ASX Release – AGI 2018 Corporate Governance Statement

Ainsworth Game Technology Ltd

ABN 37 068 516 665

Corporate Governance Statement as at 30 June 2018

The Company's Approach to Corporate Governance

The Company's Board of Directors and management strongly support the principles of good corporate governance to create long-term value for shareholders and maintaining the Company's strong reputation for integrity. This is particularly important given the highly regulated nature of the industry within which the Company operates and is essential for securing new gaming licences and protection of current licences.

Set out below are the Company's corporate governance principles and practices in line with the ASX Corporate Governance Council ("Council") release of "Corporate Governance Principles and Recommendations 3rd edition". Statements to this corporate governance section have been referenced to the applicable ASX Recommendations and compliance is indicated by .

This statement is current as at 24 October 2018 and has been approved by the Board of Directors.

Corporate Governance Framework

An overview of the Company's Corporate Governance Framework is depicted below:

Principle 1

Lay solid foundations for management and oversight

Role of the Board and Management

The Board's primary role is the protection and enhancement of long-term shareholder value. To fulfil this role, the Board is responsible for the overall corporate governance of the Company, including guiding its strategic direction, approving and monitoring capital expenditure, monitoring financial performance, setting remuneration and reviewing the performance of the Chief Executive Officer (CEO). The Board is responsible for ensuring appointments, removals and succession plans for directors and where necessary, seeking shareholder approval. In addition, the Board is responsible for appointing, removing and creating succession polices for the CEO and senior executives. The Board establishes and monitors the achievement of management's goals, ensuring the integrity of internal control and management information systems and approves and monitors financial and other business related reporting.

The Board provides input into technical design, strategic guidance and overview of the Company with the responsibility for management of the day to day operations and implementation of the Group's strategy and policy initiatives delegated to the CEO. The CEO then delegates these responsibilities to other senior executives within the limits of specific authorities outlined in the delegations approved by the Board. A copy of the Board Charter detailing the roles and responsibilities of the Board and Management can be found in the Corporate Governance section within the Company's website. The Board Charter also outlines matters that are specifically reserved for the Board and its committees and those delegated to management.

Board Processes

To assist in the execution of its responsibilities, the Board has established three Board Sub-Committees as shown in the Corporate Governance Framework above. Each Committee has a Charter which includes a more detailed description of their duties and responsibilities. These Charters are regularly reviewed and approved by the Board and are available in the Corporate Governance section of the Company's website. The Board has also established a framework for the management of the Company including a system of internal control, a business risk management process and the establishment of appropriate ethical standards.

The Board currently holds scheduled meetings throughout the year and any extraordinary meetings at such other times as may be necessary to address any specific significant matters that may arise.

The agenda for the Board meetings is prepared in conjunction with the Chairperson, CEO and the Chief Financial Officer (CFO)/Company Secretary. Standing items include declaration of interests or conflicts, the CEO report, financial reports and any issues relating to strategic matters, governance and compliance requirements of the Company. Board papers and submissions are circulated in advance. Executives are regularly involved in Board discussions and directors have the opportunity for contact with a wider group of employees and other stakeholders.

During the year under review, the Board met ten times and the Board members' attendance record is disclosed in the table of directors' meetings within the Annual Report.

Appointment and Re-election of Directors

When appointing new directors, the Board and the Remuneration and Nomination Committee look to ensure that an appropriate balance of skills, knowledge, experience, independence and diversity is maintained. Before a candidate is nominated by the Board, they must provide details of their other commitments and an indication of time involved, and confirm that they will have sufficient time to meet their obligations to the Company. The Company undertakes comprehensive checks including character reference, experience, education, criminal record, and bankruptcy history before it puts forward to shareholders a new candidate for election, as a director. In addition, due to the highly regulated environment that the Company operates, each director has to meet all gaming regulatory approval conditions prior to his or her formal appointment. The gaming regulators require detailed probity and compliance investigations be undertaken on the director candidates and their families, who are required to disclose extensive historical and current personal and financial information.

The Company discloses all material information that is relevant to a decision on whether or not to elect or re-elect a director in the Notice of Meeting provided to shareholders. Director candidates are also invited to address the meeting and provide the details of the relevant qualifications, experiences and skills they bring to the Board.

For each successful appointment of a new director, the director is provided with a written agreement setting out the terms of their appointment.

Company Secretary

The Company Secretary is accountable directly to the Board, through the Chairman, on all matters to do with the proper functioning of the Board. Each director is entitled to access the advice and services of the Company Secretary.

The decision to appoint or remove a Company Secretary is made by the Board in accordance with the Company's Constitution. Details of the Company Secretary are set out in the Directors' Report within the Annual Report.

Board Performance Review

The Chairman of the Board is responsible for evaluating the performance of the Board, its committees and individual directors. The performance of the Board was assessed during the year in accordance with the process described below.

The process for conducting the Board's performance review consists of individual interviews with each director. The review includes an assessment of the individual contribution of each Board member as well as the performance of the Board as a whole. The performance criteria that is taken into account include each director's contribution to setting the direction, strategy and financial objectives of the group and monitoring compliance with regulatory requirements and ethical standards. A written report discussing the results, issues for discussion and recommendations is to be presented to the Board and discussed at a Board meeting. Each of the Board Sub-Committees undertakes a periodic review of their performance in accordance with their Charters. The results of these reviews are then presented and discussed at a Board meeting.

Appointment and Performance of Key Executives

Senior executives are provided with a written service agreement, which sets out the terms and conditions of their appointment. Contract details of senior executives which are defined as Key Management Personnel (KMP) are summarised in the Remuneration Report within the Annual Report.

The Remuneration and Nomination Committee reviews the performance of the Company's CEO and senior executives who directly report to the CEO. Their findings are reported to the Board. A performance management review process is undertaken which involves review against previously established goals and objectives set by the Board. The performance of the Company's senior executives has been assessed this year in accordance with this process. Key aspects of the review process are described below.

The CEO Key Performance Indicators (KPIs) are annually determined by the Board based on recommendations from the Remuneration and Nomination Committee. The key aspects included in the KPIs are financial performance measures, strategic initiatives, staff and human relations matters and compliance performance. The Remuneration and Nomination Committee reviews performance against the established KPIs on an ongoing basis, with a formal evaluation being completed at the end of each financial year and its findings are reported to the Board.

The CEO evaluates, at least annually, the performance of the following key executives:

CFO/Company Secretary, Chief Technology Officer (CTO), General Manager of Manufacturing, General Counsel, Group Compliance Manager, General Manager of Business Services, General Manager of Online and Social Gaming, and Divisional Sales Managers. Both qualitative and quantitative measures are used that vary according to an individual's role. Factors that are taken into consideration when accessing performance include relative contributions to profit, how business is conducted, people leadership andadherence to the Company's Code of Conduct and compliance policies. These performance assessments are reviewed by the Remuneration and Nomination Committee and reported to the Board.

Diversity and Inclusion

The Company recognises that a diverse and inclusive workforce is important in attracting and retaining talented employees, inspiring greater innovation, and embracing the Company business objectives. The Company is supportive of the ASX diversity recommendations and will continue to be committed to promote and achieve diversity across the Company. In addition to the Company's Equal Employment Opportunity/Anti-Discrimination Policy, the Company has established a Diversity Policy which is available in the Corporate Governance section on the Company's website. The Board will continually develop measureable objectives for key diversity categories in line with the Diversity Policy. The Remuneration and Nomination Committee will review the progress of the objectives annually and will report the outcomes and make recommendations as appropriate to the Board.

The Company aims to demonstrate its commitment to gender diversity by increasing the number of women on the Board, in senior management and Company-wide on a year to year basis. The Company has defined senior management as senior executives reporting directly to the CEO, senior managers and senior specialists across the Group with input into directing operational decision-making within specific departments and for identified geographical regions.

The proportion of women at various levels within the Company at the end of the financial year is shown in the chart below.

(1) Based on a percentage of independent non-executive directors only, the proportion of woman represented on the Board is 25% in 2017 and 2018.

During the reporting period, the Company has achieved its measurable objectives for achieving gender diversity at the Board of Directors and Senior Management levels. The female representations in both of these categories have increased compared to prior reporting period and the Company remains committed in promoting gender diversity across all categories.

As part of the requirements set by the Workplace Gender Equality Act 2012 (WGEA), the Company has reported against a set of standardised gender equality indicators (GEIs). The GEIs relate to areas that are critical to gender equality are outlined below:

• • GEI 1- Gender composition of the workforce;

• • GEI 2 - Gender composition of governing bodies;

• • GEI 3 - Equal remuneration between women and men;

• • GEI 4 - Flexible working arrangement for employees with family and caring responsibilities;

• • GEI 5 - Consultation with employees on issues concerning gender equality in the workplace; and

• • GEI 6 - Sex-based harassment and discrimination.

A copy of the 2018 report provided to the Workplace Gender Equality Agency under WGEA can be viewed at:http://www.agtslots.com.au/corporategovernance

 ASX Corporate Governance Council's Recommendations 1.1,1.2,1.3,1.4, 1.5,1.6,1.7

Principle 2

Structure the Board to add value

Composition of the Board

The names and details including the experience, special responsibilities, and other directorships held and term of office of each member of the Board can be found in the Directors' Report within the Annual Report. The composition of the Board is evaluated and reviewed to ensure it provides a broad range of skills, personal qualities, expertise, ability to exercise independent judgment and diversity required to discharge its responsibilities. Provision of such skills and experience is aimed to assist the Company to achieve its objectives and continual development. The Remuneration and Nomination Committee assists the Board in regularly evaluating the effectiveness, size and composition of the Board. It identifies and evaluates suitability qualified candidates as directors and makes recommendations to the Board for consideration.

An objective of the Company is to ensure that the majority of the Board should comprise independent, non-executive directors with no other significant business or other links to the Company. An independent director is a director who is not a member of the management (i.e. a non-executive director) team and who:

• • holds less than five percent of the voting shares of the Company and is not an officer of the Company, or otherwise associated, directly or indirectly, with a shareholder of more than five percent of the voting shares of the Company;

• • has not within the last three years been employed in an executive capacity by the Company or another group member, or has been a director after ceasing to hold any such employment;

• • within the last three years has not been a principal or employee of a material* professional adviser or a material* consultant to the Company or another group member;

• • within the last three years has not been a material* supplier or customer of the Company or another group member, or an officer of the Company or otherwise associated, directly or indirectly, with a material* supplier or customer;

• • has no material* contractual relationship with the Company or another group member other than as a director of the Company;

• • has no close family ties with any person who falls within any of the categories described above;

• • has not served on the Board for a period which could, or could reasonably be perceived to, materially interfere with the director's ability to act in the best interests of the Company; and

• • is free from any interest and any business or other relationship which could, or could reasonably be perceived to, materially interfere with the director's ability to act in the best interests of the Company.

* the Board considers, "material", in this context to be where any director-related business relationship has represented, or is likely in future to represent the lesser of at least 10% of the relevant segment's or the director-related business's revenue. The Board has considered the nature of the relevant industries' competition and the size and nature of each director-related business relationship, in arriving at this threshold. Based on the criteria outlined above, the Board was of the view that there were no factors affecting the independent status of any non-executive directors throughout the financial year and as at the date of this statement.

The majority of the Board comprises independent non-executive directors with the roles of the Chairperson and CEO not being exercised by the same individual.

Each director has the right of access to all Company information and to the Company's executives. Further, subject to informing the Board, a director may seek independent professional advice from a suitably qualified adviser at the Company's expense. A copy of the advice received by the director is to be made available to all other members of the Board.

The Company has a formal process to educate new directors about the nature of the business, current issues, the corporate strategy and the expectations of the Company concerning performance of directors. Directors also have the opportunity to meet with management to gain a better understanding of business operations. Directors are able to access continuing education opportunities to update and enhance their skills and knowledge to perform their role as directors effectively.