Cleanaway Waste Management Ltd. · ASX:CWY
Cleanaway Waste Management — Investor Day (April 2026)
55 slides from Cleanaway Waste Management's investor day presentation, Apr 21, 2026
Slide 1: Investor Day Presentation
21 April 2026 Company Announcements Office ASX Limited Exchange Office Level 4, 20 Bridge Street Sydney NSW 2000 Dear Sir/Madam, INVESTOR DAY PRESENTATION Please find attached the presentation that will be provided at the Company’s Investor Day later today. These documents have been authorised for r
Slide 2: Strategy refresh briefing
2026 21 April 2026 Strategy refresh briefing CLEANAWAY 2026 Strategy Refresh Briefing
Slide 3: Disclaimer
Disclaimer This presentation contains summary information about the current activities of Cleanaway Waste Management Limited (“CWY”) and its subsidiaries that should be read in conjunction with CWY's Consolidated Financial Report for the twelve-months ended 30 June 2025 and associated results announ
Slide 4: Today's agenda
9.30 am BluePrint 2030 2.0 Mark Schubert 9.50 am Scale and Network as an advantage Tracey Boyes 10.05 am Sales and pricing Alex Smith Digitisation Dean Reynolds Today’s 10.20 am 10.35 am 10.50 am Fleet Hazardous waste Hugh Cotton Ciara Doran agenda 11.05 am 11.20 am Contract Resources Wrap Up Mike C
Slide 5: Acknowledgement of country
Acknowledgement of country Cleanaway acknowledges the Traditional Owners of the lands on which we operate and in the communities in which we exist. We pay our respect to all Aboriginal and Torres Strait Islander peoples. Artwork by Marcus Lee, a proud Aboriginal descendant of the Karajarri people fr
Slide 6: Housekeeping
Housekeeping Emergency evacuation procedures In the unlikely event of an emergency, follow the instructions of Hyatt Place Staff. The Hyatt Place Hotel & Hyatt Place Event Centre has a two-tone emergency siren. On hearing an alert signal (beep-beep sound) stand-by and await instructions from staff.
Slide 7: Presenters
Presenters Mark Schubert Tracey Boyes Alex Smith Dean Reynolds CEO and EGM, Solid Waste EGM, Customer & Head of Data & Managing Director Services Commercial Analytics Topic Topic Topic Blueprint 2030 2.0 Network as an Sales and Pricing Topic advantage Digitisation Hugh Cotton Ciara Doran Mike Charle
Slide 8: Blueprint 2030 1.0 – Installed Our Foundations
Blueprint 2030 1.0 – Installed Our Foundations Foundational investments are substantially complete and platform is much more stable 1.0 Serious injury frequency rate Embedding our foundations (SIFR1,2) 0.4 0.36 0.34 – HSE strategy and culture 1H FY25 2H FY25 1H FY26 Mar 26 YTD 66% improvement 5.4 4.
Slide 9: Blueprint 2030 1.0 – Key Achievements
Blueprint 2030 1.0 – Key Achievements A stronger operational, digital, organisational and strategic platform to grow from Blueprint 2030 1.0 Outcomes EBIT improvement SWOT – Strategic infrastructure growth ~$39m Program (SRN, GRL, WSMRF, Vic/Tas ~$20m CDS, City Wide, CRs) from ~$15m Landfill Gas Bus
Slide 10: Blueprint 2030 Financial Performance to Date
Blueprint 2030 Financial Performance to Date A track record of strong growth in underlying financial metrics Net Revenue ($m) 1,875 Financial performance 1900.0 1,659 1,644 1700.0 1,587 1,608 1,471 1,495 1500.0 1,374 1300.0 1,230 – Underlying EBIT increased 1100.0 250.0 FCF ($m) 1 60% from FY22 to F
Slide 11: Free Cash Flow at Inflection Point
Free Cash Flow at Inflection Point With clear line-of-sight to stronger Free Cash Flow from FY27 and beyond FY27 Medium-term + Higher post-tax underlying profit + Higher post-tax underlying profit + Christie St insurance recoveries + Strong line-of-sight to significant non-labour indirect cost reduc
Slide 12: Market trends and key beliefs underpinning Blueprint 2030 2.0
Market trends and key beliefs underpinning Blueprint 2030 2.0 Customer trends Pivot in Customer Value Proposition and focus areas • Seamless service and a competitive price are key • Enhance customer experience with digital-first, personalised service and drivers in winning and retaining business To
Slide 13: Blueprint 2.0 – Summary of how we will deliver shareholder value
Blueprint 2.0 – Summary of how we will deliver shareholder value Extending our position as Australia’s leading waste management and technical service company Underlying growth of continuing business linked to GDP and 1 favourable secular trends and underpinned by our scale, unique infrastructure net
Slide 14: Pillars to deliver the strategy and create shareholder value
Pillars to deliver the strategy and create shareholder value Strategic Pillars Cleanaway Value Creation Framework High-value revenue growth >260bps margin growth1 Customer Value 1 Win rate ↑ 2 Retention ↑ 10 – 15% Value for money through competitive price EPS growth2 and seamless customer experience
Slide 15: Strategic pillars of Blueprint 2.0 – Customer Value
Strategic pillars of Blueprint 2.0 – Customer Value Customer Value High value revenue growth Blueprint 2030 target Example of strategic initiatives Value for money through 1 Win rate ↑ Underlying volume and price • Customer experience transformation competitive price and 2 Retention ↑ growth of cont
Slide 16: Strategic pillars of Blueprint 2.0 – Optimised Branch Network
Strategic pillars of Blueprint 2.0 – Optimised Branch Network Optimised Branch Increasing margins & cash flow Blueprint 2030 target Example of strategic initiatives Network Asset utilisation ↑ 5 Margin expansion of at least ~260 basis points like that • Multitude of SBU and branch specific Leverage
Slide 17: Strategic pillars of Blueprint 2.0 – Advanced Ways of Working
Strategic pillars of Blueprint 2.0 – Advanced Ways of Working Advanced Ways of Working Blueprint 2030 target Example of strategic initiatives Accelerate investments in technology, data & analytics and processes to Modernised, technology Support for Customer Value pillar support our branches and crea
Slide 18: Blueprint 2030 2.0 - Case Studies
Blueprint 2030 2.0 - Case Studies Section / Case studies 1 Underlying growth of continuing business linked to GDP and favourable Scale & Network as secular trends and underpinned by our scale, unique infrastructure network, an advantage capabilities and customer relationships 2 Targeted high value r
Slide 19: Scale & network as an advantage
Scale & network as an advantage Pictured: Cleanaway fleet at a council customer facility CLEANAWAY CLEANAWAY 2026 2026 Strategy Strategy Refresh Refresh Briefing Briefing 18
Slide 20: Case Study: Leading network of privileged waste infrastructure
Case Study: Leading network of privileged waste infrastructure This is how scale converts into utilisation, internalisation and margin capture #1 Sydney Waste network – Industry leading Transfer station network in Sydney Upper – Only Putrescible Landfill in North North Sydney basin at Lucas Outer We
Slide 21: Network advantage: unlocking value across the waste value chain
Network advantage: unlocking value across the waste value chain Network built and scaled to capture waste from end-to-end The waste value chain – > 170,000 customers – mostly Collections Collections Aggregation Recovery Treatment Dispose/Sale – Hard to replicate Hard assets network, structural • Mat
Slide 22: Leading national network of total waste management solution
Leading national network of total waste management solution National network – Over 170,000 customers and 140+ council relationships – Leverage geographical strength – 135 licensed facilities across more than 350 locations – Leading collections depot network – 6,400+ vehicles in the fleet – Now orga
Slide 23: Sales and pricing
Sales and pricing Pictured: Snapshot of Cleanaway’s source separated bins CLEANAWAY CLEANAWAY 2026 2026 Strategy Strategy Refresh Refresh Briefing Briefing 22
Slide 24: Blueprint2.0 - Customer Value pillar
Blueprint2.0 - Customer Value pillar Targeted, deliberate growth leveraging our network advantage 1 Building a Disciplined Go to market Sales Engine Personalised Pricing 2 Pricing Engine Network-led Sales 3 Smarter Selling CLEANAWAY 2026 Strategy Refresh Briefing 23
Slide 25: One Sales Engine to Grow Share of Wallet
One Sales Engine to Grow Share of Wallet From 8 product-aligned sales teams to one centralised team with broader product reach and a more seamless customer experience…. Fragmented Legacy Sales Model What changes for the (teams largely sell their own SBU services) One Enterprise Sales Engine Customer
Slide 26: Pricing Engine - Legacy system rate card system
Pricing Engine - Legacy system rate card system Undifferentiated customer value proposition Victoria Metro South legacy rate card • Flat pricing across a 130km footprint • Limited differentiation by customer value or segment economics • No linkage to geographic density or network dynamics • Limited
Slide 27: Pricing Engine - Automated, real time, network reflective pricing
Pricing Engine - Automated, real time, network reflective pricing Pricing based on how work fits our network and what it costs to serve Smarter Selling rate card Customer example Product System Waste Stream Bin Size Cell Id FLS-DLE-G4.5M Front lift General waste 4.50 98be63c9afff Rate card illustrat
Slide 28: Smarter Selling - lifting sales effectiveness
Smarter Selling - lifting sales effectiveness Route opportunity tools identify areas and routes where there is a clear opportunity for infill Routes in Melbourne Northwest Routes in Essendon Fields Routes in Essendon Airport Routes Sales leads CLEANAWAY 2026 Strategy Refresh Briefing 27
Slide 29: Smarter Selling – Day in Life Of a Sales Rep
Smarter Selling – Day in Life Of a Sales Rep Lifting sales productivity, through combining seamless customer service and data-led insights Daily Dashboard Data-driven planning Seamless Customer Interactions Single view of requests, alerts, System recommends plan based on Sales Rep executes guided pl
Slide 30: Smarter Selling – Identifying the moments that matter…
Smarter Selling – Identifying the moments that matter… Starting the day with a clear prioritised plan – focused on the right customers and activities • Salesforce identifies customers that matter most across portfolio • System recommends first action and builds day around it • Signals from customers
Slide 31: Smarter Selling
Smarter Selling Leveraging our scale to drive smarter, more targeted sales decisions • Enterprise data leveraged to develop sales intelligence – Operations and network teams provide data on capacity, utilisation and service hotspots – Drivers and field teams capture real- time insights, including co
Slide 32: Digitisation
Digitisation Pictured: Western Sydney MRF facility CLEANAWAY CLEANAWAY 2026 2026 Strategy Strategy Refresh Refresh Briefing Briefing 31
Slide 33: Converting foundations into performance through digitisation
Converting foundations into performance through digitisation A four-step path to stronger execution, higher productivity and margin expansion Blueprint2.0 performance unlock Examples Enterprise Scale productivity through • Procurement AI agent Intelligence automation and AI • Landfill automated flow
Slide 34: Landfill of the future
Landfill of the future A staged pathway to safer operations, higher throughput, stronger control and better asset utilisation Illustrative Melbourne Regional Landfill site How value is created Connected Site Signals 1 Visibility Real-time view of truck flows, queues and tip face activity 2 Flow Shap
Slide 35: Transforming Procurement with AI
Transforming Procurement with AI Staged approach to reduce cost, redesign workflows and create a scalable AI blueprint for wider enterprise adoption Trusted AI Assistant AI in Procurement Workflows Enterprise AI Blueprint Procurement Domain Assistant AI-Driven Workflows Scalable Blueprint • Faster p
Slide 36: Digitisation embedded in Blueprints and key enabler in “how to win”…
Digitisation embedded in Blueprints and key enabler in “how to win”… 1 2 3 Customer Value Optimised Branch Network Advanced Ways of Working Value for money through competitive price and Leverage our scale & connect our prized network to Accelerate investments in technology, data & analytics and seam
Slide 37: Fleet and Logistics
Fleet and Logistics Pictured: IS services for Bowen Gas project CLEANAWAY CLEANAWAY 2026 2026 Strategy Strategy Refresh Refresh Briefing Briefing 36
Slide 38: Fleet and Logistics as a scaled value driver
Fleet and Logistics as a scaled value driver Key strategic lever to unlock utilisation, reliability, and cash flow 1 2 3 4 5 Ownership Purchasing and Technology and Network Workshop and Model Lifecycle Innovation Performance Maintenance Right mix of owned assets, Standardise and Embed technology to
Slide 39: Fleet Replacement Program
Fleet Replacement Program Lowering cost of ownership, improving reliability and utilisation, and strengthening returns on capital Value creation through higher utilisation • Disciplined and data-led approach to fleet replacement Uptime increases from <70% to >98% Repair & Maintenance costs up to
Slide 40: Technology and innovation
Technology and innovation In-Vehicle Monitoring System (IVMS) and Yellow Gear AI Pedestrian Detection System IVMS step change in visibility and intervention Scope 38% fewer 6.2% less 3,500 speeding events than fuel on average Heavy vehicles those not actively with drivers monitoring driver consisten
Slide 41: Hazardous Waste
Hazardous Waste Pictured: Cleanaway Technical Services site in Karratha WA CLEANAWAY CLEANAWAY 2026 2026 Strategy Strategy Refresh Refresh Briefing Briefing 40
Slide 42: Overview of Cleanaway Hazardous Waste business
Overview of Cleanaway Hazardous Waste business Creating a safer, simpler and more profitable hazardous waste platform • Collection, treatment, beneficial reuse and disposal of highly complex hazardous wastes • Capability to handle 44 waste streams across 6 DG Hazardous Waste Industry groups Narangba
Slide 43: Customer Value
Customer Value Well placed to capitalise on a growing sector with opportunities to improve gross margins Technical sales team Data-led selling Smarter selling Customer insight driven TWM solution Grow share of wallet Government agencies Large industrial customers Scale as an advantage Increase inter
Slide 44: Optimised Branch Network
Optimised Branch Network Creating a safer, more stable and stronger business with higher margins, cash flows and returns Increase asset Targeted utilisation and margin investment Smaller, simplified network, Safer, more stable and lower capital intensity efficient operations with lower cost to serve
Slide 45: Advanced Ways of Working
Advanced Ways of Working Implementation of improved standards and processes to improve safety, stability and profitability Mandate Toolbox Technical Triage Authority to approve/reject non- Playbook and decision core wastes Team framework Set pricing and nominate Pricing guidelines and handli
Slide 46: Contract Resources
Contract Resources Pictured: Industrial Services Contract Resources team CLEANAWAY CLEANAWAY 2026 2026 Strategy Strategy Refresh Refresh Briefing Briefing 45
Slide 47: Leader in production-critical, higher-margin, technical services
Leader in production-critical, higher-margin, technical services Stable, recurring, growing earnings stream; track record built on best-in-class service delivery A recognised market Reputation for safely Strong structural tailwinds leader in critical path delivering complex of energy transition and
Slide 48: Contract Resources — why “critical path” matters
Contract Resources — why “critical path” matters Delivery of complex planned maintenance services to energy and resource companies Production-critical services required for the operation of complex 24/7 infrastructure Catalyst handling Specialised Mechanical Services Critical path • Removal, replace
Slide 49: Combination of Contract Resources and Cleanaway Industrial Services
Combination of Contract Resources and Cleanaway Industrial Services Unlocking the potential of CR&IS Integration approach CR proven model in growing customer share of wallet FY26 Customer 1 FY10 $42m ~22 $3m year relationship FY26 Unrivalled capability and Customer 2 scale in industrial Services FY1
Slide 50: Decommissioning, Decontamination & Remediation
Decommissioning, Decontamination & Remediation Australian DD&R market estimated to be around ~$90bn to 2040 Decommissioning, decontamination and remediation value chain Strengthened spear-tip into DD&R Resources Advisory & Project Oil & gas Management • Increased ability to win DD&R projects and mor
Slide 51: Wrap up
Wrap up CLEANAWAY 2026 1H CLEANAWAY Strategy Refresh Briefing FY26 Financial Results 50
Slide 52: Blueprint 2030 2.0 - Case Studies Recap
Blueprint 2030 2.0 - Case Studies Recap Section / Case studies 1 Underlying growth of continuing business linked to GDP and favourable Scale & Network as secular trends and underpinned by our scale, unique infrastructure network, an advantage capabilities and customer relationships 2 Targeted high v
Slide 53: Middle East Impacts
Middle East Impacts Higher RRBO prices expected to largely mitigate residual lagged fuel price recovery in FY27 Direct fuel cost mitigants Fuel Rise and Fall clauses working Fuel Surcharge Implemented Other • Escalation is typically based on the • Majority of customer contracts (by • Working through
Slide 54: Q&A
Q&A CLEANAWAY 2026 1H CLEANAWAY Strategy Refresh Briefing FY26 Financial Results 53
Slide 55: Contacts
CONTACTS Investor contact: Richie Farrell Bruce BruceSong Song General Manager, Investor Relations Senior SeniorManager, Manager,Investor InvestorRelations Relations Relations & Sustainability & Sustainability &&Sustainability Sustainability + 61 409 829 014 ++6161426 426386 386006 006 richie.farrel
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