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Oban Mining aiming to be next Canadian mining house

Like the 14-year-old Scotch whiskey it’s named for, the executives at Oban Mining hope the company will only get better with age, satisfying even the most finicky of investor palates.
Oban(1)
Oban Mining wants to become Canada’s next great mining house.
Like the 14-year-old Scotch whiskey it’s named for, the executives at Oban Mining hope the company will only get better with age, satisfying even the most finicky of investor palates.

Launched by the same team that brought the Canadian Malartic gold mine online, Oban wants to be the next great Canadian mining house, and president-CEO John Burzynski doesn’t shy away from making bold statements about its plans.

“We intend to be the next Osisko Mining Corporation,” he said during a January presentation to the Sudbury Prospectors and Developers Association.

Osisko Mining Corp. broke new ground in 2011 when it discovered Malartic after repurposing an old mine whose high-grade deposits had been mined out and developed a low-grade, bulk-tonnage model of operation.

Goldcorp came calling in early 2014, and Osisko could only fend off its suitors for so long. The company was broken up and sold off to Agnico-Eagle Mines and Yamana Gold Inc. that same year. Malartic is now the largest gold producer in Canada.

“It was a bitter pill for us to swallow, having spent 13 years from discovery to concept, and going through all those days and things that we did when everyone told us we couldn’t do it, and then finally achieving it,” Burzynski said. “And the mine is up and running.”

But Burzynski and the former Osisko team didn’t walk away entirely empty-handed. Out of the ashes rose Osisko Gold Royalties, which receives a 5 per cent net smelter return (NSR) royalty from the Malartic mill.

With Oban Mining, the team is now determined to use the same model that brought them success with Osisko — low-grade, bulk-tonnage mining — to a new group of properties.

“We feel we have a contribution to make to mining,” Burzynski said. “We took an idea that hadn’t been used before, turning an old mining camp into a brand-new one, and we want to do it again.”

Oban’s main assets include its flagship Windfall Lake in Quebec, Garrcon and Jonpol east of Matheson, and Côté south of Kirkland Lake. Windfall, Garrcon and Jonpol are all at the drilling stage, while Côté remains at the early stages of exploration.

Osisko Gold Royalties, meanwhile, is taking advantage of the downturn to add to its portfolio, picking up properties from companies with mounting debt. Burzynski said Osisko has bought about one company a month since last August and is actively conducting deals with a number of companies.

Osisko holds 19.9 per cent of Oban through its royalties, and members of the Oban team have personal stakes in the company as well.

“Our seeming rush is deliberate because we’re working on the assumption that 12 to 18 months from now, most of these possibilities and opportunities won’t exist, because the minute the equity markets open up again, these companies aren’t going to be in the same jeopardy that they are now,” Burzynski said.

Among the most recent purchases are Northern Gold, owner of the Garrcon and Jonpol properties, which Oban acquired before Christmas, and NioGold, whose Marban exploration property is near the Canadian Malartic.

Marban currently generates a 0.5 per cent NSR for Osisko and shows the most potential to become the next operating mine, Burzynski said.

Over the next year, Osisko will transfer some companies to Oban, “purifying” the royalty company and growing each entity through acquisitions. And while the company’s focus is on Ontario and Quebec, Burzynski isn’t ruling out other areas of Canada, or other minerals.

However, nothing can be done without financing, which has been hard to come by — “In this market, it’s like finding unicorns or dragon’s teeth,” Burzynski said — but each company is in a good cash position.

Osisko has about a half-billion dollars in cash balance, while Oban would be at about $85 million upon completion of the NioGold deal, Burzynski estimated.

“The idea is to use flow-through dollars while they’re accessible in this downmarket, while we consolidate the brownfield camps, maintain the hard cash balance in the company, wait for the market to turn, and then we’ll have projects that will be ready to become the next generation of mines in Quebec and Ontario,” he said.