ANNUAL REPORT FOR THE YEAR ENDED 30 JUNE 2018

18 September 2018


Client Market Services
NZX Limited
Level 1, NZX Centre
11 Cable Street
WELLINGTON


Copy to:

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Australian Stock Exchange
Exchange Centre
Level 6
20 Bridge Street
Sydney NSW 2000
AUSTRALIA


RE: SKYCITY ENTERTAINMENT GROUP LIMITED (SKC)
ANNUAL REPORT FOR THE YEAR ENDED 30 JUNE 2018


Attached is a copy of SKYCITY Entertainment Group Limited’s Annual Report for
the year ended 30 June 2018, which will be made available in the Investor Centre of
the company’s website at www.skycityentertainmentgroup.com
today.

Also attached are copies of the following documents relating to the Annual Report,
which will be sent to security holders today:

1. Letter to security holders advising the availability of the Annual Report (for the
purposes of Regulation 61E of the Financial Markets Conduct Regulations
2014); and

2. Email to security holders who have elected to receive electronic
communications advising the availability of the Annual Report.


Yours faithfully



Jo Wong
Company Secretary

---

YEAR ENDED 30 JUNE 2018
A N N U A L
REPORT

RECORD FINANCIAL
PERFORMANCE
NORMALISED
NET PROFIT
AFTER TAX
(NPAT) UP 10.4%
NORMALISED EARNINGS
BEFORE INTEREST, TAX,
DEPRECIATION AND
AMORTISATION (EBITDA)
UP 5.5% TO $338.2 MILLION
NEW CHAIRMAN
AND SENIOR
MANAGEMENT
TEAM ONBOARD
COMMITTED TO A MINIMUM
WAGE IN NZ OF $20 BY 2020
BECAME A SIGNATORY
TO THE CLIMATE
LEADERS COALITION
WITH A COMMITMENT
TO BE CARBON
NEUTRAL BY 2050
POSITIVE
MOMENTUM ON
THE NEW ZEALAND
INTERNATIONAL
CONVENTION
CENTRE AND
HORIZON HOTEL
PROJECT
COMMENCED
THE MAIN
CONSTRUCTION
WORKS FOR
OUR ADELAIDE
CASINO
EXPANSION
PROJECT
ANNUAL REPORT | YEAR ENDED 30 JUNE 2018 2

INTERNATIONAL BUSINESS
TURNOVER UP 39.2% TO
$11.9 BILLION AND
NORMALISED EBITDA UP 71.2%
TO A RECORD $32.6 MILLION
IMPROVED OPERATIONAL
PERFORMANCE ACROSS
ALL OUR PROPERTIES
COMPLETED
A REFRESH OF
OUR GROUP
STRATEGIC
PLAN
SUCCESSFULLY PROGRESSED
KEY STRATEGIC INITIATIVES
TOTAL FY18 DIVIDEND OF
20 CENTS PER SHARE
$4 MILLION
AWARDED TO
NEW ZEALAND
COMMUNITIES
VIA OUR SKYCITY
COMMUNITY TRUSTS
LAUNCHED
AUSTRALASIA’S FIRST
DIRECT-TO-TELEVISION
ESPORTS STUDIO IN
THE SKY TOWER
ANNOUNCED THE
OPENING OF THE
ALL BLACKS
EXPERIENCE AT
SKYCITY AUCKLAND
FROM 2020
SIGNIFICANT
ONGOING
INVESTMENT IN
THE COMPANY’S
ICT AND DIGITAL
CAPABILITY
3SKYCITY ENTERTAINMENT GROUP LIMITED | SKYCITYENTERTAINMENTGROUP.COM

Unless otherwise stated, all dollar amounts in this annual report are expressed in New Zealand dollars. An electronic copy of this annual report
is available in the Investor Centre section of the company’s website at www.skycityentertainmentgroup.com.

This annual report is dated 18 September 2018 and is signed on behalf of the Board of directors of SKYCITY Entertainment Group Limited by:
Rob Campbell Bruce Carter
Chairman Deputy Chairman
ANNUAL MEETING
The 2018 annual meeting of SKYCITY Entertainment Group Limited will be held on Friday 19 October 2018 in the SKYCITY Theatre, Level 3,
SKYCITY Auckland, Corner of Wellesley and Hobson Streets, Auckland, commencing at 10.00am (New Zealand time).
GENERAL
Our FY18 Highlights 2
About SKYCITY 6
Our Business 8
Our Numbers 10
Our Risk Profile and Management 11
Chairman’s Review 14
Our Board 16
Our Senior Leadership Team 20
Management’s Review 24
CORPORATE SOCIAL RESPONSIBILITY
Our Sustainability 31
Our Corporate Social Responsibility Pillars 34
Our People 34
Our Customers 42
Our Communities 44
Our Environment 47
Our Suppliers 53
Independent Limited Assurance Statement 56
CORPORATE GOVERNANCE STATEMENT
AND OTHER DISCLOSURES
Corporate Governance Statement 59
Director and Employee Remuneration 68
Shareholder and Bondholder Information 80
Directors’ Disclosures 82
Company Disclosures 84
FINANCIAL STATEMENTS
Independent Auditor’s Report 88
Income Statement 92
Statement of Comprehensive Income 93
Balance Sheet 94
Statement of Changes in Equity 95
Statement of Cash Flows 96
Notes to the Financial Statements 97
Reconciliation of Normalised Results
to Reported Results 125
GRI CONTENT INDEX 126
DIRECTORY 130

5SKYCITY ENTERTAINMENT GROUP LIMITED | SKYCITYENTERTAINMENTGROUP.COM

SKYCITY Queenstown
and SKYCITY Wharf
SKYCITY Auckland
SKYCITY Darwin
Adelaide Casino
SKYCITY Hamilton
SKYCITY Entertainment Group Limited is New Zealand’s largest tourism, leisure and entertainment company and is listed in both New Zealand
and Australia.
As one of three major publicly listed casino operators in Australasia, we operate integrated entertainment complexes in New Zealand (in Auckland,
Hamilton and Queenstown) and Australia (in Adelaide and Darwin). In addition to our casino gaming facilities at each of our complexes, we also
offer premium restaurants, bars and conference facilities which appeal to both domestic and international visitors alike. Additionally, we also
offer award-winning hotel accommodation in Auckland and Darwin.
We employ nearly 6,000 employees across our operations in New Zealand and Australia, with around 3,500 of those employees based at our
flagship property in Auckland across 200+ job types. Upon completion of the New Zealand International Convention Centre and Horizon Hotel
projects in Auckland (due for completion late 2019) and our A$330 million expansion project in Adelaide (due for completion in 2020), our
workforce will significantly increase in size.
SKYCITY Entertainment Group Limited (SKYCITY or the company and, together with its subsidiaries, the Group) is committed to continually
improving its statutory reporting documents to make them more accessible to a wider range of people and evolving its approach to increased
environmental and social governance measures in its reporting. Therefore, in addition to containing a review of SKYCITY’s financial
performance for the financial year ended 30 June 2018, this annual report also contains, for the first time, a review of SKYCITY’s economic,
social and environmental performance for the financial year ended 30 June 2018. A separate corporate social responsibility report for 2018
will not be prepared by SKYCITY as it has done in previous years. Where appropriate, information is also provided in relation to activities that
have occurred after 30 June 2018, but prior to publication of this annual report.
The non-financial information in this annual report has been informed by the principles and disclosures of the Global Reporting Initiative’s (GRI)
Sustainability Reporting Standards. Ernst & Young has undertaken limited assurance (in accordance with the International Standard on Assurance
Engagements (New Zealand)) over disclosures associated with selected performance data included in the Corporate Social Responsibility section
included in this annual report. A GRI reference index based on the GRI Sustainability Reporting Standards is included on pages 126 to 129 of this
annual report.
ANNUAL REPORT | YEAR ENDED 30 JUNE 2018 6

PROPERTYGENERAL MANAGEROPENED/ACQUIRED
CASINO VENUE LICENCE/
LICENSING AGREEMENT
RUNS UNTIL
ENTERTAINMENT
ACTIVITIES
FY18 REVENUE (INCLUDING
GAMING GST AND
NORMALISED INTERNATIONAL
BUSINESS)
SKYCITY
AUCKLAND
Michael Ahearne
Chief Operating
Officer (with direct
responsibility for
SKYCITY Auckland)
Opened in 19962048*• Gaming
• Hotels
• Food and beverage
• Entertainment
• Conventions
• Out-catering
• Car parking
• Sky Tower
• Theatre
$696 million
SKYCITY
HAMILTON
Michelle Baillie
General Manager
SKYCITY Hamilton
Opened in 2002
Increased ownership
from 70% to 100% in
2005
2027*• Gaming
• Food and beverage
• Entertainment
• Conventions
• Car parking
• Tenpin bowling
$61 million
SKYCITY
QUEENSTOWN
AND SKYCITY
WHARF
Jonathan Browne
General Manager
SKYCITY
Queenstown/
SKYCITY Wharf
Opened Queenstown
in 2000
Increased ownership
of Queenstown from
60% to 100% in 2012
Acquired Wharf
in 2013
2025* (Queenstown)
2024* (Wharf)
• Gaming
• Food and beverage
• Entertainment
• Conventions
$27 million
ADELAIDE CASINOLuke Walker
General Manager
Adelaide Casino
Acquired in 20002085• Gaming
• Food and beverage
• Entertainment
A$174 million
SKYCITY DARWINDavid Christian
General Manager
SKYCITY Darwin
Acquired in 20042036• Gaming
• Hotels
• Food and beverage
• Entertainment
• Conventions
• Car parking
A$118 million
* Each New Zealand casino venue licence can be renewed for a further period of 15 years pursuant to sections 134–138 of the New Zealand Gambling Act 2003.
ABOUT SKYCITY
SKYCITY is committed to continually improving and evolving our approach to increased environmental and social
governance measures in our reporting. We are therefore immensely proud to have been recognised for our
environmental, social and governance practices and reporting.
In July 2018, following its June 2018 index review, FTSE Russell (the trading name of FTSE International Limited and
Frank Russell Company) confirmed that SKYCITY had been independently assessed according to the FTSE4Good
criteria, and had satisfied the requirements to become a constituent of the FTSE4Good Index Series.
Created by the global index provider FTSE Russell, the FTSE4Good Index Series is designed to measure the performance of companies
demonstrating strong Environmental, Social and Governance (ESG) practices. The FTSE4Good indices are used by a wide variety of market
participants to create and assess responsible investment funds and other products.
7SKYCITY ENTERTAINMENT GROUP LIMITED | SKYCITYENTERTAINMENTGROUP.COM

ANNUAL VISITATION AND NORMALISED REVENUE (INCLUDING GAMING GST) IN FY18
GAMING
CONFERENCESSKY TOWERPARKING
RESTAURANTS & BARSHOTELS
HOTEL ROOMS
OCCUPIED
RESTAURANT AND BAR COVERS
SIGNATURE RESTAURANTS^
ELECTRONIC GAMING MACHINES^
TABLES^
OTHER RESTAURANTS^
BARS^
CARS PARKED
VISITS FROM LOYALTY
CARD MEMBERS**
HOTEL ROOMS^
CONFERENCE DELEGATES
SKY TOWER VISITS
SQUARE METRES OF
CONFERENCE ROOMS^
PARKING BAYS^
240,000
787
170,000
560,000
7,5003,600
6.2 MILLION
13
4,095
349
14
18
2.2 MILLION
2.8 MILLION
$
113
MILLION
$
18
MILLION
$
868
MILLION*
$
27
MILLION
$
58
MILLION
$
7
MILLION
ANNUAL REPORT | YEAR ENDED 30 JUNE 2018 8

OUR BUSINESS
OPERATING EARNINGS BY PROPERTY
REVENUE BY BUSINESS ACTIVITY
DISTRIBUTIONS TO OUR STAKEHOLDERS IN FY18
IN TAXES
AUCKLAND
70%
DARWIN
7%
INTERNATIONAL
BUSINESS
9%
IN SALARIES AND WAGES
IN COMMUNITY CONTRIBUTIONS,
LEVIES AND SPONSORSHIPS
IN PAYMENTS TO SUPPLIERS
OF CAPITAL INVESTED
IN INTEREST PAID
GOVERNMENTS
EMPLOYEES
COMMUNITIES
SUPPLIERS
LENDERS
$
170 MILLION
$
323 MILLION
$
271 M I L L I O N
$
20 MILLION
$
261 M I L L I O N
$
35 MILLION
OF DIVIDENDS DECLARED IN
RELATION TO THE FY18 PERIOD
SHAREHOLDERS
$
135 MILLION
*Total gaming revenues, including carded and non-carded play.
** Calculated by reference to customers who used their SKYCITY Premier Rewards cards to game, where one visit records a customer's patronage on a day irrespective of how many
times they used their card on that day.
^As at 1 September 2018.
HAMILTON
7%
QUEENSTOWN
1%
ADELAIDE
6%
LOCAL
GAMING
64%
OTHER
3%
FOOD AND
BEVERAGE
13%
HOTELS
5%
INTERNATIONAL
BUSINESS
15%
9SKYCITY ENTERTAINMENT GROUP LIMITED | SKYCITYENTERTAINMENTGROUP.COM

1,200
1,000
800
600
400
200
0
FY15FY16FY17FY18
NZ$ million
30.0
EARNINGS PER SHARE AND DIVIDEND PER SHARE
25.0
20.0
15.0
10.0
5.0
0.0
FY14FY14FY15FY15FY16FY16FY17FY17FY18FY18
Cents per share
300
350
400
GROUP EBITDA
250
200
150
100
50
500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
0
FY14FY15FY16FY17FY18
NZ$ million
NZ$ million
FY14
927
1,008 1,009
GROUP REVENUE (INCLUDING GAMING GST)
1,084
1,1011,101
1,097
1,029
1,022
903
1,200
1,000
800
600
400
200
0
FY15FY16FY17FY18
NZ$ million
30.0
EARNINGS PER SHARE AND DIVIDEND PER SHARE
25.0
20.0
15.0
10.0
5.0
0.0
FY14FY14FY15FY15FY16FY16FY17FY17FY18FY18
Cents per share
300
350
400
GROUP EBITDA
250
200
150
100
50
500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
0
FY14FY15FY16FY17FY18
NZ$ million
NZ$ million
FY14
GROUP EBITDA
288
257
305 304
330
334
320
307
338339
1,200
1,000
800
600
400
200
0
FY15FY16FY17FY18
NZ$ million
30.0
EARNINGS PER SHARE AND DIVIDEND PER SHARE
25.0
20.0
15.0
10.0
5.0
0.0
FY14FY14FY15FY15FY16FY16FY17FY17FY18FY18
Cents per share
300
350
400
GROUP EBITDA
250
200
150
100
50
500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
0
FY14FY15FY16FY17FY18
NZ$ million
NZ$ million
FY14
EARNINGS PER SHARE AND DIVIDEND PER SHARE
21.3
20.020.0
21.0
20.020.0
25.425.5
22.9
23.4
REPORTEDNORMALISED
REPORTEDNORMALISED
DECLARED EPSNORMALISED EPS
1,200
1,000
800
600
400
200
0
FY15FY16FY17FY18
NZ$ million
30.0
EARNINGS PER SHARE AND DIVIDEND PER SHARE
25.0
20.0
15.0
10.0
5.0
0.0
FY14FY14FY15FY15FY16FY16FY17FY17FY18FY18
Cents per share
300
350
400
GROUP EBITDA
250
200
150
100
50
500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
0
FY14FY15FY16FY17FY18
NZ$ million
NZ$ million
FY14
EQUITY VALUE
(1)
NET DEBT
(2)
2,317
2,467
3,009
2,723
2,749
672
643
348
349
447
(1) Based on the share price and number of
shares on issue as at 30 June in each
financial year.
(2) Gross hedged debt less cash at bank as
at 30 June in each financial year.
ANNUAL REPORT | YEAR ENDED 30 JUNE 2018 10
ENTERPRISE VALUE

The SKYCITY Board is ultimately responsible for the governance of the Group’s risk management, which includes formulating the Group’s
risk appetite and setting and monitoring risk tolerance.
The company maintains a risk management framework for the identification, assessment, monitoring and management of risk to the company’s
business. As part of this framework, SKYCITY maintains an independent, centrally-managed Group Risk function which evaluates and reports
on risks and controls across the Group. The Group Risk team collates, assesses and monitors the risks the Group faces by way of a Top Risk
Profile, which is updated regularly. The Top Risk Profile is a current view of the most significant emerging, or potential risks facing the Group,
as well as a summary of how those risks are being mitigated or prepared for, and is a critical input to strategic planning, insurance renewal,
investment and resource prioritisation, and assurance planning. Management reports to the Audit and Risk Committee and SKYCITY Board
on the effectiveness of the company’s management of its material business risks at least annually.
SKYCITY operates in a dynamic and challenging environment with risks and opportunities both locally and internationally. SKYCITY’s ability to
create and preserve value for its shareholders requires the successful execution of its business strategy. Risks influencing its ability to do this,
including SKYCITY’s material exposure to economic, environmental and social sustainability risks, if any, and how it manages or intends to manage
those risks, are outlined below.
HIGHLY REGULATED INDUSTRY
SKYCITY operates in industries (in particular, the casino industry) which are highly regulated. The regulatory framework is subject to changes from
time to time, which may impact the environment in which SKYCITY operates and the costs of operating its business. Potential examples of such
changes include unfavourable changes to gaming and/or smoking legislation and regulations, licence conditions and gaming taxes and levies.
The risk of regulatory change is mitigated by maintaining frequent engagement with the governments and regulators in each jurisdiction in which
SKYCITY operates and with industry stakeholders. Targeted initiatives are undertaken as and when required based on the likelihood of the risk
occurring and the impact it would have on SKYCITY’s business.
SUSPENSION, CANCELLATION OR EXPIRY OF AUCKLAND CASINO LICENCE
SKYCITY’s Auckland property contributes a significant portion of SKYCITY’s EBITDA. This concentration of earnings means that the performance
of SKYCITY is heavily dependent upon the Auckland property. A significant disruption to SKYCITY’s Auckland operations, which may arise through
the suspension, cancellation or expiry of the Auckland casino licence, would have a significant negative impact on SKYCITY. The suspension,
cancellation or expiry of any of SKYCITY’s other casino licences would also have a negative impact on SKYCITY.
SKYCITY has mitigated this risk by securing an extension of the Auckland casino licence to 30 June 2048 and an extension of the Darwin casino
licence to 30 June 2036. The Adelaide casino licence currently runs until 30 June 2085. Extensions to the Hamilton and Queenstown casino
licences are intended to be sought in accordance with the renewal provisions of the Gambling Act 2003 (New Zealand) in due course. In addition,
SKYCITY mitigates the risk by maintaining a robust compliance culture and framework to ensure compliance with licence conditions and gaming
legislation and regulations, and maintaining engagement with the governments and regulators, in each jurisdiction in which SKYCITY operates.
ECONOMIC AND BUSINESS VOLATILITY
The general economic conditions in the markets that SKYCITY operates in, in addition to volatility in certain parts of the business, can significantly
influence the financial performance of the company.
To mitigate these risks, SKYCITY continually monitors its external environment, including the geo-political and global economic landscape, and has
a robust liquidity management framework. SKYCITY also continually reviews the optimal mix for its business activities to ensure it has a balanced
portfolio reflecting its risk appetite.
11SKYCITY ENTERTAINMENT GROUP LIMITED | SKYCITYENTERTAINMENTGROUP.COM

CUSTOMER AND INNOVATION RISK
SKYCITY recognises that it is important to consider evolving customer demographics and preferences in both our gaming and non-gaming
operations, including new offerings, technologies and innovation.
To ensure SKYCITY remains relevant to our customers, key strategic projects are currently being progressed, with a focus on emerging industry
trends and opportunities for leveraging new technology and demographic changes, as more fully outlined in Management’s Review on pages
24 to 29 of this annual report.
TECHNOLOGY RISK
Technology represents a critical platform to SKYCITY’s business - not only for facilitating/enabling our operations, but also mitigating cyber-threats
and ensuring compliance with regulatory and licence requirements.
To mitigate technology risk, SKYCITY is investing in a significant programme over the medium-term to improve technology systems, infrastructure,
capability and data management, and to improve cyber-resilience. In addition, there is also significant focus on technology project governance,
risk management and assurance.
DEVELOPMENT AND PROJECT RISK
With two significant growth projects underway, the New Zealand International Convention Centre and Horizon Hotel development in Auckland
and the Adelaide Casino expansion, as well as master planning across the Group, SKYCITY recognises that robust project management is critical to
successful delivery of these projects. Accordingly, SKYCITY has established strong governance and oversight frameworks for both current and
future major growth projects.
HEALTH AND SAFETY RISK
SKYCITY has Health and Safety Risk Registers in place that identify risks into two key categories - high consequence/low frequency (being critical
risks) and low consequence/high frequency risks.
To mitigate our critical risks (which include working at heights, confined spaces, electrical, moving plant, fire and explosion), we have in place
extensive safe systems of work to effectively control the potential for an incident. Our ongoing safety assurance activities seek to test these
controls and, where appropriate, strengthen our critical risk controls ensuring we keep our people and visitors safe.
Due to the hospitality and retail focus of our business, a high percentage of our health and safety risk falls into the low consequence/high
frequency category, which includes risks such as slips/trips and cuts from manual tasks. We have in place harm prevention programmes aimed at
reducing minor injuries and promoting wellness amongst our employees and contractors.
Our New Zealand properties are tertiary accredited under the Accident Compensation Corporation (ACC) Accredited Employers Programme and
our Adelaide site is a registered self-insured employer. We undertake assurance activities to maintain certifications and continually improve our
health and safety performance.
A staff member working at height in Auckland
ANNUAL REPORT | YEAR ENDED 30 JUNE 2018 12
OUR RISK PROFILE AND MANAGEMENT

Artist's impressions of the Adelaide Casino expansion
13SKYCITY ENTERTAINMENT GROUP LIMITED | SKYCITYENTERTAINMENTGROUP.COM
OUR RISK PROFILE AND MANAGEMENT

Rob Campbell
The SKYCITY Board and management team work effectively together
and will continue to improve the size, scope and quality of the business.
So far as the Board is concerned, the directors’ focus is on ensuring that:
• the full range of positive and negative risks is considered properly
in major decisions;
• the capital of the business is invested efficiently and effectively;
• all compliance requirements are consistently met;
• social expectations of our business are embraced and achieved;
and
• management, staff and the Board are aligned around the business
objectives.
These are all matters for ongoing review and improvement. Currently,
we are making good progress.
In our core gaming business, there is intense competition for the
engagement of customers with many options available to them. We aim
to offer the unique experience of casino gaming in each of our venues
with responsible hosting integral to the experience. This experience
requires ongoing renewal and refreshment of the gaming facilities and
ancillary services suited to each venue. As an entertainment business
we must provide high quality and engaging experiences to a wide range
of people.
In each of the locations we operate, we are significant employers. It is
central to our performance that we have engaged, skilled and rewarded
staff. Our people come from many different cultures and it is a
consistent aim of the Board and management that we recognise and
value the contributions from all. There is a range of activities to deliver
on this aim, such as the SKYCITY Quest for the Best awards,
an employee recognition programme which recognises employees who
live SKYCITY’s values and consistently achieve outstanding customer
service levels, and the various employee leadership development
programmes, including ‘Tahuna te Ahi’ – a new tailored programme
ANNUAL REPORT | YEAR ENDED 30 JUNE 2018 14

providing accelerated leadership development specifically for our
M�ori employees. The Board takes an active interest in these activities.
The economic and social context in which we operate demands a high
level of corporate responsibility. Through the work of the various
SKYCITY Board committees and at full Board meetings, we examine
the trends and challenges, establish new pathways and practices, and
monitor performance. We are rigorous in our self-examination, open to
improvement and welcome constructive external proposals.
We have major development activity underway in Auckland and
Adelaide. Governance of these projects (again through both specialist
Board committee and full Board meetings) is rigorous in terms of
planning, contracting and monitoring. We anticipate that substantive
scale development activity on current and future projects will be an
ongoing feature of the business and are structuring Board and
management accordingly.
The New Zealand International Convention Centre is a project of
national significance, as reflected in the partnership with the
New Zealand Government. The completion of the project and effective
management of the centre will be an important presentation of
New Zealand to the world. We are intent on this being a facility of
which the country can be proud. While there have been delays in
the construction phase, the full attention of the business and our
contracting partners is devoted to that end, while planning,
booking and preparation for the first events are well advanced.
As advised to the market previously, we plan to increase our hotel
business both in existing and new locations. This is a core part of the
entertainment, gaming and conference business. The SKYCITY Board
and management are directing attention to the best capital structure for
this part of the business and we are identifying appropriate partners in
terms of capital, branding and operation. Looking forward, we anticipate
an increased level of activity in this area.
At our flagship Auckland property, there is great potential to add value
through development of the precinct and the addition of a wider
range of entertainment options complementing the existing offers.
Our approach to this is to work with quality partners, sharing expertise
and capital to best effect.
The most important role of the Board is the allocation of capital. We are
placing emphasis on ensuring that capital is not locked into or stranded
within low value enhancing assets or activities. There are attractive
options around our core business and our consistent aim is to deliver
better allocation to grow the value of our business. There will be
ongoing activity reflecting this view with care but pace.
ROB CAMPBELL
Chairman
15SKYCITY ENTERTAINMENT GROUP LIMITED | SKYCITYENTERTAINMENTGROUP.COM
CHAIRMAN'S REVIEW

From left to right:
MURRAY JORDAN
Director
SUE SUCKLING
Director
BRENT HARMAN
Director
RICHARD DIDSBURY
Director
ROB CAMPBELL
Chairman
JENNIFER OWEN
Director
BRUCE CARTER
Deputy Chairman
16

17

ROB CAMPBELL – Chairman
Member of the Audit and Risk Committee
Member of the Remuneration and Human Resources Committee
Member of the Corporate Social Responsibility Committee
Chair of the Governance and Nominations Committee
Appointed a director of SKYCITY in June 2017
Rob Campbell was appointed Chairman of the SKYCITY Board
effective from 1 January 2018 following Chris Moller’s retirement
from the Board.
Rob is currently the Chair of Summerset Group Holdings Limited,
Tourism Holdings Limited and WEL Networks Limited and a director
of Precinct Properties New Zealand Limited. Rob has over 30 years’
experience in capital markets and is a director of or advisor to a range
of investment fund and private equity groups in New Zealand, Australia,
Hong Kong and the United States of America.
Rob holds a Bachelor of Arts with First Class Honours in Economic
History and Political Science and a Masters of Philosophy in Economics.
BRUCE CARTER – Deputy Chairman
Chair of the Audit and Risk Committee
Member of the Governance and Nominations Committee
Appointed a director of SKYCITY in October 2010
Based in Adelaide, Australia, Bruce Carter is a Consultant to Ferrier
Hodgson in Adelaide and was one of the founding partners of the
Adelaide practice in 1992. He was formerly a partner at Ernst & Young
and has more than 30 years’ experience in corporate restructuring and
insolvency.
Bruce is currently Chairman of ASC Pty Limited (Australian Submarine
Corporation) and Aventus Capital Limited and a director of Bank of
Queensland Limited and Genesee and Wyoming Inc (US) as well as a
number of private companies and government bodies. He is a Fellow
of Chartered Accountants Australia and New Zealand.
BRENT HARMAN – Director
Member of the Remuneration and Human Resources Committee
Member of the Governance and Nominations Committee
Appointed a director of SKYCITY in December 2008
Brent Harman’s governance experience of more than 25 years includes
executive directorships of two London-based FTSE-listed companies,
executive and non-executive directorships of two ASX-listed companies
and directorships of a number of listed and unlisted New Zealand
companies. His previous governance roles include being Chair of
Mediaworks NZ Limited and a director of Metlifecare Limited.
Brent’s previous career in management in New Zealand included
developing and launching the Newstalk radio format as General
Manager of Newstalk ZB and after that as Chief Executive Officer
of TVNZ. He is a Chartered Member of the New Zealand Institute
of Directors.
As previously announced to the market in September 2018, Brent will
retire from the Board at SKYCITY’s upcoming annual meeting of
shareholders on 19 October 2018.
SUE SUCKLING – Director
Chair of the Corporate Social Responsibility Committee
Member of the Governance and Nominations Committee
Appointed a director of SKYCITY in May 2011
Sue Suckling is an independent director and consultant with over
25 years in commercial corporate governance. She is recognised for
her leadership in the technology innovation space and her deep
governance experience.
Sue is currently the Chair of the New Zealand Qualifications Authority,
Insurance & Financial Services Ombudsman Scheme Commission,
Jacobsen Holdings Limited, Blinc Innovation Limited, ECL Group
Limited and Jade Software Corporation Limited. Previous governance
roles include chairing NIWA, AgriQuality Limited, and as a director of
Restaurant Brands Limited, Westpac Investments Limited and the
New Zealand Dairy Board. She holds an OBE for her contribution to
New Zealand business. Sue is a Chartered Fellow of the New Zealand
Institute of Directors and a Companion of the Royal Society of
New Zealand.
ANNUAL REPORT | YEAR ENDED 30 JUNE 2018 18

RICHARD DIDSBURY – Director
Member of the Corporate Social Responsibility Committee
Member of the Governance and Nominations Committee
Appointed a director of SKYCITY in July 2012
Richard Didsbury graduated as an Engineer from Auckland University
and has enjoyed a distinguished career in property investment
and development.
Richard founded, and is currently a director of, Kiwi Property Group
Limited, which is now the largest property vehicle listed on the NZX.
He is Chairman of NX2 (the private sector consortium involved in the
Puhoi to Warkworth motorway project, a Private Public Partnership).
He is well known for his work as a past president of the Property
Council of New Zealand and was previously Chairman of Committee
for Auckland Limited. His previous governance roles include being a
director of Infrastructure Auckland and Tourism Auckland.
JENNIFER OWEN – Director
Member of the Audit and Risk Committee
Member of the Governance and Nominations Committee
Appointed a director of SKYCITY in December 2016
Jennifer Owen is a Principal of Owen Gaming Research, an
independent research firm specialising in the gaming and wagering
markets. She has more than 30 years’ experience in the areas of
accountancy, audit, finance, treasury and equities research.
Jennifer has specific specialist knowledge of the New Zealand and
Australian gaming and entertainment sectors through her roles as
Director of Equities Research at Citigroup Global Markets, with a
specialist focus on the Australasian gaming sector, and as Equities
Research Analyst at Macquarie Group focussing on the tourism/leisure
sector. She has been engaged in research, analysis, and more recently,
consulting in the sector since 1996, and has a wide network within the
gaming industry and a strong understanding of industry and investor
issues. Her previous governance roles include serving on the Board of
Racing NSW and the Investment Committee of the Salvation Army.
Jennifer holds a Bachelor of Business from the Queensland Institute
of Technology and a Masters in Business Administration from the
University of Queensland, is a graduate of the Australian Institute of
Company Directors’ Diploma course and is a member of Chartered
Accountants Australia and New Zealand.
MURRAY JORDAN – Director
Chair of the Remuneration and Human Resources Committee
Member of the Governance and Nominations Committee
Appointed a director of SKYCITY in December 2016
Murray Jordan is currently a director of Chorus Limited and Metcash
Limited, an ASX listed wholesale distributor specialising in food, grocery
and hardware based in Australia, a director of Stevenson Group
Limited, a family owned New Zealand business specialising in building
products and quarrying, and a trustee of the Starship Foundation.
Prior to embarking on a governance career in 2015, he held various
senior management roles at Foodstuffs Limited from 2004 to 2015,
including Managing Director of Foodstuffs North Island and
Managing Director and General Manager Retail, Sales and Performance
of Foodstuffs Auckland Limited. In 2013, he led the merger of the
Auckland and Wellington businesses of Foodstuffs to create what is
now known as Foodstuffs North Island and established and oversaw
the integration programme.
His early career was in the property sector, including as General
Manager of Telecom NZ’s property business and General Manager
of AMP Capital Investors NZ Limited’s property portfolio. Murray has
a Masters degree in Property Administration from the University
of Auckland.
19SKYCITY ENTERTAINMENT GROUP LIMITED | SKYCITYENTERTAINMENTGROUP.COM
OUR BOARD

From left to right:
SIMON JAMIESON
General Manager NZICC
GRAEME STEPHENS
Chief Executive Officer
LIZA MCNALLY
Chief Marketing Officer
JO WONG (seated)
General Counsel
and Company Secretary
ROB HAMILTON
Chief Financial Officer
MICHAEL AHEARNE (seated)
Chief Operating Officer
GLEN MCLATCHIE
Chief Information Officer
CLAIRE WALKER
General Manager
Human Resources
20

21

GRAEME STEPHENS
Chief Executive Officer
Graeme joined SKYCITY as Chief Executive Officer in May 2017,
bringing with him significant expertise in the gaming, hospitality, and
leisure industries.
Prior to joining SKYCITY, Graeme was Chief Executive Officer of
Sun International, a casino, resorts and entertainment company listed
on the Johannesburg Stock Exchange. Under his leadership, the
company rebalanced its portfolio, diversified into growth areas in
both South Africa and Latin America, redeveloped its flagship resort
in Sun City and built a new casino resort near Pretoria.
An accountant by profession and with more than 10 years’ experience
in banking and corporate finance, Graeme was appointed Senior
Vice President of New Business Development at Kerzner International
in 2003 and was responsible for a number of global hospitality projects
before joining Sun International in 2011.
ROB HAMILTON
Chief Financial Officer
Rob joined SKYCITY as Chief Financial Officer in October 2014 and
is responsible for the financial management of SKYCITY, including
reporting, treasury, risk management and corporate development.
He also oversees SKYCITY’s International Business and ICT function
and helps to drive the strategic direction of the SKYCITY Group.
Rob is a respected member of the finance community with more than
20 years’ experience at First NZ Capital, where he led the investment
banking team.
Rob holds Bachelor degrees in Commerce and Science and is on the
Board of Trustees for Auckland Grammar School.
MICHAEL AHEARNE
Chief Operating Officer
Michael joined SKYCITY in December 2017 as Chief Operating Officer
and is responsible for overseeing the operations and driving value
across SKYCITY's six properties in New Zealand and Australia.
Prior to joining SKYCITY, Michael held a number of senior operational
and product leadership roles at Paddy Power Betfair, one of the world’s
leaders in sports betting and gaming. Prior to this, Michael enjoyed a
13-year career in the Australasian gaming and entertainment sector –
ten years of which were spent at The Star Casino, Sydney, where he
held a variety of senior management positions and, following that,
three years as Chief Operating Officer for Aristocrat in the Australia
and New Zealand regions.
Michael is a qualified accountant and holds a Master of Business
Administration from the University of Technology, Sydney.
CLAIRE WALKER
General Manager Human Resources
Claire was appointed General Manager Human Resources in
August 2016 and is responsible for leading the development and
implementation of best practice human resource strategy across
SKYCITY. She also has executive responsibility for corporate social
responsibility at SKYCITY.
Prior to her appointment as General Manager Human Resources, Claire
was Chief People Officer at Sanford Limited where she established the
human resources function and led the sustainability and integrated
reporting activities for the organisation. Prior to this, Claire led the
human resources and employee relations function for the SKYCITY
Auckland business. Claire has also held senior human resource roles
with Carter Holt Harvey and Downer after several years working in the
education sector.
ANNUAL REPORT | YEAR ENDED 30 JUNE 2018 22

JO WONG
General Counsel and Company Secretary
Jo joined SKYCITY as Senior Legal Counsel in January 2009 and
was subsequently appointed as Deputy General Counsel before
being appointed as General Counsel and Company Secretary in
September 2016. As General Counsel and Company Secretary, Jo is
responsible for SKYCITY’s legal, company secretarial, regulatory affairs
and anti-money laundering functions.
Jo has nearly 20 years’ experience in both private practice and in-house
legal roles. Before joining SKYCITY in 2009, she held General Counsel
and Group Corporate Counsel roles in the New Zealand financial
services industry and was a Senior Solicitor at Russell McVeagh, one of
the leading law firms in New Zealand.
Jo was a participant in the 2017 Global Women Breakthrough Leaders
Programme, is a member of New Zealand Asian Leaders and holds a
Bachelor of Laws and a Bachelor of Arts (Criminology and Japanese)
from Victoria University of Wellington.
SIMON JAMIESON
General Manager NZICC
Since joining SKYCITY in September 2007, Simon has held a number of
roles, including General Manager SKYCITY Adelaide, General Manager
Hotels SKYCITY Auckland and Acting General Manager SKYCITY
Auckland. As General Manager NZICC, Simon oversees the
development of SKYCITY’s New Zealand International Convention
Centre and Horizon Hotel project in Auckland. He is also responsible
for health and safety at SKYCITY.
With more than 30 years’ experience in large-scale hospitality
businesses, Simon brings a wealth of commercial experience and
tourism know-how to the SKYCITY business.
LIZA MCNALLY
Chief Marketing Officer
Liza joined SKYCITY in January 2018 as Chief Marketing Officer,
bringing with her over 20 years of marketing expertise.
Hailing from Australia, Liza's experience includes senior positions in
both Sydney and Auckland with a number of senior marketing and sales
positions within media, entertainment and telecommunications
organisations. These include News Corp Australia, Telecom/Spark
New Zealand and New Zealand Media & Entertainment (NZME) as well
as a period of time running her own consulting firm.
With her broad marketing background, Liza brings holistic thinking to
our marketing efforts with particular focus on our brand, digital,
customer and loyalty.
GLEN MCLATCHIE
Chief Information Officer
Glen joined SKYCITY in 2016 as Chief Information Officer and is
responsible for lifting the digital capability of the organisation to be
able to respond to future innovation initiatives and growth strategies.
Prior to joining SKYCITY, Glen was General Manager ICT with Meridian
Energy where he transformed and modernised their aging technology
footprint and digital capability. He has 25 years of technology
experience from across several industries globally, having worked in and
out of the UK, France, USA, Australia, Malaysia, India, China and the
Middle East.
Glen holds a Master of Information Systems from Swinburne University
of Technology, Australia, and a Bachelor of Business Studies from
Massey University, New Zealand.
23SKYCITY ENTERTAINMENT GROUP LIMITED | SKYCITYENTERTAINMENTGROUP.COM
OUR SENIOR LEADERSHIP TEAM

The year under review is my first full year as Chief Executive and it has therefore
been a period where, in addition to the “normal” focus on operating results, my focus
has been on a few areas that needed to be addressed early on in my tenure.
These included:
• completing my learning curve on the underlying business and portfolio;
• meeting with the majority of our shareholders and understanding their rationale
for investment into SKYCITY and expectations of the medium-term strategy for
the company;
• identifying, promoting and employing the members of my Senior Leadership Team;
• formulating the strategic parameters, framework and objectives for the next
3–5 years;
• working with the SKYCITY Board to prioritise strategic objectives and
commencing with implementation; and
• commencement of a process to align senior management and the wider
employee base with the strategic direction of the company.
I am pleased with where we have finished the year in relation to the above
objectives and, as regards the operating results, these were slightly ahead of
expectation with full credit going to Michael Ahearne and his team.
I am confident that with our new Chairman, Rob Campbell, and the new SKYCITY
Senior Leadership Team now onboard and settled in, we can continue to deliver
on our key strategic initiatives and major projects over the coming year.
Our refreshed Group strategy has a clear focus on the creation of both sustainable
shareholder returns and enhanced social and sustainability initiatives critical to the
long term viability and success of the company.
Thank you to the SKYCITY Board for their ongoing support of the Senior
Leadership Team and thank you to my executive and all our SKYCITY staff members
who work so tirelessly to deliver a safe, but fun, entertainment and hospitality
experience for our customers. All of us at SKYCITY have chosen a career in the
hospitality industry because we are passionate about the business. It’s an industry
that demands long hours and we are busiest at times of the day, week or year when
others are relaxing. But we love it because it’s a fun place to be. Our customers give
us the thing that is most precious to all of us, their leisure time. They trust us with
that precious time and we understand that our current performance and future
relevance depends on us consistently creating exceptional experiences for them.
GRAEME STEPHENS
Chief Executive Officer
Graeme Stephens
ANNUAL REPORT | YEAR ENDED 30 JUNE 2018 24

This review provides a summary of SKYCITY’s strategic positioning and
performance for the 2018 financial year and our priorities for the
year ahead.
RESULTS
SKYCITY’s FY18 full-year result delivered a record year for the
company both in terms of earnings and net profit, with a strong rebound
in International Business, solid performance in New Zealand and a
return to earnings growth in Adelaide and Darwin on a like-for-like basis.
The key features of the result were:
• normalised net profit after tax (NPAT) up 10.4% to $169.9 million
and normalised earnings before interest, tax, depreciation and
amortisation (EBITDA) up 5.5% to $338.2 million;
• reported NPAT up 277.9% due to A$95 million impairment of
SKYCITY Darwin’s goodwill the previous year;
• improved operational performance across all properties, led by
International Business with turnover up 39.2% to $11.9 billion and
normalised EBITDA up 71.2% to a record $32.6 million; and
• fully-imputed final dividend of 10 cents per share bringing total
FY18 dividends to 20 cents per share in line with existing
dividend policy.
Despite the disruption in the CBD from the City Rail Link development
and the New Zealand International Convention Centre/Horizon Hotel
project, SKYCITY Auckland achieved record EBITDA of $260.7 million,
up 3.7%. Gaming revenue was up 2.6%, while non-gaming revenue rose
4.6% on the back of another strong performance from the SKYCITY
Hotel and SKYCITY Grand Hotel, with occupancy rates of approximately
90%. A good performance across food and beverage was bolstered by
the opening of our premium Chinese restaurant, Huami, in July 2017 and
our South-East Asian outlet, Spice Alley, in January 2018.
SKYCITY Hamilton achieved record earnings in FY18, up 4.3% to
$26.9 million, including good growth in non-gaming revenue from our
bowling facility, Bowl & Social, and effective cost management.
Our combined Queenstown properties grew earnings by 56.5% to
$2.1 million, driven by higher visitation and efficiencies from reduced
operating hours at Wharf Casino.
Adelaide Casino achieved EBITDA growth of 12.5% to $A22.5 million,
assisted by improved gaming machine market share in the latter part of
the year, an increase in premium gaming activity, and effective cost
management. This was despite considerable disruption caused by
building works around the property, including SKYCITY’s $A330 million
expansion project which commenced in June this year.
SKYCITY Darwin’s performance stabilised over the year, with visitation
up in response to broadening on-site entertainment. EBITDA fell 5.3%
to A$25.1 million as a consequence of our Keno customers being
exceptionally lucky. Adjusting for the higher-than-average number of
Keno 10-spot jackpot wins at the property (three in FY18 compared to
none in the prior year) would see Darwin earnings up 6.7% on the
previous year.
SKYCITY’s international VIP business has recovered strongly from a
challenging FY17, achieving turnover of $11.9 billion, up 39.2%, and
record normalised EBITDA of $32.6 million, up 71.2%, with a win rate
very close to the long term theoretical. This result reflects both the
recovery of the sector across Asia-Pacific and the performance of our
restructured International Business team, led by our new President of
International Business, Stewart Neish. This is the standout feature of
our results and with this performance our International Business
became our second largest contributor to earnings (after Auckland).
PROGRESS ON OUR KEY STRATEGIC INITIATIVES
This year, in conjunction with the SKYCITY Senior Leadership Team,
the SKYCITY Board approved a refreshed Group strategy. Key
considerations when setting the medium-term strategy were:
• the profitability of our business is roughly 80% from New Zealand
and 20% from Australia. Shareholders are comfortable with the
relatively low country risk and regulatory environments that these
jurisdictions offer and we are likely to remain focussed on this
region for the foreseeable future;
• our business is predominantly gaming-led, with roughly 80%
currently coming from the casino component. The long term,
exclusive nature of our casino licences provides a solid underpin to
the risk profile of the business. We have strategically evaluated our
existing casino licences to ensure we are maximising the potential
within them and have identified further opportunity for growth in
the premium market as well as our Queenstown licences;
• there are unlikely to be many (if any) new land-based casino licence
opportunities in our jurisdictions of operation, so growth (other
than organic growth) will have to come from other lines of business.
The balance of our business essentially derives from hotels and
restaurants. Our restaurants are relatively low margin and exist
primarily to service our gaming, hotel and conventions customers
and to ensure that our destinations remain relevant in their
25SKYCITY ENTERTAINMENT GROUP LIMITED | SKYCITYENTERTAINMENTGROUP.COM
MANAGEMENT'S REVIEW

communities. Our hotels are higher margin businesses and there is
an opportunity to scale up our portfolio and expertise – initially on
our precincts, but also on a stand-alone basis;
• we are cognisant of a strategic need to remain abreast of
developments in the online and digital space and, where
appropriate, to ensure that we take up opportunities that will
ensure we continue to offer a relevant form of entertainment;
• a review of our existing precincts to ensure that we are maximising
opportunities has highlighted areas of potential investment into
premium gaming spaces, hotels (as highlighted above) and
entertainment to ensure our destinations remain relevant to
customer demand. Where necessary, we are prepared to acquire
property to ensure we are future proofed;
• we have two major projects currently underway that have
committed us to circa $1 billion of debt over the next few years.
While we are very comfortable with our ability to service and repay
this level of gearing, it does not leave us with any significant debt
capacity for other expansionary projects or initiatives in the short
term. Any funding requirements for new initiatives will be raised
through sale of non-core assets and/or partnering using a “capital
lighter” approach; and
• the relatively high dividend yield that SKYCITY offers is valued by
shareholders and should be preserved and recognised when
looking at any future funding requirements.
Improve our Operating Performance
During the financial year, we successfully implemented a number of
initiatives to improve our operating performance, including new events
and more effective marketing driving visitation growth at all properties
(with a greater focus on data analytics), investment in new gaming
product across the Group, a focus on growing our International
Business and premium gaming markets, significant ongoing investment
in the company’s ICT and digital capability and a strong operating cost
focus driving margin growth at all properties.
In International Business, we have seen more visits from our major
customers and an increased use of third party junket operators, which
led to a record six-month turnover in the second half of the financial
year. We also managed to increase our margins due to operating
efficiencies and low bad debts.
We continue to make good progress on investment in ICT systems and
platforms. Part of the investment to date has been replacing end-of-life
systems, but we are getting to a point where we can start to focus on
initiatives to improve customer experiences – such as loyalty/CRM
systems. Our ICT costs were higher and contributed to higher
corporate costs during FY18.
Optimise our Existing Portfolio
We have progressed a number of key initiatives to optimise our existing
portfolio, including acquiring a number of properties around our
Auckland precinct as part of a broader master planning programme,
Improve our operating performance
To be the leader in gaming, entertainment and hospitality in our communities
CHARACTER & CULTURE GOALS
BUSINESS GOALS
VISION
Offer a great and safe place to work
Optimise our existing portfolio
Always put customers first
Grow and diversify our business
Be responsible leaders in
our communities
OUR REFRESHED GROUP STRATEGY
ANNUAL REPORT | YEAR ENDED 30 JUNE 2018 26
MANAGEMENT'S REVIEW

developing plans to enhance our International Business and premium
gaming offerings in Auckland, continuing to evaluate master planning
opportunities in Hamilton and exploring options to create an improved
VIP/premium facility in Queenstown.
SKYCITY’s master plan for the Federal Street precinct is starting to
take shape, with most of the property acquisitions needed now
completed, including a majority interest in the AA Centre on the
corner of Victoria and Albert Streets, which is likely to become the
Group’s new headquarters. This will allow the existing head office site,
Federal House, to become part of the broader precinct development.
With the consolidation of our ownership of the Federal Street precinct,
we are looking to develop new, non-gaming, family-oriented
entertainment offerings that will ensure we remain a relevant precinct
in the context of all the other development in Auckland. Ultimately,
we would like to see Federal Street closed to through traffic so that
we can achieve our goal of a precinct for people, not vehicles.
Within SKYCITY’s existing portfolio, the two key projects currently
underway – the New Zealand International Convention Centre/Horizon
Hotel project and the Adelaide Casino expansion project - are
transformational in nature.
The New Zealand International Convention Centre (NZICC) and
Horizon Hotel project is continuing to benefit from positive momentum
over recent months and SKYCITY is actively working with Fletcher
Construction to assist it to achieve its target completion date of
December 2019. There continues to be good progress made on-site,
with the roof of the NZICC currently being installed and the first of the
glass panels, designed by Sara Hughes, due to be lifted into place in the
coming month. Pleasingly, we have secured several major conventions
for the NZICC for 2020 and we continue to pursue a strong pipeline
of leads.
In Adelaide, we have appointed Hansen Yuncken as the main
construction contractor for the expansion project. Work is well
underway and the project is currently on-track for completion in the
third quarter of calendar 2020. The expansion will deliver a new casino
floor as well as a luxury hotel, wellness centre, signature bars and
restaurants, and conference facilities. The project will help secure the
future of our Adelaide business and deliver jobs and tourists into
South Australia.
Our Hamilton casino continues to achieve growth and we are exploring
further development opportunities to leverage the positive economic
and tourism outlook in the Waikato region. We own undeveloped
freehold land adjacent to our casino and would benefit from having a
hotel on premise. Our decision to proceed with development plans is,
to some extent, linked to our potential to raise capital from non-core
assets and our potential hotel strategy.
The Queenstown Wharf Casino is not meeting the full potential of its
licence and we are actively assessing options to provide an enhanced
customer experience. We have a particular focus on the potential to
increase our International Business, given the popularity of the
Queenstown region and the general resurgence of
International Business.
In our quest for a “capital-lighter” approach to enhance returns on our
balance sheet, we have concluded the sale of our Federal Street car
park in Auckland for $40 million and are commencing a marketing
process for the potential monetisation of the main site car parks in
Auckland. We have sought expressions of interest from potential buyers
of our Darwin property and this process is nearing conclusion, with a
final decision to be taken within the next few months.
Grow and Diversify our Business
Potential Hotel Strategy
In Auckland, we currently have two operational hotels and one near
completion, with potential for a fourth as part of our master plan for the
precinct. In Adelaide, we have one hotel under construction and see
potential for a second hotel near our precinct. We also see potential to
develop hotels in Hamilton and Queenstown.
We believe we can deliver an attractive portfolio to a passive investor
looking for exposure to this asset class and we are actively engaging
with potential partners who will provide funding to assist further growth
in this sector, on a “capital-lighter” basis.
Online Gaming
SKYCITY is developing an online gaming strategy as a logical extension
of our land-based casino operations. Online delivery of goods and
services is increasingly the norm across many industries and ours is no
exception.
It is currently permissible for offshore-based online casinos to offer
gaming to New Zealand customers and we are currently losing business
to these offshore-based operators. In response, we are advancing a
partnership-based strategy that would enable us to start operating in
this space from offshore.
It seems reasonable to anticipate that at some point in the future online
gaming will be regulated within New Zealand and we also need to be
ready to participate in that opportunity should it arise. We are
extremely respectful of the good relationship that we have built with
the New Zealand regulatory bodies and are mindful of that relationship
in any initiative we might pursue in the online space.
Other Forms of Entertainment
As an entertainment and hospitality provider, we are challenged to
ensure we continue to offer relevant forms of entertainment and
hospitality to customers increasingly spoilt for choice and with
increasingly divergent interests. We have therefore taken steps over
the last financial year to broaden our entertainment offering beyond
traditional gaming and entertainment to attract new customers and
ensure long term relevance.
We acquired an interest in Let’s Play Live Media (LPL), New Zealand’s
leading broadcaster and operator of esports, and in conjunction with
them launched Australasia’s first direct-to-television esports studio in
the Sky Tower.
In addition, the All Blacks Experience - a joint venture between the
New Zealand Rugby and Ng�i Tahu Tourism – will open in the existing
27SKYCITY ENTERTAINMENT GROUP LIMITED | SKYCITYENTERTAINMENTGROUP.COM
MANAGEMENT'S REVIEW

SKYCITY Auckland Convention Centre site from 2020 and provide
visitors with a state-of-the-art, interactive experience that will showcase
the All Blacks. Through the use of innovation and technology, it will
provide a full sensory, interactive, and immersive experience for all
New Zealanders and visitors to celebrate New Zealand’s rugby heritage,
achievements and culture - bringing together the stories of our rugby
legends, the drama and excitement of Test match rugby, and the
mastery and legacy of the All Blacks.
We are also discussing other interactive entertainment possibilities for
the remaining areas of the existing SKYCITY Auckland Convention
Centre site and hope to announce details of the new offerings in the
near future.
Character and Culture Goals
Our vision sets out the “what” is SKYCITY aiming to be, and the
business goals above detail some of the initiatives that will determine
“how” we get there. We also put a lot of emphasis and focus on “who”
is SKYCITY – our character and culture.
In particular, we need to continually focus on our social licence to
operate – as in the casino industry we have to try harder than most to
justify our place in society. Furthermore, because we have exclusive
casino licences (ie. no other casino nearby), we automatically have a
community that is ours to look after if we expect to be in business on a
sustainable basis – our customers, employees and suppliers are “locals”
often with long term relationships.
Our corporate social responsibility initiatives are also best focussed on
doing good for our community and it is obviously critical to ensure that
we don’t create harm to our community. Our objective is to ensure that
our strategic decisions strengthen the communities we operate in and
provide environments and opportunities for our customers, suppliers
and staff to enjoy, to be entertained and to be safe.
We are also committed to providing safe environments for our
customers, suppliers and staff to enjoy and be entertained in. With a
renewed focus, we have this year adopted a new Group Health and
Safety Strategy for 2019-2021 which centres around the mission
“Prevent Harm and Build Wellness” and four goals:
• Industry leading safety culture – we will create a positive safety
culture for our workers and guests with a strong emphasis on
genuine and visible leadership and active engagement of
our workers;
• Effective risk management – we will focus on our critical risks
ensuring we have sufficient risk mitigation strategies in place to
prevent fatal or serious harm;
• Sustainable systems and processes – we will create a
contemporary and resilient approach to the management and
improvement of health and safety; and
• Health and wellbeing – we will adopt a risk-based approach to
health and wellbeing including programmes to reduce physical and
psychosocial risks to our workers.
The new strategy also addresses the New Zealand Government’s key
goals of its draft NZ Health and Safety at Work Strategy 2018-2028.
LPL esports studio in the Sky Tower
Artist's impression of the All Blacks Experience
ANNUAL REPORT | YEAR ENDED 30 JUNE 2018 28
MANAGEMENT'S REVIEW

At SKYCITY, we are proud of our culture of compliance – a fundamentally positive culture with people focussed on doing the right thing and with a
genuine care for our customers. However, such a culture cannot be taken for granted, and requires ongoing conscious attention to be maintained
and to keep complacency at bay. We are cognisant of the recent Australian Royal Commission into Misconduct in the Banking, Superannuation and
Financial Services Industry, the Bazely Report in New Zealand and the Victorian Commission for Gambling and Liquor Regulation’s review of
Crown Melbourne and are committed to taking the lessons learned from those reviews to uplift the risk culture at SKYCITY.
In that context, this year we sought an external review of SKYCITY’s corporate social responsibility framework to ascertain how we could further
improve our corporate social responsibility activities. After a lengthy consultative process involving interviews with key internal and external
stakeholders, we adopted an enhanced set of corporate social responsibility goals, priorities and targets in August 2018, which are directly aligned
to our most material issues, what really matters, and will allow us to measure our progress in a transparent way going forward. An outline of
SKYCITY’s revised corporate social responsibility framework, the activities undertaken to support our corporate social responsibility strategy, and
achievement against the goals, priorities and metrics for the financial year ended 30 June 2018 are set out on pages 31 to 55 of this annual report.
Earnings growth and diversification
Attractive and
sustainable

shareholder returns
Increase casino, entertainment
and hospitality revenue
Allocate capital to higher

returning assets and businesses
Develop new, complementary business
Maintain efficient capital structure

and distribution policy
Protect and enhance

‘social licence to operate’
Efficient capital allocation
Long term sustainability
A
%
Achieve operating leverage and
efficiencies across the Group
Introduce investment partners to

drive growth and enhance returns
Evolve with changing customer

preferences and technology
B
C
$
Be a responsible corporate citizen
VALUE CREATION MATRIX
In summary, the table below depicts how we see ourselves creating shareholder value through the convergence of the various initiatives to
increase and diversify earnings, in a capital efficient manner, and with a focus on long term sustainability:
OUTLOOK FOR FY19
Consistent with FY18, SKYCITY is expected to achieve modest growth in group normalised EBITDA in FY19, with key drivers expected to be
further growth in International Business and Auckland, offset by higher corporate costs. There is much debate (nationally and internationally)
around the macro-economic environments within which we operate and the prevailing mood seems to be that business confidence is falling and
economic tailwinds are slowing. We believe that regardless of any potential economic slow-down, there is still enough that we can do to improve
our own performance that we can reasonably anticipate growth in our business.
Trading in early FY19 is in-line with expectations following a positive finish to FY18 and we plan to continue our existing dividend policy with a
minimum annual dividend of 20 cents per share.
With the Senior Leadership Team now settled in and our strategic focus approved by the Board, we see the phase ahead as one where we should
make good progress in implementing our strategy. In addition to the key strategic initiatives identified above, there are a large number of other
smaller initiatives that are clustered under the various business and character and culture goals.
29SKYCITY ENTERTAINMENT GROUP LIMITED | SKYCITYENTERTAINMENTGROUP.COM
MANAGEMENT'S REVIEW

SKYCITY is committed to maintaining the highest levels of corporate social responsibility objectives and practices, with priority given to
minimising the impacts associated with problem gambling as an area of primary focus.
The SKYCITY Board is supported by a dedicated Board committee on matters relating to corporate social responsibility. The role,
responsibilities, composition, structure and membership of the Corporate Social Responsibility Committee are set out in the Corporate Social
Responsibility Charter (available in the Governance section of the company’s website at www.skycityentertainmentgroup.com), which is
reviewed and approved by the Board on an annual basis. The guiding principles that underpin SKYCITY’s corporate social responsibility
activities are also set out in the Charter. Sue Suckling is the current Chair of the Corporate Social Responsibility Committee.
The objectives of the Corporate Social Responsibility Committee are to assist the Board to contribute to SKYCITY’s vision and strategic plan
by ensuring that the company’s corporate social responsibility strategy is best practice and supports the highest level of corporate social
responsibility objectives, with priority given to minimising the impacts associated with problem gambling as an area of primary focus.
The responsibilities of the Committee include reviewing and recommending to the Board the corporate social responsibility strategy, principles,
policies and practices of the company to ensure alignment with the company’s strategic objectives and performance and reviewing and
reporting to the Board on the company’s impacts associated with SKYCITY’s five corporate social responsibility pillars.
The Board and the Corporate Social Responsibility Committee maintain operational supervision of SKYCITY’s corporate social responsibility
activities through clearly defined policy and effective management. Claire Walker, SKYCITY’s General Manager Human Resources,
has executive responsibility for SKYCITY’s corporate social responsibility activities with key operational personnel within the business having
day-to-day responsibility for the activities.
WHAT MATTERS
At SKYCITY, we recognise that corporate social responsibility is critical
to all levels of our business and operations. Part of being a responsible
business is understanding the impacts arising from our operations.
The aim of this understanding is to enable positive impacts to be
fostered and negative impacts to be at the very least mitigated and
ideally abated. This is particularly true when there is potential for harm
to either people or the environment.
In December 2016, after undertaking research with both internal and
external stakeholders on which sustainability issues were most relevant
to our business, SKYCITY adopted its first set of corporate social
responsibility goals, priority actions and targets, centred around
five corporate social responsibility pillars – Responsible Gaming,
The Environment, Community Development and Investment,
Fair Operating Practices and Labour Practices and Human Rights -
and developed its first materiality matrix, which highlighted a set of
priority impact areas and issues for our business. Since adopting that
framework, we have worked hard to embed those five corporate social
responsibility pillars into all levels of our organisation and in the way we
operate. The material issues have become the focus for managing our
risks and have heavily influenced our corporate social responsibility
strategy and priorities, which underpin our reporting on our
non-financial performance.
However, the corporate social responsibility landscape has evolved
quickly since that time and, in mid-2018, we engaged Ernst & Young
to review SKYCITY’s corporate social responsibility framework to help
us identify how we could further improve our framework.
As part of this review, Ernst & Young conducted interviews with key
internal and external stakeholders to canvas their views of SKYCITY’s
corporate social responsibility framework, including shareholders, trade
unions, community partners and grant recipients, SKYCITY’s Chief
Executive Officer and Board members and staff within the Human
Resources, Security, Host Responsibility and Procurement teams.
The insights from those interviews enabled us to refine our materiality
matrix and corporate social responsibility goals, priorities and targets in
August 2018, which are directly aligned to our most material issues and
what really matters, and will allow us to continue to measure our
progress in a transparent way.
The process of refreshing our corporate social responsibility framework
has helped to strengthen relationships with our stakeholders and
prioritise and communicate our activities strategically. The review has also
ensured that we incorporate global trends and local market conditions in
our approach to, and assessment of, risks and opportunities.
In undertaking our analysis, we have plotted the issues identified as
most material on a matrix and allocated those issues to the revised
corporate social responsibility pillars as set out in the following diagram.
Unsurprisingly, again, the most material issue to all stakeholders, internal
and external, is responsible gaming. This is front and centre for the
SKYCITY Board and management as well.
31SKYCITY ENTERTAINMENT GROUP LIMITED | SKYCITYENTERTAINMENTGROUP.COM

OUR CORPORATE SOCIAL RESPONSIBILITY MISSION
As a cornerstone enterprise in our communities, SKYCITY contributes positively to these communities and enables them to thrive.
Impact on Business
high
highlow
Importance to Stakeholders
5
6
1
2
7
4
11
12
10
9
8
13
3
inspire our
people
1
Career development
and progression
2
Health, safety
and wellbeing
3
Employee engagement
4
Diversity, inclusion
and belonging
host
responsibility
5
Host responsibility
6
Customer experience
and engagement
develop and
contribute to
our communities
7
Community
partnerships and
outcomes
8
Economic contribution
9
Transport and housing
conserve the
environment
10
Climate change
and emissions
11
Water usage
12
Waste
Source ethically
and responsibly
13
Ethical and sustainable
procurement
MATERIALITY MATRIX
OUR COMMUNITIES
Develop and Contribute to our Communities - Serving a social purpose by investing in the local economies
and communities in which we operate
Our People
Inspire our People - A great place to work where our people are empowered to grow and achieve
OUR SUPPLIERS
Source Ethically and Responsibly - Sourcing responsibly and locally
OUR CUSTOMERS
Host Responsibly - Ensuring safe and enjoyable experiences for our customers, staff and our communities
OUR ENVIRONMENT
Conserve the Environment - Reducing our environmental footprint
ANNUAL REPORT | YEAR ENDED 30 JUNE 2018 32
CORPORATE SOCIAL RESPONSIBILITY

In recent years, SKYCITY has participated in the Dow Jones Sustainability Index assessment to benchmark our position on economic,
environmental and social factors relative to others from within our industry. The index is a globally recognised independent third party rating for
corporate social responsibility, which is assessed by RobecoSam each year. Despite making progress in several areas within the index, we have
decided not to participate in 2018. We believe it is more meaningful and useful to instead focus our resources and efforts on our internal
corporate social responsibility priorities and reporting on our progress against these.
SUSTAINABLE DEVELOPMENT GOALS
In 2015, the countries of the United Nations adopted
the 2030 Agenda for Sustainable Development and its
seventeen Sustainable Development Goals - a set of
goals to end poverty, protect the planet, and ensure
prosperity for all as part of a new sustainable
development agenda. Each goal has specific targets to
be achieved. SKYCITY recognises that, for the goals to
be achieved, everyone needs to do their part and
business and industry play an important role. We are
committed to playing our part in helping to achieve
the goals.
OUR PILLARS
The following pages outline SKYCITY’s goals, priorities and metrics for
each of the five corporate social responsibility pillars, outline the activities
undertaken to support our corporate social responsibility strategy, and
provide a summary of our achievement against the goals, priorities and
metrics for the financial year ended 30 June 2018 (as set out in SKYCITY’s
2017 annual report).
The areas identified as priority issues are those considered highly material
for SKYCITY’s business and for our stakeholders. Our priorities and
metrics set out what we intend to do both in our business and our
communities. They are intended to challenge the business and staff and
provide a dedicated framework for measuring progress over the coming
years. We are committed to measuring performance on each goal, through
specific key performance indicators, which will ensure the business strives
to keep pace with internal and external expectations.
We look forward to reporting against the revised corporate social
responsibility framework - identifying where we are as a business and how
we can further improve strategically and practically. We are committed to
continual refinement and improvement.
Whilst we are immensely proud of our progress to date, we recognise that
some areas require more focus and attention to achieve our objectives.
We welcome all feedback and questions in relation to our corporate social
responsibility framework - please contact SKYCITY at csr@skycity.co.nz in
this regard.
Our priorities and
metrics set out what
we intend to do both
in our business and
our communities
33SKYCITY ENTERTAINMENT GROUP LIMITED | SKYCITYENTERTAINMENTGROUP.COM
CORPORATE SOCIAL RESPONSIBILITY

PRIORITY ISSUES
• Employee engagement, learning and development and careers
• Diversity, inclusion and belonging
• Health, safety and wellbeing
METRICS/DISCLOSURES
• Diversity and gender statistics including gender equality of pay, management and governance
representation
• Internal promotions, career paths and employment opportunities for youth
• Total recordable incident frequency rate, hazard reporting and safety improvement plans
• Health and safety engagement activities such as leadership safety walks and Health and Safety
Committee engagement
Our People
Inspire our People - A great place to work where our people are empowered to grow and achieve
As a major employer with nearly 6,000 staff and growing, we know that taking care of our people is the key to creating a great place to work.
We aim to create an environment where people are at the centre and ensure that our employees can work safely, are motivated to work hard,
progress in their careers, and have the tools and knowledge they need to look after both themselves and our customers.
In March 2018, SKYCITY announced its intention to pay its New Zealand-based staff at least $20 an hour by 2020, an initiative that will
significantly increase the take-home pay of around 1,750 people in Auckland, Hamilton and Queenstown - nearly half (46%) of all SKYCITY staff in
New Zealand. This initiative will be phased in over the next three years and will see the hourly rate of SKYCITY’s lowest-paid employees increase
by 21% over the period - an average of 7% every year between now and 2020, compared to the statutory minimum wage of $16.50 as of
1 April 2018. SKYCITY is the first major listed New Zealand company to commit to a $20 an hour minimum wage, which the New Zealand
Government has signalled it plans to adopt by 2021.
Prem Joseph, Driver Services Manager at SKYCITY Auckland
ANNUAL REPORT | YEAR ENDED 30 JUNE 2018 34
CORPORATE SOCIAL RESPONSIBILITY

With a large and diverse workforce, SKYCITY is recognised for taking a lead in staff development and care. We have an advanced set of priorities
and programmes in place across our sites to achieve our goal of being a great place to work where our people are empowered to grow and to
achieve. We are committed to providing our employees with sustainable career paths at SKYCITY and we want our staff to grow their careers
with us.
SNAPSHOT OF DIVERSITY AT SKYCITY
EMPLOYEES
EMPLOYEES
WOMEN IN LEADERSHIP
AGE
DISABILITIES
GENDER SPLITLGBTTI+ COMMUNITY
ETHNICITIES
WE HAVE
(full-time, part-time and casual)
Chinese 20%
16%
13%
13%
9%
7%
6%
6%
2%
2%
OUR TOP 10 ETHNICITIES EMPLOYEES IDENTIFY WITH:
OUR TOP 3
NON-ENGLISH
LANGUAGES:
Australian
Indian
New Zealander
M�ori
Filipino
Other Asian
Other European
Samoan
English
OF LEADERSHIP ROLES
HELD BY WOMEN
IDENTIFY AS HAVING
A DISABILITY
DIFFERENT
LANGUAGES
EMPLOYEES
SPEAK/WRITE IN
IDENTIFY AS BEING
A MEMBER OF THE
LGBTTI+
COMMUNITY
48.3%
WOMEN
Chinese (Cantonese)
Filipino (Tagalog)
Hindi
0.1%
GENDER DIVERSE
36 YEARS
AVERAGE AGE OF
OUR WORKFORCE
82 YEARS
AGE OF OUR
OLDEST EMPLOYEE
60%
OF OUR WORKFORCE
ARE 36 YEARS OLD
AND UNDER
51.6%
MEN
5,690
36%
1.3%
54
6%
VS
Generation Y
Millennials 41.7%
Generation X 28.3%
Generation Z 18.2%
Baby Boomers 11.7%
Veterans 0.1%
In April 2018, we asked our employees across the SKYCITY Group to participate in a survey to help us build a better workplace where we
celebrate diversity and promote inclusion. Around 50% of our employees participated and the valuable information collated will help us to
continue to build relevant programmes, tailored to the needs of all our employees. The following graphic illustrates the diverse make up of our
workforce as at April 2018:
35SKYCITY ENTERTAINMENT GROUP LIMITED | SKYCITYENTERTAINMENTGROUP.COM
CORPORATE SOCIAL RESPONSIBILITY

At SKYCITY, we have a strong representation of minority groups who are often underrepresented in the wider workforce. Encouraging diversity of
thought in our workforce allows us to strategically reflect our diverse customer base and draw people with different backgrounds to our business.
We believe this diversity of thought offers an opportunity to enhance SKYCITY’s competitive advantage and provide long term sustainable
business success. We value and respect the contributions, ideas and experiences of people from all backgrounds and are committed to an inclusive
workplace that enhances and promotes workplace diversity across the business. We are committed to providing opportunities and initiatives that
assist all to reach their potential on merit, unhindered by other individual differences, and regularly benchmark and report on our diversity position,
policy and objectives.
This year, SKYCITY participated in the Deloitte Inclusion Survey and pleasingly we achieved a score of 4.9 (compared to 4.5 for the overall survey
population), which is indicative of an organisation that has a strong foundation for inclusion and is on a journey to becoming a highly inclusive workplace.
SKYCITY has a Diversity and Inclusion Policy (available in the Governance section of the company’s website at www.skycityentertainmentgroup.
com) that provides a framework for the company’s current and future diversity and inclusion initiatives. Each year, the SKYCITY Board sets
measurable objectives to promote diversity and inclusion. The measurable objectives set by the Board for the financial year ending 30 June 2019
are to:
• continue to ensure strong female candidates are identified in the recruitment process for all Board and senior executive roles;
• maintain a gender balance across the population of employees who make up the top four levels of the organisation hierarchy;
• continue to review gender pay equality and deliver an organisation-wide programme that removes any risk of bias or inequality;
• leverage diverse talent pools to develop a more ethnically diverse leadership population;
• maintain Rainbow Tick certification for all our New Zealand sites and partner with Pride in Diversity Australia to reiterate our commitment to
our lesbian, gay, bi-sexual, intersex, takatapui and trans-sexual staff;
• build the capability of all leaders in understanding and leveraging diversity of thought through ensuring appropriate learning and
development solutions are delivered; and
• continue to provide support and education to employees and managers to promote mental health awareness.
SKYCITY’s performance against the measurable objectives set by the Board to promote diversity and inclusion for the year ended 30 June 2018
(as reported in the company’s 2017 annual report) is outlined on pages 63 and 64 of this annual report.
FY18 PERFORMANCE
A summary of our achievement against the goals, priorities and metrics for this pillar for the financial year ended 30 June 2018 (as set out in
SKYCITY’s 2017 annual report) is outlined in the table below:
PRIORITYRESULTS
Increased investment in staff development
Achieved – several new staff development initiatives were deployed which supported staff
from underrepresented groups to thrive and develop their potential at SKYCITY, including:
• ‘Winning Women’, an internal professional development series in New Zealand
• Tahuna te Ahi, an internal M�ori leadership programme in New Zealand
• three Pasifika employees participated in the external Niu Pasifika leadership programme
in New Zealand
In addition:
• in New Zealand, one senior woman participated in the Global Women Breakthrough
Leaders Programme and five women participated in the Global Women Activate
Leaders Programme
• we continued to run our internal leadership development programmes across the
SKYCITY Group for selected employees
Growth in internal promotion rates
Achieved – internal promotions across the Group have increased year on year from 33%
of hires to 37% of hires
Rainbow Tick certification maintained
Achieved – Rainbow Tick maintained for each of our Auckland, Hamilton and
Queenstown sites
ANNUAL REPORT | YEAR ENDED 30 JUNE 2018 36
CORPORATE SOCIAL RESPONSIBILITY

PRIORITYRESULTS
Develop an approach to supporting
underrepresented minorities in employment
and career development
Achieved - the framework and supporting structure for a Diversity and Inclusion Council was
developed as a pilot in New Zealand and several employee resource groups have been
established, including SKYCITY Pride, Tahuna te Ahi, Women in Technology and
Winning Women
Continued focus on gender pay equality
and unconscious bias
Achieved
• Continued to monitor and report on remuneration outcomes by gender to ensure pay
equality across the SKYCITY Group
• Our annual salary review saw an average increase for female salaried employees of 2.22%
and an average increase for male salaried employees of 2.19% across the SKYCITY Group
• An analysis of remuneration across the managerial hierarchy and vertically through a
function within the organisation identified no indications of gender bias operating across
like positions across the SKYCITY Group
• While there is no evidence of a gender driven pay gap across like positions, we remain
focussed on increasing the representation of women in senior roles across the business
through a gender balanced talent pipeline
• The SKYCITY Board and members of the Senior Leadership Team participated in
unconscious bias training
• The Senior Leadership Team and other New Zealand-based senior managers participated
in Rainbow Tick training
• SKYCITY participated in the Deloitte Inclusion Survey conducted in partnership with
Global Women
Growth in near miss reporting, employee
participation in wellness initiatives and safety
committees
Achieved
• 23% increase in near miss reporting across the Group
• 6% increase in total incident reporting across the Group
• 37 health and safety representatives from across the Group participated in a specialised
training course to improve health and safety engagement and participation
• Increased focus on health and safety, leading to the adoption of a new Group Health and
Safety Strategy for 2019-2021
• Workshops delivered to coincide with Mental Health Awareness Week across our
New Zealand sites
• Development of a Healthy Minds programme in Adelaide
HIGHLIGHTS
Health and Safety
Our employees and contractors are the heart and soul of our
operations, and ensuring their health and wellbeing is central to our
performance as a business and as an employer of choice.
During the past financial year, we have reinforced our commitment to
preventing harm and building wellness through assurance activities and
improvement initiatives. Of particular focus has been the considerable
effort applied to improving the management of our critical risks and
contractor management. We redefined our health and safety
improvement journey with the development of a SKYCITY Group
Health and Safety Strategy for 2019–2021. The strategy outlines our
health and safety goals as being industry leading safety culture, effective
risk management, contemporary and sustainable systems and processes
and improving health and wellbeing. Our key health and safety success
factors have been identified as zero fatalities or serious injuries,
reducing low consequence and high frequency injuries, keeping our
guests safe whilst visiting our properties and enhancing the health and
wellbeing of our workforce.
All of our New Zealand properties are Accident Compensation
Corporation (ACC) Partnership Programme certified at a tertiary level
and our Adelaide site is a registered self-insured employer.
Each property within the SKYCITY Group must demonstrate
compliance with our Group Health and Safety policy and standards
for safety. We conduct internal audits annually and external audits as
required for registration and certification. Findings from these audits
are monitored and tracked for continuous improvement.
37SKYCITY ENTERTAINMENT GROUP LIMITED | SKYCITYENTERTAINMENTGROUP.COM
CORPORATE SOCIAL RESPONSIBILITY

Employee Wellbeing
SKYCITY’s wellness programme continues to be strongly supported by
our staff. The programme aims to encourage healthier behaviours and
personal responsibility for health outcomes by providing support,
information and skills training. The programme goals include improving
staff health habits, increasing physical activity, reducing absenteeism
and improving productivity.
Acknowledging that the hospitality industry is overrepresented in mental
health statistics, this year we launched the “SKYCITY Korero”
in partnership with comedian Mike King and the Key to Life Charitable
Trust and coinciding with Mental Health Week in New Zealand.
115 New Zealand-based employees attended a series of workshops
designed to encourage and normalise conversation about mental health.
The feedback received was extremely positive with some employees
commenting that the korero allowed people to talk more openly about
problems and safely ask questions about mental health that they may
previously have been too afraid to ask.
The Adelaide site has developed a Healthy Minds programme which
launched in 2018. Healthy Minds augments SKYCITY’s existing processes
(such as offering an Employee Assistance Programme) to incorporate
prevention and wellbeing enhancement as a core focus. By becoming an
accredited Healthy Minds workplace, Adelaide Casino will enable a baseline
level of mental health and wellbeing education accessible to all employees,
encouraging openness and communication about staff wellbeing.
All staff will be offered training in the concept of wellbeing (which
incorporates mental health) to establish the link between wellbeing and
work performance. It is hoped that wellbeing conversations will become a
part of management practices ensuring both early intervention when
problems arise and a focus on individuals’ self-management of their
personal wellbeing.
Staff Support Programmes
SKYCITY has a range of services designed to assist employees who may
need a helping hand. At our Auckland and Hamilton sites, the Connect
Centre offers confidential help and advice for SKYCITY employees – for
work issues and situations outside of work. They offer advice about
practical and effective ways to handle difficult or sensitive issues. Where
needed, they can also assist employees in working with agencies outside
of SKYCITY who may be able to help. The Group-wide Employee
Assistance Programme (EAP) is a supportive and confidential programme
designed to assist SKYCITY employees who may have problems that
affect them at work - advice and support is available 24 hours a day,
seven days a week, from trained professional counsellors who can help
staff with their problems. SKYCITY also provides emergency financial
assistance for employees suffering financial hardship. This help can
include budgeting advice, and last resort financial help through a 'SMILE'
loan to New Zealand-based staff who qualify for support.
Healthcare
SKYCITY understands that healthcare can be expensive and sometimes
difficult to access for members of the workforce. We therefore offer
permanent, full-time employees in our New Zealand sites health
insurance via our healthcare provider Southern Cross Healthcare.
SKYCITY fully subsidises the RegularCare plan, which provides shared
cover for surgical treatment, recovery, support, imaging and diagnostic
tests and day-to-day treatment. Employees are also able to add their
family members to the insurance plan at an additional cost.
As part of our wellness programme, all SKYCITY employees across the
Group are also invited to get their flu vaccinations at work for free.
This service is offered annually to employees on-site at the beginning of
the flu season to ensure all staff have easy access to the vaccinations.
Bringing our ‘Whole Selves’ to Work
We are immensely proud to have maintained a Rainbow Tick for our
Auckland, Hamilton and Queenstown properties in 2018 and have
committed to continually improving and working with the feedback we
receive from Rainbow Tick to find ways we can further support our
SKYCITY rainbow community. Being a Rainbow Tick employer means
SKYCITY has been acknowledged as being a safe, supportive and
SKYCITY staff celebrate the Auckland Pride Parade
ANNUAL REPORT | YEAR ENDED 30 JUNE 2018 38
CORPORATE SOCIAL RESPONSIBILITY

welcoming workplace where employees can bring their whole selves to
work without fear of discrimination or disadvantage – no matter what
their gender identity or sexual orientation.
Our Adelaide and Darwin sites participated in the Australian Pride in
Diversity programme, which reiterates our commitment to our lesbian,
gay, bi-sexual, trans-sexual and intersex Australian-based staff.
SKYCITY Queenstown has been a supporter of the Winter Pride event
in Queenstown for many years and signed up to the Pride Pledge in June
2018. The Pride Pledge was started in Queenstown to raise the visibility
of safe spaces within the Queenstown community after the Winter Pride
festival organisers realised that, although the town had an inclusive heart,
it was very difficult for the rainbow community to see any visible signs
that they were welcome and included.
Employees from our Hamilton and Auckland sites participated for the
first time in the Auckland Pride Parade in February 2018 – alongside
a colourful float featuring a mirror tiled Sky Tower surrounded by
a cityscape.
Women’s Refuge Endorsement of SKYCITY’s White Ribbon
Policy
In March 2018, SKYCITY received Workplace Refuge Endorsement from
the Women’s Refuge, which recognises the company’s achievements in
the family violence space. To achieve endorsement, an organisation must
show that family violence is prevented, victims and perpetrators of family
violence are helped, communication and networking are increased, family
violence initiatives are prioritised, and leadership in driving change is
demonstrated.
SKYCITY’s White Ribbon family violence policy, developed in
conjunction with Women’s Refuge, was introduced in March 2017 in our
New Zealand sites. Since then, SKYCITY has completed more than
385 hours of White Ribbon training for more than 250 managers across
its business on how to recognise the signs of family violence, respond
accordingly and refer to the appropriate organisations. SKYCITY
Auckland has also established a Family Violence Committee that will,
alongside the long established Connect Centre (an employee support
service), be a point of contact for staff.
New Partnerships
In March 2018, on the eve of International Women’s Day, SKYCITY
announced its new partnership with Global Women. As an important
step in our ongoing commitment to diversity and inclusion, the
partnership sees SKYCITY become a principal partner of Global
Women, an organisation that aims to change the face of business to be as
diverse as New Zealand itself. The partnership allows us to continue to
actively support our pipeline of talented women into senior leadership
roles with professional development programmes, such as the Global
Women Breakthrough Leaders programme.
SKYCITY has also renewed its commitment, for a further three years, as a
Major Sponsor of Tupu Toa, a New Zealand corporate pathways
internship programme for M�ori and Pasifika which is producing a
powerful, national network of M�ori and Pasifika business leaders through
internships with New Zealand’s best-known companies.
Tahuna te Ahi – Ignite the Fire
One of the ways we deliver on our commitment to an inclusive workplace
that enhances and promotes diversity is with targeted programmes which
support employees from underrepresented groups to thrive. As a large
New Zealand employer, we feel a particular responsibility to ensure we
provide our M�ori employees (9% of our employees identify as M�ori)
with every opportunity to progress.
Recognising the special standing of M�ori as tangata whenua and the
indigenous people of Aotearoa, this year, for the first time, we offered
a tailored programme for our New Zealand-based employees providing
accelerated leadership development specifically for M�ori employees in
addition to implementing initiatives which elevate the standing of M�ori at
SKYCITY more broadly. The programme is designed to ensure the voice
of M�ori is heard and that the M�ori world view, values, and leadership
behaviours contribute to our competitive advantage. A core element of
the programme saw the participants working in small groups on business
related roopu projects such as the inclusion of M�ori values in our
corporate value statements, a cultural advisory group to support the
strengthening of M�ori culture within the business and a series of
authentic M�ori experiences for our customers.
Providing Career Paths for Talented Young People
In February 2018, SKYCITY welcomed 15 promising young chefs into its
2018 intake of the SKYCITY Auckland Chef Apprenticeship Programme.
Over the three-year programme, the apprentices will work within more
than 20 different kitchen environments at SKYCITY Auckland, including
award-winning restaurants and with celebrity chefs Sean Connolly, Nic
Watt, Al Brown and Peter Gordon, and gain an internationally recognised
City and Guilds Food Preparation and Culinary Arts qualification. Upon
completion, graduates are equipped with a wide skill set, having mastered
a range of cuisines, and experienced a variety of kitchen environments – a
breadth of experience not offered in many other places.
The apprentice chef programme is a part of SKYCITY’s focus on youth
employment, giving talented young people opportunities to gain
qualifications and develop careers in the hospitality industry.
39SKYCITY ENTERTAINMENT GROUP LIMITED | SKYCITYENTERTAINMENTGROUP.COM
CORPORATE SOCIAL RESPONSIBILITY

Continuing to Contribute
For our employees approaching retirement age in New Zealand, we offer a Work Choices planned retirement programme — a voluntary and
individualised support programme for employees contemplating retirement. Family members are invited to be part of the planning process —
the outcomes of which may include phased reduction in hours and/or workload, flexible working arrangements, or redeployment as the employee
transitions into retirement. Employees are also provided with some ongoing support services for a period following retirement as well as the continuity
of employee discounts at SKYCITY.
While the programme has seen three of our more senior employees transition into retirement during the last financial year, Trevor Philbert at age 82
remains proudly SKYCITY’s eldest employee. Trevor enjoys being part of the SKYCITY Auckland Security team, manning the staff entry and passing
on the benefit of his 22 years’ service with SKYCITY, contributing to the business and to his colleagues.
Dine Academy
A new partnership for SKYCITY in 2018 has been with the Dine Academy, a social enterprise that supports the training and transition to employment
of secondary school students passionate about entering a career in the hospitality industry. It offers senior high school students, community groups,
vulnerable youth and long term unemployed jobseekers a pre-employment training programme that starts as a boot camp run over one week.
The intensive week-long boot camp includes a day of hands-on practical training and assessment with the Front of House team at the SKYCITY
Auckland Convention Centre and culminates with trainees preparing to ‘go live’ onto a shift. SKYCITY was delighted with the calibre of the students
this year and offered 18 of them employment in the SKYCITY Auckland Convention Centre.
CHALLENGES
SKYCITY has developed a variety of programmes and partnerships to support career development and progression across our sites. Our challenge is
to ensure that these programmes and partnerships remain effective and relevant. To this end, SKYCITY regularly discontinues programmes that have
not achieved interest or sustained impact, and develops and trials new offerings. In some cases, we have programmes we believe are effective, but
participation has dropped for various reasons. We continue to review our programmes and partnerships and seek advice from staff on how to remove
barriers to participation (such as release time) and introduce better incentives.
OUR STAFF NUMBERS
The following is a summary of staff and workforce data for SKYCITY Entertainment Group as at 1 July 2018:
Worked Full-Time Equivalent
(FTE)* by site (%)
SITENO. OF FTE EMPLOYEES%
Adelaide
618 17%
Auckland
2,354 66%
Darwin
2828%
Hamilton
2487%
Queenstown
742%
Total3,576100%
* The FTE calculation is based on contracted hours worked by staff, not actual hours.
Total Headcount
for Group (%)
SITENO. OF EMPLOYEES%
Adelaide
1,083 19%
Auckland
3,518 61%
Darwin
671 12%
Hamilton
3286%
Queenstown
902%
Total5,690100%
Employment Contract Type
for Group (%)
CONTRACT TYPENO. OF EMPLOYEES%
Permanent
5,201 91%
Temporary
4899%
Total5,690100%
ANNUAL REPORT | YEAR ENDED 30 JUNE 2018 40
CORPORATE SOCIAL RESPONSIBILITY

Employment Contract Type by Gender (%)
CONTRACT TYPEFEMALEGENDER DIVERSEMALEGROUP TOTAL
Permanent91%100%91%91%
Temporary9%0%9%9%
Employment Contract Type by Site (%)
CONTRACT TYPEADELAIDEAUCKLANDDARWINHAMILTONQUEENSTOWN
Permanent70%98%88%100%100%
Temporary30%2%12%0%0%
Employment Type by Gender (%)
CONTRACT TYPEFEMALEGENDER DIVERSEMALEGROUP TOTAL
Full-Time49%40%61%55%
Part-Time25%20%17%21%
Casual26%40%22%24%
Employees in Collective Agreements by Site (%)
CONTRACT TYPEADELAIDEAUCKLANDDARWINHAMILTONQUEENSTOWNGROUP TOTAL*
Yes78%26%83%8%0%41%
No22%74%17%92%100%59%
*Group total %’s are weighted proportionately based on site Worked FTE.
Employee Absenteeism as a Percentage of Scheduled Days (%)
CONTRACT TYPEADELAIDEAUCKLANDDARWINHAMILTONQUEENSTOWNGROUP TOTAL*
Absenteeism3.77%4.01%2.65%3.38%1.96%3.63%
*Group total %s are weighted proportionately based on site worked FTE.
Safe and enjoyable casino experiences
41SKYCITY ENTERTAINMENT GROUP LIMITED | SKYCITYENTERTAINMENTGROUP.COM
CORPORATE SOCIAL RESPONSIBILITY

PRIORITY ISSUES
• Leading and best practice host responsibility
• Customer experience and engagement
• Community knowledge
METRICS/DISCLOSURES
• Customer offerings, service and engagement
• Host Responsibility Programme performance and problem gambling indicators, such as preventative
customer service encounters and engagement practices
• Employee training completion rates
• Public policy and compliance, including transparent reporting of regulator audit findings
• Benchmarking of SKYCITY’s Host Responsibility Programme against industry
• Increase in community knowledge and understanding of SKYCITY’s harm minimisation practices
OUR CUSTOMERS
Host Responsibly - Ensuring safe and enjoyable experiences for our customers, staff and
our communities
At our core, SKYCITY is a provider of casino entertainment.
The promotion of responsible gaming and safe consumption of alcohol
are topics at the heart of our business. When done responsibly,
gambling can be a harmless entertainment activity, however it can also
have harmful effects on some individuals, their families and their
communities. Our challenge is therefore to ensure that our business
provides entertaining and profitable, yet safe and responsible,
experiences and environments for our customers and staff.
We take our responsibilities to minimise risk and harm from problem
gambling very seriously - SKYCITY has a robust Host Responsibility
Programme in place at each of its sites to prevent and minimise harm
from problem gaming, all SKYCITY staff receive training in problem
gaming indicators, and we employ a dedicated team of host
responsibility specialists at each of our sites. In addition, at our largest
and busiest Auckland site, a team of Customer Service Ambassadors
are trained to interact with customers and report any concerns to our
Security and Host Responsibility specialist teams so preventative action
can be taken. An outline of our commitment to host responsibility
and detailed individual site-related information can be found at
www.skycityentertainmentgroup.com/our-commitment/
responsible-gambling.
Given that the most material issue to all stakeholders, internal and
external, is responsible gaming, we aim to foster good relationships with
problem gambling stakeholders. As part of this approach, we provide
tours of our facilities and literature to treatment providers to assist them
in understanding our Host Responsibility Programmes. The objective is
to improve information sharing and collaboration between stakeholders
in order to advance SKYCITY’s harm minimisation approach.
This collaborative approach ensures that knowledge about problem
gambling is shared between SKYCITY and the relevant stakeholders,
who will work together to minimise harm.
In late 2016, the New Zealand Department of Internal Affairs
conducted a ‘mystery shopping’ exercise across all casinos and
120 pubs and clubs (Class 4 venues) around New Zealand. SKYCITY’s
four casinos in Auckland, Hamilton and Queenstown came out top in
the exercise. The Department reported that “the results from SKYCITY
casinos show what can be done when more dedicated resource is
directed at minimising harmful gambling within a culture that puts a
clear focus on a high standard of harm minimisation practice” and that
“the overall results also show that SKYCITY casinos have cultivated a
culture of care within their casinos”. We are immensely proud of the
culture of care we have developed within our casinos and continue to
focus on ways to ensure that this culture of care is maintained, including
through regular internal ‘mystery shopping’ exercises.
We are immensely
proud of the culture
of care we have
developed
ANNUAL REPORT | YEAR ENDED 30 JUNE 2018 42
CORPORATE SOCIAL RESPONSIBILITY

FY18 PERFORMANCE
A summary of our achievement against the goals, priorities and metrics for this pillar for the financial year ended 30 June 2018 (as set out in
SKYCITY’s 2017 annual report) is outlined in the table below:
PRIORITYRESULTS
100% rating in “Promoting Responsible
Gaming” on the Dow Jones Sustainability
Index (DJSI)
Achieved – maintained a rating of 100% in “Promoting Responsible Gaming” for the second
year in the DJSI assessment (results released in September 2017)
100% regulatory compliance in
host responsibility and positive
trend/improvement in regulator audits
Achieved – no issues identified by regulators
Achieve independent evaluation of host
responsibility programmes and training
resources at all sites
In progress – in November 2016, an independent review was carried out by KPMG of the
Auckland Host Responsibility Programme. Additional reviews were planned for the following
12 months, beginning with Adelaide Casino, using the model followed by KPMG but conducted
by our own Group Risk and Assurance team as part of our Business Self-Assurance programme
as that team has significant understanding of the issues and risks related to preventing gambling
harm. The Group Risk team commenced audits of the Darwin and Adelaide sites in June 2018,
which are in the process of being finalised as at the date of this annual report
Maintain or improve on our 2017 financial
year baseline for staff rating as a
‘responsible host’ in the employee
engagement survey
In progress – SKYCITY has moved to bi-annual employee engagement surveys and has
therefore not had the opportunity to ask staff for their views in 2018
HIGHLIGHTS
SKYCITY improved year on year with a score of 67 points (up four
points) in the Dow Jones Sustainability Index assessment in 2017 — just
four points below the Australian index score of 71 points required for
listing on the index. This result shows continuous improvement being
made across many key areas, particularly host responsibility where
SKYCITY was ranked 5th out of a total of 21 casino and gaming
companies who participated. Pleasingly, we maintained our 100% rating
in “Promoting Responsible Gaming”.
During the 2018 financial year, a new Group-wide SKYCITY Host
Responsibility Governance Group was convened where members of
our Operations, Risk, Legal and Host Responsibility teams meet
quarterly to discuss host responsibility related incidents and initiatives
and to ensure progress against our objective to maintain a leading host
responsibility programme is achieved.
SKYCITY Darwin has been involved, together with clubs and pubs
throughout the Northern Territory, in Amity Community Services’ multi
venue self-exclusion pilot programme as a way of contributing to a
collaborative, multi-property approach to minimising harm.
CHALLENGES
Maintaining Best Practice
A key focus for SKYCITY is to maintain the high standard of host
responsibility best practice recognised by the New Zealand
Department of Internal Affairs through its ‘mystery shopping’ exercise in
late 2016. We continue to focus on ways to maintain the high standard,
including through our regular internal ‘mystery shopping’ exercises.
In a dynamic casino environment, maintaining effectiveness, relevancy
and consistency in harm minimisation best practice is an ongoing
challenge. In response to that challenge, SKYCITY continues to explore
available technology solutions (such as trialling facial recognition
technology), seek expert advice, consult stakeholder groups and source
a range of research material. We anticipate that an effective technology
solution will become available in the future.
Managing Exclusions
Another challenge that we deal with frequently is our ability to
effectively manage and prevent breaches of customer exclusion orders.
SKYCITY customers can choose to exclude themselves from all
SKYCITY premises in New Zealand, for a period of up to two years.
In some cases, SKYCITY itself makes the decision to exclude a
customer as a means to prevent risk of harm occurring, or as a means to
stop further harm through a customer’s gaming at a SKYCITY casino.
Such exclusions result in an exclusion order. Unfortunately, some
customers attempt to re-enter the casino and breach their exclusion
orders. With the size of our customer base and premises, it can be a
challenge to identify these persons immediately. At times excluded
customers do enter the casino with the intention of gaming. We do all
we can to prevent this from happening, and all casino supervisors and
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OUR COMMUNITIES
Develop and Contribute to our Communities - Serving a social purpose by investing in the local
economies and communities in which we operate
PRIORITY ISSUES
• Economic contribution
• Partnerships
• Community outcomes strategy and progress
• Investing in our communities through the SKYCITY Community Trusts in New Zealand and through
meaningful charity partnerships
• Developing deeper connections with iwi and predominant ethnicities in the communities in which we
operate
METRICS/DISCLOSURES
• Measure and evaluate SKYCITY’s economic contribution to the communities in which we operate,
including local procurement spend
• Narrative and case studies on partnerships including indigenous/iwi partnerships
• Reporting of community outcomes through narrative and case studies accompanied by
quantitative results
Our aim is to create value in our business and in the communities in which we operate. We understand that to do this we need to engage
meaningfully with our communities, listen to their critical needs and expectations, and respond through developing meaningful community
partnerships and by taking action to address key issues in our operations. Engaging our stakeholders helps us to understand community attitudes
toward SKYCITY, the communities’ expectations of us, and how stakeholders believe SKYCITY should create value.
SKYCITY engages with stakeholders in a variety of ways, both formal and informal, in each of the communities in which it operates. These actions
range from legally required engagement with regulators and problem gaming service providers for example, to less formal feedback mechanisms
such as social media, customer surveys and public perception monitoring.
floor security staff are provided with up-to-date information on customers that have been excluded. SKYCITY keeps photographs of all excluded
patrons, and we share our database across our sites so that these excluded individuals cannot enter our other premises. We rely on our casino
staff, security and surveillance teams using photographs to recognise these excluded people. Unfortunately, this system is open to error, which
can result in some individuals re-entering the casino. Effective technology solutions will, once available to SKYCITY, assist to recognise
excluded people.
Consistency of Responsible Gaming Culture and Practice
The alignment of excellent host responsibility and harm minimisation practice and culture across the SKYCITY Group is challenging due to
differences from site to site, such as size, scale and staffing structure. There are also market and customer differences that impact our approach
to staff training and programme design, in addition to unique cultural distinctions to consider. Furthermore, our sites across New Zealand,
South Australia and the Northern Territory each have different regulatory environments in which to operate.
These differences mean that while the Host Responsibility Programmes have similarities, they are often carried out quite differently. However,
problem gaming as an addiction and the possibility of harm from this type of behaviour manifests itself the same regardless of jurisdiction or
location. That is why SKYCITY endeavours to lead in this area and employ best practice prevention methods across the business. A key strategic
focus across the SKYCITY Group for minimising gambling harm is prevention. Robust prevention initiatives can be developed and implemented
across the Group with few or no regulatory or local procedural constraints. By adopting a prevention approach, we can increase our ability to
identify and respond early to new or emerging concerns that may lead to problem gambling related issues for our customers.
We are also committed to carrying out regular reviews of each of our Host Responsibility Programmes to ensure alignment of our practices across
our sites.
ANNUAL REPORT | YEAR ENDED 30 JUNE 2018 44
CORPORATE SOCIAL RESPONSIBILITY

FY18 PERFORMANCE
A summary of our achievement against the goals, priorities and metrics for this pillar for the financial year ended 30 June 2018 (as set out in
SKYCITY’s 2017 annual report) is outlined in the table below:
PRIORITYRESULTS
Improve community perception of SKYCITY
as a valuable cornerstone enterprise –
measured through regular perception insights,
research and community engagement
feedback
Partially achieved – a 2018 UMR survey in New Zealand showed an improvement in the
public’s perception of SKYCITY’s contribution to the economy and employing a lot of
people, but scores related to being a good employer and being trusted to do what is right
decreased against the prior year’s survey
Improve level of staff awareness of, and pride
in, SKYCITY being a responsible part of the
community
Achieved – the employee-led Corporate Social Responsibility Committee in Auckland has
made excellent progress in driving employee involvement and awareness through their
regular meetings and through pillar showcase events
HIGHLIGHTS
A New Strategy - Building Communities by Developing People
In 2017 and 2018, we spent time engaging with our communities to look
more closely at our community development and investment activities
and see how we could deliver more impact in partnership with the
community. As part of this process, SKYCITY held a series of focus
groups with employees from across the SKYCITY Group and
community representatives, including the youth development, family
support and financial capability sectors – the purpose of which was to
determine what social issues the community sector considered to be
most credible and aligned to SKYCITY, given our unique set of
resources and assets. What was heard overwhelmingly from this
process was that SKYCITY had the ability to be a game changer in the
community investment space, that SKYCITY could lead the way with
innovative and transformative community development goals and that,
with strategic collaboration, SKYCITY had the platform as a large
organisation to create sustained social impact.
Through this engagement and analysis process it became evident that
SKYCITY, as somewhat of a microcosm of the wider community, should
be focussing on young people and their access to liberating
opportunities for personal development, lifelong learning and
employment. In this context, a thematic approach of “Building
Communities by Developing People” has become the foundation for
what SKYCITY stands for and the overarching theme for SKYCITY’s
community investment and development across all of our sites. With the
benefit of the feedback gained through engaging with our stakeholders,
SKYCITY has developed a new community development and
investment strategy that has a spirit of partnership at its heart. What
SKYCITY brings to the table is employment opportunity for unskilled,
unemployed and at-risk youth within each of the communities within
which we operate. We can provide employment, training and a career
path. This is a powerful contribution and we will partner with other
philanthropic trusts, community groups, corporate and government
agencies to provide the wrap-around support these young people need
to get into sustainable employment.
Over the coming year, we will finalise the operational strategy across
the SKYCITY Group to deliver this new strategy, which will result in
a significant realignment of our existing community activities. We will
also work in partnership with our communities and stakeholders to
co-design a job and life skills programme that has the power to
transform the lives of disadvantaged young people. We will achieve
greater social impact and business value by better focussing our
community investment, charity partnership, cause marketing and
sponsorship resources toward this core theme, allowing for local
diversity in developing genuine community partnership.
Through collaboration with the SKYCITY Auckland Community Trust,
there is opportunity to achieve even greater social impact in the areas
of youth development and wellbeing through the Trust’s prioritisation of
youth development and its identification of the following key areas for
funding - youth development, including mentoring and transition
support; youth wellbeing, including mental health; work readiness
and work-related skills and training; and initiatives that support
educational achievement.
Underpinning SKYCITY’s community development and investment
strategy is an opportunity for SKYCITY staff to take their knowledge
and skills out into their communities through a volunteer programme
and involvement in the delivery of youth development programmes.
SKYCITY Community Trusts
Over the past financial year, our four SKYCITY Community Trusts
awarded a total of $4 million to communities in the Auckland, Waikato
and Queenstown Lakes regions.
Established to provide funds for community and charitable purposes,
the SKYCITY Community Trusts are one of the vehicles we use to ‘put
something back’ into the local community. The independent trusts aim
to help local and regional organisations carry out community assistance
and development work, focussing on supporting families to thrive and
communities to prosper. Since establishing the SKYCITY Auckland
Community Trust in 1996, we have awarded over $55 million to more
than 4,700 community groups and organisations, large and small,
through our four SKYCITY Community Trusts.
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BACS Good Business Egg Awards
In April 2018, SKYCITY was awarded the Community Empowerment
Award at the BACS Good Business Egg Awards 2018. BACS (Business
and Community Shares) is a trusted partner in facilitating the sharing
of skills, knowledge, resources and wisdom between community
organisations and businesses to tackle issues in New Zealand society to
better enable communities to thrive. BACS host an annual awards event
to showcase good corporate social responsibility by New Zealand
businesses that invest in people sustainability.
The awards are judged by a panel of community leaders (which, this
year, included the Women’s Refuge, White Ribbon and YWCA) and
businesses are not able to nominate themselves. The judges noted
that SKYCITY is a well-developed company that has quietly advanced
into leadership in New Zealand social responsibility through its
strategic planning.
Variety – The Children’s Charity
In May 2018, SKYCITY’s 18-year partnership with Variety –
The Children’s Charity was recognised by the award of a Variety
International Presidential Award presented to SKYCITY at the Variety
World Conference held in Adelaide. The award is presented to
companies that show outstanding commitment to Variety and those
who have, over many years, assisted Variety’s mission of improving the
lives of disadvantaged kids.
We are proud of the partnership we have with Variety and the support
we have provided to continue the important work they do in our
communities, raising more than $3.6 million through fundraising, grants
and in-kind sponsorship over the past 18 years.
Free Admission to the Sky Tower
In August 2017, we celebrated the Sky Tower’s 20th birthday with a
programme of celebratory activities throughout the month, including a
day where Aucklanders enjoyed free entry to the Sky Tower to thank
them for having so enthusiastically supported the Sky Tower since it
opened in 1997. Over 7,600 visitors took up the opportunity to visit the
Sky Tower for free on that day. New Zealand residents can also enjoy
free entry to the Sky Tower on their birthday with photo ID and proof
of residential address.
In May 2018, the Sky Tower was voted the number one activity in
Auckland on TripAdvisor, the world's largest travel website.
Leukaemia & Blood Cancer New Zealand
Nearly 1,000 firefighters from communities across New Zealand joined
forces to raise more than $1.5 million for Leukaemia & Blood Cancer
New Zealand (the national charity dedicated to supporting patients and
their families living with blood cancers and related blood conditions) for
the 14th Firefighter Sky Tower Stair Challenge in May 2018, with each
participant climbing the 1,103 steps of the Sky Tower wearing
25 kilograms of gear. The annual event for SKYCITY’s charity partner
reached its $1 million fundraising target three days ahead of the event.
SKYCITY Auckland first hosted the Firefighter Sky Tower Stair
Challenge in 2004 and the event has gone from strength to strength
every year since. SKYCITY is proud to have Leukaemia & Blood Cancer
New Zealand as a charity partner and to have worked together to raise
more than $9.75 million through three annual events - the Firefighter
Sky Tower Stair Challenge, Step Up Sky Tower Stair Challenge and
SKYCITY Dining for a Difference.
Volunteering and Donations
SKYCITY Queenstown staff volunteered on a regular basis throughout
the year to support the Wakatipu Reforestation Trust planting days.
During the financial year, SKYCITY Auckland employees volunteered
their time to help prepare meals using rescued food, much of which
comes from SKYCITY’s partnership with Kiwi Harvest (a food rescue
programme), for Everybody Eats, an ambitious social enterprise offering
both those hungry and in need and those looking for a unique dining
experience a nutritious three-course dinner on a "pay as you feel" basis
in Auckland City's Karangahape Road. SKYCITY Auckland Executive
Chef Fiona Ruane is the driving force behind SKYCITY’s involvement in
Everybody Eats and says “tables are shared with people from all walks
of life enjoying a unique experience. Those who are underprivileged sit
with a broad range of people and are not judged on their appearance
or their circumstances and everyone gets to experience a wonderful
three-course meal”.
In line with our commitment to reducing waste, SKYCITY Hamilton
donated surplus furniture from their office refurbishment project to
local charities. The drama department at a local school along with
theatres across New Zealand benefited from the donation of surplus
uniforms following a change in uniform for our Hamilton employees –
with no uniforms having ended up in landfill.
CHALLENGES
SKYCITY is a major cornerstone of the community. We understand that
our scope for influence and change is huge, and SKYCITY invests in and
works to develop our communities in a variety of ways.
Whilst it is easy for organisations to talk about inputs and outputs, such
as how much money or ‘in-kind’ contributions are given to charity, the
number of charities receiving support, or how many hours staff spend
on volunteering for community projects, it is a more challenging exercise
to determine the outcomes and impact of those activities. We want to
ensure that there is genuine and measurable social impact from our
SKYCITY Community Trusts and other charitable giving. In this regard,
our refreshed community development approach of “Building
Communities by Developing People” has become the foundation for
what SKYCITY stands for and the overarching theme for our “Develop
and Contribute to Our Communities” pillar. We are enormously proud
of this new direction for SKYCITY’s community development and
investment strategy and look forward to sharing our progress with our
stakeholders over the coming year.
We continue to look at our community investments and partnerships in
a more holistic and strategic way, to ensure that they are aligned to our
unique business assets and are ultimately delivering both social and
business value.
ANNUAL REPORT | YEAR ENDED 30 JUNE 2018 46
CORPORATE SOCIAL RESPONSIBILITY

PRIORITY ISSUES
• Climate change and emissions
• Reducing waste
METRICS/DISCLOSURES
• Emissions and emission intensity including energy efficiency and reduction
• Measuring and reporting our carbon footprint
• Reduction of waste and diversion from landfill
SKYCITY is dedicated to growing in a sustainable manner with a commitment to environmental sustainability as a foundation for successful
economic, social and cultural development. Working within the limits of the natural environment will allow current and future generations to benefit
from its resources to ensure continual economic and social prosperity, which we believe results in business continuity and positive impacts on staff
and stakeholder wellbeing.
Although SKYCITY is not a major emitter of greenhouse gases, we recognise the role that we need to play in reducing our impacts and have
committed to the setting of internationally accredited science-based targets to reduce our emissions, which will be set by the end of FY19 through
Science Based Targets, a joint initiative of CDP, the United Nations Global Compact (UNGC), the World Resources Institute (WRI) and the World
Wildlife Fund (WWF).
We take climate change seriously and have already taken significant steps to reduce our environmental impact, with a focus on the two key areas of
reducing energy consumption and reducing waste. SKYCITY has already made steps towards climate action, including a 14% and 17% reduction in
carbon from gas and electricity respectively per dollar revenue during the period from FY15 to FY18.
In July 2018, a group of 60 New Zealand business leaders, including SKYCITY’s Chief Executive Officer Graeme Stephens, joined forces to tackle
the issue of climate change by forming the Climate Leaders Coalition. Together, the members of the Climate Leaders Coalition represent a variety
of businesses from different industries, which contribute to nearly half of New Zealand’s emissions. The group’s goal is to help New Zealand
transition to a low emissions economy and, in doing so, create a
positive future for New Zealanders, business and the economy.
Members of the Climate Leaders Coalition have signed a joint
Climate Change Statement, which commits their companies to
action and is the group’s first step in their drive for positive change.
By signing the statement, each of the business leaders have
committed to:
• measuring their greenhouse gas emissions and publicly
reporting on them;
• setting a public emissions reduction target consistent with
keeping within 2 degrees of warming;
• working with their suppliers to reduce their greenhouse gas
emissions;
• supporting the Paris Agreement and New Zealand’s
commitment to it; and
• supporting the introduction of a climate commission and
carbon budgets enshrined in law.
The Climate Leaders Coalition recognises the role that business
can play in bringing about change and demonstrates the significant
leadership direction being taken by businesses on the issue of
climate change.
OUR ENVIRONMENT
Conserve the Environment - Reducing our environmental footprint
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As part of our commitment to climate action, SKYCITY is also working towards achieving certification by the Certified Emissions Measurement and
Reduction Scheme (CEMARS) run by Enviro-Mark Solutions, a government-owned environmental certifications body in New Zealand. As part of
this process, SKYCITY is measuring, managing and formalising a reduction plan for our carbon emissions with the objective of keeping global
temperatures within 2 degrees of warming. This plan will be independently audited and verified under the CEMARS programme. As recommended
by the Task Force on Climate-related Financial Disclosures, we are also preparing disclosures on climate risks pending direction from the
publication of the Carbon Bill by the New Zealand Government in April 2019.
FY18 PERFORMANCE
A summary of our achievement against the goals, priorities and metrics for this pillar for the financial year ending 30 June 2018 (as set out in
SKYCITY’s 2017 annual report) is outlined in the table below, noting that:
• in 2018, we adopted the CEMARS programme to calculate our carbon footprint for the 2018 financial year and recalculate our carbon
footprint for the previous 2015–2017 financial years, with the following resulting changes in methodology and restatement of results:
o for our Queenstown sites, we used supplier measured data rather than estimated data for gas usage;
o for our Darwin site, different conversion factors for gas were used and gas data usage may change once supplier measured data for FY15–17
is received (which will replace estimated data); and
• our environmental data is measured per million dollars of revenue, excluding revenue from International Business.
PRIORITYRESULTS
General
Measure and establish baseline data for the
2015–2018 financial years for emissions,
energy, waste and water
Achieved – baseline data for emissions, energy, waste and water for FY15 - FY18 is set out
on page 50 of this annual report
Improve employee perception of SKYCITY
as being responsible with respect to the
environment
Achieved
• Improved staff awareness across the Auckland site around SKYCITY’s environmental
initiatives via our internal staff newsletter and intranet, including our waste management
initiatives (to coincide with Recycling Week in New Zealand), alternative transport options
and SKYCITY’s involvement in the Moo2Shampoo Recycling Project
• Opened a bike cage in the SKYCITY Auckland car park for staff (who cycle to work) to
securely store their bicycles – as part of the launch, cycling safety gear, backpack covers
and bells were given away to staff
• SKYCITY Auckland staff were offered an Auckland Transport HOP card to enable them
to enjoy free public transport for two weeks within Auckland
• Increased focus on carbon emissions and climate change action across all New Zealand
sites as a consequence of SKYCITY signing up to the Climate Leaders Coalition in
New Zealand
Carbon
Measure carbon footprint (scope 1 and 2)
by the end of FY18
Achieved
Measure carbon footprint (scope 3) by the
end of FY20
Achieved – our carbon footprint will be audited by CEMARS in FY19
10% reduction in scope 1 and 2 emissions
by the end of FY18
Achieved – 16% reduction in gas and electricity from FY15 baseline
30% reduction in total emissions by the end
of FY25
In progress
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PRIORITYRESULTS
Energy
3% energy reduction per year per dollar
revenue (from FY15 baseline)
Achieved – Electricity: 3% reduction each year from FY17 to FY18, FY16 to FY17 and
FY15 to FY16
Partially achieved – Gas: 1% reduction from FY17 to FY18, 5% reduction from FY16 to FY17
and 9% reduction from FY15 to FY16
Waste
40% reduction of waste to landfill by end of
FY25 (from FY15 baseline)
In progress
7% reduction per year in waste to landfill
per year per dollar revenue
Partially achieved – 13% reduction from FY17 to FY18, 6% reduction from FY16 to FY17
and 1% reduction from FY15 to FY16
Zero waste by end of FY30
In progress
Water
3% water use reduction per year per dollar
revenue
Partially achieved – 10% reduction from FY17 to FY18, 2% reduction from FY16 to FY17
and 9% increase from FY15 to FY16
HIGHLIGHTS
Moo2Shampoo Recycling Project – A New Zealand First
SKYCITY and Fonterra have partnered on a product stewardship
scheme that sees Anchor ‘light proof’ milk bottles which are used at
SKYCITY Auckland’s Sky Café recycled locally to produce the Puriri
amenities range for the SKYCITY Grand Hotel and SKYCITY Hotel in
Auckland. Product stewardship is a concept where whoever designs,
produces, sells or uses a product takes responsibility for minimising the
product’s environmental impact throughout all stages of the product’s
life cycle.
The empty Anchor milk bottles used at Sky Café are collected by
Anchor and delivered to Auckland-based plastics recyclers, Astron
Sustainability. There, the bottles are ground down to plastic beads which
are delivered to HealthPak to manufacture the Puriri bottles for
SKYCITY’s hotel amenities range. Once discarded by hotel guests, the
empty Puriri bottles are collected and recycled back into the cycle,
creating a continuous recycling loop – and life – for the Anchor
milk bottles.
The first batch of recycled Puriri bottles was presented to our customers
in November 2017. In its infancy, this is the first product stewardship
initiative of its kind between two New Zealand companies and will see
35,000 milk bottles recycled locally per annum. This innovative
partnership shows the possibility and power of businesses working
together to create shared solutions that reduce environmental impact.
Both SKYCITY and Fonterra are working towards Moo2Shampoo
achieving registration as a product stewardship scheme and
endorsement from the Ministry for Environment.
49SKYCITY ENTERTAINMENT GROUP LIMITED | SKYCITYENTERTAINMENTGROUP.COM
CORPORATE SOCIAL RESPONSIBILITY

Food Redirection and Recovery
SKYCITY’s Auckland and Hamilton sites have implemented a robust
food waste redirection and recovery programme. We have partnered
with both Kiwi Harvest and Kaivolution to donate food in accordance
with the Food Act 2014. This has resulted in the donation of 700kg of
food to charities through Kiwi Harvest since the programme began in
June 2016 and 2,250kg of food donated through Kaivolution since
March 2015.
Food that cannot be donated is collected from all SKYCITY Auckland
kitchens and commercially composted offsite to be used on
New Zealand soils to aid the horticulture industry. During the 2018
financial year, through the efforts of our kitchen teams, SKYCITY sent
500 tonnes of food waste to be commercially composted. This has led
to the implementation of compostable coffee cups and lids in all of our
Auckland outlets in addition to the phasing out of plastic straws to those
of compostable material where straws are required.
SKYCITY has presented and given tours to businesses interested in
their own food waste journey.
Playing Cards
Our playing cards, previously going to landfill, can now be recycled
through our waste service partners. This initiative will be rolled out
across all our sites during the coming year and will equate to 170 tonnes
of playing cards being recycled per annum.
SKYCITY Auckland's Executive Chef, Fiona Ruane, and her team take pride in SKYCITY's waste management initiatives
TOTAL CARBON FOOTPRINT (UNAUDITED)
Including Scope 1, Scope 2 and Scope 3 (per million dollar revenue)
34
35
36
37
38
39
40
33
32
31
30
29
28
FY15FY16FY17FY18
Total tCO2e per Million Dollar Revenue
ANNUAL REPORT | YEAR ENDED 30 JUNE 2018 50
CORPORATE SOCIAL RESPONSIBILITY

FY18 CARBON FOOTPRINT INVENTORY (UNAUDITED)
ELECTRICITY
67%
OTHER
1%
AIR TRAVEL
9%
WASTE
7%
NATURAL GAS
15%
LPG
1%
ENERGY
Electricity (kWh per million dollar revenue)
ELECTRICITY KWH
PER DOLLAR REVENUE
SKYCITY
AUCKLAND
SKYCITY
HAMILTON
SKYCITY
QUEENSTOWN
ADELAIDE
CASINO
SKYCITY
DARWIN
SKYCITY
GROUP
FY1583,159.82 110,939.85 42,855.98 74,215.03 121,223.52 88,315.12
FY16
78,158.29 107,768.05 31,899.73 77,157.74 125,359.27
85,664.30
FY1774,119.97 95,339.35 33,906.67 79,603.09 131,359.68 83,510.27
FY1873,795.90 85,453.30 25,944.78 73,266.51 125,755.39 80,596.77
% change FY15 to FY1811% decrease23% decrease39% decrease1% decrease4% increase9% decrease
Gas (kWh per million dollar revenue)
GAS KWH
PER DOLLAR REVENUE
SKYCITY
AUCKLAND
SKYCITY
HAMILTON
SKYCITY
QUEENSTOWN
ADELAIDE
CASINO
SKYCITY
DARWIN*
SKYCITY
GROUP
FY15 40,547.40 37,619.40 46,964.90 22,175.26 7,702.63 31,963.84
FY1635,204.18 37,983.55 47,579.36 21,322.23
8,211.80
29,198.18
FY17 32,190.98 30,690.76 58,599.21 22,465.88 8,786.38 27,629.49
FY18 32,381.34 27,539.59 57,854.38 20,757.29 9,630.46 27,416.80
% change FY15 to FY1820% decrease27% decrease23% increase 6% decrease25% increase14% decrease
*Gas data usage for FY15–17 is based on estimated data and not supplier measured data.
The following tables summarise our key environmental performance data for FY15 to FY18. In 2017, we undertook external assurance for the first
time of our FY17 environmental performance data (covering electricity and waste to landfill). In 2018, our FY18 performance data for Scope 1
GHG emissions from gas, Scope 2 GHG emissions from electricity and waste to landfill volume were audited. To help ensure our data systems and
targets are robust, in the coming year we are also preparing to have our baseline FY15 to FY17 data independently audited.
51SKYCITY ENTERTAINMENT GROUP LIMITED | SKYCITYENTERTAINMENTGROUP.COM
CORPORATE SOCIAL RESPONSIBILITY

EMISSIONS
Scope 1 Emissions from Gas
TCO2E (GWP) PER MILLION
DOLLAR REVENUE
SKYCITY
AUCKLAND
SKYCITY
HAMILTON
SKYCITY
QUEENSTOWN
ADELAIDE
CASINO
SKYCITY
DARWIN*
SKYCITY
GROUP
FY157.877.319.124.111.736.21
FY166.847.389.243.961.845.67
FY176.255.9611.384.171.975.37
FY186.295.3511.244.032.165.36
% change FY15 to FY1820% decrease27% decrease23% increase 2% decrease25% increase14% decrease
*Gas data usage for FY15–17 is based on estimated data and not supplier measured data.
Scope 2 Emissions from Electricity
TCO2E (GWP) PER MILLION
DOLLAR REVENUE
SKYCITY
AUCKLAND
SKYCITY
HAMILTON
SKYCITY
QUEENSTOWN
ADELAIDE
CASINO
SKYCITY
DARWIN
SKYCITY
GROUP
FY1511.5315.405.8839.3381.2227.60
FY1610.1313.944.1440.8983.9926.28
FY178.8511.394.0540.5886.0724.73
FY188.8210.213.1035.9080.4822.93
% change FY15 to FY1824% decrease34% decrease 47% decrease9% decrease1% decrease17% decrease
WATER
KL PER MILLION DOLLAR REVENUE
SKYCITY
AUCKLAND
SKYCITY
HAMILTON
SKYCITY
QUEENSTOWN
ADELAIDE
CASINO
SKYCITY
DARWIN
SKYCITY
GROUP
FY15513.39502.68Data not available311.841382.27608.90
FY16
519.24450.89Data not available337.861777.73
661.35
FY17531.29374.93Data not available354.001690.06646.01
FY18505.81354.27Data not available314.781379.52578.47
% change FY15 to FY181% decrease30% decreaseData not available1% increase0% 5% decrease
WASTE TO LANDFILL
TONNES PER MILLION DOLLAR
REVENUE
SKYCITY
AUCKLAND
SKYCITY
HAMILTON*
SKYCITY
QUEENSTOWN
ADELAIDE
CASINO
SKYCITY
DARWIN
SKYCITY
GROUP
FY153.881.89Data not available Data not available4.303.82
FY16
3.762.83Data not available Data not available4.22
3.77
FY173.502.54Data not availableData excluded4.173.53
FY182.872.50Data not availableData excluded4.323.08
% change FY15 to FY1826% decrease32% increaseData not availableData excluded1% increase19% decrease
*Increased waste from December 2015 to September 2016 and from December 2016 to February 2017 due to on-site refurbishments.
Scope Definitions
Through the CEMARS programme, SKYCITY must report all Scope 1, Scope 2 and Scope 3 emissions (unless deemed de minimis), where:
• Scope 1 emissions are direct emissions from sources owned or controlled by SKYCITY - for example, gas
(LPG and natural), fuel combustion from company vehicles, rental cars and leased fleet, and refrigerant and air conditioning systems;
• Scope 2 emissions are indirect emissions from electricity purchased by SKYCITY; and
• Scope 3 emissions are indirect emissions from sources not owned or controlled by SKYCITY but resulting from SKYCITY’s activities -
for example, travel (including short and long-haul air travel), waste sent to landfill and freight/couriers (for items exceeding 2kg).
ANNUAL REPORT | YEAR ENDED 30 JUNE 2018 52
CORPORATE SOCIAL RESPONSIBILITY

PRIORITY ISSUES
• Ethical and sustainable sourcing practices
• Supply chain transparency and traceability
• Local suppliers
METRICS/DISCLOSURES
• Responsible procurement strategy and performance
• Procurement activity supports the objectives of the Conserve the Environment pillar
• Reporting of adherence, audit results and outcomes
• Local vs international procurement spend
• Case studies on local suppliers and tangible community benefits
• Disclosure of risk relating to human rights and forced labour issues in supply chain
OUR SUPPLIERS
Source Ethically and Responsibly - Sourcing responsibly and locally
This pillar concerns the way SKYCITY leverages its relationships with other organisations to promote positive outcomes in areas of impact such
as anti-corruption, responsible political advocacy, fair competition and promoting social and environmental responsibility in our supply chain.
Positive outcomes can be achieved by providing leadership and promoting the adoption of social responsibility more broadly through the
organisation’s sphere of influence.
SKYCITY has approximately 4,030 key on-going suppliers across the Group, with a significant number of these being in the food and beverage
sector. As a major purchaser of goods and services (we spent over $271 million with a vast array of suppliers of goods and services in the financial
year ended 30 June 2018), SKYCITY has a significant opportunity to use its purchasing power to drive sustainability. Our approach is to focus on
the areas in which we can have the biggest impact in terms of minimising our carbon footprint and with respect to key vendors at high ongoing
expenditure levels. These areas include food, beverage, property and marketing portfolios in particular.
We adopted an Ethical Sourcing Code in 2016 to improve our indirect impact on society and the environment by carefully selecting and working
with our suppliers to ensure sustainable procurement. The Code outlines our alignment with the ten principles of the United Nations Global
Compact. It is not a compliance measure in itself, but asks that vendors provide voluntary acknowledgement of our commitment to the principles
of the Code. Through distribution of the Code, we hope to encourage our suppliers to improve their practices and to assist them in doing so,
hence improving the quality of life of the people we touch indirectly and contributing to the protection of the environment. In the past financial
year, we have continued to advance our leadership in supply chain sustainability by rolling out the Ethical Sourcing Code to current and new
suppliers across our sites via the onboarding process for new vendors.
FY18 PERFORMANCE
A summary of our achievement against the goals, priorities and metrics for this pillar for the financial year ended 30 June 2018 (as set out in
SKYCITY’s 2017 annual report and refined in SKYCITY’s 2017 Corporate Sustainability Report) is outlined in the table below:
PRIORITYRESULTS
Increased Dow Jones Sustainability Index
(DJSI) rating for “Supply Chain Management”
year on year
Achieved – rating increased to 58% in “Supply Chain Management” (up from 51%) in the DJSI
assessment (results released in September 2017)
By the end of FY18, all new vendors and
existing vendors across the Group have
received a copy of, and acknowledge their
voluntary commitment to support the
principles of, SKYCITY’s Ethical Sourcing
Code
Partially achieved - all new vendors are made aware of the Code at the time of onboarding
and SKYCITY has regularly communicated with all suppliers to reinforce the Code. As part
of a technology upgrade to our purchasing system in late 2018, all suppliers will be asked to
acknowledge their commitment to support the principles of the Code
53SKYCITY ENTERTAINMENT GROUP LIMITED | SKYCITYENTERTAINMENTGROUP.COM
CORPORATE SOCIAL RESPONSIBILITY

PRIORITYRESULTS
By the end of FY18, the vendor sustainability
assessment and auditing process will be
agreed across all SKYCITY sites
Achieved – the EcoVadis assessment and auditing process (as outlined below) was selected
By the end of FY18, vendors covering 70% of
New Zealand spend in key categories (food
and beverage, property and marketing) will
have undertaken the chosen sustainability
assessment and audit process
Partially achieved – of the 129 suppliers initially invited to undertake the EcoVadis
assessment/audit, 45 New Zealand-based suppliers (representing over $22 million or
approximately 60% of our annual food and beverage procurement spend in New Zealand)
have completed the process. Over the coming year, incorporating learnings from the initial
pilot, the assessment/audit will be extended to cover additional New Zealand suppliers and
our Australian suppliers
By the end of FY19, vendors covering 70% of
Group spend in key categories (food and
beverage, property and marketing) will have
undertaken the chosen sustainability
assessment and audit process
In progress - the EcoVadis assessment/audit will be extended to cover additional
New Zealand suppliers and our Australian suppliers
HIGHLIGHTS
Group Procurement Policy
At SKYCITY, we actively seek out ways to incorporate sustainability
criteria into our supply chain. During the last financial year, we launched
a Group-wide procurement policy to incorporate the key governing
principles of shareholder value, superlative experiences, community
benefit and corporate sustainability. Our intention is to source and
procure locally made and supplied products from Australasian owned
and operated businesses as a preference wherever possible. The new
policy drives greater rigour in the onboarding of new suppliers and
has an emphasis on supplier consolidation and ethical sourcing with
SKYCITY choosing the best mix of suppliers to meet its
business requirements.
Sustainable Supply Chain
In September 2017, we commenced a sustainable supply chain
assessment pilot initiative with 129 of our key suppliers in New Zealand.
As part of this, we engaged an external provider, EcoVadis, to audit and
rate our suppliers against an industry-tailored set of environmental,
social and governance criteria and our suppliers were invited to fill out
an online questionnaire and provide evidence to support their actions
and policies across each criterion. A supplier who completes the
assessment receives a rating scorecard that shows areas where they are
achieving good practice and areas where they may need to improve.
We can therefore identify critical risks and begin a dialogue with our
suppliers with a view to improving sustainability performance over time.
As noted earlier, 45 suppliers have completed the assessment/audit
and we will continue to roll out the process to suppliers across the
SKYCITY Group.

Tuna Supplier Review
During the financial year, SKYCITY completed an investigation of tuna
suppliers for its New Zealand operations and established that all
suppliers were operating in accordance with laws within their local
jurisdictions, under strict licences and quotas, with most product being
line caught aside from a small percentage (6% of our total tuna supply)
which is farmed.
SKYCITY sources tuna from New Zealand, Fiji and Mexico and has a
stringent approach to selecting suppliers, many of whom are long term,
trusted partners to our business who have been subject to the careful
due diligence of our procurement team, with ethical sourcing being an
important consideration.
Corporate Social Responsibility Committee Showcase
Throughout the year, at our Auckland site, the employee-led Corporate
Social Responsibility Committee held a series of events highlighting the
objectives sitting behind each pillar of SKYCITY’s corporate social
responsibility framework and outlining ways in which employees could
get involved and support initiatives.
Our procurement, purchasing and supply chain areas have a strong
focus on corporate social responsibility as they are the first point of
contact with the suppliers that provide the products and services
purchased on behalf of SKYCITY.
During the week-long event in Auckland, the SKYCITY Procurement
team was encouraged by the level of interest from employees in
understanding where we procure from and that the SKYCITY Ethical
Sourcing Code is a fundamental part of the procurement and supply
chain at SKYCITY.
ANNUAL REPORT | YEAR ENDED 30 JUNE 2018 54
CORPORATE SOCIAL RESPONSIBILITY

CHALLENGES
Our current procurement system does not categorise country of origin
by each product line. As part of a major information technology
upgrade project, we will be able to categorise items in more detail,
including country of origin, from late 2018. In the interim, the SKYCITY
Procurement team has identified ways to manually capture this
information, allowing us to modify procurement practices where
required to support our new Group Procurement Policy.
We continue to focus on obtaining a clearer picture of our suppliers’
supply chains to ensure they align with our Ethical Sourcing Code and
new suppliers are asked about their supply practices prior to becoming
an approved supplier of the company. However, the scope and
geographic spread of our supply chain, and also the wide variety of
suppliers we engage with, creates challenges for embedding the Ethical
Sourcing Code and ensuring our suppliers are doing more than
acknowledging their commitments. Our suppliers are very diverse,
ranging from small localised family businesses to global multinationals.
In some cases, our suppliers are very small operators and they have few
resources to provide detailed information about their policies and
sustainability and governance approaches. In other cases, we have had
long-standing agreements with suppliers, but have never engaged them
before on sustainability issues. As we manage these issues more closely,
we will have the opportunity to deepen our engagement with our
suppliers on the Ethical Sourcing Code. A key way that we will do that into
the future is to undertake supplier sustainability assessments and audits.
Whilst we have made good progress in our supply chain practices to date,
we recognise that more focus and attention is required to achieve our
objectives. We are committed to increasing the clarity around our goals,
priorities and metrics for this pillar.
A living wall at SKYCITY Auckland
55SKYCITY ENTERTAINMENT GROUP LIMITED | SKYCITYENTERTAINMENTGROUP.COM
CORPORATE SOCIAL RESPONSIBILITY

ANNUAL REPORT | YEAR ENDED 30 JUNE 2018 56
INDEPENDENT LIMITED ASSURANCE STATEMENT

Robert Alvarez and Maluatai Ale from the SKYCITY Auckland Property Services Team
57SKYCITY ENTERTAINMENT GROUP LIMITED | SKYCITYENTERTAINMENTGROUP.COM

FOR THE YEAR ENDED 30 JUNE 2018

SKYCITY Entertainment Group Limited is committed to maintaining the
highest standards of corporate behaviour and responsibility and has
adopted governance policies and procedures reflecting this.
In establishing its governance policies and procedures, the SKYCITY
Board has adopted eleven governance parameters as the cornerstone
principles of its corporate governance charter as set out in the
company’s Board Charter (available in the Governance section of the
company’s website at www.skycityentertainmentgroup.com).
As a New Zealand company listed on the Australian and New Zealand
stock exchanges, these cornerstone principles, detailed below and
on the following pages, reflect the Listing Rules and Corporate
Governance Code of NZX Limited (NZX), the Listing Rules of ASX
Limited (ASX), the Corporate Governance Principles and
Recommendations (Third Edition) of the ASX Corporate Governance
Council, and the New Zealand Financial Markets Authority’s Corporate
Governance Principles and Guidelines.
SKYCITY is listed as a ‘Foreign Exempt Listing’ on the ASX. The ASX
Foreign Exempt Listing category is based on a principle of substituted
compliance recognising that, for secondary listings, the primary
regulatory role and oversight rest with the home exchange and the
supervisory regulator in that jurisdiction. As a company with ASX
Foreign Exempt Listing status, SKYCITY is not required to comply
with ASX Listing Rule 4.10, which requires entities to include certain
prescribed information in their annual reports, or the Corporate
Governance Principles and Recommendations (Third Edition) of the
ASX Corporate Governance Council. Notwithstanding, SKYCITY has
included all the information required under ASX Listing Rule 4.10 in this
annual report and followed a majority of the recommendations set by
the ASX Corporate Governance Council, in addition to all the
corporate governance principles set out in the NZX’s Corporate
Governance Code, during the financial year ended 30 June 2018.
In addition, as mentioned above, the cornerstone principles set out in
SKYCITY’s Board Charter (available in the Governance section of the
company’s website at www.skycityentertainmentgroup.com) continue
to reflect the principles in the Corporate Governance Principles and
Recommendations (Third Edition) of the ASX Corporate
Governance Council.
1. ROLES AND RESPONSIBILITIES OF THE BOARD AND
MANAGEMENT
SKYCITY’s procedures are designed to:
• enable the Board to provide strategic guidance for the company
and effective oversight of management;
• clarify the respective roles and responsibilities of Board members
and senior executives in order to facilitate Board and management
accountability to both the company and its shareholders; and
• ensure a balance of authority so that no single individual has
unfettered powers.
The Board Charter details the Board’s role and responsibilities.
The Board establishes the company’s objectives, the major strategies
for achieving those objectives and the overall policy framework within
which the business of the company is conducted, and monitors
management’s performance with respect to these matters.
The Board is also responsible for ensuring that the company’s assets
are maintained under effective stewardship, that decision-making
authorities within the organisation are clearly defined, that the letter
and intent of all applicable company and casino laws and regulations
are complied with, and that the company is well managed for the
benefit of its shareholders and other stakeholders.
Specific responsibilities of the Board include:
• oversight of the company, including its control and accountability
procedures and systems;
• appointment, performance, and removal of the Chief Executive
Officer;
• confirmation of the appointment and removal of the senior
executive group (being the direct reports to the Chief Executive
Officer);
• setting the remuneration of the Chief Executive Officer and
approval of the remuneration of the senior executive group;
• approval of the corporate strategy and objectives and oversight of
the adequacy of the company’s resources required to achieve the
strategic objectives;
• approval of, and monitoring of actual results against, the annual
business plan and budget (including the capital expenditure plan);
• review and ratification of the company’s systems of risk
management and internal compliance and control, codes of
conduct and legal compliance; and
• approval and monitoring of the progress of capital expenditures,
capital management initiatives, acquisitions and divestments.
The Board has responsibility for the affairs and activities of the
company, which in practice is achieved through delegation to the Chief
Executive Officer and others (including SKYCITY appointed directors
on subsidiary company boards) who are charged with the day-to-day
leadership and management of the company. The Board maintains a
formal set of delegated authorities that details the extent to which
employees can commit the company. These delegated authorities are
approved by the Board and are subject to annual review by the Board.
The Chief Executive Officer also has the responsibility to manage and
oversee the interfaces between the company and the public and to act
as the principal representative of the company.
Each director and senior executive has a written agreement with the
company setting out their terms of appointment and responsibilities.
2. STRUCTURE THE BOARD TO ADD VALUE
Board effectiveness requires the efficient discharge of the duties
imposed on the directors by law and the addition of value to
the company.
59SKYCITY ENTERTAINMENT GROUP LIMITED | SKYCITYENTERTAINMENTGROUP.COM
CORPORATE GOVERNANCE STATEMENT

To achieve this, the SKYCITY Board is structured to:
• have a sound understanding of, and competence to deal with,
the current and emerging issues of the business;
• effectively review and challenge the performance of management
and exercise independent judgement; and
• assist in the selection of candidates to stand for election by
shareholders at annual meetings.
Board Composition and Skills Matrix
As at 30 June 2018, the Board comprised seven non-executive
directors. Biographical details of individual directors are set out on
pages 18 and 19 of this annual report.
The Board ensures that it is of an effective composition and size to
adequately discharge its responsibilities and duties and to add value to
the company’s decision-making.
In order to meet these requirements, the Board membership comprises
a range of skills and experience to ensure that it has a proper
understanding of and competence to deal with the current and
emerging issues of the business, to effectively review and challenge the
performance of management, and to exercise independent judgement.
The areas of expertise and experience determined by the Board as
being the key competencies required to meet these objectives were
most recently agreed by the Board in May 2018 and include:
• gaming industry experience and understanding;
• understanding of Asia and Asian consumers;
• local market knowledge of Auckland;
• local market knowledge of Adelaide;
• local market knowledge of Darwin;
• government relations;
• public relations and communications;
• investment banking;
• property and real estate acumen;
• hospitality industry experience and understanding;
• legal;
• finance and accounting;
• mathematical fluency;
• human resources;
• occupational health and safety;
• marketing;
• digital capability and exposure;
• corporate social responsibility; and
• millennial understanding.
In June 2018, Board members completed a self-assessment survey to
identify the Board’s overall competency in relation to the above areas of
expertise and experience. The results of the survey are set out in the
table below – where 1 indicates low competency and 5 indicates high
competency. Details of individual expertise and experience of the
directors are set out on pages 18 and 19 of this annual report.
Appointment
The Board has established the Governance and Nominations
Committee to:
• identify and recommend to the Board suitable persons for
nomination as members of the Board and its committees (taking
into account such factors as experience, qualifications, judgement,
and the ability to work with other directors);
3.29
3.00
2.86
3.71
3.14
3.71
3.43
3.57
2.86
2.86
2.71
3.71
3.71
3.86
3.57
3.14
4.00
3.86
3.71
3.57
0.000.501.001.502.002.503.003.504.004.505.00
Gaming
Digital
Asian Consumers
Hospitality/Tourism
Millennials
CSR
Marketing
Auckland
Hamilton
Adelaide
Darwin
Govt Relations
PR & Comms
Investment Banking
Property
Law
Accounting
Mathematical Fluency
Human Resources
Health & Safety
Average Rating
DIRECTOR COMPETENCIES
ANNUAL REPORT | YEAR ENDED 30 JUNE 2018 60
CORPORATE GOVERNANCE STATEMENT

• annually review the overall composition and structure of the Board
and its committee memberships and, if appropriate, the removal of
a director from the Board and/or its committees;
• monitor the succession and rotation of Board and committee
members;
• monitor the outside directorships and other business interests of
directors with a view to ensuring independence/no conflicts of
interest, and director capability and time availability to effectively
undertake the requirements of their SKYCITY Board and
committee positions;
• monitor related parties, conflicts of interest, and independence
issues;
• ensure that potential candidates understand the role of the Board
and the time commitment involved when acting as a member of
the Board;
• oversee the evaluation of the Board; and
• review the Board’s succession planning.
External consultants are engaged to access a wide base of potential
candidates and to review the suitability of candidates for appointment.
The procedures for the appointment and removal of directors are
prescribed in the company’s constitution, which, amongst other things,
requires all potential directors to have satisfied the extensive probity
requirements of each jurisdiction in which the company holds
gaming licences.
Subject to satisfaction of the probity requirements, the Board may
appoint directors to fill casual vacancies that occur or to add persons to
the Board up to the maximum number (currently 10) prescribed by the
constitution. If the Board appoints a new director during the year, that
person will stand for election by shareholders at the next annual
meeting. Shareholders are provided with relevant information on any
candidate standing for election in the company’s notice of meeting.
Directors are appointed under the company’s Terms of Appointment
and Reference for Directors and Board Charter (both available
in the Governance section of the company’s website at
www.skycityentertainmentgroup.com) for a term of three years and
subject to re-election by shareholders in accordance with the
rotation requirements of NZX and ASX and as prescribed in the
company’s constitution.
Director Independence
The Board Charter and the company’s constitution require that the
Board contains a majority of its number who are independent directors.
SKYCITY also supports the separation of the role of Board chairperson
from the Chief Executive Officer position. The Board Charter requires
the Board chairperson and (where appointed) deputy chairperson to be
independent directors and prohibits the company’s Chief Executive
Officer from filling either of these roles.
Directors are required to ensure all relationships and appointments
bearing on their independence are disclosed to the Governance and
Nominations Committee on a timely basis. In determining the
independence of directors, the Board has adopted the definition of
independence set out in the NZX Main Board Listing Rules and has
taken into account the independence guidelines as recommended in
the ASX Corporate Governance Council’s Corporate Governance
Principles and Recommendations (Third Edition) (ASX Independence
Guidelines).
At its June 2018 meeting, the Board reviewed the status of each
director in accordance with the definition of independence set out in
the NZX Main Board Listing Rules and taking into account the ASX
Independence Guidelines and determined that all current
non-executive directors were independent at the balance date.
Access to Information and Advice
New directors participate in an individual induction programme,
tailored to meet their particular information requirements.
Directors receive regular reports and comprehensive information on
the company’s operations before each Board and committee meeting
and have unrestricted access to any other information they require.
Senior management is also available at and outside each meeting to
address queries.
Directors are expected to maintain an up-to-date knowledge of the
company’s business operations and of the industry sectors within which
the company operates. Directors are provided with updates on industry
developments and undertake training and regular visits to the
company’s key operations. The Board also undertakes periodic
educational trips to observe and receive briefings from other
companies in the gaming and entertainment industries.
Directors are entitled to obtain independent professional advice (at the
expense of the company) on any matter relating to their responsibilities
as a director or with respect to any aspect of the company’s affairs,
provided they have previously notified the Board chairperson of their
intention to do so.
Indemnities and Insurance
The company provides a deed of indemnity in favour of each director
and member of senior management and provides professional
indemnity insurance cover for directors and executives acting in good
faith in the conduct of the company’s affairs.
Board Committees
The Board has four formally appointed standing committees – the Audit
and Risk Committee, Governance and Nominations Committee,
Remuneration and Human Resources Committee and Corporate Social
Responsibility Committee.
The members of each of these committees are non-executive directors
and the non-executive directors of the Board appoint the chairperson
of each committee.
The current members and chairperson of each of these committees,
and their respective qualifications and experience, are set out on pages
18 and 19 of this annual report and in the People section of the
company’s website at www.skycityentertainmentgroup.com.
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Each of these committees operates under a formal charter document as agreed by the Board. Each charter sets out the role and responsibilities
of the relevant committee and is available in the Governance section of the company’s website at www.skycityentertainmentgroup.com.
Each committee charter and the performance of each committee are subject to formal review by the Board on an annual basis.
Meeting Attendance
The following table shows attendances at Board and committee meetings by directors during the financial year ended 30 June 2018, during which
seven Board meetings were scheduled:
APPOINTMENT
TO OFFICE
BOARD
SCHEDULED
BOARD
UNSCHEDULED
BOARD
TOTAL
AUDIT AND
RISK
(1)
REMUNERATION
AND HUMAN
RESOURCES
GOVERNANCE
AND
NOMINATIONS
CORPORATE
SOCIAL
RESPONSIBILITY
NUMBER OF MEETINGS HELD 7 3 10 5 8 1 3
Rob Campbell 25 June 2017 7 3 10 5 8 1 3
Bruce Carter 12 October 2010 7 3 10 4 1 1 –
Brent Harman 18 December 2008 7 3 10 – 8 1 –
Sue Suckling 9 May 2011 7 2 9 2 3 1 3
Richard Didsbury 20 July 2012 7 3 10 – 1 1 3
Jennifer Owen 5 December 2016 7 3 10 5 1 1 –
Murray Jordan 5 December 2016 7 2 9 – 8 1 –
Chris Moller
(2)
18 December 2008 3 2 5 3 4 1 1
(1) The Audit and Financial Risk Committee was renamed the Audit and Risk Committee on 8 February 2018.
(2) Chris Moller retired as a director effective 31 December 2017.
3. INTEGRITY, ETHICAL BEHAVIOUR AND DIVERSITY
For SKYCITY, it is important to be a good corporate citizen, whilst
operating a sustainable and successful business model. SKYCITY expects
its Board, management and employees to act in accordance with the
company’s values, policies and legal obligations and actively promotes
ethical and responsible behaviour and decision-making by:
• clarifying and promoting observance of its guiding values; and
• clarifying the standards of ethical behaviour required of company
directors and key executives (that is, officers and employees who have
the opportunity to materially influence the integrity, strategy and
operations of the business and its financial performance) and
encouraging the observance of those standards.
Training and information on the company’s values, policies and legal
obligations are provided to all employees on induction and continually
throughout their time at SKYCITY.
Corporate Social Responsibility
To help the company define its responsibilities and the effectiveness of its
activities, SKYCITY maintains operational supervision of its Corporate
Social Responsibility (CSR) activities through management as well as
governance-level oversight through the Board’s Corporate Social
Responsibility Committee. This Committee directs all the company’s
commitment to care activities and is responsible for developing and
maintaining SKYCITY’s CSR policies.
The Corporate Social Responsibility Committee focusses on the five
pillars of the company’s CSR strategy, which are described in further
detail on pages 31 to 55 of this annual report together with details
of SKYCITY’s CSR activities.
Code of Business Practice
The Corporate Social Responsibility Committee is responsible for
monitoring the organisational integrity of business operations to ensure
the maintenance of a high standard of ethical behaviour. This includes
ensuring that SKYCITY operates in compliance with its Code of Business
Practice (available in the Governance section of the company’s website at
www.skycityentertainmentgroup.com), which sets out the guiding
principles of its relationships with stakeholder groups such as regulators,
shareholders, suppliers, customers, community groups and employees.
Compliance with the Code of Business Practice is monitored through
education and notification by individuals who become aware of any
breach. In addition, all senior managers are required annually to provide a
confirmation to the company that to the best of their knowledge all
business matters undertaken within their areas of responsibility have
been conducted in accordance with the Code of Business Practice.
Trading in Securities
The company maintains a Securities Trading Policy (available on
the company’s website at www.skycityentertainmentgroup.com) for
directors and employees that sets out guidelines in respect of trading
in, or giving recommendations concerning, the company’s securities,
including derivatives of such listed securities.
Details of any securities trading by directors or executives who are
subject to the company’s Securities Trading Policy are notified to the
Board. In addition, directors and officers of the company must comply
with the disclosure obligations under subpart 6 of the New Zealand
Financial Markets Conduct Act 2013 and the NZX Main Board Listing
Rules and formally disclose their SKYCITY shareholdings and other
securities holdings to the NZX and, consequently, ASX within
prescribed timeframes.
ANNUAL REPORT | YEAR ENDED 30 JUNE 2018 62
CORPORATE GOVERNANCE STATEMENT

Conflicts of Interest
SKYCITY expects its directors and employees to avoid conflicts of interest in their decisions and to avoid any direct or indirect interest, investment,
association, or relationship which is likely to, or appears to, interfere with the exercise of their independent judgement.
Where conflicts of interest may arise (or where potential conflicts of interest may arise), directors must formally advise the company or, in the case
of an employee, their manager about any matter relating to that conflict (or potential conflict) of interest.
Gaming Prohibition
Directors and employees are not permitted to participate in any gaming or wagering activity at SKYCITY operated properties.
Diversity and Inclusion
Each year, SKYCITY’s Board sets measurable objectives to promote diversity and inclusion. At the end of each financial year, these objectives are
reviewed along with the company’s progress in achieving them. SKYCITY performed well against the measurable objectives set by the Board for
the year ended 30 June 2018 (as reported in the company’s 2017 annual report) as follows:
OBJECTIVEPROGRESS MADE
Continue to strive to ensure strong female
candidates are identified in the recruitment
process for all Board and senior executive
roles
Recruitment briefs for the Board recruitment process during the past financial year explicitly
specified that SKYCITY required female candidates to be identified wherever possible.
Recruitment briefs for senior leadership recruitment process explicitly specified that SKYCITY
require female candidates to be identified wherever possible.
In the past financial year, two female senior executive appointments have been made to the
positions of Chief Marketing Officer and General Counsel and Company Secretary, each
reporting to the Chief Executive Officer.
Continue to review gender pay equality and
deliver an organisation-wide programme that
removes any risk of bias or inequality
SKYCITY continues to monitor and report on remuneration outcomes by gender to ensure pay
equality. The annual salary review resulted in an average increase for female salaried employees
of 2.22% and an average increase for male salaried employees of 2.19%.
SKYCITY also conducted analysis of remuneration across the managerial hierarchy and
vertically through a function within the organisation. The analysis identified that there are no
indications of gender bias operating across like positions.
While our analysis has identified no evidence of a gender driven pay gap across like positions,
we remain focussed on increasing the representation of women in senior roles across the
business through a gender balanced talent pipeline.
Maintain Rainbow Tick certification for our
New Zealand sites and membership of Pride
in Diversity in Australia to reiterate our
commitment to our lesbian, gay, bi-sexual,
transgender, takatapui and intersex
employees
Rainbow Tick certification was achieved for each of our Auckland, Hamilton and Queenstown sites.
Our Adelaide and Darwin sites have maintained Pride in Diversity membership and collaborated
to develop a training programme on LGBTI inclusion to be delivered to the Senior Leadership
Team during the 2019 financial year.
Monitor the participation of under-
represented groups in our leadership training
and talent programmes
During the past financial year, 193 staff attended one or more of the internal leadership
development modules - 45% of whom were female and 55% of whom were male.
In addition, 48% of participants in the internal talent management programme were female.
SKYCITY continues to achieve strong Asian, M�ori and Pasifika representation in its internal
leadership development modules with 50% of participants in the emerging leaders programme
identifying as Asian and 17% identifying as either M�ori or Pasifika.
Of the participants in SKYCITY’s middle management leadership development programme,
37% identified as Asian and 13% identified as either M�ori or Pasifika.
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OBJECTIVEPROGRESS MADE
Deliver talent and development programmes
that assist under-represented groups to
maximise their potential
Several programmes were delivered during the past financial year which supported staff from
underrepresented groups to thrive and develop their potential at SKYCITY:
• the ‘Winning Women’ professional development series was launched in March 2018;
• one senior woman participated in the Global Women Breakthrough Leadership
Programme and five women participated in the Activate Leadership programme;
• in partnership with Indigenous Growth Limited, SKYCITY launched Tahuna te Ahi,
its M�ori leadership programme;
• three Pasifika employees commenced in the Niu Pasifika leadership programme; and
• SKYCITY continued its sponsorship of the New Zealand Asian Leaders Forum.
SKYCITY also continued to offer its Work Choices planned retirement programme which
provided support to three employees who transitioned into retirement in 2018.
Establish a diversity council structure and
encourage the formation of a range of diverse
communities who may identify areas of
opportunity or need and develop appropriate
solutions to support such communities
The framework and supporting structure for a Diversity and Inclusion Council was developed
during the past financial year.
Several employee resource groups have been established, including SKYCITY Pride, Tahuna te
Ahi, Women in Technology and Winning Women.
Undertake a programme of cultural
intelligence assessment and training for senior
executives and senior managers and provide
unconscious bias training for directors and
senior executives
The SKYCITY Board and members of the Senior Leadership Team participated in unconscious
bias training during the past financial year. The Senior Leadership Team and other senior
managers also participated in Rainbow Tick training.
SKYCITY participated in the Deloitte Inclusion Survey which was conducted in partnership with
Global Women.
Deliver a programme which educates
employees and management in supporting
mental health awareness
Workshops were delivered to coincide with Mental Health Awareness Week, which have
assisted in encouraging conversation about issues associated with mental health.
Gender Breakdown
The gender composition of the company’s directors, officers, senior executives and total workforce as at 30 June 2018 and 30 June 2017 was
as follows:
FEMALEMALETOTAL
2018
NUMBER%NUMBER%
Directors229%571%7
Officers343%457%7
Senior Executives 440%660%10
Total Workforce2,73748% 2,95052% 5,691
FEMALEMALETOTAL
2017
NUMBER%NUMBER%
Directors225%675%8
Officers233%467%6
Senior Executives 330%770%10
Total Workforce2,73048% 2,95652% 5,686

In the above tables:
• ‘officers’ are the Chief Executive Officer and those directly reporting to the Chief Executive Officer, other than the Executive Assistant;
• ‘senior executives’ are those directly reporting to the Chief Executive Officer, other than the Executive Assistant, and those who are a site
General Manager; and
• the ‘total workforce’ number does not specify those who identify as gender diverse.
ANNUAL REPORT | YEAR ENDED 30 JUNE 2018 64
CORPORATE GOVERNANCE STATEMENT

4. SAFEGUARD THE INTEGRITY OF THE COMPANY’S
FINANCIAL REPORTING
The Board is responsible for ensuring that effective policies and
procedures are in place to provide confidence in the integrity of the
company’s financial reporting.
The Audit and Risk Committee has responsibility for oversight of the
quality, reliability, and accuracy of the company’s internal and external
financial statements, the quality of the company’s external result
presentations, its internal control environment and risk management
programmes, and for its relationships with its internal and
external auditors.
The Audit and Risk Committee and the Board undertake sufficient
inquiry of the company’s management and the company’s internal and
external auditors in order to enable them to be satisfied as to the
validity and accuracy of the company’s financial reporting. The Chief
Executive Officer and the Chief Financial Officer are required to
confirm in writing that the annual and interim financial statements
present a true and fair view of the company’s financial condition and
results of operations, and comply with relevant accounting standards.
The Audit and Risk Committee oversees the independence of the
company’s internal and external auditors and monitors the scope and
quantum of work undertaken and fees paid to the auditors for non-audit
services. The Committee has adopted an External Audit Independence
Policy that sets out the framework for assessing and maintaining
audit independence.
The Committee has formally reviewed the independence status of
PricewaterhouseCoopers and is satisfied that its objectivity and
independence is not compromised as a consequence of non-audit work
undertaken for the company.
PricewaterhouseCoopers has confirmed to the Committee that it is not
aware of any matters that could affect its independence in performing
its duties as auditor of the company.
Fees paid to PricewaterhouseCoopers during the financial year ended
30 June 2018 are set out in note 5 to the financial statements. Fees for
audit and tax compliance work for the financial year ended
30 June 2018 represent 59% of total PricewaterhouseCoopers fees.
5. TIMELY AND BALANCED DISCLOSURE
The Board is committed to ensuring timely and balanced disclosure of
all material matters concerning the company to ensure compliance with
the letter and intent of the NZX and ASX Listing Rules such that:
• all investors have equal and timely access to material information
concerning the company, including its financial situation,
performance, ownership and governance; and
• company announcements are factual and comprehensive.
SKYCITY believes high standards of reporting and disclosure are
essential for proper accountability between SKYCITY and its investors,
employees and stakeholders.
The company is committed to promoting investor confidence by
providing timely and balanced disclosure of all material matters relating
to SKYCITY and its subsidiaries (SKYCITY Group). The company
maintains a Market Disclosure Policy (available in the Governance
section of the company’s website at www.skycityentertainmentgroup.
com) for directors and employees that sets out guidelines in respect of
the company’s continuous disclosure obligations. The Policy is designed
to ensure that SKYCITY:
• satisfies the requirements of the New Zealand Financial Markets
Conduct Act 2013, Australian Corporations Act 2001, NZX Main
Board Listing Rules and ASX Listing Rules;
• meets its disclosure obligations in a way that allows all interested
parties equal opportunity to access information;
• meets stakeholders’ expectations for equal, timely, balanced and
meaningful disclosure; and
• provides guidance on the processes to ensure compliance.
The company is also committed to presenting its financial and key
operational performance results in a clear, effective, balanced and
timely manner to the stock exchanges on which the company’s
securities are listed, and to its shareholders, analysts and other market
commentators, and ensures that such information is available on the
company’s website.
Jo Wong, General Counsel, is Company Secretary and the Disclosure
Officer for SKYCITY Entertainment Group Limited and is responsible
for bringing to the attention of the Board any matter relevant to the
company’s disclosure obligations. The Company Secretary is also
accountable directly to the Board, through the chairperson of the
Board, on all matters to do with the proper functioning of the Board.
6. RESPECT AND FACILITATE THE RIGHTS OF
SHAREHOLDERS
The company’s shareholder communications strategy is designed to
facilitate the effective exercise of shareholder rights by:
• communicating effectively with shareholders;
• providing shareholders with ready access to balanced and
understandable information about the company and corporate
proposals; and
• facilitating participation by shareholders in general meetings of
the company.
The company achieves this by:
• ensuring that information about the company (including its
corporate governance framework, media releases, current and past
annual reports, dividend histories and notices of meeting) is
available to all shareholders in the Investor Centre section of the
company’s website at www.skycityentertainmentgroup.com;
• posting stock exchange announcements in the Investor Centre
section of the company’s website promptly after they have been
disclosed to the market;
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• giving shareholders the option to receive communications from,
and send communications to, the company and its security registry,
Computershare, electronically;
• engaging in a programme of regular interactions with institutional
investors, shareholder associations and proxy advisers;
• promoting two-way interaction with shareholders, by encouraging
shareholders to attend general meetings of the company and
making appropriate time available at such meetings for
shareholders to ask questions of directors and management.
Each year, in the company’s notice of meeting, shareholders are
invited to submit questions to the company prior to the annual
meeting to enable the company to aggregate the main themes of
the questions asked and respond to them at the annual meeting.
Representatives of the company’s external auditors are also invited
to attend the company’s annual meeting to answer any shareholder
questions concerning their audit and external audit report; and
• ensuring that continuous disclosure obligations are understood and
complied with throughout the SKYCITY Group.
7. RECOGNISE AND MANAGE RISK
The company maintains a risk management framework for the
identification, assessment, monitoring and management of risk to the
company’s business.
SKYCITY maintains an independent, centrally-managed Group Risk
function which evaluates and reports on risks and controls across the
Group. Management is required to report to the Audit and Risk
Committee and Board on the effectiveness of the company’s
management of its material business risks at least annually.
The Audit and Risk Committee approves the assurance plan, with
results and performance of the organisation’s risk and controls regularly
reviewed by both the Committee and the external auditors. The Chief
Executive Officer and the Chief Financial Officer are required to
confirm in writing to the Audit and Risk Committee at least annually that
the statement in respect of the integrity of the company’s financial
statements referred to above is founded on a sound system of risk
management and internal control which aligns to the policies of the
Board, and that the company’s risk management and internal control
systems are operating efficiently and effectively in all material respects.
The most recent confirmations were provided by the Chief Executive
Officer and Chief Financial Officer in August 2018.
The company maintains business continuity, material damage and
liability insurance cover to ensure that the earnings of the business are
well protected from adverse circumstances.
SKYCITY’s ability to create and preserve value for its shareholders
requires the successful execution of its business strategy. Risks
influencing its ability to do this, including SKYCITY’s material exposure
to economic, environmental and social sustainability risks, if any, and
how it manages or intends to manage those risks, are outlined on pages
11 to 13 of this annual repor t .
8. PERFORMANCE EVALUATION
Evaluation of the Board and its Committees
The Board and committee charters require an evaluation of the Board
and its committees’ performance on an annual basis. The Governance
and Nominations Committee determines and oversees the process for
evaluation, which includes assessment of the role and responsibilities,
performance, composition, structure, training and membership
requirements of the Board and its committees.
A self-evaluation questionnaire was completed by each of the directors
and select management in December 2017 for the purpose of
evaluating the Board’s performance. The findings of the review were
discussed at the Board’s February 2018 meeting.
Evaluation of Senior Management
The Board undertakes the performance review of the Chief Executive
Officer and reviews the performance outcomes of those reporting
directly to that position in accordance with the company’s performance
review procedures. In the case of the Chief Executive Officer, the
review generally involves a formal response/feedback process at both
the half year and full year. In the case of each senior executive, the
review involves a formal response/feedback process between the
Chief Executive Officer and each senior executive.
9. REMUNERATE FAIRLY AND RESPONSIBLY
Remuneration Governance
The Remuneration and Human Resources Committee is the main
governing body for setting remuneration policy across the SKYCITY
Group and develops the remuneration framework and policies for
Board approval.
The responsibilities of the Remuneration and Human Resources
Committee are outlined in the Remuneration and Human Resources
Committee Charter (available in the Governance section of the
company’s website at www.skycityentertainmentgroup.com), which is
reviewed annually by the Board.
The Remuneration and Human Resources Committee oversees the
management of the human resources activities of the company, the
senior management structure, senior executive performance,
remuneration and incentive plans, and succession planning. It also seeks
to assist the Board to ensure that the company’s remuneration policies
and practices reward fairly and responsibly with a clear link to the
company’s strategic objectives and corporate and individual
performance. The Remuneration and Human Resources Committee is
also responsible for annually reviewing non-executive director fees.
The Board-approved Remuneration and Human Resources Policy
Statement (available in the Governance section of the company’s
website at www.skycityentertainmentgroup.com) recognises that to
achieve its business objectives SKYCITY needs high quality, committed
people. The aim of the Policy is, therefore, to attract, retain and
motivate high-calibre executives capable of achieving the objectives
ANNUAL REPORT | YEAR ENDED 30 JUNE 2018 66
CORPORATE GOVERNANCE STATEMENT

of the company and encourage superior performance and creation of
shareholder value.
The guiding principles that underpin SKYCITY’s remuneration policies
are to:
• be market competitive at all levels to ensure the company can
attract and retain the best available talent;
• be performance-oriented so that remuneration practices recognise
and reward high levels of performance and to avoid an entitlement
culture;
• provide a significant at-risk component of total remuneration which
drives performance to achieve company goals and strategy;
• manage remuneration within levels of cost efficiency and
affordability; and
• align remuneration for senior managers with the interests of
shareholders.
A range of market data and specific benchmarking reports are used to
ensure market relativity of senior executive positions, including research
and reports from independent remuneration consultants. Each year, the
Remuneration and Human Resources Committee reviews changes in
remuneration laws and practices and market trends to ensure the
company’s practices are appropriately aligned.
During the financial year ended 30 June 2018, there were two material
changes to SKYCITY’s remuneration policies:
• the Policy on Non-Executive Director Remuneration was amended
to allow the company to seek shareholder approval for increases
to the total non-executive director fee pool on an annual basis.
In previous years, the company has sought shareholder approval
for increases to the non-executive director fee pool on an ad-hoc
basis. However, going forward, the company intends to seek
shareholder approval for increases to the fee pool on an annual
basis to more closely align non-executive director remuneration
with market movements, with the intention of benchmarking
SKYCITY’s non-executive director remuneration against a
comprehensive comparator group every three years to ensure
market competitiveness to attract and retain qualified, highly
capable directors; and
• a transitional short term incentive plan was implemented in respect
of the financial year ended 30 June 2018 for employees holding
group executive and senior management positions in substitution
of previous short term incentive cash arrangements to better align
those employees’ interests with the short term performance goals
of the company and the interests of shareholders, as well as
provide them with the opportunity to share in the success of the
company. Further details of the transitional short term incentive
plan are outlined on pages 70, 71 and 75 of this annual report.
SKYCITY’s remuneration strategy and policies are based on a “pay for
performance” philosophy. The Board has reviewed the structure of
SKYCITY’s incentive schemes for the financial year ending
30 June 2019 to ensure they are competitive and effective to enable
the company to attract and retain the leadership and talent required to
drive business strategy and financial performance in the interests of
shareholders. Any subsequent change to the company’s remuneration
strategy and/or policies will continue to reflect SKYCITY’s “pay for
performance” philosophy and drive shareholder value.
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CORPORATE GOVERNANCE STATEMENT

REMUNERATION OF SKYCITY NON-EXECUTIVE DIRECTORS AND GROUP EXECUTIVES
This section details the company’s approach to remuneration frameworks,
outcomes and performance for the following non-executive directors and
group executives for the financial year ended 30 June 2018:
NAMEPOSITIONTERM
Non-Executive Directors
Rob CampbellChairman
Director
Part Year
Full Year
Bruce Carter Deputy ChairmanFull Year
Richard DidsburyDirector Full Year
Brent Harman Director Full Year
Sue Suckling Director Full Year
Jennifer OwenDirectorFull Year
Murray JordanDirectorFull Year
Former Non-Executive Director
Chris Moller Chairman Part Year
Group Executives
Graeme StephensChief Executive OfficerFull Year
Michael AhearneChief Operating Officer Part Year
Rob Hamilton Chief Financial Officer Full Year
Claire WalkerGeneral Manager
Human Resources
Full Year
Liza McNallyChief Marketing OfficerPart Year
Simon JamiesonGeneral Manager NZICCFull Year
Glen McLatchieChief Information Officer Full Year
Jo WongGeneral Counsel and
Company Secretary
Full Year
Former Group Executives
John MortensenGroup Chief Operating
Officer
Part Year
Sonya CrosbyChief Innovation Officer Part Year
Peter TreacyGroup General Manager
Corporate Services and
Chief Risk Officer
Part Year
The following key changes to the Board and group executive team
occurred during the financial year ended 30 June 2018:
Non-Executives Directors
Chris MollerRetired as Board Chairman and a
director effective from 1 January 2018
Rob Campbell Appointed as Chairman effective from
1 January 2018
Group Executives
Michael AhearneAppointed as Chief Operating Officer effective
from 11 December 2017
John MortensenResigned as Group Chief Operating Officer
effective from 1 January 2018
Sonya CrosbyResigned as Chief Innovation Officer effective
from 6 January 2018
Simon JamiesonAppointed as a direct report to the Chief
Executive Officer and assumed responsibility for
the company’s health and safety function effective
from 17 January 2018
Jo Wong Appointed as a direct report to the Chief
Executive Officer and assumed responsibility for
the company’s regulatory affairs and anti-money
laundering functions effective from 19 January
2018
Liza McNallyAppointed as Chief Marketing Officer effective
from 22 January 2018
Peter Treacy Resigned as Group General Manager Corporate
Affairs and Chief Risk Officer effective from
20 April 2018
Non-Executive Directors
Shareholders at the annual meeting determine the total remuneration
available to the company’s non-executive directors. At the 2014 annual
meeting, shareholders approved, effective from 1 July 2014, a total
remuneration amount for non-executive directors of $1,365,000 per
annum (plus GST, if any).
The following table outlines the non-executive directors’ fees (exclusive
of GST, if any) for the Board and its committees as at 30 June 2018:
POSITION
FEES (PER
FINANCIAL YEAR)
BoardChairperson
Deputy Chairperson
Non-Executive
Director
$275,000
$157,500
$126,000
Audit and Risk CommitteeChairperson
Member
$35,000
$15,000
Remuneration and Human
Resources Committee
Chairperson
Member
$35,000
$15,000
Corporate Social
Responsibility Committee
Chairperson
Member
$25,000
$15,000
All non-executive directors are members of the Governance and
Nominations Committee and receive no additional fees for this
Committee.
The Board Chairman does not receive separate fees for the Board
committees that he sits on.
ANNUAL REPORT | YEAR ENDED 30 JUNE 2018 68
DIRECTOR AND EMPLOYEE REMUNERATION

The company’s Policy on Non-Executive Director Remuneration
(available in the Governance section of the company’s website at
www.skycityentertainmentgroup.com) sets out a framework for
SKYCITY to attract and retain qualified, highly capable directors from a
pan-Australasian talent pool for the purpose of driving value and
maintaining the highest standards of corporate governance on behalf of
shareholders. The Policy is reviewed annually to take account of
changing market, industry and economic circumstances as well as
developing organisational requirements. The guiding principles that
underpin the Policy are that:
• non-executive director remuneration will be regularly
benchmarked against external comparator markets to ensure it is
broadly in line with that payable in other large publicly-listed
companies in Australasia; and
• the incremental accountability and commitment that accompanies
specific roles will be recognised in the company’s non-executive
director remuneration structure.
The Remuneration and Human Resources Committee is responsible for
making recommendations to the Board annually on non-executive
director remuneration changes. The Board seeks shareholder approval
for any proposed increase to the total remuneration pool under the
Policy on Non-Executive Director Remuneration.
In accordance with practice, at its May 2018 meeting, the Board
reviewed SKYCITY’s current total non-executive director remuneration
pool and Board and committee fees against a comparator group and
available data on board fee movements in both New Zealand and
Australia. Given comparable director fees have increased over the
last four years since the last shareholder approved increase to the
company’s total non-executive director remuneration pool in 2014,
the Board resolved to seek shareholder approval at the company’s
upcoming 2018 annual meeting of shareholders on 19 October 2018
for a 5% increase to the total remuneration pool for the financial year
ending 30 June 2019 to allow for targeted fee increases to the
Chairman, Deputy Chairman, non-executive director and Chair of the
Corporate Social Responsibility Committee roles, as well as the
appointment of an additional non-executive director – full details of
which are set out in the company’s 2018 Notice of Meeting.
As part of the Board’s review process, Ernst & Young was engaged
to benchmark the market positioning of SKYCITY’s Board and
committee fees and provide recommendations on changes to fees.
An executive summary of Ernst & Young’s findings is available in
the Governance section of the company’s website at
www.skycityentertainmentgroup.com.
In addition to directors’ fees, non-executive directors may also receive
remuneration for additional services provided to the company outside
of their capacities as directors of the company at the discretion of the
Board and subject to the maximum remuneration amount which has
been approved by the shareholders of the company.
REMUNERATION OF DIRECTORS
Remuneration paid to, and other benefits received by, non-executive
directors for services in their capacity as directors of the company
during the financial year ended 30 June 2018 are as listed below:

The figures shown are gross amounts and exclude GST where applicable.
(1) Chris Moller retired as a director effective 31 December 2017.
(2) Rob Campbell was appointed as Chairman of the Board effective 1 January 2018.
(3) Brent Harman retired as Chairman of the Remuneration and Human Resources
Committee effective 31 December 2017.
(4) Murray Jordan was appointed Chairman of the Remuneration and Human Resources
Committee effective 1 January 2018.
(5) Being premiums paid to SKYCITY’s health insurance provider during the
period for the relevant director, who received the benefit of a health insurance plan
that SKYCITY offers to all of its employees (either at no cost or at a discounted rate).
In addition to remuneration paid for services in their capacity as
directors of the company, SKYCITY:
• meets the expenses incurred by directors in relation to company
matters, which are incidental to the performance of their duties,
including travel;
• paid a total of $13,200.00 (plus GST) to Richard Didsbury during
the financial year ended 30 June 2018 in connection with
consultancy services provided by him in relation to the New
Zealand International Convention Centre development and
Adelaide Casino redevelopment projects, which were provided
as additional services outside of his capacity as a director of the
company; and
• paid a total of $13,200.00 (plus GST) to Murray Jordan during
the financial year ended 30 June 2018 in connection with
consultancy services provided by him in relation to the New
Zealand International Convention Centre development and
Adelaide Casino redevelopment projects, which were provided
as additional services outside of his capacity as a director of the
company.
BOARD AND
COMMITTEE FEES OTHER
Chris Moller
(1)
$137,500.00
Rob Campbell
(2)
$208,000.00
Bruce Carter $192,500.00
Brent Harman
(3)
$151,000.00 $4,120.86
(5)
Sue Suckling $151,000.00 $2,060.60
(5)
Richard Didsbury $141,000.00
Jennifer Owen $141,000.00
Murray Jordan
(4)
$151,000.00
69SKYCITY ENTERTAINMENT GROUP LIMITED | SKYCITYENTERTAINMENTGROUP.COM
DIRECTOR AND EMPLOYEE REMUNERATION