Good day, ladies and gentlemen, and welcome to Centamin 2024 Annual General Meeting. At this time, all participants are in listen-only mode as we conduct the formal business of the AGM. After the formal business of the AGM, we will hear from Martin Horgan, and there will be an opportunity to submit questions via the online platform, and instructions will follow at that time. I would like to remind all participants that this call is being recorded. I will now hand over to Jim Rutherford, Chairman, to open the AGM. Please go ahead. Good morning, ladies and gentlemen. Welcome to the Annual General Meeting of Centamin PLC. My name is Jim Rutherford, Non-Executive Chairman of the company, and I will chair the meeting. As it is now 10:00 A.M. I will declare the meeting duly open. To start with, please be advised that all members of the board are present today at the meeting, except for Sally Eyre, who could not be with us and is in Vancouver. Sat with me are Martin Horgan, our Chief Executive, Ross Jerrard, our Chief Financial Officer, and Marna Cloete, who is Chair of the Audit and Risk Committee, and to my left is Darren Le Masurier, our Company Secretary. Those in attendance will have an opportunity to meet the board after the meeting. Moving on to the formal proceedings of the AGM, I note that a quorum of members is present, and I will therefore start the meeting. I would like to extend my gratitude to those shareholders who've taken the time to attend the meeting today in person, and welcome those who've joined online via the webinar. Thank you also for those who have cast their votes online or via the proxy forms. We trust that being able to host a combined in-person and webcast AGM provides shareholders with suitable platforms to facilitate attendance. The notice of this meeting, together with the explanatory notes, were published and posted to shareholders on the ninth of April. Accordingly, the requisite notice of the meeting has been given, and I propose, therefore, that the notice of the meeting should be taken as read. Before proceeding to the business of the meeting, I would like to remind those who are in the room of the method of voting. In order to accurately reflect the views of shareholders of the company, voting today will be done by way of a poll on each of the resolutions put to the meeting. Computershare, the company's registrars, are appointed to act as scrutineers. The title of each resolution will be shown on the screen behind me and via the webinar, together with a breakdown of the proxy votes we have received so far. The final results of the voting, including the proxy votes on each of the resolutions, will be announced through the London Stock Exchange Regulatory News Service and will also be published on our website later today. Those of you in the room will each have been given poll cards, which shows three options for each resolution. You can vote for the proposed resolution, against the proposed resolution, or you may abstain from voting. In the case of corporate shareholders, the poll card should be completed by the authorized corporate representative at the meeting or by their proxy. Will you please complete your poll card by ticking the appropriate box next to the relevant resolution, depending on how you wish to cast your vote? Once all votes have been taken on the resolutions, I would then ask you to sign the poll card and put the completed poll card in one of the ballot boxes at the back of the room. Should you require any further assistance, our registrars will be happy to assist. In respect to the resolutions, I wanted to pass comment briefly in relation to the re-election of directors and, in the case of our two new directors, their election to the board. In January this year, we were pleased to announce the appointment of Hoda Mansour and Imane Naguib as non-executive directors. They bring a wealth of commercial and financial experience, including extensive knowledge of Egypt and the broader region, and will be a true asset to the company as we move into our next phase of growth. As part of the ongoing board succession, Dr. Ibrahim Fawzi did not stand for re-election and will retire from the board with effect from the close of the AGM. I would like to extend my personal thanks to Dr. Fawzi for the invaluable contribution that he has made to Centamin as a board member during his long tenure. Turning to governance, the Audit and Risk Committee undertook a tender process during the year for the appointment of the external auditor, and as part of that, it took firmly into consideration the FRC's minimum standards for audit committees and the external audit, which were published in May 2023. Details of the process are set out in the Audit and Risk Committee report in the annual report, where we reappointed PricewaterhouseCoopers as the company's external auditor. If you have a question in relation to any of the AGM resolutions, can you please raise your hand now? Please note that after the formal AGM, we will hand over to Martin Horgan, our CEO, and there will be an opportunity to raise questions relating to his CEO presentations. Can I ask, have any questions been posted via the webinar in relation to the AGM resolutions? Okay. Confirmation that no further questions that were relevant to the business of the AGM have been submitted in advance by shareholders. The full text of each of the resolutions is set out in the notice of the meeting, a copy of which you will have received. Resolutions numbered one to six are proposed as ordinary resolutions, and therefore require a simple majority to be passed. These resolutions cover the adoption of the accounts, the approval of the final dividend, the approval of the directors' remuneration report, the re-election of directors, the appointment of external auditors, and the allotment of shares. Resolutions numbered seven to eight are proposed as special resolutions, which, to be passed, require a majority of 75% to vote in favor of the resolution. These two resolutions cover preemption rights and share buyback provisions. I am pleased to say that we have received strong support for all resolutions based on the shares already voted, that represent approximately 65% of our outstanding share capital. All resolutions have been passed on the basis of the numbers on the screen behind me, but may be subject to minor changes following the tallying of the final poll cards. That concludes the formal business of this meeting. Thank you for your interest in Centamin and your attendance. I now declare the formal part of the AGM closed. As I mentioned earlier, the final voting results of the meeting will be announced to the London Stock Exchange through the Regulatory News Service, and will also be posted on our website as soon as practicable. At this point, I would like to introduce our Chief Executive, Martin Horgan, who will give a brief presentation and update on the company. Thank you, Mr. Chairman. Good morning, everybody, and my welcome to you all to this Centamin AGM today. Just moving through the disclaimer quickly. Start off with a quick look at our portfolio. I think, when we look at this, I see a number of things that come through to me. First and foremost, of course, is a significant mineral endowment on which we base our company. Over 30 million ounces of resources, and now 7.7 million ounces of reserves. I'm delighted to say that in 2023, that was the first time the company had reserves outside of Egypt, with the development of the Doropo project as well. When I look at the portfolio as well, I see that it's based in two of the great geological terrains of gold exploration and development of the world. The proven and well-understood Eburnean of West Africa, and of course, the exciting and emerging Arabian-Nubian Shield in Egypt. And within that portfolio as well, I look at an integrated pipeline of opportunity. We have the Sukari Gold Mine, which has been in production now since 2009, 2010. We have our development project at Doropo in Côte d'Ivoire coming through, an advanced exploration project at ABC, also in Côte d'Ivoire, and of course, our exciting and emerging exploration potential of EDX, which surrounds in and around to the Sukari mine as well. It really is a strong foundation from which to build an integrated and developing growth business. Next slide. When we look back to last year's performance, from a production perspective, met guidance, albeit towards the lower end. And despite that number, I think when we look at the context of the year and recognize that we decided to take some preemptive maintenance in the milling facility in the third quarter, it says to me that now with the embedded flexibility we have in the plan and the agile management response that we have at the site there, we were still able to deliver that bottom end of guidance, which I'm delighted around. The real win, I think, for last year, though, was the cost performance. I think that we can see there that despite the inflationary environment we found ourselves in internationally, and then more locally in Egypt as well, I think it was an excellent effort by the team to be able to deliver that AISC at $1,200—just over $1,200 per ounce, well below the bottom of our range of $1,250 as well. I think that was an excellent result, again, around discipline, around execution, and around focus. And when we look at some of the drivers of that, a little chart here, that we just look at, at what are the key components that are able to deliver, one, the performance of the, the ounces, but also that cost performance. If we start at the open pit, a deeply uninteresting side of productivity, at dig rates of our shovels within the open pit, but we were able to realize a 5% increase in our productivity within the open pit dig units. When we put that into context, we moved 130 million tons of rock last year at the Sukari open pit. It's somewhere just under $2 a ton to move that rock, so that's $260 million of cost associated with the open pit operations. If we can get a 5% increase in our productivity, it starts to flow through some real dollar savings across that. Moving across to our underground operation. As you can see there, a fantastic outcome, since we made the decision to move away from contract to mining and bring those operations in-house. You can see that by doing so, we removed the contractor margin, and thus work on our own operating cost base, but importantly, been able to significantly improve the volumes of rock we've been able to move. And we've seen it gone from just about 600,000 tons total material moved in 2020, up to just about that 1 million tons moved last year of ore. And with that, you can see that from a cost base, from over $100 a ton, now just a bit, sitting just around the $60 a ton as well, and we believe that trend will continue as we further expand the underground. Looking at the processing facility, we look at the consumables. Again, a focus on optimization of reagent use, a focus on how we operate and control the operation. Alongside those price savings we've been able to negotiate and bring through, I've seen a significant reduction in our operating cost, consumables. And finally, of course, our solar plant, which we commissioned a couple of years ago now, has been working wonderfully for us. And as you can see that last year, we saved over 21 million liters of diesel from power generation, at an average price of around $0.85 a liter. That flows through to quite a substantial saving as well. So it's by focusing on those individual components of our business, making sure we optimize those individual business units and areas, allows us then to build that up and deliver the result we gave for last year. Just moving on to some of the sustainability highlights. We finished on the solar, so we'll start there again. As you can see, Egypt is one of the best places in the world for solar irradiance. We currently use diesel gen sets, as we know, and therefore, the ability to bring solar into the mix has been a significant benefit to us, not only on a cost basis, but also in terms of our carbon emissions as well. And as you can see, that enabled us to give a 14% improvement on our base year, which is 2021 as well. In terms of our workforce, our key asset, alongside the ore body, as far as I'm concerned, we continued our focus on ensuring that we basically empower, and engage with our Egyptian workforce. 76% of our leadership roles remain in Egyptian hands. We believe that will continue to grow as we go forward. We have a retention of, sorry, a program around retention and leadership development. And of course, in terms of our overall workforce, some 96% there as well. Of course, we continue to look at gender issues as well. I'm delighted to say that 2023 was a pivotal year in terms of our outreach and ability to attract and retain female talent within the Sukari workforce as well. Then finally, those of you who had the misfortune to hear me speak on other occasions will know that I believe safety is an incredibly important factor, and a good safety record, to my mind, is a very good proxy for good management. 2023 saw a continued improvement on our safety record. Delighted with the LTIFR, that 83% improvement on the three-year trailing average. And as of last year, we also set a site record for a number of LTI hours work free, which has passed the previous site record of 9.8. And in terms of the decarbonization, I think one of the things I'm particularly proud about Centamin is that many companies talk about trajectory of plans, of aspirations. The thing I'm delighted about at Centamin is that we're actually delivering that now. The solar plant has been commissioned, as I mentioned, already had a significant impact on our carbon emissions. But far from standing still, we continue to develop the opportunities. We're looking at connection to the national grid infrastructure within Egypt. That will have a significant reduction by effectively removing diesel from our power generation source, and further reducing, significantly reducing our carbon emissions, as well as our operating costs. We believe that also there's a potential to take our solar expansion field all the way up to full capacity. That would allow us, during daylight hours, to use solar, and then the hours of darkness to connect to the grid, completely displacing diesel from the energy mix. Of course, finally, that puts us on a substantial way to meeting that 30% abatement target, which we set for 2030. Those initiatives alone will get, deliver that for us, and we continue to look for further opportunity as we roll forward as well. So I'm delighted at the fact that we're not just talking about this, we're actually doing it and delivering it. In terms of our financial strength, we've clearly been through a period of significant reinvestment at Sukari and across the broader group. We did negotiate a revolving credit facility with some international banks a few years ago. That, in part, gave us the additional flexibility to allow us to commit to the reinvestment phase. Importantly for us as well, it was an external validation of our plans and processes and the management capability, and we put that in place to ensure that we could deliver the long-term vision for Sukari we wanted, while maintaining our operational flexibility. I'm delighted to say, though, having delivered the ounces at the right cost and given the relative strength in the gold price, that we've been able to deliver the vast majority of that reinvestment program without recourse to the revolving credit facility remains undrawn at this stage. So that leaves us at the back end of last year in an incredibly strong position, over $300 million of liquidity available to the business as we now look forward to the next stage of our evolution as a company. In terms as we look to this year now going forward, building on our momentum and our track record of delivery over the last three years, it's a pick-up in ounces again, targeting that 470,000 ounces-500,000 ounces, as we go forward. The cash cost on AISC, a fairly broad range, and that, of course, is to do with a range of diesel prices. Unfortunately, until we get the grid connection in, we still remain a significant consumer of diesel. Given regional, and international oil price volatility, due to external factors, we've used a fairly broad range of oil price, diesel price assumptions, and hence, that does give us a fairly broad range of that AISC of $1,200-$1,350. On a CapEx basis, it's our final year of big investment, reinvestment into the business at this stage of no other identified projects. And of course, the showpiece there is the grid connection, which will kick off now at about a $55 million-$57 million project. In terms of exploration, remain committed to the drill bits. We still think it's the most significant driver of value within the industry. The ability to find and develop those ounces far outweighs the ability to buy them, and we remain with a $23 million budget focused on the delivery of our Doropo project feasibility study in West Africa, and of course, the emerging excitement of the EDX in Egypt as well. Finally, as per previous years, our commitment to the dividend, and that remains that 30% free cash flow sweep, ahead of other use of capital allocation as well. Another solid year building on the success recently to continue forward. I think the highlight of last year for me was the development of the new life of mine plan. I think, you know, Sukari has long had this reputation, quite rightly, of being a Tier One asset, 500,000 ounces of production, with towards a decade of production, lower half of the cost curve. I think the work we've done over the last three years was to really demonstrate externally that we could get the asset back to its full, true potential. I think after a period of significant evaluation, investment, and understanding, I think the life of mine plan brought that three years together last year. I'm delighted to present the outlook as we see for the next decade as we go forward. Starting at the ounce profile, I think we were fairly confident around the potential to bring Sukari back to the 500,000 ounces, and I think that was less of a surprise to the broader investor community when we were able to do that. I would just note that that plan is substantively based on reserves, which I'm delighted to say, and we do have some resource conversion, mainly from our underground opportunity. I think the thing I like most about the resource conversion opportunity is that that is actually based on the geological model, having interrogated that using the software to come up with actual sort of stopping targets, that if we then go and drill those off, they will be converted to reserves as well. We haven't played the usual spreadsheet game of looking to take half our resource base and and assume that it will convert. There's a lot more sort of engineering and science and economics behind it as well. We have a very good confidence that those resources will convert to reserves in due course, and we do, of course, believe that we'll continue to expand the underground resource base as we go forward. But I think the real surprise when we announced this last year was that cost profile. I think really that was the sort of thing that really sort of hit home, the ability we've been able to produce those ounces, but at the right cost. And I think when we look at that forecast AISC, sitting at round about $1,000 per ounce at the site level over the next decade or so, that really pushes Sukari well inside the lowest 50th percentile of the cost curve, heading towards that 25th percentile as well. And I think that really does underpin the full potential of Sukari. And people have asked us, "Well, how do you go from being your current sort of 1,200 to 1,350 at 470,000 ounces? How do you get to that 500,000 ounces, and how do you get to that 1,000 Sorry, 500,000 ounces and 1,000 AISC? What are the building blocks? What have you done?" And actually, it's some relatively simple building blocks that allow us to take us from where we are today in a short space of time and take us forward to that target. So first and foremost, as mentioned, the grid connection, about a $55 million-$57 million project, with savings in the order of $45 million-$50 million per year of OpEx by displacing diesel. We currently spend about $0.20/kWh using diesel, and we think that once we move to grid, that will be sort of high single digits in terms of the cents per kWh. So a significant cost, OpEx saving there, as well as that decarbonization benefits. In terms of gravity, a simple upgrade to the processing facility, relatively cost-effective, around $20 million, we believe will, at the very least, increase metallurgical recovery by around about 1%. And of course, the mining. In terms of that, the open pit, we have been able to redesign the open pit. We've been able to remove waste from the plan by steepening up our open pit slopes, and by doing that, allowed us to bring some of the ounces forward and reschedule the mine as well. So that was a huge saving there of both costs and also bringing gold forward. And on the underground, as we saw that trend earlier, I've gone from 600,000 tons in 2020 to 1,000,000 tons last year, heading towards a target of 1.4 million tons as well. So four simple initiatives brought together, will be able to drive the company towards that 500,000 ounce production profile, towards that $1,000 per ounce AISC as well, which we think is a fantastic result and really does reconfirm Sukari's quality, and status. Now, we think that that plan has captured maybe 80%-90% of the full value of Sukari, but we're not stopping there. We think there's more to come. We think there's more to look at, and that sort of, sort of, culture of looking to make sure that we assess every element of our business to make sure that we can fully optimize it and continue to optimize it as we go forward. We strongly believe there's good resource and reserve growth, especially in the underground, as we roll forward. Our dump leach opportunity that has started off incredibly well. We've put that in place second half of last year. That's moving incredibly well through this first quarter, and continues to go through, and we believe there's good opportunity there to further increase the ounces that we produce on a low cost basis from the dump leach. In terms of the open pit slope analysis, huge gains we made with the last redesign. We still think there's an opportunity to take more waste out of the process, out of the operating plan, which will reduce cost and further carbon as well. In terms of open pit haulage, we move about 800 million tons of waste over the life of the mine from here, and the ability is, can we place that waste in a more cost-effective, clever way as well? We think there's some big operating cost savings to come through from that potentially down the track as well. We think there's further opportunity within the plant to upgrade some of our operations there, and of course, the solar expansion, which I touched on as well. So very happy with the 2023 outcome, certainly not resting on our laurels, and we do believe there's more to come, and we'll continue to look to find those opportunities and layer them into the plan as we roll forward. We'll stick in Egypt for now. I'm very excited about the potential of the Eastern Desert. As we know, the Arabian Nubian Shield is considered one of the, the sort of the last great unexplored geological terrains, and I think Sukari is testament to the potential of that, of that geological, terrain. As we know, it's been in operation since 2010. Over 6 million ounces produced to date, another 5 million-6 million ounces to come and more. Sukari really is an example of what is there, the potential within the Eastern Desert. We know that Egypt has gone through a sort of an update, and an improvement of its regulatory and fiscal regime, and with that, at the same time, has opened up the Eastern Desert for potential exploration using modern techniques, which hasn't really happened until very recently. We, of course, moved to secure a significant land package. We've been very busy with that, starting initially with the Nugrus block, which sits adjacent to the Sukari mine, our Um Rus block further to the north, and then furthest north is Najd, which is a number of kilometers north of Sukari. We expect the regulatory regime to be signed off and approved this year, and with that, really should open up the Egyptian sort of mining scene to the international foreign direct investment that it really needs. In terms of our focus, we started the Nugrus block. Being adjacent to Sukari, we felt that was the best opportunity, both geologically and actually also, if we were successful there, economically, the quickest way to bring those ounces into the existing infrastructure at Sukari as well. Delighted to say that after about 18 months worth of work from first principles, sort of real grassroots type work, we generated eight targets last year, of which six proved to not being particularly economically interesting, but two really did stand out for us. I'm delighted to say at Little Sukari and Umm Majal, we had the emergence of two really very interesting looking targets. As you can see there, certainly at Little Sukari, some pretty interesting widths and grades that we believe give sort of the, the flavor of the potential. Straight away into early part of this year now, we've remobilized to sites. We have drill rigs turning right now at Little Sukari. They will now go and do a follow-up program, looking to both infill and potentially extend the potential of the mineralization there before moving across to Umm Majal as well. So an excellent start, and some good momentum, and that is a real focus as we move into 2024, to try and prove up a commercially viable opportunity that then can be trucked into the Sukari mill. And as you'll note from the distances of the deposits to the mill there, well within truckable distance, on both on a physical and an economic basis as well. So delighted with the progress, and we'll keep you updated over the balance of 2024 as the results come in. Pivoting across to West Africa, our Ivorian portfolio, the ABC Project, is an advanced exploration project. That now is in the evaluation stage as to next sort of steps for that. Is that something that we believe has the potential, scale, and opportunity to be a Centamin-type project, or is that something that actually would look a little bit better elsewhere? But we're looking at that right now, and we'll go forward with a decision in the second half of 2024. In terms of the Doropo, though, as I mentioned before, a real opportunity emerging at Doropo for a viable mine, and that really sort of culminated in 2023 with that publication of that pre-feasibility study. So really, when we looked at that, we see a couple of million ounce reserve sitting at just under 1.5 grams per ton. A conventional truck and shovel mining of a multiple pit operation into a fairly sort of standard processing facility that leads to quite an economically robust outcome. Development CapEx of about $350 million, including contingency, is about medium of the CapEx sort of intensity range. And then in terms of its gold production, averaging that 175,000 life of mine, but certainly in excess of 200,000 ounces in the early years as well. We believe it looks an interesting opportunity. The main challenge and complexity around the project is in with its social and setting within the northeast part of Côte d'Ivoire. But in terms of the success of the pre-feasibility, we launched a full feasibility study and ESIA. As we stand here today as well, we're a few weeks away from having finalized both of those documents, which we believe then will support a mining license application second half of the year as well. A really interesting emerging opportunity there. We think there's a little bit more potential to come geologically as well, but certainly a robust development opportunity at Doropo. When we put all that together, it's been a busy four years, and I think 2023 was the first time that we're able to effectively articulate the long-term vision for the business within our own organic pipeline. We can see the reset Sukari delivering that consistent 500,000 ounces. We can see the additional ounces coming through from Doropo, potentially, if we take that forward to a development decision, and that puts Sukari - so Centamin, sorry, on a sort of plus 700,000 ounce average production for the second half of this decade, at a very competitive $1,000 all-in sustaining cost profile as well. That, of course, doesn't contain any of the potential upside from the underground at Sukari or the EDX as well. So, we're very happy with the work to date. It's the start, it's not, certainly not the finishing line, and we think we've got a great foundation now to go and build a multi-asset, multi-jurisdictional platform. We've got the team in place, we've got the financial robustness, as you've seen from the balance sheet, and we've got some momentum and support to do that. And with that, I'd like to say thank you, and then open it up to any questions, I think, firstly in the room, before moving to any web-based questions. Do we have any questions in the room? No. Questions online? Okay, so we had some questions online and some submitted by email ahead of the AGM, all operational. In the ABC asset, we must have something which is of value. What are the board's intentions for this project? Does the profile fit or not for the company's criteria? I think that's exactly the right question to ask. I think when we sort of started looking at the project revaluation in 2020, we had a long geological corridor of about 20 km-30 km, and previous work had identified about a 2 million ounce resource at around about 1 gram per ton, but sitting in a very concentrated part of that overall geological structure. So really, 2 million ounces about 1 gram a ton is unlikely to support a commercial development opportunity. And the question was really, could we build on that endowment, come up with a number of ounces that therefore would and of the right sort of requisite grade, that would support development? So rather than focus on that short area around Kona and Kona Central, we have actually done a lot of exploration work to fully explore the belt's potential. And the idea is that could we find a sort of, effectively, a multiple number of pits along the structure, that then in aggregate, would basically give us something that could be turned into a commercial development. So we've done that work now. We've done the rest of the sort of exploration work, identified a number of targets, done some drilling around that, and we're in that phase now of where can we see an endowment that effectively would support at least 1 million ounces at sort of the right grade, let's say 1.5 grams-2 grams a ton, that you could then take on to a commercial development opportunity. And if there is that commercial development opportunity, is that a significant scale and quality project that we would take forward or maybe in the better hands of someone else? So we're at that point now. We've done the exploration work. We understand better the geological extension or the potential of the belt, and we're at exactly that point now: is there a project there? And if there's a project, is it a project for Centamin? So I think the second half of the year will answer those questions for us. Thank you. On to Doropo, a simple question: When will we have a producing mine? Well, I think feasibility is due for the middle of this year. A government permitting process would then take place to assume that we get our government, our permits in hand by year end, leading into a front engineering design and pre-development phase, and then leading into something in the order of sort of 20 months-23 months, sort of, a construction period would be reasonable. So when you aggregate all that up, I would say 2027 would be the soonest that you could expect to see the mine producing. Thank you. Then on to our new ground or new exploration blocks in Egypt. What is the percentage profit split? How does the kind of the new fiscal terms compare to Sukari, noting that Sukari is 50/50? What will be the difference with the new licenses, relative to the concession agreement for Sukari? Thank you. So as we know, the new fiscal regime is sought to move away from the concept of profit share, as we have in the concession agreements, where we pay our 3% royalty, and then 50% of excess profits are shared between ourselves and the government, as partners. The new construct moves to a more, if you like, industry-standard approach of royalty, government-free carry, and income tax or corporation tax. And that more normal construct that sort of exploration and mining companies expect to see ex the sort of the concession agreement style approach. Interestingly, as part of the negotiation with governments, ourselves and our industry partners were advised by an international consulting group. And interestingly, where the government were able to effectively pitch the, the, the new fiscal terms, means that actually the Egyptian new regime is akin to probably Côte d'Ivoire in terms of its overall profit share between... sort of, sorry, economic share between government and the private entity. It's slightly ahead of Ghana, not quite as favorable as Western Australia, and interestingly, when we benchmark the Sukari concession, it actually ends up at about the same place as well. So I think the government has very carefully and very purposely looked to try and make sure that the concession agreement and the new terms are relatively similar, and that's probably about a 55-45 in favor of governments versus the sort of the private company investing there as well. So they're very similar on a project lifecycle basis in terms of overall, share. Sorry, and the second part of the question, Michael? Well, I think, I think, I think you've answered that, but then kind of a follow-up is: How is the company looking to bring these blocks into mine plans sooner rather than later? Of course, the new blocks are all governed by the new code. Sukari remains and will remain under the concession agreement. There's no sort of grandfathering one into the other. The concession agreement as an act of law, an act of Parliament won't change. And clearly, we've had conversations with government that if we were to find something in close proximity to Sukari, would it make sense to effectively bring those ounces into the Sukari mine plan? And that clearly is more cost effective to do that. It's clearly a quicker return for the government to realizing the value of those ounces. And as we've just touched on there, the economic return to the government is about the same between the concession and the new code, so there's no economic penalty or benefits to the government to choose one over the other. Having discussed that with the ministry, they have made the comment that sort of infrastructure sharing, toll treating is quite common in the oil and gas sector. It's a concept that Egypt is very familiar with and has used elsewhere, and that the comment was, "Find your resources, find your reserves, and then we'll have a conversation to be able to bring those ounces into the plan on a economically fair basis." So, so that is the current strategy, but first, let's find something, which we think we're onto something there, and then we can have the conversation with government. Okay, so the final group of questions. We've received a list of questions from a group called The Engagement Appeal, largely focused on kind of financial markets and investment education of younger generations. We will propose we respond to the list of questions in writing rather than on this call, given the time it would take. Okay. Thank you, Michael. And with that, Mr. Chairman, I don't see any more questions in the room or online. Have we finished? Yep, so up to you. Thank you. Martin, thank you, and thank you, Michael, for handling the Q&A. That, ladies and gentlemen, brings proceedings to a close, and I would just end by thanking all of you for attending, either in person or via the webinar.