Copper 360 Ltd.

Copper 360 Ltd. is a junior copper producer headquartered in Nababeep, South Africa, operating primarily in Africa. The company's portfolio consists of 3 operating mines, in addition to several early-stage exploration prospects. Key assets include Rietberg. The business model integrates environmental clean-up with resource extraction by processing historically mined rock dumps alongside mining shallow resources. Operations are centered around a cluster model where multiple sites feed central processing facilities, enhancing efficiency and scalability. A significant competitive advantage is derived from an extensive proprietary geological database acquired from previous major operators, which has accelerated development past the exploration stage. The company has established multiple processing plants to handle different ore types, creating operational flexibility and reducing reliance on a single facility. To mitigate historical operational risks, the enterprise has invested in its own crushing capacity and a dedicated generator farm, ensuring energy security and consistent throughput, thereby de-risking production from external dependencies. This integrated approach, combining historical asset consolidation with modern processing and infrastructure independence, positions the organization for scalable growth.

The corporate strategy is transitioning from a capital build phase to a production ramp-up, focusing on consolidating recent aggressive growth. Key priorities include integrating newly acquired assets, streamlining operations, and optimizing financial management to enhance cash flow and manage debt effectively. A strategic shift to underground extraction is underway to increase production capacity, improve cost efficiencies, and reduce reliance on surface-level material. Management is targeting a balanced product mix, with an eventual focus on concentrate sales comprising over 80% of total output to maximize revenue. Capital allocation has been dynamic, demonstrated by the redeployment of funds from a plant construction project to an opportunistic acquisition that provided immediate processing capacity. A significant equity facility has been secured to fund future capital growth if required. The long-term outlook includes establishing smelting capabilities, diversifying into related sectors like agriculture and renewable energy, and initiating dividend distributions.

The board of directors consists of 9 members, comprising 5 executive directors and 4 non-executive directors, of whom 2 are designated as independent. Governance is structured through 5 board committees: Audit and Risk; Social, Ethics and Nominations; Remuneration; Strategy; and Operations. Executive leadership brings extensive, practical industry experience. The Chief Executive Officer is a geologist with over 28 years of experience, noted for building junior companies into significant enterprises. The Executive Chairperson is an entrepreneur with 32 years of practical experience in building and running extractive businesses. The Chief Operating Officer is an engineering executive with 30 years of international operational experience, while the Chief Financial Officer is a chartered accountant with 33 years of experience in corporate advisory and mergers and acquisitions within the mining sector. The board has formally delegated roles to its committees, each with specific terms of reference, and has satisfied itself that key management functions are led by competent individuals. An external law firm serves as the company secretary, maintaining an arm's-length relationship.

The organization demonstrates a strong commitment to gender diversity, with women comprising 50% of the total workforce, 30% of top management, and 22% of the board. A key community initiative is the establishment of a School of Mining, which has provided skills development courses to over 400 local participants, enhancing their employment prospects. This program is situated within the community and leverages company employees as instructors. The business model inherently includes environmental stewardship by processing and rehabilitating historically impacted sites, an effort recognized with responsible resourcing awards. To further this commitment, the company is actively pursuing renewable energy solutions. A dedicated health and safety department reports directly to the Chief Executive Officer, overseeing comprehensive induction programs and safety protocols. An executive-level Community Liaison role, supported by a team of officers, manages community engagement. The Social and Ethics Committee provides board-level oversight on matters including social and economic development, corporate citizenship, and environmental compliance.

The current corporate structure was formed through a reverse takeover by Shirley Hayes-IPK (Pty) Ltd (SHiP), of which the company now owns 95%. This transaction consolidated control over a significant mining right. During the reporting period, the group executed a strategic acquisition of Nama Copper for its operational processing plant and associated resources. Another key acquisition was the purchase of O'Okiep Copper Company (OCC), which holds essential operating licenses and permits. The group's operational assets are held within distinct subsidiaries. SHiP holds the primary mining right, while Cape Copper Oxide (Pty) Ltd (CCO) operates processing facilities and manages historical rock dumps, with OCC being its wholly-owned subsidiary. This structure separates the mining activities under the mining right from the processing of historical surface assets.