Thank you, and good morning, everybody. In the spirit of reconciliation, Auswide Bank acknowledges traditional custodians of country throughout Australia and their connections to land, sea, and community. We pay our respects to their elders past, present, and emerging, and extend that respect to all Aboriginal and Torres Strait Islander people today. Welcome, ladies and gentlemen, to the annual general meeting of Auswide Bank. My name is Sandra Birkensleigh, and I'm the Chair of the company. With me today is Martin Barrett, our CEO. Bill Schafer, our Chief Financial Officer and Company Secretary. And Barry Dangerfield at my far left, who is a Non-Executive Director and Chair of our Remuneration Committee. Joining us online is Grant Murdoch, who is the Chair of the Audit Committee and Non-Executive Director. Jacqueline Korhonen, Non-Executive Director. And Greg Kenny, Non-Executive Director and Chair of the Risk Committee. We are also joined by Gareth Bird from our auditors, Deloitte Australia. Of course, we welcome you, our shareholders here present and those who have joined us online. Due to the continuing developments in relation to the coronavirus pandemic, the various restrictions on travel and public gatherings, as well as the ongoing importance of social distancing and safety of our shareholders and employees, Auswide Bank made the decision to hold its 2021 annual general meeting as a hybrid meeting. This format allows shareholders, proxies, and guests to participate in the meeting in either a physical or virtual capacity. Virtual attendees can watch a live webcast of the meeting, and shareholders and proxies have the ability to ask questions and submit votes. If we experience a major technical issue and are unable to continue, we will adjourn the meeting and release an announcement on the ASX regarding further details of the meeting. For those participating in the meeting in a virtual capacity, questions can be submitted at any time. To type a question, press on the messaging tab. We've got that slide's up. Press on the messaging tab, type your question in the box provided, and hit the arrow symbol to send. Please include the number of the resolution at the beginning of your question. Please note that while you can submit questions from now on, I will not address them until the relevant time in the meeting. Your questions may be moderated or, if we receive multiple questions on one topic, amalgamated together. Finally, due to time constraints, we may run out of time to answer all of your questions. If this happens, we will answer them in due course via email or posting responses on our website. For those wishing to submit a question using the audio function, a link will appear on the Home tab titled Asking Audio Questions. Pause the meeting broadcast and click on the link. You'll be connected to the audio questions line, where you can listen to the meeting while waiting to ask your question. You'll be prompted to enter your name and the topic of your question before being placed in the audio questions queue. Voting today will be conducted by way of a poll on all items of business. In order to provide you with enough time to vote, I will shortly open voting for all resolutions. Now, I should say for those in the room, we will ask for questions at the end of each resolution, and you'll be able to ask questions, from the floor. Equally, you have your voting cards, which you can fill out during the course of the meeting and hand in at the end of the meeting. At any time, if you're eligible to vote, a voting icon will appear. Selecting this icon will bring up a list of resolutions and present you with voting options. To cast your vote, simply select one of the options. There is no need to hit Submit or enter the button as the vote is automatically recorded. You do, however, have the ability to change you r vote up until the time I declare the voting closed. I now declare the voting open on all items of business. The voting icon will soon appear. Please submit your votes at any time. I will give you a warning before I close the voting. At this point, we will start the meeting proper. I declare that there is a quorum present. Do we have any apologies? I have no apologies, Sandra. Are there any apologies anyone wants to table? No, there are no apologies. The Returning Officer, we're appointing Jesse Yerma from Computershare as the Returning Officer. Jesse is seated over there. Notice of meeting. I'm advised by the Company Secretary that the notice of meeting was forwarded to all shareholders on the 22nd of October 2021. At this point, we will go to the formal presentations of the meeting. I'll start with the Chair's Address, followed by Martin's CEO Address, and Bill will present the CFO report. While I've been a director of Auswide Bank since 2015, this is my first AGM as your chair, a position that I'm privileged to hold. I consider it the board's responsibility to establish an environment that supports our management team and our staff to successfully uphold our mission statement while delivering on our strategic goals for the benefit of all our shareholders. Despite the continued impacts of COVID-19, we remain focused on our strategy of innovating and improving the services we provide to our customers for today and in the future. During the 2021 financial year, Auswide Bank experienced record growth and strong performance across all key financial metrics. I'm exceedingly proud of how the business responded in the pandemic, acting quickly to support our customers and staff while continuing to adapt. Ongoing improvement in customer attraction, service delivery, and building broker networks have assisted in creating outstanding growth in lending, while a concentrated approach in directing our funding mix towards expanding customer deposits, further lowering the costs of funding. The exceptional performance of our branch network, particularly regional branches in northern and central Queensland, generated an increase in customer deposits of 14%. Strong management of funding costs, material loan growth, and effective control of operational expenses have culminated in a record net profit after tax of AUD 24.155 million, an increase of 30.5% on the prior year. Underpinning this result was a record 10% increase in our loan book and 3.2 times system growth. For the first time in our history, loan approvals exceeded AUD 1 billion, despite operating in a highly competitive market. We continue to manage risk well with prudent loan underwriting standards and sound controls in place to enable us to grow our loan book while maintaining total arrears at a historic low level. Net interest revenue grew to AUD 78 million, an increase of 10.8% due to the growth in the loan book, coupled with a 3 basis point increase in net interest margin to 2%. One of our 3-year strategic targets was to achieve a cost-to-income ratio of 60%. I'm pleased to report that we achieved this goal in just 18 months, which reflects our commitment to increasing revenue, careful cost management, and a disciplined approach to investment in online capabilities. The final fully franked dividend of AUD 0.21 per share represented a payout ratio of 70.9%. The total FY 2021 dividend of AUD 0.40 per share demonstrates shareholder returns that are reflective of our strong operational performance, combined with prudent capital management. Auswide Bank is committed to being a responsible, sustainable business that has a positive impact on its people, customers, and the communities in which it operates. We are conscious of our impact on the environment and recognize our responsibility to be transparent about our environmental approaches and performance. Our social responsibilities extend not only to the way we treat our customers and staff, but also influencing the way others treat their stakeholders. We take our governance responsibilities very seriously. Operating ethically is the foundation of stakeholder trust in Auswide Bank. During our long history, we have built our business on strong principles and values that guide our behavior. Over the past year, we have identified key areas of focus for the organization, which include the development of an ESG management system framework and the establishment of an ESG management committee to provide ongoing implementation, monitoring, and oversight of the framework. Our goal is to be a sustainable organization which generates positive and sustainable economic growth while demonstrating shareholder value. We believe this approach will integrate and connect our business objectives with our ESG responsibilities. Auswide is focused on building and strengthening partnerships that support retail banking growth across platforms as we extend our reach through both digital and physical offerings. Initiatives to support retail growth include enhancing our service to brokers and targeting niche markets through our Private Bank. We are committed to the development of our digital integration strategy. Improving customer experience further supports the transition from branch to digital, which provides flexibility, multi-channel digital capability, and offers a broader appeal to our customer base. Key business outcomes include leveraging digital to support mortgage broker growth, improving efficiencies to generate increased sales volume, and building a digital culture by creating fully digitized operational workflows and enhancing digital skill sets. The investment in our digital framework aims to align digital investment to growth accelerators and will deliver capabilities in the following focus areas. Acquisitions through partners, customer choice, digital uplift, and automation. Ongoing investment is being made to ensure consistently strong cyber resilience and robust protections to customer data as we continue to develop our digital offerings. In this year of our performance, I would like to acknowledge our former Chairman, John Humphrey. John's leadership, together with our CEO, Martin Barrett, has given us the platform for ongoing success. I'm privileged to lead a talented and enhanced board. During this year, two new directors have joined us, Grant Murdoch and Jacqueline Korhonen. Between them, they build out our corporate finance, IT, and digital capabilities, which sets us up for the future. Of course, we continue to be well-served by Barry Dangerfield and Greg Kenny through their extensive banking experience. In closing, I would like to thank the staff and management of Auswide Bank for their continued commitment and contribution to creating value for all. Finally, to our shareholders, thank you for your ongoing support as we work to further consolidate our track record of delivering profitable and sustainable returns. Thank you. Over to you, Martin. Thank you, Sandra, and may I extend my welcome to everybody. Thank you for coming out here physically, and thank you to everyone who's joining us virtually. In the past, I've stood up in the front and provided something of a presentation, but today, I'm going to read through one, as we need to lodge on the ASX the speeches. I'll try to keep you awake as I'm going through it. Sandra, thank you very much for covering those highlights. Financial year 2021 was a very successful year for Auswide Bank. This was despite the many challenges and impacts that we faced, including the pandemic, and of course, competition in the banking sector is extreme. I'm very proud of the team at Auswide. They've continued to deliver and are working harder than ever to ensure our future prosperity as a company. I'm fortunate to lead such a team of capable and dedicated people, and I'd like to, upfront, thank everyone for their ongoing support, hard work, and resilience actually, during these challenging times. Today, I want to give an overview of our strategy, which is underpinning our growth, and provide an overview of our channels of broker, Private Bank. I wanna cover off on the retail branches, and I wanna talk about digital. I'll highlight our positive financial trends. I'll cover off on our ESG focus, and I'll conclude with some comments regarding our outlook before I pass across to Bill to cover off the financial information in a little bit more detail. If we turn to slide six of the presentation, this is a snapshot of our strategic plan. I think there's a slight time delay, but it'll come up. Our strategy comprises of six core elements, each providing focus on actions to grow our business sustainably and compete in a highly competitive market. We've made a material progress in extending our brand awareness, with Queenslanders and brokers more aware of who we are and why we are an attractive alternative to our main competitors. We have built strong partnerships to support our funding and lending, overcoming some of the distribution challenges we may have experienced in the past. Just for those in the room that might be struggling with that screen, I'll read those six strategic headlines out for you. They're brand awareness, they're partnerships, they're digital and customer hub, efficiency, strength, and non-organic, which is basically mergers and acquisition opportunities. In terms of efficiency, we now believe that we are the most efficient, what they call as a tier three bank. Effectively you've got the major banks, you've got the large regional banks, and then you've got all the other banks. We classify those kind of as, you know, as tier three. Our cost-to-income ratio, as Sandra mentioned, is currently now below 60%, which means we stack up extremely well in terms of the efficiency of our operations across our peers. In fact, we stack up pretty well against a number of the tier two banks as well. We're driving forward with innovation, and that innovation is supporting our offerings. We're continuing to explore ways of improving our speed to customers. I wanna give you a few examples. We have a focus on automation, including robotics. Don't worry, there won't be any robots that come into the room, but we are using software to kind of undertake a lot of those very straightforward kind of processes where that can provide efficiencies for us. We have a variety of activities across process improvement. We're improving and continuing to invest in terms of our technology. We have a significant amount of work underway in terms of data insights, and of course, very importantly, we are investing in our people to improve their skills and their capabilities. We're always mindful of risk. Everything we do is considered through this lens. We will continue to manage risk in a disciplined and a thorough way, which includes ongoing diversification of our loan book and funding sources, backed by healthy capital levels. Let's turn now to slide seven through to 9. We'll start with slide seven. We'll cover off on brokers, Private Bank, and our branches. Home loan brokers now represent about 60% of all home loans that are originated in the Australian market. It is critical, it's the critical lending channel, and we are determined to harness the potential of this substantial market. While price is very important factor, we're finding that another important driver for broker referral is consistently quick loan turnaround times, and we have made substantial progress in improving that consistency and that turnaround time service for our brokers. Our capability continues to improve, and we have identified an exciting range of initiatives to deliver over the year ahead that will continue to build our reputation, attractiveness, and growth through this channel. It provides us with a national distribution for home lending. Talking to Private Bank on slide eight, our niche high service level Private Bank is a success story for us. Within four years, we have built a very strong portfolio, which is continuing to gain more momentum. We are winning in this space on service, attracting customers from numerous professional sectors and other high-net-worth individuals. We continue to experience a strong pipeline today. Our loan portfolio stands at over AUD 260 million, and you'll see on this slide how that home loan loan growth has progressed since June 2020, from AUD 125.4 million up to circa AUD 260 million. We do expect that this portfolio will exceed AUD 300 million as we get into the second half of the year. A very exciting channel for us. Now turning to slide nine, which is bank branches. Branches are under scrutiny across the industry, and you'll have all read regarding the closures that are occurring across a range of branches in different kind of areas. There's a sector-wide move to digital banking, and this continues, and foot traffic in branches and our branches continues to decline. On the right-hand side there, you'll see the branch transactions changing over time. And you'll see that declining over time. COVID absolutely has impacted the amount of foot traffic we see in the branches as digital channels become more and more preferred. We have 17 branches. However, having said that, we view our branches as very important, and we also view our branches as being successful. They've been supporting our lending growth via deposits. In financial year 2021, branch-based deposits grew over 11%, which is pretty strong growth. Importantly, the cost of these deposits has been supporting our margins. We are finding that branch-based deposits are lower cost than online only deposits, and they're also stickier. They tend to stay longer. We see this as a channel that is here to stay, and we're encouraged further as branch-based lending is being assisted by improving conditions across most regional Queensland cities and towns. I pointed to that slide on the right, which was the transaction volumes going down, but equally to the left, you'll see that those line graphs where it's pointing up, and that's the deposit growth that we've been seeing across our branches. I'll turn now to slides 10 and 11. We'll start with slide 11, if we can. While our branches are performing well, customer demands are changing, and strong digital offerings that make things easier for customers are essential. We are continuing to invest in both customer interface offerings such as our mobile app and internet banking, as well as our online product suite and payments options. We are also investing in technology that allows us to respond to home loan opportunities faster and continue to allow us to expand capacity while controlling our costs. Our core banking system is the latest version, and our suite of software services continues to expand and remain very modern. Our approach is a responsible one, improving our delivery to customers and assisting our staff to better serve our customers. Manual time-consuming processes are being reviewed and digital solutions identified and implemented. It's not our strategy to be a digital-only bank, but to use digital to elevate our offering. Our strategy is to win customers via our home lending capability, our Private Bank, and via our branches, as well as digitally, and to offer them, and offer the digital banking services that customers need. Turning to slide 12 and 13. Our financial performance continues to improve. We continue to grow and to improve shareholder returns. Ours has been a nearly uninterrupted growth story over the past five years, with balance sheet growth translating to profit growth and thus improving shareholder returns. We are working hard to continue this despite the significant competitive challenges and the pressures on costs from substantial increased regulatory and compliance requirements. You'll see there some key metrics, our statutory NPAT on the far left top. You can follow that across, and you'll see our customer deposits, capital adequacy, and our RONTA, so return on net tangible assets. All heading in the right direction, which is positive. Turn to slide 14. I'll talk about ESG. We've always been strongly community-minded and engaged in supporting our communities. Our environmental, social, and governance responsibilities are embedded in our organization and part of our culture. We are a very low emitter, and we do not lend to industries that are known high emitters. We continue to explore ways to reduce further our environmental footprint. Our new eco card is a great example. Replacing PVC cards or plastic cards, it's made from plant-based material, requires significantly less energy to make, and is biodegradable. We continue to look for those opportunities to improve our environmental position. Support of our communities and our people, as well as managing our governance to high standards remain a strong focus area. There are a range of initiatives in place, and we will continue to expand on these initiatives in the year ahead. Finally, on to slide 16. I just want to talk a little bit about our outlook. As Sandra mentioned, we had three-year targets. Those targets covered off on cost-to-income ratio, net interest margin, return on net tangible assets, and also loan growth. We found ourselves materially ahead of target. We expect to continue to grow our loan book above system whilst managing our net interest margin. We have achieved a return on equity of 10%, which is better than many of our peers, including much larger ones today. Going forward, we are focused on keeping our return on equity into double digits. We're well placed to continue our growth, and as has been our call-out, we wanna do this profitably. On that, I'll conclude. I'd like to now pass across to Bill, our CFO, to provide an overview of our strong financial performance. Thank you, Martin, and good morning, everyone. I'm pleased to present the summary of the financial statements for financial year 2021. One of our shareholders has pointed out that the slides are a bit blurry online, so I apologize for that. Also point out to you that we've released this presentation to the market, so you can access it through the ASX either now or later if you want to revisit it. Let's turn to page 18. The highlights on page 18 of the presentation feature the 30.5% increase in our statutory NPAT to AUD 24.155 million compared to AUD 18.5 million in the prior financial year. The record NPAT was based on profitable growth, with the loan book up 10% to AUD 3.59 billion. This was in conjunction with the 3 basis points increase in the net interest margin, up to 200 basis points from 197 basis points in FY 2020. In addition, the management of expenses resulted in a cost-to-income ratio of 60.1%, down from 62.5% in the prior corresponding period. Earnings per share was up AUD 0.129 to AUD 0.567. The return on the net tangible assets has increased to 12.1%, up from 9.7% in the prior year. The RONTA now exceeds the medium-term target of 10%, which has been the strategic target of the company. The loan book data is included on page 19, with growth for the financial year of 10% or 3.2x system. This reflects the strong broker flows and growth from the First Home Loan Deposit Scheme and our partnerships. Housing loans are up 12.5% to AUD 3.43 billion, which is 95.5% of our total book. Consumer lending totaled AUD 63 million at the end of the financial year. Business lending, at a level of AUD 98 million, reflects the previously announced decision to pause new lending in business banking. The distribution of the Auswide loan book is presented on page 20, highlighting the continued growth in Southeast Queensland and continuing expansion outside Queensland, particularly into Sydney and Melbourne. 28.8% of the loan book now resides outside of Queensland, with a material uplift on the 25.1% at the end of the prior financial year. Loan approvals were up 38% in financial year 2021, exceeding AUD 1 billion for the first time. The bank's ongoing commitment to quality lending and risk management is demonstrated on the arrears slide on page 21. Loan arrears of AUD 8.9 million at 30 June 2021 represents just 25 basis points of the total loan book. This compares to arrears at a level of 39 basis points at June 2020, continuing the downward trend that we have seen over the last five years. Auswide provided support to customers during the pandemic, including deferment of or reduced payments and interest-only options. At the 30th of June 2021, less than 0.1% of loans were receiving assistance, compared to approximately 9% at June 2020. Total provisions and credit loss reserves of AUD 8.9 million at the end of the financial year included a AUD 1 million COVID overlay, which has been retained to provide confidence as the economy moves forward from the effects of the pandemic. The net interest margin waterfall chart on page 22 discloses the benefits of lower funding costs from customer deposits of 41 basis points and from the lower wholesale funding of 23 basis points across the financial year. These benefits are offset by the impact of lower asset yields of 43 basis points and the growth in our asset book and lower returns of 18 basis points. However, across the year, the NIM increased by 3 basis points to 200 basis points. The funding mix on page 23 discloses the 11.9% growth in our customer deposits, which is now 75.7% of total funding. The highlight was a 27.7% increase in lower costs at call savings accounts from AUD 1.13 billion up to AUD 1.44 billion. With continued management of more expensive funding lines, securitization now accounts for only 8.6% of total funding, down from 12% in the prior year. The AUD 151 million three-year Reserve Bank funding facility was fully utilized at a cost of only 25 basis points for the first tranche of AUD 90 million and 10 basis points for the second tranche. Capital is set out on page 24 and remains strong at 13.31%, up from the prior year figure of 12.95%. The Tier 1 ratio was 10.84%. Capital drivers across the year included the issuance of an additional AUD 14 million of Tier 2 subordinated debt, and capital will support the above-system loan book growth that we have forecast for financial year 2022. As per page 25, the final fully franked dividend of AUD 0.21 reflects the balanced approach to shareholder return and capital management. This brought the total dividend for financial year 2021 to AUD 0.40, representing a payout ratio of 70.9%. The dividend reflects the strength of the financial result, balanced with capital conservation to provide the investment in the digital bank strategy for Auswide Bank. The earnings per share of AUD 0.567 per share allowed the board to declare the AUD 0.21 dividend, up from AUD 0.19 in the prior corresponding period. The dividend reinvestment plan was retained with a discount of 5%, contributing to capital strength. Slide 26 provides an overview of the trading results year to date in financial year 2022, and I'm very pleased to present them to you. The metrics presented are based on the four months to 31st of October 2021. The statutory NPAT for the four months sits at AUD 8.77 million, which is up 17.8% on the prior corresponding period. In addition, the loan book continues to grow above system, with annualized growth of 8% across the four months. The net interest margin has declined to just 1 basis point compared to financial year 2021, with very strong competition in the loan market. The combined loan book growth and that stable NIM has resulted in a 9.2% increase in net interest income compared to the prior year. The cost to income ratio has trended downwards. In this case, a downwards trend, of course, is a very good thing, as it demonstrates the expenses as a proportion of income has declined over the four months. It's pleasing to see the continued growth in customer deposits, growing at a 7.4% annualized rate and now exceeding AUD 3 billion. The return on equity for the period to 31 October has exceeded 10% at a level of 10.21%. In addition to all this, capital remains strong and well above the board and regulatory targets at a level of 13.21%. Thank you very much. Thanks, Phil. Before I go to the resolutions, that are put before the meeting, there's an opportunity now for shareholders to ask any questions that they'd like to ask on the material that's been presented thus far. Are there any questions from the room? No. Are there any questions online, Bill? I do have two questions online. Sandra? If you could read those out. Will do. Thank you. The first one and the second one are from Jillian King. The first one I'll read, it's a two-part question. I was delighted to see the bank's website now includes, at the top, a rotating carousel that includes a feature about how the bank is supporting our environment and is committed to initiatives that support sustainable energy use and our environment. However, upon clicking through, I find no mention of probably the most significant feature of this commitment that is highlighted in the 2021 annual report. That is financing and investing in climate-friendly activities and not lend to industries known to exacerbate the impact of climate change. Question one, with the vast majority of Australians concerned about climate change, and that concern being higher in the regions, will this oversight on the website be remedied? Part two of the question, would you please give some examples of what climate-friendly activities the bank has financed and invested in over the 2021 year? Thanks, Gillian. I'm going to hazard a guess in terms of the website and the annual report, that there's a slight timing issue in terms of the information that's on the website versus in the annual report. Could someone confirm that that would be correct? I'm happy. It's Ray Linderberg speaking. Thanks, Ray. I'm the General Manager of Customer Experience. Thank you. As part of my function, we also look after marketing. In regard to our corporate website, there is a section there called Corporate Social Responsibility, and there is a statement there under environment around the bank's position in regard to supporting you know industries and that may you know cause environmental harm, and a statement we don't invest in those emitting type of industries. Potentially that statement is already there. We do agree that as we roll out our ESG strategy, as Martin alluded to earlier, and you, Sandra, in your address, that you know, we will be making, we'll be improving the disclosures on our website, and obviously that information will become much more transparent to shareholders. Thank you, Ray. The second part of the question. Would you give some examples of what climate-friendly activities the bank has financed and invested in over the 2021 year? I'll hand to you, Martin. Thank you. We are a simple organization. We continue to focus our attention effectively on home lending and customer deposits. Personal loans, consumer finance is a component there as well. We do not fund, nor will we fund, the fossil fuel industry. That's not our mandate. As I said in my speech, we are a very low emitter, and we do not fund large, medium, probably even small emitters from a commercial perspective. In terms of examples of things that we are funding that are seen to be environmentally sustainable, we will continue to look at options. We haven't done this yet, but we are looking at options whereby we might be able to fund at low rates things such as solar, home loans or homes that have been constructed that have a particular environmental structure around them. We'll continue to look at ways and means that we can lower our own environmental footprints. However, it's important to understand, and it's important for Gillian to understand, that we're not a commercial lender. We are a home loan lender and a personal loan lender. Therefore, our business is a very simple one in that regard. We do not, however, move away from the fact that we have a very necessary need to be environmentally responsible. Thanks, Martin. Would you like to read Ms. King's second question? Yes. The second question from Jillian King. I'll read it right through, and then we might take the three parts one at a time. Okay. That would be good. Over recent years, we have been discussing the bank moving to implement the recommendations of the Task Force on Climate-related Financial Disclosures. However, we are still not seeing the broadest level of disclosures. This is a concern given the bank is materially exposed to consequences of damage to our climate, such as sea level rise and increasing severity of storms, reducing or canceling the value of property for which the bank has issued loans. The three-part question is as follows. Number one, what governance arrangements does the bank now have to identify, assess, and disclose climate-related risks and opportunities? Number two, when will we see the bank disclose the actual and potential impacts of climate-related risks and opportunities on the organization's businesses, strategy, and financial planning? Thirdly, does the bank have in place processes such as considering different climate-related scenarios, metrics, and targets to identify, assess, and manage climate-related risks? If so, when were they put in place, and why are they not mentioned in the annual report? If not, when will suitable processes, metrics, and targets be put in place? Would you want me to read part one again or- No, no, I'm, I'll cover it. Okay. We've been right the way through the Task Force findings. We've actually assessed the cost and benefit associated with an organization such as Auswide with the business model that I mentioned previously. The measures and the costs and the necessary transparency and the costs that actually creates in relation to those Task Force findings. Those costs are significant. Shareholders would bear costs of AUD several hundred thousand, perhaps more, if we were to fully undertake the Task Force findings. We need to put that into the context of the impact that Auswide has on the environment. We also need to put the Task Force in the context of the fact that it's primarily being signed up by some of the largest organizations on the planet. 80 of the ASX 200 companies have signed up to the task force. I think in terms of the measurements of our emissions and what more we can do in terms of disclosures, certainly we're continuing to evolve. I thank Gillian actually for continuing to raise the issues because it is allowing us to kind of consider and encouraging us, not of its own, but she's encouraging us to continue to improve in terms of those disclosures. I thank Gillian also for recognizing the fact that what we've done to date is actually also an improvement. We will continue to work on those measurements. What is reasonable for us to be able to target. What we can in a sensible way report on. I'll make this comment. How we can report on things that we're actually doing, because there is a level of smoke and mirrors in relation to those very complicated sets of measures out there about what people are doing or what organizations are doing from an environmental perspective. We do not make commitments that we cannot meet, and we will not enter into a series of targets that for us are not meaningful or are incredibly expensive for us to be able to report on. Thank you, Martin. Sandra, I have, I guess you'd call it a comment rather than a question. Oh, okay. I'll read it. Yes. From Earl Childs-Sparks, who states simply, "Congratulations, Martin. It's a non-commercial bank sticking to core business. Thank you, Earl, for your comment. If there are no further questions? Are there any further questions? No further questions. Thank you. We'll go to the resolutions that constitute the business of the meeting. Resolution one concerns my re-election as a director, and I'm going to vacate the chair for this resolution and hand to Barry to proceed with the resolution. Thank you, Barry. Thank you, Sandra. Resolution 1 is re-election of director, Ms. Sandra Birkensleigh. To consider and if thought fit, to pass the following as an ordinary resolution. That Ms. Sandra Birkensleigh, who retires by rotation in accordance with rule 13.6 of the company's constitution and being eligible, be re-elected as director of the company. Are there any questions? No questions online, Paul? No, no questions, Barry. Oh, that's better. I ask that the proxies be tabled on the screen, which we can now see. Can everybody see that? Yep. Thanks. The proxy has been weighted in favor. The board of the company, with Ms. Birkensleigh's abstaining, recommends that shareholders vote in favor of resolution one and move, I move the resolution be passed. The results of the resolution will be available to the market shortly following the meeting. Thank you. Thank you. Thank you, Sandra. Thanks, Barry. Thank you. That takes us to the second resolution, which is the resolution of Grant Murdoch. Mr. Murdoch was appointed to the board on the first of January 2021. He's a chartered accountant with 37 years of experience and has previously served as partner with both EY and Deloitte. He has extensive experience in providing advice on M&A and corporate structures, share issues, pre-acquisition due diligence and expert reports of capital raisings and initial public offerings. Are there any further questions in relation to the election of Grant Murdoch? Yes, I have a question. I might point out that questions are taking a while to come through, so there's a question. Oh, okay. About your appointment we might need to go back to. Oh, okay. At this point in time, I have a question from Gillian King. The resolution says, "I note that Mr. Murdoch is not only chair of Auswide," which isn't correct, of course. That's not right. That's me. There's a question regarding you, Sandra. I'll read this out anyway, but I think that might be just an error of fact. Okay. I note that Mr. Murdoch is not only Chair of Auswide, he's actually Chair of the Board Audit Committee. Yeah. Which might be what Ms. King's referring to. He's on seven other boards and councils as well as the Audit Committee of the Reserve Bank. That's actually you, is it not? That's me. Yes. Yeah. What arrangements are in place to ensure he can devote adequate time and attention to the role and company, allowing both the formal requirements to be adequately met and also have a deep understanding of the business and requirements of key stakeholders? Well, I'll address that question then I'll hand back to Barry to address the question. Sure. Relating to me. Thank you, Gillian, for raising the question. It's fair to say that directors do have a lot of other activities that they participate in other than a single board. Grant's experience is invaluable to this board as it brings us a range of skills both across finances, auditing, and future acquisitions. I have no doubt that Grant applies himself diligently to serving this board and to serving you as shareholders. He's always well-prepared. He doesn't miss meetings. He asks probing questions of management and works well with our auditors and our internal auditors. Thank you. Do you want to read that question, Bill? You want me to cover this one now? Yes, sir. Okay. There's first of all, a comment from Ms. King confirming, "Thanks for confirming ABA is sticking to home and personal lending." A question from Ms. King regarding resolution 1, re-election of Sandra Birkensleigh. It's great to see Auswide leading by having a female chair and now to see another woman on the board. That means that the bank has reached the Australian Shareholders Association's minimum target of 30% female. I note that Ms. Birkensleigh is not only chair of Auswide, but is on seven other boards and councils, as well as the Audit Committee of the Reserve Bank of Australia, a huge workload. What arrangements are in place to ensure that she can devote adequate time and attention to the role and company, allowing both the formal requirement to be adequately met and also have a deep understanding of the business and requirements of key stakeholders? Thanks, Bill, and I'll answer that. Sandra is now in her seventh year on the Auswide board, and she has demonstrated genuine capacity to manage a number of challenging roles and positions over that time. Her level of experience, her knowledge, and her dedication to understanding this company, and she brings with that a true understanding of how businesses do operate. She is valued by her fellow board members, and given she is an in-demand director, I think that this board is lucky to have Sandra on our board. Thank you. Thanks, Barry. Right. Shall I move on? Yes. Is that? Yes. Thank you. Nothing else at this point. I'll put the resolution to the meeting that Grant Murdoch be appointed by the board as a non-executive director of the company in accordance with rule 13.4B of the company's constitution and being eligible, offers himself for election. I'll move that motion. The proxies are out. The proxies are displayed on the screen. Can everybody see those? I now invite remaining shareholders to cast their vote at their leisure, either online or on their card. Thank you. The third resolution relates to the election of Jackie Korhonen. Jackie has over 30 years experience in the information technology, communications and financial services sector, where she built her career around technology transformations, P&L management, complex negotiations, program delivery, operations, strategy development, and risk management. She's acted as a CEO for prior to deciding to take up a non-executive director career. When the board was going through some board renewal late last year, it was very important to us to find someone who had the type of skills that Jackie has to take us forward in terms of supporting our information technology and digital transformation activities. Jackie was appointed to the board as a non-executive director on April 1, 2021, and in accordance with rule 13.4B of the company's constitution and being eligible, offers herself for election. Are there any questions relating to Jackie? I have nothing online at this stage. Yes, please. Just wondered whether these newly elected directors are here today. No, Jackie's from Sydney, so she can't travel to Queensland at this point in time. Grant was coming up, but Qantas canceled the flight. Unfortunately, he wasn't able to get here today. They are all online. That's okay. Yes, they will be here at the earliest possible opportunity next year. Fingers crossed. No other questions? Thank you for the question. I move the motion that Jackie be appointed to the board of directors in accordance with rule 13.4-B of the company's constitution. The proxies are displayed on the screen, and I invite shareholders who haven't voted yet to either vote online or on their cards. Thank you. That takes us to resolution 4. Resolution 4 relates to the remuneration report. The proxies are shown on the screen. Before I move to the resolution, are there any questions on the Remuneration Report? No? I move to accept the Remuneration Report for the year ended 30 June 2021, as set out in the 2021 Annual Report, pages 33-43. If you haven't voted as yet, I invite you to either vote online or vote on your voting card. Thank you. Resolution 5 is the approval of Non-Executive Director fees. The information related to this resolution was included in the material sent out. This resolution relates to increasing the pool available to pay directors' fees. It doesn't mean we're gonna pay directors that amount of money, but we hit a cap when we increased the number of directors from four to five. Given the increasing complexity of the organization, we needed a fifth director, and so we need to request that the shareholders approve a bigger pool available for directors' fees now and in the future. Are there any questions on resolution 5 before I move the resolution? No? Thank you. In accordance with ASX listing rule 10.17 and rule 14.1-B of the company's constitution, and for all other purposes, the maximum aggregate amount of directors' fees which may be paid to non-executive directors of the company as a whole be increased from AUD 500,000 per annum to AUD 1 million per annum. The proxies are shown on the screen, and if you haven't voted yet, then I encourage you to do so either online or on your voting card. Thank you. That ends the formal resolutions of the meeting. I'm now going to go to general business. Is there any general business, Bill, or any other questions? I have one question that was submitted in writing. Do you have a copy of this, Martin? Okay, I'll read this one out. It is from Mr. Tony Osborne. It's a couple of paragraphs, but I'll read it. I think we've got time, haven't we? Yeah. Our family came to Bundaberg in 1928, a small country township with friendly people who walked, rode their pushbike or horse and buggy. A few even had a car, but life was good. In later days as a farmer, I became a client of the Wide Bay Building Society. Now in my very old age, I've followed on to become a very contented client of Auswide Bank. I greatly enjoyed being cheerfully greeted and served by the excellent staff. Now I proudly own a parcel of shares in Auswide Bank. The Burnett River is still a division north and south and causes an ever-increasing buildup of traffic. It's only one highway into the city. They come from Fairymead, Moore Park, Sharon, Bucca, Avondale, Yandaran, Kolan, as well as Gin Gin and Wallaville, with all its graziers and farmers. This road stretches onto Mount Perry, Rosedale, Baffle Creek, even Miriam Vale residents and graziers come down from time to time. Property owners are continuously dividing up areas of land to sell as housing allotments. The question I ask, knowing the wonderful service given by Auswide and the growth in the north side, would the gamble of a small suburban bank branch in the local busy shopping center with its large car park be worth the effort? No bank in Bundaberg could be a better choice. Thank you for that question. I think we do have three branches in Bundaberg. I think from a branch perspective, we have the largest footprint because we see Bundaberg as being obviously our home and an extraordinarily important market for us, customer base, place that we want to remain as an important supporter of the community in. Branches, though, in terms of new branches, are challenging from a business perspective. Challenging in terms of the branches actually performing and being the best way for us to put our investment dollars. I'll put that into context of my speech kind of earlier on and the transaction volumes that you saw that were kind of declining. The opportunity in terms of location for branches always comes up when branch leases expire. You know, we do have, you know, as I said, three branches that are sitting within a relatively short distance of each other. We always will look at different options when those leases come up, but I will not make any promises. Thanks a lot. Is there any other general business? Yes. Did I hear correctly, there's one extra director? Yes. The director says it doubled. No. The pool. Yes. The pool from which we are authorized to pay directors has doubled. Yes. But putting on one director doesn't mean we've doubled the fees. We've given ourselves some leeway for the future. Oh, I see. That's it. It won't automatically. Yes. Oh, no. It just means we don't have to come back to you know, every couple of years and say, "Please, can we have a bit more money in the pool?" Next year's report will have what the individual payments are. Absolutely. Thank you. Yep. Any other questions? No. Okay. Well, that concludes the formal business of the meeting. In a couple of minutes, I'll close the voting system. Please ensure that you've cast your vote on all resolutions. I'm now gonna pause for about 90 seconds to allow the online system to be finalized, and then we can adjourn to refreshments. Thank you. They'll let us know when they've closed the voting, and then we'll close the meeting formally. Thank you. Voting is now closed. The results of this meeting will now be tallied and verified, and we will share the outcome of the results through an announcement to the ASX later this afternoon. Thank you, everybody, for your attendance, and please follow Dale Carroll's directions for refreshments. Thank you.