[Presentation] Well, that's a bit of a hard act to follow, but I'll do my best. Welcome, everyone, and thanks for joining us at the 2021 Annual Meeting of Shareholders of Turners Automotive Group. My name is Grant Baker, and I'm the Chairman of Turners. The notice of meeting and 2021 annual report and financial statements have been circulated and made available to shareholders. As you can see, today's meeting is being held online via the Computershare online meeting platform. This allows shareholders, proxies, and guests to attend the meeting virtually. All attendees can watch a live webcast of the meeting and read the company documents associated with the meeting. In addition, shareholders and proxies have the ability to ask questions and submit votes. I'd like to introduce my fellow directors. Paul Byrnes, our Deputy Chairman, Matt Harrison, Al Petrie, John Roberts, Antony Vriens, and also Martin Berry. Obviously, we're all streaming in from different locations, but Martin's the furthest away in Singapore, but he is participating fully in the meeting today. Also online with us, Todd Hunter, our Group CEO, and Aaron Saunders, the company's Group CFO. There's also a number of senior managers and staff online today, so welcome to all of you. Also in attendance are the company's auditors, Staples Rodway, as well as our legal advisors, Chapman Tripp, and other advisors. Thanks to all these firms that provide valuable services to Turners. Obviously, we were looking forward to the opportunity to meet shareholders in person and to share our plans and our enthusiasm for the future of the business. However, like many situations we've faced in the last 18 months, we've had to adapt, and this meeting having to be postponed from August and shifted online is yet another reflection of that. If you do have a question to submit during the live meeting, please select the Q&A tab on the right half of your screen anytime. You can type your question into the field and press send, and your question will be submitted immediately. If you need any assistance, you can type your query, and one of the Computershare team will assist with the chat function and reply to your query. Alternatively, you can call Computershare on 0800-650-034. That's 0800-650-034. Please note that while you can submit these questions from now on, I won't be addressing them until the relevant time in the meeting. Please also note that your questions may be moderated, or if we receive multiple questions on one topic, they'll be amalgamated together. Due to time constraints, we may run out of time to answer all your questions. If this does happen, we'll answer them in due course via email. I encourage you to get in early to ensure your questions get answered at the end. Voting today will be conducted by way of poll on all business items. In order to provide you with enough time to vote, I'll shortly open the voting for all resolutions. If you're eligible to vote at this meeting, you'll be able to cast your vote under the Vote tab. Once the voting is open, the resolutions will allow votes to be submitted. To vote, simply select your voting direction from the options shown on the screen. You can vote for all resolutions at once or by each resolution. Your vote's been cast when the tick appears. If you do want to change your vote, simply click on the Change your vote icon. You have the ability to change your vote right up until the end, until the time I declare the meeting closed. I now declare voting open on all items of business. The resolutions will be open in the Vote tab. Please submit your votes at any time, and I'll give you a warning before I move to close the voting. Today, you'll hear from me first and then an update from Todd. We'll deal with the resolutions, where voting will be conducted by way of poll on all business items. Following the presentations, there will be an opportunity for discussion and any questions you may have. We'll answer questions on the resolutions at the time they're proposed, and there will be a further opportunity at the end of the meeting for you to ask any other general questions about the company and our operations. To start, let me give you some comments on the year just gone and how we're positioned as a company. Obviously, 2020 was a pretty strange year, a year like no other. I couldn't be more pleased about the shape the business is in, the trajectory we're on, and the future for the Turners business. Reflecting on the last 12 months, our teams responded incredibly well to the pandemic challenges presented throughout the year. Their high levels of engagement, combined with the diversified nature of the business, ensured we were well-positioned as we moved out of the lockdowns. We've continued to focus on building our digital capability, optimizing our retail network and customer experience, and continue to grow high-quality lending. Our growth plans are being realized, and the work we've been doing over the last three years is now getting some serious traction. Quality, growth, and yield are the key themes I wanted to drill into a little with you today. Let's start with quality. As a group, we've continued to focus on quality. We know the great trusted brands we have in our stable. Quality customer experiences are leading to improvement in earnings, quality, and consistency. We continue to extend our competitive advantage through digital initiatives, and we know that improving the quality of the work environment for our people will be critical in helping deliver quality experiences for our customers and, of course, returns for our shareholders. We do have some serious momentum in the business. We already had signs of a step change in May FY 2020, but the March 2020 lockdown put a temporary halt on this, but the halt didn't last very long. We achieved a step change in performance over FY 2021 with a 19% uplift in underlying profits. Prior to lockdown in mid-August, year-to-date FY 2022 has seen monthly operating results tracking comfortably ahead of run rate profit levels in the second half of FY 2021. Given the lift in performance in the first four months of this year, we were well on track to achieving at least 15% uplift in profits for FY 2022. Our short-term performance has been impacted by the level and duration of COVID-19 restrictions on trading. It is good to see our branches outside of Auckland now returning to level two restrictions, and we're really hopeful we'll see Auckland move down levels in the next couple of weeks. Our geographic diversification is very helpful at the moment, as it was in previous Auckland-centric lockdowns. What I do want to be clear about is that this latest lockdown doesn't change our medium-term view on the prospects for Turners. At the annual results announcement in May, we put out a market for our three-year growth plans. We aim to deliver a further 31% growth in underlying profits to NZD 45 million profit before tax in FY 2024. If anything, we feel even more confident on this medium-term target now given how the business performed heading into the lockdown. Our performance and sustainability of profits is being reflected in our growing dividend strength. We declared a final dividend of NZD 0.06 a share, slightly above our published guidance, which resulted in a record payout for shareholders in FY 2021 of NZD 0.20 a share. We do intend to maintain our current dividend policy. That's 60%-70% of net profit after tax in the year ahead. That's just to ensure the business is being supported in funding its growth opportunities. Based on last year's dividend of NZD 0.20 a share and a share price of NZD 4.50, this produces an attractive gross yield of 6.2%. I think this is a major attraction for shareholders and, as a shareholder, it's definitely an attraction for me. I thought it might be useful for other shareholders and prospective shareholders to understand why I personally believe in the company so much. I recently increased my holding in Turners and now own over 7%, I think about 7.5% in the shares on issue. I actually really enjoy the business and being involved in it, and I plan to be a long-term shareholder. I really love the yield we're generating through dividends, and I also like that we get the dividends quarterly. There's also a significant growth opportunity across all our businesses, but particularly within auto retail and the finance business. With the growth we've experienced in finance and insurance, our earnings consistency has really improved over the last couple of years. We're also creating some significant value in our property portfolio, which currently sits off balance sheet. Todd's going to go into this further later on, but we conservatively have another NZD 40 million in unrealized property gains and more to come as we make further property investments. I think the business is extremely well run. The culture is really positive and at all levels of the organization we see committed and engaged people. I know that's something Todd focuses on right across the business. The business is also well positioned from a competitive perspective, and our strategic focus is designed to make these advantages grow bigger. Our brand strength is a massive asset. Turners stands for trust in a market that is known for mistrust. We're the biggest buy and sell of cars in New Zealand. Our network reach is unrivaled, which gives us economies of scale and an ability to be closer to our customers. Our business is diversified in terms of earnings, geography, and for vehicle sourcing. We've also made significant investment to ensure we have agility within our finance and insurance systems. This means we can react and take advantage of opportunities quicker than our competitors. We're also going to continue to invest heavily in digital. Plus, we're a big player in a highly fragmented market, which means, I believe, we have the means to do things others can't, particularly in the data and digital space. It's important to reflect and remind ourselves what's happened with the previous lockdowns over the last 18 months. We've built a really resilient business group that's robust even in the most difficult market conditions. We also know that once these restrictions ease up, customers return to normal really quickly. We also know the used car market is resilient, with around a quarter of the cars in New Zealand turning over each year and hundreds of thousands of cars needing to be replaced in the coming years. Our business has geographical resilience, no more highlighted than the exact situation we find ourselves in today. Also, our high level of annuity earnings help mitigate some of the short-term interruptions in vehicle sales due to COVID-19 level restrictions. This reduces risk and also provides stability in terms of earnings and dividends. Our high trust brands resonate with customers, particularly in times of uncertainty. Digital investment will continue to be a competitive advantage, and we know there's lots more we can do in the future to drive that advantage home. Lastly, we have a very strong balance sheet, and the business is very well-funded and well-supported by our bankers at ASB and BNZ. We reached an inflection point midway through FY20, and since then we've seen a step change in the business. The key strategic investment initiatives and changes that have been completed over the last three years are delivering. We're really happy with the momentum and the plan, and feel confident there's a lot more to come. Todd shared the FY24 plan at the annual results presentation in May. We thought it was important to give some insight to shareholders on how we're thinking about the growth trajectory internally and which divisions the growth would come from. Based on our plans and the results we're seeing, we're really confident that in less than three years, we'll see profit before tax of NZD 45 million and a dividend payout of around NZD 0.24 per share based on the current dividend policy. The team are very focused and driven around achieving this goal. Of course, I do have aspirational goals of my own, which I've set a little bit higher than that. I recall about five years ago, I went to a management meeting, and one of the guys asked me what my goals were for the company. I'm pretty ambitious person by nature, so my reply was, "I want three things starting with a five." The first one was a NZD 5 share price, the second one was NZD 50 million before tax, profit before tax, and for us to break into the NZX50. Now, obviously, we're not there yet, but we're pushing really hard, and I think those are really achievable goals. In closing, I thank you, shareholders, for your ongoing support and interest in the company. We're well advanced in growing a high-quality business with reliable and diversified earnings capable of success throughout the cycle. We're confident in our growth plans and are already seeing significant traction from the investments and initiatives we've put in place. Our improving business performance will enable us to continue to deliver a growing and sustainable yield to shareholders. Now, in a moment, I'm going to hand over to Todd to review operational strategy for each business unit in more detail, but we do have another ad from Tina. [Presentation] Over to you, Todd. Thank you, Grant. May I start just by thanking the board and all the directors on behalf of the Turners Automotive Group team for their support and guidance through the last 12 months. On behalf of the wider Turners team, thank you to each of you, our shareholders, for being with us online today and for continuing to show interest and care about the company. We are delighted by the loyalty of our investor base, and we will continue to strive to reward that loyalty with improving outcomes, including dividends. Today, I'm just going to spend a small amount of time looking back on the FY 2020 year and give you a quick overview of the car market in New Zealand, following up with a few comments on how each of the business units is going so far in FY 2022, including the impact of the current lockdown. I'll then finish up with a discussion on our three-year roadmap and how we're tracking towards that. Looking back quickly at the FY 2021 results, we announced this to the market back in May, so I won't dwell on the historic outcomes. Suffice to say, we had a step change in our business performance in FY 2021. This included a 19% increase in underlying profit before tax. This is a result of many of the changes that we've made over the last two to three years that are now really starting to get traction. Although a disrupted operating period saw FY 2021 revenue down with the lockdowns, a strong response from the business, including acceleration of our digital strategy and rigorous cost management, saw three of the four segments lift profit strongly. Only credit management was down on last year's result, and that was because of an unusual situation where a number of our corporate and bank customers were reluctant to pursue debt aggressively over the COVID-19 period. Demonstrating the benefits of the group's diversified annuity businesses, profit rose 50% in insurance, 30% in finance, and 11% in auto retail. All of this helped contribute to the strong and sustainable yield that we're able to deliver to shareholders. I think our team has responded incredibly well to the challenges brought on by the pandemic. I'm very proud of the high levels of engagement, combined with the diversified nature of the business, has really ensured we're well-positioned to navigate the various national and regional lockdowns. As a group, we've continued to build quality customer experiences. We're improving the quality of our work environment for our people, which in turn we think will deliver the quality returns for you, our shareholders. Our growth plans are working, and our confidence in our longer-term plan is only growing. Pleasingly, pre the lockdown, FY 2022 has started very positively and we have continued to see another step change in business performance. A few comments now about the used car market in New Zealand, and firstly in regard to the short term. We now have the August market transaction numbers, and as expected, there has been a short-term impact on those numbers from the lockdown. Compared to July, it looks like sales are about a third down on July, with the second half of August being significantly impacted. However, last year's experience will tell us we can also expect a bounce back in transaction levels once normal operating conditions return. It's still too early to have a firm view on how this halt followed by acceleration will have on our business. However, we are more confident than we were during the first lockdown on how this will play out, and we'll update you further when we announce our half year results in November. Secondly, on the medium term, as many of you will have read about or possibly experienced firsthand, there are significant delays being experienced in the supply of new cars. This is mostly due to the unusually high demand for microchips. Based on our conversations with new car manufacturers, we now expect this shortage to continue to impact the market for at least another two years. Because less new cars are being sold internationally, vehicles are difficult to buy in Japan, which means there are less used imports coming into New Zealand. Just a reminder, we are much less exposed to this shortage than most of our competitors, with less than 10% of our vehicles coming from overseas. This overall reduction in supply has led to used car prices increasing over the last 12 months. Our estimation is probably a net sort of 10%-15% range. Price rises are more pronounced in specific makes and models such as utes. Incidentally, we've certainly observed the impact of the construction boom through those ute prices. With more regulation now coming into effect from the government, we would expect used car prices to hold at this level or potentially increase even further. Also, the difficulty in sourcing stock means around 10% of registered dealers have left the market over the last two years. Finally, to give you a sense on volume, at the end of August, year-to-date used car transactions are tracking around 10% below the same period in 2019. If you go back to July, the drop would be about 3%. Let's move on to the business units. In Auto Retail, our strategy of focusing on the purchasing capability of our business, optimizing our network of sites, and enhancing our digital presence, is really delivering us gains in both market share and margin. As we've talked about a lot previously, Auto Retail also drives synergies amongst our other business units. Each month we are lending more of Oxford's money to Turners customers, and our new Turners brand campaign is attracting new buyers and sellers to the business. Our customer data platform is complete, and we now have over half a million contact points for customers. This is leading to much more relevant and timely communications with customers and is ultimately helping us drive our conversion numbers up in both buying cars and selling cars. We feel we have the winning formula for market share and margin growth in the Auto Retail business. If we source vehicles smartly, provide quality digital and physical networks, this will deliver great experiences and outcomes for our customers. We continue to be very focused on improving our sourcing. We source over 90% of our vehicles locally, which means we don't have the exposure to the volatility in the Japanese used car supply chain. The initiatives we've put in place using data, extensive training, and the use of diagnostic tools means our purchasing is improving. We are investing in both our physical network and our digital network. It's not an either/or situation. Firstly, on our physical network, we're already seeing significant benefit from exiting the large wholesale auction site in Penrose, in Auckland, and moving into smaller retail optimized sites, like the site in Westgate. The two property projects we have underway at the moment are Rotorua and Nelson. Rotorua is now in our possession, and we're on track for our phased opening as we redevelop and Turnerize the main building on-site. Our phase I opening will be in the next couple of weeks. We've had a slight delay, obviously, with the COVID restrictions, with the full site redevelopment to happen over the next six to nine months. We've used this phased playbook before, and it allows us to realize contribution from the site more rapidly while steadily building momentum over a 12-month period. This is the concept drawing of what it will look like. As you can see, we're quite partial to the color blue. It will be quite a transformation from the white kind of building you see on the slide here into the Turners blue building you can see here. The Nelson site development also remains on track. You can see a photo there of part of the old laundry that was on the site there being demolished. That work is now completed. Our design and consents are being finalized at the moment, and we expect that branch to be operating in Q1 of FY 2023. That is just a quick look at what the main building will look like on-site and the configuration of the site you can see here. Grant touched on the property opportunity in this business, and we now own nine sites across our network of 27 auto retail branches. One thing we haven't talked a lot about till now is the unrealized gains that we're accruing on this property portfolio. These are all held on balance sheet at cost, and even with some very conservative valuations, we have around NZD 14 million in unrealized gains so far. We're always working on our funnel of property opportunities, and we have another three property deals in the pipeline at the moment. They haven't concluded, but are well advanced. These either relate to new sites in new locations or larger sites in existing locations, and we'll look forward to updating you on that progress in due course. Moving on to our digital networks now, I'm really pleased with the progress we've made and the traction we're getting with customers, which is driving better business outcomes for us. We now have in place the leading omnichannel experience for buying and selling cars in New Zealand. This means customers can choose how and where they want to purchase, whether that's in person at one of our branches or buying a car completely online from Motorgo. Once they do come into a branch, we already have their data. They're able to really customize and speed up the whole buying experience. We've had over 13,500 test drives booked online in the first six months of 2021 and over 300,000 vehicles saved to customer watch lists. More and more of our customers' journeys are being enhanced by our digital platform. As you can see on this slide, we have an enormous amount of data in the Turners Automotive Group ecosystem. This includes the largest transaction data set for car sales in New Zealand. Whether that is vehicle-related data from diagnostic scanning, the number of cars we value each year, or over 1.5 million vehicle images we take annually, we are building up enormous pools of data that will enable us to keep sharpening up our vehicle purchasing decisions. Every day, we also have material numbers of digital interactions through all parts of the customer journey, and we are getting great feedback on what works and what doesn't work. Overall, digital is becoming what I'd call an intrinsic part of how we operate. The key for market-leading digital platforms is not to rest on your laurels, and that's why we're increasing our investment into digital every year. Strategically, we see digital as one of its most important competitive advantages, and we continue to double down on our investments, knowing that our competitors cannot and simply are not keeping pace. We launched our Turners Subscription offering in October last year. This is an alternative to owning a car outright. Customers pay us a monthly subscription for exclusive access to the car, and this includes insurance, registration, warrant of fitness, servicing, et cetera. The customer only needs to pay the subscription fee and of course, when they fuel up at the service station or at the power point in the case of an EV. We currently have around 80 vehicles out on subscription, of which around 40% of these vehicles are EVs. We think there is a nice fit with EVs in the subscription offering. Subscription provides a low risk and low cost way for customers to try before you buy. Also, many of the older, lower drive range EVs can be priced at a level that makes EVs a lot more accessible to a lot more people. We're looking to increase our EV fleet within subscription as we do see a role for Turners to assist in getting more Kiwis behind the wheel of an EV. Accordingly, the subscription model is a key pillar for the environmental part of our ESG strategy. Just moving on to our finance business. Finance continues to perform exceptionally well and is our most improved business over the last three years. New lending is growing off the back of our market share wins. Arrears continue to drop off the back of our focus on the premium borrower segment of the market. Consistent with our digital investment in auto retail, we continue to improve our reporting and data analytics, and as a result, we've never had more transparency and control over the risk we're taking and the pricing that we set. We showed this graph at the annual results presentation in May, and we've updated it through to June. Two things stand out for me. One is how much of our lending is in our premium lending tier, and two, the step change increase we've achieved in lending volumes so far in FY 2022. Arrears continues to track down as the increased quality of the loan book takes hold. This is a structural change and thus will result in ongoing benefit to the business relative to the counterfactual. The cause of this change is the introduction in premium lending that I showed you in the previous slide. Accordingly, we expect arrears to continue to decrease going forward as premium lending continues to increase as a percentage of our total loans. You can see in the two horizontal lines at the bottom of the graph the performance of newer loans written since we introduced premium lending in August 2019. The yellow horizontal line are arrears from loans sourced from third-party dealers, and the blue horizontal line being the loans sourced from the Turners Auto customers. We should see that top line of arrears continue to track down going forwards, assuming we have relatively stable economic conditions, of course. Our insurance business has seen continued wins in market share in the early part of FY 2022, resulting in positive lift in gross written premiums. You can see this from the red line on the top graph. We're experiencing some spare parts price inflation and delays in vehicle repairs due to shipping time frames. This is being offset by the improvements we've made in our risk pricing. Finally, our focus remains very much on distribution. We now have a number of API integrations with finance partners in particular, and these will deliver an increase in customer acquisition opportunities over the coming years. The credit management business continues to be challenged by market-wide low default rates and also lockdowns in Australia and now New Zealand. Debt load is up on the same period last year, but is still tracking below historic levels. We continue to work closely with our debt referrers to manage and improve customer outcomes, as we operate in an environment where bad debts are likely to increase and debt collection services will see increasing demand. Just moving on to our short-term and medium-term plans and goals. Nothing has changed in terms of the priorities we communicated back in May, and if anything, our conviction levels have increased based on the traction we've seen in trading pre-lockdown. On this slide, we have three to four priorities for each business, but I just wanted to zoom in for now on the top priority within each business. In auto retail, stock acquisition is the single most important area of investment. Strategically, this is where our competitive moat is becoming even wider. In finance, simplifying and automating as much of our lending process to ensure fast turnaround on credit decisions will be priority number one. In insurance, continuing to expand our distribution is the top of the work stream list. In credit management, investing in data initiatives to improve contact rates will be the most important area to work on. As Grant sort of talked you through earlier, in May, we made the decision to publish our three-year target and growth plan, and this was possible due to the level of confidence we have in the structural improvements that we have made to build quality into the business. We've made a number of changes over the last two to three years, where we're already seeing major benefits, and we believe we've found the right formula, and more importantly, we continue to further optimize these known levers in the future. In retail optimization, we will continue to optimize our property footprint and customer experience for our retail consumer. More retail sales improves both our margin per transaction and also our market share. In vehicle purchasing, we are continuing to improve our decision-making for buying cars. Like any retail business, we make our money when we buy, and so we've invested in market-leading diagnostic tools and data tools such as AI to improve the percentage of vehicles where we make profit. In digital, we're continuing to invest, and in particular, enhancing our omnichannel customer experience. This will further expand our competitive advantage in that space. With risk pricing, we continue to refine it, refine our pricing models in finance and insurance, and use data insights that are both proprietary and third party. Within three years, we're targeting profit before tax of NZD 45 million. Using our existing dividend policy, this equates to a dividend payout of around NZD 0.24 per share. Naturally, our future performance also depends on many variables outside our control, COVID is a pertinent reminder that the unexpected can happen. Nevertheless, we believe it's helpful to put a stake in the ground which helps investors to judge the progress of our strategy. The Turners business, and in particular the auto retail and credit management businesses, are highly cash generative, which gives us the opportunity to reinvest to deliver organic growth and yield for our shareholders. The focus areas for growth will be auto retail and finance, with retail optimization helping to deliver margin expansion and market share growth. Finance growth will come from distribution expansion and direct lending. We're confident that if we deliver the growth, the combination of higher earnings and an expanded valuation multiple should better reflect the value we are delivering for shareholders and the quality of the company we are building. We think it is important to be clear with shareholders on how we think about allocating capital in the business for these growth plans. We've received very clear messages from existing shareholders that they want to see both yield and growth, but growth supported from the existing capital base. Our focus at the moment is very much on organic growth, which will be funded out of retained earnings and initiatives to make ourselves more capital efficient. The business continues to be well-funded and conservatively geared. We've got significant headroom in our debt facilities. Also as a reminder, just that 80% of our borrowings actually relate to the finance company. Of course, debt funding is essentially just the inventory of any finance business. Capital allocation will be broadly prioritized across the following categories. An auto retailer will help support our footprint expansion, which can be funded largely through debt using lease premises and floor plan finance for inventory. It does require some capital investment for the fit-out of the retail sites. We'll use our capital for property and largely mortgage funded. The reasons for this is it de-risks the auto business through control of strategic sites and our cost base, plus provides opportunity for the long-term capital growth that we've already talked about. Oxford Finance growth requires capital alongside the debt to grow the receivables ledger and profits. We are being quite successful in growing that ledger at the moment. The last area is digital initiatives across the group. Largely, the digital initiatives are assumed to be OpEx. This is supported by some capital which is allocated to support our growth initiatives and future-proofing. The focus of our ESG strategy in FY 2021 has mostly been about the social aspect with the obvious focus on our customers and staff safety and welfare during the height of the pandemic. This key focus has continued over this latest lockdown. We have implemented a tool called Peakon during the year, which is an excellent employee engagement survey and gives our people a regular opportunity to give us their feedback and gives us great information on a whole range of topics. In the chart on this slide, you will see the positive improvement in our scores since launch. We're really pleased with the high levels of engagement right across the business. We're also doing a lot in the current business to help old and end-of-life cars off the road through our damaged and end-of-life vehicle business. Finally, as I previously went through with Turners Subscription, we now have a platform by which we can increase our electric vehicle fleet and thus do our bit to speed up EV adoption in New Zealand. Just some comments now on the outlook. Firstly, the first four months of trading in FY22 have seen a continuation of our positive momentum over the last couple of years. Prior to the lockdown in August, we were tracking comfortably ahead of the comparative periods for both FY20 and FY21. In all the auto-related businesses, we'd seen good market share gains and yield improvements. Based on that momentum, at that time, we were experiencing prior to August, we were easily on track to delivering a 15% uplift on profits through FY22. Obviously, these latest COVID restrictions have a short-term impact for us, particularly in the auto retail division. Given the uncertainty around this level four lockdown period in Auckland and the impact of a more restrictive level three, level two in the rest of the country, we will have to update the market with more specific FY 2022 guidance at the half year results in November. Putting the short-term impact aside, our pre-lockdown year-to-date performance and trajectory over the last two years still gives us very strong conviction levels around our strategy and results. In relation to our three-year goal, I'm happy to advise you that we are well on track to exceeding that target of NZD 45 million profit before tax in FY 2024. Before I finish up and hand back to Grant, I'd like to acknowledge the efforts of our team, from our board of directors through to the operational teams who deliver day in, day out for our customers and for our shareholders. This group of people have been totally committed and prepared to go above and beyond, even in the disrupted COVID-impacted periods. This really is a great group of people to be involved with, and I feel very proud to be part of such passionate and dedicated group of people. Thank you very much for your attention this morning. Before I hand back to Grant, I'll just give you a sneak preview of the next Tina installment. [Presentation] Okay, Grant, back to you. Great. Thank you, Todd. It comes up to discussion time now. I'll be checking with the question moderator if there are any questions on the resolutions as we come to them. In the meantime, moderator, do we have any questions on the presentation or the results? Yes. We've got one shareholder question, Mr. Chairman. I'm just bringing that up now. Is there any thought of introducing a dividend reinvestment plan? That's also followed with a question: What is the cost of maintaining the ASX secondary listing? With dividend reinvestment, we have thought about that. It's kind of a little bit what Todd was saying before is we don't want to increase the shares on issue and keep our capital, our number of shares on issue, the same as they are at the moment, so people don't have dilution. That's the main reason we haven't done that. Obviously, people can reinvest in themselves if they want to, but we don't really want to issue new shares. In terms of maintaining the Australian listing, Aaron, you might be best to answer that. I can't remember the exact number. Yeah. It's around about NZD 70,000 a year to have that secondary listing. Okay. That was the only question you had? That's correct. Yep. Okay. All right. We'll move on to the formal part of the meeting. I'd now like to move to the resolutions before the meeting. These were notified in the notice of meeting and explanatory notes have been provided. Only shareholders, proxy holders, or corporate representatives of a shareholder may vote on today's resolutions. There are four resolutions before the meeting today. The first one is that Baker Tilly Staples Rodway be reappointed as auditors of the company and that the directors be authorized to fix the auditors' remuneration. Second one is that Paul Byrnes, who retires by rotation and has offered himself for re-election, be re-elected as a director of the company until the 18th of February 2022. Resolution three, that Martin Berry, who retires by rotation and has offered himself for re-election, be re-elected as director of the company. Lastly, that Antony Vriens, who retires by rotation and has offered himself for re-election, be re-elected as a director of the company. We believe that having directors with relevant industry, commercial, and governance skills is essential for the continuing success of the Turners Group. Diversity of thought in particular, and broader commercial acumen, are also taken into consideration by the board when reviewing board membership. We currently have directors with hands-on experience in the finance, insurance, and debt management sectors, as well as directors with expertise in governance and very diverse experience and entrepreneurial experience in sales, marketing, and business growth. Shortly, I'll hand over to the others to talk to you regarding their re-election. Before I do, I did want to say a few words about Paul's contribution to the company, given he'll be stepping down from the board in February 2022. Paul joined the board in February 2004, almost 18 years ago, and he's had a huge influence on the company during that time. Paul's a really skilled director, and he's had broad business experience. He has experience as a director with companies as well as Turners. He's been in a number of chief executive roles with large businesses, as well as managing his own portfolio of private investments. He's also a chartered accountant by profession. It's been an interesting time those last 18 years. The company had a very difficult time after the GFC. At that time, we were losing money and we even lost our CEO, Paul stepped into the breach as acting CEO and then permanent CEO, and he ended up staying in the role for 8 years until we appointed Todd. Those were really, really tough times. Without Paul at the helm, I really believe we may not have got through them. Paul also led or was involved in a number of acquisitions, including the Turners Auctions business, the Oxford Finance business, and also Autosure Insurance, all of which have turned out to be fantastic buys for us and are the foundation of the business you see today. Some of the acquisitions were quite complex, and a bit of creativity was required to get the deals over the line. War story here, but with the Turners Auctions deal, Paul and I flew to Miami for some pretty lively discussions with the largest shareholder in Turners at the time, which was Bartel Holdings. We did manage to put a deal together and thought it would be appropriate to celebrate with the Bartels guys to cement the successful negotiations. This ended up with us trying to find our hotel in downtown Miami at 4:30 A.M. We actually found out there's three hotels in Miami that were Marriott, and we kept going to the wrong one. We borrowed one of the Bartels guys' car, a Range Rover, to get back, having consumed a lot of liquor and much more than we should have, and woke up with very bad hangovers in the morning. We all took one for the team. I always remember back to that time because I thought Paul got hurt more than most of us, because the next morning we went out with the Bartel guys in one of those cigarette boats you see around Miami and going really fast. I remember Paul looking pretty green on that day, sitting down the back of the boat. I know he didn't enjoy it too much, so definitely took one for the team that time. At board level, Paul's been extremely thorough and well-prepared and really been an integral part of our growth story. As a board, we do have some robust discussions from time to time, and Paul's often at the forefront of those discussions. He has pretty strong views about things, but they're always well thought out and always help us get to the right answer. At a personal level, I've got a great deal of respect for what Paul's achieved in his business career and his contributions to the company, I really wish him all the best in whatever he chooses to do for the future. In a moment, I'll invite Paul, Martin, and Antony to speak to the meeting in support of their re-election. Just a reminder, if you have any questions in regard to the resolutions, please send them through now. Let's start with Paul and then move to Martin and then Antony. Thanks, Paul. Thanks for those kind words, Grant. As Grant mentioned, we did some quite significant transactions during my time as CEO, starting with EC Credit and Oxford Finance, the Autosure, and completed the Turners Auction transaction. Given the nature of M&A, we didn't get all transactions perfectly right, but certainly those major ones have been pretty successful and form the basis of the present Turners business. The integrated auto retail, finance, and insurance model has now proven to be a really sound formula and a successful business strategy. I think one good thing that came out of the last COVID-19 year, the last 12 months, was the value that continued to be created from the annuity aspects of the finance and insurance business, even over quite disruptive trading periods and various economic cycles. I think as a result of the steady and sustainable earnings, especially in the last few years, clearly the market is a lot more comfortable with the total business in the current direction. Further acquisitions could well arise in any one of our four business streams, our organic growth opportunities for each means we don't really need to rely on acquisitions to achieve our three-year target of NZD 45 million profit before tax. What has changed and will continue to change, and you will see those messages and that strategy coming through in recent presentations, is the way we deal with our customers in each of our businesses. In the past few years, under the very capable leadership of Todd and his team, Turners has really stepped up in investment in digital, automated marketing, digital communications, and data analysis. Are all allowing a more targeted and strategic approach, to both existing, and potential and new customers. I fully support the building out digital and customer channels for competitive advantage and growth. Those that know me would certainly know it's not my particular area of expertise. However, just the most significant current risk to the business is neither operational nor strategic. It's the risk of further lockdowns as we are now. Remember, my decision and these notes were made some time ago, so that risk is not unrealistic. Very frustrating when in the view of many, perhaps most New Zealanders, we should already have been close to fully vaccinated. Even though we handled the COVID disruption particularly well last year, I really want to see through the shorter-term risk. Hence, I'm seeking re-election just for a six-month period, after which I'll step down as a director. I'd just like to take this opportunity to thank Grant for those very nice comments and to thank shareholders for their great support and the board for their support for me, both as an executive and as a director of Turners over the years. Thank you, Grant. You're on, Martin. Okay. Good morning. Thank you, Grant. Good morning, everybody, and thank you for the opportunity to spend some time talking about the re-election with Turners, a role that I've been enjoying immensely the last 3 years. As I kind of reflect back on having joined the organization three years ago, I think the feedback from my peers, and the sort of execution team within Turners, is that I've been able to bring a fresh and strategic perspective group. I thank my fellow board members and the team for letting me play that role of really challenging the status quo and looking at the reasons why we do things and looking at legacy and does it make sense going forward, to be sort of playing that sort of challenger to try and get the best decisions for the organization. I think I've been able to work really closely with the team to then help shape the overall strategy and execution for Turners going forward. I think one of the pieces of feedback that I'm most sort of proud of in terms of contribution has been in the ability to try and shift the focus at both the board and organizational level to a more medium timeframe, which I think ultimately will position Turners for better growth in the future. You can see through Todd's beautiful articulation today, how clear our is, how medium-focused it is, which I think is really. I think many of you know that I have a lot of international experience working for some of the largest banks in the world. A lot of that has been around digitalization technology in financial services. My major focus, I think, within Turners has really been how Turners could better leverage digital and data as a key enabler of growth. It's so pleasing to hear Grant and Todd talk about digital and data at the forefront of our strategy. I think I'm immensely proud of what the team has been producing and the results we've been delivered around these key themes. I think personally another major highlight for me is how we're transforming our digital organization and our technology team, which includes the appointment of our chief officer, Jeremy Rooke, who is someone I spend a lot of time talking about strategy and execution. While I think it's fair to say that I'm happy with the progress that we've made, I'm not really as I see tremendous opportunity for Turners going forward, and especially as it relates to the continued build-out of our digital capabilities and how we leverage these to future-proof the business and build competitive advantage. I also think that Turners is at an interesting stage and a critical juncture as it relates to electrification and also sustainability. Key pillars, again, that Todd has talked about today in terms of how plan. I think one of the benefits of being based here in Singapore is it gives me a strong pulse on Asia, and Singapore is often seen as a pioneer in attributes which include electrification and sustainability. I think I'm well-placed to be able to gain those insights and leverage those to help Turners forward. I therefore feel, I'm still very much in the early stages of the involvement with Turners and the journey that we're on, I'm hugely excited about where this business is heading. It's a role that I would really like to continue to be a part of because I think I can continue to add value and work with such a wonderful team of people. Therefore, I'd like to seek your support in the re-election and continue this great journey with Turners. Thank you. Thank you, Martin. If we could now move on to Antony, please. Yep, that would happen. Hi, everyone. My name's Antony Vriens, and I've been an independent director of Turners since 2016 and chairman of DPL Insurance since 2012. I'm also a member of the Audit, Risk Management and Sustainability Committee, that was recently renamed. I am offering myself up for re-election as I wish to continue robust, independent governance within the Turners group, as well as continuing to guide and support the trajectory for DPL Insurance as a strong business, which has delivered a consistently growing earnings stream. I think that's particularly pertinent in uncertain times, as has been proven in the last two years, and we have seen an increasing burden of regulator oversight, compliance, and change. The actions of our own FMA, the Reserve Bank, and changes in regulator policy in Australia are all translating to a change in our operating model that we are working through as a board and a business. As an independent director, I have been strongly involved in ESG research and conversations, with a keen interest in the sustainability credentials of the sector, as well as leading our current search to actually bring diversity to our board. To this point, my work as part of DPL and Turners has been an exciting and fulfilling experience, and I thank my fellow board members and management team for that. As many of you heard last year and reflected in my profile, I currently hold a full-time financial services executive role in Asia, specializing in both risk management and digital transformation. I'm also leading the strategy work within our organization to look at the impact of COVID over the next two to three years, insights that I will also bring back to New Zealand. As such, I bring a really strong local and international lens to our discussions, as well as that strong corporate sense. As you heard also last year, I've made a commitment to be available in person at most of our board meetings over 80% of the time, and on video on all other occasions. I trust my performance to date has earned your confidence and ongoing support, and I do wish you all a really good day. Thank you. Thank you, Antony. Okay. Moving on to the proxy votes. A lot of the shareholders who aren't attending this meeting have voted by proxy. I need to advise that proxy has been received for 25.71% of the shares on issue. Ladies and gentlemen, that concludes our discussion on the items of business. In a couple of minutes, I'll close the voting system. Please ensure that you've cast your vote on all resolutions. I'll now pause for a minute or so to allow you to finalize those votes. While we're waiting, if there's any further questions we can deal with while we're waiting. Have we got anything else, moderator? Yes, we have. Not so much a question as a comment. "Well done, team. Great strategy and results. Each component, including finance, that we are buying, that will be in their own right, valuable businesses in the future." Very nice comment from a shareholder connected with ASB Nominees. That's all I have, Mr. Chairman. All right. Thank you. Let's give it a few more seconds. All right. I'll now declare the voting closed. The results of today's voting will be posted on the NZX as soon as we can. Ladies and gentlemen, that concludes our discussion on the items of business, and that brings the formal part of the meeting to a close. I therefore call the 2021 annual meeting of shareholders closed. Thanks to you all for your attendance today, and most importantly, your ongoing support. We very much value our loyal shareholder base and welcome your feedback. Thanks again for your patience in participating in an online meeting, and I really hope it's not too long before we can once again meet face to face and share some refreshments. In the meantime, we'll continue to work hard to ensure your company continues to grow and prosper. As we discussed, we're really confident about our future trajectory. Thanks.