 So I'm Sean Jenkins and my role and answer is the group executive of the nuclear business. We make many wonderful products, most importantly our nuclear medicines, the nuclear medicines that are distributed all around Australia and are critical in life-saving diagnosis to help patients across Australia handle them. In addition to that we have other products in minerals and mining, silicon, and radiations and radiation safety. So that's really the start of my work. The health, sustainability, security, I guess they're things we all hear about. Sometimes I often think about how important they're already integrated together. I mean working at a facility that has a nuclear reactor, I'm sure everyone understands the need for security. At Anstow we're as vulnerable to slips, trips and falls as anything else. Or being we have to make sure we deal with radiation retention and radiation we're managing every day. We've got some fantastic approaches to how we manage that and make sure we keep our staff safe. We do some wonderful things with science. But importantly we make products that are used by the Australian medical community. And we must be able to make those in a sustainable way. And what's important for me with health and safety and quality and compliance is that all go hand in hand. If you're an organisation that thinks about health and safety, you think about compliance and you understand quality, those things actually help your business. They help you become more sustainable. The whole concept of moving towards zero, zero injuries, zero defects, zero errors, that's a quality movement that makes my business sustainable. And that's really important for us when we think about everything we do and of course health and safety as well. I asked myself how I know that it's working at Anstow because people tend and you can see in the way people work and interact with each other and it's a small story against the illustrating. On a first start, here you seem to work sometimes in a crisis, but the team were committed to getting product to the customer so their intention and their motivation takes them. But as we introduced that concept of quality and high reliability and mindfulness and thinking, we got into planning, planning, plan B, plan C. And I think the way I measured that was on a Sunday morning, which is our biggest production day, I used to get maybe six to eight text messages before 10 o'clock with all the challenges and problems. Because it works as a plan, people work together, it's integrated and I know they're operating in a very high reliable way in thinking about health and safety. Anstow, as you know, is on the cutting edge of innovation and science, but we've also got to think about how we maintain and stay on the cutting edge around safety at the same time because new scientific discoveries, they lead us into things we're not sure we should be thinking about sometimes. What's important is that as we develop our innovation and our technology, we have to be thinking all the time how we stay ahead in future proof ourselves and the way we offer it. But we're very lucky at Anstow in that from our CEO down through the organisation, there are a lot of people who are constantly thinking about how we improve because the compliance requirement continues to go up, but will not continue to be ahead of them. So for us, an Anstow, what that means is making sure that as we think about the next cutting edge innovation, we stay ahead of it in our thinking. And what that means in practical terms is that we have our plans to do a lot of thinking around risk assessment and understanding what are the hazards that actually happen and then putting in those strategies to deal with it. Obviously, the most important one is elimination. We want to eliminate hazards where we can and take account of all those potential concerns people may have when they're dealing with something that's new. A good example of what we did with nanoparticles, we've all heard about it. So we're just talking about the nanoparticles, you have to understand the implications in health and the environment, and that's what we do. When we talk about things like nanoparticles or new technologies coming up, we have to, of course, take that precautionary approach. We talk about that more deeply as a conservative decision making sure that we have a process to help you think about whatever it is we're doing, whether it is nanoparticles or whether it's just implementing a new machine within a manufacturing facility. We have to take time to think about all of the steps and the risks that could happen. Think as far into the future as we can. And then you know what? We have to come back and check it again because of the conservative approach at this stage that's having an awful lot of the future. The radioactive materials can be challenging and obviously it's imperative that we manage the safety of our workforce and visitors on the channel side. We have, I suppose, a deeply embedded culture of safety that starts at the top of the city and resonates to the city management team. And it's reinforced daily and our meetings and interactions in the manufacturing side. We start every day with the toolbox tools to ensure that we've got those most up-to-date pieces of information we're communicating with. Every meeting across the organisation, we start with a safety discussion. And that safety discussion, of course, takes into account safety. It is more important when you're talking about what is our safety focus for the current two months. And that switches every two months to keeping it fresh, keeping it current, and make sure that we can have some real-life stories from people in the organisation to help us learn and improve. And at the moment the focus is really around positive things we can take out of that investigation so that we do improve. So it's a really good focus on the good things, understanding what happens, not blame, but understanding why things have happened so we can put the right into the future. At ASTO we've got many wonderful scientists, engineers, technical people. But I have a fundamental belief that our goals won't exist. You can't help before we lead you. So if your leadership is a constraint on what you build, that's a challenge. So as leaders, we have to understand those really important skills of situational leadership, engagement with people, understanding and committing to actions and causes of actions around topics such as health and safety. So that we seem to be not just talking about it, but embracing it and living it. So I often talk to the team about the ability to outperform leadership and make sure our leadership is improving all the time so that we can raise performance across everything. When it comes down to talking about the individual teams and the team they're all looking to, we probably attempt to overcommunicate. You never count, of course. But as you take multiple opportunities in meetings, one-to-one and staff forums on the internet to reinforce messages, the most important message though is the time you spend with someone. One-to-one to coach them and support them and help them develop across all of their areas of development, doubly important for health and safety. We've got highly technical and scientific staff on site and what is critically important is that we help and support everyone to be better communicators around everything we do. So for us it's providing leadership to demonstrate communication in team meetings. It's also important about encouraging people and putting in processes that drive, I suppose, a routine regular communication, have a monthly cycle of meetings and events whereby this rolls along every month and people get information that is then cascaded out to the organisation. So that more systematic and embedded approach is a really good way of getting the communication. It takes discipline. So that discipline to keep it going and have the meetings, ensure communication happens, that's absolutely critical for a successful organisation. And so, what's to be the leading edge of safety? So I'm unfortunate that I get to travel and visit other facilities overseas that have similar landline facilities that we do. So we get to see how they operate, benchmark and compare ourselves. And many of my colleagues also get the opportunity to travel, look at other facilities, bring back opportunities at best practice. We also have many visitors that come to us and one of the things we always ask them to do is when they come into Amsterdam, is view us with fresh arms. What do they see as they go around that we might be missing because we're so close to it and we see it every day? And their insight can often be fantastic in helping us improve. Obviously have as much reporting as possible. We take out of that reporting as early as possible those key trends for something we can improve and making that a routine part of our practice and we identify something. Then we put a real focus on that for a short period of time. Look for improvement, measure it, see if it's actually becoming embedded in the way we operate. Then go back to start again, do an improvement again. Take a message you're looking to support the colleagues. Take care of your colleagues in the way they interact. I urge people to be courageous. By the moment, have the discussion in a really positive way. We back that up by using the philosophy of asking all of our staff to assume good intent when they've been giving feedback. So if someone's giving you some feedback, assume they're doing good intent, then you'll take that well. The interaction will be more positive and will finally improve. Last words of advice. First of all, if you're fortunate like I am to work in an environment and a work area that's fantastic. Don't take for granted that people have invested time and effort to make the environment not just a good place to work, but a safer place to work. So all of those people on a daily basis take time to take care of your safety in an organisation. Take time to go and factor because they're thinking of you and you need to make sure you think of them as well every day to make the environment a safer place to work.