Thank you for taking the time to join us. I'm James Warburton, a Managing Director and Chief Executive Officer of Seven West Media, and joining me today is our Chief Financial Officer, Jeff Howard. Today, Jeff and I will take you through our results, the progress on our strategy, our focus for the next 12 months, and provide you with a trading update. For those joining us via video, this presentation covers a summary of the key points included in the results presentation lodged with the ASX this morning. After the presentation, we will take questions from investors and analysts. On page two, our normal disclaimer. Seven West Media delivered a strong and improved performance in the December half and made significant progress in our transformation strategy. The advertising market has improved materially since the lows of April to September, with October to January returning to growth and Seven's forward bookings looking positive for February and March. Revenue share in the half of 36.6% reflected the consequence of our old content strategy. Pleasingly, this was more than offset by cost savings, which had a significant and positive impact on our bottom line. An 18% reduction in operating expenses helped fuel a 24% increase in underlying EBITA. Underlying EBIT increased 29%, and underlying net profit after tax increased 26%. The work that we've done to reposition the business in content, in transformation, and capital structure means Seven West Media will capitalize on the continuation of the ad market recovery. On broadcast and across BVOD, we ranked number one from July to December last year, with a 39% commercial broadcast audience share and a 44% commercial BVOD audience share. Our new content schedule is locked in for 2021 and started on the 1st of February. Our rating share gain should deliver a significant improvement in revenue share in the coming financial year, given the typical 12 month lag between ratings and revenue. The success of our new content strategy in 2020 has delivered significant growth in both audience and advertising revenue for 7plus, which ended 2020 as the number one commercial free to air BVOD platform in audience. At WAN, the team has undertaken a significant transformation, accelerating digital growth, cutting operating costs, and executing a strategy to stabilize earnings and generate cash. The AUD 170 million of gross cost out remains on track, and we've identified further ongoing annual cash savings of AUD 30 million that we'll talk about later. Cost discipline remains a critically important focus of our business. Improving Seven West Media's balance sheet has been one of the company's key objectives over the past 12 months. I am really pleased to report that we have made significant progress in addressing this with a 42% reduction in net debt year-over-year, well ahead of the plan at the beginning of the financial year. Since the end of the half year period, we have retired AUD 150 million of debt. Our balance sheet position has materially improved. We are now confident it can be a sustainably under 2x EBITA, excluding one-off events, by the end of the year. This significantly improved financial position has provided us greater optionality on our asset sales processes to ensure that we maximize value for our shareholders. Put simply, we now have more options in terms of the future of the remaining assets that have been earmarked for sale. As has been reported, we are looking to monetize Airtasker in the upcoming IPO. Proceeds will be used to pay down debt. Other venture options continue to be reviewed. We've received offers for Seven Studios, which we are considering. Studios is underpinned by a very attractive annuity-style earnings stream, which is very valuable. We remain open to selling Studios if it is value accretive. In terms of TXA, while we've received indicative offers in the vicinity of AUD 200 million, we couldn't reach an agreed outcome with all stakeholders. We regard TXA as a non-core asset and will continue to explore our options. We are well positioned to pursue the next phase of our strategy focused on consolidation. I'd now like to update you on the progress of the three pillars of our strategy, content and growth, transformation, capital structure, and M&A. The success of our content strategy was evident in our broadcast results for the 2020 ratings survey year. Throughout the ratings year and the July to December period, Seven was the number one network over a range of key metrics. Critically, we were and remain focused on digital transformation and delivering a better demographic, particularly people 25 to 54. We dominate the day and are very strong at 6:00 P.M. The upside, of course, lies in improving our post 7:30 P.M. performance, which we've started to do. Our decision to pivot to external production of proven international formats for key tentpoles was absolutely the right one. Cost per hour of this content might be higher, but the audience opportunity is significantly greater. That will convert to a higher revenue share, which will drop to the bottom line thanks to our overall lower cost base. Seven's new content strategy kicked off in June, and the chart shows the new tentpoles delivered a 75% increase in total television audience compared with our previous content, total audience being linear television and of course, BVOD. Big Brother, Farmer Wants a Wife, SAS Australia, and the return of the AFL had an immediate impact on our audience share. We moved from almost five share points down in prime time in the first half of 2020 to three and a half points up in the second half, which is a remarkable turnaround. Our audience share growth was even stronger among people 25 to 54 and 16 to 39. In the second half of calendar 2020, we clearly demonstrated that when we deliver engaged audiences, particularly after 7:30 P.M., revenue share follows. 2021's huge new shows include "Holey Moley," "Ultimate Tag," an all-stars version of "Dancing with the Stars," and of course, "The Voice." Along with "Big Brother," "SAS Australia" and "Farmer Wants a Wife," Seven will have an unrivaled schedule of new entertainment content in 2021. We'll also have the biggest sport on TV, including the AFL and AFLW, Supercars, the best horse racing, and the Tokyo Olympics and Paralympics, which will be the biggest TV and digital media event on in 2021. We expect this to drive material prime time rating share gains. We are building revenue share momentum moving from 35.6% in the first half of calendar 2020 to 36.6% in the second half. More significantly, our revenue share was 37.3% in the final quarter of calendar 2020. 7plus is an outstanding success with very strong audience and revenue growth in 2020. It finished the year as the number one commercial free to air BVOD platform. Total viewership increased by 76%, or more than double the market, which grew at a rate of 35%. Revenue jumped 79% compared with market growth of 44%. 7plus's video player measurement share rose 10 share points in the December half to 44%, from 34% in the previous corresponding period. It is number one among 25 to 54s, and 80% of its users are aged under 50. The number of registered 7plus users soared 84% last year. Last month, we started introducing mandatory sign-in, enabling us to capture valuable data about our users. The growth of 7plus has been driven by regular enhancements to the viewing experience, the great new content on Seven, and the deep library of classic content. 2021 is going to be a very big year for 7plus with all of the new content on Seven, the addition of even more library content and ongoing improvements to the experience for our viewers and our commercial partners. The high point for 7plus will be the Tokyo Olympics and Paralympics, when we will offer a digital experience that will far exceed anything Australians have ever seen before. I'm excited about the future prospects for 7plus. It's the number one platform by audience in a rapidly growing market. We view an asset like this as incredibly valuable. Jeff will discuss the financial performance of our digital business shortly. 2020 has also seen us accelerate our advertising data proposition, thanks to the October launch of 7REDiQ. 7REDiQ is our audience intelligence platform and an end-to-end solution for marketers as they look to understand and reach their audiences. It enables marketers to fuse their own customer data with Seven West Media's first party and partner data. It applies that knowledge to marketing campaigns across Seven platforms, including 7plus and 7NEWS.com.au, and then measures their results. Delivering against our audience-centric business, 7REDiQ fast-tracks audience understanding across all of our touch points. It enables an understanding of who is engaging with Seven's content and overlays it with lifestyle trends, sentiment, location, and purchase insights from Australia's leading data partners. The result is a comprehensive and actionable picture of the viewer. We put together a comprehensive list of data partnerships with more to come. Today, we have approximately 5.5 million IDs under 7REDiQ. We expect the volume of first-party data to double this year, in part because of 7plus's Tokyo 2020 content. We've been overwhelmed by the positive reaction from media buyers and advertisers, and we are winning business on the back of the data product alone. I'll now hand you over to Jeff to talk you through costs and capital structure and to discuss our financial results in more detail. Jeff? Thanks, James. Morning, everyone. On slide 10, we've outlined the actions we continue to take to address our costs and capital structure. These have progressed our goal of creating a strong, sustainable cash-generating media business for the future. Last August, we talked about AUD 170 million of gross cost out across the business with AUD 110 million of this benefit to be realized in FY 2021. In the first half of FY 2021, we realized roughly AUD 65 million of these gross cost savings with a further AUD 45 million to benefit the second half. For FY 2021, we have identified a further AUD 30 million in cash cost savings for implementation. These include one-off savings secured on the Olympics and permanent cash savings on an ownerless content agreement. As a reminder, these gross cost reduction outcomes are before normal cost inflation in the business, which typically runs at 1%-2% each year. During the half, the group benefited from temporary net cost savings of AUD 24 million, which included JobKeeper, the spectrum holiday, and PING grants. We expect the net benefit from one-off temporary savings and expenses to be circa AUD 17 million for FY 2021. Net debt at the end of the first half was AUD 329 million, representing a reduction in our net debt of over 40% since FY 2019. This has been driven by asset sales and importantly, organic cash generation. Today, we have paid down AUD 150 million of debt with further repayments to follow, including the Airtasker proceeds once that IPO completes. Interest savings at Seven's marginal borrowing rate of nearly 5% are significant. This improved capital position increases our optionality relating to asset sales and M&A, which James has already spoken to. On to slide 12, which shows our P&L for the half-year ended 26th December 2020. Total group revenue and other income of AUD 644 million for the half was AUD 70 million, or nearly 9.9% lower year-on-year. Cost out initiatives delivered a reduction in operating costs of more than AUD 100 million to AUD 494 million. EBIT before significant items was therefore up 29% to AUD 152 million. Underlying net profit after tax before significant items was AUD 86.6 million, 26.5% higher than the same period last year. Significant items provided a benefit to our statutory profit after tax during the half. There were AUD 41.5 million of significant items before tax, which primarily related to the reversal of onerous contracts. This delivered a statutory net profit after tax of AUD 116 million, compared to a loss of AUD 49 million in the first half of FY 2020. Slide 13 provides a summary of SMI's state of advertising markets in the first half. During the first quarter, the market remained challenged, with spending in many of the key advertising categories down double digits. The market rebounded strongly in the second quarter, although a few large key categories are yet to return to growth. There is strong momentum leading into the second half. As a reminder, a 1% move in the market is worth roughly AUD 8 million in EBIT. Slide 14 provides an overview of the performance of the Seven segment, which includes our broadcast, digital, and studios businesses. Seven's revenue during the half decreased by 6.7% to AUD 563 million. The metro free-to-air TV advertising market increased 0.6% during the period. However, a loss in ad market share during the half, combined with AUD 26 million in lower revenue from third-party productions and JVs in Seven Studios, drove the decline. The decrease in TV ad revenue share during the half was disappointing but expected. Revenue typically lags audience share by about 12 months, and as such, revenue during the period was driven by audience performance from before the revitalization of our content lineup. We are targeting revenue share upside in 2021 on audience share improvement. Seven had the highest audience share during the first half for both broadcast and BVOD. Importantly, our new entertainment schedule is materially improving our prime time demographic mix. In the second half of calendar 2020, Seven won prime time in the 16 to 39 segment for the first time in two years. Our revitalized prime time content lineup builds on our dominant spine, including Sunrise, 7NEWS, and Home and Away. The BVOD market continues to grow rapidly as advertiser adoption improves, with market growth of 44% during the half. Momentum for 7plus is strong leading into the second half, with its Q1 revenue share of 35.2% improving to 42% in Q2. 7news.com.au continues to drive strong traffic, with its average unique audience over the six months to December increasing 36% year-on-year. Our digital revenue grew 73% during the period, with EBIT of AUD 32 million representing 168% growth compared to the previous corresponding period. The benefit from cost savings implemented during the period was AUD 50 million, with a further AUD 40 million to benefit the second half. We turn to The West and other business on slide 15. Advertising conditions remain challenging in WA, particularly for key print categories such as travel, motor, and real estate. There have been some green shoots among some areas, including retail, following an improvement in the market. Digital subscriptions for The West are growing. Digital circulation revenue increased 92% year-on-year, while traditional circulation remains steady. As well as providing new revenue streams, digital subscriptions give us valuable audience data and insights which we can use to further monetize our leading local journalism. The rollout of the paywall to regional areas has delivered promising early adoption. Cost out initiatives have delivered AUD 10 million in savings during the period, excluding temporary savings. Further cost reductions will be delivered in the second half. Following the divestment of Redwave Media in December 2019 and the lack of live events, other now predominantly reflects corporate costs. On slide 16, we have the statutory group financial results and a reconciliation from EBIT before significant items. Seven West Media reported a statutory profit after tax of AUD 118.2 million and basic earnings per share of AUD 0.076. Excluding significant items, earnings per share was AUD 0.056. The board has determined that it is again prudent to retain the suspension of the dividend to focus on paying down debt, increasing the balance sheet strength and flexibility. Slide 17 shows group cash flow for the half. Seven West Media recorded operating cash flow of AUD 98.8 million during the period. Working capital outflow of AUD 60.9 million negatively impacted operating cash conversion and included AUD 18.2 million of onerous contract payments. CapEx was AUD 5.2 million during the half. However, we expect a step up in spend for the second half as delayed and new projects are executed. For FY 2021, we expect CapEx to be slightly under AUD 25 million. Net debt at the end of the period was AUD 329 million, a decrease of AUD 69 million compared to the end of FY 2020. We expect FY 2021 to include working capital outflows associated with onerous provisions, redundancies, and the balance of the Tokyo Olympic payments. A cancellation of the Olympics would see the group refunded AUD 50 million in prepaid rights fees. The chart on the right-hand side shows how the onerous provision will unwind through the cash flow. You will notice a reduction in the utilization of onerous contracts, excluding sport, compared to what we displayed in FY 2020. This relates to the previously mentioned reversal of onerous contracts from content and related permanent cash cost savings. The key outflows in FY 2022 relate to the Olympics. That's it from me. Now back to James for the trading update. Thanks, Jeff. On Slide 19 is our trading update. Advertising markets rebounded strongly in the December quarter, with positive momentum continuing into the new year. Early bookings indicate Seven's Q3 revenue could be 7%-10% ahead of the prior year, we will shortly be comping against a COVID-impacted period, which saw significant declines. On the back of stronger audience share performance since June 2020, we're also targeting an improved revenue share in calendar 2021. Annual operating expenditures before depreciation and amortization are expected to be at the bottom end of the current analyst estimates of AUD 1.03 billion-AUD 1.05 billion, after adding back temporary net one-off benefits relating to COVID of AUD 17 million. Paying down debt remains an absolute priority, we are targeting net debt to be sustainably under 2x EBITA by the end of calendar 2021, excluding one-off events. Turning to Slide 20, I'll go through our focus areas for the next 12 months, which will capitalize on the market recovery. We made significant progress on our three year transformation journey in 2020, but there's more to do in 2021. Seven is set to benefit from the recovery underway in the advertising market. Our new content lineup is drawing larger audiences, and importantly, improving our demographic mix in prime time. We're determined to monetize those results in 2021 and are targeting a revenue share of more than 38% in calendar 2021. 7plus was the number one commercial free to air BVOD platform in 2020, and we are targeting the number one revenue share spot there as well. The Digital Platforms Inquiry is well underway, and we are engaged at multiple levels and pleased to see progress being made to ensure a fair return on our news investment. The AUD 30 million cost out we've outlined further lowers our cash expenditure to drive upside in the market recovery. We'll continue to maintain a sharp focus on operating costs, including onerous sports contracts. Transformation, of course, means much more than cost-cutting. We're building out our data capabilities and improving the way we can monetize our assets in a digital world. We're also actively exploring opportunities in the SVOD space. Our improved financial position opens the door to renegotiating debt facilities early during this calendar year to reduce our interest margin. Today's repayment of AUD 150 million is a significant step in the right direction. We have more optionality with the businesses marked for divestment. You can see the urgency with which we have addressed our content strategy and cost base to provide a path to debt reduction. While this continues, we believe that media consolidation and a focus on building a bigger and better business is still our major priority. We're positioning Seven West Media to win. This will ensure that we can lead market consolidation. That almost concludes the presentation. Before we take questions, the first look at "Big Brother 2021. [Presentation] Well, I'm sure you'll agree, we have all lifted the bar again with Big Brother. Now some more exciting news. Just this morning, the group is announcing it has entered into an LOI to form a long-term partnership with Google to provide news content to the Google Showcase product, which launched in Australia in early February. The agreement is subject to executing a long-form documentation within 30 days. Once this is finalized, we will provide more details. We're more than happy now to take your questions from investors and analysts. And now we begin the question and answer session. To ask a question, you may press star one on your telephone and wait for your name to be announced. To cancel your request, you may simply press the pound key. Please not there will be a short pause as questions are being collated. We thank you for your patience. Comes from Kane Hannan from Goldman Sachs. Your line is now open, Kane. A couple from me, please. Firstly, just the TV outlook into Q3 and those growth comments. Just give us a bit more of a sense of where you're seeing that growth come from, how much of it is market share versus the broader TV market strength. Secondly, just on the cricket negotiations, obviously not sure what you can say here, have you made any assumptions around this in your outlook comments and in some of those OpEx comments? Could you just talk about what that could mean from a financial perspective? Finally, on the Google partnership, obviously taking the comments you just made, James, is there any more details you can provide around what that could mean from a financial perspective, Jeff? Sure. Thanks for the questions. I think first and foremost in relation to growth, pretty much as we've guided there, strong sentiment from media buyers and obviously some great renewals with all the media buying groups. I think there's a lot of confidence around our schedule for the year. It's too early to sort of call out what that share would be. Obviously we will sort of lag last year's results, and as those good results come through and as we start to grow, we'll get a benefit from that perspective. Your second question in regards to cricket, I think we've said everything, or sort of played out publicly, you might say. We've got two processes. We've got an expert determining the value of the rights, and that's the current process, which concludes in February. Obviously we've got pre-discovery, action or a hearing, if you like, in, I think it's the 15th of March, from memory. There's not much more to say on that, and we'll let those processes play out. Lastly, yeah, look, obviously inked only this morning and so not much more to say at this point. As I said, subject to that long-form agreement, and we'll update the market as those details come to hand. Kane, just to clarify, there are no assumptions about cricket in the forecast guidance that we've given on the cost base. Question comes from Entcho Raykovski from Credit Suisse. Your line is now open, Entcho. Hi, James. Hi, Jeff. Entcho here. My first question was around the working capital. You've seen the working capital benefit post-July, when you obviously had the last set of results, spoke about the big outflow. Just interested in whether that was driven by the exit of the non-sport content agreement or whether there were other factors. Are you able to just broadly quantify the working capital outflow in the second half? I appreciate, Jeff, that you've given us some of the factors, even a broad number would be useful. Secondly, are you able to tell us how you and advertisers are thinking about the TV ad market in the 6 months to June? Do we effectively benchmark against calendar year 2019 as the starting point, given those very easy COVID-impacted comps later in the half? Thank you. Yeah, on the working cap, Entcho, how are you going? The components of the working cap in the half were things like releasing the onerous provision, which is about AUD 16-odd million. We've invested in content, about AUD 20-odd million of investment in content leading into the half to ensure that we don't end up with what we had in the back half of last calendar year with content that went missing because of COVID. There's quite a movement in sort of normal working cap around debtors and payables, just given the change in the market conditions between the back end of June and the back end of December. For the second half, there's probably a mix of the same things again. There'll be more onerous release, particularly around the cricket. There'll be further content investment as we head into the Olympics to ensure that we've got all those potential situations covered, as well as just the normal working cap. In terms of market, do you want to cover that one, or do you want me to cover it? No. Benchmarking to FY 2019, probably too early to call. We haven't really got any real clarity on what the market looks like in Q4. What we are seeing, though, is the comps were quite impacted by COVID in Q4 2020, we'll be monitoring it pretty carefully as we go through. It would be great if we could get back to 2019, we're certainly not calling that at this point. Our next question comes from Eric Choi of UBS. Your line is now open, Eric. Morning, guys. Well done on the result. Good execution so far. First question, just a general question on ad markets. Just, James, wondering if you could give us a sense of how full your inventory is, how far ahead you're sort of booking ads versus what you would usually see at this time of year. Maybe a couple for Jeff. Just on that outlook for third quarter, 7%-10% ahead of PCP, how does that put us versus the sort of third-quarter FY 2019 baseline? Thirdly, just on costs, I think we're sort of guiding to like a AUD 70 million-AUD 80 million sequential half-on-half step-up on costs. Can you just remind us of some of the big buckets that's driving that half-on-half increase? Thanks. Thanks, Eric. Yeah, grabbing those first questions, I think we're pretty much completely full, sort of when you look at February and then heading into March. I think from that perspective, the strength of the market is something that's probably caught everyone a little bit by surprise. From our perspective, that's then leading to longer lead times in that sort of four- to six-week range, which we haven't really had for a while, and obviously particularly around the quality content. A lot of the integration that's going into sort of the bigger tent poles is very early, perhaps to where it's been in the past. Yes, I mean, they're the main comments around the ad market. Eric, I'm going to take a rain check on your second question around the FY 2019. It was before my time. I don't have all the data for FY 2019 in my head like I do for FY 2020, I'll come back to you on that one. Sorry about that. On the cost base, the step-up in the second half, the three main areas, one is JobKeeper, we had the benefit of that in the first half that we won't have in the second half. Second piece is around the AFL, there was quite a bit of timing difference in FY 2020 v FY 2021 around AFL, just given the nature of the season last year. There's just a relative programming shift between the halves, there's a bunch of other stuff, minor, they're the three big buckets. we'll come back to you on the FY 2019 one once I've got that data in ahead. For questions or participants, please press star one on your telephone.. Its star one to ask a question. The next question comes from Brian Han from Morningstar. Your line is now open, Brian. Good morning. I have two questions, James. I see Seven is doing very well in the SVOD space, but with all the hype and excitement going on in the SVOD space, do you feel that Seven's absence in that area will be a real strategic problem down the track? Secondly, you've mentioned a few times now about market consolidation and how you want to position Seven forward, but just interested in your thoughts on how likely we could have a two-player free-to-air market in Australia. Thanks. Sure. Thanks, Brian. I think, again, in our outlook, we've called out SVOD, and we continue to have a number of discussions with sort of major groups. I go back to the point that a partnership with Seven would create an AUD 60 million plus sort of marketing budget for a player in a very, very crowded market. As I said, on day one coming in that we want to be in the SVOD space and we're looking to continue to push that strategy. Obviously, derailed a bit obviously through the COVID period in terms of those discussions. I think secondly, when you look at market consolidation, we've been really clear in terms of executing the plan and I think today's announcement around debt and having our operation to be sustainably less than two times, excluding one-off events, means that we're well-positioned for that. The legislation at this point does not allow consolidation of licenses as you've suggested. From our perspective, we'll look at every option as it becomes available and we're obviously hungry on that consolidation M&A path, to build an even bigger and better business. Press star one to ask a question to our presenters. Please press star one now on your telephone. Our next question comes from Entcho Raykovski from Credit Suisse. Your line is now open, Entcho. Hi, guys. One follow-up from me. Entcho here again. On TXA, James, you mentioned there was a AUD 200 million potential proceeds. Was that for Seven West Media's stake? It seems to be a reasonably big number, so I don't know whether. If you can just clarify whether that was for your stake or for the whole lot. What were the key issues with the sale? Just interested in whether there's still any chance that proceeds. Thank you. Thanks, Entcho. Yeah. Again, in our presentation materials, we were talking specifically around a enterprise value, so total bid, effectively. It wasn't just Seven's stake. Certainly from our perspective, we couldn't get agreement across the shareholders, if you like, to sell the asset. Obviously, these results, I think, and potentially Nine's results probably talk to the strength in the free-to-air market, and we'll continue to explore the options and certainly, our 50% stake.