Good morning, ladies and gentlemen, welcome to Orica's 2022 annual general meeting. My name's Malcolm Broomhead, I am your Chairman. Can I start by saying how delighted I am to welcome shareholders in person again this year. As today's meeting is being held in a hybrid format, I'd also like to welcome shareholders who have chosen to join us by phone today. We do have a quorum present, I declare the meeting open, with your permission, I propose to take the notice of meeting as read. As is customary at our AGM, I'd like to acknowledge the traditional owners and custodians of the land on which this meeting is held, the Wurundjeri people of the Kulin nation, and pay my respects to their elders, past and present. To extend that respect to any Aboriginal elders from other communities who may be attending this meeting today. For your safety, I'd like to draw your attention to the emergency exits, which are the doors that you came in at the back and where the signs are around the room. Should an emergency arise, which requires an evacuation, please follow the emergency exit signs and the instructions of the Park Hyatt staff. If you have a mobile phone, could you please ensure it's turned off or on silent for the duration of the meeting. I'd now like to introduce my fellow directors and your Company Secretary. Seated on my immediate right is Sanjeev Gandhi, your Managing Director and Chief Executive Officer, who will be presenting with me today. Next to Sanjeev is Karen Moses, then John Beevers, Denise Gibson, and on my far right is Boon Swan Foo. On my far left is Maxine Brenner. Next to Maxine is Gordon Naylor, who's seeking election for the first time at this meeting. On my immediate left is Erin O'Connor, your Company Secretary. Gene Tilbrook, who's seeking re-election at this meeting, is unfortunately unable to attend, but Gene will be addressing shareholders virtually in support of his re-election and is attending online. Members of our executive committee are also seated here today in the front rows, and they'll be available after the meeting to ask or to answer any questions that you may wish to put to them. Our auditor, KPMG, is also in attendance, represented by our Audit Partner, Penny Stragalinos. Before we move on to the resolutions outlined in the notice of meeting, I'd like to discuss some key topics important to Orica and to you as our valued shareholders. Starting with safety, our most important priority in Orica always. Tragically, we reported 2 fatalities this year, 1 relating to an incident involving an employee at a customer site in Far East Russia this year, and a 2nd one which related to the previous year involving a contracted employee in Kazakhstan, and that is coming into our report for this year. Any workplace fatality has a devastating and profound effect on us, on us all. On behalf of the Orica board, our thoughts and sympathies are with the family and with the friends and colleagues of those 2 people. I'd like to make it clear to everyone that these fatalities are not acceptable. Every single person who goes to work each day across our organization deserves to return home safely. We'll be relentless in our commitment to doing better in safety, ensuring we learn from these tragic events and reinforce the critical safety measures in place to keep our people, customers, and communities safe. Moving now to performance. Our improved financial results across the 2022 financial year reflect the strength and resilience of the Orica team. Our commitment to our refresh strategy and the focus on Orica's competitive advantages have positioned us well to mitigate the challenges and capitalize on the opportunities that were presented in this otherwise a very tumultuous year. The board and I are extremely proud of the entire Orica team for this improved result. The final ordinary dividend of AUD 0.22 per share was unfranked, bringing the total dividend to AUD 0.35 per share, which reflects a payout ratio of 48% of the underlying earnings, which is in line with our target between 40% and 70% of underlying earnings. Sanjeev will cover Orica's performance in more detail shortly. Moving on now to board succession planning. To remain effective, board succession planning's obviously critical to developing and supporting Orica's strategy to enable it to discharge its duties and responsibilities and to create long-term shareholder value. The skills, knowledge, experience, and diversity of your board are regularly reviewed to ensure they are aligned to achieve our strategic objectives that we and we undertake that renewal of the board regularly and appropriately. To that end, in March 2022, we welcomed Gordon Naylor to the Orica board as an independent non-executive director. Gordon brings over 30 years of experience in the operational and financial leadership roles, as well as deep expertise in engineering, global supply chain, information systems, strategy, and its implementation. I'm delighted to have Gordon on the Orica board. He's an experienced business leader with a strong track record in growing businesses in challenging international environments, so he'll fit right in here. We're seeking your approval today for the election of Gordon, rather, at today's annual general meeting. As announced earlier today, we've also appointed Mr. Mark Garrett as an independent non-executive director to the board, and that will be effective early in 2023. I'd like to welcome Mark to the board at that time. Mark's extensive leadership, experience, and expertise within diverse global markets will complement the board and the strategy of the company. We seek to have diversity not only in gender but also in geographical terms. Mark is living. Although he's an Australian citizen originally, he's resident in Switzerland. Finally, as announced last week, non-executive directors Ms. Maxine Brenner and Mr. Boon Swan Foo will retire from the board of the directors of Orica Limited, effective at the completion of the annual general meeting today. Maxine Brenner has made an outstanding contribution to Orica during her tenure, serving on the board committees, including chair of the Human Resources and Compensation Committee and as a member of the Board Audit and Risk Committee, as well as the Nominations Committee. Maxine's extensive corporate advisory experience and counsel through the past nine years have been invaluable to the success of your business. Thank you, Maxine. Boon Swan Foo joined the board in 2019 and has served as a member of the Innovation and Technology Committee, Board Audit and Risk Committee, and the Nominations Committee. Boon's experience in the energy, oil and gas, and automotive industries, together with his commercial experience in the Asian region, has been extremely valuable. I'd like to acknowledge and thank Maxine and Boon for their commitment to Orica's board and wish them both well in their future endeavors, as well as welcoming Mark to the board. I'm also pleased to say that we're in final discussions with another board candidate, we'll be in a position to announce that appointment in due course in the new year. Now turning to sustainability. When it comes to sustainability and climate resilience, the board recognizes that sound corporate governance, transparency, and accountability have never been more important. A strong corporate governance creates stakeholder value by ensuring the interests of our board and management are aligned with our external stakeholders, cultivating a company culture of integrity, and facilitating better decision-making through clearly defined roles and responsibilities and robust processes. The board and its committees have an annual program in place that covers key strategic, operational, oversight, and governance activities to ensure effectiveness in achieving our purpose and supporting strategic decision-making, and this includes sustainability and climate resilience. The board's Safety and Sustainability Committee, chaired by Non-Executive Director Karen Moses, oversees safety and sustainability-related issues that have strategic, business, and reputational implications for Orica and public disclosures and position statements which include climate change. Some notable activities of the board's Safety and Sustainability Committee during the 2022 financial year include the continued commitment to and oversight of Orica's workplace health, safety, and employee wellbeing under a strategic plan which includes deep dives into safety across regional operations and key employee health risks and their management. Secondly, approval of a target to source 100% of Orica's electricity from renewable sources by 2040. Thirdly, approval of entering into a power purchase agreement for Orica's New South Wales manufacturing operations towards our commitment to source that 100% renewables by that date of 2040. As well as reviewing our sustainability performance targets and making sure these are tied to our debt facilities, which transition our loan agreements to a sustainability-linked loan structure. Approval of a fresh or refreshed code of business conduct in Orica, which clarifies everyone's authority to step up and to protect people's safety, the environment, and indigenous cultural heritage. All of these board activities aid in strengthening Orica's overall position in sustainability and climate, and will be a key focus of the board as we move forward with the increased expectations that are coming from all sections of society around the world. We appreciate the deep interest of our investors as well as employees, customers, and stakeholders in this area of reducing the impact that we have on the climate. Today, I can confirm that Orica will adopt the Say On Climate initiative and offer our shareholders an opportunity to consider Orica's climate action report at the next annual general meeting in the coming year. This adds to our long-term standing, investment in transparency consistent with the recommendations of the Task Force on Climate-related Financial Disclosures. As I mentioned, we'll be converting our bank loans with a total of AUD 1.3 billion to sustainability-linked loans, which will also demand an extra layer of accountability against defined sustainability metrics. I believe all of these actions represent a comprehensive body of work to strengthen Orica's position as the world transitions to a lower carbon economy. We have much work yet to do, I'm satisfied with our intent and that we are planning well ahead in a world which is changing as you'll all appreciate, at a very rapid pace. I'd also like to take this opportunity to make some brief comments on the Australian macroeconomic environment and important reviews by the government on climate change and energy policy. As recent events in Europe have demonstrated, energy transition requires careful planning and policy coordination with governments, regulators, energy suppliers, consumers, and the broader private sector. If that pace of change is too fast, it creates risk for the reliability or sustainable pricing of energy, the unintended consequences and socioeconomic disruption can be significant as we're starting to see in some parts of the world. Closer to Australia, there is no doubt that as one of the world's largest exporters of natural gas, the price for local industry is too high, and we welcome the government's ongoing consultations with producers and consumers like Orica on how the industry can deliver reliable, sustainable pricing of gas and supply of gas during the transition to cleaner energy sources. I believe that all fossil fuels, including gas and coal, have their role to play across the medium term as lower carbon technologies advance and we continue to transition. Thermal coal will continue to present a low-cost energy source to many developing communities in Asia and the subcontinent, and it will take time for them to develop alternatives and transition at a pace that does not jeopardize their most vulnerable communities and industries. Australian coal exports will be an important dimension of providing that energy security to those people. Nonetheless, Orica supports the broad policy objectives of the government to increase our national climate commitments and to bring in a more robust Safeguard Mechanism to reduce the aggregate impact of the country's highest industrial greenhouse gas emitters. The government's indicated its goals significantly change the mechanism by mid-2023, and I commend them for the consultative approach they're taking before finalizing those. But I'd like to stress that early movers, such as Orica, who've made significant good faith investments in reducing our emissions should not be retrospectively penalized by those changes. Orica is a very good example of the challenges faced by Australian-based manufacturers in hard-to-abate industries. In the short and mid-term, we confront inflation, higher wages, labor and skills shortages, and uncertainty in climate and energy policy settings, adding volatility to our input costs. If, in the longer term, if we are to have a future, we must also make investments in cleaner ways of operating across our supply chain. Often these will be capital-intensive and high-risk. Australia's sovereign manufacturing will need government support to navigate these challenges if the scale and complexity of Australia's industrial base are to remain and their economy doesn't continue to narrow. I believe that this is a worthwhile investment. As recent years have so clearly demonstrated, sovereignty over critical supply chains will be increasingly important in an uncertain world. Finally, I'd like to touch on inflation and industrial relations. As a key driver of volatility and uncertainty for the global economy, I believe inflation will require effective monetary policies and financial policy, fiscal policies to mitigate this significant risk. Policies such as corporate tax reforms, industrial relations, and incentives for continued innovation are all critical enablers of productivity gains, which are aligned with wage growth and cost of living increases. These changes would be most effective if supported by well-targeted government funding, tax measures for innovation, R&D, and a fast-tracking of new technology and automation across our industrial heartland. Within the Australian context, the industrial relations debate can only be progressed if it's aligned to these broader macroeconomic policies, covering inflation, productivity, in particular, labor skills, and maintaining our international or global competitiveness. In the sectors in which we serve, wage growth is already well underway. We hope, therefore, that proposals for industry-wide bargaining are done in a balanced manner and do not introduce sector-wide risks at a time when investment confidence is already being challenged. I trust that the government will maintain close consultation with the business community and its impact on its industrial relations changes in this country. Before I invite Sanjeev to talk, I'd just like to thank our stakeholders. On behalf of the Orica Board, we'd like to thank the entire Orica team for their ongoing dedication and commitment in what has been another very tough and unusual year. Importantly, we thank our shareholders, our customers, our industry partners for your continued support and investment in Orica. I'd now like to welcome your managing director and chief executive officer, Sanjeev Gandhi, to address you. Sanjeev. Thank you, Malcolm. Thank you to all our shareholders for joining us today. Starting with safety, which is our number one priority at Orica. As Malcolm already mentioned, sadly, we had to report two fatalities this year. Following the fatalities in Russia and Kazakhstan, we conducted a detailed review of key controls in our major hazard management program relating to flyrock and elevated work platform risks. We are updating our procedures for working from heights to provide additional guidance and are reviewing contractor management processes and requirements around monitoring contractor work on-site to ensure these incidents are never repeated in our business again. The incident in Kazakhstan, which occurred in 2021, was reported through our whistleblower channels earlier this year and was subject to an immediate and thorough investigation. Disciplinary action has been taken against site management who were aware of the incident but did not report it. These actions are not reflective of Orica's values and are in breach of our code of conduct. Positively, it did reinforce that our whistleblower channels are effective. We are extremely disappointed with this performance, and we will do better. Our thoughts and sympathies are with the affected families, friends, and colleagues of those employees that lost their lives. We are deeply committed to reestablishing the trust of our stakeholders and living up to our values to keep our people, customers, and communities safe always. Positively, in safety this year, we achieved a reduction in our serious injury case rates and a significant reduction in our loss of containment KPIs. Now, turning to our operating environment. This year has presented both challenges and opportunities for our business. The strength and flexibility of our global manufacturing and supply network remain a key competitive advantage for us and allowed Orica to respond quickly to a changing environment and focus on delivering the needs of our customers. Elevated commodity prices have grown demand for copper, nickel, and other future-facing commodities, and the disruption of energy markets has increased demand for coal. This has driven demand for Orica's products and services all across the globe. The escalation of the Russia-Ukraine conflict and imposed sanctions and export restrictions led us to a responsible and structured exit from our Russian operations this year. Environmental, social, and governance performance and climate change continue to gain momentum across our industry, including changes to policy and growing societal expectations. Orica is committed to taking tangible action to achieve our ambition of net zero emissions by 2050. Inflation has emerged as a key driver of volatility and uncertainty for the global economy. While Orica is experiencing rising costs, including salaries and raw material inputs, commercial discipline, our collaborative culture, and continued focus on sustainable cost reduction are providing a level of mitigation. Turning to our performance. In November 2021, we refreshed our strategy centered on optimizing our operations, delivering smarter solutions, and partnering for progress across our four business verticals of mining, quarry and construction, digital solutions, and mining chemicals. At the core, we continue to pursue organic growth from blasting. We identified and capitalized on further opportunities for growth in quarry and construction, and by expanding Orica's presence across future-facing commodities. Beyond blasting, we are accelerating customer adoption of our new technologies and demonstrating our unique strengths and capabilities in providing digital workflows and solutions from mine-to-mill. Mining chemicals also continues to present growth opportunities for our business. Our financial results were strong. Underlying earnings before interest and tax were at AUD 579 million, an increase of 36% on the prior year. Statutory net profit after tax in FY 2022 was AUD 60 million, including an AUD 257 million significant items expense after tax. This positive performance reflects the exceptional efforts of our team to deliver in line with our refreshed strategy. Our commercial discipline, combined with the strength of our global network, has positioned us well to capitalize on the current opportunities presented by a growing commodities market. In August 2022, we announced the acquisition of Axis Mining Technology to position Orica as a leading orebody intelligence provider and broaden our customer offering from mine-to-mill. We continue our disciplined approach to the balance sheet and capital management, and we are focusing on improving our operating cash generation. We accelerated our customer adoption of premium products, blasting technologies, and digital solutions, increasing our digital solutions adoption rate across the globe by 63% on the previous year, well above target. In addition, our technology portfolio increased with 17 new products and services introduced to the market, including our second generation patented WebGen 200, the 4D bulk explosives technology, and Avatel in partnership with Epiroc. This year, we achieved a return on net assets of 11.4%, which is within our target range of 10%-12%. The increase from the prior year was driven by our improved earnings performance. To support our future growth, our people strategy focused on building our talent and capabilities. In the 2022 financial year, we implemented our global culture and engagement survey, Our Say, to understand how we are tracking and opportunities to enhance the employee experience. With a participation rate of 65%, we achieved an overall engagement score of 88%, outperforming global industry benchmarks. While this is good, there's always more to do. The results of the Our Say survey identified opportunities for greater support in learning and development, increased recognition of performance, and flexibility and clarity of roles. In response, we implemented a series of programs and actions designed to enhance the way we work and support new learning and development initiatives for our people. We also commenced the design of a new global reward and recognition program to strengthen our high-performance culture at Orica and ensure we attract and retain talent to support our growth agenda. Turning to sustainability achievements and the broader industry challenges and opportunities in front of us. This year, I'm proud to say we have achieved year-on-year improvements in our key environmental metrics. This includes no serious environmental incidents, a reduction in loss of containment incidents, and our portable water intensity target was also achieved. I'm very pleased also with our ongoing progress in reducing our own direct greenhouse gas emissions. This year, we installed tertiary abatement technology at our Carseland manufacturing site in Canada, delivering 95% abatement from unabated levels and enabling the production of lower carbon intensity ammonium nitrate. The same technology is now being installed across our Coolangatta manufacturing facility in Newcastle, Australia, with positive results already demonstrated. Importantly, this outcome gives us confidence that we can achieve our global target to reduce operational emissions by at least 40% by 2030, below the 2019 baseline levels. We've already delivered 14% reduction after the 2022 financial year. Additionally, this year, we announced our commitment to source 100% renewable electricity globally by 2040, with a short-term goal of sourcing 60% renewable electricity by 2030. To start this journey, we signed our first power purchase agreement with Lightsource bp for renewable electricity across our New South Wales operations. Tackling the remaining material portion of our greenhouse gas emissions profile requires a greener alternative feedstock for ammonia manufacturing. Our analysis shows decarbonizing ammonia production is most likely to come in the form of green hydrogen to replace the natural gas feedstock used today. To this end, we have formed critical hydrogen hub partnerships with Origin Energy and The Hydrogen Utility to develop future green hydrogen and ammonia opportunities in Australia, giving the surrounding regional communities a pathway to future-proof regional jobs and economies. Our customers are becoming increasingly interested in these investments and actions, as most have their own supply chain and Scope 3 emission reduction commitments in place. We expect as direct and indirect carbon pricing is increasingly adopted across governments and trading regimes, supplier performance and greenhouse gas reduction will inevitably be integrated into the procurement and tendering process of our major customers. We continue to invest in digital and automated technologies offering safer solutions to our customers that increase productivity and help manage social and environmental impacts, and the adoption of these solutions is accelerating as we speak. An example of this is Cyclo, our first automated used oil recycling system that recycles our customers' used oil and processes it to remove any contaminants so that it can be used to manufacture quality emulsions for use in explosives, creating circularity solutions for our customers. Another is Protect, a premium product that reduces nitrate leaching risk in surface blasting, currently being trialed by De Beers in remote northern Canada. When it comes to improving safety across our industry, we are also leading the way with smarter solutions to remove people from harm's way. Take WebGen, for example, our patented world-first fully wireless initiating system, which can communicate through hundreds of meters of rock, air, and water to initiate blasts. By eliminating the need for wires, WebGen allows mine personnel to spend less time in the dangerous zones of the mine compared to traditional blasting systems. It's also a critical enabler of the first stages of automated blasting with our Avatel unit. Avatel is the world's first mechanized charging system developed in partnership with Epiroc. Just two weeks ago, we fired the first ever mechanized wireless development blast in the history of underground mining. The technology allows a single operator to locate, clean, prime, and load our bulk explosives and our patented wireless initiating systems from the safety of an enclosed cabin several meters from the face and out of harm's way. These are just a few examples of how our technologies are supporting our customers to achieve their ESG goals, and we expect the appetite for such solutions to grow exponentially in the future. In addition to our innovative solutions, we have also strengthened our position on respect for First Nations people and their cultural heritage in the refresh of our business code of conduct. We have just published our first Reconciliation Action Plan in association with Reconciliation Australia, laying the groundwork for improving our engagement approach with First Nations peoples in Australia and around the world. By accelerating our approach to decarbonization through low-emission technology and creating innovative and sustainable solutions, we are playing our role to advance a safer, more sustainable industry and society. To the outlook for the 2023 financial year. As anticipated, the positive momentum from the second half of 2022 financial year has continued, with the first two months of 2023 financial year delivering strong results. We do expect this momentum to continue through this financial year. By maintaining our disciplined approach to commercial management, we will continue to diversify our portfolio in future-facing commodities and quarry and construction markets. Safety remains our number one priority. As I mentioned earlier, we are committed to improving our safety performance, living up to our values, and keeping our people, customers, and communities safe. We expect the demand for critical minerals to remain strong in the year ahead, we are very well-positioned to navigate ongoing external challenges with the strengths of our global network and a strengthened balance sheet. Our customers' appetite for new technology and our refreshed strategy sets us up on a clear pathway to drive growth from blasting technology and accelerate the adoption of our digital solution from mine-to-mill, growing beyond blasting. In conclusion, we are making significant progress towards a simpler, more efficient, and more sustainable organization. We are in a good position to continue our momentum and drive our strategy for growth. The executive committee and I are extremely proud of the entire Orica team and what they have delivered in this very challenging year. Thank you to our customers, to our partners, and the communities in which we operate for your ongoing support. Finally, thank you to all our shareholders for your continued support and investment in Orica. Thank you, Sanjeev. Before commencing the formal part of the meeting, I just want to cover some procedural issues and technical matters. This is a shareholders' meeting, and only shareholders or their proxies, attorneys, or authorized corporate representatives may participate in this meeting. If you wish to submit a question or comment, please ensure that they're relevant to the matters before the meeting today. If you've got a detailed operational question, which is relevant to your own position, then the management and Board will be available following the meeting. For those shareholders in the room today, you'll note that there are two fixed microphones on either side of the auditorium. If you wish to ask a question on an item of business, please make your way to the nearest microphone. Questions on all items of business will be fielded through me as chairman of the meeting. I'll take questions from each microphone in turn. If you wish to ask a further question, just please take your place at the end of the queue to give everyone a chance and an opportunity to be heard. I ask that shareholders be courteous and respectful of those attending the meeting and keep your questions to a reasonable length. For shareholders joining us via the webcast, the virtual meeting online guide, which is available on the Orica website, and includes the online platform, includes all the information you need to know about how to participate in the meeting, which is why we're looking at a mobile phone. We weren't checking the soccer scores. If you've got any trouble using the online platform, please refer to the guide or call the telephone number shown on the screen for assistance. If your question is asked on behalf of a particular group or organization, and you'd like to make that known, please include that in your question. In terms of how questions will be managed, I'll invite questions from the floor, first under the relevant item of business, followed by telephone questions, which will be relayed to me by Delphine Cassidy, Orica's Chief Communications Officer. Written shareholder questions are now open. If you'd like to ask a question, I encourage you to do so as soon as possible, so that it can be addressed at the relevant item of business. Please click the Ask a Question button and follow the instructions. To assist with the efficient conduct of the meeting, questions submitted online, may be moderated and summarized, particularly if they're questions on a similar topic or which have already been answered, by the in-person Q&A. We'll endeavor to make sure that we broadly cover the issues that all shareholders have raised. Any question or comments submitted that we consider to be defamatory or contains offensive language, will not be read out and/or responded to. I thank you for adhering to these procedures. Finally, in the event that we experience technological issues, then we may need to take a short break, but hopefully they will not occur. Any online attendees, if you encounter any technical difficulties, the webcast will be available on our website following the meeting. A number of our shareholders are not able to join us at our meeting today, we've taken the time to send us their direct or proxy votes in advance of the meeting. As not to preempt your views of the shareholders attending the meeting today, at the same time, ensuring that all shareholders who have voted directly or lodged proxy votes in advance of their meeting have their views known. The number of direct or proxy votes received on any item will be shown on the screen after the Q&A. After the discussion on each item of business. Sorry. Before the resolutions are put to a vote. In relation to open proxies received for the Chairman, they've been voted in favor of all resolutions. As indicated in the notice of meeting, all resolutions will be decided on a poll. After question time on each resolution, I'll invite you to cast your vote by making the appropriate selection on your voting card. I appoint Julie Stokes of Link Market Services Limited, our company share register, who have examined and prepared summaries of the direct and proxy votes received to act as returning officer for the poll. Please also note that if you're a proxy holder, attorney or nominee, and your appointer has directed how you should vote on any item, you must follow that direction. I now move to the formal business of the meeting. The first item of ordinary business is to receive and consider the financial report, directors' report, and auditors' report for the year ended 30th of September 2022. I now declare these reports open for discussion and invite questions from the room. Chairman, I'd like to introduce Mr. Bill Mott. Thank you. Thank you, Mr. Mott. My question: What is Orica doing on using anhydrous ammonia as a fuel? This is anhydrous ammonia question. Sanjeev, perhaps you could answer that. Thank you for the question Mr. Mott. We are in the process of developing a sales channel for anhydrous ammonia that goes into industrial applications as well as the fertilizer industry. We do see a quite interesting potential developing around here, and we are trying to limit that business in and around New South Wales because of the logistics challenges of getting the product to our customers. That's a business that we've been developing over the last couple of years, and we do see some positive outlooks and interesting potential demand for that business I think you've missed the point. Anhydrous ammonia is a fuel. By using anhydrous ammonia as a fuel, one can actually beat climate change. It is not something that is well known. As far as I know, no one is working on it. I believe they should be. There's evidence out there in the literature that it can be done. I think Orica should be having a very hard look at it. Yeah. Sorry, I misunderstood the question. I misheard the question. Yes, you're right. ammonia as a potential fuel has a very interesting application going forward. The challenge is using conventional ammonia that we are making out of natural gas, given the sustainability and the carbon footprint of this product. The idea would then be to use re-green ammonia as a potential fuel, not just for power generation, but also to fuel ships in the maritime industry going forward. That's an area that we have been developing. I think the bigger challenge here is to get the economics right to make renewable ammonia out of green hydrogen, and then in the second step, take that as a channel into the market for those potential applications that you've been talking about. It's a very good point. Yes. Thank you. I'm sorry. I still think you're missing the point. Is it possible to have my question put on the screen so all can read what I've said? No, we don't have that capacity, unfortunately. Perhaps after the meeting, we can talk in detail. Yes. with management because- I think you're missing a very big opportunity. It is something that doesn't seem to be understood by very many people. I am an ex-Orica employee. I have worked with the Orica group of companies my life's work, I think it deserves a proper look, not just, "Oh, there's another nutter talking about it." Something that hasn't been investigated, I believe it has an enormous potential for Orica. Okay. Yes, thank you. Thanks very much. We'll definitely take up that offer to talk to you after the meeting. Thanks. Thanks, Mr. Mott. Have another question from microphone two. Chairman, I'd like to introduce Mr. Adam Raymond from the Australian Shareholders' Association. How do you do, Mr. Raymond? Well, thank you. Firstly, I would like to note very much the support of retail shareholders to steps maintaining safety in Orica's operations, we acknowledge that the industry that Orica operates in is inherently dangerous. We benefit from the dangers that Orica staff face day in, day out. This is a question without notice, so I apologize for that, but it did occur to me during Mr. Gandhi's speech. Is there in your projections an expectation that a major market, say, the European Union, will implement carbon costs in the next financial year? Or is it further away in your view? Well, again, Sanjeev might have a better view on that than mine. Thank you. Thank you for the question, Mr. Raymond. Yes, there is in existence already today a carbon pricing mechanism in Europe. Depending on market forces, which means demand and supply, the prices were historically between EUR 20-EUR 40 a ton, and they are now up to nearly EUR 100 a ton. That's a mechanism that's already in place. I do expect that there'll be other jurisdictions in the world who will also roll out a carbon pricing mechanism. We know that China has been trialing this similar mechanism for a few provinces. We do also understand that the U.S. markets might start talking about this. Yes, there is something already in existence here, but there is no global standard so far for this. That's where industries and especially global players like Orica, we need to manage local jurisdictions wherever we are operating. Thank you. Chairman, I'd like to introduce Ms. Emily Cross. How you doing, Ms. Cross? Mrs. actually. Okay. First I'd like to congratulate the board. The ratio between men and women on it has certainly improved. Great. Yes. Could someone elaborate a little bit more for me on what you mean by the Say on Climate initiative? Could I have 1 practical example of how you're cooperating with the indigenous population? Thank you. Okay. Why don't you talk about the Say on Climate, I'll talk about. We have since 2019, Mrs. Cross, we've been publishing reports on the climate initiatives that we've been taking as Orica. Not just to manage our own emissions, but also to try and manage the emissions through the value chain. We have for the first time in 2022, FY 2022, published an integrated climate report, which integrates both the financial performance of Orica as well as the climate performance of Orica. Next year, based on the KPIs that we have published, our ambition of achieving at least a 40% reduction by 2030 and then becoming carbon neutral by 2050, we will be putting those measures and KPIs to award with our shareholders. That's what we meant by saying Say on Climate. That's going to happen in the next, annual meeting, this time in 2023. That will be a little bit like the remuneration report, which is advisory but not binding. The, obviously the board takes significant notice. My last question about how are you cooperating. With the indigenous people? These people? Yeah. Well, we deal with indigenous people around the world, not just in this country. Clearly there's the First Nations people in Canada, in Latin America and all other parts of the world in which we operate. We seek wherever possible to engage them in employment, and in our charitable works around the places in which we operate. Do you have any specific examples, Sanjeev, that you'd like to talk about? Would you like a specific example, please? Yeah. We have what we call within Orica, the Orica Impact Fund. We keep aside a certain pool of resources that we use to engage with our communities, including the indigenous communities. This all includes creating opportunities for education. It also includes creating especially for children. It also includes equal opportunities for jobs. The fact that we now have a Reconciliation Plan here in Australia means that we have a formal framework in which we are going to even further strengthen that engagement and formalize that and escalate the impact that we can create as Orica. There's a lot of initiatives, as Malcolm mentioned, across the globe. We are doing a lot of work in Latin America. We are doing work in Canada with the local communities here. Here in Australia, we have just finalized and released our Reconciliation Action Plan. I'm happy to share that document with you that has a lot of detail on the plans that we have going forward. Okay. Thank you. Okay. Any other questions from the floor? No. Okay. Do we have any questions online? Any questions online or on the phone? No, we don't. we don't Delphine. Oh, sorry. Yes, Delphine. Chairman, there are some questions online. There are four at the moment in general business, and I'll do them in order. The first question comes from Stephen Mayne. The question is: Do any of the five main proxy advisors recommend a vote against any of today's resolutions? He's asked whether we'll disclose the proxy votes before the debate on each resolution, and why not disclose the proxies in the formal addresses, which I think you're dealing with already. I'll deal with that first question, and I'll come back to you with the remaining. Okay. Thank you, Mr. Mayne. All the main proxy advisors have voted for on all of the resolutions, with one exception in that the ASA have recommended against for item four, which is the LTI grant to the CEO. Perhaps we'll be hearing from that from the ASA when we get to that item four as to why that occurred. All the other material proxies have voted for and there have been no other material votes against. As is standard practice, we like to have the discussion before we put the proxies on the screen. Otherwise, clearly if proxies are very highly in favor, for example, of a resolution, it makes the discussion a little bit muted and doesn't allow a free discussion. Therefore, we will follow our normal procedure of showing them on the screen before you vote, but after the discussion, and releasing them to the ASX following the result. Thank you, Chairman. The next question is for Maxine Brenner. Maxine, it comes from Stephen Mayne, who thanks you for your service to the board over the last nine years. As your final public contribution before retiring from the board at the conclusion of today's meeting, could you comment on the three things that you're most proud about Orica's performance during your time? On the other side, any regrets that you might have? Thank you, Mr. Mayne. Look, there are many things that I'm proud of. I suppose as Chair of the Human Resources and Compensation Committee, I'd like to say people. One of the most important things that a board of directors does is, of course, select a CEO. We have, we think we've done a great job in selecting our CEO. I would also say that, in all my time at Orica, I feel as though I'm leaving Orica with a management team, which is really an excellent team. Not only are they excellent individually, but they really are working together profoundly. We've seen that particularly this year with the way that they have, with all the disruption, they have managed to continue to have security of supply to our customers throughout. Not only that, they've worked together in order to achieve those ends. I am incredibly proud of those things. I'm incredibly proud of the team, the wider team as well. Again, we see this in the resilience of the organization through several years, which have been very difficult. We've put in place increasing end-to-end development programs and high potential programs focused on diversity and inclusion. I suppose one of my hopes is that we will have increasing women come through the pipeline right from end to end in the organization. That's something that we've talked about, and we really have taken steps to enhance. I suppose, if I'm doing 3, the second is the resilience point. The another point is really our innovation and technology. I mean, we have really moved substantially in the last 9 years in the way we now service end-to-end from mill to mine, technology to help our customers. That's really been an extraordinary step forward. That includes things like WebGen and many other pieces of that innovation journey. I'm incredibly proud to see that, and I know that with future-facing commodities, that will continue to expand and be very exciting. I suppose the third area would be sustainability. You know, the things that we are now doing to keep people safer, to ensure that our products reduce dust, reduce, disruption to the local communities. These are all things that are really important to us and our customers, very proud. If I have to say one regret, I regret that I'm leaving with two fatalities having happened and being reported this year. This is absolutely anathema to our culture and anathema to everything that every board member here stands for and every member of the management team stands for. That's something that we all hold very closely. I know that my colleagues will really focus on that going forward again, as they always have done. Thank you. Thank you, Maxine, for that comprehensive summary. Chairman, there's another question from Mr. Mayne. It's in regard to our non-binding advisory vote on climate action. He congratulates us for that. His question is: Is the move intended to be a 1-off vote, annual or every 3 years? What additional information about the company's operations will Orica be publishing ahead of this vote? Okay, thank you for that question, Mr. Mayne. We haven't yet decided on the frequency of the vote, but we're in ongoing consultation with our stakeholders, including people that are actively involved in the climate change debate. We have created a climate action report, and we've created an ESG data center on our website to make sure that everyone has ongoing and further information on this matter. We'll certainly keep you informed as we get closer to the time as to the frequency with which we will make those disclosures. Thanks, Chairman. The next question is from Mr. Mayne again. It's a question to the auditors. Firstly, why do we have 2 signing partners? Secondly, have we been too aggressive with the AUD 3 billion in write-downs over the past 8 years, including another round of write-downs this year? The audited net assets are now down to just over AUD 4 billion when the market cap is AUD 7 billion. Doesn't that suggest both the directors and the auditors have been too aggressive with the write-downs, including in the FY 2022 financial year? Okay, I'll ask the Head Audit Partner to answer that. Penny, yeah. Thank you, Chairman, and thank you Mr. Mayne for your question. There were two parts to the question. Firstly in relation to why two partners have signed the audit report. We do have a very common practice for the larger listed audit clients that we do have two audit partners responsible for the overall audit. It does provide some continuity in times of rotating the audit partners which we're required to do under the Corporations Act. The second part to the question really dealt with the carrying value in relation to the net assets. If I can provide some background comments in relation to our audit approach in this regard. This really deals with the impairment assessments that are performed annually by management in relation to the carrying value of net assets. That is a very detailed, complex process around discounted cash flow analysis and valuation models. Our audit procedures include reviewing those, the key assumptions that underpin those models, ensuring they're consistent with overall business plans. We engage our valuation specialists to assist with the discount rate assumptions implicit in those models. Overall, our audit is focused on ensuring compliance with the accounting standards and certainly satisfied in that regard as evidenced by our clean audit report. In terms of the difference to the market capitalization between the net assets and the market cap, as everyone would be aware, the market cap has various aspects to various drivers for what results in the market cap of Orica, particularly in a volatile environment. One of the key reasons in terms of the difference between the accounting approach and market cap, the impairment assessments are performed on a cash generating unit basis. What that means is on a for Orica, a region by region specific basis. While some CGUs may have had a deficiency over recent years and therefore an impairment has been recorded, for those cash generating units where there's a surplus or significant headroom, that is not effectively revalued up on the books. There will be a difference. That's one of several reasons why the market capitalization and the carrying value of the net assets can be different. Thank you. Thank you, Penny. Thank you, Chairman. We've got the last question in this resolution, and it's from Mr. Mayne. Like most global companies, we were pressured by Western governments to exit Russia after the Ukraine invasion. What has happened to the assets, plants, employees, and key customers in Russia? We exited it, and what were the key challenges in this rapid exit process? Thank you for that question, Mr. Mayne. We took the decision early on that we needed to exit Russia after their invasion of Ukraine. It was with a heavy heart because we have or had hundreds of very loyal employees in Russia, and it was very good and growing business for us. Having said that, we offered our employees the option to also come out of Russia. I don't think any of the Russian employees actually took that up. Some of the expats that were there on a consulting role or part of the management did. They were very few in number. We managed to secure the sale of the business intact to the existing management team. That occurred I think in October, Sanjeev, it was finalized. Going through the approval process took some time. That now has been completed, and we've exited Russia completely. Are there any other questions? No further questions. Any questions on the floor? Okay. Thank you, Delphine. I'll now move on to item 2 of the business of the meeting. We come to the election of directors. Resolution 2.1 in the notice of meeting seeks the re-election of Gene Tilbrook as a director. Gene was appointed as an independent non-executive director in August 2013, and he is Chair of the Board Audit and Risk Committee and a member of the Safety and Sustainability Committee as well as the Nominations Committee. In accordance with the constitution of the company, Gene retires and being eligible offers himself for re-election. Gene will now speak in support of his re-election. We have a pre-recorded video of Gene, which we'll now play. Good morning, ladies and gentlemen. Past three years seen Orica implement significant developments across our business. The benefit of these has only been seen in FY 2022. Before that, they were more than offset, largely by the disruption of COVID to markets and then to supply chains. An important platform for these developments was the updating of our strategy. My corporate background was in finance, strategy, and M&A. Orica's investments in what has become a comprehensive suite of I.T. solutions exemplifies an effective strategy to focus on opportunities that can add value through integration while recognizing the importance of long-term growth and financial capacity. My experience on my other board, Woodside Energy, gives views from a different perspective on important issues ranging from climate change and enhanced reporting to commodity economics. It's a privilege to work with this board and our management team that draw together strong complementary experience. If re-elected, I would plan on leaving the board at some time during the term as part of the board's ongoing succession planning and renewal program referred to by the chairman in his earlier address. I would appreciate your support on my re-election. Thank you. The motion is now open for discussion. Are there any questions in the room? Operator, are there any questions on the phone? Chair, no questions on this item. On the phone? Delphine. Chairman, this question is from Mr. Mayne. Orica has an unusual registry with the Industry Fund AustralianSuper sitting there as the largest shareholder, almost three times more than the next biggest shareholder. Do we have any direct engagement with our two largest shareholders? Could Gene comment on whether any individual shareholder or proxy advisor directly contacted him to assess whether they would support his re-election today? Thank you for the question. I'll take the question because unfortunately, Gene can't comment directly due to the nature of the meeting. We do engage regularly with our major shareholders. Obviously Sanjeev goes around a couple of times a year at least to talk with them and with our very largest shareholders. I also go and discuss their views on the company and on any resolutions coming before the meeting. The answer to that part is yes, and they are quite active in their questioning of the company. Unfortunately, given that Gene can't be here today, I am certainly not aware and I'm of any of those shareholders contacting Gene directly and or our proxy advisors regarding his re-election. I don't believe that that occurred, and I'm sure Gene would have said so if it had. Thank you, Chairman. The last question on this resolution from Mr. Mayne: Why is Maxine Brenner going after nine years on the board, whereas Gene has been supported to go again after nine years? Why is Boon Swan Foo leaving the board after just three years? Okay. Well, got three directors involved in that question. The reason that Maxine has gone ahead of Gene is that she is slightly longer serving, so she is the longest serving member of the board and has other commitments which mean this is an appropriate time for Maxine to leave, although with our regrets. Gene, clearly, as he's indicated, at some stage during his next tenure will also retire from the board. As far as Boon is concerned, it's related to personal health reasons, and we're very sorry to see Boon leave us earlier than would otherwise be the case. He's been a terrific director for us over the period that he's been on the board. No further questions. Thank you, Delphine. Before I ask you to vote then on this resolution, results of the direct and proxy result, votes received, are displayed on the screen. I'll now put the motion that Gene Tilbrook be reelected as a director of the company and ask that you cast your vote by making the appropriate selection on your voting card. Okay. Resolution 2.2 in the notice of meeting seeks the reelection of Karen Moses as a director, and Karen was appointed as an independent non-executive director in July 2016. She's currently chair of the Safety and Sustainability Committee and a member of the Human Resources and Compensation Committee and the Nominations Committee. In accordance with the constitution of the company, Karen retires, and being eligible, offers herself for reelection. I'll now invite Karen to speak in support of her reelection. Thank you, Malcolm. Good morning, everybody. I'm pleased to be with you today, and thank you so much for joining us. I'd also like to recognize and thank Sanjeev and the executive team and all of the staff of Orica for their commitment and their insight. I'm grateful to have served as a director for Orica for six years, including as chair of the Safety and Sustainability Committee and as member of the Human Resources and Compensation Committee, and will be taking on the chair of that committee today, which has been so ably chaired by Maxine Brenner. Thank you, Maxine. We will miss you and wish you well. As a director, it's important that we do what we can to support creating an environment where everyone goes home safely, where everyone has the opportunity to be their best, and where the space is created for the best decisions to be made. Sadly, everyone did not go home safely. My heart also goes out to the families, friends, and colleagues impacted. We're committed to learn and to improve. The progress that Orica has made in reducing our carbon footprint is a credit to the people at Orica, delivering a meaningful change and establishing the path to meet our sustainability aspirations. There's much to be done. We will actively partner with our suppliers and our customers. I currently serve as a director across the industrial, energy, property, and education sectors served on listed boards, government boards, and not-for-profit boards for over 20 years. I bring a breadth of experience as a senior executive with over 30 years operational experience in the energy sector, spanning all of the operational aspects, major development projects, and finance and corporate functions as a COO and a CFO. I believe that my operational management experience and my board experience allow me to contribute across a wide range of important issues and complement the skills and deep experiences of the other directors. I've got more than sufficient capacity to fill my obligations as a director and provide additional time should it be required. I'm seeking your support today for my election to the board. Thank you so much. Thanks, Malcolm. Thank you. The motion is now open for discussion. Are there any questions in the room? Operator, are there any questions on the phone? Chair, there are no phone questions on this item. Delphine, any written questions? No questions, Chairman. Thank you. Before I ask you to vote on this resolution, results of direct and proxy votes that have been received in respect of the resolution are displayed on the screen. I now put the motion that Karen Moses be reelected as a director of the company, and ask you cast your vote by making the appropriate selection on your voting card. Thank you. Resolution 2.3 in the notice of meeting seeks the election rather of Gordon Naylor as a director following his appointment as an independent Non-Executive Director on the 1st of April of this year. Gordon is a member of the Board Audit and Risk Committee and the Nominations Committee. In accordance with the constitution of the company, Gordon holds office until this annual general meeting, and being eligible now offers himself for election. I now invite Gordon to speak in support of his election. Thank you, Malcolm. Good morning everyone. I wish to formally offer myself as a director to the Orica board. I worked briefly at the former ICI Australian Explosives manufacturing operation at Deer Park as part of an undergraduate engineering placement in the 1980s. At that time, was impressed by the technical substance of the organization. Over the last few months, I've been pleased to see that this characteristic of Orica is unchanged. Most of my working life has been with CSL, starting in Australia and then working in numerous international assignments as CSL grew to a global leadership in biological pharmaceuticals. As Malcolm mentioned, I've had numerous functional responsibilities ranging from engineering, supply chain, IT, M&A, and finance through to business leadership. As a business leader, I've delivered several major transformations of international businesses into global leadership. I'm the non-executive chair of Medical Developments International, another ASX-listed company, which I'm currently leading through such a transformation. I'm also an active angel investor and help run my family's philanthropic trust. I'm very familiar with the challenges of running an innovative, global, Australian-based listed company to produce profitable growth whilst managing the risks appropriately. In addition to the technical and economic challenges that Orica faces, I was drawn to the opportunity to help reduce the environmental footprint of the company and to be part of Australia's energy transformation to renewables. I've been very impressed by the serious commitment of Orica in this space. I do believe that I can help make a difference and offer myself for election. Thank you. Thank you, Gordon. The motion is now open for discussion. Are there any questions in the room? No. Are there any questions on the phone? Chair, there are no phone questions on this item. Delphine, any written questions? There are no questions online, Chairman. Thank you. Before I ask you to vote on this resolution, the results of direct and proxy votes received in respect of the resolution are displayed on the screen. I now put the motion that Gordon Naylor be elected as a director of the company and ask that you cast your vote by making the appropriate selection on your voting card. Resolution 3 of the notice of meeting is to adopt the remuneration report for the year ended 30 September 2022, and the remuneration report is found on pages 99 to 123 of the annual report. As you'll be aware, the vote on this item is advisory only and does not bind the company or the directors who remain responsible for the remuneration policy of the Group. However, the board takes into account feedback from our shareholders, including the discussion and vote on this resolution when considering future remuneration strategy. The board sets the remuneration strategy with a view to ensuring that our remuneration arrangements attract, retain and motivate the talent Orica needs and which deliver outcomes for executives that are aligned with shareholder returns. The three elements of our remuneration at Orica are fixed pay, a bonus for the achievement of short-term objectives, and a long-term incentive plan. Full details of Orica's executive remuneration framework and a summary of the company's performance and the effect that has on remuneration outcomes for the 2022 financial year are found in that remuneration report. By voting in favor of this report, you'll be indicating your support for the remuneration strategy that the board's adopted for its most senior executives, including the managing director. I'd be pleased to take any comments or questions that you may have in relation to the company's remuneration strategy. Are there any questions in the room? Are there any questions on the phone? Chair, there are no phone questions on this item. Delphine, are there any written questions? Chairman, there are no relevant questions on the remuneration report. Thank you. I'll now put the motion that the remuneration report be adopted. I wish to highlight that none of your directors nor any of the senior executives listed in the remuneration report may vote their own shares in relation to this resolution. Before I ask you to vote on this resolution, again, the results of the direct and proxy votes received in respect of the resolution are displayed on the screen. I'll now ask you to vote on this item of business by making the appropriate entry in your voting card. Thank you. We now come to the proposed grant of performance rights to the managing director under the long-term incentive plan as an element of his remuneration for the financial year. The actual number of rights to be granted will be calculated as set out in the explanatory notes in the notice of meeting. Under the ASX listing rules, the shareholders approval is required for a director to be issued with securities under the employee incentive scheme. That motion is now open for discussion. Are there any questions in the room? Chairman, a question from Mr. Raymond, Australian Shareholders' Association. Thank you. Mr. Raymond, again. Thank you. I think this is more a word of explanation rather than a question. Mr. Mayne somewhat stole my thunder here with the questions about the assessment of assets. If you look back over the past 8 years of Orica's performance, the underlying profit has actually been less than the write-downs that have been made by roughly AUD 300 million. A significant factor of the LTI is return on assets. By reevaluating assets, you shift the goalposts on that return value. As a result, the ASA has chosen to oppose this particular motion. Thank you. Thank you for that explanation, Mr. Raymond. In calculating, for your information, in calculating RONA for the purposes of testing performance against the LTI RONA targets, adjustments have been made for significant items to ensure that there's no windfall benefit to executives as a result of those write-downs. The testing, in particular, the FY 2019-2021 LTI grant, the net operating assets were adjusted to ensure that management was not advantaged from the business impairments by the relevant. Therefore, those relevant amounts were added back into the asset base. Since 2022, there is a mixture now of RONA and relative TSR, 50/50 mixture in the long-term incentive performance outcome. No further questions on the floor. Are there questions on the phone? Thank you. There are no further questions on this item. Delphine, any written questions? Chairman, there's a question from Mr. Mayne. Could the CEO summarize his past LTI grants as to whether they have vested or lapsed? He's also asking whether the CEO has sold any ordinary shares in the company or bought any on market without relying on the incentive scheme to build his equity position up in the company. Sanjeev? Thank you, Mr. Mayne. I've joined the organization in July 2020, ever since then, there have been no LTIs that have vested in my favor. That answers the first question. Just to add to that, also in 2020 and 2021, no STIs were paid out. Just to clarify that. Yes, I have purchased shares. I participated in the share purchase plan that we rolled out to our retail investors when we did the capital raise for the Axis acquisition. I do have a five-year period in which to build my holding, and I'm now in the second year, there is three more years to go. As opportunities will arise, I will continue to participate. No, I have not sold any shares in Orica. Thank you for that, Sanjeev. I'd just also point out that it's very difficult for directors and indeed senior executives to buy Orica shares. There needs to be a window when we don't have any inside information as to what we might be doing that will affect the share price. As you can imagine, we're forever trying to find ways to improve shareholder value. Thank you, Delphine. No further questions. The results of the direct and proxy votes received in respect of this resolution are now displayed on the screen. I'll put the motion that approval be given to the grant of performance rights under Orica's Long Term Incentive Plan to the managing director on the terms summarized in the explanatory notes of the meeting. Ask that you cast your vote by making the appropriate selection on your voting card. Obviously, any votes cast by the managing director or his associates or will be disregarded in accordance with the rules. Resolution 5 in the notice of meeting relates to the reinstatement of the partial takeovers provision as Rule 86 of the company's constitution, and details of the effect of this rule and its advantage and disadvantages are set out in the notice of meeting. If renewed, this rule will be operative for 3 more years from the date of this meeting. Motion is now open for discussion. Do we have any questions in the room? No. Any on the phone? Sure. There are no phone questions on this item. Delphine, any questions? Chairman, this is the last question from Mr. Mayne. He asks, "When disclosing the outcome of voting on all resolutions, including this constitutional amendment, could you please advise the ASX how many shareholders voted for and against each item, similar to what happens with a scheme of arrangement? All right. We'll take that on board and do so if we're practical to do that. That's not a bad suggestion. Thank you, Mr. Mayne. Any other questions? No further questions. Okay. Before I ask you to vote on this resolution, our results of the proxies are again shown on the screen. I'll now put the motion that the company reinstate the partial takeover provisions as Rule 86 of the company's constitution, with effect from today for a period of 3 years. Please cast your vote by making the appropriate selection on your voting card. Shareholders, that concludes today's business, I now will formally close the meeting. Once you've completed your voting card, please place it in one of the ballot boxes at or hand it to a member of the returning officer's staff before leaving the room. Online voting will remain open for a further 5 minutes. Following the close of voting, the results of the poll will be announced to the ASX as soon as they're finalized, but it's clear from the direct and proxy votes received that the motions are all carried. Thank you for your attendance today, and on behalf of my fellow directors, I thank you, our shareholders, for your continued support. Light refreshments will now serve outside the ballroom foyer, where those attending in person will have the opportunity to meet directors and members of Orica's executive committee. Thank you very much. I now close the meeting.