Thank you, and thank you for joining us today for our investor briefing as we present our FY 2025 results and provide an update on our business outlook. We appreciate this is a busy time period for people, and we are committed to delivering a clear and concise overview, as well as allowing ample time for your questions at the end. We value your commitment and thank you for your continued interest in Fleetwood. I'd like to acknowledge the traditional owners of the land on which we meet today. For Cate and myself, that's the Gadigal people of the Eora Nation here in Sydney. We pay our respects to elders past and present. Let me make some brief introductions. My name is Bruce Nicholson, and I'm the Managing Director and CEO of Fleetwood Ltd. I'm pleased to be here today with Cate Chandler, Fleetwood Ltd's Chief Financial Officer. There will be an opportunity for questions at the end of the presentation for those of you who have registered for the conference call. We'll do our best to answer all questions today. However, if we do run out of time, please feel free to reach out to us afterwards, and we'll ensure we get back to you in due course. Moving over to our vision, purpose, and values. Our vision is clear: to be the leader in reimagining sustainable spaces. We're making meaningful progress towards this goal, whether by pursuing emerging opportunities in key worker and social housing markets through the Building Solutions business, enhancing the customer experience at our privileged Searipple Village asset in Karratha, or continuing to introduce innovative products to our RV Solutions business. At every level of our organization, our people are guided by our vision and values as we work together to achieve our purpose. Our ambition is anchored by five core values: zero harm to our people and the environment; collaboration, we're better when we work together; integrity, we say what we do and we do what we say; accountability, we hold ourselves and others to account; innovation, we'll grow through innovation. These values shape how we operate every day and have played a crucial role in building a positive and inclusive culture here at Fleetwood. All of this aligns with our overarching purpose to create innovative spaces where people can thrive. With a well-defined set of values, an ambitious vision, and a compelling purpose, we're positioned for lasting success. I'm confident that these foundations will continue to drive positive outcomes for Fleetwood in the many years ahead. For those of you joining us who may be less familiar with Fleetwood's journey, allow me to provide a brief overview of our business. Fleetwood operates through three distinct business segments: our community solutions business, our building solutions business, and a recreational vehicle solutions business. Community solutions manages accommodation villages, including Searipple Village, the largest transient worker accommodation facility in the Pilbara region in Karratha, as well as key worker housing at Osprey Village in Port Hedland. This outstanding business consistently delivers robust returns and positions us to capitalize on the significant growth projected in Western Australia's Northwest. We're strategically leveraging our expertise in modular construction to pursue broader opportunities in community solutions. Building solutions is recognized as Australia's largest modular manufacturer, with seven factories nationwide providing us with substantial manufacturing capacity. In this division, we design, manufacture, supply, and install modular buildings for a diverse range of sectors, including educational, custodial, mining, defense, commercial, sporting facilities, and lifestyle key worker and social housing segments right across Australia. Many are aware that this business has undergone a comprehensive turnaround in recent years. I'm pleased to report that we've stabilized operations and are now focused on unlocking the full potential of our modular manufacturing business, an area where we anticipate substantial long-term growth and sustainable returns. RV solutions represents our heritage. Fleetwood has been innovating in the caravan and camping sector for more than 60 years. Today, we stand as a leading supplier of parts and accessories for caravans, campervans, and motorhomes, as well as a trusted provider of aftermarket products to recreational vehicles across Australia and New Zealand. Moving to our highlight slide, these highlights underscore the value of our build, transform, and grow strategy across all areas of the Fleetwood business. In the 2025 financial year, we achieved substantial increases in revenue, earnings, profit, and cash, enabling us to deliver a significantly higher dividend to our valued shareholders. Our underlying EBIT before interest and taxes for FY 2025 rose to $37.7 million, an impressive $29.3 million increase from the previous year, if we exclude the $11 million of restructuring and impairment costs related to the RV Solutions business. Net profit after tax reached $14.6 million, reflecting a remarkable 284% uplift compared to the prior year. In recognition of this strong performance, the board has declared a final fully franked dividend of $13.5 per share, bringing the total full year fully franked dividend to $0.25 per share, a 400% increase on last financial year, demonstrating our steadfast commitment to maximizing shareholder returns. Robust underlying earnings and disciplined capital management delivered $27 million in free cash flow, a $29.7 million improvement on FY 2024. These outstanding results were driven by strong execution in our Building Solutions business, as well as the increased occupancy at our Searipple Village in Karratha, where full year occupancy climbed to 84%, up from 72% in the first half of 2025 and 34% in FY 2024. Collectively, these achievements not only highlighted our focus on sustainable financial growth, but also reflect the resilience and dedication of the entire Fleetwood team. Reflecting on our year-on-year progress truly highlights the remarkable advances we have made within the Building Solutions business and underscores the strategic significance of our prized Searipple asset in the Pilbara. As evidenced by this year's performance, Community Solutions has emerged as a flagship segment for our business, and we're confident that this momentum continues, complemented by sustained growth in our Building Solutions business. With that, I'm delighted to invite our CFO, Cate Chandler, to share some further insights into our financial achievements for the year. Thanks, Bruce, and good morning, everyone. In terms of revenue, in the year, Fleetwood delivered very strong revenue growth of 20%, supported by 84% occupancy in Community Solutions at the Searipple Village in Karratha. Contract wins included growth in repeatable revenue in Building Solutions, which closed at 83% of revenue. EBIT was $26.7 million, up from $8.2 million last year, and the net profit was $14.6 million, up from $3.8 million the year before. The step up in EBIT performance was off the back of Building Solutions revenue growth, improved project execution, and community solutions occupancy. Together, they provided an EBIT uplift of $36.5 million. The economic and competitive environment for RV solutions was challenging across FY 2025. RV solutions reported a decline in both revenue and EBIT. This decline was directly attributable to an 18% decline in locally manufactured recreational vehicles sold into the OEM segment, as consumers shifted to lower cost imported options. The impact of the market decline and the rising input costs has not always been offset by price increases, resulting in the recognition of $9.1 million goodwill impairment and $1.9 million of restructuring costs in the first half to reduce the manufacturing cost base in response to the shifting market condition, where RV solutions has responded by streamlining operations and sourcing more products internationally to improve efficiency. The impairment of goodwill is not deductible for tax, and this resulted in a higher effective tax rate, which had a 400% impact on the net profit after tax. Excluding the impact of the RV solutions restructuring costs and goodwill impairment, the underlying EBIT was $37.7 million and not $29.5 million improvement, or 360% improvement on the previous year. Turning now to cash flow. In the year, we generated $27 million in free cash flow, and we closed the year with $51 million in cash, up $11.7 million on the last year. Our net CapEx was $6.4 million, with most of that being directed towards Community Solutions and the Searipple Village, where we installed six new prototype rooms, upgraded Wi-Fi, laundry, kitchen, and dining facilities. In the first half, we received a tax refund for $6.5 million, which was offset largely by instalments paid during the year. In the year, we bought back 929,000 shares on market for $2.2 million as part of the share buyback announced to the market on the 14th of May in 2024. Turning now to capital management. Our cash position as a business remains very good, supported by significant improvement in our underlying earnings and disciplined working capital management, closing the year with $51 million in cash. Reflective of this significant improvement in earnings, positive outlook, and strong balance sheet, the board was able to declare a fully franked dividend of $13.5 per share, bringing the full year to $0.25 per share, up $0.20 or 400% from last year. The full year dividend payment is reflective of 100% payout of net profit after tax, excluding the impact of the $9.1 million non-cash impairment. Since the commencement of the buyback, we have acquired just under 1.1 million shares to this reporting date, and pleasingly, our share price is considerably higher than when we first put the facility in place in 2024. The buyback is no longer on foot, and it lapsed in 2025. Shares on issue at 30 June were $92.3 million, and this excludes $1.8 million of shares cancelled, providing an earnings per share accretion of just under 2%. Going forward, the board has reconfirmed the dividend policy in FY 2026 will be to pay 100% of net profit after tax. I'll now hand you back to Bruce Nicholson, who will take you through the segment results. Back to you, Bruce. Thanks, Cate. Let's have a look at Community Solutions. As I've said previously, Community Solutions had a stunning year in FY 2025, delivering an EBIT of $39.2 million, up 27.7% on the previous year. This reflects the benefit of our long-term partnerships and the quality of Fleetwood's offering in the region, which delivered significantly higher occupancy to Searipple Village in Karratha, which, as I said, had an 84% full year occupancy. As Cate said, investment in Searipple continued through the year with six new prototype rooms, upgrades to Wi-Fi infrastructure, laundry, kitchen, and dining facilities. Fleetwood has a deep understanding of the transient workforce accommodation lifestyle expectations in the region, and that has guided these targeted enhancements, including improved food and service standards. The preventive maintenance program involved a village-wide refresh, including introducing new recreational spaces, guest experiences, enhancing landscaping, and upgrading security measures to ensure the village continues to meet the evolving needs of our guests. Osprey Village in Port Hedland remains fully occupied with a waitlist of potential tenants, demonstrating the ongoing demand for social and affordable housing in that region. Moving on to Building Solutions performance, our Building Solutions business continues to improve, with EBIT growing 400% in the year to $11 million. Across the year, we maintained focus on delivering quality revenue in modular construction, supported by education, housing, and commercial panel-based businesses, and diversifying our revenue streams into health, mining, lifestyle villages, housing, and industrial sectors, whilst targeting sustainable margins. This helped us to exceed our medium-term ROCHI target of 15% a year earlier than originally planned. Our current order bank stands at $115 million, with more than $200 million of formal tenders submitted and awaiting decisions. Before we leave the Building Solutions business, I'm very proud to showcase some of the fine examples of projects that helped us to underpin our strong results in FY 2025. These images display the diverse range of projects that Fleetwood undertakes right across Australia, underpinned by our national manufacturing footprint and the ongoing growing acceptance of modular as a viable alternative to in-situ construction. Switching to our RV Solutions business, as we've said, our RV solutions has faced some significant challenges due to the cost of living pressures, reducing consumer spending, particularly in the OEM or original equipment manufacturer's local manufacturing segment. Although the outlook is uncertain, we remain very optimistic about the long-term prospects, particularly in the aftermarket segment. Not shying away from the market dynamics, while the local OEM or caravan manufacturing market declined by 18% in the year, Fleetwood was able to partially offset this with progress in the aftermarket segment, delivering new products and targeting price increases. The large fleet of caravans, campervans, and camper trailers in service across Australia and New Zealand supports ongoing aftermarket demand for our products and services, and we saw this element hold up well in the year. As mentioned earlier, a strategic move of RV Solutions business resulted in a $9.1 million impairment of goodwill and a one-off $1.9 million restructuring cost to right-size this business and lower the cost base. While this segment remains challenging, the plans to reduce operating costs and generate improved earnings are starting to gain traction. If we now look at the segment-by-segment strategy update and outlook, the community solutions, our strategic direction for community solutions business in the latter half of FY 2025 and beyond, is firmly anchored in optimizing the Searipple Village and harnessing any emerging prospects across the Karratha region. We remain focused on maximizing the value of Searipple Village throughout the economic cycle by securing contracted base occupancy and strategically integrating additional demand as and when these opportunities arise. As of today, Searipple has contracted occupancy, I'll repeat that, contracted occupancy on take-or-pay contracts of 82% for FY 2026, with further upside anticipated as regional project activity intensifies, and we see scheduled shutdowns proceed this financial year. These factors position Fleetwood favorably to capitalize on the expected continuation of planned developments across the oil, gas, fertilizer, and energy sectors in the years ahead. The Karratha region continues to benefit from a diverse pipeline of projects and infrastructure investments, which will maintain strong utilization of Searipple into FY 2026 and hopefully well beyond. Meanwhile, Osprey Village continues to demonstrate robust demand for remote key worker accommodation and social housing, evidenced by the substantial waiting list for tenancies. This underscores the urgent need for accessible housing solutions within the region, and we remain committed to meeting this demand while supporting overall community wellbeing. Additionally, we continue to prudently evaluate build, own, operate, and transfer, and build to rent opportunities across the mining, residential, and key worker segments. Collectively, these strategic initiatives are aimed at mitigating the cyclical nature of the Community Solutions business, ensuring a stable revenue stream, and advancing our commitment to sustainable community development. Moving across the Building Solutions strategy and outlook, looking ahead to FY 2026, our strategic focus on Building Solutions remains unwavering. We are committed to sustaining momentum and accelerating our transformation from a traditional builder to an innovative manufacturer. Our build, transform, and grow strategy serves as a clear roadmap to enhance the quality and reliability of our earnings, with a particular emphasis on elevating our performance within Building Solutions. Our ambition is to lead the industry in modular manufacturing by securing projects specifically designed for modular construction, demonstrating a dedication to both innovation and excellence. The increasing market acceptance of modular construction as a quality, cost-effective, and timely solution continues to propel our growth. This trend has significantly enhanced our brand recognition and opened new opportunities across lifestyle villages, social housing, community accommodation, and also private education sectors. As pioneers in modular construction, we actively engage with project funders, Commonwealth Government, community housing organisations, and industry partners to showcase the advantages of modular construction. Notably, in May, Fleetwood renewed its long-held standing offer agreement with the Queensland Education Department for the supply of prefabricated buildings, extending our partnership for another 10 years. Furthermore, in April, we were admitted to the Western Australian Department of Finance Education Panel for the supply of modular buildings with an initial three-year term, further strengthening the panel agreements that support our business. Our Building Solutions order bank currently stands at $115 million, showing only a slight decrease from the previous half. Client engagement remains very robust. Our repeat business has risen from 74% in FY 2024 to 83% in FY 2025, a testament to our clients' confidence in Fleetwood ability to deliver quality outcomes for them. In addition to this, as I've said, we have over $200 million in formal tenders submitted and pending decisions. Beyond the order bank, more than 65% of the Building Solutions revenue is derived from repeatable long-term panel agreements in education, housing, and commercial sectors across three states. This positions us favorably to achieve up to 10% revenue growth across FY 2026. Collectively, these strategic initiatives not only position Fleetwood to immediate success but also lay long-term foundations for sustainable growth and industry leadership in modular. Shifting to RV solutions. Despite ongoing challenges in the RV sector, the strategic initiatives implemented to streamline our cost base, such as optimizing manufacturing and warehousing, rationalizing product lines, and reducing overheads during FY 2025, are beginning to yield tangible results, allowing the business to stabilize. With the continued strength of the aftermarket segment, supported by a robust number of over 1 million registered RVs across Australia and New Zealand, we remain focused on developing and launching new products while executing targeted price increases to further enhance margins. These missions are designed to return the RV Solutions business to profitability over FY 2026. Moving to slide 22 and our summary, in conclusion, we're delighted with the achievements we've had in FY 2025. Looking forward, we are confident that the increased market acceptance of modular construction, combined with a strong pipeline of repeat business in Building Solutions, secured contract occupancy in Community Solutions at Searipple Village, and sustained demand in the Pilbara will underpin our earnings growth in FY 2026 and beyond. Our primary focus remains on generating high-quality, diversified revenue streams, maintaining sustainable margins, and optimizing utilization and continually driving operational efficiencies to enhance earnings growth, particularly in our building solutions business. These objectives are supported by a highly capable leadership team that is fully committed to the successful execution of our strategic initiatives. We continue to uphold our policy to distribute 100% of net profit after tax, reflecting our commitment to delivering shareholder value. As Cate said, our balance sheet remains very strong, and we continue to exercise prudence in financial management as we pursue disciplined growth opportunities. In closing, and before we open the board of questions, I wish to express my sincere gratitude to our shareholders for their ongoing support and confidence in our direction. Together, we will build and transform and grow, positioning Fleetwood as an industry leader in modular construction and community solutions while advancing our presence in RV solutions. Finally, consequently, we are confident that we have established a solid foundation with growing momentum to deliver sustainable earnings and create long-term value for our shareholders. Thank you for your attention, and I welcome any questions. Thank you. If you wish to ask a question, please press star, then one on your telephone and wait for your name to be announced. If you wish to cancel your request, please press star, then two. If you are on a speakerphone, please pick up the handset to ask your question, and our first question will come from Matthew Chen with Moelis. Please go ahead. Morning, Bruce and Cate. I just wanted to pick up on a comment from your annual report where you talk about expectation for stable demand through to at least 2031 for Searipple Village. I just wanted to get you to expand on that stable demand profile. Thanks. I mean, we're obviously looking at Searipple Village. It's given us the prized asset we have. We're looking at the market demand up there, and we're certainly in contact with key partners who we've talked about before, Rio, Woodside, Yara, and others in the region. I think that the notable difference, Matthew, that we'd like to talk about is that, which is different to the previous cycle up there, is the inbuilt demand in the region is enormous now. There is now Pluto 2 operational, Scarborough is coming online. Rio Tinto has massive investment. They just announced $27 billion of further investment in the Pilbara. There's a copper wire upgrade project in the region, a desalination plant to be built in the region. There's enormous inbuilt infrastructure there that we believe that if there is a slight decline in the market, the market is not going to fall off like it did last time. We're saying that it's less cyclical than it was in the past. I guess that's where we're basing that comment in the annual report, Matthew, on. Right. In terms of, can you give us a bit of a sense of those parameters, how you're thinking about utilisation further out then? Is that possible? We have visibility out till April 2027, as we've said, which is still a little way off yet. We are engaging with key partners up there because demand remains strong. We are in negotiations with others for shutdowns in the next 12 months. I guess it's hard to say beyond 2027, Matthew. We'd like to think it's going to hold up, but as I said, we're confident that the enormous inbuilt infrastructure, and just to remind people, the inbuilt infrastructure there is sitting above the 36th parallel on the coast in a highly aggressive environment. Some of it's well over 20 years old now, so it needs to be maintained as well. We see a combination of projects and the maintenance of the existing $100 billion of inbuilt assets up there as underpinning this. I can't give more visibility beyond 2027 right now because we can't get a commitment from anyone beyond that right now, Matthew. Should we, we, of course, would make an announcement to the market. That's the basis for that, if that helps. That's helpful, yeah. Just to follow on that, just to clarify, you're in discussions for potential extension of that key client agreement that is to April 2027? I think we're constantly in discussions with our key clients, Pluto, Woodside, Rio, Yarra, and others up there. I'm not going to give any commercial sensitivities away. There was a reason that we put six prototype modules up there in the year so that people could get a sense of what our longer-term agreement might look like for accommodation needs in the region, Matthew. Our job, we believe, is to optimize it through the current cycle and look to the next range of cycle, and we are absolutely focused on that. Great. Just on the potential upside that you kind of called out on the base contract for, say, community solutions in this year, can you talk to that? Nothing more than I've said, Matthew. As I said, we've got 82% occupancy locked and loaded in this financial year on a take-or-pay agreement. There are other shutdowns we are negotiating with partners on up there. If they are meaningful, we would announce something to the market. I suspect they will be smaller lumps because at 82% occupancy, Matthew, there's not a huge amount of headroom this financial year for additional bookings. We will give the market an update at the AGM in October, so you'll get more granularity then. Thanks. I'll pass it on. The next question will come from Caleb Weng with PAC Partners. Please go ahead. Hey, Bruce and Cate. Just on community solutions, some color on the uplift in contract occupancy. I think it was 72% in the first half that you guys announced for FY 2026, and now that's jumped to 82%. Is that mostly from one customer or is it from a few customers? It is from one particular customer was the bulk of that. One of our clients up there, we knew that their demand was higher than they had booked, so they actually did book additional rooms in the second half. I think we said at the half we anticipated a much stronger second half because we actually saw things locked. Just to give you some color, at the half, I think January, February were not contracted at the volume they were, and very quickly after we announced the results, they locked in additional rooms. It was one particular customer who undercooked what they needed up there, Caleb. Thanks. In terms of, I guess, that 82%, is it mostly sort of first half weighted? Is current occupancy, say, higher than that 82%? No, it's actually spread right across the year. It's actually a bit more balanced than last year, Caleb. We're certainly having a very good start up there. Occupancy in July, for example, was almost 100%, which was higher than we expected. That is in that contracted number. No, it's more balanced this year. As I said, we're talking to people about shutdowns next year up there that may fall into this financial year, but also may fall into the following financial year, Caleb. Thanks. Historically, have the summer months been the most busy months in the Karratha region and for occupancy at Searipple Village? I don't think so, Caleb. I don't think there's any evidence that summers are a busier time. I mean, if you're planning a shutdown, you sure as heck don't do it in the summertime up there because of the cyclone. It is winter. Normally the shutdowns are in winter, sort of May through to sort of September. This year we had a very strong period, but that's because there's construction projects going on up there, Caleb. All right, gotcha. Just on building solutions, the repeatable work was 65% of revenue for FY 2026 locked in. Do you kind of see that growing to, say, that 80% number that you guys had this year? I might have confused you there a bit, Caleb. Let's just split about 65% of the work we do in building solutions comes from those panel agreements I talked about, okay? The reference to the repeatable work is that we are now seeing more and more customers coming back. Our repeatable work went from 74%- 80, sorry, 70. 84%. 84%. Sorry. What that's saying is that we are getting more customers coming back to us, which to me isn't the panel agreement. It's not the panels we're talking about. This is actually about building trust with clients and ability to actually get better quality work, better quality outcomes for the clients. It's actually us becoming a more trusted partner in that space. Ultimately, that we believe will lead to more repeatable work, Caleb. I apologize if that was a bit more confusing when I presented it. Okay, thanks. That's not included in the $150 million audible because of the 65% repeatable panel work. Some of it will be, but some of it won't be. As I said, the panel work sort of comes and goes through the year. Anything we've received a contract for on the panel works would be in the $115 million. We also know we get a lot of work in those three states that come in on an ad hoc and month-to-month basis. We are in that sweet spot now across a number of our regions where day one, term one is coming, and we're expecting orders to start flowing in from those. Thank you. That's all for me. Thanks. Again, if you have a question, please press star, then one. Our next question will come from Allen Webb, retail investor. Please go ahead. Hi there. That's a great set of results. I was just wondering on the RV solutions business, it seems that the performance has gotten worse every half for the last couple of halves, and all the other parts of the business seem to be improving. Do you still see a pathway to getting that 15% ROCHI target for RV solutions, or do you believe it's fundamentally going to be hard to get there for this one compared to the others? I think it would be hard to imagine in the near term we'd get to a 15% ROCHI in that business, Alan. Thanks for the question. I think if I split the business in two parts, the OEM sector is the sector that declined by 18% this year, and that certainly hurt us. We've traditionally had about 50% of our business in that segment, and that has really been tough, which is why we took the restructuring costs. In the second half, I will say that we actually took some more inventory out of the business, which impacted our results in the second half as well. We didn't declare it as a restructuring cost. We just did it as part of normal business, Alan. I think if we get that business back to profitability next year, it will be a good outcome for the RV business. As I said, the flip side of that is the other half of the business, which has actually grown. About 60% of the business, the retail segment, held up really well for us. It was flat year on year for us. Like for like, it was strong. We're decreasing our presence in the manufacturing segment, and we're increasing our presence in the retail segment to reposition that business. I think it will be unlikely to see a ROCHI of 15% in that business in the next couple of years, given it does carry a fair degree of working capital because of the inventory and the nature of the imports arriving and being warehoused and things like that, Alan. Thank you. Given you guys were undertaking a portfolio review, have you considered redeploying? I mean, there's $30 million of capital tied up in the business. Have you guys explored that to redeploy that elsewhere, or is that a part of you rationalizing the inventory? are a number of things. We're constantly looking at the portfolio of assets, Alan, so it's always under review. One of the things we have is some very key, not strategic, more than that, very tactical targets to reduce our inventory in that business. As I said, we've reduced the number of SKUs in the business, so we're making fewer manufactured products in that business. We're now actually doing the same in the retail business and reducing any unprofitable lines. We are seeing the online presence growing. We've doubled that size again this year, and we are seeing our online presence growing. We're actually putting our efforts towards that. In terms of that business, as all businesses as part of the portfolio, it is constantly under review, and we're regularly looking at the best way to use the money that's tied up in that business. Thank you very much, and great set of results. Thank you. There are no further questions at this time. I'll now hand the call back over to Mr. Nicholson for closing remarks. Please go ahead, sir. Thank you. I'd like to finish by saying a big thanks to all of our shareholders for their ongoing patience with us, sticking with us. I appreciate the people who've dialed in today, listening to us. I know Cate and I are back on the road tomorrow to start meeting with our investors and potential investors. If you didn't get a chance to ask a question, you've got something you'd like to ask us directly, either do it then, or by all means, reach out to us. Thanks for your time today. This concludes our conference for today. Thank you for participating. You may now disconnect.