Good morning, everyone. Welcome to the 2023 Annual General Meeting. My name is Ryan Stokes. I'm the Chairman of Boral Board of Directors and will chair today's meeting. I confirm there is a quorum present, and I declare the meeting open. On behalf of the board, I welcome our shareholders, proxy holders, and guests. The meeting is being webcast, so I also welcome shareholders and others joining online and via the phone. We are holding today's AGM at the Sheraton Grand Sydney in New South Wales, and virtually through Link Market Services online platform. We acknowledge that this meeting is held on the lands of the Gadigal people of the Eora Nation. We recognize and respect Aboriginal and Torres Strait Islander peoples and pay our respect to their elders. Safety is viewed as the highest priority at Boral, and so I'll provide you with some important information regarding the safety procedures that we all need to follow in the unlikely event of an emergency. Should there be an emergency situation, you will hear two tones. The first tone is the alert tone, and you should remain seated and await directions from the Sheraton Grand staff. If you hear a second tone, this will be an evacuation tone, and we ask you please follow direction from the Sheraton Grand staff. Later in the meeting, I will discuss the procedural aspects of how the meeting will be run. However, for shareholders and proxy holders joining us online, you now have the ability to submit written questions. If you have a question, I encourage you to submit these now, so we can address them under the relevant item and business later in the meeting. For those joining us over the phone, can you please press star one on your keypad to indicate you have a question? I'd now like to introduce our directors and company secretary who joined me today. From your left, they are Richard Richards, Member of the Audit and Risk Committee and Member of the Health, Safety, and Environment Committee. Mark Johnson, Chairman of the Audit and Risk Committee and Member of the Remuneration and Nominations Committee and Independent and Related Party Committee. Jean-Paul Wallace, our company secretary. Vik Bansal, CEO and Managing Director. Rob Sindel, Chairman of the Independent and Related Party Committee and Chairman of the Remuneration and Nomination Committee. Karen Moses, Member of the Audit and Risk Committee, and chairperson of the Health, Safety, and Environment Committee. Jacqueline Chow, Member of the Audit and Risk Committee, Health, Safety, and Environment Committee, and Independent Related Party Committee. Boral's executive committee are attending the meeting in person and online. Executives in attendance in person will be joining you for refreshments in the foyer at the end of the meeting. Finally, John Liotta from Deloitte, our external audit partner, joins us today. John will be available to answer any questions you have about the audit or the financial statements later in the meeting. The prepared AGM speeches from myself as Chairman and from Vik Bansal, CEO and Managing Director, have been released to the market. The agenda for today's meeting is followed. I'll first deliver an address commentating on the company's progress and strategic priorities. Then Vik will speak to further about Boral's performance in FY 2023, an update on the operating model and how quarter trading in FY 2024 looks. We'll then address the formal items of the business as set out in the notice of meeting. I now turn to my chairman's address. I'd like to start a recap of our FY 2023 performance. We delivered strong operating and financial results facing into an inflationary environment. The disciplines were established to improve customer service, realize price, and deliver cost efficiencies across the business. All key financial metrics were stronger in FY 2023, with revenue up 17%, earnings up 108%, 106%, and EBIT margin up 289 basis points to 6.7%. While there is still much work to be done, the result demonstrates clear progress towards our performance, improvement, objectives, and our new operating model gains traction. The performance also reflects increasing execution across the business, an intensified focus on customer service, and cost reduction through procurement initiatives and process standardization. We maintain a disciplined approach to capital management throughout the year, and consistent with our strategy, CapEx of AUD 223 million was in line with depreciation. Key capital projects included the completion of the Geelong Cement facility, progress on the Berrima chlorine bypass, and several concrete plant upgrades. Looking ahead, we recognize the need for incremental capital expenditure across our quarry and mobile assets. The board will consider this within the context of incremental returns and the requirement to ensure adequate quarry production life across the Boral operational geographies. Our renewed focus on cash, management is also proving effective in delivering higher cash conversion. Our balance sheet is in a strong position, with year-end net debt of AUD 338 million, and net debt to underlying EBITDA of 0.7 times, down from 1.4 times in FY 2022. The board resolved not to pay a dividend in FY 2023 in consideration given Boral's low franking credit balance. Seven Group Holdings, of which I'm Managing Director and CEO, holds a controlling 71.6% interest in Boral. The investment not only reflects our confidence in the underlying business and assets, but also our belief in Boral's potential to deliver sustainable performance, improvement, and growth. The results achieved in FY 2023 further affirm this belief, showing clear progress on our performance journey and focused, refocused strategy. They provide some perspective on the potential that can be unlocked on the path to becoming a more profitable, competitive and customer-focused business. Moving to safety. The health and safety of our people, and all those we interact with through our operations, remains a key priority. Our Total Recordable Injury Frequency Rate, or TRIFR, improved 47% in FY 2023, reflecting a more engaged workforce, enhanced working environments, and the effectiveness of the new operating model. While we were pleased to see the improvement in FY 2023, there is more work to be done. We recognize the need for continuous improvement when it comes to keeping our people safe. Turning to strategy. Our core strategic focus in FY 2023 was implementing Boral's new PEMAF operating model, comprised of 5 pillars: of People, Environment, Markets, Assets and Financials. From an SGH perspective, the model is closely aligned with the core value of owner's mindset and the operating approach. We made good progress on each pillar, which is a credit to the management team and the broader workforce. Together, we're building a performance-based culture with a focus on accountability and execution, and our people are embracing this approach. Some of the key strategic focus areas in FY 2023 that remain relevant in FY 2024 include increasing the shift towards a frontline-focused workforce, reducing our cost to serve through organizational design and operational efficiencies, enhancing our customer service while maintaining discipline with pricing, and growing our integrated network and leveraging demand opportunities, optimizing and improving returns from our fixed and mobile assets, and executing our property strategy to maximize long-term value of our portfolio. Boral's values were also refreshed during the year, which is integral to the deployment of our culture or development of our culture. The five key values of safety, teamwork, ambition, accountability, and respect are guiding how we behave and underpin what matters to Boral as an organization. As a leading construction materials company, we are committed to reducing, and where practical, eliminating the environmental impacts of our operations. We have taken a genuine approach to decarbonization, ensuring our progress is sustainable both environmentally and commercially, while effectively positioning us to meet our Safeguard Mechanism obligations. We believe the Safeguard Mechanism must be complemented by an effective Carbon Border Adjustment Mechanism, or CBAM. Without it, local industry will be significantly disadvantaged through relatively higher cost in production, effectively moving manufacturing and carbon emissions offshore, contributing to carbon leakage. We welcome the federal government's announcement in August that it was conducting a review into carbon leakage risks and developing policy options to address this leakage, including through a potential Carbon Border Adjustment Mechanism. Boral is actively engaging with the Department of Climate Change and Energy on the issue, and we look forward to seeing the outcomes in 2024. Boral is taking a leadership role in development of low carbon products and circular economy through our construction materials recycling business. Both segments are experiencing rapid growth as our customers increasingly seek solutions to enhance their environmental performance and credentials. We'll take, Vik will talk in more detail on these shortly. Board renewal and governance is an important factor for Boral. In June this year, Paul Rayner, Non-Executive Director and Chair of Boral's Audit and Risk Committee, retired after almost 15 years on the board. I'd like to acknowledge the outstanding contribution that Paul made during his tenure, and thank him for his dedication and commitment to the company. Karen Moses has also announced that she will be retiring from Boral at the conclusion of today's meeting, after seven and a half years as a non-executive director. I'd like to thank Karen for her significant contribution she has made during her tenure, and wish her well in the future. We have commenced a review for new executive, non-executive directors with the appropriate skills and experience to support Boral's to achieve its performance objectives. On behalf of the board, I'd like to thank you, Boral shareholders, for your ongoing support. I'd like to thank the Boral management team, led by Vik Bansal, and our whole workforce for the outstanding work in FY 2023, and I look forward to working with the board and management in FY 2024 as we execute our strategy to drive enduring positive changes at Boral. The board is confident that Boral is on the right path to becoming a more sustainable, high-performing organization that will deliver long-term value for shareholders. I'll now hand over to Vik to provide his CEO and MD address. Vik? Thank you, Ryan, and good morning, ladies and gentlemen. It is a pleasure to join you today and a privilege to address the shareholders of Boral. This morning, I would like to run through the following: a brief recap on Boral today, our operational and financial performance for FY 2023, our operating model and how this is driving Boral's strategy, an update on the first quarter trading and outlook for FY 2024. I would like to start with an overview of Boral's business today. We are the largest vertically integrated construction materials business in Australia. Our operational reach spans 360 sites across each state and territory, and we employ approximately 7,500 employees and contractors. We serve almost 14,000 customers and work with around 8,500 suppliers. We move approximately 50 million tons of products and pave around 4,000km of road every year. Rarely a day goes by that you wouldn't pass one of our sites or our 3,500 vehicles, or enter a building, use a road, bridge, tunnel, footpath, or other piece of critical infrastructure that our people and products are responsible for. I wanted to call out these stats because they demonstrate the scale of our operations and reinforce the significant opportunity in front of us. Our assets are unparalleled, strategically located, and they form our national footprint. We also have great people who are excellent at what they do, passionate about the business and want to see it succeed. I believe strongly that we have the platform, the capabilities and the desire to deliver on the promise of Boral. Moving to our FY 2023 performance and financial results. FY 2023 was a year of transition for Boral. We introduced a new operating model and started the simplification and standardization of our business. It was also a year of high inflation, which had a significant impact on our industry. Despite this, we improved our key operational and financial metrics materially. Sales volume were up 5%-7% across our quarries, cement, concrete, and asphalt segments. Recycling volumes were up by 13%. This was a positive shift after the declines of recent years. Group net revenue was up 17% to AUD 3.5 billion due to the increase in volume and long overdue price traction across all regions and products. EBIT was up 106% to AUD 232 million, enabled by volume, price, and cost initiatives. We faced significant cost pressures across all major categories, particularly materials, cartage, and energy. We mitigated this through improved procurement, technology solutions, and by applying clear cost accountability with process standardization. Our EBIT margin increased by 289 basis points to 6.7%, and return on funds employed doubled to 10.4%. It is pleasing to see strong improvement in both earnings and margins, which demonstrates improving operating leverage through greater operational discipline. Moving to safety and people. Safety is our highest priority, and as the Chairman stated, our TRIFR performance in FY 2023 improved by 47% year-on-year. This was a significant reversal of the trend from recent years. More important than the statistics itself is the fact that 83 fewer people were injured in Boral than in previous year. Several initiatives drove this outcome, including the simplification of safety, discussions, metrics, combined with accountability, engagement, and ownership at all levels. We will always strive for zero harm, and more work is ahead of us than behind us to be best in class. In addition to our focus on safety, we've also undertaken significant work over the past 12 months to improve Boral's culture. Our people are critical to our success, and it is important our culture supports our people to deliver their best. The Boral Way is fundamental to this and underpins our Good to Great strategy. It is essentially a strategy on a page with a purpose at the core of building something great. The Boral Way provides clarity around our strategic focus and operating cadence across PEMAF pillars, which I will discuss shortly. Our management teams were highly engaged in developing how we wish to operate. We have spent considerable time presenting and discussing it, discussing it with all our employees, outlining our expectations and gaining their support. Alignment on direction and strategy of the business is the foundation to building a good, high-performing culture, which is what we are trying to achieve. Our aim is to ensure every employee in Boral can see their contribution to the success of Boral. We are helping our people through deep commercial and financial training, which helps them understand the tangibles in their control. Moving to PEMAF, the framework that underpins The Boral Way and is core to how we run our business every day. This slide summarizes each of the five pillars, which arrows to give a visual on how far we have progressed in across each category. I just spoke about our people and their importance in execution and delivery. Our operating model supports a decentralized but standardized way of working. In a business with 300+ remote sites, centralization is untenable. While we are decentralized, we are doing it with clarity and proper guardrails in place. Freeing up our regional P&L owners to engage with customers without second-guessing is a key to agility and accountability process across our business. On environment, we are managing our decarbonization pathway while growing our lower carbon products and recycling businesses. Our ambition remains to be net zero by 2050. We recently updated our FY 2025 targets to a 12%-14% reduction in absolute scope 1 and 2 emissions from an FY 2019 base year. It was needed due to regulatory changes to the planned projects, plus we have a much-needed clarity to our obligations under Safeguard Mechanism. We are also assessing and realigning our FY 2030 targets, and will confirm this in the next 12 months. This will include consideration of our obligations under the Safeguard Mechanism and alignment to the global cement industry. I wish to reiterate the Chairman's statement on CBAM, Carbon Border Adjustment Mechanism. It is imperative that the CBAM is introduced at the earliest opportunity in Australia to avoid leakage of carbon to our neighbors in Asia. Imported clinker and cement is a lot more carbon intensive, considering its origin and shipping to its destination. CBAM will always give confidence to the industry in Australia for hundreds of millions of AUD of investment required to deliver the commitments under the Safeguard Mechanism. Industry confidence is crucial, not only for future investment, but to support ongoing operations and job security across Australian cement industry. We are a leader in lower carbon concrete in Australia. As our customers' needs have evolved, we have developed a range of lower carbon product solutions, including our Envisia, Envirocrete, and Innovo asphalt ranges. 28% of our concrete sales volumes were from lower carbon concrete products in FY 2023, a 300% increase on the previous year. We expect this adoption rate to continue increasing as our customer recognize the performance benefits. Boral is also playing an integral role developing a circular economy in Australia. We are one of the largest recyclers of construction and demolition materials in Australia, and a significant user of industrial waste materials, such as recycled asphalt pavement. In FY 2023, Boral recycling processed more than 2.2 million tons of material for direct sale to our external customers, as well as for use in our quarries, asphalt, and concrete operations. On markets, we are focusing intently on customer experience, as we see this as a major opportunity. A key aspect involves revamping our call to cash processes, which will both improve our service offering and support our working capital management. Simplifying Boral goes a long way to improving our customer service. Being a vertically integrated business has an inherent risk of internal focus. Risk is where people lose line of sight between an internal transaction and a true moments of truth with external paying customers. We are working to ensure that the concept of O ne Up is part of Boral DNA, which stands for servicing optimally everyone all the time. This is a multi-year work, but I can say with conviction that this has a bigger tangible value upside for Boral than anything else. We are committed to maintaining rigor around pricing, which is even more critical in FY 2024 than FY 2023, considering the market environment. While the steep rate of inflation might have subsided, we are not in a deflationary environment. This means the cost increases faced by our business are not going backwards. On assets, we want safe, compliant, reliable, and optimized assets to create a true competitive advantage. As I stated, we already have an unrivaled integrated network of assets. However, we believe there is a significant potential to extract greater value from them. Significant work is in progress to improve maintenance and utilization of our fixed assets and mobile assets. Each of these four pillars will contribute to the greater financial outcomes, including margin expansion and improved returns. Our ambition remains for a double-digit returns and EBIT margins, and I'm confident this will be delivered. Moving to FY 2024 outlook statement. Trading performance for the first quarter of FY 2024 has been pleasing, with price escalation from last year holding up. Based on current external factors and assuming no material changes in market demand or the price environment, Boral reconfirms FY 2024 guidance for underlying EBIT in the range of AUD 270 million-AUD 300 million, an increase of 23% on FY 2023. With that, I'll hand the meeting back to Chairman. Well, thank you, Vik. Before moving on to the formal business of the meeting, I'll outline some meeting procedures. The board considers it appropriate to recognize the votes of shareholders here in person today or joining us online, and those who have appointed a proxy. Accordingly, I will not call for a show of hands on each item. Instead, each item of business set out in the notice of meeting will be put to a poll. In a poll, every member who is present in person, online or by proxy, attorney or representative, or those who have submitted a direct vote prior to the meeting will have one vote for each share held. If you are here today as a, both a proxy holder, or a shareholder and a proxy, you will need to use separate voting cards in relation to your own shares and those shares which you are voting as a proxy. Following discussion on each item, valid proxies will receive, received will be displayed on the screen behind me. A representative of Link Market Services will act as a returning officer for the purposes of conducting and determining the results of the poll. Time will be set aside towards the end of the meeting for those holding yellow cards to complete their voting cards. However, you may cast your votes at any time from now until I close the poll at the end of the meeting. Representatives from Link Market Services can assist you with completing your voting cards, and will collect your completed voting cards toward the end of the meeting. If you need to leave before conclusion of the meeting, you may lodge your voting cards by placing them in the ballot boxes located with representatives of Link Market Services at the registration desk. As the results of the poll will not be available before the close of the meeting, the results of the poll will be released on the ASX Market Announcements platform and Boral's website later today. I'll now explain the process by which you can ask questions. Shareholders have been given the opportunity to submit written questions via the AGM questions form that accompanied the notice of meeting. A number of shareholders took the opportunity to submit questions, and we thank shareholders for their interest. We have endeavored to cover as many of these commonly raised issues as possible in the address you have just heard. Some of the other issues raised by shareholders will be covered as we move to the relevant items of business. A reasonable opportunity will be given to shareholders to ask questions about the items of business on the agenda for today's meeting. All questions asked at this meeting should be addressed to me as Chairman. Shareholders with questions relating to specific resolutions are requested to ask those questions when we are considering the relevant resolution. I'll take questions firstly from those in the room, then those received through the online platform, which will be narrated by a Boral representative, and lastly, those received via the phone. Two fixed microphones are provided for shareholders to ask questions. If you have a question, please approach the microphone at attendance, show your yellow or blue admission card, and state your name. I'll then take questions. It's important that as many shareholders as possible who wish to ask questions get an opportunity to do so. I ask that speakers restrict themselves initially to no more than two questions or comments per turn of the microphone. If you have two questions, please ask them both questions at once. Anyone wishing to speak more than once will be given a subsequent opportunity to do so if time permits, and in the meantime, should kindly return to their seat. The first item to consider is the financial report and directors' report and the auditors' report for the year ended 30 June 2023, which are set out in the 2023 annual report. While there is no vote in this item, shareholders have the opportunity to submit questions on reports during discussion. John Liotta, our external auditor from Deloitte, is available to take questions about the conduct of the audit and the preparation and content of the independent audit report, the accounting policies adopted in preparing the financial statements, and the auditor's independence. The financial reports, including the general management of Boral, are now open for discussion. We'll start with questions received prior to the AGM. Thank you, Chairman. We've received a number of questions in relation to the voice referendum and if Boral has made public support or financial contributions to either side of the debate. Thank you for those questions. I can confirm that Boral has made no public statements and provided no monetary support for either side of the recent voice referendum. Thank you, Chairman. A shareholder has also asked why Boral did not pay any dividends, given the company's excellent performance in FY 2023. Thank you for your question. As we continue to generate strong free cash flow, the board will decide how to use these funds, including on whether and or when to pay dividends. A key consideration with respect to FY 2023 was the lack of franking credits available to pay a franked dividend. The franking balance will continue to grow as Boral delivers profits and resumes paying cash tax. Thank you, Chairman. We have another question. A shareholder has asked for an explanation of Seven Group's recent sell-down of Boral shares, which they have said has reduced the price and savings of shareholders, thus reducing shareholders to collateral damage. Thank you. SGH elected to sell 1% of Boral to capture the market valuation while retaining control of the business, which is consistent with SGH's disciplined approach to capital management. SGH remains committed to Boral, which we consider to be one of Australia's great industrial businesses and retains a circa 70% interest. While SGH's ownership level may vary over time, SGH retains control and is fully committed to Boral and delivering its performance potential over time. Thank you. If you wish to ask a question or make a comment about Boral and its operations generally, please approach a microphone now. Mr. Chairman, introducing Mr. Palfrey, a shareholder, to the meeting. Welcome, Mr. Palfrey. Yes, good morning. Excuse me. I didn't expect to kick off. Yes, for the less financially literate of us, would you mind expanding on the reason you're not paying a dividend? You said about some lack of franking credits, lack of franking credits. That's a, I thought the shares were franked. Well, anyway, I'm not gonna display my ignorance further. Yeah. But, why is that a reason not to pay some dividends back to the shareholders if you. It's a key consideration when thinking about the impact of a dividend. If we are paying a dividend and don't have the retained earnings, I should be able to get the definitions right, but are able to have a franked dividend. So if we haven't been paying tax in the prior period and then don't have that residual balance to enable us to pay a franked dividend, it means that the dividends received would then be taxed to shareholders, which we don't, we think is quite dilutive from a value perspective. Boral is still in a net debt position, so it hasn't got, you know, while there's capacity within its capital structure, looking at the balance of those issues and the fact that it hasn't been a, a franked balance, it was decisions made not to, to pay a dividend. But the impact in, in our consideration of a franked versus non-franked dividend is quite material to most shareholders, because the incidence of tax then moves to the shareholder to pay. Oh, thanks. Yes, that sounds logical. That's good. So I didn't ask the second question at the same time. That's all right. You mentioned 3,800 hectares of surplus property. Well, it has been noted, 3,800 hectares of surplus property. Why does this parcel of land exist? Yes, as we articulate our how we can actually create value for Boral and Boral shareholders, it's a part of the strategy that's under development at the moment. The use of the term surplus land is a reference to what land we've got, which isn't currently part of activity. It shouldn't include the land that is actually there for future quarrying activities, so that doesn't necessarily deal to that expansion side, but might buffer land or land that was once activity now is no longer a form of operational activity, and that's the definition of surplus land. We're currently going through a process to better validate and value that land, and then part of a broader strategy is how we create value with that asset. Oh, thanks. Yes, I'm familiar with one parcel of land, and it's been quoted as really as reserved for the next 100 years, which actually makes a lot of sense. It's currently got cattle on it, which makes sense as well, just leased out to a local. All right. Thank you. Pleasure. Thank you. Thank you for your questions. Are there any questions received through the, a re any other questions in the room? If not, are there any questions received through the online platform? Thank you, Chairman. There is. So we have a question from shareholder Kevin Daly. He asks: "I understand that the Safeguard Mechanism is applied on a facility-by-facility basis with emissions over 100 KTPA of carbon. So which Boral facilities are affected by the Safeguard Mechanism? In relation to the Safeguard Mechanism, I think that's what he's referring to. Yeah, the key facility is the Boral Cement facility. That's the one facility we've got under the Safeguard Mechanism. Thank you. There's another question from the same shareholder, Kevin Daly: "I noticed from the annual report that you have three varieties of low-carbon concrete available, Envisia, Envirocrete, and Envirocrete Plus. First question is, how are these priced with respect to your full carbon concrete? Second question, how they are priced with respect to products of competitors who aren't subject to the Safeguard Mechanism? I think that just to be clear on the products, the Safeguard Mechanism won't have any impact on that pricing of those products. With the Envirocrete, it is the leading, the lowest carbon product out there, and a very strong offering from a low-carbon, high-quality kind of concrete product, so that is a premium product. And then we have the Envirocrete Plus and Envirocrete. The intent is to get some form of premium or price parity in relation to those products. But we've continued to try to grow that share of those low-carbon products. Thank you. There's no further questions online, Chairman. Thank you. Are there any questions received on the phone? Thank you, Chairman. We have no questions received via the phone. Excellent. If there are no more questions, we'll move to the next item of business. The next item of business is the re-election of directors. As referenced in the notice of meeting, in accordance with the company's constitution, I, Ryan Stokes, and Rob Sindel, offer ourselves for re-election to the board. The resolution relating to each of the directors will be considered separately. I will invite Lead Independent Director, Rob Sindel, to speak to this item of business as it relates to my re-election. Thanks, Ryan, and good morning, shareholders. Very nice to see you here this morning. The first item for shareholders' consideration is the re-election of Ryan Stokes as a director of the company. Ryan was appointed as a director in September 2020 and elected Chairman in July 2021. Accordingly, he retires in accordance with the company's constitution and, being eligible, offers himself for re-election. Ryan is the Managing Director and Chief Executive Officer of Seven Group Holdings, and he has been an Executive Director of SGH since February 2010 and CEO since 2015. He is Chairman of WesTrac and Coates, and is a director of Seven West Media and also Beach Energy. He is the Chief Executive Officer of Australian Capital Equity Pty Limited. Additional information on Ryan's qualification and experience can be found in the notice of meeting. The board, with Ryan abstaining, considers his re-election is in the best interest of shareholders and recommends that shareholders vote in favor of the resolution. With that, I'll now open the matter for discussion. Are there any questions in the room? Thank you. Are there any questions through the online platform? Thank you. There is a question that's probably directed for the Chairman. It's from Fiona Balzer from the Australian Shareholders Association, and she's asked: Are you able to outline the appropriate skills and experience you are seeking for new directors to support Boral to achieve its performance objectives? ASA values diversity in the boardroom. How you are prioritizing gender diversity in your search? That, that's probably one for the Chairman. I'm happy to take it as Chair of the Nominations Committee. With Karen stepping down, we're obviously in a position, as the Chairman said in his address, to search for a new director. The primary of different opinions and experience and gender will give the board the best opportunity to be the most appropriate decisions. Thank you. There's no further questions online. Thank you. Nothing on the phone? Great. Thank you. At this time, no questions via the phone. Okay, ladies and gentlemen, as there's no further questions, you should now mark your voting cards in relation to Ryan Stokes' re-election, which is the first order of business on your cards. For your information displayed on the screen, here are the details of the proxies received in relation to Mr. Stokes' re-election. Good support there, Chairman. It's a good sign. If there's no more questions, then I'll hand the meeting back to the Chairman, and we'll move to the next order of business. Thank you. Thank you, Rob. Appreciate it. Now, turning to the re-election of Rob Sindel as a director. Rob joined the Boral board in September 2020. Accordingly, he retires in accordance with the company's constitution and, being eligible, offers himself for re-election. Rob brings extensive experience obtained from executive management and leadership positions, principally from his 30-year career in construction materials and building products, both in Australia and the UK. He has insights in manufacturing, sales and marketing for business to business environments and strategic management. In addition, information on Rob's qualifications and experience can be found in the notice of meeting. The board, with Rob abstaining, consider his re-election is in the best interest of shareholders and recommends the shareholders vote in favor of the resolution. The matter is now open for discussion. Are there any questions? Are there any questions received through the online platform? No, Chairman. Thank you. Are there any questions received on the phone? No, Chairman. Ladies and gentlemen, as there is no further discussion, you should now mark your voting cards in relation to Rob Sindel's re-election. For your information displayed on the screen, the details of proxies received in relation to Rob's re-election. A very strong support. Even stronger. The next item of business is the adoption of the remuneration report. The board considers the adoption of the remuneration report is in the best interest of shareholders and recommends that the shareholders vote in favor of the resolution. The adoption of the remuneration report is now open for discussion. Are there any questions? Chairman, introducing proxy holder Glenn Hughes, representing Glasgow Tordowchevsky. Thank you. Thank you, Mr. Chairman. I'd like to just make a comment and then a question in two parts. I suppose that's still two questions. It relates to the 2020 LTI, and in particular, in the annual report on page 86. I'll just bring everyone's attention to that. It says: "The board determined to apply discretion to reduce the 2020 LTI." So there's two parts to my question. In light of a good result, why did the board feel that the exercise of discretion was needed, and what factors did it take into account in making that decision? Look. Then I'll go to the second part. Please. So it was something I think you need something about. It's related, but how has the exercise of that discretion been received by the participants in the plan, particularly some of the long-standing employees? Look, other than to note that we've properly disclosed in the annual report the details of key executive remuneration and the use of that discretion, which the board deemed appropriate, I think that it's spelled out quite clearly in the REM report. Board's very conscious about the importance of a long-term incentive and how that is to recognize a linkage to a company res- the and the recognition of participants' performance. I think there was a discussion with other existing employees and understanding as to the decision and acceptance. And I think probably one of the first years the LTI is paid out for the company, so quite a pleasing result for most recipients of the LTI. Thank you, Mr. Chairman. You're welcome. Any other questions received, otherwise, any questions received through the online platform? No questions online, Chairman. Thank you. Any questions received on the phone? Chairman, no questions via the phone. Ladies and gentlemen, as there is no further discussion, you should now mark your voting cards in respect to the resolution. For your information, displayed on the screen are the details of the proxies received in relation to the adoption of the remuneration report. Next item of business to be considered is the approval for the award to Vik Bansal, the CEO and Managing Director, of rights and fully paid ordinary shares in Boral as an LTI award in the terms described in the explanatory note of the notice of meeting. The board considers the award of LTI rights to Vik Bansal is in the best interest of shareholders and recommends that shareholders vote in favor of the resolution. The award of the LTI rights to Vik Bansal is now open for discussion. Are there any questions? Are there any questions received through the online platform? No questions online. Thank you. For any questions received on the phone? Chairman, no questions via the phone. Ladies and gentlemen, as there is no further discussion, you should now mark your voting cards in respect of this resolution. For your information, displayed on the screen are the details of the proxies received in relation to the adoption of the award of the LTI rights to Vik Bansal. As this is the last item of business for the meeting, would you now please complete your voting cards, if you have not already done so, by marking in the vote for, against, or abstain box for each resolution. If you have any questions, please raise your hand and a representative will assist you. Representatives from Link Market Services will now collect your completed voting card, and I'd ask if you could please give your cards to them when you're ready. For those joining online, a countdown timer of five minutes now appears on the top of your screen. Please complete and submit your voting cards within the next five minutes. While this process is being completed, we'll show you a short video of Boral's recent brand update. Thank you. All voting cards have now been collected, and I'd now declare the poll closed. The results of the poll will be released on the ASX Company Announcements platform and Boral's website later today. The business of the meeting is now concluded, so I declare the meeting closed. Ladies and gentlemen, thank you for your attendance. I invite you to join us for refreshments, which will be served in the registration desk outside the room. Thank you very much.