Thank you for standing by, welcome to the Ardent Leisure Group Half-Year Financial Results Conference Call. All participants are in listen-only mode. There would be a question and answer session. If you wish to ask a question, you will need to press the star key followed by the number one on your telephone keypad. I would now like to hand the conference over to Dr Gary Weiss, Chairman of Ardent. Please go ahead, sir. Thank you. Welcome everybody to our results call. It is said that a week is a long time in politics. In the case of Ardent Leisure, the past 12 months has seemed an eternity. A year ago, we reported particularly encouraging results. In relation to Main Event, following the appointment of Chris Morris and his team some 18 months earlier, Main Event was evidencing strong momentum with a return to good like-for-like sales growth and the resumption of a well-defined and executed program for new center rollout. Against that backdrop, we announced our intention to initiate a process to introduce a partner to our U.S. business to help accelerate growth. In relation to theme parks, following the appointment of John Osborne and his team some 14 months earlier, Dreamworld had experienced its best Christmas-New Year trading results since 2016, and there was a program underway to refresh the offering with a pipeline of new rides and attractions, and with SkyPoint on track to deliver its best ever trading result. All of this was, of course, upended by the COVID-19 pandemic, the greatest global health challenge for over 100 years. Ardent has met the substantial challenges arising from the global pandemic by refining our business models and reshaping our operations. I do particularly want to call out the impressive leadership of the teams at Main Event and Dreamworld over this period. Also significantly strengthening Ardent's financial position through the partnership with RedBird Capital in relation to Main Event announced in June last year, and through the financial assistance package negotiated with the Queensland Government in relation to our theme park business. The last few months have seen us battle the devastating second wave of the pandemic in the U.S. and border closures in Australia. Despite these very significant headwinds and challenges, both of our businesses have, in relative terms, performed well in the circumstances. Ardent's businesses have shown considerable resilience in the face of these particularly adverse challenges. With effective vaccines being rolled out and, hopefully, the end of the pandemic on the horizon, we believe that our businesses are well-placed to resume the growth that was well underway 12 months ago, and with it, the restoration of value for Ardent shareholders. I will now pass to Darin Harper to take you through the results. Thank you, Gary. Good morning, everyone. On slide two, let me start by reminding everyone that our statutory results for the first half of the prior fiscal year, FY 2020, included one extra operating week due to FY 2020 being a 53-week year. We have presented the prior results on a pro forma basis consistent with our presentation in the prior year and have included a reconciliation to the reported results in the appendix of the presentation. For the balance of this call, when discussing year-over-year variances, this will be against the prior year pro forma results unless otherwise noted. Furthermore, please note that the lease accounting standard was implemented at the start of the prior year, and thus, our current and prior year results both reflect the impact of the new standard. We have continued, however, to quantify the impact of the lease accounting standard in our specific items, and this can be found on slide four of the presentation. Lastly, I will refer you to the appendix of our posted results presentation for a listing of defined terms used during the call. Turning our attention to the key highlights on slide two, our results for the first half of FY21 reflect the significant impact that COVID-19 had on the results of both of our businesses. Group revenue was down over AUD 109 million, and EBITDA, excluding specific items, was down AUD 38.8 million versus the prior year. On a U.S. dollar basis, Main Event revenue declined $54.4 million, and EBITDA, excluding specific items, decreased $27.3 million. Despite the significant headwinds from COVID, we are pleased with the underlying sales results of the Main Event business, which we will discuss in more detail later during the presentation. During the reporting period, we had several of our centers closed for varying lengths of time due to state or local restrictions. By January 2021, we returned to having 42 of our 44 centers open. We also opened a new center during the first half of FY 2021, and despite the ongoing impact of the pandemic, our results have been remarkably strong. We are very pleased with the performance of our last several new center openings, demonstrating the effectiveness of our revised real estate approach. With regard to theme parks, revenue was down AUD 23 million, with both Dreamworld and WhiteWater World being closed until 16 September 2020. Despite the decline in revenue, EBITDA, excluding specific items, was down less than AUD 1 million year-over-year. Strong annual pass sales from the local drive market, a disciplined approach to capital spending, and the JobKeeper wage subsidy boosted cash receipts, resulting in trading for the period being cash positive. John will walk through the performance of theme parks in more detail later in the presentation. Moving to slide three, as noted earlier, revenue for the group declined AUD 109 million, or 44.3%, due to the negative impact of COVID-19 on both businesses. EBITDA, excluding specific items, was a loss of AUD 19.8 million, which was down AUD 38.8 million from the prior corresponding period, reflecting the revenue decline as well as the high operating leverage nature of the Main Event business. Corporate group office costs declined AUD 600,000 versus prior year as a result of prior restructuring decisions and tight management of costs. Net borrowing costs increased from AUD 11 million in the first half of FY 2020 to AUD 17.7 million in the first half of FY 2021, mainly due to the inclusion of the RedBird paid-in-kind preferred stock dividend, amortization of capitalized borrowing costs incidental to the RedBird transaction, and lastly, a change in net debt balances in the current period. We have a lower tax benefit in the first half of FY 2021 due to the current period being impacted by an AUD 19.7 million tax expense related to Australian and U.S. tax losses and Australian deductible temporary differences not recognized as deferred tax assets during the period. Turning to slide four. Here we have provided a breakdown of the specific items impacting the results. In addition to the aforementioned impact of the new lease accounting standard, the specific items for the first half of FY 2021 also include an impairment charge of AUD 4.1 million related to leased right-of-use assets associated with one Main Event center that was previously impaired. We incurred AUD 4.4 million of restructuring and other non-recurring charges in association with the RedBird transaction, write-off of dead site costs for Main Event, and a penalty associated with the cyber breach, which is expected to be recovered in the second half of FY 2021 via insurance proceeds. Important to note is the continued immaterial costs associated with the Dreamworld incident. Let's turn our attention briefly to the financial performance of Main Event, and then I'll hand the call over to Chris Morris. Moving to slide six. As previously noted, Main Event revenue declined on a U.S. dollar basis $54.4 million or 37.7%, primarily reflecting a reduction in constant center sales due to the impact of COVID-19, which resulted not only in lower consumer demand, but also in temporary center closures during the period. Additionally, we had two permanent center closures during the second half of FY20. These were partially offset by full-period contributions from two new centers that opened in FY20 and one new center that opened in early FY21. Regarding our constant center revenue performance, on a like-for-like basis for the first half of the year, including both open and closed centers in the constant center base representing 40 locations, we were down 43% versus the prior corresponding period. For reopened centers, our revenues were down 37.7% versus the prior corresponding period. Chris will discuss our sales trends in more detail in a few moments. Main Event centers began gradually reopening in May 2020, with 42 of 44 centers reopened by September 2020. However, during the November and December 2020 timeframe, five centers were required to be reclosed due to the pandemic. As of the December 29th, 2020, 38 out of 44 Main Event centers were reopened and operational, as compared to 43 centers in the prior corresponding period, with a further four centers reopening in January 2021, resulting in our current status of 42 of 44 centers reopening. Excluding specific items, the EBITDA loss for the first half of FY21 was AUD 9.4 million, which is a decrease of $27.3 million versus the prior period. While the decline was driven by reduced revenues associated with COVID-19, it was partially offset by improved cost of sales and labor efficiencies, as well as lower other operating and overhead costs, resulting in more favorable negative flow-through. With that, I'll now turn the call over to Chris Morris. Okay. Thank you, Darin. Good morning, everyone. The first half of the 2021 year has certainly been challenging. However, I'm proud of how our teams across the country have managed through the numerous challenges associated with COVID-19. While still facing headwinds, we're pleased with the positive momentum in our business and believe we are well-positioned for a strong recovery. Let's go through slides seven and eight. Constant center revenue performance sequentially improved for the first three periods of the first half of the year, ending the September quarter with constant center revenue down 14.4% in the month of September. As we moved into the December quarter, sales softened as the second surge of COVID-19 cases spread across the country, and we lapsed the highest seasonal period for corporate event sales. As we've discussed previously, corporate event sales were very challenging this year given the pandemic. Companies were very reluctant to book corporate event sales given large. However, constant center revenue recovered in January, regaining the momentum we experienced prior to the second surge of COVID cases. Constant center revenue was down 18.8% in January, which is well above four-wall EBITDA breakeven levels. In fact, in the month of January, 37 centers generated positive four-wall EBITDA. Overall, we are pleased with our performance so far this year as our business is recovering at a pace quicker than anticipated. Additionally, we are very happy with the performance of our new centers, even during the pandemic, which we believe validates the revised real estate approach by our current management team. Moving on to slide nine. Throughout the first half of the year, we have continued to make considerable progress on key strategic initiatives. First, we have continued to ensure a safe environment for our guests and team members as the health and safety of our team members and guests has been and will continue to be our top priority. We're committed to supporting our team that's working so hard to take care of our guests each and every day. Currently, 42 of our 44 centers are open. Orlando, Florida, and Albuquerque, New Mexico, are the two closed centers, and both are expected to be closed through the remainder of this fiscal year. We completed a system-wide rollout of new virtual reality attraction, Star Wars Dojo, and leveraged the Star Wars IP to bring excitement and awareness to our business. We've continued to invest in technology as part of our commitment to lead through innovation. We recently rolled out a new e-commerce ecosystem, including the launch of a new website and mobile app. Additionally, we implemented a new CRM and email platform enabling better targeting and data capture. These are important milestones for Main Event as we begin to use our size and resources as a competitive advantage in the family entertainment category. We will use this platform to engage with our guests and bring new and interesting solutions tailored for their needs. With the onboarding of our new chief operating officer, we are adjusting and elevating our service model to deliver an even better guest experience. Slide 10. As a result of the success of our new center openings and our belief in our long-term strategies, we are actively rebuilding our new unit pipeline. We remain on track to opening a new unit in Chesterfield, Missouri, no later than September 2021, and are projecting a total of four new centers to open in FY 2022. In addition, we are in active conversations with another eight to 10 sites for future development. As we look out the remainder of this fiscal year, there remains near-term uncertainty regarding the efficacy of the vaccine rollout and overall consumer recovery. With that said, however, we are pleased with the progress of our recovery to date and believe we will continue to see improvement in the second half of the fiscal year. We remain bullish on this category and believe we are well-positioned to be the leading growth brand for many years to come. With that, I'll turn it over to John. Thank you, Chris, and good morning to everyone listening today. Dreamworld and WhiteWater World remained closed until the September 16th. This, along with ongoing border restrictions and snap lockdowns, led to a decline in attendance and revenue compared to the prior period. Despite the challenging environment, the division recorded a modest EBITDA loss, excluding specific items of AUD 3.7 million, compared to a loss of AUD 2.9 million in the prior period. A focus on pricing and product for the local drive market, a reduction in the cost base of approximately AUD 6 million compared to the prior period, and the JobKeeper wage subsidy has resulted in trading for the division being cash positive. Effective implementation of our COVID Safe Plan continues to be our highest priority. The incremental increase in expenses associated with the various plan measures is in the order of AUD 750,000 per annum, excluding capital expenditure and other one-off costs. We believe that many of these measures will become standard practice, therefore, much of this incremental cost increase is likely to continue post-pandemic. In relation to Dreamworld and WhiteWater World, border restrictions and snap lockdowns have resulted in all international and key interstate markets being largely unavailable since reopening on the September 16th. Despite this extreme disruption, attendance to the January 26th, was approximately 70% of the prior period. The local drive market focus created sales momentum with park sales and cash receipts between the August 12th, and the January 26th, being 92% and 49% better than the prior period, respectively. The staging of pop-up activations continues to be a successful strategy. Between October and January, we staged Happy Halloween, Bluey Live Interactive, and the Monster Trucks Spectacular. They all attracted large crowds and repeat visitation from our existing and local pass holders alike. Sorry, our existing and new pass holders alike. The various initiatives supported by a targeted marketing campaign resulted in the local drive market attendance during September school holidays and the Christmas school holidays to the January 8th, being 35% and 11% better than the prior period, respectively. Unfortunately, attendance since the greater Brisbane lockdown, which occurred between the January 8th and 11th, has fallen sharply. This lockdown effectively brought a premature end to the Christmas holiday trading season for us and many tourism and leisure businesses in Southeast Queensland. Construction has commenced on Steel Taipan, our new AUD 32 million world-class multi-launch roller coaster, and we are targeting a completion date of Q4 calendar year 2021. In relation to the SkyPoint Observation Deck and Climb in Surfers Paradise, the restrictions have had a significant impact. With attendance between the July 10th and the January 26th being approximately 27% of the prior period. The lower attendance has, to some extent, been offset by a higher yield per guest resulting from promotions, including consumer buying events and other offers which target the local drive market. The historically strong corporate events business has also been significantly impacted. However, an increase in recent inquiries is very encouraging. Prior to the pandemic, SkyPoint was on a growth trajectory, and there was no reason to think that earnings will not return to historical levels in the future. Our immediate focus will continue to be providing a safe environment for our guests and team members, staging activations and experiences that encourage repeat visitation and increase spend by our local pass holders, attracting interstate visitors where border restrictions allow, reducing discretionary costs wherever possible, along with the successful delivery of projects such as Steel Taipan. The Australian government's vaccine program leaves us feeling optimistic about the prospect of a strong recovery. We believe that uncertainty is likely to prevail for at least the next 12 months. The work we have done over the last year means we're well-positioned to take full advantage of the strong rebound that is expected when the pandemic-related restrictions ease and eventually come to an end. Thank you, and I'll now hand back to Darin. Thanks, John. Let me just touch on a few points for the next few slides, and then we'll open up the line to Q&A. On slide 19, I'll draw your attention to the net debt for the group of AUD 117.2 million as of December 29th, 2020. This is an increase of AUD 38.8 million from J une 30th, 2020 and were driven primarily by lease payments, cash flow used in operations, and capital spending. Included within these outflows were unfavorable working capital adjustments, primarily associated with deferred vendor payments as of June 30th, 2020. They were repaid during the first half of FY 2021, totaling over AUD 10 million. The group had the cash balance of AUD 105.4 million as of December 29th, 2020, which is comprised of AUD 27.3 million and AUD 78.1 million cash available to the Australian and U.S. businesses respectively. Cash in the U.S. business largely reflects the investment from RedBird Capital in June 2020. Turning to slide 20, please note that the debt structure as of December 29th, 2020 still primarily consisted of the credit facilities for the U.S. business, of which no additional capacity exists due to the fully drawn term and revolving facilities. Main Event continues to have covenant waivers through to and including the March 2021 quarter from its lenders. While AUD 5.5 million was drawn on the Queensland Treasury Corporation loan facility as of December 29th, 2020, this amount was fully repaid in January 2021, resulting in no borrowings under the facility currently. Also, as a reminder, under the terms of the group's financing facilities, cash and debt held by the Australian and U.S. businesses are subject to separate ring-fencing provisions, whereby each business cannot access cash or facilities held by the other. In view of the ongoing uncertainty of the current environment and the board's previously stated intention to continue to invest in Main Event and theme parks, the board has decided not to declare an interim dividend for the first half of 2021. On slide 21, note the significant reduction in our corporate costs over the last few years. The group has taken its recurring cost base of over AUD 16 million to a run rate of less than AUD 7 million. Due to significant efforts to permanently reduce the cost structure, given the changes to the business of the past few years. This decrease has been partially offset by higher insurance costs in the current period. This concludes our prepared remarks. With that, we'll now open the call to questions. Your first question comes from Sam Teeger from Citi. Please go ahead. Good morning, guys. Can you hear me okay? Yep. Hey, Sam. Yes, Sam. Yeah, great. Thank you. Look, there's been a couple of results on today, so sorry if you covered this already in the presentation, but what should we be expecting for the monthly Dreamworld cash burn post the JobKeeper expiry in March? If you look at what we've actually disclosed today, the benefit that the theme park business got from JobKeeper was AUD 8.4 million. That's the net benefit. That's on slide 12, with a note sort of explaining that. As I said in my remarks, we had a really strong opening between September and December with the strong support from the local market. We were trading cash positive for most of those months, and then since the lockdown of Brisbane in the middle of January, trading has been quite restrained. In terms of what the actual monthly number would be, I wouldn't like to give any direct guidance on that, but I think you can assume that we're not getting the AUD 8.4 million that we got in the first half and work from that. There'll definitely be cash flow until the recovery. We see that probably taking, I think I said at least 12 months, and I don't think I'd be far off with those comments. All right. Then of the AUD 6 million cost reduction, what do you think is permanent, and what do you think would need to be reinvested in recovery phase? They're operating costs, Sam, they excluded cost of goods sales for obvious reasons, but include the incremental increased costs associated with COVID that I called out in the presentation. None of those operating costs will have to be reinvested based on our current business model. We think we can operate Steel Taipan and the park as it currently is, and we talked at the last presentation six months or so ago about reducing the size of the footprint. All of that's been done. We see those cost savings being embedded. Let's hope that the pent-up demand story is 10 times better than anybody thinks it's going to be, in which case, obviously, we'd look at ramping up, but that'll be commensurate with trade. To answer your question, those cost savings are embedded as far as we're concerned and don't have to be reinvested in the future unless there's a good business case to add more rides, attractions, whatever, which would result in a profitable outcome anyway. Got it. Then maybe one for the Main Event team. Can you just talk about the timing for the four new centers you're planning for next financial year? I guess what's given you the confidence to accelerate the rollout next year? Yep. Hey, Sam, this is Chris. Hi, Chris. In terms of the timing, Chesterfield, as I said in my prepared remarks, it's targeted to open in September. It's possible it could open a little bit earlier. The other three centers, most of those, we believe the remaining three will be open no later than the end of the third quarter of FY 2022. Not prepared to say specifically which quarter or which period. We believe all four will be open by the end of the third quarter. We're still in the process of locking things down, those dates might move. We're confident at this point in time all four will open in the FY 2022 year. In terms of our confidence in rebuilding our pipeline, I think first it starts with our most recent openings. I know that historically this brand has done exceptionally well throughout time, but there have been a couple of missteps on the real estate side of things prior to our management team. With our new management team, one of our very first priorities was to bring a new level of sophistication to real estate site selection. The sites that we've opened under our new management team have all performed well above expectations all the way through, even during the pandemic. Our most recent opening was in Tampa, which opened in the middle of the pandemic, opened in July, and that unit has continued to exceed even our wildest expectations. We have confidence just in the fact of the results that we've been able to deliver with the three that we've opened under our team. In order for us to rebuild our pipeline in FY23 and beyond, we need to start having those conversations in place today because the lead time is so long. As we look out, we believe that the consumer is continuing to strengthen our businesses. The recovery continues to get better and better. We think certainly by FY23 going forward, our business will be back. We want to be there and be prepared. Even in the event that there's still a little bit of headwinds, based on the results that we've seen out of the three new center openings that we've opened, we still feel very confident we'll get great returns. Thanks, Chris. Sure. There are no further questions at this time. I will now hand it back to the presenters for closing remarks. Thank you very much. I want to thank those on the line for their attendance and participation on this morning's call, and we look forward to reporting our results in six months' time. Hopefully against the backdrop of seeing the pandemic through rear vision mirrors. Anyway, thank you all for your attendance.