Good morning, ladies and gentlemen. My name is David Trude, and as Chairman, I welcome you to the 23rd Annual General Meeting of Hansen Technologies Limited. This is our 3rd year our AGM is being held virtually, and we are pleased to have everyone participating online through our virtual meeting platform provided by our share registrar, Link Market Services Limited. If we experience any technical issues today, a short recess or an adjournment may be required depending on the number of shareholders being affected. If this occurs, I shall advise you accordingly. Voting on resolutions is open and will remain so until 5 minutes after the end of the meeting. If anyone has questions throughout my or our CEO's presentation, please submit them, and we will answer them at the end of the AGM. Now for the formalities of the meeting. The notice of meeting has been duly given. The meeting has been properly convened. We will turn to resolutions later in the meeting. Please note that only shareholders, proxy holders, or shareholder company representatives may vote. I note that there is a quorum present. I declare the meeting open. I would like to introduce you to my colleagues at this AGM. Andrew Hansen, who is beside me, our Managing Director and CEO. Other Non-Executive Directors, Bruce Adams, Deputy Chairman. David Osborne, David Howell, Don Rankin, and a special introduction to Lisa Pendlebury, who was appointed by the board effective 1st of March 2022. I'd also like to introduce our Company Secretary, Julia Chand, who is sitting with us here, as well as representatives of our auditors, RSM Australia Partners, who are also on the call. Today's meeting will comprise three components. I will begin with some high-level commentary on Hansen's 2022 performance. Our CEO, Andrew Hansen, will then go into greater detail of the year's highlights and the company outlook. Once we have completed the presentations, we will move on to consider the formal business set out in the notice of meeting. Voting on the resolutions will be conducted by way of poll. Shareholders attending the meeting online will be able to cast their vote using the electronic voting card received when online registration is validated. As previously advised, voting on resolutions is open and will remain so until 5 minutes after the end of the meeting. Please refer to the virtual meeting online portal guide or use the helpline specified. Shareholders participating online through the virtual meeting web-website that wish to ask a question, please click on Ask Question button, type your question and click Submit. Shareholders participating via the phone line, if you wish to ask a question, please press star one on your keypad. I encourage stakeholders or shareholders who have questions to submit their questions via the online platform now or as soon as possible. Questions via the phone will be dealt with once questions are welcomed on any items of business. Shareholders' questions that are specific to a resolution will be responded to as the applicable resolution is introduced. General business questions received either prior to the meeting or during the meeting will be responded to at the end of the meeting. Let us begin. Let me provide you with a high-level overview of the financial year 2022 as this has positioned us for this current year and beyond. I would like to walk you through some of our highlights in the past year. After the record-breaking financial year 2021, we have seen continued growth in financial year 2022. Andrew will talk to our positive outlook for the year ahead. Given the global challenges that have been facing in the last few years, these results are particularly pleasing and reinforce the stable and cash generative nature of the Hansen business. Please note the numbers in these next slide exclude the one-off Telefónica license fee recognized in financial year 2021. On a reported basis and covering each element of this slide, let's begin with revenue. After adjusting for the 2021 one-off Telefónica revenue growth of 3.4% was delivered for financial year 2022. This was driven by a combination of customer upgrades and new business wins. The new deal momentum is expected to deliver positive revenue uplift into financial year 2023, with growth continuing across multiple regions. The underlying EBITDA at 34% for the full year is well above historical averages for Hansen as we continue our focus on growing our top-line profitability. Net profit after tax was up 6.2% from margin improvement and net and tax savings from higher levels of profit in tax jurisdictions, allowing accelerated use of tax losses. Earnings per share increased 5.4% as we continue to leverage our balance sheet to provide significant EPS growth without diluting our shareholder base. We are continuing to return cash to investors at a record full-year dividend of AUD 0.12 as strong and sustainable cash flows have enabled a significant reduction in net debt. Our capital structure and liquidity position supports our current dividend strategy, and we are well-positioned and well-funded to acquire future strategic targets. The board's confidence in Hansen to consistently generate cash was the key reason to pay a dividend in financial year 2022 that was 20% higher than the prior year. We are particularly proud of our ability to continue to raise value for our shareholders while offering increasingly agile products and services to our customers. As Andrew will talk later, Hansen continues to focus on profitability and operational leverage. Hansen continues to seek M&A opportunities that meet the company's key selection criteria. In addition to the dividend, record dividend return to our loyal shareholders, the Hansen share price performance outperformed the broader index we are measured against. It's great to demonstrate the value we are delivering to our shareholders via share price appreciation. The team has worked to deliver growth and consistency to shareholders. Consistent free cash flow has delivered an improved return to shareholders. The team has delivered EPS growth of over 70% since 2019. A strong balance sheet places the business in a great position to responsibly leverage the business to take advantage of growth opportunities. We have significantly reduced borrowings, and our current leverage rate is low at 0.3 times. During the year, we continued to build up our cash reserves by AUD 7.3 million to AUD 59.6 million. 57% of net profit after tax has been returned to shareholders in the form of dividends this year. This is an outstanding achievement, and I'm immensely proud of our global Hansen team. Aside from the sustained strong financial performance this year, the executive team has remained invested and focused on delivering long-term strategy that is a proven formula for success, treating shareholders' funds like their own. On behalf of the board, I would sincerely thank not just our executive team, but extend thanks to all our people around the world for their commitment, adaptability, and determination to bring projects in on time and on budget, and in achieving excellent results for 2022. Before I conclude my address and hand over the presentation to our CEO, Andrew Hansen, I would like to thank each of our shareholders for their continued loyalty and support. There is much to look forward to in Hansen, and we continue to grow the company in the years ahead. I would also like to thank my fellow directors and the entire Hansen team for their continued passion and commitment to building a strong and sustainable business that delivers long-term value to our shareholders. I will now hand over to our CEO Andrew Hansen, who will share more details about this past year and provide a few more details on the positive outlook for the future of Hansen. Andrew. David, thank you. Thanks. Nice to be face to face. We're in the same room over the last couple of years. I suppose, going forward, David, it will be probably whether we maintain this forum or whether we actually open up AGMs to people. I think pandemic-wise, et cetera, we say the board will probably take on board going forward. I think we do miss the opportunity of talking to people face to face and talk to them. Thank you everyone for joining the call today. It's certainly, just to kick off on my first slide, the key initiatives and progress. Look, guys, I think in the backdrop of the last couple of years, with a pandemic, et cetera. You know, I think we're very, very proud of the way the company's actually achieved. Specifically, you know, one of our largest logos ever been signed up, David, in the next one, which took place. Winning business from tier one competitors. Expanding our global footprint and our workforce, which I'll touch on a little bit soon. Rapidly pay down debt. I think it's one of the mainstays of Hansen and being a public company, but in fact the whole history of Hansen. You know, this has been a company for over 50 years of sustainable growth and profitability is an amazing story. We just haven't made money for 1 year. Even to that point, this year alone, this current year, we've paid down another AUD 19 million of debt, which has us sitting somewhere around now a net debt position of AUD 28 million. When you think on top of that we've been able to provide for our working capital, we've paid dividends, we've paid tax, and to be able to pay down the debt, I think that it's an outstanding business, and certainly in times like this. Certainly strengthened our executive leadership team. That I'll touch on a little bit later on, David. I think in the areas where resource constraints have been, I may say a lot of conversations which we've actually had, but we're finding that's actually freeing up a little bit now. Record dividend to shareholders, you've already touched on. Once again, it's our shareholders' money, David, and I think we're very happy to provide that back. Certainly, we formalized, I think the flexible working arrangements. I think we've all seen a change from, you know, we were a company where vast majority of our staff were working in an office. That flexible working arrangement now where people are working from home or other locations, you know, where it's the way, and we're getting to hire the best people wherever they are. Also like in our office today, it's great to see the office, our new office here in Melbourne to be full today is great to see. Also importantly to a lot of our staff, our inaugural ESG report. I think, you know, with the climate the way it is now and diversity et cetera, is key to a lot of our employees. I know that when we announced internally that what we were doing, it was very well received in what we're doing. Just onto the strong performance. I don't like to go much over these points, but, you know, you just look at the revenue and the CAGR 12% over the period of time. That's adjusted for Telefónica, and we've probably spoken ad infinitum about that Telefónica, that one-off, et cetera. As much as we're very happy to get the money, it was a bit of a blip along the way. Certainly it's a lot of our sort of co-combination of customer upgrades, which we get, and also new business going forward. You know, our technology is modern and it's fresh, and to see our customers finding the reasons why they wish to upgrade in these times is fantastic. It's also across multiple regions. As long as I've just got one, it has been, as most of our shareholders would appreciate, with software, you know, in 80 countries around the world with 600 customers, maintaining our software to its currency, et cetera, is important, and we're receiving that just through upgrades and the renewals from our customers. You go to the profitability. I think Hansen, just with the profitability of this company year on year out, we certainly did have a period during COVID where we weren't traveling, we didn't have people in offices, et cetera. We also received the benefit, like most employees around the world, which is productivity gains because, you know, people weren't able to go out, et cetera. That's all balancing itself out at the moment now, and towards the end of this, I'll give the opportunity to talk about where we're looking into the future. Underlying net profit after tax, certainly, a bit better than expected. That's taking advantage of rapidly depleting tax losses, which we don't have as many more, but also tax efficiencies of where we own the software and how we deal with, you know, intercompany charging, et cetera, as we go forward. Next slide on the continued positive cash generation. I think 57% of net profit to return to shareholding in the form of dividends. You look at the debt being paid down, I'm not sure what company would come close to being measured against Hansen's performance. We certainly weren't performing very well against the S&P Small Index. I think the other thing which the comment which was made in there about making a call on capital, this company, its ability to grow the way it has from being able to feed itself and support itself has been quite amazing over the journey. Net debt. I've touched on net debt, and I thought it was important to let everyone know just how well we the cash receipts work for Hansen and paying down that debt. I think everyone would understand the fundamentals why paying down debt is so important to Hansen, that we're resetting our balance sheet for opportunities as we see them coming forward. The dividends, and also once again, I think the call the board made to increase the dividend out to having, you know, AUD 0.10 with AUD 0.02 as a returning cash to investors is probably a very strong indication of the way the company actually thinks of running its business. Next slide. We feel ourselves as a very resilient company. Clearly there is headwinds at the moment. We're sitting here post-COVID. We're seeing interest rates going up at the moment now. Cost of capital is going up. We've got wars. We have talks of recession. These are probably frightening to a lot of businesses, and it just goes to show the nature of our business. We deal very much in an industry where it's almost an essential, getting selling electricity, or gas, water or telecommunications does not overly affect people, and it's a mainstay of people's businesses as they go forward. We're up to 1,600 staff now. We've broken the back of really getting those staff on board. 600 customers, 80, and that beautiful mixture in our business, the way we see it, which is really half between the energy and utilities and communication. We really quite like that blend in our business. We've got this great diversity of product, industries, countries, and currencies. To us, it's like not ever really trying to have, you know, one country, one product, one industry, one country, which could actually bring the company down. It goes to, you know, when I came to this company 33 years ago, really having 90% of our business in one customer, and we worked very hard to diversify the business. Significant progress. Next slide over there. Clearly, we talked about Exelon, the largest utility player in North America. We're very proud to get into there and get one of our products into there. No doubt we'll continue to work very hard and we would like to think further opportunities would come to expand further into that customer base. Local customers, just the journey with someone who may have been with us for 15 to 20 years, then signs a AUD 45 million upgrade. That just goes and shows the currency of our product and the investment we're actually been making in our products so that they are, they are real, they are using all the latest technologies as we go forward. We see customers expanding. I've touched on Fortum, but last year it was great to see Fortum, which is the customer of ours, the largest energy player in Europe. You know, having some, doing some work with us in Finland, then going to Norway, then going to Sweden. Beyond that, they're taking additional products of us. That's part of that expanding of the customer base we do. I think we do invest in our products. We're investing more and more. It is important that, you know, cloud native technologies are there. You know, the fundamental of the company has always been not really giving any of our customers a reason to want to leave Hansen. That means that the software not only works and it's very, very stable, but we provide updates to them which, you know, are taking or dealing with latest changes in their business. To have the average customer tenure of 10 years plus with less than 2% churn is just fantastic. I think we've got a really good balance in our business. About 5% of our revenues goes into R&D now. Some significant investment around 5G, David, and also with smart metering, et cetera, and cloud initiatives. Very, very robust the way. There was actually a meeting in here in Melbourne last week, which actually goes through all of our products. Listening to what our customers and what our prospects and our suspects are actually asking of us, and to making sure that the software we're developing is what people are wanting to buy from us and to stay with us. Along that progress, which is the significant progress of the year, expanding our footprint. Look, we're a very stable business, and one of the benefits of being a stable business, we're all reading in the press at the moment now about companies which are laying people off, which are going through a bit of uncertainty in their own business. One of the most reassuring things for me more recently have been what we would say is regrettable losses during COVID, who left us for one reason or another, which we're upset about, are now coming back to us. Being a destination, and we need to play on that because coming to a company which makes profits, has a solid track record, et cetera, and people wanting to come back is great. That stability is coming much more into this as our churn rates are going back to the historical levels rather than what was everyone was going through. Also when people are reading about companies which are laying people off, it doesn't matter if it's Twitter or Facebook or anyone else like that, the fact we're still hiring is important to us. A significant number of new and internal people which have been coming on board. To that point, we've expanded our operations in Vietnam and in India by another 20%, and actually now actually building out Argentina. As we know, we have a small team in China. India and Vietnam has been going very, very well. For time zone, everyone, David, to go into Argentina just helps with time zone our North American business, which suits that. We'd be thinking in the next 12 months, we may be looking at something in Europe. We're trying to match some of those great resource research as we do in each marketplace to assess the availability of staff. We found that in India, the number of graduates which are coming through, we found in Vietnam, we found in Argentina. As a company going forward, it's that pool of very talented people which we're getting access to and the opportunity of having some case at a lower cost. We will always maintain our presence in the locations where our customers are. You know, we understand the cultural, we understand the language areas which we must be at the forefront. But we also give opportunities for these staff from these developing nations to form part of a tier one company, first world. People in Vietnam form part of the team looking after Europe, Australia, and get involved in scrum teams, et cetera. It makes them feel that their own skills are developing. The hybrid way of going forward we've embraced globally. It's just not here in Australia, but it's around the world. We're very proud also this year, we've already started 60 graduates, which is another one. We have a great deal of success of people straight out of university. We have developed a very, very strong methodology around getting people up to speed and the speed to competency. These new people coming on board, also we take them on a journey, so they learn from Hansen from day one and are some of our best players in the organization. It's great post-COVID now to, as the universities are now churning out, we're able to get 60 new graduates coming with us. We will continue to invest very much in this diverse and inclusive culture of our businesses for new ways things are going forward, and also continue to invest in really learning and development of our team. We have a learning platform, everyone, which staff can go into. I think, you know, this year there's been a 6,500 courses have been taking place. People go in to refine their skills. Well, the skills could be recommended by a manager where areas could be management training, could be scrum training, technology. It's a bit like our thoughts are with our own staff and our own team members. I'm not really giving them a reason why they would want to leave Hansen. It works very much the same way with our customers. Continue on, year of significant progress. Fifty years is an amazing timeframe for any business to stay in business this long, and certainly the IT area. One of the initiatives which we rolled out and we have been speaking to is our 50 years of business, and we're doing 50 acts of impact. What this was asking our staff, we're involved in local community efforts, whether we're raising money or food for charities or clothing, et cetera. All of our staff from around the world have been involved in coming up what are these acts of impact. I think it's a great, a great thing, and we share that inside the company through our Yammer program. It's anything from planting trees, et cetera. It's some of the things which we do. I think that overall diversity of where people are investing their time is very strong for the culture of the business. I think further on that is, you know, we survey our staff. We've put some stats down there about the positive engagement, 70% inclusive sentiment, positive sentiment. They're all things we survey all of our staff. It's anonymity, so, but people say where we're coming from and that gives us some hints to what we're doing as an organization going forward. I think the formalization of our corporate sustainability efforts has been important to us. We've taken our time because we're not a massive organization. The investment which we've done and undertaken, the audit of our own greenhouse gas emissions, et cetera, were important to us. We looked upon that also with our, you know, our customers and our partners and our environment, et cetera, to come up with it. That's in the annual report now. That's an area where we've got fantastic staff engagement on that, who just thought it was the right thing to do. Some of the investments which we were, where we dedicated some of our carbon offsetting to, were things which meant to people in overseas things. We've purchased those off with a view of being carbon neutral. There's some of our decisions now which we're looking at is just our office and office lighting, you know, waste bins, and we're just changing some of the ways our company operates now going forward. That's part of that 50 acts, but it's actually blends into, as an organization, what are we doing back into the community. Importantly, which I think people got dialing is always the financial year 2023 and beyond. It would be remiss of me not to say these are not challenging times. We're all sitting there reading the news. We're hearing what's taking place in the marketplaces at the moment now. We know that our staff shortages are abating at the moment now. Clearly on the M&A side, Hansen has an incredible track record of successful M&A, and probably unrivaled anywhere around the world of what we've done and had the absolute success in doing it. We've always been saying we're taking our time. When the things were getting expensive was not a time to buy. We do spend the money like it's our own money. Largely it is our own money as well. Most of the Hansen employees are shareholders. I'm a shareholder. The directors are shareholders. We're taking our time. We do think that the resetting our balance sheet, we think the cost of capital out there, David, has really led to what we are seeing more opportunities coming to us. It's about we're not missing out on deals at the moment. It comes down very important to pricing. We have no interest in overpaying for these assets. You can understand, you know, we want to buy things which are earnings accretive to the business. The Hansenization and bringing those increases of margins should be always the benefits of the purchaser, which is the Hansen shareholders, rather than putting that into the hands. We will continue to take our time, and we'll be extremely disciplined to that point. Part of that part of our plan will be, and look, we've made a note here that Graeme, who's very involved in that strategic side of Hansen, Graeme in January is gonna be moving over a period of time into Europe. It's 55% of our business over there, but you can read into that work where you see the confidence of leading a team of people, which not only Graeme's ability to do some financial analysis with us, but some of our other operational team members which have now got this core team when we are ready to finally reach some agreement on price. To close on that, we are a founder-led business. I'm not a career CEO, guys. I'm not here for a period of time to earn my short-term incentive or long-term incentive. The Hansen planning has always been having a long vision out to the future. No, we're not some double-digit company, but we're a very strong company which has reasonable growth, makes a lot of money, and profitability and cash generation is very key to us. It's an absolute focus in our business because we do spend money like it's our own money. We will continue to invest very heavily in our products where we know that we're gonna get upgrades, we're gonna make sales in those things there. We think the outlook is robust for us, to the point we don't always like doing this, but, you know, we're seeing our growth for the year to be that 3% to 5% we were seeing. We're only four months into it, David, but that's where we're seeing things at the moment now. Still attaining, we've been speaking this for a while, of maintaining an EBITDA margin of 30%+ going forward as some of the traditional costs have been coming back into the business. David, I'll hand back over to you, but if I could just certainly pass on my appreciation to all the Hansen team and the hard work and dedication to this journey you're on. We appreciate everyone's time, and I thank you. Also to our shareholders, which have also come on the journey with us as well. Thank you very much for your interest, your commitment, and your investment in the business. Thank you very much. David, back over to you. Thank you. Thank you, Andrew. Ladies and gentlemen, we now come to the formal part of the business. Matters requiring resolution which are outlined in the notice of meeting. The resolutions for consideration today may only be voted on by shareholders, proxy holders, and shareholder company representatives. Shareholders online through the virtual meeting website can ask questions via text on each matter being put to shareholders. Those joining on the phone are also able to ask questions verbally. I wish to start by tabling the 2002 annual report containing the directors' report, financial statements, directors' declaration, and independent auditors' report. Copies of the 2002 annual report were either distributed by post or made available online to shareholders. For the purposes of today's meeting, I intend to assume that shareholders have had sufficient opportunity to review and consider the contents of the annual report. As previously commented, representatives of our company auditors, RSM Australia Partners, are present and available to answer questions. Are there any comments or questions regarding the various reports and financial statements contained in the 2022 annual report? None at this stage, waiting. Is there any questions online? Chairman, no questions from the phones. Thank you. Now moving to the resolutions. Votes can be submitted through the meeting or for 5 minutes after the close of the meeting, and I intend to vote the open votes given to me as chairman of the meeting in favor of all resolutions. The results will be announced to the ASX after the conclusion of the meeting. I would now like to deal with the formal resolutions contained in the notice of meeting. Now moving to the resolutions. Votes can be submitted throughout the meeting and for 5 minutes after the close of the meeting. The results will be announced to the ASX after conclusion of the meeting. I would now like to deal with formal resolutions contained in the notice of meeting. The first resolution relates to the adoption of the remuneration report. At this time, I wish to advise that all directors and executives named in the remuneration report, as well as any persons or party associated with any of them, are excluded from voting on this resolution in respect of any shares they own or control. The resolution for consideration is a non-binding resolution is as follows. In accordance with the requirements of the Corporations Act, adopt the remuneration report for the year ended 30th of June 2022, as it appears in the directors' report within the annual report 2022. Are there any questions regarding the remuneration report via the online platform? Thank you, Chairman. I have a few questions from shareholder Anthony Gross. The first question is, will Hansen ever go back to in-person AGM or at least call a Q&A? I think Andrew sort of answered that. That's something we will take under consideration. We'd certainly, I think, be happy to come back in front of shareholders. We like that opportunity as much as shareholders would. The second question from Mr. Gross is on page 15 of the annual report. He's asked what the carbon offset purchased are. Right. This is in relation to the calculation. This is independently done. You'd understand the stakeholders in our business, including our customers, we are asked to also outline what our credentials are in this area. We use an independent audited company which does a calculation of our greenhouse gas emissions, which deals with flights, lights, electricity, third parties, et cetera, which go through. That's where the 5,564 tons of carbon greenhouse emissions are calculated. On that part you can provide funds to offset that. We did two of those. One was a wind and a hydroelectric. In India. Giving a large base of our staff in India, David, we chose to invest in there. We report that back not only to our shareholders, but to our staff. In tenders and upgrades for customers, it's actually more and more asked now what we're actually doing. It will be an ongoing investment. What we're trying to do is offset that by not, you know, traveling more or having more lights on, et cetera, so we can try and reduce this down. We continue to be independently audited. I hope that answers the question. No further questions. No further questions. Thank you. If there's no questions, I'd ask the moderator if there's any questions via the phone. Chairman, we currently have no questions via the phones. Thank you. You can see on the screen the proxy position for the resolutions prior to today's meeting. Thank you. I will now move to the remaining resolutions, each of which is an ordinary resolution requiring 50% vote in favor to be successful. We shall now consider resolution two, that Mr. Bruce Adams, a director retiring by rotation in accordance with the company's constitution and being eligible and having signified his candidature for office, be and hereby re-elected a director of the company. Are there any questions regarding this resolution two via the online platform? Julia. Thank you, Mr. Chairman. Yes, we have a question from Stephen Mayne. Did any of the five main proxy advisors recommend a vote against any of today's resolutions? Can I answer that to the extent that I have copies of two of those, and they did not recommend votes against Mr. Bruce Adams for re-election. I don't have the other three. I don't think we normally. Only if we ask, they give a copy. They don't normally share their results directly with us. It's normally for people who subscribe to that statement. Thanks, Julia. Anything else? No further questions on this resolution, Chairman. All right. Are there any questions via the online platform? Moderator. Chairman, no questions via the phones at this time. Thank you. You can see on the screen the proxy position of the resolution prior to today's meeting. Thank you. We now consider resolution 3, that Ms. Lisa Pendlebury, a director appointed by the board effective from the 1st of March 2022 until this annual general meeting of the company in accordance with the company's constitution and being eligible and having signified her candidature for office be and hereby elected a director of the company. Are there any questions regarding this resolution 3, Julia? No questions regarding resolution three. Thank you. I'll ask the moderator if there are any questions via the phone. Chairman, no questions via the phones. Thank you. You can see on the screen the proxy position for the resolution prior to today's meeting. We can move to resolution 4. That for the purposes of Listing Rule 10.14 and all other purposes, shareholders approve the grant of 141,714 performance rights to Mr. Andrew Hansen under the Hansen Technologies Employee Performance Rights Plan on the terms and conditions set out in the explanatory notes. I will move the resolution to approve the grant of performance rights to Mr. Hansen. Julia, any questions? Yes, we have a question from shareholder Stephen Mayne. Could the CEO summarize past LTI grants as to whether they have vested or left? Also, has he ever sold any ordinary shares in the company or bought any on market without relying on an incentive scheme to build up his equity position in the company? Stephen, in answer to that question, I'm trying to read it again. Probably the answer to that's in the annual report. To summarize, I don't know offhand the number of LTIs, but I have certainly had LTIs which have lapsed, which I didn't earn, and they were canceled by the company. As far as buying and selling shares, to the best of my knowledge, the company, which I'm actually director of, had sold some shares now a number of years ago, and I've not been buying on market, or selling on market in the last past number of years. I hope that answers that question for you. As I said, it's actually, it's all documented. It should be in the annual report anyway, Stephen. I think Stephen went on saying, 'Can you answer in 30 seconds rather than reading the annual report?' No further questions, Chairman. Okay. Can I ask the moderator, any questions via the phone? Chairman, no questions via the phone. You can see on the screen the proxy position of the resolution prior to today's meeting. Thank you. Moving to Resolution 5, that for the purposes of Listing Rule 10.17, the maximum aggregate amount of remuneration to be paid to all non-executive directors in any financial year be increased from AUD 750,000 to AUD 790,000 per annum. I move to pass this resolution to approve the increased aggregate amount of remuneration to be paid to all non-executive directors. Are there any questions, Julia? Yes, we have a question from shareholder Stephen Mayne. When disclosing the outcome of voting on all resolutions today, including this name pay items, could you please advise the ASX how many shareholders voted for and against each item, similar to what happens with the receiver arrangements? Publish this post the meeting. I think the votes are published in the AG. Yeah, I think that that will be done. Thank you. Any others, Julia? No further questions, Chairman. I'll ask the moderator, any questions via the phone? Chairman, no questions via the phone. As you can see on the screen, the proxy position for the resolutions prior to today's meeting. Thank you. We'll move on to the last resolution 6. That for the purposes of Listing Rule 7.2 Exception 13 B and for all other purposes, shareholders approve the re-adoption of the company's incentive scheme entitled Hansen Technologies Limited Incentive Performance Rights Plan on the terms and conditions set out in the explanatory notes. Are there any questions regarding this resolution 6 via the online platform, Julia? Yes. We have a question from shareholder Stephen Mayne. Given the interesting discussions across the range of topics today, including this performance rights plan, could the chair undertake to make an archived copy of the webcast, plus a full transcript of the proceedings available on the company's website? I think we are doing that one. Is that correct? Yeah. Yeah. That, that will be done. No further questions. That's all, Julia. The moderator, are there any questions via the phone? Chairman, no questions via the phone. You can see on the screen the proxy position for the resolutions prior to today's meeting. Thank you. Ladies and gentlemen, that concludes the formal business of the meeting. turning to questions proposed during the meeting. We've answered those that relate to the resolutions themselves. Are there any other questions there, Julia? No further questions. Can I ask the moderator whether there's any others been put forward? Chairman, no other questions via the phones. Well, if there are no more questions, we will turn to closing the meeting. A copy of this will be put on the ASX website, once it closes. Thank you very much for your support, I now declare the meeting closed.