Okay. Hello everybody and welcome to this half year financial report webcast of FIFAX. Let's start immediately. We are here myself presenting, and with me I have Linda, our Chief Financial Officer as well in the room. We also have Tapio Pesola online who will help us to facilitate the Q&A part once we come to that. As a reminder there, in the webcast environment, you can use the tool there to enter questions into the chat box and then Tapio will coordinate and facilitate the sort of session at the end. Let's start with the actual contents of the day. We published this morning at 9:00 A.M. the first half results, and then in this presentation we'll highlight a few of the key things reported in the report and of course also take a look at the actual financials. In introductory summary, the situation which impacts the whole situation for FIFAX a lot of course is this IHN outbreak in June. Our work now is focusing then on managing that situation and restarting operations after the required actions due to the IHN outbreak. We were on track to reach the full feed fish stock in the run-up to the outbreak. We had also actually since last September been able to harvest at a stable rate of 10 tons per week. That was also then set to expand together with the full stock. This IHN outbreak, which we'll go into a bit more details later here, in June, obviously to a large extent reset the whole situation for the company. Now I actually realized that I didn't start the presentation yet, so many apologies for that. Luckily we are only on the first slide. This is a new tool, so slight glitch. Now you see this hopefully. Sorry about that. The outbreak of the IHN virus to a large extent reset the whole situation of the company and we now are then facing an operative restart. After the outbreak, the key events have been very much controlled by the authorities, the Finnish Food Authority at this stage. There was first a decision to cull and harvest all fish, then the next step is to sanitize the facility, but more about this then. In summary, we face a restart of the actual farming operations after these measures, and that contains a lot of planning. It's now ongoing how we actually can do and will do the restart, how we ramp up the production, and then also the related financing elements to be able to do it. As we communicated already earlier, the short-term targets we had, which were focusing on reaching this full fish stock and output, are for the time being postponed and they will be updated as soon as we then have the possibility to take a firm view on what will happen next. Looking ahead in the time after the restart, we see that the long-term outlook for the sector and the land-based fish farming overall remains very strong and there's still a growing interest and a lot of projects starting. There are several factors in the FIFAX, how would you say, toolbox and the whole setup that support a successful restart when moving ahead with that. Let's briefly recap what FIFAX is as a company, for those who maybe are not that familiar and to set the scene. The company was originally established, registered already in 2012, and the project set off from there, with the target to produce sustainably farmed rainbow trout in its own facility, the first one in Åland Islands. What we do is that we farm this rainbow trout in a land-based facility, an RAS, recirculating aquaculture system facility. We've taken that system to a quite advanced level in terms of especially the sustainability part. How little water we use and how well we clean away the key pollutants for the Baltic Sea region, nitrogen and phosphorus. With this solution, we provide very strong solutions to the key environmental issues that are present in the conventional fish farming methods. The facility is located on Åland Islands in Eckerö, on the westernmost coast of Åland and also the westernmost coast of Finland. The capacity of this first facility is 3.2 - 3.2 million kilos of fish annually in live weight before slaughter. We completed earlier this year ASC certification, which is the key global certificate for sustainably farmed fish, and we are the first and only ASC-certified farm in the not only Finland but also the region here around the how would you say inner Baltics. That is a kind of clear proof then that this method and the processes that we have established and the operations that we've had in place fulfill the quite stringent requirements that the ASC quality system places. The key target markets, because we are in Åland Islands, are of course the neighboring Baltic Sea states here, so Finland and Sweden in the first place. The whole idea of a facility like this is that you can produce this fresh fish steady, in a steady flow, all around the year. During the first half, the period now reported, what we can say is that it to a large extent verified the concept of FIFAX and the operations that we have been developing here. The biomass was on track to reach this full level before we then contracted the virus and ran into these difficulties. I'll tell a bit more about that on the next page. We were also, as mentioned, able to keep a steady and stable harvest level of 10 tons per week since the previous September, and that actually continued even through the culling period when the facility was emptied of fish. We did very much progress in the commercial side. We expanded our customer base well with new customers representing different segments of the fish market. The demand was really rising. Prices developed very positively. That was of course also the whole fish pricing overall globally developed positively, but in our case also this was a really nice development. There was a lot of work behind this related to the whole go-to-market approach and different processes and practices and readiness elements that we need to have to be able to serve a broader range of channels and distribution and that led to good results. We started delivering to different channels and also here towards the end of the period directly to retail channel. That we got really the connection directly to the final point of sale and got really good feedback for all fish that we delivered about its quality overall. We had a really nice, how would you say, really nice thing going on and everything was looking good. A brief look at the biomass development more so. The overall volume was developing steadily. The oxygen incident from last year was still reflected in the largest amount of fish because those fish were there. The biomass for that was a bit patchy, so to say, with a lot of variation. We nevertheless managed to keep that steady and stable harvest level of roughly 10 tons per week by very tight management. The coming sales was developing well underneath, so these new batches were growing and you can see them here in that colors up to first the pinker ones up to 800 grams, and then there is the lighter blue shade, which is 800 to 1,700 grams, which is just about to become a sellable fish. How the model farming works is that the fish grows quite steadily but the weight gains exponentially and that accelerates through the end. As you can see here that these pink lines were developing on a steady nicely growing track and same with the blue one. We were just about to then reach these really good volumes and then corresponding also harvest levels when then we got stopped by this IHN situation. Okay. The IHN situation happened really at the end of the reporting period, but was the biggest event naturally. Let's spend a bit of time then what that means. Here is the very complete timeline of what directly happened. We noted in June first that our mortality rates increased suddenly to a quite high level. In normal order, what we do always when there's anything a bit that is a question mark and even routinely if there isn't, we send samples and take samples and send them to various places to be analyzed depending on what the topic is. In any this type of event, we immediately send samples to the Finnish Food Authority. Then finally, but everything else was clean. Then the IHN virus tests, which take a little bit, it doesn't come in days, it takes a little bit longer. Then we got the very unpleasant information that there was IHN confirmed in our fish. That's when we then issued the company release, published the company release on 22nd of June, telling that this has happened, and that then immediately the investigation goes on. IHN is a serious fish disease which is by law required to be fought against. Hence there is quite clear view already from the legislation that what in principle level happens. There was some time of planning and investigation that how it plays out in our case. The next decision was then the order to empty the whole facility of fish. This decision we got on the 11th and issued then the company release on that as well. The Finnish Food Authority ordered that the whole facility needs to be emptied of fish so that the fish that is of sellable size and symptom-free so that it can find a market and is good quality and healthy to use was to be harvested and sold, and then everything else was to be culled and taken away to be treated and processed in the required way for this type of fish. After that, after some further planning, because this is quite rare virus and implementing this culling operation in a land-based facility of this scale is not really common, new methods had to be developed. How do you in practice do that, even if the principle is clear. Then the project started a bit later and was completed according to plan. It took roughly three weeks for us to, under the supervision and directives of the food authorities, then to empty the whole facility. Two weeks ago, the last fish on Thursday were transported away from the Eckerö facility, which is now completely empty of fish, unfortunately. Then, roughly at the same time when the emptying was done, we got the next official decision, which is also anticipated. Of course, then the facility next has to be sanitized and cleaned to make sure that the virus is removed and destroyed. This planning is still ongoing. This is again a new situation, uncommon situation that's how in practice this process is done in a facility of this scale and this structure. We are waiting now then expecting to get the detailed plan for the sanitation from the authorities as the next step, which then enables to start going forward on that path. A bit more of that in a couple of slides. A very key point to raise in this IHN situation is of course the direct financial impact. We expect to be compensated for the direct impacts of the incident. Actually, the legislation already defines the principles, how they are outlined here. There are two steps in the decision-making. First of all, this harvesting and culling, like I already mentioned. On this part, the direct costs for the culling project are assumed by the government. In addition to that, the company is entitled to apply for compensation for the fish that has been removed due to this culling order. According to law, when determining the level of the compensation, it's based on the market value of the fish. The other part, the sanitation project, which is still forward there, the principle is similar. It's ordered by the authorities and the government assumes the direct costs incurred by implementing the sanitation plan as issued. Then in case there are equipment and materials that cannot be sanitized but need to be destroyed and replaced, the company is entitled to seek compensation for those elements as well. This is just good to note that this is not a self-evident situation globally. That actually shows the strength in our overall national system. To say that there are these opportunities for compensation. The full burden is not borne then by the actual company doing the farming. The really big question on everybody's minds and we have been obviously working on this and following the investigations driven by the authorities on identifying the source of the virus. That is really the big question that where did it come from? That is important, of course, for us to be able to improve the setup so that it wouldn't come again. So far the final exact source has not been possible to fully identify. There are some things that the authorities have concluded, and also ourselves, and we can hence, for the time being, exclude some sources. First of all, usually in these cases, the likely sources are imports or intakes of live material because this virus lives in fish, and it needs live fish to sort of be able to stay alive and spread further. The natural channels to investigate are the eggs we take in and then the fish that we take, the fingerlings that we take in from our suppliers. All tests from these source suppliers that have been done after this event have been negative. We have also quite strict controls for intake, doing continuous tests before admitting this material into our facility. On that line, nothing has been possible to confirm. Also tests taken in the surrounding water bodies in the sea outside from fish there have been negative. There is also quite close from us outside. There is a conventional fish farm that has not been that has also tested negative even after the event. That cannot be confirmed. We also know, which is from our own perspective, really interesting and important to note that our facility consists of several sectors or departments or parts and the hatchery and fingerling area is its own entity and the virus has not spread there. It actually means it confirms that the eggs cannot be the source and it also indicates that it hasn't come into the factory through the seawater because otherwise it would be there. It can be either that it has not been in the seawater or then it means that our own hygiene systems and disinfection systems for incoming water have worked. Most importantly, it shows that despite this virus being wildly spreading elsewhere in the factory, we have managed to keep it outside the hatchery and fingerling area all the way through the end. The last tests from there were taken the last day when there were any fish when they were culled, and that was at the end of the culling period overall, that we know. These have been so far possible to exclude for the time being, but the investigation continues and the authorities are continuing their studies and inquiries, also internationally to determine where it could have come from. Regardless of the source, the virus has somehow got into the facility and now the sanitation is the next step that we need to do. This is a top-level indicative assumed plan as we at the moment understand that what will happen next in the terms of the steps if it's interesting. The final plan, as noted, is still being prepared how this actually is done. There might be changes into these steps as well, but the overall flow should go roughly like this. The sanitation has started with the first preparatory step, which is to empty water from the facility to start with. That started actually a week ago on last Thursday. The next assumed steps awaiting final confirmation then from the Finnish Food Authority is first, mechanical cleaning of the whole system and equipment and so forth. Then again rinse and refill the whole system. Just a side note on that, the water amount in a full system is 24,000 cubic meters. So with the water flows that we have, it's quite a long time between one week -two weeks just to empty it or fill it. It's not something that happens overnight. Anyhow, then it's filled again with water, and then comes a sequence of various disinfection measures which are performed. Then again, water out and finally, after the actual sanitation operations, there is, and this is in the various directives stipulated, that there has to be a dry period of minimum six weeks. This can be longer depending on the authorities' view that how well the sanitation measures have been successful, but it's minimum six weeks. After that, again, water into the system, and then of course it has to be tested and verified that the virus has disappeared concretely. After all these eight steps, then, the expectation is that the authorities lift the ban of taking in and moving out live material from the facility and the farming can start again. What the timeline here is, that is the big question and that is still open because we don't have the final plan and the detailed plan for the work here, which is still being prepared. We cannot fully estimate yet how long this exactly will take and that impacts of course also then our possibilities to estimate exactly the restart and re-ramp up timeline and how would say growth curve, how the ramp up curve looks like. That gets precise steadily as the planning advances, and we expect to quite soon get the next level of details that takes us onwards. This is all prepared in very good collaboration with the food authorities, and I'm sure that we will get a really good plan to do a successful sanitation. Okay. Before then moving to the part that what happens then next, let's jump into the actual numbers and look how they look, and then also how the IHN situation is reflected in those. As noted, the first half developed operationally well until the outbreak. The total harvested weight was a bit lower than what was harvested the first half last year. And there, still, as I explained on that biomass curve, the recovery of the oxygen effects a year ago impacts were still visible in the sense that the flow of fully harvestable full size fish had spots and patches. Regardless, we managed to maintain a kind of stable level of delivery of 10 tons a week. That continued even after this period until August, when the final fish was removed from the facility two weeks ago. We have developed the sales function and then operations much since the prior year and also then due to both our own activities and then the market overall, the price points have developed well. With also a broader customer base, we have been able then to capture the rising market prices quite well. Overall, the June outbreak numbers of IHN do not much show in the numbers yet because confirmation got quite late and then a bit before the rise in mortality impacted already then the harvest in June, but not yet that much. Most of the half year period was in fact quite business as usual. Still of course in ramp up, but ongoing. As we just went through most of the direct costs of the cleanup of the virus and treatment of the virus, including the culling of the fish are expected to be compensated. That is actually then based on the law that we refer to here. If somebody wants to check, it's the Animal Diseases Act. Eläintautilaki in Finnish. Paragraphs 84-86. That's a side note. What we do see here from the outbreak, however, is that the mortality and then the lost growth increased costs by roughly EUR 0.3 million. There are minor provisions in the costs in relation to the outbreak that are then to be realized during the second half. On the balance sheet side, our assets, what you see there is the RAS facility as it is, plus the biomass of EUR 1.7 million, which by now of course then after the end of the period doesn't exist anymore. It has been culled or harvested and sold. As we are seeking these compensations for this, at this point, there is no need for write-offs. In terms of liquidity, the assets total EUR 5.7 million, of which cash EUR 3.3 million. On the loan side, we have EUR 4.8 million loans from financial institutions which have been there for a long time. According to the current schedule, contracts, the maturity date is in April next year. The situation here, looking overall, is how it's visible from the numbers. It's not where we want it to be when the year started, and not maybe the best for starting operations when you look like this. What we however have is a strong equity position. We have a fully operational RAS facility that has proven its capability. Once the sanitation is completed, it can restart again. What is not maybe visible in the numbers, but good to lift here on the balance sheet page is that we have one of the very few RAS teams in the world who have a real hands-on experience of operating a large scale RAS facility, actually delivering fish with good quality to the markets and understanding the intricacies and complexities of this still emerging mode of operation. If we then go to what happens next, like I said at the beginning, this IHN outbreak was very unfortunate, to put it mildly, and it reset in many ways the FIFAX well-started operations. The next step is that what we are facing is the restart of production and operations. That entails a number of course, areas where we have been now working throughout the summer already in parallel with the actual managing the IHN situation. Preparations operationally, how do we restart operations when the moment comes? What do we do during this sanitation period to make it as smooth as possible? Development activities, how can we make sure that our already good facility can be even better so that we can reduce the risk and of something similar happening again? Then also mitigate the possible effects in case something similar or something still unknown happens again. That comes down to both biosecurity measures and then technical adjustments into how the facility is set up. This is one area. Of course, financing solutions to be able to undertake this re-ramp up in accordance with the final plan. As part of it also, is what the best commercial approach is to make an as efficient operational restart as possible. With this means, I mean, we have a very clear commercial strategy, but this is a good point to see how we can best and most efficiently come back to being in sales with the best possible outcome. Slightly opening up what was mentioned there on bullet point two, or not bullet, but this second bullet from the left or bullet, on this, what type of improvements or upgrades or developments we are looking at. The leading principle, we had some, not just some, but quite much learnings already last year when going through the follow-up of this oxygen incident, which also was mainly due to an external reason. Then we implemented a lot of technical changes to, and also process changes to how manage that specific thing. And there the key word of resilience already was a leading principle. Now, this again emphasizes the need to make resilient systems. That's what we now are working on, how can we further make our ultra-intensive RAS model more resilient so that we can go through challenges in the future and mitigate risks. We already have a strong foundation. The model already is well protected from the outside. It doesn't impact the outside with the process, how it works. The inside consists of several segments and compartments, and there are a lot of technical things where we can limit impacts of an event to one area. In this virus case, it infected the whole grow-out, all three grow-out units, but it got through all of them. There is clearly things that we can improve. The good foundation comes from the observation and the fact that we did not get infected in the fry-fingerling and hatchery areas. We managed also even to keep the ravaging virus in the whole big rest of the factory from entering this same area, even throughout the whole culling and cleanup and that period. That gives a good foundation. In very principled terms, what we are looking at now is to still increase the water treatment pre-facility to further make smaller the risk of something entering from the water outside. On the other end, same thing outwards. We want to be considerate even more to make sure that if something is in the facility, we don't let it out. Inside the facility, we see based on this hatchery experience that we will take this concept of compartmentalization further and then as part of that also implement new ways of working and heighten the sanitation practices. I visited myself several other land-based facilities in different areas here over the past years. We were already on a level clearly above average in how we manage the biosecurity. Clearly there is room for improvement, and we have a lot of ideas what we can make better. As a result of all of this, we see that we get the decreased risk of incidents. It's not only viruses. It can be other type of biological risk, but also technical effects. In addition to decrease the risks, we see that if something happens, there is more resiliency so that the scope of potential impact is limited more. We also see that the measures that we are looking at need to be efficient so that there are no meaningful or significant OpEx impacts. As a result of looking at the biosecurity questions and these elements, it also leads to, again, better conditions for the fish, which directly leads to improved performance in terms of growth and mortality and feed conversion and well-being of the fish. In summary, where we are and what are the next steps is that we see that during 2021 and 2022, up until this summer, the concept has been very well verified. Our operational capability to actually be at the full production level was realized, and we were just ready to roll. Not only technically and operationally, but especially also in the commercial side. We made a lot of progress in the whole go-to-market approach. We've behind the scenes worked on our branding, on our product portfolio, and that sort of product mix. We worked on the channel development and channel expansion and set up all steps and elements to be able to serve the market in a very efficient way. We've expanded the customer base already with these numbers of fish and so forth. Very good base. Now we have to manage this incident. We have emptied the facility of fish. Next comes the sanitation, final schedule and details to be confirmed, and hence we are in a bit of a gray state still that we don't know much or not everything and have to do assumptions. But at the same time we are planning several actions to reduce risk and mitigate the effects of possible future incident. The next step is to return to implement our growth plan. There we are actively now planning how we restart the operations, so that it happens as fast as possible, but at the same time with increased resilience and performance. Our plans to expand the capacity continues. We are still set to and determined to expand the farming capacity in this field, which has a lot of future. Our short-term targets due to this event are presently postponed, and we will update them as soon as we have the possibility to establish for ourselves that how the future looks exactly in timings and how the restart plan then can be set. As part of this, we need to, of course, also secure the financing to do what we plan. Hence we are working on and evaluating different alternative financing parts, which are then linked to these different alternatives also for doing the restart and plans forward. As a conclusion then, an update on our targets like we have announced and stated here earlier in this presentation. We have postponed the short-term targets, which we'll work to reach the full capacity and output and start the concrete construction of the Eckerö expansion until we have a better grip on and full view on the requirements from the authorities for the sanitation, what plan is to be followed, and what timeline is implemented and based on that, what our restart plan exactly is. We will update this as soon as possible. However, we retain these midterm and long-term targets that we intend to expand the farming capacity and still target, keep these targets of revenues and EBIT for 2026. Long term further expansion is on the target list. Why do we believe that these mid and long-term targets are still valid and also that there is a basis for us to actually do a restart? The big picture for the need for fish overall and sustainably farmed fish, specifically has not disappeared anywhere. If I start from the right here, there is a growing global demand steadily. I think one reference number of the market is good that the total production of salmonids today is somewhere between 3.5-4 million tons globally. Roughly 3 million tons or a bit more are farmed salmon. There is a growing demand. At the same time, the total production of red meat type of proteins is roughly 100x that amount. With the trends of people moving from less to more sustainable protein sources, there is a transition ongoing and there's a growing demand for fish and especially then for farmed fish that this whole picture is supported by the price development. This year, we've seen very, very strong price development, partially due to the inflationary reasons and partly due to the Ukrainian war situation, but also supply and demand. Basically, there has been less salmon in the pipeline, which has driven up the prices. The demand is seen to keep, also. It's estimated that the price level will remain reasonably healthy. Coming to what we do, especially ourselves. What we have gone through in this presentation is we have a really solid base here with the technical solutions and the operational experience that we have and the customer and market activities that we have there in place and already built approaches. Then also the fact that we have, which is quite unique in this industry, practical large scale experience of operating large scale RAS as one of the very few and early teams in the world. Hence we see that we have provided that we get to the point that we get these plans nailed down and the timelines confirmed. We have a very good base to actually then do a successful restart as soon as it is possible. With that, I conclude and now we have some time left then for questions and answers. Here I'd like then to invite Tapio to open his microphone and start helping us. Thank you. Thank you for the presentation, Samppa. As mentioned, now we have time reserved for discussion, and we will start taking questions from the audience. Before we begin, I would just like to remind all our viewers that you may still ask questions by using the comment feature available on the webinar platform, just below this video stream. Okay, let's start. The first question comes from Pauli Lohi, the analyst from Inderes. Pauli asks, how much revenue will you gain from selling the fish you had in your inventory at the end of June? Yeah, well, actually, we have already sold that fish, so there's no fish left. As mentioned two weeks ago, the last was put out. It's actually mentioned in the first half report in the events following the period. Roughly EUR 0.3 million was the second half revenue, meaning July and August, selling of harvested fish. In addition to that, of course, like I said, we culled the rest of the fish, 250 tons, roughly. For those, we are applying for compensation from the government. This is not revenue, financially and technically, but anyhow, it will then bring in some other income, so to say. Okay. That hopefully clarifies it. Secondly, we have two questions actually, related to, the same topic, the planned ramp up of production. First we have Johnny Mattsson asking approximately how long will it take for FIFAX to resume sales by generating revenue after restarting productions, following the sanitation and approval from the authorities? And then secondly, so that was when will you be able to resume sales? And then secondly, Pauli was looking a bit more ahead. How long would it take to ramp up production to full capacity, assuming you have financing secured after the sanitation approval? I think those are really the key questions. Very good and well noted. We cannot say this exactly yet because I said the final sanitation plan is missing and that impacts the timelines and it also the measures taken, the sanitation and the final steering from the authorities in combination then for our own ramp up planning implements the exact model which is most efficient. This is impacted by the fact that from the date when we can start farming what model we finally then use in terms of that do we start with eggs or do we start with fingerlings or what kind of combination happens from this? I can't answer that exactly, but if I kind of say at this stage, the timeframes, the longest perspective would be to only farm from eggs. It can be checked from any textbook that it's roughly 18 months, 16 months-18 months to full size in our case from eggs. That's a very long time. Our interest is to find a model where we optimize this ramp up curve and can get to revenues as soon as possible and then also as soon as possible to full output. What that exactly means, I can't comment at this stage exactly. Okay. We have another question from Pauli on costs. Pauli asks, what's the ballpark number for the required investments in your facility to improve biosecurity? Perhaps the other things you mentioned at all also in your Yeah presentation. Well, again, planning is ongoing, so we don't have the exact ballpark number, if you can say like that. But we are talking about quite modest investments in the light of what we already have there in the facility. So not significant, so to say. Okay. Thank you. It's personal smaller upgrades and of course some investment, but to a large extent it's a question of reapplying and changing the setup in a little bit different way and then some additional equipment and so forth. It's not enormous investments, if I put it that way. Thank you. We still have room for more questions, so if you have a question, please post it using the comment tool. In the meantime, I'll ask a couple of questions myself. What could cause the next incident? Is this industry? How do you feel about it? Is it too risky or how do you see this? I think this is a really good question also, so thank you Tapio for that. If we think first of all in our industry-specific. Land-based fish farming and this type of highly intensive RAS specifically is to start with more sustainable and also more resilient and protected to various incidents compared to for example, conventional fish farming where you are fully at the exposure of the elements and diseases and pollution in the sea. We are more protected. In that sense it's less risky. These challenges at the same time, they are not unique to just this industry. This type of, especially this IHN case and similar viruses, they are part of the risk profile in any animal farming and food industry in general also, not only animal keeping, but food production where hygiene and diseases and pathogens are constantly present. Hence, I would not make the conclusion that this industry is simply too risky like your questions. But what could cause it? It can be, we try to avoid it, but there are diseases, pathogens, pollutants, and then technical disturbances like we learned last year with the oxygen thing. Then by planning and designing the right setup, you can avoid this. Fundamentally, there's a need for this type of end products. This is not the kind of obscure idea that let's farm fish. It's something that the world needs going forward. We see it so that we just need to solve this and make it as low risk as possible. The resilience can be improved steadily. Now we are planning to take the next steps in this. At the same time, what is good to note is that we are, by doing these things, creating new practices which in this sense, when we are among the first ones in the world doing these type of things, it's creating at the same time industry-leading practices. Exactly. We have another question from the chat from Björn Nyland. What is the forecast of how much compensation you will seek? It's based on the full stock that we lost. 250,000 kilos roughly were culled. Then it's according to law based on market value of that fish. That is the amount of compensation, but I can't at this stage give the exact number to you. It's significant, I mean, in that sense. Good to note that it's by the stipulation, it's based on the market value. It's not the stock value, for example, in the books kind of directly that would be used. Okay. Another question came from Nicholas. Could you please briefly discuss and quantify the impact of rising electricity prices on the profitability of Fifax once the production is up and running again? Obviously, we don't know what the prices will be at that point. Reflecting the recent changes in the electricity market. Thank you. Thank Thank you, Nicholas. That's a very actual question, obviously, which is on the mind of every private consumer as well. Electricity is a central part of running a facility like this. We use quite much electricity in our operations and there we are in the sense in the same situation like any industry that uses electricity that we just have to follow the situation and kind of accept the prices. At the same time, it's very crucial that we do all the possible things we can to reduce the need for electricity, meaning minimize the energy consumption needs. I mean, looking at the perspective roughly, so our largest cost driver is feed for the fish in the operational costs. Actually electricity and personnel are roughly in the same ballpark. It's an important part. It's clearly smaller than feed, so not large, but it's important. Here, this energy efficiency is very important as a one example of that. For example, is then that how much cooling we need to use, which drives it a lot. The pumps and stuff you run all the time, but then the cooling, which we do basically all around the year is a central part. Here, for example, earlier this year, we managed to improve very much the steady temperature of the water that we get in from the sea, so that our incoming seawater temperatures have been... This summer, even if it's been very hot, they have been lower than previously once they come into the factory. That, for example, impacts the electricity consumption directly. Similar things we try to continually find places. Then on top of that, of course, we are looking at that, transitioning even more to what source of electricity we use. I think that is quite common question for everybody for the moment. Niklas also has a follow-up, detailed follow-up here. Do we have an estimate of consumed electricity in kilowatt hours per kilogram of fish at full production? Very specific question. Yeah. Roughly, yes. I can't answer exactly an estimate of full production, but I can say that it's been what we said earlier that in different situations the last couple of years, the level. At last year, for example, it was somewhere there around 700,000 kWh per month. So quite big amount, 10 MWh per year, roughly. Most of the facility has been running, or actually all of the facility. The moving part comes then from cooling, specifically temperature management and some other parts where biomass impacts. There you can do some math maybe yourselves. Yeah. At the same time, we, for example, this year have been able to lower the cooling part. Okay. Thank you. Still time for a couple of questions if in the audience you have them. You mentioned personnel, and before you spoke of the unique expertise that your employees have acquired over the years. How are your employees feeling amid this situation? Are you able to retain your employees after this sort of incidents? Yeah. Maybe I start by answering by extending a really, really warm thanks and to our employees who have done a fantastic jobs to throughout the summer. I mean, it's been a time that nobody wishes for during otherwise sort of relaxing summer months. It's been very difficult. But at the same time, we have a staff that's been with us for a long time. There are people who have been almost from the start, and they've been through quite challenging ride up to this point as well. What we have seen is really a commitment and determination to solve the situation and do what is needed. Now, like announced also, unfortunately, due to this situation, we've had to go through this change negotiations and that have led then to temporary layoffs for quite large part of our team. Despite that, there is this. We see a really strong commitment and we feel that we are able to retain guys. Of course, there will be some people who see that this is a moment when they can think about doing something else. Overall, I mean, we have a very committed and good personnel, and this is a really nasty situation for us, everybody. As I'm sure everyone understands. Janne Nylund sent another question on cash flow. Obviously it could be difficult for you to comment, but how much extra financing will be needed and when? Yes. This I can't give the exact number now. Referring back to the thing. I know it sounds a bit stupid, but this is how the situation is that the final sanitation plan is still missing, hence we don't know the exact timeline and scope, how that goes, and we don't know how the cash flow during that turns out. Then it impacts the restart and re-ramp-up. That impacts also then when we start, how the ramp-up model looks that what, for example, fingerlings are available at our suppliers at that point because the situation is different. There are too many unknowns for us to give an estimate for that yet. As soon as we are able to do that, obviously we will bring it forward. Understandable. Okay. We are approaching the end of the Q&A. Just as a reminder, what will be the next significant milestone for Fifax, and what's the next piece of information that you hope to be able to share with us? Very concretely, the next significant milestone is that the sanitation planning is advancing so that we get the plan and can continue then with ball number two and three and four and onwards on that graph I showed. That gives us the base also then to calculate a bit more onwards. That's the next milestone, and we will inform when we know more about that. After that, the next really good important milestone is obviously when the sanitation is completed. Then looking ahead, the important thing is when we can start reproduction and so forth. We will inform along the way with relevant information as soon as we have the possibility. Excellent. Okay. It seems there are no further questions at this time. I will now hand over to Sampa for any final remarks. Thank you. Thanks, Tapio. I don't really have any more remarks. I think this was very sort of thorough and well-formulated, these few questions as well. I think I have been able to tell you everything that I might have planned. I want to thank everybody for taking the time to join us and wish you a good end of the week here, the last warm summer days ahead of us. Also thanks for the support mentally, which I think I sense here through the lines in these challenging times for the company. Thank you and bye-bye.