Good morning, everyone. I'm David G. Samuel, Chair of the Board of Directors of GDI. I'd like to welcome you to our annual and special meeting of shareholders. I'd like to introduce with me, Claude Bigras, President and CEO; Stéphane Lavigne, Senior Vice President, CFO; and Christian Marcoux, Senior Vice President and Chief Legal Officer and Secretary. We've decided this year to hold a hybrid meeting, where shareholders will have an equal opportunity to participate in the meeting by attending either in person or via live audio webcast by logging in online. I'd like to take a few seconds to thank all the shareholders who are logged in online. Rest assured that we will take proper time to answer your questions during the Q&A period at the end of the meeting. I want to remind everyone, topics of discussion on the agenda today are set out in the Management Information Circular made available to all shareholders. Additional copies of the circular are available upon request. Following the formal proceedings, Claude Bigras and Stéphane Lavigne will provide an overview of the company and its financial performance for 2023 fiscal year. Although the meeting will be conducted mainly in English, anyone addressing the meeting may use either English or French. Before we start with the formal portion of the meeting, I would like to ask Christian to review a few rules and ensure the orderly conduct of the meeting. Thank you, Mr. Chair. We will have a question-and-answer period at the end of the meeting. Therefore, to ensure the orderly conduct of the meeting, we would appreciate it if all shareholders present, submit their questions at the end of the meeting. When asking a question in person, please indicate your name, which entity you represent, if any, and confirm that you are a registered shareholder or a duly appointed proxy holder. When asking a question online, registered shareholders and duly appointed proxy holders must click on the icon, ask a question, and type the message in the dialog box. Questions which were already answered or that are redundant or repetitive will not be answered. Questions from multiple shareholders or proxy holders on the same topic or that are otherwise related may be grouped, summarized, or answered together. Any questions pertinent to the meeting that cannot be answered during the call or during the meeting, due to time constraints, will be answered and posted on the company's website after the meeting. The annual meeting and special meeting of shareholders will now come to order. As determined by the Board of Directors of the company, I will act as Chair of the meeting. Christian will act as Secretary. I also appoint the company's transfer agent, TSX Trust, to act as scrutineer. The Secretary has informed me that the company has received confirmation from TSX Trust that all shareholders entitled to vote at the meeting were either mailed or given access to a copy of the meeting materials. The bylaws of the company provide that a quorum of shareholders is present at a meeting of shareholders if the holders of more than 10% of the outstanding shares of the company entitled to vote at the meeting are present in person or represented by proxy, which, for the purpose of the bylaws, includes persons participating in the meeting by electronic means, irrespective of the number of persons actually present at the meeting. The scrutineer has completed a preliminary tabulation of the shareholders present in person or by proxy, and I'm satisfied that a quorum of shareholders is present. Notice having been served and a quorum being present, I declare that this meeting is regularly called and duly constituted for the transaction of all business for which it is called. I ask the scrutineer to submit its final report on attendance as soon as possible. Before we proceed to the passing of motions, I would ask the Secretary to briefly comment on the voting procedures. I'll try to be as brief as possible, Mr. Chair. Each subordinate voting shares confers upon its holder one vote on all matters to come before the meeting, and each multiple voting share confers upon its holder four votes on all matters to come before the meeting. The affirmative vote required for the passing of each motion at the meeting is a simple majority of the votes cast either in person or by proxy. Based on the preliminary tabulation performed by the scrutineer, we have approximately 14,698,000 subordinate voting shares and 8,741,200 multiple votes represented at this meeting. You should note that proxies lodged before this meeting allow the Chair, as proxy holder, to cast a significant number of votes. Based on the number of votes represented at this meeting, he will be able to determine the outcome of the motions that will go to a vote today. The vote today will be held by ballot on all resolutions. Each shareholder or proxy holder should record their vote on the resolution on the ballot and should sign the ballot. The scrutineer has already distributed the ballots to those registered shareholders and duly appointed proxy holders present in person and eligible to vote. For registered shareholders and proxy holders voting online via the audio webcast, the voting will be opened before the second item of business at this meeting and will remain open until the last item of business is voted upon, and the scrutineers have declared the voting period closed. Registered shareholders and duly appointed proxy holders may exercise their voting rights through the voting button, which will appear on the left of your screen once we announce that the voting polls have opened. You may then click on the Refresh Voting Resolutions button. The resolution and voting choices will then be displayed. The polls will be open for all items of business to be voted on at the same time. This will allow you to vote on each item immediately, or if you prefer, you may wait until the conclusion of discussion on each item prior to casting your vote. After your vote, a message confirming vote received will appear. Your vote can be changed by simply clicking the Refresh button and making your selection again. After you have submitted your vote, you are unable to cancel those votes. The only way not to have your vote accounted for after you have started the voting process is not to submit those votes. Once discussion has concluded on all items of business, we will provide some additional time to enter your votes. We will then declare that the voting polls are closed on all matters of business. It is important to mention that shareholders that have already exercised their right to vote in advance do not have to vote again and can simply ignore the voting period. First item on the agenda is to receive the company's financial statements for fiscal 2023 together with the auditor's report thereon. A copy of these documents has been made available to shareholders. I ask the Secretary to include them in the minutes of the meeting. The second item of business is the election of directors. I now declare the online voting polls open. I would like to take a moment to thank, on behalf of the management and board of directors, Mr. Carl Youngman, who has decided not to stand for reelection at this meeting for his many years of dedicated service to the company during his 10-year tenure. Mr. Youngman has enriched the board, for the most part, with his valuable experience. Well, every day, every meeting. For with his valuable experience and expertise, he has contributed significantly to the company's growth over the years. Mr. Youngman will continue to provide consulting services to the company as a special advisor to the CEO. Moving along with the meeting, I understand that certain shareholders have agreed to introduce and second in advance certain motions on the agenda. To begin, do we have a mover for the slate of nominees? Yes. Hi. My name is Jean-Yves Leclerc, and I am a shareholder of the company. I move and propose that the following seven individuals, all of whom are current directors of the company, be nominated for election as director of the company: David G. Samuel, Claude Bigras, Suzanne Blanchet, Michael Boychuk, Robert J. McGuire, Anne Ristic, and Richard G. Roy. Thank you, Mr. Leclerc. I understand that each of the nominees has agreed to serve on the board if elected by the shareholders. Do we have a seconder? [Foreign language] Thank you, Mr. Ouellet. I will ask our Secretary to confirm if any shareholders or duly appointed proxy holders present in person at this meeting have any further nominations. Just 10 seconds. I confirm that there are no other nominations. Okay. I hereby declare the nominations closed. I would ask registered shareholders or duly appointed proxy holders who are present in person at this meeting to vote on the election of the proposed nominees as the directors of the company. Record their vote on the resolution of the ballot and sign the ballot. Please print your name on the ballot. Once you have completed your ballot, please raise your hand so that the scrutineer may collect them. I would ask registered shareholders or duly appointed proxy holders attending the meeting via audio webcast and who want to vote on the election of proposed nominees as directors of the company to click on the voting icon and select the appropriate voting direction displayed on the screen and then click Submit. Since it will take some time for the scrutineer to collect and tabulate the ballots, we will proceed with the balance of the meeting and then report the results of the ballots at the end of the meeting. The next item of business is to appoint the company's auditors. Do we have a mover? Yes. I, Jean-Yves Leclerc, move that KPMG LLP be appointed auditors of the company and that the directors of the company be authorized to fix their remuneration. Thank you, Mr. Leclerc. Do we have a seconder? [Foreign language] Thank you, Mr. Ouellet. To recap, it has been moved and seconded that KPMG LLP be appointed auditors of the company to hold office until the next annual meeting of shareholders or until its successor is duly appointed and that the directors be authorized to fix the remuneration. I would ask registered shareholders or duly appointed proxy holders who are present in person at this meeting and who want to vote on the election of KPMG as auditors of the company to record their vote on the resolution of the ballot and signing the ballot. Please print your name on the ballot. Once you have completed your ballot, please raise your hand so that the scrutineer may collect. I would ask registered shareholders or duly appointed proxy holders attending the meeting via audio webcast and who want to vote on the election of KPMG as auditors of the company to click on the voting icon and select the appropriate voting direction displayed on the screen and then click Submit. I would ask the scrutineer to prepare the report in accordance with the ballot schedule. The last item of business is the approval of the proposed amendment to the company's stock option plan. Do we have a mover? Yes. I, Jean-Yves Leclerc, move that the number of subordinate voting shares of the company reserved for issuance under the stock option plan be increased by 1,528,877, representing 6.52% of the issued and outstanding shares. And any one director or officer of the company is hereby authorized and directed acting for and the same and on behalf of the company to execute or cause to be executed under the corporate seal of the company or otherwise and deliver or cause to be delivered all such documents, agreements, and instruments and to do or cause to be done all such other acts and things as such directors or officer of the corporation determines to be necessary or desirable in order to carry out the intent of this resolution and the matters authorized hereby. Such determination to be conclusively evidenced by the execution and delivery of any such document, agreement, or instrument, or the doing of any such act or thing. Thank you, Mr. Leclerc. Do we have a seconder? Yes, sir. All right. Sylvain Ouellet. I second the motion. Thank you, Mr. Ouellet. To recap, it has been moved and seconded that the following amendment to the company's stock option plan be ratified and approved. An increase in the number of subordinate voting shares of the company reserved for issuance under the stock option plan by 1,528,877, representing 6.52% of the issued and outstanding shares. Any one director or officer of the company is hereby authorized and directed acting for and the same and on behalf of the company to execute or cause to be executed under the corporate seal of the company or otherwise and to deliver or cause to be delivered all such documents, agreements, and instruments and to do so or cause to be done all such other acts and things as such director or officer of the corporation determines to be necessary or desirable in order to carry out the intent of this resolution and the matters authorized hereby. Such determination to be conclusively evidenced by the execution and delivery of any such document, agreement, or instrument, or the doing of any such act or thing. I would ask registered shareholders or duly appointed proxy holders who are present in person at this meeting and who want to vote on the proposed amendment to the company's stock option plan to record their vote on the resolution on the ballot, sign the ballot. Please print your name on the ballot. Once you have completed your ballot, please raise your hand so that the scrutineer may collect them. I would ask registered shareholders or duly appointed proxy holders attending the meeting via audio webcast and who want to vote on the proposed amendment to the company's stock option plan to click on the voting icon and select the appropriate voting direction displayed on the screen and then click Submit. Now, declare the online voting closed. I have received the scrutineer's report, which reads as follows. Well, actually, Mr. Chair, I just received the report from the scrutineer. I will dispense you from reading it so you can just proceed with the rest of your. Okay. I adopt the report of the scrutineer and declare David G. Samuel, Claude Bigras, Suzanne Blanchet, Michael Boychuk, Robert J. McGuire, Anne Ristic, and Richard G. Roy, duly elected directors of the company to hold office until the successors are duly elected and appointed. I hereby confirm that registered shareholders or duly appointed proxy holders present in person at the meeting voted in favor of the appointment of KPMG LLP as auditors of the company to hold office until the next annual meeting of shareholders or until its successors duly appointed and that the directors be authorized to fix their remuneration. I hereby confirm the registered shareholders or duly appointed proxy holders present in person at the meeting voted in favor of the amendment to the company's stock option plan. The formal items of business set out in the notice of the meeting have now been dealt with. As there is no further business to come before the meeting, I declare the formal portion of the meeting concluded. I would like to invite Claude Bigras and Stéphane Lavigne to provide an overview of the company's operations and financial performance for 2023 fiscal year. Question and answer period will follow. Thank you, Mr. Chairman. I will start with the financial review of 2023, then talking about the first quarter of 2024 that we just released last night. In 2023, GDI revenues were CAD 2.4 billion, up from CAD 2.174 billion to CAD 265 million up last year, 12%, mostly coming from our technical service that grew at 18% of organic growth last year. EBITDA last year finished at CAD 143 million, compared to CAD 156 million the prior year, mainly coming from the reduction of the Business Services Canada EBITDA 2022. We were still benefiting from the COVID impact, which 2023 kind of faded away. There's a little typo in margin. It's 22% compared to 21%. In the first quarter of 2024, we recorded CAD 644 million of revenue compared to CAD 591 million last year for 9% growth, 3% of organic, and 6% of M&A growth coming from our Atalian acquisitions that we concluded on November 1st of last year. Our Adjusted EBITDA was affected in Q1, mainly in our technical segment that we've mentioned that we had three projects with some overrun costs that Claude might discuss later. Our EBITDA stood at CAD 28 million for Q1 compared to CAD 33 million last year and margin at 4%. On our balance sheet, we've been managing the debt carefully. Our debt stands at about 3x debt to EBITDA ratio. We have enough room to execute our growth strategy. As we mentioned, since Q2 last year, we've implemented a working cap plan reduction, which benefited in Q4 last year and slightly in Q1. We're committed to still decrease our working capital by CAD 30 million more for the balance of the year. On that, I will pass the presentation to Claude Bigras. Thank you very much, Stéphane. Mr. Chairman, thank you. My apologies. This microphone is working? Yes. Yeah? Good. Thank you. So as Stéphane was saying, our revenue were CAD 2.4 billion last year. Our original goal is to run rate 2025 of CAD 3 billion. So we are well on the way. It's not done yet. We're not there, but still aiming at that. We're the largest leading facility service company in Canada and probably one of the top four in North America. So I think this is also a good achievement for GDI. We have grown our EBITDA and revenue continuously in the 20% range. That's another good achievement. We did 50-plus acquisitions in our tenure. So I think that we're starting to know a little bit what we're doing. We're not perfect. We still have a little bit of rough spots here and there, but globally, I think we are efficient in allocating capital and acquisitions. We developed a very experienced management team over time through people joining. The beauty of growing is you're able to attract great talent. So that's one thing. And through our acquisitions, one of the main assets that we acquire, and it doesn't look always in the book, is the talent that we acquire alongside the business because people make business. It's not the other way. So I'm very, very happy and proud of the team here. As you know, the fortunate part is COVID was very attractive for our type of business. Now we're getting back to a new normal. So that's one thing we are adjusting with. But the good news is also we are so resistant to recession. We're not totally shielded, but we are recession resistant. So that helps. So the data is not as volatile as some other business could be. We have a strong balance sheet, working on it, improving our working cap, like Stéphane is saying. And because we had a great organic growth with Ainsworth, so now we are adjusting the way that we are making our business here through a better cash management approach. Sorry. No, no, no problem. Hopefully, it's not me that gave it to you. You're going to have a fixed management team next week. So strong business balance sheet growth is still part of our endeavor. And we're focusing on getting the right businesses at the right price and the right business segment that we need to grow. So it's still a commitment. I'd like to talk to you two minutes about the values. We work very hard. We have reformulated our values into a very sharp, easy-to-understand vision and values in the business. To be very honest, we talked a lot about financials and results. But I think sometimes we miss a little bit on what makes businesses its talent, but it's also the values that those talents are carrying. I'm the first one that to blame is we do not promote our values enough in the marketplace among stakeholders. This is a key element. What differentiates us from our competitors? We deliver the service. We deliver. We have technicians. We have the same training, same background. But values are essential. Those values are I-CARE. Okay. Respect. We are people business. We have to work accordingly. We work into respecting our people. To be a good company means that we have to strive for excellence all the time. So we strive for it. It is in our DNA to always do better. I'm not saying that we have to be the top, top, top company in everything. We have to adjust to the customer requirements. But overall, we strive for excellence in everything we do, even in the way we manage the company. We can deliver a good service, but we can be also a good governance company. We can be a good citizen with our people. Excellence is it's very large in the company. Innovation. You know what? Today, the world is going at 3,000 miles an hour. So innovation is part of our the world has changed dramatically over the last five years. So what we need to adapt, we need it's fast. If you look at the curve of innovation, I'm sure you also had this curve. It's like flat for a gazillion years. And for the last 50 years, it's a spike. So, innovation has to be part of our curiosity is important in the business. Accountability, honesty. To be a good governance company, it doesn't come natural. I mean, I'm not saying that people are crooks when they're not public. I'm not saying that. But what I'm saying is governance is something that has to be worked on and formalized and followed through. And we need to train people on that because people need to work with accountable companies. And I'm very proud to say that I think that we are very good in that particular area. We're transparent. We have a great governance thanks to the teams that make sure that we are online all the time. And the last item, we need to promote collaboration. We work with collaboration. What we mean by collaboration is individually, as a single person, there's so much we can do. But when we work altogether in a collaborative manner, sharing information, sharing good practices, sharing customer strategies, it makes us a better company and a more efficient company. So don't be surprised that you're going to see a lot of those five values going. And now we have a nice little acronym. It's called I-CARE. It was, you know what? It came from a very intelligent person, not me, from one of our board members. Thank you very much. So I-CARE is our motto. So anyway, ESG. There's a lot of discussion around ESG. Me, what I like is it gives us a formal path to follow into becoming a better corporate citizen. Because we can say that we are good. We can say that, "Oh, yes, we take care of this. Minorities are important." And then the environment, it's all words. It's a good start to talk about it, but ESG gave us a formal path. So we are engaging ESG because it gives us a scorecard, a bulletin, and something for people to refer to. You see? So that's a very good plan. We have issued our third report. Hopefully, you have read it, or I would encourage you to read it. Now we're going a step forward this year, actually, into really making mathematical and analytics baselines on ESG and where we are and where we stand. So it will give us an even more formal scorecard in order to advance and go forward. So for us, it's a very good map on becoming one of the best of the best in matter of our value. People, respect, accountability. It all goes there. GDI today, CAD 2.4 billion revenues. I always knew it, to be very honest. It's amazing how this gang of people can achieve. You know what? I'm very proud of the team. We are in the $2 billion-plus business and growing and managing the business and getting better every day. You know what? There's rocks there and there, and we work on it. We go around, and we take the rock up, and we put asphalt again. That's the way to work and pave the road to success. So anyway, so we're the largest in our business service in the U.S. Now we have 50,000 people with this particular division. It's great. Remember that 10 years ago, we were thinking to go in the U.S. So we have some of our U.S. business partner here. Great achievement over the last 10 years. Technical. 9 years ago, again, we were thinking about technical. So now, you know what? It's almost half of the business. So I think that it's a great, great achievement. It makes us a global and I'm going to talk about it later. You'll see why those two components together are very strong into the next, I would say, the next trend in the business. So anyway, so now with the map, you see this is our footprint in the businesses. As you see now, the Northeast, we're very, very present in the Northeast. And we have some business relationship. And in the Southwest, we have an office in Seattle, one in Portland. We just made an acquisition. Now we are in Minnesota. So my point is the idea is not to put only dots on the map. As we grow, and for people familiar with organic growth, to organic growth, 6% net of a $2.5 billion or $3 billion, we cannot sell grocery stores one by one. So my point is this footprint enables us to attack and work with large multinational customers, very, very large customers that like the way that we work, our values. They love that we have a strong governance because we're a public company. They love our footprint. They love that we self-perform. So I think we have a lot to offer to those customers. So this is why the footprint is important. So I know I don't want to keep you until 12:30 P.M., so I'm going to go fast. So anyway, so the opportunity, again, is in the U.S. These are the offices that we have in the U.S., you know what I mean? Staffed offices. You see the markets we serve, and staffed offices are not always the same. So as you see, our offices are there. We are adding one up since last week. This thing is not up to date. What is that? So Friday, we close the company. So another dot, another office to serve in the Northeast. So my point is the opportunity is there with Ainsworth. As you see, you have the offices there. You can put, you know what, a copycat around these dots to have our staffed office. So except that we have maybe a couple of more in the GDI. But to make a long story short, we're getting very strong in the Northeast, going south. So our motto is one provider, one solutions to service you and all your facility service needs. So I would flip to the other page. Who's following this? You're very good. Very good, Taylor. Thank you very much. I won't look behind me anymore. So I'm going to do like a submarine. I just work on instruments. Okay. So why is it important? If you understand today, today's business is moving into what we call integrated facilities management. This is the new trend we see for the last 30 years. A lot of major governmental, institutional, industrial clients that have footprints around the world are moving toward this trend. So a global FM consists mainly of two parts. One, which we call real estate services, as you see on your left-hand side. It's office services, project management, real estate brokerage, all those services provided by brokers, if you allow me to say. You see, this is one part of the business. The other one is operation and maintenance. This is where we come along. The other half of the business, we are specialists in doing this part. So we do, you know what? We do management. We do soft services and hard services. On the next page, you'll see what our soft and hard services are. You see? In the soft services, it includes everything related to servicing the building and its occupants. Help desk, concierge service, event management, moving, mailroom services, on- demand, janitorial services, window, pest control, waste security services. They're all part of what we call soft services. In this area, we do most of them either internally as a self-staffed provider or with some other business partners. On the other side, it's all the hard services. All the hard services, again, we are self-performer in almost all of this. It includes building operations, building maintenance, energy, and environmental services. You're all aware that climate change is creating a whole new era into technical services. Now we become. Now our duty as a technical service company is to provide our customer with energy management, decarbonation solutions. Customer is expecting that. So we're developing our expertise there through acquisitions and talent acquisition. And by developing these energy solutions, it will provide us also work for all the internal working parts of Ainsworth. So this, we have a very big focus on energy. And other specialty, small. We also, example, in Canada, we're the fourth largest building automation specialists in Canada. There's three others which are more international that I don't remember the name, unfortunately. But we're the fourth largest in Canada, and we're growing. And this is the building intelligence. So we need this expertise to become a very strong player in energy and decarbonation. It's the brain. So we're very good in assembling the brain and programming the brain. So that's a very good, two very, very important components of the mission of Ainsworth going forward. So anyway, in 2023, we did two acquisitions. We are adjusting our business model with COVID behind us. I can resume this as before COVID, probably 95% of our monthly invoices were automatic, and 5% we had to adjust something. Now it's the other way. So nothing is standard anymore. So it requires a lot of flexibility, a lot of agility to service our customers today because the world is not what it was. You all read the papers. You know about occupancy. You know what? It's now Monday is different than Tuesday. It's different than Thursday. And Friday, I see a lot of teleworking on Friday going up north. No, but I didn't say nothing. Yeah, it's funny that the hours are busy teleworking. Anyway, so we had a strong growth in our technical services. A lot of things to learn as well in that. We grow tremendously. Now we are adjusting the business properly because when we grow, it's normal that there are a few things that can happen. We're fixing it and working around it. I'm very positive, and I'm very excited with what we have accomplished. So we also have implemented our HRIS platform last year. Now we're starting to have good morning, Mr. Chairman. How are you? Page 21. So these are nice accomplishments internally. It doesn't show up a lot for you from the outside, but from the inside, it's very important. We're starting. We sweat a lot in implementing HRIS. If you ask people, it was a lot of work. We're happy it's done. There's still a little bit to go, but now we're starting to bear the fruit of it. So the two acquisitions we did, React, you know what? A very nice maintenance company in New York. The beauty of React is our organization in New York is specialized in high-rise systems. React does the low-rise systems. So now we are able to accomplish and work on both sides, which is very good in our strategy. In November, we have acquired, as you know, we have acquired Atalian, which is this was the U.S. division of a European player. And you know what? It's a $ 100 million revenue. We have totally integrated the business as we speak in the last three, four, five months, and it's delivering as expected. So I'm very happy around that. So again, $100 million. They have operation in Columbus, Boston, St. Louis. So Columbus and St. Louis are two new markets. Boston, it strengthened our Boston business. It's highly complementary to the business. And like I said, it's a turnaround, and we have integrated their operation with ours. So far, so good. So now if we're moving, as you see here, this is showing this is giving you a good idea of COVID. In 2019, we were in 6%, 6.5%, 7%. And you know what? And this is where we are. And COVID brought us to new heights. But I lived SARS. I lived SARS, whatever. How do you spell that? SARS. SARS. SARS. Yeah, SARS. Thank you. So you know what? As soon as governments let go of the restrictions, people revert back very quickly to their habits. But in this particular extent, because it has dramatically changed the way we do business, we expect for the going forward of the foreseeable future to work within 100 basis points-200 basis points over our original margin. I think there is a little bit better over on a continuum basis, which is a good news overall. Ainsworth, as you saw, we delivered 18% growth last year. I'm not shy to say it because it's normal. We're all human, and it's never too late to do things. The growth was there, and we seized it. But I think we missed an opportunity in managing our cash. Ask for more money upfront, increase our margins. There was a lot of demands. And since we are very, very focused on clients, maybe there's an opportunity that we should have addressed better on that front. We needed to invest money in our working cap with this growth, for sure. And it led us to identify ways to better manage our cash, which we are implementing and working in 2024. So example, last quarter, Q4, we had a decrease in our working cap of about CAD 30 million. And we're still continuing in 2024. We want to achieve another CAD 30 million. So it's a work in progress. You know what? I will go faster because I know time is flying. We are working to improve our overall profitability. This is our mission. 2024 is a year of really putting back things on a solid base, aligning the future growth. It doesn't mean that we're not opportunistic, that we won't do any no, no. We're always on the lookout for opportunities. But this year, we have to invest into making sure the business is in top, top condition to continue to grow. This is our big thing. HRIS, if you allow me, I'm going to pass. You know what? 80% of our employees are not enrolled in HRIS. We have rather done it at 35,000 than at 350,000. So I think it's done. At least we're going to grow with it. So in our strategy, I think I covered it a little bit. You see, our usual strategy is acquisitive acquisition and efficient integration and great commercial service quality. This is more or less who we are. And again, our values, transparencies, better customer overall experience, and employees' experience. So it goes into our respect, our innovations. So this is what we do mainly. Like usual, we identify markets. We are very focused and very rigorous in our acquisition approach. I would say something very, very simple is you don't make money when you sell. You make money when you buy businesses, meaning that you have to buy businesses and partner with businesses at the right price. If you're going crazy and spend too, it's very hard to create value afterwards. So anyway, so we support those acquired businesses. We work with them. We have them to develop. This is what we do in life. It's our day job. So tactical for 2023 to 2026, integrations, integrating GDI and Ainsworth together at one point, system integrations by 2025. We want to continue to integrate our systems to have one global platform working into that. In growth, conservative acquisitions approach, ration of capital, and interest rate cost makes us very prudent in what we do. We continue to develop in the U.S. We are aligning the mechanical group, and we're developing our energy efficiency and carbon neutral building strategy. So it's going to be one thing going forward and continue to implement our integrated facility service solutions. We feel it's the future. So energy integrated solution, efficient, continuing sales growth. I think we have a lot of work ahead of ourselves, but if we do it well, it would be very rewarding. And again, for efficiency, reduce SG&A. Our GTA business, you know what? We're still working on it. We changed leadership there to really address there's a lot of potential. I feel that we're not seizing in GTA, and I want us to have a more driven growth team in GTA. So we are reshaping it. We acquired talents and new leadership. We assigned new leadership to support that mission. So I think it's very important. Talent development. Again, we want to have the best people. We need to train those people. If we don't train people, we're just talking. Software development, talking about innovations. And health and safety. The member of the board saw that the effort and health and safety are paying off. In other words, we have decrease in events. We have decrease in our costs, which is good also for the profitability. And we have happier people, people which are hurt are not very happy people. So I think it's very important. Value creation is what we are focusing on again. We have sold our Superior business in 2024 last month. So it provides us with what we are partnering with a great company going forward. And also, it does free up some very, very, I would say, valued real estate that will help us work on our cash management over the next couple of quarters. And yes, I'm going to start. We work on 2024, and after that, I'm going to take the pilgrim stick with my team, and we're going to work and promote the business and the marketplace to share how we have done great in developing our strategy. I will spend more time there. So more or less, this is what we are focusing to do. There's a lot of our team in the room. Guys, it's your job. Let's work together on it. Thank you very much for listening to me. Great. Thank you, Claude. Thank you. Thank you. As mentioned at the beginning of the meeting, we have now reached the question and answer period. At this point, we'd be happy to answer any questions from registered shareholders and duly appointed proxy holders. We will answer questions until the end of the meeting. I ask that all persons present in person who would like to take the floor to clearly identify themselves by indicating the name, the entity they represent, if any, and confirm whether they are registered shareholder or duly appointed proxy holder. I would also ask all registered shareholders and duly appointed proxy holders submitting questions online to use the icon Ask a Question and type the message into the dialog box. We will start with questions from registered shareholders and duly appointed proxy holders present in person and then address questions received through the audio webcast. We would like to remind shareholders that the questions may be asked in either French or English. Any questions pertinent to the meeting that cannot be answered during the question and answer period due to time constraints will be answered and posted on the company's website as soon as it is practical. Any questions? [Foreign language] [Foreign language] Okay. [Foreign language] [Foreign language] Okay. [Foreign language] [Foreign language] [Forreign language] [Foreign language]. For my English partners, we're buying in Russia, we're buying in Asia. So the board will be very busy over the next couple of weeks. Thank you. That's great, comrade. Thank you. Other questions? Is there anything online? No, we have no question online. Confirmed. Well, there's one says, "When is lunch?" No, no. Thank you. Thank you all for attending again. On behalf of the board of directors, I would like to thank you for attending. That's what it says I should do. On our annual and special meeting, I would also like to thank the shareholders for all their commitment and continued support. Most of all, I would like to thank our employees. We are lucky to have each and every one of you. We look forward to seeing you again next year. Thanks very much. Thank you.