Here is some of the info, I have been messing with it trying to copy/paste the pdf, Ally take this down when you get the actual pdf's posted, for some reason some of the words are mixed up and/or missing
Case 2:09-cv-00542-DAK-DN Document 54-3 Filed 04/02/2010 Page 1 of 15
A STRATE,GIC PL,{N SUMMÂRY OF
COPPER KII'{G MINING CORPOR,\TION
IN CLUDING .ITS PRIN CIP,{L SLÍBSIDI,{RY, ÌTESTERN UTAH CO PPER COMPÂNY
November 11,2009
8LC005913
Case 2:09-cv-00542-DAK-DN Document 54-3 Filed 04/02/2010 Page 2 of 15
l. Purpose of this Plan
This Strategic Plan Summary, including the referenced exhibits, is intended to inform investors and lien holders of:
I . The current financial and operational status of the Company,
2. What operational improvements and initiatives should be taken to bring the Company to solid profìtability,
3. How new capital plays a key role in this move to profitability' and
4. What the valuation of the Company could be with these initiatives and improved results.
ll. Summary of Kev Points and Conclusions
1. The project has vast resources of ore and now a flotation mill capable of immediately generating positive_cash flow.
nn åOOlt¡onat leaching process that can be installed in less than 4 weeks at a cost of approximately $375,000 could
bring the cash flow to over $4 million per month in 5 to 6 months.
2. However, the Company is strapped for cash and may not be able to continue its business without an immediate
additional cash infusion. Furthermore, some vendors are getting particularly aggressive on collection and mighttat<e
steps that would shut down the mill.
3. Copper King needs cash urgently for the following uses:
a. $90,000 - lmmediate purchase of key reagents that will enable the mill to again produce concentrate.
production has been signifìcantly down due to lack of a proprietary reagent critical to the Company's
operations. This produCt must be paid for in advance and has a 30 day lead time to receive shipment.
þ. $260,000 - lnvestment to dramatically improve the mill flotation process by purchasing-and installing 2 banks
of 6 Gardner-Denver mechanical flotátion cells. Also included in this budget are funds for some critical spare
equipment.
8LC005914
Case 2:09-cv-00542-DAK-DN Document 54-3 Filed 04/02/2010 Page 3 of 15
c. $375,000 - lnvestment to bring a copper precipitation facility up and running in less than 4 weeks. The
Company has identified, and is testing, a new process of "copper precipitation" (otherwise known as "copper
ceméntaiion'¡. Copper precipitation is a leaching process yet smaller and simpler than a full Ð(/EW facility.
This new process'c'ould' Oring the Company from $750,000 to over $2 million in net incremental cash flow in
addition to the flotation process.
d. $1 million - Payments to vendors would both assure continuing sources of supply from key vendors and buy
time with others while payment programs are developed.
4. Other key information:
a. This operation is a high fixed cost business but with extraordinary proft leverage. The baseline expenses are
betwden $ZO0,OOO anO $8OO,OOO per month to process 1,500 tons per day. However, fhe Company can
process 3,375 tons per day at a total Company cost of only $1,100,000. Thus, a225% increase in production
can be achieved wit'h onty ã Seø increase in iost. Ihrs is profit teverage and represents a signifrcant
opportunity for the Company to achieve high cash flow and valuation'
b. The Company began producing concentrate in August and achieved a break-even point for about 10 days total
in Augusi and September. This is at the 20 to 24 tons of concentrate level per day.
c. However, the Company has found the varying types of mineralogy in the feed ore a challenge in reaching an
optimum reagent ècnéme. And, the Comþany'é'snodage of cash has caused a dramatic production decline as
a result of aciually running out of certain key'proprietary reagents that must be paid for in cash and may
requires a 30 day lead time to arrive at Copper King.
d. As a resutt, production has fallen to an average of less than 10 tons of concentrate per day generating only
$4OO,OO0 oi cash per month, less than half of the operational break-even point. The Company feels it can
restore profìtable levels of production within 2 or 3 days of receiving these reagents-
5. The stock market value of the Company's equity is now only $40 million, but should be fairly valued at least $'150 to
$200 million with normal and customary valuatíon metrics assuming higher production levels' lf the company is
successful in generating $4 million in oþerating income per month, which is entirely possible with the cash infusions
discussed aþove, thesJequity numbers can realistically be achieved in the actual market trading values.
8LC005915
Case 2:09-cv-00542-DAK-DN Document 54-3 Filed 04/02/2010 Page 4 of 15
ilr. Short Term Assets and Liabilities
The Company's current assets are primarily concentrate inventory on the ground with an estimated value of $460,701
and a group of reconciliation payments due from Sempra Metals, aggregating to about $35,000 in such payments. There
is essentially no cash on hand.
The Company's current liabilities amount to a total of $3,514,584 and are owed to a wide variety of vendors, resulting in
a negat¡ve wórking capital balance of about $3 million. Approximately 50% of 'old payables' relate to f nal construction
and óutfitting of tné mill. ln addition, 10% of the old payables were incurred in expanding the lab to meet minimal testing
requirementé. The remainder of the $3.5 million is owed to vendors for goods and services purchased over the past
several months. (See Exhibit 1).
The details of the accounts payable as of October 31, 2009 are shown on Exhibit 2.
Few vendors (except for vital reagent manufacturers) will be paid off in full at the closing of a funding. The specific use of
proceeds relaiing to this A/P list is discussed later in this document. However, some vendors have very powerful
þsitions. lf they act to remove equipment on site, or fail to continue to provide services, then the mill and the Company
ôould þe shut down. There have been some recent threats of this nature against the Company that could result in real
problems, if not promptly and adequately addressed.
Lono Term Debt and Other Oblioations
Copper King now has a total of $53,491,999 in total long term debt secured by long !e11_assets such as mining claims
anit ieal estãte. There is $13,385,033 in other long term obligations, including $1,025,000 in lease obligations owed to
Republic Bank. (See Exhibit 3). The first lien holders are the largest creditors of the company as a result of substantial
penalties and inierest. This has caused an increase in this debt from an initial investment principal of about $7.6 million
io currently over $30 million, a 4X increase in 2.9 years. (This is a 617o return per annum.)
Curren¡y all debt, except Massey and Comstock, is under some type of forbearance. Strategic Capital has recently
stepped in and paid $2OO,OOO to Republic Bank on an equipment lease and has agreed to pay.off the remaining
Sf ,'O2S,OOO ovei the next 90 days. Naturally, Strategic Capital will step into the same l¡en positions as Republic has had.
8LC005916
Case 2:09-cv-00542-DAK-DN Document 54-3 Filed 04/02/2010 Page 5 of 15
Massey's recourse is only against assets that are of limited value to the Company. These assets are totally separate
from those secured by other debts of the Company. Since Massey is receiving magnetite shipments we do not think they
will be taking any actions.
V. Production Summarv
The Company began producing copper concentrate for sale since August þut has had an inconsistent production record
ever since. Exhibit 4 summarizes the total production and its estimated value during the period August - October.
The daily production report (Exhibit 5) shows a good ramp up to over 20 tons of concentrate per day by the third week of
August. This is approximately one truck load and yields the Company about $35,000 to $45,000 per load. At this pace
the Company was on a break-even daily run rate.
By mid-September the Company's production became inconsistent due to ineffectiveness of the reagent scheme pushed
on Copper King by a reagent manufacturer (highlighted in green on Exhibit 5) and, more importantly, due to the delay in
ctosin! ihe fmÞirè financing. This delay came as a result of a lengthy inter-creditor process and the Company's inability
to purchase the key proprietary reagents.
Since then, concentrate production has fallen and today the Company is generating only about 40% of the amount
required for operational cash flow break-even.
Exhibit 6 summarizes the amount of concentrate tons shipped and associated billings and payments. The Company
receives approximately 60% of the estimated total value of the shipment at the time a truck leaves Milford and then
receives an'approximate 30% of the payment within 1 week after the shipment. (Some reconciliation payments follow
later.)
Shipments to the smelter in Arizona designated by Sempra were stopped in mid-October as a result of a Sempra
requirement to confirm the viability of truck load shlpments and maximum moisture content. Shipments are expected to
resume this week, but possibly to another buyer with respect to this lot. The concentrate shipped will be from the
inventory currently on the ground (not yet shipped)with an estimated value of about $466,000.
8LC005917
Case 2:09-cv-00542-DAK-DN Document 54-3 Filed 04/02/2010 Page 6 of 15
Vl. Ooerational lmprovements
The Company has researched and specified three important technical approaches that can not only restore, but well
exceed operational break-even from the flotation mill.
L Flotation - Reaoents. lt is critical that the Company expend a minimum of $90,000 immediately to pay overdue
reaSent bills anã then build a reasonable inventory of the proprietary reagents that the mill requires. Lack of these
realents is the principal reason that production has fallen off since mid-September. The Company believes the
r""ðipt and use'of thèse reagents wiil restore production back to the 20 to 24 ton level within 2 to 3 days of receiving
this much-needed Product.
2. Flotation - lnstall New Equipment. The Company has done a thorough analysis to prove that the installation of 2
@ermechanica-|flotationcellswouldgreatlyimproveproductionbeyondthe.results
exþected from the correct reagent scheme as discussed above. These units will be used to further clean and
concentrate metal content to jreatly improve the flotation proces yield. The total cost of purchasing and installing
these units are about $190,000.
3. lmplement Cooper Precioitation Facilitv. The Company is completing tests that show a new process can be profitably
fthemilltoproducesignifcantamountsofprecipitatedcopper,alsoknownas
the "copper cementationiproiess. The implementation of this process will cost approximately $375,000 and can þe
expectåå to yield up over bZ m¡tl¡on in incremental cash flow per month. A complete description of the copper
precipitation process is provided in the following section.
Vll. Copoer Precipitation (Cementation)
The Company has identified and has been testing an additional processing approach øalled "Copper Precipitation" which
is also known as "copfèr Cementation." CopperÞrecipitation (or cementation) is a well- known process which includes
leaching. This process produces a brown powder-like ðubstance that is 90% copper. Management considered this
procesJ in the past, but did not adopt due to the shortage and expense of sulfuric acid. Given the lower price of coppe.r
ät tne t¡me, this process was considered not to be as cõst efficient as the SXEW process or other, more effective, and
flotation processes. The project plan for Copper King has always been.to have a leaching process to maximize the yield
from the Company's ores. pue tô tne varied mineralogy at the Copper King mining properties, it has always been
8LC005918
Case 2:09-cv-00542-DAK-DN Document 54-3 Filed 04/02/2010 Page 7 of 15
expected that flotation would gain 50% combined recovery of oxide and,sulf-de copper, while 80to 9070 of the rest of the
poþper would be recovered in a leaching process such as an SX/EW plant (Solvent Extraction Electro Wning).
However, the Company does not have the financial capability at present or the time to imrnediately establish an S)IEW
facility. Thus, pursuing-a Copper Precipitation facility that.can be implemented in less than 4 weeks afterfunding at a'
feasonaOle cost mAkes gooå'"en"e. Cbppet Precipítation iS moie expenSÌve Þêr pound for plocessing cöst ($.9O),than
SX/EW ($.6S), Out is stitt nìgnty profitable, especially considering the much lower upfront investment As the Company
achieves a re-f nancing or strong positive cash floW S)IEW will again be actively considered'
The Copper Precipitation process is shown in Figure 1 and summarized in the following steps:
TON ORE PER DAY
1. Stãrt the pDc€ss 6¡hB Ta¡lin85 Cle, {sotld oride Cul
2- Acld L?athl¡8(sulfudêåcld dfuælretcu fþm hs OxldÊ Orel
3. Novel ConlinÈþüs Cemef,tãtion Ptocegs , Cu dépositþn
d. PLs. cu Cemdnt Sioaràtion (sÉlid Uqúid s€paràtion)
8LC005919
Case 2:09-cv-00542-DAK-DN Document 54-3 Filed 04/02/2010 Page 8 of 15
1. Tailings and low grade ore (see Point I on Figure 1 ) are delivered to leaching vats where it is leached with sulfuric
aciO 1ã¡. The resúft of this tàaching is copper-rich sôlution (aka PLS pregnant leached solution). This solution (PLS) ¡s
recoveied at or near the bottom of each leaching solutions vessel and then is...
2. pumped and re-circulated to the cement reactor via transfer box and then back into the leaching circuit, and then back
to the reactor to create a continued loop of circulating PLS, and next."
3. A basket containing iron scrap and shavings (3) is lowered into a cementation reactor. This reactor is a small vat with
a conical bottom. iopper is precipitated að a iesult of these chemical reactions. This process allows for copper to
replace the iron anO bêðomeis a iranular metallic copper material. This material settles down and is sieved out of the
reactor cone and then pumped into a sedimentation tank (4) where '
4. The materials which settle to the deep end of the sediment tank are dewatered, and the solution is pumped back into
the circuit for re-use (4)...
5. The resulting copper in a brown powdered form is taken out of the sedimentation tank (4) and shipped to market This
form of copõer ié'equivalent to very high grade concentrate void of any precious metals'
The economics of this approach are verv Þowerful. Management believes that '1 ,000 tons of tailings and lower grade ore
seachday.rhistranslates^t"^141-01?:i11"-.91"_"^?p:l:J,"-1Îi1t::,".
;f ïiöi;; õiij i; üË ümþany' after ati tabor, material aîd ch"rse". At 28.33 production daYs.per month, this would
.^..|f L^ i^ ^¡¡i+¡^¡
result in an i
to cash flows from flotation.
The cosfs fo irnplernent thls preciÞitation prooram are a total of $375.000 or less. This facility could be up and running in
lessthan4weeks'nowerkandisexpectedtoproduce2tonsof
precipitated copper per day by novemOer 2ti at a yield oÍ 75o/o copper. This production 9lt*o tons.would thus translate
to a net $g,134 per day or $230,463 of immediate cash flow per mònth to Copper King- (The monthly amount is based
on 28.33 production days per month')
The costs to get the complete facility up and running are as follovt¡s. Many of these estimates have been developed with
actual quotes for specific products and services'
8LC005920
Case 2:09-cv-00542-DAK-DN Document 54-3 Filed 04/02/2010 Page 9 of 15
1. $80,000 to purchase stainless steel valves and pipe'
2. $210,000 to purchase or build vats for leaching tails and ore,
3. $60.000 in associated other costs, and
4. $20,000 in contingencies.
The costs to run the copper precipitation program, assuming 1,000 tons per day are:
1. $.51 per pound for acid,
2. $.16 per pound for scraP iron, and
3. $.23 per pound for labor and equipment.
The foilowing is a technicaldlscusslon of the copper precipitation process. lt is optional reading-
Copper precipitation is simple in principle and is nearly an automatic ope.ration and usually requires a minimum of
human attention. f luctuaiiJni ¡n õòÈpér content of soiutions do not affèct the etficiency of the process. This process also
uses relatively inexpensive scrap metals (such as shredded cans) and produces a high-grade copper in powder form'
precipitation of cement copper requires only a source of copper-rich solution (Pregnant Leached Solutions), suitable
pipe io convey it, and preärfitation láunoers containing the ðórap iron. Usually less tha.n an hour of contact with the scrap
irôn suffices tó piecipiiate virtuatty all dissolved coppei. Periodiòally, more scrap meta! !9 added.to the launders to
repface the maier¡alïnat is èaten'away. The preciiiiateo copper slñts to the bottom of the launders as a sludgy mass of
fine particles. At intervals, it is removed, dried, and shipped'to the smelter. Copper precìpitates produced vary from 75 to
95 percent copper, u""oøinjto wnich proceoure is use'd. The Pregnant Leached Solution (copper-rich water) will be
ã*ãtéO from leäching tne iãiings from turrent flotation operations ãs well as ore added as required to make a richer
PLS.
The formation of copper precipitate for sale hinges on the relative position of copper to iron or zinc.in the Electromotive
Force series of elements. This is a list of metals in the order of their natural electromotive activity. A given metal, placed
in a solution of another metal below it on the electromotive list, will go into the solution causing the previously dissolved
8LC005921
Case 2:09-cv-00542-DAK-DN Document 54-3 Filed 04/02/2010 Page 10 of 15
metal to precipitate in metallic form. Copper is belowzinc and iron in this series, so these metals go into solutionwhile
metallic óoppér is deposited from copper solutions. Lead, on the other hand, is below copper and is not affected in
copper solutions. lron is used to precip¡tate copper because it is abundant and inexpensive as scrap.
Vlll. Monthly Operational Cost bv Function
The copper mining and production business is inherently a high fxed cost business that yields a very high "operaiional
profit leverage." lñ other words, once a group of fixed costs are met, profits will rise much faster than variable costs'
One example of profit leverage can be seen at the mill itself. The mill only takes 7 people.per siift to run and these costs
are the same whetherthe mill produces 25 tons of copper concentrate per 24 hour periqd-or 10 tons ofcopper
concentrate per day. But 25 tohs is worth a net revenue to the Company of about $920,725 (past break-even) while l0
tons of concentrate is worth only $368,290. This daily improvement would have a huge cumulative effect to positive cash
flow within 30 days from implementation.
The following are the relative costs and revenues associated with three targets, flotation only, production levels (See
Exhibit 7):
1. Level One - 1,S00 tons processed per day has a total company cost of $794,632 per month and yields operational
negative cash flow of ($148,630).
2. Level Two -2,OOO tons processed per day has a total company cost of$935,170 per month and this cost level can
proOuce positive cash flowfrom operations of $524,073 per month.
3. Level Three - 3,375 tons processed per day has a total company cost of $ $1,108,006 per month and yields positive
cash flow from operations of $1 ,697,258 per month.
Conclusion: As production goes from 1,500 tons per day to 3,375 per day (225o/o increase), costs only go up by
$313,374 or 39To. This is high profit leverage.
Copper King's cost structure is divided into 4 main categories as shown in Exhibit 7: Milling, Mining, Drilling ?4-- ^^^
Oeãiogy, OÉice/Overhead and Professional Fees. The lotal of these categories has recently been a target of $877,983
10
8LC005922
Case 2:09-cv-00542-DAK-DN Document 54-3 Filed 04/02/2010 Page 11 of 15
per month, but this level is being reduced to $794,632. Milling is by far the largest category as shown below. Drilling and
geology expense includes both êxploration and development drilling. Development drilling is for obtaining information
iequ¡reO to design the next mine pits, and obtain information necessary to process ore. Development drilling comprises
about 7$80% of the total cost in this category.
Milling - $385,922
Mining - $189,529
Drilling and Geology - $78,826
Office and General Overhead - $76,020
Professional Fees - $64.335
Total = $794,632
Some lenders to the Company have suggested that the $268,355 in mining and drilling/geology be eliminated entirely
until profitability can be aifr¡eúeO. WhilJ'-intellectually appealing," the Company believes this approach is simply not
possible in any meaningful degree.
Here are some limitations to further reductions, or elimination, of mining and drilling expenses.
1. By agreement, Copper King must mine and process at least 1,000 tons of ore from Nevada Star properties or lose this
leasehold.
2. The mill desperately needs ore. There is only 50,000 tons of ore stockpiled and this is only a 6+ weeks'supply at
1,500 tons per day.
3. proving out resources by continual drilling is critical to assuring long term ore supply and thus a refìnance of the entire
capital-structure. For exámple, the Hiddeñ Treasure mine will be completely mined out in less than 7 months. Actions
ne'ed to be put in place at other locations, such as the Copper Ranch/Road Deposit to ensure that ore will be available
to produce the cash flow the Company will need for sustained growth.
ln short, the company næds funds to produce more copper concentrate. No amount of cost cutbaclrs ensures
profitabitity, only production can ensure profitability.
1l
8LC005923
Case 2:09-cv-00542-DAK-DN Document 54-3 Filed 04/02/2010 Page 12 of 15
Proiections - \Mth and Without Copper Precipitation
For ease in calculating, the month of December, 2009 should be considered "Month One" after a funding with
Empire is completd.
The December results are dependent on a swift financing closing so the Company can obtaín critical supplies,
such as proprietary reagents.
Production of copper concentrate and precipitated copper are the keys to the projections. lf the Company can produce,
the cash flovr¡s will be more than sufficient to honor payables, lenders and create a re-financing opportunity.
It all comes down to production.
Exhibits I shov¡s projections for the Company with the flotation process only and Exhibit 9 shoue the results with both
flotation and copper precipitation.
The first part of these two projection spreadsheets consist of computations that show the number of tons processed, the
expected'yields (percent recovery of metals) and revenues received based on the Company's contract with Sempra.
1. Flotation Onlv Results. (See Exhibit 8.)
Obviously the more tons processed, and the higher the yields, then higher the revenues. ln this case we have
conservaiively estimated the daily production to start at processing '1,500 tons of feed ore for December, January,
and February (while production ið òptimized with the reagents), then up to 2,000 tons per day for February, March
and April. The'peak þroduction rate for these projections is the processing of 3,375 tons of feed ore per day for May'
Recovery rates start'at 22o/oin November and growto 27%by May. These rates have been achieved in the past and
should be achieved in the future. (Note: a mill working month consists of 28.33 days.)
Total Company operating expenses start at $794,402 for the $1,500 ton production level up to only $1,108,163 for
3,375 tons peiOây in Mãy 2010. The resulting cash flow from operations is then minus $'148,630 for December (or
"month one") and then increases to $1,697,258 per month for May 2010.
12
8LC005924
Case 2:09-cv-00542-DAK-DN Document 54-3 Filed 04/02/2010 Page 13 of 15
2. Flotatíon and Precipitation Results. (See Exhibit 9.)
As discussed earlier, the Copper King fnancial results improve dramatically when a successful precipitation process
is implemented. The projections for this financial scenario are the same for flotation, but add the results of processing
1,000 tons per day of material via the copper precipitation method in December and January, 2,000 tons per day in
February and March and 3,000 tons per day in April and May.
The copper precipitation process is estimated to add (lN ADDITION TO FLOTATION CASH FLOW) $739,612 in
operational cash flow starting in December and growing to $2,218,835 per month by May, when 3,000 tons of
materials are processed Per daY.
The comb¡ned results indicate operatino cash flow of nearlv $4.000,000 per month bv Mav Wh.þh will be suffrcient to
refiiàice li ài structure of the Companv or beoin substantial pavments to lien holders.
Dealinq with Past Due Accounts Pavables
The prior sections discuss how Copper King can reach on€oing profitability with approximately$635,000 in capital
expenditures. However, the Gompany faceð a current problem with its accounts payable. These are.serious and amount
(aé shown earlier) to approximately $3.5 million. (See Exhibit 10.)There is a tendency among outside observers to say,
'ìJust let them wait," or "Pay the vendors over 48 months." ln some cases this might work, but other vendors are more
aggressive and must be déalt with immediately. lf not, the mill could shut down, production of salable concentrate would
stop, and bankruptcy considerations begin.
Some vendors have the power to file mechanics liens and even take critical equipment out of the mill which would stop
production. Many other vendors could easily go to court, obtain judgments and attach both assets and bank accounts.
These vendors can't be ignored!
However, the Company believes that it can deal with these issues by paying approximately $1 million, or less, at the first
closing of tne empire fúnding. Assuming cash flows are as expected, the remaining accounts payable can be paid over
s¡x moiths of operations. Thè Company expects that it could reach agreements with most vendors, both prior to and
after the closing of a financing and thus prevent a shutdown of the Company'
IJ
8LC005925
Case 2:09-cv-00542-DAK-DN Document 54-3 Filed 04/02/2010 Page 14 of 15
xl. Consolidated Cash Flow From Operations and Financinqs. (Exhibits 11 and 12)
When the Empire f¡nancings are closed, Copper K¡ng will have the funds required to make the necessary investments in
operations to achieve strong positive cash flows. This funding helps the Company to achieve a number of other
important goals including:
1. Stabilizing relationships with vendors so that Management can focus on operations,
2. Position the Company for a refinance to pay off its lenders,
3. lnvest in the auditing and accounting work which will permit the Copper to file a ',l0-K and become a fully reporting
company, and
4. Greatly enhance its stock market valuation for the benefit of all investors.
Stock Market Equitv Valuation
A stock market comparable analysis was undertaken this past summer and revealed that copper and similar public
mining companies hãve market équity value multiples of 5.8 to 7.4 EBITDA. Copper King could conservatively achieve
$S to $4 miliion in monthly operational profits as discussed in the projections presented earlier in this document ($36 to
$48 million per year) anOifré Company's equity market value could reach well over $200 million. Then, with increased
potential comin! from the addition of an S)IEW facility and additional exploratory drilling, the equity value of the
bompany woulð rise even more. The current market value is less than $40 million. Part of the plan as the Company
r""ch"" stable positive cash flow is to complete the required account¡ng and legal work to enable Copper King to
become a fully ieporting company. Then it could at least trade on the Bulletin Board (removing the stigma of Pink
Sheets) and låter'advañce to'a listing on the NYSE or NASDAQ. These events should further enhance liquidity and the
valuation of its shares.
xil.
********t*t**tt****Ê*t******t**t***
t4
8LC005926
News 
Market Data 
Discover 
