I'd now like to hand the conference over to Mr. David Macgeorge, Managing Director. Please go ahead. Thanks, Darcy, and welcome everyone to the call for our half year FY 2026 results. Before I start, I'd really first like to acknowledge our people. I know there will be many of them listening to this call today. You've delivered an exceptional first half result. You know, you continue to stand up and live and breathe what we stand for as a company. Live for the challenge, smarter together, never give up, and have each other's backs, and I really want to thank you for all your efforts in delivering what has been an exceptional result for the company. As we move to slides, I always like to start with a bit about us, just particularly for those newer to the story and who we are, what we do, and what our vision is. Who we are, a diversified infrastructure services company, and what we do is bring an engineering mindset to deliver what are critical services for our clients. When I talk about engineering mindset, I'm talking about being smart, technical, innovative specialists to deliver what are critical services for our clients, which makes us critical for them. We have the ability to do that across the entire asset life cycle of engineer, construct, and sustain. Our vision, what we want to be, is the most sought after in what we do. Some might say number one, market leader. You know, for us, you know, when our clients have a challenge, a problem, an opportunity, the first people I want them to think of when they pick up the phone is SRG Global. If we move to slide 3, you know, we are a diversified infrastructure services company with two core operating segments: maintenance, industrial services, which is the largest part of the group, and engineering and construction. You can see that we play across a diverse range of sectors. If we move to slide 4, this is our profile. Today, you can see the continued transformation of the business. You know, now more than 5,000 people across more than 20 industries, revenues of roughly AUD 1.6 billion, and a market cap of around AUD 2 billion. We are now in the ASX 300, and you can kind of see the geographic split, between East, West, and New Zealand, and that sort of, you know, annuity, earnings profile of 80+%. So a very, very different business to what we've been historically. As we move to slide five, which is really the key slide in the whole, in the whole deck. And what you're really seeing today is evidence and more evidence of us doing what we said we would do. It's a record financial result with EBITDA of AUD 71 million, which is up 20% on the first half of last year, and EBITDA of 53.2, up 26% on the first half of last year. Now, an excellent result. Terrific returns for shareholders with earnings per share of AUD 0.055, which is up 20% on the first half of last year, and we've increased dividends by 20% to three cents a share, fully franked. I think that's something we've done very well over our journey, is really balance that growth and dividend paying element of the business. Which is a good segue into cash, and we have another excellent half of cash generation with EBITDA to cash conversion of 97%, which really continues our long track record of delivering excellent cash. You know, our net debt has reduced to AUD 21.2, and you can see we've significantly reduced debt, and, you know, now back close to a net cash position, which is an excellent performance post the TAMS acquisition. As we look to the future, we also made the acquisition of TAMS in the half. You know, we announced that in October, and it became effective from the first of November. You know, a highly accretive acquisition and one that I'll touch on a bit more in the presentation. A terrific evidence of winning and executing work. You know, we've got record work in hand of AUD 4.2 billion, which is up 24% on this time last year, an 80% annuity earnings recurring profile, which gives us that platform of visibility into the future. Most pleasingly, today, we are upgrading guidance for FY 2026 to an EBITDA range of AUD 164 million-AUD 168 million and AUD 126 million-AUD 130 million, which really continues the strong growth profile of the company. We are generally a 45, 55 split in terms of first half, second half, so you can see the significant uplift in the second half, which is very much aligned to the profile we've had over a long, long period of time. So really good, in summary, performance, excellent financial performance, terrific returns for shareholders, excellent cash. You know, the acquisition of TAMS is going exceptionally well. Great work in hand, and today we're upgrading guidance, which really shows you the trajectory of the company as we move into the future. I want to sort of move into some of the more deeper financial slides. We move over to slide 7. You can really see the first half performance, very strong on every line. You know, particularly pleased with the continued margin percentage performance. You can really see that top-line performance translating into bottom-line margin performance, which is really part of the benefit of us becoming a much more capital light business to where we were perhaps 6-7 years ago. It's a terrific result. EPS accretion of 20%, which I touched on in the summary, 20% uplift in dividends, and just the fundamentals of the business, you know, continue to strengthen. I think that's something for me, in some ways, the numbers don't do justice just to the quality of the business that we have today. I'd always link that back to strategy and us executing and doing everything that we said we would do over a long, long period of time. It's not just one year. As we move to slide 8, you can really see our track record of delivery over a long, long period of time. You can see the positive trend from an EBITDA, from earnings per share, from a dividend uplift, from a graphical perspective. And if you move to slide 9, which is for those that are more, I guess, numerically minded, which is probably most people on this call, you can really see the track record of delivery. It's - there's not a metric that we haven't absolutely belted out of the park over a long, long period of time. You're really seeing further evidence of the transformation of the business. EPS growth of 150% over the last four years, that transition to 80%+ annuity recurring. The really good track record of winning and executing work over a long, long period of time, I think that's something we've managed very well as a company in terms of not just winning work and growing as a business, but showing clear evidence of executing and improving margin as we continue our journey. Really long-term track record of cash generation, which is funding both our growth and dividends. You know, cash is a very I always say safety is a glass ball in business. You know, cash is is really the second the second ball. The rest of them are rubber, and they'll bounce, but cash is something we focus on very heavily as a company. It's very much part of our DNA, and you're really seeing further evidence of that today and evidence of us continuing to execute the SRG Global strategy. I guess, you know, you look at the cash generation, which I've already touched on. That's really funding our growth. You know, EBITDA to cash conversion on slide 10 of 97%. You know, terrific high free cash flow. You know, we've managed to pay down debt pretty quickly here, and it's really continuing that strong track record of delivery of cash, funding growth, while also increasing the dividends that we're paying to our shareholders. So we move to slide 11. That really puts us in an extremely robust financial position. You know, available liquidity of AUD 273 million, you know, nearly back to net cash position in a very, very quick period. So we've got exceptionally good funding to continue to grow the company, both organically and inorganically. And you can see from our balance sheet, it's an extremely robust position, but also gives us a lot of flexibility as we move into the future to keep driving the growth and returns to shareholders of the company. And I think most importantly, as we move to slide 12, it's really underpinned by a very, very strong foundation. I always say in business, it's not the best widget or the smartest strategy that drives performance, it's culture, and it's really us living and breathing what we stand for as a business. Live for the challenge, smarter together, never give up, and have each other's backs. That's our culture. That's what's driving our performance. I always say to shareholders, when you think about investing in SRG Global, that's what you're investing in, what we stand for as a business. We move to slide 13, which, you know, a bit around sort of ESG in action, and really for us, it's about how we keep things real and how do we make a difference as a business. You know, in slide 13, we're very much focused on, you know, bringing some of this to life and what we're actually doing. You know, from an environmental perspective, you know, we've implemented the Workiva carbon platform, which will enable us to capture sort of and prepare ourselves for the climate reporting in FY 2026. You know, Atlassian is a great example of sort of working with our clients on smarter designs, to drive environmental performance. You're seeing some further examples there of, you know, different types of materials, different ways, different types of facilities to really continue to drive the environmental footprint of SRG Global. I think in really simplistic terms, it's about smarter designs, materials, and facilities and really working with our clients to help make their business and their environmental footprint better. The reality is we operate on client sites, and it's how do we help them and work with them? From a social perspective, I'm really proud of the continued great work we're doing with our Bugarrba Aboriginal Joint Venture. It's continuing to really grow and deliver excellent outcomes. We've now progressed into the Innovate RAP from the Reflect RAP, which is really focusing more on the what and the how as we move into the future. You know, you're seeing some good examples there in terms of different types of programs we've got in place from in schools, also our graduate programs, our traineeships, in terms of how we continue to sort of bring new people into the business as we keep growing into the future. And then there's some great examples of some of the social partnerships we've got. And really for us, from a community perspective, it's about being a really good local citizen in the local communities on which we operate. From a governance perspective, you know, we have zero harm committees at board, executive, and business unit and site level to really drive the safety performance. You know, I always call safety the glass ball. In business, you know, you juggle a lot of balls in business, they're all rubber. In reality, safety is a glass ball that you can't afford to drop. Every day is a new day. It's probably something we don't celebrate 'cause every day is a new day. In reality, our TRIR is 2.2, which is really industry-leading, from that perspective, but is the glass ball and one that, you know, we, we continue to remain diligent and focused. You know, from a risk management perspective, you know, doing a lot of really good work. Particularly proud of the work we're doing in the psychosocial space, which is an issue not just in industry, but also society, as a whole. For us, it's really how we equip our frontline leaders to, you know, keep managing, you know, what is a massive issue for society. We're not asking our frontline leaders to be psychologists, but it's really training them up to sort of, you know, to look out and have each other's backs and help lead people as we move into the future. From a systems perspective, a lot of great work happening, and we've implemented Felix procurement software, which really drives our supply chain management and oversight. Our project involved Microsoft D365 rollout, where we're standardizing our systems, is very, very well progressed, and, you know, the team's done an excellent job, in, in executing that and very well supported and sponsored by our leaders in the business. So I think from an overall governance perspective, a really robust framework in place, and I think from, you know, from an overall ESG perspective, you're really seeing how we are keeping it very real and how we're making a difference in some of the things that we're bringing to life as a company. So I think, you know, that's very much, I guess, the overarching summary of the company as a whole. You know, extremely good performance, but also, you know, underpinned by a very, very strong foundation. We'll probably switch gears now and go a little bit into the detail on the operating segments, and I'll now move forward a couple of slides to slide 15. And you can really see from both segments, you know, really strong performance and really great example of operational execution with very consistent margins across the board. You know, maintenance, industrial services, very much is delivering step change, step change growth, and you're seeing further evidence of that in the first half of FY 2026. Engineering construction, very targeted and specific and really focused on clients that we— we've dealt with for long, long periods of time. Commercial frameworks, well-established and really, really delivering consistent performance. Bit of a swing in E&C between the first half and second half. From a timing perspective, it'll be a little bit stronger in the second half than the first, but that's more just a timing issue of spend, particularly in the government space. We move on to slide 16 on maintenance industrial services, and, you know, for those that are newer to the story, a bit about what we do in our core services. There's probably a couple of key takeaways from slide 16. It's just really the quality of the client base that we have, a very, very blue chip client base, and really good evidence of the diversity of services that we offer and the diversity of sectors on which we play in from a maintenance industrial services perspective. Moving to slide 17. So, you know, if we look at the first half, you know, excellent performance and really further evidence of step change growth as a company. The number of new long-term contracts secured in the half with companies such as Wesfarmers, South32, VicRoads, Tianqi, Alcoa, Roy Hill and Rio Tinto. Really good evidence of further spread, you know, geographically across a diverse range of industries all across Australia and New Zealand. You know, we've had the successful acquisition and now integration of TAMS into the business, and I'll touch on that a bit more in a moment. What we're seeing is further really strong growth opportunities in a number of sectors that have got good tailwinds in front of them, being water, transport, resources, ports and marine, and the energy space, and really great evidence of the excellent execution in the first half. From an engineering construction perspective, you know, for those newer to the story, you get a good sense there of what we do and our core services. Look, I think there's a couple of key takeaways here. It's again, the quality of the client base that we have, very much government and private world in the blue chip space, and the fact that they're all repeat clients, you know, well-established relationships, well-established commercial frameworks, and clients that really value what we do over multi-decade relationships. As we move to slide 19, a really strong performance in the first half, you know, excellent execution of work. You know, really good delivery of work, of specialist work in the water infrastructure space, particularly in tanks and dam anchoring across Australia. You know, winning terrific work in transport and defense into the government world, and also renewables as well, with the Bonnie Downs Wind Farm with Fortescue. You know, facades continues to go from strength to strength, really winning repeat work across Australia and New Zealand in health, education, and data centers, and probably a little bit, a little bit stronger in the second half than the first half, in terms of timing of spend. And I think, as I've said at the start, a really robust commercial framework, which is absolutely key from an E&C perspective. Early contractor engagement's really our model, well-established long-term relationships with blue chip clients in transport, defense, water, resources, data centers, health and education. And for us, it's about being very, very targeted and specific and sticking to things that we're specialist in and really good at delivering against, and you're seeing the further evidence of that in the first half. I'll sort of touch on the TAMS acquisition, you know, and I think overarchingly, absolutely on track. And to me, the most important thing is a really excellent start culturally, which is generally where these things succeed or fail. It's something that I focus on really exclusively in the first six to 12 months. It's ensuring that the cultural integration is strong, and in the first couple of months, it's been really, really strong and I guess us embracing the TAMS people and TAMS people embracing us, and you know, one plus one equaling three. So we made the acquisition of TAMS, and we announced that in November. It became effective in the first of November 2025. Now fully integrated into SRG from a business, systems and process and review perspective. You know, delivered a smidge above business case in the first couple of months, with a really strong outlook for FY 2026 and beyond. I think, as I touched on the start, that sort of cultural engagement and alignment and just a, such a natural fit between the two companies. It's very obvious and people are embracing each other and looking—y ou know, there are a terrific pipeline of opportunities as we move into the future, which I'll touch on a bit more in a moment. But probably those newer to the story of TAMS, and why did we do it, as we move to slide 22, the strategic rationale. It was a transformational acquisition of a market leader in marine infrastructure services. An absolute clear strategic fit with very, very complementary self-performed delivery capability, very aligned to our model. Gives us an instant market leadership position in highly attractive segments for critical infrastructure services. Again, I go back to that word critical. You know, that's very much our model, and TAMS is very much aligned with that in some terrific segments. You know, obviously, ports and marine being the one, but resources, energy, transport, water, and opportunities in defense. Brings a competitive advantage with a strategic footprint of shore bases, which are very, very difficult to replicate, you know, creating strategic moat. It really diversifies and enhances, you know, the cross, the cross-selling growth opportunities of SRG, and it was a highly accretive acquisition with a high level of recurring revenues and a capital light model with CapEx circa 2%-3% of revenue. So we move to slide 23, which has touched a bit on TAMS' service offering. What you can see here, it's they play across the entire asset life cycle, everything from upfront asset inspection, early engagement and advisory, design engineering, construction, delivery, and asset maintenance, which is really the core part of the business. Complete self-perform capability across the asset life cycle. Very much an early contractor partner of choice, a very much early contractor engagement model similar to our own. Absolutely industry-leading management team that all came across with the acquisition, and a lot of in-house expertise and technical specialists from an engineering perspective as well. We move to slide 24. Very complementary core capabilities and look, in really simplistic terms, TAMS is very much coming from the sea to the shore, from a maintenance and engineering solution. SRG, very much coming from the land to the shore. So very, very complementary on what we do. As we move to slide 25, it really strengthens our marine infrastructure offering. You know, it's not a foreign sector or a new sector to us. You know, SRG is seeing some examples there of what we've done historically in the bottom half of slide 25, but very much specialist sub-elements. What TAMS has done is really take us to a market-leading position with some of the examples we've shown at the top. As As we kind of move to slide 26, which really touches on, you know, I guess, brings it a little bit to life. This is a case study on the asset maintenance side of the business, which is the core part of TAMS. This is the Port Hedland shore base. You know, you're seeing some of the blue-chip clients that we have, which are clients for SRG's core business as well. You know, long-term relationships, long-term contracts, and a full breadth of services, everything from subsea, asset maintenance, remediation and upgrades, and specialist fleet services, and, and that is, you know, probably the largest shore base that we have across the group. And slide 27, which is more on the engineering construction side of TAMS. This is the Broome floating wharf. You know, it's very much one of the first of its kind in Australia. It's, you know, state-of-the-art floating wharf infrastructure that basically now provides 24/7, 365 day a year access to the Broome Port. TAMS has recently completed this project and really showcases, you know, the engineering specialist skills that TAMS have. You know, full end-to-end self-perform from early contractor engagement, engineering, construction, and now ongoing maintenance. And, you know, given Australia is the largest island in the world, this there will be more opportunities for this type of infrastructure moving forward, but it really does showcase the specialist engineering skills that TAMS has. Which is probably a good segue into slide 28, which is probably a bit on some of the key end markets for TAMS and some of the opportunities. And we think about marine infrastructure on slide 28, it's critical sovereign infrastructure. It's critical for our trade, for our economy, and it's very capital intensive and aging in nature. You know, what that means as we move to slide 29, is we've had multi-decade levels of increases in output, particularly in the energy and resources space, and that's placed more demand on port infrastructure, requiring more upgrades, expansion, and now ongoing increasing maintenance spend, and that will only continue as we move into the future. Slide 20-- slide 30 is a bit more on, I guess, the sort of more engineering construction side. You know, there are a significant number of projects coming up, both in the private and the public space. You know, probably one in particular, which is a very obvious opportunity, is in the government space in defense. As we move to slide 31, the reality is TAMS don't play in defense today. That is something that we do. We do play in as SRG Global as a group, and we think about the Australian Defense Force, you know, their integrated investment program of AUD 330 billion over the next 10 years. 38% of that's in the maritime space, which clearly is an opportunity for SRG Global as a group, and particularly TAMS as part of that. You know, it's a very much a medium-term play. I'm not promising anything tomorrow, but clearly we've got some strategic shore bases which are close to these assets. We play in the space today, and with TAMS, we have a now another further point of difference. And I think defense is one of probably 12-15 opportunities across the greater SRG Global group in terms of how we can continue to drive performance. Certainly it was in our thinking when we bought TAMS, that this would open up opportunities further in defense in the medium term for us. So I think in a nutshell, TAMS, terrific start. You know, we are really two months into the acquisition. Really pleased with how it's come together culturally. You know, Ade Faulkner and the team led it exceptionally well, and I'm really glad how we're embracing each other as a group. And look, you know, there are some good opportunities on the horizon. I'm very much forecasting business case for the first eight months in line with what I said at the time of the acquisition. And, you know, there are some really good opportunities to cross-sell different parts of the business together. Which is a great segue into the future and the way forward for us, as a company. We move to perhaps slide 33. In some ways, I feel, boring. I've been presenting this slide for about eight years now, and I think that's one of the strengths of SRG Global as a group. We've had a very, very clear strategy for a long period of time, and you're really seeing evidence of us continuing to execute against that strategy and, and maintaining a real strong discipline and focus in delivering against that. You know, the growth horizon and the leadership horizon are very much morphing together as one. It's very much long-term step change growth in maintenance, industrial services, very targeted from an engineering construction perspective and wanting to be, you know, zero harm and industry leader from an ESG and a place that people want to work. You know, we continue to really leverage innovation and technology. There's a lot of software and technology in the group, but I very much see that as an enabler to give us the opportunity to execute work and provide us with a core competitive advantage. You know, we'll keep looking at acquisitions that either complement our capability or our footprint. You've seen further evidence of that through the TAMS acquisition. Keep delivering above-market shareholder returns, and you're seeing further evidence of that. And sort of that 80-20 split from an annuity recurring earnings profile is very much where the business is today, and that gives us that sort of platform, that visibility, and that very steady opportunity and platform into the future to allow us to be very, very targeted and specific on that sort of more project-based win and do side of the business. Which really provides us a great platform to the future as we move to slide 34. You know, the transformation we've been through is delivering sustainable growth, you know, terrific work in hand, you know, a terrific pipeline of opportunities across a broad range of sectors. You know, we are upgrading guidance today from 100 and to AUD 164 million-AUD 168 million, you know, which is again, another increase to consensus, and that continues to derive the really strong momentum in the business as we move to slide 35, where we've upgraded guidance, terrific work in hand, really good long-term sustainable growth in the next 3-5 years. Positive exposure to a number of really good sectors that have got good growth thematics in front of them, such as water, energy, resources, transport, defense, health, education, data centers, and ports and marine. And the transformation that we've been through to diversified infrastructure services company will keep delivering consistent growth and really high-quality returns to our shareholders. Which is really, I guess, as we move to slide 36, the investment proposition of SRG Global. In a complete— into an asset life cycle capability where we self-perform everything that we do. We play across diverse market sectors and geographies. I always say that gives us a natural hedge, that we're not relying on any one client, one sector, one geography, but have a very, very broad platform which to grow the business into the future. A highly scalable business model with experience, systems, and structure, and you're really seeing further evidence of that, today. You know, a high level of annuity earnings, which makes us very predictable and investment, and investable. A capital light investment profile with CapEx as a group is circa 2% of revenue, and a really good high growth stock and a good dividend paying stock, and one that I think we've done very, very well over our journey over the years of really balancing, funding the growth of the company, but also increasing the dividends and returns to shareholders. I really want to thank shareholders for their support over the period. You know, we are in exceptionally strong position, and there's probably a couple of people I really would like to acknowledge, which is Peter McMorrow and Michael Atkins, who are two of our very, very long-serving directors that are retiring today. They've been an enormous support to Roger and I, and the group, and are going out on an absolute high on where the company is today. I'd really like to welcome Mark Foster and Alan Rule, and really looking forward to working with both them and the rest of the board as we keep driving the company into the future. In closing, I want to, once again, thank our people. You know, you keep stepping up, you keep living into the challenge, you keep being smarter together, you never give up, and you have each other's backs. I'm incredibly proud to be part of the team. I'm really looking forward to continuing to work with you over not just the next half, but in the next three to five years as we keep growing and building this company into the business that I know we can be. Thank you. Awesome. Great. Thanks, David. It's Roger Lee here, CFO. So I will take over the questions side of things, and we'll do. I'll moderate the questions. So thank you for the submission of questions so far, and, if you have any more questions as well, just please keep them coming. So a couple of ones to start off with. E&C earnings flat year-over-year, but my understanding is Tanks business is set to pick up quite substantially in FY 2026. Any offsets there? What's your view on Tanks in the second half? Well, TAMS is part of the sort of water space. Something I think I mentioned sort of in the presentation, sort of water infrastructure, you know, really strong, particularly in the tank and dam anchoring space. You know, E&C will be stronger in the second half- Yeah. -than the first, which is more probably a timing period for spend. Particularly in the government world, it tends to more flex to the second half than the first. So really more a timing, a timing piece. Yeah. And while we're on E&C, a couple of questions around the margins at E&C. Looks like it's at around 7%. And for us, you know, we've always talked about the margins in E&C be between 7% and 8%. Yeah. For us, it's a mixed thing and, you know, it's well within the range and, you know, we see it continuing to be in that range and perhaps improving from the 7% mark- Yeah - going forward. Base maintenance growth ex TAMS an extra 2 months at Diona was very strong. Can you talk to the key growth drivers? Well, I think ultimately, you know, it's very much the strategy for maintenance and industrial services to be the key growth engine of the group, and, you know, you've seen further evidence of that in the first half. You know, we continue to pick up good contracts across a diverse range of sectors and really leveraging the footprint. You know, the market for probably four or five years now is very much more if they want to deal with less, with less players that can do more- Yeah -for them. We are very diverse in what we do and what we can offer, and that's very valued for our clients, and it's opening up more and more opportunities for us. So I think you're just really seeing the evidence of that occurring. Yeah. Question on TAMS. How's the integration of TAMS going versus original expectations and your view on further synergies? Yeah, I think the first two months very much, you know, in line with business case, probably just a smidge above, from a run rate perspective. You know, it's very much delivering, you know, the expectation it will deliver the business case in the first eight months. And look, you know, from a synergy perspective, it's really more around the revenue synergy. This was not a cost cost synergy play, but, you know, a really good business performed a business case in the first two months and it will continue to do so in the back half of this year. I think most importantly for me, the culturally really, really strong, from integration perspective and also from a client perspective, just the sort of feedback on what that adds to the group and the diversity of what we can now offer. And And really only that takes time from revenue synergy to really sort of realize that. And, you know, I always like to sort of give businesses breathing space- Yeah -to sort of keep a good business, really deliver the business case in the first 12 months and really set it up for the long term, and hence the focus on the cultural piece. But, you know, it's had a terrific start, and, you know, we expect that to continue. Couple of questions here around the organic growth, of the business, excluding Diona and TAMS. What's your view on that, David? Look, I think organic growth was strong in the first half. I think from a sort of revenue and EBIT perspective, it's around that 8, around that 8%- Yeah -mark. I think it'll probably perhaps be a little bit stronger again in the second half- Yeah -of this year, just in terms of timing of spend between the first and second half. And we are very much generally a 45, 55 split first half- Yeah -second half company. And look, we're really probably seeing, particularly in the government world, probably more spend falling to the second half- Yeah - than the first. And then I think also in E&C, and it's just a timing piece in terms of what's and what's coming down the pipe and what we'll sort of execute more in the second half than the first half of- Yeah -but it's very much around, you know, from a profile of 45-55, it's very much in line with where we've been over a long period of time. Yes, and clearly our view on FY 2026 is strong, given the upgraded guidance. Yeah, well, you know, we can see that the first half, EBITDA of AUD 71, you know, and, and guidance of AUD 164-AUD 168- Yeah - clearly implies a, you know, a really strong second half, which is being consistent with what we've done historically. Yeah. Question on TAMS. TAMS contingent consideration implying EBITDA of greater than AUD 50 million in year 1. Is that a correct interpretation? And what's driving the uplift, potential uplift on against the pro forma number of AUD 35 million? And look, I think for us, just a couple of points to make there. Yes, clearly, we've formed a view on the contingent consideration of TAMS. You know, that's. We're 2 months into the business, extremely positive to what David's point was before on TAMS. And look, it's a, you know, we've got a 12-month period to assess it, but as you can see with our initial assessment, it's a very positive one. It will. TAMS' results will be reported over 3 financial years, as you all would be aware of. But our view on TAMS is positive. I think that would be the overarching commentary. Yep. It's great to see the base M&I business segment delivering strong year-on-year growth. Can you please provide some color on end market and things that may be weaker in terms of market segments? Oh, look, it's really strong across the board. You know, resources is very strong from a sort of maintenance perspective, you know, water, very strong. Energy, strong, particularly from an asset inspection perspective, which has had a stronger first half for us as a company. You know, good work in the transport space, as well. And, you know, clearly there's some terrific opportunities in the marine space, from a maintenance perspective moving into the future. So, you know, strong growth thematics across the board in maintenance, industrial services, and really us leveraging clients that we're already doing business with today, and so adding more services and contracts to them. Yeah. And look, it's kind of mystery. I mean, SRG's been around for more than 60 years, but I, I still think we're scratching the surface in terms of just, the diversity of what we can offer clients and then building an understanding of, of us and what we, what we can offer. Yeah. I'm not sure we covered some of this. I'll go through it anyway. Any major construction work opportunities coming up in the pipeline for TAMS since acquisition? TAMS outlook underpinned by investment case of recurring maintenance streams only? Yeah, look, I think from a—y ou know, it's, it's very early days and, you know, the Broome project, which I touched on in the presentation, was very much what they focused on over the last period. You know, the base business case is really more focused on the maintenance and maintenance side of TAMS. Yeah, there are some good medium-term opportunities in the engineering construction space and, you know, that will play out over time. But, you know, really my message to the market is, you know, I'm focused on delivering business case in the first 12 months. Yeah. With the combination of TAMS and SRG's construction capability, what's the ability to leverage this into multidisciplinary construction contracts and also to broaden into the defense sector? Look, it's, it's a very, very clear opportunity from the construction side of things in terms of offering. You know, when you think about the, I guess, in layman's terms, I talk about TAMS from the sea to the land and SRG from the land to the sea. You know, there are some good complementary opportunities coming up. That will take a little bit of time- Mm. -because we are very, very targeted and specific on what we will and won't do. But, you know, there will be some good opportunities to cross sell cross sell the businesses together. You know, defense is, again, I said, it's a medium-term play. And look, you know, my sort of view on defense is probably not as bad dissimilar to some of the other government too, that tends to push to the right a bit. And, you know, for me in defense, it's a very long-term play for us. You know, I'm sort of thinking a 10-20 year horizon in terms of where we can play and, you know, that will take a little bit of time. Yeah. Just while we're in TAMS, can you talk to the construction pipeline of TAMS? I think we've already covered it enough. We've covered. I mean, I never really like to talk about individual projects from a commercial sensitivity perspective. But, you know, there are some good opportunities, but they take time. M&I segment looks like stronger revenue growth ex TAMS, but slightly lower margins year on year. Can you provide some commentary on the drivers for the segment during the half year and the expectations for the rest of the year? Oh, I think we're getting going around the edges there with probably 1.2 or 1% or something. Yeah. So very much, you know, consistent margins with what we've had. And if I'm getting asked around 0.2% or 1%, then I'm probably, yeah, yeah, I think the reality is, margins very, very consistent with historically, and that'll be the case in the second half as well. Yeah. You know, excellent. Thanks, Dave. So what capabilities are you seeking in future acquisitions? It seems like you have most areas well covered and built out already. Yeah, look, I, I think for us, you know, we're very much focusing on delivering the organic side of the business, integrating TAMS well. We've, we've shown a really good track record over a long period of time inorganically of buying well and, and, and executing and integrating well. Also, you know, probably for us to be more in that maintenance industrial services space, you know, the right thing presented, you know, perhaps with some further mechanical capability, which we've got today, but we could possibly bolster that out. And then if there were sort of specialist sub elements that are complementary, to what we're doing, today, we would, we would look at it. And, I think the key thing for us is that we're, you know, we're nearly back to a net cash position. You know, TAMS is well integrated and- Yeah -it's about being ready, but not needing to do anything. And I think for us, you've really seen that over a long period of time, that we can be nimble and quick. You know, we don't like participating in processes. We are very focused and think about things over long, long periods of time and track them over long periods of time. So, that's probably the extent I'll go to on that today. Yeah. Question on lease payments and where they appear in the cash flow statement. I'll, I'll cover that one, David. So the cash, the lease payments appear in the repayment of borrowing section in the cash flow statement, and clearly within our cash flow chart, it shows a separate line for lease payments in there. Yeah, question on today's EBITDA print of AUD 71 million implies AUD 95 million in the second half to hit the midpoint of guidance. This would imply 43, 57 first half, second half split. Is that correct? And could you talk a little bit about why you are so confident in the second half? Well, I mean, clearly we've gone through and delivered guidance, clearly the guidance today. We've got very, very long-term visibility in terms of long-term contracts. You know, always sort of roughly that 45-55 split, and with the sort of foot forward visibility of what we've got locked- Yeah - locked in. You know, clearly, if I'm providing guidance today, there's a high level of confidence, and I'd like to think our track record over a very, very long period of time shows us deliver against that. So it's the kind of metrics that are in line with where we've always been, with seasonality and more government spending generally in the second half than the first half. Yeah. Excellent. Question on decarbonization. What does it look like across the business and, and our view on, on, on that? So I think for us, you know, we've always said that decarbonization was always gonna be a practical view. I think, David, you covered off on the ESG side of things quite well, that, you know, whatever we do, it's gonna be practical, it's gonna be executable. And I think for us, you know, we're servicing our clients, in terms of being their offering service provider in their, their decarbonization journey, and we'll continue to keep it real, in every aspect of that. Yeah, and I think in really simplistic terms, it's we're in our clients' smarter designs- Yeah - you know, looking at different types of materials, looking at different types of facilities, and we'll keep doing that in a very practical and pragmatic way. I think you're seeing really good evidence of that in what we presented today. Yeah. I think that's the end of our questions. Yep. Over to you, David. Yeah. Well, look, I think in closing, just really wanna thank everyone for joining the call today and, you know, looking forward to continuing to the drive the company and keep building, you know, what is a very, very special business. So thank you. Yeah. Thank you, everyone.