Good morning, ladies and gentlemen. My name is John Eales, and I'm the Chair of Trajan Group Holdings Limited. I begin today by acknowledging the traditional custodians of the land on which we meet today and pay my respects to their elders, past and present. I extend that respect to Aboriginal and Torres Strait Islander peoples who have joined us today. It is my pleasure to welcome you to the 2025 Annual General Meeting of Trajan Group Holdings Limited. It is now 10:00 A.M. Australian Eastern Daylight Savings Time. As we have a quorum, I declare the meeting open. Today's meeting is being held virtually via the Computer Share meeting platform, where attendees can watch a live webcast of the meeting, and shareholders and proxies can ask questions and submit votes online. For those participants joining online and who might be unfamiliar with some of the functions of the Computer Share platform, such as asking questions and how to vote, we will display instructions on the screen shortly. Please note that this meeting is being recorded. I would now like to introduce my fellow Directors: Stephen Tomisich, Founder, CEO, and Managing Director; Robert Line, Executive Director and General Counsel; Tiffany Lewin, Non-Executive Director; Sara Watts, Non-Executive Director; and Dr. Rohit Khanna, Non-Executive Director. Also in attendance today, we have Alister Hodges, CFO and Joint Company Secretary. The company's auditor, RSM Australia, is represented here by Billy Chan, whom I also have the pleasure of welcoming today. The auditor will be available to answer questions on the conduct of the audit and the audit report for the year ended 30 June 2025. Representatives from Computer Share, our share registry provider, are also in attendance. I'll start today's meeting by walking you through some procedural guidelines for voting and question submission. After that, I'll provide an overview of Trajan's highlights and outlook. I'll then pass the floor to Trajan's Founder, CEO, and Managing Director, Stephen Tomisich, for an update before we turn to the formal business of the meeting. The notice of meeting was made available to shareholders on the 25th of September 2025. I propose that the notice of meeting and explanatory memorandum be taken as read. Proxies received prior to the meeting will be shown on the screen for each resolution dealt with today. For those shareholders who have not submitted a proxy for today's resolutions, once I have declared the poll open, you will be given the opportunity to vote on all resolutions. As stated in the notice of meeting, as Chairman, I intend to vote those proxies left to the discretion of the Chairman in favor of all resolutions. Resolutions one and three, one and three through six, are subject to voting exclusions, as detailed in the notice of meeting. These exclusions will be considered when the poll is conducted. Finally, I note that shareholders were afforded the opportunity to submit written questions to the auditor, and I advise that the auditor has received no questions in writing. Only shareholders, validly appointed proxies, and corporate representatives are entitled to ask questions. To submit a written question, you may do so at any time during the meeting via the speech bubble icon on your screen. Type your question in the chat box on the right of the screen and then select send. Confirmation that your message has been received will appear above. Please note that while you can submit written questions from now on, I will not address them until the relevant time in the meeting. While time constraints may prevent us from answering all questions, we'll do our best to answer all your questions during the meeting. Please also note that your questions may be moderated or, if we receive multiple questions on one topic, amalgamated together. For those shareholders who wish to ask a question verbally, please follow the instructions shown below the broadcast window on the online platform, which will take you to a phone number to call. If you are asking a verbal question, please state your full name before asking your question. Please limit your questions to only one to two questions at a time and then rejoin the queue to allow others to ask questions. To provide you with sufficient time to vote, I now declare voting open on all items of business. Voting today will be conducted by way of poll on all items of business, and Computer Share will act as the independent returning officer. For those eligible to vote, as the poll is open, a voting icon is available on your screen. Selecting this icon will bring up a list of resolutions and present you with voting options. You are free to submit your votes at any time. To cast your vote, simply select one of the options. There is no need to hit submit, as the vote is automatically recorded. Please ensure you cast a vote for all resolutions. You will receive a vote confirmation notification on your screen. To change or cancel your vote, click the link, click here to change your vote at any time until the poll is closed. Votes may be changed up to the time I declare voting is closed. I'll give you a warning before I move to close voting. My Chairman's Address. Ladies and gentlemen, fellow shareholders, thank you for joining us at Trajan's Annual General Meeting. It is both a privilege and a pleasure to stand before you today as Chair and reflect upon what makes our company truly special. Trajan Scientific and Medical draws its name from an emperor admired as much for building lasting foundations as for ruling an empire. That legacy quietly echoes through our own purpose, building the precise tools on which progress and discovery depend. Our year was marked by resilience. We navigated economic and political uncertainty, adjusted swiftly to global events, and still presented strong results, delivering group revenue of $166.5 million. While growth of over 7% in challenging times is a result I'm proud to share, our story runs deeper than the typical measures of success. At Trajan, every milestone and every decision point is guided by strategic consistency, reliability, and purpose, which in turn delivers long-term sustainable financial results. Our team of over 600 is united by a commitment to developing scientific tools whose quality enables breakthroughs, whose reliability builds trust, and whose precision supports better outcomes for people everywhere. When disruptions struck, our make-in-region-for-region manufacturing model allowed us to respond quickly, launching new product lines in Malaysia in just eight weeks, ensuring supply for key customers, and proving our agility when it mattered most. Some industries cut corners when challenges arise. In our industry, precision is everything. At Trajan, we double down on quality. Whether it's enabling a lab in China to assess food safety or supporting clinicians worldwide with minimally invasive technologies, the tangible impact of our products extends to the work that protects health, safety, and the environment. Over our 14-year journey, around a third of our growth has been organic, reminding us that Trajan's success is as much about nurturing what we do well as it is about seeking new opportunities. That organic strength is supported by disciplined financial management. We reduced net debt, improved our balance sheet, and carefully balanced our operational priorities. We did experience some pressure on our margins, driven by a mix of global factors and our own choices in product development, but I'm confident in our continued focus on optimization and value recognition. Of course, all of this comes with responsibility. Our journey to embed sustainability, ethics, and social responsibility into every aspect of our operations has taken a step forward. This year saw Trajan complete its emissions baselining, move to renewable energy in key regions, and achieve an EcoVadis sustainability score that places us at a good rating globally. These advances, along with our continued work on sustainable packaging and supply chain transparency, are not just checkboxes. They're the foundation for the future that our shareholders and customers expect from us. Everyone at Trajan is aware that lasting value is more than what is built quickly or celebrated in the news. It's built in the integrity of every result, the trust of every customer and shareholder, and the purpose driving every innovation. With our dual growth strategy, a strong culture of execution, and a proactive approach to challenges and opportunities, we are ready for another year of progress. We are not just adapting to the present. We are building tools and relationships that will matter for decades to come. We are equally focused on two tasks: one, building fundamental business value through the commercial success of our products and services, which ultimately benefit society; and two, on providing adequate information to our shareholders and potential shareholders so that our true value and improved share price can be realized. At the conclusion of this address, our CEO, Mr. Stephen Tomisich, will share a business update for this first quarter and our plans for FY2026. I'd like to thank Stephen and his team and my fellow directors for their support throughout the year. I'd particularly like to thank Sara Watts for her dedication and counsel along the first four years of our journey as a public company and wish her well. To you, our shareholders, you entrust us to create enduring value, and I assure you that your trust is valued and well placed. Thank you for your continuing confidence in Trajan Group Holdings Limited and for supporting a journey that benefits not only our business but the broader society and future generations. Thank you. I would now like to hand over to the company's Founder, CEO, and Managing Director, Stephen Tomisich, who will provide an update on some of Trajan's achievements. Thanks, Stephen. To the first slide of the presentation, please. Good morning, everyone, and thank you for attending Trajan's Annual General Meeting. Over the next few slides, I'm going to provide you a brief trading update, share some of the operational activities and initiatives in this first quarter, and also confirm our view about where we expect to head in fiscal 2026. If we jump straight into it onto the next slide, I'd like to just reflect on the report that we did back in August of the full year results in fiscal 2025. Some of the key takeaways there were, first of all, that it was a record year in terms of revenue, saw us return to some significant growth trajectory. When we look at that growth of around 7.5% in terms of the industry performance and that of many of our peers, we could see that we were quite pleased with the progress that we made. We can also reflect on fiscal 2025, and that's better. I can see the slides now. We can also reflect on fiscal 2025 and look at the improvement that we made in our EBITDA performance, but at the same time, reflected on a gross margin that was below our overall expectations. We spoke about that at the release of those results, mainly driven by some of the mix that we had in our capital equipment business. From that point forward, we set the scene going into fiscal 2026, I must say, with some confidence. If we go to the next slide, we can start to review what we've been experiencing now in the first quarter. I'm going to talk about the two key segments of our business, the components and consumables business, which is about two-thirds of our revenue, and capital equipment that's about one-third of the revenue of the group. First of all, looking at components and consumables, we've been observing in this first quarter continued growth right across the portfolio. For those of you who might not be as familiar with us, just a reminder that when we look at that portfolio, I'm talking about more than a dozen different product families and product groups. When I look at the performance in the first quarter, the growth has continued circa around 10%, but right across that portfolio. There's no reason why I wouldn't expect that rate of growth to continue as we go into the second quarter. I'll be talking a bit more about the performance of each of these segments when we get further on into the deck. I have to say, though, that the capital equipment side is a bit of the opposite story. We spoke at the release of the results back in August that there's a number of macroeconomic factors that were potentially going to impact our capital equipment business. It's quite a different business in that it involves, you know, by definition, capital expenditure by our customers that requires budgeting, planning, and then, of course, approval. What we're observing, both in the U.S. and in Europe, is still a degree of uncertainty cautioned by our larger customers, not necessarily cancelling their interest in the solutions that we can provide, but certainly in a number of cases, postponing or delaying. Meanwhile, the outlook in Asia continues to remain quite positive, as we were experiencing late in last financial year. Overall, that's part of the business. The capital equipment segment is down about 20% in Q1. When I look, though, at the opportunity funnel—so what I mean by that is when I look at the prospects that we're engaged with right now and the various stages that we're working through to ultimately result in an order which converts into revenue—that funnel is holding up quite healthy. I expect that as the year progresses, we will continue to gain ground on a pretty slow starting point for capital equipment. Where does that land us? The summary of all of that is that with two-thirds of the business continuing strong growth, one-third, you know, down a bit here, as we can see in this summary, overall as a group, we're still up in revenue terms compared to where we were at the same time last year. At this point in time, we have no reason to change our full year guidance, and it's maintained at the $170 million- $180 million for the full year revenue and an EBITDA between $16 million- $19 million for the full year. Let's have a look on the next slide at a bit more detail in terms of some of the key milestones that we've achieved in this first quarter. There's three in particular that I wanted to highlight today. First of all, our largest customer. Now, many of you are aware that our largest customer accounts for something like 20% of Trajan's revenue. We have spoken very often about the strength of that relationship. Indeed, over the last decade, they have accounted for about 20% all the way along. As we've grown significantly in scale, so has our relationship with them. When we look at that relationship, it is truly global and truly diversified. There's over 500 different partners that we work with for that particular customer, and that suite of partners continues to grow and we're supplying globally almost on a daily basis to more than a dozen sites around the world. It's important to understand the way that relationship has been built, how we're intertwined, and very pleased to say that in this first quarter, we've reached and executed an agreement that sees us out for another five years in that relationship. It's an agreement that is designed around further growth, collaboration, and also mutual margin expansions. We're pretty excited about the trajectory that we're on there. On the right-hand box there, I'm talking about HD Examiner Pro. You may recall that back in early 2024, Trajan acquired the MS Studio platform from the University of Calgary in Canada. What that's about, it's about taking mass spectrometry data and raising it to the next hierarchy of value, which is actionable information. The first product to come out of that platform is HD Examiner Pro. We're still in the pre-commercial release stage, but we're already receiving orders for this first entry into a licensed software platform that is on average around $20,000 a seat for an annual license. It is a very powerful suite of tools because for the protein scientists trying to understand protein structures, it is working with that mass spectrometry data and reducing the work that would normally consume weeks, sometimes months, to interpret the information down to a matter of hours or days. It's an extremely powerful tool that will accelerate drug discovery and development. The other point here around our pivoting of the supply chain, John touched on this briefly in the Chairman's Address, but it's an area where we are happy and hopeful to be able to use the Trajan global footprint, which is quite distinctive compared to other companies of our scale in the industry, in that we have operations in Asia, operations across North America, to be able to deal with this changing environment by adopting an in-region-for-region strategy. First and foremost, it's a defensive move to protect the businesses that we already have, but we also see the opportunity to deliver even more customer responsiveness in areas that perhaps some of our competitors might not be able to service. It's a good example of where our global footprint is being used to our strategic advantage. On to the next slide, please, and I'll get into some detail about the different segments of the business. Components and consumables, I often refer to it as the engine of Trajan's story. That's been really the pathway over the last decade or so. It is that recurring and growing revenue from our consumables base that indeed funded Trajan's seven acquisitions before we went to IPO. Even today, as you can see in this report, it continues to be the solid base upon which the business continues to grow. A couple of key initiatives that we're pursuing this year. First of all, we are intentionally, at this point in time, building our inventories around the world in our components and consumables portfolio. What that is all about is improving our customer responsiveness as we go into the summer in the Southern Hemisphere. One of the characteristics of our components and consumables business is that the demand from our Northern Hemisphere customers, and remember that 95%+ of Trajan's business is not in Australia, it's in Europe, Asia, and the U.S., their demand patterns over the December, January, February period continue on pretty much as normal. In past years, we have, at some points in time, fallen behind in terms of being able to keep up with that demand. We're getting ahead of the game this year, and that has a couple of positive impacts that we can see. First of all, already in October, we're getting that positive feedback about being in a better supply situation than perhaps we were in prior years. It also means we'll continue to service our customers well and bring forward some of that revenue and some of that cash that normally would have been pushed out into that February or March period. With regards to margins, and of course, this is a key topic for us, we are continuing to drive productivity gains both in Malaysia and also in Ringwood. One of the key things that is going to be a medium to a longer-term initiative is we're starting to develop our plans around how do we start to lessen the overhead burden that is another barrier to achieving some of our gross margin goals in that portfolio. There are a couple of key initiatives that we're pursuing for components and consumables. I want to speak briefly as well about the new product introductions, new product extensions that are happening right now, really to highlight examples of just how diverse our portfolio is and how we're continuing to address the vitality of that portfolio across our different business segments, which are sub-segments of this consumables business. First of all, in precision fluidics, we are expanding our emitter technology. If you look at the bottom left-hand picture there, that's an example of one of our MS or our fused silicon nanospray emitters. Trajan has some unique IP in this area and will be driving that product range harder as we go into next calendar year with some additional products and spreading of that portfolio. We also have a microfluidic device that we call SilFlow. It's been in the portfolio for some time, but we've brought on board some additional expertise. What does it do? If you look at the bottom right-hand side of this slide, it is a microfluidic chip. It allows instrument manufacturers to greatly simplify some of the internal fluidics of their platforms. We can see new and evolving applications for that technology, and therefore it's a key part of the vitality build in the consumables as we develop them this year. Separation science is another subset of the consumables portfolio. We are a market leader in areas like inlet liners, GC inlet liners around the world. One of the things we're very mindful of is that being in a leadership position means that you can't be lazy and rest on your laurels, that we must continue to vitalise and to renew that portfolio. There's some key initiatives happening there. When we think about our presence in GC columns, these are chemistries that perform the separations of the target analytes in chromatography, we're nowhere near a market leader there, but we do have some areas of specialisation where we can continue to develop our portfolio. That's a couple of the key things that are happening in that GC columns product range. Finally, I just want to mention some initiatives in sample preparation. The middle picture at the bottom, you can see introducing to Trajan well plates and sealing mats. You’ll all recall that we acquired a company in Louisville, Kentucky, in June 2022 called Chromatography Research Supplies. One One of the core technologies that resides in our facility in Kentucky is plasma coating capabilities. What that allows us to do is to take a range of platforms that typically interact with the sample and create glass-like surfaces. We are now launching a range of those products out into the market and can already see some significant growth happening in that portfolio. This slide was about just reminding everyone that the range of R&D activities across our portfolio of consumables is broad, but they do fit into very specific areas: precision fluidics, separation science, and sample preparation. On the next slide, I'll talk about our capital equipment business. There are some key initiatives that are happening there this year as well. A key one, no doubt, that everyone will be aware of is addressing the margin expansion. Part of that is with pricing initiatives, but there are also medium to longer-term actions that we need to be taking in this part of the business. What we can observe as we participate in this industry is that the problems we are solving for our customers, be they in the food market segment or the pharma market segment, are highly valuable problems to be solved. As we've put together this part of the business through the various acquisitions that we've made, we can observe that in terms of the revenue or the financial reward that we receive as the architects of these solutions isn't proportional to what we're delivering. That has come about through a whole series of legacy systems in terms of partners that are used, supply chains that are used, and the way that we approach those customers around the world. We're very confident that we'll continue to develop that business model to address those shortfalls. Some of those things are like the development of the service offering. There are hundreds of these systems now installed around the world by Trajan, and the team has done a great job in globalizing our support offer and our service offer. That part of the business is starting to grow at a significant rate. The attachment rate, so what I mean by this is the consumables and parts that service that install base, is today relatively small. There's an initiative that we're driving this year to really grow that part of our capital equipment business and importantly to bring in-house some of the products that we already have the capability to manufacture in-house but aren't at this point in time. That is what that is about. We're exploring different business models as well. For example, we're working with a couple of customers in the clinical segment at the moment around a fee-for-sample model rather than a direct sale of capital equipment. I just wanted to share with you that initiative because it's another variation of the way that we're intending to go to market in capital equipment. One of the core things we have to achieve in this portfolio is diversification. There is significant progress being made here in terms of commercializing micro-sampling automated workflows in the clinical applications, but also extending our workflows in structural biology. We've spoken many times about our capability in HDX mass spectrometry, which is about understanding protein structures, but we are rapidly working on adjacencies to that type of work with different variations of automated workflows. I'm pleased with the progress we're making here as well in terms of broadening the portfolio, focusing on the margin expansion, and making it robust as we look into the medium to longer-term future. On to the next slide, we'll talk a little bit about disruptive technologies. We observed last year we achieved our goal of reducing the investment in this portfolio down to around $1 million to $1.5 million. A couple of key things to report on right now. First of all, we've continued to see good growth in the blood micro-sampling portfolio. Here I'm highlighting two other elements of that portfolio. First of all, Versity, which is our modular miniaturized instrument system. There was a body of work done last year with key and target customer groups trying to understand and to size what was the gap between our development and where we would need to be to fully commercialize the product. We've understood that voice of customer. We've worked on closing those gaps. We're expecting, as we go into the new calendar year, that the first couple of shipments will happen to another suite of customers to validate the commerciality of the platform. We are still confident in the trajectory of that platform, and it is working its way towards fully blown commercialization. The other product here is Harpera. You may have heard us speak about that before. It is improved around the world for investigation use only. It is a skin microbiopsy device. The range of applications that we're observing for that has surprised us from different types of skin conditions, parasitic infections, but also we're now seeing that some applications are combining our blood sampling with our skin sampling tools to create a more holistic picture of a remotely sampled patient or cohort. Our intention around micro-sampling, particularly the way that it continues to support Trajan's long-term vision of personalised and preventative database healthcare, we continue to validate that direction, and it continues to resonate with us that we're on the right direction here. On to the next slide. This slide is my last slide for today. Some of the key messages here. First of all, just to reinforce the strength of this Trajan business. We're now into our 13th or 14th year. This is a resilient business. It is servicing some very long-term fundamental growth drivers. We're not a micro-cap that's dependent on any one customer or any one product or any one geography. When you look at our business profile, it's more like that of a medium to large-cap company. Our customers are global. We're servicing the world. We're servicing a diversity of markets and applications, and our operations are global as well. All of that continues to give me confidence that we have the right structures in place to support a much larger business as we continue to grow in time. I'm starting to see some of the synergies play out from the various acquisitions that we've made along the way. They take time, but as I'm spending time in the marketplace talking with customers, working with our sales teams, I'm continuing to test and validate that those synergies are real and can be realised. I must say, in the vast majority of cases, that is the message I continue to hear back. While the timing may sometimes be slower than what we like, the direction from everything that I can observe continues to be correct. If I was asked, you know, what's going to cause me to lose sleep or what I would be concerned about in fiscal 2026, I am very focused on where are we at with our capital equipment business. It is a different type of business to our consumables business. I think we are doing all the right things there. I can see that the business has been globalised. It has been diversified. The customer appreciation of what we do has not diminished in any way. The funnel still looks healthy, but it is a business that, as I mentioned earlier, is dependent on that funding cycle. Margins, key topic. The improvement is slower than we would have planned. When I test the things that need to be addressed to realize those margin goals, the opportunities are still there. Whether it's about productivity and cost reduction in Malaysia and Ringwood, or whether it's about rationalizing overhead costs. Fundamentally, when I look at what does Trajan need to get done in the medium to long term to really achieve our margin goals, on the components and consumables side, it's about addressing our global overheads and also about realizing our productivity gains. That will get us there. When I look at the capital equipment side of the business, it's very much about addressing our business model and making sure that the rewards we are receiving are proportionate to the high level of value that we are delivering. Finally, on the point of valuation, we must continue to remain very focused on how we continue to drive the business fundamentals. When I look at the long-term trajectory of this business, my confidence in that and the continued improvement of the growth of the business has not waned in any shape or form. In terms of making sure that shareholders, and of course, including myself, are appropriately rewarded for the value of the business, we have to keep on thinking about how do we get better at informing the investment community about who we are and what we're achieving and our prospects. How do we address things like the very low liquidity that we have in the trading of the stock? We've roughly doubled in scale since the IPO. Yet, despite that enormous increase in scale, our EV, our enterprise value inferred by the share price, has actually reduced. It actually has halved since IPO. That's roughly the proportion that we're trading here in the ASX compared to some of our international peers that are trading on other markets. Our focus has to continue to be on how we continue to follow our vision, test the direction, make sure that it's right, continue to grow and develop the team, and achieve our financial goals as well. I can assure you that myself and the key staff that report to me are extremely focused on that. I want to wrap up by thanking the Board, thanking Sara, who is departing the Board, but also thanking the Trajan team of 600 + dedicated individuals around the world who are all very much aligned with who we are, what it is that we're trying to deliver, and of course, I'm very mindful of the need to deliver that value to our shareholders. Having said that, I'll hand back to the more formal proceedings of the meeting. Thank you very much, Stephen. There are seven items of business for the AGM today. As set out in the notice of meeting, six of these are to be voted on. The first item of business is to receive and consider the annual financial report together with the Directors' and Auditors' reports for the year ended 30 June 2025. As previously mentioned, we have our auditor present if you wish to direct any questions pertaining to the audit to him. Are there any questions or comments in relation to the Directors' and Auditors' reports? No, Chair, there are no questions on this item of business. There being no questions, we now move to the items of business for which a vote is required. As previously stated, voting on all resolutions today will be conducted by a poll, and you can submit your vote at any time during the meeting. Details of the proxy votes will be displayed on the screen as each resolution is considered. Resolution one, adoption of the remuneration report, relates to the adoption of the 2025 remuneration report. The voting in respect to the proxies received prior to the meeting is displayed on the screen. Are there any questions or comments on resolution one? No, Chair, there are also no questions on this item of business. Thanks, Marie. As there are no questions or comments, I now put the resolution to a vote. As the next item of business relates to me, I'll hand over to Sara Watts, Non-Executive Director and Chair of the Audit and Risk Committee, who will chair this resolution. Thank you, John. It's actually resolution two, which is Rohit. If I could hand back to you, John. Sorry, my apologies. Mr. Page there, my apologies. Resolution two relates to the re-election of Rohit Khanna as the Director. The explanatory memorandum in the notice of meeting contains particulars of Rohit's skills and experience, which I will not repeat here. Voting in respect of the proxies received prior to the meeting is displayed on the screen. Are there any questions or comments on resolution two? No, Chair, there are no questions on this item of business. Thank you. As there are no questions or comments, I now put the resolution to a vote. Now, to move back into the order of things, as the next item of business relates to me, I'll hand over to Sara Watts, Non-Executive Director and Chair of the Audit and Risk Committee, who will chair this resolution. Thank you again, John. Resolution three relates to the grant of options to Director Mr. John Eales. Voting in respect of the proxies received prior to the meeting is displayed on the screen. Are there any questions or comments in relation to resolution three? Hi, Sara. There are no questions on this item of business. Thank you, Marie. As there are no further questions or comments, I put the resolution to a vote, and I will hand back to John, who will resume as the Chairman of the meeting. Thank you, Sara. Resolution four relates to the grant of options to Director Dr. Rohit Khanna. Voting in respect to the proxies received prior to the meeting is displayed on the screen. Are there any questions or comments on resolution four? Hi, Chair. There are no questions on this item of business. As there are no questions or comments, I now put the resolution to a vote. Resolution five relates to the grant of options to Director Ms. Tiffany Lewin. Voting in respect to the proxies received prior to the meeting is displayed on the screen. Are there any questions or comments on resolution five? Hi, Chair. There are no questions on this item of business. Thank you. As there are no questions or comments, I now put the resolution to a vote. Resolution six relates to the grant of options to Director Ms. Sara Watts. Voting in respect to the proxies received prior to the meeting is displayed on the screen. Are there any questions or comments on resolution six? Hi, Chair. There are no questions on this item of business. Thank you. As there are no questions or comments, I now put the resolution to a vote. I'll now address any general questions that we have received. Hi, Chair. There are no general questions that we've received during this meeting. Thank you, Marie. Voting will close automatically shortly. Please ensure that you have cast your vote on all resolutions. I'll now pause for a moment to allow you time to finalise your votes. Voting has now closed. As it will take some time for the poll results to be known, once compiled and checked, the results will be announced to ASX later today and will also be made available on the company's website after the meeting. I would like to congratulate Stephen and the entire Trajan team for its achievements in 2025. There was a great deal of operational and corporate activity within the company over that period, and Stephen and the team have worked extremely hard to help position our company for future growth. Lastly, I would also like to thank our shareholders for your support and the confidence you have in the Trajan Group. I thank you for your attendance. I declare the formal meeting closed. Thank you.