Andrew, when you think about it, are you seeing China as a competitor or is there a collaborator customer aspect as well?

Well, both, of course.

Being a global company, we operate in every region of the world, including China.

And as Aruna mentioned, the global competition has always been intense.

And we'll continue to learn and contribute globally from our experience and our operations in China, just like we have in the past with North America, Europe, India, Korea, and the rest.

So, you know, I think China is a really good motivator for us to continue to strengthen our manufacturing capability as well as our design and our product technology.

And we really appreciate the efforts to make sure that we're all operating on a fair playing field.

In which areas, and this could be geography or it can be technology, whatever fits, in which areas are you seeing the most growth or growth potential?

Have the previous experiences with COVID and other things, I mean, do you think that set you up to be more successful in this time where things are changing fast and sometimes you don't know if you'll ever have a clear answer? Has it set you up better? And Andrew, maybe you can speak to this.

Yeah, well, I think the experience from COVID certainly taught us about needing resiliency in the supply chain.

And both Marissa and Aruna talked about that.

You know, I think especially now it's really important to have kind of a North star, something that guides your company strategy.

Otherwise we become too reactive to all the turmoil and uncertainty in the, in the market.

And for us, that's always been and will continue to be our customers and having strong relationships, constant communication, understanding where they need us, what they need from us, and making sure we can deliver competitively.

So I think those lessons from COVID plus our guiding star really help us stay grounded in this current environment.

And that's what it means when we say resilience from a supplier perspective.

Have they been more successful with larger businesses where you've got a big spread of employee shareholders? I

think different.

I think it's really important when we talk about employee ownership to understand that there's not one version of it.

And particularly at EOI, we're very focused on looking at the different sectors of employee ownership.

Clearly, there are listed companies that are looking at broad-based employee ownership through $1,000 exemption plans and executive ownership.

And again, large corporations who have Australian subsidiaries who are looking to offer into Australia to provide their employees with a wealth creation opportunity in alignment with the business.

And then you move to the very topical areas at the moment of startups.

So if we were able to adopt an EOT in the style of the UK or Slovenia or Ireland or Canada, do you think there'd be a dramatic change soon after that? Or is there still going to be? I

Andrew's just taken over as chairman from John Owen and says Probus is for men who still want to keep learning, meeting people and stay sharp in retirement.

Probus generally is a non-political, non-profit making club for retired and semi-retired men.

who live in Gillingham, Shaftesbury, Mere and the surrounding areas, as far as Gillingham probes is concerned.

Typically, the members have thirst for knowledge and enjoy a continuation of the kind of friendship that was an important part of their working lives.

The club's slogan is Staying Sharp in Retirement.

And its basic purpose is to provide regular gatherings for men who, in retirement, appreciate and value opportunities to meet other similarly placed, like-minded retirees for fellowship and to listen to interesting speakers on a wide variety of subjects.

Andrew's taken on the chairman's role for a year and says one of his aims is to make Probus feel more up-to-date.

So I'm hoping that during this year to increase the membership and also we're changing some of the outdated modes of operating within the organisation.