Morning, everyone. Thanks for your time. Myself and the management team are going to be presenting our interim numbers for 2026. We appreciate your time. If you have questions, please type them into the questions as we're going, and we'll cover all questions at the end. Moving on. Thank you. It's been a challenging six months for the business, and I think globally there've been numerous challenges with the war in Ukraine having a ripple effect globally across inflation, and I think we've decided to position the business specifically for this. However, within this space, we've had really great execution across a number of our strategies, which are starting to land within the business. Within this space, we've had a 10% increase in revenue and our group PBT is down 9%. Our fintech vertical, which covers payments, lending, and insurance. Our payments and insurance verticals have done very well. Our lending business has made the decision to tighten significantly on credit and cut disbursements in order to proactively manage and position the business for this changing market. Our retail business has also gone through significant change over the last year. We made the decision a year ago to shrink the size of the business and actually to reposition it towards a more niche retail business that is more cash generative and more profitable. The team has had real success on this with improved profitability in the last six months. Looking at our customer, we've had really good traction into our platforms over the last six months. For the first time, we're over 5 million customers that have signed across all of our platforms. This is up 17%. If I specifically look at the fintech customer itself, 70% of our customers are female. She remains the urban African woman, very tech-savvy, as I've said in the past. I think one of the things that are noteworthy in the last six months is just for us to have a look at the Gen Z. 30% of our registered users fall within this Gen Z grouping. They've got a very high net promoter score and a high. This payment business with our Google rating sitting at 4.7%. Interestingly, we've also, within the fintech space, are now sitting at just under ZAR 20,000 in terms of our average monthly income. I have presented this before. One of the things I wanted to share with you was just how digital is actually shifting both the markets that we pay in. I think this is a long-term trend that we're going to be staying with. If I just look a little bit to. At the moment, our market share within lending is only 2.4%. This is a really big market in South Africa and has continued to grow. If you look at the bottom left, there's been a fast growth in the last six months within the credit active females within taking part in the credit market with a 17% increase. Obviously, this speaks exactly to our customer base. Staying with digital. Globally, digital payments are a very fast-growing category. South Africa's is no different. Our share of this digital payments is currently 3.5% of the ZAR 2.9 trillion, including our cards market in South Africa. Digital payments themselves are growing very fast. Globally, the buy now, pay later market has grown by about 230%, and is fit to do so over the next four or five years. This is mirrored within ourselves, and the graph in the middle shows you that in the last year, our digital payments, which covers both our payments and our wallet transactions, is up 62% in the last year. Really fast growth, as I said, within this payment vertical, echoing adoption globally. For me, if you want to understand our group and what our chief strategy is within the fintech space, it is this slide. This speaks to how our customers and merchants drive our ecosystem and our flywheel in terms of product adoption, and that this is starting to accelerate. If I start with our merchants, we have about 3,800 merchants at the moment. Sean is going to chat to you about our PSP, payment service provider adoption in the next six months. We anticipate closing the year on about 18,000 merchants within our network. On average, we have about 1.1 million customers signing into our ecosystem. A merchant will sign up, and once they sign up, we will start offering our Buy Now, Pay Later products to their customer base. This is traditionally the first product that our merchants' customers start using. Once they have started using those products, they get offered the other products within our network. That could be another lending product, further payment products, wallet, or an insurance product. It is this flywheel and the fact that our merchants' customers become our own, and then we offer products within our ecosystem. That is the pivotal thing to understand. You can see in the last six months, we are really starting to deliver gains as we have got a greater understanding of the customers and offered her different products. We have seen a 64% increase in our lending within the ecosystem, 2.5 x increase in terms of our other payment products, and insurance for the first time is really starting to gain traction. It is off a low base, which means we have seen a 35 x increase in volumes through the space. If I stay then with the customer and look specifically at the products that we are building out for our customer, the 4.8 million customers that I spoke about. We are building a connected ecosystem for our customers. Our entry point is the payment product. The next product that she typically takes is a lending product, and we have got a number of lending products across varying terms that she is able to take. She then takes an insurance product with us, and that would be across funeral, personal accident, credit life. Lifestyle for us is very important because this is our first engagement product, and it actually speaks to what we offer our merchants. She comes on, she is able to engage in deals or discover new stores, which she may not be familiar with online stores typically. This helps her discover, but also keeps her coming back to shop on our engagement platforms. Finally, our fifth product is other engagement products. We have gone live with our MVNO. We are in a beta phase in the second six months of this year. That is an engagement product for us, and we are also offering airtime, data and other value-added services and our rewards product is going live, and the first element of our rewards product is going live. Finally next year, we will be looking at other account products and a virtual card during 2027. This is all built around getting her to become a habitual engager on our platform, specifically using our engagement and lifestyle products. Looking in a similar view with our merchant product. Our payment options attract our merchants, but it's the shopping platform that ultimately delivers benefits to their customers and also enhances their value. If we start with our payment, we've got a couple of different payment products, and we'll be launching more during the course of next year as well as the card. But it's the sales accelerator element that our merchants want. Here we partner with our merchants to drive further traffic referrals to their selling platforms. We drive marketing campaigns to their platforms and offer improved conversion through our payment products. We're launching our AdTech platform. We do have digital media solutions at the moment. We're launching our platform in the H2 of this year, and we're enhancing our sales team in this space. Then finally, analytics is the final element where we help our merchants gain insights around how their products are performing, how their deals are performing, and how shoppers are responding to their platforms. Finally, I wanted to just spend a little bit of time talking about AI and how we see it within the business. We are wanting to invest ahead of the curve. Although this is such a rapidly changing part, I think of every business globally. What we're trying to do is to compound some of the moat that we currently have and some of our long-term advantages. We've doubled down on our tech spend. We've had a 50% increase in our spend in the last year, and you can see how our customer service is improving on the right-hand side in terms of cost to serve or cost per transaction. We see AI in four phases. Our first phase is what we're calling AI assistance. We have Copilot throughout the organization, and our engineers and our analysts and executive teams and management teams have Claude code. We're starting to see the benefits through improved velocity and also more than a 50% recovery time on some of our code that we're going live with. Obviously, the focus on this is to strengthen our velocity or improve our velocity, but also our cost platform. That phase is pretty much finished. Our second phase is our data foundation adoption. We've chosen Snowflake as our data platform. We're about 80% of the way through, and the objective of this phase is actually to. We've got champions in terms of driving more data insights using AI throughout the business. But it's to create proprietary insights, whether that's through credit, propensity modeling or fraud, and how we're using AI to enhance the space. Phase III, which I would say we're about 40% or 50% through. This is how we're using AI to redesign our workflows and bring through agentic operations. Once again, the focus of this is to expand monetization as we use autonomous agents to drive improved performance or operations. This is a multiplier that we want to try and do across all of our contact centers and all of our touchpoints that our customers have with us. And then finally, which is I suppose our end goal and this is where we are very nascent, is actually to have an AI native ecosystem. We are using AI to transform all of how our products are built, how our flows and how our customers are actually interacting with the organization and using insights to drive and start to anticipate our customer needs. At this phase, we believe that we are going to be reinforcing our ecosystem. Like I said, this is very fast-changing, and it is super exciting for the group as we start to uncover. I do not even think we know fully where we are going in this space at the moment. This is our plan in the next year and year and a half, but things are changing very fast, and it is a super exciting space for the group and the business. I am now going to hand across to Paul, who is going to give you some more insight from a finance perspective. Thanks, Paul. Thank you, Shirley. Despite the challenging macro and the impact on the H1's profits, I am pleased with the purposeful allocation of capital that has been achieved by the group to lift shareholder returns in the H1 of the year. Firstly, in the fintech space, the change that is driving there is what is delivering the four-year compound annual growth rate improvements. Over the four-year period, revenue up 13%, profit before tax up 18%, and it is a similar outcome on HEPS. We have purposely resized the retail business, so it is transformed into a smaller, more profitable business as well. The profit before tax in the H1 of the year is down 9%, so we have been impacted by payment issues and the macro environment, but we have made the right changes, and we have increased our provisions well. I am very pleased with how we have managed our group trading expenses, so now down to 27% of revenue. That is a strong reduction over the four-year period. I am now going to share with you how that purposeful capital allocation reflects on the group profit and loss. If you look at the bottom block, you can see that we have purposely reduced retail revenue, so that is down 22%, lending revenue up 21%, insurance revenue up 13%, and notably, the payments revenue is up 88% in the H1 of the year. That is what is driving the fintech fees to nearly 40% of revenue in the fintech business. Consolidated together, that is what is lifting group revenue by 10%. Very pleased with the improvement in the gross profit margin. Chris will speak to what the drivers of that are. Data costs for the group are up 44% in the half. We made the right changes there. We lifted provisions in the fintech space. Sean will unpack that in further detail, and Chris will speak to the improvements that are flowing through into the early metrics in the retail debtors book. Trading expenses well managed. Chris will go into the detail of what's delivering a sizable cost reduction in the retail business, and Sean will unpack what's been invested in the fintech space in terms of the trading costs. Standing back, the debtor costs are impacting group profits. The board has decided not to declare an interim dividend, but rather to reinvest that capital into the fintech business while the credit normalizes. In terms of the cash flow, I am pleased with how we managed capital and cash in the H1 of the year. That's then flowing through to an improved group return on equity. Bottom right-hand side, you can see it's up to 13.2%, despite the lower profits in the period. I want to draw your attention in the table to the cash from operations. So that's improved by over ZAR 300 million in the H1 of the year compared to last year. What's driven this? Firstly, retail has been focused in terms of its cash generation. It's tightened its credit risk, lowered its cost, Sean's delivering higher cash sales, and retail has also shortened its book term, and this is then converting to an extra ZAR 200 million in group cash in the H1 of the year. We've also curtailed lending, which is generating a further ZAR 200 million of cash for the year. We've held our funding at a very similar net debt to net receivables level, so that's within the targeted range. That's at 56.9%, and we've ended the half with strong cash on hand of ZAR 240 million and further available facilities of ZAR 860. We are considering repurposing property capital, which could generate a further ZAR 400 million for the group as well. So, pleased with how we are managing our cash and our capital to improve our group returns. Why are we allocating capital into the fintech space? Well, you can see from the bottom right-hand side, it's because the fintech return on equity is well above that of the group. So fintech return on equity at 24.4%, so that's well above the group's 13.2%. It's a very similar trend to what I've shared previously. So we collect more of the short-term book than what we disperse. We are driving a higher fees mix. That's converting to better cash. Both the lending portfolio, which is a short-term book, and the payments portfolio on the buy now, pay later space, also a short-term book. Those are both converting well in terms of their capital utilization, and that's delivering an improved fintech yield to 224%. What does that mean practically? On an annualized basis, we are collecting double the size of the book, and we are also collecting 4x the size of the net debt outstanding. So it's a high returning portfolio with a very strong yield coming off the book. Standing back, my reflections on the H1 of the year, we've moved capital into the higher performing fintech space. Retail business has been right sized. We've responded well in the challenging macro. We've made the right changes. Happy with the early reads that are showing out of that portfolio and the higher provisions that are held. And we've improved our group return on equity. Very happy with the capital allocation that's been driven through the business in the H1 of this year. With that, I'm going to hand over to Sean Wibberley, the CEO of the Fintech business. Thank you, Paul, and good morning, everybody. The Fintech business continues to enjoy really strong top-line growth. Our revenue up 30% with a CAGR of 32% over the last five years, and this growth driven across all of our verticals with the payments business really scaling hard at very good risk. We have had challenges in the lending business, and we've taken big provisions against our lending book, which has impacted profits, but very pleased with the top-line growth across all of our verticals. Our fee income mix is now 40% of revenue, representing a nice increase, as you can see on the top right graph, against our strategy to get to 50% in the medium to long term. Our trading costs continue to come down 23.3% of income, while our debtors costs took a steep increase this year as we took on provisions under the prevailing climate, and I'll cover in later slides our rationale behind that. All translating into flat trading profit of ZAR 579 million and PBT for the Fintech business down 10%. Customers continue to be attracted into our ecosystem. We're booking over 130,000 customers in this half, so the rate of growth is actually accelerating of our intake. We've booked 835,000 customers in H1 at an average cost into our ecosystem of just ZAR 60, representing the powerful effect of our ecosystem, which has got viral adoption and cross-sell built into it. Our base of Fintech customers is now at 4.8 million, with very high retention rates across both the lending and the BNPL portfolios. And customers rate our platforms highly at 4.6 and 4.7 Google ratings. So a lot of good engagement and retention from customers, as well as viral adoption into our ecosystem. The flywheel is continuing to turn faster and faster, and we're seeing a greater adoption of customers taking two or more products. We grew that base by 29%, and the base of customers who are coming into our portfolio of lending and insurance products coming from the payment side of the business increased 20% to 24% from 19%. So more and more customers are cross-selling into our base after coming in from the payment side. On the top right, you can see the adoption of customers who have two or more products, how they are taking that second and third product and increasing the number of products that they hold. This is showing in the bottom right graph how the ARPU increases substantially as customers take that second and third product. That is the core part of our flywheel ecosystem, is getting customers into the flywheel and engaging on the platform and migrating through the different products. What attracts her is our products, but what engages her is the platform. Our unified destination provides an immersive shopping experience as well as a growing financial marketplace. We enjoyed 5.8 million monthly logins into our app, and this is converting into customers discovering stores and personalized deals from our merchant network. The average customer when logging in is seeing about 19 different store directory impressions for every time they log in, delivering personalized deals to those customers, and we are seeing greater and greater impression counts, up 44%. Our financial marketplace is where we offer all of the financial products within our ecosystem, and we are seeing nice uptick in impressions there, up 15%. A key focus on the business is working on once customers have seen the offer and clicked on it, what is our conversion? That is up 21% to a 14% conversion rate through our funnels. Looking at our P&L, as I have mentioned, revenue up 30%, driven very strongly by the payments business up 88%, and our fee income mix going up over 40%. Lending up 21% despite us purposely cutting disbursement, which I will touch on a bit later. Debtors costs up 62% as we provided strongly against our book under the current macro conditions, plus had higher write-offs, net of recoveries of ZAR 127 million. The payments portfolios, by the way, are performing very well, and the book with high book growth requiring incremental provisions to cover off on that higher growth. I have mentioned trading expenses up nicely only at 22% versus revenue at 30%, whilst we still invest heavily in technology, which Shirley mentioned up 56% in terms of investment tech. Altogether, PBT down 10% with flat trading profit at ZAR 579. Lending growth at 10%. This time last year, it was 30%, so we have slowed down lending. Insurance still comfortably growing at 18%, and strong growth in our GMV of 76% in the payments business. We have had a number of lending issues that we have contended with in the H1 of this year, some related to uncontrollable factors in payments. We have had several different banking issues over the last year which have caused customers to roll, and we have also had some of our own making. We have made changes to our tracking strategy in DebiCheck. That is now been rectified, and we are starting to see a strong improvement there. We have also bolstered our collections team to deal with customers who in this current macro environment. Customers are definitely feeling affordability headwinds, given the rising costs related to fuel and the increase in the CPI. So we have made massive changes in the book in the last three months of the year, cutting demand from 28% last year this time in Q2 to just 6%. We have reduced acceptance rates. We have taken about ZAR 700 million out of our open available exposure to our existing base and reduced terms slightly. What is good, the very recent roll rates in our July cycle have come down across the board in the lending portfolio 13%. What we're doing is working and management have taken the view to shore up provisions in this time and position the business conservatively for the macro ahead of us in H2. Looking at the debtors' costs themselves. Our debtors' costs are up to just over ZAR 1 billion, 49% of revenue. Our gross book is up over ZAR 8 billion, of which 14% now comes from the payments business, which has seen the biggest growth. On the top right, you can see the growth of over 100% in the payments book and more muted growth of 17.7% on the lending book itself. Our staging has improved to 71.9% as we've increased provisions to have higher coverage over our stage two and three provisions. The bottom right shows an early vintage graph. These are customers reaching a 60-day arrears position after taking up a loan. We noticed in the course of the first six months of this year that we had a couple of higher months in March and April, and we cut back significantly in May. The May vintage is now tracking in line. We're confident we've done the right things. We're also seeing the zero to one in July come down. Our lending business has been tightened and has been tightened in an appropriate way. BNPL has performed robustly. It's still maintaining under 2% of capital at risk of the GMV. PayStretch draws from the pre-qualified BNPL base. It itself is also performing well. It's the lending book we've tightened on, which we believe is appropriate in the circumstances with which we find the macro and our consumer headwinds. Our payments business is by far in a way the growth driver in the ecosystem. We are booking about 120,000, 130,000 customers a month into the BNPL product. This growth, as I've mentioned in the previous slide, is done at quality, in other words, under 2% of capital at risk. Since starting the business, we've disbursed ZAR 17.9 billion in GMV at the merchants' tools, and that is actually compounding. Look at the bottom left graph. A customer who comes in in year one more than doubles their spend in year two, and again, that increases in year three and four and so on. Customers get used to this product that they're allowing her to split payments at the till and make her purchases more affordable and manage her cash flows. On the top right is our PayStretch product. We launched that two years ago and scaled it last year. This half, we've done ZAR 290 million in GMV with a massive uptick in transactions, up 286% on half- on- half. Down at the bottom right, you can see the two different products and how we position them in the market. BNPL for convenience, the Pay in 12 PayStretch product for larger ticket items where we see a slightly higher average order value. It's lower frequency on the longer-term product, but larger annual spend as expected because the customer is able to pay over 12 months rather than the shorter-term 42-day BNPL product. Our insurance business is a high-margin business and a key vertical and focus of ours. We have 189,000 customers in force, up 28% on the half. Our claims ratios are stable, and we booked ZAR 122 million of premiums in the half. Very pleasingly, our digital strategy continues to improve. Now, over half of all our transactions are concluded end to end, all of our sales end to end on the customer doing so on her smartphone platform. The introduction of PJN branded products has seen a big uptick of 115% on the half. Small volumes, but very exciting that we are able to engage customers digitally on the PJN platform. We will soon be launching an MVNO product, allowing us to reward customers with air time for persistence on the insurance products, and we are looking really forward to that product coming in, which we believe will be a massive improvement in the adoption and persistence of insurance on our platform. Our merchants, we have 3,850 merchants, and we are looking to expand that tremendously over the next six months of the year through our PSP strategy. On the left-hand side, you can see merchants who have adopted to us in the past and how those merchants enjoy greater and greater GMV in the following years. So a lot of loyalty from customers and merchants in the trade, making us the number one BNPL in South Africa. We cover most of the tier one brands and have a few exciting other brands coming in the future. Probably one of the biggest changes we will be making in the H2 of the year is integrating into payment service providers, thus opening up their integrated merchants into our platform. Thus, us seeing a big step up from about the 3,850 merchants to we targeting 18,000 at the end of this year. Also exciting is branching away from traditional retailers into other categories: medical, travel, and education, where customers are going to be able to split those transactions across those new verticals. Really exciting category for us. Ad spend revenue, this has grown nicely by 17%, where we are monetizing our 4.5 million BNPL customers engaging on our shopping platform and clicking through to merchants, and we are monetizing those clicks. We have invested in tech, allowing for merchant to interact with us digitally and to create their profiles and their marketing profiles. The merchants who have been engaging with us thus far have seen more than a 10 x return on their ad spend, meaning ZAR 100,000 spent on clicks is translating into over ZAR 1 million in checkout volume. Lastly, Shirley actually mentioned this, the introduction of PJN Mobile. We are going to be soft launching this in Q3. This is in partnership with an MNO, very capital-light partnership, allowing us to sell very affordable data and air time to our 4.5 million customers. But the real opportunity here is us being able to engage and reward and incentivize our customers on the platform, by using our platform and our products, getting rewarded for that in data and air time. And we see this as being a great customer boon and improving engagement on the platform. With that, I am going to hand over to Chris de Wit, who will take you through the retail business. Thanks, Sean. I will share our retail story. As Paul alluded to earlier, it is a lot about capital allocation. What we have been doing the last six, seven months is to have a reduced niche retailer with stronger returns. As part of that strategy, our sales are lower year-on-year, so we tightened credit, and we also cut out certain sales. Very pleasing is our GP, and you will see there that our GP is up about 60 basis points year-on-year. That despite some headwinds around fulfillment cost with increased fuel. Quite a good job on the GP, and we are quite proud of it. In terms of debtors cost, marginally down year-on-year. The big benefit of debtors with closing our credit would really be felt into 2027, and that is where we expect some real positive savings to come through as the book matures. Trading expenses year-on-year down 31.7%. That was around our restructuring. We have a leaner cost structure, and we have been quite proactive in AI adoption. Shirley touched on a few AI projects. Overall trading profit growth 15.4% and profit before tax 71%. A real strong result after our changes in the end of last year. On the bottom right, strong cash generation, which we are very, very positive about. In terms of our showrooms. Showrooms are the primary growth sales channel, but we have also invested quite a bit in our customer experience. In-store payments, we have seen quite a good increase in that. Our customer service, we have reduced our query time. It is now less than two minutes, so really good service back to the customer. Putting the customer in the middle has led to an improvement in our NPS and our customer scores. If you look to the right there, we have also implemented a new account opening process this year. We have invested in technology and some credit risk metric changes, and we have gone from about 20 minutes to open an account to less than five minutes. Those things will also lead to improved payments and better efficiencies. The last one, we have also seen a 65% growth in our buy now, pay later customers, which is really good for us in terms of the cash sales. Overall from showrooms, very, very happy with the trajectory. If you look at credit, we mentioned that we have reduced our credit appetite, and at the bottom left, our vintage is showing that our credit metrics and the early vintages are well back in line. We have improved our early-stage roll rates, so that is both in the new and existing populations. Our first payment defaulters are on track, and we are very, very comfortable with the outcome that we are seeing in credit at the moment. One of the key things I shared with you earlier this year in March, April, was that we wanted to reduce the sales term of our book, and we have been able to do that. We have reduced that from 16.8 to 14.8 months, and that really helps us reduce the asset and improve the return on capital employed. Happy where we are in credit, and also comfortable with our level of provisions. Lastly, I would like to talk about our AI and technology. In the AI and technology, we have been able to save quite a bit of money, but we have also replaced systems with AI design tools, and we have seen the speed of development and deployment really, really improve, and we have shortened that time period. In terms of investing into WhatsApp and our customer engagement with the customers, we have seen that those monthly users are up 170%, and also the sales coming from WhatsApp has started to grow. Yes, off a small base, but very positive. And we have got a very quick query response time on WhatsApp. Again, putting the customer in the center of what we do. At the bottom left, you can see the net promoter score has gone up from 58 to 61, and again, fast resolution time for our customers. We are combining the investment in technology together with showrooms, as I have mentioned in the previous slide, putting the customer in the middle, and we really believe we have got a very good platform as we start growing sales, that we will achieve those metrics of double-digit margins as we set out to do. I am now going to hand back to Shirley. Thanks. Thanks, Chris. It is exciting to see how the retail business strategy is playing out. Just to close, we feel our ecosystem is compounding. I spoke about how we are seeing increased engagement and adoption, which is driving our profitability, and we are well positioned in terms of the macro headwinds. Just looking a little bit more closely, we have spoken about how our 2+ products are compounding. This is a trend that we anticipate continuing to see, and as we focus on the flywheel, we will start seeing that payments, I mean, customers internally sourced will continue to grow from the 24%, and we will continue to see improvements in our fee income during the course of the next six months. From a payments perspective, Sean has chatted to you about these verticals. We anticipate seeing our payments and merchants vertical being the fastest-growing verticals within the group. Payments will accelerate in the H2 of the year, as they always do. In the first couple of weeks of the H2 of this year, our payments is continuing to grow at similar levels to the H1 of this year with great risk. We've all chatted about our credit and how we've tightened in the H1 of this year. We're seeing improved roll rates across the board, specifically within the existing population, which was the area that we were concerned about. We'll hold the course while the macro remains under pressure. Finally, I spoke to you about investment in AI and how excited we are about the changes it's going to bring in our business as we move from an assistance-based model into more insights and proprietary models and redesigning our workflows. In terms of the last six weeks, our disbursements, as I said, we've held the course. Payments is accelerating fast with great risk, and our retail team is starting to show growth on last year. We're excited for a purposeful H2 of the year. Thanks everyone for your time. I'm now going to move across to questions. As I said earlier, please put your questions into the chat, and we'll answer them as we go. Thanks so much. Great. I'm going to start. Our first question, this one is for you, Sean. The South African consumer's under pressure. What are the indicators that you watch most closely? Thank you, Shirley. We monitor all the typical ones. What's happening with transport, fuel costs, where food inflation is going, the CPI and interest rates in general. But one of the other indicators we look at is our own data, where we closely monitor customer performance and utilization of our products. We also frequently ask customers when they log on to our platform how they're experiencing their financial lives and how it's impacting themselves, their family, other support networks within their household. We then use that to make decisions on where we think things are going. So not just the external factors, but also ones internal to our database. Another one for you, Sean. How do you see AI changing the financial services business? Yeah. We use it quite extensively across all of our various departments within the business. Everyone is actually consuming AI and using it to improve how they operate as individuals and as teams. I guess specifically the biggest area that's changed is engineering. The vast majority of our code is developed by AI and then assured by the engineers. They're not actually coding themselves. They're not actually typing code by hand. They're reviewing it. We have an agentic bot that reviews our code base, looks at our, and develops documentation on the code, and then QAs the code and then raises risks and flags for engineers to look at. When tickets are raised, the AI bot looks at the tickets and actually writes code for the engineers to then go and review and ingest into the system. We're still in the process of trying to automate this, but in the process of trust and audit on what AI is turning out. The quality is very good, and I expect in time we're going to start seeing quite a bit of automation of fixes on the fly by the code. On the agentic side, the customer services and so on, again, AI is ingesting feedback from customers and providing prompts for our agents to use, and we're in the process of looking at that to try and automate. But really it's about understanding whether we trust what's coming and using that into the system and automating it. Very exciting space, and the piloting we're doing is showing real value across the business, and I think it's going to change things quite radically for us because we've got so much data coming in, and AI is so fantastic at pulling it together and coming up with the right answers off a broad code base. Very exciting stuff for us. Thanks, Sean. Chris, a question for you. If you're trying to make retailer into a smaller, more profitable retailer, what is next in this strategy? Thanks, Shirley. The first ambition we had is to get to double digit margin, so that's operating margin and return on capital. We want to achieve that by the end of this year into next year. The business really set up for growth and customer acquisition and really two main channels. The one is to continue into showroom and invest in the current showrooms around her experience and having a great experience. Combining, as Sean also mentioned, using technology and the data that we have to improve things like conversion and marketing. On the digital side, we do think there's also some real opportunity. We have invested in WhatsApp, improving the journey, and we're also working on our website to improve her experience and her interaction with us. We believe those are the two kind of key drivers that can set us up for growth into next year. Chris. A question for you, Paul. Can you speak to Weaver's debt maturity and when is the next likely refinancing requirement? Thank you, Shirley. We've got active engagement with our lenders. We talk to them regularly, and they're very supportive of the group. We're expecting to raise new funding during the course of 2027 again. Thanks. Sean, this a question for you. What is the appetite for acquisitions? What assets and markets are likely to be of interest? Thanks. Yeah, we do have appetite for acquisition. In the history of this business, we acquired the PayJustNow business about five years ago, and that augmented our existing lending and insurance verticals with the payments vertical. As Shirley mentioned earlier in our presentation, we are exploring verticals in the wealth segment, so acquisitions in that sector would be appealing to us. At the moment, we're looking at South African acquisitions. We would be happy as well to explore anything on the continent. For now, the growth in the business in what we're doing and the strategy Shirley outlined in our verticals is where our key focus is. Acquisitions absolutely on the table. Thanks. Sean, another question for you. Please, can you provide some insight into the source of the ZAR 833 fee income in Weaver? Is this largely a fee levied on retailers for providing the service? Sure. We have a range of different elements that drive our fee income. We have merchant discount revenue from our payments business. We have ad spend revenue from the clicks we monetize with merchants, insurance and service fees levy on our lending portfolio. The fastest-growing is the merchant discount revenue because we're rapidly expanding our payments business and also the breadth of our merchant offering. So we're garnering a higher and higher fee income mix there. We don't share that with the market, the breakdown at present, but the fastest-growing is most definitely our merchant income. Staying with the merchants, buy now, pay later, there are a number of tier one large retailers who have the tech and financial capacity to provide BNPL services. Why do you think they outsource this to Weaver and not keep it in-house? Yeah, look, I think frankly, most of the larger retailers have been doing buy now, pay later for a number of years. Customers apply for a credit facility where it is interest free for the first six months. What buy now, pay later does is it gives those merchants a larger swathe of other customers that might shop at them. Buy now, pay later has become the smart way to shop. It is digital, it is interest free, it is very short, it is easy to apply for and to manage. The younger generation are just seeing it as the smart way to shop, and it has become a phenomenon. The PayJustNow brand, we have 4.5 million customers, and that is growing by 130,000 a month. More and more consumers are seeing BNPL outside of the distinct retailers being the smart way to shop. Hence, we see that growth, and we see it globally as well with brands like Klarna. How important are merchant relationships in the long term Weaver story? Sean, I think this is for you. Well, very. So we're a two-sided ecosystem. 4.5 million customers, and we've got just under 4,000 merchants at present. We want to rapidly expand that to 18,000 odd by the end of the year by integrating into payment service providers. The reason they're so important to our ecosystem is that the more merchants we have, the more attractive we are to customers. The more customers we can garner, the more attractive we are to merchants. It's a very virtuous relationship between ourselves, the merchants, and consumers. Thanks, Sean. Paul, a question for you. Please explain the board decision to pass on the interim dividend. Thank you, Shirley. The board is conservative with managing capital, shared the progress on our capital and cash management in the H1, and the healthy cash and facilities that we have available. The board has decided that in the current macros, the right thing is to hold onto that capital to be available to reinvest in the fintech business. Thanks, Paul. Sean, another question for you. What are staff attitudes towards your AI adoption? Are you seeing global fears of job losses, and how do you plan to manage this? I think we've been quite proactive on that, Shirley. We have a weekly forum on AI, which is very inclusive across the organization. We are asking staff to go and use AI and explore it for themselves and with their teams, and then to present back how they're using it to train the staff on, frankly, how to use it. There are no training manuals for AI that are relevant because a few weeks later, new features come out, new ideas. We found this to be a very engaging forum where staff are literally adding a lot of value in their workspaces and within their teams, bringing that back in and getting exciting momentum. I think AI does cause fear amongst people, and we've decided to hit it head on and to make it an inclusive, engaging experience with our staff. Thanks, Sean. With a significant number of purchases still occurring in-store, is there an intention to expand the buy now, pay later product to enable in-store usage? Yeah. Our buy now, pay later product at PayJustNow is largely in-store. About 60% of our gross merchandise value actually happens at physical tools. We are already there. We want to continually expand with our merchants, both online and in-store. What we're going to be doing is exploring broader terms than the simple Pay in 3 product. We're looking at a Pay in 2 product, which we believe is more suitable to FMCG. We will be exploring that, as well as longer-term PayStretch products. We have a Pay in 12. We're going to go to a Pay in 24, and we're going to be piloting a Pay in 6 and potentially a Pay in 18. Trying to cover the full swathe of offerings for customers both in-store and online. Sean, another question for you. What is the financial impact of the ecosystem on the business? Well, there's a few things. One is because we have a range of attractive products on the ecosystem, most notably the BNPL product, we're attracting customers at scale into the ecosystem. The platform itself drives engagement and then exposure to our other product sets, leading to very efficient cross-sells. Our average cost to acquire a new customer onto another product is just ZAR 60, and that's because the incremental cost of cross-selling that customer is very, very low on our platform. Hence, we get really good scale, both in revenue from customers and also cost efficiencies. Let's just see. Payments has been a standout. Can you elaborate on where you see the biggest opportunity? The biggest opportunity with payments is basically the continued scale. When we add a whole lot more merchants, we're going to have a whole lot more use cases for customers to employ the product. The increase in frequency we've evidenced over the years with customers using the product, so with more merchants, increased frequency. I've just mentioned we're going to add different terms to the payment product, thus befitting more needs of the customer. Next year, we're going to be launching a virtual and physical card linked to the payments products, again, to further facilitate access at the till. I think we've got time for one last question. Sean, another one for yourself. What gives Weaver a competitive advantage in an increasingly crowded fintech landscape? A number of things. I think we've got strong mover advantage in the BNPL space. We have 4.5 million Buy Now, Pay Later customers. PayJustNow is becoming a household name for splitting payments at the till. The business's heritage is very much focusing on the Black female South African. 70% of our customers are female. That's fairly unique in the marketplace. We are experts in direct marketing and mass-market consumer credit, having been in the game since the advent of HomeChoice in 1987. Our focus on the customer, our digital 24/7 interaction, and the intense focus on her user experience on the platform is what keeps us sharp. Great. Thanks, Sean. Thanks, everyone, for your time. I appreciate it, and we're looking forward to the next six months. We'll see you in March. Take care. Bye-bye.