I would now like to hand the conference over to Mr. Martin Barrett, Managing Director. Please go ahead. Good morning, welcome to the Auswide Bank Result Presentation for Financial Year 2021. I'm Martin Barrett, MD of Auswide Bank, and joining me today is Bill Schafer, the group's CFO. During today's call, we will be referring to our investor presentation, which was lodged on the ASX this morning. I'll provide an update on Auswide's financial year 2021 highlights before handing over to Bill to cover off the financials. Finally, I'll finish off with strategy and outlook. This morning's result announcement is one I'm very pleased to provide. Financial year 2021 has been a very successful year for Auswide. It is built on our strong year in financial year 2020 and solid progress across a range of transformation initiatives in the years before that. 2021, however, is a year that has seen our growth and profitability accelerate and reach a new waterline. It is a year that for one of the smaller listed ADIs on the ASX, demonstrates that we can in fact compete and outperform many of our larger competitors. For several years now, we have been improving our growth with profitable customers, and we have continued to deliver value via our market-leading products, focusing on customer service excellence, improving our people capabilities, our digital services, and ongoing enhancements to our home lending capabilities. 2021 has been a year of outstanding growth in lending and customer deposits and an equally outstanding year in profitability. Referencing slides five and six of the deck, our net profit after tax was up AUD 5.5 million to AUD 24.155 million, an increase of 30.5% on PCP. Underpinning this result, our loan book increased by a record AUD 327 million. That's up 10% and 3.2x system. Loan approvals jumped 38.1% and for the first time in our history, exceeded AUD 1 billion, despite the highly competitive market in which we operate in. Strong and growing support from brokers, our private bank progress, and our proprietary lenders' momentum was excellent. Our work in building up our broker capability and delivering consistently good turnaround times has been critical, as it allowed us to differentiate from many of our bigger competitors that struggled with timely turnaround of loan applications. We have built a very strong foundation, and planned initiatives will further our growth. Importantly, growth did not come at the expense of margin, which improved 3 basis points with our active management of our funding mix and costs. I'll touch on this in more detail. I can now reference slide nine. Our private bank started three years ago, recognizing the strong demand for high net worth and professionals for a strong service model and prioritization of responsive needs. It has surpassed our expectations in attracting high net worth individuals, both mature and young professionals. The loan portfolio has now passed AUD 219 million. It has continued to build on its growing reputation in the Southeast Queensland market, and momentum continues to accelerate. We offer a private banking service which we believe is unmatched in today's increasingly commoditized market. We are attracting many opportunities from the Big Four and some large regionals. With a record pipeline of new customers, we look forward to welcoming them to Auswide Bank. Slides 28 and 29 further in the deck provide further information on our private bank focus, which you can read at your leisure. Referencing slides 10 and 11, strong loan growth needs funding and at a price that achieves our mantra of profitable growth. Deposit growth and supportive pricing has been very strong at 11.9%, materially funding loan book growth. Our self-funding ratio achieved new heights of 75.7%. Importantly, while some call the demise of branches, we have seen significant deposit growth through this channel. Our pricing that is generally lower than those competing in the online space. Such growth has allowed us to continue to reduce more expensive funding lines such as securitization. We believe there remains a future for branches as they continue to be preferred by many with substantive deposits and a desire to discuss their financial needs. In addition, they provide a personalized feel that is in line with our focus on delivering exceptional customer service. The cost to income ratio continues to fall, and at 60.1%, we've hit our target we set some two years ago. We have made very good progress with positive jaws in the last few years, where our revenue growth continues to exceed our expense growth. Importantly, this has not come at the cost of investing in the business, which we continue to do. Earnings per share at AUD 0.567 is a standout and compares very favorably to our peers. It has continued to improve and on a continuing operations basis since 2016, has increased materially when our EPS was AUD 0.312 per share or 82% lower than it is in 2021. Another medium-term goal we had previously flagged is RONTA of 10%. Net profit after tax demonstrated a RONTA of 12.1%. Whilst the majority of the banking industry have seen declining RONTA or static at best, over the past five years, we have seen strong improvement. Some years ago, our ROA and return on equity were at the lower end of listed banks in Australia. Today, it compares well to regional peers and major banks. Strong growth and profit improvement means we can continue to support our shareholders. In 2020, our final dividend was curtailed by the uncertainty of the environment and regulatory requirements. We were able to, however, still pay a dividend that was less impacted than most. This was as a result of the improving profitability of the organization. I'm delighted that our performance continues to translate to great shareholder returns. We have declared a fully franked dividend of AUD 0.21, representing a payout ratio of 70.9% for the half year. Our full-year dividend is AUD 0.40, which is an increase of AUD 0.1225 on financial year 2020, or 44%. Based on recent share price, this represents a very strong yield of over 6% fully franked. All up, a very strong and pleasing year, with strong momentum carried into financial year 2022. I'll now pass across to Bill for a more detailed review of our results. Thank you, Martin, and good morning, everyone. The financial overview on page 13 highlights the 30.5% increase in statutory NPAT to AUD 24.155 million, compared to AUD 18.504 million in the prior financial year. The record NPAT for FY 2021 was based on profitable growth, with the loan book up 10% to AUD 3.593 billion. This was in conjunction with a 3-basis point increase in the net interest margin, up to 200 basis points from 197 basis points in FY 2020. Earnings per share was up AUD 0.129 to AUD 0.567. The return on net tangible assets has increased to 12.1% from 9.7% in the prior year. The ROA compares favorably with the medium-term target of 10%, which has been a strategic objective of the company. Based on loan book growth and the upward trend in NIM, the net interest revenue increased 10.8% to AUD 78.2 million. 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. The waterfall chart on page 14 demonstrates the significant impact of the net interest revenue, which was up AUD 7.6 million in comparison to FY 2020 because of asset growth and the strength of the NIM. Non-interest income was also up marginally across the year due to the increase in loan approvals and the associated fees. Employee benefits were up just over AUD 0.9 of a million across the year. In addition to regular award and CPI increases, there was a significant investment in staff training programs and additional appointments of senior staff to drive the digital strategy. The bad and doubtful debt expenses, including those related to Auswide's funding of the managed investment schemes, was down AUD 3.294 million, reflecting the strength of the loan book and arrears at record lows. The models for the provisions for doubtful debt included a more optimistic view of economic recovery than the prior year. The increase in commissions and fees reflected the material increase in loan approvals, with increases in broker fees and general credit-related expenses. There was also an uplift of AUD 170,000 in professional fees as Auswide continued to program compliance and regulatory work, including Open Banking. The loan book is detailed on page 15, with growth for the financial year of 10%, or 3.2x system. Housing loans were up 12.5% to AUD 3.43 billion, 95.5% of the total book. Consumer lending, including MIS funding, totaled AUD 63 million at the end of the financial year. MIS funding was suspended during financial year 2021 with the contraction in consumer lending. 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 16, 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 financial year 2020. Loan approvals were up 38.1% 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 17. Loan arrears at 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 of total loans at June 2020, continuing the downwards trend over the last five years. Arrears compare favorably with Auswide's peers, with the SPIN index for greater than 30 days past due for other banks at 105 basis points, and for regional banks at 141 basis points. 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% of loans at 30 June 2020. Total provisions and GRCL total AUD 8.9 million at the end of the financial year, and this includes AUD 1 million of a COVID overlay, which has been retained to provide confidence of adequate provisions with current uncertainty in the economy. The NIM waterfall chart on page 19 discloses the benefits of lower funding costs from customer deposits of 41 basis points and lower wholesale funding of 23 basis points across the financial year. These benefits have been offset by the impact of lower asset yields of 43 basis points and growth in the asset book in lower return assets of 18 basis points. However, across the year, the NIM has increased by 3 basis points to 200. The funding mix on page 20 discloses the 11.9% growth in customer deposits, now at 75.7% of total funding. The highlight was a 27.7% increase in lower cost at call savings from AUD 1.13 billion to AUD 1.44 billion. With continued management of more expensive funding loans, securitization now accounts for 8.6% of total funding, down from 12% in the prior year. The AUD 151 million three-year RBA term funding facility was fully utilized at a cost of 25 basis points for the first tranche of AUD 90 million and 10 basis points for the second round. As per page 21, the final fully franked dividend of AUD 0.21 reflects the balanced approach to shareholder return and capital management. This brings the total dividend for financial year 2021 to AUD 0.40, representing a payout figure of 70.9%. The dividend reflects the strength of the financial result balanced with capital conservation to provide for investment in the digital bank strategy for Auswide. The EPS 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 has been retained with a discount of 5%. Capital on page 22 remains strong at 13.31%, up from the prior year figure of 12.95%. The CET1 ratio was 10.84%. Capital supply drivers included the issuance of a Tier 2 subordinated debt of AUD 12 million in August 2020, and an increase of AUD 2 million when the maturing Tier 2 subdebt was reissued in May 2021. The capital will support the above system loan book growth forecast for half one of financial year 2022. Auswide has returned a record NPAT of AUD 24.155 million while providing support to our customers and staff during an uncertain year. The bank produced quality loan book growth and an increased NIM, while carefully managing funding costs and operational expenses. The board declared a AUD 0.21 final dividend with DRP balancing capital conservation for investment with shareholder returns. Thank you, and back to you, Martin. Yeah. Thank you, Bill. Turning to look at our strategy and our outlook. Our strategic plan seeks to work with the strengths of the organization while engaging partners for those areas where scale or other challenges make it opportunistic for us to do so. Slide 24 provides some context on our growth strategy over the past years and the range of transformation initiatives we've implemented. Slide 25 highlights the key themes of our current strategy. We will continue our journey of improving our brand awareness and thus consideration by customers, offering great products and services across multiple platforms. Brand awareness continues to improve without doubt, our major sponsorship of the Queensland Maroons has assisted significantly. We've seen brand awareness in Southeast Queensland improve from 23% in 2018 to 40% in 2020. We are underway with our new survey and expect to see further improvement this year, and I certainly expect to see further improvement with Maroons winning the series next year. We will continue to work with partners that meet our criteria, that assist us to reach new markets and value the strength of our capital funding product and process. Significant and valuable partnerships are being forged, delivering both funding and lending opportunities. We continue to assess further opportunities for growth, with prospective partners. Referencing slides 26 to 27. Here we provide an overview of our ESG approach, which centers on taking care of our communities. We've always been focused on sustainable outcomes and our building society roots of supporting our communities and our customers continues as a key underlying driver. We will continue to improve our activity and our reporting in this important area. Referencing slides 30 to 33. This outlines our digital roadmap as a key part of our strategy going forward. The primary focus is our investment in improving the broker value chain. We have a number of new capabilities rolling out this year, which will further our broker capability, build on our improving reputation, and attract further loan flows. Additionally, we will be adding further capability in our fast-growing private bank. Another technology initiative, an exciting area of advancement for us, includes our move into robotic processing and data capture analysis and informed activity. This will improve our efficiency as well as better target our opportunities to support our customers. Investment also continues in customer interfaces with the bank with the new app, internet banking portal, improved website, and further opportunities to interact and acquire Auswide products and services online all being delivered this half. This, of course, assists us to meet the broader banking needs of our growing younger first-homeowner customers. We have a relatively simple business. We are focusing on getting the basics right. As I've already called out, continuous improvement in our lending capability by process and technology improvements to further our growth and matching this with lower cost funding is important. Use of partners and their technology along with the introduction of robotics to improve processing efficiencies are all expected to further assist our capability and our growth. Finally, I'll move on to outlook on slide 34. The current environment continues to be uncertain. COVID-19 and the way our political leaders chart the new normal will be critical to the health of the economy and consumer confidence ahead. To date, housing markets have been performing surprisingly well, and prices have been increasing. This is in stark contrast to the majority forecasts that predicted house prices would fall 10%-20% early last year. Liquidity has also been plentiful. Again, this was uncertain early last year. Regional Queensland is showing resilience, with our local markets from Gympie to Mackay experiencing more land sales and housing construction than in half the many years. We are well-placed to take advantage of this growth. First homeowners and those encouraged to enter the market with the array of current state and federal government offers will continue to provide opportunity for us this year, as will improving economic conditions in regional Queensland and, of course, our private bank niche. We have, in our past presentations, held out four medium-term financial targets and pleasingly have achieved or exceeded these ahead of plan. Our focus now is on a strong 2022, with further capability adding to the bank in the year ahead that we anticipate will assist with another step-up in profitable growth over the next three years. Thank you very much. On that point, I will hand back now to the operator for any questions. Thank you. Thank you. Your first question comes from Charles Story with Solaris. Please go ahead. Good morning, Martin and Bill, and congratulations on the strong result this morning. I have a few questions, please. My first question is from slide 19. Thanks for that additional disclosure. How should we think about net interest margin coming into 2022? Are there still a lot of tailwinds from sort of lower deposit pricing to offset the sort of competition in mortgage pricing and the front of that book dynamics? Hi, Charles. Thanks for that. It's an interesting position to be in. To answer the question in a couple of parts. From the funding point of view, there is still some tailwinds in savings, and we're seeing, as you would know, the term deposits in the market at lower prices than we've seen even in living memory. There's some tailwinds, particularly in the term deposits, to come through. I'm not expecting a great deal, obviously, in the wholesale deposits because those BBSW can't go much lower. We are projecting that, of course, with the competition, the average return on assets will still continue to be under pressure. At this stage, we are confident, and we are projecting that we will maintain a pretty steady NIM across this first half. It's possible we might lose a point or so, but generally, everything is pointing towards the NIM remaining relatively steady, certainly across the first half. Beyond that, we will do our best to continue to maintain at current levels. Just to take you up on that, Bill, your TD rates at the moment, you're paying sort of 40 basis points for three and six months tenor. The majors are closer to 20. Is there more opportunity there to reduce your TD rates to come more in line with the larger players? Yeah, Charles, we do, of course, again, look at the situation where the majors are seen unfairly, of course, perhaps as offering something a little bit more stable than we do, but that's obviously not the case. We do have to compete, particularly with the majors and some of the regionals. To answer your question, yes, we review those consistently, and there could still be potential for further reductions as we move forward. Thanks, Bill. On slide 20, the funding mix, just the question on the stack, you've had a really good increase in your skew towards customer deposits over the last four years there, how should we think about those customer deposits? Are they coming in low-cost transaction accounts, or are they more coming in term deposits? What's the sort of split in the growth you're seeing there, please? You might have noticed on that page, we put there that the third dot point, 27.7% growth in lower cost at-call savings. To answer your first part of your question, a lot of it's coming through the lower cost transaction accounts. It would appear that the economy continues to be, I don't know if awash with cash is the right term, but there's a lot of cash out there for sure, and we're seeing that in our at-call deposits. In fact, it's growing at a more rapid rate, from the figures, as you can see, than our term deposits. We've been able to be less aggressive in acquiring term deposits because we've had that growth in the lower cost at-call savings. That trend has continued into the new financial year. It's a good story at this stage. Thanks, Bill. That's really helpful. Just to Martin, can you talk about, you're obviously reinvesting in technology. The strategy is pivoting a bit to more of a technology focus, and increasing your capabilities in that area. How should we think about the cost-to-income ratio on a more medium-term view now that you've hit the 60 target much earlier than you anticipated? Can we expect a move down towards 55, or how do we think about that? Yeah. Thanks, Charles. It is important for us to continue to invest in our technology, and we think about that not only from the perspective of making it easier for our customers to transact with us and to find products with us, but also in terms of how we improve the efficiency across the business. There's a fair bit of work underway just on that particular area right now. From a cost-to-income ratio perspective, Charles, we certainly have a view that we would like to be pushing into the 50s. It will be probably more likely over the next three years to be looking like the sort of, the 58, 59s. We'd probably be holding it at that level as we continue to ensure that we continue to put the right investment into the business. Thanks. Just last one from me, and I'll pass it on. Just on the growth outlook for resi lending, very strong at over 3x system. How do we think about the outlook going forward, and do you have the capital required to sort of fund that growth if you keep growing at 3x system? Yeah. We certainly have a view to ongoing strong growth. We are building, actually, our capability, Charles, looking at the kind of three-year horizon, sort of are expecting that we want to be able to deliver even further step up, particularly from 2023 onwards, with a whole bunch of the broker value chain work and more momentum and capability we're building in that private bank in particular. From a capital perspective, we think at this stage, we can keep on managing that capital to support the growth via DRP programs. At some stage, that might require something different, an underwritten DRP or something else. We want to try to make sure we've got the tension right, and we've got the efficient use of the capital so that's perhaps a better outcome for our shareholders. Thanks, Martin and Bill. I'll pass it on, and well done on the result. Yeah. Thanks. Thank you. Thank you. Your next question comes from Sinclair Currie with NovaPort Capital. Please go ahead. Good day. Congratulations on the result. Thanks for taking the questions. Just first one, I'm interested on what sort of turnaround times you're seeing around the mortgage applications. I understand that's increasingly an area of differentiation between some of the providers. Yeah. One of the areas we've made absolute material progress on is in the area of kind of pre-approvals, Sinclair. We now have the capacity to provide sort of those pre-approvals in the space of, in most cases, a day. That's fantastic because that can often take customers out of the market for us, and then it provides us with further time to get full approval for them. Just to give you a bit of an indication, in the past, our pre-approval process was very similar to our full approval process. It could have taken a customer five to seven days to get a pre-approval. A day actually has been a complete win for us. In terms of a standard loan that comes through our brokers, they generally get into full approval if they provide us with the full information. They generally get into full approval within about four to six days. Six days if we are flat out, and there have been a few examples of that over the course of 2021. If the loan flows are not kind of hitting our limits, then we'll see those turnaround times and approvals effectively three to four days, generally. Okay. Is that sustainable? I guess increased volume puts more pressure on that. Is that a sustainable system, scalable enough that you think you can maintain that if you continue to grow at these sorts of rates? Yeah. One of the initiatives we put in place, Sinclair, which we recognized just a couple of years ago, as we wanted to scale up in the broker space, was the necessity to put in place a kind of flexible workforce in the back office. We've built that out really successfully with a team of graduates. We've put in place a really effective training program, and we've got some fantastic students in there that we call upon to help us flex as volumes move up. Also there's been a series of technology improvements that we've put in place, and we're really excited, Sinclair, about the broker value chain work that we've got coming up, which we'll be delivering over the course of this year, which we think will give us a further step change in terms of capability. In the past, loan volumes of about AUD 700 million-AUD 800 million caused us some challenges. This year, we did over AUD 1 billion of loan approvals, and we did it more comfortably while keeping costs controlled, than we have in previous years. That tells me that we've made material progress. I'm pretty excited about where this can go. That's great. Thanks for that. Just one final thing, obviously, you mentioned on capital. One of the things I sort of wonder about is whether 2% or thereabout NIM, a relatively small amount of capital you need to acquire the mortgages, given the risk weights, even take into account incremental cost to income ratio and then bad debts. Presumably the sort of return you're getting on growth must be in the high teens, maybe even approaching 20% on those incremental mortgages in terms of return on equity. Is that something you think you do a good enough job in advertising to the market, why you have got a right to grow and fresh equity capital, whether it be a DRP or another way, is actually a good investment for investors to put more in? Yeah, I think it's always that balance, isn't it, Sinclair, of making sure that the capital you've got is sufficient for your growth ambitions, but also is not overly positioned so that then it might put pressure in terms of your future capability of being able to pay dividends and so forth to your shareholders in a way that continues to improve. That's kind of what we've been doing. We do have a growth story. As we continue to build out this capability and as we continue to see greater flows and opportunities coming our way, then I think there might be a story there that requires us to better position, as you call it, that growth and the potential return that could be there for shareholders from the capital perspective. Thanks very much. Yeah, no, that's great. Thank you very much. Thanks for answering my questions. Thank you. Okay. Are you still with us, Lexi? All right. Well, okay, I think thank you everyone for joining us. Great to be able to share the story with you. We look forward to catching up with everybody on the road shows coming up. Thank you. Have a great day. Thank you. Bye.