We are experiencing a period of global socio-economic development that is defined increasingly by the will of society rather than just by decision of leadership. Two thirds of the global population live in the eastern hemisphere and we sense this to be the driver of growth for infrastructure development and resource extraction over the years ahead. We have introduced a number of strategic initiatives through the past year that have focused attention on building better relationships between Murray & Roberts and its people and supporting the role they will play in shaping our future potential. This has been embodied in the concept of Letsema,which is the brand name for our broad based black economic empowerment (BBBEE) initiative. Health, safety and environmental (HSE) issues have demanded increased attention over recent years and in South Africa we are faced with special challenges in this respect. Our Board has committed to a target of zero harm consequence from our activities on our company and clients, all people and the environment. We have benchmarked fatalities and permanent disablement at zero and set our lost time injury frequency rate (LTIFR) target below a benchmark of 3,0 with a long term objective of 1,0. Our performance this year was a LTIFR of 4,6 but regrettably at a price of 10 fatalities. Stop.Think is a corporate intervention designed to stimulate a sustainable culture change in the organisation such that responsibility for personal health & safety is primarily devolved to the individual at the workface. Accountability remains with management. The Group has committed significant funding and resources to this important initiative. We have established a number of communication forums in the Group that encourage interaction between the company and our stakeholders, including employees. The increasing success of these initiatives is testimony to the integrity of engagement. The Letsema BBBEEand Stop.Think initiatives are expected to increase the volume of internal interaction and engagement within the company. We established ClientService initially as an interactive facility to improve the response quality of communication between Murray & Roberts and its external stakeholder community, who sought increased levels of information and management access. This facility is currently processing on average 2000 calls a month and is now being extended to cater for an increase in activity expected from our internal communication initiatives. Facilities such as Ask Brianon our internal website, CE discussion forumon the external website and Tip-Offs Anonymous through an independent service provider, offer additional and well utilised communication channels with our internal and external community. Performance I am pleased to report that our performance for the year to 30 June 2006 has exceeded expectations, as the markets we serve have started to deliver the increased opportunity predicted in previous years. I am also pleased with the performance platform serving these markets and established through Rebuilding Murray & Roberts over the past six years. Operating profit increased 47% to R800 million off a 16% increase in revenue to R11,9 billion at a margin of 6,7%. This is the highest margin recorded by Murray & Roberts since its previous peak performance as an industrial holding group through the five years 1991 to 1995. Excluding an R87 million charge to the income statement relating to the granting of shares to almost 14 000 employees in terms of the Group’s BBBEE transaction in the year, headline earnings increased 26% to 184 cents per share. The prospects statement included in the 2005 annual report was written with some caution following the disposal of the Group’s 44% interest in Unitrans in the previous year and the loss of its associate contribution to headline earnings. We were uncertain at that stage whether the Cementation businesses in South Africa and Canada and Clough in Australia would overcome this deficit, coupled with the turnaround risk in Construction Middle East. At the half year we disclosed problems experienced on some projects in Construction SADC and an interim loss from associate Clough. We maintained our cautious outlook for the year although at that stage we were experiencing early signs of improved performance from our construction materials, industrial and remaining contracting operations. While we are disappointed by the underperformance of Construction SADC and Clough in India, the remainder of the business has delivered ahead of expectation. We have taken decisive measures to resolve our problems, including the appointment of new leadership capacity that is geared for future performance. We provide in some detail in the accompanying operational review, the performance characteristic of each business segment in Murray & Roberts.