Welcome to the African Bank 2022 financial results. We're delighted that you could make the time to listen to how we're tracking on our Excelerate25 strategy of growing the African Bank as promised previously. What we'll seek to cover today is firstly, summarize key messages for 2022 performance and also reflect on our story at African Bank, our heritage, and how it's inspired our Excelerate25 strategy. I will then invite our Group Chief Financial Officer, Gustav, to unpack performance in 2022, the key financial matters in our performance. After that, I will reflect on how all of this financial performance comes together to show how we're tracking against our 2025 strategy and the path to preparing ourselves for a listing in that period of time. We'll also spend a bit of time to focus on what's coming in 2023 and our thoughts about the business going forward. Our key messages for 2022 and what we're reporting today start really with the story of African Bank. We're committed to reclaiming our heritage, a heritage of a bank founded by people who believed that we could build a bank for the people, by the people, serving the people. A bank whose raison d'être would be to advance lives of South Africans of all walks of life using financial services. It is that vision, it is that purpose that has enabled us to reimagine our mission of building a customer-centric, digital and data-enabled business that is scalable, diversified, sustainable, and has a compelling listing proposition within the Excelerate25 tenure. This year, we reached momentous milestones in this journey of Excelerate25. We have been able to deliver scale via strong financial results that cement the next phase of our strategic growth initiatives. We've also been able, as will be evidenced by our financial results, to continue to diversify our funding mix, lower the cost of funding, by attracting more retail deposits, and ensure that our revenue, with accelerated growth in MyWORLD transactional banking accounts and credit cards, helps in the story of de-risking our balance sheet and diversifying our funding mix. We've also succeeded in promoting a sustainability mindset in what we do as a bank, that is conscientious about sustainability, and we'll touch on this at the conclusion of the presentation. We're gaining traction in achieving our 2025 strategic targets. These, of course, being absolutely important for us in building this compelling narrative for public listing by 2025. Furthermore, we've continued to strengthen our organization-wide diversity and skill set, something absolutely important for a successful corporate in South Africa today. This slide, which I've used several times before, speaks of this heritage that inspires us today. The story of a bank for the people, by the people, serving the people that has shown resilience through various phases in the last 50 or so years. It is a bank that has had its lowlights, but has come back over and over again and is now enthused by this idea that we can actually have the audacity to believe to go beyond the targets that we've set ourselves and achieve a vision that is so compelling of serving the underserved in not just the consumer market, but diversifying into business banking and the SMME market going forward. It is a story that has inspired Excelerate25 strategy, which is, of course, a strategy that is anchored on two key pillars. Firstly, of strengthening the core of the business that we have today, of the customers we have today, the capabilities we have today. We seek to strengthen that core by ensuring that we build on existing digital and data analytics capabilities to improve end-to-end customer journeys and drive digitization. We also seek to strengthen the core of this business by ensuring that our IT systems are stronger, are stable, are available, and are secure to enable the current franchise to grow. We said we'll strengthen this core by ensuring that our sales force are transformed to be able to market to our customers, this ever broadening range of solutions that they, our customers, tell us they need from us. We said we'd strengthen this core by ensuring that our hybrid distribution network is optimized from the physical branch presence to both the direct and digital channels that our customers want to be able to choose to interact us with at any given point in time. When we do these four strategic themes, we know that we're strengthening the core of our business, and our performance in 2022 is evidence that the core of this business actually is being strengthened and is behind our very respectable performance in 2022. Now, there's been a lot of news about how we've expanded the core of African Bank in 2022. There's good news around our inorganic growth that has enabled us to have confidence in fast-tracking our re-entry into the SMME and business banking. There's a lot of good news around how we are expanding the core with the key alliances, partners that we are bringing into our fintech banking and platform banking. We'll talk a little bit more about that as we look forward into 2023. Really the core that has worked for us in 2022 has been the non-headline news around how the current capabilities, current franchise has been significantly strengthened. All of this, of course, has meant that we had to look at how we work, and this core has been strengthened by us moving into digital ways of working, embedding new ways of working across the organization, and building relevant capabilities, skill sets, and partnerships. I will speak later on about how we measure this performance via our sustainability levers of customer satisfaction, social responsibility, financial resilience, inclusivity, and environmental protection. However, all of this is done within dynamic and evolving culture at African Bank that values sustainability, creativity, transparency, collaboration, empathy, and excellence. It is a truism in our lives that culture eats strategy for breakfast, lunch, and supper. That is why in both our strengthening the core, organic moves that we are making and in how we expand the core, we keep tapping on this African Bank way of doing things, African Bank culture. I would like now to invite Gustav, our Group CFO, to unpack the 2022 financial performance for us. Thank you very much, Kennedy. I would now like to take you through the financial results. Firstly, we are proud to report that our profit after tax have increased from ZAR 534 million last year to ZAR 736 million this year. That represents a 38% increase with a commensurate increase in ROEs. In this slide, we give you a idea of what proportion of the profits were earned by the bank and the insurance company respectively. You can see that in the financial years 2018 and 2019, more or less 30% of the profits were contributed by the bank. Twenty twenty represented a loss year for African Bank, and that loss was entirely attributable to the performance in the bank. Twenty twenty one, on the other hand, was a profitable year, but in that year, all of the profits were attributable to the insurance company. You can see in 2022, 50% more or less of the profits are attributable to the bank. This is quite important, and it's as a result of the enhanced insurance benefits that we are providing our clients with. That means that the bank earns more recoveries from the insurance company, and obviously, it means that the insurance company has to cover more claims. We believe this is to the benefit of our clients. This is also to the benefit of our funders, who are actually investing in the bank as opposed to in the group. A very important feature of this set of results is the growth in the advances. You can see that our advances grew by 26%. This is attributable to two factors. Firstly, we are delighted with the increase in sales in our consumer banking franchise. Those sales increased by 87% from ZAR 7.5 billion to ZAR 14 billion in this year. We are reporting our first corporate exposure to the value of more or less ZAR 1.8 billion. The consumer advances and the corporate advance then adds up to a total of almost ZAR 34 billion. This is very important as it relates to our strategy, Excelerate25. It shows traction in that the strategy, which is definitely a growth strategy. In this slide, you can also see where the sales are coming from. You can see that branches are still important to us, but you can also see how that our digital channels are getting even more important in the trajectory of the bank. In this year then, for the first time, 12% of our sales were actually from digital channels, and that's really encouraging. I think what's even more astounding, is if you look at the rand value, the sales that had actually come through the digital channels, which last year was more or less ZAR 600 million, and this year is almost ZAR 1.7 billion. Phenomenal growth there. Again, that fits in with our strategy in that it talks to the digitization aspect of the strategy. In this slide, we give you a view of what has moved in the income statement. You can see from left to right how that the changes have been affected in the income statement. Again, the big overriding factor is the increase in revenue as a net interest margin, and that relates to the increase in sales. ZAR 769 million increase in net interest margin. The next yellow bar represents the increase in non-interest revenue, and albeit only ZAR 47 million, it is really important because this talks to the diversification strategy, and it means that we had seen an increase in non-interest revenue despite the fact that the collections commissions that we earn from RDS is actually reducing as that book is running down. The insurance profit is lower, and that relates to the second slide that I had shown you. That is as a result of the enhanced insurance benefits, which means that the insurance company have to cover more claims. Credit impairments increased actually by a relatively small amount considering the economic environment that we are in and also considering the growth in the book that we had seen. Operating expenditure remains well under control. We had seen less than inflationary increase, that obviously did decrease profitability by ZAR 197. You can see the final ZAR 736 million number after we've taken into account the impact of tax. We now take each of those bars and analyze them. What we do in this slide is we express the net interest margin as a percentage of the average gross advances. You can see by looking at the right-hand side of this graph that our net interest margin has actually increased from 14.7% to 15.8%. That is really as a result of, firstly on the left, an increase in the actual margin that we made on the advances going from 18.2% to 18.8%. That is largely because we've got less non-performing loans. In an environment where we've got less non-performing loans, we had to derecognize less interest, which means that our interest margin actually increases. Next, you can see that our other interest income reduced marginally, and this is because we had actually used our cash to generate advances. That cash is no longer just sitting in the bank earning interest. We're actually utilizing that in a productive manner to generate advances. Thereby, our other interest income reduces. The last component of the net interest margin is the interest expense. You can see that the interest expense reduced from 4.9% to 4.1%. That is because our cost of funds is coming down and our cost of funds reduces because we repay our expensive wholesale funding by utilizing cheaper retail deposits. Looking at the non-interest income, you can see firstly by looking at the dark blue stack how that the collections commission that we earn from RDS is reducing. This is because that book is now very old. That book continues to reduce on an annual basis, which means that the commission that we earn from RDS is becoming less important for our income statement. What is important for our income statement is the diversification that we are starting to see via our MyWORLD account. We can see that the fees that we're earning from those accounts are increasing, and they had in fact doubled from last year. That is indicated by the yellow stack. You can see how that's grown from ZAR 21 million to ZAR 53 million to ZAR 115 million in this year. Also significant is the green stack, which represents fees that we earn from credit cards. You can see that that has increased in this last year, and that is because we had been increasing the number of cards that we issued. Obviously, that means that we earn more fees through those cards. A really important story, which relates to the diversification and growth in non-interest revenue. You can also see here in a few more indicators and a few more illustrations what's happening with the MyWORLD account. You can see on the left-hand side that the number of accounts are continuing to increase quite rapidly. We had seen almost a doubling of new accounts, and we see strong growth in funded accounts as opposed to just total accounts, growing by 79% in this year. On the right-hand side, you can see the usage of these accounts, which is also almost doubling. Now we're seeing ZAR 45 billion worth of transactions processed during the current financial year. The MyWORLD story is very important for us because we use the MyWORLD product to actually attract new clients to the bank. You can see from the left-hand side graph, how that we've increased our clients, based on unique ID numbers from about 1.3 million last year to 1.5 million this year. If you look at all products, you can see that the number of products in use increased from 1.6 million to almost 2.2 million in this year. On the right-hand side of this page, you can see the distribution of that 2.2 million, i.e. the distribution of products in use. You can see that almost 37% of our products in use are MyWORLD accounts. This is very important because the MyWORLD transaction account yields cheap funding, but it also provides us with an opportunity to cross-sell in future to these clients. We continue on our quest to analyze the stack of P&L changes, and the next one up is the insurance profits. You can see on the left-hand side that the premiums increased, and that is to be expected since the advances increased. You can see that the claims cost actually declined, and that's very significant. Because we've enhanced the insurance benefits in the current financial year, you would have expected the claims cost to actually increase. The claim costs decreased because we are seeing a normalization of the claims post the COVID pandemic. You can also see that there had been very little movement in the actuarial reserves. In fact, the actuarial reserves went up slightly because of the enhanced insurance benefits and because of potential increases in claims. Last year, we actually had a reduction in the reserves because of the normalization post-COVID. The net-net of all of these things are that the insurance profits reduced. We show you here the claims ratio. You can see that the claims ratio peaked last year in FY 2021, and it's now starting to reduce. Again, that is despite the enhanced insurance benefits. It's reducing because of a normalization post-COVID-19. We would expect this trend to continue in the next financial year. Credit loss ratio changes is a very important part of these results. It needs to be borne in mind that we have a growth strategy. As a result of the growth strategy, you would actually see very interesting moves in the impairment charges. We had signaled in prior year presentations as well that you would expect the credit loss ratio to increase as the book is younger and as we sell more new accounts. We also signaled that we are normalizing our impairment calculations and that we are bringing our calculations more in line with the market. That means that we are actually introducing curing. Starting from the left, you can see how that the contribution to the credit loss ratio of new accounts have increased very markedly from 2.9% to 4.2%. Again, when you grow your sales by 87%, you would expect those more newer accounts to actually start contributing to the credit loss ratio. Secondly, you can see that the credit loss ratio contribution of the existing book has also increased, and this we had signaled to you before when we explained that the book will become younger as we sell more. A younger book attracts higher impairments, but we had also seen a worsening macroeconomic environment, which we had anticipated by raising overlays. We therefore were in a position to release those overlays as the contractual delinquency buckets and the performance of the accounts had actually worsened as predicted. You can then see in these negative blue stacks, the impact of, one, the enhanced insurance benefits and, two, the curing that had been introduced. In accordance with Directive 7 of 2015 of the SARB's directives, we have introduced curing, but only for accounts that are under debt counseling. There are still opportunities in future to introduce curing for other accounts. We had also, as I said, enhanced the insurance benefits, which meant that African Bank earned more recoveries at the cost of the insurance company. All of these things also had an impact on the right of definition. Because African Bank was earning more cash, we had to move the right of definition further. These three things, the right of definition, the curing, and then the enhanced insurance benefits, had actually neutralized the negative impact that we had seen coming through in the book and also coming through as a result of the growth in the book. We also again make note of the fact that we derecognized less interest, which also has an impact on the credit loss ratio. The net-net of all of these things is that the credit loss ratio actually improved in a very difficult environment. Going forward, we would expect to see similar trends. We would expect to see increases as a result of growth, as a result of the macroeconomic environment. We are still on a quest to normalize our non-performing loan calculations, our curing practices, et cetera. You should therefore expect to still see some of these negative blue bars coming through. Also note that in future years, we would have the benefit of a diversified book. Grindrod will still need to be accounted for in these numbers. That will also lead to a more normalized and reduced credit loss ratio going forward. Following on the impairment slide, we are reflecting on this slide the cash that we've collected on the book and specifically on the non-performing book and also on the written-off book. Post right of recoveries on accounts that we had written off in prior years. You can see that the total of these stacks remained more or less stable, and that is despite a worsening macroeconomic environment. It's also because of the enhanced insurance benefits, and then it had been impacted by the change in the right of definition. If we look at early risk, this is a slide that we've shown you consistently through other presentations, you can see on the X-axis, quarterly origination tranches, you can see on the Y-axis indicators of delinquency. What you can see is that during COVID, we reduced our risk appetite significantly, which meant that the early risk indicators actually came down. During the last financial year, we started to normalize our risk appetite and our underwriting criteria, which meant that this chart started to normalize. We are and remain concerned about the macroeconomic environment, and as a result, we have introduced tightening measures in August and again in October, which would have an impact on this trend in future financial years. Our last chart dealing with profit and loss items is the operating expenditure one. You can see how OpEx increased from 3.1 at the left-hand side of the graph to 3.3 on the right-hand side, and that is to be expected in an environment where we've got an inflation rate sitting at around about 7%. There's some good news on this chart, as indicated by the blue stacks. Firstly, bank charges reduced, that is as a result of the DebiCheck platform, which is in fact cheaper than the NAEDO platform. Staff costs also reduced year-on-year because last year we offered voluntary severance packages, which was not offered in this year again. This reduction in OpEx, this management of OpEx, actually allows us to invest in other areas, which is important again for the execution of our strategy. You can see that we had an increase in bonuses and incentives. That is good news for African Bankers. That relates to the normalization of our profitability. You can see more customers are using our cards. As they use more cards, we have to spend more on card transaction costs. Professional fees are up because of the acquisition activities that we had engaged on, because we are starting a rewards program for clients that use our MyWORLD cards. Also we are spending a lot of time and effort on CSI activities. You can see that reflected in this stack as well as in the CSR initiative stack. Advertising and marketing is up because we are repositioning the brand. Hopefully you had seen some of the audacious ad campaign that is being run at the moment. Moving away from the income statement and now focusing on the balance sheet. Firstly, you can see again how the advances is increasing in line with our strategy. Net advances up 38%. Gross advances up 26%. You can see that our cash had actually declined, as indicated before. That is because we're using this cash productively. On the liability side of the balance sheet, you can see that the total liability stayed more or less the same, but that the mix has changed. You've got less wholesale liabilities and you've got more retail funding, and that has a positive impact on our P&L and on our customer funds. Very interesting to see what has happened in the staging analysis of our advances. You can see firstly that our stage one advances increased quite nicely, now sitting at 51%. This relates to the increase in sales, which means that we've got more new accounts that hadn't had time to actually miss installments. Also it relates to our first corporate advance. About 5% of that 51% relates to our first corporate advance. You can see on the right-hand side that our NPLs are reducing. Again, that should be expected since we have introduced curing. You can see in the middle that our stage 2 has actually reduced because we had to adjust our SICR calculation, our significant increase in credit risk calculation, after both sets of auditors existing and the previous set indicated that we were way too conservative in those calculations. Moving to the liability side again of the balance sheet, it's very exciting to see how that the funding opportunities for African Bank have been diversified over time. You'll see from the green stack that has now disappeared completely. We've managed to repay all of the expensive foreign bonds that we inherited from the old bank. This is a really good news story. It is making our funding cheaper and it's making our accounting less complicated. You can also see that the combination of the blue and pink stacks being our wholesale funding is also reducing over time as a percentage of total funding. Again, that is because that had been traditionally very expensive funding for African Bank. Important is the green stack, which is continuing to increase. Also significant is the increase in the gray sliver, which have increased from ZAR 900 million to ZAR 1.4 billion. And that's an indication of the contribution of MyWORLD accounts to our funding. These accounts are call accounts. They're transactional accounts. They represent opportunities for us to get cheaper funding and also more consistent funding. This slide then looks at the various movements in our funding stack, and you can see that our total liability stayed more or less stable. However, we had a strong increase in retail savings, about an incremental ZAR 1.4 billion of funding. I already alluded to the increase in the MyWORLD balances. And then it is significant to note that we had been able to increase our bonds and our wholesale funding by ZAR 1.4 billion. This remains an important source of funding for African Bank and is significant that we had been able to launch new corporate bonds and even a five-year bond in this financial year. The blue stacks then represent the foreign bonds which we've repaid as indicated before, and then also a continuation of repaying the wholesale funders as and when those liabilities become payable. On this slide, we just look at the maturity profile of our liabilities. Again, you can see how predominant the green stack, i.e. retail funding, is across all of the maturity buckets. You can see that our funding is heavily weighted towards the longer tail, which makes our funding book quite unique. Although we are now starting to see a bigger weighting in the zero to six months. Note that more or less half of that is covered with cash. Also note that we do anticipate the Ubank transaction as well as the Grindrod transaction to mean quite a lot of incremental liquidity for the group. If we look at the capital ratios, our capital level is still very strong as at September, sitting at 43%. This obviously is a really important springboard for our Excelerate25 strategy. This is one of the factors that enabled us to do the acquisitions that we had done with effect of the 1st of November. We will still have a very strong capital ratio, but it will not be as excessively conservative as these numbers actually represent. Just in summary, we are very proud of the increased profitability. Retail disbursements is really a key theme of this set of results and how strong those disbursements have actually come through and helped us to increase our advances and helped us to increase our top line. Credit risk remains well managed. Operational cost remains well managed. We have enough liquidity. Importantly, we have diversified funding sources, and the diversification theme also comes through in the revenue. You would have seen that in the fees that we earn from the transactional accounts, as well as the fact that those accounts are actually contributing to our funding. Lastly, I would like to remind you of our strong balance sheet, which we used as a springboard for Excelerate25 and for the acquisitions that we had made. Thank you very much. I'm now handing over back to Kennedy. Thank you, Gustav. Thank you for evidencing that, we're not only on track with respect to delivering on Excelerate25, but in so many measures we're actually ahead of plan. We've got a compelling story at African Bank that has inspired us to reimagine this vision of a bank for the people, by the people, serving the people. It is a vision whose purpose is to enhance lives. It is a purpose statement that enables us to obsess around a mission statement of building a customer-centric digital and data-enabled business that has scale, sustainability and a compelling listing proposition going forward. That compelling listing proposition, we measure via a sustainability levers. The five windows that we use to measure whether we are actually building this narrative for compelling public listing proposition and pace are customer satisfaction, social responsibility, financial resilience, inclusivity, environmental protection. We believe that if we meet our objectives within these buckets of sustainability levers, we will indeed be making progress in building a compelling listing proposition for our people and for potential investors. The first of our sustainability levers that we look at is, of course, customer satisfaction. We're delighted that in 2022 we've been able to increase our active customer numbers from 1.1 million to just over 1.54 million. On track to get to that 3.5 million target in 2025. Our SA CSI results, came back placing us first overall in the market, something that we really are grateful to our customers about and something that, we hold very dear. We aim to keep this number one position, right into 2025. We launched our business bank and SMME business in 2022, starting with zero SMME customers. The target is once again to get to over 100,000 in 2025. We're confident that we'll be able to meet this stretch target. The Net Promoter Score is an important measure, because once again, it is one of those measures that come from the customer. It is the customer's feedback about whether, they would be keen to, after, dealing with us, promote us to other customers. The target for 2025 is just over 50. We're happy that we're already at 65, and we hope to continue outperforming this measure. The percentage of retail deposits, our target for 2025 is 70%. We're happy that already in 2022 we are at 74% and ahead of target. The second bucket that we measure in sustainability levers is, of course, social responsibility. Under this measure, we committed ourselves to be ranked on Top Employer in South Africa. We're delighted that in 2022 we applied and we're certified and will start getting ranked in 2023. Our target is that by 2025, we should be in the top five ranking overall. We are on our way in implementing this milestone. Our target in 2025 is that we need to be ranked number one on the forg ood platform as enterprise in South Africa. We are currently ranked number five, having recently been certified on the forg ood platform. On track again to meet this target. The hours undertaken on corporate social responsibility initiatives in 2022 were 7,579. We started measuring these hours only in 2022. These, of course, being the hours that African Bankers put in support of CSI projects in South Africa. Not just throwing money at the problem, but getting invested ourselves, not folding our arms, but getting in there ourselves. Our target here is to have spent over 20,000 hours over four years. At 7,579, we are on track to meet this target. The next bucket that we measure under sustainability levers is financial resilience. Here we look at a number of financial indicators that we believe investors will also be concerned about to consider us as an investable proposition in the near future. The first one is the non-interest income to total expenses. Our target for 2025 is 80%. We sit from almost zero in the last 2 years to now 35.4%, and we're delighted that we are on track to meet this target. Our cost-to-income ratio is targeted to be at 40% by 2025. With the build program of Excelerate25 from 2022 to 2025, we expect to peak at about 60% before coming down to this very audacious 40% target in 2025. In 2022, with all of that build program, we sit at 55.1%, which is something that we're quite chuffed about. We anticipate that in all of the build that we need to do, the growth that we need to undertake, our credit loss ratio might actually peak into 12% by 2025. We are happy that, whilst that is in line with our strategy and our risk appetite statement, we outperform it at this time. With all the growth that we've seen, our credit loss ratio sits at 4.8%. Whilst this is likely to tick up a bit in FY 2023, we are still confident that we'll not hit that 12% ceiling in our risk appetite. Net advances, projected to grow to up to ZAR 30 billion in 2025, have steadily moved up to ZAR 22.6 billion in 2022, which is really a massive uptick for the sales team, evidencing that the core of this business has been strengthened and continues to grow confidence. One of the key indicators that investors look for in a successful investment proposition is a return on equity. We've moved from a negative ROE in 2020 to 4.9% ROE in 2021 to a confident 6.4% ROE in 2022. This is well on track to 2025's target of an ROE between 15%-18%. Profitability is another one of those important measures that will be looked at. We believe that a compelling listing proposition in 2025 would need us to have a net profit of over ZAR 2.5 billion. Again, we've moved from a loss in 2020, over ZAR 534,000 net profit after tax in 2021 to very strong ZAR 736 million in 2022. Very much on track, if not slightly ahead of plan in terms of profitability. Our CET1 ratio, the target in 2025 is to be at 30%. We're delighted that, at 42.5%, where we sit today, it is actually coming down. The moves that we've made with respect to diversifying our revenue streams, de-risking our balance sheet, give us a strong case to make around reducing these capital ratios, both at a regulatory and economic level. Inclusivity is an important part of sustainability levers. Here we look at measures such as procurement, and what we do for stakeholders other than just staff and shareholders. In the procurement spend that is directed at Black-owned enterprises, our target for 2025 is to reach 50% of all of our procurement spend to be targeted at Black-owned enterprises. We delighted that we are ahead of plan and registering 42% of our total spend going to black-owned enterprises in 2022. Another important measure of inclusivity is of course measuring the percentage of spend that is done with enterprises that are in our supplier development. The target here is that such spend on the basis of net profit after tax must be 2% by 2025. We delighted that we've been able to build a foundation that has registered 1.8% of our net profits after tax to be invested with our enterprise and supplier development stakeholders, and that we can build on the strong foundation towards a 2025's 2% target, even as our net profit after tax grows. Lastly, I guess the most headline measure of inclusivity in South Africa is your Broad-Based BEE level ratings. We're delighted that having come from BEE level 4 in 2020, we are today in 2022 at Broad-Based BEE level 1. This of course being our target for 2025. We're confident that we've built strong foundations to be able to maintain this rating even as the organization continues to grow organically and inorganically. The last but certainly not least of the five measures of sustainability is on environmental protection. It is no exaggeration that climate change is easily one of the top three challenges of our generation, not just in South Africa, but the world. At African Bank, we want to be in a position by 2025 to have a 50% target met of waste recycled versus waste produced by African Bank. We're delighted that for our Midrand campus, our head office, we were able to register 24.2% of all of our waste recycled versus waste produced. Again, a confident start and on track to meet this audacious 50% target. The recent COP27, the first to be held in African soil, held in Egypt, put again the spotlight of the world on climate change and the need for all of us to reduce carbon emissions. Our target at African Bank is that by 2025, we need to have reduced our own carbon emissions by 30%. This of course is a stretch target, not measured before and has in 2022 unfortunately been hampered by increased usage of diesel due to load shedding. We're working on this, I'm chuffed that as I speak to you today, our entire car park at the Midrand campus is under renovations to put in solar power channels and advance us in renewable energy spend in 2023. We're confident that we will meet this target come 2025. The five key sustainability levers that we've just looked at hopefully evidence the fact that the performance in 2022, largely driven by strengthening the core of our current business, current capabilities, and current customer base, has taken us much further in implementing Excelerate25 strategy and in many measures, we are quite ahead of plan. This is a very important milestone for us at African Bank and emboldens us to look forward with confidence in the plans that are ahead. It is really the evidence to continue to have the audacity to believe that we can build this customer-centric, digital and data-enabled, diversified business that has got scale, is sustainable, and has a compelling listing proposition. Before that, let's just spend a few moments on key focus areas for 2023. There's actually three of them. To go into a little bit more detail on these three focus areas, the 1st one of course being integration. You'll recall that on the 1st of November, the Grindrod Bank acquisition became effective and all approvals received. This acquisition is of significant strategic import for us as it enables us to expand beyond retail banking. It enables us to expand into that middle of the pyramid business bank segment and also build our digital SMME offering behind it. The product and service diversification that comes with Grindrod Bank enables us to have immediate access into this new core of the bank. It also helps us to diversify our revenue streams beyond just retail banking, de-risk our balance sheet with all the benefits that come with that. It also brings with it the benefit of considerable liquidity and sizable corporate depositor base which we currently do not have. It enables us to do all of these things such that our capital plan, management plan going forward could be quite compelling for a consideration of reduced regulatory and economic capital requirements, which will aid our growth ambitions. On the first of November, the approvals for our acquisition of Ubank's assets and liabilities were all granted. The acquisition of Ubank is particularly important for us, not only because of the proud and history of Ubank and what it represents, particularly in the mining communities for mine workers in this country, across the Common Monetary Area. Ubank has got a heritage and a story that resonates strongly with African Bank. Us now being able to own its assets and liabilities enables scale into our retail franchise and adds into this core of our retail bank getting strengthened even more. We are able to leverage the unique market position that Ubank has in the mining sector and mining communities and also benefit from its loyal customer base that have stuck with Ubank even through the tumultuous times of curatorship. This business also strengthens our diversification of our funding mix, as it brings a very strong retail depositor base that we look to serve going forward. Both the acquisitions of Grindrod Bank and Ubank present growth and development opportunities for our colleagues in all three banks. We're working hard ensuring that the integration that we're now embarking upon in 2023 brings about these opportunities for colleagues' personal development and growth within the much bigger African Bank. We are excited about the prospects both for colleagues, but also for our customers, in this integration journey of the three banks. I said earlier on that the second key focus area for us in 2023 is this laser-focused execution of Excelerate25 strategy. Such focused execution has demanded that we review our operating model. We have chosen an operating model that allows us to put our customer at the center of everything we do, and therefore launched consumer banking under Sibongiseni Ngundze, and business banking under Zweli Manyathi, and configured the rest of the organization such that we'll support these businesses which are closest to our customers. Of course, this enabling us to put even better meaning onto this ideal of customer centricity. 2023 will see us get even much closer to our customers in terms of making sure that within consumer banking and business banking, they see us not only more agile, but data and digitally enabled in how we serve their needs. A few months back, our major shareholders announced that they have mandated African Bank to manage an IPO process which would give them an opportunity to exit their shareholding in African Bank. This is a mandate for us to prepare the organization for an initial public offering. We're working hard in 2023 to ensure that all processes are in place for a successful IPO. As a result of all of this, we are planning on having a pre-IPO in 2023 that would allow for staff and select business partners to anchor our IPO, which would then be completed much later at a time conducive for the market, and also at a time where we will have made significant progress in Excelerate25, particularly in the five key levers that I've just taken you through. It is these levers that are a window for us of what a compelling growth narrative for a successful public listing ought to look like. That is why we are laser-focused on making sure that Excelerate25 is delivered upon successfully. 2022 has been a momentous year in our journey of executing on strategy. It was our first year in Excelerate25, as the results announced evidence, we are on track with respect to our strategy, and in many accounts, ahead of plan. This, of course, gives us the audacity to believe that despite tough macroeconomic conditions and the tough times our customers are going through, we can achieve our targets in 2025. Thank you very much. We'll now allow for questions