Chorus Aktie

Thank you for standing by, and welcome to the Chorus HY '26 Results. [Operator Instructions] I would now like to hand the conference over to Mr. Mark Aue, CEO. Please go ahead.

Good morning, everyone, and welcome to Chorus' results presentation for the 6 months ended 31 December 2025. I'm Mark Aue, Chief Executive; and joining me is Drew Davies, our Chief Operating Officer.

I'll begin with an overview of our results for the half year and cover some of the progress we're making on our strategy, having just entered our next phase into Horizon 2. Drew will then take you through the financials and FY '26 guidance, and I will close out with the outlook for the second half and long term.

For the past 2 years, we've noted the economic downturn and its material impact across our country. We'd recognize economic recovery is at best still lumpy. Over the same period, we've continued to highlight the resilience of fibre more seemingly as an essential service, and so I'm pleased to be reporting another robust result for the first half.

From a results perspective, comparing half-on-half, total fibre connections were up 3% at over 1.1 million, with uptake lifting to 72.4% and fibre revenues growing by 7%. Our ongoing focus on simplicity and efficiency has reduced operating expenses by 3%. Per previous thematic, this is despite inflationary pressures and non-tradable costs, such as rent rates and electricity.

EBITDA of $357 million is $11 million ahead of the comparative half with underlying operating cash flows in line with prior year. Gross CapEx was $158 million with sustaining CapEx of $79 million, driven in part by life cycle planning and project timing shifts into the second half. Finally, the Board has declared an unimputed interim dividend of $0.24 for the half.

In our last results announcement, I was pleased to speak to the foundations and groundwork we've laid to set us up across our 10-year outlook. Now 6 months into Horizon 2, focus continues shifting to growth, simplicity, and efficiency. We continue to build capability through new leadership and remain optimistic about fibre growth. Likewise, we're alive to adjacent infrastructure opportunities, evaluating several and discounting a number, but we'd also recognize these take time to commercialize and bring to market.

Brand fibre messaging continues to land, raising awareness of comparative differences in technology. Research trends continue to move favorably with fibre's preference as first choice interconnect connection now over 67% compared to 12% for fixed wireless customers.

Our accelerated retirement of copper continues at pace with just 3,000 lines remaining in UFB areas. This opens material opportunity through recycling, and we see positive pathways to regulatory change as only a question of time.

Turning to performance across our 4 strategic LEAP pillars. In Lead, we lifted fibre uptake to 72.4%. UFB2 areas increased to 63% and original UFB1 areas are at 75%. Encouragingly, we are seeing pockets where fibre has already exceeded our 80% target, while others like Auckland and Nelson are at 76% already. In the past, copper withdrawal provided a pipeline to fibre growth. But as the right-hand chart shows, we're maintaining fibre connection growth without the copper tailwind and are unlocking other growth pools.

Our plan mix remains positive with over 4 out of 5 customers on a 500-megabit plan or higher. Total churn as an off-net greater than 4 weeks is reducing with indications fixed wireless is plateauing. At the top end, demand for 1 gigabit plans is stable with hyperfibre adding roughly 500 connections per month now.

There is often discussion about our home fibre starter plan. I'd say we remain resolute. The introduction of our 50-megabit plan and subsequent boost initiatives to 100 and 500 megabits were the right decisions. Overlay high cost of living pressure, these provided optionality, and we're confident has opened us to markets and customers that existing fibre plans did not appeal to previously. Profiling shows in the main, these are distinct customer groups with lower usage and they have greater churn and reactivation rates than higher tier plans. Whilst we saw initial downgrades from higher plans, this was also exacerbated by some retailers moving pricing at the same time in Q1.

Now this has settled, we've seen encouraging trends over the past quarter in particular. Demand for the 100-megabit plans is strong with circa 75% of that growth coming from off-net and 25% from downgrades. Even more favorably, we're seeing a material shift in uptake for long-term inactive fibre premises with a 24% increase from premises off-net greater than 3 months, 32% from off-net greater than a year, and 62% from premises off-net greater than 2 years. Our hypothesis being the previous 50-megabit plan didn't appeal and/or the previous 300-megabit plan was too much. And that was also part of our boost rationale to create clear air between fibre and fixed wireless plans.

Downgrades of the 500-meg plan have now stabilized post boost with overall churn also reducing. We're also increasingly seeing upgrades into the 500-megabit plan with customers wanting either more speed or those customers who may have downgraded previously, but are now returning back to the 500-meg plan. Finally, we'd note intention to switch research continues to highlight fibre's tenure over fixed wireless. Fibre at 6.7%, even for the 100-megabit plan, versus 23.6% for fixed wireless.

Data demand continues to accelerate. Average monthly usage at 699 gigabytes in December increased even further to 722 in January, up 12% from a year ago. Across our base, 20% of fibre customers now use more than a terabyte of data each month. Peak events also continue to grow with a 14% average increase in peak usage. In part, that's also reflective of both the number and quality of connected devices, which has almost doubled over the past 5 years to 25 and is expected to do the same again over the next 5. We see this only playing to fibre's strength of resilience, quality, and the scalability of the network.

Turning to our Expand pillar. We continue to see opportunities for new infrastructure growth, but we'll take a disciplined approach to investment where the returns must be scalable to reach our Horizon 2 aspirations. These relate specifically to natural adjacencies with several we are exploring now, and expect to have a more fulsome update at our full year results.

In our core, while property sector has continued to see subdued activity, our new property development volumes have continued in line with pre-COVID levels. We delivered 11,000 lots in the first half and our pipeline continues to support our estimates of 20,000 to 25,000 lots per annum. Encouragingly, consenting volumes have grown 9% off the cyclical lows. And while early days, this is starting to show up again in incoming NPD volumes.

Mobile infrastructure connectivity continues to grow with 7% growth [Technical Difficulty]. Broader opportunities in connectivity of data center are also now being realized. Our new product, Express Connect is now in 5 data centers and has materially enhanced our go-to-market proposition and delivery, with plans to double the number of DCs served by end of this financial year.

Our Adapt pillar is a key lever of Horizon 2 in driving operational excellence. During the half, we've continued our focus on simplification and efficiency, refining our operating model. This has seen a realignment of teams, processes, and a 12% reduction of roles whilst building new leadership and capability in customer retention, data and analytics and AI integration.

Copper retirement is progressing well, enabling us to power down over 400 cabinets in the half with an intent to accelerate that in H2. We also continue to see positive regulatory pathways developing, having collaboratively worked with government and broader industry stakeholders. We're hopeful a decision relating to copper deregulation and the related TSO review within Q3. Likewise, a decision from the Ministry for Regulation review over a similar time frame.

Finally, to our Pioneer pillar. As I noted, just 3,000 copper lines remain within UFB areas, and we're on track to retire this fully by end of June. In non-fibre areas, copper connections have declined by 26,000 over the last year with only 54,000 lines now remaining. Relatedly, we've seen a $4 million reduction in reactive fault spend, with a 22% reduction in truck rolls. The copper network itself remains free cash flow positive but we continue to highlight our imperative with government to shift regulation and enable a pathway to a full exit of legacy technology that has been far superseded by alternatives. To other strategic opportunities copper recycling remains positively on track.

We're transitioning out of trial now into final contract phase of a fully operationalized work stream. With metals pricing at historic highs, our estimates for returns are now at the top end of the $30 million to $50 million range. To fibre expansion, we were encouraged the Infrastructure Commission had endorsed our fibre expansion plan to 95% of the population. However, the reality of funding and competing government priorities during an election period have forced us to refocus.

Whilst we maintain New Zealand would benefit significantly, both financially and societally, it is clear even joint funding and partnership is not viable in the short term. We've instead shifted greater focus to our other large opportunity pool as brownfields infill, where roughly 200,000 premises have previously been passed with fibre during the initial UFB rollout but were not installed or connected.

Finally, to property optimization, where alternatives are enabled as we retire and exit from the copper network. We continue to review high sites and how these may be broken into tranches as a test case, and we have several parties interested.

I'll now hand over to Drew, to take us through the financials.

Thank you, Mark, and hello, everyone. Overall, as Mark said earlier, we delivered robust results in a challenging economy and we continue to see solid fibre revenue growth annually, offset by the continuing copper legacy revenue reductions. Turning firstly to our overall income statement.

EBITDA was $357 million, up $11 million from half year '25. Revenues of $506 million were up by a net $6 million. For operating expenses, we made cost savings from the changed operating model, incurred lower consulting fees and made good progress on reducing legacy costs. That helped us absorb inflation and a number of cost lines. Having completed the accelerated depreciation on our copper assets in Chorus UFB areas in the prior period, depreciation and amortization was $216 million in the half, down $19 million from half year '25. As a reminder, copper cables and copper-related ducts and poles in local fibre company areas will be fully depreciated by June this year. Those in non-fibre areas will be fully depreciated by June 2030.

Net finance expense was $6 million higher half-on-half. While our weighted average interest rate on debt reduced from 5.7% to 4.9%, we repaid the majority of our EUR 300 million notes early with EUR 9 million of settlement costs. Income tax expense of $11 million is up $4 million from half year '25, primarily driven from our higher profits. Overall, this meant we recorded $15 million of net profit after tax for the half year compared to a loss of $5 million in half year '25.

Looking in more detail at our revenue categories. Our fibre broadband revenues were up 7% or $26 million from the prior year, driven by fibre connections up 31,000 lines, along with an approximate 4% increase in ARPU to end at $57.73 for the year. With total copper connections down 60,000 or almost 50%, this resulted in combined copper broadband, voice, and data revenues being down $18 million or 43% lower annually as we continue to execute our multiyear copper exit strategy. We continue to see copper connections and revenue declining in the second half similar to the first half.

Field service revenues were down slightly, primarily driven by lower new property development activity, as Mark spoke to earlier, and was partly offset by higher revenue from new connections and brownfields projects. Other revenues were stable annually and were lower on a sequential basis as the prior half included approximately a $3 million net gain from copper cable recycling sales based on the trial we conducted in that fiscal year. Based on the learnings from that trial, we have completed a tender process with vendors and expect in the second half of this fiscal year to implement this program to realize a similar level of net sales from copper recycling in the low single millions.

As I've spoken about previously, we intend to adopt the new accounting standard, IFRS 18 for this financial year, reporting to June 30. The new structure allows us to be more prescriptive in our income statement, and we're currently working through what this will look like in our full year results.

Total operating expenses were $149 million for the half year and were $5 million or 3% lower than the comparative period. We continue to drive strong cost management disciplines to offset the persistent inflationary pressures, which rose in the half year, mainly from nontradables, such as rent and rates.

Labor costs were $41 million, down approximately 4% annually as a result of our new operating model with about 100 fewer roles in the business. The labor capitalization rate reduced from 45% to 42% as network build activities declined versus prior periods, primarily from fewer fibre footprint expansion projects.

For network maintenance, costs were down $7 million half year on half year. The key drivers were lower copper fault volumes to premises as copper connections continue to decline, resulting in a 22% reduction in truck rolls, partly offset by network-related fault costs. This has been complemented by improved cost efficiency programs implemented across maintenance activities. For half 2, network maintenance costs will not decline as much as prior periods as contractual CPI increases occur along with the seasonal increase in weather-related faults, which impact network-related fault volumes, especially in more rural areas. IT expenses were up slightly as a result of some one-off cloud-based system implementation costs included in this half. Other network costs were $5 million higher than HY '25. This was mainly due to higher payments to service companies from better service levels this year, higher engineering activity as a result of weather events.

We also saw timing differences on project spend annually, including the one-off copper cabinet shutdown costs we incurred to power down each cabinets. Electricity expense was up $1 million annually. And while our electricity consumption continues to decline annually by approximately 6%, this favorable trend was more than offset by higher lines charges.

Consultant expense was down $4 million annually as the prior year consultant spend included investments to explore the potential new revenue opportunity in the trans-Tasman subsea cable. Advertising expenses of $5 million are traditionally lower for Chorus in the first half, and we expect this will increase in the second half, similar to prior years.

Moving now to CapEx. Gross CapEx for the half year was $158 million, down $41 million from the prior half. Within gross CapEx, $79 million was sustaining and $79 million was for growth. Gross CapEx was supported by $20 million of customer contributions for roadworks, new property development and rural broadband upgrades. While CapEx was lower during the first half, we see an uplift in CapEx spend in H2 as a result of our planned project expenditures during this financial year. This includes phasing of large national fibre build projects underway, major network property refurbishment projects, and large IT project deliveries.

This slide shows CapEx using regulated categories for the fibre regulated asset base, RAB. CapEx attributable to investing in the RAB, which excludes capital contributions, is estimated to be about $125 million for the half year. For the non-RAB CapEx, as you can see, copper CapEx was $3 million, down annually and was mainly funded -- third-party funded. Total RAB increased by $73 million over the calendar year to $5.98 billion, with core RAB increasing to $5.11 billion, up $203 million, offset by the financial loss asset declining by $130 million to $0.86 billion as the FLA depreciates further.

Our total net debt as of December 31st was $3.2 billion, up approximately $100 million from June 30th, primarily as a result of issuing $400 million in euro notes in November. Proceeds were used to repay EUR 243 million of the EMTN 300 notes due in December '26, along with paying down entirely the revolving credit facility.

We have 2 rating agencies that issue credit opinions on our leverage, Moody's and S&P. Moody's rates Chorus as Baa2 stable with a threshold of 5.25x debt-to-EBITDA down driver, which we are currently at approximately 4.8x. S&P rates Chorus as BBB positive outlook. As we have updated previously, S&P introduced a new digital infrastructure rating criteria covering tower companies, fibre companies such as Chorus and data centers. This new criteria uses the funds from operations to debt ratio for its leverage calculations and have set a threshold of 9%. Chorus is currently well above this threshold at 17%. This new leverage criteria is equivalent to 7x down driver of debt to EBITDA when using the prior methodology.

As I will speak to shortly on the status of the NIFFCo security sale, the final determination by S&P on their leverage calculations and final down driver metrics will depend on the outcome of the NIFFCo security sale later this year. The table on this page provides our bank covenant calculation using the revolving credit facility, which has remained at no greater than 5.5x senior debt-to-EBITDA ratio, and we're currently at 4.49x. While S&P have changed the methodology, importantly, Moody's have made no change to their threshold of 5.25x. So this is our leverage down driver that is our focus for our capital management policy. Lastly, about 70% of our interest rate exposure is fixed for the next 3 years.

Turning to the next slide. In December, the New Zealand government announced the sale process will proceed for its bespoke Crown funding securities provided to Chorus. The key terms of the securities are set on the right-hand side of the slide. And the face value of the combined securities is $1.16 billion, of which $683 million are classified as equity securities.

Chorus will not participate in buying these NIFFCo securities in the current government sale process. And importantly, if securities are sold to a third party and transit from the Crown, the terms of the securities to Chorus cannot be altered without Chorus' agreement. If the sale process does conclude later this year and depending on the acquirer, S&P may reclassify the $683 million of equity securities as debt rather than as equity as they currently treat them in their leverage calculations. On a pro forma basis, if S&P treat all of the NIFFCo equity as debt, this would mean the S&P leverage calculation would be increased to approximately 6x net debt to EBITDA. So still well below the current 7x down driver. On an FFO to debt basis, this would be approximately 13%. We will not know the final S&P leverage calculations of course until later this year, until after the NIFFCo sale process is complete. But in all scenarios, we are below the leverage thresholds.

Finally, on dividend and guidance, we've announced an interim dividend of $0.24 unimputed to be paid in April. The DRP is not available. Dividend guidance for the full financial year remains $0.60 unimputed and reflects the ongoing positive trend in cash flows. Net cash flows from operating activities were pro forma $257 million on the same basis as last year as we note that a $29 million payment from one customer missed the cutoff for half year results and was paid in early January. FY '26 EBITDA guidance remains at $710 million to $730 million, and we now expect to be in the upper half of this EBITDA range. And we base this expectation to be in the upper half based on increasing fibre connection growth and corresponding revenue increases and continuing disciplined cost management.

CapEx guidance for fiscal '26 also remains at $375 million to $415 million, and we now expect to be in the lower half of this range. Correspondingly, our sustaining CapEx guidance range of $195 million to $215 million for fiscal year '26 also remains, and we expect to be in the lower half of this range. This reflects the capital project deliveries in the second half that I spoke to earlier. Overall, we continue to track well, and we're pleased with the progress we are making in this early phase of our strategic objectives for Horizon 2 through 2030.

I'll now hand back to Mark to run through the outlook.

Thanks, Drew. I've spoken previously to our overarching purpose for Chorus, and this is anchored in enabling better futures for Aotearoa at an intergenerational level, in many cases, a driving role we play through connectivity.

So we're proud to be launching an Equity Fibre product designed to provide affordable and accessible connectivity at a time where we know nearly 400,000 households cannot afford a package of meaningful digital access in New Zealand. Our Equity Fibre product is a key tool in our digital inclusion efforts. It's shaped through extensive research and deep collaboration with community partners and is now available for retailers to activate. Given the inherent complexity of hardship, our trusted community partners will be vital in helping to identify and connect eligible families. And we're encouraged by an initial interest from smaller community-focused RSPs and we're working towards broader retailer participation.

Digital inclusion is a shared challenge. And whilst ideally, we'd have a national government-funded program that isn't realistic in the short term. Instead, as Chorus, we're taking it upon ourselves to drive initial change, prove this is feasible, show how digital connectivity materially improves lives and develop a use case for this to be scaled nationally. We're not waiting for someone else to make a difference.

Turning to our focus for the remainder of FY '26. As we step further into our Horizon 2, we're certainly on a fast track to being an all-fibre business. Under Lead, formal pricing changes across our products came into effect from January 1, although retailers had previously revised pricing. The connection trends I noted earlier are encouraging and we expect the run rate uplift in half 2.

Awareness and preference of fibre over other technologies is clear. Broader industry thematics of connected devices, growing usage, need for resilience, evolving content quality and an AI revolution, all aligned to fibre's superiority. We retain our 80% uptake aspiration and our conviction of growth opportunities in our core fibre business through underpenetrated pools. We expect improving data and analytics capability will also reshape our execution with retailers through smarter and more efficient means. Likewise, that analysis will inform our approach to brownfields fibre infill to premises passed by fibre but not yet installed. We've shown through our prior Frontier initiative, bringing fibre to almost 10,000 new addresses. This can be executed at pace and a faster conversion to connections.

We're good at building fibre and we'll have qualified rollout intentions for infill over the course of H2. To expand, core product growth continues, leveraging existing fibre assets and an expected uplift in NPD greenfield volumes as property developers ramp back up.

Earlier, I noted we're assessing several infrastructure-related initiatives over H2 and we'll provide a more substantive update at the full year results. There is some commercial sensitivity to these given market competition and the provision of infrastructure services. To adapt regulatory focus and driving formal decisions to outstanding reviews is a priority for us. But as we've noted, through ongoing collaboration, we see favorable pathways emerging. Cost discipline will continue as will the drive for simplification and efficiency, which will lead in turn to further savings.

In Pioneer, we're accelerating copper retirement and the exit of cabinets over H2. UFB will be completely retired by July, and we're still estimating LFC areas by end of calendar year '26. H2 will see our copper recycling program in full operational mode with delivery partners and expected returns in year of low single-digit millions. Development of extraction plans and timing will also be completed by the full year results. We would also hope to confirm an exit approach to our noncore high sites by full year, and we'll work with interested parties over the coming months. More broadly, exchange footprints could also yield beneficial outcomes in coming years with alternative asset owners or lease models to space in desirable transport locations. As a worst-case scenario, this represents a material cost-out opportunity for what become noncore assets.

So to wrap, we're pleased with another robust set of results, again, reflective of the resilience of fibre. Economic recovery is still lumpy but improvements will only be favorable to our uptake and mix. Equally, we're pleased with the foundational groundwork laid in Horizon 1 that enabled us to step into the first 6 months of Horizon 2. We have a clear aspiration. And whilst the benefits of change will be realized progressively out to 2030 in our plans, we can already see a shift in focus, capability and execution. Horizon 2 is focused on growth, simplicity and efficiency. We're clear on growth opportunity pools. And paired with the superior fibre technology, it really comes down to execution.

Today, we're already delivering greater simplicity, efficiency and savings. Exiting legacy copper technology is tangibly in sight and opens new opportunities to optimize our portfolio of assets. We've shown our discipline, leveraged our superior fibre assets and sought to exit from noncore ones. Investments will be core to our business or natural adjacencies but they must be scalable on returns. As we've said many times, an investment in digital infrastructure is both for today and the future. And our fundamental belief that fibre is technologically superior in every way that matters holds firm.

Thank you all, and let's go to the questions on the phone line, please, operator.

[Operator Instructions] Your first question comes from Entcho Raykovski with E&P.

So my first question is around the guidance. You've moved EBITDA guidance to the top half of the range. I'm just curious whether that means that you're seeing any improvement in underlying economic conditions or whether you're seeing perhaps some better mix than what you expected back in August. I'm just conscious that the fibre connections trajectory is not dissimilar to the trend in FY '25, and you spoke back in August about being in the bottom half if economic weakness persisted.

So is there something in particular that you're seeing in the outlook which is more encouraging, or is it mix? I mean, that's my first question. I've got a couple of others, but I might hold off on those for now.

Thanks, Entcho. I'll start with that. I mean, clearly, H1, I think, is still a tough economy. I think there's no doubt that it was challenges. I wouldn't say that we're seeing significant changes in H2. But as we spoke to NPD, consents to build are increasing. So that's opportunity. The way we look at our connections growth, we have targeted incentives with all of our retail service partners. And as we look forward into H2, we're seeing initiatives take hold with their plans. So that's why we spoke to increasing connections growth and the corresponding revenue. So that's where we see some opportunities there. And we've also been very disciplined in cost management in H1. We did see inflationary pressures. And as I spoke to there, we have seen some areas that we brought down. Other areas have gone up as the inflation effects have taken hold in rent, electricity and rates. So we feel very good about managing through that and continuing into that to the second half.

Yes. Maybe just to add to that, too, Entcho, I think for our Q3 uplift, you referenced the connections as well for the first half. We're quite encouraged by Q3. Our January result was the strongest for -- I think since mid-2024. And again, we talked to some of those encouraging trends on mix. So we're seeing churn actually come down that we're stabilizing on the volumes of downgrades we've seen previously as well. And then equally starting to see the reactivation rates from premises that have been off-net longer term, which for us, the hypothesis being the 100-meg fibre plan in particular, is appealing to customers and premises that the 50 megabit plan didn't previously. It's been a distinct shift in the reactivation rates that have been off-net for over a year, over 2 years even and one that we hope obviously continues.

Great. And you sort of touched on OpEx, but I'm wondering if you can give us an idea of what the underlying OpEx growth was in the first half ex any one-offs in the PCP. I think you incurred about $9 million of one-off costs for the entire FY '25. So I don't know if you can break that down first half, second half. And just as a follow-on to that, do you still expect to see low single-digit growth in OpEx on a net basis in FY '26 from -- I think you've spoken to about $300 million net in FY '25?

Yes. I mean to speak to H1 '25, there was the $4 million that we -- in consulting fees that we incurred that half. And so that's what I spoke to in the consulting fees were down $4 million. So you can see that pretty clearly as -- the rest of it would be organic in the sense that our operating model change. That did take hold after H2, so you can see the impact of that in our H1 '26 results.

Inflationary factors, it's pretty clear in terms of some of those line items in terms of rent rates and electricity where we've seen some of that increase. In other network costs, that's where we have our copper cabinet power down costs. And so while we've -- and I did call out that we'd increase that in H2 as we continue to get customers off cabinets, work with the retail service partners and the lines companies to coordinate together to get those cabinets powered down. So that will increase slightly. I did call out that the reduction in network maintenance costs will not be as great as what we've seen before, primarily as we've gotten more customers off the premises-based copper connections to network faults. So we've seen -- we still see that stabilize. So hopefully, that provides enough color. And I did call out advertising. It's always seasonality and that would be up approximately $2 million in H2.

Final one, I mean, you've spoken about the updated S&P criteria for digital infrastructure assets. I guess, is it too early to say how it may impact your capital management policy given it's now being applied to Chorus? I mean, as you said, under all scenarios, you have plenty of headroom. And I mean, perhaps as part of that answer, do you expect Moody's will make any changes to their methodology or is just S&P specific?

Well, let me answer -- so it's a capital management policy that was set for RP2, which says a growing sustainable dividend at real rates. And so that's where we set the $0.60 this year. So we've achieved that, and we're very happy -- the Board is very happy with that. Under S&P, there are so many moving parts in terms of the NIFFCo sale and what that will do ultimately based on the owner. And again, if you take the 2 scenarios for S&P, the security sell, the equity is treated as debt, we're at 6x pro forma leverage with a 7x down driver. If the NIFFCo securities don't sell, S&P has called out in their credit notes that they would increase this to BBB positive that would reduce the down driver to 6x approximately, as well as reduce the FFO to debt to increase to 13%.

So the amount of headroom is not as much as people see just based on where we stand today based on that uncertainty of the NIFFCo security sale. For Moody's, there's been no change. And they've always treated the equity as debt essentially for their calculations with -- they've been ambivalent to the owner of the securities. So there's no change coming from them. Their down driver is 5.25x. We have our annual credit opinion discussion at the end of March. There have been no indications that they're changing that criteria at all. So I would expect that, that would be remaining as our down driver at 5.25x, which now sets for our capital management policy, what we manage to.

Your next question comes from Ben Crozier with Forsyth Barr.

Just one question on sort of the infrastructure revenue. I think at the Investor Day just over a year ago, you talked to that infrastructure revenue in aggregate was sort of $155 million and you're targeting $180 million to $200 million. Can you give us sort of an update on how that's progressing in terms of an aggregate and where that sort of revenue sits today?

Yes. Look, it's probably at similar levels today. I think we've also spoken to some of the legacy products that over time will be retired. So that drops down before then going back up. So you drop below the $150-odd mark and our aspirations for Horizon 2 would get to $180 million to $200 million of revenue.

So as I said, we're continuing to look at a number of initiatives, several that we're actively looking at right now. We've discounted a number -- you may have seen already that from the LoRaWAN IoT that we were exploring as a trial and we've actually moved away from that. So we don't believe that's a scalable opportunity for Chorus in the current market at the moment. So we'd rather put that investment and resources, et cetera, into areas where we think they can be scalable. And there is some commercial sensitivity to several of the options that we're looking at, hence, my reference to a more substantive update at the full year result.

Perfect. Second, just on sort of the MAR or regulatory revenue achieved in the first half. I think at the full year, you sort of gave an indication of how much of the total revenue was regulatory. I don't know if you have that idea. And presumably, you've underearned your MAR, a decent amount in this first calendar year of the second regulatory period, as expected, given the meaningful step-up in the MAR. Sort of -- can you also sort of talk to when do you expect that gap to close? Are we sort of at the end of the second regulatory period and then the rest to be caught on a washout?

Yes. I mean, so we're in year 1 of RP2. And so you're correct, we earned under the MAR, but that's deliberate to give us time to grow into it. And so we don't have the final numbers that will be produced as part of our ID reporting comes out in end of May. But in essence, we will continue to focus on how much we want to close the MAR over the next 3 calendar years. So we do factor that in, Ben, as a function of connections and price increases and so forth and mix. So we're very focused on and closing a gap. And did what we did in RP1, which we got within $1 million of the MAR at that point. So we need headroom at the beginning and will increase over the next 3 years.

Maybe last just on sort of satellite and Starlink. Do you think -- have any data or have any inclination of -- are they sort of attacking some of these sort of fringe suburban areas where fibre is available, but maybe Starlink as well is sort of getting a bit of an uptake, or do you think Starlink is pretty much just a rural product at the moment?

I think primarily, it's still an option for customers and premises that can't access fibre. So more of the non-fibre areas or rural New Zealand. That said, we wouldn't say that there is no Starlink in any of the metro areas. Some of the multi-dwelling units that may not have had fibre installed at the time of build, they create optionality for those premises that are looking at fixed wireless or satellite. So there is likely some in metro areas. But predominantly, we still see it as areas where there's not fibre available.

Your next question comes from Arie Dekker with Jarden.

Just firstly, just maybe a little bit more color on these infrastructure opportunities, and I appreciate you talked to the commercial sensitivity. But could you just sort of give perhaps an indication of the extent to which -- and you said, I think there were several that they utilize your existing infrastructure and also whether any of those opportunities would involve you acquiring existing infrastructure already in place?

Look, yes, there is some commercial sensitivity to them. We've always been really clear that they would need to be either core or natural adjacencies to our core. And I can say they're all in that camp. They're all scalable opportunities. We're really defining what the opportunity is and not wanting to invest or spend our resource time on areas that we don't think we have a natural right to play. But they are all natural adjacencies. To your -- and look, timing-wise, I think as I said, what we would recognize is they take longer to bring to market and to commercialize. It's a competitive market. But we certainly see that there are opportunities where we have a natural right to play.

To your second point on inorganic opportunities, yes, absolutely. We're looking at both, whether we can build the capability internally into our own infrastructure network or likewise, whether there's something that could be acquired into our existing infrastructure as well.

Great. Then just with regards to the fibre infill build where you're turning your attention given the lack of government support for expansion and you sized the 200. Could you just talk a little bit about how you'll go about assessing that, whether you see the opportunity sort of a more dense urban as more attractive than sort of more on the fringes. Just how you're looking at the assessment and where you think the best opportunity will be for you?

Sure. So look, the 200,000 premises are premises already that were passed and they have a premise on them. It's about 70,000 or so premises that we do pass with fibre but they're vacant lots, right? So we know that there's roughly 200,000 and there is a home there. Obviously, they split up between single dwelling units and multi-dwelling units. Equally opportunities with retirement villages, with second homes and holiday homes as well. I think the opportunity for us and where I've really wanted to drive our focus is leveraging better data analytics, being smarter about our execution.

There's some opportunity to be a bit smarter, too, with AI and look at where -- if you were to take, say, like Fibre Frontier, where are the next 10,000 premises out of 200, where is the second 10, the third 10, et cetera. So wanting to filter them rather than a mass market type approach and actually being a lot smarter about how we engage with retailers as well and looking at products that they themselves in many cases, are offering. So I think the short version of that, Arie, is that we're looking to be a lot smarter with our tools and execution where it's a lot more targeted.

Then just on the -- a little bit further on the 80% aspiration in that. And I think you've talked at various points on the call about what you're doing on that. But I guess just firstly, just in terms of your conviction, like would that still sit at the same sort of level as just over a year ago when you introduced it? Or do you think that your conviction level on getting to that point is a little bit lower now than it was a year ago? And then also just of the various initiatives, what would be, I guess, the 1 or 2 key ones you would call out as being the focus in the next 12 months or so to lift the penetration rates, which are sort of stabilizing even in some of your higher penetration areas like Auckland?

Sure. Okay. So my conviction, yes, absolutely unwavering on 80%, even a year on. I think the learnings from a year on that, as I've just talked to around being smarter on the execution, using AI, using data analytics, being more targeted in our approaches I'd say that, that's more broadly how we will execute. I think we gave a figure that broadly we needed to be at about 40,000 new net fibre connections each year over our Horizon 2. But that was more as a -- look, on average, you need to do that. The work we did in Horizon 1, the foundational piece, building capability, building organization structure, being clear around the aspiration, having that clarity and specificity of where we would go, we needed to do all that work. So my sense is that it's going to take a little bit of time to build up.

So some years might be lower, some might be -- would need to be higher. But my conviction remains at the 80%. I think that is achievable, looking at the underpenetrated pools that we have. And to talk to those in the main if we start at a holistic level, there's 200,000 premises as brownfields infill. They're in our denominator. We need to do something with those. And I think there's real opportunity here when the fibre passed the premise previously. But for whatever reason, either it wasn't eligible for a subsidized build of fibre back then or the premise didn't exist back then. I think we can go back and relook at that because the fibre that's running past the premise is essentially a sunk cost today. So I think that gives us the ability to think about the economics in a different way for a further build-out. So that's 200,000.

The other large pool holistically is the inactive on -- they are intact, but inactive. That's another 200,000, right? Now between those 2 pools, there's lots of crossover to fixed wireless, obviously. So that's inherent on us around execution. And how do you keep raising that awareness and the differences on fibre to other technologies. I think the trends in the market are going to exacerbate that anyway. But the INTAGs are an opportunity for us. The fibre is already there, right? So actually, again, working with retailers in a smarter way, what our go-to-market execution is, that's inherent on us. But I'll stop at the 2 large pools because between them, you have 400,000 premises essentially that are potential, half of which already have fibre installed today.

Yes. Then just last one for me, just going a little bit further with the Starlink. I mean you talked to metro. But I guess just interested in your view on where the extent of competition you're seeing in those areas where in the rural or in the fibre extensions, some of those smaller settlements where I think in RBI -- sorry, UFB2 and the extension, your penetration is sort of mid-60s or so. Like do you notice -- is there a lot of Starlink there? And are you sort of thinking about working with retailers on initiatives there to sort of tackle Starlink?

I think to work backwards from that, absolutely working with retailers and whatever means that we need to where we're seeing competition. As I said, look, I said metro and I think it is relatively low. I think it's a fair point that on fringes, of large areas or small settlements, then there could well be penetration of Starlink. We wouldn't say that there's not at all. I think ultimately, though, we look at the broad thematics where usage is developing, content is developing, AI is developing and think that, again, I know we're biased, but we only see fibre as a technology that will actually manage that future demand.

Your next question comes from Wade Gardiner with Craigs Investment Partners.

You mentioned briefly weather impacts. Can you sort of talk to -- are you seeing anything in the second half, particularly around the recent really poor weather that we've had? And maybe also around that, just split out the maintenance costs into sort of copper versus fibre?

Well, fibre faults are significantly lower than copper. So they're nowhere near. And so it's not -- we don't give the dollars, but fault rates are substantially lower than copper. And yes, there have been weather events, as you can read the news. And so we kind of deal with it. We have a team that stand up and get react quickly. So those -- but that's normal for our course of business in terms of seasonality.

I don't think, Wade, to add to that, but copper is an aging technology. And given the severity and frequency of these weather-related events we're having, copper just doesn't perform. The fault rates are significantly higher than fibre. I think at the same time, though, the positives we take out of it is our ability to respond quickly as an industry. We are looking at resilience, obviously, all the time, but you can't plan for these things where the next event is actually going to show up. But it's always inherent in our cost assumptions.

If I go back to August, I think there was 755 FTEs at that stage, and you were sort of talking about 30 vacancies. So that looks like it's changed now. You're down to 751. And what's the vacancy situation like?

Well, we still have vacancies at BAU, and I'd say it's still around -- it's a little bit lower than that now. So we filled some of those roles.

But equally driving further simplicity and efficiency. So I think we did -- what we'd recognized as part of that Horizon 1 was a very deliberate shift. Looking at organization structure, the way we establish value streams for infrastructure and for access, they were really deliberate. I think what we're seeing now over time is where we're investing in further capability and leadership; so I think to AI, to data analytics, customer retention, things that Chorus didn't have as mature frameworks previously. So we're still investing in those. But at the same time, where some of these projects that we're either shelving or moving away from, we're continuing to see a lot more efficiency in our base that becomes more BAU.

So any thoughts on what that FTE number will go to?

No, not -- I guess, what I would say is we're not about to do another deliberate shift. I think we're comfortable with the Horizon 1 foundations that we've built, the organization structure that we've got. We've got a clear strategy, clear aspiration and purpose that we can anchor to our execution around, our prioritization and the way our projects are, we're clear on. So one of the references I said in my opening that it really does come down to execution now. So I'm not -- I don't foresee that there is another substantive shift down again.

Just in terms of the down trading that we saw that, say, 6 months ago or longer. And you mentioned in your presentation that it was sort of 25% of the additions into the 100-megawatt -- 100 megabit bucket with sort of downgrades. But you also mentioned some people upgrading. So is that 25% a net number?

Roughly speaking, yes. Encouragingly, we are seeing some of those trends. So we're seeing more upgrades go from the 100 into the 500, some of which are -- we can see our premises that had downgraded previously and have gone back.

Right. But in total, it's still a net down trading that you're seeing...

Broadly...

That continued in recent months or...

Yes. Look, I mean, it's improving a little bit on that. But yes, broadly speaking, about 25%. I mean, previously, it was about 1/3, I think, when we were sort of talking 2/3 of off-net growth and 1/3 of down trades. Certainly saw post the boost initiative and change in mid last year or start of Q1 for us, it was -- those downgrades were exacerbated by a lot of the pricing changes that a number of the retailers have put through. So I think we've seen that stabilize now as well. So you'd hope to see over time, ideally for us seeing below that 25% is coming from downgrades.

Just finally for me, you mentioned, I think it was positive pathways to regulatory change. Where do you get that confidence from?

Look, I could be wrong, but I think we've got -- we've been really open and really transparent. From a copper deregulation as an example, and you look at the TSO, we've been really collaborative, really open. We want to work with all of the stakeholders, setting our time line at 2030 was as much about putting us all on notice, all stakeholders and how do we all work backwards collectively so that we can find and confirm a pathway to exiting copper technology, right? So I just -- I think we're so far into fibre now.

We look at the rates that copper connections are dropping off. You look at the Commerce Commission's own reporting on rural connectivity. There's just this bow wave that I would say that actually, I can't see any pathway other than copper actually disappearing. It's just a question on timing for deregulation. But we've been really supportive in working with the government and other agencies around how we do that in the best way where customers are essentially protected regardless of the fact that actually already 97% can access 1 of 3 other technologies other than copper.

Right. So you're talking more around deregulation around copper than anything to do with a change to the fibre building blocks...

I think, yes. No, good point to qualify. Yes, I'm talking more about copper, exiting legacy technology. I think -- and that's those legacy constructs. I think we've had a number of discussions around. The share cap ownership is the other that's being reviewed by Ministry for Regulation. I think on the fibre input methodologies, that happens over the coming couple of months. But I wouldn't be in a position to suddenly say that we think we know what the outcome is going to be. We've got to work through that.

Your next question comes from Brian Han with Morningstar.

You said somewhere that Chorus doesn't care who owns the NIFFCo equity shares. But do you know whether the government is as ambivalent as you are with respect to who buys the securities?

Well, thanks, Brian. So since it's not our process, I can't speculate as to who the government would want to sell the securities to. I mean when I say that, it's because the terms are set. And so we know we're very comfortable with the payments, which is 2030, 2033 and 2036, 0 coupon debt. So that's where we see very comfortable in that construct. Again, it's a government's process and we'll kind of wait to get further updates on them as the year goes on.

Drew, while you're there, just more on labor costs. As you simplify and become more efficient, is there a ratio or a target you guys are looking to with respect to labor costs as opposed to FTEs?

Well, I mean, if you can look at our $41 million, which is at a 42% cap labor rate, I'd say without the fibre expansion programs underway, you'd see capital labor rates around that low 40% range. I think we're just too early to say of any AI changes, as Mark spoke to, earlier FTEs, we have no big programs to change. So in the medium term, we expect them to be at the same level.

Your next question comes from Philip Campbell with UBS.

Just a few questions from me. The first one, just on the government's kind of regulatory reviews. I think, Drew, you said you're expecting third quarter. Is that third quarter fiscal or are we looking more kind of third quarter calendar for an update from the government?

I would -- I'm hoping for and would really like a decision by our Q3. So from a calendar year Q1, I guess. But this is a process that has been going for a long time, a lot of engagement. Our priority is getting confirmation, particularly on an exit pathway to legacy technology. So I would really hope that we get confirmation by the end of this -- of our financial year at the latest. But obviously, anything before that is an advantage.

Just a follow-up to that on the TSO. Like obviously, in Australia, we've had a lot of issues around the Triple Zero problems with mobile and so forth. Is that -- I'm assuming that was obviously feeding into this -- any decision on the TSO?

Well, I mean, I think we've always said the TSO kind of goes hand-in-hand with a view on property regulation anyway because the TSO only applied to a subset of customers back in the early 2000. So as far as the Triple Zero outage in Australia, we've done a thorough investigation here as well and I can say that more broadly for the telco sector as well. And we don't have the same risks that were inherent in Australia.

Just on the S&P situation, assuming that the Crown securities are sold, and then they treat the Crown securities as debt. My understanding was that they count the debt as the PV of the debt. So I end up with a lower number than 6x. So I just wanted to check if that's your understanding or do you think they bring in the face value of the debt in that calculation?

Well, S&P and Moody's treated differently from Moody's does on the PV basis. When you read the November credit note from S&P, they basically make and further treat all of it as debt on a total basis. And that's how they even calculate around 6x down driver.

Just another question for you, Drew. Just again on the balance sheet, just with the retained earnings being a negative balance. Like is there any plans to like try and revalue the fibre network at some point?

Well, we've indicated previously that certainly asset reval is in our strategy. Certainly, Phil, I think in August, we'll have much more definitive update on that. So I'd say if you want to wait until August results, we can get more specific on the numbers.

Then just the last one for me was just, obviously, with Sky launching the 4K product. Are you kind of noticing any increased usage as a result of that or is it pretty minimal at this stage?

Pretty minimal at this stage, I think Phil would be the answer. I think because it was essentially isolated to 2 events with the Ashes and the Australian Open. You can see a difference in the usage profiles because obviously, it needs more bandwidth given the content quality. But versus the whole network, you need to see that running at multiple channels where it becomes more like your standard as 4K.

That does conclude our question-and-answer session. I will now hand back for any closing remarks.

Great. Well, thank you again. And as always, thanks for your time, and we appreciate you joining. Hopefully, we've been able to answer your questions with color. And we look forward to seeing many of you over the coming days. Take care, and enjoy the rest of your day.

That does conclude our conference for today. Thank you for participating. You may now disconnect.

[Foreign Language] Good morning, and welcome to Chorus' 2025 Annual Shareholders Meeting. I'm Mark Cross, Chorus' Chair. We're joining you virtually this morning from the Chorus Network Lab in Auckland. On the information conveyed to me, I confirm that a quorum of shareholders is present and declare the meeting open. The minutes of the last Annual Shareholders' Meeting have been approved. The Notice of Meeting, including the explanatory notes, has been circulated to all shareholders, and I intend to take it as read.

We have a fairly short agenda today in terms of the formal business of the meeting. As the video clip we played just before shows, our network helps Kiwis across the countries meet every day so we think it's only appropriate that we showcase our own technology for today's meeting.

On to today's agenda. I'll start today's agenda with a short summary of the year and some of the things the Board has been focused on to deliver value to shareholders. Chief Executive, Mark Aue, will then cover what's happening at an operational and market level. After that, we'll move to resolutions, questions and voting.

First, some information on how to ask questions and vote. Shareholders and proxies have the ability to ask questions and submit votes. If you have a question submit during the live meeting, the Q&A is always open, so please feel free to submit questions throughout the meeting. These will be addressed at the relevant time. To submit a question, simply select the Q&A tab on the right half of your screen, type your question into the field and press submit. Please be as concise as possible and ensure they relate directly to the matter being considered. We will not aggregate or edit questions unless inappropriate language is used and will provide plenty of opportunity for follow-up questions. Any questions not answered in time will receive an e-mail response after the meeting.

Voting today will be conducted by way of a poll on all items of business. I'll shortly open the voting for all resolutions. To give you enough time to vote, you'll shortly be able to cast your vote on all resolutions under the vote tab. Your vote has been cast when the tick appears against the available options. You can change your vote up until the time I declare voting closed. Simply select "change your vote" to do so.

I now declare voting open on all items of business. I'll give you a warning before I move to close voting near the end of the meeting. If you need assistance at any time, simply type your query into the question field via the Q&A tab and someone from Computershare will respond, or you can call Computershare on 0800-650-034. I and my fellow directors intend to vote all undirected proxies we hold in favor of the resolutions. I'll call for voting once I have given an overview of each resolution and each director standing for reelection and election has addressed you.

I'd firstly like to introduce your directors to you. Joining us online are Sue Bailey; Neal Barclay, Will Irving, and Jack Matthews. Directors, Kate Jorgensen and Miriam Dean also join me here at the Auckland Lab. Sue, Will and myself are standing for reelection today in accordance with the NZX listing rules. We also have with us today key personnel, including Drew Davies, our Chief Operating Officer; and Kristel McMeekin, our General Counsel; as well as representatives from our auditors, KPMG, and our legal provider, Chapman Tripp.

Before I cover off the FY '25 year-end review, I'd like to thank and acknowledge our people, our partners and our customers. At the heart of what we do is ensuring the high performance and reliability of our network as digital connectivity becomes increasingly essential to daily life. As we noted in our August results announcement, Chorus delivered another consistent and reliable financial result, proving the resilience of our digital infrastructure assets in a challenging economy.

Our fiber connections continue to grow, up 3% versus FY '24, and we continue to see improvements across our key financial metrics. EBITDA was $705 million, up from $700 million last year. Operating cash flows of $559 million were strong and up 9% on the prior year. These results enabled total unimputed dividends of $0.575 per share for the year, an increase of $0.10 or 21% from the prior year.

Fiber enables a more resilient future for our stakeholders, and we're pleased with the sustainability results delivered during the year. Fiber networks are widely acknowledged as the greenest broadband technology because of their data transmission capacity relative to electricity. By retiring legacy network equipment, we reduced our electricity use by 5% from FY '24, and we saw a 25% reduction in Scope 1 and 2 carbon emissions from our FY '20 base year.

Investing in our people, partners and their safety, along with ensuring assets are safe, resilient and efficient is a critical part of Chorus' business. On safety, we continue to rank well ahead of industry benchmarks. Meanwhile, our people engagement score was 8.4 out of 10, remaining in the top 5% of technology industry benchmarks. Pleasingly, Chorus achieved its targets for FY '25 in all 4 drivers of health and well-being.

We're proud of the work we do to support community good with a focus on digital inclusion. Our efforts on digital equity are very important to us, and we exceeded our FY '25 target of 1,000 digital equity connections by some margin. As in previous years, we note here the focus areas that our Board anchors to. These are the things we consider are most important to Chorus' success.

Highlighting a few of these, on our managed exit from copper, New Zealand now has just 78,000 copper lines remaining, of which only 9,000 are in the Chorus fiber area. We fully appreciate the need for certainty with the retirement of our legacy copper network, particularly for those parts of New Zealand where fiber is not available.

The reality is, though, while the network did play a valuable role in connecting Kiwis for over a century, copper lines now have a high fault rate, are vulnerable to weather events and are no longer providing the service that most consumers demand. At the same time, most rural consumers now have access to 3 alternative technologies that are often more affordable, better performing and more reliable than copper.

Our recent experience with the retirement of old radio system technology on the copper network has shown rural consumers can successfully move to modern services like these and get a better service equal to, if not better, than old copper lines. and these were in some of the most remote parts of New Zealand like the Chatham Islands and a high-country Gorge in South Canterbury.

As far as a managed exit in rural areas goes, I can assure you that as part of the copper network retirement by 2030, Chorus is committed to a clear consumer-centric process that supports the transition of customers to modern services. We're collaborating with a wide range of stakeholders to ensure that happens. In the meantime, for any queries or help on switching services off copper, you can contact our team at [email protected].

Moving on now to look at some of the other Board focus areas. Prioritizing long-term value through capital allocation remains a key area of focus for the Board. We were pleased to have our regulatory settings for fiber confirmed to the end of 2028. These new settings will underpin our cash flows for the next 3 years.

We maintain the view that a solid investment-grade rating is appropriate for Chorus as a digital infrastructure company. Based on the S&P ratings down driver of 5x EBITDA, we remain of the view that 4.75x is an appropriate internal limit that allows sufficient buffer for our current BBB rating, and we're comfortable to operate up to that level. At the end of FY '25, net debt was 4.52x EBITDA. We will continue to use the balance sheet to fund CapEx where it meets our investment hurdle rates. Any growth investment must deliver greater shareholder value than returning it to shareholders.

A core pillar of our capital management framework is a sustainable growing dividend. Our intention is to maintain that dividend growth at least at the rate of inflation within the bounds of our dividend policy, which is to pay an ordinary dividend in the range of 70% to 90% of our net operating free cash flows after sustaining capital expenditures. The step-up in dividend that we see on this slide has been driven by our solid results, the freeing up of cash flow as we move from build to operate, confidence in our future operating cash flows and a more efficient use of our balance sheet to invest in the business.

For FY '26, we provided dividend guidance of a further increase to $0.60 per share, unimputed, subject to no significant adverse changes in circumstances or outlook. This continues to meet our objective of delivering real dividend growth.

On the right-hand side, the chart shows our Total Shareholder Return performance against the NZX50. TSR performance is important for aligning management incentives with our shareholders' experience and to encourage longer-term decision-making. As the chart shows, Chorus has comfortably outperformed against the NZX50 companies over the last 5 years.

Standing back now to look at some of the sector dynamics that we see ahead of us and drive our long-term thinking. We recognize that New Zealand is years ahead of many other jurisdictions in fiber deployment uptake and copper withdrawal. At 87% fiber coverage and 72% connected, this ranks us ninth in the OECD and 19th in the world. Meanwhile, copper in New Zealand is almost retired compared to many European countries, which are still heavily reliant on it. A bold vision got us to where we are in New Zealand today, and we want to continue that momentum. The benefits of fiber are real, measurable and highly scalable.

Last year, Deloitte's Unleashing Fiber white paper estimated the ultrafast broadband program had added $31 billion to New Zealand's economy. Fiber is important to industries such as film, animation, gaming and cloud services, unlocking a wave of high-value, weightless exports. And the gains don't stop there. Deloitte projects those benefits could grow to $160 billion over the next 10 years.

Extending fiber coverage from 87% to 95% could add another $17 billion in economic benefits. We estimate the cost to achieve that is around $3 billion, a strong 5.6x benefit to cost ratio. In an overall national infrastructure context, it's interesting to note that the 5.6x ratio for fiber compares to the 1.4x for the recent roads of national significance investment. We have submitted a proposal through the government infrastructure priorities program process because we believe there's a strong case for this, and we were pleased that this was endorsed by the New Zealand Infrastructure Commission as the only one of 17 projects that were submitted.

But let's be clear, Chorus can't fund this entirely through shareholder capital. The returns we speak of aren't ours. They're economic and social benefits for New Zealand. We know the benefits of network expansion will be realized in the communities where fiber reaches rather than by the network builder, and that necessitates some form of public input and investment. There are significant merits in this proposal, and we look forward to discussions with the government on how we can partner to bring this to life.

Extending fiber further isn't just about additional streaming. This is for the farmers using Precision Agritech to optimize yields, monitoring real-time pricing and connecting directly to global markets. Remote health care providers using telemedicine to deliver specialist care and small and medium enterprises scaling up using digital tools, cloud platforms and e-commerce to reach global customers. The more we extend fiber, the more New Zealanders can unlock its potential.

Of course, it won't all be fiber. In places where it's not viable, high-quality fixed wireless and satellite must play a complementary and vital role. But what matters most is this: everyone deserves the right to participate in the digital economy. That means access to infrastructure that's fit for purpose, scalable and future-proof.

Global demand for high-capacity connectivity is only growing, driven by remote work, data-heavy applications and digital commerce. If New Zealand wants to stay competitive, we need to stay ahead of that curve. Other countries like Australia, Japan, Singapore and South Korea are not waiting for demand. They are already moving ahead on coverage and speed. In global terms, if we're not extending the network and increasing speeds, we're going backwards as a country.

And we can't leave New Zealanders behind. We understand the intergenerational role we and digital connectivity play in shaping New Zealand's future. We believe everyone has a right to participate in the digital economy. Yet today, 1 in 5 people are digitally excluded with access, affordability and adoption being key barriers. So we're bringing fiber to more communities through a community co-funded fiber build and recognize that we have a social obligation to drive digital equity.

We've also completed a proof-of-concept trial with 1,500 low-income households. Through our charitable partnerships, we're also tackling related challenges, device access, digital literacy and flexible pricing. But to scale a real solution, we need industry, retail service providers and government working together. We all have a role to play in delivering digital equity and ensuring every New Zealander has the opportunity to connect and thrive. Digital equity isn't optional. It's essential for full participation in today's economy.

To wrap up, I'd like to acknowledge Chorus' staff. We've driven a lot of change in the business during the year as we shift to becoming a more efficient operator of an all-fiber business. It hasn't been easy for our people at times, particularly in a challenging economy, but we have renewed energy and focus on the strategy to continue to deliver to our customers and shareholders. Thank you to our staff for all of your continuing efforts. I also want to thank all our shareholders and my Board colleagues for your continuing support.

I'll now hand over to Mark Aue for the CEO's address.

[Foreign Language] Greetings and a warm welcome to everyone. As Mark has noted, we're pleased with our resilient FY '25 financial results, particularly given the broader macro challenges. Over the past year, we have made good progress and laid the groundwork for changes in strategy and execution that we outlined at our previous Investor Day, recognizing a shift in our operating model from the great network builder to a great network operator.

Our Road to 2030 strategy sets a clear aspiration: as a simpler, all-fiber business with 80% uptake by 2030. At the heart of that strategy is our purpose. We see this as unleashing potential through connectivity, enabling better futures for Aotearoa. This recognizes the intergenerational role that we play in enabling better futures for our people and our country.

This year alone, we've doubled speeds for more than 700,000 households. We've extended fiber to over 9,000 homes and businesses beyond the original footprint because communities ask to be part of the future, and we've listened. We launched our digital equity pilot targeting 1,500 low-income households, wrapping together affordable fiber plans, refreshed devices and trusted community-led training. And where scale builds aren't viable, our Community Co-Funded Build Program aims to partner with local leaders to get fiber in the ground.

As a public company, we're delivering solutions, not just aspirations. FY '25 or Horizon 1 marks the foundation of our 10-year journey. We've completed key initiatives and made solid progress, now shifting our focus to simplicity and efficiency, doing less, becoming leaner, reinvesting in capability and prioritizing scalable growth. Horizon 2 spans the next 5 years out to 2030, where the benefits of these changes will be progressively realized, shaping Chorus into a simpler, more efficient, innovative and competitive business.

Horizon 3 is where we transition to a single-state technology, fiber, having fully retired copper by 2030 and ideally earlier. Over this time frame, we believe fiber's advantages as the gold standard in broadband will only continue to grow in relevance.

Operationally, we continue to see accelerated demand for data. Average monthly data usage at 668 gigabytes as at September is up from 623 in the prior year. Annual network usage has increased 10% over the same period. To put that increase into context, that's the equivalent of 29,000 years of continuous high-definition streaming. So we continue to see the shape of consumer behavior evolving, and this only further plays to fiber's strengths.

We've repositioned ourselves as a market challenger, driving education and awareness of fiber's superiority versus other broadband technologies. Our recent TV campaign highlighted the potential shared limitations of wireless broadband, where neighborhood traffic competes with your living room at peak times versus the dedicated connection of fiber. Consumer surveys run in parallel also confirm the growing awareness of these differences, with fiber well ahead of both 4G and 5G fixed wireless on Net Promoter Scores and preference. With a stronger economy and shifting technology trends, we remain confident our uptake goals are within reach.

We continue to see opportunities for new infrastructure growth. While the property development sector remains subdued, new build volumes are stabilizing at pre-COVID levels of around 20,000 to 25,000 lots per year, with around 80% of new homes activating fiber within 5 years. Connectivity growth remains steady across cell site and smart locations with emerging opportunities in data center and mobile infrastructure.

As we continue to optimize for an all-fiber future, we're seeing positive pathways emerge to regulatory simplification. The Commerce Commission's recent recommendation for the deregulation of copper services is very encouraging. The decision strongly recognized the availability of alternative technologies for rural voice and broadband services and highlighted the continued decline in copper demand.

This is complemented by a review of outdated legacy constructs such as the Telecommunication Service Obligation and the Chorus' shareholder cap, to be led by the Ministry for Regulation. Both play a vital role in shaping a regulatory framework that prioritizes investment where it delivers the greatest benefit for New Zealanders. More broadly, we're on track to retire copper in fiber served areas by the end of 2026, with full retirement by 2030, as we say, ideally sooner, through a clear people-centric transition across industry, government and communities. We look forward to a resolution that will provide certainty to rural customers and a migration path to alternative services.

Looking to copper recovery, we expect this program to step up in 2026 as the urban retirement of copper completes. Estimated net proceeds could still be in the order of $30 million to $50 million over the next 3 to 7 years. And as a flow-on, copper retirement also enables us to optimize other property assets as they become noncore. But as we've said, this will happen progressively over our Horizon 2 time frame.

As Mark outlined earlier, we were also pleased to recently have the government's Infrastructure Commission endorse our proposal to expand fiber to 95% of New Zealanders. This was the only private sector submission to be endorsed, recognizing rural connectivity as a critical national issue. This would see around $17 billion in economic value creation over the next decade across 1,000 communities and 160,000 families and businesses.

Focusing on infrastructure that delivers economic growth for New Zealand is critical. These are the kinds of choices that matter now because they compound over time. But as we note, whilst the economic benefits of expanding fiber to more communities is substantial, so are the cost of deployment, and that, therefore, necessitates public investment.

Our strategy is underpinned by our belief that fiber will continue to serve consumer needs well into the future. As we look ahead to 2030, the likely thematics favor a fiber world, one that we see 1 terabyte becoming the average data usage per month, where multi-gigabit plans become mainstream. We linear broadcast TV that has largely shifted to IP streaming and content quality and adoption of 4K and beyond continues and where copper has been fully retired. And through all of this, we expect fiber to still be the gold standard as the most reliable, scalable and future fit-for-purpose broadband technology.

In summary, this year, we've continued to demonstrate the strength and resilience of both our digital infrastructure and our earnings despite ongoing economic headwinds. While conditions are expected to improve, that recovery will realistically begin from early 2026. Innovation remains a key differentiator. We'll continue to drive greater awareness of fiber superiority, particularly as AI accelerates demand for high-performance connectivity. We're actively progressing strategic opportunities. Some are already delivering returns, while in others, we've had the discipline and clarity not to proceed.

On the regulatory front, emerging pathways offer potential for favorable near-term shifts, addressing outdated constructs. Copper retirement and fiber areas is now within sight and will increasingly unlock value from noncore assets. And finally, we've laid the foundation for our strategic reset and entered Horizon 2, focused on growth, simplicity and efficiency. Our conviction in fiber now and for the future remains absolute. It is technologically superior in every way that matters.

On that note, I'll pass back to Mark.

Thanks, Mark. We now come to the resolutions outlined in the Notice of Meeting. We have Sue Bailey, Will Irving and myself retiring by rotation under the NZX listing rules and standing for reelection. The Board unanimously supports the reelection of each of those directors. A brief biography for each director standing for reelection was included in the Notice of Meeting. The fourth resolution relates to the fixing of the fees and expenses of our auditors, KPMG. Voting today will be conducted by way of a poll on all items of business.

As a reminder, for those of you online and eligible to vote, you can cast your vote by clicking on the Vote tab and selecting your voting directions. Your vote is cast when the tick appears. There is no need to hit a Submit or Enter button as the vote is automatically recorded. You do, however, have the ability to change your vote up until the time I declare voting closed. I'll give you a warning before I move to close voting. If you wish to ask a question, please press on the Q&A icon. This will open a new screen. At the bottom of that screen, there is a section for you to type your question. Once you finish typing, please hit the Send button. You can also ask general questions that will be addressed at the end of the meeting.

We now move to Resolution 1, Sue Bailey's reelection as a director. She retires under rotation under the listing rules and offers herself for reelection. It's my pleasure to propose Resolution 1, the resolution to reelect Sue as a Director of the company. I now invite Sue to address the meeting, noting that this has been prerecorded.

[Foreign Language] My name is Sue Bailey. This morning, I'm pleased to have the opportunity to seek your continued support and my reelection as an Independent Director of Chorus. I've had the privilege of being a director at Chorus since 2019. And in that time, much has changed. The ultrafast broadband network now reaches over 87% of premises in Aotearoa. Copper connections have reduced to fewer than 100,000, and we are now into the fourth year and second period of a price quality regulatory framework. During COVID and since then, we have all seen firsthand the benefits that an all-fiber network delivers to the people, communities and businesses of Aotearoa.

It is evident in the way that since 2019, average data usage on Chorus' fiber network has nearly doubled to over 670 gigabytes per month. Wow. One thing that hasn't changed, though, over that time is the commitment of our people to deliver a future-proof and resilient fiber network. Under the leadership of our CEO, Mark Aue, and to use his words, Chorus now moves from being a great network builder to a great network operator.

What do I bring to Chorus then? Well, my professional career includes over 30 years in telecommunications in roles spanning operations, sales and marketing, transformation and as a CEO. With this extensive industry experience, I believe I can continue to contribute at Chorus, both as an Independent Director and as the Chair of the People, Performance and Culture Committee as we move towards becoming a simplified all-fiber business, pursuing our purpose of unleashing potential through connectivity, enabling better futures for Aotearoa.

On a more personal note, I have long admired New Zealand and New Zealanders for your innovation and can-do attitude. And with your support, I hope to add my bit through the role that Chorus plays in furthering that spirit of achievement. [Foreign Language]. Thank you very much. Over to you, Mark.

Thank you, Sue. Kristel, have we received any questions for Sue or about Resolution 1?

No questions have been received on Resolution 1. Thanks, Mark.

Thank you. I now move as an ordinary resolution that Ms. Sue Bailey be reelected as a Chorus Director. The Board fully supports Sue's reelection. If you've not already done so, I ask that shareholders vote on Resolution 1.

We now move to Resolution 2, the reelection of Will Irving as a director, and the Board fully supports Will's reelection. I invite Will to address the meeting and again note that this has been prerecorded.

[Foreign Language] Good morning, shareholders. I'm seeking reelection today, having first been elected in 2022. It's been a privilege to contribute to Chorus' journey over the past 3 years, and I'm pleased to have the opportunity to seek your support for my reelection as an independent director.

Firstly, why do I want to be a member of Chorus' Board and why am I seeking reelection? I've now completed my first term as a director. And in that time, I have contributed as both a Board member and a member of the Audit and Risk Management Committee. I've contributed industry insights and practical experience, having led a wide variety of corporate customer and operational telecommunications teams across Australia over many years.

Secondly, what can I continue to contribute to the Chorus Board? As I've just mentioned, my broad experience working within the telecommunications infrastructure and regulatory environments in Australia gives me a unique perspective. From 2019 until last week, I was the Chief Strategy and Transformation Officer at NBN Co in Australia, the company established to build, design and operate Australia's wholesale broadband access networks. It is Australia's equivalent of Chorus. In that role, I've led teams across areas as diverse as the Chief Technology Officer and network planning, strategic partnerships, legal and regulatory, business continuity and security and new property developments, which is NBN's primary growth business. As of Monday this week, I'm now NBN's Chief Strategic Transactions Adviser in a part-time capacity.

Prior to joining NBN, I was the interim CEO of Telstra InfraCo, Telstra's wholesale business. And before that, I led Telstra business, its small and medium businesses, customer sales and service division with revenues of over NZD 5 billion. And before that, I was Telstra's Group General Counsel. So my experience in wholesale and retail telecommunications across infrastructure, end customer sales of service and strategy gives me a strong strategic lens to assist Chorus with both the challenges and importantly, the opportunities it faces. Blend of legal, operational and strategic experience lets me contribute meaningfully as your company seeks to modernize its regulatory environment, build its customer base and unlock further value for shareholders.

Finally, Chorus is a business that makes a very real difference to Aotearoa's society and economy. high-quality, reliable connectivity at home and for businesses, governments and community organizations is essential for a modern thriving nation. With your support, I look forward to the opportunity to work with my fellow directors and Chorus' strong management team to grow shareholder value and provide positive outcomes for New Zealanders in the years ahead.

[Foreign Language] Thank you. Over to Mark.

Thank you, Will. Kristel, have we received any questions for Will or about Resolution 2?

No questions have been received on Resolution 2.

Thank you. I now move as an ordinary resolution that Mr. Will Irving be reelected as a Chorus Director. If you've not already done so, I ask that shareholders vote on Resolution 2.

We now move to Resolution 3, my reelection as a director. I retire under rotation under the listing rules and offer myself for reelection. For full transparency, I'd first like to draw shareholders' attention to a proxy adviser's voting recommendation in relation to the choice of virtual format for this meeting and my reelection. As shareholders may be aware, proxy advisory firms provide advice to institutional shareholders on how to vote. ISS has recommended voting against my reelection as Chair, citing our decision to hold this meeting as a virtual-only event, which they view as a significant governance concern. This is the first time a proxy adviser has issued a negative voting recommendation on that basis with respect to Chorus, although we did have a virtual meeting last year.

In response, let me explain why we elected to have a virtual-only meeting this year. At our last hybrid meetings, we had 10 or less shareholders with very few questions in person or online. So that's 10 shareholders out of over 19,000. The financial and environmental costs of a virtual meeting are significantly less than a hybrid meeting. The resolutions this year are largely administrative in nature. The meeting technology used by shareholders to attend this virtual meeting is tried and tested and allows full participation. It's also consistent with the NZX listing rules and the NZX Corporate Governance Code, and our constitution does permit virtual-only meetings.

However, we're not wedded to the virtual meeting format and having received some feedback for the first time this year with a preference for a hybrid over a virtual meeting, our intention is to revert back to a hybrid shareholder meeting next year. As always, we'd welcome shareholder feedback on how we can improve our meetings generally.

I'll now hand over the role of Chair of the meeting to Kate Jorgensen, the Chair of the Audit and Risk Management Committee, who will introduce the resolution relating to my reelection as a director.

Thank you, Mark. Good morning, shareholders. It is my pleasure to propose Resolution 3, the resolution to reelect Mark Cross as a Director of the company. The Board fully supports the reelection of Mark. I now invite Mark to address the meeting.

I'm seeking reelection today as required by the NZX listing rules, having first been elected in 2016 and reelected in 2019 and 2022. Having taken over as Chorus Chair in October '22, it's been a privilege to have led the Chorus Board for the last 3 years and to have been a director for the 6 years previous to that. I should note that this is the end of my third 3-year term. And on the Chorus Board, we've tended to observe 9-year tenures.

Stepping into the Chair role provides some flexibility to that general tenure guideline. But in standing for reelection today, my intention is to ensure an orderly handover to a new Chair during this next term. The usual planning for that succession is already underway as part of our normal Chair and direct succession program. So with that said, I'm pleased to have the opportunity today to seek your support for my reelection as an independent director. I'd like to briefly address today why I'm here and what I can contribute as a director of your company.

So firstly, why do I want to be a member of the Chorus Board and why am I seeking reelection? Chorus' purpose, unleashing potential through connectivity, enabling better futures for Aotearoa says it all for me. Chorus' fiber network is a critical national infrastructure business. As New Zealand's demand for data increases and become more reliant on connectivity, Chorus' role will only grow in importance. For a director, serving on the Board of such an entity means being involved in decisions that are economically, socially and technologically fundamental to New Zealand's future digital infrastructure.

Secondly, what do I bring to the Chorus Board? So my current and previous Board roles as well as my prior executive career in investment banking have given me exposure to a wide range of industries, companies, markets, people and situations. And I bring all of these experiences to the Chorus Board table. I'm satisfied as Chair with what we've achieved over the last 3 years, Director, CEO and executive succession, a revised strategy, a regulatory review and a capital management and dividend reset. Activity is one thing, but outcomes for shareholders are more important.

Chorus has performed well in total shareholder return as noted in my earlier address. We're clear on our strategy, on executing that strategy and on managing our capital in a way that delivers predictable and growing returns to our owners. With your support, I look forward to continuing to work hard alongside my fellow directors and our executives and staff to achieve those goals. Thank you.

Thank you, Mark. Kristel, have we received any questions for Mark or about Resolution 3?

No questions have been received on Resolution 3.

Thanks, Kristel. I now move as an ordinary resolution that Mr. Mark Cross be reelected as a Chorus Director. If you have not already done so, I ask that shareholders vote on Resolution 3. I now pass the role of Chair of the meeting back to Mark.

Thanks, Kate. We now move to the final resolution, Resolution 4, the auditor's fees and expenses. In accordance with the Companies Act, Chorus' current auditors, KPMG, have been automatically reappointed as Chorus' auditor. Under that act, auditor fees and expenses must be fixed in the manner determined at the annual meeting.

Kristel, have we received any questions about Resolution 4?

No questions have been received on Resolution 4.

Thank you. I now move as an ordinary resolution that the Board be authorized to fix the fees and expenses of KPMG as auditor. If you've not already done so, I ask that shareholders vote on Resolution 4. I now invite shareholders to raise any other questions, comments or discussion, whether related to any of the presentations, the financial statements or the management of Chorus. While we're waiting for people to raise any items of general business, an e-mail address for your feedback is here on the screen. We welcome your feedback at any stage.

Kristel, have we received any general questions?

Yes, we have, Mark. Our first question is from Stephen Mayne. How many full-time equivalent staff do we currently have? And is this likely to fall over the coming 12 months with the rapid rollout of AI? Which parts of our business and operations are the most prospective for AI productivity gains? And how energetically are we embracing those opportunities?

Great. Thanks, Stephen. Obviously, a very topical question. I'll get Mark to answer that one.

Thanks, Stephen. A couple of parts to that. Firstly, if I look back, we talked to our Road to 2030 strategy, the foundational work we've done through Horizon 1 over this past financial year, part of which included an organization structure review and redesign to better align capability and focus. That saw roughly a 10% reduction in our headcount in FTE, so circa 750 FTE at the end of FY '25. At the same time, we've also recognized we're investing in new capability as we move into that great network operator space, so data intelligence, retention, churn management and AI, in fact. So I think we could probably see that resettle somewhere around 800 headcount, maybe just south.

To the second part of your question on AI, where we have a new CTO from June, Martin Sherk, who've worked with previously as well. And one of the mandates I have given to Martin is to advance our AI maturity. I'd say there's certainly opportunity for us. In terms of the areas, the natural ones that stand out IT process and simplification. I think workflow management still around ongoing installations, property development, et cetera. So I would expect in operations, there is clear opportunities.

As we exit from copper withdrawal as well, I think, again, the ability to exit and drive some simplification and efficiency is an opportunity. But to be honest, we see AI having a pervasive impact across our internal business. So even areas such as our people and culture team already looking at systems and processes and where we could leverage AI as well. So I think there is certainly a lot of enthusiasm. I think there's some questions and some unknowns, but we're certainly stepping into that area at pace.

Thank you, Mark. I've got a second question from Mr. Mayne. New Zealand is regarded as a governance back order by some Australian investors for refusing to mandate annual voting on remuneration reports, which is standard in many countries. This issue was raised last year, but still you haven't followed the need to lead of zero in Fletcher Building and voluntarily introduced a nonbinding vote on a remuneration report. Why not? Have any other investors requested a remuneration report vote?

Thanks, Stephen. And yes, this does get raised from time to time by some of the proxy advisers. I think our position remains as it has in the past, but we're not close-minded to it, of course. Our focus has been on really transparent reporting and disclosure of our remuneration, noting we are a purely domestic New Zealand company. We think our remuneration structures are actually fairly clear and straightforward compared to many. And so far, we have improved our disclosure over time. And at this stage, as far as we're aware, shareholders are generally happy with those disclosures. So that will be our current position. But as I say, we're not close-minded to that.

Thanks, Mark. We have another question from [ Christopher Robert Malcolm ] and [ Helen N. Malcolm ]. Would you please outline how the Chorus UFB funding securities issued to the government work and how it will affect normal shareholders if the government sells them?

Thank you for the question. And actually, it's a good opportunity to address this because there was some confusion caused in the recent announcement by the government. And I would direct you for the real details, I'd direct you to our annual reports and going back in terms of the detailed terms of the security. But if we go back to the origins of the securities, they were issued, that was essentially a way for the government to part fund the build-out of the UFB program. And the government never wanted to take up a voting or a shareholding position in the company, but they did want to lend Chorus the money to partly roll out the program.

So they are nonstandard securities. They are not to be confused with our ordinary shares, which you would hold or our other retail debt securities. They are more like infrastructure-type funding, noninterest-bearing. And so the holders of those as the government has announced recently, as you alluded to, that they are looking at, at this stage, only looking at selling those securities to another holder to enable them effectively to redeploy the money tied up in that asset into other assets like hospitals and schools. And at this stage, it is just a scoping study and the outcome of that scoping study won't be known until next year.

The face value of those securities is about $1.1 billion, but I refer to face value because of the terms of the securities, one would expect them to sell for some hundreds of millions less than that, and that's just based on the fact that they are noninterest-bearing. As we are obviously interested in that study and will be consulted during it, we've made the comment that we wouldn't expect as a result of this for the terms and conditions of the securities to materially change.

In effect, think of it as our ordinary shares every day are changing hands from one owner to another. And effectively, that's the way to look at these debt securities. If they change hands from the government to another holder, it doesn't actually impact Chorus. And so as I say, look out for the outcome of that government scoping study, and then we'll decide what to do at that point.

Thank you, Mark. Our next question is from the New Zealand Shareholders' Association. Some worry that Chorus' dividend is unimputed. Of course, this is not a concern for the many charities that hold Chorus shares. Some think that a more tax-efficient distribution policy could be employed. Has the Board considered this matter? I also read some research that suggested imputation credits might be attached to dividends from FY '28. Is that a possibility?

I think the first comment is, and I go back to my earlier address is that our focus is on delivering a predictable and growing dividend. So when I say predictable, something that shareholders can count on each and every year as opposed to some of the more tax-driven forms of distributions might be special dividends or share buybacks. I think it's more -- it's better to have that consistency of return through an ordinary dividend.

And also, we would not make decisions based on tax driven by the sort of capital allocation policy that I referred to earlier. And yes, I would repeat the comment that we have flagged that in time as we get back into a tax-paying position that we will expect to partially impute dividends in the medium term. So it's all about a function of our taxpaying status.

Thank you, Mark. We've got another question on that topic from [ Philip Simon ]. Some years ago, Chorus lost the ability to attach imputation credits to dividends. It was indicated at that time that these would be reintroduced when able to do so. Could you please give an update on the current taxation situation and a time line for this to occur again?

Thank you for the question. I probably won't repeat the answer, which all applies here. But again, I would say, as I think the key words are when able to, we will certainly be passing on imputation credits. And at this point, we've indicated in the medium term.

Thank you, Mark. Our next question is from [ Liam Wallace ]. For a fiber company, virtual meetings make complete sense, and I strongly disagree with the proxy statement. Why would you suggest we go back to a hybrid when we had such poor turnout?

It's a fair point. And I think what we're balancing here is the pragmatic sort of cost-based reality here that the turnout at our meetings in the past in person hasn't been significant, but we also respect the feedback we've got that shareholders want to ensure that the Board is available to be held to account in person when matters. That's not this year for us, and we don't expect that next year. So we respect that feedback. And to reassure you, we don't expect that if we add a studio audience as it were to our current setup this year that we think that, that's manageable and that would be our intention to do that.

Thank you, Mark. Our final question is from [ Edmond Good ]. What progress has been made regarding the proposed projects outlined at last year's Annual Shareholders' Meeting, specifically the proposed trans-Tasman network?

Thank you. I'll get Mark to comment on that.

Thank you. If I start with the trans-Tasman project or we'd refer to it as the Tasman Ring. When we started exploring this as an opportunity, we had indicated some of our investment criteria and that it was predicated on securing presales commitment to help with what would have been a substantial capital build. And timing is also key. I think from what we've seen, though, from a global perspective, obviously, there's a lot of demand for subsea cable builds. Every other article seems to be around connectivity, data centers, subsea cables. But what we had landed on is that it didn't meet our investment criteria. So it's not something that we are actively pursuing at the moment.

We will continue, though, to keep a watch and observation over this. What we would say is we want to ensure that a connected New Zealand is a better New Zealand. And frankly, there is a lot of opportunity for subsea cables to create diversity and increased connectivity down through the South Pacific, certainly from the western side of the U.S. as well. So we will continue to look out for that. But at the moment, the Tasman Ring is not something that we're actively pursuing. In other areas, though, as I said during my own presentation, we do continue to see opportunities in infrastructure. So data center connectivity, in particular, we play a relatively smaller role in that space today and believe that given the quality of the Chorus fiber assets, that's an area that we should be playing more of a role into.

Mobile infrastructure is another example and other products that we're also exploring. The third area I'd say is copper recovery. Last -- over the last year, we had run -- we've completed a trial and that returned around $3 million of net benefit, and we recycled around 1,100 tonnes of copper. It is a complex process. I would say it's a high-cost extraction process, but the market rates for copper at the moment are also attractive. Having completed the trial, we're intending now to operationalize that. And as I'd indicated earlier, across 2026, looking to stand up a more broader copper extraction process. And as we see that, that's in the order of $30 million to $50 million of net benefit over the next 3 to 7 years. So the trial has proven worthwhile. Thanks...

Thank you, Mark. Kristel, do we have any further questions?

No further questions. Thanks, Mark.

Okay. Thank you. So ladies and gentlemen, that concludes our discussion on the items of business. I'll close the voting system shortly. Please ensure that you have cast your vote on all resolutions. I'll now pause briefly to allow you time to finalize those votes.

[Voting]

Voting is now closed. The results of these votes will be released to the NZX after this meeting.

There being no other matters of business, I thank you for connecting with us today, and I now declare the meeting closed.

[Foreign Language] Good morning, and welcome to Chorus' FY '25 Full Year Results Announcement. I'm Mark Aue, the Chief Executive. Joining me is Drew Davies, our Chief Operating Officer.

I'll begin with an overview of our results and key priorities during Horizon 1 of the strategy reset outlined at our Investor Day in December last year. Drew will then take you through the financials and guidance for FY '26 before I return to discuss the year ahead and the outlook for Horizon 2.

We're pleased to be reporting another resilient result given the broader macro challenges and a weaker New Zealand economy. Through the year, we've made good progress and laid the groundwork for the change in strategy and execution that we'd outlined at our Investor Day. We've driven innovation through our recent Boost speed upgrades and repositioned ourselves in market to drive greater awareness of fiber's superiority. We're shifting focus to simplicity and efficiency with our organization redesign and investment in new capability. And we're seeing the potential for favorable regulatory shifts in the near term.

From a results perspective, total fiber connections were subdued, but up 3% to over 1.1 million with uptake lifting to over 72% and with a further 26,000 addresses passed and now over 1.5 million. We've continued to grow fiber revenue across the year by 7%, even with the deferral on annual price increases and the offset of our ongoing exit in copper services. Our simplification program and disciplined cost management has held operating expenses at $309 million, slightly better than last year. This was achieved despite cost inflation, higher regulatory levies and one-off costs relating to operating model changes and the exploration of new strategic opportunities. This resulted in EBITDA of $705 million, in line with our guidance range and $5 million ahead of the prior year.

Gross CapEx was down 3% to $415 million with sustaining CapEx flat at $205 million. Operating cash flows of $559 million were strong and 9% up on prior year. We've also confirmed an unimputed final dividend of $0.345 to deliver on our guidance of a $0.575 dividend for the FY '25 year in total.

Finally, we're also pleased with our sustainability efforts with our electricity use down 5% and a 25% reduction in Scope 1 and 2 carbon emissions. At our Investor Day, we outlined a strategy reset, shifting our operating model from the great network builder to being the great network operator. This was based over 3 distinct horizons and a key focus on Horizon 2 out to 2030. As noted, I'm very pleased with the progress we've made over the year, and we remain on track.

To recap, we have a clear purpose, reflecting the intergenerational role we play in enabling better futures for our people and country. That purpose is supported by a clear aspiration in becoming a simplified all-fiber business with 80% uptake by 2030. Underpinning the strategy are 4 strategic pillars as [ LEAP ] that frame our priorities across Chorus. All of these are outcome-based and have provided the clarity and specificity to guide Chorus over multiple horizons.

FY '25 or Horizon 1 was the foundational stage of what we see as a 10-year journey. We've completed key initiatives and are pleased with progress in getting the organization future fit for purpose, prioritizing our activity so that we do less, we make the organization leaner and reinvest in capability and focus on scalable investment. Horizon 2 covers the next 5 years to 2030, where the benefits of change are realized progressively and a Chorus that is reflective of a simpler, more efficient, innovative and competitive business. Horizon 3 is where we transition to a single-state technology, having switched off copper by 2030. And we firmly believe fiber's advantages as the gold standard in broadband will only grow in relevance over that medium term.

Turning to performance across our 4 LEAP pillars. In Lead, we remain focused on driving fiber uptake to 80%, adding 31,000 connections in the year. Cost of living pressures highlighted the appeal of our 50 megabits entry-level plan, growing 41,000 lines. About 3/4 of this growth was from new premises, off-net connections or other legacy retail plans. Migration from higher speed plans was about 1/4 of the growth. So we still don't see significant downtrade risk and retaining customers through plan optionality remains a priority in the short term. Growth continues for 1-gigabit plans and above with Hyperfibre plans now over 5,000 customers and growing daily.

Our Boost initiative in June increased speeds for our 50 and 300-megabit plans to 100 and 500 megabits, respectively. Feedback has been very positive, and the upgrade covers more than 700,000 homes. This underscores our aim of keeping fiber's superior capability to other technologies clear in market. Fiber uptakes lifted to over 72%, with original UFB1 areas at 75% and UFB2 continuing to grow at pace, up 4% to 62%. And the right-hand chart also shows we are seeing more net connection growth in our fiber areas whilst copper migration now comes to an end. We've seen accelerated demand for data. Average monthly usage at 671 gigabytes in June, up from 623 gigabytes the prior year, and this lifted again to 684 gigabytes in July. Across our base, 19% of fiber customers now use more than 1 terabyte of data, up from 16% the year before.

And as the chart on the right shows, the higher the planned speed, the more data is consumed. Trends post our Boost speed upgrade are relatively new. However, we can point to a significant increase in throughput for 50-megabit, now 100-megabit plan customers at peak evening time of 14% versus pre-Boost. That tells us again, if you provide larger pipes and speed, customers will use it. We also know the shape of consumer behavior continues to evolve and plays to fiber's strengths. Annual network usage was up almost 10%, but with a 70% increase in peak traffic events.

To put that into context, the usage increase is the equivalent of 29,000 years of high-definition streaming. This again highlights the resilience and scalability of the network. We continue to forecast average monthly customer usage of over 1 terabyte by 2029 and believe fiber to be the only resilient technology to support this. We're continuing to shift as a market challenger, lifting consumer awareness and deepening understanding.

As an example, our TV campaign highlighted the potential shared limitations of wireless broadband where neighborhood traffic competes with your living room at peak times versus that of a dedicated connection on fiber. Consumer surveys also confirm the growing awareness of these differences with fiber well ahead of 4G and 5G fixed wireless on Net Promoter Scores.

Turning to our Expand pillar. While the property sector has been subdued as a result of the economy, we're stabilizing NPD volumes to pre-COVID levels with 24,000 lots over FY '25, and we expect circa 20,000 to 25,000 lots per year ongoing. Meanwhile, we've seen steady growth in connectivity. Cell site connections reached 3,400 by year-end, while smart locations grew 23% to more than 2,500. Data center development is also creating emerging growth. We've launched Express Connect, a new solution that simplifies and accelerates data center connectivity, enabling remote provisioning in as little as 4 hours with no extra equipment or on-site support.

Finally, an update on the potential Tasman Ring subsea project with Datagrid. Our MOU and engagement has ended as the project did not meet our investment criteria. We'll continue to monitor opportunities in the sector, but this is no longer an area that we are actively pursuing. Our Adapt pillar is about driving operational excellence. As part of getting future fit, we refined our operating model in the second half of the year. This involved realignment of teams, roles and processes to better reflect the acceleration of our shift to an all-fiber business. This has seen a roughly 10% reduction in roles, and we're now adding new capability and customer retention, data and analytics and AI integration.

Our Frontier team has also evolved. Having extended fiber to more than 9,000 new premises, their scope now covers the full copper retirement, including simplifying property and legacy infrastructure assets and supporting optimization of our noncore footprint. Regulatory settings also remain critical, and we now have that clarity for the next 4 years. Our ID reporting in May showed we were very close to earning the maximum allowable revenue in 2024 with the core RAB continuing to grow.

And finally, our Pioneer pillar. We've made strong progress towards retiring copper by 2030. Total lines fell 41% over the year to 92,000. That also meant 16,000 fewer copper faults with the left-hand chart showing reactive fault spend that fell another $7 million to $19 million across the 3 zones. In our fiber area, just 13,000 lines now remain, and we expect to retire this part of the network by mid-2026, with all customers having now received notifications. And in non-fiber areas, lines declined 24,000 to now 68,000. The shutdown progressively enables copper recycling. We've completed an initial trial with roughly 1,100 tons of copper recycled at a $3 million net benefit, but more important, frankly, with the learnings taken.

On to fiber with our Frontier initiative, 51% of customers have registered their interest already. 4,500 premises have been passed and are ready to connect with 1,200 connected by end of June and around 2,000 connected by the end of July, showing the strong momentum and uptake of fiber.

As a summary, therefore, of the 6 strategic opportunities that we'd noted for exploring, 4 remain on track and are either delivering benefits now or still forecast to do so in future. One, as IoT is under further review for scalability and one is subsea, we have made a conscious decision not to actively proceed with.

I'll now hand over to Drew to take us through the financials.

Thank you, Mark, and kia ora, everyone. As Mark mentioned, it is great to be presenting a solid result, underpinned by strong growth in net cash flows from operations and positive net profits after taxes given the pressures in the macro economy throughout fiscal year '25.

Turning to the income statement. We've reported EBITDA of $705 million, up $5 million over fiscal year '24. Revenues of $1.014 billion were up $4 million, driven by 7% growth in fiber revenues that were partly offset by our strategy to transition out of copper, resulting in the continued planned decline in legacy revenues. For operating expenses, we made good progress on reducing legacy cost, and this helped us absorb inflation in a number of cost lines as well as $9 million of one-off spend. This was made up of $5 million operating model changes and $4 million for subsea cable new revenue exploration costs. As we've discussed previously, D&A increased due to the acceleration of depreciation on our copper assets, which was $99 million in the current year, up $9 million from the prior period.

Net finance expense was down $7 million as our weighted average interest rate on debt reduced from 5.77% to 5.39%. Overall, this meant we recorded $4 million of net profit after taxes for the year.

Looking at the movements in our revenue categories, our fiber broadband revenues were up 7% or $48 million from fiscal year '24, driven by fiber connections numbers up 32,000 lines annually, along with an increase in ARPU, which was up $3.27 to $58.98 across the year. This outcome was achieved even with our annual price changes delayed from October '24 to January '25, which meant our fiber revenues were reduced by roughly $10 million in year. Fiber premium revenues were down $5 million as we moved customers from a legacy platform and they transfer connections to alternate services at Chorus. We continue to see growth in demand for mobile access and backhaul connections.

As Mark mentioned, we continue to execute our copper exit strategy with connections down 41% and our combined copper broadband, voice and data revenues down $39 million in the year. Looking to this next fiscal year, we expect copper revenues to continue to reduce at a similar rate over the next 12 months before the tail stabilizes. Field services revenues were down slightly, driven primarily by lower new property development activity, which was offset by more roadworks project activities. Infrastructure revenues were up slightly as a result of higher colocation services. Other revenues were up slightly with a $3 million net gain from copper cable recycling sales, while the prior year included a property sale, which was not repeated. In the next fiscal year, we will revise our revenue reporting categories to provide more transparency on infrastructure revenues, which will coincide with implementing the reporting formats of the new accounting standard, IFRS 18.

Total operating expenses of $309 million for the year are down annually by $1 million as we had strong cost management practices in place to offset inflationary pressures across many areas in the business. Labor costs were $85 million, which included $5 million of change costs. The labor capitalization rate has reduced from 47% to 44% as network build activities declined versus prior periods, such as fiber rollouts and the connection activities. For network maintenance, the general trend remains reducing fault volumes, partly offset by inflation and service company costs.

Other network costs were flat and included $4 million of network and property optimization spend as we retire copper network assets. Electricity costs were also flat year-on-year with a 5% reduction in consumption, offset by higher electricity charges. Consultant spend was up $3 million as we invested to explore potential new revenue opportunities such as the subsea cable. We presented a view on fiscal year '24 direct copper expenses at our investor event in December, and the table on the left gives an update on the breakout by category. Overall, it shows a reduction of $9 million to $45 million in costs, primarily from network maintenance and IT expense savings. With the shutdown of urban copper, we do expect to see copper optimization spend in the other network cost line to increase as we shut down cabinets and exit sites in the future. Meanwhile, the chart on the right is our copper asset depreciation profile, as we've shown before. There is a $50 million step down in fiscal year '26, now that copper cables in our fiber areas are fully depreciated and will continue to step down in the future periods.

Moving now to CapEx. Gross CapEx for the year was $415 million, down $12 million from fiscal year '24. Within gross CapEx, $205 million was sustaining CapEx and $210 million was for growth. Gross CapEx was supported by $4 million of Crown funding and $36 million of customer contributions for roadworks, new property and rural broadband activity. This slide shows CapEx using regulated categories for the fiber regulated asset base, RAB. CapEx attributable to the fiber RAB, which excludes capital contributions, is estimated to be about $340 million. H1 allocations have been audited, but H2 are yet to be audited for the 2025 calendar year. For the non-RAB CapEx, you can see copper CapEx was $9 million, of which $6 million was third-party funded. Leverage, net debt to EBITDA lifted slightly to 4.52x on an unadjusted S&P methodology with borrowings up to -- up by $245 million.

We remain well below our S&P threshold of 5x. S&P has recently introduced a new digital infrastructure rating criteria covering tower companies, fiber companies and data centers. They are currently considering how the new criteria applies to Chorus. The new rating criteria introduced by S&P is an acknowledgment of the stable regulatory environment and utility-like nature of our fiber business. During the year, we repaid our first tranche of Crown financing in June and the debt replacement was very successful with strong domestic demand for the $170 million of capital notes. We have $514 million of euro notes to refinance in fiscal year '26, and we're currently looking at our refinancing options. Lastly, about 70% of our interest rate exposure is fixed for the next 3 years.

Finally, on dividend and guidance. We've announced a final dividend of $0.345 unimputed to be paid in October. The DRP is not available. Dividend guidance for fiscal '26 is $0.60 unimputed and reflects the ongoing positive trend in cash flows. Fiscal year '26 EBITDA guidance is $710 million to $730 million. We base this range on continuing growth in our fiber connections base, along with the next fiber price change applying from January '26 and also continuing to execute our strategy to exit copper services with similar reductions in copper revenues as seen in fiscal year '25.

We would be in the bottom half of this range if the current macroeconomic conditions continue longer into the 2026 calendar year. With the fiber Frontier expansion program at an end, gross CapEx guidance for fiscal year '26 is in the range of $375 million to $415 million. We've reduced the sustaining CapEx range to $195 million to $215 million for fiscal year '26. This reflects the decline in copper spend and our expectations on project phasing in the near term, coming in lower than the range we provided at the Investor Day in December. Overall, the numbers are tracking well, and we're pleased with the strong foundations we've set the business on for the future.

I'll now hand back to Mark to run through the outlook.

Thank you, Drew. If we turn to the start of Horizon 2 and our journey out now to 2030, we expect to see the benefits of change realized progressively with Chorus reflective of a simpler, more efficient, innovative and competitive business. First, under Lead. Our proposed pricing changes are with retailers for consultation now and come into effect from January 1. However, we'd note a number of retailers have already changed pricing earlier, in part driven by other local fiber company changes. We retain our ambition for 80% uptake and already have several initiatives underway to target fiber-ready homes. With a stronger economy and shifting technology trends, we're confident our uptake goals are within reach.

I'd also note, this includes our digital equity trial aimed at 1,500 low-income households. But it's clear this is a complex issue and as we've consistently said, requires broad collaboration across telcos and government to scale. On the right, ongoing multiyear research continues to highlight the gap between fiber and fixed wireless. Awareness of both is very high, but consideration and particularly preference as first choice remains strongly in fiber's favor. The scalability of fiber makes it attractive for evolving technologies like AI, where industry forecasts anticipate a step change in demand. The rapid evolution of AI will only further cement fiber's technological superiority, with Nokia forecasting that AI will generate almost 40% of global consumer broadband traffic over the next decade.

Separately, recent Venture Insights research noted 6 key takeaways when considering and approaching AI revolution, of which align with our medium-term outlook. Essentially, these recognize AI timing and scaling might be uncertain, but the direction is not where the debate on fiber versus fixed wireless will be reframed and AI applications will likely shatter the good enough performance threshold. Symmetry and latency, the strengths of fiber will become the critical performance indicators with a new lens needed on valuation of telco assets based on their readiness for the AI era. Frankly, fiber networks are crucial in an AI-driven world, where ultrafast, low latency speed matters, where reliability counts and where massive data transfers are the norm. And we believe those demands will come sooner than we think.

In our Expand pillar, NPD remains a key growth driver for connections. We've recently streamlined our processes and refreshed our market proposition to make it even easier for developers to access the benefits of open access fiber. As the chart on the right shows, fiber activation builds year-on-year as homes are constructed, reaching around 80% activation as connections within 5 years of passing a lot. And remember, a lot can represent multiple connections. Separately, infrastructure demand continues to grow through backhaul, smart locations, data center connectivity and mobile infill. Our third pillar, Adapt, continues our focus on operational excellence. We've spoken to changes made in our second half and simplification of systems and processes will continue in the new year. We're also seeing a positive pathway to regulatory simplification that we talked about at the Investor Day.

Encouragingly, the Commerce Commission recommended deregulation of copper services to the Minister last week. The decision strongly recognized that all rural consumers had access to alternative technologies for voice and broadband services and highlighted the continued decline in copper demand. So this is a great step forward. We're also pleased with the Ministry for Regulations telco sector review that provides the potential to streamline the multiple layers of regulation. The review should be completed by early 2026 and encouragingly is reviewing outdated legacy constructs such as the TSO and the restrictive Chorus shareholder cap.

To our last pillar, Pioneer, it continues our plans to retire copper completely. We expect full retirement in UFB areas by mid-2026 and within LFC areas by the end of '26. There's no question in our minds that copper will need to be fully withdrawn by 2030, given global trends and the cost to maintain it. Spain is the latest country to shut down their entire copper network with the wider EU targeting 2030 for their own shutdown. Urban retirement underpins our copper recovery program. Having completed the initial trial in FY '25, we're now selecting an extraction partner to scale up as more exchanges become copper-free from early 2026. And this remains a $30 million to $50 million opportunity over the next 3 to 7 years. Retirement also enables us to optimize other property assets as they become noncore. But as we've said, this will happen progressively over our Horizon 2 time frame.

And finally, back to fiber. We were pleased to recently have the government's National Infrastructure Commission endorse our proposal to expand fiber to 95% of New Zealanders. It was 1 of 17 projects and the only private sector endorsement. Our proposal has a benefit cost ratio of 6.3 based on an expected $17 billion in economic benefits for a cost of less than $3 billion. However, the Commission's endorsement is independent of any government funding decisions and has highlighted though the absence of a government connectivity strategy for rural. We know the benefits of network expansion will be realized in the communities where fiber reaches rather than by the network builder. And that, therefore, necessitates some form of public input and investment. There are significant merits in this proposal, and we look forward to discussions with the government on solutioning to bring this to life together.

So to wrap up, over the year, we've continued to show that both digital infrastructure and our earnings are resilient despite ongoing economic headwinds. Whilst conditions will improve, that is realistically from early 2026. Innovation will continue to be a key differentiator with the need to drive greater awareness of fiber superiority over other technologies. And we believe the rapid evolution of AI will only continue to highlight the advantages of fiber. In parallel, we'll continue to explore strategic opportunities. And while these look to the medium term, some are already delivering benefits and in others, we have the clarity of not progressing. In regulation, emerging pathways create the potential for favorable shifts in the near term, dealing with outdated constructs. And copper retirement in fiber areas is in sight and will increasingly unlock opportunities for noncore assets.

And finally, I would again recognize the groundwork we've laid for the reset in strategy and execution that are enablers as we transition into our Horizon 2 with a focus on growth, simplicity and efficiency. Our fundamental belief in fiber, both now and for the future is unwavering. In our minds, it is technologically superior in every way that matters.

Thank you. Let's go to the questions on the phone line, please, operator.

[Operator Instructions] Your first question today comes from Arie Dekker with Jarden.

First one, just on the guidance. And Drew, you did mention that it could be at the bottom end if macro conditions continue. Yes, I mean just in terms of those price rises that you've got proposed for the second half, I mean, the mid-single digit. So against that, I guess, the guidance does look a bit soft. Is that because you are factoring in mix shift down to continue even withstanding, so, economic conditions? And can you also just talk a little bit about the introduction or proposed introduction of the new low-speed plan at [ 4010 ] and what motivated you to put that into the mix?

Well, let me start, Arie. So what I meant by the lower half of the guidance range and if the macroeconomic -- what Mark talked to earlier was subdued growth at 32,000 connections in the last year, right? And we've said before, we typically would see 40,000 to get to our aspiration of 80% by 2030 penetration. So if we continue to see less movement in market and so forth that people are not going out there and changing buying and so forth, that's where we see net connection growth maybe at the lower end again in the sense of in the 30,000 range. But net-net, we're not factoring in more downtrades or anything like that. So it's more of a macro connection number. Mark, do you want to talk to the lower speed plan?

Yes, Arie. Look, on the low-speed plan, really, it was to provide some optionality versus the mass market products. I think if you look at the growth in the 50-megabit plan that's now obviously become the 100-megabit plan, 50% of that growth were actually from premises that had either been off the network for greater than 30 days or that had never joined. So we're conscious that actually there's a segment for market growth there that previously wasn't being tapped. So it's really for the optionality. I think it's out to consultation at the moment. And to be frank, I'd say there's mixed reviews around ranging or the need to range an even lower speed plan versus just starting with the entry at 100-megabit. But then in some cases, there are actually retailers that quite like the idea of having that as an option.

Okay. No, thanks. And then just -- I mean, because just -- and again, it sort of comes to the guidance. I mean you've called out $9 million in the operating cost base in '25 associated with exploring the Fiber Ring, and, I guess, cost of changes. That sort of comes out -- I presume a decent chunk of that sort of comes out in the FY '26 cost base and you have further reductions in costs associated with copper switch off. So yes, can you just talk me through, am I reading that wrong? Are there going to be sort of -- are these costs going to continue? Or are you going to feel more of the costs hit OpEx as the labor capitalization rate continues to come down?

Yes. I think, Arie, let me speak to that. So $309 million is what we reported, and you're correct, there's $9 million of one-offs. So it gets to an underlying of $300 million. What we would say is we would have a low single-digit increase from the $300 million on a net basis. That's reflective of we are increasing the one-off retirement expenses for copper. So you're seeing that step up as we kind of come out of our UFB areas and turn off cabinets and so forth. So you have that. In addition, there's some other inflationary pressures, some rates and rents, but we would base it off of that number of $300 million plus a very small single-digit increase.

I think maybe the other point on that, too, Arie, is you picked up on sort of capitalization. So the transition as we move from great network builder to great network operator, there's simplification in here. There's less of the focus on the mass build that there has been in the past. So a lot of the role reductions that we've had are indicative of that transition to being the great network operator. So capitalization actually comes down. So whilst there's savings, they don't necessarily transition into OpEx, but they do come through in lower CapEx and obviously into cash flow.

Great. Just on a couple of the other things. So the extraction partner, will there be revenue sharing proposed there? And then also, I accept you've given a range and it's over a period of time. But just so that we can sort of get a bit of a sense of what's required and sort of monitor it, what sort of market price for copper is required, say, to support the low end of that $30 million to $50 million range?

Look, Arie, I think in terms of revenue share, we're looking at a range of options. As I said, one of the key takeouts from the trial was more about the learnings. Great to have a $3 million net benefit, but it was more the learnings. And looking at how easy it was to extract, looking at accuracy of data records where cables were, the gauge -- gauges, the large gauge, small gauges of copper, the cables that we can take out. So some really great learnings. Realistically, we'd look to stand up the second phase in the second half of this fiscal year, and we're looking at an extraction partner and how we might be able to do this to improve the margins around that.

In terms of the range, I think where we are at the moment from a market price on copper is favorable. But it's a fine balance of actually doing the extraction, which even if we can improve that or lower that extraction cost and improve the margin, there is a degree of complexity associated with it. So we need to be able to see a pathway where that copper market price is still holding up around where it is.

No, that's helpful. And last one for me. You've had a process underway, I think, for the high sites, and that's what you were going to look at first on the asset optimization. Can you just sort of give any guidance as to the timing of potentially releasing some capital from those high sites?

Yes. I mean we are progressing, and we have a number of things in flight right now. Obviously, we haven't announced anything today. There may be something in the first half of this current year, but if anything, it would be very small. And we're not going to be rushed on it, and I think it's going to be more in the second half of next year, if not longer.

Your next question comes from Aaron Ibbotson with Forsyth Barr.

Mark, I'm just curious to get you to add some color to your confidence on reaching 80%. Just looking at some of the moving parts here, if -- you got [ 32,000 ] if I got it right, residential from business new connections, new property development. I'm not sure how many you got, but 25,000, 24,000 lots passed -- 24,000 lots passed. Presumably, if you look at the sort of loss of copper connection or broadband connections in Chorus fiber area, that's probably another [ 10,000 ] or so. So it seems to be pretty much plus/minus 0 of genuine new connections of the existing base, and you need to hit at least 20,000 a year, maybe more to be anywhere near your sort of 80% target. So it seems to be sort of 0 at the moment. So can you talk a little bit more to what gives you -- what sort of underlying trends you're seeing that gives you the confidence that you're on track?

Yes, sure. I think we'd noted in the Investor Day that broadly speaking, we needed about 200,000-plus connection, 240,000 connections to get to that 80%, half of which we had recognized coming from previous NPD development. And again, that's part of showing the chart in the presentation that over the course of 5 years, you see that naturally build. Obviously, with property sector slowing down, some of that development from outside boundary to then inside boundary with developments are completed, that's actually been a bit suppressed obviously, but we see that coming back on as the economy improves.

So half of that growth would come from work that's already been either completed or in train. The other half, we have big pools of opportunity. So 240,000 in active ONTs. And that's where winback plays a key role from other technologies. It's why we are pushing to be really clear on the technological superiority of fiber over other broadband forms like wireless or satellite indeed. There are segments like retirement villages, and the -- there is 200,000 ONTs that we have passed -- premises, sorry, that we have passed that are therefore in the denominator when we calculate 80% that are not connected, right? And that's an opportunity for us to go back again and look at those because essentially, the cost of passing fiber is a sunk cost, right? But there are 200,000 premises that are currently passed but not connected. So we do see large pools available.

Yes. I -- I understand all of that. But if you look over the last 12 to 18 months, and you can cut the numbers different ways, but certainly the way we cut the numbers, there seem to have been very limited, if any, progress outside of converting copper lines and new developments.

Right.

So why haven't you been able to tap into that over the last 12 to 18 months?

Yes, look, now to clarify, of the 31,000 growth, there's actually very few that is from copper really, not on a large scale. We're still getting retention, but actually, there is growth. It is real growth that's coming as I said from the…

So those 20,000 copper lines, if I look at the broadband only, I think you had, whatever it was, 30,000 in total. Have they all gone to other technologies then not being converted to fiber?

Some have gone to other technologies. Yes. Some have gone to other technologies. But, yes, we are seeing growth that's outside -- in fiber that is outside of copper withdrawal and a migration back to fiber. As I said, on the 100-megabit -- well, sorry, the 50-megabit plan that is now the 100-megabit, half of that growth in the 41,000 lines were coming from premises that had either been off the network for greater than 30 days as a minimum or had never joined the network. So that's indicative of winback for us as much as we can tell.

Yes, I appreciate that. But there's a gross and a net impact now. So we're looking at the net impact, but thank you. My second question, and I don't want to be confrontational. But when you talk about this preference of fiber over fixed wireless, which I appreciate, and the type of questions being asked, there's a price gap as well here. If you ask people if they want to drive a Porsche versus a Volkswagen, I guess most people would say Porsche, but a lot more people drive Volkswagens. So what research are you doing when it comes to price sensitivity, particularly towards the lower end of these sort of offerings? How much more are people willing to pay to get that better or gold standard experience of fiber?

Yes, look, we're obviously always looking at that. We only change prices once a year and from a regulated basis, can only do so once a year. So we build in a number of factors. Look, at the low end, when we put the 50-megabit plan in market originally, that was in part reflective of the economy. It was in part reflective of fixed wireless and a shift to 5G in particular. Part of our Boost upgrades as well about cementing that clear difference between fixed wireless and our now 100-megabit plan and our 500-megabit plan.

From a pricing perspective, we'd consider it's a little bit more for a lot more. At the low end that's now become a 100-megabit plan, we're already seeing a 14% increase and -- at peak times for usage, right? And that's in the space of only a few weeks, right? So at the moment, I would say, actually, from a pricing perspective, say, you're getting a lot more capacity, speed performance for a little bit more.

Your next question comes from Phil Campbell with UBS.

Yes. Just a few from me. Just interested in the comments around the S&P with this new rating definition. Just wondering if you can give us a little bit more color on that. It seems as though what they possibly have done with some other companies, it's like a one notch change. So I'm just wondering kind of what that possibly would mean for the dividend policy going forward if S&P was to change?

Thanks, Phil. So what they've indicated for data company -- data centers, tower companies and fiber companies like ourselves is that with the strong and continuing operating cash flows, they can have -- that we generate, they can look at should they move us up in terms of their down driver. Currently, S&P is a 5x down driver. It may increase that slightly higher. That's -- but we haven't seen their final report. Now that we reported our final results for '25, we expect by the end of this calendar year, they'd have their update on the report. And it's too early to say any change to our dividend policy. As you know, our dividend policy is based on our operating cash flows, the sustaining CapEx and paying out in the 70% to 90% of that range. So at this point, we're really confident in what we can do, real sustaining dividend as it is.

Yes. Is there any timing on when you would expect S&P to finalize their decision?

Well, they do a credit review every year towards the end of the year. So we'd accept by the end of this calendar year.

Yes, it's normally early in the new year, isn't it usually?

Yes.

Just another question for you, more of a hypothetical one. Obviously, Vector is looking at selling their Auckland fiber network. Like I was just wondering if you have done any like strategic thinking, like if that was potentially to go to like an LFC, for example, what does that mean for Chorus potentially in terms of competition in Auckland?

Yes. Look, obviously, we've looked at it. What I can say is we already compete in that space already today. And there is significant overlap on the network in Vector's assets. So it's not something that we would be looking to acquire.

Yes. I suppose just the question was like if, say, for example, an LFC was to buy it, I suppose that potentially would mean more competition in Auckland or…

I think there's already competition now, though.

Right. Great. The other one was just Page 26 of the preso, there's just a bullet point there talking about opportunities to assist MNOs with FWA high data usage migration. Is that involving kind of higher incentives to try and get those MNOs to transfer FWA over to fiber? Or is there something else going on there?

No. Look, I think it's just more a recognition again of where we talk about winback from off-net connections. As you know, the market is primarily 4G fixed wireless capacity constraints, capital requirements and particularly at the high end of mobile users for broadband that are using a significant amount of that network capacity, there's an opportunity to look for an addressable market for us to do a winback back to fiber and actually provide some relief for the mobile operators at the same time, all of whom have fair use policies anyway.

Right. And then just the last one for me is just on pricing. I'd just be interested in, obviously, the price changes you're proposing for next year. Just be interested in the kind of the pricing principles that you adopt with respect to that? Because obviously, you've -- I'm just assuming you've got to like take into account what some of the competitive offerings are out there in terms of potentially what people can afford, and then obviously, you've got your revenue cap to consider as well. So yes, just be interested to kind of how you come up with those kind of price changes.

I think you probably just picked up on it, Phil. It's a range of things that is looking at our MAR headroom, which in our ID reporting, we were pretty close to last time for 2024. CPI is obviously a factor, but we also look at the broader investment and expansion of the network as well. We are looking at competitive products. I think from a fixed wireless perspective as well, you'd recognize there's probably some subsidy that's from the higher-margin mobile products there. But again, we're comfortable with the superiority of fiber as a technology. I think too often, they get compared as though they're apples for apples. But for everything that we see today and where this market is evolving to and technology is evolving to consumer behavior is evolving to actually will play into fiber's strength. So again, as I said earlier to one of Aaron's questions, I think that a little bit more for a lot more where we are reiterating and qualifying again the superiority of fiber in market over both 4G and 5G fixed wireless at our 2 mass market level plans for now 100 and 500 meg.

[Operator Instructions] Your next question comes from Wade Gardiner with Craigs Investment Partners.

Look, in the latest op stats, we saw there was a level of downtrading to that 100-megabit plan. But the speed uplifts were really only put through in mid-June. So 2 months on from that, what have you seen? Has it been stimulatory in terms of driving more of that downtrading?

Wade, yes, it's really early days. We're looking at both sides and whether we're seeing any downtrade activity. What we -- what I can say is we're also not seeing uptrading activity, that 500-meg now into a gigabit. So that's something to monitor. We're not seeing significant downtrades. And actually, when we're doing research of the 500-meg customers, that intention to move is actually really low single digit, right? So it's cemented really. There are -- we'd noted that a couple of the retailers have already put through price changes in part, again, I think, because other local fiber companies have put their own annual price increases through. We've seen some movement there, but I think that's equally because the market is rebalancing, right?

So there's a few retailers that have done pricing changes. There are some that we're aware of that are coming online now and maybe some that are waiting when we're actually changing our own prices on 1st of Jan. But the main point to say we're not seeing a significant downtrade. We saw about 1/4 of the home fiber starter or the 50-meg plan growth that came from downtrades, principally that 3/4 came from off-net and either legacy retail plans or from premises that had never joined the network.

Okay. And the other question I had, just in terms of the Fiber Ring, can you give a bit of color as to why that didn't proceed? What was missing?

Sure. Yes, sure. I mean, look, along the 6 strategic opportunities that we put forward on that Investor Day, they were all exploratory. And for the Tasman Ring, it was always predicated on a reasonable level of presales demand and being able to secure that commitment. And as we said, we haven't been able to meet that investment criteria. I think what we've also learned is timing has shifted to the right. I think manufacturing is, we all see it pretty much every other day, there's activity around either data center connectivity or builds and/or subsea cables being built. So there is some limitations around supply, if you think about manufacture depending on number of fiber peers that you're looking to build. There's equally some limitation around deployment on shipping, given the limited number of boats or vessels that are actually out there to lay the cable. So things were moving to the right. So it just -- it hasn't met the criteria for us in terms of timing or having those commitments. So it's something that we'll still keep an eye on and observe, but passively so, it's, I think we wanted to be clear that we're no longer actively pursuing it.

There are no further phone questions at this time. I'll now hand back to Mr. Mark Aue for closing remarks.

Thank you, Ashley. And thanks, everyone, for attending today. Thank you for those that have joined and asked questions. We look forward to catching up with you again in the future. [ Thank you ].

Thank you.