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Malcolm Mines Commits $180K to Technical Study and $200K+ to Funding Advisory

Mining By Maxwell Dee 3 min read

Malcolm Mines NL’s subsidiary has taken key steps towards establishing a 500,000 tonnes per annum gold processing facility at Leonora, signing critical agreements for technical and funding expertise.

  • Engagement of Ecopure Minerals for metallurgical and technical advisory
  • Appointment of Christopher Eddy to lead project financing efforts
  • Initiation of a comprehensive processing plant feasibility study
  • Focus on refurbishment, construction, and commissioning planning
  • Structured fee arrangements aligning incentives with project milestones

Strategic Momentum at Leonora

Malcolm Mines NL (ASX – M2M) has announced significant progress through its wholly owned subsidiary, Mt Malcolm Milling Pty Ltd, in advancing a feasibility study for a new gold processing plant at Leonora. The study aims to evaluate the viability of constructing a 500,000 tonnes per annum Carbon-in-Pulp (CIP) facility, a critical step towards expanding the company’s footprint in gold processing.

The company has formalised two pivotal agreements that underpin this technical study and the pathway to funding. These agreements bring together seasoned expertise in both metallurgical assessment and project finance, signalling a well-rounded approach to de-risking the project and preparing for potential commercial production.

Technical Expertise Anchors the Study

At the heart of the technical evaluation is Ecopure Minerals Pty Ltd, represented by Adrian Hall, a veteran metallurgist with over 20 years of experience in gold project delivery. Ecopure’s role encompasses a detailed assessment of the recently acquired processing plant components, condition evaluation, refurbishment planning, cost estimation, and scheduling. Their involvement extends through to commissioning and ramp-up phases, ensuring continuity and operational readiness.

Mr Hall’s background in managing the full lifecycle of mining projects, from feasibility to operations, provides Malcolm Mines with a robust foundation to optimise plant performance and capital efficiency. His governance oversight is expected to mitigate risks commonly associated with early-stage development projects.

Funding Strategy Led by Industry Veteran

Complementing the technical work is the appointment of Christopher Eddy as the in-house Funding Officer. With four decades of investment banking experience across global financial centres and a strong track record in resource project finance, Mr Eddy is tasked with crafting financial models and securing appropriate funding structures. These may include debt, equity, or hybrid instruments tailored to the project’s risk profile and growth ambitions.

The funding assistance agreement includes a mix of cash fees, equity incentives, and performance-based payments tied to key milestones such as first drawdown and first gold pour. This alignment underscores the company’s commitment to securing capital efficiently while maintaining shareholder value.

Looking Ahead

Managing Director Trevor Dixon expressed optimism about the partnerships, highlighting the combined technical and financial expertise as critical to advancing the Leonora project. The company is moving swiftly to complete the Technical Study within the next 12 months, with subsequent updates expected on funding arrangements and construction timelines.

While the announcement marks a clear step forward, the project remains subject to typical development risks and market conditions. Investors will be watching closely for the study’s outcomes and the company’s ability to secure financing on favourable terms.

Bottom Line?

Malcolm Mines is laying the groundwork for a major gold processing expansion, but the next 12 months will be crucial to translate technical plans into funded reality.

Questions in the middle?

  • What are the detailed timelines and cost estimates emerging from the Technical Study?
  • How will Malcolm Mines structure its financing to balance risk and shareholder dilution?
  • What contingencies are in place if refurbishment challenges or funding delays arise?