Ladies and gentlemen, thank you for standing by. Welcome to Michael Hill Analyst Briefing for 1H 2021 Results Webcast and Conference Call. At this time, all participants are in a listen-only mode. After the speakers' presentation, there will be a question-and-answer session. To ask a question during the session, you will need to press star one on your telephone. Please be advised that today's conference is being recorded. I'll let you have a conference over to our chairperson for today, Daniel Bracken. Thank you. Please go ahead. Good morning. Thank you for joining us for the Michael Hill International Limited FY 2021 first-half results call. It is a pleasure to be speaking to you today. I'm here this morning with Chief Financial Officer Andrew Lowe, and together, as set out on slide three, we will be taking you through a review of the results and providing you with an update on our key strategies and initiatives. As usual, we will end the session with a Q&A. Turning to slide four. We entered the new financial year with the backdrop of our global store shutdown at the end of the prior year. As we reopened, the business deployed best-in-class health and safety protocols to provide a safe retail environment for both our team members and our customers. Pleasingly, the business performance responded almost immediately to the transformation agenda with strong sales and margin results for the first quarter. Off the back of strong early results, a full restart of our international supply chain was initiated. Investments in Christmas inventory was prioritized, along with the development of a successful and relevant Christmas brand campaign. Key strategies that were paused for the COVID-19 lockdown period were reinvigorated. Our loyalty program, Brilliance by Michael Hill, which has successfully grown by over 200% to an impressive half a million members. Deployment of our new retail incentive scheme, designed to motivate our team members to achieve desired key metrics while providing best-in-class customer experience. A number of omnichannel initiatives to ensure the company becomes a truly channel-agnostic business which meets the needs of our customer wherever and whenever they want to shop. I'm particularly pleased with our results given the volatile trading conditions experienced by our business. Continuous store closures throughout the half, significant decline in foot traffic in all markets, not a single day of all stores open, and the material impact of over 3,700 lost trading days. In spite of these obstacles, to deliver this significant performance improvement is truly outstanding. Our substantial lift in profits was due to the focus and the energy of our team and the transformational change agenda at Michael Hill. I'm very proud of our retail metrics. Same-store sales up 6%, digital growth of over 100%, retail margins up by 200 basis points, costs down, inventory way down, and an outstanding cash position at the close of the half. The digitization and elevation of our brand is clearly resonating with our customers as our key strategic initiatives across loyalty, retail fundamentals, and product newness. Michael Hill is a business that has been focused on transformation, and while the global challenges have significantly impacted operations and continue to do so on a daily basis, the performance across all metrics proves we have built strong foundations for growth. Furthermore, the business has proven its brand is resilient and relevant as it continues the journey to become a modern, differentiated, omnichannel jewelry brand. I will now pass to Andrew to provide more color on the first half results. After that, I will return to provide an update on key strategies for the business. Thank you, Daniel. Turning now to slide five, FY 2021 H1 group results. As mentioned by Daniel, given the disruptive operating trading conditions, we're particularly proud of our half-year results. Today, we announced a net profit after tax of AUD 39 million, up by 82% for the half year, with a statutory earnings before interest and tax of AUD 58.9 million, up by 66%, due to positive same-store sales, improved margin, and our unwavering focus on costs. Total revenue only saw a drop of 2.9% to AUD 319.9 million, even with the permanent closures of 15 underperforming stores compared to the prior year and the impact of COVID-19 disrupted trading conditions with 3,709 lost store trading days. At the end of the half, the company had nil bank debt and a cash position of AUD 90 million against prior year of AUD 0.4 million, reflecting a deliberate focus on costs and strong working capital management with an inventory reduction in the order of AUD 30 million. Since half-year end, cash is being deployed to meet Christmas inventory supplier payment obligations, payment of the deferred dividend debt, and recommencement of the wage remediation program. During the half, the business continued to optimize the merchandise offer, leading to a material reduction in inventory. Our strong and long-standing vendor relationships, together with our in-house Australian manufacturing facility ensured reliable continuity of supply, delivering optimal stock levels through the peak Christmas trading period. After taking into consideration the company's comparable EBIT of AUD 44.6 million for the half against prior year of AUD 31.6 million, the encouraging sales performance from stores since half year-end, and the strength of the balance sheet, the board decided to declare an interim dividend of AUD 0.015 per share, which is flat against the prior year FY 2020 H1 interim dividend. The declared FY 2021 interim dividend is unfranked and fully imputed with conduit foreign income. The decision to hold the interim dividend flat against prior year reflects the risk of ongoing trading disruption and demonstrates the board's intention to restore dividend payments to historic levels as the pandemic recovery becomes more certain. The company actively managed its global store network, landlord relationships, and only permanently closed one underperforming store in Australia in the half, resulting in 289 stores at the end of the half. Turning to the next slide on key performance results. Despite the significant ongoing impacts of the global pandemic, the group experienced solid growth of 6.3% in same-store sales, with the Australian same-store sales up by 12%, New Zealand up by 2.8%, and Canada up by 3.6%. This strong performance was achieved through an ongoing focus on strategic initiatives to modernize and transform the Michael Hill business. Group margin grew to 62.7% as the company balanced both margin and sales growth. Margin growth was underpinned by an increased penetration of online, the impact of the rapidly growing loyalty program, improved intake margin, product mix, and our new retail incentive scheme. It should also be noted that this margin improvement has been delivered even with the introduction of new progressive monthly stock provisioning. Our digital sales increased by 102% for the half, these sales now represent 5.8% of total sales. Our branded collection sales represented nearly 40% of total sales as we continue to develop this category. Moving on to our segment results on slide seven. In Australia, same-store sales increased by 12% to AUD 174.2 million. This performance is a credit to the segment as it also experienced 2,567 lost store trading days due to government-mandated store closures across Victoria, South Australia, and New South Wales, along with 11 underperforming stores having been permanently closed when compared to the first half of the prior year. In New Zealand, same-store sales increased by 2.8% to AUD 68.4 million, reaffirming the resilience of the brand in our core heritage market. It should be noted that during the period, 16 Auckland stores were required to temporarily close for nearly three weeks due to government-mandated COVID-19 restrictions. In Canada, same-store sales increased by 3.6% to AUD 70.3 million, which is a remarkable result given the extent to which COVID-19 has impacted the country. Of the 86 stores, 21 stores gradually closed through November and December, and a further 25 stores closed from Boxing Day, leaving only 40 of 86 stores trading at the end of the half, resulting in 838 lost store trading days. These temporarily closed stores have been progressively reopening this month, we hope to have all stores trading in the next few weeks. Finally, our margin-related strategies are gaining traction in all markets as the business saw gross margin improvement in the range of 150 basis points to 330 basis points across all three segments. I will now hand back to Daniel to provide an update on the key initiatives. Thank you, Andrew, for your commentary on the first half financial results. Now turning to slide nine. During the half, the company demonstrated the benefits of the transformation agenda through the strength of its retail metrics. We continue to take a disciplined approach to maximizing growth opportunities while focusing on a true omnichannel customer experience. The company's strategies are centered around delivering both sales and margin and driving efficiencies across every aspect of the business. The elevation of the Michael Hill brand is key to our success as we continue to evolve into a modern, differentiated, omnichannel jewelry brand. Implementing fully integrated brand and promotional campaigns consistent across every customer touch point is now embedded in the rhythm of the business, and this was most evident in the company's highly successful Christmas campaign. Our digital businesses delivered another strong performance, with online sales doubling for the half. Our focus has been on customer experience, content, navigation, and providing a frictionless checkout. Our digital-first strategy now prioritizes traffic-driving initiatives, conversion rate optimization, new payment platforms, and marketplace integration. The ongoing focus on retail fundamentals is at the center of our transformation agenda and is critical to driving increased sales, higher margins, lower costs, and overall improvement in customer experience. The business will continue to focus on optimizing store productivity and efficiencies while elevating customer engagement as a key priority. Our omnichannel strategies continue to gather pace in the half and drive incremental sales with the implementation of Click and Reserve, the test and trial of Ship from Store, and the launch of virtual selling. As a modern customer-led retailer, the company embraces a channel-agnostic strategy and more digital and physical initiatives will be rolled out to meet the demands of our current and future customers. The Brilliance by Michael Hill loyalty program is fundamental to future growth aspirations, increasing to more than 480,000 members. The associated member pricing is delivering margin benefits to the business and higher customer engagement. As we now embark on the next stage of loyalty, the company will focus on initiatives to drive increased customer activation, resulting in sales and margin growth. Product evolution is at the core of a customer-led retail strategy and is critical to achieving sales and margin growth. Range and assortment rationalization has continued in the half with a refreshed product newness calendar driving higher inventory turns. The business will maintain its focus on uniquely Michael Hill branded collections, stronger vendor partnerships, all of which will be underpinned by a comprehensive merchandise planning platform in the coming year. The cost-conscious culture continues to deliver benefits across the organization. This embedded, unwavering focus on costs is best evidenced by lower inventory levels and a very healthy cash position. Furthermore, the business has made significant progress towards optimizing the global supply chain, improving the global store network and leasing arrangements, and streamlining the Canadian credit proposition. The business has entered the second half with clear strategic initiatives, proven retail execution, and a robust financial position. The business continues to prioritize the health and safety of our team and customers as we continue to navigate an unpredictable retail landscape. That being said, I'm extremely encouraged by the strong start to the second half with same-store sales for the group up 11% for the first eight weeks. With two new executives joining the Michael Hill leadership team, the company is well-placed to continue the transformation and drive the growth agenda. That brings us to the end of our presentation. I would like to thank you again for your continued interest in Michael Hill. We are now happy to take any questions. Thank you. I think we're just waiting for a couple of questions to be prioritized, and we'll be with you shortly. Karina, I think we're in your hands to host the question. For those on the call, apologies. We seem to be having a slight delay with our host. We've been asked to wait a moment. Apologies again, everyone on the call. Our host is apparently experiencing technical difficulties. We can see a couple of people wishing to ask questions. The good news is both of those we already have calls lined up with over the next 24 hours. We will manage those calls. We'll just give the host another minute or two to see if they can resolve the issue. Otherwise, we'll handle calls separately on our one-on-ones, questions on our one-on-ones. Okay. Well, we're not getting any joy with our host, hopefully all of you can still hear me on the call. I think we're going to end the call at that point. For those that wanted to ask questions that didn't get a chance, if you haven't got a call lined up. Oh, no, hang on. I've just been told, can we just hold? They may be resolving the technical difficulty. Okay. We don't look to have a resolution. Once again, thank you for continued interest in Michael Hill. If you want to ask a question and you don't have a call lined up with us already, please contact Anthea Noble at the details at the back of our release. Once again, thank you and chat soon.