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Thank you for standing by. At this time, I would like to welcome everyone to the Energy Fuels, Inc. Australian Investor Day. All lines have been placed on mute to prevent any background noise. After the speaker's remarks, there will be a question and answer session. In order to join the audio portion of the call and ask a question, please dial plus 61-1800-519-630 to join. If you would like to ask a questions during this time, simply press star followed by the number 1 on your telephone keypad. I would now like to turn the conference over to Ross Bapu, President and CEO of Energy Fuels. the floor is yours. Thank you, Justin, and thank you all for joining. I appreciate you taking the time to hear about Energy Fuels and learn a little bit more about our company. Again, my name is Ross Bob, who I'm president and CEO of the company. Energy Fuils is a U.S.-based company. I live in Denver, Colorado, the Denver, Florida area. We're based here, but we are listed on the New York Stock Exchange, New York American, sorry, the New York American Exchange, the Toronto Stock Exchange. And now, with the addition of ASM, we're listed on the ASX, which is fantastic, under the ticker EF2. So I've had, over the course of my career, I've Had a lot of experience, and a lot to spend a lot of time in Australia. It's certainly a tremendous country when it comes to mining. Early on in my career, I spent time at the Mount Issa smelter, the copper smelters, where I learned about copper smelting. I'm a metallurgist by background, learned that technology, and then we used that Issa Smelt technology here in the United States. And so my exposure and time with Australia has gone for many, many years. And it's great to be on the phone with all of you. So Energy Fuels is a company that is growing. We've grown quite significantly over the last few years. It's a company that started out as a uranium company, and I'm going to walk you through a little bit about how we've advanced from uranium mining and processing through the rare earths and heavy mineral sands, and today we are really, truly a global, diversified, and vertically Integrated Critical Minerals Company. So, the first slide, of course, I've always got to go through. Sorry, the second slide is always about the forward-looking statements, and I will be making forward-thinking statements, so please be aware of that. So if we go to the next slide, energy fuel started its life probably some 45 years ago, and as we kind of advanced through this, The first set of inputs here will show you kind of where we started with uranium. And you can see all of these blue boxes represent our uranium assets. We have up here seven different uranium mining assets. We're operating two of them. The key here is the White Mesa Mill, the yellow box in the middle. The White Mesa Mill really is the kind of the gem in the crown of energy and fuels assets. It's the only licensed and permitted operating mill for treating conventional uranium ores in the United States today. We are currently the largest producer of uranium in the U.S. We'll produce close to 2 million pounds this year. So by global standards, I would say they're not massive. We're not massive in uranium standards, but by U.S. standards, we are the largest and very significant. Probably about six years ago, we started experimenting with other things that we could do with that mill and recognizing that all rare earth minerals have some level of radioactivity with them, whether it's uranium or thorium. We started working in the laboratory first and experimenting with utilizing our solvent extraction experience to process rare earth ores. That led us to building a pilot plant. And then two years ago, a little over two years ago now, we built a commercial operating facility to treat rare earth minerals. And specifically, we treat monazite and now also MREC materials. And once we discovered that, we've been purchasing monazide or monazate concentrates from Chemours in Florida and Georgia. But we also decided pretty early on that we wanted to be in the business of producing our own feedstock. And so we added a host of heavy mineral sands operations. And the first one would be, let me try to get this, there we go. The first one will be the Bahia project in Brazil. The second one is a joint venture with Astron for the Donald Project right in Australia. And the third one is the Varamata Project, which is in Madagascar. So about two years ago, almost two years exactly, we acquired BASE Resources. BASE was based out of Perth. BASE resources was operating and just at the tail end of operations of the Kuale Project in Kenya. And so interestingly, BASE had gone through kind of going from feasibility study through construction, through operations for some 13-odd years, and now reclamation and closure. And so a fantastic experience. We've retained all of that experience, of course, in our Perth office. And so today we are advancing on the Varamata project. We have the Donald Project Venture that we're hoping to be in a position to make an FID on as quickly as possible. more recently probably in january of this year we made an announcement that we were acquiring asm australian strategic materials and asm um has the double project so with that we've acquired the double project in australia of course and um equally importantly the korean metals plant which is a metallization facility it's um it it takes oxides rare earth oxides and converts them to metals and alloys. And as part of that, ASM and now ourselves have been planning on also replicating that plant in Korea and building a sister facility very similar to it here in the United States. We're referring to it as the American Metals Plant. We're still working on the exact location. But on the back of announcing the ASM transaction, again, that goes back in January, we were contacted by all the major rare earth magnet manufacturers about providing and entering into either offtake agreements or joint ventures, partnerships. And so we started exploring opportunities with different magnet manufacturers. And that led us to a company called Vacuum Schmelz. Vacuum Schmelze is a German-based company. They have operating assets in Hanau, Germany, so that's just outside of Frankfurt. They have assets in Finland, Slovakia, Malaysia, and China. But importantly, they've just completed construction on a beautiful new state-of-the-art facility in Sumter, South Carolina. And so with that facility, we have great capabilities in producing magnets. So you can see that column on the left side of the screen. We currently have the capacity to produce 3,500 tons per year of magnet production. Our mill capacity is 10,000 tons per years of monazite, and that equates to about 1,000 tons per-year of NDPR. And then we have, as I mentioned earlier, we produce about 2 million pounds of uranium annually. So with these assets, and once we build out all of those different facilities, we have the ability to to grow the magnet production from 3,500 to 13,500 tons, so expanding it by 10,000 tons per year of magnet capacity. So it's really a tremendous capacity increase. And with that, we would expand the mill. That takes us to 60,000 times per year of monazite, and that equates to about 6,000 tons per years of NDPR. And then we also have the ability, the mill is licensed and permitted to produce up to 6 million pounds per year. Sorry, it was designed for 6 million pound per year, but licensed for 8 million pounds for a year. And we could likely build about 5 million pounds annually of U-308, of yellow cake. So really provides a tremendously diversified portfolio of assets. And I've just mentioned that, again, Australia has been vitally important over the years. The Baramata Project is a very important part of our growth plan. ASM is very important, our Donald Joint Venture. So to put it in perspective, over the last two years, we've invested in and committed over a billion dollars Australian into Australia to acquire these assets or to build out projects. So Australia, again, is extremely important to our future. If we jump to the next slide, we really do believe we have this fully integrated rare earth mine to magnet platform and we're a leading uranium producer. Of course, to get there, we also, because we chose monazite and MREC, we've gotten into heavy mineral sand. And so, you know, today when you look at what is energy fuels, we're the number one producer of uranium in the U.S. We're this expanding rare earth magnets and advanced materials company. We announced just about three weeks ago that we'd started construction of a heavy circuit. So we are building the capability to produce terbium and dysprosium oxides. With the ASM acquisition, we can produce metals. So neodymium iron boron alloys and metals, as well as samarium cobalt. And then with the addition of all the heavy mineral sands, we're also a major producer or will be a major producer of titanium zirconium minerals. So really, it's very much a fully integrated platform, and it's quite diversified across a number of critical minerals. I guess the one thing that I would say that everything that we're doing has in common, so when we look at uranium, rare earths, phenadium, titanium, zircon, it's all that these minerals contain radioactive elements. And so they contain uranium, and that really gives us a tremendous competitive advantage when we're processing these minerals. So just if we look a little bit at the demand side of the equation on the next slide, And we feel like when we look at our position, our strategic position, we think we can be and we are going to be the supplier of choice. We're a leading global player in this space. We've got tremendous scalability. We're going to have industry-leading returns. And when you look at the growth that we're seeing in this sector, data centers growing at almost 30% per year. Nuclear energy has been growing at around 4% per year, but when you look at the small modular reactors and the growth in nuclear power restarting things like Three Mile Island and other nuclear facilities, we think it's going to grow at a higher rate than that. Of course, on the automotive side, with electric vehicles growing at almost 20%, We see a tremendous opportunity on the rare earth side, the uranium side, the titanium side. An area that's really exciting for us is robotics. We're looking at compound annual growth rates of over 50% on robots, and especially humanoid robots, which are massive consumers of rare earth minerals. So we have a competitive advantage because of low-cost operations. The Baramata Project, tied with the White Mason Mill, will make us one of the lowest cost producers of rare earths in the world. And that includes our Chinese counterparties that we deal with and that would be our competitors. We have tremendous technical capabilities. We've got now this fully vertically integrated platform, Mind the Magnets. We've Got Very Strong Government Support, and we believe we've got very good sustainable solutions. So as we look at the next slide, the demand outside of China, I find this really interesting that the two bar charts on the left show that there's between 2025 and 2035, there's going to be a 50% increase outside of china for these magnets, for magnet demand. And when you look at where that's going come from, we need a 2x increase in the mining, We need a 4X increase in refining and separations, and we need to see a 6X increase in magnet production. And we think we can be a very important part of building this out and being a part of the solution here. Importantly, we're going to see about $60 billion of investment over the course of the next 10 years to fill that need. So when we look at the next slide at where energy fuels is, we feel like we're uniquely to be a fully vertically integrated producer. If we start from the left, we've got the mining operations, HMS mining projects, as well as purchasing of MLAC. So we've Got the Donald Project that we hope, again, to make an FID on very soon. We've got The Vaughan Model Project in Madagascar, which is – we've a feasibility study that we announced earlier this year, and we're hoping to move that into construction as early as late next year. We've got the Bahia project, which is a little behind both of those, and then we've got our Chemours offtake agreements and then other Monazite and MREC offtake agreement. And then, of course, the Dubbo project, which now we've acquired through the ASM acquisition. So that's on the mining side. When you look at our processing and separation capability at the White Mesa Mill, We do have this capability today, again, about 10,000 tons of monazite capacity, and that allows us to produce oxides of NDPR, DY, dysprosium, terbium, samarium, europium, and gadolinium, either separated or individually as oxides, and then everything else, including yttrium and other minerals and metals. so then with the addition of ASM that gives us that metalization and alloying capability that's the Korean metals plant and soon to be the American metals plant and then with our announced acquisition of vacuum schmaltz that will allow us to produce multiple grades of magnets including samarium cobalt and that's the operating facilities in Germany as well as the United States as well in Finland so we have operations for all of them, and that gives us that full vertical integration to supply into the automotive industry, the robotics sector, of course, data centers and energy demands, and then consumer goods. And I think people don't really realize that these magnets are prolific. They're used in everything from your iPhones, your earbuds, to your electric vehicles, importantly in defense applications with fighter jets, but also just commercial jet liners require a massive amount of these rare earth minerals. And so, again, it gives us a tremendous capability. When we look on the next slide at the advancement, where we are today, today we have the White Mesa Mill with the 10,000 tons per year capacity. We have our existing magnet facilities that we hope to close on later this year with vacuum smelts, and that gives us the 3,500 tons of magnet production. We're hoping to move the Donald project, as I said before, into construction and operations. That'll be sort of the first mine that we develop off the rank in terms of heavy mineral sand and monazite production. We have the ability then to expand, and what we've announced about two or three weeks ago, we announced the expansion of the White Mesa Mill to include heavy separation, which is dysprosium, terbium, samarium, europium, and gadolinium, and that will be operational by late next year. We hope to have the Donald project up and running by 2028. We have announced earlier this year a feasibility study for this Phase II expansion of the White Mason Mill. That's what I mentioned earlier that would give us the 6,000 tons per year of NDPR capacity. And then around the same time, 2029 or 2030, we're hoping to have the Varamata project up and running, supplying monazite feed to the White Mesa Nile. And then, of course, on the mining side, we have the Bahia project. We have the ability to expand Donald, and we have ability to extend Varamota. So you can see that on the on the mine inside, we had a number of projects coming on on the milling side. At the end of phase two, we'll have complete capacity and facilities to process all of that monothite ore. And then with the vacuum schmaltz acquisition, the Sumpner plant in South Carolina was designed for expansion. It's a beautiful new state-of-the-art facility and can expand in multiples of 4,000 tons per year. So we can take it up to 12,000 times per year total. So quite aggressive but not reckless, as my predecessor Mark Chalmers would say, in our growth plans, and we're quite excited about the opportunity we have there. So on the next slide, I think the question people ask is, well, are you funded for all this? And we're in a great position. We have about a billion dollars in liquidity today. Most of it sits in T-bills here in the U.S. Our near-term growth CapEx requirements are going to be between $400 million and $450 million U.S., and those are to build out the Donald Project, to expand the White Mason Mill, and to build the American Metals plant, the replication of what we have in Korea. And so we have government funding that has been announced of roughly $300 million for those projects, And that comes from EFA, from OSC, which is the U.S. Office of Strategic Capital, and that's via loans and grants. And so that requires about $100 million to $150 million of additional equity from energy fuels. More medium term, we have needs for, again, the Phase II expansion of the White Mesa Mill, which is one that takes us to 6,000 tons of NDPR, the Barmada Project, the Bahia Project, and then the expansion of Donald, and that would require between $1.7 and $1,8 billion. And we, again, have government funding sources that we are in discussion with for part of that, which is committed. Part of that is still yet to come of between $0.3 and $0,1.4 billion. So that requires an additional equity requirement of $400 to $500 million. So very achievable. In addition to this, we have the closing of vacuum schmelts. which we hope will occur later this year or early next year. And that's a $700 million cash payment as well as some shares being issued. So if we just go to the next slide, you know, when we look at sort of the fit, and it kind of comes back to why did we choose vacuum schmeltz over any of the other magnet manufacturers. And it was because if you look at the left-hand side of this page, between the white mason mill phase one so where we are today with 10 000 tons of monazite producing a thousand tons of mdpr we can produce 15 tons per year of tv of terbium and another 50 tons per year of dysprosium that fits almost perfectly with where vacuum schmeltz is today with their current capacity of 3 500 tons peryear of magnets keeping in mind that a mag that contains about 30 percent rare earths um the other the balance of 65 to 70 percent of a magnet contains um iron and boron so so the 1500 tons um or the thousand tons per year of mdpr equates to about 3500 tons per year of of magnet block more long term when we look at the the growth plans and we add um the Donald phase two at full capacity, we had the Varamata project and Bahia. That then gets us to 6,000 tons of NDPR, and that, again, equates very nicely to the Sumpner expansion, to the expansion of the VAC facilities, and that gets us 13,500 tons per year of magnets. from our own supply, that would leave about 2,000 tons per year for either future expansion or sales to third parties. So again, the VAC acquisition was just a great fit. And I might just talk very briefly about VAC. On the next slide, it's a tremendous leader in magnets. Vacuum Schmaltz has been around for over 100 years. They've been producing rare permanent magnets for the last 40 years. They, to give you a sense, they've produced over a billion magnets in the last 10 years. And let me repeat that. They've produced a billion magnates in the past 10 years, so tremendous capability. Today, they have about 1,000 customers. They produce about 2,000 different products, and they are applied across all sorts of uses, again, from, you know, smartphone applications to electric vehicles to defense contractors in jet airplanes, you name it. Pretty much everything that has an electric motor, they would be able to produce or they are producing materials for. So VAC is a fabulous company and a clear leader in this space. So on the next slide, I want to show just a little bit about how we approach this vertical integration. We chose to do it, number one, by some acquisitions. So on the mining side, we acquired base resources. We're partnering up and building the Dharma Project with an Astron Joint Venture. We're going to build the Baramata Project, and we have that capability in-house. On the separation side, the White Mesa Mill, we have tremendous capabilities for chemical extraction, for chemical engineering. And so we've developed both MDPR and dysprosing and terbium separation, which we've announced publicly the production of both of those, and we're building out the facility for that. On the metals and alloys side, we looked around, and that's a real pinch point in the industry, and we chose to go into metals and Alloys via the acquisition of ASM. And ASM is a tremendously successful company in terms of producing these metals and alloys. The facilities in South Korea, they can do rare earth metals as well as strip casting and producing the alloys, and again, we chose to acquire that technology. And then finally, on the magnet side, both on blocks and finished magnets, again, мы chose to grow into that space by acquiring vacuum schmaltz, the leading company in the Western world for producing those magnets outside of Asia. And so we chose to do this vertical integration through a combination of internal growth as well as acquisitions. When I look at Linus, Linus took a different approach. They chose to go through separations and then partnered up with Shinetsu and other companies to produce the metals, alloys, and magnets, and that's a perfectly fine strategy, but again, we chose to go a different route. Empty Materials, again, they chose a different route, they're trying to do this organically, they are building out their own metal making and magnet manufacturing facilities. The thing I would say is if you ever had a chance to visit either the Hennell plant outside of Frankfurt, the VAC has, or the Sumter facility, you'd realize that these are very highly technical projects, you know, to build customer reliance or customer, what do you call it, where they've approved, basically qualified, sorry, qualified your product. It takes a long time to build that capability, and again, we chose to go a different route. And then finally, USA Rehearsal, they purchased the old Hitachi facility, and they're trying to grow it themselves. We chose, again, to do it a different way, and none of them are right or wrong, but we certainly like the path that we're going. I might just finish off here by talking about uranium, and on the next slide, we just showed the supply and demand balances of uranium. Again, we're really excited about the future of uranium. It kind of gets lost in everything we're doing on rowers, but we are, again, the largest producer of uranium, and uranium will continue to be a very important part of our equation. And you can see as we go out to the 2030s and 2040s, the supply-demand imbalance is really incredibly noticeable on that chart, and we very much intend to be part of that. And if you look at the next slide, we have very high-grade mining operations. We're mining in northern Arizona and Utah, but we have operations in New Mexico and Wyoming as well as Colorado. So we're scaling from 2 million pounds per year currently and potentially scaling that up. The White Mesa Mill in the first half of this year produced a million and a half pounds. Now, the mill is larger than the mines can produce, so we campaigned the mill and we ran it for the first six months of this year. The mill is currently shut down, but we're building stockpiles of ore to feed later in the year. And then we have growing sales and revenue coming from a combination of long-term offtake agreements with major utilities, as well as opportunistic spot sales. So, again, uranium is a massively important part of our business and will continue to be. So, just in conclusion, on the final slide, I just want to say that, you know, we have a well-established business, vertically integrated, to underpin our growth going forward. We're building very much a de-risk, differentiated critical minerals platform. We're doing it differently than others. We feel like we have a very unique processing and integration capability with the White Mesa Mill and our acquisitions of base resources, ASM and VAC. And then we feel it's very important to be able to capture margin across all aspects of the – across the supply chain. And so we're creating value across the entire chain. And then finally, we feel like we're positioned for long-term secular growth in the space that we're operating in. So we really do feel that we are empowering the world's most strategic technologies as a global, diversified, vertically integrated critical minerals company. So that is the conclusion of my presentation, and it's a little awkward to just be on this video without any video of me or of you. So we're happy to take questions. Justin earlier gave you a phone number to dial into, and I don't know if we have questions, but Justin or Kim, let me know if there are some questions out there. There are no questions from the phone line at this time. I would like to turn the conference back over to Ross Kampu, President and CEO of Energy Fuels, for any further remarks. Well, thank you. I appreciate that. I'm going to be in Australia next week. I've got a series of meetings that have been set up on Monday and Tuesday in Sydney and Wednesday in Melbourne. I'm really looking forward to being there. Again, I have a strong affinity and a long history of spending time in Australia. I always enjoy being there, And I look forward to hopefully meeting some of you in person and answering any questions you might have at that time. So with that, I'm going to close. And just I thank you very much for participating. This concludes today's call. Thank you for attending. You may now disconnect and have a wonderful rest of your day.