Good morning, ladies and gentlemen. Welcome to the 2016 annual general meeting of Prospex Energy plc. It is just after 10:00 A.M., I declare the meeting open. I am the Chairman of the company, I will be chairing this year's annual general meeting. After the formal part of the meeting, Tom Reynolds, the CEO, will be giving a brief presentation. I have in the room with me here the following directors present in person, Tom, who, as I mentioned, is the CEO and on screen, Alasdair Buchanan, and Simon Ashby-Rudd. Andrew Hay, a current director, is not standing for re-election. He could not attend today. However, I would like to acknowledge Andrew's contributions to the company over a difficult period and thank him for both his insight and his guidance. In the 12 months since the last AGM, the board implemented a process of change, the most significant of which was the appointment of Tom Reynolds as the CEO in February, the appointment of Simon Ashby-Rudd, bringing his decades of capital market leadership to the board. All of this is highlighted in the annual report, you will hear more from Tom Reynolds after we have concluded the formal portion of the meeting. Also present are a number of our key staff and contractors. We will now proceed with the meeting. I will take the notice of the meeting as being read. Thank you very much. One second, Bill. I have just lost the screen, I think. It is fine. We have got Bill's microphone on there, Tom. If you could just reconnect, that would be great. We're just having a technical issue here for a moment while Tom reconnects. Bill, you can carry on, sir. Paul, are you available? Yes, I am. You can carry on, sir. All right. A little technical issue. Tom's just reconnecting. I think, Tom, while you're doing that, we'll just proceed with the formal portion of the meeting. Yeah. Okay. Paul says we carry on. We can hear you. I don't know if that's good news or bad news for those listening in. Before proposing the resolutions, I'd like to invite any questions from any shareholders or proxies on the 2025 report and accounts or any other matters concerning the resolutions being put before you at the meeting. Please raise your hand if you have a question, give your name before asking your question. There being no questions, we'll proceed now with the formal portion of the meeting. Ordinary resolution number one. I propose that the annual audited accounts for the company for the year ended 31st of December 2025 be received and adopted. I'll put the resolution to the meeting. All in favor? Any opposed? The proxy votes received for this resolution are as follows: in favor 99.4% of the proxy votes received, against 0.60% of the proxy votes received, and 41,338 votes were withheld from voting. On that basis, I declare the resolution is carried. On ordinary resolution number two, which provides for the reappointment of myself as a Director of the company, and I have retired in accordance with Article 84 of the company's articles of association, but I am standing for re-election. I propose that William Smith be reappointed as a director of the company. All those in favor? Any opposed? The proxy votes received on this resolution are as follows: in favor 76.75% of the proxy votes received, against 23.25% of the proxy votes received, 86,066 votes were withheld from voting. On that basis, I declare the resolution is carried. On ordinary resolution number three, for the reappointment of Tom Reynolds as a director of the company in accordance with Article 78 of the company's articles of association, I propose that Tom Reynolds be reappointed as a Director of the company. All those in favor? Any opposed? The proxy votes received on this resolution are as 99.4% of the proxy votes were in favor, against were 0.59% of the proxy votes received, and 86,066 votes were withheld. On that basis, I declare that the resolution has been carried. Resolution four. This provides for the reappointment of Simon Ashby-Rudd as a director of the company in accordance with Article 78 of the company's articles of association. I propose that Simon Ashby-Rudd be reappointed as a director of the company. All those in favor? Are there any opposed? Excuse me. The proxy votes received for this resolution are 98.78% of the proxy votes in favor, 1.21% of the proxy votes against, and 86,066 votes were withheld. Again, I declare that resolution has been carried. Resolution five, the reappointment of Adler Shine LLP as the company's auditors. I propose that Adler Shine LLP be reappointed as auditors of the company to hold office until the conclusion of the next Annual General Meeting at which accounts are laid before the members. I put the resolution to the meeting. All those in favor? Are there any opposed? The proxy votes received on this resolution are 98.37% in favor of the resolution, 1.63% against the resolution, and 50,211 votes were withheld. On that basis, I again declare that this resolution has been passed. Ordinary Resolution number six. This authorizes the board of directors to determine the remuneration of Adler Shine LLP as the company's auditors. All of those in favor? Any opposed? The proxy votes received on this resolution were 98.64% of the proxy votes were in favor, 1.36% of the proxy votes were against, and 19,686,786 proxy votes were withheld. On that basis, I declare that the resolution has passed. Ordinary Resolution 7. This provides for the authorization to the directors to allot new shares in the capital of the company. The explanation for the reasoning behind this resolution was set out in the notice of meeting. I propose that the Resolution numbere seven, as set out in the notice of the Annual General Meeting, be passed as an ordinary resolution. All those in favor? Are there any opposed? The proxy votes received for this resolution are 96.51% in favor, 13.49% opposed, and again, 19,160,540 votes were withheld from voting. I declare that that resolution has passed. Resolution number eight. This is a special resolution. It provides the authorization to the directors to allot new shares free of the exemption rates. Again, an explanation of this resolution is set out in the notice of the Annual General Meeting. I propose that resolution numbered eight, as set out in the notice of Annual General Meeting, be passed as a special resolution. All of those in favor? Any opposed? The proxy votes received for this resolution were 96.51% of the votes received in favor, 13.49% of the votes received against, and 19,160,450 votes were withheld. I declare that resolution eight has been passed as a special resolution. Well, with that, ladies and gentlemen, I can declare that the formal portion of the business of the meeting has been terminated, and I'm going to ask Tom Reynolds if he'd like to make a presentation. Over to you, Tom. Okay. Thanks very much, Bill. Good morning, everybody, both in the room and at the other end of this wire. I'm going to talk you through a brief presentation, really just to set out the stall here. We will be making some forward-looking statements. I do direct people's attention to the disclaimer here as we go through the presentation. I'll get into this in a little bit more detail as we get on. Just to remind everybody of He's using your mic, so you need to turn it up a little bit. Apologies for that. Microphone issue. Just to remind everybody of the corporate investment case, this is what I believe Prospex offers exposure to for investors from an investment perspective. First of all, the positives. Extrinsic factors, rising tides, which lift all boats, is that Prospex gives direct exposure to real assets linked to commodity value, which hold their value in currency terms during periods of inflation. That's also supported by growing energy demand, particularly driven by digital infrastructure growth, the AI boom that we're all reading about every single day in the press, and shows no signs of stopping. The last piece, with very much a European focus, is energy sovereignty. As energy imports from other sources cease to be taken for granted, and we can see that most recently with the conflict in the Middle East disrupting supplies, energy resources within the European boundaries will be more valuable in terms of a strategic premium. In terms of intrinsic opportunities, so that's specific to the company and its assets. What we're about to set out here as we go through this presentation will demonstrate that each asset has a very clear identified pathway to grow value, and that's either through discovery, de-risking, or development. The goal for me that I'm bringing to shareholders here is that we create a cash compounding machine, where there's a body of assets that can absorb growing cash flow and create a flywheel effect of growing cash flow, feeding back into investments over multiple investment cycles. I guess a key thing about all of the decisions that are involved in there, I want to be very clear that at each stage, every investment will be assessed rigorously against the value added per Prospex share. Moving on. What I'm going to present here is a full potential analysis. The purpose of this is to identify an upper value range for our assets and portfolio. It's not a forecast, it's not a prediction. It is to provide an upper value range for our assets and portfolio. This provides us a pathway to maximizing value and defines the actions that we as a management team want to take over the coming months and years. Where relevant, I've included the historic investment cost and the carrying value for each asset. That's an important reference because that allows all of you to tie that back to our published annual accounts. In terms of the assumptions, this is a key point to reflect on as we go through the full potential analysis. This is based on a number of assumptions, which define the envelope. The first point to note is that the analysis assumes there's no barriers to the activity commencing. What that means is we assume permits are granted and funding is available on reasonable terms. The second point here is that the volumes and associated production profiles used in the modeling are unrisked. We'll talk about that more in a bit. In all the analyses, a flat gas price of EUR 35 per megawatt hour has been used. We think this is a reasonable benchmark to use across all assets looking at the timeline and given the uncertainty in the market we've seen recently. Unless otherwise stated, figures are company estimates using the best available data at this time. They are clearly subject to change, as the forward-looking statement guidance will remind you. It's the company that has put these things together. When values are presented, they are on a discounted basis, NPV10 after tax. Quick reminder of what we have. It's a multi-jurisdictional portfolio of assets across Europe. It gives great exposure to the European energy market, particularly the European gas market, which I think is a great place to be in the coming years. It provides country diversification because of the three locations that we operate in. First is in Italy with the Po Valley assets where we own a 37% of Selva Malvezzi. Second is in Spain, where we hold two assets. First is Viura through our ownership of HEYCO Energy Iberia. In the south, we own 100% of Tarba Energía, which exposes us to El Romeral gas development play and the Tesorillo and Ruedalabola exploration licenses. I'm going to pause there to appreciate how I pronounced that. Moving on. The final piece is Poland recently awarded new exploration licenses, which are 100% owned by Prospex. I think, summary, it's an attractive exposure to a range of assets at different maturities across multiple jurisdictions. Great diversification. The core theme is exposure to the European gas market. Let's get into the assets. Starting with Selva Malvezzi, I think I've started with Selva Malvezzi because I think it's a great poster child for what Prospex is trying to achieve in all of its assets, we'll talk about that in the next slide. Quick summary of status. Surface well locations and subsurface targets have been identified for the four wells. As followers of the story will already know, drilling permits are lodged with the relevant authorities, the environmental update is currently being finalized to be lodged. Seismic processing is expected to be complete by the end of July, the work program continues from there. We'll summarize that when we turn to the next slide. The resources that we're pursuing here, shown here on the screen, gross and net. For Selva north and south, these are prospective resources, that net to Prospex is 5 BCF. East Selva and Riccardina are both prospective resources on a best estimate basis. As you can see, they are 13 and 14 BCF respectively. The investment case for this asset, how do we add value, is the opportunity to rapidly convert confirmed gas resources to high-margin production because of the existing infrastructure that's already in place. That cycle time from spend to cash flow is crucially important, it goes back to that recycling through the various investment cycles that I defined in the investment case. Clearly, Selva offers a very near-term pathway to significantly increase production cash flow. Turning to the full potential, this is a model of a slide that you'll see for each of the assets as we go through. The intention of this format is to show what we have spent, the graph on the left, the carry value for each asset. Those are expressed in pounds so that people can look back at the accounts and check those off against the published annual accounts, which are expressed in pounds. On the right, you've got the full potential for each asset in a waterfall chart broken down by each discrete activity segment. That's expressed in euros because for all of our assets, the costs, the revenue, everything's in euros. The current exchange rate is EUR 1.15 in case anybody's looking for that. What you can see here and the reason I've started with Selva and the reason I said it's a great poster child for what Prospex is trying to do, on the left-hand chart, what you can see is expenditure over a number of years starting in 2017, culminating in 2023, which basically saw the company invest in the asset in the initial drilling of PM-1 well, then in acquiring the additional interest in Selva through the acquisition of UOG, and then the final development CapEx in 2023. What you can then see from that point onward is net cash flow coming out of the asset and repaying the cumulative cost that Prospex is exposed to. You can see investment going in, positive cash flow going out, which is then invested in our other assets. You can see the carry value as assessed for PM-1, which sits on our balance sheet. That number expressed in GBP is verifiable against our balance sheet. Looking onto the right, what we've done here, based on all the assumptions we've already covered, is looked at each of those wells, Selva North and South, that's two wells individually. Selva East and Riccardina. Recall Selva North and South contingent resources, Selva East and Riccardina are prospective resources. You can see how the value builds based on the assumptions we've applied. Now anybody can look at that screen and see that there's very significant value upside, and all these numbers are net to our interest. Final element here, in the spirit of pursuing all aspects of potential value, I've added on an indicative block, and you can see that it's in dotted lines for storage. There is precedent in the Selva area for depleted fields to be turned into storage, that's another path to value later in field life. Route to value here, increasing production reserves through the drilling program, de-risk by the recent seismic. Leverage planned CPR to deliver debt-funded, that potentially reduces project equity requirement, then upside from conversion of depleted reservoirs into gas storage. You can see the timeline that we're talking about is consistent with the IMC we delivered in March. Effectively, it's planning preparation through the balance of 2026 into designing and procuring, with drilling planned to commence back end of 2027. Turning to El Romeral, this is in southern Spain, near Seville. I think people who follow the story are very much aware of the applications that were lodged with regulators to drill five wells and connect to export grid for direct export. The near-term activity is focused on obtaining those permits and identification of a farming partner. An important point to note here that has been developing in the background since the installation of the new transformer in February 2026, generation activity and generation revenue has steadily increased, that has reduced the monthly cash requirement that Tarba requires to keep the lights on, which is a very positive development, we'll be talking more about that as we go forward. The investment case here, very much like Selva, the opportunity is to convert any confirmed gas resources from the five-well program very quickly into cash generative production given the existing infrastructure. That is what Romeral offers us in the short term. In terms of the full potential, what I'm showing here on the left, again, historic cost. You can see that the cost is dominated by the acquisition costs of Tarba, then through the course of 2025 and 2026, is the contribution to overheads at Tarba to effectively maintain the company whilst generation activity was inactive. You see, we're making headway into eroding the amount of money that the company requires on a monthly basis through increased generation. On the right, full potential broken down by activity, again, expressed in EUR. Program one is the five-well program that we've applied for permits. Program two is a secondary program of well-identified targets. As you get into program three is everything else that's possible on the geological map to be pursued for drilling is slightly more speculative, which is why it's in a slightly faded green color here. Storage, similar to Selva Malvezzi, the opportunity to turn depleted caverns or depleted reservoirs rather, into storage. Also because of the peculiarity in the south of Spain here, we have a very high thermal gradient. There is the possibility to convert, at the end of useful life, some of these wells to geothermal generation. In the spirit of including all potential aspects to value, that's on the sheet. What is the route to value? Motherhood and apple pie. It's increasing production and reserves through the planned five-well drilling program. It's providing an alternative gas sales pathway through connecting to the gas grid, not relying on electricity generation. The 100% ownership position allows introduction of partnership capital through a farm out, and we'll be talking more about that as we go through the rest of the presentation, and upside from conversion of the depleted reservoirs into gas storage. A key question, and I might as well address it now that we've got ahead of the meeting, is about when permits, and I can understand people's anxiety about that. We share that keenness to see these permits granted. Everyone that's followed the story will know that the legislative guidance for the government is to grant permits or give a response 90 to 180 days after they've been served to the minister's office. That expired in early June, and we are currently engaged with the Spanish authorities, directly and indirectly to get some feedback about guidance and expectation of remaining process. We haven't got a clear answer on that, when we do hear that, we will absolutely announce it. Turning to Viura in the north of Spain in the Rioja region. The dynamic modeling work has been continuing by the operator, HEYCO Energy Iberia. They are now turning to development scenarios based on that modeling exercise. The next phase of investment is going to focus on solutions to water handling and drilling the 3A and 3B wells. What you can see here on the map is you can see the main Viura plant, and on the right is the wellhead satellite. Wells 3A and 3B are drilled from the satellite over on the eastern side here. The other thing I've included here is Q1 key financials. The main purpose of that is in the spirit of transparent communication and transparent disclosure about what Viura is able to deliver here. In terms of production, 112,000 MWh or 112 GWh were delivered in Q1, as well as 2,805 bbl of condensate. Water production, significant 16,645 m cubed. As people who followed the story understand, water production is an issue. It needs to be addressed and disposed of carefully, and it has a cost attached to that, which affects your OpEx. Revenue for the quarter before the onset of higher gas prices triggered by the Middle East conflict was EUR 3.3 million. Cash OPEX all-in was EUR 2.82, of which water handling was just under EUR 1 million, EUR 0.94 million. You can see here the water and its handling and its disposal is a significant cost, and that's why the next phase of investment will include some form of solution to manage the water on-site on a more cost-effective basis. In terms of the investment case, very much like Selva, very much like El Romeral, the opportunities to convert new wells into production and cash flow immediately through existing infrastructure. At Viura, we benefit from very significant historical investment. A quick summary of Prospex ownership structure. This is going to be available on the website, and it's available for reference after. I'm not going to read every word on this slide because I'm conscious of time. This is presented here really to provide people with an understanding of our ownership structure. At what point do we shift from a 15% participation to 7.5% participation, and when we are likely to receive cash flow from the asset? The key points I would like to make is that during the investment phase, the B shareholders, as you can see here, which own 50% of HEYCO Energy Iberia, which owns 96.5% approximately of the Viura field, are the effective investment group. Therefore Prospex has the right, but not the obligation, to invest 15% of any cash call into the Viura field. If we choose not to invest, then we will be diluted down from that 15% in the B shares. When a dividend is declared by HEI, it will return first to the B shares on a preferential basis until they've achieved payback, and payback is full repayment of cumulative historic investment, plus a margin of 10%, uplift of 10%. After that payback point, which I've defined on the slide as B share payback, the A shares re-participate in the field and then dividends go to all shareholders, at which point Prospex' share of those dividends would go down to 7.5%, which is the share we own in HEI as a whole. In the future, if there was a further investment phase later, post-dividend declaration, then the investment process would reinstigate and Prospex again would have the right, but not the obligation, to invest at 15%. I'm planning on an explainer video that goes a bit more deep into this. It'll come out after the AGM, but this will be available for reference, and I'm going to move on. In terms of full potential at Viura, on the left we've got the historic costs. You can see the original acquisition through farm-in, the additional costs of work during 2025 that were engaged, and the carrying cost expressed in GBP. That's shown on the right-hand slide here. The NPV, so the net present value of the different wells and the action to take care of water are shown on the right-hand side. I'll stress these are Prospex company estimates, and they are likely to be updated once we get into development scenarios provided by HEI over the next quarter or the second half of the year. What I would say is you can see here that Viura offers very significant value in relation to our sunk cost and robust net value for each one of these investments we're looking at here. The route to value is effectively manage the water, drill the additional wells, increase production and cash flow, and maximize the economic reserve that can be recovered against that existing infrastructure. You can see here that the timeline leads us to the end of the year, preparation to drill and drilling in early 2027. On Mniszów, this is the undeveloped oil discovery in Poland. As followers of the company know that this came as part of the award of the San and Dunajec licenses in Poland recently. We've reviewed a very extensive historic database and identified an initial view of potential in-place volumes and recoverable barrels. This is upgraded from the historic estimates that we saw, and based on a lot of work by the team here. This is a Prospex company estimate. The original in-place volume is we estimate to be 13 million barrels of oil. The updated estimate of recoverable reserves is 3.7 million barrels. A very significant opportunity. It would take 15 wells to deliver that. That's what we've modeled to include in the full potential analysis here. This is very significant, and what layers on top of this is the regulatory regime in Poland is very supportive. There's an established oilfield services community in Poland that can get things done quickly, and that we own 100% here, this is under our control. Looking at potential, because we've got very little to no historic cost, because this work has been done in-house with team cost. The established base is zero effectively. What I've shown on left is an indicative production build based on three well programs. One well in 2027, which is to prove the factory model and the completion design works in this location. Two additional programs, eight wells and seven wells drilled effectively back to back, as we can see here. These are shallow wells with the average depth of being about 600 m. They're very quick to drill and complete. The route to value is get these wells drilled. The 100% ownership position allows introduction to partnership capital. That theme coming back again, how do we engage with third parties to bring money into our assets? As we go through what is pretty extensive drilling program, we have the opportunity to optimize the drilling and completion design to maximize recovery. You can see here the first well is relatively modest in terms of its contribution, but it does trigger additional production and cash flow immediately, which is denominated in oil barrels and therefore are linked to the oil price. You can see very significant values coming from those field programs, number two and three. Because of all the local aspects I've discussed in terms of supportive regulations, supportive oilfield service community, and being in our control, you can see a very rapid timeline to the potential first drilling in 2027. We obviously have to talk about exploration because we've got some very exciting and interesting exploration assets here. I'm not going to go into these in a lot of detail now. We do plan a deep dive on each one of the assets, a single asset session going forward, and we will pick up on this. We can't consider full potential without noting that we have very significant potential in the Tesorillo permits and also the Dymia and San licenses that we've recently been awarded. We'll talk about them more as we go forward. Bringing all this together from a corporate roll-up perspective, what I've done here is add each of the asset bars on this sheet we're looking at here is the sum of the full potential from each of the asset analyses. The exploration piece here, frankly, I've put on a holding number, which is effectively EUR 50 million, which is not an estimate. It's because if I put the actual full potential of the exploration on here on an unrisked basis, everything else would look tiny because the chart would look ridiculous. I've basically shown you here that we haven't forgotten it, but we obviously do recognize that it's very significant. Again, just to restate, these are based on company estimates tied to the assumptions that I opened with. For the conclusions here, relative to the base cost, we have a huge amount of value upside that we can pursue on each one of these assets. I believe that it does give us an enviable portfolio and set of options, particularly when compared to our current market cap. There's a clear path on each asset to deliver value growth, and I've identified what that pathway looks like during this presentation. What the analysis shows is the potential of each one of those assets and their relative contribution. Our focus going forward is going to be delivering partnership capital to the assets where we have control over the activity and pace. You'll probably be glad to hear this is the final slide. Looking forward, really just to wrap up here, three things. Always talk about three things. The first is in communications. Going forward, you'll see more direct engagement with shareholders, also you'll see more short updates about the assets and commentary on market conditions. We've started that, we're going to do more of it. We'll also run, as I've already said, a series of focused single asset deep dives over the coming months so people can really get into the details, and I'll bring one of the team, some of which are here with me today, to talk about the technical aspects and be available for Q&A. The key milestones we're going to focus on, Romeral permits, which we talked about, Selva seismic and CPR, Viura CPR and development options. Those are very near term, bringing partnership capital across the portfolio. Business development, we're remaining active in all markets that are relevant to us to understand what is available. We're seeking to identify partners at the asset level, we're testing new opportunities against strict value targets, particularly on a per share basis. What are the three things? Transparent and open communications will continue. We're going to focus on what we control and what makes a difference, we're going to be pursuing partnership capital and value-adding opportunities across the portfolio. That's where I'm going to bring it to a close, I'm going to turn to Q&A. Thank you, Tom. We have several people in the room. We also have a few questions online. The first question, which has come through online, has to do with our ownership, in El Romeral and Tarba with respect to the AIM rules. I have to be very cautious here because sitting here in the room across from me is Rory Murphy of Strand Hanson, our Nomad, who has assisted us in looking at that. At the time when the company exercised the right of first refusal, the question came up in our minds at the board level as to whether an AIM-listed investment company could maintain its status as an investment company and still own 100% of the asset. The answer to that question was, as it currently stands, yes. The question online goes on and says, this is going to be for you, Tom. If the company deemed it prudent to continue to hold 100% through exploration or exploitation of the asset, you've referred a couple of times, Tom, to seeking partners for some of the assets. Perhaps you could just address that. Yeah. I think what hopefully is pretty clear from the presentation that I've given is that we see partnership capital as a key tool to exploit going forward to get the assets moved into the development and production phase. What we would see is both of those assets, Romeral in Spain and the licenses in Poland, reducing from 100% by bringing in partners. Thank you. Another question online has to do with the recently advised stock options which were granted to staff and to the non-executive directors, just in questions with respect to why those options were granted. Again, Tom, you did not receive any of those options at the time. Perhaps you'd just like to explain a little bit about what the thinking was. Sure. From my perspective, people who are familiar with the situation will know that on my appointment, I was awarded options that are effectively trigger and are tied to delivering a liquidity event for shareholders. Effectively, the objective of this option release was to get everybody on the bus in terms of alignment, so that all members of the Prospex team are aligned with the same outcome. You can see that in the way that the option statement was drafted is that those options granted are tied to the delivery of a significant shareholder liquidity event, or in a similar vein, an extended period of liquidity at a substantially higher price after the end of 2027 if no liquidity event has taken place by then. From my point of view, it achieves the objective of making sure the entire team is aligned with that single goal, and I think that's crucially important so we're all pointing in the same direction. I think in terms of, we have received a couple of questions about the actual specific structure, which I think is worth just talking about briefly. The first point here is to note that the nature of these options is that they are worthless unless those trigger events happen. Effectively, they are worthless unless shareholders vote in favor of a liquidity event presented by the company over the coming months and years, which delivers value for them. In some respects, that's in shareholders' control, otherwise these options are worthless. The second point, on the strike price, it's set at GBP 0.1, which is the nominal value of the share. That is by design to maximize the value of each individual option per share, so that to deliver value to the recipients, it minimizes the level of dilution for shareholders to deliver a value outcome. There is conscious thought in the design of these options, in the strike price, and in the conditionality to make it clear that nobody gets paid unless shareholders are paid first. The second part of that is that we've chosen a structure that minimizes dilution for shareholders to deliver a particular value outcome. Thank you, Tom. Are there any other questions in the room? Well, thank you, and thank you for the presentation as well, Tom. I thought that it clearly demonstrated that the assets that we currently have have a significant potential, and that we've got a good man on the job to steer the way towards realizing that potential as it comes through, which hopefully then gets reflected in the share price over time. Paul, I'm going to turn it back over to you to shut down, and thank you to all the shareholders in the room, and thank you to all the shareholders online. Bill, Tom, and the team, thank you very much for updating attendees today. Could I please ask attendees not to close the session? You should be automatically redirected to provide your feedback. Paul over to you. Many thanks indeed. That concludes today's session, and good morning to you all. Oh, wow.