Aurelia Metals (AMI) Investor Day 2025 summary

Strategic outlook and growth plans

• Transitioning to a base metals-dominant business by FY 2028, targeting 40,000+ copper equivalent tonnes annually, with aspirations to exceed 50,000 and ultimately 80,000 tonnes in the longer term.

• Growth underpinned by ramp-up of Federation, development of Great Cobar, and Peak optimisation, aiming for 1.1–1.2Mtpa processing capacity split between copper/gold and zinc/lead ores.

• Great Cobar project targeting first ore in FY28, with significant capital investment and recruitment underway; Federation ramp-up ongoing with improved geological understanding.

• Exploration focus shifting from resource expansion to discovery, with increased drilling and a larger regional component, including Nymagee and Federation West.

• Strategic capital management prioritizes resilience, organic growth, and maintaining a robust balance sheet with minimal reliance on debt.

Operational performance and productivity

• Achieved a 60% reduction in total recordable injury frequency rate over the past year, reflecting improved safety and risk management.

• Productivity initiatives include standardizing mining fleet, optimizing refueling, deploying new blasting technologies, and targeting an 18% cost reduction at Peak.

• Peak plant optimization projects underway to increase throughput to 1.1–1.2 million tonnes, including new thickener, ball mill, water, and materials handling upgrades.

• Federation mine ramping up, with infill drilling refining ore body understanding and enabling earlier cash flow generation.

• Great Cobar development commencing July, with recruitment and equipment mobilization on track and first ore expected in FY 2028.

People, culture, and workforce strategy

• Addressing critical skills shortages through enhanced retention, leadership development, and innovative attraction strategies, including home ownership support and flexible employment options.

• Shift from contractors to direct employment in key operational roles, with a focus on multi-skilling and internal promotions to build talent pipelines.

• Strong emphasis on diversity, equity, and inclusion, with no material gender pay gap and active engagement with local communities and educational institutions.

• Leadership development programs expanded to emerging leaders, with a flat structure promoting access to senior management and visible leadership.

• Technology and automation being explored to broaden talent pools and improve safety and efficiency.