Aurelia Metals (AMI) Investor Day 2025 summary

Strategic direction and business transformation

• Transitioning to a base metals-dominant business by FY 2028, targeting a 50/50 copper-gold and zinc-lead production mix, leveraging existing processing infrastructure for cost efficiency.

• Strategic objectives include achieving over 40,000 copper equivalent tonnes by FY 2028, with aspirations to exceed 80,000 tonnes in the following years.

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

• Focus on disciplined operations, people and culture, sustainability, and growth, with clear sequencing of projects to maximize value and minimize risk.

• Competitive advantages include tier-one jurisdiction, established infrastructure, and diversified commodity exposure for resilience in volatile markets.

Operational performance and project pipeline

• Federation mine ramping up to full production, with Great Cobar development commencing in July, and Peak plant optimization underway to support 1.1–1.2 million tonnes throughput from FY 2028.

• Productivity initiatives target AUD 100/tonne mining costs, including fleet standardization, underground refueling, and advanced blasting technologies.

• Case studies show improved mining recovery and grade through innovative blasting and data-driven shift management, with development rates increasing to 1,000m/quarter.

• Great Cobar feasibility study completed, with first ore expected in FY 2028, providing a major transition to copper and supporting long-term production goals.

• Ongoing optimisation projects at Peak plant to increase throughput and recovery, including water, ball mill, and materials handling upgrades.

People, culture, and workforce strategy

• Addressing critical skills shortages with a focus on retention, internal development, and direct employment over contractors.

• Employee value proposition includes competitive pay, home ownership support, mental health initiatives, and leadership development.

• Flexible employment, international recruitment, and multi-skilling programs are being implemented to secure hard-to-fill roles.

• Strong engagement with local communities, schools, and universities to build a future talent pipeline, with a focus on diversity and inclusion.

• Leadership accessibility and a flat organizational structure foster a connected and supportive work environment.