Allied Gold Corporation

Thank you for standing by. My name is Kathleen and I will be your conference operator for today. At this time, I would like to welcome everyone to the Allied Gold Second Quarter 2026 Earnings Conference Call. All lines have been placed on mute to prevent any background noise. After the speaker's remarks, there will be a question and answer session. So if you would like to ask a question during this time, simply press star followed by the number one on your telephone keypad. and if you would like to withdraw your question, press the star 1 again. And now, I would like to turn the call over to Peter Marrone, CEO. Please go ahead.

Thank you very much, operator, and thank you to all who are participating on this call. As some of our management is remote and for efficiency and also for the cadence of this call, I will present our formal presentation but management is available on the call to address any questions. We're happy to be back with these conference calls and given that we have had a hiatus on these calls we thought it would be helpful to provide a recap of who we are and what we are and where we are going as part of our quarterly results. We are in Mali, we're in Cote d'Ivoire and we are in Ethiopia. I begin with Thank you very much. Cote d'Ivoire is new to the mining circle. However, it is one that has advanced very quickly with significant opportunities, and certainly our Cote d'Ivoirean complex with Bonico and Agbao add to the successes in the country relating to mining. And Ethiopia is very new to mining, certainly precious metals mining. We are the first mechanized mine of scale that will be in production in the country, but it is on the bottom end of the Arabian Nubian Shield. Much has been said about the Arabian Nubian Shield and its potential, and here we are, with millions of ounces already in inventory and literally on the cusp of the startup of operations. I begin with a discussion about jurisdictions mostly as an admonition to the laziness and over-penalization of these jurisdictions, particularly for companies that have Tier 1 assets, as we do. But I also want to make sure that it is clear that this is also a recommendation. of the FIU proposition for discerning investors that are comfortable that we, along with many other companies in these jurisdictions, can manage the geopolitical concerns, manage our operations effectively. And in the context of operations, here we are with Satiola, a tier one generational mine that for two decades has been in production, producing more than 8 million ounces in steady state without any interruption. We have a production platform that carries more than 10 million ounces in resources. It's a large mineral inventory with a production platform presently of approximately 200,000 ounces with a plan to take that to closer to 350,000 ounces over the next several years on a sequential basis. Contiguar is two mines roughly 17, 18 kilometers apart that we treat as a complex. We are targeting a mine life of 200,000 ounces per year for at least a 10-year period. And in the case of Ethiopia, our next mine We expect to produce at least 250,000 ounces per year, and we expect our production to begin this quarter. So let me put a fine point to it. When we say this quarter, we're in commissioning in the month of August. We expect to be in production in the month of September. What I think is the true value proposition here is not just the particular assets, but the fact that we are unique in that we are a mid-tier gold producer, but we are underpinned by high-quality assets, and in particular on the opposite sides of the continent, in Mali, in the case of Seriola, and in Ethiopia, in the case of Kermuk, by two Tier 1 generational mines. So a unique mid-tier gold producer with two Tier 1 mines in the portfolio. For the second quarter, then, We had strong performance that carries the momentum into the second half of the year, with higher production expected from operational improvements and, of course, the startup of Kermuk. We are on track to achieve annual guidance from our producing minds. The drivers for Sadiola will be higher feed grade and throughput increases. In the case of Bonnie Crow, we're ahead in the sequencing in the first half of the year, so we expect to see the feed grade to a level that is higher in the second half of the year. and the throughput will vary quarter to quarter but production will exceed our annual guidance with a fourth quarter production that exceeds the third quarter and the third quarter slightly better than Q1 and Q2. And Agbao is now at a steady state of production and we expect its production to be consistent with the first and second quarter for the second half of the year. And with that then we expect to see cost improvements on what has already been seen as a cost improvement from Q1 to Q2 and from last year to this year. We are advancing our growth project, which is Kermuk. That's advancing as planned. As I mentioned a moment ago, we are in commissioning, and we expect that to be in production before the end of this quarter. We have a strong financial position, and while we show in this presentation a pro forma cash balance of just under half a billion dollars, after giving effect to the Zijin Gold strategic investment, We do end the quarter with more than $190 million in the treasury, more than sufficient to fund the business of this company. And we have impressive exploration potential with a budget that is $36 million. We just increased the budget for the second half of the year because of the exploration successes that we experienced in the first half of the year. In terms of our operations, just over 97,000 ounces for the second quarter. Just over 193,000 ounces for the first half of the year and an all-in sustaining cost that is below $2,200 per ounce sold. In the case of Sadiola, production is expected to increase, as I mentioned in the second half, that is driven by increased feed grade and throughput. We're targeting to meet our annual guidance. Costs are expected to trend down, driven by higher production and lower expenditures. We continue to progress improvements to lower costs, and we're advancing several strategies, one of which will lead to the improvements to costs, which is a power solution that makes us less reliant on older diesel generators, a refresh of those generators, but also applying a solar power solution that will represent a significant portion of power at that operation. In the case of Bonicrow in Cote d'Ivoire, Our production exceeded our plan for the first half of the year due to higher grades and throughput. We took on a challenge in 2023 and 2024 through 2025 of waste removal and stripping to get to higher grade material at Bonnegro and we said that by 2026 we would be in a position to be meeting our goals of getting that higher level of production and we have demonstrated that we have done that. And the same is true for Agba, where production is expected to remain Constance for the second half of the year tracking to meet guidance, but at better costs than we had been that we've been experiencing in the in the first half of the year and last year For the coaching walk platform We've increased mine life that is supported by a new area of mineralization that is now in development We are advancing further exploration targets in the case of of We've increased proven and probable reserves by 60%. We have advanced our projects to the point where, whereas initially we were saying that we expect to get production of 180,000 ounces per year for 10 years, we're now at a point where we can demonstrate that we can get that 10 years of production, but at 200,000 ounces per year. A little bit more on each of the operations. Saviola, again, a generational asset with significant mine life and mineral endowment. We are in transition from a mine that was reliant on oxide ores to fresh ore. That first phase expansion now allows us to take more than 60% as much as 70% of fresh ore through that plant. We're advancing a process of control upgrades, pre-leach thickener to increase efficiency and reduce operating costs. I mentioned the solar power strategy to further improve costs. And we have an organic expansion plan that takes us Initially to that 200,000 ounces as I mentioned, which is where we are now, and then to a production level that is expected to be closer to 250,000 to 275,000 ounces, and ultimately to a goal of between 300,000 and 350,000 ounces. We are making new oxide discoveries. We are making new discoveries on a platform that is already 10 million ounces of resources, of which more than 7 million ounces is proven improbable reserves. So short-term, 200,000 to 230,000 ounces of production, including this year. That will progressively increase within the next year and a half. And we average a production of in excess of 300,000 ounces to 350,000 ounces as an average with several years at closer to 400,000 ounces. With all the sustaining costs that are expected to decline significantly, and we estimate in the range of about $1,200 per ounce. So we are transitioning from oxide mine to fresh ore. We're putting automation and processes in place. We're upgrading this operation, this plant that is worthy of the tier one inventory of ounces that we have. And we expect, just to give a bit more clarity, the next step to be to go to 70 million ounces per year. We're working on the engineering for that. It's expected to continue through this year. We expect to be in construction on a permanent second stage crushing and larger ball mill that will proceed through 2027 and 28 with the start of production in 2029. So we expect then that by 2029, for several years to follow, to be at least at 275,000 ounces per year before we undertake the next modular expansion, 8 million tons and then above that, that drives that production to its ultimate goal of above 200,000 ounces in the average of 350,000 ounces with several years above 400,000 ounces. In the case of Kermuk, we're in commissioning. We continue that through this quarter. We expect to be in production as I mentioned in September. We are progressing as planned. Our stockpiles are building and we're ahead of operations. Our project costs are tracking to budget with over 90% of those costs committed as of the end of the second quarter and We expect to be on budget and on time with this operation. This makes meaningful improvements to cash flow. It is a prolific land package that will increase the number of ounces that is inventory. We presently look at 240,000 to 270,000 ounces of production with the average over the next several years, 2027 to 2030, that is closer to 300,000 ounces. With all the sustaining costs, that are expected to be below $400 per ounce. And indeed, we expect that to be below $1,000 per ounce given the low power costs that we have at this operation. Moving to Cote d'Ivoire. Agba and Bonicrow, we treat it as a complex. They're roughly 17, 18 kilometers apart. They offer synergies. We have begun a process of optimizations. As I mentioned at the beginning of this call, we are now targeting 200,000 ounces per year from this complex with a production profile of at least 10 years. Now, one of the things that drives all of this then is this very significant optionality that we have in the exploration opportunities of the company. I hope I can say that the MD&A provides a fulsome description of what we have done with exploration and what we continue to do. We're happy to address any questions Further questions in our Q&A. But what are our objectives? Well, in the case of Stadiola, we have a possible super pit. We are extending mine life. We're allowing for an increase in production. We're finding more oxide ounces. We're finding more pressure. In the case of Cote d'Ivoire, what started as a two to three and a half year mine life is now extended, in the case of Bonnegrove, in excess of 10 years. And Agbao is now already at approximately six years. going toward our goal of 200,000 ounces of production for at least a 10-year period. And in the case of Curb Up, we start with two open pits, Dish and Ashashiri, but we have many areas of exploration that will represent their own open pits. The objective is to extend mine life, to provide operational flexibility with more mining areas, and to take advantage of that plant capacity that we said in our earlier calls is in excess of what we need at present time. So in terms of second quarter financial performance, adjusted at earnings of 44 cents, operating cash flow of $133 million, adjusted EBITDA of just under $167 million, all in sustaining costs of just under $2,200 per ounce, and cash in the treasury of $192 million, and pro forma with the completion of the Zigen transaction, expected to be just shy of half a billion dollars. We are an established mid-tier producer. We have large-scale long-life assets, those generational assets to which I referred. We have a project pipeline that creates a notable, very significant production growth that contributes more handsomely to cash flow growth because all these nuances are coming in at significantly lower costs. We take a disciplined approach to development and production growth with operational improvements that drives this Sustainable Value Creation. So just to conclude the presentation, we are on the cusp of that notable growth. We have strengthened the operational performance of the company. We have delivered and are delivering on our growth projects. We have improved the sustainability framework of the company. We are in a strong financial position. We have increased mine life at Cote d'Ivoire, which was the lowest mine life that we had, but of course at the other operations as well. and we have further growth initiatives that will be supported by the exploration successes that we are achieving. We're trading at a very attractive valuation. We received an offer to sell the company in January for $44 per share. Today, many months later, we're more advanced and a better company. We have delivered on our plans that improve the company and increase that value. I'm comfortable saying to everyone on this call, that represent a unique and strong value proposition. So in terms of upcoming milestones, the startup of operations at Kermuk, a further exploration update in the fourth quarter, further advancement and what we will say about the stadial next phase expansion by the first quarter of next year. We expect a site visit of our Kermuk operation for sure in the first quarter of 2027. We're completing the steps that are required at Saviola, including the installation of the pre-leach thickener and the power solution, including solar, that will improve that operation for the next phase of our modular expansion. And finally, the startup of operations and ramp-up at Kermuk. No, I did not make a mistake there. I duplicated the point for a reason. Thank you.

We will now begin the question and answer session. So if you have dialed in and would like to ask a question, please press star 1 on your telephone keypad and raise your hand to join the queue. But if you would like to withdraw your question, simply press the star 1 again. If you are called upon to ask your question and listening via loud speaker on your device, please pick up your handset and ensure that your phone is not on mute when asking your question. Again, please press star 1 to join the queue. And your first question comes from the line of Ralph Proferi of Spitfall. Please go ahead.

Ralph Proferi of Spitfall Thank you, operator. Good morning. Thanks for taking my questions. Peter, can I ask about some of your recent experience in Mali on the ability to repatriate capital in and out of the country and how, if any, has there been influence on sort of in-country capital allocation decisions?

The in-country capital allocation decisions, Ralph, have been based on prudent business practices and prudent business decisions. It is not the result of restrictions on our ability to repatriate capital. None of that. Again, I'm glad you're asking the question because that goes to the fundamental theme of the quality of jurisdiction. There are no restrictions on repatriating capital. We have flexibility in how we mine. We have a large volume business. Mining is a large volume business. Some of you on the call have heard me say that when you're bringing to site more than 100 fuel tankers per month for our fuel requirements, that's a big volume business. And a big volume business like that cannot function if we were to accept what is said about the country on the headlines. The headlines are not correct. This is a functioning country with functioning businesses and one of those businesses is ours. To answer your specific question, We have no restriction in terms of repatriating of capital, but we have a business plan to invest back into the country, to invest back into Sadiola, to demonstrate that this is a Tier 1 mine.

Okay, thank you for that. And as a follow-up, Peter, when I look at the 2027 I guess preliminary guidance for Kamuk. You know, it looks to be a very efficient flow sheet with that type of production target. And I'm just wondering what's been your team's experience and what can we expect on their feedback on how long it's going to take to substantially reach Long-term target recoveries and things like operating costs, you know, that initial six to nine months of rent. What does that look like in terms of quality and grade of that initial feed into the plant to get us to that target or somewhere near it?

Ralph, there's nothing unconventional in the design here. It is an open pit. We've opened up to ore. We have stock posit surface. We're meeting the grade expectations. We don't see any challenges on recoveries. And while the ramp up is within that range of four to six months, we're also blessed with higher grade up front. One of the reasons why we have not said what we expect the production level to be this year is a positive, not a negative. We expect to produce, because of grade, 30,000 ounces per year. That's why. Thank you very much. that is higher closer to surface. We have a wrap-up that I believe to be on the conservative side. And the result of GRADE, the result of what we see in recoveries, the result of that gradual wrap-up gives us a high confidence level that will meet the production goals that we expect, that we indicated for next year and the years to follow.

Okay. Okay. That looks impressive, and thank you for those important answers.

Your next question comes from the line of Luke Bertagio, CIBC. Please go ahead.

Thank you, Operator, and good morning, Peter and team. Congrats on the quarter-release standout job in Cote d'Ivoire. I just had a question on Cromac. Can you provide a bit of an update on how the mining activities are going in particular? How is it reconciling with the block model? And perhaps if you could give a little bit of details on the grade and quantity of your stockpile.

Hi, Luke. This is Gerardo. Yeah, in terms of reconciliation, we're doing really well. We updated that model several months ago in anticipation of the start of operations. We did delimitation drilling, and we're really pleased with the results in terms of great control of reconciliation. We're tracking well also on the volumes. We have reached the high-grade zones of both Tish and Ashashiri, and we're building the stockpile on high-grade. We have three categories, or main categories of grades and that we will be using as Peter was describing for the ramp-up as we are increasing the throughput through the plant.

Thanks. Thanks, Gerardo. And then just a follow-up question there. Previously, you guys had identified the state-filled transmission line as a key milestone for the startup timeline. Can you comment on the status of that grid power connection today?

Yeah. Look, what we... mentioned that not as a gating item or as a critical path item. We mentioned it because we have a 20-year power purchase agreement at 4 cents per kilowatt hour. For the benefit of those on the call, that's one half of what one pays in Quebec. It is one quarter of what one pays in Canada, all of which is hydroelectric power. So we were trying to highlight that this is one of the factors That allows us to be able to get production at the very low cost that we're anticipating. The power line will be up and running for us to be in production. But we want to make sure that it's clear. We need full power by November, not by September. And so we're perfectly on track to be with power by September. So whatever we need by November is... is not expected to be a gating item, not expected to be a critical path item because we expect to have power in September. We also have backup with power generators. And so the result of all of that is that we do expect to be in production in September. This is not a gating item for us.

Yep. Great. Thanks, Peter. Appreciate the clarification there. Looking forward to the next quarter. Thanks, guys.

And we're looking forward to having you and others if your time permits. on our mine tour that we're planning sometime as I mentioned in the first quarter. I think this asset will show very well.

And your next question comes from the line of Kerry McCreary of Canaccord. Please go ahead.

Hi, good morning, Peter. Just wondering if you can come back to Kermuk and just if you can talk a little bit about sort of what the major items left are to complete there.

We are busy on C1 and advancing C2 and then getting, as you probably saw in the pictures, also with commissioning some units. So there is some instrumentation on mostly terminals and cables to pull in certain areas. As we are moving through those, we're also advancing the commissioning, so big focus on that. All the ancillary items are finished or substantially finished. I'm talking about the TSAF that was finished, water dam finished, whole 9-4 road is almost finished. It's reusable now. We have other accesses, you know. Yeah, so all key things are coming together. Crashing will be operational pretty soon. I think it's substantially complete and we expect to start crashing rock in the next few days, few weeks.

And then just coming back to grade, you mentioned the three categories of grade. Just wondering, just for our benefit, how you classify high grade at Kermonk?

I think we are over 1.5, if I record correctly, and we can go on 1.5. If you look at the life amount profile and the technical report, you will see what grade is available in the beginning and how that changes with following that profile, with respect to follow that profile quite closely.

Great. And then maybe one for Jason if he's on the line. You had a big cash tax bill in the quarter. Just wondering how we should think about cash taxes for the back half of the year.

Yeah, Q2 is always our big cash payable quarter, Ralph. It's just the profile of the jurisdictions that we operate in. So, you know, that's 75% of our total cash tax for the year was in Q2. So, I don't know, maybe it's $15, $20 million per quarter going out here. That's it for me. Thanks, guys.

And Jason, our cash taxes were at the level that they were at because we were profitable last year, so we're paying more taxes for the profitability. Exactly.

And once again, if you wish to ask a question, please press star 1 to join the queue. And the next question comes from the line of Mohamed Sidibe of National Bank. Please go ahead.

Hi, Peter and Sima. Thanks for taking my question. Maybe just a follow-up on the comments you made on grades, Peter. Did I understand correctly that the potential update on CRMU could be actually on the positive due to the higher grades that we could be expected compared to plan, or did I misunderstand that?

Thank you. What we are saying is that because the production profile on the month-to-month basis, because of the higher grade closer to surface addition, the two initial deposits, it's difficult to say at the end of the year if we expect to produce 80,000 ounces, 100,000 ounces, or 120,000 ounces. If we are in production in early September, then 30,000 ounces per month gets us to a point of 120,000 ounces. That's what we were trying to say. and nothing more than that. Perfect. Thank you.

And then just to follow up on Kermoke there, you know, understanding that the power line is not critical. Should we assume, you know, I think you noted in your MD&A that the power line should effectively meet the start of the ramp up at the asset there, but should we assume that you have enough diesel genset and fuel capacity at site to mitigate any potential delay there?

We have sufficient supplies for us to be in production this quarter.

Okay. And final question on your balance sheet, you know, following the investments from Dijon. When we're looking at your balance sheet in Q3, how should we think about your capital allocation priorities, you know, into 2027? Is this more of a potential acceleration to Phase II at Sagiola or maybe initiatives in Ivory Coast, or is it potentially to free up capital towards some capital return program, but how should we think about this?

Look, think of it as all of the above. With the balance sheet that we have organically, then the expectation is that cash flows will have to build into cash balances before we're in a position and deploying that capital in 2027 for what we expect to do at Sadiola for 2029 to 2032, as I mentioned, that 275,000 ounces plus production. So we expect to deploy capital and we will build up the cash balances and with the excess of cash flows above what we are spending, we would expect as we have done before, as we've said before, we're implementing a dividend policy. But the best way to look at the Supercharge that comes from this transaction is that the cash balances have built up before we build them up organically. Any prudent board of directors will want to build up cash balances and demonstrate cash flow and the sustainability of that cash flow before it will concede to providing a dividend. I'm a big believer in dividends. I'm a big believer, as you know, in the provision of cash returns to investors, and dividends are an excellent way to do that. And it attracts the type of investor that we want to have in our business and in our company. So the result of all of that is that we're actually, this acts as an accelerant of all of that. I cannot say to you that we will advance the projects more quickly because that requires the discipline of making sure that we've done the detailed engineering as we said in our MD&A we're doing. Once we've completed that engineering, then we're in a better position to be able to say this is what we intend to do. It's more sustainable, it's more precise. So I don't think that we would be advancing Thanks a lot for answering my questions.

and there are no further questions at this time. I will now turn the conference back over to Peter Marrone for closing remarks.

So, ladies and gentlemen, my apologies for my voice. I am suffering a little bit of the back end of a cold, but thank you very much for the time. We are happy to be back on these conference calls and we look forward to further updates throughout the course of the rest of the year. Clearly, the most important, as I mentioned on the formal presentation, being the startup of operations at Cremonc. And we do look forward to seeing you with our Q3 conference call and then with the end of year. Thank you again.

Ladies and gentlemen, that concludes today's call. Thank you all for joining. You may now disconnect.