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This is a particularly good result in a challenging market, with net profit after tax increasing to $360 million and statutory profit after tax growing to $338 million. Given these results, the Board has declared a final dividend of 38 cents per share, taking the full year dividend to a record 76 cents per share."}]},{"tag":"p","attributes":{"class":"chairman-text"},"children":[{"text":"2016 has been a difficult year for the banking sector. Global economic uncertainty has driven market volatility, and domestically the economy continues to shift from its traditional reliance on mining investment. The low interest rate environment and competition for both lending and deposit growth has created margin pressure on both the asset and liability sides of the industry. Additionally, uncertainty remains around the next phase of banking industry regulation."}]},{"tag":"p","attributes":{"class":"chairman-text"},"children":[{"text":"These market conditions reinforce the need for BOQ to continue to deliver its strategy. 2016 was a positive year for the bank as we broaden our distribution channels, focussed on niche customer segments, improved our process capabilities and continued to create a culture that is a source of competitive advantage."}]},{"tag":"p","attributes":{"class":"chairman-text"},"children":[{"text":"Most importantly, we’ve continued to implement our strategy without compromising credit quality and we’ve stayed ahead of the regulatory curve with conservative lending policies and capital ratios. We believe we’ve achieved the right balance between growth, asset quality and profitability to build a portfolio that performs throughout the business cycle.  We would like to thank the collective efforts of everyone across the BOQ Group that has made this result possible."}]}]},{"tag":"div","attributes":{"class":"col-xs-12 col-sm-6 col-md-6"},"children":[{"tag":"p","attributes":{"class":"chairman-text hide-text"},"children":[]},{"tag":"p","attributes":{"class":"chairman-text"},"children":[{"text":"2016 has also seen some major governance changes at Board level. During the year we farewelled long-standing director Carmel Gray who has provided wise counsel over nearly a decade of service on the Board. We also farewelled director Neil Berkett whose extensive experience across the finance, digital media and telecommunications sectors provided the Board with important insight following the acquisition of Virgin Money Australia. 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We've been fitting out more branches with the new Icon style - we now have 10 Icon branches"}]},{"tag":"li","attributes":{},"children":[{"text":"giving customers direct social media access to their local branch by rolling out Facebook pages for 163 branches and providing social media support through our Contact Centre"}]},{"tag":"li","attributes":{},"children":[{"text":"Improving the look and feel of our mobile banking app with a new fully customisable user interface by introducing a dedicated tablet app for mobile banking."}]}]}]}]},{"tag":"div","attributes":{"class":"row"},"children":[{"tag":"div","attributes":{"class":"col-xs-12 col-sm-12 col-md-12"},"children":[{"tag":"h4","attributes":{"class":"customer-blue-title"},"children":[{"text":"Looking Ahead"}]},{"tag":"p","attributes":{"class":"customer-blue"},"children":[{"text":"We've opened up a range of new customer channels, but there's more we can do to empower our customers to bank their way.  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A highlight of this strategy has been from BOQ Specialist, which focuses on lending to medical and accounting professionals which contributed $1.5 billion in home loans this financial year"}]},{"tag":"li","attributes":{},"children":[{"text":"providing better outcomes for our Owner-Managers and their customers by moving our Owner-Managers onto the new balanced scorecard as they renew their franchise agreements.  The scorecard includes a wider range of metrics including compliance and cross-sales.  Almost 50% of our Owner-Managers are now on the new agreement"}]},{"tag":"li","attributes":{},"children":[{"text":"expanding BOQ Finance’s presence and capabilities in key target areas including non-motor floor plan, vendor and technology finance and wholesale receivables funding"}]},{"tag":"li","attributes":{},"children":[{"text":"continuing to strengthen our balance sheet by building out the diversity, capacity and resilience of our funding profile.  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A highlight of this strategy has been from BOQ Specialist, which focuses on lending to medical and accounting professionals which contributed $1.5 billion in home loans this financial year"}]},{"tag":"li","attributes":{},"children":[{"text":"providing better outcomes for our Owner-Managers and their customers by moving our Owner-Managers onto the new balanced scorecard as they renew their franchise agreements.  The scorecard includes a wider range of metrics including compliance and cross-sales.  Almost 50% of our Owner-Managers are now on the new agreement"}]},{"tag":"li","attributes":{},"children":[{"text":"expanding BOQ Finance’s presence and capabilities in key target areas including non-motor floor plan, vendor and technology finance and wholesale receivables funding"}]},{"tag":"li","attributes":{},"children":[{"text":"continuing to strengthen our balance sheet by building out the diversity, capacity and resilience of our funding profile.  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Together these initiatives ensure more sophisticated and responsive pricing, faster response times and a better customer experience, even for complex clients"}]},{"tag":"li","attributes":{},"children":[{"text":"simplifying policies and procedures, increasing training and increasing monitoring and performance management to embed a stronger risk culture and lift compliance results across the Bank"}]},{"tag":"li","attributes":{},"children":[{"text":"strengthening our risk culture by understanding our strengths and weaknesses through a Group-wide Risk Survey that benchmarks our risk and governance against   peers. The results are used to drive future improvements to our risk culture and governance programs"}]},{"tag":"li","attributes":{},"children":[{"text":"strengthening our three lines of defence model to risk management by increasing resources and aligning the structure with business lines to support the substantial change agenda underway"}]},{"tag":"li","attributes":{},"children":[{"text":"demonstrating the increasing sophistication of our risk oversight which is evident by S&P’s upgrade to our business position rating"}]},{"tag":"li","attributes":{},"children":[{"text":"continuing to grow the right way as demonstrated by winning The Asian Banker Magazine’s 2016 Liquidity Risk Management Award, winning the Australian Banking and Finance 2016 Award for Chief Risk Officer of the Year for the third year in a row and winning the Australian Banking and Finance 2016 Award for Chief Financial Officer of the Year."}]}]}]}]},{"tag":"div","attributes":{"class":"row"},"children":[{"tag":"div","attributes":{"class":"col-xs-12 col-sm-12 col-md-12"},"children":[{"tag":"h4","attributes":{"class":"grow-text-blue-title"},"children":[{"text":"Looking Ahead"}]},{"tag":"p","attributes":{"class":"grow-text-blue"},"children":[{"text":"We’ve got strong foundations, but we’re not done yet. 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