Good morning, and welcome to the 2021 Annual General Meeting of Newcrest Mining Limited. I am Peter Hay, the Chairman of your Board of Directors and of this meeting. I'd like to start by acknowledging the Wurundjeri people, past and present, and emerging, who are the traditional owners and custodians of the land on which I am presenting today. I'd also like to pay respects to the elders, past, present, and emerging of the Kulin nation. We respect and value the importance of preserving their cultures and customs. The notice of meeting was lodged with the ASX on the 5th of October and has been made available to all shareholders. It's now just after 10:30 A.M., and I have been notified that a quorum is present, so I declare the meeting open. Today's voting will be conducted by way of a poll, and I now declare the poll open on all items of business. The safety, health, and well-being of our workforce, shareholders, and stakeholders is of great importance to us. Once again, we are holding this year's AGM virtually. Every effort has been made to ensure that this meeting runs smoothly for our shareholders. If you have any problems using the online platform, please check the virtual meeting online guide located within the AGM section of our website, or call the number on the right-hand side of your screen. I'll now hand over to Maria Sanz Perez, our Chief Legal, Risk and Compliance Officer and Company Secretary, to explain some of the formalities for today. Thank you, Chairman, and good morning, everyone. Shareholders have been provided with the option to participate in this meeting online to cast a direct vote prior to the meeting or to appoint a proxy to vote and act on their behalf in today's meeting. If you are a shareholder or proxyholder eligible to vote at this meeting, there is a Get a Voting card at the top and bottom of your screen. Selecting this icon will bring up a list of resolutions and present you with your voting options. To cast your vote, simply select one of the options for each resolution and select Submit Vote. You will also have the ability to change your vote up until the time the Chairman declares that voting is closed. This will be at the end of the meeting. The Chairman will give you a warning before voting is closed. To ask a written question during the meeting, please click on the Ask a Question box, either at the top or bottom of the online platform. Questions can be submitted at any time, and you do not need to wait for the relevant item of business to ask your questions. We encourage you to start now, noting that the Chairman will not address them until the relevant time in the meeting. You may also ask questions verbally by phone. The number is 1800-798-136. Further details as to how to ask a question by phone are set out in the notice of meeting. Written questions may be moderated. For example, if questions are particularly lengthy, we may need to summarize them in the interest of time. If we receive multiple questions on one topic, they may be answered together. Finally, to ensure that all shareholders have the opportunity to ask questions, please limit your questions to no more than two per resolution. We have also received some questions in the lead- up to the meeting, which will be responded to in the same way as questions received during the meeting. If we experience significant technical issues today that result in the meeting being adjourned, we will attempt to reconvene later today. In the event that we are required to adjourn the meeting, we will make an announcement to the ASX with all the necessary details. I will now hand back to the Chairman. Thank you, Maria. Before I start, please note the disclaimers on this slide and the next slide. Dialed into the meeting today are Newcrest's Board of Directors, whom I shall introduce shortly. Further information about their qualifications and professional experience can be found in this year's annual report and on Newcrest's website. As recently announced, I will be retiring as Non-Executive Chairman and a Director following this meeting. Peter Tomsett has been appointed as the Non-Executive Chairman with effect from the close of today's meeting, subject to his re-election as a Director at this meeting. Joining me today is Sandeep Biswas, Newcrest's Managing Director and Chief Executive Officer. Also joining me today, Gerard Bond, who is Newcrest's Finance Director and Chief Financial Officer. This will be Gerard's last Newcrest AGM as he has decided to leave Newcrest early in 2022. Gerard is the longest-serving member of the Newcrest board and executive committee, and he has made a very significant contribution to Newcrest's success during his 10 years with the company. I'd like to thank Gerard for his dedication and service and wish him every success for the future. Next, Philip Aiken, who is the Chairman of the Human Resources and Remuneration Committee and a member of the Safety and Sustainability Committee and the Nominations Committee. Phil is standing for re-election today. Next is Roger Higgins, who is the Chairman of the Safety and Sustainability Committee and a member of the Human Resources and Remuneration Committee. Sally-Anne Layman, who is a member of the Audit and Risk Committee and of the Safety and Sustainability Committee. Vickki McFadden, who is the Chairman of the Audit and Risk Committee and a member of the Human Resources and Remuneration Committee. Peter Tomsett, who is a member of the Audit and Risk Committee, the Safety and Sustainability Committee, and the Nominations Committee. Peter is standing for re-election today, and as I mentioned earlier, it is intended that he will replace me as the Chairman of the board with effect from the close of today's meeting. Joining us for the first time today is Jane McAloon. Jane has extensive experience in the resources, energy, infrastructure, and utilities industries. Jane was appointed to the Board on the 1st of July this year and is a member of the Human Resources and Remuneration Committee. Jane is standing for election today. Welcome, Jane. We're also joined online today by members of our management team, including Craig Jones, Chief Operating Officer for PNG, Phil Stephenson, Chief Operating Officer for Australia and the Americas, Seil Song, Chief Development Officer, Suresh Vadnagra, Chief Technical and Projects Officer, Lisa Ali, Chief People and Sustainability Officer, and Maria Sanz Perez, who I introduced at the start of the meeting. Also joining us online today are representatives from the company's auditors, Ernst & Young, who can answer questions put to them by shareholders on the conduct of the audit and the auditors' report. Before we address the formal business of the meeting, I'll provide an overview of the financial year, and then Sandeep will talk in more detail about Newcrest's operational and financial performance during the period. The financial year to 30 June 2020 maintained our relentless focus on safety, and we continued to put our values into action in showing our support and commitment to our people and host communities. As a result of our record financial performance, we were very pleased to announce a large increase in dividends to shareholders. In February this year, we announced our new company purpose, being to create a brighter future for people through safe and responsible mining. In February, we also announced our aspirations for the next five years, called Forging an Even Stronger Newcrest. This plan builds on our achievements to date and will help drive our aspirations across five key pillars of safety and sustainability, people, operating performance, technology and innovation, and profitable growth. Our aspirations are about delivering more than just safety, profits, and growth. We want to leave a positive legacy for all our stakeholders. I'm pleased to report that we have already made good progress, which Sandeep will outline in more detail shortly. The primary objective of the board and executive team is ensuring that everyone returns home safe and healthy each day. I'm pleased to report that we are now more than six years free of fatalities, that in the financial year just ended, we reported an industry-leading total recordable injury frequency rate of 2.3 per million hours worked, which is a 12% improvement on the previous year. This is a significant achievement and a real credit to our people. It has now been six years since we put Newcrest's safety plan into action, and the success of this plan and its benefits are evident throughout the business. The past 12 months have been very challenging, with the impact of the COVID-19 pandemic continuing to influence many aspects of daily life. Caring about people is a core Newcrest value, and we have worked very hard to safeguard the health and safety of our people during this time. Our mines were able to keep operating with minimal interruption from COVID-19 because of very strong risk prevention and mitigation protocols across the business. This would not have been possible without the unwavering hard work and dedication of our people and our strong relationships with governments, partner organizations, and local communities. In April 2020, we announced a $20 million community support fund to help support our host communities with the challenges of COVID-19. Since then, we have funded over 40 programs across the globe for healthcare, essential goods, business and financial support, mental health and education, and vaccine rollout. As a founding member of the COVID Vaccination Alliance of UNICEF Australia, Newcrest has committed to supporting the vaccine rollout in Papua New Guinea. We are working with the local health authorities to provide necessary training to health workers and education material, and logistics support. In Ecuador, we have contributed to the establishment of the first intensive care unit in the province of Zamora- Chinchipe. The intensive care unit will provide much-needed care in response to COVID-19, and over the longer term, it will help meet other critical needs in the region. We believe that a planned, transparent, and collaborative approach to community engagement is critical to maintain our license to operate and to ensure that our host communities benefit from Newcrest's presence. During the year, we developed our sustainability strategy, which is aligned to the United Nations Sustainable Development Goals. We have developed eight material sustainability areas, and we have defined short-term targets, multi-year management actions, and longer-term priorities for each material area. Some of our achievements in the year to 30 June 2021 are highlighted on the slide. In May this year, we announced our goal of net- zero carbon emissions by 2050. We have formed a dedicated project team to develop a detailed roadmap to support this goal, including looking at how we can embrace existing and emerging technologies as they become available. We understand that our employees, younger generations, investors, governments, and the broader society look to the corporate world to play a leading role on ESG matters. We are confident that we and the resources sector generally have the skills and experience to identify and apply innovative technologies that will support our transition to a low- carbon future. During the year, we signed a landmark 15-year renewable energy power purchase agreement with a wind farm developer, which is expected to account for a significant portion of Cadia's future projected energy requirements. This agreement, together with the forecast decarbonization of New South Wales electricity generation, is expected to deliver a reduction of about 20% in Newcrest's overall greenhouse gas emissions from calendar year 2024. It is a significant step towards achieving our target of a 30% reduction in greenhouse gas emissions by 2030. We will continue to explore ways to reduce Cadia's emission intensity with the long-term aim to virtually eliminate Cadia's energy-related greenhouse gas emissions. We also signed the new compensation, relocation, and benefit- sharing agreements with the mining lease area land holders at Lihir. These agreements build on the strong relationships we have developed over recent years, and we're very pleased to be part of this new journey of collaboration and partnership with the Lihir landholders. In the financial year just ended, we continued our memberships with the International Council of Mining and Metals, the World Gold Council, and the Minerals Council of Australia. We have now incorporated the ICMM's ten principles for sustainable development and the World Gold Council's responsible gold mining principles into our sustainability framework. We have made significant progress in implementing our flagship sustainability-related policies, including climate change, water stewardship, and our tailings governance policy. I encourage you to read our recently released 2021 sustainability report, which outlines our performance against our public sustainability targets for the financial year. We delivered another strong operational and financial performance in the year just ended, producing 2.1 million ounces of gold at an all-in sustaining cost of $911 per ounce. Our strong operational performance, combined with the benefit of higher gold and copper prices, underpinned a record free cash flow of $1.1 billion and a record statutory and underlying profit of $1.2 billion. The statutory profit was 80% higher than the prior year, and the underlying profit was 55% higher. In February, we updated our dividend policy, more than doubling the target percentage of each year's free cash flow to be paid in dividends to at least 30%-60% from the previous 10%-30% of annual free cash flow generation. Having regard to our record free cash flow generation this year, our strong balance sheet and future outlook, the company paid a fully franked dividend of $0.40 per share, U.S. cents, which is 129% higher than the final dividend for the prior year. This equated to a total full- year dividend of $0.55 per share, representing a 41% payout of the year's free cash flow. This is the sixth consecutive year that we have increased our dividend returns to shareholders. Of course, we were very excited to announce yesterday that we have entered into an agreement to acquire Pretium Resources. Pretium is the owner of the Brucejack mine, which is a Tier 1 asset located in a Tier 1 jurisdiction. We are extremely pleased to expand our presence in the highly prospective Golden Triangle region of British Columbia in Canada. This asset is something your board has been monitoring and evaluating for many years, and I am delighted that it will join and enhance Newcrest's exceptional asset portfolio. Sandeep will provide more details about the agreed acquisition shortly. In closing, I would like to acknowledge and thank Sandeep for his strong and stable leadership of our high-performing executive team, and to thank Sandeep and the executive team for their strong leadership in another challenging year. I extend the board's gratitude and thanks to all our employees and contractors for their resilience and hard work in helping to Forge an Even Stronger Newcrest. I also extend our gratitude and thanks to our shareholders, host communities, partners, and suppliers for their continuing support. As a result of years of disciplined focus and a clear and well-understood strategy of pursuing profitable growth, Newcrest today is a unique investment opportunity in the gold industry. A large- scale, increasingly low- cost, long- life gold company with a growing copper profile, delivering attractive returns on organic growth options across all our assets from a position of financial strength. The board is confident about the company's prospects under the leadership of a strong and committed management team. On a personal note, it has been an honor to serve as Newcrest's Chairman for the past eight years. I have thoroughly enjoyed my time as both a Non-Executive Director and as Chairman of Newcrest. I'm delighted with the board's appointment of Peter Tomsett as incoming Chairman, and I am confident that I am leaving the company in very capable hands. I now invite Managing Director and Chief Executive Officer, Sandeep Biswas, to provide a brief operational and financial review. Sandeep? Thank you, Peter, and good morning, everyone. Earlier this year, we announced our purpose, which is creating a brighter future for people through safe and responsible mining. Defining and articulating what it is we're here to do is of great importance to our people, our shareholders, and to us as leaders of the company. The common motivation that we discovered drives us all, and which we believe permeates throughout the company, is that we all wanna create a brighter future for people. We wanna have a positive impact on all our stakeholders, so they're better off having us operate in or near their communities than from having invested in us, partnered with us or worked with us. Our vision at Newcrest is to be the miner of choice for our people, our shareholders, host communities, partners, and suppliers. Peter mentioned our Forging an Even Stronger Newcrest plan, detailing our aspirations across five pillars, which we hope to achieve by the end of calendar year 2025. At Newcrest, safety and sustainability is core to how we run the business. Our unwavering focus is ensuring that everyone goes home safe and healthy every day. We also strive to ensure that our local communities trust us because of our environmental and our social performance. We've made great progress across all our safety objectives during the year. I'm particularly pleased and proud to see the transformation of the safety culture at Red Chris under our leadership. Red Chris delivered a standout safety performance with a 48% reduction in injury rates on the prior year. This highlights the success of our NewSafe program in transforming our on-site behaviors and the investments we've made to improve on-site working conditions. The team here in Telfer also delivered significant improvements in injury rates during the year, which demonstrates commitment to improving the safety culture. While this is pleasing, we must always remain humble and focused to maintain a safe workplace. We have a clear goal of achieving net zero emissions by 2050, and we're looking to take a leading position on environmental, social, and governance matters in our industry as we play our part to address climate change. A key feature of Forging an Even Stronger Newcrest is our commitment to developing our people. We recognize that building capabilities and creating career opportunities across our business is not only important for our people, it's critical to our success now and into the future. During the year, we made strong inroads into attracting greater diversity of talent. Our global hiring rate of external female talent rose from 15% to 23%. Our challenge continues to ensuring we retain, develop, and provide leadership opportunities for our female talent. We're also taking action to be a more inclusive workplace, which I believe will stand us in good stead, and I will elaborate on this shortly. At Newcrest, we're known for our strong technical capabilities. We aim to safely operate our assets to their full potential. One example of this is our flagship Cadia asset, which achieved record mine and mill performance and exceeded the top end of its production guidance range for FY 2021. We also strive to be a leader in innovation and creativity. We're constantly looking to use innovative technologies to realize the full value of our ore bodies and to achieve a step change in our operating efficiency. Finally, the delivery of four major PFS studies in recent months also highlighted the quality of our organic growth portfolio, which I'll touch on shortly. Our people are key to delivering our aspirations. More specifically, a diverse group of talented people who are engaged in our vision and strategy are critical to getting the most out of our assets. Over the past year, we've been striving to build an inclusive and psychologically safe work environment where our people feel heard, empowered, and able to speak up. This is the foundation for increasing collaboration and innovation in the workplace, and we also believe this is key to attracting the best talent in the mining sector. To accelerate this aspect of our desired culture, our senior leaders have been actively engaged in an inclusive leadership program. The aim of the program is to develop their skills in self-awareness, empathy, curiosity, courage, and vulnerability to ensure everyone feels as if they belong and are valued in Newcrest. We delivered another strong operational performance for FY 2021, producing 2.1 million ounces of gold at an all-in sustaining cost of $911 per ounce. We also invested around $700 million on major organic growth projects and exploration activities during the period. As I noted earlier, Cadia has another outstanding year with record mine and mill performance, which resulted in record copper production and a record low all-in sustaining cost. Cadia produced 765,000 ounces of gold and generated record free cash flow of $1.2 billion. In August 2021, we announced the board's approval to progress the Cadia PC1-2 pre-feasibility study, which enabled the commencement of the feasibility stage and the early works program. The development of PC1-2 is the next step in Cadia's block cave journey. It represents around 20% of Cadia's current ore reserves, and once developed, it will help Cadia retain its position as one of the largest, lowest- cost gold and copper mines in the world. Lihir produced 737,000 ounces of gold during the year and generated free cash flow of $321 million, which was 15% higher than the prior year. Last month, we released the findings of the Lihir Phase 14A pre-feasibility study, which outlined the potential for Lihir to be a 1 million ounce-plus producer for 10 years or more from FY 2024 onwards. Phase 14A increases ore reserves, brings forward gold production, and improves operational flexibility by establishing independent ore source. The study also highlights the opportunity for Phase 14A techniques to be applied to future cutbacks at Lihir, potentially unlocking even more value. Turning now to Telfer. Telfer delivered a solid performance for the year, producing 416,000 ounces of gold, which was a 6% improvement on the prior year. Telfer also generated $82 million of free cash flow, which is a 61% improvement compared to FY 2020. In August 2021, we announced that we would proceed with the West Dome Stage 5 cutback at Telfer. This cutback looks to ensure the Telfer operation is able to continue for at least the next two years. With further drilling, we believe there is a potential to further extend the life of the mine in the open pit as well as the underground. In October 2021, we also released the Havieron Stage 1 pre-feasibility study, which provides an exciting base for future growth at Telfer. Stage 1 of the Havieron project already meets and exceeds our internal investment hurdles and leverages the benefit of existing infrastructure and the processing capacity of Telfer. PFS is based on ore reserves of 14 million tons and does not consider the 37 million tons of inferred mineral resource. It's an incredible achievement to have been able to do this and deliver this significant project milestone within only two years of starting to drill at Havieron. We believe this is just the first stage of a bright and profitable future. Havieron deposit is still open in multiple directions with excellent potential to increase the scale and life of the project and to adopt alternative lower-cost mining methods. The drill program continues to deliver encouraging results from the Havieron Breccia zones, creating the opportunity to lower costs and to consider bulk mining options going forward. In May, we also commenced construction of the exploration decline, which is critical to achieving our goal of first production within the next two to three years. Red Chris, our 70% share equated to gold production of 46,000 ounces and an all-in sustaining cost of $2,248 per ounce. The high all-in sustaining cost reflects the significant investments we've made to improve the operation and its safety culture. In June 2021, we commenced construction of the exploration decline of Red Chris. This critical project milestone underpins our objective of having a block cave in operation by FY 2026. During the year, we also reported the existence of multiple discrete pods of high-grade mineralization in the East Zone, and the discovery of a new zone of high-grade mineralization at East Ridge, which is outside the initial mineral resource estimate and contains the best real results to date outside of the East Zone. Last month, we're very excited to announce the findings of the Red Chris Pre-Feasibility Study, which confirms the potential for Red Chris to be a truly world-class tier one operation. It builds on our experience and success with block cave developments in Australia and highlights the quality of the deposit. The study outcomes reflect stage one of our growth aspirations for Red Chris, who identified a number of optimization opportunities to unlock further value, which were not considered in the study. These include the early mining of high-grade pods with the aim of generating additional cash flows prior to the completion of the block cave, and further definition of East Ridge to potentially bring it into the mine plan, also. Lastly, as a gold company, our copper production is often overlooked. In FY 2021, we reported record copper production of just over 142,000 tons, which represented 22% of our total net revenue for the year. We believe that copper is a critical metal of a low- carbon future, and it provides us with excellent earnings diversification. Our copper production is expected to grow by 37% by 2030, exclusively from tier one jurisdictions, being Australia and Canada. There's also the potential for further upside in our copper growth story from the development of Wafi-Golpu and Namosi, which are currently not included in our projections. Our strong free cash flow and debt reduction over many years has placed us well within our financial policy metrics, and our balance sheet remains strong. On June 30th, 2021, we were in a net cash position. We had significant liquidity with $3.9 billion in cash and committed undrawn bank facilities. Our next scheduled corporate debt payment is now not until 2030. This puts us in an excellent position to fund future growth and continue to deliver increased returns to our shareholders. A key part of Forging an Even Stronger Newcrest is our aspiration to achieve profitable growth. Every one of our four studies we've announced indicate compelling rates of return and a material improvement in our operating margin and cash flow. Progressing each one of these studies makes compelling financial sense and is consistent with our long-term strategy of pursuing profitable growth. For us, it's not just about ounces, but about profit and returns generated in a safe and sustainable manner through a portfolio of long- life, low- cost, high- quality assets optimized through innovation and creativity. Importantly, we believe that this is just the beginning of Newcrest growth story. We remain focused on the potential for further open- pit and underground opportunities to extend the life of Telfer, the development of Wafi-Golpu, and the potential development of Namosi, all of which represent upside potential to the base case outlook that we recently presented. Yesterday, we announced the agreement to acquire Pretium Resources. The transaction will expand our presence in the highly prospective Golden Triangle in British Columbia, Canada. The addition of the Brucejack mine will bring immediate production, free cash flow, and earnings growth to Newcrest in a tier one jurisdiction and will strongly complement our long-life, low- cost portfolio. This transaction, once completed, will result in Newcrest having exposure to six tier one assets. As highlighted on the chart, the acquisition will result in Newcrest's total projected gold production being well above 2 million ounces per annum until at least 2030. I look forward to the Brucejack operation and its people being part of Newcrest in the not-too-distant future, and the benefits that this acquisition will deliver to our shareholders for many years to come. What does all this mean for Newcrest? We believe it shows that Newcrest is unique amongst global gold companies in the breadth, quality, and capital efficiency of our growth options. Our long- life, high- margin production over the next nine years to 2030 is expected to be delivered at an extremely competitive all-in sustaining cost, which means strong profits and margins even at lower gold prices. I've been saying for many years now that the best gold company to own is one with a meaningful exposure to copper. While we're primarily a gold company, we have a substantial and increasing exposure to copper exclusively from tier one jurisdictions. Finally, our strong cash flows and extremely strong balance sheet with access to liquidity puts us in an excellent position to complete the Pretium Resources transaction and progress all our projects following completion of the feasibility study. We have more growth options not included in our base case projections. This is a fabulous place for the company to be. As Peter said, we believe it makes us an even more attractive investment proposition. Today is my opportunity to sincerely thank our workforce, our customers and suppliers, our local communities and governments, and you, our shareholders, for continuing to support us. I'd also like to personally thank Peter Hay for his leadership and the support and guidance he's given me during my entire tenure as CEO of Newcrest. Large part of the Newcrest success story is attributable to his chairing of the board and his key areas of focus, which are strategy and culture. I wish Peter all the very best for the future. I also thank Gerard Bond for his strong leadership over a decade of outstanding contribution to Newcrest as an executive and a board member. Gerard has been of great support and counsel to me over the years and leaves big shoes to fill. I wish Gerard all success in his future endeavors. I also look forward to reporting our progress throughout the year ahead. Thanks so much for your participation today. Ladies and gentlemen, we'll now move. Thanks very much, Sandeep, and thanks in particular for your kind words about my contribution. We'll now move to the formal part of the meeting. I'd like to thank those shareholders who have taken the time to submit questions prior to the meeting. We have taken note of each of your questions, and the Managing Director and I have endeavored to respond to the most frequently asked questions, excuse me, during our addresses. As stated in the notice of meeting, voting on all resolutions will be conducted by a poll which has been open since the start of the meeting. Daniel Reid of the company's share registry, Link Market Services, will act as our returning officer for the poll. Shareholders, their appointed proxies, attorneys, and authorized company representatives are entitled to vote today. The poll will remain open for five minutes after the end of the meeting. The formal business this year will follow a similar format as was used last year, which means that I will outline and describe the agenda items for consideration and will then respond to questions on all agenda items that are before the meeting. Following discussion, I'll then display the proxy outcomes. The first agenda item is consideration of the financial report of the company and its controlled entities for the year to 30 June 2021, the Directors' report and the auditor's report. No resolution is required in relation to this item, but you may ask questions or make comments about the 2021 results, management of the company and the conduct of the audit. The Ernst & Young partners responsible for the audit are Trent van Veen and Matthew Honey. Trent and Matthew join us online today and are available to answer any questions on the conduct of the audit and the auditor's report. Richard Bembridge from EY also joins us online today as he will be taking over from Matthew Honey for the current financial year audit and onwards. The second agenda item relates to the election of Directors. We have two Directors up for re-election today, being Peter Tomsett and Philip Aiken, and one Director seeking election by shareholders for the first time, being Jane McAloon. Details of each Director's qualifications and experience are set out in the notice of meeting. Item 2A relates to the election of Jane McAloon as a Director. Jane was appointed as a Non-Executive Director with effect from the 1st of July this year. We undertook a comprehensive process to identify a suitably qualified candidate and undertook extensive background checks before appointing Jane as a Director. Jane is considered to be an Independent Director based on the criteria set out in the company's independence policy. Jane is also a member of the Human Resources and Remuneration Committee and has been appointed to join the Audit and Risk Committee with effect from today. The board believes Jane's substantial experience in resources, energy infrastructure and ESG matters enhances the board's ability to oversee Newcrest's performance. The board, with Jane abstaining, unanimously recommends Jane McAloon for election. We will now hear from Jane. Thank you, Chairman. It is my honor to present myself to shareholders for election to the board of Newcrest. I've always believed in the natural resources sector at its best, in its purpose, in what it stands for, in its relationship with indigenous and local communities, in how it balances and respects the environment, in how it leads in safety operations and transparency, in how it holds itself accountable to its owners, and most of all, in how its people working together make the difference. It touches lives in material ways. It underpins confidence in economies. It fosters local, regional and national development. It supports cultural ownership. It invests for impact. It brings out the best in technical capability and innovation. It creates careers and jobs for people around the world, and it contributes to building nations. This is what Newcrest is about. What it does makes a difference to the lives of millions of people. How Newcrest people show up every day to explore, engage, collaborate, build, mine, process, and sell gold and copper makes the sustainable difference. It's what underpins our ambition to Forge an Even Stronger Newcrest. I've spent the majority of my working life in the natural resources, energy, and environment sectors, both as a government official and in the private sector. I worked through the 1990s in forestry, energy, regional development, and land and water conservation, when environmental, social, and governance considerations were gradually becoming mainstream issues. As a government official, I both led and was involved in organizations and teams with accountability for natural resources and integrated catchment management frameworks, as well as broad-based community engagement. ESG is ultimately about respect for the present and the future. I took that appreciation of balancing stakeholder views in the interests of the long-term sustainability of companies into executive management roles with BHP and AGL, and latterly, onto boards such as EnergyAustralia and Viva Energy. During my nine years at BHP, I worked on complex key strategic issues across countries and markets. I believe I bring to Newcrest contemporary global experience of the natural resources sector and the myriad of challenges, complexities, and decisions mining companies face both internally and externally. In all I have done, I have never strayed very far from the interrelationships between people, natural resources, culture, and the environment. This sector matters, and how it is led for today and tomorrow makes a difference. Being able to influence Newcrest's journey is why I offer myself for election to the board. Thank you, shareholders. Thank you, Chairman, for your leadership and support. It's very much appreciated. Thank you very much, Jane. Jane is already making a great contribution as a Director. Item 2B relates to the re-election of Peter Tomsett as a Director. Peter was appointed to the board of Newcrest as a Non-Executive Director on the 1st of September 2018. Peter is considered to be an Independent Director based on the criteria set out in the independence policy. As announced on the 5th of October, Peter will replace me as the chairman of Newcrest, with effect from the close of this meeting, and will also become the chairman of the nominations committee. The board believes Peter's substantial experience in gold mining and international business at a broad range of companies enhances the board's ability to oversee Newcrest's strategy and operating performance. The board, with Peter abstaining, unanimously recommends Peter Tomsett for re-election. We'll now hear from Peter. Good morning, ladies and gentlemen. I'm Peter Tomsett, and I stand for re-election today. I was appointed to the board as an Independent Non-Executive Director in September 2018. I'm currently a member of the Audit and Risk Committee, Safety and Sustainability Committee, and the Nominations Committee. My career in the mining industry spans over 40 years. I'm a mining engineer, and I also have a Master of Science in Mineral Production Management. I have extensive gold mining executive and non-executive experience with a range of international mining companies listed on the Australian, Toronto, New York, and London stock exchanges. I spent 15 years based in North America and hold both Australian and Canadian citizenship. My most recent executive role was as President and Chief Executive Officer of global gold and copper company, Placer Dome Inc., where over my 20-year tenure, I worked in project, operational, finance and executive roles until its acquisition in 2006 by Barrick to form the world's biggest gold company. I've held numerous board positions as a non-executive in mining, energy and construction companies, including as a Director of OZ Minerals, Acacia Mining, Talisman Energy, North American Energy Partners, and Africa Resources. I've also been the Chairman of Equinox Minerals Limited and Silver Standard Resources Inc., and the Chairman and Managing Director of Kidston Gold Mines. In addition, I've had experience on the board of industry associations such as the World Gold Council, Minerals Council of Australia, and the International Council on Mining and Metals. Newcrest recently announced that I will be appointed as Chairman of the Board, subject to my successful re-election today. I'm honored by this opportunity and believe that my experience across a wide range of technical, operational, executive, and non-executive roles in the mining industry and across a range of jurisdictions will continue to be of great benefit to the company. I believe my time over the last three years on the Newcrest board will ensure a smooth transition following Peter Hay's retirement from the board. I'm committed to leading the board as we strive to deliver on our aspirations and create a brighter future for people through safe and responsible mining. I hope to continue to have your support to do so. Thank you. Thanks very much, Peter, and thanks for volunteering to become the next Chairman. You'll make an excellent Chairman. We're fortunate. Turning now to item 2C, the re-election of Philip Aiken. Philip was appointed to the board of Newcrest as a Non-Executive Director in April 2013. Philip is also the Chairman of the Human Resources and Remuneration Committee and a member of the Safety and Sustainability Committee and the Nominations Committee. Philip is considered to be an Independent Director based on the criteria set out. The board believes that Philip's significant experience in Australian and international business, principally in the engineering and resources sectors, further enhances the board. The board, with Philip abstaining, unanimously recommends Philip for re-election. We will now hear from Philip. Good morning, ladies and gentlemen. I'm Philip Aiken. I'm seeking your support for my re-election as a Non-Executive Director. I was appointed to the board as an independent Non-Executive Director in April 2013, and I'm currently the Chairman of the Human Resources and Remuneration Committee and a member of the Safety and Sustainability Committee and the Nominations Committee. I've been very fortunate to work in a wide variety of senior roles in the engineering and resources sectors, and I've been responsible for leading operations and projects across the globe. My last executive role was at BHP Billiton, where I was President of BHP Petroleum and then Group President of Energy for a combined total of almost 10 years. Prior to that, I was an Executive Director and Chief Executive of BTR Nylex. I was also Managing Director of BOC Gases Europe and the last Managing Director of CIG, where I work. I've held a number of board positions over the last 20 years, including in the energy and oil and gas industries as a Director of National Grid, Essar Energy, Essar Oil and Miclyn Express Offshore, and in the resources industry as a Director of the copper mining company, Kazakhmys. I've also previously been a Chairman and Non-Executive Director of recruitment company Robert Walters and construction companies Balfour Beatty and Gammon Construction. I'm currently Chairman of the ND and the London Ambassador for Business Events Sydney. As noted already, I am Chairman of Newcrest's Human Resources and Remuneration Committee. The primary objective of the committee is to oversee the company's remuneration framework, human resources and remuneration strategies, behavioral and cultural framework, and organizational design. The committee also considers the company's diversity practices and sets targets. Over the past five years, Newcrest has made strong inroads in attracting a broader diversity of talent and improving the representation of women throughout the business globally. It's been an honor to serve as a Non-Executive Director on the Newcrest board, and today I'm seeking your support for re-election. Subject to my successful re-election, I intend to continue to drive Newcrest's high performance and inclusive culture through my role as Chairman of the Newcrest Human Resources and Remuneration Committee. Thank you. Thanks very much, Phil. I'll now move on to item three, which is the grant of performance rights to Sandeep Biswas. Item three is seeking shareholder approval for a grant of performance rights to the Managing Director and CEO, Sandeep Biswas, as his long-term incentive for 2021. Sandeep's long-term incentive opportunity has been set by the board at 180% of his total fixed remuneration. An indicative calculation of Sandeep's LTI opportunity is shown in the notice of meeting. A face value, volume- weighted average price of Newcrest shares is used to calculate the number of rights being offered to Sandeep. Each right entitles Sandeep to one fully paid ordinary share in the company if the relevant performance conditions are satisfied over a three-year performance period. Any shares allocated to Sandeep are then subject to an additional one-year holding lock. Further details about the proposed long-term incentive and the terms of grant can be found in the notice of meeting. The Board, with Sandeep abstaining, recommends that shareholders vote in favor of this resolution. The next item is adoption of the Remuneration Report. While the vote on this resolution is advisory only and is not binding on the company or the Directors, the Board considers this to be an important item of business and takes the results into account when considering its approach to remuneration. During the 2021 financial year, no material changes were made to the structure of the company's remuneration framework. However, minor changes were made to the short-term incentive business measures and their relative weighting to increase the focus on sustainability, in particular, actions being taken in relation to emissions of greenhouse gases and water management. During the current financial year, additional minor changes have been made to the short-term incentive business measures to increase focus on key safety and sustainability metrics. Further information in relation to the company's remuneration framework is provided in the Remuneration Report. Your Board remains committed to ensuring that the company's executive remuneration framework and outcomes motivate the people and drive strong individual and group performance in the interests of both the company and its shareholders. The next item for consideration is approval of the provision of termination benefits to Newcrest employees who act as Directors of subsidiaries of a Newcrest subsidiary. The Corporations Act restricts the benefits that can be given to persons who hold a managerial or executive office on cessation of their employment or retirement from office, unless shareholder approval is obtained or an exemption applies. Newcrest is a global business. Many employees to whom the restrictions apply are employed outside Australia, where local requirements, policies and practices in relation to leave, leaving entitlements are very different to those in Australia. Newcrest's aim is to treat departing employees appropriately and in accordance with applicable laws, market practice and the company's remuneration policies. Employees should not be disadvantaged by moving to different roles or operations or by taking on the role of a subsidiary of the company. I refer you to the notice of meeting for additional details as to the sorts of termination benefits that may be paid. Shareholders are not being asked to approve any change or increase in the remuneration, benefits or entitlements for Directors of Newcrest subsidiaries or any variation to the discretions of the board or the Human Resources and Remuneration Committee. Shareholders are also not being asked to approve the provision of termination benefits to Directors of Newcrest Mining or members of the Executive Committee. The resolution proposed today is similar to that which was approved by shareholders at the 2018 AGM. Approval is being sought for a period of approximately three years from today until the conclusion of the 2024 Annual General Meeting, and further shareholder approval may be sought at that AGM. The Board recommends that you vote in favor of this resolution. We'll now move to shareholder questions, some of which we received in writing prior to today's meeting and others that we have received in writing during this meeting. If you wish to ask a question, please submit it now in writing on the virtual AGM platform or by calling 1800 798 136. Further instructions are in the notice of meeting and the virtual meeting online guide available on our website. Now, Ria, can I please ask you to firstly read out any questions received in advance of the meeting or received in writing via the online platform? Thank you, Chair. The first question comes from Melis and Darusila Samson. Question is, "Can I be updated on the unclaimed Newcrest dividends? Well, some dividends don't reach their destination, mainly because banking details are not correctly recorded in the share registry. The first step to take is, if you don't receive dividends, to contact the share registry and make sure your banking details are correctly recorded. Ultimately, money that's unclaimed finds its way into the state government's coffers. That's not a very good result. Do take the trouble to make sure your banking particulars are correct. Next question is from Matthew Rackman. "I ask that you make it clear to all shareholders whether Newcrest Mining Limited provides any financial aid to the United Nations through the United Nations Sustainable Development Goal, and if so, to please disclose this amount to all shareholders of Newcrest Mining Limited, both now and in all future reports and all annual reports. Well, the answer is really that we don't provide any financial aid to the United Nations. I'll come back to that in a minute. Our sustainability strategy is aligned with the United Nations Sustainable Development Goals, and we have already said that in our addresses that our community fund is helping the rollout of vaccines in New Ireland province in PNG. That involves a commitment of nearly $2 million to UNICEF, which of course is a branch of the United Nations in some ways, UNICEF Australia. That's hardly a donation to the UN. I just thought I'd mention that in answer to the question. A second question from also from Matthew Rackman. "Why does the company deem it necessary to spend $20 million towards their community support fund, which in essence hands funds to UNICEF and Big Pharma, while everyday investors who put huge amounts of confidence, faith and money into this company to ensure its success are removed from these decisions? Why does Newcrest Mining prefer to give money to organizations and companies which have nothing to do with community at all? Will Newcrest Mining in the future, consider providing funds to real community-based charities and organizations which make a profound difference to people's lives in both a positive and inspirational way? Has each board member and executive member of Newcrest Mining forgotten what it means to be a good citizen and not just a politically correct lapdog to Big Pharma at the United Nations? Did the Newcrest Mining board also consider the huge amount of taxpayer funds and corporate funds already filtering into these organization to aid the virus? That's quite a lengthy question. I think I'll give a short answer to it, which is that our community fund, founded in 2020, has so far supported 40 programs to help community organizations deal with COVID-19. I'm actually very proud of that community contribution. I think it's strongly in the interest of the company to support its communities in this way. I guess anyone who wants to know more about how we support communities should read our sustainability report. I think that's all I need to say on that question. Next question is from Celestine Eckrick. Please abolish bonus culture for KMPs to set example for true capitalist values. Well, my brief answer to that is that the capitalist system is actually based on rewarding performance. However, just delving into the detail for a moment, KPIs just help us measure performance. We are, incidentally, as has been mentioned already, reviewing our remuneration system, and we're doing that with the help of KPMG, who are our independent expert advisors on remuneration. They will look at the framework, remuneration framework, and in doing so, we'll look at the construct and operation of the STI and LTI schemes. Next. Next question is from James Papadatos. I'm against workers of Newcrest Mining being forced to take experimental COVID-19 vaccines whose long-term effects are unknown. If these experimental vaccines cause harm to Newcrest workers, shareholders like me could be exposed to substantial compensation claims via the legal system. Forcing people to take part in a medical experiment is unethical and violates the Nuremberg Code. There are other cheap, safe, and effective medications that have been used for decades that can treat and also prevent COVID-19. They are currently successfully being used in Japan, India, Mexico, Argentina, and much of Africa. Taking an experimental COVID-19 vaccine should only be done with workers' consent. Well, what do I say about that? I think the first thing to say is that Newcrest supports the use of vaccines, not just for COVID-19, but for other diseases which might affect its workforce and its communities. Newcrest complies with its health and safety obligations, and to that extent, that dictates that we need to look closely at the issue of vaccination of employees. Incidentally, the Western Australian Government has passed laws requiring vaccination for some fly-in, fly-out workers, including ours. Well, I don't think that this is an experimentation in breach of any Nuremberg rules at all. I think it's just prudent management. At the moment, vaccines are not compulsory for Newcrest employees. It is possible that regulations will change, and we'll be forced to change to meet those new regulations. Next question is from Rod McKenzie of ASA. Newcrest has several large expansion options, including Lihir, Cadia, Havieron, and Red Chris, apart from newer options and exploration areas. Can you explain how you rank these various options in terms of best value and best return for shareholders? Thanks for the question. Our organic expansion options, which were the subject of recent announcements, are all excellent projects with more than acceptable rates of return and rates of return that might improve over time due to further development work at, for example, Havieron and Red Chris. I don't think we need to rank them. I think we just need to get on with them and make sure that we capture that potential value for shareholders. Another question from Rod McKenzie from AIA. Are resources and reserves of these potential new growth and expansion areas independently verified by professional consultants familiar with the particular resource style? Yes. They are independently verified as part of our process. That's necessary to do that, and we do it. There is a separate independent expert who reports on resources and on reserves. Two experts, one reporting on each of resources and reserves. That's in addition to what I'd describe as meticulous internal processes for getting the numbers right. Next question, Rod McKenzie of ASA. A tailings dam wall failure at the Cadia mine operation at Orange in New South Wales is clearly visible on Google Maps. Does Newcrest use professional consultants in conjunction with employees to continually monitor tailings dams, and are continuous monitoring electronic equipment and early warning systems to alert staff of potential failures? Well, Newcrest has been through quite an exercise in getting experts in to look at tailings dams and to report on their soundness and also has been increasing its ability to use technology to monitor the tailings dams. It's tailings dams are a feature in our major business interruption risk matrix. They are inspected regularly. It's a matter that has probably got slightly heightened attention since the Brazilian tailings dam collapsed. I am satisfied that we're doing a great deal of good work in that area. Next question, also from Rod McKenzie of ASA. There have been reports of mass resignations of employees at your Lihir operations. Can you provide an update of the status of employees fully vaccinated at that mine? I'm told that 42% of the Lihir workforce has received at least one vaccination injection. That, I'd like to point out, is a very high figure for Papua New Guinea, where, at the last measure that I heard, only 2% of the population is vaccinated. We're pretty pleased that we've achieved the 42% so far. In answer to the other part of the question, very few people have left because they didn't wanna be vaccinated. There might be one or two. Lastly, also from Rod McKenzie. Newcrest has been listed on the Toronto Stock Exchange since mid-2020. Has this been a successful exercise? Are announcements made simultaneously to ASX and TSX, or are there specific announcements to either exchange? Are all TSX announcements listed on your website? Well, the origin of our decision to list on the Toronto Stock Exchange was partly to increase our exposure to North American investors, but also to enable us to offer our shares in consideration for company assets that we acquire. That's what's happened in relation to the Pretium acquisition that we announced yesterday. I have got to say that sort of proves the point that it was a worthwhile thing to do. Our announcements are always put on the ASX and TSX platforms as soon as they're made and on our own website. Apart from the odd sort of piece of cover paper or something, all announcements do appear on our website and on the ASX and TSX platforms. We have no more written questions, Chair. Okay. Thank you. We'll now move to questions received via telephone. Are there any shareholders that would like to ask a question on the phone line? Chairman, we have no telephone questioners. Okay. As there are no further questions, I'll now refer to the screen. You can see that has details of the proxy position for all the resolutions. All open proxies given to the Chairman will be voted by me in favor of all items of business. As you can see, the proxies are strongly in favor of all resolutions. If you've not yet submitted your votes, I now ask that you submit your votes. That concludes the items on today's agenda. Voting on the poll will close in five minutes from now. The results of the poll will be announced on the ASX, the PNG Exchange Market and SEDAR, as well as on the company's website as soon as they are finalized. As there's no further business, I will now close the meeting, subject to finalization of the poll. Ladies and gentlemen, thank you for your participation today and for your continued support.