BUSINESS CAMPUS MODEL AS
APPLIED TO URANIUM MINING IN
MALAWI
A CASE OF KAYEREKERA URANIUM
MINE
Presented by Peter Chilumanga
Definition & customer segments
• Definition - Business Campus Model Business
model canvas is a strategic management and
entrepreneurial tool that helps you to
describe, design, challenge, invent, and pivot
your business model in an easy way.
• Customer Segments
In case of Kayerekera mine, the main customer
segment base was potential buyers of main Yellow
cake product (in Canada)
Company also has multi supply customers for
different operational input products
Infrastructure – Key Resources
 Main Key Resource is Uranium ore
 Uranium Reserve (13 600 tonnes grade
of approximately 800 ppm U3O8 )
 Direct Resources - Mining Plant used in
the open pit mine, water, reagents,
electricity, housing, workshops and
processing plant.
 Indirect Resources - Human resources,
financial capital, transport, intellectual
properties use of processing
technologies , packaging and others
 Processing plant and its associated
systems
Infrastructure - Key Activities
• Key Activities include two main aspects
– Mine planning, scheduling and mining of uranium ore to
feed into the uranium processing plant
– Processing of uranium ore with a view to extraction of
Uranium Oxide (Yellow cake)
– Note that different inputs are used in the cycle and include
• Mining Plant, Human resources, electricity and others
• Processing plant and its associated systems.
Key Partners
- Government as licencing and regulatory authority
- Revenue Authority, Utility suppliers – Electricity & water
- Market, all input supply in system, consultants, Banks
- Plant manufactures and maintenance operatives.
Value Proposition
• Value Proposition - Value delivered to customer –
internationally accepted standard yellow cake
• At agreed customized contract under a specific time frame,
cost/price and in right amounts
• Ensuring that there is continued customer satisfaction at all
times and maintenance of good rapport & relationship
• Channels
• Supply mainly to Canada and customer best reached by
established communication, letters, email etc
• Integrated through network and agreed operational systems,
timely quality (independent) evaluation systems,
• Delivery to Canada every 3 months via Zambia & Namibia
(Walvis Bay Port)
Revenue Streams & Cost Structure
• Revenue Streams
– Customer willing to pay for internationally
negotiated spot price. In this case paying for 2009
negotiated price.
– Prefer to continue paying same though company
intends to renegotiate new long term price.
• Cost Structure
– Most inherent costs include – power, reagents, transport,
expatriate human capital, intellectual property,
management & infrastructure.
– Most expensive resources – Diesel to generate electricity,
mining and processing plant cost.
– Most expensive activities – power generation, mining &
processing, environmental monitoring & management.
Thank you for your attention, Obrigado, mercie