Strategic Update re. Tanzanian Mineral Ecosystem

Letter from Craig Ransley, Executive Chair

Dear Shareholders,

I am writing to provide a comprehensive strategic update on the evolution of Amigo Resources PLC.

We are entering a transformative phase, positioning the Company to capture and benefit from a unique, generational opportunity at the intersection of resource ownership, structured finance, and global commodity market access within East Africa.

Digital Transformation: A New Standard for Transparency

A key pillar of our evolution is our commitment to digital transformation and enhanced engagement with our global investment community.

I am pleased to announce the formal launch of our new corporate website (www.amigoplc.com) and our new branding as Amigo Resources PLC.

This digital platform serves as more than just an information portal; it signifies our shift toward becoming a digital-first mining operation, providing shareholders with access to our strategic roadmaps, regulatory disclosures, and branding that reflects our integrated multi-mineral focus.

Capitalising on the Tanzanian Macro Advantage

Our strategic decision to focus on Tanzania is based on the Company's ability to benefit directly from a premier jurisdiction with a compelling macroeconomic environment. Tanzania currently offers real GDP growth projected at 6.1% - 6.3% for 2026, and 6.5% for 2027 and a stable average inflation rate of approximately 3.3%.

Amigo further benefits from a significant geographic moat, specifically the Dar es Salaam Port, the largest in East Africa, which serves as a vital logistics gateway for landlocked mining economies including Zambia and the Democratic Republic of Congo.

While minerals already account for more than half of the country's non-traditional exports, the region remains vastly under-explored; only approximately 16% of Tanzania has been mapped with high-resolution airborne geophysics. We are aligning our tactical expertise to secure a first-mover entry point ahead of the government's ambitious target to increase this coverage to 50% by 2030.

The Three-Engine Strategy: Maximising Corporate Value

Amigo utilises an integrated platform designed to capture value at multiple points along the mineral chain through three reinforcing engines:

• Engine 1: Gold Platform (Production-First Monetisation): Gold remains the country's most mature mineral sector. We are pursuing a production-first strategy in proven districts, underwriting existing geological data to achieve faster routes to monetisation. Crucially, Tanzania's large Artisanal and Small-scale Mining ("ASM") base creates significant sourcing depth and partnership potential, allowing us to scale small-scale operations toward medium-scale production efficiently.
• Engine 2: Rare Earths Platform (Strategic Upside): We will targeting high-demand critical minerals essential to the global EV and electronics supply chains. Our primary focus will include Spherical Graphite (a US$400-650m annual value opportunity) and REE Metals Nd-Pr (a US$320-400m annual value opportunity). This will provide Amigo with vital supply chain diversification exposure in a market where global governments are seeking secure alternatives to traditional concentrated sources.
• Engine 3: Mining Finance Platform (The Intelligence Layer): This engine acts as Amigo's primary information and deal-origination tool. By providing specialist capital and tailored lending products to the capital-constrained ASM sector, we will gain an exclusive intelligence layer. This will grant Amigo privileged visibility into production rates, repayment history, and on-the-ground geological reality, allowing us to de-risk our own operations and originate the highest-quality joint-venture and offtake opportunities before they reach the wider market.

The Integrated Ecosystem: A Closed-Loop Benefit

The true strength of our model lies in a closed-loop feedback system where all three engines will reinforce one another. Finance leads to data, data leads to better asset sourcing, and production reinforces our technical expertise, continuously improving our risk selection and operational economics.

By leveraging targeted infrastructure, we are positioning Amigo to capture the industrial upside of domestic value addition, a sector with an estimated annual value creation potential of US$7.2bn-US$11.7bn.

Growth Roadmap and Strategic Outlook

Amigo is executing a phased, milestone-driven rollout where capital follows asset readiness:

• Short Term: Secure targeted production-ready assets, launch initial gold operations, and structure the finance-platform entry and create a self-funding platform.
• Medium Term: Expand physical production footprint, roll out tailored lending products, and lock in robust international offtake channels.
• Long Term: Achieve regional replication across the wider East African corridor and solidify our position as a completely integrated mineral ecosystem.

Amigo stands at a pivotal inflection point.

Supported by national policy tailwinds and a robust resource base, we are committed to delivering sustainable long-term value through operational excellence.

Yours sincerely,

Craig Ransley

Executive Chair

Amigo Resources PLC

Additional Information