Good afternoon, and welcome to Chorus's 2021 Annual Shareholders' Meeting. I'm Patrick Strange, Chorus's Chair. Our board thanks you for making the effort to join us online today. We have a quorum, so I declare the meeting open. Last year, we held our first online annual meeting and hoped it would be back to an in-person meeting this year. Unfortunately, COVID has prevented that. While this means we can't mix with shareholders in person, today's online proceedings again showcase the critical role our broadband network has played in supporting New Zealand's economic and social activity through the recent lockdowns. Today, we're using Computershare's online meetings platform to enable you to watch the live webcast and to access the various meeting documents. Shareholders and proxies can ask questions and submit votes online. To submit a question during the meeting, simply select the Q&A tab on the right half of your screen, type your question into the field, and press Submit. While questions can be submitted from now on, we won't get to them until the relevant time later in the meeting. Please also note that your questions may be moderated or if we receive multiple questions on one topic, amalgamated. Voting will be conducted by way of a poll on all items of business. If you are eligible to vote, you will shortly be able to cast your vote under the Vote tab. Your vote has been cast when the tick appears against the available options. You can change your vote up until the time I declare voting closed. Simply select Change Your Vote to do so. I now declare voting open on all items of business. I'll give you a warning before I move to close voting near the end of the meeting. If you need assistance at any time, simply type your query into the question field via the Q&A tab, and someone from Computershare will respond. Or you can just call Computershare on 0800 650 034. The agenda today is a short address from me, followed by our Chief Executive, JB Rousselot. We'll then move to resolutions, questions, and voting. J.B. is joined today by key executives, including Chief Executive, J.B. Rousselot. and Elaine Campbell, our Chief Corporate Officer and General Counsel. My fellow directors are, of course, also online. Sue Bailey is joining us from Australia. From closer to home, we have Mark Cross, Prue Flacks, Murray Jordan. I'm sorry, Murray Jordan, Kate Jorgensen, and Jack Matthews. Miriam Dean is also with us. Miriam has been nominated to stand for election today as an independent non-executive director. She is unanimously recommended to you by the board and brings extensive experience in competition, consumer, and regulatory law that will complement and strengthen the board's skill set. You'll hear more from Miriam shortly. Murray Jordan and I are also standing for re-election today in accordance with the NZX Listing Rules. As Prue indicated at last year's meeting, she has decided now is the right time to leave the board. She is a founding director and has made a huge contribution to Chorus as we navigated some challenging regulatory issues over the years and successfully rolled out the fibre network. We thank her for her hard work, insights, and valuable contribution to Chorus over the last decade. A few months ago, I wrote to shareholders about Chorus's performance in fiscal year 2021 and our outlook for the year ahead. At the time, I talked about the unrelenting growth in data demand as an underlying trend supporting our business. As it turns out, the recent lockdown has elevated New Zealand's reliance on broadband to another level again. Just imagine for a moment what lockdown would have been like without the unconstrained data and reliability of fibre and fast VDSL. Seamless Zoom meetings with multiple participants wouldn't have been feasible a decade ago. For most of the time, we would have been on voice telephone conferences. The years which we have transitioned to working from home would simply have been impossible. Streaming entertainment and games would have been impossible at the scale we're now doing it. Rather than being limited to a single TV screen and channel, New Zealanders stuck at home have been able to choose from a world of different content across multiple different screens. The essential nature of the internet today is reflected in our statistics. Fibre users average 621 GB in September. That's up from 500 GB as recently as June. An hour of high-definition streaming uses about 3 GB. In the first six weeks of the recent COVID lockdown, Chorus's network carried more than an exabyte of data. Yes, I didn't know what an exabyte was before today. That's 1 billion gigabytes. It's more data than we carried in the whole of 2015, the first year that Netflix landed here. Clearly, consumers are getting more and more value from our network as data demand grows. In December, we're offering to triple the speed used by about 70% of our fibre customers from 100 Mbps-300 Mbps with no increase in our price. There are alternatives to fibre. The major retailers offer fixed wireless in some areas. It is a product with a place. However, unlike fibre, the speed will degrade as more customers use it, often in the late afternoon or early evening. How did it perform through COVID? Well, I don't know, because unlike fibre, the vendors don't have to reveal its performance. The best idea we will get is from SamKnows, a sampling program sponsored by the Commerce Commission, which reports about 3 months after the fact. Worse, we've recently seen fixed wireless services promoted as speeds up to 750 Mbps. It'd be a lot more useful to a customer if they said speeds down to xx megabits, as it will probably be slowest when you most need it. That is why we are very supportive of the Commerce Commission's initiative to bring more transparency to product disclosures for different broadband technologies. Consumers should be fully informed about the characteristics of the product they're paying for and have time to consider the options rather than being scared into a lower quality option that suits the financial objectives of their service provider. We're also working closely with the Commerce Commission in finalizing the requirements and outcomes of the new regulatory framework for fibre. The new regime comes into effect in January 2022. The commission has yet to make the final decisions on the starting value of our regulated asset base and on our allowable revenues and expenditure for the next three years. Those decisions will have a major bearing on our approach to further discretionary investment in fibre. Regulatory outcomes in the past year have been a poor advertisement for investment in future public-private partnerships. That is direct feedback from international and local investors, and it has been reflected in our share price performance this year. We remain hopeful that the Commission's final decisions will better reflect commercial reality. The new regulatory settings for fibre have also put a renewed spotlight on the digital divide for the 13% of New Zealanders outside the planned fibre footprint. We're conscious that other countries have already taken or plan to take fibre even further than New Zealand. At this time, the regulated return that has been set for fibre, the treatment of government financing, and the requirement that we charge urban prices across both our fibre and copper networks make it uneconomic for us to take fibre further. New satellite services and government-funded fixed wireless towers are helping close the gap for this last 13% in a piecemeal fashion. Something's out of whack in policy settings when other networks can deliver new rural services at different higher prices when we cannot, because we must sell services to remote customers at exactly the same price as apartments next door to our biggest exchange in Auckland. We would lose money on every one. It's not just about fibre. Our obligation to be a national copper service provider, again, at urban prices, are looking increasingly out of date in a world where we have about 400,000 less copper customers than a decade ago. As a migration to our own fibre and other alternative networks continues, our remaining copper network costs will need to be borne by a smaller and increasingly rural customer base. Clearly, this regime is in urgent need of change, and our focus will increasingly turn to achieving that change. Despite the unnecessarily tilted playing field, we did have an extremely strong operational year, with fibre uptake growing from 60%-65%. That was helped in large part by our managed migration program, which generated about 30,000 connections. Customers are recognizing the general superiority of fibre. As always, we're pleased to see customer satisfaction continuing to lift as a result of our work on process improvements. Our focus on customer outcomes is unwavering, and we're introducing a new fault restoration performance measure to reflect our organizational shift from building to operating the fibre network. Employee engagement through a difficult COVID time remains strong at 8.5 out of 10, despite the ongoing reduction in employee numbers as the fibre rollout comes to an end. We appreciate the resilience and professionalism of Chorus employees through these changes. Their efforts through the year help us achieve our goal of a modest increase in EBITDA, up NZD 1 million to NZD 649 million. Very nice. Revenue is down NZD 12 million due to COVID-19's ongoing effects on the broadband market and due to competition from alternative networks. However, J.B. and his team kept a tight rein on costs. Unlike fiscal year 2020, there were no significant COVID-related costs in fiscal year 2021. Net profit was down very slightly at NZD 47 million. These results meant we were able to deliver on our guidance of NZD 0.25 per share for the year. We've provided just initial guidance of NZD 0.26 for fiscal year 2022 in the absence of certainty on the final regulatory settings due this side of Christmas. That is initial, and we do expect to provide an update on dividend outlook in February once the uncertainty is removed and we have better visibility on our position with PricewaterhouseCoopers, etc., as our spend starts to decline. We do anticipate that only the interim dividend in fiscal year 2022 will be fully imputed because of our diminishing imputation credit balance. On that, hand over to J.B. to take you through some of the detail of what's happening within Chorus at a more operational level. J.B. Thank you, Patrick. Good afternoon, everyone. Let me extend my welcome to this Annual Shareholders' Meeting. Let me also acknowledge that a number of you have mentioned that you were having problem hearing Patrick properly. Hopefully, you're hearing me all right. Patrick and my speech will be made available online in case you've missed something, and I'll try to see if we can fix the audio problem during my speech so that when Patrick comes back you can hear him properly. At last year's annual general meeting, we talked about how COVID had turned the world on its head. Sadly, 12 months later, COVID is still having a big impact. New Zealand's most recent alert level lockdowns have again demonstrated the value of our fibre network and how critical, reliable, high-speed broadband has become in our lives. In his address, Patrick spoke about the unrelenting growth in data demand. Let me add more details to this commentary. This first slide compares the traffic volumes on the first day of national lockdown for March last year and for August this year. It shows that we've seen a near 30% increase in peak time traffic across the network in just a little over a year. That's phenomenal growth by any standards, but it is also something that we've come to expect with the year-on-year increases in data usage that are happening over the network. The second graph from the most recent lockdown tells another part of the story. Not only has the download traffic increased, especially in the peak evening time, but the upstream traffic has doubled during the day with a sawtooth effect that's created by video conferences as they start and stop on the hour and the half-hour. Our nation's COVID response has not only brought forward the need for uncongested network capacity during lockdowns, it has also created trends that are unlikely to revert even when we return to a more normal life. New ways of remotely working, learning, entertaining are now truly embedded as the new norm. For our part, we remain committed to ensuring that our fixed network continue to support Kiwis in whatever they want to do online, and this includes continuing to work with the Ministry of Education to support about 10,000 broadband connections for students in need. Our strategy remains largely the same. It is anchored around four pillars, winning in our core fibre business, optimizing our non-fibre assets, growing new revenues, and developing the long-term future of our business. In the short term, it puts a higher priority on those two top pillars. The December upgrade of our most popular 100 Mbps plan that Patrick mentioned in his address is an excellent example of the first of these pillars. Not only are we tripling the download speed of the plan at no wholesale cost increase, but we're also increasing the upload speed fivefold from 20 Mbps-100 Mbps. This upload performance improvement recognizes the fact that the fibre connections that we need today must perform well in both directions to allow us to work, learn, and entertaining at home. This big fibre boost, as we call it, is expected to significantly improve New Zealand's position in the world's broadband ranking, with projections showing that we should be moving well into the top 10 for fastest broadband in the world by early 2022. It's great to see that some broadband retailers have already confirmed that they will pass on the speed performance increase at no cost to their customers. We also know and appreciate that others are still working on their plans to accommodate that change in their network. Now, undoubtedly, we have plenty of work to do to achieve our target of 1 million Chorus fibre connections by the end of 2022, which is at the top of our strategy on a page. However, I'm delighted to tell you that we passed the 900,000 fibre connections mark just last week. That even with the disruption of the latest lockdowns, we remain on track to achieve that ambitious goal of 1 million. Demand for fibre remains strong. Uptake in our UFB build area is now at 66%, and fibre makes up 67% of Chorus's connections. Our recent quarterly connection numbers reflect the degree to which broadband has become an essential utility. In the first quarter of this financial year, the number of fibre connections on our network increased by 23,000 to 894,000. This growth shows strong performance despite the impact of alert level four and then three in significant part of our New Zealand. In recent weeks, especially, we've seen broadband connection growth recover. Clearly, Auckland remains impacted, but we're seeing good recovery. Chorus' 1 Gbps plan also remains our fastest-growing product. The plan now makes up 20% of market connections. Hyperfibre, the next generation of fibre broadband with symmetric speeds of 2 Gbps, 4 Gbps, and 8 Gbps, has also seen a significant lift in demand. Surprisingly, this demand is not just from business customers. We also see many early adopters in the consumer segment leading the way to multi-gigabit services at home. Chorus offers wholesale fibre services to more than 90 retailers across New Zealand. Recent shifts in the broadband market are really encouraging. We're seeing our larger retailers now sharpening their fixed broadband offerings to compete with smaller, more agile competitors. With deals that now include incentives like 6 months of free broadband, there has never been a better time for consumers to shop around for a broadband plan that really suits their needs. Patrick has already talked about the transition to the new fibre regulatory regime, and I will just touch briefly on one aspect of this. For several years, Chorus has offered incentives to retailers to promote fibre, and these offers have been critical in helping create the competitive market for fibre that we have today. We believe that these incentives, which are offered equally to all retailers, should not be subject to a drawn-out regulatory approval process as is currently proposed, and we're not alone in this view. Many of our retail customers support us on this because they recognize that their need for early certainty around these incentives is critical for them to be able to plan their offerings and their future campaigns. This year, we published our first sustainability report. This report highlights some of the things that we're doing and enabling as part of our goal to make New Zealand better. Our sustainability strategy is articulated around three pillars, championing digital futures, thriving people, and a thriving environment. The fibre network that we've built is highly reliable and energy efficient. As more customers migrate to fibre for their broadband, our electricity consumption reduces, and this reduction further improves as we begin switching off the copper network where it's no longer needed. International research shows that fibre networks result in significantly lower rates of carbon emissions than other broadband technologies. Not only that, but by enabling other activities to go digital, the network is contributing to New Zealand's overall carbon footprint reduction by enabling more remote working, learning, and entertaining. A good example of that is a recent Infrastructure Commission report that noted that DHBs saw telehealth consultations grow a hundredfold to more than 34,000 a week during the COVID-19 lockdowns. Now, by the end of next year, Chorus' 11-year fibre build program will be completed. There are now less than 50,000 homes and businesses that are remaining to pass with fibre. Once completed, fibre will be able to 87% of the population, from our largest centers to many of our smaller towns and communities. This slide highlights the geographic scale and breadth of the communities that we've connected in the last 10 months alone. Haast in the South Island's West Coast is a great case study. It is remote and has just a few hundred residents, but it is now more connected to the world than ever before. Gigabit fibre is available there after a partnership with the government to take fibre further, and this West Coast Fibre project will build around 300 km of fibre from Fox Glacier to Lake Hawea and from Te Anau to Milford. The project will complete in March next year, and in addition to lining up gigabit communities on its path, it will also provide enhanced network redundancy for the lower South Island. In conclusion, our priority is to keep focusing on maintaining the gigabit advantage that New Zealand has developed in the last decades. While we now have reached 900,000 fibre connections, there are still 140,000 who could switch to fibre today and another 270,000 where fibre is just an order and an installation away. Continued growth in everything digital and in data traffic continues to fuel a need for faster, more reliable, more environmentally friendly, and effective technologies. Like many other telcos around the world, we believe that fibre is the best technology to meet this challenge. With the Commerce Commission's focus on transparent and equivalent product performance information, we believe that Kiwis will soon have the information that will allow them to take control and make educated choice about what technology is best for their homes and their businesses. Assuming reasonable regulatory settings, we will be in a great position to continue to play a role in the next stage of the journey of Aotearoa New Zealand to a more digital future. With that, I'll pass it back to you, Patrick, for the resolutions. Thanks, J.B.. I understand we had some audio problems with me last time around. J.B., is that better? Can you give me a... Yes, it is, Patrick. Thank you. Okay. Thank you for that. I apologize for that. We now come to the resolutions outlined in the notice of meeting. We have Murray Jordan and me retiring by rotation under the NZX Listing Rules and standing for re-election. We also have Miriam Dean standing for election as a non-executive director under the NZX Listing Rules. The board unanimously supports their re-election and election. A brief biography for each director standing for re-election or election was included in the notice of meeting. The fourth resolution relates to the fixing of the fees and expenses of our auditors, KPMG. Voting today will be conducted by way of a poll on all items of business. To cast your vote, simply click on the Vote tab and select your voting directions. Your vote is cast when the tick appears. There is no need to hit a submit or enter button as the vote is automatically recorded. You do have the ability to change your vote up until the time I declare voting closed. I will give you a warning before I move to closing. I and my co-directors intend to vote all undirected proxies we hold in favor of the resolutions. Now, if you wish to ask a question, please press on the Q&A icon. This will open a new screen. At the bottom of that screen, there is a section for you to type your question. Once you have finished typing, please hit the send button. The first three resolutions relating to director appointments will be presented before we pause for questions on those three. I will then present the fourth. You can also ask general questions or be addressed at the end of the meeting. To ensure sound and picture quality, Murray and Miriam's election addresses were prerecorded. We'll now move to resolution 1, which is my reelection as a director. I retire under rotation under the Listing Rules and offer myself for reelection. I'll just hand over the role of chair to our chair of audit and risk, Mark Cross, who will introduce the resolution for us. Mark. Thanks, Patrick. Good afternoon, shareholders. It's my pleasure to propose resolution one, the resolution to re-elect Patrick as a director of the company. I'll now invite Patrick to address the meeting. Thanks. Sorry about that. Thank you all. I'm seeking reelection today, having first been elected and appointed Chair in 2015. Just a few words from me. It's a privilege to be part of the Chorus board, and I'm pleased to have the opportunity to seek your support for my reelection as an independent director. My background's well-known, so I won't repeat it now. When I joined Chorus, the challenge was all about getting the Commerce Commission to re-reverse its flawed copper pricing decision and getting the fibre installation program on track to meet the huge unexpected demand. Those challenges are behind us. Now, as fibre delivers huge benefits to a COVID-constrained New Zealand, the challenges are, first, getting the politicians and the regulators to recognize that the market in which we operate has changed enormously. The regime must be changed if New Zealand is not to lose its lead, the leading position fibre has put it in. Secondly, for Chorus, to increase and diversify our revenue streams and margins. That is a challenge, but one I think your board and management team is well equipped to address. If you shareholders do choose to re-elect me, I have told the board that my plan is to step down in one year's time at the 2022 ASM. I'm very sure that Chorus is in good hands and well-positioned to fight for what is good for New Zealand and good for you, our shareholders. Thank you for your support. Thank you, Patrick. I now move as an ordinary resolution that Mr. Patrick Strange be re-elected as a Chorus director. If you have not already done so, I ask that shareholders vote on resolution one using the voting tab. I'll now pass the chair back to you, Patrick. Thanks, Mark. We'll now move to resolution two, which is the reelection of Murray Jordan as a director. Murray's prerecorded reelection address will now play. [Foreign language].Good afternoon, ladies and gentlemen. I'm pleased to have the opportunity today to seek your continued support for my reelection as an independent director of Chorus. I'm proud to have been a Chorus director since 2015. Chorus is the key telecommunications infrastructure provider in New Zealand, maintaining and enhancing our telecommunications network up and down the country. I've been a strong believer in the social and economic benefits of broadband technology for a long time. The importance to New Zealand of the broadband infrastructure that Chorus builds and maintains has been clearly demonstrated in the last few years. Our network has enabled Kiwis to work and learn online and stay connected during another really challenging year. The proven resilience of both the network and the team of Chorus people supporting it has been impressive. What do I bring to the Chorus board? I bring more than, excuse me, 20 years of senior executive roles and significant experience as a director. I was the Managing Director of Foodstuffs North Island, during which time I spearheaded the merger between Foodstuffs Auckland and Foodstuffs Wellington. I have significant experience as a director being on the boards of Metlifecare, Medcash Limited, Southern Cross Healthcare, and the Stevenson Group. I'm also a board trustee of the Starship Foundation. I have significant experience managing complex stakeholder environments, and I bring a customer-focused approach to the boardroom. The breadth of both director and senior executive experience positions me well to contribute to the issues that Chorus faces. I also have a passion for technology that enhances the way Kiwis live, work, and play. I'm proud to be a director in a company that is so aligned to promoting and enhancing New Zealand Inc, and making life better for Kiwis across the country. With your support, I wish to continue to contribute my experience with infrastructure, leading customer-facing organizations, technology and governance to your company, Chorus, as we transition from building to operating this essential infrastructure. Thank you. Thanks, Murray. I now move as an ordinary resolution that Mr. Murray Jordan be reelected as a Chorus Director. If you've not already done so, I ask shareholders to vote on resolution two using the voting tab. We now move to resolution three, the election of Miriam Dean as a director. Miriam's pre-recorded address will now play. [Foreign language]. Good afternoon, shareholders. It was a privilege to be invited by the Chorus directors to join the board, and I'm pleased today to now seek your support for my election as an independent director. Let me touch briefly on how I got here, why I'm here, and what I believe I can contribute as a director of Chorus, if elected. First, having been approached by the external firm conducting the search for a new director, it didn't take me long to realize it was a good fit. I spent a decade involved in almost every aspect of the incredibly successful rollout of fibre around the country as a director of Crown Fibre Holdings, later, Crown Infrastructure Partners. To have the opportunity to take up that marvelous journey again, but this time as a Chorus director, is an opportunity I would relish. Secondly, I've always believed passionately in the fibre product and the opportunity it affords us. Indeed, the importance to New Zealand of all the infrastructure that Chorus builds and maintains can't, in my view, be overstated. The pandemic has shown that we have been heavily reliant on the fibre and copper networks to keep connecting, working, and learning through months of change and uncertainty. What would we have done, and I speak from personal experience, without fast broadband to binge on the sea of fabulous international and local content on our screens during lockdowns? As we increasingly move to a world of more flexible working, online education and entertainment and video conferencing, the need will only increase for faster and more reliable connectivity. Thirdly, as to the potential contribution I can make to the Chorus board, I have extensive legal, governance, and commercial experience. I've worked within the telecommunications, regulatory, and infrastructure sectors. As Queen's Counsel, I've acted for many corporates, and I understand your commercial drivers. I believe my specialty in competition, consumer, and regulatory law can especially add strategic value to Chorus as it transitions from its highly successful build phase to the new regulatory regime. As a governor, I've been involved with sectors as diverse as banking, infrastructure, screen and sound, real estate, and local government amalgamation. I also serve on a number of government-related advisory boards. As a reviewer, I've been asked to conduct many government and non-government inquiries and reviews. These roles have given me valuable insights into what I believe are key areas for any board governor, including workplace culture, health and safety, risk management, organizational design, and so on. Finally, all three roles, and this is particularly important to me, have exposed me as much to the needs of the consumer as well as the corporates, and I do strive to deliver to both. After all, Chorus's commitment to delivering the very best of digital technology provides opportunities for everybody, shareholders and stakeholders alike, and the potential to drive, in my view, in equal measure, economic, social, and cultural prosperity for us all. It is a win-win. With your approval, I look forward to bringing these diverse skills and experience to the Chorus board table and perhaps to a fresh perspective. I would count it a privilege to work with the Chorus directors and management to achieve ongoing success. That, of course, requires your support. [Foreign language]. Thank you, Miriam. I will now move as an ordinary resolution that Ms. Miriam Dean be elected as a Chorus director. If you haven't already done so, I ask that shareholders vote on resolution 3 using the voting tab. Elaine, have we any questions specifically relating to resolutions 1 to 3? Patrick, there are no questions currently. I might just pause for a moment to enable shareholders to lodge any questions they have. No questions have come through, Patrick. Thanks, Elaine. Moving on to resolution four, the final resolution, the auditor's fees and expenses. In accordance with the Companies Act, Chorus's current auditors, KPMG, have been automatically reappointed as Chorus's auditor. Under that act, auditor fees and expenses must be fixed in the manner determined at the annual meeting. Elaine, do we have any questions on resolution four? Patrick, we've received no questions on resolution four at this time. Thank you. I now move as an ordinary resolution that the board be authorized to fix the fees and expenses of KPMG as auditor. If you haven't already done so, please vote on resolution 4 using the voting button. Okay, I now invite shareholders to raise any other questions, comments or discussion on any of the presentations, the financial statements, or Chorus management. Please do it through the Q&A function. While we're waiting for people to raise any items of general business, an email address for your feedback is available on the screen. Feel free to provide your feedback at any stage. Elaine, questions. Patrick, we have received one query concerning the rural rollout of our network. It notes that there are commercial pressures which have led us to reduce investment and upgrades to our rural network. The shareholder, Simon Ritchie, appreciates that we aren't shutting down the copper network, but does ask the board to realize how dependent many New Zealanders are on the Chorus network with no wireless coverage and the RCG initiative offering only exclusive wireless and excluding those who live a long distance from state highways. It just wishes the board to note that this is of concern to those in New Zealand who rely exclusively on our copper network. Yeah, I mean, thank you for that comment rather than a question, probably. We are still investing in our copper network. We are still maintaining the service. I don't think we're ignoring it at all. In terms of lifting performance or taking fibre further, the right people to approach on that are our regulators and our government. We'd love to do it. We hate 13% of New Zealanders not having the service we think is possible nowadays, but it's really not in our hands. Thanks for that. Any other ones? There are no further questions at this time, Patrick. I'll just give it a moment to see whether any others come in. No other questions have been received from shareholders, Patrick. Thanks, Elaine. I will close the voting system shortly, so please make sure you've cast your vote if you wish to on all resolutions. I'll just pause for a moment to let you push that button if you want to. I do apologize if my audio earlier in the meeting was less than 100%. It wasn't a network problem. I paid a lot of money to bring fibre to my rural location. It was a device problem. I apologize for that. Fortunately, I had a backup. Okay, I declare the voting closed. The results of those votes will be released to the stock exchange later today. There being no other matters of business, I thank you all for taking the time to connect with us this sunny day, and I will now declare the meeting closed. Thank you.