CEO’s Message to Stakeholders – One Week In
As I complete my first week as CEO of Copper 360, I want to take the opportunity to share my initial impressions and outline the direction I believe we must take.
I am fully aware that many of our stakeholders—investors, partners, communities, and the broader public—are both curious and, in some cases, concerned about the company’s future. While it’s still early days for me in this role, I believe it’s important to be transparent and offer clarity on where we stand and where we’re headed.
Copper 360: A Strategic Exploration Company – Not a Failing Miner
There’s been commentary portraying Copper 360 as a struggling or failing mining company.
Let me be clear: this is not an accurate reflection of who we are.
Copper 360 is a resource-rich, lightly capitalised exploration company that has only recently begun its transition to production, starting with the development of the Rietberg Mine.
The Copper 360 mines are unlike a typical South African view of a mine. We are not built on a single, massive orebody with decades-long mine life and deep-shaft infrastructure. Instead, we hold multiple well-drilled, high-potential copper orebodies, each with the capacity to become a small-scale, high-grade mining operation.
The Multi-Mine Strategy: Our Scalable Advantage
Our vision is rooted in a Multi-Mine Strategy: a series of small to medium-sized mining operations that feed into a centralised processing facility. These mines are accessed via adits, declines, or open pits, and developed with flexible, relocatable infrastructure—a model well-suited to our terrain and ore distribution.
While individual mines may have shorter lifespans than traditional operations, some may be extended through further exploration. This model provides agility, scalability, and resilience—but it also requires a shift in mindset, both within Copper 360 and across the broader industry.
The Challenges Ahead: A Call for Flexibility
As a Multi-Mine company, we will grow, we will grow in the tonnage we produce, the number of employees we have, the number of suppliers we have with the aim of also increasing our market value. But this requires a flexible model and those around us to be flexible as well.
In a Multi-Mine context, we may need to pivot quickly between projects based on copper prices, ore grades, or infrastructure constraints. These are normal realities in mining—but in our model, they become more visible and more frequent.
To succeed, we need regulatory, financial, and stakeholder ecosystems that are as agile and responsive as our operating model.
Where We Are Now
Currently, we are focused on:
Let me be frank: Copper 360 needs to invest significant capital to bridge the gap between our resource base and our production potential.
Short-Term Outlook
Based on current assessments, I believe we can within the next 6 to 12 months be at a level of 40 000 tonnes of ore per month at a grade of 1%, this implies that we should be at an annualized production of 5 000 tonnes of copper. Obviously, there is a great deal of potential over and above this target however this will require more planning.
This will not only demonstrate our production capability but also validate the scalability of our Multi-Mine Strategy.
Looking Forward
Copper 360 has an incredible base to build from: a suite of promising ore bodies, a functional metallurgical plant, and a strategy built on growth and adaptability.
We’re not just here to mine—we’re here to grow smartly, build sustainably, and deliver value to our investors. This is a new chapter for Copper 360. We have work to do—but the vision is clear, and the opportunity is real.
Thank you for your continued trust and support.
Graham Briggs
Group Chief Executive Officer
Copper 360 Ltd
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