Good morning, everyone. Thank you for joining us today for SATS' Full Year 2024 Annual Results Briefing and Strategy Update. My name is Didier Louvet. I'm the Head of Investor Relations. Very happy to see all of you here. I'd like to run you rapidly through the morning schedule. We'll start with a short introduction from our President and CEO, Kerry Mok. We'll hand over to our CFO, Manfred Seah, for the full year 2024 financial highlights. This will be followed by a strategy update from Kerry, focusing on our integration progress to date and our ongoing growth strategy. After the speakers' remarks, we will open up for a Q&A session for investors and analysts. Present with us today to assist Kerry and Manfred with the Q&A is basically our entire group management board. So we have François Mirallié, Deputy CEO of WFS. Mike Simpson is CEO of Americas for WFS. John Batten is CEO of EMEA for WFS. Then we have Tan Chee Wei. I just met Tan Chee Wei. We have Tan Chee Wei as our Human Capital Head for the group. Henry Low is our Chief Operating Officer. Véronique Cremades-Mathis is our Head of Strategy and Commercial. We have Bob Chi is in charge of our Gateway Services, and Stanley Goh is in charge of our Food Solutions. So they will all join for the Q&A session to respond to your questions. After the Q&A session, we will move next door for lunch, where you can interact with the group management board. Meanwhile, for the press, we'll have a separate Q&A session with Kerry Mok and Manfred Seah in this room. Before we start, just for the record, please note during the call, we will make forward-looking statements related to operational, financial, and market trends for future periods. These are based on management's current views and assumptions. These statements are subject to risks, uncertainties, and other factors, which could cause actual results to differ materially from those projected or implied in such forward-looking statements. Please exercise caution when using this information to make any investment decisions. We hereby undertake no obligation to publicly release any revisions to these forward-looking statements. Okay, with this said, I will now hand over to Kerry. Thank you, Didier, and very good morning. Welcome to the Arts House for our Global Innovation Hub here. I think some of you have been here before. It gives me great pleasure to actually have all my management team be part of this briefing. This is actually how we operate as a global company, and we really interact very well as one team, and we're starting to you know deliver a lot of the promises that we have made to our shareholders and investors at the start of this whole acquisition that we did. Maybe I'll just go to. And sorry, I wanna say thank you for people also attending online. Appreciate you taking time to come and listen to us. I will share a little bit of where we've come from and where we're heading. Later on, Manfred will share more details around our performance for the half year, as well as the full year results. Then I'll come back again to share with you our strategy going forward, and what's our trajectory, what's our ambition. And that will lead into year-end, where we will have a capital markets day, where we share more details around some of the initiatives that we have planned in mind. Can I just go to the next slide, please? Thank you. We thought painting this picture gives everybody a sense of where we came from, and there's three kind of segments in SATS' history. Now, at the start, based on 2010, when we are listed, you can almost see very, very flattish growth in revenue. In fact, some of the comments in the past was that our revenue is not growing as fast as it should be. But of course, profit was good. We continued to deliver on good profits in those years. When COVID came, it was a complete different animal altogether. And I shared before in the past, you know, when you went from 100%, thinking that aviation will continue to grow, we invested a lot of resources and asset in anticipation of continued growth, especially at our Changi. It dropped to just 2%, and it really forced us as a company to really look at where do we want our company to be, and of course, at the time, it was very difficult. We had to rely a lot on government reliefs, or in fact, government support, to actually get us tide us over the hump. Since then, obviously, a lot of recovery. It's been a rebuild of the business. I mean, when you lost 50% of your workforce, and as we all know, COVID requires a lot, most people did not come back to the old jobs. It was a literally rebuilt of a company, and it took us a while to quickly get back. Pleased to say, during those times, we helped support Changi Airport's growth, and I think fair to say, in fact, we were awarded the best ground handler of the year both for Asia-Pac as well as globally, two years in a row. And this just is a testament to the people and the team that we have that really supported the growth for Changi Airport. And since then, we decided to diversify and create more resilience in our business, which is why we went ahead and did this huge transformational acquisition. And that is how we decide, you know, the trajectory of taking off, which is what you'll see the results from now. Past one year, I think, went by very quickly. A lot of things being done, a lot of initiative that we've implemented. I'll share some of that later. Some very good development across the world, not just in Asia, but in Europe and in the Americas, which I'll share later. Integration has been going well. I think if you can look around the room, in terms of the management team, it's really well integrated. We have people, you know, exchanging roles and coming to Singapore. We send people over to Europe and U.S., so it's starting to come. There's more to be done, and we're now at the cusp of the transform and perform. You know, we do have a strong aspiration of bringing the growth and the company bring forward. Next slide. I'll share more details, what we're gonna share. And you can see from the numbers here, pre-COVID FY 2020, that's just at the start of COVID. We are about almost SGD 2 billion in revenue. We're now SGD 5.15 billion So that's been a big trajectory in terms of revenue growth. EBITDA, we used to be SGD 356 million at pre-COVID. We're now almost SGD 900 million in EBITDA. EBIT, well, we had strong EBIT in the past, but a lot of those EBIT came from Singapore. And if you look, I'll share later, 80% of our revenue and all that all came from one country, which is Singapore. Today, what we have is SGD 354 million. It is recovering. It's not where we want to end. There's a lot more we can do, but I think it just shows the trajectory. Integration has been good because we are starting to deliver a lot of the value creation that we have anticipated through the acquisition. PATMI-wise, SGD 168 million, now is back up to SGD 56 million. I think the first quarter, when we first integrated, it was a loss, but we've since shown three quarters of profitable growth. A lot more to be done because as I mentioned, travel recovery is coming back. We rebuilt the company. We got a lot of new hires in there. Operational productivity is not where we still need to be. There's a lot more training that we need to do to continue to drive the productivity growth. But we are in a good spot, and momentum is very important, and momentum will allow us to continue the path going forward. Now, with that, I'll let Manfred take you through the results, and I'll come back again later on our strategy. Thank you. Thanks, Kerry, and thank you for attending this morning's session, both on virtual as well as present. I'm just very, very pleased to share this set of results. You know, finally, we are out of the woods, the first profitable year. I can assure you that, you know, over the last 12, 15 months, the team here has exerted all efforts to deliver our commitment to all our shareholders, right? So, there are two stack of numbers here. The FY 2024 numbers, and then the light blue is actually the fourth quarter numbers. Let's start with the fourth quarter. We came in at about SGD 1.34 billion. It is slightly lower than the third quarter, but that's kind of expected because of seasonality of our business, particularly with the WFS Heritage business. Fourth quarter is always a low season. Moving on, you see EBIT. There's expansion of margin. You can see that, last quarter, we came in about 6.6% margin, compared to a full year, about 4.7%. Glad to say that both companies now, WFS Heritage as well as SATS, both are operationally profitable. And then, share of results continue to come in very strongly. We closed the year at SGD 110 million, and you can see the run rate at about SGD 30 million-SGD 31 million, thereabout. Likewise, for EBITDA margin, EBITDA here includes the share of results. Again, you can see that the margin, there's expansion of margin. I have a slide that shows you a quarter trend, quarter and quarter sequential improvement is actually quite stark. PATMI, of course, came in SGD 56 million. We reversed a loss of we reversed almost SGD 83 million favorable variance from a loss of about SGD 26 million the year before. The stack below shows the key drivers of our business. Maybe start with the SATS standalone. You can see that flights, air cargo, pax all coming back beyond 80%. In fact, flights alone for Changi is already passing about 92% and going towards about 95%. So there's clearly, clearly very robust travel recovery, likewise for air cargo. Then once we layer over the WFS volume, you can see that, you know, compared to pre-COVID, in-flight volume is about 160%, and then air cargo has returned about 4.3x that. Yeah. Moving on. Next slide, please. Yeah. Okay, this is a quick slide. Top half of this slide, you can see that year-on-year, clearly the increase in volume, particularly on the ground and cargo, you can see that there's a very, very sharp increase. Even for food, there is an increase of about 70%, aviation food year-on-year. Non-aviation meals actually grew about 10% thereabout. And the charts on the bottom, we have layered over WFS Heritage volume. You can see there's a very, very sharp increase, and aside from the seasonal fluctuation, year on year, all the volume has shown very, very sharp increases. So as pointed out by Kerry in the earlier slide, this was a transformational acquisition, and it has actually transformed SATS into having a global footprint to operate from. Yeah. Next slide, please. All right, here, I just want to point out that in terms of financial metrics, you can see that the top half of here, revenue, EBITDA, and PATMI on a year -on -year. Revenue is about three -folds increase. EBITDA plus is about five -folds increase. PATMI, of course, we reverse a SGD 83 million favorable variance, close at about SGD 56 million. What is actually interesting here is you look at the operating cash flow. Operating cash flow has grown from SGD 80 million last year to exceeding SGD 512 million. I've inserted a cash flow, operating cash flow, a Q-on-Q trend. At the bottom right-hand side, you can see that, you know, for the last two quarters, the operating cash flow has been extremely strong. Just to point out, if we take out free cash flow after lease payment, you will see that, for FY 2024, while it's still a - SGD 48 million, I have a slide later to show you that on the last two quarters, the free cash flow after lease payments have indeed been positive. Last quarter, the fourth quarter, after lease payment, our free cash flow came in about +SGD 118 million. Yeah. So next slide, please. Okay, here, I'll just call out that, you know, the, compared to last year, previous year, obviously, there was no consolidation of WFS, and the very sharp increase is actually due to, number one, the consolidation of WFS numbers. Number two, very robust travel recovery growth. You can see those numbers actually have actually improved very sharply. Right at the bottom, EBITDA plus SOJV, so you can see that our run rates now, we closed the year with SGD 900 million of EBITDA +, and which will soon cross the SGD 1 billion mark, which we're looking forward towards. The next slide, I will just leave you to read this. This shows the fourth quarter versus third quarter, and there's a seasonality factor here. Revenue, a slight dip. Nonetheless, EBIT is still favorable, simply because of the operating leverage coming in, on a third and fourth quarter. Fourth quarter, as you know, we have initiated quite a few cost savings initiatives which have resulted in a positive operating leverage. Move on, please. Yeah. Okay, I. This is, we have done this cash flow really just for laypeople to be able to understand it. It's non-very accounting. We tried to summarize it as much as possible. It starts with operating cash flow, SGD 512 million versus SGD 80 million the year before. And then you will see that at the bottom there, you know, free cash flow before lease payment for the year came in about SGD 326 million, and after lease payment is a - SGD 48 million. But I can assure you that, you know, on the right-hand side, you can see bottom right-hand side, the last two quarters, actually, we came in at about SGD 45 million and SGD 119 million, respectively. So free cash, we believe that this trajectory can actually be sustained. Yeah. Next slide. This to show how our balance sheet has transformed. Total assets, total liabilities all stepped up because of the acquisition of WFS. We started to consult the numbers only in FY 2024. Cash position actually increased to SGD 659 million as we speak now. You know, our cash is in excess of about SGD 700 million-SGD 750 million. Total debt, including leases, came in about SGD 4.1 billion, but if you strip out the leases, our debt is about SGD 2.7 billion. Gross debt EBITDA, this is watched very closely by our rating agency. Sorry, this is gross debt equity. This is about 1.6x, but gross debt equity EBITDA, we came in about 4.6x, and this is trending towards 4x that we are looking at trading 12 months forward. Yeah. Next slide, please. Okay, I thought I put in this slide to show you the quarterly trending over eight quarters. I'll just call out the EBIT. You can see that the EBIT margin expanded very nicely on a sequential basis all the way to about 6.6% in the last quarter. And then for EBITDA, we close in at about 16.9%. But if you layer over the net of net share of net results, the EBITDA actually came in about 18.8%. So our target is continuing to grow this to exceed the 20% mark. Next slide, please. Okay, a quick diagram just to show you the five streams of work that is ongoing in parallel, you know, to continue to create sustainable value for our shareholders. First one is scaling up our revenue. Other than the consolidation of WFS revenue, we are also working on the commercial synergies, the network benefit to grow our revenue. And we do have a slide, which Kerry will cover afterwards, that, you know, additional revenue that we have generated simply by actualizing the network benefits. The second stream here is really to right-cost the operations. In terms of cost takeout, in terms of productivity enhancement, operational excellence, we'll continue to drive this. I'm actually encouraged to tell you that, you know, we, we did a, a program last year. The management team got together, we met in Bangkok, and we, we actually set a target for ourself, and we actually met that, very well. So as a result of that, you know, we dropped the cost where, you know, where it's necessary to do so, without sacrificing quality, safety, and security of our business. Then the next slide, as you can see, that we, we also have a very, valuable, portfolio of, joint ventures, associates, investments overseas. Today, we have a run rate of about SGD 110 million. This is where management and board continuously look at how to assess, how to evaluate this portfolio, to sharpen it, and also, you know, if necessary, to reduce that. Those that are non-core in nature, monetize that, recycle the capital. This is part and parcel of our financial management and capital management strategy. The next stream of work is really de-leveraging. So here, we have guided that, you know, that's one of the three Rs, repayment of debt, to pay down our loans, and to actually strengthen our balance sheet. So that is ongoing. The last one is, of course, you know, delivering on our commitment to reward our shareholders through a resumption of dividend, which, you know, I, I'm very happy that the board has endorsed that. We are declaring a SGD 0.015 dividend to resume that for shareholders' approval. So those are the three Rs. You know, the whole purpose is really to restore confidence, investors' confidence back into SATS. And at the last AGM, I remember very clearly, you know, our chairman actually set out a goal for the management team, "Let's restore profitability. And once we restore profitability, we will optimize our cash, and then we will deploy the cash for paring down of debt, for reinvesting into sustainable growth. And the last one is the resumption of dividend." I'm just pleased, very, very pleased. I thank all my colleagues here, all the GMB members here, and of course, our staff that work very, very hard to be able to deliver this commitment to our shareholders. I got one more slide, and I'm gonna hand it over to Kerry. One more, please. Yeah. Oh, no. So it's yours, again. You can take this off. Thank you, Manfred, and I hope it gives you more insights about how the company's financial performance has been on a nice trajectory going forward. I think you can see also that from a confidence standpoint, we do have the right team in place. WFS acquisition has been a big pivot for us, and I know previously people were worried about, there's always this talk about, "Oh, can Singapore company go overseas?" and all that. You know, how does it work? You know, when you look around the room at my team here, it is a very international team. People with the experience with a global experience and exposure to take this company to the next level. It's about building long-term resilience. We, we want to have a resilient business. We know that if you are very, very focused on just one country, then you're actually very exposed. I think now with the geopolitical challenges and all that, the decoupling of supply chain, actually, we are in the right spot. We have the network to benefit from any changes, and our discussion with our customers are completely different. I'll say this, from my own experience. In the past, they would just look at you as a point provider. I've gone with my colleagues to many conferences with our customers right now, our QBRs, our global QBRs, and it's probably one of the rare few ground handlers or cargo handlers that's able to present a global team and start talking about what can we do for them on a network basis. And this allows us to have more sustainable growth. Being a market leader, we are a market leader in cargo. Market leader means you drive new solutions, you become the market leader, right? You don't become a follower. So we've done that move. We believe we are in the right position, with the right talent, to drive more solutions going forward. Integration is on track. Both businesses are operationally profitable, right? I think that's a very good start. So just stick onto that first, yeah. And we are delivering both commercial and network synergies, both across the food as well as the gateway services team. New organizing structure that is now leveraging the best of what we have, 50,000 strong people. This gives me a lot of pride because we now have access to global talent pool. Our business is all about people. If you have the right people in place, we will drive the business forward. And a lot of it also depends on what we do on the local station. We cannot forget that having the right people at the local station is equally important as having the right leadership team in place. So it is a partnership we have. It is a way of working, and we really respect the 50,000-strong team that we have globally. Cash flow, balance sheet, and I think Manfred went through that. We are very, very clear around the need to drive cash flow generation, right? We need to definitely deleverage and bring down the debt. And that's because we now have the platform to do this. So yes, we are super sharp, super focused as a management team on this particular aspect. And shareholder value creation as a market leader, as I mentioned before, we are not just buying, you know, the company and just standing still. We're driving a lot of new initiative. We're driving a lot of specialized services handling. I'll share a few things later on, on what we've done, across the group. And, you know, we just won PAX's international award, the best Asian in-flight caterer, seventh year in succession. And we actually have a team now in Hamburg, presenting all our food solutions to all our airline customers, globally. Again, in the past, we'll probably just stick to Asia and all that, but now if you wanna be a global leader, you have to be out there. And we are now exhibiting side by side with our competitors in food. We're very clear that we have an advantage, which is actually authentic Asian ready-to-eat meals, that sets us apart from other flight caterers. And today, you have a chance to taste some of the our chef's creation later. So yes, we are strong globally, we are strong in what we do in our segment, but all this comes from the strength here we have in Singapore. And this is a very important. I think previously in the Capital Markets Day, we have mentioned that our strategy, the twin engine strategy for growth, making sure Singapore continues to be very strong, best in class, world-class in what we do, supporting the best airline, the best airport in the world. And we have to be the best in the world in terms of how we operate here. So that is always the aspiration and ambition, and we have to deliver. And then with that allows us to go overseas, right? And share. But today is different. Today, the way we learn, the way we share best practices is cross-sharing. We have seen stuff being done in Europe and U.S. that we can learn from, and this is the benefit of having a global operation and global team on the ground. Next slide. I shared how we have created a global platform and how we have executed the integration, and we are now as a market leader. There's a lot to do, and there's a lot more we're gonna go forward and try and drive that. Our aspiration is clear: we wanna, you know, transform and perform. And that's a key aspect for the next few years into more sustainable growth. We put out an aspiration. We do wanna drive our revenue beyond SGD 8 billion. Our ROE target, we wanna go back to 15%. That's an aspirational target that we set for ourselves. Now, how that translate into market cap and all that, we have our own views, but, you know, I don't control the market. But we believe by focusing on driving value and enhancing our revenue stream and profitability, we believe the market will then look at our growth story and then value us appropriately. And that's the ambition we set for ourself going forward. Next slide. So everybody asked me in the last one year, "How's integration, integration going?" You know, you know, "Do you have any fallout?" This and that. "How's the cultural aspect?" I just wanna say, just past, earlier April this year, this was a one-year celebration of our integration. I, I did not come out and give instruction to anyone to say, "You must have celebration around the world." This was just organically done by the team on the ground. And I thought picture tells, a thousand words, right? You can see everywhere, in most of the offices, everybody was just celebrating. You know, a little bit of cake in there to celebrate the one-year anniversary that we are together. And this really warms my heart. You know, you, you can see people being, you know, happy, just, sharing cake and all that. To celebrate a milestone. It is a milestone. It's a milestone in our history of SATS. And we're very proud to have the WFS team working side by side with us. And this is where, you know, the team will continue to develop this, and we won't take this for granted. This is a very important aspect of integration, which is culturally bringing people together and working side by side with everyone. Next slide. Thank you. And this is the platform that we have right now in over 27 countries. I've always said that this platform is a big platform for us, and frankly, there's still growth areas for us. We're not in everywhere yet, and you look at the spread, cargo, 125 station, ground, 111, food, about 33, because primarily very focused around Asia. I'll explain later how we intend to grow food in a very different manner. We don't have to have a lot of location everywhere. But cargo is important to have the network. We now have ability to talk to customers in a very differentiated approach, not station by station, but from a network perspective. And how do we provide specialized services that cement our relationship with our customers? What kind of investments we put in for visibility and tools to offer a differentiated service offering? And it's about making sure the air cargo supply chain is far more efficient than what it is today. It is still very fragmented. I know in people's mind, you think, "Oh, air cargo should be the fastest," and all that. But when you look at an end-to-end supply chain, there are many, many different touch points in today's air cargo supply chain, and we have an opportunity to simplify that even further. Next slide. This just shows you the mix of where we were. I mentioned earlier, if you look at pre-COVID, 80% is all out of Singapore, right? And in fact, during COVID, it went up to 85%. So today, you look at the spread, it is very nicely spread out. Singapore is now about 34%. We have 10% in Asia-Pac, and then 36% out of Americas, and then 20% out of EMEA, right? And the mix of the business is there. I mean, we used to be 1/2-1/2, right? Now, 1/2 of it is cargo. And of course, ground handling is the other 29%, and food is at, at the moment, 22%. But food is gonna come back. We have a lot of ambition for food. We have been investing quite a fair bit in food base service platform. So I'll share about the three-tier production approach later on. You know, we have, we achieved about SGD 105 million in recurring annualized value, and that's around what we've done in financing side, what we've done in procurement, ops, operational efficiency, and commercial new wins that we have as a team. I think this commercial team driving new wins is a very important capability that we have, and, and I, I'm proud to say that across the three regions, we have very strong commercial team on the ground working together. Again, we are profitable across all our, our group. Very positive, you have seen what Manfred shared, our cash flow is improving and is showing very profitable, last two quarters as well. And, and our net debt EBITDA is trending, downwards and now about 3.9x, right? And I think we, we have, we have ambition to lower this down further this year, so I think we're on track to, to move that forward. Next slide. And again, this is just to show you what we have done, over the last, one year. We have a, a, well, rating by Moody's of A3. I think that's, that's helped us a lot in how we've launched our first tranche of bonds, where all-in coupon is about 3.5%. Today, 3.5% is a very nice position. We still have some way to go for the other parts of our capital that we need to refinance, but this allows a lot, about $50 million in savings in terms of cost of capital. And we believe, we, you know, I think a lot of institutional investors like the profile that we have, and again, we thank them for the support. Capital management recycling, this is something that was always on our focus. We've exited Maytag. We got in cash about $60 million. You would have read also, we have partially exited PT CAS, and I'll explain a bit of what it is. Expected a cash proceed about $44 million. And we have been signing a lot of MOUs to forge strategic partnership, particularly on the food side. And on the Indonesia side, the important thing is we now have a joint venture partner that's gonna help us grow our business beyond just cargo and ground handling into food as well. So this is important, and our history of working well with partners everywhere allows us to leverage on the capability of our partners, and at the same time, also release some cash back for us to recycle our capital. Next slide. How do we extend our leadership in cargo? And this is always a challenge I've thrown to my commercial team as well. We must continuously reinvent ourselves and drive and be a market leader and drive new value-added services. We must strengthen our global leadership in cargo, and we need to gain a greater share of wallet for all our top customers. We have expanded. Here, we have shown you a few wins that we have. Etihad, we have expanded through cold chain handling. You know, remember, in a cargo site, we have said temperature-sensitive cargo is very important for us, time-sensitive, high value, very important, e-commerce. And I'm pleased to say we have seen across the group, all these three segments growing, as particularly in e-commerce, and that's driving quite a lot of our cargo growth recently as well. And through the great partnership we have with many of our airlines, and because of what we've done elsewhere, we've also won Air Canada here in Singapore. And I'll just say this: we never, ever take our position in Singapore here for granted. It's not as if, like, all customers must come to us. We have a competitor. We have to compete for the business, and that comes with relationship, performances, and how we deliver value to our customers. So we take that very seriously here in Singapore as well. We have been developing a lot of MOU and driving new wins with other value chain partners, including freight forwarders like DSV, Kuehne+Nagel. China was a big one. We've worked with China and Saudia Cargo. So first time we have a three-party collaboration to drive more e-commerce shipment into Europe. And if you have a chance to see Liège, Liège, it's a freighter airport, so only freighters will call into Liège. So during last year, I think when air cargo kind of like came down, there were very little freighters being flown, but now it's starting to come back, right? So in our cargo market, it's a mix between freighters and passenger belly. So passenger belly, you know, increasing means you have more capacity as well, but freighters is an important part of the overall air cargo supply chain. In the U.S., we have a centralized examination station, where we are collaborating with the U.S. Customs and Border Protection team for cargo safety and security at JFK. Now, this is a very significant win for us, and that's really, really kudos to the JFK team. They've got a very good relationship with U.S. Customs and Border Protection team. We are now setting that operation in our current warehouse, for which if we don't do that, we probably have to give that up. As you know, we are actually gonna, we are building a new cargo terminal at JFK, 300,000 sq ft, that allows us to be more efficient, with sustainability all planned in the new building. So if you'd give up that location, then someone else could come in. But because of what we've done with the U.S. Customs and Border Protection team, we're now able to hold on to the building as well, and that is significant. For those who may not know how it works in the U.S. and in Europe, having airside cargo space is a very critical position, and if you don't have the volume, you can't afford the space. So, you have the space, you have the volume, it gives you a very nice moat to actually protect your business on the air cargo side. And that's how we have been growing the business in overseas. Despite being open competition, our WFS colleagues continue to do very well in maintaining our market share in those key hubs that we have. We are very much focused on e-commerce, pharma cargo, as well as perishable. So this innovation, this area, is gonna be important. Temperature integrity is extremely critical. Value add, specialized services offering is gonna be very critical as well. This allows us to drive more revenue in the same space that we have, and better revenue as well, with better margins, and that's how we're gonna increase our yield in cargo. Next slide, please. And on the food solutions, we're very, very clear. The number one position as a leading in-flight caterer here in Asia is one that we will protect very, very seriously. We want to be known as the number one player here. We have been leading a lot in frozen meal solutions, and I, you know, as I mentioned before, we have invested during COVID. In fact, none of us flew into Thailand to close the deal. Before COVID, I went to see the location once, twice, and everything was done online to close the transaction. We now have a facility in Bangkok that allows us to be the kitchen of the world, that allows us to supply frozen meals to many carriers around the world without us having the need to have a presence at the airport, and this is actually very important. We are now investing to scale that building up. It was a brownfield acquisition, but one that gives us the license to operate. We were buying very clearly that, the license to export into various countries. But now with a team on the ground, we are upping the capacity. By next year, we will be able to do more than 100,000 meals a day, frozen meals out of Bangkok, and that allows us to then scale the business beyond aviation into non-aviation. In the non-aviation side, we are developing quite a fair bit, and we have started new wins both with ByteDance both here in Singapore as well as in China. And that's the institutional catering side that we've been working on. We actually brought in branded products as well. I think you would have known, we said we were into branded food products. So Foodflix was an initiative that we did some time back, and I'm pleased to say that allows us to differentiate our product offering to the market. Nissin Healthcare in Japan, our team in Japan has won this new development in Japan that will bring about SGD 30 million in revenue coming in. But this is important because this is healthcare product, and we believe as the population ages, healthcare product is gonna be very crucial, and our ability to service Nissin Healthcare in Japan gives us opportunity to grow that further elsewhere. Right? We have signed an MOU with Mitsui developing very well in this aspect. It's gonna give us channels that we never had before, and it's important to leverage on our partners' access, demand channels to grow the business. So I want to say also, we've been ramping up our aviation capability here in Singapore. We're increasing our capacity also in ICC1 to support the growth of Changi Airport, and those are done actually during COVID. We're now starting to see that volume coming back and the investments in productivity and all that will help us scale much more as well. Now, the key thing I wanna highlight here, and we shall talk about sustainability, is around food technology and food packaging. Shelf life extension and all that is gonna be very crucial, but how you do that together with the way we cook, the way we process, the way we package our food and bring that to the market, is something that we have been investing a lot over the last five, six years. And this will continue to put us in a better position to address different channels going forward. Next slide. So I talk about sustainability. This is very important. We wanna be a good corporate citizen as well, and this is important because we are in the aviation industry, and then there's a commitment to be net zero by 2050 by all our customers. So if you wanna be aviation, you have to commit to this as well. So we have a few categories. Decarbonization is one of them. In the management KPI, we all have KPI on decarbonization. That's crucial, right? So our rewards around our key management staff is how we actually perform in this area. So we are all we all sign up to it as a management team. Sustainable sourcing, this is something we've been working on. I think, you know, we have started to work here in Singapore. Obviously, it's our biggest volume here. We are working all our suppliers, and actually helping them to be more environmentally conscious as well, and really working to strengthen this sourcing criteria and bring our suppliers along. We do wanna increase our locally sourced or near-sourced food in there. I think, you know, being able to have a sustainable supply chain for food is gonna be crucial for us going forward. I mentioned about waste and waste and packaging. The combination of those together, the way we cook, is gonna help us reduce our waste management. And this is important because in the food business, if you take your eyes off it, the amount of wastages, you know, that there's churn out is quite a lot. So we have a very clear goal, 50% reduction in food waste intensity by 2028. 100% reduction in food waste intensity as well, right, by 2030 for overseas station. As you start to build more overseas growth, the overseas network is gonna be very important. And we want to be, you know, 100% reusable or recyclable by 2030. I mean, it is a commitment. Is it gonna be more expensive? Probably, yes. But we believe as a market leader, you need to put a stake on the ground and to make the company move towards a direction, and at the same time educate both our suppliers and our customers to be on this journey together, then I think we can be successful. For us, it's very clear, in sustainability, you can't do it by yourself. You need to bring the ecosystem along, and this is gonna be very important for us as we move through our sustainability goals and target. Diversity inclusion is extremely important. We want women in all leadership role. We put a target 35%. I think we can do better, but let's start with 35% first. Today, my team, you know, there are already women leaders, right? Strong women leaders. And, you know, actually, at the operational level, women are probably one of the best leaders, right, on the ground. Very disciplined. I had the pleasure of meeting many of our women leaders as I visit a lot of the station. Super enthusiastic, very disciplined, and I really like that as well. Our employment, we have done the first time ever, we have done a global employee engagement survey. You know, for us, this is very important. Every employee matters. We wanna hear from them. So we offer that access to everyone, and the feedback given to us allows us to then design initiative and all that, to make sure our employees feel they are, they are safe working for us, that there's motivation working for a company like ourselves. And obviously, you know, we are a very diversified company, right? 50,000 strong, but 45 nationalities in our business today. And diversity inclusion training, all region is where we're gonna focus as well, and this will help, you know, hopefully become employer of choice, for us going forward. Again, a very clear target for our human capital team to work on in future. Next slide. So I think I just wanna maybe summarize by saying, you know, delivering our commitment is very important. We have clear commitment that we set for ourselves, and we wanna drive all the synergies that we have identified, but we wanna do it in a way where we collaborate globally. Sustainable growth is important. We still have a lot of growth ambition. So, you know, yes, it's SGD 5.1 billion in there, but we're not satisfied where we are today. We wanna go even more. We believe there's opportunity for us. There are still areas that we are not present in, so ability to then start up new location and all that is gonna be very important. You know, the whole three-tier kitchen, or production approach is very important. It's not just about in-flight catering, which is just at the end. We are now investing in large batch production that will drive scale and efficiency. But I think importantly, it also drive consistency and quality in the food that we produce, and we're starting to see that happening already, and we'll continue to double down on making sure this supply chain, food supply chain work. We will expand our food business in the multi-channels, it's, it's clear, but our core strength is ready-to-eat meals, and ready-to-eat meals is a big market here, and globally as well. And we believe the strength that we have in aviation will allow us to play a very different role going forward. Our base load is gonna come from aviation. That's, that's very clear. We're not building a new, new facility to go after very competitive retail market, but we are using our aviation base as a core, volume to drive into higher value-added, ready-to-eat meals, which we believe is where we should be playing. We're gonna maximize our return to capital re-allocation, so this continues to be a big focus. You know, looking at companies that doesn't fit our core, we'll continue to look ways to divest that, recycle the capital, and reinvest into areas where, it will gives us better return as well. And I think the whole talent and having this one integrated culture continues to be a work in progress. You, you never take that for granted. It's important to focus on that and build the right culture as one team. And then I think, you know. We can be very confident that, you know, we can take on more business as well. For this financial year, we have a clear target. We wanna pay down SGD 200 million of our borrowings through our own free cash flow generation, reinvest about SGD 300 million in CapEx. Just wanna reassure all our shareholders, investors, it doesn't mean it's there means that it's a, it's a free-for-all. We look at every project very carefully. So although we have SGD 300 million kind of like earmarked in there, but the project must drive the right return, otherwise we will not spend the money, right? But there are some that we already committed, there are some that, like I said, JFK, Madrid is gonna open up a new facility, in fact, this weekend, 1st June. Yeah. So the new facility in Madrid, I think if you have a chance to go and look at Madrid operation, it is chock-a-block. It is full of cargo, and this new facility gives us a chance to grow even more in out of Madrid as well. And we're gonna resume dividend 1.5%. I hope it's just a clear signal that to all our shareholders, that, you know, when we look at value creation, we don't look at just, you know, ourselves and all that, our customers, but also our shareholders as well. So we hope this signals a nice intention that we also trying to look at how we can give back some of the value creation back to our shareholders. Yeah. Next. I think outlook, I won't say much, but, you know, we are in a good space in terms of aviation and cargo. Cargo is expected to grow, you know, 4.5% globally. We have seen that volume coming back. I just wanna say a lot of it was driven by e-commerce as well. So it's actually very heartening for us because when we made the transformation acquisition, we were very clear that it's around e-commerce, around perishables, around temperature-sensitive product. Today, with Kuehne+Nagel, we started a few POCs on time-sensitive cargo. We are also moving into multimodal cargo solution as well. So started quite a few POCs from Singapore into Long Beach into LAX. That's something that we've done with Kuehne+Nagel. We continue to find new. In fact, a lot of other players are now coming to us as well, and they're asking us, how can we actually do more services for them to reduce their touch points and increase their own yield in air cargo? And this is all not just traditional airline itself, but also 3PL, people like the DHLs of the world, Kuehne+Nagel. We're all having conversations around: How can we do more? We're also looking at ports as well as liners as well. What can we do for them? Now, supply chain is very interesting, right? You know, you have your ocean supply chain, you have your freight forwarding supply, air cargo supply chain, you have road, rail, whatever. But when disruption happens, you need differentiated offerings, and it's not new that multimodal is there, right? And we're seeing some increased uptake in multimodal recently as well. So we believe we are well-placed. We have our, you know, working with PSA, working with the likes of one of our shareholder in AAT, is actually China Merchants Port as well. So relationship is strong. We have ability to do more with all our joint venture partners and leverage on each other's strength to really position ourselves very differently. Okay, with that, I think we have Q&A, right? Thank you. I'll hand over back to Didier. Thank you Who is gonna take us through the Q&A.