I would now like to hand the conference over to Ms. Amanda Bardwell, Managing Director and CEO of Woolworths Group. Please go ahead. Good morning, everyone. Thank you for joining us today for Woolworths Group's third quarter sales results for the 2026 financial year. I'd like to acknowledge the traditional custodians of the land on which we meet today, Dharug Country, and pay my respects to elders past, present, and emerging. Joining me this morning are Stephen Harrison, our Chief Financial Officer, Annette Karantoni, Managing Director of Woolworths Retail, Sally Copland, Managing Director of Woolworths New Zealand, Amitabh Mall, Managing Director of Group eComX, and Dan Hake, Managing Director of BIG W. Before I turn to our performance in the quarter, I'd like to recognize the uncertainty that the conflict in the Middle East is creating for our customers, suppliers, and team. While the impact on the Group to date has been limited, higher fuel costs and secondary effects are likely to have an increasing impact on inflation as we move through the calendar year. However, I am confident that we are well-positioned to navigate the current environment. Our primary focus since March has been to take the necessary steps across the Group to minimize the impact on our customers, while also recognizing the genuine cost pressures being felt by our suppliers and transport partners. We have mobilized rapidly to respond to this environment, and we're engaging with the government as their response plans are developed. We have already implemented a range of measures to support inventory availability and supply chain resilience and are supporting our transport partners through regular fuel price adjustments. For our customers, today, we have committed to a Price Freeze on 300 of our own brand and exclusive brand basket essentials, including chicken, pasta, sausages, nappies to provide more certainty at the checkout. This Price Freeze is an addition to the existing lower shelf price program and the thousands of weekly specials that we offer to our customers to provide more value. We have also encouraged use of the existing Woolworths fuel discount at Ampol and EG Ampol sites and are seeing higher redemption rates. Turning now to our quarter three sales results. The group's overall performance in the quarter was strong, driven by Australian Food, supported by further progress on our strategic priorities in the quarter. While group customer metrics remain above the prior year as a result of improvements in key metrics like value for money and out of stocks, we have seen a decline compared to quarter two, reflecting a normalization from the Christmas seasonal peak, a rapid reduction in consumer confidence, and some disruption during the quarter. Rebuilding trust with customers and ensuring that we continue to provide meaningful value is even more critical in this environment. Turning to the performance by business. In Australian Food, total sales increased by 5.9%, with Woolworths Food retail sales also increased by 5.9%. Excluding tobacco, Woolworths Food retail total sales increased by 7.3%, supported by e-commerce growth of 23.8%. Sales growth in quarter three was largely driven by item growth, with an increase in customer transactions and items per basket compared to the prior year, reflecting investments in value, fresh, and convenience that resonated with our customers. Growth also benefited from cycling the residual impacts of industrial action in the prior year, which normalized over the course of the quarter, as well as some pantry stocking in March. By category, growth in fresh and grocery food was strong, both growing in the high single digits. In fresh, meat and seafood were highlights, and in grocery food, we saw strong growth in drinks, snacking, and health and wellness. Everyday Needs growth rates improved compared to the prior year, following action we took to address range and pricing gaps in key categories, as well as providing more value to customers with market-leading promotions. Within Everyday Needs, Home Essentials showed the strongest improvement, driven by strong promotional plan, particularly in storage and cleaning. During the quarter, we ran the most successful baby event since 2023, which was supported by nationwide relaunch of our Little One's nappies and wipes. In Pet, we introduced almost 80 new Baxters and Smitten own brand products to our range, supporting solid growth. Billie's Bowl was also launched in Woolworths Supermarkets during the quarter as we begin to leverage the strength of our Petstock own brand portfolio. Growth in Everyday Needs remained below the other categories, and we know we need to do more to improve our competitiveness in this space. Average prices, excluding tobacco in quarter three, declined 1%, driven by deflation in fruit and vegetables due to increased supply in berries and capsicum, and deflation in grocery food reflecting lower shelf prices. This was particularly offset by higher meat prices, which continued to be impacted by rising livestock costs. Building inflationary pressures from the conflict in the Middle East did not have a material impact in quarter three. In e-commerce, sales increased 23.8% compared to the prior year. Growth in sub-60 propositions almost doubled compared to the prior year, supported by the continued expansion of MILKRUN and our new partnership with DoorDash, with on-demand delivery now available in over 70% of the network. Direct to Boot Now sales more than doubled compared to the prior year, supported by network expansion. Cartology revenue grew 14.4%, driven by several successful promotional events in the quarter, including Easter and the Fissler cookware continuity program in Woolworths Supermarkets. Everyday Rewards and Services growth were strong, driven by continued growth in rewards and mobile. A highlight was the strong member engagement we saw during the quarter following investment in rewards offers to return more value to customers, with active members reaching a record of 10.7 million. Campaigns launched in the quarter include Points Split, Boost Your Budgets, and the Fissler cookware continuity program also helped drive strong engagement. In Australian B2B, sales increased by 4.9%, driven by B2B food with solid growth in PFD and export meat sales. On an Easter-adjusted basis, PFD sales slowed somewhat in March compared to prior periods, reflecting more caution from PFD's food service customers. B2B supply chain sales were below the prior year due to declining tobacco sales in state independent wholesalers in Tasmania. Third-party supply chain sales through PC Plus increased on the prior year, reflecting higher volumes across road and rail freight. In New Zealand, sales increased 1.4% or 2.1% on an Easter-adjusted basis, with a more subdued growth rate in the quarter reflecting lower market growth and a competitive environment, as well as some disruption from the new store operating model. Customer metrics softened in the quarter, reflecting seasonal trends, operational impacts from the rollout of the new store operating model, and a decline in consumer confidence. We have seen an improvement in our operating performance over the quarter and are committed to further improvements over the remainder of the year. Pleasingly, the launch of Member Prices in New Zealand in March has seen an improvement in our value for money customer scores and supported increased member engagement, reflected in improved tag rates, an increase in active members, and higher rewards advocacy. In BIG W, total sales increased 3.9% or 1.1% on an Easter-adjusted basis. BIG W's growth transaction values, including BIG W Market, increased by 6.5% with strong marketplace growth. The quality of sales growth in the quarter remained strong, reflecting a higher proportion of full-priced sales as well as a solid Easter trading period. We saw positive momentum continue in clothing, benefiting from strong sell-through of the summer ranges and early autumn/winter trade, as well as solid growth in play and home. Every day remains a focus with big price drops launched two weeks ago, delivering strong value to customers in the category. BIG W e-commerce sales increased by 17.9%, driven by solid 1P growth and strong 3P growth through BIG W Market. Petstock total sales increased by 15.9%, largely driven by the opening of four net new stores over the last 12 months, franchise repurchases, and the acquisition of own brand pet food and manufacturing businesses in H2 last year. Comparable sales increased 4%, supported by a value reset, increased marketing, and solid own brand and e-commerce growth. Turning now to current trading and outlook. In Australian Food, Woolworths Food retail sales for March and April to date have increased by 5.4% or 6.5% excluding tobacco, with underlying momentum remaining solid despite some signs of increased customer caution. Reported FY 2026 Australian Food EBIT growth is still expected to be in the mid to high single digit range, but no longer at the upper end of the range. This reflects incremental costs associated with direct fuel exposures in quarter four, as well as investments to support customers in managing their budgets in a period of rising inflation, including the Price Freeze we've announced today. In New Zealand Food, market growth has continued to slow and the market remains highly competitive. While New Zealand Food's transformation will continue in H2, progress will be slower than previously anticipated, with lower sales growth and higher fuel costs and store operating model disruption expected to result in H2 EBIT being modestly below H2 FY 2025. FY 2026 EBIT is still expected to be above FY 2025. While BIG W sales remains modest, the quality of sales is strong. BIG W remains on track to deliver positive EBIT and cash flow for FY 2026 in line with previous expectations. It is still too early to predict with any certainty the direct and indirect impacts on FY 2027 from the conflict in the Middle East and how this will impact customer shopping behaviors. We will provide a further update at our FY 2026 full year results in August. We acknowledge that the ACCC court proceedings against us is concluding today and tomorrow. As the case is before the courts, I won't be commenting on the proceedings. While the outlook remains uncertain, by putting customers first, maintaining a strong focus on productivity and cost discipline, I am confident that we can navigate the current environment to continue to build a stronger, more resilient business while balancing the needs of all of our stakeholders. I would like to finish by thanking our team for their hard work and commitment to our customers. I'll now turn the call over to the operator for questions. To give everyone a chance, can I please ask that you limit it to one question per person and then rejoin the queue with any follow-up questions? Thank you. Thank you. If you wish to ask a question, please press star one on your telephone and wait for your name to be announced. If you wish to cancel your request, please press star two. If you are on a speakerphone, please pick up the handset to ask your question. Your first question today comes from Shaun Cousins with UBS. Please go ahead. Hi. Good morning, Amanda. Just a question on the outlook for inflation, possibly for the remainder of calendar 2026. Woolworths seems to be accepting fuel-related price increases, in fresh, and I think inflation's commencing in, say, milk. I'm curious around the outlook for long life prices. Like, branded dry grocery suppliers have rising costs, some coming from Woolworths' Primary Connect division. Should we expect to see a lift in dry grocery prices, including list prices, or will these branded supply costs be absorbed by Woolworths so you have lower gross margins? You seem to be lowering your gross margins in own label with Price Freeze, but not in branded. Will you be seeking suppliers to absorb these costs related to the Middle East? Recognize there's process to deal with this, with supply costs and there's nuance sort of by category. Just keen to understand the outlook for food inflation for Woolworths, given the step up in dry grocery supply costs, please. Yeah. Thanks, Shaun, for the question. Just to start and say, of course, the full impact of the Middle East is unknown to all of us. You know, we too, like everyone, are navigating that as we engage. We are expecting to see price increases come through from our long life suppliers. What we've called out today is to say the initial wave of requests has been very focused on fresh, as you would expect, so fruit and vegetables into then, bread and milk, for example. We certainly are seeing now an increasing number of long life suppliers reach out for a conversation around their individual circumstances as it relates to some of those grocery products that you're referring to there. We would expect to see some of those prices increase across the calendar year. The timing of this is, of course, uncertain, and it's such an individual conversation. What we're focused on in those discussions is, first and foremost, to make sure that we're creating the right value for customers right now, and we've been really clear about our commitment to that. You know, it's incredibly important that we continue to build price trust with our customers at this moment and take all of the learnings of the last inflationary events and make sure that we're as transparent and as upfront as we can be with our customers, whilst also managing the needs of our suppliers. Each one of those conversations are happening individually. On long life, it has only been in the last couple of weeks that we've started to see some of those requests come through. I might just, Annette, pass to you just to give us any other insights on what we're hearing from suppliers, particularly as we're shifting now from not just the conversations with our fruit and vegetable and fresh suppliers, but also into now, long life and grocery categories. Yeah. Thanks, Amanda. I think it's becoming more apparent to those suppliers the impact of those fuel increases that have happened over the last few weeks and months. A lot of those larger suppliers have further outlooks and commitments on fuel, it's really only starting to impact their future pricing from now. As you can imagine, we are working through those as a case-by-case basis and beginning understanding the impact of those increases on each individual supplier and the range that they carry and utilize in our customers. On a needs basis, we'll be making those decisions around the price increase itself and then, where necessary, the flow through if we have to. Of course, we're trying to mitigate as much as we can that impact to our customers. Great. Thanks, Annette. Thanks, Amanda. Your next question comes from Michael Simotas with Jefferies. Please go ahead. Good morning, everyone. I know there are a lot of moving parts and things moving quickly, but I just wanna sort of delve into the impact that you're expecting to see in the 2026 year a little bit more. You upgraded food guidance in February, obviously before the conflict started. Your commentary suggests to date there hasn't been much impact at all, which suggests that the downgrade is really driven by your expectations for trading over May and June. I just wanna confirm that that's right. Do you think there's an ability to recover some of that in time, and it's just because this has all moved very quickly? Is it just that you need to absorb this, and if we see continued pressure, you'll continue to absorb it? Yeah. Thanks, Michael, for the question. That's absolutely correct. We haven't seen any substantial impact in quarter three, and we've called that out. What we are experiencing in quarter four, however, is firstly the direct-Fuel impacts on our own transport operations across supply chain, so from distribution centers to our stores, and then also across our very extensive e-commerce network as well. We're experiencing an increase there in our fuel costs. That's certainly a factor that, as you say, we weren't aware of, when we last spoke in February. The other is the commitment that we are giving to our customers around being there for them now in this time of great uncertainty. The announcement around Price Freeze is also an investment that we're obviously making in creating that level of certainty alongside, you know, our commitment to continue to grow the top-line sales of the business. In doing that with all of our existing promotional activations, lower shelf prices, and the like, that's really what's driving the adjustment that we have announced today. In terms of the further outlook and your question around recovery over time, for us, you know, that becomes a focus around our own productivity and efficiency. You know, we've already signaled very clearly in August our commitment to being an incredibly efficient retail business going forward. As we go forward now with the current outlook for customers where they're under pressure, the inflationary impacts coming through from our suppliers, you know, our commitment to an always-on cost discipline, is incredibly important over the next six and 12 months ahead, and we're focused on that as well as we look for ways to manage this to the benefit of all of our stakeholders. Okay, thank you. The next question comes from Adrian Lemme with Citi. Please go ahead. Oh, hi, Amanda and Steve. I just wanted to clarify on fuel. We've seen a dramatic reduction in the last couple weeks, in both petrol and diesel. Is the fuel commentary driven just by what you've seen in April, or are you expecting fuel sort of rebounds from here, please? Yeah, thanks, Adrian, for that question. You know, we're looking at fuel on the basis of everything we just talked about, which is really only in our transport operation. Steve, perhaps you might just want to talk about how we've been managing our hedging as well, which is part of the consideration here. Thanks, Amanda and Adrian. I think there's a couple of dimensions to it. There is uncertainty on what happens on fuel prices, right? You know, they were over AUD 3.20 a few weeks ago, you know, AUD 2.64 when I drove past on Tuesday, AUD 2.50 this morning. You're seeing a lot of volatility on fuel price. I think what we don't know is what will happen moving forward. Probably the other dimension that's worth contextualizing is in all of our transport contracts, we do have fuel rise and fall mechanisms, but they have a time lag to them. Some of the impacts of those higher fuel prices will flow through to us in the fourth quarter. We do know that some of those impacts that were seen earlier do have a lag impact for us. We have had some hedging in place. We do have hedging in place for the second, sorry, for FY 2027 as well. You know, we do think that there is an impact, and that's part of what we've called out in our earnings outlook. We, we are aiming to manage it as effectively as possible, you know, into FY 2027. Thanks. That's very helpful. Your next question comes from Tom Kierath with Barrenjoey. Please go ahead. Well, morning, Amanda and team. Just got a question on the impact of pantry stocking. I noticed that the sales growth accelerated through the quarter, despite, you know, lapping some industrial action earlier in the quarter. Are you able to just give us some numbers there on what you think that pantry stocking impact was? Just cognizant that we'll lap it in a year and just wanna have that kind of, I guess, settled in the base. Thanks. Yeah, thanks, Tom, for that question. Yes, we did see some pantry stocking in March, which did result in an uptick in sales. It wasn't, if I could just say, right across the network necessarily. There were actually, you know, pockets, particularly regional areas, where people have to travel further, where we saw actually a greater level of pantry stocking. We're not gonna be able to share the specific numbers on what we saw, but I would, you know, just suggest it's relatively a modest number. It happened. It caused us to actually increase our own inventory holdings as well to make sure that we were in consistent supply on particularly those pantry products. Today we won't be sharing the specific number. If I give you a sense of the shape of the quarter, just in terms of the sales outline, you know, January for us was very strong. There was a slight step back in February as customers came to, you know, terms with the, you know, breaking news around the inflationary outlook, the rate increases, and to the latter part in early March, the Middle East conflict. In March, we did see that sales line tick up, as you say. So March was strong. I would also just call out when we're looking at March, Easter is not like- for- like. You know, there's a lot of noise yet again on in the way that we need to look at the numbers. If you look at March, Easter's not comparable. School holidays was also not fully comparable as well. That's why we've shared today that number with March and April in there so that we're able to give you an indication of, you know, that full period so that when you're comparing year-on-year, you can at least take that into account. Got it. Thank you. Your next question comes from Peter Marks with Goldman Sachs. Please go ahead. Morning, Amanda and team. Just to follow up on Michael's question, trying to understand the split of the downgrade to the Aussie Food EBIT growth expectations. Can you give us a sense, I guess, of the split between the impact of fuel costs and the price investment you're making? I would've thought, like, sales are probably growing faster than you thought they would in February, maybe that could have offset the fuel costs, that would leave, like, a pretty chunky price investment, I guess, on my math. Yeah, anything you can give us on the split, I think would be helpful. Yeah. Thanks. Thanks, Peter. In terms of the fuel impact, the fuel impact, the direct fuel impact on our transport operations is estimated at the moment, and again, as Steve just called out, you know, continues to move and is volatile between AUD 15 million and AUD 25 million for the quarter. That's our estimate. We're not providing an estimate on the investment that we're making in Price Freeze, which is our commitment to absorb any increases that we receive from our supply partners during that period. If I come back to your question on sales, what we're very mindful of is consumer mindset in terms of, you know, customers are under immense pressure, great level of uncertainty. We had a strong Easter trading period. As we've come into now April, you know, we have seen that the cycling impacts with Anzac Day trading hours being adjusted in various states has made it actually a little difficult for us to get a real sense of these early weeks of momentum into April. If you're sensing that level of cautiousness, that's really what we're just indicating. We're very satisfied with our sales momentum overall. We're cycling a lot of non-comparable periods right now, and we're very mindful of just the consumer mindset right now. Great level of uncertainty. I would say peak actual stress that we've seen in the way that we've been tracking our customers for many years now, and so we're just mindful of how that might play out in the coming weeks and months. It's very helpful. Thank you. Your next question comes from Caleb Wheatley with Macquarie. Please go ahead. Morning, Amanda and team. Maybe it's a bit of a follow-up to Peter's question, just asking a slightly different way. Appreciating, yeah, you're not gonna comment specifically on the Price Freeze initiative, but there's been several comments throughout the prepared remarks around kind of investment in value and, you know, you mentioned loyalty as part of that. Just relative to kind of where your outlook was in February for the Australian Food business, how do you think kind of all of the required investment in the customer has tracked in terms of expectations, you know, relative to a month or two ago, please? I'll give you a sense of that, and then I'll also hand to Annette so that she can share her perspective on that. You know, I would say that compared to when we spoke in February, we've been increasingly satisfied actually with the investments that we've been making in value and how that's translated into some very strong sales momentum, and also some ongoing share gain across that period. When we look at the value of those investments, whether that be our commitment to lower shelf prices, the commitment to giving more value back through Everyday Rewards, and indeed our commitment to making sure, by the way, that when the customer comes into our stores, the products are on the shelf, and they're having a great experience in store. All of those investments that we made around the fundamentals, we believe, have been a key driver of item growth, both in our stores and in e-commerce across the quarter. We're certainly feeling satisfied as we've come out of these last couple of weeks post-Easter. All we're just calling out here is a very non-comparable period that we're cycling. We've also got a very uncertain customer and therefore, you know, the outlook, we're just cautious as we look forward on that. We feel that we're in a really strong position overall to be able to navigate it. We wanna make sure that we are there for customers. You know, that's the very clear message that they've been giving us, we're making a clear decision as a team to make sure that we take the learnings of the last inflationary cycle and show up in the right way for all of our stakeholders. Annette, if I just come back to the core question here around just the sales momentum, that sense of value that we've created from those investments. Is there anything you'd like to add on to that? Oh, I think you're right. The, you know, this really is an end-to-end execution focus when you look at, yes, we need to get those offers right for our customers and work really hard with our supplier partners to get the right products and offers into our programs. It also is a very strong end-to-end piece of work with our replenishment and supply chain and store team to make sure the right inventory is in the stores to make the best of those moments when our customers are in our stores. Some of those investments, and I'll probably take Everyday Needs as the category, that was a big focus for the quarter. We moved out of, you know, multiple quarters of not seeing unit growth into the first quarter and Q3 of seeing that unit growth well above 2% in item growth for the quarter. Those very specific investments in whether it was in EDLP through the pets category, the relaunch in baby, and some really good LSP lines and collaborations with our suppliers in personal care really did drive customers back into those key categories that we really wanted to shift momentum in. Maintaining the core business growth in fresh and grocery, but accelerating Everyday Needs was certainly the place we're investing. Yeah, I think that's absolutely right. Those investments that we're making are choices. They're driving that top-line sales and that momentum. You know, what we're really focused on going forward is to say we want to drive item growth at Woolworths and get that flywheel moving faster than it was certainly 12 months and 18 months ago. For us, that is about investing in all the places, and that you just called out. Thank you. That we can get that sales momentum and of course then us being super efficient on the way through. Thanks, Caleb. Good color. Thank you, Amanda. Your next question comes from Craig Woolford with MST Marquee. Please go ahead. Good morning, Amanda and team. My question's on a similar theme. Now, you know, as you called out, you had very strong item growth. 'Cause I can understand a bit more about the promotional intensity that played out in the third quarter. Can you share what proportion was sold on promotion and whether that was higher or lower than a year ago? You know, we understand from various forms of feedback that you're looking to put more products on lower shelf price or LSP. You know, what are the targets there over the next 12 months? Yeah, thanks. Thanks, Craig. Yes, we are very pleased to see the item growth, particularly the item growth that we saw in our stores, which as you know, has been a key focus of our team's attention over the last six-month and eight-month period. You know, firstly, I'd just call out that item growth, we believe is primarily driven by improved availability and a more disciplined execution in our stores, and frankly, just better merchandising as well. That is a key driver. Promotional intensity in the quarter certainly did increase on last year, but was actually flat to H one. I think that's important to call out. As you know, we are very focused on making sure that we get the right balance between those yellow promotional specials, which we know customers love and the lower shelf price commitment that we have, which customers are also searching for. You know, that sense of certainty and reliability is, we believe, has always been important and has now become even more important. We have between lower shelf price and EDLP now over 3,000 lines that are within those programs. Yes, it is our intention to continue to focus on expanding that in the right way. We wanna make sure that they're on the right lines that matter for customers and that are well-suited to that program. We're always gonna have specials as well. It's about getting the right balance by category, right across the store is what we're really focused on there. All right. Thanks, Amanda. Your next question comes from Bryan Raymond with JP Morgan. Please go ahead. Thanks, Amanda and Steve. Just another one on gross margins and the sort of second half outlook. That AUD 15 million-AUD 25 million of fuel impact is a helpful gauge there. If we take the midpoint, that's about 8 basis points in the second half to gross margin. On my math, you know, if you're in the range of sort of 5%-7% food EBIT growth, you probably have in the order of 30 basis points-40 basis points of gross margin decline in the second half. Obviously there's some positives in that margin bridge. I just wanted to understand sort of the magnitude of Price Freeze if, I know you mentioned before it's sort of holding prices as opposed to dropping necessarily, but I just wanted to sort of understand if I'm missing something in that bridge 'cause it's a reasonable second half decline in gross margin, and fuel is one part that probably only 1/3 or 1/4 of that. Yeah. Is there anything else I'm missing there? Thanks. Thanks, Bryan, for that question. I'll kick off and then Steve, got any build, let us know. Look, I think the fuel you've called out, that is something we wanted to be clear about in terms of the direct impact. We're not going to share the impact of the Price Freeze and that itself will unfold across the quarter. It's also the case that value's become even more important than it was in February. I just couldn't emphasize that enough. When we look at all of our tracking with customers, you know, 44% of customers are experiencing real budget pressure, as in struggling to make ends meet. Many customers are calling out certainly a search for more value overall. In fact, many are also indicating that they're gonna do things like cook more at home, for example, to save on eating out and spending at restaurants and the like. You know, every way in which we track where consumer sentiment is up to and their potential shift in behavior says that value is going to become even more important. Of course in this quarter we're very focused on, yes, putting the Price Freeze, which is really about putting a ceiling on the current prices of those 300 products. We also wanna make sure that we are absolutely there from a value perspective and that we continue to build on the positive sales momentum that we've been tracking now since quarter two. You know, we're very pleased with the turnaround that we saw in quarter two, the momentum that built from a sales perspective and a customer perspective into quarter three. We certainly wanna make sure that we're maintaining and bringing customers with us over this quarter four period, even though there is a high level of uncertainty and value's become even more important. We are of course within that putting a strong emphasis on making sure that across all parts of the store, we're providing great value. That can be in places like meat where we are seeing certainly an increase in livestock prices come through. That's a core part of the customer basket as you know. Certainly an area where we're continuing to invest to make sure that customers have got affordable offers in the meat category, for example, which we believe is important. Annette called out already, you know, the investments that we've been making in Everyday Needs, and we've started to see, again, some positive signs from those investments in terms of item growth. Certainly it's moderated somewhat the ASP in some of those categories as we've activated those plans. Our intention is to continue to build price trust through our actions around the Price Freeze we've announced, continue to build momentum through investing in value, and make sure that we drive that top line. Steve, is there any other builds you'd have? No. It's sales announcement. Yeah, we have given earnings, an earnings update, but we don't, Bryan, want to get into the details of gross margin bridges and, you know, there are many drivers of the mix and the sales and the margin and the cost that, you know, we're trying to manage. So, you know, we're trying to give an update of what we think the key drivers are today, and we'll look forward to providing more detail on all this. Okay. Great. Thanks. Your next question comes from Michael Toner with RBC Capital Markets. Please go ahead. Hi, team. Thanks for taking my question. Just actually on availability, I'm curious how availability is tracking in-store more recently and like particularly over the last month and how you expect that to track through the full Q. Is that related at all to the sequential drop in Voice of Customer for the Aussie food business? Just because going from 52 points- 47 points in the space of a few months does seem like quite a sizable drop on face value, but acknowledging that there's some natural seasonality in there too. Thanks, Michael, for that question. As you say, the Voice of Customer scores generally in quarter three do moderate on the performance that we see in quarter two, we did see that seasonal impact. We also had a number of disruptions across the quarter and when I say a number, it's actually something like 13 different types of events that happened across the country, whether it was cyclones, floods, or derailments as well, which do have an impact on customer experience. That we need to factor that in alongside just the uncertainty in the environment right now. You know, we know that we're seeing consumer confidence at a broader level, sitting at all-time lows, and so we think that has also had somewhat of a, impact in terms of our subdued, Voice of Customer scores. I mean, we're always focused on the fact that we need to do better. However, when we look at performance at the individual breakdown on Voice of Customer, the two that actually really stand out as the strongest performers are actually arguably the two that matter most, which is on value for money, and also on out of stocks from our customers. Yes, it's one we're watching very closely, because we know how important that experience is. There was a lot of, other operational disruptions that have potentially played a role there. Annette, I don't know if you've got any other builds on Voice of Customer. No. Maybe just on availability, though, I think there was some good improvement on last year, a marginal improvement, I should say, on last year with all those disruptions taken into consideration. Yeah. You know, I think there were some good disciplines and practices just around getting that inventory back in flow. We did see some good improvements in meat as an example, and chiller. Great improvements, I would say. Yeah, no. In meat and chiller in particular. Yes, it was a challenging period with those disruptions that you talked to. You know, it's hard to say it's stabilized 'cause you never know when those are gonna occur. I think our disciplines and agility around solving those is actually very strong. Thank you. Thank you. The next question comes from Phil Kimber with E&P Capital. Please go ahead. Hi, Amanda and team. My question was just around, you mentioned a lot about the consumer uncertainty, but you also talked about, you know, things that Woolies can do to help manage it themselves. Without giving obviously numbers, but, you know, the customer offer reset program and other cost-saving initiatives, can you just remind us, you know, the work that you're doing on there and how they might flow through over the next 12 months? Yeah. Thanks. Thanks, Phil. Absolutely spot on. You know, we are really focused on what are all the things that we can do to mitigate the impacts here. That starts first and foremost with us continuing to drive strongly our store productivity and distribution center productivity. That continues to be in a big focus for us, particularly as we think about supply chain and the substantial investment we've made there in Moorebank. You know, in the year ahead, it's incredibly important that we continue to see, you know, the positive implementation and ramp up of those facilities, and that they start to deliver some of those improved productivity benefits. That's certainly a big focus for the team. In our stores, of course, there's an always on focus on how we best continue to manage productivity. Then, as you know, we're also very focused on how across our support offices we continue to find ways to be more efficient as well. You know, in the past we've always been very focused on our stores and our distribution centers, but it is equally important that in support we look for ways to be more efficient, and that's clearly gonna be important in the year ahead. When we look at then also the way that we're managing the business, for us it starts with making sure that we're driving sales and unit growth. That's where it all starts for us, hence our focus on making sure we're offering great value. The Customer Offer Reset program is very much a systematic opportunity for us to go through category by category and make sure that we have got the right offers for our customers, that it's easy for them to shop and find value at the different tiers, and that we're driving at the same time important unit growth for our supply partners as well. That's a really important part of that program. You know, this is actually a good time from our perspective to be well and truly now set up with that program and starting to see that flow through all of our categories over the coming months is important and good timing. There's many things we're doing across the board. From a team perspective, we're very clear that we need to play our part here in making sure that we're as efficient as possible across all of our levers. Great. Thank you. Your next question comes from Richard Barwick with CLSA. Please go ahead. Hi, Amanda and team. Good morning, all. You've talked a lot, or we've talked a lot on the call about what you're doing in terms of a pricing and value. Can you give us some commentary how you're seeing the competitive environment in terms of what you're seeing from competitors, because, you know, I think value is very much a relative game. It sounds like you're happy that you've been sort of improved your relative value. I just love to hear some commentary there in terms of what you're seeing from competitors on, just on those metrics. Yeah. Thanks, thanks, Richard. It continues to be, you know, a very competitive market. Certainly that's continued from quarter two into quarter three and into quarter four as well, I would say. Overall, it's also been a, in a relative sense, a relatively rational market. You know, that's important, as you know, we are seeing strong competition. I think particularly in areas like e-commerce, for example, where it really has continued to ramp up in terms of the customer interest in e-commerce as part of their grocery shopping, but also in terms of the competition. Whether that's our main competitor or whether that's the, you know, introduction of Aldi, Costco through DoorDash, Coles with Uber Eats, that continues to be a very hotly contested market. When it comes to value overall, you know, there's the rational value, as you say, and then there's perception, and that continues to be an opportunity for Woolworths to improve our price perception, and hence why you see us continuing to take the opportunity to make sure that as customers are under pressure, that we are doing the right thing and being there for them because that is what creates long-term momentum and value for the business and for shareholders ultimately. Okay. Just to clarify on that point, if you're saying that the market is rational but competitive, does this mean that you're not seeing anything alarming or any sort of behavior in the market that, you know, you should be calling out? No, we're not. We're not seeing anything that we would call out. It's competitive. It's always very competitive, as you know. Apart from e-commerce that I've called out specifically because we've got, you know, entry into some new channels for some of our competitors, you'd expect to see it a little bit more competitive from a customer acquisition perspective. No, I wouldn't call out anything different to what we've seen over the last, you know, six or so months. Okay. Okay. Thanks, Amanda. Your next question comes from Ben Gilbert with Jarden. Please go ahead. Morning, Amanda and team. Just for a question from me, it feels that there's been a bit of a shift in terms of focus around value. Like if we look at fuel and we just do the math, it looks like the fuel's probably about a third of the delta for the guidance, and then there's another AUD 30 million-AUD 50 million into price. What I'm just trying to understand is are you deciding in this backdrop, given sort of, I suppose, criticism in the past about not leaning into your scale and position in market, you're leaning a bit more into value? Obviously, fresh is a big focus, but value and being more vocal and driving that in consumers' mind has been a step change because there's an opportunity to do that now. Also the second part of that, apologies, two parts to the question, is how are you gonna communicate that and win the marketing message? This has been an era, I think Woolies probably hasn't been as strong in the past, but it feels like you've got a real opportunity to do that now. Are we gonna see a step change in messaging around how you're leaning into things like chicken, et cetera, that you put in the Price Freeze announcement today? Sort of two parts to that. Thanks, Ben. Look, I'll just reinforce what I've already said, which is in all of our tracking, whether it's our research, whether it's the behavior that we're seeing from customers, value is increasingly important. It is more important than it was when we last chatted in February, and hence why we're continuing to put more emphasis on that because that's the number one focus and priority for our customers. Certainly, it's also been the reason why we've seen a good increase in terms of our sales momentum across quarter two into quarter three, assisted by improved availability and execution as well. Yes, it is incredibly important. We have seen a shift in consumer sentiment. It's not a minor shift, it's a major shift, really driven by the uncertainty. We see it as an opportunity to build on the momentum that we have, to invest in the right places, to make sure that we continue to be the first choice for customers that we can continue to drive that item growth that we've spoken about, and we can continue to do it right across the store. You know, I think that's really important for us in terms of, yes, fresh is the gateway to the Woolworths store, but we wanna see that growth right across all of our grocery lines, importantly over into Everyday Needs. That's been an area that we have put increased investment and focus on, and we intend to continue to do that in quarter four so that we can build the momentum into the year ahead. I take your feedback on we could do a better job on communicating. You know, we can always do things better. Certainly, you know, announcing the Price Freeze today is an opportunity for us to make sure that we're showing up to our customers and demonstrating that we're listening to them, that we've heard their concerns, but that we also understand that they want us to show up differently this time. They made it very clear in the last inflationary cycle that perhaps we were slower to move than we should have been. This is our opportunity, we believe, to build long-term trust and ultimately, you know, improve the outlook for the business over the midterm. We'll take your challenge on in terms of making sure that the value communication improves, but that's certainly our intention. Thanks, Amanda. Appreciate it. Thanks. Your next question comes from Shaun Cousins with UBS. Please go ahead. Thanks for taking another question. Just on New Zealand food, could you just talk a bit about the execution issues for the change in the store operating model? Maybe what needs to sort of be improved or corrected and maybe when that could be done by such that it doesn't appear to be an issue anymore. Yeah, thanks. Thanks, Shaun. As you know, it was a very large change that we made to our store operating model in New Zealand. We believe it's the right change. As we've implemented such a large change, you know, there has been some teething challenges in terms of the execution. I'll hand to Sally to talk more about that. The primary areas I know that Sally and the team have been focused on is on availability and particularly then into e-commerce. I also know, Sal, that we've been seeing some improved performance certainly over the last month or so, we're confident that we'll get back to where we need to be. I might just let you talk to a little bit more of the detail there. Thank you, Amanda. It has been a, I guess, a challenging implementation of a very significant change in our business. Just to contextualize, I think 3,500 new team members in the New Zealand business. Really, how we've focused on that, I think from an implementation perspective, it did impact in the initial stages, our availability experience for our customers and our e-commerce, which we know is a very complex operational model for us to get right every day for customers. We did implement a very focused recovery plan. It has been pleasing to see actually our availability metrics, both on our customer scores from a VoC perspective, but actually our customer first availability scores improving on average about 7% across the board. We continue to remain really focused on that and have a better offer that we are executing now for our customers. For us it is about how do we embed and actually come out of this model even more strongly, so deliver a really improved result. We've also, importantly from a team skill perspective, really wanted to embed some things like multi-skilling. We've gone from about 6% of our team being multi-skilled to over 20% of the team being multi-skilled, and that's an important unlock for us to provide meaningful hours for our team, but also to be able to better service our customers on a longer term basis. Thanks, Sal. Sorry, does that mean it's resolved now or it's going to be resolved during the fourth quarter? It seems to have gotten better. Is it really more something that's been isolated, the issues have been isolated to the third quarter? It was I think the biggest impact certainly in the third quarter. We importantly remained very focused in the fourth quarter to make sure we've got it right across 190 of our stores. We're tracking every single store in terms of that recovery and performance. Making sure importantly that we, our customers know that we are back to business and trading really well and that we're focused on recovery from a customer-driven perspective, and that is a part of the fourth quarter focus also. Thanks, Sal. Great. Thanks, Sally. Thanks, Amanda. Your next question comes from Tom Kierath with Barrenjoey. Please go ahead. Oh, thanks. Just wanna ask a question on the delivery fees and whether they've gone up as a result of what's happened with fuel. I've noticed that e-commerce growth's pretty strong in the quarter, and just kind of thinking about what your plans are there to recover some of the higher fuel costs in that channel in particular. Yeah, thanks, Tom, for that question. We're pleased to see that step up in the e-commerce sales growth across the quarter. As you'll know, we also added for Sunday a service fee earlier in the year as well. We are very mindful of getting the balance right again there around the cost of serving customers in this channel with the convenience and the value that they experience. Amitabh might talk about how we're thinking about that on the go-forward. Maybe a couple of things there, Amanda. Firstly, you know, for our customers who are having it tough right now, the best option for, you know, to manage their costs is actually still to come into stores and shop in our stores. Most of our customers live within 10 minutes drive from the store. A number of them prefer the convenience of shopping online, and we do have, you know, thousands of vehicles running on the road any given day and a few million kilometers that we drive every week. Just being very mindful that there is a cost increase, and we are looking at all options quite carefully. Amanda, you did reference the service fee increase. What we saw in that is a number of customers who preferred to still shop on Sundays, kept the business on Sundays and were happy to pay the premium on Sundays, and quite a few actually moved it to other days of the week. It's for us to make sure that we are providing all possible options to our customers and giving them the value of the convenience that they really care about while managing the, obviously, the profitability of the business. Thanks, Amitabh. The next question comes from Bryan Raymond with JP Morgan. Please go ahead. Oh, thanks for taking the follow-up. One's just actually a quick one. Just back on the pantry stocking issue. It sounds like that's kind of largely in the past. I mean, who knows how this issue evolves around Iran and diesel and so on. I just wanted to understand that that's probably going to be a bit of a headwind in the June quarter, as it was largely in March. I'm not sure why we wouldn't try to quantify it here. Just is it because it's not meaningful in terms of, you know, basis points or percentage points of growth or? We're going to probably pick up a bit of a slowdown in sales momentum, and I just don't want this to come up in the future when it's not called out now. Is it that it's not meaningful or that you just don't wanna call it out from a, for, you know, for some other reason, just so we can think about our 3Q to 4Q profile in terms of sales growth. Thanks. Thanks. Thanks, Bryan. Look, it certainly was a pattern that we identified pretty quickly. It's a very real behavior and a shift that we saw from some customers. As I said, it wasn't necessarily even experienced in all stores. We're not going to call out the specific number. What we're mindful of is, that's why we shared that seven-week number, so that you were able to have a look at, you know, the like-for-like relativities across Easter, across the school holidays, the industrial action cycling, you know, out in March, not in those April numbers. Yes, you've got the pantry stocking that did occur in March as well. All of that is actually quite noisy as you know. I appreciate why you're asking the question, but we're not intending to share that number. It happened over, you know, I'd say a two-week period, and it has dissipated. We've not seen it return, and obviously, as you'd imagine, we're watching it very, very closely. You know, we didn't think it was significant enough to call out. Okay, great. That's helpful. Thanks. Thanks, Amanda. Thanks. Your next question comes from Michael Simotas with Jefferies. Please go ahead. Thanks very much for taking another one. I know it's a sales call, but you've changed guidance. Was there anything in CODB that's going to play out differently in FY 2026 to what you expected when you gave us the last update in February? As an example, I presume there's no provisioning that you need for the junior wage rates. Oh, thanks, Michael, for that, for that question. Yeah, CODB wasn't the driver of the change that we've announced today. Steve, just on- No, I mean, we've continued to invest in our stores to drive availability, and I think that's part of, you know, our plan to make sure we're driving the top line. In terms of the junior wage rates, my understanding is it doesn't come in till the end of the calendar year, so there's no provisioning. There's no significant shift in our outlook on CODB other than just the volume-driven variability of costs that, you know, drive most of the costs in our business. Got it. You'll just take the increase as it comes through in December? Yes. Thank you. That is all the time we have for questions today. I'll now hand back to Ms. Bardwell for closing remarks. Thank you for joining us today. I'd like to reinforce that we are pleased with the sales momentum that we saw in quarter three and the execution and the commitment that the team has demonstrated during this period as we navigate uncertainty due to the Middle East conflict, the 13 different disruptions that I called out earlier that happened from weather events across the country. We are determined to be there for our customers right now at this time of great uncertainty, while also balancing the needs of our suppliers so that they remain viable and sustainable, and also delivering long-term value for our shareholders. To do that, we know we need to continue to be even more efficient going forward, and we're committed to doing that together as a team. Thank you for joining us today. That does conclude our conference for today. Thank you for participating. 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