Go ahead. Hello, welcome all. My name is Carl Thompson, and I am the company secretary of AVJennings, and will act as moderator for today's meeting. AVJennings acknowledges the traditional custodians of country throughout Australia and New Zealand, and their connections to land, sea, and community. We pay our respects to their elders past and present, and extend that respect to all First Nations and Maori peoples today. In keeping with our safety-first response to the COVID-19 pandemic, and with the safety of our shareholders and staff in mind, we have decided to adopt an online approach to this year's Annual General Meeting as we did last year. The program for today is an address from Simon Cheong, our chairman, on the past year, including its challenges and our successes. Thereafter, Mr. Peter Summers, our Chief Executive Officer, will speak on our business model, current state of affairs, and our outlook. There will be an opportunity for questions. Please note that only shareholders and their proxies may ask questions. This will be followed by the formal part of the meeting with resolutions put to the meeting for consideration. There will be further opportunity for comments and questions on each resolution as they are considered. To assist shareholders, the online guide is available at the bottom of your screen, which explains the process for registering, voting, and asking questions. In order to ask a question, you need to click on the "Ask a question" box and type in your question and submit it. You can ask follow-up questions should you wish. This year, in addition to asking questions online during the meeting, we have introduced a new functionality to allow shareholders or their proxies to dial in and ask questions by voice, that is to speak. To utilize this teleconference facility, holders must use their unique PIN provided to them by Link Market Services. If you don't have a phone PIN and would like to ask a question via the phone, please contact Link on 1800 990 363 to get your PIN. When you dial in online, you'll be asked to mute your online sound and listen to the meeting by phone. If you wish to ask a question, you will need to dial star 1 on your keypad. That will indicate to the moderator that you wish to ask a question. The teleconference moderator requires your name and will introduce you, prompting you to ask your question by unmuting your line at the relevant time. We will endeavor to answer all relevant questions from holders during today's meeting. However, the chairman reserves the right to rule questions not pertaining to the Annual General Meeting out of order and to take questions on notice. In order to ensure that all holders have a reasonable opportunity to comment and ask questions, we request that holders do not ask more than two questions at a time. The order for taking questions will be first from holders using the teleconference facility by voice, and thereafter from any holders who have asked a question online in text format. I will now ask Simon to commence proceedings. Over to you, Simon. Thank you, Carl. Good afternoon, ladies and gentlemen. My name is Simon Cheong, Non-Executive Chairman of AVJennings. It is my pleasure to welcome you to our 2021 Annual General Meeting in the 89th year of AVJennings' proud history. There is a quorum present online. I declare this meeting open. I appreciate that some shareholders may have to leave before the end of the meeting. I therefore formally open the poll on resolutions and encourage shareholders to submit their written questions online now. My fellow board members attending online today are Mr. Jerome Rowley, Non-Executive Deputy Chairman, Mr. Bobby Chin, Non-Executive Director, Mr. Bruce Hayman, Non-Executive Director, Mr. Lai Teck Poh, Non-Executive Director, Mr. Tan Boon Leong, Non-Executive Director, Mr. Philip Kearns, Non-Executive Director, Ms. Lisa Chung, Non-Executive Director, and Mr. Peter Summers, our Managing Director and Chief Executive Officer. Firstly, I'm delighted to welcome Lisa Chung to her first AVJennings AGM. Lisa was appointed on the June 1st, 2021 as a Non-Executive Director and member of the Risk Management Committee. Lisa had a successful 30-year career in the legal profession and brings to the company considerable board and senior-level experience in commercial property, urban development, and infrastructure sectors. Mr. Glenn Maris, Audit Partner from Ernst & Young, the company's auditor, is also online. In a moment, I'll recap on the challenges we face and the progress we made during fiscal year 2021. I will outline why AVJennings remains confident about the long-term outlook for the residential sector, and also update you on the Chief Executive Officer succession plan. Peter will speak after our business model, the current state of affairs, and the outlook for fiscal year 2022. There will be a forum for questions and responses following Peter's address. I will then proceed with the formal agenda as set out in the notice of meeting. Financial year 2021 continues to be dominated by the impact of the COVID-19 pandemic. From the outset, safety remains the number one priority for AVJennings' board and management. This not only relates to the safety of our staff, customers, suppliers, and the community, but also the economic safety of the company. Few people or companies were immune to the threats posed by the pandemic. Excuse me. We were also aware that the company had to remain open and operational to meet the important needs of our valued customers, who continued to engage and purchase. When we entered financial year 2021, our pre-sales provided us some financial certainty as well as motivation to ensure our customers' dreams were met. Beyond that, there is no doubt the industry faced short-term challenges, not because of the lack of demand, but because of the risk that prospective customers would defer decisions to purchase a home during a pandemic. Just as JobKeeper enabled companies to sustain their business and keep people employed, HomeBuilder acted as a stimulus to encourage people to continue to transact. Improved profitability and balance sheet strength and strong contract signings achieved underpin a quality set of financial results. Despite short-term lockdowns challenges, the board is optimistic that a more normal future can be achieved as vaccination programs rolled out and declared a final dividend of AUD 0.018 per share, fully franked. This brought total dividends declared fully frank in respect of financial year 2021 to AUD 0.025 per share, compared to a total of AUD 0.012 per share for financial year 2020. Other highlights from the stronger 2021 financial results included, one, growth in settlements of 9.4% to 905 lots. Revenue growth of 18.6% to AUD 311.1 million. Net profit after tax growth of 107% to AUD 18.7 million, and 37% growth in contracts signed providing a solid platform for future earnings. This was an extremely positive result which the board and management is justifiably proud. It saw significant increases in revenue, profit before tax, dividends, and contract signings, which gave a good space for fiscal year 2022. May I add also the total shareholder return was also significantly higher in fiscal year 2021 at 37%. It's probably among the highest in the market. We entered financial year 2021 with a strong balance sheet, and our focus on protecting that strength sees us very well placed for future growth. Our land bank at June 30th comprised 12,180 lots, inclusive of land under option, a slight increase from the 12,134 lots the previous year. Competition for site is considerable, but we are confident we will be able to add new projects to our portfolio. Peter will provide an update in his address to significant land bank changes. We believe our traditional housing and community focus will prove a significant strength moving forward as customers look for more space and community feeling. The shift to greater workplace flexibility and working from home will also see a positive change in lifestyle preferences suited to our market. Looking ahead, while the global pandemic remains an ongoing challenge, the world is moving towards a more positive environment as countries are better placed to tackle the coronavirus and vaccination programs are rolled out. The continuing strength of the residential market since the end of initiatives such as JobKeeper and HomeBuilder is encouraging and consistent with our previously stated belief that underlying fundamentals for residential property remain strong. Last month, the company announced succession planning in relation to the Chief Executive Officer role. A search firm was engaged to identify and review candidates, and I'm pleased to advise that we are close to finalizing an appointment. We expect to be in a position to announce the successful candidate in due course. Your company's long-term fundamentals remain positive. Our strong brand awareness, staff dedication to customers, despite dealing with the personal and professional stresses imposed by the pandemic, our sound financial position, business model, and strategy, our mainly horizontal residential development gives the board and myself confidence in our company and our long-term future and prosperity for our shareholders and customers. At AVJennings, we all recognize that providing housing is a basic necessity. It is a fundamental right for everyone to have a home, and we are very proud to be part of an industry which helps to meet this need. In contributing to the provision of this need, we recognize that there are risks of environmental impact through our residential development activities and strive to be an environmentally responsible organization and minimize impact where possible, whilst balancing the need to provide housing for Australians and New Zealanders. I am pleased AVJennings has provided its first sustainability report this year, noting all our communities are designed with strong environmental considerations. Finally, a sincere thank you to our management for the strong leadership, all the staff for their commitment and focus as they confronted another year of the pandemic's challenges. Our business partners, shareholders, and customers for their continued invaluable commitment and support to AVJennings as it heads into its 90th year. Thank you to my fellow directors for their guidance and support. Further to this, I want to personally thank Tan Boon Leong, who is retiring from the board at the conclusion of this AGM. Tan Boon Leong has been a valued board contributor since being appointed in June 2017 as a representative of AVJennings' largest shareholder, SC Global Developments. On behalf of the board, I want to thank Peter for his demonstrated leadership, integrity, and outstanding contributions to the company over almost 37 years. Since taking on the Chief Executive Officer role in early 2009, Peter has led the company through the impacts from the global financial crisis, oversaw the sale of the company's loss-making contract housing division, and most recently demonstrated exemplary efforts to steer the company through the COVID-19 pandemic. He was instrumental in driving changes as we have looked to build on our core strength of land and integrated housing. Throughout his time with the company, Peter was committed to people and culture, and he believed the company is well-primed for the future. I have the best wishes of the board to himself and family. I will now ask Peter to provide commentary on our business model and an update on our outlook for fiscal year 2022. Peter? Thanks, Simon. Can I add my welcome to all. Residential property involves a constant balance between the short term and the long term. While it's not an exact science, especially in terms of timing, these balances and contrasts normally play out as cycles with some predictability. They are supported by underlying indicators, which, with experience, allow the company to navigate its way forward, minimizing risk and maximizing opportunities as best we can. The last 18 months have been different in many ways. While it's always a factor, the very short term has been an area of much greater focus, particularly for the board and senior management. Circumstances change rapidly, and the usual economic drivers behind very short-term business decisions have often been a lower priority than drivers based on health, safety, and government rules. Risk certainly changed. Compliance became more complicated, and at times, we could be operating under 12 different rules across various regions as we continued to meet our customers' expectations. All of this required a great amount of effort, courage, and trust. However, unless you believe there was no path out of and beyond the pandemic, the need to balance all of this with a longer mindset remained. I'm so proud of the way we have navigated our way through financial year 2021, both managing the short term and balancing the risk with wider time frames, including the full 2021 financial year. The early stages of the pandemic saw the company initially wind back production levels with a focus on projects where pre-sales existed so we could meet the expectations and dreams of our customers. Once the first lockdown eased, we quickly and efficiently increased our production levels, and at June 30th, 2021, we had 1,537 lots under development. This scaling down and then up of our production was aided by our horizontal business model. We also prioritized maintaining our employee base. This was matched in commitment by all employees and directors. These actions, along with JobKeeper, enabled the company to take extra risk in terms of employee costs moving into and through FY 2021. These two actions, investing in production and our staff in a fair partnering style, were key drivers which enabled the company to deliver a strong result for the year. In relation to the medium to longer term, the year saw many accomplishments which will be important for future operations and results. These included having commenced development at Rosella Rise, Warnervale, on the Central Coast of New South Wales. In Victoria, our Aspect project at Mernda in Melbourne is also underway. Plans and preliminaries for the newest and largest apartment building at Waterline Place in Williamstown, Victoria, are progressing well, as is the progress in relation to obtaining necessary approvals for Rocksberg at Caboolture in Queensland and Calderwood in New South Wales. Our balance sheet strength continues. Gearing at 20.1% remains well within our target range of net debt to assets of 15%-35%, which is a significant decrease on the financial year 2020 level at 28.1%. As FY 2021 drew to a close, I took a moment or two to look back on the year that had just ended. It is hard not to be astounded about how well we had got through the challenges and how well-placed we are for the future. Looking to the future, I mentioned earlier that cycles are normal and usually signals about market direction are clear from key lead indicators. The COVID-19 environment has provided some unique and important aspects and challenges. The disruption factor of COVID-19 issues and impacts need to be managed, but they also need to be considered more deeply to ensure we don't under or overestimate future directions. An example of a specific aspect of the 2021 COVID environment was the federal government HomeBuilder scheme, which no doubt helped maintain revenue and contract signing levels during challenging times. However, activity levels, including contract signings, did not stop when the grant was first reduced on December 31st, 2020, nor when it was completely ceased on March 31st, 2021. As the year progressed, it was the recovering economy and the residential market fundamentals that came to the fore. Although recent and snap lockdowns remind us of the ongoing uncertainty and the need to remain alert and flexible, we have seen property markets remain strong. When you balance out some of the distortion factors, average things out, and look at the key indicators that have provided reliable guides to cycles over time, I'm confident two things remain. Firstly, existing underlying demand is strong and will continue to provide strong market conditions for at least some time yet. Secondly, supply remains limited in many areas, further adding to strong market conditions. You will recall that prior to the pandemic, we and the wider industry were talking about the looming problem of a lack of available land in Sydney. COVID-19 hasn't changed this fundamental problem. There are some likely ongoing changes from the pandemic which will be positive. Greater levels of working from home and homeschooling are certainly making people look for more space. A sense of community has been rediscovered, and both of these changes are favorably related to our products. Therefore, we remain confident about the short term and FY 2022 in particular. As usual, the timing of revenues will see a heavy bias towards the second half of FY 2022, and this is even more the case this year as lockdowns in the first half of the financial year have limited short-term production capacity. In respect of current trading, the September quarter for FY 2022 was remarkable given the challenges posed by prolonged lockdowns in Sydney and Melbourne. Contract signed were 235, which is a modest improvement on the 222 contracts signed during the September quarter in FY 2021. Land sales in all of our markets remains healthy, reflecting the underlying strength of the residential market. What about beyond FY 2022? Going forward, the impact of border closures will bite at some stage in terms of new demands, and there's no way around that. My sense is that this will be most likely felt in FY 2023. However, it might be mitigated by the increased levels of investment in social housing we're seeing. Also, I suspect the time taken between immigrants arriving and when they settle on permanent housing will be shorter than usual, with people having used the time during border closures to research and to plan. Eventually, borders will reopen, and migration levels are likely to be strong when they do. Company remains extremely confident in the long-term prospects for residential property. For some time, the company has talked about growth. It is important to understand the most basic Aspect of why believe in this strategy, and that is efficiency. We have a strong infrastructure across a geographically diverse footprint, which can handle greater volume and deliver more outcomes. Growth was certainly a focus at the start of FY 2020. The global pandemic meant we placed these plans on hold for a period, but as we entered FY 2022, we were again actively pursuing growth. To expand on this, our plans can be divided into three categories. Firstly, the expansion of the scale of our existing operations. Like many aspects of residential property, acquisitions take time. On the back of some hard work, I'm pleased to announce that we have reached agreement in relation to two acquisitions, one in Melbourne's South east and one in Ripley Valley, Queensland, which will yield over 1,000 lots. Further details will be provided once legal documentations are finalized. The 2021 financial year also saw an increase in the amount of housing constructed in our projects. Currently, the scale of housing needs to be carefully balanced, our desire to increase the built form numbers against the current increases in the cost for trades and materials and delays caused by availability issues. Secondly, in relation to growth, is to expand our reach into new markets such as regional areas. For some time, state and territory governments have been promoting urban growth plans, which have had as a component an aim to slow down growth of the outer boundaries of our major capital cities. Added to this, we have seen a more rapid growth in regional areas as a result of COVID-19. Jobs and infrastructure, in particular, infrastructure related to providing reasonable connectivity to major capital cities, are critical to whether this is a permanent shift. The flexibility in working remotely has already changed the jobs aspect. Hopefully, infrastructure such as fast rail isn't far behind. Thirdly, we are looking to expand the types of products and services we provide. One area of growth we are targeting is to develop more fee-for-service income. This will come from establishing structures and relationships that allow us to not only invest in projects, but manage projects where the investment may come partially or mainly from third parties. Of course, strategy without the ability to deliver is of little value. The absolute starting point for this is our current balance sheet capacity and strength. We are certainly well-placed to focus on growth. Deal structure will also be critical. We need to continue to ensure part of our growth is enabled through smart buying, using various structures and terms. A great example of this is our Caboolture option agreement, which will see a very large-scale project delivered on a reasonably capital light basis. Crucially, growth will be based on relationships. The AVJennings brand, as represented in its people, is about trust and reliability. This opened doors to opportunities and deal structures which create longer term value for landowners, governments, and AVJennings. I would like to stress that growth isn't going to see the company adopt a heightened risk profile in any area, especially financial stability. It will be measured, and the initial plans involve a three to five-year timeframe. I would now like to make some comments on the industry in which we operate. My time at the AVJennings Group has enabled me to be involved with great people in a great company, and in an industry that means so much to so many people. Housing matters, community matters. Great people, great purpose. That has been a privilege. I've been involved in residential property across five decades. In many ways, the issues that existed at the start exist today. We have always talked about a land shortage, something that has often taken some explaining to people who have looked out of a plane window and seen nothing but great expanses of land. Affordability has been a constant challenge. At times, it's related more to the impact of interest rates. Today, it relates more to the absolute cost of housing. Infrastructure continues to be delivered slower than is required for well-planned cities, but it has improved. The industry directly employs huge numbers of people and has a massive positive impact on the Australian and New Zealand economies. The dedication of the companies and people involved to provide better outcomes for so many average Australians and New Zealanders is fantastic. Residential property, both in terms of housing and development, has continued to improve with time, and we all strive for continued improvement. The industry takes its responsibilities seriously. The one negative I've reflected on is the lack of ongoing commitment to apprentices. That is a shame, as it is such an important part of the industry and such a great pathway for young people. I am proud to have been able to lead one of the iconic brands in this industry. You don't only work for AVJennings. You feel you work for AVJennings. Reminders of its almost 90-year legacy are everywhere. I have many friends and family who have lived in AVJennings housing and in AVJennings projects. Wherever you travel across Australia, you are almost certain to meet other such people. Government continues to play such a critical role. In some areas, I've seen great improvements in my time. Governments and their agencies have a greater sophistication in relation to housing policies, and I do believe they are committed to achieving better outcomes. Last year, in my corresponding speech, I applauded governments for their increased focus on social housing, much of which was driven by the spotlight the pandemic has thrown on this area. In the last year, many governments have turned this into positive actions and outcomes, and they should be commended. Our joint venture with the Victorian Government in Brunswick West, Melbourne, partnering with community housing provider Women's Housing Limited, will see vital, new, high-quality social housing available to those in need. Our most recent apartment offering, Empress at Waterline Place, Williamstown in Melbourne, saw a significant number of apartments specifically designed and constructed for not-for-profit housing provider, Summer Housing. All of our customers are special, but I can definitely see how these two projects provided extra pride in our people. What has been, and continues to be, of considerable concern, has been the huge impact on affordability caused by massive increases in taxes and charges. My time has seen GST imposed on new housing, but not existing housing. Infrastructure and a range of other charges were introduced and continue to rise. Worse, they are not always spent on the timely provision of the infrastructure and other outcomes they are meant to deliver. New and rising taxes has been a constant concern. Their impact on affordability has been massive, and the impost on new versus existing housing is just as massively unbalanced. That stamp duty still exists 21 years after the introduction of GST is just extraordinary. A tax which punishes people for having growing families, for seeking new employment opportunities in different locations, requires older people to stay in their larger family homes longer, trying to manage their upkeep. Yes, it is a punitive tax that makes no sense to me. Now, the industry, and ultimately ordinary Australians, face even more new taxes and increases. Red tape and inefficiencies are still too great across states, territories, and even within these. Little is common. Taxes are different, both in types, levels, and calculation methodology. Planning and approval processes are different. Building codes vary considerably. Hopefully, as we make our way out of the pandemic, time will be taken to address some of these structural issues. It is a huge opportunity. Despite the ongoing challenges, I can't help but be extremely optimistic for the company's future. To Simon and the board, I thank you for your guidance during the past year. To the senior executive team, thanks for being brave enough to lead in what might be the most challenging time of your career. To all AVJennings staff, you are a brilliant group. Thanks for an amazing year. To you, my fellow shareholders, I will even miss AGMs, for I am forever thankful to those who are willing to invest in this absolutely vital industry. Actually, that isn't entirely true. I am thankful for those who are willing to invest in this absolutely vital industry, but I won't miss AGMs. Most importantly, I want to conclude with an acknowledgement to the thousands of people I've had the pleasure to have worked with at AVJennings Group and to have met along as what has been a very special journey. Thank you. Simon. Thank you, Peter. I will now open the floor to general questions. Are there any general questions from phone participants? Thank you. There are no questions from holders participating by telephone. Are there any questions from telephone participants? No, Simon, there are no online questions. Okay. All right. We will now take questions from holders who have sent in their questions online in text format. Carl? No, Simon, we've got no online questions for them. I will now proceed with the formal agenda as set out in the notice of meeting. As we move through the items of business, I will respond to questions from shareholders and proxies. Voting on item 2, item 3A, item 3B, item 3C, and item 4 at today's meeting will be conducted by a poll. By virtue of the virtual meeting platform, all polls will remain open until the conclusion of today's meeting. Shareholders and proxy holders who have registered their attendance for this meeting may select the Get Voting Card option on the navigation page. By following the prompts on the screen, you can cast your vote at any time during the meeting until closure is announced. There will be no formal resolution put to the meeting for item 1, as there's no requirement to do so. For each item of business, we will endeavor to address as many questions as possible prior to putting the motion for the item to the meeting. However, there may not be sufficient time available to address all questions raised, and individual responses will not be sent to shareholders. Share registrar, Julie Stokes of Link Market Services Limited, the company's share registry, has examined and prepared the summaries of proxies received, will act as returning officer in relation to the poll. The results of the poll can be obtained later today by visiting the company's website or the ASX. The first item of ordinary business in the notice of meeting is to receive and consider the financial report, together with the directors' and auditor's report for the year ended June 30th, 2021. I now propose to the meeting that the financial report, together with the directors' and auditor's reports for the year ended June 30th, 2020, be received and considered. In addition to the company's management, Mr. Glenn Maris, partner of Ernst & Young, which is the company's auditor, is present virtually at this meeting and will be available to answer the shareholders' questions about the conduct of the audit and the preparation and contents of the auditor's report. Are there any questions on the financial report from phone participants? There are no questions from holders participating by telephone. Are there any questions on the financial report from holders watching online? No, Simon, there are no questions online at this point. I take the financial report as being received and considered. I will now proceed to the next item of the agenda. Agenda item 2 is to adopt the remuneration report. This item of business concerns the adoption of the remuneration report as set out in the director's report for the year ended 30th June 2021. The vote on this resolution is advisory only and does not bind the directors or the company. I propose that the remuneration report for the year ended June 30th, 2021 be adopted. Important information on the remuneration report is contained in the notice of meeting and in the annual report. This information sets out steps which the board and management have implemented to improve both the structure of the company's remuneration arrangements and the quality of disclosure in relation to those arrangements. The notice of meeting and annual report also contains information on changes to remuneration arrangement, which the board and management implemented to address the financial impacts of the COVID-19 pandemic. These measures involve considerable financial impact on directors and executives, and were taken to better secure the company's ability to navigate the uncertain environment created by the pandemic. Key management personnel, whose remuneration details are included in the remuneration report, are prohibited from voting on this resolution unless those votes are cast as proxy on behalf of a shareholder who is not a member of key management personnel. The company has received the following proxies in relation to the resolution. 38.1 million votes in favor of the motion, 13.7 million votes against the motion, and 533,000 votes at the proxy's discretion. I intend to vote on directed proxies with the Chairman as proxy in favor of the motion. Are there any questions on the remuneration report from phone participants? There are no questions from holders participating by telephone. Are there any questions on the remuneration report from holders watching online? No, Simon. There are no questions online at this point. As there are no further questions, I now move that the remuneration report be adopted. Agenda item 3 is the re-election of directors. I am pleased to advise shareholders that an overwhelming majority of proxy votes have been cast in favor of resolution 3A, resolution 3B, and resolution 3C to be considered by shareholders today. Agenda item 3A is the re-election of Mr. Jerome Rowley as a director of the company. Jerome has been a director of the company since March 2007. He is deputy chairman of the company and is also chairman of the Risk Management Committee and a member of several other board committees. Details of Jerome's qualifications and experiences are provided in the notice of meeting. Jerome has made significant contributions to the board and the company during his years of service as a director. With his extensive business and financial experience, he adds considerable value and leadership to the committees on which he serves, particularly to the Risk Management Committee, of which he is Chairman. The Risk Management Committee, headed by Mr. Rowley, has been instrumental in overseeing the company's management of COVID-19 disruptions and efforts to mitigate associated business risk. The other members of the board unanimously support the re-election of Jerome Rowley to the board. The company has received the following proxies in relation to the resolution. 262 million votes in favor of the motion, 12 million votes against the motion, and 574,000 votes at the proxy's discretion. I intend to vote on director proxies with the Chairman as proxy in favor of the motion. Are there any questions on this agenda item from phone participants? There are no questions from holders participating by telephone. Are there any questions on this agenda item from holders watching online? No, Simon, there are no questions online in relation to this matter. As there are no further questions, I now move that Mr. Jerome Rowley be re-elected as a director of the company. Agenda item 3B is the re-election of Mr. Bruce Hayman as director of the company. Bruce has been a director of the company since October 2005. He is chairman of the nominations committee and a member of several other board committees. Details of Bruce's qualifications and experience are provided in the notice of meeting. Bruce is a valuable member of the board, and directors consider his skills and experience, particularly in marketing, sales, and commercial management, to be a valuable addition to the board's existing skills and experience. The other members of the board unanimously support the re-election of Bruce Hayman and recommend that shareholders vote in favor of the resolution. The company has received the following proxies in relation to the resolution. 262 million votes in favor of the motion, 12 million votes against the motion, and 583,000 votes at the proxy's discretion. I intend to vote on directed proxies with the chairman as proxy in favor of the motion. Are there any questions on this agenda item from phone participants? There are no questions from holders participating by telephone. Are there any questions on this agenda item from holders watching online? No, Simon, there's no questions on this item from members online. Thank you. As there are no further questions, I now move that Mr. Bruce Hayman be re-elected as director of the company. Agenda item 3C is the election of Ms. Lisa Chung as director of the company. Lisa Chung was appointed a director on June 1, 2021, and she is also a member of the Risk Management Committee. Details of Lisa's qualifications and experiences are provided in the notice of meeting. As I mentioned previously, we are delighted to have Lisa to join the board of AVJennings. Her extensive business experience, both in her legal career and as a non-executive director, adds to the board's strong mix and depth of skills, knowledge, and experience. The other members of the board unanimously support the election of Lisa Chung and recommend that shareholders vote in favor of the resolution. The company has received the following proxies in relation to the resolution. 272.7 million votes in favor of the motion, 880,000 votes against the motion, and 1 million votes at the proxy's discretion. I intend to vote on directed proxies with the chairman as proxy in favor of the motion. Are there any questions on this agenda item from phone participants? There are no questions from holders participating by telephone. Are there any questions on this agenda item from holders watching online? No, Simon, we have no questions from holders online. As there are no questions, I now move that Lisa Chung be elected as a director of the company. Agenda item 4 is approval of retirement payments to Mr. Peter Summers. The notice of meeting contains a detailed explanation of why shareholder approval is sought for Mr. Summers' retirement payment. As I mentioned previously, Peter's tenure with the company has been very long. In December this year, he will have been with the company for 37 years. 13 years of the 37 years was his role as a CEO. During the time, he has demonstrated enormous commitment to the company and provided excellent leadership through some very difficult times, most recently through the COVID-19 pandemic. His contributions to the company have been substantial over his tenure. After taking on the Chief Executive Officer role in early 2009, Peter led the company through the impacts from the global financial crisis, oversaw the sale of the company loss-making contract housing division, and most recently demonstrated exemplary efforts to steer the company through the COVID-19 pandemic. He was instrumental in driving change as we have looked to build on our core strengths of land and integrated housing. In recognition of his contribution, the board has agreed, subject to shareholder approval, to make the retirement payment to Peter as set out in the notice of meeting. The board is unanimously of the view that the payment represents proper and appropriate recognition of his long tenure, as well as the central part he has played in placing the company in the strong financial position it is in today, despite the challenges. The company has received foreign proxies in relation to this resolution. 238.5 million votes in favor of the motion, 35.4 million votes against the motion, and 459,000 votes at the proxy's discretion. I intend to vote on director proxies with the chairman as proxy in favor of the motion. Are there any questions on this agenda item from phone participants? There are no questions from holders participating by telephone. Are there any questions on this agenda item from holders watching online? No, Simon, there are no questions on this item from holders online. If there are no further questions, I now move that the proposed retirement payment to Mr. Peter Summers be approved. Ladies and gentlemen, would you now please complete and submit your voting cards in relation to all items of business? I now declare that the poll for all items will be closed five minutes after the meeting is formally closed. Results of the poll will be made available by an announcement on the Australian Securities Exchange later today. That brings us to the end of this formal meeting. Thank you for your attendance, ladies and gentlemen.