Good morning and welcome to FirstGroup's 2026 half-year results presentation. In a moment, I will hand over to Ryan to take you through the financial performance for the 1st half of the year. I will then provide an update on business performance in bus and rail before we take your questions at the end. Moving on to slide three. I'm pleased to report another strong half for the Group despite several economic and policy headwinds. Strong execution has ensured that we've been able to fully counter the negative impacts of floor bus funding in England, above-inflation wage pressures, and higher levels of employer national insurance contributions. Group-adjusted revenue, which does not include the national rail contract revenues, where we take substantially no revenue risk, has increased by 30% to GBP 834 million. This was largely driven by growth in FirstBus due to the acquisition of FirstBus London, which completed in February. Adjusted earnings per share for the half-year has increased by 16% -GBP 9.9, with earnings growth supported by the repurchase of circa 22 million shares during the period. As a result of our strong performance in the 1st half, the Board has proposed an interim dividend of GBP 2.2 per share, up 29% against the prior year. As a result of our continued strategic delivery and the restructuring of the business completed earlier this year, we are on track to deliver modest growth in our adjusted earnings per share for the full year. We expect to then at least maintain adjusted earnings per share in full year 2027, as both Avanti West Coast and GWR are nationalized. This leaves us well-positioned for the remainder of the year. Our focus will continue on operational delivery and the successful execution of our U.K. growth and diversification strategy. Turning now to slide four, which sets out some of the key highlights against our strategic framework. Delivering day in and day out remains a key priority for the Group. We continue to drive operational efficiencies in FirstBus, with a 24% reduction in lost mileage to 1.3%. We have also increased our net promoter score to +15, as service delivery remains core to our strategy. We have also completed our business restructure to deliver annualized overhead savings of around GBP 15 million, which will help offset the impact on the Group of increased national insurance contributions. We will see the full benefit of the restructuring in the 2nd half. Looking at modal shift, generating additional demand for our service is a commercial driver of our business and also crucial for reducing congestion, improving air quality, and supporting government decarbonisation goals. In open access rail, our seat miles capacity utilization of 67% remains significantly above the industry average, and we've also secured rolling stock for our new Stirling to London Euston service, which we expect to be fully operational in mid-calendar year 2026. Turning to our sustainability pillar, we're at the forefront of bus fleet and infrastructure electrification and are working to capitalize on opportunities to unlock adjacent electrification revenue streams. In the first half, this has included the launch of FirstCharge and a small investment in Palmer Energy Technology to bring battery storage capability to our sites. We continue to diversify our portfolio with FirstBus London, performing ahead of our expectations, and we continue to grow our business and coach asset footprint with high-quality value-accretive acquisitions. In open access rail, we were pleased to have been awarded extra paths on our existing services and the extension of some of Lumo's services to Glasgow. We've also submitted applications for new routes where we can commit further material investment and utilize our proven expertise to drive economic growth through connecting underserved communities. I will now hand over to Ryan, who will take us through the financial results for the half-year. Thank you, Graham, and good morning, everybody. This has no doubt been a more challenging half-year given the headwinds of inflation and employers' national insurance increases. However, the early actions that we have taken have helped mitigate some of these pressures, and the Group has continued to make progress across the business. In my presentation, I'll be covering the following three areas: strong growth in adjusted revenue, the improvement in adjusted EPS with further progress on a much better balance of earnings distribution, and finally, reinforcing our capital allocation policy and our financial guidance for full year 2026, as well as full year 2027. Turning to the financial summary on slide six, where we have made progress across all financial KPIs despite the headwinds. The Group's adjusted revenue is up over 30%, driven by both organic and inorganic growth and decent performances across the business. The revenue improvements in bus and open access rail have largely been offset by inflationary cost pressures, as well as the national insurance impact, as well as business development costs in open access with the mobilisation of our Stirling route, which is now underway. As a result, Group-adjusted operating profit of GBP 103.6 million is up 2.8%. Our positive operating profit performance has benefited somewhat by the IFRS 16 adjustment in rail being lower given SWR ending, partially offset by higher net finance costs, resulting in the Group delivering GBP 55.5 million in adjusted earnings, up 7.1%. The ongoing share buyback programme has reduced the average share count, and as a result, the Group's adjusted EPS has increased by 16.5% to GBP 9.9. This robust underlying business performance and strength of the balance sheet has resulted in the Board proposing an interim dividend of GBP 2.2 per share, an increase of 29.4%. The dividend is in line with the Group's current progressive dividend policy of around three times adjusted earnings per share, with around one 3rd in the interim and 2/3s at the final. The free cash flow generation before acquisitions and returns to shareholders has been impacted by the timing of a more material investment in bus electrification in the half-year, and this is us taking advantage of the available government funding, resulting in an above-normal spend in the half-year. The Group's adjusted net debt position was GBP 207.6 million, with a strong free cash generation offset by the accelerated CapEx, as well as about GBP 10 million in acquisitions and GBP 76 million returned to shareholders through the buyback programme and the final dividend for the year. At the bus business, despite the material organic and inorganic growth investments in the year, the post-tax return on capital employed was 9.4%, which was impacted by the acquisition of the London business in February. As expected, the profitability is initially lower from this business. Turning to the 30% growth in adjusted revenue on slide seven, the material increase in adjusted revenue has been mostly driven by the capital deployment in the 2nd half of full year 2025, with London in particular performing well and is operating ahead of the investment expectations. The regional bus business passenger demand has over been marginally weaker, with a number of factors contributing to this, which Graham will cover later. However, despite the marginally lower volumes, the bus business has been able to deliver some yield growth that has been partially offset by lower government funding. FirstRail's open access operations delivered some revenue growth, with this progress marginally impacted by the strike action that we saw in Hull Trains. The rail services business also delivered a strong performance in the half-year, and what is pleasing to note now is that more than 30% of the current contracted revenues are now with external parties, demonstrating the continued strong value creation from these businesses. Looking at the 16.5% adjusted EPS growth on slide eight, this chart shows our adjusted EPS progression on a post-tax basis for all the variances. Open access and rail services contributed 0.5 pence in growth, with this now at 3.6 pence of our EPS, representing a materially higher proportion of earnings in rail now from more sustainable business streams. H1 has, however, had a marginal benefit from one sort of rail center provision releases. FirstBus increased operating profits contributed 0.2 pence to the improvement, and central costs are 0.3 pence lower year on year, driven by the cost efficiencies and the Group restructure executed earlier. Despite SWR ending in May 2025, the earnings from the DfT TUX are 0.1 pence higher than the prior year, with the first half benefiting from one sort of enhanced variable management fees, as well as lower disallowable costs. Interest costs were 0.5 pence higher, due mainly to lower interest received on cash balances, and the Group now being in an adjusted net debt position. The buyback programmes that have now run for several years have resulted in a lower number of average shares, and this contributed 0.8 pence per share. As can be seen, the work that we have been doing over the past few years, together with our disciplined capital allocation approach, has grown our adjusted EPS to GBP 0.099 per share. Equally as important, we are continuing to drive a far better distribution in the quality of our earnings as we look ahead. Turning to the adjusted cash flow movements for the past 12 months on slide nine, as a reminder, our adjusted measures exclude the ring-fenced cash, as well as the impact of IFRS 16 from the DfT train operating companies. The Group generated EBITDA of GBP 181.4 million before the DfT TUX cash inflows, where we have received GBP 37.9 million in distributions. Just as a reminder, these DfT TUX management fees are paid by way of dividends generally in the 2nd half of the following year after completion of the TUX statutory audited accounts. Working capital was a net inflow of GBP 4.4 million in the 12 months, resulting in a total of GBP 223.7 million of capital generated from operations versus the full year of 2025 of GBP 207.4 million. The capital generated was deployed in investing GBP 126.5 million in CapEx, net of grant funding and battery sales into the Hitachi strategic joint venture. GBP 6.5 million was paid in cash interest and tax, mainly relating to the interest on the new finance leases and arrangements for the electric fleet in FirstBus, offset by interest earned on the cash balances. There was a nominal amount of cash tax paid, with the low level of cash tax being driven by the historical losses, as well as the accelerated capital allowances that should apply for several years, given our decarbonisation investment programme. Other movements include payments to acquire shares for the employee benefit trusts that continues to hold around 20 million shares for share award settlements and small cash payments into the pension schemes, mainly to cover costs. This has meant that the business has generated a total of GBP 78.3 million in cash, despite the accelerated investment in electrification of bus. To a short of GBP 150 million was deployed in growth capital, with the acquisition of RATP London for GBP 90 million being the major contributor to that, as well as several bolt-on acquisitions in FirstBus, mainly in the business and coach market, but also includes investment into several innovative energy businesses, as well as combined with the two open access rail businesses with Stirling in mobilisation phase. GBP 37.1 million has been paid by way of dividends in the 12 months, and GBP 99.1 million was spent in the share buyback programmes. What is clear from the chart is that the Group continues to deploy a very balanced approach to capital allocation, focusing on both organic and inorganic growth opportunities, as well as meaningful returns to shareholders in line with our strategy. This results in the Group ending the half-year with GBP 207.6 million in adjusted net debt and a debt cover ratio of 0.95 times, which is well below our leverage policy parameters, despite being a fairly busy 12 months combined with a seasonally higher level of adjusted net debt at the half-year. Turning to our capital allocation framework on slide ten, as we look ahead, we have a leverage policy of less than two times adjusted net debt to EBITDA. With our forecast year-end position being well below one times, there's plenty of capacity for the U.K. growth for the right opportunities, where the post-tax IRR from these investments exceeds our WACC. On an underlying basis, pre-deployment of capital for acquisitions, we expect to maintain our leverage below one times for the time being. We have a strong focus on decarbonization in FirstBus, with the additional cost and efficiency benefit this brings, and we will continue to deploy capital in this area, particularly where this is supported by government funding to help deliver the U.K.'s wider decarbonization strategy. At FirstBus London, we continue to expect this business to be operating cash positive from full year 2027 onwards, and we are very pleased with the business performance to date. For the DfT TUX, we now estimate that GBP 125 million will be received in cash from October 2025 onwards to the end of the contracts, and this includes the anticipated continued support as required under contract from the rail services businesses. This is effectively higher than the GBP 120 million that we guided in June, due mainly to the longer dated contracts agreed in rail services business, slightly better DfT TUX end dates, and partially offset by the cash that we've received in the first half of the year. Our current dividend policy remains around three times adjusted earnings per share, with this ratio and quantum being progressive over time. Finally, in line with our disciplined capital allocation approach, the Group is committed to any surplus cash that cannot be effectively deployed in growth will be returned to shareholders. Given the current adjusted net debt and the pipeline of U.K. opportunities that are currently being evaluated, we are not announcing an extension to the buyback program at this stage, and this will be reviewed again with the full year results. To end with on slide 11, looking ahead for the financial outlook for full year 2026, as well as adding in guidance now for full year 2027, given the transition of the remaining DfT TUX at some stage within the next 12-18 months. The Group expects to deliver modest growth in adjusted EPS for full year 2026, and then to at least maintain this level into full year 2027 off a higher base. The bus business anticipates making sequential operating profit progress year on year, with growth being driven by the material change in the business following the acquisitions, including London, with bus now consisting of three strong business segments delivering a combined annual revenue that is anticipated to be above GBP 1.4 billion for full year 2026. In FirstRail, the open access businesses are anticipated to deliver results ahead of full year 2025, reflecting strong demand and yield management being offset by inflationary cost pressures, as well as the costs for mobilizing the Stirling business. The rail services businesses are expected to make progress year on year, given the continued support provided to previous and existing DfT TUX, as well as growth in new customers. For the DfT TUX, the fees are anticipated to be at more normal levels going forwards, and combined with SWR ending means that the underlying management fees will be lower. The IFRS 16 positive impact to EBIT for the year is expected to be circa GBP 36 million in full year 2026. At the center, we anticipate costs to be circa GBP 8 million lower, benefiting from the central restructuring that was completed in the first half. Below operating profit, we anticipate incurring GBP 60 million worth of interest, of which GBP 34 million relates to IFRS 16 charges, mainly due to the DfT rail leases. We anticipate deploying a net circa GBP 180 million of CapEx in FirstBus after taking into account grant funding and the benefit of GBP 10 million cash from the Hitachi strategic battery partnership. This CapEx of GBP 180 million now includes GBP 30 million of CapEx in London for electric vehicles, where the Group is trialling an outright ownership model rather than an operating lease model on a specific large route that commenced late in 2025, due to the operating margin benefit that the ownership model delivers. The current level of CapEx in bus is above the expected normal levels, given the success the business has had in accessing grant funding. An annual CapEx is anticipated to be around GBP 100 million per annum as we look ahead, depending on the model that may be applied in London. FirstRail remains capital light, but with some investment expected on the inorganic growth in open access as we mobilise these routes. For the pensions escrow, we have now finalised the bus section 2024 tri-annual valuation. This resulted in GBP 20 million of cash being returned to the Group in November, with GBP 20 million paid into the scheme and the balance of GBP 43 million retained in escrow. The escrow will be reviewed with the 2030 valuation, where a number of medium-term actuarial and asset judgments will be clarified in the scheme's performance. When this is combined with the Group section, it means that GBP 65 million is now in escrow that we'll continue to explore de-risking options that will be tested in the 2030 valuations. We anticipate ending the year with circa GBP 125-135 million worth of adjusted net debt, and this guidance is before any further inorganic growth opportunities, where there's a decent pipeline in the U.K. that we continue to evaluate. As you can see, the Group retains a very strong balance sheet position with a much improved quality of earnings trajectory, where we expect modest growth in EPS for full year 2026, and then to at least maintain this higher level for full year 2027. I will hand over to Graham for the business review. Thank you, Ryan, for the update. Much appreciated. Moving on to slide 13. It has been a solid half year for FirstBus, with operating profit growth of 4% driven by yield management, cost efficiencies, and the benefits of recent acquisitions. This has come in a challenging environment where the transition to a GBP 3 fare cap in England resulted in lower funding levels, down GBP 17 million on last year. This, combined with related pricing activity and generally a softer economy, has negatively impacted regional bus volumes. Concessionary volumes are up 4%, but this has been more than offset by a 7% decline in commercial volumes, leaving overall volumes down by 4%. As well as the move to the GBP 3 fare cap, economic factors are impacting demand. It is worth noting that just over 40% of all bus trips are for shopping and leisure purposes, and around 20% are for commuting. We are seeing these journeys impacted by lower levels of consumer confidence. To offset the drop in funding and softer demand, we introduced a new simple distance-based fare structure, resulting in a circa 10% yield improvement in the first half. Inflationary pressures remain, with cost increases due to inflation of circa 3%, mainly in wages, where there was a 4% average increase in driver pay awards. We have now settled the majority of our largest bargaining units, with two-year awards achieved in most cases. We've also delivered GBP 7 million of efficiencies through the electrification progress and overhead savings, including a GBP 2 million saving in fuel costs. We've also benefited from our new businesses in London and a business in Coach, where we also continue to extend and win value accretive contracts. Adjusted operating profit margin of 6.1% after absorbing 1.4% impact from higher national insurance contributions. Regional bus operating profit margin was 8.2%, slightly lower than the prior year. Moving now to slide 14. The FirstBus portfolio is evolving as we grow our business and coach segment and develop our franchising capability centred on FirstBus London and our operations in Rochdale. In business and coach, we're actively growing our operational footprint and asset base. In the first half, this included the acquisition of Tetlee's Coaches, an established profitable operator with a large owned depot in central Leeds. This segment's revenue grew by 30% in the first half due to contract wins and extensions, the launch of FlixBus services, and the contribution of our new businesses, which are trading in line with expectations. This is an attractive market worth an estimated GBP 3 billion, and we have a strong pipeline of opportunities to further grow our market share. The significant increase in our franchising segment's revenue reflects the addition of FirstBus London, which contributed GBP 150 million in the first half. Thanks to our focus on service delivery to drive customer satisfaction and performance incentives, both our London and Rochdale franchise businesses consistently hold top positions in the operator league tables. Looking ahead, a number of mayoral authorities outside London are progressing with bus franchising schemes. These include Liverpool City Region, West Yorkshire, South Yorkshire, Wales, and the West Midlands, representing an opportunity for us to enter new markets. There's still some uncertainty over which franchising models will be deployed, in particular around fleet and depot ownership. This could lead to potential CapEx savings and property disposals should authorities opt for an ownership model. Our track record of delivering quality bus operations under contract in London and Greater Manchester leaves us well positioned to actively take part in franchising growth. Moving on to slide 15. The electrification of our fleet and infrastructure is a key part of our strategy to transform our bus business and to unlock potential adjacent revenue streams. We continue to make good progress with circa 23% of our fleet zero emission, with three fully and 17 partially electrified depots across the U.K. As I flagged on a previous slide, we're benefiting from electrification efficiencies, including through fuel costs. This has led to a net fuel cost per mile reduction of 20% over the last three years. We're also making good progress identifying and capitalizing on opportunities to further monetize our electrification assets. We recently launched the FirstCharge brand, giving access to chargers at 15 of our depots. We also made a small investment in Palmer Energy Technology to bring battery storage capability to some of our depots. This included the launch of a battery energy storage facility in Hoeford, and we expect to launch a 2nd facility in Aberdeen next year. Over time, this will drive further cost efficiencies and provide a potential platform for commercial 2nd life use of bus batteries. Now moving on to open access rail on slide 16. Our two open access rail operations, Hull Trains and Lumo, delivered adjusted operating profit of GBP 16.3 million in the first half. This is lower than the prior year, with some impact from industrial action at Hull Trains and GBP 1.3 million of mobilisation costs for our new Stirling to London Euston service. Lumo saw strong demand during the summer months, and Hull Trains had a good ramp up in business traveller demand in September. Seat miles operated were 3% lower than the prior year, reflecting higher levels of engineering works on the East Coast Mainline and industrial action. Seat miles utilisation remains high for both operators and still well above the rail industry benchmarks. Looking ahead, the mobilisation of our new Stirling to London Euston service is progressing well, and we expect the service to be fully operational in mid-calendar year 2026. As you can see on the slide, we have set out our current rail open access seat miles capacity and how we see this developing over the coming years. We were pleased to announce in July that the ORR had approved our applications for extra paths on our existing services from December 2025, as well as the extension of some of Lumo's services to Glasgow. These extensions will add an additional GBP 118 million seat miles, a 13% increase to our existing capacity. This, together with our new Stirling and Camargen services, will see us more than double our existing seat miles capacity over the next two to three years. We've also lodged a number of applications with the ORR. This includes services from Paignton to London Paddington, Hereford to London Paddington, the extension of the Stirling track access agreement to December 2038 with the addition of new battery electric trains, a revised Rochdale to London Euston application, and an application for a new route between Cardiff and York. We've committed significant investment to facilitate the growth of our open access services, including our circa GBP 500 million agreement for 14 new Hitachi trains that are being manufactured in County Durham, securing the skills base and jobs in the local area. If our ongoing applications are successful, we will make use of our option to commit further investment in new Hitachi trains, representing a further U.K. manufacturing investment of around GBP 300 million. Moving on to slide 17. Our teams managing the national rail contracts at Avanti West Coast and GWR continue to focus on enhanced service delivery and effective cost management. Both teams are performing well, and attributable net income from the national rail contracts has been in line with our expectations of GBP 15.3 million in the first half. In line with government policy, the DfT train operating companies are moving into public ownership. Our SWR team worked tirelessly with the DfT operator to ensure a smooth transition, with the business exiting the Group on schedule in May. The dates for the transfer of Avanti West Coast and GWR have not yet been announced by the government, but are anticipated to be in full year 2027. Our rail services businesses, FCC, Mistral, and Consultancy, continue to progress and perform well, with revenues showing encouraging growth. Almost a third of their current contracted revenues are now from external customers. We continue to look at opportunities to scale these businesses, as we believe private sector expertise will continue to be vital to the success of the rail industry. Moving on to conclude on slide 19. Our robust performance in the first half in a challenging economic and policy environment is testament to the work we have done to transform, grow, and diversify our business. We're on track to deliver modest growth in adjusted earnings per share for the full year, and we expect to then at least maintain adjusted earnings per share in full year 2027 as we transition our train operating companies to the government. In FirstBus, we're an experienced operator with a large, well-capitalized fleet and a network of owned depots that will allow us to continue to improve performance and to grow in attractive markets. The electrification of our fleet and infrastructure continues at pace as we look to unlock cost efficiencies and potential adjacent revenue streams. We will also be able to leverage these capabilities when bidding for new contracts. In FirstRail, we will continue to work to grow our open access capacity and revenues, look to optimize our rail services businesses, and to bid for contracts where we can bring forward our experience and capability. In our remaining two DfT train operating companies, we continue to prioritize contractual and operational delivery, together with the work required to ensure a professional handover to the DfT operator. Our strong balance sheet allows us to evaluate a good pipeline of value accretive U.K. growth opportunities. We remain committed to our discipline on capital allocation and will continue to return any surplus cash to our shareholders. As a leading U.K. public transport operator, we have a critical role to play in the delivery of the U.K.'s wider economic, social, and environmental goals. We will continue to be proactive, demonstrate our strengths as an experienced partner, underpinned by our significant investment in growth and decarbonization. To close, the work we have done over the last few years has allowed us to maintain our positive earnings trajectory as the U.K. bus and rail markets partially transition to new models. We aim to continuously improve performance, to derive more demand for bus and rail services, and to capitalize on strategic U.K. growth opportunities. Thank you for your time this morning, and we will now open for questions. We will take questions from the room first and then from the webcast. Morning, everyone. Joel Coo from Palmyra Libram. Three if I can. Firstly, on bus franchising, you set out the regions that are moving towards franchising. I was wondering whether you could sort of quantify the sort of revenue opportunity and also what's potentially at risk in, I think, just West Yorkshire is the area that you're in amongst those. secondly, there's been quite a big increase in the CapEx guidance for the year, but not a very big increase in the adjusted net debt guidance. I was wondering what the sort of reconciling item there is. Finally, you talked about having a look at owning electric buses in London. I mean, what are the challenges around that versus owning diesel buses in London? Is it significantly more challenging to cascade electric buses into the regions or onto other London bus contracts? Thank you, Gerald. It was good to see the question starting before I even sat down, so I'm very impressed. I'll maybe take the first one on bus franchising. Look, I mean, obviously, we are in West and South Yorkshire, so that's clearly a risk for us, particularly given how some of these bids are formed with the ability only to win certain depots. When we look at the opportunities outside, we kind of feel that we can balance the kind of risk-reward scenario here. The fact that we've worked very hard to strongly capitalize our assets over the last few years with improved fleet, improved depot, I think it leaves us in a strong position in discussions with the local authorities in terms of how those assets are positioned in the future use within franchising. I'm not going to quote individual subsector numbers, but I think the general feeling in the team is that we will come out of this process. We're likely to release some capital from the business in the areas where we have a strong asset base, and we feel we've got the qualities and the experience now within our business, particularly bringing in the London business and what we've learned from that, to be competitive in the bidding process. Obviously, that has started. The results of the first phase of Liverpool are due out around the end of this calendar year, so we'll begin to get some insight as to where we stand in pretty short order. Ryan, do you want to take the 2nd question on CapEx and net debt? CapEx is higher by GBP 30 million. It's primarily driven by us trialling the GBP 30 million. It's 59 EVs that we're trialling on a specific route in London, which is all electric, that the business effectively retained and won that starts later this year. The guidance is better than what we previously gave, effectively, with that sort of GBP 30 million going out. A couple of reasons for that. One is the GBP 20 million of escrow cash that's come into the business in the 2nd half of the year, as well as some underlying sort of stronger cash generation, particularly coming out of the rail business than what we originally anticipated. A combination of those two factors offset against the CapEx in London is where the net debt guidance has ended up being slightly higher, but better off. Just also a reminder, we deployed GBP 10 million in growth M&A in the first half of the year as well. We've got effectively 40 out and 20 back on the pensions escrow, but our net debt is slightly better than that, obviously, mathematically. Then on the bus ownership in London. The EVs in London, I mean, the TfL is committed to electrification in London. I think that the sort of risk of transition of technology in terms of how these EVs work and the warranties that the OEMs are now providing has kind of gone beyond the kind of risk factor that you previously, I think, would have taken, and hence kind of moving those to operating leases. I think the world also moving to more post-IFRS 16 basis in terms of financial judgments, and I think there's quite a few bankers in the room. I think the banks eventually will also start moving into covenants to being sort of on a post-IFRS 16 basis. Your net debt, your EBITDA, and your total cost of borrowing is going to be all kind of caught into one thing rather than just being simply off balance sheet. A combination of sort of commitment by TfL to go to electric, so we'll always have a use for those buses one way or the other, is a positive. Technology improvements on the OEMs in terms of length of warranty is a positive. If we can use our strong balance sheet to effectively kind of fund our business model in London at our WACC of 9% versus the WACC of the Roscoes, which is much, much higher, we can sort of, in theory, kind of capture that benefit. That capture of that benefit really kind of translates into slightly higher margins. We are just trialling this on a specific route, so we do not want people to think that we are just buying buses now in London. We are not going to uplease them. We're just trialling them on a specific route to just see that the kind of financial benefits are as we expect them to be over time. Yeah. Alex. Morning, everyone. Three from me as well, please. Firstly, just in the remote possibility that the budget does not light the blue touch paper of the U.K. economy and the consumer still does not feel great on the 27th of September, if commercial bus volumes remain somewhat subdued and the trend you saw in the first half continues, what sort of levers have you got? Should we expect more mileage reduction there? secondly, if I can just elaborate on the bus franchising question, Manchester has obviously bought depots and fleet from previous operators. Birmingham has acquired a depot. Look like they are going to buy more and fleet as well. What do you expect in the regions where you think they may franchise? You talked about capital release. I do not know if you can quantify that at all. Finally, just on the rail services, it sounds like you have had a very positive outcome on those continuing for longer. What do you think the end game is? Should we expect government provision of these services or private? If it is private, is there actually an opportunity for you to increase your market share? Okay. Thanks, Alex. Very comprehensive questions. I mean, the budget, obviously, when you look back a year, we obviously had to deal with national insurance contributions. I think the team worked very hard to manage that. The reality is, when you are running a large business, you do not always deal with these issues in a three-month period. The reality is it's probably taken us right through to the end of the half year to do all the work that we wanted to offset those increased costs, and we will now see that in the 2nd half. When we look at this budget, again, we will just deal with what comes our way. I mean, on volumes, we began to see volumes begin to, this time last year, we were talking about volumes being up 4%. Clearly, there's been a number of impacts that have affected them, but we did see them begin to drop off in the January to March period and have largely been around the 4% level since then. We began to cycle that effect out in January this year. We are obviously working with various initiatives to stimulate more demand as well, including having put more frequency on some of our larger urban areas to try and stimulate more demand. It is difficult to gauge where volumes will be next year, but we still have population growth. We still have some macro tailwinds. We do think it will settle down a bit, but we are prepared to deal with it if we see softer volumes next year. It is hard to call, but I do expect some improvement from the current level. In terms of bus franchising, yes, I mean, we have seen the signal from a number of areas that they want to own depot and fleet in total, but we have also seen discussions around potentially a split fleet in certain areas given the lack of available funding to do the whole thing. I do not think it is clear how that will completely play out. A lot of it will be down to choices at a mayoral authority level as to where they invest their money. I think the fact that we have a well-capitalized business is helpful, and also we have available capital if the opportunity arises. I think we will lean into each individual situation as it kind of prevails. As I said, if in West and South Yorkshire they are looking at an ownership model, certainly for the depots and maybe partially for the buses, then we are in a strong position to work with them to make that happen. I think relatively positive in our ability to work there, but it is very hard to call out numbers because these are active negotiations and they are not concluded at this point. I think then on rail services, the team have done a good job. There is no doubt about that. We provide some high-quality expertise into the train operating companies, and we have been able to broaden some of these services beyond our, obviously, into the external market, which is a positive. It is difficult to fully assess where GBR will go, but the reality is they may bring some in-house. They may combine and consolidate and look for one or two private sector partners. At the end of the day, our job at the moment is to provide quality services, put good contracts in place, and then we will respond to how the market evolves. I think we have optionality here. Within the number, the GBP 125 million of cash receipts, that includes an assumption of how much rail services cash will be there. We're more than comfortable with giving that guidance at this point. Evolving area, but since we last spoke, we have a better contract position now than we would have had six months ago, and that's encouraging. Yep. Good morning. It's Rory Calnane from RBC. The first question, I think the M&A was described as a U.K.-focused growth strategy. Should we infer from that that you're likely to continue primarily buying businesses in the U.K., and is there still a reasonable pipeline of opportunities there? secondly, I was quite struck that bus CapEx could normalize towards GBP 100 million in the medium term. Does that come back to the shift to franchising and more regions opting to own assets? Finally, what have you assumed in terms of the timing of the exit of the remaining talks in terms of the upgrade of the cash inflow from DfT talks from GBP 120 million to GBP 125 million? Thank you. Okay. Thanks very much. On M&A, we are solely focused at this point in time on our U.K. pipeline of opportunity. We have been able to do, over the last 18 to 24 months, seven or eight acquisitions, and we have a pipeline that at the moment is made up of live opportunities under discussion and some more medium-term opportunities that we feel could come to the market. Our job right now is to rundown those opportunities. They are a good fit with the strategy of the business in terms of more gross growth in bus and the potential to obviously completely optimize what is there on open access. We feel there is enough there to have a strong growth story around bus and open access rail for the next two to three years. As I have said before, given the type of organization we are, stuff comes our way to assess and look at. We will continue to look at opportunities outside the U.K., but we have absolutely, at the moment, that is really just from a kind of good corporate citizen perspective. We are solely focused on driving and delivering the U.K. pipeline we have. Until that pipeline weakens, we have no real intention of looking elsewhere. Bus CapEx, Ryan, do you want to maybe take that one? On the CapEx, there is a number of sort of variables on that. One of them being, obviously, as we transition towards franchising, some of the markets, our owned fleet in terms of our regional bus operations will be slightly smaller as a result of that. Now, we kind of spoke a little bit earlier on one of the questions in terms of, is it going to be depots and buses owned by the combined authorities or whether we're going to have a partner ownership? Now, clearly, if we're going to have to own the buses under that scenario, then clearly the CapEx number will be higher. That should then be reflected in the margins that those bids will go for in terms of cost of capital pricing. That 100 million kind of does not include the fact that we might have to buy buses under the franchising model, and we will obviously update the market as and when that happens in terms of how that structure is going to end up. The other factor is that we have a lot more confidence now on the electrification of our existing diesel fleet in terms of transitioning it from being a diesel fleet to an electric bus by just putting in an electric drivetrain and battery. Normally, with a diesel bus, about mid-life, they would have a massive engine replacement and a big refurbishment. That happens instead of putting a diesel engine back into the bus, we are now putting in the electric drivetrain as well as the batteries. That then gives us a sort of more limited amount of CapEx that we need to then spend to be able to electrify those fleets. I think we've got sort of 40, I think, in operation now today, I think from 30 in operation already. We've got a sort of an investment in a business called CleanDrive, which is another one of these sort of adjacencies where we're trying to use our sort of scale and expertise to be able to help monetize the benefits of being a leader in this electrification journey for large fleets. Those sort of factors combined means that our overall CapEx, therefore, should be a low number on a go-forward basis. Clearly, in the shortest term, whilst we've been successful in accessing government funding, which is very important to us in order to be able to continue this accelerated journey, that CapEx level is generally higher. You can see it from our average fleet age being down to just over 8.8 years currently versus starting out at 11 years as early as four years ago. On the talk exits, I mean, as we said during the presentation, we expect both of them to be transferred by the end of full year 2027. Nothing has been announced by the government, but that's our kind of working assumption at this point. As Ryan said, on the kind of cash upgrade number that we put out there, it is really a function of better operating performance and a little bit more longevity on some of our contracts, which is a positive. I think it is worth saying as well that operational performance, particularly in Avanti, in terms of what they can control outside of infrastructure failures, has been very, very good. It is a significant step forward over the last 12 months, and all credit to the team, performing well above the industry averages on those metrics, in terms of cancellations. That obviously has a benefit as well in the short term. I think general just improved performance and contract longevity is really what is driving that upgrade. Any further questions in the room? Okay. Any questions on the web? Currently, no questions on the webcast, so I'll hand back for closing remarks. Okay. Thanks everyone for coming along today, and thanks for all the questions. It's been fantastic to deal with them. The company continues to push forward, grow its key financial metrics, and we intend to continue doing that. Thank you very much for your time today.