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Notes from a 30-minute call on June 28th with Eskil Jersing, Wentworth Resources Limited (WRL’s) CEO.
In conclusion: The new CEO has a well thought-out development plan in mind for WRL. A follow-up sit-down meeting with the CEO and the Norwegian retail investors is being planned (…and we should ask for this to take place sooner rather than later). Eskil is open to a continuing conversation with and will listen to shareholder groups. I believe (moreover) that he will take requisite actions to create value for the company and its shareholders. I suggested that the sooner we see a bump in the share price the more comfortable and supportive shareholders will be. WRL’s share price dropped some 10% since the AGM; not the bump we had expected. Lastly, the Company intends to put an IR (Investor Relations) Pack (in effect a corporate presentation) out in the near term to update the shareholders on ongoing efforts in this new chapter of Wentworth.
Here are some highlights (my takeaway and interpretations from the conversation):
1: Unlock Values: Wentworth is a solid company, but there are many complexities. The market needs an update of value. The Mnazi Bay Concession, WRL Tanzania (alone) is worth (at least) some $150 million and (just for Tanzania) we see how undervalued the company is. Efforts will be made to reduce the gap between the company’s (book) value and (stock) market value, i.e. a valuation reset. There is a recognition that Wentworth’s communication with the market could have been better.
2: Significant resources: Wentworth has good relationship with all stakeholders in Tanzania. To develop this 'resource platform' further, WRL will need fresh capital, which reinforces the need to achieve a higher (a re-set) value of WRL; nobody benefits from a low (market) valuation of the company; a strong balance sheet reflected in (stock) market appreciation is essential.
3: Mozambique: The one-year extension that has been granted, but there are concerns about the security risk. WRL’s Mozambique assets are good, but the company will not proceed with drilling without a risk-sharing (farm-in) partner and is 'looking at solutions' for this.
4: A Third Leg: Looking (opportunistically) for a third leg (in addition to Mozambique and Tanzania) that will help grow the company and offset the (current) risk exposure.
5: Corporate: The Company realizes the need to sit down with the (Norwegian) retail investors (will visit Oslo soon). It was my understanding that there had been some contact with this group with concerns been voiced and noted by the CEO. The Oslo de-listing is part of an (ongoing) effort to cut costs and create better liquidity in the stock (I’m not sure how focusing on London AIM will achieve this). There is talk about “simplifying the corporate structure and creating a cheaper (less expensive) operating platform”. There will be a planned and gradual process towards putting in place new board of directors structure over the next