Welcome, everyone. GenusPlus presentation for on entry year 2025, your Damian Wright, CFO, and David Riches, Managing Director. Today, we're just updating the market from the numbers we put out last night and giving everyone an update on where GenusPlus is. First of all, we've had a fantastic year. We couldn't be prouder, I suppose, take a second and a step back in time. As a Managing Director, we've really put out a good season, and it's a real call out to all of the Genus team for their hard work throughout the year. Some three and four-year strategies really came off this year with some heavy lifting through the Services and Energy & Engineering segment, which used to be called GIS. We saw those two areas really power on through the season, and obviously, our Infrastructure segment continued to dominate with contract wins over the last 6 to 12 months. A record revenue deal of $750 million, certainly no small business today. Really, really, really strong result in the EBITDA section as we saw that come through. And NPAT was, again, a very strong result. Net cash was up, cash balance is up, and we've obviously been able to really convert the order book from the tendered pipeline over the 12-month period. We've seen that through some of the contract wins we've announced. Go through them in a bit more detail, but we've got the order book page there where we can show you how we've backed up the tendering as well. I think, overall, we really need to take a second to really thank the wider Genus team and thank everyone's support from the market throughout the year as well. On behalf of the board and myself, we just couldn't be in a prouder position of what we're leading today. I would give a snapshot into the segments themselves. Another strong result from Infrastructure. The Infrastructure is a power distribution involved in rewiring station and all sorts of connection. We do everything from maintaining a distribution power pole out the front of your house to building HumeLink, which is a major transmission line feeding Snowy 2 and anything in between. Infrastructure welcomed an acquisition this year or a startup into rail, so we can start to look at how we, you know, there's power lines and power infrastructure running down the road and through the suburbs. There's power infrastructure and comms infrastructure running along the rail. We're widening out infrastructure into new ground, but certainly a very strong result from infrastructure and yet to really see material growth out of those larger projects that we've been announcing over the last couple of years. This is more organic, in my opinion, too. We're still, that step change is probably still on the horizons. We did see some revenue come through from HumeLink and Clean Energy North and the design component of Tas Networks, some of the larger projects that sit in infrastructure, but I don't think it's at a material size yet where we've seen that step change. Energy and engineering, which used to be our GIS segment, we've rebranded that through a couple of acquisitions this year. The fact that we did buy an electrical company four or five years ago called ECM, where it was predominantly more E&I electrical work. We've sort of converted that business more into substations and renewable assets and BESS and solar, etc. In doing the acquisitions of CommTel and Partum, we now have a fully rounded service offering where we can take control of the whole project and the lifecycle of the project and now look towards out as the maintenance side and the recurring work start to come in alongside those projects. An outstanding result from GIS or energy and engineering. Real did a lot of heavy lifting this year. We wound off a couple of projects in the second half of that. I want to turn to that staffing. In there, we wound off some of the projects in the second half where we saw some of the contingency come through from those projects. Well-run projects and a very strong effort from Energy & Engineering. Services, you know, services used to be called comms for us. It's always traded as Genus Services, and we always had the plan to widen out the service offering in this segment. That's been a three or four-year journey as we stepped through rebuilding Tandem that we bought out of administration and comms business that had quite a significant footprint of comms at one point in Tandem's life. We also had a very small organic comms business, so we joined those two together a few years back and had some real tough times rebuilding that. You can clearly see now we have got through that. I told everyone it was worth doing, and now it is. It's had a very strong result. Throughout that year, a two or three-year strategy was met when we bolted on the asset management and the vegetation management to our service area. Now we have a multiple services offering. We still want to strive to be a bigger business in this area. We're still, you know, our M&A outlook will still look towards the services area for opportunities to bolt on further service offering. A real strong result from all three segments. Some of the highlights, just to recap on the year, Tas Networks in infrastructure, we're very, very proud to be working alongside Tas Networks in Tasmania on the Northwest Project. It's a significant project in our own right. We've got through the design, or we're getting through the design phase of that project currently. It's a very large project in our own right and very good customer with Tas Networks. We're very, very happy to have secured this project. We worked hard for a long time to secure it. We have a team down in Tasmania delivering it. The Ausgrid Hunter- Central Coast job, again, a standout here. We were very, very small when we went into Sydney three or four years ago. For us to build the confidence in Ausgrid for them to award us a large project like this goes to show the hard work that goes into building a national footprint. Likewise, the support of our home ground, Western Power. We've done a lot of work with Western Power over the years. To see us come out and win a significant piece of the Clean Energy North contract for Western Power, as well as you see throughout the year, we backed up our maintenance panel work with $65 million coming through there. Some real standout project wins for infrastructure. The acquisition of MGC and infrastructure, as I said before, just widening out a little bit and seeing where we can pull those synergies from power transmission and distribution service offering into the rail power sector. I'm sure your eyes will see some of the infrastructure that sits along the railway line and some of the infrastructure that sits along a road or in a paddock, a very similar skill set. We're looking to see how we can merge those two sorts of areas together and get the synergies out of the trades, both from a rail and a transmission distribution point of view. Energy & Engineering, some call outs there. We won another BESS project with Atmos and are very happy to be working alongside Atmos as well as Alinta, another BESS project with Alinta. These projects will back up all the work we've done in Kwinana and the battery projects or BESS projects we've already completed. Very, very happy. We've got a strong team that's delivered these BESS projects over the last couple of years, and they've moved into these next projects to continue that. The real strategy playing for our GIS business was how do we round this business out over the last couple of years? How do we turn it into a business that just wins a BESS or does some electrical work to a full rounded servicing entity throughout the year? Partum Engineering had done a lot of work with us in the past, and that made sense to do that acquisition. Opportunistically, we ran into CommTel throughout the year, and CommTel found itself in administration, and we pulled it out of administration. These two acquisitions were timing of the essence. This fully rounds Energy & Engineering off. We've got control of our destiny on the projects from a design and a full project lifecycle point of view and can now offer that maintenance and operation type work into the future. It rounds off the segment, as you know, but it also rounds off the fact that we're looking for repeatable type and some softer work to come up alongside some of the harder, bigger projects in the energy world or the renewable world. It also rounds off more from a doing point of view and allowing us to have that softer sort of recurring type work through the engineering when they work on speed studies and general works for some of our customers. Services segment, to back up our NBN contract throughout the year was fantastic. We've been working for three or four years to become an NBN partner. We backed that up now with two significant contract wins, and this is a second one coming off the back of the first one. We also integrated the vegetation management business or two businesses into this as a third service offering. Obviously, our asset management for our power network still sits in services, giving three really clear service offerings. The vegetation management and asset management is still focused on our power networks. We need to broaden our horizon there into other networks and asset management and veg control, as well as continue to work on our long-term relationship with Telstra and NBN from a comms side. Not to take away from some of those large projects we saw this year. We are certainly very, very happy to be a part of the transition in Australia and probably one of the main contractors in that realm. We're certainly not forgetting where we came from. We're certainly not forgetting about balance. We're certainly not forgetting about discipline. We started off some of the names you see on this page as some really big authorities across the country which rely on us on an everyday basis to fix, maintain, work with, help on their assets. We want to keep the business balanced between long-term panels, small sort of recurring type projects, $5 million- $20 million mark, capital expansions and rebuilds, etc., etc. in the grids we work on. This page certainly points out the fact that we're not forgetting about long-term contracts and long-term recurring work and really working with these customers on this page to work into the future. Obviously, workforce, you know, like Australia is very busy at the moment and finding people is tough, but we've got 1,500 odd people working with us now. Our apprenticeship and trainee scheme, we put a lot of effort into that throughout the year on how to streamline our visa, our visa strategy, our apprenticeship and, you know, traineeships through engineering and that. We've had a really good look at that throughout the year. I'm expecting the numbers in the apprenticeship and trainees to increase over time. We've been working, we've had a team of people working with the general management level to look at their balance and look at where we can train people. There is a Rewiring the Nation and renewable transition coming to Australia, and we need people to do that. We are certainly not sitting on our hands here. We're spending money. We're trying to get in front of the curve. Not sure what the other competitors are doing in this space, but you know, we're not going to sit on our hands. We're going to try and be in front of the curve. If that costs a little bit of money to get there at the start, then we're going to need them for the end. We're trying to be, again, disciplined and balanced with our apprenticeship and trainees. Obviously, our injury statistics, you know, we are the number one thing in our game is to get everyone home safe at night. That's the main thing. Our workforce, you know, one from a respect level is, you know, without our workforce, we're nothing. Obviously, getting our workforce home every night. We've been working on our safety system and safety stats for a very long time here. It's a founder-led business by myself. I know from the very start of the business, we can always make some more money on another job, but we can't rebuild a person if we hurt them. We're not letting go of our safety standard. We're going to push hard to continue to have the best safety record and create zero harm wherever we can for the future. Sustainability, we have taken all our data over the last couple of years. We're even looking as a part of the Corps Act, we need to step up and look at our transition plan. We haven't done zero here either. We sort of saw this coming. Damian and his team saw this coming over the last couple of years. We've got all the data we need now to work into the future to follow the Corps Act. That's a bit of the doing. Now, if we look at the outlook, I knew we've been working very hard at tendering, and we've obviously increased the size of our pre-contract and tender teams across all three segments. To convert the work we converted this year and back it up with a tendered pipeline shows you the effort that we've, from business development, you know, George, the other director here at the business, runs the relationships and business development side of the business. George has been out in front, finding those next opportunities, and then the pre-contract team's been picking them up and pricing them. It all gets a bit overwhelming sometimes to be priced the next job, but we've been able to increase those teams and keep them balanced so that we're able to tender that pipeline. It's a very, very strong point in the presentation in my book. It allows us to give guidance for next year, which is in line with what we've been aiming at at the 20% growth for a little while. We'll see how that goes over the next few years. Very happy to convert some of these significant projects. It's the step change that Genus has been waiting for for probably up to five years, to be honest. Again, as talked about, we're not letting go of our recurring revenue. Our recurring revenue continues to grow. We've even cleaned up our segments a little bit this year and nailed down a few of the strategies we've been working on, as talked about, so that we set that up to continue to grow from small services type work, whether it's inspecting a power pole or trimming a tree branch, to building a facility, to fixing and maintaining a power or a railway line. That's what we want to do. The opportunities in front of us behind that tendered book, I think there's enough going on out there that everyone would read it on a daily basis. There's a raft of opportunities behind that tendered pipeline for Genus. If we printed out our system that tells us all the phone calls and things we get, it's quite a large number. We're very confident that that tendered pipeline is going to continue. We can't tell exactly how it works because we tender them at different months and different days of the year. The one thing is there's a raft of opportunities through BESS solar substations. We've still got zero wind in our offering. We're certainly trying to look at wind. If we start to look at Genus more holistically and say, what's next for Genus? Only Only 58% of our revenue this year came from WA. We're still very, very strong in our home state. The larger East Coast markets are still very much open for Genus, and we need to continue to convert that national strategy. We're also going to keep looking at M&A opportunities. We certainly did a couple of them this year, and we think they were all pretty smart. We'll continue to look for smart opportunities when it comes to M&A. When it's road performance, I'll skip through that. Everyone can have a look at that if it's their job. Jump into a little bit more of the numbers. As talked about, record revenue of $751 million. Record EBITDA. We're very happy with our EBITDA and impact lines this year. We converted quite well. Strong result across everyone in our opinion. Normalizations. We obviously did four or five acquisitions through the year, so the legal and advisory costs are there as a normalization. The ECM claims, we took on ECM four or five years ago that had some claims we needed to clean up for the administrator. That's come to an end pretty much now. We shouldn't see that anymore moving forward. $2 million worth of amortization is still coming through from Tandem and Whole Foundations Australia, which is pretty normal. The revenue from the acquisitions produced $90 million for us this year out of those acquisitions we did and $7.9 million in EBITDA. If we take that off the $67 million, it's still a fantastic result from the organic business. Very, very strong year across the organic business as well. Strong cash balance. $160 million in net cash of $113.5 million. We worked with our bank guarantee and security bond providers throughout the year and gained extensions there. That's a forever moving target. We continue to talk to those facility providers every three to six months, and we'll continue to extend those facilities as the growth of the business comes. Our fully franked dividend will be paid in October for $0.036. Cash flow summary started. We cash funded $27 million of acquisitions and debt funded $6.5 million as well throughout the year. The forecast for the CapEx will be $30 million again with some of the growth we're seeing through TasNetworks and Clean Energy North. We are monitoring the CapEx, and just for this, some of this stuff is a piece of very long lead item materials and specialized equipment that we have to have to build the jobs. We are being balanced and watching our CapEx. With the growth of the business, we do need to make sure we've got enough gear to build the jobs, and we've got a fleet team working on that all the time. If we look at infrastructure, another strong year from infrastructure and maybe just dropping into some of these projects. HumeLink has commenced the enabling work, so that's a great, great effort. We've been waiting for HumeLink to start. Obviously, done a lot of design and pre-ordering materials, etc., and testing materials over the last year to two years. We now have started some enabling works on the ground. HumeLink is working towards a full ramp up, and we hope to see that in the next few months or this side of Christmas that we've ramped right up and into the main works. TasN etworks, we were awarded a $40 million pre-works design. We're working through that. We've got two more target dates to hit for that, but we're on track to get the design finished. We're at 90% around January. The team's down in Tassie. We're local to Tassie now. The good thing was we were doing some distribution maintenance in Tassie, so we did have a small team already in Tassie working at Taz Networks Northwest Project. Good to see Genus now really pushing in there and being a part of the local industry in Tassie and working with local suppliers on how we're going to deliver this job for TasNetworks. Awarded the contract with Ausgrid. This may be a bit smaller contract than some of the other ones we released, but it's a very strong contract. We went into Queensland probably six, seven years ago and had a very good run through the distribution side in Queensland. We're yet to see significant transmission work come out of Queensland, so that's definitely a growth piece for infrastructure. For us to go into Sydney with a really small acquisition, it was COVID at that time. El Niño, the rain came. It was very challenging getting into Sydney to start with. Some of the Senior Management had to relocate for a period of time into Sydney to lead the business through. To come out of that a couple of seasons later and be chosen on a, you know, + $100 million type job, I'm just, I'm very proud of the Sydney team. I think they've done a good job. It's a tough market. It's a big market, but there's plenty of people there and plenty of competition. To see us push our way into the Sydney market and see one of these first big jobs be awarded to us, it's a fantastic effort alongside HumeLink, which is obviously a major job in the state of New South Wales. That talks to one of the panels we run throughout the year with Transgrid, one of the transmission panels. That's sort of the first main transmission panel. We will see repeatable types, sort of $5 million and $10 million projects come through that panel, whether it's maintenance on a tower or maintenance here or a rebuild or one of those types of things we do. We've been working towards getting one of those transmission panels for the best part of four years, so we're starting to see that hard work really come off now. We appreciate the size customer of Transgrid to pick Genus on their panel is a great effort from all. Awarded the Western Power. Western Power Clean Energy Link North is north of Perth City. It starts on the edge of the city and works its way out to Eneabba, which is about three hours out north of Perth, but quite a common network we've worked on in the past. Works have started. We've got boots on ground probably eight, ten weeks ago, so we're up and running on this project now. Again, not a lot of material dollars into last year's, but stay tuned. This will start to come into this year. We've talked about MGC, but we welcome the rail. We really want to see if infrastructure can step outside of transmission distribution a little bit and push its way into a few other areas of similar nature. That's been the strategy for infrastructure. To nail down the acquisition into the rail and local business here in Perth and founder led by a couple of gentlemen, very, very similar in culture to where Genus was some years ago. So far, so good. We're six months into integration. Everything's looking good and MGC picked up a large project with Arc Infrastructure. We'll start to help the founders of MGC and start to open up rail opportunities in infrastructure. When we look at the market drivers for infrastructure, as talked about, we do transmission and distribution nationally. It's pretty hard not to see this. The Rewiring the Nation has to happen for the transition in some capacity. I won't speak for the government, but they're here and now. I think it was at a stage a couple of years ago where everyone was like, what is Rewiring the Nation? Some of the projects we're announcing actually give you a look at that. The main job we had to do was be at the forefront and actually be there to be counted on the day. We've really, Genus has worked to get there. Not to keep repeating myself on how hard we work, that's not what it's about. We get paid to do that. We all understand that. Just positioning yourself sometimes in such a hot market and a large market has been that we have to get that right. I think we've positioned Genus well. We do what we say we're going to do. We push hard. We've got a tough team across all three segments that are really good people. To see 60 odd projects going to application approval, all of those projects are going to, or near all of them will somehow or another affect the backbone in some way, which the backbone of the energy grid is the Rewiring the Nation. All of those projects will require some sort of connection or feed or work on the grid to allow them to come onto line. Over the last 18 months, we've positioned two project teams in West and East to look at that connection work. We've got our teams on our big jobs like Clean Energy North and HumeLink. We've got business as usual type teams in East and West now settled down. They've got the gear they need, yards, etc. to take on some of these connections of these approvals that we're seeing come through. As talked about previously, 10,000 km of transmission project is an enormous amount of work. If you can build 100 km or 150 km of decent transmission line a year with a team, that's a good effort. It shows you the scale that we'll need to be able to do 10,000 km. The momentum's coming. It's been probably a little bit slower than some people would have wanted, even outside of us. There is a lot of environmental approvals and sensitivity with the environment that does need to be respected as a contractor or a local contractor here in Australia. We want those approvals in place and we want that done properly. Then there's a plan that we can follow to build the job. It does take a little bit sometimes to get those clearances, but it hasn't affected us too much. We'll just keep putting those, as we learn more about those approval stages, we can put them into our forecasting and keep the market informed. Energy and Engineering, formerly known as GIS, had a fantastic season here. Energy and Engineering has done some serious heavy lifting for the year. Kevin and David Fyfe are really into this segment for us. We saw some projects come to a finish off throughout that second half, and they'd managed the contract very, very well. Good discipline, good behavior spread across East and West. This business has been through, from an administration process five years ago. It was an electrical business where we bought ECM and had to finish off some claims for the administrations, which I mentioned earlier, to building a business of this strength. That's taken a lot of hard work, but it's been really, really enjoyable. This segment's been really enjoyable to watch develop and grow. The opportunities for this business are endless. Anything from a charger in a mine site to a solar farm for one of our persuade customers to a BESS anywhere across the country. Still have some new places. We've got a strategy of three or four new things we want to bring into this segment. Still plenty more to look at and go and find. To become a constructor of choice in the BESS and the types of projects we've been announcing and doing over the last couple of years, and to build a business of this strength from a $1.6 million acquisition, it's a strong, strong value in my opinion. Again, to pick out a few of those highlights, we were a bit quiet on the BESS coming out of Kwinana. We missed a couple. We had to get our expectations realigned, and we got that sorted throughout the year and are now back up in front winning jobs like Atmos and Alinta. The acquisition of Partum and CommTel, as I talked about, it's all about how do you balance and have discipline as a contractor. You need your small work and you need your big work, in my opinion. That's how we've done it here at Genus. It's very hard to find, when you're out there building big BESS facilities, how do you find something small? With Partum and CommTel joining this segment, CommTel and Partum have a number of panels that they sit on as an engineering panel where it's softer type work and doing charge type work. Not only, I think it's two very key strategies here. We've rounded off our offering. We're not just sending the builder out there to chuck BESS in and get it done. We now have control of the lifecycle of the project like we have done in infrastructure for many years. We've rounded off that doing charge type work. There'd be 300 odd engineers between these two businesses, which is no small feat to put 300 engineers together. A strong year from Energy and Engineering, and we look forward to seeing what's next. If we look at some of their drivers, first of all, with some of the new stuff that's coming in around the renewable world, you need to be trusted. First you've got to do it, then you've got to work with value for your customer. Then you've got to have a proven track record. There's endless amounts of opportunity. These guys see a lot of projects in that $50 million to $100 million to $200 million mark, and they rotate through. Not to say there's not the smaller ones. We do a lot of mining services work and shutdown work. Now we're even starting to see some charges or large charges for some of our customers come through this business. There's still, we've done a lot of gas work in the past as well, and there'll have to be a transition away from the coal and the dirty power stations, I suppose, into the cleaner power stations. There's still a raft of electrical work to go and get in that space too. Our comms segment, which always traded as Genus Services, this has probably been one of the oldest strategies that we've had for a long time. Infrastructure took a lot of our time to build and was always kicking goals. It left the poor services business without the attention probably for a couple of years, some years back. It was a dream of starting to look after the veg in probably 2018, 2019 in the business. We were like, why are we building these power lines, fixing these power lines, or maintaining grids, and we're not trimming a tree? It seems quite almost bizarre. We both go to the one pole, you know. We searched and searched and searched for a tree opportunity. Over this last year or so, we've been able to find a couple of those opportunities. We welcome Geographe Tree and Classic Tree Services into the Genus Group. We're working through the integration of them. We've always been very part of the energy world and the transmission and distribution grid world. Throughout the acquisition and throughout the year, we widened our look. We haven't, you know, we have just bought a tree management business. What else is there in vegetation management and environmental services that will help Genus grow into a larger organization as time comes? I think we had linkers on to start with. It's a very big world, the enviro world. We'll take in what we know, which is trimming trees and working with local shire, councils, and power authorities. I think we need to stay tuned on the vegetation management enviro services. That's a service offering in our service area now that probably can be widened out a fair bit. In asset management, in our services segment, we've again done a lot of work over the last four or five years in asset management, pole inspecting, and prolonging the life of the asset for our customer and working with our customers for the best solution to keep their network up and running. Again, saturated in the power space, or heavily focused on the power space. How do we widen that asset management footprint out to other areas? Of course, building on our long-term relationships with NBN and Telstra in the comms space. Lots to do in the services space, lots more to go. Hard to win long-term panels. It takes a while to win them and get a part of them. We know what the DNA of this business is. The other two segments have the ability to win these big shining light projects and we like that. We're not forgetting about this business and we'll probably aim some of our M&A strategy into here. We feel we may require another pillar or another two pillars to really round off that three to five services offerings. We're not sure on that yet, but we certainly know that there's a chance we need one or two more. We may focus some of our M&A into this area and look to bolt on those services whilst continuing to grow the three we already have. Some of the drivers in this area, I think we all know how big the telecommunication market is and we're quite a small, you know, we're not the smallest player, but we're certainly not the largest player out there. Let's keep penetrating that market and working with that. If NBN and Telstra will really get to the bottom of where our partnership sits with those guys, look to other areas of more private communication type work, expand on our black spot contracts we already have, and look to, we've done a lot of rollout work for NBN. How do we work back into that more services side of NBN? That's a strategy of continuous growth with our already customers. The two other segments of asset management and environmental management, I think they are very exciting and how we've moved through the Australian market with those two. Again, the strategy of M&A as well. The future looks good. I'll pause there and go if there's any questions. Dave, can you hear me? Gav, are you here? Got you, Gav. How are you? Yeah, good mate. Good. Cracking numbers. Just on cash flow, clearly a highlight. Just thinking about that now for a couple of years, you've converted cash, you know, sort of well above EBITDA, you know, getting paid in advance and some of those big projects. Do we need, how do we think about how that might sort of result in cash conversion in 2026? Has it just unwind steadily? Maybe Damian, you've got a view on this too. Yeah, I'll answer that. I'll try my best. Cash is, you know, challenging to try and forecast when you're going to get paid on customers and contracts. What we're experiencing is as you grow, the cash conversion is actually quite strong. You know, given we do forecast to continue to grow, we don't see it unwinding rapidly. From a modeling perspective, if people are looking at that, it's probably safe to assume sort of an 80% - 90% cash conversion would be probably the best place to start. That's how we look at it. If it's better than that, that's great. It's not going to be significantly worse than that. I wouldn't have expected. Yeah, nothing wrong with that. Just another one, just infrastructure. It looks like you threw some costs at that business in front of the ramp up that hasn't, as you mentioned, David, taken off quite yet. How do we think about margins as that ramp up progresses? Yeah, that's a good question, Gab. We just saw there was some cost. It's a little bit odd. We're just seeing infrastructure bring on some $300 million, $400 million opportunities, which, you know, the biggest job infrastructure, big jobs for infrastructure before was sort of $200 million, you know. We're not going to, you know, this was always a 10% EBITDA business, Gab, but it'll blend off a bit with those bigger ones is my expectations. We're still holding pretty close to 6% EBIT there. Back to the rules of play, 4%- 8% is where we play at EBIT, you know. We would engage at 4% on something that's long-term or fairly safe and try and push up our longer-term panels and where we're good at the work to 8%, you know. I'm hoping we can get those big projects in at sort of 5% or 6% EBIT and then keep growing the panels and services and smaller projects that have a bit higher margin at times, you know. Just trying to find that blend as well. We did see some costs to win though, three or four of those key projects were in infrastructure, you know. You've got to invest 12, 18 months with a team of people to win some of these jobs. That's pretty normal and that'll start rotating through now and we'll get the benefit of these jobs as they start. We shouldn't see that again now. Things like, you know, we built a training center this year, to give our shareholders some sort of a bit into the detail, like we've actually built a training center where we can take apprentices to train, you know. Not trying to give away some of our secrets here, but they, like things like that, Gab, getting ready for the future, which obviously our customers would respect, you know, that we're really trying to be in front of the curve. Thanks for that, mate. That's perfect. That'll do for me. Are there any other questions? Morning, David. Damian, can you hear me? It's Matt here. Yeah, hi, Matt. How are you going? Just wanted to see if you could comment on what that kind of wind opportunity looks like for you guys, and maybe provide a little bit more color on that. Thanks. Yeah, we've been, Matt, back to the question. With energy and engineering now, we need to be in all sorts of plays, you know. We're trying to look at the opportunities in the wind. There are obviously a lot of wind farms that get built and they're big. We've got a strategy for wind that we put in place probably a year or 18 months ago. We're hoping that strategy comes to fruition really by winning and doing a wind project, essentially. Sorry if that's too straight to the point, but that's Matt, that's what we want to do. We want to see a wind project land inside energy and engineering. No, thanks. That's helpful. Well done on the result. Thanks. If there's no more questions, we'll close it there. Thanks everyone again. Thanks everyone from all the shareholders for the support throughout the year. We couldn't be prouder as a Managing Director sitting here today to put Genus in front of you. Thank you.