2026 Town Hall
Energy Fuels Global Strategy, Direction and Culture
Transcripts
ENGLISH - AMERICAS
Energy Fuels Americas Town Hall – New Invite for Feb 19-20260219_190213UTC-Meeting Recording
February 19, 2026, 7:02PM
1h 1m 11s
Kim Casey 0:05
Hello and good afternoon. Welcome and thank you for joining us today for our town hall meeting. I am Kim Rodkin Casey. I am your Director of Investor Relations and I’m thrilled to have you here along with our President, Ross Bapu, who I will.
Will turn the mic over to in a moment. First, I just wanted to go through a few of the housekeeping so that everybody can follow along and ask questions and translate into whatever language you choose. First and foremost, to enable live captions with translation.
Along the top of your screen you will see a section that has more with three dots on it. If you click that you will get a drop down menu that offers you a language and speech section. If you hover over that you will get to a live captions option once you turn on the live.
They will appear below the screen with the picture of both Ross and myself. In the right hand corner of that screen, which will be providing captions in English, there is a little gear icon. It’s a circle with spikes around it. If you open that, there is an option for.
Language settings. Hopefully everybody is following along with me and you can toggle a button that says translate to.
Kim Casey 1:36
Where you can also select your language. Currently we do have live captioning translation available in Brazilian Portuguese and we’re very excited about that.
In addition, the transcript, we will work diligently to get that posted on our website and we will give you instructions on how to access that page on the website. We will have that in English as well as in Brazilian Portuguese as quickly as we can.
Next, I want to also explain how you can ask a question. Also along the top of the screen you will see an option for Q&A. If you open that, you will be prompted in the opportunity to ask a question and submit it. We.
Strongly encourage questions. We would like to hear your thoughts. So please submit questions and we will get through as many questions as we can within the time frame. And with that, I am going to turn over to the mic to our president and I will be starting out.
Our presentation. Thank you, Ross.
Ross Bhappu 2:50
Thank you, Kim. I appreciate that and thank you everybody for participating. It’s great to have you. It’s great to be here. I know I haven’t met quite a number of you, especially those of you in Brazil and I I look forward to fixing that and meeting you in person here in the not too distant future. Thank you all for those of you at the.
Hindsight. Those of you at the mill, great to have you here. Unfortunately, I can’t see anyone. I can only see myself. So I understand you’re out there, but I can’t see you, which is unfortunate. I wanted to start by just introducing myself. I don’t know how many of you.
Oscar German 3:15
Thank you.
Ross Bhappu 3:29
Know anything about me? And so I thought I’d give you a little bit of my background just to help put it in context. And then I my goal is to help that context really evolve into why we did the strategic plan and what the importance of the strategic planning exercise is to the company. But just by way of background.
My father was a metallurgical engineer. He was a professor when I was young and went into consulting. I followed in his footsteps and studied metallurgical engineering. I did a bachelor’s and master’s at the University of Arizona. Mark and I like to refer to it as the Harvard of the West.
I’ve worked for a couple of the big mining companies, Cypress Minerals Company. I I decided I wanted to get more on the financial side of the business. So I came here to Colorado School of Mines and I got a graduate degree in mineral economics.
While at Cypress, I was involved in running the running part of the engineering and feasibility study work to build a new copper smelter in Arizona. I was on the construction team to build that new smelter and then spent three years living in Miami, AZ, where I was the.
Melter Superintendent and at a pretty young age, 30 years old, I had about 300 people reporting to me. Both half of them were maintenance, half of them were operators. And it was a real eye opening experience and gaining the respect of the staff was quite challenging at times. You know, here’s this snotty nose kid with.
You know that’s now telling them how to run a smelter that they’d been running all their all their lives. But as part of that I spent a good chunk of time in in Australia and Mount Isa and got to learn how the smelter operated. We used Mount Isa technology for that smelter. So great experience.
After three years, I left, went to Newmont. I was Director of Business Development where we did a lot of merger and acquisitions during that period and I got to experience acquiring new companies and you know how we brought them together and and how we integrated them into the Newmont structure.
Ross Bhappu 5:35
Following Newmont, I ran a little junior company for a few years and then ultimately some friends of mine were starting up a private equity fund focused on investing in the mining sector. And so I was involved for over 20 years, 25 years to be exact.
Managing, helping manage and running the private equity side of our business where we raised about 4 1/2 billion dollars to invest in mining projects all over the world and in all sorts of commodities. And it was there that I really spent a lot of time.
Learning how to how to make sure our investments were successful, how to work with the management teams and the boards of directors. And I got to see we made over 200 investments across 30 different commodities and in 50 countries around the world. So I got to experience geopolitical risk issues.
And really got to figure out and see what made a company successful and what made a company not so successful. Kim, can we pull up the first slide?
Kim Casey 6:37
Absolutely.
Ross Bhappu 6:39
So, so the one thing that we found is having a strategic plan that establishes the mission, the vision and the values of the company was absolutely critical to the success. Go to the next slide please..
There we go. So you know when you research it and when you look at the most successful companies in the world, they all utilize a mission, vision and values to align stakeholders both inside and outside the organization. They really do the most successful and the most successful companies in the.
Are ones where they have good, good strategic plans in place. Now Energy Fuels had a great business plan and we use that business plan as the foundation for doing and setting up our strategic plan. And so Goldman Sachs has been helping us with that business plan and we’re leveraging off of all the.
Work that they had done in that area. So the way we got to our strategic plan on the next slide, we basically conducted a three day workshop where the 16 senior leaders of the firm all met. We met here in Colorado off site.
And we agreed on what is the purpose of the company, what is it we’re trying to achieve. And that included then establishing and coming up with our mission statement, our vision statement. As part of that we did, you know we looked at where it is we want to play. Oops, we just lost the.
The screen, oh, there you go. We defined where it is we want to play. In other words, what are the areas that we want to play in? What does, what does winning constitute? When we say we want to win in these in these areas, what does that mean?
Ross Bhappu 8:27
And then we established the priorities on where we were going to focus our attention in order to be successful. And we developed a road map of how to get there. One of the things we spent a lot of time talking about what was the operating model going to look like. And you know, it’s interesting, Mark and I and the team, we did this last night.
Where we had our Perth office, we had our staff in Madagascar and we had some of our staff in Kenya all participating. And here we are today with all of you here in the US plus our Brazilian team. We really are truly a.
Very global business and so we you know the integration of base resources into Energy Fuels, the addition of Kenya and Madagascar and Brazil, it really is an incredibly important.
Aspect of what we’re trying to do and Mark and I’ve spent a lot of time talking about this, how do we integrate this, all these different cultures, all these different ways of thinking into what it means to be an Energy Fuels employee. And so the final part of that was agreeing on what are our corporate values, what does it mean to be an employee?
So, so I’ll start with the first part of it. On the next slide, we agreed to our mission statement and the mission statement is really all about what is our, what is our purpose, what is it? Why do we exist and why we existed that the 16 of us all agreed on. And by the way, it was all a unanimous agreement. No one would disagreed with it.
We responsibly produce the critical minerals that make many clean energy and advanced technologies possible. So as an overriding theme, this is the purpose for why we exist. I think there’s a couple things when we break this down and get a little more granular.
Energy Fuels produces the essential critical minerals that are needed. We focus on minerals that are important for both clean energy and advanced technologies. We think about and we consider national security when we talk about this and the importance of these minerals from a national security perspective.
And then we think about responsibly, the word responsibly, we want to be responsible to our employees, we want to be responsible to the environment and then most certainly the communities in which we operate. So there’s a lot of things that went into coming up with this mission statement.
And once we once we developed the mission statement, we went to the next thing, which is the mission, sorry, the vision statement. And the vision statement is where we now get a little bit more granular about what is it we want to achieve over the next decade. And it was really interesting one of the things that.
That the we use Deloitte to help facilitate us doing this and Deloitte asked each of the 16 of us to say to put down a headline. What is the headline in the Wall Street Journal about what Energy Fuels is doing 5 or 10 years from now? And it was actually a really fun exercise where we all.
Just on a sticky note, went around the room and we put what we thought would be the, you know, the headline about Energy Fuels and it was pretty ambitious. It was pretty exciting, but it was pretty some pretty ambitious statements there. And so, you know, we distilled those down and came up with this vision statement and.
And the vision statement reads that we will be the leading global producer of critical minerals, enabling resilient supply chains and creating sustainable value for our customers, our people, investors and communities. And when we think about that, you know, we can again break this down into its various components.
One is global and again, you know, talking about Australia, Brazil, Madagascar, Kenya, the United States, you know, we very much are a global business, critical minerals. You know, the interesting thing I find is when you look at every mineral that we produce, whether it’s rare earth.
Mark Chalmers 12:21
OK.
Ross Bhappu 12:28
Uranium, heavy mineral sands, which you know of course is titanium. All those are on the critical minerals list here in the United States. So critical minerals is vitally important, reliable. You know the word that kept coming up was reliable and we.
We, we, you know, we think about that in terms of we want to be reliable just not only to ourselves but to our customers, to our employees, to our investors and to our communities. And then the final thing was sustainability and we want to be sustainable, again sustainable to our customers, our people.
The investors and the communities in which we operate. So you know I thought it was really valuable to put this vision statement together and help kind of give us that Northern Star that we’re all trying to achieve. We then carried to the next stage and that was well what are what are the values that we want to achieve.
And an when we think about this, it’s how do we want to be treated and how do we want others to treat, how do we want to treat others and how do we want to be treated. And we came up with this list and it was interesting again, you know, 16 people all putting.
Sticky notes on the on the whiteboard of what were what were important values that we wanted to try to achieve. And again, the 16 of us all were pretty much in agreement. There were a couple of other outliers, but these were all pretty universally agreed upon. So integrity, we operate with honesty and.
Bear and see, we speak up and we walk the talk respect. We, you know, showing respect for each other, the environment, our communities and the cultures that we work within teamwork. You know, again, it’s incredible when you think about what a team effort this is and it’s a global team again.
You know, everybody around our various offices, all working together, operational excellence, you know, again, a vitally important aspect of what we do. We want to deliver to the highest standards. We want to operate with financial discipline. We want to be the best at what we can be.
And then finally, and as importantly as anything, is safety, safety and environmental stewardship. But we want our employees to come home safe every night. We want to make sure that safety always comes first. It’s a massively important aspect of what we do and we talk about it a lot.
Internally here. So, when we talked about then where do we play, what are the key areas that we want to operate in? You know as I think most all of you are aware, uranium was the basis from which we which we really created.
Ross Bhappu 15:13
Energy Fuels and Mark is going to talk a little bit about the history of the firm on the next couple of slides. But uranium is the foundation and we all agreed that we need to maintain our focus on uranium as a key underlying base load for our for our company.
Within uranium, we talked then about isotopes and medical isotopes that are used in targeted alpha therapies. These are, this is an incredible area and I’m this is one I’m really excited about and I’m learning about. But you know when you think about these uranium isotopes that can treat cancer patients.
And selectively attack cancer cells. The efficacy that we’ve seen with this work is just absolutely incredible. And if we can be a part of helping solve some of the problems of cancer in the world, just think how gratifying that will be for all of us. So certainly something that that we agreed that.
We need to continue to focus on the rarer side of the business in blue. We all agree that we need to continue to grow in the in the rarer side of the of the business and we want to be a significant processor of monazite and produce rare earth bearing materials. We want to be the supplier outside of China that helps.
Support the Western world and try to reduce our reliance on China. And it’s scary, you know, when you think about the dominance China has in rare earth minerals and other critical minerals. We talked about going into metals and alloys and this was in December, so this was before we announced the ASM.
Acquisition and then here we are you know in late December and in January and then now actually moving into metals and alloys through our ASM acquisition, a really exciting opportunity for us magnets, you know of course we’re not producing magnets today, but we did agree that we’re going to monitor.
The magnet space and look for the opportunity to potentially produce magnets in the future. It’s an evolving market and we thought it was important that that kind of be on our list of focus areas. And then finally mineral sands, we obtain our monazite from byproducts of mineral sands.
Mark Chalmers 17:25
OK.
Ross Bhappu 17:27
And certainly mineral sands is a, it is a very profitable side of the business or can be a very profitable side of the business. But it’s absolutely essential in terms of us obtaining our monazite from those mineral sands. So very, you know, very, very much we came into an agreement.
About this and with that, what I’d like to do is ask Mark to talk a little bit more about this and about the history of the firm.
Mark Chalmers 17:54
Yeah. Hey, just go back to that last slide for a second. Ross, I just had some further thoughts. But yeah, I mean look it’s so you know we had a long history with the uranium and we started out with uranium and then we found out we could do the rare earths because we could process the.
Monazite and recovered the uranium. And so that was number one was uranium slash vanadium, then rare earths. And then when people heard that we’re processing rare earths, the isotope people start showing up at our door. So that was third.
And then when we realized that we needed feed for the rare earths, then we got into the mineral sands business, which was four, which is the bottom of the list. And then and then people started showing up at the door on the metals and alloys and then magnets is yet to be determined, but it’s evolved. But I want to just say that.
You know, they’re all different sectors, right? And they and we’re really playing in these different sectors and there really isn’t any company I know of in the world that’s expanded. Now the good news is, this diversification and it’s exciting and there’s big businesses and all of them. The hard part is managing that and that’s.
Really the purpose of this town hall and mapping this out for our employees. So now you can go to the next slide, OK. I just thought that it was kind of interesting how they happened one by one for us.
Ross Bhappu 19:23
Yeah, yeah. No, I agree, So true.
Mark Chalmers 19:23
One led to the other.
OK. Look, a number of you, some of you will know a bit about the history of Energy Fuels and how this has evolved. And if you go back, Energy Fuels was a private company that was formed in the 70s.
And it was formed by a guy named Bob Adams. And Bob Adams actually built the White Mesa Mill privately. And I worked for the original Energy Fuels and it was sort of the Wild West, but it turned out to be the largest producer of uranium.
Uranium, particularly in the 80s, but it was always a wild ride in terms of the economics, the profitability, the mines starting up, shutting down and at the time the mill was built, actually before the mill was finished.
The mill would have been in construction. You had Three Mile Island and Three Mile Island was in the United States. Nobody was killed, but it scared people and it really turned the whole market and sentiment towards the nuclear power.
In 1979. So that period of the 80s, it was really in a down market and we had some really, really great years of mining on the Arizona Strip north of the Grand Canyon.
If the market continued to go down and in the 90s, early 90s, the owner at the time was a guy named Warren Benton. He went bankrupt. So the story of just the uranium only story, uranium, vanadium story has been with peaks and valleys.
And fewer peaks and lot of valleys that lasted for protracted time. So, so up until 2005, there were a lot of valleys there after a successful 1980.
So in 2005, a couple of former Energy Fuels employees of the private company, George Glazier and Steve Anthony, who was the CEO that I took over from, recreated a public company called Energy Fuels.
They acquired the Whirlwind, they acquired the Energy Queen, and that was a period of another nuclear renaissance. So back in the 70s there’s a nuclear renaissance and in that 2005 period.
Up into 2011, everybody was saying we’re going back to nuclear, Chinese were building reactors and whatnot. And then we had Fukushima and I want to add that between Three Mile Island and Fukushima there was Chernobyl in Russia. So, so a big part of the history of.
Of the peaks and the valleys in the nuclear industry has been with what we call Black Swans and it kills sentiment. So, but today I’ve never seen the nuclear industry looking better with people focused on a baseload.
Power 24/7 data centers, artificial intelligence and just growth in the in the electric power sector globally and public support for it and government support for it. So, so anyways.
So we had another renaissance in that 2005 to 2012, then came Fukushima and that knocked us down for a number of years, like 1314 years. So in in 2012 to 2020.
Again, the price uranium dropped and again part of the realities of this, these downturns is it was not pleasant for anyone. And a lot of times we had to lay people off because of the downturns and the shutting down of the mills, shutting down the mines. So and that’s a big reason why we’ve done.
This diversification and these other elements where we have multiple elements, we’re not independent or dependent on any one single element. So 2012, 2020, it was really surviving doing alternate feed, doing some vanadium and around 2019.
Or 20 We started having people show up at the door asking us if we could treat monazite in the rear earth. So next slide.
So during COVID we hatched this idea of and it was hatched hand in hand with the people at the mill basically seeing monazite show up and starting to test it and with Logan and Amanda and others in the lab.
You know, we started a journey and it is, you know, the best way I can frame it is a journey and to this date from 2020 to 2026, we have made more progress than anybody else I know of in the entire world.
And the world is seeing that progress. So in addition after 2020, we started resumption of uranium production. You know in the background there the Pinyon Plain mine, most of you know that I built that in.
You know, 38 years ago and actually the shiv wheel, the wheel that the cable goes on the top, I remember lifting that up and it was a long lift to put it up there and then bolting it into place. So we started resuming our uranium production.
In in that list that was earlier, you know we started acquiring heavy mineral sands projects, started off with Bahia. So our employees and people advancing the Bahia project and Triago, if you’re on this call, you’ll remember the first time we talked on the phone.
And recognizing that we needed the heavy mineral sands projects to provide the mono site that then could then go to the mill and then we could process it when you look at us over that time 2020, 2006.
We’ve outperformed others in the uranium business. Matter of fact, just about all in uranium business over the last five years and the rare earth business and heavy mineral sector. So the investment community communities have rewarded us.
For putting this plan together like we have now we’re seeing strong commodity prices for uranium. Uranium’s around $90.00 a pound went up to over 100 a week or so ago and what’s interesting and even the rare earths are high prices and these prices.
Are high, but they’re even higher today because they’re like $135 a kilogram for NDPR. And then this slide, you know, says 112, the DYTB approximately $1000 for DYTB, nearly 4000.
And that is a reflection of the world saying we need non China supplies of these critical minerals, which includes uranium, includes the ilmenite, rutile, zircon and some of the other rare earths. Now we’ve expanded our workforce significantly I think.
Back in around 2016, 1718, we got down to 90 employees total in the western US and we’re effectively on standby. Right now we’re, you know, depending on how what day and how you want to count things, we’re pushing 1000 people globally in multiple countries.
And time zones. So really what the story is, we have built a company or we’re building a company with all of your support and help and hard work.
A company that is multiple commodities, probably 10 different critical elements, not just dependent on uranium, not just dependent on vanadium. We’ve seen the peaks and valleys there. We have competitive advantages because of our infrastructure.
We have gone from a company with about $100 million market cap to $5 billion market cap. We got a strong balance sheet pushing a billion dollars. The company in the history of Energy Fuels has never been stronger and we’ve never had a more.
Positive outlook on where we’re taking the company and that is being recognized worldwide right now with customers, investors, government. And all I can say is every morning Ross and I don’t know what the emails are gonna look like from the night before.
Ross Bhappu 28:19
OK.
Mark Chalmers 28:21
Or what phone calls we’re going to get. But it is staggering and staggering in that you know world significant companies in the various sectors are looking at this plan as a winning strategy. Now we’ve got to execute but.
You know, just so those of you who don’t really know the history of the beginning of Energy Fuels to where we are today, that’s just a snapshot and I think that fits well into the strategic planning and the work that’s ahead.
Ross Bhappu 28:54
Great, Mark, thank you. And really it is a testament to the history of the company, the work that Mark and the team have done here and what you all have done to get us to where we where we are today. It’s an incredible success story so far and we got a long ways to go guys. We got we’re in an incredible place but we have.
A long ways to go. We’re going to be a lot more successful if as we go forward and as we execute on some of these plans. So, so going from here, how will we win? How do we, how do we take Energy Fuels to the next level?
And I and I think we, you know, we broke this down into these different segments. Uranium right now we’re the largest and lowest cost uranium producer in the United States. We want to maintain that. We want to stay there. We want to be able to build new mines quickly. We want to ensure that we have that social license to operate and have a winning sustainability.
Strategy. I think we’ve demonstrated that with our agreement with the Navajo Nation, but we need to continue that. We can’t let off the gas pedal when it comes to that. Rare earths. We want to be the lowest cost globally and we want to be scalable. That’s a pretty bold statement, right? To be the lowest class, lowest cost globally.
Because that includes China. And when we look at what we can do with the Vara Madda project in Madagascar married up with the White Mesa mill phase two, we actually can be the lowest cost producer of these minerals, these rare earth minerals. It’s so it’s not this isn’t a throwaway statement, it’s a very real statement.
Statement and one that we can achieve and that’s a huge differentiator from the MP materials, the Linus’s of the world that are going to be large producers outside of China, but they won’t be able to compete with China on a price level. We want to deliver when we talk about enhancing our resource base, so we want to ensure.
That we can keep the White Mesa mill phase two full and to do that we need to constantly be looking for other opportunities to acquire monazite, to buy monazite, maybe to buy other projects to source monazite. We need to make sure that we can send at least 50,000 tons a year of monazite to keep that that mill full.
And to do that we need to progress on Toliara, Toliara, the Vara Mata project as it’s now called is a is a critical element for success along with phase two and so we’re heavily focused on that.
When it comes to human resources and I’ve got, I’ve asked Oscar to spend a few minutes talking about our HR side and the talent and workforce side. We think the best talent in the industry, but we need to grow that talent because we’ve got some ambitious growth plans ahead.
So we’re going to recruit and retain the best talent. We want to maintain this high performing team culture that we’ve created and established, but we got to maintain it and then we need to define the workforce capabilities and succession pipelines. We need to make sure that that we have people to backfill when somebody.
Gets promoted or moves into another role or you know, maybe wins the lottery and leaves. We need to make sure we’ve got good succession planning in place. On the asset side, the White Mesa Mill is really the jewel in the crown. So we need to maintain our uranium production and then we need to figure out and make sure that we can expand.
And with phase two into rare earths as well as phase 1B and 1C, they’ll allow us to produce the heavy minerals, the heavy rare earth minerals. So we need to do de-risking and we need to ensure that we have a long asset life to continue feeding White Mesa and then we need to when it comes to assets.
Continue the uranium mining side of it. So developing Roca Honda, expanding LaSalle and some of the other uranium assets. From a financial perspective, we need to sign customer off take agreements and continue to pursue.
Opportunities from various governments, we’ve said the US government here, but the Australian government is very supportive of what we’re doing as well and providing financial support for Donald, for example. And then we need to pursue financial opportunities from commercial sources.
And so we we, you know, we’re looking for ways to continue looking for financing opportunities. And then finally we’re growing rapidly, we’re expanding rapidly. We got to make sure we have the processes and systems to keep up with all the things that we’re doing and that’s systems and you know.
Patents to process our isotopes. It’s all the processes around that. So next slide. Before we developed our priorities for how we’re going to get there, we had to come up with some of the considerations and insights to make sure that those priorities were achievable.
And so to do that we first wanted to prioritize what are the most important acts actions that we have to do to be successful. We recognize that there’s massive work ahead and we have aggressive growth plans. We had to think about how we regularly evaluate these priorities.
And we got to be prepared to pivot. So let me give you an example. You know if for example Vara Madda gets delayed and then and that results in a delay of getting monazite into phase two, what are we going to do and how can we pivot? And so we’re already thinking about those what if scenarios and thinking about.
What are other sources of monazite feed that we can send to Blanding to White Mesa? So we need to pivot if we have to and we so we have to be nimble. We wanted to focus on practical steps to achieve our vision. So rather than just.
Sort of throw away kind of comments and goals. We had to make sure that we had truly goals that were achievable. As Mark said, you know the success to our future is around executing now on these aggressive growth stand growth plans.
So, you know, sitting back and saying, OK, we got to take one step at a time, let’s break all these great ambitious goals into baby steps, if you will, that we can achieve one step at a time. And then finally we had to factor in the fact that we need to be disciplined when it comes to financial aspects.
We’ve been very successful. As Mark said, you know, we’re sitting on almost a billion dollars of liquidity today. We’ve got a $5 billion market cap. We’re in an incredibly good position, but we can blow through that money very quickly if we’re not careful. So we’ve got to maintain some level of financial discipline as we as we go forward.
So, so the next step was actually talking about the priorities and our first priority is around people strategy and establishing a strong people centric foundation and to talk about that I’ve asked Oscar and Oscar, we don’t have a ton of time. So if you can try to keep it brief, I’d really appreciate it.
Oscar German 36:03
Yeah, no worries. Well, good. Thank you, Ross. And and hello to everyone. Bua ***** to my good friends in Brazil. If you can, Kim, navigate over to the slides. I’m going to speak a bit into the people strategy.
I think that the main theme here is that we do have a people strategy, one that allows us to be more proactive as opposed to reactive, one that allows us to transition from being more tactical focus to more strategic focus, right. So I want to share.
And speak to a couple of slides that’ll speak into what we’re focused on working on in 20262037 and 2028. So it’s a three-year road map. So let me just take you through a few slides. There’s more material to this that builds into when I walked in in July of last year.
Year current state into what future state looks like. So next slide please.
So as as Ross stated, there were four key initiatives, the strategic drivers that came out of our strategic off-site meeting and the key theme for me was that all of these strategic drivers.
Was only going to be accomplished if we are truly honest through our employees, right? So that really focuses on us, right? Each and every one of us as an employee, what we’re going to deliver, go to the next one.
And so from there created really a simple what we call employee value proposition model. So if we’re going to focus on employees, what is it that we really need to focus on? The imperatives, the strategic imperatives is that we have to have a solid HR framework. What does that mean? Payroll, compensation, benefits all have to work.
And they have to work well, organizational effectiveness. What does that mean that we have to stay, we have to create an aligned one team culture, right, not have these silos. And today we’re going through that challenge because we bought some business that come in with their, you know, with their culture and we have to integrate.
I mean to energy fuels and skills is around what do we, what skills do we have today and what do we need in the future? Do we have a talent pipeline ready to step in if something was to happen with our key leaders, right and key roles and so that’ll be supported with these strategic actions.
Today we’re focusing on recruitment and retention, people development, talent management, total rewards, culture engagement and then the HR service excellence is the foundation. That’s where we talk about payroll compensation and benefits.
Next slide.
So also created what we call an employee value proposition statement. Why do people want to work at Energy Fuels and why do they want to stay here? And here’s what we believe on the HR team. This is something I’ve created. The HR team fully endorsed it and we’ve made a few changes, but at Energy Fuels we attract.
Creative, energetic, and proactive self-starters who bring ideas to life. Our teams are built on strong core values and our together we win culture where collaboration, excellence, and passion Dr. results. We recognize and reward those who excel every day, and we’re committed to unlocking the full potential of our people. Join us in building the best company.
And culture in the mining industry. This is what we believe, why people want to come work for us and why people want to stay. This is all based with a foundation of our values, integrity, respect, teamwork, operational excellence and safety. Next slide, Kim.
And so today I’ve mentioned the five pillars. Behind these pillars, there are key initiatives taking place as we speak today in a very structured manner. We have projects that we’ve created. Those projects have been assigned to the HR team. Each of my HR team members have projects assigned to them.
Oscar German 40:07
Because of time, I’m not able to share, but just to if you go to the next slide, I can highlight just a few key initiatives. For example, we need to fill some of the key positions. Right now we’re in the process of filling the Chief Operating Officer role.
We have a short list of candidates, HR policies and procedures. We need this. We today become very reactive. Some here in the US right now are engaging with, you know, recently the bonuses that we paid out.
You know the taxes that came out of it, that is a procedure issue. And instead of being reactive, we need to be proactive so it doesn’t happen again, right. Those are the things we’re talking about. So session plans, as we stress, we need to have a bench, strong bench ready to step into roles as needed. So we’re going to be.
Working on that, all of this right here, service excellence, our great co-workers in Brazil know right now we’re in process of negotiating benefits for them for 2026. And then here’s a few others. The last one for me is key and that is.
Can we get to A1 cohesive culture for Energy Fuels? And that’s our effort because at the end of the day, that’s what’s going to help us be successful as we move forward. So let me stop there just because once again, we’re limited on time and want to make sure we give you an opportunity to ask any questions. Thanks, Ross.
Ross Bhappu 41:36
Thank you, Oscar. Look, I think everybody can see that we’re making some massive strides in our HR work and the work that Oscar’s leading. As we talked about before, we’re very much of a global organization and sort of bringing us all into one team, making sure we’re.
Generation policies are consistent across offices all over the world is a real challenge and you know my hat off my hat is taken off to Oscar and his team for working pretty tirelessly over the last few weeks on our stiff program and LTIP and.
All the COLA increases, it’s just been a massive undertaking. So like when we talk about our next priority, priority two, it’s focusing on successfully executing the current and planned projects and doing it with excellence.
It’s one thing to build them, but it’s one another thing to build them with excellence and so you know what we have in mind there, White Mesa Mill, we’ve got phase 1B and 1C. We’ve got the permitting work for phase two. So massive amount of work going on in Blanding around the White Mesa Mill.
We have our Donald project in Australia and in that project we’re looking to make a financial or a final investment decision here in the next few months. That that project is shovel ready. It’s got all of its permits in place. What we need to kick that off is we need.
To finalize our financing and finalize, finalize some of the offtake agreements that we have for that project, but that could be that that one it’s going to take about two years to build, but it can be our first producer, steady producer of rare earth minerals and heavy mineral sands.
General Sands, we’ve got a close on our ASM acquisition. We’ve announced that acquisition a few weeks ago, but we need to get approvals from the Australian government and finalize that. And so we’re hoping that one will be done by sort of late June, early July.
We’ve got the radioisotopes work, so we’re hoping to build a pilot plant at the White Mesa Mill and be producing samples of radium 226 and 228 at that at that facility. And then finally we have the Bahia project and we hope to have a scope.
Moving study done on Bahia sometime later this year. So a lot of very ambitious, a lot of very ambitious priorities on execution. The next, the next priority has to do with financing and off take and you know we’ve got these ambitious plans and they’re going to take a huge amount of money. So next slide Kim, if we can do that.
That’s going to take a huge amount of money and so we need to conclude our financing and off take agreements to support the development of these of these high priority goals. And as I mentioned before, we’ve been having discussions with the US government to potentially get help there.
We certainly don’t want to put all our eggs in that basket. And so we’ve got conversations going with commercial banks and commercial sources, but we also have discussions. What’s really interesting, Deb Bennethum has been discussing potential offtakes.
With consumers, the people that are going to be buying our products. So that’s the car manufacturers, it’s defense contractors, it’s the electronics industry and they’re all very, very worried that they’re not going to have a source of material and feed for their.
For their ambitious growth plan. So it’s sort of a nice match there. So a lot of work on financing and offtake. The Donald project is critical. Look, uranium, the uranium side of the business is another one that we can’t lose sight of. We’ve got these exciting.
Opportunities in rare earths and titanium heavy mineral sands, but our base there, we can’t lose sight of the fact that we are the biggest producer of uranium and we want to maintain that and so we need to continue our off take agreements and sales of uranium. And then our 4th priority is around organizational structure and operating model.
And so we’re working very hard to define what the future growing global operating model is going to look like. Part of that depends, as Oscar said, we’re recruiting a Chief Operating Officer. We’d like that individual probably to have input into some of how the company will be managed from an operational perspective.
Going forward, but we’re hoping by the end of March that we have more clarity on what that operating structure is going to look like and on the back of that we’ll be updating our org chart. Don’t forget that we’ve got ASM being added to the mix and we’ve got to, we’ve got to add the ASM team to the organizational.
Organizational structure. So look, what I would say on this is everyone is working extremely hard, massive amount of work going on across the across the globe. And so on the next slide, what I wanted to do was sort of distill all these priorities down to what are the goals that we’re trying to accomplish this year.
What are we all going to be measured by our by our board of directors when they do the STIP analysis and when they do bonuses for next year? It starts with environmental and safety. So we’ve got to increase safety. We’re going to do that by increasing training and auditing.
Safety is the number one priority for us and we can never overlook that. We want to improve on our 2025 environmental metrics, so we want to show improving and increasing improvement in our environmental stewardship.
We’ve talked already about all the issues going on from a human resource perspective, a lot of activity going on in that area. From an operations perspective, we’re looking to mine between 2 and 2and a half million lbs of uranium. We’re looking to process and mill between 1.2 to 1.7 million lbs through White Mesa.
The White Mesa Mill, we want to continue completing the Kwale reclamation and decommissioning. It’s interesting and I’m going to try to get some pictures sent around at some point of the fact that we’ve now planted 260,000 trees. Let me repeat that 260,000.
And trees have been planted on the on the tailings facility at the Kwale project. It’s an incredible, incredible achievement. And then we want to advance plans for uranium mines. And so I think we need to explore the potential of how we’re going to, how we’re going to replace Pinyon Plain when it eventually runs out of ore.
Make sure we have, we have other sources of feed to go into the mill. From a strategic perspective, the White Mesa mill initiatives are vast and we’ve talked about those 1B1C and phase two. So we’ve got to continue to expand and improve on the engineering and permitting for phase two.
We’ve got to advance Donald and Bahia. Donald again, we’re hoping for an investment decision very soon and Bahia, we’ve got to continue focused on on achieving that scoping study because we’re going to need that feed for the White Mesa mill sooner rather than later.
Vara Madda, a tremendous amount of work going there, going on there to obtain the community, the social license to operate and advancing our investment agreement with the Madagascar government here by by by hopefully a year from now.
ASM, we need to close that transaction and and integrate it into Energy Fuels. We want to continue to explore magnet opportunities and and Mark and I’ve been approached by a number of different magnet producers that that are really concerned about where they’re going to get their feed in the future and and so they’re talking to us about you know how.
We can maybe partner up in some way and then radioisotopes again, I, I, you know, I just, I think of everybody that’s impacted by cancer that you know that that’s just such an exciting, exciting opportunity for us that can’t wait to see what we can do there.
And then finally, one of our key objectives is to maintain our position. As Mark said earlier, we’ve been at the top of the list or near the top of the list in terms of uranium and rare earth companies in terms of our of our share price performance and we don’t want to lose that. We want to maintain that going forward.
And then look, the final slide, I just want to say what you what does this all mean for you and what we’re hoping that this all means that there’s clarity, clarity about the future of Energy Fuels. Energy Fuels is on this incredible success and growth path.
We want to make sure that you’re a part of it, that our mission, vision and values explain where we’re trying to go and how it fits into your long term role in the company and growth. Job security is very important. You know, we want you to have confidence in us as the leadership team.
That that we are providing direction and we want to try to reduce some of the uncertainty that exists out there. Finally, we talked about how global Energy Fuels is and continues to become and we want us all to be one team with one standard. We all want to work under shared values.
We want to work sure, make sure we’re all operating safely and continuing to work safely across all of our operations. So with that I want to thank everybody. I want to thank Oscar and Mark for helping with this and our team in the background, Kim and Fiona and Taylor that have helped put.
This together, it’s been great and I now love to open it up to any questions you have. So and Mark, Oscar and I’ll be prepared to answer those.
Kim Casey 51:19
And just to remind everybody, if you would like to ask a question, there is a Q&A section again along the top of the Um.
Of the screen. If you click that, you have the opportunity to submit a question and we would certainly love to answer it. We certainly want to have a culture of having everybody feel comfortable and free to ask questions.
Of leadership of those who are leaders not only of the entire company, but also of our site leaders. And if we have any of our site leaders who are online who perhaps know of some questions that their teams would like to learn about, please I I ask you to.
Go ahead and submit a question so that we can go through and answer those. Um.
As you oh, and it would appear that that we do have questions, so I’m going to ask one on behalf of Ivanir. Brazil holds the world’s second largest rare earth elements reserves. Much of it’s still unexplored, given the country’s mining friendly environments.
And our positive learning experience with the Bahia project. Do you see this as a pivotal moment for Energy Fuels to materially expand its footprint in Brazil?
Mark Chalmers 52:41
Evan here, I’ll, I’ll want me to go. I’ll try to answer that. Look, I think, I think the key is, is we’re not constrained on where we advance our opportunities including Brazil. You will be aware that certainly.
Ross Bhappu 52:42
Well, look at.
No, please, please, please.
Yes.
Mark Chalmers 52:57
At least those in Brazil that, you know, we’re focused on heavy mineral sands in Brazil, but there’s also a number of companies with ionic clays and a lot of those companies talk to us. So the answer to it is yes, we could expand.
In different ways in Brazil, but we could also expand in different ways in Australia and in Africa and all over the world, even in United States.
Ross Bhappu 53:23
I completely agree with that. I think there’s lots of opportunities in Brazil and and we’re going to, we’re going to remain opportunistic and and as those opportunities arise, we’re going to, we’re going to look at them hard.
Kim Casey 53:37
OK. Well, if there does not seem to be any additional questions at this time.
What I’m going to say is that I’m going to put up a QR code up on the screen. If you are interested in reviewing this deck on your own, you want to look through it. You can go to this QR code. It will take you to a site or a page on our website. We are also going to be working.
To get the transcripts up and translated into our languages and up on our website. So. So please, if you’ve got your cell phone handy, pull it out, grab the QR code and we look forward to doing many more of these in the future. We think that this is a good opportunity for everyone to.
Communicate here from our leadership and also ask more and more questions in the future. So thank you again to everyone and have a wonderful afternoon. Bye bye.
Ross Bhappu 54:38
Yeah. Thank you, everybody. Appreciate it. All right.
Oscar German 54:40
Thank you. Thank you.
Kim Casey 54:42
Oh, we just got a new post. Wait, don’t go anywhere. We got a new question. Do we know what we have ahead of us for Nick at Nichols Ranch? Just got getting it in under the wire there. Nichols Ranch.
Mark Chalmers 54:57
Yeah, look at Nichols Ranch is a critical, important asset for us. I mean really what we’re waiting for and we’re not like waiting because we are doing some drilling is just for the market to come up to support a restart of Nichols Ranch.
Ross Bhappu 54:57
Mark, you want to you want to take that?
Mark Chalmers 55:16
With the right uranium pricing and you know week or two ago we were at $100 and then it came back to 90 bucks. So we’re still building out our contract portfolio. We still see Nichols Ranch as being able to contribute to our production as we as we as we ramp up.
But the difference in the difference in ISR and conventional, there’s two differences. One, with conventional mines, you can be mining that mine and you can stop mining literally that day and you don’t have to mine anymore.
You don’t have to process that or you can start and stop very quickly. Now we’re not planning to stop the conventional mines with ISR. When you go out and you put in a well field, it takes you a year or so to put the well field in. It takes you three years to extract the uranium for the well field and then you have to restore those pounds that you.
Mined, which can take a number of years, maybe 5 or 10 years. It’s a little uncertain. So the main reason we haven’t pushed a button yet on Nichols Ranch is 1 the sales price that we can currently get for uranium, but we’re getting close and the fact that the.
Conventional is very, very able to start and stop very quickly where ISR you need those long term contracts that go out for 789 years to complete the cycle.
Kim Casey 56:42
Oh, and we have another question, so I’m going to ask that. Why does it? This is from Rob Bowring. Why does it seem that companies that are less proven are getting all the love and support on investment, both privately and from the government?
Mark Chalmers 56:58
Ross, I’ll let you answer that one.
Ross Bhappu 56:58
Yeah.
You know what, it’s a great question. Look, one of the reasons why is Energy Fuels hasn’t been in Washington asking for a handout. We’ve been focused on achieving success. We’ve been focused on demonstrating that we can produce NDPR.
Ross Bhappu 57:20
And DY and we wanted to have that under our belt before we went and talked to government officials about getting support. There’s a lot of companies that are that went ahead of us with good PowerPoint presentations as Mark likes to describe with warehouses, huge warehouses that they’re going to fill up someday with something.
And they got ahead of us and it’s unfortunate because we chose a different path. We chose to demonstrate that we could be successful and then we would go out and ask for support and so we do have the attention of the US government today. I think we are getting the attention of analysts and brokers.
You know, I think the fact that we are a $5 billion market cap company today demonstrates that the market appreciates what we’re doing. But we weren’t, we weren’t at the front of the line when it came to handing out government checks and we felt we would take a different approach and I think it’s ultimately going to be successful for us.
Ross Bhappu 58:16
But that was the path we chose to go.
Mark Chalmers 58:18
Yeah. And I’ll add we acquired multiple assets and we were doers and when I go into the US government 3-4 years ago they say you’re the only one that hasn’t asked for money and I said.
Yet. OK, there will be a day where we will ask for money. So, but yeah, as Ross said, a lot of people have gone in and they promised the world and a lot of them. It’s interesting because just because it looks like they got money, they don’t have it yet. A lot of them are loans and there’s it can be very prescriptive.
And in, you know, there may be milestones. So you know, there’s a lot of companies that have got a press release that says they got the money, but they don’t. And I would bet 50 to 75% never see any of the money because they never meet their milestones or the prescriptive requirements in those agreements.
Ross Bhappu 59:16
Look, yeah, thank you everybody. Mark, thanks for that. I totally agree. Good questions. We look forward to continue doing these town halls going forward as Kim said. But look, I think, I think the reason that we’re successful today is because all of you, of all of you and of all of you that are working.
So hard. And I think Mark and I would say that the one thing we would stress is to work safely out there because there’s nothing more important than your safety to us. So. So yeah, thank you everybody for participating. And Mark, I don’t know if you had any last.
Mark Chalmers 59:50
No, no, I think, I think, you know, we got a lot of real estate to cover and you know when we close ASM, we’ll add, you know, South Korea with a metals plant in South Korea, another time zone and you know, another country, so.
You know, but in closing, we’re focused on doing something extraordinary, not just stick to our knitting. We could have stayed in the uranium business only. You know, we would be mining Pinyon Plain, we’d be mining LaSalle, but we our, our, our strategy is greater than that and it’s really about.
about doing something that that you know we out of our comfort zone and look into the future, particularly on these critical elements that really weren’t viewed as critical if you look back 10 or 20 years, but now they are, and they’re the key building blocks for modern technology.
And modern efficiencies and so we’ve rebadged the company. We’re reconstructing the company now and look into the future.
Ross Bhappu 1:00:57
Great. Well, thank you again, everybody. Really appreciate your time and have a great rest of your day.
Oscar German 1:01:06
Thanks. Bye bye.
stopped transcription
ENGLISH - AFRICA & AUSTRALIA
Energy Fuels Africa & Australia Town Hall-20260219_040116UTC-Meeting Recording
February 18, 2026, 4:01AM
59m 34s
Kim Casey
Hello, welcome everyone and Thank you very much for joining us this evening. I am Kim Ronkin Casey and I am your Director of Investor Relations and I just wanted to take a moment before I hand the microphone over to Ross.
Kim Casey 0:35
Our President, Ross Bhappu, just a couple of quick housekeeping pieces so that you know how to facilitate this town hall. Along the top of your screen, you should see several options.
If you would like to change and add on a live transcription in another language, the way to accomplish that is up at the top where the word is more and there are three small dots. Once you click on that, you will find a drop down menu that has language and speech.
And offers you then a selection for live captions. Once you have turned that on, you will see live captions first in English at the bottom of the screen. In that box over on the right hand side, there is below the picture there is an icon of a gear, kind of a circle.
With spikes around it. If you click on that you will also then go to language settings where you can find where it will open an option for you to click the toggle to turn on translate to select language at this point in time for those of you around the.
World. What we have for options is an opportunity to translate into French or to lead in English. We are working on adding additional languages into live translation for future town halls and we are going to have a transcript of this.
Presentation on a website page that you can access. You’ll learn how to do that at the end and we are going to work to translate the transcript, the written translate script into Swahili as well as Malagasy.
The other piece that I would like to make sure everyone understands because we certainly encourage questions at the end of the presentation. Also along the top you will see an option for Q&A. If you turn that on, you will also open a Q&A.
Kim Casey 2:46
Section to the right of your screen where anyone can submit a question. We will do our best to get through as many of the questions as we can within the time frame and then we will also work to get answers to those we may not be able to get to, perhaps sending those out in our newsletter coming up or in the future.
Also, if there are some questions that will be better answered by the specific teams in specific locations, we will ask you to reach out to your leadership on site and they will help you get those questions answered.
And with that, I’m going to turn it over to Ross to do some introductions and share some of the people that will be on the screen today and sharing with you. Thank you again for coming and joining us today.
Ross Bhappu 3:38
Thanks, Kim. Look, thank you everybody for being here. It’s great to have you. It’s great to be able to do this town hall. It’s actually quite amazing. We’re doing this across Australia, Kenya and Madagascar and then here in the United States. So it’s actually an incredible technology.
So I hope it works and I hope you can see me because I can’t see you. But I would like to introduce our Chief Executive Officer, Mark Chalmers. Mark is on the line with me here. I don’t know if he’ll pop up or how that works, but there he is.
Mark Chalmers 4:11
Yeah,. Look and thanks. Thanks Ross. And again you know we really look at this great opportunity to provide more information on the company and where the company is achieving to go in the next several years, so.
Over to you. Back over to you, Ross.
Ross Bhappu 4:33
Great. Thanks. I’d also like to introduce Oscar German. Oscar is our Senior Vice President of Global Human Resources based in Denver and he’s going to be contributing. And then we also have Andre Grayling, who I think most of you or many of you should.
Know we have Stephen Hay and we have Themo Giorgio that all from the Perth office who are all involved in in this strategic planning exercise that we conducted. So before I get started and we can pull the title slide up Kim if you can do that.
Really know us, unfortunately, and I’m hoping, very much hoping that we get out to visit. Well, I know I’m going to be in Perth in not too distant future, but also visit Madagascar and Kenya, the Kuali project. I’ve heard great things about all of them, but unfortunately I’ve not been there. Mark’s been there, but I’ve not been there.
Been there yet. So looking forward to it. But just I’d like to give you a little bit of background on myself before we get into the strategic plan because I think it kind of ties to how we got to doing the strategic planning exercise. So my background, I studied metallurgical engineering in college and both it’s interesting both Mark.
I went to the University of Arizona in Tucson, AZ worked. I worked in a couple of technical roles, ultimately decided I wanted to go back and get a degree in finance or some level of business. So I did a.
A graduate degree in mineral economics. After that I went to work for a copper mining company, a company called Cypress Minerals Company, where I was involved in building a new copper smelter in Arizona. Ran that smelter for three years as a smelter Superintendent and had a.
A great experience where at the age of 30 I was managing a staff of about 300-150 in maintenance and 150 in operations. It was a real eye opener and just gave me a passion and love for this industry. But that was really the start of where I started.
Started recognizing that you have to have strategy, you have to have direction and you have to have a culture to be successful. From there I went to Newmont, spent six years working for Newmont as Director of Business Development, doing acquisitions, learning how to integrate companies into Newmont that were acquiring and that’s a critical.
Part of being successful from there, I ran a little junior company for three years and then 25 years ago joined a company called Resource Capital Funds, a private equity fund where we raised about 4 1/2 billion dollars.
Invested that in 30 different Uh commodities and 50 different countries in about 200 different companies across like I said 30 different commodities and 50 countries and so in in that experience I had a lot of chance to.
And Kim, you can go to the next slide. A lot of chance to really learn how to grow companies, how to make them successful. And a lot of that was really making sure that management and staff, everybody involved was active on understanding what the mission of the.
Company was what the vision is, understanding the values to align stakeholders both inside and outside the organization. So what we did and I joined Energy Fuels about six or seven months ago.
And I think one of the reasons the board chose me to come in and work with Mark was really to help build that strategic plan and develop a sense of mission, vision, values to take these incredible assets that the company has assembled.
And put a cohesive and executable plan together. So I think the key for us now is we’ve got this incredible asset base, we’ve got these incredible employees yourselves. Now we’ve got to figure out how we’re going to execute on it all.
So if we go to the next slide.
Thank you. In December we ran a workshop and it was done in the here in Colorado in the Denver area. We had 16 people from our senior leadership team from Perth. We had Andre and Themo. Unfortunately Stephen couldn’t make it on that trip, but we had a great opportunity for the 16 of us to work on the strategic vision of the company. And I think what was really fascinating to me was that all 16 of us came to a unanimous agreement on what it is we wanted to accomplish.
We did that over three days and by the way, we had, Deloitte Consulting that came in and facilitated the event for us. So it was really a tremendous opportunity. And so we defined the strategy, we defined where we want to play, how we define winning.
What priorities are going to be needed to get there? And then we’ve been working on and it’s not finalized yet, but the operating model and the culture and then finally agreed on corporate values. So the first thing we did was we agreed on what the mission statement is.
Kim, next slide please.
When we look at, when we look at the mission statement, what it is we want to be like what is our purpose? Why do we exist? And the mission statement we came up with, you can see it here. We responsibly produce the critical minerals that make clean energy and advanced technologies possible.
And I think, you know, if you break that down, we want to be involved in producing essential critical minerals. We want to focus on minerals that are important to the clean energy and advanced technology sectors.
One of the critical areas, we want to be involved in national security and that’s a really critical point. It’s critical across the Western world when you look at the tech, at the minerals that we produce and that we’re focused on.
China really dominates all of those minerals. And here in the US, as well as in Australia, the governments are really, rightfully concerned about national security associated with relying on China for these critical minerals. And so we want to be a part of solving that problem.
Problem and being responsible in how we do it and that’s responsible to our employees, responsible to the communities in which we operate and responsible to our shareholders. So next slide, we take that kind of purpose and we narrow it down to our vision and the vision really is.
What is it we want to be in 10 years? In five years? You know, where do we see ourselves? And it was really interesting. When we did this workshop, we all got to fill out little yellow sticky notes, put them on the wall of the of the room that were working in to say, OK, in 10 years.
Ross Bhappu 12:04
There’s a Wall Street Journal or a Financial Times article about energy fuels. What’s the headline gonna say? And so we all went around the room and we put these sticky notes on the wall and we got to got to kind of explore what people thought and.
What people really envisioned Energy Fuels being in five or ten years from now and really the component that we came up with in this vision statement is that and you can read it here, we want to be the leading global producer of critical minerals.
Enabling resilient supply chains and creating sustainable value for our customers, our people, investors and our communities. And if you break that down a little bit, I mean, you know, there’s a couple of key messages in there. One is global and nothing could be.
Better exemplifying the global nature of what we do by the fact that we’re all on this call from, you know, four different continents. It’s actually astounding when you think about it, what we’re able to do, we want to be focused on critical minerals.
And we’ll talk about that in a little while, but pretty much every mineral that we touch is considered a critical mineral in the US and in Australia. We want to be a reliable source of feed for our customers and we want to be sustainable. We want to be sustainable for our customers, our employees, our investors.
And the communities in which we operate. So that was the vision statement and that from that vision we talked on the next slide about our values and how do we get to the values where we want to be, how we want to be treated.
And how we want others to treat us and how we treat others. So we came up with these five agreed values and it was really interesting that pretty much unanimously everybody agreed on something very close to these we had maybe.
A few other examples, things like passion and discipline. But aside from a couple of outliers, you know, pretty much all 16 people agreed that integrity was critical. You know, we want to operate with honesty and transparency. Respect. We want to be respectful of each other. We want to be respectful of the environment and the community.
Communities and the cultures in which we operate. Teamwork was critical. And again, when you look at the fact that we’re all one team here operating across multiple time zones and multiple geographies, multiple continents, it’s truly an incredible team effort.
Operating excellence, we want to, we want to be excellent, deliver to the highest standards in which we operate and with financial discipline. And then finally the safety and environmental stewardship and really when Mark and I talk about safety.
Nothing is more important than our employees coming home every night to their families safe and sound and so safety cannot be overstated. It’s sort of everything starts with safety from our perspective. So when we when we.
Sort of narrowed down then, what does it take to where we play? You know, it’s the next slide, Kim, what are the areas in which we play? And I think you’re all aware that.
Energy Fuels really started out as a uranium company. And on the next slide, Mark’s going to talk a bit about in just a minute here, he’s going to talk about the history of uranium, of Energy Fuels and how we got into uranium. But when we agreed with the focus, it’s really it starts with uranium that’s.
The foundation, that’s where we started our business. That is our core commodity. Within uranium, we have found that there’s an incredible opportunity with medical with, yeah, medical isotopes also called targeted alpha therapies. We’re doing some incredible, incredible work in that regard.
And these are therapies that are used to treat cancer, particular types of cancer, but the efficacy of what we can do here, these drugs are incredible if we can, if we can be successful at producing it.
So from uranium, we then evolve into the rare earth side of the business and we really want to grow the rare earth side. We’ve demonstrated that we can be producers of rare earths at a commercial scale. Our products have been qualified by.
By different end users. The Korean Posco in particular has used our product and some of our product is actually in automobiles today, which is which is very cool to see.
From that, we’ve moved into metals and alloys and I think you’ve all heard about our acquisition of ASM that moves us rapidly into this metals and alloy business and we’re very excited. We’re going to close on the ASM transaction.
Hopefully touch wood in in June and that really moves us into a different league. And then finally we’re well, not finally, but next we’re monitoring the magnet sector, you know, so, so with our ASM acquisition, we’re going to go from mines through to metal and alloys.
The next step if we choose to do that would be to go into magnets and so we’re looking at it, we’re monitoring the opportunities there and then and then finally mineral sands, the rare earth source that we’ve agreed on and that we’re focused on is monazite.
Monazite is a byproduct of heavy mineral sands and so we want to maintain that and grow that production of mineral sands largely with the with the goal of increasing our rare earth production as a byproduct. But mineral sands in their own right as everybody from our.
Perth office now can be extremely profitable as a standalone commodity. So one other thing I’ll just mention here is that this this suite of products allows us to.
Mark Chalmers 18:11
Yes.
Ross Bhappu 18:20
You know, have diversification around revenue streams and we think that’s also vitally important.
Mark Chalmers 18:27
Yeah. And I’m just going to add Ross that and for the people listening that you know this is this, this covers a lot of real estate here from uranium to mineral sands and really I don’t know any company that’s really doing this and that is good and it’s bad. It makes a complex organization but I also.
Want to say that when we look at this diversification, which I think is people have seen in single commodity companies, you can be very volatile if you’ve depended on the price of a single element like uranium. But also in that workshop went through and asked people what percentage.
Of the business should we be in? And it was really remarkable how everybody kind of just independently came up with their belief of what percentage of business would be uranium versus the rare earths and the mineral sands. But what’s really, really amazing is that the rare earth sector.
Was the sector that has the biggest opportunity for growth over the long term to create the most value and uranium and mineral sands, you know, contribute to that by providing both the ability to recover the uranium and deal with the radioactivity, but also the mineral sands providing the monazite.
So the real big value creator when it comes from a market perspective is the reverse.
Ross Bhappu 19:54
So with that, on the next slide, I’d like to ask Mark to talk a little bit about the history of the firm because I think it really is important for you to understand how we got to where we are today. And Mark has been vitally important. In fact, it’s Mark probably won’t share this with you, but Mark has been in the in the in the uranium industry.
3-4 coming up on 50 years, having built our flagship mine pinion plane, which is in Arizona. So Mark, let me hand it over to you and talk a little bit about that.
Mark Chalmers 20:26
Yeah, thanks. Thanks, Ross. You know, I think, I think it’s always helpful for people to have a bit of understanding of kind of where Energy Fuels came from. As Ross said, this year I’ve I’ve been in the uranium business for 50 years. I’m a mining engineer. I started as a miner. I had no idea that I’d still be.
Ross Bhappu 20:33
Mhm.
Mark Chalmers 20:46
Doing.
50 years later, but really Energy Fuels started out as a private company in the 70s and it was the biggest producer of uranium all through the 80s and whatnot. And it and it was really the flagship in the 80s in the United States.
America. But what happened is about the time Energy Fuels built the White Mesa Mill, you had Three Mile Island. That was a incident with a nuclear reactor in the United States. Nobody was killed or anything, but it changed the sentiment and Energy Fuels, the first private Energy Fuels, actually went into bankruptcy.
the early 90s because the price of uranium dropped materially. So one of the key things that’s happened in the uranium industry over time, and it’s different than other commodities, that you’ve had these black swans. You’ve had Three Mile Island, which was in the 70s. You had Chernobyl,
Which was in the 80s. And then you had Fukushima, which was about 1314 years ago in 2011. And that has really created a rocky Rd. and a lot of peaks and valleys in the uranium industry. So, so the private energy fuels.
Very successful in the early days in the 80s and then he had three Mile Island then we had a hiatus. We called it the coma years after that, where there wasn’t much interest in nuclear power as a whole. I’ve never seen the nuclear industry look so positive right now globally because people are.
Focusing on base load energy, low carbon emissions, but they’re also looking at data centers and artificial intelligence for massive growth for the need for electricity around the world. So when you go forward a bit the assets of energy fuels.
Mark Chalmers 22:43
Continued to survive on for a number of years, but in 2005 the price uranium started going up again and there was a public Energy Fuels, no relationship to each other than other than the name, but it was a public company which was formed in 2005 and it was formed by a couple former.
Employees of Energy Fuels, George Glaser and Steve Antony. And there was a period that 2005 to 2012, the nuclear renaissance started getting legs again. Everything started to look really good. Everything was rosy. Price uranium was going up and then.
We had Fukushima in 2011 and it knocked the price uranium back down about 80% and all the mines went out of business again or went on to standby. So it’s been again this, this, this rocky road of peaks and valleys.
In a sector that gets pushed around more because of people being fearful of nuclear power. So what happened is after Fukushima, things went into a hiatus. Went down to about 100 people and we didn’t know if we keep the lights on from year to year in those down.
Years because of those market conditions. So what happened is.
We started to see the price of uranium coming up. We started to see the and in those down years we did a lot of things. We have what we call alternate feed, but were in survival mode, but we kept our licenses and our infrastructure and a lot of our knowledge intact. So if you go to the.
Next slide, during 2020, then you had COVID and really we hatched the idea of the rare earth business during the COVID period and most people were working on it from home during COVID. So what happened is we started processing and testing monazite.
And we made really, really rapid advances with that. And we actually made more progress, I believe, than anyone in the entire world on that front. And in 2020, we started advancing our uranium production again because the price uranium was going up.
Went in through this period, as many of you are aware, where we started acquiring heavy mineral sands projects around the world, starting with Bahia and the Donald joint venture and the acquisition of Base. And what’s really remarkable is that really.
Doing all that, we’ve outperformed peers over the last four or five years when it comes to the uranium, rare earth and heavy mineral sands sectors. And what’s interesting is sometimes uranium can be up, rare earths can be down or or heavy mineral sands can be down like we’re seeing right now. The heavy mineral sands has had.
had you know been a tough spot for the last couple of years where uranium and rare earths are up. So this whole plan for diversification and whatnot is actually working out as we see right now. So the price uranium is about $90.00 per pound right now, but NDPR is over 100
And $10 a pound DY in TB outside of China is nearly $1000 a kilogram for DY and about $3,700 a kilogram for TB, which is three or four times the China price because people are really keen to get sources.
Of these rare earths that is not sourced from China. And so that is again a big part of our story. So we’ve been expanding our workforce around the world. Were just a global US centric company up until just the last couple years ago.
But we’re utilizing our permits, our infrastructures and expertise to the maximum advantage when it use utilizing the White Mesa Mill and its capabilities. So not being a single commodity market from my history of 50 years is a good thing.
The competitive advantages of focusing on monazite and doing a lot of the processing in the United States is getting a lot of great attention, not just from the US government and other governments, but also from off takers and we see a bright future there and.
And it gives us ability to really come up with these multiple high growth markets and opportunities and it is getting noticed around the world from customers, investors, it’s getting noticed and we’re getting you know inbounds from around the world and it.
It can be from the front end, other potential sources of feed with potentially other deposits or mines right on through to the metals and alloys and even starting to see some of this activity in the magnet sector as far as interest because most of these.
Companies don’t have the full integration story and Energy Fuels has the the most amount of the steps that you require for integration than any other company I know and certainly going through the metals and alloys takes us from mines to alloys and most companies.
Just have one step. They might have a mine, they don’t have a processing plant. They might have a processing plant, they don’t have a mine. They may have metals and alloys and they don’t have the feedstock upstream or even in the magnet makers, they don’t have the feedstock in front of the magnet step. So really our step is.
Is integration is moving quickly but not recklessly and building out integration when it makes sense and where it makes sense and you know depending on what opportunities present themselves. So I’ll hand it back over to you, Ross.
Ross Bhappu 28:52
Thanks, Mark. It’s great to great to kind of hear the history of the company and when you take the history along with where we are today, what we did in our workshop, in our strategic planning workshop is then we talked about OK, here’s, here’s our assets. Now what do we need to do with these assets to win to?
To be successful. And you know the one thing that you all are, I’m sure cognizant of the headlines in the mining industry. There are a lot of wannabe rare earth mining companies. There’s a lot of wannabe uranium mining companies. There are a lot of heavy, heavy mineral sands companies out there.
So what do we need to do to differentiate ourselves and to win if we’re going to be in these in these commodities? Well, right now, and I’m not sure if all of you know it, but we are the largest and lowest cost uranium producer in the United States. So we want our ability to increase.
That production, we want to build new mines quickly. That’s, you know, that’s critical. And then we also need that social license to operate. We want a winning sustainability strategy and one of the things that I think is really fantastic.
At our White Mesa Mill, for example, about half our workforce are native Indians from the Navajo reservation. That’s an incredible statistic and it’s a it’s a testament to the to the social license that we’ve built.
With our indigenous people here in the US and we need to continue that on the rarer side of the business we want to be and we are targeting to be the lowest cost operation globally and that includes China.
We think that with the Vara Madda project in production, with our low cost operations at the White Mesa Mill, we can be competitive with China and that’s incredibly important from our willingness and our desire to win in this space.
We will be a significant processor of monazite out of outside of China. We want to be the go to company for processing monazite if a company is producing it, we need to continue to deliver on enhancing our resource base in the rare in the rarer space. So when we look at the White Mesa.
We have three feed sources for it. We have Donald, we have Bahia and we have our Amada. But what we what we want to make sure of is that we can continue to support the feed into that mill. And so we need to continue to look for expanding the resource base, expanding our sources of monazite.
Signing the Vara Madda Investment Agreement is going to be critical. It’s taken a few steps, slow, slowed down by a few steps, but we think we’re making good progress there. Mike Vanicoy is spending a lot of time on the ground there, as are a number of the people in our Perth office, which is fantastic.
We had a a bit of of good news there with gaining access to the northern part of Vara Madda. So credit to Simon for helping, helping build some of the work, build some of the relationships and working on that.
Talent workforce. I’m going to have Oscar talk here a little bit about what we’re doing to recruit and retain the best talent, but that’s critical. We, you know, this is an incredible team. You guys are all the top performers in this space and it’s important to retain the best talent, which we’re working hard to do.
And we need to maintain that high performing team culture and again Oscar’s going to talk a little bit more about this in a minute. In terms of assets, this white, the white Mesa mill in in Utah is really a jewel in in the crown of our portfolio it is.
It’s the asset that makes really all this other stuff possible. It’s what we produce our uranium in. And now as Mark said, we took that uranium processing capability and have transformed it now into our ability to process monazite and produce rare earth and not just monazite, we can treat, we can treat other.
Mixed rare earth carbonates as well and so a tremendous asset base there. So we need to continue to derisk that asset and we want to ensure that we can grow it by adding phase two, which we’ll talk a bit about in a minute. In terms of financing, we need to sign customer offtake agreements.
We’re continuing to work with the US government looking for opportunities for possible future support. As a lot of you I’m sure have read the Australian government, the US government are very keen to support non Chinese sources of critical minerals and so we’re Mark and I are spending a fair bit of time in Washington.
Talking to our politicians and our different departments here and we’ll continue to do that. But but I have to say everybody that’s in the critical mineral space is also in Washington with their handouts. So we’re not the only ones, but I do believe that we can differentiate by the fact that.
We have hard assets. We have projects that you can go and walk and feel and touch. We have the White Mesa mill that today can process rare earths as well as uranium. And then finally we need to, we need to set up and establish processes and systems that allow us to grow, that allow us to work across multiple times.
Zones and multiple geographies and we’re working hard to do that. So next page, when we talk about sort of our strategic priorities, one of the things we had to do was we had to consider what are the key considerations that we need to think about when we’re setting priorities.
For what we want to achieve. And so, we had to determine and prioritize the most important actions that we needed to take. We know there’s extensive work ahead. We know that we’ve got aggressive growth plans, but how do we turn that into actual achievable priorities?
And we’ll talk about that in a minute. The other thing we considered was we had to regularly evaluate ongoing projects and we had to be prepared to pivot. So for example, if Vara Madda, for example, if Vara Madda takes a lot longer or takes more time than we think, what else do we have? What else?
We do to produce and supply more monazite to the White Mesa mill. And so we’re looking at that and we have Henry Andre and the rest of the team in and Stephen in Perth looking at other sources of feed or progressing on the development of the Donald project and so we’re.
You know, we’re making sure that we’re not just reliant on one asset, but we’re going to, we’re going to explore lots of other opportunities there. We want to or we have to focus on practical steps to achieve this vision. So execution is critical and we’re going to take one step at a time to achieve that execution.
And then finally and we don’t probably talk about this enough, but financial discipline is going to be critical. We’re very, very fortunate right now that Energy Fuels has a very high market cap. We’ve got about a $5 billion U.S. market cap.
Were able to raise $700 million in October, so we have a very strong balance sheet today, but but that money can go quickly if we’re not careful. And so financial discipline has to be sort of front and center to everything we do.
So this takes us into the first of our of our four strategy or strategic priorities and the first one I’m going to ask Oscar to talk to which is really about being people centric and creating a people centric foundation to.
To fuel our growth. And so Oscar, if I can ask you to talk a little bit about that.
Oscar German 36:53
All right. Thank you, Ross. Kim, I’m going to share my screen really quick. Let me introduce myself because obviously I don’t think I’ve had the opportunity to meet everyone. My name is Oscar German. I’ve been with Energy Fuels.
Going on eight months, I bring to the table 30 years of experience working in in major publicly traded organizations such as BHP organizations like Coca-Cola. I’ve spent about 15 years in the oil and gas industry as well and.
So I’m excited to be here. I’m going to kind of pick up the pace and I’ll apologize, but I want to make sure we leave enough time for questions from the audience. But I just want to share with you really quick a couple of things that I think are important to share.
Ross, just from the standpoint that, you know, we’re running out of time here. But here’s what I want to share. What I want to share is that when I joined, I I quickly realized that.
Oscar German 38:25
The HR function was going from a very US centric, domestic, very transactional to a global environment, right? And in order to do so, I felt quickly that we needed to establish a people strategy where we could be a bit more proactive as opposed to reactive.
From that standpoint, that’s something I’ve been working on and apologies I will share later. We’ll create a link where you can go see a few slides that speak to the to the people strategy. What I want you to know is that there’s a clear strategy that talks about why we want to work at Energy Fuels.
We have an employee value proposition that speaks to why and I’ll read this out to you because earlier today we had a town hall at our corporate office and I was able to share and I think folks felt like they could identify with this and this is really what why I believe people come to work at Energy Fuels.
Why they want to stay there and that is because we attract creative, energetic and proactive self starters who bring ideas to life. Our teams are built on strong core values and our together we win culture where collaboration, excellence and passion Dr. results. We recognize and reward those who excel every day.
And we are committed to unlocking the full potential of our people. Please join us in building the best company and culture in the mining industry. That’s our employee value proposition. This is why you want to come work here. We have 5 strategic pillars that we’re focusing on that our people’s strategy is based on.
One is recruitment and retention, #2 is people development and talent management, #3 is total rewards, #4 is HR service excellence, and #5 is culture and engagement. So those are our five pillars. Underneath these pillars, there are clear initiatives that we’re working on for 2020.
Six, 2027 and 2028. So we’re creating a three-year people strategy and how we’re going to move along as we continue to grow. Based on that for 2026, I’ll just touch on a few key highlights that are key deliverables that we’ve committed to the Board of Directors that we will focus and.
Mark Chalmers 40:21
Thank.
Oscar German 40:40
Deliver. Number one, we’re going to recruit key management positions. We’re currently focused on the Chief Operating Officer. We’re down to a couple of candidates and so we hope that by the end of hopefully February, we could step back and make the right decision. The other thing is that we have to start to.
Integrate the business. We have a couple of acquisitions as as Ross alluded to with ASM and Base and so we have integration initiatives. We also have growth initiatives that we have to focus in doing so. We need to create solid foundations when it comes to our policies and procedures.
To support a global business, one of the key initiatives this year is going to obviously focus on evaluating our succession plans. What’s our talent look like? Who are the future leaders of this organization? So we will be kicking off an initiative to focus on succession plans.
In some of the key areas, another key initiative is also going to be total rewards. We’re looking to put a global remuneration framework that covers every area that we currently support. So that’s another key project, but I think one of the most important ones is.
going to be to help establish a cohesive and adapted culture. There’s a saying that says that culture will eat strategy for breakfast, and I strongly believe it. After 30 years, the great organizations I’ve worked for had a strong culture that said that, you know, we’re going to win together and we’re going to respect.
and live our mission, vision, values. So I’m going to leave it with that. Kim, I’ll share the slides with you so we can put it up and anyone can go in and take a look at the people’s strategy, some of the key pillars. Thank you, Ross.
Kim Casey 42:30
Wonderful. We’ll get that up as soon as possible.
Oscar German 42:34
All right. Thank you, Ross.
Ross Bhappu 42:34
Great. Thank you, Oscar. Appreciate that. But priority #2 is focus, focusing on successfully executing, excuse me, focus on executing the current and planned projects with excellence. We have quite a number of projects that as you can imagine that are going on.
Mark Chalmers 42:43
OK.
Ross Bhappu 42:53
One of the first ones that we’re hoping to work on and achieve this year is a modification expansion of our White Mesa Mill. We’re calling it phase one and phase Phase 1B and Phase 1C. Kim, I don’t believe that our slides are up.
Ross Bhappu 44:00
So if we just go to the next slide, Kim, focusing on on the successful execution and look, there’s there’s a number of areas. We’re focused on phase 1B and phase 1C at White Mesa. Those two phases are going to allow us to produce the heavy mineral, heavy rare earth minerals like dysprosium and terbium.
They’re also going to allow us to process MREC, mixed rare earth concentrates, mixed rare earth carbonates that are that are becoming more and more abundant and very important for for us to be able to process.
We’re focused on getting our Donald FID in place and being in a position to make that FID on on the Donald project and we’re hoping to do that in the next few months. We’re looking to advance Varamata and we’ll talk a bit more about that, but.
Advancing Faramata, really a lot of that stems on the social license that’s getting access to the site and we’re making, as I said, good progress there. Simon and Mike are doing a great job. We’ve added Virginie there that are just just great to have them on the ground.
We’re also focused on those radioisotopes, so the cancer treatment isotopes that we talked about earlier and then phase two, which is the second phase of big phase of the White Mesa mill, that’s a dedicated line on the mill that allows us to process.
And we’re we’re heavily focused on getting the permits to allow us to build that and we’re hoping to have those permits in place sometime in mid 2027, so mid next year. And then finally we’re focused on the Bahia project and advancing that project to a scoping study later this year.
This year and permitting our uranium project called Roca Honda in New Mexico this year. So next next priority is concluding our financing and offtake agreements to support the development, growth and profitability goals.
I mentioned this earlier that, you know, Mark and I are spending time in Washington. We’re talking to the US government, but we’re also in discussions with the Australian government. Mark and I had a call yesterday, I think it was yesterday. Mark, I’ve lost track of time with one of the ministers.
In Australia that you know they’re they’re they’re taking an equally keen approach and keen interest in what we’re doing in the critical minerals space. We’re looking to obtain off take agreements for our rare earth minerals and that’s a really interesting aspect. So the US government has talked about doing off takes, but.
But we’ve also found that you know the OEMs, the car manufacturers are desperate to find secure sources of rare earth minerals. And so it may be that we don’t need government support. We can just simply get it from entering into good off take agreements with the with the customers like.
Like the OEMs.
Financing for for Varamata and Donald, those are very much in progress and critical and we’re doing a tremendous amount of work and you’ve probably seen some of the some of the press releases about us selling uranium. There’s a tremendous interest in in in uranium right now. Mark mentioned that the price is over $90.00.
A pound, which is a good price that we are confident that it’s going to keep going up based on supply and demand fundamentals. Finally, the last strategic priority, priority 4 is really defining the future global operating model to support our growth. And I know there’s a lot of interest in what is our.
What is our operating model gonna look like? I can’t give you an exact answer right now, but we are working very hard on putting it together and we need an operating model that allows for operating across all these multiple time zones, multiple commodities.
Multiple stages of production across the value chain. And so we’re working hard to do that and hoping by the by the end of the first quarter we’ll have made really good progress in in setting that up. Keeping in mind we’ve got ASM being added to the mix.
And we may add other earth sources in the mix. So we need a model that is going to be dynamic and able to grow with us. So some of the goals for 2026, this is the 2nd to the last slide.
What we’re trying to do this year, what your goals are, what my goals are, what Mark’s goals are, our goals to be successful in 2026 are around environmental and safety. Number one, we want our people coming home safe every day. That cannot be overstated.
We also want to improve on our environmental metrics for last year. We did a pretty good job environmentally last year and we want to improve on that this year. Human resources, Oscar mentioned we’re looking to fill key roles and plan for execution. We want to establish succession plans.
You know, one of the things Oscar and I’ve been working on and and we just submitted a paper to Mark to look at is we don’t have good succession plans for a lot of key roles. And so we need to make sure that that if somebody wins the lottery that and they decide to leave that there’s going to be somebody standing behind them to move.
Into their place. And so we’re looking then next to establish this global compensation framework, which is really important. You know, when we look across the various pay structures, we have different structures in Australia versus Denver.
You know, versus our mines in in in Arizona versus Madagascar in Kenya. So we want to, we want a a global compensation framework. Operationally, we’ve established goals of two to two and a half million pounds of uranium from the mine and milling of 1.2 to 1.7 million pounds.
We want to finish the Kawali reclamation and that’s been fantastic. Andre today showed me some pictures of from last week. It’s incredible. I and I don’t know how many of you appreciate, but you know we’ve planted almost 260,000 trees on the tailings facility there. It’s just absolutely incredible.
Incredible. And then we want to, we want to establish plans for expanding our uranium mine production. We want to continue to be a major player in the uranium business. So some of the strategic objectives, I’ve talked about this, we want to advance White Mesa Mill. We want to have the ability.
To process heavies and MREC material and we need to advance the engineering and permitting for phase two. But Donald and Bahia projects are going to be very important. Donald in particular is a very important project because it’s going to be our first project off the rank and so we want to get to that FID. We want to start construction.
Just as quickly as possible. It’s fully permitted. We just need to make that FID once we have offtakes and financing advancing Varamata. We’ve talked about really a critical future growth for the company.
ASM, we’re going to conclude in June, touch wood, everything’s progressing well there. We need to get government approvals on that. And as I talked about, we’re going to continue to evaluate magnet opportunities. And then I just love our work in the radioisotopes. I mean, if we can do something to help.
You know, help cure or or solve the cancer problem. I think you know how wonderful would that be to be a part of that. And then finally the financial objectives. We want to be a top performing uranium rare earth and heavy mineral sands company and we’ve been in that position the last number of years. We are a top performing company.
2025, were a top performing company across our peer group and we want to maintain that. So what does that mean for you? You know, clarity about the future, our mission, vision and values are really here to explain where the company’s going and how your work fits into that long term.
Stability and growth. We want to provide job security and confidence. I know we’ve talked about it, but Vara Madda, if it continues to get delays, we want to have other projects for the Perth team to transition into and work on like Donald.
And there’s a whole host of projects in Australia that we can, we can continue to look at and potentially focus on. There’s other projects in other parts of the world that we could, we could continue to look at. There’s acquisition opportunities. So you know we really do, we really are very strong on job security and.
Confidence that we can continue that. And then finally the one team, one standard. We want to globalize the business. We’ve really worked hard to get rid of the base resources name and make it Energy Fuels because we want to be one team. We don’t want to be a mix of multiple teams and I think.
That’s been really critical. So look with that, I want to thank you all and you know we’d like to open this up to questions. I know we’ve run kind of long on our on our presentation, but happy to open it up to any questions and Kim, I’ll let you sort of manage that and I’ll look to.
The whole team, Andre, Steve, Oscar and Mark to answer these.
Kim Casey 53:39
And just a reminder that if you would like to pose a question up in the top along the screen, there is a box for Q&A and you can submit a question. You can do so anonymously if you are more comfortable that way or if you Do you feel more comfortable reaching out to your site leadership and asking questions through them? Obviously the teams are always interested in in questions and getting that information back to you, so.
At this point in time Ross, it does not seem to be that we have any questions submitted and as we are coming to the end of our time frame.
Waiting here to see if anybody asks a question, but also wanting to let you know that on this QR code, if you would like to grab that with your with your phone, or if somebody in the room wants to grab that with your phone, this is the location where you can actually.
See the deck that has been presented this evening or this morning depending on where you are sitting and that you can also go. We will be working on getting a full transcript and translating them into the different languages and getting those up.
Hopefully within the next 24 hours, so you’ll be able to go to this location. We will also work to get this in an e-mail with a direct link sent out to those who have e-mail access so that anybody can review the deck online and also read the transcription in a language that you are most comfortable in. And I guess with that it would appear that we have a full team.
Ross Bhappu 55:36
Well.
Stephen Hay 55:38
Sorry, sorry, can I perhaps just chip in there for a second? You can hear me okay?
Kim Casey 55:42
Sure, absolutely.
Stephen Hay 55:44
Yeah, Ross, so obviously there was a number of issues that we sent through the other day and some questions, and I think you’ve done well in addressing, you know, some of those in general terms, a lot of them around the org structure and things, but I guess just from me, just to get a bit of an idea with the…
you know, the org structure review and coming out with something, you know, consistent across the whole business. You know, is there a time frame that you’re working to on that? And when do you think we might start to see, you know, the implementation of a new structure?
Ross Bhappu 56:22
Yeah, Stephen, I think we are working very hard to get that in place. We’re targeting sort of end of March to have that org structure defined. We are recruiting for a Chief Operating Officer and we’ve identified a couple of candidates that are very strong, but.
The two candidates might have an impact on how we do the organizational structure and so were hoping to have that individual identified here in the next few weeks and we’ll continue to work on the organizational structure.
Hope to roll that out in Q2, so have it defined by the end of March and then roll it out in Q2. So that’s what we’re targeting.
Stephen Hay 57:05
Yeah.
Okay, that’s great. I mean, one of the other questions was more specific to the COO role and what that might encompass. So I guess from your comments just now, what you’re suggesting is that will be tweaked a little bit depending on who the final candidate is. And then that will lead into the structure.
Ross Bhappu 57:21
That’s right.
That’s right. Yeah, that’s right. And like I said, we’ve got a couple of candidates that are really strong and Mark and I are going to spend and the and the rest of Oscar and the rest of the team here in in North America are going to spend some time with the individuals and hopefully make a decision here in the next few weeks.
Mark Chalmers 57:39
Yeah. And Stephen, you know one of the things you know that this market’s moving really quickly right within the whole rare earth space. So you know as we do an acquisition like ASM you end up with metals and alloys it, the dynamics start to change too. You know it’s not it’s you know.
And you know, when you go back to a few slides back where we had, you know, uranium and rare earths and you know, heavy mineral sands and whatnot, it’s also difficult to find the skill sets that that really can cover a lot of those at the same time, right. So it’s.
You know those, those are all things that are different than when you would typically look at a normal, a normal company, which we don’t try to be normal, but you know, just a copper company or just a heavy mineral sands company or just a uranium company, you know, we kind of cover the whole gamut and so it does make it.
A little different than you would typically expect.
Ross Bhappu 58:42
Well, look, if anybody else has any questions, you can always feel free to reach out to any one of us, send us an e-mail, we’d be happy to respond and certainly want to thank everybody for participating. It’s, I know it’s multiple time zones. It’s coming up on 10:00 PM here in Denver for us in Denver.
Not quite sure what time it is elsewhere, but I think it’s around noon in in Perth or 1:00 in the afternoon in Perth. So yeah, thank you for participating and look forward to hopefully seeing you in person in the not too distant future, but certainly continuing these town halls and staying in touch with how we’re progressing.
Across our plans. So thank you everybody.
Kim Casey 59:27
Bye.
Ross Bhappu 59:27
All right. Bye-bye.
FRANÇAIS
Enregistrement de la réunion publique sur les carburants énergétiques en Afrique et en Australie – 20260219_04:01:16 UTC
18 février 2026, 4h01
59 min 34 s
Kim Casey
Bonjour à tous et bienvenue, et merci beaucoup de nous rejoindre ce soir. Je suis Kim Ronkin Casey , votre directrice des relations avec les investisseurs, et je voulais juste prendre un instant avant de passer la parole à Ross.
Kim Casey 0:35
Notre président, Ross Bhappu , quelques précisions pour vous aider à animer cette réunion publique. En haut de votre écran, vous devriez voir plusieurs options.
Si vous souhaitez activer la transcription en direct dans une autre langue, cliquez sur le bouton « Plus » suivi de trois petits points. Un menu déroulant apparaîtra avec les options « Langue » et « Voix »,
puis vous proposera l’option « Sous-titres en direct ». Une fois activée, les sous-titres apparaîtront en anglais en bas de l’écran. Dans l’encadré à droite , sous l’image, se trouve une icône représentant une roue dentée circulaire.
Cliquez dessus pour accéder aux paramètres de langue et activer la traduction. Vous pourrez alors sélectionner la langue pour les participants du
monde entier. Vous avez le choix entre le français et l’anglais. Nous travaillons à l’ajout de langues supplémentaires à la traduction simultanée pour les prochaines réunions publiques et nous mettrons à votre disposition la transcription de cette présentation sur une page web accessible. Vous apprendrez comment y accéder à la fin de la présentation. Nous allons traduire cette transcription en swahili et en malgache.
Il est important que chacun comprenne bien ceci : nous encourageons vivement les questions à la fin de la présentation. Vous trouverez également une option « Questions/Réponses » en haut de la page. En l’activant, vous ouvrirez une session de questions/réponses.
Kim Casey 2:46
Section à droite de votre écran où chacun peut poser une question. Nous ferons de notre mieux pour répondre au maximum de questions dans le temps imparti. Nous nous efforcerons également de répondre à celles auxquelles nous ne pourrons peut-être pas répondre, en les publiant éventuellement dans notre prochaine newsletter ou ultérieurement. De plus, si certaines questions nécessitent une réponse de la part des équipes concernées sur certains sites, nous vous inviterons à contacter votre responsable sur place, qui vous aidera à obtenir les réponses. Je laisse maintenant la parole à Ross qui va présenter les intervenants et vous faire part de ses idées. Merci encore de nous avoir rejoints aujourd’hui.
Ross Bhappu 3:38
Merci, Kim. Merci à tous d’être présents. C’est un plaisir de vous avoir parmi nous. C’est formidable de pouvoir organiser cette réunion publique. C’est vraiment incroyable. Nous menons cette opération en Australie, au Kenya, à Madagascar et ici , aux États-Unis. C’est une technologie vraiment extraordinaire.
J’espère qu’elle fonctionne et que vous pouvez me voir, car je ne peux pas vous voir. J’aimerais vous présenter notre directeur général, Mark Chalmers. Mark est en ligne avec moi. Je ne sais pas s’il apparaîtra à l’écran, ni comment cela fonctionne, mais il est là.
Mark Chalmers 4:11
Oui. Merci. Merci Ross. Et encore une fois , nous considérons cette excellente opportunité comme une occasion de fournir davantage d’informations sur l’entreprise et sur ses objectifs pour les prochaines années.
À vous la parole. Ross.
Ross Bhappu 4:33
Super. Merci. J’aimerais également vous présenter Oscar German. Oscar est notre vice-président principal des ressources humaines mondiales, basé à Denver, et il va intervenir. Nous avons aussi Andre Grayling, que la plupart d’entre vous connaissent probablement. Nous avons également Stephen Hay et Themo Giorgio, tous du bureau de Perth, qui ont participé à cet exercice de planification stratégique. Avant de commencer, Kim, si tu peux afficher la diapositive de titre, je voudrais te dire que
je ne te connais pas vraiment. J’espère vraiment que nous aurons l’occasion de visiter ces endroits. Je serai à Perth prochainement , et j’irai aussi à Madagascar et au Kenya pour le projet Kuali. J’en ai entendu beaucoup de bien, mais je n’y suis jamais allée. Mark y est allé, mais pas moi. J’ai
vraiment hâte d’ y être. Avant d’aborder le plan stratégique , j’aimerais te donner quelques informations sur moi, car je pense que c’est lié à la façon dont nous avons procédé. J’ai fait des études d’ingénieur métallurgiste à l’université, et c’est intéressant, Mark.
J’ai étudié à l’Université d’Arizona à Tucson, où j’ai occupé différents postes techniques. J’ai finalement décidé de reprendre mes études et d’obtenir un diplôme en finance ou en commerce. J’ai
donc fait un master en économie minière. Après cela, j’ai travaillé pour une entreprise minière de cuivre, Cypress Minerals Company, où j’ai participé à la construction d’une nouvelle fonderie de cuivre en Arizona. J’ai dirigé cette fonderie pendant trois ans en tant que surintendant et j’ai acquis une expérience formidable. À 30 ans, je gérais une équipe d’environ 300 personnes : 150 à la maintenance et 150 à l’exploitation. Ce fut une véritable révélation qui a fait naître en moi une véritable passion pour ce secteur. Mais c’était vraiment le point de départ de ma carrière. J’ai commencé à comprendre qu’il faut une stratégie, une direction et une culture d’ entreprise pour réussir. De là, je suis allé chez Newmont, où j’ai passé six ans en tant que directeur du développement commercial. Je m’occupais des acquisitions et j’apprenais à intégrer les entreprises acquises à Newmont, ce qui est essentiel.
Pour réussir par la suite, j’ai dirigé une petite entreprise pendant trois ans, puis, il y a 25 ans, j’ai rejoint Resource Capital Funds, un fonds de capital-investissement où nous avons levé environ 4,5 milliards de dollars. Nous avons investi cette somme dans 30 matières premières différentes et dans 50 pays, au sein d’environ 200 entreprises. Cette expérience m’a permis d’apprendre énormément sur la croissance et le succès des entreprises. Il était essentiel que la direction, le personnel et tous les acteurs impliqués comprennent la mission et la
vision de l’entreprise, ainsi que ses valeurs, afin d’aligner les parties prenantes internes et externes. C’est ce que nous avons fait, et j’ai rejoint Energy Fuels il y a environ six ou sept mois.
Et je pense que l’une des raisons pour lesquelles le conseil d’administration m’a choisi pour travailler avec Mark était précisément de contribuer à l’élaboration de ce plan stratégique et de développer un sens de la mission, de la vision et des valeurs afin de tirer parti des atouts exceptionnels que l’entreprise a accumulés et de mettre en place un plan cohérent et réalisable. Je pense donc que la clé pour nous maintenant, c’est que nous disposons de cette base d’actifs incroyable et de ces employés exceptionnels. Il nous faut maintenant déterminer comment tout cela va se concrétiser.
Passons à la diapositive suivante. Merci. En décembre, nous avons organisé un atelier ici même, dans la région de Denver, au Colorado. Seize membres de notre équipe de direction de Perth y ont participé, dont André et Themo. Malheureusement, Stephen n’a pas pu se joindre à nous, mais nous avons eu une excellente occasion pour nous seize de travailler sur la vision stratégique de l’entreprise. Et je crois que ce qui m’a vraiment fasciné, c’est que nous sommes tous parvenus à un accord unanime sur ce que nous voulions accomplir.
Nous avons travaillé dessus pendant trois jours et, d’ailleurs, Deloitte Consulting est intervenu et a facilité l’événement pour nous. Ce fut une formidable opportunité. Nous avons donc défini notre stratégie, nos objectifs et notre définition du succès.
Quelles seront les priorités pour y parvenir ? Nous avons ensuite travaillé sur le modèle opérationnel et la culture d’entreprise (bien que ce ne soit pas encore finalisé), et nous nous sommes finalement mis d’accord sur les valeurs de l’entreprise. La première étape a donc été de définir notre énoncé de mission.
Kim, diapositive suivante, s’il vous plaît. Cet énoncé de mission nous permet de comprendre qui nous voulons être, quel est notre but, pourquoi nous existons. Vous pouvez le consulter ici : nous produisons de manière responsable les minéraux critiques qui rendent possibles les énergies propres et les technologies de pointe.
En d’autres termes, nous voulons participer à la production de minéraux critiques essentiels. Nous voulons nous concentrer sur les minéraux importants pour les secteurs des énergies propres et des technologies de pointe. Un domaine critique est celui de la sécurité nationale, un point absolument essentiel . C’est crucial dans le monde occidental, compte tenu des technologies et des minéraux que nous produisons et sur lesquels nous concentrons nos efforts.
La Chine domine largement ce secteur. Aux États-Unis comme en Australie, les gouvernements sont légitimement préoccupés par la sécurité nationale liée à notre dépendance à la Chine pour ces minéraux critiques. Nous souhaitons donc contribuer à la résolution de ce problème, et ce, de manière
responsable envers nos employés, les communautés où nous sommes implantés et nos actionnaires. La diapositive suivante présente notre vision :
où voulons-nous être dans 10 ans ? Dans 5 ans ? Où nous voyons-nous ? Lors de cet atelier, nous avons tous rempli des petits post-it jaunes et les avons affichés au mur de notre salle de travail en indiquant : « Dans 10 ans… »
Ross Bhappu 12:04
Il y a un article du Wall Street Journal ou du Financial Times sur les carburants énergétiques. Quel sera le titre ? Alors on a tous fait le tour de la pièce et on a collé des post-it au mur et on est arrivés à… Il nous a fallu explorer les idées reçues et la
vision d’Energy Fuels pour les cinq à dix prochaines années. L’élément clé de notre vision, que vous pouvez consulter ici, est notre ambition d’être le premier producteur mondial de minéraux critiques. Nous voulons garantir la résilience des chaînes d’approvisionnement et créer une valeur durable pour nos clients, nos collaborateurs, nos investisseurs et nos communautés. Ce texte recèle deux messages essentiels. Le premier est notre dimension mondiale, et rien ne saurait mieux l’illustrer : nous sommes tous réunis sur cet appel depuis quatre continents différents. C’est impressionnant, quand on y pense, de voir ce que nous sommes capables de faire. Nous souhaitons nous concentrer sur les minéraux critiques.
Nous y reviendrons, mais sachez que presque tous les minéraux que nous utilisons sont considérés comme critiques aux États-Unis et en Australie. Nous voulons être une source d’ approvisionnement fiable pour nos clients et nous voulons être durables. Nous voulons être durables pour nos clients, nos employés, nos investisseurs
et les communautés au sein desquelles nous opérons. Voilà pour notre vision. À partir de cette vision, nous avons abordé, dans la diapositive suivante, nos valeurs et la manière de les atteindre : comment nous voulons être traités, comment nous voulons être traités et comment nous traitons les autres. Nous avons ainsi défini cinq valeurs communes, et il était intéressant de constater que presque tout le monde était d’accord sur des valeurs très proches de celles-ci. Nous avions peut-être
quelques autres exemples, comme la passion et la discipline. Mais à quelques exceptions près, la quasi-totalité des 16 personnes ont convenu que l’intégrité était essentielle. Nous voulons agir avec honnêteté et transparence. Le respect est primordial. Nous voulons nous respecter les uns les autres, l’environnement et la communauté, ainsi que les cultures au sein desquelles nous opérons. Le travail d’équipe était également crucial. Et encore une fois, quand on considère que nous formons une seule et même équipe, opérant sur plusieurs fuseaux horaires, dans plusieurs régions et sur plusieurs continents, c’est un véritable travail d’équipe. L’excellence opérationnelle est notre priorité : nous visons l’excellence, nous voulons respecter les normes les plus élevées dans tous nos domaines d’activité, tout en faisant preuve de rigueur financière. Enfin, la sécurité et la responsabilité environnementale sont primordiales. Lorsque Mark et moi parlons de sécurité, rien n’est plus important que de voir nos employés rentrer sains et saufs chez eux chaque soir. La sécurité est donc un point de départ essentiel pour nous.
Tout commence par la sécurité. Pour résumer, quels sont les éléments qui nous permettent d’être présents sur le marché ? Kim, la diapositive suivante présente nos domaines d’activité. Comme vous le savez sans doute, Energy Fuels a débuté comme entreprise spécialisée dans l’uranium. Dans un instant, Mark abordera l’histoire de l’uranium, d’Energy Fuels et de notre entrée dans ce secteur. Mais lorsque nous nous sommes mis d’accord sur notre stratégie, tout a commencé avec l’uranium. C’est le fondement même de notre activité. C’est notre matière première principale. Au sein de l’uranium, nous avons découvert un potentiel incroyable dans le domaine médical, notamment grâce aux isotopes médicaux, également appelés thérapies alpha ciblées. Nous réalisons un travail remarquable dans ce domaine. Ces thérapies sont utilisées pour traiter certains types de cancer, et l’efficacité de ces médicaments est incroyable si nous parvenons à les produire efficacement. À partir de l’uranium, nous nous sommes ensuite orientés vers les terres rares, un secteur que nous souhaitons développer considérablement. Nous avons prouvé notre capacité à produire des terres rares à l’échelle industrielle. Nos produits ont été validés par
différents utilisateurs finaux. Le groupe coréen Posco, en particulier, a utilisé notre produit, et certains de nos composants entrent aujourd’hui dans la composition de véhicules, ce qui est très encourageant .
À partir de là, nous nous sommes orientés vers les métaux et les alliages, et je pense que vous avez tous entendu parler de notre acquisition d’ASM, qui nous propulse rapidement dans ce secteur. Nous sommes très enthousiastes. La transaction avec ASM devrait être finalisée en juin, si tout va bien. Cela nous permettra de passer à la vitesse supérieure. Enfin, nous suivons de près le secteur des aimants. Grâce à l’acquisition d’ASM, nous allons passer des mines aux métaux et alliages. La prochaine étape, si nous décidons de nous lancer dans ce domaine, serait d’investir dans les aimants. Nous étudions donc les opportunités qui s’offrent à nous. Enfin, concernant les sables minéraux, la source de terres rares sur laquelle nous nous sommes mis d’accord et sur laquelle nous concentrons nos efforts est la monazite. La monazite est un sous-produit des sables minéraux lourds, et nous souhaitons maintenir et développer cette production, principalement dans le but d’accroître notre production de terres rares en tant que sous-produit. Mais les sables minéraux constituent également une ressource précieuse pour tous nos clients .
Un bureau à Perth peut désormais s’avérer extrêmement rentable en tant que produit autonome. Je tiens également à préciser que cette suite de produits nous permet de…
Marc Chalmers 18:11
Oui.
Ross Bhappu 18:20
Vous savez, il faut diversifier ses sources de revenus et nous pensons que c’est également d’une importance capitale.
Mark Chalmers 18:27
Oui. Et je voudrais juste ajouter, Ross, que pour ceux qui nous écoutent, ce sujet couvre un large éventail de secteurs, de l’uranium aux sables minéraux. Je ne connais aucune entreprise qui pratique une diversification aussi importante , ce qui présente des avantages et des inconvénients. Cela complexifie l’organisation, mais je
tiens également à souligner que cette diversification, que l’on observe chez les entreprises spécialisées dans une seule matière première, peut s’avérer très volatile si l’on dépend du prix d’un seul élément comme l’uranium. Lors de cet atelier, nous avons demandé aux participants quel pourcentage
de l’activité nous devrions investir. Il était remarquable de constater que chacun avait son propre avis sur la répartition idéale entre l’uranium, les terres rares et les sables minéraux. Mais le plus étonnant, c’est que le secteur des terres rares…
Le secteur qui présente le plus grand potentiel de croissance à long terme et qui est le plus créateur de valeur, c’est bien l’uranium et les sables minéralisés. Ils y contribuent en permettant à la fois la récupération de l’uranium et le traitement de sa radioactivité, mais aussi en fournissant la monazite grâce aux sables minéralisés. Du point de vue du marché, le véritable créateur de valeur est donc l’inverse.
Ross Bhappu 19:54
Pour la diapositive suivante, j’aimerais demander à Mark de nous parler brièvement de l’histoire de l’entreprise. Il est essentiel, je pense, que vous compreniez comment nous en sommes arrivés là. Mark a joué un rôle primordial. D’ailleurs, il ne vous le dira probablement pas, mais il travaille dans l’industrie de l’uranium depuis près de 50 ans, notamment en construisant
notre rabot à pignons pour mines, situé en Arizona. Mark, je vous laisse la parole.
Mark Chalmers 20:26
Oui, merci. Merci, Ross. Vous savez, je pense qu’il est toujours utile que les gens comprennent un peu d’où vient Energy Fuels. Comme l’a dit Ross, cette année, j’ai Je travaille dans le secteur de l’uranium depuis 50 ans. Je suis ingénieur des mines. J’ai commencé comme mineur. Je n’imaginais pas que j’y serais encore.
Ross Bhappu 20:33
Mhm .
Mark Chalmers 20:46.
Cinquante ans plus tard, Energy Fuels a débuté comme entreprise privée dans les années 70 et a été le plus grand producteur d’uranium tout au long des années 80. C’était véritablement le fleuron du secteur aux États-Unis dans les années 80.
Mais à peu près au moment où Energy Fuels construisait l’ usine de White Mesa, il y a eu l’accident de Three Mile Island. Cet incident nucléaire aux États-Unis n’a fait aucune victime, mais il a changé la donne et Energy Fuels, la première entreprise privée du secteur, a fait faillite
au début des années 90 en raison de la chute importante du prix de l’uranium. L’ un des principaux événements qui ont marqué l’industrie de l’uranium au fil du temps, et qui la distingue des autres matières premières, c’est l’apparition de ces cygnes noirs. Il y a eu Three Mile Island dans les années 70 et Tchernobyl
dans les années 80. Et puis il y a eu Fukushima, il y a environ 1314 ans, en 2011. Cet événement a vraiment semé d’embûches et a engendré de nombreux hauts et bas dans l’industrie de l’uranium. Quant aux énergies fossiles privées, elles ont connu un grand succès à leurs débuts, dans les années 80, avant l’accident de Three Mile Island, suivi d’une période de stagnation. On a même parlé d’une période de coma, durant laquelle l’intérêt pour l’énergie nucléaire en général a fortement diminué . Je n’ai jamais vu l’industrie nucléaire aussi dynamique à l’échelle mondiale, car
on se concentre sur la production d’énergie de base, les faibles émissions de carbone, mais aussi sur les centres de données et l’intelligence artificielle, qui représentent une croissance massive pour répondre aux besoins mondiaux en électricité. Ainsi, si l’on se projette un peu plus loin, les atouts des énergies fossiles…
Mark Chalmers 22:43
a continué à survivre pendant plusieurs années, mais en 2005, le prix de l’uranium a recommencé à augmenter. Une société cotée en bourse, Energy Fuels (sans aucun lien avec Energy Fuels, si ce n’est le nom), a été créée en 2005 par deux anciens employés d’Energy Fuels, George Glaser et Steve Antony. Entre 2005 et 2012, le renouveau du nucléaire a commencé à prendre de l’ampleur. Tout semblait aller pour le mieux . Le prix de l’uranium était en hausse, puis, en
2011 , Fukushima a fait chuter le prix de l’uranium d’environ 80 %, et toutes les mines ont de nouveau cessé leurs activités ou ont été mises en veilleuse. On a donc de nouveau connu ce parcours semé d’embûches,
dans un secteur particulièrement vulnérable à la peur du nucléaire. Après Fukushima, le secteur a donc marqué le pas . L’effectif a chuté à une centaine de personnes et, durant ces années difficiles, nous ne savions pas si nous allions pouvoir maintenir l’activité d’une année sur l’autre,
compte tenu de la conjoncture. Alors , nous avons commencé à observer
une hausse du prix de l’uranium. Durant ces années difficiles, nous avons entrepris de nombreuses actions. Nous disposons de sources d’alimentation alternatives, mais nous étions en mode survie. Nous avons néanmoins conservé nos licences, nos infrastructures et une grande partie de notre savoir-faire. Comme vous pouvez le voir sur la
diapositive suivante, en 2020, avec l’arrivée de la COVID- 19 , nous avons développé l’idée d’une activité liée aux terres rares. La plupart de nos employés travaillaient d’ailleurs à domicile. Nous avons
donc commencé le traitement et les tests de la monazite, et nous avons réalisé des progrès extrêmement rapides . Je crois même que nous avons fait plus de progrès que quiconque dans ce domaine. Toujours en 2020, nous avons relancé notre production d’uranium, car son prix était à la hausse.
Comme beaucoup d’entre vous le savent, nous avons traversé une période où nous avons commencé à acquérir des projets de sables minéralisés lourds à travers le monde, en commençant par Bahia et la coentreprise Donald, puis l’acquisition de Base. Et ce qui est vraiment remarquable , c’est que,
malgré toutes ces acquisitions, nous avons surperformé nos concurrents ces quatre ou cinq dernières années dans les secteurs de l’uranium, des terres rares et des sables minéralisés lourds. Il est intéressant de noter que parfois , le prix de l’uranium peut augmenter tandis que celui des terres rares ou des sables minéralisés lourds peut diminuer, comme c’est le cas actuellement. Le secteur des sables minéralisés lourds a connu
des difficultés ces deux dernières années, alors que les prix de l’uranium et des terres rares étaient en hausse. Ainsi, notre stratégie de diversification porte ses fruits, comme nous le constatons aujourd’hui. Le prix de l’uranium est actuellement d’environ 90 $ la livre, tandis que celui du NDPR dépasse les 100
$. Le DY, à 10 $ la livre, se situe à près de 1 000 $ le kilogramme en dehors de la Chine, et le TB à environ 3 700 $ le kilogramme, soit trois à quatre fois le prix chinois. Cette forte demande s’explique par la recherche de sources d’approvisionnement en terres rares autres que la Chine. C’est un élément clé de notre histoire. Nous avons étendu nos effectifs à l’international. Jusqu’à récemment, nous étions une entreprise mondiale centrée sur les États-Unis.
Désormais, nous tirons pleinement parti de nos permis, de nos infrastructures et de notre expertise, notamment grâce à l’usine de White Mesa et à ses capacités. Le fait de ne pas dépendre d’un seul marché de matières premières, après 50 ans d’activité, est un atout.
Les avantages concurrentiels liés à la spécialisation dans la monazite et à la réalisation d’une grande partie du traitement aux États-Unis suscitent un vif intérêt, non seulement auprès du gouvernement américain et d’autres gouvernements, mais aussi auprès des acheteurs . Nous entrevoyons un avenir prometteur dans ce domaine.
Cela nous permet de développer de multiples marchés et opportunités à forte croissance, ce qui est remarqué dans le monde entier par les clients et les investisseurs . Nous recevons des demandes du monde entier,
depuis l’amont, avec d’autres sources potentielles d’approvisionnement, comme d’autres gisements ou mines, jusqu’aux métaux et alliages. Nous commençons même à observer un intérêt pour le secteur des aimants, car la plupart des entreprises n’ont pas une intégration complète. Energy Fuels maîtrise plus que toute autre entreprise que je connaisse toutes les étapes nécessaires à l’intégration. Dans le secteur des métaux et alliages, nous passons directement des mines aux alliages, alors que la plupart des entreprises n’en maîtrisent
qu’une seule. Elles peuvent avoir une mine, mais pas d’usine de traitement. Elles peuvent avoir une usine de traitement, mais pas de mine . Elles peuvent avoir des métaux et alliages , mais pas de matières premières en amont, ni même, chez les fabricants d’aimants, pas de matières premières en amont de l’étape de fabrication des aimants. Notre approche est donc globale.
L’intégration progresse rapidement, mais avec méthode, et se développe au moment opportun, là où c’est pertinent, en fonction des opportunités qui se présentent. Je te redonne la parole , Ross.
Ross Bhappu 28:52
Merci, Mark. C’est formidable d’entendre l’histoire de l’entreprise et de la replacer dans son contexte actuel. Lors de notre atelier de planification stratégique, nous avons examiné nos atouts
et nous nous sommes demandé comment les exploiter au mieux pour réussir. Vous n’êtes certainement pas sans savoir que l’industrie minière est en pleine effervescence. De nombreuses entreprises aspirent à exploiter des terres rares, de l’uranium ou encore des sables minéraux lourds. Comment nous différencier et nous imposer sur ces marchés ? Actuellement, et je ne sais pas si vous le savez, nous sommes le plus grand producteur d’uranium des États-Unis, et celui qui offre les coûts les plus bas. Nous souhaitons donc accroître notre
production et construire rapidement de nouvelles mines. C’est, vous savez, essentiel. Et puis, il nous faut aussi cette acceptation sociale pour opérer. Nous voulons une stratégie de développement durable gagnante, et l’un des aspects que je trouve vraiment fantastique ,
c’est que sur notre site de White Mesa, par exemple, environ la moitié de nos effectifs sont des Amérindiens de la réserve Navajo. C’est un chiffre incroyable qui témoigne de l’acceptation sociale que nous avons instaurée avec nos populations autochtones ici aux États-Unis, et nous devons poursuivre sur cette voie dans le secteur des métaux rares. Nous visons à être l’opérateur le plus compétitif au monde, y compris en Chine.
Nous pensons qu’avec le projet Vara Madda en production et nos opérations à bas coûts à White Mesa, nous pouvons être compétitifs avec la Chine, ce qui est extrêmement important pour notre volonté et notre ambition de réussir dans ce domaine.
Nous serons un important transformateur de monazite en dehors de la Chine. Nous voulons être l’ entreprise de référence pour le traitement de la monazite si une entreprise en produit. Nous devons continuer à développer notre base de ressources dans le secteur des métaux rares et très rares. Concernant White Mesa,
nous disposons de trois sources d’approvisionnement : Donald, Bahia et Amada. Notre priorité est de garantir la continuité de cet approvisionnement. Il est donc essentiel de poursuivre nos efforts pour diversifier nos ressources, notamment nos sources de monazite.
La signature de l’accord d’investissement de Vara Madda est cruciale. Le processus a progressé lentement, mais nous sommes confiants quant aux avancées. Mike Vanicoy et plusieurs membres de notre bureau de Perth sont sur place, ce qui est excellent.
Nous avons eu une bonne nouvelle : l’ accès à la partie nord de Vara Madda a été obtenu. Un grand merci à Simon pour son aide précieuse, son soutien dans le développement des projets et des relations.
Concernant le recrutement et la fidélisation des talents, Oscar nous expliquera nos stratégies en la matière. Nous, vous savez , c’est Une équipe incroyable ! Vous êtes tous parmi les meilleurs dans ce secteur et il est essentiel de conserver les meilleurs talents, ce à quoi nous travaillons activement.
Nous devons maintenir cette culture d’équipe performante , et Oscar nous en reparlera dans un instant. Concernant nos actifs, l’ usine de White Mesa, dans l’Utah, est un véritable joyau de notre portefeuille.
C’est grâce à elle que tout le reste est possible. C’est là que nous produisons notre uranium. Comme l’a dit Mark, nous avons transformé cette capacité de traitement de l’uranium en une capacité de traitement de la monazite pour produire des terres rares, et pas seulement de la monazite : nous pouvons également traiter d’autres carbonates de terres rares mixtes. Il s’agit
donc d’une base d’actifs formidable. Nous devons continuer à sécuriser cet actif et nous assurer de pouvoir le développer en ajoutant la phase deux, dont nous parlerons plus en détail dans un instant. En termes de financement, nous devons signer des accords d’achat avec nos clients.
Nous continuons de collaborer avec le gouvernement américain afin d’identifier d’éventuelles opportunités de soutien futur. Comme beaucoup d’entre vous le savent sans doute, les gouvernements australien et américain sont très désireux de soutenir les sources non chinoises de minéraux critiques. C’est pourquoi Mark et moi passons beaucoup de temps à Washington pour
discuter avec nos responsables politiques et les représentants de nos différents ministères, et nous poursuivrons nos efforts dans ce sens. Cependant , il faut savoir que tous les acteurs du secteur des minéraux critiques sont également présents à Washington pour solliciter des aides. Nous ne sommes donc pas les seuls, mais je crois que nous pouvons nous démarquer grâce à nos
actifs tangibles. Nous avons des projets concrets que l’on peut visiter et voir de près. Nous disposons notamment de l’usine de White Mesa, capable aujourd’hui de traiter aussi bien les terres rares que l’uranium. Enfin, nous devons mettre en place des processus et des systèmes qui nous permettent de nous développer et d’opérer dans plusieurs zones géographiques et sur plusieurs marchés, et nous y travaillons activement. Donc, à la page suivante, lorsque nous abordons nos priorités stratégiques, nous devons notamment identifier les éléments clés à prendre en compte pour définir nos priorités et atteindre nos objectifs. Il nous faut donc déterminer et hiérarchiser les actions les plus importantes à entreprendre. Nous savons que le travail à accomplir est considérable. Nous avons des plans de croissance ambitieux, mais comment les traduire en priorités concrètes et réalisables ?
Nous y reviendrons. Autre point important : nous devons évaluer régulièrement les projets en cours et être prêts à nous adapter. Par exemple, si le projet Vara Madda prend plus de temps que prévu, quelles sont nos autres options
pour produire et fournir davantage de monazite à l’usine de White Mesa ? Nous étudions cette possibilité, et Henry Andre et son équipe, ainsi que Stephen à Perth, recherchent d’autres sources d’alimentation animale et poursuivent le développement du projet Donald.
Vous savez, nous veillons à ne pas dépendre d’un seul actif, mais nous allons explorer de nombreuses autres opportunités. Nous devons nous concentrer sur des mesures concrètes pour concrétiser cette vision. L’exécution est donc cruciale et nous allons procéder étape par étape pour y parvenir.
Enfin, et nous n’en parlons peut-être pas assez, la rigueur financière sera essentielle. Nous avons la chance qu’Energy Fuels bénéficie actuellement d’une capitalisation boursière très élevée, d’environ 5 milliards de dollars américains. Nous avons
levé 700 millions de dollars en octobre, ce qui nous assure aujourd’hui un bilan très solide. Cependant, cet argent peut s’épuiser rapidement si nous ne sommes pas vigilants. La rigueur financière doit donc être au cœur de toutes nos actions.
Ceci nous amène à la première de nos quatre priorités stratégiques, et la première sur laquelle je vais demander à Oscar de s’exprimer : placer l’humain au centre de nos préoccupations et créer une base solide
pour alimenter notre croissance. Alors Oscar, si je peux me permettre , pourriez-vous nous en parler un peu ?
Oscar German 36:53
Très bien. Merci, Ross. Kim, je vais rapidement partager mon écran . Permettez-moi de me présenter, car je n’ai visiblement pas eu l’occasion de rencontrer tout le monde. Je m’appelle Oscar German. Je travaille chez Energy Fuels
depuis bientôt huit mois et j’apporte à l’entreprise 30 ans d’expérience au sein de grandes entreprises cotées en bourse comme BHP et Coca-Cola. J’ai également passé environ 15 ans dans l’industrie pétrolière et gazière.
Je suis donc ravi d’être ici. Je vais accélérer un peu le rythme et je m’en excuse, mais je veux m’assurer que nous laissons suffisamment de temps pour les questions du public. Je voulais simplement partager rapidement avec vous deux ou trois points importants.
Ross, vu que, vous savez, le temps nous est compté. Mais voilà ce que je voulais partager. Ce que je voulais partager, c’est que lorsque j’ai rejoint l’équipe , Je m’en suis vite rendu compte.
Oscar German 38:25
La fonction RH passait d’un modèle très centré sur les États-Unis, national et transactionnel à un environnement global, n’est-ce pas ? Pour ce faire, j’ai rapidement compris qu’il nous fallait établir une stratégie RH plus proactive que réactive.
C’est un sujet sur lequel je travaille et je vous en parlerai plus en détail ultérieurement. Nous créerons un lien vers une présentation qui détaillera cette stratégie. Ce que je veux que vous sachiez, c’est qu’il existe une stratégie claire expliquant pourquoi nous voulons travailler chez Energy Fuels.
Nous avons une proposition de valeur pour les employés qui explique ces raisons, et je vais vous la lire car nous avons tenu une réunion générale plus tôt dans la journée à notre siège social. J’ai pu la présenter et je pense que les participants s’y sont reconnus. C’est vraiment pour cela que je crois que les gens viennent travailler chez Energy Fuels et qu’ils veulent y rester : parce que nous attirons
des personnes créatives, dynamiques et proactives, capables de concrétiser leurs idées. Nos équipes s’appuient sur des valeurs fondamentales fortes et sur notre culture du « toujours ensemble, on gagne », où collaboration, excellence et passion mènent à la réussite. Nous reconnaissons et récompensons l’excellence au quotidien.
Et nous nous engageons à libérer tout le potentiel de nos collaborateurs. Rejoignez-nous pour bâtir la meilleure entreprise et la meilleure culture du secteur minier. C’est notre proposition de valeur pour les employés. Voilà pourquoi vous voudrez travailler chez nous. Notre stratégie RH repose sur cinq piliers stratégiques :
le recrutement et la fidélisation, le développement des talents et la gestion des compétences, la rémunération globale , l’excellence des services RH et la culture et l’engagement. Ces cinq piliers sous-tendent des initiatives claires pour 2020
, 2027 et 2028. Nous élaborons ainsi une stratégie RH triennale qui définira notre stratégie de développement et d’accompagnement de notre croissance. Sur cette base, pour 2026, je me contenterai d’aborder quelques points clés, c’est-à-dire les principaux livrables que nous avons promis au conseil d’administration et sur lesquels nous allons nous concentrer.
Marc Chalmers 40:21
Merci.
Oscar German 40:40 :
Objectif : recruter. Premièrement, nous allons recruter pour les postes clés de direction. Nous nous concentrons actuellement sur le poste de directeur des opérations. Il ne nous reste que quelques candidats et nous espérons pouvoir prendre la bonne décision d’ici la fin février. Deuxièmement, nous devons commencer à intégrer l’entreprise.
Comme Ross l’a mentionné, nous avons réalisé plusieurs acquisitions avec ASM et Base, et nous avons donc des initiatives d’intégration. Nous avons également des initiatives de croissance sur lesquelles nous devons nous concentrer . Nous devons établir des bases solides en ce qui concerne nos politiques et procédures.
Pour soutenir une activité mondiale, l’une des initiatives clés de cette année sera évidemment d’évaluer nos plans de succession. Quel est notre profil de talents ? Qui sont les futurs dirigeants de cette organisation ? Nous allons donc lancer une initiative axée sur les plans de succession.
Dans certains domaines clés, une autre initiative importante concernera la rémunération globale. Nous cherchons à mettre en place un cadre de rémunération global qui couvre tous les domaines que nous soutenons actuellement. Voilà donc un autre projet clé, mais je pense que l’un des plus importants sera
de contribuer à instaurer une culture cohérente et adaptée. On dit souvent que la culture prime sur la stratégie, et j’y crois fermement. Après 30 ans, les grandes organisations pour lesquelles j’ai travaillé avaient une culture forte qui affirmait : « Nous allons gagner ensemble et nous allons respecter et vivre notre mission, notre vision et nos valeurs. » Je vais m’arrêter là. Kim, je vais partager les diapositives avec toi pour que nous puissions les afficher et que chacun puisse consulter la stratégie RH et certains de ses piliers fondamentaux. Merci, Ross.
Kim Casey 42:30
Formidable. Nous le mettrons en ligne dès que possible.
Oscar German 42:34
Très bien. Merci, Ross.
Ross Bhappu 42:34
Super. Merci, Oscar. C’est très gentil . Mais la priorité numéro 2, c’est la concentration : se concentrer sur la bonne exécution, pardon, se concentrer sur l’exécution avec excellence des projets en cours et à venir. Comme vous pouvez l’imaginer, nous avons un certain nombre de projets en cours.
Mark Chalmers 42:43
OK.
Ross Bhappu 42:53
Un des premiers projets que nous espérons mener à bien cette année est l’agrandissement et la modification de notre usine de White Mesa. Nous l’appelons phase 1, puis phase 1B et phase 1C. Kim, je ne crois pas que nos diapositives soient installées.
Ross Bhappu 44:00
Donc, si nous passons à la diapositive suivante, Kim, en nous concentrant sur sur l’exécution réussie et regardez, il y a il y a Nous travaillons sur plusieurs projets. Nos efforts se concentrent actuellement sur les phases 1B et 1C à White Mesa. Ces deux phases nous permettront de produire des minéraux lourds, notamment des terres rares lourdes comme le dysprosium et le terbium.
Elles nous permettront également de traiter des concentrés de terres rares mixtes (MREC), des carbonates de terres rares mixtes, qui deviennent de plus en plus abondants et qu’il est essentiel pour nous de pouvoir traiter.
Nous nous efforçons d’obtenir notre décision finale d’investissement (FID) pour le projet Donald et d’être en mesure de la prendre dans les prochains mois. Nous cherchons également à faire progresser le projet Varamata et nous y reviendrons plus en détail.
L’avancement de Varamata dépend en grande partie de l’acceptation sociale nécessaire pour accéder au site, et comme je l’ai dit, nous progressons bien. Simon et Mike font un excellent travail. L’arrivée de Virginie sur le terrain est un atout précieux
. Nous nous concentrons également sur les radio-isotopes, notamment ceux utilisés pour le traitement du cancer dont nous avons parlé précédemment, ainsi que sur la deuxième phase, la deuxième phase majeure de l’usine de White Mesa. Il s’agit d’une ligne de traitement dédiée. Nous mettons tout en œuvre pour obtenir les permis nécessaires à sa construction et espérons les obtenir d’ici mi-2027 . Enfin, nous nous concentrons sur le projet Bahia et son avancement jusqu’à la réalisation d’une étude de faisabilité plus tard cette année. Nous
travaillons également à l’obtention des permis pour notre projet d’uranium Roca Honda au Nouveau-Mexique cette année. Notre prochaine priorité est donc de finaliser nos accords de financement et d’achat afin de soutenir nos objectifs de développement, de croissance et de rentabilité. Comme
je l’ai mentionné précédemment, Mark et moi sommes actuellement à Washington. Nous sommes en discussion avec le gouvernement américain et le gouvernement australien. Mark et moi avons eu une conversation téléphonique hier, je crois. Mark, j’ai perdu la notion du temps avec un des ministres.
En Australie, tu sais qu’ils sont… Ils adoptent une approche tout aussi enthousiaste et manifestent un vif intérêt pour nos activités dans le domaine des minéraux critiques. Nous cherchons à conclure des accords d’achat pour nos terres rares, ce qui est un aspect très intéressant . Le gouvernement américain a évoqué la possibilité de tels accords,
mais nous avons également constaté que les équipementiers automobiles recherchent désespérément des sources sûres d’approvisionnement en terres rares. Il se pourrait donc que nous n’ayons pas besoin du soutien du gouvernement. Nous pourrions simplement obtenir les fonds nécessaires en concluant de bons accords d’achat avec nos clients, comme
les équipementiers . Varamata et Donald, ces projets sont en bonne voie et essentiels. Nous y travaillons énormément et vous avez probablement vu certains communiqués de presse concernant la vente d’uranium. L’ intérêt pour l’uranium est actuellement
considérable . Mark a mentionné que le prix dépasse les 90 dollars la livre, ce qui est un bon prix et nous sommes convaincus qu’il continuera d’augmenter compte tenu des fondamentaux de l’offre et de la demande. Enfin, la dernière priorité stratégique, la priorité 4, consiste à définir le futur modèle opérationnel mondial pour soutenir notre croissance. Et je sais que ce modèle suscite beaucoup d’intérêt. À quoi ressemblera notre modèle opérationnel ? Je ne peux pas vous donner de réponse précise pour le moment, mais nous travaillons d’arrache-pied à sa mise en place. Ce modèle nous permet de gérer plusieurs fuseaux horaires, plusieurs matières premières et
plusieurs étapes
de production tout au long de la chaîne de valeur. Nous y travaillons activement et espérons avoir réalisé des progrès significatifs d’ici la fin du premier trimestre . N’oublions pas que l’exploitation minière artisanale et à petite échelle (ASM) s’ajoute à nos activités.
Nous pourrions également intégrer d’autres sources d’énergie terrestre. Il nous faut donc un modèle dynamique, capable d’évoluer avec nous. Parmi nos objectifs pour 2026 (avant-dernière diapositive), citons
l’environnement et la sécurité. Notre priorité absolue est que nos employés rentrent chez eux sains et saufs chaque jour. C’est primordial.
Nous souhaitons également améliorer nos indicateurs environnementaux par rapport à l’année dernière. Nous avons obtenu de bons résultats environnementaux l’an dernier et nous souhaitons faire encore mieux cette année. Concernant les ressources humaines, Oscar a mentionné que nous cherchons à pourvoir les postes clés et à planifier la mise en œuvre. Nous voulons établir des plans de succession.
Vous savez, Oscar et moi avons travaillé sur un sujet, et nous venons de soumettre un document à Mark pour qu’il l’examine : nous n’avons pas de bons plans de succession pour de nombreux postes clés. Nous devons donc nous assurer que si quelqu’un décide de partir, il y aura une personne prête à prendre
sa place. C’est pourquoi nous cherchons maintenant à établir ce cadre de rémunération global, qui est essentiel . En effet, lorsque nous comparons les différentes structures salariales, nous constatons des différences entre l’Australie et Denver,
entre nos mines en Arizona et celles de Madagascar et du Kenya. Nous voulons donc … Un cadre de compensation global. Sur le plan opérationnel, nous nous sommes fixés des objectifs de production d’uranium de deux à deux millions et demi de livres provenant de la mine et d’un traitement de 1,2 à 1,7 million de livres.
Nous souhaitons achever la remise en état du site de Kawali , et les travaux se déroulent à merveille. André m’a montré aujourd’hui des photos de la semaine dernière. C’est incroyable. Je ne sais pas si vous êtes nombreux à le savoir , mais nous avons planté près de 260 000 arbres sur le site de résidus miniers . C’est tout simplement incroyable .
Incroyable. Nous voulons également établir des plans pour étendre la production de notre mine d’uranium . Nous voulons rester un acteur majeur du secteur de l’uranium. Parmi nos objectifs stratégiques, comme je l’ai déjà évoqué, figure le développement de l’usine de White Mesa. Nous voulons avoir la capacité
de traiter les minerais lourds et les matériaux MREC, et nous devons faire progresser l’ingénierie et l’obtention des permis pour la phase deux. Les projets Donald et Bahia seront également essentiels. Le projet Donald, en particulier, est très important car il s’agit de notre premier projet commercial et nous souhaitons obtenir la décision finale d’investissement (FID) au plus vite. Nous voulons démarrer la construction
le plus rapidement possible. Tous les permis sont déjà obtenus. Il nous faut simplement prendre la FID une fois les contrats d’écoulement et le financement de Varamata confirmés . Nous avons évoqué un facteur de croissance future crucial pour l’entreprise.
Concernant ASM, nous devrions finaliser le projet en juin, si tout va bien. Nous devons obtenir les autorisations gouvernementales. Et comme je l’ai mentionné, nous allons continuer d’évaluer les opportunités liées aux aimants. J’apprécie particulièrement notre travail dans le domaine des radio-isotopes. Si nous pouvons contribuer à
aider, à guérir ou à résoudre le problème du cancer, c’est formidable. Vous imaginez à quel point c’est gratifiant. Ce serait formidable d’en faire partie. Enfin, les objectifs financiers. Nous aspirons à être une entreprise performante dans le secteur de l’uranium, des terres rares et des sables minéraux lourds, et nous occupons cette position depuis plusieurs années. Nous sommes une entreprise performante.
En 2025 , nous étions parmi les entreprises les plus performantes de notre secteur et nous voulons le rester. Qu’est -ce que cela signifie pour vous ? Une vision claire de l’avenir : notre mission, notre vision et nos valeurs expliquent clairement la direction que prend l’entreprise et comment votre travail s’inscrit dans cette perspective à long terme.
Stabilité et croissance. Nous voulons garantir la sécurité de l’emploi et la confiance. Je sais que nous en avons déjà parlé, mais si le projet Vara Madda continue de prendre du retard, nous souhaitons proposer d’autres projets à l’équipe de Perth, comme Donald, afin qu’elle puisse s’y investir.
Il existe de nombreux projets en Australie que nous pouvons continuer d’étudier et sur lesquels nous pouvons potentiellement nous concentrer. Il existe également d’autres projets dans d’autres régions du monde que nous pourrions continuer d’examiner. Des opportunités d’acquisition existent . Vous savez donc que nous sommes vraiment très attachés à la sécurité de l’emploi et
à la confiance de pouvoir maintenir ce niveau. Enfin, notre objectif est de créer une seule équipe, une seule norme. Nous souhaitons internationaliser nos activités . Nous avons travaillé d’ arrache – pied pour abandonner l’ appellation « Ressources de base » et la remplacer par « Énergie et Carburants », car nous voulons former une seule et même équipe. Nous ne voulons pas être un mélange de plusieurs équipes, et je pense que
cela a été crucial . Sur ce, je tiens à vous remercier tous et nous allons maintenant passer aux questions. Je sais que notre présentation a été un peu longue, mais je suis ravi de répondre à vos questions. Kim, je te laisse la parole et je compte sur
toute l’équipe – André, Steve, Oscar et Mark – pour y répondre.
Kim Casey 53:39
Petit rappel : si vous souhaitez poser une question, une zone de questions- réponses est prévue en haut de l’écran. Vous pouvez la soumettre anonymement si vous préférez, ou bien contacter directement votre responsable de site. Les équipes sont toujours intéressées par les questions et se feront un plaisir de vous répondre. Ross,
pour l’instant , aucune question n’a été posée et notre temps imparti touche à sa fin. Nous
attendons donc de voir si quelqu’un pose une question. Sachez également que vous pouvez scanner ce code QR avec votre téléphone, ou qu’une autre personne dans la salle le souhaite. C’est ici
que vous trouverez la présentation de ce soir (ou de ce matin, selon votre emplacement). Nous allons travailler à obtenir une transcription complète, à la traduire dans différentes langues et à la mettre en ligne. Nous espérons que ce sera fait dans les prochaines 24 heures, afin que vous puissiez accéder à cet emplacement. Nous enverrons également un e-mail avec un lien direct à toutes les personnes ayant accès à une messagerie électronique, afin que chacun puisse consulter le document en ligne et lire la transcription dans la langue de son choix. Il semblerait donc que notre équipe soit au complet.
Ross Bhappu 55:36
Eh bien.
Stephen Hay 55:38
Excusez-moi, excusez-moi, puis-je intervenir une seconde ? Vous m’entendez bien ?
Kim Casey 55:42
Bien sûr, absolument.
Stephen Hay 55:44
Oui, Ross, nous avons donc abordé plusieurs points et questions l’autre jour, et je pense que vous avez bien géré la situation en traitant certains d’entre eux de manière générale, notamment concernant la structure organisationnelle. Mais pour avoir une idée plus précise de la manière dont vous travaillez sur la révision de la structure organisationnelle et sur la mise en place d’une structure cohérente pour l’ensemble de l’entreprise, avez-vous un calendrier précis en tête ? Et quand pensez-vous que nous pourrons commencer à voir la mise en œuvre de cette nouvelle structure ?
Ross Bhappu 56:22
Oui, Stephen, nous travaillons d’arrache-pied pour mettre cela en place. Notre objectif est de définir la structure organisationnelle d’ici fin mars. Nous recrutons un directeur des opérations et avons identifié deux candidats très prometteurs. Cependant,
ces deux candidats pourraient influencer notre choix de structure organisationnelle. Nous espérons donc identifier la personne idéale dans les prochaines semaines et poursuivre le travail sur cette structure.
Nous espérons la déployer au deuxième trimestre. L’objectif est donc de la finaliser d’ici fin mars et de la mettre en œuvre au deuxième trimestre. Voilà notre plan.
Stephen Hay 57:05
Oui. D’accord, c’est parfait. Une autre question portait plus précisément sur le rôle de directeur des opérations et ce qu’il implique. Si je comprends bien vos propos, vous suggérez que ce rôle sera légèrement ajusté en fonction du candidat retenu. Et cela influencera la structure de l’entreprise.
Ross Bhappu 57:21
C’est exact. C’est exact. Oui, c’est exact. Et comme je l’ai dit, nous avons quelques candidats très prometteurs et Mark et moi, ainsi que le reste de l’équipe (Oscar et le reste de l’équipe ici en Amérique du Nord), allons passer du temps avec chacun d’eux et espérons prendre une décision dans les prochaines semaines.
Mark Chalmers 57:39
Oui. Et Stephen, vous savez, ce marché évolue très rapidement, notamment dans le secteur des terres rares. Lorsqu’on réalise une acquisition comme celle d’ASM, on se retrouve avec des métaux et des alliages, et la dynamique change. Ce n’est pas…
et si vous regardez les diapositives précédentes où l’on parlait d’uranium, de terres rares , de sables minéraux lourds, etc., il est difficile de trouver des compétences capables de couvrir autant de domaines simultanément.
Ce sont des choses différentes de ce à quoi on pourrait s’attendre d’une entreprise classique (et nous ne cherchons pas à l’être), spécialisée dans le cuivre, les sables minéraux lourds ou l’uranium. Nous couvrons un large éventail de secteurs, ce qui rend notre approche
un peu différente de ce à quoi on pourrait s’attendre.
Ross Bhappu 58:42
Eh bien, écoutez, si vous avez d’autres questions, n’hésitez pas à nous contacter, à nous envoyer un courriel ; nous serons ravis de vous répondre. Nous tenons également à remercier tous les participants. Je sais qu’il y a plusieurs fuseaux horaires. Il est bientôt 22 h à Denver. Je
ne sais pas exactement quelle heure il est ailleurs, mais je pense qu’il est midi à Perth, ou 13 h. Alors, merci de votre participation et j’espère vous voir en personne très prochainement. Nous continuerons bien sûr ces réunions publiques et resterons en contact pour vous tenir informés de l’avancement
de nos projets. Merci à tous.
Kim Casey 59:27
Au revoir.
Ross Bhappu 59:27
Très bien. Au revoir.
PORTUGUÊS
Energia Impulsiona a Reunião das Américas – Novo Convite para a Gravação da Reunião de 19 a 20260219_190213UTC de fevereiro
19 de fevereiro de 2026, 19h02
1h 1m 11s
Kim Casey 0:05Olá e boa tarde. Bem-vindos e obrigados por estarem conosco hoje em nossa reunião pública. Eu sou Kim Rodkin Casey. Sou seu Diretor de Relações com Investidores e estou muito feliz por tê-lo aqui junto com nosso Presidente, Ross Bapu, que estarei presente. Vou passar o microfone em um momento. Primeiro, só queria passar por algumas tarefas para que todos possam acompanhar, fazer perguntas e traduzir para qualquer idioma que escolherem. Antes de tudo, permitir legendas ao vivo com tradução. No topo da sua tela, você verá uma seção com mais pontos, com três pontos. Se você clicar nele, aparecerá um menu suspenso que oferece uma seção de idiomas e fala. Se você passar o mouse por cima, vai aparecer uma opção de legendas ao vivo assim que ativar o live. Eles aparecerão abaixo da tela com a foto de Ross e minha. No canto direito dessa tela, que terá legendas em inglês, há um pequeno ícone de engrenagem. É um círculo com espinhos ao redor. Se você abrir isso, há uma opção para. Configurações de idioma. Espero que todos estejam me acompanhando e que você possa ativar um botão que diga traduzir para.
Kim Casey 1:36Onde você também pode escolher seu idioma. Atualmente, temos tradução de legendas ao vivo disponível para o português brasileiro e estamos muito animados com isso.
Além disso, o histórico escolar, trabalharemos arduamente para que ele seja publicado em nosso site e daremos instruções sobre como acessá-la. Teremos isso em inglês e também em português brasileiro o mais rápido possível. Em seguida, quero também explicar como você pode fazer uma pergunta. Também no topo da tela você verá uma opção de perguntas e respostas. Se você abrir essa pergunta, será solicitado a fazer uma pergunta e enviá-la. Nós. Incentivamos fortemente as perguntas. Gostaríamos de ouvir suas opiniões. Então, por favor, envie perguntas e responderemos ao máximo de perguntas que pudermos dentro do prazo. E com isso, vou passar o microfone para nosso presidente e começarei. Nossa apresentação. Obrigado, Ross.
Ross Bhappu 2:50Obrigado, Kim. Agradeço isso e obrigado a todos pela participação. É ótimo ter você. É ótimo estar aqui. Sei que não conheci muitos de vocês, especialmente os que estão no Brasil, e estou ansioso para resolver isso e encontrá-los pessoalmente aqui em um futuro não muito distante. Obrigado a todos vocês na área. Olhando para trás. Para quem está na fábrica, é ótimo tê-los aqui. Infelizmente, não consigo ver ninguém. Só consigo me imaginar. Então entendo que você está aí, mas não posso te ver, o que é uma pena. Queria começar apenas me apresentando. Não sei quantos de vocês.
Oscar German 3:15 Obrigado.
Ross Bhappu 3:29Sabe algo sobre mim? Então pensei em compartilhar um pouco do meu histórico só para ajudar a colocar isso em contexto. E então, meu objetivo é ajudar esse contexto a realmente evoluir para entender por que fizemos o plano estratégico e qual a importância do exercício de planejamento estratégico para a empresa. Mas só para contextualizar. Meu pai era engenheiro metalúrgico. Ele foi professor quando eu era jovem e entrou na consultoria. Segui seus passos e estudei engenharia metalúrgica. Fiz bacharelado e mestrado na Universidade do Arizona. Mark e eu gostamos de chamá-la de Harvard do Oeste. Trabalhei em algumas das grandes empresas de mineração, a Cypress Minerals Company. Decidi que queria focar mais no lado financeiro do negócio. Então vim para cá para a Colorado School of Mines e fiz pós-graduação em economia mineral. Enquanto estive na Cypress, participei da condução da parte em funcionamento do estudo de engenharia e viabilidade para construir uma nova fundição de cobre no Arizona. Eu fazia parte da equipe de construção para construir essa nova fundição e depois passei três anos morando em Miami, AZ, onde eu estava no Superintendente do Derretimento e, ainda jovem, com 30 anos, eu tinha cerca de 300 pessoas se reportando a mim. Ambos metade eram de manutenção, metade eram operadores. E foi uma experiência realmente reveladora, e conquistar o respeito da equipe foi bastante desafiador em alguns momentos. Sabe, aqui está esse garoto de nariz ranho com. Você sabe que agora é como eles vão administrar uma fundição que eles operaram a vida toda. Mas, como parte disso, passei um bom tempo na Austrália e em Mount Isa e aprendi como a fundição funcionava. Usamos a tecnologia Mount Isa para essa fundição. Então, ótima experiência. Depois de três anos, saí, fui para Newmont. Eu era Diretor de Desenvolvimento de Negócios, onde fizemos muitas fusões e aquisições durante esse período e tive a experiência de adquirir novas empresas, sabe, como as reunimos e como as integramos à estrutura da Newmont.
Ross Bhappu 5:35Após Newmont, eu dirigi uma pequena empresa júnior por alguns anos e, no fim, alguns amigos meus começaram a abrir um fundo de private equity focado em investimentos no setor de mineração. E assim estive envolvido por mais de 20 anos, 25 anos para ser exato. Gerenciando, ajudando a administrar e administrar o lado de private equity do nosso negócio, onde levantamos cerca de 4 bilhão e meio de dólares para investir em projetos de mineração ao redor do mundo e em todo tipo de commodities. E foi lá que eu realmente passei muito tempo. Aprender como garantir que nossos investimentos fossem bem-sucedidos, como trabalhar com as equipes de gestão e os conselhos de administração. E pude ver que fizemos mais de 200 investimentos em 30 commodities diferentes e em 50 países ao redor do mundo. Então, tive a oportunidade de vivenciar questões de risco geopolítico. E realmente pude entender o que tornava uma empresa bem-sucedida e o que tornava uma empresa menos bem-sucedida. Kim, podemos abrir o primeiro slide?
Kim Casey 6:37Com certeza.
Ross Bhappu 6:39 Então, a única coisa que descobrimos foi que ter um plano estratégico que estabelece a missão, a visão e os valores da empresa foi absolutamente fundamental para o sucesso. Vá para o próximo slide, por favor..
Pronto. Então, você sabe que, ao pesquisar e ao olhar para as empresas mais bem-sucedidas do mundo, todas utilizam uma missão, visão e valores para alinhar os stakeholders tanto dentro quanto fora da organização. Eles realmente fazem as empresas mais bem-sucedidas e as mais bem-sucedidas do país. São aqueles em que eles têm bons planos estratégicos em prática. A Energy Fuels tinha um ótimo plano de negócios e usamos esse plano como base para fazer e definir nosso plano estratégico. E assim, o Goldman Sachs tem nos ajudado com esse plano de negócios e estamos aproveitando todos os negócios. Trabalho que eles haviam feito naquela área. Então, a forma como chegamos ao nosso plano estratégico no próximo slide foi basicamente um workshop de três dias onde os 16 líderes seniores da empresa se reuniram. Nos conhecemos aqui no Colorado, fora do local. E concordamos sobre qual é o propósito da empresa, o que estamos tentando alcançar. E isso incluiu então estabelecer e elaborar nossa missão e nossa visão de visão. Como parte disso, fizemos isso, olhamos para onde queríamos jogar. Ops, acabamos de perder o. A tela, ah, aí está. Definimos onde queremos jogar. Em outras palavras, quais são as áreas em que queremos atuar? O que significa vencer? Quando dizemos que queremos vencer nessas áreas, o que isso significa?
Ross Bhappu 8:27 E então estabelecemos as prioridades sobre onde focarmos nossa atenção para termos sucesso. E desenvolvemos um roteiro de como chegar lá. Uma das coisas que passamos muito tempo discutindo sobre como seria o modelo operacional. E sabe, é interessante, Mark, eu e a equipe fizemos isso ontem à noite. Onde tínhamos nosso escritório em Perth, nossa equipe em Madagascar e alguns funcionários no Quênia participando. E aqui estamos hoje, com todos vocês aqui nos EUA, além da nossa equipe brasileira. Somos realmente um negócio muito global e, portanto, a integração dos recursos básicos nos combustíveis energéticos, a adição do Quênia, Madagascar e Brasil, é realmente algo incrivelmente importante. Um aspecto do que estamos tentando fazer, e Mark e eu passamos muito tempo conversando sobre isso, como integramos todas essas culturas diferentes, todas essas formas diferentes de pensar no que significa ser um funcionário da Energy Fuels. Então, a parte final disso foi concordar sobre quais são nossos valores corporativos, o que significa ser um funcionário? Então, vou começar pela primeira parte. No slide seguinte, concordamos com nossa declaração de missão e ela é realmente sobre o que é o nosso, qual é o nosso propósito, qual é o que é? Por que existimos e por que existimos que todos nós 16 concordamos. E, aliás, foi tudo um acordo unânime. Ninguém discordaria. Produzimos de forma responsável os minerais críticos que tornam possíveis muitas tecnologias de energia limpa e avançadas. Então, como tema principal, esse é o motivo pelo qual existimos. Acho que há algumas coisas quando analisamos isso e ficamos um pouco mais detalhados. Os Combustíveis Energéticos produzem os minerais críticos essenciais que são necessários. Focamos em minerais importantes tanto para energia limpa quanto para tecnologias avançadas. Pensamos e consideramos segurança nacional quando falamos sobre isso e a importância desses minerais sob a perspectiva da segurança nacional. E então pensamos em responsabilidade, a palavra responsabilidade, queremos ser responsáveis com nossos funcionários, queremos ser responsáveis com o meio ambiente e, certamente, com as comunidades em que atuamos. Então, há muitas coisas que envolveram a criação dessa declaração de missão. E depois de desenvolver a declaração de missão, passamos para a próxima coisa, que é a missão, desculpe, a declaração de visão. E a declaração de visão é onde agora nos tornamos um pouco mais detalhados sobre o que queremos alcançar na próxima década. E foi realmente interessante, uma das coisas que. Que usamos a Deloitte para ajudar a facilitar isso e a Deloitte pediu para cada um de nós 16 dizer para colocar uma manchete. Qual é a manchete do Wall Street Journal sobre o que a Energy Fuels fará daqui a 5 ou 10 anos? E foi realmente um exercício muito divertido onde todos nós. Só em um post-it, demos a volta pela sala e colocamos o que achamos que seria a manchete sobre Combustíveis de Energia e foi bem ambicioso. Foi bem empolgante, mas também foram declarações bem ambiciosas. Então, sabe, destilamos tudo isso e criamos essa declaração de visão e. E a declaração de visão diz que seremos o principal produtor global de minerais críticos, possibilitando cadeias de suprimentos resilientes e criando valor sustentável para nossos clientes, pessoas, investidores e comunidades. E quando pensamos nisso, sabe, podemos novamente dividir isso em seus vários componentes.
Uma é global e, novamente, falando da Austrália, Brasil, Madagascar, Quênia, Estados Unidos, somos um negócio global, minerais críticos. Sabe, o interessante que acho é quando você olha para cada mineral que produzimos, seja terra rara.
Mark Chalmers 12:21OK.
Ross Bhappu 12:28 Urânio, areias minerais pesadas, que você sabe, claro, é titânio. Todos esses estão na lista de minerais críticos aqui nos Estados Unidos. Portanto, minerais críticos são vitalmente importantes e confiáveis. Sabe, a palavra que sempre surgia era confiável e nós. Nós, nós, sabe, pensamos nisso no sentido de querermos ser confiáveis não só para nós mesmos, mas para nossos clientes, nossos funcionários, nossos investidores e nossas comunidades. E então, a última coisa foi a sustentabilidade e queremos ser sustentáveis, novamente sustentáveis para nossos clientes, nossas pessoas. Os investidores e as comunidades em que atuamos. Então, sabe, achei muito valioso montar essa declaração de visão e nos ajudar a nos dar aquela Estrela do Norte que todos estamos tentando alcançar. Depois, seguimos para a próxima etapa e foi: bem, quais são os valores que queremos alcançar? E quando pensamos nisso, é como queremos ser tratados e como queremos que os outros os tratem, como queremos tratar os outros e como queremos ser tratados. E fizemos essa lista e foi interessante de novo, sabe, 16 pessoas todas puttando. Post-its no quadro branco mostrando quais eram os valores importantes que queríamos tentar alcançar. E, de novo, nós 16 estávamos praticamente de acordo. Houve alguns outros casos fora da curva, mas todos eram bem consensuais. Portanto, integridade, operamos com honestidade e. Suportar e ver, a gente se manifesta e faz o que diz, respeitando. Nós, sabe, demonstrando respeito uns pelos outros, pelo meio ambiente, pelas nossas comunidades e pelas culturas em que trabalhamos em equipe. Sabe, de novo, é incrível quando você pensa no esforço de equipe que isso é, e é um time global novamente. Sabe, todos ao redor dos nossos diversos escritórios, todos trabalhando juntos, excelência operacional, novamente, um aspecto vital do que fazemos. Queremos entregar com os mais altos padrões. Queremos operar com disciplina financeira. Queremos ser o melhor no que podemos ser. E então, finalmente, e tão importante quanto qualquer outra coisa, está a segurança, segurança e responsabilidade ambiental. Mas queremos que nossos funcionários voltem para casa seguros todas as noites. Queremos garantir que a segurança sempre venha em primeiro lugar. É um aspecto extremamente importante do que fazemos e falamos muito sobre isso. Internamente. Então, quando falamos sobre onde jogamos, quais são as áreas-chave em que queremos atuar? Vocês sabem, como acho que a maioria de vocês sabe, o urânio foi a base a partir da qual realmente criamos.
Ross Bhappu 15:13 Energy Fuels e Mark vão falar um pouco sobre a história da empresa nos próximos slides. Mas o urânio é a base e todos concordamos que precisamos manter nosso foco no urânio como uma carga base fundamental para nossa empresa. No urânio, falamos então sobre isótopos e isótopos médicos usados em terapias alfa direcionadas. Essas são uma área incrível e eu é uma área pela qual estou realmente animado e aprendendo. Mas você sabe quando pensa nesses isótopos de urânio que podem tratar pacientes com câncer. E atacam seletivamente as células cancerígenas. A eficácia que vimos com esse trabalho é simplesmente incrível. E se pudermos fazer parte de ajudar a resolver alguns dos problemas do câncer no mundo, imagine como isso será gratificante para todos nós. Então, certamente algo que concordamos. Precisamos continuar focando no lado mais raro do negócio em azul. Todos concordamos que precisamos continuar crescendo no lado mais raro do negócio e queremos ser um processador significativo de monazita e produzir materiais contendo terras raras. Queremos ser o fornecedor fora da China que ajuda. Apoie o mundo ocidental e tente reduzir nossa dependência da China. E é assustador, sabe, quando você pensa no domínio da China em minerais de terras raras e outros minerais críticos. Conversamos sobre entrar em metais e ligas e isso foi em dezembro, então foi antes de anunciarmos o ASM. Aquisição e então aqui estamos, sabe, no final de dezembro e em janeiro, e agora realmente migrando para metais e ligas através da nossa aquisição ASM, uma oportunidade realmente empolgante para nós, ímãs, claro que não estamos produzindo ímãs hoje, mas concordamos que vamos monitorar. O espaço dos ímãs e a busca pela oportunidade de potencialmente produzir ímãs no futuro. É um mercado em evolução e achamos importante que isso estivesse na nossa lista de áreas de foco. E então, finalmente, as areias minerais, obtemos nossa monazita a partir de subprodutos das areias minerais.
Mark Chalmers 17:25OK.
Ross Bhappu 17:27 E certamente as areias minerais são um lado muito lucrativo do negócio ou podem ser muito lucrativos. Mas é absolutamente essencial para termos de obter nossa monazita dessas areias minerais. Então, muito, sabe, muito, muito chegamos a um acordo. Sobre isso e aquilo, o que gostaria de fazer é pedir para o Mark falar um pouco mais sobre isso e sobre a história da empresa.
Mark Chalmers 17:54 Sim. Ei, só volte para aquele último slide por um segundo. Ross, acabei de ter mais algumas reflexões. Mas sim, quero dizer, olha, é para que, sabe, tínhamos uma longa história com o urânio e começamos com o urânio e depois descobrimos que podíamos fazer as terras raras porque podíamos processar isso.
Monazita e recuperou o urânio. E isso foi o número um do urânio e vanádio, depois terras raras. E então, quando as pessoas souberam que estamos processando terras raras, as pessoas dos isótopos começaram a aparecer na nossa porta. Então esse era o terceiro. E quando percebemos que precisávamos de ração para as terras raras, entramos no ramo de areias minerais, que era quatro, que é o fim da lista. E aí as pessoas começaram a aparecer na porta com metais e ligas e ímãs ainda não foi determinado, mas evoluiu. Mas quero dizer isso. Sabe, são todos setores diferentes, certo? E eles e nós realmente atuamos nesses setores diferentes e realmente não conheço nenhuma empresa no mundo que tenha se expandido. Agora, a boa notícia é que essa diversificação é empolgante, e tem grandes empresas e todos eles. A parte difícil é gerenciar isso, e é isso. Realmente o propósito desta reunião e planejar isso para nossos funcionários. Agora você pode ir para o próximo slide, ok. Achei interessante como eles aconteceram um a um para nós.
Ross Bhappu 19:23 Sim, sim. Não, concordo, Muito verdade.
Mark Chalmers 19:23 Um levou ao outro.
OK. Olha, vários de vocês, alguns de vocês sabem um pouco sobre a história dos Combustíveis de Energia e como isso evoluiu. E se você voltar no tempo, a Energy Fuels era uma empresa privada formada nos anos 70. E foi formada por um cara chamado Bob Adams. E Bob Adams realmente construiu a White Mesa Mill de forma particular. E eu trabalhei para a Energy Fuels original, que era meio que o Velho Oeste, mas acabou sendo o maior produtor de urânio. Urânio, especialmente nos anos 80, mas sempre foi uma montanha-russa em termos econômicos, lucrativos, minas começando, fechando e, na época em que a usina foi construída, na verdade antes da usina ser concluída. O moinho estaria em construção. Você tinha Three Mile Island e Three Mile Island ficava nos Estados Unidos. Ninguém morreu, mas isso assustou as pessoas e realmente mudou todo o mercado e o sentimento em favor da energia nuclear. Em 1979. Então, naquele período dos anos 80, era realmente uma queda e tivemos anos realmente ótimos de mineração na Arizona Strip ao norte do Grand Canyon. Se o mercado continuou a cair nos anos 90, início dos 90, o dono na época era um cara chamado Warren Benton. Ele faliu. Então, a história só do urânio, urânio, vanádio, tem sido de altos e baixos. E menos picos e muitos vales que duravam por muito tempo. Então, até 2005, houve muitos vales lá. Após um 1980.So bem-sucedido em 2005, alguns ex-funcionários da Energy Fuels da empresa privada, George Glazier e Steve Anthony, que foi o CEO que eu assumi, recriaram uma empresa pública chamada Energy Fuels. Eles adquiriram a Whirlwind, adquiriram a Energy Queen, E esse foi um período de outro renascimento nuclear. Então, nos anos 70, houve um renascimento nuclear e nesse período de 2005. Até 2011, todo mundo dizia que íamos voltar à energia nuclear, os chineses estavam construindo reatores e tal. E depois tivemos Fukushima, e quero acrescentar que entre Three Mile Island e Fukushima havia Chernobyl, na Rússia. Então, uma grande parte da história de. Dos altos e baixos da indústria nuclear foi com o que chamamos de Cisnes Negros, e isso mata o sentimento. Mas hoje nunca vi a indústria nuclear estar melhor com pessoas focadas em uma base de carga. Energia 24 horas por dia, 7 dias por semana, data centers, inteligência artificial e crescimento justo no setor de energia elétrica globalmente, além de apoio público e governamental a isso. Então, então, enfim. Tivemos outro renascimento entre 2005 e 2012, depois veio Fukushima, que nos derrubou por vários anos, tipo 1314 anos. Então, entre 2012 e 2020, novamente, o preço do urânio caiu e, novamente, parte da realidade dessas quedas é que não foi agradável para ninguém. E muitas vezes tivemos que demitir pessoas por causa das crises e do fechamento das fábricas, das minas. Então, e esse é um grande motivo pelo qual fizemos isso. Essa diversificação e esses outros elementos em que temos múltiplos elementos, não somos independentes ou dependentes de nenhum elemento único. Então, em 2012, 2020, foi realmente sobreviver fazendo alimentação alternativa, usando um pouco de vanádio e, por volta de 2019, começamos a aparecer pessoas na porta perguntando se poderíamos tratar monazita na Terra traseira. Então, próximo slide. Durante a COVID, surgiu essa ideia e ela surgiu junto com as pessoas da fábrica basicamente vendo a monazita aparecer e começando a testá-la, além de Logan, Amanda e outros no laboratório. Sabe, começamos uma jornada e é, sabe, a melhor forma que posso enquadrar é uma jornada e, até agora, de 2020 a 2026, fizemos mais progresso do que qualquer outra pessoa que eu conheça no mundo inteiro. E o mundo está vendo esse progresso. Além disso, após 2020, começamos a retomar a produção de urânio. Vocês sabem que lá ao fundo a mina Pinyon Plain, a maioria de vocês sabe que eu a construí. Sabe, há 38 anos, na verdade a roda de faca, a roda onde o cabo vai no topo, lembro de levantá-la e foi um levantamento longo para colocar ali e depois parafusá-la no lugar. Então começamos a retomar nossa produção de urânio. Naquela lista que foi antes, começamos a adquirir projetos de areias minerais pesadas, começamos com a Bahia. Então, nossos funcionários e pessoas que avançam o projeto Bahia e a Triago, se você estiver nessa ligação, vai se lembrar da primeira vez que conversamos ao telefone.
E reconhecendo que precisávamos dos projetos de areias minerais pesadas para fornecer o mono local que depois poderia ir para a usina e processá-lo quando nos olharmos durante esse período de 2020, 2006. Superamos outros no ramo de urânio. Na verdade, praticamente todos no ramo de urânio nos últimos cinco anos e no setor de terras raras e minerais pesados. Então, as comunidades de investidores nos recompensaram. Para montar esse plano como temos agora, estamos vendo preços altos de commodities para urânio. O urânio, cerca de $90,00 por libra, subiu para mais de 100 por semana há mais ou menos, e o interessante é que até as terras raras têm preços altos e esses preços. São altas, mas ainda mais altas hoje porque custam cerca de $135 por quilo para o NDPR. E então esse slide, sabe, diz 112, o DYTB é aproximadamente $1000 para DYTB, quase 4000. E isso reflete o fato de o mundo dizer que precisamos de suprimentos não chineses desses minerais críticos, incluindo urânio, ilmenita, rutilo, zircônio e algumas outras terras raras. Agora acho que expandimos significativamente nossa força de trabalho. Por volta de 2016, 1718, chegamos a 90 funcionários no total no oeste dos EUA e estávamos praticamente em espera. No momento, dependendo de como e de qual dia você quer contar as coisas, estamos impulsionando 1000 pessoas globalmente em vários países. E fusos horários. Então, na verdade, a história é que construímos uma empresa ou estamos construindo uma empresa com todo o seu apoio, ajuda e trabalho duro. Uma empresa que é composta por múltiplas commodities, provavelmente 10 elementos críticos diferentes, não apenas dependente de urânio, não apenas dependente de vanádio. Já vimos os altos e baixos por lá. Temos vantagens competitivas por causa da nossa infraestrutura. Passamos de uma empresa com cerca de 100 milhões de capitalização de mercado para 5 bilhões de dólares. Temos um balanço patrimonial forte que chega a um bilhão de dólares. A empresa na história da Energy Fuels nunca esteve tão forte e nunca tivemos uma coisa melhor. Uma visão positiva sobre para onde estamos levando a empresa, e isso está sendo reconhecido mundialmente agora por clientes, investidores e governo. E tudo que posso dizer é que toda manhã, Ross e eu não sabemos como vão ser os e-mails da noite anterior.
Ross Bhappu 28:19OK.
Mark Chalmers 28:21Ou quais ligações vamos receber. Mas é impressionante e impressionante, pois empresas de grande relevância mundial em vários setores estão vendo esse plano como uma estratégia vencedora. Agora temos que executar, mas.
Sabe, só para aqueles que não conhecem a história do início da Energy Fuels até onde estamos hoje, isso é só um panorama e acho que se encaixa bem no planejamento estratégico e no trabalho que está por vir.
Ross Bhappu 28:54 Ótimo, Mark, obrigado. E, na verdade, isso é um testemunho da história da empresa, do trabalho que Mark e da equipe fizeram aqui e do que vocês fizeram para nos levar até onde estamos hoje. É uma história de sucesso incrível até agora e ainda temos um longo caminho pela frente, pessoal. Estamos em um momento incrível, mas estamos. Ainda falta muito tempo. Seremos muito mais bem-sucedidos se, à medida que avançarmos e executarmos alguns desses planos. Então, daqui para frente, como vamos vencer? Como levamos os Combustíveis de Energia para o próximo nível? E eu e acho que nós, sabe, dividimos isso em diferentes segmentos. O urânio atualmente é o maior e de menor custo produtor de urânio dos Estados Unidos. Queremos manter isso. Queremos ficar lá. Queremos poder construir novas minas rapidamente. Queremos garantir que temos essa licença social para operar e garantir uma sustentabilidade vencedora. Estratégia. Acho que já demonstramos isso com nosso acordo com a Nação Navajo, mas precisamos continuar assim. Não podemos relaxar quando se trata disso. Terras raras. Queremos ser o menor custo global e ser escaláveis. Essa é uma afirmação bem ousada, né? Ser a classe mais baixa, o custo mais baixo globalmente. Porque isso inclui a China. E quando olhamos para o que podemos fazer com o projeto Vara Madda em Madagascar combinado com a fase dois da fábrica White Mesa, podemos realmente ser o produtor de menor custo desses minerais, essas terras raras. É para não ser uma afirmação descartável, é uma afirmação muito real. Uma declaração que podemos alcançar, e isso é um grande diferencial dos materiais MP, os Linus do mundo, que serão grandes produtores fora da China, mas que não conseguirão competir com a China em nível de preço. Queremos entregar quando falamos em ampliar nossa base de recursos, então queremos garantir. Que podemos manter a fase dois do moinho White Mesa cheia e, para isso, precisamos estar constantemente procurando outras oportunidades para adquirir monazita, comprar monazita, talvez comprar outros projetos para obter monazita. Precisamos garantir que podemos enviar pelo menos 50.000 toneladas por ano de monazita para manter essa fábrica cheia. E para isso, precisamos avançar em Toliara, Toliara, o projeto Vara Mata, como é chamado agora, é um elemento crítico para o sucesso junto com a fase dois, então estamos fortemente focados nisso. Quando se trata de recursos humanos e eu tenho, pedi para o Oscar passar alguns minutos falando sobre nosso lado de RH e do lado de talentos e força de trabalho. Achamos que o melhor talento do setor, mas precisamos desenvolver esse talento porque temos planos de crescimento ambiciosos pela frente. Então vamos recrutar e reter os melhores talentos. Queremos manter essa cultura de equipe de alto desempenho que criamos e estabelecemos, mas precisamos mantê-la e depois precisamos definir as capacidades da força de trabalho e os pipelines de sucessão. Precisamos garantir que temos pessoas para substituir quando alguém. É promovido ou muda para outro cargo ou, sabe, talvez ganhe na loteria e saia. Precisamos garantir que temos um bom planejamento de sucessão. No lado dos ativos, o Moinho White Mesa é realmente a joia da coroa. Então precisamos manter nossa produção de urânio e depois precisamos descobrir e garantir que podemos expandir. E com a fase dois para terras raras, assim como as fases 1B e 1C, eles nos permitirão produzir os minerais pesados, os minerais pesados de terras raras. Portanto, precisamos reduzir riscos e garantir que tenhamos uma vida útil longa dos ativos para continuar alimentando White Mesa, e depois precisamos disso quando se trata de ativos. Continue com a mineração de urânio. Então desenvolvendo a Roca Honda, expandindo a LaSalle e alguns outros ativos de urânio. Do ponto de vista financeiro, precisamos assinar acordos de aceitação do cliente e continuar a buscar. Oportunidades de vários governos, já dissemos o governo dos EUA aqui, mas o governo australiano também apoia muito o que estamos fazendo e oferece apoio financeiro ao Donald, por exemplo. E então precisamos buscar oportunidades financeiras de fontes comerciais. Então, nós, sabe, estamos buscando maneiras de continuar buscando oportunidades de financiamento. E então, finalmente, estamos crescendo rapidamente, estamos expandindo rapidamente. Temos que garantir que temos os processos e sistemas para acompanhar tudo o que estamos fazendo, que são sistemas, sabe. Patentes para processar nossos isótopos. São todos os processos em torno disso. Então, próximo slide. Antes de desenvolvermos nossas prioridades sobre como iríamos chegar lá, tivemos que elaborar algumas considerações e insights para garantir que essas prioridades fossem alcançáveis. Então, para isso, primeiro quisemos priorizar quais são as ações mais importantes que precisamos fazer para ter sucesso. Reconhecemos que há um enorme trabalho pela frente e temos planos de crescimento agressivos. Tivemos que pensar em como avaliar regularmente essas prioridades. E precisamos estar preparados para mudar de rumo. Então, deixe-me dar um exemplo. Sabe, se, por exemplo, Vara Madda for atrasada e isso resultar em um atraso para levar a monazita para a fase dois, o que vamos fazer e como podemos mudar de rumo? E já estamos pensando nesses cenários hipotéticos e pensando sobre. Quais outras fontes de ração de monazita podemos enviar para Blanding para White Mesa? Então precisamos mudar de rumo se for preciso e precisamos ser ágeis. Queríamos focar em passos práticos para alcançar nossa visão. Então, em vez de simplesmente. Meio que descartar comentários e objetivos. Tínhamos que garantir que tínhamos metas realmente alcançáveis. Como Mark disse, você sabe que o sucesso do nosso futuro está em executar agora esses planos agressivos de crescimento e crescimento. Então, sabe, sentar e dizer, ok, temos que dar um passo de cada vez, vamos dividir todas essas grandes metas ambiciosas em pequenos passos, por assim dizer, que possamos alcançar um passo de cada vez. E então, por fim, tivemos que levar em conta o fato de que precisamos ser disciplinados quando se trata de aspectos financeiros. Temos tido muito sucesso. Como Mark disse, sabe, hoje estamos com quase um bilhão de dólares de liquidez. Temos um valor de mercado de 5 bilhões de dólares. Estamos em uma posição incrivelmente boa, mas podemos gastar esse dinheiro muito rápido se não tomarmos cuidado. Então, precisamos manter algum nível de disciplina financeira enquanto avançamos. Então, o próximo passo foi realmente falar sobre as prioridades e nossa primeira prioridade é estratégia de pessoas e estabelecer uma base forte centrada nas pessoas, e para falar sobre isso, perguntei ao Oscar e ao Oscar, não temos muito tempo. Então, se puder tentar ser breve, eu realmente agradeceria.
Oscar German 36:03 É, sem problemas. Ótimo. Obrigado, Ross. E olá a todos. Bua ***** para meus bons amigos no Brasil. Se puder, Kim, vá até os slides. Vou falar um pouco sobre a estratégia de pessoas. Acho que o tema principal aqui é que temos uma estratégia de pessoas, uma que nos permite ser mais proativos em vez de reativos, uma que nos permite fazer a transição de um foco mais tático para um foco mais estratégico, certo. Então quero compartilhar. E fale sobre alguns slides que vão explicar no que estamos focando em 20262037 e 2028. Então é um roteiro de três anos. Então deixe-me te mostrar alguns slides. Há mais material nisso que se acumula quando entrei em julho do ano passado. Ano do estado atual para como será o estado futuro. Então, próximo slide, por favor. Como Ross afirmou, houve quatro iniciativas-chave, os motores estratégicos que surgiram da nossa reunião estratégica fora do local, e o tema principal para mim foi que todos esses fatores estratégicos. Só seria possível se formos realmente honestos com nossos funcionários, certo? Então isso realmente foca em nós, certo? Cada um de nós, como funcionário, o que vamos entregar, vai para o próximo. E a partir daí criou realmente um modelo simples de proposta de valor para funcionários. Então, se vamos focar nos funcionários, no que realmente precisamos focar? Os imperativos, os imperativos estratégicos são que precisamos ter uma estrutura sólida de RH. O que isso significa? Folha de pagamento, remuneração, benefícios precisam funcionar. E precisam funcionar bem, eficácia organizacional. O que isso significa que temos que ficar, temos que criar uma cultura de equipe única alinhada, certo, não ter esses silos? E hoje estamos passando por esse desafio porque compramos alguns negócios que vêm com a cultura deles, e precisamos integrar. Quero dizer, energia de combustíveis e habilidades está em torno do que nós, quais habilidades temos hoje e do que precisamos no futuro? Temos um pipeline de talentos pronto para intervir caso algo aconteça com nossos líderes-chave, para os papéis-chave e certos, e isso será apoiado por essas ações estratégicas. Hoje estamos focando em recrutamento e retenção, desenvolvimento de pessoas, gestão de talentos, recompensas totais, engajamento cultural e, então, a excelência no serviço de RH é a base. É aí que falamos sobre remuneração e benefícios da folha de pagamento. Próximo slide.
Assim, também criamos o que chamamos de declaração de proposta de valor para funcionários. Por que as pessoas querem trabalhar na Energy Fuels e por que querem ficar aqui? E aqui está o que acreditamos sobre a equipe de RH. Isso é algo que eu criei. A equipe de RH endossou totalmente e fizemos algumas mudanças, mas na Energy Fuels atraímos. Criativos, enérgicos e proativos que dão vida a ideias. Nossas equipes são construídas sobre valores fundamentais fortes e juntos nossa cultura de vitória, onde colaboração, excelência e paixão resultam no Dr. Reconhecemos e recompensamos todos os dias aqueles que se destacam, e estamos comprometidos em desbloquear todo o potencial do nosso povo. Junte-se a nós para construir a melhor empresa. E cultura na indústria de mineração. É nisso que acreditamos, por que as pessoas querem trabalhar conosco e por que as pessoas querem ficar. Tudo isso se baseia em nossos valores, integridade, respeito, trabalho em equipe, excelência operacional e segurança. Próximo slide, Kim. Hoje mencionei os cinco pilares. Por trás desses pilares, há iniciativas-chave acontecendo neste momento de forma muito estruturada. Temos projetos que criamos. Esses projetos foram atribuídos à equipe de RH. Cada membro da minha equipe de RH tem projetos designados.
Oscar German 40:07Por causa do tempo, não posso compartilhar, mas se você for para o próximo slide, posso destacar apenas algumas iniciativas-chave. Por exemplo, precisamos preencher algumas das posições-chave. No momento, estamos no processo de preencher o cargo de Diretor de Operações. Temos uma lista curta de candidatos, políticas e procedimentos de RH. Precisamos disso. Hoje em dia, nos tornamos muito reativos. Alguns aqui nos EUA estão engajando, recentemente, os bônus que pagamos. Sabe, os impostos que vieram disso são questões de procedimento. E em vez de sermos reativos, precisamos ser proativos para que isso não aconteça de novo, certo? São essas coisas que estamos falando. Então, nos planos de sessão, como enfatizamos, precisamos de um suplente, um banco forte pronto para assumir funções conforme necessário. Então vamos ser. Trabalhando nisso, tudo isso aqui, excelência no serviço, nossos ótimos colegas no Brasil sabem que estamos negociando benefícios para eles em 2026. E aqui estão mais alguns. A última para mim é fundamental, e é essa que é. Será que podemos chegar a uma cultura coesa A1 para Combustíveis Energéticos? E esse é o nosso esforço porque, no fim das contas, é isso que vai nos ajudar a ter sucesso no futuro. Então, deixe-me parar por aqui porque, mais uma vez, estamos com pouco tempo e queremos garantir que você tenha a oportunidade de fazer qualquer pergunta. Valeu, Ross.
Ross Bhappu 41:36Obrigado, Oscar. Olha, acho que todo mundo pode ver que estamos dando grandes avanços no nosso trabalho de RH e no trabalho que o Oscar está liderando. Como já comentamos, somos uma organização muito global e estamos reunindo todos em uma só equipe, garantindo que estamos.
As políticas de geração são consistentes em escritórios ao redor do mundo, o que é um verdadeiro desafio e, sabe, tiro o chapéu para Oscar e sua equipe por terem trabalhado incansavelmente nas últimas semanas em nosso programa rígido e no LTIP e. Todos os aumentos de COLA, tem sido uma tarefa enorme. Então, quando falamos da nossa próxima prioridade, prioridade dois, é focar em executar com sucesso os projetos atuais e planejados e fazer isso com excelência. Uma coisa é construí-los, mas é outra coisa construí-los com excelência e, então, você sabe o que temos em mente, White Mesa Mill, temos as fases 1B e 1C. Temos o trabalho de licenciamento para a fase dois. Há uma quantidade enorme de trabalho acontecendo em Blandding, ao redor da White Mesa Mill. Temos nosso projeto Donald na Austrália e, nesse projeto, estamos buscando tomar uma decisão financeira ou de investimento final aqui nos próximos meses. Que esse projeto está pronto para ser usado. Ele tem todas as suas permissões em vigor. O que precisamos para começar é que precisamos. Para finalizar nosso financiamento e finalizar, finalizar alguns dos acordos de aquisição que temos para esse projeto, mas pode ser que levará cerca de dois anos para ser construído, mas pode ser nosso primeiro produtor, produtor constante de minerais de terras raras e areias minerais pesadas. General Sands, fechamos a aquisição da ASM. Anunciamos essa aquisição há algumas semanas, mas precisamos obter aprovações do governo australiano e finalizar isso. Então, esperamos que uma delas esteja pronta até o final de junho ou início de julho. Já temos o trabalho com radioisótopos, então esperamos construir uma planta piloto na White Mesa Mill e produzir amostras de rádio 226 e 228 nessa instalação. E então, finalmente, temos o projeto Bahia e esperamos ter um escopo. Estudo de mudança realizado na Bahia em algum momento ainda este ano. Então, muitas prioridades muito ambiciosas na execução. A próxima prioridade tem a ver com financiamento e desembarque, e você sabe que temos esses planos ambiciosos que vão exigir uma quantia enorme de dinheiro. Então, próximo slide, Kim, se conseguirmos fazer isso. Isso vai exigir uma quantia enorme de dinheiro, então precisamos concluir nossos acordos de financiamento e de desembarque para apoiar o desenvolvimento desses objetivos de alta prioridade. E, como mencionei antes, temos mantido discussões com o governo dos EUA para potencialmente conseguir ajuda lá. Certamente não queremos colocar todos os ovos nessa cesta. Então, temos conversas com bancos comerciais e fontes comerciais, mas também temos discussões. O que é realmente interessante é que Deb Bennethum tem discutido possíveis consequências. Com os consumidores, as pessoas que vão comprar nossos produtos. Então são os fabricantes de carros, os contratados de defesa, a indústria eletrônica e todos estão muito, muito preocupados em não terem uma fonte de material e ração para eles. Para o ambicioso plano de crescimento deles. Então é uma combinação legal ali. Então, muito trabalho de financiamento e de offtake. O projeto Donald é fundamental. Olha, urânio, o lado do urânio é outro que não podemos perder de vista. Temos esses momentos empolgantes. Oportunidades em terras raras e areias minerais pesadas de titânio, mas nossa base lá, não podemos perder de vista o fato de que somos o maior produtor de urânio e queremos manter isso, então precisamos continuar nossos acordos de retirada e vendas de urânio. E nossa quarta prioridade é a estrutura organizacional e o modelo operacional. E por isso estamos trabalhando muito para definir como será o futuro modelo operacional global em crescimento. Parte disso depende, como o Oscar disse, estamos recrutando um Diretor de Operações. Gostaríamos que essa pessoa provavelmente tivesse influência em como a empresa será gerenciada do ponto de vista operacional. No futuro, mas esperamos que até o final de março tenhamos mais clareza sobre como será essa estrutura operacional e, com base nisso, iremos atualizar nosso organograma. Não esqueça que temos ASM sendo adicionado à mistura e precisamos adicionar a equipe de ASM à organização. Estrutura organizacional. Então, veja, o que eu diria é que todos estão trabalhando extremamente duro, há uma quantidade enorme de trabalho acontecendo ao redor do mundo. E então, no slide seguinte, o que eu queria fazer era destilar todas essas prioridades para definir quais são as metas que estamos tentando alcançar este ano. O que vamos medir ou pelo nosso conselho de diretores quando fizerem a análise do STIP e quando fizerem bônus para o próximo ano? Tudo começa com meio ambiente e segurança. Então precisamos aumentar a segurança. Vamos fazer isso aumentando o treinamento e a auditoria. Segurança é a nossa prioridade número um e nunca podemos ignorar isso. Queremos melhorar nossos indicadores ambientais de 2025, então queremos mostrar melhorias e melhorias crescentes em nossa gestão ambiental. Já conversamos sobre todas as questões que estão acontecendo do ponto de vista dos recursos humanos, muita atividade acontecendo nessa área. Do ponto de vista operacional, estamos buscando minerar entre 2 e 2,5 milhões de libras de urânio. Estamos planejando processar e moer entre 1,2 e 1,7 milhão de libras através da White Mesa. Na White Mesa Mill, queremos continuar concluindo a recuperação e descomissionamento da Kwale. É interessante e vou tentar enviar algumas fotos em algum momento do fato de que já plantamos 260.000 árvores. Deixe-me repetir 260.000. E árvores foram plantadas na instalação de rejeitos do projeto Kwale. É uma conquista incrível, incrível. E então queremos avançar nos planos para minas de urânio. Então, acho que precisamos explorar o potencial de como vamos substituir o Pinyon Plain quando ele eventualmente ficar sem minério. Certifique-se de que temos outras fontes de ração para o moinho. Do ponto de vista estratégico, as iniciativas da White Mesa Mill são vastas e já falamos sobre essas 1B1C e a fase dois. Então, precisamos continuar expandindo e melhorando a engenharia e o licenciamento para a fase dois. Temos que avançar Donald e Bahia. Donald, novamente, esperamos uma decisão de investimento muito em breve e, Bahia, precisamos continuar focados em alcançar esse estudo de escopo, porque vamos precisar desse ração para a fábrica de White Mesa mais cedo do que tarde.
Vara Madda, uma enorme quantidade de trabalho acontecendo lá, para obter a comunidade, a licença social para operar e avançar nosso acordo de investimento com o governo de Madagascar até aqui, esperançosamente, daqui a um ano. ASM, precisamos fechar essa transação e integrá-la à Energy Fuels. Queremos continuar explorando oportunidades de magnet e Mark e eu fomos abordados por vários produtores de magnet que estão realmente preocupados com onde vão conseguir sua ração no futuro, então estão conversando conosco sobre você sabe como.
Talvez possamos fazer parceria de alguma forma e depois radioisótopos de novo, eu, eu, sabe, eu só, penso que de todos que são impactados pelo câncer, você sabe, essa é uma oportunidade muito, empolgante para nós, que mal podemos esperar para ver o que podemos fazer lá. E, finalmente, um dos nossos principais objetivos é manter nossa posição. Como Mark disse antes, estamos no topo ou perto do topo da lista em termos de empresas de urânio e terras raras em termos de desempenho no preço das nossas ações, e não queremos perder isso. Queremos manter isso daqui para frente. E então, veja, o slide final, só quero dizer o que tudo isso significa para você e o que esperamos que isso signifique que haja clareza, clareza sobre o futuro dos Combustíveis Energéticos. A Energy Fuels está nesse caminho incrível de sucesso e crescimento. Queremos garantir que você faça parte disso, que nossa missão, visão e valores expliquem para onde queremos chegar e como isso se encaixa no seu papel de longo prazo na empresa e no crescimento. A segurança no emprego é muito importante. Queremos que você confie em nós como equipe de liderança. Que estamos fornecendo direção e queremos tentar reduzir um pouco da incerteza que existe por aí. Por fim, falamos sobre como a Energy Fuels é e continua se tornando global, e queremos que todos sejamos uma equipe com um padrão. Todos queremos trabalhar sob valores compartilhados. Queremos trabalhar, com certeza, garantir que todos estamos operando com segurança e continuando a trabalhar com segurança em todas as nossas operações. Então, com isso, quero agradecer a todos. Quero agradecer ao Oscar e ao Mark por ajudarem com isso e nossa equipe em segundo plano, Kim, Fiona e Taylor que ajudaram a se destacar. Juntos, tem sido ótimo e agora adoro abrir para qualquer dúvida que vocês tenham. Então, Mark, Oscar e eu estaremos preparados para responder a essas perguntas.
Kim Casey 51:19E só para lembrar a todos, se quiserem fazer uma pergunta, há novamente uma seção de perguntas e respostas no topo do Hum.
Da tela. Se você clicar nisso, terá a oportunidade de enviar uma pergunta e certamente adoraríamos respondê-la. Certamente queremos ter uma cultura em que todos se sintam confortáveis e livres para fazer perguntas. Da liderança daqueles que são líderes não só de toda a empresa, mas também dos líderes do nosso local. E se tivermos algum dos nossos líderes de site online que talvez saiba de algumas perguntas que suas equipes gostariam de aprender, por favor, peço que façam isso. Pode enviar uma pergunta para que possamos analisar e responder a elas. Um.As você, ah, e parece que temos perguntas, então vou fazer uma em nome de Ivanir. O Brasil possui as segundas maiores reservas de elementos de terras raras do mundo. Grande parte ainda não foi explorada, dado o ambiente amiga da mineração do país. E nossa experiência positiva de aprendizado com o projeto Bahia. Você vê isso como um momento decisivo para a Energy Fuels expandir materialmente sua presença no Brasil?
Mark Chalmers 52:41 Evan aqui, eu, eu vou querer ir. Vou tentar responder isso. Olha, eu acho que o segredo é não termos limitações sobre onde avançamos nossas oportunidades, incluindo o Brasil. Você certamente estará ciente disso.
Ross Bhappu 52:42 Bem, veja só.
Não, por favor, por favor, por favor. Sim.
Mark Chalmers 52:57Pelo menos aqueles no Brasil que, sabe, focamos em areias minerais pesadas no Brasil, mas também há várias empresas com argilas iônicas e muitas dessas empresas conversam conosco. Então, a resposta é sim, poderíamos expandir. De maneiras diferentes no Brasil, mas também poderíamos expandir de maneiras diferentes na Austrália, na África e em todo o mundo, até mesmo nos Estados Unidos.
Ross Bhappu 53:23Concordo totalmente com isso. Acho que há muitas oportunidades no Brasil e vamos continuar oportunistas e, à medida que essas oportunidades surgem, vamos analisá-las com muita atenção.
Kim Casey 53:37OK. Bem, se não parece haver mais perguntas no momento.
O que vou dizer é que vou colocar um QR code na tela. Se você tem interesse em analisar esse deck por conta própria, vale a pena dar uma olhada. Você pode acessar este código QR. Ele vai te levar a um site ou página em nosso site. Também vamos trabalhar. Para colocar as transcrições em cima, traduzidas para nossos idiomas e no nosso site. Então. Então, por favor, se você tiver seu celular à mão, pegue o código QR e esperamos fazer muitos outros desses no futuro. Achamos que essa é uma boa oportunidade para todos. Comunique-se aqui por nossa liderança e também faça cada vez mais perguntas no futuro. Então, obrigado novamente a todos e tenham uma tarde maravilhosa. Tchau, tchau.
Ross Bhappu 54:38É. Obrigado a todos. Agradeço. Certo.
Oscar German 54:40Obrigado. Obrigado.
Kim Casey 54:42Ah, acabamos de receber um novo post. Espera, não vá a lugar nenhum. Temos uma nova pergunta. Sabemos o que temos pela frente para Nick no Nichols Ranch? Acabei de conseguir colocar antes do limite ali. Nichols Ranch.
Mark Chalmers 54:57É, olha só, o Nichols Ranch é um ativo crítico e importante para nós. Quero dizer, o que estamos esperando, e não estamos esperando porque estamos fazendo uma perfuração, é só para o mercado subir para apoiar a retomada do Nichols Ranch.
Ross Bhappu 54:57Marca, você quer pegar isso?
Mark Chalmers 55:16Com o preço certo do urânio e, sabe, uma ou duas semanas atrás estávamos em 100 dólares e depois voltou para 90 dólares. Então ainda estamos construindo nosso portfólio de contratos. Ainda vemos o Nichols Ranch como alguém capaz de contribuir para nossa produção enquanto crescemos o ritmo. Mas a diferença entre ISR e convencional é que são duas. Primeiro, com minas convencionais, você pode minerar aquela mina e parar de minerar literalmente naquele dia e não precisa mais minerar. Você não precisa processar isso ou pode começar e parar muito rápido. Agora não estamos planejando parar as minas convencionais com ISR. Quando você sai e monta um campo de poço, leva cerca de um ano para colocar o campo de poço. Você leva três anos para extrair o urânio para o campo do poço e depois precisa restaurar esses quilos que você consegue. Minerado, que pode levar vários anos, talvez 5 ou 10 anos. É um pouco incerto. Então, a principal razão pela qual ainda não apertamos um botão no Nichols Ranch é 1 o preço de venda que podemos conseguir atualmente pelo urânio, mas estamos chegando perto e o fato de que o. Convencional é muito, muito capaz de começar e parar muito rápido, enquanto no ISR você precisa desses contratos de longo prazo que duram 789 anos para completar o ciclo.
Kim Casey 56:42Ah, e temos outra pergunta, então vou perguntar essa. Por que isso acontece? Isso é do Rob Bowring. Por que parece que empresas menos comprovadas estão recebendo todo o amor e apoio em investimentos, tanto privados quanto do governo?
Mark Chalmers 56:58Ross, vou deixar você responder essa.
Ross Bhappu 56:58É.
Sabe de uma coisa, é uma ótima pergunta. Veja, um dos motivos é que a Energy Fuels não esteve em Washington pedindo uma esmola. Temos focado em alcançar o sucesso. Temos nos concentrado em demonstrar que podemos produzir NDPR.
Ross Bhappu 57:20 E DY e queríamos ter isso sob conta antes de conversar com autoridades governamentais para conseguir apoio. Há muitas empresas que nos anteciparam com boas apresentações em PowerPoint, como o Mark gosta de descrever, com armazéns, armazéns enormes que um dia vão preencher com algo.
E eles nos anteciparam, e é uma pena porque escolhemos um caminho diferente. Escolhemos demonstrar que poderíamos ter sucesso e então saímos e pediríamos apoio, então hoje temos a atenção do governo dos EUA. Acho que estamos chamando a atenção de analistas e corretores. Sabe, acho que o fato de sermos uma empresa de capitalização de mercado de 5 bilhões de dólares hoje demonstra que o mercado valoriza o que estamos fazendo. Mas não estávamos, não estávamos na linha de frente na entrega de cheques do governo e sentimos que seguiríamos uma abordagem diferente, e acho que isso vai ser um sucesso para nós.
Ross Bhappu 58:16 Mas esse foi o caminho que escolhemos.
Mark Chalmers 58:18É. E vou acrescentar que adquirimos vários bens e fomos agentes e, quando entrei no governo dos EUA há 3-4 anos, disseram que você era o único que não pediu dinheiro e eu disse. Ainda não. OK, vai chegar um dia em que vamos pedir dinheiro. Então, mas sim, como Ross disse, muita gente entrou e prometeu o mundo e muitos deles. É interessante porque, só porque parece que eles têm dinheiro, eles ainda não têm. Muitos deles são empréstimos e pode ser muito prescritivo. E em, sabe, pode haver marcos. Então, sabe, há muitas empresas que têm um comunicado de imprensa dizendo que receberam o dinheiro, mas não têm. E apostaria que 50 a 75% nunca veem nenhum valor porque nunca atingem seus marcos ou os requisitos prescritivos desses acordos.
Ross Bhappu 59:16Olha, sim, obrigado a todos. Mark, obrigado por isso. Concordo totalmente. Boas perguntas. Estamos ansiosos para continuar realizando essas reuniões públicas daqui para frente, como disse Kim. Mas veja, eu acho que o motivo de sermos bem-sucedidos hoje é porque todos vocês, todos vocês e todos vocês que estão trabalhando. Muito difícil. E acho que o Mark e eu diríamos que a única coisa que enfatizaríamos é trabalhar com segurança lá fora, porque não há nada mais importante para nós do que sua segurança. Então. Então sim, obrigado a todos pela participação. E Mark, não sei se você teve algum último.
Mark Chalmers 59:50Não, não, eu acho, eu acho, sabe, temos muito espaço imobiliário para cobrir e, sabe, quando fecharmos a ASM, vamos adicionar, sabe, a Coreia do Sul com uma fábrica de metais na Coreia do Sul, outro fuso horário e, sabe, outro país, então. Mas para finalizar, estamos focados em fazer algo extraordinário, não apenas em tricotar com tudo. Poderíamos ter ficado apenas no ramo de urânio. Sabe, estaríamos minerando Pinyon Plain, estaríamos minerando LaSalle, mas nossa nossa estratégia é maior do que isso e trata-se realmente de fazer algo que, sabe, saia da nossa zona de conforto e olhe para o futuro, especialmente nesses elementos críticos que realmente não eram vistos como críticos se você olhar para trás 10 ou 20 anos, Mas agora são, e são os blocos fundamentais da tecnologia moderna. E as eficiências modernas, então rebatizamos a empresa. Estamos reconstruindo a empresa agora e olhando para o futuro.
Ross Bhappu 1:00:57Ótimo. Bem, obrigado novamente, pessoal. Agradeço muito seu tempo e tenha um ótimo resto de dia.
Oscar German 1:01:06Obrigado. Tchau, tchau.
Transcrição interrompida
SWAHILLI
Nishati Inachochea Afrika na Australia Town Hall-20260219_040116UTC-Meeting Recording
Februari 18, 2026, 4:01AM
59m 34s
Kim
Casey Halo, karibu kila mtu na Asante sana kwa kujiunga nasi jioni hii. Mimi ni Kim Ronkin Casey na mimi ni Mkurugenzi wako wa Mahusiano ya Wawekezaji na nilitaka tu kuchukua muda kabla ya kumkabidhi Ross.
Kim Casey 0:35Rais wetu, Ross Bhappu, vipande vichache tu vya utunzaji wa nyumba ili ujue jinsi ya kuwezesha ukumbi huu wa jiji. Juu ya skrini yako, unapaswa kuona chaguzi kadhaa.
Ikiwa ungependa kubadilisha na kuongeza unukuzi wa moja kwa moja katika lugha nyingine, njia ya kukamilisha hilo iko juu ambapo neno ni zaidi na kuna nukta tatu ndogo. Mara tu unapobofya hiyo, utapata menyu kunjuzi ambayo ina lugha na hotuba. Na inakupa kisha uteuzi wa manukuu ya moja kwa moja. Mara tu unapowasha hiyo, utaona manukuu ya moja kwa moja kwanza kwa Kiingereza chini ya skrini. Katika sanduku hilo upande wa kulia, kuna chini ya picha kuna ikoni ya gia, aina ya mduara. Na spikes karibu nayo. Ukibofya hiyo pia utaenda kwenye mipangilio ya lugha ambapo unaweza kupata ambapo itafungua chaguo kwako kubofya kugeuza ili kuwasha kutafsiri kuchagua lugha kwa wakati huu kwa wale walio karibu. Ulimwengu. Tunachokuwa nacho kwa chaguzi ni fursa ya kutafsiri kwa Kifaransa au kuongoza kwa Kiingereza. Tunajitahidi kuongeza lugha za ziada katika tafsiri ya moja kwa moja kwa kumbi za miji zijazo na tutakuwa na nakala ya hii. Uwasilishaji kwenye ukurasa wa wavuti ambao unaweza kufikia. Utajifunza jinsi ya kufanya hivyo mwishoni na tutafanya kazi kutafsiri nakala, maandishi ya kutafsiri kwa Kiswahili na Kimalagasy.Kipande kingine ambacho ningependa kuhakikisha kila mtu anaelewa kwa sababu hakika tunahimiza maswali mwishoni mwa uwasilishaji. Pia juu utaona chaguo la Maswali na Majibu. Ukiwasha hiyo, utafungua pia Maswali na Majibu.
Kim Casey 2:46Sehemu upande wa kulia wa skrini yako ambapo mtu yeyote anaweza kuwasilisha swali. Tutajitahidi tuwezavyo kupitia maswali mengi kadri tuwezavyo ndani ya muda uliowekwa na kisha tutafanya kazi pia kupata majibu kwa yale ambayo hatuwezi kuyafikia, labda kutuma yale kwenye jarida letu linalokuja au katika siku zijazo.
Pia, ikiwa kuna baadhi ya maswali ambayo yatajibiwa vyema na timu mahususi katika maeneo mahususi, tutakuuliza uwasiliane na uongozi wako kwenye tovuti na watakusaidia kujibiwa maswali hayo. Na pamoja na hayo, nitaikabidhi kwa Ross kufanya utangulizi na kushiriki baadhi ya watu ambao watakuwa kwenye skrini leo na kushiriki nawe. Asante tena kwa kuja na kujiunga nasi leo.
Ross Bhappu 3:38Asante, Kim. Angalia, asante kila mtu kwa kuwa hapa. Ni vizuri kuwa na wewe. Ni vizuri kuweza kufanya ukumbi huu wa jiji. Kwa kweli inashangaza sana. Tunafanya hivi kote Australia, Kenya na Madagaska na kisha hapa Merika. Kwa hivyo ni teknolojia ya ajabu. Kwa hivyo natumai inafanya kazi na natumai unaweza kuniona kwa sababu siwezi kukuona. Lakini ningependa kumtambulisha Afisa Mkuu Mtendaji wetu, Mark Chalmers. Mark yuko kwenye mstari na mimi hapa. Sijui kama atajitokeza au jinsi hiyo inavyofanya kazi, lakini yupo.
Mark Chalmers 4:11
Ndio,. Angalia na asante. Asante Ross. Na tena unajua tunaangalia fursa hii nzuri ya kutoa habari zaidi juu ya kampuni na wapi kampuni inafanikiwa kwenda katika miaka kadhaa ijayo, kwa hivyo. Juu yako. Rudi kwako, Ross.
Ross Bhappu 4:33Kubwa. Asante. Ningependa pia kumtambulisha Oscar German. Oscar ni Makamu wetu Mwandamizi wa Rasilimali Watu Ulimwenguni aliyeko Denver na atachangia. Na kisha pia tuna Andre Grayling, ambaye nadhani wengi wenu au wengi wenu mnapaswa.
Jua tuna Stephen Hay na tuna Themo Giorgio kwamba wote kutoka ofisi ya Perth ambao wote wanahusika katika zoezi hili la kupanga kimkakati ambalo tulifanya. Kwa hivyo kabla sijaanza na tunaweza kuvuta kichwa slaidi juu Kim ikiwa unaweza kufanya hivyo. Ninatujua kweli, kwa bahati mbaya, na ninatumaini, natumai sana kwamba tutatoka kutembelea. Kweli, najua nitakuwa Perth katika siku zijazo sio mbali sana, lakini pia nitatembelea Madagaska na Kenya, mradi wa Kuali. Nimesikia mambo mazuri juu yao yote, lakini kwa bahati mbaya sijafika. Mark amekuwepo, lakini sijafika. Umekuwepo bado. Kwa hivyo tunatazamia kwa hamu. Lakini ningependa kukupa historia kidogo juu yangu kabla hatujaingia kwenye mpango mkakati kwa sababu nadhani inahusiana na jinsi tulivyofanya zoezi la kupanga kimkakati. Kwa hivyo historia yangu, nilisoma uhandisi wa metallurgiska chuoni na zote mbili zinavutia wote Mark.Nilienda Chuo Kikuu cha Arizona huko Tucson, AZ nilifanya kazi. Nilifanya kazi katika majukumu kadhaa ya kiufundi, mwishowe niliamua nilitaka kurudi na kupata digrii ya fedha au kiwango fulani cha biashara. Kwa hivyo nilifanya shahada ya kuhitimu katika uchumi wa madini. Baada ya hapo nilienda kufanya kazi katika kampuni ya uchimbaji madini ya shaba, kampuni inayoitwa Cypress Minerals Company, ambapo nilihusika katika kujenga kiwanda kipya cha kuyeyusha shaba huko Arizona. Niliendesha kiwanda hicho cha kuyeyusha kwa miaka mitatu kama Msimamizi wa kuyeyusha na nilikuwa na uzoefu mzuri ambapo nikiwa na umri wa miaka 30 nilikuwa nikisimamia wafanyikazi wapatao 300-150 katika matengenezo na 150 katika shughuli. Ilikuwa kifungua macho halisi na ilinipa shauku na upendo kwa tasnia hii. Lakini huo ulikuwa mwanzo wa mahali nilipoanzia. Ilianza kutambua kuwa lazima uwe na mkakati, lazima uwe na mwelekeo na lazima uwe na utamaduni ili kufanikiwa. Kutoka hapo nilikwenda Newmont, nikatumia miaka sita kufanya kazi kwa Newmont kama Mkurugenzi wa Maendeleo ya Biashara, kufanya ununuzi, kujifunza jinsi ya kuunganisha kampuni huko Newmont ambazo zilikuwa zikipata na hiyo ni muhimu. Sehemu ya kufanikiwa kutoka hapo, niliendesha kampuni ndogo ndogo kwa miaka mitatu na kisha miaka 25 iliyopita nikajiunga na kampuni inayoitwa Resource Capital Funds, mfuko wa usawa wa kibinafsi ambapo tulikusanya takriban dola bilioni 4 1/2. Niliwekeza hiyo katika bidhaa 30 tofauti za Uh na nchi 50 tofauti katika kampuni 200 tofauti kama nilivyosema bidhaa 30 tofauti na nchi 50 na kwa hivyo katika uzoefu huo nilikuwa na nafasi nyingi. Na Kim, unaweza kwenda kwenye slaidi inayofuata. Nafasi nyingi za kujifunza jinsi ya kukuza kampuni, jinsi ya kuwafanya wafanikiwe. Na mengi ya hayo yalikuwa yakihakikisha kuwa usimamizi na wafanyikazi, kila mtu aliyehusika alikuwa akifanya kazi katika kuelewa ni nini dhamira ya. Kampuni ilikuwa maono ni nini, kuelewa maadili ya kuoanisha wadau ndani na nje ya shirika. Kwa hivyo tulichofanya na nilijiunga na Energy Fuels karibu miezi sita au saba iliyopita. Na nadhani moja ya sababu ambazo bodi ilinichagua niingie na kufanya kazi na Mark ilikuwa kusaidia kujenga mpango huo mkakati na kukuza hali ya dhamira, maono, maadili kuchukua mali hizi nzuri ambazo kampuni imekusanyika. Na weka mpango mshikamano na unaoweza kutekelezwa pamoja. Kwa hivyo nadhani ufunguo kwetu sasa ni kwamba tuna msingi huu mzuri wa mali, tuna wafanyikazi hawa wa ajabu wewe wenyewe. Sasa tunapaswa kujua jinsi tutakavyotekeleza yote. Kwa hivyo ikiwa tutaenda kwenye slaidi inayofuata. Asante. Mnamo Desemba tuliendesha warsha na ilifanyika hapa Colorado katika eneo la Denver. Tulikuwa na watu 16 kutoka kwa timu yetu ya uongozi mkuu kutoka Perth. Tulikuwa na Andre na Themo. Kwa bahati mbaya Stephen hakuweza kufika kwenye safari hiyo, lakini tulikuwa na fursa nzuri kwa sisi 16 kufanyia kazi maono ya kimkakati ya kampuni. Na nadhani kilichonivutia sana ni kwamba sisi sote 16 tulikubaliana kwa kauli moja juu ya kile tunachotaka kutimiza. Tulifanya hivyo kwa siku tatu na kwa njia, tulikuwa na, Deloitte Consulting ambayo ilikuja na kuwezesha hafla hiyo kwa ajili yetu. Kwa hivyo ilikuwa fursa nzuri sana. Na kwa hivyo tulifafanua mkakati, tulifafanua wapi tunataka kucheza, jinsi tunavyofafanua kushinda. Ni vipaumbele gani vitahitajika kufika huko? Na kisha tumekuwa tukifanya kazi na bado haijakamilika, lakini mtindo wa uendeshaji na utamaduni na kisha hatimaye tukakubaliana juu ya maadili ya ushirika. Kwa hivyo jambo la kwanza tulilofanya ni kwamba tulikubaliana juu ya taarifa ya misheni ni nini. Kim, slaidi inayofuata tafadhali. Tunapoangalia, tunapoangalia taarifa ya misheni, ni nini tunataka kuwa kama kusudi letu ni nini? Kwa nini tupo? Na taarifa ya misheni tuliyokuja nayo, unaweza kuiona hapa. Tunazalisha kwa uwajibikaji madini muhimu ambayo hufanya nishati safi na teknolojia za hali ya juu iwezekanavyo. Na nadhani, unajua, ikiwa utavunja hilo, tunataka kuhusika katika kuzalisha madini muhimu muhimu. Tunataka kuzingatia madini ambayo ni muhimu kwa sekta ya nishati safi na teknolojia ya hali ya juu. Moja ya maeneo muhimu, tunataka kuhusika katika usalama wa kitaifa na hiyo ni hatua muhimu sana. Ni muhimu katika ulimwengu wa Magharibi unapoangalia teknolojia, madini tunayozalisha na ambayo tunazingatia. China inatawala madini hayo yote. Na hapa Amerika, na vile vile Australia, serikali zina wasiwasi juu ya usalama wa kitaifa unaohusishwa na kutegemea China kwa madini haya muhimu. Na kwa hivyo tunataka kuwa sehemu ya kutatua shida hiyo. Shida na kuwajibika kwa jinsi tunavyofanya na hiyo inawajibika kwa wafanyikazi wetu, kuwajibika kwa jamii ambazo tunafanya kazi na kuwajibika kwa wanahisa wetu. Kwa hivyo slaidi inayofuata, tunachukua kusudi la aina hiyo na tunaipunguza kwa maono yetu na maono ni kweli. Tunataka kuwa nini katika miaka 10? Katika miaka mitano? Unajua, tunajiona wapi? Na ilikuwa ya kuvutia sana. Tulipofanya semina hii, sote tulipaswa kujaza noti ndogo za manjano za kunata, kuziweka kwenye ukuta wa chumba ambacho kilikuwa kikifanya kazi kusema, sawa, katika miaka 10.
Ross Bhappu 12:04Kuna Jarida la Wall Street au nakala ya Financial Times juu ya mafuta ya nishati. Kichwa cha habari kitasema nini ? Na kwa hivyo sote tulizunguka chumba na tukaweka maelezo haya ya kunata ukutani na tulipata kuchunguza kile watu walifikiria na. Kile ambacho watu walifikiria Nishati ya Nishati kuwa katika miaka mitano au kumi kutoka sasa na kwa kweli sehemu ambayo tulikuja nayo katika taarifa hii ya maono ni kwamba na unaweza kuisoma hapa, tunataka kuwa mzalishaji anayeongoza ulimwenguni wa madini muhimu. Kuwezesha minyororo ya usambazaji thabiti na kuunda thamani endelevu kwa wateja wetu, watu wetu, wawekezaji na jamii zetu. Na ukivunja hiyo kidogo, namaanisha, unajua, kuna ujumbe kadhaa muhimu huko. Moja ni ya kimataifa na hakuna kinachoweza kuwa. Mfano bora wa hali ya ulimwengu wa kile tunachofanya kwa ukweli kwamba sisi sote tuko kwenye simu hii kutoka, unajua, mabara manne tofauti. Kwa kweli inashangaza unapofikiria juu yake, kile tunachoweza kufanya, tunataka kuzingatia madini muhimu. Na tutazungumza juu ya hilo kwa muda mfupi, lakini karibu kila madini tunayogusa yanachukuliwa kuwa madini muhimu huko Merika na Australia. Tunataka kuwa chanzo cha kuaminika cha malisho kwa wateja wetu na tunataka kuwa endelevu. Tunataka kuwa endelevu kwa wateja wetu, wafanyikazi wetu, wawekezaji wetu. Na jamii ambazo tunafanya kazi. Kwa hivyo hiyo ilikuwa taarifa ya maono na kwamba kutoka kwa maono hayo tulizungumza kwenye slaidi inayofuata juu ya maadili yetu na tunapataje kufikia maadili ambapo tunataka kuwa, jinsi tunataka kutendewa. Na jinsi tunavyotaka wengine watutendee na jinsi tunavyowatendea wengine. Kwa hivyo tulikuja na maadili haya matano yaliyokubaliwa na ilikuwa ya kufurahisha sana kwamba kwa kauli moja kila mtu alikubaliana juu ya kitu karibu sana na haya tuliyokuwa nayo labda. Mifano mingine michache, vitu kama shauku na nidhamu. Lakini kando na watu kadhaa wa nje, unajua, karibu watu wote 16 walikubali kwamba uadilifu ulikuwa muhimu. Unajua, tunataka kufanya kazi kwa uaminifu na uwazi. Heshima. Tunataka kuheshimiana. Tunataka kuheshimu mazingira na jamii. Jamii na tamaduni ambazo tunafanya kazi. Kazi ya pamoja ilikuwa muhimu. Na tena, unapoangalia ukweli kwamba sisi sote ni timu moja hapa inayofanya kazi katika maeneo mengi ya saa na jiografia nyingi, mabara mengi, kwa kweli ni juhudi nzuri ya timu. Ubora wa uendeshaji, tunataka, tunataka kuwa bora, kutoa kwa viwango vya juu zaidi ambavyo tinafanya kazi na kwa nidhamu ya kifedha. Na kisha mwishowe usalama na utunzaji wa mazingira na kweli wakati mimi na Mark tunazungumza juu ya usalama. Hakuna kitu muhimu zaidi kuliko wafanyikazi wetu kurudi nyumbani kila usiku kwa familia zao salama na salama na kwa hivyo usalama hauwezi kupitiwa. Ni aina ya kila kitu huanza na usalama kutoka kwa mtazamo wetu. Kwa hivyo wakati sisi wakati sisi. Aina ya kupunguzwa basi, inachukua nini mahali tunapocheza? Unajua, ni slaidi inayofuata, Kim, ni maeneo gani ambayo tunacheza? Na nadhani nyote mnafahamu hilo. Nishati ya Nishati ilianza kama kampuni ya uranium. Na kwenye slaidi inayofuata, Mark atazungumza kidogo kwa dakika moja tu hapa, atazungumza juu ya historia ya urani, ya Mafuta ya Nishati na jinsi tulivyoingia kwenye urani. Lakini tulipokubaliana na lengo, ni kweli huanza na urani hiyo. Msingi, hapo ndipo tulipoanza biashara yetu. Hiyo ndiyo bidhaa yetu ya msingi. Ndani ya urani, tumegundua kuwa kuna fursa nzuri na matibabu na, ndio, isotopu za matibabu pia huitwa matibabu ya alpha yaliyolengwa. Tunafanya kazi ya ajabu, ya ajabu katika suala hilo. Na hizi ni matibabu ambayo hutumiwa kutibu saratani, aina fulani za saratani, lakini ufanisi wa kile tunaweza kufanya hapa, dawa hizi ni za kushangaza ikiwa tunaweza, ikiwa tunaweza kufanikiwa kuizalisha. Kwa hivyo kutoka kwa uranium, basi tunabadilika kuwa upande adimu wa ardhi wa biashara na tunataka sana kukuza upande adimu wa ardhi. Tumeonyesha kuwa tunaweza kuwa wazalishaji wa ardhi adimu kwa kiwango cha kibiashara. Bidhaa zetu zimehitimu na. Na watumiaji tofauti wa mwisho. Posco ya Kikorea haswa imetumia bidhaa zetu na baadhi ya bidhaa zetu ziko kwenye magari leo, ambayo ni nzuri sana kuona. Kutoka kwa hapo, tumehamia kwenye metali na aloi na nadhani nyote mmesikia juu ya upatikanaji wetu wa ASM ambayo inatusogeza haraka katika biashara hii ya metali na aloi na tunafurahi sana. Tutafunga shughuli ya ASM. Tunatumahi kugusa kuni mnamo Juni na hiyo inatusogeza kwenye ligi tofauti. Na kisha mwishowe tuko vizuri, sio mwishowe, lakini ijayo tunafuatilia sekta ya sumaku, unajua, kwa hivyo, kwa upatikanaji wetu wa ASM, tutatoka migodini hadi chuma na aloi. Hatua inayofuata ikiwa tutachagua kufanya hivyo itakuwa kuingia kwenye sumaku na kwa hivyo tunaiangalia, tunafuatilia fursa huko na kisha mwishowe mchanga wa madini, chanzo adimu cha ardhi ambacho tumekubaliana na ambacho tunazingatia ni monazite. Monazite ni bidhaa ya mchanga mzito wa madini na kwa hivyo tunataka kudumisha hiyo na kukuza uzalishaji huo wa mchanga wa madini kwa kiasi kikubwa kwa lengo la kuongeza uzalishaji wetu adimu wa ardhi kama bidhaa. Lakini mchanga wa madini kwa haki yao wenyewe kama kila mtu kutoka kwetu. Ofisi ya Perth sasa inaweza kuwa na faida kubwa kama bidhaa inayojitegemea. Kwa hivyo jambo lingine moja nitataja tu hapa ni kwamba safu hii ya bidhaa inaturuhusu.
Mark Chalmers 18:11Ndiyo.
Ross Bhappu 18:20Unajua, kuwa na mseto karibu na vyanzo vya mapato na tunafikiri hiyo pia ni muhimu sana.
Mark Chalmers 18:27Ndio. Na nitaongeza tu Ross kwamba na kwa watu wanaosikiliza kwamba unajua hii ni hii, hii inashughulikia mali isiyohamishika nyingi hapa kutoka kwa urani hadi mchanga wa madini na kwa kweli sijui kampuni yoyote ambayo inafanya hivi na hiyo ni nzuri na ni mbaya. Inafanya shirika ngumu lakini mimi pia. Unataka kusema kwamba tunapoangalia mseto huu, ambao nadhani watu wameona katika kampuni moja ya bidhaa, unaweza kuwa tete sana ikiwa umetegemea bei ya kitu kimoja kama urani. Lakini pia katika warsha hiyo alipitia na kuwauliza watu ni asilimia ngapi.
Ya biashara tunapaswa kuwa ndani? Na ilikuwa ya kushangaza sana jinsi kila mtu alikuja kwa uhuru na imani yake ya asilimia ngapi ya biashara itakuwa urani dhidi ya ardhi adimu na mchanga wa madini. Lakini kinachoshangaza sana ni kwamba sekta adimu ya ardhi. Je, sekta ambayo ina fursa kubwa zaidi ya ukuaji kwa muda mrefu kuunda thamani zaidi na mchanga wa urani na madini, unajua, kuchangia hilo kwa kutoa uwezo wa kurejesha urani na kukabiliana na mionzi, lakini pia mchanga wa madini unaotoa monazite. Kwa hivyo muundaji wa thamani kubwa wakati inakuja kutoka kwa mtazamo wa soko ni kinyume chake.
Ross Bhappu 19:54Kwa hivyo na hiyo, kwenye slaidi inayofuata, ningependa kumwomba Mark azungumze kidogo juu ya historia ya kampuni hiyo kwa sababu nadhani ni muhimu kwako kuelewa jinsi tulivyofika hapa tulipo leo. Na Mark amekuwa muhimu sana. Kwa kweli, ni Mark labda hatashiriki nawe hii, lakini Mark amekuwa katika tasnia ya urani.3-4 inakuja kwa miaka 50, baada ya kujenga ndege yetu kuu ya mgodi wa mgodi, ambayo iko Arizona. Kwa hivyo Mark, wacha nikukabidhi na nizungumze kidogo juu ya hilo.
Mark Chalmers 20:26Ndio, asante. Asante, Ross. Unajua, nadhani, nadhani inasaidia kila wakati kwa watu kuwa na uelewa kidogo wa aina ya wapi Mafuta ya Nishati yalitoka. Kama Ross alisema, mwaka huu nimekuwa katika biashara ya urani kwa miaka 50. Mimi ni mhandisi wa madini. Nilianza kama mchimbaji. Sikujua kwamba bado ningekuwa.
Ross Bhappu 20:33
Mhm.
Mark Chalmers 20:46Kufanya.
Miaka 50 baadaye, lakini kwa kweli Energy Fuels ilianza kama kampuni ya kibinafsi katika miaka ya 70 na ilikuwa mzalishaji mkubwa wa urani katika miaka ya 80 na nini. Na hiyo na ilikuwa bendera katika miaka ya 80 huko Merika.Amerika. Lakini kilichotokea ni wakati Energy Fuels ilijenga White Mesa Mill, ulikuwa na Kisiwa cha Maili Tatu. Hilo lilikuwa tukio na kinu cha nyuklia huko Merika. Hakuna mtu aliyeuawa au kitu chochote, lakini ilibadilisha hisia na Nishati ya Nishati, Mafuta ya kwanza ya kibinafsi ya Nishati, kwa kweli yalifilisika.mwanzoni mwa miaka ya 90 kwa sababu bei ya urani ilishuka sana. Kwa hivyo moja ya mambo muhimu ambayo yametokea katika tasnia ya urani kwa muda, na ni tofauti na bidhaa zingine, kwamba umekuwa na swans hizi nyeusi. Umekuwa na Kisiwa cha Maili Tatu, ambacho kilikuwa katika miaka ya 70. Ulikuwa na Chernobyl,Ambayo ilikuwa katika miaka ya 80. Na kisha ulikuwa na Fukushima, ambayo ilikuwa karibu miaka 1314 iliyopita mnamo 2011. Na hiyo imeunda Rd ya miamba na vilele vingi na mabonde katika tasnia ya urani. Kwa hivyo, kwa hivyo nishati ya kibinafsi huchochea. Alifanikiwa sana katika siku za mwanzo katika miaka ya 80 na kisha alikuwa na Kisiwa cha Mile tatu kisha tukawa na mapumziko. Tuliiita coma miaka baada ya hapo, ambapo hakukuwa na hamu kubwa katika nishati ya nyuklia kwa ujumla. Sijawahi kuona tasnia ya nyuklia ikionekana kuwa nzuri hivi sasa ulimwenguni kwa sababu watu wako. Kuzingatia nishati ya mzigo wa msingi, uzalishaji mdogo wa kaboni, lakini pia wanaangalia vituo vya data na akili ya bandia kwa ukuaji mkubwa wa hitaji la umeme ulimwenguni kote. Kwa hivyo unaposonga mbele kidogo mali ya mafuta ya nishati.
Mark Chalmers 22:43Iliendelea kuishi kwa miaka kadhaa, lakini mnamo 2005 bei ya urani ilianza kupanda tena na kulikuwa na Mafuta ya Nishati ya umma, hakuna uhusiano na kila mmoja isipokuwa jina, lakini ilikuwa kampuni ya umma ambayo iliundwa mnamo 2005 na iliundwa na wanandoa wa zamani.
Wafanyakazi wa Energy Fuels, George Glaser na Steve Antony. Na kulikuwa na kipindi ambacho 2005 hadi 2012, ufufuo wa nyuklia ulianza kupata miguu tena. Kila kitu kilianza kuonekana kizuri sana. Kila kitu kilikuwa kizuri. Bei ya urani ilikuwa ikipanda na kisha. Tulikuwa na Fukushima mnamo 2011 na ilirudisha bei ya urani chini karibu 80% na migodi yote iliacha biashara tena au ikaendelea kusubiri. Kwa hivyo imekuwa tena hii, hii, barabara hii ya miamba ya vilele na mabonde. Katika sekta ambayo inasukumwa zaidi kwa sababu ya watu wanaogopa nguvu za nyuklia. Kwa hivyo kilichotokea ni baada ya Fukushima, mambo yalipungua. Ilishuka hadi watu wapatao 100 na hatukujua ikiwa tunaweka taa mwaka hadi mwaka katika hizo chini. Miaka kwa sababu ya hali hizo za soko. Kwa hivyo kilichotokea ni.
Tulianza kuona bei ya urani inakuja. Tulianza kuona na katika miaka hiyo ya chini tulifanya mambo mengi. Tuna kile tunachokiita malisho mbadala, lakini tulikuwa katika hali ya kuishi, lakini tuliweka leseni zetu na miundombinu yetu na maarifa yetu mengi. Kwa hivyo ukienda kwa. Slaidi inayofuata, wakati wa 2020, basi ulikuwa na COVID na kwa kweli tulianzisha wazo la biashara adimu ya ardhi wakati wa kipindi cha COVID na watu wengi walikuwa wakiifanyia kazi kutoka nyumbani wakati wa COVID. Kwa hivyo kilichotokea ni kwamba tulianza kusindika na kupima monazite. Na tulifanya maendeleo ya haraka sana na hiyo. Na kwa kweli tulifanya maendeleo zaidi, naamini, kuliko mtu yeyote ulimwenguni kote mbele hiyo. Na mnamo 2020, tulianza kuendeleza uzalishaji wetu wa urani tena kwa sababu bei ya urani ilikuwa ikipanda. Nilipitia kipindi hiki, kama wengi wenu mnavyojua, ambapo tulianza kupata miradi mizito ya mchanga wa madini kote ulimwenguni, kuanzia na Bahia na ubia wa Donald na upatikanaji wa Base. Na kinachoshangaza sana ni kwamba kweli. Kwa kufanya hayo yote, tumewashinda wenzetu katika kipindi cha miaka minne au mitano iliyopita linapokuja suala la sekta ya urani, ardhi adimu na mchanga mzito wa madini. Na kinachofurahisha ni wakati mwingine urani inaweza kuwa juu, ardhi adimu inaweza kuwa chini au au mchanga mzito wa madini unaweza kuwa chini kama tunavyoona hivi sasa. Mchanga mzito wa madini umekuwa na.ungejua kuwa mahali pagumu kwa miaka michache iliyopita ambapo urani na ardhi adimu ziko juu. Kwa hivyo mpango huu wote wa mseto na nini unafanya kazi kama tunavyoona hivi sasa. Kwa hivyo bei ya urani ni karibu $ 90.00 kwa pauni hivi sasa, lakini NDPR ni zaidi ya 100Na $ 10 kwa pauni DY katika TB nje ya Uchina ni karibu $ 1000 kwa kilo kwa DY na karibu $ 3,700 kwa kilo kwa TB, ambayo ni mara tatu au nne ya bei ya Uchina kwa sababu watu wana hamu ya kupata vyanzo. Kati ya ardhi hizi adimu ambazo hazijapatikana kutoka China. Na kwa hivyo hiyo ni sehemu kubwa ya hadithi yetu. Kwa hivyo tumekuwa tukipanua wafanyikazi wetu ulimwenguni kote. Walikuwa tu kampuni ya kimataifa ya Amerika hadi miaka michache iliyopita. Lakini tunatumia vibali vyetu, miundombinu yetu na utaalam kwa faida kubwa inapotumia kutumia White Mesa Mill na uwezo wake. Kwa hivyo kutokuwa soko moja la bidhaa kutoka kwa historia yangu ya miaka 50 ni jambo zuri. Faida za ushindani za kuzingatia monazite na kufanya usindikaji mwingi nchini Merika zinapata umakini mkubwa, sio tu kutoka kwa serikali ya Merika na serikali zingine, lakini pia kutoka kwa wachukuaji na tunaona mustakabali mzuri huko na. Na inatupa uwezo wa kuja na masoko haya mengi ya ukuaji wa juu na fursa na inatambuliwa ulimwenguni kote kutoka kwa wateja, wawekezaji, inatambuliwa na tunakujulisha inbounds kutoka kote ulimwenguni na hiyo. Inaweza kuwa kutoka mwisho wa mbele, vyanzo vingine vinavyowezekana vya malisho na amana zingine au migodi hadi kwenye metali na aloi na hata kuanza kuona baadhi ya shughuli hizi katika sekta ya sumaku kwa kadiri ya riba kwa sababu nyingi hizi. Kampuni hazina hadithi kamili ya ujumuishaji na Nishati ya Nishati ina kiwango kikubwa cha hatua ambazo unahitaji kwa ujumuishaji kuliko kampuni nyingine yoyote ninayoijua na hakika kupitia metali na aloi hutuchukua kutoka kwa migodi hadi aloi na kampuni nyingi. Kuwa na hatua moja tu. Wanaweza kuwa na mgodi, hawana kiwanda cha usindikaji. Wanaweza kuwa na kiwanda cha usindikaji, hawana mgodi. Wanaweza kuwa na metali na aloi na hawana malisho juu ya mto au hata katika watengenezaji wa sumaku, hawana malisho mbele ya hatua ya sumaku. Kwa hivyo kweli hatua yetu ni. Ni ujumuishaji unasonga haraka lakini sio kwa uzembe na kujenga ujumuishaji wakati inaeleweka na wapi inaeleweka na unajua kulingana na fursa gani zinajitokeza. Kwa hivyo nitakurudishia, Ross.
Ross Bhappu 28:52Asante, Mark. Ni vizuri kusikia historia ya kampuni na unapochukua historia pamoja na mahali tulipo leo, tulichofanya katika semina yetu, katika warsha yetu ya upangaji mkakati ndipo tulizungumza juu ya Sawa, hapa, hapa kuna mali zetu. Sasa tunahitaji kufanya nini na mali hizi ili kushinda? Ili kufanikiwa. Na unajua jambo moja ambalo ninyi nyote, nina hakika mnafahamu vichwa vya habari katika tasnia ya madini. Kuna kampuni nyingi za uchimbaji madini adimu wa ardhi. Kuna kampuni nyingi za uchimbaji madini ya urani. Kuna kampuni nyingi nzito, nzito za mchanga wa madini huko nje. Kwa hivyo tunahitaji kufanya nini ili kujitofautisha na kushinda ikiwa tutakuwa katika hizi katika bidhaa hizi? Kweli, hivi sasa, na sina hakika ikiwa nyote mnaijua, lakini sisi ndio mzalishaji mkubwa na wa gharama ya chini kabisa wa urani nchini Merika. Kwa hivyo tunataka uwezo wetu kuongezeka. Uzalishaji huo, tunataka kujenga migodi mipya haraka. Hiyo ni, unajua, hiyo ni muhimu. Na kisha tunahitaji pia leseni hiyo ya kijamii kufanya kazi. Tunataka mkakati wa uendelevu wa kushinda na moja ya mambo ambayo nadhani ni ya kupendeza sana. Katika White Mesa Mill, kwa mfano, karibu nusu ya wafanyikazi wetu ni Wahindi wa asili kutoka uhifadhi wa Navajo. Hiyo ni takwimu ya kushangaza na ni ushuhuda wa leseni ya kijamii ambayo tumejenga. Pamoja na watu wetu wa kiasili hapa Merika na tunahitaji kuendelea na hiyo kwa upande adimu wa biashara tunayotaka kuwa na tunalenga kuwa operesheni ya gharama ya chini kabisa ulimwenguni na hiyo ni pamoja na China.Tunafikiri kwamba na mradi wa Vara Madda katika uzalishaji, na shughuli zetu za gharama nafuu katika White Mesa Mill, tunaweza kushindana na China na hiyo ni muhimu sana kutoka kwa nia yetu na hamu yetu ya kushinda katika nafasi hii. Tutakuwa processor muhimu ya monazite nje ya Uchina. Tunataka kuwa kampuni ya kwenda kwa usindikaji wa monazite ikiwa kampuni inaizalisha, tunahitaji kuendelea kutoa juu ya kuimarisha msingi wetu wa rasilimali katika nadra katika nafasi adimu. Kwa hivyo tunapoangalia Mesa Nyeupe.
Tuna vyanzo vitatu vya malisho kwa ajili yake. Tuna Donald, tuna Bahia na tuna Amada yetu. Lakini kile tunachotaka kuhakikisha ni kwamba tunaweza kuendelea kuunga mkono malisho kwenye kinu hicho. Na kwa hivyo tunahitaji kuendelea kutafuta kupanua msingi wa rasilimali, kupanua vyanzo vyetu vya monazite. Kusaini Mkataba wa Uwekezaji wa Vara Madda itakuwa muhimu. Imechukuliwa hatua chache, polepole, imepunguzwa kwa hatua chache, lakini tunafikiri tunafanya maendeleo mazuri huko. Mike Vanicoy anatumia muda mwingi chini huko, kama vile watu kadhaa katika ofisi yetu ya Perth, ambayo ni nzuri. Tulikuwa na habari njema huko na kupata ufikiaji wa sehemu ya kaskazini ya Vara Madda. Kwa hivyo sifa kwa Simon kwa kusaidia, kusaidia kujenga baadhi ya kazi, kujenga baadhi ya mahusiano na kufanyia kazi hilo. Wafanyikazi wa talanta. Nitakuwa na Oscar azungumze hapa kidogo juu ya kile tunachofanya kuajiri na kuhifadhi talanta bora, lakini hiyo ni muhimu. Sisi, unajua, hii ni timu ya ajabu. Nyinyi nyote ni watendaji bora katika nafasi hii na ni muhimu kuhifadhi talanta bora, ambayo tunajitahidi kufanya. Na tunahitaji kudumisha utamaduni huo wa timu unaofanya vizuri na tena Oscar atazungumza zaidi juu ya hili kwa dakika moja. Kwa upande wa mali, hii nyeupe, kinu cheupe cha Mesa huko Utah ni kito katika taji ya kwingineko yetu ni. Ni mali ambayo inafanya vitu hivi vingine vyote iwezekanavyo. Ni kile tunachozalisha urani yetu. Na sasa kama Mark alisema, tulichukua uwezo huo wa usindikaji wa urani na tumeubadilisha sasa kuwa uwezo wetu wa kusindika monazite na kuzalisha ardhi adimu na sio monazite tu, tunaweza kutibu, tunaweza kutibu nyingine. Mchanganyiko wa kaboni adimu za ardhi pia na kwa hivyo msingi mkubwa wa mali huko. Kwa hivyo tunahitaji kuendelea kupunguza hatari ya mali hiyo na tunataka kuhakikisha kuwa tunaweza kuikuza kwa kuongeza awamu ya pili, ambayo tutazungumza kidogo kwa dakika moja. Kwa upande wa ufadhili, tunahitaji kusaini makubaliano ya uondoaji wa wateja. Tunaendelea kufanya kazi na serikali ya Marekani kutafuta fursa za usaidizi unaowezekana wa siku zijazo. Kama wengi wenu nina hakika mmesoma serikali ya Australia, serikali ya Merika ina nia kubwa ya kuunga mkono vyanzo visivyo vya Kichina vya madini muhimu na kwa hivyo sisi ni Mark na mimi tunatumia muda mzuri huko Washington.Kuzungumza na wanasiasa wetu na idara zetu tofauti hapa na tutaendelea kufanya hivyo. Lakini lakini lazima niseme kila mtu aliye katika nafasi muhimu ya madini pia yuko Washington na vipeperushi vyao. Kwa hivyo sio sisi tu, lakini ninaamini kwamba tunaweza kutofautisha kwa ukweli kwamba. Tuna mali ngumu. Tuna miradi ambayo unaweza kwenda na kutembea na kuhisi na kugusa. Tuna kinu cha White Mesa ambacho leo kinaweza kusindika ardhi adimu pamoja na urani. Na kisha mwishowe tunahitaji, tunahitaji kuanzisha na kuanzisha michakato na mifumo ambayo inatuwezesha kukua, ambayo inatuwezesha kufanya kazi mara nyingi. Kanda na jiografia nyingi na tunafanya kazi kwa bidii kufanya hivyo. Kwa hivyo ukurasa unaofuata, tunapozungumza juu ya aina ya vipaumbele vyetu vya kimkakati, moja ya mambo tuliyopaswa kufanya ni lazima tuzingatie ni mambo gani muhimu ambayo tunahitaji kufikiria wakati tunaweka vipaumbele. Kwa kile tunachotaka kufikia. Na kwa hivyo, ilibidi tuamue na kutanguliza hatua muhimu zaidi ambazo tulihitaji kuchukua. Tunajua kuna kazi kubwa mbele. Tunajua kuwa tuna mipango ya ukuaji mkali, lakini tunawezaje kugeuza hiyo kuwa vipaumbele halisi vinavyoweza kufikiwa? Na tutazungumza juu ya hilo kwa dakika moja. Jambo lingine tulilozingatia ni kwamba tulipaswa kutathmini miradi inayoendelea mara kwa mara na ilibidi tuwe tayari kugeuza. Kwa hivyo kwa mfano, ikiwa Vara Madda, kwa mfano, ikiwa Vara Madda inachukua muda mrefu zaidi au inachukua muda zaidi kuliko tunavyofikiria, tuna nini kingine? Nini kingine? Tunafanya ili kuzalisha na kusambaza monazite zaidi kwa kinu cha White Mesa. Na kwa hivyo tunaangalia hilo na tuna Henry Andre na timu nyingine ndani na Stephen huko Perth wakiangalia vyanzo vingine vya malisho au kuendelea katika maendeleo ya mradi wa Donald na kwa hivyo tuko.
Unajua, tunahakikisha kuwa hatutegemei tu mali moja, lakini tutafanya, tutachunguza fursa zingine nyingi huko. Tunataka au tunapaswa kuzingatia hatua za vitendo ili kufikia maono haya. Kwa hivyo utekelezaji ni muhimu na tutachukua hatua moja kwa wakati ili kufanikisha utekelezaji huo. Na kisha mwishowe na labda hatuzungumzii juu ya hii vya kutosha, lakini nidhamu ya kifedha itakuwa muhimu. Tuna bahati sana hivi sasa kwamba Energy Fuels ina soko la juu sana. Tuna takriban dola bilioni 5 za soko la Marekani.
Tuliweza kukusanya dola milioni 700 mnamo Oktoba, kwa hivyo tuna mizania yenye nguvu sana leo, lakini pesa hizo zinaweza kwenda haraka ikiwa hatutakuwa waangalifu. Na kwa hivyo nidhamu ya kifedha inapaswa kuwa ya mbele na katikati ya kila kitu tunachofanya. Kwa hivyo hii inatupeleka katika mkakati wetu wa kwanza kati ya minne au vipaumbele vyetu vya kimkakati na ya kwanza nitakayomwomba Oscar azungumze naye ambayo ni kweli juu ya kuwa watu na kuunda msingi wa watu. Ili kuchochea ukuaji wetu. Na kwa hivyo Oscar, ikiwa naweza kukuuliza uzungumze kidogo juu ya hilo.
Oscar Kijerumani 36:53Sawa. Asante, Ross. Kim, nitashiriki skrini yangu haraka sana. Acha nijitambulishe kwa sababu ni wazi sidhani kama nimepata fursa ya kukutana na kila mtu. Jina langu ni Oscar German. Nimekuwa na Energy Fuels.Kwenda kwa miezi minane, ninaleta mezani uzoefu wa miaka 30 wa kufanya kazi katika mashirika makubwa yanayouzwa hadharani kama vile mashirika ya BHP kama Coca-Cola. Nimetumia karibu miaka 15 katika tasnia ya mafuta na gesi pia na. Kwa hivyo ninafurahi kuwa hapa. Nitachukua kasi na nitaomba msamaha, lakini nataka kuhakikisha tunaacha muda wa kutosha wa maswali kutoka kwa watazamaji. Lakini nataka tu kushiriki nawe haraka sana mambo kadhaa ambayo nadhani ni muhimu kushiriki.
Ross, kwa mtazamo kwamba, unajua, tunaishiwa na wakati hapa. Lakini hii ndio ninataka kushiriki. Ninachotaka kushiriki ni kwamba nilipojiunga, niligundua hilo haraka.
Oscar Kijerumani 38:25Kazi ya HR ilikuwa ikitoka kwa kituo cha Amerika, cha ndani, cha shughuli nyingi hadi mazingira ya ulimwengu, sivyo? Na ili kufanya hivyo, nilihisi haraka kwamba tunahitaji kuanzisha mkakati wa watu ambapo tunaweza kuwa makini zaidi kinyume na tendaji. Kwa mtazamo huo, hilo ni jambo ambalo nimekuwa nikifanyia kazi na kuomba msamaha nitashiriki baadaye. Tutaunda kiunga ambapo unaweza kwenda kuona slaidi chache ambazo zinazungumza na mkakati wa watu. Ninachotaka ujue ni kwamba kuna mkakati wazi ambao unazungumza juu ya kwanini tunataka kufanya kazi katika Energy Fuels.Tuna pendekezo la thamani ya mfanyakazi ambalo linazungumza kwa nini na nitakusoma hii kwa sababu mapema leo tulikuwa na ukumbi wa jiji katika ofisi yetu ya ushirika na niliweza kushiriki na nadhani watu walihisi kama wanaweza kujitambulisha na hii na hii ndio sababu mimi wanaamini watu wanakuja kufanya kazi katika Energy Fuels.Kwa nini wanataka kukaa huko na hiyo ni kwa sababu tunavutia wabunifu, wenye nguvu na wenye bidii ambao huleta mawazo maishani. Timu zetu zimejengwa juu ya maadili thabiti ya msingi na yetu pamoja tunashinda utamaduni ambapo ushirikiano, ubora na shauku Dk. matokeo. Tunawatambua na kuwazawadia wale wanaofaulu kila siku. Na tumejitolea kufungua uwezo kamili wa watu wetu. Tafadhali jiunge nasi katika kujenga kampuni bora na utamaduni katika tasnia ya madini. Hilo ndilo pendekezo letu la thamani ya mfanyakazi. Hii ndio sababu unataka kuja kufanya kazi hapa. Tuna nguzo 5 za kimkakati ambazo tunazingatia ambazo mkakati wa watu wetu unategemea. Moja ni kuajiri na kuhifadhi, #2 ni ukuzaji wa watu na usimamizi wa talanta, #3 ni jumla ya thawabu, #4 ni ubora wa huduma ya HR, na #5 ni utamaduni na ushiriki. Kwa hivyo hizo ni nguzo zetu tano. Chini ya nguzo hizi, kuna mipango wazi ambayo tunafanyia kazi kwa 2020.Sita, 2027 na 2028. Kwa hivyo tunaunda mkakati wa watu wa miaka mitatu na jinsi tutakavyoendelea tunapoendelea kukua. Kulingana na hilo la 2026, nitagusia tu mambo muhimu ambayo ni matoleo muhimu ambayo tumejitolea kwa Bodi ya Wakurugenzi ambayo tutazingatia na.
Mark Chalmers 40:21Asante.
Oscar Kijerumani 40:40Uwasilishaji. Nambari moja, tutaajiri nafasi muhimu za usimamizi. Kwa sasa tunazingatia Afisa Mkuu wa Uendeshaji. Tuko chini ya wagombea kadhaa na kwa hivyo tunatumai kuwa mwishoni mwa Februari, tunaweza kurudi nyuma na kufanya uamuzi sahihi. Jambo lingine ni kwamba tunapaswa kuanza.
Unganisha biashara. Tuna ununuzi kadhaa kama Ross alivyodokeza na ASM na Base na kwa hivyo tuna mipango ya ujumuishaji. Pia tuna mipango ya ukuaji ambayo tunapaswa kuzingatia katika kufanya hivyo. Tunahitaji kuunda misingi thabiti linapokuja suala la sera na taratibu zetu. Ili kusaidia biashara ya ulimwengu, moja ya mipango muhimu mwaka huu ni wazi itazingatia kutathmini mipango yetu ya urithi. Je, talanta yetu inaonekanaje? Viongozi wa baadaye wa shirika hili ni akina nani? Kwa hivyo tutakuwa tukianzisha mpango wa kuzingatia mipango ya urithi. Katika baadhi ya maeneo muhimu, mpango mwingine muhimu pia utakuwa thawabu jumla. Tunatazamia kuweka mfumo wa malipo ya kimataifa ambao unashughulikia kila eneo ambalo tunaunga mkono kwa sasa. Kwa hivyo huo ni mradi mwingine muhimu, lakini nadhani moja ya muhimu zaidi ni.itakuwa kusaidia kuanzisha utamaduni wenye mshikamano na uliobadilishwa. Kuna msemo unaosema kwamba utamaduni utakula mkakati wa kiamsha kinywa, na ninaamini sana. Baada ya miaka 30, mashirika makubwa ambayo nimefanya kazi yalikuwa na utamaduni thabiti ambao ulisema kwamba, unajua, tutashinda pamoja na tutaheshimu.na kuishi dhamira yetu, maono, maadili. Kwa hivyo nitaiacha na hiyo. Kim, nitashiriki slaidi na wewe ili tuweze kuiweka na mtu yeyote aweze kuingia na kuangalia mkakati wa watu, baadhi ya nguzo muhimu. Asante, Ross.
Kim Casey 42:30Ajabu. Tutapata hilo haraka iwezekanavyo.
Oscar Kijerumani 42:34Sawa. Asante, Ross.
Ross Bhappu 42:34Kubwa. Asante, Oscar. Thamini hilo. Lakini kipaumbele #2 ni kuzingatia, kuzingatia kutekeleza kwa mafanikio, samahani, zingatia kutekeleza miradi ya sasa na iliyopangwa kwa ubora. Tuna miradi kadhaa ambayo kama unavyoweza kufikiria inaendelea.
Mark Chalmers 42:43Sawa.
Ross Bhappu 42:53Mojawapo ya ya kwanza ambayo tunatarajia kufanyia kazi na kufikia mwaka huu ni upanuzi wa marekebisho ya White Mesa Mill yetu. Tunaiita awamu ya kwanza na awamu ya 1B na Awamu ya 1C. Kim, siamini kuwa slaidi zetu ziko juu.
Ross Bhappu 44:00Kwa hivyo ikiwa tutaenda tu kwenye slaidi inayofuata, Kim, tukizingatia utekelezaji uliofanikiwa na kuangalia, kuna maeneo kadhaa. Tunazingatia awamu ya 1B na awamu ya 1C huko White Mesa. Awamu hizo mbili zitaturuhusu kuzalisha madini mazito, madini adimu ya ardhi kama dysprosium na terbium. Pia wataturuhusu kusindika MREC, mkusanyiko wa ardhi adimu, kaboni adimu zilizochanganywa ambazo zinazidi kuwa nyingi na muhimu sana kwetu kuweza kusindika. Tunalenga kupata FID yetu ya Donald na kuwa katika nafasi ya kufanya FID hiyo kwenye mradi wa Donald na tunatumai kufanya hivyo katika miezi michache ijayo. Tunatazamia kuendeleza Varamata na tutazungumza zaidi juu ya hilo, lakini. Kuendeleza Faramata, kwa kweli mengi ya hayo yanatokana na leseni ya kijamii ambayo inapata ufikiaji wa wavuti na tunafanya, kama nilivyosema, maendeleo mazuri huko. Simon na Mike wanafanya kazi nzuri. Tumeongeza Virginie huko ambao ni mzuri tu kuwa nao chini. Pia tunazingatia radioisotopu hizo, kwa hivyo isotopu za matibabu ya saratani ambazo tulizungumza hapo awali na kisha awamu ya pili, ambayo ni awamu ya pili ya awamu kubwa ya kinu cha White Mesa, hiyo ni laini maalum kwenye kinu ambayo inatuwezesha kusindika. Na tunazingatia sana kupata vibali vya kuturuhusu kujenga hiyo na tunatumai kuwa na vibali hivyo wakati fulani katikati ya 2027, katikati ya mwaka ujao. Na kisha mwishowe tunazingatia mradi wa Bahia na kuendeleza mradi huo kwa utafiti wa upeo baadaye mwaka huu. Mwaka huu na kuruhusu mradi wetu wa urani unaoitwa Roca Honda huko New Mexico mwaka huu. Kwa hivyo kipaumbele kinachofuata ni kuhitimisha makubaliano yetu ya ufadhili na uchukuaji ili kusaidia malengo ya maendeleo, ukuaji na faida. Nilitaja hii mapema kwamba, unajua, mimi na Mark tunatumia wakati huko Washington. Tunazungumza na serikali ya Merika, lakini pia tuko kwenye majadiliano na serikali ya Australia. Mark na mimi tulipigiwa simu jana, nadhani ilikuwa jana. Mark, nimepoteza wimbo wa wakati na mmoja wa mawaziri.
Huko Australia ambao unajua wao ni wao, wanachukua njia sawa na kupendezwa sana na kile tunachofanya katika nafasi muhimu ya madini. Tunatafuta kupata makubaliano ya kuchukua kwa madini yetu adimu ya ardhi na hiyo ni jambo la kupendeza sana. Kwa hivyo serikali ya Merika imezungumza juu ya kufanya mbali, lakini. Lakini pia tumegundua kuwa unajua OEMs, watengenezaji wa magari wanatamani sana kupata vyanzo salama vya madini adimu ya ardhi. Na kwa hivyo inaweza kuwa kwamba hatuhitaji msaada wa serikali. Tunaweza tu kuipata kutoka kwa kuingia katika makubaliano mazuri ya kuchukua na wateja kama. Kama OEMs.Ufadhili wa Varamata na Donald, hizo zinaendelea sana na muhimu na tunafanya kazi kubwa na labda umeona baadhi ya matoleo ya vyombo vya habari kuhusu sisi kuuza urani. Kuna shauku kubwa katika urani hivi sasa. Mark alitaja kuwa bei ni zaidi ya $90.00.Pauni, ambayo ni bei nzuri ambayo tuna uhakika kwamba itaendelea kupanda kulingana na misingi ya usambazaji na mahitaji. Hatimaye, kipaumbele cha mwisho cha kimkakati, kipaumbele cha 4 ni kufafanua mtindo wa uendeshaji wa kimataifa wa siku zijazo ili kusaidia ukuaji wetu. Na najua kuna maslahi mengi katika kile ambacho ni chetu. Je, mtindo wetu wa uendeshaji utakuwaje? Siwezi kukupa jibu kamili kwa sasa, lakini tunafanya kazi kwa bidii sana kuiweka pamoja na tunahitaji mtindo wa uendeshaji ambao unaruhusu kufanya kazi katika maeneo haya yote ya saa, bidhaa nyingi. Hatua nyingi za uzalishaji katika mnyororo wa thamani. Na kwa hivyo tunafanya kazi kwa bidii kufanya hivyo na tunatumai kufikia mwisho wa robo ya kwanza tutakuwa tumefanya maendeleo mazuri sana katika kuanzisha hilo. Kwa kuzingatia tuna ASM inayoongezwa kwenye mchanganyiko.Na tunaweza kuongeza vyanzo vingine vya ardhi kwenye mchanganyiko. Kwa hivyo tunahitaji mfano ambao utakuwa na nguvu na unaweza kukua nasi. Kwa hivyo baadhi ya malengo ya 2026, hii ni slaidi ya 2 hadi ya mwisho. Tunachojaribu kufanya mwaka huu, malengo yako ni nini, malengo yangu ni nini, malengo ya Mark ni nini, malengo yetu ya kufanikiwa mnamo 2026 yanahusu mazingira na usalama. Nambari moja, tunataka watu wetu warudi nyumbani salama kila siku. Hiyo haiwezi kupitiwa kupita kiasi. Tunataka pia kuboresha vipimo vyetu vya mazingira kwa mwaka jana. Tulifanya kazi nzuri sana kimazingira mwaka jana na tunataka kuboresha hilo mwaka huu. Rasilimali watu, Oscar alitaja tunatazamia kujaza majukumu muhimu na kupanga utekelezaji. Tunataka kuanzisha mipango ya urithi. Unajua, moja ya mambo ambayo mimi na Oscar tumekuwa tukifanyia kazi na na tumewasilisha karatasi kwa Mark kuangalia ni kwamba hatuna mipango mizuri ya urithi wa majukumu mengi muhimu. Na kwa hivyo tunahitaji kuhakikisha kuwa ikiwa mtu atashinda bahati nasibu hiyo na ataamua kuondoka hiyo kutakuwa na mtu aliyesimama nyuma yao kusonga. Katika nafasi yao. Na kwa hivyo tunaangalia basi ijayo kuanzisha mfumo huu wa fidia ya ulimwengu, ambayo ni muhimu sana. Unajua, tunapoangalia miundo mbalimbali ya malipo, tuna miundo tofauti nchini Australia dhidi ya Denver.Unajua, dhidi ya migodi yetu huko Arizona dhidi ya Madagaska nchini Kenya. Kwa hivyo tunataka, tunataka mfumo wa fidia ya ulimwengu. Kiutendaji, tumeweka malengo ya pauni milioni mbili hadi mbili na nusu za urani kutoka kwa mgodi na kusaga kwa pauni milioni 1.2 hadi 1.7. Tunataka kumaliza urejeshaji wa Kawali na hiyo imekuwa nzuri. Andre leo alinionyesha picha kadhaa za wiki iliyopita. Ni ajabu. Mimi na mimi sijui ni wangapi kati yenu mnathamini, lakini unajua tumepanda karibu miti 260,000 kwenye kituo cha mikia huko. Ni ajabu kabisa. Ajabu. Na kisha tunataka, tunataka kuanzisha mipango ya kupanua uzalishaji wetu wa mgodi wa urani. Tunataka kuendelea kuwa mhusika mkuu katika biashara ya urani. Kwa hivyo baadhi ya malengo ya kimkakati, nimezungumza juu ya hili, tunataka kuendeleza White Mesa Mill. Tunataka kuwa na uwezo. Ili kusindika nzito na nyenzo za MREC na tunahitaji kuendeleza uhandisi na vibali kwa awamu ya pili. Lakini miradi ya Donald na Bahia itakuwa muhimu sana. Donald haswa ni mradi muhimu sana kwa sababu utakuwa mradi wetu wa kwanza kutoka kwa kiwango na kwa hivyo tunataka kufikia FID hiyo. Tunataka kuanza ujenzi. Haraka iwezekanavyo. Inaruhusiwa kikamilifu. Tunahitaji tu kutengeneza FID hiyo mara tu tutakapokuwa na ufadhili wa kuendeleza Varamata. Tumezungumza juu ya ukuaji muhimu wa siku zijazo kwa kampuni. ASM, tutahitimisha mnamo Juni, gusa kuni, kila kitu kinaendelea vizuri huko. Tunahitaji kupata idhini ya serikali juu ya hilo. Na kama nilivyozungumza, tutaendelea kutathmini fursa za sumaku. Na kisha napenda tu kazi yetu katika radioisotopu. Namaanisha, ikiwa tunaweza kufanya kitu kusaidia. Unajua, saidia kuponya au au kutatua tatizo la saratani. Nadhani unajua jinsi hiyo ingekuwa nzuri kuwa sehemu ya hiyo. Na kisha hatimaye malengo ya kifedha. Tunataka kuwa kampuni inayofanya vizuri zaidi ya ardhi adimu ya urani na mchanga mzito wa madini na tumekuwa katika nafasi hiyo miaka kadhaa iliyopita. Sisi ni kampuni inayofanya vizuri zaidi.2025, tulikuwa kampuni inayofanya vizuri katika kikundi chetu na tunataka kudumisha hilo. Kwa hivyo hiyo inamaanisha nini kwako? Unajua, uwazi juu ya siku zijazo, dhamira yetu, maono na maadili yako hapa kuelezea kampuni inaenda wapi na jinsi kazi yako inavyofaa katika muda huo mrefu. Utulivu na ukuaji. Tunataka kutoa usalama wa kazi na kujiamini. Najua tumezungumza juu yake, lakini Vara Madda, ikiwa itaendelea kucheleweshwa, tunataka kuwa na miradi mingine kwa timu ya Perth kubadilika na kuifanyia kazi kama Donald.Na kuna miradi mingi nchini Australia ambayo tunaweza, tunaweza kuendelea kuangalia na uwezekano wa kuzingatia. Kuna miradi mingine katika sehemu zingine za ulimwengu ambayo tunaweza, tunaweza kuendelea kuangalia. Kuna fursa za kupata. Kwa hivyo unajua tunafanya kweli, kwa kweli tuna nguvu sana juu ya usalama wa kazi na. Imani kwamba tunaweza kuendelea na hiyo. Na kisha hatimaye timu moja, kiwango kimoja. Tunataka utandawazi wa biashara. Tumefanya kazi kwa bidii kuondoa jina la rasilimali za msingi na kuifanya kuwa Nishati ya Nishati kwa sababu tunataka kuwa timu moja. Hatutaki kuwa mchanganyiko wa timu nyingi na nadhani. Hiyo imekuwa muhimu sana. Kwa hivyo angalia na hiyo, nataka kuwashukuru nyote na mnajua tungependa kufungua hii kwa maswali. Najua tumekimbia kwa muda mrefu kwenye uwasilishaji wetu, lakini ninafurahi kuifungua kwa maswali yoyote na Kim, nitakuruhusu usimamie hilo na nitaangalia. Timu nzima, Andre, Steve, Oscar na Mark kujibu haya.
Kim Casey 53:39Na ukumbusho tu kwamba ikiwa ungependa kuuliza swali juu kando ya skrini, kuna kisanduku cha Maswali na Majibu na unaweza kuwasilisha swali. Unaweza kufanya hivyo bila kujulikana ikiwa uko vizuri zaidi kwa njia hiyo au ikiwa unajisikia vizuri zaidi kufikia uongozi wa wavuti yako na kuuliza maswali kupitia kwao? Ni wazi kwamba timu huvutiwa kila wakati na maswali na kukurudishia habari hiyo, kwa hivyo. Kwa wakati huu Ross, haionekani kuwa tuna maswali yoyote yaliyowasilishwa na tunapokaribia mwisho wa muda wetu. Kusubiri hapa kuona ikiwa mtu yeyote anauliza swali, lakini pia kutaka kukujulisha kuwa kwenye nambari hii ya QR, ikiwa ungependa kunyakua hiyo na yako na simu yako, au ikiwa mtu ndani ya chumba anataka kunyakua hiyo na simu yako, hapa ndio mahali ambapo unaweza kweli. Tazama staha ambayo imewasilishwa jioni ya leo au asubuhi ya leo kulingana na mahali unapokaa na kwamba unaweza pia kwenda. Tutakuwa tukifanya kazi ya kupata nakala kamili na kuzitafsiri katika lugha tofauti na kuzipata. Tunatumahi ndani ya saa 24 zijazo, kwa hivyo utaweza kwenda eneo hili. Pia tutafanya kazi kupata hii katika barua pepe iliyo na kiunga cha moja kwa moja kilichotumwa kwa wale ambao wana ufikiaji wa barua pepe ili mtu yeyote aweze kukagua staha mkondoni na pia kusoma nakala katika lugha ambayo unastarehe zaidi. Na nadhani kwa hilo inaweza kuonekana kuwa tuna timu kamili.
Ross Bhappu 55:36Vizuri.
Stephen Hay 55:38Samahani, samahani, labda naweza kuingia hapo kwa sekunde? Unaweza kunisikia sawa?
Kim Casey 55:42Hakika, kabisa.
Stephen Hay 55:44Ndio, Ross, kwa hivyo ni wazi kulikuwa na maswala kadhaa ambayo tulituma siku nyingine na maswali kadhaa, na nadhani umefanya vizuri katika kushughulikia, unajua, baadhi ya hayo kwa maneno ya jumla, mengi yao karibu na muundo wa shirika na vitu, lakini nadhani kutoka kwangu tu, ili tu kupata wazo kidogo na…
Unajua, ukaguzi wa muundo wa shirika na kutoka na kitu, unajua, thabiti katika biashara nzima. Unajua, kuna muda ambao unafanyia kazi hilo? Na unafikiri ni lini tunaweza kuanza kuona, unajua, utekelezaji wa muundo mpya?
Ross Bhappu 56:22Ndio, Stephen, nadhani tunafanya kazi kwa bidii sana ili kuiweka mahali. Tunalenga aina ya mwisho wa Machi ili muundo huo wa shirika ufafanuliwe. Tunaajiri Afisa Mkuu wa Uendeshaji na tumegundua wagombea kadhaa ambao wana nguvu sana, lakini.
Wagombea hao wawili wanaweza kuwa na athari kwa jinsi tunavyofanya muundo wa shirika na kwa hivyo walikuwa na matumaini ya kuwa na mtu huyo kutambuliwa hapa katika wiki chache zijazo na tutaendelea kufanyia kazi muundo wa shirika. Tunatarajia kuzindua hilo katika Q2, kwa hivyo lifafanulwe mwishoni mwa Machi na kisha uisambaze katika Q2. Kwa hivyo ndivyo tunavyolenga.
Stephen Hay 57:05Ndiyo.
Sawa, hiyo ni nzuri. Namaanisha, moja ya maswali mengine yalikuwa mahususi zaidi kwa jukumu la COO na hiyo inaweza kujumuisha nini. Kwa hivyo nadhani kutoka kwa maoni yako sasa hivi, unachopendekeza ni kwamba itabadilishwa kidogo kulingana na mgombea wa mwisho ni nani. Na kisha hiyo itaongoza kwenye muundo.
Ross Bhappu 57:21Hiyo ni kweli.
Hiyo ni kweli. Ndio, hiyo ni kweli. Na kama nilivyosema, tuna wagombea kadhaa ambao wana nguvu sana na mimi na Mark tutatumia na Oscar wengine na timu nyingine hapa Amerika Kaskazini watatumia muda na watu binafsi na tunatumai kufanya uamuzi hapa katika wiki chache zijazo.
Mark Chalmers 57:39Ndio. Na Stephen, unajua moja ya mambo unayojua kuwa soko hili linasonga haraka sana ndani ya nafasi nzima adimu ya dunia. Kwa hivyo unajua tunapofanya upatikanaji kama ASM unaishia na metali na aloi zake, mienendo huanza kubadilika pia. Unajua sio unajua. Na unajua, unaporudi kwenye slaidi chache nyuma ambapo tulikuwa na, unajua, urani na ardhi adimu na unajua, mchanga mzito wa madini na nini, pia ni ngumu kupata seti za ustadi ambazo zinaweza kufunika mengi ya hizo kwa wakati mmoja, sawa. Kwa hivyo ni. Unajua hizo, hayo yote ni mambo ambayo ni tofauti na wakati ungeangalia kampuni ya kawaida, ya kawaida, ambayo hatujaribu kuwa ya kawaida, lakini unajua, kampuni ya shaba tu au kampuni nzito ya mchanga wa madini au kampuni ya urani tu, unajua, tunafunika gamut nzima na kwa hivyo inafanya. Tofauti kidogo kuliko unavyotarajia.
Ross Bhappu 58:42Kweli, angalia, ikiwa mtu mwingine yeyote ana maswali yoyote, unaweza kujisikia huru kuwasiliana na yeyote kati yetu, tutumie barua pepe, tutafurahi kujibu na hakika tunataka kumshukuru kila mtu kwa kushiriki. Ni, najua ni maeneo mengi ya wakati. Inakuja saa 10:00 jioni hapa Denver kwetu huko Denver.Sina uhakika kabisa ni saa ngapi mahali pengine, lakini nadhani ni karibu saa sita mchana huko Perth au 1:00 alasiri huko Perth. Kwa hivyo ndio, asante kwa kushiriki na tunatarajia kukuona ana kwa ana katika siku zijazo sio mbali sana, lakini kwa hakika kuendelea na kumbi hizi za miji na kuwasiliana na jinsi tunavyoendelea. Katika mipango yetu yote. Kwa hivyo asante kila mtu.
Kim Casey 59:27Kwaheri.
Ross Bhappu 59:27Sawa. Kwaheri.
MALAGASY
Ny angovo dia manome solika an’i Afrika sy Aostralia Fandraketana ny fivoriana 20260219_040116UTC tanàna
18 Febroary 2026, 4:01 maraina
59m 34s
Kim Casey
: Miarahaba anao rehetra ary misaotra betsaka nanatevin-daharana anay androany hariva. Izaho no Kim Ronkin Casey ary izaho no talen’ny fifandraisana amin’ny mpampiasa vola ary te-haka fotoana kely fotsiny aho alohan’ny hanolorako ny mikrô ho an’i Ross.
Kim Casey 0:35Ny Filohantsika, Ross Bhappu, sombin-trano vitsivitsy fotsiny mba hahafantaranao ny fomba hanamorana ity lapan’ny tanàna ity. Eo an-tampon’ny efijery dia tokony hahita safidy maromaro ianao.
Raha te hanova sy hampiditra fandikan-teny mivantana amin’ny fiteny hafa ianao, ny fomba hanatanterahana izany dia eo an-tampon’ny toerana misy ny teny ary misy teboka kely telo. Raha vantany vao tsindrio izany ianao dia hahita menio mitete-midina izay misy fiteny sy fitenenana. Ary manolotra anao avy eo safidy ho an’ny mari-pamantarana mivantana. Raha vantany vao nampihetsi-po izany ianao dia hahita ny mari-pamantarana mivantana amin’ny teny Anglisy voalohany eo amin’ny farany ambany amin’ny efijery. Ao amin’io boaty eo amin’ny ilany ankavanana io, misy eo ambanin’ny sary misy kisary fitaovana, karazana faribolana. Miaraka amin’ny spikes manodidina azy. Raha tsindrio eo amin’izany ianao koa dia handeha any amin’ny fiteny toe-javatra izay afaka mahita izay hanokatra ny safidy ho anao mba tsindrio ny toggle mba hiverina amin’ny fandikana ny mifidy ny fiteny amin’izao fotoana izao amin’ny fotoana ho an’ireo manodidina ny. Izao tontolo izao. Ny safidy ananantsika dia ny fahafahana handika teny amin’ny teny frantsay na hitarika amin’ny teny Anglisy. Miasa amin’ny fampidirana fiteny fanampiny amin’ny fandikan-teny mivantana ho an’ny lapan’ny tanàna ho avy izahay ary hanana dika mitovy amin’izany. Aseho ao amin’ny pejin’ny tranonkala izay azonao idirana. Hianatra ny fomba hanaovana izany ianao amin’ny farany ary hiasa amin’ny fandikana ny dika an-tsoratra, ny soratra an-tsoratra amin’ny teny Swahili sy ny teny Malagasy izahay. Ny lahatsoratra iray hafa izay tiako ho azoko antoka fa takatry ny rehetra satria tena mamporisika ny fanontaniana amin’ny faran’ny famelabelarana izahay. Eo an-tampony ihany koa dia hahita safidy ho an’ny Q &A ianao. Raha toa ka mandefa izany ianao dia hanokatra fanontaniana sy valiny ihany koa.
Kim Casey 2:46Fizarana eo ankavanan’ny efijery izay ahafahan’ny olona rehetra mametraka fanontaniana. Hanao izay tsara indrindra vitantsika izahay mba handalo fanontaniana maro araka izay tratra ao anatin’ny fe-potoana ary avy eo dia hiasa ihany koa izahay mba hahazoana valiny amin’ireo izay mety tsy ho azontsika, angamba mandefa ireo ao amin’ny gazetinay ho avy na amin’ny ho avy.
Ary koa, raha misy fanontaniana sasany izay hovalian’ny ekipa manokana amin’ny toerana manokana, dia hangataka anao izahay mba hifandray amin’ny mpitarika anao eo an-toerana ary hanampy anao hamaly ireo fanontaniana ireo izy ireo. Ary miaraka amin’izany dia hanolotra izany amin’i Ross aho mba hanao fampidirana vitsivitsy ary hizara ny sasany amin’ireo olona izay ho eo amin’ny efijery androany ary hizara aminao. Misaotra anao indray tonga sy nanatevin-daharana anay androany.
Ross Bhappu 3:38Misaotra, Kim. Misaotra anareo rehetra tonga eto. Mahafinaritra ny manana anao. Mahafinaritra ny afaka manao ity lapan’ny tanàna ity. Tena mahatalanjona izany. Manao izany manerana an’i Aostralia, Kenya ary Madagasikara izahay ary avy eo eto Etazonia. Noho izany, teknolojia tsy mampino izy io. Manantena aho fa hahomby izany ary manantena aho fa hahita ahy ianao satria tsy afaka mahita anao aho. Tiako ny mampahafantatra ny Lehiben’ny Tale Jeneraly, Mark Chalmers. Mark dia eo amin’ny tsipika miaraka amiko eto. Tsy fantatro raha hipoitra izy na ahoana no fomba fiasan’izany, fa eo izy.
Mark Chalmers 4:11
Eny. Jereo ary misaotra. Misaotra Ross. Ary fantatrao indray fa tena mijery ity fotoana lehibe ity izahay mba hanomezana fampahalalana bebe kokoa momba ny orinasa sy ny toerana hahatratraran’ny orinasa ao anatin’ny taona maromaro, noho izany. Ho anao. Miverena aminao, Ross.
Ross Bhappu 4:33Tsara. Misaotra. Te-hampahafantatra an’i Oscar German ihany koa aho. Oscar no filoha lefitra zokiolona ao amin’ny Global Human Resources monina any Denver ary handray anjara izy. Ary avy eo dia manana an’i Andre Grayling ihany koa isika, izay heveriko fa tokony ho ny ankamaroanareo na ny maro aminareo.
Fantaro fa manana an’i Stephen Hay izahay ary manana an’i Themo Giorgio izay rehetra avy amin’ny biraon’i Perth izay mandray anjara amin’ity drafitra stratejika ity izay nataonay. Ka alohan’ny hanombohako ary afaka misintona ny lohateny amin’ny slide Kim isika raha afaka manao izany ianao. Tena mahafantatra anay, indrisy, ary manantena aho fa hivoaka hitsidika izahay. Fantatro fa ho any Perth aho atsy ho atsy, fa hitsidika an’i Madagasikara sy Kenya ihany koa, ny tetikasa Kuali. Efa nandre zavatra lehibe momba azy rehetra aho, saingy indrisy fa tsy tany aho. Efa tany i Mark, saingy tsy mbola tany aho. Mbola teo aho. Ka miandrandra izany. Saingy te-hanome anao fampahalalana kely momba ny tenako aho alohan’ny hidirantsika amin’ny drafitra stratejika satria heveriko fa misy ifandraisany amin’ny fomba nanaovantsika ny drafitra stratejika izany. Ka ny fiaviako, nianatra injeniera metallurgical tany amin’ny oniversite aho ary samy mahaliana izany Mark.Nandeha tany amin’ny Oniversiten’i Arizona tany Tucson, AZ aho niasa. Niasa tamin’ny andraikitra ara-teknika roa aho, tamin’ny farany dia nanapa-kevitra ny hiverina aho ary hahazo mari-pahaizana amin’ny fitantanam-bola na ambaratonga ara-barotra. Noho izany dia nahazo diplaoma momba ny toekarena mineraly aho. Taorian’izay dia nandeha niasa tao amin’ny orinasa iray mpitrandraka varahina aho, orinasa iray antsoina hoe Cypress Minerals Company, izay nandraisako anjara tamin’ny fananganana orinasa fandrendrehana varahina vaovao tany Arizona. Nitantana an’io fandrendrehana io nandritra ny telo taona ho mpitandrina fandrendrehana ary nanana traikefa lehibe izay tamin’ny faha-30 taonako dia nitantana mpiasa 300-150 teo ho eo tamin’ny fikojakojana ary 150 tamin’ny asa. Tena fanokafana maso izany ary nanome ahy fitiavana sy fitiavana ho an’ity indostria ity. Saingy izany no tena fanombohan’ny toerana nanombohako. Nanomboka niaiky fa tsy maintsy manana paikady ianao, tsy maintsy manana tari-dalana ianao ary tsy maintsy manana kolontsaina mba hahomby. Avy eo dia nandeha tany Newmont aho, nandany enin-taona niasa ho an’i Newmont ho Talen’ny Fampandrosoana ny Fandraharahana, nanao fividianana, nianatra ny fomba fampidirana ireo orinasa ao Newmont izay nahazo ary tena zava-dehibe izany. Anisan’ny fahombiazana avy eo, nitantana orinasa kely zandriny aho nandritra ny telo taona ary avy eo 25 taona lasa izay dia niditra tao amin’ny orinasa iray antsoina hoe Resource Capital Funds, tahirim-bola tsy miankina izay nanangonanay 4 1/2 lavitrisa dolara. Nampiasa izany tamin’ny entana 30 samihafa sy firenena 50 samihafa tao amin’ny orinasa 200 samihafa manerana araka ny nolazaiko entana 30 samihafa sy firenena 50 ary toy izany koa tamin’izany traikefa izany dia nanana vintana be dia be aho. Ary Kim, azonao atao ny mandeha any amin’ny slide manaraka. Betsaka ny fahafahana hianatra ny fomba hampitomboana ny orinasa, ny fomba hahatonga azy ireo hahomby. Ary ny ankamaroan’izany dia tena manao antoka fa ny fitantanana sy ny mpiasa, ny olona rehetra voakasik’izany dia mavitrika amin’ny fahatakarana ny iraka ataon’ny. Ny orinasa dia ny fahitana, ny fahatakarana ny soatoavina hampifanaraka ireo mpandray anjara ao anatiny sy ivelan’ny fikambanana. Ka ny zavatra nataonay sy niditra tao amin’ny Energy Fuels aho enina na fito volana lasa izay. Ary heveriko fa ny iray amin’ireo antony nisafidianan’ny filankevi-pitantanana ahy hiditra sy hiara-hiasa amin’i Mark dia ny hanampy amin’ny fananganana drafitra stratejika ary hampivelatra ny fahatsapana iraka, fahitana, soatoavina haka ireo fananana mahatalanjona izay nangonin’ny orinasa. Ary mametraha drafitra mitambatra sy azo tanterahina. Ka heveriko fa ny fanalahidy ho antsika ankehitriny dia manana ity fototry ny fananana mahatalanjona ity, manana ireo mpiasa mahatalanjona ireo izahay. Ankehitriny dia tsy maintsy fantatsika ny fomba hanatanterahana izany rehetra izany. Ka raha mandeha any amin’ny slide manaraka isika. Misaotra anao. Tamin’ny volana Desambra dia nanao atrikasa izahay ary natao teto Colorado ao amin’ny faritr’i Denver izany. Nanana olona 16 avy amin’ny ekipan’ny mpitarika ambony avy any Perth izahay. Nanana an’i Andre sy Themo izahay. Mampalahelo fa tsy afaka nanatrika izany dia izany i Stephen, saingy nanana fahafahana lehibe ho anay 16 izahay hiasa amin’ny fahitana stratejika an’ny orinasa. Ary heveriko fa ny tena nahaliana ahy dia ny hoe nifanaraka tamin’ny zavatra tiantsika hotratrarina izahay 16. Nanao izany izahay nandritra ny telo andro ary tamin’ny lafiny iray, nanana Deloitte Consulting izahay ary nanamora ny hetsika ho anay. Noho izany dia tena fahafahana lehibe izany. Ary noho izany dia namaritra ny paikady izahay, nofaritanay ny toerana tiantsika hilalaovana, ny fomba famaritana ny fandresena. Inona avy ireo laharam-pahamehana ilaina mba hahatongavana any? Ary avy eo dia efa niasa izahay ary mbola tsy vita izany, fa ny modely miasa sy ny kolontsaina ary avy eo nifanaraka tamin’ny soatoavin’ny orinasa. Noho izany, ny zavatra voalohany nataonay dia nifanaraka tamin’ny fanambarana iraka izahay. Kim, slide manaraka azafady. Rehefa mijery isika, rehefa mijery ny fanambarana momba ny iraka isika, inona no tiantsika ho toy ny inona no tanjontsika? Nahoana isika no misy? Ary ny fanambarana iraka noforoninay, azonao jerena eto. Izahay dia mamokatra ny mineraly manan-danja izay mahatonga ny angovo madio sy ny teknolojia mandroso azo atao. Ary mieritreritra aho, fantatrao, raha manapaka izany ianao, dia te-handray anjara amin’ny famokarana mineraly manan-danja tena ilaina izahay. Tianay ny hifantoka amin’ny mineraly izay manan-danja amin’ny sehatry ny angovo madio sy ny teknolojia mandroso. Iray amin’ireo sehatra manan-danja, te-handray anjara amin’ny fiarovam-pirenena izahay ary teboka tena manan-danja izany. Tena zava-dehibe manerana ny tontolo tandrefana izany rehefa mijery ny teknolojia ianao, ny mineraly izay vokarina sy mifantoka amintsika. Shina no tena manjaka amin’ireo harena ankibon’ny tany rehetra ireo. Ary eto Etazonia, ary koa any Aostralia, ny governemanta dia tena miahiahy momba ny fiarovam-pirenena mifandraika amin’ny fianteherana amin’i Shina amin’ireo mineraly manan-danja ireo. Noho izany dia te-handray anjara amin’ny famahana izany olana izany izahay. Ny olana sy ny maha-tompon’andraikitra amin’ny fomba anaovantsika izany ary izany dia tompon’andraikitra amin’ny mpiasanay, tompon’andraikitra amin’ny vondrom-piarahamonina izay iasantsika ary tompon’andraikitra amin’ny mpiara-miasa aminay. Ka ny slide manaraka dia mandray an’io karazana tanjona io izahay ary mampihena izany amin’ny fahitanay ary tena misy ny fahitana. Inona no tiantsika ho tonga ao anatin’ny 10 taona? Ao anatin’ny dimy taona? Fantatrao, aiza no ahitantsika ny tenantsika? Ary tena mahaliana izany. Rehefa nanao ity atrikasa ity izahay dia afaka nameno naoty kely mavo mavo, nametraka azy ireo teo amin’ny rindrin’ny efitrano izay niasa mba hiteny hoe, OK, ao anatin’ny 10 taona.
Ross Bhappu 12:04Misy lahatsoratra iray ao amin’ny Wall Street Journal na Financial Times momba ny angovo solika. Inona no holazain’ny lohateny ? Ary noho izany dia nandeha nanodidina ny efitrano izahay rehetra ary nametraka ireo naoty miraikitra ireo teo amin’ny rindrina ary tsy maintsy nandinika ny hevitry ny olona sy ny zavatra noeritreretin’ny olona izahay. Ny tena noeritreretin’ny olona fa ny Energy Fuels dia ao anatin’ny dimy na folo taona manomboka izao ary ny singa izay novolavolainay tamin’ity fanambarana fahitana ity dia ny hoe ary azonao vakiana eto, te-ho mpamokatra mineraly manan-danja manerantany izahay. Manome fahafahana ny rojom-pamokarana mahazaka ary mamorona lanja maharitra ho an’ny mpanjifantsika, ny vahoakantsika, ny mpampiasa vola ary ny vondrom-piarahamonintsika. Ary raha manapaka kely izany ianao, ny tiako holazaina, fantatrao, misy hafatra manan-danja roa ao. Ny iray dia maneran-tany ary tsy misy na inona na inona azo atao. Ohatra tsara kokoa amin’ny toetra manerantany amin’ny zavatra ataontsika amin’ny alalan’ny zava-misy fa isika rehetra dia ao anatin’ity antso ity avy amin’ny kaontinanta efatra samihafa. Tena mahavariana izany rehefa mieritreritra izany ianao, ny zavatra azontsika atao, te-hifantoka amin’ny mineraly manan-danja isika. Ary hiresaka momba izany isika ao anatin’ny fotoana fohy, fa ny mineraly rehetra izay mikasika antsika dia heverina ho mineraly manan-danja any Etazonia sy any Aostralia. Te ho loharanom-sakafo azo itokisana ho an’ny mpanjifanay izahay ary te ho maharitra. Tianay ny ho maharitra ho an’ny mpanjifanay, ny mpiasanay, ny mpampiasa vola. Ary ny vondrom-piarahamonina izay iasantsika. Ka izany no fanambarana fahitana ary avy amin’io fahitana io dia niresaka momba ny soatoavina manaraka momba ny soatoavintsika sy ny fomba hahatongavantsika amin’ny soatoavina izay tiantsika hahatongavana, ny fomba tiantsika hitondrana. Ary ny fomba tiantsika hitondran’ny hafa antsika sy ny fomba hitondrantsika ny hafa. Noho izany dia tonga tamin’ireo soatoavina dimy nifanarahana ireo izahay ary tena nahaliana fa nifanaraka tamin’ny zavatra tena akaiky ireo ny rehetra. Ohatra vitsivitsy hafa, zavatra toy ny fitiavana sy ny fitsipi-pifehezana. Saingy ankoatra ireo olona roa tsy manam-paharoa, fantatrao, saika ny olona 16 rehetra dia nanaiky fa ny fahamarinan-toetra dia zava-dehibe. Fantatrao, te-hiasa amin’ny fahamarinan-toetra sy ny mangarahara izahay. Fanajana. Te-hifanaja isika. Tianay ny hanaja ny tontolo iainana sy ny fiarahamonina. Ny vondrom-piarahamonina sy ny kolontsaina izay iasantsika. Tena zava-dehibe ny fiaraha-miasa. Ary indray, rehefa mijery ny zava-misy ianao fa ekipa iray isika rehetra eto miasa amin’ny faritra ora maro sy jeografia maro, kaontinanta maro, dia tena ezaka ekipa tsy mampino izany. Miasa tsara indrindra, te-ho tsara, isika te-ho tsara, hanolotra ny fenitra ambony indrindra izay miasa sy amin’ny fitsipi-pifehezana ara-bola. Ary farany ny fiarovana sy ny fitantanana ny tontolo iainana ary tena rehefa miresaka momba ny fiarovana izaho sy i Mark. Tsy misy zava-dehibe kokoa noho ny fiverenan’ny mpiasanay isan’alina any amin’ny fianakaviany soa aman-tsara ary noho izany dia tsy azo lazaina loatra ny fiarovana. Ny zava-drehetra dia manomboka amin’ny fiarovana amin’ny fomba fijerintsika. Ka rehefa isika rehefa isika. Karazana tery avy eo, inona no ilaina amin’ny toerana hilalaovantsika? Fantatrao, ity no slide manaraka, Kim, inona avy ireo sehatra izay milalaovantsika? Ary heveriko fa fantatrareo rehetra izany. Ny Energy Fuels dia nanomboka tamin’ny maha-orinasa uranium azy. Ary amin’ny slide manaraka, hiresaka kely momba an’i Mark ao anatin’ny iray minitra monja eto, hiresaka momba ny tantaran’ny uranium, ny angovo ary ny fomba nidiranay tao amin’ny uranium izy. Saingy rehefa nifanaraka tamin’ny fifantohana izahay, dia tena manomboka amin’ny uranium izany. Ny fototra, teo no nanombohanay ny orinasanay. Izany no entam-barotra fototra. Ao anatin’ny uranium, hitanay fa misy fahafahana tsy mampino amin’ny fitsaboana miaraka amin’ny, eny, isotopes ara-pitsaboana antsoina koa hoe fitsaboana alpha kendrena. Manao asa tsy mampino sy mahatalanjona izahay amin’io lafiny io. Ary ireo dia fitsaboana izay ampiasaina hitsaboana homamiadana, karazana homamiadana manokana, fa ny fahombiazan’ny zavatra azontsika atao eto, ireo zava-mahadomelina ireo dia tsy mampino raha afaka, raha afaka mahomby amin’ny famokarana azy isika. Noho izany, avy amin’ny uranium, dia mivoatra amin’ny lafiny tany tsy fahita firy amin’ny orinasa izahay ary tena te-hampitombo ny lafiny tany tsy fahita firy. Nasehonay fa afaka mamokatra tany tsy fahita firy amin’ny sehatra ara-barotra isika. Ny vokatray dia nahomby tamin’ny alàlan’ny famaritana azy. Avy amin’ny mpampiasa farany samihafa. Ny Koreana Posco indrindra dia nampiasa ny vokatray ary ny sasany amin’ireo vokatray dia tena ao amin’ny fiara ankehitriny, izay tena mahafinaritra ny mahita. Avy amin’izany dia nifindra tany amin’ny metaly sy ny firaka izahay ary heveriko fa efa nandre momba ny fividianana ny ASM ianao rehetra izay manosika antsika haingana amin’ity orinasa metaly sy firaka ity ary tena faly izahay. Hikatona amin’ny fifanakalozana ASM izahay. Manantena aho fa hikasika ny hazo amin’ny volana Jona ary tena mampihetsi-po antsika amin’ny ligy hafa izany. Ary avy eo amin’ny farany dia salama tsara isika, tsy amin’ny farany, fa manaraka dia manara-maso ny sehatry ny andriamby isika, fantatrao, noho izany, miaraka amin’ny fividianana ASM, dia handeha avy amin’ny fitrandrahana harena ankibon’ny tany mankany amin’ny metaly sy ny firaka isika. Ny dingana manaraka raha misafidy ny hanao izany isika dia ny miditra amin’ny andriamby ary noho izany dia mijery izany isika, manara-maso ny fahafahana any ary avy eo ary avy eo ny fasika mineraly, ny loharano tsy fahita firy izay nifanarahanay ary mifantoka amin’ny monazite. Ny monazite dia vokatra avy amin’ny fasika mineraly mavesatra ary noho izany dia te-hitazona izany izahay ary hampitombo ny famokarana fasika mineraly amin’ny ankapobeny miaraka amin’ny tanjona hampitomboana ny famokarana tany tsy fahita firy ho toy ny vokatra azo avy amin’izany. Fa ny fasika mineraly amin’ny zony manokana toy ny olon-drehetra avy amintsika. Ny biraon’i Perth ankehitriny dia mety ho tena mahasoa amin’ny maha-entam-barotra tsy miankina. Ka ny zavatra iray hafa holazaiko eto dia ny hoe ity andian-dahatsoratra ity dia mamela antsika.
Mark Chalmers 18:11Eny.
Ross Bhappu 18:20Fantatrao, manana fahasamihafana manodidina ny fidiram-bola ary mihevitra izahay fa tena zava-dehibe ihany koa izany.
Mark Chalmers 18:27Eny. Ary hanampy an’i Ross fotsiny aho ary ho an’ny olona mihaino fa fantatrao fa ity no izy, mandrakotra trano maro eto manomboka amin’ny uranium ka hatramin’ny fasika mineraly ary tena tsy fantatro ny orinasa izay tena manao izany ary tsara sy ratsy izany. Manao fikambanana sarotra izy io, fa izaho koa. Te-hilaza aho fa rehefa mijery an’io fahasamihafana io isika, izay heveriko fa hitan’ny olona amin’ny orinasa entam-barotra tokana, dia mety ho tena miovaova ianao raha miankina amin’ny vidin’ny singa tokana toy ny uranium. Saingy tao anatin’io atrikasa io ihany koa dia nandalo ary nanontany ny olona hoe firy isan-jato.Tokony hiditra ao anatin
‘ny raharaham-barotra ve isika? Ary tena nahavariana ny fomba nahatongavan’ny tsirairay tsy miankina tamin’ny finoany ny isan-jaton’ny fandraharahana ho uranium raha oharina amin’ny tany tsy fahita firy sy ny fasika mineraly. Fa ny tena mahavariana dia ny sehatry ny tany tsy fahita firy. Moa ve ny sehatra izay manana fahafahana lehibe indrindra amin’ny fitomboana mandritra ny fotoana maharitra mba hamoronana ny lanjany indrindra ary ny uranium sy ny fasika mineraly, fantatrao, dia mandray anjara amin’izany amin’ny alàlan’ny fanomezana ny fahafahana mamerina ny uranium sy miatrika ny radioactivity, fa koa ny fasika mineraly manome ny monazite. Noho izany, ny tena mpamorona sarobidy lehibe rehefa avy amin’ny fomba fijerin’ny tsena dia ny mifanohitra amin’izany.
Ross Bhappu 19:54Noho izany, amin’ny slide manaraka, dia tiako ny mangataka an’i Mark hiresaka kely momba ny tantaran’ny orinasa satria heveriko fa tena zava-dehibe ho anao ny mahatakatra ny fomba nahatongavantsika amin’ny toerana misy antsika ankehitriny. Tena zava-dehibe tokoa i Mark. Raha ny marina, i Mark dia mety tsy hizara izany aminao, fa i Mark dia tao amin’ny indostrian’ny uranium.3-4 ho avy amin’ny 50 taona, rehefa nanamboatra ny fiaramanidina fitrandrahana fitrandrahana, izay any Arizona. Ka Mark, avelao aho hanolotra izany aminao ary hiresaka kely momba izany.
Mark Chalmers 20:26Eny, misaotra. Misaotra, Ross. Fantatrao, heveriko fa heveriko fa manampy foana ho an’ny olona ny manana fahatakarana kely momba ny toerana niavian’ny Energy Fuels. Araka ny nolazain’i Ross, tamin’ity taona ity dia 50 taona aho no tao amin’ny orinasan’ny uranium. Injeniera mpitrandraka harena ankibon’ny tany aho. Nanomboka tamin’ny maha-mpitrandraka harena ankibon’ny tany ahy aho. Tsy fantatro fa mbola ho toy izany aho.
Ross Bhappu 20:33
Mhm.
Mark Chalmers 20:46Manao.
50 taona taty aoriana, fa ny Energy Fuels dia nanomboka ho orinasa tsy miankina tamin’ny taona 70 ary izy no mpamokatra uranium lehibe indrindra nandritra ny taona 80 sy ny zavatra hafa. Ary izany ary izany no tena flagship tamin’ny taona 80 tany Etazonia.Amerika. Fa ny zava-nitranga dia tamin’ny fotoana nananganan’ny Energy Fuels ny White Mesa Mill, nanana Three Mile Island ianao. Tranga iray tamin’ny milina nokleary tany Etazonia izany. Tsy nisy olona maty na inona na inona, saingy nanova ny fihetseham-po izany ary ny Energy Fuels, ny solika angovo tsy miankina voalohany, dia bankirompitra tamin’ny fiandohan’ny taona 90 satria nidina ara-batana ny vidin’ny uranium. Ka iray amin’ireo zavatra manan-danja nitranga tao amin’ny indostrian’ny uranium nandritra ny fotoana, ary tsy mitovy amin’ny entana hafa, dia nanana ireo swans mainty ireo ianao. Nanana Three Mile Island ianao, izay tamin’ny taona 70. Nanana Chernobyl ianao, izay tamin’ny taona 80. Ary avy eo dia nanana an’i Fukushima ianao, izay tokony ho 1314 taona lasa izay tamin’ny 2011. Ary izany dia tena namorona Rd. vatolampy sy tendrony sy lohasaha maro ao amin’ny indostrian’ny uranium. Noho izany, ny angovo tsy miankina. Tena nahomby tamin’ny andro voalohany tamin’ny taona 80 ary avy eo dia nanana Three Mile Island izy ary avy eo dia niato izahay. Nantsoinay hoe coma taona maro taorian’izay, izay tsy dia liana loatra tamin’ny angovo nokleary amin’ny ankapobeny. Tsy mbola nahita ny indostrian’ny nokleary ho tsara toy izany aho amin’izao fotoana izao satria ny olona. Mifantoka amin’ny angovo fototra, ny famoahana karbaona ambany, fa mijery ny foibe data sy ny faharanitan-tsaina artifisialy ihany koa izy ireo ho an’ny fitomboana goavana ho an’ny filana herinaratra manerana izao tontolo izao. Ka rehefa mandroso kely ianao dia ny fananan’ny angovo solika.
Mark Chalmers 22:43Nanohy niaina nandritra ny taona maro, saingy tamin’ny 2005 dia nanomboka niakatra indray ny vidin’ny uranium ary nisy ny angovo ho an’ny daholobe, tsy misy fifandraisana amin’ny hafa afa-tsy ny anarana, fa orinasam-panjakana izay niforona tamin’ny 2005 ary natsangan’ny mpivady taloha.
Mpiasa ao amin’ny Energy Fuels, George Glaser sy Steve Antony. Ary nisy vanim-potoana izay nanomboka tamin’ny 2005 ka hatramin’ny 2012, nanomboka nahazo tongotra indray ny fahaterahana nokleary. Nanomboka nijery tsara ny zava-drehetra. Mavokely ny zava-drehetra. Niakatra ny vidin’ny uranium ary avy eo. Nanana an’i Fukushima izahay tamin’ny 2011 ary nampidina ny vidin’ny uranium teo amin’ny 80% ary tsy niasa intsony ny toeram-pitrandrahana rehetra na nijanona. Ka ity indray ity, ity, ity lalana vato misy tampon-tendrombohitra sy lohasaha ity. Ao amin’ny sehatra iray izay voatosika bebe kokoa noho ny tahotra ny angovo nokleary ny olona. Ka ny zava-nitranga dia taorian’i Fukushima, nijanona ny zava-drehetra. Nidina ho olona 100 teo ho eo ary tsy fantatray raha mitazona ny jiro isan-taona amin’ireo izahay. Taona maro noho ireo toe-javatra eo amin’ny tsena ireo. Ka ny zava-nitranga.
Nanomboka nahita ny fiakaran’ny vidin’ny uranium izahay. Nanomboka nahita ny izahay ary tao anatin’ireo taona nidina ireo dia nanao zavatra maro izahay. Manana izay antsoinay hoe fahana hafa izahay, saingy tao anatin’ny fomba fahavelomana, saingy nitazona ny fahazoan-dàlana sy ny fotodrafitrasa ary ny ankamaroan’ny fahalalanay izahay. Ka raha mandeha any amin’ny Ny slide manaraka, nandritra ny taona 2020, dia nanana COVID ianao ary tena namorona ny hevitra momba ny orinasa tsy fahita firy nandritra ny vanim-potoana COVID ary ny ankamaroan’ny olona dia niasa tamin’izany avy any an-trano nandritra ny COVID. Ka ny zava-nitranga dia nanomboka nanodina sy nanandrana ny monazite izahay. Ary nanao fandrosoana tena haingana izahay tamin’izany. Ary raha ny marina dia nanao fandrosoana bebe kokoa isika, mino aho, noho ny olona rehetra eto amin’izao tontolo izao amin’io lafiny io. Ary tamin’ny taona 2020, nanomboka nandroso ny famokarana uranium indray izahay satria niakatra ny vidin’ny uranium. Niditra tamin’io vanim-potoana io, araka ny fantatry ny maro aminareo, izay nanombohanay nahazo tetikasa fasika mineraly mavesatra manerana izao tontolo izao, nanomboka tamin’i Bahia sy ny fiaraha-miasa Donald ary ny fahazoana ny Base. Ary ny tena mahavariana dia izany. Amin’ny fanaovana izany rehetra izany, dia nihoatra ny namany izahay nandritra ny efatra na dimy taona farany raha ny momba ny sehatry ny uranium, ny tany tsy fahita firy ary ny fasika mineraly mavesatra. Ary ny mahaliana dia indraindray ny uranium dia mety hiakatra, ny tany tsy fahita firy dia mety hidina na ny fasika mineraly mavesatra dia mety hidina toy ny hitantsika amin’izao fotoana izao. Ny fasika mineraly mavesatra dia nanana.raha fantatrao fa toerana sarotra nandritra ny roa taona farany izay misy ny uranium sy ny tany tsy fahita firy. Noho izany, ity drafitra manontolo ho an’ny fahasamihafana sy ny zavatra hafa ity dia tena miasa araka ny hitantsika amin’izao fotoana izao. Noho izany, ny vidin’ny uranium dia eo amin’ny $ 90.00 isaky ny kilao amin’izao fotoana izao, fa ny NDPR dia mihoatra ny 100 ary $ 10 ny kilao DY amin’ny TB ivelan’i Shina dia eo amin’ny $ 1000 ny kilao ho an’ny DY ary eo amin’ny $ 3,700 ny kilao ho an’ny TB, izay avo telo na efatra heny amin’ny vidin’i Shina satria tena maniry ny hahazo loharanom-baovao ny olona. Amin’ireo tany tsy fahita firy ireo dia tsy avy any Shina izany. Ary izany indray dia ampahany lehibe amin’ny tantarantsika. Noho izany dia nanitatra ny mpiasa manerana izao tontolo izao izahay. Orinasa amerikana manerantany hatramin’ny roa taona lasa izay. Saingy mampiasa ny fahazoan-dàlana, ny fotodrafitrasa ary ny fahaiza-manaonay izahay amin’ny tombony lehibe indrindra rehefa mampiasa ny White Mesa Mill sy ny fahaiza-manaony. Noho izany, ny tsy maha-tsenan’ny entana tokana avy amin’ny tantarako 50 taona dia zavatra tsara. Ny tombony amin’ny fifaninanana amin’ny fifantohana amin’ny monazite sy ny fanaovana fanodinana betsaka any Etazonia dia mahazo fifantohana lehibe, tsy avy amin’ny governemanta amerikana sy ny governemanta hafa ihany, fa avy amin’ny offtakers ihany koa ary mahita hoavy mamirapiratra any isika. Ary manome antsika fahafahana hivoaka amin’ireo tsena sy fahafahana marobe ireo ary mahatsikaritra manerana izao tontolo izao avy amin’ny mpanjifa, mpampiasa vola, tsikaritra izany ary fantatray ny miditra avy amin’ny lafivalon’izao tontolo izao sy izany. Mety ho avy amin’ny lafiny voalohany, loharanom-pahalalana hafa mety ho an’ny sakafo amin’ny mety ho tahiry hafa na toeram-pitrandrahana mivantana amin’ny metaly sy ny firaka ary manomboka mahita ny sasany amin’ireo asa ireo ao amin’ny sehatry ny andriamby raha ny mahaliana satria ny ankamaroan’ireo. Ny orinasa dia tsy manana ny tantaran’ny fampidirana feno ary ny Energy Fuels dia manana ny habetsaky ny dingana ilainao amin’ny fampidirana noho ny orinasa hafa fantatro ary azo antoka fa ny fandehanana amin’ny metaly sy ny firaka dia mitondra antsika avy amin’ny toeram-pitrandrahana mankany amin’ny firaka sy ny ankamaroan’ny orinasa. Manana dingana iray fotsiny. Mety manana toeram-pitrandrahana izy ireo, tsy manana orinasa fanodinana. Mety manana orinasa fanodinana izy ireo, tsy manana toeram-pitrandrahana. Mety manana metaly sy firaka izy ireo ary tsy manana ny feedstock ambony na ao amin’ny mpanamboatra andriamby, tsy manana ny feedstock eo anoloan’ny dingana andriamby. Ka tena ny dingana ataontsika. Moa ve ny fampidirana dia mihetsika haingana fa tsy tsy mitandrina ary manangana ny fampidirana rehefa misy dikany izany ary aiza no misy dikany ary fantatrao miankina amin’ny fotoana mety hiseho. Ka hamerina izany aminao aho, Ross.
Ross Bhappu 28:52Misaotra, Mark. Mahafinaritra ny mandre ny tantaran’ny orinasa ary rehefa raisinao ny tantara miaraka amin’ny toerana misy antsika ankehitriny, ny zavatra nataonay tao amin’ny atrikasa, tao amin’ny atrikasa drafitra stratejika dia niresaka momba ny OK, eto, ity ny fanananay. Inona no tokony hataontsika amin’ireo fananana ireo mba handresy? Mba hahomby. Ary fantatrareo ny zavatra iray izay ianareo rehetra, azoko antoka fa mahafantatra ny lohateny lehibe ao amin’ny indostrian’ny harena ankibon’ny tany. Betsaka ny orinasa mpitrandraka harena ankibon’ny tany tsy fahita firy. Betsaka ny orinasa mpitrandraka uranium. Betsaka ny orinasa mavesatra sy mavesatra amin’ny fasika mineraly any. Ka inona no tokony hataontsika mba hanavahana ny tenantsika sy handresy raha te-ho ao anatin’ireo entana ireo isika? Eny, amin’izao fotoana izao, ary tsy azoko antoka raha fantatrareo rehetra izany, fa izahay no mpamokatra uranium lehibe indrindra sy mora indrindra any Etazonia. Noho izany dia tianay hitombo ny fahafahantsika. Izany famokarana izany, te-hanangana toeram-pitrandrahana vaovao haingana izahay. Izany, fantatrao, tena zava-dehibe izany. Ary avy eo dia mila izany fahazoan-dàlana ara-tsosialy izany ihany koa isika mba hiasa. Tianay ny paikady maharitra mandresy ary iray amin’ireo zavatra heveriko fa tena mahafinaritra. Ao amin’ny White Mesa Mill, ohatra, ny antsasaky ny mpiasa dia teratany Indiana avy any amin’ny faritra Navajo voatahiry. Antontan’isa tsy mampino izany ary porofon’ny fahazoan-dàlana ara-tsosialy izay natsanganay. Miaraka amin’ireo vazimba teratany eto Etazonia ary mila manohy izany amin’ny lafiny tsy fahita firy amin’ny fandraharahana tiantsika isika ary mikendry ny ho asa ambany indrindra manerantany ary anisan’izany i Shina. Mihevitra izahay fa miaraka amin’ny tetikasa Vara Madda amin’ny famokarana, miaraka amin’ny asa mora vidy ao amin’ny White Mesa Mill, afaka mifaninana amin’i Shina isika ary tena zava-dehibe izany avy amin’ny fahavononantsika sy ny faniriantsika handresy amin’ity sehatra ity. Ho mpanamboatra monazite manan-danja avy any ivelan’i Shina izahay. Te ho orinasa mandeha amin’ny fanodinana monazite isika raha misy orinasa mamokatra azy, mila manohy manatsara ny fanatsarana ny loharanon-karena amin’ny toerana tsy fahita firy isika. Rehefa mijery ny Mesa Fotsy isika.
Manana loharano telo ho an’izany izahay. Manana an’i Donald izahay, manana Bahia ary manana ny Amada izahay. Fa ny zavatra tiantsika ho azo antoka dia ny ahafahantsika manohy manohana ny sakafo ao amin’io fikosoham-bary io. Ary noho izany dia mila manohy mitady ny fanitarana ny fototry ny loharanon-karena isika, ny fanitarana ny loharanon’ny monazite. Ny fanaovana sonia ny fifanarahana momba ny fampiasam-bola Vara Madda dia ho zava-dehibe. Naka dingana vitsivitsy izany, miadana, miadana amin’ny dingana vitsivitsy, saingy mihevitra izahay fa manao fandrosoana tsara any. Mike Vanicoy dia mandany fotoana betsaka eny an-toerana any, toy ny olona maro ao amin’ny biraonay ao Perth, izay mahafinaritra. Nahazo vaovao tsara kely izahay tao amin’ny fahazoana miditra amin’ny faritra avaratr’i Vara Madda. Noho izany, mankasitraka an’i Simon noho ny fanampiany, nanampy tamin’ny fananganana ny sasany tamin’ireo asa, nanangana ny sasany tamin’ireo fifandraisana ary niasa tamin’izany. Talenta mpiasa. Hanana an’i Oscar hiresaka kely eto aho momba ny zavatra ataontsika mba hanangonana sy hitazonana ny talenta tsara indrindra, saingy tena zava-dehibe izany. Fantatrao, ekipa mahatalanjona ity. Ianareo rehetra no mpilalao ambony indrindra eto amin’ity sehatra ity ary zava-dehibe ny mitazona ny talenta tsara indrindra, izay miasa mafy izahay mba hanao. Ary mila mitazona izany kolontsaina ekipa avo lenta izany isika ary hiresaka bebe kokoa momba izany indray i Oscar ao anatin’ny iray minitra. Raha ny fananana, ity fotsy fotsy, ny fikosoham-bary fotsy ao Utah ity dia tena firavaka ao amin’ny satroboninahitry ny portfolio-nay. Ny fananana no mahatonga ireo zavatra hafa rehetra ireo ho azo atao. Izany no famokarana ny uranium. Ary ankehitriny araka ny nolazain’i Mark, nalainay izany fahaizan’ny fanodinana uranium izany ary nanova izany ankehitriny ho fahafahantsika manamboatra monazite sy mamokatra tany tsy fahita firy fa tsy monazite fotsiny, afaka mitsabo isika, afaka mitsabo ny hafa. Mifangaro karbaona eto an-tany tsy fahita firy ihany koa ary noho izany dia fananana goavana ao. Noho izany dia mila manohy mampihena izany fananana izany isika ary te-hahazo antoka fa afaka mampitombo izany amin’ny alàlan’ny fampidirana dingana faharoa, izay horesahintsika kely ao anatin’ny iray minitra. Amin’ny resaka famatsiam-bola, mila manao sonia fifanarahana amin’ny mpanjifa isika. Manohy miara-miasa amin’ny governemanta Amerikana izahay mitady fahafahana ho an’ny fanohanana amin’ny hoavy. Araka ny maro aminareo dia azoko antoka fa efa namaky ny governemanta Aostraliana, ny governemanta Amerikana dia tena maniry ny hanohana ireo loharano tsy Shinoa amin’ny harena ankibon’ny tany manan-danja ary noho izany dia mandany fotoana kely any Washington izahay sy i Mark. Saingy tsy maintsy milaza aho fa ny olona rehetra ao amin’ny sehatry ny harena ankibon’ny tany dia any Washington ihany koa miaraka amin’ny taratasy natolotra. Noho izany, tsy isika irery no tompon’andraikitra, saingy mino aho fa afaka manavaka amin’ny zava-misy izany. Manana fananana mafy izahay. Manana tetikasa izay azonao atao ny mandeha sy mandeha sy mahatsapa ary mikasika. Manana ny fikosoham-bary White Mesa isika izay afaka manamboatra tany tsy fahita firy sy uranium ankehitriny. Ary farany dia mila manangana sy mametraka dingana sy rafitra ahafahantsika mitombo, izay mamela antsika hiasa imbetsaka. Faritra sy jeografia maro ary miasa mafy izahay mba hanaovana izany. Ka ny pejy manaraka, rehefa miresaka momba ny laharam-pahamehana stratejika isika, ny iray amin’ireo zavatra tsy maintsy ataontsika dia ny mandinika ny fiheverana fototra tokony hoeritreretinay rehefa mametraka laharam-pahamehana. Ho an’izay tiantsika hotratrarina. Noho izany, tsy maintsy mamaritra sy manao laharam-pahamehana ireo hetsika manan-danja indrindra tokony hataonay izahay. Fantatsika fa misy asa be dia be ho avy. Fantatsika fa manana drafitra fitomboana mahery vaika isika, saingy ahoana no hamadihana izany ho laharam-pahamehana azo tratrarina? Hiresaka momba izany isika ao anatin’ny iray minitra. Ny zavatra iray hafa noeritreretinay dia tsy maintsy manombatombana tsy tapaka ireo tetikasa mitohy ary tsy maintsy miomana amin’ny fihodinana izahay. Ka ohatra, raha i Vara Madda, ohatra, raha maharitra ela kokoa na mandany fotoana bebe kokoa noho izay eritreretintsika, inona koa no ananantsika? Inona koa? Manao izany izahay mba hamokarana sy hamatsiana monazite bebe kokoa ho an’ny fikosoham-bary White Mesa. Ary noho izany dia mijery izany izahay ary manana an’i Henry Andre sy ny sisa amin’ny ekipa ary Stephen any Perth mijery loharanom-pahalalana hafa na mandroso amin’ny fampandrosoana ny tetikasa Donald ary noho izany dia izahay.
Fantatrao, ataonay antoka fa tsy miankina amin’ny fananana iray fotsiny izahay, fa handeha hikaroka fahafahana maro hafa any. Te-hifantoka amin’ny dingana azo ampiharina isika na tsy maintsy mifantoka amin’ny dingana azo ampiharina mba hahatratrarana izany vina izany. Noho izany dia zava-dehibe ny famonoana ary handray dingana iray isaky ny mandeha isika mba hahatratrarana izany famonoana izany. Ary farany ary mety tsy hiresaka momba izany isika, fa ny fitsipi-pifehezana ara-bola dia ho zava-dehibe. Tsara vintana izahay amin’izao fotoana izao fa manana tsena avo lenta ny Energy Fuels. Manana 5 miliara dolara eo ho eo amin’ny tsenan’i Etazonia izahay.
Afaka nanangona 700 tapitrisa dolara tamin’ny volana Oktobra, noho izany dia manana fandanjalanjana matanjaka izahay androany, saingy afaka mandeha haingana izany vola izany raha tsy mitandrina isika. Ary noho izany, ny fitsipi-pifehezana ara-bola dia tsy maintsy ho lohalaharana sy afovoany amin’ny zavatra rehetra ataontsika. Ka ity dia mitondra antsika amin’ny voalohany amin’ireo paikady efatra na laharam-pahamehana stratejika ary ny voalohany dia hangataka an’i Oscar aho mba hiresaka izay tena momba ny olona mifantoka amin’ny olona sy ny famoronana fototra mifantoka amin’ny olona. Mba hampitombo ny fandrosoanay. Ary noho izany Oscar, raha afaka mangataka anao aho mba hiresaka kely momba izany.
Oscar Alemana 36:53Tsara. Misaotra anao, Ross. Kim, hizara haingana ny efijery aho . Avelao aho hampahafantatra ny tenako satria mazava ho azy fa tsy nanana fahafahana nihaona tamin’ny olona rehetra aho. Ny anarako dia Oscar Alemana. Niaraka tamin’ny Energy Fuels aho. Nandritra ny valo volana, nitondra traikefa 30 taona niasa tao amin’ny fikambanana lehibe toy ny fikambanana BHP toa an’i Coca-Cola aho. Nandany 15 taona teo ho eo tao amin’ny indostrian’ny solika sy ny entona ihany koa aho. Noho izany dia faly aho fa tonga eto. Handeha haka ny hafainganam-pandeha aho ary hiala tsiny, saingy tiako ho azo antoka fa mamela fotoana ampy ho an’ny fanontaniana avy amin’ny mpihaino isika. Saingy te-hizara aminao haingana fotsiny aho zavatra roa izay heveriko fa manan-danja hozaraina.
Ross, avy amin’ny fomba fijery fa, fantatrao, lany fotoana isika eto. Fa ity no tiako hozaraina. Ny tiako hozaraina dia rehefa niditra aho dia tsapako haingana izany.
Oscar Alemana 38:25Ny asan’ny HR dia niala tamin’ny tontolo iainana manerantany, sa tsy izany? Ary mba hanaovana izany dia nahatsapa haingana aho fa mila mametraka paikady ho an’ny olona izay ahafahantsika mavitrika kokoa fa tsy mihetsika. Amin’izany fomba fijery izany, izany no zavatra efa niasako ary miala tsiny aho hozaraiko any aoriana. Hamorona rohy iray izahay izay ahafahanao mahita sary vitsivitsy izay miresaka momba ny paikady ho an’ny olona. Ny tiako ho fantatrao dia misy paikady mazava izay miresaka momba ny antony tianay hiasa ao amin’ny Energy Fuels. Manana tolo-kevitra momba ny lanjan’ny mpiasa izahay izay miresaka ny antony ary hovakisiako aminareo izany satria androany vao maraina dia nanana lapan’ny tanàna tao amin’ny biraon’ny orinasanay izahay ary afaka nizara aho ary heveriko fa nahatsapa ny olona fa afaka mamantatra izany izy ireo ary izany no tena antony mahatonga ahy mino ny olona tonga hiasa ao amin’ny Energy Fuels.Nahoana izy ireo no te-hijanona ao ary izany dia satria manintona mamorona, mavitrika ary mavitrika tena manomboka izay mitondra hevitra ho amin’ny fiainana. Ny ekipanay dia miorina amin’ny soatoavina fototra matanjaka ary miara-mandresy ny kolontsaina izay misy ny fiaraha-miasa, ny fahatsarana ary ny fitiavana Dr. vokatra. Ary [tsy nandeha] teny amin’ireo [mpangataka] izay mifindrafindra mitety fiara izahay. Ary manolo-tena izahay hanokatra ny hery feno an’ny vahoakanay. Miangavy anao hiaraka aminay amin’ny fananganana orinasa sy kolontsaina tsara indrindra amin’ny indostrian’ny fitrandrahana harena ankibon’ny tany. Izany no tolo-kevitra momba ny sandan’ny mpiasa. Izany no antony tianao hiasa eto. Manana andry stratejika 5 izahay izay ifantohantsika amin’ny paikadin’ny vahoakanay. Ny iray dia ny fandraisana mpiasa sy ny fitazonana, ny # 2 dia ny fampandrosoana ny olona sy ny fitantanana talenta, ny # 3 dia ny valisoa tanteraka, ny # 4 dia ny serivisy HR, ary ny # 5 dia ny kolontsaina sy ny firotsahana. Ireo no andry dimy. Eo ambanin’ireo andry ireo dia misy hetsika mazava izay iasantsika ho an’ny 2020.Six, 2027 ary 2028. Noho izany dia mamorona paikady ho an’ny olona mandritra ny telo taona izahay ary ny fomba handrosoantsika rehefa manohy mitombo isika. Miorina amin’izany ho an’ny 2026, dia hikasika ireo zava-nisongadina manan-danja vitsivitsy izay vokatra manan-danja izay natolotray ho an’ny Filankevi-pitantanana izay hifantohantsika sy hifantohana.
Mark Chalmers 40:21Misaotra.
Oscar Alemana 40: 40Deliver. Voalohany, handray toerana fitantanana manan-danja izahay. Mifantoka amin’ny Chief Operating Officer izahay amin’izao fotoana izao. Manana kandidà roa izahay ary manantena izahay fa amin’ny faran’ny volana Febroary, dia afaka mihemotra isika ary mandray fanapahan-kevitra tsara. Ny zavatra iray hafa dia tsy maintsy manomboka isika.
Ampidiro ny orinasa. Manana fividianana roa izahay araka ny nolazain’i Ross tamin’ny ASM sy Base ary noho izany dia manana hetsika fampidirana izahay. Manana hetsika fampandrosoana ihany koa izahay izay tsy maintsy mifantoka amin’ny fanaovana izany. Mila mamorona fototra matanjaka isika raha ny politika sy ny fomba fiasa no resahina. Mba hanohanana ny orinasa manerantany, ny iray amin’ireo hetsika manan-danja amin’ity taona ity dia mazava ho azy fa hifantoka amin’ny fanombanana ny drafitry ny fifandimbiasana. Manao ahoana ny talentantsika? Iza avy ireo mpitarika ny fikambanana amin’ny hoavy? Noho izany dia hanomboka hetsika hifantoka amin’ny drafitry ny fifandimbiasana izahay. Amin’ny sehatra manan-danja sasany, ny fandraisana andraikitra manan-danja iray hafa dia ny valisoa tanteraka. Mikasa ny hametraka rafitra fandoavam-bola manerantany izahay izay mandrakotra ny sehatra rehetra izay tohananay amin’izao fotoana izao. Ka tetikasa iray hafa manan-danja izany, saingy heveriko fa ny iray amin’ireo manan-danja indrindra dia ny hanampy amin’ny fametrahana kolontsaina miray hina sy mifanaraka amin’izany. Misy fitenenana milaza fa ny kolontsaina dia hihinana paikady ho an’ny sakafo maraina, ary mino mafy izany aho. Taorian’ny 30 taona, ireo fikambanana lehibe niasako dia nanana kolontsaina matanjaka izay nilaza fa, fantatrao, hiara-handresy isika ary hanaja ny iraka, ny fahitana, ny soatoavina. Ka avelako amin’izany izany. Kim, hizara ireo sary aminao aho mba hahafahantsika mametraka izany ary afaka miditra sy mijery ny paikadin’ny vahoaka, ny sasany amin’ireo andry manan-danja. Misaotra anao, Ross.
Kim Casey 42:30Mahafinaritra. Ho vitanay haingana araka izay azo atao izany.
Oscar Alemana 42:34Tsara. Misaotra anao, Ross.
Ross Bhappu 42:34Tsara. Misaotra anao, Oscar. Mankasitraka izany. Fa ny laharam-pahamehana # 2 dia ny fifantohana, mifantoka amin’ny fahombiazan’ny fanatanterahana, miala tsiny aho, mifantoka amin’ny fanatanterahana ny tetikasa ankehitriny sy nomanina amin’ny fomba tsara. Manana tetikasa maromaro izahay izay, araka ny azonao an-tsaina, dia mitranga.
Mark Chalmers 42: 43OK.
Ross Bhappu 42:53Ny iray amin’ireo voalohany antenainay hiasa sy hahatratra amin’ity taona ity dia ny fanitarana ny fanitarana ny White Mesa Mill. Antsoinay hoe dingana voalohany sy dingana 1B sy dingana 1C izany. Kim, tsy mino aho fa miakatra ny slide.
Ross Bhappu 44:00Ka raha mandeha amin’ny slide manaraka fotsiny isika, Kim, mifantoka amin’ny fahombiazan’ny famonoana ary jereo, misy faritra maromaro. Mifantoka amin’ny dingana 1B sy dingana 1C ao amin’ny White Mesa izahay. Ireo dingana roa ireo dia hamela antsika hamokatra mineraly mavesatra, mineraly tsy fahita firy toy ny dysprosium sy terbium. Izy ireo koa dia hamela antsika handamina MREC, mifangaro amin’ny tany tsy fahita firy, karbaona tsy fahita firy mifangaro izay lasa be dia be ary tena zava-dehibe ho antsika mba hahafahantsika manamboatra. Mifantoka amin’ny fametrahana ny Donald FID izahay ary afaka manao izany FID izany amin’ny tetikasa Donald ary manantena izahay fa hanao izany ao anatin’ny volana vitsivitsy. Mikasa ny hampandroso an’i Varamata izahay ary hiresaka bebe kokoa momba izany, saingy. Ny fandrosoana an’i Faramata, tena maro amin’izany no avy amin’ny fahazoan-dàlana ara-tsosialy izay mahazo fidirana amin’ny tranonkala ary manao fandrosoana tsara izahay, araka ny nolazaiko, ao. Manao asa tsara i Simon sy Mike. Nanampy an’i Virginie izahay tao izay mahafinaritra fotsiny ny manana azy ireo eo amin’ny tany. Mifantoka amin’ireo radioisotopes ireo ihany koa izahay, ka ny isotopes fitsaboana homamiadana izay noresahintsika teo aloha ary avy eo ny dingana faharoa, izay dingana faharoa amin’ny dingana lehibe amin’ny fikosoham-bary White Mesa, izany dia tsipika natokana ho an’ny fikosoham-bary izay mamela antsika hanodinana. Ary mifantoka be amin’ny fahazoana fahazoan-dàlana hamela anay hanangana izany izahay ary manantena izahay fa hanana ireo fahazoan-dàlana ireo amin’ny tapaky ny taona 2027, ka amin’ny tapaky ny taona ho avy. Ary farany dia mifantoka amin’ny tetikasa Bahia izahay ary mandroso izany tetikasa izany amin’ny fandalinana ny sehatra amin’ny faramparan’ity taona ity. Tamin’ity taona ity ary namela ny tetikasanay uranium antsoina hoe Roca Honda any New Mexico amin’ity taona ity. Noho izany, ny laharam-pahamehana manaraka manaraka dia ny famaranana ny fifanarahana momba ny famatsiam-bola sy ny fandraisana mba hanohanana ny tanjon’ny fampandrosoana, ny fitomboana ary ny tombom-barotra. Efa nolazaiko izany teo aloha fa, fantatrao, izaho sy Mark dia mandany fotoana any Washington. Miresaka amin’ny governemanta Amerikana izahay, saingy eo am-pifanakalozan-kevitra amin’ny governemanta Aostraliana ihany koa. Nahazo antso izahay sy i Mark omaly, heveriko fa omaly izany. Mark, very fotoana niaraka tamin’ny iray tamin’ireo minisitra aho.
Any Aostralia, izay fantatrao fa izy ireo, dia mandray fomba fijery mavitrika sy liana amin’ny zavatra ataontsika amin’ny sehatry ny harena ankibon’ny tany manan-danja. Mitady fifanarahana tsy fahita firy ho an’ny mineraly tsy fahita firy izahay ary lafiny tena mahaliana izany. Noho izany, ny governemanta amerikana dia niresaka momba ny fanaovana off-takes, saingy. Saingy hitanay ihany koa fa fantatrao ny OEMs, ny mpanamboatra fiara dia maniry mafy ny hahita loharanom-pahalalana azo antoka amin’ny harena ankibon’ny tany tsy fahita firy. Noho izany, mety tsy mila fanohanana avy amin’ny governemanta isika. Azontsika atao fotsiny ny mahazo izany amin’ny fidirana amin’ny fifanarahana tsara amin’ny mpanjifa toy ny. Tahaka ny OEMs.Financing ho an’i Varamata sy Donald, ireo dia tena mandroso sy mitsikera ary manao asa be dia be izahay ary mety efa nahita ny sasany amin’ireo fanambarana an-gazety momba anay mivarotra uranium ianao. Misy fahalianana goavana amin’ny uranium amin’izao fotoana izao. Nilaza i Mark fa ny vidiny dia mihoatra ny $ 90.00.A pound, izay vidiny tsara izay matoky izahay fa hiakatra hatrany mifototra amin’ny fototra fototra amin’ny tolotra sy ny fangatahana. Farany, ny laharam-pahamehana stratejika farany, ny laharam-pahamehana 4 dia tena mamaritra ny modely fiasa manerantany ho avy hanohanana ny fitomboantsika. Ary fantatro fa misy fahalianana betsaka amin’ny zavatra antsika. Inona no ho endriky ny maodelintsika? Tsy afaka manome valiny marina aho amin’izao fotoana izao, fa miasa mafy izahay amin’ny fametrahana azy io ary mila modely miasa izay mamela ny fiasa manerana ireo faritra ora maro ireo, entana marobe. Dingana maro amin’ny famokarana manerana ny rojom-bidy. Ary noho izany dia miasa mafy izahay mba hanaovana izany ary manantena fa amin’ny faran’ny telovolana voalohany dia ho nahavita fandrosoana tsara izahay tamin’ny fametrahana izany. Ao an-tsaina fa manana ASM ampidirina ao amin’ny fifangaroana isika. Ary azontsika atao ny manampy loharano hafa eto an-tany ao anatin’ny fifangaroana. Noho izany dia mila modely izay ho mavitrika sy afaka hitombo miaraka amintsika isika. Ka ny sasany amin’ireo tanjona ho an’ny 2026, ity no faha-2 ka hatramin’ny farany slide. Ny zavatra ezahinay atao amin’ity taona ity, inona ny tanjonao, inona ny tanjoko, inona ny tanjon’i Mark, ny tanjonay hahomby amin’ny 2026 dia manodidina ny tontolo iainana sy ny fiarovana. Voalohany, tianay ny vahoakantsika hody soa aman-tsara isan’andro. Tsy azo lazaina loatra izany. Tianay ihany koa ny hanatsara ny mari-pamantarana momba ny tontolo iainana tamin’ny taon-dasa. Nanao asa tsara momba ny tontolo iainana izahay tamin’ny taon-dasa ary te-hanatsara izany amin’ity taona ity. Human resources, nilaza i Oscar fa mikasa ny hameno andraikitra manan-danja sy drafitra ho an’ny famonoana izahay. Te-hametraka drafitra fifandimbiasana izahay. Fantatrao, iray amin’ireo zavatra niasako sy i Oscar ary vao avy nandefa taratasy ho an’i Mark izahay mba hijery dia tsy manana drafitra tsara ho an’ny fifandimbiasana ho an’ny andraikitra manan-danja maro. Ary noho izany dia mila mahazo antoka isika fa raha misy olona mandresy amin’ny loteria ary manapa-kevitra ny hiala izy ireo dia hisy olona mijoro ao ambadiky ny loteria mba hifindra. Ao amin’ny toerany. Ary noho izany dia mijery ny fametrahana ity rafitra fanonerana manerantany ity izahay, izay tena zava-dehibe. Fantatrao, rehefa mijery ireo rafitra karama isan-karazany isika, dia manana rafitra samihafa any Aostralia sy Denver. Noho izany dia te-hanao izany izahay, mila rafitra fanonerana manerantany. Amin’ny ankapobeny, nametraka tanjona amin’ny uranium roa ka hatramin’ny roa tapitrisa kilao sy tapany avy amin’ny toeram-pitrandrahana sy ny fikosoham-bary 1.2 ka hatramin’ny 1.7 tapitrisa pounds izahay. Te-hamita ny fanarenana an’i Kawali izahay ary nahafinaritra izany. Androany dia nasehon’i Andre ahy ny sasany tamin’ireo sary tamin’ny herinandro lasa. Tsy mampino izany. Tsy fantatro hoe firy aminareo no mankasitraka, saingy fantatrareo fa efa namboly hazo efa ho 260.000 teo amin’ny toeram-pivarotana tailings tao izahay. Tena tsy mampino izany. Tsy mampino. Ary avy eo te-hametraka drafitra hanitatra ny famokarana harena ankibon’ny tany izahay. Te-hanohy ho mpilalao lehibe amin’ny orinasan’ny uranium izahay. Ka ny sasany amin’ireo tanjona stratejika, efa noresahiko momba izany, te-hampandroso ny White Mesa Mill izahay. Te hanana ny fahaiza-manao izahay. Mba handaminana ny fitaovana mavesatra sy MREC ary mila mandroso ny injeniera sy ny fahazoan-dàlana ho an’ny dingana faharoa isika. Saingy ho tena zava-dehibe ny tetikasa Donald sy Bahia. Donald manokana dia tetikasa tena manan-danja satria io no tetikasanay voalohany hiala amin’ny laharana ary noho izany dia te-ho tonga amin’izany FID izany izahay. Te-hanomboka ny fanorenana izahay. Haingana araka izay azo atao. Azo atao tanteraka. Mila manao izany FID izany fotsiny isika raha vantany vao manana ny famatsiam-bola sy ny famatsiam-bola mandroso an’i Varamata. Niresaka momba ny fitomboana ho avy tena manan-danja ho an’ny orinasa izahay. ASM, hifarana amin’ny volana Jona isika, mikasika ny hazo, mandroso tsara ny zava-drehetra any. Mila mahazo fankatoavana avy amin’ny governemanta momba izany isika. Ary araka ny nolazaiko, hanohy hanombatombana ny fahafaha-manao andriamby isika. Ary avy eo tiako ny asanay ao amin’ny radioisotopes. Ny tiako holazaina dia raha afaka manao zavatra hanampiana isika. Fantatrao, manampy amin’ny fanasitranana na na famahana ny olan’ny homamiadana. Heveriko fa fantatrao ny maha-mahafinaritra izany raha tafiditra ao anatin’izany. Ary farany ny tanjona ara-bola. Te ho orinasa ambony indrindra amin’ny tany tsy fahita firy sy fasika mineraly mavesatra izahay ary efa teo amin’izany toerana izany izahay tato anatin’ny taona vitsivitsy. Izahay dia orinasa mahomby indrindra.2025, dia orinasa mahomby indrindra manerana ny vondrona mpiara-miasa aminay ary te-hitazona izany izahay. Inona no dikan’izany ho anao? Fantatrao, ny fahazavana momba ny ho avy, ny iraka ataontsika, ny fahitana ary ny soatoavina dia tena eto hanazava ny toerana alehan’ny orinasa sy ny fomba ifandraisan’ny asanao amin’io fotoana maharitra io. Fahamarinan-toerana sy fitomboana. Tianay ny hanome fiarovana sy fahatokisana amin’ny asa. Fantatro fa efa niresaka momba izany izahay, saingy Vara Madda, raha mbola misy fahatarana izany, dia te-hanana tetikasa hafa ho an’ny ekipan’i Perth izahay mba hifindra sy hiasa toa an’i Donald. Misy tetikasa hafa any amin’ny faritra hafa eto amin’izao tontolo izao izay azontsika atao, azontsika jerena hatrany. Misy ny fahafahana mividy. Ka fantatrao fa tena manao izany izahay, tena matanjaka amin’ny fiarovana ny asa sy. Matokia fa afaka manohy izany isika. Ary farany ny ekipa iray, fenitra iray. Te-hanavao ny fandraharahana manerantany izahay. Tena niasa mafy izahay mba hanaisotra ny anaran’ny loharanon-karena fototra ary hahatonga azy ho Energy Fuels satria te-ho ekipa iray izahay. Tsy te ho fifangaroan’ny ekipa maro izahay ary heveriko. Tena zava-dehibe izany. Ka jereo izany, te-hisaotra anareo rehetra aho ary fantatrareo fa te-hanokatra izany amin’ny fanontaniana izahay. Fantatro fa efa ela izahay no nihazakazaka tamin’ny famelabelaranay, saingy faly manokatra izany amin’ny fanontaniana rehetra ary Kim, avelako ianao hitantana izany ary hijery aho. Ny ekipa iray manontolo, Andre, Steve, Oscar ary Mark hamaly izany.
Kim Casey 53:39Ary fampahatsiahivana fotsiny fa raha te hametraka fanontaniana eo an-tampony eo amin ‘ny efijery ianao, dia misy boaty ho an’ny fanontaniana sy valiny ary afaka mandefa fanontaniana ianao. Azonao atao ny manao izany tsy mitonona anarana raha toa ianao ka mahazo aina kokoa amin’izany fomba izany na raha toa ianao ka mahatsiaro ho mahazo aina kokoa amin’ny fitarihana ny tranokalanao ary mametraka fanontaniana amin’ny alàlan’izy ireo? Mazava ho azy fa liana amin’ny fanontaniana foana ny ekipa ary mamerina izany fampahalalana izany aminao, noho izany. Amin’izao fotoana izao Ross, toa tsy manana fanontaniana napetraka izahay ary efa manakaiky ny faran’ny fe-potoanay. Miandry eto mba hahitana raha misy mametraka fanontaniana, fa te-hampahafantatra anao ihany koa fa amin’ity kaody QR ity, raha te haka izany amin’ny findainao ianao, na raha misy olona ao amin’ny efitrano te-haka izany amin’ny findainao, ity no toerana ahafahanao manao izany. Jereo ny tokotanin-tsambo izay naseho androany hariva na androany maraina arakaraka ny toerana ipetrahanao ary azonao aleha ihany koa. Hiasa amin’ny fahazoana dika feno izahay ary handika azy ireo amin’ny fiteny samihafa ary hampiakatra izany. Manantena aho fa ao anatin’ny 24 ora ho avy, mba hahafahanao mandeha any amin’ity toerana ity. Hiasa ihany koa izahay mba hahazoana izany amin’ny mailaka miaraka amin’ny rohy mivantana nalefa ho an’ireo izay manana fidirana amin’ny mailaka mba hahafahan’ny olona rehetra mijery ny tokotanin-tsambo an-tserasera ary mamaky ny fandikan-teny amin’ny fiteny izay mahazo aina indrindra aminao. Ary heveriko fa amin’izany dia toa manana ekipa feno isika.
Ross Bhappu 55:36Eny.
Stephen Hay 55:38Miala tsiny, miala tsiny, azoko atao ve ny miditra ao mandritra ny segondra iray? Afaka mandre ahy ve ianao, okay?
Kim Casey 55:42Azo antoka, tanteraka.
Stephen Hay 55:44Eny, Ross, ka mazava ho azy fa nisy olana maromaro nalefanay tamin’ny andro lasa sy fanontaniana vitsivitsy, ary heveriko fa nahavita tsara ianao tamin’ny famahana ny sasany tamin’izy ireo amin’ny ankapobeny, maro amin’izy ireo manodidina ny rafitry ny fikambanana sy ny zavatra, saingy heveriko fa avy amiko fotsiny, mba hahazoana hevitra kely amin’ny…
Fantatrao, ny fandinihana ny rafitry ny fikambanana ary ny fivoahana amin’ny zavatra, fantatrao, tsy miovaova amin’ny orinasa iray manontolo. Fantatrao, misy fe-potoana miasa ve ianao amin’izany? Ary rahoviana araka ny eritreritrao no mety hanomboka hahita, fantatrao, ny fampiharana rafitra vaovao?
Ross Bhappu 56:22Eny, Stephen, heveriko fa miasa mafy izahay mba hametrahana izany. Mikendry ny faran’ny volana martsa izahay mba hamaritana izany rafitry ny fikambanana izany. Manakarama ho an’ny Chief Operating Officer izahay ary nahita kandidà roa izay tena matanjaka, saingy.
Ireo kandidà roa ireo dia mety hisy fiantraikany amin’ny fomba fanaovantsika ny rafitry ny fandaminana ary noho izany dia manantena ny hanana an’io olona io eto amin’ny herinandro vitsivitsy ho avy ary hanohy hiasa amin’ny rafitry ny fandaminana izahay. Manantena ny hamoaka izany amin’ny Q2, ka ataovy voafaritra amin’ny faran’ny volana martsa ary avy eo alefa amin’ny Q2. Ka izany no tanjonay.
Stephen Hay 57:05Eny.
Okay, tsara izany. Ny tiako holazaina dia ny iray amin’ireo fanontaniana hafa dia manokana kokoa momba ny anjara asan’ny COO sy ny mety ho tafiditra ao anatin’izany. Noho izany, heveriko fa avy amin’ny fanehoan-kevitrao amin’izao fotoana izao, ny soso-kevitrao dia ny hanova kely arakaraka ny hoe iza no kandidà farany. Ary avy eo izany dia hitarika ao amin’ny rafitra.
Ross Bhappu 57:21Marina izany.
Marina izany. Eny, marina izany. Ary araka ny nolazaiko, manana kandidà roa tena matanjaka izahay ary izaho sy Mark dia handany fotoana miaraka amin’ireo olona ireo ary manantena ny handray fanapahan-kevitra eto anatin’ny herinandro vitsivitsy.
Mark Chalmers 57:39Eny. Ary Stephen, fantatrao ny iray amin’ireo zavatra fantatrao fa ity tsena ity dia mihetsika haingana ao anatin’ny habaka tsy fahita firy eto an-tany. Ka fantatrao fa rehefa manao fividianana toa an’i ASM ianao dia miafara amin’ny metaly sy alloys azy, manomboka miova ihany koa ny dinamika. Fantatrao fa tsy fantatrao. Ary fantatrao, rehefa miverina any amin’ny slide vitsivitsy ianao izay nanananay, fantatrao, uranium sy tany tsy fahita firy ary fantatrao, fasika mineraly mavesatra sy ny zavatra hafa, sarotra ihany koa ny mahita ny fahaiza-manao izay tena afaka mandrakotra ny maro amin’ireo amin’ny fotoana iray, marina. Ka izany no izy. Fantatrao ireo, ireo rehetra ireo dia zavatra tsy mitovy amin’ny rehefa mijery orinasa ara-dalàna ianao, izay tsy ezahinay ho ara-dalàna, fa fantatrao, orinasa varahina fotsiny na orinasa fasika mineraly mavesatra fotsiny na orinasa uranium fotsiny, fantatrao, manarona ny gamut manontolo izahay ary noho izany dia manao izany. Somary hafa noho ny mahazatra anao.
Ross Bhappu 58:42Eny, jereo, raha misy olon-kafa manana fanontaniana, azonao atao foana ny manatona ny iray aminay, mandefa mailaka aminay, ho faly izahay hamaly ary azo antoka fa te-hisaotra ny rehetra noho ny fandraisany anjara. Fantatro fa maro ny faritra ara-potoana. Ho avy amin’ny 10:00 hariva eto Denver ho antsika any Denver. Tsy azoko antoka hoe amin’ny firy no any an-kafa, fa heveriko fa manodidina ny mitataovovonana any Perth na 1:00 tolakandro any Perth. Ka eny, misaotra anao nandray anjara ary manantena ny hahita anao mivantana amin’ny hoavy tsy dia lavitra loatra, fa azo antoka fa hanohy ireo lapan’ny tanàna ireo ary hifandray amin’ny fandrosoanay. Manerana ny drafitray. Misaotra anareo rehetra.
Kim Casey 59:27Veloma.
Ross Bhappu 59:27Tsara. Veloma.
