Wheaton Precious Metals Corp
XMUN:SII
Decide at what price you'd be comfortable buying and we'll help you stay ready.
|
W
|
Wheaton Precious Metals Corp
XMUN:SII
|
CA |
|
V
|
Volkswagen AG
SWB:VOW
|
DE |
|
S
|
Select Medical Holdings Corp
F:S24
|
US |
|
Centuria Capital Group
ASX:CNI
|
AU |
|
Genuine Parts Co
NYSE:GPC
|
US |
|
G
|
Green Dot Corp
F:5GN
|
US |
|
U
|
UnitedHealth Group Inc
SWB:UNH
|
US |
|
Knight-Swift Transportation Holdings Inc
NYSE:KNX
|
US |
|
K
|
Kingfisher PLC
DUS:KFI1
|
UK |
|
Backblaze Inc
NASDAQ:BLZE
|
US |
|
P
|
Prudential PLC
XHAM:PRU
|
UK |
|
Granite Construction Inc
NYSE:GVA
|
US |
|
A
|
Avis Budget Group Inc
BMV:CAR
|
US |
|
HNI Corp
NYSE:HNI
|
US |
Wheaton Precious Metals Corp
Wheaton Precious Metals is a precious-metals streaming company, not a mine owner in the usual sense. It gives mining companies upfront funding for new or existing projects, and in return it secures the right to buy part of the mine’s future silver, gold, palladium, or cobalt production at a set low price. It then sells those metals into the market at prevailing prices. Its main business partners are mining companies that need capital to build or expand mines, and its main buyers are refiners, bullion dealers, and industrial or jewelry customers that purchase the metals it delivers. Wheaton makes money from the gap between the fixed purchase price it pays under its streaming contracts and the market price it receives when it sells the metals. That structure gives it exposure to commodity prices without owning or running most of the mines itself. What makes the model different is that Wheaton gets production tied to many mines while leaving development, operating, and cost overruns mostly to the mining operators. The company’s value comes from the stream contracts themselves, which can provide long-lived metal supply from projects around the world with less direct operating risk than a traditional miner faces.
Wheaton Precious Metals is a precious-metals streaming company, not a mine owner in the usual sense. It gives mining companies upfront funding for new or existing projects, and in return it secures the right to buy part of the mine’s future silver, gold, palladium, or cobalt production at a set low price. It then sells those metals into the market at prevailing prices.
Its main business partners are mining companies that need capital to build or expand mines, and its main buyers are refiners, bullion dealers, and industrial or jewelry customers that purchase the metals it delivers. Wheaton makes money from the gap between the fixed purchase price it pays under its streaming contracts and the market price it receives when it sells the metals. That structure gives it exposure to commodity prices without owning or running most of the mines itself.
What makes the model different is that Wheaton gets production tied to many mines while leaving development, operating, and cost overruns mostly to the mining operators. The company’s value comes from the stream contracts themselves, which can provide long-lived metal supply from projects around the world with less direct operating risk than a traditional miner faces.
Record quarter: Wheaton reported record quarterly revenue, earnings, and operating cash flow, helped by stronger performance from Salobo and Peñasquito and much higher precious metals prices.
Big transaction: The company closed the $4.3 billion Antamina silver stream with BHP, the largest deal in Wheaton’s history, and said it strengthens long-term silver growth.
Outlook unchanged: 2026 production guidance stayed at 860,000 to 940,000 GEOs, with production expected to be weighted more heavily to the second half of the year.
Cash and leverage: Wheaton ended the quarter with $2.2 billion of cash, then moved to a pro forma net debt position of $2.1 billion after funding Antamina; management expects debt to come down quickly.
Deal pipeline: Management said the streaming pipeline remains robust, with most opportunities still in the $200 million to $500 million range, plus a few potential $1 billion deals.
Growth drivers: Salobo’s longer-term expansion plans, Antamina’s new stream, and ramp-ups at newer assets support Wheaton’s view that organic production can grow about 50% by 2030.
