Good morning. We are pleased to host today's annual meeting of shareholders in person, as well as online through the Lumi Virtual Meeting platform. This platform is accessible to all of our shareholders and duly appointed proxy holders, and it allows shareholders to participate, submit questions, and to vote. Please note that the recording of this meeting will be available on our website at www.yamana.com. I will serve as the chairman of this meeting, and I would like to point out that all of our board members are attending this meeting in person. This meeting is officially called to order, and I ask that Sofia Tsakos, our Senior Vice President, General Counsel, and Corporate Secretary, be appointed as Secretary of the meeting and that representatives of Computershare Trust Company of Canada serve as scrutineers of the meeting. I understand that everyone present in person has registered with the scrutineers. Subsequent to the completion of the formal business of this meeting, a presentation on the recent activities and future plans of Yamana will be given. As shareholders and proxy holders who are in person may ask questions regarding the company after the presentations. Those shareholders and proxy holders watching online are able to submit questions or comments to the meeting at any time through the Lumi platform, which we will address at the end of the presentation. Those wishing to submit a question or a comment should click on the messaging icon at the top of your screen. Voting on the matters before us today will be by a poll. On a poll, every shareholder entitled to vote on the matter has one vote in respect of each voting share held. Only registered shareholders who held shares in their name as of the close of business on March 11th or their validly appointed proxy holders are entitled to vote at this meeting. If you have already voted or sent in a proxy, there is no need for you to vote by poll unless you would like to change your vote. For those shareholders or proxy holders that are attending in person, and it's nice to see that there are so many of you here, thank you for coming, you will have received a ballot when you checked in. You should record your vote on the ballot by marking the appropriate box for each poll and ensure that you sign and print your name on the ballot. The scrutineers will collect all of the ballots for all resolutions at the end of the formal part of the meeting. The online polls will be open for all resolutions at the same time. This will allow those who are online to choose to vote on each resolution immediately, or you may wish to wait until each resolution discussion has concluded prior to casting your vote. I now declare the polls open for all resolutions. Notice of the meeting was mailed on April 5th to shareholders of record on March 11th. The declaration of mailing will be retained in the corporate records of the company. Based on the scrutineers' report, proxies were received from the holders of a sufficient number of common shares to constitute a quorum, and as a result, this meeting is properly constituted for the transaction of business. The final report on attendance will be retained with the records, the corporate records of the company. Now on to the formal business. I now place before the meeting, as we do every year, the financial statements of the company for the year ended December 31, 2021, and together with the auditor's report of the company on those financial statements. A copy of the Yamana 2021 annual report, which contains our 2021 financial statements and the auditor's report, was sent to shareholders of the company in advance of the meeting. I don't propose to read the financial statements at the meeting. You can obtain a copy of the annual report with those financial statements on our website, again, at www.yamana.com. Our next item of business is the election of directors of the company. Information about each director nominee is included in the management information circular. As a result of the company's majority voting policy, shareholders will be asked to vote for the election of each individual director. The general bylaws of the company provide for an advance notice requirement for the nomination of directors in certain circumstances. The company did not receive notice of any other director nominations in connection with this meeting within the prescribed time periods, and accordingly, the persons eligible for nomination at this meeting for election to the board are the following nine nominees. Perhaps if you can stand when your name is called. Mr. John Begeman, Ms. Christiane Bergevin, Mr. Alexander Davidson, Mr. Richard Graff, Ms. Kimberly Keating, myself, Daniel Racine, Ms. Jane Sadowsky. Thank you, Jane. Mr. Dino Titaro. Thank you, Dino. As the motion to accept for election these nominations has been made and seconded, as I see in the audience, at this time, each registered shareholder or proxy holder is required to vote for the election of each director by ballot, and I therefore direct that a poll be taken. We now come to the appointment of Deloitte LLP Chartered Accountants as the auditors of the company, and that appointment would be until the close of the next annual meeting of shareholders. As the motion for that appointment has been made and seconded, as I see in the audience. Registered shareholders and proxy holders will be asked to vote by ballot on this resolution, and I therefore direct, once again, that a poll be taken. We now come to the advisory vote on the company's approach to executive compensation, and all as described in our management information circular. Once again, I see that we have someone moving and seconding the motion to accept the approach to executive compensation as described in the management information circular. As such, registered shareholders and proxy holders will be asked to vote by ballot on this resolution. Again, I declare that, and direct that a poll be taken. For those shareholders or proxy nominees that are here in person, once you have completed your ballot, please raise your hand and the scrutineers will collect them from you. For those who are attending this meeting online and have not yet voted on all of the resolutions, please do so now, as the polls will close soon. Please be reminded that if you've already voted or sent in a proxy, there is no need for you to vote by poll unless you would like to change your vote. I will close the polls on all resolutions presented in a moment to allow the online viewers to catch up. We'll take a moment now while we go through the polling and while we go through the votes. Will you give me an indication at the back, our scrutineers, once you've done that? It's closed. It's closed. Thank you. The polls are now closed, and I've been advised by the scrutineers that based on the votes presented by proxy at this meeting, a sufficient number of votes have been cast in favor of each of the resolutions presented at the meeting. I therefore declare that each of the resolutions is carried. Rather than holding up the meeting for the final tabulation of votes, I direct that the final results of each poll be included with the minutes of this meeting and filed on SEDAR and EDGAR as required. For those of you who are listening and watching online or in attendance here, we had a large voter turnout, and we have overwhelming support for all of the resolutions presented at this meeting. As all of the formal business of the meeting has now been concluded, I will move to conclude the meeting. Thank you. I note that we have a person in attendance who has moved and seconded that motion. You have heard the motion as moved and seconded. All in favor, please signify by raising your hand. Are any opposed? The motion is carried. The meeting is concluded, and thank you. Now that the formal business of this meeting is concluded, we have a company presentation to share with you. I am joined by Daniel Racine, our Chief Executive Officer. Daniel will start the presentation, and I will present some comments to follow. The presentation should require about 25 to 30 minutes, and we will entertain questions after that. Daniel? Thank you, Peter. I will start, as always, with health and safety and sustainable development. The health and safety of our employees are always coming first. However, an exemplary track record does not complete without the complete pictures. We must remain vigilant in on promoting and improving our health and safety effort as always. Our total recordable incident injury rate was 0.73 in 2021, and I would like to thank all our employees for their effort to be committed on health and safety values that we have in the company. As noted before, since the beginning of the pandemic, we have taken step and action to limit the impact of COVID-19 on our own employees. As such, we have put in place numbers of measure across the company to minimize the spread of COVID-19. Notably, we're happy to report that more than 99% of our employees and contractors have received the first dose of the COVID vaccine, and more than 96% have received a second dose. I said this morning, more than 76% have also received the booster shot. 2021 has marked the completion of the second year of the three-year implementation of the Mining Association of Canada's Towards Sustainable Mining, and the Mining Association of Canada and the World Gold Council Responsible Gold Mining Principles. We achieved some notable milestone recognition in 2021. I'm particularly proud of the Inaugural Climate Action Report, which underpinned our commitment to a low-carbon future and set us on a path towards greenhouse gas abatement target consistent with the 1.5-degree Celsius temperature scenario. We are on track to produce approximately 85% of our gold equivalent ounces with renewable energy by the end of 2022. We have also good neighbors and strive to listen, cooperate and grow together with the different community we operate. Our operation and project have received recognition for their work with local communities, and I'm pleased to say that the MARA project was recognized in Argentina for its public participation program and communication. Yamana has a long history of prioritizing the health and safety of its people and as well protecting the environment and develop in a sustainable way whenever we operate. We are committed to continue improving on our performance on these matters, and they are the core of our corporate policy and identity. Turning to our 2021 performance, we delivered strong operational result across the board and exceeded our 2021 production guidance for both gold and gold equivalent ounces. For the full year, we reported GEO production of over 1.01 million oz, including 885,000 oz of gold and just above 9.2 million oz of silver. Cash costs were $689 per GEO and an all-in sustaining cost of $1,030 per GEO. These results, which represent record annual production for Yamana's mine, were driven by above-plan production from El Peñón, Canadian Malartic, and Jacobina. Strong production at our... That, and at attractive cost, resulted in excellent financial performance in 2021, including nearly $780 million in cash flow from operating activities before net change in working capital and $328 million in free cash before dividend and net debt reduction and debt repayment. Our gross margin, excluding DD&A, was $1.12 billion, helping to drive our net earnings to $147.5 million. Our record cash flow, driven by standout operational, allowed us to distribute strong shareholder returns and reinvest in the future growth of the company. Turning now to our broader resource base, Yamana has attempted to differentiate itself over the last several years by replacing depletion of reserves and growing its resource base for the future conversion. The result of which is that when we look at over several years, there has been very significant increase in our resources and reserves. Over the past five years, total gold equivalent reserves and resources grew by over 32%, net of 4.6 million oz of depletion. This brownfield exploration success extends the life of our existing mines and grows the opportunity within the portfolio. As a result, the company is able to add value to the drill bit at low cost per ounce, with low risk, with minimal disturbance to the environment. With the addition of Wasamac, mineral reserves grew by another by 45% over the past five years. Wasamac is already showing great exploration potential. We believe, once in production, it will be able to replicate the reserve and resource replacement cycle demonstrated at all the other company's operations. Our company-wide reserve and resources show significant growth and are another example of proven track record of delivering value to our shareholders. The momentum of our exploration, operational and financial performance for 2021 has continued into this year as it turns out our Q1 result was released last night. We delivered gold production just under 211,000 oz of gold by a standout performance from Jacobina, El Peñón, and Cerro Moro. It's also now worth noting that in March, Jacobina achieved an all-time monthly record production throughput. We produced just under 2.2 million oz of silver during the quarter, underpinned by excellent performance from Cerro Moro. GEO production was just under 239,000 oz, in line with plan. Cost, cash costs and all-in sustaining costs were in line with our annual guidance. Our production result translated into strong financial performance. We generated impressive cash flow and free cash flow earnings increase from last year. As previously disclosed, the Q1 is expected to be the lowest production quarter of this year, in part because of the Jacobina phase two expansion that will ramp up and be higher during the H2 of this year. We expect a steadier production level quarter-over-quarter for the remainder of the year. With that said, I will now review a few key highlights from each of the operations. Starting with Canadian Malartic, it continues to demonstrate it's a Tier 1 mine, generally solid asset in a premier mining jurisdiction. Production in 2021 exceeded annual guidance, and we expect attributable production of 220,000 oz and all-in sustaining costs not above $1,030 for 2022. Importantly, work on the Odyssey underground project continues to advance on schedule and on budget. Odyssey will extend the mine life for decades and will be the next generation of a mining complex that has already produced more than 14 million oz. Production over 900,000 oz from the underground mine during the construction period makes Odyssey most self-funding with a modest capital investment in any given year. As a reference, at gold price of $1,550 per ounce and taking into consideration the CapEx spend in 2021, Yamana's remaining net capital requirement for the project is approximately $170 million to build what is expected to be Canada's largest underground mine. For a project of this scale, Odyssey is unique, and for the low capital requirement and low construction risk. Looking now at Odyssey's mining inventory, roughly half of the indicated and the inferred resources are included in the current mine plan. Additionally, since this plan was completed, drilling has continued to extend the resources envelope, especially at East Goldie, which remain open in all direction. There's also an extension of the Odyssey South zone and the Odyssey internal zones. These opportunities are exciting because they can be accessed to the existing ramp, therefore, having the potential to add production within the next 5 years, providing additional cash flow to the mine. The Odyssey teams also advanced a significant infill drilling program during 2021 as part of the strategy to convert resources to reserve. The drilling has confirmed the consistency and continuity of grade and width at East Goldie. Over the next few years, starting at the end of this year, we expect to start seeing these resources convert to reserve. While Odyssey is expected to initially process 20,000 tons per day and produce 500,000 to 600,000 oz per year on a 100% basis, while the existing Canadian Malartic mill has a capacity over 55,000 tons per day, ongoing exploration success could support a potential sustainable production above the actual platform. Jacobina is another generational asset that continues to deliver strong production at one of the lowest costs in the Americas. Production in 2021 increased for the eighth consecutive years and beat annual guidance. These positive result trends should continue as we recently received the necessary permit to increase throughput for the phase two and the phase three expansion. Production in 2023 is expected to reach 195,000 oz at an all-in sustaining cost of $760 per ounce. With an exceptional geological endowment underpinned by exploration discoveries, Jacobina is a generational asset where we can demonstrate several decades of mine life and a value creation. The team is in its final step of the phase two expansion to 8,500 tons per day, and we are on track to start operating the process plant at 8,500 tons per day at the middle of this year. We expect to achieve phase two production target of 230,000 oz per year of gold starting in 2023. Phase three will be the next step for Jacobina, increasing capacity to 10,000 tons per day, so 270,000 oz per year. In that, in July last year, we announced a simplified expansion approach for Jacobina, in which we defer the addition of the third ball mill from phase two to phase three. This approach was on the back of better than expected processing performance and test work results. Now we have further simplified the expansion approach by again opting for an incremental optimization of phase three. This will bring phase three by two years with lower CapEx and lower risk. That means two years sooner we're gonna have phase three implemented. Now we're looking to expand Jacobina to above 270,000 oz, like I said, by 2025, for only between $20 million and $30 million dollars. It is very important to remember that we already have the permit in hand to do this. That modification at the mine plan are relatively minor and low capital with low execution risk and very high returns. One of the main reason for Jacobina's recent success in growth is in mineral reserve and resources, which have increased by 68% for the past 5 years, net of mining depletion. Jacobina is a world-class gold belt. Yamana control the mining concession at 100% of over 150 km of strike. The mineralization at Jacobina is a paleoplacer with free gold hosted in pebble conglomerates. This style of mineralization is rare, with only 3 known mining districts in the world, but however, is very prolific, producing over 40% of the gold production each year in the world. The mine complex covers about 11 km out of that 150 km right now in the southern part of this belt. Although the footprint is growing, and we have a new generative exploration program at Jacobina Norte. There are also known reefs, but further north and south of Jacobina, and reconnaissance exploration is developing those targets for long-term growth. El Peñón continues to be a consistent performer for the company at low cost and strong free cash flow generation. 2021 production exceeded annual guidance and is expected to be at around 228,000 GEO oz this year with an all-in sustaining cost not more than $850-$885 per ounce. Notably, El Peñón has been in operation since 2000 when the mine was opened with 800,000 oz in reserve and resources. Since that time, it has produced over 5 million oz of gold and over 130 million oz of silver, and still has nearly above 1 million oz of proven and probable mineral reserve. Since the mine was right-sized in 2016 and 2017, exploration has been able to replace mining depletion and add significant incremental reserve and resources. With new exploration discovery, particularly in the new South Deep discovery, which opened a sizable area for exploration that has a similar geology to the core mine vein, which we were mined when production was materially higher, there is a flexibility and potential to increase annual production to level over 300,000 GEO oz per year. Moving down to Cerro Moro. Cerro Moro is our newest operation. It's a high-grade operation with a base case production between 150 to 165 thousand oz per year, GEO per year. 2021 was a pivotal year for Cerro Moro, as mining depletion was successfully replaced on a GEO basis by exploration, and new targets were identified both near mines and in the district. We continued exploration success, where we're now looking to replicate element of success of Jacobina's success at Cerro Moro, with a two-phase expansion to double throughput to 2,200 tons per day. Preliminary studies indicate that a significant expansion of the processing plant can be achieved with modest CapEx. In fact, we estimate that we could double the production, the throughput at the mill, with an investment no more than $40 million, and the production can grow to 200,000 GEO, 200,000 GEO oz per year. Turning now to Minera Florida. The mine is a consistent performer with a production platform of just above 90,000 oz, which we are expecting for 2022 at an all-in sustaining cost of $1,135 per ounce. We are also planning an expansion at Minera Florida. Recent improvements at the operation have increased production, but further increases are constrained right now by the throughput of 74,500 tons per day. We are in a permitting phase to expand that to 100,000 tons per month. That will increase Minera Florida production to 125,000 oz per year with an investment around $35 million. We submitted the environmental and social impact assessment in Q4 2021, and we expect it will take about 18 months to get the approval, and another 12 months to get the secondary permit. We expect the expansion will be online around 2025. We have stated before that our focus is to operate in regions that based on history, pedigree, and established mining laws and regulations have demonstrated mining friendliness and rules for how to conduct activities as a mining company. The Abitibi district ticks all these boxes. We expanded our presence in the region last year with the acquisition of the Wasamac project, and followed up with the acquisition of the adjacent properties from Globex. Wasamac will be a standalone operation, fully owned by Yamana, and is located about 100 km west of Canadian Malartic. The initial capital cost estimate is just $400 million to build a mine, and will benefit from its proximity to the Abitibi region, where we have all the mining facilities. Additionally, the relatively shallow depth of the deposit means that the ore body can be accessed by ramp without requiring a shaft. The operation will have an annual production platform of about 200,000 oz at an all-in sustaining cost well below the company average. There is also upside potential at the deposit, as it's open at depth in all directions and the structures. We have found parallel structures like Wildcat Zone and the newly discovered South Wildcat, where the company recently identified two parallel mineralized structures. Huge potential for Wasamac in the future. Lastly, I want to mention our exciting MARA project. MARA is the result of the integration between the Agua Rica ore body and the Alumbrera processing facility and related infrastructure. Yamana's ownership in the JVs is 56.25%, and we are the manager of the JV. For reference, the other partners are Glencore and Newmont. MARA is a large-scale copper-gold deposit with the unique attribute of being a brownfield project and a comparable reduced environmental footprint and execution risk. We expect an annual production of 556 million pounds of copper per year equivalent over the first 10 years at a 100% basis, and a very long mine life of 28 years. MARA represent a significant value opportunity for Yamana. There is a robust value for MARA at any copper price, but especially at prevailing and consistent consensus long-term copper price. Given its unique quality and size, we believe that by pursuing the strategy or continuing to advance the project through engineering and permitting with our partners, we can significantly increase its value, especially considering the current environment for increased demand for copper that is expected in the time window we develop the MARA mine. Before handing it back to Peter, who will give a longer-term view and discuss our fundamental strategic priorities, I want to quickly recognize and thank all our Yamana employees across our many operations and offices. Without their hard work, talents, and passion of our people, none of the accomplishments would be possible, and I want to thank them for their understanding. The contribution this past year and their continued commitment as we look forward to the opportunity that lies ahead for us. With that, I will turn it back to Peter. With much thanks, Daniel Racine, to you for your update and dedication and commitment to our company. I wanna address a few key points as part of the big picture, picking up on many of the things that Daniel Racine mentioned, that goes to the question of what does Yamana offer? What does it mean to be invested in Yamana? There are several themes that we'll follow. Sustainability, and importantly in relation, not just to the narrower issue of environment, but to the broader issue of climate action. Asset and jurisdictional quality. Responsible growth. Effective capital allocation that makes our growth responsible, and value creation. We continually look at strengthening our social license to operate, prioritizing health and safety, sustainability, and local environmental protection wherever we operate. That was well covered earlier in the presentation and very extensively in our public disclosure. At this point, I want to spend a few moments on the broader, more global environmental objectives. Let me formally acknowledge our Inaugural Climate Action Report outlining how the company will achieve its science-based 1.5 degree Celsius greenhouse gas emissions abatement targets compared to pre-industrial levels, and to do so by 2030. The report is available on our website, and we encourage all of you to access it on our website. The report provides details on our formal action plan to reduce greenhouse gas emissions and outlines the path on how we achieve these goals. Reduction of hauling emissions at Jacobina by taking advantage of different conveyance systems and securing renewable electricity at Minera Florida alone will take us 78% of the way toward our 2030 target. Although well before 2030, in only a few years. By the end of this year, we expect approximately 85% of our production to come from use of renewable energy. We're also evaluating wind power at Cerro Moro. Converting a portion of diesel generation to wind power would meet our 2030 objectives reduction targets completely and reduce our operating costs to boot. This could be in place as early as 2025 or 2026. We are well advanced on our climate action plan for the reduction of carbon emissions. In the last few years, we've been improving our estimation of mineral reserves and mineral resources, increasing mineral reserves and resources, and our mine lives adding to that. Increasing, improving, and grades, streamlining and upgrading our asset portfolio, improving the quality of our mine plans, increasing financial flexibility, and refreshing management and board. Yamana remains an Americas-focused company, although one that is well established in 4 world-class mining districts in 4 rules-based, mining-friendly countries. We produce from 5 mines, a mix of gold and silver, with almost 90% gold production, the balance being silver. On a gold equivalency basis, we produce an annual baseline of 1 million oz at low all-in sustaining costs. We have 3 development stage projects and several expansions that will provide us with growth and value creation. One of these projects, and I'm referring to MARA, is a long life, long-term, well-advanced copper gold project that is one of the lowest capital and operating cost copper projects in the world. All of this is as it was well described in greater detail earlier in this presentation. We have recently provided a ten-year outlook in addition to our three-year guidance to show transparency, going beyond the normal guidance period, conviction, confidence in the longer-term outlook of the company, demonstration of asset quality, demonstration of responsible, measured and responsible growth, the demonstration of sustainability, and increases in cash flow that follow from that. We have increased our near-term guidance, optimized the expansion of Jacobina, received the necessary permits to increase throughput at Jacobina ahead of schedule, and formalized our construction decision at Wasamac. We continue to make exploration discoveries to support our outlook and growth. Our guidance shows a 6% increase in production, and our 10 -year outlook has now increased to at least 1.25 million gold equivalent ounces, so a full 25% increase, all of which is supported by our existing mineral reserves and mineral resources. Equally importantly, we have identified a path to increase production by a full 50% to over 1.5 million oz through project optimizations with only modest long-term capital requirements. Since these new ounces will come from mines with low costs, this will supersize the cash flow growth. While we have a responsible path to increase production to 1.5 million oz with our board-approved Yamana 1.5 Plan and its contributions to cash flow, we see significant material upside from there. Our near-term growth to 1.25 million oz is supported by the ongoing ramp up of Jacobina's Phase Two expansion, which Daniel, you so well described. First production coming from the Odyssey mine at Canadian Malartic and construction of Wasamac. After that, our advanced and low capital cost projects were at another 200,000-300,000 oz for aggregate capital outlays of approximately $250 to $300 million. Spread over several years, beginning in 2025, by which time our upfront growth will provide the cash flow necessary that funds that future growth. We need to complete some additional studies and permitting, but the Yamana 1.5 Plan has a well-defined timeline and milestones. We have internal studies that support achieving an annual production goal of 1.5 million gold equivalent ounces and have board approval to advance more detailed engineering, continue with permitting, and a commitment to capital spending. Above this, we have ongoing exploration success and additional optionality in assets such as MARA, which position us to deliver even further growth and value creation. While I'll use the term again, responsible growth should be seen in the context of ESG principles, financial responsibility is also critical when assessing growth. That comes to our capital allocation policy. Our capital allocation policy focuses on that responsibility with an emphasis on financial resilience, sustainability of, and increases in cash returns to shareholders, and reinvestment in low capital organic growth. We equal weight these three capital allocation objectives and run our reviews down to a down cycle gold price of $1,350 per ounce. On financial resilience, we look to maximize cash flow and increase cash balances. We have consistently, on the dividend side, paid a dividend since late 2006. As you are aware, recently, we have significantly increased that dividend. We balance the amount of dividend with sustainability, but we feel there is upside to our dividend. Our current dividend and organic growth are fully funded with cash on hand and the generation of future cash flow. Our financial resilience will continue to increase as cash balances increase. As we noted in our most recent management discussion on our financial results, we expect to be able to carry our full load this year on capital growth, increase our cash balances, and likely increase our dividend, which we expect our board to consider later this year. To summarize, we have significant and increasing cash balances. We have undrawn revolving credit, and we have strong operating cash flow. When we invest in growth opportunities, we do so with the certainty that we will deliver strong returns and create value. We have demonstrated a track record on all of these things. We're well-positioned on our shorter-term guidance growth and our 10-year outlook. Putting this all together with a focus on free cash flow in particular, simply, we punch above our weight in terms of free cash flow, and we see the importance of free cash flow as a driver of business resilience. We deliver higher free cash flow per ounce than our peers and one of the highest free cash flow conversion ratios measured as free cash flow to operating cash flow and free cash flow to revenue. Last year, for every ounce of gold that we produced and we sold, $325 was free cash flow after all obligations before dividends. That leaves a lot of financial room. A high free cash flow conversion, again, that ratio of free cash flow to cash flow and free cash flow to revenue, is important because it demonstrates financial strength and that resilience to which I referred, and which supports our ability to meet our capital allocation objectives. As we advance our growth toward our Yamana 1.5 Plan, we expect continued increases in our cash balances during our guidance period. We've indicated that we estimate a minimum of $50 million to $100 million per year, depending on the year, after all obligations. We are targeting a manageable $150 per ounce in sustaining capital over our guidance period to maintain productive capacity of our mines and ensure mining flexibility, and we include that in our all-in sustaining costs. Net expansionary capital is not expected to exceed a manageable average of $175 million per year during the guidance period of 2022-2024, while still allowing us to reach that annual production of our initial 1.25 million oz. During the three-year guidance period, we will be spending mostly on studies and permitting on the further growth above that 1.25 million oz. As I said a few moments ago, expansionary capital subsequent to the guidance period to achieve the additional production to reach our Yamana 1.5 Plan will be supported by our larger production platform, initially from that 6% growth during our guidance period, plus the annual addition of 200,000 oz coming from Wasamac once that is in production. The total of sustaining and expansionary capital is expected to be below 50% of operating cash flow during our guidance period. That leaves us with considerable margin and once again, lots of financial flexibility. What does it all mean when we wrap it all up? In simple terms, it's this: We are fully funded. We will continue to improve our financial resilience. We can fund our responsible growth, and our dividend is sustainable and will increase. When we have reinvested, we have created value by increasing mineral reserves and resources by increasing grade. Adding low-cost production and driving significant net asset value growth on a per share basis. Last year, we increased our proven and probable reserves while also improving grade. The same can be said for our measured and indicated resources while largely maintaining the size and quality of our inferred resources. A little bit on those inferred resources. That's the future. We don't want to only increase reserves at the expense of our resources because those resources will become our future reserves. Adding to all of that, 70% of the growth in the Yamana 1.5 Plan is driven by Jacobina and Wasamac, which are our two lowest cost assets. One with all-in sustaining costs below $850 per ounce and the other below $750 per ounce. This will drive better cash flow conversion ratios and margins and cash increases in the future. During the last two years, to add to that, we have significantly increased our net asset value per share, and we expect that to continue, certainly this year and into the years to follow. For a moment, as we come to the end of our presentation, let me comment on the state of the metals markets. I won't spend a lot of time on it. You know what's going on. There is enough global uncertainty, concern about inflation, concern about overburdensome worldwide debt, and other reasons for safe haven demand that strongly supports precious metals prices. Don't be concerned about the head fake day-to-day. Is gold $1,900 or $1,890, or is it $1,950? Our resolve, we are firmly convinced that this is the perfect recipe for gold prices going higher. Similarly, there's enough certainty that increases in green metal demand will be supportive of silver and copper prices. Let me make one point crystal clear. While we're in the business of producing these metals, our focus is only partially on their price and price trends. We're focused on strengthening the company and translating our performance into better returns. We will continue to be conservative in our technical and economic evaluations. We use $1,250 per ounce, for example, for our reserve estimates. As I mentioned earlier, we conduct sensitivities for our capital allocation to downside gold prices of $1,350 per ounce. Our focus, in other words, is on our valuation and on our share price and returns for investors. I want to conclude this presentation with some further thoughts on regional significance, focusing on two world-class mining districts, the Abitibi region in Canada and the Jacobina Gold Belt in Brazil. We're not diminishing the importance of El Peñón and MARA. In the case of El Peñón, we have an impressive new discovery in South Wildcat, as Daniel mentioned. This is an extension of historical wider and higher-grade veins. It looks as if this will at least extend mine life and likely allow us to increase production as well. Nor do I wanna wanna diminish the importance of MARA. These continue to be high-quality, value-creating, and generational mines. I don't wanna diminish from Cerro Moro and Minera Florida, both of which have begun to demonstrate considerable upside in exploration that will lead to longer mine lives, improved operations, and in better production quality. Let's come back to those districts. With significant production, material cash flow, and a prominent position within Quebec's mining supportive Abitibi district, Canadian Malartic will remain a cornerstone asset and one of the more generational mines in the world, particularly as the underground Odyssey mine comes into production. The company is taking a very disciplined approach to the development of Odyssey with a conservative outlook for initial throughput and production. Let's talk about that throughput, though. While the Odyssey mine is initially expected to produce 20,000 tons per day, that leads to a production in ounces of 500,000 to 600,000 oz per year based on the current mine plan. We recognize that there is a large inventory of ounces that is not currently in the mine plan. We recognize that Odyssey ores will be processed through a plant with an original design capacity of over 55,000 tons, processing closer to 60,000 tons per day, which far exceeds the initial expected throughput of Odyssey. The plant was designed for the larger open-pit operations that will end later this decade. While we will scale the plant to the level required for the underground operation, that plant capacity will always be there. The company's approach at its other mines has been to conduct extensive exploration, which provides flexibility to maximize and increase throughput. A similar approach will be taken with Odyssey and with the broader Canadian Malartic complex, where delineation of extensions of underground mineralized zones and new zones of mineralization is already occurring. The extension of East Goldie a full 1.3 km from the known ore body, the discovery of Titan, are examples of these underground exploration successes and future opportunities. Our efforts at Camflo, East Amphi, and Rand provide potential to add tonnage and therefore production. On Camflo, let's remember that we brought this through to the partnership through the purchase of Monarch. It appears to be a near-to-surface porphyry, which would be mined open pit and contribute ore feed above that 20,000 tons per day. The company firmly believes, we as management believe that in the ten-year outlook period, these efforts will lead to more mining areas that will allow us to take advantage of available plant capacity, resulting in ore processing that will exceed that 20,000 tons per day. Sustainable production will then significantly exceed the initial, the initial and current production plan of 500,000 to 600,000 oz per year. What does this all mean? Let's wrap it up. Simply, this operation will rank among the best mines in the world with significantly more production and over a longer period of time than currently planned. We believe that this value is not yet recognized, and soon it will be. The value of Canadian Malartic significantly exceeds what is assumed today. Further, with the development of Wasamac, again, Daniel, as you described, some 100 kilometers from Canadian Malartic, we're increasing our footprint within a prolific mining district, and we will become one of the larger regional and national mining companies. Together, these assets will have an attributable, sustainable gold production platform in the Abitibi region of a minimum annual production of approximately 500,000 oz per year with considerable upside. Let me come to Jacobina. Jacobina's production is expected to materially increase with the phased expansions that provide a pathway to sustainable production of 300,000 oz per year. This will increase the already excellent cash flow of the mine and deliver meaningful value. The mine currently has a mine life based on reserves and high conviction resources that will convert to reserves that exceed several decades. Our exploration group continues to make new discoveries and increase our in-ground inventory. This success points to the significant district exploration upside of the Jacobina Gold Belt. With advanced targets highlighted the exceptional geological endowment of that larger land package. This year, by the middle of the year, we will complete the phase two expansion that gets production to 230,000 oz per year. At that production level, let me make an important point, before we even get to the higher production levels with a low cost at Jacobina generates cash flows that are comparable to mines with significantly more production. We are forecasting all-in costs below $800 per ounce. Indeed, so far we're at $750 per ounce or less, and that is a full $300 or more below the average costs in our company and even more than that for our industry. That margin differential is equivalent to more production, almost as much as another mine. This is a top-tier cash flow generating mine. When you hear talk of top-tier mines, world-class mines, tier one, tier two, et cetera, we can't look at only production. We have to look at cash flow, and Jacobina punches above its weight class on that cash flow. Ladies and gentlemen, to conclude, we're moving forward with a clear, well-executed long-term strategy to optimize our quality asset base and create long-term value for our stakeholders. Last year has shown that this strategy does not sacrifice near-term performance for future potential, instead allowing us for stable and continuous operations and growth for our business. This strategy is underpinned by quality assets with attractive land positions that allow for grassroots exploration success and growing mineral resource bases. With that, ladies and gentlemen, both on the webcast and here in person, I will open the floor to questions. Are there any questions in the audience? We have some webcast questions possibilities as well. Are there any coming through on the webcast? Hello. Those in the audience may be upstaged by those on the webcast who will be asking questions and better questions than the audience. We're gonna have a competition between the two. Yes, there are a few questions. The first question is: You mentioned that future underground production at Canadian Malartic is likely to be greater than that which was announced in the initial mine plan released last year. What leads you to believe that higher levels of throughput and production are possible? Good question. Let me pick up on what we discussed in the presentation. We have to begin with a concept. If we were building Odyssey as a standalone mine and we'd never had Canadian Malartic as an open pit, you would agree that we would build the plant to match the tonnage coming from underground. 20,000 Tons per day, perhaps that plant would be 20,000 to 25,000 tons per day. The opening premise has to be that we have this excess plant capacity. We will scale the plant, and we can do that very cost-effectively to match whatever is the tonnage coming from underground as the Canadian Malartic open pits become exhausted. That plant capacity will always be there. There's a second component, and that second component is land position, and that land position is a very large land position. The third part to that is that we're already finding mineralization well in excess of what's in the mine plan. Just as importantly, we already have oz in inventory as inferred and some indicated that is in excess of what we will be mining. More than 15.5 million oz in inventory and 7.2 is presently in the mine plan. Let's wait until we get underground, and we'll see what happens. Those extensions of East Goldie that continue. A full 1.3 kilometers away and new discoveries. Let's go further. When we bought Monarch last year, we acquired an exhausted underground mine called Camflo. Camflo was in the area of influence of the mine, and so we positioned it at our cost into the Canadian Malartic complex. Camflo is very similar to what's happened with Canadian Malartic. We have to remember the history here. Those of you who have the history will remember a dozen years ago that it was not well understood that an exhausted underground mine or complex of mines, which is where the current Canadian Malartic open pit is, would have a porphyry on top of it that could be mined as a large tonnage, open pit, porphyry system. Is there something similar at Camflo? There is at least the possibility that there is. Based on historical drilling, we're seeing that there's an opportunity here to look at this very similar to Canadian Malartic as a porphyry near the surface that would be mined as open pit. There's a lot of daylight between where we are to where we have to get to. That's the reason why we say that over the course of a horizon, let's say, of 5-10 years, it is inconceivable that we will not take advantage of all of that plant capacity and not find every opportunity available to us to be able to get that tonnage to higher than 20,000 tons per day. That means then that the production is not 500,000 to 600,000 oz per year, but something substantially more. We have another question. You have disclosed that you recently received offers for your interest in MARA, but see opportunities to create even greater value. What is your current thinking around the asset and how it might fit into your growth plans, or how you might consider other opportunities to unlock value early? Boy, what a good question. We were surprised pleasantly that there was interest in buying our interest in MARA last year. The offers presented represented an excellent opportunity for us to monetize our investment. The conclusion that our board reached was that we are so close to completing the feasibility study, which is planned for the end of this year, and we're well advanced on the permitting. Why not, as Daniel, you mentioned in your presentation, why not continue with that? Because that will improve the project and likely get to a higher value point. We haven't decided what we're going to do with MARA, but in some respects, MARA represents an excellent opportunity strategically. Can we monetize it all or some part of it? Should we develop it? What's very interesting is the importance of green metals such as copper. Our 56.25% of MARA, the production platform, is more than 260 million pounds of copper production per year, and it's a generational mine, a mine that has a mine life of at least 28 years, and likely that number will increase. We have to look at MARA strategically as well. Strategically, MARA is the Holy Grail. It's what, in my opinion, most if not all mining, precious metals mining companies want. Some gold content, some additional metal, impressive cash flow, and a long life at low cost. That's what MARA represents. What we're evaluating is, are we large enough for the development of that mine? Interestingly, if we were a substantially larger company, it would be an easier decision to make to say we're moving forward with the development of that mine. We firmly believe that MARA will be developed, and we believe that it will be developed within the timeframe that we've laid out. Right now, the best way to look at MARA is there's a lot of room between where we are to where we will get to by the end of the year with permitting and feasibility study. That will allow us to be able to capture more value, as the year progresses. Okay, we have another question. You outlined a number of organic growth opportunities that could allow you to reach an annual production level of 1.5 million GEO per year. Can you outline some of the upside opportunities that you have already existing inside your current portfolio, which could bring production to even higher levels? Did you want to address that? A very good question. Also, I think I mentioned in the presentation many opportunities we have inside the company. Jacobina, like I mentioned and Peter mentioned, is a one that we're always looking. We have already, you know, two other phase of expansion. We see there with the discovery at El Peñón, we think. Then we have mill capacity at El Peñón. That's the beauty in the future. As we find more answers, we drill more, we can increase capacity there. Minera Florida, you know, when we're gonna go to 100,000 tons per month, we'll increase production. Cerro Moro is an evident one that with the heap leach opportunity that's not included in our plan right now, that can bring another 50,000 ounces per year, at least more for many years. There's also the plant expansion that we've discussed today. Now we're talking to go as a phase expansion like we did with Jacobina going from 1,100 tons per day to 1,500 tons per day to eventually reach 2,200 tons per day. What's the limit at Cerro Moro in the future? It all depends. If we're very successful, where we have been at El Peñón for now over 30 to 23 years and at Jacobina in the past many years, that might go even higher. That's huge, the biggest land position we have in the company is at Cerro Moro, so huge potential to find more ounces in the future. It's a very high-grade mine. In today's world, you know, where we're mining the 1 to 2 grams per ton, that's not the case at Cerro Moro. There's huge potential for this mine to increase. I should not forget Wasamac. I think we all believe internally in the company that we released a feasibility study last year of Wasamac at 200,000 oz per year at 7,000 tons per day. We're building that plant at 7,500 tons per day. I know Johan and the team will try to bring it higher tonnage in the future just by being more efficient and perform better. Then after only 6 months of exploration at Wasamac, we have found two new zones. Then we know the actual zones that we were planning to mine in the feasibility study. They're extending both at depth and on the east side. On the west side, it's fully open now with the Globex acquisition. There was mining there in the past. There's two shafts on the property, so huge potential to find more ounces. None of this is included in our 1.25 and in our, some of it, in our 1.5 mine plan. Peter showed a good slide showing that we think we can go at even higher level without too much or many success in exploration. Just continue to do the good work with the small capital investment we do each year in exploration. Huge potential for the company to grow bigger. Then with only five mines or six mines with Wasamac. Like Peter said, who knows if the day we reach 1.5 million oz, then MARA is starting to be interesting. Peter knows me very well as a mining engineer. I would like to build that mine, but we have to look at it globally for the company, what's the best option, and then we'll see in the future what lies ahead. Like any mining company, we have our eyes open all the time on the possibility. Peter mentioned the, you know, the areas we want to be mining in the future. We look at opportunities in this area, and this is how Wasamac, Monarch, and Globex came into us last year. If there's other potential like this at low acquisition cost, we're gonna continue to look at this. We want to be a healthy and significant intermediate scale company just on the border of a large-cap company. That would imply that a production platform of, let's say, between 1 million to 2 million oz is where we think the sweet spot is. We're very happy to say that the overwhelming majority of that is in our portfolio. Are there any other questions? Yes. There's another question. Given your recent exploration announcement, how has the South Wildcat's discovery changed the way you think about El Peñón? And what is the exploration plan at South Wildcat going forward? Well, we can't say very much about it now because it's very early stage. What we can say is, imagine, Daniel, you mentioned a mine that's been in production since 1999. We're in the 23rd year of production. Imagine that, in 23 years, at the start of that mine, it had in the range of 800,000 oz of proven and probable reserves. In no year has that mine had more than 6 to 8 years of mine life based on proven and probable reserves, and it continues to be true today. In 2007, in 2014, in 2022, we show 7 to 7.5 years of mine life based on proven and probable reserves. Here we are now with, after 22, 23 years, a new discovery. That discovery is a reinterpretation of historical understanding of the geology, a reinterpretation of historical veins, some of the wider higher grade veins. Represents an excellent opportunity. We're in the early stages of exploration. We'll have more to say on that later this year. We've already indicated that we're hoping for a mine visit among our analyst colleagues and investors later this year, likely closer to the end of the year. By that point, we'll have a better understanding of what's happening at South Deep. However, you should take the following to mind. On the upside, it will extend mine life. It's a new area of mineralization above and beyond where we've been drilling. On the upside, if we discover that the widths of these veins is similar to the historical wider veins and the grade is comparable, then we mustn't forget that we have plant capacity, and that plant capacity, we can fill that plant, and that means then that the production platform for El Peñón would be substantially higher. We're in a business of optionality, and South Deep represents impressive options for future value creation at El Peñón. We have time maybe for one more question. Yeah. We have one last question. You recently released a comprehensive climate action report. Besides wind power at Cerro Moro, what are some of the opportunities you are evaluating to reduce GHG emissions at your other operations? I can't do justice to a very comprehensive and detailed report that is on our website, but we touched on some of that in our presentation. Can we rely on different conveyor systems at Jacobina that allow us to reduce our emissions? We're looking at that. Is there an opportunity where we have power to get power on longer term power purchase agreements coming from renewable sources? We're doing that and continuing to look at that. I think it would be a mistake to say what are all of the opportunities without focusing on that one particular opportunity, which is Cerro Moro and wind. This is a very windy area. Wind is consistent. It is perfect for wind power. It is remote. I don't believe that. We certainly don't believe that this is an area where there will be big wind farms or wind areas, but it is consistent with an area that we can rely on wind turbines to generate power for our needs. In the context of our needs, if we eliminate diesel between 25% and 50% of our diesel generation with wind, that completely eliminates everything else that we need to do. We'll continue with the rest, of course, but we get to the greenhouse gas emissions reductions that we're looking to achieve by 2030 with that act alone. We're believers in the win-win scenario here, and this offers that excellent opportunity, because by relying on wind power, which is substantially less than diesel, that means that our cost construct at Cerro Moro decreases. That means that our cutoff grade can become lower. That means that we're in a better position to conduct exploration of areas that don't meet the cutoff grade, and the cutoff grade here is 6 grams per ton. 6 grams per ton is a very high-grade underground mine, and that's our cutoff grade. Anything below that, we're not even looking at. It gives us an opportunity then to take a look at those areas, and that means that we can process the same tonnage through the plant, either through the expansion or at the current level, and generate the same level of cash flow, but with lower grade material. Finding lower grade areas is substantially easier than finding the very high grade, the very rich grade that is at Cerro Moro. To say it differently, and to complete the thought, by taking this action at Cerro Moro, we not only achieve these very noble and laudable objectives of reducing greenhouse gas emissions, but we actually improve an existing operation and likely extend its mine life. To us, it is. The term no-brainer comes to mind, and that's why, as of yesterday, our board of directors has approved to move forward. We estimate a cost of below $30 million to do this and to be in reliance on wind power by 2025, at the latest, by 2026. We'll take a prudent, reasonable approach, as we said before, but we think that this is one that clearly is beyond the investigation phase, and we're now looking at how we can implement. Ladies and gentlemen, unless there's a further question in the audience, that concludes our presentation, and thank you very much for those who are on our webcast and the many of you who are here in person, thank you for attending, and we look forward to seeing you again next year. That concludes our meeting.