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We pay our respects to Aboriginal and Torres Strait Islander cultures and to Elders past and present.  \nMessage from the Chair of the Board .......................................................................................................4  \nMessage from our CEO .....................................................................................................................................................6  \nCHL impact snapshot for FY25 ........................................................................................................................... 8  \nStrategy and transformation .................................................................................................................................10  \nCHL. You belong........................................................................................................................................................................12  \nOne year into our 2024-27 Strategic Plan: putting people first ................ 15  \nOur priorities for impact in FY26 and beyond ...........................................................................17  \nFY25 achievements across our strategic initiatives ...................................................... 19  \nImprove customer wellbeing ............................................................................................................. 19  \nHear from our customers ............................................................................................................... 26  \nStrengthen our culture and support to our people .....................................30  \nHear from our people ............................................................................................................................ 34  \nPromote corporate sustainability and good governance ..................38  \nBroaden our influence to improve housing outcomes ...........................42  \nThank you to our partners ........................................................................................................................................ 46  \nDiverse developments in FY25 ........................................................................................................................48  \nProgressed ..................................................................................................................................................................... 50  \nCompleted ....................................................................................................................................................................... 52  \nMeet our Board ..........................................................................................................................................................................54  \nDirectors’Report .....................................................................................................................................................................59  \nDirectors’Declaration ...................................................................................................................................................... 61  \nConcise Financial Statements .......................................................................................................................... 62  \n2  \nCHL Annual Report 2025  3   \nMessage from the Chair of the Board, John De Vries  \nCHL is recognised for its national reach and local connections, demonstrated by the diverse spread of its people, including across CHL’s Executive Leadership Team and the Board of Directors. As the new Chair for CHL since December 2024, I’m proud to represent the Board as we collectively provide support to the Executive team and serve as Directors across CHLand its wholly contr","cbCaiqcmUT82vZ8b","https://ap.wps.com/l/cbCaiqcmUT82vZ8b","pdf",21479548,38,"English","# Message from the Chair of the Board\n# Message from our CEO\n# CHL impact snapshot for FY25\n# Strategy and transformation\n# FY25 achievements across our strategic initiatives\n## Improve customer wellbeing\n## Strengthen our culture and support to our people\n## Promote corporate sustainability and good governance\n## Broaden our influence to improve housing outcomes\n# Directors’Report\n# Directors’Declaration\n# Concise Financial Statements","[{\"question\":\"What is the focus of CHL’s 2024–27 Strategic Plan as described in the 2025 Annual Report?\",\"answer\":\"The report presents a people-first strategy that integrates commercial discipline while blending social purpose with financial accountability.\"},{\"question\":\"What governance changes were introduced during FY25?\",\"answer\":\"FY25 governance strengthening included the introduction of ‘mirror boards’ across CHL operating subsidiaries to streamline and centralise decision-making.\"},{\"question\":\"How does the report describe efforts to improve housing outcomes?\",\"answer\":\"It highlights initiatives to deepen customer impact, improve responsiveness to the housing crisis, and broaden CHL’s influence to support better housing outcomes.\"}]","CHL Annual Report 2025 | PDF",1789729810,96,[148,152,156,160],{"page_no":8,"url":149,"width":150,"height":151},"https://res-academy.cache.wpscdn.com/upload/kdocshare/2026-11-08/c8e67dcc18327910602f5f1764df1547.webp",983,1390,{"page_no":14,"url":153,"width":154,"height":155},"https://res-academy.cache.wpscdn.com/upload/kdocshare/2026-11-08/9995fcc38a24661bf59ed1a9582f322a.webp",982,694,{"page_no":81,"url":157,"width":158,"height":159},"https://res-academy.cache.wpscdn.com/upload/kdocshare/2026-11-08/32de0da375ce40c55aed3f0994436781.webp",981,693,{"page_no":19,"url":161,"width":162,"height":163},"https://res-academy.cache.wpscdn.com/upload/kdocshare/2026-11-08/a1d4188e9df63177499d30972cb759f3.webp",980,692]