Q2 2026 Equinox Gold Corp Earnings Call
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Speaker #1: I would now like to turn the conference over to Ingrid Rico, SVP Capital Markets for Equinox Gold. Please go ahead.
Speaker #2: Thank you, and good morning, everyone. Thank you for taking the time to join the call this morning. Before we begin, I would like to direct everyone to the forward-looking statements on slide number 2.
Ingrid Rico: Thank you. Good morning, everyone. Thank you for taking the time to join the call this morning. Before we begin, I would like to direct everyone to the forward-looking statements on slide two. Our remarks today, including responses during the question and answer session, may include forward-looking information regarding the company's future performance. Although management believes the statements are based on reasonable assumptions, actual results may differ materially. Please refer to today's cautionary statements and our most recent regulatory filings available on SEDAR plus EDGAR and our website. Today's presentation also includes certain non-IFRS financial measures. Please refer to our MD&A for reconciliations and additional information. Unless otherwise stated, all figures discussed today are in US dollars. Joining me on the call today are Darren Hall, Chief Executive Officer, Jason Simpson, President, Peter Hardie, Chief Financial Officer, and our operating team, David Schummer and Andrew Cormier.
Speaker #2: Our remarks today, including responses during the question-and-answer session, may include forward-looking information regarding the company's future performance. Although management believes the statements are based on reasonable assumptions, actual results may differ materially.
Speaker #2: Please refer to today's cautionary statements and our most recent regulatory filings available on Cedar Plas, Edgar, and our website. Today's presentations also includes certain non-IFRS financial measures.
Speaker #2: Please refer to our MD&A for reconciliations and additional information. Unless otherwise stated, all figures discussed today are in US dollars. Joining me on the call today are Darren Hall, Chief Executive Officer; Jason Simpson, President; Peter Hardy, Chief Financial Officer; and our Operating Team, David Schumer and Andrew Cormier.
Speaker #2: Today, Darren will discuss the quarter and our operational progress. Jason will review our updated outlook and priorities for the second half of the year, and then we'll open the call for questions.
Ingrid Rico: Today, Darren will discuss the quarter and our operational progress. Jason will review our updated outlook and priorities for the H2 of the year. Then we'll open the call for questions. The presentation is available on our website. A replay of today's webcast will be available in the presentation archive. With that, I'll pass the call over to Darren.
Speaker #2: The presentation is available on our website and a replay of today's webcast will be available in the presentation archive. With that, I'll pass the call over to Darren.
Speaker #3: Turning to slide 3, and and thanks, Ingrid. Good morning, everyone, and thank you for joining the call today. With the completion of the business combination with all the mining, we enter the second half of 2026 as North America's new senior gold producer.
Darren Hall: Turning to slide three. Thanks, Ingrid. Good morning, everyone. Thank you for joining the call today. With the completion of the business combination with Orla Mining, we enter the H2 of 2026 as North America's new senior gold producer, with meaningfully greater production, stronger cash flow, and one of the industry's strongest organic growth pipelines. The financial benefits of the combination will begin to be reflected in our Q3 results. Today's call will also highlight the continued operational progress we've made across the portfolio, particularly at Greenstone and Valentine. Our focus is now straightforward: disciplined integration, operational execution, and delivering the long-term value this transformational combination has created. Before I discuss the quarter, I'd like to thank our employees across both Equinox and Orla.
Speaker #3: We're with meaningfully greater production, stronger cash flow, and one of the industry's strongest organic growth pipelines. The financial benefits of the combination will begin to be reflected in our third quarter results.
Speaker #3: But today's call will also highlight the continued operational progress we've made across the portfolio particularly at Greenstone and Valentine. Our focus is now straightforward.
Speaker #3: Disciplined integration, operational execution, and delivering the long-term value this transformational combination has created. Before I discuss the quarter, I'd like to thank our employees across both Equinox and Orla, completing a transaction of this scale while continuing to operate safely is a tremendous accomplishment and I appreciate everyone's commitment throughout the process.
Darren Hall: Completing a transaction of this scale while continuing to operate safely is a tremendous accomplishment. I appreciate everyone's commitment throughout the process. The combined company is built around a portfolio of high-quality, long-life assets anchored by three cornerstone Canadian mines, Greenstone, Musselwhite, and Valentine, supported by one of the strongest organic growth pipelines in the industry. Importantly, this isn't simply about becoming larger. It's about creating a stronger company with greater financial capacity, operating resilience, and maintaining a disciplined capital outlook to unlock long-term value creation. That confidence is also reflected in the actions we've taken today. The board approved a 50% increase to our annual dividend to $0.09 per share. As a larger, more cash-generative business, we believe it is important that our shareholders participate directly in the value we're creating while maintaining the financial flexibility to invest in our growth pipeline and preserve a strong balance sheet.
Speaker #3: The combined company is built around a portfolio of high-quality, long-life assets anchored by three cornerstone Canadian mines. Greenstone, Muscle White, and Valentine. Supported by one of the strongest organic growth pipelines in the industry.
Speaker #3: Importantly, this isn't simply about coming and becoming larger. It's about creating a stronger company with greater financial capacity, operating resilience, and maintaining a disciplined capital outlook to unlock long-term value creation.
Speaker #3: That confidence is also reflected in the actions we've taken today. The board approved a 50% increase to our annual dividend to $0.09 per share.
Speaker #3: As a larger, more cash-generative business, we believe it is an important that our shareholders participate directly in the value we're creating while maintaining the financial flexibility to invest in our growth pipeline and preserve a Turning to slide 4.
Darren Hall: Turning to slide four. The Q2 reflected continued improvement across our Canadian operations and increased confidence in our outlook for the balance of the year. Greenstone continued to perform well, with the mill effectively achieving nameplate through the Q2. The team's focus is now on building on that performance while continuing to improve mining rates and grade delivery. At Valentine, we also saw another meaningful step forward. The process plant continued to perform exceptionally well, consistently delivering above nameplate capacity during the quarter. At the same time, improvements in mining performance or control and grade reconciliation resulted in significantly better performance compared to the Q1, and that positive trend has continued into July. July mill feed grades averaged more than 1.8 grams per ton, providing further evidence that the operational improvement initiatives are delivering the expected results.
Speaker #3: The second quarter reflected continued improvement across our Canadian operations and increased confidence in our outlook, for the balance of the year. Greenstone continued to perform well with a mill effectively achieving nameplate through the second quarter.
Speaker #3: The team's focus is now on building on that performance while continuing to improve mining rates and grade delivery. At Valentine, we also saw another meaningful step forward.
Speaker #3: The process plant continued to perform exceptionally well, consistently delivering above nameplate capacity during the quarter. At the same time, improvements in mining performance, ore control, and grade reconciliation resulted in significantly better performance compared to the first quarter, and that positive trend is continued into July.
Speaker #3: July mill fee grades averaged more than 1.8 grams per ton, providing further evidence that the operational improvement initiatives are delivering the expected results. These improvements reinforce our confidence that the operating initiatives are working and we expect to see that reflected in stronger production and lower unit costs through the balance of the year.
Darren Hall: These improvements reinforce our confidence that the operating initiatives are working. We expect to see that reflected in stronger production and lower unit costs through the balance of the year. Together with Greenstone's continued ramp-up and the addition of Musselwhite, we expect our Canadian portfolio to deliver higher production, lower unit costs, and stronger cash flow through the H2. The transaction also leaves us in a strong financial position. We finished July with approximately $650 million of cash, a net cash position of approximately $214 million, and approximately $1.2 billion of available liquidity. That balance sheet gives us the flexibility to execute our growth strategy while maintaining a disciplined approach to capital allocation. Today's 50% dividend increase reflects our confidence in the cash-generating capability of the combined company and our commitment to return value to shareholders. With that, I'll pass the call over to Jason.
Speaker #3: Together with Greenstone's continued ramp-up and the addition of Muscle White, we expect our Canadian portfolio to deliver higher production, lower unit costs, and stronger cash flow through the second half of the year.
Speaker #3: The transaction also leaves us in a strong financial position. We finished July with approximately $650 million of cash and net cash position of approximately $214 million, and approximately $1.2 billion of available liquidity.
Speaker #3: The that balance sheet gives us the flexibility to execute our growth strategy while maintaining a disciplined approach to capital allocation. Today's 50% dividend increase reflects our confidence in the cash-generating capability of the combined company and our commitment to return value to shareholders.
Speaker #3: With that, I'll pass the call over to Jason.
Speaker #4: Thank you, Darren. And good morning, everyone. Turning to slide 5. It's a pleasure to be joining you all on today's call. Since the transaction was announced, I've spent considerable time with our operating team to reviewing each asset.
Jason Simpson: Thank you, Darren. Good morning, everyone. Turning to slide five. It's a pleasure to be joining you all on today's call. Since the transaction was announced, I've spent considerable time with our operating team for reviewing each asset, the operating plans, and the assumptions supporting our outlook for the balance of the year. Based on that work, I'm confident in the assumptions underpinning our updated guidance and comfortable with our ability to deliver it. Our updated guidance reflects 12 months of production from the legacy Equinox Gold operations and five months of contribution from Musselwhite and Camino Rojo following the completion of the transaction on 31 July. For 2026, we now expect consolidated production of between 870,000 and 920,000 ounces. On a pro forma basis, the combined company would produce approximately 1.1 million ounces of gold.
Speaker #4: The operating plans and the assumptions supporting our outlook for the balance of the year. Based on that work, I'm confident in the assumptions, underpinning our updated guidance, and comfortable with our ability to deliver it.
Speaker #4: Our updated guidance reflects 12 months of production from the legacy Equinox Gold operations and 5 months of contribution from Muscle White and Camino Rojo.
Speaker #4: Following the completion of the transaction on July 31st. For 2026, we now expect consolidated production of between 870 and 920,000 ounces. On a pro forma basis, the combined company would produce approximately 1.1 million ounces of gold.
Speaker #4: The guidance reflects stronger second-half performance from Greenstone and Valentine together with the 5 months of production from Muscle White and Camino Rojo. As production increases, through the second half, we expect improved fixed cost absorption and lower unit costs.
Jason Simpson: The guidance reflects stronger H2 performance from Greenstone and Valentine, together with the five months of production from Musselwhite and Camino Rojo. As production increases through the H2, we expect improved fixed cost absorption and lower unit costs. Combined with the addition of Musselwhite and Camino Rojo, that supports our expectation for consolidated total cash costs of $1,600 to $1,700 per ounce and all-in sustaining costs of $1,900 to $2,000 per ounce, with stronger cash generation through the balance of the year. From my perspective, the opportunity over the H2 is really about execution. The operating plans are in place. The teams understand the priorities at each site. Our focus is on safely delivering against those plans while maintaining discipline around costs and capital allocation. As Darren mentioned, at Valentine, the process plant continues to perform exceptionally well and has consistently demonstrated throughput above nameplate capacity.
Speaker #4: Combined with the addition of Muscle White and Camino Rojo, that supports our expectation for consolidated total cash costs of $1,600 to $1,700 per ounce and all in sustaining costs of $1,900 to $2,000 per ounce.
Speaker #4: With stronger cash generation through the balance of the year. From my perspective, the opportunity over the second half is really about execution. The operating plans are in place.
Speaker #4: The team's understand the priorities at each site, and our focus is on safely delivering against those plans while maintaining discipline around costs and capital allocation.
Speaker #4: As Darren mentioned, at Valentine, the process plant continues to perform exceptionally well and has consistently demonstrated throughput above nameplate capacity. The opportunity now is continuing to improve mining performance and grade delivery.
Jason Simpson: The opportunity now is continuing to improve mining performance and grade delivery. The initiatives the team has implemented around selective mining, ore control, grade definition, dilution management, and blending are beginning to deliver the expected results. We saw meaningful high-grade reconciliation during Q2 compared to Q1, and that positive trend, as Darren mentioned, continued into July. In July, as indicated earlier, mill feed averaged approximately 1.8 grams per ton gold, providing further evidence that the operational improvements are transitioning and translating into stronger mill feed and positioning us well for H2. There is still work ahead of us, but we are encouraged by the progress we have been seeing. As we continue executing those initiatives, we have been increasing our confidence in our ability to deliver full-year guidance and continue realizing the full potential at Valentine.
Speaker #4: The initiatives the team has implemented around selective mining ore control grade definition, dilution management, and blending are beginning to deliver the expected results. We saw meaningful high-grade reconciliation during the second quarter compared to the first, and that positive trend, as Darren mentioned, continued into July.
Speaker #4: In July, as indicated earlier, mill feed averaged approximately 1.8 grams per ton gold. Providing further evidence that the operational improvements are transitioning and translating into a stronger mill feed and positioning us well for the second half.
Speaker #4: There is still work ahead of us, but we are encouraged by the progress we have been seeing. As we continue executing those initiatives, we have been increasing our confidence in our ability to deliver full-year guidance and continue realizing the full potential at Valentine.
Speaker #4: Overall, I'm confident with the operating plans across the combined portfolio and confident in our ability to deliver a stronger second half. Turning to slide 6.
Jason Simpson: Overall, I'm confident with the operating plans across the combined portfolio and confident in our ability to deliver a stronger H2. Turning to slide six. The completion of the Orla transaction fundamentally changes the scale and quality of Equinox Gold. We now have a stronger operating platform, greater financial capability, and one of the industry's strongest organic growth pipelines. Our immediate focus needs to be execution. That means delivering on our H2 operating plans, achieving our full-year production and cost guidance, and successfully integrating the combined organization while maintaining the operational momentum we have built. Looking beyond 2026, we have a portfolio of high-quality assets and a pipeline of organic growth opportunities that provides a clear path for long-term value creation. We'll continue advancing those opportunities in a disciplined and measured way, prioritizing the projects that generate the strongest returns while maintaining financial flexibility.
Speaker #4: The completion of the Orla transaction fundamentally changes the scale and quality of Equinox Gold. We now have a stronger operating platform, greater financial capability, and one of the industry's strongest organic growth pipelines.
Speaker #4: Our immediate focus needs to be execution. That means delivering on our second half operating plans, achieving our full-year production and cost guidance, and successfully integrating the combined organization while maintaining the operational momentum we have built.
Speaker #4: Looking beyond 2026, we have a portfolio of high-quality assets and a pipeline of organic growth opportunities that provides a clear path for long-term value creation.
Speaker #4: We'll continue advancing those opportunities in a disciplined and measured way. Prioritizing the projects that generate the strongest returns while maintaining financial flexibility. We have the assets, the balance sheet, and most importantly, the people to deliver on that strategy.
Jason Simpson: We have the assets, the balance sheet, and most importantly, the people to deliver on that strategy. Now it's about consistent execution and delivering on our commitments. With that, we'll pass it over to the operator, and we'd be pleased to take your questions.
Speaker #4: Now it's about consistent execution and delivering on our commitments. With that, we'll pass it over to the operator, and we'd be pleased to take your questions.
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Speaker #2: Our first question is from Wayne Lamb with TD Securities. Please go ahead.
Speaker #5: Yeah, thanks. Morning, guys. Maybe just starting with Valentine, the grades were normally higher this quarter, but the mine plan that was released in March calls for average process grades of 2.5 gram through 2028.
Wayne Lam: Yeah, thanks. Morning, guys. Maybe just starting with Valentine, the grades were nominally higher this quarter, but the mine plan that was released in March calls for average processed grades of 2.5 grams through 2028. Just was wondering if you could outline a bit more detail on the steps being taken here on the selectivity and the dilution front, and just wondering if that's still a reasonable target, or does there need to be a bit of a reset in the reserve grade or expectation at some point as we think ahead to the coming quarters in 2027?
Speaker #5: So just was wondering if you could outline a bit more detail and the steps being taken here on the selectivity and the dilution front, and if and just wondering if that's still a reasonable target, or does there need to be a bit of a reset in the reserve grade or expectation at some point as we think ahead to the coming quarters in 2027?
Speaker #3: Yeah, morning, Wayne, and thanks for the questions, and thanks for TD's support. I'll start with the last part of that question first. From a reserve grade perspective, we're comfortable in the contained metal within the deposit, and that's what we've said quarter on quarter for the last couple of quarters.
Darren Hall: Yeah. Morning, Wayne, thanks for the questions and thanks for TD support. I'll start with the last part of that question first. From a reserve grade perspective, we're comfortable in the contained metal within the deposit, and that's what we've said quarter on quarter for the last couple of quarters. Our challenges have been about reflecting the selectivity that was intimated in the feasibility study or the technical report that we released, and we've made significant improvements quarter on quarter, to deliver a higher grade above a cutoff. The ability to deliver an average grade above an all waste cutoff is solid. We're comfortable with that. What we saw Q2 over Q1 was a market improvement in our high grade reconciliation above an elevated cutoff. We improved reconciliation by close to 20% in the quarter, and that was reflected in a stronger grade in the quarter.
Speaker #3: Our challenges have been about reflecting the selectivity that was intimated in the feasibility study or the technical report that we released. And we've made significant improvements quarter on quarter to deliver a higher grade above a cutoff.
Speaker #3: So, the ability to deliver an average grade above an all-waste cutoff is solid. We're comfortable with that. And what we saw in Q2 over Q1 was a marked improvement in our high-grade reconciliation above an elevated cutoff.
Speaker #3: We improved reconciliation by close to 20% in the quarter. And that was reflected in a stronger grade in the quarter, but more importantly, in July, we saw a 1.8 gram grade.
Darren Hall: More importantly, in July, we saw a 1.8 grams grade. That has continued into August, and it's only early, but we're approaching around a 2-gram grade in August month to date. If we talk about some of the operating initiatives that we're focused on, I'll throw it over to Dave. Just Dave, do you want to give a little bit of an outline of some of the things we've been focusing on over the last quarter or two?
Speaker #3: That has continued into August, and it's only early, but we're approaching around a 2 gram grade in August month today. If we talk about some of the operating initiatives that we're focused on, I'll throw it over to Dave and just, Dave, do you want to give a little bit of an outline of some of the things we've been focusing on over the last quarter or two?
Speaker #6: Yeah, for sure. Thanks, Darren. So we've been applying the software called ORPRO 3D, which helps us understand as we blast the material how much this displace and helps us better outline the polygons.
David Schummer: Yeah, for sure. Thanks, Darren. We've been applying the software called OREPro 3D, which helps us understand, as we blast the material, how much it's displaced and helps us better outline the polygons. We're also focused intently on improving the polygon mining compliance. That compliance was up in the high nineties this last month, which is a significant improvement over previous. We're focused on dilution across the board, operator training our technical people, et cetera. I believe the results we're seeing are consistent with what I'd expect and expect that to continue through the rest of the year, as Darren mentioned.
Speaker #6: And we're also focused intently on improving the polygon mining compliance and that compliance was up in the high 90s this last month, which is a significant improvement over previous.
Speaker #6: We're focused on dilution across the board, operator training, training our technical people, etc. And I believe the results we're seeing are consistent with what I'd expect, and expect that to continue mentioned.
Speaker #3: And we start thinking about the longer term, right? I see no need to reset expectations in that space. I mean, we've revised guidance for this year, and the revised guidance reflects the performance that we have seen.
Darren Hall: We start thinking about the longer term, right? I see no need to reset expectations in that space. We've revised guidance for this year, and the revised guidance reflects the performance that we have seen carried forward for the balance of the year. I don't think it fully represents the improvements that we have seen and will see. We've arguably set the bar a little conservatively, as we want to increase the level of confidence in our ability to deliver into expectations for that asset. The production profile on the back end of the year is 80,000 to 90,000 ounces. When you annualize that, you're still towards the midpoint of guidance of what would've been a full year guidance. As we roll into 2027, we're going to continue to see those benefits improve, the realized grade increase will maintain throughput.
Speaker #3: Carried forward for the balance of the year. And I don't think a fully represents the improvements that we have seen and will see. We've kind of arguably set the bar arguably a little conservatively.
Speaker #3: As we want to kind of increase the level of confidence in our ability to deliver into expectations for that asset. And the production profile on the back end of the year is 80 to 90,000 ounces.
Speaker #3: So when you annualize that, you're still towards the midpoint of guidance of what would have been a full-year guidance. So as we roll into 2027, we're going to continue to see those benefits improve, the realized grade increase, we'll maintain throughput, and importantly, the board just yesterday approved full funds for Valentine, which we for the phase two, which we disclosed in the release as well.
Darren Hall: Importantly, the board, just yesterday, approved full funds for Valentine, for the phase II, which we disclosed in the release as well. As we implement or build that expansion, that'll take a lot of the issues out of the selectivity issues that we see in the short term until we have that 5 million tonne plant in place. I think that what we're seeing is typical and a normal sort of ramp-up related issues. We were overly aggressive in terms of our selectivity for the start of the year. We're working through those issues. We're improving. We'll continue to. We're very comfortable and confident with the estimates we've put out there. Jason, anything you'd layer on that, buddy?
Speaker #3: And as we implement or build that expansion, that'll take a lot of the issues out of the selectivity. Issues that we see in the short term until we have that 5 million plant 5 million ton plant in place.
Speaker #3: So I think that what we're seeing is typical and normal sort of ramp-up related issues. We were overly aggressive in terms of our selectivity for the start of the year.
Speaker #3: We're working through those issues. We're improving. We'll continue to. And we're very comfortable and confident with the estimates we've put out there. Jason, anything you'd layer on that, buddy?
Speaker #4: Yeah, I think and David, Andrew, and I will be down in Newfoundland very shortly to oversee and confirm our confidence in the work that's already been initiated in terms of grade control and selectivity to preferentially treat feed that high grade.
Jason Simpson: Yeah. David, Andrew, and I will be down in Newfoundland very shortly, to oversee and confirm our confidence in the work that's already been initiated in terms of grade control and selectivity to preferentially feed that high grade. In my experience with these ramp-ups, this kind of stabilization of the operation, everything from grade control to operating efficiencies of the equipment and so on, is normal course in ramping up any project. That's represented here in Valentine.
Speaker #4: But in my experience with these ramp-ups, this kind of stabilization of the operation, everything from grade control to operating efficiencies of the equipment and so on, is normal course in ramping up any project.
Speaker #4: And that's represented here in Valentine.
Speaker #3: And both in the production and the costs. We've basically taken a run rate that we have seen for the year, projected it forward. So the gains that we've seen, the efficiencies we've seen, and the reduction in spend and the we have not been factored into.
Darren Hall: Both in the production and the costs. We've basically taken a run rate that we have seen for the year, projected it forward. The gains that we've seen, the efficiencies we've seen, the reduction in spend and we have not been factored into. We'll be transparent here, is the point estimate of our internal estimates going forward is lower than our low end of guidance for costs. Right? We're really trying to set the asset up for delivering to expectations and not disappoint. Wayne, did we cover your question? Is there anything else outstanding that you had?
Speaker #3: And we'll be transparent here is the point estimate of our internal estimates going forward is lower than our low end of guidance for costs, right?
Speaker #3: So we're really trying to set the asset up for deliver into expectations and not disappoint. Wayne, did we cover the your question? Is there anything else outstanding that you had?
Speaker #5: Yeah, thanks. No, that's great. That's a lot of detail. Maybe moving to Greenstone, nice to see the improvement in the process grades. Quarter over quarter alongside the tonnage getting towards design.
Wayne Lam: Yeah, thanks. No, that's great. That's a lot of detail. Maybe moving to Greenstone. Nice to see the improvement in the process grades quarter over quarter alongside the tonnage getting towards design. Just wondering if you had any commentary on the lag in the recoveries. Would you be able to give us some color on the timing of the installation of the trommel and expected impact that might have operationally on throughput or recoveries?
Speaker #5: Just wondering if you had any commentary on the lag in the recoveries and then would you be able to give us some color on the timing of the installation of the trommel and expected impact that might have operationally on the throughput or recoveries?
Speaker #6: Yeah, for sure. And I'll start with I'll start at the end of the question because I can remember that part, right? And then go backwards.
Darren Hall: Yeah, for sure. I'll start at the end of the question because I can remember that part, right, and then go backwards. Yeah, the trommel is still in play here for the end of the year. We will see the benefit of that before the end of the year. What that will do, it'll take out a lot of the tramp that we're feeding into the plant, which creates unnecessary downtime and also reduces efficiencies within the plant. That was always envisaged to get us to nameplate. Pleasingly, where we sit today, for the average throughput for Q2, we were just a smidgen under nameplate capacity. We're 26,800 tonnes for the quarter. Now, for Q3, so through, actually yesterday morning, so through 4 August or 5 August, we were just over nameplate at just over 28,000 tonnes a day.
Speaker #6: The trommel is still in play here for the end of the year. And we will see the benefit of that before the end of the year.
Speaker #6: And what that will do, it'll take out a lot of the tramp that we're feeding into the plant, which creates unnecessary downtime and also removes and reduces efficiencies within the plant.
Speaker #6: And that was always envisaged to get us to nameplate, but pleasingly, where we see today, I mean, for the average throughput for Q2, we were just a smidgen under nameplate capacity.
Speaker #6: We're 26.8,000 tons for the quarter. Now, for the third quarter, so through actually yesterday morning, so through the 4th of August or 5th of August, we were just over nameplate at 28 just over 28,000 tons a day.
Speaker #6: So we are what we are seeing is all of the activities that Brian and the team have been leading over the last year at Greenstone are truly paying their dividends.
Darren Hall: What we are seeing is all of the activities that Brian and the team have been leading over the last year at Greenstone are truly paying dividends. We're comfortable that we can deliver into nameplate or exceeding the nameplate without the trommel. The trommel then positions us well as we head into 2027 to start challenging that install capacity to maybe 30,000 or beyond tonnes a day. Very comfortable with where that sits. We're seeing grades consistent with our expectations in terms of reconciliation with the model. We are still seeing some kind of a bit of a overhang here from a recovery perspective. Recovery's in the quarter around 80%, thereabouts. We are seeing higher levels of arsenopyrite. Dave, do you want to, or Matt, do you want to give a little bit of color on?
Speaker #6: So we're comfortable that we can deliver into nameplate or exceeding the nameplate without the trommel. So the trommel then positions as well as we hit into 2027 to start challenging that install capacity to maybe 30 or beyond 1,000 tons a day.
Speaker #6: So very comfortable with where that sits, we're seeing grades consistent with our expectations in terms of reconciliation with the model. We are still seeing some kind of a bit of an overhang here from a recovery perspective.
Speaker #6: Recovery is in the quarter around 80% thereabouts. And we are seeing higher levels of arsenipyrite Dave, do you want to or Matt, do you want to give a little bit of color on?
Speaker #2: Sure. Yeah. On the arsenipyrite, we are seeing we're learning more as we mine through the ore body, and we're trying to model better. We're undertaking some efforts to do a sampling campaign to understand the distribution of that arsenipyrite within the ore body.
David Schummer: Sure. Yeah. On the arsenopyrite, we are seeing, we're learning more as we mine through the ore body, and we're trying to model better. We're undertaking some efforts to do a sampling campaign to understand the distribution of that arsenopyrite within the ore body. We'll know more as we go through that in the remainder of 2026 and into 2027.
Speaker #2: And we'll know more as we go through that in the remainder of '26 and into '27.
Speaker #3: So yeah, no, comfortable with where we sit and looking forward. I think that the technical report kind of holistically reasonably represents what we expect to get out of the assets.
Darren Hall: Yeah, no, comfortable with where we sit and looking forward, I think that the technical report holistically, reasonably represents what we expect to get out of the assets. There will be some unders and overs as always. I think with the improved throughput above the nameplate, with grade reconciling well, we will work through the recovery issues. I think we are setting ourselves up to be able to comfortably deliver into those long-term expectations for Greenstone.
Speaker #3: There'll be some unders and overs, as always. But I think with the improved throughput above the nameplate, with grade reconciling well, we'll work through the recovery issues.
Speaker #3: I think we're setting ourselves up to be able to comfortably deliver into those long-term expectations for Greenstone.
Speaker #5: Okay, great. Thank you for that. And then maybe just last one for Jason. Just curious, when the merger was announced, I had posed a question about whether you were coming in to run the larger entity and you had said, quote, "Let me be clear about the leadership.
Wayne Lam: Okay, great. Thank you for that. Maybe just last one for Jason. Just curious, when the merger was announced, I had posed a question about whether you were coming in to run the larger entity, and you had said, Let me be clear about the leadership. Darren and I are partnered in this combined company. Just wondering now with Darren stepping aside pretty shortly and some kinks still to be worked out with some of the Equinox assets. You have a pretty successful track record dating back to Torex and with Orla, but just wondering if something had prompted a change in the management structure since our last discussion, and just curious where you are prioritizing your focus as you get into the seat. It just seems like a pretty big portfolio to take over in a very short period of time.
Speaker #5: Darren and I are partnered in this combined company." So just wondering now with Darren stepping aside pretty shortly, and some kinks still to be worked out with some of the Equinox assets, I mean, you have a pretty successful track record dating back to Torex and with Orla, but just wondering if something had prompted a change in the management structure since our last discussion and just curious where your prioritizing your focus as you get into the seat.
Speaker #5: It just seems like a pretty big portfolio to take over in a very short period of time.
Speaker #4: Yeah, Wayne, thanks for remembering our last conversation, and I stand by it. Darren and I absolutely remain partners in this business. What prompted the changes?
Jason Simpson: Yeah, Wayne. Thanks for remembering our last conversation, and I stand by it. Darren and I are absolutely and remain partners in this business. What prompted the change is two things. One, internally, as we combine the companies, Ed Chan is working on integration, Dave and Andrew are working on operations. At the corporate level, the clarity of who's making the decisions needed to be enhanced. Darren and I spoke about this, and we felt that internally for us, it was best to clarify that. Externally, making sure that we understood who was representing the company outside, Ed Chan again in capital markets and his team, as well as myself, will do that. Darren isn't going anywhere. He's sitting right next to me right now. He will continue to be an advisor to the company. He and I speak every day about the combined company.
Speaker #4: Two things. One, internally, as we combined the companies and net channels working on integration, Dave and Andrew working on operations at the corporate level, the clarity of who's making the decisions needed to be enhanced.
Speaker #4: And so Darren and I spoke about this, and we felt that internally for us, it was best to clarify that. Externally, making sure that we understood who is representing the company outside at Chen again and capital markets and his team, as well as myself, will do that.
Speaker #4: But Darren isn't going anywhere. He's sitting right next to me right now. He will continue to be an advisor to the company. He and I speak every day about the combined company.
Speaker #4: And frankly, I will be relying upon his support to run this bigger entity the likes of which is going to be daunting as we operate all these mines and build all these projects.
Jason Simpson: Frankly, I will be relying upon his support to run this bigger entity, the likes of which is going to be daunting as we operate all these mines and build all these projects. I will seek his counsel and continue to receive it. We've got a great team at Equinox. The folks out in Newfoundland, our combined operations in Ontario, and that's just speaking about our Canadian operations. I look forward to the work ahead to run what is a strong company. I'll need the counsel of people like Darren, like our new board of directors that met for the first time yesterday. Now it's about getting to work and delivering on expectations, and that starts with hitting our numbers.
Speaker #4: So I will seek his counsel and continue to receive it. We've got a great team at Equinox. The folks out in Newfoundland are combined operations in Ontario and that's just speaking about our Canadian operations.
Speaker #4: So I look forward to the work ahead to run what is a strong company. And I'll need the counsel of people like Darren like our new board of directors that met for the first time yesterday.
Speaker #4: And so now it's about getting to work and delivering on expectations and that starts with hitting our numbers.
Speaker #3: And Jason, just let me layer on that. It's what we thought long and hard about this over the last couple of weeks. I mean, this is something that's emerged pretty quickly.
Darren Hall: Jason, just let me layer on that. We thought long and hard about this over the last couple of weeks. This is something that's emerged pretty quickly, but it was through the rapport and the relationship we developed over the last 6 months as we've been working through this process. When I looked at what was in front of this organization and the amount of change we'd seen within the business, we needed someone who could turn up and say that, I'm committed to be here for the next 5 years. Jason's in that position, and I remain a significant shareholder in this business. Even though I may not be an executive employee, I'll be with Jason for whatever he needs, for whatever period of time, unless I find myself in a position where I'm conflicted to do so.
Speaker #3: But it was through the rapport and the relationship we developed over the last six months as we've been working through this process. And when I looked at what was in front of this organization and the amount of change we'd seen within the business, we needed someone who could turn up and say that I'm committed to be here for the next five years.
Speaker #3: And Jason's in that position. And I remain a significant shareholder in this business. And even though I may not be an executive employee, I'll be with Jason for whatever we need, for whatever period of time, unless I find myself in a position where I'm conflicted to do so.
Speaker #3: And I don't have any plans to be conflicted. So no, I think that we're externally, it probably creates a little bit of, oh, a little bit of discomfort, but we've done it for what we believe is best for the business to ensure this clarity internal to the business.
Darren Hall: I don't have any plans to be conflicted. No, I think that externally, it probably creates a little bit of discomfort, but we've done it for what we believe is best for the business to ensure there's clarity internal to the business, so that people who deliver the results to you all can be absolutely certain about their future and what the business looks like. I think we're having our cake and eat it too. No, I'm very comfortable with the change. Jason's well-positioned too. He's got a great team around him, and he's got lots of support from folks like myself. I think we're in a good position, Wayne.
Speaker #3: So the people who deliver the results to you all can be absolutely certain about their future and what the business looks like. And no, so I think we're having our cake and eat it too.
Speaker #3: So no, I'm very comfortable with the change and Jason's well positioned too. He's got a great team around him and he's got lots of support from folks like myself.
Speaker #3: So no, I think we're in a good position, Wayne.
Speaker #5: Okay, great. Thanks for the detailed responses. Best of luck in the months ahead and Darren, thank you for the partnership of the years and best of luck in retirement.
Wayne Lam: Okay, great. Thanks for the detailed responses. Best of luck in the months ahead. Darren, thank you for the partnership over the years, and best of luck in retirement.
Speaker #3: Yeah, thanks, buddy.
Darren Hall: Yeah, thanks, buddy.
Operator 3: The next question is from Anita Soni with CIBC. Please go ahead.
Speaker #1: The next question is from Anita Sony with CIBC. Please go ahead.
Speaker #6: Hi, good morning, Darren. And Jason and the team. I just had a few more questions on Valentine. I wanted to understand what the assumptions are for just from a throughput and grade mill feed grade perspective for the guidance at Valentine for this year.
Anita Soni: Hi, good morning, Darren and Jason, and the team. I just had a few more questions on Valentine. I wanted to understand what the assumptions are just from a throughput and mill-feed grade perspective for the guidance at Valentine for this year. You delivered like 7.7 on the mill throughput. Is that the kind of H2 assumption above nameplate, and lower grades or whatever the implied grades would be? Or are you still assuming 6,500 tons per day in H2?
Speaker #6: So you delivered like 7.7 on the mill throughput. Is that the kind of back half assumption above nameplate? And lower grades or whatever the implied grades would be, or are you still assuming 6.5 K ton per day in the back half?
Speaker #3: No, it's reflecting the buoyancy we see in throughput and it's reflecting a lower grade than anticipated. Now, I'll ask Matt to comment on the specifics of, but from memory, I think for the balance of the year, we're probably anticipating a grade about 1.8, 1.85 grams per ton.
Darren Hall: No, it's reflecting the buoyancy we see in throughput, and it's reflecting a lower grade than anticipated. Now I'll ask Matt to comment on the specifics of, but from memory, I think for the balance of the year, we're probably anticipating a grade about 1.8.
David Schummer: That's right.
David Schummer: 1.85 grams per ton.
Speaker #7: Correct.
David Schummer: Correct.
Speaker #3: And recoveries in that 93, 94%, which we've seen. And encouragingly, Anita, what we have seen is that we've seen recoveries maintain with significantly higher throughputs, which is fantastic.
Darren Hall: Recoveries in that 93% and 94%, which we've seen. Encouragingly, Anita, what we have seen is that we've seen recoveries maintained with significantly higher throughputs, which is fantastic. You back into the tons to get those ounces. That's kind of the math. Matt, have I missed anything?
Speaker #3: And so you're back into the tons to get those ounces. That's kind of the math. Matt, have I missed anything?
Speaker #7: No, that's correct. Yep.
David Schummer: No, that's correct. Yep.
Speaker #3: Yep, yep. So we're truly reflects throughput performance without any further improvements, which we still anticipate there will be as we work through and the team continue to optimize that plant.
Darren Hall: Yep. It truly reflects throughput performance without any further improvements, which we still anticipate there will be as we work through and the team continue to optimize that plant. It reflects arguably a somewhat conservative view on metal in terms of being able to deliver into that high-grade cut-off. Again, we're only 6 weeks into the quarter, we are seeing grades consistent or better than what was fundamentally assumed within the forecast. No, I think we're well-positioned in that space, Anita.
Speaker #3: But it reflects arguably a somewhat conservative view on metal in terms of being able to deliver into that high grade cutoff. Again, it's only a we're only six weeks into the quarter.
Speaker #3: But we are seeing grades consistent or better than what was fundamentally assumed within the forecast. So no, I think we're well positioned in that space, Anita.
Speaker #6: Okay. So then 1.8, 1.85, that's not that much above the actual head grade you should be seeing out of the pit, which I believe was about 1.7 for the year.
Operator 2: Okay. That 1.8, 1.85, that's not that much above the actual head grade you should be seeing out of the pit, which I believe was about 1.7 for the year. My question, I guess, relates now to the mining rates. The average over the year should have been about 154,000 tons per day, and you're doing about 110 right now. I guess with the less segregation involved and from getting the 1.7 to be upgraded to 1.8, 1.85, is that a fair assumption that you'll be basically doing less segregation than the original mine plan? Because I think it called for almost 5.5 million tons of ore versus a mill feed of about 2.5 million tons of ore.
Speaker #6: So my question, I guess, relates now to the mining rates. The average over the year should have been about 1. sorry, 154,000 tons per day.
Speaker #6: And you're doing about 110 right now. So with the, I guess, with the higher, with the more, I guess—what am I trying to say?
Speaker #6: Less segregation involved, and getting to just one from getting the 1.7 to be upgraded to 1.8, 1.85, is that a fair assumption that you'll be basically doing less segregation than the original mine plan?
Speaker #6: Because I think it called for about 50 million tons—sorry, like almost 5.5 million tons—of ore versus a mill feed of about 2.5 million tons of ore.
Speaker #3: Yeah, Anita. Happy to have a kind of a role for some discussion offline as well. But I guess I will kind of for the general audience is separate out two things.
Darren Hall: Yeah, Anita, happy to have a real fulsome discussion offline as well. I guess I will, for the general audience, just separate out two things, is that what we have seen, we have seen a slower ramp-up in absolute mining, but that's unrelated to the selectivity issues. Regardless of how many tons you mine, you want to be as selective as you possibly can. We're not compromising selectivity for volume, right? Volume will always want to deliver the best possible grade. No, the grade assumption reflects basically backwards looking performance with some moderate increases in quality around the segregation. I don't think it really reflects where we will get to. In terms of the absolute volumes, Dave, I mean, we're not mining 110,000 tons a day now.
Speaker #3: Is that what we have seen, we have seen a slower ramp-up in absolute mining, but that's unrelated to the selectivity issues. Regardless of how many tons you mine, you want to be as selective as you possibly can.
Speaker #3: So we're not compromising selectivity for volume, right? Volume will always want to deliver the best possible grade. So no, the great assumption reflects basically backwards looking performance with some moderate increases in quality around the segregation.
Speaker #3: But I don't think it really reflects where we will get to. In terms of the absolute volumes, Dave, I mean, we're not mining 110,000 tons a day now.
Speaker #7: No, no, the number is accurate earlier in the year, but now we're in the 140, 145,000 tons per day range. We've had some. Significant improvements.
David Schummer: No, the number's accurate earlier in the year, now we're in the 140,000, 145,000 ton per day range.
David Schummer: Yep.
David Schummer: We've had some significant improvements.
Speaker #6: All right. Okay. And yeah, I guess I was using the word selectivity and meaning or segregation where you have a certain number of high-grade volume, right, that you can put into the mill.
Anita Soni: All right. Okay. Yeah, I guess I was using the word selectivity in meaning ore segregation, where you have a certain number of high grade volume that you can put into the mill, and if your mining rates are behind, then you don't have as much of the higher grade ore to put into the mill, right?
Speaker #6: And if you're mining rates are behind, then you don't have as much of the higher grade ore to put into the mill, right?
Speaker #3: Correct. Yeah. The biggest bucket you mine, the more you can select from. Absolutely. Yeah.
Anita Soni: Correct.
Anita Soni: Okay.
Anita Soni: Yeah. The bigger the bucket you mine, the more you can select from. Absolutely. Yep.
Speaker #6: Okay. And then just a similar question on Greenstone for the back half of the year. Can you are you assuming throughput rates that are around 27 K ton per day and grades similar to what you saw in the first sorry, in the Q2 and then also in terms of recovery rate?
Anita Soni: Okay.
Anita Soni: Yeah.
Anita Soni: Just a similar question on Greenstone for the back H2. Are you assuming throughput rates that are around 27,000 tons per day and grades similar to what you saw in Q2 and also in terms of recovery rates? Because I think the recovery rate's probably the big question in correlation to the grade, with obviously the higher grade material having a bit more arsenopyrite content in it.
Speaker #6: Because I think the recovery rate is probably the big question in correlation to the grade with obviously the higher grade material having a bit more arsenic pyrite content in it.
Speaker #3: Yep. The short answer is yes. And it's throughputs consistent with the 27. It's grades consistent with basically the one gram, and well. So it's basically taken the last quarter and said, okay, let's just project that forward.
Darren Hall: Yep. The short answer is yes. Its throughput's consistent with the 27,000 tons per day, its grade's consistent with basically the 1 gram, and its recoveries that are consistent with as well. It's basically taken Q2 and said, Okay, let's just project that forward. Any benefits that come from improvements are not reflected in those estimates. That's what we did, is we kept the floor the same and just lowered the top-end range at Greenstone. The worst thing we can do is do a little better than what we said.
Speaker #3: And any benefits that come from improvements are not reflected in those estimates. And that's what we did—what we did is we kept the floor the same and just lowered the top-end range at Greenstone. And the worst thing we can do is do a little better than what we said.
Speaker #6: Okay. And then last question, I'll get back in the queue. So Los Filos, you made some progress with the communities and got a three-way agreement there.
Anita Soni: Last question, I'll get back in the queue. Los Filos, you made some progress with the communities and got a three-way agreement there. Could I ask, perhaps Jason, how he's thinking about Los Filos going forward? Obviously, you guys are doing a study, where does that fit in your capital allocation priorities at this stage?
Speaker #6: Could I ask, perhaps, Jason how he's thinking about Los Filos going forward, and what the next— I mean, obviously, you guys are doing a study, but where does that fit in your capital allocation priorities at this stage?
Speaker #7: Yeah, thanks, Anita. And as most of the audience probably knows, I spend a lot of time there building Torax. And I would offer that there are three components of your question that we need to focus on.
Jason Simpson: Yeah. Thanks, Anita, as most of the audience probably knows, I spent a lot of time there building Torex, I would offer that there's three components of your question that we need to focus on. The first component is the agreement that the Equinox team just achieved with the three communities there. Obviously I've been aware and involved in the discussions throughout and feel that that is absolutely the right approach for working there going forward. Now that the agreements are in place and you have social stability, we can then focus on resuming operations through the heap leach process. In parallel with that, we need to be planning for the big opportunity at Filos, which is the ounces that we have in resources there.
Speaker #7: The first component is the agreement that the Equinox team just achieved with the three communities there. And obviously, I've been in aware and involved in the discussions throughout and feel that that is absolutely the right approach for working there going forward.
Speaker #7: So now that the agreements are in place and you have social stability, we can then focus on resuming operations for the heat bleach process.
Speaker #7: But in parallel with that, we need to be planning for the big opportunity at Filos, which is the ounces that we have in resources there.
Speaker #7: And so we will be updating the study and planning our construction in Guerrero based upon what is available in terms of gold resources. While we're doing that and our technical teams are preparing for that decision point at the board, we need to resume operations at Los Filos and have it begin producing gold.
Jason Simpson: We will be updating the study and planning our construction in Guerrero, based upon what is available in terms of gold resources. While we're doing that, our technical teams are preparing for that decision point at the board, we need to resume operations at Los Filos and have it begin producing gold. We got approval from the board yesterday to do exactly that. We'll begin leaching, in parallel, preparing for the future conversation of the board. As we recall in our capital allocation going forward, that Los Filos increase in production out of the heap leach and into a CIL process will occur after the construction of South Railroad, the construction of Castle Mountain, and our expansions in Mexico will follow in years to come.
Speaker #7: We got approval from the board yesterday to do exactly that. So we'll begin leaching and in parallel preparing for the future conversation of the board.
Speaker #7: And as we recall, in our capital allocation going forward, that Los Filos increase in production out of the heat bleach and into CIL process will occur after the construction itself railroad, the construction of Castle Mountain, and our expansions in Mexico will follow 10 years to come.
Speaker #3: Yeah. And the one thing I'd layer on that, Jason, it was a good summary is that with the funds to commence the restart, are included in the guidance now because that was not budgeted and that's in the project pipeline space.
Darren Hall: Yeah, the one thing I'd layer on that, Jason, it was a good summary, is that with the funds to commence the restart are included in the guidance now, because that was not budgeted, that's in the project pipeline space. There likely will be some metal that falls out before now and the end of the year, that's not reflected in any of the production numbers.
Speaker #3: They likely will be some metal that falls out before now and the end of the year. That's not reflected in any of the production numbers.
Speaker #3: It's a de minimis level given the 1.1 million ounces of annualized rate that we're producing.
Jason Simpson: It's at a de minimis level, given the 1.1 million ounces annualized rate that we're producing.
Speaker #6: Okay. Actually, I had one last question on Valentine and the capex. So now includes 50 to 60 million dollars for the phase two in the back half of the year.
Anita Soni: Okay. Actually, I had one last question on Valentine and the CapEx. Now includes $50 to 60 million for the phase II in the H2 of the year. The CapEx guide went up, I think, a little bit more than that. I'd say about $25 to 35 million, by my rough math here. Can you let me know what that extra growth capital at Valentine is going to be attributed to?
Speaker #6: But the capex guide went up, I think, a little bit more than that. I'd say, what, $25 to $35 million by my rough math here.
Speaker #6: Can you let me know what that extra growth capital at Valentine is going to be attributed to?
Darren Hall: Pete will pick that one up. Pete, Dave.
Speaker #3: Pete will pick that one up. Pete? Dave?
Speaker #7: Yeah. I mean, essentially, that's the we made a change from a jaw crusher to a gyratory crusher. And that's the balance. That's the balance over it.
Peter Hardie: Yeah. Essentially, we made a change from a jaw crusher to a gyratory crusher. That's the balance that we're in.
Speaker #3: On phase two.
Darren Hall: On phase II.
Speaker #7: Yeah. It was at the I think that was a quick question, Anita.
Peter Hardie: Yeah.
Darren Hall: Yeah. I think that was the question, Anita.
Speaker #6: Nope. The question was your capital went from 90 I believe it was 95 to 115 up to 180 to 200 million dollars. And 50 to 60 of that is for the phase two.
Anita Soni: Nope. The question was, your capital went from, I believe it was $95 to 115, up to $180 to 200 million, and $50 to 60 of that is for the phase II. That still leaves a differential of about $30 million, and I was wondering what that growth capital in 2026 was associated with.
Speaker #6: So that still leaves a differential of about $30 million. And I was wondering what that growth capital in 2026 was associated with.
Speaker #7: Yeah. Well, we'll get back to you on that one offline, Anita.
Peter Hardie: Yeah. We'll get back to you on that one offline, Anita.
Speaker #6: Okay. All right. Thank you very much.
Operator 2: Okay. All right. Thank you very much.
Speaker #3: Okay. Thanks, Anita. Appreciate the questions and the support. Thank you.
Darren Hall: Thanks, Anita. Appreciate the questions and the support. Thank you.
Speaker #6: The next question is from Josh Wolfson with RBC. Please go ahead.
Operator 3: The next question is from Josh Wolfson with RBC. Please go ahead.
Speaker #5: Yeah, thank you very much. Continuing along the question that Anita had on capex, I noticed that there was some additional spend included for some of the development projects, less core opportunities right now, but $35 to $40 million at Los Filos for half of the year, effectively.
Josh Wolfson: Yeah. Thank you very much. Continuing along the question that Anita had on CapEx, I noticed that there was some additional spend included for some of the development projects. Less core opportunities right now, but $35 to 40 million at Los Filos for half of the year effectively, and then $30 to 35 million at Camino Rojo. Presumably, that's on the sulfides. Should we assume a similar run rate, maybe on an annualized basis into 2027, despite some of these development opportunities being longer dated?
Speaker #5: And then 30 to 35 million at Camino Rojo presumably that's on the sulfites. Should we assume a similar run rate maybe on an annualized basis into 2027?
Speaker #5: Despite some of these development opportunities being longer dated?
Speaker #7: Yeah. So I'll take the Los Filos part first. It's Peter. The additional capital for Los Filos for the year keeping in mind that we were on current maintenance what we told you about for the year was concerning keeping the mine on care of maintenance.
Peter Hardie: Yeah. I'll take the Los Filos part first. It's Peter. The additional capital for Los Filos for the year, keeping in mind that we were on care and maintenance. What we had told you about for the year was concerning keeping the mine on care and maintenance. The additional capital that we have there is for the gradual restart of operations, we'll inform for next year as we firm up our plan to go forward and then do our 2027 budget. Sorry, what was the second part of your question?
Speaker #7: The additional capital that we have there is for the gradual restart of operations. And then we'll inform for next year as we firm up our plan to go forward and then do our 2027 budget.
Speaker #7: And then, sorry, what was the second part of your question? The Camino Rojo, Peter. I'll take that one. So, the Camino Rojo reflects an update we did not include in the original guidance.
Jason Simpson: The Camino Rojo, Peter. I'll take that one. The Camino Rojo reflects an update. We did not include in the original guidance, the portal to head underground on the sulfides, as you recall, Josh. It includes the last finalization of the heap leach pad expansion, but frankly, there's not a lot of spend left there. It does include that, and then the $25 million for the portal collar and development underground. That's what represents the Camino Rojo share. We did not include that in the original Orla guidance. We're now including it in our company at Equinox.
Speaker #7: The portal to hit underground on the sulfites as you recall, Josh. So it includes the last finalization of the heat bleach pad expansion, but frankly, there's not a lot of spend left there.
Speaker #7: But it does include that. And then the 25 million for the portal caller and development underground. So that's what represents the Camino Rojo share.
Speaker #7: We did not include that in the original ORLA guidance. We're now including it in our company at Equinox.
Speaker #3: Yeah. And for clarification on that as well, it's the prudent step forward to get in and start getting a higher level of knowledge with respect to the metallurgy.
Darren Hall: Yeah. For clarification on that as well, it's the prudent step forward to get in and start getting a higher level of knowledge with respect to the metallurgy, get some bulk samples, do that sort of work as part of it. It doesn't preempt a full funds commitment for the project, as Jason alluded to, in terms of we've got a clearly defined growth capital project schedule in the next couple of years. This is the continuing learning of, just like we'll have it at Los Filos, right? There's work that will be spent to be able to progress the understanding so we can understand what the right size of facility is. This is exactly the same level of work that's been done at Camino Rojo.
Speaker #3: It gets involved samples, do that sort of work as part of it. It doesn't preempt a full funds commitment for the project as Jason alluded to in terms of we've got a clearly defined growth capital project schedule in the next couple of years.
Speaker #3: This is the continuing learning, just like we'll have at Los Filos, right? There’s work that will be spent to be able to progress the understanding, so we can understand what the right size of facility is.
Speaker #3: This is exactly the same level of work that's been done at Camino Rojo. And again, there's a larger, bolder, stronger organization that allows us to be able to take a very methodical and thoughtful approach to those development projects and spend a little bit more money upfront to understand exactly what we're dealing with, so that when we make commitments, we're very, very clear on what we're committing to and can do it with a significantly higher degree of confidence.
Darren Hall: Again, as a larger, bolder, stronger organization, it allows us to be able to take a very methodical and thoughtful approach to those development projects and spend a little bit more money up front to understand exactly what we're dealing with, so that when we make commitments, we're very, very clear on what we're committing to and can do it with a significantly higher degree of confidence. That's what that funding's for. No, it's a very good move.
Speaker #3: And that's what those fundings for, so. No, it's a very good move.
Speaker #5: Got it. Thank you. And back to Valentine I understand things are a little bit in flux with the ramp-up. On the grade outlook, I guess more so is it skews into 2027.
Josh Wolfson: Thank you. Back to Valentine. I understand things are a little bit in flux with the ramp-up. On the grade outlook, I guess more so as it skews into 2027, is it fair to assume the disclosures the company's made on mining selectivity challenges and looking to increase throughput to offset that, is it fair to say that the grades are likely to remain in line with the H2 of the year, or should we still expect an improvement? Similarly on the unit costs, is there any sort of perspective that can be provided on what are steady state unit costs? Especially given that throughput rates are already very high, why would they decline going forward? Thank you.
Speaker #5: Is it fair to assume that, based on the disclosures the company made regarding mining selectivity challenges and the intention to increase throughput to offset that, grades are likely to remain in line with the second half of the year? Or should we still expect an improvement?
Speaker #5: And then similarly on the unit costs, is there any sort of perspective that can be provided on what are steady state unit costs and especially given that throughput rates are already very high, why would they decline going forward?
Speaker #5: Thank you.
Speaker #3: Yeah. Yeah. I guess there's two parts. Let's just tackle the grade issue. If we think about grade in the back half of the year, we will have a higher grade than we did in the front half of the year.
Darren Hall: Yeah. I guess there's two parts. Let's just tackle the grade issue. If we think about grade, the H2 of the year, we will have a higher grade than we did in the H1 of the year. That's going to be reflective of improved performance, which will continue into 2027, and to 2028. By the end of 2028, you've got a doubling of the size of the plant. The exposure on selectivity becomes less. In terms of the unit costs, ubiquitously across the portfolio, we've seen tension, just like everyone else has, on fuel prices. There's about $100 an ounce of increase in spend or cost across our business with respect to WTI and related costs. At Valentine, it's a little higher. It's probably in the order of closer to probably $200 between volume and price this year.
Speaker #3: That's going to be reflective of improved performance, which will continue into 2027. And to 28, by the end of 28, you've got a doubling of the size of the plant.
Speaker #3: So the exposure on selectivity becomes less. In terms of the unit costs, ubiquitously across the portfolio, we've seen tension from a just like everyone else has, on fuel prices.
Speaker #3: There's about $100 an ounce of increase in spend or cost across our business with respect to WTI and related costs at Valentine. It's a little higher.
Speaker #3: It's probably in the order of closer to probably $200 between volume and price. This year, we have seen additional resources that we've added to work through the effectiveness so we can become more efficient.
Darren Hall: We have seen additional resources that we've added Work through the effectiveness so we can become more efficient. We will see that spend start to trail off through the back end of the year and into 2027. I think we'll see that those unit costs will come down as a function of efficiency. It will obviously be positively impacted by a denominator increase in terms of more metal, but you'll also see less spend for any volume as a consequence of the team getting better at how and working at the Greenstone. Part of the normal ramp-up process, and arguably, we were probably overly aggressive about the rate at which we would get to that steady state, if you will, when we foreshadowed the 2026 guidance. Jason, you've been through this before, bud.
Speaker #3: We will see those that spend start to trail off through the back end of the year and into 2027. So, I think we'll see that those unit costs will come down as a function of efficiency. It will obviously be positively impacted by a denominator increase in terms of more metal, but you'll also see less spend for any volume as a consequence of the team getting better and working out the kinks in.
Speaker #3: Part of the normal kind of ramp-up process and arguably we were probably overly aggressive about the rate at which we would get to that kind of steady state, if you will, when we foreshadowed the 2026 guidance.
Speaker #3: I mean, Jason, you've been through this before, but.
Speaker #7: Yeah. Yeah. Very typical ramp-up process where we are trying to resolve various issues and spending a bit more to get through them just to deliver the results.
Jason Simpson: Yeah. Very typical ramp-up process where we are trying to resolve various issues and spending a bit more to get through them just to deliver the results. Absolutely consistent as part of the ramp-up process. As you've articulated clearly, and Josh, you know this well, you need to do both, start to reduce the numerator spending, which you will do as your teams get organized, as they get a flow of what they need to be doing, everything from geologists to truck operators. Once they get better at that, the costs drop and the ounces then follow. In the case of Valentine, of course, achieving a greater grade introduced to the mill before it gets expanded. Simultaneously with doing that, we're expanding the mill so that we'll be at that 5 million ton per year.
Speaker #7: So absolutely consistent as part of the ramp-up process. And as you've articulated clearly and Josh, you know this well, you need to do both, start to reduce the numerator spending, which you will do as your teams get organized as they get a flow of what they need to be doing, everything from geologists to truck operators.
Speaker #7: And then once they get better at that, the costs drop and the ounces then follow. In the case of Valentine, of course, achieving a greater grade introduced to the mill before it gets expanded and simultaneously with doing that, we're expanding the mill so that we'll be at that $5 million ton per year.
Speaker #5: Great. Thank you.
Josh Wolfson: Great. Thank you.
Speaker #1: The next question is from Mohammed Sivade with National Bank. Please go ahead.
Operator 3: The next question is from Mohamed Sidibe with National Bank. Please go ahead.
Speaker #6: Thanks, Darren. And Jason, for taking my question. So maybe continuing on Valentine, specifically on the unit costs and as it relates to the GNA, there I think that's also slightly higher than what we expected in the technical report there.
Mohamed Sidibe: Thanks, Darren and Jason, for taking my question. Maybe continuing on Valentine, specifically on the unit costs, and as it relates to the G&A there, I think that's also slightly higher than what we expected in the technical report there. Is that just as a result of more labor hours or more manpower required, versus your tech report? How do you expect that to, call it, advance over the next, call it, six to 12 months outside there? Thank you.
Speaker #6: Is that just as a result of more labor hours or more manpower required versus your tech report? And how do you expect that to call it advance over the next, call it 6 to 12 months at site there?
Speaker #6: Thank you.
Speaker #3: Yeah. Okay, Mohammed. Yeah. Assalamualaikum. Hey, just a I think it tails onto the last part of the conversation that Jason and I were having here is that it's a reflection of the on-cost associated with supporting the activity that we've seen increasing in terms of mining and those sort of things.
Darren Hall: Okay, Mohamed. As-salamu alaykum. Hey, I think it tails onto the last part of the conversation that Jason and I were having here is that it's a reflection of the on-costs associated with supporting the activity that we've seen increasing in terms of mining and those sort of things. It's a direct relationship, too. As those efficiencies come on, you will see the G&A costs go down because it's not really G&A, it's site services and support. It's camping, it's messing. It's those sort of things that go into it, which is the majority of that tension on that, quote-unquote, G&A space. Full disclosure, it's in the order of $10 million for the full year, is what it is above what we saw.
Speaker #3: It's a direct relationship too. So as those efficiencies come on, you'll see the GNA costs go down because there's not really GNA. It's site services and support.
Speaker #3: It's camping. It's messing. It's those sort of things that go into it, which is the majority of that tension on that, quote-unquote, GNA space.
Speaker #3: And full disclosure, it's in the order of 10 million dollars for the full year. Is what it is above what we saw and that'll probably come down to single digits.
Darren Hall: that'll probably come down to single digits over the course of, yeah, on an annualized rate between now and the end of the year.
Speaker #3: Over the course of the year, and at an annualized rate between now and the end of the year.
Speaker #6: Great, thanks a lot for that call, Darren. And then, maybe, at the consolidated level, when I'm looking at your revised orange-staining cost guidance there...
Mohamed Sidibe: Great. Thanks a lot for that call there. Maybe at the consolidated level, when I'm looking at your revised all-in sustaining costs guidance there. Could you share what the assumptions on gold price, fuel price you're now using versus what the Equinox standalone was, in order to just better understand what that delta is so that when fuel prices start to pair off, we could see maybe how that can improve. Thank you.
Speaker #6: So, could you share what the assumptions on gold price and fuel price you're now using versus what the Equinox standalone was, in order to better understand what that delta is?
Speaker #6: So that when fuel prices started to pare off, we could see maybe how that can improve. Thank you.
Speaker #7: Yeah. On fuel price, fuel price, it's Peter. And thanks for the question, Mohammed. Fuel prices we have assumed about 50% higher across the board consolidated fuel prices from original plan and guidance overall.
Peter Hardie: Yeah. On fuel price. It's Peter. Thanks for the question, Mohamed. Fuel prices, we have assumed about 50% higher across the board consolidated fuel prices from original plan and guidance overall. We hopefully see things modulate here in the near future. We expect that to return down back to what the original plan was.
Speaker #7: And so as we see hopefully as we think we hopefully see things modulate here in the near future, we expect that to return down back to what the original plan was.
Speaker #3: And so in short, it's basically reflecting average price year to date going forward. Right. And that's probably our best crystal ball. And we will be wrong.
Darren Hall: In short, it's basically reflecting average price year to date going forward.
Peter Hardie: Yeah.
Darren Hall: Right? That's probably our best crystal ball. We will be wrong, right? Hopefully that, like everyone, that we're wrong to the conservative.
Speaker #3: Right? And hopefully that like everyone, that we're wrong to the conservative.
Speaker #6: And is that the same for gold? So is that assuming about 4,500, all-brown gold, or?
Mohamed Sidibe: Is that the same for gold? Is that assuming about $4,500 an ounce gold or?
Speaker #3: Well, and I guess there's two parts to that, right? The gold price—the effect on gold price—is only in royalties and those related costs, right?
Darren Hall: Well, I guess there's two parts to that, right? Gold price. The effect on gold price is only in royalties and those related costs, right? Just be clear that there's very little of our business that's impacted by gold price. There's very few decisions we make on a day-to-day basis that are impacted by the gold price because we're spending capital like it's our own and we're making the right decisions for the long term. In terms of the gold price assumption used.
Speaker #3: So just to be clear, there's very little of our business that's impacted by the gold price, and there are very few decisions we make on a day-to-day basis that are impacted by the gold price.
Speaker #3: Because we're spending capital like it's our own, and we're making the right decisions for the long term. But in terms of the gold price assumption used...
Speaker #7: It's very close, actually, to current gold price. So you shouldn't see too much tension there.
Peter Hardie: It's very close, actually, to current gold price. You shouldn't see too much tension there.
Speaker #3: Yeah. So if we see gold go to $6,000 an ounce between now and the end of the year, you will see some additional tension from the royalties and related costs of the employment through.
Darren Hall: Yeah. If we see gold go to $6,000 an ounce between now and the end of the year, you will see some additional tension from the royalties and related costs of the employer, but that'll be an easy discussion to have.
Speaker #3: But that'll be an easy discussion to have.
Speaker #6: Thank you. Appreciate it.
Mohamed Sidibe: Thank you. Appreciate it.
Speaker #1: The next question is from Adrian Day with Adrian Day Asset Management. Please go ahead.
Operator 3: The next question is from Adrian Day with Adrian Day Asset Management. Please go ahead.
Speaker #8: Yeah. Good morning. I'm sorry. I didn't put myself in queue, so I don't know how that happened. I apologize.
Adrian Day: Yeah, good morning. I'm sorry, I didn't put myself in queue, I don't know how that happened. I apologize.
Speaker #3: Okay, Adrian. Well, thank you very much for your support anyway and have a nice day.
Darren Hall: Okay, Adrian Day. Well, thank you very much for your support anyway, have a nice day.
Speaker #1: And our last question is from Jeremy Hoy with Canaccord Genuity. Please go ahead. Jeremy Hoy, your line is open.
Operator 3: Our last question is from Jeremy Hoy with Canaccord Genuity. Please go ahead. Jeremy Hoy, your line is open.
Speaker #8: Hi. Good morning. They've taken my questions. With the leadership transition, can we expect to see any other management changes in the near future?
Jeremy Hoy: Hi. Good morning. Thanks for taking my questions. With the leadership transition, can we expect to see any other management changes in the near future?
Speaker #3: In the release, Jason, sorry. Jeremy, I was looking at Jason when I did it. We actually in the highlights of the subsequent events, we talked about the team going forward and no, I mean, we've sent the team, we know who it is, and that was part of again, day one.
Darren Hall: In the release, Jason. Sorry, Jeremy. I was looking at Jason when I did it. Actually in the highlights of subsequent events, we talked about the team going forward. No. We've set the team. We know who it is, and that was part of, again, day one, and I guess that's a little bit unique in this compared to a lot of transactions. We've come out, we've spent the last 3 months working out who's who in the zoo, if you will. Now we're now building out those teams from that down. No, we're clear on those senior leadership positions. There's some decisions that need to be made below that. As we've foreshadowed, we have more than enough work to do to accommodate everyone on both sides of the business.
Speaker #3: And I guess that's a little bit unique in this compared to a lot of transactions. We've come out and we've spent the last three months working out who's who in the zoo, if you will.
Speaker #3: And now where now building out those teams from that down. So no, we're clear on those senior leadership positions. There's some decisions that need to be made below that.
Speaker #3: But as we're foreshadowed, we have more than enough work to do to accommodate everyone on both sides of the business. So retention of human capital is really our challenge rather than necessarily working out who shouldn't be here.
Darren Hall: Retention of human capital is really our challenge rather than necessarily working out who shouldn't be here. We see it across the industry. We're blessed by having great teams on both sides, and utilizing those people to the betterment of the product is what our focus is. No, I'm very comfortable with where we're at, where we're headed, and I think the team is gelling very nicely at this point.
Speaker #3: We see it across the industry. We're blessed by having great teams on both sides. And utilizing and those people to the betterment of the product is what our focus is.
Speaker #3: So no, I'm very comfortable with where we're at, where we're headed, and I think the team is jelling very, very nicely at this point.
Speaker #7: Yeah. Since the beginning, Darren and I have been talking about the combination of these companies and frankly, the combination of that human capital that is so sought after in our industry.
Jason Simpson: Yeah. Since the beginning, Darren and I have been talking about the combination of these companies and frankly, the combination of that human capital that is so sought after in our industry. What we have been announcing in the recent days and what we'll need to sort through in the future is how we can keep everybody within Equinox Gold and make sure everybody understands what they need to do to contribute to our combined success. That's the work ahead of us. It's about understanding who's doing what, hopefully we can retain the majority of that human capital.
Speaker #7: What we're have been announcing in the recent days and what we'll need to sort through in the future is how we can keep everybody within Equinox Gold and make sure everybody understands what they need to do to contribute to our combined success.
Speaker #7: And that's the work ahead of us. It's about understanding who's doing what and hopefully we can retain the majority of that human capital.
Speaker #8: Great. Thank you for that color. The other question I have is a bit of follow-up on Anita's regarding Los Filos. Most announcements of the merger you guys secured those community agreements and are moving ahead with restart of operations and studies.
Jeremy Hoy: Great. Thank you for that color. The other question I have is a bit of a follow-up on Anita's regarding Los Filos. Post announcement of the merger, you guys secured those community agreements and are moving ahead with restart of operations and studies. When the deal was announced, I asked what the timeline was to get to 1.9 million ounces, and I believe, Jason, the answer was about five years. I'm just wondering, with more time examining the portfolio and the opportunities ahead of you, is that still the timeline you envision? I guess what's the level of confidence in that? Can we expect to see some of these projects shifted in terms of where they fit in the pipeline?
Speaker #8: When the deal was announced, I asked what the timeline was to get to 1.9 million ounces. And I believe, Jason, the answer was about five years.
Speaker #8: I'm just wondering with more time, examining the portfolio and the opportunities ahead of you, is that still the timeline you envision? And I guess what's the level of confidence in that?
Speaker #8: Can we expect to see some of these projects shifted in terms of where they fit in the pipeline?
Speaker #3: Maybe I'll kick it off and then Jason and I can do a bit early on this. But the short term, organic growth, as Jason's already talked to, is well-defined.
Darren Hall: Maybe I'll kick it off. Jason and I can do a bit of an Ernie on this. The short-term organic growth, as Jason's already talked to, is well defined. We've got Valentine, South Railroad, then we'll be in a position middle of next year to make a decision in and around Castle Mountain. In the background, we'll be progressing and doing the work that we need to do in Mexico to be able to surface value from that. That comes from Camino Rojo underground. A potential open pit expansion. That's why we're continuing with the underground portal to get bulk samples to understand metallurgy, which is obviously key to that asset. Los Filos, we're doing the work in the background on scoping level studies to understand the benefit that can come from a larger process plant and what that means.
Speaker #3: We've got Valentine South Railroad and then we'll be in a position middle of next year to make a decision in and around Castle Mountain.
Speaker #3: In the background, we'll be progressing and doing the work that we need to do in Mexico to be able to surface value from that.
Speaker #3: And that comes from Camino Rojo Underground, right? Or a potential open pit expansion. And that's why we're continuing with the underground portal to get bulk samples to understand metallurgy, which is obviously key to that asset.
Speaker #3: Los Filos, we're doing the work in the background on scoping-level studies to understand the benefit that can come from a larger process plant, and what that means.
Speaker #3: So over the next year or two, those things will flesh out. But no, we're very, very comfortable in what we see in terms of that organic growth profile and if you look at the leverage that we have from the asset base without even considering the Mexico opportunity, it's significant going forward.
Darren Hall: Over the next year or two, those things will flesh out. No, we're very comfortable in what we see in terms of that organic growth profile. If you look at the leverage that we have from the asset base, without even considering the Mexico opportunity, it's significant going forward. No, I think that what we've been talking about for the last couple of months remains. There will be, as always, timing changes as we work through understand. Could there be Sophie's choices in the future? Yeah, absolutely. It's not going to come from a liquidity or ability to pay. It's going to be from what makes sense from the organization to be able to bolt these things on and realize the full potential of our existing assets. We haven't talked at all about Musselwhite.
Speaker #3: So no, I think that what we've been talking about for the last couple of months remains. There will be as always timing changes as we work through understand.
Speaker #3: And yeah, there could be Sophie's choices in the future. Yeah, absolutely. But it's not going to come from a liquidity or ability to pay.
Speaker #3: It's going to be from what makes sense from the organization to be able to bolt these things on and realize the full potential of our existing assets.
Speaker #3: Yeah, we haven't talked at all about bustle weight. We haven't talked about the fact that we have a million and a half ton a year facility that we're only using a million ton of.
Darren Hall: We haven't talked about the fact that we have a 1.5 million tonne a year facility that we're only using 1 million tonne of. If you look at the opportunity that can be surfaced there, we're not talking about $150 to 200 million annually of exploration burn and what that will generate in terms of optionality at our existing assets. We're going to be spoiled for choices, and I think that what we have foreshadowed in the business and position going forward, I think is a fair representation. It will change, and I think it'll only change for the positive.
Speaker #3: And if you look at the opportunity that can be surfaced there, we're not talking about $150 to $200 million annually of exploration burn, and what that will generate in terms of optionality at our existing assets.
Speaker #3: So there’s going to be—we’re going to be spoiled for choices, and I think that what we have foreshadowed in the business and position going forward, I think, is a fair representation.
Speaker #3: But it will change. And I think it'll only change for the positive.
Speaker #7: Yeah. Darren, I'll layer on frankly, the business needs to focus on the next six months of execution and delivery. But a business this size has to look across the entire portfolio and make sure that we have work progressing everything from exploration finding more ounces for the future, the projects that you asked the question about projects in Mexico that you asked the question about making sure that we're doing the data collection and study work to set those assets up in the years to come, which is what we're doing this year and next.
Jason Simpson: Yeah. Darren, I'll layer on. Frankly, the business needs to focus on the next six months of execution and delivery. A business this size has to look across the entire portfolio and make sure that we have work progressing everything from exploration, finding more ounces for the future. The projects that you asked the question about, projects in Mexico that you asked the question about, making sure that we're doing the data collection and study work to set those assets up in the years to come, which is what we're doing this year and next, so that we're doing the study work. Of course, more near term, the six months that I talked to, but also advancing the construction starts in Nevada, followed by Castle Mountain, the expansion that we just got approved yesterday in Newfoundland.
Speaker #7: So that we're doing the study work and then, of course, more near term, the six months I talked to, but also advancing the construction starts in Nevada followed by Castle Mountain.
Speaker #7: The expansion that we just got approved Newfoundland. So we as a larger business need to focus on all ends of our pipeline to make sure that we are as Darren likes to say, laying track in front of the train and then making sure that the trains arrive on time so that this bigger business is now stronger because we have all of those choices that Darren talked about.
Jason Simpson: We, as a larger business, need to focus on all ends of our pipeline to make sure that we are, as Darren likes to say, laying track in front of the train, and then making sure that the trains arrive on time. That this bigger business is now stronger because we have all of those choices that Darren talked about. In the future, we have to acknowledge that our choices of capital allocation will not be governed by our ability to fund them and will be governed by making sure that we're methodical in our selection of what we build, when to deliver the best value return for investors, as approved by the board in the years to come.
Speaker #7: And in the future, we have to acknowledge that our choices of capital allocation will not be governed by our ability to fund them and will be governed by making sure that we're methodical in our selection of what we build, when to deliver the best value return for investors, as approved by the board in the years to come.
Speaker #3: Yeah, it's keeping in mind that the reason we exist is we're a financial instrument to create shareholder value through share price appreciation, and all of our capital allocation decisions were made with that mindset.
Darren Hall: Yeah. Just keeping in mind that the reason we exist is we're a financial instrument to create shareholder value through share price appreciation. All of our capital allocation decisions were made in that mindset. It won't be growth for growth's sake. It'll be about value creation for the people that own the business, which is you all. I appreciate the questions and appreciate the support that we have seen in both companies and we look forward to that continued support going forward.
Speaker #3: It won't be growth and growth's sake. It'll be about value creation for the people that own the business, which is yours. So no, appreciate the questions and appreciate the support that we have seen in both companies and we look forward to that continued support going forward.
Speaker #8: Understood. Thank you for taking my questions and have a great day.
Jeremy Hoy: Understood. Thank you for taking my questions, and have a great day.
Speaker #3: Appreciate it. Thanks, Jeremy.
Darren Hall: Appreciate it. Thanks, Jeremy.
Speaker #5: I'd like to pass the floor back over to Ingrid Ricote.
Operator 3: I'd like to pass the floor back over to Ingrid Rico.
Speaker #2: Thank you, operator. We're almost at the hour. So Etienne and myself will be available and we'll be answering the questions that came on the webcast.
Ingrid Rico: Thank you, operator. We're almost at the hour, Etienne and myself will be available and we'll be answering the questions that came on the webcast. I'll pass over the call to Darren for his closing remarks.
Speaker #2: And I'll pass over the call to Darren for his closing remarks.
Speaker #3: Yeah, thanks, Ingrid. And thanks again to everyone on the call. I'd like to thank all of our shareholders for their continued support. Over the coming months, I'll be working closely with Jason, who'll assume the role of Chief Executive Officer upon my retirement from Equinox.
Darren Hall: Yeah. Thanks, Ingrid, and thanks again to everyone on the call. I'd like to thank all of our shareholders for their continued support. Over the coming months, I'll be working closely with Jason, who will assume the role of Chief Executive Officer upon my retirement from Equinox. Leading Equinox has been one of the greatest privileges of my career. I'm incredibly proud of the team we have around the table and throughout the business, and what we've accomplished in all precursor companies to get us to that point. Every decision that's been made throughout all of those businesses has positioned us with the privilege to be able to build on that basis going forward. I'm very proud of what we've all been able to do and where we're at. Jason's exceptionally well-positioned to lead Equinox through its next phase of growth and value creation.
Speaker #3: Leading Equinox has been one of the greatest privileges of my career. I'm incredibly proud of the team we have around the table and throughout the business.
Speaker #3: And what we've accomplished in all precursor companies to get us to that point. Every decision that's been made throughout all of those businesses has positioned us with the privilege to be able to build on that basis going forward.
Speaker #3: So, I'm very, very proud of what we've all been able to do and where we're at. And Jason's exceptionally well-positioned to lead Equinox through its next phase of growth and value creation.
Speaker #3: I've complete confidence in Jason and his ability to guide the company forward. And yeah, as we've foreshadowed, I'll be around and available too and supporting the initiative as a very interested shareholder, right?
Darren Hall: I have complete confidence in Jason and his ability to guide the company forward. As we've foreshadowed, I'll be around and available too, and supporting the initiative as a very interested shareholder. Right. As always, the leadership team are available if you have any further questions. Again, thank you very much for your participation today, and take care and be well. Back to the operator.
Speaker #3: So as always, the leadership team are available. If you have any further questions and again, thank you very much for your participation today and take care and be well.
Speaker #3: Back to the operator.
Operator 3: This brings to a close today's conference call. You may disconnect your lines. Thank you for participating and have a pleasant day.
