Bingo - Letterhead ASX Announcement 1 November 2017 BINGO INDUSTRIES LIMITED . 2017 ANNUAL GENERAL...

ASX Announcement 1 November 2017

BINGO INDUSTRIES LIMITED 2017 ANNUAL GENERAL MEETING

Chairman’s Address

Good morning, my name is Michael Coleman, Independent Chairman and non-executive Director, I would like to welcome you all to the Bingo Industries Limited inaugural AGM as a publicly listed company. Bingo Industries Limited was incorporated on 3 March 2017 and, following a reorganisation of the Group to facilitate an Initial Public Offering (IPO), itis now the ultimate parent company of the Group.

I would like to acknowledge and pay respect to the traditional owners of the land on which we meet – the Gadigal people of the Eora Nation.

There clearly being a quorum present, I declare the meeting open.

2017 was a milestone year for Bingo Industries, with the highlight being the Company’s successful debut on the ASX on the 3rd of May this year. Through the listing of Bingo, we hope to create further awareness within the industry and the community about the Company’s core values of integrity, respect, safety, compliance and care for the environment. We also believe that executing on these core values will drive value creation for our shareholders.

Firstly, I would like to introduce your Board of Directors who are all with us today.

Daniel Tartak was appointed CEO in July 2015, having worked in all parts of the business over the past 12 years. Daniel is an exceptional young man who has built upon the strong family based Bingo culture. He has been fundamental to the success of the business by building the strong operating team that drives our activities. An innovative entrepreneur, Daniel is now leading the process to disrupt the status quo and drive positive change across the recycling and waste management industry. You will hear more from Daniel shortly.

Daniel Girgis is a non-executive director who was previously acting CFO of Bingo. His insight has been extremely important, in fact essential, in helping to restructure the business in the period leading to the IPO, and providing strategic direction as the Company expanded organically and through acquisitions. Daniel presents himself to today’s meeting for reappointment.

Maria Atkinson is an independent non-executive director and Chair of the Nomination and Remuneration Committee. Maria is a highly experienced and internationally recognised sustainability strategist, who was previously Global Head of Sustainability for Lend Lease and founder and CEO of the Green Building Council of Australia. You will hear how important Maria’s experience is to Bingo as we take you through Bingo’s sustainability journey today.

Richard England is an independent non-executive director and Chairman of the Audit and Risk Committee. Richard brings extensive Board experience to Bingo and 15 years of corporate experience at Ernst & Young. Richard is currently Chairman of QANTM Intellectual Property


Limited and a Non-Executive Director of Macquarie Atlas, Nanosonics Limited and Japara Healthcare Limited Also joining us here today is Anthony Story, Chief Financial Officer, and Ron Chio, Company Secretary and Legal Counsel. We also have our Deloitte audit partner, Tara Hill here to address any questions you have later in our proceedings. I was a senior audit Partner at KPMG for 30 years and I was attracted to the opportunity of Chairing Bingo to help shape and drive the Company’s sustainability journey. I am also Chairman of Planet Ark, a not for profit organisation with a vision of a world where people live in balance with nature. Planet Ark and Bingo are partners in driving their mutual sustainability goals and objectives. Bingo’s share market listing was only achieved after an extraordinary amount of work and effort by many people. One of the most pleasing aspects is that management and employees did not take their eye off the day to day operational running of Bingo and the business was able to commence trading on the ASX with strong momentum. Bingo exceeded its Prospectus forecasts up to 30 June 2017 in revenue, earnings before interest, depreciation and amortisation (commonly referred to as EBITDA) and Net Profit after Tax (or NPAT) achieving year-on-year revenue growth of 47% to $210 million, 76% year-on-year growth in EBITDA to $64 million and NPAT growth of 112% to $32 million while maintaining strong cash conversion of 95%. This positive momentum has continued into the 2018 Fiscal Year (or FY18). As stated in our Prospectus, the Company intends to declare a dividend to shareholders in respect of the six months ending 31 December 2017 that we expect to be paid in March 2018. The Board has approved a dividend reinvestment plan that will allow shareholders to reinvest dividends and share in the Company’s growth trajectory. Our journey into becoming a vertically integrated recycling and waste management operator has continued through a combination of organic expansion and targeted strategic acquisitions. Directors believe that Bingo’s growth strategy will continue to deliver above market growth rates and value creation for shareholders, underpinned by sustainable business practices. The Company’s core values and commitments of integrity, respect, safety, compliance and care for the environment demand the highest standards of corporate governance across Bingo’s entire operation. Bingo’s core focus since inception has been diverting waste from landfill that could otherwise be recovered or recycled. As a company we have a responsibility that extends beyond commercial or legal requirements. Today more than ever there is a growing movement by Governments, Corporates and Consumers to decrease the amount of waste sent to landfill and to recycle more. Bingo is committed to full compliance with all its regulatory obligations. We recently noted that the Environmental Protection Authority of NSW (the EPA) had issued a notice in respect of the throughput limits at our Minto facility y. I am pleased to announce that Bingo has reached an agreement with the EPA and this matter will not proceed to the Court. The agreement requires Bingo to comply with its operating volume limits, while we continue to seek approval to increase


those limits. I can confirm that our network of facilities has the capacity to re-direct waste to other facilities should there be a delay in the approval for additional volumes. The waste management industry is growing, and the landscape is constantly evolving. Demand for recycling has never been greater and in a regulated market the scrutiny on our industry has never been higher. As a Board we understand the responsibility of Bingo’s role within the industry and the community, and we believe Bingo is ideally positioned to disrupt the market which typically sends the majority of waste straight to a landfill. We want to continue to drive positive change across the industry and continue to adhere to global best practice standards in doing so. In this regard Bingo is supportive of regulatory change such as the NSW EPA’s push for proposed minimum standards for managing construction waste in NSW and the potential introduction of a levy in Queensland to promote recycling. From the Board’s perspective the most important part of this is establishing the right governance framework that covers the responsibilities of the Board and executive management through to the implementation of procedures in our day to day operations. This also includes the right governance, management and ownership of risk which is of critical importance across what can be an inherently challenging industry. We recognise that we operate in a heightened regulatory environment and the imperative of our governance processes and systems operating effectively so we manage and minimise compliance risk. Daniel will step you through some greater detail about our commitment to sustainability. I urge all shareholders to read the Company’s sustainability report that was included in the Annual Report. Our growth strategy remains consistent with what was outlined in the Company’s Prospectus. We now have a vertically integrated platform in the two largest waste management markets in Australia, underpinned by strong macroeconomic tailwinds, as State Governments deliver large infrastructure programs over the next decade We have expanded our network of recycling facilities to 12 in New South Wales and announced our important entry into Victoria through the acquisition of three waste management businesses, including two recycling facilities that have allowed us to develop a strong presence in Metropolitan Melbourne. Bingo now currently services more than 18,000 customers including some of Australia’s leading construction and infrastructure companies. Many of Bingo’s customers operate across Australia, providing an opportunity for Bingo to follow existing customers interstate. We now have a network capacity that has increased from one million tonnes per annum to 1.5 million and our average landfill diversion rate across our network exceeded our target of 75%. Thank you. On behalf of the Board, I would like to take this opportunity to thank the Bingo team for their hard work and dedication. I’d also like to express my gratitude to my fellow Directors and the Management team. It has been a busy 12 months and I would like to acknowledge and thank you all for your efforts.


Finally, I would like to welcome all our new shareholders. We remain focused on growing our business and delivering returns that will reward your support as we continue our plans to divert waste from landfill and drive sustainable business practices within the broader industry. We look forward to a successful year ahead. Michael Coleman Chairman Bingo Industries Limited

01 INSERT DIVIDER TITLE 3












A INSERT DIVIDER TITLE 15

CONTENTS

ANNUAL GENERAL MEETING

1 November 2017

BINGO INDUSTRIES LIMITED17

20

The Company’s core values of integrity,

respect, safety, compliance and care for

the environment demand the highest

standards of corporate governance across

Bingo’s entire operations

MICHAEL COLEMAN

Independent Chairman &

Non-Executive Director“ “














CONTENTS

2017 has been a milestone year

of growth and transformation for

Bingo. We are proud of our

journey and look forward to

another successful year ahead

“ “

Your Board is focused on continuing to deliver for shareholders

Michael Coleman, FAICD FCA FCPA

Independent Chairman and Non-Executive Director

• A senior audit partner with KPMG for 30 years with significant

experience in risk management. Financial and regulatory

reporting and corporate governance

• Currently a Non-Executive Director and Chairman of the Audit

Committee at Macquarie Group Ltd, a member of the AICD and

a Director and Chair of the Audit Committee of Legal Aid NSW

Daniel Tartak

Managing Director and Chief Executive Officer

• Appointed as CEO in July 2015, an inspirational leader who has

grown with Bingo and recently led the new strategic direction

that has successfully positioned Bingo as an industry leader in

the NSW market

• Proven track record in operations management, acquisitions

and integrations and organic business growth

• An innovative leader who plays an integral part in Bingo’s

implementation and continuous improvement of IT systems

Daniel Girgis, CFA

Non-Executive Director

• Managing Director of Kaz Capital, an Australian Investment

advisory firm

• An actuary who was previously acting Chief Financial Officer of

the Bingo Group

• Instrumental in the restructure of the business and its growth,

providing valuable strategic direction as Bingo has expanded

organically and through acquisitions

Maria Atkinson, AM BAppSc GAICD

Independent Non-Executive Director & Chair of the

Nomination and Remuneration Committee

• Experienced and internationally recognised sustainability

strategist with numerous corporate roles including Global Head

of Sustainability and Executive for Lend Lease and Founding

CEO of the Green Building for Council Australia

• Holds a number of Non-Executive Director positions including

the LfargeHolclm Foundation for Sustainable Construction and

the Ethics Centre Board and Foundation

Richard England, FCA MAICD

Independent Non-Executive Director and Chairman

of the Audit & Risk Committee

• Currently Chairman of QANTM Intellectual Property Limited and

Non-Executive Director of Macquarie Atlas Roads Limited,

Nanosonics Limited and Japara Healthcare Limited

• 15 years of experience at EY, mostly in the Corporate Recovery

and insolvency division, was a partner from 1988 to 1994 and

an executive consultant from 1994 to 2003

• Member of the AICD

Strong FY17 results and momentum into FY18

Operating free cash flow $m

Pro forma NPAT $m

Net revenue $m

ForecastActual

143.0

209.7258.5

FY16 FY17 FY18

FY16-FY18 CAGR: 34.5%

Pro forma EBITDA $m

36.4

64.181.6

FY16 FY17 FY18

FY16-FY18 CAGR: 49.7%

15.1

32.040.7

FY16 FY17 FY18

FY16-FY18 CAGR: 64.2%

FY16-FY18 CAGR: 56.7%

Note: FY18 represents Prospectus forecasts, excludes contributions from post IPO acquisitions.

32.7

61.080.3

FY16 FY17 FY18

Strong governance framework

Oversight

Management

Implementation

Board of Directors

Executive Management

Operations

Risk Governance

Risk infrastructure &

management

Risk ownership

• Responsible for the oversight and governance framework, developed and

managed by senior management with the assistance of the compliance and

legal divisions

• Board committees – Audit & Risk, Continuous Disclosure and Nomination &

Remuneration Committees

• Key documents – Constitution, Corporate Governance Statement, Board and

Committee Charters and Code of Conduct Policy

• Responsible for development and management of the governance

framework with the assistance of the compliance and legal divisions

• Management accountability linked to performance objectives

• Committees – Safety, Environment & Quality (SEQ) Committee

• Delegation of authority procedure

• Responsible for the integration of policies into the

day to day operations

• Embody the values and standards as defined by

our key corporate governance policies

• Track and measure performance against group

targets as set by the Board and Executive

Management

The Company’s core values and commitments of – integrity, respect, safety, compliance and the

environment underpin our corporate governance principles, processes and procedures

Delivering on our growth strategy

We are a growth focused business with a track record of delivering on our targets

Bingo’s Identified growth levers

Roll out advanced recycling design

across our network of facilities

Invest to increase recycling capacity

and capability

Internalise additional waste

processing techniques to drive

further vertical integration

Investment in processing

and recycling infrastructure

2 Expansion into regional NSW

Initial interstate expansion into

Victoria

Leverage existing relationships with

customers to facilitate interstate

expansion

Geographical expansion

3 Fragmented industry presents

consolidation opportunities

Identified strategic M&A targets

across a range of areas

Acquisitions expected to deliver

synergies

Track record of successful

acquisitions

Targeted and disciplined

acquisition strategy

4

Population growth and economic

growth in NSW

Growth in B&D and C&I waste

volumes

Pipeline of infrastructure projects

Expansion into adjacent collection

services

Capturing additional market share

Continued growth in B&D

and C&I collections

1

Inorganic

GrowthOrganic

Growth

Sustainability is within the fabric of our

business and has been since Bingo was

founded. We are passionate about

driving positive change across the waste

management industry and have a clear

way forward to deliver long term growth

“

“DANIEL TARTAK

Managing Director &

Chief Executive Officer

From humble beginnings

2005

• Tartak family bought

B&D skip business,

Bingo in Western

Sydney

2014

• Bingo expands into

C&I market

• Total fleet of 65 in

Sydney

• Mortdale centre opens

2015

• Acquired Toro waste

equipment

• St Marys, Auburn &

Banksmeadow open

• Fleet of 95 in Sydney

Summary of highlights

2016

• Bingo expands into

Hunter Valley

• Minto, Tomago and

Smithfield centres

open

• Fleet of 123 in Sydney

2017• Acquisition of Kembla

Grange and Helensburgh

• Listed on the ASX

• Entry to Victoria

• Fleet of over 213 trucks in

NSW & VIC

Bingo has evolved from a small family business in Western Sydney to a fully integrated recycling and

waste management company across NSW and VIC

Our operating footprint

1. Includes the Silverwater facility which came online in September 2017 and the Greenacre site which was part of the Has-a-Bin acquisition, the property is owned by the Tartak family and leased to Bingo.

• Bingo is a leading recycling and waste management Company

providing end-to-end solutions across the waste management

supply chain including: waste collection, processing, separation

and recycling

• Our vision is to be the leading waste management and

environmental solutions provider in Australia

• Our strategy is to provide a differentiated approach to waste

management by focusing on a high level of service and

reliability

• Waste collection and processing in the Building and Demolition

(B&D) and Commercial and Industrial (C&I) sectors

• The Bingo Way – landfill diversion, recycling, and helping to

create a circular economy

About BingoStrategic network of recycling facilities

+

Achievements post-listing

• Delivered FY17 financial results in line with prospectus

• Expansion of our strategic network of facilities and increased network capacity to 1.5 million

tonnes per annum

• Acquisition of Revesby, Kembla Grange and Helensburgh facilities in NSW

• Acquisition of Has-a-Bin, adding a new facility in Greenacre in Sydney

• Entry into Victoria – acquisition of three waste management companies and two recycling

facilities

• Sustainability report – major priority, setting the baseline for ongoing reporting

Secured on a number of large infrastructure projects

FY18 contract wins include:

• Sydney Metro contract awarded for 4 years

• M5 tunnel (CPB) awarded for 5 years

• Stage 2 and 3 for the Northern Road upgrade

• Crown Casino Sydney awarded for 4 years

• NorthConnex contract extended for a further 2 years

• Opera House – Laing O’Rourke awarded for 2 years

• Sydney Trains contract awarded for 5 years

• Lend Lease Retail Investments (shopping centres) in NSW

Strong work-in-hand and C&I collections pipeline of tenders and work to be commenced over the

3-6 months

What sustainability means to Bingo

• Sustainability is part of the fabric of our business; it is fundamental to our business strategy and underpins our future growth

• As a leading recycling and waste management company, we believe we have the opportunity to significantly contribute to the

development of a circular economy in Australia

• Sustainability is a priority for the Board, management and all Bingo employees

• Our objective is to operate at the highest standards in the industry

GROWING

INNOVATION

• Through investing in new technology to

increase recovery rates and drive a “closed

loop” economy

Enhance industry transparency

for recycling and recovery

Business goals

ENVIRONMENTAL

PRESERVATION• Recycling is core to our business model with

over 50% of revenue derived from recycling

Be an advocate for change in

diverting waste from landfill

FOSTERING

SAFETY

• Focus on injury prevention and mitigation

• “Bingo Live” – management of safety i.e.

driver fatigue

CULTIVATING

COMMUNITY

• Our culture is “one team, one family”.

Support, development and inclusion

underpins our strategy for our people and

communities in which we operate

Zero harm workplace

Fostering a partnership between

Bingo and our stakeholders to

increase sustainable waste

management practices

Contributing to a circular economy

`

Customer

Bingo collects

the waste from

client site

Collection

All waste is

transported to Bingo

Resource and

Recovery Centres

(RRC’s)

Resource &

Recovery Facilities

Transportation Separation & processing

Materials

Timber / Green Waste

Recycled Soil

Metal / Steel / Non Ferrous

Brick / Concrete

Cardboard / Paper / Plastic

Plasterboard / Gyprock

Residual waste

Where the waste materials are sent for further processing,

future use or disposal

Bingo creates the

following

Timber

Mulch

Green

waste

Compost

Brick /

Concrete

Road base

Indicative B&D waste material flow

Mixed waste is taken to our recycling centres, from there the waste is sorted and separated into the

following material classes for further processing and recycling

`

`

`

Housing /

residential /

landscaping

Landscaping /

soil conditioner

Civil works /

Infrastructure

projects

Closing the loop

Reuse

Core focus on diverting waste from landfill

• As part of our commitment to resource

recovery reporting transparency, Bingo

commissioned Arcadis to undertake an

independent verification of our resource

recovery rates

• FY2017 average recovery rates from

Auburn and Minto sites are 79% and

75%, respectively

• Auburn achieved a best monthly

recovery rate of 85%

• Minto averaged 85% recovery from April

to June 2017

Independent audit of Bingo’s resource recovery rates undertaken during FY2017

Sustainability highlights

$492,336DONATED TO COMMUNITY GROUP &

CHARITIES

CONTINUED FOCUS ON SAFETY

198 EMPLOYEES

UNDERTOOK CERTIFICATE III LEVEL

TRAINING

CONTINUED FOCUS ON SAFETY

57%IMPROVEMENT OF LTIFR FROM 9.9

TO 4.3

11,867tCO2-e/pa

OF ABATED EMISSIONS FROM

RECOVERY OF MATERIALS

ACHIEVED BEST MONTHLY

DIVERSION RATE OF

85%AT THE MINTO FACILITY

2 PINK BINGO TRUCKS

IN SUPPORT OF THE MCGRATH

FOUNDATION & CANCER COUNCIL

NSW

+225,000TONNES OF BRICK & CONCRETE

RECOVERED

SCHOOL EDUCATION PROGRAM

REACHING

838STUDENTS IN FY2017

Risk management and quality control imperative

ENVIRONMENT SAFETY

• Biannual surveillance audits against

ISO 14001:2004 Environmental

Management Systems requirements

• Weekly audits of each resource

recovery facility and monthly reports to

the Board

• Engagement with the EPA at both the

Board and executive management

level

• Regular training for staff on policies

and procedures

• EPA site visits

• Independent audit of recovery rates

and emissions


AS4801:2001 OH&S Management

System requirements

• Bingo Live system to monitor driver

fatigue

• Reporting on SEQ performance, risks

and management actions to

management on a monthly basis and

SEQ committee on a quarterly basis

• Safety training through leadership

courses and nationally recognised

training programs

BOARD OF DIRECTORS

EXECUTIVE TEAM

Audit & Risk Committee, Continuous Disclosure Committee, Safety, Environment & Quality (SEQ) Committee

QUALITY


ISO9001:2008 Quality Management

System requirements

• Integrated quality management system

• Excellence in customer service – ‘Bingo

Live’ provides real time reports on the

quantity of waste collected, quantity of

recyclables collected and rebate by

recycling stream as well as KPI tracking

• Standardised level of operational

standards for all Bingo sites

Operations

Ris

k m

itig

ati

on

Key focus areas for FY18

• Industry-wide issues provide important learnings for evolving sustainable business practices

• Ensure all of our facilities are fully compliant with ISO accredited management systems

across environment, quality and safety

• Integrating recent acquisitions

• Developing strong community presence in new operating regions – Wollongong and Metro

Melbourne

• Continue to build strong working relationships with state regulators to drive change

• Continue to execute on our growth strategy through a combination of organic and inorganic

growth

Favourable market thematic supports growth

• Federal Government commitment of

$70bn over the next 10 years

• $74bn VIC state capital projects

underway in 2017-18

• NSW Government infrastructure

commitment of $73bn over the next

four years

• Infrastructure programs include

road, rail, schools and hospitals

• Diversified exposure

• Strong pipeline of residential and

non-residential approvals

• 2 million sqm of new office space

to be built across Sydney

• Three quarters of Australians live

in urban cities

• Sydney population estimated to

increase by 1.6m people by 2031

• Victoria is the fastest growing state

– population growth of 2.1% p.a.

• Infrastructure investment to boost

NSW economic growth by 0.5%

p.a. over the next two years

SUSTAINED

CONSTRUCTION

ACTIVITY

URBANISATION IN

CITY AREAS

ATTRACTIVE

INFRASTRUCTURE

PIPELINE

Trading update

• The underlying business is

performing in line with forecast

• Three Victorian acquisitions

completed and integration

underway

• Recent contract wins underpin

earnings visibility into FY18

• Management committed to

driving value from recent

acquisitions and delivering

growth in FY18

FY17-FY18 Pro forma EBITDA bridge $m

64

6

11

1

82

7

89

FY17 EBITDA Collections Post-collections Other FY18 EBITDA Post IPOacquisitions

FY18 EBITDAincl. post IPOacquisitions

Includes 9 months

contribution from the

Victorian acquisitions

and 12 months

contribution from

Revesby

Note: Post-IPO acquisitions include Revesby and Victorian acquisitions.














CONTENTS

Formal

Business

Formal business – item A

Item A: Receive financial statements and reports

• The financial statements and reports relate to the period from 1 July 2016 to 30 June 2017

Formal business – item B

Item B: Re-election of existing Director

• RESOLUTION 1: To re-elect Daniel Girgis as a Director who retires by rotation in

accordance with the Company’s constitution and being eligible, offers himself for re-election

Results:

Total number of valid securities voted 324,013,380

Disregarded votes 28,782,760

Total available votes 295,230,620

Total valid available proxies 295,235,620

In favour: 293,501,307 99.41%

Open: 61,277 0.02%

Against: 1,668,036 0.56%

Formal business – item C

Item C: Appointment of Auditor

• RESOLUTION 2: In accordance with section 327B(1)(a) of the Corporations Act 2001 (Cth)

and for all other purposes, that Deloitte Touche Tohmatsu having been consented in writing

to act in the capacity of Auditor, be appointed as the Auditor of the Company

Results:





In favour: 294,614,641 99.79%

Open: 63,219 0.02%

Against: 551,654 0.19%

Formal business – item D

Item D: Remuneration Report

• RESOLUTION 3: That the remuneration report for the year ended 30 June 2017 be adopted.

Results:





In favour: 188,236,246 98.82%

Open: 73,219 0.04%

Against: 2,174,433 1.14%














CONTENTS

Thank You

Important notice and disclaimer

This presentation is for information purposes only and is a summary only. It should be read in conjunction with the most recent financial report and the Operating and Financial

Review document. The content of this presentation is provided as at the date of this presentation (unless otherwise stated). Reliance should not be placed on information or

opinions contained in this presentation and, subject only to any legal obligation to do so Bingo Industries Limited (‘Bingo’) does not have any obligation to correct or update

content.

This presentation does not and does not purport to contain all information necessary to an investment decision, is not intended as investment or financial advice and must not be

relied upon as such. Any decision to buy or sell securities or other products should be made only after seeking appropriate financial advice.

This presentation is of a general nature and does not take into consideration the investment objectives, financial situation or particular needs of any particular investor.

Any investment decision should be made solely on the basis of your own enquiries. Before making an investment in Bingo, you should consider whether such an investment is

appropriate to your particular investment objectives, financial situation or needs.

To the maximum extent permitted by law, Bingo disclaims all liability (including, without limitation, any liability arising from fault, negligence or negligent misstatement) for any loss

arising from this presentation or reliance on anything contained in or omitted from it or otherwise arising in connection with this.

All amounts are in Australian Dollars, unless otherwise stated. Certain statements in this presentation relate to the future, including forward looking statements relating to Bingo’s

financial position and strategy. These forward looking statements involve known and unknown risks, uncertainties, assumptions and other important factors that could cause the

actual results, performance or achievements of Bingo to be materially different from the future results, performance or achievements expressed or implied by such statements.

Throughout this document non-IFRS financial indicators are included to assist with understanding Bingo’s performance. The primary non-IFRS information is pro forma EBITDA,

pro forma EBIT, pro forma NPAT and Operating Cash Flow before interest and tax payments.

Management believes pro forma EBITDA, pro forma EBIT, pro forma NPAT and Operating Cash Flow before interest and tax payments are appropriate indications of the on-going

operational earnings and cash generation of the business and its segments because these measures do not include one-off significant items (both positive and negative) that

relate to disposed or discontinued operations and post-listing costs. A reconciliation of non-IFRS to IFRS information is included where these metrics are used. This document has

not been subject to review or audit by Bingo’s external auditors.

All comparisons are to the previous corresponding period of FY2016 – the 12 months ended 30 June 2016, unless otherwise indicated. Certain figures provided in this document

have been rounded. In some cases, totals and percentages have been calculated from information that has not been rounded, hence some columns in tables may not add

exactly.

All forward debt and leverage metrics do not include dividends or capital management initiatives such as a share buy-back.

Bingo - Letterhead ASX Announcement 1 November 2017 BINGO INDUSTRIES LIMITED . 2017 ANNUAL GENERAL...

Documents

Transcript of Bingo - Letterhead ASX Announcement 1 November 2017 BINGO INDUSTRIES LIMITED . 2017 ANNUAL GENERAL...