Member Info for PM01

Gaza, we don’t know the tender data sent to stark by George. It all starts with that document. If that’s rubbish the plant is rubbish. In my experience it’s usually a bit of both. George will not want to lose face so blames others. I’ve seen it many times where people blame others. George needs to take responsibility and not pass the buck.

My take on the saga is this. And for the record I got carried away with the story of riches. Losses now recouped. SXX design standards and procedures were probably significantly lower than AAL who may not have been as due diligent as they should have been. Once they took over Woodsmith and imposed their standards and methods the CAPEX requirements exploded. Not surprisingly the programme was extended to minimise cash burn. Alongside market forces on the existing businesses became a double whammy.

As for its future, Woodsmith does appear to have a future and one would hope any suitor has carried out its own due diligence on Woodsmith. BUT that could equally to mothball if copper is the prize or to complete with the copper boom and windfall.

I’m sitting tight at the moment.

I have some left from old Stratmin days. Sat in my account to remind me of what not to do. A lesson learned and all that, but with hope (false) that one day maybe. Either way its a win, got to be positive!

Yes I saw that. I also note 'This approval was granted under the FDA's Real-Time Oncology Review programme after securing Priority Review and Breakthrough Therapy Designation for Enhertu in the US in this setting. The US regulatory submission was reviewed under Project Orbis, which provides a framework for concurrent submission and review of oncology medicines among participating international partners. As part of Project Orbis, Enhertu is also under regulatory review for the same indication by regulatory authorities in Australia, Brazil and Singapore.' Somewhat different approach than AGL's.

AGL are very good at being Poster Boys( and Girls)

https://www.londonstockexchange.com/news-article/AGL/parsortix-her2-assay-showcased-at-aacr-2024/16411145

When will they transition to the next stage in the companies development and what dynamics are at play in the global pharmaceuticals industry preventing its commercial uptake, or is the device being overtaken by other, more suitable, tools and techniques?

I've been invested here for many years in and out at various times and still invested and still scratching my head on what action to take. It's sometimes a head and a heart discussion!

Gazza, it's not about the sub contractors but how the company defined the design, requirements for testing and acceptance and what contractual clauses were specified to protect the company in the event of non delivery. I've seen specifications written that you could drive a bus through that allows the Contractor t take the company to the cleaners. It all rests with the company and rarely with the supplier.

It does recognise CE marking however it states "... first independent Attestation of Conformity certificate for CE Mark..." It does not state CE marking has been granted.

Daz I agree. In the UK we have https://www.gov.uk/guidance/using-the-ukca-marking and EU CE marking. It does not say they have achieve Certificate of Conformity or UKCA.

Wolf unless it’s the sample system which is normally the issues with analysis instrumentation. It’s the lag that creates issues for the DCS. Even so should easily be rectified

PH analysis is a challenge if the sampling system is not 'up to it' and the response time is affected resulting in poor control. The pH instrumentation itself is proven technology. A relatively simple solution.

The statement 'several issues' is very vague and not unreasonable to assume they should have been captured during the many trial runs. They could be related to the transition between the various operational phases which may not have been trialled fully todate.

Disappointed but teething problems and niggles are expected.

As other have mentioned a timeline for resolution would have been good but many Project Managers would be reluctant to put their neck on the line.

I expect some fluctuations in share price over the next few days (weeks?)

AAL are 'in a pickle' with Wordsmith. A great asset but at a high CAPEX which has come at a wrong time hence the reason for several design/scope reviews. I do feel an earlier production date would be favourable but at what cost to the rest of business parameters in the meantime. It must be an incredibly difficult balancing action to achieve production asap with the rewards it will bring against a 'sensible' cash flow for the project.

Spammy well said

I wasn't impressed by his comment to say "'... he hoped it would work..." If as a Project Manager I said that to Client they would have ripped me to pieces. Very poor communication in my opinion.

Inch please expand you statement with factual reasoning

Ben Houchen, Tees Valley Mayor, is the King or should I say Lord of Spin

Based upon recent photos what update are you expecting which would warrant an RNS?

Acker, I agree. Looking at the latest photos there is much to be done to achieve Mech Completion (that term also includes E/I/Controls) followed by a methodical commissioning period and supported production analysis before GR can say 'Job Done'

We are approaching yet an important milestone of successful commissioning and production. As a retired Project Manager I understand that 'things go wrong' and you are not measured by that but by the actions taken to resolve the issues. I've been there!! GR has failed up to now (yes you could say it's the suppliers etc etc but he is the responsible person and employed these companies and presumably approved the Contracts, etc).

History does influence future thoughts and its difficult to think fully positive, but one would hope that during the last few months all gremlins have been identified and resolved leading to Beneficial Operation ie delivering rates and quality as per original specifications.

Yes you can, I have

Snowking. A mill arriving on site is not a hurdle overcome. Making it operational and resolving the issues is the hurdle which requires successful resolution.