2009 Annual General Meeting

John Hearne, Chairman

Erik Fenna, CEO

Agenda

• 4:00 Registration. Voting on Director Positions Opens

• 4:15 AGM Formal Start

• 4:45 Voting on Director Positions Closes

• 4:45 Q&A

• Announcement of Election Results

• Interactive Session – Strategic Effectiveness

• Exploring common opportunities: LIXI and IBM IFW in Financial Services

• Networking and light refreshments

• 6:30 close

Welcome

• Today’s AGM structure

– Voting procedures for directors– LIXI financial statements– Outlook for 2010– Election Results

Voting Procedures

• Election of board members is by secret ballot – one vote per member

• Voting will close after the Financials have been presented

• Ballot counting will follow and results announced immediately thereof

FY 2009 Financials

PROFIT AND LOSS STATEMENTFOR THE YEAR ENDED 30 JUNE 2009

BALANCE SHEETFOR THE YEAR ENDED 30 JUNE 2009

CASH FLOW STATEMENTFOR THE YEAR ENDED 30 JUNE 2009

Financials – Summary

• Healthy bank balance, revenue stable in spite of GFC

• Operating efficiently within budget

• Low demand for technical resources in 2009

• IP and License agreements modified

Outlook for 2010

• SBR

• NECS

• New Standards and Standardisation

• Fast-Track Processes

• High demand for technical resources

• 4th Annual LIXI Forum Sep 8th

Acknowledgements

• Current and outgoing board members

• InAssociation

• Reputation

Close of Ballot Voting

Any other business

Questions & Answers

Session Break

next up:

Interactive Session on Strategic Effectiveness

then

IBM and the strategic value of Information Framework

Presenting the LIXI Board for 2009

• Martyn Beer• Curtis Brager• John de la Torre• Simon Elwig• John Hearne• Glenn Lees• Simon Libbis• Joanne Mather• Phil Naylor• Mike Thanos

» Thank you !

Thanks to all nominees for their commitment to LIXI

Interactive Session on Strategic Effectiveness

Tony Crossley, Brand Management

John Hearne, LIXI Chairman

Tony CrossleyCoreData / Brand Management

Board Effectiveness

John Hearne, LIXI Chairman

NFP Boards often have unique aspects…..

• Lack of clearly identified “owner” of the organisation.

• Goals are qualitative, not financially driven.

• Directors are, typically, unpaid volunteers.

• Are not constructed around skills and experience, rather around other qualifying factors.

Challenges associated with NFP Boards..

• Not traditionally thought of as operating to the same standards of commercial sector.

• Stereotype of inefficient meetings.

• A hobby - one fits it in between family and employer commitments.

• Often operating in survival mode

• Rewards not linked to performance

• Absence of agreed accountability and reporting standards

Typical failings of NFP Boards

• Volunteer nature brings passion and commitment, but also a desire to be involved in management responsibilities.

• Commitment ebbs and flows, creating underperforming well meaning volunteers.

• Important skills and experience can be inadequate for the decisions confronting the Board.

• Long Board tenures denies the benefit of fresh perspectives

• The chair often is the person with most time on their hands, or the most passionate for the cause.

Open Discussion

• Should the Board be representative or have a minimum composition of skills and experience defined?

• Should Board members have a fixed term or limit to tenure?

• Should the selection of chair have a clear criteria?

• How do members measure an effective Board?

Q & A

Exploring common opportunities LIXI and IBM IFW in Financial

Services

Earl Butterworth, IBM Global Services

Thank you