Good morning, ladies and gentlemen. My name is Lucy Diyole. I am the Finance Director for the mining segment. It is my honor and privilege to welcome you today to Omnia's annual results presentation. I am very excited to be here with you today. Today's going to be a fantastic session for us to engage on the results, and to present the good work that has been achieved by the team. I have also been tasked with the work of presenting to you the evacuation procedures. Just so you know, we are now currently on the first floor. The bathrooms, for information, are located past the doors where you entered, to the right, opposite the lifts. Moving on to the safety or the emergency evacuation procedures. Just so you know, we do not have a planned drill today. If the alarm sounds, you must know that there is an emergency evacuation that needs to be performed. In that stage, there are three emergency exits. The two are on the sides of the stage where you entered. There is also one more door at the back. That's the third emergency exit. We have got evacuation controllers who will also direct you to the safest exit route, and also guide you to the assembly point outside the building. We also have trained firefighters, first aiders, as well as a paramedic on-site. During an evacuation, these are just a few things to remember. Do not run. Walk calmly and confidently. Do not use the lifts. Use the stairs and follow the instructions of the emergency controller and proceed to the assembly point. The next thing I want to share with you, team, is our safety moment. Omnia's safety theme this month has been working at heights safely. This is not just important in our workplace, but also important in our homes, where in our roles as employers, we are responsible for the safety of others. Working from elevated positions remains one of the leading causes of serious injuries as well as fatalities. A lot of incidents are not complex and often involve simple tasks like climbing a ladder, working on roofs. Working on height basically means any situation where a person could fall and be injured if proper precautions are not in place. Okay. We need to follow certain basics. Avoid, prevent, and minimize. Avoid working at heights if possible. Ask yourself, can this job be done from the ground or could part of it be done from the ground? If not, if you have to work at heights, what can you do to prevent the falls? That's number two, prevent. Make sure that you use the right equipment, for example, guardrails, scaffolding, or an elevated platform. Please ensure that these are stable and fit for purpose. If there is still a risk of falling, minimize the consequences with fall prevention such as harnesses. The second element is competence and responsibility. Only trained and professional people should perform work at height. It is all too tempting to say, "Let me do this quickly," as opposed to getting a professional. At home, that means know your limits. At work, it also means ensure there is proper training, and as employers, it means never allowing unqualified people to take unnecessary risk. The third element is around being prepared for failure, as things do sometimes go wrong. Think ahead. What happens if something goes wrong? Is there a rescue plan? Is there easy and safe access to and from the work area? Final thoughts around this. Safety at heights is about making the decision before you climb. If the risk cannot be eliminated, control it properly. No task is too urgent to be done unsafely. Lastly, let's commit to working safely at heights every time and everywhere. I'm now going to call up Seelan. Thanks, Lucy. Thank you very much, Lucy, good morning, and good afternoon to some of you that are in a different time zone. Thank you to all of our shareholders for coming here today. It's always good to see so many people in person. Good afternoon or good morning to our board members that are online as well. For those of you who have come here, our teams have created a small demonstration to show you some of our BME vehicles outside, some of our agri technologies inside the room, and some of our explosive technologies on the side as well. My job is quite simple at the start, it's just to remind you of a few things. The first bit is that, I've said this before, no successful business can be successful without a clear purpose. We've worked hard at Omnia to refine and define that purpose, our purpose is innovating to enhance life and together creating a greener future. We built that out across our businesses into values. Those values are be safe, respect and grow, achieve excellence together, and do the right thing. We do all of that in our business on a daily basis, as Lucy says, safety is of critical importance to us. It also underpins our capital allocation, so when you look at the investments we make from an ESG perspective, when you look at the value propositions that our agriculture and our mining business deliver to our farmers and to our mines, those are all underpinned by great technology, good ESG solutions, and our purpose of creating value and ensuring we leave the planet a better place than we found it. Getting to our results, I think this is another proud year-end for us. Omnia continues to execute its strategy as planned, we deliver a very, very strong set of results, earnings, margins, returns, and cash. Just to highlight some of the numbers, our revenue is up 6% to ZAR 24.2 billion. Our operating profit up 28% to ZAR 2.2 billion. Our operating margin up 9%. If you take out the impact of the Protea Chemicals restructure, that would be 9.5%. Our EBITDA up 21% to ZAR 2.8 billion. Our headline earnings per share also up 21%. The board has declared an ordinary dividend in line with the ratio of the prior year of ZAR 4.70, which is up 18%, we also declared a special dividend of ZAR 2.80 per share. All of that resulted in a return on equity, which is also up 18% to 12.9%. I think more important than just the numbers is that our strategy continues to deliver. We see volume growth we see investments being made in a number of jurisdictions across the world that will result in volume and profits in future years. I think what, in our Mining business, and what we also see in our Agriculture business, is good, strong volumes in the rest of Africa and in South Africa. I think it's particularly pleasing to see the restructuring of the Chemicals business and all of the plans that we had in place there. It resulted in a working capital release from that business, and also a chunk of costs being taken out. Our Manufacturing and Supply Chain division, which we've been investing in for a number of years, continues to be resilient. We have not let any customers down. In a time of immense disruption, uncertainty, and volatility, we see our supply chain, and our delivery to customers, continue to do what we're expecting it to do. When you look at our balance sheet, yet again, the disciplined capital management of our teams have resulted in a very strong balance sheet at year-end, no debt, and a cash position of ZAR 1.7 billion. That allowed us to do the dividend distributions, as you have seen. If I move to the underlying business units, just briefly, Stephan and Madeleine will unpack this in a lot more depth just now, and maybe I'll start with our Agriculture business. Yet again, we have our two businesses operating in sync. Both Agri and Mining have delivered over ZAR 1 billion worth of profit. Both Agri and Mining are in their targeted medium-term margin guidance. This has been delivered with a backdrop of immense volatility, immense currency changes in terms of the kwacha and other currencies across the world, and disruption that we've seen in the tail end of our results around the Middle East. I think what is pleasing as well is that our group margin gets into the target margin guidance, our medium-term margin guidance, that is led by the disciplined capital allocation. We often talk in the company about capital allocation not just being allocating and deploying capital, but also the ability to take capital away from areas that are not meeting the required hurdle rates. We also show good, strong volume growth in the underlying businesses, we'll unpack that further. All of this has been done with a strong ESG underpin. You know that investments we have made in our businesses have been good for the environment. When you look at our ESG indicators, which Ditebogo will share just now, you will see how those indicators have improved, not only in the prior year, but over the last few years. I think what we will share at the later stage in the presentation is a revision of our margin guidance, we did that at the group level to increase the guidance based on some of the projects and the initiatives we've got in place. With that, I'm going to hand over to Ditebogo, she's going to take us through our safety, our ESG, and our CSI initiatives. Thank you. Thank you, Seelan, good morning to colleagues, members of the board, shareholders, and partners in the room and online. As mentioned by Seelan, I'm just going to take us through our ESG update, our performance for the past year and a little bit beyond the past year, but focusing on the past year. Just starting with safety. We started today with a safety moment. You've often seen us start with a safety moment, where this really stems from is the hazardous nature of our operations. As a result, safety is core to who we are, it's core to our value. This is not something that is aspirational. It's grounded in both our values and the way that we do things. It's reinforcing the behaviors that we expect from our staff and our partners in our vehicles, in our plants, and when engaging with customers and community members. The graphs that you see ahead of you show progression over time from both our RCR, which is a measure of occupational injury rate, and our FER, which is a measure of our process safety rate. I think the important thing is what sits behind these numbers is the culture that we are trying to build and that we're committed to building with an organization to ensure that this trend keeps going downwards. As the trend goes downwards, it means we are hurting less people, there are less repeat incidents, and essentially, we're keeping our community safe. Therefore, to achieve this, we've got in the top right-hand corner what drives us from a safety perspective. Firstly, is that we want visible and accountable leadership. Leadership sets the tone from the top. They are responsible for the safety outcomes. Secondly is that every employee, every visitor, every contractor that comes onto our sites and operations needs to understand their personal responsibility for safety. For example, for those in the room, the sharing of the evacuation procedure, that's your responsibility for today. We don't expect you to do anything else. Just if anything happens, please, just evacuate. Thirdly is for our people and our contractors to have the right skills for the right job and consistently implement the standards across all our operations. Lastly, just do the basics right every time and not take any shortcuts. From an Omnia perspective, we want for everybody to go home safely every day. Moving on to the next slide. From an ESG perspective, I think what we've seen across the world is certain parts of the world stepping back on their ESG commitments. From an Omnia perspective, this is integrated in our business strategy, how we allocate capital, we're also seeing the results of that in our ESG metrics. Last year, we revised up our targets towards 2030, what we're showing you here is that we're continuing to see progress towards that. We've seen a reduction in our CO2 emissions, this is largely driven by the increase in renewable solar energy. We're proud to say last year, we also commissioned the third phase of our 5 MW plant in Sasolburg. Bringing it closer to home for those that are in the room with us, you would have seen outside we have a, albeit much smaller, solar plant. This is just to show that from an Omnia perspective, we want to lead from the top. If we're saying that sustainability and ESG is important to us, it starts right here at home. Lastly, water is something that is critical for our operations, for our products, for our customers, and we continue with various efforts to protect potable water. We reuse as much as possible, we recycle as much as possible. From our mining operations, the collection of used oil ensures that that waste oil actually doesn't end up in water that could be used by communities. All this together ensures that we're also able to contribute to the ESG commitments of our customers as well. Lastly, from a social impact, we are aware and we take cognizance that we can't deliver the results that we have without people. Therefore, talent is critical to our business and our investment in talent starts from early development all the way to leadership. We've got in our business investments in technical learnerships, operational learnerships. This leads all the way to our senior and top leaders who are part of various leadership development programs internally. What this does for us is that we've got a consistent way of thinking about how we lead, how we show up, how we make decisions, and how we create high-performing teams and accountable teams. Going outside of our, I'm going to say, Omnia borders, we've also invested in various skills development program, both in our mining and agriculture businesses. These are designed to create a talent pipeline specifically for both our mining and agriculture teams. The one is the blasting assistant program in the mining division. This is a group of community members who can and are now employable in the mining industry. From an agriculture perspective, we understand that youngsters are not really too keen in getting their hands dirty when it comes to agriculture. So we're trying to meet them where they are in schools, and we have teachers that actually have tunnels in schools that can teach them and introduce them to agriculture. I think just lastly, I just want from my side to say thank you to the various operations teams that drive these ESG efficiencies on a daily basis. The supporting functions that support them, the finance teams that allow us to give us the funds to be able to fund these, the HR teams, the safety and sustainability teams. Now I'm going to hand over to our Group FD, to give us an update on our business segments. Thanks, Stephan. Thanks a lot, Ditebogo. Good morning to all our board members online, our staff, shareholders, as well as all our stakeholders. It's really great for the people to come out and to actually have a face-to-face discussion. Maybe just before we jump into the numbers, as over the last couple of years, we've seen immense volatility, and Seelan touched on it a bit earlier. That the teams needed to navigate in a very complex environment. We spoke about currencies and commodity prices, infrastructure. On the one hand, you've got all these challenges that you need to navigate. On the other side as well, there's also supportive dynamics that you really need to capitalize on as a business. From a challenges point of view, globally what we've seen is the ongoing geopolitical tensions that plays out. That was specifically that disrupt supply chains, the commodity prices, and the currencies, as I mentioned. We've seen a softer U.S. dollars in general against our reporting currencies. We've seen the kwacha that moved more than 30% in the current period, which is obviously a significant movement opposite the U.S. dollar. That has negatively impacted our mining business, and I'll touch on that a bit later. It again positively impacted our agriculture business, which we can touch on as well. At the same time, we've seen trade protection playing out. We've seen increased macroeconomic risks from a global policy point of view that created uncertainty. We've seen the climate change playing out. We see unpredictable or extreme weather events. There was record droughts in Brazil. We've seen erratic rainfall in Africa, which most of the guys in the room is actually familiar with. We've seen wildfires playing out across Australia as well. Globally, we've also seen a slowdown in development economies, with China growing 4%-5%, which we've seen in the past, they were more in the region of 8%-10% growth. In Africa, we've seen the continued constraints on infrastructure. Roads, ports, rails. Even though we see a bit of an uptick towards the back end, that remains a challenge. The increase in crime across the African continent poses significant risk. We've seen high debt burdens playing out and increased localization across most of the territories in Africa, which makes it a very complex environment. From a supported side, we've seen, even though you're faced with these macroeconomic challenges, there's clear and supportive growth drivers for our Omnia business due to our diversification strategy across Agri and mining, as well as global and local expansion. We've seen high demand for critical minerals supporting our mining business. We've also seen the rising income, urbanization, and population growth poses well for our agriculture business for food security. In the Zambian economy specifically, we've seen a substantial turnaround, and I spoke about how it plays out opposite the kwacha. That poses well for our local businesses in agriculture and in mining in that space. We've seen a significant change due to the increase in copper exports supporting the Zambian economy, as well as the stabilization in the electricity supply across those regions. Encouraging in South Africa, the economy shows some signs of recovery, with improved growth, which obviously strengthen investor sentiment. Navigating these environmental challenges, you need agility and resilience. I think we're well-positioned as Omnia with our integrated manufacturing and supply chain capability to leverage that and to take advantage of the opportunities with our core businesses being agriculture and mining. Maybe the one point to note is specifically what is top of mind is the Middle East, and Seelan will touch on that a bit later. That played out towards the tail end of our financial year, and basically, Seelan will highlight how that plays out going forward because in our current numbers, the impact of the Middle East is not really biting to our operating earnings currently. Just jumping into some of the details. I spoke about our diversification strategy that underpins our core operations with the agility in our manufacturing and supply chain continues to navigate these challenges. At half year, we spoke to our shareholders regarding the extended supply shuts that played out in the first half. The team has managed to navigate through that, as well as to maintain security of supply to our customers and capture higher demand in our agriculture as well as our mining business. We also continue to maintain a strong balance sheet that set a solid foundation for the Omnia business. We're very disciplined with capital allocation and also how we allocate capital to our international businesses for the growth, the international growth, as well as to make sure that we increase the returns across the Omnia portfolio. From an agriculture point of view, the agriculture segment delivered a very strong performance with an operating profit margin of 9.6%. This is within our medium-term guidance ranges. This was supported by strong performance by our front-facing South African business, as well as a recovery in the rest of Africa. From a mining point of view, the mining business delivered a resilient performance in margins from increased sales volumes and an enhanced product mix that was offset by subdued diamond and coal sectors playing out in the current period. We've also seen the currency translation or movement in the kwacha affected that business, which I will touch on a bit later. Just to point out to our shareholders that the mining business still have a lot of mobilization costs for the international side in Canada as well as into Australia, which is baked into the cost base, but the earnings are still yet to come over the next two years. That resulted in achieving an operating margin of 11.7%, which is also in our medium-term guidance ranges. From a chemicals point of view, we continue with our rationalization of our unprofitable businesses or product lines. That resulted in also a release of working capital and also a reduction in the cost base, which turned this business profitable for the current year. From a return point of view, we continue to deliver increased returns based on our disciplined strategy execution since FY 2021. That was actually following our rights offer. Even though that we faced continued volatility, specifically in our commodity prices, there continues to be a deliberate focus on increasing the returns across our whole portfolio. Levers in increasing the returns, we will continue to focus on margins across our core business being agriculture and mining. We'll look at the asset turns and capital efficiencies that will drive. Seelan touched on it. The underperforming businesses, specifically in the chemical side, which a lot of the fixing has already played out. We will also consider deallocation in certain regions where required. We want to increase our operator leverage through our growth initiatives, specifically in our global businesses. Higher plant utilization, which we drive through our integrated manufacturing supply chain capability in Sasolburg. Optimizing our asset base and our working capital. That remains a continued focus, which Madeleine will touch on a bit later. We'll continue to be very disciplined and allocate our capital to value accretive investments. To remain focused on maintaining the balance sheet flexibility across the group. The objective of these measures is to make sure that the quantity of our earnings is focused on through higher margins across all our core operations. The cash conversion cycle remains a big focus area that we'll keep on focusing over the next couple of years. Maybe jumping into some of the details. If we can start on agriculture first. In agriculture, South Africa, the business delivered a really strong performance for the year. We've seen through our value creation Nutriology model that underpinned by our agronomist, a specialized advisory on farm team. That resulted in that customer-centric engagements. We've realized increased sales volumes as well as margins across the business. The revenue increased by 8.3% for the year. We've also seen the favorable agronomic conditions supported a longer season. As our head of agriculture said, the guys planted towards the west up until the 23rd of December. From a profit and a margin point of view, relative to the prior year, that was adversely impacted. At half year, we spoke about the extended supply shuts relative to the prior year. That played out in our profits and margins because just to remind our shareholders, our manufacturing and supply chain in Sasolburg, the integrated complex gets reported in our agriculture segment. That played out in the first half. There was also the non-reoccurrence on a gain on asset disposal relative to the prior year. From the rest of Africa, that was one of our star performance for the year. A very strong performance with revenue up 34.1% and profit increased by more than 100% compared to the disappointing performance in the prior year. That was underpinned by a recovery in volumes, specifically across the core business in Zambia as well as in Zimbabwe. That was supported by the improved trading conditions across the regions. Spoke a bit about Zambia, the stabilization in the electricity supply as well that impacted that segment. The disciplined execution on our operating model changes that you can see playing out across the business relative to the comparative period. Taking into account the current period still included restructuring cost from our Mozambique and Kenya operations. Maybe just to quickly touch on the Zambia kwacha, specifically how it played out in our agriculture segment, that is associated with some of our retail sales that gets done in the kwacha currency. As the currency strengthened, that resulted in the kwacha being able to buy more dollars effectively, and that's a significant gain that actually played out across the segment. Even if I isolate for the kwacha strengthening and the impact on the segment, sustainably, the higher margins and volume growth is actually bodes as well for this business going forward. Our international business, that is our biostimulant business out of Australia. I think the international business delivered strong production and export sales. From our Australian operations, we've seen export volumes grow by more than 30% across the region. We've seen strong volume growth into China from our Australian operation as well into Southeast Asia. Also solid volumes into India. We've also seen volume growth in the U.S. that supported this distribution capability. A lot of the volumes into the U.S., as we've actually brought a new distributor online, will only be realized into the next year. Revenue increased by 6%. However, this performance, I think, was muted. If you look at the profit side of the operations, that was due to a subdued performance in Brazil, and specifically, the trading conditions in Brazil that impacted farmer balance sheet health. There was a conscious decision on the teams to make sure that we do good quality business and don't take on additional credit risk. We've also seen a constrained domestic market, specifically in Australia locally as well. The one thing to call out specifically as we increase our export volumes out of Australia, we've seen the softer U.S. dollar versus the Aussie dollar also had an impact on all the increased export sales out of the business. If I actually mute it for the currency movement and the dollar versus the Australian dollar, there was actually a very good growth trajectory in this business. If we look at the mining business as such, if we look at starting on South Africa. The South African business continued to deliver a very strong performance that was achieved with volume growth, additional contract wins. We've seen also contract extensions. Ralf and the team has also managed to change some of the product mix that further enhanced the delivery of the business. Revenue increased by 9.8% in a very competitive market in South Africa. The performance were adversely impacted by the constrained diamond and coal sectors, specifically in South Africa, and the inclement weather, specifically the impact on the open cast mining. The business still delivered a very strong profit growth, increasing by 7.8%. If you look at our international business, the international business was supported by strong demand across the SADC region. That's both for our metallurgy or our mining chemicals business as well as our blasting solutions. We've seen higher sales volumes across the region, and that was into Zambia, Namibia, as well as into West Africa operations. Revenue increased by 5.9%. The profit was negatively impacted by the currency translation loss, most notably the kwacha. Maybe just while we're on the kwacha, in our mining international business, the functional currency of our mining business is kwacha in country, even though that our business deals in U.S. dollars. They buy in U.S. dollars, they sell in U.S. dollars, and they collect in U.S. dollars. As the translation comes through, it actually infects the P&L. The nuance is as you consolidate it from a group point of view, where it needs to be actually consolidated out, it actually goes directly into other comprehensive income due to the accounting rules. You've got a bit of a mismatch between the profits and between the income statement and the balance sheet. Fundamentally, it's a U.S. dollar-based business. Going forward, the team, due to the recent changes towards the end of the calendar year in Zambia, the teams has assessed the functional currency. Going forward, the functional currency will be changed to U.S. dollars to mute that impact in the business going forward. The last one is the mobilization cost, which I touched on, again in Australia as well as into Canada. That is still baked into the cost base, which sets this business up for growth into the future. Overall, the business still delivered a very solid operating profit margin of 11.7%. Lastly, from a chemicals point of view, the chemicals business continued to implement the rationalization of the unprofitable product lines that impacted the revenue, which Madeleine will touch on a bit later. What you can see, that impact is already starting to realize benefits due to the restructured cost base turning the business profitable. Even though that in the current year, there was still a bit of the restructuring cost baked into our admin and distribution cost. The water care business secured new contracts. We still delivered improved margins in that division of the business, while the bulk business is leveraging our integrated manufacturing and supply chain capabilities to drive higher demand across the bulk liquids as well as on the ammonia derivative side. Basically, as we closed out the chapter on the restructuring on the chemicals business, there's still further assets disposals that we expect to realize over the next short term. I'll maybe just hand over to Madeleine to take us through the financials. Thank you. Good morning, just a very welcome from me as well to everybody in the room and joining us online this morning. Stephan has really done all the heavy lifting by giving you the story behind the segment results, and I can now give you a view of just the sum of those parts and how our customer-centric execution and capital discipline has helped us to, or underpinned our strong performance and financial position for the year. If we move to just some key financial metrics, our revenue increase of 6% to ZAR 24.2 billion that Seelan's already highlighted, really driven by the higher volumes in our agriculture and mining businesses. Also supported by the product mix enhancements in the mining business. Gross profit increase of 4% adversely impacted by the impact of our manufacturing recoveries due to the extended supplier shutdowns that we experienced in the first half of our year, also the Zambian currency movement that Stephan has highlighted in the update on the Mining International business. Operating profit then increased by 28% to ZAR 2.2 billion, supported by the recovery of our agriculture rest of Africa business and the substantial completion of our chemicals restructure. This all then contributed to an operating margin of 9%, which we are so pleased to note is within the group's medium-term guidance, which you've already heard our CEO move in one of his earlier slides, he's going to touch on that again a little bit later. Headline earnings per share growth of 21% to ZAR 800.49. This strong earnings growth together with efficient working capital management that is reflective in our net working capital to revenue ratio of 15.5%, along with our strong cash balance of ZAR 1.7 billion. I want to highlight that that is after we spent in excess of ZAR 600 million on capital expenditure for targeted growth initiatives and core capital initiatives, there's a slide later in the deck or in the annexures that sets some details out on that. This all then is really what has enabled us to do the shareholder returns in the form of an ordinary dividend of ZAR 4.70 per share, which is 18% higher year-on-year, the ZAR 200.80 special dividend. Just this return to shareholders, it's completely in line with our disciplined capital allocation framework. Together with our core business growth and our efficient working capital management is then what really has allowed this 2% uplift in our return on equity to 12.9%. Previously mentioned 19.2%, and Seelan was quite excited about that, but it's at 12.9%. Turning to our statement of comprehensive income, and maybe just before I do that, an update on our SARS dispute. We continue to work with SARS to find common ground on our international tax matter. We're still in an ADR process, and we are well aware that I think that has extended beyond our initial expectations, but we are now at quite an advanced stage. Should a satisfactory resolution not be achieved, we will progress to seek adjudication by the courts as we remain committed to find a resolution that is fair to all stakeholders. Just as an overview of our statement of comprehensive income, I think it reflects the outcome of the solid volume growth that we've mentioned. It also shows the benefits of executing on our restructuring initiatives, most notably the chemical segment, but also the changes we've made in our rest of Africa business. Ultimately, I think it demonstrates our team's ability to navigate the external pressures that we face ongoingly quite effectively. Revenue, as mentioned, increased 6%. We mentioned the volumes and where that originated from, but I think also important to note that that was offset by the product rationalization in our chemical segment. If we were to adjust for that, then revenue would have been up 9% year-on-year. The gross profit increase of 4% I've touched on, and just the reasons for that being slightly muted relative to revenue. I think we move to the distribution and admin expenses. I think that's quite an important line on our income statement that reflects the benefits of the restructured cost base of the chemicals business. It decreased 1.7% for the year. If I was to normalize for the impact of chemicals, it's a 4.7% increase. But taking into account some of the restructure costs that Stephan's already mentioned, some of the closure costs in our Mozambique and Kenya operations in the rest of Africa. Still some mobilization costs in there, as well as the higher commissions in our agriculture business as a result of higher sales volumes. I think if we take all of that into account, I think we can conclude that our operating expenses were fairly well controlled or managed for the year. In other operating income is included currency translation gains on our U.S. creditors balances due to the stronger rand movement, and the gains on the kwacha that Stephan's already mentioned. It also includes just the profit on the sale of some of our non-core assets. In other operating expenses, these are fair value adjustments on our FEC hedges. I think just important to at this stage note that even though there's been quite a lot of mention around currency movements and how that played out in all the different businesses, on a consolidated level, taking into account also the outcome of our hedges, currency did not have a material impact on a consolidated level. Under impairment losses on financial assets, these relate to the ECL provisions. It's slightly lower year-on-year just to some previous year provisions that we were able to reverse in the current year. Moving on to the share of our net profits of investments, just reflecting the profits of our mining joint venture in Indonesia. The results were pleasing, but it was impacted by some contract curtailments due to some license approval delays for some of our mining clients there. All these outcomes contributed to the operating profit growth and the 9% margin. The finance expenses that increase year-on-year due to an increased use of our supply chain finance, also lower cash balances, and those together really were as a result of us buying or procuring earlier as we readied the business to serve the demand of an earlier agriculture season. Effective tax rate higher, 33%, really as a result of there were a couple of moving parts there but really driven by withholding taxes on related party dividends. Overall result of net profit after tax up 25% to ZAR 1.4 billion. The strong earnings outcome has effectively translated into earnings per share and headline earnings growth, that underscores the quality of and sustainability of our performance. Moving on to our statement of financial position. It remains strong, as Seelan has already highlighted. It reflects our disciplined approach to working capital and cash management. Total assets increased 3%. That's really driven by higher receivables, and that relates to the higher sales across the business, but most notably in our agriculture South Africa and Zambian entities. While we continue to replenish raw materials in line with production and sales, the product line rationalization of the chemicals business did result in the overall decrease of our inventory balance at year-end. Our strong net cash balance position was maintained but decreased or impacted by the net working capital investment we made towards the latter part of the year. Looking at liabilities, that increased 4%, that's really driven by higher payables. This balance includes supply chain finance. Although we increased the utilization of this platform during the year, we ended the year-end balance slightly lower relative to prior year. This outcome is really just the result of the timing of when we procure and have to settle. I've already mentioned that we procured earlier in the year to be able to service the demand of the earlier season. Contract liabilities, that mainly relates to the pre-paid sales in our agriculture division. Year-on-year, that was fairly stable. The increase really relates to just a new contract in our mining or BME metallurgy business. The combined outcome of our higher earnings, our efficient working capital investments, and cash position really then delivered this return on equity increase and position of 12.9%. If I can move to our statement of cash flows. Our capital allocation framework is cash led therefore, we prioritize robust cash conversion through efficient and operational excellence. For the period under review, we generated higher cash from operations at ZAR 2.8 billion. This was offset by the investment we made towards the end of the year, which includes supply chain finance that is separately disclosed on the face of our statement of cash flows. The supply chain finance settlements were higher relative to prior year for the reasons that I've already mentioned. I think the overall operating activities, also including lower tax payments as the prior year included some once-off ZIMRA matter settlements. Moving on to investing activities. Cash flows mainly related to our capital expenditure on strategic initiatives to protect the core and also grow internationally, as well as some of the ESG projects that Ditebogo thanked the finance team for. Included in their proceeds on the sale of PP is just the sale of some non-core assets. Looking at financing activities, included in there is the purchase of treasury shares. It relates to our repurchase scheme as well as treasury shares that we buy for our share incentive scheme. Year-over-year, you'll note that we've procured less or bought less on our share repurchase scheme. The overall outcome, solid net cash position that drove our strong financial position for the year. Turning to net working capital. We ended the year with an investment in net working capital, really driven by the higher receivables, as mentioned, from the increased sales. Also, due to some inventory linked to earlier procurement, stock procurement towards the end of Q4 in response to some global supply uncertainty, most notably, again, in our agriculture segment. This investment was partially offset by the release of working capital from our restructured chemicals business, which unfolded as planned. Also, in our agriculture rest of Africa operations, you might recall that in the prior year, there was some excess stock in that area due to some supply chain route challenges. We've managed to normalize the stock levels in that business, but that was offset by higher receivables driven by the higher sales in that business. Working capital remains a key element of our capital allocation framework, because it supports the generation of strong cash flow from our operations. One of the mechanisms we use to achieve this is the use of supply chain finance, and we will certainly continue to make use of that. It improves our cash conversion cycle by aligning our payable turnover days closely to our inventory days as a result of our agriculture segment or cycle. Just a ZAR 3.8 billion on net working capital to revenue ratio up slightly from prior year, but at 15.5%, it compares favorably to prior financial years and reflects efficiency in our operations. I'm going to hand back to Seelan to talk to us about strategy and outlook. Thank you. Thanks, Madeleine. Thanks, Madeleine. What we're going to do now is, obviously, the last financial year was a really good, strong performance by the business. I think what you're seeing is disciplined strategy execution, a solid focus on underlying customer value proposition, and that leading to stronger profits, good cash generation. Cash is managed well from a working capital, a CapEx perspective, expense perspective. You can see the CapEx slide at the back of our deck. What we're going to focus on now is where are we going to from here? What is our strategy? What are our growth plans? What is our outlook? I think if we just start with our strategy again, this is what I said a few years ago, is that we will be focused on disciplined execution of our growth. We've been through a phase of fixing and changing the organization, and right now it's focused on investing for growth and delivering that growth. There are three areas that we're focusing on. The one is protect and grow our core SADC business. You see how well BME South Africa has done in terms of its result. Then you see the extreme resilience in our agriculture SA business, which is underpinned by our manufacturer, the supply chain, the investments in our logistics capabilities, our storage capabilities, and our plants. The second area of focus, and I'm going to just go to the AgriBio one next on the right-hand of the slide, is our AgriBio business. We've got a flagship biostimulant business in Australia. A few years ago, we spoke about India being our biggest distribution outlet for that business, and we can proudly say today that China has met that, if not exceeded that. We've got India, we've got China, and now we've got good volume growth through the U.S. business. We will continue to invest in that business. We've got a great competitive customer moat in that business and a good management team that will continue to take that business forward. I think the area of deep growth and deep investment in our business is our mining international business. You see that our mining South African business has done really well, but the mining international business segment is masked by the volatile movement and improvement in the kwacha that Stephan spoken about. When we look through the kwacha and you look into the mining international business, you see strong performance from our metallurgy business, which we will continue to grow both in Southern Africa and Africa and across the world, and you see underlying volume growth and investments that we've made in West Africa, Indonesia, Canada, and Australia. We see immense growth coming from that in future years, and we will continue to accelerate and invest in that business. Our first Hypex Bio plant is up in Canada. When Canada and Australia turns into profit, there will be a step change in our mining business result. All of this is underpinned by strong values. When we think about how we do things, we make sure we do it right, we do it with excellence, we do it in a respectful way, and we do it safely. That underpins our culture, and our culture is firm. It's based on excellence, it's based on performance, and it's based on doing things safely. You also see that our investments and our future businesses are underpinned by good ESG and sustainability matrixes. Today as well, for those of you in the room, we share a little bit of our technology, and Stephan is preparing for the results, said we should talk more about technology and innovation. We don't speak enough about it. All of our technology and our innovation is linked to our underlying customers, our farmers, and our mines. We focus that technology on being able to do more accurate blasts, better predictions around fragmentation, and from a farming perspective or a grower perspective, we focus on enhancing yield, improving crop health conditions, understanding soil conditions so farmers can use the right fertilizer, the right amount of fertilizer, and optimize water and other nutrients. We do this, as Madeleine and Stephan said, based on a very disciplined capital approach. As a team, what you can see is we're relentless about how we spend money and how we take money away, where we spend money and why we spend money there, and where we take money away and why we take it away. If I just double-click further on our competitive advantages, I think it's no secret now that you can see that our integrated complex of fertilizer and manufacturing in Sasolburg allows us the agility to optimize between mining and agriculture and to move product between the two. I was asked earlier this morning, why do we not speak more about the Middle East? I'm going to get to a Middle East slide just now. It's because we are able to optimize between agri and mining, we are able to optimize between raw inputs like ammonia and finished goods like importing fertilizer. Our supply chain and our manufacturing folk have done an incredible job of supplying customers, not being disrupted in what is a highly volatile, disruptive time in the world right now. We also have very strong assets. We've been investing in our nitric acid plant facilities. We've upgraded systems. We continue to invest in solar, in water, in storage, which you've heard about. I think it's no secret that we've got some of the most reliable, most modern plants in SADC that has been supplying both the fertilizer and the explosives sector very, very successfully. From a technology perspective, we have dual salt emulsion. I think you'll see some of it on the screens being shown here. There again, we're using used oil. Less fuel in the emulsion production, less clean oil, better for the environment, better for us and better for our customers. If I move on to other value creation capabilities we have, and this is very relevant in the time of disrupted sulfur and phosphates, our nitrophosphate plant, which was a huge headache for me and for those of you who know me, when I joined Omnia, I had a lot more hair at that stage. The hair disappeared because one of the first challenges we had in 2017, 2018 was a nitrophosphate plant investment that wasn't doing what we needed it to do. One of our lead engineers, Francois Visagie, and myself and others spent a lot of time pulling out our hair and thinking, what do we do with this plant? But if you look at the plant today and you look at how that plant plays a central role in producing calcium nitrate and mother liquor phosphates for both agriculture and mining. As that plant delivers and as it integrates into our complex and as it does more, it gives us an added competitive advantage. I guess when you think about us, these things sound all very complex, but actually what we're doing is we're able to optimize between explosives and agri products, and we're able to do that with some unique kit and plant that we have in Sasolburg. We also have further investments that we've made across the world. So in Canada, detonator plants, emulsion plants, and the Hypex Bio plant. And in Australia, similarly, detonator plants and others. We did say, I think both speakers before me mentioned that our BME business is being held back by some of those investment costs. In spite of those investment costs, we still see a growth in earnings overall in our group and an uptick in ROE. If I just go one step deeper into our competitive advantage, I guess you always want to know, well, why will Omnia win? Why will Omnia do something different? What is the competitive moat in the underlying businesses? What you can see here in SADC, we are by far the leader from an agriculture perspective. We have got great agronomists, great people at the front end of our business. If I think of our sales and distribution teams managed by Louis Strydom, most of you would have heard him or heard him speak about the market. This team of ours have been able to deliver in high commodity prices, in falling commodity prices that we've seen, Russia-Ukraine scenario. They've been able to deliver when we've had the Suez Canal and supply chain disruptions. Now in the Middle East, as Madeleine has said, we've been able to use our strong balance sheet, our working capital, and position ourselves strongly for disruption and for what might be coming into the future. The team has also been growing specialties over the years. We've given you a little bit of a chart there, and we can tell you more about the specific technologies we have to analyze soil. You know that we do the largest number of soil tests, probably in the southern hemisphere. We're able to do sap analysis of leaves. We're able to predict quality of crops and yield. It's very pleasing to see how our local business positions itself to be a leader in the agriculture space. Added to that, we've had a stark turnaround in Agri SADC. As the team before me mentioned, taking out the positive parts of the kwacha that happened in SADC and the negative parts of the kwacha in BME, taking that out, we saw volume growth. We saw an operating model change in Zambia and Zimbabwe, and that business is now well-placed to continue to deliver going forward with some very strong propositions and provides us some good optionality to leverage our assets in Sasolburg. The international business, as we've spoken, a few of us have touched on it a little bit. I think great competitive moat, the fastest growing part of agriculture globally. We saw China come online this year, and we're seeing the volumes through the U.S. The underlying business growth, the volumes have been growing. We had a little bit of a slower performance in Brazil, I think this competitive moat and continuing to form partnerships across the world and having the step change in the volumes and the profit growth in this business will continue. You will see more growth coming from this going forward. Then to the flagship, to our BME business, I think if we look back four or five years and we see the immense growth in profits in this business, I think what you can see if you look through what we're saying, the investments we've made for future growth. BME is in a very attractive industry with strong fundamentals. If we just look at AI data centers, battery minerals, technology, all of those need mining minerals. We're well-placed in that, whether it be in copper, whether it be in energy, BME has some unique value propositions in that space. Some of them you see here. We've got these very same MMUs that you see outside in the Copperbelt, in the DRC, in Canada, in Indonesia, in Australia, and all over South Africa. What you can see is that BME provides us a shorter cash conversion cycle. It provides us an ability to optimize our ammonia supply chain, it provides us the right to win in markets outside of South Africa. You see us winning in the rest of the continent and across the world. I just click one level down into mining chemicals, Stephan picked up on that, we saw some nice contract wins in the uranium market, not only in Namibia, but also in Malawi. We believe we can take that mining chemicals business further into Africa and into the rest of the world with BME. We will continue on our strategy to globalize this business. We do it very carefully. In some instances, Ralf and I arm wrestle. Should we do something faster? Should we do it quicker? Should we do it differently? I think the BME leadership team have adopted a very steady, consistent approach. Our joint venture in Indonesia continues to grow well. The profits continue to be on plan, a number of new customers are being tended for. A number of awards have been won, I think we can look back and say it was the right way to enter that market with our partner, MNK. From a Canada perspective, the business still printed a loss this year. It has had a great turnaround from where it was in the prior year, we've continued to invest in infrastructure. We've got a great partner there, we will use that partner to take the Hypex biotechnology into Canada and also go potentially into the U.S. market, which we are exploring. From an Australian perspective, we'd like to have a partner there. We're exploring different opportunities, some good trials, a good management team, and we've built some good infrastructure. At some point, we will see that business turn to profit and hopefully a step change for us. I've spoken a bit about metallurgy already. You can see in our results that our metallurgy business keeps growing. We keep winning from a uranium perspective. There's some of those chemicals here that you can look at. I think finally, we haven't unlocked the value in Hypex Bio yet. We've made the investment. We continue to work closely with the team, we believe in the near term, we will start unlocking value from that perspective. If I move just to the outlook and the dynamics. The Middle East is clearly a big issue that we're all thinking about, thought about, and responding to. The first thing that we saw in the tail end of our results, we saw a little uplift in the commodity prices. The Middle East, in essence, causes two issues to happen for us. One, it causes disruption, and two, it causes a change in the commodity price. I guess initially when the invasion happened on the 28th of February, we all thought about oil, very quickly, the world moved to fertilizer because that little piece of seaway is very, very important to fertilizer. What you find is the higher commodity prices, like you've seen in the Russia-Ukraine war, bodes well from a tailwind for our group. Provided we can get the inputs, we can produce, and we can pass that on to our customer. You see a tailwind, which you saw in the Russia-Ukraine scenario. What we do have to worry about is that we manage the commodity risk well. Should there be a sharp turnaround or a sharp decline, how are we positioned for that? This is something the team do on a daily basis. This is something that we've had to do for a number of years. Immediately, as Madeleine said, in March, in April, we started moving things around. We have had an ammonia ship stuck in the strait, the team responded to that with a lot of rigor and agility. We let that ship go, we were able to source another ship from Brazil. We have had no disruption in our plants due to inputs. Obviously, there's other inputs like sulfur, like phosphates, our team are working not only with our suppliers but with our suppliers' suppliers to ensure that our suppliers can supply us. I guess that's the complexity of supply chain nowadays, that's why it's so good to see so many students studying supply chain because we recognize that supply chain, when it gets disrupted, it can have major consequences. From a Middle East perspective, while there are risks, there are also opportunities for us, and we have positioned ourselves with our strong balance sheet and our agile team to ensure that we are on the right side of that. If you're worrying about us, I think the challenge would be is if we do not have inputs, then we cannot produce and cannot supply. I guess what you can see here is that we have got inputs, and we do continue to supply. We have never declared force majeure during these periods or other periods where there has been disruptions, like some of our competitors have. What we've done is we've shored up our supply for a number of months ahead. I guess what we've got to think about is farmer health and mining, whether those prices can be passed on. A lot of deep work has been done, how those prices move, when we buy, when we sell, when we produce, and what stock positions we take. Overall, provided we can get our supply, which we've been able to do, we see some support, but clearly there's always risks that we have to manage and look at. When we think of the outlook for our earnings, we put up this slide about a year and a bit ago. I think what we thought this time around is to just show you how we've progressed against this slide. Have we delivered everything, or is there still more to come? I guess what you can see broad brush here, a lot of our growth initiatives still sit in BME, and that's still to come. We've delivered some out of chemicals, you see that in our results this year, and we've delivered a bit of a change in the rest of Africa Agri, you see some of that in the result this year. We caution that because there's some ups and downs around FX in there. I think that net, what you can see is there's still two years of delivery here and still upside to come from a margin perspective. Specific initiatives in the medium term. I've spoken through a lot of this in the strategy section, but we've been able to take all of these initiatives. We've said systematically, each one of them need to enhance our profits, need to enhance our margins. When you think of us, you must think of a portfolio, a portfolio that's optimizing between Agri and mining in South Africa, that's then optimizing between Agri and mining from South Africa to SADC, and then with these two global businesses of the Humates business in Australia and BME that's outside of the African continent, they bring us additional optionality, additional mechanisms to enhance our earnings and to grow our margins going forward. Clearly, Stephan and Madeleine spoke about the cash focus. We know that a company of ours has to have a very strong focus on working capital, CapEx, and cash generation, and have levers to pull should you need more working capital, should any of these specific things change. Where does that then land us? In terms of medium-term margin guidance, all of our businesses are in that range. BME probably would be quite a few percentage points higher if we take out the mobilization costs. Let's not do that. Let's leave that in there. As Canada, Australia, and others come online, you will see an uplift in BME's margin. What we did do for ourselves, we said, let's revise the margin guidance at the group level by 1% up. That will hopefully demonstrate to all of you that we will hold ourselves accountable to do more. We've just got into the group guidance at 9%, including Protea. If you exclude the Protea, it's at 9.5%. I think it's important to set guidance levels that are higher than where we are. We will keep rethinking the guidance level and probably look at how we up the guidance level of the two core businesses going forward. From a return on equity as well, a bit of an improvement. Obviously, what we're doing on this slide is just showing you that if you take chemicals out, we go to 13.6%. We have projected what that would look like over the coming years, and I'm sure a number of you have done the same. Obviously there as well, we see the return on equity lifting as we go into the next few years. Link capital. When we talk about this slide internally, we often say this slide should be the first slide we talk about because any business that gets things right and gets things wrong, it's really around capital. It's how you spend money, what you choose to spend money on, how you make money, and what you choose to do with that money. Ultimately, what we're showing you here is a very disciplined capital allocation slide. It's a little bit boring, which is good. What we're showing you on the right-hand side is how that has played out. Since our rights issue, we've returned ZAR 6.8 billion back to shareholders in dividend, special dividend, and share buybacks. You see us being very disciplined and very consistent with that. In doing that, we've still spent on an annual basis on investments, on new plants, on ESG investments, on repairs, on maintenance. We continuously upgrade our plants. We continuously upgrade the civils, the infrastructure in our business and our plants, invest in our MMUs. Our primary objective is to invest in our company and expand. Where there is spare surplus capital the board has consistently done what it's done, pay dividends, strong dividends and special dividends. We've done share buybacks. We will continue with this religiously. We will continue to look for partnerships and M&A opportunities and do that in a very considered manner. Just as a takeaway, Glen and I and Stephan were told a few years ago that most companies who do buybacks get it wrong. I asked the team yesterday as we were preparing, if you take all the buybacks we did, obviously we haven't done a huge amount, but what was the average price? The average price was at ZAR 0.6241 of buybacks. If I just talk broadly, we've shown you this slide before. I think if you compare us to our local peers and our global peers from an explosives and an Agri perspective, you can see there's still value on the table. Yes, we are increasing our profitability and growing our business, but our ambition is really to be a global player, is to be bigger in the explosives business across the world, and Ralf and the team are driving that. We thought, let's just refresh this slide for you and show you what this slide looks currently with the new rating and where some of our global peers have moved to. Obviously, mining remains an attractive sector for us, with strong fundamentals and long-term growth. BME is well-positioned to win in that space. We still believe that Omnia is undervalued in the global context. Just finally talking about a bit further into our investor value proposition, you know that we operate in primary sectors of agriculture and mining. Those sectors have a high degree of resilience. Governments, GDP growth, communities need them. We've got a big focus internally on being agile, being versatile, being able to move things around and optimize in our supply chain. We tell you a lot of that. There's some things as well that is our competitive advantage and our competitive moat. Jacques was having coffee just now with us between our two sessions, and we said we've got a BME MMU outside, and he said, "Stephan, we should have brought an ammonia road tanker." We talk a lot about our trains and our 205 trains that we have driving around, but in the last few years, we've built ammonia tankers, road tankers. I saw quite a few Jacques in Sasolburg, maybe you can tell me how many we have on the road now. On the road currently, more than 10. We'll be building another 12. Okay, we've got 10 on the road and another 12 coming. That gives us more optionality in the time of train disruption. There'll be 22 road tankers moving around from Richards Bay to ourselves or from elsewhere. We continue with our operational excellence. We continue to invest in our supply chain. I think what's most important is we continue to have these unique, innovative, competitive customer solutions for agri and mining that you see put out here. A strong balance sheet, cash generative business, no debt, and obviously just the ordinary dividend, a good dividend yield over the years. We put down the shareholder distributions there. I'm going to pause there, and we've got some questions on the line, and I'm sure there'll be some questions in the room. Firstly, let me thank all of our stakeholders, all of you in the room, all of you on the line, our shareholders, our board, our bankers, our suppliers, our communities, our staff that work relentlessly day and night in the cold, in the heat to make sure that our farmers and our mines have what they need. To all of our partners that have made Omnia a very successful company that continues to deliver an impactful impact on agriculture and mining, not only in South Africa, but on the African continent and across the world where we've chosen to operate. Thank you very much, and we'll open for some questions or comments. Gerhard, do you want to go first? Transportation incidents. Our external service providers in Africa are an important factor for us from a safety perspective. If you look internationally where we work, for example, in mining, in joint ventures in both Canada as well as in Indonesia, we need to make sure that our joint venture partners, and we are making sure, by the way. Sorry, can we. We need to make sure that our joint venture. Okay. There is someone talking on the line, but we cannot hear. Could I suggest we send that as a message to somebody, and maybe we will start with Gerhard in the room. Thank you. Gerhard Engelbrecht, Absa CIB. Two questions. You talk about volume growth in your South African agriculture and mining businesses. I am just trying to understand the industry a little bit better. Can you maybe give us your thoughts on whether that is industry growth or whether you are winning market share from other competitors, and to what extent? My second question is just, I just want to go back to the margin guidance. You are operating very close to the top end of your margin guidance in the explosives business, and if I look at your profit enhancement objectives, there seems to be quite a lot still on the table. I guess the question is, if you achieve the profit enhancements, where do you see the margin can actually go? Yeah. Thanks, Gerhard. I think the second question is easier to answer. I think there is no doubt that our margin guidance can be lifted. I think if we take BME at its current level, I am just going to maybe just go back to that slide. Let us take this one at 11.2. If we were to take out the mobilization costs, maybe take out some of the impact of the kwacha. That could probably go up between 1.5% and 2% from a BME perspective. Clearly, the kwacha has got some positive in the agriculture side. I think, what we are looking at is a margin revision. I think what Ralf often says is we continuously have some mobilization costs in the business, and we probably will continue as one country moves from a loss to a profit. We will probably add some mobilization costs into the next bit. Ralf, maybe you want to answer the contract wins in the RSA business. We've seen volume growth not only in RSA, but I think in the rest of the continent. I think Gerhard, what is quite complex, and maybe I can just go to Stephan's slide. He presented the slide on the underlying performance of the businesses. This one. If you look at the international business, which moved from 657 to 636. If we take out the mobilization costs and the impact of the kwacha, and what Ralf will talk you through is how each underlying business performed. Each underlying business saw volume growth, and he can tell you where that came from, which countries, which regions, and how we won there. Thank you very much, Seelan, and thank you very much for that question as well. Maybe just one additional point on the margin enhancement. As we build scale in the global businesses, we are currently just building the infrastructure. As we build scale and cover the fixed costs that we currently use in order to get going in the global space, the volumes will naturally enhance the underlying or the operating margin. On the question of the volumes, in South Africa, we've got to look at it from a regional perspective. In South Africa, well, the South African market is at best flat, so it is a little bit declining depending on the commodities that we are talking about. The main volume growth at this point of time is coming a little bit from the iron ore sector in the Northern Cape. It's got to do with Transnet opening up the corridor for the iron ore exports. We've seen a big impact on volume growth from the Anglo mines. We see some volume growth in the platinum sector, and we see some decline in the coal sector and the diamond sector. Overall, our volume growth in South Africa is about 5%-10% against a market which is flat and a little bit in decline. The SADC business, we've won some contracts in Namibia. We've won what Seelan has alluded to, both a metallurgy and an explosives contract in Malawi. We see we are still winning in places like the DRC, albeit slowly, but that is against a very slow or, let's call it small base. We are growing responsibly in those areas as well. We've also seen some volume growth in the Copperbelt, in Zambia specifically. That has been more organically, but we've also won some business in the Zambian quarry business, which was of higher margin. The volume growth in West Africa has been organic at this point of time, mainly in Mali and in the gold sector. I'll stop there. Thanks. Thanks, Ralf. I think, Gerhard, the only thing I'll add is when you think about us winning in explosives in SADC, we've got BME that's doing something for us, and then we've got metallurgy that's selling AN derivatives, and they are selling that into that same market. We've got two horses in it, wholesale and, if I can call it, a retail horse in BME. Louis, do you want to talk a little bit about the volumes in South Africa and that slide? That is this slide that Stephan did and maybe you can also, if you want to, just talk about any outlook on the planting season for the current year. I'm putting you on the spot, if that's okay. You do, Seelan, Gerhard, I must admit, your questions is more difficult than Seelan's. Let me give it my best shot. I think it's general knowledge that from a fertilizer perspective in South Africa specific, we sit in a mature market. I mean, the market is well developed. Normally when we say fertilizer, we're talking nitrogen, phosphorus, and potassium, which is the three macro elements, and that's what's normally supplied. I think, Seelan, if I could ask you just to go to the graph on the specialty side. What we see in agriculture is that the yields we get and the yields that we produce nowadays needs more than nitrogen, phosphorus, and potassium. It's not general knowledge, and excuse me, but I'm an agronomist. I get hilarious about these things. You need 17 elements to grow a crop, and normally we supply only three. For many years now, we've said that we position ourselves. Apart from the N, P and K, nitrogen, phosphorus and potash that we supply, we position ourselves to supply the specialty volumes. The graph is testament that the market is moving to the more specialized products that we have positioned ourselves and that we supply to the market. I see we can see that from a biostimulant perspective, and also the nutrients, the macronutrients. Then, Gerhard, I think if you look at the export sales, the citrus specific and the export grapes, they've done again very well. I think we've positioned also ourselves to supply that market, and I think we supply a fairly big percentage of that market, and we see that to grow into the future and that way we see the growth for. Having said that, from a nitrogen, phosphorus and potassium perspective, I think the market has realized that we are a reliable supplier. A maize farmer has only three weeks to produce his crop, and he cannot run the risk by running out of fertilizer. I think the market also sees us as one that can supply, has supplied, as Seelan said, very difficult times, expensive and cheap times, and also in supply chain disruptions. I think that sentiment also increases the volumes that we are prepared, that we will be delivering. Seelan, I think I'll leave it for that. Thanks. Louis, is there anything else you want me to do for you from a slide perspective? I'm happy to be of service. I'll keep the option for later. Thank you, Seelan. Do we have any questions online, Rowan? Will someone get the questions online and are we managing those? Okay. Rowan. Louis, can you send the microphone there? Rowan Goeller from Chronux Research. Seelan, we know about a potential shortage of ammonia and urea because of what's happening in the Middle East. Are there any other chemicals? Louis mentioned there's 17 elements you need for farmers. Is there the risk of a shortage of something else actually impacting the ability of farmers to get enough total fertilizer? I don't think this probably impacts the mining market too much. Yes Probably this is more of a question for the agricultural market. Things like sulfur I know is also, there's a bit of a shortage there. Thanks. Louis, do you want to take that? Do you want to give it to one of the supply chain guys? Maybe Louis can go ahead. You're right, sulfur, phosphates. Louis? Maybe you can just also then speak to how we're dealing with it from a supply chain perspective. Rowan, thanks for the question. I think if I start with nitrogen, everybody sees urea as the nitrogen source. Yes, it is the nitrogen source that's predominantly used in the world. Obviously, a lot of the urea comes from the Middle East and especially through the channel. We also produce ammonium nitrate from ammonia, and obviously ammonia, as Seelan said, we can get ammonia from different parts of the world. We import urea, but we also have the ammonium nitrate through our nitric acid plant and through the granulation plants where we produce our own LAN. Obviously there's some other sources of nitrogen like potassium nitrate and MAP as well. That's the nitrogen side of it. I think we're resilient from our own production facilities with ammonium nitrate. If we then look at phosphorus, and I think that's where Seelan alluded to our nitrophosphate plant. We don't use ammonium MAP, which you can also import from the Middle East and some other places in the world. We start from rock phosphate, which we mine locally through the local supplier, and then through our nitro phos facilities into our fertilizer. We're fairly protected from a phosphorus source as well. Then obviously potassium, you can get from different parts of the world, from the West as well. I think nitrogen, phosphorus, and potassium from an Omnia perspective, I think we can go a long way before we really run dry and don't have product to supply. Then again, back to the specialities, we import that from all different parts of the world. I think from a security of supply perspective, we're very well-placed. I think Madeleine, Rowan, also maybe alluded to a little bit of an increase. Even our working capital ratio is fine, you saw it went up a little bit, that was at the tail end where we made one or two calls to move the working capital around to position ourselves well as prices were changing. Sorry. John Kransdorff. I see your chart for ammonia on the right, that shows that you see it peaking the price sometime soon then going down. That's what worries me. Is this problem we've had in the Middle East going to have a longer term effect than people think? One hears about gas fields, oil fields, petrochemical plants being destroyed. All these things take time to get going again. Yeah. Is this going to be different to previous cycles? John, you said. A very wise comment there, I should maybe let Glen answer this one. Our view is, yes, this is different. There are a number of plants that are destroyed. There are a number of green ammonia projects that have stopped because of Mr. Trump changing direction a little bit. Yes, our view is that you're probably not going to see things go all the way down to where they were. We're going to have a slightly higher base. I don't know, Glen, if you would like to add to that. We have been monitoring the disruption in supply, clearly there are some new ammonia plants coming online, there are some plants that are in trouble. Thanks, Seelan. Excuse me. It's definitely an interesting question. For us, when we see a chart that goes like that, we think about having to manage price risk on the way down, and that's covered in the slide. What you're talking about is possibly more interesting, and that's a long-term effect. In general, higher commodity prices are better for our business. We're thinking that for exactly the reasons that you've said, key gas coming, natural gas coming out of the supply, that affects ammonia production. There's probably a risk premium on the Middle East that's going to stick there for a while because people can't unforget how vulnerable the world is to that little strait. Chances are the previous long-term commodity prices that people thought about are possibly going to be a little bit higher than they were before this happened. In general, that's good for our business. We just need to manage the cycles and we've spoken a lot about how we do that. I don't know if there are any questions online. Okay. There we go. Sorry, you were hiding behind the- The first one is from Siphelele from Matrix Fund Managers. On fertilizer demand, could you provide some insight into customer ordering patterns? Specifically, when does peak ordering typically occur? What are farmers' primary concerns at present, and how do your current fertilizer inventory levels compare with the same period in prior years? Okay, there's quite a few questions there. Is there any other question that's in the same space? No. No, or there are? Louis, do you want to maybe talk through that a little bit? Or do you want me to do it? I won't ask you to go to another slide, Seelan. No, can go, yes. I think from an ordering perspective, it's a very good question. Again, farmers has to choose between buying now and securing his product versus postponing and not getting the right product which he need on the exact day that he wants the product. We've got a feet on the farm model, the Nutriology model that we've alluded to. We know exactly, and actually, the farmers takes us into his confidence and we know what he wants to do, when he wants to do that, to allow us to plan for that, to be able to supply him product. What we've seen is that there was quite an aggressive buying early in the season when the Iranian war started. Obviously, there's a bit of a lull now, especially in the summer rainfall area where we find ourselves here. Farmers is harvesting, so there's a slight delay. We saw good deliveries. Year to date, I think it's also looking good. Obviously, there's a lot of discussion in terms of how much they should plant, will they plant, and so forth. We've seen this in the past as well. Farmers do plant. You can't let land lay fallow for a year. It's an asset which doesn't produce. Eventually, farmers will plant. Obviously, we assist them to increase their nutrient use efficiency to buy the right stuff, to buy at the right time, and to do the right thing. Again, the confidence within Omnia and the way that we go about, I think, create lots of certainty from them. Farmers will buy and eventually they will plant. Thanks, Louis. Tracy? John from Standard Bank Securities has a question. Can you reflect on the performance of mining South Africa, and do you believe you are gaining market share in this jurisdiction? Thanks, Tracy. I think we tried to answer that in the previous question. I think what Ralf said is, he answered that one. Is there another one, Tracy? Let's just finish on the line. Let's do Agri International. Is it still reasonable to expect longer-term operating margins of around 25% despite the decline in this result? Yeah. I can answer that. I think it is reasonable to expect the margin to go back to where it was. I think what Stephan did say is there's some mobilization costs in there from the U.S. that will work its way through the system. I think at our previous results, we actually showed a margin pre and post those mobilization costs. I think the competitive mode of that business is still very much intact. This is the final one. He's just retracted his question. Thank you. Okay. If there is anyone on the line that we haven't answered your question, we're running out of time. You know where to send it to and we'll respond. Yeah. Seelan, hi. Good day. Bruce Williamson, Integral Asset Management. Could you give me a feel for within SADC, your competition, both on the mining and fertilizer side. Are they as well positioned from a supply chain point of view as you guys? That's a big question, Bruce. If I broad brush it, I think Africa is a highly contested, competitive market. If we just talk about mining first, I think what you're wanting is access to nitrates and what you're wanting is access to BME's capability of being able to mobilize and have feet on the ground and access to its technologies. I guess from that perspective, we are fairly strong because we've got good nitric acid plants, probably the largest capacities, the most modern and the most reliable plants in the country. If you take the African continent as a whole, it's BME that's buying from us, but there's a number of other suppliers locally and globally that's buying from us. That competitive mode that we have in terms of the nitrate stands us in very good stead. From an explosives perspective, though, the continent is highly competitive. You have everyone in the world coming here wanting access. From an agriculture perspective, we are not in West Africa and far north, we're just in East Africa and southern. From that perspective, there's a lot of competition. Chinese players building blenders, building plants, building infrastructure a little bit ahead of actually having business. I think what we do have is we have the science-based quality product. Omnia's product, as you know, it's not the cheapest, it is the most science-based and backed and the best product in the market. Our farmers that know us for decades know that and see the yields. I think lots of competition, lots of cheap imports, lots of maybe delivery of product that's not great. Sometimes those producers are not delivering consistently as the way we do in Sasolburg, but a chunk of competition there. I think locally, what you can see is that we are very strong and our value proposition is not just fertilizer, it's linked into the entire value chain of the farmer, the soil, the testing, the specialty ranges that Louis has spoken about. It's very important for us that our customer value propositions are strong and we keep investing in it. I think if any of you invest in us thinking that we just sell fertilizer or we just sell explosives, that's not what we do. There's three detonators standing on the table here, different detonators that do different things and play in different markets. That's what we're wanting to show you from an explosives perspective and similarly from a fertilizer perspective. If you take Compound D and the specialty nature of that product into the Zambian market, it was tailor-made for Zambia and its conditions. That's how we win. We will never win against a cheap, nasty importer that's just dropping product down in a port or in a farm. That is not sustainable in the long term. It's not good for farming. It's not good for the environment. Thank you. John. Sir, climate change. We've seen the volatility in weather. How are you planning for that? How are you setting up your business to cope with it? That must be a really important question. Yeah. Thanks for that. I think climate change has a lot of different threads to it. I think the first one is what we're seeing currently is more disruption and more violent weather patterns. That means things get disrupted not just because of the Strait of Hormuz, but also because of a weather issue. If you think of the rain and the flooding we had in the Western Cape, the Huguenot Tunnel was closed for so many days. Hundreds of trucks were standing in all different places. I think the first thing is the agility of our supply chain. The second is our underlying products. All of our underlying products and our plants are based on using less chemicals, being more efficient with water, delivering less CO2 emissions, and doing what's better for the environment. We believe that if we do that, not because we're forced to do it, but because we want to do it's the right thing to do, it will position us well for the future. Hypex Bio is a new generation explosive, not using chemicals and a number of the tier 1 mines, and the non-emerging and frontier countries, the developed countries are looking for that and are buying that. If you look at our emulsion product, which is using used oil, yet again, positioned well and doing what's right for the environment. I guess climate change is a risk for all businesses and an opportunity for those that are well-placed. Okay. Thank you very much for You're standing. Is there another question? Sorry, there's one more question that's just come in. I'm worried we have to close. Yeah. Yaameen from Laurium Capital. More broadly, how does Omnia plan to win mining contracts internationally when going up against larger existing suppliers in those regions? What is the strategy and the entry point? We'll take that as our last question. Ralf, do you want to? Thank you, and thanks for that question once again. I'll just keep it to the global businesses that we currently have or the businesses that we currently develop. Let me start with potentially the easier one is Indonesia. We are partnering there with a partner who's fully integrated, who's got nitrates that they produce. A partner who's been busy in winning in coal mining, and they purposefully chose us because we bring the technology, the electronic detonators, and the know-how, ways of work, and so forth into their partnership in order to be able to compete in the metal space. We know that Indonesia's got the biggest nickel market in the world, and they want to expand. With our technology and so forth, we expand. In Indonesia specifically, we've got a fully integrated partnership and hence all the toys, the know-how, and the people to compete against anyone. Becomes more interesting in the other two global spaces. In Canada specifically, we are partnering with the largest drill and blast civils contractor in Canada, they've got already a very nice footprint. Again, complementary. Why are they interested in us? We bring the technology, the detonators, the electronics, the people, the know-how, the equipment in order for them to compete and take their market from a quarry market into the mining market, which is very important. How are we going to win in Canada? We've got the first plants in the Ontario region, assembly detonator plants. No one else has got detonator plants there. We've got Hypex Bio that we talked about quite a bit, which is going to be a market changer, we've already built a nice pipeline and platform there. From a BME perspective, we are very strong in underground, the Canadian market is inherently an underground market. Our emulsion systems, our equipment, our people, our technology, our product is what they are interested in, we're going to win in that space. Australia becomes a little bit more difficult. Again, we have built the first electronic detonator assembly plant in Western Australia. Western Australia is about 70% of the mining market in Australia. Again, the first entry into assembly and local supply, from a competitiveness, we see ourselves winning in that space. On top of that, we've again got the underground capabilities. We've got good people, we've got the electronics system, which competes with the best in the world, and so forth. Australia specifically, we are still waiting for and looking for a complementary partner who then takes us to the next level of winning there as well. I'll just keep it there. Thank you, Ralf, and to all of you who've come to be here physically, thank you very much. To all of you who've dialed onto the line, really appreciate that. There's probably more questions. We love talking, as you can see, about our business. If there's anything we haven't answered, please email it to us, and I'm sure we'll come back to you as soon as we can. Please have a cup of tea or coffee, and you can ask as many questions about all the things you see in the room or outside, and I'm sure the team would love to tell you what it's all about. Thank you very much. Thanks for coming and listening to us