Following on from @Strawman some notes from the transcript for those that can't access it. I left a few out like most of the questions from the Australian Shareholders Association were repetitive and already answered...
Quesiton on change in payout ratio - prioritising acquisitons so payout ratio and dividend may be cut but no lower than 65% of NPATA.
Jumbo not available in Queensland, hard with the State Government 'brick wall' so will prioritise rest of Australian and international given the opportunity.
Quenstion on buyback given acquisitions - only $2M complete of $25M, assessed daily and if an acquisition comes up funds will be directed to that but currently very 'cash-rich.' They did the buyback mainly due to the 'marker turned quite dramatically'
Question on metrics of active players instead of dollar per active player - they could use man metrics cost per player acquisition, average spend but 'We really don't get that many players who come in active and then really don't do much. They're active or they're not.'..... 'the fact that it takes like in Australia only 5 months to get our money back on our advertising is probably one of the best in the industry, demonstrates that we've got quite a tight grip on our marketing expenses, which is one area that things can get away from you very quickly certain with other businesses.'
Follow up on above - '... when we get these big jackpots like $160 million come in, we get a flood of new players come in. We had almost 60,000 come in just in the last month alone. And then we go into the activation. We really want those players to keep on playing. We don't necessarily want them to spend large amounts of money in 1 hit, but we do want them to become regular players. And that's where our software and our teams are very good at giving them every reason to do that.'
Question on growth and international expansion 'as a very small shareholder, more important thing to me is my returns. So -- and why are you focusing on getting bigger, but not necessarily better for the shareholder, better for the Board and better for the executives, always, in pays and returns. But how are you rewarding the shareholders.' - Rewarding shareholders is very key.... If we just stayed as an Australian-only business, it introduces a lot of risks. There's -- we take all our money from just one area, and we kind of like have all our eggs in 1 basket. And so long-term thinking that, that could be quite a risk for shareholders. Going international is not easy. There's a lot more jurisdictions, laws to think about. So we don't do it just for the heck of it. We do it because there's growth opportunities. And I keep on coming back to this one important stat that if you look at the global lottery industry, the percentage of lottery tickets that are sold online is still probably only around about 9% or 10%, very, very low. Here in Australia, we're at 38%, 39%. So we're lucky to be in a country where we're quite advanced, and we can take our advanced knowledge internationally. So most of the world out there is not yet on the Internet. So if I really want to plot a course for Jumbo over the next 20, 30 years for sustained growth, we really have to look internationally. And rather than rush at it like a bull at a gate and buy everything inside I think we've taken a very measured approach, learned things along the way. And every time we learn things, we improve it, we evolve. We put in teams so that we can manage these businesses at different regions, different time zones. Yes, it's not easy. But if we do want to get this long-term growth, it's very much what we have to do.
Question on problem gambling - But your point is a good one in that in the lottery side of the industry, if you've got casinos over on this end, you've got sports betting in the center, that's very risky. Lotteries is very much on this side, which is low risk. And that's a good place to be.... Exactly. Lotteries are well known in Australia and around the world as very low, low, low levels of problem gambling because of the nature of the game because of the regulations in place. And as I travel around the world and I visit other countries, it's the same sort of thing. It's all about maintaining that there is no player harm, but yet allowing the industry to grow at a slower rate but a much more sustained rate. I mean most people when they look at our graphs and they see that graph just ticking up each time year after year, they're very envious of that. We don't have the big ups and downs. We have a few little ones. But that's just specific to lotteries. And in my view, that's a great place to be.
Quesiton on where there is 'data' insurance meaning cyber - ... it was actually a topic on the agenda of our Board meeting this morning, we held before the AGM and CFO provided us an update in relation to our cyber insurance. You can imagine it's a very hot topic for all boards. But yes, we do, and we are reviewing the nature of it, the extent of it and other practices around that.... It's only going to get more expensive as the downside of that review..
Question on increasing board as 'does not seem enough for a growign business' - As we elaborated in the resolution where we requested an increased aggregate fee, we are looking around for another nonexecutive director who will probably be an international -- with international lottery experience and M&A experience. We appreciate the 3 nonexecutive directors plus Mike is a bit skinny, and to be honest, there's actually quite a bit of heavy lifting goes on with Sharon chairing the People and Culture Committee. Giovanni, chairing the Audit and Risk Committee and myself chairing the Board. There's not many meetings, we don't all attend. So we appreciate there's quite a bit of heavy lifting there. And to answer your question specifically, yes, we are on the lookout for another NED.