Good morning. My name is Colby Manwaring, and as Chair of Envirosuite, I'm pleased to welcome you to our annual general meeting for 2024. Thank you for your attendance today and for your support and interest in the company. Following the formal meeting, our CEO, Jason Cooper, will lead a company presentation. Having been advised that there is a quorum present, I declare the meeting open at 10:00 A.M. Melbourne time. I'm joined today by our CEO and Managing Director, Jason Cooper, my fellow non-executive directors, Stuart Bland, Eric Winsborrow, and our company secretary, Adam Gallagher. I also welcome Emma Stepcic, who was appointed on 6 November 2024 as the company's CFO, and Tim Follett from PKF, the company's auditor. Thank you all for your attendance. Profiles of the directors and the executive team are available on the company's website for your reference. As shown on the screen, shareholders and proxy holders will have the ability to ask questions and make comments during the meeting as we work through the formal business of the meeting. We also invite general questions to be submitted online, which we will endeavor to respond to individually and make a market release if required. As the results of each resolution will be decided by poll, I will not be declaring the results of the resolutions during this meeting. We will finalize and lodge the results of the meeting with the ASX following the meeting. This is a meeting of shareholders of Envirosuite Limited, and as such, only shareholders or their appointed proxies or corporate representatives are entitled to make comments, ask questions, or vote on any items of business. During the meeting, when I invite questions or comments, shareholders can submit written questions through the online platform, or you may request to speak verbally via the online platform, which will automatically add you to the speaker queue. Please direct all of your questions and comments to me as Chair. Thank you. Voting at today's meeting will be conducted via a poll for each resolution, and I appoint the representative from our share registry Boardroom as the returning officer for the poll and declare the poll open. Please note that the name in which you registered today will be the only name in which you will be entitled to vote. If you have previously lodged your votes by proxy vote, you do not need to vote today unless you wish to change your vote. If you have not already voted prior to today's meeting, please record your votes via the digital platform during the course of this meeting. The notice of meeting was lodged with the ASX on the 11th of October and dispatched to all shareholders and will be taken as read. The individual resolutions and the associated results of proxy voting will be displayed on the screen as we work through the business of the meeting. Before we move to the business of the meeting, I will read my Chair's address, which was released to the ASX prior to the commencement of this meeting. Fellow shareholders, our mission at Envirosuite is to revolutionize sustainable industry growth through environmental intelligence technology. The historically slow rise of ESG, or environmental social governance, in the industrial corporate psyche has now tipped over into a new phase in which we see a comparatively rapid uptake in the deployment of ESG initiatives, precisely where Envirosuite has developed its products and solutions. Companies, public utilities, and regulators are scrambling to catch up with the community expectations for a safer and cleaner environment. For our customers, Envirosuite is part of the glue that holds it all together, enabling a world where people, planet, and industry can prosper in partnership. I acknowledge David Johnston, who stepped down as chair in September, and Sue Klose, who retires today, for their efforts in putting the company in its current position from which we can now build. I again welcome Eric, who is up for shareholder election today as director, and we highly value his networks, drive, and sales capacities. I also welcome Emma as our new CFO, with whom we are taking a fresh look at the company's organizational structure and financial management practices as we move forward. I'm excited with the position that we are now in, a position of strength in the market and a position of focus to achieve company performance goals. The company is not without challenges. However, we have shown that we can work through difficult periods and bring new opportunities to the table. Along with the board and the executive leadership, I am committed to building shareholder value. I have had significant contact with current and prospective investors since taking the chair, with overall strong positive feedback that we are shaping Envirosuite with the commercial and strategically sound approach that investors expect. We seek now to make the most of the opportunity in front of us as the industry dynamics continue to evolve in our favor. Specifically, we are focused on three areas. Point one, leverage the strategic investment and collaboration with Hitachi Construction Machinery, or HCM, to penetrate the industrial mining sector. Point two, improve the financial analysis and insights from the business to enable business managers to make data-driven decisions in both our areas of business, aviation and industrial. Point three, accelerate go-to-market initiatives through sales structure improvements, sales enablement investment, and marketing. A bit of details on those areas is worth sharing. First, the recent strategic investment and collaboration with HCM is a significant milestone in the company's history. More than just investment dollars, it is a vindication of years of investment and steady commercial progress that has put Envirosuite at the top of its field at a time when the industry, particularly the global mining industry, is seeking ROI-measurable ESG solutions that enable responsible productivity and operations that can be tangibly demonstrated to community and regulatory stakeholders. That is what we provide, and with the added reach and strength of our partner HCM, we have a great opportunity to scale up our deployments and deeply embed ourselves in the future of business as usual of the mining industry. We expect success in year one of this partnership in co-selling to existing HCM mining customers and in enabling HCM entities to represent and sell Envirosuite technology to new customers as well. The main goal of this partnership is accelerated go-to-market success for both businesses. Secondly, we are making data-driven decisions in the financial management of our business. We essentially have two businesses under one roof. Our Aviation business, which was acquired in 2020, provides global reach into one of the hardest industries to access, with decades of networks, expertise, and technology in a regulatory-compelled customer market with long-standing relationships, providing highly sophisticated noise, vibration, and emissions monitoring and reporting. Our latest major contract win with NASA underscores our industry-leading position, which we continue to maintain in innovation and incumbency against all other competitors. We have the opportunity to grow both the top and bottom line of this business with thoughtful financial decision-making. In contrast, we have an expansion-stage industrial business, which is the original Envirosuite business focused on mining, public utilities, and local government, as well as other heavy industries where operators are trying to optimize what they do and be good community members at the same time. Regulatory compliance and positive community engagement are central considerations in maintaining their license to operate. Envirosuite solutions are now in industrial control rooms, working alongside and in conjunction with central operating systems to manage day-to-day business in these customers. Our industrial business is 4x the size it was when we bought the Aviation business just over four years ago, and we are focused on delivering a new level of scale-up in the years to come. The third area, we see an opportunity to better reach customers and increase our rate of customer acquisition with sales structure changes and sales enablement. Our regional approach to customers is essential in the market segments in which we operate, but there are efficiencies to be gained with the global alignment of messaging and product offerings. Enabling our sales professionals to close more deals and better deals is a relatively quick way to improve our performance. Our products are excellent and meet customers' needs. Investing in sales and marketing will allow us to help customers revolutionize sustainable growth in their businesses with our environmental technology. In summary, I am confident that we are in a position of strength with market tailwinds favoring us in ESG-driven markets. We are actively working on changes in the Envirosuite business that will increase value for shareholders and for customers, and we are optimistic that we can enable a world where people, the planet, and industry can prosper in partnership. I thank all shareholders for their support. We will now turn to the business of the meeting. Annual report. The first item of business is to receive the company's annual report for the year ending 30 June 2024. The financial report and the reports of the directors and the auditors are now laid before the meeting. There will be no vote on this item. It is a discussion item only. The company's auditor for the 2024 financial year, I welcome Tim Follett from PKF Brisbane Audit, who is online to take questions relevant to the conduct of the audit and the preparation and content of the independent auditor's report. Are there any questions or comments on the annual report or conduct of the audit? Having received none, we will now proceed to the resolutions set out in the notice of meeting. As the resolutions were set out in the notice of meeting that is taken as read and displayed on the screen, unless asked otherwise, I will simply announce the title of each resolution as we work through them. Resolution One, Remuneration Report Adoption. Are there any questions or comments on the resolution? With no questions or comments, I now put the motion. Please record your vote if you haven't already. I note the resolution two has been withdrawn, as announced to the ASX on 8 November 2024. So we will move to resolution three. Election of Mr. Eric Winsborrow as director. Are there any questions or comments on the resolution? Adam's shaking his head, no. No comments or questions. Very good. I now put the motion. Please record your votes if you have not already. Resolution four, Approval of Issues Under the Envirosuite Equity Plan. Are there any questions or comments on the resolution? Having received none, I now put the motion. Please record your votes if you haven't already. As the next resolution relates to me, I've asked Adam to assume the meeting chair for resolution five. Thanks, Colby. Resolution five is the approval of options to Mr. Colby Manwaring, or his nominee, under the company's employee share option plan. Are there any questions or comments on the resolution? Not receiving any. I'll now put the motion. Please record your votes if you haven't already. Now hand the chair back to Colby. Thank you, Adam. That was seamless. Resolution six, ratification of prior issue of tranche one placement of shares. Are there any questions or comments on the resolution? Having received none, I now put the motion. Please record your votes if you haven't already. Resolution seven, approval for the issue of tranche two placement shares. Are there any questions or comments on the resolution? Having received none, I now put the motion. Please record your votes if you have not already. That concludes the resolutions to be voted on today, and I now declare the poll closed. The final results will be announced to the ASX once they are available. This concludes the formal business of the meeting. I thank all shareholders and the representatives for their attendance, and I declare the meeting closed at 10:15 A.M. As advised earlier, the results of the poll will be lodged with the ASX. I now invite our CEO, Jason, to lead the investor presentation. Jason. Thank you, Colby, for that. We are really excited today to be presenting the CEO part on the back of the annual general meeting, which was successful. I want to welcome, first of all, Emma. Thank you, Emma, for coming in. I know it's probably about day eight, but you're rapidly coming up to speed and also hosted by Jeremy, which Jeremy will ask the questions that have been put into the system ahead of time. We'll also be throwing to Eric, who is a new director. He is actually in Tokyo at the moment, and he will be giving an update on the progress that we're making on the HCM and Wenco relationship. Thank you. So let's get into the new board. So next slide on this one, please. So the board has evolved, and I've been now with the company for four years, and one of the parts we've been doing is continually building and evolving the management team and also the board. So it's really pleasing to see that the board now has progressed. Colby and I have been having some very solid discussions over the last two months since he has taken on the chair role, which that relationship is continuing to benefit the company. And certainly, Eric, with his global understanding of the business and insights into mining and also technology, has been a huge strength. Emma also will be bringing in a strong international exposure and having worked abroad and really already having a strong input into some of the financial insights into the business. So with growth comes opportunity. We're really excited into that to really drive up the growth of the company. So Envirosuite, we are very much a purpose-led organization. We believe absolutely into the interconnection of where people, planet, and industry can prosper in partnership. Next slide, please. On that, we really do focus on how we want to revolutionize that sustainable industry growth through environmental intelligence technology. We spend time on that word revolutionize. This is not an incremental change. Some of the technology that we've brought to market in the last 12 months is really driving that strong revolutionary approach to it. We are world leaders in this space, and we've been able to leverage that. Today, I want to talk you through both a reflection on FY 2024, but importantly, what we have achieved already in FY 2025. Next slide, please. One of the key parts that I do get asked quite often is around what is the return on investment play? Colby touched on this on his opening address. What we see is we are able to enable our customers to drive a strong productivity gain. And what this image is showing you here is some of the data we're taking out of our platforms. That is predictive capability to understand how a customer is able to work within that compliance threshold to maximize the productivity responsibly while protecting the staff on site as well as the communities that may be impacting that. And it's this operational flexibility, which we're continuing to drive. And some of the wins that we're going to talk through today in FY 2025 clearly demonstrate that return on investment drive. Yes, we are helping an environmental intelligence platform, but it is really about driving and maximizing the productivity. Our customers are governments and industry around the world. Next slide, please. We are a technology company, and we're really proud of that. And the value that we create is around the science and the insights that we're helping our customers. So, this image here around our world-leading technology with science at its core, that has been through decades of innovation that is driving that through. We do leverage existing data sets. We're not going to continue to build out devices on that side. We will buy best-in-breed in the market where we focus our R&D is in the middle of driving that technology and providing the value on the right. And the image on the right, you'll see that the graph going up behind that is actually a shot of Omnis on a mining site. This is how our customers are using this. They're gaining real-time insights and, importantly, predictive information about how to maximize the profitability and utilization of those sites. Next slide, please. So let's look at the company. We believe in entering a really exciting new chapter. The investment of Hitachi is certainly a key element of why we think this is going to really drive that acceleration. But let's look at some of the key statistics. We have 450 customers globally in 46 countries. We operate from Brazil to Ireland, and that is a big landmass that we're going to be covering off. We are market leaders in aviation. It's seen by the continual wins and some of the updates today. Our easiest industrial growth is certainly focused there on achieving long-term contracts in high-value core sectors. That's something that we've continued to focus on. The industrial part of the business is now at a maturity. We understand what the value proposition is, and we are going in those four focus sectors: mining, industrial, waste, and wastewater. We're also in FY 2024 took proactive decisions within the business. So we did an organizational restructure, which was announced around March, where we moved water in under industrial. We also did other aspects there to recognize cost savings in the business and operational improvements of where we can now use some of that to drive future growth in the business. I want to come back to some of the strong new ARR fundamentals that we achieved in FY 2024. Sorry, the industrial business did grow at around 25%. That's a really strong growth. AUD 5.7 million of new ARR was added. Yes, we did make some decisions around some of the churn events, which were low-margin contracts or fixed-term contracts. We understand that. Largely, that happened in FY 2024. As we now see FY 2025 moving through, there's incredibly low churn within the industrial portfolio. Some of the steps that we've made through product, through the target, the sectors that we're focusing on, and also the customer success to support that. EVS Aviation is a strong growth business, but we were actually going through it gives us a strong operating leverage around the world. We did get growth in there last year, and we had 2.2 million of ARR growth at the top line. America is certainly our largest market, and it has been our focus market. This was a decision we took three years ago, and that decision has continually paid off. Emma, I might throw to you to some of the organizational and financial. Yeah. Thank you, Jason. I'm pleased to be joining Envirosuite at this inflection point, where the company is well-positioned to take advantage of the growth opportunities arising from the growing importance of ESG solutions to enhance productivity. The investment by Hitachi is a strong validation of Envirosuite's positioning and industrial product offering and drew me to the opportunity. Looking forward, one of our focus areas that I will be driving is the improvement of financial analysis and insights to support business managers to make impactful data-driven decisions. We can see the benefits of financial insights throughout the 2024 financial year as management drove significant operating leverage improvements, and with the focus on high-value core sectors, gross margin increased by 21% over the last three years. Pleasingly, we can see that there's capacity for future improvements in the gross margin as we leverage our land, expand, and scale strategy. The positive financial impact was also complemented by the improved average time to turn on revenue by 31% over the 2024 financial year. Hand back to you, Jason. Thanks, Emma. So let's move into FY 2025 and start to share some of the strong traction that we have achieved here today. We come back to the AUD 10 million investment that Hitachi made at AUD 0.058 per share, which was a significant premium at the time. Our EVS Industrial is a high customer engagement. We have made investment into sales enablement and sales and marketing, and we are starting to see the dividends. As we enter this point in time, the pipeline for industrial is the strongest that it has ever been, and that's a direct result of the investment that we have made in sales and marketing and the sales enablement. We also connect that back with the strong improvements in the product itself. Importantly, we actually have had 77% of year-to-date business is coming from existing customers. So the land, expand, and scale that Emma was talking to and that we've consistently spoken about is really starting to pay dividends. That is our strategy. That's our focus, and it's evidenced in the results. And I want to say it's exceptional performance in the project sales year-to-date, which is largely led by the Aviation business. Next slide, please. So AUD 7 million new sales year-to-date. It's an incredibly strong position to be coming into at the AGM. It's significantly stronger than where we were this time last year. Let's break that down a little bit and give a bit of an update here. In the mining sector, we have now appointed a global mining lead. That person will start next week. They're based in North America. They come from the mining industry and understand the fleet management system quite well and have already been working with us around how we can drive and accelerate that growth with both Hitachi Construction Machinery and Wenco. In the industrial part, new ARR sales of AUD 1.3 million and project sales of AUD 0.4 million year-to-date. One of those deals, which is a significant expansion of an existing customer, will close by the end of the month. Strong customer renewals, so going through in the industrial part across the board, from our largest single customer in industrial, has had a strong renewal back through parts of North America, here in Australia, and in Europe, and the renewals are giving us the confidence there around that churn. We're seeing incredibly low churn year-to-date results. Also, from the innovation part, we are continuing to win awards. One of the awards here was in Australia, New Zealand, in Tasmania a few months ago, which was around the Clean Air Society, and that was for innovation. We're being recognized for what we do here in Australia and, importantly, abroad. In aviation, as I said before, exceptional strong project sales, AUD 3.9 million year-to-date, and if you look at that from our new ARR sales of AUD 1.5 million, if you compare that to last year of a full year AUD 2.2 million, and we're only four months into this financial year. What we are seeing is a strong pipeline within Aviation and an exceptionally strong pipeline into industrial. One of the large orders there is NASA. Colby touched on his letter, so the X-59, which is a program that started several years ago, we're continuing to work within NASA and a consortium. This is going to be driving where the future of Aviation is going. So we're investing and being paid to drive innovation of what will transform the industry. And lastly, we recently won an award in Saudi Arabia at the Airports Exhibition around our carbon emissions platform. So again, we're starting to win, not starting, continuing to win awards in there. Next slide, please. One of the pleasing elements of our business model that we shared at the full year, and we felt it was important to share again, is around another part of the strategy, which is proving beneficial into our operating leverage, to the growing ARR, and to the stickiness within our customer and by design about what the product is doing. In June 2020, our average revenue per site for industrial was AUD 61,000. So we've had a 10.2% CAGR, now up to AUD 99,000 in June 2024. This is validating that we've got a product strategy which can help our customers to continually develop on value that we're creating and their willingness to pay for this value. Our land, expand, and scale is an important element. One of the key statistics within this is we currently have 1.2 sites per customer. We know that we can scale this through, and so certainly, one of our key paths here is to continue to drive the average revenue per site, which will drop into EBITDA and drive the operating leverage of the business. As we've said previously, the industrial business is highly scalable, and so by adding in a significant amount of revenue, we do not have to increase the cost base. We can leverage the global footprint. And what we are seeing, and it's the last dot point on there, is the significant growth opportunities in core markets, net zero, and greenhouse gas emissions driving that operational decision data. Next slide, please. So it is this basis that we want to share with our investors around the clear strategy to accelerate our scalable growth. Industrial absolutely is going to be the growth engine of the business. And as we evolve with our business model, the total addressable market for industrial part continues to grow. And so we are only scratching the surface. And as strong as the pipeline is, there is significant headway for us to go. We do need to leverage the ESG tailwinds and be able to work with our customers around the world. But we have made that decision. We are investing into sales and marketing to support the growth. What I will do now is I'll pass to Eric, who is in Tokyo, to give an update of where we're tracking with the Hitachi relationship. Next slide. Thank you, Jason. And hello, everybody. Very, very excited to be here. And Hitachi is very excited about this investment. There's quite a lot of buzz. And I'll tell you what I'm doing here in Tokyo in a minute, but just wanted to go over a couple of things. One, the investment, and then how that's been communicated. So we signed our collaboration agreement on the 30th of August and then closed shortly after that, I believe on September 3rd, if I'm not mistaken. That was perfect timing in that we really wanted to make sure that we could speak about Envirosuite at MIN Expo. That's the world's largest mining convention. It happens every four years. It's basically the Olympics of mining, over 40,000 attendees. And we took high stage. As you can see in the bottom right there, I was on stage with Greg Bracci, who's the head of Americas. And we talked about what Envirosuite meant to us and to the many customers that were there at the show. We are also signing sales and distribution agreements with Wenco. It's our wholly-owned subsidiary that focuses on not only fleet management and open autonomy initiatives, but basically productivity technology in the pit. So that was the first sales agreement signed. But HCM will also be signing an overall agreement because of the many dealers that we have that also want to introduce. In fact, that is why I'm here in Tokyo: the Global Dealer Council, which is happening just below me. I will, right after making this meeting, go downstairs and talk to the global dealers about Envirosuite. So we're all quite excited. What was interesting out of the show is that at MINExpo we wanted to start to explain why we made the investment, how that matters from a customer perspective. But we didn't expect customers to actually sign up to be very interested in learning more and become an opportunity. That was expected later. But five customers actually did speak to Greg and say, "We want to learn more." And Greg is already pursuing those opportunities even ahead of us signing some sort of resale agreement. So that was surprising, but in some ways, maybe it shouldn't have been surprising. If we go to the next slide, I'll explain why. The next slide. These are edits that Envirosuite did to a strategy that we have as a foundation to our ESG strategy. And it is a long-term strategy, as you'd expect from a Japanese company. We don't think just short-term. We execute long-term. And Envirosuite plays a role in that. And we'll talk about that in a second as well. But all of our decisions are from a customer interest-first perspective. That may seem obvious, but a lot of technology companies and a lot of companies don't actually do enough of thinking about the customer. We do a great deal of both thinking. And as Jason's already said, ESG is top of mind. What best illustrates this is this diagram. This is actually from Ernst & Young. It's an annual report that talks about the risks and opportunities in mining. We've followed the trend for quite a long time, but this is a perfect example, this year's report. It lines it up nicely with our strategy. I'm not going to go over everything, but I will start maybe halfway down when you see cost and productivity at number six. That's typically number one. And in many ways, for operators, that is the number one. And Jason and team captured that well in this caption at the top, which is the mining industry is now being compelled legally as well to balance ESG priorities with productivity goals. As it also says on that slide, there's a bit of a double mix. We need copper. If we're going to eliminate carbon, we need copper. We need nickel. We need cobalt. We need lithium. We need all of the elements that have to come out, but they just have to be taken out responsibly, and this is the partnership we want to be able to do with Envirosuite. But if we start at that foundation of cost and productivity, the next one up is digital innovation. That's actually the foundation also where we match. We are developing digital technologies, mostly machine-focused, whereas Envirosuite with Omnis is a site-wide solution. It's a perfect combination where our data comes right from the machine and the operations, and our cloud can talk to their cloud, which is a site-wide solution. It's a perfect combination to battle what we want to do with the environment and with solutions around ESG. In fact, if I work up from climate change all the way up to the ESG topic, 4, 3, 2, 1, all of these are ESG-related. Climate change, as I'd already mentioned and as Jason and team put on the slide, we have to take out the copper, but we need to do that responsibly, and this is where there's a beautiful alignment with Envirosuite and Hitachi. This is a major part of our investment and of the use of funds, so we are developing many technologies to reduce emissions, for example, electrification of our fleets, but also for those that don't electrify, they stick with diesel. We have a number of technologies we're developing and partnerships to really reduce the amount of greenhouse gas emissions from that mobile mining equipment, but as Jason already pointed out in aviation, they have award-winning carbon reduction technologies. We are going to work a roadmap to integrate what we do on the machines, what they do on the sites, and add in GHG reduction. That's a major focus of this investment and this relationship. Moving up, license to operate. Well, that's Envirosuite's sweet spot. Our mutual customers say, "We don't make a plan without first consulting Envirosuite. We want to know what's going on environmentally before we send our trucks out, before we go do blasting, before we operate the pit and start to load and also load at the port." So this is what they are and what they do. And this is something that we can sell today without even changing what they have. And that's hence the sales and distribution agreements that we're doing, not only with our subsidiary Wenco, but with HCM as well. Sell what they've got because what they've got is pretty great, and it meets the needs of our customers while, in parallel, we work the long-term roadmap around climate change. Now, ESG at the top, you see the factors that Jason's talking about in the end. They have to make their Net Zero goals, but what they don't have a comment on is capital, and actually, that's also an important part of our strategy too. It's basically the cost of capital that is driving up because there is going to be a demand, a legal demand, and also an investment demand for data-driven results. You can't handwave and greenwash. You have to have real data. It's going right back to the digitalization and the work that we're doing around GHG emissions management on machines and site-wide. That type of information is critical for them to be able to get better capital, green capital loans, and not punitive damages for not performing, so we use customer as a focus for our strategy, and we started with Envirosuite. Why did we start with Envirosuite as that foundation, as that cornerstone? Because even though, especially being a Japanese company, dead serious on, and the vision is to be socially responsible, environmentally responsible in what we do, they aren't just words. The Japanese live it, and we are absolutely dedicated to it. But it's not like we have decades of credibility in environment other than our desires. As opposed to Envirosuite, which is what I called to the M&A committee and the investment committee, they're not a Johnny Come Lately. Their DNA is environment. If our DNA is the machines and pit productivity and mining and equipment, their DNA is the environment. There's no better partner that we could have chosen because that roadmap to customer demands, we're going to achieve that together. So that was the reason for the investment. That's the reason for our involvement. That's a major reason why we want to bring them to our customers so that we can help with our vision of improving society and helping miners mine responsibly. We need that copper. We need that nickel, but we can do it responsibly, and Envirosuite's going to help us do that. So that's the highlight of why we're working together and why we chose Envirosuite. We're going to have some immediate results, we hope. As I said, very excited customers. I'm about to go downstairs to talk to their global council of dealers, but I think there's so much more we can do long-term with this relationship. Jason, back over to you. Thank you, Eric. And certainly pleased to hear that update and progress from you. And good luck with the dealer network in Tokyo. We certainly enjoyed working on the collaboration with Hitachi Construction Machinery over the last couple of months. Our teams are working proactively together. We do really want to emphasize our sales and distribution agreement with Wenco. It's a positive move. And the appointment of our lead salesperson in North America starts on Monday. Next slide, please. So look, on our strategy here, it is to leverage and accelerate awareness of environmental intelligence to build a platform for growth. We shared this at the full year. And the backstory on this one is we were obviously aware that Hitachi was likely to happen at that point in time. But the core part of it, our strategy has not changed, right? It's continued to evolve. And this is why we see Hitachi Construction Machinery as a great partner in there. We'll continue to invest in growth into the Americas, leveraging the legislation, market demand, and investment cycles, and just on that one, with the new Trump administration coming in, we actually see that this will be a strong growth corridor for us as he drives productivity improvements and will look at how we can open up and drive growth in the American economy. As we are heavily aligned to productivity improvements for our customers all around the world, we certainly want to be leveraging that opportunity, so we see that as a great opportunity for Envirosuite. The industrial growth and time to value. We touched on the improvements around the time to value. That is a key part. We will continue to do that. It's another reason why we want to be focusing on industrial growth is that there's a shorter time to turn on that revenue. So yeah, look, our key part there, scalable business model is a key component of our competitive advantage, and we want to continue to build onto this one. Next slide, please. Within our growing population and urbanization, we understand how society and how the industrial assets need to operate. And this image was used quite consciously to show how this particular facility is right next to communities. This is all around the world. And as communities start to get closer and closer to those built assets that may have been built 10, 15, 20 years ago, there is a need for both to coexist. And that's the part that we really want to focus on here. Help the community and help the local governments and industry work out how we actually all coexist. We're proving this out now with hundreds of customers around the world using our industrial platform. And that value proposition and the roadmap, it's a really important one on the roadmap, will actually continue to focus on driving value and benefit for our customers in there. But this is a global opportunity for us. Next slide, please. So some of the customers that we have won over the last period of time and also the expansion that we have had in there. You'll see the logo of Chicago coming on. And we are working with the City of Chicago. This is a great opportunity, both from the airport as well as now the air quality part. Glencore is one of our most important customers, and we continue to expand with Glencore all around the world. Back home with BHP and Newmont and Bingo. So those logos that we've won are absolutely amazing customers to have to validate the technology that we've got that demonstrates the value and the impact that we are having. We've got a high retention and also a high growth corridor for those customers around expanding the capability of the platform and technology. The average site per customer of 1.2, which I mentioned before, is a clear indication of significant potential to scale existing business solutions. The sales organization is focused on land expand and scale and working with marketing to actually drive that in there, as well as our customer success teams. And our technical customer success teams have evolved over the last few years, where they're now driving strong product adoption, listening to customers, driving and helping them with their use case. And what that is doing is driving greater use of the platform and then expansion through. Our product development is very clear about where we want to go and helping those customers we have today, as well as where we want to be growing in the future. We are focused. The important part here is our focus sectors: mining, industrial waste, and wastewater. Next slide, please. Moving to aviation, the rising demand for air travel continues. We have seen all of the flights come back to pre-pandemic levels, and people are now spending. I think what we have demonstrated today on the year-to-date results is that Aviation is very strong. It gives us a great platform to go into FY 2025 with strong project revenue. Now, this is an important one because it will drop to EBITDA in this financial year. It will drop to cash as well. And so those project drivers, it's helped validating future product roadmap, understanding where the market will move to, but importantly, from a financial perspective, driving a benefit in FY 2025. Next slide, please. So what this slide is now showing is three core segments. And I want to spend time on this to explain it. It's an important part. On our core, our future growth potential is in the existing commercial aviation all around the world. And it's with this 190 airports globally, significant market leader. We're about 4x bigger than our next nearest competitor is. We have got that footprint. We are now getting expansion within that. So for each additional software module that we're adding into those airports around the world, this is high-margin recurring revenue, leveraging that software capability. The award that we announced at the start with Saudi Arabia, which is in carbon emissions, is starting to take notice from airports all around the world. We've seen traction also within InsightFull, which is in that community engagement piece. So we know there's a strong growth corridor within our existing segment in commercial aviation, which we will continue to leverage and drive growth. The other part is an update onto NAV Canada. We announced this to the market about 18 months ago. We've worked very closely with NAV Canada to bring what we consider a world first here. This is driving a greenhouse gas reduction between flights across four major airports within Canadian airspace. And what we've been able to do is optimize and provide data into NAV Canada of understanding the enormous complexity. This is a really significant project that Envirosuite undertook. And we've been working very closely with NAV Canada on how we can look to expand that. And we will be providing that information to the market once we get through that next hurdle. But that's a strong validation that the technology is having a meaningful impact on greenhouse gas reduction. The last part I want to come back to really emphasize the importance of where NASA fits to our future business model. That image of a jet there on the right is the X-59. And so that is driving a test case about how you drive supersonic travel across land inside the United States, with a view of how this can be commercialized across certainly U.S., but also Europe and here in Asia and Australia. That's a really important one for five years out. But we are well positioned here to understand what the problem statement is, then how to work with that evolving industry. And we can see the supersonic travel is just around the corner. So with our Aviation business, we're incredibly pleased with the results year to date. Certainly sets us up for a very strong year in Aviation and to close that year out. So first half results will be very good. Next slide, please. I'm going to close here with the outlook, and then we'll throw it to Q&A. We are really well positioned here. We've demonstrated strong project sales which will drive a meaningful contribution to our EBITDA aspirations. Our ARR that we've won year to date is strong. Our pipeline is even stronger. As I said earlier, the pipeline is the strongest that it has been in the business since I've been here. And that's a direct result of the investment that we've made through sales enablement, sales and marketing, and the structures to support it. Our product has now matured. We know which segments we're going into. The churn rate has significantly dropped off within that industrial sector. And so that's the part that we've been focusing in on over the last 12 months. And we'll continue to focus on that. We now have a mature business. In the Americas, the industrial business is actually, for the first time, larger than the Aviation business. And that's a trend that we will start to see across the board. Industrial will be the growth engine of the business and will drive operating leverage for us. And so we can see this over the next three or four years being a significant contributor to positive EBITDA contribution to the company. We really are focused as a company about what we want to be doing and, importantly, what we're not doing. We will continue to work around what some of the operating metrics are, and having Emma on board now will continue to improve financial understanding and also reporting. We will drive greater transparency to how the Aviation business and the industrial business is performing and those metrics over time, and we'll continue to update the market. We are committed to delivering strong returns to shareholders through that, and I'm certainly pleased about where the board is today and where the board is now supporting and driving the company in its growth, so with that, happy to take some other questions. Thank you, Jason, for providing that company update presentation. So in terms of our Q&A session for today, as communicated on the ASX and also to our investor subscriber base via email, we are doing Q&A today. It will not be a live Q&A session. These are questions that have been submitted ahead of time. We do have some questions that have been submitted, and thank you to those who took the time to do so. If you do have any questions about today's presentation you would like to ask, you are welcome to email investors@envirosuite.com, which you will find in all of our market communication, and we will happily take those questions and respond to you afterwards as well. The first question that we have, and Jason, you touched on a little bit, but maybe a little bit more color too, what the Trump administration, Trump returning as U.S. president, and the Trump administration means for Envirosuite's outlook, certainly compared to the Biden administration's tailwinds? Yep. So look, the underlying part of environmental intelligence is actually looking at a host of different parameters, right? It's not just the greenhouse gas part. The one thing that Trump has said publicly around this is he wants to drive productivity. He wants to drive growth. He wants to help the American industry and manufacturing move forward. So we're seeing this as a great opportunity for growth and will actually drive our productivity improvement onto that one. So yeah, we only see it as a positive momentum coming in and, importantly, working with our customers. Eric touched on a really important part that shouldn't be lost. For industrial assets, for mining, and even for our airports, to get capital to expand or to drive their operations, it does need to meet some sort of global test around what the impact there is to the globe and to broader ESG. So that capital drive is not going to change under the Trump administration. We've seen that continually evolve. And it is world funding that's driving that through. So yeah, we'll happily work and leverage where Trump is trying to drive growth in the American industry and underpin our support for that. Thank you, Jason. There's also been a couple of questions asked around the recent share price trajectory. So I'm going to sort of summarize those questions into one, which is, what are we doing to address the current recent share price trajectory that we've seen? Yeah, look, it's always a hard one to explain share price movement. Look, one of the things I think is important for our shareholders to understand is that we will be doing market communication updates at the AGM, at the half-yearly and the full-yearly. We were doing the quarterly sales updates previously. We are moving away from that format. And so the communication that you look for should be in the form of the half year, the full year, and the AGM. Of course, if there's a disclosure requirement, we will update that as we make progress through into areas that we feel is important for shareholders to understand that. So certainly, I think one part of that may be on the back of no communication under the quarterly. So please understand moving forward, we won't be doing that. We are focused on the fundamentals, right? And so the fundamentals here is that recurring revenue is growing quarter- on- quarter. We have seen a strong project sales. Last year, we made strong mention on the quarterly and on the reports about the impact that the non-recurring revenue had on our full year results. We're seeing a significant turnaround. So those projects that we've won year to date and still in the pipeline, these were the ones that we were expecting in the last financial year. So that slippage has happened, but we didn't lose them, which is the important part to come through. So going through there, we are focused. And it's one of the things that Emma and I will continue to do as well is look at what is the organizational structure and what is the right way to actually drive and maintain that cost base and, where possible, improve that. There's a lot of initiatives to leverage technology that we're going on with the business and to drive that operating leverage. But the clear part for shareholders to understand is driving that industrial growth will drive operating leverage the quickest. We can turn that on quickly, and then we know that we can scale that, and so that has got an almost limitless growth trajectory over the next three or four years, w hich is a very nice segue into the last question that I have for today, which again is an aggregation of a couple of questions that came through, so you touched on a couple of points on industrial growth in terms of the near 25% year- on- year from FY 2024 results, but also a strong start to FY 2025 as well. How do you see industrial's contribution to the company evolving in the future? Yeah. Look, it's a good question, and we've got to understand there are two parts to the business. Let me touch on Aviation first. Aviation gives us a global operating platform to be able to set up an office infrastructure, city infrastructure, talk with governments around the world, and have a really meaningful value, and some of the technology that we've got within the Aviation industry is absolutely world-class. The carbon emissions coming through InsightFull, ANOMS itself, and also the noise monitoring terminals, which we come through. So we're able to really leverage that, so Aviation is a sustainable business on its own. It's a strong business fundamentals that are in place, but it's actually that sustainable part of Aviation which is now enabling us to drive and invest into industrial. We have got tens of thousands of wastewater sites that we could win. We have got thousands of waste facilities that we could win. There are hundreds of mining sites that we can win moving through. And again, there's thousands of industrial sites. We are scratching the surface in this part. And what we are seeing is a greater awareness from customers to improve their profitability, improve their operating life of their asset. Then you throw on top of the relationship with Hitachi Construction Machinery to say, "We're now going with greenhouse gas technology to help drive a meaningful impact onto the mine site. We're opening up even more areas to grow within that industrial part." So yes, the reality is the industrial will drive the growth of the company. It's a strong growth curve. We do want to maintain that 25%-30% growth year- on- year. And if we're lucky, maybe even exceed that. Certainly, the pipeline this year, and you've seen that yourself in your marketing role, the inbound leads and what we're doing around the world, there really is strong demand in that one. So I can see the industrial having a much greater contribution to profitability and to overall growth of the company. Thank you. That concludes the Q&A portion of this presentation. I might pass back to you for some closing comments. Thank you. So first of all, Emma, thank you for coming on board and giving your insights. It's been great to work with you over the last week and a half. There's a lot of work for us to do, but as you said, you want to roll your sleeves up and get involved, which is great. For Colby taking on the chair role, I've really enjoyed working with Colby over the last few months. There's a great opportunity ahead of us. What Colby has given us is a real lens and focus. And we want to be making sure that we remain focused and execute coming on. To Eric as our new board member, Eric, we want to be able to leverage your knowledge base, what you have done around the world within technology organizations, and now within your role within Hitachi as well. And for Stuart, continue to support there. So I really feel that the company has got a really well-supported board in place to help us leverage. From staff, continue to focus on what we're doing. We do have a strategy. It's a very clear strategy. So let's go and execute to that, drive those internal metrics. And to our shareholders, yeah, look, the company is in a really strong position. And I think for FY 2025, it's going to be a great year, already demonstrated by what we've achieved up to this point in time. So certainly, all of the lead indicators that we've got are really positive. So thank you to the shareholders for supporting us on that. So with that, we might.