Thanks, and good morning, and thank you for joining us at the 2022 Annual General Meeting of Newcrest Mining Limited. My name is Peter Tomsett, and I'm the Chairman of your Board of Directors and the Chairman of this meeting. Let me begin today by acknowledging the Wurundjeri people, traditional custodians of the land on which we meet today, and pay my respects to elders past, present, and emerging. I extend that respect to Aboriginal and Torres Strait Islander peoples joining us today. It's a great pleasure to see so many faces here with us at the Arts Centre for the first time in some three years now at a Newcrest Annual General Meeting. Let me also welcome those of you who have taken the time to join us virtually. The notice of meeting was lodged with the ASX on the 4th of October and has been made available to all shareholders. With the time now having just passed 10:30 A.M. and having been advised that a quorum is present, I declare this annual general 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. 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. For those in the room with us today, please ensure your mobile phone is turned off. Thank you. In the event of an emergency, or if for any reason we need to evacuate the room, please leave via the doors through which you entered or through one of the marked exits at the side of the room and gather in front of the Art Centre. For those shareholders and proxyholders here with us in person today, on the back of your yellow admission card, you will find a series of boxes for voting. You should record your vote by marking the box either for, against, or abstain for each resolution. If you are voting in more than one capacity, you will have been given a separate yellow card for each capacity. If you are uncertain about any of the voting procedures, please put up your hand and a representative from the share registry will assist you. For those holding blue or yellow attendance cards, once we get to the relevant time in the meeting for questions, you can ask questions or make comments by approaching one of the microphone attendants and provide them with your name and voting card. Shareholders have also 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 and voting online, 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 five minutes after the conclusion of the meeting, and the Chairman will give a warning before voting closes. If you are participating online today and wish to ask a written question or make a comment, please click on the Ask a Question box either at the top or bottom of the online platform. Questions and comments 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 submitting your online questions or comments now. You may also ask questions or make comments verbally by phoning the number 1800-316-512. Further details as to how to ask a question by phone are set out in the notice of meeting. Written questions and comments 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. To ensure that shareholders as a whole have a reasonable opportunity to ask questions or make comments, please limit your questions to no more than two per item. We have already received some questions in the lead up to the meeting, and they will be responded to in the same way as questions received during the meeting. For those joining us online, if you have any problems using the online platform, please check the virtual meeting online guide located within the AGM section of your website or call the number on the right-hand side of your screen. A recording of the meeting will be available online later today. I will now hand back to the Chairman. Thank you, Ria. Before I start, please note the disclaimers on our opening slides. Please also note that all dollar references in this presentation are U.S. dollars. The Board of Directors of Newcrest are here today with us for the first of these meetings as Chairman. The annual report on the company's website includes more information about each director's qualifications and professional experience. I'd like to introduce your Board of Directors. On my right is Sandeep Biswas, Newcrest Managing Director and Chief Executive Officer. Also before you, we have Jane McAloon, member of the Human Resources and Remuneration Committee and the Audit and Risk Committee. Philip Aiken, Chair of the Human Resources and Remuneration Committee, and a member of both the Safety and Sustainability Committee and the Nominations Committee. Philip Bainbridge, who is with us for his first AGM with Newcrest. Phil commenced with the board in April and is a member of the Safety and Sustainability Committee. He joins us with tremendous executive experience, particularly in the oil and gas industries, from exploration through to development and into production. He is standing for election today, welcome, Phil. Vickki McFadden, Chair of the Audit and Risk Committee and a member of the Human Resources and Remuneration Committee and the Nominations Committee. Vickki is also standing for re-election at today's meeting. Roger Higgins is our Chair of Safety and Sustainability Committee, as well as a member of the Human Resources and Remuneration Committee. Sally-Anne Layman, a member of the Audit and Risk Committee, as well as the Safety and Sustainability Committee. You'll have a chance to hear from the directors standing for election and re-election later in this meeting. Today, we're also joined by Newcrest's executive management team, who are seated in the front row. In addition to Sandeep and Ria, they are Chief People and Culture Officer, Megan Collins, Chief Financial Officer, Sherry Duhe, Chief Operating Officer, Americas, Craig Jones, Chief Development Officer, Seil Song, Chief Operating Officer for Australasia, Phil Stephenson, Chief Technical and Projects Officer, Suresh Vadnagra, and Chief Sustainability Officer, Beth White. For Megan, Sherry Duhe, and Beth, today also represents their first annual general meeting here with us at Newcrest. Let me welcome each of you. Representatives from the company's auditors, Ernst & Young, are also present today and are available to answer certain questions or comments shareholders may have in connection with the audit. I expect many of you will have heard about the recent death of our colleague at the Brucejack Mine in Canada. It happened about two weeks ago, but the grief continues and will do so for a long time, particularly for the family, friends, and close colleagues, all of whom remain deep in our thoughts. The news was devastating and not the type of news anyone wants to hear. We're working with the relevant authorities in their investigations, and we'll also be conducting our own independent investigation. We must clearly understand what happened and what we need to do to stop it ever happening again. Safety must be at the front and center of everything we do. We owe it to our people and indeed to their families. Sandeep will also talk about this in his speech later. The 2022 financial year saw Newcrest delivering a strong financial and operating performance. It was a year where safety remained our core value and one where we made substantial strides in advancing our global organic growth portfolio. Our commitment to shareholders also continued with total dividends of $0.275 per share paid with respect to the 2022 financial year. This outcome remains consistent with our approach to disciplined capital management, and the result has seen the company return $240 million to shareholders over the past 12 months and $1 billion since mid-2019. Newcrest continues to hold a unique market position. We maintain a portfolio of top-tier long life assets. While the company's peers race to add future-focused minerals like copper to their books, Newcrest has both a meaningful exposure to copper today and plans to grow copper production in the years to come. The company produced just under 2 million ounces of gold in 2022 financial year at an all-in sustaining cost of $1,043 per ounce. In addition to that, Newcrest also delivered more than 120,000 tons of copper, a resource that will continue to play a vital role in the energy transition and the decarbonization of economies. The operational performance for this year also delivered another sound year financially with a statutory and underlying profit of $ 872 million. Pleasingly, the year also saw progress made by our company in executing our five-year Forging an Even Stronger Newcrest plan to drive sustainable long-term success. This progress was delivered against the backdrop that featured supply chain interruptions, inflationary cost pressures, and the ongoing impacts of the COVID-19 pandemic. The outcomes delivered while overcoming these challenges is truly a great testament to the capabilities, resilience, and dedication shown by our executive team and the people right across the world who make up the Newcrest workforce, and I thank them on behalf of the board for all of their stellar contributions. This year, we were proud to officially welcome Pretium Resources and its Tier one asset at Brucejack in Canada's British Columbia highly prospective Golden Triangle region to our already quality portfolio. The acquisition has resulted in Newcrest now being the largest gold producer in that province. In addition, it will also support our company maintaining a strong gold production profile across the group for many years to come. Progress has also been made in moving forward with our organic growth pipeline. The last financial year saw the board approve pre-feasibility studies for Cadia PC1-2, the Red Chris Block Cave, Lihir Phase 14A, and Havieron Stage 1. Early works projects have commenced for each, with progress also being made on the feasibility studies. We look forward to sharing more on these studies as they reach completion. A key priority for the board has been to drive value-creating opportunities that support returns for shareholders. Pleasingly, with the release of our latest full-year financial results, Newcrest's balance sheet remains comfortably within all of its key financial policy targets with net debt of $1.3 billion, a leverage ratio of 0.6x, and a gearing ratio of 10.2%. Investment-grade credit ratings have been retained, and the company maintains strong liquidity with $2.4 billion in cash and committed undrawn bank facilities. When it comes to our operations, safety is a core value and a business imperative. Having reported an increased Total Recordable Injury Frequency Rate of 4.0 per million hours worked in financial year 2022. We must never be complacent and continue to identify ways to ensure vigilance and a focus on safety throughout our workforce. Every person working in our sector deserves to feel safe, valued, and respected in their workplace. The findings in recent times from the Australian Human Rights Commission and the Western Australian Parliamentary Committee relating to sexual assault and sexual harassment in mining make for hard and confronting reading. The stories shared through our processes like these were nothing short of appalling and unacceptable, and disclosure of them required bravery. It's clear that more needs to be done to stop harmful behaviors in the workplace. At Newcrest, a dedicated Respect@Work program was established in 2021 to strengthen our approach. Both the board and executive team remain determined to prevent incidents of sexual assault or harassment in our workplace. In FY 2022, we $50 million in community expenditure. We also continued to contribute to communities and the economies around us through the payment of taxes and royalties where we operate. This amounted to $616 million in taxes, royalties, and other payments to governments in 2022 financial year, totaling some $2.5 billion over the past five years. The contributions we make to the resilience and success of the communities around us extend beyond the jobs we create, the businesses we support, and the programs we fund. Sustainability is and must continue to be a strong point of focus too. That's why we've developed a group net zero emissions roadmap to provide direction for us to achieve our goal of net zero carbon emissions by the year 2050. Preparations are currently underway for both scoping and planning key trials and studies as part of that roadmap. The construction has commenced on the Rye Park Wind Farm in New South Wales, which will feature 66 wind turbines and produce about 1,200 gigawatt hours of electricity per year. That farm is the underlying asset for our 15-year renewable power purchase agreement, which will help secure a major portion of the projected electricity requirements for Cadia once it commences expected to be from 2024. The 2022 financial year was also a period that saw Newcrest release its second Modern Slavery Statement, highlighting efforts being made to strengthen our response to modern slavery risks in our operations and across our supply chains. A strengthened cultural heritage management system was implemented. Electric vehicle trade-off studies completed for Cadia, Red Chris, and Havieron, and new biodiversity action plans introduced as well. The ongoing enhancements to our approach to environmental, social, and governance matters are no more clearly evident than in Newcrest having last month received its highest rating to date on the leading Dow Jones Sustainability Index. Before concluding, it would be remiss of me not to mention the outstanding legacies of our now former board colleagues. Peter Hay's final act as Newcrest chairman after eight years at the helm was to chair this very meeting one year ago. This company owes him a great debt. He presided over a period of great transformation and growth for Newcrest, and one where safety was front and center of our business. The past year also saw former Finance Director and Chief Financial Officer, Gerard Bond, farewell Newcrest after a decade at the company. The strong financial fundamentals of our company that we have today are a legacy of his work and will help fuel the future growth and success of our business. I thank them both for their service and their contributions and wish them all the best for the future. As I stand before you today, I remain as committed to this business as when I first started serving on the board four years ago. While much has been achieved already, I'm confident that Newcrest's best days lie ahead of it. This is a company with a terrific story, filled with outstanding talent. We have a clear purpose and a comprehensive plan for creating a brighter future for people through safe and responsible mining. Thank you again for joining us today, and I'll now ask our Chief Executive Officer, Sandeep, to address the meeting. Thank you. Thank you, Peter, and good morning to you all. The past few weeks have been very challenging for all of us at Newcrest. The news of our colleague's death at Brucejack was devastating, and the impact will be far-reaching and long-lasting. The profound sadness and grief when a life is lost never goes away, particularly for those closest to them. We continue to keep our colleagues, our family, friends, and workmates in our thoughts during this very difficult and emotional time. Brucejack remains shut down, with only essential services running until all tasks are reviewed with an eye to the critical risks, and we won't restart operations until these risks are either controlled or eliminated. The most important measure of our success in Newcrest is when each and every member of our team goes home safely every morning or every day, depending what shift they're on. This remains our number one priority. Over the year, we've made progress in delivering our forging an even stronger Newcrest Aspirations, our five-year plan, which we launched last year. It's our blueprint for ensuring that Newcrest continues to deliver strong outcomes now and well into the future. Outcomes for our shareholders, for our people, and outcomes for our communities. That blueprint is what guides our activities, our investments, and our priorities. It aims to ensure we build a legacy that positions Newcrest as the miner of choice in each and every jurisdiction that we operate in. At the core of our aspirations is a platform to be a safety-first business. We're implementing programs to counter an increase in our injury frequency rates and empowering our people to make the right choices through our NewSafe program. The priority will, however, remain ensuring that fatalities or life-changing injuries are eliminated from our business. A key element of our safety endeavors are initiatives underway to build a workplace that is psychologically safe, high-performing, diverse and inclusive. As the chairman noted, stories highlighting the prevalence of sexual assault and harassment in the mining industry have been and are deeply disturbing. Let me assure you, for Newcrest, zero is the only acceptable number for such incidents. Initiatives have been implemented across our operations to ensure people fully understand there is no place for harmful behaviors in our workplace, to promote support available, and to strengthen our prevention framework and our reporting systems. We aspire to have the best people, and that means having a workforce of people from different backgrounds and with different perspectives. That's what gives us strength. In the 2022 financial year, we increased our global female representation to 16.5%, up from 14.8% two years earlier. Some progress, but plenty more to do. Our Australian Graduate Program has received a record high number of female applicants, and resulted in a high number joining our program as well from on a percentage basis. In addition, we've seen female representation grow in areas such as technology and projects, business development and exploration, and our operations at Lihir and Red Chris as well. It can also be seen at the executive level as well in front of you with equal representation of women and men at that level. Beyond our financial foundations, we know that our business is best placed to thrive when the communities around our operations also thrive, and it was more evident than ever during the COVID crisis. It's touched every corner of the globe, and some of our operations are in remote places where access to services and support have been affected by the pandemic. In response, we established a dedicated support fund for the communities in which we operate. This has been support for 67 initiatives from Australia to Canada's Golden Triangle and from Ecuador right the way across to Papua New Guinea. Such initiatives support investments in healthcare, in vaccine rollouts, in education support, business assistance, and also in restoring people's livelihoods. The success of these programs over the past two or so years has seen us now move to establish a new and ongoing fund called the Newcrest Sustainability Fund with an initial annual budget of $10 million. The fund will play an important role in how we partner with local communities to deliver sustainably focused initiatives and drive strategic investments that will provide social benefits over the years to come as well. On the operational and financial performance front, we delivered solid results in a challenging environment in the last financial year. Our gold production of almost 2 million ounces was delivered with no material disruptions due to the pandemic in the year where major maintenance and upgrade projects were also undertaken. This output was delivered at an all-in sustaining cost margin of $732 an ounce. This was achieved while maintaining a disciplined approach to our financial management, which saw four consecutive quarters of declining group costs throughout the last financial year. The other focus is value accretive growth, and this was a key objective and delivered through the completion of acquisition of the Brucejack Mine in Western Canada. Brucejack is one of the world's highest grade operating mines and complements our quality portfolio of large scale, long life and low-cost assets. It means Newcrest now has exposure to six Tier one ore bodies globally. In its first four months under our ownership, the mine produced 114,000 ounces of gold, provided $109 million of EBITDA, and $88 million of free cash flow, which are significant outcomes for our shareholders. It's still early days as we continue to progress our three-phase transformation program, which seeks to optimize the current operations, unlock potential, and then also grow the reserve base through exploration. The expected synergy benefits have also increased. Our EDGE program has identified additional innovation opportunities, and a full switch to battery electric trucks is ongoing, with all trucks expected to be delivered by the end of this calendar year. Our debottlenecking concept studies continue to look at the potential to boost the processing plant's capacity above its current permitting rate by between 18% and 32%. The results of the intensive exploration drilling program is showing solid opportunities at the New Gold en Marmot discovery, as well as the Valley of the Kings deposit. These results are posted online in our exploration reports. Another important pillar of our strategy is to be an outstanding operator. At Cadia, in the last financial year, we produced 561,000 ounces of gold at a record low all-in sustaining cost of the site of -$124 an ounce. This led to free cash generation of $613 million. These are significant outcomes in the year that saw the replacement of Cadia's Semi-Autogenous Mill Motor, a world's first for the removal, replacement, and updating of a gearless mill motor and a foundation of its size. We also obtained the regulatory approval to increase Cadia's permitted processing capacity to 35 million tons per annum, subject to conditions, and the initial shipment of molybdenum concentrate also occurred. In addition, the expansion project at site continued to progress as we work to ensure Cadia retains its industry-leading position as one of the largest, lowest cost, and long-life gold mines and copper anywhere in the world. Moving to Telfer, we saw 408,000 ounces of gold produced in FY 2022, with an all-in sustaining cost 6% lower than the previous year. This led to 26% increase in free cash flow to $103 million. Works are now well underway on West Dome Stage 5 cutback. We just announced in the last couple of days the West Dome Stage 8 cutback to help ensure operations continue at the site. At the nearby Havieron Project, we continued to progress extensive drilling program with seven drill rigs in operation, and we've identified high-grade extensions to the mineralization at the Eastern Breccia, the Southeast Crescent Zone, and also the Northern Breccia. As one of the largest gold-producing mines in the world, there were 687,000 ounces of gold produced at Lihir, and $87 million of free cash flow, which was generated in the year that included the rebricking of our largest autoclave number four. Ground support, drainage, and shotcrete works were also completed as part of the Phase 14A feasibility study. Mobile fleet equipment, specialized civil engineering equipment, and materials were procured for that project. Our 70% share of Red Chris delivered 42,000 ounces of gold this year at an all-in sustaining cost that was 40% lower than the prior year. We have an extensive and significant drilling campaign underway using up to seven rigs. Drilling results at the East Ridge discovery have confirmed extensions of the high-grade mineralization outside our initial mineral resource estimate. We didn't know East Ridge existed when we bought the mine, and so it's quite a big deal for us. Progress has also been made on the Red Chris block cave, the initial block cave, as we look to leverage our industry-leading block caving expertise to develop that mine. At the same time, the exploration decline has progressed to over 2,100 meters as of mid-October. Many of you have heard me say this multiple times, but it's my view, for some time, even before I joined Newcrest, that having copper in your portfolio is a good thing, and it's vital to a strong gold company. It's an ideal mix in my view. At the end of the 2022 financial year, on a 100% basis, our Group 1 reserves, Group Ore Reserves contained approximately 11 million tons of copper, with an estimated 25 million tons inclusive of our group measured and indicated mineral resources. What does that mean? It means in addition to having a substantial exposure to copper today, our exposure is set to increase in the future as we convert more of these mineral resources to ore reserves. In fact, in the last financial year alone, copper actually accounted for 25% of our net revenue, up from 22% on the previous year. Our intention is to build on this profile going forward through building the Red Chris Block Cave, pursuing the approval of Wafi-Golpu, and with the potential development of Namosi further down the track. Since we convened at annual general meeting, the world has indeed presented many challenges. The pandemic continued, border closures were in place, labor markets tightened, major maintenance activities were delivered, and there were floods to respond to, worldwide supply chain issues and inflation pressures to manage. In response, our company has developed strategies to combat these challenges and deliver outcomes for shareholders and stakeholders as well. A prime example of this can be found in how we responded to inflationary pressures, which has seen us implement measures like long-term and/or fixed price contracts for a range of maintenance, fuel and energy, and logistic costs. It means we expect to now contain costs growth in a range of between 6%-8% for the 2023 financial year. This is just one example, but it's indicative how at every obstacle we face, I saw members of our workforce go truly above and beyond. Many had challenges getting to and from our fly-in, fly-out sites. Many in our offices were forced to work from home. Many were affected personally by the pandemic. Each time we encountered a hurdle, our people were there helping us chart the course, whether that be jumping the hurdle, finding a way around it, or just knocking it out the way. They did so with resilience, humility, and all the while lived up to Newcrest values. To the people who comprise Newcrest, some of whom are here, who helped both here and abroad to deliver our collective accomplishments and did so while maintaining an owner's mindset, you've got my most sincere thanks. I would also like to acknowledge the tremendous efforts of my executive team, as well as the broader senior leadership group that provided strong and resilient leadership through a very challenging year. Today, Newcrest remains a very attractive investment proposition. We've got a clear and well-understood strategy, an attractive organic growth pipeline, a tremendously talented and committed workforce, strong financial fundamentals, and a disciplined approach to costs. Our ability to continue executing our strategy relies on the support of investors like you, here with us today. Thank you so much. I appreciate you taking the time to join us today, whether you're here at the venue or online. I think I can speak on behalf of our whole organization at Newcrest when I say that we look forward to continuing to progress against our plans during the coming year and beyond. Thanks so much. Okay, we'll now move to the formal part of the meeting. 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 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 the similar format as was used last year. I'll outline and describe the agenda items for consideration and will then respond to questions on all agenda items 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 ended 30th of June 2022, the directors' report and the auditors' report. No resolution is required in relation to this item, but you may ask questions and make comments about the 2022 results, management of the company, and the conduct of the audit. Ernst & Young Partners responsible for the audit are Trent van Veen and Richard Bembridge. Trent and Richard join us today and are available to answer questions on the conduct of the audit, preparation of the content of the auditors' report, the accounting policies adopted by Newcrest in relation to the preparation of the financial statements, and the independence of the auditor in relation to the conduct of the audit. Glenn Carmody from Ernst & Young also joins us today as he'll be taking over from Trent for the FY 2023 audit onwards. The second agenda item relates to election of directors. We have one director seeking election by shareholders for the first time, being Philip Bainbridge, and one director up for re-election today, being Vickki McFadden. Details of each director's skills, qualifications, and experience are set out in the notice of the meeting. Item 2A relates to the election of Philip Bainbridge as a director. Phil was appointed as a non-executive director with effect from the first of April 2022, and he's also a member of the Safety and Sustainability Committee. Phil is considered to be an independent director based on the criteria set out in the company's independence policy. The board believes Phil's substantial expertise and experience, particularly in relation to the implementation of major projects and the conduct of operations in Papua New Guinea, will add significant value to the board. The board, with Philip abstaining, unanimously recommends Philip Bainbridge for election. We'll now hear from Phil. Good morning, everyone, and thank you, Peter. My name is Philip Bainbridge, and I'd just like to give you a little bit of my background, if I may. I'm an engineer by training, and I spent most of my executive life in the oil and gas industry in both technical and commercial roles across exploration, development, and production in Australia, Papua New Guinea, Asia, the Americas, Middle East, and Europe. During this time, as Peter said, I worked on many major projects. The most recent being the Papua New Guinea LNG project. Very large scale, highly complex from both a technical, commercial, government, and community perspective. As time has moved on in my life, the importance of sustainability in its many different forms has become increasingly important to me, and that is reflected in the activities that I embark on. I have recently served as chairman of the PNG Sustainable Development Program, protecting and investing the long-term fund and using the proceeds to sustainably improve the lives of remote communities in PNG. I'm currently the chairman of the Global Carbon Capture and Storage Institute, an international members-based environmental advocacy group. I've recently joined the board of Sims, the recycling company, and I'm also on the board of Beach Energy out of Adelaide. An important part, to me, of sustainability is good governance and creating shareholder value. We need both of these to have the license and resources to do what is required in the broader sustainability space. I'd like to thank you for your time today, for your support, and I look forward to representing your interests into the future. Thank you. Thanks, Phil. We look forward to having you around and giving your sage advice. Item two B relates to the re-election of Vickki McFadden as a director. Vickki was appointed to the board as a non-executive director with effect from the first of October 2016. She's the chairman of the Audit and Risk Committee, a member of the Human Resources and Remuneration Committee, and a member of the Nominations Committee. Vickki is considered to be an independent director based on the criteria set out in the company's independence policy, and the board supports the re-election of Vickki, as the board believe Vickki brings to the board considerable business expertise, particularly in relation to finance, audit, and risk management. She has demonstrated commitment as a director during her tenure. The board, with Vickki abstaining, unanimously recommends Vickki McFadden for re-election. We'll now hear from Vickki. Good morning, everyone. I'm delighted to be considered for re-election by shareholders at the AGM today. I am privileged to be the chairman of the Audit and Risk Committee and a member of the Remuneration Committee and the Nominations Committee. I bring to my roles wide-ranging and extensive experience, both as a chairman and as a board member in other listed and non-listed companies. This diversity of experience, together with that of my board colleagues, is a critical element in a board's meaningful contribution to the governance and leadership of an organization. My particular skills and experience have been in finance and accounting, risk management and processes, capital markets, mergers and acquisitions, leadership, and governance in highly regulated markets. I hold degrees in law and finance from the University of New South Wales. These skills are very complementary to those of my board colleagues, and together we provide a balance of skills and experience which enable us to fulfill our responsibilities on behalf of the group, our employees, our shareholders, and the communities in which we operate. In consideration of my re-election today, I assure you of my focus and commitment to Newcrest and to encapsulating the fundamental values of accountability, teamwork, social responsibility, integrity and respect, all of which are essential to the way we do business. Each director is a part of a team that comprises the board, who work together in an environment of constructive challenge and debate in the leadership and governance of the company. As part of that team, I also wish to acknowledge and to thank our chairman, my board colleagues, and the management team for their tireless and valuable contributions to the stewardship of this great company. Thank you very much. Thank you, Vickki. Now I wanna move on to item three. Item three is seeking shareholder approval for the grant of performance rights to the Managing Director and CEO, Sandeep Biswas, and as his long-term incentive for 2022. 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. The face value and volume-weighted average price 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 award and the terms of the grant can be found in the notice of meeting. The board, with Sandeep abstaining, unanimously recommends that the shareholder vote in favor of this resolution. The next item relates to the adoption of the remuneration report. While the vote on this resolution is advisory and not binding on the company or the directors, the board considers this to be a very important item of business. We always take investors' views into account when considering our approach to remuneration. This year, while the majority of proxy votes received are in favor of the remuneration report, more than 25% of investors have voted against. This is a very disappointing result as the board works hard to ensure our remuneration framework appropriately attracts, retains, and motivates our executives, as well as aligning the outcomes with investor experience. It's a very important balance to achieve. We've clearly heard investor messages that the balance needs to be reviewed. That's why in late 2021, the HR and Remuneration Committee and the board commenced a review of both the short-term and long-term incentive programs to take effect from the 2023 financial year. As a board, we want to ensure that we attract and retain high caliber people, executives who focus on key drivers of value and are rewarded when they deliver, and that investors see both short and long-term value creation. In particular, we've better aligned potential executive outcomes with the investor experience by reducing the number of metrics to those that underpin value creation and setting more demanding hurdles. In terms of the STI, we've streamlined the individual STI scorecards for executives, removed duplication with the corporate scorecard, and reduced the number of metrics to critical priorities. For example, in FY 2023, our CEO's focus is on culture and leadership, including Respect@Work and capital prioritization and major project execution. For the LTIs, the weighting of the relative total shareholder return component of the FY 2023 award will be increased from 33% to 50%. In addition, the minimum shareholding requirement for executives has been increased from FY 2023 onwards to 200% of total fixed remuneration for the CEO and 100% of TFR for other executives to encourage a retention of shares and enhance the shareholder alignment of shareholder and executive interests. These are just the key changes that have been made, and a lot more detailed information in relation to the company's remuneration framework is provided in the Remuneration Report. As part of our governance engagement, the Chairman of the HR and Remuneration Committee, Philip Aiken, and I met with many investors and proxy advisors who expressed concern about the balance in their remuneration outcomes. We thank you for your constructive engagement and sharing of views. We're pleased that many of you are supportive of the changes to the remuneration approach we described in the report to take effect in FY 2023, and we'll continue to actively engage with shareholders and seek feedback in the coming year as we review the remuneration framework. Item five is seeking shareholder approval for an increase in the maximum amount available for payment to non-executive director fees by $ 500,000 to a total of $ 3.2 million. The fee pool was last increased by shareholders at the company's AGM in October 2010. This fee pool is a maximum limit only. While the company is seeking to increase the fee pool, it is not currently intending to increase the individual fees paid to non-executive directors immediately. Rather, the amount is intended to be set at a level that can be called upon to meet a range of future possible requirements as and when they arise. As the non-executive directors have a personal interest in the outcomes of this item, the board makes no recommendations as to how shareholders should vote on this resolution in this item. We'll now move to the shareholder questions, and it's my duty as chairman to ensure that all shareholders as a whole have a reasonable opportunity to ask questions about or make comments on the management of the company, the remuneration report, and other items of business before the meeting today. I'll now outline the procedure for asking questions at today's meeting. Firstly, we'll commence with questions submitted in writing prior to today's meeting. Then we'll proceed to answer written questions from shareholders attending via the online platform, followed by shareholders in the room, and then to those attending online and using the telephone facility. Questions and comments should be concise and limited to two questions at a time. If you have specific individual- If you have individual specific issues or other matters that do not relate to items of business at today's meeting, please raise them with our staff in the foyer during or immediately after the meeting. Further instructions on this are in the notice of meeting and the online guide available on our website. Thank you. Ria, can I please ask you to read out any of the questions or comments received in advance of the meeting? The first question is from Matthew Rackman. "Are the board and directors aware of the recent criminal allegations against the Perth Mint? Are Newcrest assets and gold and silver at risk from this alleged criminal activity within the Perth Mint? How much gold and silver does the Perth Mint store on behalf of the company, if any? Does the company have any financial affiliation with the Perth Mint? Please clarify this affiliation, if any." Okay, thanks for that question, Matthew Rackman. The Newcrest board's aware of these allegations against the Perth Mint in that AUSTRAC has ordered the appointment of an external auditor to assess the Mint's compliance with its legislative obligations under the Anti-Money Laundering and Counter-Terrorism Financing Act. Fortunately, the Perth Mint does not store any physical gold or silver on behalf of Newcrest, and Newcrest does not have any financial affiliation with it. The next question is from [Yee Yetoi]. "NCM share price has gone backwards over one, two, five and 10 years, even though the gold price has stayed pretty much the same. Sandeep Biswas was hired for his operational expertise, but NCM continues to encounter operational problems. When and how is Mr. Biswas going to fix these problems?" Yeah, throughout 2022, there's no doubt that global volatility has resulted in a material rewriting of equity markets across the globe. It's impacted all gold producers, including Newcrest. With rising interest rates, cost pressures, and supply disruptions, the string of disappointing macroeconomic data continues to drive negative market sentiment, and we've certainly been caught up in that. As to what we're going to do about it, I mean, it's a very broad question, and certainly in our speeches today, we've covered many of these operational areas that Sandeep and the team have been focused on continuing to improve operational performance. Thank you for the question, but I believe we've covered the answer to that in all our other discussions. This question is from [Celestine Ekerik]. "Why are there being no rights or bonus share issues to ordinary shareholders?" We haven't undertaken any rights issue or bonus shares. We've got sufficient financial capacity to develop our organic growth pipeline and maintain a strong balance sheet and continue to pay dividends. We just haven't been issuing. We didn't issue any equity during the year. We do have a dividend reinvestment program in place that provides shareholders with a convenient way to increase their shareholding in Newcrest by reinvesting all or part of the dividends in additional shares. We have a comment from Janet Fairley-Cunningham. "Please ensure that Newcrest board and management undertake every possible measure to operate to maximize solar and clean energy output and effectively mitigate the use of fossil fuels. It is most important to prevent further exacerbation of climate change effects. Newcrest is an important corporation and able to do this, even if it means lowering the returns to shareholders." Well, we've got a goal of net zero carbon emissions by 2050, alongside many of our sector peers. Our dedicated team has been working hard to develop our net zero emissions roadmap that underpins this goal. Newcrest is starting from a good place on the journey to net zero with our Red Chris and Brucejack assets in Canada both being hydropowered. At Cadia, we have one power purchase agreement in place with the Rye Park Wind Farm, as I mentioned earlier, expected to provide about 40% of Cadia's power from 2024. We plan to increase renewable energy at Cadia through the use of further PPAs. In the medium term, the emissions reductions program will focus on emerging technologies and site applications of renewable energy. In the long term, we're investigating advanced technologies and processing efficiencies to reduce carbon emissions with a specific focus on Lihir. We're committed to playing a positive role in the global transition to net zero future, and look forward to providing further updates as the roadmap progresses. There's a question from [Celestine Ekerik]. "Although results are satisfactory, why award an increase to non-executive directors?" In 2022, no changes were made to the board and committee fees for non-executive directors. Resolution five was totally about the total pool. It's related to the maximum amount. It's not a reflection on what has actually been paid to non-executive directors. It really gives us the flexibility to add to the board, to appoint another director or two if we need to, as we need to. The next Q&A question is gonna be the last one that was submitted in writing prior to today's meeting. Question from Matthew Rackman: "The directors seem to be confused as to what community means. For example, if the company's going to boast how a great job they are doing for communities, then give them a real opportunity like purchasing a rundown old outback cattle station, so these remote communities can run a business, employ local men, women, and children, teach young generations how to raise cattle, how to work stock on horseback, how to maintain and repair machinery, how to manage water infrastructure, how to care for the land through feral animal control and exotic weed and plant control, how to cultivate the land and plant crops, and so on. In my opinion, the company has zero understanding of the definition of community, instead looking at communities through their own tainted corporate lens." Well, I don't think we do look at it through our own tainted corporate lens. I think we involved in very many community-focused activities and initiatives and we generally try to focus around our operations and things that are related to our operations. You know, building trust with our local communities is critical to our success. Through our engagement, we strive to deliver sustainable long-term benefits to local communities, and Newcrest contributed $50 million to community expenditure in FY 2022 across a range of activities. A few highlights are our community support fund, which was established to provide financial assistance for programs and initiatives that would support preparedness and response to COVID-19. Newcrest worked with communities in our key areas of operations to identify funding opportunities ranging from immediate health assistance to livelihood restoration and economic recovery, with 67 programs and initiatives receiving funding since April 2020. In FY 2022, we also announced the Newcrest Sustainability Fund, which has been established to deliver programs that contribute to the resilience of communities in Newcrest's geographical areas of interest to support achieving the United Nations sustainability goal, sustainable development goals. I'll now move on to the ones that were received through the online platform now. The first question is from Stephen Mayne. "Did any of the five main proxy advisors, ACSI, Ownership Matters, Glass Lewis, ISS, and ASA, recommend a vote against any of today's resolutions? Have there been any material proxy protest votes? Will you disclose the proxy votes before the debate on each resolutions? Also, why not disclose the proxies to the ASX with the formal addresses ahead of the AGM like Afterpay, Brambles, Carsales, JB Hi-Fi, NAB, Origin Energy, SEEK, and Viva Energy have done in the past, and Suncorp Group did only yesterday? That would allow for a more informed debate, wouldn't it?" There's a lot of questions there. You know, the listed five of the proxy firms. It's fair to say that a couple of them did recommend voting against the remuneration report, and I've already outlined the outcome of that and what happened with regard to that. We've, we have ended up with a strike, and we've talked at some length already about what we're doing about that. We haven't been in the practice of releasing the poll results. I don't think it does change the debate. I mean, the debate is about the issues and whether you know what the outcome is before you start that doesn't really change the issues. It's something that we can look at next year, but we're certainly not set up to do it this year. Is there anything else I didn't catch there? No, I think that's pretty much it. The second question also coming from Stephen Mayne is, "John Howard and Peter Costello foolishly sold off two-thirds of the Reserve Bank's gold reserves at historically cheap prices shortly after being elected in 1996. This stupid move has cost Australian taxpayers billions. How important is central bank reserves to a strong gold price? And have we lobbied the new Albanese government to set some funds aside to rebuild the Reserve Bank's gold reserves? Also, which central banks have the biggest gold reserves, and just how much gold is owned by governments around the world? Well, I agree that it was a stupid move by John Howard and Peter Costello, but fortunately, they did other things that weren't so stupid. You know, central bank gold holdings are part of the gold market. You know, there's also other things. There's industrial uses, there's investment uses, and they all play a part in the whole thing. As to the exact numbers and things there, and whether we've lobbied the government about buying more gold. You know, we're very focused on our own operations and making ourselves a lower cost producer. We're a price taker. I mean, obviously we would like the gold price to be higher and certainly, increasing government holdings of gold would go some way towards that. Sandeep, I don't know whether you, through your World Gold Council membership, have any information on gold holdings with central banks. Central banks around the world do buy and sell depending on their various circumstances. I mean, in the past, in the recent past, China has been quite an accumulator of gold. So has Russia. We don't really know how much of that is left and whether they've used any of it to fund whatever they're up to at the moment. India from time to time. So it does vary. The thing that is really being pushed by the World Gold Council is a thing called World Gold 24/7. This is to bring gold into the new age where it's fungible, it can be transacted by anyone at any time, even on your iPhone, and it has complete provenance. You know where it came from, and you can do it 24/7 at a low cost. So that initiative is. It's not there yet. We're working on it. They are the sort of things that we work on to increase the demand for gold, which is, I think, where Steven is coming from. We are very active members of that through the membership in the World Gold Council. Thanks, Sandeep. A third question from also Stephen Mayne. "Well done for running a hybrid AGM today to maximize transparency and shareholder inclusion. Could Mr. Bainbridge please comment on why this hasn't also happened at Beach Energy this year, where he serves as an independent director? Beach is holding a physical only AGM later this month. Will he advocate for hybrid AGMs at all the listed boards he sits on?" Well, we're very pleased that we've got a positive response to holding a hybrid board meeting. I mean, it's a lot of work and it's the first one we've ever done. I think so far we could say it's been a great success. As to Beach, you know, Phil is here in his capacity today as a director of Newcrest, and I'm not gonna get into what goes on at Beach, and I'm not gonna ask Phil to respond to that. Chair, we have a few more questions from Stephen Mayne. Should I ask one further one at least? We'll do one more and then we'll open it up to the room here. Great. "Could the CEO summarize his past LTI grants as to whether they have vested or lapsed? Also, has he ever sold any ordinary Newcrest shares or bought any on market without relying on an incentive scheme to build his equity position in the company?" Well, I don't know the answer to those questions, and I don't know whether you do off the top of your head, Sandeep. Well, I think.... If you can help there. What I do know is in the annual reports, it states whatever vests, whenever it does. In terms of buying on market, I don't think I have. In terms of selling, I normally sell during to cover tax on any vested shares, but I did sell some about three, four years ago in order to fund a beach house, which my wife wanted. You don't have to do what the chairman says, but you have to do some things. That's as complete as an answer as I can give. Okay. We've got some more, I think, online questions, but they're all from Stephen, and so we'll just open it up to the questions from the floor so we can see where we get to. If you wish to ask a question, please approach one of the microphone attendants and provide your name and voting card. Only persons holding a blue or yellow attendance card are entitled to address the meeting. Mr. Chairman, I have Rod McKenzie. Hello, Chairman, and thank you for having a forum just like this. It's great to get back into face-to-face meetings. I'm the company representative for Australian Shareholders' Association and this is our first face-to-face meeting now for three years. In terms of the remuneration, the minimum shareholding for the CEO is to rise to 200% of his total fixed return for FY 2023 and 100% of TFR for other executives. ASA sees that as a positive move. One further change we'd like to see with Newcrest remuneration is to increase the performance period for awarding of long-term incentives from three years to four years. Will the company review the REM policy and look at extending the performance period? Thank you. Thanks for that question. We did discuss this. We have seen a move in the market towards four years. It's becoming more normal. It's not across the board at this stage. We did discuss it this year. As more and more companies move in that direction, I think we just have to look at it and we will look at it again. As of today, that's not. It's three years as of today with a one-year holding period. Okay. Second question. This one more on operations. Expansion into British Columbia has demonstrated the enormous potential in that mineral rich part of Western Canada. Is Newcrest pursuing expansion in North America as part of a global growth strategy, or perhaps diversification of risk away from Papua New Guinea and maybe Telfer? I think the answer is yes. I mean, we are geologically driven. We believe greatly in the potential of the Golden Triangle area in BC in particular, and we've established two mines there and a beachhead there. Craig Jones is here with us today, and he's just moved over to Vancouver to run that whole region with a mandate to operate and grow there. Diversification of operations is always a good thing, and being in multiple jurisdictions is usually a good thing, always a good thing. You know, I wouldn't say we're specifically diversifying away from PNG. We like PNG. We've operated there successfully for many years, and we potentially have the Wafi-Golpu project there as well. Diversification as a whole, having more operations just gives you more flexibility and more ability to deal with issues as they arise, so we think it's a great thing. All right, thank you. If I can ask one more question. The failure of tailings dam wall at Cadia occurred in 2018. Work on remediation is ongoing. Can you give a likely timing of that repair and a likely cost of the work? I understand you're increasing the volume of material going through the Cadia mine, but you have to have somewhere for the tailings. Is this a limiting factor to your planned current expansion? Thank you. Yeah. It's a good question. The Cadia Tailings issue is, as you say, been around for a while. We've created some interim solutions. We're dumping tailings into the pit because the engineering solution to the repair of tailings dam and also the long-term Tailings options at Cadia are quite complicated, and there's a lot of engineering to be done. I might ask Sandeep to just expand on that a little bit because we do a lot of work, and Sandeep's been very involved in that. Yeah, sure. It is a very good question. We're fortunate that the open pit is there. It's got many more years of capacity, which gives us the flexibility to really get the engineering right. As the chairman says, it's very complex. It's a large dam. We're in the process of actually fixing the slump right now. From memory, it's around $100 million for that fix. Then, of course, there's the broader issue of bringing tailings dam back into service, bringing the south dam into service and also the long term. We've always needed tailings dam for, we call it, to take us, you know, right through to 2060 or something like that, and that's something we're working to design. You know, Suresh Vadnagra, he is running that strategy, our Chief Technical and Projects Officer. Right now, we have sufficient capacity in the open pit. Thank you. Thank you. Any other questions from the floor? We do have a few more online questions, so we'll go back to those. Another question from Stephen Mayne. "Overall, Australian non-executive directors are underpaid when compared with fortunes pocketed by many CEOs and senior executives over the years. Therefore, no problems with this proposed lift in the fee cap, but could you please clarify when the last actual increase incurred and when the next increase will be implemented, along with the likely size? Don't be afraid to give yourselves a solid pay rise given the importance of your jobs to shareholders." Well, we appreciate that sentiment greatly. I think as I said before, the fee cap hasn't been raised since 2010. Help me here, Ria, if I get this wrong. I think we increased the board fees by 5%, first of January 2021. Correct. There was a small increase in some of the chair, the committee fees in 2000 and... Eighteen. ...eighteen. 2018 was 10% in 2018, and 5% in 2021... A small flow on superannuation... Yeah. ...contributions at one stage. 2014. I mean, essentially, the board non-executive director fees have been largely unchanged for the last 10 years, 12 years. It's something that we look at every year. We annually review it, and we will do so again. At this stage, we have made no decision on it or no decision to change anything. There's also from Stephen Mayne a question for the auditor. "Why did two audit partners, Trent van Veen and Richard Bembridge, sign the account this year? Could the outgoing audit signing partner please summarize the handover he is proposing to give to the new audit signing partner? While on his feet, could the outgoing auditor explain why our claimed net asset position of $11.7 billion is well below the current $16.2 billion market cap? What is the market valuing that we aren't? Doesn't this excessively conservative balance sheet confirm that we went over the top with excessive Lihir write-downs a few years ago?" I don't know how. I can take it. Trent's on the line. Yeah. Thank you for the question. I appreciate that. In terms of Newcrest, we have a two-partner model. My name is Richard Bembridge, and Trent van Veen is on the line in the UK, the outgoing partner. In terms of market practice, some audits have one partner, some have two, which is very common practice. In terms of the transition, Glenn Carmody will replace Trent van Veen for the FY 2023 audit. It's been a very orderly transition process through the FY 2022 audits, where Glenn has shadowed Trent through the audit of FY 2022. That's probably the best way to describe the transition. In terms of second part of the question, I would highlight that the financial statements are based on historic cost from a non-financial asset perspective, whereas market cap is a different measure, looking more forward-looking around commodity price and production. Comparing the two is, they're not always aligned, is the way I would describe it. Thank you. Thanks, Richard. Right. Another one from Stephen Mayne. "Six of our eight directors are engineers. Could the two non-engineers on the board, including Vickki McFadden, who's seeking re-election today, comment on whether we need more diversity of qualifications?" Well, I'm a little biased, but I don't think you can have too many engineers. Vickki, would you like to just comment on whether you think that the board is, has enough diversity of experience and views, is really what it's all about. Yes, I'm delighted to. I think I made those comments in my address about re-election. In my view, the board has a very appropriate diversity of both skill sets, experience, and thinking. That's evident in the operation of the board itself and the composition of the various committees. I don't think there needs to be more or less engineers. I mean, I would say that there's like six engineers here, but very diverse backgrounds and experience. I mean, you wouldn't say that any of us have been through the same career path. It covers a lot. Engineering is a very broad field, and it covers a lot of territory. I think it's- w e're an engineering-based company. You know, engineering is our lifeblood, so it's an important asset for us. I mean, obviously, as we go through board renewal, we, you know, people come along and step off, we will review our requirements for future directors as the time comes. Chair, maybe before we look at any more questions, online, I'm not sure whether you might want to ask whether there's any shareholders that would like to ask a question or make a comment on the phone line. I won't do that because you just did. How will we find that out? There are no questions on the phone at the moment. No questions? No questions. No questions from the phone. Okay. Thank you. Thanks for the reminder. Question from Stephen Mayne. "Given the interesting discussions across a range of topics today, including this remuneration report, could the Chair undertake to make an archived copy of the webcast plus a full transcript of proceedings available on the company's website? The likes of Nine, AGL, ASX, ANZ, Domino's, and Lendlease all produced their first AGM transcripts in 2021, but Newcrest has never provided a transcript or an archive of the webcast. Why not?" You know, we do have the webcast on the website. I'm not sure how long that stays on for. I don't know. I thought it was available for... We'll follow up. ...viewing for some time. As to why we don't do a transcript. You know, like, I'm not sure how many people really wanna do that, and there's a lot of work involved, and anyone's obviously welcome to listen to it themselves and transcribe it themselves. The speeches and all of that is released. Oh, yeah, all the formal parts, all the speeches, my speech, Sandeep's speech, they're all online. Chair, we've received a question from another shareholder online. Question is from Jotham Keleino, Indigenous person from the Huon Gulf, one of the communities to be impacted by the proposed Wafi-Golpu mine. "Your own independent expert, Professor Ralph Mana, has criticized the DSTP proposal for the Wafi-Golpu project, with particular concerns about the limited baseline information available. Dr. Mana questions the claim that 16% of the tailings will reach the Markham Canyon. Indeed, he says that as little as 10% of the tailings may reach that point." "Huon Coast have not been given adequate information and have still strongly disagreed with the use of DSTP. Today, 2,596 members from Huon Gulf community signed a complaint to the Australian National Contact Point on the OECD guidelines for multinational enterprises expressing these very concerns. Will you halt all approvals and development of the project until we can come up with a process of negotiation for the project that respects the science and our right to give or withhold free, prior, and informed consent?" That's a, you know, broad ranging raising of issues related to deep-sea tailings disposal at the potential Wafi-Golpu site. I think it's fair to say that we've done a lot of engineering over the years. Done a lot of community consultation. We've done evaluation of numerous land-based options and have come up with deep-sea tailings disposal as the preferred option. As to some of the detail in some of those things, Sandeep, would you like to... Yeah, sure. Happy to. ...to get into that? If I go back in time, we've been looking at the appropriate tailings option for Wafi-Golpu for over 10 years now. We started off with the view about a terrestrial dam, so this is one on land. We looked at 45 different locations, narrowed it down to three or four, and then did extensive work which showed that in essence, the issues about tailings dams are the rainfall. It's a highly seismically active area. There's disturbance of land in relation to cultural heritage, in terms of the environment. These combinations in each and every one of those examples prove that that is not the right thing to do. The lowest risk in all these areas, environment, people, social, cultural heritage, is the DSTP option. Now, the DSTP option itself, off the Huon Gulf, sees the material going 2 km deep into a trench in a very high velocity area. There's about 60-70 million tons a year of silt that comes down the Markham River. This material is not dissimilar to the tailings that we would put 200 m down in the ocean, which then gets mixed with this material and pulled into the trench. We've done extensive offshore surveys using specialist ships, monitoring life at various levels, measuring velocities, to prove that the science actually fits the application. The government has reviewed this as part of our EIS, which was peer-reviewed by three different organizations to make sure that the right work and research had been done and the test work to justify the DSTP. Extensive consultations since 2016 with the affected communities up and down the pipeline that would take the material down to the coast and also up and down the Huon Gulf. We've demonstrated that any fish life or anything like that won't be affected, as well. A lot of work has gone into it. We take it very seriously, and we're confident this is the right solution. Of course, those discussions are taking place all the time, and we're happy to again put our views forward and the science for people to look at. That's something we do on a regular basis. Thanks, Sandeep. There's two more questions. Stephen Mayne, the next one. "When disclosing the outcome of voting on all resolutions today, could you please advise the ASX how many shareholders voted for and against each item, similar to what happens with the scheme of arrangement? This will provide a better gauge of retail shareholder sentiment and was a disclosure initiative adopted by the likes of Metcash, Altium, and Dexus last year, and Webjet and Tabcorp so far this AGM season. We have around 80,000 shareholders, and it would be good to know how many voted, even if you don't disclose how they voted. Retail voter participation in Australia is tragically low, at less than 5%, and increased transparency would hopefully drive participation." He's probably quite right that, you know, retail participation is very low. I don't think we're equipped to put those numbers out for this year. I guess it's something we can look at next year. The last question. Why aren't we following an agenda, and when are we going to see the proxies? The process of treating questions as one job lot is a bit disoriented, particularly when you have a dropdown box which forces shareholders to pick an agenda item to fill in a question. Probably more of a comment. I don't understand that question. I think the question is possibly around asking the questions perhaps after each. I think we are following an agenda. We just have all the questions at the end, and if there's no further questions, we will put up the proxy positions. I think there are no further questions, so we'll do that right now. All open proxies. I'll now refer to the screen that you can see the details of the proxy position at the proxy close. 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 proposed resolutions other than the remuneration one, obviously. If you haven't submitted your votes yet, I ask you now to submit your votes. For those in the room today, please make sure you place your completed voting card in one of the ballot boxes located at the exits of the auditorium as you leave or hand it to an attendant. Voting on the poll will close in five minutes from the conclusion of the meeting. The results of the poll will be announced on the Australian Securities Exchange, the PNGX Markets, and SEDAR, as well as the company's website as soon as they are finalized. As there is no further business, I now close the meeting subject to finalization of the poll. Refreshments will now be served out near the registration area, and I invite you to, those of you here today, to take the opportunity to talk to your directors and executives. Thank you for your participation today and for your continued support.