INVESTOR PRESENTATION. May 2005. Available at www.mtgibsoniron.com.au. MOUNT GIBSON IRON GROUP RESOURCE LOCATIONS MIDWEST REGION WESTERN AUSTRALIA. CORPORATE DEVELOPMENT PHASE ONE – DIRECT SHIPPING GRADE HEMATITE. Current Focus
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Available at www.mtgibsoniron.com.au
minimum of 5 years
– additional transport costs will be largely offset by low 1.0 to 1.0 waste to ore ratio
for life of mines (Stemcor, Sinom, Prosperity Minerals, Shanghai Industrial)
HEMATITE – EXPLORATION POTENTIAL
- major exploration targets adjacent to existing infrastructure)
PISOLITE - PILBARA EXPLORATION AREAS
The Company’s second phase of development will involve investment in magnetitemines in the Mid West region of Western Australia and the production of iron pellets in China.
i) share subscription by MGI December 2005 (A$50 million) ii) advance payments on purchases from long term buyers of Asia Iron’s pellets (A$25 million)iii) existing resources (A$5 million)
OPERATING COSTS *
……. Note: MGI is investigating constructing slurry pipeline concentrate transport system which would greatly reduce delivery costs to port
(*Based on exchange rate of A$1.00 : US$0.78)
within the precinct of the port of Longtan means that it will be able to ship concentrate
directly from Geraldton to its plant at Longtan and avoid expensive transhipment and
barging costs incurred by competitors importing pellets or pellet feed to the Nanjing
steel making region particularly from Brazil which ships in capesize vessels
pelletising is expected to cost A$6.70 per tonne in China versus A$12.00 to A$15.00
MOUNT GIBSON IRON GROUP CORPORATE STRUCTURE
63% increasing to
HOLDINGS PTY LTD
ASIA IRON HOLDINGS LIMITED
Magnetite • Sheldon Hill • Extension Hill South • Iron Hill
Hematite • Tallering Peak • Extension Hill (Mt Gibson) • Iron Hill (Mt Gibson) •Sheldon Hill (Mt Gibson) • Koolanooka South • Walebing
Investments • Poondano Exploration (60%)(Pilbara Pisolite) • Resource Mining Corporation (7%)(Argyle Hematite)
ASIA IRON (NANJING) LTD(PRC)
Magnetite Extension Hill (Mt Gibson)
Pellet Plant Longtan (Nanjing)
FINANCIAL PROJECTIONS – MOUNT GIBSON IRON LIMITED
Shares on Issue (30 April 2005) 366,819,793
Conversion of Notes (December 2005 – 30 cents)1,500,000
Listed Options (October 2005 - 22 cents)30,723,300
SHARES ON ISSUE JUNE 2006 399,043,093
Unlisted Employee Options (December 2006 -25 cents)11,225,000
Unlisted Managing Director Options (December 2007 - 50 cents)5,000,000
Unlisted Managing Director Options (December 2008 - 55 cents) 5,000,000
SHARES ON ISSUE DEC 2008420,268,093
Bill Willis (Chairman)
Mr Willis is a geologist with extensive technical and management experience in the Australian mining
sector, particularly in iron ore. He was Executive Director and Chief Executive of Robe River Mining Co
Pty Ltd from 1993 to 1999 inclusive, and was responsible for the joint venture between North Limited,
Nippon Steel, Mitsui, and Sumitomo Metals for the management, operation and expansion of the
Robe River iron ore project in the Pilbara region of Western Australia. Prior to this, Mr Willis worked for
BHP and was responsible for exploration, mine geology and management of iron ore production at BHP’s
iron ore mines at Mt Newman, Koolyanobbing and Yampi Sound.
Brian Johnson (Managing Director)
Mr Johnson is a civil engineer with extensive experience in the construction and mining industries in Australia,
South East Asia and North America. As a major shareholder and Chief Executive, Mr Johnson was
instrumental in establishing Portman Limited’s presence in the iron ore industry between 1991 and 1994,
developing mines at Koolyanobbing and Cockatoo Island. He also personally partnered Mr Lang Hancock in
the development and operation of McCamey’s Monster iron ore mine in the Pilbara, prior to its sale to BHP.
Craig Readhead (Non-Executive Director)
Mr Readhead is a lawyer who has spent the last 24 years practicing in the resources law area and is now a
partner of the law firm Pullinger Readhead Lucas. Mr Readhead has had a significant legal role in the
development of a number of mining projects within Australia, Africa and South East Asia. Mr Readhead is a
director of a number of listed and unlisted mining and exploration companies and is a past President of the
Australian Mining and Petroleum Law Association, and a past Vice President of the Association of Mining
and Exploration Companies.
Ian Macliver (Non-Executive Director)
Mr Macliver is a Chartered Accountant with many years experience as a senior executive and director of both
resource and industrial companies (including Portman Limited), with particular responsibility for capital raising
and other corporate initiatives.
John Arbuckle (Chief Financial Officer)
Mr Arbuckle is a CPA with over 15 years experience in the mining industry, having previously occupied
senior finance roles with Rio Tinto Limited, North Limited, Anaconda Nickel Limited and Perilya Limited.
Kevin Malaxos (General Manager Operations)
Mr Malaxos is a Mining Engineer with extensive experience in both open pit and underground mining
operations. Mr Malaxos was the Resident Manager of the Broken Hill mine of Perilya Limited and was
responsible for the start-up of that operation. Prior to this he managed the Australian operations of
contract miner, Byrnecut Mining Pty Ltd, and held senior management roles with WMC Resources Ltd
and KCGM Pty Ltd.
This Document is not a Prospectus nor an Offer to Subscribe for Shares.
Mount Gibson Iron Limited and its subsidiaries (“MGI”) makes no representations or warranty (express or implied) as to the accuracy, reliability or completeness of this document. MGI and its respective directors, employees, agents and consultants shall have no liability (including liability to any person by reason of negligence or negligent misstatement) for any statements, opinions, information or matters (expressed or implied) arising out of, or contained in or derived from, or for any omissions from this document, except liability under statute that cannot be excluded.
This document contains reference to certain forecasts, projections, intentions, expectations and plans of MGI, which may or may not be achieved. They are based on certain assumptions which may not be met or on which views may differ.
The performance and operations of MGI may be influenced by a number of factors, uncertainties and contingencies many of which are outside the control of MGI and its directors.