Hello, and welcome to today's Centamin 2023 interim results call. My name is Bailey, and I'll be the moderator for today's call. All lines will be muted during the presentation portion, with an opportunity for questions and answers at the end. If you would like to ask a question and have joined via the conference call, please press star followed by one on your telephone keypad. Alternatively, if you've joined via the web, you may submit a written question using the Q&A box on your screen. I would now like to pass the conference over to our host, Martin Horgan, CEO of Centamin. Martin, please go ahead. Thank you, Bailey. Good morning, everybody, and thank you for taking the time on what is, I know, a busy day from a market news perspective to join us to discuss the first half interim results for Centamin. As I also remember my colleagues, Ross J errard, CFO, and Alexandra Carse, Corporate Comms. We'll stick with the usual format, where we'll take you through the first half of the year operationally. Ross will do a bit of a deeper dive into the numbers. Then we'll have a look at some of the major milestones we've achieved during the year. Then, of course, we'll finish off with Q&A. Moving on past the disclaimer, which I'm sure, as ever, you've all read. We'll start off with the first slide of our portfolio. Look, delighted that this slide has been updated recently, and for the first time now, on that slide, we're able to show a reserve number, but also in the company's history, now includes reserves outside of the, of Sukari. Delighted with that. That's a bit of a headline for us there, and I think starts to give confidence to our ability to diversify away from the Sukari and start to build that growth platform. Delighted now that that 7.9 million ounces of proven probable reserves now includes the Doropo project outside of Sukari. We'll maybe spin into the four boxes of our portfolio there. Sukari, a really good first half performance, teamed in excellently. Guidance met in terms of production of ounces, obviously some great news on the cost base, Ross will walk you through that a bit later on in a bit more detail. Away from just the straight production numbers of ounces and costs, our projects moved forward nicely. Paste plant was commissioned, dump leach, finalising the first sales of construction, of course, they continue to develop the PFS number two, with raises four, five, and six moving forward. Also importantly for us, a continued movement towards compliance with the GISTM framework for dealing with the tailings management as well. A really good first half to the year at Sukari. Delighted with that. Leaves us on budget and on track for guidance for the year. Second half of the year, plenty more to come. I'm looking forward to updating you around the grid connection opportunity and also that updated life of mine plan. Moving across to Doropo, delivered the PFS. Very happy to get that out the door. I think a robust project, delighted with the work there, and we'll take you through that a little bit later on. Of course, we're able to continue also exploration across Côte d'Ivoire at the ABC project. We did some work there, looking at drilling some of the potential extensions to mineralization, and that will allow us to assess those extensions, and then next phase of work will be to start looking at that from an economic perspective to see whether it is a viable project. At EDX, finally, a couple of big step forwards there. Most recently, last week, I'm delighted that after a period of fairly lengthy negotiation engagement, that we managed to reach in principle terms with the Ministry of Petroleum around the Model Minerals Exploitation Agreement for Egypt, alongside those EDX projects, alongside our industry partners, Barrick, as well. I think a big step forward for Centamin, and I think equally a big step forward for Egypt in terms of the modernization of the mining sector. And of course, in parallel with that, we did start drilling on our EDX projects in the Nuqrus block around Sukari, and commenced the first RC program to test the Nuqrus priority target there as well. I think a really great slide, great progress across all four of those elements of our portfolio. As I say, delighted that now we can include non-Sukari reserves for the first time in that approved and probable reserve statements. Next slide, please, Alex. First half of the year, we published our first decarbonization roadmap. I'm delighted to say that we're targeting a 30% carbon emission by 2030. I think 3 obvious pillars to our decarbonization strategy. Firstly, of course, is can we move to renewables and completely remove carbon from the power generation aspect of our operations? The alternative then, of course, is to swap higher carbon emissions, diesels, for lower carbon emission power sources, looking at that as an opportunity. Of course, the third pillar then, of course, is to reduce our energy use to be more energy efficient, effectively as well. The thing I'm really delighted about this decarbonization roadmap, lots of people are publishing them. Lots of people are talking about sort of plans that they will implement, of aspirational changes to come. I'm delighted that actually we've taken our first big step down that. As you know, in 2022, we commissioned our 36 megawatt D.C. solar plants, which have been up and running now. Well, actually, Ross will take you through some of the stats, how that's been performing over the first half of the year. We've taken that first significant stride to do that. We're actually putting into practice, our plans, and starting to see the benefits of that, both from a decarbonization and a cost basis. Really, how do we build on that start, that great start that we've made? Well, in terms of renewables, we're currently evaluating a solar expansion. Can we basically get from 30 megawatt AC, which is the current sort of capacity of the solar farm, can we get that to 50 megawatt AC? That will allow us effectively to run fully on solar during daylight hours. So technically, evaluation and study work on going around that now. The grid connection, which I think we've signposted a couple of times, can we connect to the Egyptian national grid, where the Egyptian national grid uses a combination of gas, but also significant renewables? I think the target is to get to about 40% renewables within the grid by 2030, and therefore, that would obviously displace diesel as part of our makeup. And And of course, energy efficiency. Can we look at some of those strategies to basically, you know, be more efficient how we use energy around the site? A combination of building on that, the current solar farm with an expansion with that grid, that gives us that interim target of 30%. I think the nice thing, of course, as well, is that 30% is a base number. We do see a number of other opportunities that we are currently looking to chase down, and can we actually beat that 30% target as well? I think there's some interesting work to come there. I think in terms of the the solar expansion and the grid connection, we'll be able to update you sort of further, sort of through the year as we go forward and look to build on that target of 30% that we're looking to pull to delivery as we go forward from there. Next slide, please, Alex. Little scorecard here. Yeah, brilliantly, really, really happy with that. Across the all three metrics there with production, AISC, and cash costs where we wanted to be on ounces, and that's a nice 8% improvement year-on-year from where we were the first half of last year. That puts us, as we look at the 6 plus 6, as we plan for the second half of the year, puts us bang in the middle of that guidance range. Very happy with the production performance there. Really solid bit of work by the team. In terms of the AISC, just off the bottom end of the guidance, a 15% improvement year-on-year. You know, obviously, when we look at these things, you know, some of the questions are: is that just down to sort of tailwinds of reduction of input commodity prices, input prices to us? There's been a little bit of that, but of course, there's also a number of operating efficiencies and strategies put in place to drive that as well. I think Ross will take you through the AISC and the cash costs in some detail during his section there. We're pretty much happy to see sort of 3 green lights across all 3 of those boxes, in line or better than planned, improvements on last year, and tracking very nicely for the full year as well. I think that's a really nice slide and a really good sort of testament to the work done by the team down at site of this first half of the year. If we just step onto the next slide, what we can do here maybe is have a little look at behind the numbers and how did site drive those numbers? How did we sort of able to deliver those performances over the first half of the year? In terms of total material moved, relatively flat year-on-year, a 2% increase. When we look at that 56 million tons, that was about 44 million tons by ourselves and about 22 million tons by capital. We're still continuing to see the benefit of that waste stripping program, that accelerated program. Continues to give us good, an increased operational flexibility with the open pit, so delighted with that. The strip ratio for the first half is about 8.5. That in part was driven by the open pit ore tons mined as well. A big increase on the first half of last y ear, about 20%, about 6.9 million tons. I think it's important to note that particular outperformance on ore tons had a number of contributing factors to it. One of those was the ongoing conversion from waste to ore that we see as we go through grade control and we pick up and refine our geological models. Also we've had a high number of oxide and transition tons coming through, obviously, which are free dig and easier to get through there. They've come as we bring the Sukari Hill down, that material will be placed on the dump leach eventually, but that also has contributed to an outperformance of open pit ore mined as well. An excellent result there. A combination of those two things, functional, also better productivity. I would say that, well, a nice little pickup that we've had as well for both those first two boxes is around the performance of the explosives that we've been using. Been looking at a different product, looking to optimize some of our blasting efficiencies there. That has worked quite nicely, and that has contributed to some of that productivity gain as well. It's a really good performance from the open pit. Underground, tracking nicely, tracking well, still on target for that sort of 950,000 to 1 million tons of ore from underground this year. I think, you know, a big improvement on the first half last year. That was the transition from contractor to owner mining in this, the same period last year. Nice to see that 20% pick up, half-on-half. I think the headline numbers are good, as they say that we're tracking along. I think the story behind the underground, I think is slightly more nuanced. You know, there is a global sort of shortage of labor and skilled labor generally across the market, obviously, we haven't been immune to that. The team have been sort of managing their sort of staffing rosters and been able to sort of navigate through that. We continue to upgrade and replace the underground fleet as new equipment rolls in as well. There's been a couple of headwinds there, but the team has navigated really well and maintained on track in terms of underground tons for that full year total. I think what's behind those numbers is some of the work that's been going on that's not obvious and apparent when you look at just the basic numbers of tons and meters and so on. A lot of work has been continuing to be put into the underground in preparation for that sort of expansion to the full underground rate that we're going to publish later this year on that fully engineered basis. There's a lot of work that doesn't show in those numbers. I think it's really important that the team doesn't divert from that long-term planning process to sort of take quick, easy wins on the tons and maintain the discipline around putting the groundwork in that will support that uplift as we go forward from the underground production rate. It's a number of things that are not particularly noteworthy or exciting, but actually essential as we go forward. For example, we've completely sort of updated the underground dewatering product system. Vent grades continue, vent upgrades, I should say, continue. We're targeting sort of 450-500 cubes level up from the current 320, and that should be done by October, November this year. We're pretty much doing a full electrical upgrade through the underground, advancing the substations. We're working on a pit portal as well, to come in and help that sort of infrastructure and sort of tramming opportunity, and generally around an expat reduction program and national promotion as well. I think when I look at that underground, on track for the year, a big improvement on last year, and actually a lot of work behind the scenes, studying that long-term vision that we can take the underground and push that towards that sort of 1.3 million-1.5 million tons per annum as we go forward as well. Delighted with that. In terms of ore processed, 6 million tons, a bit of a pickup on last year. Great to see again. As we know, back in the first quarter, we did a bit of potential long-term maintenance that had been hanging around for a little while. We looked at the motor change out and some of the motor realignment. Even despite, scheduling and factoring in that additional sort of, work above and beyond the normal realign cycle, able to bring that increase through there as well. I think that's, some great work. Some nice work to be done as we go forward as well, looking at some of the chances to further optimize the comminution circuit. Looking at things like MillStar software, which will help us to look at sort of throughput and ball feed and mill optimization as we go. Feed grade, pretty steady. Happy with that. No major change there, so that can run through. On the net recovery, again, a bit of a backstory here that the, you know, the 88.5% net recovery, again, in line year-on-year, a slight tweak from last year, we should expect with the feed grade being large and similar, shouldn't be too much of a change there. I think what is really nice is what sits behind that 88.5%. I think we're seeing a number of the sort of the projects and the investment strategies that we put in place over the last 2 years starting to come through. Reagent mixing and dosing, CapEx that we put through is starting to come through there now, giving us better process control around use of existing reagents. We're looking at using new reagents, and can we improve and optimize the process? Should, of course, be able to run in parallel, that gravity circuit, which we hope to be able to finalize the design and the engineering of the second half of this year and move from there as well. Ross, again, will take you through a little bit of the work there that we've been doing around the network and how that's flowed through to the bottom line in terms of cost base as well. I think a really strong operational scorecard. Delighted with the headline metrics, all on track, moving forward and doing well. I think behind those headline metrics as well, some really nice good wins, and really sort of good progress across a number of fronts of both the mining and the processing side, leading to just, you know, direct to the bottom line as well. Of course, moving on to the next slide around safety. I'm delighted to say that, you know, continued to deliver that performance in a safe manner. Obviously, we had the one LTI in Q1 this year. Delighted to say no LTIs in the second quarter, and a real sort of refocus and doubling down by management to really reinforce the commitment to being a safe site. I think I've said before that I believe a safe site is a proxy to good management, and delighted to see that there was a, you know, a continued performance into Q2 as well. In terms of, you know, trending towards our internal targets, on track this year to meet those internal targets. Of course, the real focus is to strive for that zero harm workplace as well. Yeah, delighted to say a clean, and good, safe Q2, rounding out the half, and leading to underline what is a increasingly safe, and professional workplace as well. With that quick run through the operational side, what I'd like to do now is hand over to Ross. He'll take you through a bit of a deeper dive of the numbers over the first half of this year. Post Ross, we'll have a look at the Doropo and the EDX work as well. Over to you, Ross, and thanks very much. Thank you, Martin. Good morning, everyone. I'm pleased to report material movements across most of our key financial metrics after a really solid first half performance by the ops teams. As you can see on this scorecard, revenue is up 11% year-on-year, driven by more ounces sold at an increased average realized gold price. An EBITDA margin of 45% delivered represents a 13% increase year-on-year, driven by those ounces and gold price, but also lower costs, particularly fuel, which averaged $0.77 a liter for the half. Post-tax profit to shareholders of $91 million was up 7% year-on-year. This was driven by the catch-up of outstanding cost recovery, which is a pleasing result to now be up-to-date on distributions. The cost savings program is now at $143 million of the cumulative $150 million target, with further opportunities identified that will continue to drive sustainable savings. Driven by the good performance, we've finished the half with liquidity of $311 million, which includes $150 million of undrawn RCF facility. This overall good performance across the period resulted in a 7% increase in basic EPS. The strength of the results this period, and over a period of elevated capital investment, is testament to our prudent long-term approach to capital allocation and cost management, and reiterates our robust financial strategy of maintaining a strong balance sheet, our stringent cost management, and disciplined capital allocation, with a focus of maximizing free cash flow generation. The first half of 2023 delivered strong operating cash flows of $172 million. This is the highest in the last five interim periods. We generated positive free cash flow of $19 million after Sukari profit share distributions of $46 million to our Egyptian partner, EMRA, and $46 million to ourselves. We were also able to distribute that outstanding cost recovery that fell due during the period. The result was that we closed June 2023 with cash and liquid assets of $161 million, comprised on the left-hand side of this pie chart, with cash and equivalents of $96 million, 40,000 ounces of bullion on hand, which is waiting to be shipped, which was valued at $28 million, gold and silver sales debtors of $34 million, and derivative instruments valued at $3 million. With this strong half-year result and cash flows generated, we have been able to fund investments from cash flows, and the RCF remains undrawn. From an overall liquidity standpoint, the $150 million sustainability-linked RCF, represented in gray, remains available and provides a total liquidity pool of $311 million to work with. We also commenced the gold price protection program, which supports the remainder of 2023 and the first half of 2024 cash flows, providing more certainty and further balance sheet flexibility. Let me talk to that in a bit more detail. As you can see on this slide, gold has been trading below $1,900 an ounce for 27 of the last 36 months. Put very simply, gold has been below $1,900 an ounce for 75% of the last 3 years. To safeguard revenues during a period of increased investment, Centamin purchased put options for 240,000 ounces of gold at a strike price of $1,900 per ounce. The put options mature at a rate of 20,000 ounces per month for 12 months, from July 2023 to June 2024. This is a cash settle program, not involving physical gold delivery, and was done across two tranches, where we were able to take advantage and lock in attractive pricing for these put options. For a total premium paid of $6 million, which represents an average cost of approximately $25 per ounce, and it was all funded from the group's cash position. The program provides the company protection should the average monthly gold price fall below $1,900 strike price, while allowing us to retain full exposure to any upside in the gold price above this level. Importantly, this program aligns with a period of elevated capital investment at Sukari, and provides us further financial flexibility and certainty to pursue the company's strategies of delivering both the returns to shareholders. I note we do not hedge account on the for this transaction, and it's simply booked as a financial instrument in the accounts. Globally, cost inflation remains high, and central banks continue to tighten monetary policy. Our judicious appro ach to forecasting and stringent cost management has allowed us to deliver costs within our guidance both last year, and we remain on track to meet our 2023 guidance. Slide 12 shows the breakdown of costs, both mine production costs and costs in absolute U.S. dollar terms, where teasingly you can see the downward trajectory of costs for the first half of 2023 versus prior periods. Mine production costs, split by cost center, is the top right-hand pie chart, which shows the majority of the cost pool spent on processing. This is always our largest cost component, and in the first half, it formed 45% of the cost pool, totaling some $85 million, which has decreased by 11% compared to the first half of 2022, due to the decrease in fuel costs, due to solar savings and fuel prices, as well as reductions in consumable costs like reagents. The next largest component is the open pit costs, forming 38% of that total cost pool, some $72 million, and it's increased compared to the first half of 2022 by 17%. This is due to a 1 million ton increase in the volumes mined, offset by that $0.04 lower average fuel price. Finance and administration costs are also 20% lower year-on-year, at $18 million, due to the Egyptian pound devaluation effect on catering costs, salaries and wages, freight and customs costs. The blue bar on the bottom right, bottom left quadrant, charts the cash costs of production in the first half of 2023, which was $187 million, at 1% improvement year-on-year and below our internal forecast. This is primarily due to that lower fuel price and lower fuel consumption, due to the integration of solar and also our focus on operational efficiency gains. It was partially offset by a 2% year-on-year increase in total material mine. The unit cash cost of production on the right-hand lower quadrant shows $849 an ounce produced for the first half of 2023, a 9% improvement year-on-year, driven by higher production volumes. Similarly, the red or red brick color shows our all-in sustaining costs for the first half of 2023. A total of $269 million, which is an 8% improvement year-on-year, reflecting lower sustaining CapEx in the period, offset by increased corporate costs due to non-recurring legal fees associated with the debt facility and the gold protection program. While the unit all-in sustaining costs, again, shown at the bottom right of the chart at $1,228 an ounce sold, is a 15% improvement year-on-year, driven by those higher sales volumes. We have been updating you regularly on the cost savings program. As I mentioned, good progress continues to be made on the multi-year cost savings program, with a cumulative $143 million delivered of our $150 million target to be delivered by the end of 2023. This continuous improvement program is all about controlling what we could, while reducing exposure to external drivers. These initiatives identified are a credit to the teams in terms of conversion from opportunity to implementation, but importantly, the investments we have made are now starting to make an impact on our costs, as seen in trending on these graphs. I've always spoken on the processing plant as being our single biggest cost center. Now, with the introduction of the solar project, as well as other targeted savings initiatives, there are meaningful savings being delivered. The top graph on the left shows our consumable savings, where lime costs are down due to improved lime activity, so we are able to use less. Oxygen costs were down due to the oxygen system updates to maximize the pre-oxidation kinetics and leach kinetics. Copper sulfate was down due to the guiding flotation reagent optimization after fully commissioning and upgrading the new reagent area dosing system. This includes lab test work and online measurements for operational parameters to change that dosing strategy for the copper sulfate. three clear examples of project initiatives delivering value. The impact of the Egyptian pound devaluation against the U.S. d ollar is shown on the bottom left chart, where we have benefited in U.S. dollar terms because of the devaluation, notwithstanding local inflationary increases. You can see the monthly averages indicated by the dotted lines. Our most exciting and biggest impact has been the diesel consumption dropping with the solar project and fleet optimization. Year-on-year, you can see the reduction in the top right bar chart of the diesel usage in millions of liters. We've had the benefit of reduced diesel usage, we have also seen the reduction in diesel prices, which is down from the 2022 peaks. Talking a bit more about our solar plant, you can see the performance and payback is meeting our expectations. We have seen savings of up to 100,000 liters of diesel fuel a day during the peak sunlight months, with average savings year to date in line with our target of 18 million-22 million liters each year. The 100,000 liter per day metric is fantastic, but it is comparing when the diesel engines are least efficient versus when solar is performing well and the diesel engines are derated. On an average across the year, we are saving 55,000-60,000 liters a day, or approximately $1.3 million per month at the average fuel prices year to date. A fantastic result, meaning further solar expansion is warranted. Talking a bit more about currency, you can see that we are largely a U.S. dollar-exposed business and a U.S. dollar-denominated business. Giving a bit more detail on the group exposure, you can see the EGP component is down 5% from some 33% in the first half of 2022 versus 29% in the first half of 2023. The composition of that 29% is mostly fuel, at 67%, and labor, 13%, as you can see on that pie chart. Whilst we have seen an almost halving of the Egyptian pound over the last 12 months, we are equally conscious of the high local inflationary environment that we're seeing in the domestic market, now at a five-year high of almost 40%. For us, as a business operating largely in U.S. dollars, this has not had a material impact, but we do remain vigilant with both monitoring and managing this cost base. This year is a period of significant reinvestment, with an elevated level of gross CapEx of $273 million budgeted for 2023. This includes $48 million of sustaining capitalized deferred stripping. As a number of studies and multi-year projects move towards completion, we expect the CapEx to reduce from 2024 and beyond. These projects underpin our confidence in the long-term potential of Sukari. The first half of 2023, gross capital expenditure was $108 million, including commissioning the underground paste fill plant, the continued contracted waste stripping program, new underground equipment purchases, underground development, open pit rebuilds, and construction of the North Dump Leach facility. Total sustaining CapEx was $50 million of that $108 million, including $10 million on deferred stripping, and non-sustaining was $58 million, of which $44 million represents that capital waste stripping program. We had expected a higher CapEx spend in H1, but due to minor changes in scheduling, this has been moved into the second half, and we remain on track to meet our 2023 guidance. In terms of our capital, key capital projects, that accelerated waste stripping program is now 70% complete. Solar expansion studies are underway. Doropo DFS is underway. The grid tender proposals have been received and are under review. We have commenced our EDX drilling, and the gravity circuit is being advanced. All projects remain on track. I'm delighted to talk to our commitment to shareholder returns, and this will be our 10th consecutive year of dividend distribution. Centamin has strengthened its dividend policy, which is to continue to use group free cash flow generated and applying a 30% minimum priority payment of dividends from those cash flows, but calculated before growth project, which is funded by debt and surplus cash flows. Thereafter, any surplus cash flows would be reassessed against both balance sheet requirements and the application of further shareholder returns. The board decided to distribute a total of 53% of first half 2023 group free cash flow before treasury-funded growth CapEx, which is to be distributed to shareholders on the 29th of September. This decision was considered together with the fact that Centamin continues in a financially robust position, with $161 million worth of cash and liquid assets. Still having the $150 million RCF facility undrawn as a result of the first half growth CapEx being funded from cash flows. Securing the gold price protection program for 12 months from July 23, 2023, now limits the revenue downside risk below $1,900 per ounce. Operationally and financially, being well positioned for a stronger second half, which is in line with plan. Consistent with the company's stated commitment to returns, the board declares an interim dividend of $0.02 per share, or $23 million for the period ended 30th of June 2023. The steps taken against that dividend policy are shown on the right-hand side of the slide. By taking group free cash flow of $19 million, adding back the growth project, that CapEx funded from treasury of $21 million, and taking off the 30% minimum dividend distribution per policy, results in a surplus cash flow for discretionary capital allocation of some $28 million. The board supplemented that interim dividend by adding back the $10.8 million, giving a total dividend declared of $23 million. In summary, following board discussion, the minimum 30% of free cash flow was calculated, and then a third of the surplus cash flow available, rounded up to $0.02 per share, was taken as part of the dividend declared. We have maintained a robust financial strategy and continued to deliver continued improvements. We finished the half with a strong balance sheet, with liquidity of over $300 million, allowing pure exposure to gold price and also after funding CapEx from treasury. Our balance sheet position, now across both cash and RCF, allows additional flexibility, and now complemented with the gold price protection programme, provides further certainty over the next year, which enables us to remain fully focused on managing the bottom line of the business to drive margins and generate free cash. We have continued to deliver on our cost savings initiatives and are on target for that $150 million, with more to come. We have delivered on our key projects, on budget and on schedule. Our treasury and strong cash flows, even during the 3 investment phase, meant we have financed our project, paid our partners, EMRA, and continued to deliver shareholder returns. In summary, I think it's been a really strong delivery against our stated plans, and we've continued to build on that track record of delivering results. With that, I'll hand back to Martin. Thank you very much, Ross. It helps if I take myself off mute when talking to you. Look, very much appreciate it, Ross. I think, as you say, an excellent first half in terms of stringent cost control and those optimizations coming through. Delighted to see that, you know, that really starting to put Sukari back where we know and think it should be. Really, of course, we talked about Sukari as a platform on which to build a multi-asset business and really, Sukari is that engine of the business, and where does that growth come, and how do we fund that growth? I think there's sort of the strategy that you're employing there around a cost control of Sukari, but also a resilient and robust sort of balance sheet put today to do that. Of course, during the first half of this year, we were able to deliver the PFS of Doropo. What I'd like to do now is maybe to get a little bit of a deeper dive into Doropo as well. Moving on to the slide there, just as a location map, just a bit of a recap as to where Doropo sits. As you can see, the Doropo group of licenses sits in the northeast of the country. ABC is over on the west side there. Of course, I think, two things to note, really, I think, around that map arc of things. One is that proximity to the, to the Burkina border. It is in, sort of, you know, the project sits adjacent to that. To the south of the project area is the Comoé National Park as well. I think importantly, is that the project site is, you know, a good number of kilometers from the border, and I think at the nearest point, we're still some 10 kilometers from the park as well. That's where it sits geographically. I think, you know, obviously, the PFS was delayed slightly compared to where we had anticipated getting it out. As I think we signaled previously, that was around the decision to try and chase down those metallurgical opportunities that we'd identified as part of the PFS work, which allows us to simplify the flow sheet. Slightly later that, but, delighted that they actually did flow through. When we look at the sort of transition from the PEA that we did into the PFS, we've seen the sort of resource, work out set up really nicely from a geological perspective. The infill program has been confirmation, actually increased the grade of the project, and we saw those metallurgical, improvements from the PEA with that simplification of the flow sheet. Of course, offset against that was those inflationary pressures that the whole sector has seen. Really, of course, when you sort of balance all those things out and taking the project forward, I still believe that we have a very robust project with a, you know, great outcome for Doropo as well. Moving on to the next slide. In terms of the project itself, I think my sort of categorization of the project is that, as far as I'm concerned, it's relatively technically simple. It's not a particularly challenging project from a technical perspective. The secret of making Doropo work is going to be around that social engagement, and getting that sort of license to operate in this parts of Côte d'Ivoire. From a technical perspective, geologically speaking, it's 8 separate resource pits, if you like, or ore bodies, all with broadly similar geological settings, with shallow dipping structures that we're targeting. They're mined through a conventional open pit configuration using truck and shovels. It's a pretty moderate life of mine strip ratio, about 4.1x strip ratio. For the PFS, we did assume that contract mining would be the method to be employed as well. Processing-wise, standard SABC circuit on the comminution side and into a CIL. It's free milling, it's non-refractory gold, and the comminution circuit averages 4.4 million tons per annum, but that varies between 4 million tons per annum running entirely on fresh material, and up to about 5.4 million tons of running oxide transition material. The grind side varies. If we're at the fresh material, we're down in the 75 micron, and if we're at the oxide and transition material, that jumps up to 106. Running all of that gives us a like-to-mine gold recovery across the project of about 92% as well. Infrastructure-wise, tailings, fully lined facility, designed to handle cold, and will be operated in line with GISTM, and downstream construction methodology for the embankment construction and raises. From an infrastructure perspective, looking to hook into the national grid system. It's about 55 kilometers from the Bouna substation, looking to bring that in from there as well. I think from a technical perspective, a shallow pits, maximum pit depth, about 130 meters. Most pits average about 80-90 meters. Simple truck and shovel into a very standard comminution flow sheet into a CIL. Good more than 90% recoveries at standard grind sizes, a pretty standard configuration around the infrastructure for tailings and the grid connection as well. I, you know, I say I don't see it as a particularly sort of technically challenging project. One of the things we've worked out how there is infrastructure layouts, looking to optimize that within the overall concessions, as we sit there. Maybe moving on to the next slide, please, Alex. I think the key, obviously, around Doropo is gonna be the environmental and social assessment and setting of the project. I think it's been my sort of personal experience, whether I was in banking and consulting a number of years ago now, and more recently at Toro before joining Centamin, is that generally, my view is you can't have too much environmental and social information, and you can't have it too early in the process. I think that's never really a fault of any project. I think sort of one of my sort of big takeaway terms working in the industry for a number of years now is that if you get that environmental and social data early, it allows for a better project outcome. You can assess that as you're doing your pre-feasibility, fewer surprises. You can be more sort of considerate around those inputs, not just focus on the technical, and that leads you to a more robust investment decision down the track as well. I think we very much apply that approach here at Doropo. In terms of the sort of PFS work, we pretty much did a full, if you like, ESIA baseline review work for both environmental and social to PFS standards in parallel with the technical work. We used both internationally sort of experienced groups like Earth Systems, supported by local experts, H&B Consulting as well. I think that baseline work has proved invaluable as we think about sort of project configuration and then project development. I think the major sort of headlines coming out of that baseline summary, we are sitting in a rural area. It is multi-community, different ethnic groupings within the project footprint, and we see a mosaic of different land uses within there as well. There's cash cropping, there's pastoral sort of grazing with animals, and there is an element of artisanal working in the area as well. It's a fairly rural part of Côte d'Ivoire, relatively underdeveloped, and as you'd expect in that rural setting, you know, a number of different land uses across the project footprints. We think that over the full life cycle of the project, construction, and then to operation, up to 3,000 people could potentially be impacted. That's not to say we have to move 3,000 people, but 3,000 people within the area could be impacted. There will be some resettlement, some land take, and some liability of restoration. We think that within that sort of footprint as well, about up to 10,000 hectares of land take is required, again, over the course of the project. As I mentioned earlier, the other thing to note is that to the south of the project area is the Comoé National Park as well. I think it's important to note that the project, as envisaged, as designed, sits entirely out of the park, and out of its buffer zone, but it is adjacent to that, and we are all there aware that it is obviously an environmentally sensitive receptor, and we have considered that as part of our sort of project evaluation. Really understanding that baseline summary has allowed us to basically look at the various scenarios that we could do as part of the PFS work. I think one of some of the main considerations that have influenced the project design as part of our ESIA, well, clearly, the first and foremost is to make sure that we try and, where possible, avoid or minimize any community impact. That's obviously an easy and early win for us. How that's manifested itself is that effectively, we have a, if you like, a staged approach to both project development, and then subsequent operation. What that really comes down to is the idea of a starter project where we can build the project infrastructure, plant site, accommodation, and so on. The initial two to three years of mining production actually sits within a single, relatively small, starter project area, and that has only engagement with one local community. It's not like we have to basically deal with all the various communities across the entire project site to get it up and running. We actually can deal with one community grouping that will allow us to get the project, infrastructure built, and allow us to get the first two to three years of production under our belt before we have to start engaging with subsequent, sort of community groups within the project area as well. I think in looking to combine that sort of placing an infrastructure away from communities and then staging that design, I think has allowed us to simplify the upfront development sort of approach before we then sort of get into subsequent phases of operation. The other thing is that we thought about the mining sequence. Clearly, you could let the sort of the software run wild, and it would sort of be pulling tons from all the different pits at different times, trying to maximize the NPV. We've not gone down that route. What we've looked to do again, is sort of sequence the mining pit operation. We've constrained the schedule to make sure that at any one time, there are only ever two pits open, and then we look to progressively rehabilitate as we close down pits and move to the next one from there as well. I think the final point really is that sort of community engagement, getting that social license to operate is gonna be critical, and designing a very detailed and thorough wrap and liability restoration program and starting that engagement early is really gonna be the key to making Doropo work. That's something that we're starting on the second half of this year as well. I think in terms of the overall project setting, as I say, technically simple. The art of this will be sort of putting the project within this sort of rural mosaic that we sit within in the North, Northeast, Côte d'Ivoire. Identification of those issues, early sort of factoring those into the plans and a staged approach to engaging with community as we go forward, and early start to that work is gonna be key. Pretty happy with that. There are some challenges, of course, as with any project, but I think something that we believe that we have the skills and the experience to deal with. I think importantly, something that's already these types of programs have already been successfully completed by other companies within Côte d'Ivoire as well. There's a level of sophistication and understanding within the country, both in the administration and from the community side, about how these things work as well. Just moving on to the next slide. When we pull together that configuration, when we pull together our staged approach to development and mining, you know, where does that leave us? Look, as I say, delighted that the resource has held quite nicely on the drill out to the PFS stage, and that led us to a contained reserve of about 1.9 million ounces at just a shade under 1.5 grams a tonne. That leads us to an average gold production of about 170,000 ounces per year over a 10-year life. We do average around 210,000 ounces per annum in the first 5 years. Again, that gives us a life of mine, all in sustaining of just over 1,000, and that first 5 years, just below 1,000 as well. Sitting quite nicely. When we look at the CapEx for construction, that's just a shade under $350 million, and that includes the 10% contingency as well. I think that sort of, you know, when we look to that as a company, when we look to that against our own internal hurdle rates of IRR, NPV, project life and production profile, is that we think that screens really nicely. If we do that at a long term, so a more conservative price of $1,600, or we use a sort of current sort of levels around $1,900, we see a project that certainly hits those NPV, IRR targets as anticipated. That, as I say, is a sensible level of gold price and diesel price assumptions we move forward as well. I think that gave us the confidence effectively to take the project forward. Next slide, please. In terms of assessing, you know, the sort of the CapEx and OpEx base, clearly, we've taken a bottom-up approach from first principles. Of course, we have a fair amount of experience now in the Centamin Group of West African gold project construction and development. Our project lead, Russ White, this would be his fifth project of construction and development of gold projects in West Africa. He's with us at Toro and successfully led the feasibility, then the construction of that project, which was ahead of schedule and under budget as well. We think we've got quite a bit of in-house experience. We've used high-quality consultants and engineers to do the work, and we came up with the project economics, as we just discussed. One of the things we wanted to do, of course, though, was to make sure that we that we're sort of, you know, cognizant of inflation, cognizant of where the project the market is moving. You know, where does Doropo sit? I think what we were quite pleased to see that having taken the sort of bottom-up approach and derived the CapEx and OpEx numbers, and then when we benchmarked them to industry, we were pretty happy that actually where we've come out is a project that sits kind of mid-range on the capital intensity. We're certainly not the cheapest, as you'd expect in a remote location, but also pleased to see that we're not at the top end, and it sits rather nicely, kind of middle of the pack in terms of that sort of capital construction, cost intensity as well. I think that gave us additional comfort that we're in the right ballpark for a project of this scale. Then we look at the all-in sustaining costs again. Again, we believe that the project will screen quite nicely, and sit the right side of the median there, at sort of 50th percentile for the cost curve as well. I think that was a good validation and a good sort of, you know, sense check for us to make sure that, when we did the work, that, you know, we're not kidding ourselves, and there is something that's real here, and it is in line with industry sort of benchmarks at this stage. Just moving on to the next slide. I think with that sort of confidence in the project economics, and the potential sort of scale and viability of the project, with that sort of benchmarking to industry, we pretty much launched straight into the feasibility and ESIA process as well. One of the good points is that we've actually pretty much completed the drilling for the feasibility stage already. We've taken advantage of the current dry season that's just coming to an end in West Africa now, and pretty much we have completed all the resource drill out required to support the feasibility as well. That really just leaves, metallurgical test work, tweaks, and then the actual study work to be done over the balance of this year into early next. Really, what do we want out of that DFS? I guess philosophically, we think about the PFS as being sort of, project evaluation. What are the alternative configurations of project infrastructure layout? What are the different sort of, you know, configurations of processing, metallurgical sort of thing, you know, TSF, sort of, opportunities. Really, the PFS, to our mind, then, is trying to find the preferred configuration for the project, and then the DFS stage is about then optimizing that PFS design. That's very much the approach that we've taken, and that does lead us to believe that there's a number of opportunities now that we can refine to the DFS stage to enhance the project from there. These are identified real opportunities that are being laid in right now. On the resource base, we know there's some good upgrades to come. We didn't include some certain oxide material as part of the PFS. We just didn't have enough test work at the time. They are sort of shallow, good grade, high recovery ounces. They will come into the DFS as well. Nice to see those coming through. We've been able to drill off some known extensions to current resource, sort of targets and pits. These are extensions to existing sort of, you know, pits that will come in. We've had some nice work on those we'll update you later in the year on. Also, we've identified a number of new areas within the broader concession area, [from source and ore bring], where we've done some drilling. There's a good chance that some of those resources might come in. They're likely to sort of extend the life of the project more than sort of add NPV at this stage. Certainly, we see quite a bit of resource upside that can be sort of factored into that feasibility work. Operational cost savings. We still think there's a number of things on the table that we can sharpen up, reagent consumption and optimization, moving to an owner's team on the mining rather than a contractor. Obviously, we've got a lot of skills and experience at Sukari that we could bring across, and we do think there's an opportunity there to sharpen up some of the cost base. I would say the same with the construction capital cost as well. Thinking about construction philosophy, and moving away from an EPC and to an EPCM, warehousing some of the tasks within our owner's team, obviously transferring some of that execution risk to ourselves, but obviously lowering the cost as well. Then also looking at how quickly could we front-run some of the longer lead items, how much of a financial risk are we prepared to take to foreshorten the construction time as well, and take some of the costs out of that as well. I think really when we put all those things together, what I'd really like to see, of course, is that first five years of production all sitting above 200,000 ounces a year. That would mean some of those ounces coming through backfilling year 3, 4, and 5, getting us to that at least 200,000 ounce mark for the first 5 years, and seeing what happens thereafter as well. I think there's a number of nice opportunities that will flow through, that will capture as part of DFS and look to improve on those already sort of pretty robust NPV and IRR targets as well. In terms of the next slide, where do we go from here? We've got a pretty detailed plan laid out now, is to get the ESIA finished by sort of year-end broadly, and then in for a license application by the middle of next year. That is our sort of target from a procedural basis with government. We actually met with the Minister of Mines in Abidjan a couple of weeks back. He was very supportive of the Doropo project. It is a rural, relatively underdeveloped part of Côte d'Ivoire, and the government is very keen to see investment in this part of the world, infrastructure development, job creation, skills, and so on. He did indicate that this was a priority project for them as well. Delighted to get that sort of in-country support for the project as well. Really, on the assumption that we can get our applications in by the middle of next year, we then go into government review process, and then we get into the FID before then, a sort of approximately ± sort of two-year build to first gold process as well. I do think there's quite a bit of opportunity to sharpen up that timeline, and that's something we'll look at during the feasibility stage now, and look to see where we can sort of shorten that up and bring that in sooner effectively as well. I think in summary, you know, slightly delayed, but ultimately a very good result. A robust project that screens well against its peers. We think we're on the right track there. A number of identified opportunities that we can now layer into the DFS, and a team that's capable of delivering it as well. I think that's a great bit of work for us to have completed now, and we're full throttle pushing on with the DFS and ESIA as we speak. If that wasn't enough, just moving on to EDX, our Eastern Desert exploration work in Egypt. A picture there of myself. They say the camera adds 10 pounds. It looks more like 20 pounds to me there. I think I might have to get to the gym before I have my holiday, looking at that picture. Delighted that last year... Sorry, last week, apologies, we were able to agree the framework around the NMEA for Egypt. After what has been a fairly lengthy and detailed engagement process, so delighted that ourselves and our entry partners at Barrick were able to meet the Minister of Petroleum, the gentleman in the middle there, His Excellency, Engineer Tarek El-Molla, and finalize the in-principle terms to support a exploitation agreement for new projects in Egypt going forward. I think it's a great step forward for us at Centamin. We like it now we've got clarity around our new EDX blocks and exploitation terms basis. We'd be likely now that the likes of Barrick are sufficiently comfortable with the framework agreement that they're prepared to admit to the country as well. I think it's a real step forward for Egypt now to genuinely put itself on the map as an exploration and potentially development jurisdiction on a global basis as well. A lot of Arabian Nubian Shield there. It's an emerging jurisdiction, as we know, from the likes of Saudi and other places. Now what we believe is a modern code has been effectively agreed. In terms of the process itself, ourselves and Barrick, we've kind of formed the industry group. We were supported by Norton Rose, you know, a highly experienced legal firm. I think one of the key roles is played by Wood Mackenzie, who acted as almost a buffer between the industry group and the minister, looking to ensure that the sort of the economic arguments and discussions around the regulatory framework were sort of, if you like, umpired or provided an independent point of view as well. I think it was a good process. I think it was a sort of, you know, supported by a really sort of, you know, leading panel of industry experts. Really what we've come up with this concept of a, of a kind of win-win, which is kind of a bit of a cliché, but generally, one of the things that we discussed right at the process was to see this kind of sharing of risk, but also reward on a sort of 50/50 basis between the state and the, and industry. I think that's where Wood Mackenzie were very useful, being able to sort of sit down with the ministerial team and look at the various sort of options and levers they could pull to make sure that there was a balance of this sort of win-win between industry and state as well. I think we pretty much got there on a life cycle basis as well with that kind of 50/50 approach to that. I think interestingly, the minister very much understood that, you know, international mining companies, you know, can choose within reason to be in certain jurisdictions, and therefore, Egypt was effectively competing with other international countries for that foreign direct investment from mining companies. He understood that model as well. I think that sort of where Egypt has ended up on this new mining code in terms of commercial terms, is that it probably screened very, very similarly to something like Côte d'Ivoire as well. Now we've got the Arabian Nubian Shield in Egypt. We've got this wonderful infrastructure of roads and power and people, which we're obviously very familiar with at Centamin. We've got a pro-mining, mining minister, sorry, Minister and government that wants foreign direct investment. We've got a regulatory and fiscal regime that is clear and concise and also is on a par with something like Côte d'Ivoire as well. I think that is a real win for Egypt. A process from here is that that sort of agreement now will effectively go through a three-step ratification process, as per the normal sort of process in Egypt. Government is on summer recess now through August and September, we anticipate when everyone's back at their desks through October, November, that will be ratified and brought into law under a special law as well. I think an excellent piece of work, a long process, committed at times. I, you know, like to commend the Centamin team for their perseverance over an extended period, but delighted to have shaken hands with His Excellency El-Molla last week, and alongside James Ferguson there at Barrick to get to that point as well. I think that's great news for Egypt, for Centamin as well. Moving on to the next slide. With that sort of, you know, framework, we did start work at our exploration ground earlier. We didn't wait for this. We had confidence that we would get there. You know, we did start work on our EDX grounds, predominantly the Nuqrus block, which sits adjacent to the Sukari concession agreement. We generated over the last 12 months up to 7 drill targets through a combination of soils mapping and so on. I'm delighted to say that during the first half of this year, we rolled the first RC rig onto that first target and have commenced drilling on a 10,000 meter program across EDX. We're about 2,000 meters into that program now, and over the next 2 or 3 months, as we move across these targets, we will finish that initial scout drilling and look to update from there as well. Delighted that we've got those fiscal terms, and regulatory terms in place now, and actually sort of quite excited to have a rig on the ground and actively drilling those first targets that all sit within a trucking distance of Sukari as well. Looking forward to updating you on the balance this year as those results start to come in as well. Exciting times in Egypt. Very, very happy with that. Maybe moving on to the summary. In terms of our clear and consistent strategy, I think this is, this is a familiar slide that those have been on these webcasts before. look, I think at Sukari, obviously, in terms of the sort of value maximisation, life of mine plans to come through, second half of this year. Of course, we'll continue to push on with grid power as part of that, and sort of further growth opportunities around resource reserves and further cost optimization as well. I think the life of mine is the headline, but there's still lots of initiatives to come through there. In the growth and diversification, as we've talked about, you know, Doropo is doing nicely, full board to DFS now, and of course, those EDX results that will hopefully be coming through later this year. It's exploration, it's early stage, it's higher risk, but excited about that. Of course, our commitment to shareholder returns. You know, Ross sort of articulated our sort of capital allocation structure earlier this year. We are putting it into practice now with this year's, this interim dividend at this stage, and look to continue to stay committed to those stakeholder returns as we go forward as well. Just, yeah, delighted that really strong first half of the year sets us up very nicely for the second half of the year at Sukari, and also Sukari sets up that foundation to continue to deliver sort of growth and diversification through the portfolio. On that basis, I'll pause there and would now be happy to throw the call open to questions, and I'll hand back to Bailey, who will run us through that on that basis as well. Thank you. If you would like to ask a question on today's call, please press star followed by one if you have joined us on the conference call, or if you have joined us online, please use the text box on your screen. Our first question today comes from the line of Marina Calero from RBC Capital Markets. Please go ahead, Marina. Your line is now open. Good morning, thanks for the call. I have a quick question about your growth strategy. Now that your Doropo project is moving into the DFS stage, would you be open to expand your footprint in West Africa via M&A? Hi, Marina. Yeah, look, absolutely. Certainly. Well, if we sort of look at West Africa, absolutely. Look, we've got ABC in Côte d'Ivoire. We think Côte d'Ivoire remains a really interesting place geologically, and obviously, with an established sector. I would say that from an exploration basis, so that sort of early-stage exploration work, we are currently assessing a number of opportunities right across West Africa, and we'd look to add in that sort of early-stage direct application or JV with the junior companies to continue to sort of grow out the exploration sort of sector as well. I think if we move sort of further up the curve towards, you know, development, pre-development opportunities, yeah, look, absolutely. I think we'd have to think about sequencing. I think, you know, it would be incredibly difficult to try and build two projects concurrently. I think that would be a bit of a challenge. If we're looking at development opportunities, we'd have to see how they sort of integrated into our development pipeline and how that would fit. You know, is it something that would come before Doropo, and therefore, we could accelerate on that basis? Or is it something that would then sort of naturally sort of finish or be ready to be constructed post-Doropo construction as well, so you kind of roll your design, your construction team from one to the other as well. Certainly, I would say that exploration portfolio perspective, very active and looking at those things right now. If we're moving more towards a development opportunity, we'd have to think about how that fitted in the sort of timeline around Doropo. If it was a producing opportunity, why not? Absolutely. You know, we're keen to sort of try and diversify the asset base, as you know. Organically, we've got a good pipeline, but we remain sort of, if you like, opportunistic, looking at sort of those M&A opportunities. If we can find the right value for the right project in the right jurisdiction, then absolutely, I think we could consider that. Great. That's all I have. Thank you very much. Thanks. Thank you. The next question today comes from the line of Daniel Major from UBS. Please go ahead, Daniel. Your line is now open. Please do ensure that you have unmuted locally. Sorry about that. Hi, and thanks for the questions. First question, sorry if I missed it somewhere in the statements. What is the cost of the put option that you've put in place for the next 12 months? Ross, do you want to take this one? Hi. Yes, Martin. Hi, Dan. The total cost of the put options was $6.1 million. That's across the full suite through to June next year. In the financials, you'll see two tranches. There was a first tranche of $two and a half million that was entered into on the 14th of June, and the second tranche was post-June, so July. There's a $3.6 million at the subsequent event, but the total number is $6.1 million. Great, thanks. Second question, just on CapEx. I think it's good you're showing CapEx in full basis in your summary, rather than the adjusted number. Can you give us a sense of where we should be thinking, even if it's not the exact number, around total CapEx into 2024? You said it's going to come off, but can you give us any range, you know, and any guidance there? Dan, so that, what sort of CapEx guidance for 2024, Dan? Sorry, is that the question? A range at least of sort of. I know you've previously provided some guidance in the past, but there's, you know, there's quite a few moving parts, whether there's any steer on what we should be thinking in 2024 at this stage. I think, Dan, Hello, Dan. Sorry, I didn't say that was you. Apologies for that. I think, Dan, I think the new life of mine plan, I think we'll have that sort of, you know, sharpened up through sort of Q3 and ready for release in Q4. I think sort of some of the options we're looking at there, I think that's going to drive that CapEx number as well, around sort of around projects taking it forward. I think in terms of giving you sort of a good steer, I think that's probably going to come part of that life of mine plan update. I would say, though, that in terms of the other projects that we sort of know about now, that we can probably sort of, you know, flag and you can put a pin in them, and we'll sort of pull them into next year. Solar expansion, that's probably in the order of $20 million-$25 million to take us, you know, up to that 50 megawatts of total install AC. That's that sort of order of magnitude for that project. Gravity Circuit, probably in the order of about 15, maybe 20 at the upside, maybe 12 at the bottom. That's the sort of Gravity Circuit. We're working through that at the moment, depending on where we go, but, you know, stick a pin in that. 15 is probably not a bad estimate at this stage, subject to further work as well on that basis. Grid connection, again, 15-20, I would say. Maybe, well, actually, sorry, no, 20-25 on that. Apologies, I think would be a good number for that as well. The 3 sort of, you know, big projects that we see going forward, solar expansion, gravity, and grid, that's the sort of quantum I think, you know, you could look at on this basis. Things around stripping and some of the you know, some of the sort of, you know, sustaining CapEx around underground development and those other bits and pieces, they will fall out of the that new life of mine update as well. In terms of, if you like, sort of projects, that's the sort of number I think you can envisage, you know, that we'll sharpen up over the second half of this year. It's that sort of quantum of numbers as we go forward. Okay. Does that help? Yeah, that does. Thanks. Just to expand on that slightly, have you provided explicit guidance on the direction of the $48 million of deferred stripping on work, because that should be a number that you've got line of sight on now, I would have thought, on where that looks like next year? After the stripping? No, I think that's going to come out in the new plan, Dan. I think once we've, once we look at that, you know, we've got the capital program that goes to the middle of next year. I think you can assume that capital sort of waste accelerated stripping program will roll through and will sort of, you know, hit as planned. That'll finish sort of, you know, May, June next year. Then outside of that, in terms of our own fleet, our own sort of stripping plan, and again, it's an accounting issue where it sits above the average life of mine strip ratio. I think that will fall out that new life of mine plan update. I think again, when you look at the first half of next year, you can assume that capital will finish off their program as currently contracted on our own fleet and how that relates to in sort of the accounting treatment of that sort of deferred waste stripping that'll come out of that new life of mine plan. Okay, that's useful. Thank you. Yeah, okay. Just the one on Doropo. I mean, you mentioned in your slide about exploration upside and, backfilling the production profile to 200,000 ounces first 5 years. I mean, it seems like fragmented mineralization. I mean, should we think about the upside here being more, sort of backfilling and maintaining somewhere closer to 200 for the 10 years than, rather than sort of large-scale discoveries, likely extending the life materially beyond the 12, sort of 10, 12-year time horizon? I think in the kind of the backfilling on the first 5 years, so we know there's some oxide material that we couldn't include in the PFS just due to sampling. That, that'll, you know, that'll become available as part of the DFS. We know that we currently have drilled off some extensions to current pits, so we know there are some additional ounces that are likely to sort of extend current pits, and they will sort of help to sort of, you know, between at least those two things, they are the two areas where I believe we'll be able to sort of get that first 5 years, you know, each year, at least with a 2 in front of it, on the first 5 years, effectively. I think in terms of the sort of the discoveries, if you like, additional mineralization outside of the current eight pits, I think initial indications are that it's gonna to be of a similar grade to the current sort of ore bodies. You know, if we found something that was 2.5 grams-. I think you could bring that sort of pit forward in the mining sequence, and look to displace some of the other pits to sort of increase the ounce profile there. It does look it's sitting around about the average of the grade that we're seeing at the reserve resource at this stage anyway. It comes on to the fact that, you know, because it's the same grade, because you've got the same mill capacity, it's likely to add life rather than sort of, you know, it all being at sort of 200,000 ounces for the 10 years. If we pick up something that's on a, on a grade pickup, then I think you can sort of bring that forward in the schedule, and you might be able to do it as well. I think I, you know, I sort of in my head, I have this sort of view of the first 5 years, hopefully having a 2 in front of it in terms of production, and then incremental resource discovery of the target that we know about now. They're adding years onto the back end rather than sort of bringing it forward as well. Of course, there still is always a chance that you find something that's got slightly better grade, you bring that forward, and we can sort of push that 200,000-ounce target out longer. At this stage, I think it's, yeah, first five years with a 2 in front of them, and then it's mine life addition to the back end. All right. Thanks a lot. Thanks, Dan. Thank you. As a reminder, if you would like to ask a question, please press star followed by one on your telephone keypad. Alternatively, if you've joined via the web, you may submit a written question via the Q&A box on your screen. The next question today comes from the line of Yuen Low from Liberum. Yuen, please go ahead. Your line is now open. Hi, good morning, Martin, Ross, and Alex. Congratulations on the good H1 production result. Your optional guidance, you said that you were being conservative with the cost guidance. Bearing in mind what the, where the H1 AISC has come out, I'm surprised you haven't reduced the AISC guidance. Morning, Yuen. Well, I'll pass this across to Ross, of course. I think in terms of CapEx, we remain on track for the full year target. You know, we remain on track for that. And of course, we've rescheduled some of that CapEx from H1 into H2. And of course, some of that CapEx would have an impact on the AISC as well. I think we're right to maintain that's all in sort of the AISC range, certainly for the half year. Let's see where we get to at Q3. I think that we're still sort of in as well. Ross, I mean, happy for you to maybe sort of take a closer look at that from your perspective. Yeah, that's exactly right. Hi, Yuen. Yeah, it was a great result, H1. We are light on CapEx. There's a big spend in H2. We're very much on track, and, you know, everybody believes that that's all going to drop. We've kept consistent, but we'll reassess it as we go into Q3. We have had the tailwinds of some of the input costs and things that have helped, but, yeah, we do have that elevated second half. Yeah, I do appreciate the CapEx will be higher in H2, but looking at your cash cost, that's come down quite a bit from Q1. It's come down by, I think, over $10 million. Yeah, that's right. That's right. You, Yuen, guarantee the diesel price for H2, and we'll give you the guidance. How about that? We just, you know, have to be careful of, you know, diesel prices. You know, we've had that tailwind in the first half of the year. It has helped against the budget numbers. Are we super confident that, you know, all of us globally, that the sort of the oil and gas price or the diesel price is a proxy, how is that going to perform second half of the year with one eye on Middle East production, Ukraine, situation, so on as well? I think at this stage, you know, with sort of half the year to go, with diesel being a key sort of input to that cash cost and AISC, and noting the CapEx issue as well, I think, you know, to sort of to aggressively sort of lower that at this stage and then find the diesel price moves against it could sort of look a bit embarrassing. I think let's get another quarter under our belt, get to Q3. If we're still seeing diesel in where we need it to be, then I think we can look at this stage well. I think the sort of the prudent aspect of us, you know, in terms of running and managing the business and setting external expectations is that, you know, we can't hedge the diesel price. We're a price taker. We still look at the international market as a proxy of where the price will go. I think at this stage, it's prudent just to maintain at this stage. Okay, that's great. Thank you very much. Thank you. There are no additional audio questions waiting, so I'd like to pass over to Alex for any written questions. Thank you, Bailey. Just a couple have come through online. One is around hedging. Some of your peers are hedging over $2,000 an ounce gold over 2025 to 2027. You've hedged the downside, would you take an opportunist, opportunistic higher-priced hedge given growth at Doropo? Look, I think there's 2 things here. Let's look at the sort of the put program as we look at investment into Sukari over the next 12 months. I think that very much is a tactical, short-term sort of, you know, decision to protect those cash flows while we continue this, you know, the accelerated stripping program and some of the other CapEx projects into Sukari. I think that, you know, we anticipate that the sort of that reinvestment in Sukari starts to roll off next year, stripping normalizes, those projects are dropped and developed. We see the benefits coming through. I think at that point, you know, Sukari, its position on the cash cost curve would mean that hopefully, that, you know, that tactical sort of downside protection isn't required. We've still got the RCF in our back pocket to draw down on. you know, I think about sort of that risk management as being sort of price protection and available liquidity. I think we're in a very nice position. The Doropo, different story, of course. If we're going to take the Doropo forward, if we're going to build it, and we're going to project finance that, I think that's a different scenario. I think at that point, where you're looking to secure, say, project finance, I think, you know, having some sort of price protection within a development scenario is entirely sort of justified. I think that when you're at that sort of level as well, I think you could then also look at different products. Of course, you know, the puts, you know, I don't really consider them to be true hedging. We haven't created a commitment to delivery for the business. We've protected a bit like a, an insurance policy on your car. I think once we got into the Doropo discussions. I think that's a different story then. Then we could look at the project products, whether it be a flat forward, a zero-cost collar, these sorts of products where you are genuinely hedging because you're creating a commitment. Of course, with those commitments, one, it doesn't come at sort of, you know, financial cost to the business in terms of upfront, but it does give you a potentially a higher forward price as well over that period. I think, you know, personally, and Ross and I haven't had a chance to discuss this in depth, either between ourselves or with the board, but I think we're fine for Sukari now. I think that tactically short-term program's in place. I think if we look at Doropo, I think that's the time to look at different products that could see, you know, the sort of, you know, longer-dated trades in place that would benefit from higher prices. You are at that point, sort of, you know, committing to delivery of those ounces, and you are hedging in the truest sense. It is at that point connected to a project finance associated with the Doropo development. If that answers the question. I think it does. There's apologies to those who've submitted questions on EDX. I've just tried to combine them as one. With clarity around the mining terms, can you take us through your strategy at EDX? Following the Nuqrus drilling, what would be your next steps? tegy has changed, and that's to try and make discoveries within Egypt. If those discoveries are made in close proximity to Sukari, can we basically look to, to, you know, benefit off the Sukari infrastructure to bring those ounces to account more quickly and more cheaply? And in discussions with the Ministry of Petroleum, and the Minister of Petroleum and Mineral Resources, I should say, is that they see the benefit to that as well. You know, the sort of economic terms between the new code and our concession agreement are broadly similar. You know, the sort of government take is the same. There's no real delta for the government, whether they come in via the concession agreement or via the new code. If we can utilize the Sukari infrastructure to accelerate the development of satellite deposits around Sukari, then that's great for the government because those ounces come forward and obviously great for Centamin as well. No change to that basis. On the other blocks, away from the Sukari, no change in the strategy. You know, try and make a discovery that supports a commercial development decision. You know, can we find a deposit of scale and grade that supports a CapEx investment? What we now have, of course, is that with the exploitation code terms completed, is that we have the confidence that if we were to make a discovery on either the current blocks at Um Rus or further north up at Najd, then then we now know that what those terms would be in terms of development of a standalone project as well. It just gives us better surety on the long term for those other discoveries. It tells us that if we make a discovery close to Sukari, economic terms the government will get are broadly the same, so there's no delta there. In fact, it's probably strengthens the ability to bring some of those satellite ounces into Sukari, because the government wins them either way, effectively as well. No, look, I think to be honest with you, it doesn't change our view. I think what's really encouraging is that it, it's a very clear signal to the international mining community that Egypt's open for business, supportive government that wants them, wants them there, and lots of geology to go and have a run at, and really a chance to open up the sector there as well. I think, yeah, I think it's really positive about this. Great. Let me quickly refresh. The last question, I believe, is, you guided at the beginning of the year that you'd be doing 95,000 meters of drilling at Sukari. How has that progressed in H1? Would you expect that to be captured in an R&R update later this year? that is the underground drilling out, the 95,000 m? Yeah. We're talking about, yeah. That is half year, about 48 km, just on the run rate, about halfway through where we would be. Of course, we, you know, I've mentioned before the kind of the 3 buckets of this kind of sort of grade control that supports effective sort of, you know, preproduction sort of a sharp edge for the resource model. We then have a bucket where we another third, where we look at sort of converting inferred to kind of measured and indicated, so we can bring it into reserve. Then we have about a third of the bucket, which then looks to extend the limits of the ore body. Can we go and find new target material as well? Of the 48 km that we've done first half the year, about 16 km of that drilling has gone into grade control to support preproduction, and about 32 km, the balance has gone into that exploration bucket of infilling, upgrading known targets into resources, and then extending the ore body through identification of new targets as well. That's kind of the split down in the first half of the year, and I would imagine that that will roll forward into the second half of the year and beyond. Wonderful. That is all the questions from online. Perfect. I'd just like to say thank you to everybody for taking the time to listen in this morning. Lots to get through, obviously, taken a fair chunk of everybody's time, but I think a really positive first half of the year sentiment. Operational delivery has been superb. Delighted with the ounces and the costs, projects at Sukari moving ahead. Delighted with the Doropo, as we start to sort of push that forward. Of course, absolutely delighted in Egypt with the new mining code, and starting that work on EDX as well. Some great momentum, some nice news flow to come, hopefully in the second half of the year around life of mine plan and those other projects. Looking forward to taking some momentum into H2. As ever, if there's any sort of follow-up, questions or thoughts, feel free to reach out to us through our usual channels, Alex, myself, or Ross, and happy to engage with you from there. With that, I'll thank you all again for taking the time this morning, and look forward to speaking to you all soon. Thank you. This concludes today's conference call. Thank you all for your participation. You may now disconnect your line.