CURRENT REPORT FOR ISSUERS SUBJECT TO THE
1934 ACT REPORTING REQUIREMENTS
FORM 8-K
SECURITIES AND EXCHANGE COMMISSION
Washington, DC 20549
CURRENT REPORT
Pursuant to Section 13 or 15(d) of the Securities
Exchange Act
December 3, 2014
Date of Report
(Date of Earliest Event Reported)
DYNARESOURCE, INC.
(Exact name of registrant as specified in its
charter)
Delaware |
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000-30371 |
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94-1589426 |
(State or other jurisdiction of incorporation or organization) |
|
(Commission File Number) |
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(I.R.S. Employer Identification No.) |
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222 W. Las Colinas Blvd., Suite 744 East Tower,
Irving, Texas 75039
(Address of principal executive offices (zip
code))
(972) 868-9066
(Registrant’s telephone number, including
area code)
Check the appropriate box below if the
Form 8-K filing is intended to simultaneously satisfy the filing obligation of the registrant under any of the following provisions:
[ ] |
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Written communications pursuant to Rule 425 under the Securities Act (17 CFR 230.425) |
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[ ] |
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Soliciting material pursuant to Rule 14a-12 under the Exchange Act (17 CFR 240.14a-12) |
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[ ] |
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Pre-commencement communications pursuant to Rule 14d-2(b) under the Exchange Act (17 CFR 240.14d-2(b)) |
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[ ] |
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Pre-commencement communications pursuant to Rule 13e-4(c) under the Exchange Act (17 CFR 240.13e-4(c)) |
Item 7.01 Regulation
FD Disclosure.
In
connection with a contemplated investment in DynaResource, Inc. (the “Company”), on December 3, 2014 the Company furnished
to a prospective investor an operational status report (the “SJG Operational Status Report”) on the San Jose de Gracia
Project in Sinaloa, México. A copy of the SJG Operational Status Report is attached as Exhibit 99.1 to this report.
On
January 16, 2015 the Company furnished to a prospective investor a Pilot Production Proforma (the “SJG Pilot Production Proforma”)
for the San Jose de Gracia Project in México, covering an eight-year time frame commencing in 2015. A copy of the SJG Pilot
Production Proforma is attached as Exhibit 99.2 to this report. Of note, the SJG Pilot Production Proforma assumes a capital infusion
of $6,250,000 in year 1, and no other outside capital infusion would be required in order to accomplish the operational results
as indicated during the eight-year time frame covered by the SJG Pilot Production Proforma.
The
information set forth in this Item 7.01 of this Current Report on Form 8-K is being furnished pursuant to Item 7.01 of Form 8-K
and shall not be deemed “filed” for purposes of Section 18 of the Securities Exchange Act of 1934, as amended (the
“Exchange Act”), or otherwise subject to the liabilities of that section, nor shall it be deemed incorporated by reference
into any of the Company’s filings under the Securities Act of 1933, as amended, or the Exchange Act, whether made before
or after the date hereof and regardless of any general incorporation language in such filings, except to the extent expressly set
forth by specific reference in such a filing. The filing of this Item 7.01 of this Current Report on Form 8-K shall not be deemed
an admission as to the materiality of any information herein that is required to be disclosed solely by reason of Regulation FD.
Item 9.01. Financial Statements
and Exhibits.
(d) Exhibits.
Exhibit Number |
Description |
99.1 * |
December 3, 2014 Operational Status Report on the San Jose de Gracia Project in Sinaloa, México |
99.2 * |
January 16, 2015 Pilot Production Proforma for the San Jose de Gracia Project in Sinaloa, México |
_______________
* Filed herewith
SIGNATURE
Pursuant
to the requirements of the Securities Exchange Act of 1934, the registrant has duly caused this report to be signed on its behalf
by the undersigned hereunto duly authorized.
|
DYNARESOURCE, INC. |
|
|
(Registrant) |
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By: |
/s/ K.W. Diepholz |
|
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Name: K.W. Diepholz |
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|
Titla: Chairman and CEO |
|
EXHIBIT INDEX
Exhibit Number |
Description |
99.1 * |
December 3, 2014 Operational Status Report on the San Jose de Gracia Project in Sinaloa, México |
99.2 * |
January 16, 2015 Pilot Production Proforma for the San Jose de Gracia Project in Sinaloa, México |
_______________
* Filed herewith
Exhibit
99.1
MEMORANDUM
December
3, 2014 |
|
![](image_001.jpg) |
To:
K.D. Diepholz, CEO, DynaResource, Inc.;
From:
Chip Allender, EVP, and Director of Operations, DynaResource, Inc.
Subject:
Current Operational Status Report and Future Considerations, San Jose de Gracia Project
In
the period of time since first visiting the San Jose de Gracia Project (SJG) in April, 2014 and writing my assessment report
for _____________, I have re-examined the mine and mill operations in significantly more detail and have visited the
SJG site again recently for several days. These examinations, as well as a detailed study of the pilot production data, and
my lengthy discussions with the staff and management in México and Dallas have reinforced my initial impression of the
project as a potential world-class gold project.
In
my earlier report to _________, I provided an overview technical and economic assessment of the SJG Project, and the potential
for increasing resources, profitable production, and expansion of SJG. I also gave my evaluation of the potential for return on
investment in the pilot and startup phases of the project. This Operational Status Report is focused more on the current status
of operations and the forward looking projection of those operations.
2014
– Mine Rehabilitation and Mill Refurbishing:
During
the first 9 months of 2014, the project was being prepared for startup operations. The mine at San Pablo was rehabilitated, and
the Pilot Production Facility or SJG Mill (crushing, grinding, gravity, and flotation recovery circuit) was refurbished. Test
runs of the pilot production facility were conducted in May, June and July, the flotation circuit was improved and tested in August
and September, and the Tailings Pond area was prepared for operations with the installation of an impermeable liner. During the
rehabilitation of the San Pablo mine, some mineralized tonnage was extracted and delivered to the mill for test runs. At the end
of November, the SJG Project appears ready to sustain operations, though additional improvements could enable the project to accomplish
a more efficient level of operations.
Capital
Infusion – Fast Track to Profitability:
Though
I would classify the current operations as in the “startup” phase; it is clear that a capital injection of US$2.5
to $3 million could be utilized to fast-track the startup phase to a more consistent and predictable operation. With some
adjustments and additional equipment, I expect the San Pablo Mine and the SJG Pilot Mill Facility can operate at a 150 tonnes
per day (tpd) pilot production level. At current mineralized material grades (approximately 9-11 grams per tonne or gpt) and
recovery rates (80-85%), the operation should produce from 1,200 to about 1,500 grams (35-50 ounces) gold per day. That would
equate to 900 to 1,200 ounces per month or 11,000 to 14,000 ounces annually. At that rate of pilot production, the
SJG operations would provide a solid foundation for expansion and build out, including the increase of output from
the underground operations, including the permitting and other preliminary engineering for the proposed open pit
operation, including commencing initial exploration of the North area, and, possibly including the plans by company
management to commence paying dividends to shareholders.
As
the startup pilot operations commence at San Jose de Gracia, projected output is expected to be approximately 75-100 tonnes
per day (tpd). At that level of production, the project can sustain profitability. However, at this rate, the project is
sensitive to interruptions resulting from equipment failure, parts and supply chain delays, and possibly low
grade mineralized material from test mining activities. The project could operate sporadically at less than peak efficiency
under these conditions. At its current operating rate, maintenance and repairs as well as necessary system upgrades and
expansion will be accomplished as internal cash flow allows. The capital injection mentioned above would allow the project to
upgrade its operations and fast track through the startup phase to the point of consistent, sustainable, and profitable
operations. And, looking forward, these consistent operations could then be expanded to the point where the SJG Project can
produce gold at a notable and significantly profitable pace.
Capital
Sources:
As
we have discussed, the company has several potential sources of project financing. Currently the company has targeted the following
sources:
| 1. | Current
Company Shareholders; (75 individuals own 75 % of DynaResource, Inc.); |
| 2. | A
strategic new shareholder(s) (perhaps __________); |
| 3. | Trafigura;
large commodities trading firm and the buyer of concentrate produced from SJG; |
| 4. | Kundan
Group; Indian refiner (New Delhi), and the buyer of gold dore produced from SJG; |
| 5. | Red
Kite Capital; large commodities trading firm specializing in gold financing arrangements; |
| 6. | Shenyang
Huachang Non-Ferrous Mining Co. Ltd.; Hong Kong Based mining company and a recent purchaser
of concentrate produced from SJG; |
| 7. | Fifomi;
Federal Funding Agency in México. |
Observations:
The
following are my observations concerning current operations and my suggestions for overcoming potential obstacles on our way to
achieving the goal of a profitable, small-scale operation at SJG. In addition, I have addressed the future expansion of the San
Pablo underground mine, the opening of the Tres Amigos mine, and the possibilities presented by the potential open pit operation
at SJG.
Although
the test production mining at San Pablo is just now commencing, after the earlier rehabilitation period, there is
the possibility for the test mining production to be inconsistent. The inconsistency could result primarily from equipment
breakdowns /repairs, and the insufficient supply or delayed delivery of explosives. Some of the equipment being used to mine
mineralized material, transport material, and process mineralized material is aging and requires careful maintenance and
repair. Replacement parts and equipment are available in Sinaloa but may require several days to procure, transport to SJG,
and place into service. Especially during this start up phase, current operations are at such a level that any equipment
breakdown has a negative effect on final production rate. Interruption of the flow of mineralized material from the mine to
the mill or of supplies, parts, and equipment to the SJG mine/mill complex directly and negatively affects the amount of gold
produced.
For
example, as mining operations commenced and through the end of November, the mine has produced mineralized material and
delivered it to the mill on 20 of the 30 days in the month. The average daily mine test production on those days has been
approximately 45 tonnes. Mine production has been adversely affected by equipment failures, mine ventilation issues, and
explosive supply limitations (and concerns over the scheduling of a site inspection by government explosives regulation
agents). Now, explosive supply limitations have been remedied and the main mine-portal air compressor failure has been fixed.
However, both of these issues resulted in significant downtime in both the mine and the mill and caused significantly reduced
gold production from the pilot operations.
The
average grade of mineralized material mined and processed during November has been 9.49 grams per tonne (gpt). While not as
high as grades from earlier operations (12.5 gpt during 2014 test operations; the 2003-2006 pilot production period averaged
15-20 gpt), this 9.49 gpt average grade is an economically recoverable grade for SJG. And, while the tonnage extracted from
San Pablo was not up to the goal set for pilot production (target mine production is 100 tonnes per day (tpd) for this
start-up phase, this mineralized material grade has been maintained at an acceptable level.
The
capacity of San Pablo Mine to produce gold concentrates at maximum flow for profitable gold recovery in the mill was
demonstrated during: (A) the 2003-2006 production (18,250 troy ounces gold produced from 42,000 tonnes feed
mineralized material; (B) the test mill runs earlier in the year; and (C) the initial operations in November. For the four
day period from November 18 to November 21, the mine produced nearly 400 tonnes of mineralized material at an average grade
of 12.0 gpt. That mineralized material contained 4,800 grams (154 troy ounces) gold of which about 83% or 4,000 grams (131
troy ounces) were recovered in the SJG Mill. That is, roughly, 33 troy ounces produced per day for that short
period.
The
SJG crew and I are confident that this quantity and quality of mineralized material production is sustainable and that the
goal of 35-50 ounces per day is achievable with current resources; assuming no major equipment failures, and expecting that
several areas of the operation can be upgraded.
San
Pablo – Mine Block B. The SJG management and crew have been working toward beginning the access ramp into San
Pablo Mine Block B, which is below the present mine workings (and beneath the recent workings of the 2003-2006 pilot
production period). Commencement of ramp development is currently planned for December, but it may be next year before the
ramp development is completed. Access to this mineralized material block B is critical to sustaining and increasing mine
production.
SJG
Mill. The SJG Mill is currently operating at good efficiency. During my last site visit we made several adjustments to the
process flow through the mill facility and those adjustments seem to have improved the performance and recoveries. Gold recovery
rates are good but could be improved further. We are still losing a percentage of very fine-grained gold. In order to capture
more of this fine gold, additional equipment is needed in both the gravity and flotation circuits within the plant. Specifically,
a cone-type concentrator in the gravity circuit and a second column cell in the flotation circuit are needed. Neither is particularly
expensive. The cone concentrator may have a long lead time for delivery. The column cell will be engineered and fabricated on
site by our engineers and plant staff at an estimated cost of about US$12,000. This is about 20% of the cost of prefabricated
units.
Observations
Summary and Recommendations. In summary, the development of the Block B access ramp, some equipment reliability issues (and/or
upgrades), and the other operational upgrades required in the mine and mill can be addressed completely with an injection of capital
totaling US$2.5 - $3 million. With the assistance of SJG management, I have developed a list of specific items needed to upgrade
the operation. Most of these are not expensive items, and I have not provided the list of necessary individual upgrades here.
(I can make the list available for review). The list includes the following general areas within the mine and mill.
San
Pablo Mine
Mineralized
material extraction
Mine
ventilation
Compressed
air supply
Power
generation and distribution
Water
supply
Mineralized material
transportation (trucking)
Haulage
road improvements
Mineralized
material delivery reconfiguration
San
Jose de Gracia Mill
Water
storage and distribution
Coarse
rock storage and mill feed
Crushing
and grinding
Additional
fine gold recovery equipment in the gravity circuit
Construction
of a second column flotation cell in the flotation circuit
Assay
laboratory improvements and expansion
Concentrate
drying and weighing
Equipment
Maintenance & Repairs
Regular
equipment maintenance
Emergency
repairs
Scheduling
Replacement
Parts & Supply Logistics
Potable
water and food
Crew
supplies
Parts
warehouse
Scheduling
Future
Considerations – Staged Expansion:
The
key to producing higher-grade mineralized material from San Pablo is the opening of the new ramp into Block B. Driving this
new access into the San Pablo Vein in the zone beneath the recent (2003-2006) and the existing mine workings will open up
fresh mineralized material of a higher grade and greater vein widths, as indicated by numerous drilling intercepts. Block B
represents about 35,000 tonnes of mineralized material and is part of the NI43-101–compliant resource estimate. The B
Block is estimated to contain approximately 15,000 ounces gold. Block C, which lies below Block B and is also part of the
resource estimate but has not yet been accessed, is estimated to contain 18,000 ounces. Block C is even higher grade and is a
wider vein section. Additional gold vein resources exist in unexploited blocks below Block C and could be developed in
the future.
Looking
forward, with additional test mining development funded through cash flows, opening up Block C and producing mineralized material from both
Blocks B and C would allow the production of a significantly higher rate of 250 t p d (100 tpd to 250 tpd). The result of
this size operation, at the indicated grades, could be between 1,500 and 2,500 ounces per month and 18,000 to 30,000 ounces
per year. This expansion would require additional equipment and personnel, obviously. But it also may afford the opportunity
to drive a new mine opening to the surface at a lower elevation. This would then result in shorter haulage distance from the
mine to the mill (saving haul trips, shortening trip times, and saving significantly on diesel fuel) and provide much-needed
additional ventilation to the upper workings.
This
increased pilot production to 250 tpd could then provide the profitable cash flows for the opening of and further expansion
into other mines on the SJG property. The Tres Amigos Mine would be the logical next step to expanding the underground
operation. Development of additional mineralized bodies and inserting their mining production into the project pilot
production flow could result in the expansion of underground operations to 500 tpd. This would require an expanded
crushing, grinding, and processing plant and additional mill tailings storage space. At that point, it might make sense to
move the plant and tailings impoundment to a location closer to the mines and away from the current site adjacent to SJG
village. At this increased rate of 500 tpd, SJG could be producing 40,000 to 60,000 ounces per year which would make SJG a
major underground mine producer.
Unique
Aspects – Minimal Dilution to Shareholders:
One
unique aspect of the SJG project is the opportunity to build out the project through the pilot production of positive cash
flows. The ability to internally finance development and expansion through project cash flow is unusual for a junior precious
metal mining company under the current market conditions. Junior mining companies nearly all struggle to finance their
projects and most are desperately seeking cash flow in any form. The SJG Project opportunity is afforded by the high grade
gold values currently defined at the San Pablo Mine, the existing mill facility, and secured permits to operate. The company
has financed all of the SJG development to the current startup phase with capital investments by existing shareholders
totaling approximately US$4 million. An additional infusion of approximately US$2.5-3 million would give the company the
opportunity to establish consistent and profitable pilot operations at SJG. This would in turn set the course for expansion
and increased pilot production operations. This expansion and increased pilot production could, in my view, be financed by
cash flow from operations rather than any further new capital investment; which results in no further dilution to existing
shareholders.
General
Conclusion:
I
see the opportunity for the DynaResource Companies to internally finance the SJG Project to successful startup of
pilot operations and profitability, through to the expansion of the underground mine and plant (100 tpd to 250 tpd to 500
tpd), through the development of the proposed open-pit operation (which would add 80,000 to 100,000 ounces to annual
production), and including the exploration of the North area for potential new mineralized deposits. As a consequence of
accomplishing the expansions and build out of the project through profitable cash flows and internal financings, the price
per share for DynaResource should appreciate significantly and, additionally, the company could expect to return significant
cash dividends to shareholders.
Exhibit 99.2
Mineras
de DynaResource
San
Jose
de Gracia
Project
Pilot
Production Proforma
Cash Flow
(2015-2023)
January
16, 2015
|
Year
1 |
Year
2 |
|
Year
3 |
Year
4 |
|
Year
5 |
Year
6 |
Year
7 |
Year
8 |
|
TOTALS |
ASSUMPTIONS |
|
|
|
|
|
|
|
|
|
|
|
|
Production
Rate |
150
TONNES/DAY |
|
250
TONNES/DAY |
|
500
TONNES/DAY |
|
|
Work
Days |
300 |
300 |
|
300 |
300 |
|
300 |
300 |
300 |
300 |
|
|
Tonnes
Per Year |
35,625 |
45,000 |
|
75,000 |
75,000 |
|
150,000 |
150,000 |
150,000 |
150,000 |
|
830,625 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Mining
Cost
per tonne
(including
fuel) |
38 |
38 |
|
38 |
38 |
|
38 |
38 |
38 |
38 |
|
|
Milling
Cost
per tonne
(including
fuel) |
23 |
23 |
|
23 |
23 |
|
23 |
23 |
23 |
23 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Operating
Costs
per tonne |
172 |
113 |
|
112 |
112 |
|
112 |
112 |
112 |
112 |
|
|
Operating
Costs
per ounce |
575 |
290 |
|
288 |
288 |
|
286 |
286 |
286 |
286 |
|
|
Total
Costs
per ounce |
748 |
403 |
|
400 |
400 |
|
398 |
398 |
398 |
398 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Gold
Price
(Market) |
1,200 |
1,200 |
|
1,200 |
1,200 |
|
1,200 |
1,200 |
1,200 |
1,200 |
|
|
Less
Buyer Discount
(7.5%) |
(90) |
(90) |
|
(90) |
(90) |
|
(90) |
(90) |
(90) |
(90) |
|
|
Net
Gold
Price |
1,110 |
1,110 |
|
1,110 |
1,110 |
|
1,110 |
1,110 |
1,110 |
1,110 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Gold
Recovery
(%) |
80 |
90 |
|
90 |
90 |
|
90 |
90 |
90 |
90 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Mill
Grade (grams
per tonne) |
12 |
15 |
|
15 |
15 |
|
15 |
15 |
15 |
15 |
|
|
Ounces
to Mill |
16,276 |
21,701 |
|
36,169 |
36,169 |
|
72,338 |
72,338 |
72,338 |
72,338 |
|
|
Recovery
Ounces |
14,106 |
19,531 |
|
32,552 |
32,552 |
|
65,104 |
65,104 |
65,104 |
65,104 |
|
|
Treatment
Costs/Refining
Costs/Penalties
(10%) |
(1,411) |
(1,953) |
|
(3,255) |
(3,255) |
|
(6,510) |
(6,510) |
(6,510) |
(6,510) |
|
|
Net
Gold
Ounces Recovered
(From
Smelter) |
12,695 |
17,578 |
|
29,297 |
29,297 |
|
58,594 |
58,594 |
58,594 |
58,594 |
|
323,242 |
|
|
|
|
|
|
|
|
|
|
|
|
|
GROSS
REVENUES
(net
gold
ounces
* net
gold
price) |
14,091,797 |
19,511,719 |
|
32,519,531 |
32,519,531 |
|
65,039,063 |
65,039,063 |
65,039,063 |
65,039,063 |
|
358,798,828 |
|
|
|
|
|
|
|
|
|
|
|
|
|
OPERATING
EXPENSES: |
|
|
|
|
|
|
|
|
|
|
|
|
Mining
Development
via Contract
(Stock Ramp
and Other) |
1,080,000 |
- |
|
- |
- |
|
- |
- |
- |
- |
|
|
Mining
Costs
(cost per
tonne *
tonnes per
month) |
1,353,750 |
1,810,000 |
|
2,950,000 |
2,950,000 |
|
5,800,000 |
5,800,000 |
5,800,000 |
5,800,000 |
|
|
Milling
Costs
(cost per
tonne *
tonnes per
month) |
819,375 |
1,035,000 |
|
1,725,000 |
1,725,000 |
|
3,450,000 |
3,450,000 |
3,450,000 |
3,450,000 |
|
|
Personnel
(Mill
and Mine
Operations) |
1,650,000 |
1,650,000 |
|
2,739,000 |
2,739,000 |
|
5,478,000 |
5,478,000 |
5,478,000 |
5,478,000 |
|
|
Other
overhead
(no personnel) |
240,000 |
240,000 |
|
420,000 |
420,000 |
|
840,000 |
840,000 |
840,000 |
840,000 |
|
|
Management
Fees |
360,000 |
360,000 |
|
600,000 |
600,000 |
|
1,200,000 |
1,200,000 |
1,200,000 |
1,200,000 |
|
|
TOTAL
OPERATING
COSTS |
5,503,125 |
5,095,000 |
|
8,434,000 |
8,434,000 |
|
16,768,000 |
16,768,000 |
16,768,000 |
16,768,000 |
|
94,538,125 |
|
|
|
|
|
|
|
|
|
|
|
|
|
NET
OPERATING
INCOME
(LOSS) |
8,588,672 |
14,416,719 |
|
24,085,531 |
24,085,531 |
|
48,271,063 |
48,271,063 |
48,271,063 |
48,271,063 |
|
264,260,703 |
|
|
|
|
|
|
|
|
|
|
|
|
|
CORPORATE
OVERHEAD: |
|
|
|
|
|
|
|
|
|
|
|
|
Mine
Concessions
Taxes |
640,000 |
470,000 |
|
470,000 |
470,000 |
|
470,000 |
470,000 |
470,000 |
470,000 |
|
|
Ejito
Rental (Annual
Payment) |
100,000 |
100,000 |
|
100,000 |
100,000 |
|
100,000 |
100,000 |
100,000 |
100,000 |
|
|
San
Jose
de Gracia
Community
Development
& Support |
340,000 |
120,000 |
|
120,000 |
120,000 |
|
120,000 |
120,000 |
120,000 |
120,000 |
|
|
Corporate--Salaries
and Wages
and Benefits |
960,000 |
960,000 |
|
1,593,600 |
1,593,600 |
|
1,987,200 |
1,987,200 |
1,987,200 |
1,987,200 |
|
|
Corporate--Legal
and Professional |
600,000 |
600,000 |
|
900,000 |
900,000 |
|
1,200,000 |
1,200,000 |
1,200,000 |
1,200,000 |
|
|
Corporate--Other |
180,000 |
180,000 |
|
300,000 |
300,000 |
|
600,000 |
600,000 |
600,000 |
600,000 |
|
|
Management
Fee Offset |
(360,000) |
(360,000) |
|
(600,000) |
(600,000) |
|
(1,200,000) |
(1,200,000) |
(1,200,000) |
(1,200,000) |
|
|
TOTAL
CORPORATE
OVERHEAD |
2,460,000 |
2,070,000 |
|
2,883,600 |
2,883,600 |
|
3,277,200 |
3,277,200 |
3,277,200 |
3,277,200 |
|
23,406,000 |
|
|
|
|
|
|
|
|
|
|
|
|
|
TOTAL
ALL EXPENSES
(OPERATING
AND CORPORATE) |
7,963,125 |
7,165,000 |
|
11,317,600 |
11,317,600 |
|
20,045,200 |
20,045,200 |
20,045,200 |
20,045,200 |
|
117,944,125 |
|
|
|
|
|
|
|
|
|
|
|
|
|
NET
INCOME
(LOSS) |
6,128,672 |
12,346,719 |
|
21,201,931 |
21,201,931 |
|
44,993,863 |
44,993,863 |
44,993,863 |
44,993,863 |
|
240,854,703 |
|
|
|
|
|
|
|
|
|
|
|
|
|
CASH
FLOWS: |
|
|
|
|
|
|
|
|
|
|
|
|
Beginning
Cash Balance |
250,000 |
7,902,695 |
|
19,449,413 |
23,767,360 |
|
44,169,291 |
60,653,193 |
104,847,055 |
149,040,917 |
|
|
Initial
Capital
Infusion
(12.5
% Equity
Acquisition) |
6,250,000 |
- |
|
- |
- |
|
- |
- |
- |
- |
|
|
Capital
Improvements
from Cash
Flow |
- |
- |
|
(15,000,000) |
- |
|
(25,000,000) |
- |
- |
- |
|
|
Sales
Receipts--gold
sales--1 month
delay |
12,465,820 |
19,511,718 |
|
31,435,547 |
32,519,531 |
|
62,329,101 |
65,039,062 |
65,039,062 |
65,039,062 |
|
|
Capital
Improvements--Mine |
(150,000) |
(400,000) |
|
(400,000) |
(400,000) |
|
(400,000) |
(400,000) |
(400,000) |
(400,000) |
|
|
Capital
Improvements--Mill |
(50,000) |
(400,000) |
|
(400,000) |
(400,000) |
|
(400,000) |
(400,000) |
(400,000) |
(400,000) |
|
|
Capital
Costs--Equipment |
(2,900,000) |
- |
|
- |
- |
|
- |
- |
- |
- |
|
|
Stock
Ramp and
Mining
Contract
Development |
(1,080,000) |
- |
|
- |
- |
|
- |
- |
- |
- |
|
|
Expenses
(Operating
and Other,
less Stock
Ramp and
Mining
Contr) |
(6,883,125) |
(7,165,000) |
|
(11,317,600) |
(11,317,600) |
|
(20,045,200) |
(20,045,200) |
(20,045,200) |
(20,045,200) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
ENDING
CASH
BALANCE |
7,902,695 |
19,449,413 |
|
23,767,360 |
44,169,291 |
|
60,653,193 |
104,847,055 |
149,040,917 |
193,234,780 |
|
$ 193,234,780 |
ACCOUNTS
RECEIVABLE |
1,625,977 |
1,625,977 |
|
2,709,961 |
2,709,961 |
|
5,419,922 |
5,419,922 |
5,419,922 |
5,419,922 |
|
$ 5,419,922 |
TOTAL
CASH
AND RECEIVABLES |
9,528,671 |
21,075,390 |
|
26,477,321 |
46,879,252 |
|
66,073,115 |
110,266,977 |
154,460,839 |
198,654,702 |
|
$ 198,654,702 |
EPS
(Earnings
per Share)
(16.5M shares) |
0.58 |
1.28 |
|
1.60 |
2.84 |
|
4.00 |
6.68 |
9.36 |
12.04 |
|
$ 12.04 |
NPV
(Net Present
Value)(8%
discount
rate) |
$115,414,146 |
|
|
|
|
|
|
|
|
|
|
$ 115,414,146 |
Project
IRR (Internal
Rate of
Return) |
190% |
|
|
|
|
|
|
|
|
|
|
190% |
|
|
|
|
|
|
|
|
|
|
|
|
|
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