Co3O4, LOI (loss on ignition) is assessed
by thermo-gravimetric determination technique.
•
No geophysical tools were used to determine any element concentrations used in any of the
resource estimates.
•
Laboratory QAQC involves the use of internal laboratory standards using certified reference
material, blanks, splits and replicates.
•
BC independently developed 6 reference standards in 2007 and 2010 for a range of grade values,
using blends of Mn, Fe and quartz material. These were sent to 10 commercial laboratories with
returned values in the +/-2% range against the expected value. The BC standards are submitted
with each assay batch and monitored to maintain an independent check on laboratory assays.
Verification of
sampling and assaying
•
Significant drill intersections are verified by alternative company personnel, generally the Geology
Manager for OMM.
•
Twined holes were used in initial exploration/pre-feasibility phase but are not considered
necessary in the current mature mining phase.
•
Data entry, verification and storage protocols are in place and were managed by a dedicated GIS/
Database Manager and recently by the Geology Manager.
•
No adjustments of primary assay data (high grade cuts, etc.) are considered necessary.
Location of data points
•
Drill collars used for Mineral Resource delineation are surveyed using the mine based DGPS survey
equipment.
•
All locations are picked up and quoted in MGA94 grid format.
•
Mine lease topography is based on ortho-rectified aerial photography (2013) to produce a DTM
based on a 5 m x 5 m centred grid with +/- 0.5 m RL accuracy.
Data spacing and
distribution
•
Data spacing is generally based on a 50 m x 25 m drill grid within the Mineral Resource boundaries.
•
The data spacing and distribution is close enough to establish the degree of geological and grade
continuity appropriate for the Mineral Resource classification being quoted and for the Ore
Reserve estimate.
•
Sample support is consistent with 1 m RC composite sample length applied and utilised for Mineral
Resource estimate.
Orientation of data in
relation to geological
structure
•
The manganese deposits at Bootu Creek are shallow dipping (average dip 30o–40o), strata-bound
and relatively planar.
•
Drill orientation is predominately vertical and any interaction with local faults or fold structures is
not considered to introduce bias to the sampling results.
Sample Security
•
Sample security is not considered a significant risk.
•
Most exploration samples are processed by the mine site laboratory and results are validated
against the drill hole geology logs.
Audit or reviews
•
No recent audits or reviews of sampling techniques, other than ongoing internal review, have been
conducted. The database was last reviewed by Optiro for the 31 December 2012 Mineral Resource
estimate.
•
Minor infill delineation drilling conducted since that audit (within the remaining resource models)
included 5 RC holes in CFN and 30 RC holes in Masai 5.
•
6 new diamond core holes drilled in 2019 were for geotechnical assessment of the Shekuma and
CFN pits.
•
3 new diamond core holes drilled in 2019 were for metallurgical test work at the Renner West
deposit.
•
8 new diamond core holes drilled in 2020 and 2021 were for geotechnical assessment of the
Tourag, Zulu South and Masai 5 proposed pits
Section 2 Reporting of Exploration Results
Criteria
Explanation
Mineral tenement and
land tenure status
•
The relevant tenements for 2021 exploration are EL28041 and EL28604, collectively referred to as
the Renner Springs project.
•
The tenements were granted in 2010 and 2011 respectively and are 100% owned by OMM with no
security of tenure issues at the time of reporting.
Exploration done by
other parties
•
Keys Resources NL were the last to explore the Renner Springs area, intersecting 9m @ 36.7%Mn
in percussion hole W38. (Ferenczi, 2001).
32
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
ASX LISTING RULES 5.8.1 &
5.9.1 SUMMARY INFORMATION
Criteria
Explanation
Geology
•
The Renner Springs project is predominately located within the Namerinni Group in the Ashburton
Province of the Tennant Creek Inlier. The favourable manganese bearing horizon is hosted
principally by the Shillinglaw Formation.
•
The Renner Springs manganese horizons are generally shallow dipping and present with a breccia/
conglomerate texture in low outcrops.
•
The Bootu Creek manganese deposits are strata-bound, located at the contact between the
underlying dolomite-siltstone Attack Creek Formation and the overlying ridge forming sandstone
of the Bootu Formations in the Tomkinson Group, within the Ashburton Province of the Palaeozoic.
Drill hole Information
•
3 diamond core holes were drilled at the Renner West deposit and 6 RC holes were drilled at the
recently discovered Carruthers North prospect in 2019.
•
Refer to the accompanying table of the ASX announcement for details of sample locations and
assay results.
Data aggregation
methods
•
Reported assays are length weighted with no top-cuts applied.
•
No metal equivalents are used for reporting exploration results.
Relationship between
mineralisation width
and intercept length
•
The 3 diamond drill program was undertaken to provide core for metallurgical test work at the
Renner West Mineral Resource.
•
The 6 RC drill program at Carruthers North prospect was a first pass test of a low laying manganese
outcrop, discovered while ground checking a gradient array IP anomaly.
•
The RC intersections are quoted as drill intersection lengths, as the dip of the mineralisation is yet
the be confirmed.
Diagrams
•
The Renner West Mineral Resource is located at R6 in figure below.
•
The Carruthers North prospect referred in this announcement is located midway between
prospects R8 and R10 shown in the figure below.
Balanced reporting
•
All results are reported when publishing exploration reports.
Further work
•
Follow up RC drilling is planned for the Carruthers North and Renner Central prospects in 2025.
33
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
ASX LISTING RULES 5.8.1 &
5.9.1 SUMMARY INFORMATION
Section 3 Estimation and Reporting of Mineral Resources
Criteria
Explanation
Database integrity
•
Location data was imported from DGPS export files.
•
Assay data was imported from the original laboratory issued csv files.
•
All exploration drill data was moved to an Access database in 2017 and all new drill hole data is
uploaded to that database.
•
Geology logs are validated for errors on import, locations checked, and assay data quality is
ensured by use of lab and field standards. Further internal validation for duplication, overlaps, etc
is carried out using Surpac software prior to any resource estimation.
Site visits
•
The Mineral Resource is located within an active mine camp and is visited regularly by OMM
Competent Persons.
Geological
Interpretation
•
There is a high degree of confidence in the geological interpretation of the Bootu Creek manganese
deposits gained through extensive close spaced drill testing, a relatively planar strata-bound
geological setting and over 15 years of active mining at this mature mining operation.
•
Ore mineralogy was determined by XRD analysis and optical petrology on selected drill core, RC
chip and mineral product (gravity concentrate) samples.
•
The geological controls at BC are well understood from ongoing mining activity and form the basis
for the resource interpretations.
•
Factors affecting continuity of grade and geology include local high and low angle faulting, local
internal and adjacent high Fe associated with faulting, and the intensity and depth of supergene
alteration from weathering.
•
The geological interpretation is refined on an ongoing basis following the review of close spaced
grade control sampling and in pit observation and mapping of second order fault structures not
modelled in the original broader spaced resource delineation drilling.
•
This figure is inserted for reference to geological setting and deposit locations at Bootu Creek.
Dimensions
•
The Bootu Creek manganese resource models have a combined strike length of 16km, with
individual models ranging from 0.7km to 2.9km
•
Bootu Creek resource models are generally limited in vertical depth by economic constraints
(imposed by strip ratios and cost of mining), by faulting or by the depth of weathering and
supergene alteration, rather than a depth termination of the mineralisation.
•
Individual resource model depth extents range from 50m to 120m below surface. All mining is by
open pit.
•
Bootu Creek resource model widths (true width) range from the minimum width of 3m to a
maximum of around 15m.
•
The Renner West manganese deposit extends over a strike length of 450m and to a depth of
around 25m below surface.
34
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
ASX LISTING RULES 5.8.1 &
5.9.1 SUMMARY INFORMATION
Criteria
Explanation
Estimation and
modelling techniques
•
Estimation and modelling undertaken by independent resource consultants Optiro Pty Ltd, and
since updated by OMM technical staff.
•
Resource models are digitised and wire-framed from interpreted geological and assay drill
cross sections prepared by OMM. These wireframes are used to select resource intersections
and composite data is extracted for Mn, Fe, SiO2, Al2O3, BaO and P based on one metre sample
increments.
•
‘Supervisor’ geostatistical software was used for continuity analysis to determine variograms for
grade estimation. Optiro found that the 10% Mn population generated more robust variograms
with lower nugget effects that were applied to the resource composite data during estimation.
•
The nugget effect from variography was found to represent only 20-30% of the total variability,
suggesting a low inherent random behaviour for the manganese mineralisation and no grade
capping is warranted.
•
Block models are estimated using Ordinary Kriging (OK), using Surpac resource estimation
software, and coded with attributes for material type, resource classification, model domain and
for OMM survey pit pickups.
•
Block Model Parent Cells are 25m (Y) by 10m (X) by 5m (Z) and compare favourably with maximum
drill spacing of 50m x 25m or 40m x 20m and with along strike search radius varying from 130m in
the shorter or faulted models through to 290m for the highly continuous Chugga-Gogo.
•
The number of samples is set at a minimum of 15 and a maximum of 32 for passes 1 & 2. The pass
3 minimum was set to 2 samples to fill model extents.
•
Search ranges varied from 130 m up to 290 m in deposits of up to 2.9 km strike length. The search
ellipsoids are flattened disc shapes in the plane of the mineralisation with varying anisotropic
ratios designed to model shallowly plunging manganese trends within the domains.
•
Geological interpretation prepared by OMM has been used to construct digital wireframes and
control assay extraction from the database but are not otherwise used to control the resource
estimate.
•
The only assumed correlation between variables is that used for the density regression calculated
against manganese grade. There is a noted inverse relationship between manganese vs SiO2 or
Al2O3. There is a variable relationship between manganese and iron and correlations between
other elements were poor.
•
No selective mining units were assumed in the estimates.
•
Graphical 3D validation of block grades versus composite samples, used to compare modelled
grade trends against the spatial distribution of the samples, demonstrated that estimated low
and high grades were consistent with the composite samples. Density was also checked to confirm
interpolated block values honour the regression formulas.
•
Validation swathe plots by Optiro show that the block model estimated grades honoured local
grades. All volumetric checks are within 1% of wireframes.
•
The significant elements specific to product quality are assayed and modelled with the only
potential issue being high Fe content in product, which is managed in the mine plan by local grade
control.
•
Mineral Resource estimates are depleted for mining up to 31 December 2021 and reported above
a cut-off grade of 15% Mn.
Moisture
•
All tonnage is estimated on a dry tonne’s basis.
Cut-off parameters
•
The existing 15% Mn cut-off grade had been affirmed after several years of processing Bootu
Creek ore for target product grades of plus 33% Mn.
•
Manganese product derived from the DMS (gravity) plant is not linear in relation to head grade
and product yield and/or product grade decreases rapidly below the 15% Mn cut-off grade.
•
Since 2020, low grade mineralisation (10%-15% Mn) defined by in pit grade control has been mined
outside of the 15% Mineral Resource models.
•
It has been possible to process this lower grade material by reducing the target product grade to
around 28% Mn.
Mining factors or
assumptions
•
The Mineral Resource estimates were optimised by OMM technical staff utilising Whittle mining
software to limit economic open pit extents based on long term revenue, mining, processing, and
logistic parameters set by OMM.
•
All mining is by open pit mining methods.
•
Parameters for determining economic extraction are based on data derived from the current
mining and processing operations at Bootu Creek.
Metallurgical factors
and assumptions
•
Metallurgical assumptions are based on test work conducted on 93 composites selected from 79
diamond holes drilled into all deposits included in Ore Reserves. The test work consists largely of
individual particle pyknometry (IPP) on lump ore and Heavy Liquid Separation (HLS) on fines.
•
More recent HLS and screened assay analysis, washability and process simulation test work
(conducted by Nagrom) on earth core sampling of the Tailing Storage Facilities TSF 1, TSF2 and TSF
3 has been utilised to justify the newly constructed Ultra Fines Plant (UFP).
•
The UFP Rejects Mineral Resource is based on surveyed stockpiles and the same metallurgical test
work as used to assess the UFP Tailings.
•
Plant factors including product grade, yield and recovery are reviewed annually.
•
Product yield assumptions for resource optimisation are now based on statistical analysis of the
resource delineation drill sample grade distribution, on a pit by pit basis, with due attention to the
extent of weathering.
•
Average grade is no longer considered a reliable indicator of product yield.
35
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
ASX LISTING RULES 5.8.1 &
5.9.1 SUMMARY INFORMATION
Criteria
Explanation
Environmental factors
or assumptions
•
Bootu Creek was an operating mine site and processing plant up to the end of 2021, with Mine
Management Plans submitted and approved for waste rock and tailings storage by the Northern
Territory Department of Industry, Tourism and Trade.
•
Bootu Creek is currently operating on Care and Maintenance basis and continuing with the
rehabilitation of mine waste dump, open pit surrounds and associated infrastructure.
•
No significant sulphides are present in the ore or mine-waste.
Bulk Density
•
Current bulk density regression formulae are based on 366 waxed (or waxed equivalent) HQ3 core
samples selected from 52 metallurgical composites distributed through all deposits included in
the 31 December 2020 Ore Reserve.
•
The bulk density measurements were determined in 2009 by Amdel (Perth) using the wet and dry
methodology. Six individual density regressions were determined for Chugga/Gogo, Shekuma,
Xhosa, Masai/Tourag, Yaka and Zulu deposits. Renner West, Foldnose and Zulu South use the Yaka
(most conservative) regression option.
Classification
•
Measured Mineral Resource – this classification is restricted to well drilled resource blocks located
within 15m (vertical) of a mined pit floor, reflecting a high level of geological and grade confidence.
No Measured Mineral Resources are quoted in the 31 December 2021 Mineral Resource.
•
Indicated Mineral Resource – classified based on established grade and geological continuity
defined by the tabular nature of the Bootu Creek mineralised zones, the regular drill spacing of
50m x 25m or better, estimation parameters such as kriging efficiency and the demonstrated
mining history in most of the deposits.
•
The Mineral Resource estimate appropriately reflects the view of the Competent Person.
•
All OMM Mineral Resources are economically constrained on an annual basis by optimised pit
shells using updated OMM cost, revenue, and physical parameters (see Mining Factors and
Assumptions).
Audits and reviews
•
Independent resource consultant Optiro Pty Ltd conducted a Client Review of wireframes, block
models, classification criteria, volumetric comparison, composite versus block model grades and
XYZ plots on the Mineral Resource estimate for 31 December 2013.
•
Only a limited amount of additional resource delineation drilling has occurred since 2013, with 23
RC infill holes drilled in 2017 and 2018 and a further 27 RC infill holes in 2020 and 2021.
•
The more significant changes applied in recent Mineral Resource estimation process account
Mineral Resource depletion by mining and/or pit backfill, updated pit optimisation parameters,
product yield estimation, and to update geological interpretation based on minor faults observed
during mining activity since 2013.
Discussion of relative
accuracy/confidence
•
The relative accuracy of the Mineral Resource estimate is reflected in the reporting of the Mineral
Resource as per the guidelines of the 2012 JORC Code.
•
This statement relates to the global estimates of tonnes and grades.
•
Annual reconciliation compares mine production with pre-mining Mineral Resource estimates,
and to update mining factors and assumptions.
Section 4 Estimation and Reporting of Ore Reserves
Criteria
Explanation
No Ore Reserve
quoted for 31
December 2024
•
The Bootu Creek Operation was placed under Care and Maintenance following suspension of
mining on 13 December 2021 and processing of ROM ore was completed on 7 January 2022.
•
There is no current Mine Plan for the Bootu Creek Operation.
36
36
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
SUSTAINABILITY STATEMENT
CONTENTS
ABOUT THIS REPORT
38
OVERVIEW
REVITALISING THE INDUSTRY FOR A SUSTAINABLE FUTURE
39
SUSTAINABLE VALUE CREATION
42
SUSTAINABILITY GOVERNANCE
44
STAKEHOLDER ENGAGEMENT
45
IDENTIFYING & PRIORITISING MATERIALITY IN OUR OPERATIONS
46
SUSTAINABLE GOALS LEAD THE WAY
49
MANAGING SUSTAINABILITY RISK
51
CONDUCTING BUSINESS RESPONSIBLY
ETHICS & COMPLIANCE
55
PRODUCT QUALITY & SAFETY
58
RESPONSIBLE SUPPLY CHAIN
60
CYBERSECURITY & DATA PRIVACY
62
PROTECTING OUR PLANET
ENVIRONMENTAL MANAGEMENT
64
ADDRESSING CLIMATE CHANGE
66
ENERGY CONSUMPTION & MANAGEMENT
68
OPTIMISING RESOURCE USE & EMBRACING CIRCULARITY
70
MANAGING WASTE & PREVENTING POLLUTION
74
BIODIVERSITY & CONSERVATION
77
LAND REMEDIATION, CONTAMINATION & DEGRADATION
78
EMPOWERING OUR PEOPLE & COMMUNITIES
OUR WORKFORCE
80
INVESTING IN OUR PEOPLE
86
HEALTH & SAFETY
89
HUMAN RIGHTS
96
CONTRIBUTING TO THE LOCAL COMMUNITY
98
APPENDICES
GRI CONTENT INDEX
103
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ABOUT THIS REPORT
GRI 2-2, 2-3, 2-5
REPORTING SCOPE & PERIOD
Welcome to OMH’s fourth annual Sustainability Statement.
The 2024 Sustainability Statement (“Statement”) outlines
a consolidation of OMH’s Economic, Environmental, Social
and Governance (“EESG”) information for the financial year
2024 (“FY2024”) from 1 January to 31 December 2024. Unless
stated otherwise, the statement covers the Group’s activities,
including subsidiaries and associates, where relevant. Please
refer to the Corporate Structure section in this Annual Report
for more details of OMH’s subsidiaries and primary business
streams.
References to ‘OMH’, ‘the Group’ and ‘the Company’ refer to
OMH and its operating entities. References to ‘the Plant’ refer to
the ferroalloy smelting plant in Sarawak, Malaysia, owned and
operated by OM Sarawak.
REPORTING FRAMEWORK
OMH aligned this Statement with the Bursa Malaysia Enhanced
Sustainability Reporting Guide and the Global Reporting
Initiative (“GRI”) Universal Standards (2021). While preparing
this Statement, the Company has also considered other
sustainability guidelines and principles, including the United
Nations Sustainable Development Goals (“UNSDGs”), the
Taskforce on Climate-related Financial Disclosures (“TCFD”), the
Taskforce on Nature-related Financial Disclosures (“TNFD”) and
feedback from diverse ESG rating agencies’ indexes.
As OMH is listed on Bursa Malaysia Securities Berhad and ASX,
we have incorporated the respective requirements from these
securities exchanges. Unless otherwise specified, the Corporate
Governance statement delineates governance practices for
FY2024, aligning with the ASX Corporate Governance Council
recommendations.
RELIABILITY & ASSURANCE
The
Sustainability
Management
Committee
thoroughly
reviewed the content of this Statement to ensure its accuracy
and integrity before Board approval.
In strengthening the credibility of the Statement, selected
aspects of this Statement have been subjected to an internal
review by the Company’s internal auditors. Subject matters
covered by the internal review include the following material
topics:
•
Economic performance
•
Regulatory compliance
•
Supply chain management
•
Business ethics, values & governance
•
Critical incident risk management
•
Data privacy & cybersecurity
The boundary of the internal review includes the Company’s
operations in the following locations:
•
Malaysia: OM Materials (Sarawak) Sdn. Bhd., OM Engineering
Tech (M) Sdn. Bhd., OM Materials & Logistics (M) Sdn. Bhd.
•
Singapore: OM Materials (S) Pte. Ltd.
•
Australia: OM (Manganese) Ltd.
•
China: OM Materials Trading (Qinzhou) Co. Ltd
OMH engaged BSI Services Malaysia to provide independent
verification of the Group’s FY2024 Greenhouse Gas (“GHG”)
emissions inventory. The verification was conducted at
a reasonable level of assurance (10% materiality), and in
accordance with ISO 14064-3:2019 and the principles of ISO
14065:2020.
LIMITATIONS & DISCLAIMERS
OMH acknowledges the challenges and constraints involved
in
gathering
sustainability-related
data
for
Group-level
reporting. Hence, the level of accuracy or comparability of
some data reported may vary, and any such discrepancies will
be highlighted where applicable. Due to rounding, the figures
presented in this Statement may not add up exactly to the totals
provided. The discrepancies do not affect the accuracy of the
overall data.
Forward-looking statements contained within this Statement
involve known and unknown risks, uncertainties and other
factors, many of which are outside the control of OMH, and
its directors, officers, employees, agents or associates. Actual
outcomes may vary materially from any projections or forward-
looking statements and the assumptions on which those
statements are based.
FEEDBACK
OMH welcomes stakeholder support and feedback for
improvements as it progresses on its sustainability journey.
Please direct queries and commitments to investor.relations@
ommaterials.com.
OVERVIEW
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REVITALISING THE INDUSTRY FOR A SUSTAINABLE FUTURE
GRI 2-28, 3-3
OMH remains steadfast in its commitment to driving growth and value creation, benefiting customers,
shareholders and employees while responding to the imperative for a sustainable future.
As a leading manganese and silicon company in the region,
we consistently excel in economic competitiveness and
environmental standards, owing to our extensive knowledge
accumulation, targeted investments, and ongoing organisational
development.
Continuously
pursuing
advancements
in
technology and operations, OMH strengthens its position
and contributes to economic sustainability, setting pioneering
industry benchmarks and propelling the nation towards a more
sustainable future.
Manganese is one of the world’s most commonly used industrial
metals, with no available substitutes. The Group previously
mined manganese ore from its wholly-owned Bootu Creek mine
in Australia, which ceased mining operation in December 2021.
OMH has a 13% interest in the Tshipi Borwa mine in South Africa
through a strategic partnership with a local partner. The Group
undertakes various exploration projects to secure a long-term
material pipeline for its customers and smelters.
With origins in marketing and distributing ores and ferroalloys,
the Group has retained its extensive distribution network and
edge in connecting raw materials with buyers and users. Based
in Singapore, the division is active in ore and ferroalloy markets,
leveraging economies of scale of the Group’s operations to
streamline raw material procurement and product sales. The
division also operates in China, distributing manganese ore
domestically since 1994.
Smelting converts raw ores mined from the ground into semi-
finished alloys used in various industrial applications. Sintering
is the process of heating and fusing powdered ore into higher-
grade, semi-processed ores. The Group owns two smelting plants
in Samalaju (Sarawak, Malaysia) and Qinzhou (Guangxi, China).
The flagship smelter complex in Samalaju produces ferrosilicon,
silicomanganese and high-carbon ferromanganese, while the
smelter in Qinzhou has the capacity to produce high-carbon
ferromanganese and sintered ore. Production at the Qinzhou
plant ceased in December 2021 due to high power tariffs in China.
A Share Sale Agreement for the sale of a 90% equity interest in
OMQ was executed on 1 November 2023 and OMS has retained
a 10% interest in OMQ.
We constantly evaluate opportunities on the horizon to expand
our resource base and build a pipeline of quality materials, from
investments in greenfield projects to farm-in partnerships with
proven resource companies. Our long history and experience
influence our investment strategy in marketing ores and
ferroalloys. We only invest in assets that produce products we
can price and market effectively.
OMH’S KEY ACTIVITIES
MINING & EXPLORATION
SMELTING & SINTERING
INVESTMENTS
MARKETING & TRADING
OVERVIEW
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REVITALISING THE INDUSTRY FOR A SUSTAINABLE FUTURE
SUSTAINABLE ECONOMIC GROWTH
Our flagship smelter in Sarawak manufactures ferrosilicon
and manganese alloys, essential additives in steelmaking and
various industrial applications. These ferroalloys have no
substitutes and are critical for producing the most fundamental
steel products, playing a crucial role in transitioning to a low-
carbon economy and promoting global sustainable solutions.
Our operations contribute substantially to Sarawak’s economy
through significant expenditures and investments. Exports
help develop the nation, facilitating international trade and
stimulating domestic economic activity by creating employment,
production and revenues. OM Sarawak exports approximately
90% of its products, primarily to Japan, South Korea, Taiwan,
Southeast Asia, USA and the EU. In 2024, we contributed RM80
million per month to the Sarawak economy as illustrated below.
The Group seeks to be the leading ferroalloy supply partner to
distributors and major steel mills globally. We supply products
from our Asia-Pacific base to customers worldwide through our
global trading network. OMH attributes its success to sustained
emphasis on talent development, operational improvements,
leveraging economies of scale, and increased efficiencies
across the supply chain from raw material procurement to
manufacturing and product sales.
We minimise the adverse impacts of our activities by building
partnerships
to
support
sustainable
development
and
growth. OMH is a member of the International Manganese
Institute (“IMnI”), which facilitates transformative change in
the manganese industry through collaborative efforts with
industry peers.
Utilities
(Electricity, Water,
Internet, etc.)
Crushing & Logistics
(Imports & Exports)
Consumables
(Hardware, PPE,
Stationery,
Uniforms, IT)
Medical,
Insurance,
Security &
Welfare
Raw
Materials
Food,
Accommodation,
Transportation,
Rental of Equipment
Legal &
Professional,
Training
Plant &
Infrastructure
Maintenance
Salaries
RM 80
Million
per month
HIGH SOCIO-ECONOMIC RETURN
THE IMPORTANCE OF STEEL IN A ZERO EMISSION SOCIETY
Despite being resource-intensive, steel, manganese alloy, and ferrosilicon are crucial for achieving a zero-emission vision.
Steel is 100% recyclable, with the global steel industry recycling 680 million tonnes in 2021, saving nearly 1 billion tonnes of
CO2 emissions*. Steel consumption surged sevenfold since 1950 and is projected to increase by 50% by 2050. Steel relies
on ferrosilicon and manganese alloy, which are highly valued for their durability, with 3-4 kg and 10 kg used per tonne
of steel respectively. Its importance lies in its pivotal role in sustainable development and meeting the goals of a green
paradigm shift.
*Worldsteel Association: Sustainable Steel – At the core of a green economy
OVERVIEW
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REVITALISING THE INDUSTRY FOR A SUSTAINABLE FUTURE
CHAMPIONING SUSTAINABILITY
OM Sarawak was awarded the Champion for the prestigious Diamond Award under the Large Enterprise category at
the Bintulu Sustainability Awards (BiSA) 2024 ceremony. The event recognises companies demonstrating exceptional
efforts and achievements in pursuing sustainability practices. It was organised by Bintulu Development Authority
(“BDA”) and co-organised by Universiti Putra Malaysia, supported by the Department of Occupational Safety and
Health (“DOSH”), Department of Environment (“DOE”), Natural Resources and Environment Board (“NREB”), and the
Ministry of Education Malaysia. This achievement serves to recognise OM Sarawak’s continued contributions to
sustainable development and environmental stewardship in the region.
OM Sarawak also participated in the prestigious 11th Premier Sarawak Environmental Award (PSEA) 2023-2024, and
won the Merit Award in the Large Enterprise/ GLC category. This award highlights OM Sarawak’s commitment to
sustainable practices and our ongoing efforts to promote sustainability within our operations.
OVERVIEW
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OM HOLDINGS LIMITED | ANNUAL REPORT 2024
SUSTAINABLE VALUE CREATION
GRI 2-22, 201-1
FINANCIAL
CAPITAL
Appropriate cash, equity and debt
levels for organic growth
• Share Capital: US$33.0m
• Equity: US$420.2m
• Debt: US$219.7m
MANUFACTURED
CAPITAL
OMH, through OM Sarawak, owns and
operates a ferroalloy smelter complex
in Sarawak, Malaysia, the core asset of
the Group.
• Property, Plant & Equipment (PPE):
US$408.2m
• Capital Expenditures: US$9.4m
NATURAL
CAPITAL
• Manganese Ore: 490.4 kt
• Mill Scale: 58.7 kt
• Quartz: 445.9 kt
• Reductants: 342.7 kt
• Electrode Paste: 12.2 kt
• Energy Consumption: 11.0 million GJ
• Water Withdrawal: 1,873.0 ML
INTELLECTUAL
CAPITAL
OMH possesses more than two
decades of know-how in the
manganese ore and ferroalloy
industry. We strive for continuous
innovation and improvements
in line with our global values, via
internal controls and processes,
consistent and timely maintenance,
and implementation of accredited
management systems.
HUMAN
CAPITAL
Our employees are fundamental to
our success. We review our training
and development programmes to
ensure that they deliver business
value and opportunities for our
2,358 employees.
SOCIAL &
RELATIONSHIP
CAPITAL
• Diversified customer base
• Over 460 suppliers engaged
• Community engagement
• Collaboration with local
universities
• Industry and government
participation
INPUTS
OUR PURPOSE
Our purpose is to create sustainable value
for our shareholders and stakeholders
through developing and acquiring cost
competitive resource assets, managing
them in a safe and optimised manner, and
realising their full potential by marketing
effectively
STRATEGIC OBJECTIVES
Strive to deliver stable margins
Grow as a sustainable ferroalloy producer
to the world’s steelmakers
Continue to optimise the capital structure
by balancing total debt and sustainable
dividends
Strive to achieve highest purity grade for
silicon metal to diversify into the polysilicon
industry
Units
t: tonne
kt: kilotonne
GJ: gigajoule
ML: megalitre
kt CO2e: kilotonne of carbon dioxide equivalent
Our value creation model illustrates how OMH harnesses
valuable resource inputs, or “capitals”, to deliver long-term value
for customers, investors, employees, society and the Company.
We aligned the capital categories with the International
Integrated Reporting Framework. All capitals are interrelated,
and business activities often require a mix of capital. We aim
to allocate our resources based on these capitals effectively by
maximising their potential value and minimising their negative
impacts as part of our continuous drive to improve. The created
shared value strengthens the capitals and becomes a source
of further value creation. By repeating this cycle, we strive to
achieve sustainable growth.
Collaboration
Integrity &
Accountability
Sustainability
Care &
Respect
Safety &
Well-Being
Innovation &
Entrepreneurial
OUR
VALUES
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SUSTAINABLE VALUE CREATION
DIRECT ECONOMIC VALUE CREATED & DISTRIBUTED TO STAKEHOLDERS
Revenue: US$654.3m
Economic Value Distributed:
• Operating Costs (excl. employee wages and benefits): US$569.9m
• Employee wages and benefits: US$44.2m
• Payments to providers of capital: US$29.5m
• Taxes paid: US$2.4m
• Donations to and sponsor of local activities: US$59.4k
Contributed RM80 million per month to Sarawak economy in FY2024 via purchases of raw materials, goods & services
PRODUCTION
Ferrosilicon: 190,517 t
Manganese alloys: 317,995 t
SALES
1,231,163 t of ores and alloys traded globally*
*(excluding inter-company sales)
SUSTAINABLE OPERATIONS
• Smelter complex powered predominantly by hydropower
• Continuous optimisation of smelter processes resulting in less than
1% of unscheduled downtime in FY2024 over total operational hours
EMISSIONS & WASTE
• GHG Emissions: 2,121.18 kt CO2e
• Non-GHG Emissions: 8.08 kt
• Total Waste generated: 240.6 kt
• Total Waste diverted from disposal: 274.6 kt
• Total Waste directed to disposal: 0.4 kt
• Water discharge: 26.7 ML
SUSTAINABLE OFFERING
• OM Sarawak partnered with oil palm industries to repurpose over
108,500 t of SiMn slag for road levelling
• OM Sarawak completed construction of tapping deduster for 1
workshop in 2024 to reduce fugitive fumes
• 3,224 trees planted and RM38,400 contributed to the local
community as part of the Rewilding Project
RELIABLE PARTNER
OMH continues to retain long-term contracts and strong relationships with stakeholders as proof of our commitment to upholding high standards
of service and conducting continuous improvements.
A SAFE WORK ENVIRONMENT WITH GOOD OPPORTUNITIES
Opportunities for competence and career development for employees
• Average training hours per employee: 63.1 hr
A healthy and safe work environment for OMH’s employees and contractors with zero fatalities
• LTIFR (employees & workers who are not employees): 1.22 per million manhours
• Total hours spent on safety training: 17,022 hr
SUPPLY CHAIN
• Supplies manganese ore to China
• Supplies ferroalloys to over 10 countries, predominantly Japan,
South Korea, Taiwan, USA and the EU
RESPONSIBLE PARTNER
Creation of local employment through own operations and local
sourcing
• Local employment: >1,900
• Local suppliers engaged: 94.9%
OUTPUTS
OUTCOMES
OVERVIEW
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SUSTAINABILITY GOVERNANCE
GRI 2-9, 2-12, 2-13, 2-14
At OMH’s top governance level, the Board of Directors (“Board”)
supervises the formulation and adoption of sustainability
strategies
alongside
related
policies.
The
Sustainability
Management Committee is responsible for outlining execution
plans and overseeing the implementation of Board-sanctioned
strategies.
Every significant subsidiary instituted working groups dedicated
to overseeing the business’s environmental, social, and
governance aspects. These groups concentrate on executing
and implementing corresponding strategies and initiatives. The
working groups consist of representatives from the material
subsidiaries and relevant departments.
ROLES & RESPONSIBILITIES
Oversight of the Group’s sustainability strategy:
•
Ensures sustainability-related risks and opportunities are factored into the company’s
overall strategy, business plans, and financial planning, including climate change
Monitoring progress and performance:
•
Progress of sustainability targets are monitored and reported through quarterly Board
Meetings
Board structure considerations:
•
Refer to Corporate Governance pg 120 7.2 Risk Management Roles and Responsibilities.
OMH does not have a risk committee, and the full Board is responsible for monitoring
holistically against the risk management and internal control framework set out
OMH Board of Directors
Sustainability
Management
Committee (“SMC”)
Sustainability Working
Groups
•
Sustainability Leads
•
Sustainability Officers
•
Data Owners
Establishes execution plans and oversees implementation of Board-sanctioned
strategies:
•
Set the sustainability direction and targets of the Group, coordinating the integration of
sustainability and climate-related aspects into core business activities
•
Identifies sustainability-related risks and opportunities, including climate-related risks
and opportunities, that are material to the business
•
Reviews and updates the materiality matrix as required
•
Reviews and validates the climate scenario analysis as required
•
Reviews the annual sustainability statement prior to Board approval
Monitoring progress and performance:
•
Monitors the progress of the Group’s sustainability strategies, initiatives and targets
•
Reports the progress towards sustainability targets, as well as other sustainability-
related matters, through quarterly Board Meetings
Implements sustainability strategies and initiatives:
•
Executes sustainability initiatives in alignment with the Group’s strategic direction and
targets
Monitoring progress and performance:
•
Responsible for monitoring and providing regular quantitative reporting of key
sustainability and climate-related data
•
Reports to the Sustainability Management Committee
ESG AWARENESS TRAINING
OM Sarawak engaged SGS (Malaysia) to conduct ESG Awareness Training
for Directors on 10 July 2024. This training aimed to enhance their
understanding of ESG requirements, and the roles and responsibilities
of directors in driving ESG within the organisation. ESG Awareness
Training was also conducted for managerial and executive levels on 12
November 2024. This training was tailored to equip participants with
the knowledge and skills to integrate ESG principles effectively into the
organisation’s strategic framework.
OVERVIEW
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STAKEHOLDER ENGAGEMENT
GRI 2-29, 3-1
Legend for engagement frequency
Annually
Quarterly
Semi-annually
Ongoing
As needed
Key
Stakeholders
Methods of Engagement &
Frequency of Engagement
Areas of Interest
Link to Material Matter
Board of
Directors
Board meetings
Meetings & briefings
•
Group’s performance,
direction & strategy
•
Corporate governance
•
Sustainability
•
Health & safety
•
Human capital
•
Economic performance
•
Business ethics, values & governance
•
Climate change & energy
•
Occupational health & safety
•
Talent management
Employees
Performance appraisal
Training & development
Team building & activities
Townhall sessions
•
Good working conditions
•
Positive company culture
•
Career prospects, learning &
development
•
Talent management
•
Occupational health & safety
Government
& Regulators
Regular compliance report
Ad-hoc surveys & reports
•
Compliance with laws &
regulations
•
Economic impact
•
Climate change
•
Regulatory compliance
•
Business ethics, values & governance
•
Economic performance
•
Climate change & energy
Customers
Regular communications via
telephone & email
Ad-hoc visits
•
Responsible sourcing
•
Climate change
•
Regulatory requirements
•
Product quality & safety
•
Human rights
•
Climate change & energy
•
Data privacy & security
Suppliers
Regular communications via
telephone & email
Supplier surveys
Ad-hoc visits
•
Quality of products procured
•
Responsible sourcing
•
Supply chain management
•
Human rights
Financial
Communities
Financial statements
ASX & Bursa Malaysia
announcements
Annual General Meetings
Annual reports
Compliance reporting
Company presentations
Analyst & retail briefings
•
Business & financial
performance
•
Future prospects & plans
•
EESG & sustainability matters
•
Economic performance
•
Climate change & energy
•
Waste management
•
Water & effluents
•
Pollution & non-GHG emissions
•
Ecological impacts
•
Human rights
Local
Communities
Regular community projects
Annual back to school
programmes
Sponsorships & donations
•
Community development
•
Employment opportunities
•
Environmental preservation
•
Community development
•
Human rights
•
Waste management
•
Water & effluents
•
Pollution & non-GHG emissions
JV Partners
Regular communications via
telephone & emails
ASX & Bursa Malaysia
announcements
Internal Board Meetings
Joint venture reporting &
meetings
•
Maintaining partnerships
•
Economic performance
OMH values its stakeholders, not only those influencing its
decisions, but including those affected by its operations.
Recognising their importance to the Group’s long-term success,
we have continuously engaged these stakeholders, keeping
them informed and gathering feedback on their priorities.
Understanding their concerns and expectations helps us to
effectively prioritise and develop strategies that create value for
them. As part of our materiality assessment, we conducted a
stakeholder identification and prioritisation exercise to identify
OMH’s material EESG topics. This assessment engaged both
internal and external stakeholders, as summarised in the table
below.
OVERVIEW
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IDENTIFYING & PRIORITISING MATERIALITY IN OUR OPERATIONS
GRI 3-1, 3-2, 3-3
The OMH materiality study thoroughly explores critical factors influencing organisational impact. Analysing
material aspects steers the Group towards well-informed decision-making and responsible resource
allocation, fostering resilience for the future. This approach ensures that our sustainability initiatives
effectively address pressing concerns, aligning our efforts with the pivotal aspects of our business and
societal impact.
THE METHODOLOGY
During the last quarter of FY2023, OMH engaged an external
consultant to conduct an updated materiality analysis, ensuring
the confidentiality of respondents. The previous analysis was
conducted in 2021. A survey was administered to stakeholders,
soliciting their evaluations on the significance of 18 sustainability
areas. Respondents used a 5-point Likert Symmetric Scale,
ranging from “very unimportant” (1) to “very important” (5),
with a midpoint of (3) denoting neutrality. The Board and Senior
Management Team actively participated, contributing valuable
insights to OMH’s comprehensive understanding.
The Group ensures its sustainability practices contribute to
local stakeholders and broader goals. The material topics
are aligned with the SASB Standards for the Metals & Mining
industry. The following table maps each material matter against
the corresponding GRI topics and UNSDGs.
OUR MATERIAL TOPICS
MATERIAL TOPIC
WHY IT MATTERS
GRI TOPICS
UNSDGS
CONDUCTING BUSINESS RESPONSIBLY
Regulatory
Compliance
OMH places great importance on ensuring regulatory
compliance to enable our operations to run smoothly and
deliver consistent value to our stakeholders.
•
Anti-Corruption
•
Anti-Competitive
Behaviour
•
Tax
16
Business
Ethics, Values &
Governance
In line with our corporate value, Integrity and Accountability,
we believe in upholding good governance and ethical
conduct in all that we do. Operating ethically and
responsibly is essential to build trust, cultivate longstanding
relationships with our stakeholders, and maintain a positive
reputation.
•
Anti-Corruption
•
Anti-Competitive
Behaviour
•
Public Policy
16
Product Quality &
Safety
We recognise the importance of providing timely delivery
of high-quality ferroalloy products to our stakeholders in
achieving customer satisfaction and sustained success.
•
Customer Health &
Safety
•
Marketing &
Labelling
12
Economic
Performance
OMH’s success hinges upon long-term value creation for
our shareholders and stakeholders. We strive to maintain
a sustainable business model by developing and acquiring
cost competitive resource assets, managing them in a safe
and optimised manner, and realising their full potential by
marketing effectively.
•
Economic
Performance
•
Tax
8
9
17
Supply Chain
Management
We acknowledge the risks arising from the fast-changing
geopolitical and regulatory environment, climate change
and extreme weather. A sustainable value chain is key to
ensuring that we continue to generate reliable results for
our stakeholders.
•
Indirect Economic
Impacts
•
Procurement
Practices
•
Supplier
Environmental &
Social Assessment
8
12
Critical Incident
Risk Management
In our industry, it is vital for us to implement robust risk
management systems to ensure long-term business
continuity in the event of low-probability, high-impact
incidents with significant potential environmental and
social externalities.
•
Material Topics
•
Economic
Performance
•
Occupational
Health & Safety
13
Data Privacy &
Cybersecurity
In today’s digital age, we understand that it is critical to
secure the safety and confidentiality of data that is entrusted
to us by customers, employees and other stakeholders.
•
Customer Privacy
16
OVERVIEW
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IDENTIFYING & PRIORITISING MATERIALITY IN OUR OPERATIONS
MATERIAL TOPIC
WHY IT MATTERS
GRI TOPICS
UNSDGS
CONDUCTING BUSINESS RESPONSIBLY
Climate Change &
Energy
Climate change is a global environmental crisis that may
expose our business to physical and transition risks
across various time horizons. As a highly energy- and
carbon-intensive industry, we also recognise the impact
that our operations have on the climate crisis. We deem
climate change and energy management crucial factors in
formulating our long-term business strategy, to ensure that
we remain competitive and continue to meet stakeholder
interests.
•
Energy
•
Emissions
13
Pollution & Non-
GHG Emissions
Air pollution can impact the health of local ecosystems, as
well as impact the living conditions of both our workers and
local villages. We recognise the importance of preventing
pollution arising from our operations.
•
Emissions
3 11
Ecological Impacts
Our flagship smelting complex is situated within 3km of the
Similajau National Park. It is imperative for us to conduct our
operations in a manner that is sensitive to the surrounding
ecosystem, to preserve its unique biodiversity and the
ecosystem services upon which the local community rely
on.
•
Biodiversity
14 15
Waste
Management
At OMH, we acknowledge the importance of ensuring that
waste generated from our operations is properly handled,
to prevent pollution which would impact both the natural
ecosystem and local communities.
•
Waste
11 12
Resource Use
We understand the need for businesses to optimise
resource use, and shift from a linear process of take-make-
waste to a circular economy approach to conserve our
natural resource for long-term sustainable operations.
•
Materials
12
Water & Effluents
Water is a shared resource, vital not only for our operations,
but also essential for the communities where we operate.
Sustainable water use and effluent management are
therefore critical for us to ensure a reliable supply of water
for businesses and the community alike.
•
Water & Effluents
6
14
Land Remediation,
Contamination &
Degradation
Although our mine at Bootu Creek has been placed under
care and maintenance mode, proper land remediation
is vital to address regulatory requirements, minimise
environmental impacts, and meet stakeholder needs.
•
Biodiversity
15
EMPOWERING OUR PEOPLE & COMMUNITIES
Occupational
Health & Safety
We believe in prioritising health and safety in every aspect
of our operations. By instilling a safety-first culture, we are
able to deliver outcomes in a reliable manner, while having
respect for the communities and environment surrounding
our operations.
•
Occupational
Health & Safety
3
8
16
Talent
Management
People are the cornerstone of our achievements. At our
core, we believe that nurturing employees’ ambitions and
passions creates a positive work environment that is highly
productive.
•
Market Presence
•
Training &
Education
4
5
8
10
Human Rights
Human rights are fundamental principles of personal
dignity and universal equality. Respect for human rights
fosters social progress, better standards of life and greater
freedom for individuals. We are committed to respecting
human rights throughout our business, and to upholding
the laws and regulations of the countries in which we
operate.
•
Labour
Management
Relations
•
Diversity & Equal
Opportunity
•
Non-Discrimination
•
Freedom of
Association
& Collective
Bargaining
•
Child Labour
& Forced or
Compulsory Labour
•
Security Practices
•
Right of Indigenous
Peoples
5
10 16
Community
Development
At the heart of our mission lies a commitment to nurturing
relationships that empower the community. Supporting the
less privileged cultivates a stronger, more inclusive society,
fuelling collective growth and prosperity.
•
Local Communities
1
3
4
11 17
OVERVIEW
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IDENTIFYING & PRIORITISING MATERIALITY IN OUR OPERATIONS
MATERIALITY MATRIX
The results of our FY2023 materiality assessment showed a
similar trend as the 2021 assessment. Five new material topics
were identified, namely, Pollution & Non-GHG Emissions,
Ecological Impacts, Resource Use, Data Privacy & Cybersecurity,
and Critical Incident Risk Management. Regulatory Compliance,
Talent Management, and Product Quality & Safety increased
in importance, while Land Remediation, Contamination &
Degradation, Waste Management, and Water & Effluents have
decreased in importance.
Resource Use
Land Remediation,
Contamination &
Degradation
Importance to Stakeholders
Relevance to OMH
Regulatory Compliance
Economic
Performance
Critical Incident Risk
Management
Water & Effluents
Talent Management
Climate Change & Energy
Product Quality & Safety
Pollution & Non-GHG
Emissions
Data Privacy &
Cybersecurity
Waste Management
Human Rights
Community
Development
Supply Chain
Management
Ecological Impacts
Business Ethics, Values &
Governance
Occupational Health &
Safety
Conducting Business Responsibly
Protecting our Planet
Legend:
Empowering our People & Communities
OVERVIEW
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OMH optimises energy use through process
refinement and operational enhancements, and
exploring energy recovery solutions. OMH also invests
in new and alternative technologies to reduce direct
carbon emissions from operations. This approach
aligns with our commitment to embrace sustainable
business practices.
OMH contributes to this goal by providing
manganese ores and ferroalloys, essential elements
for manufacturing high-quality steel required in the
transition to a low carbon economy. OMH promotes
economic growth through sustainable industrialisation,
focusing on research and development to develop
cleaner production technologies.
OMH upholds a robust ethical framework,
prioritising the health and safety of employees,
supply chain partners, and all workers and
contractors. Our employment practices safeguard
human rights, the environment, and other determined
requirements. Together, we deliver inclusive and
sustainable economic growth.
OMH’s dedication to responsible consumption
and production involves optimising resource
use, reducing waste, minimising environmental
impacts and mitigating emissions, while fostering
sustainable economic growth. We strive for continuous
improvement, investing in research and development
to ensure long-term sustainable production.
SUSTAINABLE GOALS LEAD THE WAY
The 2030 Agenda for Sustainable Development, adopted by all United Nations member states, provides
a blueprint for people and the planet to eliminate poverty, fight inequality, safeguard our oceans
and forests and halt climate change. UNSDGs reflect three dimensions: Climate and Environment,
Economy, and Social Conditions. OMH’s work relating to sustainability focuses on the following four
goals:
OVERVIEW
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SUSTAINABLE GOALS LEAD THE WAY
OMH’S SHORT-TERM SUSTAINABILITY TARGETS
TOPICS
SHORT-TERM TARGETS (2023-2026)
TARGET YEAR
PROGRESS
Occupational
Health and
Safety
Achieve zero (0) work-related fatality cases
Continuous
✓
Target achieved. Zero work-related
fatality cases reported in FY2024
Achieve ISO 45001 Occupational Health &
Safety Management System
2023
✓
Target achieved. Certification
obtained in December 2023.
Completed surveillance audit in
September 2024.
Talent
Management
60 local employees trained to replace foreign
staff at OM Sarawak
Continuous
✓
Target achieved. In FY2024, a
total of 120 local employees were
trained to replace foreign staff.
Achieve 75% localisation rate for key smelting
operation positions* by prioritising local talent
recruitment and training & development
*Consists of stoking operators, smelter listing operators,
tapping operators
2025
✓
Target achieved. Achieved 76.6%
localisation rate for key smelting
positions in FY2024.
Environmental
Management
Achieve ISO 14001 Environmental Management
System certification
2023
✓
Target achieved. Certification
obtained in December 2023.
Completed surveillance audit in
September 2024.
Energy
Management
Achieve ISO 50001 Energy Management
System
2024
Ongoing. Implementation to be
completed in 2025.
Air Emissions
To eliminate fugitive fumes from tapping
process.
Complete
3
tapping
deduster
construction for 3 ferrosilicon production
workshops.
2024-2026
Target delayed. Completed
construction of tapping deduster
for 1 workshop in January 2024.
Construction of second unit to
commence in 2026.
Climate
Change
Establish Decarbonisation Plan
2024
Target delayed, to complete in
FY2025
Achieve ISO 14067 Product Carbon Footprint
Certification
2026
Ongoing work in progress
Complete feasibility study for waste heat
recovery and power generation
2026
✓
Target achieved. Completed
feasibility study in FY2024.
Waste
Management
Repurpose 80% of scheduled waste within the
circular economy framework
Continuous
✓
Target achieved. >90% scheduled
waste repurposed in 2024
Achieve ISO/IEC 17025 Silica Fume Lab
Accreditation
2024
Target delayed. Application for
accreditation has been approved
by the Department of Standards
Malaysia (“DSM”). On track to
attain accreditation by 2025.
Establish “Green Aggregate Product” for
silicomanganese slag
2025
Successfully obtained Special
Waste Management Approval
Permits for SiMn slags from DOE
Quality
Management
Achieve ISO 9001 Quality Management System
2025
Successfully completed the ISO
9001 external audit in December
2024. Pending certification
issuance.
Biodiversity
To plant 10,000 native tree species in Similajau
National Park
2026
Ongoing work in progress. 3,224
trees have been successfully
planted
Responsible
Supply Chain
100% of suppliers to comply with OMH’s
Supplier Code of Conduct, and Anti-Bribery &
Corruption Policy
2026
Ongoing work in progress. FY2024:
Code of Conduct: 70.0%
Anti-Bribery & Corruption: 82.6%
OVERVIEW
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MANAGING SUSTAINABILITY RISK
GRI 201-2
Risks evolve over time. It is important for us to conduct regular stocktakes on the potential risks facing our
operations over both the short and long-term, to enable us to continue to be resilient in the face of various
economic, environmental, societal or geopolitical risks.
The Company has formalised its approach to risk in its Policy
for Risk Management. This policy aims to mitigate ESG risks,
including sustainability risks from the environment, human
capital, occupational health and safety, and ethical conduct.
OMH considers the reasonable expectations of stakeholders,
particularly to preserve the reputation and success of the
business. OMH’s risk management system is always evolving. It
is an ongoing process and will grow to commensurate with the
development and growth of OMH’s activities.
CLIMATE SCENARIO ANALYSIS
The effects of global warming are becoming increasingly
apparent, with governments across the globe committing
to
decarbonisation.
Businesses
must
understand
and
manage their climate-related risks to remain sustainable and
competitive in transitioning to a low-carbon economy. In line
with the TCFD recommendations, OMH conducted its second
climate scenario analysis in FY2023. The Company conducted
a qualitative assessment of both physical and transition risks
and opportunities across the Group’s key operations, adopting
two different climate scenarios developed by the Network for
Greening the Financial System (“NGFS”). The assessment also
referred to the following resources:
•
The World Bank Group and the Asian Development Bank
(Climate Risk Country Profile)
•
World Resources Institute (WRI Aqueduct Floods)
•
Climate Impact Explorer (Climate Analytics)
CLIMATE SCENARIOS – CHARACTERISTICS
< 2°C SCENARIO
> 2°C SCENARIO
NGFS Scenario*
Orderly scenario: Below 2°C
Too-little too-late scenario: Fragmented World
Description
•
Climate policies are introduced immediately
and become gradually more stringent
•
Net-zero CO2 emissions achieved after
2070
•
Relatively low physical and transition risks
•
Delayed and divergent climate policy
ambition globally
•
Countries with net zero targets achieve
them only partially (80% of the target), while
other countries follow current policies
•
Elevated transition risks in some countries
•
High physical risks internationally due to
the overall ineffectiveness of the transition
Temperature Rise by 2100
1.7°C
2.3°C
Policy Reaction
Immediate and smooth
Delayed and fragmented
Technology Change
Moderate change
First, slow, then fragmented
Carbon Dioxide Removal
Medium use
Low-medium use
Regional Policy Variation
Low variation
High variation
*Details of the NGFS scenarios taken from the NGFS scenario portal
OMH POLICIES
Policy for Risk Management
Risk and Internal Control Policy
OVERVIEW
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MANAGING SUSTAINABILITY RISK
CLIMATE-RELATED RISKS & OPPORTUNITIES
OMH assessed these risks and opportunities over the short term
(0-5 years), medium term (5-10 years) and long term (>10 years).
OMH’s senior management team and the OMH Board validated
the scenario analysis. The findings of the scenario analysis are a
crucial component of the Company’s overall risk management,
long-term roadmap planning and business strategy.
CLIMATE-RELATED RISKS
TIME HORIZON
POTENTIAL IMPACTS
Physical
Acute
•
Increased frequency
and severity of extreme
weather events
Medium – long term
Global warming is likely to cause an increase in the intensity and
frequency of extreme weather events. Exposure to heatwaves and
droughts can increase operational costs, decrease productivity,
and, in extreme cases, halt operations, particularly for our
manufacturing plant in Sarawak, due to the nature of smelting
operations. With the smelting complex near Sungai Similajau, a
projected increase in floods frequency could also cause operational
disruptions, affecting long-term financial planning due to damage
to the Plant’s infrastructure.
Chronic
•
Rising mean
temperatures
•
Altered precipitation
patterns
•
Rising sea level
Long term
Longer-term shifts in climate patterns, particularly higher average
temperatures, can reduce labour productivity. Most notably, our
manufacturing plant in Sarawak is at high risk due to our workers’
constant exposure to the outdoors and the nature of smelting
operations. There might be a need to increase expenditure on
facilities and amenities to ensure a conducive and safe environment
for work, adapt to the changing climate and prevent disruptions in
operations.
Changes in precipitation resulting in more severe dry spells may
affect water supply, with surface water being the plant’s primary
source. Furthermore, as the plant is predominantly powered by
hydropower, water scarcity may cause the plant’s electricity supply
to be reduced or disrupted. The sea level around the Sarawak
coastline is projected to rise by ~1m by 2100, and the smelting
plant is within 1km of the coastline. Coastal flooding risks affect
operations and potentially result in increased operational costs.
Transition
Policy and Legal
•
Enhanced emissions-
reporting obligations
•
Increased pricing of GHG
emissions
Short – medium term
Governments may progressively implement carbon pricing
mechanisms to reduce greenhouse gas emissions to meet their
Nationally Determined Contributions. A prime example is the
EU Carbon Border Adjustment Mechanism (CBAM), which will
be phased in from 2026. The Sarawak government passed the
Environment (Reduction of Greenhouse Gases Emission) Bill in
2023, which includes annual carbon emissions reporting, setting
carbon emissions thresholds, and potential carbon levies.
Such developments in carbon pricing and associated enhanced
reporting requirements may increase compliance costs and
affect competitiveness. The entire supply chain costs can increase
significantly as companies from various stages throughout the
value chain work towards increased disclosure and transparency
on GHG emissions and climate-related compliance. OMH has
begun to improve its internal systems and data reporting processes
in anticipation of more stringent reporting requirements,
incorporating carbon pricing within its CAPEX planning.
Technological
•
Costs to transition
to lower emissions
technology
Medium – long term
With the transition towards a low-carbon economy, companies may
be expected to invest more in R&D and alternative technologies
to transition to low-carbon products, raising overall capital
expenditures.
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MANAGING SUSTAINABILITY RISK
CLIMATE-RELATED RISKS
TIME HORIZON
POTENTIAL IMPACTS
Transition
Market
•
Changing customer
behaviour
•
Increased cost of raw
materials
Short term
In line with the steel industry’s efforts to decarbonise, steel mills
are anticipated to increasingly prioritise raw materials with lower
carbon emissions. Such a move may cause increased competition
from ferroalloy producers with low-carbon product lines. In
addition, demand for low-carbon materials may cause increased
costs throughout the supply chain as companies invest to reduce
their carbon intensity and enhance their carbon reporting.
Reputational
•
Increased stakeholder
concern
Medium term
Companies perceived as contributing to climate change or taking
insufficient action to address such issues may face reputational
damage, harming their brand and customer loyalty.
CLIMATE-RELATED
OPPORTUNITIES
TIME HORIZON
POTENTIAL IMPACTS
Growth in demand for low-carbon
ferroalloys
Short term
As governments and the industrial market continue to push for
decarbonisation, the demand for low-carbon products will increase
across the value chain. This shift presents an opportunity for OMH
to retain a competitive edge with our low-carbon product offerings.
The Group plans to invest in alternative technologies and continue
conducting R&D to further reduce the carbon intensity of its
products, enhance our competitiveness and increase our market
share.
Reduced costs of low-carbon
technologies and increased access
to capital
Long term
A significant source of carbon emissions from ferroalloy production
is using fossil carbon as a reductant. New and alternative
technologies often face barriers to entry, such as higher production
costs. With increased demand for low-carbon ferroalloys and
projected increases in carbon taxes, such technologies are
anticipated to become more readily available and cost-competitive.
As such, there is an opportunity to enhance OMH’s low-carbon
product offerings and market competitiveness. OMH plans to
explore and implement such alternative technologies where
economically viable. Furthermore, investors, financial institutions
and lenders increasingly seek companies that address climate
change and may be more willing to finance projects that aim to
reduce the Company’s overall climate impact.
Increased availability of low-
emission energy sources
Medium – long term
In line with its commitments to the Paris Agreement, Malaysia has
announced a carbon-neutrality target of 2050, including continued
efforts to decarbonise its national energy grid. This commitment
provides an opportunity to reduce the carbon intensity of OMH’s
products, as energy usage during ferroalloy production is a
significant source of carbon emissions. OMH will continue to engage
with the relevant stakeholders to capitalise on opportunities to
maintain low production emissions.
OVERVIEW
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CONDUCTING BUSINESS RESPONSIBLY
Ethics & Compliance
55
Product Quality & Safety
58
Responsible Supply Chain
60
Cybersecurity & Data Privacy
62
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ETHICS & COMPLIANCE
GRI 2-23, 2-24, 2-25, 2-26, 2-27, 205-1, 205-2, 205-3, 206-1, 406-1, 415-1
Upholding ethical conduct and compliance is the cornerstone of our organisational ethos. We trust our
employees and business partners to understand and adhere to the ethical, legal and job-specific policy
requirements.
Our Code of Conduct is a comprehensive guide, meticulously
outlining our standards, legal responsibilities, and expected
behaviour. Covering essential facets, including business ethics,
conflict resolution, fair competition, sustainability, human
rights, and community welfare, it serves as a guiding beacon
for ethical conduct within OMH. The Code of Conduct stipulates
that we must conduct all business dealings solely in the
business’s best interests and actively avoid conflicts of interest.
Any perceived breaches of the law or our Group’s Code of
Conduct are strongly encouraged to be reported, fostering a
culture of accountability and transparency.
We encourage our business partners to acknowledge and affirm
their commitment to upholding the Code of Conduct before
formalising any agreements in alignment with our dedication
to ethical practices. This pledge ensures a shared commitment
to ethical conduct, sustainability, and the well-being of our
communities, fostering an ecosystem built on integrity and
responsibility.
OM Sarawak implemented an Anti-Bribery and Anti-Corruption
Policy in 2022 as a proactive measure to ensure operations
remain free from any form of corruption or bribery. This policy
strictly follows all relevant laws and regulations in Malaysia,
including the Malaysian Anti-Corruption Commission Act 2009,
the Companies Act 2006, and the Penal Code.
ANTI-BRIBERY AND CORRUPTION (“ABC”)
OMH maintains a staunch commitment to ethical business
practices, adhering to laws and regulations while maintaining a
zero-tolerance policy towards bribery and corruption.
OMH Anti-Bribery and Corruption Standard sets personnel’s
responsibilities, including dealings with and through third
parties. This Standard applies to all directors, full-time and
part-time employees, agents, suppliers, contractors, business
partners, intermediaries and other parties acting for or
representing the Group.
OM Sarawak aligned its anti-corruption policy with the
Malaysian Anti-Corruption Commission (“MACC”) guidelines.
This policy strongly supports OM Sarawak’s stance against
bribery and corruption. It regulates gifts, entertainment,
corporate hospitality, facilitation payments, and interactions
with suppliers, business partners and public officials. The
policy also lists some red flags: unusual payments, bypassing
the usual process, unusual behaviour, illogical decision-making,
no checks and balances and non-beneficial contracts.
TOPICS COVERED IN THE ANTI-BRIBERY AND CORRUPTION STANDARD
Responsibilities of
OMH personnel
Examples of
red flags
Facilitation payments
& secret commissions
Donations &
sponsorships
Money
laundering
Contact with
government officials
Corporate hospitality
& non-cash gifts
Dealing with &
through third parties
Consequences
for breaches
OMH POLICIES
Code of Ethics and Conduct
Code of Conduct for Directors and Key Executives
Anti-Bribery and Corruption Standard
CONDUCTING BUSINESS RESPONSIBLY
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ETHICS & COMPLIANCE
RESPONSIBILITIES OF EMPLOYEES AND BUSINESS ASSOCIATES
GRIEVANCE MECHANISMS
All operations have legitimate, accessible, predictable and
transparent grievance processes. These carefully designed
processes align with the effectiveness criteria outlined in the
United Nations Guiding Principles (“UNGP”). They serve as an
open invitation for employees and stakeholders to voice their
concerns without fear of retribution.
As part of our comprehensive onboarding process, we ensure
that each new employee receives thorough briefings on the
grievance procedures, including during their induction into
OMH. We are committed to conducting thorough investigations
into all reported matters. During the year, the Group received
and resolved 17 grievances.
WHISTLEBLOWING
OMH actively encourages employees, officers, and contractors
to report unlawful, improper, or unethical conduct within
the organisation. To facilitate this, OMH has implemented
a comprehensive Whistleblower Protection Standard. This
standard provides a secure and confidential avenue where
whistleblowers can voice their concerns anonymously without
fearing reprisals or detrimental treatment. Our whistleblowing
system addresses instances of bullying and harassment with
managers trained in handling such cases.
The Whistleblower Protection Standard outlines the eligibility
criteria for disclosures and the specific matters this policy
protects. It further delineates a well-defined process for
reporting breaches. It enumerates the protections available to
whistleblowers, protecting individuals who raise concerns and
supporting them throughout the process, and shielding them
against potential victimisation.
EMPLOYEES
Read & comply with the policy, seeking guidance for any
unclear matters
Attend mandated anti-bribery & corruption training
Report any suspected violations of laws through the
whistleblowing hotline
The Managing Director, Board of Directors & Department
Heads must familiarise themselves with the policy & ensure
it is available & adhered to by all employees
BUSINESS ASSOCIATES
Acknowledge & agree to read & comply with the policy as
part of their contractual agreements
Must act in a way that is consistent with the policy at all times
Sign a declaration form to abide by the terms of the policy
Report any suspected violations of laws through the
whistleblowing hotline
OM Sarawak’s anti-bribery policy is included in the employee
handbook, which is readily accessible by all employees.
Briefings were conducted to ensure that employees understand
the contents of the handbook. OM Sarawak also organised ABC
refresher training sessions throughout the year as part of our
ongoing commitment. 17.1% of the OM Sarawak management
completed refresher training in FY2024, which covered several
key areas, including the scope of Section 17A of MACC Act,
bribery enforcement and OM Sarawak’s anti-corruption policy.
In 2024, OMS implemented mandatory ABC training for
all employees. 100% of OMS employees were informed of
the Company’s ABC policies, and the compliance training
requirements via email. 95% of OMS employees completed the
training in FY2024.
ANTI-BRIBERY AND CORRUPTION COMMITTEE
OM Sarawak established an Anti-Bribery and Corruption
Committee (“ABCC”) in FY2024 to oversee, communicate,
implement and enforce the Anti-Bribery and Corruption Policy.
The ABCC consists of personnel possessing the necessary
qualifications, skills, authority, independence, competencies,
and experience. The ABCC will aim to regularly conduct
comprehensive risk assessments on operations related to
ethical conduct, including bribery and corruption, through the
implementation of due diligence audits. These audits will cover
all operational areas, identifying potential risk factors within
internal processes, questionable financial transactions, and
adherence to protocols governing OM Sarawak’s engagements
with business partners and third parties. OM Sarawak has
established procedures to address corruption in operations
deemed “high risk,” providing comprehensive coverage of
corruption and bribery. The ABCC will deliver regular training
sessions and communication initiatives for employees and
serves as a resource centre, offering information, guidance, and
advice on all matters concerning anti-bribery and corruption
issues.
The Board exercises comprehensive oversight of anti-
corruption initiatives, ensuring a thorough and encompassing
approach to addressing anti-corruption measures. The ABCC
will be responsible for providing the Board with regular reports
on the effectiveness of the programmes, their performance,
and enforcement measures taken.
OMH POLICIES
Whistleblower Protection Standard
CONDUCTING BUSINESS RESPONSIBLY
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ETHICS & COMPLIANCE
POLITICAL CONTRIBUTIONS
OMH’s policy is not to make political donations at the departmental or OMH site level. The OMH Board must authorise any political
donations, disclose them as required by law and record them in the corporate accounts.
PERFORMANCE
2022
2023
2024
No. of confirmed incidents of corruption
Number
0
0
0
No. of grievances received
Number
32
23
17
No. of grievances resolved
Number
32
23
17
CONDUCTING BUSINESS RESPONSIBLY
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PRODUCT QUALITY & SAFETY
GRI 2-27, 416-1, 416-2, 417-1, 417-2, 417-3
Prioritising responsible operations at OMH focuses on continuous improvement for sustained
competitiveness and long-term sustainability.
We conducted a thorough ‘cradle-to-gate’ Life Cycle Analysis
(“LCA”) of our manganese alloys, in collaboration with IMnI,
as well as our ferrosilicon alloys. The detailed assessment
meticulously examined our environmental impact from
extraction to processing (smelting), shedding light on our
ecological footprint and enabling comparisons with industry
counterparts. These insights empower our regional steel mill
clients to make informed, eco-conscious choices, bolstering
sustainability within their supply chains. Our commitment to
responsible operations is entrenched in minimising impact while
maximising value creation across our operational landscape.
PRODUCT QUALITY
At OM Sarawak, our Quality Inspection Center (“QIC”) is the
custodian of product quality management within our smelting
plant. This dedicated unit established and maintains the quality
control management system. Its responsibilities encompass
vigilant oversight of weighing, sampling and issuing detailed
analysis reports for incoming feedstock and finished products.
The QIC plays a crucial role in our operations by ensuring
rigorous quality checks and adherence to set standards.
Moreover, it efficiently categorises natural blocks based on
their grade and facilitates their allocation to the designated
crushing areas. This meticulous approach underscores our
commitment to delivering consistent and superior-quality
products throughout our production processes.
At the OM Sarawak plant, the QIC staff includes lab technicians,
five of whom are chemists registered with the Department of
Chemistry, Malaysia. Product testing performed by the QIC
involves the use of advanced equipment, such as the X-ray
Fluorescence Spectrometer (“XRF”) and the Inductively Coupled
Plasma Spectrometer (“ICP”), among other sophisticated
instruments.
QUALITY AND INSPECTION PROCEDURES FOR RAW MATERIALS AND FINISHED PRODUCTS
RAW MATERIALS
The QIC samples & analyses all raw materials upon arrival.
The analysis report is sent to the Raw Materials Warehouse
(“RMW”) & relevant departments.
A third-party surveyor performs additional sampling &
analysis at the loading & discharging port to ensure the
accuracy of product volumes & tracking of any variances
recorded.
FINISHED PRODUCT
The QIC takes ladle sampling, analyses & grades the natural
block from each tapping. Different grades are processed
separately based on product grading. The QIC inspects the
crushing process to ensure quality.
Third-party surveyors conduct sampling & analysis before
shipping.
CONDUCTING BUSINESS RESPONSIBLY
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PRODUCT SAFETY
Product safety is paramount, especially concerning our range
of products, including ferrosilicon, silicomanganese, and high-
carbon ferromanganese.
To adhere to stringent safety standards, we subject our products
to rigorous testing in accordance with the “United Nations
Recommendations on the Transport of Dangerous Goods, Manual
of Tests and Criteria Part III – 33.4.1.4”. While our products are not
classified as Class 4.3 Dangerous Goods, we remain committed
to ensuring comprehensive safety measures for our employees.
Our safety protocols encompass various facets, including
provisions for first-aid, firefighting, and safe handling and storage
practices. Meticulously implementing these initiatives safeguards
the well-being of our workforce and upholds the highest safety
standards within our operations.
We regularly provide customers with an updated product
safety information sheet. Even though our products are not
hazardous goods, this sheet offers precise instructions for third
parties and customers, ensuring safe handling and storage. It
encompasses extensive details such as product classification,
composition, handling instructions, first-aid protocols, firefighting
procedures, accidental release guidelines, exposure controls,
stability and reactivity information, toxicological and ecological
insights, disposal recommendations, and regulatory specifics.
This comprehensive document facilitates proper product
management and ensures safety across all stages of handling
and usage.
PRODUCT QUALITY & SAFETY
PERFORMANCE
2022
2023
2024
No. of incidents of non-compliance concerning the health
and safety impacts of products and services
Number
0
0
0
No. of incidents of non-compliance concerning product
and service information and labelling
Number
0
0
0
QUALITY MANAGEMENT SYSTEM (“QMS”)
OM Sarawak initiated the implementation of ISO 9001 Quality
Management System in 2024. The QMS will serve as a framework
for consistently delivering high quality products and services, while
facilitating continuous improvement. This will serve to enhance
our operational efficiency, improve product quality, and ensure
long-term customer satisfaction. OM Sarawak targets to obtain the
certification by 2025.
CONDUCTING BUSINESS RESPONSIBLY
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RESPONSIBLE SUPPLY CHAIN
GRI 2-23, 2-24, 204-1, 308-1, 308-2, 408-1, 409-1, 414-1, 414-2
We ingrained our sustainable supply chain approach in our commitment to ethical, social, and
environmental principles. Prioritising these values in our interactions with suppliers and customers aligns
our operations with sustainability goals.
OM Sarawak follows standard operating procedures for
annual performance evaluations concerning spare parts,
auxiliary equipment and service providers. The assessment
encompasses five criteria: Price, Delivery, Quality, Technical
Aspects, and Responsiveness, considering our Risk-Based
Responsible Sourcing Strategy. In Singapore, OMS oversees
the Group’s product and trade flow and conducts performance
evaluations for raw material suppliers.
Central to our approach is the comprehensive understanding
and proactive management of risks related to human rights
violations, environmental impacts, and other pertinent concerns
within our supply chain. Through risk-based due diligence, an
integral part of our responsible sourcing strategy, we identify
and evaluate risks associated with Conflict-Affected and High-
Risk Areas (“CAHRAs”). This assessment allows us to adopt a
collaborative approach to mitigate these risks, particularly those
linked to human rights violations, throughout the supply chain.
In 2023, OMS implemented a Supplier Self-Assessment
Questionnaire (“SAQ”) for its 8 primary suppliers to enhance our
supply chain due diligence. The assessment was conducted for all
major Mn ore producers that the Company regularly purchases
from, and the main supplier for each bulk raw material. The SAQ
gained deeper insights into how suppliers identify and manage
their Environmental, Social, and Governance impacts and risks.
This initiative allowed us to engage our key suppliers actively,
demonstrating our commitment to responsible sourcing.
TOPICS IN THE SUPPLIER CODE OF CONDUCT SELF-ASSESSMENT QUESTIONNAIRE
OM Sarawak has integrated ISO 14001 and ISO 45001
requirements into its Supplier Code of Conduct. In FY2024,
70.0% of 293 eligible suppliers signed the Supplier Code of
Conduct declaration. No suppliers were disqualified due to
ethical or human rights violations in FY2024.
OM Sarawak extended its Anti-Bribery and Corruption Policy to
suppliers as part of our continued monitoring of risks across the
supply chain. As of FY2024, 82.6% of the 293 eligible suppliers
had submitted the Anti-Bribery and Corruption policy.
Business Integrity
& Ethics
Child Labour &
Forced Labour
Abuse,
Harassment, &
Non-discrimination
Wages &
Benefits
Health &
Safety
Living Conditions
(Dormitories)
Freedom of
Association &
Collective Bargaining
Environmental
Protection
The production and sourcing
of metals and minerals
The procurement of goods
and services
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At OM Sarawak, all new suppliers must submit their Declaration
of Compliance with our Supplier Code of Conduct as well as
our Anti-Bribery and Corruption Policy. This helps to ensure
that all new suppliers are aware of the importance we place on
operating responsibly, and to mitigate social and environmental
risks across our value chain. In FY2024, 60 new suppliers were
subjected to these requirements.
As at 31 December 2024, the Group has 469 suppliers providing
its production entities, with raw materials, energy, goods,
services and logistics. OMH diligently oversees and maintains
detailed supplier and purchasing information for these
subsidiaries.
OMH prioritises sourcing and procuring goods and services
from local suppliers, fostering support for the local economy.
Auxiliary material suppliers and service providers are primarily
domestic. In FY2024, 94.9% of suppliers engaged across the
Group were local.
However, given the highly specialised nature of ferroalloy
production, specific feedstock, such as ore or metallurgical
coke, are only available in particular geographic locations.
As such, we often purchase bulk raw materials from foreign
suppliers as they are unavailable locally. In FY2024, foreign
supplier purchases accounted for 84.3% of total purchases.
RESPONSIBLE SUPPLY CHAIN
PERFORMANCE
LOCAL SUPPLIERS ENGAGED (BY COUNTRY)
LOCAL SUPPLIER PURCHASE VALUE (BY COUNTRY)
2024
2023
2022
SUPPLIER LOCATION
94.9
92.3
93.7
Percentage
Local suppliers engaged
5.1
7.7
6.3
Percentage
Foreign suppliers engaged
PURCHASE LOCATION
15.7
10.3
12.0
Percentage
Local supplier purchases
84.3
89.7
88.0
Percentage
Foreign supplier purchases
99%
99.0%
95.9%
100%
6.0%
6.1%
100%
93.4%
93.4%
Australia
Total: 102
Australia
China
Total: 21
China
Malaysia
Total: 346
Malaysia
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CYBERSECURITY & DATA PRIVACY
GRI 418-1
Our foremost commitment is to secure the confidentiality and safety of data entrusted to our Company
by customers, employees and other stakeholders.
We enforce robust Data Protection and Privacy practices
throughout the Group, establishing a sturdy framework for
safeguarding valuable information assets. In FY2024, we
received no substantiated complaints concerning breaches of
customer privacy.
Regular employee training and communication updates our
workforce on emerging cyber threats and provides refresher
courses on Company policies. This proactive approach ensures
that our employees stay informed and equipped to uphold
the pinnacle of data security and privacy standards within the
organisation.
Our robust cybersecurity setup, illustrated below, strengthens
our digital defences and shields our systems against cyber
threats. Notably, we enhanced our data protection at our
Malaysia subsidiaries through the Azure Disaster Recovery
subscription, to enhance resilience against potential threats for
the ERP systems and critical services relating to ERP systems.
PERFORMANCE
2022
2023
2024
No. of substantiated complaints concerning breaches
of customer privacy and losses of customer data
Number
0
0
0
CYBERSECURITY INFRASTRUCTURE
Subscription to Azure Disaster Recovery for off-site backup
from April 2024 (Malaysia), covering critical systems,
including the Active Directory server, ERP application &
database, & the RDS server
Deployment of EndPoint Security software
Two-Factor Authentication for emails
Data backup to secure cloud servers
Automatic synchronisation & backup of files from company
servers to cloud servers
Microsoft Defender
Routine IT maintenance
Controlled removable device access
Upgraded firewall Mandatory annual password resets for
email accounts
CYBERSECURITY TRAINING
Compulsory cybersecurity training for all OMS employees,
including basic cybersecurity awareness & avoiding phishing
attacks
Refresher courses for employees who failed the phishing
campaigns
CYBERSECURITY INITIATIVES
Disaster Recovery Drill in July 2024, involving the Disaster
Recovery team (IT) & 6 ERP module end-users (Malaysia)
Phishing campaigns – 4 campaigns were conducted for all
OMS employees in 2024
Implementation of proactive firewall support measures,
including
configuration
optimisation,
regular
security
updates & system backups
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PROTECTING OUR PLANET
Environmental Management
64
Addressing Climate Change
66
Energy Consumption & Management
68
Minimising Resource Use & Embracing Circularity
70
Managing Waste & Preventing Pollution
74
Biodiversity & Conservation
77
Land Remediation, Contamination & Degradation
78
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ENVIRONMENTAL MANAGEMENT
GRI 2-27
At OMH, we understand the responsibility our business has in protecting the natural environment. We
recognise the need to manage our environmental impacts and comply with evolving regulatory requirements,
to maintain a green and liveable environment in the locations where we operate.
The production of manganese alloy and ferrosilicon is an
energy-intensive chemical process which requires carbon
sources to serve as reductants in the carbothermic reduction
of metal oxides. This smelting process generates emissions of
carbon dioxide (“CO2”), nitrogen oxides (“NOX”), sulfur oxides
(“SOX”) and dust. In light of the effects of global warming and
the transition towards a low-carbon economy, companies must
decarbonise their operations or face substantial transition risks.
Moreover, with biodiversity declining at an unprecedented
rate, critical ecosystem services, upon which businesses and
societies rely on, are diminishing, posing significant challenges
to economies worldwide. Due to the nature of the chemical
reactions involved in ferroalloy smelting, significant emissions
reductions rely on technological advancements. Innovative
strategies are implemented by systematically improving
operational performance to mitigate the environmental impact
associated with these manufacturing processes.
ENVIRONMENTAL POLICY
OMH is committed to implementing robust environmental
management practices across all its operations. To achieve
elevated environmental performance across all functions, the
Group has instituted a comprehensive Environmental Policy
which covers:
•
Complying with applicable environmental laws, regulations,
codes, corporate and industry standards and other legal
and contractual requirements;
•
Identifying, assessing and managing all environmental risks
and impacts related to Group operations;
•
Implementing
industry
practices
and
environmental
management systems such as evaluations at all levels,
including
exploration,
development,
operations,
decommissioning, closure and rehabilitation;
•
Preventing and mitigating pollution from Group operations;
•
Regularly reviewing environmental performance;
•
Reporting environmental performance transparently;
•
Establishing grievance mechanisms for all stakeholders
where environmental complaints can be received and
addressed; and
•
Ensuring all personnel are aware of this policy and their
environmental-related responsibilities, raising awareness
and minimising the potential environmental impacts of the
Group’s operations.
The Executive Chairman/Chief Executive Officer is accountable
to the Board for effectively implementing this policy. The Group
delivers training and awareness sessions on this policy as
required.
ENVIRONMENTAL COMPLIANCE
We have remained free from environmental fines or penalties
throughout the year, underscoring our commitment to
compliance and responsible practices. We have not experienced
non-compliance with energy, waste and water quality/quantity
permits, standards or regulations.
OMH POLICIES
Environmental Policy
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ENVIRONMENTAL MANAGEMENT SYSTEM
Effective environmental stewardship is crucial for sustainability
across
operational
areas.
OMH’s
subsidiaries
integrate
Environmental Management Systems to maintain consistent
and optimal environmental practices throughout its smelting
operations.
Projects
undergo
thorough
planning
and
environmental responsibility identification, and management
protocols are implemented from inception to operation.
Oversight by environmental professionals ensures compliance,
fostering positive practices and delivering excellent outcomes.
OMH’s flagship smelter in Sarawak aligns with ISO 14001
Environmental Management Systems and industry standards,
ensuring adherence to top-tier environmental practices. The
Group complies with legislative requirements while working
closely with stakeholders to meet community expectations.
These
practices
highlight
management’s
dedication
to
enhancing the Company’s environmental performance and
operational efficiency.
ENVIRONMENTAL MANAGEMENT
USING LCA TO ADDRESS ENVIRONMENTAL CONCERNS
Previously, OMH partnered with the IMnI to conduct a comprehensive ‘cradle-to-gate’ LCA focusing on manganese ore and
manganese alloys. This evaluation enabled a clearer understanding of our environmental impact and allowed benchmarking
against industry peers. The LCA encompassed all processes within the plant gate, covering resource extraction and
processing (smelting). The LCA model was subsequently analysed further using GaBi software. In FY2023, we extended the
LCA to include ferrosilicon alloys. These assessments are valuable for our customers and major regional steel mills, helping
them make environmentally sound decisions to enhance sustainability in their supply chains. We will be participating in a
refresh of the LCA in 2025, focusing on manganese ore and alloys.
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ADDRESSING CLIMATE CHANGE
GRI 305-1, 305-2, 305-3, 305-4 , 305-5
Climate change poses an existential threat to humanity. We recognise the significance of climate change
risks and their direct relevance to our business. We have implemented a climate change response strategy
that expands renewable energy use, reduces operating gases, and improves energy efficiency throughout
our manufacturing process.
We acknowledge the devastating effects of climate change
and its associated short- and long-term business risks. OMH
remains firmly committed to mitigating these effects by
enhancing operational efficiency. Our climate change strategy
includes collaboration with supply chain partners to implement
energy-saving processes and comprehensively assess climate
change risks.
Our ferroalloy production is inherently energy-intensive. With
our Sarawak plant located at Samalaju Industrial Park, electricity
supplied is predominantly generated from renewable sources.
We are also committed to addressing the issue of climate
change and improving efficiency by adopting new and green
technology in development and implementing energy efficiency
measures, where applicable.
We recognise the potential risks associated with climate change,
both physical and regulatory. As part of climate-related risk
management, we have included a climate risk scenario analysis
(pg 51-53), which forms part of the foundation for formulating the
business strategy and selecting future R&D and technological
investments. We also work closely with regulators, such as DOE,
and regularly consult on ways to address challenges brought by
climate change, such as through public policy implementation.
The Group’s Sustainability Management Committee sets out
execution plans and oversees and reviews the implementation
of sustainability strategies, including climate-related initiatives
to manage and minimise our environmental footprint. Progress
reports on energy management, pollution monitoring and
other sustainability proposals and progress are presented to
the Board. Refer to the Sustainability Governance section of the
Statement for more details on the roles and responsibilities of
the SMC.
Climate change affects operating costs (“OPEX”) and capital
expenditure (“CAPEX”). Efficiency, output and performance of
assets and equipment can decrease due to changing climate
conditions. Additional CAPEX may be required due to asset
damage or to upgrade facilities and equipment to comply with
regulatory demands. OPEX may increase as a result of reduction
in labour productivity due to heat stress, and increased cost of
raw materials, amongst other climate-related impacts.
As part of our sustainability initiatives, we are exploring the
development of a decarbonisation roadmap that will outline a
clear path towards a low-carbon future for OMH. This roadmap
will consider various strategies, including further investments
in renewable energy sources, technological advancements and
operational optimisation initiatives.
GREENHOUSE GAS EMISSIONS
The Group conducted its annual independent verification of
its GHG emissions for FY2024, tracking changes from the base
year inventory, FY2023. The GHG inventory report was prepared
in accordance with the requirements of ISO 14064-1:2018, the
Greenhouse Gas Protocol Corporate Accounting and Reporting
Standard, and the Greenhouse Gas Protocol Corporate Value
Chain (Scope 3). The Group has adopted an Operational Control
consolidation approach to quantify its GHG emissions.
An onsite assessment was conducted at our smelting complex on
14 to 16 August 2024 as part of the GHG verification procedure.
THE CHALLENGE
The world is undergoing a green industrial revolution. The Intergovernmental Panel on Climate Change stipulated that
limiting the Earth’s average temperature increase to 2°C is critical for managing the effects of climate change. Achieving
this goal requires a 95% reduction in greenhouse gas emissions by 2050. Greenhouse gas emissions should be reduced in
our industry within the next 35 years, making the status quo unsustainable.
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ADDRESSING CLIMATE CHANGE
PERFORMANCE
2022
2023
2024
GHG EMISSIONS1
Total GHG emissions
Kilotonnes CO2e
1,187.15
1,759.23
2,121.18
Scope 1
Kilotonnes CO2e
759.51
1,031.36
1,262.87
Scope 2
Kilotonnes CO2e
427.64
495.49
604.68
Scope 3
Kilotonnes CO2e
-
232.38
253.63
Category 1: Purchased goods and services
Kilotonnes CO2e
-
128.56
146.56
Category 2: Capital goods
Kilotonnes CO2e
-
5.44
2.20
Category 3: Fuel- and energy-related activities
not included in Scope 1 or Scope 2
Kilotonnes CO2e
-
0.00
0.06
Category 4: Upstream transportation and
distribution
Kilotonnes CO2e
-
63.79
71.56
Category 5: Waste generated in operations
Kilotonnes CO2e
-
0.01
0.06
Category 6: Business travel
Kilotonnes CO2e
-
0.14
0.19
Category 7: Employee commuting
Kilotonnes CO2e
-
2.29
1.49
Category 10: Processing of sold products2
Kilotonnes CO2e
-
14.83
14.08
Category 15: Investments
Kilotonnes CO2e
-
17.31
17.44
GHG EMISSIONS INTENSITY
Ferrosilicon
Tonne CO2e/ tonne
6.10
5.94
5.69
Scope 1
Tonne CO2e / tonne
4.04
4.19
3.99
Scope 2
Tonne CO2e / tonne
2.06
1.75
1.70
Manganese alloy
Tonne CO2e/ tonne
2.20
2.23
2.24
Scope 1
Tonne CO2e / tonne
1.58
1.50
1.51
Scope 2
Tonne CO2e / tonne
0.62
0.73
0.74
Silicon metal3
Tonne CO2e/ tonne
-
-
8.06
Scope 1
Tonne CO2e / tonne
-
-
5.37
Scope 2
Tonne CO2e / tonne
-
-
2.69
1. GHG emissions verification for 2022-2024 was conducted by BSI Services Malaysia (reasonable, 10%). 2023 has been designated the base year inventory.
Organisational boundary for 2023-2024: OM Sarawak, OMME, OMML, OMS, OMQT. Organisational boundary for 2022: OM Sarawak.
2. Category 10: consists of carbon content in the alloys sold, which would be released during the steel-making process. Emissions arising from electricity used
to process the alloys during steel-making were not included. The emissions were deemed to be insignificant (<1% of Scope 3 emissions) and reliable emission
factors were not available.
3. Silicon metal production began in 2024
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ENERGY CONSUMPTION & MANAGEMENT
GRI 302-1, 302-3, 302-4, 302-5
The Group is formally committed to addressing energy use, aiming to reduce environmental impact and
enhance overall efficiency.
OM Sarawak operates on a 202.35-hectare site within the
Samalaju Industrial Park (“SIP”), designed explicitly for energy-
intensive industries. At the inception of our plant, we secured
a 20-year power purchase agreement (“PPA”) with the State’s
power company. This agreement ensures a consistent and
competitively priced electricity supply until 2033. The electricity
predominantly comes from renewable sources. However,
our primary smelting operations are electricity-dependent;
diesel fuel powers logistics and on-land transportation of raw
materials and finished goods.
Our operations demand a consistent electricity supply,
especially for the high-temperature smelting processes crucial
in transforming raw materials into ferroalloys. The electric
arc furnace operates at temperatures over 1200°C, reducing
metal oxides to create various ferroalloys. Powering our
production processes with predominantly hydroelectricity
significantly reduces our carbon footprint. Diesel fuel is used
in the sintering process and logistics operations, including
on-land transportation of raw materials and finished goods.
Monitoring our monthly energy consumption helps us assess
our performance and set annual targets.
ENHANCING ENERGY EFFICIENCY
OM Sarawak began the ISO 50001:2018 Energy Management
Systems certification process in 2024, and aims to obtain the
certification by 2025.
Implementing ISO 50001:2018 in OM Sarawak would benefit
OM Sarawak’s Energy Management System by establishing and
implementing a structured, process-based energy management
framework to improve energy performance, thereby significantly
reducing energy consumption and costs over time.
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ENERGY CONSUMPTION & MANAGEMENT
EXAMPLES OF OM SARAWAK’S ENERGY-EFFICIENCY INITIATIVES
STATIC VAC (SVC) SYSTEM
Acts as a dynamic voltage regulator
Minimises energy losses from voltage drops
Improves overall stability & reliability of the Plant’s electrical
system
FURNACE MAINTENANCE PROGRAMMES
Regular inspections & timely repairs extend furnace lifespan
Allows for optimisation of smelting settings & insulation to
minimise heat losses
Minimises downtime & ensures optimal operations
SUPERVISORY CONTROL & DATA ACQUISITION (SCADA)
Provides real-time data on energy consumption & equipment
performance
Enhances energy usage monitoring, analysis & optimisation
Upgrading was conducted in 2023
FURNACE POWER COMPENSATOR SYSTEM
Specifically designed for the Plant’s smelting furnace
Corrects the phase difference between voltage & current,
leading to a closer unity power factor
Reduces the reactive power demand on the grid, lowering
energy requirements
PERFORMANCE
2022
2023
2024
ENERGY CONSUMPTION
Total energy consumption
(within the organisation)
Thousand GJ
7,835.46
9,042.43
11,033.23
Electricity
Thousand GJ
7,775.28
8,963.63
10,938.82
Diesel
Thousand GJ
60.18
78.72
93.14
Gasoline
Thousand GJ
-
0.09
1.28
ENERGY INTENSITY
Ferrosilicon
GJ/ tonne
31.78
32.17
30.57
Manganese alloy
GJ/ tonne
13.86
13.21
13.33
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PRODUCTS
GENERATED BY-PRODUCTS
RECYCLING AND REPURPOSING
Ferrosilicon (“FeSi”)
FeSi slag
In FY2024, 2.7 kilotonnes of FeSi slag was recycled as
Si units for the SiMn smelting process.
Silica fume or micro silica
Reused for ingot tray preparation before casting
Silicomanganese (“SiMn”)
SiMn dust, SiMn slag
SiMn dust collected from the de-duster is fed into
the sintering plant to produce sintered Mn ore for
reuse
High Carbon Ferromanganese
(“HCFeMn”)
Mn-rich slag
In FY2024, 45.6 kilotonnes of Mn-rich slag was
recycled as Mn unit feed for the SiMn smelting
process.
Sinter Ore
Manganese ore fines
Collected from manganese alloy production for
reuse as raw materials for manganese alloys
OPTIMISING RESOURCE USE & EMBRACING CIRCULARITY
GRI 301-1, 301-2, 303-1, 303-3, 303-4, 303-5
Businesses must shift from a linear process of take-make-waste to a circular economy approach to tackle
climate change and other environmental issues such as pollution and biodiversity loss. A circular economy
approach eliminates waste, recovers resources and reduces environmental pressure.
FACILITATING A CIRCULAR ECONOMY
In our efforts to optimise natural resource use and reduce waste, OM Sarawak recycles and reuses most of its by-products as raw
materials for production, as illustrated below.
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OPTIMISING RESOURCE USE & EMBRACING CIRCULARITY
SILICA FUME
Silica fume, or microsilica, is a by-product of FeSi production. Due to its
physical characteristics, it is a highly reactive pozzolanic material widely used
in concrete. Incorporating silica fume into cement production enhances the
strength and durability of the final product.
OM Sarawak has undertaken a strategic initiative to capture silica fume
from its FeSi production via a robust dust collection system. The fumes are
subsequently densified via a densification silo in preparation for sale.
Not only does this initiative prevent valuable materials from being disposed
of in landfills, it also reduces atmospheric emissions and enhances workplace
conditions. To optimise the collection of silica fume, OM Sarawak installed four
additional densification silo units.
Recognising the significant market potential of silica fume, OM Sarawak took
further steps to enhance its laboratory capabilities. In 2024, OM Sarawak
initiated the process to obtain accreditation to the ISO/IEC 17025 Standard,
ensuring that our testing and quality assurance procedures meet international
benchmarks. The DSM has officially approved OM Sarawak’s application for
ISO/IEC 17025 accreditation, following OM Sarawak’s completion of a series
of stages of the accreditation process, including external audits, equipment
testing and calibration, and trainings on the standards. OM Sarawak is on track
to attain the accreditation by 2025.
Although
SiMn
slag
cannot
be
reused
within
the
smelting
processes
of
the
Plant,
SiMn
slag
has
potential uses in construction materials, as a substitute
for
natural
aggregates
in
concrete.
In
FY2024,
OM
Sarawak
successfully
repurposed
110,000
tonnes
of
SiMn slag internally. The slags were utilised in the
construction of pedestrian walkways and levelling uneven
grounds.
OM Sarawak has adopted a collaborative approach to address
the SiMn slag waste stream, working with both educational
institutes and industrial partners to develop and implement
solutions to close the waste loop. We highlight some notable
partnerships in the next two sections.
POWERING INDUSTRIAL SYMBIOSIS
OM Sarawak has established a strategic partnership with oil
palm industries to transform SiMn slag into sustainable and
efficient materials for road levelling. In FY2024, OM Sarawak
successfully repurposed over 108,500 tonnes of SiMn slag as
road materials within oil palm plantations.
OM Sarawak also signed a Sales of Goods Agreement
(“Agreement”) with Saremas Sdn Bhd, a wholly-owned
subsidiary of Wilmar Plantations Sdn Bhd, on 28 May 2024.
The Agreement will see delivery of up to 120,000 tonnes of OM
Sarawak’s SiMn slag to Saremas. The SiMn slag will be used as a
sustainable alternative to virgin rocks for the construction and
maintenance of roads in Saremas’ plantation.
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OPTIMISING RESOURCE USE & EMBRACING CIRCULARITY
COLLABORATIONS WITH RESEARCH INSTITUTES
OM Sarawak and Universiti Malaysia Sarawak (“UNIMAS”) have
signed a memorandum of agreement aimed at conducting an
in-depth study on the applications and environmental safety of
SiMn slags generated by OM Sarawak. OM Sarawak leverages
the expertise of UNIMAS’ consultancy team to conduct a series
of chemical analyses on the SiMn slag and explore their potential
for industrial uses across various sectors in accordance with the
required standards.
MINIMISING WATER USE
We are committed to saving water and have implemented
comprehensive measures throughout the Plant to reduce water
use.
Water is pivotal for business operations. OM Sarawak uses water
in plant production operations, particularly in furnace system
cooling and silica quartz washing. The water recirculation
system at OM Sarawak is illustrated below.
The cooling water utilised for the furnace system operates
within a closed-loop system, where water is treated and
recycled, with most water loss occurring from vaporisation in
the cooling tower.
A dedicated sediment pond treats water used in silica quartz
washing, allowing heavier particles and sediments to settle,
thereby enabling water reuse in the washing process.
OM Sarawak’s municipal water supply is not extracted from
sensitive or protected water bodies. We do not source water
from areas experiencing water stress.
The Plant’s water reservoir stores up to 48 hours of continuous
water flow for plant operations in case of water supply
disruption from the Municipal Water Supply Board.
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OPTIMISING RESOURCE USE & EMBRACING CIRCULARITY
WATER MANAGEMENT INITIATIVES IMPLEMENTED AT OM SARAWAK IN 2024
PERFORMANCE
2022
2023
2024
RAW MATERIAL USE
Total raw materials used
Kilotonnes
971.68
1,168.46
1,349.87
Manganese ore
Kilotonnes
407.62
493.08
490.42
Mill scale
Kilotonnes
44.22
43.03
58.70
Quartz
Kilotonnes
266.72
336.29
445.91
Reductants
Kilotonnes
242.31
283.58
342.66
Electrode paste
Kilotonnes
10.82
12.48
12.18
Recycled input materials used
Percentage
11.5
13.2
13.4
Total slag recycled
Kilotonnes
111.83
154.73
161.40
Total Mn dust recycled
Kilotonnes
14.36
25.24
18.86
WATER MANAGEMENT
Total water withdrawal (third-party water, freshwater)
Megalitres
1,318.89
1,668.02
1,873.03
Total water discharge (surface water)
Megalitres
10.73
20.14
26.70
Total water consumption
Megalitres
1,308.16
1,647.89
1,846.33
PLASTIC FOOTPRINT1
Total plastic packaging used (polypropylene)
Tonnes
-
-
216.27
Total plastic packaging that is technically recyclable
Percentage
-
-
100.0
Established a Water Management Committee (WMC)
that meets monthly to discuss current initiatives & issues
regarding water management on site
Conducted weekly internal monitoring at 5 sedimentation
pond locations to monitor water quality performance
Replacement of cooling water louvre support to improve
water circulation
Installed blow-down water piping at 3 locations to recycle
water, optimising resource usage
Developed
comprehensive
guidelines
for
washing
bay operators aimed at educating end-users on water
conservation practices during the cleaning of machinery
within the facility
Engaged a contractor for the project to clarify the A40
sedimentation pond water at the washing bay facility using a
chemical treatment to reduce the heavy metals & TSS levels
in the water
Completed installation of water meters at 47 locations to monitor daily water consumption
1. Data disclosure commenced in 2024
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MANAGING WASTE & PREVENTING POLLUTION
GRI 303-2, 305-6, 305-7, 306-1, 306-2, 306-3, 306-4, 306-5
We are aware of the pivotal role that we play in preserving the natural environment in the places in which
we operate, through proper management of solid waste and effluents.
NON-GREENHOUSE GAS (“NON-GHG”) EMISSIONS
We are committed to reducing air pollution (typically as fugitive
fume emissions). OM Sarawak adopts a two-pronged approach
to air emissions management – minimising the generation
of non-GHG emissions by optimising production processes,
and reducing atmospheric pollution via pollution control
technologies such as bag filter systems.
OM Sarawak complies with the Environmental Quality Act
1974, the Environmental Quality (Clean Air) Regulations 2014,
the Malaysia Ambient Air Quality Standard 2020 and Arizona
Ambient Air Quality Guidelines 1999.
OM Sarawak conducts Ambient Air Quality Monitoring
for ambient air quality, measuring key pollutants such as
particulate matter (“PM10” and “PM2.5”), carbon monoxide (“CO”),
ozone (“O3”), lead (“Pb”), sulfur dioxide (“SO2”) and nitrogen
dioxide (“NO2”). Our readings during the FY2024 monitoring
period were well below the Ambient Air Quality Standard
Concentration Limit, except for Pb at one sampling point within
the Plant boundary that exceeded the stipulated limit during
the first quarter. However, it was only dispersed locally within
the Plant boundaries, and did not affect the nearest receptors
outside the Plant boundaries.
AIR POLLUTION CONTROL SYSTEM (APCS)
All furnaces are equipped with an APCS
Operators are certified Environmental Professionals in Bag
Filter Operations (CePBFO), certified by the DOE
Implemented ePTFE membrane filter bags in all furnace
dedusters, enhancing dust filtration efficiency
QUARTERLY STACK EMISSION MONITORING (SEM)
Ensures adherence to the Malaysian Ambient Air Quality
Standard Concentration Limit
Data is also used to identify potential sources of pollution &
inform emissions management strategies
CONTINUOUS EMISSIONS MONITORING SYSTEM (CEMS)
Provides real time data allowing operators to understand &
respond based on emission patterns & trends
Ensures compliance within regulatory limits for emissions by
providing continuous monitoring
UPGRADING OF TAPPING DEDUSTERS
In 2024, OM Sarawak completed upgrading of one tapping
deduster, enhancing its capacity
OM Sarawak intends to further optimise the system by
upgrading an additional six tapping dedusters
INITIATIVES TO MANAGE AIR POLLUTION
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MANAGING WASTE & PREVENTING POLLUTION
WASTE MANAGEMENT
At OM Sarawak, a waste policy is implemented to address
its commitment to reducing or avoiding the impact through
improved efficiency. We formulate our processes with a
keen emphasis on optimising resource use efficiency, and
we consistently enhance our operations to minimise waste
generation and prevent land pollution.
OM Sarawak has implemented a robust waste management
plan aligned with ISO 14001:2015 Environment Management
Systems. With effect from 1 March 2023, this procedure
details clear and consistent instructions for safe, efficient,
and environmentally responsible waste handling practices.
It outlines best practices for handling, storing, disposing and
reporting waste across OM Sarawak’s operations.
OM
Sarawak
prioritises
efficient
waste
management,
integrating the 3R (“Reduce, Reuse, Recycle”) principles. Within
the Plant, the open scrap yard manages recyclable materials,
complemented by strategies such as streamlined data entry
with electronic forms, scrap paper reuse, and Google Forms.
The 3R Centre, established in 2022, advocates sustainable
waste practices, curbing environmental impact, and nurturing
a circular economy. This centre is aligned with the Group’s
commitment to environmental sustainability.
Scheduled waste management is regulated. Guided by its
Environmental Management System, OM Sarawak manages its
waste following the Environmental Quality (Scheduled Wastes)
Regulations 2005. The generated waste is recorded in the
Electronic Scheduled Waste Information System (“eSWIS”) and
submitted monthly to the DOE. Purpose-built on-site scheduled
waste storage facilities contain and prevent environmental
contamination.
SIRIM Behad (“SIRIM”), a national industrial research and
technology organisation in Malaysia, has conducted tests
for SiMn slag and silica fume according to DOE Guidelines for
Application of Special Management of Scheduled Waste under
Regulation 7 (1). SIRIM certified both SiMn slag and silica fume
as non-reactive and unlikely to endanger human health except
through oral and nasal consumption. Both by-products are
within the threshold limits for organics and inorganics based on
the Toxicity Characteristic Leaching Procedure analysis.
In 2024, OM Sarawak constructed monitoring wells at
6 locations in the Plant to monitor groundwater quality
performance in compliance with the requirements under
Special Waste Management Permit approval.
At the Bootu Creek Mine in Australia, waste rock and processing
tails are stored on-site and are not acid-generating. We manage
these wastes following Waste Management Plans for waste
rock and tailings storage approved by the Northern Territory
Department of Industry, Tourism and Trade.
WATER AND EFFLUENTS MANAGEMENT
OM Sarawak is firmly committed to preventing water pollution
by ensuring effluent meets stringent regulatory water quality
standards before its release into the environment. OM
Sarawak directly channels domestic wastewater from sanitary
facilities and canteen operations to SIP’s centralised sewage
treatment plant. This treatment complies with Standard B of the
Environmental Quality (Sewage) Regulations 2009.
Effluent is typically generated from surface runoff, and a
sedimentation pond effectively eliminates suspended solids,
reducing the overall environmental impact. Throughout FY2024,
our discharged effluent consistently adhered to permissible
limits stipulated by the Environmental Quality (Industrial
Effluent) Regulations, 2009.
BEST-IN-CLASS SCHEDULED WASTE MANAGEMENT PRACTICES
In November 2024, OM Sarawak received a visit from
the DOE Bintulu branch and the NREB from Kuching.
OM Sarawak was chosen to provide on-the-job training
in scheduled waste management for NREB delegates
working towards becoming competent persons for
scheduled waste registered with the Environment Institute
of Malaysia.
The training includes proper on-site handling and storage
of scheduled waste. To be selected as the industry training
partner by DOE and NREB is a testament to OM Sarawak’s
industry-leading scheduled waste management system.
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MANAGING WASTE & PREVENTING POLLUTION
1. Restated ODS, NOx and SOx emissions for 2023 due to revised calculation methodology, based on site-specific data
2. Restated waste data for 2022-2023 to align with current waste management procedures
3. Data disclosure commenced in 2024
PERFORMANCE
2022
2023
2024
NON-GHG EMISSIONS
Ozone-depleting substances (ODS)1
Kilotonnes of HCFC-22-eq
-
0.02
0.04
Nitrogen oxides (NOX)1
Kilotonnes
-
0.09
6.72
Sulfur oxides (SOX)1
Kilotonnes
-
0.05
1.10
Particulate matter (PM10)
Kilotonnes
0.13
0.13
0.22
WASTE MANAGEMENT2
Total waste generated
Kilotonnes
175.70
198.50
240.60
Scheduled waste generated
Kilotonnes
173.56
197.91
239.72
Solid waste generated
Kilotonnes
2.14
0.59
0.88
Total waste diverted from disposal
Kilotonnes
177.44
155.10
274.61
Scheduled waste prepared for onsite reuse
Kilotonnes
0.13
110.00
110.17
Scheduled waste prepared for offsite reuse
Kilotonnes
150.90
20.02
31.70
Scheduled waste sent for offsite reuse
Kilotonnes
24.60
24.78
132.13
Scheduled waste sent for offsite recovery
Kilotonnes
0.02
0.03
0.05
Solid waste sent for offsite recycling
Kilotonnes
1.79
0.28
0.56
Total waste directed to disposal
Kilotonnes
0.43
0.41
0.40
Scheduled waste directed to disposal
Kilotonnes
0.08
0.10
0.08
Solid waste sent for offsite landfilling
Kilotonnes
0.35
0.31
0.32
EFFLUENTS3
Significant spills recorded
Number
-
-
0
Incidents of non-compliance with discharge limits
Number
-
-
0
WASTEWATER QUALITY MONITORING
Q4 2024
Q3 2024
Q2 2024
Q1 2024
PARAMETER
Site 2
Site 1
Site 2
Site 1
Site 2
Site 1
Site 2
Site 1
25.4
25.5
25.4
25.5
25.7
25.6
25.5
25.6
Temperature (°C)
6.98
8.82
7.99
7.29
7.51
7.24
7.97
7.82
pH value
0.128
0.224
0.054
0.301
N.D.
(<0.02)
0.267
0.076
0.137
Iron (mg/L)
0.246
0.142
N.D.
(<0.01)
0.027
N.D.
(<0.01)
0.109
0.142
0.066
Manganese
(mg/L)
5
39
9
61
28
33
16
30
Total suspended
solids (mg/L)
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BIODIVERSITY & CONSERVATION
GRI 203-1, 203-2, 304-1, 304-2, 304-3, 304-4, 413-1, 413-2
OMH recognises the importance of environmental stewardship and biodiversity conservation.
Similajau National Park lies within a 3 km radius of our flagship
smelting complex. The National Park consists of a mixture of
habitats, including rainforests, mangroves and beaches, and
boasts a rich diversity of local flora and fauna, which should be
conserved.
We are dedicated to addressing biodiversity concerns, and this
commitment involves actively working towards reducing and
avoiding adverse impacts on biodiversity. OM Sarawak conducts
Quarterly Environmental Monitoring, which includes monitoring
the concentrations of pollutants (such as manganese, iron, silica
and sulfur) in foliar and fruits. Our quarterly readings for FY2024
were well below the baseline concentration limits identified
during the Detailed Environmental Impact Assessment (“DEIA”)
conducted before the smelting complex’s construction.
Committed to responsible business practices, OM Sarawak is
collaborating with local experts to develop a comprehensive
Biodiversity Management Plan. This plan underscores our
commitment to mitigating our operations’ potential ecological
impacts and preserving the unique biodiversity of Similajau
National Park and the surrounding ecosystem.
REWILDING – CONTRIBUTING TO THE ENVIRONMENT & LOCAL COMMUNITY
Biodiversity conservation through rewilding is crucial for rejuvenating damaged habitats, combating climate change, and
safeguarding the original flora and fauna of the land. OMH signed a Memorandum of Understanding (“MoU”) with the
Sarawak Forestry Corporation (“SFC”) on 29 November 2022 to undertake a rewilding project within Similajau National
Park. The project aims to restore 10 hectares of degraded ecosystems in Totally Protected Areas (“TPAs”) by planting 10,000
native tree species, including indigenous food trees, that support wildlife survival and ecosystem restoration in these
degraded zones. It reflects our commitment to the UNSDG 15 to halt and reverse land degradation and biodiversity loss
through forest management.
OMH, through OM Sarawak will contribute RM482,600 from 2022 to 2025 to this initiative; SFC will contribute RM396,000 over
19 years to gather and monitor plant growth and biomass data, assessing the project’s effectiveness in restoring degraded
areas. SFC botanists and other experts will oversee and guide the process following the SFC Restoration Framework. The
rewilding project also engages the local community and enhances local livelihoods. The project intends to turn “poachers”
into “guardians” of the TPAs and facilitate community empowerment and ownership. The project hires the community to
cultivate seedlings, prepare planting lines, plant seedlings at degraded sites, and maintain the transplanted seedlings.
In 2024, 3,224 trees were successfully planted across an area of 3.75 hectares, and RM38,000 was contributed to the local
community. The project involves two local communities, the Timo and Rosita groups (pictured below).
PROTECTING OUR PLANET
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LAND REMEDIATION, CONTAMINATION & DEGRADATION
GRI 304-2
Land and soil management are vital components within the mining operations conducted in Australia’s
Northern Territory, characterised by its semi-arid temperate climate. Given the potential environmental
impacts of mining activities, we must identify and address these effects during business operations.
OMM, overseeing operations at the Bootu Creek Mine, establishes
precise objectives, strategies, and targets for adequate soil and
land management. This approach ensures regulatory compliance
and benefits various stakeholders, including landowners and
shareholders.
Rehabilitation of disturbed areas is a key closure criterion upon
completion of mining activities and returning the lease area to
landowners. OMM rehabilitated infrastructure areas pre-closure,
and will remediate tracks, roads and exploration areas when no
longer in use.
OMM progressively rehabilitated and revegetated various
waste rock dumps across the site to minimise erosion, weed
introduction and waterway pollution.
The primary focus for the year was the remediation of the
damage inflicted upon WRDs and satellite ROM stockpile areas by
two consecutive extreme wet seasons. Refer to the Operational
Review of Bootu Creek Mine section of the Annual Report for
more details.
LAND REMEDIATION ACTIVITIES AT BOOTU CREEK
MINE
2019
Bioremediation of hydrocarbon-contaminated areas
2020
Trial to small test areas
2021
A wider bioremediation campaign commenced in FY2021
to treat contained contaminated areas which resulted in
successful remediation, confirmed by laboratory analysis
of Total Recoverable Hydrocarbons (“TRH”)
2022
All Hydrocarbon contaminated areas successfully remediated
2023
Additional rehabilitation works were conducted. This
consisted of clearing the wash-out areas that have
previously been seeded, creating walls to prevent further
erosion, clearing of weeds and parasitic plants, and
preparation for the next seeding cycle.
2024
421 hectares of WRD and ROM were seeded. The
biennial LFA, conducted by CDM Smith, was completed in
December.
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EMPOWERING OUR PEOPLE & COMMUNITIES
Our Workforce
80
Investing in our People
86
Health & Safety
89
Human Rights
96
Contributing to the Local Community
98
80
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OM HOLDINGS LIMITED | ANNUAL REPORT 2024
OUR WORKFORCE
GRI 2-7, 2-8, 202-1, 202-2, 401-1, 401-3, 402-1, 405-1, 405-2
We are committed to nurturing an inclusive workplace that embraces and values diversity, while upholding
the principle of meritocracy.
We foster an inclusive culture, valuing diverse backgrounds,
cultures, and beliefs while vehemently opposing all racial and
sexual discrimination and workplace harassment. Upholding
human rights is paramount as we prioritise fairness, dignity, and
respect for everyone. We welcome and empower individuals
irrespective of gender, age, cultural background, ethnicity,
nationality, or religion, ensuring a safe, equitable workplace
with fair compensation, job security, and ample development
opportunities for all.
The Company’s policy on labour standards is communicated to
all employees and translated into relevant languages. As part
of our due diligence process, we conduct labour issues risk
assessments for both potential and existing operations and
projects.
EMPLOYEE DEMOGRAPHICS
EMPLOYEES BY CONTRACT TYPE & WORKING TIME
AUS
CHN
MYS
SGP
M
F
15,
83.3%
25,
69.4%
322,
14.3%
17,
36.2%
3,
16.7%
11,
30.6%
1,935,
85.7%
30,
63.8%
MALE
1,992
(84.5%)
FEMALE
366
(15.5%)
TOTAL
EMPLOYEES
2,358
AUS
CHN
MYS
SGP
Permanent (M)
Permanent (F)
Contract (M)
Contract (F)
14
3
18
9
1
1,518
282
417
40
17
30
6
2
AUS
CHN
MYS
SGP
Full-time (M)
Full-time (F)
Part-time (M)
Part-time (F)
14
23
2
2
1
1,935
322
17
29
1
11
1
7
EMPOWERING OUR PEOPLE & COMMUNITIES
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OUR WORKFORCE
NEW EMPLOYEE HIRES BY GENDER & AGE GROUP
AUS
CHN
MYS
SGP
<30 years
30-50 years
>50 years
4
3
5
202
120
1
TOTAL
SGP
MYS
CHN
AUS
HIRE
RATE*
12.1%
6.7%
12.7%
0%
50.0%
Female
15.6%
20.0%
15.4%
0%
87.5%
Male
15.1%
11.1%
15.0%
0%
80.0%
Total
TOTAL
SGP
MYS
CHN
AUS
HIRE
RATE*
17.7%
25.0%
17.8%
0%
0%
<30 years
12.4%
12.1%
12.2%
0%
150.0%
30-50
years
14.0%
0%
12.6%
0%
62.5%
>50 years
15.1%
11.1%
15.0%
0%
20.0%
Total
22
AUS
CHN
MYS
SGP
M
F
7
3
1
302
42
2
*New employee hire rate is calculated based on the total employees at the beginning of the financial year
EMPLOYEE TURNOVER BY GENDER & AGE GROUP
TOTAL
SGP
MYS
CHN
AUS
TURNOVER
RATE*
2.4%
2.4%
18.0%
5.3%
0%
Female
19.6%
7.1%
20.6%
5.3%
0%
Male
22.0%
9.5%
20.3%
10.5%
0%
Total
AUS
CHN
MYS
SGP
M
F
1
1
402
59
2
AUS
CHN
MYS
SGP
<30 years
30-50 years
>50 years
5
1
212
194
55
TOTAL
SGP
MYS
CHN
AUS
TURNOVER
RATE*
8.8%
0%
19.2%
5.3%
0%
<30 years
10.9%
7.1%
19.5%
0%
0%
30-50 years
2.2%
2.4%
31.3%
5.3%
0%
>50 years
22.0%
9.5%
20.3%
10.5%
0%
Total
*Employee turnover rate is calculated based on the average number of employees during the financial year
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
19.0%
0.0%
0.0%
0.0%
0.0%
0.0%
4.0%
0.0%
0.0%
18.7%
0.0%
16.7%
27.6%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
2.8%
0.0%
2.8%
19.6%
0.0%
6.7%
16.4%
6.3%
20.2%
6.5%
19.6%
6.5%
9.0%
3
EMPOWERING OUR PEOPLE & COMMUNITIES
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OUR WORKFORCE
LOCAL HIRES*
AUSTRALIA
Senior
Leadership
100%
100%
of Total
Employees
CHINA
Senior
Leadership
100%
100%
of Total
Employees
MALAYSIA
Senior
Leadership
55.0%
80.5%
of Total
Employees
SINGAPORE
Senior
Leadership
100%
95.7%
of Total
Employees
PERFORMANCE
2022
2023
2024
WORKFORCE
Total number of employees
Number
1,990
2,372
2,358
Full-time employees1
Percentage
-
99.9
99.8
Contracted or temporary staff
Percentage
24.1
20.4
20.6
New hire rate
Percentage
-
40.1
15.1
Employee turnover rate
Percentage
36.8
22.0
19.6
Total number of workers who are not employees2
Number
-
56
31
1. Data disclosure commenced in 2023.
2. Data disclosure commenced in 2023. The data mainly consists of workers performing crushing operations.
*Senior Leadership comprises C-Suite and Senior Management
EMPOWERING OUR PEOPLE & COMMUNITIES
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OUR WORKFORCE
UNITY IN DIVERSITY
Global operations demand appreciation and adaptation to
diverse cultures and customs while upholding our corporate
ethos and benchmarks. OMH’s Diversity and Inclusion Policy
champions an inclusive workplace, valuing diversity, upholding
meritocracy, and fostering an environment that appreciates
differences for the benefit of our business and employees.
Diversity spans gender, race, ethnicity, nationality, disability,
age, sexual orientation, gender identity, marital or family
status, and religious or cultural backgrounds. Our Group’s
unwavering dedication to diversity is integral to our merit-
based organisational culture, which focuses on attracting and
retaining top-tier talent across all echelons, including the Board.
Embracing workplace diversity aligns with our corporate goals
and fortifies the Company’s standing, allowing us to attract and
retain exceptional individuals from a varied pool of talented
candidates.
We support the community by addressing the employment
needs of underprivileged groups, including individuals from
deprived backgrounds or those lacking formal education or
qualifications.
GENDER DIVERSITY
Whilst the Group has not stated measurable objectives
for achieving gender diversity, it believes that embracing
diversity in its workforce is key to continued growth,
improved productivity and performance. OMH has also
implemented supportive measures, such as parental leave
and flexible work arrangements, to help employees of any
gender manage their domestic responsibilities.
64.9%
35.1%
61.5%
16.9%
38.5%
83.1%
85.0%
87.6%
C-Suite
M
F
Senior
Management
Middle
Management
Executive
Non-
Executive
15.0%
12.4%
GENDER PAY RATIO (F/M)
AUSTRALIA
CHINA
MALAYSIA
SINGAPORE
Average basic salary
Senior Management
N.A.
N.A.
0.66
0.73
Middle Management
0.88
N.A.
0.65
1.02
Executive
N.A.
0.34
0.64
0.99
Non-Executive
0.67
0.97
0.93
N.A.
Average remuneration
Senior Management
N.A.
N.A.
0.64
0.81
Middle Management
0.88
N.A.
0.69
1.28
Executive
N.A.
0.34
0.63
1.14
Non-Executive
0.67
0.97
0.87
N.A.
N.A. as sample size is insufficient
Providing access to
equal opportunities
at all levels of work
based on merit
Zero tolerance for
harassment,
workplace
discrimination,
victimisation &
vilification
Respecting the
diversity of
customers,
clients &
stakeholders
Fostering a
corporate culture
that embraces
the value of
diversity
OMH’S
COMMITMENT
TO DIVERSITY
OMH POLICIES
Diversity and Inclusion Policy
EMPOWERING OUR PEOPLE & COMMUNITIES
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OUR WORKFORCE
14.1%
90.0%
4.2%
5.0%
84.2%
3.5%
12.3%
81.7%
C-Suite
Chinese
Malay
Indian
Other Races & Indigenous Groups
62.0%
3.6%
34.4%
22.4%
7.0%
68.8%
1.9%
5.0%
Senior
Management
Middle
Management
Executive
Non-
Executive
75.4%
24.6%
59.3%
35.2%
10.9%
64.8%
29.9%
20.0%
51.2%
C-Suite
<30 years
30-50 years
>50 years
Senior
Management
Middle
Management
Executive
Non-
Executive
80.0%
42.1%
6.7%
PERFORMANCE
2022
2023
2024
DIVERSITY & INCLUSION
Directors - Female
Percentage
33.3
33.3
33.3
Directors - Male
Percentage
66.7
66.7
66.7
Persons with disabilities1
Number
-
0
0
PARENTAL LEAVE
FY2023
Entitled to
parental leave
Took parental
leave
Returned to
work
Return rate %
Employed
12-month after
return
Retention rate
%
Female
40
20
19
95.0
19
100.0
Male
412
56
56
100.0
45
80.4
FY2024
Entitled to
parental leave
Took parental
leave
Returned to
work
Return rate %
Employed
12-month after
return2
Retention rate
%
Female
115
24
24
100.0
10
41.7
Male
647
59
59
100.0
9
15.3
EMPLOYEES BY ETHNICITY & AGE GROUP
1. Data disclosure commenced in 2023
2. Data as at 31 December 2024
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OUR WORKFORCE
EXAMPLES OF EMPLOYEE ENGAGEMENT ACTIVITIES IN 2024
ENGAGING EMPLOYEES
OMH fosters a united workforce, valuing collaboration and
togetherness. Our commitment to employee engagement is
evident through diverse corporate activities and employee
bonding sessions to cultivate a vibrant workplace. We organise
various engagement initiatives, including festive celebrations
and appreciation activities, to create a dynamic and inclusive
environment where team members feel connected and
motivated.
OM SARAWAK – ANNUAL DINNER
OM SARAWAK – OM GOT TALENT (JAN)
OMS ANNUAL DINNER
OMS STAFF APPRECIATION WEEK
OM SARAWAK – OM GOT TALENT (OCT)
OM SARAWAK SPORTS FESTIVAL
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INVESTING IN OUR PEOPLE
GRI 201-3, 401-2, 404-1, 404-2, 404-3
EXAMPLES OF EMPLOYEE BENEFITS
Loyalty recognition
Leave (annual,
maternity, paternity)
Flexible working
arrangements
Transportation &
accommodation
Allowances, subsidies
& reimbursements
Medical benefits*
*Medical benefits include general hospitalisation scheme, general personal accident, on-site healthcare facility and treatment, yearly health check programme (for
employees who have served at least one year), panel clinic and in-house ambulance
BENEFITS PROVIDED TO EMPLOYEES BASED ON CONTRACT TYPE
COUNTRY
LIFE INSURANCE
MEDICAL INSURANCE
PARENTAL LEAVE
RECOGNITION/
PERFORMANCE
REVIEW
Australia
Permanent & Full-time
Not Provided
Not Provided
N.A.
Provided
Contract
Not Provided
Not Provided
N.A.
N.A.
China
Permanent & Full-time
Provided
Provided
Provided
Provided
Contract
Provided
Provided
Not Provided
Provided
Malaysia
Permanent & Full-time
Not Provided
Provided
Provided
Provided
Contract
Not Provided
Provided
Provided
Provided
Singapore
Permanent & Full-time
Provided
Provided
Provided
Provided
Contract
Provided
Provided
Provided
Provided
People are the cornerstone of our achievements. We believe in creating a company culture that facilitates
growth and development, and rewards our employees in a fair and equitable manner.
HONOURING CONTRIBUTIONS WITH EQUITABLE AND FAIR REMUNERATION
As fair remuneration and attractive benefits are paramount,
we instituted a transparent process that evaluates employee
performance based on merit. Complying with the minimum
wage regulations and advocating for a living wage to provide
a sustainable income for all workers supports economies
and drives growth. Our Human Resources Team consistently
reviews fixed compensation for full-time employees, ensuring it
surpasses minimum legal requirements and its alignment with
our commitment to equitable and competitive remuneration.
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UNLOCKING POTENTIAL THROUGH TALENT ENRICHMENT
The Group’s expertise in handling manganese ore and
ferroalloys is exceptional, and continuous training is required to
maintain high skill levels. Our customised group-level training
helps employees acquire new skills, collaborate effectively
and advance their careers, providing every employee with
opportunities for professional growth. We collaborate with
local universities to tailor training content for local operators,
ensuring comprehensive development opportunities.
EXAMPLES OF INTERNAL AND EXTERNAL TRAINING PROGRAMMES CONDUCTED IN 2024
INVESTING IN OUR PEOPLE
Ferroalloy sampling
for chemical analysis
Fabrication & raw
material equipment
maintenance
ISO 45001:2018
internal audit
Understanding of
LQMS documentation
Furnace
maintenance training
Stoking operator
training
Scheduled waste
management competency
ISO 50001:2018
awareness &
requirements
ISO 14001:2016
internal audit
APPRENTICESHIP AND GRADUATE PROGRAMMES
We remain committed to alleviating youth unemployment
by implementing apprenticeships and facilitating graduate
programmes with local universities. We also conduct a Local
Operator Training programme in line with our target to achieve
75% localisation rate for key smelting operation positions by
prioritising local talent recruitment, training and development.
In 2024, 120 apprentices from various positions completed the
training.
We have an ongoing collaboration with UNIMAS in a Certificate
in Manufacturing Technology (Smelting) programme that
accepted its first batch of students in FY2022. Graduates from
this programme have a well-rounded, holistic knowledge
and experience, including theoretical modules and industrial
training. The programme accepted a second batch of 20
students in FY2024.
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PERFORMANCE
2022
2023
2024
TRAINING1
Total amount spent on training2
US Dollars
-
-
181,920
Total training hours
Hours
93,680.0
176,246.1
148,794.5
Average training hours
Hours
60.9
74.3
63.1
Female employees
Hours
-
43.2
42.0
Male employees
Hours
-
80.1
67.0
C-Suite
Hours
-
9.0
13.9
Senior Management
Hours
-
19.9
13.2
Middle Management
Hours
-
31.7
15.6
Executive
Hours
-
20.0
19.1
Non-Executive
Hours
-
82.8
71.6
PERFORMANCE REVIEWS3
MALE
86.1%
FEMALE
97.8%
TOTAL
EMPLOYEES
87.9%
84.5%
84.2%
81.4%
89.7%
Senior
Management
Middle
Management
Executive
Non-
Executive
INVESTING IN OUR PEOPLE
1. Disclosure for average training hours by gender and employee category commenced in 2023
2. Data disclosure commenced in 2024
3. Data disclosure for performance reviews includes confirmation reviews for new employee hires
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HEALTH & SAFETY
GRI 403-1, 403-2, 403-3, 403-4, 403-5, 403-6, 403-7, 403-8, 403-9 , 403-10
HEALTH AND SAFETY GOVERNANCE
VARIOUS COMMITTEE FUNCTIONS
OMH places safety at the core of its governance, exemplified
through a robust Safety Governance framework. This dedicated
structure ensures comprehensive oversight and application of
safety protocols across our operations.
Top management leads our safety governance model, integrating
safety measures, compliance frameworks, risk management
strategies, and continual improvement initiatives.
OM Sarawak’s Health and Safety Committee meets on a quarterly
basis,
facilitating
collaboration
among
management
and
employees. This committee, chaired by OM Sarawak’s Managing
Director, General Manager and Deputy General Manager of HSE
and Sustainability, develops, implements and monitors safety
measures.
With a balanced representation of managerial and non-managerial
staff, the committee ensures a holistic approach to safety
implementation and compliance. The committee representative
also reports key health and safety data to the OMH Board on a
quarterly basis.
MEDICAL TEAM
Comprises professional medical personnel
Organises health awareness talks & programmes for
employees
Provides 24-hour on-site treatment
FIRE PROTECTION & RESCUE TEAM
Maintains the plant fire protection equipment
Conducts emergency & fire drills
EMERGENCY RESPONSE TEAM
Maintains a current & accurate accounting of emergency
response activities
Responds to accidents & incidents in accordance with
Emergency Response Plan (“ERP”)
RECOVERY TEAM
Monitors affected areas, such as asset damage by fire,
hazardous chemical spillage, natural disasters & structural
failure
DEVELOPING
Safety & health rules
& procedures
ANALYSING
Incident trends
Unsafe acts,
conditions or
practices
RECOMMENDING
Corrective action to
management
Any revisions to the
OHS Policy
REVIEWING
Effectiveness of
the OHSMS
OHS Policy
Our operations involve intricate processes that demand continuous vigilance to prevent incidents
and safeguard the well-being of all employees, contractors and third parties. Our Occupational
Health and Safety (“OHS”) Policy prioritises safety across all managed operations and extends to all
internal and external stakeholders and contractors. We rigorously implement this policy as part of
our commitment to continuous improvement and reducing the health and safety impact.
As the process of smelting and producing ferroalloys carries inherent risks, safety is our top priority. Our
ultimate aim is to reduce workplace incidents, emphasising shared responsibility among all individuals for
ensuring a safe working environment.
OMH POLICIES
HSE Policy Statement
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HEALTH & SAFETY
OCCUPATIONAL HEALTH AND SAFETY MANAGEMENT SYSTEMS (“OHSMS”)
OMH ensures all OHSMS in its operating subsidiaries comply
with national work health and safety legislation, relevant
codes of practice, and international standards. Our operations
undergo regular external audits and compliance checks to
maintain stringent oversight. OM Sarawak achieved ISO
45001:2018 Occupational Health and Safety Management
Systems certification in FY2023.
The OHSMS includes periodic audits of the risk management
process and implementation of recommendations. Worker
engagement in hazard reporting is encouraged through daily
toolbox briefings, bi-weekly production meetings, and quarterly
Health and Safety meetings.
A meticulous approach to managing risks involves identifying,
assessing, monitoring and controlling hazards. Continually
refining safety procedures and performance fosters a safe
environment for all employees and stakeholders involved in
our business.
OM Sarawak has implemented a Stop Work Policy to protect
workers from reprisals or discrimination, with full management
support. The policy outlines steps for workers to cease work in
the presence of imminent threats, notify superiors, address the
issues, and resume work once concerns have been adequately
resolved.
Before
engaging
third-party
contractors,
we
establish
prevention plans, scrutinise work permits, and provide
customised briefings and safety training. We equip employees
with Personal Protective Equipment that meets the required
standards. For instance, we provide aluminised protective
clothing and hand gloves to protect individuals from heat
radiation and potential molten splash events.
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IDENTIFYING AND MINIMISING WORKPLACE AND WORK-RELATED HAZARDS
We conduct health and safety risk assessments for new and
existing operations and projects as part of our due diligence
process. This proactive approach identifies and mitigates
potential health and safety hazards at the workplace.
OM Sarawak thoroughly evaluates all work activities following
prescribed Hazard Identification, Risk Assessment, and Risk
Control (“HIRARC”) procedures. OM Sarawak has established,
implemented, and maintains a robust process for hazard
identification to eliminate or control risks through the hierarchy
of controls, including elimination, substitution, engineering
controls, administrative controls, and personal protective
equipment. Individuals performing, facilitating, and reviewing
the HIRARC undergo formal training to ensure process
proficiency.
We continuously monitor the effectiveness of control measures
through inspections, maintenance log reviews, and discussions
with workers. Adequate supervision is essential to verify correct
implementation. The risk management process is subject to
review and revision in response to incidents or when better
controls are identified. Two safety audits were conducted as
part of the Safety Improvement and Management Hazards
Campaign (“SIMHAC”) in FY2024.
INCIDENT INVESTIGATION AND CORRECTIVE ACTION
OM Sarawak has established procedures for classifying,
notifying
and
reporting
work-related
incidents
within
its controlled premises. These protocols cover incident
investigation methods, report production and preventative
measures. The analysis of incidents helps identify underlying
causes, including incompatible procedures, training adequacy,
process failures and communication gaps. Recording corrective
actions leads to improvements in revised HIRARC and Work
Instructions, subject to regular reviews.
SAFETY TRAINING
The Group prioritises safety through comprehensive training,
extending to employees, contractors, and all workers. Extensive
coaching is offered to all relevant employees and contractors,
ensuring continual safety education. Additionally, regular
safety refresher training sessions are provided to reinforce a
culture of safety and awareness across operations. The OHS
trainings conducted in FY2024 covered a wide range of topics,
as listed below.
HEALTH & SAFETY
HEALTH AND SAFETY COMPLIANCE
AUSTRALIA
OMM owns the Bootu Creek Mine in Northern Territory,
Australia. Despite the mine being under care & maintenance,
OMM must comply with the OHS requirements in the
Northern Territory Work Health & Safety (National Uniform
Legislation) Act 2011. The Act sets out the legislative health &
safety requirements of a mine site & the activities associated
with mining.
MALAYSIA
Our smelting operations in Sarawak, Malaysia, must comply
with the Occupational Safety & Health Act 1994 & its
regulations, Guidelines & Code of Practices as enforced by
DOSH under the Ministry of Human Resources Malaysia.
We are also governed by the Factories & Machinery Act 1967,
under which DOSH officers periodically inspect our lifting
& hoisting equipment, unfired pressure vessels & general
installations in our Sarawak plant.
INTERNAL OHS TRAINING TOPICS
Smelting front liner, working at height, Permit-to-Work,
conveyor belt safety training, machinery safety awareness,
maintenance work safety awareness, sinter plant safety
front liner, electrical safety for OHS practitioner, road safety
awareness, overhead crane training, chemical spillage
control training, basic chemical safety awareness & PTW fire
watcher training
EXTERNAL OHS TRAINING TOPICS
Radiation safety refresher, road traffic safety management,
authorised entrant & standby person for confined space,
authorised gas tester & entry supervisor for confined space,
working safely at height, defensive driving techniques, ISO
45001 awareness training & internal auditing, first aid at
workplace, basic life support, advanced cardiovascular life
support, basic firefighting, physical & theory of behavioural
based forklift safety operations
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OCCUPATIONAL HEALTH, SAFETY AND ENVIRONMENT (“OHSE”) CAMPAIGNS
HEALTH & SAFETY
COLLABORATION, ENGAGEMENT AND OTHER SAFETY INITIATIVES
Organising systematic, regular engagements with employees, vendors, contractors, suppliers and external organisations helps identify
and monitor potential OHS impacts. Various initiatives promote a collaborative safety and health culture.
In May 2024, OM Sarawak organised the OHSE Month,
showcasing our commitment to promoting OHSE awareness
both within the organisation, and the industrial complex. OM
Sarawak collaborated with external government agencies
including the Fire Department, BDA and AADK, and like-minded
partners, such as ESW Engineering Sdn Bhd and Poseidon Sdn
Bhd. A diverse range of programmes were arranged, including
health talks, safety awareness sessions, an emergency drill, a
health screening and a blood donation drive.
OMME and OMML organised the annual HSE week in June 2024,
aimed at fostering a culture of awareness and proactivity,
ensuring all participants are well-informed, engaged and
equipped to contribute to a safer work environment. This was
followed up by the HSE Campaign in December. One of the
activities conducted was a Hazard Hunt, in which participants
competed to identify potential workplace hazards. This
programme encouraged a more proactive attitude towards
safety and enhance awareness of workplace hazards.
OCCUPATIONAL HEALTH SERVICES
Comprehensive worker health management involves various
facets, including pre-employment health check-ups, health
surveillance, medical removal, health promotion, pre-placement
medical exams, and ongoing monitoring of vulnerable groups.
The medical team actively engages in emergency response,
and a designated first aid room, compliant with the Guidelines
on First Aid in the Workplace (2nd Edition), 2004, is available.
Ensuring 24/7 availability, a dedicated medical personnel team
supports the first aid facility, complemented by two Type B
ambulances. As a proactive measure, strategically placed
Automated External Defibrillators (“AEDs”) enhance emergency
preparedness in densely populated buildings.
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HEALTH & SAFETY
EMERGENCY DRILLS
In FY2024, we executed a total of 48 emergency drills across OM
Sarawak, OMME and OMML. The emergency drills covered a
wide range of scenarios, including fire and medical evacuation,
molten overflow, fire and explosion, road accident, chemical
and waste spillage, and confined space rescue. By incorporating
a range of emergency scenarios into our safety regimen, we
strive to ensure comprehensive readiness and response.
OM Sarawak has appointed a panel clinic to provide workers
easy access to non-work-related medical services, mainly
focusing on minor illnesses. OM Sarawak also initiated a
health check-up programme for eligible employees, during
which external medical providers conduct comprehensive
assessments, including blood and urine tests, chest X-rays,
electrocardiograms, and physical examinations. Occupational
Health Doctors review the results and provide consultations
based on the findings. At OMS, an annual on-site health
screening is provided for all employees, which includes blood
and urine tests.
Clockwise from top-left: emergency fire evacuation and rescue drill; oxygen cylinder explosion emergency drill; sintering emergency fire and
rescue drill; vehicular accident medical rescue
WORKPLACE HEALTH PROMOTION
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PERFORMANCE
2022
2023
2024
SAFETY PERFORMANCE1
Total Lost Time Injury Frequency Rate (LTIFR)2
Per million manhours
1.05
1.87
1.22
LTIFR (employees)
Per million manhours
1.37
2.52
1.73
LTIFR (workers who are not employees)
Per million manhours
0.49
0.00
0.00
Manhours worked (employees)
Hours
3,661,227
5,162,511
5,779,589
Manhours worked (workers who are not employees)
Hours
2,028,825
1,778,931
2,428,971
Work-related injuries
Fatalities (employees)
Number
0
0
0
Rate of fatalities (employees)
Per million manhours
0.00
0.00
0.00
Fatalities (workers who are not employees)
Number
0
0
0
Rate of fatalities (workers who are not employees)
Per million manhours
0.00
0.00
0.00
High-consequence work-related injuries3
(employees)
Number
1
1
0
Rate of high-consequence work-related injuries
(employees)4
Per million manhours
0.27
0.19
0.00
High-consequence work-related injuries3
(workers who are not employees)
Number
0
0
0
Rate of high-consequence work-related injuries
(workers who are not employees)
Per million manhours
0.00
0.00
0.00
Total recordable incident rate (TRIR)
Per million manhours
11.07
6.63
4.75
Total recordable work-related injuries (employees)5
Number
56
44
38
TRIR (employees)5
Per million manhours
15.30
8.52
6.57
Total recordable work-related injuries
(workers who are not employees)5
Number
7
2
1
TRIR (workers who are not employees)5
Per million manhours
3.45
1.12
0.41
HEALTH & SAFETY
1. Data for OMME and OMML was included from 2023
2. Disclosure amended from Lost Time Incident Rate (LTIR) to Lost Time Injury Frequency Rate (LTIFR) to align with internal safety reporting protocol, in line with
ISO 45001
3. High-consequence work-related injuries excludes fatalities as a result of work-related injury
4. Rate of high-consequence work-related injuries (employees) for 2023 was restated to include the manhours for OMME & OMML
5. Total recordable work-related injuries for 2022 and 2023 were restated to align with internal safety reporting protocol, in line with ISO 45001. Rates were
recalculated and restated accordingly.
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PERFORMANCE (CONT.)
2022
2023
2024
SAFETY PERFORMANCE1
Work-related ill health
Fatalities (employees)
Number
0
0
0
Rate of fatalities (employees)
Per million manhours
0.00
0.00
0.00
Fatalities (workers who are not employees)
Number
0
0
0
Rate of fatalities (workers who are not employees)
Per million manhours
0.00
0.00
0.00
Recordable work-related ill health (employees)
Number
0
0
1
Rate of recordable work-related ill health
(employees)
Per million manhours
0.00
0.00
0.17
Recordable work-related ill health
(workers who are not employees)
Number
0
0
0
Rate of recordable work-related ill health
(workers who are not employees)
Per million manhours
0.00
0.00
0.00
WORKERS COVERED BY OHSMS AUDITED BY AN EXTERNAL PARTY2
Employees
Number
-
1,605
2,060
Workers who are not employees
Number
-
741
640
MAIN TYPES OF INCIDENTS
2022
2023
2024
WORK-RELATED INJURY
Employees
Bone fracture, burn,
laceration wound
Burn, hand & finger, leg,
first-aid (e.g. cuts)
Bone fracture at upper &
lower limb, hand & finger,
leg, first-aid (e.g. cuts)
Workers who are not
employees
Finger, laceration wound
Hand & finger, leg, first-aid
(e.g. cuts)
Hand & finger, leg, first-aid
(e.g. cuts)
SAFETY TRAINING
FY2024
NO. OF
PARTICIPANTS
NO. OF TRAINING
SESSIONS
NO. OF TRAINING
HOURS
Employees
13,813
Safety Induction
630
104
4,113
Internal OHS Training
1,893
169
5,055
External OHS Training
861
92
4,645
Workers who are not employees
3,209
Safety Induction
2,508
475
3,060
Internal OHS Training
373
23
149
Total
17,022
HEALTH & SAFETY
1. Data for OMME and OMML was included from 2023
2. OM Sarawak achieved ISO 45001 certification in 2023
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HUMAN RIGHTS
GRI 2-23, 2-24, 407-1, 408-1, 409-1, 410-1, 411-1
We are committed to respecting human rights throughout our business, and to upholding the laws and
regulations of the countries in which we operate.
The Board oversees human rights, allocating clear day-to-day
responsibilities and resources to relevant functions. Human
rights expectations are communicated transparently to
stakeholders, including business partners.
OMH implements a comprehensive Human Rights Policy,
ensuring respect for stakeholders’ rights, preventing violations,
and committing to:
•
Respect the rights and dignity of employees, partners, local
communities, and all affected by OMH’s operations;
•
Provide equal opportunities and foster a discrimination-
free environment;
•
Support the principles of freedom of association and
collective bargaining;
•
Reject forced, compulsory, or child labour; and
•
Ensure a secure environment for business operations to
safeguard personnel and assets
OMH conducts training and awareness sessions on this policy
as needed. All employees and stakeholders must adhere to the
terms of the Human Rights Policy and report any incidents or
violations to management.
The Company supports and respects where applicable
international human rights guidance documentation and seeks
to conduct its businesses in accordance with the relevant
spirit and intent. This includes concepts such as equal pay for
equal work that compensates employees fairly and impartially,
elimination of excessive working hours, supporting fair
employee representation, upholding labour rights within our
supply chain, and engaging in informed consultation processes.
OMH POLICIES
Human Rights Policy
We place particular emphasis on assessing and addressing the
impact of our operations on the human rights of vulnerable
groups, notably indigenous populations, women, and children.
Additionally, the Company participates in initiatives to improve
labour standards and address specific topics within the industry.
At OM Sarawak, we ensure strict compliance with the Group’s
Labour Policy, which prohibits the employment of children and
young persons. As per the Sarawak Labour Ordinance, a ‘child’
is identified as an individual under 15 years old, while ‘young
persons’ encompass those above 15 but below 18 years of
age. We ensure that our suppliers, business associates, and all
involved parties refrain from employing child or forced labour
in their operations.
OMH has a grievance mechanism to address and rectify
any identified human rights concerns. Instituting formal
mechanisms to address human rights explicitly provides
confidentiality to internal and external stakeholders. The
Company has also introduced mechanisms such as regular
engagement to allow employee representatives to engage
with management. We remedy situations if we have caused or
contributed to human rights impacts. Refer to the Grievance
Mechanisms and Whistleblowing sections of this Statement for
more details about our approach.
We have implemented several key actions to prevent potential
human rights issues within our value chain. Read more about
these initiatives in the Responsible Supply Chain section of the
Statement.
DIGNITY AND EQUALITY FOR ALL
OMH operates with reference to, where applicable, the Universal Declaration of Human Rights (“UDHR”), the United Nations
Guiding Principles on Human Rights, the International Bill of Human Rights and the OECD Responsible Business Conduct
guidelines:
•
The UDHR, a global human rights standard established in 1948, promotes equality and dignity for all individuals.
•
The OECD integrates human rights considerations, ensuring respect for human rights and conducting due diligence
across value chains to prevent adverse impacts.
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HUMAN RIGHTS
PERFORMANCE
2022
2023
2024
No. of substantiated complaints concerning human rights
violations, including violations of the rights of Indigenous
peoples
Number
0
0
0
ADDRESSING SALIENT HUMAN RIGHTS ISSUES IN THE MINING SECTOR
Security guard issues are one of the salient human rights
concerns in the mining sector. It is of utmost importance that
security practices are aligned with international standards,
such as the Voluntary Principles on Security and Human Rights,
whereby human rights, risk assessments, proper training and
transparency are emphasised.
Bootu Creek Mine is situated over 110km north of Tennant
Creek in the Northern Territory of Australia. As it is located far
from any settlements or towns, OMM does not hire security
guards for the mine site.
Another salient human rights issue identified in the mining
sector is the rights of Indigenous communities. We adhere to
principles dedicated to protecting and respecting their rights.
We commit to conducting informed consultations and obtaining
prior informed consent to demonstrate our commitment to
their well-being.
We pledge to actively engage stakeholders to identify and
address these salient human rights issues. Our commitment
involves fostering collaboration, gathering insights and
implementing effective measures to ensure the well-being and
rights of all individuals involved.
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CONTRIBUTING TO THE LOCAL COMMUNITY
GRI 203-1, 203-2, 413-1
We create a brighter future in our communities. At the heart of our mission lies a commitment to nurturing
relationships that empower the community. Supporting the underprivileged cultivates a stronger, more
inclusive society, fuelling collective growth and prosperity.
COMMUNITY RELATIONS
Exploration, mining, smelting, marketing, and trading are pivotal
pillars for fostering sustainable community development, which
sparks positive economic and social transformations. OMH
prioritises respectful engagement with local communities,
always mindful of its role as temporary visitors in diverse
international landscapes. We meticulously balance economic,
environmental, and social considerations throughout all project
phases.
The Company operates under a guiding Community Relations
Policy, acting as a framework that shapes our engagements and
collaborations within society, fostering positive and responsible
interaction. OMH fulfils its community relations objectives by:
•
Adhering to the laws and regulations of host countries;
•
Considering how our decisions impact the community;
•
Respecting and responding to local customs, traditions
and cultures, unless they conflict with OMH policies and
standards;
•
Contributing to the economic development of local
communities;
•
Being open and transparent in all communications and
dealings with local communities and responding in a timely
fashion to any community-based grievances;
•
Establishing grievance mechanisms for all stakeholders
where community-related complaints can be received and
addressed;
•
Investing in projects that are mutually beneficial to OMH
and the local community;
•
Ensuring that any unavoidable resettlement complies with
local laws and such that resettled parties are constructively
engaged and fairly treated with the principles of free prior
informed consent and consultation;
•
Embracing sound principles of local procurement and
employment practices that contribute to local economic
development;
•
Encouraging, where practical, suppliers and contractors to
adopt the same or similar policies, standards and practices;
and
•
Undertaking activities that help ensure the local operating
company remains a responsible member of the community.
We place a high value on volunteering within our organisation,
acknowledging its considerable impact on our internal culture
and the communities we engage with. We sincerely appreciate
individuals who generously contribute their time and skills,
fostering a culture of community engagement and shared
responsibility for creating positive change.
OMH POLICIES
Community Relations Policy
EMPOWERING OUR PEOPLE & COMMUNITIES
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CONTRIBUTING TO THE LOCAL COMMUNITY
PERFORMANCE
2022
2023
2024
Total amount invested in the community
US Dollars
17,000
182,911
59,415
Significant community events and activities held1
Number
-
-
11
1. Data disclosure commenced in 2024
COMMUNITY ENGAGEMENT, DONATION AND SPONSORSHIP
OMH’s contributions, donations and sponsorships are intricately
linked with our business strategy. Our community investments
focus on specific, well-defined areas, such as education,
and community health and well-being, to address pressing
community needs. By strategically directing our resources,
we aim to maximise positive outcomes and contribute to
sustainable development in the communities we serve.
Our commitment to making a difference extends beyond
financial contributions as we actively engage as a community
partner. We collaborate closely with organisations dedicated to
educating and supporting the underprivileged.
During the year, the Group’s cumulative contributions of almost
USD60,000 underscore our dedication to creating lasting
positive change in the communities we serve. In the following
pages, we would like to highlight some notable contributions.
EMPOWERING OUR PEOPLE & COMMUNITIES
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CONTRIBUTING TO THE LOCAL COMMUNITY
EMPOWERING STUDENTS TO SOAR
EDUSTART FUND – SUPPORTING THE PURSUIT OF HIGHER EDUCATION
The Group supports children’s rights to education in alignment
with its commitment towards the Children’s Rights and Business
Principles. OM Sarawak’s ongoing initiative “Empowering
Students to Soar” underscores our dedication to community
empowerment and education.
We highlight our donations of an indoor full-colour screen
to Lembaga Pengurusan Sekolah, Sekolah Jenis Kebangsaan
Chung Hua Bintulu 2, and smart boards to PIBG Sekolah
Menengah Kebangsaan Bandar Bintulu. These contributions,
totalling RM32,000, helped enhance school facilities within the
local community.
We continue to support various other local schools, including SK
Sungai Bukit Balai (left) and SK Kuala Nyalau (right), through this
initiative to provide students with essential tools for academic
success.
The EduStart Fund is an initiative designed to offer immediate
financial support to B40 students upon their admission to
Institut Kemahiran MARA (IKM) Bintulu. This initiative addresses
a critical period of approximately three months between
admission and the disbursement of financial aid by MARA.
Often, this gap leads to financial strain and potential dropouts
among students. By providing timely financial assistance, the
EduStart Fund aims to alleviate these challenges, and enable
students to begin their tertiary education journey without
financial setbacks, thereby fostering a more inclusive and
supportive educational environment. In FY2024, 10 students
benefitted from this programme, with a total contribution of
RM10,000.
EMPOWERING OUR PEOPLE & COMMUNITIES
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CONTRIBUTING TO THE LOCAL COMMUNITY
BEACH CLEAN-UP PROGRAMME
SUPPORTING COMMUNITY HEALTH & WELLBEING
On 13 May 2024, OM Sarawak spearheaded a beach clean-up
programme spanning 700m along the shores of Kuala Nyalau,
in collaboration with BDA and Kampung Kuala Nyalau.
This
multi-stakeholder
collaboration
underscored
the
importance of shared responsibility in safeguarding our natural
heritage for future generations.
OM Sarawak expresses gratitude for the services provided
by Hospital Bintulu, a key healthcare provider in the region.
Our donation of a table top auto-ref/ keratometer machine,
totalling RM29,000, represents our unwavering commitment to
continuously spreading a positive impact on the lives of the local
community.
We recognise the importance of blood donation programmes
in ensuring that local blood banks have sufficient blood for
emergency treatments. OM Sarawak organised a blood donation
drive during the HSE Month, in collaboration with Hospital
Bintulu. Furthering our support, OM Sarawak also provided a
RM10,000 sponsorship for the World Blood Donor Day Bintulu
2024, organised by Hospital Bintulu and hosted by Universiti
Putra Malaysia Bintulu Sarawak Campus.
EMPOWERING OUR PEOPLE & COMMUNITIES
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APPENDICES
GRI Content Index
103
103
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Statement of use
:
OM Holdings Limited has reported in accordance with the GRI Standards for the period 1
January 2024 to 31 December 2024.
GRI 1 used
:
GRI 1: Foundation 2021
Applicable GRI Sector Standard(s) :
OMH intends to report in accordance with the GRI 14: Mining Sector 2024 standard when
it comes into effect, where applicable to our operations, and adopt the sector standard for
Metals Processing, once it is available
CODE
DISCLOSURE
Reference / Reason for Omission
GENERAL DISCLOSURES
GRI 2: General Disclosures 2021
2-1
Organisational details
10-11
2-2
Entities included in the organisation's sustainability reporting
38
2-3
Reporting period, frequency and contact point
38
2-4
Restatements of information
Restatements of information were
made for non-GHG emissions,
waste and safety performance
data. Refer to pg 76 and 94 for
details on the restatements made.
2-5
External assurance
The Sustainability Statement has
not undergone verification by an
external assurer. However, it was
subjected to an internal review by
the Company’s internal auditors.
Refer to pg 38 for further details.
2-6
Activities, value chain and other business relationships
10-26
2-7
Employees
80, 82-84
2-8
Workers who are not employees
82
2-9
Governance structure and composition
44, 109-116
2-10
Nomination and selection of the highest governance body
115-116
2-11
Chair of the highest governance body
110-112
2-12
Role of the highest governance body in overseeing the management of impacts
44, 109-110, 113
2-13
Delegation of responsibility for managing impacts
44, 109-110, 113
2-14
Role of the highest governance body in sustainability reporting
44, 121-122
2-15
Conflicts of interest
113, 117
2-16
Communication of critical concerns
44, 56, 117, 119
2-17
Collective knowledge of the highest governance body
111
2-18
Evaluation of the performance of the highest governance body
122-123
2-19
Remuneration policies
123
2-20
Process to determine remuneration
122-123
2-21
Annual total compensation ratio
Information on the Executive
Director’s compensation can be
found in the Corporate Governance
section, on pg 123.
2-22
Statement on sustainable development strategy
42-43
2-23
Policy commitments
55-57, 60-61, 96-97
2-24
Embedding policy commitments
55-57, 60-61, 96-97
GRI CONTENT INDEX
APPENDICES
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OM HOLDINGS LIMITED | ANNUAL REPORT 2024
CODE
DISCLOSURE
Reference / Reason for Omission
GRI 2: General Disclosures 2021 (Cont.)
2-25
Processes to remediate negative impacts
56, 117
2-26
Mechanisms for seeking advice and raising concerns
56, 117
2-27
Compliance with laws and regulations
55-59, 64, 91
2-28
Membership associations
40
2-29
Approach to stakeholder engagements
45
2-30
Collective bargaining agreements
Refer to OMH’s Human Rights
Policy, as linked on page 96
MATERIAL TOPICS
GRI 3: Material Topics 2021
3-1
Process to determine material topics
45-46
3-2
List of material topics
46-48
SUSTAINABLE ECONOMIC GROWTH
GRI 3: Material Topics 2021
3-3
Management of material topics
39-40, 46-50
GRI 201: Economic Performance 2016
201-1
Direct economic value generated and distributed
42-43
201-2
Financial implications and other risks and opportunities due to climate change
51-53
201-3
Defined benefit plan obligations and other retirement plans
86, 152
201-4
Financial assistance received from government
181
GRI 207: Tax 2019
207-1
Approach to tax
Read more about our tax practices
within the FY2024 Financial
Statements, from pg 133
207-2
Tax governance, control, and risk management
139-140
207-3
Stakeholder engagement and management of concerns related to tax
121
207-4
Country-by-country reporting
133-134, 136, 157, 164-167, 181,
185-187
ETHICS & COMPLIANCE
GRI 3: Material Topics 2021
3-3
Management of material topics
46-50, 55-57
GRI 205: Anti-Corruption 2016
205-1
Operations assessed for risks related to corruption
55-57
205-2
Communication and training about anti-corruption policies and procedures
55-57
205-3
Confirmed incidents of corruption and actions taken
55-57
GRI 206: Anti-Competitive Behaviour 2016
206-1
Legal actions for anti-competitive behaviour, anti-trust, and monopoly practices
55-57
GRI 415: Public Policy 2016
415-1
Political contributions
57
GRI CONTENT INDEX
APPENDICES
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OM HOLDINGS LIMITED | ANNUAL REPORT 2024
GRI CONTENT INDEX
CODE
DISCLOSURE
Reference / Reason for Omission
PRODUCT QUALITY & SAFETY
GRI 3: Material Topics 2021
3-3
Management of material topics
46-50, 58-59
GRI 416: Customer Health & Safety 2016
416-1
Assessment of the health and safety impacts of product and service categories
59
416-2
Incidents of non-compliance concerning the health and safety impacts of products
and services
59
GRI 417: Marketing and Labelling 2016
417-1
Requirements for product and service information and labelling
59
417-2
Incidents of non-compliance concerning product and service information and
labelling
59
417-3
Incidents of non-compliance concerning marketing communications
Not applicable. Marketing concepts
which are absolutely crucial in less
commoditised industries, such as
advertising and branding, are of
only marginal importance in such
highly commoditised markets.
RESPONSIBLE SUPPLY CHAIN
GRI 3: Material Topics 2021
3-3
Management of material topics
46-50, 60-61
GRI 204: Procurement Practices 2016
204-1
Proportion of spending on local suppliers
61
GRI 308: Supplier Environmental Assessment 2016
308-1
New suppliers that were screened using environmental criteria
60-61
308-2
Negative environmental impacts in the supply chain and actions taken
60-61
GRI 414: Supplier Social Assessment 2016
414-1
New suppliers that were screened using social criteria
60-61
414-2
Negative social impacts in the supply chain and actions taken
60-61
CYBERSECURITY & DATA PRIVACY
GRI 3: Material Topics 2021
3-3
Management of material topics
46-50, 62
GRI 418: Customer Privacy 2016
418-1
Substantiated complaints concerning breaches of customer privacy and losses of
customer data
62
ADDRESSING CLIMATE CHANGE
GRI 3: Material Topics 2021
3-3
Management of material topics
46-50, 64-66
GRI 305: Emissions 2016
305-1
Direct (Scope 1) GHG Emissions
67
305-2
Energy indirect (Scope 2) GHG Emissions
67
305-3
Other indirect (Scope 3) GHG Emissions
67
305-4
GHG emissions intensity
67
305-5
Reduction of GHG emissions
66
APPENDICES
106
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OM HOLDINGS LIMITED | ANNUAL REPORT 2024
CODE
DISCLOSURE
Reference / Reason for Omission
ENERGY CONSUMPTION & MANAGEMENT
GRI 3: Material Topics 2021
3-3
Management of material topics
46-50, 68-69
GRI 302: Energy 2016
302-1
Energy consumption within the organisation
68-69
302-2
Energy consumption outside of the organisation
Information is incomplete. The
Group has calculated its GHG
inventory, including Scope 3
emissions (refer to pg 67), which
takes into account the energy
used during the processing of sold
products.
302-3
Energy intensity
69
302-4
Reduction of energy consumption
68-69
302-5
Reductions in energy requirements of products and services
68-69
OPTIMISING RESOURCE USE & EMBRACING CIRCULARITY
GRI 3: Material Topics 2021
3-3
Management of material topics
46-50, 70-73
GRI 301: Materials 2016
301-1
Materials used by weight or volume
73
301-2
Recycled input materials used
73
301-3
Reclaimed products and their packaging materials
OMH’s sold products are
intermediary products used
primarily in steel-making. As
such, it is not practical to reclaim
our products. However, OMH
procures mill scale from steel mills
as raw materials to produce new
ferroalloys.
GRI 303: Water and Effluents 2018
303-1
Interactions with water as a shared resource
72-73
303-3
Water withdrawal
73
303-4
Water discharge
73
303-5
Water consumption
73
MANAGING WASTE & PREVENTING POLLUTION
GRI 3: Material Topics 2021
3-3
Management of material topics
46-50, 74-76
GRI 305: Emissions 2016
305-6
Emissions of ozone-depleting substances (ODS)
74, 76
305-7
Nitrogen oxides (NOx), sulfur oxides (SOx), and other significant air emissions
74, 76
GRI 306: Waste 2020
306-1
Waste generation and significant waste-related impacts
75
306-2
Management of significant waste-related impacts
75
306-3
Waste generated
76
306-4
Waste diverted from disposal
76
306-5
Waste directed to disposal
76
GRI CONTENT INDEX
APPENDICES
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107
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GRI CONTENT INDEX
CODE
DISCLOSURE
Reference / Reason for Omission
GRI 303: Water and Effluents 2018
303-2
Management of water discharge-related impacts
75-76
BIODIVERSITY & CONSERVATION
GRI 3: Material Topics 2021
3-3
Management of material topics
46-50, 77
GRI 304: Biodiversity 2016
304-1
Operational sites owned, leased, managed in, or adjacent to, protected areas and
areas of high biodiversity value outside protected areas
77
304-2
Significant impacts of activities, products and services on biodiversity
77-78
304-3
Habitats protected or restored
77
304-4
IUCN Red List species and national conservation list species with habitats in areas
affected by operations
77
OUR WORKFORCE
GRI 3: Material Topics 2021
3-3
Management of material topics
46-50, 80-85
GRI 202: Market Presence 2016
202-1
Ratios of standard entry level wage by gender compared to local minimum wage
86
202-2
Proportion of senior management hired from the local community
82
GRI 401: Employment 2016
401-1
New employee hires and employee turnover
81
401-3
Parental leave
84
GRI 402: Labour/ Management Relations 2016
402-1
Minimum notice period regarding operational changes
80
GRI 405: Diversity and Equal Opportunity 2016
405-1
Diversity of governance bodies and employees
80-84
405-2
Ratio of basic salary and remuneration of women to men
83
GRI 406: Non-Discrimination 2016
406-1
Incidents of discrimination and corrective actions taken
56-57, 80, 83
INVESTING IN OUR PEOPLE
GRI 3: Material Topics 2021
3-3
Management of material topics
46-50, 86-88
GRI 401: Employment 2016
401-2
Benefits provided to full-time employees that are not provided to temporary or
part-time employees
86
GRI 404: Training and Education 2016
404-1
Average hours of training per year per employee
88
404-2
Programmes for upgrading employee skills and transition assistance programmes
87
404-3
Percentage of employees receiving regular performance and career development
reviews
88
HEALTH & SAFETY
GRI 3: Material Topics 2021
3-3
Management of material topics
46-50, 89-95
APPENDICES
108
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OM HOLDINGS LIMITED | ANNUAL REPORT 2024
GRI CONTENT INDEX
CODE
DISCLOSURE
Reference / Reason for Omission
GRI 403: Occupational Health and Safety 2018
403-1
Occupational health and safety management system
90
403-2
Hazard identification, risk assessment, and incident investigation
91
403-3
Occupational health services
92
403-4
Worker participation, consultation, and communication on occupational health and
safety
90-93
403-5
Worker training on occupational health and safety
91, 95
403-6
Promotion of worker health
92-93
403-7
Prevention and mitigation of occupational health and safety impacts directly linked
by business relationships
89-91
403-8
Workers covered by an occupational health and safety management system
95
403-9
Work-related injuries
94
403-10
Work-related ill health
95
HUMAN RIGHTS
GRI 3: Material Topics 2021
3-3
Management of material topics
46-50, 60, 96-97
GRI 407: Freedom of Association and Collective Bargaining 2016
407-1
Operations and suppliers in which the right to freedom of association and
collective bargaining may be at risk
60, 96-97
GRI 408: Child Labour 2016
408-1
Operations and suppliers at significant risk for incidents of child labour
60, 96
GRI 409: Forced or Compulsory Labour 2016
409-1
Operations and suppliers at significant risk for incidents of forced or compulsory
labour
60, 96
GRI 410: Security Practices 2016
410-1
Security personnel trained in human rights policies or procedures
97
GRI 411: Rights of Indigenous Peoples 2016
411-1
Incidents of violations involving rights of indigenous peoples
97
CONTRIBUTING TO THE LOCAL COMMUNITY
GRI 3: Material Topics 2021
3-3
Management of material topics
46-50, 98-101
GRI 203: Indirect Economic Impacts 2016
203-1
Infrastructure investments and services supported
77, 98-101
203-2
Significant indirect economic impacts
77, 98-101
GRI 413: Local Communities 2016
413-1
Operations with local community engagement, impact assessments, and
development programmes
98-101
413-2
Operations with significant actual and potential negative impacts on local
communities
77, 98
APPENDICES
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OM HOLDINGS LIMITED | ANNUAL REPORT 2024
CORPORATE GOVERNANCE
OM Holdings Limited (the “Company”) is committed to implementing and maintaining high standards of corporate governance.
In determining what those high standards should involve, the Company has had regard to the fourth edition of the ASX Corporate
Governance Council’s Corporate Governance Principles and Recommendations 4th Edition (February 2019). The ASX Listing Rules require
the Company to report on the extent to which it has followed those principles and recommendations during its 2024 financial year.
This statement outlines the main corporate governance practices in place during the 2024 financial year, all of which comply with
the ASX Corporate Governance Council recommendations unless stated otherwise.
Further information about the Company’s corporate governance practices is set out on the Company’s website at www.
omholdingsltd.com.
The Company’s Board of Directors (the “Board”) is responsible for corporate governance, that is, the system by which the Company
and its subsidiaries (together, the “OMH Group”) are managed.
1.
BOARD OF DIRECTORS
1.1
Role of the Board and Management
The Board’s role is to govern the OMH Group. In governing the OMH Group, the Board must act in the best interests of the OMH
Group as a whole. It is the role of senior management to manage the OMH Group in accordance with the directions and delegations
of the Board and it is the responsibility of the Board to oversee the activities of management in carrying out these delegated duties.
In carrying out its governance role, one of the primary tasks of the Board is to drive the performance of the OMH Group. The Board
must also ensure that the OMH Group complies with all of its contractual, statutory and any other legal obligations, including the
requirements of any relevant regulatory body. The Board has the final responsibility for the successful operations of the OMH
Group.
To assist the Board in carrying out its functions, it has developed a Code of Ethics and Conduct to guide the Company’s directors
(“Directors”), key executives and all employees in the performance of their respective roles. The Code of Ethics and Conduct, along
with a number of the Company’s other policies and protocols, is available on the Company’s website at http://www.omholdingsltd.
com/aboutus/corporate-governance/
The Board represents shareholders’ interests in relation to optimising the Company’s investment in its ferro alloy smelter and sinter
ore facilities, and marketing and trading businesses. This objective extends to managing its various strategic investments in the
carbon steel materials industry and its development and operational initiatives in Malaysia, Singapore, Australia, China and South
Africa. This integrated strategy seeks to achieve medium to long-term financial returns for shareholders while seeking to minimise
risk. The Board believes that this diversified strategy will ultimately allow the interests of all stakeholders to be appropriately
addressed when making business decisions.
The Board is responsible for ensuring that the OMH Group is managed in such a way so as to best achieve this desired result. Given
the comparative size of the OMH Group’s smelting, marketing and trading activities commensurate with its market share, the Board
currently undertakes an active, not passive role in its management of the Company’s business and investment goals.
The Board is responsible for evaluating and setting the strategic direction of the OMH Group, establishing goals for management
and monitoring the achievement of these goals. The Executive Chairman (Chief Executive Officer) is responsible to the Board for
the day-to-day management of the OMH Group.
Among other things, the Board has sole responsibility for the following matters:
•
appointing (and where appropriate removing) the Chief Executive Officer, any other executive director and the Company
Secretary and determining their respective remuneration and conditions of employment;
•
determining the strategic direction of the OMH Group and measuring the performance of management against approved
strategies;
•
monitor the operational and financial position of the Company specifically and the Group generally;
•
reviewing the adequacy of resources for management to properly carry out approved strategies and business plans;
•
adopting operating (including production), capital and development expenditure budgets at the commencement of each
financial year and ensuring adherence to those budgets by monitoring both financial and non-financial key performance
indicators;
•
monitoring the OMH Group’s medium-term capital, exploration and cash flow requirements;
•
approving and monitoring financial and other reporting to regulatory bodies, shareholders and other key stakeholders;
•
determining that satisfactory arrangements are in place for auditing the OMH Group’s financial affairs;
•
setting the OMH Group’s values and standards;
•
appointing the external auditors of the OMH Group;
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CORPORATE GOVERNANCE
•
reviewing and ratifying systems of risk management and internal compliance and control, codes of conduct and compliance
with all applicable legislative requirements;
•
ensuring the health, safety and well-being of employees in conjunction with management, and monitoring and reviewing
the effectiveness of occupational health, safety and environmental practices at each of the OMH Group operations;
•
authorising the issue of shares, options, equity instruments or other securities;
•
authorising borrowings, other than in the ordinary course of business, and the granting of any security over the undertakings
of the OMH Group or any of its assets;
•
approving the acquisition, establishment, disposal or cessation of any significant business of the OMH Group; and
•
ensuring that policies and compliance systems consistent with the OMH Group’s objectives and best practice are in place
and that the OMH Group and its officers act legally, ethically and responsibly at all times.
The Board’s role, and the OMH Group’s corporate governance practices, are being continually reviewed and improved as the OMH
Group’s businesses further expand.
The Board may from time-to-time delegate some of its responsibilities listed above to its senior management team.
The Executive Chairman (Chief Executive Officer) is responsible for managing the operations of the OMH Group (in accordance
with the requirements of his Executive Service Agreement) under delegated authority from the Board and for implementing the
policies and strategy set by the Board. In carrying out his responsibilities, the Chief Executive Officer must report to the Board in a
timely manner and ensure all reports to the Board present a true and fair view of the OMH Group’s operational results and financial
position.
The role of management is to support the Executive Chairman (Chief Executive Officer) and implement the running of the general
operations and financial business of the OMH Group, in accordance with the delegated authority of the Board.
1.2
Composition of the Board
To add value to the OMH Group, the Board, which comprises of a majority of independent Directors has been formed so that it has
an effective composition, size and commitment to adequately discharge it responsibilities and duties. The names of the Directors
and their qualifications and experience are disclosed in the ‘Directors’ section of the Annual Report. Directors are appointed based
on the specific governance skills required by the OMH Group and on the independence of their decision-making and judgment. The
OMH Group ensures that each Director and senior executive enters into a written agreement with the OMH Group which sets out
the terms of their appointment.
The current Executive Chairman and five Non-Executive Directors have a mix of legal, commercial, exploration, project development,
mining, commodities processing, ore and alloy trading and financial skills and experience. Accordingly, the composition, diversity
of skills and experience is appropriate to effectively review and challenge the performance of management and to exercise
independent judgement in discharging their responsibilities and in making decisions.
In addition to the Directors’ experience outlined in the Annual Report, the below table sets out the skills, attributes and experience
of the Directors serving on the Board as at 31 December 2024.
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CORPORATE GOVERNANCE
Domain Area
Board Skills and Experience
As at
31 December 2024
(out of 6 Directors)
Legal and Governance
Experience in a large organisation with a strong focus on and adherence to
high governance standards
6
Listed entity board and/or sub-committee experience
6
Experience in corporate legal affairs and/or regulatory/governmental
departments
6
Relevant legal tertiary degree or professional qualification
2
Constructively challenge and contribute to Board discussions and
communicate effectively with management and other Directors. Build
consensus, negotiate and obtain stakeholder support for Board decisions.
6
Executive Management
Experience as Director, CEO, CFO or other office holder or similar in medium
to large entities
6
Strategy
Identifying and critically assessing strategic opportunities and threats to
the OMH Group and developing and implementing successful strategies in
context to an organisation’s policies and business objectives
6
Mining, Production,
Manufacturing
Resources, Marketing,
Commodity Expertise
Mining, production,
manufacturing,
marketing
or resources
industry executive
management
Senior executive, advisory or board experience
in a large mining, production, manufacturing or
resources organisation
3
Technical skills
Senior executive responsibility for exploration
or production or processing or long-term board
experience in a large mining and resources
organisation with exploration, production or
processing as a key part of its business
1
Health, Safety
Environment and
Community
Executive or board sub-committee experience
in a mining and resources organisation with
responsibility for health and workplace safety,
and/or environmental and social responsibility
4
Capital projects,
engineering and
construction
Senior executive experience with capital projects
and/or engineering in a mining or resources
environment; tertiary or professional engineering
qualification.
Includes
contract
negotiations,
project management and projects with long term
investment horizons
1
Government relations
Senior executive experience working in diverse
international,
political,
cultural,
regulatory
business environments
3
Senior executive expertise in commodities, mining, trading or resources
sector.
4
Human Resources/
Organisational
Development & Culture
Senior executive management in people management and remuneration
policy development or board remuneration and nomination sub-committee
experience
6
Finance, Commerce
and Accounting
Financial accounting and reporting, internal financial and risk controls,
corporate finance and, restructuring corporate transactions (eg: joint
ventures, listings etc).
5
Board audit sub-committee experience
5
Relevant tertiary degree or professional qualification
2
Risk Management
Senior executive experience in risk management
4
Board risk sub-committee experience
4
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The OMH Group recognises the importance of independent Non-Executive Directors and the external perspective and advice that
such Directors can offer. The Board consists of the following independent Non-Executive Directors: Mr Zainul Abidin Rasheed, Mr
Tan Peng Chin, Dato Abdul Hamid Bin Sh Mohamed and Ms Tan Ming-li. Ms Julie Wolseley is also a Non-Executive Director but is not
viewed as independent due to her also providing company secretarial services to the OMH Group. It should be noted however, that
the value of such services is not considered to constitute a material supply arrangement to the Company.
While the Board strongly believes that boards need to exercise independence of judgment, it also recognises (as noted in Principle
2 of the ASX Corporate Governance Council’s Corporate Governance Principles and Recommendations 4th Edition) that the need for
independence is to be balanced with the need for skills, commitment and a workable board size. The Board believes it has recruited
members with the skills, experience and character necessary to discharge its duties and that any greater emphasis on independence
would be at the expense of the Board’s effectiveness.
As the OMH Group’s activities increase in size, nature and scope, the size of the Board will be reviewed and the optimum number
of Directors required for the Board to properly perform its responsibilities and functions will continue to be re-assessed. The
Remuneration Committee is responsible for conducting the appropriate checks prior to the appointment of a person as a director of
the Company or prior to putting forward to shareholders a new candidate for election as a director. These processes are governed
by the Group’s Remuneration Committee Charter. Checks undertaken may include checks as to the person’s character, experience,
education, criminal record and bankruptcy history. Material information relevant to a decision on whether to elect or re-elect a
Director is provided to shareholders in all Notices of Meetings which contain director election or re-election resolutions.
Appropriate background checks are also conducted on senior executives before employment, where deemed necessary.
The Company’s current Executive Chairman and Chief Executive Officer, Mr Low, is not considered by the Board to be independent
having regard to the relationships set out in Box 2.3 entitled ‘Factors relevant to assessing the independence of a director’ in the ASX
Corporate Governance Council’s Principles and Recommendations 4th Edition. The Board has regard to the relationships set out in Box
2.3, among other things, together with the Company’s materiality thresholds, when forming a view as to the independent status of
a Director.
Notwithstanding Recommendation 2.5 of the ASX Corporate Governance Council’s Corporate Governance Principles and
Recommendations 4th Edition (being the requirement for the Chairman of the Company to be an independent director and for the
position of Chairman to not be fulfilled by the same person who fulfils the position of Chief Executive Officer), the Board considers
that Mr Low’s position as Executive Chairman (and Chief Executive Officer) is appropriate given his world-wide experience and
specialised understanding of the global manganese and ferro alloy industry. The Board believes that Mr Low has the range of skills,
knowledge and experience necessary to effectively govern the Company and understand the industries and market segments in
which the Company operates. Mr Low was a founding Director of the Company and has been a major force in its evolution and
success. Mr Low has been instrumental in advancing the OMH Group’s Malaysian operational strategy which represents a unique
opportunity for the OMH Group to be an active participant in one of the world’s lowest costing and strategically located ferro alloy
plants with unparalleled competitive advantages. In particular, Mr Low has proactively sought and secured the Malaysian smelting
project’s unique competitive advantages including, but not limited to, access to competitively priced long term hydroelectric power
supply, identification of coastal industrial land with direct access to dedicated port facilities, geographical proximity to both raw
materials and Asian steel mills as well as comprehensive purpose-built industrial infrastructure. The Board believes that there are
sufficient internal controls in place to ensure adequate accountability, transparency and effective oversight by the Board such that
an appropriate balance of power and authority is exercisable by the Board for objective decision-making in the best interests of the
OMH Group. The Board is therefore of the view that given Mr Low’s technical, commercial and financial experience and knowledge
of the Company, and his continuing contribution to the Board, it is appropriate that he remain in his current position and that it is
currently unnecessary to effect a separation of the role of Executive Chairman from that of Chief Executive Officer to facilitate the
Company’s decision-making and implementation process. Mr Zainul Abidin Rasheed is the independent Deputy Chairman who has
regular and direct contact with the Executive Chairman and seeks to ensure in conjunction with the Executive Chairman, that the
Board is effective, has the right balance of diversity, skills, experience and independence.
The membership of the Board, together with its activities and composition, are subject to periodic review and renewal. The criteria
for determining the identification and appointment of a suitable candidate for the Board includes the quality of the individual, their
background of experience and achievement, their compatibility with other Board members, their intellectual ability to contribute
to Board duties and their physical ability to undertake Board duties and responsibilities.
The Board believes that renewal is an important responsibility of the Board. The Board recognises the importance of renewal to
facilitate new ideas and independent thinking whilst retaining adequate expertise and corporate knowledge. Additionally, as part of
its assessment, the Board will review its composition and size, to ensure that it is appropriate to support the effective functioning
and decision-making ability of the Board and its Committees and remains appropriate for the size, nature and complexity of the
OMH Group’s operations located in various international jurisdictions.
Directors are initially appointed by the Board subject to re-election by shareholders at the subsequent Annual General Meeting.
Under the Company’s Bye-laws, the tenure of Directors (other than the Chief Executive Officer) is subject to re-appointment by
shareholders not later than the third anniversary following his/her last appointment by shareholders. Subject to the requirements
of the law, the Board does not subscribe to the principle of retirement age and there is no maximum period of service as a Director.
A Chief Executive Officer may be appointed for any period and on any terms the Directors think fit and, subject to the terms of any
agreement entered into, the Board may revoke that appointment.
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1.3
Responsibilities of the Board
In general, the Board is responsible for, and has the authority to determine, all matters relating to the policies, practices,
management and operations of the OMH Group. It is required to do all things that may be necessary to be done in order to carry
out the objectives and strategic imperatives of the OMH Group.
Without limiting the authority and role of the Board, the principal functions and responsibilities of the Board include the following:
1.
Leadership of the OMH Group - overseeing the OMH Group and establishing codes, policies and protocols that reflect the
values of the OMH Group and guide the conduct of the Board, management and employees;
2.
Strategy Formulation - working with senior management to set and review the overall strategy and goals for the OMH Group
and ensuring that there are policies in place to govern the operations of the OMH Group;
3.
Overseeing Planning Activities - overseeing the development of the OMH Group’s strategic plans (including operating,
capital, exploration and development programmes and initiatives) and approving such plans as well as the annual budget;
4.
Shareholder Liaison - ensuring effective communications with shareholders through an appropriate communications policy
and promoting participation at general meetings of the Company;
5.
Monitoring, Compliance and Risk Management - overseeing the OMH Group’s risk management, compliance, control and
accountability systems and monitoring and directing the operational and financial performance of the OMH Group;
6.
OMH Group Finances - approving expenditure in excess of that which falls outside the approved authority matrix, approving
expenditure materially outside the annual budget and approving and monitoring acquisitions, divestments and financial
and other reporting;
7.
Human Resources - appointing, and where appropriate, removing the Chief Executive Officer as well as reviewing the
performance of the Chief Executive Officer and monitoring the performance of senior management in their implementation
of the OMH Group’s strategy;
8.
Ensuring the Health, Safety and Well-Being of Employees - in conjunction with the senior management team, developing,
overseeing and reviewing the effectiveness of the OMH Group’s work health and safety systems to ensure the well-being of
all employees; and
9.
Delegation of Authority - delegating appropriate powers to the Chief Executive Officer to ensure effective day-to-day
management of the OMH Group and establishing and determining the powers and functions of the various Committees of
the Board.
Full details of the Board’s role and responsibilities are contained in the Board Charter, a summary of which is contained on the
Company’s website.
1.4
Board Policies
1.4.1
Conflict of Interest
Directors must:
•
disclose to the Board any actual or potential conflict of interest that may or might reasonably be thought to exist between
the interests of the Director and the interests of the OMH Group; and
•
if requested by the Board, within seven days or such further period as may be permitted, take such necessary and reasonable
steps to remove or mitigate any such conflict of interest.
If a Director cannot or is unwilling to remove or mitigate a conflict or potential conflict of interest then the Director must, in
accordance with the requirements of the law, remove himself/herself from the boardroom when discussion in relation to or
concerning matters relating to that conflict occur and abstain from voting on matters about which the conflict or potential conflict
relates.
1.4.2
Commitments
Each member of the Board is committed to spending sufficient time to enable them to carry out their duties as a Director of the
Company.
1.4.3
Confidentiality
In accordance with legal requirements and agreed ethical standards, the Directors, key executives and all employees of the OMH
Group have agreed to keep confidential, information received in the course of the exercise of their duties, and will not disclose non-
public information except where disclosure is authorised or legally mandated.
1.4.4
Independent Professional Advice
The Board collectively and, each Director individually, has the right to seek independent legal, accounting or other professional
advice at the OMH Group’s expense, up to specified limits, to assist it or them (as applicable) in carrying out its or their (as applicable)
responsibilities.
1.4.5
Board Access to Information
Subject to the Directors’ Conflict of Interest guidelines referred to in Section 1.4.1 above, Directors have direct access to the
Company’s management and to all Company information in the possession of management.
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1.4.6
Related Party Transactions
Related party transactions include any financial transaction between a Director and the OMH Group. Unless there is an exemption
under the Companies Act 1981 of Bermuda or any other relevant laws or regulations (including the ASX Listing Rules) from the
requirement to obtain shareholder approval for the related party transaction, the Board cannot approve the transaction.
1.5
Board Meetings
The Executive Chairman (who is also the Chief Executive Officer), in conjunction with the senior management, sets the agenda for
each meeting of the Board. Any Director may request a matter be included on the agenda.
Typically, at Board Meetings the agenda will include:
•
minutes of the previous Board meeting and matters arising;
•
the Executive Chairman’s/Chief Executive Officer’s Report;
•
the Group Financial Controller’s Report;
•
operating and financial reports from each key business unit;
•
reports on major projects and current issues; and
•
specific business proposals.
All Directors and Committees of OMH have access to the Company Secretary for advice and services.
The number of meetings of the Directors held in the period each Director held office during the 2024 financial year and the number
of meetings attended by each Director were:1
Director
Board of Directors’ Meetings
Held
Attended
Low Ngee Tong
4
4
Julie Wolseley
4
4
Tan Peng Chin
4
4
Zainul Abidin Rasheed
4
4
Dato Abdul Hamid Bin Sh Mohamed
4
4
Tan Ming-li
4
4
During the financial year there were four general Directors’ meetings for which formal notice of meeting was given.
2.
BOARD COMMITTEES
Except for the Committees mentioned in Sections 2.1 and 2.2 below, the Board considers that the affairs of the OMH Group are not
sufficiently complex to justify the formation of numerous special Board committees at this time. The Board as a whole is able to
address the governance aspects relating to the full scope of the OMH Group’s activities and to ensure that it adheres to appropriate
ethical standards.
The Board has however established a framework for the management of the OMH Group, including a system of internal controls, a
business risk management process and the establishment of appropriate ethical standards.
The Board also holds meetings at such times as may be necessary to address any general or specific matters as required.
If the OMH Group’s activities increase in size, scope and nature, the establishment of separate or special Board committees will be
considered and implemented, if appropriate.
2.1
Audit Committee
To ensure the integrity of the financial statements of the OMH Group and the independence of the external auditor, an Audit
Committee has been formally established by the Board. The Audit Committee comprises of two independent Non-Executive
Directors, Dato Abdul Hamid Bin Sh Mohamed (chairman of the Audit Committee) and Ms Tan Ming-li, and Non-Executive Director Ms
Julie Wolseley. All Audit Committee members have sufficient financial expertise and experience to discharge the Audit Committee’s
mandate.
During the financial year ended 31 December 2024, the Audit Committee held two meetings and all committee members were in
attendance.
The Audit Committee is responsible for reviewing the annual and half-yearly financial statements of the Company and any reports
which accompany those financial statements.
1
In accordance with Recommendation 1.4, the company secretary of the Company is directly accountable to the Board, through the Executive Chairman, on all
matters to do with the proper functioning of the Board.
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The Board, in conjunction with the Audit Committee, considers the appointment of the external auditor and reviews the appointment
of the external auditor, their independence, the audit fee and any questions of resignation or dismissal. The Audit Committee also
reviews the scope of work of the internal audit function and reviews the internal audit reports tabled by the internal auditors. The
Board is responsible for establishing, and ensuring adherence to, policies on risk oversight and management.
The role of the Audit Committee is to assist the Board to meet its oversight responsibilities in relation to the Company’s financial
reporting, compliance with legal and regulatory requirements, internal control structure and the external audit function.
Key activities undertaken by the Audit Committee include:
•
approval of the scope, plan and fees for the external audit;
•
reviewing the independence and performance of the external auditor;
•
reviewing significant accounting policies and practices;
•
appointment of the internal auditor and approving the scope, plan and fees for the internal auditor; and
•
reviewing OMH Group’s half year and annual financial statements.
Members of the Audit Committee and their qualifications are outlined in the ‘Directors’ section of the Annual Report.
The Audit Committee Charter is available on the Company’s website.
2.2
Remuneration Committee
The Remuneration Committee reviews and makes recommendations to the Board on remuneration policies applicable to executive
officers and Directors of the OMH Group. The Remuneration committee comprised of two Independent Non-Executive Directors,
being Mr Tan Peng Chin (chairman of the Remuneration Committee), and Mr Zainul Abidin Rasheed and Non-Executive Director Ms
Julie Wolseley.
A copy of the Remuneration Committee Charter is on the Company’s website.
The role of the Remuneration Committee is to assist the Board in reviewing human resources and compensation policies and
practices which:
•
enable the Company to attract, retain and motivate employees who achieve operational excellence and create value for
shareholders; and
•
reward employees fairly and responsibly, having regard to the results of the OMH Group, individual performance and
general remuneration conditions.
The Remuneration Committee works with the Board on areas such as setting policies for senior officers’ remuneration, setting
the terms and conditions of employment for the Executive Chairman (Chief Executive Officer), reviewing superannuation
arrangements, reviewing the remuneration of Non-Executive Directors and undertaking an annual review of the Chief Executive
Officer’s performance.
The OMH Group is committed to remunerating its senior executives in a manner that is market competitive and consistent with best
practice as well as supporting the interests of shareholders and will continually review and assess the remuneration structure in
place to achieve this in accordance with the Remuneration Charter.
Non-Executive Directors are paid their fees out of the maximum aggregate amount approved by shareholders for the remuneration
of Non-Executive Directors. The annual aggregate maximum amount of remuneration paid to Non-Executive Directors was last
approved by shareholders on 30 May 2019 and is currently A$1,300,000.
During the year ended 31 December 2024, no Remuneration Committee meetings were held. A Remuneration Committee meeting
is planned to be held in 2025.
Nomination Committee
The Company does not have a separate nomination committee as the Board as a whole undertakes such duties including the
consideration of potential candidates to the Board or other key positions.
The responsibilities of the Board as a whole include devising criteria for Board membership, regularly reviewing the need for
various skills and experience on the Board and identifying specific individuals for nomination as Directors for review by the Board.
The Board also oversees management succession plans, including the Chief Executive Officer and his direct reports, and evaluates
the Board’s performance and makes recommendations for the appointment and removal of Directors.
Directors are appointed based on the specific governance skills required by the OMH Group. Given the size of the OMH Group
and the businesses that it operates, the OMH Group aims at all times to have at least one Director with substantial experience
in the metals trading and mining industries. In addition, the Board should consist of members that have a blend of expertise and
professional experience in:
•
accounting and financial management;
•
legal skills;
•
technical skills; and
•
in relation to the Executive Chairman (Chief Executive Officer) - business experience and commercial acumen.
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Prior to appointing a director or recommending a new candidate for election as a director, the Board ensures that appropriate
checks are undertaken as to the person’s character, experience, education, criminal record and bankruptcy history.
In addition, the Board ensures that all material information relevant to a decision on whether or not to elect or re-elect a Director
must be provided to security holders in the Notice of Meeting containing the resolution to elect or re-elect a Director. The Board will
ensure this material information is included in the Company’s 2025 Notice of Annual General Meeting.
3.
ETHICAL STANDARDS
The Board acknowledges the need for continued maintenance of the highest standard of corporate governance and ethical conduct
by all Directors and employees of the OMH Group.
The Board has adopted a Values Statement which articulates its guiding principles that define how the Company wishes to conduct
itself in its relationships with the industry and the communities within which it operates. The Values Statement is disclosed on the
Company’s website.
The Board actively promotes ethical and responsible decision making aiming to maintain the highest standard of ethical behaviour
in business and in all its dealings with customers, clients, shareholders, governments, suppliers, employees and the community.
As a minimum the Board and employees will:
•
act within applicable laws;
•
act with fairness and respect;
•
encourage co-operation and rational debate with a view to achieving shared goals;
•
act with courtesy; and
•
foster an environment which encourages diversity in all its forms across the OMH Group.
3.1
Code of Ethics and Conduct for Directors and Key Executives
The Board has adopted a Code of Ethics and Conduct for Directors, key executives and all employees to promote ethical and
responsible decision-making as per Recommendation 3.1 of the ASX Corporate Governance Council’s Principles and Recommendations
4th Edition. This code outlines how the OMH Group expects its Directors, key executives and employees to behave and conduct
business in the workplace on a range of issues. The OMH Group is committed to the highest level of integrity and ethical standards
in all business practices. Directors and employees must conduct themselves in a manner consistent with current community and
corporate standards and in compliance with all applicable legislation. In addition, the Board subscribes to the Statement of Ethical
Standards as published by the Australian Institute of Company Directors.
A summary of the Company’s Code of Ethics and Conduct is available on the Company’s website.
All Directors, key executives and employees are expected to act with the utmost integrity and objectivity, always striving to enhance
the reputation and performance of the Company.
3.2
Code of Ethics and Conduct
As noted above, the OMH Group has implemented a Code of Ethics and Conduct, which provides guidelines aimed at maintaining
the highest ethical standards, corporate behaviour and accountability at all times within the OMH Group.
All Directors, senior executives and employees are expected to:
•
respect the law and act in accordance with it;
•
respect confidentiality and not misuse OMH Group information, assets or facilities;
•
value and maintain professionalism;
•
avoid any real or perceived conflict of interests;
•
act in the best interests of shareholders;
•
by their actions contribute to the OMH Group’s reputation as a good ‘corporate citizen’ that seeks the respect of the
community and environment in which it operates;
•
perform their duties in a way that minimises environmental impacts and maximises workplace safety;
•
exercise fairness, courtesy, respect, consideration and sensitivity in all dealings within their workplace and with customers,
suppliers, community members, indigenous people and the public generally; and
•
act with honesty, integrity, decency and responsibility at all times.
An employee that breaches the Code of Ethics and Conduct may face disciplinary action. If an employee suspects that a breach
of the Code of Ethics and Conduct has occurred or will occur, he or she must advise that breach to management. No employee
will be disadvantaged or prejudiced if he or she reports in good faith a suspected breach. All reports will be acted upon and kept
confidential.
As part of its commitment to recognising the legitimate interests of stakeholders, the OMH Group has established the Code of
Ethics and Conduct to guide compliance with legal and other obligations to legitimate stakeholders. These stakeholders include
employees, customers, government authorities, creditors and the community as a whole. This Code includes the following:
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Responsibilities to Shareholders and the Financial Community Generally
The OMH Group complies with the spirit as well as the letter of all laws and regulations that govern shareholders’ rights. The OMH
Group has processes in place to ensure the truthful and factual presentation of the OMH Group’s financial position and prepares
and maintains its accounts fairly and accurately in accordance with the generally accepted accounting and international financial
reporting standards.
Employment Practices
The OMH Group endeavours to provide a safe workplace in which there is equal opportunity for all employees at all levels of
the OMH Group. The OMH Group does not tolerate the offering or acceptance of bribes or the misuse of OMH Group assets or
resources.
Responsibilities to the Community
As part of the community, the OMH Group:
•
is committed to conducting its business in accordance with applicable environmental laws and regulations and encourages
all employees to have regard for the environment when carrying out their jobs; and
•
encourages all employees to engage in activities beneficial to their local community.
Responsibilities to the Individual
The OMH Group is committed to keeping private information confidential which has been provided by employees and investors and
protect such information from uses other than those for which it was provided.
Conflict of Interests
Employees and Directors must avoid conflicts and potential conflicts as well as the perception of conflicts between personal
interests and the interests of the OMH Group.
How the OMH Group Monitors and Ensures Compliance with its Code
The Board, management and all employees of the OMH Group are committed to implementing this Code of Ethics and Conduct and
each individual is accountable for such compliance.
Disciplinary measures may be taken for violating the Code of Ethics and Conduct.
The Board is required to be informed of any material breaches to the Code of Ethics and Conduct.
3.3
Whistleblower Policy
In line with the Code of Ethics and Conduct, the Company has a Whistleblower Policy which has been endorsed by the Board
and ensures that persons who make a report in good faith can do so without fear of intimidation, disadvantage or reprisal. The
Whistleblower Policy assists to create a culture within the OMH Group that encourages employees to speak up and raise concerns
regarding breaches of internal rules or policy, or conduct that is illegal, unacceptable or undesirable, or concealment of such
conduct relating to the Company, its subsidiaries, Directors, officers, and employees. It encourages the reporting of behaviour that
may result in financial or non-financial loss, or reputational damage to the Company and plays a key role in detecting reportable
conduct and maintaining good corporate governance.
The Whistleblower Policy complies with Recommendation 3.3 of the ASX Corporate Governance Council.
Subject to the confidentiality obligations, the Whistleblower protection officer must provide the Board a report on a quarterly basis
of any active whistleblower matters.
4.
DIVERSITY
The OMH Group recognises the value contributed to the group’s operations by employing people with varying skills, cultural
backgrounds, ethnicity and experience. The OMH Group’s diverse workforce is the key to continued growth, improved productivity
and performance. The OMH Group actively values and embraces the diversity of its employees and is committed to creating an
inclusive workplace where everyone is treated equally and fairly, and where discrimination, harassment and inequality are not
tolerated.
Whilst the Company has not stated measurable objectives for achieving gender diversity, it is committed to workplace diversity
and to ensuring that a diverse mix of skills and talent exists amongst its Directors, officers and employees to enhance Company
performance. The Board has adopted a Diversity Policy which addresses equal opportunities in the hiring, training and career
advancement of Directors, officers and employees. The Diversity Policy outlines the strategies and processes according to which
the Board will set measurable objectives to achieve the aims of its Diversity Policy, with particular focus on gender diversity within
the Company and representation of indigenous individuals. The Board is responsible for monitoring Company performance in
meeting the Diversity Policy requirements, including the achievement of diversity objectives.
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Information relating to the total current representation of women employees in the OMH Group, including those women employees
holding senior executive positions and those women employees on the Board as at 31 December 2024 was as follows:
Number of Women
%
Board of Directors
2
33.3%
Senior Executives2
3
21.4%
Total OMH Group employees
366
15.5%
A copy of the Company’s Diversity Policy is available on the Company’s website.
4.1
Measurable Objectives
The Board has not set measurable objectives specifically for the financial year ended 31 December 2024. It does however continually
review the diversity within its workforce and as reported above does have a culturally diverse and gender diverse workforce with
operations in Australia, Malaysia, China and Singapore.
Certain of the Objectives and Outcomes reviewed by the Board are outlined below:
Objective
Outcome
Review and amend where appropriate the Diversity Policy.
The Board has reviewed OMH’s Committee Charters and other
policies to reflect the objectives of the Diversity Policy.
Undertake a gender general assessment of the current diversity
levels within the OMH Group operations and across jurisdictions.
The OMH Group undertakes reviews through its human
resources departments at its operations to establish gender mix
and cultural backgrounds.
Establish procedures to track the gender mix of the OMH Group
over time.
The OMH Group has compiled a summary of employees including
gender and cultural diversity and will continue to do so.
Structure recruitment and selection processes to recognise the
value of diversity.
The OMH Group is continually reviewing its practices.
Have clear and transparent governance process around reward
and recognition.
The OMH Group has a Remuneration Charter which encourages
rewards to be transparent.
5.
KEY MANAGEMENT PERSONNEL DEALING IN COMPANY SHARES
The Company has a formal trading policy relating to the trading of securities by key management personnel (including Directors)
of the Company which complies with ASX Listing Rule 12.12. A copy of the Company’s Securities Trading Policy is available on the
Company’s website.
6.
DISCLOSURE OF INFORMATION
6.1
Continuous Disclosure to ASX
The Company has a formal Continuous Disclosure and Information Policy as required by Recommendation 5.1 of the ASX Corporate
Governance Council’s Principles and Recommendations 4th Edition. This policy was introduced to ensure that the Company achieves
best practice in complying with its continuous disclosure obligations under the ASX Listing Rules and also to ensure that the
Company and individual officers do not contravene the ASX Listing Rules.
The Company is committed to ensuring that shareholders and the market are provided with equal and timely access to material
information concerning the Company (including of its financial position, performance, ownership and governance), and that all
stakeholders have equal opportunity to receive externally available information issued by the Company.
The Chief Executive Officer is responsible for interpreting and monitoring the Company’s disclosure policy and, where necessary,
informing the Board. The Company Secretary has been nominated as the person responsible for communications with the ASX.
The Continuous Disclosure Policy requires all executives and Directors to inform the Chief Executive Officer (or, in his absence, the
Company Secretary) of any potentially material information as soon as practicable after they become aware of that information.
Information is material if it is likely that the information is market sensitive information, or if such information would influence
investors who commonly acquire securities on ASX and/or Bursa Malaysia in deciding whether to buy, sell or hold the Company’s
securities, or would otherwise have a material effect on the price or value of the Company’s securities.
2
A Senior Executive of the OMH Group is a person having the authority and responsibility for planning, directing and controlling the activities of the entity.
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The Company Secretary ensures that all Board members receive copies of all market announcements promptly after they have
been made. Continuous disclosure is discussed at all regular board meetings and on an ongoing basis the Board ensures that all
activities are reviewed to assess the need for disclosure to the market.
All substantive investor or analyst presentations by the Company are released via the ASX Market Announcements Platform and
Bursa Malaysia announcements platform before the commencement of the relevant presentation.
All information disclosed to the ASX is posted on the Company’s website as soon as it is disclosed to the ASX and released to
the market by the ASX. The Company’s website also includes a “Corporate Governance” landing page that discloses all relevant
corporate governance information, including policies and procedures.
6.2
Communication with Shareholders
The Company places considerable importance on effective communication with shareholders and has adopted a Shareholder
Communications Strategy which sets out the OMH Group’s commitment to effectively communicate with shareholders. A copy
of the Shareholder Communications Strategy is available on the Company’s website. Directors recognise that shareholders, as
the ultimate owners of the Company, are entitled to receive timely and relevant high quality information about their investment.
Similarly, prospective new investors are entitled to be able to make informed investment decisions when considering the purchase
of the Company’s shares.
The Company aims to communicate with shareholders and other stakeholders in an open, regular and timely manner so that the
market has sufficient information to make informed investment decisions on the operations and results of the OMH Group. The
strategy provides for the use of internal processes and protocols that ensures regular and timely release of information about the
OMH Group is provided to shareholders.
Investor presentations delivered via webinars are openly conducted to present information with stakeholders, such as shareholders
and analysts. Such presentations are lodged with ASX and Bursa Malaysia.
OMH Group’s Continuous Disclosure Policy encourages effective communication with its shareholders by requiring:
•
the timely and full disclosure of material information about the OMH Group’s activities in accordance with the disclosure
requirements contained in the ASX Listing Rules;
•
that all information released to ASX also be released to Bursa Malaysia;
•
that all information released to the market be placed on the Company’s website following release;
•
that the Company’s market announcements be maintained on the Company’s website for at least three years; and
•
that all disclosures, including notices of meetings and other shareholder communications, are drafted clearly and concisely.
The Board encourages full participation of Shareholders at annual general meetings to ensure a high level of accountability and
understanding of the OMH Group’s strategy and goals. Copies of the addresses by the Executive Chairman are disclosed to the
market and posted to the Company’s website. The meetings are conducted to allow questions and feedback to the Board. All
shareholder meeting documents are in English and all Directors can understand and speak English.
OMH’s practice at all security holder meetings, including the Annual General Meeting, is that all resolutions are decided by a poll
rather than by a show of hands.
Despite the Company being foreign incorporated in Bermuda, it has in the past and will in the future continue to hold its Annual
General Meetings in Australia, Malaysia or Singapore (or at a suitable alternative country where its operations are located) so as to
enable as many shareholders to attend. The 2025 Annual General Meeting will be held physically in Malaysia.
Furthermore, the Company’s external auditor attends the Company’s annual general meeting(s) to answer shareholder questions
about the conduct of the audit, the preparation and content of the audit report, the accounting policies adopted by the Company
and the independence of the auditor in relation to the conduct of the audit. The fees relating to the audit service that were rendered
by the Company’s auditors to the Group for the financial year ended 31 December 2024 was US$152,000. There was no non-audit
services performed by the Company’s auditors to the Group during the year.
The Company’s significant briefings with major institutional investors and analysts are lodged with the ASX and Bursa Malaysia and
are made available on the Company’s website.
The Company aims to promote effective communication to and from shareholders. Members are encouraged to register with the
Company’s share registry whether in Australia or Malaysia to receive formal notices and material electronically and to communicate
electronically. The Company operates an investor relations department.
CORPORATE GOVERNANCE
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7.
RISK MANAGEMENT
7.1
Approach to Risk Management and Internal Control
The Board recognises that risk management and internal compliance and control are key elements of good corporate governance.
The OMH Group’s Risk and Internal Control policy describes the manner in which the Company:
•
identifies, assesses, monitors and manages business and operational risks;
•
identifies material changes to the Company’s risk profile; and
•
designs, implements and monitors the effectiveness of the internal compliance and control framework.
The Company considers that effective risk management is about achieving a balanced approach to risk and reward. Risk management
enables the Company to capitalise on potential opportunities while mitigating potential adverse effects. Both mitigation and
optimisation strategies are considered equally important in risk management.
The Board monitors the adequacy of its risk management framework annually to ensure that it continues to be sound and deals
adequately with contemporary and emerging risks and that the OMH Group is operating with due regard to the risk appetite set by
the Board and discloses that reviews have taken place at the end of each reporting period. Members of the Board have an extensive
range of experience in exploration, mining, smelting, trading, human resource and capital management, legal, finance, financial
reporting, corporate strategy and governance across a range of industries to apply to the risk evaluation process.
7.2
Risk Management Roles and Responsibilities
The Company does not have a risk committee. The Board has decided that no efficiencies will be achieved by establishing a separate
risk committee. The full Board is responsible for reviewing and approving the Company’s risk management strategy, policy and key
risk parameters, including determining the OMH Group’s appetite for country specific risk and major investment decisions.
The Board is also responsible for satisfying itself that management has developed and implemented a sound system of risk
management and internal control. Rather than separately constituting an additional committee of the Board, the Board has
delegated oversight of the risk and internal control policy, including review of the effectiveness of the OMH Group’s internal control
framework and risk management process, to the key executive management team in conjunction with the Board. The Board
considers this structure to be the most effective means of (i) managing the various risks that are relevant to the OMH Group, and
(ii) monitoring the OMH Group’s compliance with the Risk and Internal Control policy.
Management is responsible for designing, implementing, reviewing and providing assurance as to the effectiveness of the risk
and internal control policy. These responsibilities include developing business risk identification, implementing appropriate risk
mitigation strategies and controls, monitoring effectiveness of controls and reporting on risk management capability.
Each business unit reports annually to the Board on its business plan, risk profile and management of risk.
The Board is responsible for the oversight of the OMH Group’s risk management and control framework. Responsibility for control
and risk management is delegated to the appropriate level of management within the OMH Group with the Chief Executive Officer
(with the support of the OMH Group’s most senior financial executives) having ultimate responsibility to the Board for the risk
management and control framework.
Risk management is reviewed at Board meetings and risk management culture is encouraged amongst employees and contractors.
7.3
Internal Audit
Since 2009, BDO LLP has been engaged to provide internal audit services to the OMH Group. The internal audit function is tendered
every two years.
The internal audit function is independent of both business management and of the activities it reviews. Internal audit provides
assurance that the design and operation of the OMH Group’s risk management and internal control systems are effective. A risk-
based audit approach is used to ensure that the higher risk activities in each business unit are targeted by the internal audit
program. All audits are conducted in a manner that conforms to international auditing standards. The assigned internal audit
team has all the necessary access to OMH Group management and information. The Audit Committee oversees and monitors the
internal auditor’s activities. It approves the annual audit program and receives reports from the internal auditor concerning the
effectiveness of internal control and risk management. The Audit Committee members have access to the internal auditors without
the presence of other management. The internal auditor has unfettered access to the Audit Committee and its Chairman.
Internal audit and external audit are separate and independent of each other.
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7.4
Integrity of Financial Reporting
Each year, the OMH Group’s Executive Chairman/Chief Executive Officer and Group Financial Controller report in writing to the
Board that:
•
the financial statements of the OMH Group for each half and full year present a true and fair view, in all material aspects, of
the OMH Group’s financial condition and results and are in accordance with accounting standards;
•
the above statement is founded on a sound system of risk management and internal compliance and control which
implements the policies adopted by the Board; and
•
the OMH Group’s risk management and internal compliance and control framework is operating efficiently and effectively
in all material respects.
The Board confirms that such a report was provided by the Executive Chairman and Group Financial Controller for the 2024 financial
year.
The Company provides interim (currently quarterly) updates of the OMH Group’s progress across all areas of its operations. The
Executive Chairman and the OMH senior management team are responsible for all such updates, which are reviewed by the Board.
Individual components are also reviewed by senior management with responsibility for the specific component subject matter.
7.5
Role of External Auditor
The OMH Group’s practice is to invite the external auditor to attend each annual general meeting and be available to answer
shareholder questions about the conduct of the audit and the preparation and content of the auditor’s report.
The Board (i) ensures that the appointment of the external auditor is limited in scope so as to maintain the independence of the
external auditor; and (ii) assesses, on a case-by-case basis, whether the provision of any non-audit services by the external auditor
that may be proposed, is appropriate.
The services considered unacceptable for provision by the external auditor include:
•
internal audit;
•
acquisition accounting due diligence where the external auditor is also the auditor of the other party;
•
transactional support for acquisitions or divestments where the external auditor is also the auditor of the other party;
•
book-keeping and financial reporting activities to the extent such activities require decision-making ability and/or posting
entries to the ledger;
•
the design, implementation, operation or supervision of information systems and provision of systems integration services;
•
independent expert reports;
•
financial risk management; and
•
taxation planning and taxation transaction advice.
It is a requirement that there is a rotation of the external audit partner at least every five years and there is a prohibition in relation
to the re-involvement of a previous audit partner in the audit service for two years following rotation.
7.6
Periodic Corporate Reports
From time to time, OMH releases periodic corporate reports which are not subject to review or audit by OMH’s external auditors.
An example in OMH’s case is the Quarterly Market Update Reports. Where a periodic report is not subject to review/audit, OMH
ensures it employs processes which minimise the chance of errors in the report. The processes adopted depend to some extent on
the nature of the report being issued. Generally, this involves engaging with relevant internal stakeholders throughout the report
generation process from start to finish, culminating in internal sign-off by relevant stakeholders that the portion of the report to
which they have contributed is accurate.
All periodic reports are also subject to approval from the Board before release and this approval process includes confirmation
from management to the Directors that the relevant report has been reviewed and is accurate.
7.7
Economic, Environmental and Social Sustainability Risks
The OMH Group undertakes mining, smelting and marketing and trading operations in varying jurisdictions and, as such, faces risks
inherent to its businesses, including financing and economic, environmental and social sustainability risks, which may materially
impact the OMH Group’s ability to create or preserve value for security holders over the short, medium or long term.
The OMH Group believes that long-term success hinges on sustainable development that benefits the business, stakeholders and
the environment. To this end, each business unit has adopted a policy of responsible, proactive environmental management and
will work to ensure compliance with relevant legislative obligations during its exploration and development activity. The OMH
Group is committed to delivering favourable results for shareholders while at the same time ensuring that its economic success is
balanced alongside its environmental and social responsibilities.
The OMH Group appreciates the importance of community consultation and facilitates the involvement and awareness of relevant
communities and their representatives when undertaking any exploration or development activity. Through a proactive policy of
self-regulation, legislative compliance and community involvement, the OMH Group is working hard to deliver on its short and
long-term business objectives while ensuring that relevant social and environmental considerations are included as part of any
decision-making process.
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The OMH Group will continue its policy of sustainable development in the interests of meeting the expectations of its shareholders
without compromising the health or vitality of both the natural and social environment.
The OMH Group prepares and publishes a Sustainability Statement in its Annual Report and on its website.
The Company has adopted an Environmental Policy, a Human Rights Policy and a Community Relations Policy, to assist with
monitoring environmental and social sustainability risks. The Company is committed to respecting Human Rights throughout the
countries in which it operates and to ensuring that sound environmental management and safety practices are carried out in
its operational activities. Resources have been focused on establishing and maintaining a culture of best practice through the
implementation of Occupational Health and Safety Plans and Environmental Management Plans at each of the key OMH Group
operations.
7.8
Anti-Bribery and Corruption
Bribery and corruption have serious impacts on the social, economic and political environment of many countries. The effects of
bribery and corruption impact both individuals and businesses in the world’s poorest countries. The Company is committed to the
fight against bribery and corruption and expects all of its employees and representatives to comply with both the letter and spirit
of the laws that govern OMH Group’s operations in Australia, Malaysia, China and Singapore.
The Company has adopted an Anti-Bribery and Corruption Standard Policy in compliance with Recommendation 3.4 of the ASX
Corporate Governance Council. The Policy provides an overview of requirements arising from Foreign Bribery Laws and the various
laws prohibiting fraudulent and corrupt behaviour generally. This Policy is intended to be a common-sense manual to enable OMH
employees and representatives to understand and comply with their obligations under these laws.
The Company is committed to ensuring that its corporate culture, in all of its offices and operations worldwide, discourages
fraudulent and corrupt conduct. Notwithstanding laws to the contrary, the fact that bribery and corruption may be tolerated or
encouraged in some of the countries in which OMH operates does not affect a commitment to best business practice.
Subject to confidentiality obligations, the reporting of any such incidents must occur annually to the Board and half yearly to the
Audit Committee. If the material on hand potentially involves a breach of the law, the matter shall immediately be referred to the
Chairman of the Audit Committee.
The Company’s Anti-Bribery and Corruption Policy can be found on the Company’s website.
8.
ENCOURAGE ENHANCED PERFORMANCE
Board and management effectiveness are dealt with on a continuous basis by management and the Board, with differing degrees
of involvement from various Directors and management, depending upon the nature of the matter.
The Board aims to periodically evaluate its performance, the performance of its Committees and individual directors to determine
whether or not it is functioning effectively by referencing the Board Charter and current best practice. The Board did not conduct
a formal review or self-evaluation process during the 2024 financial year. However, an annual review was undertaken in relation to
the composition and skills mix of the Directors.
The performance of all Directors is reviewed by the Executive Chairman on an ongoing basis and any Director whose performance is
considered unsatisfactory may be asked to retire. The Executive Chairman’s performance is reviewed by the other Board members.
The Company has established firm guidelines to identify the measurable and qualitative indicators of the Director’s performance
during the course of the year. These guidelines include:
•
attendance at all Board meetings. Missing more than three consecutive meetings without reasonable excuse will result in
that Director’s position being reviewed; and
•
attendance at the Company’s shareholder meetings. Non-attendance without reasonable excuse will result in that Director’s
position being reviewed.
The performance of each Director retiring at the next annual general meeting is taken into account by the Board in determining
whether or not the Board should support the re-election of each such Director. Board support for a Director’s re-election is not
automatic and is subject to satisfactory Director performance.
Arrangements put in place by the Board to monitor the performance of the OMH Group’s Executive Directors and senior executives
include:
•
a review by the Board of the OMH Group’s financial performance;
•
annual performance appraisal meetings incorporating analysis of key performance indicators with each individual; and
•
regular reporting from the Chief Executive Officer which monitors the performance of the Company’s executives to ensure
that the level of reward is aligned with respective responsibilities and individual contributions made to the success of the
OMH Group.
The Remuneration Committee reviews and makes recommendations to the Board on the criteria for and the evaluation of the
performance of the Executive Chairman and the Chief Executive Officer.
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The Board confirms that a formal review commenced in 2024 and was completed in 2025 in accordance with these arrangements,
in relation to the performance of the Company’s Executive Directors and senior management during the 2024 financial year.
All senior Executives and Directors are encouraged to attend professional development courses relevant to their roles.
Executive Remuneration Policy
The OMH Group’s remuneration policy aims to reward executives fairly and responsibly in accordance with the international market
for executives and ensure that the Company:
•
provides competitive rewards that attract, retain and motivate executives of the highest calibre;
•
sets demanding levels of performance which are clearly linked to an executive’s remuneration;
•
structures remuneration at a level that reflects the executive’s duties and accountabilities and is, where required, competitive
within Australia , Malaysia and Singapore and, for certain roles, internationally;
•
benchmarks remuneration against other appropriate comparable groups;
•
aligns executive incentive rewards with the creation of value for shareholders; and
•
complies with applicable legal requirements and appropriate standards of governance.
Executive remuneration is reviewed annually having regard to individual and business performance (compared against agreed
financial and non-financial performance measures set at the start of the year), relevant comparative information and expert advice
from both internal and independent external sources.
Remuneration consists of the following key elements:
•
fixed remuneration (which includes base salary, superannuation contributions or equivalents and other allowances such as
motor vehicle and health insurance); and
•
variable annual reward (related to the Company’s and/or individual performance dictated by benchmark criteria).
The operational targets for the Executive Directors and senior executives consist of a number of key performance indicators
including safety, production, operating expenditure, return on shareholders’ funds, enhancing corporate credibility and creation
of value for shareholders.
At the end of the calendar year, the Board assesses the actual performance of the consolidated entity and an individual against the
key performance indicators previously set. Any cash incentives (including bonuses) and/or options granted require Board approval.
Options proposed to be granted to any Directors also require shareholder approval. The entry into hedging arrangements in
respect of any unvested incentive securities is not permitted.
Remuneration levels are competitively set to attract and retain appropriately qualified and experienced Directors. The Board seeks
independent advice on the appropriateness of remuneration packages, given trends in comparative companies both locally and
internationally. Remuneration packages include fixed remuneration with bonuses or equity-based remuneration entirely at the
discretion of the Board based on the performance of the OMH Group.
As OMH is incorporated in Bermuda, it is not required to disclose the nature and amount of remuneration for each Director.
However, in the interests of good corporate governance, the following table provides the remuneration details of all Directors of
the Company (and the nature and amount of their remuneration) for the year ended 31 December 2024.
Primary
Post Employment
Director
Base
Remuneration
Directors
Fees
Performance
Bonus
Defined
Contributions
Total
US$’000
US$’000
US$’000
US$’000
US$’000
Low Ngee Tong(i)
974
-
190(vii)
6
1,170
Zainul Abidin Rasheed(ii)
-
86
-
-
86
Julie Anne Wolseley(iii)
-
112(viii)
-
-
112
Tan Peng Chin(iv)
-
79
-
-
79
Dato’ Abdul Hamid Bin Sh
Mohamed(v)
-
79
-
-
79
Tan Ming-li(vi)
-
79
-
-
79
974
435
190
6
1,605
(i)
Mr Low Ngee Tong has been the Executive Chairman since October 2008 (and was subsequently appointed as Chief Executive Officer).
(ii)
Mr Zainul Abidin Rasheed was appointed as a Director on 3 October 2011.
(iii)
Ms Julie Wolseley was appointed as a Director on 24 February 2005.
(iv)
Mr Tan Peng Chin was appointed as a Director on 14 September 2007.
(v)
Dato Hamid was appointed as a Director on 10 May 2021.
(vi)
Ms Tan Ming-li was appointed as a Director on 10 May 2021.
(vii)
Inclusive of US$ 190,000 for profit sharing for 2024 that has been accrued and is expected to be paid in 2025.
(viii)
Inclusive of director’s fee of US$33,000 paid to Director who is a non-executive director of OMM.
The Non-Executive Directors of the Company do not earn additional fees for undertaking their respective duties on the Audit Committee and Remuneration Committee.
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9.
RECOGNISE THE LEGITIMATE INTERESTS OF STAKEHOLDERS
The Company has introduced a formal Privacy Policy. The Company is committed to respecting the privacy of stakeholders’ personal
information. This Privacy Policy sets out the Company’s personal information management practices and covers the application of
privacy laws, personal information collection, the use and disclosure of personal information, accessing and updating stakeholders’
information and the security of stakeholders’ information.
Other than the introduction of a formal Privacy Policy, the Board has not adopted any other additional formal codes of conduct to
guide compliance with legal and other obligations to legitimate stakeholders, as it considers, in the context of the size and nature
of the Company, that it would not improve the present modus operandi.
As at 31 December 2024, the Company complied in all material respects with each of the Corporate Governance Principles and the
corresponding Recommendations as published by the ASX Corporate Governance Council except as noted below:
As the Company’s activities increase in size, scope and/or nature, the Company’s corporate governance principles will continue to
be reviewed by the Board and amended as appropriate.
Recommendation
Reference
Notification of
Departure
Explanation for Departure
1.5
Disclose the
measurable
objectives
for achieving
gender diversity
The Diversity Policy outlines the strategies and process according to which the Board
will set measurable objectives to achieve the aims of its Diversity Policy, with particular
focus on gender diversity within the Company and representation from indigenous
communities. The Board did not set measurable gender diversity objectives for the
past financial year because the Board considered the application of a measurable
gender diversity objective requiring a specified proportion of women on the Board
and in senior executive roles would, given the relative size of the Company and the
Board, unduly limit the Company from applying the Diversity Policy as a whole and
the Company’s policy of appointing based on skills and merit. The Board is committed
to appointing the best person into any position. The Company also builds strong
relationships with its Indigenous communities and has training and employment
programs in place to encourage greater participation in the Company’s workforce.
The Board is responsible for monitoring the Company’s performance in meeting
the Diversity Policy requirements, including the achievement of diversity objectives.
The Board may establish appropriate measurable objectives and to report progress
against them in future Annual Reports.
1.6 and 1.7
Disclose
whether a
performance
evaluation
of the Board
and Senior
Executives
has been
undertaken
A formal performance evaluation process for the Senior Executives was completed
in 2024. A formal performance evaluation for the Board commenced in 2024 and is
expected to be completed in 2025. The Executive Chairman does however informally
review the composition of the Board and its committees and does where required
meet with individual Board members.
2.1
A separate
Nomination
Committee
should be
established
The Board of the Company has not formed a separate nomination committee. The
Board as a whole undertakes the process of reviewing the skill base and experience of
existing Directors to enable identification of the attributes required in new Directors.
The Board has decided that no efficiencies will be achieved by establishing a separate
nomination committee. Where appropriate, independent consultants are engaged
to identify possible new candidates for the Board. The Board ensures that prior to
appointing a director or recommending a new candidate for election as a director that
appropriate checks are undertaken as to the persons character, experience, education,
criminal record and bankruptcy history.
CORPORATE GOVERNANCE
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Recommendation
Reference
Notification of
Departure
Explanation for Departure
2.5
The chair
should be an
independent
director and
should not
be the same
person as the
Chief Executive
Officer
The Company’s current Executive Chairman and Chief Executive Officer, Mr Low, is not
considered by the Board to be independent in the light of the factors outlined in Box
2.5 of the ASX Corporate Governance Council’s Principles and Recommendations 4th Edition
which indicate when a director may not be considered to be an independent director.
Refer Section 1.2 of the Corporate Governance Statement. However the Board considers
that Mr Low’s position as both Executive Chairman and CEO is appropriate given his
world-wide experience and specialised understanding of the global manganese and
ferro alloy industry. Furthermore, the Board believes that Mr Low has the range of
skills, knowledge, and experience necessary to effectively govern the Company and
to understand the economic sectors in which the Company operates. In addition, it
should be noted that Mr Low is a substantial and longstanding shareholder of the
Company and, as such, is able to clearly identify with the interests of shareholders as
a whole. Mr Low was instrumental in the formation of the Company and has for over
31 years overseen its rapid growth and success. The dual role of Mr Low is balanced
by the Deputy Chairman Mr Zainul Abidin Rasheed who is an independent Non-
Executive Director. In this role, Mr Zainul chairs the discussions of the Non-Executive
Directors. The Board believes that there are sufficient internal controls in place to
ensure adequate accountability, transparency and effective oversight by the Board
such that an appropriate balance of power and authority is exercisable by the Board
for objective decision-making in the best interests of the OMH Group. Accordingly, Mr
Low is the best person to undertake the Executive Chairman role and the Board does
not believe it is necessary at this stage to appoint an independent chair of the Board.
2.6
A listed entity
should have a
program for
inducting new
directors
The Company does not consider it necessary, in the light of the size of the Board and
the relatively low turn-over of Directors, to have a separate formal induction program
for new Directors. All new Directors are given sufficient support from the Board in
order to familiarise themselves with the Company and its governance protocols as well
as being adequately briefed about the OMH Group’s activities, strategies and actual
and budgeted financial positions. All new Directors are appointed through a written
agreement with the Company that sets out all their duties, rights and responsibilities.
New Directors are also provided with the Board Meeting schedule and have the
opportunity to visit the operations each year on a rotational basis as part of the
familiarisation process.
7.1
The board of
a listed entity
should have a
committee or
committees to
oversee risk.
Rather than separately constituting an additional committee of the Board, the entire
Board has delegated oversight of the risk and internal control policy, including review
of the effectiveness of OMH’s internal control framework and risk management
process, to the key executive management team in conjunction with the Board.
The Board considers this structure to be the most effective means of (i) managing
the various risks that are relevant to the OMH Group and (ii) monitoring the OMH
Group’s compliance with the Risk and Internal Control policy. In addition from a Board
perspective the following processes occur to oversee the entity’s risk management
framework:
•
‘Risk’ is a standing agenda item at each quarterly Board meeting; and
•
Prior to the approval of the Company’s statutory financial statements, the
Audit Committee has the opportunity to meet with the Company’s auditors as
appropriate.
The Company is committed to the identification, monitoring and management of
material business risks of its activities via its risk management framework which
includes health and safety, environmental governance, community, operational risk
management, business risk management and legal and regulatory compliance.
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Recommendation
Reference
Notification of
Departure
Explanation for Departure
8.3
A listed entity
which has an
equity-based
remuneration
scheme should:
(a) have a policy
on whether
participants
are permitted
to enter into
transactions
(whether
through the use
of derivatives
or otherwise)
which limit the
economic risk of
participating in
the scheme; and
(b) disclose
that policy or a
summary of it.
The Company does not currently have an equity-based remuneration scheme in
operation and this recommendation is therefore not applicable.
Approved by the Board 21 April 2025.
CORPORATE GOVERNANCE
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OM HOLDINGS LIMITED | ANNUAL REPORT 2024
The Directors are pleased to present their statement to the members together with the audited consolidated financial statements
of OM Holdings Limited (“the Company”) and its subsidiaries (collectively, the “Group”) for the financial year ended 31 December
2024 and the statement of financial position of the Company as at 31 December 2024.
In the opinion of the Directors,
(a)
the consolidated financial statements of the Group and the statement of financial position of the Company are drawn up
so as to give a true and fair view of the financial position of the Group and of the Company as at 31 December 2024 and the
financial performance, changes in equity and cash flows of the Group for the financial year ended on that date; and
(b)
at the date of this statement, there are reasonable grounds to believe that the Company will be able to pay its debts as and
when they fall due.
The Board of Directors has on the date of this statement, authorised these financial statements for issue.
Names of Directors
The Directors of the Company in office at the date of this statement are:
Low Ngee Tong
(Executive Chairman and Chief Executive Officer)
Zainul Abidin Rasheed
(Independent Deputy Chairman)
Julie Anne Wolseley
(Non-Executive Director and Joint Company Secretary)
Tan Peng Chin
(Independent Non-Executive Director)
Dato’ Abdul Hamid Bin Sh Mohamed
(Independent Non-Executive Director)
Tan Ming-li
(Independent Non-Executive Director)
In accordance with Bye-law 88(1) of the Company’s Bye-laws, one-third of the Directors (excluding the Chief Executive Officer) retire
at the forthcoming annual general meeting and, being eligible, offer themselves for re-election.
Arrangements to enable Directors to acquire shares or debentures
Other than as disclosed in the financial statements, during and at the end of the financial year, neither the Company nor any of
its subsidiaries was a party to any arrangement of which the object was to enable the Directors to acquire benefits through the
acquisition of shares in or debentures of the Company or any other corporate body.
DIRECTORS’ STATEMENT
FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2024
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OM HOLDINGS LIMITED | ANNUAL REPORT 2024
Directors’ interests in shares
None of the Directors who held office at the end of the financial year had any interests in the shares of the Company or its related
corporation, except as follows:
Holdings registered
in the name of
director or nominee
Holdings in which
director is deemed
to have an interest
As at
1.1.2024
As at
31.12.2024
As at
1.1.2024
As at
31.12.2024
The Company -
Number of ordinary shares fully paid
Low Ngee Tong
68,861,231
68,861,231
–
–
Julie Anne Wolseley
5,562,002
5,562,002
–
–
Tan Peng Chin
(1)2,035,200
(1)2,035,200
–
–
Note:
(1) 2,035,200 (2023 - 2,035,200) shares are held by bank brokerage firms on behalf of Mr Tan Peng Chin.
Shares Options
No options were granted during the financial year to take up unissued shares of the Company or any corporation in the Group.
No shares of the Company or any corporation in the Group were issued during the financial year by virtue of the exercise of options.
There were no unissued shares of the Company or any corporation in the Group under option at the end of the financial year.
Audit Committee
The Audit Committee at the end of the financial year comprised the following members:
Dato’ Abdul Hamid Bin Sh Mohamed (Chairman)
Julie Anne Wolseley
Tan Ming-li
The Audit Committee performs the functions set out in the Audit Committee Charter available on the Company’s website. The
Company has also considered the fourth edition of the Corporate Governance Principles and Recommendations with relevant
amendments developed by the ASX Corporate Governance Council. In performing those functions, the Audit Committee has
reviewed the following:
i.
overall scope of both the internal and external audits and the assistance given by the Company’s officers to the auditors. It
has met with the Company’s internal and external auditors to discuss the results of their respective examinations and their
evaluations of the Company’s systems of internal accounting controls;
ii.
the audit plan of the Company’s independent auditor and any recommendations on internal accounting controls arising
from the statutory audit; and
iii.
the half-yearly financial information and the statement of financial position of the Company and the consolidated financial
statements of the Group for the financial year ended 31 December 2024 as well as the auditor’s report thereon.
DIRECTORS’ STATEMENT
FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2024
129
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
Audit Committee (Cont’d)
The Audit Committee has full access to management and is given the resources required for it to discharge its functions. It has full
authority and the discretion to invite any Director or executive officer to attend its meetings. The Audit Committee also recommends
the appointment of the external auditor and reviews the level of audit and non-audit fees.
The Audit Committee is satisfied with the independence and objectivity of the external auditor and has recommended to the Board
of Directors that the auditor, Foo Kon Tan LLP, be nominated for re-appointment as auditor at the forthcoming Annual General
Meeting of the Company.
Independent auditor
The independent auditor, Foo Kon Tan LLP, Public Accountants and Chartered Accountants, has expressed its willingness to accept
the re-appointment.
On behalf of the Directors
LOW NGEE TONG
Executive Chairman and Chief Executive Officer
Dated: 19 March 2025
DIRECTORS’ STATEMENT
FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2024
130
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
INDEPENDENT AUDITOR’S REPORT
TO THE MEMBERS OF OM HOLDINGS LIMITED
Report on the Audit of the Financial Statements
Opinion
We have audited the accompanying financial statements of OM Holdings Limited (the “Company”) and its subsidiaries (collectively,
the “Group”), which comprise the statements of financial position of the Company and the Group as at 31 December 2024, and the
consolidated statement of comprehensive income, consolidated statement of changes in equity and consolidated statement
of cash flows of the Group for the year then ended, and notes to the financial statements, including material accounting policy
information.
In our opinion, the accompanying consolidated financial statements of the Group and the statement of financial position of the
Company are properly drawn up in accordance with the International Financial Reporting Standards (IFRSs) so as to give a true and
fair view of the financial position of the Company and the consolidated financial position of the Group as at 31 December 2024 and
of the consolidated financial performance, consolidated changes in equity and consolidated cash flows of the Group for the year
ended on that date.
Basis for Opinion
We conducted our audit in accordance with International Standards on Auditing (ISAs). Our responsibilities under those standards
are further described in the Auditor’s Responsibilities for the Audit of the Financial Statements section of our report. We are
independent of the Group in accordance with the International Ethics Standards Board for Accountants’ Code of Professional
Conduct and Ethics for Professional Accountants (IESBA Code) together with the ethical requirements that are relevant to our
audit of the financial statements in Singapore, and we have fulfilled our other ethical responsibilities in accordance with these
requirements and the IESBA Code. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a
basis for our opinion.
Key Audit Matters
Key audit matters are those matters that, in our professional judgement, were of most significance in our audit of the financial
statements of the current period. These matters were addressed in the context of our audit of the financial statements as a whole,
and in forming our opinion thereon, and we do not provide a separate opinion on these matters.
Key audit matter:
Impairment of non-
financial assets
Risk:
The Group’s non-financial assets comprise
property, plant and equipment, land use
rights,
exploration
and
evaluation
costs,
mine
development
costs
and
right-of-use
assets amounted to US$423.3 million as at 31
December 2024. Non-financial assets are tested
for impairment whenever events or changes in
circumstances indicate that the carrying amount
may not be recoverable. These impairment
indicators include net loss and net operating
cash outflows for the year. An impairment
loss is recognised for the amount by which the
asset’s carrying amount exceeds its recoverable
amount. The recoverable amount (higher of fair
value less costs of disposal and value in use) is
based on cash flow projections covering a five-
year period with certain key assumptions, such
as the budgeted gross margin, the perpetual
growth rate and discount rate per cash-
generating unit (CGU). These assumptions which
are determined by management are judgmental.
A CGU is defined as the smallest identifiable
group of assets that generates cash inflows that
are largely independent of the cash inflows from
other assets or groups of assets. In determining
appropriate
CGU
level,
the
Group
has
considered whether there are: active markets
for intermediate products; external users of
the processing assets or smelting operations
through the use of shared infrastructure; stand-
alone mines or smelting plants operated on a
portfolio basis. Significant judgement is required
by management to determine whether multiple
assets should be grouped to form a CGU.
Response:
Our audit procedures included among others,
assessing appropriateness of CGUs identified
by
management,
evaluating
management’s
assessment for impairment indicators, reviewing
the valuation model and assumptions used in
determining the recoverable amount of CGUs, and
challenging management’s assumptions in our
evaluation of the model.
We
evaluated
whether
there
had
been
significant changes in the external and internal
factors considered by the Group in assessing
whether indicators of impairment exist. In the
assessment of impairment, the Group takes into
account the indicative open market prices of the
finished products from independent experts
and publication reports, and uses inputs, such
as market growth rate, weighted average cost
of capital and other factors, typical of similar
smelting industries. Senior management has
applied its knowledge of the business in its regular
review of these estimates. We also evaluated the
adequacy of disclosures about key assumptions
and sensitivities.
The disclosures about the Group’s property, plant
and equipment, land use rights, exploration and
evaluation costs, mine development costs and
right-of-use assets are included in Notes 4, 5, 6, 7
and 9 to the financial statements respectively.
131
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
Key Audit Matters (Cont’d)
Key audit matter:
Recognition of deferred
tax assets
Risk:
The Group recognised deferred tax assets based
on unutilised tax losses and other temporary
differences. The Group exercised its judgement to
determine the amount of deferred tax assets that
can be recognised, to the extent that it is probable
that future taxable profit will be available against
which the temporary differences can be utilised.
As at 31 December 2024, the Group recognised
deferred tax assets of US$11.1 million.
Response:
Our audit procedures included among others,
understanding of the local tax regulations and
review of management’s assessment on the
recognition of deferred tax assets. We have
also assessed the profit forecast to evaluate the
reasonableness of the recognition of deferred
tax assets.
We discussed with the Group’s key management
and considered their views on the Group’s
recoverability of deferred tax assets, to the
extent that it is probable that future taxable
income will be available against which the
temporary differences can be utilised. We also
focused on the adequacy of disclosures about
key assumptions and sensitivities.
The disclosures about the Group’s deferred tax
assets are included in Note 10 to the financial
statements.
Other Information
Management is responsible for the other information. The other information comprises the information included in the annual
report, but does not include the financial statements and our auditor’s report thereon. The annual report is expected to be made
available to us after that date.
Our opinion on the financial statements does not cover the other information and we will not express any form of assurance
conclusion thereon.
In connection with our audit of the financial statements, our responsibility is to read the other information identified above when it
becomes available and, in doing so, consider whether the other information is materially inconsistent with the financial statements
or our knowledge obtained in the audit, or otherwise appears to be materially misstated.
When we read the annual report, if we conclude that there is a material misstatement therein, we are required to communicate the
matter to those charged with governance and take appropriate actions in accordance with ISAs.
Responsibilities of Management and Those Charged With Governance for the Financial Statements
Management is responsible for the preparation of financial statements that give a true and fair view in accordance with IFRSs, and
for such internal controls as management determines is necessary to enable the preparation of financial statements that are free
from material misstatement, whether due to fraud or error.
In preparing the financial statements, management is responsible for assessing the Group’s ability to continue as a going concern,
disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless management
either intends to liquidate the Group or to cease operations, or has no realistic alternative but to do so.
Those charged with governance are responsible for overseeing the Group’s financial reporting process.
Auditor’s Responsibilities for the Audit of the Financial Statements
Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material
misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance
is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs will always detect a material
misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the
aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial
statements.
As part of an audit in accordance with ISAs, we exercise professional judgement and maintain professional scepticism throughout
the audit. We also:
•
Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and
perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a
basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting
from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal
control.
•
Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in
the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Group’s internal control.
•
Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related
disclosures made by management.
INDEPENDENT AUDITOR’S REPORT
TO THE MEMBERS OF OM HOLDINGS LIMITED
132
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
INDEPENDENT AUDITOR’S REPORT
TO THE MEMBERS OF OM HOLDINGS LIMITED
Auditor’s Responsibilities for the Audit of the Financial Statements (Cont’d)
•
Conclude on the appropriateness of management’s use of the going concern basis of accounting and, based on the audit
evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on
the Group’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw
attention in our auditor’s report to the related disclosures in the financial statements or, if such disclosures are inadequate, to
modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor’s report. However,
future events or conditions may cause the Group to cease to continue as a going concern.
•
Evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and whether the
financial statements represent the underlying transactions and events in a manner that achieves fair presentation.
•
Plan and perform the group audit to obtain sufficient appropriate audit evidence regarding the financial information of
the entities or business units within the group as a basis for forming an opinion on the group financial statements. We are
responsible for the direction, supervision and review of the audit work performed for purposes of the group audit. We remain
solely responsible for our audit opinion.
We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit
and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.
We also provide those charged with governance with a statement that we have complied with relevant ethical requirements
regarding independence, and to communicate with them all relationships and other matters that may reasonably be thought to
bear on our independence, and where applicable, actions taken to eliminate threats or safeguards applied.
From the matters communicated with those charged with governance, we determine those matters that were of most significance
in the audit of the financial statements of the current period and are therefore the key audit matters. We describe these matters in
our auditor’s report unless law or regulation precludes public disclosure about the matter or when, in extremely rare circumstances,
we determine that a matter should not be communicated in our report because the adverse consequences of doing so would
reasonably be expected to outweigh the public interest benefits of such communication.
The engagement partner on the audit resulting in this independent auditor’s report is Mr Ling Guo Leng.
Foo Kon Tan LLP
Public Accountants and
Chartered Accountants
Singapore,
19 March 2025
133
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
STATEMENTS OF FINANCIAL POSITION
AS AT 31 DECEMBER 2024
The Company
The Group
31 December
31 December
31 December
31 December
2024
2023
2024
2023
Note
US$’000
US$’000
US$’000
US$’000
Assets
Non-Current
Property, plant and equipment
4
−
−
408,194
426,084
Land use rights
5
−
−
6,577
5,515
Exploration and evaluation costs
6
−
−
2,635
2,771
Mine development costs
7
−
−
644
1,388
Investment property
8
−
−
411
419
Right-of-use assets
9
−
−
5,253
5,704
Deferred tax assets
10
−
−
11,076
12,161
Interests in subsidiaries
11
83,368
93,193
−
−
Interests in associates
12
−
−
79,245
84,107
83,368
93,193
514,035
538,149
Current
Inventories
13
−
−
313,932
292,349
Trade and other receivables
14
27,877
14,448
42,383
38,532
Capitalised contract costs
15
−
−
637
301
Prepayments
158
172
2,356
1,773
Derivatives
16
−
−
−
137
Cash and bank balances
17
29
13
67,904
69,701
28,064
14,633
427,212
402,793
Total assets
111,432
107,826
941,247
940,942
Equity
Capital and Reserves
Share capital
18
32,976
32,976
32,976
32,976
Treasury shares
19
(2,058)
(2,058)
(2,058)
(2,058)
Reserves
20
8,366
16,123
385,669
380,439
39,284
47,041
416,587
411,357
Non-controlling interests
−
-
3,579
3,269
Total equity
39,284
47,041
420,166
414,626
Liabilities
Non-Current
Borrowings
21
−
−
77,576
169,110
Lease liabilities
22
−
−
2,009
2,732
Trade and other payables
23
−
−
137
36,730
Provisions
24
−
−
3,393
4,579
Deferred tax liabilities
10
−
−
30,131
26,953
Deferred capital grant
25
−
−
5,998
6,564
−
−
119,244
246,668
Current
Borrowings
21
−
−
142,169
96,349
Lease liabilities
22
−
−
3,621
2,621
Trade and other payables
23
72,148
60,785
202,073
153,564
Provisions
24
−
−
487
−
Derivatives
16
−
−
28
−
Deferred capital grant
25
−
−
567
567
Contract liabilities
26
−
−
46,981
23,326
Income tax payables
−
−
5,911
3,221
72,148
60,785
401,837
279,648
Total liabilities
72,148
60,785
521,081
526,316
Total equity and liabilities
111,432
107,826
941,247
940,942
The annexed notes form an integral part of and should be read in conjunction with these financial statements.
134
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
CONSOLIDATED STATEMENT OF COMPREHENSIVE INCOME
FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2024
The annexed notes form an integral part of and should be read in conjunction with these financial statements.
Year ended
Year ended
31 December
31 December
2024
2023
Note
US$’000
US$’000
Revenue
3
654,274
589,235
Cost of sales
(541,057)
(494,416)
Gross profit
113,217
94,819
Other income
27
2,917
23,508
Distribution costs
(31,438)
(28,985)
Administrative expenses
(17,044)
(14,782)
Other operating expenses
(24,590)
(19,469)
Finance costs
28
(29,454)
(27,519)
Profit from operations
13,608
27,572
Share of results of associates
4,333
5,135
Profit before income tax
28
17,941
32,707
Tax expense
29
(8,223)
(14,347)
Profit for the year
9,718
18,360
Other comprehensive income, net of tax:
Items that may be reclassified subsequently to profit or loss
Currency translation differences arising from foreign
subsidiaries (attributable to owners of the Company)
(4,045)
(2,641)
Realisation of foreign exchange reserve upon disposal of subsidiary
11
−
(1,782)
Cash flow hedges
30
(45)
(47)
(4,090)
(4,470)
Items that will not be reclassified subsequently to profit or loss
Currency translation differences arising from foreign
subsidiaries (attributable to non-controlling interests)
(104)
(59)
Other comprehensive income for the year, net of tax
(4,194)
(4,529)
Total comprehensive income for the year
5,524
13,831
Profit attributable to:
Owners of the Company
9,304
18,136
Non-controlling interests
414
224
9,718
18,360
Total comprehensive income attributable to:
Owners of the Company
5,214
13,666
Non-controlling interests
310
165
5,524
13,831
Profit per share
Cents
Cents
- Basic
31
1.22
2.45
- Diluted
31
1.22
2.45
135
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
CONSOLIDATED STATEMENT OF CHANGES IN EQUITY
FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2024
Share
capital
US$’000
Treasury
shares
US$’000
Share
premium
US$’000
Non-
distributable
reserve
US$’000
Capital
reserve
US$’000
Hedging
reserve
US$’000
Exchange
fluctuation
reserve
US$’000
Retained
profits
US$’000
Total
attributable
to equity
holders of
the parent
US$’000
Non-
controlling
interests
US$’000
Total
equity
US$’000
At 1 January 2024
32,976
(2,058)
164,864
1,419
(10,947)
225
(44,562)
269,440
411,357
3,269
414,626
Profit for the year
−
−
−
−
−
−
−
9,304
9,304
414
9,718
Other comprehensive income for the year
−
−
−
−
−
(45)
(4,045)
−
(4,090)
(104)
(4,194)
Total comprehensive income for the year
−
−
−
−
−
(45)
(4,045)
9,304
5,214
310
5,524
Dividends forfeited
−
−
−
−
−
−
−
16
16
−
16
Transactions with owners
−
−
−
−
−
−
−
16
16
−
16
At 31 December 2024
32,976
(2,058)
164,864
1,419
(10,947)
180
(48,607)
278,760
416,587
3,579
420,166
Share
capital
US$’000
Treasury
shares
US$’000
Share
premium
US$’000
Non-
distributable
reserve
US$’000
Capital
reserve
US$’000
Hedging
reserve
US$’000
Exchange
fluctuation
reserve
US$’000
Retained
profits
US$’000
Total
attributable
to equity
holders of
the parent
US$’000
Non-
controlling
interests
US$’000
Total
equity
US$’000
At 1 January 2023
32,035
(2,058)
156,920
7,922
(10,947)
272
(40,139)
252,105
396,110
3,624
399,734
Profit for the year
−
−
−
−
−
−
−
18,136
18,136
224
18,360
Other comprehensive income for the year
−
−
−
−
−
(47)
(4,423)
−
(4,470)
(59)
(4,529)
Total comprehensive income for the year
−
−
−
−
−
(47)
(4,423)
18,136
13,666
165
13,831
Dividends
−
−
−
−
−
−
−
(7,304)
(7,304)
(520)
(7,824)
Issuance of ordinary shares
941
−
7,944
−
−
−
−
−
8,885
−
8,885
Transactions with owners
941
−
7,944
−
−
−
−
(7,304)
1,581
(520)
1,061
Transfers from statutory reserve
−
−
−
(6,503)
−
−
−
6,503
−
−
−
At 31 December 2023
32,976
(2,058)
164,864
1,419
(10,947)
225
(44,562)
269,440
411,357
3,269
414,626
The annexed notes form an integral part of and should be read in conjunction with these financial statements.
136
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
CONSOLIDATED STATEMENT OF CASH FLOWS
FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2024
Year ended
Year ended
31 December
2024
31 December
2023
Note
US$’000
US$’000
Cash Flows from Operating Activities
Profit before income tax
17,941
32,707
Adjustments for:
Amortisation of land use rights
5, 28
127
126
Amortisation of deferred capital grant
25, 28
(567)
(567)
Amortisation of mine development costs
7, 28
490
490
Depreciation of property, plant and equipment
4, 28
25,845
32,204
Depreciation of right-of-use assets
9, 28
2,963
2,853
Depreciation of investment property
8, 28
8
8
Gain on disposal of property, plant and equipment
28
−
(396)
Gain on disposal of right-of-use assets
28
−
(173)
Loss on lease modification
28
7
−
Write-off of property, plant and equipment
28
14
822
Gain on disposal of subsidiary
11.1, 27
−
(20,157)
Reclassification from hedging reserve to profit or loss
30
(45)
(47)
Write-back of inventories to net realisable value, net
13, 28
(7,171)
(37,729)
Interest expense
28
29,454
27,519
Interest income
27
(777)
(982)
Unrealised loss/(gain) on derivatives
28
(137)
Share of results of associates
(4,333)
(5,135)
Operating profit before working capital changes
63,984
31,406
Increase in inventories
(13,260)
(20,741)
(Increase)/decrease in trade receivables
(4,449)
4,705
(Increase)/decrease in capitalised contract costs
(336)
236
(Increase)/decrease in prepayments, deposits and other receivables
(77)
1,466
Increase in contract liabilities
23,654
12,791
Increase in trade payables
15,976
915
Increase in other payables
862
5,722
Decrease in provisions
(699)
(200)
Cash generated from operations
85,655
36,300
Income tax paid
(2,384)
(6,048)
Net cash generated from operating activities
83,271
30,252
Cash Flows from Investing Activities
Payments for exploration and evaluation costs
6
(121)
(490)
Purchase of property, plant and equipment
4
(9,382)
(21,261)
Purchase of right-of-use asset (Note A)
(766)
(21)
Proceeds from disposal of property, plant and equipment
107
458
Proceeds from disposal of right-of-use assets
−
174
Proceeds from disposal of subsidiary, net of cash disposed
11.1
−
10,332
Dividends received from an associate
12
1,811
5,305
Interest received
777
982
Net cash used in investing activities
(7,574)
(4,521)
137
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
CONSOLIDATED STATEMENT OF CASH FLOWS
FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2024
Year ended
Year ended
31 December
2024
31 December
2023
Note
US$’000
US$’000
Cash Flows from Financing Activities
Repayment of bank and other loans (Note B)
(66,107)
(47,584)
Proceeds from bank and other loans (Note B)
22,170
57,990
Principal repayment of lease liabilities (Note B)
(3,014)
(2,636)
Decrease/(increase) in cash collateral
177
(45)
Dividends paid
−
(7,803)
Interest paid (Note B)
(29,523)
(26,919)
Proceeds from shares issuance
18
−
8,885
Net cash used in financing activities
(76,297)
(18,112)
Net (decrease)/increase in cash and cash equivalents
(600)
7,619
Cash and cash equivalents at beginning of the year
60,491
53,262
Exchange difference on translation of cash and cash
equivalents at beginning of the year
(303)
(390)
Cash and cash equivalents at end of the year
17
59,588
60,491
Note A:
During the financial year, the Group has paid cash to acquire right-of-use asset of US$766,000 (2023 - US$21,000). In addition, there
are non-cash additions to the Group’s right-of-use assets of US$2,050,000 (2023 - US$4,636,000) through entering into new leases.
Note B:
Reconciliation of liabilities arising from financing activities
The following is the disclosure of the reconciliation of items for which cash flows have been, or will be, classified as financing activities,
excluding equity items:
1 January
2024
US$’000
Cash flows
Non-cash changes
31 December
2024
US$’000
Cash
inflows
US$’000
Cash
outflows
US$’000
Interest
paid
US$’000
New
leases
US$’000
Lease
modification
US$’000
Foreign
exchange
difference
US$’000
Interest
expense
US$’000
Lease liabilities
5,353
−
(3,014)
(282)
2,050
934
307
282
5,630
Borrowings
265,459
22,170
(66,107)
−
−
−
(1,957)
180(1)
219,745
Trade and other
payables
– Interest payables
425
−
−
(29,241)
−
−
−
28,992
176
1 January
2023
US$’000
Cash flows
Non-cash changes
31 December
2023
US$’000
Cash
inflows
US$’000
Cash
outflows
US$’000
Interest
paid
US$’000
New
leases
US$’000
Foreign
exchange
difference
US$’000
Interest
expense
US$’000
Lease liabilities
3,510
−
(2,636)
(165)
4,636
(157)
165
5,353
Borrowings
254,740
57,990
(47,584)
−
−
35
278(1)
265,459
Trade and other
payables
- Interest payables
103
−
−
(26,754)
−
−
27,076
425
(1)
This is related to the amortisation of borrowing costs classified as “Finance costs” in the Consolidated Statement of Comprehensive Income.
The annexed notes form an integral part of and should be read in conjunction with these financial statements.
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
138
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
NOTES TO THE FINANCIAL STATEMENTS
FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2024
1
General information
The financial statements of the Company and of the Group for the financial year ended 31 December 2024 were authorised
for issue in accordance with a resolution of the Directors on the date of the Directors’ Statement.
The Company is incorporated as a limited liability company with primary listing on the Australian Securities Exchange and a
secondary listing on Bursa Malaysia, and is domiciled in Bermuda.
The registered office is located at Clarendon House, 2 Church Street, Hamilton, HM11 Bermuda.
2(a) Basis of preparation
The financial statements are prepared in accordance with International Financial Reporting Standards (“IFRSs”), which
collectively includes all applicable individual IFRSs and Interpretations approved by the International Accounting Standard
Board (“IASB”), and all applicable individual International Accounting Standards (“IASs”) and Interpretations as originated by
the Board of the International Accounting Standards Committee and adopted by the IASB.
The financial statements have been prepared under the historical cost convention, except as disclosed in the accounting
policies below.
The financial statements are presented in United States Dollars (USD) whilst the functional currency of the Company is
Australian Dollars (AUD). All financial information is presented in USD, unless otherwise stated.
As at 31 December 2024, the Company has net assets of US$39,284,000 (2023 - US$47,041,000) and net current liabilities of
US$44,084,000 (2023 - US$46,152,000). Included in the Company’s current liabilities as at 31 December 2024 are non-trade
amounts owing to OM Materials (S) Pte Ltd (“OMS”), a wholly-owned subsidiary of US$70,405,000 (2023 - US$58,731,000).
OMS has provided a letter of undertaking that it shall provide continuing financial support to the Company, including not
demanding immediate repayment for debts owing to OMS. Therefore, the Company is of the view that the preparation of
financial statements on a going concern basis is appropriate.
Significant accounting estimates and judgements
The preparation of the financial statements in conformity with IFRS requires the use of judgements, estimates and
assumptions that affect the reported amounts of assets and liabilities and disclosure of contingent assets and liabilities at
the date of the financial statements and the reported amounts of revenues and expenses during the financial year. Although
these estimates are based on management’s best knowledge of current events and actions, actual results may differ from
those estimates.
The critical accounting estimates and assumptions used and areas involving a high degree of judgement are described
below.
Significant judgements in applying accounting policies
Income taxes (Note 29)
The Group has exposures to income taxes in numerous jurisdictions. Significant judgement is involved in determining
the group-wide provision for income taxes. There are certain transactions and computations for which the ultimate tax
determination is uncertain during the ordinary course of business. The Group recognises liabilities for expected tax issues
based on estimates of whether additional taxes will be due.
Where the final tax outcome of these matters is different from the amounts that were initially recognised, such differences
will impact the income tax and deferred tax provisions in the period in which such a determination is made.
Determination of functional currency
The Group measures foreign currency translation in the respective currencies of the Company and its subsidiaries. In
determining the functional currencies of the entities in the Group, judgement is required to determine the currency that
mainly influences sales prices for goods and services and of the country whose competitive forces and regulations mainly
determines the sales prices of its goods and services. The functional currencies of the entities in the Group are determined
based on management’s assessment of the economic environment in which the entities operate and the entities’ process
of determining sales prices.
Allowance for expected credit losses (ECL) of trade and other receivables (Note 14)
Allowance for ECL of trade and other receivables are based on assumptions about risk of default and expected loss rates. The
Group uses judgement in making these assumptions and selecting the inputs to the ECL calculation, based on the Group’s
past collection history, existing market conditions as well as forward looking estimates at each reporting date. Probability
of default constitutes a key input in measuring ECL. Probability of default is an estimate of the likelihood of default over a
given time horizon, the calculation of which includes historical data, assumptions and expectations of future conditions.
139
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
NOTES TO THE FINANCIAL STATEMENTS
FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2024
2(a) Basis of preparation (Cont’d)
Significant accounting estimates and judgements (Cont’d)
Significant judgements in applying accounting policies (Cont’d)
Allowance for expected credit losses (ECL) of trade and other receivables (Note 14) (Cont’d)
The Company and the Group adopt a simplified approach and use a provision matrix to calculate ECL for receivables which
are trade in nature. The provision rates are based on days past due for groupings of various customer segments that have
similar loss patterns. The provision matrix is initially based on the Group’s historical observed default rates. The Group will
calibrate the matrix to adjust historical credit loss experience with forward-looking information. The assessment of the
correlation between historical observed default rates, forecast economic conditions and ECL is a significant estimate. The
amount of ECL is sensitive to changes in circumstances and forecast economic conditions.
The Company and the Group apply the 3-stage general approach to determine ECL for receivables which are non-trade in
nature. ECL is measured as an allowance equal to 12-month ECL for stage-1 assets, or lifetime ECL for stage-2 or stage-3
assets. An asset moves from stage-1 to stage-2 when its credit risk increases significantly and subsequently to stage-3 as
it becomes credit-impaired. In assessing whether credit risk has significantly increased, the Company considers qualitative
and quantitative reasonable and supportable forward looking information. Lifetime ECL represents ECL that will result from
all possible default events over the expected life of a financial instrument whereas 12-month ECL represents the portion of
lifetime ECL expected to result from default events possible within 12 months after the reporting date.
Deferred tax assets (Note 10)
The Group reviews the carrying amount of deferred tax assets at the end of each reporting period. Deferred tax assets
are recognised to the extent that it is probable that future taxable income will be available against which the temporary
differences can be utilised. This involves judgement regarding future financial performance of the particular legal entity or
tax group in which the deferred tax asset has been recognised. Management has assessed that it is reasonable to recognise
deferred tax assets based on probable future taxable income.
Determination of cash-generating units (CGU) for non-financial assets
A CGU is defined as the smallest identifiable group of assets that generates cash inflows that are largely independent of
the cash inflows from other assets or groups of assets. In determining appropriate CGU level, the Group has considered
whether there are: active markets for intermediate products; external users of the processing assets; mining or smelting
operations through the use of shared infrastructure; stand-alone mines or smelting plants operated on a portfolio basis.
Significant judgement is required by management to determine whether multiple assets should be grouped to form a CGU.
Management has identified the appropriate CGU level to be the mine or smelting plant together with their direct processing
assets at the same location.
Critical assumptions used and accounting estimates in applying accounting policies
Impairment of non-financial assets
Non-financial assets comprise property, plant and equipment (Note 4), land use rights (Note 5), exploration and evaluation
costs (Note 6), mine development costs (Note 7) and right-of-use assets (Note 9). The recoverable amount (higher of fair
value less costs of disposal and value in use) is based on cash flow projections covering a five-year period with certain key
assumptions, such as the budgeted gross margin, the perpetual growth rate and discount rate per cash-generating unit.
Determining whether the carrying value is impaired requires an estimation of the value in use of the cash-generating units.
This requires the Group to estimate the future cash flows expected from the cash-generating units and an appropriate
discount rate in order to calculate the present value of cash flows. The carrying amounts of non-financial assets are disclosed
in the consolidated statement of financial position.
Impairment of investment in subsidiaries (Note 11)
Determining whether an investment in a subsidiary is impaired requires an estimation of the value in use of that investment.
The value in use calculation requires the Company to estimate the future cash flows expected from the cash-generating
units and an appropriate discount rate in order to calculate the present value of the future cash flows. Management has
evaluated the recoverability of the investment based on such estimates and assessed that no further impairment was
required. If the present value of estimated future cash flows decreased by 1% from management’s estimates, it is not likely
to materially affect the carrying amount.
Net realisable value of inventories (Note 13)
Net realisable value of inventories is the estimated selling price in the ordinary course of business, less the estimated cost
necessary to make the sale. These estimates are based on the current market conditions and historical experiences of
selling products of similar nature. It could change significantly as a result of competitor actions or in response to changes
in market conditions. Management reassesses the estimations at the end of each reporting date. The carrying amount of
the inventories carried at net realisable value as at 31 December 2024 is US$8,388,000 (2023 - US$93,890,000). If the net
realisable value of these inventories decreases by 10% from management’s estimates, the Group’s profit for the year will
decrease by US$839,000 (2023 - US$9,389,000).
140
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
NOTES TO THE FINANCIAL STATEMENTS
FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2024
2(a) Basis of preparation (Cont’d)
Significant accounting estimates and judgements (Cont’d)
Critical assumptions used and accounting estimates in applying accounting policies (Cont’d)
Estimation of the incremental borrowing rate (“IBR”)
For the purpose of calculating the right-of-use asset and lease liability, an entity applies the interest rate implicit in the lease
(“IRIIL”) and, if the IRIIL is not readily determinable, the entity shall use its IBR applicable to the lease asset. The IBR is the rate
of interest that the entity would have to pay to borrow over a similar term, and with a similar security, the funds necessary to
obtain an asset of a similar value to the right-of-use asset in a similar economic environment. For most of the leases whereby
the Group is the lessee, the IRIIL is not readily determinable. Therefore, the Group estimates the IBR relevant to each lease
asset by using observable inputs (such as market interest rate and asset yield) when available, and then making certain
lessee specific adjustments (such as a group entity’s credit rating). The carrying amounts of the Group’s right-of-use assets
and lease liabilities are disclosed in Note 9 and 22 respectively. An increase/decrease of 50 basis points in the estimated IBR
will not significantly decrease/increase the Group’s right-of-use assets and lease liabilities.
2(b) Adoption of new and revised standards effective for the current financial year
On 1 January 2024, the Company and the Group adopted all the new and revised IFRS, IFRS Interpretations (“IFRS INT”)
and amendments to IFRS, effective for the current financial year that are relevant to them. The adoption of these new and
revised IFRS pronouncements does not result in significant changes to the Group’s and the Company’s accounting policies
and has no material effect on the amounts or the disclosures reported for the current or prior reporting periods.
2(c)
New and revised IFRS in issue but not yet effective
At the date of authorisation of these financial statements, the Company and the Group have not adopted the new and
revised IFRS, Interpretations and amendments to IFRS that have been issued but not yet effective to them. Management
anticipates that the adoption of these new and revised IFRS pronouncements in future periods will not have a material
impact to the Company’s and the Group’s accounting policies in the period of their initial application:
Reference
Description
Effective date
(Annual periods
beginning on
or after)
Amendments to IAS 21
Lack of Exchangeability
1 January 2025
Amendments to IFRS 9 and IFRS 7
Classification and Measurement of Financial
Instruments
1 January 2026
Amendments to IFRS 9 and IFRS 7
Contracts Referencing Nature-dependent Electricity
1 January 2026
Annual Improvements to IFRS - Volume 11
1 January 2026
IFRS 18
Presentation and Disclosure in Financial Statements
1 January 2027
IFRS 19
Subsidiaries without Public Accountability: Disclosures
1 January 2027
Amendments to IFRS 10 and IAS 28
Sale or Contribution of Assets between an Investor
and its Associate or Joint Venture
Yet to be
determined
The new or amended accounting standards and interpretations listed above are not mandatory for 31 December 2024 reporting
periods and have not been early adopted by the Group. These are not expected to have a material impact on the Group, upon
adoption of these new or amended accounting standards, in the current or future reporting periods and on foreseeable future
transactions.
141
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
NOTES TO THE FINANCIAL STATEMENTS
FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2024
2(d) Summary of accounting policies
Group accounting
Basis of consolidation
The consolidated financial statements incorporate the financial statements of the Company and entities controlled by the
Company (its subsidiaries) made up to the reporting date each year. Control is achieved when the Company:
•
has power over the investee;
•
is exposed, or has rights, to variable returns from its involvement with the investee; and
•
has the ability to use its power to affect its returns.
The Company reassesses whether or not it controls an investee if facts and circumstances indicate that there are changes
to one or more of the three elements of control listed above.
The Company considers all relevant facts and circumstances in assessing whether or not the Company’s voting rights in an
investee are sufficient to give it power, including:
•
the size of the Company’s holding of voting rights relative to the size and dispersion of holdings of the other vote
holders;
•
potential voting rights held by the Company, other vote holders or other parties;
•
rights arising from other contractual arrangements; and
•
any additional facts and circumstances that indicate that the Company has, or does not have, the current ability
to direct the relevant activities at the time that decisions need to be made, including voting patterns at previous
shareholders’ meetings.
Consolidation of a subsidiary begins when the Company obtains control over the subsidiary and ceases when the Company
loses control of the subsidiary. Specifically, the results of subsidiaries acquired or disposed of during the year are included in
the profit or loss from the date the Company gains control until the date when the Company ceases to control the subsidiary.
Where necessary, adjustments are made to the financial statements of subsidiaries to ensure conformity with the Group’s
accounting policies.
All intragroup assets and liabilities, equity, income, expenses and cash flows relating to transactions between the members
of the Group are eliminated on consolidation.
Non-controlling interests in subsidiaries are identified separately from the Group’s equity therein. Those interests of non-
controlling shareholders that are present ownership interests entitling their holders to a proportionate share of net assets
upon liquidation may initially be measured at fair value or at the non-controlling interests’ proportionate share of the
fair value of the acquiree’s identifiable net assets. The choice of measurement is made on an acquisition-by-acquisition
basis. Other non-controlling interests are initially measured at fair value. Subsequent to acquisition, the carrying amount of
non-controlling interests is the amount of those interests at initial recognition plus the non-controlling interests’ share of
subsequent changes in equity.
Profit or loss and each component of other comprehensive income are attributed to the owners of the Company and to the
non-controlling interests. Total comprehensive income of the subsidiaries is attributed to the owners of the Company and
to the non-controlling interests even if this results in the non-controlling interests having a deficit balance.
Changes in the Group’s interests in subsidiaries that do not result in a loss of control are accounted for as equity transactions.
The carrying amount of the Group’s interests and the non-controlling interests are adjusted to reflect the changes in their
relative interests in the subsidiaries. Any difference between the amount by which the non-controlling interests are adjusted
and the fair value of the consideration paid or received is recognised directly in equity and attributed to the owners of the
Company.
When the Group loses control of a subsidiary, the gain or loss on disposal recognised in the profit or loss is calculated as
the difference between (i) the aggregate of the fair value of the consideration received and the fair value of any retained
interest and (ii) the previous carrying amount of the assets (including goodwill), less liabilities of the subsidiary and any
non-controlling interests. All amounts previously recognised in other comprehensive income in relation to that subsidiary
are accounted for as if the Group had directly disposed of the related assets or liabilities of the subsidiary (i.e. reclassified
to profit or loss or transferred to another category of equity as required/permitted by applicable IFRS). The fair value of
any investment retained in the former subsidiary at the date when control is lost is regarded as the fair value on initial
recognition for subsequent accounting under IFRS 9 Financial Instruments when applicable, or the cost on initial recognition
of an investment in an associate or a joint venture.
In the Company’s separate financial statements, investments in subsidiaries are carried at cost less any impairment in net
recoverable value that has been recognised in the profit or loss. On disposal of such investments, the difference between
disposal proceeds and the carrying amounts of the investments are recognised in the profit or loss.
142
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
NOTES TO THE FINANCIAL STATEMENTS
FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2024
2(d) Summary of accounting policies (Cont’d)
Joint operations
A joint arrangement is an arrangement in which two or more parties have joint control. Joint control is the contractually
agreed sharing of control such that decisions about the relevant activities of the arrangement (those that significantly affect
the returns) require the unanimous consent of the parties sharing control.
A joint operation is a joint arrangement in which the parties that share joint control have rights to the assets, and obligations
for the liabilities, relating to the arrangement. This includes situations where the parties benefit from the joint activity
through a share of the output, rather than by receiving a share of the results of trading. In relation to its interest in a joint
operation, the Group recognises: its share of assets and liabilities; revenue from the sale of its share of the output and
its share of any revenue generated from the sale of the output by the joint operation; and its share of expenses. All such
amounts are measured in accordance with the terms of the arrangement, which is in proportion to the Group’s interest in
the joint operation. These amounts are recorded in the Group’s consolidated financial statements on the appropriate line
items.
Associates
An associate is an entity over which the Group has the power to participate in the financial and operating policy decisions of
the investee but not control or joint control over those policies.
The Group accounts for its investments in associates using the equity method from the date on which it becomes an
associate.
On acquisition of the investment, any excess of the cost of the investment over the Group’s share of the net fair value
of the investee’s identifiable assets and liabilities is accounted as goodwill and is included in the carrying amount of the
investment. Any excess of the Group’s share of the net fair value of the investee’s identifiable assets and liabilities over the
cost of the investment is included as income in the determination of the entity’s share of the associate’s profit or loss in the
period in which the investment is acquired.
Under the equity method, the investments in associates are carried in the Group’s statement of financial position at cost plus
post-acquisition changes in the Group’s share of net assets of the associates. The profit or loss reflects the share of results of
operations of the associates. Distributions received from associates reduce the carrying amount of the investment. Where
there has been a change recognised in other comprehensive income by the associates, the Group recognises its share of
such changes in other comprehensive income. Unrealised gains and losses resulting from transactions between the Group
and the associate are eliminated to the extent of the interest in the associates.
When the Group’s share of losses in an associate equal or exceeds its interest in the associate, the Group does not recognise
further losses, unless it has incurred obligations or made payments on behalf of the associate.
After application of the equity method, the Group determines whether it is necessary to recognise an additional impairment
loss, on the Group’s investment in the associate. The Group determines at the end of each reporting period whether there
is any objective evidence that the investment in the associate is impaired.
If this is the case, the Group calculates the amount of impairment as the difference between the recoverable amount of the
associate and its carrying value and recognises the amount in the profit or loss.
The financial statements of the associates are prepared as the same reporting date as the Company. Where necessary,
adjustments are made to bring the accounting policies in line with those of the Group.
Upon loss of significant influence or joint control over the associate, the Group measures any retained interest at fair value.
Any difference between the fair value of the aggregate of the retained interest and proceeds from disposal and the carrying
amount of the investment at the date the equity method was discontinued is recognised in the profit or loss.
The Group accounts for all amounts previously recognised in other comprehensive income in relation to that associate on
the same basis as would have been required if that associate or joint venture had directly disposed of the related assets or
liabilities.
When an investment in an associate becomes an investment in a joint venture, the Group continues to apply the equity
method and does not re-measure the retained interest.
If the Group’s ownership interest in an associate is reduced, but the Group continues to apply the equity method, the Group
reclassifies to the profit or loss the proportion of the gain or loss that had previously been recognised in other comprehensive
income relating to that reduction in ownership interest if that gain or loss would be required to be reclassified to the profit
or loss on the disposal of the related assets or liabilities.
143
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
NOTES TO THE FINANCIAL STATEMENTS
FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2024
2(d) Summary of accounting policies (Cont’d)
Intangible assets
Intangible assets are accounted for using the cost model with the exception of goodwill. Capitalised costs are amortised on
a straight-line basis over their estimated useful lives for those considered as finite useful lives. After initial recognition, they
are carried at cost less accumulated amortisation and accumulated impairment losses, if any. In addition, they are subject
to annual impairment testing. Indefinite life intangibles are not amortised but are subject to annual impairment testing.
Intangible assets are written off where, in the opinion of the Directors, no further future economic benefits are expected
to arise.
Goodwill
Goodwill arising in a business combination is recognised as an asset at the date that control is acquired (the acquisition
date). Goodwill is measured as the excess of the sum of the consideration transferred, the amount of any noncontrolling
interest in the acquiree and the fair value of the acquirer’s previously held equity interest (if any) in the entity over net of the
acquisition-date amounts of the identifiable assets acquired and the liabilities assumed.
If, after reassessment, the Group’s interest in the fair value of the acquiree’s identifiable net assets exceeds the sum of the
consideration transferred, the amount of any non-controlling interest in the acquiree and the fair value of the acquirer’s
previously held equity interest in the acquiree (if any), the excess is recognised immediately in the profit or loss as a bargain
purchase gain.
Goodwill arising from acquisition of associates and joint ventures represents the excess of the cost of the acquisition over
the Group’s share of the fair value of the identifiable net assets acquired. Goodwill on associates and joint ventures is
included in the carrying amount of the investments.
Goodwill is not amortised but is reviewed for impairment at least annually. For the purpose of impairment testing, goodwill
is allocated to each of the Group’s cash-generating units expected to benefit from the synergies of the combination. Cash-
generating units to which goodwill has been allocated are tested for impairment annually, or more frequently when there is
an indication that the unit may be impaired. If the recoverable amount of the cash-generating unit is less than its carrying
amount, the impairment loss is allocated first to reduce the carrying amount of any goodwill allocated to the unit and then
to the other assets of the unit pro-rata on the basis of the carrying amount of each asset in the unit. An impairment loss
recognised for goodwill is not reversed in a subsequent period.
On disposal of a cash-generating unit, the attributable amount of goodwill is included in the determination of the profit or
loss on disposal.
Exploration and evaluation costs
Exploration and evaluation costs relate to mineral rights acquired and exploration and evaluation expenditures capitalised
in respect of projects that are at the exploration/pre-development stage.
Exploration and evaluation assets are initially recognised at cost. Subsequent to initial recognition, they are stated at cost
less any accumulated impairment losses. These assets are reclassified as mine development costs upon the commencement
of mine development, when technical feasibility and commercial viability of extracting mineral resources becomes
demonstrable.
Exploration and evaluation expenditures in the relevant area of interest comprises costs which are directly attributable
to acquisition, surveying, geological, geochemical and geophysical, exploratory drilling, land maintenance, sampling, and
assessing technical feasibility and commercial viability.
Exploration and evaluation expenditures also include the costs incurred in acquiring mineral rights, the entry premiums paid
to gain access to areas of interest and amounts payable to third parties to acquire interests in existing projects. Capitalised
costs, including general and administrative costs, are only allocated to the extent that these costs can be related directly to
operational activities in the relevant area of interest, where the existence of a technically feasible and commercially viable
mineral deposit has been established.
The carrying amount of the exploration and evaluation assets is reviewed annually and adjusted for impairment in
accordance with IAS 36 Impairment of Assets whenever one of the following events or changes in facts and circumstances
indicate that the carrying amount may not be recoverable (the list is not exhaustive):
(a)
the period for which the Group has the right to explore in the specific area has expired during the period or will expire
in the near future, and is not expected to be recovered;
(b)
substantive expenditure on further exploration for and evaluation of mineral resources in the specific area is neither
budgeted nor planned;
(c)
exploration for and evaluation of mineral resources in the specific area have not led to the discovery of commercially
viable quantities of mineral resources and the Group has decided to discontinue such activities in the specific area; or
(d)
sufficient data exists to indicate that, although a development in the specific area is likely to proceed, the carrying
amount of the exploration and evaluation asset is unlikely to be recovered in full from successful development or by
sale.
An impairment loss is recognised in the profit or loss whenever the carrying amount of an asset exceeds its recoverable
amount.
144
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
NOTES TO THE FINANCIAL STATEMENTS
FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2024
2(d) Summary of accounting policies (Cont’d)
Intangible assets (Cont’d)
Mine development costs
Costs arising from the development of the mine site (except for the expenditures incurred for building the mine site and the
purchase of machinery and equipment for the mining operation which are included in property, plant and equipment) are
accumulated in respect of each identifiable area of interest and are capitalised and carried forward as an asset to the extent
that they are expected to be recouped through the successful mining of the areas of interest.
Accumulated costs in respect of an area of interest subsequently abandoned are written off to the profit or loss in the
reporting period in which the Directors’ decision to abandon is made.
Amortisation is not charged on the mine development costs carried forward in respect of areas of interest until production
commences. Where mining of a mineral deposit has commenced, the related exploration and evaluation costs are transferred
to mine development costs. When production commences, carried forward mine development costs are amortised on a
unit of production basis. The unit of production basis results in an amortisation charge proportional to the depletion of the
estimated economically recoverable mineral resources.
Pre-production operating expenses and revenues were accumulated and capitalised into the Bootu Creek mine development
costs until 31 August 2006 as the mine was involved in the commissioning phase which commenced in November 2005.
Subsequent to 31 August 2006, the Directors of the Company determined that the processing plant was in the condition
necessary for it to be capable of operating in the manner intended so as to seek to achieve design capacity rates. These
costs were carried forward to the extent that they are expected to be recouped through the successful mining of the area
of interest.
The amortisation of capitalised mine development costs commenced from 1 September 2006 and continues to be amortised
over the life of the mine according to the rate of depletion of the economically recoverable mineral reserves.
Property, plant and equipment
Property, plant and equipment, other than construction-in-progress (“CIP”), are stated at cost less accumulated depreciation
and accumulated impairment losses, if any. Depreciation is computed using the straight-line method to allocate the
depreciable amount of these assets over their estimated useful lives as follows:
Buildings and infrastructure
3 to 20 years
Plant and machinery
3 to 20 years
Computer equipment, office equipment and furniture
1 to 10 years
Motor vehicles
5 to 10 years
Plant and machinery includes Plant and equipment - Process facility. These are stated at cost less accumulated depreciation
and accumulated impairment losses, if any. Depreciation is computed using the unit of production method to allocate the
depreciable amount of these assets over the estimated useful lives as follows:
Plant and equipment - Process facility
Life of mine
CIP represents assets in the course of construction for production or for its own use purpose. CIP is stated at cost less any
impairment loss and is not depreciated. Cost includes direct costs incurred during the periods of construction, installation
and testing plus interest charges arising from borrowings used to finance these assets during the construction period.
CIP is reclassified to the appropriate category of property, plant and equipment and depreciation commences when the
construction work is completed and the asset is ready for use.
The cost of property, plant and equipment includes expenditure that is directly attributable to the acquisition of the items.
Dismantlement, removal or restoration costs are included as part of the cost of property, plant and equipment if the
obligation for dismantlement, removal or restoration is incurred as a consequence of acquiring or using the asset.
Subsequent expenditures relating to property, plant and equipment that have been recognised are added to the carrying
amount of the asset when it is probable that future economic benefits in excess of the standard of performance of the
asset before the expenditure was made will flow to the Group and the cost can be reliably measured. Other subsequent
expenditure is recognised as an expense during the financial period in which it is incurred.
For acquisitions and disposals during the financial year, depreciation is provided from the month of acquisition to the month
before disposal respectively. Fully depreciated property, plant and equipment are retained in the books of accounts until
they are no longer in use.
The residual values, estimated useful lives and depreciation method of property, plant and equipment are reviewed, and
adjusted as appropriate, at the end of each reporting period. The effects of any revision are recognised in the profit or loss
when the changes arise.
145
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
NOTES TO THE FINANCIAL STATEMENTS
FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2024
2(d) Summary of accounting policies (Cont’d)
Investment property
Investment property comprises leasehold property that is held for long-term rental yields and for capital appreciation.
Investment property is not occupied by the Group.
The Group applies the cost model. Investment property is initially recognised at cost and subsequently carried at cost less
accumulated depreciation, less any impairment in value similar to that for property, plant and equipment. Such costs include
costs of renovation or improvement of the existing investment property at the time that cost is incurred if the recognition
criteria are met; and excludes the costs of day to day servicing of an investment property. Depreciation is computed using
the straight-line method over the estimated useful life of the investment property of 73 years.
The carrying value of investment property is reviewed for impairment when events or changes in circumstances indicate
the carrying value may not be recoverable. If such indication exists and where the carrying values exceed the estimated
recoverable amounts, the assets are written down to their recoverable amounts.
Inventories
Inventories are stated at the lower of cost and net realisable value. Costs include all direct expenditure and production
overheads based on the normal level of activity. The costs incurred in bringing each product to its present location and
condition are accounted for as follows:
(a)
Raw materials at purchase cost on a weighted average basis; and
(b)
Finished goods and work in progress at cost of materials and labour and a proportion of manufacturing overheads
based on normal operating capacity.
Net realisable value is the estimated selling price in the ordinary course of business less the estimated costs necessary to
make the sale.
Financial instruments
A financial instrument is any contract that gives rise to a financial asset of one entity and a financial liability or equity
instrument of another entity.
Financial assets and financial liabilities are recognised when, and only when, the Group becomes a party to the contractual
provisions of the instruments.
Financial assets and financial liabilities are offset and the net amount presented in the statement of financial position when,
and only when, the Group currently has a legally enforceable right to set off the recognised amounts; and intends either to
settle on a net basis, or to realise the asset and settle the liability simultaneously.
Financial assets
Classification
Financial assets are classified, at initial recognition, in the following measurement categories: amortised cost; fair value
through other comprehensive income (FVOCI); and fair value through the profit or loss (FVTPL). The classification depends
on the Group’s business model for managing the financial assets and the contractual terms of their cash flows determining
whether those cash flows represent ‘solely payment of principal and interest’ (SPPI).
For assets measured at fair value, gains and losses will either be recorded in the profit or loss or other comprehensive
income (OCI). The Group reclassifies debt instruments when, and only when, its business model for managing those assets
changes.
Recognition and derecognition
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.
Measurement
At initial recognition, the Group measures a financial asset at its fair value plus, in the case of a financial asset not at FVTPL,
transaction costs that are directly attributable to the acquisition of the financial asset. Transaction costs of financial assets
carried at FVTPL are expensed in the profit or loss. Financial assets with embedded derivatives are considered in their
entirety when determining whether their cash flows are SPPI.
Trade receivables are measured at the amount of consideration to which the Group expects to be entitled in exchange for
transferring promised goods or services to a customer, excluding amounts collected on behalf of a third party, if the trade
receivables do not contain a significant financing component at initial recognition.
146
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
NOTES TO THE FINANCIAL STATEMENTS
FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2024
2(d) Summary of accounting policies (Cont’d)
Financial instruments (Cont’d)
Financial assets (Cont’d)
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. These are the measurement categories into which the Group classifies its debt instruments:
•
Amortised cost: Financial assets that are held for collection of contractual cash flows where those cash flows represent
SPPI are measured at amortised cost. Financial assets are measured at amortised cost using the effective interest
method, less impairment. Gains and losses are recognised in the profit or loss when the assets are derecognised or
impaired, and through the amortisation process. The Company’s and the Group’s debt instruments at amortised cost
include trade and other receivables, and cash and cash equivalents (including cash collateral).
•
FVTPL: Assets that do not meet the criteria for amortised cost or FVOCI are measured at fair value through the profit or
loss. A gain or loss on debt instruments that are subsequently measured at fair value through the profit or loss and are
not part of a hedging relationship is recognised in the profit or loss in the period in which it arises.
Impairment
The Group assesses on a forward-looking basis the expected credit losses (ECL) associated with its debt instruments carried
at amortised cost. ECL are based on the difference between the contractual cash flows due in accordance with the contract
and all the cash flows that the Group expects to receive, discounted at an approximation of the original effective interest
rate. The expected cash flows will include cash flows from the sale of collateral held or other credit enhancements that are
integral to the contractual terms.
The impairment methodology applied depends on whether there has been a significant increase in credit risk. ECL are
recognised in two stages. For credit exposures for which there has not been a significant increase in credit risk since initial
recognition, ECL are provided for credit losses that result from default events that are possible within the next 12-months
(a 12-month ECL). For those credit exposures for which there has been a significant increase in credit risk since initial
recognition, a loss allowance is recognised for credit losses expected over the remaining life of the exposure, irrespective
of timing of the default (a lifetime ECL).
For receivables which are trade in nature, the Group applies a simplified approach in calculating ECL. Therefore, the Group
does not track changes in credit risk, but instead recognises a loss allowance based on lifetime ECL at each reporting date.
The Group has established a provision matrix that is based on its historical credit loss experience, adjusted for forward-
looking factors specific to the debtors and the economic environment.
Significant increase in credit risk
In assessing whether the credit risk on a financial instrument has increased significantly since initial recognition, the Group
compares the risk of a default occurring on the financial instrument as at the reporting date with the risk of a default
occurring on the financial instrument as at the date of initial recognition. In making this assessment, the Group considers
both quantitative and qualitative information that is reasonable and supportable, including historical experience and
forward-looking information that is available without undue cost or effort. The Group presumes that the credit risk on a
financial asset has increased significantly since initial recognition when contractual payments are more than 30 days past
due, unless the Group has reasonable and supportable information that demonstrates otherwise.
In particular, the following information is taken into account when assessing whether credit risk has increased significantly
since initial recognition:
•
existing or forecast adverse changes in business, financial or economic conditions that are expected to cause a
significant decrease in the debtor’s ability to meet its debt obligations;
•
an actual or expected significant deterioration in the operating results of the debtor;
•
significant increases in credit risk on other financial instruments of the same debtor; and
•
an actual or expected significant adverse change in the regulatory, economic, or technological environment of the
debtor that results in a significant decrease in the debtor’s ability to meet its debt obligations.
Credit-impaired financial asset
A financial asset is credit-impaired when one or more events that have a detrimental impact on the estimated future cash
flows of that financial asset have occurred. Evidence that a financial asset is credit-impaired includes observable data about
the following events:
•
significant financial difficulty of the issuer or the borrower;
•
a breach of contract, such as a default or past due event;
•
the lender(s) of the borrower, for economic or contractual reasons relating to the borrower’s financial difficulty, having
granted to the borrower a concession(s) that the lender(s) would not otherwise consider;
•
it is becoming probable that the borrower will enter bankruptcy or other financial reorganisation; or
•
the disappearance of an active market for that financial asset because of financial difficulties.
147
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
NOTES TO THE FINANCIAL STATEMENTS
FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2024
2(d) Summary of accounting policies (Cont’d)
Financial instruments (Cont’d)
Financial assets (Cont’d)
Definition of default
The Group considers the following as constituting an event of default for internal credit risk management purposes, as
historical experience indicates that receivables that meet either of the following criteria are generally not recoverable:
•
when there is a breach of financial covenants by the counterparty; or
•
information developed internally or obtained from external sources indicates that the debtor is unlikely to pay its
creditors, including the Group, in full (without taking into account any collaterals held by the Group).
The Group considers that default has occurred when a financial asset is more than 90 days past due unless the Group has
reasonable and supportable information to demonstrate that a more lagging default criterion is more appropriate.
Measurement of expected credit losses
The measurement of ECL is a function of the probability of default, loss given default (i.e. the magnitude of the loss if there is a
default) and the exposure at default. The assessment of the probability of default and loss given default is based on historical
data adjusted by forward-looking information. As for the exposure at default, for financial assets, this is represented by the
assets’ gross carrying amount at the reporting date; for loan commitments and financial guarantee contracts, the exposure
includes the amount drawn down as at the reporting date, together with any additional amounts expected to be drawn
down in the future by the default date determined based on historical trend, the Group’s understanding of the specific
future financing needs of the debtors, and other relevant forward-looking information.
Write-off policy
The Group writes off a financial asset when there is information indicating that the counterparty is in severe financial
difficulty and there is no realistic prospect of recovery, e.g. when the counterparty has been placed under liquidation or has
entered into bankruptcy proceedings. Financial assets written off may still be subject to enforcement activities under the
Group’s recovery procedures, taking into account legal advice where appropriate. Any recoveries made are recognised in
the profit or loss.
Determination of fair value of financial assets
The fair values of quoted financial assets are based on quoted market prices. If the market for a financial asset is not active,
the Group establishes fair value by using valuation techniques. These include the use of recent arm’s length transactions,
reference to other instruments that are substantially the same, discounted cash flow analysis, and option pricing models,
making maximum use of market inputs. Where fair value of unquoted instruments cannot be measured reliably, fair value
is determined by the transaction price.
Financial liabilities
The Company’s and the Group’s financial liabilities include borrowings, lease liabilities, trade and other payables, and
accruals.
All interest-related charges are recognised as an expense in “finance costs” in the profit or loss. Financial liabilities are
derecognised if the Company’s and the Group’s obligations specified in the contract expire or are discharged or cancelled.
Borrowings
Borrowings are recognised initially at the fair value of proceeds received less attributable transaction costs, if any.
Borrowings are subsequently stated at amortised cost which is the initial fair value less any principal repayments. Any
difference between the proceeds (net of transaction costs) and the redemption value is taken to the profit or loss over the
period of the borrowings using the effective interest method. The interest expense is chargeable on the amortised cost over
the period of the borrowings using the effective interest method.
Gains and losses are recognised in the profit or loss when the liabilities are derecognised as well as through the amortisation
process.
Borrowings which are due to be settled within 12 months after the end of the reporting period are included in current
borrowings in the statements of financial position even though the original terms were for a period longer than twelve
months and an agreement to refinance, or to reschedule payments, on a long-term basis is completed after the end of the
reporting period. Borrowings to be settled within the Company’s and the Group’s normal operating cycle are classified as
current. Other borrowings due to be settled more than twelve months after the end of reporting period are included in non-
current borrowings in the statements of financial position.
Borrowing costs that are directly attributable to the acquisition, construction or production of a part of the cost of the
related asset are capitalised. Otherwise, borrowing costs are recognised as expenses when incurred. Borrowing costs
consist of interest and other financing charges that the Company and the Group incur in connection with the borrowing of
funds.
Capitalisation of borrowing costs commences when the activities to prepare the qualifying asset for its intended use are
in progress and the expenditures for the qualifying asset and the borrowing costs have been incurred. Capitalisation of
borrowing costs cease when substantially all the activities necessary to prepare the qualifying assets are completed for
their intended use.
148
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
NOTES TO THE FINANCIAL STATEMENTS
FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2024
2(d) Summary of accounting policies (Cont’d)
Financial instruments (Cont’d)
Financial liabilities (Cont’d)
Trade and other payables and accruals
Trade and other payables and accruals are initially measured at fair value, and subsequently measured at amortised cost,
using the effective interest method.
Financial guarantees
The Company has issued financial guarantees to banks for bank borrowings of its subsidiaries. These guarantees are
financial guarantee contracts as they require the Company to reimburse the banks if the subsidiaries fail to make principal
or interest payments when due in accordance with the terms of their borrowings.
Financial guarantee contracts are initially recognised at their fair value plus transaction costs in the statement of financial
position. The fair value of financial guarantees is determined based on the present value of the difference in cash flows
between the contractual payments required under the debt instrument and the payments that would be required without
the guarantee, or the estimated amount that would be payable to a third party for assuming the obligations.
Financial guarantee contracts are subsequently measured at the higher of the amount determined in accordance with the
ECL model under IFRS 9 and the amount initially recognised less, where appropriate, the cumulative amount of income
recognised in accordance with the principles of IFRS 15.
Derivative financial instruments and hedging activities
Derivatives are initially recognised at fair value on the date a derivative contract is entered into and are subsequently re-measured
at their fair value. The method of recognising the resulting gain or loss depends on whether the derivative is designated as a
hedging instrument, and if so, the nature of the item being hedged.
There are 3 types of hedges as follows:
(a)
hedges of the fair value of recognised assets or liabilities or a firm commitment (fair value hedge);
(b)
hedges of a particular risk associated with a recognised asset or liability or a highly probable forecast transaction (cash
flow hedge);
(c)
hedges of a net investment in a foreign operation (net investment hedge).
However, the Group only designates certain derivatives as cash flow hedge.
The Group documents at the inception of the transaction the relationship between hedging instruments and hedged
items, as well as its risk management objectives and strategy for undertaking various hedging transactions. The Group also
documents its assessment, both at hedge inception and on an ongoing basis, of whether the derivatives that are used in
hedging transactions are highly effective in offsetting changes in fair values or cash flows of hedged items.
Movements on the hedging reserve in other comprehensive income are shown in Note 20. The full fair value of a hedging
derivative is classified as a non-current asset or liability when the remaining hedged item is more than 12 months, and as
a current asset or liability when the remaining maturity of the hedged item is less than 12 months. Trading derivatives are
classified as a current asset or liability.
Cash flow hedges
For cash flow hedges, the effective portion of changes in the fair value of derivatives that are designated and qualify as cash
flow hedges are recognised in other comprehensive income. The gain or loss relating to the ineffective portion is recognised
immediately in the profit or loss. For hedging instruments used to hedge bank borrowings that finance the construction
of a subsidiary’s ferrosilicon production facility, any ineffective portion is capitalised as part of the cost of the ferrosilicon
production facility (“construction-in-progress”).
Amounts accumulated in equity are reclassified to the profit or loss in the periods when the hedged item affects the profit
or loss (for example, when the forecast sale that is hedged takes place). The gain or loss relating to the effective portion of
interest rate swaps which hedge variable rate borrowings is recognised in the profit or loss within ‘finance income/cost’.
However, when the forecast transaction that is hedged results in the recognition of a non-financial asset (for example,
inventory or fixed assets), the gains and losses previously deferred in equity are transferred from equity and included in the
initial measurement of the cost of the asset. The deferred amounts are ultimately recognised in cost of goods sold in the
case of inventory or in depreciation in the case of the fixed assets.
When a hedging instrument expires or is sold, or when a hedge no longer meets the criteria for hedge accounting, any
cumulative gain or loss existing in equity at that time remains in equity and is recognised when the forecast transaction is
ultimately recognised in the profit or loss. When a forecast transaction is no longer expected to occur, the cumulative gain
or loss that was reported in equity is immediately transferred to the profit or loss.
149
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
NOTES TO THE FINANCIAL STATEMENTS
FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2024
2(d) Summary of accounting policies (Cont’d)
Derivative financial instruments and hedging activities (Cont’d)
Derivative financial instruments not designated as hedging instrument
Derivative financial instruments that are not designated as hedging instruments, in individual contracts or separated from
hybrid financial instruments, are initially recognised at fair value on the date of the derivative contract is entered into
and subsequently re-measured at fair value. Such derivative financial instruments are accounted for as financial assets or
financial liabilities at fair value through the profit or loss. Gains or losses arising from changes in fair value are recorded
directly in the profit or loss for the year.
The changes in fair value of the derivative financial instruments not designated as hedges are capitalised as part of the cost
of the ferrosilicon production facility (“construction-in-progress”) if these derivatives are used to hedge the bank borrowings
that finance the construction of the ferrosilicon production facility.
Cash and cash equivalents
Cash and cash equivalents include cash at bank and balances on hand, demand deposits with banks and highly liquid
investments with original maturities of 3 months or less which are readily convertible to cash and which are subject to an
insignificant risk of changes in value and form part of the short-term cash management policy.
Share capital and treasury shares
Ordinary shares are classified as equity. Incremental costs directly attributable to the issuance of new ordinary shares are
deducted against the share capital account.
When any entity within the Group purchases the Company’s ordinary shares (“treasury shares”), the consideration paid
including any directly attributable incremental cost is presented as a component within equity attributable to the Company’s
equity holders, until they are cancelled, sold or reissued.
When treasury shares are subsequently cancelled, the cost of treasury shares are deducted against the share capital
account if the shares are purchased out of capital of the Company, or against the retained earnings of the Company if the
shares are purchased out of earnings of the Company.
When treasury shares are subsequently sold or reissued, the cost of treasury shares is reversed from the treasury share
account and the realised gain or loss on sale or reissue, net of any directly attributable incremental transaction costs and
related income tax, is recognised in the capital reserve of the Company.
When shares recognised as equity are repurchased, the amount of the consideration paid, which includes directly attributable
costs is recognised as a deduction from equity. Repurchased shares are classified as treasury shares and are presented in
the treasury share reserve. When treasury shares are sold or reissued subsequently, the amount received is recognised as
an increase in equity and the resulting surplus or deficit on the transaction is presented within share premium.
Share premium
Any excess of the proceeds received over the par value of the shares is recorded in share premium.
Government grants
Government grants are recognised when there is reasonable assurance that the grant will be received and all attaching
conditions will be complied with. Where the grant relates to an asset, the fair value is recognised as deferred capital grant
on the statement of financial position and is amortised to the profit or loss over the expected useful life of the relevant asset
by equal annual instalments.
Government grants related to income
Government grants shall be recognised in the profit or loss on a systematic basis over the periods in which the entity
recognises as expenses the related costs for which the grants are intended to compensate. Grants related to income may be
presented as a credit in the profit or loss, either separately or under a general heading such as “Other income”.
Provisions and contingent liabilities
Provisions are recognised when the Company and the Group have a present obligation (legal or constructive) as a result of a
past event, it is probable that an outflow of resources embodying economic benefits will be required to settle the obligation
and a reliable estimate can be made of the amount of the obligation. Present obligations arising from onerous contracts
are recognised as provisions.
The Directors review the provisions annually and where in their opinion, the provision is inadequate or excessive, due
adjustment is made.
Where the time value of money is material, provisions are discounted using a current pretax rate that reflects, where
appropriate, the risks specific to the liability. Where discounting is used, the increase in provision due to the passage of time
is recognised as finance costs.
150
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
NOTES TO THE FINANCIAL STATEMENTS
FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2024
2(d) Summary of accounting policies (Cont’d)
Provisions and contingent liabilities (Cont’d)
Where it is not probable that an outflow of economic benefits will be required, or the amount cannot be estimated reliably,
the obligation is disclosed as a contingent liability, unless the probability of outflow of economic benefits is remote. Possible
obligations, whose existence will only be confirmed by the occurrence or non-occurrence of one or more future uncertain
events not wholly within the control of the Group are also disclosed as contingent liabilities unless the probability of outflow
of economic benefits is remote.
Contingent liabilities are not recognised in the statements of financial position of the Group, except for contingent liabilities
assumed in a business combination that are present obligations and which the fair values can be reliably measured.
Contingent liabilities are recognised in the course of the allocation of the purchase price to the assets and liabilities acquired
in a business combination. They are initially measured at fair value at the date of acquisition and subsequently measured at
the higher of the amount that would be recognised in a comparable provision as described above and the amount initially
recognised less any accumulated amortisation, if appropriate.
Leases
(i)
The Group as lessee
The Group assesses whether a contract is or contains a lease, at inception of the contract. The Group recognises a right-
of-use asset and a corresponding lease liability with respect to all lease arrangements in which it is the lessee, except
for short-term leases (defined as leases with a lease term of twelve months or less) and leases of low value assets. For
these leases, the Group recognises the lease payments as an operating expense on a straight-line basis over the term
of the lease unless another systematic basis is more representative of the time pattern in which economic benefits from
the leased assets are consumed.
(a)
Lease liability
The lease liability is initially measured at the present value of the lease payments that are not paid at
the commencement date, discounted by using the rate implicit in the lease. If this rate cannot be readily
determined, the Group uses the incremental borrowing rate specific to the lessee. The incremental borrowing
rate is defined as the rate of interest that the lessee would have to pay to borrow over a similar term and with
a similar security the funds necessary to obtain an asset of a similar value to the right-of-use asset in a similar
economic environment.
Lease payments included in the measurement of the lease liability comprise:
•
fixed lease payments (including in-substance fixed payments), less any lease incentives;
•
variable lease payments that depend on an index or rate, initially measured using the index or rate at
the commencement date;
•
the amount expected to be payable by the lessee under residual value guarantees;
•
exercise price of purchase options, if the lessee is reasonably certain to exercise the options; and
•
payments of penalties for terminating the lease, if the lease term reflects the exercise of an option to
terminate the lease.
Variable lease payments that are not based on an index or a rate are not included as part of the measurement
and initial recognition of the lease liability. The Group shall recognise those lease payments in the profit or
loss in the periods that trigger those lease payments.
For all contracts that contain both lease and non-lease components, the Group has elected to not separate
lease and non-lease components and account these as one single lease component.
The lease liabilities are presented as a separate line item in the statement of financial position.
The lease liability is subsequently measured at amortised cost, by increasing the carrying amount to reflect
interest on the lease liability (using the effective interest method) and by reducing the carrying amount to
reflect the lease payments made.
The Group remeasures the lease liability (with a corresponding adjustment to the related right-of-use asset
or to the profit or loss if the carrying amount of the right-of-use asset has already been reduced to nil)
whenever:
•
the lease term has changed or there is a significant event or change in circumstances resulting in a
change in the assessment of exercise of a purchase option, in which case the lease liability is remeasured
by discounting the revised lease payments using a revised discount rate;
•
the lease payments change due to changes in an index or rate or a change in expected payment under
a guaranteed residual value, in which cases the lease liability is remeasured by discounting the revised
lease payments using the initial discount rate (unless the lease payments change is due to a change in a
floating interest rate, in which case a revised discount rate is used); or
•
a lease contract is modified and the lease modification is not accounted for as a separate lease, in which
case the lease liability is remeasured by discounting the revised lease payments using a revised discount
rate at the effective date of the modification.
151
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
NOTES TO THE FINANCIAL STATEMENTS
FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2024
2(d) Summary of accounting policies (Cont’d)
Leases (Cont’d)
(i)
The Group as lessee (Cont’d)
(b)
Right-of-use asset
The right-of-use asset comprises the initial measurement of the corresponding lease liability, lease payments
made at or before the commencement day, less any lease incentives received and any initial direct costs.
They are subsequently measured at cost less accumulated depreciation and impairment losses.
Whenever the Group incurs an obligation for costs to dismantle and remove a leased asset, restore the site
on which it is located or restore the underlying asset to the condition required by the terms and conditions
of the lease, a provision is recognised and measured under IAS 37. To the extent that the costs relate to a
right-of-use asset, the costs are included in the related right-of-use asset, unless those costs are incurred to
produce inventories.
Depreciation on right-of-use assets is calculated using the straight-line method to allocate their depreciable
amounts over the shorter period of lease term and useful life of the underlying asset, are as follows:
Leasehold buildings
:
over lease term of 1 to 4 years
Plant and machinery
:
1 to 5 years
Office equipment
:
5 years
Motor vehicles
:
5 to 10 years
If a lease transfers ownership of the underlying asset or the cost of the right-of-use asset reflects that the
Group expects to exercise a purchase option, the related right-of-use asset is depreciated over the useful life
of the underlying asset. The depreciation starts at the commencement date of the lease.
Costs prepaid for the usage of land in the PRC and Malaysia under leasing agreements form part of the Group’s
right-of-use assets and are presented as land use rights in the statement of financial position. Amortisation
of land use rights is calculated on a straight-line method over the term of use being 50 to 60 years.
The right-of-use assets, except for land use rights, are presented as a separate line item in the statement of
financial position.
The Group applies IAS 36 to determine whether a right-of-use asset is impaired and accounts for any
identified impairment loss.
(ii)
The Group as lessor
When the Group acts as a lessor, it determines at lease inception whether each lease is a finance lease or an operating
lease.
To classify each lease, the Group makes an overall assessment of whether the lease transfers substantially all of
the risks and rewards incidental to ownership of the underlying asset. If this is the case, then the lease is a finance
lease; if not, then it is an operating lease. As part of this assessment, the Group considers certain indicators such as
whether the lease is for the major part of the economic life of the asset.
At inception or on modification of a contract that contains a lease component, the Group allocates the consideration
in the contract to each lease component on the basis of their relative stand-alone prices. If an arrangement contains
lease and non-lease components, then the Group applies IFRS 15 to allocate the consideration in the contract.
The Group applies the derecognition and impairment requirements in IFRS 9 to the net investment in the lease. The
Group further regularly reviews estimated unguaranteed residual values used in calculating the gross investment
in the lease.
The Group recognises lease payments received from investment property under operating leases as income on a
straight- line basis over the lease term within “other income” in the profit or loss.
Income taxes
Current income tax for current and prior periods is recognised at the amount expected to be paid to or recovered from the
tax authorities, using the tax rates and tax laws that have been enacted or substantively enacted by the end of the reporting
period.
Deferred income tax is recognised for all temporary differences arising between the tax bases of assets and liabilities and
their carrying amounts in the financial statements except when deferred income tax arises from the initial recognition of
goodwill or an asset or liability in a transaction that is not a business combination and affects neither accounting or taxable
profit or loss at the time of the transaction.
152
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
NOTES TO THE FINANCIAL STATEMENTS
FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2024
2(d) Summary of accounting policies (Cont’d)
Income taxes (Cont’d)
A deferred income tax liability is recognised on temporary differences arising on investments in subsidiaries, associates
and joint ventures, except where the Group is able to control the timing of the reversal of the temporary difference and it is
probable that the temporary difference will not reverse in the foreseeable future.
A deferred income tax asset is recognised to the extent that it is probable that future taxable profits will be available against
which the deductible temporary differences and tax losses can be utilised.
Deferred income tax is measured:
(i)
at the tax rates that are expected to apply when the related deferred income tax asset is realised or the deferred in-
come tax liability is settled, based on tax rates and tax laws that have been enacted or substantively enacted by the end
of reporting period; and
(ii)
based on the tax consequence that will follow from the manner in which the Group expects, at the end of reporting
period, to recover or settle the carrying amounts of its assets and liabilities.
Current and deferred income taxes are recognised as income or expense in the profit or loss, except to the extent that
the tax arises from a business combination or a transaction which is recognised either in other comprehensive income or
directly in equity. Deferred tax arising from a business combination is adjusted against goodwill on acquisition.
Current tax assets and current tax liabilities are presented net if, and only if,
(a)
the Group has the legally enforceable right to set off the recognised amounts; and
(b)
intends either to settle on a net basis, or to realise the asset and settle the liability simultaneously.
The Group presents deferred tax assets and deferred tax liabilities net if, and only if,
(a)
the Group has a legally enforceable right to set off deferred tax assets against deferred tax liabilities; and
(b)
the deferred tax assets and the deferred tax liabilities relate to income taxes levied by the same taxation authority on
either:
(i)
the same taxable entity; or
(ii)
different taxable entities which intend either to settle current tax liabilities and assets on a net basis, or to
realise the assets and settle the liabilities simultaneously, in each future period in which significant amounts of
deferred tax liabilities or assets are expected to be settled or recovered.
Royalties and Special Mining Taxes
Other tax expense includes the cost of royalty and special mining taxes payable to governments that are calculated on
a percentage of taxable profit whereby profit represents net income adjusted for certain items defined in applicable
legislation.
Employee benefits
Defined contribution plan
Retirement benefits to employees are provided through defined contribution plans, as provided by the laws of the countries
in which it has operations. The Singapore incorporated companies in the Group contribute to the Central Provident Fund
(“CPF”). The Australian subsidiary in the Group is required to contribute to employee superannuation plans and such
contributions are charged as an expense as the contributions are paid or become payable.
The Australian subsidiary contributes to individual employee accumulation superannuation plans at the statutory rate of
the employees’ wages and salaries, in accordance with statutory requirements, so as to provide benefits to employees on
retirement, death or disability. Contributions are made based on a percentage of the employees’ basic salaries.
The employees of the Group’s subsidiaries which operate in the PRC are required to participate in a central pension scheme
operated by the local municipal government. These subsidiaries are required to contribute a certain percentage of its
payroll costs to the central pension scheme.
The Malaysian subsidiaries of the Group participate in the national pension scheme as defined by the laws of Malaysia. These
subsidiaries make contributions to the Employees’ Provident Fund in Malaysia, a defined contribution pension scheme.
These contributions are charged to the profit or loss in the period to which the contributions relate. The Group’s obligations
under these plans are limited to the fixed percentage contributions payable.
153
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
NOTES TO THE FINANCIAL STATEMENTS
FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2024
2(d) Summary of accounting policies (Cont’d)
Employee benefits (Cont’d)
Employee leave entitlements
Employee entitlements to annual leave are recognised when they accrue to employees. Accrual is made for the unconsumed
leave as a result of services rendered by employees up to the end of the reporting period.
Key management personnel
Key management personnel are those persons having the authority and responsibility for planning, directing and controlling
the activities of the entity. Directors and certain general managers are considered key management personnel.
Related parties
A related party is defined as follows:
(a)
A person or a close member of that person’s family is related to the Company and the Group if that person:
(i)
has control or joint control over the Company;
(ii)
has significant influence over the Company; or
(iii)
is a member of the key management personnel of the Company or the Group.
(b)
An entity is related to the Company and the Group if any of the following conditions applies:
(i)
the entity and the Company are members of the same group (which means that each parent, subsidiary and
fellow subsidiary is related to the others);
(ii)
one entity is an associate or joint venture of the other entity (or an associate or joint venture of a member of a
group of which the other entity is a member);
(iii)
both entities are joint ventures of the same third party;
(iv)
one entity is a joint venture of a third entity and the other entity is an associate of the third entity;
(v)
the entity is a post-employment benefit plan for the benefit of employees of either the Company or an entity
related to the Company. If the Company is itself such a plan, the sponsoring employers are also related to the
Company;
(vi)
the entity is controlled or jointly controlled by a person identified in (a);
(vii)
a person identified in (a) (i) has significant influence over the entity or is a member of the key management
personnel of the entity (or of a parent of the entity); or
(viii)
the entity, or any member of a group which is a part, provides key management personnel services to the re-
porting entity or to the parent of the reporting entity.
Impairment of non-financial assets
The carrying amounts of the Company’s and the Group’s non-financial assets subject to impairment are reviewed at the
end of each reporting period to determine whether there is any indication of impairment. If any such indication exists, the
asset’s recoverable amount is estimated.
If it is not possible to estimate the recoverable amount of the individual asset, then the recoverable amount of the cash-
generating unit to which the assets belong will be identified.
For the purposes of assessing impairment, assets are grouped at the lowest levels for which there are separately identifiable
cash flows (cash-generating units). As a result, some assets are tested individually for impairment and some are tested at
cash-generating unit level. Goodwill is allocated to those cash-generating units that are expected to benefit from synergies
of the related business combination and represent the lowest level within the company at which management controls the
related cash flows.
Individual assets or cash-generating units that include goodwill and other intangible assets with an indefinite useful life or
those not yet available for use are tested for impairment at least annually. All other individual assets or cash-generating
units are tested for impairment whenever events or changes in circumstances indicate that the carrying amount may not
be recoverable.
An impairment loss is recognised for the amount by which the assets or cash-generating units’ carrying amount exceeds its
recoverable amount. The recoverable amount is the higher of fair value, reflecting market conditions less costs to sell and
value in use, based on an internal discounted cash flow evaluation. Impairment losses recognised for cash-generating units,
to which goodwill has been allocated, are credited initially to the carrying amount of goodwill. Any remaining impairment
loss is charged pro rata to the other assets in the cash-generating unit. With the exception of goodwill, all assets are
subsequently reassessed for indications that an impairment loss previously recognised may no longer exist.
154
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
NOTES TO THE FINANCIAL STATEMENTS
FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2024
2(d) Summary of accounting policies (Cont’d)
Impairment of non-financial assets (Cont’d)
Any impairment loss is charged to the profit or loss unless it reverses a previous revaluation in which case it is charged to
equity.
With the exception of goodwill,
•
An impairment loss is reversed if there has been a change in the estimates used to determine the recoverable amount
or when there is an indication that the impairment loss recognised for the asset no longer exists or decreases.
•
An impairment loss is reversed only to the extent that the asset’s carrying amount does not exceed the carrying amount
that would have been determined if no impairment loss had been recognised.
•
A reversal of an impairment loss on a revalued asset is credited directly to equity under the heading revaluation surplus.
However, to the extent that an impairment loss on the same revalued asset was previously recognised as an expense
in the profit or loss, a reversal of that impairment loss is recognised as income in the profit or loss.
An impairment loss in respect of goodwill is not reversed even if it relates to an impairment loss recognised in an interim
period that would have been reduced or avoided had the impairment assessment been made at a subsequent reporting or
the end of a reporting period.
Revenue recognition
Revenue is measured based on the consideration to which the Group expects to be entitled in exchange for transferring
promised goods or services to a customer, excluding amounts collected on behalf of third parties. Revenue is recognised
when the Group satisfies a performance obligation by transferring a promised good or service to the customer, which is
when the customer obtains control of the good or service. A performance obligation may be satisfied at a point in time or
over time. The amount of revenue recognised is the amount allocated to the satisfied performance obligation.
Sale of goods
Revenue from the sale of goods is recognised when the goods are delivered to the customer and all criteria for acceptance
have been satisfied and the customer obtains control of the goods. Control of an asset refers to an entity’s ability to direct
the use of and obtain substantially all of the remaining benefits (that is, the potential cash inflows or savings in outflows)
from the asset. The amount of revenue recognised is based on the estimated transaction price, which comprises the
contractual price, net of the estimated volume discounts and adjusted for expected returns.
The Group supplies ores into the China market and international shipments. For the China market, transfer of goods and
control is passed to the customers upon full payment and notification to take deliveries. For the majority of the Group’s
international shipments, as the Group does not have the right to re-direct shipments and the risk of shipments loss in transit
and at destination ports is covered by the buyers’ insurance, the transfer of goods and control is passed to the customers
upon loading of the goods onto the relevant carrier at the port of shipment. The majority of customers are required to make
full payment before the loading of goods at the port of shipment.
Transportation of goods sold on CFR or CIF Incoterms
Revenue from rendering service for transportation of goods sold is on Cost & Freight (CFR) or Cost, Insurance & Freight
(CIF) Incoterms and is recognised over the period of transportation to the customer. A significant proportion of the Group’s
products are sold under CFR or CIF Incoterms, in which the Group is responsible for providing transportation of the goods
after the date that the Group transfers control of the goods to the customers at the loading port.
The Group’s provision of transportation service for contracts under CFR and CIF Incoterms is a distinct service and, therefore,
a separate performance obligation. The total sales price or transaction price is allocated to the separate performance
obligations comprising of: (a) the product sold; and (b) the transportation service including insurance and freight. Revenue
earned from transportation of goods is recognised over time as the customer simultaneously receives the benefits provided
as the Group performs the transportation service.
Interest income
Interest income is recognised on a time-apportioned basis using the effective interest rate method.
Dividend income
Dividend income is recognised when the right to receive the dividend has been established.
Consignment arrangements
When the Group (the consignor) delivers a product to another party (the consignee) for sale to end customers, the Group
evaluates whether that other party has obtained control of the product at that point in time. A product that has been
delivered to another party may be held in a consignment arrangement if that other party has not obtained control of the
product. Accordingly, the Group does not recognise revenue upon delivery of a product to another party if the delivered
product is held on consignment arrangement, but recognises revenue only when the consignment inventory has been sold
by that other party. A consignment arrangement is in place when the product is controlled by the Group until a specified
event occurs; the Group is able to require the return of the product or transfer the product to another third party; and that
other party does not have an unconditional obligation to pay for the product.
155
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
NOTES TO THE FINANCIAL STATEMENTS
FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2024
2(d) Summary of accounting policies (Cont’d)
Contract liabilities
Contract liabilities relate to the Group’s obligation to perform services for which the Group has received advances from
customers. Contract liabilities are recognised as revenue as the Group performs the service under the contract.
Capitalised contract costs
Costs to fulfil a contract are capitalised if the costs relate directly to the contract, generate or enhance resources used
in satisfying the contract and are expected to be recovered. Capitalised contract costs are subsequently amortised on a
systematic basis as the Group recognises the related revenue. An impairment loss is recognised in the profit or loss to the
extent that the carrying amount of the capitalised contract costs exceeds the remaining amount of consideration that the
Group expects to receive in exchange for the services to which the contract costs relate, less the costs that relate directly to
providing the services and that have not been recognised as an expense.
Functional currencies
Items included in the financial statements of each entity in the Group are measured using the currency of the primary
economic environment in which the entity operates (“functional currency”). The financial statements of the Company and
the Group are presented in United States Dollars whilst the functional currency of the Company is Australian Dollars.
Conversion of foreign currencies
Transactions and balances
Transactions in a currency other than the functional currency (“foreign currency”) are translated into the functional currency
using the exchange rates at the dates of the transactions. Currency translation differences from the settlement of such
transactions and from the translation of monetary assets and liabilities denominated in foreign currencies at the closing
rates at the end of the reporting period are recognised in the profit or loss.
However, in the consolidated financial statements, currency translation differences arising from borrowings in foreign
currencies and other currency instruments designated and qualifying as net investment hedges and net investment in
foreign operations, are recognised in other comprehensive income and accumulated in the currency translation reserve.
When a foreign operation is disposed of or any borrowings forming part of the net investment of the foreign operation are
repaid, a proportionate share of the accumulated translation differences is reclassified to the profit or loss, as part of the
gain or loss on disposal.
All other foreign exchange gains and losses impacting the profit or loss are presented in the consolidated statement of
comprehensive income within “other operating expenses”.
Non-monetary items measured at fair values in foreign currencies are translated using the exchange rates at the date when
the fair values are determined.
Non-monetary items that are measured in terms of historical cost in a foreign currency are translated using the exchange
rates at the date of the transactions.
Group entities
The results and financial position of all the entities within the Group that have a functional currency different from the
presentation currency are translated into the presentation currency as follows:
(i)
Assets and liabilities are translated at the closing exchange rates at the end of the reporting period;
(ii)
Income and expenses for each statement presenting the profit or loss and other comprehensive income (i.e. including
comparatives) shall be translated at exchange rates at the dates of the transactions; and
(iii)
All resulting currency translation differences are recognised in other comprehensive income and accumulated in the
exchange fluctuation reserve.
Goodwill and fair value adjustments arising on the acquisition of foreign operations are treated as assets and liabilities of
the foreign operations and are translated at the closing rates at the reporting date. For acquisitions prior to 1 January 2010,
the goodwill and fair value adjustments are translated at the exchange rates at the dates of acquisition.
156
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
NOTES TO THE FINANCIAL STATEMENTS
FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2024
2(d) Summary of accounting policies (Cont’d)
Operating segments
The Group identifies operating segments and prepares segment information based on the regular internal financial
information reported to the executive Directors for their decisions about resources allocation to the Group’s business
components and for their review of the performance of those components. The business components in the internal
financial information reported to the executive Directors are determined following a review of the Group’s major products
and services.
The Group has identified the following reportable segments:
Mining
Exploration and processing of manganese ore
Smelting
Production of manganese alloys, ferrosilicon, silicon metal and manganese sinter ore
Marketing and trading
Marketing of manganese ferroalloys, ferrosilicon, silicon metal and manganese sinter ore
produced by smelting segment, and trading of manganese ore
Each of these operating segments is managed separately as they require different resources as well as operating approaches.
The reporting segment results exclude finance income and costs and share of results of associate which are not directly
attributable to the business activities of any operating segment, and are not included in arriving at the operating results of
the operating segment.
Segment assets exclude interests in associates which are not directly attributable to the business activities of any operating
segment.
Segment liabilities comprise operating liabilities of each operating segment.
3
Principal activities and revenue
The principal activity of the Company is that of investment holding. The principal activities of the subsidiaries are as stated
in Note 11.
Revenue is turnover derived from activities related to the sales of ore and ferroalloy products and related services which
represent the invoiced value of goods or services sold, net of discounts, goods and services tax and other sales taxes.
The geographical location of customers is based on the locations at which the goods were delivered.
157
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
NOTES TO THE FINANCIAL STATEMENTS
FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2024
3
Principal activities and revenue (Cont’d)
Disaggregation of the Group’s total revenue
Segments
Mining
Smelting
Marketing and
Trading
Others
Total Revenue
2024
2023
2024
2023
2024
2023
2024
2023
2024
2023
US$’000
US$’000
US$’000
US$’000
US$’000
US$’000
US$’000
US$’000
US$’000
US$’000
Primary geographical markets
Asia Pacific
−
−
143,257
114,526
385,237
362,975
128
64
528,622
477,565
America
−
−
−
4
104,756
49,829
−
−
104,756
49,833
Europe
−
−
1
−
20,033
40,435
−
−
20,034
40,435
Middle East
−
−
23
6
760
18,991
−
−
783
18,997
Africa
−
−
−
7
79
2,398
−
−
79
2,405
−
−
143,281
114,543
510,865
474,628
128
64
654,274
589,235
Major product or service lines
Ores
−
−
−
−
84,560
122,149
−
−
84,560
122,149
Alloys
−
−
136,029
109,633
408,018
336,890
−
−
544,047
446,523
Services
−
−
7,252
4,910
18,287
15,589
128
64
25,667
20,563
−
−
143,281
114,543
510,865
474,628
128
64
654,274
589,235
Timing of transfer of goods or services
At a point in time
−
−
136,029
109,633
492,578
459,039
128
64
628,735
568,736
Over time
−
−
7,252
4,910
18,287
15,589
−
−
25,539
20,499
−
−
143,281
114,543
510,865
474,628
128
64
654,274
589,235
158
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
NOTES TO THE FINANCIAL STATEMENTS
FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2024
4
Property, plant and equipment
The Group
Construction
-in-progress
Buildings and
infrastructure
Plant and
machinery
Computer
equipment,
office
equipment
and
furniture
Motor
vehicles
Total
US$’000
US$’000
US$’000
US$’000
US$’000
US$’000
Cost
At 1 January 2023
30,681
18,831
581,409
5,753
1,381
638,055
Additions
8,998
200
11,499
488
76
21,261
Transfers
(15,210)
(1,310)
16,449
41
30
−
Transfer from right-of-use
assets (Note 9)
−
−
1,826
−
137
1,963
Written off
−
(32)
(12,959)
(99)
(10)
(13,100)
Disposal of subsidiary
(Note 11.1)
−
(15,327)
(17,136)
(237)
(357)
(33,057)
Disposal
−
−
(606)
(34)
(85)
(725)
Exchange realignment
(1,490)
(460)
(426)
(62)
(23)
(2,461)
At 31 December 2023 and
at 1 January 2024
22,979
1,902
580,056
5,850
1,149
611,936
Additions
7,744
120
895
549
74
9,382
Transfers
(22,380)
(2)
22,175
207
−
−
Transfer from right-of-use
assets (Note 9)
−
−
165
−
−
165
Written off
−
(18)
(1,109)
(58)
(40)
(1,225)
Disposal
−
−
(186)
(50)
(6)
(242)
Exchange realignment
(677)
(4)
(2,633)
(108)
(3)
(3,425)
At 31 December 2024
7,666
1,998
599,363
6,390
1,174
616,591
Accumulated depreciation
At 1 January 2023
−
11,927
175,456
3,912
1,204
192,499
Depreciation for
the year (Note 28)
−
448
30,996
694
66
32,204
Transfers
−
129
(174)
23
22
−
Transfer from right-of-use
assets (Note 9)
−
−
1,600
−
137
1,737
Written off
−
(32)
(12,149)
(87)
(10)
(12,278)
Disposal of subsidiary
(Note 11.1)
−
(10,839)
(15,648)
(217)
(354)
(27,058)
Disposal
−
−
(578)
−
(85)
(663)
Exchange realignment
−
(287)
(263)
(18)
(21)
(589)
At 31 December 2023 and
at 1 January 2024
−
1,346
179,240
4,307
959
185,852
Depreciation for
the year (Note 28)
−
125
24,923
733
64
25,845
Transfer from right-of-use
assets (Note 9)
−
−
97
−
−
97
Written off
−
(14)
(1,104)
(53)
(40)
(1,211)
Disposal
−
−
(85)
(46)
(4)
(135)
Exchange realignment
−
(1)
(1,944)
(106)
−
(2,051)
At 31 December 2024
−
1,456
201,127
4,835
979
(208,397)
Net book value
At 31 December 2024
7,666
542
398,236
1,555
195
408,194
At 31 December 2023
22,979
556
400,816
1,543
190
426,084
159
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
NOTES TO THE FINANCIAL STATEMENTS
FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2024
4
Property, plant and equipment (Cont’d)
As at 31 December 2024, property, plant and equipment with a total net carrying amount of US$408,170,000 (2023 -
US$398,117,000) had been pledged for banking facilities granted to the Group (Note 21.1). Disposal of subsidiary relates to
deconsolidation of OM Materials Qinzhou Co Ltd (“OMQ”) upon loss of control (Note 11.1).
The Group evaluates for any indication of impairment in the property, plant and equipment at the end of each reporting
period. Cash flow projections used in these calculations are based on financial budgets approved by management. Cash
flows beyond the budget period are extrapolated using the estimated growth rates stated below. The growth rate does not
exceed the long-term average growth rate of the industry in which the CGU operates.
These assumptions are used for the analysis of each CGU within the business segment. Management determines budgeted
gross margins based on past performance and its expectations of market developments. The weighted average growth
rates used are consistent with forecasts included in industry reports. The discount rates used are pre-tax and reflect specific
risks relating to the relevant segments. A further decrease in the budgeted gross margin by 1% (2023 - 1%) would not result
in impairment of the carrying amount of property, plant and equipment.
Key assumptions used for value in use calculations:
2024
2023
Malaysia
Australia
Malaysia
Australia
Smelting
operations
Smelting
operations
Gross margin1
15%
33%
10%
31%
Growth rate2
0 - 11% before 2029,
0% after 2029
0% before 2029,
0% after 2029
0 - 4% before 2028,
0% after 2028
0% before 2028,
0% after 2028
Discount rate3
10.5%
12.8%
9.2%
12.8%
1
Budgeted gross margin. The gross margin differs due to the different operating efficiencies of the various subsidiaries located in different
geographical locations.
2
Weighted average growth rate used to extrapolate cash flows beyond the budget period.
3
Pre-tax discount rates applied to the pre-tax cash flow projections. The discount rates vary due to the geographical locations of the
businesses.
5
Land use rights
2024
2023
The Group
US$’000
US$’000
At beginning of the year
5,515
6,533
Addition
1,189
−
Amortisation for the year (Note 28)
(127)
(126)
Disposal of subsidiary (Note 11.1)
−
(869)
Exchange realignment
−
(23)
At end of the year
6,577
5,515
The land use rights, that form part of the Group’s right-of-use assets, are for leasehold lands located in Malaysia.
As at 31 December 2024, land use rights with a net carrying amount of US$5,401,000 (2023 - US$5,515,000) was pledged for
banking facilities granted to the Group (Note 21.1(b)).
Disposal of subsidiary relates to deconsolidation of OMQ upon loss of control (Note 11.1).
Information about the Group’s leasing activities are disclosed in Note 34.
160
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
NOTES TO THE FINANCIAL STATEMENTS
FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2024
6
Exploration and evaluation costs
2024
2023
The Group
US$’000
US$’000
At beginning of the year
2,771
2,255
Costs incurred during the year
121
490
Exchange realignment
(257)
26
At end of the year
2,635
2,771
The Group has a 60% (2023 - 51%) interest in a joint venture arrangement in Australia which is involved in the exploration
of manganese. This interest in the joint venture arrangement is accounted for as a joint operation. In 2024 and 2023,
the expenditure capitalised during the year related to the Group’s share of exploration expenditure invested in the joint
operation. The joint operation has no contingent liabilities or commitments as at 31 December 2024 and 31 December 2023.
7
Mine development costs
2024
2023
The Group
US$’000
US$’000
At beginning of the year
1,388
1,878
Adjustments to rehabilitation provisions (Note 24)
(171)
3
Amortisation for the year (Note 28)
(490)
(490)
Exchange realignment
(83)
(3)
At end of the year
644
1,388
8
Investment property
2024
2023
The Group
US$’000
US$’000
Cost
Balance at beginning of year and at end of year
566
566
Accumulated depreciation
Balance at beginning of year
147
139
Depreciation for the year (Note 28)
8
8
Balance at end of year
155
147
Net book value
411
419
Rental income
73
73
Direct operating expenses arising from investment property that generates rental
income
(17)
(18)
Depreciation for the year
(8)
(8)
Gross profit arising from investment property
48
47
161
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
NOTES TO THE FINANCIAL STATEMENTS
FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2024
8
Investment property (Cont’d)
The following are details of the investment property of the Group:
Property Name
Location
Description
Total net lettable
area (sq m)
Tenure
Parkway Parade
80 Marine Parade Road,
#08-08 Parkway Parade,
Singapore 449269
Office premises
148
73-year leasehold
commenced from
31 August 2005
Fair value hierarchy
Fair value measurements using
Quoted prices in active
markets for identical assets
(Level 1)
Significant other observable
inputs
(Level 2)
Significant unobservable
inputs
(Level 3)
US$’000
US$’000
US$’000
2024
−
−
2,399
2023
−
−
2,425
Valuation techniques used to derive fair values
As at 31 December 2024, the fair value of investment property amounted to approximately US$2,399,000 (2023 -
US$2,425,000) as determined by management with reference to recent market transactions of comparable properties in
close proximity, adjusted for differences in key attributes such as property size, which is based on the property’s highest
and best use.
9
Right-of-use assets
The Group
Leasehold
buildings
US$’000
Plant and
machinery
US$’000
Office
equipment
US$’000
Motor
vehicles
US$’000
Total
US$’000
Cost
At 1 January 2023
7,449
10,623
27
364
18,463
Additions
4,569
39
−
49
4,657
Write-off
(2,697)
−
−
−
(2,697)
Disposal
−
(2,195)
−
−
(2,195)
Transfer to property, plant and
equipment (Note 4)
−
(1,826)
−
(137)
(1,963)
Exchange realignment
(6)
(20)
−
−
(26)
At 31 December 2023 and
at 1 January 2024
9,315
6,621
27
276
16,239
Additions
518
1,025
−
84
1,627
Lease modification
927
−
−
−
927
Write-off
(155)
−
−
−
(155)
Transfer to property, plant and
equipment (Note 4)
−
(165)
−
−
(165)
Exchange realignment
(59)
(486)
−
−
(545)
At 31 December 2024
10,546
6,995
27
360
17,928
162
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
NOTES TO THE FINANCIAL STATEMENTS
FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2024
9
Right-of-use assets (Cont’d)
The Group
Leasehold
buildings
US$’000
Plant and
machinery
US$’000
Office
equipment
US$’000
Motor
vehicles
US$’000
Total
US$’000
Accumulated depreciation
At 1 January 2023
4,345
9,687
5
263
14,300
Depreciation (Note 28)
2,633
191
5
24
2,853
Write-off
(2,697)
−
−
−
(2,697)
Disposal
−
(2,194)
−
−
(2,194)
Transfer to property, plant and
equipment (Note 4)
−
(1,600)
−
(137)
(1,737)
Exchange realignment
(4)
15
−
(1)
10
At 31 December 2023 and
at 1 January 2024
4,277
6,099
10
149
10,535
Depreciation (Note 28)
2,698
215
6
44
2,963
Write-off
(155)
−
−
−
(155)
Transfer to property, plant and
equipment (Note 4)
−
(97)
−
−
(97)
Exchange realignment
(58)
(514)
−
1
(571)
At 31 December 2024
6,762
5,703
16
194
12,675
Carrying amount
At 31 December 2024
3,784
1,292
11
166
5,253
At 31 December 2023
5,038
522
17
127
5,704
Leasehold buildings are located in Malaysia, Singapore and Australia.
During the financial year, the Group has successfully renegotiated an existing lease contract for an office premise through
extending the lease term and revising the annual lease payments. As this extension is not part of the original terms and
conditions, it is accounted for as a lease modification whereby the lease liability is remeasured and the corresponding right-
of-use asset is adjusted.
Information about the Group’s leasing activities are disclosed in Note 34.
10
Deferred taxation
Deferred tax assets and liabilities are offset when there is a legally enforceable right to offset deferred income tax assets
against deferred income tax liabilities and when the deferred income taxes relate to the same fiscal authority. The amounts,
determined after appropriate offsetting in same tax legislations, are shown on the statement of financial position as follows:
2024
2023
The Group
US$’000
US$’000
Deferred tax assets
At gross
12,187
13,381
Less: Set off of tax in similar legislations
(1,111)
(1,220)
At net
11,076
12,161
Deferred tax liabilities
At gross
(48,021)
(47,924)
Less: Set off of tax in similar legislations
17,890
20,971
At net
(30,131)
(26,953)
163
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
NOTES TO THE FINANCIAL STATEMENTS
FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2024
10
Deferred taxation (Cont’d)
2024
2023
The Group
US$’000
US$’000
Deferred tax assets
To be recovered within one year
−
−
To be recovered after one year
11,076
12,161
11,076
12,161
Deferred tax liabilities
To be settled within one year
−
−
To be settled after one year
(30,131)
(26,953)
(30,131)
(26,953)
The movement in deferred tax assets and liabilities (after offsetting of balances within the same tax jurisdiction) are as
follows:
The Group
Temporary differences on
qualifying property, plant
and equipment, and mine
development costs
US$’000
Provisions
US$’000
Tax losses
US$’000
Others
US$’000
Total
US$’000
Deferred tax assets:
At 1 January 2023
248
1,232
10,926
172
12,578
Credited to profit or loss
(Note 29)
−
−
92
−
92
Disposal of subsidiary
(Note 11.1)
−
−
(563)
−
(563)
Exchange difference on
translation
1
7
45
1
54
At 31 December 2023
and 1 January 2024
249
1,239
10,500
173
12,161
Exchange difference on
translation
(22)
(111)
(935)
(17)
(1,085)
At 31 December 2024
227
1,128
9,565
156
11,076
The Group
Temporary differences on
qualifying property, plant
and equipment
US$’000
Provisions
US$’000
Tax losses
US$’000
Others
US$’000
Total
US$’000
Deferred tax liabilities
At 1 January 2023
(50,601)
11,914
22,209
(1,915)
(18,393)
Credited/(charged) to
profit or loss (Note 29)
6,974
(8,588)
(7,378)
424
(8,568)
Exchange difference on
translation
8
−
−
−
8
At 31 December 2023
and 1 January 2024
(43,619)
3,326
14,831
(1,491)
(26,953)
(Charged)/credited to
profit or loss (Note 29)
(653)
(2,835)
804
(488)
(3,172)
Exchange difference on
translation
(6)
−
−
−
(6)
At 31 December 2024
(44,278)
491
15,635
(1,979)
(30,131)
164
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
NOTES TO THE FINANCIAL STATEMENTS
FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2024
11
Subsidiaries
2024
2023
The Company
US$’000
US$’000
Unquoted equity investments, at cost
At beginning of the year
5,459
5,429
Less: Accumulated impairment losses
At beginning of the year
(2,079)
−
Impairment loss
−
(2,079)
Exchange difference on translation
185
−
At end of the year
(1,894)
(2,079)
Exchange difference on translation
(487)
29
Unquoted equity investments, net
3,078
3,379
Amounts due from subsidiaries
142,640
154,329
Less: Accumulated impairment losses
At beginning of the year
(64,515)
(56,515)
Impairment loss
(3,590)
(7,692)
Exchange difference on translation
5,755
(308)
At end of the year
(62,350)
(64,515)
Amounts due from subsidiaries, net
80,290
89,814
Total
83,368
93,193
The amounts due from subsidiaries are loans to subsidiaries, representing an extension of its investments in the subsidiaries.
These amounts are unsecured with indeterminate repayment terms.
The Company evaluates any indication of impairment on the investment in subsidiaries at the end of each reporting period.
The Company carries out a review of the recoverable amount of its investment in subsidiaries based on the higher of its fair
value less cost to sell and value in use.
Cash flow projections used in these calculations are based on financial budgets approved by management. Cash flows
beyond the budget period are extrapolated using the estimated growth rates stated below. The growth rate does not
exceed the long-term average growth rate of the industry in which the CGU operates.
These assumptions are used for the analysis of each CGU within the business segment. Management determines budgeted
gross margins based on past performance and expectations of market developments. The weighted average growth rates
used are consistent with forecasts included in industry reports. The discount rates used are pre-tax and reflect specific risks
relating to the relevant segments. A further decrease in the budgeted gross margin by 1% (2023 - 1%) would not result in
indication of significant further impairment of the carrying amount of the investments in subsidiaries.
165
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
NOTES TO THE FINANCIAL STATEMENTS
FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2024
11
Subsidiaries (Cont’d)
In the financial year ended 31 December 2024, the Company recognised a total impairment loss of US$3,590,000 (2023 -
US$9,771,000) in its cost of investment in and amounts due from OM (Manganese) Ltd (“OMM”) due to the losses incurred
during OMM’s care and maintenance phase. The recoverable amount was determined based on the cash flow projections,
with the key assumptions laid out below.
Key assumptions used for value in use calculations:
2024
2023
Malaysia
Australia
Malaysia
Australia
Smelting
operations
Smelting
operations
Gross margin1
15%
33%
10%
31%
Growth rate2
0 - 11% before 2029,
0% after 2029
0% before 2029,
0% after 2029
0 - 4% before 2028,
0% after 2028
0% before 2028,
0% after 2028
Discount rate3
10.5%
12.8%
9.2%
12.8%
1
Budgeted gross margin. The gross margin differs due to the different operating efficiencies of the various subsidiaries located in different
geographical locations.
2
Weighted average growth rate used to extrapolate cash flows beyond the budget period.
3
Pre-tax discount rate applied to the pre-tax cash flow projections. The discount rates vary due to the geographical locations of the
businesses.
Details of the Group’s material subsidiaries at the end of the reporting period are set out below:
Name
Place of
incorporation/
operation
Proportion of
ownership interest
and voting rights
held by the Group
Principal activities
2024
%
2023
%
Held by the Company
OM (Manganese) Ltd. (1)
Australia
100
100
Owns manganese
mine(5), and rights to
exploration and processing
of manganese ore
Held by OM Resources (HK) Limited
OM Materials (S) Pte. Ltd. (2)
Singapore
100
100
Investment holding and
trading of metals and
ferroalloy products
Held by OM Materials (S) Pte. Ltd.
OM Materials (Sarawak) Sdn. Bhd. (3)
Malaysia
100
100
Sales and processing of
ferroalloys and ores
Held by OM Materials Trade (S) Pte. Ltd.
OM Materials Trading (Qinzhou) Co. Ltd. (4)
PRC
100
100
Trading of metals and
ferroalloys products
Note:
(1)
Audited by Grant Thornton Audit Pty Ltd.
(2)
Audited by Foo Kon Tan LLP.
(3)
Audited by Ernst & Young PLT, Malaysia.
(4)
Audited by Guangxi JiaHai Accountant Affairs Office Co. Ltd. for statutory purposes and by Foo Kon Tan LLP for group consolidation
purposes.
(5)
Production ceased on 25 January 2022 and the mine was placed under care and maintenance.
166
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
NOTES TO THE FINANCIAL STATEMENTS
FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2024
11
Subsidiaries (Cont’d)
The principal activities of other subsidiaries that are not material to the Group at the end of the reporting period are
summarised as follows:
Principal activities
Place of incorporation/
operation
Number of subsidiaries
2024
2023
Investment holding
The British Virgin Islands
1
1
Investment holding
Mauritius
1
1
Investment holding
Hong Kong
1
1
Investment holding
Singapore
1
1
Logistics services and rental of machinery
Malaysia
1
1
Engineering, procurement and construction
services, and trading of metals and
ferroalloy products
PRC
1
1
Project development and project management
services
Malaysia
2
2
Exploration and mining of minerals
Malaysia
2
2
Engineering services
Malaysia
1
1
11
11
11.1
Disposal of 90% interest in OM Materials Qinzhou Co Ltd (“OMQ”)
On 31 October 2023, the Group’s wholly-owned subsidiary, OM Materials (S) Pte Ltd (“OMS”) executed a Share Sale
Agreement, for the sale of its 90% equity interest in OMQ, to Beijing Kunpeng Hongsheng Metal Co. Ltd, for cash
consideration of RMB 182.6 million (approximately US$ 25.8 million).
The Group, through OMS, retains a 10% equity interest in OMQ, which is accounted for as an associate (Note 12) as
it retains significant influence in OMQ.
Details of the disposal are as follows:
2023
US$’000
Carrying amounts of net assets over which control was lost
Property, plant and equipment net of accumulated depreciation/impairment (Note 4)
5,999
Land use rights (Note 5)
869
Deferred tax assets (Note 10)
563
Inventories
964
Trade and other receivables
2,117
Cash and cash equivalents
120
Trade and other payables
(251)
Net assets derecognised
10,381
Consideration received/receivable
Cash and cash equivalents received
10,452
Deferred cash consideration receivable (Note 14)
15,338
Total consideration
25,790
167
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
NOTES TO THE FINANCIAL STATEMENTS
FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2024
11
Subsidiaries (Cont’d)
11.1
Disposal of 90% interest in OM Materials Qinzhou Co Ltd (“OMQ”) (Cont’d)
2023
US$’000
Gain on disposal
Total consideration
25,790
Add: Fair value of remaining 10% interest retained (Note 12)
2,966
Add: Realisation of foreign exchange reserve
1,782
Less: Net assets derecognised
(10,381)
Gain on disposal (Note 27)
20,157
Net cash inflows arising on disposal
Consideration received in cash and cash equivalents
10,452
Less: Cash and cash equivalents disposed
(120)
Net cash inflows arising on disposal
10,332
12
Interests in associates
The Group
2024
US$’000
2023
US$’000
Cost of investment in associates (1)
At beginning of the year
55,876
52,622
Addition (Note 11.1)
−
2,966
Exchange difference on translation
(4,719)
288
At end of the year
51,157
55,876
Share of post-acquisition profits and reserves, net of dividends and exchange
difference on translation
28,088
28,231
79,245
84,107
(1)
Comprised unquoted equity shares at cost and advances to associates net of repayments. The advances to associates represent
extensions of the investment in associates which are unsecured with indeterminate repayment terms.
Addition during the financial year ended 31 December 2023 relates to the 10% interest in OMQ at fair value (Note 11.1),
arising from the disposal of 90% interest in OMQ. As OMS still retains significant influence over OMQ, the remaining 10%
interest is accounted for as an associate.
Details of the Group’s material associate at the end of the reporting period was as follows:
Name
Country of
incorporation
Proportion of effective
ownership interest
and voting rights
held by the Group
Principal activities
2024
%
2023
%
Ntsimbintle Mining Proprietary Limited
(“NMPL”) (1)
South Africa
26
26
Investment holding
Held by NMPL (2)
Tshipi é Ntle Manganese Mining
Proprietary Limited (“Tshipi Mining”) (1)
South Africa
13
13
Exploration and
mining of minerals
(1)
audited by KPMG Inc.
(2)
NMPL holds a 50.1% interest joint venture in Tshipi Mining whose results are equity-accounted in NMPL.
168
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
NOTES TO THE FINANCIAL STATEMENTS
FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2024
12
Interests in associates (Cont’d)
Shares in the Group’s material associate are held by a wholly-owned subsidiary of the Company, OMH (Mauritius) Corp.
All of the Group’s associates are accounted for using the equity method in the Group’s consolidated financial statements.
The financial year end date of NMPL is 30 June. For the purposes of applying the equity method accounting, the management
accounts of NMPL for the year ended 31 December 2024 have been used and appropriate adjustments have been made as
necessary.
Summarised financial information in respect of the Group’s material associate are set out below. The summarised financial
information below represents amounts shown in the associate’s financial statements prepared in accordance with IFRS.
Ntsimbintle Mining
Proprietary Limited
2024
US$’000
2023
US$’000
Current assets
3,380
2,335
Non-current assets (1)
161,025
147,726
Current liabilities
(10)
(14)
Non-current liabilities
(85,847)
(85,924)
Net assets
78,548
64,123
Income (1)
26,070
38,587
Profit for the year
16,641
19,686
Total comprehensive income for the year
16,641
19,686
Dividends received from associate
1,811
5,305
(1)
Inclusive of equity-accounted results of Tshipi Mining.
Reconciliation of the above summarised financial information to the carrying amount of the interest in the associate
recognised in the consolidated financial statements:
Ntsimbintle Mining
Proprietary Limited
Total
2024
US$’000
2023
US$’000
2024
US$’000
2023
US$’000
Net assets of the associate
78,548
64,123
78,548
64,123
Shareholder loans
85,847
85,924
85,847
85,924
164,395
150,047
164,395
150,047
Proportion of the Group’s ownership
interest in the associate
42,743
39,012
42,743
39,012
Goodwill
37,127
40,764
37,127
40,764
Currency translation difference
(3,700)
1,263
(3,700)
1,263
Carrying value
76,170
81,039
76,170
81,039
Add:
Carrying value of individually immaterial
associates
3,075
3,068
Carrying value of Group’s interest in associates
79,245
84,107
169
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
NOTES TO THE FINANCIAL STATEMENTS
FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2024
12
Interests in associates (Cont’d)
Aggregate information of associates that are not individually material
The summarised financial information of the individually immaterial associates are as follows:
2024
US$’000
2023
US$’000
Profit for the year
76
49
Total comprehensive income for the year
76
49
2024
US$’000
2023
US$’000
The Group’s share of profit
7
16
13
Inventories
The Group
2024
US$’000
2023
US$’000
At cost
Raw materials
195,310
97,855
Work-in-progress
13,578
15,018
Finished goods
96,656
85,586
305,544
198,459
At net realisable value
Raw materials, work-in-progress and finished goods
8,388
93,890
Total
313,932
292,349
Recognised as expenses and included in cost of sales:
Cost of inventories (Note 28), inclusive of:
541,057
494,416
Write-back of inventories to net realisable value, net
(7,263)
(38,289)
Recognised as expenses and included in other operating expenses:
Write-down of inventories to net realisable value (Note 28)
92
560
Included in the above are inventories under consignment arrangement amounting to US$40,628,000 (2023 - US$35,877,000).
170
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
NOTES TO THE FINANCIAL STATEMENTS
FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2024
14
Trade and other receivables
The Company
The Group
2024
US$’000
2023
US$’000
2024
US$’000
2023
US$’000
Trade receivables (i)
−
−
24,496
20,683
Other receivables:
Amounts due from subsidiaries (non-trade)
27,877
14,448
−
−
Deposits and other receivables:
- third party
−
−
17,979
18,335
- associate
−
−
534
123
27,877
14,448
18,513
18,458
Less: Allowance for impairment
of other receivables:
At beginning of the year
−
−
(609)
(634)
Exchange difference on translation
−
−
(17)
25
At end of the year
−
−
(626)
(609)
Net other receivables (ii)
27,877
14,448
17,887
17,849
Total (i) + (ii)
27,877
14,448
42,383
38,532
The non-trade amounts due from subsidiaries, representing advances, are interest-free, unsecured and repayable on
demand.
Included in the Group’s deposits and other receivables from third parties is tax recoverable of US$784,000 (2023 -
US$353,000) from tax authorities, and the residual balance of the proceeds arising from disposal of 90% interest in OMQ of
US$12,686,000 (2023 - US$15,338,000) (Note 11.1).
Trade and other receivables are denominated in the following currencies:
The Company
The Group
2024
US$’000
2023
US$’000
2024
US$’000
2023
US$’000
Australian Dollar
5,876
6,447
125
151
Renminbi
−
−
14,713
16,081
United States Dollar
22,000
8,000
26,193
21,681
Malaysian Ringgit
−
−
983
533
Others
1
1
369
86
27,877
14,448
42,383
38,532
The credit risk for trade and other receivables is as follows:
The Company
The Group
2024
US$’000
2023
US$’000
2024
US$’000
2023
US$’000
By geographical areas
Asia Pacific
27,858
14,432
31,511
38,082
America
−
−
9,987
182
Europe
−
−
351
82
Africa
19
16
534
186
27,877
14,448
42,383
38,532
171
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
NOTES TO THE FINANCIAL STATEMENTS
FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2024
14
Trade and other receivables (Cont’d)
Neither past due nor impaired
Trade and other receivables that were neither past due nor impaired amounting to US$27,877,000 (2023 - US$14,448,000)
and US$41,902,000 (2023 - US$38,406,000) for the Company and the Group respectively related to a wide range of debtors
for whom there was no recent history of default.
Past due but not impaired
The ageing analysis of trade and other receivables past due but not impaired is as follows:
The Company
The Group
2024
US$’000
2023
US$’000
2024
US$’000
2023
US$’000
Past due 0 to 3 months
−
−
42
80
Past due 3 to 6 months
−
−
229
41
Past due over 6 months
−
−
210
5
−
−
481
126
Trade and other receivables that were past due but not impaired related to a number of debtors that have a good credit
track record with the Group. Based on historical default rates, the Group believes that no further impairment allowance is
necessary in respect of trade and other receivables not past due or past due.
15
Capitalised contract costs
The Group
2024
US$’000
2023
US$’000
Costs to fulfil service rendered for transportation of goods sold under
CFR and CIF Incoterms
637
301
Amortisation recognised as cost of sales during the year
301
538
The Group’s capitalised contract costs relate to fulfilment costs of freight and insurance for the transportation of goods
sold under CFR and CIF Incoterms. These costs are charged to the profit or loss on a basis consistent with the pattern of
recognition of the associated revenue.
16
Derivatives
Contract/notional
Fair value
through profit or loss
amount
Assets
Liabilities
2024
2023
2024
2023
2024
2023
US$’000
US$’000
US$’000
US$’000
US$’000
US$’000
Derivatives:
Foreign exchange forward contracts
5,320
10,890
−
137
28
−
The Group uses foreign exchange forward contracts to manage some of its foreign currency exposure. These contracts
are not designated as cash flows nor fair value hedges and are entered into for periods consistent with its foreign currency
exposure. Such derivatives do not qualify for hedge accounting.
The forward contracts are used to manage the foreign currency exposures arising from the monetary assets and liabilities
denominated in currencies other than the functional currency of a subsidiary of the Group.
The Group recognised an unrealised loss of US$28,000 (2023 – gain of US$137,000) arising from fair value changes of
derivative financial instruments. The fair value changes are attributable to changes in foreign exchange forward rates. The
methods and assumptions applied in determining the fair value of derivatives are disclosed in Note 41.
172
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
NOTES TO THE FINANCIAL STATEMENTS
FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2024
17
Cash and bank balances
The Company
The Group
2024
US$’000
2023
US$’000
2024
US$’000
2023
US$’000
Cash at bank and on hand
29
13
56,105
59,399
Short−term bank deposits
−
−
3,483
1,092
Total cash and cash equivalents
29
13
59,588
60,491
Add: Cash collateral
−
−
8,316
9,210
Cash and bank balances
29
13
67,904
69,701
Included in the cash collateral were amounts of US$1,102,000 (2023 - US$1,174,000) and US$7,111,000 (2023 - US$7,923,000)
which were pledged to banks as security for banking facilities and the issuance of environmental bonds (Note 35.3)
respectively. The Group also maintains bank deposits to the benefit of third-party suppliers to the amount of US$103,000
(2023 - US$113,000).
Cash and bank balances (including cash collateral) are denominated in the following currencies:
The Company
The Group
2024
US$’000
2023
US$’000
2024
US$’000
2023
US$’000
Australian Dollar
27
11
7,854
8,190
Renminbi
−
−
9,199
14,080
United States Dollar
2
2
39,726
33,026
Malaysian Ringgit
−
−
10,745
14,027
Others
−
−
380
378
29
13
67,904
69,701
The short-term bank deposits have an average maturity of 1 month (2023 - 1 month) from the end of the financial year with
the following effective interest rates:
The Group
2024
Per annum
2023
Per annum
United States Dollar
3.60%
4.42%
18
Share capital
No. of ordinary shares
Amount
The Company and The Group
2024
’000
2023
’000
2024
US$’000
2023
US$’000
Authorised:
Ordinary shares of US$0.04337 (A$0.05)
(2023 - US$0.04337 (A$0.05)) each
2,000,000
2,000,000
87,000
87,000
Issued and fully paid:
Ordinary shares of US$0.04304 (A$0.05)
(2023 - US$0.04304 (A$0.05)) each
At 1 January
766,257
738,623
32,976
32,035
Shares issuance
−
27,634
−
941
At 31 December
766,257
766,257
32,976
32,976
The holders of ordinary shares (excluding treasury shares) are entitled to receive dividends as declared from time to time
and are entitled to one vote per share at meetings of the Company. All shares (excluding treasury shares) rank equally with
regard to the Company’s residual assets.
On 4 December 2023, the Company issued 27,633,464 ordinary shares to JFE Shoji Corporation at an issue price of A$0.472
per share, which raised A$13,043,000 (equivalent to US$8,885,000), of which A$1,382,000 (equivalent to US$941,000)
was capitalised as Share capital at par value of A$0.05 per share, and the balance amount of A$11,661,000 (equivalent to
US$7,944,000) was capitalised as Share premium, within Reserves (Note 20).
173
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
NOTES TO THE FINANCIAL STATEMENTS
FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2024
19
Treasury shares
No. of ordinary shares
Amount
The Company and The Group
2024
’000
2023
’000
2024
US$’000
2023
US$’000
At 1 January and 31 December
1,933
1,933
2,058
2,058
Treasury shares relate to ordinary shares of the Company that are held by the Company. During the year, the Company
acquired Nil shares (2023 - Nil shares) in the Company through on-market purchase on the Australian Securities Exchange
or on Bursa Malaysia.
20
Reserves
The Company
The Group
2024
US$’000
2023
US$’000
2024
US$’000
2023
US$’000
Share premium
[Note (i)]
164,864
164,864
164,864
164,864
Non-distributable reserve
[Note (ii)]
−
−
1,419
1,419
Capital reserve
[Note (iii)]
−
−
(10,947)
(10,947)
Contributed surplus
[Note (iv)]
2,593
2,593
−
−
Hedging reserve
[Note (v)]
−
−
180
225
Exchange fluctuation reserve
[Note (vi)]
(43,668)
(39,703)
(48,607)
(44,562)
(Accumulated losses)/Retained profits
[Note (vii)]
(115,423)
(111,631)
278,760
269,440
8,366
16,123
385,669
380,439
Share premium
At 1 January
164,864
156,920
164,864
156,920
Issuance of ordinary shares
−
7,944
−
7,944
At 31 December
164,864
164,864
164,864
164,864
Non-distributable reserve
At 1 January
−
−
1,419
7,922
Transfers from statutory reserve
−
−
−
(6,503)
At 31 December
−
−
1,419
1,419
Capital reserve
At 1 January and 31 December
−
−
(10,947)
(10,947)
Contributed surplus
At 1 January and 31 December
2,593
2,593
−
−
Hedging reserve
At 1 January
−
−
225
272
Cash flow hedges
−
−
(45)
(47)
At 31 December
−
−
180
225
Exchange fluctuation reserve
At 1 January
(39,703)
(39,758)
(44,562)
(40,139)
Currency translation differences
(3,965)
55
(4,045)
(4,423)
At 31 December
(43,668)
(39,703)
(48,607)
(44,562)
(Accumulated losses)/Retained profits
At 1 January
(111,631)
(105,484)
269,440
252,105
(Loss)/profit for the year
(3,808)
1,157
9,304
18,136
Dividends
[Note (viii)]
−
(7,304)
−
(7,304)
Dividends forfeited
16
−
16
−
Transfers from statutory reserve
−
−
−
6,503
At 31 December
(115,423)
(111,631)
278,760
269,440
174
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
NOTES TO THE FINANCIAL STATEMENTS
FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2024
20
Reserves (Cont’d)
Notes:
(i)
The share premium reserve comprises the value of shares that have been issued at a premium, meaning the price
paid was in excess of the share’s quotient value. The amount received in excess of the quotient value was transferred
to the share premium reserve.
(ii)
In accordance with the accounting principles and financial regulations applicable to Sino-foreign joint venture
enterprises, the subsidiaries in the PRC are required to transfer part of their profits after tax to the “Statutory Reserves
Fund”, the “Enterprise Expansion Fund” and the “Staff Bonus and Welfare Fund”, which are non-distributable, before
profit distributions to joint venture partners. The quantum of the transfers is subject to the approval of the board
of directors of these subsidiaries.
The annual transfer to the Statutory Reserves Fund should not be less than 10% of profit after tax, until it aggregates
to 50% of the registered capital. However, foreign enterprises may choose not to appropriate profits to the Enterprise
Expansion Fund.
The Statutory Reserves Fund can be used to make good previous years’ losses while the Enterprise Expansion Fund
can be used for the acquisition of property, plant and equipment and financing daily funds required. The Staff
Bonus and Welfare Fund is utilised for employees’ collective welfare benefits and is included in other payables under
current liabilities in the statements of financial position.
(iii)
Capital reserve relates to:
(a)
Difference between the consideration paid and the carrying amount of the non-controlling interests acquired,
and
(b)
Capitalisation of various reserves and retained profits in one of the Sino-foreign joint ventures of the Group.
The purpose of the capitalisation is to increase the registered capital of the joint venture.
(iv)
The contributed surplus of the Company represents the difference between the nominal value of the Company’s
shares issued for acquisition of the subsidiaries and the aggregate net asset value of the subsidiaries acquired.
Under the Companies Act 1981 of Bermuda (as amended), the contributed surplus can be distributed to shareholders
under certain circumstances. At the Group level, the contributed surplus is eliminated against the cost of investment
in subsidiaries.
(v)
The hedging reserve represents hedging gains and losses recognised on the effective portion of cash flow hedges.
The cumulative deferred gain or loss on the hedge recognised in other comprehensive income and accumulated
hedging reserves is reclassified to the profit or loss when the forecast transaction is ultimately recognised in the
profit or loss.
(vi)
The translation reserve comprises all foreign exchange differences arising on the translation of the financial
statements of the Company, foreign subsidiaries and associates stated in a currency different from the Company’s
and Group’s presentation currency.
(vii)
Retained earnings of the Group comprise the distributable reserves recognised in the preceding year less any
dividend declared. The total of such profits brought forward and the profit derived during the period constitute the
total distributable reserves, that is the maximum amount available for distribution to the shareholders.
(viii)
The Company and The Group
2024
US$’000
2023
US$’000
Final tax-exempt (one-tier) dividend of US$0.009915 (A$0.015)
per share for 2022
−
7,304
−
7,304
On 28 February 2025, the Company declared a final dividend of A$0.004 per share to be paid to shareholders on 23 May
2025. The dividend is payable to shareholders on the register of members on 2 May 2025. The total estimated dividend to be
paid is US$1,902,000 (A$3,065,000), which will be accounted for in the shareholders’ equity as an appropriation of retained
earnings in the financial year ending 31 December 2025.
175
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
NOTES TO THE FINANCIAL STATEMENTS
FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2024
21
Borrowings
The Group
2024
US$’000
2023
US$’000
Non-current
Bank loans (Note 21.1)
58,442
148,172
Other borrowings (Note 21.2)
19,186
21,067
77,628
169,239
Structuring and arrangement fee
(52)
(129)
77,576
169,110
Current
Bank loans (Note 21.1)
141,968
96,530
Other borrowings (Note 21.2)
278
−
142,246
96,530
Structuring and arrangement fee
(77)
(181)
142,169
96,349
219,745
265,459
21.1
Bank loans
The Group
2024
US$’000
2023
US$’000
Bank loans, secured [Note (a)]
2,466
1,126
Bank loans, secured [Note (b)]
166,739
213,533
Bank loans, secured [Note (c)]
30,000
30,000
Bank loans, secured [Note (d)]
1,205
−
Bank loans, unsecured
−
43
200,410
244,702
Amount repayable not later than one year
141,968
96,530
Amount repayable later than one year and not later than five years
58,442
148,172
200,410
244,702
Notes:
(a)
These loans were secured by a charge over an office premise and a corporate guarantee from a subsidiary.
(b)
These loans are secured by:
•
shares of OM Materials (Sarawak) Sdn Bhd, a company incorporated in Malaysia;
•
a charge over its property, plant and equipment (Note 4);
•
a charge over certain bank accounts;
•
a charge over land use rights (Note 5);
•
a debenture;
•
a borrower assignment;
•
an assignment of insurances;
•
a shareholder assignment;
•
an assignment of reinsurances; and
•
a corporate guarantee from OM Holdings Limited
(c)
This revolving credit facility is secured by a limited deed of debenture and a corporate guarantee from OM Holdings
Limited.
(d)
This loan is secured by a deed of charge and assignment and a corporate guarantee from OM Holdings Limited.
176
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
NOTES TO THE FINANCIAL STATEMENTS
FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2024
21
Borrowings (Cont’d)
21.1
Bank loans (Cont’d)
(e)
Non-current borrowings with covenants:
One of the subsidiaries of the Group has term loans partially classified as non-current, and the term loans are subjected
to financial covenants tested on a quarterly basis on 31 March, 30 June, 30 September and 31 December. The non-
current portion of these term loans amounted to US$58,442,000 as at 31 December 2024 (2023 - US$148,172,000). The
financial covenant requires the subsidiary to maintain a debt-to-equity ratio of not more than 70:30. The subsidiary has
complied with the covenant throughout the reporting period.
21.2
Other borrowings
The Group
2024
US$’000
2023
US$’000
Bonds, unsecured [Note (a)]
19,186
21,067
Third party loan, unsecured
278
−
19,464
21,067
Amount repayable not later than one year
278
−
Amount repayable later than one year and not later than five years
19,186
21,067
19,464
21,067
Notes:
(a)
The bonds issued by a wholly-owned subsidiary of A$30,926,000 (US$19,186,000) to certain key management personnel,
employees and investors of the Group in November 2022 are unsecured, and for a 3 years term. Coupon of 10% per
annum is paid semi-annually in arrears on 30 May and 30 November each year, commencing on 30 May 2023 and
continuing throughout the term. The subsidiary has the right to redeem the outstanding principal amount together with
unpaid accrued interest, on or after the second anniversary of the issue date with prior written notice. In December
2024, the tenor of the bonds were extended by 6 months on the same terms and coupon rate, to mature in May 2026.
21.3
Currency risk
Total borrowings are denominated in the following currencies:
The Group
2024
US$’000
2023
US$’000
United States Dollar
197,815
243,266
Renminbi
2,466
1,126
Australian Dollar
19,464
21,067
219,745
265,459
21.4
Effective interest rates
The effective interest rates of total borrowings at the end of the reporting period are 2.40% to 10.00% (2023 - 2.83% to
10.00%) per annum.
177
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
NOTES TO THE FINANCIAL STATEMENTS
FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2024
22
Lease liabilities
The Group
2024
US$’000
2023
US$’000
Undiscounted lease payments due:
- Year 1
3,856
2,874
- Year 2
1,488
2,740
- Year 3
644
54
- Year 4 and onwards
107
36
6,095
5,704
Less: Unearned interest cost
(465)
(351)
Lease liabilities
5,630
5,353
Presented as:
- Non-current
2,009
2,732
- Current
3,621
2,621
5,630
5,353
Interest expense on lease liabilities of US$282,000 (2023 - US$165,000) is recognised within “Finance costs” in the
Consolidated statement of comprehensive income.
Rental expenses not capitalised in lease liabilities but recognised in the profit or loss are set out below:
The Group
2024
US$’000
2023
US$’000
Short-term leases
1,364
1,103
Leases of low-value assets
−
13
Total cash outflows for all leases in the year amounted to US$3,296,000 (2023 - US$2,801,000).
As at 31 December 2024, the Group’s short-term lease commitments at the reporting date are not substantially dissimilar to
those giving rise to the Group’s short-term lease expense for the year.
The Group’s lease liabilities are secured by the lessors’ title to the leased assets.
Further information about the financial risk management are disclosed in Note 38 and leasing activities in Note 34.
Lease liabilities are denominated in the following currencies:
The Group
2024
US$’000
2023
US$’000
Malaysian Ringgit
4,728
5,014
Others
902
339
5,630
5,353
178
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
NOTES TO THE FINANCIAL STATEMENTS
FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2024
23
Trade and other payables
The Company
The Group
2024
US$’000
2023
US$’000
2024
US$’000
2023
US$’000
Non-current
Trade payables - third party
−
−
−
36,612
Other payables
−
−
137
118
−
−
137
36,730
Current
Trade payables
- third party
−
−
173,774
129,569
- associate
−
−
4,995
1,279
−
−
178,769
130,848
Amount due to subsidiaries (non-trade)
70,481
58,807
−
−
Accruals
1,619
1,921
9,456
8,307
Other payables
48
57
8,670
8,478
Retention monies
−
−
4,562
4,986
Welfare expense payable
−
−
440
520
Interest payables
−
−
176
425
72,148
60,785
23,304
22,716
72,148
60,785
202,073
153,564
Total
72,148
60,785
202,210
190,294
Non-current trade payables relate to payables to vendors which bear interest of Nil% (2023 - 6.0%) per annum.
The current amount due to subsidiaries (non-trade) represents advances which are unsecured, interest-free and repayable
on demand.
Trade and other payables are denominated in the following currencies:
The Company
The Group
2024
US$’000
2023
US$’000
2024
US$’000
2023
US$’000
Australian Dollar
31,371
34,591
1,749
2,063
Renminbi
−
−
11,881
4,178
United States Dollar
40,630
26,039
80,649
68,896
Malaysian Ringgit
−
−
107,671
114,605
Others
147
155
260
552
72,148
60,785
202,210
190,294
All trade payables are generally on 30 to 120 (2023 - 30 to 120) days’ credit terms.
179
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
NOTES TO THE FINANCIAL STATEMENTS
FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2024
24
Provisions
The Group
2024
US$’000
2023
US$’000
Rehabilitation
At beginning of the year
4,579
4,966
Adjustments from mine development costs (Note 7)
(171)
3
Utilisation
(138)
(407)
Exchange realignment
(390)
17
At end of the year
3,880
4,579
Non-current
3,393
4,579
Current
487
−
3,880
4,579
According to the Mine Management and Environmental Management Plans submitted to the Northern Territory Government
in Australia, the wholly-owned subsidiary, OM (Manganese) Ltd is obligated for the rehabilitation and restoration of areas
disturbed arising from mining activities conducted by OM (Manganese) Ltd. Mine rehabilitation costs are provided for at
the present value of future expected expenditure when the liability is incurred. Although the ultimate cost to be incurred is
uncertain, the Group has estimated its costs based on the rates outlined by the Northern Territory Department of Industry,
Tourism and Trade using current restoration standards and techniques.
25
Deferred capital grant
The Group
2024
US$’000
2023
US$’000
Government grant
6,565
7,131
Non-current
5,998
6,564
Current
567
567
6,565
7,131
A government grant was awarded for the construction of certain items of property, plant and equipment. There are no
unfulfilled conditions or contingencies attached. The movement in the deferred capital grant is due to amortisation of
US$567,000 (2023 - US$567,000) (Note 28).
26
Contract liabilities
The Group
2024
US$’000
2023
US$’000
Transportation of goods sold under CFR and CIF Incoterms
46,981
23,326
The Group’s contract liabilities relate to the Group’s obligation to transport goods sold to customers under CFR and CIF
Incoterms for which the Group has received advance payments from these customers.
The Group
2024
US$’000
2023
US$’000
Revenue recognised in current period that were included in the contract liabilities
balance at the beginning of the year
21,270
10,536
Unsatisfied performance obligations in relation to contract liabilities at the end of the reporting period are:
The Group
2024
US$’000
2023
US$’000
Aggregate amount of transaction price allocated to contracts that
are partially or fully unsatisfied at the end of the year
46,981
23,326
The Group expects that 100% of the transaction price allocated to the unsatisfied performance obligations at the end of the
current year may be recognised as revenue during the next reporting period.
180
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
NOTES TO THE FINANCIAL STATEMENTS
FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2024
27
Other income
The Group
2024
US$’000
2023
US$’000
Interest income from banks
777
982
Commission income
1,427
1,537
Government grant
25
23
Gain on disposal of subsidiary (Note 11.1)
−
20,157
Sundry income
688
809
2,917
23,508
28
Profit before income tax
The Group
Note
2024
US$’000
2023
US$’000
Profit before income tax has been arrived at after
Charging/(crediting):
Depreciation of property, plant and equipment:
- cost of sales
23,198
18,168
- other operating expenses
2,647
14,036
4
25,845
32,204
Gain on disposal of property, plant and equipment (1)
−
(396)
Gain on disposal of right-of-use-assets (1)
−
(173)
Write off of property, plant and equipment (1)
14
822
Amortisation of land use rights (1)
5
127
126
Amortisation of mine development costs (1)
7
490
490
Depreciation of investment property (1)
8
8
8
Depreciation of right-of-use assets (1)
9
2,963
2,853
Cost of inventories recognised as expenses
and included in cost of sales
13
541,057
494,416
Write-back of inventories to net realisable value, net (1)
13
(7,171)
(37,729)
Amortisation of deferred capital grant (2)
25
(567)
(567)
Realised foreign exchange loss/(gain) - net (1)
5,358
(2,016)
Unrealised foreign exchange loss/(gain) - net (1)
6,415
(2,538)
Loss on lease modification
7
−
Rental expenses:
- short-term leases
22
1,364
1,103
- leases of low-value assets
22
−
13
Finance costs:
- loans
28,346
27,104
- lease liabilities
282
165
- others
826
250
29,454
27,519
Employee benefits expenses
32
44,207
41,008
(1)
These are included under “Cost of sales” and “Other operating expenses” in the Consolidated statement of comprehensive income.
(2)
This is included under “Cost of sales” in the Consolidated statement of comprehensive income.
181
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
NOTES TO THE FINANCIAL STATEMENTS
FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2024
29
Tax expense
A provision for enterprise income tax on the subsidiaries operating in the People’s Republic of China (“PRC”) has been made
in accordance with the Income Tax Law of PRC concerning Foreign Investment Enterprises and Foreign Enterprises and
various local income tax laws.
A Global Trader Programme is granted by the Singapore Ministry of Trade and Industry to a Singapore subsidiary, OM
Materials (S) Pte. Ltd., for a concessionary rate of 10% valid up to December 2028, subject to the fulfilment of specific
conditions.
In November 2017, OM Materials (Sarawak) Sdn. Bhd. (“OM Sarawak”) was awarded Pioneer Status by the Malaysian
Investment Development Authority (“MIDA”), which entitles OM Sarawak exemption from tax for a period of 5 years
effective 1 December 2016 to 30 November 2021 on 100% of statutory income derived from the production of ferro-silicon,
silicon manganese and high carbon ferromanganese. OM Sarawak has provided for 24% tax on 100% of its taxable income
for the financial years ended 31 December 2023 and 2024, and is currently working towards meeting all the conditions set
by MIDA to be eligible for a second 5 year tax exemption period (from 1 December 2021 to 30 November 2026) on 70% of
its statutory income. Upon satisfaction by OM Sarawak of the MIDA conditions, OM Sarawak’s annual tax position will be
adjusted accordingly.
Taxation has been provided at the appropriate tax rates prevailing in Australia, Singapore, Malaysia, Hong Kong and PRC in
which the Group operates on the estimated assessable profits for the year. These rates generally range from 10% to 30%
for the reporting period.
The Group
2024
US$’000
2023
US$’000
Current taxation:
- Singapore income tax (concessionary tax rate of 10%)
2,932
447
- PRC tax (tax rate of 25%)
974
376
- Malaysia (tax rate of 24%)
1,598
1,440
Deferred taxation
3,028
7,508
8,532
9,771
(Over)/under provision in prior years:
- current taxation
(553)
550
- deferred taxation
144
968
(409)
1,518
Income tax
8,123
11,289
Other taxation:
- withholding tax
100
3,085
- profits-based royalty and special mining taxes
−
(27)
100
3,058
8,223
14,347
A reconciliation of the income tax applicable to the accounting profit at the applicable tax rates to the income tax expense
for the reporting period was as follows:
The Group
2024
US$’000
2023
US$’000
Profit before income tax
17,941
32,707
Tax at applicable tax rates
3,462
4,944
Tax effect of non-taxable income (1)
(136)
(1,988)
Tax effect of non-deductible expenses (2)
4,792
7,264
Tax effect of allowances and concessions given by tax jurisdictions
(1,410)
(1,369)
Deferred tax assets not recognised
2,474
1,690
Effects of share of results of associates
(650)
(770)
(Over)/under provision in prior years
(409)
1,518
8,123
11,289
(1)
Non-taxable income mainly relates to amortisation of deferred capital grant and gain on disposal of subsidiary.
(2)
Non-deductible expenses mainly relate to depreciation and amortisation of non-qualifying assets, non-trade loan interest expenses,
provision of expenses and foreign exchange differences.
182
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
NOTES TO THE FINANCIAL STATEMENTS
FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2024
30
Cash flow hedges
The Group
2024
US$’000
2023
US$’000
Cash flow hedges:
Loss arising during the year
(45)
(47)
31
Profit per share
The Group
Basic profit per share is calculated based on the consolidated profit attributable to owners of the parent divided by the
weighted average number of shares (excluding treasury shares) on issue of 764,324,000 (2023 - 738,734,000) ordinary
shares during the financial year.
Fully diluted profit per share is calculated based on the consolidated profit attributable to owners of the parent divided by
764,324,000 (2023 - 738,734,000) ordinary shares (excluding treasury shares). The number of ordinary shares was calculated
based on the weighted average number of shares on issue during the financial year adjusted for the effects of all dilutive
convertible bonds and warrants. Dilutive potential ordinary shares are deemed to have been converted into ordinary shares
at the beginning of the year or if later, the date of the issue of the potential ordinary shares.
The following table reflects profit or loss and share data used in the computation of basic and diluted profit per share from
continuing operations for the years ended 31 December:
The Group
2024
’000
2023
’000
Weighted average number of ordinary shares for the purpose of basic profit
per share
764,324
738,734
Effect of dilutive potential ordinary shares
−
−
Weighted average number of ordinary shares for the purpose of
diluted profit per share
764,324
738,734
Profit figures were calculated as follows:
2024
US$’000
2023
US$’000
Profit for the year attributable to owners of the Company
9,304
18,136
Effect of dilutive potential ordinary shares
−
−
Profit for the purposes of diluted profit per share
9,304
18,136
32
Employee benefits expense
The Group
2024
US$’000
2023
US$’000
Directors’ fees
436
438
Directors’ remuneration other than fees:
- Directors of the Company
1,164
1,339
- Directors of the subsidiaries
2,067
2,059
- Defined contributions plans
139
132
Key management personnel (other than Directors):
- Salaries, wages and other related costs
2,537
2,784
- Defined contributions plans
277
219
6,620
6,971
Other than key management personnel:
- Salaries, wages and other related costs
34,595
31,475
- Defined contributions plans
2,992
2,562
44,207
41,008
183
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
NOTES TO THE FINANCIAL STATEMENTS
FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2024
33
Related party transactions
In addition to the related party information disclosed elsewhere in the financial statements, the following amounts are
transactions with related parties based upon commercial arm’s length terms and conditions:
The Group
2024
US$’000
2023
US$’000
(a) Trading and other transactions
Commission charged to an associate
1,427
1,537
Commission charged by an associate
(451)
(481)
Purchases of goods from an associate
(60,898)
(64,247)
(b) Key management personnel
Bonds held by key management personnel at year end (Note 21.2(a))
4,568
5,152
Interest expense on bonds issued to key management personnel
488
501
34
Leases
(i)
The Group as lessee
(a)
Properties
The Group leases several land and buildings for operational and storage purposes (Note 9).
The Group makes prepayments for usage of land (Note 5) in Malaysia under leasing agreements where the Group constructs
buildings and infrastructure for office and operational use.
There are no externally imposed covenants on these property lease arrangements.
(b)
Plant and machinery, office equipment and motor vehicles
The Group makes monthly lease payments to acquire plant and machinery and office equipment used for manufacturing
and operational activities. The Group also acquires motor vehicles under hire purchase arrangements to render internal
logistics support. These plant and machinery, office equipment and motor vehicles are recognised as the Group’s right-of-use
assets (Note 9). The lease agreements for plant and machinery, office equipment and motor vehicles prohibit the Group from
subleasing them to third parties.
Information regarding the Group’s right-of-use assets and lease liabilities are disclosed in Note 9 and 22 respectively.
(ii)
The Group as lessor
Investment property
Operating leases, in which the Group is the lessor, relate to investment property (Note 8) owned by the Group with a
remaining lease term of 20 months. The operating lease contract contains market review clauses in the event that the lessee
exercises its option to renew. The lessee does not have an option to purchase the property at the expiry of the lease period.
The Group’s revenue from rental income received on the investment properties are disclosed in Note 8.
The future minimum rental receivable under non-cancellable operating leases contracted for the reporting date are as
follows:
The Group
2024
US$’000
2023
US$’000
Undiscounted lease payments to be received:
- Year 1
71
74
- Year 2
48
74
- Year 3
−
49
119
197
184
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
NOTES TO THE FINANCIAL STATEMENTS
FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2024
35
Commitments
35.1
Capital commitments
The following table summarises the Group’s capital commitments:
The Group
2024
US$’000
2023
US$’000
Capital expenditure contracted but not provided for in
the financial statements:
- acquisition of property, plant and equipment
2,331
7,101
35.2
Mineral Tenements
In order to maintain the mineral tenements in which a subsidiary is involved, the subsidiary has committed to fulfil the
minimum annual expenditures in accordance with the requirements of the Northern Territory Department of Industry,
Tourism and Trade for the next financial year, as set out below:
The Group
2024
US$’000
2023
US$’000
Mineral tenements annual expenditure commitments
90
66
35.3
Environmental bonds
A subsidiary has environmental bonds to the value of US$7,111,000 (2023 - US$7,923,000) lodged with the Northern Territory
Government (Department of Industry, Tourism and Trade) to secure environmental rehabilitation commitments. The
US$7,111,000 (2023 - US$7,923,000) of bonds are secured by US$6,467,000 (2023 - US$7,100,000) of bonds issued under
financing facilities and certain cash backed arrangements.
36
Other matters
Sponsor Guarantee issued under the terms of the Power Purchase Agreement with Syarikat Sesco Berhad
Pursuant to the Power Purchase Agreement (“PPA”) between a subsidiary, OM Materials (Sarawak) Sdn. Bhd. (“OM Sarawak”),
and Syarikat Sesco Berhad (“SSB”), OM Holdings Limited (“OMH”) issued guarantees to SSB for certain obligations of OM
Sarawak under the PPA.
The guarantees disclosed above do not fall into the category of financial guarantees as they do not relate to debt instruments.
The purpose of these guarantees is essentially to enable SSB to provide the power supply to OM Sarawak on the condition
that these guarantees are provided by OMH in the event that there are any unpaid claims arising from the PPA owed to SSB.
There are no bank loans involved in these guarantees. As such, there is no need for the guarantees to be fair valued.
Project Support guarantee issued under the terms of the Facilities Agreement and the Project Support Agreement
OM Sarawak entered into a project finance Facilities Agreement (“FA”) for a limited recourse senior project finance debt
facility.
Concurrently, OMH and OM Materials (S) Pte Ltd (“OMS”), the ultimate and immediate holding company of OM Sarawak,
entered into a Project Support Agreement (“PSA”) in relation to the project finance debt facility. The PSA governs the rights
and obligations of OMH and OMS. These obligations and liabilities are severally liable.
The PSA will lapse upon the final payment of the project financing facilities.
185
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
NOTES TO THE FINANCIAL STATEMENTS
FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2024
37
Operating segments
For management purposes, the Group is organised into the following reportable operating segments:
Mining
Exploration and processing of manganese ore
Smelting
Production of manganese alloys, ferrosilicon, silicon metal and manganese sinter ore
Marketing and Trading
Marketing of manganese ferroalloys, ferrosilicon, silicon metal and manganese sinter ore
produced by the smelting segment, and trading of manganese ore
Each of these operating segments is managed separately as they require different resources as well as operating approaches.
The reporting segment results exclude the finance income and costs and share of results of associates, which are not
directly attributable to the business activities of any operating segment, and are not included in arriving at the operating
results of the operating segment.
Sales between operating segments are carried out commercially and at arm’s length.
Segment performance is evaluated based on the operating profit or loss which in certain respects, as set out below, is
measured differently from the operating profit or loss in the consolidated financial statements.
186
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
NOTES TO THE FINANCIAL STATEMENTS
FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2024
37
Operating segments (Cont’d)
Mining
Smelting
Marketing and
Trading
Others
Total
2024
US$’000
2023
US$’000
2024
US$’000
2023
US$’000
2024
US$’000
2023
US$’000
2024
US$’000
2023
US$’000
2024
US$’000
2023
US$’000
Reportable segment revenue
Sales to external customers
−
−
143,281
114,543
510,865
474,628
128
64
654,274
589,235
Inter-segment sales
−
−
384,728
274,295
164,133
127,437
74,878
48,060
623,739
449,792
Elimination
−
−
(384,728)
(274,295)
(164,133)
(127,437)
(74,878)
(48,060)
(623,739)
(449,792)
−
−
143,281
114,543
510,865
474,628
128
64
654,274
589,235
Reportable segment profit/(loss)
(8,084)
(4,792)
27,682
31,603
22,577
23,550
110
3,748
42,285
54,109
Reportable segment assets
43,781
46,253
854,522
830,368
638,539
589,064
142,106
133,593
1,678,948
1,599,278
Elimination
(816,946)
(742,443)
Investment in associates
79,245
84,107
Total assets
941,247
940,942
Reportable segment liabilities
120,872
122,667
504,397
480,532
318,522
301,976
89,842
75,746
1,033,633
980,921
Elimination
(512,552)
(454,605)
Total liabilities
521,081
526,316
Other segment information
Purchase of property, plant and equipment
1,997
3
6,297
20,951
115
93
973
214
9,382
21,261
Addition of evaluation and exploration
costs
121
490
−
−
−
−
−
−
121
490
Amortisation of deferred capital grant
−
−
(567)
(567)
−
−
−
−
(567)
(567)
Amortisation of land use rights
−
−
115
126
−
−
12
−
127
126
Amortisation of mine development costs
490
490
−
−
−
−
−
−
490
490
Depreciation of right-of-use assets
−
26
2,368
2,248
376
363
219
216
2,963
2,853
Depreciation of investment property
−
−
−
−
8
8
−
−
8
8
Depreciation of property, plant and
equipment
458
810
24,879
30,688
87
74
421
632
25,845
32,204
Gain on disposal of property, plant
and equipment
−
(396)
−
−
−
−
−
−
−
(396)
Gain on disposal of right-of-use-assets
−
−
−
(173)
−
−
−
−
−
(173)
Gain on disposal of subsidiary
−
−
−
−
−
(20,157)
−
−
−
(20,157)
Write off of property, plant and equipment
−
−
14
822
−
−
−
−
14
822
Write-down/(write-back) of inventories to
net realisable value, net
92
384
(11,887)
(38,289)
4,624
176
−
−
(7,171)
(37,729)
187
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
NOTES TO THE FINANCIAL STATEMENTS
FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2024
37
Operating segments (Cont’d)
Reconciliation of the Group’s reportable segment profit to the profit before income tax is as follows:
The Group
2024
US$’000
2023
US$’000
Reportable segment profit
42,285
54,109
Finance income
777
982
Share of results of associates
4,333
5,135
Finance costs
(29,454)
(27,519)
Profit before income tax
17,941
32,707
The Group’s non-current assets (other than deferred tax assets) are divided into the following geographical areas:
Non-current assets
2024
US$’000
2023
US$’000
Asia Pacific
426,788
444,949
Africa
76,171
81,039
502,959
525,988
The geographical location of non-current assets is based on the physical location of the assets.
The Group’s revenues from external customers by different geographical areas are disclosed in Note 3.
38
Financial risk management objectives and policies
The Company and the Group are exposed to financial risks arising from its operations and use of financial instruments.
The key financial risks include credit risk, liquidity risk, interest rate risk and foreign currency risk. The Company’s and the
Group’s overall risk management programme focuses on the unpredictability of financial markets and seeks to minimise
adverse effects from the unpredictability of financial markets on the Company’s and the Group’s financial performance.
Risk management is carried out by the Finance Division under policies approved by the Board of Directors. The Finance
Division identifies, evaluates and hedges financial risks in close co-operation with the Group’s operating units.
There has been no change to the Company’s and the Group’s exposure to these financial risks or the manner in which it
manages and measures the risk. Market risk exposures are measured using sensitivity analysis indicated below.
38.1
Credit risk
Credit risk is the risk that one party to a financial instrument will fail to discharge an obligation and cause the Group to incur
a financial loss. The Group’s exposure to credit risk arises primarily from trade receivables, cash and cash equivalents and
other financial assets. For trade receivables, the Group adopts the policy of dealing only with customers of appropriate
credit history, and obtaining sufficient security where appropriate to mitigate credit risk. For other financial assets, the
Company and the Group adopt the policy of dealing only with high credit quality counterparties.
The Company’s and the Group’s objective is to seek continual growth while minimising losses incurred due to increased
credit risk exposure.
Credit exposure to an individual counterparty is restricted by credit limits that are approved by management based on
ongoing credit evaluation. The counterparty’s payment profile and credit exposure are continuously monitored at the entity
level by the respective management.
188
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
NOTES TO THE FINANCIAL STATEMENTS
FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2024
38
Financial risk management objectives and policies (Cont’d)
38.1
Credit risk (Cont’d)
Exposure to credit risk
As the Company and the Group do not hold any collateral for trade receivables, the maximum exposure to credit risk for
each class of financial instruments is the carrying amount of that class of financial instruments presented on the statements
of financial position.
The Company’s and the Group’s major classes of financial assets are bank deposits and trade and other receivables. Cash
is held with reputable financial institutions. Further details of credit risks on trade and other receivables are disclosed in
Note 14.
Guarantees
The Company provides corporate guarantees to certain banks and suppliers of its subsidiaries. The Company’s maximum
exposure to credit risk in respect of the corporate guarantees at the reporting date is equal to the facilities drawn down by
the subsidiaries in the amounts of US$317,912,000 (2023 - US$369,768,000). At the reporting date, the Company does not
consider it probable that a claim will be made against the Company under these corporate guarantees.
There is no impact on the corporate guarantee as there are no differential rates given by the financial institutions.
Undrawn credit facilities
The Group has undrawn credit facilities of approximately US$45,640,000 (2023 - US$45,676,000) at the reporting date.
38.2
Liquidity risk
Liquidity risk is the risk that the Company or the Group will encounter difficulty in raising funds to meet commitments
associated with financial instruments that are settled by delivering cash or another financial asset. Liquidity risk may result
from an inability to sell a financial asset quickly at close to its fair value.
The Company’s and the Group’s exposure to liquidity risk arises primarily from mismatches of the maturities of financial
assets and liabilities. The Company’s and the Group’s objective is to maintain a balance between continuity of funding and
flexibility through the use of stand-by credit facilities.
The table below analyses the maturity profile of the Company’s and the Group’s financial liabilities based on contractual
undiscounted cash flows:
The Group
Less than
1 year
US$’000
Between
2 and 5
years
US$’000
Over
5 years
US$’000
Total
US$’000
Total
carrying
amount
US$’000
As at 31 December 2024
Trade and other payables (1)
201,438
137
−
201,575
200,293
Borrowings
153,091
81,171
−
234,262
219,745
Lease liabilities
3,856
2,239
−
6,095
5,630
358,385
83,547
−
441,932
425,668
As at 31 December 2023
Trade and other payables (1)
155,791
37,978
−
193,769
189,494
Borrowings
115,990
185,372
−
301,362
265,459
Lease liabilities
2,874
2,830
−
5,704
5,353
274,655
226,180
−
500,835
460,306
189
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
NOTES TO THE FINANCIAL STATEMENTS
FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2024
38
Financial risk management objectives and policies (Cont’d)
38.2
Liquidity risk (Cont’d)
The Company
Less than
1 year
US$’000
Between
2 and 5
years
US$’000
Over
5 years
US$’000
Total
US$’000
Total
carrying
amount
US$’000
As at 31 December 2024
Trade and other payables
72,148
−
−
72,148
72,148
72,148
−
−
72,148
72,148
Financial guarantees
317,912
−
−
317,912
−
As at 31 December 2023
Trade and other payables
60,785
−
−
60,785
60,785
60,785
−
−
60,785
60,785
Financial guarantees
369,768
−
−
369,768
−
(1)
Excluded VAT tax payable of US$1,000 (2023 - US$314,000), advance from customers of US$1,916,000 (2023 -
US$486,000) from trade and other payables
The above table analyses the financial instruments of the Group for which contractual maturities are essential for an
understanding of the timing of the cash flows into relevant maturity groupings based on the remaining period from the
balance sheet date to the contractual maturity date. The amounts disclosed in the table are the contractual undiscounted
cash flows.
The Group has various lines of credit with major financial institutions for the purpose of drawing upon short term borrowings,
through the pledging of bills receivables or inventories. Further, management closely monitors the Group’s capital structure
to ensure that there are adequate funds to meet all its obligations in a timely and cost effective manner.
The Group manages its liquidity risk by ensuring there are sufficient cash and current assets to meet all their normal
operating commitments in a timely and cost-effective manner and having adequate amount of credit facilities. The Group
has the ability to generate additional working capital through financing from financial institutions.
38.3
Interest rate risk
Interest rate risk is the risk that the fair value of future cash flows of the Company’s and the Group’s financial instruments
will fluctuate because of changes in market interest rates.
The Company’s and the Group’s exposure to interest rate risk arises primarily from their bank borrowings, cash collaterals
and fixed deposits.
Sensitivity analysis for interest rate risk
At the end of the reporting period, if United States Dollar (“USD”) interest rates had been 75 (2023 - 75) basis points lower/
higher with all other variables held constant, the Company’s and the Group’s profit net of tax would have been higher/lower
by the amounts shown below, arising mainly as a result of lower/higher interest expense on bank borrowings and lower/
higher interest income on cash and bank balances.
The Company
Resulting effect:
profit/(loss)
The Group
Resulting effect:
profit/(loss)
2024
US$’000
2023
US$’000
2024
US$’000
2023
US$’000
United States
Dollar (USD)
- lower 75 basis points
(2023 - 75 basis points)
−
−
924
1,226
- higher 75 basis points
(2023 - 75 basis points)
−
−
(924)
(1,226)
190
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
NOTES TO THE FINANCIAL STATEMENTS
FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2024
38
Financial risk management objectives and policies (Cont’d)
38.4
Foreign currency risk
Currency risk is the risk that the value of a financial instrument will fluctuate due to changes in foreign exchange rates.
Currency risk arises when transactions are denominated in foreign currencies.
The Group operates and sells its products in several countries and transacts in foreign currencies. As a result, the Group is
exposed to movements in foreign currency exchange rates arising from normal trading transactions, primarily with respect
to AUD, Renminbi (“RMB”) and Malaysian Ringgit (“MYR”).
Sensitivity analysis for foreign currency risk
The following table demonstrates the sensitivity to a reasonably possible change in the AUD, RMB and MYR exchange rates
against USD, with all other variables held constant, of the Company’s and the Group’s profit before income tax.
2024
2023
The Group
Resulting effect -
profit/(loss)
US$’000
Resulting effect -
profit/(loss)
US$’000
Australian Dollar
- strengthened 5% (2023 - 5%)
(662)
(739)
- weakened 5% (2023 - 5%)
662
739
Renminbi
- strengthened 5% (2023 - 5%)
478
1,243
- weakened 5% (2023 - 5%)
(478)
(1,243)
Malaysian Ringgit
- strengthened 5% (2023 - 5%)
(5,038)
(5,253)
- weakened 5% (2023 - 5%)
5,038
5,253
The Company
Australian Dollar
- strengthened 5% (2023 - 5%)
(1,273)
(1,407)
- weakened 5% (2023 - 5%)
1,273
1,407
39
Capital risk management
The Company’s and the Group’s objectives when managing capital are:
•
to safeguard the Company’s and the Group’s abilities to continue as a going concern;
•
to support the Company’s and the Group’s stability and growth;
•
to provide capital for the purpose of strengthening the Company’s and the Group’s risk management capability; and
•
to provide an adequate return to shareholders.
The Company and the Group actively and regularly review and manage its capital structure to ensure optimal capital structure
and shareholders’ returns, taking into consideration the future capital requirements of the Company and the Group and
capital efficiency, prevailing and projected profitability, projected operating cash flows, projected capital expenditures and
projected strategic investment opportunities. The Company has formalised a dividend policy in February 2023, to seek to
maintain an annual dividend payout of between 10% to 30% of net profit after tax attributable to owners, subject to a cap
of 50% of free cash flow, and other considerations as determined by the Board of Directors. This dividend policy takes effect
from the year commencing 1 January 2023.
Management reviews its capital management approach on an on-going basis and believes that this approach, given the
relative size of the Company and the Group, is reasonable.
191
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
NOTES TO THE FINANCIAL STATEMENTS
FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2024
39
Capital risk management (Cont’d)
The Company monitors capital using a gearing ratio, which is net debt divided by total equity:
The Group
2024
US$’000
2023
US$’000
Borrowings
219,745
265,459
Less: Cash and bank balances (including cash collateral)
(67,904)
(69,701)
Net debt
151,841
195,758
Total equity
420,166
414,626
Gearing ratio
0.36
0.47
There were no changes in the Company’s and the Group’s approach to capital management during the year.
40
Financial instruments
Accounting classifications of financial assets and financial liabilities
Note
At
fair value
US$’000
At
amortised cost
US$’000
Total
US$’000
31 December 2024
The Group
Financial assets
Trade and other receivables (1)
14
−
40,205
40,205
Cash and bank balances (including cash collateral)
17
−
67,904
67,904
−
108,109
108,109
The Company
Financial assets
Trade and other receivables
14
−
27,877
27,877
Cash and bank balances
17
−
29
29
−
27,906
27,906
31 December 2023
The Group
Financial assets
Trade and other receivables (1)
14
−
37,718
37,718
Cash and bank balances (including cash collateral)
17
−
69,701
69,701
Derivatives
16
137
−
137
137
107,419
107,556
The Company
Financial assets
Trade and other receivables
14
−
14,448
14,448
Cash and bank balances
17
−
13
13
−
14,461
14,461
(1)
Excluded tax recoverable of US$784,000 (2023 - US$353,000) and advance to suppliers of US$1,394,000 (2023 -
US$461,000) from trade and other receivables
192
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
NOTES TO THE FINANCIAL STATEMENTS
FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2024
40
Financial instruments (Cont’d)
Accounting classifications of financial assets and financial liabilities (Cont’d)
Note
At
fair value
At
amortised cost
Total
31 December 2024
US$’000
US$’000
US$’000
The Group
Financial liabilities
Borrowings
21
−
219,745
219,745
Lease liabilities
22
−
5,630
5,630
Trade and other payables (1)
23
−
200,293
200,293
Derivatives
16
28
−
28
28
425,668
425,696
The Company
Financial liabilities
Trade and other payables
23
−
72,148
72,148
−
72,148
72,148
31 December 2023
The Group
Financial liabilities
Borrowings
21
−
265,459
265,459
Lease liabilities
22
−
5,353
5,353
Trade and other payables (1)
23
−
189,494
189,494
−
460,306
460,306
The Company
Financial liabilities
Trade and other payables
23
−
60,785
60,785
−
60,785
60,785
(1)
Excluded VAT tax payable of US$1,000 (2023 - US$314,000), advance from customers of US$1,916,000 (2023 -
US$486,000) from trade and other payables
193
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
NOTES TO THE FINANCIAL STATEMENTS
FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2024
41
Fair value measurement
Definition of fair value
IFRSs define fair value as the price that would be received to sell an asset or paid to transfer a liability in an orderly transaction
between market participants at the measurement date.
Fair value hierarchy
Financial assets and financial liabilities measured at fair value in the statements of financial position are grouped into
three Levels of a fair value hierarchy. The three Levels are defined based on the observability of significant inputs to the
measurement, as follows:
•
Level 1:
quoted prices (unadjusted) in active markets for identical assets and liabilities;
•
Level 2:
inputs other than quoted prices included within Level 1 that are observable for the asset or liability, either
directly or indirectly; and
•
Level 3:
unobservable inputs for the asset or liability.
Financial assets and liabilities carried at fair value:
Quantitative disclosures of fair value measurement hierarchy for financial assets held at fair value as at 31 December are as
follows:
Level 1
Level 2
Level 3
Total
31 December 2024
US$’000
US$’000
US$’000
US$’000
The Group
Derivative liabilities (Note 16)
Foreign exchange forward contracts
−
28
−
28
31 December 2023
The Group
Derivative assets (Note 16)
Foreign exchange forward contracts
−
137
−
137
Fair value of foreign exchange forward contracts is calculated by reference to current forward exchange rates for contracts
with similar maturity profiles.
There have been no transfers between levels during the financial year.
Financial assets and liabilities that are not carried at fair value but whose carrying amounts approximate that of fair value
The carrying amounts of trade and other receivables (Note 14), cash and bank balances (Note 17), current trade and other
payables (Note 23), current lease liabilities (Note 22) and current borrowings (Note 21) are reasonable approximations of fair
values due to their short-term nature.
The carrying amounts of non-current trade and other payables (Note 23), non-current lease liabilities (Note 22) and non-
current borrowings (Note 21) are reasonable approximations of fair values as their interest rate approximates the market
lending rate.
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
194
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
NOTES TO THE FINANCIAL STATEMENTS
FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2024
42
Contingencies
Construction claim
On 8 July 2022, one of the subsidiaries of the Group received a claim from a third party for the sum of approximately MYR30
million (equivalent to approximately US$6,712,000) and costs in respect of a construction project. As at the date of this
report, no determination can be made of the possible outcome of the claim.
Claim related to professional service
On 27 December 2024, two subsidiaries of the Group filed a claim for the sum of MYR13.5 million (equivalent to US$3.0
million) for non-performance of contracted professional services. In response, the defendants filed their statement of
defence and counterclaim amounting to US$13.9 million. As of the date of this report, no determination can be made of the
possible outcome of the claim and counterclaim.
43
Subsequent events
Claim regarding other receivables
On 14 February 2025, one of the subsidiaries of the Group initiated a claim to recover outstanding other receivables amount
of approximately RMB92.6 million (US$12.7 million) arising from the disposal of OMQ. In conjunction to this other receivable,
there were underlying assets that were pledged as collateral. As at the date of this report, management is of the view that
there is no expected credit loss required.
Refinancing with new syndicated facilities
On 14 March 2025 and 17 March 2025, two subsidiaries of the Group entered into syndicated facility agreements totaling
US$168 million. The new syndicated facilities comprised term loans of US$127.5 million and revolving credit facilities of
US$40.5 million, with tenors of 3 and 4 years. These new facilities are meant to refinance the existing facilities of the Group
and have yet to be drawn down as at the date of this report.
44
Comparative figures
Certain comparative figures in the consolidated statement of cash flows have been reclassified to conform to current year’s
presentation.
195
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
ASX & BURSA SECURITIES ADDITIONAL INFORMATION
Pursuant to the listing requirements of the Australian Securities Exchange (“ASX”), the shareholder information set out below was
applicable as at 2 April 2025.
1.
SHAREHOLDER INFORMATION
A.
Distribution of Equity Securities
Distribution schedule and number of holders of equity securities as at 2 April 2025
Distribution
Fully Paid Ordinary Shares
(OMH)
% of Issued Capital
1 – 1,000
639
0.04
1,001 – 5,000
839
0.32
5,001 – 10,000
405
0.42
10,001 – 100,000
596
2.58
More than 100,000
182
96.64
TOTAL
2,661
100.00
There were 429 holders holding less than a marketable parcel of ordinary shares on ASX.
B.
Twenty Largest Shareholders
The names of the twenty largest holders of quoted shares are listed below:
Shareholder Name
Listed Ordinary Shares
Number
Percentage Quoted
CITICORP NOMINEES PTY LIMITED
259,152,859
33.82%
HSBC CUSTODY NOMINEES (AUSTRALIA) LIMITED
146,611,090
19.13%
J P MORGAN NOMINEES AUSTRALIA PTY LIMITED
46,105,944
6.02%
BNP PARIBAS NOMS PTY LTD
33,929,307
4.43%
HANWA CO LTD
32,500,000
4.24%
JFE SHOJI CORPORATION
27,633,464
3.61%
HSBC CUSTODY NOMINEES (AUSTRALIA) LIMITED - A/C 2
16,502,146
2.15%
BNP PARIBAS NOMINEES PTY LTD
13,648,177
1.78%
MS HENG SIOW KWEE
10,167,400
1.33%
LOW NGEE TONG
10,000,000
1.31%
UOB KAY HIAN NOMINEES (ASING) SDN BHD EXEMPT AN FOR UOB KAY HIAN PTE
LTD ( A/C CLIENTS )
9,807,636
1.28%
CITIGROUP NOMINEES (ASING) SDN BHD
EXEMPT AN FOR UBS AG HONG KONG (FOREIGN)
8,843,000
1.15%
BNP PARIBUS NOMS PTY LTD UOBKH A/C R’MIERS
7,380,224
0.96%
CITIGROUP NOMINEES (ASING) SDN BHD EXEMPT AN FOR OCBC SECURITIES
PRIVATE LIMITED (CLIENT A/C-NR)
6,518,900
0.85%
MS JULIE ANNE WOLSELEY
5,562,002
0.73%
MR HAMID MAHDAVI ARDABILI
4,995,000
0.65%
HSBC NOMINEES (ASING) SDN BHD EXEMPT AN FOR MORGAN STANLEY & CO.
INTERNATIONAL PLC (CLIENT)
4,837,100
0.63%
STRATFORD SUN LIMITED
4,650,000
0.61%
BNP PARIBAS NOMINEES PTY LTD
4,500,000
0.59%
CGS INTERNATIONAL NOMINEES MALAYSIA (TEMPATAN) SDN. BHD.
PLEDGED SECURITIES ACCOUNT FOR SOO KAM CHEONG (MY0393)
4,314,200
0.56%
TOTAL HELD BY 20 LARGEST SHAREHOLDERS
657,658,449
85.83%
OTHERS
108,598,352
14.17%
TOTAL
766,256,801
100.00%
196
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
ASX & BURSA SECURITIES ADDITIONAL INFORMATION
C.
Substantial Shareholders
An extract of the Company’s Register of Substantial Shareholders (who hold 5% or more of the issued capital) is set out
below.
Shareholder Name
Listed Ordinary Shares
Number of Shares
% of Shares
Huang Gang
103,618,830
13.52%
Amplewood Resources Ltd
100,260,653
13.08%
Low Ngee Tong
68,861,231
8.99%
Heng Siow Kwee
67,219,269
8.77%
D.
Restricted Securities
There were no restricted securities on issue as at 2 April 2025.
E.
Voting Rights
Subject to the Bye-laws of the Company and to any rights or restrictions attaching to any class of shares, every member
is entitled to be present at a meeting in person, by proxy, representative or attorney. In accordance with the Company’s
Bye-laws, voting rights in respect of ordinary shares are on a show of hands whereby each member present in person or by
proxy or representative shall have one vote and upon a poll each member present in person or by proxy or representative
shall have one vote for every share held.
2.
TAXATION
The Company was incorporated in Bermuda and is not taxed as a company in Australia.
3.
ON-MARKET BUY-BACK
The Company is not currently undertaking an on-market buy-back.
4.
INVESTOR INFORMATION
(a)
Stock Exchange Listing
OM Holdings Limited shares are listed on the Australian Securities Exchange (ASX).
The Company’s ASX code is OMH.
OM Holdings Limited shares are listed on the Bursa Malaysia Securities Berhad (Bursa Securities).
The Company’s Bursa code is OMH (5298)
(b)
Company Information Contact
For further information about OM Holdings Limited please contact the Singapore head office:
OM Holdings Limited
#09 – 03A Singapore Post Centre
10 Eunos Road 8
Singapore 408600
Telephone:
(65) 6346 5515
Facsimile:
(65) 6342 2242
Email:
om@ommaterials.com
Website:
www.omholdingsltd.com
197
OM HOLDINGS LIMITED | ANNUAL REPORT 2024
(c)
Share Registry Enquiries
For shareholders whose shares are held on the Australian register
Shareholders who require information about their shareholdings, dividend payments, notification of tax file
numbers, changes of name, address or bank account details or related administrative matters should contact the
Company’s share registry:
Computershare Investor Services Pty Limited
Level 17, 221 St Georges Terrace
PERTH WA 6000
Postal Address:
GPO Box 2975
MELBOURNE VIC 3001
Telephone:
(within Australia) 1300 850 505
Telephone:
(outside Australia) (61) 3 9415 4000
Facsimile:
(61) 3 9473 2500
Website:
www.investorcentre.com/au
Email:
web.queries@computershare.com.au
Each enquiry should refer to the shareholder number which is shown on the issuer sponsored holding statements
and dividend statements.
For shareholders whose shares are held on the Malaysian register
Shareholders who require information about their shareholdings, dividend payments or related administrative
matters should contact the Company’s share registry:
Tricor Investor & Issuing House Services Sdn Bhd
Registration No.: 197101000970 (11324-H)
Address:
Unit 32-01, Level 32, Tower A, Vertical Business Suite, Avenue 3,
Bangsar South, No. 8, Jalan Kerinchi, 59200 Kuala Lumpur
Telephone:
+603-2783 9299
Facsimile:
+603-2783 9222
Email:
is.enquiry@vistra.com
Each enquiry should refer to the shareholder number which is shown on the CDS statements or dividend tax voucher.
ASX & BURSA SECURITIES ADDITIONAL INFORMATION