Member Info for KB007

Jimiley was my first filter

latest news is irrelevant.

Period!!!

Will say it again!

Any T/O of CGP cannot have the 15% ENSA included, it was written into the agreement that should there be any disposal of CGP’s ownership then SOLG would have first right of refusal.

Additionally, should CGP not be able to meet the associated drilling costs once the bfs arrives then once again SOLG can acquire the 15% ENSA for $7.5m

Awwhh! Shoot!

More green, Zoros is back

Irwin ain't that clever imo... he would have not bolted over to CGP when he knew that SOLG wasn't primed for a T/O

It was George Salamis.

It was posted here last year sometime I believe

Link Here:- https://www.integraresources.com/site/assets/files/2612/the_white_paper_-_george_salamis_vuse_final.pdf

Make no mistake, every junior mining company should enter into a project with the view to advance an asset as far as you can, within the means to do so. If this means building and operating, then great.

Keep the drill bit running.
If you can afford to, always keep a drill turning on your project while you are negotiating. It provides for additional leverage in negotiations.

I'll post the link after a few answers as it seems it has been forgotten about! :)

Dance partners will come and go.
M&A negotiations are a dance. The music plays fast and slow. If your partner leaves the dance floor, don’t take it personally, and don’t panic. They usually come back. If they don’t, move on. Raise money, push growth and make the asset bigger/better and more expensive for when they come back. I’ve been part of companies who have had to do this several times, and it works.

Yawn!

Wake me up when the green lines go away!

Wow!

Stay away for a few days and I have a sea of green messages to "Troll" through

Not expecting one until February to be honest

eh! Filtered!

We have 12 concessions out of 72 that are definitively highly prospective with some outstanding results in Gold and Silver along with other priority targets that may provide further copper porphyry finds in line with Alpala.

Blanca, Timbara, Cisne, Porvenir and La Hueca are the ones that stick out for me.

Where will we be when we have done the geochemical data on the other 60 prospects.

Think big or go home!!!

Hope everyone has a prosperous New Year when it comes!

the newbies are back on the board..... things are looking up!

you're welcome BNc

The protests bumped up the risk premium and we haven’t seen a rebound. I think it will take time but getting both mines going this month should help, said Hicks.
Country risk did rise a bit yesterday due to the National Assembly not processing the proposed Law of Economic Reform. The Fruta del Norte and [Ecuacorriente] production start-up did not really affect positively the country risk index. It may in the short run once the concentrate starts to flow to port and get exported and the income to the country is registered, Diego Benalcazar, SVP at Lumina Gold, told Mining Journal
Regardless of the change in sentiment, the proof of the pudding will come with the next company to finance a project in Ecuador. That position is currently filled by INV Metals which is looking to raise the US$310 million capex required to build its Loma Larga gold-copper concentrate project in Azuay with a goal of commencing production in 2022.

Within a matter of days, the South American country completed its transformation from mining sector pariah to host to world class producing assets in the world’s two most sought after metals, testament to the effectiveness and efficacy of the new fiscal regime for mining, which Lundin played a significant role in shaping.
The changes implemented in recent years have seen explorers and majors flood into Ecuador chasing the promise of large deposits on virgin exploration territory. With Lundin and Ecuacorriente having shown that foreign companies can work with the taxation regime to develop projects, will Ecuador’s future projects be cheaper to develop due to a lower cost of capital related to improved perceived country risk?
Michael Scherb, founder and CEO of London’s Appian Capital Advisory told Mining Journal, adding that, although there is still a risk premium to projects in-country, we have moved the country to our watchlist [and] off our do-not-invest list. We will shortly be sending a team to review opportunities in-country, he said.
For Roger Bell, mining analyst at Hannam & Partners, who covers Ecuador explorer SolGold, the success of FDN should produce benefits for other companies subsequently looking to advance and finance projects in Ecuador. Successful funding and completion of a US$700m project marks a significant milestone for Ecuador, demonstrating the attractiveness and bank-ability of this emerging jurisdiction. We see a positive read-across to the development of Alpala and further projects within SOLG’s extensive portfolio, which would also establish Ecuador as a major new destination for mining investment, he said in a November research note.
Adding to this, Bell told Mining Journal, whenever the central government has seen queries about the tenue of mining it has been on the side of the industry as it sees mining as critical for the development of Ecuador
Another London-based finance market participant requires more convincing. In the words of Aristotle, one swallow does not a summer make. I don’t think this really changes anything. I personally think we need to see some period of steady production out of FDN and perhaps one or two more successful mine commissionings before you see the cost of capital and country risk premium for Ecuador change, he said.
Ecuador’s country risk was one of the main talking points for companies with projects in the region at the recent 121 Mining Investment conference in London. This is a topical question at 121, Scott Hicks VP corporate development at Lumina Gold told Mining Journal
While the sector celebrates (and breathes a sigh of relief) over the FDN and Mirador developments, recent political events in Ecuador where protests against removing fuel subsidies escalated to the extent that the government had to temporarily abandon the capital Quito for Guayaquil, means investors remain cautious.

Projects often go terribly wrong if they rely too heavily on expats who are detached from on-the-ground realities and subject to rotation.
When people are on rotation and off-site for too long, work streams don’t advance and often go backwards. If our employees live in the influence zone and a firm employs predominantly a local work force, an organisation has made a big step towards effective decision-making, increasing the chances of success. We want employees who are financially and emotionally invested in our projects. Being a good corporate citizen is the most effective insurance policy one can have.
The next step for Solgold is to become compliant with the UN Equator Principles and the IFC Performance standards, viewed as a foundation for a successful project finance package.

SolGold made a name for itself through exploration and in addition to Cascabel has one of the largest exploration property packages in Ecuador. With Cascabel moving towards development, the company faces the challenge of advancing a major mine development project while simultaneously continuing with one of the most aggressive frontier exploration programmes in the world. Regional exploration is continuing to deliver the goods such as the recently announced Blanca discovery, but will the competing forces of development and exploration pull the company in opposing directions or cause it to lose focus?
To some investors we are a mine development story, with Alpala the largest independent potential mine out there, for others we are still very much an explorer, with some high-quality gold but also highly attractive copper porphyry exploration targets, Mather said.
It is getting harder to communicate the value proposition with many competing high-quality assets at varying stages of evolution in our portfolio. The market isn’t giving us much credit for the wider exploration licences in Ecuador, but discussions with strategic investors make it very apparent, that that’s where they see the value too. The regional portfolio comprises 75 licences covering the length and breadth of the country.
This allows us to prioritise targets and move on if we realise the prospectivity is not as expected, ergo no money wasted. Our discovery costs are $1.40 per gold equivalent ounce, which speaks for itself. The synergies we have are enormous based on years of on-the-ground experience and working closely with local communities, which created a lot of goodwill. Consequently, we have no interest in farming-out projects and giving away the upside but spinning them out and finding investors supportive of a particular situation is a topic we are considering carefully.
The goodwill Mather talks about could be the company’s greatest asset. The success of FDN can largely be attributed to the profound social impact and engagement Lundin Gold has had in the region and the extensive regional development programmes it has instigated. SolGold is doing something very similar. We had no interruptions during the recent civil unrest, said Mather.In fact, the message we received from local communities was that the biggest risk to them is for SolGold to leave. An organisation needs to be in touch and integrated with the local communities. Projects often go terribly wrong if they rely too heavily on expats who are detached from on-the-ground realities and subject to rotation.