Good afternoon, ladies and gentlemen. Before Swiss Water Decaffeinated Coffee Inc conference call starts, they are required to remind you that certain information in today's presentation is forward-looking in nature. Any such forward-looking information or statements are based on assumptions that they consider reasonable at the time the information was prepared. Such information involves known and unknown risks, uncertainties and other factors outside our control that could cause actual results to differ materially from those expressed in the forward-looking information. Swiss Water Decaffeinated Coffee Inc does not assume responsibility for the accuracy and completeness of the forward-looking information. Similarly, they do not undertake any obligation to publicly revise this forward-looking information to reflect subsequent events or circumstances except as required by law. Please refer to the Swiss Water Decaffeinated Coffee Inc's management discussion and analysis posted on SEDAR and Swiss Water's website for a full discussion regarding forward-looking statements and the risks therein. I will now turn the call over to Frank Dennis, CEO of Swiss Water. Sir, the floor is yours. Thank you, Matthew. Good morning, everyone, and thanks for taking the time to join us. I'm Frank Dennis, President and CEO of Swiss Water Decaffeinated Coffee Inc With me today is Iain Carswell, our CFO. Iain and I are here today to discuss Swiss Water's financial results for the three and nine months ended September 30th, 2022. As usual, I'll begin with a brief review of our performance. Iain will provide more detail about our financial results before I return to tell you more about our longer-term plans and expectations. After that, we'll be happy to take your questions. As outlined in yesterday's press release and in our quarterly MD&A, Iain and I are pleased to report that the strong performance improvement Swiss Water achieved during the first half of this year strengthened further during the Q3. Our Q3 processing volumes, revenue, net income, and Adjusted EBITDA all exceeded our expectations. As always, volumes were the key driver of our performance, with total volumes growing by 6% in the Q3 and by 22% in the first nine months of the year. The volume growth, along with the higher green coffee costs, drove a 30% increase in our quarterly revenue, which at $46.2 million, was up by $10.7 million over Q3 2021. This brought our nine-month revenue to $132.9 million, up 48% compared to last year. In addition to our strong volume growth and resulting high level of capacity utilization and increased green coffee differential margin and disciplined management of inflationary pressure enable us to achieve a significant improvement in profitability. Although we reported a small loss of CAD 204,000 in the quarter, principally due to the impact of a strengthening U.S. dollar on our hedging activities, our net income for the year-to-date showed a big improvement over last year. For the nine months to September 30th, net income was CAD 2.6 million compared to CAD 255,000 in the same period of 2021. While Adjusted EBITDA of CAD 4.3 million for the quarter and CAD 13.6 million for the nine months was up by 9% in the quarter and 61% for the year-to-date, respectively. These strong results were achieved despite the inflationary pressures that all businesses face today because of a number of positive factors that are benefiting Swiss Water. The first and most important of these is the ongoing recovery of demand from the vital out-of-home coffee market as the North American and inter-international food service economies return to pre-pandemic levels of activity. The second is that as cafes, restaurants, and retail grocery outlets in our key markets adapt to increasing environmental responsibility and food safety requirements, coffee roasters and coffee consumers are increasingly choosing chemical-free water processed decaf like ours over coffee decaffeinated with methylene chloride or ethyl acetate. It's particularly encouraging that in North America, our largest market, we continue to achieve strong growth with year-over-year volume up by 9% in Q3 and 20% in the nine months of the year. This strong improvement came from a combination of new customer acquisition and organic growth with existing customers, most of whom are now ordering ahead of pre-pandemic levels. As I've noted previously, we are now shipping to some new high-profile out-of-home North American customers like Peet's Coffee, a San Francisco-based specialty coffee roaster and retailer with commercial distribution across the U.S. This new business is helping boost our results and provides an encouraging indication of future growth potential. Business outside of North America has also shown strong growth, with year-to-date volumes up by 28% compared to last year. A big driver internationally continues to be volumes delivered to the Asia Pacific region, which were up by 24% in Q3 and 60% in the nine months to September 30th, mainly due to organic growth. Importantly, we also see the positive changes in our customer mix as another clear sign of the strong recovery of the out-of-home coffee market. The removal of restrictions on food service outlets in the U.S. and elsewhere and the return of more people to their offices and other workplaces helped us increase volume shipped to our higher margin specialty customers by 32% in the Q3 and by 39% year-to-date. The 9% drop in quarterly volumes shipped to our commercial customers who primarily serve the grocery channel is likely indicative of this shift from at home to out-of-home coffee consumption once again. However, with volume shipped to commercial customers still up 11% on a year-to-date basis, we can see a growing demand for decaf generally, as well as increasing number of industry participants converting to our chemical-free process. As I've noted before, it's unusual that we've achieved this exceptional volume growth across the business despite a stubbornly high New York Coffee Futures contract coffee commodity price or NYC. The NYC rose steadily through the second half of last year and has remained stubbornly high. During the Q3, the NYC averaged $2.19 a pound, down from the peak of $2.58 it hit in the Q1. However, this compares to the average of $1.80 we saw in the Q3 of last year. Normally, when the NYC rises and remains at such high levels, our customers tend to consume their own inventories as they wait for the price to fall back rather than buy more coffee from us. However, during 2021, an unusual double frost in Brazil, together with the ongoing disruption of global supply chains and growing inflationary pressures across the economy, has created a persistent fear of a coffee shortage among industry participants at all levels. These concerns have helped support our volume growth and has likely caused some customers to build inventories to manage uncertain supply chains such that they have sufficient inventory on hand to meet demand. While we are delighted to see such strong and sustained growth in our business, it does present challenges. The combination of quarter-on-quarter volume increases, a persistently high coffee commodity price, and growing inflationary pressure on all our input costs has been putting ever more stress on our working capital resources. Coffee Futures volatility has been a challenge we've been managing for several months, as have most in the coffee industry. Happily, on Monday of this week, we were able to announce an expansion of our credit facilities with our existing senior lenders that goes a long way towards addressing this problem. The expanded facilities will result in CAD 33.25 million of incremental capital availability, consisting of CAD 21.25 million of expanded revolving credit capacity and CAD 12 million of incremental senior term financing. The increased revolving credit capacity is being made available for working capital purposes and will enable us to continue pursuing the outstanding growth opportunities we see ahead for Swiss Water. Now, before I tell you more about our outlook and for the balance this year and our preparation for the future, let me turn the call over to Iain to take you through our financial results. Thanks, Frank. Hello, everyone. As always, I'll begin my review with volume shipped to customers as this is the key metric that drives our financial performance. As Frank indicated, Swiss Water's processing volumes have continued to grow in the three and nine months to September thirtieth, due in part to the ongoing recovery of the food service economy. Total volumes were up by 6% in the Q3 and by 22% for the year-to-date when compared to the same periods last year. Looking at volumes by customer type, shipments to roasters, those customers who roast and package coffee to sell to consumers in their own coffee shops or for home or office consumption, were up by 11% in the quarter and 38% in the nine months. While shipments to importers, those customers who resell our coffees to roasters where and when they need it, were up by 25% in Q3 and by 52% for the first nine months of the year. Looking at the roaster segment another way, as Frank noted, specialty roaster account volumes continued to trend upwards, growing by a healthy 32% in the quarter and by 39% for the nine months. These accounts serve the out-of-home consumer primarily, and the strong growth here reflects the ongoing return to cafes and restaurants to pre-pandemic operations in our key geographic markets. Shipments to large commercial roasters were down by 9% in the quarter, but up by 11% for the year-to-date. Turning now to revenues. Q3 revenue of $46.2 million was up by $10.7 million, or 30% from Q3 of 2021. Nine-month revenue of CAD 132.9 million also showed very strong growth, increasing by CAD 43 million or 48% over last year's level. The revenue increase was due to the growth in our volumes as well as higher green coffee price this year. Record levels of activity and an increased financial contribution from Seaforth Supply Chain Solutions subsidiary also had a positive impact. Looking at the cost side, our Q3 cost of sales was CAD 39.5 million, an increase of CAD 10.1 million, or 34% compared to Q3 of last year. For the nine months, cost of sales was CAD 112.6 million, up by CAD 35.9 million or 47% from the 2021 level. The increase in both periods was mainly driven by our significantly increased production volumes, the higher cost of green coffee, and increased freight expenses. As Frank noted, while down from its Q1 peak, the NYC coffee commodity price has remained at historically high levels for an extended period of time. In Q3 this year, the NYC averaged $2.19 per pound, compared to an average $1.80 per pound in the Q3 of 2021. As you would expect, such a high coffee price triggers a major increase in our working capital needs, and the increased value of inventory in our balance sheet is reflective of this. That's why we were so pleased to announce the expansion of our credit facilities that Frank outlined earlier. We believe that the increased availability of working capital will make it much easier to manage the growth of our business going forward. Foreign exchange rates can also have a meaningful impact on our profitability and cash from operations. This is because the majority of our revenues are generated in U.S. dollars, while a significant portion of our costs are incurred and paid in Canadian funds. Our exposure to changes in the exchange rate is managed, in part through derivative financial instruments. However, all other factors being equal, we benefit when the U.S. dollar appreciates as it did during the Q3 of this year. In Q3, the U.S. dollar averaged CAD 1.31, up 5 cents from CAD 1.26 in the Q3 last year. Q3 gross profit was CAD 6.6 million, an increase of CAD 600 thousand or 10% compared to Q3 of 2021. For the nine months to September 30, gross profit, CAD 20.3 million, an increase of CAD 7.1 million or 54% compared to the same period last year. Gross profit percentage was sustained at 15%, consistent with the level achieved in the first nine months of 2021. The improvement in gross profit dollars was primarily driven by higher sales volumes. The higher volumes again drove a high utilization rate in all three of our current decaffeination lines, which operated at approximately 80% of capacity throughout the quarter and first nine months of this year. This, together with record business at our Seaforth subsidiary, enabled us to realize significant production efficiencies. Comparatively high green coffee price and ongoing inefficiency in the coffee supply chain enabled us to make a very good green coffee differential margin. These positive factors have partially offset by inflationary pressure on our variable production costs and freight. Q3 operating expenses were CAD 3.3 million, up by CAD 600,000 when compared to Q3 last year. For the nine months, operating expenses were CAD 9.7 million, up by CAD 1.7 million over the same period in 2021. The administrative portion of operating expenses was up by 32%, accounting for the full nine-month increase. The primary drivers here were general inflationary pressure, higher legal fees, increased headcount and salaries, and the incremental cost of operating two locations, including depreciation and rent. The sales and marketing component of operating expenses was less impacted, staying level with last year, CAD 800 thousand for the quarter and CAD 2.6 million for the nine months. Q3 operating income was CAD 3.3 million, which is the same amount as we reported in the Q3 of 2021. However, operating income for the year-to-date was up significantly, growing to CAD 10.6 million, more than double the CAD 5.2 million recorded in the first three quarters of last year. The big driver here was the improvement in gross profit resulting from our higher processing volumes, partially offset by the higher administrative expenses. Turning now to net income. We reported a small net loss of CAD 204,000 for the quarter, compared to net income of CAD 135,000 in Q3 2021. However, for the nine-month period, we posted net income of CAD 2.6 million, an increase of CAD 2.4 million over the amount we recorded during the same period last year. The drop in quarterly net income was the result of losses on our risk management activities, primarily due to the strengthening of the U.S. dollar, as well as higher financing expense due to increased drawings on our debt facilities. Improvement in the nine-month results reflects our higher operating income during the period, partially offset by these same negative impacts. Q3 net finance costs of CAD 1.2 million were up CAD 200,000 or 17% over Q3 of last year. For the nine-month period, net finance expenses were CAD 3.7 million, an increase of CAD 900,000 or 30% compared to the same period last year. The increase in both periods was due primarily to a higher variable interest rate on our debentures with warrants, as well as a higher outstanding balance on our construction loans and credit facilities. Despite inflationary pressure during the quarter and year-to-date, we achieved a significant improvement in Adjusted EBITDA. Q3 Adjusted EBITDA of CAD 4.3 million was up by CAD 400,000 or 9% compared to Q3 in 2021. For the nine months, Adjusted EBITDA was CAD 13.6 million, an improvement of CAD 5.2 million or 61% compared to the 2021 result. Operationally, our Adjusted EBITDA improvement this year was driven by our volume growth and the higher green coffee differential margin we achieved this year. As I've noted, these positive impacts were partially offset by higher green coffee costs and incremental labor and production expenses associated with operating at two standalone facilities. Once we consolidate all production at our Delta location and exit the legacy Burnaby facility by the middle of next year, the resulting efficiencies will bring down our operating costs significantly. With that, thank you for your attention. I'd like to hand back to Frank. Thanks, Iain. While we are very encouraged by the fact that the positive momentum we saw building across the business in 2021 continued to gain strength through the first nine months of this year. While we remain optimistic about the balance of the year, generally favorable trading conditions in our key markets as the food service sector returns to normal and more industry participants move away from chemical decaffeination in favor of chemical-free processes like ours, caution continues to be called for. Like businesses everywhere, Swiss Water is not immune to current and emerging macroeconomic risks. Inflation is increasingly becoming entrenched, and economies around the world are struggling to get a grip on it by raising interest rates. The Russian invasion of Ukraine is disrupting the global order and creating a lot of uncertainty in Europe and around the world. Here at Swiss Water, we are continuing to experience delays in coffee deliveries as supply chain bottlenecks persist and coffee crop yields become less predictable. Furthermore, the continuation of a very high Coffee Futures price is resulting in significant increase in our working capital requirements and may ultimately impact coffee demand at the consumer level. As we've noted earlier, our newly expanded revolving credit facility will go a long way to addressing the working capital issue. Nonetheless, we are experiencing very significant inflationary pressure on virtually all of our input costs, from natural gas to freight to hydro to labor. These risks and increasing costs demand our close attention and will likely require further pricing actions and mitigation measures. It could also have a negative impact on our margins and future volumes. Operationally, we continue to run both decaffeination lines at our legacy production facility in Burnaby, BC on a 24/7 basis. Aside from two scheduled maintenance shutdowns, the initial line at our new facility at Delta, BC operated smoothly and efficiently, also on a 24/7 basis throughout the first nine months of the year, and we are continuing to migrate more of our production here. All three lines have provided ample capacity for us in a period of pipeline refill, and that has been very helpful. I, as I expect you all know by now, we must relocate all remaining production from Burnaby by June of next year due to the upcoming expiry of our lease there. Accordingly, in order to ensure that our ability to deliver on customer orders is uninterrupted, and to meet the growth in demand we see ahead, we are now building a second new production line in Delta. As I've noted before, based on engineering reports from a third-party engineering firm, when both lines are completed, we expect the two new lines in Delta together will have a targeted end capacity at least 40% greater than the current facility. Preliminary cost estimate for design and construction of the line two project in Delta was approximately CAD 45 million, plus commissioning costs of around CAD 2 million. During the second and Q3s of this year, the impact of global macroeconomic pressures, including inflation, trade disruptions, and supply chain issues, became of increasingly acute concern in terms of their potential impact on our project budget and schedule. Accordingly, we now consider that there is a risk that we may exceed the preliminary budget by as much as 10%. With the incremental $12 million expansion of our senior term credit facility, along with our existing available credit and projected internally generated cash flow, we expect to have sufficient funds to cover this risk factor and complete the project on time. We continue to work diligently with all concerned to mitigate cost impacts and to keep the project on schedule. At the same time, we are working to quantify the exit costs associated with permanently shutting down the Burnaby facility. This process involves evaluating the costs associated with removing and relocating some production assets into storage for possible future use as compared to immediate disposal on a piece-by-piece basis. We will report the results of this analysis to you once we've determined the best options, likely in the Q4. That wraps up our comments for today. Iain and I would now be happy to answer any questions that you may have. Certainly. Ladies and gentlemen, the floor is now open for questions. If you have any questions or comments, please press star one on your phone at this time. We do ask that while posing your question, please pick up your handset if you're listening on speakerphone to provide optimum sound quality. We do ask that all Q&A participants please limit to one question, then reenter the queue. Once again, if you have any questions or comments, please press star one on your phone. Please hold while we poll for questions. Your first question is coming from Lyle Parkin. Your line is live. Hi. I just wanted to discuss with you the second production line. Just looking back over the history here, back in May 2020, you announced the start of preparations for the building the second line. In the summer of 2021, building permits were issued for the second line. With this latest MD&A, you're saying that the second line, you're expecting it to complete at the end of Q3 next year in 2023. I have a couple of questions about that. I'll start with- I guess I'll ask, your lease on the legacy plant is expiring at June 2023, but you're targeting having the second line running somewhere in Q3 of 2023. It seems like you're gonna have a greatly reduced capacity there until that second line gets going, you know, upwards to three months after the legacy plant has to be abandoned. Is that? Why is that? We are planning on having end of Q3 fully commissioned and saleable product. We'll be out of Burnaby in basically June. Basically June to August. Let's call it 60 to 90 days difference through that period. One note that I made in my comments today was that we've had three lines running, which is ample, i.e., higher than necessary capacity, for basically two years here, almost. Well beyond the capacity that we require. Although there will be that period of 60 or 80, 90 days of basically integration of the new line into our entire supply chain. We'll have the ability to use the extra capacity that we have to preload customers in advance of that shutdown, which is what we're in the process of doing right now. Also, we are seeing, like I said, excess capacity that we have had over that period of time for the past two years, which has enabled pipeline fill for us in our external warehouses, which we are continuing to do and will do through Q1 and Q2 of next year so that we can provide services through that period. We, of course, will still be running our line here existing in Delta and can maintain a good majority of customers who order on an ongoing basis while managing customers who are less frequent order or have a less frequent order pattern in either before or after that period. We aren't seeing a terrific risk at this point through basically being able to manage inventory and use excess capacity that we've had for a year and a half or so. Thank you. There are no other participants in the queue at this time. Lyle Parkin, your line is live. Can you hear me? Yep. Yep. Go ahead, Lyle. It sounds like you're saying you're hoping that you'll have enough finished product stockpiled in the warehouse that you can satisfy all your customers' demands until the second production line is fully operational. Is that right? Well, there are a large number of customers that we can still service with our existing line one or line one Delta, we call it. Those are regular order pattern products and customers. Those customers who toll coffees, and don't forget that that's a big component of what we do is toll processing. Toll customers are being shifted to, you know, pre-May. In other words, kind of Q1, Q2, and then into late Q3 and Q4, to avoid that period. We are also building, like I said, inventories in our external warehouses, New Jersey, San Francisco, Antwerp, to manage the spot demand that we expect through that period. We're planning for this period of time where there's reduced capacity, but it's not zero capacity. That's an important component here. It's probably worth also noting that there is some seasonality within our business, and typically July as a month is a lower volume period for us. Okay. I've got one follow-on question if there's no one else in the queue. Yeah, sure. Go ahead, Lyle. Summer 2021 is when you issued the building permits. I assume you started construction pretty much right away then. With your anticipation of being in production with the second line in Q3 of 2023, that's about two and a quarter years to get that second line built and operational. I'm a bit concerned how long this is taking. Just for comparison, Tesla started two gigafactories, one in Texas and one in Germany, the same time that you started construction on your second production line. They have finished those factories, and they've been in production since early this year. In less than two years, they've built factories and got production going, but it takes two and a quarter years to get a coffee processing line going. What have been the holdups? Why has it taken so long to get this? I understand they're complex and you've got to build, create the building around the plant as you go, but still, it seems to me it's been a long time that this has been underway. Well, I mean, I really wish that we were Tesla's size and Tesla's heft. We are not. Being able to bring resources in a post-pandemic world goes to the highest bidder, and that's essentially what is going on, bringing people. It's labor, Lyle, that we're talking about in terms of being able to get unionized, skilled pipe fitters and steel workers to site. That takes time. Really, our time is almost as we had originally outlined. The components that we bring to what we do are all bespoke. I don't know what goes into a Tesla plant. I would imagine that a lot of those robots, etcetera, they use are all manufactured externally. Everything here is built piece by piece, and every, you know, inch of piping is created here, and welded on site. It's not moving something. It's in fact creating a complete bespoke facility here. I personally struggle with the comparison to Tesla. You know wanna make that comparison, that's fine. I see them as completely entirely different industries. You know, this is a very similar build out to the time that we had in 2005. It's very similar to what we did in 2018, 2019. I'm not, you know, I'm not seeing very different time period. Again, you know, we're a smaller organization. We're a nano cap on the Toronto Stock Exchange. We are not a Fortune 500 organization that can bring resources and have exceeding amounts of working capital and additional cash to draw resources at speeds that a Tesla could do. All right. Thank you. That's it for me. Sure, Lyle. Thank you very much. Thank you. Once again, ladies and gentlemen, if you have any questions or comments, please press star then one on your phone at this time. Please hold while I poll for questions. Your next question is coming from Sasha Arasanu from Computershare. Hi. You guys mentioned supply chain disruptions in the Q3. I was just wondering as we're moving into the Q4, whether there's been material improvement that you guys have noticed in the supply chain disruptions or if it's still kind of the same deal? Well, the simple way that we look at it is that in 2019, there were five steamship lines supplying Vancouver. There are now two, and I would still call that a disrupted supply chain relative to 2019. It doesn't mean that we're not getting coffee. It's what happens is that we are getting, as opposed to 10, 15, 20 containers every couple of weeks, we'll get 100 containers at a time of coffee coming into Vancouver. That's not all our coffee. That'll also be third-party coffee going to Seaforth, our warehousing operation. Depending on your view of what disrupted is, I'd say yeah, we are still in a disrupted space. Hapag-Lloyd is, you know, thinking about improving service or reinstating service off the West Coast, including Vancouver in the back half of next year. With that sort of concentration of coffees coming into Vancouver, that drives additional working capital and additional inventory needs, because we're bridging the times between the service levels that we used to have with five steamship lines down to two. Great. Thank you. Sure. Thank you. Once again, ladies and gentlemen, if you have any questions or comments, please press star then one on your phone at this time. Thank you. That concludes our Q&A session. I'll now hand the conference back to Frank Dennis, CEO of Swiss Water, for closing remarks. Please go ahead. Thank you, Matthew. I appreciate your attention today and the questions that we had. If there are no further questions, we will conclude today's call. Iain and I wish you all good health, and thank you very much for joining us. Thank you, ladies and gentlemen. This concludes today's event. You may disconnect at this time, and have a wonderful day. Thank you for your participation.