Welcome to today's Centamin 2022 Interim Results Report. Apologies, presentation. As a reminder, if you'd like to register questions, you may do so by pressing star followed by one on your telephone keypad, or for those of you on the webcast, you can submit questions via the Questions tab. I'm now going to hand over to Martin Horgan, CEO, to begin. Martin, please go ahead. Good morning. Thank you very much for that, and welcome to this presentation for the first half results of 2022. As mentioned, I'm Martin Horgan, CEO. I'm delighted to be joined today by my colleague, Ross Jerrard, CFO, and Michael Stoner, our Group Corporate Manager. First, we'll take you through an overview of our first half performance. Ross will then take a deeper dive into the results, and then we'll look at some of the opportunities we're working on that underpin our work, which is focused on maximizing the value of Sukari, our exciting pipeline growth opportunities. We'll then finish with a look forward to the second half of the year, and then open up to questions, of course, Ross and I'll be happy to take. Just moving on to the disclaimer slide. I'm sure you'll have all read that and digested that, by now, so maybe we can just move on to the next slide, please. I'm delighted to report that I believe we delivered a really strong performance over the first half of the year. We saw continued operation delivery against plan at Sukari, and we'll simultaneously advance a number of our strategic projects. Sukari delivered a financial and operating performance in line with plan. We saw gold production of just under 204,000 oz at an all-in sustaining cost of $1,446 per oz. This was the seventh consecutive quarter of delivery against plan and continues to underpin our focus on consistency at the mine. This production and the financial performance also takes into account both the transition of the underground mining operations from contractor to owner during the first quarter of the year, alongside that current global inflationary cost environment we find ourselves in. Due to our ongoing focus on compliance to operational plans, aligned with the strict business cost control measures, the company remains on track to deliver our annual cost and production guidance for 2022. There's also a period of significant reinvestment at Sukari. We invested some $152 million into various projects that we believe will help to extract the maximum value from Sukari in the medium to long term, and it's a clear demonstration of our faith in the potential of the mine. We're through the peak capital spending for the year, with some 65% of our annual budget of $225 million invested during that first half. Exploration is the lifeblood of our industry, and we remain committed to value creation through the drill bit. First half of the year, we invested some $17.6 million of our $25 million budget into our exploration projects in both Egypt and Côte d'Ivoire. We believe they have the potential to deliver long-term meaningful growth for Centamin. Through this period of investment, we've maintained a robust balance sheet. We had some $175 million of cash and cash equivalents at the 30th of June, plus significant post-recovery balance dues, due to us from Sukari as a result of our investment in the mine. We continue to progress our capital structure review during the first half, and we'll update you later on this initiative. Having achieved delivery against plan in the first half and reflective of our confidence in the second half of the year, I'm pleased to announce today that the board has recommended an interim dividend of $0.025 per share, which is in line with our previously announced plan to recommend a minimum annual dividend of $0.05 per share for the full year. Next slide, please. We remain focused on the protection of our workforce and the local communities that we work in. The threat of the reemergence of COVID remains in the background, and we've maintained our vigilance and kept in place a number of COVID protocols at the Sukari site. Mask wearing, social distancing, and a focus on hygiene has meant that we've had no material impacts on our operations over the first half of the year from COVID. Away from COVID, our efforts are centered on our operational safety performance. We target a zero-harm workplace, and over the first half of the year, we unfortunately suffered a single lost time injury. The incident has been investigated and the corrective action plans issued as a result of this review. Notwithstanding this incident, we've continued our progress around improving our operational safety performance. The first half of the year saw us maintain the positive momentum that we've been making since 2019 on our total recordable and lost time injury frequency rates. There's always room for improvement, and through training and vigilance, we aim to keep up this improvement in performance as we strive for that zero-harm workplace. Next slide, please. Alongside the Sukari mine, our most valuable resources are people. We continue to develop our education and training programs that look to identify, develop, and promote the local talent that Egypt possesses. After the establishment of the Sukari Diversity Committee in 2011, I'm delighted to report that during the first half of the year, Sukari recruited 11 women into professional positions across the mine site, including administration, environmental, and geology sections. This approach has been completed in line with recent changes to the Egyptian labor law that now opens up a wider range of roles to women within the mining sector. We at Centamin are pleased to play our part in the development of the broader Egyptian mining sector. This is the first step on an important road, and we'll continue to promote gender diversity with employment targets set for the mine in 2022 and beyond. In 2020, we started developing the Centamin Capability Framework, which includes succession planning and training needs analysis to ensure that we're attracting the best talent and are developing the required skills and empowering the workforce with the knowledge and tools they need to deliver operational excellence. Several components of the framework were continued in the first half of the year, and they included our leadership development program, our employee development pathway, and our vocational educational training. I'm really pleased to say that under the Mobile Plant Apprenticeship Program, which forms part of the vocational education training section, all apprentices this year satisfactorily completed their units of competency for year one. That's a great outcome, and our congratulations to all of the apprentices for their hard work and success. Moving on to the next slide. In 2021, we laid out our plans for the future development of Centamin, from the maximizing value at Sukari through production growth and cost reduction, to the delivery of the new operation at Doropo, while exploring the untapped potential of the Eastern Desert in Egypt. We mapped out the vision of becoming a multi-asset, multi-jurisdictional producer, one that would deliver growth while maintaining a payment of a dividend. This slide shows the first iteration of that plan, the interim production case at Sukari, plus the expansion potential of the underground, with the addition of the Doropo potentially going on stream in 2025. We've progressed a number of the key studies and work streams that will underpin the delivery of this vision. The second half of the year will see us updating a number of these exciting initiatives. We'll update you on the solar plant commissioning, which will have significant cost and decarbonization benefits to Sukari. We'll lay out the options for expanding the underground mining operations and map out how we see our capital structure evolving to support this growth while maintaining a dividend. In the fourth quarter, I hope to have further news on the ability to connect to the national grid, which will have significant further cost and decarbonization benefits in Sukari. We'll announce our annual resource reserve update for Sukari that will incorporate some of the stellar drill results we announced back in July. Later in the year, we'll finish up with a new Doropo pre-feasibility study. These are some of the key building blocks of delivering our vision for Centamin, and are becoming thick and fast over the coming months in what I see as a strong pipeline of new growth. I was asked last week by a generous investor to summarize in a simple way why they should look to invest in Centamin, the so-called 30-second elevator pitch. I said, in essence, we're going to increase production by finding more gold and mine it more quickly. We're taking costs out of the business with a focus on decarbonization to ensure we maximize the cash flows from Sukari. Simultaneously, we're going to deliver you growth from our organic pipeline of projects. While we're doing all this, we're going to continue to pay you a dividend. With that message, I'll now pass you over to Ross, who will take you into a deeper dive on the first half results. Thank you, Martin, and good morning, everyone. Slide 8 highlights some of our key financial highlights, a robust financial performance. With our production metrics and ounces on track, the increase in the gold price resulted in us being ahead of schedule at the revenue, EBITDA and free cash flow lines. Revenue for the six months of $382 million was generated from gold sales of 203,000 oz at an average realized gold price of $1,872 per oz. EBITDA was $153 million at a 40% EBITDA margin. While our group free cash flow was - $25 million, our group operating cash flow generated was $128 million for the period, reflecting the investments in the future of our operations with over $130 million worth of cash investments in CapEx, as well as $33 million of profit share and royalty distributions to our partner, EMRA, and the government of Egypt. Capital expenditure was $139 million, again, on track to schedule with good progress made on our key capital projects such as solar plant, paste plant, and TSF2, Stages 2 and 3. We entered the period with a strong and flexible balance sheet with available cash and liquid assets of $175 million after the payment of the 2021 final dividend of $58 million. I look forward to updating you on the capital structure review, which is scheduled for completion in the third quarter. Moving to slide 9, which shows our continued progress with cost savings initiatives and improved operating efficiencies. You'll see from the bar graphs that the absolute cash costs in dollar terms have remained relatively consistent against the previous six months, as shown in blue. Our sustaining cost has increased with the increase in total material mined and also the impact of the increase in the cost of fuel. The additional underground transition capital purchases are also additional components for this period, as shown at the very top of the bar chart on the right. Moving on to page 10. We are now seeing the benefit of increased volumes mined and the operational changes that have been implemented, which has helped counter the rising input costs. As can be seen on the graphs, the open pits have seen an improved operating productivity with a record material mined and the waste stripping program progressing well over the two and half years. The underground has seen successful transition to owner mining, resulting in costs and productivities improving. You can see the cost per ton reducing from $72 per ton down to $56 per ton for the last six months. While in the processing plant, the increases in the processing cost is driven by rising input costs, primarily fuel, but also impacted by lower throughput due to scheduled plant maintenance for the period. In the fourth graph at the bottom right shows G&A with a consistent trend as we continue with ongoing investments in the workforce and integration of the underground staff component. Moving to slide 11, and specifically taking a deeper dive into the owner mining transition in the underground. You can see the quarter-on-quarter performance of the underground. We have successfully transitioned earlier this year, and when comparing to the previous half year, we have seen a 22% improvement in owner mining costs with a 6% improvement in the material mined. Credit to the team in delivering this transition, which at a high level is expected to deliver approximately $70 million worth of saving over the next five years. As you can see on the right-hand side, in terms of capital spent on underground, we have spent $13 million in the first half, primarily covering the contractor fleet purchase and associated inventory in. In the second half, we expect another $12 million, which is to be spent across the remaining fleet purchases, ventilation upgrades, and communication systems. Moving to slide 12. We include our standard cost structure breakdown, showing the split of mine production costs, again with limited sensitivities. You can see on the left that processing and open pit being the biggest departments at 41% and 36% respectively. In terms of group cost breakdown in the center of the chart, again, most of the categories are largely consistent with prior periods, but you'll see the impact of fuel increasing from 17% to 23% of the cost base. This is our single biggest movement in price input that is largely outside of our control. Contractors have reduced by 7%, as shown in the gold bar, due to the transition from underground contract to mining. This has also meant a decrease in the Australian dollar component, now down to 2% as seen on the right-hand side of the chart. Next slide, please. I think it's fair to say that when we came out with our cost guidance at the beginning of the year, it was negatively received by the market. As we stand at the half year, I'm pleased to report that we are on track and basically in line with our internal metrics that we had modeled. Recognizing inflation early has meant that we were able to maintain cost guidance, albeit that we are trending towards the upper end of the range. Looking again at those group costs in a bit more detail, you can see that we have been able to manage to within 1% of the consumables versus the previous half. This is a result of us optimizing the consumables and reagents from the process plant to offset the increases in input costs driven by inflation. The transition to owner mining discussed earlier and underground has resulted in a 22% cost saving. Unfortunately, much of the good work is negated by the fact that we have seen a 34% increase in fuel costs, driven by a 47% increase in crude oil prices in the first half. Fortunately, our solar plant is commissioning as we speak, and we will be able to realize some of these savings in the second half, which will help counter some of this additional spend. Martin will talk a bit more about the solar project in a minute, but it's approximately $25 million of annualized saving at the current pricing. A very exciting and timely project, also with further expansion potential. Our labor cost has also increased 9% due to tightening of global mining labor markets. Moving to slide 14. We've been updating you regularly on the cost savings program, and hopefully this slide will be familiar to many of you. As a reminder, our cost saving program was launched over 18 months ago, and it is an initiative to extract $150 million of sustainable costs on a cumulative basis across that four-year period. Our program of initiatives are now seeing some meaningful projects progress through the funnel to ultimate completion and delivery with the solar farm, open pit truck trays, underground mining transition, being some examples of initiatives now largely delivered as we enter the second half. These initiatives are credited to the teams in terms of implementing, delivered on time and on budget, but importantly in the investment we have made to date, will now start to make some meaningful impact on our costs over the years to come. Our project funnel is a busy slide, so I summarize on slide 15 as follows. To date, we have delivered $78 million of the $150 million cumulative target. With the inclusion of our full year numbers on solar, underground and open pit truck trays in particular, I have every confidence that we'll meet our 2023 target. As you can see, we currently still have another 16 initiatives, either under review or already in progress. We have only summarized some of the initiatives, but the whole business is part of this program. Whether it's the exploration teams, corporate or the full mine site, everyone is contributing. The largest and most exciting of these initiatives is the ability to tie into the grid power, which would reduce our power costs substantially, excuse me. Martin will talk you through this project in a bit more detail in a minute. Slide 16, please. We have entered a reinvestment phase as we look to reset the mine for the longer term. I'm glad to report that we are progressing well in delivering our key growth projects with the solar and underground transition largely completed, and the remaining spend on the paste plant and further underground equipment being the two ongoing growth projects. We maintain our full-year CapEx guidance at $226 million. You will note from the bottom right of the chart, as we exit 2022, you see the profile decreasing into 2023, 2024 and beyond. Slide 17 provides a breakdown of our free cash flow for the half. As mentioned earlier, the revenue increased primarily due to the higher realized gold price. While higher OpEx and CapEx was seen due to more tons moved in the open pit and also the rising input costs across the business, approximately 65% of the annual CapEx was also spent in the first half. This is what we forecast against the second half. This resulted in a negative free cash flow number of $25 million. Although negative, our free cash flow was ahead of where we had budgeted to be for this time of the year. Now when looking at the cash and liquidity balance and the evolution over the first half of the year, this has decreased primarily as a result of the negative free cash flow generated, but also the payment of dividends during the period. I think it's important that I highlight the three investments in Sukari, where a large portion of that corporate funding is to be returned to treasury as part of a cost recovery mechanism in our concession agreement. I refer you to the financial statements which shows that while we have continued to distribute profit share payments to both partners, there is a period of cost recovery now due, and also into the future, where funding will be returned to corporate after the necessary audits and required procedures have been finalized in-country. Because of this nuance, we do not show any profit attributable to our non-controlling interest in SGM for the period in the P&L. Moving to slide 18. Our commitment to shareholder returns continues. For 2022, the board reiterates its intention to recommend a minimum dividend of $0.05 per share for the full year. Today, the board declared $0.025 unit per share interim dividend amounting to $29 million to be paid on the seventh of October, leaving an approximate minimum $0.025 final dividend to be proposed with the 2022 full year results. This reflects the company's confidence in the outlook for the year and progress in delivering the reset plan, and represents the dividend yield of approximately 4.8%, which we believe is both a sustainable level and allows appropriate balance across yield and growth. Cumulative dividends paid now amount to $777 million over 8-year track record. We are currently undertaking a capital structure review, assessing operational cash flows across a range of operating scenarios, capital allocation opportunities to support growth, and our mix of cash and debt, and the dividend policy. This review has well progressed, and the intention is to announce a capital allocation framework during the third quarter, balancing both growth and sector-leading shareholder returns on a through-the-cycle basis. We look forward to updating you when it is finalized. Turning to slide 19, in summary, we have maintained a robust financial strategy and continue to deliver continued improvements. We finished the half year with a strong balance sheet, cash and liquid assets of $175 million with no debt. Our balance sheet position allowed us the flexibility with a higher-than-normal CapEx profile to have the funds available to be able to deliver those milestones. We will continue to maintain a strong balance sheet going forward, and we'll be able to provide more color in the third quarter when we finalize that capital allocation review. We have continued to deliver on our cost-saving initiatives across the group. Many initiatives have been identified, but some meaningful projects have now been delivered, and there are more to come. We'll continue to be vigilant on costs. Importantly, we have delivered our key projects on time and on budget. Our treasury and strong cash flows, even during this reinvestment phase, has meant we have financed our projects internally, continued to pay our partners, EMRA, and continued to deliver our own shareholder returns. This will be our ninth consecutive year of dividends, which we are very proud of, and it's the board's intention to continue to keep that commitment to shareholder returns in addition to delivering on our growth plans. With that, I'll now hand back to Martin. Thanks very much, Ross. A really excellent update there, and obviously fantastic work by the team in this inflationary environment to stay on top of those rising cost inputs during the first half of the year. I mentioned earlier my simple message to the generous investor of what we're looking to do at Centamin: increase production, cut costs, add active diversification while paying a dividend. What I'd like to do now is take you through some of the individual building blocks that underpin that vision. Moving on to the next slide, number 21. In terms of increasing production, I really see two elements to this. Firstly, we're going to use our geological knowledge to fully explore the Sukari concession and provide a larger reserve base. With that larger reserve base, secondly, we're going to seek to accelerate the rate at which we mine those reserves. Starting with the ability to increase the reserve base, the geology team have continued their excellent work within the first half of the year, building on the successes of 2021, where we doubled the underground mine life from 4 to 8 years. They've continued to extend the mineralization in the underground with success both in the near term and current production areas of both Amun and Ptah, and importantly, across the longer term, extending the depths of the ore body into the Horus zone. Building on last year's identification of the high-grade mineralization of the Bast Zone, we've achieved brilliant recent results to continue to support the zone's potential to provide significant high-grade gold production to supplement the existing working areas. Those results of the first half of the year have demonstrated this. At Amun, 17 m at 9.6 g. In Ptah, 23 m at 7.2 g. Across in Horus, an absolute standout, 54 m at 15 g. In Bast, it continues to support our excitement. 10 m at 64 g, including 2 m at 999 g, and 4.5 m at 267 g per ton gold, which includes 4 m at 300 g. During the second half of the year, the team will continue to update the resource and reserves estimate for Sukari based on the drilling data up to and including the 30th of June. That will of course include the high-grade Bast area. We plan to release the updated resource and reserve estimates in late Q4 as per our normal reporting schedule. Next slide, please. Away from mining ore body, the surface exploration team also enjoyed some encouraging success, and they continue to demonstrate the potential for development of smaller satellite pits across the Sukari concession. These targets can provide additional reserves and offer planning flexibility to the open pit mining operations. Noteworthy results from two of the new target areas included 22 m at 2.9 g at Wadi Alam, and 10 m at 2.9 g from V-Shear East. Based on a combination of these newly identified targets aligned to a reassessment of the existing data from previously identified targets, the surface exploration team will commence a 25-30-km drilling program in the second half of the year with the aim of developing resources initially that can be converted to reserves and incorporated into the open pit mine plan at the earliest opportunity. During April, the Sukari team completed the first airborne geophysical survey in Egypt over the extent of our mining concession area. It's a significant step for Centamin and more broadly, the emerging Egyptian exploration sector. The results are in and are currently under review, and we look forward to updating you in due course on the findings from this exciting initiative. Next slide, please. In expanding underground resource and reserve base, second part of increasing production comes from the ability to increase the underground mining rates. The main limiting factors today on underground production are the haulage capacity to surface using our current decline, followed by our current equipment fleet and its capacity. Early this year, we commenced a study to assess options of how we can increase production from the current rate of about 1 million tons a year of ore. We believe it's possible to increase underground tons mined by between 20 to 25 to 50% on an annualized basis. We've been working with Entech from Perth, and we're assessing a suite of possible scenarios for increasing underground production. Each option will have a physical mine design and implementation plan, an associated production increase, capital and operating cost estimates, and an assessment of implementation risk. Work is focused on how we can increase haulage capacity through a range of options, followed with associated scoping development schedules, and the supporting equipment requirements needed to increase those mining rates. This study will build on the interim case that we presented last December, and we look forward to updating you in the third quarter on the progress of this work and its initial outcomes. Next slide, please. Moving on to the second leg of our message, how we take cost out of the business. Inflation is clearly at the forefront of everyone's thinking at the moment, and it's probably the question we've been asked most about in recent meetings. I don't personally think that management teams should start to consider cost control because of inflationary pressures. We should be doing this all the time, irrespective of the external pricing environment. I'd like to say that the Centamin team has been looking at cost savings for a while now. As Ross has just discussed, our cost savings program was announced back in 2020 and looking to target that $150 million of cumulative cost savings over the time between then and 2023. He took you through some of those initiatives earlier. As you'd have seen, great progress has already been made, having delivered some $78 million of cost savings across the business to date. In addition to those cost saving initiatives, we're also looking at operational efficiencies and productivity gains. Where can we find those marginal incremental gains that when aggregated across the mine site, can actually deliver significant improvements? I think this slide is a great summary of how a number of these initiatives have been combined to deliver a significant benefit to Sukari. You know about our high-capacity truck trays. They're lighter in weight, have a higher payload than the standard tray, and this enables us to increase payloads, reduce the fuel burn and tire wear on the backhoe. When we combine those with the operating improvement programs, in this case, better haul road maintenance and truck shaping optimization, the result is a 12% improvement in truck productivity since August 2020. When you consider our fleet moves 90 million tons per year of material, and we have an 11-year mine life currently ahead of us, this 12% gain starts becoming meaningful over the full life of mine at Sukari. We continue to look at productivity improvements across our operations in an effort to fully optimize the site and deliver more of these types of outcomes. Next slide, please. Moving on to our current flagship project at Sukari, the solar farm. We committed to the project back in 2020, and construction is now largely completed. The initial commissioning is underway as we speak. We're currently feeding the local grid at Sukari with some 8 MW of power, and we aim to finish fully ramping up the operation over to full load over the third quarter. It cost some $36 million to construct, and the timing of this commissioning could not have been better given the current price escalation we're seeing in the diesel price. In steady state, the solar farm will provide 25% of our power generation capacity, displacing some 22 million L of diesel each year and reducing our carbon emissions by 60,000 tons annually. Initially, we were looking at a three-year payback. At current prices, it's under two years. Subject to the successful commissioning of the plant, we can consider expansion in due course as we continue to take costs and carbon out of our operations. With COP 27 being hosted in Egypt later this year, I think this is a great example of how our sector can play its role in the global decarbonization efforts the planet needs. Next slide, please. Back in May, we had the really great pleasure to meet His Excellency, Dr. Shaker, who's the Minister for Electricity in Egypt. Over the course of a presentation and a subsequent one-to-one meeting, he outlined to us the progress that Egypt has made around power generation and its distribution network since 2014. To me, it's nothing short of miraculous. In eight years, his ministry has added over 14 GW of power generation capacity through the development of three gas-fired power stations and the associated development of some of the world's largest solar projects. Egypt's gone from having rolling blackouts in 2014 to now having a surplus, and with plans to potentially supply Europe through a subsea connector. Within that generation mix, the plan is to have some 40% of that capacity from renewables by 2030. To add to this increase in generation capacity, there's been an infrastructure program, and that's delivered an additional 3,500 km of distribution network across the country. When you stand back, you can start to appreciate the transformation of the Egyptian power sector over the last eight years. The great news for Sukari is that for the first time in its operating history, we now have a high voltage grid line within 30 km from the mine site. That grid is part of the system that now has a surplus of power generating capacity. Recently, we've engaged with the various authorities to discuss the connection of Sukari to the grid via the spur line along our existing water pipeline easement. These will commence in this third quarter and carry on to the fourth quarter. In parallel, we'll have commercial negotiations. This is a hugely exciting project for us. We believe it can further contribute to significant cost savings and also carbon reduction plans for us. Looking at the initial capital cost, we believe it'll be hugely competitive, and it will demonstrate a rapid payback period and associated IRR. We really look forward to updating you on this exciting initiative as we head into the third quarter, as we hope to make good progress on this opportunity. Next slide, please. Moving across onto our pipeline of organic growth opportunities, I'm pleased to say that work progressed towards the delivery of the Doropo pre-feasibility study by the end of the year. Field programs have been largely completed and include in excess of 100,000 m of drilling, which is expected to convert the significant majority of the current inferred resource into the indicated category. We've also identified resource growth potential at several of the main cluster deposits, and while at Kéréségué deposit, which is about 30 km southwest of the main cluster, the current 7-km long mineral resource area is open along strike in both directions and down dip. The upside potential will not be considered as part of the PFS, but will be included in any subsequent studies. With the field work completed, work is currently focused on the engineering and the review work streams with our consultants and engineers. Mineral resource and reserve updates are currently in progress and are expected to be completed during the third quarter. In terms of plant design, comminution test work and the process plant front-end design has been completed while a metallurgical test work program is underway. From an ESF perspective, baseline studies and stakeholder engagement to support the evaluation of options for mine design, sequencing, and site infrastructure have all been completed, and this is being incorporated into the PFS planning process. The PFS is expected to be completed late Q4 2022, which will be followed shortly by a formal decision to proceed with the definitive study thereafter. Next slide, please. After the finalization and award of the exploration permits during the early second quarter, alongside the establishment of an exploration team in Marsa Alam, fieldwork commenced with our EDX portfolio. The initial work is focused on the Nugrus Block, which is adjacent and surrounds the Sukari mining concession, and it's comprising lag sampling and mapping, building on the extensive remote work previously completed by the team. At Nugrus, this preparatory work identified in excess of 20 km of alluvial artisanal workings and over 300 hard rock artisanal sites at Nugrus alone. Post the completion of the first pass Nugrus work, operations will then move north to Um Rus and finally Najd Blocks during the second half of the year. The aim across all those programs is the identification of priority drill targets for testing at the soonest opportunity. In parallel, government discussions remain on track around the finalization of the exploitation term framework that applies to these exploration concessions. Alongside our industry partners, we've formed a working group and have been proactively engaged with the various ministries in Cairo as we seek to finalize the details of the exploitation terms and conditions that are going to be in line with internationally accepted mining practice to enable us to take these projects forward. This work is progressing, and again, we'll update you over the second half of the year as we make progress in Cairo. Next slide, please. As I mentioned earlier, the first half saw a period of strong delivery in compliance with our plans. The company is on track to achieve our full-year production of between 430-460 thousand oz a year. Cash costs are forecasted in the range of $900-$1,000 per ounce and an AISC of between $1,275-$1,425 per oz for 2022. We note that the production target is mid-range at this time, while the cost guidance will likely trend towards the top of that guidance range. The capital budget for the year remains at $225 million, and as Ross mentioned, some 65% of that has already been invested during the first half of the year. Total exploration and project development expenditures remain at $25 million as we push forward both the Doropo and across the EDX. Finally, as Ross mentioned, we remain committed to our full-year recommended dividend of a minimum of $0.05 per share. Next slide, please. Hopefully this summary slide is familiar to you, but outlines the three key pillars of our strategy: value realization, maximization of Sukari, growth and diversification, and a commitment to stakeholder returns. In turn, it underpins our goal of becoming a multi-asset, multi-jurisdictional producer. We're well on our way to defining the full potential of Sukari. With a focus on consistent operational delivery, we have a pipeline of news flow that will focus on production increases and cost reduction measures. The underground expansion study, solar plant commissioning, grid power evaluation, and our reserve update will further demonstrate the upside potential of the mine. We're making great progress across our exploration portfolio and development projects with the progression of the Doropo DFS, PFS and the commencement of the EDX field work, giving us a strong pipeline of organic growth opportunities. Finally, we retain our commitment around stakeholder returns to both our partners in the Egyptian government and our other local stakeholders and of course the dividend. A key aspect of delivering our growth plans while maintaining a dividend will be the capital structure review which we'll outline later this year. I'd like to thank all of our team who've had an excellent first half of 2022. Their continued commitment and pursuit of excellence has delivered these strong results, and they are the foundation of which will deliver the future upside of Centamin. With that, I'll now like to open the floor up to questions for Ross and I. As a reminder, if you'd like to register a question, please press star followed by one on your telephone keypad. If you change your mind, please press star followed by two. For those of you on the webcast, you can submit questions via the Questions tab. Our first question comes from Marina Calero of RBC Capital Markets. Marina, please go ahead. Good morning, and thanks for the call. I have a question about your 2023 guidance. Looking at your slides, it looks like you still have roughly $70 million in potential cost savings. Can you remind us which of these are included in your 2023 all-in sustaining cost guidance? Maybe as an extension of that, can you also remind us which diesel price you factor into that guidance? Thank you. Thank you, Marina. Sorry. That was in terms of guidance. Sorry, I missed that. My line broke up. Was it in terms of capital or production for 2023? All-in sustaining cost guidance. Okay, perfect. That's what I'm talking about. Perfect. Ross, do you want to maybe take that then in terms of the cost basis question? Yes. Hi, Marina. In terms of the all-in sustaining costs, I guess the capital projects that drop off, but the only remaining one will be our waste stripping, I guess CapEx that goes into that program. In terms of what we factored into those prices and assumptions, the big one that hadn't been factored in was the full impact of the solar that we've blown through. The equal offset on that is the fuel price. As we entered this year, we had budgeted a $0.60 price per L fuel price. We had done some factoring of that up to a $1 a L on an annualized basis, but that will be one of the key assumptions as we go into 2023. We're seeing the fuel price recently peaked, and we're looking for that price to come down off that peak as we enter 2023. The main CapEx projects that have been included in our 2022, you'll see that profile dropping off as we go into 2023. It's only the waste stripping that will have that full year impact. Okay. Thank you. Our next question comes from Alan Spence of Jefferies. Alan, please go ahead. Yeah. Morning, guys. I've got two questions and I'll take them one by one. The first one's on the dividend and the how to think about the final dividend this year. What is the criteria to potentially pay more than the $0.05 for the total year? Is it the gold price? Is it in production targets? Is it cash cost performance, a combination, or how are you thinking about that? Morning, Alan. Thanks very much, mate. Well, look, I think sort of first and foremost, I think what hasn't changed is our dividend policy. I think for us, that's been fairly consistent for a number of years now. Of course, that dictates that there is 30% of the free cash flow is applied to the dividends. There is review of capital allocation and growth projects. There is a use of surplus cash flow off the back of that. I think you know, historically, that 30% was then topped up with a sort of, you know, there weren't too many growth projects in the business. Therefore, you know, the company had in certain years sort of returned up to 100% of free cash flow via the dividends. I think that in terms of the framework at which, you know, the board will look at the dividend allocation, that hasn't changed. 30% free cash flow, growth opportunities, and then the balance, the remaining cash. That sort of, if you like, that contract won't change. I guess what's different now, of course, is the growth projects that we have. We've obviously got a number of identified opportunities, you know, underground expansion at Sukari, an obvious one. You know, what's that going to cost in terms of additional fleet? Putting some additional infrastructure capacity in place, and what's the timeline for that to implement it? Things like the connection to the grid power, you know, we anticipate it'll be single-digit millions, you know, to put that spur line in, but that's obviously got to consider that versus the benefits. We look at more broadly, of course, you know, EDX in the desert and Doropo as well. I think there'll be some more competition for the growth projects in terms of cash allocation to that. Of course, backing off all that, Ross made the comment earlier that currently we've been obviously funding all our growth and cash flow, and we've said sort of quite clearly this sort of capital structure review. We're going to look to see how we manage the balance sheets. You know, do we add some sort of additional flexibility around a potential sort of revolving credit facility at the corporate level, and then help to map that out as well. I think, you know, let's get that capital structure review done during the third quarter. Let's look at sort of, you know, future cash flows from Sukari, future capital, sort of allocation decisions around these growth projects, look at how we fund that from balance sheet and potentially a debt piece. Obviously that feeds into the final piece. That is that, you know, how do we maintain that against the dividends as well. I think all of those things will be put together to look at that. I guess the board's going to come up with a, you know, with recommendation from management around how we basically square away that is delivering both growth and yield. We believe we can do that quite clearly. That's kind of the framework, Alan. I don't think that. Certainly the framework of dividends hasn't changed. How we think about that is changing because of the, you know, the increased number of growth projects that we've identified. I think that sort of minimum $0.05 is key, you know, it is the key point to think about. If we see, you know, fantastic for the gold price outperformance through the second half of the year, that's not sort of followed by, you know, crazy oil price performance, that's the sort of thing that, you know, could lead the board to look at an increased dividend at this stage. If we sort of stay sort of steady state in terms of gold price with, you know, current input bases that we're seeing, stay on track for guidance in terms of the ounces with those growth projects, then, you know, I think we're going to be in and around that sort of mark that we've flagged before. There is obviously upside to that. It's unlikely that sort of input costs are going to drop off a cliff over the second half of the year. If anything, it's going to be, I would suggest, gold price outperformance at this stage. I mean, Ross, from your perspective, sort of, you know, I don't know whether you agree or disagree with that, but it certainly feels to me that's probably the one lever that could impact on that dividend decision, would be, you know, significant gold price outperformance. Otherwise, everything is pretty much set. That's right. Alan, just to add, you know, we're going through this capital allocation review. I think it's the sensible split between a cash element and a debt element and seeing how that all evolves. As Martin said, I think it's the performance of the mine driven really by gold price and fuel inputs. I think the big one is also the treasury balance and the ability to get some of this cost recovery back and assess that against the balance sheet. You know, it's a minimum of $0.05, and if we get some tailwinds and some of it through then it's the board would certainly consider something more than that, but it's really those input costs and gold prices that drive it. That sensible treasury splits across cash and the debt component. Got it. Thanks. Ross, the second one's actually for you. It's just going to ask what I tried to ask for the production results, but you told me to wait. There was a higher amount of stripping costs pushed through capitalized as opposed to pushing the P&L in the quarter. Are you able to quantify how much that was? The $60 million that was capitalized for the half. $62 million dollars was capitalized for the half. Sorry, I don't have the actual quarter, but that was $63 million for the half. I would say, Ross, that looking at the actual physical performance, Q1 and Q2 contractor performance were largely split equally. I don't think there's a significant step up or down on that basis. I think, you know, open pit volumes were pretty consistent. Just off that basis, I'd say probably fairly equally split. You know, just check that. All right. Thanks, guys. Our next question comes from Daniel Major of UBS. Daniel, please go ahead. Great, thanks. First question on the potential for the grid power uplink. Can you give us any sense of potential OpEx savings as a consequence of this? What proportion of your power would then be indirectly renewable, in terms of what you're getting from the solar plant? I guess, if you were to link up to the power line, would that be all of the currently diesel generated power would be shifted over or would there only be a proportion that would be allocated? How should we be thinking about those kind of moving parts on this potential project? Sure, sure. My daughter's just under 11+ Dan, so I'm going to have to think about sort of multiplying fractions together here, which I'm now very adept at, having just been through the 11+ with her. Maybe I'll just take you through sort of the headline numbers. First starting place is that we basically ask our sort of daytime, if you like, our daily load is about 45 Megs, which is our sort of standing power draw on a daily basis. Solar coming on, that'll provide us with 36 Megs for about 10-11 hours a day, and then the balance is made up by diesel during the day. You could argue in the order of sort of, you know, 10 Megs of diesel during the day. Then obviously as the sun goes down, we go back onto diesel and that full 45 Meg will be basically supplied by diesel. That's where we sit today once the solar plant's fully commissioned. In terms of discussions with the power authorities, initial discussions were for 30 MW of power. They believe that that is something that they could sustainably provide down that power line. One can imagine that sort of on that mix now, during the daytime, we'd have 36 Megs of solar, and then there's a balance of sort of 10, 11 Megs from the grid during the daytime. That's how you blend on that basis. In the evening, of course, we'd have 30 Megs of grid and about 15, 16 Megs of diesel power coming through. That's how we would look at this stage on a sort of, you know, a grid connection basis. In terms then of the sort of CapEx, look, you know, the industry is just built, you know, 3,500 line kms of new infrastructure. The initial discussions, you know, the ability to take a 30 K spur in is something that's, you know, it's not particularly challenging for them. They're well set up in terms of putting this infrastructure in place. The speed of implementation and then sort of, you know, a cost of it, we believe will be sort of, you know, subject to finalizing the studies, subject to finalizing commercial negotiations and mobilizing. It's a sort of three-to-six -month implementation project once we actually sort of, you know, get to pull the trigger on it. We've got to allow for a period of study and negotiation and then three to six months to implement. It should be fairly quick. And then we also think that in terms of, you know, CapEx for this sort of length of, you know, you're going to have three switchgear in there and the line itself, we're thinking, you know, high single-digit, low double-digit millions for this style of initiative to come in as well. Again, not a significant sort of cost in terms of the CapEx to implement that or the timeframe. The final thing then is in terms of the cost of it. We would pay on an effectively a med basis the industrial tariff in Egypt. We know that that's low double digits cents per kW h that we're paying. The current diesel prices, you're probably looking at about a 40% reduction on the current cost of generation using purely diesel at this stage as well. As Ross mentioned, you sort of back solve all that and you can put the spreadsheet together and sort of run that through there. You know, we think solar at current diesel prices will give us a $20-$25 million per year annualized saving in terms of cash. The grid power, you know, could be of a similar order of magnitude of, you know, $20 million of annualized savings from switching to grid as well. You know, between those two initiatives, we can pull out, you know, $40 million plus of annualized ongoing cost savings. We think that's, you know, obviously pretty exciting. It pretty much is most of the dividend for this year, for example. Of course, on top of all that will be the decarbonization benefits. Solar takes us is effectively zero. On the grid power basis, they are targeting that 40% of renewables by 2030. I think they're probably somewhere I seem to remember from the meeting with Dr. Shaker, they're sort of 30% at this stage, but targeting 40%. What we're effectively doing there would be displacing, you know, diesel for power generation for a combination of gas and renewables. Now, gas is still a fossil fuel. It still has carbon emissions associated with it, but of a lower intensity than burning diesel. We're not fully moving away from, you know, carbon emissions with the grid, but it would be significantly better from a gas and renewable basis than burning diesel. Okay. That's just on the dollar terms, make sure I've understood it right. It would be if you add in the solar versus and the switch to grid, it would be $40 million-$45 million savings relative to the current run rate using the diesel. Is that the right way of thinking about it? I think, yeah. Exactly, yeah. That's right. Ross. That's about right. That's right. I've got $20 million for the grid power and $15 million for the underground. I have $60 million factored in terms of those three initiatives. That's specifically yeah, it's $40 million-$45 million for solar and grid power. Just addressing your power question. Yeah. Okay, thanks. Next question is reconciling slide 6 that shows the production profile with a potential production profile with Sukari underground expansion in 2024 and Doropo in 2025 with the CapEx or indicative CapEx profile on page 16. I guess first part of the question is, you got the PFS for Doropo in Q4. What's the current thinking or any change to the timeline on DFS and approval? If we think about what's in that CapEx pipeline, with CapEx going from, say, $225 in 2022 to sub $200. I mean, to achieve the volume uplift you're showing on slide 6, I'm assuming CapEx, the underground Sukari is going to have to come in in 2023. Is that included in the 16? How would you, I guess, start production at Doropo in 2025, you'd also need to start spending CapEx in 2023. What's included in that number? If we were to lay in the other two projects, how would that sort of chart on slide 16 look at your current sort of way of thinking? No problem at all. I think first and foremost, start with Doropo. PFS by the end of the year, you know, at this point, you can then fast-forward another year for feasibility. We would anticipate, you know, full feasibility by the end of 2023. That takes into account, you know, the dry season in West Africa starting Q4 this year through to the end of Q2 next year. Do your field work, go back to your engineering groups and then finish off the DFS second half of next year. That kind of feels, well, that's the current timeline in terms of study work. I would suggest that you obviously got a period of front-end engineering, some early stage, sort of works if you took Doropo forward, and probably looking at somewhere like a 15- to 18-month build. I think on current estimates, we would see Doropo coming in, you know, sort of there, you know, sort of during sort of the 2025, is where we're looking at this stage. Then sort of back solving from that, you know, your CapEx expenditure for that build would sort of peak second half of 2024 through early 2025 as you basically headed in towards the full construction, and commissioning from there. That, that's kind of the Doropo timeline and piece. Obviously. Just to clear that. Is realistically, I mean, if you finish the DFS in 2023, you think you can achieve, if I look at, you know, slide 6, it looks like full production in 2025. I mean, that seems fairly optimistic, entire construction in 12 months. Is that 2025? I'm sorry. Yeah, so... Yeah, so... What you see in the slide, in slide six, perhaps looks a bit optimistic. There's probably like a six-month shift on that slide on slide six effectively. Okay. What we can do, of course, is that we can sort of, you know, start the FEED engineering, front-end engineering design, you know, overlapping with the end of the PFS, the end of the DFS. Some of that sort of 15-month, 18-month build we're talking about, those first sort of three or four months' worth of work in a construction period tends to be, you know, construction of accommodation for the construction crew, access roads, coffer dams, you know, all that kind of sort of low-level preparatory work. Again, depending on the board's appetite and how aggressive they want to be, you know, certainly what we did at Toro is that we actually committed to putting a number of the lower CapEx spend items in early. Immediately post completion of the DFS, we started to put in access pads, accommodation blocks, all those things such that when the actual full construction crew roll up so that everything's ready for them to go. You can be fairly aggressive around shortening the timeline. You know, it doesn't have to be a sequential linear approach to this. You finish this, move on to that. You can overlap a number of these initiatives, depending on board's risk appetite and depending on availability of funding. You know, you could realistically be almost starting construction pretty much at the end of DFS. You could start some of that early stage, relatively low cost, preparatory work that forms part of that sort of 15-18-month build as well. I do think there is a way to sort of, you know, as we've done successfully in the past, there's a way to sort of foreshorten that as well. I would agree, yes, you're right that $25 million is probably a little bit aggressive at this stage. And there's probably somewhere like a 3 to maybe maximum 6 months shift on that. Certainly, you know, no more than that, given the approach that we'd like to take in terms of making sure we sort of foreshorten the construction phase. Because ultimately, it's time that sort of, you know, that becomes quite expensive. You've got a lot of headcount on the business, a lot of standing fixed costs as well. It's time that tends to kill these things. The more you can foreshorten that time and overlap activities, the more cost effective your build comes on that basis. I think that rolls in. Of course, it becomes quite expensive. You've got a lot of headcount on the business, a lot of standing fixed costs. The final thing to say is that within the sort of, you know, how we would construct or fund the constructing of Doropo, you know, we're certainly not intending to try and develop that off cash flow and the balance sheet. Clearly, we see the role of a project finance or a structured finance piece at the asset level as part of that, thus minimizing the sort of, you know, the cash burn required from Centamin's, you know, contribution to that build process from there as well. Again, we'll flesh that out as part of that capital structure review that we're talking about in later this year effectively as well. That's if you like, from a Doropo timeframe, how we see that mapping out at this stage. I think, as I say, there's a number of ways that we can be sort of, you know, clever, if you like, around for shortening that execution process to make sure we get from key decision point of give it a go to then how we're getting those quickly and respectively to that first gold pour as possible. Sorry, Dan, your second question then was around the CapEx on slide 16. Yeah, I mean, I guess you partly answered it with respect to the Doropo piece on the CapEx upside relative to the declining profile you show on page 16. Effectively it would be 2024 CapEx uplift. That's Sukari. Yeah. That's Sukari. Yeah. That's the slide 16 is just Sukari. That's not EDX or Doropo. That doesn't include the underground. I'm just trying to get a sense of if does it include the underground development to achieve that production profile on page 6? Is that included in that or that offer upside on a 2023 basis? Yeah. That slide on 16 covers the Sukari concession and excludes any Doropo side and includes our underground CapEx and the like. I think importantly here, Ross, what needs to be understood is that as you mentioned before, we've already purchased the old Barminco contract and inventory, you know, at the start of this year. For H2 of this year, in that future look forward for the balance of this year, that 35% of unspent CapEx for this year does include you know a significant amount of new additional underground equipment that's going to go into the underground. That's actually a replacement for some of the older Barminco equipment which we'll phase out and actually increasing a little bit of capacity as well. That if you like, there's a sort of semi fleet expansion for the underground already priced into the H2 CapEx for this year. When we think about that sort of future expansion, you know, if it's, let's say, the lower end, you know, 20%-25% production increase in the underground, you know, that might be just simply throwing, you know, a couple of extra jumbos at the issue, doing some passing bays in the decline and then getting on with some of the advanced development. At that point, at that lower end, you're talking, you know, $10million-$20 million of CapEx to be able to implement that. It's not huge. At the opposite end of the spectrum, if we went for 50%+ underground expansion, you might be looking at a twin decline at that point. You might be looking at doubling the existing sort of fleet capacity. You might then have to do a significant amount of additional development that goes into that from there. What I would say, Dan, is that some of that future underground expansion is already effectively being future-proofed in the H2, you know, fleet expansion delivery schedule, which is included in this CapEx, and it's going to be that incremental CapEx that then goes into 2023 that will come in. I think, you know, you should be thinking, you know, a few tens of millions of dollars, not sort of $50 million, $60 million, $70 million, $100 million of underground expansion as the CapEx. You know, I honestly think it's going to be a lot lower than that, given, you know, the flexibility we've already got that we can then deliver into that. Okay. To summarize that, if you're going to achieve the production profile up to 500,000 oz, including the underground expansion you show on slide 6, it would be moderate upside to the CapEx profile 2023, 2024 that you show on slide 16. Is that the right way of thinking about it? Correct. Absolutely. Yeah. Bang on. Got it. Great. That's all my questions. Thanks a lot. Thanks, Ross. By the way, Dan, I'll send you an email to see if you've worked out the various fractions and percentages that I've explained before for the various To be honest, I think we got there with the dollar number in the end. That's just taking the US dollar. I think it's. Yeah. it's. Yeah. I think we got there with the how much we're actually going to save. But... That's the key metric. Yeah, you feel free to follow up as well. Great. Thanks so much, Dan. Our next question comes from Tim Huff of Peel Hunt. Tim, the line is yours. Yeah, thanks very much. Just two very quick questions. The first was, given that you've highlighted fuel and labor as the two major cost pressures in the first half, I was wondering, given we're 5-6 weeks in, if you could give us any color around how those two are progressing so far coming into the second half, whether you know the pressures continued, whether it's stabilized or you know whether you've even seen any of it easing. The second question was a quick follow-up on the grid power. The timing is shorter than I thought, which is good news. Given that, I mean, you could actually get that implemented in three to six months, some of those cost savings might fall into the back half of 2023. The overall $20 million of cost savings that you highlighted, is that inclusive in the $150 million cost savings program, or do you guys see that as maybe a top-up? Okay. Well, let's go back to front, Tim. That potential from the grid isn't included in the cost savings. That would be a new initiative into that. Is that right, Ross? We haven't currently previously accounted for the potential grid within that. That would be added to that, Tim. Okay. That's helpful. Thanks. Look, it's three to six months. You know, but that's from the point of saying, "Let's get on with it." We've got to get through, you know, technical study by the Egyptian, sort of, power authority. We've got to have an in parallel commercial negotiation. We've got to get it papered and, you know, done as well. You know, that's going to take a little bit of time, Tim, to be honest with you. I think the actual sort of, you know, implementation phase is three to six months. Let's say with the following winds, second half of this year, we're able to sort of put away all the technical work and the commercial negotiations, and then it leaves the first half of next year for a construction sort of period. Yeah, you know, it that to me feels realistic, Tim, but subject to- Okay. Sat down and agreed terms as well. You know, just to be clear, I think the actual execution element is relatively short. There'll be a bit of work before that to get to that point, though, I'd say, on that particular point. No, great though. I mean, I was expecting those savings in 2024. I mean, any sort of implementation period that short is good news. Yeah. Look, absolutely. Look, you know, don't hold me to this, and I can't remember saying it on a public call. Look, you know, ideally, we just have something done, you know, a year from now would be great. You know, sort of, you know, coming on stream that sort of Q3 at this time next year. Let's, you know, not make ourselves a hostage to fortune. See how it goes. Yeah. Let's get the work done in country. Look, what's clear is that the sort of, you know, the electricity, sort of, you know, infrastructure in Egypt, they are, you know, they see it as a, as a key national, sort of infrastructure project. It's got full support from the presidential office. Hence, they've been able to, you know, make these astonishing sort of, you know, they built 3 GW-4 GW gas powered power stations concurrently and extended the power lines as well. They've certainly got the momentum, and they certainly have the execution skills to do that. Hopefully we can crack on and get that done. No, as you say, it's, you know, it's hugely exciting for us and could be done fairly quickly. Um- Brilliant. I would say that in terms of labor is about 12% of our cost base, and about half of that is Egyptian. If we are looking at sort of cost inflation around sort of local salaries, that would be applied to about 6% of our cost base, just as a sort of an order of magnitude. I'll let Ross talk to that in a second. I would say from a cost input basis, certainly we've seen a sort of a plateauing. We haven't seen the same rate of change as we've seen in previous months. Sort of, you know, diesel, for example, that's sort of plateaued now at the current level. We haven't sort of seen the sort of fairly sort of aggressive increases we saw over Q1, Q2. They now have sort of stabilized. Clearly the key for us now with WTI trending off of those highs is that we're expecting and hoping to see some of those savings being passed on in subsequent months as we go forward as well. We're taking there. Ross, in terms of the sort of the rate of change, it's certainly plateaued, and looking at that and around sort of the labor discussions. No, you're spot on in terms of labor, so half of the component and certainly that head count in terms of demobilizing, particularly around the underground, staffing and the expat component there is in train. We're focused on that and on top of it, but you've got to split right in terms of the local component and expat side. Regarding your fuel question, Tim, you know, we're averaging about $0.81 to date on the fuel price against a budgeted price of $0.60. As Martin said, we're expecting that to plateau and hopefully come down. The good thing is that as solar, you know, we're starting the first 7 MW-8 MW coming through the system now. As that ramps up into the second half, that would certainly go a long way to mitigate sort of fuel escalation or pricing, but hopefully we'll be able to bring that down. So... That's brilliant. Yeah, we've modeled it through to a year, for the year up to a dollar, and we're averaging $0.81 at the moment, albeit that the current price is higher than that. Okay. That's really helpful. I appreciate that. Good. Our next question comes from Richard Seldon of BCS Services. Richard, the line is yours. All I was going to actually I didn't expect to be called, but all I have to say, I was very impressed with the presentation and particularly the replies you've given to questions. I've been a shareholder for a long time, but I shall hold on and I can see getting my money back in due course. Oh, thank you, Richard. Yeah, look. Thank you very much. I was impressed. Well, thank you for your kind words. Look, I think, yeah, we're at a pretty key inflection point now, and I think we've got some good momentum and hopefully an improving trajectory as we move on from here. Thank you. Yeah. Thank you very much. That was excellent, I thought. We have no further questions on the phone lines. I'll hand back for any webcast questions. There's been a huge amount of overlap on the questions that are on the webcast that have already been asked on the call. To avoid duplicating, I think the main one is the satellite ore bodies at Sukari, how soon will it be before ore from these deposits could be fed to the mill to help either raise or maintain grades? As I mentioned, the exploration team have laid out about a 25-30-km drill program starting almost immediately for those surface satellites. In fact, I can confirm I saw an email that Ross signed the capital expenditure approval form two days ago. I can confirm the CDR has been signed, and the team are tracking on. Look, clearly the first step is to take a number of these targets and let's develop them into inferred and indicated resources. As soon as we've done that, you know, a little bit of test work around metallurgy to make sure there's nothing funky in there that's going to sort of have a detrimental impact on the processing plant. A few bits and things around, sort of like Geotech, just to make sure that we're, you know, sort of not either over or under stripping the pits. We don't want to overstrip them and take too much waste, but by the same token, we want to make sure that it's a safe operating pit environment in some of these as well. Certainly looking to press the accelerator as quickly as possible on those. I think realistically, you know, one could imagine that the sort of resource work is done by the end of this year into the first quarter. You know, these are in-house sort of targets. You know, they're already permitted from under the concession terms, so we don't have to go and get formal approval for that. We can do things like some of the met test work in parallel with that resource drilling and do some of the Geotech holes as well. I would certainly hope that by sort of the first half of next year, we were able to throw, you know, certainly the first pit shells in terms of design around the first targets and then obviously as we progressively drill off the other targets, bring them in as well. In terms of scheduling them in, look, it's you know these are small, relatively small targets. You know, we've got some operational fleet capacity available at site, and we could bring them in. You know, with the following wind you know these could start contributing to the mine plan second half of next year. Certainly the first targets, and I think we're starting at Kurdeman to the south as the first target we're going to drill off. Maybe, you know, with the following wind second half of next year, we could see Kurdeman being introduced to the mine plan with subsequent rollouts of the other targets if they're you know valid resource and reserve opportunities. This is subject to more, of course, proving to be valid resource and reserve opportunities. That's the sort of, you know, aggressive timetable if we're able to be successful that could come in, I think at this stage. I don't think much before the second half of next year, to be honest with you, just given the work stream that we've got to do. Just rest assured that we will press the accelerator as hard as we can to bring them in. I think the same applies to the V- Zone in the underground. Obviously, you know, we're hugely excited around the potential there. You know, it is a small sort of area. You know, these are very small sort of, you know, thin targets. They're sort of structurally reasonably complex. We've got to carefully drill them off to be able to then sort of, you know, throw a resource around it. Once we've got the resource thrown around it, the mine planning is relatively straightforward. I think the key V-Shear, of course then, will be the metallurgical treatment. Because we believe it's got quite a bit of coarse and liberated gold within there. That is, if we're not careful, if we just throw V-Shear material into the processing plant, we think there's a material risk that that sort of high-grade gold just doesn't get picked up by the flotation or the CIL circuit. Actually, we think there's a risk that a lot of that gold might just report to tailings. It's just too big and too heavy to get caught up in the normal system. One of the things we're running right now is some gravity gold work, test work at site. We've got a Knelson concentrator on site doing some pilot scale work around, you know, how do we basically, one, extract that sort of high-grade liberated gold from this high-grade material upfront, and then allow the tails of that gravity then to go to the normal processing facilities from there as well. I think past, a bit like the surface work, let's get a resource drawn around this first. The mining's relatively easy. I think on the past work, again, it's about making sure that we really capture the full value of those areas, because it'd be an absolute tragedy to drill off these areas, bring them into the mine plan, and then see that gold just pass straight to the processing plant into tailings. Thank you, Martin. There's one or two kind of outstanding questions that are, I think, kind of largely covered off. We'll follow up on email given that we've run well through the hour, and I know the team needs to move on to other calls. Martin, if I could hand back to you. Well, thank you very much, Michael. And thank you, everybody, for taking the time. Obviously, lots to talk about. Quite enthusiastic, as you could tell. Trying to get it all across in one go. Look, I think just to summarize, look, really happy with the performance in the first half of the year. I think the team performed admirably, both production and on a cost basis. Some real momentum into the second half of the year now as we continue to sort of bring Sukari back to that sort of 500,000 ounces. I think a lot of work's gone on in the last 12 months in terms of these background studies, and I think there's a really strong pipeline of news flow to come second half of the year as we start to drop the, you know, what we believe will be some fairly positive pieces of news flow that sort of takes us, one, back to 500,000 oz at Sukari and then two, offers that growth and diversification. I think importantly to all that, of course, is that maintenance of the dividend as well. I'd just like to thank everybody for their time. As ever, myself and Ross and Michael, we remain happy to catch up away from these webcasts. If people have got sort of questions, feel free to reach out through the usual channels, and we'll endeavor to get back to you as quickly as possible. Thank you, and everyone have a good day.