Good morning, everyone. Welcome to the Oxford Instruments full year results presentation. I'm here today with our CFO, Paul Fry, and thank you for joining us. We're really pleased with these results, which cap off a good year and, given the headwinds, some great outcomes. Clearly a game of two halves, maybe even four quarters, and a strong finish, while making significant progress with our strategy. All of this puts us in a really good place for the current year and beyond. First I'll cover the highlights. Paul will take you through the financials, and I'll return more on our markets, our strategic progress, and look into next year. There will, as always, be the opportunity for questions at the end, both here in the room and online. We've delivered a really strong performance in the second half and a good full year performance. Paul and I are really proud of what our teams have achieved against a very challenging market backdrop, particularly in the early months of the year, which mostly impacted Imaging & Analysis, where Q1 orders, to remind you, fell 11%. The year ended strongly, though, slightly ahead of expectations. We saw quarter-on-quarter improvement in order intake, with the second half ending up 8%. Demand in Advanced Technologies was consistently strong throughout the year, with order intake growth of 28%. Here, we've made significant progress on our shift to serve more high volume manufacturing customers, which are the source of all the volume improvement. In addition, we received a large multi-year order in the early weeks of the year, supporting even better visibility for FY 2027. In Imaging & Analysis, really good operational execution ensured revenue and profit both recovered in the second half and growth returning in H2. The profit improvement was a result of our actions taken to reduce costs in Belfast and wider business efficiencies. Importantly, this meant margins also moved forward towards our targets, up 30 basis points at group level. For clarity, all the numbers you see here are given at an organic constant currency basis and relate to continuing operations following the divestment of our NanoScience business in January 2026. This was a good deal for a number of reasons. Realizing cash that increases our balance sheet optionality, including to invest in our growth and supporting margin improvement for the group, while giving us a sharper focus on the remaining business. Now I'm going to hand you over to Paul to walk you through the detail of the numbers, then I'll be back with some more color on the significant strategic progress we've made and how we are really well set for the future. Over to you, Paul. Oops, sorry. Shuffled past. Good. Thank you, Richard, and good morning. As Richard described, we've delivered a very good full year outcome after a challenging start to the year where we saw retrenchment in the academic market, especially in the U.S., and general market uncertainty as geopolitical factors played out. This result has been built on a progressive order intake recovery in Imaging & Analysis and a step change in order book size in Advanced Technologies. On an organic constant currency or OCC basis, order intake finished up 8% for the full year and up 14% in the second half. Commercial semiconductor customers have been a key driver of order growth across both divisions. As a consequence of the timing of INA order intake recovery and the shape of the Advanced Technologies order book, revenue recognition lagged behind orders, declining by 3% at constant currency for the full year, a good recovery from the position at the end of the first half. Gross margin has improved as we see the benefits of Belfast restructuring and operational excellence in our Imaging & Analysis division come through, and on a constant currency basis, margin went forward again by 30 basis points. Cash conversion has also remained strong at 89%, and free cash flow has remained robust despite the decline in operating cash flow. One final point on this slide is to remind you that following the disposal of the NanoScience business in January, we've reported that that business as a discontinued operation in both FY 2026 and restated in the FY 2025 comparator, with gross margin, operating margin, and cash conversion all now being higher in this restated FY 2025 than they were reported in last year's annual report. Moving now to revenue in more detail. As I described before, the timing of the growth in orders has had an impact on our ability to build and ship within the current year, with revenue growth being highly concentrated in Q4 for both divisions. In the Imaging & Analysis division, we saw revenue decline of 3% for the full year, but saw growth of nearly 2% in the second half as orders steadily recovered through the year. This pattern was more acute in Advanced Technologies, where shipping and revenue recognition was heavily focused in Q4, leaving the year as a whole slightly down on revenue versus the prior year. This Advanced Technologies revenue shape has been a function of the changing profile of orders in this division towards larger and more complex systems with longer lead times, and is where most of the new order growth has come from. These larger orders began to ship in H2, significantly ramping up in Q4, where revenue recognition for the year clearly becomes more sensitive from both customer readiness to receive equipment and our own operational execution. Whilst we experienced challenges on both these dimensions in Q4, we've seen some very strong revenue growth so far in FY 2027, and we expect to report significant growth in this division in the first half. Moving to the next slide. Here we give a little more color on some of the order and revenue dynamics in the Imaging & Analysis division, which I described earlier. Overall order intake was up 1.9% for the year, with H2 up over 8% and revenue recovery following in the second half. Academia has remained subdued for both divisions, with INA academic customers' orders down around 8%, with non-U.S. academia faring slightly better. However, the main focus of growth has come from commercial R&D, notably in semiconductors, where we see our strategy to capture more growth in this sector playing out well. On the next slide, and staying with INA, here we see that despite the decline in the revenue for the year, operating profit moved forward on a constant currency basis, and operating margin moved forward on both a reported and a constant currency basis. This is mainly down to the cost benefits of restructuring completed in Belfast early this year, but also progress on a range of margin improvement initiatives helping to offset inflation. Imaging & Analysis is a key underpin to the group's performance, and it is encouraging to see a very solid recovery here, both in terms of growth and margin. Whilst the macroeconomic environment remains uncertain, we expect this division to be able to deliver low single-digit revenue growth for FY 2027. On the next slide, we are double-clicking on order and revenue dynamics in Advanced Technologies. As I described earlier, order intake was strong, with overall order intake up 28% for the full year, but with revenue growth lagging into Q4. If we look at the source of these orders on the right here, you can see the significant growth in demand from commercial customers, in particular from high-volume manufacturing applications. This growth has been driven mainly by demand for equipment for datacom applications and for applications related to the development of augmented or virtual reality glasses. Order intake has doubled for these two applications versus last year. Focusing on the order book for a moment, our order book on the 1st of April was about 10% below where we opened the prior year. First half order growth helped to replenish this, such that by period six, the order book was showing growth of around 7%. The second half saw a significant expansion, and we closed the year with an order book 25% higher than at the start of the year. Following a very sizable order received in the early part of FY 2027, we already have an order book that supports the vast majority of our revenue expectations for FY 2027, with a clear focus now on execution. Moving to the next slide, revenue growth was impacted by some of the dynamics I have already described, but also by the performance of our X-ray tubes business, which sits within the Advanced Technologies division. Revenue decline in this business, where customers' demand has been slow to recover. Revenues from our plasma compound semiconductor business remained broadly flat. Margins were impacted by the contribution drop-through from the decline in revenue, but also by the increase in depreciation and maintenance costs associated with the new Severn Beach facility, which became fully operational this year. Looking into FY 2027, we expect to see, and are seeing, revenue pull through into this division, delivering high teens revenue growth for the year. This growth will also enable us to make substantial progress towards a 10%-12% margin range for this division. On the next slide, we've laid out some of the dynamics in adjusted operating margin for the year. As I alluded to at the start of the presentation, following the sale of NanoScience, we've restated FY 2025 to report NanoScience as a discontinued operation after tax, and therefore excluded from operating profit. As a result, when looking at FY 2025, our adjusted operating margin went from the 16.4% reported in last year's annual report to 17.9% in this year's, an increase of 150 basis points. From this higher jumping-off point, we've seen the benefits of Belfast playing out, partially offset by the drop-through from revenue decline, and also the additional Severn Beach costs and Advanced Technologies. At a constant currency, the net effect was an improvement of a further 30 basis points. Currency again was a headwind in FY 2026 of around GBP 4.5 million. We see a further headwind of around GBP 3.2 million as a consequence of our hedge rates in FY 2027 being less favorable than our hedge rates in FY 2026, following broad currency market trends. Setting this currency headwind aside, we expect some further progress on margin this year. On the next slide, we detail adjusting items and the impact of discontinued operations. The key point here is that looking forward, we see many of these adjusting items reducing significantly as we embed the transformation and restructuring delivered over the last couple of years. This will have a positive impact on cash and on earnings per share. We also see the tax rate in FY 2027 stabilizing at around 24.5%, which is around 100 basis points below our previous guidance, based on the benefits we're seeing from the U.K. patent box arrangements. Moving to cash flow now, we delivered a high cash conversion of 89%, despite an increase in receivables following the high concentration of revenue later in Q4. Overall, cash from operations was down to this effect, also from the reduction in operating profit. However, free cash flow remained robust as a result of a reduction in cash tax due to overpayments in prior years and proceeds from the sale of Yatton. Even without these two items recurring in FY 2027, we see free cash flow set to improve significantly as adjusting items reduce and pension contributions have ceased following the buy in December. This continues to provide us with flexibility to deploy capital in line with the priorities we set out this time last year, which I'll move to now. Organic investment remains our number one priority for the allocation of capital. In line with this, in FY 2027, we expect to allocate an additional GBP 10 million of free cash flow to new capital expenditure and capitalize R&D related to some specific growth opportunities. These relate to software and AI development in some of our INA tools, as well as creating solutions specifically for the semiconductor industry. In Advanced Technologies, we'll be continuing to invest to ensure we're able to support the growth of the business and our customers' expectations for our equipment to support future moves to larger wafer sizes. We remain committed to our dividend program and propose to grow the dividend by 6.3% for the year. For capital that has remained unallocated after investing in these two priorities, including proceeds from the divestment of NanoScience, we've chosen to make capital returns to shareholders by way of share buybacks. We've announced so far a program to buy back GBP 100 million of shares, and at 31st of March, we were about 2/3 of the way through that, and we should complete this program by the end of the calendar year. On the final slide, I wanted to leave you with a sense of the progress that we've made on margin over the last couple of years and the attractive prospects we see for Oxford Instruments to continue to grow, to continue this margin journey, but also to capture the significant growth opportunity that our Advanced Technologies business presents us with. Since FY 2024, the margin profile of the business has continued to improve through the sale of NanoScience, but also a number of margin initiatives across the business, of which restructuring in Belfast has been the most significant. Against that, we've continued to invest in R&D with some margin erosion as a result, and some headwind from divisional mix as Advanced Technologies has grown. Had it not been for over 130 basis points of headwind from FX, we would have been much closer to our target of 20% than our reported margin today. However, with the steps we're taking and the operational leverage benefits of growth, we remain confident that 20% is achievable over the medium term. Revenue growth will be an important factor in delivering this target, and here we can draw confidence from both the momentum we've regained in the second half of this year in both divisions, but also the accelerating order book and opportunity pipeline we see in our Advanced Technologies division, which Richard will describe later. Taken together, we believe this represents an attractive growth and margin profile for the company over the medium term. With that, I'll hand back to Richard. Great. Thanks, Paul. This is a very different business than the one I joined in 2023, and it's just over two years since launching our new strategy. We've always had a strong reputation for innovation, and we continue to invest significantly to maintain and improve this differential advantage. But we weren't as strong as we should have been commercially, and the business was too complex and not always executing as well as it should. We focused on fixing that to transform the business overall. We've simplified and sharpened up our operations. It's made a big difference internally and externally to restructure the group into two operating divisions, Imaging & Analysis and Advanced Technologies. We've reshaped the product portfolio, improved customer intimacy and our after-sale service, and put the business onto a much stronger commercial foundations. We've also made a step change in free cash flow, and it's been great to have Paul working alongside me as CFO since last April to accelerate the transformation of Oxford together. We're now a simpler business and are creating more value from our investments in future growth and operating effectiveness. All of which puts us in a good position for more growth and further margin improvement in the future. During this last year, we've refocused the portfolio, divesting our NanoScience business, having returned it to profitability. We generated net proceeds of GBP 42 million. Importantly, though the divestment also frees up management time, it improves the rigor and optionality in our capital allocation and investment. Our GBP 75 million investment in a new compound semiconductor processing equipment factory, the benefits of which are becoming abundantly clear. With order intake up 28% year-on-year as customers seek out unique precision capabilities in this specialist field to accelerate their progress. We're successfully pivoting to commercial customers in this business who now represent 63% of all orders. The group structure has been simplified and is now much more efficient. We run all Imaging & Analysis product lines under a single leadership group, and we have generated meaningful cost efficiencies, delivering over 165 basis points of margin improvement and enacting a step change in free cash flow of over GBP 18 million. A critical area has been the restructuring of our Belfast business, both in terms of product strategy, new camera investments, and the cost base. This, coupled with the operational improvements, has delivered GBP 6 million of cost savings that helped improve margin and supported some new customer OEM wins, which I'll come back to shortly. Across the group, we've got much closer to our customers, investing in sales and service. Having identified in 2024 that we were not maximizing our opportunity to generate service revenues, I'm pleased to report that this now constitutes 19% of the group, up more than 300 basis points. Oxford Instruments now has stronger foundations. It's more effective, more agile, and more customer-focused, generating good financial outcomes and well-positioned for the future. Turning to our markets and the current dynamics, we continue to focus on three core markets, which all have strong structural growth characteristics. In materials analysis, our products are used for precision analysis of metrology of almost every type of material. We see continued attractive structural growth in the mid-single-digit range over the medium term as electrification supports sustainability and energy security, and companies look to deploy more sustainable materials. We're seeing exceptionally strong demand in the semiconductor market, and as a reminder, both divisions have opportunity in the semiconductor market, but the majority, around 2/3, comes from our higher growth new compound semiconductor technologies. Here, the driver right now is not just the exponential growth arising from AI, but electrification and power present further key opportunities as well. Demand is clearly currently stronger than our medium-term growth rate, as demand for data center and optics is accelerating. Finally, healthcare and life science. As you know, the global market has been subdued over the last few years, but we see good long-term growth drivers as academic researchers and pharma companies look to address an aging population. Here, we saw the early signs of recovery we signaled at the half year continue. Book-to-bill finishing at 1.03, giving some confidence in a recovery in the year ahead. This chart, with a couple of changes that I will explain, should remind you all of the way we position ourselves strategically and align with customers that support long-term growth for OI. Our heritage is in academic research, shown here as Explore, which still represents around 35%-40% of our business as we partner with academic institutions all over the world to accelerate fundamental research. This gives us incredible insight into long-term technology trends that help us shape our own technology and product investment. We then work with customers in the commercial and OEM space as they translate this academic research in the real-world setting. This segment, which we characterize as Develop, in the middle represents a further 35%-40% of Oxford's business. Finally Produce. A key part of our strategy, especially in Advanced Technologies, has been to expand our customer base in volume production. Ideally, this gives us the opportunity to commercialize our technology into faster growth areas, providing more volume potential for OI. Here we're making real progress. With demand from production customers up 34%, this has resulted in the percentage of group turnover from production customers increasing from 18%-25% at the end of FY 2026. Additionally, we're seeking to grow our revenue from after-sale service, also gaining some traction. Service revenue is now 19% of the group versus 15%-16% three years ago. Here we are investing in cross-training, local repair centers, and improved logistics to generate better customer outcomes. Moving on now to our divisions. I'm going to begin with Imaging & Analysis. The division has delivered a really resilient performance in FY 2026, and I'm extremely proud of how the teams have dealt with everything that's been thrown at them. Over the next few slides, I'm going to walk you through the story of the year, beginning with the disruption in H1, the major restructuring in Belfast, investments in the front end of the business, and the investment progress and plans in products and technology. All of this has contributed to 120 basis points of margin progression. Let's take a closer look. In the early months of H1, we repriced our open order book to address tariffs, mitigating the direct impacts. We also adjusted some of the product assembly, notably accelerating our China for China project to meet growing demand for locally produced products. We shipped the first products made in China for Chinese customers in the summer. We also took rapid action to protect the sales of atomic force microscopes, which are produced in California amid the uncertain trading relationships between the U.S. and China. We moved some of the assembly of AFM products to our Ulm facility in Germany for European and Asian customers. Export controls on rare earth minerals led to a short-term squeeze in supply of magnets widely used in our INA product range. Our team rapidly created new engineering solutions, secured alternative sources of supply, which will have a long-lasting, positive impact on our resilience. The final key external challenge we faced in the year was in relation to U.S. academic funding, which faced significant uncertainty for a number of months as the U.S. administration attempted to drive forward significant budget cuts. In the end, overall budgets remained broadly intact, but there still remains a challenge as customers continue to experience funding delays. Our U.S. team has been proactive in helping customers seek new funded opportunities and working to add commercial customers to offset. As we discussed at the interims, one of the important actions we've taken to support growth and margin improvement in the year was the restructuring of our Belfast business. The business has felt the impact of the weakness in healthcare and life science in recent years and was also struggling operationally. We took the difficult decision to reduce our workforce by 20%, which, alongside further operational efficiencies, removed GBP 6 million from the cost base of the business. The team have also successfully reduced inventory by more than double our original GBP 2.5 million target. All of this supported strong H2 recovery as these benefits came through. We've also put a new leadership team in place to drive the transformation, notably focusing on realigning our product strategy towards higher contributing lines, particularly with OEM partners. Early outcomes are encouraging, with increased OEM orders, new product positions secured, and discussions underway for further OEM business. Our operational transformation in Belfast continues, with sustained productivity improvements, a 30% reduction in repair times, and repair backlogs down 50%. Back on a stronger footing, we're now investing for future growth, including a full clean room upgrade, which was carried out in April this year. With book-to-bill at 1.05, we are moving into FY 2027 in better shape with growth prospects for this business. One of the very important pillars of our strategy is to significantly enhance our customer interface and improve the customer journey. We've invested in new demonstration centers in South Korea and Taiwan, taking our global total to 11. The ability to demonstrate our solutions locally has an important impact on our order conversion rate as customers see our technology in action. This will continue to be a focus area for organic investment in the year ahead. We're cross-training our sales teams to cover a wider range of products where practical, driving efficiencies, and improving the ability to cross-sell across our portfolio. This service level actions have seen a direct correlation to Net Promoter Score improvements to a record 84% in China and up from 42% to 70% in the U.S. A real positive shift in customer sentiment, and we expect to see similar improvements in our Asia and European regions as these new structures mature. Another pillar of the strategy we set out in 2024 was a commitment to invest 8%-9% of group revenue annually in R&D, ensuring this spend is more commercially focused and in the best places for growth. This year, we've launched a number of new products, some of which you can see on the slide. I won't go into detail, as we covered these at the interims, but suffice it to say, they are all designed to provide customers with the very latest advanced capabilities while being increasingly easy for non-expert users to operate. Given the strength in group performance, the improvement in cash flow, and margins, we plan to increase our investment in the next year or so. This focus will be to capitalize on the opportunity we believe exists in the semiconductor space and to enhance our software with additional AI integration, all ensuring we stay one step ahead. Additionally, we'll be launching a new camera range in our Belfast business, the first for a number of years, and key to our OEM strategy. Lots to go after in FY 2027 in Imaging & Analysis, and some really great progress right around the division, which has underpinned the strong performance. Let's take a closer look at Advanced Technologies. It's also easier to see the strategic growth opportunity as a simplified standalone division. When we set out the strategy in 2024, we could see a big potential in compound semiconductors, but still had a lot of work to do to realize the success, and we had a challenging situation to deal with in our NanoScience quantum business. We characterized the division as fix, improve, and grow. Since then, we returned NanoScience to profitability, and in January, we divested it, delivering good value to shareholders and improving group margins. It also means we can now fully focus on the opportunity in compound semiconductor from our new site at Severn Beach. Now that the vast majority of this division is driven by our growth strategy in compound semiconductors, I think it's helpful to remind you of where we're positioned, our differentiation, our current significant drivers of growth in order intake. Given this progress, we feel we've now moved on from the fixed phase to one where we're looking to grow strongly and deliver the potential of the business. As a result, we're now lifting our margin targets in this division to 12%-15%, as we feel over the medium term, we are now in a position to take the business into the mid-teens. Looking at the history of the Plasma journey, Oxford acquired Plasma Technology semiconductor business in 1990, and how we have morphed now from the intellectual to the commercial. Historically, the business was focused on academic customers, gaining really valuable experience understanding the potential of compound semiconductors. In the last decade, the team worked to move the business to establish some positions with commercial customers as well. Our recent effort has been to try and build on this and pivot to high-volume production customers to give greater growth potential. We invested, as you know, in the state-of-the-art production and development facility in Severn Beach in Bristol. We've moved in and got the business fully operational. Crucially, we've stayed focused on key market segments where we believe our technology provided good growth opportunity, such as data comms, power devices, micro-LED, and augmented reality, where we know we can add value for our customers. Let me explain where we sit in the value chain. The production of a semiconductor wafer begins with the boule growth, shown here on the left. The boule is then sliced into multiple wafers, and we operate in the next stage, front-end processing. This is the most capital-intensive part of the process, accounting for around 65% of total capital investment. We offer a broad range of front-end technologies, depositing material onto the wafer or etching into its surface. After this, the devices are diced, and individual chips are created before being packaged. The exciting developments in the compound semiconductor market are a result of a number of years of research and technology development, exploring how new compounds on silicon can generate devices with new capabilities to solve some of today's challenges. They're enabling devices to have greater switching speed, power efficiency, and better performance than is possible with traditional silicon devices. A great example today being the laser devices fabricated from indium phosphide, important to the build-out of today's data centers. Oxford Instruments has critical processing technology being used in the development and manufacture of these new compound semi devices. Today, clearly, we're achieving exciting growth. Orders are up as a result of our strategic positioning and the technology and our improved commercial approach. Here, I wanted to highlight a few of the current areas that are some of the larger drivers of the activity. As we've consistently said, we're trying to ensure we are not dependent on any one area of the market. Firstly, in datacom, our semiconductor customers address significant demand for data to support AI applications. The market is in the production ramp-up phase, with customers using our equipment to fabricate laser transceivers for the expansion of data centers. Significant CapEx has been committed, and indium phosphide laser chips are a critical enabler of the infrastructure. Gallium nitride is used to create high-efficiency, low thermal load devices for onboard automotive chargers, consumer devices, and also efficient power supply for AI servers. This market is in the positioning phase as customers use single systems in pilot production to prove out the technology. In micro-LED, here we are partnering in corporate research as companies explore new capabilities for display applications where high brightness and small pixel size are required. The image projection on augmented reality glasses is a good example of this. Here, customers are using our systems to develop and prove applications that will later move into pilot production. Our 40 years of know-how, combined with extensive IP in our part of the value chain, puts us in a good position to demonstrate our capability with volume customers. On the left-hand side of the chart, you can see some examples of our customer positions. Coherent, who are deploying our equipment in their data center growth in Europe and the U.S., ROHM in power electronics, where our atomic layer etch technology is enabling them to take gallium nitride power device manufacturing in-house and scale to 200 mm wafers. Bottom left, Rigetti, who have just deployed one of our atomic layer etch systems in their dedicated quantum fab in California. In augmented reality applications, we're helping household names to test their prototype glasses. We're active in all four market areas with big names, including the likes of those you can see at the bottom of the slide, some of whom are our customers. What's attracting customers like these is our patented precision capabilities, which produce smoother, higher quality surfaces and structures and boost productivity by creating uniform films at higher speed and enabling more good wafers per day at a lower cost than our competitors. These patented capabilities are underpinned now by our state-of-the-art facility, increasing focus on tailored service packages, and our full suite of metrology capabilities from our Imaging & Analysis division. There's a really exciting growth opportunity ahead for us, with the revenue materially covered for the whole of FY 2027, we expect to see good progress and continued order growth in the coming year ahead. To conclude, we've had a really strong year in a challenging set of circumstances. Not just results, but strategic progress. We've shown real agility in our response, executing well across both divisions, alongside embedding structural change and laying the foundations for a return to growth in Belfast. We have a considerable and exciting market opportunity in Advanced Technologies, facilitated by the strategic shift we've made to invest at Severn Beach and focus on pivoting to high volume production customers. Oxford Instruments is in great shape. Our structure, operations, market positioning, and balance sheet are fundamentally stronger than they were in 2024, and it's clear in the results that we've achieved this year. I'm incredibly proud of the team's progress we've made towards our medium-term targets since we set them out just two years ago. We're entering FY 2027 in a strong position, and I'm confident in our ability to continue to deliver growth and value to our shareholders in the coming year and beyond. With that, thanks very much for your attention, and we'd be very happy to take some questions in the room. If you've got them online, please do fire them in and we'll moderate those in the room here. Okay. Thank you. Andrew, yeah. Thank you. Andrew Humphrey at Peel Hunt. Got three, if I can. First one on semis in INA. I have the sense you're talking a bit more about that than you have previously. I think we've seen a couple of examples from some of the microscopy business there about synergies, technology synergies between that business and the AT business. Is that what's driving that increased focus in semis in INA? Some are, for sure. We've always been in semis, as you know, in INA, and certainly for the electron microscopy, it's always been a feature in their opportunity. I think what's been happening over the last couple of years is the integration of the Imaging & Analysis team has brought together the product development thinking and the software thinking in that group. Then as we've developed the position, understanding more in the production lines, as we've moved into those kind of customers in AT, that has certainly built some additional knowledge, in terms of the possible opportunities we have for INA in those bigger customers. We're starting to see, I think, the teams have ideas of products and capability they can bring to bear, but also just an opportunity to cross-sell as well. Great. Thank you. Secondly, in AT, you've obviously talked about the larger orders that have come into that business, the multi-year visibility that gives you. Not really kind of asking any specifics at this point, but can you talk about what implications those larger, more complex orders have for rev rec, and particularly margin rec in that business? Do you sort of trade those orders more conservatively in the earlier stages of the contracts? Is rev rec different in those multi. No, it's not. Rev rec happens when we deliver the system. The systems themselves, as we talked about, I think as we were going through last year, as you go into production, are becoming a bit more complex. They are bigger systems in their own right. The individual system's value is higher. That's probably the only difference, really. I think what you can expect to see overall is size of orders clearly have got a little bit bigger. One, a lot bigger. That just means that could be a bit more lumpy quarter-to-quarter as you see our order intake develop. In terms of revenue recognition, it's really about just delivering the system, and obviously the date starts to matter a bit more in terms of the absolute revenue. You saw a little bit of that at the end of last year. Clearly, as we're developing the way that the momentum's going in the business, we're factoring that into our thinking of what we can achieve within the year ahead. Thank you. Finally, again, on AT, thinking about power semis, it feels like, again, that's a bit more of the presentation with GaN and with ROHM than maybe it's been previously. Is that a function of traction with customers? I think you've previously downplayed some elements of power semis, given that there's been an overhang and there's been overcapacity. Right. Well-documented challenges in parts of that business. Yeah. Is it sort of market specific or customer specific, or a combination of the two that's leading to that increased attention now? I wouldn't describe the attention hugely increasing for us. I think the downplaying point is silicon carbide, fundamentally, not GaN. GaN has been sort of happening all along. We've talked about these five compounds in which we're in. We're not dependent on any one, and we don't want to be, regardless of the excitement in indium phosphide right now. GaN certainly feels like it's moving a bit more into what I described there as a positioning phase for hopefully the next part of sort of growth traction. That's what it feels like in terms of the orders we've been getting and the conversations with customers. Brilliant. Thank you. Yes, Rich. Thanks. Morning. It's Richard Paige from Deutsche Numis. Just a couple from me, please. On INA, the order increase you've seen in the second half, can I just ask if that is uniform across all the businesses, specifically NanoAnalysis and Andor? Reminder, H2 order intake was 8% up for INA, and it was quarter-on-quarter improvement. Q4 is always a bit better for INA. I think the first thing is to say, just in terms of momentum, generally, we're not expecting that to be the same in Q1, but we do think it's an indication of overall stabilization for improvement. In terms of the businesses, no, I think it'd be fair to say it's relatively even. Sorry. I mentioned the book-to-bill in Andor or Belfast, 1.05, so overall order intake was up a couple of% in the year. Yeah, I don't think you should point to any one particular area. It generally improved across the business and customer base through the year, albeit academia was clearly a bit more challenging. We did well with commercial customers, so. Yeah. We're definitely getting more traction with OEMs. Yeah. In the Belfast business. Yeah. The cameras business. Brilliant. Thank you. Moving to Advanced Technologies about you've got a full order book for FY 2027 or there or thereabouts. Demand is obviously very strong in that one. How quickly could you respond to new orders coming in? I know you obviously in your statement, you talk about improving production processing in that business. Can you talk a bit more about. Yeah. The opportunity and lead times you need? We are working operation improvement activity across the piece down there, given the opportunity that exists, to make sure that we have a business that's set up to be able to scale growth, rather than just add more orders and trade it through. The position for FY 2027 is such that if you take service and you take the order book, we're materially covered now. I think it's been a strong start as well to order intake for the year on an underlying basis. We're pleased with that. I think to take the point on what else could we do and how we're gearing up for it, I think the way I'd put it is clearly we're excited about the opportunity in the market. If you were down at the site, it's buzzing down there right now, and the sales team are all over the customer base, and we want to be able to capitalize on that. We are looking at what we can do incrementally to add capacity for the second half of the year. I think that any of you that asked me that question before, in the last 18-24 months, either down at the site or in this room, it usually takes us three to six months to get labor capacity up and online. We're working on that to try and create some more opportunity. There are ways in which we can look at the construct of the way we build stuff to try and reduce lead times as well, working with our supply chain. There's a variety of strategic, tactical actions, if you like, to try and help facilitate a bit more room this year and ensure we're positioned for it if there's going to be extra in the year ahead. Thank you. Thank you. Thomas Rands from Berenberg. Two questions. One's a slight follow-on from the AT order in April. How one-off is that big order that you received in April? Is there a pipeline of other similar big orders, or do you think it is one-off in nature in the sense of its size, delivery timescale, et cetera? It's one of a number of customers that are ramping up building out fast, booking their own capacity for the next two to three years to support the need out there, which I assume everybody understands the need and the higher speed switching laser optics. There's lots of information you can go and read about what they're saying their capacity is and what they're trying to build to and what the CapEx is that's going in. It's one of those is the large order. We've talked about what Coherent are doing before, and you've seen orders come in from them over the recent period, and there's a number of others in the funnel. Will they achieve a similar size of order? It depends a bit on the way they choose to place their demand is one point, and how far out they are willing to risk invest, if you like, to support capitalizing on the growth potential they have. What does that mean? Maybe, is the answer. There's enough business in the pipeline for a number of those over the next two to three years to suggest that there are other opportunities of similar sizes around. Our challenge, which again, I've hopefully conveyed effectively, but we're moving from the R&D environment to get into the production environment. You've seen some examples that we've talked publicly about where we've done that successfully, and there are others who we've not been able to talk about. All the time, we're having to prove ourselves as a low-risk partner to achieve that while they're in a ramp-up phase. The technology differentiation seems to us, and referencing it, be clear. We can add a lot of value, we've also got to be trusted in the production environment, to support the ramp-up and service. All of those things are a selling process that we're doing all the time at the moment. Okay, great. Thank you. Very reassuring, detailed answer. Second one is just two-part on capital allocation. You mentioned the inorganic and continue to review opportunities. What is the M&A pipeline looking like? Is it a key focus? Then just on given the great position to be in of increasing cash generation and the cash balance, should we be thinking about the dividend growing a bit quicker than in recent years, in the outer years? Again, tried to spend a bit of time this morning conveying how much work's been done inside over the last couple of years. I think we're feeling pretty good about the foundations that have been laid from that and keen to move into more growth opportunities. That certainly brings the M&A angle into view and all organic growth as well. The pipeline's good in terms of opportunities for M&A, it all depends on when they're available and at what price and when people want to trade. As ever in that answer, there's some active situations we're monitoring closely and we'll have to see if any of that can come to fruition, we'd be keen to do it if we can. Cash and cash balance. Yep. I mean, dividends, we very much see ourselves as a growth business. Our job is to try and deploy capital to get great returns and to grow the business. If we can do that inorganically, great, but we're also prioritizing some organic opportunities next year. We will sustain the dividend growth that we've seen over recent years, but it's not a place at the moment where we want to change massively that trajectory. It's really about growth in the organic and maybe the inorganic fields. Okay, great. Thank you. Yeah. Stefan. Yeah. Hi. Morning. It's Stefan from BNP Paribas. Just on the margins in Advanced Technologies, yeah? You raised your medium-term outlook. You're still at 3%. Can you basically help us a little bit on your margin journey there? On the one hand, you have big new orders coming in. Can you, A, talk about the margin qualities of those, and then can you tell us a little bit about execution? What is the potential to improve execution further? Because you said the place is humming. You're loaded in Severn Beach, what can you do to get execution into a level to have better margin, or is it all a volume story? What is the level of sales you need to get to, let's say, a double-digit number? Sorry, it's multifaceted. Understood, I think. Yeah. Look, the overall picture is no different from what I laid out originally, which is we needed to grow a double-digit top line, get ourselves to around GBP 150 million -GBP 170 million, and that would give us the margin potential in this division. Having divested NanoScience, that's still intact and in line with the sort of moving into the early teens. We believe it can get to mid-teens over time, but that's the sort of journey we need to go on. Clearly, with an order intake of 28% and expecting high teens revenue growth in FY 2027 while building the order book for 2028, we feel in good shape to deliver that revenue growth profile. Just as a reminder, because other people do ask as well what's our capacity in Severn Beach. When we set it out originally, we're sitting between GBP 17 million and GBP 18 million of turnover, and we said we could go 3x. That takes you to around, let's call it, GBP 225 million- GBP 250 million, something like that. We don't need a new site for a while. The journey's there on the revenue growth, and again, we're just trying to convey that we're excited and feel in good shape about the progress we're making strategically to position for that volume and actually in the numbers. When you look at executing on it, we've clearly got, as I mentioned in the prior answer, I think to might have been Tom, but there's some things that we can do to continue to improve the efficiency, work lead time so that they're in shape to capitalize on growth opportunity. There is a mixture of some efficiency, but mostly operating leverage that drives the margin journey. If we're in good shape for the top line, we believe the bottom line will come from that. Can I just do one add-on? Are you saying that the new orders that you're getting at the moment, where clients are obviously very focused on lead time and getting their production ramped up as quick as possible? That the contribution margins are similar, like the year before? It's all fixed cost allocation models, yeah? You can assume that the contributions are similar, and we're working to try and improve them gradually through either efficiency or pricing opportunity that we may get on the way, but basically similar. The drop-through medium term would be in the mid-30s, something like that. We expect that to be a bit better this year given the level of growth. One last one, I promise. The pricing opportunity. Yeah. Obviously, excuse my description, it's a hot market at the moment, yeah? When does the point that the pricing opportunity becomes really achievable for you to go to your clients and say, "Look, you want to have a better production slot and a quicker delivery, pay X, Y, that." Yeah. When is that point coming? That's always a debate and a discussion with your customers. I like to think that you want customers for the long term, and we're obviously trying to position ourselves here with customers. We've been in R&D departments. The technology guys love us, but we want to make sure the fab operations lead think we're the best guys to work with them for the long term. We've got to balance that appropriately, Stefan, I think is probably the best way to answer that. Thank you. Hi, it's Rich Hill from Jefferies. If I could just continue asking in AT, in terms of that kind of growing production piece, could you possibly outline perhaps what percentage of your kind of products are going into the actual in-line production or the kind of out-of-line testing? As seeing kind of some commentary from peers of that in-line being the real growth opportunity. I guess two ways to answer that versus history, and the numbers that we've put up today. The first thing is 63% that I mentioned is moving to commercial customers in AT. That's the start point for that. That and all of the growth has come from volume manufacturing customers. The 28% growth in orders is coming from production volume areas. In terms of total, I'd have to double-check it, that where it's currently running at. We still have a sizable base in academia as well in that business. Just in terms of how you see the TAMs, you've kind of given the growth rates for semiconductor, in AT in particular, how do you see the TAM there? In terms of the total opportunity, very sizable. Current growth rates being projected in power and augmented reality. Actually, it's such a wide range, it's almost silly to pick it. Certainly, in the 10%-20% range on a compounding basis. Clearly, with some of the things going on in the optic devices and indium phosphide and stuff like that right now, it's much bigger than that. Like, significantly bigger than that. Thanks. Okay. We're done. Nothing else on? Is there nothing else, Stephen? Through online. Firstly, we have from David Neil at Coloma Wealth. "What is the revenue opportunity for you in a single InP production line, and what sort of throughput can that production line deliver? I think that might be a question for our customers. The question was, how much is our position in an InP production line? Unfortunately, the answer is, it depends. It depends on the volume that that production line is trying to produce. I guess, for those of you that have seen the manufacturing or the systems that we produce down in Severn Beach, we've got a single machine that can produce a certain amount of volume. These large cluster volume machines go to five times that level of volume. It'll depend on what they're needing, really, and it depends also on the wafer size. That's not a great answer for you. It depends. Yeah. The question is, how much of our capacity could we put to InP? I guess theoretically all of it, we probably wouldn't be doing that, because as we've said, we want to bet on a few different compound areas and make sure that we're strategically positioned for those as they grow over the next few years. There's no specific production line that's just dedicated to InP that has some constraints. Thank you. We have a few questions from Matthew Downing at Soros. Firstly, "How should we think about the diversification of growth within AT? You note 200% order growth from data comms. How much of the order book is now data comms, and what is happening in other areas?" We've also got, "How much revenue or production throughput is expected from data comms in 2027?" Finally, "How do you position yourself to take advantage of opportunity in data comms but maintain diversification in data comms calls?" That's a mouthful. Right. Matt might want to have a specific conversation. The point of our diversification is across the multiple compounds. I've mentioned, obviously, GaN power. I've mentioned two elements of augmented reality today, and there's also some quantum stuff that the likes of Rigetti are taking. We are trying to make sure that everybody understands it's across those multiple different areas that we have growth potential, and we have an underlying base of academia that we still sell to. The point on data comms and the increase in data comms in year is obviously a very strong increase, and that's continued in the early part of the new year. It is a sizable part of the order book right now for production this year, and will be in FY 2028. If what I hear from customers is true, that will probably continue into 2029, at least for now. We've highlighted GaN because GaN has increased as well, and quantum's been a bit lumpier as we've gone through. There's been periodic orders for individual players in the quantum space. Then I think if you go in the detail of the release, we give some examples of augmented reality, where we had actually last year, our biggest single order came from that area. We're trying to make sure we maintain the opportunity and can support customers across all of those compounds because we see that as being important to long-term sustainable growth. At the same time, I think I'll probably refer back to some of the other answers I gave about capitalizing on data comms in the short term. Yeah, I might say data comms is growing very quickly. It doesn't yet dominate our order book, but it's certainly a key growth area. It's a growth area. Yeah. Thank you. That's all the questions that we have online. I'll hand back over to you, Richard and Paul, for any closing remarks. Great. Well, look, thanks very much for your attention of a slightly longer presentation this morning and some good questions. Hopefully, you've got from that we feel in really good shape for the year ahead, and we're delighted with the progress we made last year, and Oxford's got a great future. Thanks very much for coming along this morning, and we'll see you around. Cheers.