Good afternoon and welcome. I am Roy Campbell, and I'm pleased to announce that I've recently joined Aspen in the capacity of Investor Relations, working closely with Stephen, Sean, and Zanele, Siwe. It is good to be on board, and we look forward to interacting with many of you going forward. This afternoon is an opportunity to engage with the market and to walk you through a transaction that was announced on the 29th of December, being the divestment of Aspen APAC. Stephen and Sean will take you through a transaction overview, the rationale, and some key focus areas. There is an opportunity to ask questions if you can submit that via the webcast. Please include your name when you do that so we know where it comes from, and we can follow up on that, and yeah, we look forward to interacting. We'll deal with that after the presentation, or later on in the presentation. Thank you again for joining us this afternoon. I'm going to hand it over to Stephen to open up the discussion. Good afternoon, Stephen. Good afternoon. Good afternoon, everyone. Becoming a bit like those family meetings with Aspen. We take curveballs and give curveballs, but it's all happening. It's certainly no lack of excitement. But if I think about this APAC divestment, I've almost got to go back 25 years. In 2001, Gus and I arrived in Australia. We were in our 30s, and we had a check of ZAR 10 million, and we bought some product. And we thought we found two people, Trevor and Greg. Trevor was still with us, and we bought two laptops. And we thought we were really smart, and we were going to do something big in Australia until we came back home. And every analyst on the other side told us, "Every South African company fails. There's no reason why you shouldn't fail. Every company fails." And we got put under such pressure that we never expanded the business beyond two laptops and two people, and we outsourced everything in case we had to leave in a hurry. So it's quite a story to come here and tell you that actually that little ZAR 10 million has grown to ZAR 26.5 billion. And for many of you, you're used to either putting a BN or an MN after the numbers. And so these are things that you do every day, and it's just a spreadsheet. But for those of us who started with zero, it's quite hard to conceptualize what that number means. And I had to put it into a way that only I could understand. If we were running a Who Wants to Be a Millionaire competition at Kings Park Rugby Stadium, and we had 26,500 people there, that's a lot of people. The stand was pretty full. And we were running the competition, we could actually say to each one of the guys, "We can make each one of you a millionaire." And being the type of analytical person I am, I try to work out if we announce each person in a minute, one minute between each giving each person his million bucks, it would take us 18 days and 18 nights. And that started with one little trip, a little suitcase, and a very small relative amount of money. So an unbelievable achievement from what was an incredibly slight start because on day two, we lost both our laptops. They were stolen, and that really made us think twice about why we were there. But I'm glad we stayed the distance. Sean will take you through the financials on the business, but I do just think before we start and go into all the numbers, I've got to stress that Australia is a tough market, but our team there has proved tougher. I can give you a résumé of the achievements. In the course of their history, they became the largest generic company. One in five of every medicine dispensed in Australia was an Aspen product. Think about that. You see five people in the chemist, they're getting an Aspen medicine. We also have to. We found that regulations tightened up quite a bit in Australia, and it became quite a tricky market from a pricing perspective. Our team adapted. They divested products. They changed course. The last five years have been particularly tough as the team tried to pivot towards OTCs. But they're a determined team, and they built a business that was a top five OTC company. And I've really got to congratulate Trevor and his team on all they've achieved. I mean, from a starter to ZAR 26,500 million. Incredible. An incredible, incredible achievement. And for everyone, I mean, a lot of it came centrally, but so much came from the team and the grunts. So well done. You're going to get all the numbers. I want to talk to you beyond commercial, and I will speak to you a little bit about our growth drivers, etc., at the very end of the presentation. But if I go beyond commercial only, I'll tell you why this transaction makes sense. I think Aspen has achieved much of what we can achieve. I think it's a chance for a very good team in APAC to enjoy a singular focus. They're likely to become a central team, a head office team, and from which they're likely to expand from. So I'd say good luck to the team for their next phase, and thank you for all you've done to achieve what has been achieved in the APAC region. Really, congratulations, and thank you to all of you. And with that, Sean, I'm going to hand over to you, and just take the people through how ZAR 26,500 million, what it looks like. Thank you so much. Thank you. Cheers. Good afternoon, everyone. Thanks for your attendance and support today at this very exciting juncture of Aspen's evolution. What I'll do first is I'll just take you through the presentation outline, give you a sense of what we're going to cover, and then we'll go into the details. So we're going to cover the overview of the transaction. We'll talk through the strategic rationale and the timelines for the transaction. And then I'll hand over to Stephen, who will talk to you very importantly about the group's growth drivers and the heightened focus on that. And we'll end the session with a Q&A session. And just please ensure you follow the protocol as mentioned by Roy earlier on in the presentation. So if we then flip to the transaction overview, I think the words that you must, if you forget everything I've said, just remember these words. It's a very compelling value proposition. I think that's the key thing that we would like to leave or the input that we'd like to leave in your head this afternoon. It's an absolutely compelling value proposition. And we'll take you through all the building blocks to prove that statement as I go through the detail. From a transaction summary perspective, the transaction involves the sale of 100% of the APAC entities and their related intellectual property. The gross unadjusted consideration is AUD 237 million. In ZAR, that's just under ZAR 26.5 billion. That's at the spot rate on December 24, which is the date we announced, December 24, when we did the deal. So sizable value. Importantly, on this transaction, there are no deferrals or earnouts. So there's nothing that we have to do in the future that will be a clawback. From an overall multiple perspective, it represents an enterprise value to normalize EBITDA multiple based on FY 2025 EBITDA multiple of 11x. However, I'd like to just pause there, and if you reflect, and those of you that watch exchange rate, the Australian dollar is taking a heavy beating probably over the last nine to 10 months, so if we'd done this transaction based on historical AUD rates, the multiple would have been way ahead of the 11x that we speak about today. It is an opportunity to realize a compelling value for Aspen APAC. If we look at the multiple, it's 11x. We take the group's enterprise value multiple based on the historical EBITDA for FY 2025. I think we were around 7.6, 7.7 pre the transaction, and post the transaction around just over 8x. So, still well below the multiple that we've got for this specific deal. So you can see the compelling value and the fact that it's way above our current enterprise value for the group. When we look at the proceeds, the net proceeds for this transaction will be used primarily to reduce debt. And importantly, it'll be able to enhance our balance sheet flexibility and give us optionality in future capital allocation strategies. In terms of the transaction, we will have the standard contractual adjustments for debt and working capital. We do not anticipate these being material at all. They are pretty standard based on the movement from signature date to effective date. From a transaction and other related cost perspective, we see that value coming in at less than 5%. So I know those of you are interested in what we think the net proceeds are going to be. Based on a 5% or less than 5%, the net proceeds will be in excess of ZAR 25 billion. If we then look to the right, we've got two pie charts there. We've got a revenue pie chart and an EBITDA pie chart. These pie charts represent the numbers for FY 2025. What we have done is we have put them into constant exchange rate, bearing in mind there's been quite a lot of volatility in the Rand and the Australian dollar and all the other currencies over this last period. Putting those into constant exchange rate using the November 2025 five-month year-to-date average, that's where we've come up with these numbers. So looking to the revenue, you can see that APAC, if you look at the top right, APAC's turnover for FY 2025 is just under ZAR 7.8 billion, and it makes up about 18% of the revenue of the group. When moving down to EBITDA, the APAC EBITDA is ZAR 2,445 million, making up 26% of the group. If you look to the left and you look at the group EBITDA, you'll see our reported EBITDA in brackets there, just under ZAR 9.6 billion. However, if you look at that number in constant exchange rate, it comes down to ZAR 9.3 billion. So you can see there the exchange rate does have quite an impact on our reported results. And so we wanted to give you a sense of the potential dilution on current rates. However, very importantly, if you look to the Australian reported number on the right, so the 2445, and then you've got the 2603 reported, you can see that more than half that dilution actually comes purely from Australia, so a lot of the dilution in our overall group number is specific to the Australian dilution. I think another important point to note is that, as all of you know, we had a very low manufacturing performance in FY 2025, and that reduced the mix of manufacturing profit relative to commercial pharma profit, so as a result, commercial pharma and then consequently the Australian business had a higher profit rating from an EBITDA perspective relative to the group. All right. I think then I'll move on to the strategic rationale. In terms of this, coming back to the word that I mentioned earlier on, compelling value, the first thing is this is really a tangible demonstration of the value created within the group. I didn't copy Stephen's notes, but the two things that stuck in my mind, and obviously, I've also been around a while, but the two things that stuck in my mind from a value creation perspective, we've developed a very strong, consistent management team in the APAC region, and that doesn't come without a lot of hard work and you've heard Stephen mention all the things they've achieved over time, and a very important milestone that they did achieve, and you saw that in Stephen's presentation in the FY 2025 result, was the shift of our OTC sales mix and increase of that, de-risking that business from pricing pressure. So you just take those two examples, the strong management team and the shift towards OTC, just two examples of the value creation on top of what Stephen's already mentioned at the start when we started this business. I think I was also in my 30s, so I think Stephen and I are pretty similarly aged, although I might look old enough to not be a bit grayer. The next point to make at this is very consistent with our group strategy of unlocking some of the parts. You'll recall from the first slide, I mean, the multiple for the Australian business is 11x. It's way in excess of our group enterprise value. So we are firmly of the view that the sum of the parts of this business way exceeds the current market value of Aspen. And this is not a new theme. I mean, you go back to our FY 2025 results and you read through it, the theme that resonates throughout that presentation was the value unlock in terms of sum of parts. That's a critical part of driving this compelling value. Very importantly, the next pillar is balance sheet flexibility. With this deal, it does improve that flexibility, and it does give us the opportunity to look at our future capital allocation strategies. We'll obviously wait for this deal to bed down, obviously reduce our debt levels, and then we'll reconsider our capital allocation probably after the end of FY 2026. From a foundational perspective, it gives us a very enhanced foundation to deliver our strategic objectives, to drive value and returns for shareholders. And that's a key thing. We really want to drive value and return for our shareholders going forward, and that's something that's top of our list. A real important lever here is to reduce debt levels or materially lower our financing costs. So if you remember from our first slide, we anticipate net proceeds of North of ZAR 25 billion. And if you remember from our presentation at the end of FY 2025, I think our interest rate at that point was 4.9%, and we guided that it would come down by at least 30 basis points. If you apply the 4.6% to that, it'll give you a sense of what the interest saving is, but it's way more than ZAR 1 billion, and it'll pretty much wipe out most of our interest goal going forward. On the growth drivers, this transaction doesn't enable us to have a much more heightened focus on our growth drivers. And I'll just cover the key headings here. These are new growth drivers. We've been pushing these hard for the last 12 -1 8 months. First one being the sustainable organic growth in commercial pharma. The second one being the reshaping of our sterile FDF manufacturing facilities, which includes commercialization of contracts, vaccines, and GLP-1 generics. And very importantly, a focus on stronger free cash flow generation. I won't steal Stephen's thunder. He's going to cover those and other strategic factors in a lot more detail in subsequent slides. Onto the anticipated timelines. We have got JSE dispensation to publish the circular to shareholders by the March 20th. And assuming that that's the date we do publish, the shareholder vote will then be on the April 22nd. Should we achieve an earlier date of posting the circular, the shareholder date will then move accordingly. But based on these dates, we anticipate this transaction completing at the end of May and then moving forward. So on that note, I'm going to now swap chairs again and hand over to Stephen for the strategic growth drivers. Thank you. Thank you, Sean. Okay. So I'm going to just keep a light touch on the growth drivers. I'd like to just go back to the point on sum of the parts. The one thing that Aspen hasn't been charged, so let me be clear, we've never ever asked a shareholder for one cent. We've never done nothing. Please understand how we built Australia, how we built the whole of Aspen. We've never asked for a share; we've never issued a share to a shareholder and said, "Please, we need financing here." But with all that said, we've never shunned corporate activity over the years, including numerous M&As. I cannot think of one, and we never sold a cent to the family silver in any of those M&As. I cannot think of one we didn't do it at a double-digit EBITDA multiple. And over 20 years, there's seldom, if ever, I've commented until last year on a mismatch between the share price and what the underlying assets in the business look like. And I've left that to others to do because I don't think that's my job to do, but it seemed so disparate to me that I raised the sum of parts issue. And I said there was a clear mismatch. And I want you to say it too because ultimately, I bought a lot of shares afterwards. But we've got valuable assets, and I've got to stress to you, we keep demonstrating in commercial pharma and in manufacturing. And we told you we would consider a value unlock if we got fair value for some of the assets we considered. And this is a demonstration of we have fair value, and we have considered it, and we have accepted it. And I just want to add that even at the current price today, we're still well short of what the balance of the sum of parts are. And have a look at those growth drivers. They are not in this area predominantly. And we will continue to look for ways to unlock this value. Turning to the growth drivers themselves, I was very clear, hopefully, in the last presentation. I mean, we had such a curveball hit us that we weren't anticipating. And sometimes in life, you get those things. And from an Aspen perspective, it was very sad at the time, but it's really helped reshape the group, and it's helped give focus. And we're not a team that's scared to roll up our sleeves. And maybe we got a little bit away from rolling up our sleeves, but we've rolled up our sleeves. And we just simply went back to those areas that we could control. And that's where our focus was. It was to deal with the GLP-1 opportunity we created. It was to fix China, to reshape our manufacturing, and to realize and commercialize contracts and the capacity we had. If I go to the Commercial Pharma Growth Drivers, let me be very clear. Aspen has taken a very big bet on GLP-1s. We've added maybe before I started, let me talk about China. China is a reshaping, but it's not going to necessarily give us growth in turnover. All we've done is we've turned it into something profitable. We've still got to work on a strategy to grow that profitability. It's not a drain on the business. We've had to deal with all sorts of VBP rounds, cancelled products, but it's very nicely profitable, and it will contribute very well into this financial year's profitability. But in terms of growth drivers, future growth drivers as well, not just for one year, we took a really big bet on GLP-1s. We allocated significant capital to develop product, to try and get to market early, to be at the forefront, to have the right manufacturing capabilities. All of this took a lot of time and effort and human resource. So let me give you a little update of where we are because there's been quite a lot of movement. On the semaglutides, the shake-up's going to come in Canada. Whoever performs there is likely to perform across the rest of the globe. It's public knowledge what I'm telling you now. We're one of a handful or less than a handful of products. We're in the shake-up. Bottom line, we're in the shake-up. We might be first. We might be fourth, but we'll be there for market formation. The patent goes in January. In our opinion, and having dealt with the regulators, nobody's coming to market in January, and it's highly unlikely anybody's going to come into the first quarter of the calendar year. At best, we're going to see Q2 launches, and I'm really proud of what the team's achieved. There's no doubt that we're going to be in the shake. I can't tell you if we're first or fourth, but we know we have a dossier that's registrable, and we're in a good position. Mounjaro, which is our other GLP-1, the brand Mounjaro, which we've got from Eli Lilly, it's absolutely shooting the lights out. I can't tell you anything out. It's way beyond. It's reached number one in the market, and the market's growing. Whatever numbers we've shared with you, and we'll obviously update you in our half-year results, but whatever numbers we gave you, it's wrong, and we've missed by a massive margin. On the positive side, sorry, just to be clear on that. I think 2026 calendar year is a very big year for us, therefore, a couple of reasons. One, we're getting a whole lot more stock. We've been battling to get our stocks in and getting a whole lot more stock in. It's arrived, and we start our regulatory process and registration process in Africa. Remember, we haven't just got South Africa. We've got sub-Saharan Africa, and we start those launch processes and turnover and registrations in 2026 calendar year, and hopeful that that will also be a very big growth driver for Aspen. So yes, we've taken some big bets in this region, and we're confident that we're going to get some strong delivery out of it. Under manufacturing, we talk about reshaping the sterile facilities and to get them to break even. So let's understand what we're actually saying here for financial year 2027. We're saying we've got embedded in our 2025 numbers is a positive on an mRNA contract of ZAR 1 billion. So we've got to make ZAR 1 billion more just to get back to where we were last year. And we've got sterile losses in our business, which would take us to sort of over ZAR 2 billion of losses that we are saying. So what we're saying to you from the position we're in now, we're going to make. We need to get ZAR 2 billion. If we achieve a break-even zero, we would have delivered ZAR 2 billion. And how did we say we were going to achieve it? Once again, the things in our control, reshape our facilities and do the contracts. Now, reshaping facilities, it's been. been. You can never be certain. You're never certain how things are going to come out, etc. And it's been a really, really tough six months. And for us, reshaping in Aspen and Rouen is really painful. It's difficult and, to be candid, an incredibly stressful process. From that perspective, I'm happy to tell you that we have successfully accomplished most of what we hoped to achieve. And we're more than 90% done as I speak to you now. Under contracts, we've made progress with our insulin contract out of South Africa. That's a big swinger for us to get to the numbers as well. We've started commercial production. What does that mean? It means Novo and Aspen are comfortable that we've had the regulator come to our factory. We're pretty comfortable. We're in a good space that both parties feel they can go into commercial production. As soon as the approval's received, we can start releasing stock. And that approval's expected during Q1 of this calendar year. The others are the vaccines. It was almost as if this is scripted, but we've had the Serum, the pediatric vaccines. We've now had two products registered. In fact, the one I just got a message about an hour ago. Those two are rotavirus and PCV. The PCV has been registered by SAHPRA. So that's positive for us because SAHPRA is a South African agency. To be able to submit to WHO, you first had to get SAHPRA approval. So we've got that. We're hopeful that WHO will have a fast-track approval now with us. But even if they don't, we are no longer dependent on there's one big bottleneck having registration under your own regulator. I think we should also expect some positive GLP-1 impacts on volumes as they come into both of our factories. When I spoke to you last, I apologize, but it was the truth at the time. It was an incredibly negative time for facilities, particularly our European facility. There was a lot of uncertainty on tariffs at that stage. It was 100%-200% if you made in Europe, and particularly to take European manufacturing into the U.S. I'm happy to say that that's settled now. There's settled tariffs. The environment is more benign. What you're seeing, by the way, is people are becoming a lot more nationalistic about where you manufacture, and people in Europe want their products in Europe. There are a lot of multinationals in Europe. There is a lot of production that's being installed in the U.S., but there are a lot of people now who are saying, "Well, you better make in Europe as well." So we're starting to see a movement where there was none. So that is positive for us. I'm just trying to think if there's anything else I've left out there. I think that's it, and we'll keep you apprised as we move along. In terms of, sorry, the WHO timelines, etc., please don't ask me any questions. I literally got an answer an hour ago. As soon as we know if we're on a fast track or a slow track, we'll give you updates on those as well. Under free cash flow generation, there's been a lot of focus here. We've always had a very strong operating cash flow conversion, and that's great. However, we've had more CapEx than depreciation, and working capital has increased a bit, which has meant we've always had pressure on our free cash flow. Sean mentioned to you in the last presentation that there's a desire to get our depreciation, our CapEx to match, and to have simply a lower working capital maximum terms by 2027, 2028, and that would unlock our free cash flow. That said, Sean, I don't know the 2027 years. I'm going to leave one last thing to you. We're getting a whole lot of money in. We've got a debt burden. We've got a total debt that's not looking too bad. And I'm going to leave you that by the end of this year, we get to a situation where the first time in our history, we have net cash. We're a company that's never taken from our shareholders. We've taken from banks. And that's your best way of telling if a business performs or not. I mean, you can give me any formula you want, but if you can take money and pay it back, it can be hidden in taking capital from others. But nothing's hidden in Aspen, so you get all the surprises, the bumps and lumps with us. But Sean, I think I'm going to leave it to you to get us into a net positive by the end of the year. But thank you all. Thanks for your patience with us. And it's an exciting journey for us. And as a group, sometimes there's quite a lot of momentum behind us at the moment, and we're moving forward positively. Thank you. Roy I think that's all I've got to say. Anything else I should cover? Okay, that's good. Thank you. Thank you, Stephen. Thank you, Sean. Thanks for the presentation. So we've got a couple of questions that have come in. I'll just go through them. Some of them are repeats. Some might just be kind of we'll just shoot them off and you can get answers. And some of them are asking quite a lot about margins and what the impact is going forward. So we've got to be careful of guiding over here. But let's just start with Unathi from Standard Bank. She's got five questions, around about five questions. Quite detailed. Just wants to know the EBIT contribution from APAC. There is the 18% revenue, 26% EBITDA, and EBIT contribution. I don't know if you've got that on hand, Sean, or we should get back. No, I think you can apply a similar number at the EBIT level. Okay. Talking about GP margins post-deal. I don't know if we are able to talk about GP margins post-deal. I can talk to that. I think the Australian GP margins are lower than overall group margins, so from a GP margin perspective, there should be a bit of an uptick, but from an overall EBITDA margin perspective, the Australian business does have a higher EBITDA margin, especially from an expense perspective, so from an EBITDA margin, they are slightly higher than the levels, and manufacturing, obviously, has dragged us down as well, and also, they've had some impact on manufacturing as well. Are the manufacturing facilities in India and Australia included in the deal? The manufacturing facility in Australia is very much commercial pharma-facing, so it's very low third-party facing. I think the third-party business for Australia is purely to service overheads, not India at all. Only the Australian factory. Okay. The 1.16 profit after tax for APAC you're referencing, you've said. Does that exclude China? Yes. Okay. I think we've covered that. Then Alex from JP Morgan. Are there any raw material supply contracts? And are these at market prices? Secondly, the net after-tax amount cash that you expect to receive. And again, why did you not exit China as well? I think in terms of the net after-tax, I think Sean gave you back to this. It was less than 5% of that would come out of the sum. Why didn't we exit China? China doesn't fall under that management team. China's always had a separate management team. So that team with the region that they manage. Was that the first question? What was the first question, Again? The raw material supply contracts and whatever. Yeah. So we do have supply contracts, but then there's no loss on those contracts. We often have products that are the contracts with Aspen are where we've often got common products. So it's very good to have the absolute volumes. But there's no onerous contract to onerous supply or anything like this. A couple more from Alex. Any plans for share buybacks? And what are the interest charge and tax rate going forward? So I mean, the interest charge, I mean, you can see we're going to extinguish most of our debt. So from there, it might be forex losses, and then that might be under finance charges. So I don't think there's material shift in tax, Sean. No. No. The rates and effective rates. I'll answer this one question. What question did I leave out? Any plans for share buyback? Share buybacks. I think we've got to look at where our share price is, and if we believe that the sum of the parts and so on, we'd have to look at what we allocate that capital, but for now, our absolute focus is we spent a lot of time just focused on getting this transaction done. It was actually most of the work was done. It was Christmas in Australia. It was the day before here, so all focus was on getting the transaction done, and we're going to sit and chat to the board and decide how we allocate capital and what's in the best interest of shareholders. Pieter Koornhof from Allan Gray. What are your priorities for balance sheet flexibility? Is large M&A likely or returning cash to shareholders or something else? Do I understand correctly that your guidance will ambition for sterile manufacturing to be EBITDA break-even by FY25? We'd like to be more than EBITDA break-even. We'd like to be EBIT profitable and cash flow positive. Thank you. By FY 2027. So I think that we're not looking at any M&A or massive M&A or acquisitions. Right now, we've got really strong growth from our business. And we put a lot of capital into our factories, and we put a lot of capital into GLP-1s. We're starting to see benefits from both, and it's only the start. And we want to see the growth. And those growth drivers, we hope in time will substitute for what we have or what we've divested out of Australia. T hat's where our full focus is, Pieter. We've spent a lot of money, and we want to get returns on that money that we've spent, and we're seeing a pathway. Thank you, Stephen. So Patsy is asking, you may have covered this already, Stephen, in your talk, just insights into reshaping of manufacturing in terms of progress in GLP-1. I think I've said everything I want to say on that. I think I've covered that. You've covered that, yeah. Luyanda from Nedbank. Organic growth within the commercial pharma is historically 3-7. Now that APAC is sold, what would be the growth rate? I think the growth, I mean, Australia has been a drag on growth relative to the base. So what remains should have a higher growth rate than what we had before. I'm not going to say it's three or seven because there were quite a few impacts at the moment with GLP-1s and shifting things out. But I think you can probably take Australian turnover out of the business over the last four or five years. It's easy enough to work out, and you'll see what those historical trends look like. And I think those could continue, and hopefully a bit of a kick and now with what's happening in general. I think some questions, including from Quinton Ivan at Coronation, another one for Luyanda, all dealing with whether the entire proceeds will be used to deleverage. And I think that you've covered that in the presentation as well. Just looking through here and refreshing just to see if there's any others that are going to come through. Just give me a second. Etienne at Truffle, could we expect more transactions like this to unlock value? Will you be actively looking for similar transactions, or is this opportunistic, or the value creation come more from organic improvement contracts, GLP-1 going forward? I think I can comment when I spoke about sum of the parts that I felt that the assets are still undervalued. And to the extent it stays that way, we would keep looking to see we would continue to follow the same path we have. It's not a new, it's not a today or last month. We've done this over years. The gap then, when we told you, and the gap today is still so high that one, unless there's a major shift, we would continue to have to look at those assets where people think there's a value, where we see a value arbitrage. But clearly, it's very helpful to be able to have the tailwind behind you. It's good to have a tailwind behind you in terms of sort of the GLP revenues and reshaped facilities and contracts coming on. That at least we know we can tell you a contract, it's fine. You either get it or you don't get it. But our focus is what we can deliver, but we will if the opportunity comes. And we're open to the opportunity. We're not closed to the opportunity. There's an opportunity to unlock more. Thank you, Stephen. So Andrew Barker from Ninety One. Good day, Stephen and Sean. Three questions over here. One on cash. How many more questions to go? I'm getting thirsty here, right? It's tricky because the writing is small as well. I'd like to unpack the net cash comments. What is your intention to run the business on a no debt going forward? And where does Aspen's sum of the parts strategy rank in capital allocation? It's certain no one here has had a discussion that we're going to get cash positive anyway. It's not a discussion. So we're not looking to create unnecessary debt, but you might, we'd have to have a look. And as I said, just give us a little bit of breathing space to come back to you with capital allocation. What we know for sure is we're going to reduce our debt. And then we've got to have a good look at where things settle and decide where else it goes, how else we get returns to shareholders. But what I can tell you is there's no acquisition in the wings that's waiting to have this money allocated. Thank you. So, Fergus from SaltLight. Also two questions. I think that you've covered, probably have covered this, both Sean and Stephen. The first is just around the GLP-1 change in industry dynamics in Canada. And second, high level is why not focus on divest more diluted assets in more expensive jurisdictions from operational perspective? I think we've covered that. We would look at each asset and decide how it fits and where that fits and whether we're getting value for it. It's a simple concept. It's a hard to sell business. Even a compelling price is not compelling. So we've just got to assess each option on its merits. I'm just going to ask my esteemed colleagues, and then see if she's spotted any more questions here that we need to get to. I've got the Gavi launch timing from Alex. Alex has some more questions. The timing of Gavi basket launch? I'd specifically asked. I've only got the PCV registration in SA before, so I've asked specifically, just give us a little bit. Let's go and consult with that team. Let's consult with WHO. As soon as we have timelines on that break, we've waited three years for one to get the registration. So it's been a long period. So finally, you can say that is one block that's speaking to the text. Okay. Well, good. Well, if there's any more questions or any of those that you want to hear me, we can just direct it to our team and get a response. But thank you for the interest and thank you for being on the line, and we'll be talking soon. I think we agreed our results for the results will be 3rd of March. 3rd of March. Presentation 4th. March 4th. So we'll talk to you then and we can give you an update on all of these other areas.