Good afternoon, ladies and gentlemen. My name is Kristen Podagiel. I'm the Acting Chairman of PWR Holdings Limited, and I'll chair today's Annual General Meeting. We acknowledge and pay respects to the traditional First Nations people of these lands and waters, and we acknowledge their descendants. We also acknowledge the many Aboriginal people from such regions as the Torres Strait and South Sea Islander people who now live in the local area and have made an important contribution to the community. On behalf of the board, welcome to PWR's 11th annual general meeting and our first at our new global headquarters here at Stapylton. Welcome to everyone also who could not join us in person but who is watching our webcast. A copy of the webcast recording will be available on our website after the meeting, and as a quorum is present, I formally declare PWR's 2025 AGM open. The notice convening today's meeting was made available to shareholders on the 8th of September 2025 and lodged with the ASX on that date. Consequently, I'll take the notice as read. Now, as you might have noticed, we've got some selected products on display here today. At PWR, we're very conscious of both our own IP as well as the confidentiality obligations in place for our customers for product development. We request that you do not take photographs or video of our products or of the factory. In addition to those participating in the meeting today, we've received proxies from 331 shareholders representing approximately 42% of the issued capital. Now I'd like to introduce my fellow directors. Firstly, Kees Weel, the founding shareholder and Managing Director of PWR. Kees is a globally recognized automotive cooling expert. His ability to lead constant change and ongoing growth continues to be critical to PWR's success. Kees retires as PWR's Managing Director today, and he's standing as election as a Non-Executive Director. If elected, he will assume the role of PWR's Chairman, and you'll hear from Kees shortly. Kym Osley, who joined the board in February 2023. Kym is a widely respected aerospace and defense industry executive with extensive connections across the defense ecosystem in Australia and overseas, including connections with the Defence Force, government and private defense, and aerospace-related companies around the world. Amanda Holt joined the board in September 2023. Amanda's an accomplished and respected Senior Executive and defense industry leader. Amanda's been SYPAQ's Chief Executive Officer since 2015 and brings aerospace, defense, and cybersecurity skills to the board. Jason Conroy joined the board in May 2024 and is the Chairman of PWR's Audit Risk and Sustainability Committee. Jason's an experienced CFO and has a broad range of board and executive experience. I'd also like to extend a warm welcome to Lisa Dalton, who has been PWR's Company Secretary since before listing in 2015 and who retires today at the end of the AGM. I also extend a welcome to Alexandra Coleman, who will take over from Lisa as PWR's Company Secretary. Erin Neville-Stanley, an audit partner at KPMG, the company's auditors, and Jason Adams, who will be our new audit partner for FY 2026 onwards following the expiry of Erin's five-year term. Janita and Fraser Green from the Commonwealth Bank, the company's bankers. Stephanie Davidson, partner at Clayton Utz, the company's lawyers. Jesse Yermer and the team from Computershare, the company's share register, and all of our PWR employee shareholders who are here today. I will now hand over to Kees to say a few words. Here we are. Another day. Let's roll on with this and get a bit serious about what's going on here. Good afternoon, everyone, and welcome to our AGM at our new headquarters facility here at Stapylton. Thank you for your continued support of PWR and joining us here today. As you know, 2025 has been a big year for both myself and PWR. In April of this year, it had been a bit of a bump in the road and I spent the best part of a couple of months at the Gold Coast University Hospital recovering and going through some intense rehabilitation. We were just reflecting on that the other day, talking about a few mates of mine that came in and said, "Shit, I visited a fair few times in the hospital," and they said, "You're probably the patient that swears the most." I was reminded that I was swearing up my leg. I couldn't move my leg or I couldn't move my arm. I'm saying, "Get up, you bastards. Get up." That's what I was known for. There was a little bit of a voice and a bit of swearing at myself. I just couldn't get things going. Anyway, I've come pretty good, I think. It has caused me to pause and reflect a bit on my own health and future and the future of PWR and the amazing team that I've built. I say there's I, it should be we have built here. As you can see, I'm recovering well. I'm continuing my rehabilitation and believe I will continue to improve on a daily basis. I want to extend a heartfelt thank you to everyone that sent their best wishes for my recovery. As you know, today, I'll step down as PWR's Managing Director and hand over the day-to-day running of PWR to Matthew Bryson, our Acting CEO, and the rest of the management team. I know Matthew will have a few words to say a bit later, but I can really say that between Matthew, myself, and Paul, we're the guts of PWR when we started. Matthew joined us in the year 2000 and has been nothing but an inspiration to this whole company. Thank you, Matt. As we said the other day, I think we're only scratching around, like a couple of old trucks in the back paddock because I think we're only halfway. We're less than halfway. We haven't started. As most of you know, and you've seen the facility and had a pretty good tour guide, thank you for the team for being so professional doing that. That's what we are. We're a team of people that make it happen. Really, you know, as I say, we're only scratching around. I'm bloody serious about that. We're not even halfway, and the best is yet to come. I'll be hopefully, happily sitting back and guiding the ship once more of our future industries and what we do, particularly overseas, and the vision for the bigger PWR in the next five to 10 years. I'll still be involved as an Honorary Chair, where I intend to guide PWR's strategy and growth plans. Given that I will not be considered as an independent Chairman, because I'm all about myself, I'm pleased to advise that the board has appointed Christian as PWR's Lead Independent Director. The board believes in ensuring we maintain a strong governance of PWR, and appointing Christian as the Lead Independent Director, along with updating our board charter to reflect this, adds to our strong governance ethos. Although stepping down as PWR's MD is the end of the era for me, I have absolute trust and confidence in my team, who, while I was in hospital, continued not only to run PWR but also oversee the fit-out of our new headquarters here. The team moved the bulk of our machinery and equipment and almost 400 staff from Almo to here and did so safely and with minimal disruption to production. There is absolutely nil safety issues because I know everybody's about safety. I just wanted to add that in there just so everybody's got it right. Don't get misconstrued with that. Some of you will have taken part in our factory tour this morning, and as you've seen firsthand, the incredible job PWR staff done in organizing, setting up this facility, a facility that will be set for PWR up to the next 25 + years. We are not done yet, and we are hoping to have all our remaining equipment and staff moved here by Christmas. Today is a special day. I'm proud to have Paul here. Come on, Paul. Come on, Paul. Up here, mate. This is Mr. PWR, Paul Weir. Excuse me. me. He's the guy that started. I was just in the background, and without that start, none of you would be here today. Absolutely zero of you would be here today. That's what happens when you have a crack. He got off his arse and learned how to weld and what have you, tape college and what have you, and where there's a will, there's a way. The rest is history, but you've got to look back at history. Don't forget where we come from, and that's what I say to a lot of people. Do not forget where you come from. I think, and I know, two very humble guys that know what a dollar's worth and how to make a dollar, but more so how to keep a dollar. I know we've got great staff in our Finance Department. Sharyn, thank you for coming on board and trusting your position with PWR. It's going to be a journey. It's a massive journey. It's been a massive journey so far. As I said before, I don't think we're halfway. Well done to you, Paul, and of what you've achieved in your life and what have you. I know you're doing a lot of other things with hotel investments, etc., etc., and commercial properties. Good luck with that. I would say from everyone here, thank you for your sight and your tenacity that you put in on those early days where we came into the factory and you're knocking off cores, knocking off cores and going out in the back shed and welding them up and selling them. I guess we're not allowed to talk about cash today. No, no. We can't do that. Anything happens. But when as a kid, that's what happened. I said, just keep your money wisely. That was a start. Those very humble beginnings, and it's no different when I started. I looked at a radio, and Blake said, "You'll never make that." I said, "Well, shit, I will make that." That started in 1982. We have got a few runs on the board and what have you. As time goes on, as we all know, you've got to pass the baton. You do have to pass the baton. This is not a teary day for me. This is a proud day, absolutely proud day that you pass the baton to others. What we've put together here is a fantastic team. You'll hear from some of these people shortly about their journey with PWR. They invest in there. I will say the investors. Now, without Morgan's, thank you. Without MAC, thank you, MAC. None of us would be here. Absolutely none of us would be here. We're obviously looking at people that were going to help us float the company back in 10 years ago, in 2015. We had a few guys down from Morgan's, a few people down from Sydney. The Sydney people are a little bit different. That's okay. I'm not a political... I guess you're not allowed to politically say that. What are you going to do? You're going to kick me out of here? At the end of the day, we decided to go to Morgan's, and MAC came down and gave you a spoon. Bugger me. I couldn't talk quick enough. MAC, it's because of you, why Morgan's have finally won our vote of confidence to do the job you both have done. You both have done a fantastic job. I look around, and there's a lot of Morgan's employees here today. Thank you. Thank you for believing in me when I put my spoon up in 2015. You invested in me. Not in everybody else. You invested in me. Hopefully, I was putting a good team together. We were a bit rough back then. We were a private company. Paul and I, yeah, I know about that. Yeah, write a check for that. Yeah, do this, do that. Yeah, we're doing that sort of stuff. It's a lot more organized and a lot more correct today. Those were the early days to get to where you start. I see Benny you're laughing there with your white shirt on. I said to Benny yesterday, I said, "Now, what's the goal with the white shirt, mate?" He was doing a bit of a presentation to the board yesterday about a few things. He said, "I've got to look professional, and particularly when I'm after money." He said, "I have to, even when I'm not smart, I've got to look smart." These are the things that we do, and we do have a laugh and what have you. When it comes down to the serious side of things, it's bloody serious. This is a serious company. I thank you. Getting back to investors, I thank you for investing in us because you can invest in anybody. You can buy shares anywhere. You don't have to buy PWR shares. You've taken a trust in what we have here, whether it be through me, whether it be through the journey of other people, but more so the team. I know the team word is used very loosely today. I have a fantastic team here, an absolutely fantastic team. It's incredible, as you would know and as you have seen here today. Also, on top of that, I'm extremely proud to let you know that PWR took the checkered flag last Friday night, and it was awarded the Queensland Export of the Year at the Premier of Queensland Export Awards. That's not something we look for. That's not something we try to get. It's humbling, and it's fantastic that we got that award, and we're seen by peers in industry that they recognize what we have and what we've built here as an industry and employing people. As we say, we're not done yet. I could always say, "Watch this space." I think just with natural growth, in two years' time, we'll have probably close to 600 employees here. We've got 400 here today. Just in natural growth and what have you. We want the right employees. We are fussy. We are very fussy. We built this facility here where we are today, this training academy here today. It's about apprentices. I've always had apprentices. Every year, before we were a public company, we'd put on 10 apprentices. Paul and I would put on 10 apprentices every year. Some of those people here today sit right at the front there. Young Hixie. Hixie is going to say a few words after. He only looks 20, but he's a little bit old. It was his first job with us. He started when he was 16, fresh out of school. Now he's our Production Manager. What a journey. What a credit to people that have a go and have a crack at what the opportunities are in industry today. I said, I think if you look around with a lot of successful people, and I say to a lot of people here today, if the cards fall your way, make sure you're close enough to grab them. That's a life thing today. If you're close enough to the action and you're smart and what have you and you want to have a go, the cards will fall. Make sure you grab them. We took out the win last Friday for the manufacturing and advanced materials category for outstanding international success in manufacturing, engineering, and advanced materials development. PWR now is running for the Australian Export Award to be announced at the end of November down in Canberra. Who knows? We might have to go down to the big smoke. Maybe we might have time. I might get time to talk to the government about what they're not doing right. I think I could get plenty of advice today from you guys about what you'd like me to say. I think I'm capable of saying it. I've got a list of them all along. Congratulations to everybody at PWR who's worked so hard to make this award possible. As I said, it's not what we go looking for. It's what comes your way. PWR is a... Thanks, Paul. Go on, your mate. PWR is a strong, skilled, capable work leadership team, some of whom are here today. It might not be the done thing, but I know we're the disruptors in our industry globally. We're going to get the business. It might not be the done thing that you do at a board meeting, but I'm not too worried about what the done thing is today. I think it's important for you to see that, and I say it a lot, PWR is not just about me. It's the caliber and commitment of our leaders that's outstanding, and you should hear their stories. Today, you'll hear from Matt Bryson, Benny Jackson, Jason Hicks, and Sharyn Williams. Matt, without any further ado, if you wouldn't mind stepping up and saying a few things, I guess we'll move on. I'll get all this nonsense out of your way. I don't think you need any of this stuff. Thanks again, and thanks again for everyone who has come in today and joined us for this AGM. I'm going to tell you some of his notes. Actually? Yeah, that'll be great. I'm only cut too short, mate. That's all right. Thank you very much, Kees. Even managed to get a State of Origin job in there as well against the New South Welshman. I do originate from New South Wales, and it has been a theme for 25+ years, so it's always a bit of fun. I didn't take it personally, though. Anyway, good afternoon, everyone. I am Matthew Bryson, Acting CEO. I joined PWR in January 2000, working alongside Kees and Paul from the very early days and helping to grow the business from its foundations. Initially joining in the capacity of design and mechanical engineering, this quickly grew to include key customer contact responsibilities, as it was evident that PWR's real competitive advantage was through its customer engagement to partner with them to engineer a solution they wanted rather than selling a developed part number. This particular aspect of the role has been a passion for the last 20 years, where a can-do attitude and the desire to embrace technical innovation has been a shared goal of the PWR team and our growing customer base. It has been both challenging and a privilege to align my passion with my profession at PWR through my journey. Considering the diverse nature of the PWR business and the caliber of customer programs that we have, the opportunity to support with product and engineering services, I'm not sure what else I could have done over the last 25 years that could provide the same sense of achievement and job satisfaction that I have done here with Kees, Paul, and the wider PWR team. During my years at PWR, I've held responsibilities through engineering, operations, and commercial functions, and now lead an excellent team who share the same passion and sense of achievement to deliver world-class solutions to our diverse global customer base. Since stepping into the Acting CEO role, I've been drawing upon that background and working with the team to keep the momentum going as we position PWR for the growth and the opportunity that we see ahead. Before I finish up telling you about me, though, I do want to let you know that after careful consideration, and while I'm very happy to take on the responsibility of Acting CEO, I have decided that my skills are better placed leading our motorsport business and servicing our customers. This is truly where my passion lies. As such, I've decided not to apply for the permanent CEO role, but I do want to stress, however, that I am fully supportive of the independent executive search process that the board has in place, and I give my full support to the new CEO the board appoints. I will leave it at that for now, and you will see me again shortly when I present the CEO's report. Ben, if you would like to come up and share your PWR journey with shareholders. Thank you. Good afternoon, all. It's a real honor to be here today and reflect on my journey with PWR in my asking for money shirt. My story with PWR started 10 years ago today with an interview with Matthew Bryson for a junior engineering role, and at the time, I had no idea how far this journey would take me. I came from a family business with an engineering background, drawn in by my passion for motorsport, especially Formula 1. Starting with PWR, my first role was on the floor, stretching and compressing fin by hand. That's where I learned and began to learn not just manufacturing, but what makes PWR different. The attention to detail, pushing the manufacturing boundaries, and the teamwork to make the impossible happen. From there, I moved through other production departments, learning how to build heat exchangers, and ultimately, this hands-on experience instilled within me a respect for PWR's manufacturing know-how. After broadening my manufacturing expertise, I then joined the tooling design office, taking this experience into the design world. There came the opportunity to join Matt's team as a Project Engineer, and I was later promoted to Senior Engineer for supporting many of our key F1 and OEM customers. This role helped me to learn and understand not just engineering, but the commercial side of the business, selling a solution and delivering complex technical projects to our top customers. One day, Kees sat me down. He had a vision, as he often does, for our U.K. operations and asked me to become European Engineering Manager. My task was to set up our European Engineering and Design Team and assist with building the production facility from the ground up. We grew the U.K. from a team of six to a team of 60 +, laying the foundation for our future in Europe. I spent two years there honing my management skills with our GM Wayne and helping make that vision real. Later came my next chapter, the U.S. Another opportunity, another challenge. I found myself as acting GM in the U.S., helping to unify our global operations under the banner of One PWR. During this time, we expanded into MRO, completed the setup of our A&D center, and moved into our third U.S. factory. Most recently, I returned home, taking on the COO role and tackling the move to this new facility. The last five months have been some of the most intense and rewarding of my career so far, with this factory move being a monumental team effort. Now I'm proud to be carrying on our stage two constructions, implementing new planning software, and laying the foundations for global systems and data-driven decisions. Kees once told me, "Be ready to catch the cards when they fall your way." He jokes that I've tried to catch the whole deck, but I believe luck is just preparation waiting for an opportunity. Throughout this journey, I've been incredibly fortunate to have the preparation and opportunities from PWR, my fellow colleagues, and mentors. This journey has given me the building blocks for my current role and an understanding of the business from the ground up, from manufacturing, engineering, engaging in technical sales, managing teams, and building factories. PWR's strength lies in our engineering excellence and manufacturing know-how. These are the pillars that allow us to deliver world-class solutions and push the boundaries of performance. With this new facility, we feel like we're just getting started. I reflect back on my personal journey over the last 10 years, not just on the personal journey of my last 10 years, but the growth and achievements of the company I joined of what was just 120 staff. I think, imagine what we'll achieve in the next 10 years. Thank you, and I'll now pass over to Jason. Thanks, Benny. Good afternoon, everyone. My name's Jason Hicks. I've been fortunate enough to call PWR my home for the last 23 years. As Kees said, I probably don't look that old, but I am. My journey started back in 2002, straight out of year 12, when Kees and Paul gave me the opportunity to undertake an apprenticeship in boiler making and fitter and turning. This was actually PWR's very first apprenticeship program with a cohort of 10 apprentices. In my first year, I had the chance to rotate through every department, learning the art of manufacturing a heat exchanger, the knowledge that I still draw on today in my current role. From there, I went on to become the machine shop manager for several years before taking on the challenge of running PWR's first OEM program with Porsche. That project was incredibly rewarding and taught me a great deal over that time. After the Porsche program, I was asked to develop and lead the quality control department. I spent a number of years building up a strong team and strengthening our systems before moving on to the role of Production Manager. That was a great learning curve where I gained valuable experience in management, the requirements of an ASX-listed company, and I still obviously draw on that today. Today, I'm proud to serve as a General Manager of PWR Australia. Looking back, I'm grateful for every opportunity I've been given and the people I've worked alongside. My passions have always been manufacturing, automation, and most importantly, supporting our PWR team and apprentices. It's been an incredible journey so far. I look forward to what's still to come. As Kees said, we're just still scratching at the surface. A massive thank you to Paul and Kees and the team for everything that you've given me over the years, mentoring me. Thank you. I'll pass on to Sharyn. Thanks, Hixie. Having been a shareholder of PWR since the IPO, I've long admired the company, Kees, and the management team, but from afar. I had the opportunity nine months ago to join the company, and I knew it was something I could not pass up. The past nine months, it's only reinforced my belief that this business is truly exceptional, and it's something which shareholders and our team can be extremely proud of. The manufacturing know-how, the ability to commercialize innovations, not just come up with innovations, but to make money from them, which is so key, and the PWR DNA, which is part of not only the people but the fabric of the business, they're all key components to what makes this business so special. Having served as a CFO of several listed companies for almost 20 years now, across manufacturing, technology, and service industry, I'm really proud and delighted to be part of a Queensland manufacturing and headquartered business that's not only amazing in terms of the products that we make and deliver, but is also a global leader in our field. With our recent investment, which you all saw today in the new facility, and our exceptional people, including the leaders you've seen and heard from today, I'm really excited and looking forward to be part of the PWR team that delivers the growth over the next few years. Thank you. Thanks, Kees, Matt, Ben, Jason, and Sharyn. Let's turn to today's meeting, which will proceed as follows. First, I'll provide my Chairman's address. Matt will then provide his address. After Matthew's presentation, shareholders will be able to ask questions. As we're webcasting the AGM today, we ask that you come up to the microphone to ask your questions as it makes it easier for those online. If you're unable to come up, please raise your hand. We've got some roving microphones that we can provide to you. We'll then undertake the formal business of the meeting, at which time I'll take any questions specifically regarding each of the proposed resolutions. We'll take some final questions before we close the meeting. I will now turn to my formal Chairman's address, where I'll provide an overview of 2025 and the progress we're making on PWR's 2030 + strategy. Matt will then review the financial performance and the operational performance for PWR for the past year and our future plans. As I mentioned, we'll take questions after Matt finishes his presentation. It goes without saying that 2025 has been a very busy and challenging year for PWR. As Kees mentioned, he faced severe health challenges in April this year, requiring a period of hospitalization. The PWR management team is a close-knit team. It was a difficult time for them, being concerned about Kees managing the Quarry Road remodeling and fit-out and the move to our new headquarters, all while continuing to fulfill customer orders and expectations. In true PWR style, they stepped up, they remained focused on the business and safely moving into our new headquarters at Stapylton, and you can see the results for yourself. The board had an emergency succession plan in place and appointed Matt Bryson as Acting CEO. On behalf of the board, I want to extend my sincere thanks to Matt and the management team for stepping up and maintaining focus during what was an incredibly difficult time. This is testament to the strong and capable team that Kees has built during his time as PWR's Managing Director. The board's global search for a CEO is well underway. The process has Kees' support, and it's designed to ensure PWR secures the best possible leader to guide the business through its next phase of growth. In addition to external candidates, the board's also considering internal options. As part of this process, there's a strong emphasis being placed on cultural alignment, ensuring that the successful candidate embodies PWR's unique culture and values. We commend Kees for his remarkable recovery, his unwavering determination during rehabilitation, and his willingness to take on the role of PWR's Chairman, which we see as a natural transition from his role as Managing Director. The continuity of having Kees remain on the board as its Chairman is instrumental in supporting PWR's strategy and its future growth. I'm also honored to be appointed to lead as the Lead Independent Director as PWR heads into its new phase of leadership. A significant milestone this year was the relocation to our Australian headquarters following an extensive remodeling and fit-out. The team spent the best part of 11 months designing, overseeing construction, and fitting out this great facility. The move from our long-standing Almo site was a necessity due to space constraints and our desire to grow PWR. As you've seen firsthand, this is an extraordinary facility. It'll set PWR up for its growth journey over the next 25+ years, supported by our manufacturing sites in North America and the U.K. We've got a few more departments to relocate over from Almo, but we're on track to have these moved in and operational by the end of the calendar year. PWR's 2030 strategic plan focuses on four key areas: innovation, profitable growth, sustainability, and investing in our people. In the area of innovation, we are committed to continued R&D investment, which is generating increasing revenue from new technologies and an expanded product range. We're investing in new automated and high-capacity equipment, and we're exploring enabling technology to design applications and solutions using alternative materials. From a profitable growth perspective, we have confidence in our forward pipeline. We're disciplined in our production and capability expansion. Our capital is being allocated towards growth segments: aerospace and defense, motorsports, emerging technology. We're focused on achieving efficiency gains through automation and our process optimization over the medium term, and we're optimizing manufacturing costs by leveraging our global operating model and our production flexibility. Moving on to sustainability, we are committed to sustainable practices, including the installation of a 1.8MW solar and water treatment plant here at our new Stapylton headquarters. We're members of the Defense Industry Security Program in Australia, and we're upgrading our cybersecurity with our U.S. CMMC accreditation underway. We're also measuring Scope 1 and Scope 2 emissions across our global operations, and we're taking steps to implement mandatory climate change reporting from 2027. Finally, investing in our people. We have a global team of 590 skilled, dedicated, and passionate people. Our team retention is focused around workplace benefits and flexibility, and we continue to invest in our people, completing PWR's new training academy, PWR Accelerate, where we are holding today's AGM to offer in-house training and development. We also strengthen collaborations, expanding partnership in education with TAFE Queensland and Griffith University to enhance apprenticeships and STEM initiatives. The PWR Academy facilitates a talent pipeline and a multi-skilled workforce to support growth areas. We're expanding talent pathways to broaden our reach and support innovation and growth. Our team is key to our success. Before I finish up, I wanted to let you know that yesterday the board settled on the EPS hurdle for PWR's long-term incentive plan. We're cognizant of shareholder feedback on the CAGR EPS hurdle we had in place for prior years, and we employed an independent remuneration consultant to benchmark and give advice on an appropriate hurdle. We settled on an average EPS over the performance period, which for the FY 2026 LTIP is 1 July 2025 to 30 June 2028. You'll see the EPS hurdles that we've established for FY 2026 on the slide. The board is confident that we've set the appropriate targets, including a genuine stretch target, and we thank you for your patience as we worked through that issue. On behalf of the board, I'd also like to thank Roland Dane for his contribution to PWR as a Non-Executive Director since 2017 and as Chairman for the past two years. Roland elected not to stand for election at the AGM and retired last month as a result of some personal commitments that clashed with today's AGM. On behalf of the board, the management, and all at PWR, thank you, Roland. Lisa Dalton, our Company Secretary for the past 10 years, also retires from PWR today, and the Board sincerely thanks her for her contribution to PWR and its growth since listing. Finally, I'd like to thank the entire team for their passion and resilience during a challenging year. I want to express my gratitude to Kees, our shareholders, and everyone who has supported PWR through, as I say, a challenging but ultimately rewarding year. Thank you. I'll now hand over to Matt. Thank you, Kristen. As Kees mentioned, 2025 has been a huge year for PWR, or as we like to think of it, a transitional year investing in the foundation for our next phase of growth. I'll touch on the key achievements and challenges over the past year. For the financial year 2025, revenue was down 6.7% to AUD 30.1 million, in line with the guidance set at the first half result. This was a solid performance delivered during the relocation of our Australian facility and the impact of Cyclone Alfred, which cost us four days of production. The declines in EBITDA and NPAT reflected OEM contract completions, relocation costs, and investment in our next phase of growth. Importantly, cash conversion was robust, giving us the flexibility to invest, and the balance sheet remained strong with modest leverage. The factory transition gained momentum in May and June with our foundation production areas operational here at Stapylton. This was a proud milestone for the team, delivered in the face of continued delays with the permanent electrical connection. In true PWR style, we mobilized four generators, and we managed the move effectively to ensure continuity of our production. I'm now pleased to advise that we're officially connected to the power grid, which allows us to get on with our growth plans. Looking forward, we enter FY 2026 with a strong order book position across motorsports and A&D. Our ongoing shift towards emerging tech solutions continues to strengthen our competitive positioning, broaden our customer base, and improve visibility as the pipeline matures. At the same time, we've scaled our operational capability to support this global growth. While FY 2025 was a transitional year, it has strengthened our platform not only in Australia, but in our U.S. and U.K. operations as well. We therefore start FY 2026 with increased capacity, expanded capability, and a resilient order book, positioning us well for our profitable growth this year and into the future. Despite being a transitional year, we delivered on the four key strategic priorities of FY 2025: the new Australian factory, the A&D platform, profitable growth, and our global operating model. As you've seen firsthand, the new Australian factory is now operational here in Stapylton, phase II, the final stage of the relocation. It's expected to be completed by the end of calendar year. This phase will see a step change in our controlled atmosphere production areas to improve capability, business continuity, product quality, and compliance. Our A&D platform continues to mature with further NADCAP accreditations in the U.S. facility, installation of new furnace and anodizing capabilities in Australia, and strong growth in the number of relationships PWR has where we are an approved supplier. We saw continued growth in our key market segments of motorsports and aerospace and defense. Our R&D investments continue to bear fruit, reflected in the 21% growth in emerging technology revenue. Our progression towards a global operating model continued with both our U.S. and U.K. sites increasing manufacturing volumes on the back of enhanced capabilities and targeted capacity investments. A key driver in this success is our team. Pleasingly, team turnover has improved by 9 percentage points. This is a critical success factor in our skilled workforce, brings the knowledge and experience required to deliver high-quality outcomes for customers. Our FY 2025 revenue mix highlights significant growth in aerospace and defense, steady growth in motorsports, and declines in OEM and aftermarket revenues. Aerospace and defense delivered 28% year-on-year growth with half two flat on half one. Importantly, no revenue from the U.S. government project was recognized in FY 2025, so this represents a solid result. Initial orders were fulfilled for MRO, which is maintenance, repair, and overhaul in the aerospace industry, those customers, creating a new revenue stream for PWR. Motorsports delivered growth in both halves, reflecting the consistency of this revenue stream across a broadening customer base. We generated growth in F1 and World Endurance Championship programs and saw increased adoption of new technology solutions in MotoGP, driven by packaging and aerodynamic performance gains. Our F1 powertrain programs are maturing, specifically in MMX and battery cell cooler projects, and an increasing number of car manufacturers and teams participating in LMH and LMDH hypercar classes are supporting steady growth. In OEM, revenue declined following the completion of two concurrent high-volume, high-complexity OEM programs and cancellation or delays in niche EV programs. However, half two's performance improved, supported by incremental spares orders from these high-end platforms. Automotive aftermarket revenue declined due to two factors: a deliberate revision of discount structures to improve margins, and softer domestic sales as the Ranger program matured following strong launch phase revenues. We're very proud of our journey since listing, which on the 16th of November will be officially 10 years. During this time, we've achieved milestones, including becoming a leader in motorsports, diversifying into aerospace and defense, and achieving vertical integration. Looking ahead, our focus is on further building the aerospace and defense platform, capturing share in adjacent markets, and leveraging the platform to drive the next phase of growth. To recap on PWR, we're a global leader in thermal management with a flexible, vertically integrated manufacturing capability. Our advanced manufacturing capabilities and global footprint support our growth in emerging technologies and new markets. We have a strong presence in motorsports, aerospace and defense, and high-performance cooling applications. This sets us up well to capture the aerospace and defense opportunity as outlined on the next slide. The global aerospace and defense thermal management system market is forecast to grow at 6.6% CAGR, reaching over $24 billion USD by 2034. This represents a significant opportunity for PWR, and we are investing in and leveraging our technical expertise and innovative solutions to capture that growth. PWR has made great progress delivering revenue of AUD 26.9 million in FY 2025 and 56% CAGR since FY 2021. Our competitive advantages are driving this growth. Our vertically integrated global footprint, specialized equipment and capabilities, and strong R&D leverages motorsport technology transfer. We will continue to invest in our compliance readiness to further strengthen our position, as evidenced by NADCAP accreditations and CMC 2.0, which are critical precursors to achieving approved supplier status. The number of companies for whom we are approved suppliers has increased from 11 in FY 2021 to 46 in FY 2025, to now include the key defense players. This is a testament to our commitment to excellence and our ability to meet stringent requirements of our partners and positions us well to capitalize on the long-term growth of the A&D market. We continue to build our A&D defense platform, investing in the specialized equipment and maintaining robust quality system accreditations, including NADCAP for heat treatment and chemical processing. Our CMMC 2.0 security program aligns us with the U.S. Department of Defense standards, which has evolved from a self-assessed approach to an externally audited standard, which has resulted in higher costs than initially planned. We've strengthened simulation and testing capabilities, production planning, procurement controls, and our manufacturing capability and warehousing spans three locations to support growing demand. A key enabler in our expanded Australian factory, where we've doubled our capacity to support revenue growth for the next 25 + years, the new space enhances production flow efficiency and allows for increased automation and improves the working environment of our team, including development opportunities via the PWR Academy, which you're sitting in here today. The team and I are looking forward to the next calendar year, particularly after we have everything operating under this one roof here in Stapylton. One other benefit of our new factory here at Stapylton is the sustainability elements that we have included in our headquarters. We've incorporated a closed-loop water treatment plant, which is designed to recycle water from many different parts of the factory and reuse it in our operations. We've also installed just over 1.8MW of solar panels on our roof, and since we connected to the electricity grid just over two weeks ago, the site is sourcing a material amount of its daytime usage from solar power, which is a great result. Turning now to the trading update. Our FY 2026 outlook remains positive and consistent with that presented at the FY 2025 results, noting that delivery of the U.S. government project announced on the 14th of January 2025 is expected to span Q2 and Q3 in FY 2026 due to customer-driven design changes. Q1 performance, as foreshadowed, Q1 was impacted by the delayed final power connection at our new facility here, with reduced production delays and prolonged the inefficiencies caused by temporary generator power. Despite the inefficiencies, we delivered 6% revenue growth on the prior corresponding period. Importantly, momentum in revenue strengthened through September. Half one outlook, we've entered Q2 with a materially stronger order book across both motorsports and aerospace and defense than this time last year, reflecting solid demand and growing program momentum. Together with a strong order book or backorder position carried over from Q1, this underpins confidence in the near and medium-term growth outlook. A short disruption of around two days is planned this month to complete the electrical component of the wind tunnel commissioning. The final phase of the factory relocation, construction, and relocation of the controlled atmosphere production areas is on track for completion by the end of December 2025. These effects, along with previously announced one-off costs of $1.2 million associated with the factory move and CEO recruitment, are expected to result in a stronger second half skew in FY 2026, with NPAT more heavily weighted than revenue. Before I finish up, I did want to say a thank you to Kees, who officially finishes as PWR's Managing Director today. I have spent most of my working life working alongside Kees, which has been an honor and a privilege. This year has been a challenging one, but he has met those challenges head-on, and we're all very excited that he's stepping into the role of PWR's Chairman, where his leadership, strategic insight, and experience will continue to oversee our growth. Yeah, Kees, you're a legend, and you'll certainly be missed in your current position, but we know you're not going too far, mate. We wish you all the best, and we know that you'll stay close anyway. All the best, mate. Thank you. I'll hand back to Kristen. Thanks, Matt. We'll now be happy to take questions from shareholders about the company, its management, and future plans. As I said, if you do have a question, you can come up to the microphone and just state your name and where you're from. If you're not able to make it up to the microphone, pop your hand up and we'll bring a roving mic to you. Hi, Paul. Good to see you again. Yeah, hello. My name's Paul Donahue. I'm representing the Australian Shareholders Association today. First of all, good to see you back on deck, Kees. Excellent. Secondly, what a fantastic facility. We were lucky enough to see the previous facility, and the change to this one here is just unbelievable. Looking forward to a good future. You've answered most of my questions, so well done. I do have a question about certification. As I understand it, it's tied to a facility. Do you need to recertify this facility and what's involved in that? I'm going to hand to you, Matt. Yes. As far as our AS9100, we have got a recertification that will take place. It's really just a check-in to make sure that everything that we were doing in Almo has transferred. With regards to certain, I'll say, aerospace manufactured components, with certain machine moves, you need to do new first article inspections, just validating the machines are still capable of producing the same part to the same quality standards and the same type tolerances. There are certain processes in place, but PWR is on top of all of those. Thank you. Thanks, Matt. Hi, how are you? Coming up. Thanks. Ray Cloughson, shareholder. I'm also a member of Team Invest. Last year, our aggregated holdings, and we invest separately, ranked us at 19th on the share register. People have obviously been buying because now, if we aggregated our holdings, we would be at 14th, just under 13th. The weakness in the share price has been a great thing for our members. Sorry, I'm not speaking on behalf of our members, but. It's good to see you again. Yes, thanks. First up, with the retirement of Damon, no, not Roland. Roland. Roland, is it intended to replace him with another person with high-level motorsport management expertise? Yes. Obviously, Kees is around and has still got that background, but is it intended to replace him? Obviously, the process we're going through at the moment is in and around recruiting a new CEO. The board will look at what skills we need. Each year, we do an assessment of what skills we think we need on the board, and we will continue to do that. We have decided to see what skills we end up having coming out of a CEO, and once we've got that piece in place, then have a look and see what additional skills we need for the board. Yeah, watch this space. Thanks. My next question relates to finance, so maybe I should leave that until we deal with the finances. Yeah, either way. Okay. The annual report referred to balance sheet management. Is it intended that we end up with a zero debt, bank debt? I'll hand over to Sharyn for this one. Thanks. Certainly, as part of our capital allocation, we're conscious we have both debt, equity, and prior to now, we had a cash position. In terms of our appetite for debt, probably the philosophy of having minimal debt is something that will still remain with the company. We think, though, with the investment in growth that we've undertaken, it was sensible to draw on some debt. I do want to call out our leverage level is extremely conservative still. Our philosophy would be, in the absence of other options, to reduce our debt as swiftly as possible. Thanks. Thanks, Ray. Hi. Jeff Rogers. I'm from Melbourne, a Team Invest member and shareholder for just over 12 months. Very pleased today to be hosted by two young guys, not so young, but very impressive. Peter Simpson, I think it was, and Sven gave me great hope to see that that level of management is abundant here, which is terrific. I'm very pleased to also hear that, I think Sven said, that you're keeping the generator connections sort of ready to go. I guess the generators don't belong to the company at the moment, but my strong counsel as a power systems engineer for many years would be to keep those connections functional because, you know, with things like the CALliDE incident last year and the strategics I'll give to you to talk to the government about in this field. I think the unreliability of power is much worse than expensive power, especially for a business like this. I'm not advocating high-cost power, by the way. I think that it's something you need to keep in mind because I used to live in Africa and intermittent power was a daily event. Everybody had their own generator, and you just wouldn't think about going into business in a third world country without your own generator, 100% backup. I'd suggest keep that in mind when you're doing your capital planning. If whoever owns generators is smart, they'll leave them there anyway because you're pretty sure you're going to need them sometime in the next 12 months. Thanks, Jeff. We do own two of those generators. Matt just reminded me we do own two of the generators currently. Any other questions? Anyone had? Generally, great. If there's no more questions, I'll now move on to the business of the meeting. Before we put the resolutions to shareholders, thanks, Matt. I want to go over some meeting procedures. All resolutions at today's meeting will be by way of poll. If you're a shareholder or a proxy holder, you should have received a blue admission card with the resolutions on the back of that card. When I open the voting, you'll be asked to cast your vote directly on the card, and your completed cards can be handed back to ComputerShare representative at the conclusion of the meeting. Jesse Yermer from ComputerShare will be our returning officer and will take the time of each resolution. Results of all the resolutions will be released to the market after the meeting. I also propose to take each resolution in the sequence it's listed in the notice of meeting, and there'll be a reasonable opportunity for shareholders to make comments and ask questions about each of the resolutions before they're put to the meeting. After we receive comments and questions, and prior to putting the vote to a poll, the resolution together with the proxy votes for the resolution will be displayed on the screen. I don't intend to read out the resolutions or the proxy numbers unless I'm specifically asked to do so by a shareholder. Before we move on to the business set out in the notice of meeting, I'd just like to highlight that key management people, personnel, sorry, details of whose remuneration are included in the remuneration report and the closely related parties are not entitled to vote on the adoption of the remuneration report or remuneration related resolutions. These are resolutions: one, the remuneration report; three, the termination benefits for keys. There's also voting exclusions for resolution four, which is a refresher of the performance rights plan. However, a vote can be cast by a member of the key management personnel if the vote's cast as a proxy, the appointment's in writing and directs the proxy how to vote in respect to the resolution, and the vote's not cast on behalf of a member of key management personnel or a closely related party of a member of the key management personnel. As confirmed in the notice of meeting, as Chairman of the meeting, I intend to vote on each resolution I'm entitled to, consistent with the recommendations of the board, which are all in favorable resolutions. Where as the Chairman I've been appointed as a proxy that's undirected, I'll be voting undirected proxies in favor of resolutions consistent with the board's recommendations. Besides the financial report, there's five items of business to deal with today. The first item of business is to consider the 2025 financial reports, the Director's report, and the Auditor's reports, and these reports are all contained in the 2025 annual report. The Corporations Act requires that these reports be laid before the meeting. There's no requirement that shareholders vote on or approve or adopt the financial reports. However, there's an opportunity to put questions regarding the financial reports or other matters relevant to the performance of the company. Shareholders are also entitled to direct audit-related questions to our auditor, Neville Stanley from KPMG. I note that there have been no written questions to the auditor submitted prior to the meeting. If you've got any questions on the financial report, please ask them now. I directed at you guys. The annual report says that revenue, earnings, dividends, and profit were all lower than the prior year. We had a bit of discussion about that in your presentation. The four main reasons: moving to the new factory and the cyclone. Fair enough. We get that. The two large OEM contracts expiring and a contraction in the after-sales market. We get the factory and the cyclone, and you touched a bit on the other two, the OEM and the after-sales market, but maybe give us a bit more detail. It was like collectively those two areas, OEM and aftermarket, are like 25% almost of revenue. Is that decline a one-off thing or is something we expect to bounce back and what are we doing to get those areas back again? Would you like to cover that one, Matt? Okay, thank you. I think we've been quite open with regard to the particularly OEM. We understand our opportunity in that space. We're definitely in that high-performance niche side of the market, so that will always be a little bit cyclic. I think the general automotive industry is extremely price competitive and extremely margin sensitive, and that's not really where this business is wanting to be. We deliberately target the high-performance, let's say, technology demonstrators. We're not in complete control of that market, but we are well positioned to take advantage of those opportunities when those programs come along. We're not just talking about winning business for the sake of winning business. It's about winning the right business. The business has got enough opportunity ahead of it in various other aspects and markets without chasing rabbits down a blind hole. With respect to aftermarket, you can see the scale of business that we are here now. Right from the early days with Paul, this business catered for somebody literally to walk in off the street and order a one-off part for their special that they were building in their garage. Whilst we still do do that, it's fair to say that the complexity of the processes that we have in place today are no longer as suitable for that as it used to be. You can still do it, but there's just higher costs involved in getting it through because of the nature of the administration of the system for all of the controls for aerospace and defense and high-end automotive. You can still do those things. It's a bit of a restructure with regards to performance aftermarket to be looking more targeted at very specific vehicles, develop kits for those vehicles, and sell parts in number, which is much more manageable in this facility than, I'll say, the very early days. Thanks for that. Thanks, Matt. Thanks, Paul. We've got any other questions on the financial report? Ladies and gentlemen, a discussion and consideration of the financial reports complete. I'll now move on to the formal resolutions to be considered by the meeting. The first formal resolution to be considered is the adoption of the remuneration report for the 2025 financial year. The remuneration report's part of the directors' report, which is contained in the 2025 annual report. The Corporations Act requires that the remuneration report be submitted to shareholders for consideration. The company's remuneration policy and practices are designed to attract, motivate, and retain high-quality people. They're built around the principle of being competitive in the markets in which we operate, and the directors unanimously support the adoption of the report. The screen shows the details, the proxies received on the resolution, and the adoption of the remuneration report's now open for discussion. If you've got a question or a comment on the remuneration report, can you please ask it now? Frequent flyer. Hi, Paul. I like the fact that you have the lunch before the AGM because normally I'm asking all these questions and I'm sitting between people and party poise. That's a great format. If I understand the REM report correctly, the NPAT hurdle for the short-term incentive plan was not met, but the KMP still qualified for the part of the short-term plan based on your own scorecards. That's all linked to business outcomes, so I'm assuming all those outcomes were met then, which is great. Despite meeting those targets, you all voluntarily gave up that part of your bonus, which is very shareholder-friendly. I just wanted to learn a bit more about the thinking behind that decision to do that. I'm happy for you to answer, Matt, or I'm happy to. Look, I think, Paul, it speaks volumes of the team. The fact that the exec KMP voluntarily forfeited their personal scorecard, which is 40% of their step, because we were having a challenging year, I think that talks to the quality and the standard and the culture that we have within our team here. The fact that we're all in it together, I think very much, it does show the sort of people we have in our team, and I think it's a great testament to the incredible team we have. Yeah, that was a very good gesture. Thanks. Oh, good. Thanks, Paul. Got any other questions on the remuneration report? Okay, ladies and gentlemen, if there's no further discussion on the remuneration report, please now cast your vote on the remuneration report by marking your voting card. The next resolution is for shareholders to appoint Kees Weel, our current Managing Director, as a Non-Executive Director of the company. Kees is obviously our founder and has been the company's Managing Director since he started PWR. Today, he steps down as MD, and he stands for election by shareholders as a Non-Executive Director. If appointed, he will assume the role of PWR's Chairman. The directors, with Kees abstaining, unanimously recommend you vote in favor of this resolution. The screen shows details of the proxies that we've received on this resolution. If you've got a question or a comment on Kees standing for election as a Non-Executive Director, can you please ask your question now? I'll probably direct it to you, Kristen. It's generally accepted that having an independent chair is a good thing for corporate governance, but we recognize that in founder-led businesses, the benefit of having someone who's been involved all the way along can have huge benefits as well. In, I'm not sure whose address it was, it was mentioned that you're going to become the lead independent director, which I assume is to beef up the independence of the board. Can you talk a bit about that role and what you'll do in that role? Yeah, obviously the board thought that it was really important to have Kees continue and support us in the role that he is moving into. We recognize that that would be a question that some people would have, so we have revised our board charter to cater for a Lead Independent Director. The Lead Independent Director role is really to assist with on the governance side of things, but also assist with things where there might be a conflict of interest by Kees as a non-independent Chairman. We will release that material in terms of the board charter and the changes to that. We recognize the feedback, but we think that it's incredibly important to keep Kees, and I think, you know, seeing what he has created here, the ability for him to continue work on the long-term strategy of the company is very important to the growth of the company. Thank you. There's no further discussion on this item. Could you please now cast your vote on the appointment of Kees by marking your voting card? The next resolution to vote on is to approve a refresher of PWR's performance rights plan. PWR requests approval from shareholders for the performance rights plan every three years, so it's able to have pre-approval to issue the equity grants that are for the performance rights plan without using PWR's 15% annual placement capacity under the listing rule 7.1. The performance rights plan is used as the vehicle for the company's long-term incentive plan and also as the vehicle for deferred short-term incentives and other retention incentives. The directors, with Kees Weel abstaining, unanimously recommend you vote in favor of this resolution. The screen shows the details of the proxies received on this resolution. If we have any questions or comments on the performance rights plan, could you please ask them now? If there's no further questions on the performance rights plan, please cast your vote by marking your voting card. If we turn now to the next resolution, which seeks shareholder approval for potential termination benefits for our outgoing Managing Director, Kees Weel. When Kees was MD, the shareholders approved the grant of performance rights under the long-term incentive plan. The FY 2023 rights lapsed for failing to meet the hurdles. However, Kees's FY 2024 and FY 2025 performance rights remain on foot. The board's seeking your approval for these to remain in place and be subject to the usual performance testing at the end of the relevant periods, which would be the end of FY 2026 and the end of FY 2027. There's no acceleration proposed for the vesting of the rights. If some or all of the hurdles are met when we assess at the end of the relevant performance periods, then Kees will be entitled to PWR shares. Depending on the share price at the time, that might be above what the Corporations Act permits as a termination benefit. Hence, we're seeking shareholder approval to keep those performance rights on foot. The non-executive directors unanimously recommend that the potential termination benefits to Kees Weel be approved, and the screen shows the details of the proxies that are received on this resolution. If we have any questions or comments on the potential termination benefits for Kees, could you please ask them now? If I understand the resolution, we're trying to make sure that in Kees's transition from Managing Director to Non-Executive Chairman, you're not financially penalized for the bonuses you've accumulated along the way. It's my understanding, which makes sense. My question is about the resolution relates to FY 2024 and FY 2025. I mentioned in 2026, and Kees has been in the role during 2026. Had he continued as MD, continue accumulating performance rights? Are they just all voluntarily forfeited? Given that we were aware that Kees was not continuing in that role, he hasn't been issued with FY 2026 rights. We're only talking about FY 2024, 2025. That makes sense. Last question. Sometimes when an executive retires as a good leaver and they're partway through the performance period, there's a pro-rata treatment on their rights. Say you were two years into a three-year period, you might be entitled to two-thirds. Not suggesting that would have been appropriate here, but was there any discussion on a pro-rata treatment? We did consider that, but we think that given the role that Kees is going to play and how critical that is to the company, as I say, in terms of the forward strategy and him moving into that Non-Executive Chairman role, we thought it was appropriate to keep the rights on foot in full. Okay, thank you. Thanks. If there are no other questions, could you please cast your vote by marking your voting card? Our last resolution today is to approve the reinsertion of Rule 5 into the company's constitution to allow for the transfer of shares under a proportional takeover bid. As set out in the notice of meeting, the Corporations Act and the company's constitution require that these provisions must be renewed every three years or they cease to have effect. The directors consider that the potential advantages for shareholders in having these provisions outweigh the potential disadvantage for shareholders, and we unanimously recommend that shareholders vote in favor of the resolution. The screen shows details of the proxies received on this resolution. If you have any questions or comments about the reinsertion of the proportional takeover provisions into the constitution, could you please ask them now? Hi Jeff. I'm probably not the only person in the room who doesn't know the answer to this, so I'll just ask a dumb question anyway. Could you just perhaps talk me through in a few sentences what this is about? I've got a rough idea, but I'd like to hear it from you. There is a bit of detail in the notice of meeting, but basically the proportional takeover provisions just mean that before a proportional takeover could be accepted, it has to be put to the shareholders. This just puts that provision back into the constitution to require that sort of thing to come before the shareholders. Ladies and gentlemen, I think unless there's any further questions, that concludes our discussion on the items of business. I'll pause for a few seconds so you can complete your voting cards. If everyone is now done, I'll ask Computershare to please collect the voting cards and close the polls. If you've got any other further questions or comments, if you could please ask them now. Hi, Ray. We've been hearing for quite some time about the search for a new CEO, and I was quite surprised at your statement. I can sort of understand how people love doing what they're doing and the extra level of management's pain. How long do you think it will be before an announcement is made? As you say, that progress process is underway. We're working with an external recruitment firm looking at candidates from around the globe. Certainly, when we're in a position to come back to you, we will let you know. I expect that's in early 2026. As soon as we have news to report, we will announce. Any other general questions? If there's no further questions, that draws today's meeting to a close. The results of the polls held at today's meeting will be released to the ASX after the meeting. Sorry, we're just collecting a few more. I will now hand over to Kees to say a final few words. Thank you, Kristen, who has done a great job as a stand-in Chairman since that Roland and couldn't make it today. I'd just like to say a final few words, and what about this is not about me or PWR. It's about a lady that has been very special to PWR. Not only PWR, but to a lot of members here at PWR. Personally, I'm very indebted to this lady. She saved me. Certainly, I'm not going to get emotional about it today, but we've had a few tears and we've had this and that and what have you. This is a sad occasion, actually, that she's leaving us here today. Lisa, I'd like you to come forward, please. Don't bring the tissues. Just a big hug and we're good to go. This lady has been with us since before we listed and has done an exponential job, not only currently, but these are the people that shine in tough times when the chips are down, when the shit hits the fan. We all know what that is. If you don't know, you haven't lived yet. I've seen it a few times. You look around and here's Lisa. She's bloody wiping up the mess, doing the business professionally and willingly, not having to be asked, not having to ask to be doing it. It's just done. These people do come along in life. Very seldomly now, we know that. On one hand, it's a sad day that we're going to miss Lisa. She's going off to retirement. As I said, I'm sure she's not going to be sitting on the back porch with the rug over her knees saying, "Shit, I hope the bastards ring me." I need something to do. Don't ring me, Kees. She has been absolutely a pillar of PWR on our history of the last 10 years and a little bit more. Personally, thank you, Lisa, for everything you've done for me personally and my family, and a lot of other families here, personally with people here. You know, she's the sounding board. Are you in trouble? Go and talk to Lisa. Oh, bugging to cry now. No, Lisa will know. Lisa, go and see Lisa. That will be sadly missed and what have you. You know, we'll all be boys and we're all going to move on. If there's anybody that deserves a great break and a great holiday and a great retirement, it's Lisa Dalton. Thank you, Lisa. Give me a big hug. We've got someone here for you. Thank you, Morgan, for bringing them along. I'm not quite sure what's in there, whether it's a card set or that she's going to play cards or read a book or whatever. It's a casserole dish. It's a casserole dish. She's very good at cooking. We all know she's very good at cooking. Thank you. Lisa's going on an overseas trip tomorrow. I'll actually see her at the airport because I'm going overseas as well. Sincerely, thanks to you, Lisa. I think that's about it. We can stand here and what I'd say, chew the fat for a while. That's probably not recommended. There's a lot of people who've got shit to do and places to go. I do sincerely thank everybody for coming today. It's a special day. It's a special day for PWR and for this new factory. I'm sure you'll see us all here next year with bigger and better things. Thank you and have a safe journey. Thank you.