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Blackrock Silver Corp. (TSXV: BRC) (OTCQX: BKRRF) (FSE: AHZ0) (‘Blackrock’ or the ‘Company’) announces the final set of high-grade silver and gold drill intercepts from its recently completed M&I Conversion Program (as defined herein) at its 100% owned Tonopah West project (‘Tonopah West’) located in Nye and Esmeralda Counties, Nevada, United States.

HIGHLIGHTS:

  • TXC25-139 cut 9.05 metres grading 367 grams per tonne (g/t) silver equivalent (AgEq) (182.8 g/t silver (Ag) & 2.04 g/t gold (Au)) from 187.5 metres, including 0.82 metres grading 2,886 g/t AgEq (1,411 g/t Ag & 16.13 g/t Au), Ag/Au ratio 90:1;
  • TXC25-150 drilled 2.84 metres grading 671.5 AgEq (367 g/t Ag & 3.41 g/t Au) from 162.3 metres, including 0.76 metres grading 1,554 g/t AgEq ( 819 g/t Ag & 8.14 g/t Au);
  • TXC25-146 intercepted 1.16 metres of 1,111 g/t AgEq (615 g/t Ag & 5.50 g/t Au) from 189.5 metres;
  • Results from the entirety of the M&I Conversion Program have validated the geologic model, successfully establishing continuity of the high-grade shoots bearing robust geometry over 350 metres. The shoots remain open to the Northwest and downdip;
  • Significant new zones of near-surface mineralization were encountered during the M&I Conversion Program at higher-than-average grades updip from the existing resource shell;
  • Modelling of the M&I Conversion Program drillholes is now underway with an updated mineral resource estimate on Tonopah West on track for Q3, 2025; and
  • Assay results for 7 drillholes from the Company’s Northwest step out resource expansion area are currently pending. (see February 24, 2025 news release)

The Company has completed its in-fill drilling program (the ‘M&I Conversion Program‘) at Tonopah West which commenced in mid July 2024 and consisted of 62 drillholes totalling 12,580 metres (41,271 feet) within the shallow southern portion of the Bermuda-Merten vein group (‘DPB’) resource area (the ‘M&I Conversion Area’). The objective of the M&I Conversion Program is to convert between 1.0 and 1.5-million tonnes of material from inferred mineral resources to measured and indicated mineral resources. The M&I Conversion Area represents the initial years of anticipated production at Tonopah West based on the mine plan laid out in the Company’s Preliminary Economic Assessment on Tonopah West (see September 4, 2024 news release).

Andrew Pollard, the Company’s President and Chief Executive Officer, stated: ‘With all assays now received from our M&I Conversion Program, we’ve validated our geologic model at Tonopah West and confirmed continuous high-grade mineralization over a 350-metre zone. Results from this program featured standout grades that reinforce the Tonopah West project’s position as one of the top undeveloped silver assets in the sector. In addition to strengthening confidence in known zones through tighter drill spacing, the program also outlined new near-surface zones of ultra-high-grade gold and silver mineralization, representing meaningful new tonnage potential. These results will be incorporated into an updated mineral resource estimate on Tonopah West anticipated to be completed Q3 2025, aimed at upgrading significant tonnage to the measured and indicated categories to help de-risk the early years of anticipated production.’

Table 1: Tonopah West Assay Intercepts using 150 g/t AgEq cut off

Drillhole ID Hole
Type
Program From
(m)
To (m) Drill
Interval
(m)
Ag (g/t) Au (g/t) AgEq
(g/t)(2)(3)
TXC25-139 RC/Core(1) M&I Conversion 187.54 196.60 9.05 182.8 2.038 366.6
Including 187.54 188.37 0.82 1,411.0 16.133 2,866.4
TXC25-141 RC/Core(1) M&I Conversion 273.59 275.17 1.59 106.6 0.787 177.6
TXC25-141 RC/Core(1) M&I Conversion 447.66 448.27 0.61 694.9 7.512 1,372.5
Including 447.97 448.27 0.31 1,226.0 13.733 2,464.9
TXC25-142 RC/Core(1) M&I Conversion 347.08 347.60 0.52 5.1 1.610 150.3
TXC25-142 RC/Core(1) M&I Conversion 361.01 361.80 0.79 597.6 4.540 1,007.1
Including 361.01 361.37 0.37 1,122.0 8.160 1,858.1
TXC25-146 RC/Core(1) M&I Conversion 189.50 190.65 1.16 615.0 5.497 1,110.9
Including 189.95 190.65 0.70 920.1 8.330 1,671.6
TXC25-147 RC/Core(1) M&I Conversion 148.19 151.85 3.66 176.7 1.228 287.5
Including 150.88 151.43 0.55 704.0 4.250 1,087.4
TXC25-147 RC/Core(1) M&I Conversion 182.58 183.34 0.76 277.5 5.586 781.5
Including 183.00 183.34 0.34 315.0 6.620 912.2
TXC25-148 RC/Core(1) M&I Conversion 124.66 125.43 0.76 111.0 1.270 225.6
TXC25-148 RC/Core(1) M&I Conversion 238.35 240.49 2.13 198.1 2.383 413.1
Including 238.35 238.96 0.61 512.0 5.590 1,016.3
TXC25-149 RC/Core(1) M&I Conversion 129.36 129.97 0.61 491.0 4.570 903.3
TXC25-149 RC/Core(1) M&I Conversion 238.35 239.57 1.22 93.7 1.919 266.8
TXC25-149 RC/Core(1) M&I Conversion 252.59 253.59 1.01 38.2 2.157 232.8
TXC25-150 RC/Core(1) M&I Conversion 162.37 165.20 2.84 363.6 3.413 671.5
Including 163.47 164.23 0.76 818.9 8.144 1,553.6
TXC25-151 RC/Core(1) M&I Conversion 274.47 275.42 0.95 208.7 3.149 492.8
(1)RC/Core = RC pre-collar with core tail.
(2)AgEq = Ag + Au*(Factor); where Factor = (Au Price/Ag Price)*(Au Recovery/Ag Recovery or Factor=($1900/$23)*(95%/87%)=90.21; True thickness is 90 to 100% of interval thickness based on the modelled vein geometries.
(3)Cut-off grade is 150 g/t AgEq.

The geometry of the high-grade silver and gold is sizable with high-grade shoots plunging to the northwest and showing continuity over 350 metres within the M&I Conversion Area. These shoots remain open to the northwest and open down plunge. Multiple high-grade intercepts have been returned pursuant to the M&I Conversion Program. TXC25-139 returned over 9-metres grading 183 g/t silver and 2.04 g/t gold for 367 g/t AgEq. This intercept is immediately adjacent to mineralization found in TXC25-138 (see May 8, 2025 news release) where a composite zone of 11.46 metres of 514 g/t AgEq (290 g/t Ag & 2.48 g/t Au) was encountered. The thickness of this mineralized vein is approaching those seen in the historic mining at the Victor and Ohio mines at Tonopah West where Victor was 24 metres thick and Ohio was 15 metres thick.

The completion of the M&I Conversion Program now allows for modelling of the vein shoots and high-grade gold and silver for an updated mineral resource estimate which is anticipated to be completed this fall. Management of the Company believes the updated mineral resource estimate will show excellent continuity between the high-grade zones and an increase in confidence of the DPB portion of the mineral resource. This information will assist in the design and implementation of an exploration decline, underground test mining and extraction of a bulk sample for metallurgical processing at Tonopah West.

Table 2 shows all of the intercepts above 150 g/t AgEq encountered pursuant to the M&I Conversion Program. Approximately 65% of the drilling returned values above 150 g/t AgEq with the remaining drillholes returning mineralization, albeit below the cutoff. No drillhole in the campaign was completely barren of gold or silver.

Table 2:Significant Assays From The M&I Conversion Program Above 150 g/t AuEq Cutt Off

Drillhole ID Hole
Type
Program From
(m)
To (m) Drill
Interval
(m)
Ag (g/t) Au (g/t) AgEq
(g/t) (2)(3)
TXC24-076 RC/Core(1) M&I Conversion 195.62 195.93 0.31 99.2 1.440 229.1
TXC24-080 RC/Core(1) M&I Conversion 367.29 369.27 1.98 174.0 0.844 250.1
TXC24-081 RC/Core(1) M&I Conversion 181.51 183.49 1.98 131.9 1.503 267.5
TXC24-085 RC/Core(1) M&I Conversion 171.60 172.67 1.07 152.7 1.613 298.2
TXC24-085 RC/Core(1) M&I Conversion 249.48 252.07 2.59 32.1 2.740 279.3
TXC24-087 RC/Core(1) M&I Conversion 172.21 174.80 2.59 1,920.9 20.262 3,748.7
Including 173.74 174.80 1.07 4,328.3 46.506 8,523.6
TXC24-090 RC/Core(1) M&I Conversion 161.85 162.92 1.07 436.0 5.110 897.0
TXC24-091 RC/Core(1) M&I Conversion 242.32 244.08 1.77 111.0 1.060 206.6
TXC24-091 RC/Core(1) M&I Conversion 249.02 252.13 3.11 350.1 3.519 667.5
Including 250.55 252.13 1.59 469.5 4.931 914.3
TXC24-092 RC/Core(1) M&I Conversion 141.64 142.77 1.13 534.0 6.910 1,157.4
TXC24-092 RC/Core(1) M&I Conversion 145.70 149.05 3.35 470.6 5.356 953.8
Including 148.32 149.05 0.73 1,706.0 19.467 3,462.1
TXC24-092 RC/Core(1) M&I Conversion 186.02 187.30 1.28 303.0 3.660 633.2
TXC24-094 RC/Core(1) M&I Conversion 213.67 215.80 2.13 92.3 1.530 230.3
TXC24-095 RC/Core(1) M&I Conversion 192.94 194.62 1.68 572.7 5.379 1,057.9
TXC24-095 RC/Core(1) M&I Conversion 195.99 197.82 1.83 147.0 2.160 341.9
TXC24-095 RC/Core(1) M&I Conversion 238.96 240.03 1.07 343.7 3.213 633.5
Including 239.48 240.03 0.55 665.0 6.230 1,227.0
TXC24-095 RC/Core(1) M&I Conversion 242.47 247.50 5.03 461.5 3.478 775.3
Including 245.36 246.13 0.76 1,362.0 9.810 2,247.0
TXC24-098 RC/Core(1) M&I Conversion 326.75 327.97 1.22 265.6 4.097 635.2
Including 327.66 327.97 0.30 1,034.0 16.067 2,483.4
TXC24-100 Core M&I Conversion 140.97 143.23 2.26 530.3 4.085 898.8
Including 141.67 142.59 0.92 943.0 7.156 1,588.5
TXC24-101 Core M&I Conversion 137.56 138.84 1.28 687.2 6.656 1,287.6
TXC24-101 Core M&I Conversion 169.26 169.56 0.31 181.0 2.970 448.9
TXC24-101 Core M&I Conversion 255.42 256.49 1.07 66.4 1.310 184.6
TXC24-102 Core M&I Conversion 152.95 153.92 0.98 628.0 4.670 1,049.3
Including 153.32 153.92 0.61 756.0 6.280 1,322.5
TXC24-103 Core M&I Conversion 232.26 233.78 1.52 134.0 1.675 285.1
Including 232.26 232.56 0.31 660.0 8.230 1,402.4
TXC24-104 Core M&I Conversion 295.20 295.60 0.40 125.0 1.610 270.2
TXC24-115 RC/Core(1) M&I Conversion 332.54 336.50 3.96 375.2 3.154 659.7
Including 332.54 333.91 1.37 624.8 5.066 1,081.8
TXC24-116 RC/Core(1) M&I Conversion 199.34 199.89 0.55 987.0 11.467 2,021.4
TXC24-116 RC/Core(1) M&I Conversion 218.12 218.69 0.58 135.0 1.440 264.9
TXC24-117 RC/Core(1) M&I Conversion 246.46 247.04 0.58 105.0 1.460 236.7
TXC24-117 RC/Core(1) M&I Conversion 261.21 263.23 2.01 1,141.0 7.139 1,785.0
Including 262.83 263.23 0.40 3,712.0 26.133 6,069.5
TXC24-118 RC/Core(1) M&I Conversion 205.98 206.35 0.37 1,610.0 15.333 2,993.2
TXC24-118 RC/Core(1) M&I Conversion 332.17 332.54 0.37 91.3 1.280 206.8
TXC24-119 RC/Core(1) M&I Conversion 370.42 375.12 4.69 379.0 3.722 714.8
Including 372.16 373.38 1.22 770.5 7.757 1,470.3
TXC24-121 RC/Core(1) M&I Conversion 262.13 266.00 3.87 179.3 1.365 302.4
TXC24-122 RC/Core(1) M&I Conversion 270.05 270.97 0.92 477.7 4.880 917.9
Including 270.66 270.97 0.31 875.0 8.880 1,676.1
TXC24-122 RC/Core(1) M&I Conversion 337.11 342.32 5.21 291.7 3.018 564.0
Including 341.59 342.32 0.73 1,834.0 18.081 3,465.1
TXC25-125 RC/Core(1) M&I Conversion 327.97 329.31 1.34 118.2 1.336 238.7
Including 328.27 328.58 0.31 432.0 4.900 874.0
TXC25-126 RC/Core(1) M&I Conversion 319.61 320.22 0.61 247.8 2.554 478.2
Including 319.92 320.22 0.31 421.0 4.380 816.1
TXC25-128 RC/Core(1) M&I Conversion 300.81 302.21 1.40 244.8 2.070 431.6
TXC25-128 RC/Core(1) M&I Conversion 348.14 348.75 0.61 300.5 3.030 573.8
TXC25-128 RC/Core(1) M&I Conversion 427.76 428.46 0.70 129.0 1.360 251.7
TXC25-129 RC/Core(1) M&I Conversion 307.24 308.15 0.91 155.5 1.322 274.8
TXC25-129 RC/Core(1) M&I Conversion 344.94 345.55 0.61 237.0 2.520 464.3
TXC25-131 RC/Core(1) M&I Conversion 319.19 319.80 0.61 292.7 2.480 516.5
Including 319.49 319.80 0.31 584.0 4.940 1,029.6
TXC25-132 RC/Core(1) M&I Conversion 437.60 438.52 0.92 125.8 1.804 288.6
TXC25-138 RC/Core(1) M&I Conversion 230.40 234.64 4.24 378.5 3.572 700.7
Including 232.72 233.02 0.31 1,805.0 15.267 3,182.2
TXC25-138 RC/Core(1) M&I Conversion 236.68 241.86 5.18 328.2 2.528 556.3
Including 238.35 238.66 0.31 1,987.0 15.000 3,340.2
TXC25-139 RC/Core(1) M&I Conversion 187.54 196.60 9.05 182.8 2.038 366.6
Including 187.54 188.37 0.82 1,411.0 16.133 2,866.4
TXC25-140 RC/Core(1) M&I Conversion 362.90 363.81 0.91 335.6 3.803 678.7
Including 362.90 363.20 0.30 371.0 4.310 759.8
TXC25-140 RC/Core1 M&I Conversion 378.11 380.09 1.98 96.0 1.215 205.6
Including 379.05 380.09 1.04 136.5 1.787 297.7
TXC25-141 RC/Core(1) M&I Conversion 273.59 275.17 1.59 106.6 0.787 177.6
TXC25-141 RC/Core(1) M&I Conversion 447.66 448.27 0.61 694.9 7.512 1,372.5
Including 447.97 448.27 0.31 1,226.0 13.733 2,464.9
TXC25-142 RC/Core(1) M&I Conversion 347.08 347.60 0.52 5.1 1.610 150.3
TXC25-142 RC/Core(1) M&I Conversion 361.01 361.80 0.79 597.6 4.540 1,007.1
Including 361.01 361.37 0.37 1,122.0 8.160 1,858.1
TXC25-146 RC/Core(1) M&I Conversion 189.50 190.65 1.16 615.0 5.497 1,110.9
Including 189.95 190.65 0.70 920.1 8.330 1,671.6
TXC25-147 RC/Core(1) M&I Conversion 148.19 151.85 3.66 176.7 1.228 287.5
Including 150.88 151.43 0.55 704.0 4.250 1,087.4
TXC25-147 RC/Core(1) M&I Conversion 182.58 183.34 0.76 277.5 5.586 781.5
Including 183.00 183.34 0.34 315.0 6.620 912.2
TXC25-148 RC/Core(1) M&I Conversion 124.66 125.43 0.76 111.0 1.270 225.6
TXC25-148 RC/Core(1) M&I Conversion 238.35 240.49 2.13 198.1 2.383 413.1
Including 238.35 238.96 0.61 512.0 5.590 1,016.3
TXC25-149 RC/Core(1) M&I Conversion 129.36 129.97 0.61 491.0 4.570 903.3
TXC25-149 RC/Core(1) M&I Conversion 238.35 239.57 1.22 93.7 1.919 266.8
TXC25-149 RC/Core(1) M&I Conversion 252.59 253.59 1.01 38.2 2.157 232.8
TXC25-150 RC/Core(1) M&I Conversion 162.37 165.20 2.84 363.6 3.413 671.5
Including 163.47 164.23 0.76 818.9 8.144 1,553.6
TXC25-151 RC/Core(1) M&I Conversion 274.47 275.42 0.95 208.7 3.149 492.8
(1)RC/Core = RC pre-collar with core tail.
(2)AgEq = Ag + Au*(Factor); where Factor = (Au Price/Ag Price)*(Au Recovery/Ag Recovery or Factor=($1900/$23)*(95%/87%)=90.21; True thickness is 90 to 100% of interval thickness based on the modelled vein geometries.
(3)Cut-off grade is 150 g/t AgEq.

Figure 1: Tonopah West project showing NI43-101 resource location and expansion potential

To view an enhanced version of this graphic, please visit:
https://images.newsfilecorp.com/files/676/255788_d1bf53a51451fba6_001full.jpg

Figure 2 is a plan map showing the location of all the drillholes completed under the M&I Conversion Program and highlighting those reported in this news release.

Figure 2: Drillhole location map of the M&I Conversion Program showing drillholes reported in this news release.

To view an enhanced version of this graphic, please visit:
https://images.newsfilecorp.com/files/676/255788_d1bf53a51451fba6_002full.jpg

Table 3: Tonopah West Drillhole Location Coordinates (based on GPS readings in the field, Datum UTM, NAD 1927, Zone 11)

Drillhole ID Area Program Type UTM_NAD27 E UTM_NAD27 N Elevation (m) Depth
(ft)
Depth
(m)
Azimuth Dip
TXC25-137 DPB South M&I Conversion RC/Core 477930.7 4213330.8 1776.3 1028.0 313.3 180 -62
TXC25-139 DPB South M&I Conversion RC/Core 477980.6 4213246.5 1778.4 1061.0 323.4 180 -67
TXC25-141 DPB South M&I Conversion RC/Core 477826.6 4213599.2 1770.7 1647.0 502.0 180 -62
TXC25-142 DPB South M&I Conversion RC/Core 477905.7 4213694.6 1772.9 1717.0 523.3 180 -50
TXC25-146 DPB South M&I Conversion RC/Core 478081.5 4213327.2 1780.6 912.0 278.0 180 -60
TXC25-147 DPB South M&I Conversion RC/Core 478067.5 4213281.7 1781.7 953.5 290.6 180 -60
TXC25-148 DPB South M&I Conversion RC/Core 478073.8 4213237.8 1781.8 979.0 298.4 180 -60
TXC25-149 DPB South M&I Conversion RC/Core 478101.9 4213225.4 1783.3 902.0 274.9 180 -60
TXC25-150 DPB South M&I Conversion RC/Core 478107.8 4213270.4 1783.1 897.5 273.6 180 -60
TXC25-151 DPB South M&I Conversion RC/Core 478104.9 4213335.4 1781.1 943.0 287.4 180 -60

Quality Assurance/ Quality Control

All sampling is conducted under the supervision of the Company’s project geologists, and a strict chain of custody from the project to the sample preparation facility is implemented and monitored. The RC and core samples are hauled from the project site to a secure and fenced facility in Tonopah, Nevada, where they are loaded on to American Assay Laboratory’s (AAL) flat-bed truck and delivered to AAL’s facility in Sparks, Nevada. A sample submittal sheet is delivered to AAL personnel who organize and process the sample intervals pursuant to the Company’s instructions.

The RC samples are lined out at the lab and logged in to AAL’s system. The core samples are cut using core saws and personnel at AAL’s facility in Sparks, Nevada according to the Company’s instructions delivered with each core hole.

All samples are dried, crushed to 85% passing 10 mesh (2mm) and a 250-gram sub-sample split is collected and pulverized to 200 mesh (74 micron) in a ring and puck pulverizer. Then the pulverized material is digested and analyzed for gold using fire assay fusion and an Induced Coupled Plasma (ICP) finish on a 30-gram assay split (FA-PB30-ICP). Silver is determined using five-acid digestion and ICP analysis (ICP-5AM48). Over limits for gold and silver are determined using a gravimetric finish (GRAVAU30 and GRAVAG30). Data verification of the assay and analytical results are completed to ensure accurate and verifiable results. Blackrock personnel insert a blind prep blank, lab blank or a certified reference material approximately every 15th to 20th sample.

Qualified Persons

Blackrock’s exploration activities at Tonopah West are conducted and supervised by Mr. William Howald, Executive Chairman of Blackrock. Mr. William Howald, AIPG Certified Professional Geologist #11041, is a Qualified Person as defined under National Instrument 43-101 – Standards of Disclosure for Mineral Projects. He has reviewed and approved the contents of this news release.

About Blackrock Silver Corp.

Backed by gold and silver ounces in the ground, Blackrock is a junior precious metal focused exploration and development company driven to add shareholder value. Anchored by a seasoned Board of Directors, the Company is focused on its 100% controlled Nevada portfolio of properties consisting of low-sulphidation, epithermal gold and silver mineralization located along the established Northern Nevada Rift in north-central Nevada and the Walker Lane trend in western Nevada.

Additional information on Blackrock Silver Corp. can be found on its website at www.blackrocksilver.com and by reviewing its profile on SEDAR at www.sedarplus.ca.

Cautionary Note Regarding Forward-Looking Statements and Information

This news release contains ‘forward-looking statements’ and ‘forward-looking information’ (collectively, ‘forward-looking statements’) within the meaning of Canadian and United States securities legislation, including the United States Private Securities Litigation Reform Act of 1995. All statements, other than statements of historical fact, are forward-looking statements. Forward-looking statements in this news release relate to, among other things: the Company’s strategic plans; the anticipated objectives and results from the Company’s drill programs at Tonopah West; the incorporation of the results from the M&I Conversion Program in an updated mineral resource estimate on Tonopah West and the anticipated timing of release thereof; the Company’s de-risking initiatives at Tonopah West; estimates of mineral resource quantities and qualities; estimates of mineralization from drilling; geological information projected from sampling results; and the potential quantities and grades of the target zones.

These forward-looking statements reflect the Company’s current views with respect to future events and are necessarily based upon a number of assumptions that, while considered reasonable by the Company, are inherently subject to significant operational, business, economic and regulatory uncertainties and contingencies. These assumptions include, among other things: conditions in general economic and financial markets; accuracy of assay results; geological interpretations from drilling results, timing and amount of capital expenditures; performance of available laboratory and other related services; future operating costs; the historical basis for current estimates of potential quantities and grades of target zones; the availability of skilled labour and no labour related disruptions at any of the Company’s operations; no unplanned delays or interruptions in scheduled activities; all necessary permits, licenses and regulatory approvals for operations are received in a timely manner; the ability to secure and maintain title and ownership to properties and the surface rights necessary for operations; and the Company’s ability to comply with environmental, health and safety laws. The foregoing list of assumptions is not exhaustive.

The Company cautions the reader that forward-looking statements involve known and unknown risks, uncertainties and other factors that may cause actual results and developments to differ materially from those expressed or implied by such forward-looking statements contained in this news release and the Company has made assumptions and estimates based on or related to many of these factors. Such factors include, without limitation: the timing and content of work programs; results of exploration activities and development of mineral properties; the interpretation and uncertainties of drilling results and other geological data; receipt, maintenance and security of permits and mineral property titles; environmental and other regulatory risks; project costs overruns or unanticipated costs and expenses; availability of funds; failure to delineate potential quantities and grades of the target zones based on historical data; general market and industry conditions; and those factors identified under the caption ‘Risks Factors’ in the Company’s most recent Annual Information Form.

Forward-looking statements are based on the expectations and opinions of the Company’s management on the date the statements are made. The assumptions used in the preparation of such statements, although considered reasonable at the time of preparation, may prove to be imprecise and, as such, readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of the date the statements were made. The Company undertakes no obligation to update or revise any forward-looking statements included in this news release if these beliefs, estimates and opinions or other circumstances should change, except as otherwise required by applicable law.

Neither the TSX Venture Exchange nor its Regulation Services Provider (as that term is defined in the policies of the TSX Venture Exchange) accepts responsibility for the adequacy or accuracy of this release.

For Further Information, Contact:

Andrew Pollard
President and Chief Executive Officer
(604) 817-6044

info@blackrocksilver.com

Source

This post appeared first on investingnews.com

The Trump administration is fast tracking development of Dateline Resources’ (ASX:DTR,OTC Pink:DTREF) Colosseum rare earths project in California as part of its push to boost domestic critical minerals supply.

In a recent interview, Secretary of the Interior Doug Burgum highlighted the project as a priority under the government’s critical minerals strategy, stating that the US has ‘to get back in the game in a serious way around critical minerals.”

For his part, US President Donald Trump has called the project ‘America’s second rare earths mine.” He first announced Colosseum’s approval in an April 21 Truth Social post, listing it as a weekly achievement.

The Colosseum project sits in the Walker Lane Trend in East San Bernardino County, California, only 10 kilometers north of MP Materials’ (NYSE:MP) Mountain Pass mine, the only operating rare earths mine in the US.

Mountain Pass is also the highest-grade rare earths mine in the world.

According to Burgum, the endorsement from the government stems from the US’ push to restart domestic rare earths production and reduce dependence on other countries such as China.

Currently, China remains the biggest rare earths producer by far, producing 270,000 metric tons in 2024. That’s about 70 percent of the total production for the year, which was recorded at 390,000 metric tons.

The ongoing trade war has created tensions between the US and China, raising questions about supply chain security.

Some relief was seen last week — the BBC reported that China has agreed to supply US companies with magnets and rare earths as part of Trump’s deal with Xi Jinping, president of China. In return, the US said it will walk back its threats to revoke the visas of Chinese nationals at US colleges and universities.

Trump addressed the arrangement via a June 11 Truth Social update, stating that he has “always been good” with including Chinese students in colleges and universities.

Dateline has a green light to explore and extract rare earths from Colosseum, as well as gold.

“We have seen growing interest out of the US, particularly after recent milestones at Colosseum,” the Sydney Morning Herald quotes Dateline Managing Director Stephen Baghdadi as saying.

Dateline said in May that it had started the process to uplist to the OTCQB. Should the OTCQB listing go through, the company will still continue to meet its ASX disclosure requirements.

The same month, the company said it had begun preparations for a rare earths-focused drill program at Colosseum, and would complete it alongside a planned gold feasibility study for the site.

Securities Disclosure: I, Gabrielle de la Cruz, hold no direct investment interest in any company mentioned in this article.

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According to market intelligence firm Newzoo, global gaming revenue came in at US$177.9 billion in 2024, with mobile gaming accounting for more than half of that amount at US$97.6 billion.

The firm states that the mobile gaming market has reached maturity but still achieved higher growth than the console and PC segments, with revenue up by 2.8 percent globally last year. The regions driving that growth are North America and Europe, where markets rebounded due to big releases and diversified revenue streams.

Mobile games are typically accessed through three core operating systems: Apple’s (NASDAQ:AAPL) iOS, Microsoft’s (NASDAQ:MSFT) Windows and Alphabet’s (NASDAQ:GOOGL) Android. Notably, the iOS App Store generated nearly 37 percent of its revenue from mobile gaming apps in 2024, totaling US$3.83 billion. However, figures show that most mobile games on the market today are developed for Android, representing 75 percent of total mobile game downloads.

For investors interested in getting exposure to mobile gaming as the market gains momentum, here’s a look at the top 10 mobile gaming stocks by market cap. All data and figures were accurate as of June 2, 2025.

1. Roblox (NYSE:RBLX)

Market cap: US$60.97 billion

Roblox is the company behind the well-known game platform of the same name. First launched on PC in 2006, in recent years Roblox has become the most popular free-to-play online gaming platform, particularly amongst children and teenagers.

The company draws a majority of its revenues by selling virtual currency known as Robux for in-app purchases.

According to the company’s Q1 2025 report, Roblox garnered over 97.8 million daily active users in the first quarter of 2025, up 26 percent from the same period last year. The platform’s most popular games are role-playing games Brookhaven and Blox Fruits.

2. Take-Two Interactive Software (NASDAQ:TTWO)

Market cap: US$40.15 billion

New York-headquartered Take-Two Interactive Software is a holding company that owns several significant gaming labels that develop and publish video games for Xbox, PlayStation and Nintendo consoles as well as PCs and mobile devices. Some of Take-Two’s most popular game series are widely recognized around the world, including Grand Theft Auto (GTA), Red Dead Redemption and Borderlands.

The majority of Take-Two’s mobile games are published by Zynga, a developer of free-to-play games that Take-Two acquired in 2022 for US$12.7 billion. The publisher’s properties include 2009 hits FarmVille and Words with Friends.

Last year, Zynga’s highest grossing game according to Statista was Empires & Puzzles: Dragon Dawn with approximately US$147 million in revenue, and its most-downloaded title was CSR 2 Realistic Drag Racing.

While Rockstar is largely focused on console and PC games, several of its older games were ported to mobile, such as the classic GTA III, GTA San Andreas and GTA The Trilogy Definitive Edition.

3. Electronic Arts (NASDAQ:EA)

Market cap: US$36.6 billion

Electronic Arts (EA) is a leading gaming and esports company with video game offerings across many genres, from sports to action/adventure to role playing to family games. The California-headquartered company owns many well known series, including the Sims, Madden NFL, FIFA, Battlefield, Need for Speed, Dragon Age and Plants vs. Zombies.

EA has increased its focus on the mobile gaming segment in recent years, and in early 2024 announced it would focus on its fully owned mobile games portfolio instead of its licensed games with other brands. Leading up to that, the company merged its mobile and HD franchise teams across EA Sports FC, Madden NFL and The Sims.

In March 2025, EA announced a partnership with games marketing company Flexion, who will help EA publish its mobile games on the Amazon Appstore, Samsung Galaxy Store, Xiaomi’s GetApps and ONE Store.

4. Tencent Holdings (OTC Pink:TCEHY,HKEX:0700)

Market cap: US$25.78 billion

Tencent Holdings is a Chinese conglomerate with significant holdings through a wide array of sectors. Its large gaming segment built through acquisitions and investments has made it the world’s largest gaming company by revenue.

Tencent owns Riot Games, maker of the popular PC game League of Legends, a multiplayer online battle arena game with a monthly active player base of between 117 million to 135 million. The expanding League of Legends franchise also features three mobile games: Wild Rift, Team Fight Tactics and Legends of Runeterra.

The company also released PUBG Mobile based on the PC game PlayerUnknown’s Battlegrounds. The multiplayer battle royale game is available on Android and iOS.

Tencent is now focusing on building up its in-house AAA and console gaming business segment in order to better compete with western gaming companies.

5. Unity Software (NYSE:U)

Market cap: US$10.91 billion

San Francisco-based Unity Software develops the core software technology or building video games and interactive experiences. It offers developers a suite of tools for designing and launching 2D and 3D games as well as virtual and augmented reality applications. This includes the ability to create and host large-scale, multi-player games.

Two of the most popular mobile games built on the Unity Software engine are the online multiplayer social deduction game Among Us, developed by game studio Innersloth, and augmented-reality mobile game Pokémon Go, developed and published by Niantic in collaboration with Nintendo Co. (LSE:0K85,TSE:7974) and The Pokémon Company.

Although in its Q1 2025 financials, Unity saw its grow revenue and create revenue drop by 4 percent and 8 percent, respectively, year-over-year, its financial performance still included exceeding the high-end of its revenue guidance by 5 percent, and its adjusted EBITDA by 29 percent.

6. Playtika (NASDAQ:PLTK)

Market cap: US$1.79 billion

Headquartered in Israel, Playtika Holdings claims to be among the first mobile gaming entertainment companies to offer free-to-play social games on social networks and on mobile platforms. Today, Playtika has a diverse portfolio of game titles accessed by more than 29 million monthly active users last year.

Playtika has built its mobile entertainment platform through eleven strategic acquisitions totaling US$337 million aimed at increasing its breadth of entertainment genres and leveraging its Boost platform to enhance game operations. Playtika’s most recent acquisition was mobile gaming company SuperPlay, which it picked up for US$700 million in late 2024.

In its first quarter of 2025, the company reported a record quarterly revenue of more than US$700 million. This is up 8.4 percent over the same period in the previous year.

7. Corsair Gaming (NASDAQ:CRSR)

Market cap: US$951.33 million

Corsair Gaming is a global powerhouse in the development and manufacturer of high-performance gamer gear, including keyboards, mice, game controllers and headsets.

While the company primarily targets PC gamers, Corsair has moved into the mobile games market in recent years with the launch of its SCUF Nomad, a compact Bluetooth controller designed for competitive gamers with iPhones. The controller expands to fit the user’s phone in the center and work with any games that offer controller support.

8. Inspired Entertainment (NASDAQ:INSE)

Market cap: US$208.84 million

Inspired Entertainment is a gaming technology company that offers content, tech, hardware and services both offline and online gaming, betting and social gaming platforms. This includes digital games across more than 170 websites.

Last year, the company launched a number of online and mobile slot games, including Gold Cash Free Spins and Big Piggy Bank. In January 2025, Inspired announced the release of its online and mobile slot games into the regulated Brazilian market.

9. PLAYSTUDIOS (NASDAQ:MYPS)

Market cap: US$186.86 million

PLAYSTUDIOS develops free-to-play mobile games for its brand partners in the travel, leisure and entertainment sectors. Through its playAWARDS platform, mobile gamers can earn brand offerings as in-game rewards. The platform has a player network of more than 4.2 million gamers and 737 award partners, including brands such as Royal Caribbean International, MGM Grand and Cirque de Soleil.

The company will be offering its social casino games players an opportunity to win trips to the Atlantis Paradise Island resort in the Bahamas, and seats in the second annual US$1 million myVIP World Tournament of Slots, which will take place at the resort in October 2025.

PLAYSTUDIOS’ full year 2025 guidance for net revenue is US$250 million to US$270 million.

10. MotorSport Games (NASDAQ:MSGM)

Market cap: US$16.24 million

Florida-based Motorsport Games develops and publishes motorsport games, and organizes esports racing competitions and content.

It is officially licensed to develop and publish video games for the FIA World Endurance Championship and the 24 Hours of Le Mans. Motorsport Games’ rFactor 2 is an official racing simulation platform of Formula E, and it powers the F1 Arcade venue chain via a partnership with Kindred Concepts.

In April 2025, Motorsport announced a strategic investment of US$2.5 million led by virtual reality hardware company Pimax Innovation. The two companies plan to combine their offerings to create immersive VR racing sims.

Securities Disclosure: I, Melissa Pistilli, hold no direct investment interest in any company mentioned in this article.

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President Donald Trump’s business organization has announced the creation of a new wireless phone service that will carry the president’s name.

Trump Mobile, as the service will be known, will soon be available for what Donald Trump Jr. described as “real Americans” seeking “true value from their mobile carriers.” The eldest of Trump’s children, who serves as executive vice president of the Trump Organization, which runs the president’s businesses, made the remarks at a press event in New York City on Monday morning alongside his brother Eric Trump, who also oversees the Trump Organization.

According to the TrumpMobile.com website, the plan starts at $47.45 a month, reference to the elder Trump having served as the 45th and 47th president.

By comparison, Boost Mobile and Verizon’s Visible offer similar unlimited service for $25 per month. T-Mobile and Spectrum offer unlimited plans for $30.

Users can change to Trump Wireless while still keeping their existing phones. At the same time, the Trump Organization is also rolling out a $499 gold-colored phone, dubbed the T1, later this year as part of the service’s launch.

The announcement represents another example of the unprecedented line-blurring the president has undertaken by running the country while his branded business ventures continue to operate and make millions.

Late Friday, the president filed financial disclosure forms for 2024 showing hundreds of Trump-branded business ventures in operation as of last year. The Trump Organization, the main corporate entity run by the president’s family, earned more than $57 million from sales of digital tokens launched by its World Liberty Financial cryptocurrency platform. Trump has aggressively wielded the powers of the executive office to threaten businesses whose policies he does not support.

The launch of a wireless phone is a particularly striking case, since it comes as the president seeks to bring more production of electronics, including smartphones, to the United States. Trump has explicitly threatened Apple with tariffs for not making its iPhones stateside. Trump has sought to exert a strong influence over the heavily regulated telecom industry through Brendan Carr, the attorney Trump appointed to lead the Federal Communications Commission. Carr has cited traditional carriers for allegedly abusing workforce diversity requirements and censoring conservative voices.

The White House referred a request for comment to the Trump Organization. It did not respond to a follow-up query asking whether the president planned to use his own branded wireless service or the T1 phone.

According to its website, Trump Mobile is “powered” by Liberty Mobile Wireless. Florida state business records indicate Liberty Mobile was first registered in 2018 by its president and CEO, a Miami-area entrepreneur named Matthew Lopatin. He did not respond to an emailed request for comment.

Representatives for the three major U.S. phone carriers did not respond to requests for comment.

Trump Mobile’s T1 PhoneTrump Mobile

According to its website, Trump Mobile users would be able to receive telemedicine on their phone, roadside assistance and unlimited texting to at least 100 countries.

The service and phone are not actually made by the Trump Organization. The company is licensing the president’s name to a wireless service that is supported by the three major U.S. phone carriers. In a separate appearance with Fox Business host Maria Bartiromo’s “Mornings with Maria” show Monday, Eric Trump said the phones would also be made in the U.S. but did not state the manufacturer. He also said the service’s call center would be based in St. Louis.

The announcement appears to echo one made earlier this month by the trio of actor-hosts of the popular “SmartLess” podcast, who said they were launching their own wireless service by purchasing network capacity from T-Mobile.

Another actor, Ryan Reynolds, has invested in Mint Mobile, which also uses T-Mobile’s network. Both Mint and SmartLess have been pitched as value services for users who don’t have need for unlimited data.

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It took 11 years since Facebook acquired it for $19 billion, but Meta is finally bringing ads to WhatsApp, marking a major change for an app whose founders shunned advertising.

Meta announced Monday that businesses will now be able to run so-called status ads on WhatsApp that prompt users to interact with the advertisers via the app’s messaging features. The ads will only be shown to users within WhatsApp’s “Updates” tab to separate the promotions from people’s personal conversations. Additionally, Meta will begin monetizing WhatsApp’s Channels feature through search ads and subscriptions.

The debut of ads on the messaging app represents a significant step in Meta CEO Mark Zuckerberg’s plans to make WhatsApp “the next chapter” in his company’s history, as he told CNBC’s Jim Cramer in 2022. The move to monetize WhatsApp also comes amid Meta’s high-profile antitrust case with the Federal Trade Commission over the company’s blockbuster acquisitions of the messaging app and Instagram.

Already, Meta allows advertisers to run so-called click-to-message ads on Facebook and Instagram that steer users to WhatsApp where they can directly engage with businesses. Messaging between brands and consumers “should be the next pillar of our business,” Zuckerberg told analysts in April, adding that WhatsApp now has over 3 billion monthly users, including “more than 100 million people in the U.S. and growing quickly there.”

Now, companies can run those kinds of ads within WhatsApp itself. The new status ads appear in a user’s Updates tab within that tab’s “Status” feature that can be used to share pictures, videos and text that vanish after 24 hours, akin to Instagram Stories.

Since Meta bought WhatsApp in 2014, the popular messaging app has continued to grow worldwide. But unlike Facebook, Instagram and most recently Threads, WhatsApp has never allowed advertising.

WhatsApp’s co-founders, Jan Koum and Brian Acton, were public in their scorn for the advertising industry, and the duo left Facebook after reportedly clashing with executives who were eager to inject the app with advertising and other practices they shunned.

The social media company does not reveal WhatsApp’s specific sales, but analysts have previously estimated the app’s revenue to be between $500 million and $1 billion from charging businesses for tools and services so they can message customers on the app.

Meta will “use very basic information” to recommend which ads to show WhatsApp users, Nikila Srinivasan, Meta’s head of product for business messaging, said Friday. This includes a person’s country, city, device, language and data like who they follow or how they interact with ads.

The company debuted WhatsApp’s Updates tab in June 2023 along with an accompanying Channels feature that allows people and organizations to send broadcast messages and updates to their followers as opposed to personal conversations. Meta will also monetize the Channels feature, the company said Monday.

Organizations and people who are Channel administrators will now be able to spend money to boost the visibility of their respective Channels when a person searches for them via a directory, similar to ads on Apple’s and Google’s app stores.

Additionally, channel administrators will be able to charge users monthly subscription fees to access exclusive updates and content, Meta said Monday. The company will not immediately make money from those monthly subscription fees, but it plans to eventually take a 10% cut of those subscriptions, a spokesperson said.

Meta hopes that by limiting its new ads to WhatsApp’s Updates tab it will disrupt users as little as possible, Srinivasan said. Users’ status updates as well as personal messages and calls on WhatsApp will remain encrypted, she said.

“We really believe that the Updates tab is the right place for these new features,” Srinivasan said.

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As Starbucks aims to bring back customers and assuage investors with its turnaround strategy, it is also winning over its store managers with promises to add more seating inside cafes and promote internally.

Since CEO Brian Niccol’s first week at the company, he’s been pledging to bring the company “back to Starbucks” to lift sluggish sales. That goal was in full view at the company’s Leadership Experience, a three-day event in Las Vegas for more than 14,000 store leaders this week.

Starbucks unveiled a new coffee called the 1971 Roast, a callback to the year that its first location opened at Pike Place in Seattle. The finalists at Starbucks’ first-ever Global Barista Championships referred to “back to Starbucks” as they prepared drinks for judges. Even the Wi-Fi password was “backtostarbucks!”

To investors, Niccol has already presented a multi-part strategy that involves retooling the company’s marketing strategy, improving staffing in cafes, fixing the chain’s mobile app issues and making its locations cozier. The company also laid off roughly 1,100 corporate workers earlier this year, saying it aimed to operate more efficiently and reduce redundancies.

Starbucks shares have climbed nearly 20% since April and are trading just shy of where they were after a nearly 25% spike the day Niccol was announced as CEO.

While Starbucks has taken major steps to win back customers and Wall Street, it’s also trying to regain faith among its employees. Staffers have had concerns about hours and workloads for years, sparking a broad union push across the U.S.

To excite the chain’s store managers, Starbucks executives’ pitch this week focused on giving them more control. Before launching new drinks, like a protein-packed cold foam, the company is first testing them in five stores to gain feedback from baristas.

When the chain increases its staffing this summer, managers will have more input on how many baristas they need. And next year, most North American stores will add an assistant manager to their rosters.

“You are the leaders of Starbucks. Your focus on the customer is critical. Your leadership is critical. And as you return to your coffeehouses, please remember: coffee, community, opportunity, all the good that follows,” Niccol said on Tuesday.

Niccol’s “back to Starbucks” strategy centers on the idea that the company’s culture has faltered. Its Leadership Experience, typically held every couple of years, was the first since 2019 — three CEOs ago.

“We are a business of connection and humanity,” Niccol said on Tuesday afternoon, addressing a crowd of more than 14,000 managers. “Great people make great things happen.”

As more customers order their lattes via the company’s app, its cafes have lost their identity as a “third place” for people to hang out and sip their drinks.

To return to Starbucks’ prior culture, the company is unwinding previous decisions — like removing seats from its cafes. In recent years, the chain has removed 30,000 seats from its locations. Those renovations have irritated both customers and employees; the manager of Niccol’s local Starbucks in Newport Beach, California, even asked him to remove her store from its renovation list because she wanted to keep the seating, according to Niccol.

“We’re going to put those seats back in,” Niccol said, bringing a big wave of applause from the audience.

He earned more applause from the audience when discussing the chain’s plans to promote internally as it eventually adds 10,000 more locations in the U.S.

Although historically roughly 60% of Starbucks store managers have been internal promotions, the company wants to raise that to 90% for its retail leadership roles. Thousands of new cafes means 1,000 more district managers, 100 regional directors and 14 regional vice presidents for the company — and more upward career mobility for its store leaders.

Staffing more broadly has been a concern for Starbucks and its employees, fueling a wave of union elections across hundreds its stores. Past management teams have cut down on the labor allotted to stores, helping profit margins at the cost of burning out baristas and slowing service.

Under Niccol, Starbucks is changing the trend. The company is accelerating plans to roll out its new Green Apron labor model by the end of the summer, because tests have shown that it improves service times and boosts traffic. As part of the model, managers will have more input on how much labor their store needs.

And Chief Partner Officer Sara Kelly received a standing ovation from the crowd for her announcement that most North American locations will receive a full-time, dedicated assistant store manager next year.

“For much of the time, your store is operating without you there, and you share that even when you’re not in the store, you’re not able to fully disconnect, and it can feel like the weight of everything is on your shoulders. … It affects everything, the partner experience, the customer experience, the performance of your store,” Kelly said, addressing the store managers in the audience.

Underscoring the challenges Niccol faces in recapturing the company’s brand, the two speakers who scored the most applause from store managers are no longer actively involved in the company.

Former chairwoman Mellody Hobson scored standing ovations during both her entry and exit onto the arena’s stage. Hobson, wiping tears from her eyes, thanked the Starbucks employees whom she said always made her feel welcome in their stores.

She stepped down from her position earlier this year, ending a roughly two-decade tenure that culminated with her becoming the first African American woman to become the independent chair of a Fortune 500 company. Hobson also serves as co-CEO of Ariel Investments.

Hobson ceded her position as chair of the board to Niccol when he joined the company in September. Niccol credited her with poaching him from Chipotle as Starbucks sought to find a leader who could turn around its flailing business.

“A quick conversation [with Hobson] turned into something really special for me,” Niccol said.

And Hobson’s longtime friend Howard Schultz also earned standing ovations from store managers.

Schultz, the three-time CEO who grew Starbucks from a small chain into a coffee powerhouse, made a surprise appearance at the Leadership Experience on Wednesday morning. It marked the first time that he’s appeared with Niccol publicly since the board tossed out his handpicked successor, Laxman Narasimhan, and selected the then-Chipotle CEO to take the reins.

Starbucks has long been plagued by questions about its succession, given Schultz’s former willingness to return to the helm of the company. But since Niccol’s appointment, industry analysts have thought that he might finally be the CEO who manages to escape Schultz’s lingering influence over the coffee giant.

The ghost of Schultz lingered earlier in the event. Niccol shared a story about being inspired hearing Schultz speak at Yum Brands, Niccol’s then-employer, back in 2008. The 71-year-old chairman emeritus also appeared in video form on Tuesday afternoon to thank Hobson for her service to the company.

During his conversation with Niccol on Wednesday, Schultz co-signed his plan to get “back to Starbucks,” saying that he did a cartwheel in his living room the first time that he heard about it.

He also asked managers to bring that energy back to their own Starbucks locations.

“Be true to the coffee, be true to your partners,” Schultz told the audience. “And I know we’re going to come out of here … like a tidal wave and surprise and delight the world and prove all those cynics wrong again, just as we did in 1987.”

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Questcorp Mining (CSE:QQQ,OTC:QQCMF,FSE:D910) is a Canadian junior explorer advancing two promising projects in mining-friendly jurisdictions: the high-grade La Union gold-silver-lead-zinc project in Mexico’s Sonoran Gold Belt and the North Island copper project in British Columbia, prospective for porphyry and skarn systems.

Focused on near-surface mineralization with proven geologic continuity, Questcorp is strategically positioned near infrastructure in major metal belts. With gold near record highs and a global copper crunch looming, the company aims to unlock outsized value through disciplined exploration and a tightly held share structure.

La Union gold project location

The La Union gold project is a 2,604-hectare, road-accessible CRD-style target on the edge of Mexico’s prolific Sonoran Gold Belt. Surrounded by major mines like La Herradura (6.7 Moz) and San Francisco (1.4 Moz), the property hosts historic underground production by Peñoles and others, with ~50,000 oz reportedly mined in the 1950s at grades of 7–20 g/t gold.

Company Highlights

  • Flagship Asset – La Union Gold Project (Mexico): A high-grade carbonate replacement gold system in the Sonoran Gold Belt, boasting historical production, strong geologic signatures and drill-ready targets with >80 g/t gold surface samples.
  • Copper Exposure in Tier-1 Jurisdiction: The North Island copper project lies just north of BHP’s historic Island Copper Mine. It shows promising porphyry and skarn-style mineralization and is adjacent to Northisle’s multi-million-ounce copper-gold deposits.
  • Tight Capital Structure and Strategic Investors: ~63 million shares outstanding with approximately 90 percent held by long-term, high-net-worth and international investors with 3-5 year investment window .
  • Execution-focused Management: Led by Founding President & CEO Saf Dhillon, a veteran builder of public companies, and geologist Tim Henneberry, with over 45 years of global exploration success.
  • Immediate Catalysts: Near-term exploration at both assets with active permitting, drill programs and news flow expected throughout 2025.

This Questcorp Mining profile is part of a paid investor education campaign.*

Click here to connect with Questcorp Mining (CSE:QQQ) to receive an Investor Presentation

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A Senate Democrat wants to ensure that Congress can weigh in before the U.S. leaps into ‘another endless conflict’ in the Middle East, a sentiment shared by President Donald Trump.

Sen. Tim Kaine, D-Va., on Monday introduced a resolution that would require Congress to debate and vote before any U.S. force is used against Iran. Kaine said in a statement that it was ‘not in our national security interest to get into a war with Iran unless that war is absolutely necessary to defend the United States.’

‘I am deeply concerned that the recent escalation of hostilities between Israel and Iran could quickly pull the United States into another endless conflict,’ he said. ‘The American people have no interest in sending service members to fight another forever war in the Middle East.’

‘This resolution will ensure that if we decide to place our nation’s men and women in uniform into harm’s way, we will have a debate and vote on it in Congress,’ Kaine continued.

Kaine’s sentiment is similar to that of Trump, his former opponent in the 2016 election, when the lawmaker ran alongside former Secretary of State Hillary Clinton.

Trump has painted himself as the consummate anti-war president, vowing during his first term and on the campaign trail during the 2024 election cycle to cease endless wars like those started at the beginning of this century in Afghanistan and Iraq.

However, he noted on Sunday in an interview with ABC News that ‘it’s possible’ the U.S. will get involved amid reports that Israel made a plea for America to join the fray.

Fox News Digital reached out to the White House for comment for this report. 

Still, the president has made clear that he would prefer a diplomatic end, urging Iranian leaders to return to the negotiation table to hammer out a nuclear deal.

Most senators are also not keen on the idea of sending American troops onto the battlefield, with many believing that Trump, who they say would never green-light soldiers fighting in yet another war in the Middle East, will be the deciding factor.

Kaine’s resolution is privileged, meaning that the Senate is required to quickly consider and vote on it, and is meant to underscore that ‘Congress has the sole power to declare war’ under the Constitution and that any action against Iran must be ‘explicitly authorized by a declaration of war or specific authorization for use of military force.’

The last time Congress formally declared war was in 1942 against Bulgaria, Hungary and Romania. Prior to that, Congress declared war on Japan in 1941.

Since then, lawmakers have green-lit the usage of military force through other avenues, including Authorization for Use of Military Force (AUMF) resolutions, which gives the president the authority to use military force. 
One of the most notable AUMFs was approved in 2001, shortly after the Sept. 11, 2001 terror attacks in New York City. 

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In quite possibly the sharpest regulatory U-turn thus far in 2025, the Trump Department of Energy (DOE) is proposing to roll back home appliance regulations as aggressively as the Biden administration created them. Homeowners will benefit greatly if this effort is successful. 

Dialing back the appliance red tape ought to be a slam dunk given the consumer dislike of government meddling on everything from stoves to light bulbs to furnaces. Even so, total repeal won’t be easy. The underlying statute, the 1975 Energy Policy and Conservation Act (EPCA), specifically requires the agency to impose certain energy use restrictions, thus any attempts to undo these mandatory provisions are unlikely to withstand the inevitable court challenges. 

However, the Trump DOE is wisely focusing on the many instances where Biden’s appliance regulations went beyond the law, and it is this regulatory freelancing that is ripe for correction.  

Reversing the bureaucratic excess could make a significant dent in the more than 100 appliance restrictions Trump inherited from the previous administration.  

The targets include dishwashers and washing machines, both of which rank high on the list of DOE’s most over-regulated appliances. Washington’s heavy hand has led to longer cycle times, compromised cleaning performance, and reduced reliability. The problems stem from the fact that DOE regulates both the amount of energy and the amount of water these appliances are allowed to use, though EPCA only authorizes the agency to set standards on energy.  

For this reason, DOE is now proposing to rescind the agency’s water requirements for both, which could go a long way towards fixing the problems.

Similarly, the agency is going after other superfluous appliance provisions, including those for stoves, showers, faucets, dehumidifiers and portable spas. Regulation of these appliances won’t go away completely, but it would revert to the minimum the law requires and no more. 

DOE plans to go even further with other appliances that were never mentioned in EPCA and should have been entirely excluded. This includes microwave ovens, gas fireplaces, outdoor heaters, air cleaners, portable air conditioners and wine chillers. These products would no longer be subject to any DOE efficiency regulations whatsoever.

At the same time it is repealing or revising past regulations, DOE has proposed reforms discouraging unnecessary future measures. Similar reforms were first enacted during the Clinton administration and later expanded under the first Trump administration, but they were later cut back by the Biden administration. They include many commonsense safeguards against over-regulation, such as ensuring any new rules don’t affect product features and performance or impose unnecessary costs.

Perhaps most importantly, the proposed reforms align with Trump executive orders reversing the Biden administration’s near-obsession with climate change in regulatory matters.  The Biden DOE routinely used climate change as a justification for tighter appliance rules, despite provisions in the law prioritizing consumer utility over environmental considerations. The Trump DOE is again putting consumers first, which almost always leads to less regulation rather than more.

Secretary of Energy Chris Wright summed up the goal of these deregulatory efforts when he said ‘the people, not the government, should be choosing the home appliances and products they want at prices they can afford.’ Those words are quite a reversal from the previous administration which boasted of its many appliance crackdowns, but they represent a welcome change for American homeowners. 

   

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The question of a ‘day after’ plan in the Gaza Strip has plagued negotiations between Israel, the U.S., Arab nations and Hamas for months and has ultimately led to the terrorist network’s refusal to release the 55 hostages still held there. 

However, foreign policy leaders and security experts based in Washington may have the key that could provide a solution to help rebuild the war-torn Gaza Strip where others cannot: private security contractors (PSC).

PSCs, which have heavy experience in the Middle East and decades of lessons learned to draw from, could be used as non-state actors to provide stability and a path forward for the Palestinians, but they would have to start with humanitarian aid, John Hannah, former national security advisor to Dick Cheney and current Randi & Charles Wax senior fellow at the Jewish Institute for National Security of America (JINSA), told Fox News Digital.

In a plan hatched out following Hamas’ Oct. 7, 2023 attack on Israel and the subsequent outbreak of war in the Gaza Strip, a group of eight members with JINSA and the Vandenberg Coalition comprised a report that detailed how the handling of humanitarian aid could completely change security in the region. 

The plan, in part, initially looked similar to the mechanism known as the Gaza Humanitarian Foundation (GHF), which is backed by the U.S. and Israel, and which launched last month to distribute aid to Palestinians. 

However, the plan comprised by Hannah and the team took it a step further and argued that these aid actors should also be involved in rebuilding Gaza.

‘We thought humanitarian issues was the best way [forward],’ Hannah said. ‘It was the common denominator that would allow all of the major stakeholders that want to get to a better ‘day after’ – Israel, the United States, the key pragmatic Arab states – they all could agree that we can’t agree on a political vision for Palestine 10 years from now, and the issue of a Palestinian state, but we can all agree on this apple pie and motherhood issue that we don’t want to see starving, suffering Palestinians.’

The Israel Defense Forces had already detailed the need to eliminate Hamas following the deadliest-ever attack on Israel, but the group of eight experts also identified that aid, long used by Hamas to maintain power by using it to incentivize support and recruitment, and to punish opposition, needed to be the key to cementing actual change. 

‘We needed a solution on humanitarian aid,’ Hannah said. ‘And when we looked around the world, who could do this, take over the humanitarian aid? We were left with one option.’

‘We didn’t think it should be the Israel Defense Forces. Israel lacks legitimacy with the Palestinian population, and frankly, it had its hands full doing the military job of defeating Hamas,’ he added.  ‘American forces weren’t going to do it. We didn’t think Arab forces would step up and do this. And the U.N. system as it existed under UNRWA was illegitimate in the eyes of Israel.’

The group not only briefed the Biden and Netanyahu administrations on the proposal, but held numerous discussions with Israeli officials in 2024 on how such a plan could work. 

Retired U.S. Army Lt. Gen. Michael Barbero – who served as deputy chief of staff, Strategic Operations for Multinational Forces-Iraq for 2007-2008 and who was tasked by Gen. David Petraeus to create a system of accountability over PSCs in Iraq following the Blackwater incident in September 2007 known as the Nisour Square massacre – also briefed Israeli officials on how a PSC mechanism could work in the Gaza Strip.

Progress on the proposal appeared to stall by summer last year as then-President Joe Biden and Israeli Prime Minister Benjamin Netanyahu were at increasing loggerheads over humanitarian concerns and mounting civilian Palestinian death tolls. 

However, Hannah questioned whether the seed had been planted with Israel by the time the Trump administration re-entered office, enabling the GHF to come in and start distributing aid. 

The GHF, though it has distributed over 16 million meals since it began operations in late May, saw a chaotic start with starving Palestinians rushing certain sites and reports of violence unfolding. 

Though the reports of the level of chaos have reportedly been exaggerated by Hamas – which ultimately would benefit from the GHF’s failure as experts have explained – the group initially drew some criticism over transparency concerns, though the group has been looking to remedy this with regal updates.

The group, which saw its third leadership in as many weeks earlier this month, told Fox News Digital that despite some frustration among world leaders and aid groups, its goal is to work with major organizations like the United Nations and others to better distribute aid across Gaza where those programs are still flagging.

U.S. Ambassador to Israel Mike Huckabee confirmed last month that the GHF’s distribution centers would be protected by private security contractors.

Though while Washington backs the effort, State Department spokeperson Tammy Bruce has repeatedly made clear that the GHF is ‘an independent organization’ that ‘does not receive U.S. government funding.’ 

However, she has also refused to confirm whether any U.S. officials are working for the program. 

PSCs have a storied history in the Middle East, and not only the U.S. war on terror. They have been used by nations like Saudi Arabia and the UAE, which could lend them a level of acceptance that would not be attainable by another force. 

The proposal issued by Hannah and his colleagues took the use of PSCs one step beyond humanitarian aid and argued they could make a positive impact in the actual reconstruction of the Gaza Strip – an idea that was also presented to the Trump administration this year. 

‘It’s not at all foreign to these Arab parties that you might employ PSCs for certain critical missions,’ Hannah said. ‘Our idea was, let’s scale it up. Let’s unify the effort. Let’s have America and the Arabs lead it. 

‘The Arabs would put in most of the humanitarian aid workers, a lot of the financing, and then they would hire some of these international PSCs with a lot of experience to come in and protect those operations,’ he explained. ‘You’d have the Arabs engaged, which we thought was absolutely critical.’

The plan also included bringing in other international aid organizations that would work with these PSCs to expand developments like housing projects, community development and infrastructure repair to restore electricity and water.

‘And eventually, hopefully, begin to identify new leadership, local leadership in Gaza, who would be prepared to cooperate with the operations of this nonprofit entity,’ Hannah said. ‘Local Gazans of goodwill, who wanted to be rid of Hamas, who this entity could provide some support to, some protection to so they can, could begin rebuilding Gaza civil administration.’

The plan also addressed the perpetual question of how to deter the next generation of Hamas terrroirsts, particularly amid Israeli military operations.

Hannah argued this issue could be addressed by simultaneously training a ‘non-Hamas new Palestinian, local Palestinian security force’ that would not only have the trust of the local population but could also gain the trust of Israel.  

Hannah said he still believes this plan could be a tenable next step to securing the Gaza Strip but urged the Trump administration to take a more direct diplomatic role by leaning on Arab, European and Israeli partners to make it happen.

The White House did not respond to Fox News Digital’s questions about this reporting. 

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