Well, good morning, ladies and gentlemen. I'd like to welcome you to this annual general meeting. As we're coming in the door, could you shut those doors as you come in? That would be great. I'm Deanna Oppenheimer, I'm chair of the company. I'm also chair of the Nominations Committee and a member of the Remuneration Committee. I'd also like to welcome those of you listening to the proceedings by phone. We will be playing a video during this meeting, and despite our best efforts, it may not come over well as clearly as we'd like on the phone. The video is available on our website to view wherever you wish. For those in the room, I think you will be able to see it in good stead. Before turning to the formal business of the meeting, I'd like to mention a few housekeeping points. In the unlikely event of a fire, please make your way back to the hotel lobby and out the main doors of the assembly point across the road. Fire marshals will be on hand to guide you. The time is now 11:02. As proper notice of the meeting has been given and we have a quorum present, this meeting is duly convened and may proceed to business. I'd now like to introduce the board. Chris Hill, our CEO. Philip Johnson, our CFO, as previously notified, Philip is stepping down as a member of the board later this financial year. The board has commenced a search to identify and appoint a successor, Philip will work with Chris and the wider board to ensure an orderly transition. Thank you, Philip. Dan Olley, an independent non-executive director. Dan is a member of the risk and the remuneration committees. John Troiano. John is right here. Back and forth. John is an Independent Non-Executive Director, and John is a member of the Risk and Audit Committees. He also serves on the HLFM subsidiary board. Andrea Blance. Andrea is an Independent Non-Executive Director and Chair of the Risk Committee, and Andrea is also a member of the Audit and the Nomination Committee. Moni Mannings. Moni is an Independent Non-Executive Director and Chair of the Remuneration Committee. Moni is also a member of the Nomination and Risk Committees. Finally, Penny James. Welcome. Penny is our new Independent Non-Executive Director and Senior Independent Director. Penny was appointed to the board in September of this year, and she's a member of the Nomination and Risk Committees. Now, due to the ongoing travel restrictions with COVID-19, I'd like to introduce the members of the board who were unable to join us in person today. They are on the phone. Roger Perkin, who is Independent Non-Executive Director and Chair of the Audit Committee, and Roger is also a member of the Risk and Nomination Committees. Adrian Collins, Non-Independent Non-Executive Director, who was appointed to the board in November of 2020. In attendance today are representatives from the company's auditors, PwC, they are on the phone, and the company's solicitors, Osborne Clarke, in person. Raise your hands. Yes, right here. A representative from the company's registrar, Equiniti, is also here to follow the proper procedure with regard to attendance and voting. The company issued its report and statements in August and a trading update this morning. Copies, both of which are available on the company's website. Before we start the formal business, we'll be showing a video that our CEO, Chris Hill, will provide you with an introduction to, and this will also be available on our website. Chris, over to you. Well, I think we're just ready to play, please. Thank you. Great. Hello, I'm Chris Hill, Chief Executive of Hargreaves Lansdown. In this presentation, I'll be providing an update for our shareholders ahead of our annual general meeting on the 15th of October. I'd like to open with some highlights from a year where we saw record growth despite a unique and incredibly challenging external environment. Over the last financial year, we welcomed a record 233,000 net new clients. We generated a record GBP 8.7 billion of net new business. We continued to build our position as the U.K.'s leading digital wealth management service. We now look after over 1.6 million clients, and over the period, hit a new market share high of 42.9% of the D2C market. The challenge the last year presented with a significant ongoing impact of the coronavirus and volatility has been clear to all. HL has continued to deliver, again demonstrating that through the cycle, there will be ups and downs. We are delivering long-term growth. We continue to focus on building the breadth and ease of our service to ensure the right client experience and reinforce the lifelong relationships that we are building with our clients. We use the insight and engagement that our scale provides to help us deliver significant to our proposition and service. This year, that includes the launch of new retirement solutions and more mobile and payment functionality. This progress and our strong position is represented in a robust financial performance where we've continued to deliver effective returns for our shareholders. Our financial performance reflects the record growth I talked about and has supported us in building our diversified revenue stream up 15% to reach GBP 631 million, despite the lower average market level, lower interest rates, and challenging conditions during the year. We've had to invest to manage these record levels of activity and growth and deliver a resilient service. Regardless of this, underlying profits have risen. Excluding the gain from the sale of FundsLibrary last year, our profit before tax has grown 8% to GBP 366 million. That has allowed the board to also increase the like-for-like total dividend by 8% to GBP 0.515 per share. As I mentioned before, 2021 saw a phenomenal performance in our business. In the year, we experienced a number of different volatilities impacting the market, from Brexit to the U.S. election, to the emergence of vaccines, and then the ongoing uncertainty created by the coronavirus. Despite this, following a slow start, investor confidence picked up post-November and was high and resilient throughout subsequent market events. Our results have reflected that. The last year has set records, including our biggest ever growth in net new clients, 233,000, alongside very strong net new business of GBP 8.7 billion. The first time we got over GBP 8 billion. This has also helped to drive our AUA above GBP 135 billion for the first time. The high investor confidence also drove the record trading volumes that supported our revenue growth with a 53% uptick on prior year. Demand for online services of all kinds has soared in the pandemic, with this financial year being one where digital wealth management and investing has stepped into the forefront of people's minds. From the headlines relating to credit share dealing to the Deliveroo IPO to Bitcoin, it's clear that awareness by society has grown significantly and more and more people are seeking to understand and embrace the means to engage with their finances to ensure the resilience and financial wellbeing that they want for the future. While some of the volume of trading has clearly been exceptional, we do not expect it to go back to where it's been before the pandemic, and more broadly, there's been a permanent shift in people's behavior. As client growth continues and people continue to become more engaged, their expectations of service from their investment provider is changing. We see this reflected in the interactions with our platforms. We expect this to continue as clients embrace a more digital and connected service model. Just in three years, from 2018 to today, you can see a dramatic uplift in client interaction. Our digital visits have increased 132% to 393 million, and we've seen a sevenfold increase in mobile trade and experienced a 30% increase in help desk calls and email. This is not just about a much larger client base. It is also reflective of a client base that is more engaged and a client base that is shifting the way in which it engages. If we were trying to manage the trade and login volumes that we see today back in 2018, this would have been very difficult. However, through the investment we've made in both our service, including the additional colleagues outlined here, and our technology, we've been able to ensure both the resilience and scalability of HL through the challenges of the pandemic and the pressures of the return of investor confidence. We did, though, in November, see very high levels of volume associated with market volatility that led to a brief outage of our system. We've learned from that experience. We've implemented a number of changes to capabilities, processes, and systems to mitigate risk and ensure that we maintain robust client service as we scale. To provide the right service and client experience for the future, we must be providing a digital-first offering that meets clients' needs. With the scale of insight that we generate as market leader and our client-first approach, we are well-placed to continue evolving this and delivering growth at pace. The opportunity that underpins our ability to grow at pace remains, and it itself is growing. I've spoken before about the structural drivers in the market and how these will drive the future growth of the industry. We continue to see each of these ensuring low interest rates over the last decade and volatile markets, the shift to greater individual responsibility for retirement savings, the generational transfer of wealth, and an increasingly complex savings environment. We see all as critical to the growing importance of the wealth management industry. What we have seen over the last year is the COVID-19 pandemic has reinforced and provided an accelerant to all of these themes and the importance of effective savings and the need for individuals to be financially resilient is now as stark as health. Back in 2018, the U.K. wealth market was GBP 2.5 trillion. Now in 2021, this has risen to GBP 3 trillion. The opportunity that we see in this market is only getting larger. By 2025, expectations are that it will have grown to GBP 3.7 trillion. GBP 35 billion and the D2C market's GBP 289 billion, that represents only a small piece of it. By continuing to build out our digital wealth management service, broaden our proposition and deliver effective service, we believe as the market leader, we will play a significant role in this exciting and growing opportunity. We are helping more and more people into the direct market and will continue to grow our share of a growing market. A demographic change that has been underway for some time across the industry, but has become more noticeable through the pandemic, has been the increase in the mix of younger investors. This has been well reported externally, and it's highlighted in our own numbers that it's a key driver of what we see. The chart on the left makes a key point because the U.K. wealth market is no longer all about the baby boomer. The chart on the right here is forward-looking. It shows the relative size of the market by age and plots the expected growth rate between now and 2025. You can see that younger client groups will become the growth drivers of the future. Younger clients are showing an increasing willingness to learn about investing and prioritizing financial resilience and savings. They're also starting to benefit from the transition of wealth from older generations. This and the rollout of auto-enrolment will only accelerate the knowledge, engagement, and relative sophistication of clients. We study the underlying reasons behind these changes closely, and we focus on the opportunities that arise looking at their behavior. When we ask younger clients what has made them more interested, many of the core themes I've mentioned come through. We also see new impacts from social media that provide the prompt. This highlights that digital, easy-to-use solutions and connected services will be key for this demographic, which is why we've invested in these propositions and services. The trends shown in the wider market are not new or pandemic-based changes. They are dynamic changes that we have been experiencing and adapting to at HL for some time. The charts on this slide show how the dynamics playing out in the wider market compare to HL's experience. On the left, we can see the growth across client age groups with a changing mix balanced out. In 2012, 48% of clients were between 55 and 80. We now have 32%. Although we recruited our highest ever number of 55-64 clients in 2021, we also saw nearly 50% of new clients were aged 30-64 in this period. These changing demographics have caused a shift we've been seeing for some time in our average client age. In 2007, the median age was 58. In 2014, this was 54. In 2021, it's now 46. As you can see, whilst we continue to service significant numbers of older clients, our younger demographic groups have driven fast growth over the last five years. The fact that we've attracted so much of the younger generation to our service gives me confidence that our investment in our proposition and user experience is paying off. When you look at the chart on the right, it shows the relative growth rates and relative size of assets. Collectively, we are growing a mix of younger clients, and younger clients grow assets quicker. They've had the fastest growth over the last five years. This younger mix of clients underpins our future growth because their investment behaviors mirror the trends of previous cohorts. Through our scale of understanding and 40-year track record of supporting clients through their financial lives, we know what they need and how we can best support them over their life. As we build these lifelong relationships, we can work with these clients on similar paths to what we've always done, leading the lifetime value of our overall client base to increase in line with the shape and age of the client base. The message is clear. By building a digital experience that combines a broader proposition and service that supports clients through their lives, we can generate value over the long term and help them to build successful financial futures. It is by driving client growth that we can continue to fulfill this lifetime value cycle and build significant returns over the long term. Our growth strategy is client-led and focused. In 2021, we continued to evolve this to reinforce our best-in-class offering. We've developed how we attract clients, building out our brand through our second multi-channel advertising campaign and an increasing breadth of spokespeople and press engagements. Also improving our offering through the launch and rollout of our Cash ISA product within Active Savings and the development of our new retirement solution, now offering online drawdown solutions and investment platforms. We've also enhanced how we engage with clients, offering more content and insight with over 1,000 articles posted during the year, producing better digital tools, including expanding mobile app functionality and strengthening our investment research through the launch of a Wealth Shortlist and a Fund Finder. Key to building lifelong relationships with clients is retention, where we continue to expand and personalize the experience that clients have with HL to highlight the value of our service and the relationship that we have with them. This includes making our existing services easier, like payments, where this year we've expanded our 24/7 bank transfer functionality and linked up with Stripe to provide 3DS payments. For Active Savings, where for 90% of the year, we provided at least one market-leading rate. Through our educational content campaign, where we continue to help clients to grasp the basics of investing and how their choices may impact their financial goals. By continuing to invest in line with our strategy, just as we have in these examples, we're building the foundations to enable our ongoing scalability capability with a strong client-focused ethos at the center of it. For a business of our scale, execution is key, and over the last year, we significantly have developed our ability to meet the demands of our growing client base. As I look ahead to 2022, this focus will continue. Later this year, we'll be welcoming several new executives to help us drive the business forward. A new Chief Information Officer, Chief People Officer, to join the Chief Risk Officer and interim Chief Operating Officer we welcomed in 2021, and ahead of welcoming a new Chief Financial Officer in 2022. The capability these new hires will bring is critical to our future success and will set us up to deliver. Together as a team, we will work to capitalize on market opportunities to be able to continue to drive our market-leading position in digital wealth management service into the future. The success of Hargreaves Lansdown in the future and our ability to drive growth depend on our service and client experience, as I've mentioned. Also, it depends on the strength and sustainability of our governance and business practices to mean that we can continue to be an efficient and effective business over the long term. The mission for our business is to empower people to save and invest with confidence, and to give them the trust and confidence to build their financial resilience through us, and we must ensure we continue to be responsible partners for our clients. Over the last year, we've continued to expand our work to meet our ESG goals and ensure that we're a responsible business, fund manager, and investment and savings provider. Launching landmark initiatives like the West of England Black Intern Pilot, where 46 Black students got active internships across 20 companies. Offering more investment choice by including more ESG fund options on our wealth platform, and our fund management business signing up for the United Nations Principles for Responsible Investment. You'll also see that in this year's annual report, we've included our Task Force on Climate-related Financial Disclosures, which outlines and assesses the risk and opportunities climate change poses for HL. We're committed to do the right thing by taking responsibility for climate change. That's why we disclosed a year earlier than necessary, as well as committing to net zero. Reflecting on the last financial year, it's clear that it's been a record year for HL. It has saw outstanding growth. We have continued to build our position as the U.K.'s leading digital wealth management service and enhanced the relationship we've built with our clients. The pandemic has accelerated the structural trends that we've seen in the market for some time and has amplified the significant and growing opportunity that the wealth industry has ahead. As the market leader, we're already benefiting from these trends, having used our scale to spot them early and deliver the right client service. We are more excited by the opportunity ahead of us now post-pandemic, and we are very well positioned to execute against it. As we look to the year ahead, we expect to continue to see heightened client activity compared to pre-pandemic, and our costs will continue to reflect ongoing investment and client growth. As we look beyond this period of post-pandemic normalization and investment, HL will continue to deliver attractive earnings growth with improving operating leverage as the benefits of this investment deliver. The key takeaway for you is that we are excited by the growth opportunity ahead of us, and we are excellently positioned to deliver on and grow shareholder returns. Great. Thank you, Chris. We recorded that. Obviously, when we planned the meeting, we didn't know if we'd be in lockdown or not. That is why you saw him here in person and heard his voice in a recording. Let me now move to the formal proceedings for the annual general meeting. The notice of the meeting, together with explanatory notes, was posted to shareholders at the beginning of September 2021. Accordingly, the requisite notice of the meeting has been given. I propose therefore, that with your consent, the notice of the meeting should be taken as read. Is that agreed? Great. Let me go through then the resolutions. Ladies and gentlemen, we will now proceed to vote on the resolutions, which I formally propose to the meeting. The full text of each of the resolutions is set out in the notice of the meeting, a copy of which you would have received. Resolution 1, to receive the directors' report and audited accounts. Resolution 2, to approve the final dividend. Resolution 3, to approve the directors' remuneration report. Resolution 4, reappointment of the auditors. Resolution 5, to authorize directors to determine remuneration of the auditors. Resolution 6, to my sid, that would be the re-election of me. Yourself? Yes. That's proposed there. Resolution 7, re-election of Chris Hill. Resolution 8, re-election of Philip Johnson. Resolution 9, re-election of Dan Olley. Resolution 10, re-election of Roger Perkin. Resolution 11, re-election of John Troiano. Resolution 12, re-election of Andrea Blance. Resolution 13, re-election of Moni Mannings. Resolution 14, election of Adrian Collins. Resolution 15, election of Penny James. Resolution 16, to authorize the company to purchase its own shares. Resolution 17, to authorize the directors to allot shares. Resolution 18, to disapply statutory preemption rights, and Resolution 19, to approve short notice for general meetings. Resolutions 1 to 15 and 17 are proposed as ordinary resolutions and require a simple majority to be passed. Resolutions 16, 18, and 19 are proposed as special resolutions, which require a majority of 75% to vote in favor of the resolutions to be passed. On the slide behind me, you will see the proxy votes already received in respect to each of the resolutions. I will now conduct the poll on each of the resolutions. I'm appointing Equiniti, the company's registrars, to act as scrutineers. When you registered your attendance, you will have been given a poll card, which shareholders and proxies for shareholders should complete by placing a cross in the appropriate box next to the relevant resolution and sign as indicated. In the case of corporate shareholders, the poll card should be completed by their authorized representatives present in this meeting or by their proxy. You have three options for each resolution. You can vote for the resolution, against the resolution, or withhold your vote. A vote withheld is not a vote in law and will not be counted in the calculation of the proportion of the votes for or against a resolution. I should mention that for those shareholders who have already lodged a proxy, they do not, of course, need to complete a poll card unless you'd like to change your vote. Will you please return your completed poll cards to Equiniti, our registrars, as you exit the room. The poll will be open for 10 minutes after the meeting ends. Should you require any further assistance, Equiniti would be happy to assist you. The results of the final poll, including the proxy votes already received in respect of the resolutions, will be announced through our regulatory information service and posted on the company's website as soon as practical. With your permission, I'd like to proceed by noting that we have received two questions. We've received three questions from shareholders by email relating to audit and non-audit fees, our policy on directors' external commitments, and HL's approach to the Living Wage Foundation recommendations. All of these have been responded to by our company secretary, we are happy to share those with others if that is of interest. Now we will open to any questions from the floor. I'd like to invite further questions on the resolutions or general questions. Before asking your question, please give your name and state whether you are a shareholder, proxy, or corporate representative. If you're a proxy or corporate representative, could you please state your name and the name of the shareholder that you're representing? Are there any questions here in the room? Yeah. Yes. I'm Richard Johnson. I'm chairman of the Ham Investment Club, and we invest through HL as well as holding shares in HL. My question concerns your website. We find research and information on the website quite brilliant. It's a superb website. The only thing I would say is that you've withdrawn brokers' analysis and brokers' forecasts from that website over 18 months to two years ago. My question is, do you ever intend to restore that facility, and if so, when? Thank you very much, Mr. Johnson, for your question, and thank you for the compliment on the website. We appreciate that, and for the recommendation for a correction. Chris, do you know that answer off the top of your head, or shall we refer with more information? Well, thank you too for the comments about the research, which has been quite significantly enhanced, I think, throughout the pandemic and with some of the new team that we've added to it. Yeah, the brokers' analysis and forecasts, there've been issues with the licensing of that information and how that information is provided. We would like to reinstate it, but I can't give a time as to when that will come back. Thank you. Thank you very much. I do note your feedback. Thank you. If you could take heart, it's a very major factor. My median investor is a man of about 75. The factual trend is they use the website and look very seriously at the issues. I encourage them to do that. When they say, "We can't find out what all the other folks are saying," it becomes difficult to engage. We'll definitely take that back. Thank you very much. Are there any other questions? Yes. I was wondering when you were going to bring back Bed and Breakfast? Bring back, sorry? Bed and Breakfast. Bed and Breakfast. Yeah. Sorry. It's a service that we obviously withdrew at the start of the pandemic. It's something that we aspire to bring back. I think at the present time, what we'd like to do is bring back an improved and enhanced service, as in one both better and easier for clients, and also gives us the administration quality that we can underpin, because clearly during the pandemic, we weren't certain we could do that, which is why the service came back. It's one of the services that we're looking at, that we actively want to bring back because we hear from you and many of our clients how much they value it. Do you think you'll be able to bring it back before April next year? I would need to revert with that. I would say there's probably a lower probability than a higher probability. Let me get back to you with a more solid answer. Great. Thank you. Any other questions? If not, yes. There's nothing seems to be said about possible litigation against the company with regard to development in Cornwall. There's nothing to comment on at the moment. Nothing has changed, and so we don't have any comment at this point in time. Obviously, it's in the press, and the mention of the press will happen. Yes. I was very good luck with it. Actually, the press reports have improved over time, but I do think that the litigation, we have nothing more to report at all. Again, we can't comment on litigation that is not active at this point. We have to see the. Thank you very much. Any other questions? If not, this concludes the formal business of the meeting. I thank you all for your interest, for attending, and I declare the meeting closed. Please join us for tea and coffee. With this, we will now curtail the final recording. Thank you.