Member Info for Foresthomeshotm

Mad selling at those levels @kalan.

Could only afford 3 at a time with the dealing costs included

250k sells EOD

Commissioning to 100% takes weeks of fine tuning not days and it has to be done right to avoid damage.

Roan's not a fck up.....its working well and ramping up with a decent recovery system by all accounts

Thanks @kalan

That will be a no then and nothing from the company

Does anyone know when they plan to update shareholders on operational performance and all the projects and whether that's a podcast online dial in etc and whether we will get the chance to submit Q and As in advance?

Lets just stick with information the company releases and trying to make the best of our collective brains and research.

No AI was......highly suspicious you are.

I just validate info triangulate and make my own investment decisions.

Thats why ive been buying these around 3p and lower.

I've declared my position but im also a realist not a fantasist

The JORC is what matters to market re evaluation.

We are unlikely to see that before Nov Dec at the earliest for Molefe

Jan feb bad

March April eased off

Now very little and drying up

So yes fully aware even amounts areas and impacts directly relating to JLP.

Its important to DYOR

Which all aligns with what AI considers is important from all the RNS data including jlp accounts.

What we need to see is all this consistently showing in the copper output and profits........ and that potentially where the disconnect starts.

As they strip commission etc copper output is likely to get hit right at the same time as consumable prices rise, supply chains get strained and the rains impact it all.

Missing bit sorry

If:

Roan stabilises,

fines monetise cleanly,

Molefe ramps successfully,

and Sable throughput increases,

then the business could begin genuinely funding its own expansion cycle.

If operational slippage continues, cash pressure could re-emerge because the model is becoming increasingly capital intensive as scale ambitions grow.

Using the last 10 RNSs and various AI tools plus some strategic analysis and detailed validation and quests here's the output .......worth some thoughts......helps fast track debate but not to be totally relied upon for investment purposes without your own reviews set against your own risk appetites.

Molefe expansion itself consumes cash before generating scale returns

The updated mine plan is encouraging strategically — but it also shows:

major stripping requirements,

pit development,

road/infrastructure work,

future sorting systems,

on-site upgrading facilities.

All of that requires cash before larger revenue arrives.

So there’s still timing risk between:

investment now

and:

production/cash flow later.

The really important hidden issue:

timing

I think this is now the critical financial question.

Not: “Can Jubilee eventually become cash generative?”

I think it probably can.

The key issue is:

can operational ramp-up happen fast enough to avoid cash pressure during expansion?

That’s the balancing act.

Why the dewatering system matters financially

The dewatering/fines monetisation system is probably the most important near-term financial catalyst.

Because if successful it potentially:

converts stranded inventory into revenue,

boosts cathode output,

improves cash conversion,

and does so without needing equivalent new mining expansion.

That’s potentially very powerful operational leverage.

If that system performs properly, it could materially ease funding pressure.

The Large Waste Project probably requires partners

This is important.

I do not think Jubilee is likely to fully self-fund large-scale development of the 240Mt waste project alone.

And I don’t think management necessarily intends to.

The repeated references to:

partnership discussions,

established Zambian operators,

modular rollout, suggest management is likely trying to:

share capital intensity and execution risk.

Which is strategically sensible.

So where are they financially right now?

My overall interpretation is:

The company no longer looks financially distressed.

That’s a major change.

The company probably has enough liquidity for:

current transition,

Molefe expansion phase,

Roan optimisation,

and near-term operational scaling.

But:

they still need Zambia operations themselves to begin generating stronger and more consistent cash flow relatively soon.

Because ultimately:

sustaining growth,

funding multiple modules,

and building large-scale copper production cannot rely indefinitely on historic disposal proceeds.

My overall conclusion

I think Jubilee now looks:

financially stabilised,

strategically focused,

and operationally better positioned than at any point in recent years.

But the business is still in:

a capital-sensitive scaling phase.

Meaning:

execution timing matters enormously,

operational consistency matters enormously,

and the next 12 months are probably decisive financially as well as operationally.

If:

Roan

The company does not need:

more visionary strategy,

more expansion narratives,

or more transformational language.

It needs:

boring operational success.

Quarter after quarter.

Are LEON and JONNY capable of delivering this?

If you look at our current political landscape as an example...........eventually people force change when the promises made are not delivered.

How many chances and how much rope do we give them? I think until the end of 2026 calendar

Thanks all let keep collecting the data. I'm happy to keep a master list if we don't have one.

I'm also happy to draft something for the BOD and Renumeration Sub can chew on and formally respond.

PIs account for well over 5%

@Forest 2mil 168

@4ever

Agreed.......and how do we collectively get this change that you've articulated implemented and sort out the Renumeration Sub?

Have we a list anywhere of all the posters shareholdings and some organised collectively with a couple of focused reps to deal with it at the highest level including engendering Mr Slaters support and influence?

If not let's start that NOW

@4everlong

And ehat have you done to personally change JLP apart from moan on here?

I don't disagree with you. My point is collectively PIs if organised are strong and can implement change.

If salaries and incentives are not aligned to performance targets of copper and profits then theres a disconnect.

If collectively PIs and particularly Slater don't change the incentive mechanics the reporting, the BOD and the management of the appointed officers Leon and Jonny bolstering the head office support you'll be moaning here in another 5 10 years time.

So what are you all prepared and going to do? To get organised and use our collective might?

Leon is an asset. The problem is the performance management of the CEO ( who is doing that?)and alignment of salaries and bonuses to copper output and company profits.

His knowledge and skill set in this space is vast.