Member Info for jpsherwin

Latino,

Present a detailed plan that addresses why she must go, who should replace her, and how this change would yield better results, it’s hard to see how this would benefit ORCP at this critical moment.

Her intimate understanding of Oracle Power’s projects, challenges, and opportunities, acquired through years of leadership. This depth of knowledge is invaluable, especially in a company operating in complex sectors like energy and resources, where relationships, regulatory frameworks, and technical nuances are critical to success.

Surely a focus on solutions that strengthen the company, rather than reactions that could weaken it further.

I could list a number of reasons for and against, there is no value in this as it doesn't change anything and right now would only weaken the company were the CEO to go.

Q: His Highness Sheikh Ahmed Dalmook Al Maktoum: How has this partnership advanced Oracle’s Green Hydrogen (GH) project in Pakistan? What tangible benefits or financial backing have been secured?

A: In accordance with the joint venture agreement, His Highness has provided 70% of the total investment to date in the Green Hydrogen project. The Green Hydrogen project provides Oracle shareholders with the potential for tremendous future value, whilst minimising outlay and insulating the PLC and its investors from excessive risk. This is a highly beneficial arrangement for Oracle shareholders, and we remain extremely optimistic about our plans for 2025 as development moves to the next stage.

“Hence, we would like to deploy this in phases so that we can actually start to build it in 100, 200 tranches of 200 to 300 MW in one go, and that is something which is more aligned with investors’ appetite,” she said.

Positive news.

Naheed Memon – Chief Executive Officer

Three decades of experience in both the public and private sectors in Pakistan and the UK. She has led projects in manufacturing, financial services, and energy.

David Hutchins – Non-Executive Chairman

Extensive experience in the investment management industry, particularly in the natural resources sector. He has managed several investment funds and has a deep understanding of mining and energy markets.

Emma Priestley – Non-Executive Director

Chartered Mining Engineer and Chartered Mineral Surveyor with over 20 years of experience in the mining and financial services industries.

Ed Meade – Geologist (Gold)

Qualified geologist with over 25 years of experience in mineral exploration and development. He has worked on various projects globally, focusing on gold exploration.

Nicholas Lee – Chief Financial Officer / Company Secretary

Background in corporate finance and investment management.

Zahid Nasrullah – Advisor (Green Energy)

Specialises in green energy solutions and has extensive experience in the energy sector.

Nigel Pickett – Advisor (Thermal Energy Solutions)

Background in thermal energy and power generation. He provides expertise in thermal energy solutions.

Green Hydrogen and Renewable Power Project, Pakistan

· Ongoing work towards advancing proposed 1.3 GW hybrid renewable power facility.

· Completed the Transmission & Grid Interconnection Study funded by State Grid China and submitted it to the National Transmission and Dispatch Company for review and approval by the Pakistan Government.

o This is expected to enable a detailed front-end engineering design (FEED) study in the next phase.

o Provides a solid foundation for securing potential power off-take agreements.

· Advanced discussions with various state-owned companies regarding potential equity investments and joint development opportunities in the project.

Northern Zone Intrusive Hosted Gold Project ("Northern Zone"), Australia

· Completed 1,545m drill programme in November, bringing the total drilled in 2024 to 8,971m of air core (AC) drilling and 1,363m of reverse circulation (RC) drilling.

· Further expanded the continuation of the high-grade oxide zone within the 600m wide porphyry system, which is open in multiple directions.

· Integrated drill results into an updated Leapfrog gold mineralisation model, which will be used to inform and guide future drilling campaigns.

· Submitted a Mining Lease (M25/389) application to the Department of Energy, Mines, Industry Regulation and Safety (DEMIRS), which is expected for approval during 2025.

· During the Mining Lease application period, the Company intends to focus on undertaking more drilling to advance the project before proceeding with a maiden Mineral Resource Estimate.

Blue Rock Valley Copper and Silver Project ("Blue Rock"), Australia

· Confirmed multiple gravity targets for follow up work along the main mineralised trend of approximately 2km strike.

· Appointed APEX Geoscience Ltd, a geochemical consultant, to advance exploration and refine drill targets, with a geochemical sampling programme expected to start shortly.

· Continued assessment for potential gold and uranium mineralisation.

Thar Block VI

· In line with Oracle's heightened focus on clean energy initiatives in Pakistan, the Board intends to divest, wholly or partially, its mining interests and is engaged in discussions to that end.

· The Company aims to advance its coal-to-power and coal-to-gas/liquid plans under its project status within the China Pakistan Economic Corridor (CPEC).

Haha, no worries. If it was me, I’d at least take credit and ask for royalties! But I appreciate the compliment (if it was one) on my writing style.

To answer your question:

If I were CEO, I would only dilute for small projects if:

1. It significantly accelerated development.

2. The dilution was minimised through strategic partnerships.

3. The outcome maintained upside exposure while preserving capital for our flagship projects.

In the case of Northern Zone, whether or not this was the right decision will depend on the project’s eventual outcome. If Riversgold's exploration delivers strong results, the retained 20% could be highly valuable, making the initial dilution worthwhile. If not, it raises valid questions about timing and strategy.

Morning H,

Interesting—what do you mean by ‘College’? I feel like I’m missing some context here!

Evening GH,

I posted Q&A a few days ago, I’d appreciate your take on ORCP’s responses as and when you can.

Oracle has traditionally provided shareholders with a quarterly review and also shareholder Q&A session, however the Q3 session was missed. It is the management’s intention to provide the Q4 review and Q&A session as usual during January

Q: His Highness Sheikh Ahmed Dalmook Al Maktoum: How has this partnership advanced Oracle’s Green Hydrogen (GH) project in Pakistan? What tangible benefits or financial backing have been secured?

A: In accordance with the joint venture agreement, His Highness has provided 70% of the total investment to date in the Green Hydrogen project. The Green Hydrogen project provides Oracle shareholders with the potential for tremendous future value, whilst minimising outlay and insulating the PLC and its investors from excessive risk. This is a highly beneficial arrangement for Oracle shareholders, and we remain extremely optimistic about our plans for 2025 as development moves to the next stage.

--------------

Q. PetroChina International (PCME): What progress has been made under the MoU signed with PetroChina? Are there plans to formalise this partnership into a binding agreement?

A. Our discussions with PetroChina are now at an advanced stage and we look forward to sharing more information with the market once finalised as a binding agreement.

---------------

Q. Northern Zone Gold Project (NZ): The 80% sale of NZ raised concerns over Oracle’s ability to negotiate favourable deals. What is the status of this partnership, and how does Oracle plan to maximise its remaining interest?

A. The agreement with Riversgold has proved highly beneficial from both an initial return on investment, and also from the considerable upside that Oracle shareholders should receive as investment by Riversgold into the project continues. Our entire business model rests on the ability to provide exposure to high quality projects, whilst de-risking the process from both an operational and financial perspective for our investors. Our agreement with Riversgold exemplifies this strategy and we are excited about what 2025 will deliver.

---------------

Q. How does Oracle plan to ensure financial sustainability without excessive reliance on equity placements?

A. The Company has adopted a strategy through which to ensure the ongoing success of its interests whilst minimising direct investment, i.e. with the partnerships with Riversgold and also His Highness. In addition, the Company has a strong control on corporate costs to ensure equity placing requirements are minimised.

----------------

Q. What is the company’s plan for generating revenue in the near term?

A. Our strategy rests on assembling and demonstrating the value of potential projects, supporting development through partnerships and then identifying the optimum route for exit to generate significant returns.

--------------------

Q. Can you provide details on the utilisation of proceeds from the recent warrant conversions

A. This will be directed mostly towards Blue Rocks, our project in Western Australia, as we aim to push forward with early-stage exploration to demonstrate its resource potential to the market.

It's a case of believing in the company’s vision and strategy or not, I remain confident that we’re heading in the right direction despite the challenges, only time will tell.

Oracle’s communication strategy must be improved to align with shareholder expectations:

1. Are there plans to release an updated investor presentation consolidating the status, strategy, and milestones of all projects?

The Company intends to produce an updated presentation in the coming weeks in which it will set out the various project development milestones expected during 2025.

2. Will Oracle commit to regular updates, such as quarterly reports, webinars, or other structured communication frameworks?

The Company has traditionally delivered quarterly reports and shareholder Q&As – this was missed in Q3 (mainly due to the volume of news flow delivered directly to the market which kept shareholders updated to progress) however these will be reinstated in 2025

With limited cash reserves and no current revenue generation, as a shareholder I’m deeply concerned about the company’s financial future:

1. How does Oracle plan to ensure financial sustainability without excessive reliance on equity placements?

The Company has adopted a strategy through which to ensure the ongoing success of its interests whilst minimising direct investment, i.e. with the partnerships with Riversgold and also His Highness. In addition, the Company has a strong control on corporate costs to ensure equity placing requirements are minimised.

2. What is the company’s plan for generating revenue in the near term?

Our strategy rests on assembling and demonstrating the value of potential projects, supporting development through partnerships and then identifying the optimum route for exit to generate significant returns.

3. Can you provide details on the utilisation of proceeds from the recent warrant conversions

This will be directed mostly towards Blue Rocks, our project in Western Australia, as we aim to push forward with early-stage exploration to demonstrate its resource potential to the market.

Key Milestones and Timelines

Shareholders need a clear and structured roadmap for all key projects:

Green Hydrogen Project:

1. When is FEED expected to commence, and what are the timelines for subsequent phases?

The FEED process will commence in earnest once we have a line of sight on financial arrangements to support this next phase. The Company will provide further updates on this as appropriate in the coming weeks and months.

Northern Zone Gold Project:

2. When can we expect an updated Mineral Resource Estimate (MRE) and economic assessment?

The board understands that this will be delivered by Riversgold in 2025.

3. Has there been any feedback or progress on the Mining Lease Application?

There hasn’t been formal feedback (as this would need to be announced to the market) however the Board understands that everything is progressing as expected.

Oracle Power has developed relationships with high-profile partners, but questions remain about the value and progress of these collaborations:

1. His Highness Sheikh Ahmed Dalmook Al Maktoum: How has this partnership advanced Oracle’s Green Hydrogen (GH) project in Pakistan? What tangible benefits or financial backing have been secured?

In accordance with the joint venture agreement, His Highness has provided 70% of the total investment to date in the Green Hydrogen project. The Green Hydrogen project provides Oracle shareholders with the potential for tremendous future value, whilst minimising outlay and insulating the PLC and its investors from excessive risk. This is a highly beneficial arrangement for Oracle shareholders, and we remain extremely optimistic about our plans for 2025 as development moves to the next stage.

2. PetroChina International (PCME): What progress has been made under the MoU signed with PetroChina? Are there plans to formalise this partnership into a binding agreement?

Our discussions with PetroChina are now at an advanced stage and we look forward to sharing more information with the market once finalised as a binding agreement.

3. Northern Zone Gold Project (NZ): The 80% sale of NZ raised concerns over Oracle’s ability to negotiate favourable deals. What is the status of this partnership, and how does Oracle plan to maximise its remaining interest?

The agreement with Riversgold has proved highly beneficial from both an initial return on investment, and also from the considerable upside that Oracle shareholders should receive as investment by Riversgold into the project continues. Our entire business model rests on the ability to provide exposure to high quality projects, whilst de-risking the process from both an operational and financial perspective for our investors. Our agreement with Riversgold exemplifies this strategy and we are excited about what 2025 will deliver.

Morning L,

I recently sent an email with a number of questions on current projects and received a prompt response.

Try - info@stbridespartners.co.uk

WOS, assuming you follow/ subscribe. The better question is why does he think they will?

Apologies, the (MoU) between Oracle Energy and Emirates Global Aluminium (EGA) was signed on February 1, 2023, with a term of one year from January 30, 2023, I can't find anything as of today on anything beyond this.

https://solarquarter.com/2023/02/07/oracle-energy-signs-offtake-mou-for-green-hydrogen-project-with-emirates-global-aluminium/?utm_source=chatgpt.com

GH, I genuinely appreciate the frustration. May I ask, have you sold out completely?

Below are some of my thoughts:

Northern Zone Gold Project (NZ)

The recently submitted mining lease application suggests that Oracle sees long-term potential here, possibly leveraging advanced extraction technologies or economies of scale to enhance project feasibility.

Implications for the Northern Zone Gold Project:

• Enhanced Profit Margins: With the current gold price at $2,603.69 per ounce, the profit margins for both open-pit and underground mining operations have substantially improved.

Open-Pit Mining:

• Operating Costs: Assuming costs between $900 and $1,200 per ounce.

• Profit Margin: This results in a margin ranging from $1,403.69 to $1,703.69 per ounce.

Underground Mining:

• Operating Costs: Assuming costs between $1,000 and $1,500 per ounce.

• Profit Margin: This yields a margin ranging from $1,103.69 to $1,603.69 per ounce.

Break-Even Grade Adjustment: The increase in gold prices lowers the break-even grade, meaning that lower-grade ore can now be mined profitably, potentially expanding the economically viable portions of the deposit.

Green Hydrogen Offtake Agreement

You mentioned the December 2022 milestone for the offtake agreement that was missed. While that delay was frustrating, I want to clarify that the agreement was finalised in June 2023, which was a major step forward. This agreement with Emirates Global Aluminium (EGA) not only demonstrates external validation of Oracle’s green hydrogen initiative but also solidifies demand for future production. EGA is a massive player in the industry, and its commitment reflects confidence in Oracle’s ability to deliver on this groundbreaking project.

Oracle Energy Signs Offtake MoU For Green Hydrogen Project With Emirates Global Aluminium - SolarQuarter

Dilution and Historical Performance

I completely agree that dilution has been a pain point for shareholders. However, it’s a reality for most early-stage development companies that require significant funding to advance projects to the revenue-generating stage. What gives me confidence is that Oracle is now positioned with tangible milestones and partnerships—be it the green hydrogen MOU, NZ development, or Thar Block VI—that provide a clearer roadmap to value creation.

Thar Block VI and Financing

Coal-to-liquids and coal-to-gas technologies represent a transformative opportunity, especially as global energy markets evolve. Securing Power Purchase Agreements (PPAs) with key players like K-Electric could be a game changer, and it’s clear Oracle is working toward this.

With the green hydrogen offtake agreement signed, partnerships with major players, and a clear focus on delivering milestones, the company is in a stronger position than it has been in years.