Full Year 2026 Fletcher Building Ltd Earnings Call

August 18, 2026

Speaker #2: Thank you for standing by, and welcome to the Fletcher Building FY26 full-year results briefing. All participants are in a listen-only mode. There will be a presentation followed by a question-and-answer session.

Operator 2: Thank you for standing by, and welcome to the Fletcher Building FY26 full year results briefing. All participants are in a listen only mode. There will be a presentation followed by a question and answer session. If you need to ask a question, you will need to press the star key followed by the number one on your telephone keypad. We ask that you please limit yourself to two questions. I would now like to hand the conference over to Mr. Andrew Reding, Managing Director and Group Chief Executive Officer. Please go ahead.

Operator: Thank you for standing by, and welcome to the Fletcher Building FY26 full year results briefing. All participants are in a listen only mode. There will be a presentation followed by a question and answer session. If you need to ask a question, you will need to press the star key followed by the number one on your telephone keypad. We ask that you please limit yourself to two questions. I would now like to hand the conference over to Mr. Andrew Reding, Managing Director and Group Chief Executive Officer. Please go ahead.

Speaker #2: If you wish to ask a question, you will need to press the star key followed by the number 1 on your telephone keypad. We ask that you please limit yourself to two questions.

Speaker #2: I would now like to hand the conference over to Mr. Andrew Reding, Managing Director and Group Chief Executive Officer. Please go ahead.

Speaker #3: Good morning, and welcome to the presentation of our full-year results for the 12 months ended 30 June 2026. Setting the agenda for today, I'll cover off the 2026 financial year and the progress we've made against our strategy.

Andrew Reding: Morning, and welcome to the presentation of our full year results for the 12 months ended 30 June 2026. Setting the agenda for today, I will cover off the 2026 financial year and the progress we have made against our strategy. I will then talk to the divisions and our stakeholders. Will Wright, our group CFO, will then take you through our financial results in more detail. Finally, I will return for our outlook, after which we will take questions. Before we get into the detail, let me give you a quick overview of the year as I see it. The end of financial year 2026 signified the end of the first stage of our turnaround. The first stage was the initial hard work to turn around this group, and we have now completed that. We have progressed with the portfolio simplification, we have made ROIC a discipline in our business.

Speaker #3: I'll then talk to the divisions and our stakeholders. We'll write up our group results in more detail, and finally, I'll return for our outlook, after which we will take questions.

Speaker #3: Before we get into the details, let me give you a quick overview of the year as I see it. The end of financial year '26 signifies the end of the first stage of our turnaround.

Speaker #3: The first stage was the initial hard work to turn around this group, and we have now completed that. We have progressed with the portfolio simplification, we have made ROIC a discipline in our business, we've put the focus on performance, and we've taken out a major first tranche of cost.

Andrew Reding: We have progressed with the portfolio simplification, we have made ROIC a discipline in our business. We have put the focus on performance, and we have taken out a major first tranche of cost. We have moved quickly and decisively, and we now have a fitter, leaner organization. The next stage is going to be about finding and proving up where growth comes from inside the core and continuing to pursue portfolio simplification opportunities. Turning to slide 5. There are five points I want to make sure I get across today. We have delivered a steady performance in a tough macro environment. We have executed well and progressed a strategy consistent with what we set out at our Investor Day last June. We have continued to strengthen the balance sheet, and net debt is now inside our target range.

Andrew Reding: We have put the focus on performance, and we have taken out a major first tranche of cost. We have moved quickly and decisively, and we now have a fitter, leaner organization. The next stage is going to be about finding and proving up where growth comes from inside the core and continuing to pursue portfolio simplification opportunities. Turning to slide 5. There are five points I want to make sure I get across today. We have delivered a steady performance in a tough macro environment. We have executed well and progressed a strategy consistent with what we set out at our Investor Day last June. We have continued to strengthen the balance sheet, and net debt is now inside our target range. Group ROIC has improved, although there is still more work to do on this. Operating cash flows were strong, albeit with some offsetting legacy project costs. Moving to slide 6.

Speaker #3: We have moved quickly and decisively, and we now have a fitter, leaner organization. The next stage is going to be about finding and proving up where growth comes from inside the core, and continuing to pursue portfolio simplification opportunities.

Speaker #3: Turning to slide five, there are five points I want to make sure I get across today. We have delivered a steady performance in a tough macro environment.

Speaker #3: We have executed well and progressed the strategy, consistent with what we set out at our investor day last June. We've continued to strengthen the balance sheet, and net debt is now inside our target range.

Speaker #3: Group ROIC has improved, although there is still more work to do on this. Operating cash flows were strong, albeit with some offsetting legacy project costs.

Andrew Reding: Group ROIC has improved, although there is still more work to do on this. Operating cash flows were strong, albeit with some offsetting legacy project costs. Moving to slide 6. There is no getting away from the fact this has been a challenging economic environment. Back at the start of this calendar year, we saw signs of the start of a recovery, but events in the Middle East have since caused a drop in economic momentum for both New Zealand and Australia. In the context of this backdrop, we have developed a respectable performance. Will is going to talk to the financials later, so I will just focus on three measures for now. Firstly, net earnings were NZD 228 million against a loss of NZD 419 million last year.

Speaker #3: Moving to slide six. There is no getting away from the fact that this has been a challenging economic environment. Back at the start of this calendar year, we saw signs of the start of a recovery.

Andrew Reding: There is no getting away from the fact this has been a challenging economic environment. Back at the start of this calendar year, we saw signs of the start of a recovery, but events in the Middle East have since caused a drop in economic momentum for both New Zealand and Australia. In the context of this backdrop, we have developed a respectable performance. Will is going to talk to the financials later, so I will just focus on three measures for now. Firstly, net earnings were NZD 228 million against a loss of NZD 419 million last year. This is our first positive earnings result since FY23, the lack of impairments being the main driver. Secondly, net debt was NZD 637 million, down from NZD 999 million, which puts us inside the NZD 400 million to NZD 900 million range we set at the investor day.

Speaker #3: But events in the Middle East have since caused a drop in economic momentum for both New Zealand and Australia. In the context of this backdrop, we have developed a respectable performance.

Speaker #3: Will is going to talk to the financials later, so I'll just focus on three measures for now. Firstly, net earnings were $228 million against a loss of $419 million last year.

Speaker #3: This is our first positive earnings result since financial year '23, the lack of impairments being the main driver. Secondly, net debt was $637 million, down from $999 million, which puts us inside the $400 to $900 million range we set at the investor day.

Andrew Reding: This is our first positive earnings result since FY23, the lack of impairments being the main driver. Secondly, net debt was NZD 637 million, down from NZD 999 million, which puts us inside the NZD 400 million to NZD 900 million range we set at the investor day. That came mostly from improved operating cash flows, property sales, and most importantly, divestments. Thirdly, ROIC, our core strategic measure, was 5.3% at the group level, 4.7% if you exclude land sales. We are just starting to head in the direction, but there is more to be done, and we have very clear plans to improve ROIC at each of our business units. Slide seven. At the investor day last June, we set out what we were going to do, and I will not go through every item on the page.

Speaker #3: That came mostly from improved operating cash flows, property sales, and most importantly, divestments. Thirdly, ROIC, our core strategic measure, was 5.3% at the group level, 4.7% if you exclude land sales.

Andrew Reding: That came mostly from improved operating cash flows, property sales, and most importantly, divestments. Thirdly, ROIC, our core strategic measure, was 5.3% at the group level, 4.7% if you exclude land sales. We are just starting to head in the direction, but there is more to be done, and we have very clear plans to improve ROIC at each of our business units. Slide seven. At the investor day last June, we set out what we were going to do, and I will not go through every item on the page. The portfolio work is well in train with the construction divestment completing sooner than our own expectations. The cost and structure work is well advanced. NZICC is handed over, and the roughly 15 remaining legacy projects are now provisioned.

Speaker #3: We're just starting to head in that direction, but there is more to be done. We have very clear plans to improve ROIC at each of our business units.

Speaker #3: Slide seven. At the investor day last June, we set out what we were going to do, and I won't go through every item on the page.

Speaker #3: The portfolio work is well in train, with a construction divestment completing sooner than our own expectations. The cost and structure work is well advanced.

Andrew Reding: The portfolio work is well in train with the construction divestment completing sooner than our own expectations. The cost and structure work is well advanced. NZICC is handed over, and the roughly 15 remaining legacy projects are now provisioned. Delivering an asset of the NZICC's quality, despite the setbacks and challenges along the way, while also getting our arms around the remaining retained legacy construction projects, has been a substantial undertaking. I am proud of what the team has achieved. No single item on this list has got us here, it is the aggregate of all of them. Clearly, the major initiative for the year was construction, and I do not think anyone should underestimate what coming out of that does for our ability to perform as a group.

Speaker #3: NZICC is handed over, and the roughly 15 remaining legacy projects are now provisioned. Delivering an asset to NZICC's quality, despite the setbacks and challenges along the way, while also getting our arms around the remaining retained legacy construction projects, has been a substantial undertaking.

Andrew Reding: Delivering an asset of the NZICC's quality, despite the setbacks and challenges along the way, while also getting our arms around the remaining retained legacy construction projects, has been a substantial undertaking. I am proud of what the team has achieved. No single item on this list has got us here, it is the aggregate of all of them. Clearly, the major initiative for the year was construction, and I do not think anyone should underestimate what coming out of that does for our ability to perform as a group. As well as the financial drain, construction was costing the whole organization a lot in time and attention. Monitoring its risk profile, managing their legacy projects, and negotiating settlements were significant distractions from our core divisions.

Speaker #3: I am proud of what the team has achieved. No single item on this list has got us here—it's the aggregate of all of them.

Speaker #3: Clearly, the major initiative of the year was construction. And I don't think anyone should underestimate what coming out of that does for our ability to perform as a group.

Speaker #3: As well as the financial drain, construction was costing the whole organization a lot in time and attention. Monitoring its risk profile, managing legacy projects, and negotiating settlements were significant distractions from our core divisions.

Andrew Reding: As well as the financial drain, construction was costing the whole organization a lot in time and attention. Monitoring its risk profile, managing their legacy projects, and negotiating settlements were significant distractions from our core divisions. I know you will have questions on residential and development, and what I can say is that we are working through the options to get the best outcome for shareholders. One more thing from the future column. It says further decentralized corporate functions. There is still more to do, but we are getting closer to an optimal balance. The reality is that some centralized corporate functions do carry real economies of scale, but I can assure you we are still running the ruler over everything.

Speaker #3: I know you'll have questions on residential and development, and what I can say is that we're working through the options to get the best outcome for shareholders.

Andrew Reding: I know you will have questions on residential and development, and what I can say is that we are working through the options to get the best outcome for shareholders. One more thing from the future column. It says further decentralized corporate functions. There is still more to do, but we are getting closer to an optimal balance. The reality is that some centralized corporate functions do carry real economies of scale, but I can assure you we are still running the ruler over everything. With respect to dividends, we will look to reset the dividend policy once we begin generating positive, sustainable free cash flow and balance sheet targets are met. Moving to slide eight with FY26 operational highlights. It has been a busy year with many highlights, so I am just going to pick out three. The first is Cavendish Drive.

Speaker #3: One more thing from the future column: it says, "Further decentralized corporate functions." There is still more to do, but we're getting closer to an optimal balance.

Speaker #3: The reality is that some centralized corporate functions do carry real economies of scale. But I can assure you, we are still running the ruler over everything.

Speaker #3: With respect to dividends, we will look to reset the dividend policy once we begin generating positive, sustainable free cash flow and balance sheet targets are met.

Andrew Reding: With respect to dividends, we will look to reset the dividend policy once we begin generating positive, sustainable free cash flow and balance sheet targets are met. Moving to slide eight with FY26 operational highlights. It has been a busy year with many highlights, so I am just going to pick out three. The first is Cavendish Drive. Our new frame and truss plant in Auckland is now operational, and it gives us technology no one else has in the New Zealand market. We had been selling frame and truss below cost, so every extra unit we sold made the problem worse. The Cavendish Drive plant changes that. The second is The Urban Quarry, our network of metro collection sites for dealing with demolition waste.

Speaker #3: Moving to slide eight with financial year '26 operational highlights. It's been a busy year with many highlights, so I'm just going to pick out three.

Speaker #3: The first is Cavendish Drive. Our new frame and truss plant in Auckland is now operational, and it gives us technology no one else has in the New Zealand market.

Andrew Reding: Our new frame and truss plant in Auckland is now operational, and it gives us technology no one else has in the New Zealand market. We had been selling frame and truss below cost, so every extra unit we sold made the problem worse. The Cavendish Drive plant changes that. The second is The Urban Quarry, our network of metro collection sites for dealing with demolition waste. We opened a new site at Tamahere during the year with tonnage up 28% and clean fill up 35%. This is the start of a real position in the circular economy, and it springboards off the capability that Golden Bay Cement already has in firing alternative fuels. Third is Laminex Australia, where disciplined structural cost-down and site rationalization have improved earnings quality and positioned the business for margin and ROIC uplift. Slide 10, divisional performance.

Speaker #3: We had been selling frame and truss below cost, so every extra unit we sold made the problem worse. The Cavendish Drive plant changes that.

Speaker #3: The second is the Urban Quarry—our network of metro collection sites for dealing with demolition waste. We opened a new site at Tamahere during the year, with tonnage up 28% and clean fill up 35%.

Andrew Reding: We opened a new site at Tamahere during the year with tonnage up 28% and clean fill up 35%. This is the start of a real position in the circular economy, and it springboards off the capability that Golden Bay Cement already has in firing alternative fuels. Third is Laminex Australia, where disciplined structural cost-down and site rationalization have improved earnings quality and positioned the business for margin and ROIC uplift. Slide 10, divisional performance. Given the challenging macro environment, this was a robust performance by our manufacturing divisions. Whilst these divisions performed well, the amount of red arrows highlights that more work needs to be done across the wider portfolio, especially on returns. I'll be covering the divisions individually over the next few slides. Moving to slide 11. In our Light Building Products division, earnings grew 22%.

Speaker #3: This is the start of a real position in the circular economy, and it builds off the capability that Golden Bay Cement already has in firing alternative fuels.

Speaker #3: Third is Laminex Australia, where disciplined structural cost-out and site rationalization have improved earnings quality and positioned the business for margin and ROIC uplift.

Speaker #3: Slide 10, divisional performance. Given the challenging macro environment, this was a robust performance by our manufacturing divisions. Whilst these divisions performed well, the amount of red arrows highlights that more work needs to be done across the wider portfolio, especially on returns.

Andrew Reding: Given the challenging macro environment, this was a robust performance by our manufacturing divisions. Whilst these divisions performed well, the amount of red arrows highlights that more work needs to be done across the wider portfolio, especially on returns. I'll be covering the divisions individually over the next few slides. Moving to slide 11. In our Light Building Products division, earnings grew 22%. Additions and alterations volume and activity in the rural sector offset weaker residential construction activity in the North Island, while the South Island and Australia performed relatively well. Winstone Wallboards grew volumes 4% on strong South Island demand, again delivering double-digit returns. While we generally had continued volume recovery across multiple businesses in the second half of the year, I wanted to call out Waipapa Pine volumes. Please refer to the chart on the right and the line in light green.

Speaker #3: I'll be covering the divisions individually over the next few slides. Moving to slide 11. In our Light Building Products division, earnings grew 22%. Additions and alterations volume and activity in the rural sector offset weaker residential construction activity in the North Island, while the South Island and Australia performed relatively well.

Andrew Reding: Additions and alterations volume and activity in the rural sector offset weaker residential construction activity in the North Island, while the South Island and Australia performed relatively well. Winstone Wallboards grew volumes 4% on strong South Island demand, again delivering double-digit returns. While we generally had continued volume recovery across multiple businesses in the second half of the year, I wanted to call out Waipapa Pine volumes. Please refer to the chart on the right and the line in light green. This is an example of a business that's benefited from our wider portfolio leverage. PlaceMakers has been able to take in a greater volume of product, which illustrates the type of synergies we can create internally owing to our critical mass in the markets in which we operate.

Speaker #3: New Zealand War Boards grew volumes 4% on strong South Island demand again delivering double digit returns. While we generally had continued volume recovery across multiple businesses in the second half of the year, I wanted to call out Waipapā Pine volumes please refer to the chart on the right and the light and the line in light green.

Speaker #3: This is an example of a business that's benefited from our wider portfolio leverage. PlaceMakers have been able to take in a greater volume of product, which illustrates the type of synergies we can create internally owing to our critical mass in the markets in which we operate.

Andrew Reding: This is an example of a business that's benefited from our wider portfolio leverage. PlaceMakers has been able to take in a greater volume of product, which illustrates the type of synergies we can create internally owing to our critical mass in the markets in which we operate. Our insulation businesses have performed well with Fletcher Insulation in Australia reaching a double-digit ROIC. Slide 12, Heavy Building Materials. Heavy Building Materials also experienced earning growth of 8% versus the prior year. Winstone Aggregates had a material improvement in the second half, generating a double-digit ROIC driven by increased project activity and market share growth at The Urban Quarry, which I mentioned before. Firth continued to concentrate on long-term customer relationships. Lower input energy costs improved earnings while a 12-month volume average, shown as a solid gray line, grew in the last quarter.

Speaker #3: Our Insulation businesses have performed well, with Fletcher Insulation in Australia reaching a double-digit ROIC. Slide 12, Heavy Building Materials. Heavy Building Materials also experienced earnings growth of 8% versus the prior year.

Andrew Reding: Our insulation businesses have performed well with Fletcher Insulation in Australia reaching a double-digit ROIC. Slide 12, Heavy Building Materials. Heavy Building Materials also experienced earning growth of 8% versus the prior year. Winstone Aggregates had a material improvement in the second half, generating a double-digit ROIC driven by increased project activity and market share growth at The Urban Quarry, which I mentioned before. Firth continued to concentrate on long-term customer relationships. Lower input energy costs improved earnings while a 12-month volume average, shown as a solid gray line, grew in the last quarter. The in-quarter growth on a non-trailing average basis was comparable to the wider reported market stats by Stats NZ. However, we know that the concrete piling market, which we take a large share in Auckland, has seen delays.

Speaker #3: Winston Aggregates had a material improvement in the second half, generating a double-digit ROIC. This was driven by increased project activity and market share growth at the Urban Quarry, which I mentioned before.

Speaker #3: Firth continued to concentrate on long-term customer relationships. Lower input energy costs improved earnings, while a 12-month volume average—shown as a solid gray line—grew in the last quarter.

Speaker #3: The in-quarter growth, on a non-trailing average basis, was comparable to the wider reported market stats by Stats New Zealand. However, we know that the concrete piling market, in which we take a large share in Auckland, has seen delays.

Andrew Reding: The in-quarter growth on a non-trailing average basis was comparable to the wider reported market stats by Stats NZ. However, we know that the concrete piling market, which we take a large share in Auckland, has seen delays. Moving to slide 13 on distribution. Distribution performance improved materially in the second half of the year, returning to profitability with PlaceMakers regaining lost share. In the first half of the year, we spoke about needing to improve our operational efficiency and capability in our frame and truss operations, and we now have it with our new operation at Cavendish Drive. The new plant will help serve the Auckland market, possessing technology uniquely available to Fletcher Building in New Zealand.

Speaker #3: Moving to slide 13 on distribution. Distribution performance improved materially in the second half of the year, returning to profitability, with Placemakers regaining lost share.

Andrew Reding: Moving to slide 13 on distribution. Distribution performance improved materially in the second half of the year, returning to profitability with PlaceMakers regaining lost share. In the first half of the year, we spoke about needing to improve our operational efficiency and capability in our frame and truss operations, and we now have it with our new operation at Cavendish Drive. The new plant will help serve the Auckland market, possessing technology uniquely available to Fletcher Building in New Zealand. With a lift in frame and truss volumes, it is estimated that every NZD 1 of frame and truss sales will be converted on average into NZD 4.20 of higher margin balance of house sales.

Speaker #3: In the first half of the year, we spoke about needing to improve our operational efficiency and capability in our frame and truss operations, and we now have it with our new operation at Cavendish Drive.

Speaker #3: The new plant will help serve the Auckland market, possessing technology uniquely available to Fletcher Building in New Zealand. With a list in frame and truss volumes, it is estimated that every dollar of frame and truss sales will be converted, on average, into $4.20 of higher-margin balance of house sales.

Andrew Reding: With a lift in frame and truss volumes, it is estimated that every NZD 1 of frame and truss sales will be converted on average into NZD 4.20 of higher margin balance of house sales. Going forwards, the structural cost of the division will benefit from both labor productivity improvement from the new plant as well as a flatter organizational structure. A further lever for growth is our regional joint venture branch model, which we have reestablished this year, commencing with four branches in Southland. To slide 14, resi and development. Turning to our residential development division, the market in Auckland remains subdued, with elevated inventories and pricing pressures, while Canterbury remained resilient, which is all in line with what we are seeing with the rest of the portfolio. Development mix transitioned during the year, influencing volume and margin.

Speaker #3: Going forward, the structural cost of the division will benefit from both labor productivity improvement from the new plant, as well as a flatter organizational structure.

Andrew Reding: Going forwards, the structural cost of the division will benefit from both labor productivity improvement from the new plant as well as a flatter organizational structure. A further lever for growth is our regional joint venture branch model, which we have reestablished this year, commencing with four branches in Southland. To slide 14, resi and development. Turning to our residential development division, the market in Auckland remains subdued, with elevated inventories and pricing pressures, while Canterbury remained resilient, which is all in line with what we are seeing with the rest of the portfolio. Development mix transitioned during the year, influencing volume and margin. I will note there were no new land commitments entered into during the year, and all land payments related to prior commitments.

Speaker #3: A further lever for growth is our regional joint venture branch model, which we've re-established this year, commencing with four branches in Southland. Slide 14, resin development.

Speaker #3: Turning to our Residential Development division, the market in Auckland remains subdued with elevated inventories and pricing pressures, while Canterbury remains resilient. This is all in line with what we're seeing across the rest of the portfolio.

Speaker #3: The development mix transitioned during the year, influencing both volume and margin. I will note there were no new land commitments entered into during the year, and all land payments related to prior commitments.

Andrew Reding: I will note there were no new land commitments entered into during the year, and all land payments related to prior commitments. Next, let me talk about our stakeholders. Our success depends on our people, our customers, our communities, and our shareholders. Moving to slide 16. Before discussing anything else, I want to acknowledge the tragic loss of Max, a team member who passed away following a crane incident in Whangarei last July. Although our TRIFR of 3.7 is very credible, the loss of Max is totally unacceptable and reinforces the scale of commitment to safety required across the entire organization. We reviewed all 339 of our locations across Australia and New Zealand as part of our ongoing focus on improving our safety performance. Moving forwards, we are conducting a further safety system review and refreshing our protect framework for leaders in the business. Slide 17.

Speaker #3: Next, let me talk about our stakeholders. Our success depends on our people, our customers, our communities, and our shareholders. Moving to slide 16. Before discussing anything else, I want to acknowledge the tragic loss of Max.

Andrew Reding: Next, let me talk about our stakeholders. Our success depends on our people, our customers, our communities, and our shareholders. Moving to slide 16. Before discussing anything else, I want to acknowledge the tragic loss of Max, a team member who passed away following a crane incident in Whangarei last July. Although our TRIFR of 3.7 is very credible, the loss of Max is totally unacceptable and reinforces the scale of commitment to safety required across the entire organization. We reviewed all 339 of our locations across Australia and New Zealand as part of our ongoing focus on improving our safety performance. Moving forwards, we are conducting a further safety system review and refreshing our protect framework for leaders in the business.

Speaker #3: A team member who passed away following a crane incident in Vanuatu last July. Although our peripheral of 3.7 is very credible, the loss of Max is totally unacceptable.

Speaker #3: And reinforcing the scale of commitment to safety required across the entire organization. We reviewed all 339 of our locations across Australia and New Zealand as part of our ongoing focus on improving our safety performance, and moving forward we're conducting a further safety system review and refreshing our Protect framework for leaders in the business.

Speaker #3: Slide 17. There's no doubt the most important part of our organization is our people. You cannot operate a decentralized structure without a capable leadership team and general manager cohort.

Andrew Reding: Slide 17. There is no doubt the most important part of our organization is our people. You cannot operate a decentralized structure without a capable leadership team and general manager cohort. We have spent a lot of time and focus on our leaders, and their eNPS score is a world-leading 59. I also wanted to mention the secret weapon that is our employee education fund, which due to its external funding, enables us to invest in training and performance of our colleagues independent of the organization's financial performance. Thirdly, I want to acknowledge just how much positive change I have seen coming back to the organization after my years away. We are now more diverse than ever with active support for pride, reconciliation in Australia, and women making up around 24% of all leadership roles in the company.

Andrew Reding: There is no doubt the most important part of our organization is our people. You cannot operate a decentralized structure without a capable leadership team and general manager cohort. We have spent a lot of time and focus on our leaders, and their eNPS score is a world-leading 59. I also wanted to mention the secret weapon that is our employee education fund, which due to its external funding, enables us to invest in training and performance of our colleagues independent of the organization's financial performance. Thirdly, I want to acknowledge just how much positive change I have seen coming back to the organization after my years away. We are now more diverse than ever with active support for pride, reconciliation in Australia, and women making up around 24% of all leadership roles in the company. Slide 18. Our people also reflect the communities we operate in.

Speaker #3: We have spent a lot of time and focus on our leaders, and their ENPS score is a world-leading 59. I also wanted to mention the secret weapon that is our employee education fund, which, due to its external funding, enables us to invest in training and performance of our colleagues independent of the organization's financial performance.

Speaker #3: And thirdly, I want to acknowledge just how much positive change I've seen coming back to the organization after my years away. We are now more diverse than ever, with active support for Pride, reconciliation in Australia, and women making up around 24% of all leadership roles in the company.

Speaker #3: Slide 18. Our people also reflect the communities we operate in. We have a role to play in both New Zealand and Australian societies, and we try to do our bit to make a positive impact.

Andrew Reding: Slide 18. Our people also reflect the communities we operate in. We have a role to play in both New Zealand and Australian societies, and we try to do our bit to make a positive impact. On the page, you will see just a small example of the good work our teams are doing across our many locations. From supporting children living with critical illnesses, to helping sports clubs raise roofs, to providing support to communities experiencing food insecurity. To slide 19, our customers. On top of our community work, we are proud of the relationships we forge with our customers and the products we bring to help build the future in New Zealand and Australia. Again, this is just a small example of our latest projects spanning a huge range of work.

Andrew Reding: We have a role to play in both New Zealand and Australian societies, and we try to do our bit to make a positive impact. On the page, you will see just a small example of the good work our teams are doing across our many locations. From supporting children living with critical illnesses, to helping sports clubs raise roofs, to providing support to communities experiencing food insecurity. To slide 19, our customers. On top of our community work, we are proud of the relationships we forge with our customers and the products we bring to help build the future in New Zealand and Australia. Again, this is just a small example of our latest projects spanning a huge range of work, from pouring concrete for renewable wind farms to laying down the building blocks critical to water infrastructure. Moving to slide 20.

Speaker #3: On the page, you'll see just a small example of the good work our teams are doing across our many locations—from supporting children living with critical illnesses, to helping sports clubs raise roofs, to providing support to communities experiencing food insecurity.

Speaker #3: And slide 19, our customers. On top of our community work, we are proud of the relationships we've forged with our customers and the products we bring to help build the future in New Zealand and Australia.

Speaker #3: Again, this is just a small example of our latest projects, spanning a huge range of work—from pouring concrete for renewable wind farms to laying down the building blocks critical to water infrastructure.

Andrew Reding: From pouring concrete for renewable wind farms to laying down the building blocks critical to water infrastructure. Moving to slide 20. We continue to be committed to our environmental targets. It is just good business, and 76% of our revenue comes from sustainably certified products. Golden Bay Cement is among the top quartile of low carbon cement producers globally and received the Carbon Reduction Award from the Concrete New Zealand Conference Awards in 2025. As previously mentioned, other initiatives such as The Urban Quarry are great examples of our circular economy ambitions. I will now pass on to Will Wright, who will cover our financial performance.

Speaker #3: Moving to slide 20. We continue to be committed to our environmental targets—it's just good business. And 76% of our revenue comes from sustainably certified products.

Andrew Reding: We continue to be committed to our environmental targets. It is just good business, and 76% of our revenue comes from sustainably certified products. Golden Bay Cement is among the top quartile of low carbon cement producers globally and received the Carbon Reduction Award from the Concrete New Zealand Conference Awards in 2025. As previously mentioned, other initiatives such as The Urban Quarry are great examples of our circular economy ambitions. I will now pass on to Will Wright, who will cover our financial performance.

Speaker #3: Golden Bay Cement is among the top quartile of low-carbon cement producers globally and received the Carbon Reduction Award from the Concrete New Zealand Conference Awards in 2025.

Speaker #3: As previously mentioned, other initiatives such as the Urban Quarry are great examples of our circular economy ambitions. I will now pass on to Will Wright, who will cover our financial performance.

Speaker #2: Thank you, Andrew. And good morning, everyone. At a high level, FY26 was a year of meaningful progress for Fletcher Building. Market conditions across New Zealand and Australia remained challenging, but the group delivered a stable financial result, materially improved cash generation, and continued to simplify the portfolio.

Will Wright: Thank you, Andrew, and good morning, everyone. At a high level, FY26 was a year of meaningful progress for Fletcher Building. Market conditions across New Zealand and Australia remained challenging, but the group delivered a stable financial result, materially improved cash generation, and continued to simplify the portfolio. Turning to slide 22, the income statement. Revenue from continuing operations increased 7.3% to just under NZD 6 billion, reflecting improved volumes across the core manufacturing and distribution divisions. EBIT before significant items increased by NZD 85 million to NZD 414 million, with the core manufacturing and distribution divisions contributing NZD 46 million of earnings improvement year on year. Excluding pre-announced property sales, EBIT for the year was NZD 362 million and 11% improvement on FY25. Pleasingly, all continuing operations businesses were profitable on an EBIT basis in the second half.

Speaker #2: Turning to slide 22, the income statement: revenue from continuing operations increased 7.3% to just under $6 billion, reflecting improved volumes across the core manufacturing and distribution divisions.

Speaker #2: EBIT before significant items increased by $85 million to $414 million, with the core manufacturing and distribution divisions contributing $46 million of earnings improvement year on year.

Speaker #2: Excluding pre-announced property sales, EBIT for the year was $362 million, an 11% improvement on FY25. Pleasingly, all continuing operations businesses were profitable on an EBIT basis in the second half.

Speaker #2: Thirteen of our nineteen core business units improved ROIC compared with FY25, and Winstone Wallboards, Fletcher Insulation, Winstone Aggregates, and Calicote all achieved double-digit ROIC.

Will Wright: 13 of our 19 core business units improved ROIC compared with FY25, and Winstone Wallboards, Fletcher Insulation, Winstone Aggregates, and Colorsteel all achieved double-digit ROIC. At a group level, however, returns remain below acceptable levels. Earnings per share were positive at 21.2 cents, the first positive EPS result since FY23. Now turning to slide 23, discontinued operations. These results primarily reflect the construction division, reinforcing and wire, and Vivid Living, all of which have been presented separately to provide a clearer view of the continuing group. The most significant event was the sale of the construction business, which completed on 29 May. Residual legacy vertical construction liabilities remain within the discontinued operations as we complete the wind down. The reinforcing and wire transaction is expected to complete within the first quarter of FY27, and the Vivid Living divestment process continues.

Speaker #2: At a group level, however, returns remain below acceptable levels. Earnings per share were positive at 21.2 cents—the first positive EPS result since FY23.

Speaker #2: Now turning to slide 23, discontinued operations. These results primarily reflect the Construction division, Reinforcing and Wire, and Vivid Living, all of which have been presented separately to provide a clearer view of the continuing group.

Speaker #2: The most significant event was the sale of the construction business, which completed on the 29th of May. Residual legacy vertical construction liabilities remain within the continued operations as we complete the wind-down.

Speaker #2: The reinforcing and wire transaction is expected to complete within the first quarter of FY27, and the Vivid Living divestment process continues. Overall, these actions simplify Fletcher Building and improve the quality of future earnings and cash flows.

Will Wright: Overall, these actions simplify Fletcher Building and improve the quality of future earnings and cash flows. Turning to slide 24. Total group significant items were NZD 40 million. These include Iplex Western Australian pipes legal costs, the previously announced Cheltenham and Monkland property exits, Silicosis related claims, Taupō OSB transition costs, and the remaining Winstone Wallboards property rationalization costs. Corporate significant items included divestment costs and residual surplus SAP licenses. These costs are largely associated with legacy matters, portfolio actions, or investments required to position the business for future performance. In FY27, it is proposed that the group moves towards an IFRS 18 compliant P&L, and therefore will no longer have significant items as a category of expense. Slide 25 shows the primary drivers of year-on-year movement in EBIT. Improved market volumes contributed NZD 75 million, and pricing added a further NZD 13 million.

Speaker #2: Turning to slide 24, total group significant items were $40 million. These include IFLEX Western Australian pipe legal costs, the previously announced Cheltenham and Monclan property exits, silicosis-related claims, Taupo OSB transition costs, and the remaining Winstone Wallboards property rationalization costs.

Speaker #2: Corporate significant items included divestment costs and residual surplus SAP licenses. These costs are largely associated with legacy matters, portfolio actions, or investments required to position the business for future performance.

Speaker #2: In FY27, it is proposed that the group move towards an IFRS 18-compliant P&L and therefore will no longer have significant items as a category of expense.

Speaker #2: Slide 25 shows the primary drivers of year-on-year movement in EBIT. Improved market volumes contributed $75 million, and pricing added a further $13 million.

Will Wright: Improved market volumes contributed NZD 75 million, and pricing added a further NZD 13 million. These benefits reflect improved A&A volumes in our core and market share gains in select categories, as well as continued commercial discipline. The gains were partially offset by lower residential earnings and the net overhead cost inflation. Land sales contributed an additional NZD 49 million year on year, reflecting active management of the property portfolio and our focus on releasing capital where appropriate. Turning now to slide 26, the balance sheet. Investment capital reduced to NZD 5.5 billion from NZD 5.8 billion a year ago. This reflects continued portfolio simplification, lower lease assets and liabilities, and disciplined capital deployment. Inventory reduced by approximately NZD 75 million, and debtors were also lower, reflecting a strong focus on working capital management across the business.

Speaker #2: These benefits reflect improved ANA volumes in our core and market share gains in select categories, as well as continued commercial discipline. The gains were partially offset by lower residential earnings and net overhead cost inflation.

Will Wright: These benefits reflect improved A&A volumes in our core and market share gains in select categories, as well as continued commercial discipline. The gains were partially offset by lower residential earnings and the net overhead cost inflation. Land sales contributed an additional NZD 49 million year on year, reflecting active management of the property portfolio and our focus on releasing capital where appropriate. Turning now to slide 26, the balance sheet. Investment capital reduced to NZD 5.5 billion from NZD 5.8 billion a year ago. This reflects continued portfolio simplification, lower lease assets and liabilities, and disciplined capital deployment. Inventory reduced by approximately NZD 75 million, and debtors were also lower, reflecting a strong focus on working capital management across the business. Residential and development invested capital increased as we settled previously committed land purchases and joint venture profit share arrangements. This was largely offset by lower build and land stock on hand.

Speaker #2: Land sales contributed an additional $49 million year-on-year, reflecting active management of the property portfolio and our focus on releasing capital where appropriate. Turning now to slide 26, the balance sheet.

Speaker #2: Investment capital reduced to $5.5 billion from $5.8 billion a year ago. This reflects continued portfolio simplification, lower lease assets and liabilities, and disciplined capital deployment.

Speaker #2: Inventory reduced by approximately $75 million, and debtors were also lower, reflecting a strong focus on working capital management across the business. Residential and development investment invested capital increased as we settled previously committed land purchases and joint venture profit share arrangements.

Will Wright: Residential and development invested capital increased as we settled previously committed land purchases and joint venture profit share arrangements. This was largely offset by lower build and land stock on hand. Previously contracted land settlement payments were NZD 236 million in FY26. Going forward, settlements are expected to be NZD 110 million in FY27, of which NZD 75 million will be in the H1 and NZD 37 million in FY28. Turning to slide 27, cash flows. Net cash from operating activities increased to NZD 715 million, up from NZD 214 million in the prior year. This improvement reflected stronger earnings across the core manufacturing and distribution divisions, increased proceeds from surplus land sales, and materially lower cash outflows associated with legacy projects. Normalized operating cash flows were NZD 707 million.

Speaker #2: This was largely offset by lower build and land stock on hand. Previously contracted land settlement payments were $236 million in FY26. Going forward, settlements are expected to be $110 million in FY27, of which $75 million will be in the first half, and $37 million in FY28.

Will Wright: Previously contracted land settlement payments were NZD 236 million in FY26. Going forward, settlements are expected to be NZD 110 million in FY27, of which NZD 75 million will be in the H1 and NZD 37 million in FY28. Turning to slide 27, cash flows. Net cash from operating activities increased to NZD 715 million, up from NZD 214 million in the prior year. This improvement reflected stronger earnings across the core manufacturing and distribution divisions, increased proceeds from surplus land sales, and materially lower cash outflows associated with legacy projects. Normalized operating cash flows were NZD 707 million. This excludes NZD 64 million of inflows from discontinued operations and NZD 56 million of outflows relating to legacy matters. Funding costs were lower year on year, and net debt was reduced from NZD 999 million to NZD 637 million. We are converting earnings into cash more effectively, and the portfolio actions taken in FY26 have materially improved financial flexibility.

Speaker #2: Turning to slide 27, cash flows. Net cash from operating activities increased to $715 million, up from $214 million in the prior year.

Speaker #2: This improvement reflected stronger earnings across the core manufacturing and distribution divisions, increased proceeds from surplus land sales, and materially lower cash outflows associated with legacy projects.

Speaker #2: Normalized operating cash flows were $707 million. This excludes $64 million of inflows from discontinued operations and $56 million of outflows relating to legacy matters.

Will Wright: This excludes NZD 64 million of inflows from discontinued operations and NZD 56 million of outflows relating to legacy matters. Funding costs were lower year on year, and net debt was reduced from NZD 999 million to NZD 637 million. We are converting earnings into cash more effectively, and the portfolio actions taken in FY26 have materially improved financial flexibility. Moving to slide 28 in central costs. Reducing central costs has been a major focus over the last 18 months. Technology costs reduced by 20% on a continuing basis, driven by more efficient use of licenses, lower project spends, and the simplification of the technology operating model. Corporate costs before recharges reduced by 21% as we simplify the way we run the business and pushed greater accountability into the divisions.

Speaker #2: Funding costs were lower year-on-year, and net debt was reduced from $999 million to $637 million. We are converting earnings into cash more effectively, and the portfolio actions taken in FY26 have materially improved financial flexibility.

Speaker #2: Moving to slide 28 on central costs. Reducing central costs has been a major focus over the last 18 months. Technology costs have been reduced by 20% on a continuing basis, driven by more efficient use of licenses, lower project spend, and the simplification of the technology operating model.

Will Wright: Moving to slide 28 in central costs. Reducing central costs has been a major focus over the last 18 months. Technology costs reduced by 20% on a continuing basis, driven by more efficient use of licenses, lower project spends, and the simplification of the technology operating model. Corporate costs before recharges reduced by 21% as we simplify the way we run the business and pushed greater accountability into the divisions. The objective is not simply to take cost out, but to make Fletcher Building faster, more accountable, and simpler to manage. Turning to capital expenditure on slide 29. Capital expenditure came in below guidance at NZD 288 million in FY26. Excluding OSB and divested operations, capital expenditure was NZD 138 million. Investment in quarry consenting and stripping was NZD 24 million. This was lower than previously indicated due to the timing of quarry land settlements.

Speaker #2: Corporate costs before recharges reduced by 21% as we simplify the way we run the business and push greater accountability into the divisions. The objective is not simply to take cost out, but to make Fletcher Building faster, more accountable, and simpler to manage.

Will Wright: The objective is not simply to take cost out, but to make Fletcher Building faster, more accountable, and simpler to manage. Turning to capital expenditure on slide 29. Capital expenditure came in below guidance at NZD 288 million in FY26. Excluding OSB and divested operations, capital expenditure was NZD 138 million. Investment in quarry consenting and stripping was NZD 24 million. This was lower than previously indicated due to the timing of quarry land settlements. Looking forward to FY27, capital expenditure is expected to step down materially to approximately NZD 170 million, including around NZD 40 million for OSB, plus around NZD 30 million of stripping and quarry land acquisitions. This reflects a shift towards a more disciplined, cash-focused business. Turning to funding and liquidity. We have made substantial progress simplifying the group's capital structure and improving financial flexibility.

Speaker #2: Turning to capital expenditure on slide 29. Capital expenditure came in below guidance at $288 million in FY26. Excluding OSB and divested operations, capital expenditure was $138 million.

Speaker #2: Investment in quarry consenting and stripping was $24 million. This was lower than previously indicated due to the timing of quarry land settlements. Looking forward to FY27, capital expenditure is expected to step down materially to approximately $170 million, including around $40 million for OSB and around $30 million of stripping and quarry land acquisitions.

Will Wright: Looking forward to FY27, capital expenditure is expected to step down materially to approximately NZD 170 million, including around NZD 40 million for OSB, plus around NZD 30 million of stripping and quarry land acquisitions. This reflects a shift towards a more disciplined, cash-focused business. Turning to funding and liquidity. We have made substantial progress simplifying the group's capital structure and improving financial flexibility. Whilst 2028 maturities remain elevated, this reflects the transitional nature of the capital structure. We are currently finalizing a refinance and the post refinance weighted average maturity will increase from 1.6 years to 2.6 years. Finally, turning to the net debt bridge. Net debt now sits in the middle of the target range at NZD 637 million. Inflows from divestments of construction division and property sales were partially offset by capital expenditure, lease payments, funding costs, and working capital investment in resi and development.

Speaker #2: This reflects a shift towards a more disciplined, cash-focused business. Turning to funding and liquidity, we've made substantial progress simplifying the group's capital structure and improving financial flexibility.

Speaker #2: While 2028 maturities remain elevated, this reflects the transitional nature of the capital structure. We're currently finalizing a refinance, and the post-refinance weighted average maturity will increase from 1.6 years to 2.6 years.

Will Wright: Whilst 2028 maturities remain elevated, this reflects the transitional nature of the capital structure. We are currently finalizing a refinance and the post refinance weighted average maturity will increase from 1.6 years to 2.6 years. Finally, turning to the net debt bridge. Net debt now sits in the middle of the target range at NZD 637 million. Inflows from divestments of construction division and property sales were partially offset by capital expenditure, lease payments, funding costs, and working capital investment in resi and development. Importantly, the reduction in net debt was achieved while completing major capital projects. As these become operational and CapEx reduces, we expect stronger free cash flows over time. In summary, FY26 delivered improved earnings, stronger operating cash flow, and lower net debt.

Speaker #2: Finally, turning to the net debt bridge. Net debt now sits in the middle of the target range at $637 million. Inflows from divestments of the Construction division and property sales were partially offset by capital expenditure, lease payments, funding costs, and working capital investment in Resi and Development.

Speaker #2: Importantly, the reduction in net debt was achieved while completing major capital projects. As these become operational and capex reduces, we expect stronger free cash flows over time.

Will Wright: Importantly, the reduction in net debt was achieved while completing major capital projects. As these become operational and CapEx reduces, we expect stronger free cash flows over time. In summary, FY26 delivered improved earnings, stronger operating cash flow, and lower net debt. We are not yet producing adequate returns, but the group is now in a stronger position with lower risk, better financial flexibility, and clearer accountability for capital allocation. I will now hand back to Andrew to discuss the outlook and priorities for 2027.

Speaker #2: In summary, FY26 delivered improved earnings, stronger operating cash flow, and lower net debt. We are not yet producing adequate recurrent returns, but the group is now in a stronger position with lower risk, better financial flexibility, and clearer accountability for capital allocation.

Will Wright: We are not yet producing adequate returns, but the group is now in a stronger position with lower risk, better financial flexibility, and clearer accountability for capital allocation. I will now hand back to Andrew to discuss the outlook and priorities for 2027.

Speaker #2: I'll now hand back to Andrew to discuss the outlook and priorities for '27.

Speaker #3: Thanks, Joel. As Will mentioned, we have a robust balance sheet to navigate whatever is in front of us. Let me now turn to what we are seeing in our markets.

Andrew Reding: Thanks, Will. As Will mentioned, we have a robust balance sheet to navigate whatever is in front of us. Let me now turn to what we are seeing in our markets. Slide 33 splits by what we are seeing by market. There is detail there for you to read, so let me just give you the shape of it. I will start with New Zealand. Firstly, residential. Consents are back above 40,000 for the first time since 2023, and our volumes have lifted through the H2. The interesting part is that these consents are not converting into activity the way they normally would. Our read is that uncertainty is causing people to hold off already consented projects, given high inventory levels rather than start them. That said, additions and alterations activity is providing a welcome offset and remains strong. Meanwhile, commercial remains weak. Not much change there.

Speaker #3: Slide 33 splits what we are seeing by market. There is detail there for you to read, so let me just give you the shape of it.

Speaker #3: I'll start with New Zealand, firstly residential. Consents are back above 40,000 for the first time since 2023, and our volumes have lifted through the second half.

Speaker #3: The interesting part is that these consents are not converting into activity the way they normally would. Our read is that uncertainty is causing people to hold off on already consented projects, given high inventory levels, rather than start them.

Speaker #3: That said, additions and alterations of activity are providing a welcome offset and remain strong. Meanwhile, commercial remains weak, with not much change there. And infrastructure is the offset, with it just starting to bubble.

Andrew Reding: Meanwhile, commercial remains weak. Not much change there. Infrastructure is the offset with it just starting to bubble. Major roading and social infrastructure work is continuing. For example, the second Ashburton Bridge, the Hawke's Bay Bridge program, Northern Corridor, River Link, Ōtaki to North of Levin, and hospitals at Whangarei, Nelson, and Dunedin. For Australia, population growth and underlying housing demand are supportive. Interest rates and affordability are not. Also, the picture varies more than usual by state. Renovation activity, however, appears more robust, mirroring what we are seeing in New Zealand. Meanwhile, commercial construction in Australia is supported by health, education, and data center demand concentrated in New South Wales and Victoria. This is partly offset by a contraction in office retail and industrial projects. In terms of infrastructure, there is a strong pipeline, including the 2032 Brisbane Olympics.

Andrew Reding: Infrastructure is the offset with it just starting to bubble. Major roading and social infrastructure work is continuing. For example, the second Ashburton Bridge, the Hawke's Bay Bridge program, Northern Corridor, River Link, Ōtaki to North of Levin, and hospitals at Whangarei, Nelson, and Dunedin. For Australia, population growth and underlying housing demand are supportive. Interest rates and affordability are not. Also, the picture varies more than usual by state. Renovation activity, however, appears more robust, mirroring what we are seeing in New Zealand. Meanwhile, commercial construction in Australia is supported by health, education, and data center demand concentrated in New South Wales and Victoria. This is partly offset by a contraction in office retail and industrial projects. In terms of infrastructure, there is a strong pipeline, including the 2032 Brisbane Olympics. Growth is also expected to be concentrated in energy transmission, water, and social infrastructure.

Speaker #3: Major roading and social infrastructure work is continuing, for example, the second Ashburton Bridge, the Hawke's Bay Bridge program, Northern Corridor, Riverlink, Ōtaki to North Levin, and hospitals at Whangārei, Nelson, and Dunedin.

Speaker #3: For Australia, population growth and underlying housing demand are supportive. Interest rates and affordability are not. Also, the picture varies more than usual by state.

Speaker #3: Renovation activity, however, appears more robust, mirroring what we're seeing in New Zealand. Meanwhile, commercial construction in Australia is supported by health, education, and data center demand, concentrated in New South Wales and Victoria. This is partly offset by a contraction in office, retail, and industrial projects.

Speaker #3: And in terms of infrastructure, there is a strong pipeline, including the 2032 Brisbane Olympics. Growth is also expected to be concentrated in energy transmission, water, and social infrastructure.

Andrew Reding: Growth is also expected to be concentrated in energy transmission, water, and social infrastructure. With regard to infrastructure in both countries, I will point out that our exposure to this sector is smaller than both the residential and commercial sectors. The point I would leave you with is this. The reason the last few years have been so hard is that residential, commercial, and infrastructure all came down at the same time in both countries. They are now moving again at different speeds, but we do not need all three to turn at once to make progress from here. That brings me to the outlook on slide 34. If we look ahead to financial year 2027, the operating environment remains volatile across New Zealand and Australia.

Speaker #3: Regarding infrastructure in both countries, I will point out that our exposure to this sector is smaller than both the residential and commercial sectors.

Andrew Reding: With regard to infrastructure in both countries, I will point out that our exposure to this sector is smaller than both the residential and commercial sectors. The point I would leave you with is this. The reason the last few years have been so hard is that residential, commercial, and infrastructure all came down at the same time in both countries. They are now moving again at different speeds, but we do not need all three to turn at once to make progress from here. That brings me to the outlook on slide 34. If we look ahead to financial year 2027, the operating environment remains volatile across New Zealand and Australia. Volumes did recover through the H2 of financial year 2026, although I would note that some of that was pricing pulling demand forward. It is too soon to say whether any recent improvements will be sustained.

Speaker #3: The point I would leave you with is this: the reason the last few years have been so hard is that residential, commercial, and infrastructure all came down at the same time in both countries.

Speaker #3: They are now moving again at different speeds. But we do not need all three to turn at once to make progress from here. That brings me to the outlook on slide 34.

Speaker #3: If you look ahead to financial year '27, the operating environment remains volatile across New Zealand and Australia. Volumes did recover through the second half of financial year '26, although I would note that some of that was pricing pulling demand forward.

Andrew Reding: Volumes did recover through the H2 of financial year 2026, although I would note that some of that was pricing pulling demand forward. It is too soon to say whether any recent improvements will be sustained. Customers continue to complete projects already underway, but many developers and businesses are adopting a wait and see approach when it comes to starting new projects. In a similar vein, I urge analysts to be careful with simply tracking consent numbers. We are not yet seeing these translate into project starts, that this could create a pent-up demand effect down the track. Economic, political, and geopolitical backdrop remains uncertain, and we expect it to weigh on the H1, especially with the upcoming general election in New Zealand and the Victorian state election in Australia.

Speaker #3: It is too soon to say whether any recent improvements will be sustained. Customers continue to complete projects already underway, but many developers and businesses are adopting a wait-and-see approach when it comes to starting new projects.

Andrew Reding: Customers continue to complete projects already underway, but many developers and businesses are adopting a wait and see approach when it comes to starting new projects. In a similar vein, I urge analysts to be careful with simply tracking consent numbers. We are not yet seeing these translate into project starts, that this could create a pent-up demand effect down the track. Economic, political, and geopolitical backdrop remains uncertain, and we expect it to weigh on the H1, especially with the upcoming general election in New Zealand and the Victorian state election in Australia. As you've hopefully seen today, we are focused on controlling what we can control. Putting that all together, we do not expect a meaningful recovery in underlying volumes until calendar year 2027.

Speaker #3: In a similar vein, I urge analysts to be careful with simply tracking consent numbers. We are not yet seeing these translate into project starts.

Speaker #3: That this could create a pent-up demand effect down the track. The economic, political, and geopolitical backdrop remains uncertain, and we expect it to weigh on the first half, especially with the upcoming general election in New Zealand and the Victorian state election in Australia.

Speaker #3: But as you've hopefully seen today, we are focused on controlling what we can control. Putting that all together, we do not expect a meaningful recovery in underlying volumes until calendar year 2027.

Andrew Reding: As you've hopefully seen today, we are focused on controlling what we can control. Putting that all together, we do not expect a meaningful recovery in underlying volumes until calendar year 2027. Finally, I would add that the work we've done since late 2024 has left us with a lower cost base and a leaner operating model. This means we have more insulation during challenging times like these, and it also means we have operating leverage whenever that demand does return. Slide 36, conclusion. To wrap up, back to my five takeaways on slide 36. We've delivered a steady performance in a tough macro environment. We executed against our strategy. The balance sheet has been strengthened. Group ROIC improved and operating cash flows were strong.

Speaker #3: Finally, I would add that the work we've done since late 2024 has left us with a lower cost base and a leaner operating model.

Andrew Reding: Finally, I would add that the work we've done since late 2024 has left us with a lower cost base and a leaner operating model. This means we have more insulation during challenging times like these, and it also means we have operating leverage whenever that demand does return. Slide 36, conclusion. To wrap up, back to my five takeaways on slide 36. We've delivered a steady performance in a tough macro environment. We executed against our strategy. The balance sheet has been strengthened. Group ROIC improved and operating cash flows were strong. As I said at the beginning, FY26 is the end of the first stage of our turnaround. The next stage is in front of us, and the job now is proving where the growth comes from inside the core and exploring opportunities to further simplify the portfolio.

Speaker #3: This means we have more insulation during challenging times like these, and it also means we have operating leverage whenever that demand does return. Slide 36, conclusion.

Speaker #3: Now to wrap up, back to my five takeaways on slide 36. We've delivered a steady performance in a tough macro environment. We've executed against our strategy, the balance sheet has been strengthened, group ROIC improved, and operating cash flows were strong.

Speaker #3: As I said at the beginning, financial year '26 is the end of the first stage of our turnaround. The next stage is in front of us, and the job now is proving whether growth comes from inside the core and exploring opportunities to further simplify the portfolio.

Andrew Reding: As I said at the beginning, FY26 is the end of the first stage of our turnaround. The next stage is in front of us, and the job now is proving where the growth comes from inside the core and exploring opportunities to further simplify the portfolio. Finally, this has been another demanding year, and I would like to say well done to all our team for performing under both major organizational change and a challenging macro environment. With that, thank you for your time, and we're happy to take questions, but please do limit it to two per person.

Speaker #3: Finally, this has been another demanding year, and I would like to say well done to all our team for performing under both major organizational change and a challenging macro environment.

Andrew Reding: Finally, this has been another demanding year, and I would like to say well done to all our team for performing under both major organizational change and a challenging macro environment. With that, thank you for your time, and we're happy to take questions, but please do limit it to two per person.

Speaker #3: With that, thank you for your time, and we're happy to take questions. But please do limit it to two per person.

Speaker #1: 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.

Operator 2: Thank you. If you wish to ask a question, please press star 1 on your telephone and wait for your name to be announced. If you wish to cancel your request, please press star 2. If you are on a speakerphone, please pick up the handset to ask your question. Once more, we do ask that you please limit yourself to two questions. Today's first question comes from Ramon Lazar with Jefferies. Please go ahead.

Operator: Thank you. If you wish to ask a question, please press star 1 on your telephone and wait for your name to be announced. If you wish to cancel your request, please press star 2. If you are on a speakerphone, please pick up the handset to ask your question. Once more, we do ask that you please limit yourself to two questions. Today's first question comes from Ramon Lazar with Jefferies. Please go ahead.

Speaker #1: If you are on a speakerphone, please pick up the handset to ask your question. And once more, we do ask that you please limit yourself to two questions.

Speaker #1: And today's first question comes from Ramon Lazar with Jefferies. Please go ahead.

Speaker #4: Hey, good morning, Andrew. Good morning, Will. Just a couple for me. The first one is, if you could help us maybe bridge that earnings gap into the first half of '27.

Ramon Lazar: Hey, good morning, Andrew. Good morning, Will. Just a couple from me. The first one is just if you could help us maybe bridge that earnings gap into the H1 2027. Obviously, the H2, you had a meaningful step up in earnings, sustainable earnings somewhere just north of NZD 200 million. I guess, what level of permanent cost out or cost out carries into the H1 and any sort of offsetting factors from that volume pull forward that you can point to just help us frame what that H1 number could look like?

Speaker #4: Obviously the second half you had a meaningful step up in earnings. Sustainable earnings somewhere in just north of 200 million. I guess what level of permanent cost out or cost out carries into the first half and any sort of offsetting factors from that volume pull forward that you can point to to just help us frame what that first half number could look like.

Speaker #2: Yeah, I'm comfortable giving you too much guidance on the first half, because we think the underlying situation is very volatile. So in terms of cost down, I think we've taken structural of about $50-ish, and even update on that.

Andrew Reding: Yeah, I am uncomfortable giving you too much guidance on the H1 because we think the underlying situation is very volatile. In terms of cost down, I think we have taken structural of about 50-ish. Any update on that?

Speaker #5: Yeah, I think that—look, I think the market remains uncertain, and so, looking forward, what we undertake to do is to sort of update the market on a regular basis.

Will Wright: Yeah. Look, I think the market remains uncertain. Looking forward, what we undertake to do is to update the market on a regular basis. But it is dependent on a lot of things. It is a really uncertain macro environment. It is also coming into election year in New Zealand as well, and the market tends to soften as we go into the election in November. Just your point on cost out, you will see that we had a net 23 of benefit in FY26. So, it is constantly having to take cost out across the business to fight against inflation at the moment that is not fully recovered through price increases. Whilst we have taken significant cost out, our prices also continue to move.

Speaker #5: But it is dependent on a lot of things. It's a really uncertain macro environment, and it's also coming into an election year in New Zealand as well.

Speaker #5: And so the market tends to soften as we go into the election in November. Just to your point on cost-out, you'll see that we had a net $23 million of benefit in FY26.

Speaker #5: And so we're constantly having to take cost out across the business to fight against inflation at the moment. That isn't fully recovered through price increases.

Speaker #5: So, whilst we've taken significant cost out, our prices also continue to move.

Speaker #4: Right, okay. You can't provide us anything else, Will. I mean, just given it's a meaningful step up into the second half, we're just trying to frame what that first half number could at least look like.

Ramon Lazar: Right. Okay. You cannot provide us anything else, Will? Just given it is a meaningful step up into the H2, and then we are just trying to frame what that H1 number could at least look like given all the work you have done.

Speaker #4: Given all the work you've done.

Speaker #5: Yeah, look, there's a reason why we don't provide guidance at the moment—it's just really uncertain. I think I've said to you previously that at the end of February I allowed myself to breathe a bit of a sigh of relief, and then in April the war kicked off.

Will Wright: Yeah. There's a reason why we don't provide guidance at the moment, it's just really uncertain. I think I've said to you previously, at the end of February, I allowed myself to breathe a bit of a sigh of relief.

Andrew Reding: Look what happened.

Will Wright: Then in April, the war kicked off. It still remains volatile. What we don't quite know at the moment as we sit here today is how much of that last quarter was market recovery and how much was related to either share gain or pull forward of volumes, because we put through a lot of price increases over that last quarter. What that tends to do is people buy up in advance of price increases.

Speaker #5: And so it still remains volatile. What we don't quite know at the moment, as we sit here today, is how much of that last quarter was market recovery and how much was related to either sheer gain or...

Ramon Lazar: pull through.

Speaker #5: Or a pull-forward of volumes, because we put through a lot of price increases over that last quarter. And so, what that tends to do is people buy up in advance of price increases.

Will Wright: or pull forward of volumes, because we put through a lot of price increases over that last quarter. What that tends to do is people buy up in advance of price increases.

Speaker #4: Okay, got it. And just one more, Will, for you—just on financial costs into next year, or interest costs. I mean, you've obviously done a lot of heavy lifting on the debt number.

Ramon Lazar: Okay, got it. Just one more, Will, for you. Just on financial costs into next year, interest costs. You have obviously done a lot of heavy lifting on the debt number. Just anything you could help us there with?

Speaker #4: So, just anything you could help us with there.

Speaker #5: Yeah, no, it's a good question. I'd just point you to note 2.1 of the accounts. You'll see that we made a couple of changes around accounting policies, and so we've moved the gain on the pension asset from what used to be in corporate overheads into the interest line.

Will Wright: Well, it is a good question. I would just point you to note 2.1 of the accounts. You will see that we made a couple of changes around accounting policies. We have moved the gain on the pension asset from what used to be in corporate overheads into the interest line. The corporate overheads is a cleaner line. Also, we have moved FX movements on a US dollar ship lease that we have as well into the interest line. There are some positive numbers that are offsetting the interest cost in the interest line. Probably as we sit here today, a little bit uncertain around what forward earnings look like, and therefore, cash flows. We expect probably interest costs around NZD 60 million in FY27.

Speaker #5: So, the corporate overheads is a cleaner line. And also, we've moved FX movements on a US dollar ship lease that we have as well into the interest line.

Speaker #5: And so there are some positive numbers that are offsetting the interest cost on the interest line. Probably, as we sit here today, there's a little bit of uncertainty around what forward earnings look like.

Speaker #5: And therefore, for cash flows, we expect interest costs to be around $60 million in FY27.

Speaker #1: Thank you. And our next question today comes from Niraj Chow with Goldman Sachs. Please go ahead.

Operator 2: Thank you. Our next question today comes from Niraj Shah with Goldman Sachs. Please go ahead.

Operator: Thank you. Our next question today comes from Niraj Shah with Goldman Sachs. Please go ahead.

Speaker #6: Good morning, guys. Good morning, guys. I just wanted to double-click on Ramon's question—just thinking about first half '27, but specifically on the distribution business.

Niraj Shah: Good morning, guys. I just wanted to double-click on Ramon's question, just thinking about H1 2027, but specifically on the distribution business. How should we be thinking about seasonality there? Just trying to get a sense of the base given the strong recovery in the H2.

Speaker #6: How should we be thinking about seasonality there? I'm just trying to get a sense of the base, given the strong recovery in the second half.

Speaker #5: Yeah, so, yeah, great question. Look, that business will be weighted to the second half because of the way that their rebates work. So, a number of their rebates are volume-based.

Will Wright: Yeah. Great question. Look, that business will be weighted to the H2 because of the way that their rebates work. A number of their rebates are volume-based, and so you're not sure if you're going to get them until right until the end of the year. A lot of those rebates flow in May and June. Because their earning space is so low, they're actually quite a larger than normal percentage of their earnings at the moment. What we are seeing in that business at the moment is really positive momentum. They had a very bad Q1 to FY26, but the business has improved materially from that Q1, and so we are expecting a slightly better H1 result out of them this year.

Speaker #5: And so you're not sure if you're going to get them until right at the end of the year. And so a lot of those rebates flow in sort of May and June.

Speaker #5: And because their earnings base is so low, they're actually a larger than normal percentage of their earnings at the moment. But what we are seeing in that business at the moment is really positive momentum.

Speaker #5: They had a very bad Q1 to FY26, but the business has improved materially from that Q1. And so, we are expecting a slightly better first half result out of them this year.

Speaker #6: Got it. And just a second one, you've alluded to that sort of potential pull forward a couple of times. Is that sort of I know it's sort of uncertain and hard to read, but do you think that risk is sort of broad base or are there any businesses or products where you see that more likely than not?

Niraj Shah: Got it. Just a second one, you've alluded to that potential pull forward a couple of times. I know it's uncertain and hard to read, but do you think that risk is broad-based or are there any businesses or products where you see that more likely than not?

Speaker #5: Yeah, I'd probably call out IFLIX in Australia as one area in particular, if I was to call out any business, just because they've had significant price increases off the back of significant recent increases.

Will Wright: Yeah. I'd probably call it out in Iplex Australia is probably one area in particular if I was to call out any business, just because they have had significant price increases off the back of significant recent increases. But it is in a number of other pockets across the business as well, potentially.

Speaker #5: But it is in a number of other pockets across the business as well, potentially.

Speaker #1: Thank you. And our next question today comes from Kieran Carlin with Craigs Investment Partners. Please go ahead.

Operator 2: Thank you. Our next question today comes from Kieran Carling with Craigs Investment Partners. Please go ahead.

Operator: Thank you. Our next question today comes from Kieran Carling with Craigs Investment Partners. Please go ahead.

Speaker #6: Oh, thanks, Andrew and Will. Well done on the improved result. First question from me: you've made good progress simplifying the business over the past year or so since Investor Day.

Kieran Carling: Thanks, Andrew, and, Will, well done on the improved result. First question from me. You have made good progress simplifying the business over the past year or so since Invest today. Your ROIC is still tracking well below the WACC target. Now that you have divested construction and shut down a range of loss-making businesses, can you just talk to some of the specific levers you are looking to pull in the year ahead, to improve returns from here?

Speaker #6: But obviously your ROIC is still a target. Now that you've divested construction and shut down a range of loss-making businesses, can you just talk to some of the specific levers you're looking to pull in the year ahead to improve returns from here?

Speaker #2: Right. So look, I mean, all our businesses have got business improvement plans if they're not performing adequately in terms of return. But we have some significant opportunities ahead of us.

Andrew Reding: Right. Look, all our businesses have got business improvement plans if they are not performing adequately in terms of growth return. We have some significant opportunities ahead of us. For example, we have got the new Taupō plant, which will become operational at the end of this calendar year, and that has got significant market opportunities ahead of it. Really some very exciting ones. I think the performance improvement at PlaceMakers, we can confidently say that is going to be a significantly improved business. Then a whole range of other businesses where we can turn around and improve performance. I cannot or do not want to point to specifics, but just point out that we broadly have a program in place for that.

Speaker #2: For example, we've got the new Taupo plant, which will become operational at the end of this calendar year. And that's got significant market opportunities ahead of it.

Speaker #2: There are really some very exciting ones. I think the performance improvement at PlaceMakers—we can confidently say that that's going to be a significantly improved business.

Speaker #2: And then a whole range of other businesses where we can turn around and improve performance. So, I can't—or don't want to—point to specifics, but just point out that we broadly have a program in place for that.

Speaker #6: Okay, thank you. I mean, looking at your outlook statement—I know we've largely covered it already—but you refer to no meaningful improvement in volumes until 2027.

Kieran Carling: Okay. Thank you. Looking at your outlook statement, I know we have covered it off largely already, but you talked to no meaningful improvement in volumes until 2027. I guess beyond the lift in consents that we have seen more recently, is there anything that gives you confidence in a second-half recovery at this stage?

Speaker #6: I guess beyond the lift in consents that we've seen more recently, is there anything that gives you confidence in a second-half recovery at this stage?

Speaker #2: Well, look, I mean, I think those consents probably represent some pent-up demand, so I think that's encouraging. I think you have to think about taking the two markets separately.

Andrew Reding: Look, I think those consents probably represent some pent-up demand, so I think that's encouraging. I think you have to think about taking the two markets separately. In New Zealand, the net migration numbers have been firming. They're not going through the roof, but they are firming, and that tends to be supportive for the residential housing market. Even though interest rates are uncertain, they are still stimulatory at the moment in New Zealand. So I think there's some supportive tailwinds there. It's the headwinds that are causing us to be deferring meaningful volume recovery until 2027, and that's obviously the situation in the Middle East, the uncertainty caused by the election coming up. Going forwards, there is some uncertainty about where interest rates are going to end up if the Middle East continues its inflationary spiral. In Australia, it's a very state-by-state picture there.

Speaker #2: In New Zealand, the net migration numbers have been firming. They're not going through the roof, but they are firming, and that tends to be supportive for the residential housing market.

Speaker #2: And even though interest rates are uncertain, they are still stimulatory at the moment in New Zealand. So I think there are some supportive tailwinds there.

Speaker #2: It's the headwinds that are causing us to defer meaningful volume recovery until 2027. And that's obviously the situation in the Middle East, as well as the uncertainty caused by the upcoming election.

Speaker #2: And going forward, there is some uncertainty about where interest rates are going to end up if the Middle East continues its inflationary spiral. In Australia, it's a very state-by-state picture there.

Andrew Reding: In Australia, it's a very state-by-state picture there. I think the population growth and historic backlog in housing is giving us a tailwind. But as headwinds, there's been significant economic issues occurring in Victoria, for example, and the Reserve Bank, even though they paused the OCR at the last meeting, it is still quite a punitive interest rate environment there.

Speaker #2: I think the population growth and historic backlog in housing is giving us a tailwind. But as headwinds, there are some significant economic issues occurring in Victoria, for example.

Andrew Reding: I think the population growth and historic backlog in housing is giving us a tailwind. But as headwinds, there's been significant economic issues occurring in Victoria, for example, and the Reserve Bank, even though they paused the OCR at the last meeting, it is still quite a punitive interest rate environment there.

Speaker #2: And the Reserve Bank, although they paused the OCR at the last meeting, it is still quite a punitive interest rate environment there.

Speaker #1: Thank you. And our next question today comes from Lee Power at JP Morgan. Please go ahead.

Operator 2: Thank you. Our next question today comes from Lee Power at J.P. Morgan. Please go ahead.

Operator: Thank you. Our next question today comes from Lee Power at JPMorgan. Please go ahead.

Speaker #6: Oh, good morning, Andrew and Will. I hate to labour the point, but just on the second half '26, is there any more colour you can give us on the pull-forward?

Lee Power: Good morning, Andrew and Will. I hate to labor the point, but just on the H2 2026, is there any more color you can give us on the pull forward? Were there limits on the pre-buy or anything that at least maybe caps out what could have been pulled forward? Then maybe just the view on what the diesel price moves meant for the H2 and maybe then for the H1 of 2027.

Speaker #6: Were there any limits on the pre-buy or anything that might have capped how much could have been pulled forward? And then, could you give your view on what the diesel price movements mean for the second half, and possibly for the first half of '27?

Speaker #2: So in both the IFLIX New Zealand and IFLIX Australia businesses, they did put customers on quota. So they referred back to historic ordering patterns and limited people to that plus a percentage.

Andrew Reding: In both the Iplex New Zealand and Iplex Australia businesses, they did put customers on quota, so they referred back to historic ordering patterns and limited people to that plus a percentage. That would have, in some ways, limited what the pull forwards were, but we still think there was significant upstocking by merchants as well as people who had already got projects underway. The extent of that, we just don't know. We would expect to see that playing out in the H1 of FY27 in a softer way. In terms of diesel, the overall impact was certainly ameliorated by the fact that we had fuel adjustment factors in all our businesses.

Speaker #2: So that would have, in some ways, limited what the pull-forwards were. But we still think there was significant upstocking by merchants, as well as by people who had already got projects underway.

Speaker #2: The extent of that, we just don't know. We would expect to see that playing out in the first half of financial year '27 in a softer way.

Speaker #2: In terms of diesel, the overall impact was certainly ameliorated by the fact that we had fuel adjustment factors in all our businesses. And what surprised us most, actually, was the collaborative way that people in New Zealand turned around and accepted that this was a factor outside suppliers' control, and therefore they were actually taking on board those fuel adjustment factors.

Andrew Reding: What surprised us most actually was the collaborative way that people in New Zealand turned around and accepted that this was a factor outside suppliers' control, and therefore they were actually taking on board those fee adjustment factors. The impact of what today is a net 55% increase in diesel overall has been very minimal.

Andrew Reding: Therefore they were actually taking on board those fee adjustment factors. The impact of what today is a net 55% increase in diesel overall has been very minimal.

Speaker #2: So the impact of what today is a net 55% increase in diesel overall has been very minimal.

Speaker #6: Okay, thanks. And then, just on—I think Will’s comments about distribution before and the seasonality—like, you've obviously made a lot of changes in the overall business.

Lee Power: Okay, thanks. Then just on, I think, Will's comments about distribution before and the seasonality, you've obviously made a lot of changes in the overall business. Can you just give us a reminder of where seasonality, what we should be thinking of seasonality in the other divisions going forward? What's a more normal view of the market?

Speaker #6: Can you just give us a reminder of where seasonality sits and what we should be thinking about regarding seasonality in the other divisions going forward?

Speaker #6: Like, what's a more typical view of the market?

Speaker #5: Look, it really does depend a lot on how the subsequent quarters go. What we saw in FY26 is we saw it was very heavily weighted to the second half.

Will Wright: Look, it really does depend a lot on how the subsequent quarters go. What we saw in FY26 is we saw it was very heavily weighted to the H2. The reason for that is it was just a really poor Q1 in FY26. That was driven by a number of factors, some of it economic, some of it also weather-related, and that was just a very wet start to the winter. I think also historically, most of our seasonality outside of FY26 has come from our residential business and our construction business. With construction outside of the portfolio, that will remove some of the seasonality. However, residential is still weighted more towards the H2 as it always has been.

Speaker #5: The reason for that is there was just a really poor Q1 in FY26. That was driven by a number of factors—some of them economic.

Speaker #5: Some of it is also weather-related, and it was just a very wet start to the winter. I think also, historically, most of our seasonality outside of FY26 has come from our residential business and our construction business.

Speaker #5: With construction outside of the portfolio, that will remove some of the seasonality. However, residential was still weighted more towards the second half, as it always has been.

Speaker #1: Thank you. And our next question today comes from Rohan Corman Smith with Forsyth Barr. Please go ahead.

Operator 2: Thank you. Our next question today comes from Rohan Koreman-Smit with Forsyth Barr. Please go ahead.

Operator: Thank you. Our next question today comes from Rohan Koreman-Smit with Forsyth Barr. Please go ahead.

Speaker #4: Morning, guys. Maybe just to go back to Karen's point on ROIC. There's more of a focus across the group. I understand that you've got 13 out of 19 businesses improving ROIC year on year.

Rohan Koreman-Smit: Morning, guys. Maybe just go back to Kieran's point on ROIC. There is more of a focus across the group. I understand that you got 13 out of 19 businesses improving ROIC year on year, and you outlined a few that are double digit. Management teams now have that as part of their incentives or a key performance indicator. Can you maybe provide some color on what you think longer-term sustainable ROICs are for the businesses? Then maybe also the level of invested capital that you would need to generate these ROICs. I guess given all the work you have done, you should have some idea. Plus, you have also talked previously, WACC a first step, then maybe something higher is achievable. Any color on that would be appreciated.

Speaker #4: And you outlined a few that are double-digit, but in management teams now have that as part of their incentives, or as a key performance indicator.

Speaker #4: Can you maybe provide some colour on what you think longer-term sustainable ROICs are for the businesses? I mean, maybe also the level of invested capital.

Speaker #1: But all that you'd need to generate these rights—you know, I guess given all the work you've done, you should have some idea.

Speaker #1: Plus , you've also talked previously , you know , a first step and then maybe something higher is achievable . But any color on that would be appreciated

Speaker #2: Yeah . Look , I mean , I think we'd prefer to focus on getting our work up to whack . First of all , before we start talking too much about where we're taking the group after that Yeah .

Andrew Reding: Yeah, look, I think we would prefer to focus on getting our ROIC up to WACC first of all before we start talking too much about where we are taking the group after that.

Will Wright: Yeah, I think, look, Rohan, we have probably got a long track record of dangling out ambitious targets and not hitting them. So we are trying to be pretty conservative on this one. What I can say is it was really pleasing to see the improvement that we did in the year, albeit off pretty poor levels and still not good enough. The businesses that did go backwards, because implied in that statement is that some went backwards, by and large, it was for reasons of investments and business strategy. So for example, Laminex New Zealand was one of the businesses that went back as we built the OSB plant. Your invested capital goes up. Likewise, PlaceMakers' return on invested capital went backwards as we invested in the frame and truss site.

Speaker #3: I think, look, Ron, you know, we've probably got a long track record of dangling out ambitious targets and not hitting them.

Speaker #3: So we're trying to be a pretty conservative on this one . You know , what I can say is it was really pleasing to see the improvement that we did in the year , albeit , you know , off pretty poor levels and still not good enough .

Speaker #3: The businesses that did go backwards because implied in that statement is that some went backwards . By and large , it was for reasons of investments and business strategy .

Speaker #3: So, for example, Laminex New Zealand was one of the businesses that went back as we built the OSB plant—where capital goes, goes up.

Speaker #3: Likewise, PlaceMakers' return on invested capital went backwards as we invested in the Frame & Truss site, and Humes is another one.

Will Wright: Humes is another one I'd call out, where we've expanded the distribution network, so their lease debt has gone up. Look, it's certainly an area of laser focus for all of our business unit leaders. We are targeting further improvement into FY27.

Speaker #3: I'd call out where we've expanded the distribution network . And so they're less debt has gone up . So look , you know , it certainly , you know , an area of laser focus for all of our business unit leaders and , you know , we are targeting further improvement in FY 27 .

Speaker #2: And I'd just add Fletcher Insulation in Australia to that list of businesses where it went back. But that was because they've invested in their new Sonata plant.

Andrew Reding: I'd just add Fletcher Insulation Australia to that list of businesses where it went back, but that was because they've invested in their new Sonata plant, and that's just coming up as clear as we'd speak.

Speaker #2: And that's just coming up to speed as we speak.

Speaker #1: Thanks for that color . That's that's helpful . Just maybe more technical point when you look at this new disclosure that you're providing or new accounting standards , you're working to Should we be looking at 414 as the comparable or 373 , which is the big significant items included , you know , how should we think about your communication in terms of what earnings are going forward

Rohan Koreman-Smit: Thanks for that color. That's helpful. Just maybe a more technical point. When you look at this new disclosure that you're providing or new accounting standard you're working to, should we be looking at 414 as the comparable or 373, which is the significant items included? How should we think about your communication in terms of what earnings are going forward?

Speaker #3: Yeah , it's something that we'll probably come and talk to the market about over the next six months . I think , one , we don't want to do anything that's out of step with what shareholders are expecting or the analyst community .

Will Wright: Yeah. It's something that we'll probably come and talk to the market about over the next 6 months. I think, one, we don't want to do anything that's out of step with what shareholders are expecting or the analyst community. Also, I think it would be nice to get some sort of consensus across industrial stocks as well as to what they're going to measure themselves on. As you'll know from reading the standard operating margin as you currently see it in our P&L is a reasonably prominent number, but that excludes things like JV income as well. Then what is now currently called significant items will be broken into a number of line items, so more pull out the categories of costs. So there'll be a category such as restructuring costs going forward.

Speaker #3: And also, I think it would be nice to get some sort of consensus across industrial stocks as well, as to what they're going to measure themselves on.

Speaker #3: As you'll know from reading the standard operating margin, as you currently see it in our P&L, it's a reasonably prominent number, but that excludes things like JV income as well.

Speaker #3: And then what is now currently called significant items will be broken into a number of line items. So, more to that, more pull out the categories of costs.

Speaker #3: So, there'll be a category such as restructuring costs going forward. So, I think the short answer is we don't quite yet know.

Will Wright: I think the short answer is we don't quite yet know, and we would like to reach some sort of consensus across the wider market, but I think that will be a bit of test and adjusting as we're one of the first to move on IFRS 18.

Speaker #3: And we would like to reach some sort of consensus across across the wider market . But I think that will be a , a bit of test and adjusting as we're one of the first to move on for us .

Speaker #3: 18 .

Speaker #4: Thank you. And our next question today comes from Phil Campbell at UBS. Please go ahead.

Operator 2: Thank you. Our next question today comes from Phil Campbell at UBS. Please go ahead.

Operator: Thank you. Our next question today comes from Phil Campbell at UBS. Please go ahead.

Speaker #5: Yeah . Morning , guys . Just a couple from me . I was just wondering , well , if you can give us any color , you know , the fourth quarter volumes , particularly in New Zealand , we saw some of that pull forward .

Phil Campbell: Yeah. Morning, guys. Just a couple from me. I was just wondering, Will, if you can give us any color, the Q4 volumes, particularly Iplex New Zealand, we saw some of that pull forward. Are you seeing so far into the Q1 any kind of reversal of that?

Speaker #5: Are you seeing, so far into the first quarter, any kind of reversal of that?

Speaker #3: Yes, we are. Yeah. So, we have seen our volumes pull back in both New Zealand and in Australia so far in this quarter.

Will Wright: Yes, we are. Yeah. We have seen volumes pull back in both Iplex New Zealand and in Iplex Australia so far in this quarter.

Speaker #5: Okay . Awesome . And then I suppose the second one I just had was just around the election . Like if you go back and look at kind of Fletcher's trading history around elections , you know , what do you kind of expect in terms of softer volumes , kind of pre-election , I'm assuming like maybe 2 or 3 months before an election , you could see 5 to 10% lower volumes .

Phil Campbell: Okay, awesome. The second one I just had was just around the election. If you go back and look at Fletcher's trading history around elections, what do you expect in terms of softer volumes, pre-election? I am assuming maybe two or three months before an election, you could see 5% to 10% lower volumes, or is it something like that? Or have you got any data that gives an indication of what you might see?

Speaker #5: Or is it something like that? Or have you got any data that gives an indication of what you might see?

Speaker #3: Yeah , it's really hard to like put a data point on it specifically and put it down to one , you know , one specific event .

Will Wright: Well, it is really hard to put a data point on it specifically and put it down to one specific event. But what we are seeing is more generally, because of the uncertainty of which the election is one of those uncertainty points, is we are seeing a lot of developments put on hold, in particular, pushing out into next year. Things like the downtown development is a really good example, but a number of those CBD developments going on hold. We are also seeing people pull back in their commitment to things like new warehouse space. So there is a bit of an oversupply of warehousing development sites at the moment, and so seeing quite a pullback in our forward order book around pouring piles for things like warehouses.

Speaker #3: But what we are seeing is , you know , more generally because of the uncertainty of which the election is one of those uncertainty points , as we're seeing a lot of developments , you know , put on hold .

Speaker #3: And in particular, pushing out into next year and things like, you know, the downtown development is a really good example.

Speaker #3: But a number of those CBD developments are going on hold. We're also seeing people sort of pull back in their commitment to things like new warehouse space.

Speaker #3: And so, there's a bit of an oversupply of warehousing development sites at the moment. And so, you know, we're seeing quite a pullback in sort of our forward order book around pouring piles for things like warehouses.

Speaker #4: Thank you. And our next question today comes from Harry Saunders at M. Please go ahead.

Operator 2: Thank you. Our next question today comes from Harry Saunders at E&P. Please go ahead.

Operator: Thank you. Our next question today comes from Harry Saunders at E&P. Please go ahead.

Speaker #6: Morning. Thanks for taking my questions. Firstly, just asking in a different way about bridging '27 to '26. Can you quantify the various non-macro tailwinds you're anticipating for the full year?

Harry Saunders: Morning. Thanks for taking my questions. Firstly, asking different ways of bridging 2027 to 2026. Can you quantify the various non-macro tailwinds you are anticipating for the full year? So including incremental cost out of inflation, if there is any turnaround of underperforming businesses, the start up of OSB, the new OSB plant, construction exit, if there is any cost out benefit there and the exit of reinforcing and wire. Maybe just talk through those factors.

Speaker #6: So including incremental cost out of inflation . If there is any , you know , turnaround of underperforming businesses to start up of OSB , the new ISP plant construction exit , if there's any cost out benefit there and the exit of reinforcing and wire .

Speaker #6: Yeah, maybe just sort of talk through those factors, please.

Will Wright: Yeah

Harry Saunders: please.

Speaker #3: Sure. So if I start with the last one, all of the costs that will be associated with those businesses that we've exited are sitting in the discontinued line.

Will Wright: Sure. If I start with the last one, all of the costs that were associated with those businesses that we have exited are sitting in the discontinued line. You should be thinking of that continuing operations P&L as sort of the go forward P&L, and that is why we have done that. Sorry, what was your third point you made, Harry?

Speaker #3: So you should be thinking of that continuing operations personnel as sort of the go-forward personnel, and that's why we've done that.

Speaker #3: Just sorry, what was your third point you made, Harry?

Speaker #6: I was I was just so the other factors were , you know , cost out inflation , turnaround of businesses . If there's any sort of broader benefit yielded there and start up of the new ISP plant .

Harry Saunders: The other factors were cost out and inflation, turnaround of businesses, if there is any sort of broader benefit yielded there and start up of the new OSB plant.

Speaker #3: Yeah . So in terms of the new OSB plant , and we don't expect any impact from that positive impact from that in this financial year , I think , you know , sort of any positive impact will be offset by the costs of of setting up a new plant .

Will Wright: Yeah. In terms of the new OSB plant, we do not expect any positive impact from that in this financial year. I think any positive impact will be offset by the cost of setting up a new plant. That is kind of a net zero in this financial year. In terms of cost out and business improvement, we are on a constant performance improvement program across all of our businesses. We have said we want to make an acceptable return in all markets, and we are a long way away from that.

Speaker #3: So that's kind of a net zero . And this financial year . And then in terms of cost out , you know , we're in business improvement , you know , we're on a constant , you know , performance improvement program across all of our businesses .

Will Wright: That is kind of a net zero in this financial year. In terms of cost out and business improvement, we are on a constant performance improvement program across all of our businesses. We have said we want to make an acceptable return in all markets, and we are a long way away from that. We think there is still a lot of self-help initiatives that we can do across the portfolio, be that cost out, be that the manufacturing excellence program that Andrew has spoken about, or be that just really simple things like restarting exports on some of our businesses so that we can get overhead recoveries on those export sales.

Speaker #3: And , you know , we've , we've said , you know , we want to make an acceptable return in all markets . And we're a long way away from that .

Speaker #3: And so we think there's still a lot of self-help initiatives that we can do across the portfolio , be that , cost out , be that the manufacturing Excellence program that Andrew has spoken about or , you know , be that just really simple things like restarting exports and some of our businesses so that we can get , you know , overhead recoveries on those export sales

Will Wright: We think there is still a lot of self-help initiatives that we can do across the portfolio, be that cost out, be that the manufacturing excellence program that Andrew has spoken about, or be that just really simple things like restarting exports on some of our businesses so that we can get overhead recoveries on those export sales.

Speaker #6: Thanks . Just also a follow up on , on the macro potential pickup in calendar 27 . Just wondering if you could give a sense , if you if you think that there could be a benefit in the second half of FY 27 , or do you think sort of later in the calendar year , and I'll sneak an extra one on just on tax rate expectations for the year .

Harry Saunders: Thanks. Just also follow up on the macro potential pickup in calendar 2027. Just wondering if you could give a sense if you think that there could be a benefit in the second half of FY27 or you think it's later in the calendar year. I'll sneak an extra one on just on tax rate expectations for the year. Thanks.

Speaker #6: Thanks .

Speaker #2: Yeah. Look, I mean, that's a difficult one to answer because, obviously, we're saying that there's a high degree of uncertainty as we come through to calendar year '27.

Andrew Reding: Well, look, that's a difficult one to answer because obviously we're saying that there's a high degree of uncertainty as we come through to calendar year 2027. But assuming, and this is a dangerous assumption, but assuming that the factors that we know of at the moment don't get any worse, and we have resolution of the elections, one could reasonably expect the second half of financial year 2027 to start to benefit from some of those tailwinds we've spoken about.

Speaker #2: But assuming and this is a dangerous assumption , but assuming that the factors that we know of at the moment don't , don't get any worse .

Speaker #2: And with the resolution of the elections, one could reasonably expect the second half of financial year '27 to start to benefit from some of those tailwinds.

Speaker #2: We've spoken about

Speaker #4: Thank you. And our next question today comes from Grant Swain-Pool with Jarden. Please go ahead.

Operator 2: Our next question today comes from Grant Swanepoel with Jarden. Please go ahead.

Operator: Our next question today comes from Grant Swanepoel with Jarden. Please go ahead.

Speaker #7: Good morning, all. First question is around the strategic review on residential and development. Is there a capital gain still sitting in that book?

Grant Swanepoel: Good morning, all. First question is around the strategic review on residential and development. Is there a capital gain still sitting in that book value assessment that sits in your NZD 811 million of invested capital? How many units are you holding for sale in the housing division?

Speaker #7: Value assessment that sits in your $811 million of invested capital? And how many units are you holding for sale in the housing division?

Will Wright: Sorry, what do you mean by capital gains, Grant? Do you mean on, like say, a radical market value of the land bank?

Speaker #3: Sorry, what do you mean by capital gains grant? Do you mean on, like, theoretical market value of the land bank?

Speaker #7: I assume you mark-to-market the land bank. And is there a sitting in that at the moment?

Grant Swanepoel: I assume you mark to market the land bank, and is there a gain sitting in there at the moment?

Speaker #3: No. The land bank is held at historical cost because it sits in stock. Everything.

Will Wright: No, the land bank's held at historical cost because it sits in stock. Everything's held.

Speaker #7: Historical costs. But in the past, in the past, Fletcher Building used to give us what their assessed capital gain was sitting in the book value. Are you guys no longer willing to do that?

Grant Swanepoel: I know it's held at historical cost, but in the past, Fletcher Building used to give us what their assessed capital gain was sitting in the book value.

Grant Swanepoel: I know it's held at historical cost, but in the past, Fletcher Building used to give us what their assessed capital gain was sitting in the book value. Are you guys no longer willing to do that?

Will Wright: Oh.

Grant Swanepoel: Are you guys no longer willing to do that?

Speaker #3: No , I think because we're going through a process that probably , you know , wouldn't be wise . We'll probably , you know , keep those sort of numbers to ourselves at the moment

Will Wright: No, I think because we're going through a process there, probably wouldn't be wise. We'll probably keep those sort of numbers to ourselves at the moment.

Speaker #7: Okay. And the number of units that you're sitting on your books at balance end that's held for sale?

Grant Swanepoel: Okay, and the number of units that you're sitting on your books at balance end that's held for sale?

Speaker #3: Off the top of my head, I think it's about 120 grand, but I'll have to get back to you on that.

Will Wright: Off the top of my head, I think it's about 120, Grant, but I'll have to get back to you on that.

Speaker #3: But

Speaker #7: Thank you . Thanks . And my second question is just on on Ipex Australia , the the Western Australia Start saga , 10 million of legal costs .

Grant Swanepoel: Thanks. My second question is just on Iplex Australia, the Western Australia saga. NZD 10 million of legal costs. Is that going to be an ongoing number until this court case is over, or is that just one hump we are seeing at the moment? How is that court case going?

Speaker #7: Is that going to be an ongoing number until this court case is over, or is that just one hump we're seeing at the moment?

Speaker #7: And how is that court case going?

Speaker #2: Well , there's several court cases Underway there . The level of legal costs , it sounds a bit facile . I apologize for it , but it will be what it will be because we're responding to other people's positions .

Andrew Reding: Well, there are several court cases underway there. The level of legal costs, sounds a bit facile, I apologize for it, but it will be what it will be because we are responding to other people's positions. At the moment, we believe that the provision we have got for Western Australian is adequately provided for. All the modeling we are doing around the leak rates and so on that we are suffering are within the bounds of what was originally used to create the provision. At the moment, we have 58 builders in the industry response, but Buckridge have not yet joined that, and the legal costs that we are suffering are mainly in response to Buckridge and Buckridge not having joined that industry response.

Speaker #2: At the moment, we believe that the provision we've got for Western Australia is adequately provided for. All the modelling we're doing around the leak rates and so on, that we're suffering, are within the bounds of what was originally used to create the provision.

Speaker #2: At the moment, we have 58 builders in the industry response, but Buckridge have not yet joined that. And the legal costs that we're suffering are mainly in response to Buckridge, and Buckridge not having joined that industry response.

Speaker #4: Thank you. And our next question comes from Keith Chow at MST Marquee. Please go ahead.

Operator 2: Thank you. Our next question comes from Keith Chau at MST Marquee. Please go ahead.

Operator: Thank you. Our next question comes from Keith Chau at MST Marquee. Please go ahead.

Speaker #8: Good morning , Andrew , and will . First question is a follow up on the distribution business . I know we're all trying to work out what the momentum in that business is with respect to the improvement in earnings power , but maybe , Andrew , if you can help us understand in broad buckets , how much of the improvement in the second half of distribution was related to Cavendish Drive and how much of that

Keith Chau: Good morning, Andrew and Will. First question is a follow-up on the distribution business. I know we are all trying to work out what the momentum in that business is with respect to the improvement in earnings power. Maybe Andrew, if you can help us understand, in broad buckets, how much of the improvement in the H2 of distribution was related to Cavendish Drive, and how much of that-

Andrew Reding: Look-

Speaker #2: Sorry , I was going to say , look , Cavendish Drive did wasn't completed until June . So you won't have seen any Cavendish Drive improvement in financial year 26 .

Andrew Reding: Sorry, I was going to say, look, Cavendish Drive wasn't completed until June.

Andrew Reding: Sorry, I was going to say, look, Cavendish Drive wasn't completed until June. So you won't have seen any of Cavendish Drive improvement in FY26, but we should see it starting to flow through as from now.

Keith Chau: Okay.

Andrew Reding: So you won't have seen any of Cavendish Drive improvement in FY26, but we should see it starting to flow through as from now.

Speaker #2: But we should see it starting to flow through from now.

Speaker #8: Okay. And what would the quantum of that benefit be at EBIT, roughly?

Keith Chau: Okay. What would the quantum of that benefit be at EBIT, roughly?

Speaker #2: Not really sure. I don't want to start getting into that degree of specifics at the moment.

Andrew Reding: I'm not really sure I want to start getting into that degree of specifics at the moment.

Speaker #8: Okay . Thank you . And we'll just another follow up on the interest piece . I think you spoke to a $60 million number before .

Keith Chau: Okay. Thank you. Will, just another follow-up on the interest piece. I think you spoke to the NZD 60 million number before.

Keith Chau: Okay. Thank you. Will, just another follow-up on the interest piece. I think you spoke to the NZD 60 million number before. Is that a gross or net interest number? What are leases likely to end up to be? The reason I ask is, there is quite a variation in expectations for your overall net finance and cost line. Given where the net debt balance has come to and changes in the portfolio, there could continue to be significant variation. If you can help us there, that would be appreciated.

Will Wright: Yeah.

Speaker #8: Is that a gross or net interest number ? And what a lease is likely to end up to be ? The reason I ask is , you know , there's quite a variation in expectations for your overall net financing cost line .

Keith Chau: Is that a gross or net interest number? What are leases likely to end up to be? The reason I ask is, there is quite a variation in expectations for your overall net

Will Wright: Okay

Keith Chau: finance and cost line. Given where the net debt balance has come to and changes

Speaker #8: And , you know , given where the net debt balance has come to and changes in the portfolio , there could be continue to be significant variations .

Will Wright: Yeah

Keith Chau: in the portfolio, there could continue to be significant variation. If you can help us there, that would be appreciated.

Speaker #8: So if you can help us there, that would be appreciated.

Speaker #9: Yeah .

Will Wright: Yeah. No, it is a good point, Keith. So that NZD 60 is just the interest costs on the debt. It does not include lease interest costs, which are approximately another NZD 65 to NZD 70. And it will obviously be subject to any further meaningful reduction in debt as well.

Speaker #3: No , that's a good point , Keith . So that's sort of that 60 is just the the interest costs on the debt .

Speaker #3: It doesn't include lease interest costs , which are approximately another 65 to 70 . And you know , it , it will obviously be subject to You know , any further meaningful reduction in debt as well , right Situation .

Operator 2: Thank you.

Operator: Thank you.

Will Wright: It is sort of an iterist situation.

Will Wright: It is sort of an [inaudible] situation.

Speaker #4: Sorry about that . Thank you . That does conclude our question and answer session . I'd like to turn the conference back over to Mr. Redding for closing remarks .

Operator 2: Sorry about that. Thank you. That does conclude our question and answer session. I would like to turn the conference back over to Mr. Reding for closing remarks.

Operator: Sorry about that. Thank you. That does conclude our question and answer session. I would like to turn the conference back over to Mr. Reding for closing remarks.

Speaker #2: I'd just like to thank you all very much indeed for coming along today. I look forward to meeting with many of you as we do our roadshow.

Andrew Reding: I would just like to thank you all very much indeed for coming along today. I look forward to meeting with many of you as we do our road show. Have a great day. Thank you.

Speaker #2: So, have a great day. Thank you.

Operator 2: Thank you, sir. That does conclude our conference for today. Thank you for participating. You may now disconnect your lines.

Operator: Thank you, sir. That does conclude our conference for today. Thank you for participating. You may now disconnect your lines.

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Full Year 2026 Fletcher Building Ltd Earnings Call

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