Right. Ladies and gentlemen, good morning. Thank you for joining us today for the 2022 Annual General Meeting of Keywords Studios PLC. I'm Ross Graham, Chairman of the Board, and I'm Chairman also of today's meeting. As everyone now is either seated who has joined us via the platform, I'm pleased to be able to open the AGM. We're glad you've been able to join us, whether in person or online. There aren't very many people in person other than people who we know rather well. Please be aware that this meeting is being recorded. For this morning's AGM, I'm joined by Bertrand Bodson, our new CEO, well, new from December. Seems as though he's been here for years. Jon Hauck, CFO, he has been here for years. I've got David Reeves on my left, who's Senior Independent Director and Chair of the Remuneration Committee, and Charlotta Ginman, Chair of the Audit Committee, and will succeed David as Senior Independent Director following the meeting. We've also got in the room Marion Sears, who's gonna take over as RemCo Chairman from David, Georges Fornay, who is in charge of the ESG committee, and Neil Thompson, who is in charge of nothing but helps us with a lot. David isn't standing for re-election this year in view of his having served nine years as director. I'd personally like to thank David for his support, challenges, and for his excellent service to Keywords throughout his period in office. I'd also like to thank Charlotta for agreeing to take on the SID role and Marion as our new RemCo chair. The session will begin with a presentation from Bertrand and Jon, providing an update on the company's performance and activities, and will, I hope, give a sense of the direction of travel for Keywords in the new Bodson era. The directors will then be available for a Q&A session. We'll answer any questions that have been submitted either in writing or orally, and then we'll go through the formal business of the AGM. I'll now ask Bertrand and Jon to tell us all about the business. Thank you, Ross. Thanks for that. I have to say it's a pleasure as well to join my first AGM with the Keywords hat on. Thank you, a special thank you to all the investors as well who are showing up for the AGM, supporting us and being part of that journey together. Yes, it has been my first six months. I have to say, in short, to me, it has been even better so far than what I would have expected, what I even hoped when joining. Very fortunate as well to have been able to get on the board to meet about 30 of our studios so far, to meet about most of our top 25 customers, to spend time with investors as well to understand the key priorities including long-term. Maybe high level observations would be very high level, but one, I've been very impressed by internally by the quality of the talents. The passion that is in this business is immense. There's a huge sense of entrepreneurship. I'll share a bit more about that, trying to bring that to life. Very impressed as well by the quality of the work that our teams are doing. It's very apparent when talking to our customers, how much this is really one of the highlights and how much appetite there is for the type of services that we have. Thirdly, what I hoped when joining, but it's clearly, showing to be the case, is there's so much more to go after. You'll get a sense from Jon and myself. We're in a market leadership position, but we are still pretty much at day one and hopefully writing the next chapter of what is ahead of us as we're building the platform of Keywords. We'll give you a bit of a whistle tour of what's some of the latest, including what we covered at the 2021 full year results fairly recently. I hope we'll give you justice. We'll try to go as quickly as we can. In terms of summary, it has been another strong year when you look at 2021. A very strong revenue driven by a very buoyant market, a very strong game business behind, very strong across the different service lines. What you see is, it has translated very well in terms of profitability, so good conversion to cash as well, and very solid balance sheet, including some of the cash positions we had, previously. We have been true to our approach for the past decade of being strong on the acquisition front. There have been six acquisitions being made, especially around game dev, around art, and marketing for total consideration proceeds of EUR 124 million. Well on track, one of the really good years on that front. I'll share a bit more about what we've been doing from an ESG agenda as well, and how much it matters to us to be a corporate responsible business. We'll try to bring a few examples to life. Likewise, I'll show, we're coming off a session with our top 50 leaders, where we locked ourselves into a room for three days and effectively shaping the next chapter of the strategy together. I think it was a really energizing moment. I'll share probably the four or five key areas that are coming out of it. From a trading point of view, we're doing well. We've had a strong beginning of the year, so business is solid, and we've reiterated that we are well within the guidelines, despite all the headwinds that are happening in the broader markets right now. Concretely, how does that translate? 37% growth for 2021 on a year-over-year basis, 19% of this being organic. You're seeing 56% year-over-year improvement in terms of adjusted PBT. A margin that reached actually last year 16.8%, which is 210 basis points higher than what we had the year before. In part, we are benefiting as well from COVID, from no travel in 2021, so we'd expect this to normalize probably more directionally towards the 15% that we have historically been aiming for. We have also generated a dividend of EUR 2.15 for the full year, which I think you can see as a reflection of the continued confidence that we collectively have into the business. Very importantly and close to my heart, I touch on us being a responsible business. We have here Georges Fornay, who is running the ESG committee, something that we take very seriously. I think there's a huge engagement from pretty much all of us, whether it's in the ESG committee or on the board, about that agenda. Critical for the future, we wanna build a business for the long term, but we also really want to operate it in a proper way. It will be one of the features at the CMD that we'll be hosting soon, so you'll get more on that. I just wanted to share, on the left-hand side, you see the five key priorities that we are working towards. Top of the list are really people. We now have almost close to 11,000 people in the organization, across 70 studios, across 23 geographies. Really, at the end of the day, we couldn't do it without the talent that we have. That's absolutely top of the list, including a very strong focus on DE&I across the organization. A few examples, very concretely on the right-hand side. I'm proud that MSCI rating has moved from triple B to A. It's a good step up. We have a long way to keep going on that front, but at least it's a judgment by the market that was pleasing for us to see. We have joined an association called Women in Games, which has globally about 500 ambassadors, women professionals, leaders who are highly involved in the gaming industry, highly tech-centric. We have just a few of our leaders have joined fairly recently. I spent 3 hours with them yesterday as part of a full day that was organized by Women in Games. I have to say, it was really uplifting to see the career as well of our colleagues being developed and seeing the openness of the sharing of information that is happening there. We hope to be very strong contributors to Women in Games in the years ahead. We've also made more from a policy point of view, especially on the developing our first group environmental policy. We're still early. We're still at the stage where we're benchmarking, looking at each of our studio and how do they benchmark compared to the targets that we wanna try to reach. Jon, myself, has signed a few leases recently over the past two, three months, from Poland to, more recently in London, where one of our number one question everywhere is like, is it a green friendly, eco-friendly environment in the setup that we have, including in the partners that we are bringing on board to help us on the reshaping of those facilities as well. Finally, one that I find actually very warming in current times is to see how much our teams are stepping up in terms of hardship funds, whether it's in Eastern Europe, whether it's in COVID, which hasn't stopped, still exists in quite a few areas of the world. To be reminded, Shanghai is an area impacted, but it's amazing to see how much the team have set up local vaccine clinics, how much in Eastern Europe we have set up hardship funds to help colleagues or non-colleagues as well to step up and find jobs as well across our own facilities. In terms of strategy, I won't go too long, but I have one of the clear observations I had is like we have a very strong strategy, we have a very strong business at its very core, even before we look at what we can do to accelerate. We are being seen as the go-to provider for technical and creative services for the video game industry. I get to observe that every day. We're really the place where most publishers are knocking at the door with 23 of the top 25 publishers working with us. My way of looking at this is I'm very grateful for how the team, including Andrew, they have built a very, very strong end-to-end proposition over the last decade, quite frankly. This has been sweat and tears of really hard work. The eight service lines that we have right now are very strong and resonating with the customers. That, in turn, allows us to go to customers to have more strategic type of relationship with them. I think the quality that I was alluding to is very strong there as well. Once you get that strong offering, that strong proposition that resonates with our customers, that then allows us to attract some of the best deals, some of the best partnership, to work on some of the best titles in the industry, to have long-term relationship with each of those type of publishers. That, in turn, attracts some of the best talents. It attracts as well some of the best M&A, which is a key part of our growth story as well, which then reinforces our proposition itself. You can see there's sort of a flywheel effect that I think we'll be the beneficiary of. Our job, Jon, myself and the board, is to inject the right investment, the right resources, the right focus on anything that helps accelerate that wheel and keeping our leadership position in that market. In terms of... I'm probably misplacing a slide here, but, let me go here first. This is just to showcase the consistency that the business had had historically. This is not just a one-off. We have typically brought between 10% and 19% organic growth in this business over different times and different type of periods. One way we like to portray is we are in a very booming industry right now. We are the picks and shovels in the gold rush associated to gaming in general, which is, I think, especially when you think about the turbulent times that are happening in the market right now, when you think about the volatility as a shareholder as well happening there, it's very pleasing to be on very strong ground on a business that has very strong cash generation. At the same time, that is not depending on a few titles or depending on the whim of the market. We really have a very strong diversified portfolio that is very solid with strong cash position behind. Talking about that market, we did a bit of work to quantify the space we operate in. This is a EUR 200 billion market business overall. The space we operate in is about EUR 35 billion when you think about the content generation associated to video game, of which roughly EUR 11 billion right now is being outsourced. We see 9% CAGR into the main market itself over the past 5-6 years. We expect that to continue over the next certainly four to five years. The piece on content is going even faster, and the piece on that is being outsourced is growing even faster than that. You can see the underlying wave that we effectively benefiting from in that market is actually very favorable to us. For us to, of course, shape that and to make sure that we make the very best of that, the interesting piece to me is we're still only EUR 512 million revenue, which is roughly 6% of that EUR 11 billion we take on. While being market leader in our space, it gives you a sense of how much there is really to go after in the years ahead. That's why I joined in. That's why I thought that this business has an opportunity, figuratively, but to go 10X, and how do we really take that and drive that business forward. Another big part of the story is about acquisition, and I'll probably pass on to Jon Hauck to share that better than me. Yeah. Thank you, Bertrand. Yeah, as you all know, M&A has been a really important tool that we've used to build the business into the platform it is today. Really, this chart is there to demonstrate that we've got a very strong track record of delivering M&A. As Bertrand mentioned, we brought six really high-quality businesses into the group in 2021. With the focus on building out our service lines and building out our platforms so that we can further cement this sort of go-to provider within the industry. At the moment, our focus is on game development, which is one of the largest areas of spend within the content cycle, and marketing, where we're at the early stages of building out our marketing capabilities, again, to try and be able to provide a platform for holistic marketing services into the video games industry. On the left-hand chart, you can see the impact that it's had. Going back to the IPO, we've acquired over 50 businesses in that time. Of that, about EUR 300 million of revenue has been acquired. Importantly, a further EUR 215 million of revenue has been delivered organically, and that just shows the power of combining these businesses with the Keywords operations and really driving very consistent and growing organic growth levels. Moving on, just to give you a bit of a feel for the size and breadth of the business, we've now got a very well-balanced business across all of the service lines. We can now provide end-to-end services across the whole of the development cycle. That really is unlocking opportunities for us. It allows us to go up the value chain with our customers, partner with them on more and more aspects of the game. We increasingly have client-specific teams. We're very integrated into our clients, into their workflows, which makes us sticky and gives us really good quality relationships. Indeed, a good portion of our revenue is really ongoing repeat revenue with the same clients, a real partnership that we're developing together. You know, very, very proud to be working with the publishers. We really do work with the who's who of the video game industry. Really proud to be working with 23 of the top 25 publishers on the games side, so all of the top 10 mobile publishers. That's very important. That allows us to encourage talent into the business. Our people get to work on the best titles, and we get to develop those strategic relationships with important partners. On the right-hand side, you know, we truly are a global business. Bertrand mentioned we're now just shy of 11,000 people. We're across 23 geographies. That's important. That gives us access to different talent pools around the world that we can tap into and grow. Importantly, it also gives us client proximity. We're in a global industry. It's a digital industry, but it's also very important to be located where your clients are. It's a position that we hope to build on further. In 2021, we made our first acquisition in Australia, with a view that we wanted to try and build our capabilities in that market and followed it up at the end of the year with our second one. We're starting to see the consolidation there. We also entered Romania. It was actually a really good quality art business, but we've also got an opportunity to develop that business further, particularly in things like player support and testing, which we had identified as an attractive market. We really are starting to build this business out into a global platform. With that, I'll hand back Bertrand. Thank you, Jon. Maybe a good time to go a little bit more personal. What? Yeah, I want- I wasn't going that way yet. I just wanted to, as you're on the journey with us, I wanted to share as well what we have been up to, as a team, not just Jon Hauck and myself. Actually, the board was with us at an event that you see here on the slide. I'll explain right away. Maybe going back in time, I'm going back six months, and I spent quite a bit of time with Andrew Day as well, trying to understand all the great things that have been built in this business. We spent probably quite a few hours together. At the end of it, his parting advice to me was, "Don't mess it up." I think there was a lot of wisdom in what he was sharing there, which is it's a very healthy business. It has really those type of offering, that type of geographic footprint, that type of client base and trust as well that Jon is alluding to. This being said, we also wanted to take the opportunity as we write the next chapter together to look at how can we make that wheel spin faster? How can we really bring this to the next level? For that, we mobilized about 60 of our top leaders across the organization. Frankly, it was a way for me as well to get to know the leadership team, to know some of the hidden gems that we have in terms of of talent in the business itself. We looked at five topics that I'll share right away. We looked at five topics where we felt quite strongly there is upside there, if we really can take that on. Instead of going outside, instead of going to a BCG or McKinsey to do the strategy for us, we really shaped that up together. We started first of January, really working in those five teams. We sent those 50, 60 leaders across five teams. On purpose, we put some teams that may have a different point of view across the topics themselves, but to really get the full value of our teams and the spirit and the experience that we had in there. We worked on biweekly sprints, so it was quite intense on top of the day job. Each of the team really stepped up brilliantly, and it resulted in what you see on the slide here, which is an event we hosted two weeks ago, early May here in Berkshire in London, where it all came together, where all those streams came together to really shape the strategy together. We are going to share more of that at the Capital Markets Day, but I wanted to give you a quick preview today, shareholders. Here are the five topics that we've been talking about, and you'll see us investing into those in a proper way. The first one is what Jon and I call strategic partnership. Yes, we have 23 of the top 25 publishers. Yes, we have 900 clients. Yes, we've shown that we have 130 of those clients who use three or more of our services. If I'm really candid, there are quite a few ways, because of the natural entrepreneurship of our studios, they find their ways to the publishers. We could do a better job at coming together and having a more orchestrated solutions for our clients. They're asking it. They're asking us to be more of a solution provider. You guys know, we know, Keywords better than they do, so how can we come up with the right proposition in a more holistic way? Some are newer publishers who don't necessarily want to grow big teams and want to rely on Keywords and making the best of Keywords over a certain period of time to be able to do that. Some, frankly, are telling us some of the biggest publishers in the world with pretty big spend over the next couple of years coming in, are telling us it's getting more and more complex to get a game, a triple-A game, over the line. It takes 300, 400, 500 people. It needs to land on all the different platforms. It needs to be in 20 languages from day one. We cannot cope with that anymore. How can you help us? We are really trying to review that, starting with four or five of the key partners where we think we can establish those relationships. I've been personally meeting a lot of the CEOs, CXOs, thanks to some of the contacts of the board as well, but starting to make a dent and to get a point of view about that. You'll hear us more over the next two, three years talking about that topic. The second one is technology, and there, probably no surprise, I'm coming from a technology background in terms of profile, but I feel that there is so much more we can go after. We're very proud about the 11,000 colleagues we have across the business, but we also want to make sure we have the right infrastructure to think about our workforce management systems, to automate some of the processes that we have, to address our customers' needs using technology much more. We spend a lot of time at those three days when we're together as a team to look at what is really happening in the best practices, basically, are there. How can a leader emulate that? I think a lot of ideas came of it. One of the things I'm most proud of was to see some of our own teams in localizations already with one of our big publishers picking on that and making things happen. That's going to be a big topic of investments and capabilities for the next three years. The next one, bottom left, is. You'll hear us talk about one Keywords. We're 70 studios. We are very creative. We absolutely wanna preserve the entrepreneurship of our studios. That's what makes the magic happen within Keywords. But each are running their own P&L, each are running their own operations. We want to add some spine to that. If the spine is too rigid, the entire body breaks. If there is no spine, it's everybody for their own. How do we bring the right spine in terms of systems, in terms of capability, in terms of shared services, in terms of culture, so that we can make better use of each other as part of that? I think it's fair to say that six months in, there's a real appetite to make that happen. On the harder side, we've also been, Jon and myself, reshaping the organization as a natural evolution to make sure that it gets ready for scale. Once you get 70 studios, it's tough to have all of them as direct reports. You cannot get them into your leadership team. We've started to organize that. We have announced that effectively on May the third. It has been very well received by the team, and we'll share more of the details on that on Capital Markets Day. Talent is an absolute must, especially in current times. There is so much more demand than there is quality talent out there. Now, we don't want to compromise on the quality of talent, but you're going to see us investing much more into career path, career trajectory, into academies where we can, if you take a three-year lens, how can you build talent over time? Some of our studios are even owning that curriculum within university and some very prestigious ones to build talent that we can have for keeps over time. Finally, all this is really into gaming itself. That's our core, that's our business. We're very clear that our DNA sits there. If you take a longer term lens, we also wanna look at some adjacencies that could be very interesting for us. There are some on which we already are in. We already are actually in movie and entertainment right now, in part. A bit small piece of our business in audio already touches that. We are already in that capacity to what we do with some of the trailers business in our marketing studios, et cetera. We're looking at should we accelerate? What would it take to do that? We're looking at operations like live ops. How do we have continuous streams of content that get generated for the game? The gaming industry is completely evolving the dimension, so we even didn't wait for the strategy to be in place to launch a first studio in that dimension, in there. We're looking at two, three options without creating disruption to the core of our gaming business, but there is a world of opportunity that we could say is there as well. More on that again at Capital Markets Day. Finally, to close, maybe bring it all together, we've had a positive start of 2022 across each of the service lines we've had. We have, notwithstanding Russia, a relatively small but an entity, one of our studios is over there. We have reiterated the confidence in the guidance that we have right now. Again, doing well across all service lines. Jon has steered the business towards a 15-16%, a 14-15% in terms of PBT margin, which allows us actually to be very healthy, to be disciplined, and at the same time to make some of the investment on a 2-3-year horizon that we wanna make there. We're well-funded. We've raised cash as well before. We have very good cash generation, close to 100% last year. I would argue that in the current time, I was touching on it earlier, but we are particularly well-positioned, and probably we need to do a better job to communicate that at the Capital Markets Day to the business that we could be one of those businesses that gets you into a really good place, based on the turbulent times coming ahead of us. Very strong growth. I tried to illustrate it as well by giving a sense of the size of the market, but what I want to anchor on is we're only 6% of what is a very, very big EUR 11+ billion market and growing rapidly and for us to shape it more. Finally, I'd like to extend the invitation to all of you for the Capital Markets Day on June the eighth, if you get the chance to join us over there. On that note, I'll pass on back to you, Ross. Thank you very much indeed, Bertrand. I think it's an understatement to say that since you've joined the team and headed it up, you've actually galvanized everything. It's your enthusiasm, your energy, it's been just very, very impressive to see. I know I'm speaking for everyone within Keywords and probably for investors as well to thank you for your efforts so far. I think it's gonna be a very, very exciting time over the next few years. Right. We now go for the formal business of the meeting. Before doing so, let's go. Sorry. Yeah. Before doing so, we'll go open for questions to the board from people online or from the floor. I don't think we have many from the floor because we're all internal, so we know the answers to the questions we'd like to be asked. We have had two questions already submitted from Mark Bentley. His first question: What does Bertrand see as his and Keywords' biggest challenge in the years ahead? I guess that's for me. Just be for you. I think the biggest one to me is more than you've seen some of the changes we're going to focus on, all those will need operationally to be really on point, right? Leadership, anything behind that you would expect. Beyond that, if I step back, when I go to bed at night, it's really about keeping, finding the right balance because we have such a healthy business in its own right in the gaming space. We have great entrepreneurs in the business itself, but at the same time we see a clear opportunity to go completely to the next chapter of this business. How do we keep that right balance? How do we preserve the entrepreneurship, but at the same time, how do we build one Keywords? How do we make sure that we can keep moving fast, but at the same time, build the right tech infrastructure that can get us there? How do we make sure that we preserve each of our entrepreneurs' relationship directly with the studios, but at the same time that we build those strategic partnerships? Talent, everybody is hunting for talent, but how do we step back and build that balance when we bring our collective muscle together where we can bring the academies and others in a very different type of stratosphere that we currently do right now? It's really that balancing act all the time about preserving what 11,000 people and many of our entrepreneurs are doing brilliantly on the day-to-day, but at the same time, finding the four or five key areas, hitting the buttons right and driving that with the right ambition. I'd love to ask you, Jon, what do you think? Yeah, no, I think I agree completely. I mean, the word that springs to mind is execution. I think we've got a fantastic opportunity. I think we got the right team in place now with the right structure, and it's really about delivering the potential of the business and executing in my mind. Yeah. Well, I agree with that. I think actually introducing more technology, a technology DNA, a technology focus into the business is actually going to be crucial, because we've basically been we get the stuff in and we do the work. We can do it smarter, cleverer, but I agree with all of that. Mark's second question. Do you have a program to partner with educational institutions to identify and nurture talent that could join Keywords in the future? And if so, please tell us about it. If not, is this something you'll consider for the future? I don't know whether Mark is wanting is a university, but let's see. I'll start. It's a topic I feel very passionate about. You can sense the focus on talent is really paramount to us. Everybody is fighting for the same pool of talents, and we have a variety of talent. We have really high-end engineering, 1,500 of them. We have artists, very creative. We have marketing agencies, and at the same time, we have first-time jobs, but passionate about the gaming space. We have to think a bit about segmenting that differently. Specifically to your question, Mark, tangibly, what we do right now, I have a four-hour call next week, which is all about what we call the In-Game Academy in India. We're looking at with our Indian leader about an onshore offshoring model. His starting point at the summit was we have a million engineers being produced in India every single year. How could we gamify them? How can we really have the right type of skill set that we need? How can they master the Unity engine, the Unreal Engine in a proper way? Well, that's in our hands to some extent. Again, if you take a 2-3-year lens, we're putting the right curriculum in place. We've reached out to the right, or at least to a subset of universities in a few big cities in India where the course has lent itself very well. We have credibility within the government as well to do that. We're going to take a long-term lens of saying, how can we really produce not only 1 million engineers, but to have gaming engineers and then on which we get effectively first pick. We're doing something similar, which I only got to appreciate over the past 2 months in Dublin, where we now have a leader called Jon Gibson, who runs one of our studio called Electric Square. He has launched some boot camps in Dublin, which are short-term version of that, where he's really having some academic courses, being deployed over there to try to tap into talent. We have a leader that Jon and I met in Ottawa called Jean-Sylvan Sormany, running a business called Snowed In Studios, that joined the Keywords family 3 years ago. To give you a sense, they had 30 people when they joined us 3 years ago. They are now 160 with us. He's absolutely passionate about creating 500 jobs into the Ottawa region. Part of the way he went about it is to tap into the top 2 universities in the region, dedicated some of his senior leadership and senior developers to go and create a curriculum that is fit for purpose for the type of engineering skills that they have over there. You can sense we have a few examples, some that are shaping up, some are still small scale, but it's a good point, Mark, because it's going to be a big part of what we want to push in the years ahead. I thought that's gonna be, of course, added to with our own academies. I mean, the fact we do have an academy already in art. In fact, two academies in India in art. We're adding to that the academies on game development. I mean, I think these are crucial adjuncts to that whole sort of concept. Yeah. Totally. Yeah. Yes. Another question? There's a question remotely, another one from Mark Bentley. Do you see scope for improving the productivity of your game development staff? If so, how? Right. Productivity of game development staff. That's something we did discuss. Yeah. Over to you. Always. I mean, we saw a few companies at the event that we had together where you see some new technologies. This comes back to technology. You see some technologies who are coming with a very different way of thinking, and part of it is because they start from the pain point of why on Earth does it take 500 developers to get a triple-A to market? They think very differently about the way you could do art generation, and we've seen prime examples of that, which were remarkable. The reason we used those examples within our own teams was to emulate that thinking about how do you think nonlinearly? How do you think about some partnerships? Are there some M&A we need to do in that space? Ultimately, what Jon Hauck and I want is it's not just in game dev, it's across each of our eight service lines. We're bringing some together to give more muscle, but across each of our service line leaders to think that way. To have, to Ross Graham's point earlier, to have that as part of our DNA. How could you do it differently? I'll take a very concrete example in localization. We have an entity we bought two years ago called Kantan AI. It was sort of there, but we're not really using it. We got a brilliant leader called Romina running localization who was intrigued by that. She's more technology-savvy. She picked it up. They joined forces. They found one of the publishers that we have. Now in terms of machine translations, their assumption was there's probably 50, 60% of the groundwork that we can take away. So they went for it. They pitched it. It's a deal we'd lost for four years. Now we won a pretty big deal with that publisher. What I love about that situation is not only are we doing this, but we're doing that in togetherness with a partner where we're going to develop the roadmap of that entity and where it could be. Our job is to make sure that we do that across each of our service lines. I'll add one more thing. It's interesting because we're going to try to embed more technology DNA, but we should remind ourselves that among the 11,000 people we have within Keywords, 1,500 are pure engineers right now in the game dev space. There's also a choice of how much do we allocate to that to think differently as well, so beyond the bit of browse that we have every day. Very good. I don't know whether you want to add anything. No, there's nothing to add. I think the opportunity for automation is probably more in the post-production side of the business, so things like testing. Bertrand's already mentioned localization. I think on game dev, it's really just sharing some of the tools that we develop across the business. All of our engineers will be constantly developing tools to help them do their jobs more efficiently, and I think we can probably do a better job of sharing those tools. Certainly, having gone around and visited quite a few studios, every time you find something that you think actually that could be cross-utilized across the business. Yeah. You're doing it again on Porting already, but you're quite right. Mm-hmm. There are a whole host of other areas where, yes, intelligent use of technology, a bit more on artificial intelligence or machine learning. We're on it, Mark. Don't worry. Any other questions from the ether? No, there are no other remote questions. Okay. Well, thank you very much indeed, Mark, for making it totally non-boring. Right. That concludes the Q&A session. Now we go to the formal notice of the AGM and its content. The notice explained the various resolutions which are proposed, and today's meeting has been called to consider and, if thought fit, pass those resolutions. This meeting, in line with the Articles of Association and good governance practice, all resolutions will be voted on via poll by those present in the meeting room. This will ensure that voting wishes of everyone who couldn't join us are also counted. Now, in previous times, we have actually gone through boringly resolution by resolution of the shareholders. We now don't need to do this because we've now got the results of the poll on the screen now. There we go. Oops. Yeah. You can see all the resolutions up there. It is resolutions 1 to 13 are proposed as ordinary resolutions, and resolutions 14 to 17 are special resolutions. The poll is now open. We've received a large number of proxy votes from shareholders in advance of the meeting, and the current number of votes, as I said, is shown on the screen. Without more ado, I put all those resolutions. I will say they are all passed because they are for the percentages shown. I hereby declare that all resolutions have hereby been passed. The actual final voting figures will be released via regulatory news service and published on the company's website as soon as reasonably practicable. That concludes the full business of the AGM. Thank you very much indeed for attending. Thank you, Mark, particularly for making it well, less than totally boring. Thank you all for joining us today. Meeting closed.