Good morning, ladies and gentlemen. I'm David Gibson, Freightways Chair, and it's my pleasure to welcome you to our 2026 Annual Shareholders' Meeting. It's great to see you all again, and welcome also to those who are joining us online. On the stage are my fellow Directors, Peter Kean, Abby Foote, Fiona Oliver, Grant Devonport. Peter is standing for re-election, and he will address the meeting later today, prior to the vote. We will shortly hear from our Chief Executive, Mark Troughear, and also on stage we have our Chief Financial Officer, Stephan Deschamps, and our General Counsel and Company Secretary, Nicola Silke. Other members of our executive are also present in the room today and happy to chat with you over morning tea after the conclusion of the formal business. Also here today are our company's auditors, Deloitte, and the company's external legal advisors, Mayne Wetherell. We have a quorum of shareholders, so I declare the meeting open. Firstly, a few housekeeping matters. The bathrooms are located on the first-floor atrium. In the event of an emergency, please evacuate immediately through the fire exit doors and gather at the assembly point in the car park behind the building. Could I also request that you switch off your mobile phones, please? Lastly, we will be making an audio recording of the meeting, which will be made available on the Freightways website. Parking, if you're parked in the paid parking area at Akoranga today, please record your vehicle registration at reception to receive complimentary parking. In terms of the structure of the meeting today, I will begin with the procedural matters and then summarize some of the company's highlights over the last financial year. I will then ask our Chief Executive, Mark, to give an update on strategy, our current trading performance, and provide a commentary on the outlook for the remainder of the financial year. Following Mark's presentation and any questions relating to the management of the company, I will then introduce the formal resolutions as outlined in the notice of meeting. The financial statements for the year ended 30 June 2026 are set out in the company's annual report, released to shareholders in August. The company also released its climate-related disclosures last month. Today's meeting is being held both in person and online through Computershare's online meeting platform. For those of you attending the meeting virtually, if you would like to submit a question, the Q&A is always open, so please feel free to submit questions throughout the meeting, and these will be addressed at the relevant time. Questions will be moderated by Nicola Silke, our Company Secretary, and if we receive multiple questions on one topic, these will be amalgamated together. Any questions not answered in time will receive an email response after the meeting. When asking a question in the room, please use the microphone and introduce yourself by name and confirm whether you're a shareholder or a proxy. To be fair to all shareholders, we request questions are limited to two per shareholder. Voting today will be conducted by way of poll on all items of business. I now declare the meeting open for voting on all resolutions. If you do not have a voting paper, please indicate now by raising your hand and a member of Computershare's team will assist you. Voting papers will be collected at the end of the resolution in the voting section of the meeting by the Computershare team, who will act as scrutineers, and the results will be posted to the NZX and ASX later this afternoon. For those online, if you are eligible to vote in this meeting, you will be able to cast your vote under the Vote tab. As voting is now open, the resolutions will allow votes to be submitted. You can change your vote up until the time I declare the meeting closed. I will now speak briefly on some of the highlights of the 2026 financial year. FY 2026 has been a strong year, with double-digit growth across all P&L lines. Revenue is up 13.5%, helped by the acquisition of VTFE in Australia from February 1. Excluding VTFE, top-line growth would still have been 11%, and the bottom line has increased even more, with NPAT close to NZD 94 million, a 17% growth. Behind these strong numbers, the context remains complicated. In New Zealand, we had experienced sustained volume recovery until the war in Iran led to a sharp increase in fuel prices and impacted consumers' disposable income. The outcome for us was a sudden stop in that economic recovery and more stagnant activity since then. There was also a preference for economy over premium services, with demand stronger for our relatively cheaper Road Express services rather than our more expensive overnight air freight services. In Australia, volumes were not impacted to the same extent as government help meant that fuel prices did not reach the same levels. However, more recently, the economic environment has been showing more signs of strain. This is a numerical summary of what I covered on the previous slide. Double-digit growth of both top and bottom lines, dividend up 12.5% from last year, and overall, an excellent result given the ever-complicated economic environment. This slide illustrates the steady growth of our Australian operations within the group. Australia was 36% of revenue and 34% of EBITA in FY 2025, and is now 39% and 38% of our group results in FY 2026. Our ambitious growth and strategy in Australia means that the share of group operations across the Tasman should continue to increase over the next five years. The board approved a capital management policy that aims at maintaining our credit profile at levels comparable to our investment-grade rating. And one of the metrics we track is the level of debt to EBITDA generated by the business. Debt includes lease liabilities, but is net of cash, and our net debt to EBITDA ratio was 2.4x at the close of FY 2026 after the acquisition of VTFE. Freightways aims to maintain this ratio between 3x and 4x, and this gives us significant headroom to support potential acquisitions. On the back of a strong result and a strong balance sheet, the board decided to increase their full-year dividend to NZD 0.45, a 12.5% increase from last year. We are conscious that the dividend yield is a significant part of the value proposition of Freightways for many of our shareholders, and the board sets dividend at a level that both reflects the performance of the year, but also what we believe is sustainable over time. You can therefore see the steady increase of our dividend over the years, with only two exceptions, the GFC and the first year of COVID. In conclusion, Freightways has continued to deliver through the cycle despite an extended challenging economic period. We have continued to invest in the business to position it for future growth with recent investment in Christchurch and Palmerston North and the acquisition of VTFE in Australia. Our strategy is to provide the highest levels of service in our respective niches to enable our business to win, share, and recover costs, which is the key to our success. In closing, I have several thank yous. I would like to thank our team of over 6,000 employees and contractors who operate with unwavering focus on moving you to a better place. I would also like to thank my fellow directors, our Chief Executive, Mark, his management team, who have continued to lead our strategy and execution across New Zealand and Australia. I would also like to acknowledge and thank our previous Chair, Mark Cairns, who finished at the end of July after 5.5 years' service for his valuable contribution to the company. But particularly, I would like to thank you, our shareholders, for your belief and continued support. I will now hand over to Mark.[Non-English content]. Thank you, David, and good morning, everyone. Welcome to the shareholders here and many members of the management team. It is a pretty pleasing set of numbers that David had up there for FY 2026. It is quite nice when you see that set of numbers all going in the same direction. It is many of the people, members of the management team here that have led that performance. They are the heroes of that result. Those are the people that you can have a chat to over morning tea, talk about the environment we operate in and how they have managed to drive that sort of performance. But a big thank you to the team that are here, and as David said, over 6,000 people that we have across New Zealand and Australia these days. I am going to get in the way of morning tea and sausage rolls by talking to you a little bit about strategy, give you a trading update for the first quarter, and then as best I can, give you a view on the outlook in, as David said, what are pretty uncertain times. In terms of Freightways' overall strategy or overall blueprint, we talk about this a lot. We talk about it a lot with the people that come into our business. We talk about it with customers. It is a nice way of linking the DNA of the group together across a number of different businesses. That overarching vision is to move you to a better place, and we think about that really in terms of four key stakeholder groups. It is our customers. It's important we move them to a better place with the quality of service and the range of services we provide at the right price at the right time. It's important we move our teams to a better place, and we're really proud of the fact that we grow people up through our business. We help them come from perhaps being a courier, a freight sorter, a cadet, and grow them up into being general managers, leaders of businesses. Again, many of the people that you'll find in the room here have grown up from those types of roles to lead quite big business units. Our community. It's important we move our community to a better place. We're thinking actively around our transition plan in terms of emissions. We also contribute to just about every region in New Zealand and Australia by employing local people, giving them meaningful work, and helping those economies and communities. Then fourthly, if we can do all of that, we move our shareholders, you, to a better place as well. Again, I think the graph that David showed around dividend performance over the years has showed really consistent performance for around 23 years now as a listed business. We've got core principles. We take ownership. We take ownership of the business units we run, the brands, the companies, the organization. That ownership goes right deep in through our businesses, and I'm always amazed when I walk around the branches, just seeing the pride that people take in those individual environments. We think commercially. We do deals that make sense. They have to make sense for us. They have to make sense for our contractors in both New Zealand and Australia. We walk away from if they won't deliver meaningful pay for couriers and margin for the business. We work as families, but each company will have their own special feel created by their leaders and worked up through their people, and that contributes to the wider family that is Freightways. There's some key things we have to do well to succeed. Every industry we work in is intensely competitive. We've got to be really efficient. That productivity piece is really critical when you move around 110 million items every year. You lose a few seconds or a minute on every one of those movements, you can soon fritter away valuable margin. Being reliable is critical for all of our customers. It doesn't matter what line of business we're in, what we do matters. Delivering it on time matters. Delivering reliably is really key for our business, and it can sound trite for a transport business, but it'd be amazing the number of our competitors that don't focus on that delivery in full on time and getting it as high as you possibly can. Loving our customers means retaining the ones we have, making sure they're on the right margins. But winning more. Winning more business has been really crucial to us, especially over the last three years in New Zealand, where that economy hasn't been that great, and then in more recent times, where fuel prices have put a little bit of a handbrake on the economy. Then finally, acting like an entrepreneur, treating every dollar like it's our own, acting like an owner, innovating where we can, finding innovative ways of doing things close to our customer. These are all really critical things in the success of every one of the Freightways businesses. I wasn't going to touch on all of these, but I thought I'd call out just a few of the strategic initiatives that sit across each of the four divisions. Within Express Package, we have a couple of key building projects this year down in Christchurch at the airport. We're effectively doubling the space that we have down there, extending the automation. It is the key South Island hub for all of the freight coming into the South Island and then leaving the South Island to go to the North Island. A really key piece of infrastructure. We moved in there, I think it was around about nine years ago, and pleasingly, we're at a point where we're ready to expand that, and we'll open that facility up, newly expanded, early next year. Palmerston North is very similar. It's just a slightly smaller version. Palmerston North's a key hub for all of the road and air freight in the lower North Island, and again, we'll shift into a purpose-built building on the airport, easy access to the jets that connect from Palmy through to Christchurch, and for the road freight that connects the lower North Island to those air hubs. This is critical infrastructure that will help us grow over the next 10 years and feed us with capacity. We're continuing to scale oversize revenue in New Zealand and Australia. In Australia, that's a big part of the Allied Express business, and the team there have done a wonderful job in becoming number one in that particular niche. In New Zealand, we've operated as a startup, like an entrepreneur, really lean, haven't spent a lot of capital, but we've grown a really neat Kiwi Express oversize business from scratch, again, in that oversize piece. This is freight less than a pallet, but bigger than your average courier parcel, and we're finding nice markets, customers that appreciate the level of service we can provide them. In temperature control, the real key is finding lanes and finding customers that can feed the capacity we have in what is a relatively fixed-cost business. The team have been doing great work hunting out those customers, trying to win them in a really competitive market and fill that freight into line haul sectors which have some capacity. That's really critical in tight times. Your ability to win business on the back of your service is absolutely paramount. In information management, key focus really is in Sydney and Victoria. We have two facilities there with capacity, and our job is to fill those with archives and then carry on selling digitization services to all of the customers that we have within that division. Then finally, in waste renewal, I thought I'd just touch on the optimization of the network. It's been a key focus of ours over the last year. There are some customers where the commercial deals didn't make sense, and we have exited that, right-sized the network, and we're seeing the margins improve at Shred-X quite dramatically. You'll see that in the full-year result and in the trading update. Underpinning all of that is our focus on transition plans, implementing and delivering the objectives that we have around emissions reduction. This year, the particular focus goes on company-owned vehicles, forklifts, company cars, the motorbike fleet that we run through the DX Mail business. The objective is to increasingly convert those light vehicles, where there are suitable, viable alternatives, into electric. In terms of the trading update, the backdrop really is one where fuel prices fluctuated a bit but remained at elevated levels. In trucking language and our courier language, it was bloody expensive and really has stayed that way all the way through. Diesel prices touched NZD 4 a liter soon after the Iran war started, but diesel prices in the threes, mid-threes, has been pretty commonplace through most of this quarter. It has two impacts. It means your revenue, which we can recover through fuel surcharges, is higher, but you have an equal cost in paying out for the fuel. So you'll see elevated revenue, but you'll see elevated cost as well from a gross margin point of view. The second impact is just the impact on the consumer. Every time you fill up the tank, it's the analogy I use all the time, but if it costs me an extra NZD 60 or NZD 70 a week in filling up the tank, that's NZD 60 or NZD 70 I haven't got to spend on things. Hospitality and retail are the two sectors we see that are suffering as a result of just less discretionary income. So that's the environment we're operating in New Zealand and Australia. Additionally, in Australia, which has been the lucky country for a very long time, we've got a few of our Aussie GMs here that can expand on this. They're hitting slightly tighter times as well. They have higher interest rates than us, and an economic environment that's looking a little gloomier than it has done in the recent past. Good news is, despite all those headwinds, your business is still performing really creditably. First quarter performance, you can see revenue up nigh on 18%. Again, as I say, bolstered by fuel surcharges. We will have an equal amount of cost coming out as well. EBITA up 12.9%, NPAT up 12%. We've continued to win market share in virtually every business that we operate. Really key when your existing customers aren't necessarily trading at higher levels or maybe even trading at lower levels. Had a really good performance in the information management division. So across TIMG and Shred-X, those businesses are relatively resilient to economic conditions. They're a really nice foil when you're in recessionary times, tough times. They perform pretty consistently in that environment. We've had a really good result from IM in that quarter. Premium services are the more expensive things we do. Customers will buy a little bit less of those premium services. Overnight air freight between islands, premium food through Big Chill, and they'll tend to use economy services, a road freight service between Auckland and Christchurch, which operates at less than half the price. You do see customers switching between some of our brands and say, "Hey, I won't use air freight for that package. I'll put it on the road. It'll get there a day later, but it'll save me some money." That's pretty common type behavior you'll see in recessionary times and in these times where fuel prices are elevated. That leads to a little bit of margin contraction in some of our premium brands and sometimes some margin expansion in our economy brands like Post Haste and also through DX Mail. For Express Package and business mail, I was dubious as to whether I could read the numbers on the screen from up here, so I'm doing a little bit of both. I don't need glasses, but it's a challenge. In Express Package, revenue up 20%. VTFE, which is the business that we acquired in Melbourne in February last year, so we didn't have them in the prior comparative period. That contributed 9% of that 20%. Elevated fuel prices contributed to the 20%, and the balance is really market share gains predominantly and some CPI pricing improvement that we've had through the businesses. Big call out for Post Haste and DX Mail. They've continued to shine. As I say, Post Haste operates in that economy courier space here in New Zealand, and so they're being beneficiaries of quite a bit of that volume. DX Mail, our little mail business that could, that's just shooting the lights out against New Zealand Post with all their inflexibility, high cost structures, and lack of dividend for their shareholder. Capturing price increases to cover the cost of operating is really important. You can only do that if you have a better service. So if you have a reason for your customers to stay with you will find you can go out and you can recover a CPI type price increase. Our teams work really hard on it. They prepare well for it, and by and large, they're pretty successful in achieving that. The revenue growth, in this case, for the quarter, has resulted in 10% EBIT growth for the Express Package and business mail division. Again, against that backdrop, really pleased with that result. There's a couple of graphs just around volumes. We've included these more recently in most of our half, full year AGM presentations. Key notes really there is that in New Zealand, volumes are up 2.9%. That's a bit less than we would have expected before the war in the Middle East commenced. Revenue up 8%. That reflects that extra pricing, bit of fuel, but customers switching from more expensive to slightly cheaper services. Over in Australia for Allied Express, similar story around fuel, but tighter economic environment as well over in Australia. In Australia, volume growth flat on the previous quarter. I have to say last year, again, the volumes were quite phenomenal last year. So flat on a pretty good year is not the worst result. But revenue up 8% for the quarter. Again, the team have done a really good job in recapturing the extra cost of operating through their business. New business has also been a feature for Allied. We implemented new business teams in the Allied business a number of years ago. Those teams are finding their feet and bringing on new customers at a good rate. A good rate that replaces where existing customers might be trading down. We have seen some of our e-commerce customers sending a little bit less. Again, that will be the impact of discretionary income on consumers not buying those products. Information management revenue growth of 6%, so that was driven by, in large part, our waste renewal business. We collect document destruction material and shred it. That was the base of the business. The third horizon for that business has been collecting hard drives, computer equipment, servers, destroying the data, and then selling the byproducts of that, recycling the byproducts from laptop servers and so forth. Really good growth in that area. That is becoming a bit of a boom area there, and it fits really nicely with the capabilities and the assets we have in that business. Likewise, product destruction over in Australia. I heard a story on the radio this morning, but contraband tobacco is booming over there. We have been shredding tobacco like nobody's business through our shredding sites that have been captured by Australian Border Force. Again, entrepreneurial, a really good use of the assets we have within a business to earn more revenue. Aside from those couple of lines, really consistent performance through information management in this quarter. The Shred-X reset that I talked about earlier has been successful. We have seen improved margins. In the result here, 6% revenue increase, but a 17.5% EBITA increase, and 150 basis points of margin improvement in the quarter. In terms of outlook, if I go back to this time last year, it almost felt like the first swallow of spring had arrived. Things were feeling better. You could feel the New Zealand economy picking up. Came to a halt, really, in March, as fuel prices went up and touched NZD 4 a liter for diesel and sat at pretty elevated levels. When we look at the quarter, and look out, I guess we are coming from that environment of three years of pretty quiet activity here in New Zealand. Some of those consumer segments are really struggling, retail and hospitality, in particular, as fuel prices have increased. We expect that in both New Zealand and Australia, when and if fuel prices fall at some point in the future, and we have no control over that, we expect that releases that discretionary income again, and you have consumers buying more products, which our courier businesses, temperature-controlled food businesses will deliver. In Australia, the pace of economic recovery will also be a factor, so it will be interesting to see how that plays out in the country that claims not to have hit a recession for 27 years. It will be interesting to see how that plays out over the next couple of quarters. That capacity we talked about in Christchurch and Palmerston North, and an IT project called Evolve, which helps us with billing and pricing and getting better rates for some of the tricky and harder things we do within the business. That will be really important, feeding future capacity and future earnings through the courier businesses in New Zealand. Margin improvement remains a focus for us in all of our businesses across New Zealand and Australia. From a merger and acquisition point of view, we continue to look. We are picky. We've looked a lot, particularly in Australia, at opportunities to add to the group, and particularly businesses that would complement either VTFE or Allied. That will be a continued focus for us. I'd just like to finish by thanking you for your support and those online. That's really important to a business like ours. Again, I'd like to thank, through our management teams, the teams of contractors and staff that we have around New Zealand and Australia. Thank the board for their guidance and support through this period. And special little thanks to Peter Kean, I call him our koro, on the board. Peter, never short of a wise word, sage advice. Standing for re-election, I'm going to vote for him. This will be his last go-around, so I just wanted to acknowledge Peter while I had the opportunity up here. Thank you. Right, just before we get to the formal resolutions part of the meeting, I'd like to invite anyone with any questions or comments or discussion in relation to the financial statements or the presentation so far to please feel free to ask any questions, and we'll also take some questions online. There's a microphone coming your way. John Lundle, shareholder. I don't have a question, but I do have a comment. It's not often after 50 years of investing in New Zealand that we see such exceptional results continuing on from such a well-managed company. Success in any business is never assured, and the only place success comes before work is the dictionary. I'm going to speak, and I'm sure I speak for others, to congratulate you all on a wonderful result. In particular, your success in Australia, which many a New Zealand equity holder can tell you has not always been that easy. A big thank you for all on behalf of the shareholders for a truly outstanding result. Look, thank you for that. We really appreciate those comments, and it's great to have that support, so really appreciate that. Thank you. Yes, my name is Philip O'Brien. I am a shareholder in the company. First of all, echoing the previous comments, excellent result. Well done. Keep up the good work. My question relates more to the information management business, which now makes up about 15% of the group sales, increasingly small proportion. The sales over the last 12 months have been flat, profits down, return on assets around 4%, just above 4%, which must be well below cost of capital. Are we not better off looking at, particularly with a little improvement in the profitability, to look seriously at divestment of that business and reinvest it in more high profit, high return on capital transport assets in Australia? Sure. No, excellent question. What I might do is just get Mark to talk about maybe the performance at that business. But certainly, from a board perspective, we are actually very comfortable where we are with holding that business and its actual recent performance. Mark, why don't you comment about how it is going at the moment? Yeah. Look, thanks for the question. It is a good question, and it is one that we challenge ourselves on often as well. Information management grew up as a smaller part of our business for some of us who have been around as long as we have, and it was probably only about 5% when we originally started off in that business. It grew in size, and then as we have grown the Aussie Courier businesses, in particular, the proportion of the company has come back a bit. The return on assets, we will double-check on that because I think they are relatively CapEx light businesses. With the exception of Shred-X, where we have gone through this margin improvement phase and effectively doubled the margin at the end of the year from where we started the year, and I think that is the performance you are starting to see come out of the business. Generally, the return on assets is very good. From a New Zealand point of view, we would be returning in the 20s easily. It is a really high-margin business, really well-utilized. So I think I see it as a good foil, particularly in recessionary times with relatively consistent earnings. We knew there was improvement in Shred-X that we could deliver, and that is what we have worked hard on this year. Look, we constantly look at the portfolio businesses and look at whether they are better in someone else's hands where we can redeploy capital or not. So we are very aware, to your point. Can we get a microphone down the front? Yeah, I think our return on assets is a lot lower than that.[audio distortion]. Hi, David Lee, shareholder. I agree with the first speaker and the second, and I want to express a concern and get a comment from Mark in particular. Longer term, what I notice is that Freightways has increased both its revenue and its cash flow by 2.5x. This is over the last eight years. But in that time, the net return and the net profitability on turnover is 62% of where it was eight years ago. In other words, we're turning over more, but we're earning less on each dollar we turn over than eight years ago. At the moment, that doesn't seem to be a problem, but if it's a long-term grind, then I would join myself to the previous speaker in going, at some point, this is going to be a problem. So that's my comment. My question is, one, simple, are you aware of this? And two, much harder, what do you think can be done about it? Yeah, good question. 100% aware. A good deal of the margin profile of the business has come about where we've acquired businesses that just have a lower margin profile than our existing businesses. Freightways, in the early days, a lot of our revenue and EBIT in the very early days was dominated by New Zealand Couriers, the biggest brand that we had within Freightways, operating at quite phenomenal margins. It would hit close to 20% EBITA margins. The reality is, I don't care where you go in the world, you will not find transport companies doing margins anywhere near that. As we've acquired and grown the group, the margin mix of businesses we've acquired have typically been far, far below that. When you bring that together, you've now got a blended set of margins from a New Zealand Couriers, still at a high margin, but not quite that 20%. But you have lower margin businesses like a Big Chill, and even an Allied when it came into the group, was probably a 9% EBITA margin, roundabout 6% net profit margin. Quite a bit of that comes through the composition as we've grown and the mix of businesses and their margin profiles that we've taken on. We do, we live and die by margin revenue for us. I'm saying to the Directors, I think yesterday, that we have a little saying where revenue is vanity, the profit is sanity, and actually collecting the cash is reality. And we do live and die by that. We work to improve the margins of all of our businesses, and that goes for businesses like Allied, which I think is a really good example. Having come into the group at about a 10% EBIT margin, we've now grown it up to 13%. That'll still be shy where New Zealand Couriers was, heyday where New Zealand Couriers was a bigger portion, but a 300 basis point improvement of margin for Allied is, that's the type of work we're focused on. Thank you. That was an excellent question. Any other questions from the floor before we move to online? I can't see anything. Nicola, have we got any questions online? There is just one question from the New Zealand Shareholders Association, now Investors Association New Zealand. Christian has raised on previous occasions the issue of the need to review the remuneration disclosures in the annual report, with a view to making them clearer. They would like recognition of the issue and a commitment to let the board look at that. Yes. Look, this is a topic I have had a discussion with Oliver at the New Zealand Shareholders Association just around whether we can improve slightly our disclosure of rem, particularly about clarifying the timing of when awards are paid versus awarded, et cetera. I think that is a fair comment. It is a work stream that we have already got underway to, by next year, just slightly improving how we disclose our rem. So acknowledge that and will improve. That is it. Okay. I think that is all the questions in terms of the main presentations. We move on to the formal part of the business. As mentioned earlier, all voting on resolutions will be conducted by way of poll, and the results will be advised to the stock exchanges later today. For online voting, please follow the instructions of the virtual meeting guide that was provided. Proxies have been appointed for the purpose of the meeting in respect of 91 million ordinary shares. As was indicated on the proxy form, directors standing for election or re-election will abstain from voting discretionary proxies in respect of their own appointment. As requested by the New Zealand Shareholders Association, we will not disclose the voting of proxies received ahead of shareholders voting on them today. The first resolution relates to the re-election of Peter Kean. Peter was appointed as a Director of the company in 2016 and is retiring by rotation, as offering himself for re-election. Peter has been a Director for over 10 years, and his strong knowledge of Freightways and also his governance and commercial experience are very valuable to the board as it considers its composition and develops a board succession program to best support Freightways moving forward. If re-elected, Peter intends to retire at or around next year's ASM in October 2027. Today is not the day for farewells, given that if Peter is re-elected, he will be with us for another 12 months. But I would like to acknowledge, like Mark did today, in front of all shareholders, the incredible service and strong contribution that Peter has given over the last 10 years. The board unanimously recommends that shareholders vote in favor of Peter's re-election. He is considered by the board to be an independent and non-executive Director. I'd now like to invite Peter to address the meeting. Thanks for those kind words, David and Mark. Good morning and welcome, everyone. I've always believed if you're in the room today at the Freightways ASM, you're a very important part of the Freightways family, so thank you for that. In my 10 years on the board, I've seen a lot of change, but good, healthy change. And with change comes opportunity, and we've experienced strong growth over several years. During that time, I believe I've maintained my independence, objectivity, and have been a critical stabilizing asset for the Freightways Group. This is supported by the board as noted in my nomination, which I appreciate. My tenure over several years as Managing Director of both Lion Nathan New Zealand and Lion Nathan Australia is very complementary in supporting the execution of our Trans-Tasman business scaling strategy. I also believe my corporate continuity will be key for our business for the next 12 months or so in particular. So in keeping with the current political landscape we find ourselves in, I would appreciate your support and candidate vote Peter Kean. Thank you. Thanks, Peter. It's better than some of the political parties we're hearing at the moment. Are there any questions or matters for discussion concerning the resolution to re-elect Peter Kean as Director? Maybe take questions from the floor first. Doesn't look like there's any questions. Anything online? As there are no further questions on this matter, I put the resolution to a vote. Please mark your vote. Moving to the second resolution, which is Resolution 4: Auditor's Remuneration. Just by way of context to this, in the last 12 months, we've changed auditors from PwC to Deloitte. I would like to acknowledge PwC, who's here today, for their very efficient handover process that's occurred and also for their service over a long period of time. The consideration today is largely procedural, to authorize the directors to fix the auditor's remuneration. The present auditors, Deloitte, will continue in office under the Companies Act 1993. Are there any questions on this particular resolution? Yes. Just wait for a microphone. Just out of curiosity, how often do you put the auditor's contract out for tender? Look, I don't think we have any formal period, but it's something I think we've received feedback on in the past. It's obviously a topic that's live in corporate New Zealand as to the tenure of auditors, et cetera. We considered that last year and put it up for tender and obviously there's been a change, so no formal timeframe. I think that's right. Abby? Yeah, that is right. Yeah. Thank you. Another question. Hello. Gordon Wallace. Just to say, my daughter works for Deloitte, and she says they have fabulous lunches there, like three-course meals. So did that sway you? Look, we have our own good sausage rolls here, so we are not in need of further refreshment, but that is good to know, so thank you. Excellent observation. Thank you. Anything else? Otherwise, we will move online. Anything online, Nicola? No. So being no further questions on this matter, I put the resolution to a vote. Please mark your vote. Right. Thank you, ladies and gentlemen. That concludes our discussion on the resolutions presented. I will close the meeting, the online vote, very shortly. If you would like to cast your vote, please do so now by using the Vote tab on the online platform. Computershare, could you please now collect the voting papers from shareholders in the room? And the votes will be counted under the scrutiny of Computershare, and the results will be released to both stock exchanges later today. We will just wait a couple of minutes to collect those votes. It looks like we are all done. Voting online is now closed. Thank you for voting. Now just a final call for any questions or comments that shareholders would like to raise in discussion of the presentations or anything that we have raised today or give a final call for any questions. Yes, one more. That is good. I noticed that Mainfreight now have electric vans, electric courier vans. Are you doing a similar sort of thing? Okay, it is a good topic for discussion. I know a lot of people would like to talk about that today. Mark, do you want to maybe give an outline of where we are on the van and the EV technology? Yes, we do, short answer. Not very many, second answer. Starting to come into the fleet. The challenge has always been getting the right van to do the job. What our contractors want is doors on both sides, so they can access freight as well as at the back. They want a vehicle that can probably do around 180-200 km a day, needs to be able to do an underload and with not necessarily much opportunity to recharge during the day. Getting the right technology and finding vehicles that can fit that particular blueprint has only really come probably in the last six months. We have got targets, and we are encouraging and have incentives for our couriers to start buying electric vans and moving in. That's starting to get a bit of traction, which is really pleasing, and we expect that'll continue to grow in the future as the supply of the vehicles and the cost coming down makes it commercially viable. But very much on the radar. Any other questions from the floor? Nicola, anything online? That brings to an end this year's annual meeting. I now declare the meeting closed and invite those present to share some refreshments with the executive and the board. Thank you very much.