2023 AGM Address

Ventia Services Group Limited
ABN 53 603 253 541

Level 8, 80 Pacific Highway
North Sydney NSW 2060
AUSTRALIA

ventia.com
ASX and NZX Release


23 May 2023

2023 Annual General Meeting
Ventia Services Group Limited (Ventia) is holding its Annual General Meeting (2023 AGM) today at
10.00am on Tuesday 23 May 2023 (Sydney time).
Please find attached:
• Chairman’s address;
• Group Chief Executive Officer’s address; and
• Accompanying presentation slides.
As previously advised, we are relying on technology to facilitate shareholder engagement and
participation in the 2023 AGM.
Shareholders can view the 2023 AGM live, ask questions verbally or via a live text facility and cast
votes at the appropriate times while the 2023 AGM is in progress by accessing the online meeting
platform from a computer, tablet or smartphone by entering https://meetnow.global/MHHUMLC.
Shareholders will need to enter their SRN/HIN and postcode registered in their shareholding. If you
are an overseas Shareholder, please select the country of the registered holding from the drop-down
list. Appointed proxy holders will need to contact Computershare on +61 3 9415 4024 prior to the 2023
AGM to obtain login details.
Detailed instructions on how to join the 2023 AGM are set out in Ventia’s 2023 Notice of Meeting
which is available on Ventia’s website at https://www.ventia.com/investor-centre/annual-general-
meetings.

This announcement was authorised by the Board.

-Ends-

For further information, please contact:

Investors Media
Chantal Travers Sarah McCarthy
General Manager Investor Relations General Manager Brand, Marketing & Communications
chantal.travers@ventia.com sarah.mccarthy@ventia.com
+61 428 822 375 +61 400 993 542

Ventia Services Group Limited
ABN 53 603 253 541

Level 8, 80 Pacific Highway
North Sydney NSW 2060
AUSTRALIA

ventia.com
ASX and NZX Release


About Ventia
Ventia is a leading essential infrastructure services provider in Australia and New Zealand, proudly providing the services that
keeps infrastructure working for our communities. Ventia has access to a combined workforce of more than 35,000 people,
operating in over 400 sites across Australia and New Zealand. With a strategy to redefine service excellence by being client-
focused, innovative and sustainable, Ventia operates across a broad range of industry segments, including defence, social
infrastructure, water, electricity and gas, resources, telecommunications and transport.

Ventia Annual General Meeting
23 May 2023
Chairman & CEO Script


Formal addresses

Chairman’s Address

Ventia continues its strong performance since listing and strict adherence
to our purpose of providing the services that keep infrastructure working
for the communities we serve.
We are a trusted and strategic partner to our clients with some
relationships stretching back more than 30 years and many other very
long-term relationships.
With redefining service excellence as our strategy and client focus as
core driver, we see returning customers are the ultimate performance
indicator. In 2022 our client renewal rate improved to 85%. We are never
complacent about incumbency or renewal. By listening to the voice of
the customer and continually redefining service excellence, in ways
aligned to our customer needs we believe we can improve on that 85%.
Our business has real scale, on a daily basis, we mobilise up to 35,000
people across more than 400 worksites, serving more than 100 clients.
Seventy-five percent of our business is with government and 40% of our
projects and income are delivered regionally or rurally.

The broad spread of our workforce and resources gives us the best
chance for stable growth and employment market resilience, while our
sc
ale ensures we have capacity to meet demand no matter where it arises
across Australia or New Zealand.
Ventia’s strong, stable and predictable growth, regardless of market
conditions, is illustrated in our long term WIH, revenue, earnings and
cash flow performance.
Whether it be COVID or challenging labour and inflationary conditions,
Ventia’s portfolio is resilient. The essential nature of our work as well as
the limited concentration with any one client, geography or end market are
the keys to that resilience.
Dean will talk more to the detail but, it is for me to reiterate, cash backed
profits are the lifeblood of this Company and a primary focus for your
Board and management team. In 2022, cash conversion was strong at
nearly 89%.
As a result of a strong WIH position, a building revenue secured position
and a large bid pipeline, we have a high degree of confidence for 2023
and beyond.
Market growth underpins our positive revenue opportunity.
Over the next five-year period, because of the macro tailwinds listed on
the slide, we expect our addressable market will grow at greater than 6.0%
CAGR, rising by approx. $20 billion, to just under 90 billion, in FY26.
Our share of the market is currently sitting at around $5 billion or
approximately 7%. However we believe we have the strategy and
execution ability to improve our share.

Digitisation and systems are a key board focus, last year I talked about
the stability, security and scalability of our newly integrated single
enterprise platform, something unique in our sector.
In 2022, this system facilitated 30,000 users, issued 40 million work
orders, captured data inputs from our 35,000 strong workforce, 40,000 IoT
devices and 60+ drone pilots, providing data on over 5 million assets.
Importantly, as we relentlessly standardise our system, we can facilitate
innovation at scale. That means we “test & learn” or “trial” innovations.
When proven we can uptake that innovation and swiftly make it available
for contract teams across the entire enterprise.
This is no small achievement for a company of our size. That we are large
and nimble is a clear market differentiator.
Our contemporary platform provides technological and operational
resilience, for ourselves and our clients and we are increasingly seeing
demand for our systems as a service. As demand for our systems, IT and
OT advisory and data increases, we believe there will be new revenue
streams from value-add analytics over and above our Operations and
maintenance opportunity.
Over the next 5 years, we will seek to capitalise on the advantage of our
leading capability in digitisation and automation. And we will regularly
report on the raft of initiatives underway currently, which include

• installing an Operational Data Store or ODS to maximise our
capacity for analysis of big data in real time.
• improving our subcontractor recommendation engine to
automatically assess subcontractor past performance and rank

order them. This gives our people confidence we are sending out
the best performers for the job at hand.
• trialling an Australian purpose-designed asset management
software platform, Asseti. Bringing together full 3D renders of
assets and facilities with IoT data and historical and compliance
and technical data, our trial of this platform is placing us in reach of
powerful game changing technology. Dean will talk more about this.

There are, of course, further standardisation opportunities to
accommodate organic growth, value accretive acquisitions, and to
future-proof our business. Ongoing upgrades of our software and
hardware, to take advantage of relevant innovations, will help underpin
our “low cost to serve” approach.
A good example of how we think about these market and strategic
opportunities, at the Board level, is through our annual board skills matrix
review. As a result, in April, we announced Damon Rees would join the
Board on 1 July.
Damon has extensive executive and non-executive experience in client
service delivery, leadership and culture, digital enablement, and
technology innovation.
Damon has also led complex, multi-year transformational change,
organisational performance improvement, and improved client outcomes.
This unique set of skills will add both practical and strategic perspectives
to Ventia, as we pursue our differentiated strategy of Redefining Service
Excellence, and as we harness data and digital technology to aid our
clients in their service delivery and productivity.

I look forward to introducing Damon when he stands for election at our
2023 AGM.
On the important matter of cyber security.
A low-risk cyber security counterparty is critical for many of our clients
because they own critical infrastructure, and we work with sensitive data.
We have embedded security controls and protections for client data and
our system is serviced by Australians in Australia. Importantly we continue
to invest in protective measures while also training our people
continuously to remain vigilant, a vital barrier to cyber risk mitigation.
Sustainability remains a key focus for your board and leadership, our
previously communicated targets remain unchanged.
Looking at our progress, in 2022, we reduced total Scope 1 and 2
emissions by 10.6% and emissions intensity by 21.2%. We achieved this
primarily through energy reduction initiatives in plant and vehicles and
improved emissions factors from grid-sourced electricity.
Having embraced Science-Based Targets (SBTs) we are now working
towards receiving validated interim and net-zero targets. To achieve this,
we are continuing the rigorous process of implementing a consistent
system for measuring Scope 3 emissions. We remain on target to submit
to the SBT initiative in 2023.
At Ventia, we are passionate about meaningful social value and impact in
society.
We do this through our work across three social pillars: diversity and
inclusion, First Nations engagement and social procurement, and
community programs.

In terms of employment, Ventia has committed to a target of 6% First
Nations representation across the business. This responsibility is carried
broadly at all levels of our business. However, we also have a First
Nations engagement team, TRECCA who are specialist professionals.
They lean into this effort, understanding the requirements of First Nations
communities within and outside the business.
Recognizing the value of gender balance to good leadership and business
performance, throughout 2022, we continued our journey toward the
HESTA 40:40 Vision. We are targeting gender balance for our Executive
team by 2030 with interim targets of 30% and 35% in 2023 and 2027
respectively. Pleasingly, we have already exceeded our 2023 target with
the Executive team currently sitting at 33% female.
Building and sustaining gender balance in our broader workforce offers
up some challenges, particularly because of the regional and heavy
industrial nature of some of the work we perform. In 2022, we saw a 1.2%
decline across our female participation, which led to a renewed strategy
to retain, develop and attract more women across all levels of the
business.
Our 2022 Sustainability Report provides detailed commentary and
examples of the initiatives that we are undertaking to create value for all
our stakeholders.
Looking to the future, strong industry tailwinds across our four sectors give
us confidence that over the next five-year period, our addressable market
will grow in both Australia and New Zealand - the two geographies in
which we operate.
Given our compelling value proposition, dedicated focus on client
outcomes, quality leadership and our best in class integrated standard

operating systems, we feel confident we can increase our market share in
the foreseeable future.
With a relentless focus on risk management and cash backed profits, we
aim to convert 80-95% EBITDA to cash, and deliver 75% net profit after
tax and amortisation in dividends, while delivering on our commitment to
sustainable value creation for all stakeholders.
I want to take the opportunity to thank the entire Ventia team from our
frontline to our supervisors, sub-contractors, leadership team and our
board for making it possible for me to deliver such a positive outlook for
our business.

CEO Address
Our first year as a listed company was a rewarding and successful one
for Ventia.  
We delivered on the prospectus forecast with disciplined management,
never losing sight of the importance of cash backed profits which have
yielded sustainable dividend growth.
Our people are at the heart of our business and proudly, a key market
differentiator. As Team Ventia, we have delivered outstanding safety
performance in our pursuit to re-define service excellence.
As we look forward to 2023, the future is exciting. A positive market
outlook, strong tailwinds together with unwavering commitment to robust
governance and a prudent risk culture, provides confidence in the future
of the business.
In this discussion, I am going to explain why we have conviction in that
confidence, and how we are well positioned to continue to provide long
term sustainable value to you, our shareholders.

Our Full Year 2022 results were excellent – the results are not only
consistent with, but in many instances, exceed our forecasts.
We achieved full year revenue of $5.2 billion, growing 13.4% on last year.
EBITDA was $420 million, an increase of 10.5 per cent and margin was
8.1 per cent.
NPATA was particularly pleasing at $179.6m - up 22 per cent on 2021.
Our operating cash flow conversion remained high at 88.9%, up 4
percentage points.
Our work-in -hand reached $18 billion, growing 7.1 per cent compared to
this time last year.
This was underpinned by our strong client renewal rate of 85 per cent.
The effectiveness of our emerging growth strategies is evidenced in the
$2.1 billion of new work or secured with new clients.
It is that confidence that underpins our ability to reaffirm guidance in the
range of 7 to 10 per cent NPATA growth.
Our results both for 2022 and those that we are forecasting for next year,
are reflective of the strength and resilience of the Ventia portfolio and the
passion for excellence of our people.
Our business is organised into four units, Defence & Social Inf rastructure,
Infrastructure Services, Telecommunications and Transport.
Defence and Social infrastructure is our largest sector by revenue. We
support 70% of the Australia’s Defence force bases, 55% of NSW’s social
housing and millions of additional assets for state and local governments.
Infrastructure Services is where we offer the widest range of services
across the mining, energy, water and the oil and gas industries. Our scope

of capability spans from environmental remediation projects like Ranger
mine in Kakadu to rig & well maintenance services in the Perth Basin.
In telecommunications, Ventia is the number one telecommunications
infrastructure services provider in Australia and New Zealand.
We house end-to-end capability that includes planning, design, minor
construction, commissioning, and maintenance. We have installed and
commissioned 50,000 kms of fibre – greater than the circumference of the
Earth2 and connected 6 million premises. We manage more than 1.5
million assets on behalf of Telstra, NBN, Optus, and Chorus among other
clients.
In Transport, Ventia is the largest private motorway and tunnel operator
in Australia. We have 9,500 km of road under maintenance including
55,000 traffic lights, intelligent signage systems and devices. We provide
maintenance, asset management and incident response and recovery
services. If you were to break down in any number of places, for example
in the Sydney Harbour Tunnel, it will be Ventia that comes to your rescue.
These brief examples underscore the immense scale and technical
diversity of our business.
Turning to our strategy. 
Since I joined the business, one of my objectives has been to galvanise
Ventia’s uniquely differentiated position in the marketplace.
Throughout 2022, we embedded our strategy to Redefine Service
Excellence by being client focussed, innovative and sustainable.
The strategy – which is elegant in its simplicity - represents an inspiring
and unifying focus for the business.
I am proud to say that as we travel around the business to any of the
400-plus field locations, corporate headquarters or satellite of fices, my

executive leadership team and I are buoyed by the passion and
dedication we are seeing amongst our people and the many ways in
which they are working to deliver on the strategy.  
Pleasingly, the results began to show in 2022 not only on the balance
sheet, but through industry recognition.
While there are too many awards to list now, I will touch on a few:

• We won 4 major awards for sustainability achievements
• We achieved ISCA certification and an excellent rating from
Infrastructure Sustainability Council
• We received the Australian Defence Industry Award and Australian
Business Award. 
• We received the Customer Service Project of the Year from the
Customer Service Institute of Australia and the NBN Supplier of
the Year Award - both in our telecommunications business.
Now I want to bring to life some of the real examples of our strategy in
action.
Attaining true client centricity lies at the center of our success. This year
we have been working hard to better understand our clients’ needs and
better structure our service provision to meet those needs.
In addition to our single enterprise-wide systems and processes, the other
backbone of Ventia’s client focus is our Operations Centre (the ‘VOC’).
The VOC supports the whole of Ventia’s operations, last year they took
over 1.2 million calls, managed 26 major incidents and created over
500,000 work orders. It is a key service offering for our clients and
differentiator for Ventia.

In the last year the team transitioned-in 10 additional contracts, achieved
a customer satisfaction score above 90%, and recorded the lowest
number of complaints and escalations.
Today our VOC is doing more business better for our clients.
That is why the Ventia Operations Centre or VOC received the 2022
Group CEO Annual Award for redefining service excellence through client
focus.
In 2023, with a new menu of services and single operating system, the
VOC will scale up resources to introduce 18 additional projects.
Today we have a staff complement of 320+ operating from our hub in
Paramatta and across 5 satellite centers strategically spread across ANZ.
I am very pleased to announce we are set to open an all -new state of the
art VOC facility in Cremorne. We will be inviting stakeholders to come and
visit this innovative facility and gain a better appreciation of our scale and
the expert capability we can deploy to support our customers.
Innovation is a key value driver within the business and is a necessary
complement to true client centricity.
In the Defence business, the asset management team is deploying IT
tools to digitise and automate their approach to asset management. We
built an interactive dashboard to bring together IoT sensor data, historical
work order information, and compliance and technical data.
This “Metabase” has become a single source of truth for Defence assets
and their management. This platform is enabling us to increasingly deliver
proactive and predictive maintenance, rather than reacting to service
disruption.
The Metabase is one part of a wider Asset Management Optimisation
Program that has provided significant financial outcomes for our client. To

date, the Asset Management team delivered substantial savings including
$1.9 million to Defence as a function of permanent removal of tasks from
our fixed fee.
The Metabase and its underlying IT platforms ha ve massive potential to
deliver a leap forward in digitisation and automation, enhancing the
delivery of service excellence in our core business for Defence but
importantly this platform can and is being deployed across our entire
enterprise.
Moving now to our last strategy pillar – sustainable.
As a people business, one of the most powerful ways we can create a
lasting and positive legacy is through employment opportunities.
I am focused on creating a diverse, inclusive, and cohesive culture where
everyone can flourish. A culture that respects and gives opportunity to
every person.
Our efforts to create a cohesive culture – one with flexibility, diversity,
inclusion, and sustainability at its core, is yielding positive results.
Last year 4.8% of our work force identified as a first nations person, today
we employed more than 250 people with a disability.
We and are working with groups like career seekers and career trackers
to provide opportunity and support for refugees, asylum seekers and First
Nations students.
The image on the slide features Daniel (who gave us permission to tell his
story).
Daniel is on the Autism spectrum. Previously, his ability to find suitable
and meaningful work has been challenging.

His first attempt at entering the workforce was an application for a
warehouse assistant role. Offered only $12 an hour due to his disability,
Daniel decided he would find an employer who understands his value and
needs.
After a zoom interview with Ventia, Daniel was offered a job as a school
cleaner. Daniel has successfully navigated his probationary period and
loves the new possibilities that are now available to him.
We have paired Daniel with our Disability Support Coordinator, who will
stay with Daniel through his employment journey with Ventia. He currently
works at a school for children with a disability and truly enjoys it. Daniel is
a much-valued member of staff.
As I ha ve described previously, people are at the heart of our business.
We have circa 15,000 employees and 20,000 or more contractors. To
these people our number one promise is their safety.
Maintaining the conditions that keep our people safe and well at work is
an unrelenting effort which is the responsibility of every person in the
business. In 2022, as David mentioned, we achieved a material reduction
in our key safety stats. This is the outcome of a clear focus from senior
management, a positive leadership shadow and numerous impactful
initiatives.
For example, 1,300 frontline leaders undertook our Safe for Life Initiative,
and 26,000 people engaged in our safety, health, and environment
training.
One hundred and eighty people stepped up to be healthy minds
champions making themselves available to support their colleagues’
mental health.

We continued designing and running awareness campaigns including our
industry leading What’s Up campaign comprising a raft of high-quality
materials that our contract teams pull down into every site office and
toolbox talk to raise awareness and enhance safe practices.
Representing 29% of our employed workforce, women are high priority for
us, and we are working very hard to attract women with the right skills and
credentials for managerial and leadership roles, and across our workforce
more broadly.
In other initiatives, we proudly achieved the Rainbow Tick for LGBTQI+
inclusivity in New Zealand; partnered with organisations including Soldier
On Australia to support the employment of Veterans and attracted more
of the best and brightest graduates in our increased 2023 intake.
To conclude, I am extremely encouraged by our positive start to listed
life. I trust we have demonstrated to date that we have a clear strategy to
create value. Our addressable market is growing, and I think we are well
positioned to take advantage.  Strong financial discipline is in our DNA,
and we’ll continue our relentless focus on delivering cash backed profits. 
Our liquidity position is enviable, our gearing prudent and our costs tightly
managed.
We have a robust platform in place with an excellent track record of
performance and long-term strategic relationships.
Beyond the numbers, we are purpose led: it’s our job to make
infrastructure work for our communities. We understand we play a critical
role in the lives of millions of people who rely on the essential
infrastructure we service 24 hours a day, 7 days a week, 365 days of the
year.

VENTIA
Annual General
Meeting 2023

V E N T I A A N N U A L G E N E R A L M E E T I N G 2 0 2 3
Acknowledgement of Country and Mihi
Ventia would like to respectfully acknowledge
the Traditional Owners and Custodians of
country throughout Australia and their
connection to land, sea and community. We pay
our respect to them, their cultures and to their
Elders past and present.
He tautokoteahureaingākawa me ngātikanga
o ngāIwi whānuio Aotearoa, me ka kawa me ka
tikakao ka Iwi whānuio Te Waipounamu. We
recognise and celebrate the culture of
manawhenuain Aotearoa and Te Waipounamu
where our teams respect local Iwi and
communities across the country.

Procedural items

A N N U A L G E N E R A L M E E T I N G2023
I have learned through my experiences that mental health is not biased. It can affect the
most confident and experienced person, all the way through to reserved and introverted
personalities. The triggers can be minor in my view, but to the person dealing with the
situation it seems insurmountable. Just listening to the person becomes very important.
-Edward Djundja, Ventia Contract Manager and Healthy Minds Champion
TOTAL RECORDABLE INJURY
FREQUENCY RATE IN 2022 (TRIFR)
1
TRIFR REDUCTION
In the 12 months to 31 December 22
1. Total number of recordable injuries, divided by hours worked in millions
It is our licence to operate
3.7114%
Safety & health is our #1 promise

V E N T I A A N N U A L G E N E R A L M E E T I N G 2 0 2 3
Our Board of Directors
DAVID MOFFATT
Chairman
DEAN BANKS
Managing Director and Group
Chief Executive Officer
ANNE URLWIN
Independent Non-Executive
Director
JEFF FORBES
Lead Independent Non-
Executive Director
KEVIN CROWE
Non-Executive Director
LYNNE SAINT
Independent Non-Executive
Director
SIBYLLE KRIEGER
Independent Non-Executive
Director

Chairman’s address

A N N U A L G E N E R A L M E E T I N G2023
A leading infrastructure services provider
A trusted partner to our clients across Australia and New Zealand
~2,300 employees
~13% revenue
~950 employees
~6% revenue
~2,100 employees
~15% revenue
~4,800 employees
~23% revenue
~950 employees
~11% revenue
~50 employees
~1% revenue
~3,000 employees
~20% revenue
~1,700 employees
~10% revenue
Our footprint
1,2
TOTAL REVENUE
FY22
$5.2b
PROJECT SITES ACROSS
AUSTRALIA & NEW ZEALAND
400+
OF REVENUE FROM
REGIONAL & RURAL AREAS
40%+
1.Employee headcount by geography asat 31 December2022
2.Revenue split by geography for FY22
3.Includes extension options
100+7+ years
average maximum
contract tenure
3
clients
10+
client relationships of
more than 15 years
Client relationships

A N N U A L G E N E R A L M E E T I N G2023
309.8
289.7
308.4
322.7
373.3
87.5%
82.4%
87.0%
84.9%
88.9%
60%
70%
80%
90%
100%
110%
120%
100
150
200
250
300
350
400
FY18FY19FY20FY21FY22
100.0
101.5
119.5
146.8
179.6
0
20
40
60
80
100
120
140
160
180
200
FY18FY19FY20FY21FY22
Track record of financial performance
4,754.5
4,803.8
4,591.9
4,557.4
5,167.5
3,000
3,500
4,000
4,500
5,000
5,500
FY18FY19FY20FY21FY22
Pro forma Total Revenue ($m)Pro forma EBITDA and Margin ($m/%)
354.1
351.5
354.5
379.9
419.8
7.4%
7.3%
7.7%
8.3%
8.1%
4%
5%
6%
7%
8%
9%
10%
11%
12%
13%
200
250
300
350
400
FY18FY19FY20FY21FY22
Pro forma NPATA ($m)
Pro forma Operating Cash Flow and Cash
Flow Conversion ($m/%)
12.5
11.8
13.1
16.8
18.0
31 Dec 1831 Dec 1931 Dec 2031 Dec 2131 Dec 22
Work in hand ($b)

23.6
29.9
27.8
37.8
7.4
8.2
9.2
11.8
68.0
73.5
77.5
82.4
87.8
FY22FY23FY24FY25FY26
A N N U A L G E N E R A L M E E T I N G 2023
Our Market
Market growth supported by industry tailwinds
FY22 –FY26 CAGR: 6.6%
Telecommunications
Transport
Infrastructure
Services
Defence & Social
Infrastructure
1. BIS Oxford Economics (2022) Refers to the financial years ended 30 June.
Numbers presented in current prices (nominal value).
Market Drivers
Size and growth
of the asset base
Exposure to mega trends,
including energy transition
Population
growth
Increasing
outsourcing rates
Outsourced Maintenance Services addressable market size
Australia & New Zealand (AU$b)
1

V E N T I A A N N U A L G E N E R A L M E E T I N G 2023
Ventia’s Board is planning for the digital future
Today Ventia has a strong integrated cloud based platform from which to develop the future
state
Flexible User Experience Layer
Client Portal, Sub-contractor Portal and Mobility Solutions
High Volume and
Maintenance Services
SAP-Click
HVS –SAP Extension
Velrada –Camp Management
Genesys Contact Centre Solution
Asset ManagementCapital Projects
NOVUS-CATS-P6
Works and Asset
Management
Work Management
Engine
Enterprise
Core Layer
Safety, Quality
& Compliance
VenSafe
VenCentral
Ventia Compliance
Management
Sales/Pipeline
Procurement
and Subcontractor
Management
HELIX Data Analytics Platform
API Integration Hub
Work Order Management Engine
SAP
Other
•Cloud based
•Automated and scalable
•Built-in intelligence
•Onshore support
•Client data protection
•Embedded security controls
Single enterprise-
wide platform
•Ease of use for clients,
subcontractors and employees
•Adaptable to client needs
Easy to use and
flexible front end
•Insights for real-time decision
making
•Internal and external data
collation
•Provision of analytics tools and
training academy
Data and analytics
platform
Current state

V E N T I A A N N U A L G E N E R A L M E E T I N G 2 0 2 3
Sustainability
11
Environment
Creating a healthier planet.
Social
People and
community focused.
Governance
Ethical and accountable
In everything we do.
Achieve net zero emissions and reduce our
clients’ emissions.
Managing climate risk and resilience for us and
our clients.
Leading in environmental protection and
enhancement solutions.
Our people are safe and healthy and are as
diverse as our communities.
We engage and respect the communities we
work in.
We create value through our local and diverse
supply chain.
Sustainability is embedded in our decision
making.
Trusted for our sustainable business practices.
Advancing sustainable and ethical
procurement.
Pathway to net zero
emissions defined
with visible progress
demonstrated.
Continuous
improvement in
diversity and
inclusion.
Exceed industry and
society’s
expectations of our
corporate
behaviour.
Our commitmentObjectivesMeasures
Committed to the Science Based Targets initiative
(SBTi) to set emission reduction and net zero targets.
Our targets
100% renewable energy by 2030
(internal electricity usage).
100% EV & hybrid fleet by 2030.
Hesta 40:40 vision commitment.
40% Women In Senior Management (WISM).
40% female participation –all employees.
Retain Reconciliation Australia’s Elevate RAP status.
Compliance with the ASX Corporate Governance
principles and recommendation.
All significant suppliers complying with the Ventia
Supplier Code of Conduct.

A N N U A L G E N E R A L M E E T I N G2023
Financial outlook
Strong forecast
market growth
Market CAGR
Average revenue
growth
Revenue targeted
to grow faster
than market
High conversion of
profits into
dividends
Diligent focus on
cash backed
profits
Growing
shareholder
dividends
Cash flow
conversion
Target NPATA
payout ratio
Annual distribution
aligned with earnings
growth
6.6%7-10%80-95%75%

Chief Executive
Officer address

V E N T I A A N N U A L G E N E R A L M E E T I N G 2 0 2 3
Successful first year as a
listed company

V E N T I A A N N U A L G E N E R A L M E E T I N G 2 0 2 3
Outstanding performance in 2022
15
TOTAL REVENUE
$5,167.5m
▲13.4% ON FY21
EBITDA
$419.8m
▲10.5% ON FY21
NPATA
$179.6m
▲22.4% ON FY21
EBITDA MARGIN
8.1%
▼0.2 PP ON FY21
CASH CONVERSION
RATIO
88.9%
▲4.0 PP ON FY21
WORK IN HAND
$18.0b
▲7.1% ON FY21
Pro forma financials

V E N T I A A N N U A L G E N E R A L M E E T I N G 2 0 2 3
Our Sectors
We are focused on the delivery of essential infrastructure services across the following sectors:
Defenceand
SocialInfrastructure
Infrastructure
Services
TelecommunicationsTransport
Ventia.
For when it’s essential.

V E N T I A A N N U A L G E N E R A L M E E T I N G 2 0 2 3
Redefining
Service
Excellence
Redefining Service Excellence is our approach to
delivering service excellence to our stakeholders.
We will differentiate ourselves by being client focused,
innovative and sustainable. This is our blueprint for
success, brought to life by the pride and passion of
our people.

V E N T I A A N N U A L G E N E R A L M E E T I N G 2 0 2 3
Client Focused
Dr Ping Yao, Environmental Scientist
Repeat clients are the ultimate
performance indicator
We differentiate by developing long-term and strategic
relationships, that build trust and deliver service
excellence.
The Ventia operations centre is an excellent example of
our clear client focused approach. It provides invaluable
and specialised support for over 30 Ventia projects. The
round the clock service ensures infrastructure is able to
operate smoothly regardless of the conditions.
David Walker, Electrician

V E N T I A A N N U A L G E N E R A L M E E T I N G 2 0 2 3
Innovative
We are obsessed with doing things better
than we have ever done them before
We work closely with our clients and partners to solve
problems and create opportunities -this might be
evolution or revolution.
Our enterprise technology platform and data and
analytics capabilities enhance transparency, deliver
insights and improve productivity.
The Metabaseis an example of this practical innovation
at work. The Metabseis a

V E N T I A A N N U A L G E N E R A L M E E T I N G 2 0 2 3
Sustainable
We recognise that every decision and
action we take is an opportunity to make
a positive impact on the people and world
around us
As a people organisation, one of the most powerful way we can
make a lasting and positive legacy is through employment
opportunities
Daniel is on the Autism spectrum, his ability to work in
particular roles can be challenging and when trying to find a
position, he was knocked back or deemed not the right fit.
The support from Ventia and their willingness to better
understand Daniel’s needs are what make the company a stand-
out employer and the key reason for him to thrive.
“Ventia is an amazing company to work for.
They even paired me with a Disability
Support Coordinator whose name is also
Daniel, and he’s helped me so much since day
one.” said Daniel.

V E N T I A A N N U A L G E N E R A L M E E T I N G 2 0 2 3
Our People
People are at the heart of our success
14%
Safetyperformance
improvedoverFY22
180
HealthyMinds
ambassadors
Flexibleworkforce
(employeesand
subcontractors)
+35,000
Highly motivated
employeeswith
engagementat
78%
29%
Female
participation
4.8%
Indigenous
participation

V E N T I A A N N U A L G E N E R A L M E E T I N G 2 0 2 3
Outlook
Our markets remain strong and growing
Resilient and diversified business
Guidance reaffirmed: Growth in NPATA of 7-10%
compared to FY22 pro forma NPATA
Strategy to deliver Service Excellence driving
superior results

Items of business

V E N T I A A N N U A L G E N E R A L M E E T I N G 2 0 2 3
Proxies received
Total number of ASX-listed Ventia shares is 855,484,445
Ventia Services
Group Limited
Valid
proxies
received
ForAgainstAbstain
Resolution 2313482,007,08197.52%11,734,6142.37%13,769,399
Resolution 3a313514,768,72999.72%963,6370.18%188,708
Resolution 3b313512,455,77799.26%3,271,4180.64%187,879
Resolution 4313457,524,32690.19%49,237,5099.70%9,139,350

V E N T I A A N N U A L G E N E R A L M E E T I N G 2 0 2 3
2022 Annual Report
2022 Annual Report
To receive and consider the financial report, the
directors’ report and the auditor’s report for the
financial year ended 31 December 2022.
There is no vote on this item.

V E N T I A A N N U A L G E N E R A L M E E T I N G 2 0 2 3
Resolution 2
Adoption of the 2022 Remuneration Report
To consider and, if thought fit, to pass the
following resolution as a non-binding ordinary
resolution:
To adopt the 2022 Remuneration Report for the
financial year ended 31 December 2022.

V E N T I A A N N U A L G E N E R A L M E E T I N G 2 0 2 3
Resolution 3
Election of Directors
To consider and, if thought fit, to pass the
following resolutions as ordinary resolutions:
3a: That Sibylle Krieger, who retires in accordance
with Rule 8.1 of the Company’s Constitution and,
being eligible, be elected as a Director of the
Company.
3b: That Jeffery Forbes, who retires in accordance
with Rule 8.1 of the Company’s Constitution and,
being eligible, be elected as a Director of the
Company.

V E N T I A A N N U A L G E N E R A L M E E T I N G 2 0 2 3
Resolution 4
Issue of securities to the Managing Director and Group Chief Executive Officer under
Ventia’s Long Term Incentive Plan
To consider and, if thought fit, to pass the
following resolution as a non-binding ordinary
resolution:
That approval is given, for the purposes of ASX
Listing Rule 10.14 and for all other purposes, for
the Company to issue to the Managing Director
and Group Chief Executive Officer, Dean Banks,
Share Appreciation Rights and Dividend Equivalent
Rights pursuant to Ventia’s Long Term Incentive
Plan (Plan) on the terms outlined in the
Explanatory Notes.

Questions?

Thank you

V E N T I A A N N U A L G E N E R A L M E E T I N G 2 0 2 3
Disclaimer
This presentation is in summary form and is not necessarily complete. It shouldbe read together with the Company’s audited consolidated financial
statementslodged with the ASXon 24 February 2023.
This presentation contains information that is based on projected and/orestimated expectations, assumptionsor outcomes. Forward looking statementsare subject
to a range of risk factors. Ventia cautions against reliance on anyforward-looking statements, particularly in light of the current economic climateand the significant
volatility associated with large scale tender projects.
While Ventia has prepared this informationbased on its current knowledge andunderstanding and in good faith, there are risks and uncertainties involvedwhich
could cause results to differ from projections. Ventia will not be liable forthe correctness and/or accuracy of the information, nor any differences betweenthe
informationprovided and actual outcomesand reserves the right to changeits projections from time to time.Ventia undertakes no obligation to update anyforward-
looking statement to reflect events or circumstances after the date ofthis presentation, subject to disclosure obligations under the applicable lawandASX listing
rules.