Okay, on the dot of 9:00 A.M. Good morning, everyone, and welcome to our full year results presentation. I'm Richard Harpin, Founder and Chief Executive of HomeServe. Welcome to those of you who are with us in the room and all those who's joined us online. This is the first time that we've been able to talk to you since the big announcement last week of the cash offer from Brookfield of GBP 12 a share, implying an enterprise value of GBP 4.7 billion. The board gave the proposal a lot of thought and concluded that it was an attractive valuation and one that should be recommended to shareholders. It allows shareholders to capture the value of future growth today, and of course, it's a very material premium to the share price pre-approach. The board believes that Brookfield will be great owners of HomeServe because they have real expertise in domestic infrastructure services. For example, through investments in Enercare in North America, BOXT here in the U.K., and thermondo in Germany. They invest in growth and take a long-term view. This is the start of a new chapter for HomeServe and positions us well to continue to deliver for our customers, our partners, and all our people. The acquisition is currently expected to complete during the fourth quarter of 2022. Our main focus today is on our performance in our last financial year. FY 2022 was another year of strong growth. It's great to report that there's real momentum across all three of our business divisions. Tom Rusin is here to take you through the 15% operating profit growth that we've delivered in North America, as well as innovative new product and partnership initiatives, which will really make a strong contribution to the green homes revolution. Ross Clemmow will talk about our good early progress in broadening and transforming our U.K. business, and innovation and geographic expansion across EMEA. I'll then come back to demonstrate the strong progress in Home Experts as we reach profitability in total for the first time. Updating you on our latest developments at Checkatrade, eLocal, and Habitissimo. First, let me hand over to David to take you through the numbers. Thanks, Richard, and good morning, everyone. Let me begin with our group financial summary. It was great to see 10% growth in group revenue to over GBP 1.4 billion, and continued delivery of improved operating leverage, driving a 15% increase in both of our key adjusted profit measures. It's also really pleasing that this financial performance in all three of our divisions contributed to the result. Year-over-year, sterling again strengthened against both the dollar and the euro, and thus in constant currency terms, growth of 13% and 18% in revenue and adjusted operating profit, respectively. Though the dollar effect moderated somewhat during our second half, this still drove a GBP 6 million headwind on adjusted operating profit for the year. The interest charge rose by 14% year-over-year, reflecting the higher average net debt balance throughout the year. Year-end net debt of GBP 643 million was 2x the adjusted EBITDA at the top end of our target range, principally reflecting continued investment in the group's HVAC buy and build strategy, as well as the strategic acquisition of CET in the U.K., which more than offset the strong cash generation of the business. 15% growth in adjusted profit for tax was mirrored at the adjusted EPS level. In light of the recommended cash offer for the group received from Brookfield last week, the board is not proposing the payment of a final dividend. Now, let's turn to look at financial performance across our three divisions. North American Membership and HVAC again delivered strong double-digit growth in revenue and adjusted operating profit. Tom will take you through the key operational drivers shortly, but it's pleasing to see continued progression in policy income as well as strong organic revenue growth at both our locally branded HVAC businesses, underlying the gathering momentum of our buy and build strategy. EMEA Membership and HVAC saw good, stable growth in revenue and adjusted operating profit, with each of the three established businesses delivering higher profit year-over-year. Spain was a standout performer, with adjusted operating profit increasing 24% in constant currency terms, driven by operating leverage in the HomeServe branded claims assistance business, as well as a full year contribution from the FY 2021 acquisitions. In the U.K., adjusted operating profit was somewhat higher than previously guided, largely due to the strong performance on retention and therefore higher renewal income. The U.K. result also included an in-year contribution to adjusted operating profit of around GBP 1 million from CET, as previously guided. In France, there was good adjusted operating profit growth of 8% in constant currency terms, with investment in partner relationships and higher direct cost in HVAC slightly offsetting the higher revenue growth. As Richard's already mentioned, the Home Experts division has now moved into profitability. A substantially lower adjusted operating loss at Checkatrade was the key driver here, reflecting both underlying growth as well as the non-recurrence of COVID-19 related subscription discounts. We also saw a lower operating loss at Habitissimo. The reduction in profits at eLocal reflects a tough comparator period, particularly where in the second half of FY 2021 we saw a tailwind from the relaxation of the first set of protective measures enacted right at the beginning of the pandemic. Let's now look at the mix of growth between organic and acquired. Of the 10% group revenue growth, 7 percentage points was delivered organically, being businesses owned throughout FY 2021 as well as FY 2022, with a further 6 percentage points from M&A. There was then a slightly offsetting impact of 3 points from foreign exchange movements. Looking at the adjusted operating profit growth of 15%, the composition of growth was slightly more weighted towards organic growth, due principally to the continued development of the HVAC business in North America and the performance of the claims business in Spain. Net cash outflow on new acquisitions in the year was GBP 112 million, with a broadly even split between HVAC and claims assistance, as you can see on the chart on the bottom right. There was then a further net GBP 34 million spent, again, broadly evenly on deferred and contingent consideration on historic transactions, and also increasing the group's stake in eLocal to 90%. We were able to continue executing a good pipeline of HVAC candidates in each of North America, the U.K., France, and Spain, as well as Belgium and Germany. The key elements of our investment criteria, as first shared at the half year, are included on the slide as a reminder. We've again included all the detail on our organic revenue growth calculation as an appendix in the slide deck. Looking at our cash flow more generally, all three divisions continue to be highly cash generative, with cash generated by operations in excess of GBP 270 million across the group. This was marginally down on the prior year as working capital absorption, given the strong growth, returned to more historic levels at around 3% of revenue. Total expenditure on capital items of GBP 62 million was down on the prior year, driven both by slightly lower spend on core technology and partner payments, and also the proceeds on the disposal of the first tranche of the Piedmont policy book in North America. With GBP 146 million spent on M&A, as explained a moment ago, dividend payments of nearly GBP 90 million, and a foreign exchange impact on net debt of around GBP 20 million, the resulting year-end leverage was 2x EBITDA. However, with trading continuing to be strong, which can result in a consistent and predictable deleveraging and substantial headroom on our debt facilities, the group continues to prioritize the allocation of capital to both organic and inorganic growth opportunities. With the Home Experts division moving into profitability and continued strong growth in North America, this saw a group return on invested capital of 15% for the year. With that, I'll hand you over to Tom. Thanks, David, and good morning, everyone. North America delivered its seventh consecutive year of double-digit profit growth, but I have to tell you, we could have done better. Omicron had a material effect on our business in Q4. I think Omicron was more impactful than any other part of the pandemic. Just to give you an idea of the scale of it, at one point in Chattanooga, where our call center is, almost half the COVID tests taken in the city were positive. Omicron meant that some of our partners struggled to staff their call centers, which resulted in lower call center sales as partners prioritized call handling over selling. Altogether, we lost a full percentage point of annual customer growth in Q4, plus an additional point for tranche one of the Piedmont sale, which we told you about in December. Virtually none of our newly signed partners launched marketing in FY 2022, as Omicron delayed our efforts there. Against this difficult backdrop, core policy customers grew 3% to 4.8 million, all of that growth organic and with existing partners. Our water loss product, ServLine, where we're showing you the customer count for the first time, grew customers by 27% to 800,000. Collectively, we saw 5% overall customer growth. We optimized about 9% more marketing into cross-sell, which delivered core policy growth of 6% to 8.7 million, and increased policies per customer 4% to 1.8. As a result, we saw net income per core customer increase 5% to $113. Our core policy retention remained strong at 85%, reflecting our core customer satisfaction rating of 4.8 out of 5 stars. At the interims, I told you that the two things I cared most about were policy growth and customer satisfaction, so it's great to be able to report that despite Omicron, we did well on both. The good news is now that the Omicron effect is behind us and things are starting to return to normal. Our HVAC business continues to thrive, and the business is making great progress in its own right. Total HVAC revenue, that's service and repair revenue, as well as installations, grew 54% to $232 million, and profit on the same basis grew 79% to $18 million. The main driver of these increases was a 60% increase in the number of HVAC installations we did to 19,000. Every one of them reducing carbon emissions and saving energy for our customers. We continue our buy and build program with another five acquisitions, taking the total to 21, and are on track to deliver double-digit return on investment well in excess of our cost of capital. We also made great progress organically with same-store sale installations growth of 19%. We're continuing to see cost synergies with membership come through with a 30% increase in the number of jobs our acquired HVAC companies did for membership customers to 19,000. These helped us avoid $1.8 million of cost. Lastly, HVAC is a key component for our new solutions for utilities, and I'll come back to this in just a couple of minutes. Another aspect of the business which went really well last year was new partner signings. We added 134 new partners and now have access to 73 million households, an increase of 10%. The 73 million is only around half of all North American households, a reminder of just how under-penetrated our market still is. We exited FY 2022 with a very strong pipeline of new partnerships, which has continued to deliver well with close to 1 million new households signed just since the year-end. One of the things I'm most excited about is the range of new solutions we have to offer utilities to help them meet the needs of their customers and their regulators. These are bringing us new utility relationships at a faster pace than historically. Specifically, we have three exciting new products, our ServLine water loss coverage, electric vehicle charging installation and protection, and HVAC as a service, and I will spend just a little time on each. ServLine is our water loss cover program we acquired in 2019. The program is offered to utilities to enable them to add insurance coverage for all their customers in the event a customer has an unexpectedly high bill because of a leak. Today, most water utilities and municipalities do some form of leak adjustment when a consumer complains about a high bill. Typically, this results in the utility covering some of the water cost, as well as the consumer, and a bad experience for both. Our ServLine cover is a fully underwritten insurance program that the utility offers to all customers for just around $1.25 a month on average. The premium is added to the utility bill and collected monthly. Consumers can opt out, but if they do, they are then 100% responsible for a high bill due to a leak. On average, 98% choose to keep the policy. Because leak adjustments today are both a cost and a bad experience for utilities, there's very strong interest among water utilities in adding the ServLine program, which has developed into a pipeline 5.5 million households strong. Again, during FY 2022, we grew ServLine customers to 800,000, which is a 27% increase over FY 2021. Almost every energy utility in North America wants to offer electrification and resiliency solutions to their customers that make them lower carbon producers, and electric vehicles are just one way to do that. Our electric vehicle program leverages our nationwide network of electricians to enable utilities to offer their consumers simple, utility-endorsed installation of home charging stations that come with an interior electrics policy. Three partners are currently trialing this program. The product I'm most excited about is our HVAC as a Service program. For one monthly payment, typically around $160, consumers will receive the installation of a highly efficient HVAC system for their home, combined with a smart thermostat that proactively monitors their equipment, ongoing tune-ups, repairs, and filter changes. Additionally, on average, these systems will save consumers 9% on their monthly energy bills and significantly reduce their carbon output. Leasing the system is about 11% less expensive for consumers than financing. For HomeServe, these customers generate a significantly higher lifetime value as compared with a typical policy customer with a financed install, and the policy retention rate will be in the high 90s%. In our pre-launch research, we learned that 80% of homeowners would be interested in a subscription-based HVAC solution for their home. That interest has been clearly confirmed in our beta launch with a large utility in New York State. We are seeing a lift in close rates and an increase in average order size. After this beta launch, we brought this solution to just one new utility prospect, and we are going to contract now. Utility interest in this solution has been very strong. We see this as a significant opportunity to leverage the assets of our acquired HVAC companies and our core competency of working with utilities to drive HVAC installations and policy sales, along with a very strong ESG agenda all at the same time. Just as a reminder, the leases sit on our financial partners' balance sheet, not on ours. In conclusion, thinking about the whole of the North American business, what I've shown you is that it's resilient and able to keep delivering double-digit profit growth even when market conditions are tough. We're developing innovative new solutions to household pain points, which are broadening our relationships with utilities and giving them new ways to meet the needs of their customers. Our growth prospects remain strong in the under-penetrated North American market, and now more than ever, we are motivated to keep delivering. With that, I'll hand you over to Ross. Thanks, Tom. You'll remember that our strategy in EMEA membership and HVAC is to grow broad-based businesses with three complementary capabilities, membership, HVAC, and claims assistance. It's good to be able to report strong progress in each country. Our U.K. transformation is starting to deliver results, and we've expanded beyond membership into HVAC and claims assistance. In France, we're building for a greener, more digital future, developing the next generation of partners and products while continuing to provide excellent service to our partners. In Spain, the service customer model, developed thanks to our expertise in claims assistance, looks set to reinvigorate our relationship with large utilities, and we're making good progress with geographical expansion from Spain into Portugal, France into Belgium. Our joint venture with Mitsubishi Corporation in Japan now has access to 25% of households through four electric utility partnerships. We've also made a new entry into Germany with the acquisition of our first HVAC business. We have a strong pipeline of other HVAC opportunities in Germany and active discussions with utilities about how to use our HVAC capabilities to drive their decarbonization agenda, as Tom has described in North America. Now let's look at the U.K. in a bit more detail. The financials and KPIs are starting to show evidence of stabilization, and we're making good progress with our transformation plan. You'll remember that that plan has four key elements. Firstly, we've made good progress renewing and deepening our relationship with water partners. All of our established water partnerships are now secured until 2026 or beyond, and all partners now participate in the call center sales channel. The second initiative is to grow the energy vertical, which has proved to be the trickiest element over the last year. Not surprisingly, our energy partners, Shell and E.ON, have been focused on helping their customers through the current energy crisis with little opportunity to market additional services. This said, we remain confident in the medium-term prospects of these relationships, and we were pleased to see that our partners built the number of households they served during the recent market turmoil from 5.7 million in May 2021 to 6.2 million in March of this year. Thirdly, we've made progress in broadening the U.K. business by growing both HVAC and claims assistance. The HVAC buy and build program is now well underway with two acquisitions this year and three in total, and our in-house business is performing better with installation volumes picking up. CET has bedded in well with continued high service levels and a profitable contribution as it's become part of HomeServe. Last but not least, we've made good progress this year with the technology transformation. Our CRM activities are now stable and more efficient, with all policies now rolled back onto our policy system insurer. It's good to be able to report that 25% of claims notifications are now automated, either digitally or via intelligent voice solutions, all with positive reviews from customers. After a good few years under the cosh, it's great to be able to report the U.K. is making good progress, and I'd like to take the opportunity to congratulate John Kitzie and his team and thank them for all their hard work. Moving on to France. The French team are doing an excellent job of providing best-in-class service to current partners and at the same time positioning for the future. This time, they delivered another record gross number of new customer additions, and they've also grown digital sales through new Ecosystem Economy partners like home moving aggregators and price comparison websites. That growth was an impressive 28%. You'll notice from the slide that the French operating margin has declined. This is due to the initial impact of HVAC acquisitions, where we tend to see margins improve over time, and also the implementation of our new agreement with Veolia. You'll remember that last time that our new deal with Veolia brings the commission we pay more in line with other partners. Additionally, the French P&L also includes our activities in Belgium, where we're still strongly investing in growth. All of this said, the French business is still delivering a very strong margin while continuing to grow. Our French HVAC business has the highest engagement of the group, with low carbon equipment like heat pumps and pellet stoves. 60% of installations this year will use a sustainable power source in France. HVAC installation revenue doubled with a good mix of successful acquisition and strong organic momentum. There's been good early progress on developing a new sales channel called On-Demand to Policy, which converts ad hoc repair jobs into policy sales. The team has also made good progress in Belgium through the Eneco partnership and through their first HVAC acquisition. The French business has continued to deliver exemplary systems upgrades, with Salesforce now providing a single view of the customer from a flexible, cloud-based platform. Turning to Spain. Spain is leading the way when it comes to developing broad-based businesses to stimulate continued growth. Claims assistance and HVAC both delivered excellent growth this year with repair income and installations revenue both up 16%. The decline in policy retention was driven by the Endesa back book. Even more importantly, our expertise in claims assistance stimulated the development of a new proposition, the service customer model. This model offers large-scale utilities an à la carte menu of services from HomeServe, such as marketing, campaign execution, and network management, while they retain ownership of the end customer. We secured our first service customer partnerships in Spain and Portugal, and we have a strong pipeline of further signings during the year. To conclude, it's great to be able to report progress across the board in EMEA in my first full year as CEO. I've really enjoyed getting to know the team. I've been impressed by their entrepreneurship and their enthusiasm. I'm confident about the potential for all of our businesses in EMEA. With that, I'll hand you over to Richard. Thanks, Ross. Over the last two years, the changes driven by COVID-19 have brought both challenges and opportunities for the Home Experts division. This has served to strengthen our belief that we're well advanced in being the platform that truly solves the matching of consumers with quality tradespeople that is superior to word of mouth. It was great to reach the milestone of the first full year of adjusted operating profit in Home Experts, as we said we would. This really is a sign of our building momentum, which, much more still to come. All our Home Experts businesses are obsessive about helping consumers get every household job done easily. We're excited at the growing evidence we've seen in each of the businesses of getting all the ingredients right to deliver this consistently. At Habitissimo, focusing on the European markets of Spain, Portugal, and Italy has made the business more efficient, as seen in lower operating losses. Switching to a directory extra model in the largest market of Spain has seen a sustained improvement in net promoter scores, an essential first step to getting homeowners to return for all of their subsequent jobs, and thereby driving repeat usage. At eLocal, consumer demand did moderate, particularly in the second half, against very high prior year levels that were driven in FY 2021 by pent-up demand coming out of the first COVID period. However, eLocal continues to deliver strong monetization of its consumer demand and is the most sophisticated of our Home Experts businesses at doing this. There was 5% growth in revenue per monetized call year-on-year. You'll be aware that we regard Checkatrade as being closest to the finished directory extra model, not least because the ingredients for consistent delivery are now in place. Consumer contacts were up 26% year-on-year. Paying trades growth returned in the second half, finishing the year at 47,000. Monetization progressed really well with average revenue per trade of GBP 1,229, exceeding the GBP 1,200 target that we set at the 2019 investor day. It is, though, in marketing, data, and product development that I'm most excited about what the Checkatrade team are working on. Let me just tell you a bit more about this. Checkatrade continues to be the leading U.K. online platform to find a trades person. As you can see on the right of the slide, Checkatrade remains well ahead of all of our other U.K. platforms in terms of market share by usage. It's also significantly ahead on spontaneous awareness. Checkatrade is focused on delivering such a great experience to consumers that they really don't need to go anywhere else. At our interim results in November, we talked about the GBP 1,000 free 12-month consumer guarantee, which we just rolled out nationally. As a reminder, to get the guarantee, consumers just need to contact a tradesperson via Checkatrade and then leave a review. Since the guarantee launched, almost 500,000 consumers have been covered by it, and we've had a negligible number of claims. Research demonstrates that the guarantee makes consumers even more likely to choose a tradesperson found on Checkatrade, and this is helping to build consumer loyalty. We can already see that with the proportion of consumers finding a trade through Checkatrade in April this year who were repeat users, increasing by a 10th versus the same period last year. We also made real progress during the year, developing our consumer portal. The portal delivers a hyperlocal, personalized experience to homeowners that intelligently anticipates their next job and drives that recurring usage. Usage of the new portal, as shown through page views, has increased rapidly over the last few months. Let's now turn to what we're doing to make Checkatrade the place for quality trades. During the year, we introduced Lite, Standard, and Pro packages for trades to recognize that they have different work volume requirements and make us essential whatever the state of their order books. They can now flex the membership up or down through the tiers to suit the amount of work they want to receive at any given point in time. Along with the pain points of losing all your review history if you leave the platform, these packages are helping improve our retention rate. We launched a new package called Approved just after the year end. That's our answer for trades who are always busy. Though they may not need any job leads from us, they do need an endorsement of the U.K.'s most trusted network of quality tradespeople and the GBP 1,000 consumer guarantee. As we're not providing them with any contacts, trades are able to join for just GBP 30 a month. If they find they do need more work to fill their diary, they can quickly and easily flex up to one of our other packages. Around half of the 31% growth we saw in average revenue per trade on prior year came through cross-sell, pricing initiatives, and the increasing number of national accounts who look to us to drive consistent lead flow to them on a pay-per-lead basis. As we've seen, the monetization opportunity has already exceeded the expectation that we had at our 2019 investor day. We're sure there's more to come, and we look forward to Checkatrade's continued progress. In conclusion, this has been another great financial year for HomeServe, with all three of our divisions performing really well. As a result of last week's announcement, this could be our last full year results presentation as a listed company, and that really does mark the end of an era. I'd just like to take the opportunity to thank all of you for your interest in HomeServe and your support of the company. I particularly want to thank our long-serving analysts, some of whom I've known personally since we floated back in 2004. When Jeremy Middleton and I launched the business with South Staffs Water, I never thought that nearly 30 years later, HomeServe would serve 8.4 million customers across 10 countries with a workforce of 9,000 people, and a Checkatrade ad campaign fronted by Julius Caesar. I'm incredibly proud of the business we've built, the people who work here, and of all the great colleagues who've helped and guided me along the way. I'm really excited about the potential for HomeServe to move to the next step of its development under the ownership of Brookfield. I'm sure that the business will continue to deliver great service to our customers and our partners, provide fulfilling careers for all of our people, and accelerate our progress towards making home repairs and improvements easy. Given that we're operating under The Takeover Code, we can't comment on the near-term outlook as fully as we'd normally do in this meeting, and you'll be aware that there are many questions about the acquisition that we simply can't answer at the moment. Also, we're gonna take all your questions now rather than informally in small groups after the meeting. On that note, I will open up the meeting for your questions. For those of you in the room, then you can reach for the microphones at the side of your seats. Any questions from the floor? Hi, this is Anvesh Agrawal from Morgan Stanley. First, Richard and the team, many congratulations and all the best for the next step of the journey of the HomeServe. I got three questions, if I may. First, just on the U.K., the retention rate has improved after a good six-seven years. Are you confident that you reached the bottom as far as the retention rate is concerned? On the HVAC as a Service, what does the monthly cost cover? Does it cover just the cost of equipment, installation and ongoing service, or it also covers the energy cost for the customer? Finally, on Checkatrade, as you launch a new model Approved, why would tradesmen choose to pay the higher subscription? I mean, they can still be on the platform, pay GBP 30 a month, and then customers can contact them directly. Thank you. What I'll ask Ross to answer the first two of those, U.K. retention rate and HVAC as a Service, what it covers. Sure. On the U.K. retention rate, what we saw over the last 12-18 months is that customers were using their policies more, valued their policies more, and therefore, renewed more. That trend was across all customer cohorts all the way through the year and continued after things started to open up after the initial lockdown period. We haven't seen any slowdown in that trend, and so it's pleasing to see that the 79% was the result at the end of the financial year. We expect that to continue. On HVAC as a Service, I think as Tom commented in his speech, the product is there to help the consumer access new greener technology in an affordable way by spreading the cost over a lease over a kind of 15-year period. Within that, we include maintenance, and then tune-up and repair. Effectively, it's like a combination of the ability to get hold of the new equipment in an affordable way and the benefit of an ongoing maintenance policy. On Checkatrade, most of the 47,000 traders who are on the platform are there because they want contacts. That's either a telephone call on a tracked telephone number from their listing, or it's a request to quote. They would pay a Lite, Standard or Pro subscription to get between eight and 32 contacts a month. What we did recognize is that there are a group of trades out there that say, "I'm really busy. I don't need any contacts, but I would like to build my reputation, and my customers able to search me out on Checkatrade, see my profile, even though it'd be at the bottom of the rankings, and to be able to log customer feedback and reviews." To be able to have that without contacts for GBP 30 a month is going well and is really good value. Andrew. Andrew Nussey from Peel Hunt. I'd also just like to add it's been quite an interesting journey and wish HomeServe all the best, moving forward. Couple of questions. First of all, in terms of the HVAC and the aspiration to build to sort of 15%-20%, sort of operating margins, now the M&A strategy has been going for a few years. Do you have a better line of sight on how long it takes to get to typical acquisition to that level of profitability? And secondly, sort of notable by its absence, maybe for obvious reasons, no real reference to the milestones, and particularly the $230 million in North America. Really just to hear sort of the confidence behind getting to that milestone, please. Perhaps ask Tom to answer both of those because HVAC did start principally in North America. Getting to the 15%-20% margin and then milestones. Yeah. It kinda depends on where the business is when we buy them. We tend to buy these businesses around a 10% margin, sometimes a little bit more, sometimes a little bit less. It also depends on how many policies they have in the business, 'cause policies help improve the margin more rapidly. It takes a few years. We have a very disciplined acquisition model, though, where we need to be above ROCE in year one, and then we target a 15% return over time. We're seeing very solid margin progression across all the businesses, both in North America and the other countries. With respect to milestone two, obviously with the Brookfield thing, I can't comment on that. I would say that, you know, the fair price that they paid represents the growth potential they and we see in the North American business. Ross, did you wanna just say anything on the margin on HVAC? Yeah. I think, we're pleased with the progress in the businesses that we've owned for two or three years, and that's what's given us the confidence that we can expand the margins by adding value in marketing through operational improvements, and that's probably best progressed in the U.S. business. Any other questions from the floor before I ask Miriam, were there any questions from the webcast? She's shaking her head, which I think suggests there aren't. Thank you all very much for all your support, for coming this morning, for all of those that are online. This may be our last presentation, but appreciate everybody's support. Thank you very much.