I would now like to hand the conference over to Mr. Melos Sulicich, Managing Director and CEO. Please go ahead. Good morning, everybody, and thanks for joining us for the full year 2021. I'm Melos Sulicich, Managing Director and CEO, and also on the call with me is Gary Dickson, our CFO. We'll speak to the investor presentation lodged with the ASX earlier this morning, which is also available on our website. You can see from the agenda on page two that I'll provide a brief business update before handing over to Gary to take you through the financial results in detail, including the details behind our nearly 20% growth in net profit after tax and earnings per share and our strong capital strategy. I'll then outline our 2025 growth strategy and outlook. As usual, we'll welcome questions at the end of the presentation, the call operator will moderate these questions. First, the business overview and key highlights on page four. Just like to provide a quick recap of the tremendous evolution that MyState's made over the past five years. In a very disciplined and deliberate manner, we've transformed from a branch-based credit union to a customer base that was largely concentrated in Tasmania to now being a digital bank with an increasingly geographical diverse customer base. Today, our new customer origination is increasingly being done online. Our processes are more customer-focused. We're driven to provide account opening, account servicing, and transaction processes that are at the forefront of what customers are looking for in today's world. We've also simplified and digitized our processes, making them more intuitive and faster, and have artificial intelligence-enabled customer insights that we deliver to our customers to help them manage their financial well-being. All of this means our customers find us easy to deal with, leading to deeper and longer-lasting relationships. On page five, you can see that as a result of our evolution, we're now incredibly well-positioned for accelerated growth. Over many years, we've achieved consistent above-system loan and deposit book growth, and we now have 60% of our home loan book on mainland Australia, a big change from a few short years ago. Pleasingly, with this, we have continued to grow our Tasmanian book. Our 2025 strategy to accelerate our growth profile. This bold strategy builds on our strong solid financial position and demonstrated execution capability and our leading customer Net Promoter Score by our digital offering. Our recent [audio distortion] million gives us the balance sheet strength and flexibility to rapidly accelerate growth across both our banking and wealth management businesses. The key highlights on page six show that we've delivered an outstanding result for the 2021 financial year, a period in which we saw [audio distortion]. With our recent strategies, with a focus on driving strong customer acquisition through increased marketing and sales investment, deliberate discipline, and focused investment in digital innovation, a laser-like view on managing operating expenses while maintaining a culture obsessed with delivering positive customer experiences, and a continuous eye on driving the cultural transformation required to manage a bank in a modern world. You'll see evidence of these in the presentation this morning. As you can see here, our headline KPIs continue to head in the right direction. Net profit after tax increased 20.9% to AUD 36.3 million, while earnings per share increased 19.2% to AUD 0.132. Sorry, AUD 0.392 a share. Operating expenses were managed carefully, leading to the cost-to-income ratio, excluding one-off restructuring costs, decreasing 153 basis points to 61.3%. Our net interest margin increased by 10 basis points to 1.96%, underpinned by increasing customer deposits and lower funding costs. Customer deposits were up 13.2% over the past 12 months, helped by our award-winning bonus, MyState Bank Bonus Saver account, up 319% since June last year. All of these [audio distortion] achieve peer-leading return on tangible equity of 14.1%, up 133 basis points on the previous corresponding period. It's important to note that these good figures were possible due to the trust our customers place in us because we focus on their interests and needs and our increasing ability to attract new customers as a result. Over the past year, we've welcomed 17,000 new customers, and this number is continuing to increase on a rolling 12-month basis. We continue to be one of the customer advocacy leaders in the sector with a customer Net Promoter Score of +47. Ongoing investments in new marketing initiatives will further support this growth going forward. With a customer funding ratio of a healthy 73.4%, we can comfortably support growth. Other savings also allowed us to increase our marketing investment along the eastern seaboard. We reference our digitalization strategy, which has transformed MyState into a digital, scalable business and positioned us so well for the future. It's changed the way our customers interact with us, and the continuing growth in online banking has enabled us to expand our online services, offer more intuitive and innovative products and services, and reduce the number of branches we operate as customers continue to move to digital service offerings. Turning to slide seven, you can see more on our key metrics and performance drivers. 60% [audio distortion] to AUD 5.6 billion, led by an uplift in second half applications and service. You can see from the graph on the right that MyState return on equity compares well to peers, significantly higher than other regional banks. The directors have declared a final dividend of AUD 0.13 per share, fully franked, taking the full-year dividend to AUD 0.255 a share. All of this shows that our multi-year transformation journey is really bearing fruit, and we're well-placed to harness this increasing momentum because we now have the fundamental structures in place that allow us to take advantage of evolving market conditions and customer needs. I'll talk to the outlook and strategy shortly, but for now, I'll hand over to Gary to take you through the financial detail. Thanks, Melos. Good morning, everyone. Moving to the results summary on slide nine, all key financial metrics have moved positively during the year, and we remain pleased with the underlying momentum of the business in what has been a challenging, albeit more positive than expected, external environment. Total operating income was AUD 138.5 million, up 7.5% on the prior year, benefiting from balance sheet growth, disciplined margin management, a significant increase in retail deposits, and lower wholesale funding costs. Net interest margin for the year of 1.96% was up 10 basis points on FY 2020's level of 1.86%. That's despite a challenging environment with increased competition in the low-risk, owner-occupied lending market for the loan-to-valuation ratio of less than 80%, which we target. Operating expenses, excluding restructure costs, increased 4.9%, resulting in positive jaws at a similar level to that experienced in FY 2020. The cost-to-income ratio improved by 153 basis points to 61.3%, with the benefits of process reengineering and automation driving the improved operating loss. As mentioned, we achieved around 20% growth in both net profit after tax and EPS for the year, with net profit up 20.9% to AUD 36.3 million and EPS up 19.2% to AUD 0.392 per share. The board have declared a final dividend of AUD 0.13 per share. MyState remains comfortably capitalized above regulatory minimums, with a total capital ratio on 3rd June 2021 of 14.8%. Slide 10 shows the key drivers of the 20.9% increase in statutory net profit after tax, after allowing for restructure costs incurred in closing four bank branches in Central Queensland and a reorganization of the TPT Wealth business. Net interest income benefited from a higher average balance sheet, lower funding costs, and focused margin management. Wealth management income declined due to lower average funds under management, partly reflecting the impact of COVID-19 on investment markets in the second quarter of calendar year 2020 and lower trust deed fees. Debt expense was AUD 5.9 million lower, with the prior period expense of AUD 4.9 million reflecting, in part, the [audio distortion] plus days arrears at 30 June 2020, but principally a significant increase in the forward-looking economic overlay in response to the uncertainty created by the COVID-19 pandemic. The current period write back of AUD 1 million was a result of reduced arrears and the improved economic outlook, in particular for unemployment and house prices. On slide 11, you can see we continue to manage operating cost growth while maintaining ongoing investment in our capability, marketing, and digitization program. The uplift in marketing spend of AUD 1.1 million during the year has contributed to customer acquisition, particularly retail deposits, as we build the bank's franchise on Australia's eastern seaboard. Digital marketing is enabling us to reach a broader population with new online and mobile products. Restructuring costs of AUD 2.6 million are from the closure of MyState Bank's four Central Queensland branches and two branches in Tasmania, along with some rationalization of corporate office locations in Tasmania. The resulting annualized savings of approximately AUD 2.1 million continue to be reinvested in growth-related initiatives across MyState Bank and TPT Wealth. There are now seven branches continuing to service Tasmania, with the broader Australian customer base serviced entirely via digital platforms and supported by the Tasmanian-based customer care center and third-party services, such as those provided by [Australian Cost]. Personnel costs in FY 2020 benefited from the forfeiture of short-term incentives due to the impacts of COVID-19. In 2021, we've also selectively grown distribution capability across Tasmania, Victoria, and new leadership programs for the senior management team. Turning to the next slide, our loan book growth was above system in FY 2021, led by home lending of 1.3 times system and up 6.8% with a significant increase in applications and settlements in the second half of the financial year. The chart at the top right shows that both applications and settlements were up strongly on the prior year. While the chart below make up the majority of our loan book. We have maintained our focus on low-risk, owner-occupied lending with a loan-to-valuation ratio of less than 80%, while also continuing to be a strong supporter of the First Home Loan Deposit Scheme. We've continued our solid momentum into FY 2022, with home loan applications up 69% in Q4 FY 2021 relative to PCP. Going forward, maintaining quality lending growth remains a key focus. With the market for personal loans having changed dramatically in recent years, with the growth in the number of monoline providers, combined with a shift in consumer preference to buy now, pay later products, MyState ceased originating personal loans at the end of May. Customer needs for personal loans are now satisfied by a referral arrangement in a similar manner to that of general and health insurance. Slide 13 highlights the continued high credit quality underpins our balance sheet strength. As I mentioned previously, we continue to focus on low-risk owner-occupied lending with an LVR of less than 80%, and the growth in greater than 90% LVR loans reflects our ongoing support of the First Home Loan Deposit Scheme. At 30 June, loans with prior COVID-19 related assistance that are currently receiving further assistance now only account for 0.2% of the book. In the appendix, we have provided an update on the level of assistance provided to customers following the latest Delta outbreak and subsequent lockdowns across mainland Australia. As of the 16th of August, 56 customers had sought assistance, the majority of whom are based in New South Wales. While the Australian economy has performed more strongly than expected over the past year, with strong house price growth and declining unemployment levels, the ongoing disruption caused by the pandemic is expected to continue to impact. MyState Bank will continue to support impacted customers over the coming months. Our 30+ day arrears remain considerably below industry benchmarks for both the major and regional banks. On the next slide, the chart on the top right highlights that approximately 73% of our funding is sourced from customer deposits. Our funding mix continues to be enhanced by growth in lower cost at call deposits, which increased 49% on the prior year. We've also seen significant growth in our award-winning Bonus Saver account, which was up 319% since 30 June 2020, due to increased online acquisition. This fee-free savings account was awarded a five-star rating by Canstar and received Mozo's Experts Choice Award. In June 2021, we issued senior unsecured medium-term notes totaling AUD 50 million for the first time, and by 30 June 2021, we had fully drawn down our allowance under the RBA's Term Funding Facility. MyState Bank's reliance on securitization reduced during the year as a result of the increase in customer deposits. It remains an important component of the funding mix and is expected to contribute around 20% - 23% of the bank's funding for the foreseeable future. Slide 15 shows that while MyState continues to operate in a highly competitive market, focused management of deposit rates and lending rates and lower wholesale funding costs have driven an improvement in net interest margin of 10 basis points on FY 2020. The RBA has reduced the cash rate by 140 basis points since early June 2019, with flow-on effects to both the earning rate on assets and the cost of funding. Term deposit margins continued to reduce as the book rolled to lower rates following RBA cash rate changes. Our Bonus Saver account generated strong inflows, and we continue to benefit from increased liquidity across the system due to the broad package of federal government initiatives to support the economy. While the lending market remains highly competitive, our lending book continues to grow as a result of the book in Tasmania reaching a record high of over AUD 2.1 billion and ongoing diversification across the eastern seaboard. Exit NIM in the month of June was 1.89%. Looking forward, we expect net interest margin to remain under pressure, with competition in the home loan market intense to fine, with lower funding costs a potential contributor in the period ahead. Turning to capital on slide 16, MyState remains well capitalized, with all capital ratios comfortably above regulatory minimums. The group's total capital ratio on 30 June 2021 was 14.84%, an increase of 183 basis points on the prior year. Our common equity Tier [audio distortion] and Tier 1 ratio was 13.08%. The proceeds of our May capital raise will be deployed to rapidly accelerate our deposit and lending growth. Our capacity to issue on Tier 1 capital and further Tier 2 capital and securitization will provide further capital flexibility going forward. Moving to wealth management on the next slide. From a financial perspective, TPT Wealth had a disappointing year. Income from wealth management activities was AUD 2.2 million or 14% lower than the prior year, driven by lower fees from trustee related services and management fees. Our funds under management grew 3.4% during the year and closed at just over AUD 1.1 billion, driven by growth in our income funds. Average funds under management were approximately 4.5% lower than the prior year. Significant restructuring initiatives have been undertaken in TPT Wealth over the past two years, with fund administration and fund accounting outsourced, investment management for TPT Wealth's growth funds outsourced, and TPT Wealth's core lending and trustee systems replaced. In early 2021, we enhanced our distribution capability to drive growth on the eastern seaboard while remaining focused on the strong competitive position TPT Wealth commands in Tasmania. Recently, our sixth term was recently awarded, of course, which the significant change agenda is now broadly complete and will enable efficiency benefits as the business gains scale. Almost a third of our investors have transitioned to our new digital portal. We are looking to further differentiate returns across our range of funds by enabling investment in longer-term assets with the potential to generate improved yield for investors. I'll now return you to Melos to talk about our strategy and future outlook. Thanks very much, Gary. Turning to page 19, while many of the macro challenges continue with the ongoing effects of COVID-19 creating a more volatile business environment, MyState remains well positioned for continued growth. Our focus remains on continually simplifying, automating and improving productivity to enable us to invest and innovate, to grow retail deposits, home loans and our managed fund investment products. In terms of specific challenges, we've outlined targeted responses to enable us to accelerate our growth trajectory. For example, our simple, easy and low touch origination processes mean that we're well placed in a competitive banking environment to grow retail deposit funding efficiently. Our simplified business model and continuous increase in automation addresses challenges posed by increasing regulatory requirements. Because we're a trusted bank for our customers, we're able to accept the challenge of changing our and increasing customer demands. Despite a more volatile environment, we believe we can confidently grow market share and indeed we are well placed to do so. More recently, we've seen a solid and sustained increase in our Tasmanian book. At the same time, this is a significant and sustained increase in home loan applications in mainland Australia. This will move to settlements and increasing book growth in the period ahead. Slide 20 summarizes our 2025 strategy. Our overarching ambition is to grow our share in deposits, lending, and funds. Our focused strategy will enable us to deliver on this by building on our achievements so far. Our strong financial position demonstrate execution capability and leading customer Net Promoter Score. The 2025 strategy is also underpinned by our four strategic priorities of customer experience and acquisition, increased distribution capacity, enhanced increasingly productive operations, and significant expenditure on culture and capability development. The acceleration of our growth strategies across both banking and wealth management will enhance our evolution as a digital bank and funds management business. This in turn means our growing customer base across the eastern seaboard will find that MyState is easier, more trustworthy and intuitive to deal with, allowing us to achieve deeper relationships with our customers. In closing, on slide 21, we're currently focused on rapidly accelerating our balance sheet and improving our operating leverage in line with business growth. We are targeting ROE accretion over time as new capital is deployed. In FY 2022, we expect earnings per share and ROE will be diluted while this new capital is being deployed, and we also expect operating expenditure, particularly marketing and sales investment, will rise to support growth. We've transformed the business and remain extremely well placed to take advantage. We commenced the new financial year in a strong position, the operational efficiencies that we've made in recent years are enabling our growth to accelerate. On the board that I'll be retiring at the end of this year. I've thoroughly enjoyed what will be seven and a half years at MyState, firmly believe that the business is really set for significant growth in the near term. I also know that it's my time to hand the reins to someone else to drive the business. I'm absolutely thrilled to be able to deliver such a strong result and lead such a vibrant business as I close out my executive career. I'll now hand back to the operator who will moderate the Q&A. Thank you. If you wish to ask a question, please press star one on your telephone and wait for your name to be announced. If you wish to cancel your request, please press star two. If you're on a speakerphone, please pick up the handset to ask your question. We'll now pause momentarily while you register your questions. Once again, if you wish to ask a question, please press star one on the telephone and wait for your name to be announced. There are no questions at this time. I'll now hand it back to Mr. Sulicich for closing remarks. Okay. Thank you very much for that. No questions probably means it's a very good result and everyone's comfortable with what they're seeing. Thanks again for your time. If you do have any further to what we can do to assist you, good morning and have a great day. Thank you for your attendance.