Heartland 2021 Annual Shareholder Meeting

Heartland Group Holdings Limited | NZX/ASX: HGH | PO Box 9919, Newmarket, Auckland 1149 | shareholders.heartland.co.nz



NZX/ASX release
28 October 2021


Heartland 2021 Annual Shareholder Meeting


The Annual Shareholder Meeting of Heartland Group Holdings Limited (Heartland) (NZX/ASX: HGH)
will be held online today at www.virtualmeeting.co.nz/hgh21, commencing at 2pm (New Zealand
time).

Shareholders joining online will require their shareholder number for verification purposes. For more
information about joining the online meeting, please view the attached Virtual Annual Meeting
Online Guide.

Please find attached the following documents relating to the meeting:

1. Annual Meeting Presentation
2. Chairman’s Address
3. CEO’s Address
4. Virtual Annual Meeting Online Guide.

The webcast will be available on Heartland’s website at shareholders.heartland.co.nz, approximately
24 hours after the live event conclusion.


– ENDS –


For further information, please contact the person(s) who authorised this announcement:

Nicola Foley
Head of People & Culture Strategy
027 345 6809
nicola.foley@heartland.co.nz
Level 3, Heartland House, 35 Teed Street, Newmarket, Auckland, New Zealand

---

2021 Annual
Meeting
28 October 2021

2
•Welcome and formalities
•Chair’s Address
•Chief Executive Officer’s Address
•Shareholder discussion
•Voting and conduct of poll
•Other business
Agenda

Board of Directors
3
Geoff Ricketts
Chair and Independent
Non-Executive Director
Jeff Greenslade
Executive Director and
Chief Executive Officer
Ellie Comerford
Independent
Non-Executive Director
Sir Chris Mace
Independent
Non-Executive Director
Kate Mitchell
Independent
Non-Executive Director
Geoff Summerhayes
Non-Executive Director
Greg Tomlinson
Deputy Chair and
Non-Executive Director
Bruce Irvine
Chair and Independent
Non-Executive Director
Shelley Ruha
Independent
Non-Executive Director
John Harvey
Independent
Non-Executive Director
Heartland Group Board
Heartland Bank Board
Jeff Greenslade
Non-Independent Director
Kate Mitchell
Non-Executive Director
Geoff Ricketts
Non-Executive Director

Strategic Management Group
4
Jeff Greenslade
CEO, Heartland Group
Chris Flood
CEO, Heartland Bank
Laura Byrne
Chief Operating Officer
Keira Billot
Chief People & Brand Experience
Officer (on parental leave)
Andrew Dixson
Chief Financial Officer
Michael Drumm
Chief Risk Officer
Lydia Zulkifli
Chief Digital Officer

5
•Proxies and postal votes received
•Meeting procedures
•Voting procedures and declaration of poll
•Notice of meeting
•Minutes of last Annual Meeting
Other
formalities

6
Question boxVoting Card
Voting and asking questions

Chair’s Address
Geoff Ricketts

The year in review
8
Grew finance receivables by 8.0%
to $5.0b
Australian Reverse Mortgages loan
book surpassed A$1b
NZ Reverse Mortgages remains Consumer
Trustedfor the fifthyear in arow
FY2020 Greenhouse Gas emissions
17% lower than FY2019 baseline
emissions
Heartland Bank awarded Canstar’s 2021
Savings Bank of the Year(fourth year), and
awards for Direct Call and YouChooseaccounts
Australian Reverse Mortgagesawarded
YourMortgage Magazine’s 5-Star Lender Award
and InfoChoice’s Best Reverse MortgageAward
Significant progress towards
digitalisation goals

Heartland Group Holdings Limited
BBB
(outlook stable)
Heartland Bank Limited
BBB
(outlook stable)
Heartland Australia Group Pty Limited
BBB-
(outlook stable)
Heartland Bank remains one of
only two Australasian banks to
have no reduction or adverse
change to its rating or outlook
since January 2020 despite the
economic impacts of COVID-19”
9
Credit rating
“

Shareholder return
•Final dividend of 7.0 cents
per share
•Total dividendfor FY2021
of 11.0 cents per share
•Five year total shareholder return
(TSR) of 107.2%, compared with
the NZX50 Index TSR of 81.9% in
the same period
1
1
TSR for the period 20 August 2016 –20 August2021
3.53.5
4.5
4.0
5.5
6.5
2.5
7.0
FY2018FY2019FY2020FY2021
Dividend per share (cps)
Interim dividendFinal dividend
10

•Continued to support customers affected by the
impacts of COVID-19
•Completion of Conduct and Culture Work Plan,
including the following initiatives:
–internal digital resource to support good customer
outcomes
–improved tools and reporting for customer
feedback
–alert within core banking system to help identify
customers experiencing vulnerabilities
•Heartland Bank became the National Foundation for
Deaf and Hard of Hearing’s first Hearing Accredited
Workplace
11
Conduct and culture
Mahi tika
Do the right thing

The Heartland Trust is a registered
charitable Trust which is independent
from, but closely supported by,
Heartland
Supporting
our communities
“
During the year, the
Heartland Trust made
grants totaling $448k to
support our communities,
including in the areas of
education, sport and
wellbeing”
12

13
•Sir Christopher Mace
•Ellie Comerford
•Kate Mitchell
•Geoff Summerhayes
NPAT for FY2022
Noting uncertainties associated with
the ongoing impacts of COVID-19,
Heartland expects NPAT for FY2022
to be in the range of $93m to $96m
$93mto $96m
EXPECTED NPAT
OutlookBoard changes

CEO’s Address
Jeff Greenslade

•The future service proposition must be fast, immediate
and accessible self-service
•Heartland Home Loans recently reached $100m in
loans –digital platform without telephony
•Digital platforms are now the primary channel for
distribution and customer service
15
Digitalisation
“
Our aim is for Heartland to be
one of the world’s totally digital
banking groups by 2024”

Environmental conservation
•Reduced vehicle fleet by 7%
•Reduced Greenhouse Gas emissions
•Initiatives underway to increase energy efficiency and
improve waste management
Social equity
•Completion of Conduct and Culture Work Plan
•Heartland Bank became NZ’s first Hearing Accredited
Workplace
•Increase in number of employees who identify as Māori
Economic prosperity
•Ongoing digitalisation, automation and enhancements to
product platforms and processes
•Cost savings passed on to customers through low rates
•11.0 cps total dividend for the year
16
17%
FY2020 absolute reported
Greenhouse Gas emissions were 17%
lower than FY2019 emissions
Sustainability
of employees identify as Māori,
compared with 2% industry average
7.1%

Financial
performance
& closing
remarks
Financial performance
•COVID-19 lockdowns, supply-chain challenges, impacted flow of asset growth
•Remain on track to deliver FY2022 NPAT within guidance range of $93m to $96m
•Pleased with current business as usual growth in Reverse Mortgages, Motor, Asset Finance
and Home Loans
Closing remarks
•Acknowledge the resilience of Heartland’s employees, especially those in Melbourne who
have endured more than 260 days in lockdown
•Sir Christopher Mace will continue in the new role of Kaumātua
17

Shareholder
discussion

13
Voting

2
0
Other
business

Thankyou
For further information,please see
shareholders.heartland.co.nz

---

Heartland Group Holdings Limited | NZX/ASX: HGH | PO Box 9919, Newmarket, Auckland 1149 | shareholders.heartland.co.nz
Annual Meeting 2021:
Chair’s Address

1. Introduction
Throughout the year, the COVID-19 pandemic has continued to present challenges for our
customers, communities, and our business – it has changed the environment in which we are all
operating. As we face continued uncertainty with restrictions in travel and gatherings, and with your
health and safety a priority, Heartland Group Holdings Limited (Heartland) will again host this year’s
Annual Shareholder Meeting online.
I am proud of the way in which Heartland and our customers have responded to the economic and
social impacts that have resulted from COVID-19, especially as the situation continues to evolve.
Heartland’s priority remains on supporting customers, ensuring the health and wellbeing of our
employees, and delivering exceptional value for our shareholders.
In the financial year ended 30 June 2021 (FY2021), I am pleased to report that Heartland achieved a
net profit after tax (NPAT) of $87.0 million. On an underlying basis, which excludes the impacts of
one-offs, this NPAT was $87.9 million, an increase of $11.0 million over prior year (FY2020). This is
another strong result for Heartland as it continues to deliver against its strategy to deliver best or
only products.
2. The year in review
Heartland grew its finance receivables
1
by 8.0% to $5.0 billion during the year as a result of strong
performance across Asset Finance
2
, Motor and Reverse Mortgages.
Reverse Mortgages in New Zealand saw a record year for new business, up 30.4% from the previous
financial year. The New Zealand portfolio was also pleased to achieve Consumer Trusted
accreditation for the fifth year in a row.
Australian Reverse Mortgages also achieved significant milestones, including the achievement of
various awards, and its loan book surpassing $1 billion.
Heartland Bank Limited (Heartland Bank) was once again named Canstar’s “2021 Bank of the Year –
Savings” for the fourth consecutive year, with awards also given for its Direct Call and YouChoose
accounts.


1
Gros finance receivables includes Reverse Mortgages.
2
Previously referred to as Business Intermediated.

2 Heartland Group Holdings Limited | NZX/ASX: HGH | PO Box 9919, Newmarket, Auckland 1149 | shareholders.heartland.co.nz
Importantly, significant progress continued towards Heartland’s digitalisation goals, which Jeff
Greenslade will speak to in more detail. Progress has also been made in Heartland’s sustainability
journey, and we are pleased to announce that our absolute reported Greenhouse Gas emissions for
FY2020 were 17% lower than our emissions for the financial year ended 30 June 2019 (FY2019). This
is a great step towards our goal to reduce our FY2019 baseline emissions by 35% by 2025.
Credit Rating
Earlier this month, Heartland’s rating agency Fitch Ratings affirmed the credit ratings for Heartland
and Heartland Bank at ‘BBB’ and Heartland Australia at ‘BBB-’, with the outlook remaining stable for
all three companies. Heartland Bank remains one of only two Australasian banks to have no
reduction or adverse change to its rating or outlook since January 2020, despite the economic
impacts of COVID-19.
Dividends
Heartland paid a fully imputed final dividend of 7.0 cents per share on 15 September 2021. Together
with the interim dividend of 4.0 cents per share, the total dividend for the year was 11.0 cents per
share. This compares to 7.0 cents per share in FY2020.
Heartland is pleased to be able to deliver shareholder return notwithstanding dividend restrictions
imposed by the RBNZ on distributions by banks in New Zealand. Total shareholder return (TSR) was
107.2% for the five-year period 20 August 2016 – 20 August 2021, compared with TSR of 81.9% for
the NZX50. This is an excellent result for our shareholders.
3. Conduct and Culture
Heartland’s commitment to doing the right thing for customers is reflected in the social impact of
our products, the way in which we conduct our business, and in one of our core values, ‘mahi tika’,
or ‘do the right thing’.
During the year, Heartland continued to support customers affected by the impacts of COVID-19.
This support included providing more than 150 business customers with access to the New Zealand
Government’s Business Finance Guarantee Scheme, and providing consumer and business
customers with additional repayment flexibility through our Heartland Extend product.
Heartland launched its Conduct and Culture Work Plan in FY2020, following the recommendation
that came from the 2018 Financial Markets Authority and Reserve Bank of New Zealand (RBNZ)
review of conduct and culture in New Zealand retail banks. Heartland’s Work Plan was completed in
FY2021, and included initiatives such as the creation of an internal digital resource, to support the
provision of good outcomes for our customers, improved tools and reporting for customer feedback,
and the development of an alert within our core banking system to help identify customers who are
experiencing vulnerabilities so that we can mitigate possible issues before they occur.
Heartland Bank recently became the National Foundation for Deaf and Hard of Hearings’ first
Hearing Accredited Workplace. The accreditation is in place to enable us to better support
customers who are deaf or hard of hearing.

3 Heartland Group Holdings Limited | NZX/ASX: HGH | PO Box 9919, Newmarket, Auckland 1149 | shareholders.heartland.co.nz

4. Supporting our communities
The Heartland Trust (the Trust) is an independent registered charitable trust which is closely
supported by Heartland and is a holder of shares in Heartland. Through the Trust, Heartland is
pleased to have the opportunity to make a positive impact in the communities we operate in.
During the year, the Trust made grants totalling $448,183 to support our communities, including in
the areas of education, sport and wellbeing.
Through FY2020 and part of FY2021, many of the organisations and groups the Trust supports were
impacted by COVID-19 lockdowns – some are currently experiencing this. As COVID-19 Alert Levels
have allowed, it has been fantastic to see rugby teams returning to the field, scholarship recipients
able to connect with their cohort in person, and festivals run as planned.
The Trust continues to be a proud sponsor of the InZone Education Foundation (InZone), a
registered charitable trust that aims to enhance the educational outcomes of Māori and Pasifika
youth. A number of InZone students have participated in our Manawa Ako internship programme
and are now working in permanent roles at Heartland or have continued on to tertiary education.
The Trust also continued its funding and support of Auckland University’s Kupe Leadership
Scholarship, the Auckland Writers Festival, WORD Christchurch Festival, Auckland City Mission,
Lifeline, and a number of both boys’ and girls’ 1
st
XV rugby teams across the country.
5. Outlook
The Board is confident in Heartland’s ability to deliver strong growth and profitability as it continues
to deliver against its strategy to provide frictionless service at the lowest cost – reducing Heartland's
cost to income ratio and passing the benefits on to customers through lower pricing.
Noting uncertainties associated with the ongoing impacts of COVID-19, Heartland expects its NPAT
for the year ending 30 June 2022 to be in the range of $93 million to $96 million.
6. Board changes
There are three directors up for re-election:
‒ Earlier this year, Ellie Comerford resigned from her directorship of Heartland Bank but
continues to be a very valued director of our parent company, Heartland Group. She chairs
the Heartland Audit and Risk Committee. Ellie is a strong board contributor and, having had
broad experience in Australia, will assist us in the growth of our business over there.
‒ Geoff Summerhayes has recently been appointed to our board and is a professional director
and senior advisor with extensive commercial and regulatory experience. He is our second
Australian-based director and is recognised as a global leader on climate change, financial
risk and regulatory matters through his work at the Australian Prudential Regulatory
Authority.

4 Heartland Group Holdings Limited | NZX/ASX: HGH | PO Box 9919, Newmarket, Auckland 1149 | shareholders.heartland.co.nz
‒ Kate Mitchell has been a director of Heartland Bank since March 2019, will continue in her
role at Heartland Bank, and will bring her considerable banking and finance experience
internationally to the Heartland Board as she joins the Heartland Group Board.
Finally, I would like to take a few minutes to acknowledge and thank Sir Christopher Mace for his
valuable contribution to the Heartland Group. Sir Chris is today retiring from the Board after having
been a Heartland director since the company’s inception a decade ago.
In that decade on from the merger of the Canterbury and Southern Cross Building Societies with
Marac Finance, the Heartland Group has trebled the size of its loan book and seen more than a
tenfold lift in annual profit. In recent days, the share price has hit $2.39, valuing the Heartland
Finance services firm at over $1.3 billion. When Heartland first listed on the New Zealand Stock
Exchange a decade ago, the shares were 88 cents each, valuing the Group at that time at $264
million. Accordingly, over a billion dollars of value has been created by Heartland during Sir Chris’
board tenure.
Sir Chris has made a significant contribution not only in the establishment of Heartland, but with his
wide experience in guiding the business to where it is today.
Sir Christopher, we want to thank you for your service, and I am delighted to say Sir Chris will
continue to have a relationship with the group, in that he has been appointed Kaumātua to
Heartland. Jeff Greenslade will comment further on that later.
7. Conclusion
I wish to conclude my address this afternoon by expressing my thanks and gratitude to my fellow
directors for their wise counsel and support.
Thank you to Jeff Greenslade, Chris Flood and the Executive team who continue to provide strong
leadership for Heartland through their diverse set of skills.
On behalf of the Board and Executive team, I wish to thank our Heartland employees for their hard
work during a year that continued to be impacted by the COVID-19 pandemic.
Last but not least, I would like to thank you, our shareholders and customers, for supporting
Heartland. We appreciate the confidence you place in us and we look forward to continuing the
delivery of strong shareholder returns.
Thank you.

I will now ask Jeff Greenslade to address you.

---

2021 ANNUAL MEETING
Group Chief Executive Officer’s Speech

1. Introduction
E ngā mana, e ngā reo, e ngā rau rangatira, tēnā koutou katoa.
Greetings to all of you, all voices, all authorities and leaders.
E ngā iwi maha o te motu whānui, kei te mihi, kei te mihi.
To the many iwi across the country, I acknowledge you as tangata whenua.
Ki a koutou katoa kua hui mai nei i tēnei rā, tēnā tātou katoa.
To everyone joining us today, thank you.

As the Chair outlined, Heartland achieved earnings of $87 million, being at the top end of the
range.
The first half was impacted by successive lockdowns, giving rise to postponement of activity
and in some cases, cessation due to uncertainty.
However in the main, growth returned in the second half as COVID concerns eased and more
particularly, we all adapted to the new environment.

2

And this adaptation has continued – our behaviours have changed, we have embraced remote
or near remote purchasing through online channels or click and collect. This has served to
hasten the acceptance of digital commerce.
At Heartland, we were very well placed to meet this change, having highly developed digital
channels , making end-to-end processing of deposits possible under Level 4 and enabling the
sale and purchase of motor vehicles under Level 3.
Digitalisation not only served us well in lockdown, it is the future; it is increasingly Heartland’s
point of differentiation.
2. Digitalisation
Our aim is for Heartland to be one of the world’s totally digital banking groups by 2024. What
does this mean? Doesn’t everyone claim to be digital?
Banks claim to be digital because they have internet banking or a mobile app, however much
of what they ask customers to do can’t be done digitally. Customers are required to wait on
the telephone, make an appointment, or queue in branches. Heartland does not have
branches, and, yes, we still have telephony, but o ver time, we want to remove the need for
customers to call. If customers have to call us, we have failed. This may sound strange but
the reality is telephony based on the premise that the customer has called us does not square
with ordinary expectations or service standards.

3

And this is the key to successful digitalisation - anticipating customer needs and providing
instant self-service on a mobile phone.
We believe that this is the future - fast, immediate and accessible self-service. This leaves our
people free to focus on high value services, anticipating needs ahead of customer requests
via outbound calling and texting.
Digitalisation makes all this possible. In short, it takes out hassle - what is known as friction -
the things that cause customers delay or inconvenience.
Friction comes at a cost so by t aking out friction, we become more efficient.
This was demonstrated with the Residential Mortgage platform we launched in the last
financial year. We were able to offer best in class rate because the mortgage was only
available online. We recently reached $100 million in loans, we are now writing upwards of
$30m per month. Customer behaviours are adjusting, online and more particularly, mobile
phones are becoming the preferred channels.
During the year, we reached a critical milestone in our digital evolution when our platforms
were integrated into the customer business units. This marked a high point of maturity in our
digital journey. Making digital mainstream.
3. Sustainability
As the Chair mentioned, we have made great progress towards meeting our sustainability
goals , which fall under Heartland’s three sustainability pillars.

4

In environmental conservation, we have reduced our vehicle fleet size by 7%, are reducing
our greenhouse gas emissions, and our internal Green Team continues to drive energy
efficiency in our offices, and audit our waste management.
The Chair has spoken to some of our social equity activity and the work undertaken to
complete our Conduct and Culture Work Plan. In FY21, we were also pleased to have
increased the proportion of employees who identify as Māori by more than 3%.
The delivery of digital platforms has enabled us to pass cost-savings on to customers through
the provision of low rates, and have continued to save customers time and energy with
ongoing digitalisation and automation of our platforms and services. Not to mention the
continued delivery of sustainable economic value for shareholders.
4. Financial Performance
A further consequence of COVID is the flow of asset growth. As we saw in FY21, in the first
half, growth was 2%, in the second 15%, driving an overall growth rate of 8%.
This reflects the ebbs and flows created by the lockdowns, further exacerbated by uneven
supply chain logistics.
This lumpiness has, at times, placed strain on staff working remotely , and I am very grateful
for the tolerance and commitment of our people. Working from home has become a reality
due to COVID. And it can be very effective – we are now employing it in normal circumstances
– some tasks are suited to remote environments. It has also allowed us to reduce reliance on

5

expensive rental space. But it has its limitations. Particularly our younger staff – our
Rangatahi – prefer working in physical teams, and it is vital to their development that they
get the informal mentoring from physical proximity.
Lumpiness of lending impacts on reporting, with asset growth not always conforming to a
linear projection - as we saw in FY21. However, despite the lockdowns, we remain on track
to deliver a result within the guidance range of $93 - $96 million.
In terms of individual business units, Reverse Mortgage growth continues ‘business as usual’
in both countries, being largely COVID-proof – and in this regard, I would like to pay tribute
to the resilience and dedication of our Melbourne-based employees who have endured over
260 days in lockdown.
Motor and Asset Finance are doing well despite uneven supply, and we are very pleased with
the growth we are getting from our new Residential Mortgage offering - the book has passed
through the $100 million mark as noted before, and now is hitting $30 million per month.
5. Sir Christopher Mace
I wish to join the Chair in thanking Sir Christopher for his contribution over the years. As one
of the foundation directors , he shared the vision that has resulted in Heartland today.
I am very pleased that in the next stage of our journey, he will continue to be involved as
Kaumā tua. This is a new role, designed to provide cultural leadership and guidance. Sir
Christopher is of Ngati Porou descent and in 2012, was Māori Businessman of the Year.

6

In particular, for our Rangatahi, he will be providing an outstanding role model and I look
forward to the continuation of his mana whakatipu.
6. Conclusion
Finally, I would like to thank the people of Heartland for their exceptional efforts, in what I’m
sure you will all agree has been another extraordinary year.
He manawa whenua, he manawa tangata, Ko Heartland tēnei.
This is our Heartland.
Thank you also to our shareholders.
Tēnā koutou katoa.
Thank you all.

---

Virtual Annual
General Meeting
Online Guide
Part of Link Group | Corporate Markets

2 • Link Market Services Virtual Annual General Meeting Online Guide
Step 1
Open your web browser and
go to virtualmeeting.co.nz and
select the relevant meeting.
Virtual Annual General Meeting
Online Guide
Before you begin
Ensure your browser is compatible.
You can easily check your current
browser by going to the website:
whatismybrowser.com
Supported browsers are:
• Chrome – Version 44 & 45
• Firefox – 40.0.2 and after
• Safari – OS X v10.9 “Mavericks”
& OS X v10.10 “Yosemite”
• Internet Explorer 9 and up (please note
Internet Explorer 8 is not supported)
The virtual meeting is viewable from desktops
and laptops. To attend and vote at the virtual
annual general meeting you must have:
• NZX registered holders: Shareholder
number  and authorisation code (FIN)
• ASX registered holders: Shareholder
number and postcode
If you are an appointed proxy you will need
your proxy number which will be provided
by Link Market Services prior to the
meeting. Please make sure you have this
information before proceeding.
Step 2
Login to the portal using your full name, email
address, and company name (if applicable).
Please read and accept the terms and conditions
before clicking on the blue ‘Register and Watch
Annual General Meeting’ button. Once you have
logged in you will see:
• On the left – a live video webcast of the Annual
General Meeting
• On the right – the presentation slides that will be
addressed during the Annual General Meeting.
Note: After you have logged in we recommend that
you keep your browser open for the duration of the
meeting. If you close your browser, your session will
expire. If you attempt to log in again, you will be sent a
recovery link via email for security purposes.

Link Market Services Virtual Annual General Meeting Online Guide • 3
Navigating
At the bottom of the webpage
under the webcast and
presentation there are three
boxes. Refer to each section
below for operating instructions.
1
Get a voting card
2
Ask a Question
3
Downloads
1. Get a voting card
To register to vote - click on the ‘Get a voting
card’ box at the top of the webpage or below
the videos.

This will bring up a box which looks like this.
If you are an individual or joint Shareholder you will
need to register and provide validation by entering your
details in the top section:
• NZX registered holders: Shareholder number and
authorization code (FIN)
• ASX registered holders: Shareholder number and
postcode
If you are an appointed Proxy, please enter the Proxy
Number issued to you by Link Market Services in the
PROXY DETAILS section. Once you have entered your
appropriate details click the blue ‘SUBMIT DETAILS
AND VOTE’ button.
Once you have registered, your voting card will
appear with all of the resolutions to be voted on by
Shareholders at the Annual General Meeting (as set
out in the Notice of Meeting). You may need to use the
scroll bar on the right hand side of the voting card to
scroll up or down to view all resolutions.
Shareholders and proxies can either submit a Full Vote
or a Partial Vote. You can move between the two tabs
by clicking on ‘Full Vote’ or ‘Partial Vote’ at the top of
the voting card.

4 • Link Market Services Virtual Annual General Meeting Online Guide
Full Votes
To submit a full vote on a resolution ensure you are in
the ‘Full Vote’ tab. Place your vote by clicking on the
‘For’, ‘Against’, or ‘Abstain’ voting buttons.
Partial Votes
To submit a partial vote on a resolution ensure you are
in the ‘Partial Vote’ tab. You can enter the number of
votes you would like to vote (for any or all) resolution/s.
The total amount of votes that you are entitled to vote
for will be listed under each resolution. When you enter
the number of votes in a certain box it will automatically
tally how many votes you have left.
Note: If you are submitting a partial vote and do not use all of
your entitled votes, the un-voted portion will be submitted as No
Instruction and therefore will not be counted.
Once you have finished voting on the resolutions scroll
down to the bottom of the box and click the blue ‘Cast
Vote’ or ‘Cast Partial Vote’ button.
Note: You are able to close your voting card during
the meeting without submitting your vote at any time
while voting remains open. Any votes you have already
made will be saved for the next time you open up the
voting card. The voting card will appear on the bottom
left corner of the webpage. The message ‘Not yet
submitted’ will appear at the bottom of the page.
You can edit your voting card at any point while voting
is open by clicking on ‘Edit Card’. This will reopen the
voting card with any previous votes made.
If at any point you have submitted your voting card
and wish to make a change while voting is still open
you can do so by clicking the ‘Edit Card’ button
and making the required change. Once you have
completed your card select the blue ‘Cast Vote’ or
‘Cast Partial Vote’ button.
The voting card remains editable until the voting
is closed at the conclusion of the Annual General
Meeting. Once voting has been closed all voting cards,
submitted and un-submitted, will automatically be
submitted and cannot be changed.
At the conclusion of the Annual General Meeting a red
bar with a countdown timer will appear at the top of
the Webcast and Slide windows advising the remaining
voting time available to shareholders. Please make any
changes required to your voting cards at this point and
submit your voting cards.
If an additional resolution is proposed during the
meeting, there will be a short delay while the resolution
is added to the voting card. Once the resolution has
been added you will be notified by the Chairman during
the meeting. In order to vote on the extra resolution
you will need to reopen your voting card to cast your
vote by clicking the ‘Edit Card’ button.
Note: Registration for the Annual General Meeting and voting opens
one hour before the meeting begins.
Virtual Annual General Meeting
Online Guide continued

Link Market Services Virtual Annual General Meeting Online Guide • 5
2. How to ask a question
Note: Only shareholders are eligible to ask questions.
You will only be able to ask a question after
you have registered to vote. If you would
like to ask a question, click on the ‘Ask a
Question’ box either at the top or bottom
of the webpage.
The ‘Ask a Question’ box will then pop up with two
sections for completion.
In the ‘Regarding’ section click on the drop down
arrow and select one of the following categories:
• General Business
• Resolution 1
• Resolution 2
• Resolution 3
• Resolution 4
• Resolution 5
• Resolution 6
After you have selected your question category, click in
the ‘Question’ section and type your question.
When you are ready to submit your question - click
the blue ‘Submit Question’ button. This will send the
question to the Management/Board.
Note that not all questions are guaranteed to be
answered during the Annual General Meeting, but we
will do our best to address your concerns.
Once you have asked a question a ‘View Questions’
box will appear.
At any point you can click on ‘View Questions’ and
see all the questions you have submitted. Only you can
see the questions you have asked.
Note: You can submit your questions by this method
one hour before the meeting begins, if you have
registered to vote. You can continue to submit
questions up until the close of voting.
If your question has been answered and you would
like to exercise your right of reply, you can do so by
submitting another question.

3. Downloads
If you would like to see the Notice of Annual
General Meeting or the Annual Report you
can do so here.
A
B
• To download the Notice of Meeting – click A
• To download the Annual Report – click B
When you click on these links the file will open in
another tab in your browser.
Voting closing
Voting will close 5 minutes after the close of
the Annual General Meeting.
At the conclusion of the Annual General Meeting a red
bar with a countdown timer will appear at the top of
the Webcast and Slide screens advising the remaining
voting time. If you have not yet submitted your vote at
this point, you will be required to do so now.
At the close of the meeting any votes you have placed
will automatically be submitted.
Virtual Annual General Meeting
Online Guide continued
1261.0 07/16 ISS1
Contact us
Australia
T +61 2 8280 7100
E info@linkmarketservices.com.au
New Zealand
T +64 9 375 5998
E enquiries@linkmarketservices.co.nz
United Arab Emirates
T +27 72 6299034
E paular@linkmarketservices.co.za