Doctor Care Anywhere Group PLC ($DOC)

Good evening. It is wonderful to see so many colleagues, investors and attendees attending in person in Melbourne. And a big thank you to Investor Hub for hosting us for first AGM direct from Australia. And a very good morning to those joining us from the U.K. It's now 7:00 p.m. in Australia and 10:00 a.m. in London, and I declare the Annual General Meeting of Doctor Care Anywhere Group PLC open. My name is John Stier. I am Chairman of the company. I'm very pleased to welcome you to the Doctor Care Anywhere Annual General Meeting on the 28th of April 2026. Before we begin, I'd ask you to note the importance of this notice and disclaimer on the screen. This presentation is for information purposes only and does not constitute financial or investment advice. It contains forward-looking statements subject to risks and uncertainties and includes non-IFRS financial measures, which may not be directly comparable to other companies reporting. Past performance should not be relied upon as a guide to future performance. Please take a moment to read the full disclaimer. With that noted, let's get to the business of today's meeting. I'd like to introduce the Board and management team joining us today. Joining me here in London is Non-Executive Director, Matthew Addison, along with some of our executive team. Our CEO, Laura O'Riordan; and Nonexecutive Director, David Ravech, who are joining from Melbourne, together with the shareholders attending in person today. I'm pleased to confirm we have a quorum, and the meeting is now formally open. Let me briefly set the scene before Laura takes you through the detail. Look, we've had a landmark year. And I need to say something really plainly. This was a real landmark year for the company. For the first time in Doctor Care Anywhere's history, we delivered a net profit. For the first time, we generated positive cash from operations, and we did both while growing revenue and expanding margins. I know many of you who have been shareholders through difficult years. On behalf of the Board, I want to thank you for your patience. What you are seeing in these results, however, is material change in the business that we expect to drive value as we move forward. Our transformation has been delivered. This did not happen by accident. When the Board welcomed Laura to the business, we set out on a transformation program. We committed to rebuilding the business from the ground up, the operating model, the cost base, the workforce mix, the technology platform. Revenue of GBP 38 million, underlying EBITDA of GBP 5.3 million, up GBP 5.2 million from the prior year, contribution margin of 43.5%. These are not aspirational numbers. These are audited results, and they represent a decisive shift in the financial performance of this business. Importantly, we met or exceeded 100% of our market guidance last year. For a company that is building credibility with our investors, that consistency of delivering what we say matters enormously. And we now have a platform for growth. With financial sustainability now secured, the Board's attention has shifted firmly to growth. Laura will take you through the detail of the strategy shortly. But from a governance perspective, I want to signal that the Board is confident that the platform DCA has built will support this. We have clinical credibility, operational infrastructure, a 3- to 5-year road map that is grounded in the markets we know and the capabilities we have demonstrably built. We're not chasing growth for its own sake, we are pursuing disciplined capital-light expansion through 5 partner channels, each with clear commercial logic and near-term opportunity that Laura will talk to you about. Finally, a word on the Board itself. In 2025, we welcomed 2 nonexecutive directors, Matthew Addison in October and Dr. Sam Shah in February, both bringing deep and relevant expertise in health care, technology and investments. The Board is now well constituted to support and challenge management as DCA scales. Our Audit, Remuneration and Clinical Governance Committees all have been active and rigorous. The board takes its responsibilities to shareholders, patients and clinical staff very seriously. And that will not change as the business grows. I'll now hand over to Laura, who will take you through our operational progress, the strategy and what comes next. Laura?

Thank you, John. Good morning, evening, everyone, and thank you for those joining us in Melbourne today. I'm particularly delighted to welcome those of you who have turned out in person. I've been with CEO since January 2025, and I want to say upfront how incredibly proud of what my team has achieved in a very short period of time. What you'll hear from me today is the story of how we got here and where we're going. So Doctor Care Anywhere is a leading provider of digital-first primary care in the U.K. We support over 1.3 million activated lives. And last year, we delivered nearly 700,000 consultations. We operate 24/7 and enable patients to book an appointment in under 90 seconds with one or more of our 500 digitally trained clinicians. And most importantly, patients are typically seen within 2 hours. This is quality care, which employers, insurers and the public sector and partners can rely on at scale. I now want to let you know and turn on to our numbers that matter the most to our shareholders. Our financial highlights from 2025. First, the key financial metrics. We generated revenues of GBP 38 million, up 6.5% on a like-for-like basis while achieving an underlying EBITDA of GBP 5.3 million. That's a GBP 5.2 million swing from where we were in the full year 2024. Our net profit was GBP 1.2 million, the first time in company history that a net profit has been posted. And most importantly, we generated GBP 2.2 million of cash again, the first time we've added to our cash reserves through trading. The key was building on our contribution margin to 43.5%. That's up 5.2 percentage points year-on-year. These 4 numbers together tell a single story. Doctor Care Anywhere has swung from making losses to making profit decisively and across every metric that matters. We also ended the year with GBP 6.6 million in cash on the balance sheet, which gives us the financial stability to invest in growth from a position of strength. Next, I want to walk you through and take a moment about exactly how we prepared this business because I think it's important you understand not just the what, but the how. When I look back on where we were, we had 4 clear areas that needed fixing simultaneously, and we went after all of them. First, supply and demand matching. We were fundamentally misaligned operationally. In 2024, we were overstaffed in quiet periods and completely stretched at peak times. Patients were waiting far too long. And by the end of 2025, we had 100% same-day access and 90% of wait times under 2 hours. This is a complete operational transformation. Next, we went on to operational redesign. This was a lot harder, more human work had to be done, and we went through a full cultural reset. We improved accountability. We moved faster on decisions, and we consolidated our offices to drive better collaboration. The numbers reflect that. We went from 231 support colleagues down to 149, a 35% reduction. This wasn't done carelessly. This was done with purpose, and it made us a leaner and more effective organization. I want to talk to you about our workforce mix. We diversified our clinical workforce in a really meaningful way. In 2024, 70% of the clinicians were doctors. And by the end of 2025, that shifted to 50-50 with advanced practitioners, mental health practitioners and physiotherapists making up the other half. That's better for our patients, better for the unit economics and reflects what a whole of workforce health genuinely is heading towards. Next, our technology and service delivery. We delivered the largest platform release in the company's history, and the service metrics speak for themselves. We had 99.8% platform availability and 99% of our calls in our contact center was answered within 60 seconds. Our technology and operational teams should be incredibly proud of what they've achieved. And the outcome, 3 numbers tell a story. Nonoperating costs down 17% to GBP 1.3 million, our EBITDA moving from a loss of GBP 17.6 million in full year 2022 to a profit of GBP 5.3 million in full year 2025. And quarterly cash flow positive in 3 out of the 4 quarters and a full year of positive cash flow of GBP 2.2 million. John mentioned it earlier, the first positive cash flow year in the company's history. This wasn't luck. This was deliberate. It was disciplined work by every person in the organization, and it's the foundation that everything in 2026 is now built on. Your question, how do we thrive. What's our secret sauce? What makes us different? It's our ability to operate safely, compliantly and efficiently at scale across enterprise and NHS environments. And we now compete in tenders for large new contracts. It is these qualities which differentiate us from our competitor. For example, we're one of the major players in the U.K. offering 24-hour service, not just clinically but operationally there to support our workforce. How does DCA actually work? At the heart is our digital platform, the app that patients and employers use to access care. Within 90 seconds, they can book a GP appointment, see a mental health practitioner or a physiotherapist. Same day, next day, it's wherever that they need that care. But the app isn't the only good that sits behind it. On the left, you can see 2 pillars that make it clinically credible, senior clinical leadership setting the standards for every pathway we run and robust governance ensuring we remain CQC aligned and patient safety in everything that we do. On the right, the pillars that make us commercially viable, trusted partners. We distribute our platform at scale and a product that is genuinely adaptable. We can configure it for a company of 50 or a workforce up to 0.5 million people. And underpinning all of that is the data. The insights that we generate from our platform allows our HR directors, reward teams to understand their workforce health, track absence trends, measure utilization and demonstrate for them a real return on investment. Let me give you an example and just deep dive into one area and illustrate one of the things we're able to do better than our competitors. I want to spend a moment to talk you through the evidence. Our musculoskeletal conditions account for 27% of all U.K. work absences in the U.K. That's 23.3 million lost workdays and GBP 2.6 billion economic costs annually. We've recently done an MSK white paper that shows that DCA patients experience a 30% to 50% reduction in time off work. Recovery is in 6 weeks rather than 12 weeks and 80% return to work within this period. 70% of them achieve good to excellent function recovery. These are outcomes that HR directors can put in front of their boards. 68% of our mental health users report improvement. We are here to reduce emergency referrals, lower insurance claims and give HR teams and well-being KPI data that they need to demonstrate program real value. This is not a nice to have in a labor market where absence management and talent retention are Board-level priorities. DCA is a vital strategic tool. Let me now turn to the market opportunity for Doctor Care Anywhere, which is both large and growing really fast. At a headline, the U.K. telehealth is already a GBP 6.3 billion market. And it continues to be one of the fastest-growing segments within digital health. So the opportunity for Doctor Care Anywhere is growing around 8% per year. Growth is being driven by structural system constraints, institutional players and increasing utilization of these services. The demand pressure is a core growth driver. Over 7.3 million people in the U.K. are currently on NHS waiting lists, creating sustained demand for faster access to care outside the traditional pathways. Crucially, this is not a cyclical spike. It reflects long-term capacity constraints and a structural shift towards alternative care models. Alongside this, consumer behavior has materially changed. There are around 50 million potential self-pay health care consumers in the U.K. and approximately 70% are now willing to pay out of pocket for access, convenience and certainty to their health needs. And most importantly, we see a rapid shift from episodic self-pay to employer-funded provision, which increases predictability and recurring usage and retention. Virtual GP services sit at the center of this evolution. They are already the most used employer provided health benefit in 2025, signaling a move from early adoption to demand and expectation. For employers, virtual GP has become a core infrastructure rather than a discretionary benefit. From an access perspective, there are around 34 million working age people in the U.K., our core addressable employee base, who prioritize speed, flexibility and digital-first care. And once adopted, usage intensity increases dramatically over time, expanding value per member and reinforcing that long-term demand. Finally, the scale of the system itself underlines the opportunity. With over 340 million GP appointments taking place annually across the NHS, health care demand is clearly behavioral and reoccurring, not optional. Even modest digital penetration of this activity translates into a very large addressable opportunity. Taken together, Doctor Care Anywhere operates at this intersection of structural system pressure, accelerating behavioral change and employer demand, positioning us in one of the largest, fastest-moving and most durable segments in the U.K. health care. Having turned around the business, we're now fit and able to focus on our growth. Here, I've set out our 5 clear growth engines, all built on the same clinical platform and together delivering diversified and repeatable revenue. Starting with direct-to-consumer. This is our nearest-term growth lever, monetizing increasing self-pay demand through pay-as-you-go consultations and family subscriptions. We're already seeing strong consumer willingness to pay for speed, convenience, and give us a sizable opportunity of GBP 10 million to GBP 15 million without any structural complexity. Next is corporate affinity. Here, the strategy is to become the default primary layer within employer benefits. This sits alongside our head of traditional private medical insurance and well-being products. It's another near-term opportunity for us with a large market of GBP 20 million to GBP 30 million, driven by employers prioritizing access, utilization over those stand-alone historic benefits. The third engine is insurers and corporates. This is about deepening existing relationships we have today and increasing revenue per client through cross-selling, including our MSK pathways, mental health and health assessments. This is a medium term, representing a GBP 15 million to GBP 20 million opportunity and critically leverages our existing client base and then relying on new net customers. The fourth area is the NHS operator-led growth. This is a long-term and more structural focus on absorbing GP overflow through commissioned digital pathways. While the opportunity here is worth GBP 10 million to GBP 15 million per annum initially, the strategic value is significantly given the NHS scale and credibility and it positions us well for future system integration. Finally, technology and clinical AI. This is about earning more money from our platform and automation at scale, both internally through margin improvement and externally through potential pathway or pathway licensing. This is a medium-term opportunity, estimated at GBP 5 million to GBP 10 million. It's servable market and strong uptake over time. The key point across all 5 areas is that they are powered by a single clinical platform monetized across employer, insurer, consumer and NHS demand, allowing us to grow in parallel, manage risk and compound value over time. For me, the key to our growth strategy is executing our plan while maintaining capital discipline. This slide sets out how we will execute our growth plan in 2026 across our 4 core capable areas. First is sick care. This remains our foundation, instant access to care anywhere. The execution priority here is removing friction across the entire patient journey and clinical pathways from first contact through to follow-up care. This means smoother access, faster resolution and consistently high clinical quality across all our channels. Second is preventative care. Here, the focus is on expanding our health assessment capability. We'll introduce home testing, optional diagnostics and richer reporting, enabling employers and partners to move beyond reactive care and gain genuine population health insights. This positions Doctor Care Anywhere as a long-term health partner, not just a point-of-care solution. Third is lifestyle care. This is about building services that sit clearly beyond what the NHS can reliably offer today. And in 2026, we'll launch scalable digital programs for mental health, MSK, nutrition and weight management, structured evidence-based interventions designed for ongoing engagement rather than episodic care. Finally, pathway and AI, which, of course, underpins everything else. We will continue to invest in AI-enabled productivity tools for our clinicians, enhance pathway security and deepen NHS system integrations. These capabilities unlock scale, improve margins and are critical to assessing the NHS operator channel. The important point is that all 4 capabilities areas are not siloed. They are areas across all our key target segments, corporate, insurer, customer and the NHS use cases delivered through a single scalable platform. So in short, 2026 is about disciplined execution, strengthening the core and expanding capability and building the infrastructure required for sustained growth. It's important I talk you through measuring ongoing success. I want to close this section with a clear commitment on how we measure financial success. These are KPIs we'll report on publicly as we scale, and I want shareholders to hold us to them. Revenue reached GBP 38 million with underlying growth year-on-year. Our medium-term ambition is at least GBP 80 million within 3 to 5 years, supported by the growth engines you've seen earlier. Our EBITDA margin stands at 13.9%, up from near 0 in full year 2024, and we have a clear pathway to 15% or above over the next 3 to 5 years. This is driven by scale, a mix in our clinicians and platform efficiency. Cash flow from operations is positive at GBP 2.2 million. This was first positive year, and our focus is now on sustaining that performance and driving continued quarterly improvement. Contribution margin is 43.5%, up over 5 percentage points versus last year, and we expect further expansion as our product and customer mix continues to evolve. And activated lives now total 1.28 million, growing strongly and set to expand further through new employer insurer customers and NHS channels in 2026. Beyond the headline finances, what matters is the execution behind the numbers. And how are we going to do this? Our clinical quality is running at above 95%. Clinical utilization is 93%. And while cost per consultation is down 14% year-on-year, our platform availability is 99.8%, and we've achieved 100% of our patients seen within 24 hours. They reflect what we delivered in 2025, and they are the foundations we're building from. Transparency is how we build trust with our shareholders, and these numbers are committed to that. So before I close, I want to bring us back to what really matters, what I hope you're leaving here today understanding about Doctor Care Anywhere. Three clear takeaways. Firstly, this has been a year of transformation, not the kind of transformation that sounds good in a deck or fades by Q2, but the kind that sticks. We've rebuilt the business with financial discipline, operational control, clinical credibility, product diversification and the results you've seen today demonstrate this and how we've managed to differentiate the organization. Secondly, the opportunity. The market is telling us something important right now, employers, insurers, the NHS. They're all looking for exactly what we have built, not a version of it, not something adjacent, this, a brilliant combination of access to quality care when you need it at scale. We now have clear channels of opportunity, a growing body of clinical evidence and a brand that health care professionals and patients actually trust. That pipeline isn't wishful thinking. It reflects genuine demand. And third, the focus. 2026 is about disciplined execution. The strategy is set, the team is aligned and the road map is really clear. Our priority is to grow activated lives, deepen partnerships and scale towards our medium-term financial ambitions, all while maintaining financial discipline at every stage of our growth. Taken today, Doctor Care Anywhere has a proven platform, clinical credibility and the strategic building blocks in place to lead the U.K. digital workforce health market. I'm now going to hand you back to John, and thank you.

Thank you, Laura. Before we open for questions, I want to say one final thing on behalf of the Board. We're proud of what this management team has delivered. Coming into 2025 with losses on the balance sheet and leaving with profit, positive cash flow and a clear strategy for growth is not a small thing. It is a result of hard work and making the right decisions to constantly improve the business. To our shareholders, thank you for your continued support and patience. The Board's commitment to you is continued discipline, continued transparency and continued focus on building long-term value. Today's presentation slides and the audio recording will be available on the Investor Hub section of the DCA website to view over the next 24 hours. We'll now open and invite questions. Before taking questions online, are there any questions from shareholders here in the room today. I'll just give people 30 seconds in case there are...

I'm Stephen Mayne, shareholder. Our first annual report disclosed that we had 1,658 shareholders, and this has now grown to 4,331 according to latest annual report. How do we grow so fast? And what proportion of these shareholders are Australian, do you know?

I'll tell you the things that are there. Obviously, that's quite a detailed question and we can come back to you with more information. But I think that we've been actively pursuing broadening our shareholder base. And because in our minds, we trade with too thin of liquidity on certain days. So that's been an active program. And we've seen the shareholder base grow through that program. And as you see, hugely improving results. We've been on a journey since I've been on the Board over the last 4 years of dramatically changing the business. And as you've seen, particularly this year, I think people take more confidence not only the profit, but actually we're generating cash. We have no need of new third-party funding to achieve our organic growth opportunity, and that does reassure people. So I'm pleased the register is growing. Our aim is to grow it further beyond that.

I'll just ask another couple and give someone else a go. Who's our most important third-party IT provider, which of the big tech players? And what would we do if they put their prices up by 30% overnight. Like how flexible are we in terms -- what's our level of dependency with any of our big third-party IT tech providers.

Well, I think a few things. Our most dependent party would be Microsoft is the first thing because a lot of our underlying tech is written in their technology. So I don't think they're going to just go and target us first with price increments. It would be a sector-wide issue if they felt they needed to do that or their pricing power as such. We would have optionality around that. We could come away from their cloud infrastructure and go to people like Amazon. We could come away from things like their databases over time. So I think there's partly commercial pressures there. But also, we are a business that's able to pass on cost inflation through our pricing, and you've seen that over recent years. So I think it's an unlikely scenario, but clearly, in this very volatile world, I think Boards and businesses have to think about all scenarios. But I wouldn't see that as having a material impact to us. And bear in mind, our biggest cost by a long way is our clinicians that we obviously manage very proactively, and Laura has talked about some of the changes we've made there. And net-net there, we think about net productivity opportunity as we use more and more AI tools and agents within our delivery capability.

Just final question in this stretch. Now we may have 4,331 retail shareholders, but you've got 3 shareholders who own more than 50%. So it is a plutocracy effectively. I'd just like to understand who they are and how we deal with them. So Thorney Technologies at 29%. They're Melbourne-based, I know a bit about them. Can you tell us anything about Karani Holdings, 12%, if they were. You're Karani Holdings, okay, good. And then Vijay Patel, just the background there. And also, what would our approach be to board representation for Thorney if they asked for it?

Well, I think a few things. Firstly, as you quite rightly say, we have a number of large holders in the business. Those large holders, we spend a reasonable amount of time with to make sure they understand our plans and they're supportive of the plans. So we -- I think we're very aligned with all of those parties on what we're doing in the business. The Patels as an example, is a family office. Me and Laura meeting them 3, 4 times a year, regularly talk about our plans, where we're going, what we're doing with the business. So we're very aligned with these people and what we're doing. And they're very positive in terms of that support, not only emotionally obviously, what we're doing to drive value for them as we go forward. But also if the business did need, the discussion that we have with them is I would expect them all to be supportive. Today, we don't need capital, just to be absolutely clear. But I think that we've got 3 large supportive shareholders there that we're very gold aligned with on what we're doing with the business. Any other questions from people in the room just before we go online. Great. So I'm going to go to online and just see with our partners, Computershare, if there's any online questions for me, Laura and the team.

No, John. There's no online questions.

Good. Okay. Well, if there are no further questions, I'd like to proceed to the formal business of the meeting. I confirm that a quorum is present and the meeting is properly constituted. Today's meeting has been called by a notice of Annual General Meeting dated the 27th of March 2026, and the requisite notice has been given. Unless any security holder has any objection, I propose that we take the notice as read. In line with good governance practice, all resolutions will be voted on by a poll, which I am demanding in accordance with the company's Articles of Association. This will ensure that the voting wishes of all security holders, including those who have submitted proxies are counted. I also note that I'm holding proxies in favor of each resolution. Resolutions 1 to 6 are proposed as ordinary resolutions. For each to be passed, more than 50% of votes cast must be in favor. These cover approval of the remuneration report, which is advisory only and does not bind the directors, reappointment of Crowe LLP as auditors, reelection of David Ravech as a director, approval of share option grants to Laura O'Riordan and Matthew Addison under the long-term incentive plan and authority to allot shares. I draw your attention to voting exclusion statements that apply to Resolutions 4 and 5. In each case, the company will disregard votes in favor cast by eligible persons, the relevant director or their associates. The full terms are set out in the notice. Laura O'Riordan abstains from the Board's recommendation on Resolution 4. Matthew Addison on Resolution 5 and David Ravech on Resolution 3. Resolutions 7 to 10 are proposed as special resolutions and require at least 75% votes cast to be in favor. These cover additional 10% placement capacity under ASX Listing Rule 7.1A. This application of preemption rights at 15% and 10% levels and authority to purchase own shares. The directors consider that all resolutions are in the best interest of the company and security holders as a whole and recommend a vote in favor of all resolutions. I formally propose each Resolution 1 to 10. We will be voting on the full text of the resolutions as set out in the notice of the meeting. I now declare the poll open. Please cast your votes now. if you have already registered your proxy voting instructions, you do not need to vote again unless you wish to change your vote. I'm just going to allow a moment for people to do that if they're doing that now. [Voting]

I'll just check with Computershare. Have we given people sufficient time. Or do you want us just to formally wait another moment or so.

No, no, that's okay. So considering your CDI holder, all proxies need to be lodged before the meeting the people who are eligible to vote as shareholders.

So I now declare the poll closed. The results of the poll will be announced to the ASX as soon as practical after this meeting. This concludes the formal business of the meeting, and I hereby declare the Annual General Meeting of Doctor Care Anywhere formally closed. Thank you for attending and your continued support. If you get any other investor questions, please do reach out to me or to Laura, and we'll happily meet you and go through any further points that you'd like to discuss. Thank you, and have a good day.

John, can you hear us. There's been another question, can I just...

Sure. Let's do that one before we finish, Laura. Thank you.

So just a couple of questions on the resolutions, Stephen Mayne, Chair. The first one was just trying to understand the voting. So we're ASX listed, I've bought shares just regularly on the ASX, but I've got a nonvoting card. So I'm just wondering how do I actually buy shares where I can vote at the meeting if we're ASX listed.

So you would need to buy actual shares, you're owning a CDI at the moment. You bought CDIs on the ASX, which means you wouldn't need it to have lodged your proxy before proxy close. Shareholders are entitled to vote at this meeting, and that was outlined in the notice of meeting documentation.

The vast majority of your 4,300 owners are through CDIs, I'd be guessing.

Yes, I mean, again, I own 4 million CDIs. I convert through my CDIs -- over a number of years doesn't stop me voting.

Yes. So it's the live voting at the meeting, which we lose through the CDI. We can all vote by proxy. Yes. Okay. All right. Now given that we're a plc and in the U.K., there's much better respect for property rights and pro rata capital raising than here in Australia. I'm very surprised to see you're asking for the extra 10% placement capacity to effectively be able to just place 25% of the company to whoever you like when you've said you don't need to raise capital. So I'm just asking if you could not ask for this power again at next year's annual meeting, please?

Well, I'm not going to commit to that at all. Look, I think we hear you. But obviously, we're working to all of our shareholders as well. And again, as we talk to our largest holders who democratically own the bulk of the company, they're supportive of that. And obviously, you'll see the formal votes as they come through. The Board have asked for that because life can be pretty up and down at times. And we think it's important that we have flexibility in our funding. That's not because we're sitting there worried, we're sitting on GBP 7 million of cash today. We've got a growing profitable business. But there could, for example, be a substantial opportunity that requires capital. And we don't want to lose those opportunities for shareholders by restricting our flexibility. So that's why it's there. Obviously, if we draw it, we'll be very clear about that and the business case around it.

And Chair, just you've talked about we'll see the votes shortly. The emerging practice in Australia is for the proxy votes to be disclosed before the actual physical meeting along with the formal addresses to the ASX. I think presumably tonight, you've just lodged the formal addresses early, but you've withheld the proxy disclosure. I know the Computershare at their own AGM have moved with the times and now do this. next year, would you be able to disclose the proxies early so we can have a more informed debate at the annual meeting? And also, have there been any material proxy protest votes on any of the 10 resolutions today?

Yes. I'm very happy to disclosing the proxies at the meeting around it. The only reason we've not is we've been guided by Computershare. I'm not saying that to criticize anyone, but there are expert company registrars. So that's why we follow this protocol, but changing it next year is easy and not a problem whatsoever. And I can confirm, I've seen all of those votings that there's no -- nevermind material, no real negative voting whatsoever, phenomenally high support of every resolution that has been voted on by people today, and you'll obviously see that as it gets confirmed later today.

Okay. And final contribution from me. I'll wrap a couple of issues into one just to keep things moving. Hopefully, you're recording the meeting and a copy of the webcast can be published online for the 4,327 shareholders who aren't here. When you disclose the poll results, would it be possible to voluntarily include the head count data, which again is something Computershare does at their AGMs. So we can just see how many shareholders have voted for and against. It's not legally required, but it just shows you the sentiment and the turnout. So if less than 1% have voted, it's not great. But at least we know the data. So Computershare does it at their AGM. So that's just a little voluntary disclosure I could ask you for. And finally, just keen to understand how it works with Investor Hub. I was at an AGM the other day where the CEO said, "Look, we're hard up, we're almost going broke. We've had to cancel our $2,000 a month Investor Hub subscription, even though it's a good service." First time I've come here, it seems really great. What does Investor Hub do for us? What's the experience like? What's the relationship? And how does it work for the company?

Yes. Just -- I'm very happy to answer, but I'm going to ask Laura to answer because I think it's good that you hear from multiple people as well. Laura, do you want to take the lead on that point and obviously contribute as appropriate.

Yes. So when I joined the company, I also -- one of the questions I asked is what are we doing in Investor Relations, how are we communicating to our shareholders and making everyone aware of what we're doing and anybody else who might show interest. So through some research, we identified Investor Hub. And over the last 12 months, we've had wonderful working relationship where they really -- we've been on a journey with the team, and that's all about how do we make sure everyone is aware across the board, not just investors and people have visibility of our good news that we can actually promote across lots of organizations or to anybody that shows interest. So the relationship is that we have weekly meetings at Investor Hub. We have a process where we talk to them about what's coming up, what's our themes, what's our events, how we can -- for me, it was really important that we had a tooling that allowed us to be able to showcase and get out there our good news stories. And again, it seemed like a really great platform, really good references, looking at the Board here for us here in Melbourne, the really good organizations that they work for. We also can take some learning from. So I think it's about kind of the trade-offs. So we're U.K.-based. They're now in the U.K. We have regular meetings with them. So in the year that I've been working with them, we've really gone strength to strength. And with that also, they give us data because it's really important. So we can actually see who's actually engaged with the service, who's opened the e-mails, who's clicked on it. On the back of that, we can start gathering some real good intelligence about what is it that people who are interested in us want to read because some titles may have no return, no click rate. So again, we're building up kind of a bit of muscle in the business to be able to engage with our investors or potential people who want to know more.

I think just with your other points, Steve, we are recording the meeting. So that will be disclosed as we did last year, for example. The poll results will be out as soon as the meeting concludes. And I'm very happy for Computershare to also release the headcount data i.e., how many shareholders voted. As you know, these things can vary around it, but that's obviously for people to exercise the democratic right and no problem disclosing all of that. Anything else we can help with just today, just for everybody on the call before we formally close the meeting.

We're all good here.

Good. Well, look, thank you for attending, everybody. As Laura said, we've had a really good year. We're very positive as we go forward and build value for people, and we're grateful for everybody's support. So thank you for that. We'll keep very, very focused on executing our plans and look forward to updating you as we go forward. Thank you all.