Good afternoon, everybody. Thank you, Harry. I am Arnab Basu, and I have got Claire. Burgess. Our CFO. Thank you. We will straight go into the questions. I will be reading out the questions, and then either Claire is going to answer it or I am going to answer it. The first question, what are the revenue expectations for FY 2027? Claire. Thank you. Our revenue expectations are consistent with market expectations and the consensus we have two brokers is GBP 30.3 million. What top-line growth rate should we model for the next three to five years? Well, as we articulated to the market last year, we expect to get to GBP 60 million of revenue in the midterm, which for us means 2030, 2031. The curve of that growth path is dictated by our customers and their growth plans. I will start to share a trajectory of that from the half year, but we are very comfortable with that $60 million by 2030, 2031. Now that is not the end story. We will continue to grow after that point, well into the 2030s, towards 2040 as our customers grow their portfolios as well. GBP 60 million you meant, Claire. Did I say $60 million? Sorry. Dollars. Yes. Pounds. Yes. The next question is, you say that you expect 2027 to be in line with market expectations. What does that mean? Okay. Sorry. As I've articulated, we've got two analysts that follow us, our house broker, Cavendish, and one other. What we do is we look at both of those and average them, and that's the consensus market expectation. For 2027, the consensus market expectation is GBP 30.3 million. The next question, Cavendish forecasts 2027 revenue of GBP 30.5 million versus GBP 27.1 million. Given the license revenue falls in 2027 to GBP 1 million, that implies a growth in non-licensed revenue from GBP 13.9 million in FY 2026 to GBP 29.5 million. That would be a massive acceleration over your already strong 36% growth in 2026. Where does that growth come from? That's a great question. Thank you. Yes. We are seeing growth from both sides of the business, as we indicated in our final year presentation to the market. The acceleration is coming from both Advanced Imaging, where we are starting to see the existing customers ramping up their revenue, but also we will be starting to see some of the photon revenue coming from the photon counting CT or the PCCT market, which are the larger of the two medical imaging markets that we actually serve. We are starting to see a layering effect of existing customer growing, but also new customer from the photon counting CT starting to generate revenue. In addition to our regular customers within that Advanced Imaging business in bone mineral densitometry and other applications. But the real driver is the SPECT and the CT revenue. On the other hand, in CBRN, if you recall, we made an investment in building our commercial activity, and we appointed Michael Stephenson as a Director of Commercial and Strategy. Under him, there's been a team building, which is really looking at building channels in the market. Although traditionally we had a lot of our revenue coming from the U.K. and the U.S., a lot of the near-term pipeline we are seeing in that market is starting to develop within the other NATO countries, some parts of Middle East, but also in some parts of Asia. That all together is really what that growth is going to be driven by. Both the Advanced Imaging, which is reaching a point of growth through number of customers, really starting to accelerate their market entry points and their material take-up, but also the general growth within the CBRN that we are seeing through investments in the markets in the commercial town. Yes, we are pleased with the growth that we are experiencing, and we will be continuing to grow in these markets in the coming years as well. The next question, can you give more meaningful guidance for FY 2027, but more importantly, suggest how things will be significantly better in FY 2028? Look, as Claire just said, the FY 2027 guidance is out in the market, which is a revenue of GBP 30.3 million. As in the previous question, the underlying business, which excludes the Siemens enablement program, is growing significantly. We have indicated what our midterm growth would be, but as again, Claire said, that GBP 60 million in the midterm, with a 30% EBITDA, and as the numbers for the following years are going to be coming out as guidance over the next months. You will start to see the trajectory of how we go from here to that GBP 60 million, which we feel very confident and comfortable with. Will the board commit to providing a greater order book visibility? Could Kromek disclose aggregate contracted backlog, expected delivery periods, and the proportion of current year revenue covered by firm orders separately for Advanced Imaging and CBRN? Again, thank you for the question. First of all, we completely recognize that investors' and shareholders' need for more clarity, more granular details about where we are going from where we are. In some cases, we are restricted to saying things because of commercial sensitivities on our customer side. But one thing that we do, we do provide the visibility chart around January due to our sales cycles and for that particular year, which is generally aligned to the announcement of our half-year results. There we categorize those in various categories in terms of contracted, in terms of won but which are not yet contracted, and pipeline. We provide a reasonable amount of granularity in terms of both the segments itself for that particular year. Our two segments, the nature of orders are quite different, as you would know. The Advanced Imaging, we make OEM component-level products, which are typically imaging sensor or imaging detectors that goes into OEM systems, whether in medical imaging, security screening, or industrial imaging. There, generally our order profile is much more multi-year, so it takes a long time to get designed in. But once you're designed in, like the Spectrum Dynamics contract, it was a seven-year contract, but in reality, once you're with an OEM, you're there for the whole life cycle of the product, which can often be 20 years. So generally, the visibility of Advanced Imaging and the stickiness of customers within that market is quite long. In terms of CBRN, it's a different kind of business. We provide handheld radiation detectors to a range of customers, including military, border security forces, first responder community, nuclear power plant operators. There it's a tendered business, or it's a direct order business which we receive through distributors. Typically those orders ranges from receiving of an order and delivering in a very quick succession within a month or two, to some of those tendered business getting delivered over a few months or maybe a year. So the nature of business is quite different. The visibility as a result of contracted revenue are slightly different. We ultimately will get to a point where we start to disclose the total order book. We are not there yet. But what we provide is that clarity in terms of visibility of an annual number by category in each segment, and will continue to do so. But just to add that for this year, we have reiterated that whatever the market consensus is of GBP 30.3 million, we remain very comfortable and confident of delivering that. The next question is, "Can you specify the number of years of orders you have?" I think I kind of covered it in the previous answer a little bit, but typically the long-term contracts are within our AI division. So within the Advanced Imaging division, it is really where we have the OEM relationships, and typically we work with an OEM for a long time. We get designed into the system, and then we provide detectors on a monthly basis to that particular OEM as products get commercial. And typically, those order sizes lengths can be anywhere between three and seven years. But in reality, as I said, we will provide detectors for the total life cycle of that product, which could be 20 years. So it varies in many ways. And even in a long-term contract, we will have purchase orders for a year, which means we exactly know what we are going to ship every month up to three years, so we know exactly what we are going to ship for the next 36 months. Generally, they will be on an upward curve, and particularly in SPECT and CT, we are gearing up for ramp in conjunction with our customers, and we are in an exciting place where how that ramp looks like. So it is really on Advanced Imaging side, it is those long-term contracts built on real strategic relationships. And on CBRN side, it is a government-contracted short cycle order once we win and deliver. "The return on capital employed has fallen during the year, and the company struggled to convert profits into cash. What are the principal reasons for this deterioration?" Claire, do you want to take this? Yeah. Thanks, Arnab. Looking at the return on capital employed, our EBIT fell in the year as expected, which is just a reflection of the product mix. Our high margin licensing revenue, we had GBP 10 million this year. When I say this year, I mean to the year April 2026, compared to GBP 16.5 million in the previous year. However, the margins of the underlying businesses are being maintained, are improving, and we are continuing to keep a tight handle on those overheads. Looking at cash, the Advanced Imaging division has a really long working capital cycle. While we work to manage this through the availability of the banking facilities and the cash invested in the business, it will continue to grow as the Advanced Imaging business continues to grow. We manage it very tightly. I have arranged a HSBC facility to help us work through that. That will all be funded within the facilities that we have got. Thank you. Looking forward, what is the operational gearing, assuming the company can continue to grow sales? I will take that one. Yeah. Our fixed cost base provides us a really solid platform for future growth, and there will be a modest increase as sales grow, particularly on the Advanced Imaging side, much less so on the CBRN side. This will be significantly below the rate of growth of revenue. Hopefully that answers the question. The next question. What steps are the company taking to get paid faster to improve the 150+ debtor days? Yeah. Okay. I am not sure where you have got the 150+ debtor days, because the average credit period, across the group taking on the sale of goods is 55 days. I suspect that the 150+ days mentioned here takes into account the swing in the enablement agreement. As we have discussed previously, the revenue from the enablement agreement is recognized in line with accounting standards, but then the cash comes in line as the contract milestones get delivered. At the end of 2025, we had a creditor. At the end of 2026, we had recognized approximately $35 million of revenue against receipts of $32.5 million. We have then got a debtor at the end of the year, and I think that is where the 150 days is coming from the enablement agreement. It was set when we negotiated it, and the recognition follows accounting standards. Consequently, we work really hard to maintain our debtor position. We work with our customers, all our customers. We have a lot of very large customers, and we work with them to manage those debtor cycles. Thank you. The next question. How quickly will your photon counting technology generate cash profit, and how will you take global market share from Hamamatsu Photonics? I think this is referring to the transition of photon counting CT from conventional detectors to CZT detectors. Hamamatsu provides some of the components, silicon photomultipliers or photomultipliers into that market, which performs part of the detection system in there. The decision of change of technology from conventional detection system to photon counting detection systems have been in play for the last decade or slightly more. If I go back to 2010, Siemens's acquisition of Acrorad, which is the other CZT company based in Okinawa, was really the first market indication of companies, the Tier 1 companies making that choice of going photon counting. It has taken years to mature, and these things are done very carefully. It is actually not us replacing Hamamatsu itself, because Hamamatsu and us have two different sets of technologies. It is the end market which is deciding to change from the old technology or the current incumbent technology of conventional scintillator-based detectors into CZT-based detectors. That is where we lead, and we have a unique strategic position within that market of being the only independent supplier of CZT remaining in the Western world. It is a change that is already happening. In SPECT, I think it is much more visible, that change, going from GE's number of product introductions since 2018, replacing their conventional detection system, scintillator-based detection system into CZT detection system. Of course, Spectrum Dynamics in that market is 100% CZT detector-based products in SPECT. Now Siemens' enablement program gives a clarity to that technology direction. Similarly, in photon counting market for CT, Canon's acquisition of Redlen was again a very clear indication, following on from Siemens' acquisition of Acrorad. The market is all the four major CT players, the global Tier 1 CT players have really taken that directional towards photon counting CT, and that really the choice of detectors is CZT, and that is where we play in. Yes, we are very confident of really taking a significant sort of market share from conventional technology into CZT technology driven by these customers, the Tier 1 customers particularly, but also the Tier 2. Which are ultimately driven by the market's need to get better quality of imaging, earlier diagnostic, more reliable diagnostic to have a better patient outcome and to reduce the overall cost of care. That is important, whether the healthcare system is a publicly funded healthcare system like NHS, or it is a more privately funded system such as America. The overall cost of care is escalating currently because of aging population and increased prevalence of disease. Really early detection, more reliable detection, is one of the ways of mitigating against that ever-escalating cost. CZT is here to stay. It is now in mainstream products, and over the next five or seven and 10 years, that is going to continue to accelerate till it reaches a steady state where a significant proportion of the global market is going to convert into CZT-based detection systems. "Can you please provide an update on your collaboration programs with Tier 1 OEMs in Advanced Imaging?" As you have seen, there are four Tier 1 OEMs in our markets. In SPECT, it is primarily GE and Siemens, who hold nearly 90% of that global market, and there is a handful of Tier 2s. In CT, there are four Tier 1s, GE, Siemens, Philips, and Canon. Again, GE and Siemens being the predominant players within that market, and Siemens and Canon are slightly smaller. Then there is a handful of smaller Tier 2 players within that market. We have been working with three of these OEMs, and Siemens is the named ones as you would know, through the enablement program that we announced in fiscal 2025, January of 2025 last year. But we are continuing to work with not only the Tier 1 OEMs, but also with a range of Tier 2 OEMs within which Spectrum Dynamics and Analogic are, of course, named in the market. Our relationship remains very strong. Our relationship within that market with all of these players are to remain strategic, so that we are working very closely with them. We are helping with the commercialization and adoption and ultimately product launch and acceleration plans. We are working to a point of really planning what the ramp-up schedule looks like with these OEMs. There is a lot of work going on in the Advanced Imaging as that entire market is going through this generational shift from conventional detectors into CZT detectors. At the moment, it is a very busy period, and the time for CZT is now as it is evident from the market and the new product introductions that are happening. We remain very enthusiastic and confident of growth in this market in a very solid way over the coming years. "What measurable evidence demonstrate a transition to repeatable commercial revenue?" Look, the growth we are seeing in our numbers is one indicator, of course. Advanced Imaging is slightly easier to understand, with companies like Siemens, with companies like Spectrum Dynamics and other Tier 1, Tier 2 OEMs, where we would get designed into a product, into an established product range, and that product sells. Again, this is a market where it is very difficult to have dual sources of supplies or multiple sources of supplies. So the repeat revenue cycle becomes much more predictable in this with the OEM customers. In CBRN, it is slightly different. The nature of customers are different. It is mainly government customers, and the requirement goes, either new requirement or replacement requirements. But it is a spend that is increasing. As we know, in that market is driven by the need for countries to feel to spend more on defense than national security. That is generally driven by conflicts, wars, tensions between countries. At the moment, there are plenty of those, and that is really driving up both defense spending, but spending also in national security. As a result, we are going to see our key customers like Ministry of Defence, MOD of U.K., where we have provided our detectors to our frontline soldiers, and other areas of MOD users. Department of Energy in the U.S., where we have got repeat contracts. Those will remain very important customers going forward. But also, we are seeing the widening of the pipeline in various different countries through those sales channels. We are generally seeing an uptick in requirement of this kind of detectors which are used in national security or defense areas, and both on the radiation side, but we are also as we move into the transition into commercialization of the biological detection system. Which we have developed over the last six, seven years using U.S. government and U.K. government funding, which has attracted nearly $20 million of funding from agencies like DARPA, Department of Homeland Security, MOD in the U.K., and U.K. government agencies. We are going to start to see commercialization coming through of those because the threat of unconventional sort of weapons or incidents or dirty bombs has not gone down. In fact, where the world we live in, the threats are higher than where we were two years back. We are going to see ramp up in this and expanding of the customer base, but also solidly embedding within the Advanced Imaging customer base for a long period of time as we are doing with Siemens. Can management give shareholders any indication of scale of CZT production volumes it expects from Siemens and other OEM customers over the next three years? Look, I would love to talk about specific plans with specific individual customers, which we are often very, we are talking with a lot of details with each of these customers in terms of their plans and how we can support them, and what we need to do. Let me give you a slightly directional answer on this one. Today we run 170 furnaces, 150 commercial furnaces, 20 research furnaces. By 2030/2031, we expect to run anywhere between 600 and 1,000 furnaces across all our OEMs for their demands that they are articulating to us right now. This is a significant increase both in terms of volume, but also in capacity, but also in infrastructure. One of the things that we have always articulated in this market is that this is a CapEx heavy industry segment, and that CapEx investment will have to be borne by our customers rather than our balance sheet. Those are exactly the type of discussions we are having with our customers right now as we speak. Does management believe Kromek's existing manufacturing capacity is sufficient to meet the potential demand from its current OEM pipeline? Or capacity become a constraint requiring further investment or expansion? I think I kind of covered it in the previous question. The current capacity will serve us for this year going into next year. But we are right now, we are talking about the ramp plans. We are talking about very detailed operational models of how we ramp, where we ramp, what rate do we need to ramp to meet demands of customers. We certainly do not have the capacity to get to that number, that midterm number of GBP 60 million. But we are talking and constructing those final plans with our customers who are critical in that demand plan that is coming through from our customer to meet that. Just to add to that, of course, the CapEx, again, just to reiterate my point of the previous answer, the CapEx will be funded by the customers rather than our own balance sheet. I would think on the CBRN side, we are fixed for our future foreseeable. Yes. Naturally, this capacity question takes me to the Advanced Imaging. Thank you, Claire. On the CBRN side, we have a lot of capacity. It is not really capacity constrained. So the overhead required to increase that capacity is very nominal. So we can grow quite significantly with the current infrastructure that we have today in our manufacturing facilities. How does the board assess the balance between upfront monetization under the enablement agreement and the loss of long-term supply opportunity by enabling Siemens to manufacture themselves? That is a great question. This is something that we at the board discussed for a long time. The Siemens deal did a few things for the company if you take a step back. It completely changed the financial outlook for the business for the short to medium term. It provided us really that kind of platform to grow as that market is transitioning into CZT. It also validated the value of our IP in the medical imaging market, which is a critical factor in proving that what we have been building over the last nearly two decades in CZT, like all the other players within the CZT market, has got real value. It is validated by a Tier 1 market leader in SPECT who holds 40%-45% of the SPECT market. One of the things that the enablement agreement also does is it brought us very close to Siemens. What we said at the time of the deal was that enablement program was one part of the deal, which is the $37.5 million paid over that 40 years and where the IP transfer happens. We also have a supply contract with Siemens. Yes, it was a balance between monetization of certain part of that supply contract, but we expect to be a supplier to Siemens in the foreseeable future. We have a contract for at least 40 years with Siemens on the supply contract basis. It is a very good relationship. It is a very strong relationship, and I think it will make us a better company working with a company like Siemens and that closely. That is happening on a daily basis as the two team interacts very closely and learning from each other. So it is a real benefit both operationally but also in terms of financially and strategically for us within that Advanced Imaging segment particularly. "What does Kromek consider its normalized earnings potential once the Siemens enablement agreement is fully replaced by recurring CZT supply and the underlying Advanced Imaging growth is reflected in the numbers? Should we expect the transition to recurring product revenue to result in a material improvement in the group's underlying EBITDA and cash generation over the next two to three years?" Claire, I think it is for you. Yeah. We have highlighted to the market a midterm target revenue of GBP 60 million with a 30% EBITDA margin. The growth won't stop there. The market will continue to grow, so that GBP 60 million will continue to grow as we move towards 2040. I would expect the EBITDA margin to be maintained at that level as we continue to move upwards. Thank you. "How is Kromek converting the Siemens agreement into lasting shareholder value? What tangible commercial outcomes has the stronger financial position enabled, both already secured and opportunities being pursued?" As I covered in my previous question that I answered, the Siemens agreement has done a multitude of things to Kromek. It has brought validation on the technical side. It brought recognition in real terms from a Tier 1 medical imaging player who are the global leaders in that market, in the SPECT market. It also financially, of course, transformed Kromek in terms of balance sheet, in terms of revenue profitability and so on and so forth. It has given us a base, and that has really helped us and helping us in enhancing that position we already had in the market of being in the strategic supply chain of very large opportunities in SPECT and CT, particularly in CT. SPECT is already commercial, as we have seen with Spectrum Dynamics and, of course, GE doing their own thing and really converting that market. Siemens, through their enablement program, is also now publicly announced, indicated their entry into this SPECT with CZT detectors. But the photon counting CT, of course, is the bigger market. It is substantially bigger than the SPECT market itself. We are very well positioned. This has given us that opportunity to really work closely with the OEMs we were already working with and the other OEMs that we have actually are working towards securing contract from. I think the Siemens agreement has been a transformational agreement. As we did say at the time of the agreement, that this was a transformational agreement, and this will enable us to become what we aim to become in this market, a real value-add supplier to 40% of the accessible supply chain we have in a $10 billion end-user market in SPECT and CT. There are two questions I am going to take into one. "Why does the share price continually decline year-on-year? Since 2013, how many of the original directors remain? What chance is there of recovery of the share price? Is there too much dependence on government contracts?" There are few questions in there. Look, the management team is focused on delivering our business plan, what we are saying in the market to deliver that we are doing that. We did that last year. The Siemens deal was transformational. We are again going to deliver what we are saying to the market, and we have, since last summer, set that medium-term target of GBP 60 million with a 30% EBITDA, and we feel very good about it. From a business point of view, over the last few years, the business has transformed in terms of our commercial prospects, but also our delivery in that. We will continue to deliver and grow the business. That is what we can control, we can execute, and will continue to execute. Hopefully the market will recognize the value of what we are doing. In terms of how many of the original directors since IPO, since IPO, I am the only director which is remaining on the board. Through natural rotation, we have a director, a non-executive director rotation policy, and the board rotates within its own cycle. You have seen that. Last year, two of our directors resigned. A new director came on board. In terms of too much dependence on government contracts, yes, on the CBRN side, we are dependent on government contracts and that is the nature of that business. Also, we are a brand that is known globally, so it is not that we are just dependent on a U.K. government contract or U.S. government contracts, although traditionally, our revenue concentration was very much in the U.K. and U.S., our home countries. That is changing through that investment in our sales and marketing team, under the leadership of Michael Stephenson, and we are starting to see the near-term results right now. Yes, that part of the business is dependent on government contracts, but we are taking steps in terms of building the wider pipeline, geographically building that pipeline, which is much more spread out. We will be growing in that market, and we will be delivering results in that market, as we have seen growth last year as well. "Has the approach to announcing commercial progress changed? Does the limited flow of substantive contract announcements, RNS, reflect a change in the disclosure practice?" Do you want to cover that, Claire? Sure, I can take that one. The practice has not changed as such. We will continue to disclose material contracts. What I would say as the revenue has grown, what material means has changed. Whereas previously a GBP 200,000 contract would have been material, it is not really material anymore to the total results of the business. Yes, we continue and we will continue to disclose those large contracts. As we have articulated, we are comfortable with the market expectations for this year. At the end of fiscal year 2026, you have GBP 4.2 million cash, but GBP 5.7 million debt. Why not use some of this cash to pay off the debt? I will take that one. Yes, great question. Our facility is a revolving credit facility, which means it is repaid and redrawn through the year. You draw a chunk of funds for a period of time month, or three months generally, and then they roll at a certain point in the month. Yes, we did have a higher cash and higher debt position. It was just a reflection of the timing of what was received when, and the duration of those loan contracts. Indeed, there was GBP 2 million repaid shortly after the year end, and as we work through, that facility will continue to be repaid and redrawn as we work through our working capital cycles. Do you expect the free cash flow to be positive in fiscal year 2027 or the current fiscal year? Whilst I expect the underlying business to be generative in 2027, I do expect the working capital to increase, particularly in the Advanced Imaging division as the business growth accelerates. We have a very long working capital cycle in that business. We get the raw material in, we grow the ingot, we process it, we supply out to customers. As such, at the end of 2027, I do expect the net debt to go up as the working capital demand goes up. I have HSBC working capital facilities for that. I have negotiated an additional GBP 3 million, which we're just going through the process of documenting now. That is not to say that on an ongoing business, we need the full GBP 9 million. It's purely to support the intra and inter month fluctuations as well as the increase in the working capital on the Advanced Imaging side. Can the transition to sustainable cash generation be funded without further shareholder dilution? How resilient is that plan to further OEM or procurement delays? What level of recurring revenue and cash conversion is required to fund operations and development expenditure? This is very similar to the last question. Yes, we have got a revolving credit facility with HSBC who are very supportive. And it is sufficient to fund the business for the foreseeable future. The fluctuations or things moving one way or another, we have got sufficient headroom and buffer to see us through our growth plans. Will management provide regular updates on liquidity headroom and progress towards free cash flow breakeven? Yep. We will continue to do that. We provide this as part of our full and half year reporting, and we will continue to do so. So the next question is, "How were Arnab Basu and Berry Beumer rewarded for the Siemens Healthineers deal, and what proportion was taken in shares?" Shall I take that one? Yeah. Arnab and Berry were targeted on achieving and delivering the Siemens Healthineers deal. They were both awarded a GBP 400,000 bonus, which we have disclosed in RNSs. The payment of that bonus, however, is linked to the milestone payments as we receive them, so it is split up proportionally. In addition to that, Arnab and Berry sacrificed about 85% of that GBP 400,000 into shares and options, which will then be awarded over the period of the milestones. "What is preventing you from moving Kromek's listing from AIM to the main market?" Shall I take it? Yeah. I think as we gain scale in this market, in both our divisions, in Advanced Imaging and in CBRN, as we say, our midterm target of GBP 60 million top-line revenue, 30% EBITDA, we need to get that kind of scale before we start thinking about transitioning or dual listing in some other market. At the moment, we are going to be focused on building the business to get to that position, because we have got some real growth opportunities, as I've articulated, both in the Advanced Imaging, but also in the CBRN business. The management team's focus is very much on executing on those opportunities and make sure we deliver on that growth and that profitability. At the moment, we have no plans in transitioning, and to many extent, we are, at the moment, quite sub-scale to go into the main market. Our focus is to build the business at the moment. "Do you believe that Kromek will remain the only independent commercial supplier of CZT?" Thank you for that question. I think, I'm guessing what the question is trying to ask is, are we still going to remain independent? That is very much our plan A and plan B and plan C, to be a supplier of CZT into the OEM customers that we have built relationships over the last 10, 15 years, in some cases. The Siemens one is visible and announced, and we are also working with our Tier 1 OEMs in this field. Also a range of Tier 2 OEMs. We have a significant opportunity in front of us that we're discussing with all of those customers, the range of customers we have in this market. We are trying to build an operationally excellent business, which becomes a long-term supplier into this very high-value market in Advanced Imaging on one hand, and then build a radiation and CBRN business on the other side, which provides products into the global security and defense markets. Yes, very much so. That's our plan A, plan B, and plan C for the moment. There are no more questions, so thank you very much for your time to listen to us and looking at the presentations we made, and we look forward to engaging with you on future occasions. Thank you very much for joining. Thank you.