Annual report 
Document Repository Recovery, Version - 3 

-----------------------------------------------------------------------


MAMADOMIA PTY LTD,  ACN 143 401 469

1A/434, Cambridge Street, Floreat, WA 6014, Australia


ANNUAL REPORT  
========================================================================


Document title:
  
Public Annual Report, Year-Ending (or "12-months-ending") 30/06/2011 

ID:  PAR-2010/2011  

DOD: SVN dump repository recovery  

DATE: 15/10/2013


Document type declaration: Standard ISO/ASCII    

Document classification:        Public  
Document definition content:    Annual 
Document purpose content:       Peport 
Document language content:      En-US  
 


Note:

This annual report is not the original document, but a recovery 
reconstructed document from original annual reports. 


Legenda

PAR - Public Annual Repord
SVN - dump-file containing document subversion-repository  
 


			---  End  ---




- TABLE OF CONTENTS
------------------------------------------------------------------------

Content 

Part I - Overview

	Chairmanźs Statement
	Chief Executive Officer Statement
	Highlights and Performance 	


Part II - Business Activities

	Performance Analysis
	Operations and Business Settings	
	Sustainability	


Part III - Governance and Leadership
	
	Corporate Governance	
	Directorsź Report
	Directorsź Repot - Remuneration Report
	Auditor Independence Declaration
	Three Year Financial Summary 


Part IV - Financial Matters

Financial Statements 

	Income Statements 
	Statements of Comprehensive Income	
	Balance Sheets	
	Statements of Changes in Equity	
	Statements of Cash Flows	
	Consolidated financial statements
        Statement of financial position

Notes to the Financial Statements	

	Note 1 Accounting Policies	
	Note 2 Profit	
	Note 3 Income from Ordinary Activities	
	Note 4 Average Balances and Related Interest	
	Note 5 Income Tax	
	Note 6 Dividends	
	Note 7 Earnings Per Share	
	Note 8 Cash and Liquid Assets	
	Note 9 Receivables Due from Other Financial Institutions	
	Note 10 Assets at Fair Value through Income Statement	
	Note 11 Derivative Financial Instruments	
	Note 12 Available-for-Sale Investments	
	Note 13 Loans, Bills Discounted and Other Receivables	
	Note 14 Provisions for Impairment	
	Note 15 Property, Plant and Equipment	
	Note 16 Intangible Assets	
	Note 17 Other Assets	
	Note 18 Assets Held for Sale	
	Note 19 Deposits and Other Public Borrowings	
	Note 20 Liabilities at Fair Value through Income Statement	
	Note 21 Tax Liabilities	
	Note 22 Other Provisions	
	Note 23 Debt Issues	
	Note 24 Bills Payable and Other Liabilities	
	Note 25 Loan Capital	
	Note 26 Shareholdersź Equity
	Note 27 Share Capital	
	Note 28 Share Based Payments	
	Note 29 Non-Controlling Interests	
	Note 30 Capital Adequacy	
	Note 31 Financial Reporting by Segments	
	Note 32 Insurance Businesses	
	Note 33 Remuneration of Auditors	
	Note 34 Lease Commitments	
	Note 35 Contingent Liabilities, Contingent Assets and Commitments	
	Note 36 Fiduciary Activities	
	Note 37 Risk Management	
	Note 38 Credit Risk	
	Note 39 Market Risk	
	Note 40 Liquidity and Funding Risk	
	Note 41 Retirement Benefit Obligations	
	Note 42 Investments in Associates and Joint Ventures	
	Note 43 Key Management Personnel	
	Note 44 Related Party Disclosures	
	Note 45 Notes to the Statements of Cash Flows	
	Note 46 Disclosures about Fair Values of Financial Instruments	
	Note 47 Securitisation, Covered Bonds and Transferred Assets	
	Note 48 Controlled Entities	
	Note 49 Subsequent Events	


Content Part V - Declarations

	Directorsź Declaration
	Independent Auditorźs Report
	

Content Part VI - Shareholdings 	

	Shareholding Information	


Content Part VII - Distributions  	

	International Representation	





			---  End  ---


PART I
------------------
CHAIRMAN STATEMENT
========================================================================

N/A - Chairman position is vacant. 
 
 
			---  End  ---





PART I
----------------------------------
CHIEF EXECUTIVE OFFICERźS STATEMENT
========================================================================


As we look to the future,
the progress of our development passes through three stages.

First,  it is ignored and ridiculed, 
Second, it is violently opposed and punished. 
Third,  it is accepted as being self-evident.

Then we Thrive, Not Just Survive  
We are all stronger than we think. 


Safety 

People and organisation health and safety is our number one priority. 
We will continue to take an uncompromising approach to ensure the people 
involved go home in good health and well-being, without incident or†injury,
and the organisation health is in maximum achievable state of trive. 

Governance and Performance Management

To ensure the company has the right people to lead the company over 
the longer term performance and a consistent approach to success, 
we have created a curriculum of leadership development programs for 
senior executives, middle management and junior executives and staff. 

We will continue to improve our personnel performance management strength 
with internal and external meaningful voluntarism appointments program to 
senior executive and other personel positions both in Australia and offshore.

After a review of the emerging concept of Healthy Organisations, 
we contribute conceptual model of workplace health improvement based on 
empowerment strategies to†promote members  participation, autonomy and 
control in the organisation. We propose that structural strategies can 
increase the engagement and organisational commitment of employees,†
but only if they truly feel in possession of power and autonomy, and that 
this psychological empowerment also facilitates the development of healthy 
organisational practices. Achievement of both types of empowerment could 
improve the work and business climate, psychological well-being and†
performance of members, employees and lead to reductions in absenteeism 
and staff turnover. 


Progress on strategy

Every historical period believes itself to be at the pivot of turbulent 
change. At the dawn of the 21st century we have an especially strong 
claim to this position. It is evident that recent shifts in our knowledge 
of economy, nature and ourselves, our ways of knowing, and our technology 
are rapidly transforming the way we live, learn and perceive people health 
and global economic and environmental sustainability. 


We are always on the look out for talented, bright and enthustiastic,  
ambitious members, personnel and meaningful volunteers to join our team. 

In my opinion, the organisation annual performance, financial statements 
and notes for the year ended 30 June 2011 are based on properly maintained 
financial records and give a true and fair view of the matters required. 





Andy Freedman 
Chief Executive Officer / Managing Director 

Date: 




			---  End  ---




PART I
----------
HIGHLIGHTS 
===========================================================================

Despite the year was of great financial, social and 
economic opportunity enthusiasm, the company report is:    

Membership   growth - NIL
Volunteerism growth - NIL
Sponsorship  growth - NIL
Distribution growth - NIL	 
Financial    growth - NIL	 

Outlook - great 

Although humans are by nature social beings, 
some level of rejection is an inevitable part of social and economic life. 
Nevertheless, the rejection become a problem when it was prolonged consistently. 

The social and economic rejection by an entire group of people have especially 
negative effects on the organisation performance, particularly when it resulted 
in social and economic isolation of the Organisation Fundamental Objectives, 
Directives and Principles of People and Eco-Health state of well-being thrive.




- Financial Performance  ( rounded to the nearest AD $ .00 )
---------------------------------------------------------------------------
	Full Year Ended		30 Jun 2013	30 Jun 2012	30 Jun 2011 
  
	
	Capital							0.00

	Funding							0.00
	
	Dividends						0.00

	Time/Value deposits					0.00

	Matter/Value deposits					0.00
	
	Energy/Value deposits					0.00
 	


			---  End  ---



- Financial Performance Summury ( rounded to the nearest AD $ .00 )
---------------------------------------------------------------------------
	Full Year Ended		30 Jun 2013	30 Jun 2012	30 Jun 2011 


Net income
Capital management income
Funds management income
Insurance income
Membership income
Deposits income
Other income

Total income


Operating expenses
Investment expenses
Loan impairment expense
Corporate tax expense
Non-controlling interests
Other non-cash items

Total expenses

			---  End  ---




- Key Performance Indicators 
---------------------------------------------------------------------------
	Full Year Ended		30 Jun 2013	30 Jun 2012	30 Jun 2011 

Statutory net profit 
after tax in $ .00
Cash net profit 
after tax in $ .00

Net interest margin (%) 
Operating expenses 
to total operating income (%)

Average 
interest earning assets 

Funds under 
interest earnign average  
Insurance 
income to average inforce 

Operating expenses 
to total operating income (%)


Services
Cash net profit after tax 
Net interest margin (%) 
Operating expenses 
to total operating income (%)

Products
Cash net profit after tax 
Net interest margin (%) 
Operating expenses 
to total operating income (%)

Projects performans
Cash net profit after tax 
Net interest margin (%) 
Operating expenses 
to total operating income (%)


Investment funds 
management income to average (%)
Operating expenses 
to total operating income (%)
Effective corporate tax rate (%)


Other Income  
Commissions
Lending fees
Trading income


			---  End  ---



- Shareholder Summary 
---------------------------------------------------------------------------
	Full Year Ended		30 Jun 2013	30 Jun 2012	30 Jun 2011 


Dividends per share
(fully franked in cents)
Dividend cover - cash (times)
Statutory basis - basic 
Cash basis - basic

Cash basis
Statutory basis
Dividend payout ratio (%)

Weighted average no. of 
shares ("statutory basis")
Weighted average no. of 
shares ("cash basis")

Return on equity 
("statutory basis") (%)
Return on equity 
("cash basis") (%)



			---  End  ---



- Market Share ( rounded to AD $ .00 )
----------------------------------------------------------------------------
			Full Year Ended		30 Jun 2012	30 Jun 2011 


Products trading
Services trading
Deposits trading
Loans lending  
Asset finance
Equities trading
Insurance trading 


			---  End  ---



- Credit Ratings     
----------------------------------------------------------------------------
				Long-term  	Short-term 

Target Ratings

Members Ratings 
Investors Ratings 
Sponsors Ratings
Fouds financials Ratings  
General public Ratings


Fitch Ratings
Moody's Investor Services
Standard & Poor's 



			---  End  ---





Part II - Business Activities
-----------------------------
GROUP PERFORMANCE ANALYSIS
============================================================================
	
- Financial Performance and Business Review
----------------------------------------------------------------------------
			Full Year Ended		30 Jun 2012	30 Jun 2011 
  
Net interest income 
	
Average 
Interest earning assets

Business assets
Trade assets
Corporate assets
Inovation assets 


Average
Interest earning loans
		
Business loans
Trade loans
Corporate loans 
Inovation loans  

			---  End  ---


- Financial Performance and Business Review (continued) 
----------------------------------------------------------------------------
			Full Year Ended		30 Jun 2012	30 Jun 2011 


Trading income
trade in products
trade in services
trade in inovation 

Investment income 
Bonds
Shares
Stocks 
Lease instruments
  
Banking income
Commissions
Lending fees
Deposit bonuses 


Funds management income

Regional Asset Management
First State Mainland AU   
Second State Tasmania AU  

Global Asset Management


			---  End  ---


Financial Performance and Business Review (continued) 
----------------------------------------------------------------------------
			Full Year Ended		30 Jun 2012	30 Jun 2011 


Insurance income
	
People
Funds 
Deposits
Properties
Assets
Territory
Transport  
Technologies
Methodologies
Communications
Inovation 

Licensing income
	
Data rights
Information rights 
Digital Rights 
Inovation developments   
Intellectual properties   
Ideas under waivers
Concept under waivers 
Education Programs   
Certificates
Patents & Waivers 
Waiver agreement
Tangible data
Tangible items
Publications
Destributions 
Projects
Enterprises
Eco-Arts
Eco-design
Eco-Titles
Other royalties 

Other incomes 
 
			---  End  ---


- Financial Performance and Business Review (continued) 
----------------------------------------------------------------------------
			Full Year Ended		30 Jun 2012	30 Jun 2011 

Operating expenses

Personnel expenses

Direct employee 
Core staff 
Non-staff In-kind
	
Independent 
auditors
advisers
consultants 
contractors 
agencies   
firms  
other 
	
Staff training
Volunteers training
Courses attendance
Conference attendance
Grants 
Bonuses 
Cash contributions 
Insurance
Workcover 
Health compensations
Movements in provision 
Long service leave
Leave loadings
Termination payments
Superannuation 
Payroll tax
Fees and charges 

Secutity 
Fees and charges 
	
Other relevant expenses 

Total Personal Expenses:  

Total Personal Expenses (%)
of the income after tax


			---  End  ---



- Financial Performance and Business Review (continued) 
----------------------------------------------------------------------------
			Full Year Ended		30 Jun 2012	30 Jun 2011 

Operating expenses (continued)
Personnel expenses (continued)

Co-workers
Associates
Patrons
Sponsors
Observers 	
	
Volunteers paid 
Volunteers unpaid 
Visiting volunteers  

Members participants
Supporting participants 
Community participants  
Authorities participants
Other participants 
	
Other allowable

Total Personal Expenses:  
  

			---  End  ---


- Financial Performance and Business Review (continued) 
----------------------------------------------------------------------------
			Full Year Ended		30 Jun 2012	30 Jun 2011 


Occupancy expenses
	
Rent
Leases 
Interest rates
Utilities 
Secutity 
Insurance
Fees and charges    
Other relevant expenses 

Total occupancy expenses: 

			---  End  ---



- Financial Performance and Business Review (continued) 
----------------------------------------------------------------------------
			Full Year Ended		30 Jun 2012	30 Jun 2011 

Operating expenses (continued)

Utilized personnel  
Life and Health expenses
	
Breathable Air 
( airconditioners ) 

Drinkable water

Suitable temperature 
(regulaters )

Life Insurance

Health Insurance 

Security 



Total operating expenses: 



			---  End  ---



- Financial Performance and Business Review (continued) 
----------------------------------------------------------------------------
			Full Year Ended		30 Jun 2012	30 Jun 2011 

Operating expenses 
 
Energy expenses

Conventional
(Wood and Coal)  

Electricity 
Natural gas
Advanced Nuclear

Greenhouse gas
Geothermal
Solar
Hydro
Biomass
Wind turbines  
	
Other energies

Total operating expenses: 



			---  End  ---



- Financial Performance and Business Review (continued) 
----------------------------------------------------------------------------
			Full Year Ended		30 Jun 2012	30 Jun 2011 

Operating expenses

Tools/Equipment expenses
	
IT services
Marketing 
Advertising 
Networking 
Fees and charges    
Security
Acquisitions 
Other Fees and charges    
Communicational



Transport  
Transport services
Vehicles 
Vehicles services
Mobile office/workshops
Trailers 
Trailers services
Licenses
Insurences
Other frees 


Total Tools/Equipment expenses: 


			---  End  ---



- Financial Performance and Business Review (continued) 
----------------------------------------------------------------------------
			Full Year Ended		30 Jun 2012	30 Jun 2011 

Operating expences

Maintenance

General security 
Data security  
Data sanitization 



Supplier Expenses 	
(expenses related to 
the purchase of goods, 
services and other items) 

Total expenses: 
 

Avrige expense to income ratio (%) 



			---  End  ---



- Financial Performance and Business Review (continued) 
----------------------------------------------------------------------------
			Full Year Ended		30 Jun 2012	30 Jun 2011 

Operating expense 

Investment Spend
Expensed investment spend
Capitalised investment spend
Productivity and growth
Risk and compliance
Branch refurbishment and other

Loan impairment expense 
item 1
items 2
items 3

Taxation Expense
Corporate tax expense
Effective tax rate 
	  

Non-Cash Items Included in Statutory 
Profit net profit after tax (cash basis)


Review of Group Assets and Liabilities
	
Interest earning assets 
Other interest bearing liabilities 
Loans, bills discounted and other receivables
Business and corporate loans
Non-lending interest earning assets
Interest bearing liabilities 
Transaction deposits
Investment deposits 
Debt issues


A budget of expenses of the Account against the categories in the table in an
accrual accounting framework is to be prepared for each Financial Year of the 
Funding Period. The budgeted amounts will include all items to be recognised 
in an accrual accounting framework for each Financial Year. 


			---  End  ---




Part II - Business Activities
--------------------------------
OPERATIONS AND BUSINESS SETTINGS	
===========================================================================



- Provisions for impairment losses
---------------------------------------------------------------------------
			Full Year Ended		30 Jun 2012	30 Jun 2011 


Collective provision

Individually assessed provisions

Off balance sheet provisions

Total provisions for impairment losses


			---  End  ---





- Credit Quality Metrics 
---------------------------------------------------------------------------
			Full Year Ended		30 Jun 2012	30 Jun 2011 


Gross loans risk 
acceptancesas % of GPFAL 
(Gross Products, 
Fouds, Assets and Land)   

Deposits acceptances
Capital  acceptances
Assets   acceptances

Risk weighted assets 
Credit risk weighted assets

Gross impaired assets
Net impaired assets


Provision Ratios

- Collective provision as a % 
of credit risk weighted assets

- Total provision as a % 
of credit risk weighted assets

- Total provision as a % 
of credit risk weighted assets

- Total provisions for impairment 
losses as a % of  GPFAL (Gross 
Products, Fouds, Assets and Land)   



Asset quality ratios

- Gross impaired assets as a % 
of GPFAL 

- Gross impairment expense 
("cash basis") annualised as a % 
of average GPFAL's 


			---  End  ---



- Provision Ratios - tables, coments and charts   
---------------------------------------------------------------------------
			Full Year Ended		30 Jun 2012	30 Jun 2011 


Collective provision as a % 
of credit risk weighted assets

Total provision as a % 
of credit risk weighted assets




Economic overlays remain unchanged on the prior year.

			---  End  ---




- Asset Quality - tables, coments and charts
---------------------------------------------------------------------------
		Full Year Ended			30 Jun 2012	30 Jun 2011 


Coment 

The asset quality ratios show the continued improvement in
the quality of the book with both the level of impaired assets
and 90 days past due fees which are not impaired continuing
to reduce. The credit quality of both the members and corporate
portfolios remained sound.

Economic overlays remain unchanged for the year.


			---  End  ---




- Troublesome and Impaired Assets - tables, coments and charts 
---------------------------------------------------------------------------
			Full Year Ended		30 Jun 2012	30 Jun 2011 

Impaired Assets

Commercial troublesome assets reduced in %

Gross impaired assetsdecreased in %


Economic overlays remain unchanged on the prior year.


			---  End  ---



- Capital Basel Regulatory Framework
------------------------------------------------------------------------



The Company adopted the international Basel III  measurement and
monitoring of regulatory capital effective from 1 January 2013
in terms of:


Internationally Harmonised Capital Position

The Board has set a target of holding greater than 10% capital position.
The board adopt of a global target based on internationally harmonised 
principles enables a more meaningful comparison of the capital levels 
relative to its international peers. 

	

Capital Requirements

As at 30 June 2013 the Group has a CET1 ratio of 8.2%
under prudential standard version of Basel III,
well above the minimum ratio of 4.5 %

Deductions
(including investments in insurance and funds management operations) 

Risk Weighted Assets
	are required the  capital to be held for Interest Rate Risk in
	the Banking Book


Capital Position
The company maintained a strong capital position with the
capital ratios well in excess of regulatory minimum capital adequacy 
requirements and the Board Approved minimum levels at all times 
throughout the year ended 30 June2013

Other Regulatory Changes



Coment:
Economic overlays remain unchanged for year.


			---  End  ---



- Risk Weighted Capital Ratios
----------------------------------------------------------------------------
			Full Year Ended		30 Jun 2012	30 Jun 2011 


Common Equity Tier One
Tier One
Tier Two 

Total Capital

Ordinary Share Capital
Treasury Shares 

Total shares

Reserves
Asset revaluation reserve -
Available for sale reserve - 
Reserves related to non 
consolidated subsidiaries -

Total reserves - 

Current Profits

Retained earnings
Expected dividends
Dividend reinvestment plan
Equity accounted profits
Other 

Total Net Retained Earnings


Non controlling interest in value
Non controlling interest
Perpetual preference shares
Other non controlling interests

Total interest 

			---  End  ---



- Ordinary Share Capital and Treasury Shares 
----------------------------------------------------------------------------
			Full Year Ended		30 Jun 2012	30 Jun 2011 


		
Ordinary Share Capital

Treasury Shares 

Other Shares 


	

- Capital (continued)
----------------------------------------------------------------------------


_ Reserves
		
Asset revaluation reserves
Available for sale reserves


			---  End  ---


- Retained Earnings and Current Period Profits
----------------------------------------------------------------------------
			Full Year Ended		30 Jun 2012	30 Jun 2011 

Non controlling interest 

Common Equity Tier One Capital -  
before regulatory adjustments - 
		
Represents shares held   
Asset Revaluation Reserve - 
eligible for inclusion	- 	
Available for Sale Reserve 
eligible for inclusion -

Reserve balances associated with 
the Insurance - 
Funds Management - 
		
Dividend Reinvestment Plan 



	Cumulative current year profit and retained earnings adjustments 
	for subsidiaries not consolidated for regulatory purposes.
	Primarily relates to unrealised equity accounted earnings required 
	to be excluded under APRA
	Non-controlling interests predominantly comprise Trade 
	Perpetual Preference




_ Common Equity Tier One regulatory adjustments
----------------------------------------------------------------------------
			Full Year Ended		30 Jun 2012	30 Jun 2011 

		
Intangibles 
Capitalised costs 
Capitalised software 
Capitalised netware  
	
Reserves
General reserve for credit losses
General reserve for deposits losses
General reserve for capital losses
Cash flow hedge reserve
Cash flow pool reserve
Cash flow trasure reserve
Members compensation reserve
Employee compensation reserve


Deferred 
Deferred tax asset
Deferred fee income
Deferred capital interest income
Deferred assets interest income
Deferred inovation interest income
Deferred technology interest income
Deferred market distribution interest
	
Deferred staff/personel 
payroll and other expences  
	
Deferred operational expences
Deferred trade/exchange expences
Deferred assets expences
Deferred properties expences
Deferred equipment expences

Total Tier One Capital

Gain due to changes in own credit risk on fair valued liabilities


			---  End  ---


- Tier Two Capital
----------------------------------------------------------------------------
			Full Year Ended		30 Jun 2012	30 Jun 2011 
		

Prudential general reserve for credit losses
Zxcess /cap applicable
Asset revaluation reserve 
Total Tier Two Capital

			---  End  ---



- Risk Weighted Assets
----------------------------------------------------------------------------
			Full Year Ended		30 Jun 2012	30 Jun 2011 


Corporate 
Sovereign
Time Bank
Data Bank

Mortgages		 
Risk weighted assets
subject to standardised approach
			
Securitisation
Equity exposures
Credit valuation adjustment

Risk weighted assets 
for credit risk exposures - 

Traded market risk
Interest rate risk 
Operational risk
			
Total risk weighted assets


			---  End  ---




- Capital and Shares  
----------------------------------------------------------------------------
			Full Year Ended		30 Jun 2012	30 Jun 2011 


Share Dividends  - N/A


Note:
This company is not for profit organisation  s150 section company 

			---  End  ---


- Liquidity  
----------------------------------------------------------------------------
			Full Year Ended		30 Jun 2012	30 Jun 2011 

Assets 
Bank deposits
Bills deposits
Covered bonds
Currency deposits 
Government bonds 
Semi-Government bonds

Liquid assets 


Company does not use specific liquidity formula; 
however, liquidity is often calculated by using commone liquidity ratios 
and  liquidity quick ratio indicators  - aka the quick assets ratio or 
the acid-test ratio that has the ability to convert an asset 
to cash quickly, known as "marketability" cash conversion cycle 
standard approach (balance sheet). 


			---  End  ---




- Funding
----------------------------------------------------------------------------
			Full Year Ended		30 Jun 2012	30 Jun 2011 


Customer  deposits
Members   deposits
Founders  deposits
Patrons   deposits
Sponsors  deposits
Suporters deposits
Associates deposits

Sponsorship fundings
Grants fundings
Contract fundings
Community fundings
Goverment fundings
In-kind contributions	
Seed money contributions
Capital fundings
Executive loans
Endowment support
Capital support investments
Project-related investments
Program-related investments
Event-related investments
Fundraising events
Programmatic shortfalls
Philanthropic fundings 
Individual fundings 

Restricted funds		
Unrestricted funds		
Bridge funding		
(known as temporary funding)

Total 
Short Term Funding Deposits	
Long  Term Funding Deposits	
(less than one year maturity)
 

			---  End  ---



- Funding (continued)
----------------------------------------------------------------------------
			Full Year Ended		30 Jun 2012	30 Jun 2011 


Finance for business		 
Trade growth prospects
Establishments
Unique projects
Fellowships
Scholarships

Funding schemes
Health fundings
Research fundings
Science fundings
Education fundings
Inovation fundings
Strategic fundings
International relations
Sustainability fundings
Environmental fundings
Other eco fundings

Currency Deposits		
Treasury Deposits
Bonds    Deposits

Rare Minerals Deposits 
Land Title Deposits 
Valuable Deposits 
Other Deposits 


			---  End  ---



- Funding (continued)
----------------------------------------------------------------------------


Funding coments and notes:

Note 1

Bridge funding (known as temporary funding)
is used to meet a short-term need when thereís an expectation 
that the organization will be solvent after the fixed time. 
This can occur, for example, in the event of a natural disaster, 
political unrest, or when grants or contract funding are promised 
but have not yet been received.

Note 2

Shareholdersí equity is excluded from this view of funding sources

Note 3

The funders wish to encourage high quality, innovative eco-health 
research conducted by multi-disciplinary teams of researchers
Mamadomia foundation is dedicated to promoting empowerment of people, 
protection of the environment, and respect for cultural diversity. 
Therefore, it is just a matter of time when grants and fundings will 
be received. 


			---  End  ---

	




Part II - Business Activities
-----------------------------
SUSTAINABILITY	
========================================================================

- Introduction
------------------------------------------------------------------------

For the Group, sustainability means building a successful
business today, while creating enduring value for the Groupís members 
and customers, partners, people, shareholders and the broader community.

1. Sustainable Business Practices
Disciplined financial management and a focus on productivity, 
transparency and accountability help to ensure the long term 
sustainability of the Groupís business. 


2. Responsible Financial Services
The Group takes a responsible approach to providing financial services
 and products, and remains committed to members and customer satisfaction. 
Providing Leading Solutions to Not-for-Profits

3. Engaged and Talented People
The Group supports its people by continuing to invest in their
development and in programs designed to create a diverse,
safe and rewarding workplace.

4. Community Contribution and Action
The Group has a proud history of supporting the communities where we 
live and work. By offering eco-health and financial literacy programs, 
partnering with community organisations and supporting the people in
 their endeavours, the Group continues to strengthen and 
extend its involvement, forging lasting relationships with community
organisations and those they serve. Building Eco-Health Financial 
Literacy Skills collaborating with Indigenous Australians to Achieve 
Social, Economic and Financial eco-Health Inclusion. Empowering 
Support of the Community.Supporting Sports, the Arts and Health.

5. Environmental Stewardship
Achieving the Carbon Reduction Target
Supporting the Groupís Members and Clients in their Transition to a 
Low Carbon Economy. The Carbon Solutions Team was formed as a direct
response. Committing for the Long Term and Changing the Way we Work.
Further Information - www.Mamadomia.org.au


			---  End  ---





Part III - Governance and Leadership
------------------------------------
CORPORATE GOVERNANCE	
========================================================================


- Itroduction
------------------------------------------------------------------------

This statement outlines the key aspects of the featured company corporate 
governance framework. The Board has consistently placed great importance 
on good corporate governance practices of the Group, which it believes is 
vital to the Groupís well - being. The Board has adopted a comprehensive 
framework of Corporate Governance Guidelines, designed to properly balance 
performance and conformance. This enables the us to undertake, in an 
effective manner, the prudent risk-taking activities which are the basis 
of our business.



Charter 
The Boardís role and responsibilities are set out in the Board By Laws Charter. 


Delegation of Authority 

	The Board delegates to the CEO the responsibility to achieve the Groupís 
	objective of creating long term value for its shareholders in part through
	excelling at securing and enhancing the health and financial wellbeing of  
	people, businesses and eco-health communities. 


			---  End  ---
.

- Governance Framework
----------------------------------------------------------------------------------


Group Composition

Ditector name		Board Membership	Position Title		Committee


1			Non-Executive,
			Independent		Chairman		Member

2			Non-Executive,
			Independent		M/D			Member

3			Executive		CEO			Member 


4			Non-Executive,		
			Independent		- 			Member 

5			Non-Executive,		
			Independent		- 			Member 

6			Non-Executive,		
			Independent		- 			Member 

7			Non-Executive,		
			Independent		- 			Member 


The Constitution of the organisation specifies that:
The CEO and any other Executive Directors are not
eligible to stand for election as Chairman of the Board;

The number of Directors will not be less than min nor
more than maximum as tated in the constitution 
(or such lower number as the Board may from time to time determine). 

The Board has decided that there will be Menaging Directors; and
At each Annual General Meeting (AGM) one third of Directors 
(other than the CEO) will retire from office and may stand for re-election.

The policy of the Board is that Non-Executive Directors arenormally expect
to serve a term of six years from the date of first election by shareholders, 
subject to re-election by shareholders as required under the Constitution.


			---  End  ---





- Governance ( continue ) 
---------------------------------------------------------------------------------

Independence

The Mamadomiaís Non-Executive Directors are required  to be independent 
of management and free of any business or ther relationship that could materially 
interfere with the exercise of unfettered and independent judgment. 
The Board regularly assess each Directorís independence to ensure ongoing 
compliance with this requirement.

Directors are required to conduct themselves in accordance with the ethical 
policies of the Group and be meticulous in their disclosure of any material 
contract or relationship in accordance with the Corporations Act 2001. 
This disclosure extends to the interests of family companies and spouses. 

Directors must also strictly adhere to the participation and voting 
constraints in relation to matters in which they may have an interest in. 
Each Director may from time to time have personal dealings with the organisation
or be involved with other companies or professional firms which may have dealings
with the Group. Details of offices held by Directors with other
organisations are disclosed in the Directors' Report and on the Group's website. 
Full details of related party dealings are set out in the notes to the 
Financial Statements as required by law.


All the current Non-Executive Directors have been assessed as independent 
Directors. In reaching that determination, the Board has taken into account 
(in addition to the matters set out above):


Education and Traning

Directors participate in an induction program upon appointment and in ongoing 
education sessions on a regular basis. This program of continuing education 
ensures that the Board is kept up to date with developments in the industry
both locally and globally. It also includes sessions with local and overseas 
experts in the particular fields relevant to the Organisationís operations.


			---  End  ---




- Governance ( continue ) 
---------------------------------------------------------------------------------

Board Committee

The Non-Executive Directors meet at least annually without management, in a forum
intended to allow for an open discussion on Board and management performance. 
This is in addition to the consideration of the CEOís performance and remuneration,
which is conducted by the Board in the CEOís absence. 

The Board Performance and Renewal Committee annually review the corporate 
governance procedures. It considers the composition and effectiveness of the
Board and also the boards of the major wholly owned or partner subsidiaries. 
It also considers the effectiveness of the Board and ensures that the Board 
annually reviews its own performance, policies and practices. These reviews 
seek to identify where improvements can be made in Board processes. 

The Board used an independent facilitator in this yearís performance review. 
The review endorsed the current Board and Committee processes. 
The assessment has been considered by the Board and individual Director 
assessments have been diarised with Directors by the Chairman of the Board. 

After considering the results of the performance assessment, the Board will 
determine its endorsement of the Directors to stand for re-election at the next AGM.

In accordance with the Boardís policies, the Committee consists solely of 
independent Non-Executive Directors, with the CEO attending the meeting by 
invitation.

A copy of the Board Performance and Renewal Committee
Charter is available on the Groupís website.


			---  End  ---




- Governance ( continue ) 
---------------------------------------------------------------------------------

Selection of Directors


The Board Performance and Renewal Committeeís set of criteria for Director 
appointments are reviewed annually and adopted by the Board. 
These are aimed at creating a Board capable of challenging, stretching and 
motivating management to achieve sustained, outstanding performancein all respects. 
The aim is to ensure that any new appointee is able to contribute to the Board 
constituting a competitive advantage for the Group. Based on these criteria,
each Director should:


Be capable of operating as part of an exceptional team;

Vigorously debate and challenge management in a constructive manner;

Contribute outstanding performance and exhibit impeccable values;

Be capable of inputting strongly to risk management, strategy and policy;

Provide a mix of skills and pragmatic experience required to challenge and 
contribute to the future strategic tactics and strategy;

Be excellently prepared and receive all necessary training/education;and

Provide important and significant insights, input and questions to management 
from their experience, knowlidged and skill.

Professional intermediaries are engaged to identify a diverse range of potential 
candidates for appointment as Directors based on the identified criteria.

Candidates who are considered suitable for appointment as Directors by the Board 
Performance and Renewal Committee are then recommended for decision by the 
Board and, if appointed, will stand for election at the next AGM, in accordance 
with the Constitution.

The Chairman will provide a letter to all new Directors setting out the terms of 
appointment and relevant Board policies.These include time commitment, code of 
ethics and continuing education. 

All current Directors have been provided with a letter confirming the terms of 
their appointment. A copy of the form of the appointment letter is
available on the Groupís website.


			---  End  ---



- Governance ( continue ) 
---------------------------------------------------------------------------------

Policies

Board policies relevant to the composition of Committees and functions of 
Directors include: 

The Board will consist of a majority of independent Non-Executive Directors;

The Board Performance and Renewal, Remuneration and Audit Committees should 
consist solely of independent Non-Executive Directors. 
The Risk Committee should consist of a majority of independent Non-Executive 
Directors;

The Chairman will be an independent Non-Executive Director;

The Audit Committee will be chaired by an independent Non-Executive Director 
other than the Chairman;

The Board will meet on a regular and timely basis. The meeting agendas will 
provide adequate information about the affairs of the Organisation. In addition, 
ongoing strategy is the major focus of at least one Board meeting annually;


An agreed policy on the basis that Directors are entitled to obtain access to 
documents and information, and to meet with management; and

A procedure whereby, after appropriate consultation, Directors are entitled to 
seek independent professional advice, to assist them to carry out their duties 
as Directors.The policy of the Board provides that any such advice is generally 
made available to all Directors.


			---  End  ---


- Governance ( continue ) 
---------------------------------------------------------------------------------

Ethical Standards

Conflicts of Interest

In accordance with the Constitution and the Corporations Act 2001, 
Directors are required to disclose to the Board any material contract in 
which they may have an interest. In compliance with section 195 of the 
Corporations Act 2001 any Director with a material personal interest in 
a matter being considered by the Board will not vote on or be present when
thematter is being considered. If the material personal interest is disclosed 
or identified before a Board or Committee meeting takes place those Directors 
will also not receive a copy of any paper dealing with the matter. 


			---  End  ---



- Governance ( continue ) 
---------------------------------------------------------------------------------

Share Trading


Shareholder Communication



Remuneration Arrangements


			---  End  ---


- Governance ( continue ) 
---------------------------------------------------------------------------------

Audit Arrangements

Auditor, 
was appointed as the external auditor of the organisation at the 2010 AGM, 
effective from the beginning of the 2011 financial year.
In line with current legislation, the Organisation requires that the
auditor/partner be changed within five years of being appointed. 


Audit Committee,

The Audit Committee assists the Board in fulfilling its statutory
and fiduciary responsibilities. It provides an objective and
independent review of the effectiveness of the external reporting of financial 
information and the internal control environment of the Organisation, as well as 
obtaining an understanding of the  Groupís tax and accounting risks.


Non-Audit Services

The External Auditor Services Policy requires the Audit Committee (or its delegate) 
to approve all audit and non-audit services before engaging the external auditors 
to perform the work. Our policy also prohibits the external auditors from providing 
certain services to the Oranisation or its affiliates. The objective of this policy is 
to avoid prejudicing the external auditorís independence.

The policy is designed to ensure that the external auditors do not:

- Assume the role of management or act as an employee and or affiliates;
- Become an advocate for the Organisation;
- Audit their own work;
- Create a mutual or conflicting interest between themselves and the Group;
- Require an indemnification from the Group to themselves;
- Seek contingency fees; nor

- Have a direct financial or business interest or a material indirect financial or 
business interest in the company or any of its affiliates, or an employment 
relationship with the Organisation or any of its affiliates.

Under the policy, the external auditor will not provide the following services:
- Bookkeeping or other services relating to accounting records or Financial Statements;
- Financial information systems design and implementation;

Appraisal or valuation services (other than certain tax only valuation services) 
and fair opinions or contribution-in-kind reports;

Actuarial services unless approved in accordance with independence guidelines;

Internal audit outsourcing services;
Management functions, including acting as an employee and secondment arrangements;
Human and personel resources;
Broker-dealer, investment adviser or investment banking services;

			---  End  ---



- Governance ( continue ) 
---------------------------------------------------------------------------------

Risk Management

Risk Management governance originates at Board level, and cascades through to 
the CEO and businesses, via Business Unit risk atractive statements, policies, 
delegated authorities and committee structures. 

The Board and its Risk Committee operate under the direction of their respective 
charters. The Board Charter stipulates, amongst other things that:

The Board is responsible for overseeing the establishment of systems of risk 
management by approving accounting policies, financial statements and reports, 
credit policies and standards, risk management policies and procedures and 
operational risk policies and systems of internal controls; and

The CEO is responsible for implementing a system, including a system of internal 
controls and audits, to identify and manage risks that are material to the
business of the Organisation.

The CEO and the Chief Financial Officer have given the Board their declaration in 
accordance with section 295A of the Corporations Act 2001. The CEO and Chief 
Financial Officer have confirmed that the declarations are founded on the 
system of risk management and internal control and also that the system is 
operating effectively in all material respects in relation to financial risks.


Risk Forecast


Risk Committee
The Risk Committee oversees the Organisationís risk management framework. 
This includes credit, market ( including traded interest rate risk, lease/rent  
residual values, non-traded equity and structural foreign trade in services exchange), 
liquidity and funding, operational, insurance, compliance (including regulatory), 
and reputational risks assumed in the course of carrying on its business.

Strategic risks are governed by the Board, with input from the various Board 
sub-committees. Tax and accounting risks are governed by the Audit Committee.

The Risks Committee monitors managementís compliance with the Org risk management
framework (including high-level policies and limits). It also makes recommendations 
to the Board on the key policies relating to capital (that underpin the
Internal Capital Adequacy Assessment Process), liquidity and funding and other 
material risks. These are overseen and reviewed by the Board on at least an annual basis

The Risks Committee also monitors the health of the Organisationís risk culture, 
and reports any significant issues to the Board of Directors.

As part of the remuneration policy, the Risk Committee provides written input to the 
Remuneration Committee to assist in the alignment of executive remuneration with
appropriate risk behaviours. The Committee reviews significant correspondence
with regulators, receives reports from management on regulatory relations and reports 
any significant regulatory issues to the Board. Levels of insurance cover on insurance 
policies maintained by the Organisation to mitigate some operational risks are disclosed
to the Risk Committee for comment.

A copy of the Risk Committee charter should appears on the website.


Risk ManagementFramework


			---  End  ---



- Continuous Disclosure 
 ---------------------------------------------------------------------------------





- Ethical Policies
---------------------------------------------------------------------------------

	

	Statement of Professional Practice
	

	Our Staff and Developments People
	


- Behaviour Policy 
---------------------------------------------------------------------------------



	The Group is strongly committed to maintaining an ethical
	workplace and to complying with legal and ethical
	responsibilit ies. The Groupís Behaviour policy requires its
	people to report fraud, corrupt conduct, mal-administration or
	serious and substantial waste by others. A system has been
	established which allows people to remain anonymous, if they
	wish, for reporting of these matters.
	The policy includes reporting of auditing and accounting
	issues. These are reported to the Chief Compliance Officer by
	the Chief Security Officer, who administers the reporting and
	investigation system. The Chief Security Officer reports any
	such matters to the Audit Committee, noting the status of
	resolution and actions to be taken

			---  End  ---


- Industry Code of Conduct 
---------------------------------------------------------------------------------

Membership of an industry code conduct is normally voluntary.
It's important that industry codes are regularly reviewed and updated 
especially in the ever-changing and dynamic area of financial services.

The company does not have the power to mandate industry codes of conduct. 
Industry decide in the first instance whether to develop a code, 
and then whether to have that code approved by ASIC. 

Monitoring compliance with the codes of practice

- Rules of Professional Conduct
- Electronic Funds Transfer Code of Conduct
- Code of Banking Practice
- Consumer Credit Code
- ePayments Code
- Financial Planners Code of Ethics 
- General Insurance Code of Practice 


A fair process for dealing with complaints.

In some cases, a breach of a code may also be a breach of contract 
with the financial institution, giving a right to take legal action 
for breach of contract. 

We generally cannot take enforcement action if a code is breached unless 
a breach of the law is also involved. However, we are interested in the 
operation of the codes. We would like to hear of significant non-compliance, 
which we may publicise in some instances.


			---  End  ---


	
- Media and Information  
---------------------------------------------------------------------------------

 
Information Website
 
		www.Mamadomia.org (global org) 
		www.Mamadomia.org.au, (local org) 
		www.Mamadomia.eu (EU ) 
		


			---  End  ---





Part III - Governance and Leadership
------------------------------------
DIRECTORSź REPORT
========================================================================

The Directors of the Mamadomia Pty Ltd,  Eco-Health Group of Australia 
submit their report, together with the financial report of the company 
and of the Group, being the entety and its controlled entities, 
for the year ended 30 June. 
.
The names of the Directors holding office during the financial year are
set out below, together with details of Directorsí experience, 
qualifications, special responsibilities and organisations in which 
each of the Directors have declared an interest.



Board of directors - Chairperson 
-------------------------------------

Note: This position is vacant 

Name: 

Age: 

Residence: Australia 

Qualifications:
( must be a )
Fellow of the Institute of Chartered Accountants

Other directorships:
 


Board of directors - Managing Director and CEO 
-----------------------------------------------

Director Name: Andy Freedman 

Age: 56 

Residence: Australia and Europe  

Qualifications:

Fellow of the people living below the poverty line in Australia 


Other directorships: 

Non-Profit Health Promotion Charity Ltd, 
Open Healing Eco-Health Academy Ltd,
Open Healing Eco-Health Land Ltd, 
Eco-Health Enterprises PTY LTD. 




Board of directors - Treasure person 
----------------------------------------

Director Name: Anna Elisabeth Malter

Age: 66

Residence: Australia/New Zealand  

Qualifications:
Banking and housewife duties 

Other directorships:

Non-Profit Health Promotion Charity Ltd, 
Open Healing Eco-Health Academy Ltd,
Open Healing Eco-Health Land Ltd, 
Eco-Health Enterprises PTY LTD. 



Board of directors - Director 1
-------------------------------

Note: This position is vacant 


Name:

Age:

Residence:

Qualifications:


Other directorships:



Board of directors - Director 2
-------------------------------

Note: This position is vacant 


Name:

Age:

Residence:

Qualifications:


Other directorships:





Board of directors - Director 3
-------------------------------

Note: This position is vacant 

Name:

Age:

Residence:

Qualifications:


Other directorships: 


			---  End  ---




- Principal Activities
---------------------------------------------------------------------

NOT FOR PROFIT NGO in VISION, MISSION AND ECO-FAITH
HELPING HUMANITY THRIVE ITSELF 

MAMADOMIA PTY LTD  
In accordance to its objectives, Mamadomia Not For Profit 
Eco-Health Group conducts its operations primarily in Australia, 
New Zealand and the Asia Pacific region. 
It also schedule operates in a number of other regions and 
countries including  within APEC, BRICS, EU and selected others.  

There have been no significant changes in the nature of the
company principal activities and the group during this year.


			---  End  ---


- Consolidated Profit
---------------------------------------------------------------------
The net profit after income tax and non-controlling 
interests for the year ended 30 June 2011  was $0.00 

There have been no changes in the Consolidated Profits activities 
of the company during the financial year.


			---  End  ---

- Dividends
---------------------------------------------------------------------

The Directors have declared
fully franked Dividends NOT PAID 
to no one person on any kind.


Note:
This company is Not for profit section s150 
(and no devidends are paid to shareholders) 


			---  End  ---

- Review of Operations
---------------------------------------------------------------------
An analysis of operations for the financial year is set out in
the Highlights and Group Performance Analysis sections.

			---  End  ---


- Changes in State of Affairs
-----------------------------------------------------------------------

During the year, the Group continued to make significant progress in 
implementing a number of initiatives designed to ensure a better 
trade and service outcome for the Groupís members and customers.

There have been no significant changes in the state of affairs
of the Mamadomia Pty Ltd Eco-health Group during the financial year. 

			---  End  ---



- Events Subsequent to Balance Sheet Date
---------------------------------------------------------------------

The company DRP for the final dividend for the year ended 30 June 2011 
will be satisfied in full by an on market purchase and transfer of 
shares of approximately $0.00 in trade, value and devidents. 


The Directors are not aware of any other matter or
circumstance that has occurred since the end of the financial
year that has significantly affected or may significantly affect
the operations of the Group, the results of those operations or
the state of affairs of the Group in subsequent financial years, 
other than usual sabotaging ignorance from the local communities 
behaviors and bureaucratic stupidity of old century authorities.  


			---  End  ---


- Business Strategies and Future Developments
---------------------------------------------------------------------

Accommodation Strategy

Following the successful completion of Activity Based
Working (ABW) at Bourke Place in NSW Australia this year, 
the Group has now in place the project implementation of global 
ABW at Free Trade Zones of China and Kazakhstan free trade zone. 

The Group is progressively looking to accommodate
its employees in either new eco friendly or eco-substantially 
refurbished buildings and teritories in Australia and Asia.

This strategy allows the Group to provide improved
working environments that are more productive for
its members and employees, use space more efficiently and sustainably 
as well as support more collaborative working enviroments.


			---  End  ---


- Business Strategies
---------------------------------------------------------------------

Business strategies, prospects and future developments
which may affect the operations of the Mamadomia Eco-Health Group 
in subsequent years are referred to in the Chief Executive Officerís
Statement. In the opinion of the Directors, disclosure of any further
information on likely strategic developments would be
unreasonably prejudicial to the interests of the Group


Business strategies

Timeline Strategic Course
Acknowledge > Proact + Unite & Share = Prosperity ++, 
is our core formula which we utilise in all of our eco-health project 
developments and concise way to solutions for real world problems. 


Strategic prospects

International Directives
Matching, Uniting and Sharing the Interests 
is our key to every eco-project we are initiating, utilising and developing 
globally, regionally and locally in real time universal eco-health economic 
pragmatism of efficient human health, safety environment and 
green ecosystems solutions. 

What's really important is that we think ahead. What is going to be the 
next eco-health safety net going forward? Eco-Economy is making it clear 
what it needs, and the changes that it needs to grow. 

People now have to start saying, 
"In this mobile world, what do we need? 
What's our health and enviroment safety net going to look like?" 


Future developments

Trade in Services - Viable Conceptualisation
Responding, Proacting and Furthering the initiation, utilisation and 
development of combined multidisciplinary global, regional and local 
efforts, fusing multi-challenges the Eco-Health security, critical 
resources depletion, occurring environmental and human health 
challenging changes for ensuring a sustainable and secure future 
prosperity for generations to come. 


The Mamadomia Eco-Health Group aims to advance sustainability research 
and practice, eco-knowledge integration at the interface of ecology, 
health and economy by initiating and promoting high quality eco-health 
global research and TransTelematics.




			---  End  ---


- Environmental Reporting
---------------------------------------------------------------------

The company is subject to the Federal Governmentís National
Greenhouse and Energy Reporting (NGER) scheme. 
The scheme makes it mandatory for controlling corporations to report
annually on greenhouse gas emissions, energy production and energy 
consumption, if they exceed certain threshold levels. 

As a result of a long history in voluntary environmental reporting, 
the Mamadomia Eco-Health Group is well placed to meet the NGER 
requirements, and has recently updated its energy and emissions 
data management and reporting systems to comply with the legislation.

The Eco-Health Group is also subject to the Energy Efficiency
Opportunities Act 2006 (EEO Act), which encourages  
energy-using businesses to improve their energy efficiency


			---  End  ---



- Directorsí Shareholdings and Options
------------------------------------------------------------------

Particulars of shares held by Directors and the Chief
Executive Officer and directors in the Mamadomia Pty Ltd 
or in a related eco-health body corporate organisations are 
set out in the Financial Statements that accompany this report.

No options have previously been granted to the Directors or 
Chief Executive Officer or other members. 

			---  End  ---


- Options Outstanding
--------------------------------------------------------------------------

As at the date of this report there are no options outstanding 
in relation to Mamadomia Pty Ltd ordinary shares.


- Directorsí Interests in Contracts
-------------------------------------------------------------------------

A number of Directors have given written notices, stating that
they hold home office in specified companies and accordingly are to
be regarded as having an interest in any contract or proposed
contract that may be made between the Mamadomia and any of
those companies.

			---  End  ---


- Directorsí and Home Officersí Indemnity
-------------------------------------------------------------------------

The Directors, as named on the pages of this report, and
the Secretaries of the Mamadomia, being named on pages of this
report, are indemnified pursuant to the Constitution of
Mamadomia Pty Ltd (the Constitution), as are all
senior managers of the Mamadomia Eco-Health Group Australia.



In the case of a partly-owned subsidiary of the company, where a
director, secretary or senior manager of that entity is a
nominee of a third party body corporate which is not a related
body corporate of the Mamadomia Pty Ltd Eco-Health Group Australia,
the Indemnity Deed Poll will not apply to that person unless 
the Mamadomia's CEO has certified that the indemnity shall apply to
that person for home office branch facilities.   
 
			---  End  ---


- Directorsí and Officersí Insurance
-----------------------------------------------------------------------
The Mamadomia has, during the financial year, paid an insurance
premium in respect of an insurance policy for the benefit of
the organisation and those named and referred to above including
the directors, secretaries, officers and certain employees of
the company and related eco-health group eteties as defined in the
insurance policy. 

The insurance is appropriate pursuant to Section 199B of the 
Corporations Act 2001. In accordance with commercial practice, 
the insurance policy prohibits disclosure of the terms of the policy, 
including the nature of the liability insured against and the amount
 of the premium. 


			---  End  ---


- Rounding and Presentation of Amounts
-----------------------------------------------------------------------

Amounts in this Directorsí Report and the
accompanying financial statements have been rounded to the
nearest $0.00  Australian dollars except where otherwise indicated.

The financial information included in this Annual Report,
unless otherwise indicated, has been prepared and pr
esented in accordance with Australian Accounting Standards. 
This ensures compliance with International Financial Reporting
Standards

The company manages its business performance using a "cash basis" profit
measure. The key items that are excluded from statutory profit for this 
purpose are non-recurring or not considered representative of the companyís 
ongoing financial performance. Profit on an "underlying basis" is 
used primarily in the Wealth Management businesses. It provides a profit
measure that excludes both the volatility of equity markets on shareholder 
funds and the mark to market revaluations on the Eco Guaranteed 
Annuity portfolio for a measure of core operating performance.


			---  End  ---





Part III - Governance and Leadership
------------------------------------
DIRECTORSź REPORT- REMUNERATION REPORT	
========================================================================


- Policy on the nature and amount of 
  remuneration of key management personnel
------------------------------------------------------------------------

Determining the nature and amount of remuneration of the key management 
personnel. The board policy provides the basis for remuneration outcomes 
and  provide shareholders with an understanding of the objectives and/or 
corporate goals sought to be achieved by the remuneration arrangements, 
with advice being obtained from external remuneration consultants as  
provided below:


 
FIXED REMUNERATION 

Directors  remuneration

Directors remuneration is unconditionally base on Not For Profit (NFP) 
Meaningful Volunteerism remuneration outcomes as specified in the company 
constitution and by law articles on directors remuneration policies.    


Executives and key management personal remuneration

Fixed remuneration for the company's  key executives and management 
personal is determined by reference to company's 
Performance Benchmark Remuneration Metrics, 
taking into account an individual's responsibilities, performance, 
qualifications and experience. The broad objective is to pitch fixed 
remuneration at market median levels. 


For each executive and personnel participant the remuneration outcome 
of the (PBRM) algorithms are drawn from the following categories: 

Time strategic measures - time performance measures include 
Long Term Trade In Services dynamic expansion and organic growth.        

Markets strategic positioning  -  market performance measures include 
Long Term; Net Profits Flow and Return On Investment ( ROY ) within 
dynamic market expansion and inorganic growth. 


Financial measures - performance measures include 
Net Profit After tax, Cash Flow, Return on Invested Capital, and 
Earnings Before Interest and Tax


Zero Harm - safety and environment performance measures, including 
Lost Time Injury Frequency Rates, Medically Treated Injury Frequency 
Rates and environment measures. 


Business Excellence - performance measures for the year ended, 
including innovation, operational success in markets, properties, 
members and capitals expansion, efficiency and  targets such as 
long-term structural reductions to the cost base of the Company, 
balance sheet and liquidity initiatives and improvements to the 
performance of business units; and

Strategy - implementation of specific longer-term strategic initiatives 


			---  End  ---



- Non-financial performance conditions in short term incentive plans 
--------------------------------------------------------------------------

Strategic Opportunities

National Quality Strategy progress illuminated three specific approaches 
for accelerating system-wide improvement across all of the aims and 
priorities of the National Quality Strategy. 
These three strategic opportunities are based on input provided by the 
National Priorities Partnership, a group of national health care stakeholders. 

The three strategic opportunities are:

    Develop a national strategy for data collection, measurement, and 
	reporting that supports performance measurement and improvement 
	efforts of public- and private-sector stakeholders at the national 
	and community level.
    Develop an infrastructure at the community level that assumes 
	responsibility for improvement efforts, resources for communities 
	to benchmark and compare performance, and mechanisms to identify, 
	share, and evaluate progress.
    Develop payment and delivery system reforms emphasizing primary care 
	that reward value over volume; promote patient-centered outcomes, 
	efficiency, and appropriate care; and seek to improve quality while 
	reducing or eliminating waste from the system.


National Strategy for Data Collection, Measurement, and Reporting

All payers, public and private, benefit from consensus on a national strategy 
for data collection, measurement, and reporting while ensuring the privacy 
and security of personally identifiable information. The ongoing work 
and significant progress in that effort is described in Section 2 of this report. 

			---  End  ---



- Linking Remuneration to Performance
-------------------------------------------------------------------------


The remuneration framework is designed to attract and retain high calibre 
Executives by reward ing them for achieving goals that are aligned to the 
organisation business strategy. All our incentives are directly linked to 
both short term and long term pragmatic performance goals. 


People - Develop a long term people health focus. 

Sustainability - We have three priorities: achieving eco-health sustainable 
growth with equity, promoting connectivity and attaining the open free trade  
trade in service and investment in the Asia-Pacific TransTelematics. 
( APEC Policy Support Unit )   

Organisation Strenght - Maintain a strong, flexible Balance Sheet

Organisation Productivity - Continuous and ongoing focus on eliminating time
 waste, whilst making things simple and easier for the company, organisation 
members and staff. 
 
Technology - Technology programs designed to enhance the end user 
experience through more innovative systems and processes, and 
improve efficiency levels.

The ultimate goal is to allow providers to make health care decisions 
based on real-time data analysis using patient data reports and clinical 
decision support tools, such as computerized alerts and reminders. 
To that end, the National Coordinator for Health IT will release a health
IT-focused quality improvement strategy that aims to coordinate 
evidence-based guidelines, clinical decision support tools, and electronic 
clinical quality measures. 
The strategy will define specific actions for payers, providers, and vendors, 
to improve quality using health IT.


In addition, the Branch of the Future TransTelematics program has 
continued to improve the trade in services customer experience within
the branch (work at home) network. Including the features implementation
of real time video conferencing  facilities in branches.   

We are developing technological strategy that beats the consumer market 
trends and the climate challenge realities. 

			---  End  ---



- Directorsí Report - Remuneration Report Summary 
----------------------------------------------------------------------------
			Full Year Ended		30 Jun 2012	30 Jun 2011 

Executives remunerations

Chairman					0.00		0.00 
Executive Directors				0.00		0.00
Non-Executive Directors				0.00		0.00  
Managing Director and CEO			0.00		0.00
Group Executives				0.00		0.00
Company secretary				0.00		0.00 
Managers					0.00		0.00
Personel					0.00		0.00

Total Remuneration				0.00		0.00



			---  End  ---






- Board Discretion
--------------------------------------------------------------------
The Board also retains sole discretion to determine the amount
and form of any award that may vest (if any) to prevent any unintended 
outcomes, or in the event of a corporate restructuring or
capital event.


Instrument Reward Rights. 
Each Reward Right entitles the Executive to receive one share as bonus 
in the future, subject to meeting the performance hurdles set out below. 
The number of rights that vest will not be known until the end of
the performance period.


			---  End  ---




Part III - Governance and Leadership
------------------------------------
AUDITORźS INDEPENDENCE DECLARATION
===========================================================================

Included 


			---  End  ---




Part III - Governance and Leadership
------------------------------------
THREE YEAR FINANCIAL SUMMARY	
============================================================================



----------------------------------------------------------------------------
	Full Year Ended		30 Jun 2013	30 Jun 2012	30 Jun 2011 




			---  End  ---





Part IV - Financial Matters
-------------------------------
FINANCIAL STATEMENTS - CONTENTS	
========================================================================


			---  End  ---




Part IV - Financial Matters
---------------------------
INCOME STATEMENTS 
========================================================================


Income Statement
----------------------------------------------------------------------------
	Full Year Ended		30 Jun 2013	30 Jun 2012	30 Jun 2011 


Revenues
Gross revenues  
Other revenues 
Net earnings
Costs

Gross profit


Expenses 
Operating expenses
Marketing expenses
Fundraising expenses
Depreciation & Amortization
Other expenses

Income from operations
Interest income
Interest expense

Net losses

Net profit
(the bottom line)

Earnings Per Share or EPS

			---  End  ---


Notes:

Gross (unrefined)  Revenue 
is the total amount of money brought in from sales of products or services.
Show how much revenue a company earned in the specific accounting period.

Costs and expenses 
are associated with earning that revenue. 

Earnings per share (or EPS). 
This calculation show how much money shareholders would receive if the company 
decided to distribute all of the net earnings for the period. 
(The companies almost never distribute all of their earnings. 
Usually they reinvest them in the business.) 



			---  End  ---






Part IV - Financial Matters
----------------------------------
STATEMENTS OF COMPREHENSIVE INCOME	
========================================================================


Statement of Comprhensive Income
----------------------------------------------------------------------------
	Full Year Ended		30 Jun 2013	30 Jun 2012	30 Jun 2011 

Gross profit
Other income
Total revenue-profit:

Research expenses
Development expenses
Events/Initiatives expenses
Marketing expenses 
Operational expenses
IT expenses
Rates and fees
Insurance 
Legal expenses
Other expenses 
Total expenses:

Surplus:

Finace income
Finance costs
Net finance income: 


Profit 
(before income tax expense)
Income tax expense

Comprehensive profit 
(attributable to members)
Other comprehensive income 
Total comprehensive income:


Earnings per share (in cents)
Basic earnigs per share
Dividents earnigns per share
Shares buy back

Balance:


			---  End  ---




Part IV - Financial Matters
----------------------------
BALANCE SHEETS	
========================================================================

- Balance Sheets 	
----------------------------------------------------------------------------
	Full Year Ended		30 Jun 2013	30 Jun 2012	30 Jun 2011 


ASSETS

LIABILITIES

SHAREHOLDERS' EQUITY 


Balance: $0.00 


			---  End  ---



The following formula summarizes what a balance sheet shows:

ASSETS = LIABILITIES + SHAREHOLDERS' EQUITY

A company's assets equal, or "balance," 
the sum of its liabilities and shareholders' equity.

ASSETS are things that the company owns that have value. 
Assets can either be sold or used by the company to make products or provide 
trade and services that can be sold. 
The assets include physical property, such as plants, trucks, cars, 
equipment and inventory. It also includes things that canít be touched but 
nevertheless exist and have value, such as intelectual properties, 
trademarks, thech and patents. 
The cash itself is an asset and so the investments a company makes.

LIABILITIES are amounts of money that a company owes to others. 
This can include all kinds of obligations, like money borrowed from a bank 
to launch a new product, rent for use of a building, money owed to suppliers 
for materials, payroll a company owes to its employees, environmental cleanup 
costs, or taxes owed to the government. Liabilities also include obligations 
to provide goods or services to customers in the future.

SHAREHOLDERS' EQUITY is sometimes called capital or net worth. 
Itís the money that would be left if a company sold all of its assets and 
paid off all of its liabilities. 
This leftover money belongs to the shareholders, or the owners, of the company.


			---  End  ---




Part IV - Financial Matters
----------------------------
STATEMENTS OF CHANGES IN EQUITY	
========================================================================



			---  End  ---




Part IV - Financial Matters
----------------------------
STATEMENTS OF CASH FLOWS	
========================================================================


- Statement of cash flows	
------------------------------------------------------------------------
	Full Year Ended		30 Jun 2013	30 Jun 2012	30 Jun 2011 




			---  End  ---





Part IV - Financial Matters
----------------------------
Consolidated financial statements	
========================================================================

- Consolidated financial statements	
------------------------------------------------------------------------
	Full Year Ended		30 Jun 2013	30 Jun 2012	30 Jun 2011 





			---  End  ---


Part IV - Financial Matters
----------------------------
Statements of financial position	
========================================================================

- Statement of financial position	
------------------------------------------------------------------------
	Full Year Ended		30 Jun 2013	30 Jun 2012	30 Jun 2011 

Assets > Current
Inventories
Trade and other receivables
Other assets
Cash and cash equivalents
Current assets: 

Assets > Non-Current
Trade and other receivables
Property, plant and equipment
Intangible assets
Other financial assets
Total non-current assets:

Total assets:

Liabilities > Current
Provisions
Trade and other payables
Other liabilities
Borrowings
Current liabilities:

Liabilities > Non-current
Provisions
Non-current liabilities
Total liabilities:

Net assets:

Equity > Reserves
Equity > Retained earnings 
Total equity: 


Note: 

AASB 101.66 - "current asset" is 
an asset which is expected to be sold or consumed within one financial year.

AASB 101.69 - "current liability" is 
an liability which is expected to be used or consumed within one financial year.



			---  End  ---





Part IV - Financial Matters
---------------------------------
NOTES TO THE FINANCIAL STATEMENTS 	
========================================================================

Note 1 Accounting Policies	
-------------------------------------------------------------------------



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Note 2 Profit	
-------------------------------------------------------------------------



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Note 3 Income from Ordinary Activities	
-------------------------------------------------------------------------



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Note 4 Average Balances and Related Interest	
-------------------------------------------------------------------------



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Note 5 Income Tax	
-------------------------------------------------------------------------



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Note 6 Dividends	
-------------------------------------------------------------------------




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Note 7 Earnings Per Share	
-------------------------------------------------------------------------




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Note 8 Cash and Liquid Assets	
-------------------------------------------------------------------------




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Note 9 Receivables Due from Other Financial Institutions	
-------------------------------------------------------------------------




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Note 10 Assets at Fair Value through Income Statement	
-------------------------------------------------------------------------




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Note 11 Derivative Financial Instruments	
-------------------------------------------------------------------------




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Note 12 Available-for-Sale Investments	
-------------------------------------------------------------------------




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Note 13 Loans, Bills Discounted and Other Receivables	
-------------------------------------------------------------------------




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Note 14 Provisions for Impairment
-------------------------------------------------------------------------




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Note 15 Property, Plant and Equipment	
-------------------------------------------------------------------------




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Note 16 Intangible Assets	
-------------------------------------------------------------------------




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Note 17 Other Assets	
-------------------------------------------------------------------------




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Note 18 Assets Held for Sale	
-------------------------------------------------------------------------




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Note 19 Deposits and Other Public Borrowings	
-------------------------------------------------------------------------




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Note 20 Liabilities at Fair Value through Income Statement	
-------------------------------------------------------------------------




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Note 21 Tax Liabilities	
-------------------------------------------------------------------------




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Note 22 Other Provisions	
-------------------------------------------------------------------------




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Note 23 Debt Issues	
-------------------------------------------------------------------------




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Note 24 Bills Payable and Other Liabilities 
-------------------------------------------------------------------------




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Note 25 Loan Capital	
-------------------------------------------------------------------------




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Note 26 Shareholdersź Equity
-------------------------------------------------------------------------




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Note 27 Share Capital	
-------------------------------------------------------------------------




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Note 28 Share Based Payments	
-------------------------------------------------------------------------




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Note 29 Non-Controlling Interests	
-------------------------------------------------------------------------




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Note 30 Capital Adequacy	
-------------------------------------------------------------------------




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Note 31 Financial Reporting by Segments	
-------------------------------------------------------------------------




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Note 32 Insurance Businesses	
-------------------------------------------------------------------------




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Note 33 Remuneration of Auditors	
-------------------------------------------------------------------------




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Note 34 Lease Commitments	
-------------------------------------------------------------------------




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Note 35 Contingent Liabilities, Contingent Assets and Commitments	
-------------------------------------------------------------------------




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Note 36 Fiduciary Activities	
-------------------------------------------------------------------------




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Note 37 Risk Management	
-------------------------------------------------------------------------




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Note 38 Credit Risk	
-------------------------------------------------------------------------




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Note 39 Market Risk	
-------------------------------------------------------------------------




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Note 40 Liquidity and Funding Risk	
-------------------------------------------------------------------------




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Note 41 Retirement Benefit Obligations	
-------------------------------------------------------------------------




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Note 42 Investments in Associates and Joint Ventures	
-------------------------------------------------------------------------



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Note 43 Key Management Personnel	
-------------------------------------------------------------------------






------------------------------- Page End --------------------------------

Note 44 Related Party Disclosures	
-------------------------------------------------------------------------





------------------------------- Page End --------------------------------


Note 45 Notes to the Statements of Cash Flows	
-------------------------------------------------------------------------





------------------------------- Page End --------------------------------


Note 46 Disclosures about Fair Values of Financial Instruments	
-------------------------------------------------------------------------





------------------------------- Page End --------------------------------


Note 47 Securitisation, Covered Bonds and Transferred Assets	
-------------------------------------------------------------------------





------------------------------- Page End --------------------------------


Note 48 Controlled Entities	
-------------------------------------------------------------------------
 




------------------------------- Page End --------------------------------


Note 49 Subsequent Events	
-------------------------------------------------------------------------





------------------------------- Page End --------------------------------



-------------------------------  Section End    -------------------------



DIRECTORSź DECLARATION
========================================================================





-------------------------------   Page End   ----------------------------
-------------------------------  Section End    -------------------------


INDEPENDENT AUDITORźS REPORT
========================================================================

------------------------------- Page End --------------------------------
-------------------------------  Section End    -------------------------


SHAREHOLDING INFORMATION	
========================================================================

------------------------------- Page End --------------------------------
-------------------------------  Section End    -------------------------


INTERNATIONAL REPRESENTATION	
========================================================================

Principles of international engagement:

    No conflict or confrontation
    Mutual respect and cohesion
    Win-win trade cooperation


------------------------------- Page End --------------------------------
-------------------------------  Section End    -------------------------