Good afternoon, and welcome to our fourth quarter presentation. This is an important day for Quantafuel. I would have liked to been here this morning, but devil is in the details, and now we are finally here. The situation for Quantafuel is difficult. We desperately need capital, and we run out of cash mid next quarter. The financial market conditions are not in favor of growth companies like ours and our two main shareholders, and BASF, have confirmed that they are not willing to participate in an equity increase or a debt financing, which of course will limit our flexibility. Since October, we have spent significant time finding the right solution for the company to continue providing an environmental friendly solution to the global plastic waste problem by being able to finance and roll out our MK II plastic-to-liquid plants internationally. I'm very relieved that we are now in a position where we can publish a solution for the future together with our quarterly report. Our strategic review is concluded and Viridor is the only company that has come up with a realistic long-term solution for us. The board, the management team, and the two large shareholders fully support the received cash offer from Viridor, a KKR company, to buy all shares in Quantafuel. Viridor can provide extensive waste management, waste market management experience and financial support to Quantafuel. Viridor also shares our ambition and commitment to deliver a circular economy in plastic and a more sustainable future to all of us. This proposed transaction provides a very solid strategic as well as financial fit. Before we go into the details of the offer, we will take you through the quarterly report and the financials. I hope you, by the end of this presentation, will appreciate why this offer is the best available solution for continuation of Quantafuel, where we stand today. Key highlights. The fact is that we need a financing solution by mid next quarter. If not, we run out of cash. The estimated equity required is $70 million to serve operations, as well as the common communicated prospects. We face delayed positive cash flow from operations, which is of course not helping us in this situation. Even though the Skive production volumes continues to increase, we still have not managed to deliver positive cash flow for a full month. The FEED study for our first MK II project in Dubai is close to completion. The CapEx estimate has increased, but the planned economics still provides attractive returns, but of course not as attractive as before. In U.K., we recently received planning permission for our Sunderland plant and the ReSource Denmark project in Esbjerg is on track for commissioning later this year with a startup early next year. The first MK II plant in Dubai with a capacity of 80,000 tons plastic waste in FEED is progressing well. As mentioned, the FEED study is close to completion, and we expect a financial investment decision during next quarter, depending on capital. The CapEx estimate has increased to $200 million-$250 million, which is combination of market effects, inflation, as well as the changes we have introduced to the design, getting a more robust plant design. A plant design which will set new standards and take the chemical recycling industry to industrial levels. Going forward, we expect reduced CapEx levels project over project as this MK II design is standardized and modularized, which makes it easier for us to optimize engineering, sourcing, and construction. In U.K., Sunderland is the first project in our portfolio, and we are progressing as planned. Early February, we were granted the planning permission, so now we are ready to move forward. Sunderland will of course be a MK II plant, and here we have added a pre-sorting step, which is the reason why this facility has a capacity of 100,000 tons a year. We expect construction to start later this year and that the planning, the plant can become operational in 2025. The plan is to finance this plant with a capital-light model where we obtain 20% ownership in return for our developers fee, IP, and competence. The other sites in the U.K. portfolio are also progressing and the next locations will likely be Cheshire and Rosyth. In the project pipeline, we have taken out the ARA or Amsterdam project as we have experienced no progress on the permitting for quite some time. However, this will not change the outlook as we are still planning for 2 plants a year. As mentioned, in the U.K. we have currently 3 sites in the portfolio, and we also work on additional projects in U.K. as well as in the rest of Europe, which are not mature enough to be shown on this pipeline list. In Skive, the uptime and production stability keeps improving and continue cost savings initiatives are making an impact. The focus this quarter have been on continuously run three lines in parallel, while the fourth line is on cold standby and ready for heating when one of these operating lines show indication for needing inspection or cleaning. We continue to improve in Skive. In January, we increased the intake of plastic by 32% over the month of December, which by the way, were the best month last year. In January, we had a total of 436 production hours, resulting in 548 tons of plastic processed. The use of self-produced gas, also referred to as NCG or non-condensable gas, has been an important focus area, reducing the operating cost as well as the CO2 emissions. In the fourth quarter, all four lines are now in running on NCG in normal operations. Despite good progress operationally as well as on cost improvements, we have not yet achieved positive cash flow for a full month. Higher energy and feedstock prices are impacting this from the outside, but the main challenge remains overall uptime and consequently low production volumes. In Kristiansand, the story remains. We still face limitations in suitable feedstock to fully utilize the plant. We recently established a sourcing, trading, and logistics company, Polynate, and this company is now engaged in solving the limitations. We are also working with local stakeholders on solving this. On offtake agreements, we have maintained pricing even though the market demand has softened across Europe. The construction of ReSource Denmark in Esbjerg, a game changer for the plastic waste market in Denmark and the country's largest plastic sorting facility, is well underway. The CapEx estimate for this project has increased approximately 10%, and this is due to increased safety levels of the plant and general market terms such as cost inflation and raw material prices. The sorting facility will be capable of sorting up to 160,000 tons of mixed plastic waste annually into recyclable fractions, and is expected to be commissioning by the end of this year with a startup early the year after. In strong cooperation with ReSource Project Team, Ramboll manage the overall engineering and follow-up, and we have Jotun as the main contractor, and Eggersmann is supplying the waste sorting equipment. When operational, the facility will employ close to 50 full-time employees. In December, we announced a feedstock arrangement with an annual supply of at least 20,000 tons of household plastic waste from a Finnish service company called Lassila & Tikanoja, was secured for ReSource Denmark. This agreement has a duration of two years with possible extensions, ReSource claims that the financial terms of this multi-year contract is in accordance with the company's expectations. With this, over to you,Christian Thank you, Lars. On the financial side, the position at the end of December 2022 was that we had a cash holding of NOK 122 million. In addition to that, we had about NOK 70 million deposited with the joint venture ReSource Denmark. The previous guiding for a 100 kiloton annum plant was a CapEx of $100 million-$150 million. This estimate was from a feasibility study some time back and is no longer valid for the MK II plants. The reason is that we now have a more robust design from the FEED study, including all the experiences and learnings from the Skive operations to safeguard uptime and capacity. Also, of course, inflation and the increased material cost globally that we have seen impacts the new assessment. The new guiding is an estimated CapEx in the range of $200 million-$250 million for an 80-kiloton annum plant, and with an expected EBITDA maintained at approximately $50 million due to higher expected offtake prices at this point in time than what we had in the feasibility study. Still providing attractive financial returns. We expect future cost savings from the modularized approach of about 10%-15% from plant 1 to plant 2, and approximately 15%-20% from plant 1 to plant 3 and future plants. The equity need to realize the remaining parts of the Esbjerg Project, the Dubai project, and the upcoming pipeline of projects is estimated at approximately $70 million. The assumed ownership, which adds up to this number for the various plants is that we estimate for Esbjerg, the running project we have there for the sorting plant, at 50%, the Dubai project at 25% ownership, and the UK portfolio at 20%, which is through the developer's fee and sweat equity, i.e., we do not expect to inject further equity ourselves into the UK portfolio projects. Subsequent projects after these projects are assumed financed through bonds and or loans after 2025 when the company expects to be cash positive. We have made an impairment of NOK 52 million of the share investment in Geminor Invest from NOK 184 million to NOK 132 million. This is based on a discounted cash flow valuation on the investment and represents our view of the current fair value of the investment. Unless the group is able to either raise new equity funding or sell off assets not critical to the future strategy, then our current liquidity will only cover ourselves until around mid Q2. We are, for obvious reasons, exploring all these avenues. On to the conclusion of the strategic review. A strategic review process was launched back in October 2022. It's been a broad process with our financial advisors, and we have been targeting potential investors from both the industrial and from the financial or institutional side, and a dialogue has taken place with a number of interested parties. The target has been to secure long-term financing solution for Quantafuel to the benefit of the company, its shareholders, and its employees. Quantafuel is currently, as we have reiterated a number of times now, we are in a challenging financial situation with a large short-term liquidity shortfall, sorry, and will need to secure financing before mid Q2 to continue the operations as we have planned. The understanding of the board is that the company's largest shareholders, including and BASF, they are not willing to participate in an equity raise or a further debt financing. We therefore currently see no other viable or realistic long-term financing solution as an alternative to the offer that we have received. Subject to the outcome of the offer, the offer is committed to secure the company's short-term financing, as well as invest in the company to realize ongoing projects and the rollout of the next generation of MK II plants. A little bit more on the offer. Quantafuel has entered into a transaction agreement for a unanimously recommended cash offer for all issued and outstanding shares in Quantafuel. The shareholders of Quantafuel will receive a cash offer of NOK 6.38 per share. The company's two largest shareholders, KIRKBI and BASF, representing 20.6% of the shares, and both with a representative in Quantafuel's board, as well as all members of Quantafuel's board of directors and the executive management, have signed irrevocable pre-acceptances of the offer. An offer document setting out the terms of the offer is expected to be made available to the shareholders within a few days, and the target of the offer is a minimum 90% acceptance level and a subsequent delisting of the company. Viridor will also offer Quantafuel a loan facility to secure that the group has sufficient financing during the offer period, and the value of this is NOK 250 million. In addition, I might add that Quantafuel may benefit from this partnership through the capacity and competence that Viridor holds in constructing and operating complex industrial plants within a similar industry, and we expect significant benefits as well from their experience in scaling an industrial company. The financial backing as well of Viridor will enable the rollout of Quantafuel's existing portfolio. The joint ambitions of the companies will be high in contributing to solving one of society's greatest challenges today, to ensure plastic waste is ending up where it should. In other words, being recycled to new plastic. Thank you for that. We will move on to the Q&A part. Thank you, Christian. Yeah. We only have a few questions today. I start with one for you, Lars. Can you elaborate on the process and why, the schedule, changed so many times up till this presentation? As you said, it's, it had been a major M&A process. There's a lot of details underneath that we need to conclude upon. Unfortunately we were not able to do that before last week and not even tonight when we were trying to get ready for this morning. Thank you. The next one is, when did it become clear for the company that the two biggest shareholder, KIRKBI and BASF, would not support the further financing? That had been available to us, during the process. Thank you. I have a question for Christian. Is Viridor also the partner you have discussed a capital-light model with? No. In terms of the process we have had for the U.K. portfolio so far, we haven't actually gotten to the point of specifying specific partners. We have engaged CBRE as a company to identify potential partners, but have not had that discussion so far with Viridor. Thank you. The final question, do you have any comments to the level of the bid? We have no comments to the level of the bid. I think what is pretty clear from this presentation is that we needed to find a good solution. We have run a very broad process since October, and Viridor is a company that came up with a solution that we believe is a good solution for taking the company to the next level. They share our strategic ambition, and they have the finances we need to roll out the PTL plants to solve the plastic waste problem in a global scale. We are very pleased with being in this situation. It had been very stressful for the whole organization, and I think this concludes that process with a very, very good solution that I hope you will take good care of. Thank you all for listening in. Sorry we came out a little later today, thank you all for listening in.