Good morning to you all. I'm very proud and fortunate to present to you today on behalf of my board and all the team at Uniti, a summary of the financial results for Uniti Group for the year ended June 30th, 2021. What a great year it was. This is our second full year results as a listed company, and this week marks nearly two and a half years to the day of our ASX listing. In those two and a half years, we have built an ASX 200 company with an enterprise value approaching AUD 3 billion. Most importantly, we have built a platform for continued growth in Uniti Group. A platform we believe will continue to provide shareholders the excellent returns they have enjoyed to date. These FY2021 results demonstrate a combination of operational excellence, clarity of strategy, and the competitive advantage within Uniti, and we've only just begun. Slide two, please. There are numerous headlines and achievements in FY 2021, but the real highlight is the underlying earnings, cash generation, and future growth locked in which the platform can continue to deliver. Underlying EBITDA in FY 2021 was AUD 93.7 million, ahead of market consensus. The highlight is EBITDA of AUD 64.5 million in the second half, with no benefit from acquisitions. A clean six months. FY 2021 exit run rate EBITDA is AUD 133.4 million, a 15% increase on the same measure in December 2020 of AUD 116 million, which included an expected AUD 6 million in OptiComm synergies. Consensus EBITDA for FY 2022 is AUD 138 million today. The hero for me is our cash generation. Free cash flow after CapEx in FY 2021 is AUD 64 million, or 68% of EBITDA after funding the CapEx, which delivered the earnings growth. These cash margins have improved on the prior corresponding period, despite increased growth CapEx. With this strong cash generation, our net debt is reduced by AUD 47 million in the second half, reducing net leverage to 1.5x our exit run rate EBITDA of AUD 133 million. Our earnings margins have improved, with EBITDA 59% of revenue in FY 2021, and our gross margin increasing to 79%. The other hero, especially in the second half, is the increase in our contracted order book. Contracted in construction premises increased by 48,000 or 24% in 6 months only. After adjusting for completions, we actually won an additional 64,000 premises in the half. We secured a number of key strategic partnerships in H2, which will continue to contribute to this growth in the contracted book. Our secured premises at year-end exceeded 565,000, including Velocity. As you would expect with long-term growth locked in on high earnings and cash margins. After funding the growth CapEx, we do foresee expected long-term surplus cash generation for your company. This means we are considering capital management options in the future. We do hold AUD 33 million in franking credits today, which means dividends are an option, as is share buybacks. Slide three, please. FY2021 is another reporting season with record results, and we have now transformed Uniti in 2.5 years since listing from negative EBITDA to AUD 133.4 million exit run rate at June 2021, compared to the consensus FY22 forecast of AUD 138 million. All growth and margin metrics have improved on the prior corresponding period. Revenue up 175% and EBITDA up 254%. Cash generation is the standout at 68% of underlying EBITDA, alongside a 15% growth in the exit run rate EBITDA in six months. From AUD 116 million at December to AUD 133 million at June. Exit run rate EBITDA is now 61% of our revenue of AUD 218 million at June 2021. Slide four, please. Since listing in February 2019, Uniti has grown significantly in each reporting period. The significance of H2 FY21 is there are no benefits from acquisitions in the half, producing EBITDA of AUD 64.5 million for the six months, compared to AUD 133.4 million exit run rate. This is earnings at 61.3% of revenue for the half year. H2 FY2021 demonstrates the organic growth, which can continue to be delivered by the platform supported by the ever-increasing contracted order book. The exit run rate EBITDA growth of 15% to AUD 133 million for the six months is also evidence of this organic growth. It is also evidence the strategy we set for Uniti to acquire and aggregate in core infrastructure markets has been delivered and the long-term organic growth is now taking place. Slide five, please. Uniti is now a core infrastructure business. 84% of earnings are delivered from construction and operation of fibre to the premise and technology networks marketed on a wholesale basis to ISPs. This increases to 88%, including the Consumer & Business earnings, with more than 60% of the C&B services on owned networks. The CPaaS business has continued to deliver high margin revenue with 65% EBITDA revenue in FY2021 and excellent free cash flow from the CPaaS infrastructure. Infrastructure like (uncertain) also exists in CPaaS. The second half of FY2021 saw an emerging opportunity with the wholesale customers of our Wholesale & Infrastructure business also becoming potential channels for our CPaaS business. Intercompany revenue is sales by our Wholesale & Infrastructure business to our Consumer & Business, which is a wholesaler of our fibre to the premise networks. The exit run rate intercompany revenue at June 2021 was AUD 26.4 million, up on the AUD 19.9 million to the year. This is a result of increased penetration across our own networks. Corporate costs are group services and overheads, including board, certain executives, and general admin costs such as listing costs, insurance, finance costs, and associated corporate costs. Exit run rate corporate costs at June 2021 were AUD 11.4 million. Slide six, please. At the commencement of 2021 calendar year, after the successful acquisitions of OptiComm and the Telstra Velocity assets, we announced it would be unlikely we would undertake any further acquisitions of companies or businesses in the short term. Our reasoning was that we had executed on the strategy we had put in place at the time of Uniti's listing. We had identified the markets we wanted to operate within and had acquired the businesses identified to become a significant market participant in those markets. It was time we moved to our next phase of executing on organic growth, supported by the businesses we had acquired and have now largely integrated. This next phase commenced at the start of calendar 2021. Our results for the second half of FY2021, we believe, indicates we are now successfully executing. Our reasoning is also based on the fact that the earnings and the cash generation and increased returns for shareholders we can deliver through execution of the identified organic growth strategy is far greater than the returns we see being achieved by other market participants. This organic growth strategy is very simple. We are now a simple business with a very simple strategy. Win, build, fill. We will continue to win the right to build our core infrastructure and our expanding infrastructure with new technology. Win market share in our existing markets and the adjacent markets we have identified for expansion. We will build, own, and operate the core infrastructure and technology which underlines and delivers the superior earnings margin and cash generation we are achieving, including in identified adjacent markets. We'll fill the core infrastructure and technology we continue to deploy with happy wholesale and retail customers to deliver strong revenue growth when combined with our earnings and cash conversion, will enable continued outstanding returns to shareholders for the long term. Slide seven. Today, Uniti has transitioned to a group of 1 with multiple brands. 1 simple business with a simple strategy. We operate in a number of revenue markets with these multiple brands. The construction and operation of core digital infrastructure and technology and property markets. The wholesale sale of this infrastructure to RSPs. The retail sale of this infrastructure to end users, functionally separated from our wholesale operations where they are consumers. This will expand as we expand into adjacent markets and can retail directly to businesses and enterprises on the infrastructure and technology we will deploy in those adjacent markets. The construction and operation of CPaaS infrastructure and the wholesale and retail sale of services to end users, some of whom are common to the core digital technology infra. The integration of prior infrastructure acquisitions is near complete. By the end of calendar year 2021, we expect to have finished the final step of having all fibered sites and premises operated in the one core strategic platform built by OptiComm prior to our acquisition of that business. This is well advanced, and when complete, will enable the Velocity migration to commence. Today, Uniti Group, a group of one. Slide eight, please. The success of Uniti is underpinned by the very clear strategy of identifying businesses operating in the right markets to deliver the exceptional returns we are achieving today. We have acquired and largely integrated today. Now it is time to deliver. A simple business and a simple strategy playing in the right markets, which will deliver, one, growing and sustainable profit margins of long-term annuity revenue. It equals operating leverage. Sustainable high cash conversion with fully funded, contracted, and new infrastructure CapEx. Three, growth in contracted business. In H2 FY2021, evidence of our increasing market share. Four, locked-in organic growth, a guarantee of continued growth of profit and cash earnings. Five, growth in earnings, cash, and margins set to continue from the platform we've created. Six, Uniti created by playing in the right market segments with a clear strategy. Now I will show you, these are statements of fact. These are not a vision. We have executed on this strategy. Slide eight. We've continued to increase in all profit margins for two years now. Gross margin has risen from 66%- 79%. EBITDA margins have risen from 33%- 59%. Our underlying NPAT has risen from 15%- 33%. There's a 15% increase in underlying earnings per share after significant equity was raised in the year to fund the OptiComm and Velocity acquisitions. These margins equal operating leverage to revenue growth, and they are created by investment in infrastructure. Our margins are typical of core infrastructure, and they're created by investment in the CPaaS infrastructure, delivering 65% EBITDA margin today. It's a reflection of the quality of fibre, a business that produces speed price inflation, which is margin. The platform is in place, and the fixed costs are in place today. Slide 10. Fact two, exceptional cash generation. Just like fact one, just like our earnings have continued to increase, so have our cash margins for two years. Operating cash flow increasing from 50%- 98%, highlighting the quality of our customer base. Free cash flow increasing from 21%- 68% of EBITDA, despite CapEx also growing over that period. This is operating cash leverage to revenue and earnings growth. It's contributed by low maintenance CapEx, a feature of fibre and our CPaaS platform. Our free cash flow at 68% of EBITDA, despite CapEx increasing to 29% of EBITDA, is a key call-out. We can fund our growth CapEx. This cash generation means reduced net debt. Our debt down to 1.5x FY2021 exit run rate EBITDA, down from 2.2x in less than six months. It will support our adjacent market and technology expansion. It gives us the opportunity to consider future asset acquisitions aligned to our core technology, and it does enable us to have capital distribution considerations and opportunities for our shareholders in the future. Slide 11, please. Fact three: We've grown our contracted order book. Secured premises have increased 15% in six months and are now greater than 500,000 premises. We have achieved good penetration of the emerging property markets: build-to-rent, land lease, and independent living. We have formed good strategic partnerships with property developers that is fueling this growth in contracted order book. We have increased our penetration of the lucrative broadacre sector relative to our total contracted book. Our Velocity migration is on track for July 2022, and the license fee continues until that time. We can continue to grow our contracted book faster than we emptied it. Growing that contracted order book enables expansion into adjacent property asset classes and markets facilitated by the platform and the strong strategic partnerships that we are building with property developers. Slide 12, please. Fact four: We've got the locked-in organic growth. Our contracted and in construction business grew by 24% in the six months or 48,000 premises. If you consider we emptied 16,000 out of that contracted book, that's a 64,000 increase in contracted premises in six months. The highlight of this is the increase in broadacre. Broadacre achieves much higher penetration across the fiber networks and enjoys much higher ARPU. The increase in premises to be delivered in the next five years to 158,000 will support a greater than 20% CAGR growth in our earnings over the next five years. We still have the potential to continue to deliver the returns to shareholders that we have in the past. Slide 13, please. Fact five: Our growth in cash earnings. As they say, cash is king or cash does not lie. Strong cash earnings has meant a near AUD 48 million reduction in net debt in the last six months. It's assuring our ability to fund growth. It is leading to capital management considerations. If there was any doubt in the quality of earnings, it is dispelled by this fact. High growth in EBITDA, high growth in surplus cash from an infrastructure business. Uniti is unique. Slide 14, please. Fact six: We are playing in the right markets. We are playing in the right markets relative to our ASX-listed peers. The data you see on this chart is Bloomberg consensus FY 2021- FY 2023 forecasts. Uniti has bettered consensus this consensus in FY 2021. And our exit run rate EBITDA at June 2021 of AUD 133.4 million compares favorably to consensus of AUD 138 million to FY 2022. We are on track to continue this performance. Uniti is unique, high growth, and high cash generation after CapEx, which is superior to, say, NEXTDC, our next marker, with CapEx greater than EBITDA. Slide 15, please. Supporting fact six, we are playing in the right markets. The fiber market is the right technology infrastructure market. Fiber has consistently, over the past five years, provided the best returns to shareholders. This is due to the nature of fiber. It is near infinite in speed capability, with low maintenance CapEx to keep up with speed demands. It is not shared bandwidth. It is dedicated to the premise. It is not finite in capacity. It is not contended. When it is exclusive to the premise, the returns become very exciting. These facts highlight we have the right platform, and we are in the right markets to deliver the strong returns we have for shareholders today well into the future. I'll now pass to Darryl. Slide 16, please. I now pass to Darryl Inns, our CFO, to present the group financial results. Over to you, Darryl. Thanks, Michael, and good morning, everyone. As Michael has said, we are very happy to be presenting the FY2021 results for the second half without any benefit from acquisitions, showing strong organic growth. Slide 17, please. Slide 17 shows our consolidated profit and loss for the FY2021 year. Revenue grew by 175% to AUD 159.9 million, and underlying EBITDA grew 254% to AUD 93.7 million compared to AUD 26.5 million last year. Recurring revenue makes up 87% of the total revenue, and we will see that percentage continue to grow into FY2022. The growth in gross profit and underlying EBITDA have expanded at a greater rate than the revenue, demonstrating operating leverage through the business. The growth in the gross margin to 79%, up from 76% in the prior period, with the second half also achieving 79% gross margin, shows improving margins. We see the same in the underlying EBITDA margin at 59% compared with 46% last period, with the underlying EBITDA margin achieved in the second half at 61%. We expect the growth in margins will continue into the FY2022 year. The second half underlying EBITDA of AUD 64.5 million has been achieved with each month growing month-on-month in the second half. The exit run rate revenue has increased from AUD 200 million- AUD 218 million, and the underlying EBITDA run rate has increased to AUD 133.4 million, 15% up on December's EBITDA run rate of AUD 116 million. Underlying NPAT of AUD 53.4 million is up 252% on the previous year. Underlying NPAT excludes acquisition and share-based expenses and also excludes the customer contract amortization for the period whilst applying a 30% tax rate to normalize the result. The EPS calculated from the underlying NPAT figure has grown 50% to AUD 0.09. To slide 18. Our segment report shows strong results for all business units for the financial year. Of note are the strong gross margins being achieved in the W&I and CPaaS business units of 85% and 79%, respectively. This flows through to the EBITDA margins of a blended 65%, reflecting low cost bases and operating leverage throughout the group. Intercompany charges, predominantly from W&I to the C&B business units, total AUD 20.5 million, bringing the consolidated gross margin to 78% of the revenue. Corporate costs relate to the corporate services and overhead costs for the group functions. Underlying EBITDA, less CapEx for W&I is 68%, where over 90% of our capital is deployed, and free cash flow of 99% in the CPaaS business, which requires little or no CapEx. Total underlying EBITDA less CapEx for the group is AUD 66 million, or 71% of the underlying EBITDA. To slide 19. The balance sheet shows our strong cash position and fixed asset base, with modest gearing of 1.5x net debt, current exit run rate earnings of AUD 133 million. Cash at bank of AUD 57.3 million has benefited from strong operating cash flows within the period of AUD 64 million. Property, plant, equipment now at AUD 238 million, increased by AUD 188 million for the period, primarily from network assets purchased in the OptiComm and Telstra Velocity acquisitions of AUD 166 million and AUD 23 million in investment in fiber deployed within the year after depreciation. Net debt of AUD 208 million as of June is expected to continue to reduce due to the expected strong cash generation of the business in future periods. Deferred consideration includes both Telstra Velocity and LBNCo acquisitions. These two together total AUD 55 million outstanding, and net assets are now at a total of AUD 815 million. To slide 20. The net operating cash for the period was at AUD 91.7 million. Strongly aligned to the underlying EBITDA and highlighting the quality of our combined customer base, efficiency of management, and the strong business fundamentals. With CapEx spent of AUD 27.6 million for the period, mainly on the deployment of fiber infrastructure, the operating free cash flow is at AUD 64.2 million or 68% of the underlying EBITDA. After taking into account interest, tax, and dividends received, the net operating free cash flow was AUD 57 million. The investing activities relate to the cash components of the Harbour ISP, OptiComm, and Velocity acquisitions made in the first half, plus remaining payments for transaction costs and deferred consideration for Harbour ISP made in the second half. These acquisitions were funded through both opening cash on the balance sheet, debt financing facilities, and equity raised within the first half. We have finalized the work on the accelerated depreciation, which confirms that we can claim deductions of approximately AUD 155 million, including AUD 135 million for assets acquired in the first half of Telstra Velocity and OptiComm. This has negated the need to pay tax in the FY 2021 period, and as of the June 30th, 2021, Uniti has carried forward losses of AUD 107 million, and that's tax affected to AUD 32 million. This has provided Uniti with a cash boost in FY2021, which will continue into FY2022. To slide 21, please. Total CapEx paid for the year was AUD 27.6 million, of which AUD 25.8 million or 93% was growth CapEx. 95% of that growth CapEx was invested in the deployment of fiber networks in the W&I business unit. There were approximately 24,000 ports constructed and connected in the year relating to growth CapEx. Also included in growth CapEx is investment made with backhaul to the estates being built where the returns make sense. We are seeing that our increased scale and capability is enabling entry into smaller FTTP developments, adopting longer payback periods or metrics to win and secure long-term annuity earnings. Maintenance CapEx is less than 7% of the total CapEx, which reinforces the low level of CapEx required in the business for maintenance CapEx. Slide 22. During the second half, the net debt reduced by AUD 47.4 million- AUD 208.3 million. This is due to the strong cash generation of the business, which is expected to continue into the future. We will also see a cash boost from the accelerated depreciation benefit, which will not see us paying any tax for the FY 2022 year. As a result, Uniti has the ability to further reduce borrowings very quickly. The leverage ratio calculated on each EBITDA exit run rate currently sits at 1.5x, reduced from 2.2x in December 2020. With the completion of the tax calculations for the period now finalized, we can report a franking credit balance of AUD 33 million, of which AUD 29 million were transferred into the group for the OptiComm acquisition. In light of those points, the board are considering capital distribution options and further investments in line with the group's strategy. I'll now hand back to you, Michael. Thanks, Darryl. Slide 23, please. Today, Uniti, a simple business, simple strategy with a platform for long-term growth, playing in the right markets. Win, build, fill. It's pretty simple. Slide 24. The platform we have today will support the locked-in organic growth that we have in the contracted book today. The national network, the scale capability, enables us to deliver that book. The strong recurring revenue, high profit cash margins, and the ownership of that infrastructure supports the delivery of that book over the next five years and beyond, to continue to produce the 20% CAGR growth in earnings. Our balance sheet is in great shape with low leverage, providing us the capability to continue to further invest in CapEx and infrastructure ownership. Great returns on invested capital for shareholders. It places us in a position where we can consider further asset acquisitions that are aligned to our platform, aligned to our core infrastructure today. Whilst we're ruling out M&A of businesses, we're not ruling out asset acquisitions aligned to our core platform. We play in the right market. These markets, there's demand for businesses in this market, core infrastructure businesses of our nature. We're also protected against disruption by our cash generation, but also by the nature of the technology we've deployed. We believe we have the right management and board. We are now building a customer-focused culture. We are establishing this business for long-term organic growth to continue to deliver the returns today. Slide 25, please. Whilst we have a platform for organic growth today, this platform is established for a much longer term compounded annuity growth. There are many opportunities for us to remain true to our core business, true to the core infrastructure that we operate today, yet to expand the addressable market. There's the current contracted book, of course, but we can increase the share of current customers that are in that contracted book. We are now winning new property customers, and that is supported by the scale, reach, capability, and addressable premises we have today, the wholesale marketplace we have through 40+ RSPs. We can win business that we've not won before. We can now operate across all asset classes with this same platform, same infrastructure, same core business, just different asset classes, commercial, industrial, shopping centers, et cetera. We can become the technology partner across this infrastructure. Further investment in core technology infrastructure for our customers, expanding our infrastructure like earnings. With that core technology comes products. Additional products that we can build within the environments that we service. This is a platform for long-term compound annuity growth. Once again, this is fact. This is not a vision. We are doing this today, but the scale is small. The platform is in place to fuel long-term compound growth, including asset acquisitions closely aligned to our core business. Slide 26. We have had strong growth in our contracted business over the last six months. A 15% increase in addressable premises to greater than 500,000, increasing to 565,000 with the Telstra Velocity migration in FY2022. The brownfields addressable premises are a short-term potential earnings boost for our company. There's a 64,000 increase in contracted premises in the half, with 16% being delivered. We feel we are increasing share and the concentration in the broadacre sector, our particular success in the broadacre sector, with greater penetration and greater ARPU is a key contributor to the continued growth of our business. Slide 27. Our national digital infrastructure, the scale, reach, and capability. Our national scale, reach, capability, and the infrastructure deployed provides us opportunities for our growth outside of that core platform. Opportunities leveraging our deployed infrastructure, in new verticals. We are particularly interested in future opportunities with edge data centers, edge compute, and storage. We are also expanding our backhaul. We are now building more backhaul than we ever have. This backhaul is long-term connectivity to our captive markets where we have deployed access networks, further increasing our gross margins and putting more traffic on our own networks. We will continue to invest in backhaul because we can. We can build it, and we can fund it. The more network you build, the more network you can build, and still achieve our strict cash payback rules. This backhaul is connected to our long-term access annuity revenue. This is achieved by the platform that we have built today, the platform that will deliver the earnings for shareholders and the growth for shareholders in the future. Slide 28, please. Fibre. It's the key. There are advantages to not being the National Broadband Network. We build Fibre to the Premise. We choose where we build. We can expand products, services, technology markets, as well as retail and wholesale on our core infrastructure. The quality of Fibre is exemplified by the metrics here, where we are achieving higher speed plans and are able to achieve higher speed capability than NBN because we are Fibre to the Premise focused. NBN acknowledges this and is well advanced in replacing its Fibre to the Node with Fibre to the Premise. Our better metrics to NBN reflects this Fibre to the Premise focus. That is because this network is dedicated. It's not shared, it's not contended, it's not finite, it has low maintenance CapEx, and there is no continual CapEx refresh as you move from, say, a 4G network to a 5G network. The speed capability of fibre is defensive to any wireless technology. Once again, we are in the right market. Slide 29. Our Consumer & Business increased penetration on owned networks in the six months to 66%. During the year, we achieved functional separation, which applies to consumer broadband services. Our Consumer & Business is well-positioned to support our adjacent market expansion with our infrastructure and technology as we expand into other asset classes and are able to service business and enterprises with expanded products and services. We are in a position where we can also retail across that infrastructure through this business. During the year, the Consumer & Business also developed a very vigorous enablement or white label capability. Today we have secured a number of key customers, including energy retailers. This, combined with our own capability, will drive penetration of our deployed infrastructure into the future. Slide 30, please. CPaaS has continued to deliver consistent earnings and very strong free cash flow. The CPaaS business in aggregate for the year delivered an AUD 20 million EBITDA, compared to AUD 12.5 million EBITDA from the businesses we acquired prior to acquisition. Those businesses are today all fully integrated. We have continued to invest in the CPaaS infrastructure, and we are embarking upon significant product enhancements. The business is now poised for revenue growth and with strong earnings leverage at 65% of EBITDA, and with free cash flow at 99% of EBITDA, and the opportunity to expand our customer base and product capability, we see a bright future for CPaaS. The most interesting evolution is the extent to which our wholesale customers of our infrastructure are now embracing the wholesale services provided over our CPaaS infrastructure. We see future growth opportunities. Slide 31. We are in very favorable market conditions, and that is partly because of the platform we've built and the markets we operate in, and the fact that our commodity is now an essential commodity. It's delivered on the only network that can keep pace with demands for speed. We are in buoyant property markets. We have the ability to expand into the adjacent property asset classes. We are a market leader in broadacre. We have a business structure suited to the emerging markets of build-to-rent, land lease, and independent living. Our ability to white label is significant in participating in those market segments. Our technology infra expansion into adjacent markets, including integrated communications networks, also provides favorable conditions for us to continue to grow the business. Developers are continuing to build integrated communities. Property owners, property developers today are now converging various asset classes into one integrated community, where there is residential, office, retail, and industrial properties within the one precinct. We are ideally positioned to deploy the infra and to deliver both as a wholesaler and a retailer across those communities. Our product is essential. I only need to say COVID, and we all understand how important broadband has become to our communities. The digital economy expansion places CPaaS in an enviable position to continue to expand that infrastructure platform. Our ability to retail and wholesale means we can play in all markets. We are in a very good position. I would like to reinforce, it's a simple business with a simple strategy with the right platform playing in the right markets. We're going to win, build, and fill. Slide 32, please. Your company has immense opportunities, a strong balance sheet, low leverage, the platform for growth, a significant forward order book. We'll deliver locked-in organic growth, significant margins, high cash to be able to fund our organic growth and the numerous growth opportunities we have identified above. At this time, we will not stray from the core business we have today. Why would we? With the future we see for your company, it is in great shape. Thank you. Happy to take questions now. Thank you. The first phone question today comes from Kane Hannan from Goldman Sachs. Please go ahead. Morning, Michael, Darryl. Congrats on the result. Just three from me, please. Firstly, just that exit run rate of 133.4. Can you just talk to what the W&I contribution is in that number, and whether that number has any of the sales staff investment sort of backhaul review, some of the other OpEx items that we've spoken about in the past? Secondly, just in terms of the growth on the December run rate, I think you've done about AUD 21 million if we're adjusting out the RBS levy. Is that the sort of half-year run rate we should be thinking about going forward over the next few years? Or do you think there's scope to accelerate on that AUD 21 million? Finally, just in terms of the contracted book, I think at the half year you spoke to about AUD 240 million in construction revenues for the book you had at the time. Just wondering if you could give us an update around that number and how you're thinking about that on the new book? Cheers I'll take the contracted book question, Darryl, and I'll let you take the exit run rate W&I. Hi, Kane. Yeah. We're reluctant to disclose the amount of one- off revenue that is in our contracted book. It is commercially sensitive. At this stage, we're quite reluctant to disclose that amount, Kane. The second question, was the AUD 21 million. I just didn't follow that question. Could you repeat that again? Did that December run rate was sort of pre-paying the RBS levy, which, I'm not sure what that is on the monthly run rate, but just trying to think about your incremental growth going forward in millions rather than percentages. Yeah. We've accrued the RBS levy since the January 1st, 2021. There is an allowance for the RBS levy in the second six. It's an impact of about AUD 3 million, I believe, from memory. Darryl, is that the? Yeah. For the half, it was an impact of about AUD 1.7, but our run rate for the RBS levy is around the AUD 3 million mark. AUD 3 million mark. Yeah. Did you want to comment on the W&I exit run rate? Yeah, sure. It is still running similar to the 84%. It's around 85% on the exit, Kane. Perfect. Thanks, guys. Thank you. The next phone question comes from Nick Basile from Petra Capital. Please go ahead. Hi, Michael. Hi, Darryl. Quick question, I guess, on the M&A and the use of cash going forward. You talked a little bit about opportunities with the network around edge computing and the like. Where do you see, I guess, in the next 12- 18 months, you using the cash you're generating? Do you see yourself going with M&A, or is it more likely to be a buyback in the next 12- 18 months? I think to be clear, I don't see us stepping out of our core markets in terms of M&A to acquiring businesses in verticals that are not aligned to the verticals we operate in or the core infrastructure we operate today. Not ruling out asset acquisitions, like a Telstra Velocity business, for example, that fits nicely into that core infrastructure. Stepping outside of our core business today into another vertical, quite unlikely from an M&A perspective, but we would consider asset acquisitions. That is a potential use of capital. In terms of leveraging the existing infrastructure by stepping into some markets that can leverage that infrastructure, such as edge compute and storage on the edge, we see that as an interesting market, and whether that's done in partnership with businesses that are a natural player in that space, such as your bigger DC operators or even the mid-market DC operators or doing it independently, is something we would still like to evaluate. In terms of cash distribution, the board is considering options at the moment on distribution. We do have the ability to pay dividends well into the future with where the business is today. Despite not paying tax in FY2022, we will move to tax paying beyond. We will continue to accumulate franking credit. We are moving into a capability of paying fully franked dividends into the future. That is also under review at the moment. Yeah. Great. One final one. I think you did or added another 16,000 connected ports in the second half. That sort of puts you on a run rate of over 30,000 for a year. Just a touch above kind of what you were saying to us in February. How quickly can you increase that annual bill run rate? Obviously, maybe the first or the last six months up until June was little to no disruption. Now because of lockdowns, you may be facing challenges in certain markets. What's the kind of current outlook for the next 6- 12 months, given lockdowns and everything we know today? The rate of construction is an event that we don't have control or influence over. It is subject to property construction completing for us to deploy our network and become active. It's one thing out of our control. The favorable element to that is we don't lose those future earnings. They are just delayed whilst construction is delayed. Up until about one month ago, we hadn't seen any slowing in construction, but we are watching with interest what happens over the next month to two months with heightened lockdowns, whether that does slow construction slightly. Hopefully when we come out of lockdown, we'll see that construction accelerate, and our active services will be tied to that. Thanks. Cheers. The next question comes from Ian Munro from Ord Minnett. Please go ahead. Hi, Michael. Hi, Darryl. Just a quick follow-up on the construction conditions, please. Looks like there's about 2,000 activations a month in that second half. Can you perhaps give us an indication as to whether that's a maintainable rate going forward and if you're being impacted at all by current restrictions on getting people on site to actually physically do the activations? Secondly, there's been some media reports around a backhaul agreement with TPG Telecom. Can you perhaps give us any more color around what that might be looking at? Perhaps on the enterprise strategy, you're looking to split out another segment within the group and perhaps what can we be thinking of in terms of timing to execute on that strategy? Thank you. Yeah, I'll deal with the last one first. No, we're not looking to break out any segment. I think the key message is we've moved this business from looking like a conglomerate to a group of one. We wouldn't look at any sort of segmentation other than the requirements under our functional separation undertaking where we retail to residents over our own network. We are starting to bid for and provide services in enterprise markets, and we'll be doing that both as a retailer and a wholesaler, the same as we do across consumer markets. The business model's not changing, the platform's the same, the technology's the same. It's just an enhanced addressable market. In terms of activations, yeah, you're correct, a bit over 2,000 a month. We're on track. July and August have kept to those numbers, a bit above that number. At the moment, we're not seeing any slowing that I just spoke about earlier. Slowing in construction, we probably won't see until the end of the calendar year if there is any. To your question around are we able to get on site, we are seen as an essential service, our field staff are still able to deploy our networks. We are still able to connect customers and service our network despite lockdowns. In terms of TPG, we are building an NNI into the TPG FTTB network. It resembles our brownfields network. It will enable us to take at least 260,000 premises to market on top of our existing 565,000 that we'll have today with the inclusion of Velocity. It increases our addressable market. The sites that FTTB own and operate resemble the brownfields sites that we have low penetration on today. There is a strategy there of driving increased penetration across those networks through the combination of the two networks through that NNI. It enables RSPs to have a very low-cost, seamless capability to provide services over the FTTB network as well as our own brownfield network. Thanks, Michael. Thank you. Once again for the phone parties to register a question, please press star one on your phone. The webcast parties, please type your question into the ask a question box. The next question comes from (uncertain). Please go ahead. Morning, Michael, Darryl, and Vaughan. It's (uncertain). As you know, I'm one of the Harbour ISP vendors. Just wanted to congratulate Uniti on a great year and a great achievement. As our shareholder group, we've got a significant financial interest in Uniti and also have a strong interest in the outcome that Uniti going forward and delighted with the results that your team's delivered to date. Uniti did a great job integrating the Harbour ISP business, which enjoyed a reputation for very high customer service. One issue I did want to raise with you today, Darryl, is around the customer support piece. I know there's been a number of issues at the main data center, Equinix, where Equinix have caused power outages to the Uniti equipment, which has caused widespread issues. Aside from that, there seems to have been a diminution in the quality of support for retail customers. It's most evident if you have a look at open-source information like ProductReview.com.au, where the Harbour ISP brand's got quite a bit of negative commentary in recent times. My two questions are basically, are you confident that you can resolve and resource the customer service piece? If you are confident, as I'm sure you are you able to make the key customer support metrics like average wait times available to the analysts and the shareholders? Yeah, I'll take that. Good morning, (uncertain). Yeah, we did have, during May and June, a number of outages to our consumer network that were out of our control, caused by power outages both within DCs and outside of DCs. We have undertaken a network refresh or built further redundancy into the Consumer & Business network over the past month and are continuing to do that to make it more resilient. Notwithstanding that, our net customer adds in both June and July for our Consumer & Business were the highest they have been in the last 14 months. They were short-term impacts upon the network, and we are able to resolve them, and we have seen growth continue across the business, notwithstanding. Thank you. The next question comes from James Nicolao, Private Investor. Please go ahead. G'day, Michael. Congratulations on the result. Just wanted to ask, due to the result and the quality of the result, do you think now that you'll become a target? Secondly, just wanting to confirm, if I'm right, the growth in the contracted order book for the period was in fact 66,000, because you also connected 16,000 in the same period. If that's the case, clearly that's the powerhouse or the huge takeaway from the result in terms of how you've been able to turbocharge the contracted growth remarkably. Can you just talk to that, if that's okay? Hi, James. Contracted premises in the half were actually 66,000, so we signed up 66,000 new premises to build in the future. That's effectively a 30% increase on what was there at December. I think that's a really key metric you've called out. It does point to the feeling that we are starting to take share, and that share is contributed to by the platform we've built and the scale and capability we now have within the business. In terms of target, I think, James, we would be naive not to expect that someone would be looking at us. We're playing in the right market, as I've called out, in terms of the fiber and cable market globally. These businesses are in high demand. We are generating very good returns for shareholders. We obviously hope that won't occur. What we see in the future is very, very exciting. There's a lot more to be done, and hopefully, we've shown shareholders today that the platform we've developed and the markets that we play in, we can deliver much more into the future. Hopeful that won't occur, but it's an obvious concern for us that we are in a position to be able to defend so that we can continue to deliver these returns to shareholders. Great. Thanks, Michael. Thank you. The next phone question is from Matt (uncertain) from Jarden. Please go ahead. Good morning, Michael. Good morning, Darryl. Can you hear me? Yeah. Yep, got you, Matt. How are you? Great. Just the first one on the tender wins from the second half FY2021, calling out that 60,000+ premises won on a gross basis. Is that sort of the future expectation numbers we can expect given what you can see in the tender processes? Yeah, I'd hope so, Matt. I'd hope we could continue to grow at that rate. Our share relative to the size of the market is still small. As we keep adding this, our share will grow. It's the adjacent markets where we see a lot of opportunity. There's a really interesting dynamic happening in the market where there's new property models, build-to-rent, land lease, and independent living style properties where we're ideally suited to be the partner in those precincts. Also the integrated communities that the major developers are building, where they're putting multiple properties, retirement properties and broadacre housing and multi-dwelling units alongside shopping centers and offices and all sorts of other community facilities, places us in a very good position to grow into that. I think we can grow those absolute numbers, whether they're all residential housing, in the future as we continue to take share. We are building out, we are building a book that will tip out over many years to come. I'm hopeful, or we're hopeful that that absolute number will at least be there and will continue to grow, albeit the premises might be offices or retail premises or other like properties. Right. Just into those adjacent markets, can you talk to, I guess the relationships or the relationships you might need to access those projects? Building deeper relationships with the majors. The majors are the parties who are building a broadacre and putting an industrial park next door and a shopping center and a community hall and a school and a high school, a primary school and a high school. It's having deeper relationships with those types of developers that are building these integrated communities. You're seeing this in the press all the time, the Stocklands, Mirvacs, Walkers, the Perich family, even the mid-markets, the Villawoods, Cedar Woods, Satterley. All these sorts of developers are starting to build these types of communities, we're well-placed to be a full service provider across those communities. There's two opportunities here. There's increasing share of some of those parties where they are our customers, there is also some of those becoming more important customers or bigger customers for us. Okay, great. That 158,000 over the next five years of in construction or contracted, can you talk to, I guess, how they actually drop on a per annum basis? Is it front-loaded or back-ended in terms of how that's skewed, or is it pretty linear across those five years? Yeah. It's a touch higher in the first three years, but it's not significant. We have emptied a bit during this six months, but it is slightly skewed to the first three years. It's not 50/50. Sorry, not 20% equally over. It is skewed slightly to the first three years. Okay, great. That's helpful. Last one for me, putting the construction activity aside, in relation to COVID lockdowns, can you talk to any sort of issues around supply chain for inputs, labor costs, or any sort of commentary around inflation across your group? No. We've recently negotiated better unit prices for the technology that we would capitalize. This is the network terminating units and the technology that we deploy in the fiber networks. We've obtained lower unit prices than we enjoyed before the acquisition of OptiComm and better prices than OptiComm enjoyed. That was partly helped by the rollout of the Velocity estates. We're doing a network upgrade there. It's one of the biggest network upgrades that will be seen in Australia over the next 12 months, considering NBN's coming to the end of its rollout phase and is now focused on FTT and moving to FTTP. We are a major network builder, so we've been able to get lower unit prices. We haven't seen any supply impacts at all at this point in time. We have ordered forward over a year what we expect we will need well into the future. That won't affect our cash flow as payments are made as and when that technology is dropped. We're well advanced in the factory with our orders, ensuring access to core technology. Okay, great. That's helpful. That's it for me. Thanks, Michael. Thanks, Darryl. Thanks, Matt. Thank you. The next question comes from the webcast. The viewer would like to ask: With the strong cash position and positive look ahead for growth, is a shareholder dividend on the table moving forward? If yes, when is this likely to begin? Yeah. Definitely under consideration. We have significant franking credits as we've called out, and our forward cash flows do indicate an ability to consistently pay dividends in the future. It is under serious consideration. I can't give you an exact date when a decision would be made, and it would be subject to the board agreeing the right time. Yes, being seriously considered. Thank you. The next webcast question says: There are so many positives. Congratulations. What are the challenges or headwinds faced moving forward, if any? Yeah. Good question. It can't be all that good. The biggest headwinds are our inability to control construction that we've touched on before. We are dependent on property developers completing construction. That is a delay in the earnings growth. Where it's contracted, it will still be delivered, but it's a delay. At this point in time, we haven't seen an impact from that at the moment. The other obvious place to go is regulatory. At the moment, it's a reasonably stable regulatory environment. Most of the mooted regulatory changes have occurred, and there's nothing significant on the horizon. If anything, it's probably more favorable than unfavorable because we'd like to see serious consideration on the removal of the RBS levy. I'm not saying that will occur, but if anything, that could be favorable to our business if there was a reconsideration of the RBS levy. From a regulatory landscape, we don't see any major headwinds at all. The activity that occupies our mind most, what we spend most time on and work hardest at now is customer acquisition. The evidence of our building contracted book in this last half is evidence, I think, that we're doing okay, but I believe we can do better. I believe we can win better in market. That's our biggest challenge. I wouldn't call it a headwind. It's a great opportunity, but it's something that we are focused heavily on. As I've said in our simple business, simple strategy, win, build, fill. We've got to win. We've got to win in market. That's the biggest focus for our business. If we win it, the rest flows nicely. With the great metrics we have in our business, it tips out into great returns for shareholders. That's our biggest challenge, winning better in market. Thank you. The next webcast question is, with Telstra onboarding as an RSP, have you had encouraging signs from developers joining the group? Yes. The answer very clearly is yes. The onboarding of Telstra is going smoothly. We don't necessarily have to have them on board today, and we've already had the benefits of the Telstra messaging that they are about to become an RSP has meant we're sitting at the table with developers we were not sitting at the table with before. We got the opportunity to look at their business. That's happening right now. The Telstra onboarding is on track, and we expect to be live around March of 2022. That is not delaying having the right conversations with the right developers today, and it is happening right now. Thank you. At this time, we're showing no further questions. I'll hand the conference back to Mr. Simmons for any closing remarks. Thank you, everyone. I don't have any further to say. Quentin, thank you for your time today, and thank you to our shareholders for your outstanding support during FY 2021. The acquisitions of OptiComm, in particular, wouldn't have occurred without your support. It was a tough battle, and having our shareholders alongside us was a major reason we won that acquisition. Thank you very much for your support in FY 2021. Hopefully we've proven to you that it was the right decision to acquire that business despite concerns that we were overreaching. We knew what we saw and what's tipped out in the second half of FY 2021 is what we saw, and there's more to come. Thank you very much and look forward to catching up with you all over the remainder of this year. Thank you.