Welcome to Lysaka Tech's Results Webcast for the fourth quarter of fiscal 2025. As a reminder, the webcast is being recorded. Management will address any questions you may have at the end of the presentation. Participants, please enter your questions into the Questions tab of the webcast or ask your questions through Chorus Call. Our results, press release and investor presentation are available on our Investor Relations website at ir.lysakatech.com. During this call, we will be making forward-looking statements. I ask you to look at the cautionary language contained in our press release, Form 8K, and results presentation regarding the risks and uncertainties associated with forward-looking statements. As a domestic filer in the United States, we report results in U.S. dollars under U.S. GAAP. However, it is important to note that our operational currency is South African Rand, and as such, we analyze our performance in South African Rand, which is non-GAAP. This assists investors in understanding the underlying trends in our business. I will now turn the webcast over to Ali.

Good morning, good afternoon, and welcome. FY 2025 has been a strong year for Lusaka. From a financial performance perspective, we finished the year with net revenue of R5.3 billion and EBITDA of R922 million, in line with our guidance for the year. Our adjusted earnings for the year of R186 million was up substantially from R51 million last year and resulted in adjusted earnings per share growing from 80 South African cents to R2.29. From a balance sheet perspective, in March 2025, we refinanced our existing debt facilities and expanded our banking relationships to include both RMB and Investec. Our gross debt increased as we raised debt to fund acquisitions, and accordingly, our net debt to group-adjusted EBITDA increased to 2.9 times if we use 12-month trailing EBITDA. However, if we annualize Q4 adjusted EBITDA, this would be 2.2 times, approaching our target of less than 2 times leverage ratio. From an M&A perspective, in October 2024, we completed the 1.7 billion rand acquisition of Adumo. In March 2025, we completed the 507 million rand acquisition of Recharger. In June 2025, we announced the $1.1 billion acquisition of BankZero, and we sold our entire stake in MobiQuick for R290 million. From a people perspective, we have augmented our executive team, launched our graduate recruitment program, and implemented our employee share ownership plan. We strive to be the employer of choice for those driven by mission and purpose. From a stakeholder engagement perspective, in January 2025, we launched the Association of South African Payment Providers, with Lincoln Marley assuming the association's presidency, to work in closer collaboration with regulators and industry stakeholders. In March 2025, we held our first Investor Day to better explain our business and the opportunity to the investor community. Our three business units are at different stages of evolution. Our merchant business has grown materially this year, with net revenue of R3 billion, up 46% year-on-year, and EBITDA of R657 million, up 20% year-on-year, but this has been partly driven by acquisition. The businesses are still being integrated, and the focus in the short term will be on completing that process and the unit economics, after which we expect to see an acceleration in organic growth. Our consumer business has had a standout year, growing net revenue by 35% to R1.7 billion and EBITDA by 83% to R435 million. Our enterprise business reported net revenue declining 9% to R651 million and EBITDA declining from R55 million to R24 million as we closed down non-core business units and invested in building a leading enterprise business to form the third pillar of the Lusaka platform. We can already see this bearing fruit in Q4, and our enterprise business will be a material EBITDA contributor to the group and driver of growth in the year ahead. At the end of this presentation, I'll provide more color on the transformative Bank Zero acquisition, which we signed and is pending regulatory approval, as well as looking ahead to FY26 and our guidance. I'll now hand over to Dan to give more details on our performance for the past quarter.

Thank you, Ali, and good day, everyone. As Ali has highlighted, Lusaka is going through a period of significant transformation, marked by strategic acquisitions, balance sheet optimization, and internal restructuring as we continue to build out our FinTech platform. Despite it being a very busy period in evolution, we've consistently delivered on our guidance. This quarter marks our 12th consecutive period of meeting profitability guidance, underscoring the consistency and reliability of the execution of our strategy. This quarter reflects strong financial momentum with positive contributions to both net revenue and profitability from all three of our divisions. Our consumer division delivered another excellent quarter, with a robust growth in both top-line and bottom-line performance. In our merchant division, we accelerated the integration of our micro-merchant and merchant businesses as we build an integrated, multi-product platform serving merchants of all sizes. This includes the unification of our brands under a single Lysaka identity. Some of these actions has resulted in reorganization costs being incurred as well as additional intangible amortization charges as we shortened the deemed useful lives of some of our brands. In our enterprise division, it's been a year of build. We've refreshed our strategy, refined our core product offering, and realigned the business. These changes incurred once-off reorganization costs, but Q4 now reflects the fully scaled-up enterprise division, aligned with a new strategic direction. Pleasingly, the strong performance of the recently acquired recharger business has come through for a full quarter for the first time, leading to a growing overall contribution from our enterprise division. We completed the disposal of our major non-core asset MobiQuick for R290 million with the proceeds received at the end of June. These funds have been included in our cash balances and used to partially offset our debt, in line with our stated intention. We continued to optimize our balance sheet through the refinancing of the merchant lending facility, resulting in an upsize to R400 million in capacity to fund growth and a 75% basis point reduction in the overall funding cost. Turning to the numbers, Q4 has been another positive quarter, with the Lysaka shape now being represented wholly for the first time through full three-month contributions of both the Edumo and Recharge acquisitions. Net revenue was 47% higher at R1.5 billion, with group-adjusted EBITDA of R306 million, up 61% in last year. Our adjusted earnings, which we believe is the most appropriate measure of overall performance, has grown almost three-fold, to R80 million this quarter. On a per-share basis, adjusted earnings is up from $0.32 to $0.99, representing an increase of over 200% year-on-year. Our net debt-to-group adjusted EBITDA ratio increased from 2.5 times to 2.9 times at year-end. As mentioned by Ali, given this is the first quarter full representation for Lusaka, annualizing our Q4 adjusted EBITDA results in a leverage ratio of 2.2 times, approaching our target of 2 times. Our focus is on net revenue as a top-line KPI, which recognizes only the commissions earned on the sale of certain types of vouchers, thus eliminating volatility caused by changes in sales mix. Net revenue increased 47% year-on-year, driven primarily by the inclusion of a DUMO and a stellar consumer division performance. Enterprise division net revenue reduced 17% for the year, reflecting the restructuring of the division and the closure of non-core lines of business. At an adjusted EBITDA level, we reported a 61% year-on-year growth for the quarter to R306 million. Rand. The Merchant Division's growth of 37% was primarily driven by the inclusion of Aduma this quarter compared to last year. During the quarter, we also continued to make technology investments in the micro-merchant business, which are mostly recognised as operating costs and therefore impacted our overall EBITDA growth. In the Consumer Division, we have seen standout performance with growth of 106% reflecting the increased scale of our customer base as well as success in our insurance and lending cross-sell initiatives. We also had to do more payouts this quarter compared to the prior year with a positive contribution. The Enterprise Division adjusted EBTA increased 66% reflective of being a billed year with the investment in the platform, closure of unprofitable business activities and reorganization costs of R8 million for the quarter. This was offset by the inclusion of Recharger for the full quarter. Taken as a whole, Q4's performance with group-adjusted EBITDA in excess of R300 million provides a good indication of our current quarterly earnings run rate, before taking into account seasonality, organic growth, and cost savings we expect to extract as we consolidate and scale our platforms. Standing back, 2025, and this court in particular, had multiple significant anomalies in the income statement. This shifted the strong growth in group-adjusted EBITDA to a significant overall net loss position. Let me unpack this in a bit more detail. Firstly, we recorded RR139 million of transaction costs, of which RR125 million Rand arises from the post-combination compensation charges related to the recharge acquisition. Here, the deferred portion of the purchase price paid to the seller is required to be accounted for as a compensation charge given he is providing consulting services to Lusaka for a period of time post-acquisition. This is non-recurring. Secondly, we incurred additional amortization charges related to our intangible assets, specifically brand names. As a result of the unification of our merchant division, we accelerated the amortization of the useful lives, resulting in a non-cash charge of R46 million for the quarter, with a further R160 million accelerated charge expected next year. Thirdly, we recognised R335 million in non-cash Goodwill impairments during the quarter. It's important to note that our assessment of Goodwill, in aggregate, has increased across each of the acquisitions we've made, relative to the initial assessments at the time of each transaction. However, under accounting standards, Goodwill is assessed at the level of the individual cash-generating units acquired. As a result, some of the individual CGU's required impairment, with there being no equivalent mechanism to raise or write up for increases in assessed goodwill in other CGU's to offset this. This is a non-cash accounting charge and does not reflect a change in our confidence of the strategic value of our acquisitions, nor the price paid. Fourthly, we realised the loss of R101 million on the sale of MobyQuick. Finally, we recognize a benefit of R$310 million arising from the reversal of deferred tax valuation allowance. This adjustment reflects the improved profitability in our consumer lending entity, which has strengthened our confidence in the use of their significant assessed losses. This reversal is a non-cash accounting benefit and it highlights a positive trajectory of our consumer division's performance. We believe adjusted earnings per share is the most accurate reflection of our operating performance. Adjusted earnings per share accounts for fully diluted shares, including those issued for acquisitions and related to stock-based compensation. In quarter four, our adjusted earnings per share grew by 211% to 99 cents, and for the full year, it increased by 187% to R2.29. This increase underscores the strength of our underlying business and the successful execution of both organic and inorganic growth strategies being value-creative for our shareholders. We continue to see strong growth in cash generated from business operations, with operating cash flow increasing by R101 million quarter-on-quarter, reaching R370 million in quarter-four. This is consistent with the sustained quarterly growth trajectory we have observed in prior periods. Working capital movements remain volatile, largely due to the timing of transactions around quarter ends, particularly in our merchant and enterprise divisions. In quarter four, we utilized R42 million in working capital. We also saw increased funding requirements of R230 million, driven by strong growth in our consumer and merchant loan books. In our micro-merchant business, we took advantage of bulk discount opportunities with a net R34 million investment in inventory. We paid provisional tax of R49 million in the quarter. Interest paid for the quarter increased to R139 million, primarily due to four months of accrued interest payments being settled in June 2025. As you'll recall, in quarter three, only two months of interest were payable, owing to the timing of the conclusion of our debt refinance at the end of February 2025. The net result for the quarter is net cash utilised in operating activities of R116 million. While our net cash flow may fluctuate quarter to quarter, we remain confident in the cash generating capacity of our business. Our net debt to adjusted EBITDA increased marginally from 2.8 to 2.9 times. We received the proceeds from the sale of our MobiQuick shareholding this quarter, which boosted cash holdings. Our medium-term target is a net debt to adjust the EBITDA ratio of two times, which is comfortably serviceable and an appropriate capital structure for Lysaka. Our gross debt at R4 billion does not take into account any impacts of the proposed acquisition of Bank Zero, which we anticipate closing before the end of our 2026 financial year, and from which we see significant opportunity to reduce both our cost of funding and overall gross debt levels. We spent R103 million on capital expenditure this quarter and R378 million for the year. Key expenditures include the continued rollout of our new SmartSafe product, capitalised development costs, and the rollout of POSI acquiring devices. R33 million was spent on maintenance CAPEX, primarily related to POS devices and cash vaults. Looking ahead to 2026, we expect our annual capital expenditure to remain below R400 million, in line with our disciplined investment approach. This will be roughly flat compared to 2025, despite continued growth in group-adjusted EBITDA. Looking back in the quarter, we've made significant progress in establishing a scalable fintech platform. Our platform is now almost fully represented. Looking forward, we remain focused on driving sustainable growth, maintaining capital discipline, and enhancing shareholder value. I will now hand over to Steve to address key developments and results in our merchant division.

Thank you, Dad. When we announced the acquisition of Connect in 2022, which included offerings for small-to-media merchants and micro-merchants under the Kazang brand, we outlined a clear vision, one that remains unchanged today. In setting this vision, the opportunity presented included the inevitable digitization of South Africa's economy, driven by secular trends, and solving for the pain points of underserviced merchants in Southern Africa. We set out to build an integrated, multi-product platform serving merchants of all sizes, ranging from micro-merchants to small to medium merchants. We've been in build for three years, and during that time, we've made significant progress in executing on this vision. The division has scaled organically and through acquisitions, product integration, and cross-selling. The merchants we serve face challenges that extend well beyond accepting card payments. Our goal is to provide comprehensive solutions that help them manage their finances, operate their businesses more efficiently, and ultimately succeed. We strive to build multi-product relationships. The more services we layer, the more value we create for our merchants, and the more efficient and scalable our merchant platform becomes as we integrate our tech stack. Our growth strategy remains balanced between organic initiatives and inorganic initiatives, being strategic acquisitions, each designed to deepen our customer base or expand our product set as we build a scalable fintech platform. In a competitive landscape where banks, retailers, and MNOs are all vying for merchant engagement, we believe the SACA stands apart. Our comprehensive product suite spans both the formal and informal merchant sectors, giving us a differentiated value proposition with the ability to execute at scale. We are still in the early stages of our journey, but we've reached a pivotal point in the evolution of our merchant division. Let me walk you through our four key developments that impact both the year under review and our focus for the year ahead. Firstly, scale and product augmentation through the Adumo acquisition. We acquired Adumo, South Africa's largest independent payments processor, to significantly scale our merchant footprint and broaden our product offering. This transaction added more than 23,000 merchants to our base. It expanded our geographical presence and opened new verticals, most notably, hospitality point-of-sale software through GARP. GARP is the leading provider of integrated point-of-sale software and hardware to the hospitality sector in Southern Africa, servicing in excess of 9,600 sites with on-the-ground operations in South Africa, Botswana, and Kenya. This acquisition positions us to ultimately offer a bundled solution of software, card acquiring, cash, lending, and alternative digital products, creating a compelling cross-sell opportunity and reinforcing the SACA's role as a natural consolidator in Southern African fintech. By broadening our product offering, we can put more hooks into our merchant value proposition and thereby enhance the stickiness of our relationship with each merchant. Cross-selling and bundling are central to improve our unit economics and achieving operating efficiencies, which supports margin expansion in the merchant division. Secondly, integration, optimization, and brand consolidation. We have seen good organic growth over the past three years, and have brought together Kazang and Connect, and then added a Dumo and Goth. We believe we have made some early progress in integrating our merchant businesses through extracting efficiencies and executing on cross-set opportunities, but most of this opportunity is in front of us. Naturally, we have inherited duplication across product sets, management structures, and distribution channels. As Dan mentioned, we're consolidating our brands under a single Lysaka identity. This streamlining effort is essential to reduce complexity, eliminate duplication, and unify our go-to-market strategy. This isn't the first time Lysaka has faced the challenge of streamlining operations and unifying its go-to-market strategy. A few years ago, in our consumer division, we successfully realigned our sales force, implemented targeted sales force training, and deployed a new front-end platform, Bongwe, to enable a 360-degree view of the customer. This allowed us to identify cross-sell and up-sell opportunities more effectively, driving improved customer engagement and delivering better unit economics. We are now applying the same disciplined approach to our merchant division with the integration of multiple product offerings into a single and efficient platform. Early but meaningful progress has been achieved. Notably, we have started to see our operating margins increase from 19% in Q325 to 23% in Q425. However, we recognize there's still work to be done, particularly on extracting efficiencies and executing cross-sell initiatives across Adumo and Connect. Our integration plan is underway, and consolidating our merchant brands under the Lusaka identity is a key step towards simplifying our go-to-market strategy and unlocking the same efficiencies we achieved in our consumer division. Key levers to enhance unit economics and support our multi-product offering include optimizing our solution set with best-of-breed technologies, unifying our digital distribution channels to maximize reach and enhance cross-sell potential, and maximizing platform efficiencies. Ultimately, it's about delivering more and better products to more merchants, all from a single, unified platform. thirdly cross-sell momentum we're seeing early signs of success in cross-selling across our merchant ecosystem with two key facets emerging firstly we're driving cross-sell of cash and lending solutions into our merchant acquiring base and vice versa this is early stage but we have already seen positive results as merchants increasingly adopt bundled offerings that help them manage their business. Secondly, we are cross-selling merchant acquiring into our GARP software base. Although still in its early stages, the potential is considerable. Currently, only about 10% of our software customers utilize our point-of-sale acquiring solutions, compared to global benchmarks of over 50% on the front book and 100% on the back book. This creates a clear opportunity to increase product penetration and boost merchant value. We are seeing a compelling opportunity to take this even further. Once merchant software and card acquiring are integrated, we plan to layer in lending and cash solutions. Over the medium term, we also intend to introduce an integrated banking offering enabled by the completion of our recently announced BankZero transaction, further expanding the appeal of our merchant value proposition. This strategy positions Lysaka to deliver more products to more merchants more efficiently while driving stronger unit economics and long-term growth. Globally, the most successful fintechs have distinguished themselves not by offering the lowest price per product, but by delivering comprehensive end-to-end solutions with a clear and compelling value proposition for merchants. Hence, our focus is on solving real business problems, integrating payments, software, lending, and financial services into a unified platform that drives efficiency, growth, and stickiness. Lastly, expansion into the licensed tavern market. Following on from our touch-size acquisition, we have furthered our push into the licensed tavern market, a vibrant and underserviced segment of the micro-merchant economy. The tavern base is now fully integrated into our micro-merchant business, allowing for a shift in management's focus to selling more product to taverns, specifically focusing on merchant acquiring through KazangPay, supplier payments through our wallet ecosystem, and credit opportunities as these merchants manage their working capital cycles. We are seeing encouraging results as we layer additional products into the space, further deepening our reach and relevance in the tavern vertical. Turning to our KPIs for the quarter and the year under review, our merchant acquiring footprint expanded to 84,541 points of presence by the end of FY25, up from 51,880 a year ago and includes devices from the Eduma acquisition. Most recently, our Q3 to Q425 total points of presence grew by 4%, indicative of a 16% annualized growth. Kazang Pay Devices grew 10% organically for FY25. We expect mid-teams growth going forward, driven by expansion in the licensed tavern vertical and conversion of ADP merchants to our acquiring platform. Throughput for the year reached 35.5 billion Rand, including nine months of a DUMO, with a 15% year-on-year growth attributable to KazangPay. Looking ahead, we anticipate stronger throughput growth in our micro-merchant offering, supported by deeper device penetration and cross-sell initiatives. In the small to medium merchant market, our focus is on increasing volumes per device through enhanced merchant engagement. GARP sites in the field increased 5% year-on-year, exhibiting steady growth. Reflecting on our GARP revenue performance, an 8% year-on-year increase in subscription or rental revenue across both Q4 and the full fiscal year represents the strength of our recurring revenue base. These streams form the backbone of our annuity model and provide a consistent, scalable foundation for long-term growth. Our sales team is proactively moving to push Unity, our more feature-rich cloud-based software solution that is priced to attract a wider customer base. This approach enables greater customer lifetime value, prioritizes long-term growth and market penetration, ensuring we remain the go-to partner for restaurants looking to transform their success. GARP Pay card processing volumes grew 26% year-on-year, with only 10% of GARP sites currently using our integrated payment solution. This is well below the global benchmark of approximately 50%. Given this cross-sell opportunity is still nascent, we are excited about the prospects related to increasing ARPU as we scale our cross-sell efforts. Our cash business reflects a tale of two cities. In the small to medium merchant sector, cash usage continues to decline with flat vault growth consistent with macro trends. In the micro merchant market, cash remains prevalent, driving strong growth with our vaults digitizing cash by enabling merchants to deposit funds locally, avoiding bank fees, and enabling instant wallet availability for stock purchases, supplier payments, or transfers. Micro-merchant vault deposits grew 92% year-on-year from $7.2 billion to $13.8 billion, now representing more than 10% of total vault throughput for the year compared to over 5% a year ago. This result is becoming a meaningful contributor to our business and a key differentiator in informal markets. Our push into this segment has opened a new growth vector, allowing us to expand in a space often seen as declining. Additionally, Adumo and Connect's integrated sales teams are unlocking revenue synergies, especially among large merchants with both cash and card needs, supporting our strategy of pricing the relationship, not the product. Our lending portfolio includes Connect's offering and Adumo's JV with retail capital. After a challenging macro environment, lending has returned to growth driven by an investment into a direct sales team dedicated to loan origination and customer relationship management and leveraging merchant transactional data. We've lowered the turnover threshold for loan qualification to improve qualifying merchants' accessibility to credit. We have not changed our credit scoring criteria and have to date not experienced any change to our risk ratios. Our net loan book closed at R479 million, with R234 million dispersed in Q4 and R917 million for FY25. Our alternative digital products offering in the merchant division focuses in the main on the micro merchant market, offering prepaid solutions including airtime, data, electricity, gaming, bill payments, international remittances, and supplier payments. The majority of our point-of-sale devices are also enabled to accept card payments, often referred to as Kazang Pay. Devices in field grew 8% year-on-year, now exceeding $94,000. Throughput on prepaid solutions increased 6% to 19.1 billion. We believe we gained market share in that we grew by 6% despite losses in throughput resulting from macroeconomic forces. These include direct-to-consumer digital penetration coupled with airtime volumes coming under pressure due to changing consumer behaviors and increased public Wi-Fi access. Gaming throughput showed strong growth, partially offsetting airtime softness. Our supplier-enabled payments platform continues to show excellent growth. As the risk and efficiency benefits of the digitization of business-to-business transactions gains traction, supplier-enabled payments increased 57% year-on-year to $23.4 billion. The product market fit for supplier payments is clear. Merchants benefit from instant settlement, enabling immediate use of funds for supplier payments and working capital needs. While supplier payments are lower margin, they create a positive pull-through effect encouraging adoption of our merchant acquiring solutions. Turning to the financial performance of the merchant division, net revenue was up 46% to R3 billion, with segment-adjusted EBITDA up 20% to R657 million for FY25. This performance is a function of both organic and inorganic activity. FY25 includes nine months of a Duma contribution and has had a positive impact on this year's performance. As Ali stated in the Investor Day, our expectation for the merchant business over the next 12 months is to focus on bolstering our unit economics and extracting efficiencies on our merchant platform, delivering on a bundled merchant offering. Although nascent, we are pleased to see an uptick in operating margins between Q3 and Q4 25. In closing then, we remain well positioned to capture prevailing trends in our merchant market. Cash remains prevalent in the micro-merchant market, but the shift towards digitization is accelerating. Micro-merchants are increasingly recognizing the value of digital tools to enhance operational efficiency, streamline administration, and mitigate risk. This growing adoption is reflected in transaction behavior, with the average value per card transaction decreasing, indicating more frequent use for everyday purchases. The digitization trend is further reinforced by changes in supplier practices. Many FMCG suppliers serving micro-merchants have stopped accepting cash payments, adding momentum to the shift. The number of supplier payment transactions grew by more than 10% in FY25 compared to FY24. the average value per transaction increased by over 40 percent and total throughput by approximately 60 percent over the same period. Ali will discuss the Bank Zero acquisition in more detail, but for the Merchant Division, we are excited about what the transaction brings to our offering and capabilities. Bank Zero will enable Osaka to offer merchant bank accounts and banking solutions tailored for small to medium merchants, as well as for certain micro-merchants such as tablets. Migrating Adumo merchants to BankZero will allow for a more competitive and comprehensive merchant offering. In the medium term, our vertically integrated fintech platform will offer a banking service as an added feature for our merchants. The combination of BankZero's digital platform with Lusaka's broad product offering aligns directly with Lysaka's mission to deliver customer-focused, low-cost financial services. The Merchant Division is at a pivotal stage in its development. Our objective is to operate under a single brand and extract efficiencies as we integrate our merchant platform. I'm pleased to welcome Kahiso Kuale and Roland Naidu to the team. We look forward to their contribution and leadership as we take on the task of driving our Merchant Division through its next phase of growth.

Lincoln will now take us through the performance of the consumer division.

Thank you, Stevie. I want to take a moment to recap what has been an extremely busy and rewarding year for the consumer team. Through a combination of innovation and disciplined execution, we've seen several strategic developments that have significantly strengthened our position. Our unwavering focus and relentless commitment have driven the continued increase in our market share within the grant beneficiary market. This translated into 35% revenue growth and an 83% increase in EBITDA for this division for financial year 2025. These results are a testament to the team's dedication and strategic clarity, and they've set a strong foundation for sustained success going forward. We launched Bungwe at the start of the financial year. Bungwe is our sales front engine and offers our service consultants a comprehensive view of each consumer, enabling them to deliver significantly improved service to our existing clients, supporting cross-sell efforts for lending, insurance, and ADP, while assisting with sign-up and onboarding new EPE customers. BoomWay has equipped our frontline staff with the tools to serve consumers efficiently and has achieved excellent results. In our lending business, after thorough research into our consumers' financial needs and borrowing habits, we introduced a revised loan product that has been very well received. Consumers often resorted to unregulated lenders. so we increased our maximum loan amount and extended repayment terms. We did not alter our lending criteria during this process. We also completely rebuilt the lending system. It's more customer-friendly, scalable, and allows us to better manage risk. Many of our consumers have taken advantage of the new lending product, positively contributing to higher RPUs. We have invested in our distribution capabilities, both talent and infrastructure. We've expanded our frontline teams and plan to open 50 new branches in financial year 2026 and add 50 branded service points. All of this is part of our effort to better serve our customers and provide convenient access. We are now more present in rural communities than ever before, which is significant for both attracting new customers and serving our existing ones. We have continued investing in our digital platforms. We rebuilt our USSD platform to make it more reliable and user-friendly. This allows our customers to access our services digitally from anywhere, saving them time and money. The usage of our USSD platform continues to grow exponentially. Turning to our addressable market and future prospects. Since we repositioned our consumer business to focus on customer experience through investment in training, brand enhancement, distribution, and IT platforms, we have increased our permanent grant beneficiaries by 23% year-on-year, and over a two-year period, our market share has increased from 9.1% to 13.6%. This growth has primarily come at the expense of the post-bank, which experienced a sharp decline in its share following its various challenges what has been encouraging for us is that we've been receiving a large share of the post-bank migration with approximately 20 of post-bank customers signing up to lisaka in financial year 2025. moving forward we believe we can sustain this momentum for another 12 to 18 months and attract further post-bank customers at an accelerated rate that exceeds our market share. Lysaka is evolving rapidly along with our customer offerings. Beyond the core grant beneficiary market, we see a new opportunity in the payouts business as we invest in this platform. Also, with the success of our insurance offering, we're in the process of opening this up to non-EP bank account holders. We have recently completed the system's work to allow for this, and we anticipate commencing trial in Gora 2. Finally, the proposed acquisition of Bank Zero presents a significant opportunity for us to expand our consumer offering beyond the grand market, which is very exciting. During the quarter, we implemented a strategic refinement on how we report and measure our consumer base, aligning our evolving monetization strategy and increased focus on unit economics. Historically, we segmented our grand beneficiary base into permanent and non-permanent categories. However, both segments are revenue generating, and as such, we now report them as a combined consumer base. This approach better reflects the financial and operational performance of the division, as well as the revenue-generating engagement of our entire consumer base, more accurately tracking our current and future monetization strategy for the division. While we have historically presented these metrics separately, it is worth noting that approximately 90% of our active consumer base consists of permanent grant beneficiaries. This underscores the stability of our core customer segment, which in turn strengthens our ability to drive cross-trail opportunities. An active consumer is defined as any EPE consumer, permanent or temporary grant beneficiary, who has completed a voluntary debit or credit transaction within the last 90 days. Consumers who are charged a monthly bank fee but have not made any voluntary transaction during this period are excluded from the active count. This tighter definition more accurately captures revenue-generating engagement and aligns with our monetization strategy. We will continue to show the easy pay-payout separately given that this follows a different monetization model. The fourth quarter saw another rise in net active consumers to $166,000 and $348,000 for financial year 2025. A year ago, for the comparative quarter, we saw an increase of $34,000 active consumers and $235,000 for financial year 2024. We are proud of this achievement, which reflects the investment we have made in our service offering and distribution and continues the momentum in customer acquisition. Under the revised methodology, our ARPU is R85 per active customer per month, representing a 23% growth over the previous three years. Turning to our KPIs, we now have 1.9 million customers, up from 1.5 million last year, representing a 23% increase. Of this base, approximately 90% are permanent grant customers, with 40% of them now holding a lending product and 34% of them having an insurance product. As I mentioned earlier, we launched a new lending product this year, which has been very well received. While we did not modify our credit scoring criteria, we increased the maximum loan size and repayment terms, which has contributed to an 82% growth in our lending book to 996 million rands at the end of the year, with a total origination of $2.5 billion for the year, up 48%. The loan conversion rate continues to improve following the implementation of several targeted consumer lending campaigns and encouraging results from our digital channels. Our loan loss ratio has remained consistent at approximately 6% for the year. With the rollout of the new lending product targeting larger loans for a longer turn, we expect a modest and non-material increase in the portfolio loan loss ratio going forward. In insurance, we also saw encouraging growth, with gross premiums increasing 38% for the year. We've maintained our high collection ratio and lapse rate on our insurance book, a sign of the value that our customers place on these products. These excellent operational KPIs have been reflected in our financial performance, with revenue increasing 35% annually to R1.7 billion and adjusted EBITDA up 83% to R435 million. I want to thank our consumer team for their tireless efforts and commitment. I will hand over to my brother Naeem to take you through our plans and performance for the enterprise division.

Good day, everyone, and thank you, Lincoln. Today, I'm excited to share the latest developments, key performance indicators, and strategic direction for Enterprise Division as we close out fiscal year 2025. Let's begin by reflecting on some of the major milestones and key developments from this quarter and fiscal year 2025. This fiscal year has been transformative for our Enterprise Division as we developed a much clearer business and strategy. There have been material developments relating to channel expansion, technology updates, inorganic strategy, and business reorganization. First, we made significant strides in expanding distribution channels for alternative digital payments, or ADP solutions. We are now integrated and successfully went live with Standard Bank, NetBank, and ShopRite to provide ADP solutions. This expansion helps us further gain market share by embedding our services within trusted enterprise environments second we completed the acquisition of electricity private utility business recharger and are well underway for the migration of the meter hosting infrastructure into our proprietary enterprise technologies this acquisition strengthens our utilities vertical and demonstrates our ongoing commitment to integrating and scaling high-value infrastructure. Third, we began the migration of the merchant acquiring volumes that have traditionally been processed through third-party providers. This strategic move will allow us to have tighter control over processing and is expected to deliver a full volume migration over the course of FY26. Lastly, we executed the shutdown of legacy business units, sharpening our focus on our core product offering. It's important to note that this reorganization led to one-off costs of 17 million rand. However, this step positions us for sustainable, focused growth in the years ahead. I will briefly take you through each business vertical within our enterprise business, outlining the solution and the revenue model. Our Alternative Digital Payments, or ADP, business is one of the largest ADP aggregator and solutions provider in South Africa. The ADP network effects create a powerful force multiplier by selling into downstream enterprises when able them to reach their own customers efficiently, which in turn improves the economics and scalability of our upstream partnerships. Our ADP product suite includes bill payments, provides a platform for consumers and businesses to settle accounts or invoices to our platform. We currently have over 620 billers on our platform. These include municipal bills, DSTV, all telco companies and other organizations. The significant investment and integration of billers enables us to be in a unique position to allow our clients one integration and they have access to all our billers. This position is hard to replicate by competitors. We typically earn a fixed fee per transaction process. ADP prepaid solutions. We are amongst the largest providers of electricity, airtime, data and gaming vouchers, primarily to banks, retailers and fintechs. Voucher sales allow consumers to purchase vouchers at retail outlets or online to top up the required services. This is a B2B product offering. Our revenue model is based on commission percentage of rent volume processed. Utilities. Our core products here are electricity voucher generation and prepaid utility meters. We service a range of clients including private landlords, property managers and municipalities. Currently, our primary channel is large retailers such as Builders Warehouse, Leroy Merlin, ARB and Buco. We generate revenue both as a percentage of volume processed for voucher generation and through unit sales for meters. Once the meter is installed, the tenants recharge the meters through vouchers that they purchase through retailers or online. This is a high double-digit margin product offering, providing a predominantly recurring transaction-based revenue stream. Payments. We are developing proprietary payment solutions, such as Prism Switch and Prism HSM, to enable payment acceptance for both the group and external enterprises. This area is seeing growth in transaction volumes and device sales. All these products and services are delivered through robust enterprise channels and our customers include banks, retailers, telcos and content providers. Moving on to our financial and operational performance for the quarter and the year. Enterprise Division delivered a net revenue of RR190 million in Q4 and RR651 million for Fiscal 2025 and a group-adjusted EBITDA of RR15 million in Q4 and RR24 million for Fiscal 2025. The group-adjusted EBITDA includes RR17 million of reorganization costs incurred in closing hardware business related to POS terminals and cards. Given the focus core offering of Enterprise, we've presented our core products. In terms of the relative contributions in Q4 2025, ADP accounted for 60% of net revenue, utilities accounted for 35% of net revenue, and payments represented approximately 5% of net revenue. In fiscal 2025, Enterprise was not a meaningful EBITDA contributor to the group. This was a year of consolidation and build to gear up for FY26, as we've mentioned in previous earning calls. Q4's EBITDA result of R15 million for the quarter includes the impact of restructuring costs. Excluding this cost, Q4 2025 implies a run rate of over R30 million per quarter. In FY2026, we're expecting the Enterprise Division's contribution to total segment-adjusted EBITDA to be north of 10%. thus becoming a meaningful part of the business going forward. I will now hand back to Ali.

Thanks, Naeem.

We go into FY2026 excited at the prospects for our business. Clearly, one of the most significant events for the company is the expected completion of the BankZero transaction, which we signed at the end of this past financial year. BankZero is a South African near-bank with a modern proprietary scalable technology stack with a very efficient cost structure that relies on digital onboarding. We do not believe there is a more efficient banking operation in the country, nor one that has less third-party dependencies on its platform. It is primed for growth. This transaction is, in fact, more an augmentation of capabilities and team than an acquisition, in that the purchase consideration is predominantly being settled in Lysaka shares, and the BankZero team will be joining Lysaka. They saw an ability for us to accelerate their growth, given our distribution and complementary product offering, just as we see their ability to accelerate ours. It is an exceptional, experienced and entrepreneurial team who share our desire to change the game and better serve consumers and merchants in our country. I've had the personal fortune of working with several members of the team in the past, and it is a delight to have the opportunity to do so again. We look forward to welcoming Michael Yodan, former CEO of F&B, to the board, and Yatin Narsai, former CEO of retail banking at F&B, to our executive leadership. The size of the prize is big. I think it's easiest to think of the rationale for the transaction in three buckets. Firstly, the addition of Bank Zero will improve our existing value proposition, especially in our consumer business. This is both in terms of the product we can offer and the cost. In terms of product, it should reduce dependencies on third parties, improve our responsiveness to clients, increase availability, reduce friction, and can expand the range of customers we can address. In terms of cost, we currently have expenses we incur associated with bank sponsorship, both in terms of direct fees and indirectly in foregone interest or float revenue, which have a negative drag on our P&L. We believe in a collaborative and interoperable payment ecosystem, so we intend to maintain some third-party bank relationships. However, dependencies will be reduced and our optionality will increase. Secondly, the acquisition will increase the range of products that we can offer. Notably, we will be able to offer banking services to our merchant base and also to enterprise customers, cross-selling banking into our merchant base and supporting fintechs and others with an alliance banking offering that is poorly catered for in the South African market. In addition to this, Bank Zero is in the process of applying for an FX license pending approval, which would open up cross-border opportunities for our customers. Thirdly, following completion of the transaction, we believe we can reduce gross debt by about a billion rand by holding a substantial portion of the consumer and merchant book in the bank. We will also have greater flexibility in expanding the book and doing so at a lower cost as we build customer deposits. Another development in the coming year will be the consolidation of our office and brand footprint. We currently have 41 offices in the group outside of our branch network and multiple brands across the group. We will be rationalizing this over the financial year to less than 20 offices with a particular focus on consolidating our office environments in Johannesburg, Cape Town and Durban, the three cities where we have the greatest number of employees. We are also in the process of consolidating our brands and in due course will unveil a refreshed umbrella brand aligning our representation to stakeholders, employees and customers across the segments we address and allowing us to concentrate marketing resource and spend. The consolidation process will have the most material impact on our merchant business, as has been touched on in this presentation previously. And to lead that process, we are excited that Khariso has joined us as the CEO of our merchant business. He is an exceptional leader, whose experience at SpaceX, Starlink, Uber, and Samsung ideally positions him to take the merchant business forward. We are excited and delighted that we can attract the very best in the country and on the continent to our mission. And indeed, Khariso will join other standout leaders in the executive team over the coming months, including Roland and Akash, who we also mentioned earlier this week will be joining us. These are three of several executive hires who we've made over the last few months, raising the depth and breadth of our bench strength. Turning to Outlook, we are pleased to reaffirm our net revenue, group adjusted EBITDA, and positive net income guidance for FY26. In addition to that, we are providing Q1-2026 guidance for net revenue and group adjusted EBITDA. We are also pleased to introduce for the first time adjusted earnings per share guidance. It is worth noting that in 2024, our adjusted earnings per share was 80 South African cents. This year, we achieved 2 Rand 29. Our guidance for FY 2026 is more than 4 Rand 60 per share, an increase of more than 100% year on year. We have the team, the assets, and the market opportunity. We look forward to executing against this potential over the coming year and continue to drive value for the consumers, merchants, and enterprises we serve, as well as our shareholders. We will now take any questions you have.

Thank you, Ali. Participants, you are now reminded to enter your questions into the questions tab of the webcast or ask your questions through the conference call line. Ali will route the questions to the team as appropriate. We have our first question on the conference call line. Please can we open up for Theo and Neil from LHR.

Thank you. and overall market share and maybe rank where you think the strength will be near.

The most important thing for us is always account growth. We have taken more market share from the post-bank migration. We've taken a larger chunk than our natural market share. We've taken about 20% of those customers that are migrating. So we think that's important for us. We've also launched our lending product. We see a lot of room for that, and we think that that's an important one. And the third one is us growing beyond our EPE based on our insurance. There's about 4 million customers who don't have access to funeral plans, who are grant beneficiaries. We see that opportunity. So we see ourselves growing within this space. And, of course, in the medium term, we do see opportunities when the bank zero transaction has been consummated for us to give more opportunities beyond just a grant space. So that's the way we would like to think of our business and the growth opportunities we see.

Thank you, Lincoln. Anything else? Anything else from your side, Theo?

Yeah, I wanted to ask the same question on the enterprise side. If you could, you know, rank or talk about the near-term growth expectation.

Theo, as you mentioned, for the enterprise division, you know, this was a transition year. We invested significantly in the platform. We've also grown our distribution network, and we've now fully integrated the recharger business. As I've mentioned during my script, if you look at the last quarter, you know, the run rate of around group adjusted dividend of about $30 million is what we want to build on. And we're also looking at, you know, the enterprise division will be contributing north of 10% of the guidance for cars that Ali provided for the full year.

Okay, thanks very much.

Thanks, Theo. Anything else from your side?

No, that's it for me.

Thank you. We have another question from the chorus call line. This time it's from Ross Kricher at Investec Securities.

Hello, everyone. Thanks, Phil. Can you hear me okay?

We can hear you well. Thank you, Ross.

Okay, great. Thanks so much for the call. I have quite a few questions, so sorry, just bear with me. Maybe I'll go one at a time. The first one is a two-part question just on the pending Bank Zero acquisition. I'm just wondering, so on two points here, on the first, the integration of Bank Zero, I'm just wondering how you see that playing out in terms of the time it takes to integrate and the cost incurred in doing that. And then secondly, just regarding the expectation that there will be a profitable contribution in year one. Is that net of all the factors that you mentioned, Adi, on the call, or was that as a standalone entity? Yeah, let me pause there.

Thanks, Ross. I mean, on the integration, if I can ask Stephen to chat too. On the profitability, Ross, obviously we don't know exactly when the transaction will complete. But my belief is that certainly if the business is not profitable at the time of completion, it will be close to. And with synergies that can be easily and quickly realized, it will be. So I don't think there will be a material gap. That's excluding the more material, I suppose, revenue opportunities that were touched on in the presentation. On the integration, Steve?

From an integration perspective, we've got very detailed plans which we're busy working on, and we will be ready on the day the transaction close to affect those integration plans. Clearly, we'll be putting the aspects of our consumer and merchant businesses that are engaged in banking activities into the bank. It won't change the way we ultimately report in terms of consumer and merchant, but the integration aspects are well planned. And, you know, we think in the end, this is a business I think we are taking on about 45 people, so it's very easily integratable. From a culture perspective, I think we're very well aligned. And to a large extent, much of what we are getting with Bank Zero is a part of the platform that we don't have. So it's complementary to what we do and very easy to integrate.

Thank you, Steve. Ross, do you want to shoot with your next question?

Sure, thanks, both. Okay, just on the Goodwill impairment, I was just hoping to get a bit more detail on the – I understand the different moving parts there and that it's non-cash, but just on the CGU's impacted, just wondering what those were, if you can give any more detail on that and the reasons behind that.

Dan?

So Goodwill, Ross, as you know, is obviously a very large number, in our balance sheets, roughly $200 million, three and a half billion rand. And it comprises basically the excess of the price we paid relative to the fair value of the underlying assets, both tangible and intangible, that we acquired. When we bought the businesses, I put them into the buckets, the Connect Group and the Aduma Group and the Recharger Group, obviously as integrated groups, They had a number of underlying businesses or cash-generating units. As we go through our impairment tests, we need to value each and every one of those cash-generating units. So I'll use, for example, Adumo. We bought one Adumo group, but in effect, we've got seven different CGUs. So as we've been iterating the businesses, the business models within those combined seven, has obviously given rise to an expectation of different levels of cash flows from each of those underlying seven different business units. When we run our Goodwill impairment tests, some of those then have ended up with a lower carrying value than what we originally ascribed for that specific CGU when we bought it, giving rise to then a handful of impairments of roughly 300 million rand in aggregate. The flip side of that is obviously some of the other underlying CGU's evaluations have increased but in terms of accounting standards we can't write up Goodwill from over and above what we acquired at but we are required to write down. So when I take them in aggregate, the businesses we bought, very comfortable that the evaluations have appreciated But some of my parts, in effect, don't equal the whole from a goodwill impairment perspective. I'll maybe give you one specific example would be around our ME business, where we have iterated the business model, exiting some of the unprofitable lines. That obviously is a different view we had on the business than when we acquired it. And, of course, when I run it through DCF cash flow, that then gives rise to necessity for an impairment. I use that as a specific example. And when I look across the whole chain, there's a number of these instances which give rise to the combined impairment of just over 300 million rand.

Thank you, Dan. Ross, does that answer your question?

Yes, thanks, Dan. That's helpful. Moving on, just look, I know you've been very clear in your capital markets today and today in general about your competitive advantages, but just in light of Nedbank's acquisition of ECOCA, I think First Trend also today flagging their success so far in the SME space and the intention to keep pushing there, just an update on the competitive environment in general would be helpful.

So, I mean, maybe I'll start if it's relating specifically to the SME environment. I'll also ask Steve afterwards for his thoughts. The first thing is I think it's a recognition of the opportunity that exists in the market that multiple parties are highlighting it. I think we should be slightly concerned if it wasn't acknowledged that this is clearly a material growth factor in our country and indeed in our region. And that's why we are positioned for it. So I think that if you are attracting a big opportunity, you should expect that other parties will also participate in that. I also think that more than one party will succeed in addressing that opportunity. And I think that that's good. but there can also be mutually beneficial outcomes. As a business, we're not focused on trying to maximize our share of the pie. I think we are very focused on trying to increase the pie by providing customers with better solutions than exist today, by innovating, by creating opportunity, and not fighting over a legacy profit pool. And so we can work effectively with other parties in that respect. I think we do have specific differential features associated with how we engage. And the merchant business specifically, we are focused on businesses that are not seeking a single product solution. We're focused on businesses, for example, in the micro merchant space or the informal space, where we connect a collection of solutions, alternative digital payments, cash needs, supply payments needs with a merchant acquiring. So you registered, for example, ECOCA as a business inspector to NetBank. It's a narrower subset of offering. And in the more formal space, again, we are very focused on the integrated solutions, specifically also through our software business in GARP, and we think that we are irregular as a business in the breadth of offering that we can provide for those segments, and ultimately, we are also irregular in that while we are a technology-first business, we have our own distribution channel dedicated to those customer needs, so we differentiate ourselves in those ways, I think, as we've discussed in the investor presentation and we welcome other businesses engaging with our customers to help us better serve those customers.

Okay, thank you. Is that it guys from your side on that?

I think the only thing that I would add possibly is that, you know, as Ali said, first of all it endorses our thesis which is the interest in the segment endorses, you know, why we've positioned ourselves there And the other point I would simply make is that we are not a proxy for the market. You know, we are an insurgent. We have a very small market share, a substantial TAM. And, you know, so we have the ability to grow significantly based on our current positioning.

Thanks, Steve. Ross, any further questions?

Thanks, both. Yeah, that's really helpful. Just on the last one, just on the regulatory developments, So I was wondering if there's anything on the horizon through ASAP engagements or any other channels that we should be aware of in terms of beneficial regulatory developments.

Thanks so much, Ross. We have had an engagement with the Reserve Bank where they had published their draft exemption to the Bank's Act. we through ASAP gave comprehensive feedback and comments and the essence of the comments was to make sure that the regulator doesn't create mini-banks, doesn't create more onerous requirements to the industry and create an environment for more competition and more innovation. The Reserve Bank convened a few weeks ago a session where they reported back and there was a positive sentiment from the ASAP members that there was positive movement that has been done, that they've heard a lot of the sentiments that were coming from the fintech community. We are now waiting for something in the next few weeks where the final proposal will come out. So we are waiting with bated breath to see what that indication will be. Obviously, we still have other engagements that we've made on other issues like the governance of the sector and meaningful participation by fintechs. And we've also made representations on an interchange. So we're still waiting for feedback on those. But on the broad opening up of the payment system, directionally, it looks like the Reserve Bank is going in the right direction.

Thank you, Lincoln. Ross, does that answer the question? Anything else?

Thanks, Lincoln. It does. Thanks, everyone. Appreciate your time. All the best.

Thank you, Ross. I'm going to take the last question from the conference call, and then we'll move to the questions on the webcast. The next question is from Mike Steer at Avial Capital Markets.

Hi, everyone. Can you hear me all right?

Yes.

Great. Thanks for the opportunity to ask questions. I have a few. I think I'll just read them all out at once and then happy to repeat if necessary. So, firstly, in light of the recent South Sea news, how does the restructuring affect Lysaka's current 5% shareholding? Are you supportive of the restructuring? and you see any benefit occurring to the group if the restructuring and listing is successful and there's a subsequent revaluation of that business. Next one is just around the shop right disruption now that they've entered the backing sector. Just any color on how you perceive this threat and how you plan on coming out on top in this competitive environment. And then finally, a strong quarter, but please may you unpack the impairments and PPA acceleration in a bit more detail. I understand these are non-cash items, but it would be good to understand how much more is to come. I think you mentioned $160 million next year, but is there any anticipated increase to this number following the bank's era acquisition?

All right. Thanks for that. Okay, so three topics, CELC, ShopRite, and PPA. on CELSEA. Anandan, do you want to talk briefly? Yeah, sure.

So we currently hold a 5% stake in CELSEA. We've all seen the public announcements and the path towards IPO, towards the back end of this calendar year. Are we supportive? Are we engaging in the underlying detail around those respective conversion steps? We currently carry the stake in our books at a zero valuation. So, of course, we'd be absolutely delighted to see the Sol C IPO get away and be able to then carry our investment in Sol C at whatever the market deems as the appropriate market valuation once listed. We, of course, need to make sure that we do preserve our rights and the potential valuation of our stake. And so we'll obviously work through the broader restructuring details with both the Solcey management team and obviously the sponsors.

Okay. On the ShopRite thing, I mean, I think as Stephen referred to in the consumer business space, you know, we're coming from a very low base, very low market share, you know, relatively. ShopRite launching their proposition, I think, is another of many entrants into the market. And there's much bigger players today in the market who also have strategic relationships with them. I don't think that we see it anything other than as an opportunity to continue to ensure that what we are providing for our customers meets their expectation, focus on the differentiation that we offer. We have a different distribution model. We have specific focal areas which are distinct from theirs. We also have good collaborations with them, and I don't expect that to change through their banking offering. I don't know, Lincoln, if you have anything to add there.

Yeah, just to, again, echo what Ali and Steve had said. Again, this is another vindication of a segment of the market that we've chosen on the consumer side, that other players are trying to come in there. Secondly, to also echo something else that Ali and Steve said, that in certain of these environments we're going to compete, but on some of these things we'll collaborate. And we have some collaborations with ShopRite. But I think the main point is that we're clear about what we offer. And we offer a much more comprehensive solution than other players in this specific market. We offer a transactional account. We're offering a lending proposition. We're offering insurance. And we offer alternative digital products. And so we think that we have a comprehensive proposition. And that's what we will offer to our clients. And we've got a unique distribution model for that customer base. So we will continue to do what we do and try and win the support of our customers.

I think ultimately our principal competitor is always going to be inefficiency. Our principal competitor is always going to be what we are capable of delivering for our customers rather than other parties. And as long as we maintain that as our access and our true north, I think we'll continue to be successful. I think when other businesses are there, we can learn, and that is helpful, but it shouldn't be our focus. The third question you asked was on the PPA. I think there was quite a lot that was provided before.

I don't know, Dan, if there's anything you want to add to what you did before. Happy to recap the principles around PPA.

Is there anything specific that would be helpful?

I think you actually did capture it, the idea of my nature. No worries. Yeah, that's all from my side, and thanks for the opportunity to ask questions, and congrats on the results.

Thanks, Mike. I appreciate it, and thank you for the questions.

Thanks, Mike. Okay, I'm going to move to the questions. We've got 10 minutes left. There are four questions on the webcast chat, so let me start with the first one. It's from VWAC Apiso at RMB Morgan Stanley. The question is, and I'm going to break this question into parts because there's four aspects to it. First one, what are the main risks to achieving greater than 100% growth in EPS and achieving positive net income in FY26, especially given the macroeconomic environment? That's the first question. Should we go with that first?

Yeah, sure. Let's take that first. I mean, what I'd say is, again, we're not a proxy for the macroeconomic environment. I think we are positioning ourselves where there's tailwinds in the digitization of society and in serving the underserved. But ultimately, I think our growth represents the fact that clearly we have a different trajectory. You know, we've been consistent in our ability to deliver on our profitability guidance, as I think was mentioned in the presentation, over 12 consecutive quarters. And we have every expectation to continue to do so. When we set the EPS guidance with a minimum bound, which means that clearly we have an expectation of exceeding that, the same with the net profit guidance. So we have every expectation that we will do that. If you're asking where would I be concerned, we obviously can always be subject to exogenous shocks, to things that we today don't recognize or don't see. And this can come in different contexts. I think you could also have potentially certain non-cash impairments like we have experienced through the integration process of our merchant business. But on the flip side, there's other things that could positively impact. For example, there was the mention of our position in CELSI, which we value at zero. So we are certainly very, very hopeful that when we have this conversation in a year's time, it is by exceeding those targets.

Thanks, Ali. the next part of Vio's question is what are the current trends in credit quality and loss rates in both the consumer and merchant lending books are you seeing any warning early warning signs of stress I think on the consumer I'll go to Lincoln and then maybe Steve on the merchant we have not seen any stress in the quality of our book we have had the same loan loss ratio of below 6%.

We monitor that book very, very closely, and even with the changes that we've made, we've not seen any change in the quality of the book, and we think that the changes we've made, which is a longer term, from 6 to 9 months, more from 2,000 to 4,000, all of that augurs well for the quality of the book forward. So we don't see any of the things that are happening in the economy directly translating into a change or deteriorating of quality in that book.

Steve?

From the merchant perspective, likewise, for the year that we've just had, our impairment ratios are sitting at about 1.4% of all originated debt, which is pretty consistent with the history. If anything, we are starting to see a slight improvement. So it feels like some of the stress in the SME space is coming off. And I think our biggest challenge is really focusing more on getting the origination and scaling into the space. But impairments is certainly not an issue for us at this point.

Thank you. Anything else, guys, on that one? Okay, we have time for two last questions. The first one is from Frank Ging at Briarwood. Thanks, guys. Some strong guidance provided here. Please unpack your FY26 guidance drivers, speaking specifically to each of the divisions, and please confirm that it excludes bank zero.

Thanks. So, yes, it excludes bank zero. And, you know, obviously, once that regulatory approval happens in the transaction, hopefully completes, we will have to reassess. But we don't have an expectation that it would materially impact FY26. In terms of the guidance, I mean, the EBITDA at the midpoint of the range guidance that we provided is a 46% year-on-year growth. Clearly, you can't grow at that rate without there being growth, I think, through all three, frankly, of the pillars of our business, consumer, enterprise, and merchant. And our expectation is that all of those pillars, they will grow at different rates, but certainly north of 20% in each case, and in some instances materially more than that. I don't know if the guys want to mention any of the particular dynamics in the consumer a merchant enterprise business, but I think we don't break down the specific segment growth. The general principle, I would say, is that in each context, we have a driver associated with the number of consumers in the consumer business and the ARPU. In our consumer business, we expect both the consumer base to continue to increase as we take share and the ARPU to continue to increase as we cross-sell. In the merchant business, likewise, we expect to see growth in our merchant base as our value proposition is distinctive, and we expect to see the growth in our ARPU as we cross-sell increasingly, the products through the integration of those businesses, and in the enterprise business where the drivers is really a processed volume and a take rate, we have seen material contract wins over the course of this last quarter, and so we expect to see the growth in volumes attributable to that, and the take rate we expect to also be increasing through the mix effect as our utility business is growing the fastest and it has a higher margin, relatively speaking, to the ADP business. So on each of the key KPIs against each of the key segments, we expect to see good growth leading in the aggregate to the midpoint of the growth that we've articulated. I'd say maybe just as a final point, as a business, we actually have an enormous amount of resilience in terms of the contributions. You know, we have these three segments, all of which are pointing in the right direction, and each of which, you know, has a number of customers. Our consumer business, you know, close to 2 million end customers. Our merchant business, north of 100,000 customers. And our enterprise business, also a material footprint in terms of customer base. So we don't have single points of dependency in that respect.

Thanks, Ali. and then the last question for today and for the people whose questions we didn't get to, I will respond to you separately after the call I'm going to take a question from Craig Smith at Anchor Securities, thank you for your time today exciting transaction so I presume you're referring to Bank Zero what is still required for the transaction to close and what is the expected timing on this any updates you can provide. He then asks, does this transaction mean that Lysaka is now becoming a bank? And how quickly can we expect the consumer and merchant loan books to move across to bank zero and retire the one billion rand of gross debt?

So I'll let Steve talk to the completion timeline, but just on the specific point of Lysaka becoming a bank. So I don't think we are becoming a bank any more than we've become an insurance company. We have an insurance business, which is a subsidiary, and that helps provide insurance propositions to our customers. I think having a bank as a subsidiary of part of the group will help enable us to provide consumers and merchants with better solutions. but the transaction structure is the bank as a subsidiary of Lusaka Technologies. I don't know, Stephen, if you want to talk to the timelines.

Just in terms of timelines, clearly the transaction is subject to PA approval and also competition commission approval. We have FinServe approval, but from a timeline perspective, We are hopeful that by the end of March, April, we should be in a position that the transaction goes unconditional. But we are factoring that we expect this transaction to close before June 26. If I can just say, we're incredibly excited about this acquisition. As I mentioned earlier, we'll be integrating our issuing business and our credit businesses into the banking business. This is a well-engineered neobank. We are excited not just about the synergies that will flow from this transaction, but also some of the very creative organic strategies that sit within the bank. In terms of funding the loan books that currently sit within our consumer business and our merchant business, the answer to that question will be as quickly as we possibly can, and to a large extent it will depend on the size of the deposit book when the transaction closes. We do anticipate, though, that the majority will be able to be exercised when the deal closes, and the rest is just a timing difference as we grow the retail deposit base.

Okay, thank you, Steve. I think that's it in terms of time. If anyone has additional questions, please reach out to me. Thank you for listening today and thank you to the team.

Thank you.