Good morning, everyone, and thank you for joining us today. Sorry we're not actually in person, but obviously safety comes first. I'm joined this morning by Alan Smith, our non-exec chairman, Chris Muir, who very shortly will take you through the financial review. I'm delighted to welcome Steve Carson, our new CEO, who's going to take you through current trading. Let's move to slide three. The first half has really been one of challenges and opportunities, which over the next 30 minutes will take you through the slide and explain what we've been up to during the last six months. I think what I would highlight, though, is it clearly demonstrates our resilience, strength of our offer, our position in the marketplace, and really how fantastic our team has done during this period. Just moving over to look at the various slices of performance, weeks 1 to 14 of the new financial year started really, really strong at over 31% of like-for-like performance. We had a good run at the autumn, and it was only in the final week of week 14 where we actually saw Wales in lockdown. We then went really through this period of 15 to 26, where actually we were closed for a chunk of that time. You can see that is reflected in the like-for-likes of - 57%. However, what I would say is on each occasion when we came out of lockdown, we traded really strongly, and the stores that were allowed to open for those few days at the start of our winter sale, they performed really well. The half year finished at - 9.1%. We actually, over the 26 weeks, we were closed for over seven weeks, so around 28% of the time, unfortunately, we were not actually trading. We talked extensively about how well we traded when we came out of the first lockdown in June and July. Being a special order business made to order, clearly they were not delivered in the previous financial year. They went out in this period together with that order book that we booked in weeks, a chunk of that order book we booked in weeks 1 to 14. We have seen great performance from our new website, which we launched in July. We have actually seen growth in that area of 81%, and that gives us a real foundation to grow our online offer. We have talked extensively to you over the past few years about our resilience and the strength of our business and how flexible we can be. We have demonstrated that really through this really challenging time to end the half year with over GBP 91 million in cash. The order book, because of the special order business, we did carry that sum forward into the second half. As you can see, we have an order book of over GBP 90 million, which was GBP 16.8 million ahead of the same period last year. I am going to pass you to Chris for slide four, who will take us through all the financials behind everything. [audio distortion] Richard, I think you're on loudspeaker. If you turn to slide five, which we'll be at soon, which is titled Financial Highlights. What you'll see throughout the announcement and also throughout these slides is we have now kind of moved to full IFRS 16. The following pages are on that basis, and you'll see later when we get to our bridges, we are doing on the IFRS 16 kind of accounting. We've moved away from the prior accounting. As David said, a very strong first half. If you look at things like sales, sales are up 13.9% to just over GBP 182 million. That GBP 22 million increase in sales converted to GBP 12 million in gross profit, which is slightly above what we would normally see because we saw our gross margin improve in the first half of the year. The moving parts in that one was we sold the customers adding a little bit more kind of to the basket, so the quality of sale increased. We also saw a slightly lower proportion of stock sales than we normally do, and that was driven by the fact that the showrooms were closed, as David mentioned before. The final thing was we have seen customers take less finance. Normally, our business, we see around 50% of the orders we do are taken on finance, but in the first six months, it was more like 46%. That couples with a slight reduction in the cost of finance throughout the first six months. Saw our margin just fall short of 46%, which is pretty much the highest I think we've had, certainly since relisting, so a very strong first half. Profit before tax, we made a profit of GBP 17.7 million compared to a loss last year of GBP 0.6 million, so a +GBP 18.3 million swing. Now, within there, there was around GBP 6.6 million of government support. We will cover some of the kind of moving parts on profit before tax later on, but even stripping out the government support, we were still nearly up GBP 12 million year- on- year. Again, a record first half performance for the business. Cash flow remained strong, not quite as strong as last year, and that was driven by some working capital movements, which we will touch on a little bit later. If we move on to slide six, this gives a breakdown of the delivered sales by our sales channel. As you can see, the strong rebound in June and July in quarter one, which we delivered in this kind of first six months, meant we saw great progress with regards to our in-store furniture. We also saw strong progress in online. Flooring, a little bit disappointing. We had a slightly slower start, but once the government started to support some of the kind of stamp duty initiatives, we started to see that increase. A real sort of big opportunity in flooring. We have a very small market share, but a real opportunity across the group. Online, as you will see, we're up 81% in over one year, but actually up 126% over the last two. The group in the first half, 10% of our sales came from online, and you can see over the last couple of years, that's gone from 5% to 10%. I actually think we'll probably get to close to 15% by the year-end. There's some real momentum in that, which guys will touch on later on, so real opportunity. Just moving to slide seven, profit before tax. We've touched on before, up GBP 18.3 million. We saw GP gross profit go up 16.8% or GBP 12 million. We did see an increase in distribution costs, as you would expect if we delivered a lot more. The actual percentage of sales distribution costs were 5.4% this year compared to 5.7% last year. March and spend was down GBP 3 million. Now, we didn't really want to save that, but because the stores were shut, we did obviously pull back that investment. Not a saving we really wanted to have, but it's something that we obviously right-sized that investment while the stores were shut. David will touch on probably later on. We are planning to reinvest some of that when we can reopen, hopefully mid-April, as we're kind of in line with the current guidance. Regards to payroll costs, we did see an increase in that of 3.9%. I'll touch on the performance-related element on the kind of following slide, but if you look at the underlying element, the kind of the more kind of fixed or semi-fixed point there, we did increase our number of salespeople in the stores, and we also brought in some new roles, which are called meet-and-greet roles, which we thought were really important with regards to the kind of safety of our teams and of our colleagues. They are kept at the front door meet-and-greeting customers and explaining the health and safety kind of procedures we have put in place, and also directing people to go to the area that they want to kind of look at there. It has definitely helped the business, whilst we have seen that large kind of demand post-reopening. Government support we have touched on, total of GBP 6.6 million, GBP 5.3 million, that was around the retail rates holiday that we have seen in the first half. GBP 1.3 million was due to furlough grants that we have claimed. Now, our intention is, assuming we open in line with our expectations, we will repay the GBP 1.3 million of furlough grants that we have seen in the first half of the year. Appreciated amortization down by GBP 2.3 million based on the prior year. That was largely driven by we took some impairments when we converted to IFRS 16 last year. We have obviously depreciated a little bit less assets in the first half of this year. Just moving on to slide eight, the flexible cost base. We have provided this for a number of years. We have now done it under IFRS 16, just so it is consistent. If you look at our percentage of flexible costs, it is still 76%, similar to where it was under the old accounting basis. There are a couple of things that are probably worth noting. If you look at things like depreciation, which used to be kind of rent and rates, our average lease length now is 5.4 years. It has come down slightly from last year. It was probably just under six last year. On performance-related pay, probably the things to note, last year we made a loss of GBP 0.6 million. This year we made a profit of GBP 17.7 million. You've also got obviously higher deliveries. We do pay commission to our sales teams when we deliver goods, so there's been a slight increase in that. Probably the other key thing is, if you look at, as David touched on earlier, that the performance in bookings, we were nearly up to 32% up to the end of October on a like-for-like basis. At the same point last year, we were trading at a - 7%. We have seen an increase in that performance-related pay element. Overall, very flexible cost base is something we're keen to retain. It allows us to flex things up and down as necessary. Just moving on to slide nine and cash flow. Just for those who are new to the call, we have what we call a negative working capital model. As I said before, just under 50% of our customers pay on take the business, take the order on finance. Just over 50% take it either by credit card or by cash. We take a very healthy deposit when the customer places the order on those cash and credit card sales. We take all balances on cash and credit card before we deliver those goods. On finance, we get paid by our finance houses a couple of days after delivering the goods. On average, we pay our suppliers around 45 days after the goods are received into our distribution centers. In all instances, we have been paid for the goods before we pay our suppliers. That creates a very positive kind of cash flow position. If you look at the movements, cash flow from operating activities at GBP 32.4 million was double the prior year, which is driven obviously by that increased profit we've seen in HY1. CapEx of GBP 2.9 million. There was around GBP 1 million in there around in-store improvements. We spent about just under about over GBP 1 million with regards to technology, and we did relocate a distribution center in the northwest of England just to ensure that it was at a capacity for the growth that we can see kind of coming through. With regards to that working capital movement of GBP 8.5 million, those of you who are on the kind of year-end calls or the year-end results, we had taken the government had deferred some things like PAYE and NI and VAT. That is the unwind of that. Plus, we have a GBP 3.8 million reduction in our customer deposit balance. A lot of people kind of expected to see that, and it's just starting to come through. If you look at probably the other big one on there, the capital interest element of leases, if you compare this to last year's number in the cash flow, you'll see that's GBP 2.8 million lower. These are where we've agreed with our landlords we'll defer some of the rents while the stores have been shut. That GBP 2.8 million will come back over the next kind of 6 months-12 months normalized. Just moving on to slide 10, and David's talked about resilience. This is the record cash we've ever reported with regards to an interim or a prelim. Obviously, as you can see there, the graph is continuing to grow. We closed at the end of January at GBP 91.8 million. At the end of last week, on Saturday night, we are just over GBP 80 million. Again, we continue to have a very strong cash balance. We have no debt. If you look at a couple of things that we have shared historically, the average cash balance over the last six months is GBP 97.5 million, with a low point of GBP 76.5 million, and a highest point of just under GBP 115 million. New this time, we have added a line just to show people what the average customer deposit balance is. Because we often, people say, actually, how much of that balance is a lot of it is customer deposits. Actually, you can see, even if you take the GBP 37.7 million from the average of GBP 97.5 million, you can actually see net of those customer deposits, we have around GBP 60 million, which is, let's say, our cash rather than being our customers. We also have CL bills in place, which we did in August 2020, which runs to August 2023, which gives us further resilience. Now, obviously, our intention is never to draw on that, but it was thought at the time with regards to the level of uncertainty it was worth having at that point. Just moving back to David. Thanks, Chris. Danny, can we move to slide 12, please? Okay. I thought we'd just run through the key ingredients and our very clear position in the market as a value retailer. It really now has become, and I think we've seen this even more in the last 12 months, really smart to shop at a value retailer, like the Aldi and the Lidl's, and people want to feel confident where they're shopping. Our position remains very much in that group. These are the ingredients that actually help us achieve that. We have massive choice. We retail with real authority from GBP 299 to over GBP 5,000 for one of our La-Z-Boy corner groups. On flooring, we start at GBP 599, and we go up to almost GBP 70 now with some of our wool products. Again, really wide range and really great price points, all giving that value message, however. We have brands, so we make the journey in store interesting and on the website. We have some third-party brands like G-Plan and La-Z-Boy. We have now really established our own in-house brands like Endurance, that family-friendly product, and CC, our Italian-style leather products. I think customer really wide choice. The quality of our estate sitting next to the competitors is very important. They will drive us traffic through their own advertising. Customers want actually to come and actually have a brilliant choice. Sitting next to the competitors, again, very, very important to us, and the estate is in really good order. Easy ways to pay. Our customers can come in and actually choose maybe more than they originally budgeted for through the use of interest-free credit, makes really the whole store shoppable for them. On service, I'm really proud of our rating on Trustpilot. This really helps customers have that confidence of where they're going to shop and really an excellent performance in that area. Online, and we'll obviously get into the detail of this, but we know customers are doing research. Really easy way to shop if they do not want to visit a store, but doing that research and seeing how great product with great offers, very, very important. Moving to slide 13, as we have just covered that value-led position, as you can see, it gives that customer really clear vision of who we are and what we do, and ensures a great experience. When you look at the marketplace, we have seen, sadly, some retailers disappear in the last six months. Harveys, for instance. We have also seen Oak Furnitureland go into a pre-pack. And sadly, again, a lot of little independents from the high street who have not survived the pandemic, really. That really is helping us; that will help us gain market share. Very much the retailers that have gone are our core customer. It gives us a great opportunity to continue to gain market share. As you can see on the little table on the right, more than 50% of our product is still sourced and made in the U.K. I actually think that might grow a little going forward. Moving to flooring, we've widened the product offer with more wool, more recycled materials, and actually just widened that range to give the customer even more choice. We have actually further improved the whole experience because we do see flooring as a great opportunity by the testing of our fitness and actually our training for in-store with our sales teams. You can now actually make a virtual appointment for a flooring survey, and you can do that when you make the appointment. That can either be for us to visit your home, or now we've introduced this virtual survey. You literally log on with your camera, and we'll guide you around the area that you want us to call on. A lot of improvements going on in our flooring, as you can see, we see that as a great opportunity. Moving to slide 14, our customer I got touched on earlier, 258,000 reviews on Trustpilot. That is one of the highest numbers in retail and in the U.K. Actually, to be rated excellent, we are very proud of that. We wanted to create a really safe environment in store, and Chris touched on the meetings and greeters. We want the customer to feel absolutely safe when visiting the store, and also for the team to feel safe. Because if you feel in a safe environment, you are going to be more comfortable and certainly much more likely to shop. If you are a salesperson, you are going to be more comfortable actually with the customer in that environment. We did, in January, launch FCS Live. This is where you can actually just go on the website. I'd encourage you to go on, and then you can see around one of our stores. You just literally book an appointment there and then, or you'll be picked up straight away by one of our people, and they will do a video call with you and take you around the store. If you've already seen something online that you want to specifically look at, they'll take you to it and talk you through the features and benefits. You can shop from the safety of your own home if you don't feel you want to go out shopping. We've also improved the way you actually can book a fitting or an appointment on flooring now. Again, as I say, we do believe this is an area for development, and actually, the more we can actually make the service easier for the customer, the better. That way you literally go on and get that appointment for the fitting in the diary. We've continued to offer appointments. Anybody else? I've got a barber's appointment already booked, and we've got many customers that are actually doing this now, ready for his reopening. They make an appointment. They come to a specific store, a specific time. If they've identified a few products, they'll be met and greeted by one of our sales teams who will help them with the product that they've identified. It gives the customer, again, no reason to queue. It gives them the opportunity to come and actually be in and out of the store and feel very safe. Most people on the call know we centralize our function of support for the customer, and that's working really, really well. Every customer that has an order outstanding is currently being contacted once a fortnight to just give them an update on the progress of their order. Much better communication for the customer as well. Just overall, improving the customer journey and customer experience and reminding them how important they are to us. Moving to 15, I think we've really covered the whole health and safety thing, but actually making our team feel safe both financially and in the work environment has been very important. We actually have been topping up their salaries during the period of when they've been furloughed or we've been in lockdown. We've also introduced a team that supports mental health first aiders now. Again, somebody you can talk to if you're feeling unsure or not feeling so good. We also have taken the opportunity during lockdown to concentrate on training, and we've reintroduced training during lockdown, and that's been going exceptionally well. Finally, on our people, we're using GLINT now to do surveys, and you can see some of the scores on the right-hand side. This is carried out across every member of the team, and the percentage of the contributors, as you can see, is very high. They gave us some really good pointers as to areas that we can still continually improve. That whole engagement with the team, very positive and critically important, I think, particularly when they've been away from their work. Moving to slide 16, just before we move into the whole digital offer, just to remind everyone, a customer spending in store spends around GBP 1,550. Online they spend around GBP 1,000. One of the things that has happened during lockdown, which I think is actually pretty exciting, it has demonstrated to us that the customer that wants to shop online will spend that GBP 1,000. When the stores are closed, we still see the average order value at that GBP 1,000. Immediately we came out of lockdown, they got back into the stores with that pent-up demand, and we saw the average order value in store remain at GBP 1,550. However, with the building and launching of our new website and that real focus that we have had on the website and the whole digital area, we actually have seen this huge growth, but it is not cannibalizing our store customers at all. We actually have introduced web-exclusive products. We have widened the range in 299, 399, 499 price points to give the customers more choice online. That, again, I think has helped us grow. We have also taken the opportunity to launch Zero Touch Finance. This is where the customer can actually self-serve themselves through the entire transaction now, and we launched that in December. Together with the live chat that they can now have, together with doing the video in store, we have made ourselves much more accessible from a digital point of view. Certainly, as you can see from the numbers that Chris took you to, we have seen really strong performance. Again, they are demonstrated there visually on the right. Okay, we will move to slide 17, marketing. I think just to remind everybody that we actually control all of our marketing spend ourselves, and we do not buy through a media house. That has been a huge help to us during lockdown and the unlocks and the various things that we have experienced over the last year. It has allowed us to remain very flexible. We have not put any adverts out where we have not wanted to. We have been able to pull them, and we have been very, very flexible, and that has helped us with that saving. We have, however, continued to make sure that there was brand awareness through sponsorship. We have actually bought that at a really decent price because there has been availability last minute. That is all down to this flexibility that we have. While we have been advertising, and we've been very aggressively spending money, as Chris said, when we reopen, we will be launching almost like as if it's Boxing Day. I could tell when to sell. We're happy to commit the money, provided we can see we're getting a really great return on it. A standout, we're constantly creating that urgency, that very clear messaging around value and the brilliant offers that we have. We have increased our digital spend during the period where people have actually been at home maybe looking at computers more. We have actually increased that. We do like that broad mix of advertising. However, one of the things that we've looked at, again, through the autumn and during the early parts of lockdown, is that we've pulled our national press advertising. Because people are not going to work, because people's whole work pattern is different, what we've done is we've transferred the money into actual daytime TV. Again, we believe that's giving us a better return than actually the press that we historically would have seen in the mix. To summarize, very flexible, able to get back on air very, very quickly. We actually had a campaign ready to go for Wales this week because we thought they might have opened on the 15th of March. When they did not, we were able to just pull that campaign because we put that in place that that was an option. Really flexible, really getting great value for money, really making sure that when the stores are open, we're able to communicate with the customer and get real standout. I'm now going to pass you over to Steve, who's going to just take us through slide 18 and give you a bit of background on himself. Hi, Steve. Hi, good morning all. I'm going to bring you through the last slide on current trading and summary. First, I wanted to say that I'm absolutely delighted to be here at my first set of intros. First, just to give you a quick overview of myself, I've been in retail for over 30 years, 17 at Sainsbury's and then 13 at Home Retail Group. Big ticket and furniture at Homebase, helping lead the digital transformation at Argos, launching fast track delivery and the digital store in stores, and then the integration when Sainsbury's bought the business. Most recently, I was at Holland & Barrett as the Managing Director for U.K. and Ireland before being promoted to the group MD role. I guess when I look back at my retail career, I believe the shoppers that I've encountered are closely akin to the ScS core customer. Being in the business is my 10th week. It has been absolutely great. The handover is progressing really well. I'm trying to understand the intricacies of how the business operates. I guess it's everything that I hoped it would be and more. An incredibly unusual start to a business. I've actually spent most of my time meeting as many people in the team as possible. However, it's been over Zoom. I'm really, really looking forward to getting the stores open and trading and an opportunity to get out and meet customers and meet the various teams in person. For the slide, I guess my summary would be that we've had an excellent first half. As David said, online sales growth of 81% and an order book on the 23rd of January, just over GBP 90 million, GBP 16.8 million larger than the prior period. As we look at the first seven weeks of the second half, as you might expect with the stores closed, like-for-like order intake has declined 87.2%. However, we're pleased that online has seen significant order growth of 157% over those same seven weeks. We plan to continue to invest in our online proposition. For our stores, you'll be aware of the latest government announcements on reopening. England and Wales, where we've got 88 stores, we're preparing to reopen them on April 12, so four weeks' time. Scotland, where we've got 12 stores, we're clearly today awaiting some news from Nicola Sturgeon on what the potential opening date for those 12 might be. This is our third time that we have reopened our stores following lockdown. I believe we're really well practiced at it, we're well planned, and we're well prepared for it. We're clearly really delighted to be welcoming our teams back, ready to maximize whatever pent-up demand there is and to continue therefore to grow market share. That's the trading summary. Therefore, going forward, if trading in the coming months meets our expectations, then we plan to repay the current CGRS grants. Clearly, it's been a tough time, as you all know, across many, many sectors, including retail. I'm pleased to say that we have a strong balance sheet. We're debt-free. We have cash reserves for resilience and any opportunities that might arise. Therefore, we intend to reinstate a progressive dividend policy as soon as trading performance permits. I'll leave it there for now, and I'll pass back over to Chris. Thank you very much. Thanks, Steve. Thanks, David. We've had a few questions in, so I'm going to read them out, and I will dish them out to the appropriate person. The first one is from Nicholas from Roadbone Partners. The question is, do you have an estimate of ScS's market share during H1 and how it has changed versus pre-pandemic trading? I think if you look at, and Global do a lot of work around estimating market shares, we saw our market share grow from 2019 to 2020, from 9.4% to 9.8%. It feels like it is hard for us to tell immediately until Global redo that work. We will probably see a similar level of growth given what we have seen in the first half with regards to full year 2021. Second question is, what are the plans for the company's cash? I think, as you imagine, Matthias, with Steve joining, we are looking at opportunities. We are looking at what we do with regards to the cash we have in balance sheet. Steve just confirmed there that obviously, once we get some trading certainty back, our aim is to initially reinstate the progressive dividend that we have had in the past. I think it is really what else is out there. We have looked at businesses in the past. We looked at Sofa.com. We will look to see if there are opportunities that arise during the next 6 to 12 months. Certainly something we would look at. David Gears asked a couple of questions from Progressive. The store greeters question around, have we seen improvement in conversion rates? We have, David. I think it is difficult to determine how much that is driven by the store meet-and-greet elements. Certainly, what we have seen is customers who are coming out are coming out more with more research online. We generally find that when they turn up at the store, they want to look at two or three models or to meet-and-greet teams and ensure they get to the right place as quickly as we can to ensure they get that right customer journey. I think we probably are seeing people doing a lot more research online. We have seen that over the last two or three years. If anything, the pandemic's probably accelerated that. Whilst we have seen an improvement in the conversion in store, I do not think it is just driven by those meet-and-greet roles. Zero Touch Finance, one of the questions is, how does that work? I think David touched on this before, but just to summarize it, in the past, if you were shopping online and you wanted to take finance, you'd have to speak to someone in our central team to run that finance process. Zero Touch Finance is obviously a tool on the website that enables the customers to go straight through that journey without speaking to anyone. They can do all the application online, and they get an instant decision from our credit providers. It just really speeds up that process and makes it if people do not want to talk to anyone, we still have the people available to talk to the customers online if they wish to, but ultimately, they can do that full process themselves self-sufficiently. Another question we've had is, great shipping costs. Have you seen any impact from the increased container costs for shipments from the Far East? What is the future outlook on prices and possibly margins? We have seen some increases in shipping costs. If you think about the way we operate our business, we buy all of our product through a U.K. distributor. We do not actually have direct exposure to costs from the Far East. Ultimately, if we do see increases, we are getting to those debates. At any one point in time, we know the margin of every order in our order book. We have had some debates. We have seen a small element of increased charges on shipping container costs. What that looks like going forward, it is quite hard to tell. I think the view is after Chinese New Year, things may return to some level of normality, but that is still to be seen. I think the benefit we have is if we do see cost increases, if we cannot kind of save those costs elsewhere, we will look to obviously, we will have to pass those costs on if we cannot, as I say, offset them. Marketing costs, any lessons we take from H1 with regards to future efficiencies? I think the lesson that we have probably learned over the last 12 months is actually the way we buy marketing, which is direct with the advertisers, probably something we need to retain, that ability to be very flexible because we do not get often much notice with regards to pushing back store re-openings. We have had situations in the past where the weather has been particularly poor, we have been able to pull advertising. I think that direct purchase model that we have is vitally important for that flexibility. There's another good question on, are marketing costs really variable given that sales are up 14% in the year, and marketing costs are down 20%? If you think about it, they are very flexible on bookings, probably the best way to put it. Given we've been shut, as David said before, for nearly seven weeks in this period, we haven't been advertising as heavily as we would normally. While sales are still being positive and strong, some of that is obviously driven by the sales we did in June and July and the first quarter of the current half year. There's a bit of a lead and lag to some extent with regards to delivery and marketing costs because normally, we'd spend a lot of money in the winter sale. Because all the stores were shut, we saved a fair bit of investment in that January period. Just moving on to the next one. I've got a question with regards to, we talk about two numbers for turnover. One is gross sales and one is revenue. Our gross sales in half one was GBP 182.3 million, and revenue was GBP 173.9 million. The question is, what is the difference between the two? The difference of GBP 8.4 million is that the GBP 173.9 million is net of the cost of providing that interest-free credit. That's the difference. You can see a little bit more detail on that on note five on slide 21 of the interim announcement. Just a couple more questions we've had. One from Peter Smedley. We have seen Trustpilot go down slightly from 4.7 to 4.6. Obviously, as David said before, still rate is excellent. What were the root causes? The real challenge we've had is we've prided ourselves as a business of never having any delays or having very few delays over the last probably 15 years- 20 years. We did see some delays around Christmas and into the new year with regards to product coming from the Far East. We also saw some delays where we had manufacturing sites which had to close certain lines because of a COVID outbreak, or we had some challenges with regards to foam supply. I think that's probably the main reason we've seen a slight decline on that. As David said before, one of the things we have implemented is we did not furlough our retail management, and they have been in the stores ringing customers. Every couple of weeks, every customer is getting a call, even if it is just to confirm that the order date, the delivery date is still the same. We just want to increase that customer contact and communication during this difficult time. One of the questions we had is around interest-free credit and around approvals and the overall appetite of ScS's interest-free credit providers. If anything, I would say we have probably got more interest for people to provide credit to us than we have had in the past. I think ScS has got a very established and quite a mature demographic base with regards to its interest-free credit customers. We have obviously the high average order value. If anything, our acceptance rates have not really moved over the last six months compared to the same point last year. If anything, I would say I think we have probably a little bit more competition in that market space with regards to taking or working with us with regards to our interest-free credit. I am just looking at a couple more questions. I think there was a reference to DFS saying that there was a challenge with regards to delivery time of product, challenging in H1 and H2. We are not immune to those similar things. If there is a foam shortage, it affects not just manufacturers of sofas, it affects other things like beds and things like that. I think the whole industry has seen a challenge around that foam supply. Like I mentioned before, we have seen some localized outbreaks, which for health and safety reasons, correctly, we've kind of mothballed the factory so it can get a deep clean before they reestablish manufacturing. Very similar to what was announced last week. A couple more questions. We've had a question from Clive Short with regards to Brexit challenges around freight costs. Do you think your sourcing strategy may adjust and evolve more onshoring or vertical integration? I think we made no, I suppose, we didn't try and hide. When we looked at Sofa.com, one of the attractions was it had a manufacturing base and a well-invested manufacturing plant. I think that is something we've continued to look at. For us, it's making sure we get the right sized unit that can support the level of sales we have because obviously, it adds a level of fixed cost into the business. Would we do more onshoring? I think as David touched on before, it's something we will consider. I think the consumer does have the attraction of that manufacturer in the U.K. Obviously, you save with regards to lead times because it's not on the water traveling. Another question from Mark Simpson saying, why will the company repay CJRS grants when these were payments made towards the size of employees who were genuinely furloughed? I think we've been, as a business, we've been fairly fortunate with regards to the trading we have seen. We're in a strong position. We feel as a board, we feel it's right if we can afford it to repay those CGRS grants that we've received this year. I have a couple more. One from Kate in Vestek. Future new store opening plans for FY 2022. Any new sites come as a result of consolidation or new replacements? I think, and we've talked about this for probably two or three years, we have 100 stores across the U.K. We've got a pretty decent spread. There are some sites that we have, a handful of sites who do cover some of their rent, but they're not the most profitable. There's probably four or five locations potentially we'd like to relocate. There may be three or four stores that we think there's an opportunity to open across the U.K. Certainly, it's not our intention to be running at 140 stores. I think at the moment, the footprint is not a million miles away from where we think it'll be in the long term. There's certainly some opportunities in certain parts of the country, but I don't think we'll be doing dozens of new store openings at present. Another question from Kate is potential to get rents down in the future. I think we have seen in the slightly weaker parks, there are opportunities when we come to regale to save some money with regards to rent. In the stronger locations, there's probably less of an opportunity because they still have demand for those parks. There'll be some savings. What we're almost seeing is that the savings we are seeing in the retail parks is we're seeing a little bit more cost pressure in the distribution network. Whilst we'll save money on one side of the business, we'll probably incur a similar cost on the other side. No major benefit with regards to rent. Another question from Clive[guess]. We talked about, I mean, we talked about before, our average lease age is 5.4 months. We are, one of the questions is, are we in discussions? We're always in discussions with people. We look kind of two or three years out with regards to the parks that we want to remain in. If there's any kind of deals out there, it's a bit of a, there's a bit of a challenge around, is there some empty space? What are the latest rental advances? All those good things. That's a bit BAU, no kind of change there. I think that is all of the questions. I think one of the things that's come through, actually, it's great to see is the feedback just before I kind of pass back to David to, one, congratulations on a stellar career and obviously tremendous achievements at ScS. I think on behalf of obviously the people who've dialed in also from the business and the board, obviously, we wish David all the best. Obviously, thanks for all your support and efforts over the 33 years. David, can I pass back to you? Yeah. I just thank you so much for that. Thank you for the questions and for joining today. I just really did want to say a huge thank you because a lot of people on this call, and it's such a shame I can't see you in person, have supported the business really well and have always treated us with great respect. I just want to wish you all well and wish Steve and the team every success and everybody stay safe. That was it from me. Thanks and that's it. Good to meet you soon. Okay. Bye. Thanks all.