Okay. Good morning, ladies and gentlemen, and welcome to the Costa Group Holdings Limited Annual General Meeting for 2023. I'd like to begin by acknowledging the traditional owners of the land in which we meet today, and I'd like to pay my respects to elders past, present, and emerging. My name is Neil Chatfield, and I'm the chairman of Costa Group. Before we start, I might ask you to just switch off your mobile phones, just so we avoid any disruption. Thank you. Please also note that the use of any recording devices during this meeting is not permitted. This morning we are holding the annual general meeting for Costa Group Holdings, and we have a quorum. I declare the meeting open. The meeting is also being webcast and can be accessed through the Costa Group Investor website homepage. The notice of annual general meeting and explanatory notes have been circulated, with your consent, I'll take those documents as read. I now wish to introduce the directors and our key management personnel. To my left is Harry Debney. Next to Harry is Peter Margin. Good morning. Janette Kendall, Jane Wilson, and Tim Goldsmith. Also here is our Company Secretary, David Thomas, together with our Chief Financial Officer, Wayne Johnston. I can see him there. Our Chief Operating Officer, Marc Werner. Welcome. Gordon Sangster from KPMG, the company's auditor, is also in attendance. Welcome, Gordon. Today's meeting will start with an address from me, followed by an address and presentation from Harry, we'll follow that by the formal business of the meeting. Shareholders and validly appointed proxies are free to ask questions during the meeting, as outlined in the meeting guide, voting on today's resolutions will be held by poll, which I now declare open. Fellow shareholders, before I start, I, it's fantastic to have, I think we're past the COVID stage, and this is the really the first meeting that we've had an opportunity to have people in the room in any meaningful way. Really pleased for that. It's really encouraging that we're seeing our workforce right throughout the organization being able to sort of come together now on a permanent basis. Fellow shareholders, although the 2022 calendar year for our domestic business was one impacted by extreme weather which ultimately affected overall performance, it also highlighted the strength of our business fundamentals and competitive advantages which include our expansive protected cropping footprint, geographical diversity enabling 52-week supply, and the use of our own world-leading proprietary genetics. Our company is truly unique with respect to our business model, which has positioned us to both better withstand challenging weather events and, in some categories, benefit from them compared to others in the industry. The results for this year certainly reflect this. Shareholders will be aware conditions over the last four years have been very challenging for the company and the industry, with extreme and prolonged adverse weather conditions, a global pandemic with serious impacts on labor availability and cost structures, as well as the direct human impacts arising from that. Throughout this period, notwithstanding the impact on financial performance, the company's operations have remained resilient, with our asset base and capability stronger today than at any time in our history. I'm pleased to report that our international business continues to grow, reflecting in an outstanding China performance, providing further evidence of the growing demand for Costa's own purpose-bred premium blueberries, which I'll speak to shortly. Noting the challenges I've just referred to, the 2022 financial year saw an AUD 30.2 million underlying net profit after tax, before fair value adjustments for biological assets and material items. This was 53% down on the previous year's result. The board, however, declared a dividend of AUD 0.05 per share for the second half of 2022, the total dividend payment for the 2022 financial year was AUD 0.09 per share. I'll let Harry talk further about the segment and category performance for the year, and also provide an update and outlook for calendar year 2023. I'll focus on some of the key factors which will contribute to a strong growth profile over the next two to three years. This includes increasing citrus yields and further growth in our international segment. Over recent years, the company has undertaken strategic M&A activity in our citrus category, with the most recent of those being the purchase of Central Queensland's located 2PH Farms in June 2021. This acquisition increased our planted and prospective development hectares, expanded our citrus production footprint from two to three specific growing regions, and extended our harvest season to further capitalize on export market opportunities through exclusive access to licensed varieties. We are confident over the long term, our citrus platform will provide strong returns on capital and establish us as a significant supplier of quality product. There will also be further growth in the international segment from new blueberry varieties, planting and plantings in China and Morocco. In China, we will fast-track new genetics from our own proprietary premium varieties and shoulder season expansion to build competitive advantage. Evaluate new opportunities relating to location, climate, and varieties, including growing cooler climate blueberries and the potential to expand market penetration beyond tier one and tier two cities through our improved supply chain, so that nursery, post-harvest, cold chain, and food safety are all competitive advantages. China is an important growth engine for our company, and the board has approved a plan for a future footprint growth with a forecast target of 700 planted hectares by calendar 26, 2026. We believe this is justified on the strong performance to date, which includes a 30% plus historical return on capital. In Morocco, we continue to undertake replantings of our northern farms with premium Costa blueberry varieties and plan further expansion in the south at Agadir. Volumes from our third-party blueberry growers in Southern Africa will continue to grow and further strengthen our capacity to supply year-round volumes into the European and Asian markets from Africa. These are but two examples of where the company seeks genuine opportunities over the coming two to three years, and for the reasons stated, we believe we are well-positioned to benefit from them. Sustainable commercial farming continues to underpin our performance and success. Our company has been at the forefront of responding and adapting to the risks and opportunities presented by climate change. The Australian government, along with a number of state governments, have legislated emissions reduction targets, all with the aim of achieving net zero emissions by 2050. Costa fully supports this action and has previously committed to a 2050 net zero emission target. We've also outlined our plans to move to a Science Based Targets initiative. In 2022, we conducted a detailed materiality assessment to identify the sustainability and ESG items which were of the greatest importance and priority for our stakeholders. This work will inform and guide us as we update to our sustainable commercial farming strategy again in 2023. We continue to make significant progress on water management, leveraging new and existing technology to optimize our water usage and reduce our inputs while increasing crop yields. At Guyra, for example, our new 2.5-hectare greenhouse tomato nursery, which began full production in 2022, recycles 100% of its drain water. We also continue to focus on practical, effective ways in which we can adopt renewable energy sources. In 2022, the highlight of this was the commissioning of a floating array of 160 solar panels at our largest dam at the Corindi Berry Farm. In addition, for the first time, we have quantified our waste streams across our geographically diverse farming operations. This is a significant step towards our goal of minimizing waste to landfill and creating circular closed loop water waste management systems. We will continue to help inform the development of waste reduction targets from 2023 onwards. The company takes its legal obligations to comply with workplace and migration laws extremely seriously. This is reflected in our modern slavery statements, the third of which was released in May this year. Long term, we are continuing to transition to a centralized direct employment labor model for the majority of our Pacific Island seasonal workforce. In 2022, more than 1,000 direct placements were made across four Pacific nations. A key element of our direct hire seasonal worker model is ensuring consistent employment standards across our workforce and recognizing the importance of providing a welcoming and supportive environment. This is highlighted by the way in which our people came together to help their fellow workmates who were impacted by the devastating earthquake and tsunami that hit Tonga in early 2022. Costa and our workforce committed funding to the relief effort and worked together with our major customer, Coles, to coordinate shipping containers being sent to Tonga filled with essentials. Contributing to the health and well-being of local communities, and especially those in which we operate, has always been a strong focus for Costa. The 2022 year threw up its share of challenges, including floods, with Costa and our people ready, willing, and able to play a part in helping those in need. In response to the northern New South Wales flood crisis, donations were made by Costa and our suppliers to those who had been evacuated from their homes. In addition, a team of 60 people from Costa's Corindi Berry Farm traveled to the Woodburn region to help with clearing debris and cleaning up. As floodwaters rose along the Murray River in South Australia in December, Costa teams in the Riverland rallied to help the community prepare with Costa workers helping to install a defense cell wall to protect the Renmark riverfront. The easing of COVID restrictions in 2022 meant the board was able to once again visit sites and engage more directly with both management and operational staff. A highlight of the visit was to our 2PH operations in Central Queensland. I, along with our interim CEO, Harry Debney, participated in an investor site tour at Monarto, our South Australian mushroom facility. I know I speak on behalf of all directors in saying that what always stands out from these visits is the passion, dedication, and professionalism of our workforce. Adverse weather conditions impacted the 2PH operations during the year. However, it was clear from the board's interaction with the citrus teams that they remained focused on delivering the best possible season they could, despite the conditions, and more importantly, learn from these to better manage these issues as they arise in the future. The Monarto mushroom team are also clearly committed to continuous improvement and ensuring the state-of-the-art facility continues to gains optimal capacity. The obvious pride that they take in their work and determination to deliver a quality product is clearly reflected in the fact that the site averaged a weekly production tonnage above capacity of 240+ tons per week across the 2022 year. These examples demonstrated why our people are recognized as the industry leaders. This is not only with respect to their skills and agronomic expertise, but their ability to deal with the challenges which come their way, such as weather and climate impacts. The board remains focused on optimizing shareholder returns by delivering a superior return on invested capital. It was pleasing, therefore, to see recent key capital expenditure delivering. As I mentioned, the Monarto mushroom facility, which is our lowest cost of production facility in mushrooms, generated consistent above-capacity volumes across the year, and the additional 10 hectares of tomato glasshouse in Guyra both met expectations. The board believes the company is well-placed to achieve long-term growth and generate increasing shareholder returns for a number of reasons, which include the fact that Costa has a well-established, unique and unrivaled domestic and international asset base. An opportunity to grow that asset base, in particular internationally, through the further use of our proprietary blueberry genetics and exclusive access and rights to develop citrus varieties. Ownership and operation of a proven 25 years plus blueberry breeding program, which has successfully developed varieties planted both domestically and internationally, and which attract a consistent and significant price premium. Finally, an unmatched domestic production footprint, protected cropping infrastructure, and season extension capacity that allows us to supply product year-round across a number of vertically integrated categories to major retailers and export markets. These attributes provide Costa with a clear competitive advantage relative to competitors and the position of a global market leader in the growing and supply of premium fresh produce. As with several other companies over recent times, Costa was subject to a cyber incident in August 2022. Due to this and the heightened cyber threat landscape generally, the board has continued to increase its oversight of the organization's cybersecurity program, and through the Audit and Risk Committee, is undertaking independent assessments of Costa's overall security, resilience and management plans. In September 2022, our CEO, our then CEO, Sean Hallahan, departed the business. Sean was with the company for five years, in both the role of chief operating officer and then CEO and managing director, and he played a pivotal role in Costa's development and growth. Following Sean's departure, the board appointed Harry Debney as interim CEO. As many of you would be aware, Harry was previously the Costa CEO, serving in the role for 10 years. It was the board's unanimous view that given Harry's breadth of knowledge, experience, and understanding of the business and the industry, that he was the best person to perform the interim CEO role while a thorough search for a permanent CEO is undertaken. I'd just like to pause and thank Harry for taking on that role over the last few months, Harry. You know, I know the business is so grateful for you, for your involvement. In relation to that CEO search, we are well progressed in the process, and we'll keep shareholders and the market informed as and when appropriate. In terms of the current outlook for the company, whilst we're early in the 2023 year, consistent with our outlook statement accompanying our full year 2022 results announced in February this year, we're seeing generally improved conditions and remain positive about the future. In particular, the international segment, which is drawing towards the end of its season, has been exceptional and is expected to deliver a record financial result for the current year. Harry will talk more about this shortly. In conclusion, on behalf of the board and shareholders, I'd sincerely like to thank all of our people, for their efforts in particularly rising to challenges in the past year and more than the past year, in the past two or three years, and ensuring the company maintains and builds further on its market-leading position. I'd now like to pass to our interim CEO, Harry Debney, to address the meeting and talk about 2022 performance and in particular, the outlook for 2023. Thank you. Thank you, Neil. Ladies and gentlemen, today I will talk briefly about our performance in the most recent financial year, 2022, and also provide a trading update for the year to date and the outlook for the rest of calendar year 2023. Firstly, however, I'd like to share with you the current profile of the company's operations and the notable strategic initiatives we've executed since we IPO'd in 2015. I'll also outline the reasons we should be positive about the long-term future and growth trajectory of the company. There are four critical elements in having built the most successful Australian-based fresh produce business, and these are scale, diversity, differentiation, and resilience. These critical elements have meant Costa retain the number one market position across the core categories in which we operate, but in a relatively modest size Australian market. This prompted over the last number of years, consideration of where to next, and resulted in a strategic decision to move offshore via building investment of a large in-international berry footprint and increasing export capacity in citrus. Going through the elements of this included acquiring the majority ownership of African Blue in Morocco from 49%- 90%, expanding our Moroccan footprint south to the southern region of Agadir, building a new packing facility, and establishing a Pan-African 52-week supply footprint for African Blue via a third-party grower network. Once we proved our China investment thesis, we rapidly expanded the initial five-year plan from 240 hectares to the current 400 hectares located in the south of the country in the Yunnan province, and we now have a near-term vision to reach 700 hectares. In the berry space, we continue to investigate other international opportunities utilizing our premium blueberry genetics and production expertise, of which I will talk more shortly. Our citrus category is majority export-focused, exporting between 65% and 70% of our annual crop. Through the strategic acquisition of several high-quality citrus assets, we've expanded our southern farming footprint, both in the Riverland and across to Sunraysia, and in 2021, successfully executed the large acquisition of 2PH Farms to become Australia's major exporter of high-quality mandarin varieties. In addition, we have also undertaken major investment in packing facility automation aimed at reducing costs and maximizing product grading to support premium export pricing. The increasing relevance of our international footprint, including exports, will account for more than 50% of the company's earnings in calendar year 2023. There's also been a major re-engineering of our world-leading proprietary blueberry breeding program. This has included investment in new and expanded blueberry plant breeding resources and development of R&D facilities. Importantly, the company has developed a deep pool of talent, this is both local and international, which provides the needed solid foundations and effective platform to successfully expand our operations. We've committed to a powerful new vision to lead from the front on IP development and maintain this competitive advantage globally, as evidenced by a key decision to breed new varieties of blueberries for substrate production rather than soil production, also the establishment of a tropical breeding program in Far North Queensland. This is to expand the varietal production capability to North Queensland, southern China, and southern Morocco. In 2023 alone, Costa is launching a record four new blueberry varieties with a strong forward pipeline of product to fuel its growth trajectory. Costa has long been aware of the risks and opportunities that climate change poses. We have been actively engaged in responding and adapting to climate change, which includes our sustainable commercial farming initiative, which we formally adopted in 2018. We've sought to prioritize additional investments in improving the resilience to the impacts of climate change, and key investments of this affected crop production. Through these initiatives and many more, we firmly believe that Costa can... a premier asset base and operational footprint. Secondly, a leading Australian... risk, including climate change, through our product portfolio, protected cropping, and geography and brand portfolio with a network of global relationships. Superior product offering with multiple near-term growth projects. An attractive financial profile and our deep industry expertise. Turning now to the highlights of the 2022 year and domestic berry category delivering particularly strong results. The performance of our China opera.... Strong quality and demand and higher pricing. Our mushroom and tomato categories delivers, both of which benefited from increased production capacity with our Monarto South Australian mushroom products fully coming online. As is widely known, a feature of the 2022 year was the very challenging weather conditions in Australia, experienced across a number of our growing regions La Niña weather event. Although the citrus category saw favorable volumes across these three growing regions that we operate in and positive pricing in export markets, the extensive weather impacts which continued over the duration of the season ultimately impacted quality and pack out rates. Combined with higher crop input and freight costs, this resulted in a circa $40 million lower earnings versus plan across the citrus category. Moving to the financial results for calendar year 2022. Revenue was up 11.2% versus the prior year, with EBITDA-SGARA of AUD 214.8 million, down 1.6% on CY 2021. Segment earnings performance by EBITDA-SGARA saw the international segment deliver a 6.2% improvement on the prior year. The produce segment was down 7%, and Costa Farms and Logistics was up 4.1%. The company's ability to deliver a credible result in the face of challenges posed by the weather in 2022 is testament to the power of the genetics and the varieties we grow. This is across all of our major categories in which utilize a combination of our own proprietary genetics and exclusive access to licensed genetics in other categories. Many of you are aware of the Costa Variety Improvement Program or VIP, which is Costa's own 25+ year of successful proprietary blueberry breeding program. It is globally recognized as an industry leader with the capacity to trial 20,000 seedlings per annum, augmented by a cross-breeding program across both the tropical and subtropical locations. Cascade. You've heard a lot about Arana in the past. In the future, I'd say that you'll hear a lot more about Cascade going to the future. Cascade is one of the four blueberry varieties I mentioned earlier that we have released in 2023. It's demonstrating high yield, large fruit size, 20 mm fruit size diameter, balanced flavor and aromatics, and resistance to blueberry rust disease. We expect Cascade to be widely adaptable to growing conditions in Southern China, Morocco, Tunisia across those regions. Access to premium genetics is also a key part of our citrus and grape business. Through our acquisition and Phoenix mandarin varieties in Australia, China, India and Africa. We also have further developed by the 2PH breeding program and evaluated by Costa in Australia, China, India and Africa. Percent of the proprietary supply is licensed from Sun World, which operates one of the largest and longest running proprietary enterprises in the world. These varieties are in high demand in export markets. There are further opportunities to expand this offering and the number of markets to which we export. In our tomato category, we operate a substantial variety testing and development program that take their state-of-the-art nursery, and we're testing and trialing 80-90 varieties per annum. This year, we are establishing a dedicated innovation center at Guyra, where we'll be undertaking varietal assessments and early commercialization trials of a range of glasshouse crops, including other tomato varieties. In the mushroom category, Costa has a long-standing relationship with Amycel USA, which is a global industry leader in mushroom genetics development. We see our proprietary genetics and the exclusive access we have to other genetics as a distinct competitive advantage and something that makes Costa's portfolio across our premium offerings truly unique and a major asset in driving further growth. I'd now like to move to our trading update and outlook. The challenging weather impact from the three consecutive La Niña events is now behind us going forward, with La Niña exhausted in Australia by the end of March. The return to warmer temperatures, higher light levels and lower rainfall across our major growing regions is a positive for our farming operations, both our protected and unprotected crops. The current neutral weather conditions are expected to develop into an El Niño environment later in the year, which is a favorable development, including in respect to yield and quality. The increased input cost pressures, if you call inflation, cost inflation of 2021, 2022 are since across the free movement of labor during COVID pandemic, arguably the biggest challenge we and all of our competitors faced. We are now in a much improved situation and have seen improvement in labor availability, with backpacker numbers returning to normal and continued access to Pacific seasonal labor, although we are not quite yet optimized. Costa's two largest categories are the international segment and the citrus category. The most significant contribution to our first half is from the international segment, with the harvest to be completed by mid-June. The 2023 harvest is proving to be an exceptional year, with very strong profit results emerging from both of our China and Morocco operations. In citrus, the first six months of the year is a cost accumulation period, including farming and cost, crop preparations, costs from the market for pre-harvest. The season is circa three weeks behind starting, with our earliest region, 2PH in Emerald, commencing harvesting in May. As a consequence, virtually all of our citrus harvest earnings, including 2PH, will fall into the second half of CY 2023. The early outlook for 2PH is very positive relative to the prior year, and remains in line with our expectations, with positive indications for both yield and fruit quality. As expected, the lengthy periods of very high rainfall and low temperatures have caused some residual impact on 2023 fruit sizing and yield in our southern grape and citrus operations. It is too early in the season to make an overall assessment of the southern citrus season. We continue to monitor for the impact of albedo, which if you recall, was our biggest single problem in citrus last year. It seriously damaged the 2022 southern citrus crop. Although we are very early in the season, to date, we are not observing major issues this season. Export market demand and pricing for major markets for Costa's citrus crop is expected to be favorable across all of the export markets for this season. The mushroom category is benefiting from a continued and sustained increase in yield from our lowest cost production Benato site, partially offset, sorry, from lower outputs from the Mernda site due to compost issues. Coming out of the summer months, mushroom demand was somewhat soft, but is expected to improve as we enter the cooler winter months. Tomato production is strongly supported now by excellent light conditions. This category has experienced lower than expected summer pricing and demand, with this having impacted earnings relative to the same period last year. Pricing has started returning towards budgeted levels in May. The berry category had a challenging period over the Tasmanian season. Our farms performed well, but crop timing and competitive volumes pushed prices lower. We are now moving into the Far North Queensland season, where yield, quality, and pricing are favorable. The main Corindi season will commence harvest from mid-year. At this stage it is too early to provide any meaningful forecast to anticipated season performance. However, the increased premium Arana plantings, and Corindi is largely now an Arana blueberry farm, are expected to make a significant contribution to overall performance in the second half. The small avocado category is performing significantly better compared to last year, and our Wholesale and Logistics segment is continuing its solid year-to-date performance. I have to say on a somber note, in 2022, we tragically lost a team member when they died as a result of a traffic accident on one of our China farms. We've been deeply saddened by this event, and our sincere condolences go to the family, the community, and to our people who were directly impacted. Our focus continues to be on ensuring the highest safety standards and measures are in place to be followed at all times across our business, which includes the implementation in the last 12 months of a high-performance incident program. We're acting on, in a proactive manner to identify high potential incident risks and taking very proactive action. We're also continuing to ensure regular health and safety training of all employees, as well as building an open culture for reporting safety issues and regularly monitoring and assessing compliance, and ensuring strong accountability of all team members. When I commissioned the role of interim CEO in late September 2022, what was evident was that the people, our people continue to have unrivaled passion. Passion is one of our values, and I think it's the most important for what they do, and a talent and skill set unmatched in the industry. Horticulture is an industry that requires resilience, and I can assure you that our people have resilience in spades. It also requires a level of ingenuity and innovation, which is required to deal with risk, adapt to change, and to maximize opportunities. This is why we believe Costa is the industry employer of choice. I sincerely believe the company has a lot to look forward to, and I thank the Costa board and the executive for their support over the last eight months. I now hand back to our chairman. Thanks very much, Harry. Very comprehensive. Before we move to the formal part of the meeting, I'd just like to take any questions from the room in relation to the presentations you've just heard. We'll have a microphone come to you. Great. Mr. Chairman, my name's Henry Stephens. I'm from the Australian Shareholders' Association. We've got about 450,000 proxies. There's a new shareholder on the register. I think it's called Paine Schwartz Partners. Could you give us a little bit of an update on what their intentions are, and whether they've reached out to the company to have a chat with you and where they're going? That's my first question. My second question is, the company made an AUD 2.2 million impairment against the avocado business in 2022. Does this mean that access into the Japanese market is looking unlikely? How are negotiations going, and why is it so difficult for the company to gain access to this huge market? My third question, if I may, if you can just talk about the future of dividend growth. Where you see the dividends going, 'cause it's obviously a very important part of return for retail shareholders. Thank you. Thanks, Henry. Must say we do appreciate the engagement we have with your group, Australian Shareholders' Association, over a number of years now. We always enjoy that engagement. We'll start with, I think, three questions. Start with the Paine Schwartz Partners question. Paine Schwartz Partners, of course, were a shareholder and partner prior to the IPO, and in 2015 and exited at that point. That you're right, they did come back onto the register, and they are our major shareholder at present. We have engagement with them as we would with any major shareholder. But there's really... As to their intentions, that's really for them and, you know, once... If and when there's a discussion to be had, we will obviously update the market as appropriate, so. As we sit here today, there's nothing for us to tell the market. In the case of the goodwill write-off, that was the total for avocados. That was the total of our goodwill in that category. You know, I think over the last couple of years, we've certainly witnessed an increased supply of avocados domestically. You're correct, part of our strategy when we went into and created this additional pillar was the expectation that overseas markets would open up. hasn't been the case in Japan. There's certain protocols that have to be worked through, and we're encouraging the Australian government and their Japanese counterparts to get together. This is a, I think, really important. At the moment, we have in Australia, we have the situation where the west coast of Australia can export into Japan, but the east coast can't. We've got, you know, I think it's a logical extension for us. I will say, however, that we've recently had a access granted into India. It's a market that we obviously don't know as well as a result of the Japanese market being a key market for our citrus products. We're trialing into India at the present time. You know, we're quite hopeful that that not only creates that opportunity, but it also sort of firms up the opportunity for Japan. In terms of future dividends, well, we have a capital strategy that really looks towards maintaining a strong balance sheet and selectively invest to improve shareholder returns, whilst also ensuring that we have a level of conservative debt and that is able to support ongoing growth of the company. We have no fixed dividend policy, but in the long term, we do aim to have a dividend profile which reflects the earnings growth of the company. I might point out, though, that since 2019, we've actually grown the dividend payout, not per share, but we've grown the dividend payout to support the additional equity base that through a couple of capital raisings. I think that. Other questions? Well, let me take you. Thanks, Mr. Chairman. Ewan Warmsley. Sadly enough, I suffer as a former teacher of math and economics. I have about technology from the Netherlands, which enables waste paper and cardboard to then produce containers which in Europe serve berries, mushrooms and tomatoes. I just wondered whether you are aware of that development. The second question concerns future considerations of what might be grown in Australia. I think of the price of things like figs, pomegranates, and pecans. Is there any long-term consideration of widening the production to those sorts of crops? Thank you very much for your questions. It's quite timing. We started a meeting earlier this morning of our Horticultural Innovation and Technology group. You know, we were looking at lots of innovation that... Netherlands is certainly one area it's coming from. Israel's the other that's really interesting at the present time. It was more, more related to Janette, more related to harvest and crop management rather than packaging, I think, which was your question. Harry, I'm not sure if. We are aware of that. We're aware of it, but I think it's early days. Yeah. Yeah. In the case of other growing other produce, I don't disagree with you. I think there is a, you know, Australia has a unique opportunity. We play. If you look at the categories that we're involved with, we play in areas where we can get a competitive advantage, and typically using our superior genetics. You've seen what's happened with blueberries. It's. By any measure, we're the, a global leader. We're kind of. We've been sort of toying with how do we take the current footprint that we have and, you know, use our glasshouse capability for different different products. Very early days. We haven't. I think you mentioned figs. It's not something that, at the present time that we have our eye on. I think it's a, it's a, it's a good point. Morning, Chair. Stephen Main, a small shareholder. Harry mentioned that Coles were our main customer when covering off, I think it was Tonga relief. A lot of companies go broke relying on Coles or Woolworths 'cause Australia's got the most concentrated, powerful supermarket duopoly in the world. Could Harry just perhaps expand on that comment about Coles? Why are they our number one customer as opposed to Woolworths? Mm-hmm. What proportion of our revenue is with the big two? Like, are we diversified or are we 50% with the big two? Maybe just to comment on perhaps ALDI and IGA as well as to where they fit in that sort of. Yeah. -path to market share- Mm-hmm. equation. Yeah. Thanks for the question. It was actually my part of the presentation that talked about Coles, and I think I may have corrected myself, not our major customer, but one of our major customers. Obviously, Woolworths and ALDI are, you know, we're key suppliers to both of those. As you would have heard throughout the presentations, we have a major focus on export. If you take our international operations separately, and in total, we basically have with those international operations plus our export, we're the largest exporter of citrus in the country. We're over 60, I think the number was 65% of the group. We've actually tried to, you know, to ensure that we don't have customer concentration, as an issue. Harry, do you want to just... Yeah. Well, you might as well come up here, Harry. Okay. You're very comfortable. Thanks. It's the appropriate question. It's been our strategic endeavors over the last five or six years to broaden that risk profile. Woolworths is by far our biggest customer, followed by Coles, followed by ALDI. That roughly is the proportion of their scale in the market. Of our Australian business, the retail market, including IGA, accounts for about 72% of its revenue in Australia. As Neil said, over 50% of this year's earnings will be earned offshore, either by the exports or primarily from the footprint we've got in Morocco and China. That will increase in scale over next near term. We've been very mindful of diversifying. It is the most concentrated or one of the most concentrated retail markets in the world. We've always been mindful of that. You've got to be differentiated. You've got to have scale to have a seat at the table. We are probably the most advantageously seated at the table of Woolies, Coles and ALDI, but they're pretty tough negotiators. I'm very relaxed now that we've got large offshore earnings which are unrelated to the local market, and that's increasing, as I said earlier, in volume. They are a productive market. They keep us very focused on innovation. We succeed in those retail outlets because we have high innovation. For example, we have an exclusive arrangement with Woolies on our Arana product, where we get a very significant premium, circa 25%. We have a similar exclusive arrangement on our premium snacky tomato product, Breeze, with Coles. We do a lot of things with those retailers as well. Yeah. Thanks, Harry. Sir. Oh, okay. We're going over this side. Harry, you might as well stay up here. You look very comfortable up here. Yeah, just a couple of questions. You mentioned you were proceeding with a new CEO. Yes. That's been eight months since September. I was wondering if you could give me a bit more detail. It's quite a while, eight months, and that's the first one. Second one, the international in China. I just wondered how much money... You know, China is obviously a very profitable area of the operations. How much money are we actually able to get out of China? Thirdly, Paine Schwartz Partners were interested in getting a director on the board when they announced in October that they were wanting to buy into the company. Has anything proceeded on that area as well? Okay, thanks for the questions. Maybe I'll start with the last one. The answer is, no, there's been no request for a board seat. In relation to the CEO, we've. Eight months is a while, but we're working through both internal and external candidates, and we're quite well progressed, as I said in the speech. In relation to China. Can I just have that sort of question again? Because I think it's. China's a really exciting part of our business. I think the question was around accessing cash. That's right. accessing returns. Yep. We've been in a mode, remind me, Harry, I think that we're probably 10 years in China, eight years in China, we've been in a mode of growing the business. So. We've used the funds generated from that business to continue to grow. We have repatriated funds in the last two years, and we will continue to do that. It's, there is a, it's a well-worn path of being able to repatriate funds. It's not, we don't feel like there's an issue there. I saw another. Sorry. Yeah. You have to wait, Doug. No worries. Tony Blake. just had a question here. with the likelihood of increasing earnings or coming from overseas, and that going to be far in advance of what's earned in the local market? Mm. Is that going to have a effect on the franking credits for the dividends when they're paid? Okay. One thing I must say that we've been through a number of very disappointing years. Mm. Which have been beyond our control, and it's great to hear that, things are looking up for the current year. Yeah. No, thanks for the question. We share your sentiments. Right. Yeah, franking, as you would expect, with the emphasis on or greater emphasis in earnings coming from offshore, franking has, I think we paid. Remind me. I think we paid a 40% franked dividend last time. You can expect that we won't have fully franked. It's not anticipated we'll have fully franked shares going forward. David. Doug Sherrier for those that don't know me. First, it's a comment to take on board and take away from here. I don't expect an answer today. Being the largest horticultural company in the country, I can't... This is not a slur on any board member, please. I believe they're all experts in what they do. I believe that the board should consist whether they add or restructure a professional growing and horticulture expert and horticulture sales expert, because they're so different to everything else. That's probably something you can think about going forward. I don't even mind if they add one or two to the board. Number two, just going on from the comments of supermarkets, I know they have a lot of strength, but I believe Costa is big enough to hold an upper hand. You talk about weather, floods, you know, everything that impacts our industry. To have 12-month prices, to me, is idiotic in horticulture. Mm. Just a comment on that. Thank you. Yeah. Thanks, Doug. I think, you know, we've... As, as Harry kind of alluded to in relation to the big retailers, you know, we, we strive to have a relationship which is not just transactional. We work in like areas like ESG, we work in other areas. You know, we think it's to our advantage, actually, to be able to prove ourselves as the standard. You know, sometimes there's a bit of frustration that, lots of, lots of decisions are made by price. It's, it's a journey. So. Thank you, thank you for your comment on the board. Although you would no doubt know that we've probably got the foremost expert on horticulture already sitting on the board and has been talking to you today. Thank you, Chairman. Ian Curry, a shareholder. I read recently that Peru has been rapidly growing its blueberry produce and becoming one of the major exporters to the world. I'm not sure yet whether that's mainly focused on the Americas, will that growth in Peru have an impact or cause us to rethink some of the ways in which we do market our blueberry produce? Yeah. Thanks, Ian, and nice to see you. Thank you, Chairman. Yeah, maybe Harry can talk about that. Maybe It should work. Okay. Oh, yeah. It's working now. Yeah. Thanks, Ian. Yeah, we are very well aware Peru is the fastest growing area for plantings. In fact, some of our new genetics are being evaluated in Peru at the moment and are likely to be planted in, on large scale by Driscoll's, which has the rights to our varieties right across the Americas. Their market season is interesting. It doesn't impede directly, for example, on our China production. It's really tapers off about October, and then we come into our production season in late November, and we're just finishing the season by mid-June in China. It's complementary at this stage with the varietal mix that is over there. In terms of Morocco, ditto. We started in Agadir in late November. We finish the northern farms, about, now. It's not really a direct thing. Their focus in Peru is mainly the Americas. I think going forward with their large production, they may overlap with some stored product in Europe more than, more than Asia. It doesn't affect us directly here in Australia. We'll be, in another way, beneficiary of that in terms of our license program with working with Driscoll's with any of varieties. Is it, then, the position that the demand for blueberries is growing at such a rate that in fact Peru's expansion and our expansion and others, is necessary to meet that demand? Yes, it is. In horticulture, as you probably know, there are production growth and demand growth, and they don't always coalesce. Over time, absolutely. The demand in China is almost exponential because particularly with the growth of the middle classes. Our confidence in growing from 400 hectares to 700 hectares, we're very strongly of the belief that that won't cause us any, you know, demand supply problems. Going across to Europe, there are only about four of the European countries, including the UK, who have a high per capita consumption, and the other countries are catching up. America already has a very large per capita consumption. Australia is still growing. Now, nothing is infinite, the story about blueberries is far from finished. Thank you, Chairman. Thank you, Harry. Thank you. Any other questions? Sir. Mr. Chairman, are you able to advise us what the level of shareholding of Paine Schwartz is in Costa, please? Yeah, I think it's 15-16 in that range. Thank you. Yeah. Mr. Main, you got a question? Yeah, thanks, Chair. It does feel a bit back to the future, looking at this meeting. 2011, you joined as Chair, Harry was CEO, Paine owned 50% of the business, we were called Costa, and the Costa family were involved. Here we are. I guess my question is, I asked this last year actually online, because you didn't provide a copy of the webcast, I've no idea what the answer was, I have to ask it again to find out. What proportion of the company is still owned by members of the Costa family? Do we have any Costa family members on the payroll, either as employees, contractors or consultants? How do we communicate with the family which still has its name on the door? If relations are distant, wouldn't it make sense to change the company name to something more relevant and grand-sounding like Horticulture Australasia or something like that? Just on the history, normally, when private equity comes in and buys something material and IPOs it, there's some sort of public knowledge as to whether that was a good or a bad investment for them. Their entry price into Costa in 2010 was never disclosed, so no one knows whether they lost AUD 1 billion or whether they made AUD 500 million. It's just no one knows. Can you give us any insight as to whether they have a happy history as an owner of Costa and come to the table with a good experience or, you know, if they dropped AUD hundreds of millions and they're trying to make it back? Like, what is just some insight as to their, the happiness of their historical investment in Costa? Okay. Let's start with the Costa family. We don't have any Costa people on the payroll. The family, as I understand it, is now sub- Sub 5%. Yes, certainly sub 5%, so it's not substantial. In terms of the name, the Costa name is very, very well known throughout. It's not just the name, it's the culture that comes with it. It's a big family and a series of families around the country. We're really proud of having that name on the door, it's been no discussion as Harry, I think, would share the same view, is that it's a very proud history that we'd like to continue. In the case of Paine Schwartz, the fact that they've come back on the register would suggest that they've had a pretty good experience. We, we rate them as a, as very knowledgeable in our industry. You know, I think we've, we, you know, we're pleased that they're on the register. Okay, let's. Can I just have one more, please? Okay. Just a final general question. It is curious that we're having trouble accessing the Japanese market when they're a sort of open, democratic, capitalist, Western ally. Yet we're hurtling towards 700 hectares in China when, you know, the general knowledge whenever Chinese interests buy up Australian farms is we can't buy their farms, but they can buy our farms. All of a sudden, Australia's biggest horticulture company is heading towards 700 hectares in China. Can you talk a bit more about the political environment in China? Like what controls are there? What risks are there of our farms being nationalized? You know, do they control what we can do with our product there? How free is it? Mm-hmm. With the trade sanctions we've seen the last couple of years, have we not been affected at all by that? Obviously, not in lobsters or barley, but we don't seem to have been hit, you know. Yeah. just a bit of a discussion on the risks and why is it so different to Japan? Well, we're obviously growing, and we have a footprint in China, and it's. I have to say we're really respectful of the provinces that we or the province that we operate in. The board's been over there, and we've got really good relationships. We're aligned with what the Chinese people are trying to do in that region, and that's poverty alleviation, training and also providing, you know, excellent sort of produce into the key cities like Shanghai and Beijing and the like. Our experience has been one of positiveness. We've got, I have to say in our operations, we've had a number of people living there, expats who live there. Their constant feedback to us is, you know, the training and the quality of people on the ground there is really positive. I think our experience has been good. It's a free market, but, you know, I think we've all read of issues in China that can happen sort of overnight. We're mindful, but we're respectful of their social and economic agendas, and we play to those. We haven't, as you say, we haven't been particularly impacted by the trade issues, and that's largely because we're in situ, and not sort of trade, trying to trade. It actually is another point. We've been trying to have a situation where we can export blueberries from Australia into China, which really struggled there, obviously because of the trade issues over the last few years. We're hopeful that can be now started again, and that would supplement the growing that we do at different times of the year. We still think China is an amazing opportunity. It's a big export market for citrus too. Yeah. Well, that's the other thing. In citrus, we're one of the biggest exporters into China as well. In terms of the formal business, we've got three items of business to be considered today as listed in the notice of meeting. As I mentioned, resolutions will be determined by way of poll, and that was opened at the commencement of the meeting. Following discussion on each resolution, proxy and direct votes which have been cast on the resolution will be displayed on the screen. Only eligible security holders, a representative or attorney for eligible security holder or a proxy for an eligible security holder are entitled to vote. Any directed proxies that are not voted will automatically default to me as chair of the meeting, and I am required to vote these proxies as directed. Any proxies that are left open and available to me, will be voted in favor of the resolution. Those voting today in person need to have obtained their voting cards available to you when you registered. Security holders or proxies in the room with yellow voting cards or blue non-voting cards are welcome to ask questions further on these resolutions. If you have any difficulty completing your voting card, please raise your hand and a representative from our share registry Link will assist you. I appoint Gordon Sangster of KPMG, the company's auditor, to be the scrutineer for all resolutions. If you have a question, please raise your hand and address all questions through me. If your question relates to a particular item of business, please ask that question when we get to that item. Before we proceed with the first item of business, I will address questions that we've received in advance from shareholders. I'd ask Michael Toby, our corporate affairs manager, to please read these questions. I think one of the questions, Michael, may have been in relation to dividends, which we've already probably covered, I guess. That's correct, Chairman. I might go to the second question. They'll have to forgive me for my pronunciation, but it's from Mr. Jaya simha Mugama and Mrs. Travali Donti Reddy. Their question is, vegetable and fruits prices have drastically increased. In turn, your returns and profits would have, but this is inversely proportional to the share price which is being reflected from 16 April 2021 up to now. I am not able to digest this fact. Can you please help explain why? Okay. Thank you. Thanks for the question. It is correct. I think we all go to the supermarket and notice prices in general, but fruit and vegetable prices have increased. However, over the last three years, we've also seen significant cost increases across our business, such that prices have not always kept pace with cost inputs. We recognize that share price growth has been lower than what we'd all like. And even with the extra equity raised by the company. Of course, the share price is a product of many factors, both specific to our industry and more general in the markets. As I mentioned in my speech, the last four years have been particularly challenging in the face of extreme weather conditions, in particular. We've not seen a growth in earnings to a level where the share market fully appreciates our asset portfolio and positioning in the industry. That's the board and management's job to make sure that the share market does get that, and that's by continuing to deliver profit growth. If there's no more questions from me and Michael. Thank you. I'll now move to the first item of business, which is the receipt and consideration of the financial report for the company and its controlled entities, the directors' report, and the auditors' report for the financial period ended January 1, 2023, as set out in the company's annual report for that period. These have been approved by the board and provided to you in the annual report, and they're also on the company's website. There's no need to pass any resolution on the accounts. However, security holders and proxies are welcome to ask questions of the company's auditor in relation to the audit of the accounts, or ask questions of me in relation to the overall activities reflected in the accounts. Are there any questions in relation to the accounts? Yep. You can maybe argue this is REM, it's reasonably general. The shares are up 5% today, the market's very happy. In terms of your shareholding share, you've had a AUD 50,000 AGM, well done. I'm just curious. It's unusual to have a Chair with a larger shareholding than a CEO. I know that yours is AUD 1.2 million and Harry's is close to AUD 1 million, it's still reasonably solid investment. The other unusual thing is that the acting CEO is only on AUD 850,000 cash with no incentive, which is relatively low. Your AUD 270,000 probably is also a bit underdone, I'd argue as well, Chair. Why aren't we paying the acting CEO more? He's doing a good job. Stock's up, stabilized the ship. Is he one of the internal candidates that we are assessing? Because you mentioned that we had internal candidates. Is Harry one of them? He could answer for himself, but the answer is no. I don't disagree. When we set that remuneration, it's for a limited period. We still expect it to be a relatively limited period. You know, absolutely, as I said previously, we are and everyone in this room and our whole shareholder base is really indebted to Harry for not only what he's done for the company for many, many years, but for stepping back in a situation which, you know, he basically changed his life back again for us. We're very, very grateful, Harry. Thank you. I'd like to give you a round of applause, Harry. In terms of the shares, I think, you know, I think that it's good practice for directors to be invested in the companies that they participate in. If there are no further questions in relation to the accounts, item two of the business on the agenda is the consideration of a resolution to adopt the remuneration report for the year ended 1 January 2023. The resolution to be voted upon for this item of business is shown on the slide displayed on the screen now. The board is committed to a remuneration framework that will enable the company to attract, retain, and motivate directors and executives who will create value for shareholders within an appropriate risk management framework, by providing remuneration packages that are equitable and externally competitive. It's the board's view that the current remuneration framework, as detailed in the report, offers a range of mechanisms to balance sensible risk management and motivate the executive team going forward, and also, the successful execution of the company's growth plans. I'd now like to address any questions that shareholders may have in relation to remuneration report. The standard question at the start of a meeting is normally of any of the proxy advisors are recommended against any resolutions, and have there been any material protest votes. That's normally covered by the increasing practice of disclosing the proxies with the formal addresses to the ASX. You haven't done that, so we don't know what they are. We're debating in the dark. Could you I know ASA best practice is to have the proxies displayed before the debate, so if there has been a protest vote, we can explore and discuss what the issue was. Whilst on AGM process, unlike last year, would it be possible to publish an archive of the webcast so that the 20,000 shareholders who are not here can have the benefit of what's been an interesting and stimulating debate with, you know, eight or 10 different shareholders all asking good questions. Would it be possible next year to reintroduce the hybrid element of the AGM because it is a bit of voter suppression to not allow you 20,000 shareholders to watch online and vote, which is now standard or even ask questions. You're paying Link to do a webcast, yet you told Link to turn off online questions and online voting, which is just needless suppression of voting when you're already paying Link to do a webcast. Can you address those AGM process questions and also advise if there's been any protest vote on the REM report? I'm assuming not because there's no LTI grants and Harry's being paid so little, but we just need to know so we can discuss it if there has been. No. There's been no. As it has been consistent with this, with Costa, there's been no issues in relation to remuneration from any outside proxies. I'll take your comments in relation to AGM and hybrid and webcast and those other matters as a comment. You know, I said at the start of the meeting, I'm a huge advocate of having people face to face. You know, there's lots of discussion about hybrid working week but there's nothing like being face to face and having, you know, us being able to have a chat before and after the meeting and have a meaningful kind of discussion here. I'm not a fan of encouraging people not to turn up. If there's no further questions in relation to REM, I'll display the proxies and direct votes for this resolution received prior to the meeting. Okay. As item three involves myself, I'll now ask my fellow director, Peter Margin, to take the chair for this item. Thanks, Peter. Thanks, Neil, and good morning, ladies and gentlemen. Item three on the agenda is that Neil Chatfield be reelected as a director of the company. Neil is an established executive and non-executive director with extensive experience across all facets of company management and with specific expertise in financial management, capital markets, mergers and acquisition, and risk management. Neil served as a director of Costa from the 7th of October, 2011, and has been chairman of Costa Group Holdings Limited since 24th of June, 2015. He's a member of the Remuneration and Human Resources Committee, the Audit and Risk Committee, and the Horticultural Innovation and Technology Committee, and chair of the Nominations Committee. The board has assessed Neil to be an independent director in accordance with ASX Corporate Governance Principles and Recommendations, fourth edition. I welcome Neil to address the meeting to talk about his qualifications and experience. Thanks, Peter. Chairs, I'm particularly pleased to offer myself for reelection today as a director of your company. In terms of qualification and training, I've had a number of years' experience as a public company chairman and non-executive director. I have a strong record in financial and risk management, debt and equity capital markets and M&A and business integration. Having been a director of Costa for a period leading up to the IPO and chairman since the IPO eight years ago, I have a sound knowledge of the group. I'm more than ever convinced that we have an excellent suite of assets with a wonderful footprint on a global scale and an excellent culture and passionate workforce. I'm delighted with the positioning and prospects of the organization as Australia's leading grower, packer and marketer of fresh produce. As fresh produce plays an increasingly major role in the economy and in the health and well-being of our communities, we can all be proud of Costa's involvement in supporting our communities. I believe my background sits well with the operations of the company, and if reelected, I'm committed to continuing to devote the time and effort required to making a meaningful contribution to the long-term value of your company. Thank you for your support. Thanks, Neil, the resolution to be voted upon for this item of business is shown on the screen behind me. We'll now address any questions on this motion. Please. Thank you, Mr. Deputy Chairman. I'm not quite a deputy chairman. Henry Stephens from the ASA. Thanks, Henry. The ASA has a view that the chair of a board of directors must be independent. We also have a strong view about board renewal and that directors with lengthy tenures can become not independent. We are well aware that some directors can outstay their welcome and lose their edge when sitting on a board for a long period of time. From our discussions with you, Neil, I know you disagree with our view. In view of the fact that the board is actively looking for a new CEO and you're an integral part of this process, we will support your reelection as a director of the company. We'd like to see the board actively thinking about your replacement as you will have been on the board for 15 years in three years' time. I just wonder if you can comment about that last sentence. Thank you. In terms of board renewal, it's certainly a subject that we do discuss right across the board and quite regularly, Henry. We're not at a point at the moment of saying, "Neil, it's time to hang up your shingle," because I think when you're going through a change in chief executive, it's also important to have continuity at a board level, and particularly with the Chairman. I think from a board perspective, I'll also add that Neil continues to be a very passionate and vibrant director and a Chairman. He certainly drives the board very hard, which you'd wanna see as a shareholder. That's probably reflected in our hands-on approach to assisting management and running the business. I think Neil highlighted the fact that we'd recently gone to China in the last couple of years as a board. Early this year, we also had a week in Morocco looking around all of the farming operations in deep south at Agadir, up out of Rabat. Neil is an enthusiastic supporter of the board to get out and have a look what's going on in farms, engaging with management and providing mentoring where appropriate. He provides great counsel, I've got to say, to the other directors and particularly to management. We're really pleased and lucky that Neil is our chairman. Thanks, Henry. Are there any other questions? Thanks, Steve. Just, I remember when David Crawford was hanging on forever at Lendlease, the ASA insisted that he make a public statement that it would be his last term before supporting him. I'll try that on now as an ASA member. Is Neil prepared to undertake that he will not seek re-election in three years' time? Because by then he will have been 11 years as chairman and 15 years on the board, and there's very few ASX 300 companies that have, independently owned, that have a chairman who stays beyond a decade. Thanks, Stephen. I'll get Neil to make a couple of comments, but I might just say it's not a subject that we've discussed around the board table, so I'd be very surprised if Neil was gonna make a statement here today that would be any different to that. Neil, if you'd like to make any statement. Yeah. Is it working? Yeah. Thanks. Thanks, Peter, thanks for the question. I think that's right. I, having made the decision to stand this time, I'm absolutely committed to the company. You know, you'd make these calls, you know, before seeking a re-election again, obviously they take counsel from the board at that stage. I think it's an open question at this stage. Thank you. Thanks, Steve. I'll vote in favor of Neil. He is one of the most competent, professional directors in the market. I just wish he wasn't using his skills to grow Aristocrat as aggressively and successfully as he is as a gambling reform person. I guess the only slight question mark over the track record, I mean, I think is Neil has probably overseen more takeovers than any other public company director. I mean, he was there near the start of Toll, and they aggregated everything, he and Paul Little, and grew it into the biggest player. SEEK, lots of aggressive takeovers. Transurban, lots of aggressive takeovers. Aristocrat, just another AUD 1.5 billion deal last week. He's a great takeover guy, and 90% of them work. He went too hard with Virgin went broke because it was a foolish decision to try and muscle up and match Qantas, and billions were lost, albeit after he'd left the board. That was the biggest mistake, and I think that was a hubris ego, too aggressive, try and dominate everything. My question to Neil is: Is he gonna continue this push on takeovers and acquisitions over the next three years at this company? 'Cause he's done two PAITREOs to fund acquisitions. It's the usual story with Neil Chatfield. It's acquisitions, capital raisings, expansion, growth, ambition, take on the world. Is that still the play, or is this a steady state situation now? I wanna also congratulate him on his record of doing PAITREO capital raisings, which are the fairest way to raise money. He's done five. No one else has done that. If you do do another capital raising, please stick with the PAITREO, which is the fairest way to go. I might start by answering a little bit on behalf of the board. I would suggest, Steven, you'd be aware of this. Those that stand still die. Particularly if you look at the food and agricultural sector in Australia, there is a trail of dead and buried companies who decide to hang on to what they've got rather than endeavoring to grow the business. I think where many of them go wrong is focus just on the domestic market, as Harry and Neil have alluded to. The approach that Neil with the support of the board and Harry have driven over the past five or six years is to say that we have to build a significant presence offshore and, you know, both in China and Morocco. To date, you'd have to say that those investments have been very prudent, and I don't think without the courage of a chairman who's been there and done it all, we wouldn't be in this situation today. I think on behalf of the board, we're lucky to have had a chairman with a vision and a chief executive that's been prepared to roll the dice in areas that we know very well. Neil, I don't know whether you wanna add to that. Just to comment, I'm not a deal junkie. Yep. Okay. Are there any further questions? If there are no further questions, I'll now display the proxies and direct votes for this resolution received prior to the meeting, which are shown on this slide displayed. Thank you very much. Thanks, Peter. I would like to thank shareholders for their support. There's no further resolutions. As a result, the poll will close within five minutes of the closure of the conclusion of the meeting. The results of each poll will be announced to the ASX and published on our website once the votes have been counted and checked. Ladies and gentlemen, that concludes the formal items on the agenda. I was remiss in not commenting on Gordon, our, who's been the KPMG audit partner for the last five years. Gordon, you rotated off. This is your last hurrah. You might come back as a shareholder one day. You never know, right? Yeah, we really appreciate, you know, everything that, you know, the cooperation and the work that you've brought and the service levels that you've brought to the company over your time as a partner. Thank you. Thank you. I'd like to thank everyone for their attendance and those who viewed the webcast and now declare the AGM of Costa Group Holdings closed. Look forward to talking to directors when we've some refreshments. Thank you. Thanks very much.