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Recommendation
Buy (Initiation)
Price
$2.92
Target (12 months)
$3.42 (unchanged)
Expected Return Capital growth Dividend yield Total expected return Company Data & Ratios Enterprise value Market cap Issued capital Free float Avg. daily val. (52wk) 12 month price range GICS sector Energy $153.7m $141.3m 48.4m 62% $253,197 $0.65-$3.06 17.1% 2.6% 19.7%
Price Performance
Price (A$) Absolute (%) Rel market (%) (1m) 2.71 8.86 5.32 (3m) 1.45 103.45 93.69 (12m) 0.63 367.28 347.67
Absolute Price
$3.5 $3.0 $2.5 $2.0 $1.5 $1.0 $0.5 $0.0 Sep Jan May Sep Jan May Sep 11 12 12 12 13 13 13 TTN S&P 300 Rebased
SOURCE: IRESS
BELL POTTER SECURITIES LIMITED ACN 25 006 390 7721 AFSL 243480
DISCLAIMER AND DISCLOSURES THIS REPORT MUST BE READ WITH THE DISCLAIMER AND DISCLOSURES ON PAGE 18 THAT FORM PART OF IT.
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Contents
Summary and Investment Thesis ................................................. 3 Background .................................................................................... 4 Key Earnings Drivers ..................................................................... 5 Financials ....................................................................................... 9 Valuation ....................................................................................... 11 Management ................................................................................. 12 Key Shareholders ........................................................................ 14 Titan Energy Services (TTN) ....................................................... 15
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Investment Thesis
We believe TTN has a number of investment positives that underpin our view on the company. The highlights of the TTN business model from an investor perspective are as follows: 1. Strong growth outlook for the CSG to LNG segment Given the nature of TTNs service offering, the key driver of earnings is the number of CSG wells required to deliver and maintain production levels for the CSG to LNG sector. With three major projects already under construction (QCLNG, GLNG and APLNG) and others potentially to follow, industry estimates suggest the number of wells is likely to peak at around 1,900 per annum by 2016 (~1,000 currently) with ongoing wells of 1,300 per annum to 2025. In broad terms, this is expected to create strong demand for CSG service companies such as TTN; Well positioned in CSG relative to competitors given breadth of offering The Company has extended its service offering over recent years to include camps, transport and logistics, catering and equipment hire. This has been achieved through a combination of organic growth and acquisitions. A detailed review of key competitors indicates that TTN now has significant breadth in its CSG offering which suggests to us that it is well positioned to increase share of wallet in the CSG segment; and Options beyond CSG are being addressed now The Company is also focussing on growth beyond CSG in both new geographies and segments. We estimate TTN is currently spending around $1.5-$2.5m per annum specifically dedicated to this objective on additional business development managers, marketing, promotion and other initiatives. We consider this a sound medium-term strategy and believe TTN is well positioned to extend its offering to Oil and Gas opportunities outside of CSG and other mining and infrastructure target markets.
2.
3.
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Background
TTN is predominantly a service provider to the CSG to LNG market in Australia and provides mobile accommodation/camps (including transport), drilling rigs, catering services and equipment hire. The company was first listed on the ASX in December 2011.
Figure 1 - TTN Overview
Atlas Drilling (23% of FY13 EBIT pre-overheads) RCH (50% of FY13 EBIT) Nektar (11% of FY13 EBIT) Hofco (16% of FY13 EBIT 6 mths ownership)
Atlas Drilling was founded in 2007 as a specialist provider of drilling services to the CSG industry. The company currently operates four rigs (3 owned, 1 rented) and provides rig and support staff as part of each contract. Customers also have the choice of other add on services such as catering and accommodation (sourced internally via Nektar and RCH).
RCH was established in 2010 and acquired by TTN in September 2011. Its core business is the provision of portable accommodation to the CSG to LNG segment and infrastructure companies. Business model is to hire camps with ancillary support services (catering, transport etc.) either directly or by subcontractors
Business Description
Nektar was established by TTN as an organic initiative in April 2012 and offers catering and camp management services to remote accommodation service providers. Currently provides services to around 80% of RCH's camp accommodation contracts. Also provides standalone catering services to non-camp customers.
Hofco was established in 1980 and acquired in April 2013 (effective Jan 2013). Its core business is a rental provider of drilling equipment to the CSG sector. Key hire equipment includes: drill collars and pipes, downhole motors, hydraulic drilling jars, survey instruments, stabilisers and fishing equipment.
KJM Contractors Australian Portable Camps Coal Gas Camps Bonnie Rock Transport EDA Energy (Ausdrill)
Caza Catering Oil Industry Catering Services Easternwell (Transfield) Morris Sodexo ESS - Compass Group KJM Contractors
Key competitors
Tasman Oil Tools DTA Various smaller private companies Various larger private companies
Revenue model
Contract term typically 6-12 months Drill Rig - rate per day including crew Other services at standard rates (refer RCH for accommodation/camp and Nektar for catering)
Contract term typically 3-18 months Rate per man days catered
APLNG Leighton Daracon Bruhl Energy Drilling Australia General Trade Industries
APLNG Leighton Daracon Bruhl Energy Drilling Australia General Trade Industries
Key clients
1. No of wells required to establish and maintain existing CSG to LNG projects 2. Ability to cross sell services to CSG clients 3. Ability to expand into non-CSG segments
1. No of wells required to establish and maintain existing CSG to LNG projects 2. Ability to cross sell services to CSG clients 3. Ability to expand into non-CSG segments
1. No of wells required to establish and maintain existing CSG to LNG projects 2. Ability to cross sell services to CSG clients
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QCLNG
British Gas
8.5
2014
Under Construction
6,200
270-520
GLNG
7.8
2015
Under Construction
5,700
250-480
APLNG
9.0
2015
Under Construction
6,600
280-550
SALNG
Shell/PetroChina
8.0 to 9.0
2016-2017
Awaiting FID
5,300
260-490
Total
23,800
1,060-2,060
Number of wells likely to increase rapidly in coming years and then decline to a healthy level
Industry analysis conducted by ACIL Tasman suggests the number of wells drilled within the CSG to LNG segment is likely to increase rapidly in the coming years from 1,000 wells in CY13 to a peak of at least 1,500 in CY16 based only on approved projects (likely 1,900 given likely new project approvals). Further the analysis suggests that the number of wells required to maintain production levels is expected to level out at 1,000 per annum by CY19 based only on committed projects (likely ~1,400 per annum).
Figure 3 Number of wells required Queensland CSG segment
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Conclusion Key Driver 1 Numbers of CSG wells required a powerful macro backdrop
The size and scale of the committed CSG to LNG projects under construction together with the potential for further approvals suggests that the number of CSG wells required to support and then maintain production levels is likely to be material over the long-term. This is expected to provide a favourable backdrop for TTNs services.
RCH acquired just prior to listing and the key source of growth
The RCH camps business has been the most significant driver of profit growth for the group over the last two years with the number of rooms increasing from 110 at acquisition to 710 currently. The success of this business reflects the strong demand for temporary camp hire including transport and logistics at remote CSG drilling sites. To this end, TTNs experience in the segment via Atlas Drilling has been an important factor in extending the offering to other services.
Figure 6 - RCH Number of Rooms Available
1200 1000 800 600 400 200 0
0 Sept Qtr 12
SOURCE: COMPANY DATA AND BELL POTTER SECURITIES ESTIMATES
Number of available rooms has increased from 110 as at September 2011 to 710 currently. We expect this to increase to 896 as at 30 June 2014 and 1,096 as at 30 June 2015
20000
15000
10000
5000
Dec Qtr 12
Mar Qtr 13
Jun Qtr 13
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Further, Nektar is also targeting permanent camps in addition to mobile camps and was recently successful in securing its first permanent camp contract. The client has not been disclosed by the company but we note the contract is to provide catering to a 200 room permanent camp on a 1+1+1 year contract commencing September/October 2013. We consider this contract an important milestone given it represents not only the companys first contract in the permanent space but it highlights the opportunities to sell services beyond the existing client base. Further, we consider these types of contracts can act to de-risk the business as they are longer-term in nature given the permanent sites.
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Conclusion Key Driver 2 TTN well positioned in the CSG segment given breadth of its offering
The company has taken the opportunity to leverage off its experience and relationships within the CSG sector by significantly expanding the depth of its offering over the last two years. We believe this places TTN in a strong competitive position with which to gain an increasing share of wallet from key customers.
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Conclusion Key Driver 3 Expansion beyond CSG a logical next step but early days
We believe TTNs plans outside of CSG represent a significant potential opportunity for the company and consider the decision to invest now for the medium-term a sound strategy. On face value we can see no reason why TTNs camps, transport & storage and catering services cannot prove competitive outside of CSG but note it is early days in this regard.
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Financials
Income Statement
In broad terms, we expect organic growth and the impact of the Hofco acquisition to underpin strong revenue growth over the short to medium-term. This is likely to be further enhanced by the impact of additional acquisitions given the Companys history in this regard. This thesis underpins our key profit and loss forecasts for TTN as follows: 1. Increase in rooms capacity and catering to drive strong revenue growth over short to medium-term We consider the Company well positioned to continue the recent trend of strong organic growth in room capacity driven by the level of CSG activity in Australia. Further, this is expected to drive growth in catering services to both existing camps and drilling clients and new customers. In totality, these factors are expected to underpin strong revenue growth over the medium term; Hofco acquisition to impact full year in FY14 The Hofco acquisition was effective 1 January 2013 hence it contributed six months worth of earnings in FY13 (revenue $3.7m and EBIT $2.9m). We have assumed it contributes revenue of $8m and EBIT of $5.3m in FY14 given the likely need to reinvest in the business; and
Figure 11 - TTN EBITDA Historical and Forecast
45
2.
30.0%
40 35 30 25 20 15 10 5 0 FY12 FY13e FY14e FY15e FY16e FY17e EBITDA $m - LHS EBITDA margin % - RHS 20.0% 22.5% 25.0% 27.5%
3.
EBITDA margins to level off post Hofco Group EBITDA margins improved significantly in FY13 driven primarily by the mix impact of the Hofco acquisition given it has historically delivered EBITDA margins of around 70%. We consider this a one-off step up change in margins with marginally higher levels likely in the coming years given the pace of revenue growth.
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2.
Operating Cashflow $m - RHS 120% Operating Cashlow Realisation % - LHS 30 25 20 15 10 5 0 FY12 FY13 FY14e FY15e FY16e
30.0%
100%
20.0%
3.
Operating cash realisation generally around 100% despite FY13 Operating cash realisation (OCF/NPAT +D&A) has generally been around 100% with the exception of FY13 where the company was adversely impact by the Hofco acquisition, late payment of material amounts due from major customers and investment for growth. We expect this to normalise over the medium-term. Attractive ROE and ROIC metrics We expect TTN to generate attractive ROE and ROIC (pre-tax) numbers in FY14 of 23.5% and 33.4% respectively.
4.
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Valuation
Long-term DCF valuation of $3.97
Our long-term DCF valuation of TTN equates to $3.97 per share. Major assumptions are a post-tax WACC of 13.6% and a terminal growth rate of 2.5%.
ROIC pre-tax rolling 1-year fwd Growth Rate WACC pre-tax D&A rollng 1-year fwd EBITDA rolling 1 -year fwd
Multiple EBITDA rolling 1-year fwd EV Net Cash (Debt) rolling 1-year fwd Value Equity No of shares Valuation per Share
SOURCE: BELL POTTER SECURITIES ESTIMATES
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Management
Shaun Scott Independent Non-executive Chairman Shaun joined Arrow Energy in 2004. Shaun has 20+ years of experience in upstream and downstream projects, mergers and acquisitions and finance in the energy sector in Australia, Asia, and the United States. Shaun is currently an Executive Director of Dart Energy Ltd and a Non-executive Director of ACER Energy Ltd and Site Group International Ltd and Chairman elect of Anaeco Ltd. Shaun previously held the roles of Chief Executive Officer, Chief Commercial Officer and Chief Financial Officer with Arrow Energy Limited prior to its acquisition by Royal Dutch Shell plc and PetroChina in 2010. Jim Sturgess Managing Director Jim has been Managing Director of Titan Energy Services since May 2011. Jim was previously CEO of the City of Brisbane Investment Corporation. Prior to this, Jim spent 7+ years at Flight Centre as Chief Financial Officer and then Executive General Manager of Global Property, Procurement & Projects. Jim was a Regional General Manager at Ernst & Young and the Director of Finance and HR at Starwood Hotels & Resorts. Jim Diakos General Manager of Atlas Drilling Jim is a co-founder of Atlas Drilling and has 18 years experience in the oil and gas industry in Australia. Jim has held various positions in a number of large and small operating companies during his career including Santos, Inland Oil Refiners, Oil Company of Australia, Origin Energy and Blue Energy and has been involved in the drilling service sector since the formation of Atlas Drilling in 2007. Stephen Bizzell Non-Executive Director Stephen is the Chairman of boutique corporate advisory and funds management group Bizzell Capital Partners Pty Ltd. Stephen was previously an Executive Director of Arrow Energy Ltd from 1999 until its acquisition in 2010 by Royal Dutch Shell plc and PetroChina. He has had further experience in the CSG sector as an Executive Director of Dart Energy Ltd and Non-executive Director of Bow Energy Ltd and Apollo Gas Ltd. He is also a Non executive Director of Hot Rock Ltd, Stanmore Coal Ltd, Diversa Ltd and Renaissance Uranium Ltd. He is Chairman of Renison Consolidated Mines NL. Simon Keyser Non-Executive Director Simon has over 20 years experience in the finance industry and has held senior investment banking positions with Wilson HTM and Chase Securities (now JPMorgan Chase). Simon is a director of XLX Pty Ltd and is also a director of XLX Capital Pty Ltd. Simon is a minority shareholder of XLX Pty Ltd and also the co-owner and a director of Ironstone Capital Partners Pty Ltd. Mark Snape Independent Non-Executive Director Mark is currently the Chief Executive Officer of the Rivercity Motorway Group and previously held various senior management positions including as Group General Manager Infrastructure Finance and Investment at John Holland Pty Ltd, Managing Director in Australia for American Electric Power Co. Inc., Director Deloitte Corporate Finance, Director County Natwest Corporate Finance and Director BZW Corporate Finance. Prior directorships include non-executive director of ASX listed entities Connecteast Group, Brisconnections Group and Pacific Hydro Limited. In addition he has served as nonexecutive director of Connector Motorways Group, Asia Pacific Transport Pty Limited, Southern Hydro Pty Limited and AEP Resources Australia Pty Limited.
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Gus has more than 30 years experience in the Oil and Gas industry, much of that on international assignment throughout Asia as well as significant time in Australia. Most of this was with Halliburtons Baroid product line, starting in field service and progressing through technical and operations roles to management responsibility for fluids and waste management operations. Prior to this, Gus was Far East Vice President for NOV Well Site Services based in Singapore, with responsibility for organic and geographical growth in solids control and waste management businesses.
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Key Shareholders
Figure 15 - Top 20 shareholders
Holder Pie Funds Management Ltd. Gaffw ick Pty Ltd. XLX Pty Ltd Wilson HTM Investment Management Pty Ltd Haggarty, Anthony James Davies, Allan J. Plummer, Andrew Henderson Lujeta Pty Ltd. Bizzell, Stephen Grant BCP Alpha Management Zagla Pty Ltd. Elkington, Paul HFTT Pty Ltd. Dalara Investments Pty Ltd Sturgess, James Bravic Capital Investments Pty Ltd Scott, Shaun Edw ard Keyser, Simon J. Seabrook, Wayne Ronald Ranamok Pty. Ltd.
SOURCE: CAPITAL IQ
No Shares 5,139,080 3,809,523 2,434,953 1,511,393 1,305,849 1,305,849 994,361 960,000 946,251 869,450 862,221 734,548 704,540 704,540 684,985 650,813 603,817 444,399 437,315 404,761
% 10.61% 7.87% 5.03% 3.12% 2.70% 2.70% 2.05% 1.98% 1.95% 1.80% 1.78% 1.52% 1.46% 1.46% 1.41% 1.34% 1.25% 0.92% 0.90% 0.84%
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Investment Strategy
We rate TTN as a Buy with a 12-month target price of $3.42. We consider the company has strong growth potential underpinned by CSG market in Australia and attractive growth options outside of CSG. The company also generates a very high ROE, has a strong balance sheet and has medium level capital intensity.
Valuation
Our long-term DCF valuation of TTN equates to $3.97 per share. Major assumptions are a post-tax WACC of 13.6% and a terminal growth rate of 2.5%. Our 12-month price target of $3.42 has been derived utilising an ROIC based model that looks at rolling 1-year forward earnings. This price target is derived using a rolling 1-year forward ROIC of 34.0% (pretax) and a pre-tax WACC of 15.1%. This derives a rolling 1-year forward EV/EBITDA multiple of 5.79x.
Risks
We believe there are five key risks to our investment thesis as follows: Loss of key customers Despite the fact that TTN has diversified client portfolio, the loss of a number of key customers has the potential to negatively impact the company; Competition TTN could be adversely impacted by material market share gains and irrational pricing behaviour of a competitor; Material deterioration in the outlook for the Oil and Gas sector TTNs business is heavily exposed to development in the Oil and Gas sector (particularly CSG to LNG). Any material deterioration in the outlook for this sector over the medium-term has the potential to adversely impact TTNs business; and New markets A key component of the TTNs strategy over the medium to long-term is expansion into new geographies. We consider this both a risk and an opportunity for the company given its lack of experience in these markets.
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as at 25 September 2013
2016e 134.1 8.8% 36.9 (7.8) 29.1 (0.8) 28.4 (8.8) 31.0% 19.6 19.6 19.6
Price Recommendation Diluted issued capital (m) Market cap ($m) Target Price (A$ps) June Year end Valuation Ratios Core EPS (ps) . . . % change PE (x) EV/EBITDA (x) EV/EBIT (x) NTA ($ps) P/NTA (x) Book Value ($ps) Price/ Book DPS (ps) 9.0 n/a 32.4 20.9 40.0 0.79 3.7 0.52 5.64 2.0 22.2% 100.0% 0.7% 22.0 143.6% 13.3 8.1 10.6 0.76 3.9 1.07 2.73 5.5 25.0% 100.0% 1.9% 30.5 38.8% 9.6 5.4 6.9 0.76 3.9 1.30 2.25 7.6 25.0% 100.0% 2.6% 36.2 18.7% 8.1 4.6 5.8 1.03 2.8 1.57 1.86 9.0 25.0% 100.0% 3.1% 2012 2013 2014e 2015e
$2.92 Buy 48.4 $141.3 $3.42 2016e 40.4 11.8% 7.2 4.2 5.3 1.33 2.2 1.87 1.56 10.1 25.0% 100.0% 3.5%
Cashflow (A$m) Reconciliation Net Profit Deprec. & amort. Change in working capital Other Net operating cashflow Investing Cashflow Capex Payment for businesses Other Net investing cash flow Financing Cashflow Issue of shares Buy backs Dividends paid Debt Others Net financing cash flow Effects of exchange rate Net change in cash held Balance Sheet (A$m) Cash assets Receivables Inventories Other Total current assets Plant and equipment Intangible assets Other / financial assets Deferred tax assets Total non-current assets Total assets Short term debt Payables Current tax liabilities Provisions Other liabilities Total current liabilities Long term debt Deferred Tax Liability Other Total non-current liabilities Total liabilities Net assets Contributed equity Reserves & outside equity Retained earnings Total equity Net debt/(cash) $m 1.4 6.5 0.4 0.1 8.5 28.5 5.3 0.0 0.7 34.5 43.0 2.1 7.4 0.8 0.1 0.1 10.5 7.4 0.0 0.0 7.4 17.9 25.1 22.6 0.3 2.2 25.1 8.0 6.6 14.6 1.9 0.3 23.5 39.6 20.4 0.0 1.5 61.5 85.0 3.6 15.3 3.3 0.5 0.7 23.4 9.6 0.0 0.2 9.8 33.2 51.8 40.8 0.8 10.2 51.8 12.4 5.9 16.3 1.9 0.3 24.4 43.6 26.2 0.0 1.5 71.3 95.7 3.6 13.5 3.3 0.5 2.2 23.0 9.6 0.0 0.2 9.8 32.8 62.9 40.8 0.8 21.2 62.9 7.3 13.3 21.0 1.9 0.3 36.6 46.7 26.2 0.0 1.5 74.4 111.0 3.6 15.3 3.3 0.5 2.5 25.2 9.6 0.0 0.2 9.8 35.0 76.0 40.8 0.8 34.4 76.0 -0.1 26.9 20.1 1.9 0.3 49.2 48.9 26.2 0.0 1.5 76.6 125.9 3.6 16.6 3.3 0.5 1.3 25.4 9.6 0.0 0.2 9.8 35.2 90.7 40.8 0.8 49.1 90.7 -13.7 11.1 4.8 15.9 1.4 17.7 (1.2) 3.8 20.3 5.2 (3.7) (3.7) (0.8) (4.4) (4.4) 7.5 (4.9) (4.9) 13.5 (6.3) (14.7) 0.1 (20.9) (9.7) (15.1) 0.4 (24.4) (10.0) (5.8) (15.8) (10.0) (10.0) (10.0) (10.0) 2.3 3.5 (0.1) 0.7 6.5 9.1 4.4 (4.7) 0.6 9.3 14.8 6.0 (2.1) 18.7 17.5 6.9 (2.6) 21.9 19.6 7.8 1.1 28.4
. . . % pay-out Franking (%) Yield (%) Performance Ratios EBITDA/sales (%) EBITA/sales (%) OCF realisation (%) FCF realisation (%) ROE (%) ROIC (%) Asset Turn (years) Capex/Depn (x) EBIT Interest cover (x) Net debt/EBITDA Net debt/equity (%) Divisional Revenue $m Drilling Camps Catering (external only) Equipment Hire Adjustment Total EBIT $m Drilling Camps (exc internal catering) Catering Equipment Hire Corporate Adjustment Total Half yearly Sales revenue . . . Change vs pcp EBITDA Deprec. & amort. EBIT Interest expense Non recurring items (NRI's) Pre-tax profit Tax expense . . . tax rate Minorities Net Profit Reported NRI's post tax Net Profit pre-NRI's Norm adj post tax Net Profit Normalised
22.0% 11.5% 112% 257% 9.1% n/a 2.1 1.8 6.6 1.1 32.0%
26.0% 20.0% 69% 94% 17.6% 29.8% 4.3 2.2 12.3 0.7 23.9%
26.2% 20.6% 90% 121% 23.5% 33.4% 4.7 1.7 22.3 0.3 11.7%
27.0% 21.4% 90% 119% 23.1% 36.2% 4.8 1.5 25.5 0.0 -0.2%
27.5% 21.7% 104% 137% 21.6% 38.1% 4.7 1.3 38.6 -0.4 -15.1%
2.8 2.8 0.0 0.0 -1.8 0.0 3.8 1H12 14.9 n/a 2.4 (1.7) 0.7 (0.2) 0.4 (0.2) 35.0% 0.3 0.3 0.3
4.2 9.0 1.9 2.8 -3.4 0.0 14.5 2H12 18.5 n/a 5.0 (1.9) 3.1 (0.3) 2.8 (0.8) 29.7% 2.0 2.0 2.0
5.1 14.2 3.4 5.3 -5.7 0.0 22.4 1H13 29.6 98.2% 6.5 (2.2) 4.3 (0.9) 3.3 (1.0) 30.5% 2.3 2.3 2.3
5.4 17.4 4.1 6.6 -7.0 0.0 26.4 2H13 43.0 132.8% 12.4 (2.2) 10.2 (0.3) 10.0 (3.2) 32.1% 6.8 6.8 6.8
5.5 19.6 4.6 7.4 -7.9 0.0 29.1 1H14e 50.8 71.5% 13.3 (3.0) 10.3 (0.5) 9.8 (3.3) 33.9% 6.5 6.5 6.5
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Recommendation structure Buy: Expect >15% total return on a 12 month view. For stocks regarded as Speculative a return of >30% is expected. Hold: Expect total return between -5% and 15% on a 12 month view Sell: Expect <-5% total return on a 12 month view
Speculative Investments are either start-up enterprises with nil or only prospective operations or recently commenced operations with only forecast cash flows, or companies that have commenced operations or have been in operation for some time but have only forecast cash flows and/or a stressed balance sheet. Such investments may carry an exceptionally high level of capital risk and volatility of returns.
@bellpotter.com.au tslim shaddad jkriska joshea csavage jsnape sbyrnes bcalwell jhester tnjain tslim lsotiriou dbrookman showe ftruong blai jtai tpiper dwilliamson bziegler
TS Lim Industrials Sam Haddad Jonathan Kriska John OShea Chris Savage Jonathan Snape Sam Byrnes Bryson Calwell John Hester Tanushree Jain Financials TS Lim Lafitani Sotiriou Resources Di Brookman Stuart Howe Fred Truong Bernard Lai Quantitative Janice Tai Tim Piper Fixed Income Damien Williamson Barry Ziegler
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