Well, thank you very much, Stewart, and welcome to everybody in tune to our results presentation. I'll swing straight into the fourth quarter overview. The good news is we've had a solid performance in the fourth quarter with operations under firm control. The significant highlight was the continuing improvement in safety as we recorded only the second fatality-free quarter in our recorded history. This represents another milestone for every individual in our business and is a performance that we're particularly proud of and particularly in the case of our South African operations. We saw Project ONE continue to make a difference with production of 1.148 million ounces at $672 an ounce. Again, ahead of guidance. It is no coincidence that delivery of five consecutive quarters on guidance, as well as making our annual guidance, coincides with the accelerated implementation of Project ONE. Adjusted headline earnings of $294 million were well ahead of last quarter once you strip out the one-off tax credit of $84 million that boosted the previous results. You'll also notice our improved cash generation capacity after elimination of the hedge, with operating cash flow at almost $700 million for the quarter. We saw another strong performance from the South African team, keeping a tight rein on the cost and maintaining production despite the sale of Tao Lekoa. Uranium also delivered another growing quarter, delivering increasing volumes into an increasingly positive market. Sunrise Dam delivered a strong result on all metrics, while Siguiri showed increased traction from the Project ONE intervention. Argentina, once again, shut the lights out in what is a difficult inflation environment. Our project teams have made good progress on all fronts with Córrego do Sítio, Tropicana and the Mponeng Deepening all moving ahead according to plan as did our feasibility studies in the DRC and Colombia. Our exploration effort continues to forge ahead with some recent exceptional growth in Tropicana, reinforcing our faith in the significant growth potential of this district. In Colombia, we continued drilling at Gramalote and La Colosa and started work on the Quebredona property, which continues to look like another really interesting prospect. In terms of the full year overview, while 2010 was not without its challenges, most notably in Obuasi and Savuka, the balance of the portfolio performed well and demonstrated the benefits flowing from our interventions over the past six months. And this particularly applies in the second half of the year. A quick look at the full year performance shows a strong underlying earnings of $787 million despite 10 months of discounted gold sales. Production came within our original guidance at 4.52 million ounces at a total cash cost of $638 an ounce. On the full year, look, Uranium 1.46 million pounds was ahead of our expectation. Our four critical turnarounds, South Africa, Geita -- well, three of our four critical turnaround projects, South Africa, Geita and Cripple Creek, delivered to their recovery plans, and our Project ONE teams initiated implementation across 15 new sites as they apply it in the mining and processing. On safety, it is an enormous privilege to me, again, for us to report, on behalf of 63,000 employees, of the fatality-free quarter for only the second time in the company's history. Certainly, a most significant event. Given the strong operating result, this proves that safe and productive mining go hand-in-hand. A look at our long line achievement in improving the ol' injury frequency ratios, the very promising long-term trend and how it has dubbed up [ph] with our operating improvements in recent years. There is more for us to do, but we continue to set high water marks as we progress through our new operations model, or as we talked to it, Project ONE. On reserves and resources, our exploration effort added modestly to reserves during the quarter, with the total now at 71.2 million ounces after depletion with good additions from South Africa, the U.S. and Mali. There was little change to our significant resource base of 220 million ounces. However, you'll notice that we've maintained a conservative $850 an ounce price in calculating those reserves and $1,100 an ounce for resources. We are currently working on an update to our resource and reserve inventory at somewhat higher prices in the second half. We're looking it in the range of $1,000 to $1,100, which is in line with a robust fundamentals for the gold market and our positive medium- to long-term view on the price. It is important to note that we see our exploration investment as a long-term endeavor with discovery cycles that don't necessarily coincide with the calendar year. Over the past four years, our brownfields team has added 31 million ounces at an average cost of $13 an ounce. Our greenfields team, which is a much longer-term horizon, has contributed more than 22.3 million ounces over the past eight years at less than $25 an ounce. And we would expect that number, in terms of ounces, to go up significantly as we continue to open up the potential of these regions that we've established good positions in. And obviously, as a consequence, the cost per ounce discovery would also go down. On a combined basis, we've added 53 million ounces of less than $18 an ounce. Obviously, a very strong result. And when you add then our prudent acquisitions, we've added another 20 million ounces at around $28 an ounce. We believe that's a pretty good metric against the purchases that we've seen in the market in most recent times, going up to $1,000 an ounce in terms of cost to resources and reserves. So we're very pleased with what we've seen in our regions. And add to that, the potential that we see given those positions, we think the upside in terms of the next two or three years is quite significant. From an operations overview point of view, it was another strong result from Ron Largent and our Americas team. Production trended lower, slightly lower as planned, to 196,000 ounces. Total cash cost were $465 an ounce for the period, with the escalation contained to 7% in what we consider a challenging currency environment particularly in our Brazilian operations. Cerro Vanguardia in Argentina delivered another exceptional quarter, lifting quarterly production 4% on the back of improved tonnages while lowering costs by 5% to $357 an ounce, and again, in terms of Argentina against a continued inflationary pressured environment. This remains the operation to beat in terms of consistency and operating excellence. And if you reflect again, back two years, we were almost draining up to $100 million a year in free cash flow. So the operating free cash flow turnaround has been more than $200 million in less than three years. At Cripple Creek, we saw a planned drop in production, in line with our strategy of stacking higher-grade ore closer to the pad in the first half of the year. It's interesting to note that we've actually beaten our budget targets for the first time in five years, and I think that's certainly heralds a new understanding and operating line for the operations, which we believe sets us up nicely for 2011 and beyond. The new MLE project will kick in from Q2 this year, so you can expect higher production in the second half of the year. Notwithstanding the strong real as I mentioned earlier, the cash margin from our Brazilian operations is impressive of a cash cost base of less than $500 an ounce. Brazil remains the cornerstone for our medium-term growth plans for the Americas, with 842,000 ounces produced from the region in 2010, set to top 1 million ounces within the next two years and to step up further in the ensuing periods. And that's before an ounce from Colombia is factored into our forward projections. Production from Continental Africa was largely unchanged at 374,000 ounces with cost up 9% to $790 an ounce. Good cash flows from Mali and another strong operating result from Geita underpinned the quarter, as did good improvements in Iduapriem, Siguiri and Navachab. Geita remains on track to achieve its 500,000-ounce target for the year, a remarkable recovery for what will now be -- from what is, in our eyes, one of the group's largest contributors and certainly represents a most gratifying turnaround story. At Navachab, good tonnage and great improvements as well as the new DMS plant came together to deliver an excellent production result. While at Siguiri, the conveyor belt modifications that stemmed from the early Project ONE work helped us achieve a 15% bump in production. Billy Mawasha is doing some great work with the team in Iduapriem, with record tonnages recorded in the last two months of the year flowing from improved availability in the plant, very similar to the early days of the Geita story. While production improved, cost filled the pinch from higher power tariffs, including one such charge for energy cost at the higher rank, which was backdated to the third quarter. As flagged during the fourth quarter, Obuasi continued to lag due to an unplanned plant shutdown and also continued all past hangups and suboptimal development performance. The latter resulted in an ongoing lack of flexibility, limiting access to higher-grade blocks. These are not new problems and form part of the extensive work already underway by the multi-disciplinary task force, which is on site and developing the next phase of recovery plan for this asset. Now in Obuasi, while we have stripped out more than $70 million from our operating costs, this has obviously helped us turn a very negative cash flow outcome post two years to a positive outcome last year where we reproduced marginal cash flow, a marginal positive cash flow. However, we are still lagging on our production transition program due to the slow development rights and the inability to maintain the necessary tight control in our stope extraction processes. As I mentioned, at the last quarter in November, we have corrected the Obuasi task force under Richard Duffy's leadership and with the full support of the executive to address the significant and short-term operating challenge we face. The team comprises three areas: the focus on short-term stabilization and optimization is led by Peter Anderson; addressing legacy sustainability issues led by Tony Bradbury; and the development of the future plan, or blueprint of the strategy that we currently have in place, led by Keith Faulkner. Also three individuals are capable, experienced mining professionals who are familiar with Obuasi and the challenges and the issues it faces. Peter has assembled his team, and together they are prioritizing key areas of focus to affect rank by the improvements of the operations, much as Robbie did in South Africa a year ago. He is working with local contractors and stakeholders at the operation to develop a mutually beneficial and crucially a sustainable solution to bring this large resource to account. We will provide a progress up to date at midyear. Meanwhile, Keith and his team are working on the long-term strategy, which we expect to report back on around the end of year. In Australia, Australia posted its second consecutive production increase, this time by 10% to 102,000 ounces, while cost dropped 16% to $894 an ounce. Remember again that this includes a non-cash deferred stripping charge of some $160 an ounce, which obscures the real contribution from standardized -- You'll see a very strong cash flow at around $146 million in operations, which really does reflect the true production growth and the improvement in the operating costs when we take out that $160 an ounce. Work is well advanced on the pre-feasibility study looking at bulk underground mining efforts, with completion targeted for the end of the year. South Africa delivered another encouraging quarter, maintaining production at 476,000 ounces despite the sale of Tao Lekoa during the period. Costs were well controlled at $616 an ounce despite a very strong rand, as the focus remained squarely on productivities and production improvement. The key challenges we experienced during the quarter were some grade and dilution issues at Moab, which impacted the Vaal River operations. However, the West Wits delivered strong production gains from Mponeng and TauTona where the improved safety performance was a consequence of reduced disruption from 1,654 stoppages, which resulted in improving tonnage throughput. It's a virtuous circle, but we're working hard to perpetuate -- that is, safety and productivity as the two go hand-in-hand. Project ONE forms the basis of our efforts to embed those improvements in the DNA of the business. And the initial results following implementation across some of the deep underground mines, which are undoubtedly more logistically complex than processing plants and open pit operations where we've had early success. Each of the operations has identified five key leads for unlocking value and already the sharpened focus on scheduling and planning is yielding measurable gains and the things on the front foot in what remains a challenging inflationary environment. The performance underscores the world class status of these assets, which are not only endowed with exceptionally long lives but are also capable of spinning off excellent cash flows. And $611 million free cash flow generated to 2010 is despite 10 months of hedged discounts. And if we reverse those discounts, we would have seen more than $700 million. And I think that really does demonstrate the potential that we're delivering, both the performance that we're delivering and the potential we have to improve as we run the business unhedged. On Uranium, it's also pleasing for me to report an excellent year from our Uranium business. Remember that we are South Africa's largest uranium producer, a position we're in no danger of relinquishing. Better-than-expected production of 1.46 million pounds last year on the back of improved recovery and efficiencies have left us with inventories of around 1.2 million pounds as of year end. We've consciously held back sales as we waited for the price to improve as we were looking at the fundamentals with the business, and we've seen improvement from around $40 a pound to more than $65 a pound. And the market has certainly been very strong. With uranium priced at more than 50% over the past year, it looks like we've made the right call. We will continue to focus on this important aspect of our South African business, and we will look for ways realize growth from our significant resource of 239 million pounds. This is an important business for us. We cannot only provide as a partial offset against rising energy prices in South Africa but gives us an exciting optionality given the size of the resource base. It is again the backdrop of this much improved operating performance that I am pleased to announce a final dividend of 80 South African cents a share, taking our total dividend for the year 145 South African cents. As a board, we are very mindful of the need to demonstrate our improved operating performance in a tangible way while maintaining a balance sheet that is able to fund that growth objectives. I believe this final dividend, an increase of 23% over the interim payout and 14% on last year's final declaration strikes that balance. I'll now hand it over to Venkat to look at the financials.
