Well, good morning, everyone. Thank you for joining us today. It's a pleasure to see some of you face-to-face, and to have some things start to return to some normal after two years of virtual meetings. We have a lot to talk today. As you will see in our presentation and our exploration release yesterday, we are excited about what we believe is an exceptionally bright future for Yamana. Last year, we introduced for the first time our 10-year outlook to demonstrate the confidence we have in our sustainability of our production platform and in the long-term lives of our assets. While this initial outlook supported a sustainable production platform of 1 million ounces of GEO per year through 2030, near-term growth is up to 1.2 million ounces GEO with Wasamac. Ongoing successful exploration and internal optimization efforts have increased our confidence in achieving materially higher level of production. Our goal today is to provide additional details on the exciting growth opportunities that we can deliver a sustainable production platform of 1.5 million ounces GEO within our ten-year outlook, and meaningfully extend the production profile beyond the ten-year timeframe with further upside optionality. To help present these additional details, we have with us today our Executive Chairman, Peter Marrone, who's probably wearing a tie for the first time in the last four years. He's the only one, so we're relaxed, and he's serious today. He will provide a strategic overview of our company and lay the groundwork for the broad vision of what the group will have with the company. Following Peter's remark, Henry Marsden, our Senior VP, Exploration, will go into more detail on our mineral reserve and mineral resources and the exploration opportunities that serve the foundation for our long-term outlook. Our Chief Operating Officer, Yohann Bouchard, will then discuss our project pipeline at a strategic level before turning the presentation over to Luke Buchanan, Vice President, Technical Services, who will discuss the specifics of the projects we see underpinning our responsible growth to 1.5 million gold equivalent ounces, and the optionality in our portfolio, which could deliver meaningful production beyond that level. Gerardo Fernandez-Tobar, our Senior VP, Corporate Development and Investor Relations, will then touch on MARA and Suyai before I return for some concluding remarks. Maybe before we start, if you have any questions, please keep them to the end. It will be easier. It's a long presentation to go through, so we'd like to do that. Also on the Q&A session, we have the rest of management, Jason, Craig, and Richard are here also to answer a question if you have for them. To highlight this, turning to our existing portfolio, Yamana is focused on assets within established mining-friendly jurisdictions and works to assemble a highly prospective land package to support our growth. To this end, we are present in four world-class mining districts. The Abitibi-James Bay region of Quebec, the Jacobina Belt in Brazil, the Atacama Alloy District in Chile, and the Deseado Massif in Argentina. These regions are mining-friendly in part because they have established rule of law, operational legal framework, legal framework. This brings us to our own operational framework, which adds ESG at its foundation. ESG plays a critical role in everything we do at Yamana, from employee health to local community relations, to where and how we pursue growth. Yamana has a long history of prioritizing the health and safety of its people, sustainable development and environmental protection wherever it operates, and these principles will continue to guide us as we pursue the growth opportunity laid out today. Further highlighting our commitment to ESG, we recently completed our inaugural Climate Action Report outlining how the company will achieve its science-based target of 1.5-degree GHG abatement target compared to pre-industrial levels by 2030. While today we focus on long-term upside within our attractive portfolio, I want to also quickly reiterate our near-term guidance. We expect to remain to maintain production of 1 million ounces GEO this year, but a near-term growth of 3% and 6% in 2023 and 2024. Due to stabilized mine development and sequencing for 2022, we expect a steadier production level quarter-over-quarter, instead of that much stronger weighting to the H2 of the year we saw in 2021 and prior years. However, as a reminder, we previously disclosed that the first quarter is expected to be the lowest production quarter of this year, in part because of Jacobina's phase two ramp up will be higher throughout the Q2 and the rest of the year. We see cash costs not exceeding $725 per GEO this year, with an all-in sustaining cost not exceeding $1,080 per GEO. Our costs are expected to trend lower post-2022, as increasing production, particularly at Jacobina, is expected to drive down cost and improve overall margin and cash flow. Before turning the presentation over to Peter, who will give a strategic overview of Yamana, I want to set the stage and highlight what we believe is the key takeaway of today's meeting, our responsible growth plan that will achieve 1.5 million GEO within our ten-year outlook with further upside. We are blessed with an abundance of world-class generational asset and see significant upside, not only in the near term from the completion of previously announced initiative, but also over the medium to long term with low cost. Incremental production from optimizing and expanding operation across our portfolio. We believe there's a clear path to 1.5 million GEO within the 10-year period, and believe that we could prudently achieve up to 2 million GEO with further upside possible from MARA, Suyai, and the generative exploration opportunities across our portfolio. We believe there is a clear path to 1.5 GEO within the 10-year. I'm excited to help tell you this story today. With that said, I will pass it over to Peter. Daniel? Good. Thank you. I'm thankful for the comment about the tie. I'm applying what I normally do in investment, which is to be a bit of a contrarian to my wardrobe as well. I'm wearing a tie. Well, I see one person with a tie in the audience, so thank you for not making me stand out as the only one. I thought I'd begin today, as we've not met for some time, and there's a considerable amount of history that brings us to where we are and then the future of the company, that I would frame a broader discussion that underpins the transformation that has been occurring in the last few years and positions us to where we are today. Over the past several years, we've completed a number of initiatives to improve and increase our mineral reserves and resources, streamline and upgrade our portfolio, increase our financial flexibility, and refresh our management and board of directors. Laying the foundation to much of our future growth is our continued exploration success. We have delivered a meaningful net increase in mineral reserves and mineral resources over the past five years, and we still have exciting targets to support long strategic mine lives, some of which we showed in the big exploration update that we noted yesterday with our announcement. We've also transformed our asset portfolio with a focus on high-quality generational assets, which we define as decades long, which together with strong operating results, has delivered strong free cash flow and transformed our balance sheet. Now, this has enabled us to deliver increasing value shareholder returns and internally fund the quality of the growth that we have in the company. We have also improved management bench strength, undergone various succession plans, and added meaningfully to the level of independence and expertise of our board of directors. All of these are transformational actions, and these transformational actions have laid the foundation for the company we highlight today and the growth that we're outlining today as well. We're calling this the Yamana 1.5 plan. We are an Americas-focused company with an emphasis on specific regions and being a significant and even a dominant participant, mining participant in those regions, intent on continuing as a strong cash flow generator. That is an important theme in these presentations today. While our growth delivers material incremental production, I wanna emphasize that this is responsible growth. We outlined, as you see here, several years ago, our capital allocation policy, the approach we take to allocation of capital. We will continue to focus on balance sheet management, sustainable shareholder returns, and low capital organic growth and reinvestment. We equal weight these three capital allocation objectives, and we run our reviews down to a bottom of cycle gold price of $1,350 per ounce. On the first point, our balance sheet and financial resilience are really important to us. Our financial flexibility continues to increase as our cash balances increase also. We take this view on leverage. No more than one turn of EBITDA at a down cycle gold price and at $1,350 per ounce, our EBITDA would be at a level that implies a leverage that is already well below one. We have consistently paid a dividend since late 2006, and most recently, we've increased that dividend, which is up 500% since the Q2 2019. We balance the amount of dividend with sustainability, however, once again, at a down cycle gold price of $1,350 per ounce. We are intent on providing cash returns to investors, but our investors have made it very clear that there's a balance between that and making sure that it's sustainable over a longer period of time. We balance delivering returns and low capital organic growth. Organic growth that is within the tolerances of our cash balances, cash flows, and balance sheet. Importantly, our current dividend and organic growth are fully funded with cash on hand and our expected free cash flow generation. Our financial resilience, that balance sheet strength continues to increase. Our responsible growth, cash returns, and balance sheets, in other words, are within the tolerances of our capital allocation policy, and our obligations are fully funded. Our capital allocation objectives have a further goal. We want a high conversion ratio of cash flow to free cash flow and investments that we make are paid for from cash flows. Those investments that we make that would otherwise reduce free cash flow must demonstrate value creation. We have successfully been doing that over the last several years. We believe we will continue to do that. We have significant cash and available liquidity. What is important is our ability to convert operating cash flow to free cash flow. This not only positions us to invest in future growth opportunities at current operations and high quality projects, it also delivers strong results, but it also separates us from many of our peers. When we invest in exploration, optimizations, and development of new projects, we've been doing so with the objective and with the success of delivering value added. Putting this all together, we punch above our weight class in terms of free cash flow, as you see here, delivering among the highest free cash flow per gold equivalent ounce versus peers, supported by one of the highest free cash flow conversion ratios. Here we're showing free cash flow to cash flow. We can do the same for cash flow to revenue, and that conversion ratio is among the highest of our peers. While at the same time, when we invest our cash flows, we are creating value across many measures. The reinvestments that we've made, which would otherwise categorize as free cash flow, have created value across a number of measures, including increasing mineral reserves and resources and at higher grades, adding low cost operations to our portfolio mix, and driving significant net asset value growth on a per share basis. I think it's important to highlight that not only have we consistently increased our mineral inventory, but as I mentioned a moment ago, we have done so at higher grades. Last year, we materially increased proven and probable reserves while simultaneously improving underlying grade. The same can be said for our measured and indicated resources, while we largely maintain the size and quality of our inferred resources. The latter is the future, and we don't want, and this is an important point to make, we don't want only reserve increases. That's great as far as it goes, but not at the expense of our resources that will become future reserves. Those inferred resources and maintaining a balance that is consistent with prior years or increasing that, along with measured and indicated, is important to us. Add to that 70% of our growth in our Yamana 1.5 plan is driven by Jacobina and Wasamac, which are two of our lowest cost assets. This will drive better cash flow conversion ratios and better margins in the future. Putting all of this together, our corporate transformation and accretive investments, together with our consistent track record on operations and exploration, have also helped to drive significant net asset value per share increase over the past several years, and we expect that to continue. We released a ten-year outlook last year, and we were asked why did we do that? Let us explain to you the reason for that ten-year outlook. There were several reasons. Transparency, going beyond the normal guidance period of three years. Conviction, confidence in that outlook, demonstration of asset quality, demonstration of measured responsible growth, and demonstration of sustainability of cash flows. since that time, we've already increased our near term guidance, optimized the expansion of Jacobina, and received the necessary permits to increase throughput at Jacobina ahead of schedule. We have formalized our construction decision at Wasamac and continue to make exploration discoveries to support our outlook and our growth. These ongoing efforts and results point to a significant improvement over our current ten-year outlook, which was forecasted to grow to 1.2 million gold equivalent ounces by the end of this year, which has now increased. While our formal ten-year outlook continues to show 1.2 million gold equivalent ounces supported by existing mineral reserves and resources, we have now identified a path, as Daniel mentioned, and as our future, the speakers that follow me will indicate, to increase production to 1.5 million gold equivalent ounces via project optimizations with only modest and longer term capital requirements. Yohann and Luke will discuss these projects in more detail. As Luke and Gerardo will show, the growth potential does not stop there. Above the low cost organic growth that gets us to 1.5 million ounces, we see further upside to over 2 million gold equivalent ounces driven by possibly more production from Canadian Malartic, the Jacobina Phase IV expansion, El Peñón's plant capacity and new resources and exploration successes, and other assets. Now, I've said before that Yamana has proportionally more generational mines in our portfolio than many of our peers. We want, as I said, to punch above our weight class. This strategy of increasing resources also allows us to bring production forward on our path to over 1.5 million gold equivalent ounces, but also bears fruit in terms of the future upside optionality that we have in our existing portfolio. MARA and Sui-ai could further increase our sustainable production platform and provide a step change in cash flow. On a standalone basis, as an example, our 56.25% of MARA, that alone would represent more than 300 million pounds of copper equivalent, and that represents, on a gold equivalency basis, another 750,000 ounces of gold. As Gerardo will detail, there's also considerable value in MARA, and we will determine our best strategic path with MARA this year. MARA is a brownfield project and one of the most advanced and low capital intensity copper projects in the world. Putting all of this together, we have a responsible path to increase production to 1.5 million ounces gold equivalent with our board-approved Yamana 1.5 plan, but see a significant and material upside from there. Our near-term growth to 1.25 million gold equivalent ounces is supported by the ongoing ramp-up of Jacobina. That's the phase two expansion, the first production from Odyssey and the construction of Wasamac. Thereafter, our advanced slope CapEx projects would add another 200,000-300,000 ounces per year on a production platform for a combined capital outlay that we estimate to be approximately $250 million to $300 million, but on the far end of that 10-year horizon that we have, as Yohann Bouchard and Luke Buchanan will speak to. We need to complete some additional studies and permitting, but the Yamana 1.5 plan is board approved with a well-defined timeline and milestones. We have internal studies that support achieving an annual production of 1.5 million gold equivalent ounces, and have board approval to advance more detailed engineering, permitting, and commitment to CapEx. Above this, ongoing exploration success and the inherent strategic optionality of our portfolio in assets such as MARA position us to deliver even further growth. All of this exciting potential is supported not only by our comprehensive capital allocation framework, high-quality reserves and resources and growth plans, but also by, as Daniel mentioned, our commitment to be best-in-class on ESG principles. On that ESG effort, let me conclude this portion of the presentation with this. I wish to compliment our management on our Climate Action Plan, which outlines our plan to reduce emissions toward a goal of 1.5-degree temperature increase, and on our inaugural TCFD report, which outlines the pathways towards that low emissions goal. We will be engaging with analysts, sales desk, many of you in this room and on the call, and investors on that report and on our emissions reductions plan soon after its formal publication early next week. Hey, thank you. Thank you, everybody, for being here this morning. I'm gonna walk through a little bit our process and exploration and how we're driving growth through exploration at Yamana. Our growth at Yamana is being successfully driven basically through a corporate focus on exploration. If you bear with me through the next 20 slides or so, we'll look at the process, and we'll also look at some of the key projects that are driving that growth. There's nothing especially unusual about the first three pillars, the depletion replacement, the brownfields, and the generative work. However, I think at Yamana, we have exceptionally strong corporate support, exceptionally strong budgets for exploration, and we also tie those three points together in that fourth pillar. Regional dominance is very important to us. We look to have keystone producing facilities, and then we feed those facilities from large dominant land positions through key belts. The first one, depletion replacement, is always our big focus. 60%-70% of our budget goes to this every year, and we replace what we mine every year, and we try to do that at all of our sites. They have very consistent budgets, they have highly capable teams, and they work. They understand the goal and work towards that goal year-over-year. The brownfields component is also very important. We have large land positions around each of our mines. We have dedicated teams that are constantly doing field work, collecting new data, and developing new discoveries, testing and trying new technologies as well. The generative effort is long term. We believe that growth long term is best driven by internal discovery. This gives you the lowest discovery costs, lowest royalty burdens, and we have a very strong regional land positions in all of the jurisdictions where we're currently working. As highlighted, the depletion replacement brownfield teams continue to generate not only year-over-year growth, but incremental reserve growth beyond production as well. The only challenge historically really has been the depletion at Malartic. The large open pit production at Malartic has always been a challenge to replace. However, the recent discovery at East Gouldie is an excellent opportunity. We've seen very strong resource growth, and over the next year or two, we'll see conversion of that resource to reserves, giving us some very strong short-term reserve growth. We'll look now at the Abitibi-Temiscaming. This is a belt, obviously, for all of you that needs no introduction. I think perhaps a lot of people think of this belt as being mature and having limited potential. At Yamana, we would disagree. If we look at the discovery of East Gouldie, over six million ounces of gold in a single contiguous ore body in a mature camp, and the acquisition of Wasamac. Wasamac had existing reserves that were drilled and excellent discovery potential, and these really highlight the potential of this extremely prolific camp. Look now at Canadian Malartic. This is Yamana's top producer, and it's also a remarkable asset for us that really keeps on delivering. The image on the left shows the footprint in red and blue of the open pits, and then the yellow oval also highlights the Odyssey underground project. The yellow on the right side of the slide shows the footprint of those operations and the land position that we have accumulated around that operation. We now have over 13,000 hectares covering very high- potential zones along the Cadillac break, and we continue to grow that land position. When we acquired the Wasamac and Francoeur projects, we were able to add the Camflo project with over 1,000 hectares of high potential land. Malartic was a large gold deposit even before the discovery and delineation of the open pit, with over seven million ounces produced prior to 1970. The recognition by prior operators of the widths and homogeneous grade led to the delineation of the open pit reserves. Now we've seen a further seven million ounces produced to date, and 3.5 million ounces remain in reserves. At the time of the acquisition, exploration recognized the moderate east plunge of the mineralization, and systematic exploration since that time has now driven the discovery and definition of over 13 million ounces of new resources. The discovery of the higher grade resources in the East Gouldie lens in 2019 provided the center of gravity needed for the underground project, and moving these resources to reserves is now progressing rapidly. While discovery of East Gouldie highlighted the remarkable potential of the district and provided the needed grade for that underground project, the true potential of the East Gouldie shear is shown here. We've stepped out now up to 1,500 meters down plunge from the resource envelope, and we're still intersecting mineralization exactly in the shear plane of East Gouldie. We've also extended some of those deeper holes, and you can see the inset, section on the right that shows that extending those holes has encountered another zone called the Titan zone. That zone is also giving us very interesting grades and widths, and is showing the potential to continue to develop these resources long term. Moving now to Wasamac. This is our second major project in the Abitibi Belt. This project is also blessed with excellent infrastructure, good labor availability, and has really significant growth potential. This highlights some of the opportunities that are still present in the Abitibi. The claim blocks in orange on the right show the claims acquired from Monarch, and we highlight the 1.9 million ounce resource in red. Adding the Francoeur claim block, shown in purple, has more than doubled the land position, and more importantly, doubled the strike length available to us along the Wasa Shear for exploration. We'll also continue to pursue opportunities to try to grow this land position. We're very active at Wasamac. We have a $9.7 million budget for 2022. During the year, we expect to complete very significant infill drilling to try to confirm the resource model, but we'll also push the resource envelope to depth and laterally. The reserves currently only extend about 850 meters depth, and given the type of deposit, and the style of mineralization, we see no reason we will not be able to extend that mineralization to further depths. As mentioned previously, the Francoeur acquisition is key. It's provided the company with over 10 kilometers of continuous strike length for exploration. Historic mining at both Francoeur and Arntfield, along the very same shear zone with identical styles of mineralization, demonstrate the excellent growth potential for us at this property. Perhaps less understood at the time of the acquisition was the potential that sits between the Wasa Shear and the Cadillac break to the south. There are some known showings, including Lac Fortune and the Wildcat showing. Exploration in 2021 gave us both step outs on the Wildcat and led to the discovery of a new zone, the Wildcat South Shear, with excellent results showing the potential of this belt between those two breaks. Summary, the Abitibi for us is an excellent jurisdiction, pretty much all points of view, political, social, regulatory, and still with a very impressive exploration potential. Resources continue to grow for us at East Gouldie, and the nascent program at Wasamac is giving very good results from exploration in new areas. We'll go now to Brazil. Jacobina in Brazil is a second-class world-class belt. A second world-class belt, sorry. Mineralization there is hosted by quartz pebble conglomerates in the Jacobina Basin. Yamana controls both mining concessions, exploration licenses, covering the entire basin for over 150 kilometers of strike. The mineralization style at Jacobina is really important. It's a paleoplacer deposit with free gold hosted in pebble conglomerates. This style of mineralization is rare in the world. There's really only three known deposits or districts. However, they do account for over 60% of the global gold endowment. They're all related to an environment that was part of Gondwanaland prior to the opening of the Atlantic Ocean. When we look at Jacobina itself, the mine complex sits in the southern part of the belt, covering about 11 kilometers. That footprint is growing, and we also have a new aggressive exploration program that we'll discuss at Jacobina Norte. Within the 150 kilometers, there are numerous known reefs with gold mineralization, and starting in 2019, we've been doing reconnaissance exploration to define targets for long-term generational growth. The current mine complex that you see on the slide here covers about 11 kilometers of strike. The mineralization are continuous mineralized bodies separated only by low angle faults. The mineralization also occurs in two parallel belts separated by an ultramafic dike and fault zone. The best example on the slide is Serra do Corrego in the Western Domain, which is actually the continuation of Canavieiras in the Eastern Domain, with some displacement along the dike and fault. In general, the active mines which you can see highlighted on the slide, Serra do Corrego, Cuscuz, Morro do Vento, and the historic main João Belo mine, are all in the Western Domain. The only area of production to date in the Eastern Domain is Canavieiras. However, we now have enough drilling in Morro do Vento Leste to define a large mineral envelope there, and we have a single deep exploratory hole in João Belo Leste that has also encountered mineralization. Between these eastern targets and the João Belo Sul discovery in 2019, we're seeing significant resource addition potential. We'll see a lot of growth in the João Belo Sul area in the next upcoming years. In general, the well-defined controls on mineralization and the widespread nature of the deposit at Jacobina makes exploration very successful. The mineralized envelope has recently been pushed north and south, Lagartixa, and south at João Belo Sul, to cover about 14 kilometers of continuous mineralization. A mineral envelope for Morro do Vento main reef and the Morro do Vento Leste provide well-defined volumes for resource drilling. While exploration is now targeting the areas we've highlighted here in green. All of them currently have positive drill results and will provide the next decade of organic growth at Jacobina. Looking at the Morro do Vento reef, it's an excellent example of the near term upside potential. It highlights the continuity of mineralization at Jacobina. Drilling below the reserve and resource base has intercepted highly predictable mineralization up to 800 meters below the workings. We're now doing wide space delineation of the main reef and we'll be defining a large volume potential for future growth and conversion to inferred resources. In summary, paleoplacer, the nature of the paleoplacer deposit, the large mineralized footprint, indicates potential really for a very large generational mine. The company controls the entire basin, and we have long-term growth opportunities and opportunities potentially for standalone mines. Within the core mine alone, we have large volume targets in the Eastern belt and at depth along all of the main deposits. We'll move now to El Peñón. El Peñón is another world-class asset, but one that has achieved that status slowly with progressive exploration and production over 20 years. The mine is located in an exceptionally favorable environment with numerous world-class copper mines, experienced labor force, no immediate communities, and an extremely arid environment that minimizes environmental concerns. You can see in the figure that the company controls over 90,000 hectares, mostly as a single contiguous block around the mine, all dominantly underlain by the Paleocene volcanics that host the mineralization. The El Peñón mine has produced continually since 2000. The mine was opened initially with only 800,000 ounces of gold in reserves and resources. Today, after 20 years of production, with five million ounces of gold, 130 million ounces of silver produced, we still have over 1 million ounces in reserves. That growth has been through incremental discovery, starting in the southwest around the original discovery and pushing it to the northeast, and more recently by tracing veins to depth and doing lateral exploration to discover new secondary veins. The right sizing of the mine in 2016, 2017 was critical to exploration. That reduction in production has allowed exploration to keep up and grow reserves, and is a sustainable production platform for the exploration team to provide. Exploration in 2021 made a major step for El Peñón. Exploration was based on stratigraphic modeling, trying to predict the location of the key host for mineralization, the El Peñón rhyolite. We're confident now that this discovery, the El Peñón South Deeps, that resulted from that program, is the next step in El Peñón's history. We drilled two drill sections and one long horizontal hole from underground, and all three have intercepted mineralization at depth. The host rock, the alteration, the vein textures, the mineralogy, and the grades are all identical to the known El Peñón system. This has opened up a very large target for us. One of those sections is 1,200 meters south of the workings, and there is no limit established to date on this mineralized area. Aggressive exploration in 2022 will define some of these zones from surface in order to better direct underground development and resource drilling in the following years. We'll now move to Minera Florida. This is our second Chilean asset. This deposit also has a long history of gold, silver production from a complex and extensive vein system. The key acquisition in 2016 of the Southern claim block from Minera Agua Fría has consolidated the property under Yamana's ownership, and we now have almost 20,000 hectares of high potential property. This has allowed the mine to expand to the south, away from the historic mining core on newly discovered structures, and has greatly enhanced the exploration potential of the property. Exploration is currently focused on the southern area, with good resource additions, especially in the Don Leopoldo and Pataguas area, and some recent exploration success to finding a new parallel structure at Cucaracha. The east block of the mine beyond the Maqui Fault is also underexplored. Its elevated topography in that area has restricted surface drilling in the past, but more recent exploration from underground in the Juan Pablo and a little bit further south in the Marisol areas is opening up potential on this side of the fault. An example of some of the exploration potential, the highly productive Maqui fault is also generating very good results for us. This is an example of where exploration sees potential for some larger zones at La Florida. Drilling about the deepest levels, it's currently given good potential over 1 kilometer of strike, and this is all immediately adjacent to mine infrastructure. A quick summary, the Chilean assets are really a key part of the Yamana portfolio. The El Peñón South Deeps is indicating a long-term growth future, and continued exploration success at La Florida is driving year-over-year depletion replacement and good future growth targets. Now we'll step over to Argentina and the Cerro Moro mine. This mine is located in the Deseado Massif in Santa Cruz. We have another very large land position, exceptionally large land position, with about 300,000 hectares covering most of the eastern part of the Deseado Massif. The Massif is another world-class system. These large epithermal vein systems at Cerro Vanguardia and the Cerro Negro mine of Goldcorp all highlight the potential of this district. The core vein system is shown in the figure on the right, and we're conducting systematic exploration now through the entire claim block. This year was another good year for Cerro Moro. It's the first year that they replaced mining depletion, and both the exploration team and the operation have been maturing and we're seeing significant exploration success. The high-grade mineralization shows a very complex pattern at Cerro Moro with intersecting plunges, and our increased understanding of these controls is now driving successful resource additions at depth and locally along strike, still within the key Escondida-Zoe fault system. This trend is expected to continue because we don't really see any change at depth. We're not seeing a change in grade or mineralogy or style, and we expect to continue to chase these high-grade zones to further depths. Systematic exploration in the broader claim block using soil geochemistry, geophysics, and spectrometry to find alteration patterns is also driving greenfield success in that large block. The Naty zone was discovered in late 2018 and has been added to reserves and resources, while step-out drilling almost four kilometers to the north along that main northeast-striking structure is also getting some very promising intercepts. Closer to the core mine on the left figure, geophysical data and step outs from some surface showings have led to the discovery of Cassius, a high-grade zone that may be parallel to that Escondida-Zoe trend. In summary, the large land position, a systematic exploration process, and solid exploration budgets have successfully replaced mining depletion at Cerro Moro for the first time, and also provided a large number of high-quality targets for long-term resource growth. We'll now look at the final pillar of our growth platform, the generative portfolio. Yamana grew through acquisition, and as a result, within all of its key jurisdictions, it has large land positions that came with those acquisitions. Over the last few years, we've built very high-performing generative teams that are working on those targets. These groups work not only on our existing holdings, but they also work closely with business development by developing district expertise, deep data analysis, and providing opportunities for both staking and acquisition. As a part of its commitment to organic growth, Yamana is gonna spend $13 million in 2022 on generative and early-stage programs. Several projects dominate that budget, but there is always a very strong element of generative work that will continue to provide a pipeline of projects. The largest single project in that portfolio is Jacobina Norte. Systematic surface exploration of the wider claim holdings in 2019 and 2020 defined a number of areas where the conglomerates host gold mineralization very similar to that at Jacobina. The most promising belt to date is located just north of the town of Jacobina, where detailed surface sampling has defined about seven kilometers now of mineralized reefs within a larger 14-kilometer trend of anomalous mineralization. Drilling was initiated in 2021 and will spend about $3.2 million in 2022 to drill test some of these targets. The generative exploration teams in Brazil have also acquired a large land positions in highly prospective belts, focusing mostly on the Paleoproterozoic arcs of Brazil. The Lavra Velha district, located southwest of Jacobina, is an excellent example of these programs. Our main discovery is a shallow, largely oxidized gold deposit, and that footprint has been growing steadily through drilling, and preliminary metallurgical work on it has produced excellent results to date. This project will pass to the Jacobina mine staff over the course of 2022 in order to initiate development studies. Meanwhile, the exploration team will start to work on the rest of that district that we control through staking and start to test the gold, silver, and copper targets that we have in rocks and soils on that project. Finally, Falcon is an excellent example of the generative projects that we developed through review of our internal portfolio. This project came with the acquisition of Cerro Moro. Using the methodologies and techniques in exploration that we have developed at Cerro Moro, we have now delineated a highly promising exploration target that's located about 100 km north of the mine. Soil sampling greatly expanded the footprint of a small known mineralized zone with some drill holes in it, and we now have a very good structural framework and a large target for drilling in late 2022 or early 2023, looking for a standalone gold deposit. With that, I'll wrap it up. Exploration is continuing to provide growth opportunities for Yamana, and I'll pass it over to Yohann, who's gonna show you how those tie into the operational opportunities that we see at these sites. Very good. Well, thank you very much, Henry. Considering our land package and our large reserve and resource bases, we have a solid foundation to support our production and platform for pipeline for growth. Well, our project pipeline for growth and visibility is best conceptualized by placing in each initiative within a appropriate bucket capturing the stage of development. The first stage that we call execution capture those projects which are approved and are being implemented. With those three project that are currently in execution, we can support the ten-year outlook to 1.25 million gold equivalent ounces per year and sustain that level of production well into the next decade. The second stage, which we call advanced projects, captures the five projects that could be used to the 1.5 million gold equivalent ounces to realize the Yamana 1.5 plan. The projects are all low risk, low CapEx, and are supported by well-advanced studies and have established roadmap to guide their progression. The plan advancing these projects is well approved and backed by well-defined timeline and milestones with which we expect to finalize through the additional detailed engineering, permitting, and capital commitment processes. Based on the work done to date, these advanced-stage projects can be implemented in the short to medium term, and in the aggregate have a total CapEx of less than $300 million. Next, we have concept-stage projects. These concept projects provide further upside up to 1.8 million to 2.1 million gold equivalent ounces. While these projects are still in the conceptual phase, we have high-level confidence in each of these five opportunities listed here. While Luke Buchanan, our VP, Technical Services, will go in more detail in each of the execution, advance, and capital projects in the coming section. Finally, beyond our concept stage projects, we also have a number of assets which provide us with longer term strategic optionality, and Mauri and Souaya classify in this separate bucket. In summary, our Yamana 1.5 plan is, I would say, present a clear path to 1.5 million gold equivalent ounces that is based on high confidence, low risk, low CapEx projects that are not dependent on any blue-sky assumptions. On Slide 55, here, it captures how each project fits within our existing portfolio. Our strategy leverages exploration success and establishes facilities at our different mines to deliver low risk, low CapEx growth that is largely brownfield in nature. As Henry showed, reserves and resources have grown across our operations over the past five years, and we have a pipeline of targets to ensure that trend continues going forward. This has unlocked opportunities to increase production at existing operations while maintaining the strategic mine lives. Here, the core operation are presented by the circular images, and the surrounding rings are highlighting where we have expansion opportunities. The small circle presents satellite project with the corresponding color indexing the type of opportunities. Yamana has a track record of successfully delivering on this type of incremental optimization and expansion. We leverage not only the existing facility but also establish a workforce, the community and the government relationship, supplier, and most importantly, the geological knowledge. All of this significantly de-risk the growth in our strategy. Recently, we demonstrate the success with the optimization expansion at Jacobina. Growing from 75,000 ounces in 2014, 290,000 ounces in 2021. On the other hand, Canadian Malartic also incrementally increased plant throughput from just over 50,000 tonnes per day when we acquired the operation in 2014 to more than 60,000 tonnes per day in 2021. We completed the Barnat expansion project successfully and on time. Bottom line, extending mine life through exploration, optimization, and expansion is something familiar for us, in which we're very comfortable to do. Now putting together the execution and advancing projects brings us to the slide 56. The current ten-year outlook, which we released last year and which we show here in dark blue, delivered 1.25 million gold equivalent ounces. We view this as the minimum expectation. The It only includes approved project, and it's based entirely on existing mineral reserve and mineral resources. The Yamana 1.5 plan shown in yellow gives an indication of the production profile, ramping up to 1.5 million gold equivalent ounces by 2028. This relies on the advanced projects, which are expansion, optimization, and near-mine opportunities. One of the main advantages of expanding existing operations compared to building new mines is that it can be done really quickly. We already have the facility and the workforce in place, and the permitting process is faster because it's really just an addendum to the existing permit. As a result, we believe that we can achieve 50% growth in just six years. It may seem aggressive, but when we look at what is required for each project, this is really achievable. Finally, at the bottom of the slide here, we can see the approximately when we have each project that will start adding production. We still have, for sure, a lot of work ahead of us to do. There's no doubt about it. We have a clear roadmap in how we will achieve those objectives. The roadmap to achieve our 50% growth target is summarized on the Slide 57. Here we show indication of when we expect to achieve our key project milestone and how we will put project into production. The projects in execution at the top are advancing as planned, and the CapEx required to complete these projects from our previous disclosure. Like Luke talked about, Luke will talk about those projects more in detail and the CapEx in the upcoming section. Just a reminder that Jacobina Phase II will achieve a throughput target of 8,500 tonnes per day by mid this year, and the Odyssey project will achieve first production next year. Wasamac first gold is still scheduled for 2026. The advanced projects are shown at the bottom here, and the combined CapEx for those projects is estimated at between $250 million to $300 million to increase annual production by about 250,000 ounces of gold equivalent. While we need to complete some additional studies and permitting, the Yamana 1.5 plan is a board-approved plan with a well-defined timeline and milestones. We have internal studies that support achieving an annual production of 1.5 million gold equivalent ounces and have board approval to advance more detailed engineering, permitting, and commitment to CapEx. You can see the expected timing for construction decision in the blue diamonds, and the increased production starting to materialize from 2025 to 2026 and onwards. The capital spending timeline is manageable and fully funded by operating cash flow. The project has a quick payback, often less than two years. All CapEx for both execution and advanced projects would be paid back within the 10-year window. Now moving on slide 58. Our growth to 1.5 million gold equivalent ounces is internally funded, and we expect it to drive an improvement in our consolidated cost profile going forward. First, the all-in sustaining costs at each operation will benefit from higher production, resulting in fixed costs being spread over a greater production base. Second, the sites that provide the biggest component of production growth are Jacobina and Wasamac. Jacobina is Yamana's lowest cost mine, with an all-in sustaining cost below $740 per ounce in 2021. Wasamac is also to be well below the company average, with an estimated life of mine all-in sustaining cost of about $828 per ounce. Well, with a strong growing resources base supporting low cost growth at our existing operation in Wasamac, well, I believe that we have a clear path to 1.5 billion gold equivalent ounces. Well, on that, I will pass it over to Luke, and Luke will provide additional detail on the opportunities and the long-term potential for growth beyond that. Thanks, Yohann. The projects in the following slides are included in the plan to increase production to 1.5 million gold equivalent ounces per year. This includes the three projects in execution, which will get us about halfway there to 1.25 million ounces, as well as the five advanced projects, which will add the additional 250,000 ounces per year. Then later, I'll give a bit of an overview of the concept projects which could further increase production. I'll start with the Odyssey underground project at Canadian Malartic, which was approved for construction just over a year ago. Production will transition from open pit to underground, from 2023 to 2029, ramping up to an underground production platform of 500,000-600,000 ounces per year on a 100% basis. Odyssey, which will extend the life of Canadian Malartic until at least 2039, is the next generation of a mining complex that has already produced more than 14 million ounces. For a project of this scale, Odyssey is unique for its low capital requirements and low construction risk. In this regard, there are three main advantages that set Odyssey apart. One, much of the infrastructure already exists, including the processing plant. Two, the gradual transition from open pit to underground allows for a low risk capital spending profile with manageable CapEx in any one year. Three, proceeds from gold production from the upper zones, starting from next year, will largely offset the CapEx for developing the lower mining zones. At a gold price of $1,550 per ounce, and taking into consideration the CapEx already spent in 2021, Yamana's remaining net capital requirements for the project are approximately $170 million to build what is expected to be Canada's largest underground gold mine. Looking now at the Odyssey mining inventory, the mine plan included in the technical study was based on the year-end 2020 mineral resources. Since then, drilling has continued to expand the resource envelopes, especially at East Gouldie, which remains open in all directions. This is significant because East Gouldie is the highest grade of the four mining zones, and it also supports the highest production rate. By expanding and extending the life of East Gouldie, we also extend the life of the other zones, where we have a large inventory of mineral resources that were not previously included in the mine plan. Much of this potential mining inventory is in the East Malartic zone, as shown here in a transparent blue. Here we have 5 million ounces of potentially convertible resources that could extend mine life well into the 2040s. There is also the extension of the Odyssey South zone and the Odyssey internal zones. These opportunities are exciting because they can be accessed off the existing ramp, and therefore they have the potential to increase production within the next five years. The Odyssey team also did a lot of infill drilling in 2021, which has confirmed the consistency and continuity of grade and width at East Gouldie. Over the next few years, as Henry said, we can expect to see these resources converted to reserves. Of course, there is further exploration potential in the entire East Gouldie corridor, as Henry presented. I will talk more about what this could mean for the Odyssey project in a later slide. Just while I'm on this slide, I would like to comment on the production rate. At full capacity, Odyssey will be operating at 19,000-20,000 tonnes per day. The mining capacity is supported by having four large mining zones, which are further divided into separate mining panels. Plus, we have the ramp haulage from the upper zones combined with shaft production from the lower zones. Finally for Odyssey, just a brief update on the construction progress. The project remains on schedule and on budget. Underground development rates continue to increase with the opening of additional phases, and Odyssey South is on track for first production early next year. After completing the headframe concrete pour in October last year, which can be seen in this photo from December, preparations are on track for shaft sinking to begin later this year. Construction of other infrastructure on surface is also advancing according to plan. Just in summary, Odyssey is a low-risk extension of the world-class Canadian Malartic operation with significant exploration upside in the mining-friendly Abitibi region of Canada. Keeping with the Abitibi district, we expanded our presence in the region last year with the acquisition of the Wasamac project and followed it up with the acquisition of the adjacent properties from Globex. Wasamac will be a standalone operation fully owned by Yamana, and it's located about 100 kilometers west of Canadian Malartic. The initial capital cost of just over $400 million is benefited by its location in the heart of the Abitibi. Additionally, the relatively shallow depth of the deposit means that the ore body can be accessed by ramp without requiring a shaft. The nature of the Wasamac deposit not only reduces the upfront CapEx but is also ideal for bulk low-cost mining. In fact, Wasamac shares a number of similarities with Jacobina, our lowest cost operation, and we will continue to leverage on our experience at Jacobina as we develop Wasamac. If I had to describe the Wasamac deposit in one word, it would be simple. The geometry is a wide tabular shear zone, and the grade distribution is extremely uniform. As a result, the geological risk is very low, and the unit mining cost is expected to be at the lower end of the industry. Exclusive resources, shown here in light blue, provide opportunity for conversion with infill drilling. The potential to expand the resource envelope at depth and along strike represents significant upside. We are considering a strategic mine life of at least 15 years at a sustainable production rate of about 200,000 ounces per year. Other opportunities on the land package, such as Wildcat and Francoeur, represent further upside, and I will discuss these opportunities in a later slide. To further de-risk and optimize the project, we have initiated the permitting process for a bulk sample to confirm assumptions and conduct additional test work. As an additional advantage, development of the ramp will prepare the mine in advance, allowing for a rapid ramp-up in production from several concurrent mining zones. Once in operation, the combination of automated trucks with an underground conveyor provides a continuous materials handling system with low operating costs. Additionally, the use of an underground conveyor and electrical equipment will reduce greenhouse gas emissions and minimize noise and dust on surface. These are just some of the components of Yamana's vision to establish Wasamac as a benchmark within our portfolio and within the broader industry as a modern, responsible underground mine. A big part of this vision is a collaborative approach with the communities in which we operate and First Nations. As such, we have recently opened a community relations office in Auviang, and we continue to work closely with all stakeholders as part of the permitting process. Further updates on the bulk sample permitting and some of the improvements we are making to the project will be provided as the project advances. Moving now to the Jacobina mine in Brazil, where the team is in the final steps of the phase two expansion. I won't spend too much time on phase two, other than to say that we are on track to start operating the processing plant at 8,500 tonnes per day by the middle of this year, and we expect to achieve the phase two production target of 230,000 ounces per year by next year. Phase three will be the next step for Jacobina, increasing processing capacity to about 10,000 tonnes per day and gold production up to 270,000 ounces per year. In July last year, we announced a simplified expansion approach for Jacobina, in which we deferred 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 are further simplifying the expansion approach by again opting for an incremental optimization for phase three. This will bring forward phase three by two years with lower CapEx and lower risk. The catalyst for this decision was the recently completed leach test work, which confirmed operational results that Jacobina can move to a coarser grain size with minimal impact to recovery. Now we are looking to expand Jacobina to a production rate of about 270,000 ounces per year by 2025, with a CapEx of $20 million-$30 million. It's important to mention that we already have the permit in hand to increase to 10,000 tonnes per day. That brings us to phase four with a target throughput of 15,000 tonnes per day and a production of about 350,000 ounces per year. Phase IV is a fairly new concept that we haven't talked about much before. Although the concept is new, the plan behind it has been in the works for some time. The engineering for the additional ball mill was advanced as part of the original phase two feasibility study. We just need to go back and update the flow sheet and engineering with the revised design criteria. We will effectively achieve a higher throughput with the same plant design that was originally planned for phase three. Just to clarify, the production targets are unchanged. Phase one got us to 6,500 tonnes per day by early 2020. Phase II will now take us to 8,500 tonnes per day by the middle of this year. Phase three will then take us to 10,000 tonnes per day. That hasn't changed. What's changed is the path to achieve these targets. The optimized approach allows us to achieve the same targets faster with lower risk and lower CapEx. The success of this approach is reflected in Jacobina's past performance, as you can see on this slide. Jacobina has been a star performer in recent years, consistently beating guidance and increasing production by 55% over the past six years. Going forward, Jacobina will continue this incremental approach to complete phase three. For Phase IV, we will require the new ball mill and other infrastructure, and we will also require some improvements in the underground mine. Looking now at the underground mine, or what really is a complex of several underground mines along a strike length of about 14 kilometers, each with independent ramp access from surface. One of the main reasons for Jacobina's recent success is the growth in reserves and resources, which have increased by 68% over the past five years, net of mining depletion. The effect of this growth is twofold. First, it allows Jacobina to maintain a strategic mine life of at least 20 years at the higher production rates. Second, defining new zones such as Morro do Vento Leste and João Belo Sul, shown in light blue on this slide, opens up additional large mining sectors to support the higher mining rates. Furthermore, Jacobina has a significant inventory of lower-grade mineralization that is not currently included in the mineral reserves. Based on sensitivities we've conducted at lower set, lower cut-off grades, we estimate that reserves and resources could increase by up to 30%. This lower-grade supplementary ore is considered in the phase four production target of 350,000 ounces per year. Overall, Jacobina's ability to add value through the drill bit is unlocking the opportunity for phase four, while cost improvements are unlocking the opportunity for processing lower-grade mineralization. Just to wrap up for Jacobina, we've included this short checklist to highlighting that all aspects of the project are being considered to expand the operation to 350,000 ounces per year and ensure long-term sustainability. Starting with geology, we have the reserves and resources to support the plan, and as Henry showed, the deposit still has much to offer. Kilometers-long continuity of wide reefs and easy access from surface makes the underground mine extremely scalable, allowing for incremental expansion. We are also undertaking a haulage optimization study to support the higher mining rates. The plant expansion phases are supported by the advanced studies, and a comprehensive life of mine tailings management plan is in progress. We continue to move forward with several parallel options, including backfill and dry stack tailings. Although there is still much work to do, we have the board-approved detailed roadmap to make this plan a reality, continuing the incredible success of the past several years at Jacobina. We are now looking to replicate elements of Jacobina's success at Cerro Moro, with a two-phase expansion to double throughput capacity to approximately 2,200 tonnes per day. Before I talk about the expansion, I just wanna give a quick overview of the base case. The Cerro Moro processing plant currently has a capacity of about 1,050 tonnes to 1,100 tonnes per day. With a high average reserves grade of 13.6 grams per ton gold equivalent, this provides a production platform of about 160,000 gold equivalent ounces per year. As Henry pointed out, Cerro Moro replaced depletion of reserves for the first time in 2021, establishing what we expect to be an ongoing trend, similar to what the other operations achieve. Importantly, reserves were replaced at a similar grade, extending mine life at the current production rates. That's the base case, a ten-year strategic mine life at 160,000 GEO per year. Cerro Moro also has an inventory of lower grade ore that is below the current cutoff grade, and therefore not included in the reserves and resource statement. The main objective of the plant expansion project is to reduce unit cost per ton, allowing for economic extraction of this lower grade inventory. Preliminary studies indicate that a significant expansion of the processing plant can be achieved with modest CapEx. In fact, we could. estimate that we could double throughput with an investment of not more than $40 million to increase production to at least 200,000 ounces per year. The next step for the project is a feasibility study. As I mentioned, we're considering a similar approach to Jacobina. That is, we will first implement the low-hanging fruit to increase throughput to 1,500 tonnes to 1,600 tonnes per day. This first phase will mostly be an optimization of the existing equipment, providing quick payback. After that, we will reassess the requirements for phase two. Otherwise, I'd like to just quickly mention the opportunity for wind power at Cerro Moro. As you know, the operation is currently powered using diesel generators. As the mineral inventory increases, we are evaluating alternative options. Wind power in particular is looking very promising. Field measurements confirm that, without exaggeration, Cerro Moro is located in one of the most ideal locations in the world for wind energy. The evaluation is ongoing, but preliminary analysis indicates the potential for significant cost reductions and significant carbon reductions. We are also planning an expansion of Minera Florida. Recent improvements at the operation have increased production to about 90,000 ounces per year. Further increases are currently constrained by the operational permit to 74,500 tonnes per month. The expansion to 100,000 tonnes per month will increase Minera Florida production to approximately 125,000 ounces per year for a capital investment of about $35 million. We're currently in the permitting phase. The environmental impact assessment was submitted in Q4 last year, and we expect to receive approval by mid next year, followed by a further 12 months to receive all the permits. The permit will also include an expansion of the waste storage facility next to the mine portal, which will reduce haulage distances. Again, the planned expansion will mostly be achieved through incremental debottlenecking and optimization. Engineering for the improvements is well advanced. The final of the advanced projects is the Lavra Velha heap leach, located approximately 300 km from Jacobina. At about 2.5 grams per ton, Lavra Velha is relatively high grade for a heap leach project. The mine plan results in production of about 60,000 ounces per year over an initial mine life of 6 years. As Henry showed, exploration continues to expand the mineralization, providing opportunities for mine life extension. We are currently in the process of updating the resource model with drilling from the past two years. Following that, we will proceed with a pre-feasibility study. Due to its location, we are considering Lavra Velha as a satellite project under the umbrella of Jacobina, where we have an established team with construction and operational experience to take advantage of the possible synergies. I will now give an overview of the concept projects. Remember, these projects are not included in the Yamana 1.5 plan and represent additional upside. Although still mostly at the exploration and resource definition stage, these projects are differentiated from other exploration potential by the fact that they could not only extend mine life, but also increase annual production. Henry has already presented an overview of the geology and exploration, so I will focus more on the technical and operational aspects of the projects. The Cerro Moro heap leach project is probably the most advanced of the concept projects. We are just finishing a technical study with conceptual engineering and cost estimation for a 5,000-tonne-per-day heap leach operation. At an average grade of one to 1.4 grams per ton gold, the heap leach project could add 45,000-65,000 ounces of supplementary gold production. Other mines in the region have undertaken a similar approach. Initial capital investment is estimated at $80 million to $100 million, but we are exploring potential synergies with the plant expansion and wind power projects to optimize the designs. In 2021, column leach testing on eight samples gave promising results, with some zones, Lomas de la Unión and Michelle in particular, returning gold recoveries of more than 85%. As the exploration team continues drilling the oxide targets to support an initial mine life of five years, we are moving forward with pre-feasibility level studies. Coming back now to Canadian Malartic and the Odyssey mine. Previously, I covered the potential for increased resource conversion and expansion of the existing mining zones, which we are confident will extend mine life well beyond the mine plan included in the 2021 technical study. East Gouldie extension and the parallel Titan Zone provide a new opportunity to add an entirely new mining zone to provide additional 10,000 to 15,000 tonnes per day of mill feed. The scale of this potential mining zone, at least as big as the current East Gouldie envelope, and distance from the planned shaft indicates that a second production shaft would likely be required further to the east. Remember that the existing Canadian Malartic plant can process more than 60,000 tonnes per day, of which the current Odyssey project will only use a third of the capacity, making any opportunity to increase production from the underground very attractive, especially when you consider that the underground grades are 2.0x to 3.0x higher than what we're currently processing from the open pit. On that point, Canadian Malartic has several other opportunities on the property, some of which have been added by the partnership over the past few years through acquisition of adjacent properties. Examples include East Amphi, Midway, and the Camflo targets. Although the majority of the exploration efforts are currently focused on the Odyssey project and the East Gouldie corridor, these additional targets represent opportunities to leverage on the existing processing capacity after 2027. The story at Wasamac is similar, with several targets within the property, as Henry presented earlier. The Wildcat zones parallel to the Wasa Shear could possibly be accessed by the main Wasamac ramp, whereas other targets are within trucking distance of the centrally located processing plant. With these opportunities in mind, the processing plant and other infrastructure is being designed in such a way as to allow a future upgrade from 7,500 to 9,000 tonnes per day. This represents an upside for higher gold production beyond the 200,000 ounces in the current mine plan. Furthermore, there is a potential for higher mill feed grades. Initial drilling results from Wildcat are returning higher than average Wasamac reserves grades, and historic mining from Francoeur and Arnfield averaged more than four or five grams per ton. For me, one of the most exciting discoveries in 2021 was the potential southern extension of the core mine at El Peñón, referred to as South Deeps. In mining terms, we will classify the veins at El Peñón into two main categories, the wide primary veins, shown in orange on this slide, and the narrower secondary veins, shown in blue. From when El Peñón went into production 22 years ago until the right sizing of the operation in around 2016, the operation produced an average of more than 350,000 GEO per year. That is when we were mining more of the primary veins in the core mine. As we transition to mining more of the secondary veins, Yamana rightsized the operation to a production rate of about 220-230 gold equivalent ounces per year. This has been a very successful strategy, maximizing cash flow and ensuring long-term sustainability, with reserves and resources increasing by 25% over the past five years, net of mining depletion. The site team have become experts at economically mining these narrower secondary veins, which are often half a meter to a meter wide. As Henry noted, drilling at South Deep to date gives every indication for the same primary veins that were mined in the past. The scale of the potential is enormous. For reference, more than seven million gold equivalent ounces have been produced from the core mine in the past 22 years. Although we're still in the discovery phase, the upside of South Deep is not just a significant extension of mine life, but also the potential to return to historic production levels. It's important to remember that El Peñón has a history of moving from discovery to production in only a few years. Although El Peñón South Deeps is not yet included in the Yamana 1.5 plan, it is very possible for the zone to make a significant contribution within the 10-year window. Finally, Jacobina Norte is a longer term opportunity for an additional mine on the Jacobina Gold Belt. Now that Jacobina is established as a long life operation with a pathway to 350,000 ounces per year with the phase four expansion, Yamana is increasingly turning its focus to the huge geological potential of the 150 km long belt, and Jacobina Norte is the most advanced of these prospects. There are very few gold deposits like this in the world, but they tend to be very large scale and very prolific, such as the examples in Africa. It is still in the early stages, but based on the scale of these paleoplacer deposits and the distances involved, we would likely be looking at establishing a second mine with a standalone processing plant. To wrap up, this table provides a summary of the opportunities at each operation, showing what's included in the Yamana 1.5 plan and where we have further upside potential. I won't repeat this again now, but I hope that these slides have provided some clarity on our path forward. We look forward to providing more details on each of the projects as the studies advance. Now I'll turn it over to Gerardo to talk more about the strategic projects. Thank you, Luke, for your presentation. We're on the Slide 88. In this section, we will look at the strategic options we have within the portfolio that could provide an increase in production and cash flows in the longer term. We will discuss what these options and opportunities will represent in terms of creating significant value sooner through strategic transactions, for example. In general, our strategy is to continuously optimize the portfolio of assets, and we assess which ones are aligned with the corporate strategy and the ones that may not. We're very pragmatic on this approach, and we look to leverage our technical and operational expertise, and also the presence in the jurisdictions where we operate. With established capital allocation framework, we assess to allocate resources in order to generate more production, more value, cash flow, and returns, and also look to define where we will have gaps in the long terms in those metrics, and so we can take advantage of some opportunities that may present externally. Also we look to define where we can generate more value sooner, divesting that asset, for example, building a partnership or perhaps through another solution that can unlock said value. If we look at the profile that we reviewed earlier, and we take for illustration purposes, MARA. If we take the whole production equivalent for MARA, for our interest, we will see that plus the contribution from one of the assets in the generative exploration program, for example, Sujay, we can generate about 1 million ounces of gold equivalent production in the long term. As an alternative, if we consider MARA, considering its scale, high quality, and also scarcity factor, it could be an opportunity to create or generate other alternative solutions to create value sooner. That in turn could be redeployed into the growth opportunities on the portfolio. I will provide more details on these opportunities and these assets in the next slides. As a reminder, MARA is a result of the integration between Alumbrera and Agua Rica ore body. In the case of Alumbrera, we have the processing facility and all the infrastructure. We completed a formal integration between the two assets in 2020, and we have been advancing the project with our partners since then. Our ownership in the project is 66.25%, and the two other partners are Glencore and Newmont. During 2020, we completed a series of studies aimed to optimize the project, the feasibility study from 2019. That optimization work became the foundation for the feasibility study that we're working on now. In general, I can tell you that the project got better, it got more robust, and through the value-seeking process, we were able to find and mature a series of opportunities to improve value and returns in terms of production profile and also that we expect to crystallize in the feasibility study. Last year, our focus continued on advancing all aspects of the project. We started drilling for the first time in nine years at MARA. We conducted all the field work that is still ongoing, doing some testing and metallurgy, and also other engineering. Also we've been advancing the permitting with the stakeholders and also advancing the social license for the project. MARA is a large-scale copper-gold project, which has a unique attribute if you compare it to other projects, even the scale, which is a brownfield project. The plant is already built, the infrastructure is in place all the way from the facility to power, water, the infrastructure to transport the concentrate to the port, and also the experience from the team in Alumbrera on advancing and producing for over 20 years in that region. We have other assets too, as Henry covered in the generative exploration program, and we also have other strategic assets, and one of them is Sujay. As a reminder, Sujay is a high-grade gold-silver deposit located in Chubut, Argentina. In the past, we have completed feasibility and pre-feasibility studies on it. For example, 2017, we have a high-grade underground concept for it with a flotation plant that will produce concentrate, and it will be shipped off-site. That will minimize the environmental impact in the region, and also it will be a production of 250,000 ounces per year for about seven years. In 2020, we signed an agreement with a local partner to advance the project that gives us the right to earn up to 40% of the project. The responsibility of our partner is to advance the social license and also work on the permitting. Given the local situation in Chubut these days, we see this as a long-term opportunity, but also one with great optionality, given its value, its high grade, and the production profile. We move to the next Slide 90. We have MARA. The picture shows a simplified layout of the project. We can see on the bottom left, the Agua Rica ore body, where we need to build the mine, the stripping of the mine, build the infrastructure around the mine, the truck shop and others, and install a primary crusher. If you follow the blue line on that Slide, that's the trace of the conveyor that needs to be built that will link the Agua Rica site with the Alumbrera processing facility you will see on the top with brown. At that site, we have the processing plant, as I said before, all the infrastructure, camp, power, and everything that needs to be to produce concentrate from the Agua Rica ore. It's really a simple project if you look at conceptually. It's a mine, a well-prepped mine, a crusher, and a conveyor belt, and some minor modifications at the Alumbrera site. I think it's good to repeat it, but if you look at some of the history of the projects that have been developed, especially at this scale. Most of the cost overruns and the delays occur on the plant side, given the complexity. Also, the right of ways are getting all the permits in place for things like power lines and water supply. For MARA, all those things are in place, so the risk for execution on the technical side is very low compared to other projects of the same scale. In the next Slide, we have a little bit of a comparison, or to put MARA in perspective with other projects of similar scale, similar location. The first chart on the left, it shows the production for MARA in the first 10 years on average with copper and copper equivalent. The assets you see in blue are producing mines in 2020, and some select projects are comparable. If MARA was in production in 2020, it would be among the top 25 producers of copper in the world. If we look to the right of the slide, that shows in the scale of resource size on the x-axis, and on the vertical axis, we have the copper equivalent grade. You will see MARA stacks up really well compared to other projects that are in development or in the pipeline, given the contribution from the byproducts like gold, silver, and molybdenum. MARA has the potential to grow, to move that bubble to the right, given that we have about 300 million tonnes of ore in inferred category within the pit that we haven't delineated or upgraded yet, and we plan to do so in the future. We have upside to increase that resource and increase the size of the pit, reclassifying resources that are under the pit, defining a new phase, and also we want to drill this year, and we start doing that program to test the extension of that ore body at depth, looking for underground potential. If we continue on the benchmarking and we move to the next Slide, the top one shows the capital intensity of select projects. It's expressed in $ millions of CapEx, initial CapEx, divided by the resource, in measured and indicated, expressed in copper equivalent. The key attribute here is MARA has one of the least capital-intensive projects in the world, compared to others. That comes from the ability to leverage the infrastructure that exists at Alumbrera. As I said before, that means also a low risk or a lower risk in terms of execution, but also we take advantage of the synergies, the lower or smaller environmental footprint as we use and reutilize existing TSF, for the tailings from MARA. Also then we deposit the tailings in the existing open pits, so we don't have to impact another area for that. In terms of the schedule, currently we're finalizing or wrapping up the last task on the field work. We are finalizing the test work on the metallurgy with good results, all confirming what we saw before and even chasing some opportunities to improve. Our target is to complete the engineering studies by the end of the year and then wrap up the report at the beginning of next year. We did have some impacts from COVID-19 in last year and also from weather, but we're working hard, and we're very confident in our local team to drive this project and move it forward. Last but not least, the permitting is a key task for us. We've been working with the stakeholders and government officials and our team to advance the baseline to cover the gaps we have, but also to start a review, an ongoing review with a workshop approach, so we can deliver that document by the end of the year to the authorities. Also related to that is the work on the social license, where we continue to engage with the local stakeholders and the communities. If we put all together, we think MARA has a significant value which is not reflected in our share price today. The 2020 pre-feasibility study showed an average production for the first 10 years of about 550 million pounds per year in copper equivalent, with a cost, very competitive cost at about $1.4 per pound, which would place it roughly in the second quartile of the global cost curve. In 2020, we have an NPV of $1.9 billion, if we use copper prices of $3 per pound and a gold price of $13 per ounce. If you look at the consensus price for long-term today for those metals, we will see an NPV over $3 billion and an internal rate of return over 30%. Even if you consider $4.50 per pound, which is below, I think, what is the spot price today, we will see a value for an NPV for the project of over $5 billion with an internal rate of return of near 40%. A tremendous opportunity to generate value for us. We think that MARA, given its quality and the size and the scarcity of these assets today, and also the increased demand for copper in the world, that we can generate a significant value, whether that is through the path of developing, financing and developing the asset, perhaps looking at a partial or total divestiture of our interest or another transaction that could surface value for us, but also reserve our exposure to the upside of this project, like pursuing a public event, either directly or indirectly. To be clear, we haven't made a decision on this yet, but we expect to make that decision during this year. I think MARA is one example in our portfolio of value creation strategy. As I mentioned in the beginning, we have other assets in the company that we take the same approach, and we balance the opportunities to grow production and cash flow with opportunities to generate value in the short term. With that, I will pass it back to Daniel for some concluding remarks. Thank you, Gerardo. Before turning to questions, I will pass over a few more concluding comments. Today, we outline our significant potential, growth potential. That said, I want to reiterate that growth will not change the foundation of the company, which Yamana was built on, the commitment to our communities in which we operate. We will continue to focus on the Americas, especially on operating gold-based jurisdictions. We will not dilute our high portfolio, rather our Yamana 1.5 plan built on and optimize our existing asset base. We will continue to leverage our significant landholding together with our proven exploration technical expertise to replace depletion and grow mineral reserves and resources with high-quality ounces. Our financial strength positions us to internally fund the modest capital required to meet the Yamana 1.5 plan. We plan on continuing to balance responsible growth with a focus on shareholder return. Lastly, we will continue to advance strategic projects such as MARA and Suiai to either deliver long-term upside to our forecast or to realize unrecognized value in the near term. With that, we would like to thank everyone for attending our Investor Day, both those with us here in person and those who are attending on our webcast. Before going to questions, I'd like to thank my team who did a great job on putting this presentation together with the help of Tom and Josh, who did an amazing job helping them to do that. All our employees across Yamana that make us do really well in the past few years, and we have to thank Narupa. She's not in the room anymore, but she's the one that put all of this together today. With that, we'll take a question. Yeah. Go ahead, Anita. Hi, thanks. The question, the first question I have is with Jacobina and Phase IV, the lower grade. You mentioned there would be some lower grade ore. Can you give us an indication about that 5,000 tonnes supplemental ore, what grade that would be coming in at? Yeah, thanks, Anita. The what's quite a significant quantity of lower grade inventory that we could add to the reserves and resources. It's probably gonna be at a grade of around the 1.9 grams to 2 grams per ton in that sort of range. The 350,000 ounces planned for Phase IV, that's gonna be the combination of what we currently have in reserves and resources with the additional lower grade supplementary ore. The current reserve I think is $2.3, right? It's around $2.2, yeah. Okay. Yeah, sorry, $2.2. Then the additional would be $1.9 to $2, is that okay? That's right, yeah. The blended somewhere around $2. Right, yeah. A little over $2. I think the $350 is probably a bit of a conservative estimate if you do the math. Yeah. Yeah, that's what we're sort of thinking. Okay, the tailings facility, is that sufficient for a 15,000 tonnes per day operation? I know you've gone to or are thinking about dry stack. Have you done that yet? No. Yeah, we currently have the existing tailings storage facility, which we're currently just starting phase five, and it goes to phase seven. It's going to give us another, say, 10 years of mine life at 8500 tonnes per day. Then we have the backfill project, which we've talked about before, the hydraulic fill. We're thinking about a 2000 tonnes per day hydraulic fill plant. Last year with some consultants, we started doing some trade-off studies on looking at other alternative options as well. We have either a further expansion beyond phase seven of the existing tailings storage facility or the dry stack that you mentioned. That was looking very promising and also has some other benefits as well with its location. We're moving that dry stack study forward to a preliminary design at the moment. That $70 million to $90 million that you have as capital for that Phase IV, does that include the tailings and then additional development work to get the mine to produce at 15,000 tonnes per day? The well, the $80 million for Phase IV, it sort of, yeah, the incremental CapEx to get to the 15,000 tonnes per day. If it was CapEx that we were going to spend anyway to extend the mine life, that's not included. Like, for example, the tailings capacity, that is not included in the $80 million. Much of the development is because we will need to do more development to achieve the higher throughput grade. Sorry, that as much as the development is? The development meters, much of the expansionary capital development meters, that's included in the $80 million. The tailings is not? That's right. The, yeah, the $80 million that we quote there, it's still quite preliminary. We're gonna be providing more updates on that over the next couple of years. That's sort of our best guess, best estimate that we have at the moment. Any rough ballparks on the tailings? How much we would add on top of that? For dry stack, we have looked at $30 million-$40 million, including all the filter press and the site preparation, everything like that. All right. The next question, my last one is the heap leach at Cerro Moro. You had a target inventory of 1.2 gram to 1.4 gram per ton material. Is that already somewhere in your mineral resource, or is that just completely blue sky and you have to find it? It's not blue sky. Henry's team have been drilling those targets over the past six to nine months, I guess. Yeah. Henry? Maybe Henry can talk more about it, but we don't currently have that full five-year mine life that we're looking for, so we're sort of building that at the moment. We do have an inventory of potential at the moment. It's not in the current reserves and resources at this stage. It's too small to include 'cause you can't put. It's a sort of secondary thing for us in the exploration program, and we because it's all shallow drilling, we use a specific rig we also use in the pit. We're building it. We will have by the end of year an inferred resource, but it will not be that total amount. We're piecing it together, but we're not really in a hurry to get that number out. We have potential targets, and some of those are converting to inferred as we speak. Well, that's why too, the expansion of the mill is the priority number one, then the heap leach will come after when we have the resources. The challenge we have right now, Henry's team have, is when they drill the one gram per ton, they're finding 7 grams to 8 grams per ton, still too high grade for what we need. Remember on the CapEx question too, each of the phases so far have been more than less than half of what we were planning at the beginning. Like Phase II is modest compared to the $57 million we were talking before. Now we're talking that for Phase III. I'm assuming Phase III will come at lower cost also. Yes, Don? Henry, you're sort of already on the hook for South Deep to some extent. You're in deep. Can you give us a sense of your conviction? You've got three intersections that look good, but what's your conviction that this is actually going to be a turning point? You know what? We'd still like to see the wide veins that we initially hit at El Peñón. We thought we hit them 'cause we do get some very wide intercepts, actually. We've hit some 4-meter wide intercepts, but we don't see the kinda grades that you initially saw maybe in Quebrada Colorada. I'm 100% convinced it's a continuation of the El Peñón vein system. It is identical in all ways. We are seeing ore grades in it over minable widths. It will develop into resources. The big challenge still is to hit the next Quebrada Colorada or Orito, and we will just see on whether or not we manage to do that or whether we're still looking at, one to two -meter wide veins like we've seen in that press release. It is 100% the continuation of the El Peñón vein system. It's right down to the adularia alteration that we see is flooding around the veins, we're intersecting it. There's no differences in mineralogy or grade. The ore host is exactly the same ore host. It's simply, we're simply going down dip on that rhyolite and the mineralization continues. A couple of years ago on Jacobina, you said, if Peter and Daniel give me the money, I will find the gold. What is roughly your finding cost, and is it now, looking ahead, likely to remain at that kind of level? Then I guess the second would be probably for Luke, what's the development cost per ounce for these resources you're finding? We currently probably about $120 an ounce at Jacobina to go from potential to reserve. I think those costs will increase over time. As you can see, we're doing deeper drilling. We've also seen a substantial increase in the exploration budget, but that's really because of the target ounces. As we target growth in the production, we wanna make sure that we're ahead of that in exploration. The growth in the budget is more about providing more inferred resources critically first, and increasing the reserve base as we have over the last few years as well. Can you sustain the grade that you've been finding? Yeah, I don't see any problem sustaining the grade. Those deep pits are a good grade. The João Belo Sul and João Belo, as we go deeper, are giving good grades. At Jacobina, it's really a question of mining convenience. We could define mineralization at 3 grams, but it would not be optimal for that operation. Somewhere around that 2.1 grams to 2.2 grams seems to be an excellent grade. With higher throughput, that can probably decrease, and we'll simply adapt our resource calculation parameters to meet that grade. Most of those reefs, you'll intersect higher grade over a narrower width. But as you include parallel zones within the reefs, you can take out much more tonnage at slightly lower grade. It's a very adaptable deposit in that sense as well. Luke or Yohann, the development cost per ounce, it's one thing to find it's another to get it ready to be produced. Well, in terms of the actual cost per ounce for the new projects that we're doing, it's gonna be $250 million for 250,000 ounces additional per year. In terms of the actual cost per, like, the underground development, are you referring to or? Yeah. If Henry delivers you another 1 million ounces, what would you expect that to cost in terms of capital? Well, the advantage that we have is that most of the additional ounces that Henry finds are just continuations of the existing mine, either along strike or further at depth. There's no really additional capital to develop these zones. It's more just the sustaining capital to do the development down to these additional levels. Which is roughly per ounce? It varies a lot depending on the different mines and the different development cost of the different mines. Well, I think, Don, as Luke said, I mean, this is dependent on location, but if we consider, for example, Morro do Vento Leste, which is 300 kilometers from the processing plant, and we already have some cutters going there, so it's really like not that expensive to put in production. But it all depends on where it is located exactly, and it's mostly, I would say, by being at 300 meters to 400 meters from the processing plant, you can expect really good, I mean, really good investment and return on both of them. Great. Lastly, without hogging the mic, Peter, Argentina has been politically difficult part of the world, had its good years, had its bad years. Can you give us maybe a bit of an update of what the environment is for moving ahead a project? Maybe give us a bit of a flavor for how easy would it be if you were to decide to sell part or all of this project? What are the inbound calls sounding like? Yes. Let me begin by completing the answer to your question. I have the advantage that Jason is here, so he can feed me the information. It's about $2,000 per meter at Jacobina, and the sustaining capital all in is under $200 per ounce. It's about $150-$275 per ounce. We have $25 million of sustaining capital per year. To your question on Argentina, I take a bit of a sanguine view on geopolitics. Yeah. We all should. The way to look at Argentina today is here's a country that has infrastructure, a country that is highly educated, a country that was among the top economies of the world, admittedly quite some time ago, but still has a recollection of that is now coming to the conclusion as it fixes its problems, its debt problems, and its negotiations and settlement of negotiations with the IMF. It's now coming to the conclusion that mining must be a part of the development of the country. That's not just at a national level, as you're aware, mining is relevant in Argentina at the provincial level. It's great nationally, but you also have to be in the right province. Certainly, Santa Cruz, where Cerro Moro is the right province, where Catamarca, where MARA is the right province. What I think is very interesting is the amount of development, lithium projects, as an example, in Catamarca, the experience of Alumbrera, the effort that Gerardo and his team have put into the development of MARA, that integration of MARA and Alumbrera has really created this critical mass of thinking that says, we need to develop this project, and we need to support Yamana and its partners in the development of this project. What's even more interesting to me is that for the first time ever, we've been in Argentina since 2006, and for the first time ever, the four most prominent mining provinces, including Catamarca, San Juan, Santa Cruz, have aligned together to say, we are now this aligned group inside the national infrastructure that is not just provincially promoting mining, but we're promoting mining more broadly amongst our four provinces. I think that that's very encouraging. I haven't been to Argentina because of COVID for quite some time. The last time I was there was in February of 2020, just before COVID-19 hit. We put an idea to the national government on export taxes and how to allow projects to move forward. I am delighted that they've taken that on board. We've continued those discussions, and we're now working toward a framework of how to reduce export taxes, providing for a payback period and then a gradual escalation in export taxes from a lower base to something higher. All in all, I'd say that Argentina, this is an excellent time to be investing in Argentina. On your question of what will we do with the project, you'll have to stay tuned a little bit. As Gerardo said, and I said in my introduction, this will be the year where we indicate what is the best option available to us for the delivery of value off of this project. It hasn't escaped us the size of company that we are. It hasn't escaped us that we're entirely a precious metals company with gold and silver production. This would be a significant amount of copper production in our portfolio. On a gold equivalency basis, with more than 700 million pounds, 700,000 ounces of gold equivalent, this would be the largest mine that we have, the 56%, the largest mine that we have in the portfolio. We're very sensitive to what I said in my part of the presentation, that we wanna be very disciplined on capital allocation. This requires a lot of capital, admittedly, over a long period of time. This will be project finance. We can afford to finance the development of this project. Look at it this way. There are three buckets inside our company. There's the bucket that is the engineer. Daniel points this out to me all the time. He says, "From an engineering point of view, why wouldn't we build it? Because the plant's already built, and there's no risk because that plant's already built. At least the risk is significantly mitigated because as Gerardo said, almost all of the risk on these development projects is on the plant, it's not on the mine. The mine is stripping, wasting, and getting to ore. That bucket says, "Why wouldn't we build it?" Legitimately, the engineering is comparatively easy. The financial bucket, which is where our finance team sits in, would say, "It's a lot of capital that we need to spend." Admittedly, the equity portion would be manageable, and it's being spent by late 2023, early 2024 for a four to five years period. Again, very manageable for the size of company that we are, but particularly better manageable if we were a bigger company. Part of the approach that we're taking is let's see how we become a bigger company first, generating more cash flow, get line of sight this year on what we do with this project. That third bucket is the business person side. The business person side we should be looking at it critically and saying, "What's the best way to deliver value off of this project?" Presently, the best way to deliver value is continue the feasibility study, continue the permitting process, continue with that excellent approach that's been taken on local community relations. As we advance through that into early next year, we're in a better position then to say, how do we maximize value off of this project? I'm not saying we're gonna sell it. I'm not saying we're taking it public, although I think that's a very interesting option for us. Gerardo, you referred to going public directly or indirectly. You know, do we take a small producing copper company and maybe vent in the project for shares and other consideration? That's an option that we're considering. We're considering the development option, but the business person in me says that the development option is at an extreme that we're not ready for yet. We don't have to make that choice at this point. Just in terms of color, with the big jump in the metal prices, are you getting a lot of inbound calls compared to, say, a year ago? It's the same project. I have to say to you, if you look at our public disclosure, what we said in our January press release and our February quarterly results, we actually touched on something that happened last year that was a surprise to our management and our board. It was a genuine surprise to me. We received one and then several inbounds that compelled us to say, we're not gonna create a formal process, but we will create some form of a process to manage all of this. That's a rough way of saying that we had offers at the end of the year to buy our 56%. Our board of directors came to the conclusion that it was premature to sell that 56% because we have not investigated these other options, and we have not advanced the project through feasibility study and through permitting. As we advance it through feasibility study and permitting, right now there's a gap if you chose to sell it to its net asset value. As you advance it through feasibility study and permitting, that gap narrows. Given the strength of the copper market and what we see is the weakness in the supply side, we think that time is on our side. Hi. Just, I would like you to elaborate a little bit on your comment on scale. You know, a lot of focus on growth in the presentation, and you've mentioned, you know, maybe being bigger would be an asset for future project development. Is the 1.5 million ounces sort of the number that you think this company, you know, should target? Or when you talk about upside optionality, do you think it's something bigger? You know, what are some of the considerations you have? If, if- Go ahead. If we balance those capital allocation priorities, we wanna pay a dividend, we wanna increase that dividend, the cash returns to investors, maintaining the integrity of our balance sheet. If we manage those other capital allocation priorities, I would say that presently, let's take it in steps. Let's be gradual. We called it responsible growth. Responsible means don't damage the balance sheet or the ability to pay cash returns to investors. That high conversion ratio of cash flow to free cash flow, don't damage that for the sake of running too fast to get a production platform that is higher. We're comfortable with the 1.25 grams to 1.5 grams. That is board approved in the context of that capital allocation. We're not at the point of saying that we would go beyond that. Then a follow-on, if I may, just around the concept projects, and maybe some of the commentary around trying to make some of the lower grades work. Can you just remind us on, like hurdle rates, criteria, whether any of that has changed and, you know, how you think of that in the context of brownfield growth? Are you willing to accept, you know, lower return, lower risk? How do you look at it? Well, we always target a return that's in the double digits, always. It depends where it is. You know, if you build a mine right next to, if you expand Jacobina, you can accept a lower, even if Jacobina is always a very high return. Let's say you would go to a zone that's maybe a lower return, so in single digit, high single digit, you will still look at it because it's a small capital investment required. It depends where it is. If you build a new mine, like Wasamac is a new mine, you need that high return before you say you're gonna go ahead and build it. Same with, Gerardo showed MARA, higher returns on MARA. We wouldn't build MARA on a 9% return, you see? It's important for the company. This is how we manage our capital. We look at the project. We have many project. Yohann is coming each year with a ton of project. We don't approve all of them. We look at which project we should go and then go slowly and build them. Jacobina expansion over the years, a good example. Last year, we decided to build MARA with our partner a year sooner than planned, and we made a very good decision because we were able to build it before all the increase in steel, and then you see what the problem that happened late last year. MARA is another good example. You know, that extension to the east of East Gouldie, we have to see what, how big it will be in the future, and then we might decide to go ahead sooner. MARA is a good example too. We're building Odyssey with resources only. Now we're gonna transfer those resources into reserve this year and next year, quite rapidly now that we're doing definition drilling. We are underground to drill them, but we made the decision based on sure things we know the P2B quite well, both us and our partner, that zone was very continuous, homogeneous. Wherever we drill, we hit. That's the case. We drill the first hole a kilometer away from the actual zone, and we hit the same type of ore. Your question is a good question. Yeah, it's double-digit, but it depends which project and where, if it's especially if it's an expansion project than building a new project. That's double-digit. What gold price are you using these days? All our project, our reserve are done at $1,250. They've been done at $1,250 for many years, five years now that we're doing. We have no intent to change them. Our project are done at $1,350. That's the same number we're using to see bottom of gold price, we think it's $1,300-$1,350. When we do our calculation on return to shareholders, on dividend, on many different front, they're calculated at $1,350. If at $1,350 we have extra money, this is where we decide to increase our dividend. This is why we have increased it by 500% in the past 2.5 years, almost three years now. We're gonna start to look at that. This is what happened last year, mid-year, when we came to increase dividend again. We look at all these projects we had and say, "Okay, that's the money left. That's what we can afford at $1,350 to pay a higher dividend." We started to buy back shares, will be opportunistic again to buy back shares in the future and look at it. MARA can be a good example in the future. If we decide to monetize part of it, we might decide to buy back a big amount of shares for that amount of money. Peter explained quite well the three buckets. We want these three buckets to be looked at all of them the same way, and then none are more important, and capital investment is really well managed. You have seen in the past many years our cash is increasing despite we're reinvesting in the company, in the mines. Thank you. Yes, Ralph. Daniel, given where you are in the Wasamac process, there's a lot of optionality that is in the conceptual phase, right? Beyond 1.5 plan. I'm just wondering, have you looked at opportunities of bringing some of that forward? Or is that a question of more exploration potential, or are you seeing some of the upside on Wasamac having to compete for capital against some of the other growth projects, and that's why we're sort of seeing it in that beyond 1.5 plan? Capital allocation is a priority for us. If we advance a project, like we decided for Odyssey last year, it was really well thought that we can afford to pay more capital last year and this year. Now, starting next year, the Odyssey project will be a smaller capital. Wasamac is the same. Our target is to have Wasamac at least 200,000 ounces per year for 15 years. We see potential. You know, this is why we acquired Globex last year, and you know, the Francoeur property and Lac Fortune, because there's ounces there. There was mining there in the past. There's two wet frames, if I remember, when I visited the site. There's always one service. Exploration is using the Kerr-Addison facilities that we have there to use. If the project will compete with other project, can we advance Wasamac right now? It's difficult to advance. We are in the permitting process, and Wasamac will be the first mine to be under the new permitting process in Quebec and in Canada. That's the first one we're gonna complete, like we said, by mid this year. All the process of the environmental impact assessment was submitted by the end of this year. They'll come back with question, we'll answer back. By sometime next year, we will go into the public hearing. That will take another five to six months. Hopefully by early 2024, we will get all the permit, then construction guys will do their job. We're trying to be conservative on everything we have done in the past many years. Jacobina is an example. Odyssey is another one. Wasamac will be the same. Right now, we're saying 2026. In our mind, we would like to have it sooner. If we can do it sooner, we will. One way to do it sooner is to start the ramp next year. That's our target right now, is to do a separate permit on an exploration permit to do like we're doing at Odyssey. Start that ramp sooner, go underground, drill underground, prepare the stop. The day that mill is ready, you don't have a six to nine month, a year ramp up because your mine is ready when the mill is ready. That's what, that's our plan for Wasamac, to maybe bring ounces sooner than what we have in our plan. It's not in the plan you see now. Is there potential to go above the plan? Yeah, but our target is really the 1.5. That we see it's sure with what we have right now. May I clarify? Wasamac is in the 1.25 and then the 1.5. Yeah. In the first several years, Wasamac's production is not the average of 169,000 ounces, which is its mine life. It's 200,000 ounces per year. Wasamac's already in that 1.25. Exploration success will drive it as part of the incremental pieces that take it from 1.25 to 1.5. Peter, let me stay with you. Your cash flow conversion analysis, right? That you provided in the presentation, does that play into your return thresholds, right? As part of your project analysis. Are you setting hard targets on where you wanna be from a cash flow to free cash flow perspective over a number of years with this company as you you know commit to these growth projects? I think it would be a mistake to say that you wanna set a hard target, stick with that hard target regardless of circumstances, right? A project that can deliver high quality returns, increase production, and also get us to a lower all-in cost, that means that in the future we also have greater margins. Wasamac is an example, Jacobina's expansion is another example. It drives down our overall average cost. Our margins then are higher, so our conversion of cash flow to free cash flow in the future will be higher as well. What we're trying to say is, we're not gonna stick to a hard number, but we are gonna stick to a cushion. This year, for example, the free cash flow conversion to the amount of free cash flow is actually lower than it was last year, and we've indicated that the reason for that is because this is a big build-out year for Odyssey, right? It's a, I think, the biggest year- The biggest, yeah. For CapEx at Odyssey. It's higher than last year and it will be higher than next year, so next year's lower than this year. We'll go through this ebb and flow. The objective though is to always maintain free cash flow that is sufficient for us to continue to say we can pay the dividend, we can maintain the dividend, and we will also increase the dividend. Question coming from the web. We have a couple of questions online with a similar theme about ESG. Are there any particular ESG concerns or issues that need to be addressed before pursuing any of the advanced projects discussed today? No. Craig? No. No concern. The next one is. You know that Yamana has always been ranked on the top for our ESG performance. The company has been built upon this topic by Peter many years ago, and then this is what we have. You know, our license to operate, how we control the environment, the health and safety of our employees has always been an opportunity for us, so we see no concern. I don't know if you have anything to add, Craig, on this. Craig could respond to that, but I think implicit in the question is, at least to my way of thinking, given the climate action strategy of the company and the steps that we're taking, will that factor into the development plans of the company? The answer is yes. The TCFD report will really highlight some of that. For example, as Luke said, when we're looking at the expansion at Cerro Moro, we're also going to look at how we mitigate carbon emissions. That will factor into that ESG side of it, will factor into it. Craig, why don't you add something to it? Sure. Thanks, Peter. First of all, on the particular concerns, I mean, it's normal course permitting, building social license or privilege to operate, so those are ongoing things that we're always working on. To Peter's point, our climate action strategy has really defined how we will incorporate low emission technology into our plans going forward, and that's really important. Peter said, you know, at Peter's urging, we took on this process of defining our pathways. We have a lot of advantage in Yamana because we're an underground mining company for the most part for our scope one and two emissions. We have a high penetration of renewables in the grid where we operate. Right now, at the end of 2021, we're producing 75% of our GEOs through renewable electricity as opposed to fossil fuel-generated electricity, and that's gonna increase to 85% throughout this year as we get the Minera Florida PPA in place. As Peter said, we're already in our developments looking at low emission technologies, whether it's BEVs, biofuels, wind power at Cerro Moro. All of these options are being incorporated into our plans going forward. As Peter said, and as others said during the presentation, those changes have the ability to change cutoff grades, lower costs, extend mine lives. Well, we have growth. We show growth. We're gonna build Wasamac, and Luke mentioned it quite clearly. Wasamac will be a very modern mine, all electric, so you know, low, very low carbon emission. Cerro Moro's expansion, we're looking at windmill, and then it looks really good right now in our plan. Jacobina is going through a tremendous expansion in the past many years. Now the guys are looking, instead of trucking the ore from the underground, can we use another technology like the Rail-Veyor or conveyors that will, you know, have a lower carbon emission. The guys are looking all the time to find solution in our growth, in our project to find, you know, ideas that we don't increase our gas emission by increasing our production. Josh? All the other online questions have been addressed to date. Ingrid? Daniel, I find it interesting that you have Cerro Moro heap leach as a concept stage and La Robela as advanced. I think we've heard more about Cerro Moro. What needs to get done for that heap leach concept to move into the advanced? And then a follow-up on La Robela. What sort of... I guess following up on the IRR discussion, what sort of IRR would you target for a project like that? For the heap leach at Cerro Moro, it's easy. We need the resources, the ounces. This is what Henry is working on because all the metallurgy has been done on it. The recoveries are amazingly good on all the tests we have, the tests we have done. We know the CapEx we need to build it. We know where it's gonna be at Cerro Moro built. Now there's a lot of the engineering phase done on the study of the heap leach. What we need now is the ounces. We don't have that amount of ounces that will guarantee at least five years of mine life. That's our target. Like many targets we have at Jacobina example, we never went into expansion without having the reserve being stable. That's the same for this. We need enough ounces to go ahead. This is why we're saying now that the plant expansion at Cerro Moro will go first, then the heap leach will go second. In the past we were not sure which one will be first and second. They're mostly about the same capital, but now the plant expansion seems to be easier because that plant was built expandable. So this is what we will do. But we don't have the ounces. We hope by the end of this year, like Henry mentioned, to grow resources of low grade ounces. But I mentioned before, right now we're drilling for those low grade, and we're hitting high grade. So that's a good problem to have, but we know area that hopefully will have those lower grade ounces. On Lavra Velha, maybe Luke, if you can comment where we are and then what we're doing. Yeah. Well, Lavra Velha we actually have the existing resources at the moment that we said in our statement at the end of the year. We'll be updating that now with the drilling from the past two years. We should have a new resource update by the middle of this year. From there we're, like Henry said as well, we've already done some preliminary metallurgical testing on that, so we'll do additional metallurgical testing and move the whole project forward to a pre-feasibility study. One of the questions was what type of return are we looking for that project? At Lavra Velha, I can't remember the return off the top of my head. I'm pretty sure it was more than 20%. More than 20%. Again, there's huge potential to grow Lavra Velha in the future. They were quite successful at finding new zones there. The beauty of Lavra Velha, I think Johan mentioned it's we have already a very experienced team in Bahia and in Brazil with Jacobina, who has shown what they can do with the project. Any other question? If not, I think there's lunch outside for everyone. Thank you for coming. Thank you.