FY25 sees CHL deliver 269 new homes, increase revenue to $291 million and develop a pipeline of 7,000 more homes
CHL has launched its 2025 Annual Report, celebrating a year of growth, transformation and collaboration.
At the CHL AGM launching the report to Members and stakeholders, CHL’s Chair John De Vries and Chief Executive Officer Danny Dracic recapped the organisation’s progress throughout the last financial year, guided by the 2024-27 Strategic Plan, with significant and positive impact achieved in communities across Australia.
De Vries says: “CHL is one year into its 2024-27 Strategic Plan, which has been designed to help CHL transform to ensure the organisation is able to continue meeting the increasing demands of Australia’s housing crisis at both pace and scale.
“As you will read in the 2025 Annual Report, I can attest to how hard the team has worked to align to the strategic objectives and goals, putting people first, integrating greater commercial discipline and blending social purpose with financial accountability.”
CHL has reported strong financial performance for FY25, increasing revenue and other income to $291 million (up from $224 million prior FY) generating total comprehensive income for the year of $89.7 million (up from $46.4 million prior FY).
Throughout FY25, the CHL team of 426 people across Australia has:
- managed 12,056 homes, with 20,000+ customers
- serviced 7,000+ contact centre interactions per month
- implemented 28 community projects
- progressed 2,978 homes under construction across 54 projects
- built a pipeline of more than 7,000 additional homes.
Dracic says: “CHL is managing more properties today than at any point in our history, with the growth lifting our revenue, strengthening our position and allowing us to re-invest in housing, our people, systems and the quality of service we provide to customers and communities.
“Highlights of the last year have included strengthening CHL’s governance structure, embedding a commercial mindset, refocusing international activity and deepening customer impact, particularly through community-led initiatives. By investing in CHL’s operational readiness over the last year, it places our team at the forefront of innovative delivery models that will enable housing growth in years to come.”
The 2025 Annual Report, which can be downloaded here, also outlines the priority areas of focus for FY26. CHL is looking to improve its position further with strategic operational investment that will continue to strengthen our systems, business processes, governance and reporting as well as enhance culture, quality and customer and community impact.
Looking ahead, Dracic concludes: “The traditional method of delivering housing, one at a time, is no longer enough. We need to scale up to meet the high demand and this requires ongoing collaboration with government, community and our partners across the industry. At CHL, we are prepared to address the housing crisis that impacts many, by delivering safe, affordable housing and building stronger futures — one home, one community, one future at a time.”
