All right. Hello. I think we're going to get the luncheon speaker started. I hope everybody enjoyed their lunch. We've got a great lunchtime speaker here. It's my pleasure to introduce Nicole Martinet of PDC Energy. Nicole was appointed General Counsel, Senior Vice President, and Corporate Secretary in January of 2019, is responsible for all corporate legal initiatives, board governance, as well as related duties. In addition, she heads up ESG as a member of the senior leadership team. Prior to joining PDC, she worked for the corporate finance and acquisitions group at Davis Graham & Stubbs LLP in Denver, has a wide range of experience representing public and private companies in mergers, acquisitions, security offerings, and corporate financing. She has also counseled clients on securities disclosure and compliance issues, as well as compensation and corporate governance matters in a variety of industries. Nicole graduated from Santa Clara University and has a Juris Doctor from the University of Denver. With that, I'd like to bring up Nicole. Don't knock it down. Good afternoon, everyone. Larry, thanks for the great introduction. Thanks for being here today and for having me. PDC is headquartered in Denver, Colorado. We've been publicly traded for over 50 years. We've done two large-scale Wattenberg-DJ acquisitions in the last few years, resulting in tier one acres, about 275,000 acres in the DJ and about 25,000 acres in the Permian. When we look to 2023 on our building blocks for success, look to us to have a continued durable inventory profile with an incredibly low break-even cost. We maintain a pretty rock solid balance sheet. We've done very good financial conservative management. We're generating significant sustainable free cash flow, which has been exciting new era for all of us, I think. We're delivering material shareholder returns through both our share buyback and dividend programs. What we're here to talk about and focus on today, and as the chief sustainability officer of the organization, is really focusing on our sustainability and ESG programs. You can see here our kind of core strategic priorities laid out for you, and we'll focus on the left-hand side. In Colorado, we really refer to this entire sustainability program and journey as protecting the social license to operate. We don't have the benefit of a friendly audience to the industry like you're beneficiating having in Texas here. We have some of the most strictest regulations in the country with respect to all environmental metrics and frankly, the world in some respects, and we're incredibly proud to produce some of the safest and cleanest molecules in the world. From a historical perspective, I think one of the things I'm most proud of on our ESG journey is that we started very recently with a 15-page community corporate social responsibility report, which was really just feel-good stories and pretty pictures. When they handed this to me a few years ago, they said, "You need to make it a program." I really didn't think I had much of a shot to succeed here. I'm proud that we've dramatically increased and expanded our transparency, our disclosure, and everything surrounding our ESG initiatives, culminating in a September release of four separate reporting reports and over 200 pages last year. I think it's fair to say we continue to review and refine the frameworks we're adhering to. Our TCFD process last year was certainly our most significant undertaking to date involved a lot of senior management time and a lot of fascinating discussions, if I'm being honest, maybe a few arguments along the way about outlooks. This is one of my favorite slides. This is our ESG top hits for our 22 programs. We can start with the E, which I'll touch more on in a moment, to highlight all of the significant progress we've made on both our GHG and methane reduction initiatives. We've made a number of key operational changes in order to achieve these reductions, including strengthening and fully electrifying our comprehensive area plan, CAP permit, which I'll talk about in a minute. Drilling much longer laterals. We've deployed E-fleets on both the drilling and the completion side, we're piping effectively everything. From a social perspective, safety remains absolutely our top priority, and I'm proud to say that we've gone nearly five years in both our basins without a lost time incident, which is what keeps me up at night, and I'm glad to send the guys home safely every day. For a company of our size, I think on the social front, we've expended significant time and energy and money, and I think it's honestly where we shine. We'll cover governance matters in a moment, but I will say that we've undergone significant refreshment in the last five years. We went through some hardships with an activist battle a few years ago, and while those lessons were painfully learned, I think they ended up having a lot of benefits to us in terms of the organization that we are today. Let's talk about environmental stewardship. This is again, sometimes there are blessings to operating in a state like Colorado with such strict regulations. Over the last few years, I would say this has been our focus area from an operations and environmental health safety perspective. On the left side, this is my CEO's favorite graph. You'll see where the U. S remains with respect to decreasing methane emissions from the energy sector through the periods noted at the top. On the right-hand side, we have also indicated where PDC sits. We like to think of ourselves as a clear front runner in terms of the emission reduction efforts. In 2022, we had a 30% reduction goal, and we achieved nearly 60% coming in at a 58% reduction. Again, pretty clean molecules that we're proud to produce. The next one we have here is just a little bit further delineation on the greenhouse gas front. You'll note we've made incredible progress. As the graph indicates, our production has grown both through acquisitions and organically, and yet our emissions have significantly dropped. We had a 15% year-over-year goal, and we doubled that achieving nearly 30%. We've set very aggressive 2023 goals at 20% and 40% respectively. We, in 2021, joined the OGMP partnership with 14 upstream companies, many of whom are very large, and we achieved a gold rating in 2022. It's always nice to have third-party validation of your efforts. Philosophically, I think it's important to note that we've always set sort of nearer term goals that we can achieve through our existing organic technologies. I guess as a securities lawyer, I've been a little hesitant to set 2050 net zero goals that I was not sure how we could achieve. Look to us to continue to work towards those as technology and innovation allows us to do so. Lastly, on the environmental front from a flaring perspective, we'd initially set a 2030 goal that we backed up to a 25 goal. I'm proud to say that in 2022, we achieved our goal of zero routine flaring as defined by the World Bank. This has been a tremendous effort for our Permian and Texas teams, given Colorado has traditionally been a zero routine flaring state. This is a busy slide. Again, unlike Texas and Colorado, there's a very challenging permitting scheme. I think in large part of our ESG efforts and our strong relationship and the technical expertise our engineers bring, we largely have cracked the code in Colorado to obtain permits. In the 22 season, we were able to obtain 565 locations. We do that through two manners. One is an OGDP, which is an oil and gas development plan, and a comprehensive area plan. This, I think, was our greatest achievement in 2022. This is our Guanella Comprehensive Area Plan that was approved in December of 2022. It had unanimous approval and was the largest permit approved to date under the new regulatory framework. It has 450 highly economic locations in the core of the Wattenberg field. It took over 18 months and 2,200 pages of data to put this packet together. We committed to a very comprehensive list of best management practices, allowing us to significantly eliminate effectively in every facet of development emissions reductions, including, you can see the modeled year 1, 72% improvement on a greenhouse gas intensity basis. Everything we've done, including longer laterals, electrified fleets, continuing our very aggressive P&A program, really has given us, and I think in a, in a good way, forced operators to make sure that their prioritization has been to make sure that ESG accretive goals are being met with the new development. These are nice graphical representations of what it looked like on a surface from kind of a pre-P&A footprint. You see a lot of red dots there. When you go to the right, you see that we've given approximately 500 acres back to the communities and about a 75% reduction in land use. I think a lot of that is that we don't have storage tanks on location anymore. The new facility designs have allowed us to really have the least surface impact to the communities. I'll touch quickly on innovation here. I think our guys shine in this space. They're consistently seeking to improve on the technology and innovation front, and to make our operations safer, more productive, and more effective. You'll see some of the examples listed there. I think one of the things the operators in Colorado got together, and each of us has created field monitoring rooms, which are fully remote control, automated facilities, staffed 24 hours a day, 7 days a week. They have emergency shutdown capability. All alarms for all of our locations go through there. It really has, in addition to taking a lot of pumpers and trucks and routes off the road, it has allowed our guys to have a much better quality of life. They were getting alarms 100 to 200 times a day. I think this is one of the things where... you know, technology, innovation, safety, and that kind of ESG generally has improved tremendously for everyone. This is probably the area that I'm most passionate about. Our community engagement is absolute priority. We look at four guiding lights when we make all of our strategic giving decisions, so everything has to flow through education, equity, essential, and the environment. We give ourselves a lot of flexibility to pivot, we recently have donated a lot to the Ukraine and wildfires in Colorado. Our social programs are absolutely near and dear to my heart and a place that I think that we take incredibly seriously and is a key retention and recruitment tool. My sons always joke, "Why can't I be the one building bikes and visiting firehouses for a living? Instead, I'm here giving speeches about ESG." I really do think we have incredible buy-in from our employees on this front. We have about a $5 million budget between community scholarship dedicated for 2023. We host a signature event, which used to be a day and is now a month-long event that has near 100% participation with over 5,700 hours in the month of September. We hit every organization that the employees bring to us as important to them and the communities we live. Here is our board, and this is, I think, a place, and I'll kind of wrap up on these two topics, but this is a place where from a governance perspective, and we've done a lot of work here, and I'm incredibly proud of it. We have replaced 5 of 6 of our independent directors in the last five years. In the last two years, we've added three new diverse board members that came from outside of industries. They brought a tremendous skill set of absolutely different experiences, which has led to a lot more interesting and I think challenging conversations at the board level. They've really pushed us at sort of the same old mentality we've had. It's really been shifted with this level of expertise. On the DEI front, I think we're making strides with a long way to go. We have an internal DEI committee. We recently hired a third-party expert to help us navigate and implement a strategy that will be both effective and genuine to the organization. I think we're pushing ourselves to be better in this area, but there's a lot of runway to improve. We have an internal ESG steering committee, and we also have a standing ESGNN board committee. There really is buy-in from the top down on this. I think one of the greatest challenges we've had from an ESG perspective is the employee engagement. I think in self-criticism, we've done a great job from an IR and external marketing perspective. I don't know that we've done as great of a job of linking the importance to ESG for our employees. We have almost 700 employees, and I think sometimes you just the feedback we're getting is that ESG feels like something people want us to do to check us a box, but they don't understand why it's important for their commitment. I would say the last 12 months, the last year, we've really worked to make sure the employees understand the linkage of why they have 17 more things to do on their pumping route and what the ESG accretive benefits are and why it matters, because it's longevity for their jobs. We're working and always interested if people have good ideas on how to improve employee engagement on this front. My last slide here, lots of words for you guys, but on our last slide, the ESG journey to us has sort of felt like a treadmill that just continues to increase in speed, and we're just doing our best to kind of stay ahead of the pace because every day the dynamic feels different. It's a highlight one day, and then I get a note on my desk the next day that says, "No one cares about ESG anymore and investors aren't asking about it." I do feel like there's this constant ping-ponging effect and keeping your head down and having an ambitious and achieving ESG program is challenging. I think, you know, when we look at 2023, we continue to have TCFD and our climate disclosure be a focus area. We just spent the last three weeks with our senior management team and our internal steering committee going through what's known as the Evergreen Assessment under the TCFD guidelines. It's pretty robust, and it's pretty ongoing in terms of making sure that your strategic development and outlook align with your ESG goals. Still waiting anxiously for the SEC rules, but I think TCFD and that framework is a really good baseline for that, is our current expectation. We are deploying our next e-fleet, both on the drilling and fracking side and the DJ in the first half of this year. Those are custom-build for our company. As I noted, we also continue to set fairly aggressive reduction goals. I would say our EHS team is getting nervous because a lot of the really easy wins have been accomplished, and now the reductions get harder and harder every year. I think we continue to push our guys there in being thoughtful at level setting on new goals. We've, as I noted, really focused and enhanced our DEI. I think this is an area that I'm obviously passionate about and would like to continue to see improvement on in our organization, and then continuing significant charitable scholarship and community outreach efforts. Quick and easy for me today. I think that's all. My CEO has tasked us to start doing a lot of focus on the learning piece, obviously prior to the investing piece, but we get a lot of people coming in with projects, and they're well wildly across the spectrum of readiness. I think that's an area in the next five years that's gonna be potentially disruptive in the industry, hopefully in a good way. I think that's an area of focus for us. Then the continued emissions reductions. My engineers keep telling us, "You're gonna get to a place you can't get any lower. And when is low gonna be enough? And is net zero right now without offsets?" We don't believe there to be technology that exists organically for us to achieve that. I think a lot of the offsets are gonna really determine what the plan and strategic outlook looks like for us. Yes. Yes. All right. Thank you. What do you see for [audio distortion] right now twofold. The Rolls-Royce... I can't say the word. Rolls-Royce engine parts. Oh, yeah. Say that again. Those have been very tough to procure. There's been some delay out of Europe, and we are working literally night and day with Xcel, our provider on the grid, because the infrastructure that we need for the cap in 2024 and 2025 is already being put up and running today. I think not being in charge of the source of the grid and not having, you know. There's, I think, very big concerns. We've obviously looked to our friends in California to avoid any of the issues they've had there. I think the grid and the supply chain of the engine pieces are our biggest concerns right now. They seem to be first half of 2023 is what we're hearing, so. [audio distortion] Yeah. What are the major frameworks you guys align with right now? I know you do a lot of work with. Yeah. We currently do the CDP questionnaire. We did that as an inaugural last year. We do SASB, TCFD. We have a key metrics, and then we do a CSR. We do some API work. We are not members of AXPC. I do think that that's something. It's kind of an expensive buy-in, so I've been pushing back a little on that. We do align with the API frameworks as well. I think that's also an evolution. We continue to look at the different alphabet soups of frameworks, we basically follow BlackRock and Vanguard, our biggest investors, and they've sort of told us what frameworks they want us to adhere to, so we're sort of leading and following, if that makes sense. Great. Just by buying you offline. Great. Thank you. Yeah. Have you considered applying for IRA funds for some of those emission reduction initiatives? Not that I'm aware of. Our guys generally have been trying to focus on what we can do internally and organically first. Getting the wins internally and then looking to outsource or outside sources. We have not gone down that road. How about that for hook? Yeah. Thank you. Okay, we'll take a short break now. The afternoon... Excuse me.