HAVI GROUP

Jki-instagram-1-light Jki-linkedin-light Jki-email-light

More Information

Info@havigp.com

  • About
  • Work Plan

Work Plan

Table of Contents

WORK PLAN AND DEVELOPMENT STRATEGY:

SHORT TERM GOALS(6 months TO 1 YEARS):

  • Optimize production of 2 existing crushing beneficiation plants
  • Improve the efficiency of current facilities

MEDIUM TERM GOALS(1 TO 1.5 YEARS):

  • Expanding processing capacity from 180 tons per hour to 250 tons per hour
  • Enhance infrastructure such as roads, water supply, power lines, camps, transportation systems, water treatment facilities

LONG TERM GOALS(1.5+ YEARS):

  • Open new mining areas including the central and west sides of the FALAT-E-IRAN mine area
  • Increase product diversity and add Strontium Carbonate and Strontium Silicate to our products
  • Develop sustainable practices for community and environmental benefits

Work Plan for Transitioning Havi Group into Holding

1. Vision and Strategic Goals

  • Current Focus: Optimize celestine extraction, processing, and export operations.

  • Medium-Term Goals: Develop a holding structure with diverse business verticals:

    • Transportation and logistics (sea and land).

    • Strontium carbonate processing plant.

    • Other industrial applications of strontium-based products.

  • Long-Term Goals: Expand into related industries and increase global market presence.

2. Phased Work Plan

Phase 1: Strengthening the Core Business (Year 1)

  1. Enhance Mining and Processing Operations

    • Upgrade extraction and mineral enrichment techniques.

    • Invest in advanced processing equipment to improve yield and reduce waste.

    • Achieve ISO certifications for quality and environmental compliance.

  2. Market Expansion

    • Identify potential markets for enriched celestine products.

    • Establish distribution partnerships in high-demand regions (e.g., China, Europe, North America).

  3. Feasibility Study for the Strontium Carbonate Plant

    • Conduct market research to assess demand and pricing trends.

    • Finalize the plant’s capacity, location, and raw material supply chain.

    • Develop a detailed financial model and seek investor interest.

  4. Logistics Optimization

    • Streamline export processes.

    • Partner with third-party logistics providers for immediate cost savings.

Phase 2: Establishing the Holding Structure (Year 2)

  1. Legal and Financial Framework

    • Restructure the mining company into a holding entity.

    • Register new subsidiary companies for transportation logistics and strontium carbonate processing.

    • Develop a governance framework for the holding structure.

  2. Strontium Carbonate Plant Development

    • Secure funding through equity, loans, or joint ventures.

    • Start plant construction, focusing on efficient timelines and sustainable practices.

    • Procure necessary equipment and recruit skilled personnel.

  3. Logistics Division Development

    • Acquire or lease vessels, trucks, and warehouses for the logistics division.

    • Develop software for supply chain management and tracking.

    • Begin operations to handle both internal (mining) and external logistics needs.

  4. Brand and Market Development

    • Rebrand as a holding company with a unified vision and diversified operations.

    • Develop marketing campaigns for the new subsidiaries.

    • Build partnerships with global stakeholders in mining, processing, and logistics industries.

Phase 3: Operational Integration and Expansion (Year 3-4)

  1. Strontium Carbonate Production

    • Begin production and export of strontium carbonate with an initial focus on high-demand markets.

    • Optimize production processes to ensure profitability and competitiveness.

  2. Logistics Expansion

    • Expand the logistics network to handle third-party operations, generating additional revenue.

    • Invest in green logistics solutions to enhance sustainability.

  3. Research and Development

    • Establish an R&D division under the holding to explore new applications for celestine and strontium-based products.

    • Develop innovations to reduce costs and improve product quality.

  4. Further Diversification

    • Explore opportunities to establish additional subsidiaries in related fields (e.g., chemical manufacturing, renewable energy).

    • Form strategic alliances or acquire companies that complement the holding’s business.

3. Key Performance Indicators (KPIs)

  • Phase 1: Strengthening Core Business

    • Increase Celestine product export volume by 15%.

    • Complete feasibility studies for the plant and logistics within 12 months.

    • Reduce logistics costs by 10%.

  • Phase 2: Establishing the Holding

    • Successfully register the holding and subsidiaries.

    • Secure 80% of the funding for the plant and logistics operations.

    • Achieve a 20% increase in revenue through logistics operations.

  • Phase 3: Operational Integration

    • Reach 80% operational efficiency in the strontium carbonate plant.

    • Handle 50% of transportation internally through the logistics subsidiary.

    • Expand global customer base by 25%.

4. Financial Overview

  1. Initial Investment: Estimate based on plant construction, logistics acquisition, and legal restructuring.

  2. Revenue Streams:

    • Mining and processing sales.

    • Strontium carbonate exports.

    • Logistics services.

  3. Funding Sources: Retained earnings, bank loans, investor contributions, and government incentives.

5. Challenges and Mitigation

  • Regulatory Hurdles: Partner with legal advisors to ensure compliance.

  • Funding Shortfalls: Diversify funding sources and maintain strong investor relations.

  • Market Volatility: Secure long-term contracts with buyers to stabilize revenue.

6. Implementation Team

  • Leadership: CEO and Board of Directors to oversee restructuring.

  • Operations: Dedicated teams for mining, processing, logistics, and construction.

  • Consultants: Legal, financial, and technical advisors.