Chair and MD address at Spark’s 2018 Annual Meeting

Spark New Zealand Limited
ARBN 050 611 277 Spark City, 167 Victoria Street West, Private Bag 92028, Auckland, New Zealand


MARKET RELEASE
2 November 2018

Chair’s Address and Managing Director’s Review delivered at
Spark New Zealand Limited’s 2018 Annual Meeting, Spark City,
Auckland at 10:00am on 2 November 2018

Chair’s Address (Justine Smyth)
On behalf of the Board, leadership and people of Spark, it is my pleasure to report to
shareholders on Spark’s progress over the year, and to talk a little about strategic
direction over the next three years.

As you know, this is my first Annual Meeting of shareholders as your Board Chair,
and I would like to start by saying how proud I am to be in this position. The Board
and all Spark people are acutely aware of the importance of our products and
services to New Zealanders, as digital connectivity becomes fundamental in so many
areas of life. We take this responsibility seriously.

As our shareholders, we know you care deeply about Spark doing the right thing –
both in terms of sustainable growth and operations, but also when it comes to how
we treat our customers, wider stakeholders and how we contribute to New Zealand
society. We are determined to live up to your expectations.

Over the course of FY18 we saw the continuation of two big trends affecting our
business: the insatiable demand for our services, and customers expecting more for
less, putting continuing pressure on margins. To illustrate this: data consumption
over the financial year increased by 60% on our mobile network (including wireless
broadband) and by 30% on our fixed broadband network, but our revenue only
increased by 1%.

At the same time, the decline in legacy businesses – primarily landline and managed
data - meant we had to make up more than $80m of operating earnings before we
could get into growth.

In this context, the financial year to 30 June 2018 was a solid performance for
Spark.

We saw continued growth in mobile and in cloud services over the year, and this
more than offset the declines from our legacy products. Spark was the only mobile
operator to grow mobile revenues, connections and ARPU in FY18. Our wireless
broadband product - which is now in more than 116,000 homes and businesses - is
helping to improve margins in a very challenging broadband market.

Spark New Zealand Limited
ARBN 050 611 277 Spark City, 167 Victoria Street West, Private Bag 92028, Auckland, New Zealand


We are excited about future wireless technologies – such as 5G – and the
opportunities these will bring Spark. Simon will be speaking in more detail about 5G
and its importance, not only to Spark but to New Zealand as a whole.

While we are very pleased with growth in both mobile and in cloud services, we
know our customers will continue to demand more for less in the future – and so
Spark must address this trend by driving hard to further reduce operating costs.
Crucially, we can’t do this at the expense of the customer experience, so our
approach is less about trimming back what we offer and instead on transforming it
through digitisation and automation. We’re now doing some very exciting things in
this space, which Simon will expand on shortly.

Our strong performance and clear strategy for ongoing growth both create a solid
platform for FY19 and today I can reaffirm earnings and dividend guidance for the
financial year ended 30 June 2019 including:
• EBITDA guidance of $1.025 billion to $1.055 billion, excluding dividends
received from our investment in Southern Cross and impacts from adoption of
new accounting standards; and
• Dividend guidance of 25 cents per share - at least 75% imputed.

As shareholders, you may have heard either from us directly or through the news
media – about Spark undergoing a big programme of change as we adopt Agile ways
of working.

Agile is one of those terms that is used a lot in business. It can describe a lot of
different things – and has a lot of associated jargon and misconceptions. I’m not
going to bombard you all with jargon today. But I did want to briefly talk about what
Agile ways of working mean for how Spark is organised and how we operate, and to
touch on the three big reasons we have gone down this route and why we believe it
will give us a significant and enduring competitive advantage.

For Spark, Agile means we’ve replaced the traditional hierarchical structure with
smaller, self-managing teams. These teams are made up of people with different
skillsets and backgrounds – for example you might have a marketing person in the
same team as a developer, a customer experience specialist, a network specialist
and a product designer.

Each team is working towards a specific customer outcome, whether it be developing
a new product, such as our recently released “unplan” broadband offer, or improving
an existing product or customer journey.

Because all the skills needed to deliver for customers are in the one team, we can
bring things to market more quickly – there’s no need to hand things over from one
team to another. The flat structure means they are empowered to move ahead and
achieve the desired customer outcome with less time spent escalating issues and
more time spent dealing with them.

A key feature of Agile is that teams bring products to market quickly – at what we
call the “minimum viable product” stage – which essentially means a product has

Spark New Zealand Limited
ARBN 050 611 277 Spark City, 167 Victoria Street West, Private Bag 92028, Auckland, New Zealand


enough features to be workable for customers but is not fully polished. The team
then monitors customer use and feedback and improves it from there. This is the
only way Spark can keep up with the pace of technological change and the customer
demands that come with it.

Our fully Agile teams are supported by both our customer-facing teams, and teams
with specialist skills -such as finance, and legal - who are deployed as needed.

So why have we gone down this route?

First, the world is changing fast and the technology industry in which we operate is
changing faster than most. We need to speed up how we bring new products and
services to market. Already in our Agile structure we’re seeing things that used to
take many months being delivered in a few weeks.

Second, our success – and that of many other businesses – is increasingly defined
by the quality of the digital customer experience. The Agile approach is to bring a
product to market at an early stage then shape and improve it based on customer
feedback, insights and data - so it helps us embed customer centricity into what we
do every single day.

Finally, it’s become clear to us that the traditional, hierarchical model of
management will not work for the workplace of the future. If we want to attract the
best people – and to get the best out of them - we need a model that encourages
collaboration, allows talent to flourish and gives people a true sense of
empowerment and purpose in their work. Agile teams all work towards a central
purpose and can see clearly how what they are doing contributes to it. We are
already seeing the benefits of this, with our employee net promoter score lifting by
nine points since September 2017, despite all the disruption caused by our Agile
transformation.

The transition to Agile was a timely opportunity to review our high-level strategic
goals – making tweaks where we felt they were needed - and to think deeply about
what we wanted for our company culture.

Behind me is our refreshed “Plan on a Page”, which brings together our purpose,
goals, strategies, and values. This captures what we want to achieve, how we’ll
achieve it, and who we want to “be” as we go about achieving it.

Spark’s strong performance and growth path have given us an excellent foundation
to build from when it comes to planning for the next three years – allowing us to be
aspirational for our business and for New Zealand.
This is perfectly captured by our new purpose: to help all of New Zealand win big in
a digital world. Our purpose sets out the impact we want to have on the lives of our
customers, and how we want to enable success for the whole country.

Crucially, it talks about all of New Zealand winning big. We chose that word “all”
carefully and deliberately – we don’t want any New Zealander left behind in the
digital world. And we have put in place programmes like Spark Jump – which gives
subsidised broadband to low-income households – to help address this.

Spark New Zealand Limited
ARBN 050 611 277 Spark City, 167 Victoria Street West, Private Bag 92028, Auckland, New Zealand


Our five key goals set out what we want to achieve:
• We want to get above a plus thirty net promotor score – or NPS - on every
measure. To give some context to this, the NPS is calculated by asking
customers or stakeholders to rate our performance and whether they would
recommend us on a scale of 1 to 10. To be regarded as a promotor, a
customer must rate us either a 9 or a 10. If they rate us 7 or 8 they are
regarded as “neutral” and the ratings don’t count towards the final score. A
rating of 6 and below is regarded as a “detractor” and those scores are
subtracted from the promotor score. I’m going into detail on this because I
want to reinforce how tough it is for us to get an NPS above 30. This is a
clear way of ensuring we are providing our customers a world-class digital
customer experience. We want to be so good, customers can’t help but
recommend us.
• We want to have NZ’s most loved digital brands. We’re definitely moving in
the right direction here with improvement in recent years in almost all
rankings, but we have some big names to overtake.
• With New Zealand’s best data network, it makes sense we should have the
lion’s share of the broadband and mobile market. Within the next three years,
we want to hold and then grow our market share of all data connections to
maintain more than 42% market share.
• EBITDA margin is our key metric to track our financial performance and our
goal is to reach more than 30%. In such a tough market this will not be easy
– and would place us amongst the world’s most efficient telco businesses -
but we are tracking in the right direction and are confident we can get there.
• Our last goal is to be a recognised leader in sustainability. This is about
ensuring our business is set up for long-term and sustainable growth -
protecting your investment, while doing the right thing by our people, our
communities and our environment.

Backing up these goals are a set of strategies:
• Being digital first: designing customer journeys for digital channels first,
supporting our customers as they go down these journeys, and supporting
our business customers to do the same.
• Embed agile at scale: ensuring we are using this new model to become
truly customer centric, faster to market and the best place in New Zealand to
work.
• Grow key markets: this means continuing to grow in the markets that are
most valuable to us – for example mobile, cloud and security. It also means
investing in future growth areas such as the internet of things and media and
entertainment.
• Extend cost leadership: This will be achieved through continued
simplification, digitisation and automation.

Spark New Zealand Limited
ARBN 050 611 277 Spark City, 167 Victoria Street West, Private Bag 92028, Auckland, New Zealand


• Lead on sustainability: in line with our goals, we are creating active plans
across our business to reduce our environmental footprint and serve our
customers in a socially responsible manner.
Everything we do should tee up to one of these pillars – they guide all of us when we
make decisions.

They are underpinned by our foundations: New Zealand’s best converged data
networks and digital services capability and a top-decile, inclusive and diverse
organisational culture

Our organisational culture is underpinned by all of us, including the board, the
leadership squad and all Spark people, living by our four values:
• Whakamana: we empower
• Matomato: we succeed together
• Tūhono: we connect
• Māia: we are bold
These values drive our focus on diversity and inclusion.

Diversity and inclusion has become a bit of a catch phrase, but in Spark we describe
it quite simply: we want every single person who works here to feel they can bring
their whole self to work.

We are focused on this not for any commercial imperative, but because it is simply
the right thing to do. However, we also know it is the right thing to do for business.
There is an established body of research showing a diverse board and leadership, in
terms of gender, ethnicity, age and background – where the processes are in place
to turn diversity into diverse thought - produces better decision-making and better
business outcomes.

I’m proud that the Spark board now has an equal balance in terms of gender and is
made up of people from very different professional backgrounds – and we are all
committed to diversity, both on the Spark board and in New Zealand governance
more generally.

However, I also look forward to the day when having a gender balance on your
board – and having a female chair - isn’t something we’re “proud” of, because it is
so normal, and I personally am committed to driving towards that in New Zealand.

FY18 was another strong year for Spark, and we are clear on our company’s
direction: both the challenges, of which there are many, but also the opportunities,
which there are far more of in a world where technology is becoming indispensable.

We have considerable strength in our brand and culture, and we believe Agile gives
us a big competitive advantage.

We are committed to long-term growth of your investment and to running a
successful and sustainable business – both in financial and non-financial terms. It is
through this that Spark will help all of New Zealand win big in a digital world.

Spark New Zealand Limited
ARBN 050 611 277 Spark City, 167 Victoria Street West, Private Bag 92028, Auckland, New Zealand


Managing Director’s Review (Simon Moutter)

Thank you, Justine, and good morning everyone.

You’ve heard from Justine about the solid progress Spark has made over the year,
and the huge change the business has undergone as we transitioned to Agile ways of
working – which we believe has set us up for future success. As Justine outlined, we
are now working to a very clear purpose, which sets out how we believe we can
contribute to New Zealand society as we work to build the value of your investment,
and we have aligned our three-year goals, strategic pillars, foundations and values
with that purpose.

This morning I would like to speak in a bit more detail about two crucial enablers of
Spark’s future success and the achievement of our goals: the opportunity offered by
5G, which has the potential to transform digital business models; and the
groundbreaking work we’re doing in digitisation, automation and artificial
intelligence.

5G – or the fifth generation of wireless technology – will transform the way we all
communicate, conduct business, and live. It will provide us with a network that is
smarter, faster and cheaper to use than the one we have today. And it will transform
our world from one where we are connecting people to each other and to the
internet, to a world where we are connecting almost anything.

For Spark, 5G will drive the next evolution of our business. 4G created opportunities
for better services and new revenue streams that we hadn’t considered before the
network was in operation – such as our wireless broadband product - and we believe
this will also be true for 5G technology. I could talk all day to you about what 5G
might deliver. Things such as support for autonomous vehicles and virtual reality are
often given as examples. But the truth is, it’s likely to pave the way for products and
services we haven’t even thought of yet.

What we do know is the deployment of 5G will be critical to ensuring our country’s
infrastructure and economy keeps up with the rest of the world, by opening up
possibilities for a new generation of digital business models.

Several markets around the world are already pushing ahead with 5G networks.
Britain and South Korea are targeting deployment in 2019 and in the USA AT&T is
expected to be the first company to launch a 5G mobile network later this year.
Verizon has already announced a proprietary variant of the industry-standard 5G.

Clearly, we want New Zealand to be in line with other developed countries when it
comes to rolling out this new technology. We certainly do not want to be left behind.

Spark’s planning for a 5G network began some time ago. We were the first network
operator in New Zealand to deploy 4.5G technology, starting mid-2016, as a
pathway to 5G. 4.5G uses a combination of technologies to improve mobile speeds
and capacity – and this helped us to understand how a big increase in bandwidth can
be catered for through the rest of our network.

Spark New Zealand Limited
ARBN 050 611 277 Spark City, 167 Victoria Street West, Private Bag 92028, Auckland, New Zealand


In March this year we carried out New Zealand’s first outdoor 5G test in Wellington,
followed by an indoor trial in Auckland the following month. We will be testing in the
rural town of Te Aroha by the end of the year. These tests help us to look at speeds,
coverage and the performance parameters of spectrum we’ll be using for 5G.

We see 5G as an evolution of our existing 4G and 4.5G services. We will initially
deploy it as an overlay on the existing mobile network and then extend it to meet
demand.

Traffic on Spark’s 4G network is almost doubling every year. We predict that by
2020-21 it will be far more logical to invest in 5G, which provides us with additional
capacity at a lower incremental cost, than further expanding our 4G network.

Spark is already making decisions that are contingent on securing additional 5G
spectrum and we are having to make those decisions in the absence of any clear
policy on when that spectrum will be available or in what bands.

When it comes to initial 5G deployment, the frequencies known as C-Band and
mmWave are the most referenced bands globally. We are confident these will be
important parts of the New Zealand 5G ecosystem in the near term. Down the track
we will also need a low-frequency band to deploy 5G into rural areas as this
spectrum can transmit over longer distances.

I won’t get into the technical details of each of these spectrum bands today, but if
anyone does wish to know more about them, or about 5G more generally, Spark has
published a briefing paper on the subject which is available on our website.

Suffice to say we are encouraging the Government to make clear policy decisions on
what spectrum will be available, and when, for 5G services in New Zealand. In
particular, the Government should move to allocate the C-Band and mmWave bands
as soon as possible, to ensure 5G services can be up and running in time for the
2020-21 America’s Cup in Auckland as an international showcase opportunity.
Australia will auction its C-band spectrum this month. If we don’t start to make
spectrum policy decisions quickly we will be left behind in the race to 5G by our close
neighbours, and many other countries around the world that have already got on
and auctioned this spectrum off. We are encouraged by Minister Faafoi’s comments
yesterday that allocation of spectrum is on track for 2020, but want to emphasise
how important sticking to this timeline is.

I can’t stress this enough: the policy settings created by Government are
fundamental to the performance of our sector and to the transformative impacts it
can have on New Zealand’s social and economic progress. If I look at where we are
in the fixed market, with policy settings changing what feels like every couple of
years, it’s a stark reminder of what we must avoid in mobile. Seven years after we
started deploying fibre, spending over a billion dollars of taxpayer money, we’re still
selling 30mbps fibre services that are slower than what the copper network can
provide, while in Singapore – which started their fibre network only a few years
before us - they’re selling services measured in Gbps.

There’s no innovation in our fibre markets at all, and that’s because we have the
policy settings wrong. The wholesale price we pay for fibre services is way too high

Spark New Zealand Limited
ARBN 050 611 277 Spark City, 167 Victoria Street West, Private Bag 92028, Auckland, New Zealand


and the retail prices we charge don’t allow for anything like an acceptable margin.
Let me tell you now – the retail price for fibre services will start increasing and it is
going to keep increasing because the wholesale prices we pay are going to increase
every year from now on. It’s a massive missed opportunity for our industry and for
our country that we can’t repeat with 5G.

On the subject of 5G, there has been some media discussion recently on New
Zealand’s stance towards Chinese technology companies such as Huawei when it
comes to building 5G networks. While ultimately this is a matter for the New
Zealand Government, let me share with you Spark’s perspective.

Huawei is currently a partner with Spark providing technology for our 3G and 4G
mobile networks – in particular, the Radio Access Network or RAN, which is the
equipment located at cell sites that transmits and receives cellular signals to and
from our customers’ mobile devices. We use other partners such as Cisco and
Ericsson for processing and customer authentication technology within our mobile
network core, which is often regarded as the “brains” of the network.

We have found Huawei to be a very good mobile RAN provider for Spark – they’re a
world leader in mobile technology, they’re very responsive to our requirements and
have provided good commercial value. Although we have yet to make decisions on
our 5G technology partners, based on their track record with us, we see no reason
why Huawei should not be among the vendors we consider inviting to the
process. And we would hope that our Government would not preclude them from
being considered without incontrovertible evidence their technology presents
security risks that the comprehensive security management tools we employ in our
networks cannot mitigate.

Today, we can confidently say that New Zealand’s mobile networks, mobile services
and mobile prices are world-class. We are ranked 2nd in the GSMA’s Global Mobile
Connectivity Index, which covers 163 countries. We have three nationwide 4G
mobile networks – the same number the United States will shortly have. The
performance of these networks is above OECD averages, with below-average
prices. This is despite all the challenges of providing mobile services to a small
population base, spread thinly across a country with terrain that makes the
economics of network delivery very challenging.

To ensure we can continue to deliver world-class performance for our customers, we
need to maximise all the opportunities we can leverage from a world of rapid
technological change. Any government decisions that restrict the ability of Spark
and the other mobile network operators to make the technology choices that work
best for each operator and their respective customers, risks limiting our ability to
deliver and ultimately delaying the delivery of 5G technology to New Zealanders.

Just as 5G will transform the services and products we can offer our customers in
the future, our work in digitisation, automation and artificial intelligence will allow us
to transform the experience we offer customers using those products and services.
This work is already well underway.

Spark New Zealand Limited
ARBN 050 611 277 Spark City, 167 Victoria Street West, Private Bag 92028, Auckland, New Zealand


Over the past 18 months, we’ve had an intense programme of work to analyse
customer journeys and redesign each journey for digital channels first. Part of this
means offering customers far more and far better self-service options.

Already we’re seeing the results. The number of calls coming into our call centre
reduced by a quarter in FY18 compared to the previous year; the number of
customers using our self-service channels increased by 15% to 840,000; and Net
Promotor Scores – which as Justine discussed are our primary measure of
satisfaction – have increased.

We have also started using virtual assistants or chatbots to assist our customer
service teams. This technology does a great job answering the more basic enquiries,
freeing up our people to deal with complex customer problems.

Since we launched our virtual assistants in August 2017 they have had more than
750,000 customer interactions. One of the key things we measure with chatbots is
the percentage of customer queries they resolve themselves, rather than referring
the customer to one of our human agents. Over the course of October this year, our
Spark Virtual Assistant, who we call Ivy, resolved around 40% of the customer
questions that came her way – which means Ivy did the work of approximately 43
full time staff members in that month. Because she is intelligent and is constantly
being taught by our front line teams how to do things better, we can expect that
resolution rate to keep improving.

We’ve also had a big programme of work looking at where automation and artificial
intelligence can improve things for customers and make our processes more efficient
in parts of the business outside of customer service. Again, this frees up our people
for work where having a human involved can add real value.

To date we have built 52 of these ‘bots’ or artificial intelligence applications, which
automate business tasks and processes across a diverse range of areas from security
to fibre provisioning to IT operations.

I thought it would be appropriate to introduce you to a few of these new colleagues
of ours.

Fibre Bot, logs managed customer orders with fibre companies. In his online profile
Fibre Bot describes his role as ‘speeding up customer new, change or remove
internet requests by taking details out of the Spark order systems and logging them
directly with fibre companies. He says “I’m an insomniac so perform this around the
clock, 7 days a week.” Fibre Bot has been decorated for his work, taking out ‘best
robotic process automation bot for customer experience' at the Intelligent
Automation Awards in Sydney back in March.

Pluto: loves the internet and is wildly passionate about keeping our customers
connected via digital devices on our Public and Corporate Wifi network. At any time
of the day you can find him zooming around collecting Wifi connectivity data across
different platforms, testing access points, resetting devices and running line tests
with Chorus.

Spark New Zealand Limited
ARBN 050 611 277 Spark City, 167 Victoria Street West, Private Bag 92028, Auckland, New Zealand


Verity: ensures that our bi-monthly server security patching goes smoothly. She
performs activities before, during and after patching across 700 servers to ensure
they all are updated, restart safely and are in a healthy state for the next business
day. If anything goes wrong and she can’t fix it herself, she sends an alarm to one
of her human colleagues so they get on to it.

I won’t go through all 52 of them but suffice to say each is doing an important task
for customers and for our business.

Fundamental to us being able to deliver our programme of digitisation, automation
and artificial intelligence – and deliver it so quickly - was the four-year programme
of reengineering that saw us completely rebuild our IT stack.

As you know, we completed this in 2016, and we now work with a world-cla ss
technology platform. This, combined with our transition to Agile ways of working,
has enabled us to work at speed to bring new forms of digitisation and automation to
our customers.

Even I have been blown away by how quickly we’ve been able to move in this space.
To have 52 bots from a standing start in November 2017 is pretty phenomenal.
Especially when you consider we expect to have 100 bots working for Spark by the
end of the financial year.

Spark is now a New Zealand leader in artificial intelligence, or AI. We have 16 people
dedicated to automation software development. These people work with data and
analytics specialists to make intelligent automation and data driven decisions within
the business. In total around 160 people are working in this space.

Their work is driving a number of different initiatives, from simple automations to
cognitive and conversational AI. We are using machine learning and “natural
language processing” – which is essentially programming computers to understand,
learn and process language in the way a human does. Spark is also working across
multiple working groups in New Zealand’s AI forum – a not-for -profit, non-
governmental group which developing processes and principles to enable adoption of
AI in New Zealand.

What has also struck me is to extent to which our people have embraced this change
– and are pushing for us to go faster.

Just as Spark people have seen the value in Agile ways of working, they are also
enthusiastic about the opportunity to improve and speed up processes for our
customers. They are also very focused on giving the repetitive, low-value work to
bots so they can instead focus on more complex and challenging problems.

We are very aware that the rise of artificial intelligence does mean some jobs will
disappear. We’re not shying away from this issue or the responsibility Spark and
other New Zealand organisations have to ensure our people have the opportunity to
upskill and continue doing meaningful work – and we will continue to engage with
both government and with other large businesses to think about how we manage
this change so no one is left behind.

Spark New Zealand Limited
ARBN 050 611 277 Spark City, 167 Victoria Street West, Private Bag 92028, Auckland, New Zealand


However, I see daily examples of Spark employees thinking creatively about how
their work could be made more efficient through the use of technology, and how
they can add more value to Spark and our customers – both consumers and
businesses. Equally we are seeing increasing numbers of people coming into our
business who have retrained in software and app development after starting out in
other careers.

Behind me you will see photos of two of our people who have done exactly that:

Mark Annas started out working for Spark in Customer Service. He took the
opportunity to join the fibre team when it launched and he became a fibre expert. He
was constantly looking for better ways to process customer orders, and this led him
to work on the development of Fibre Bot, who I introduced to you earlier.

The other picture you see here is Julia Niall, who works in our Lightbox team. Julia
was previously a Spanish teacher but decided she wanted to move into app
development, so she signed up to a programming bootcamp and learned to code. We
hired her straight after this retraining to be one of our stars in app development for
Lightbox.

We are in an industry where if you stand still you are going backwards, and so after
a big year of internal change we are looking at how we can use the competitive
advantage we have from our Agile model and world-class technology to continue
Spark’s growth trajectory, and build the technology New Zealand needs to truly
embrace the digital world and all it can offer. Moving forward at pace on our 5G
pathway will be crucial to this. So will using the benefits of digitisation, automation
and artificial intelligence to offer our customers a faster, easier, better experience.


- ENDS –
For media queries, please contact:
Lucy Fullarton
Communications Partner
+64 (0) 21 070 6197

For investor relations queries, please contact:
Dean Werder
General Manager Finance and Business Performance
+64 (0) 27 259 7176

---

CHAIR’S
ADDRESS

PROGRESS
INFY18
Insatiable demand for services
Customers want more for less
Decline in legacy businesses
Focus on growth areas: mobile, cloud, security
Future technologies
Reducing cost while improving customer experience
BIG TRENDS
HOW WE’RE RESPONDING

AGILE
‘Boxes and lines’
less important,
everyone is a ‘doer’
Teams built around
e2e accountability
Quick changes,
flexible resources
Leadership
provides direction
and enables action
A BITABOUT
AGILE
TOP-DOWN HIERARCHY

WHY THISBIG
CHANGE?
Speed to market
Customer centricity
Employee engagement

TO HELPALL OF
WIN BIGIN A DIGITAL WORLD
NEW ZEALAND

MANAGING
REVIEW
DIRECTOR’S

THE 5G
REVOLUTION

THEPAT H WAY
TO 5G
Spark network timeline

DECISIONS
ON
NEEDED
SPECTRUM
Potential 5G bands identified by government

TRANSFORMING
THE
EXPERIENCE
DIGITAL
Business customers
using “walk me” self-
service tutorials
6,000+
Virtual assistant chat
interactions since launch
in August 2017
750,000+
Year on year reduction
of calls into consumer
contact centres
1,250,000(24%)
YoY Increase in consumer
chat interactions (as at
end of FY18)
77%
Increase in consumer
and small business
market NPS in the year
+6pts

THE BOT
SQUAD
Hi, my name is FibreBot. I
log managed customer
orders with fibre
companies
Hi, my name is Pluto! I
take care of public WiFi
fault resolution
Hi, my name is Verity. I
look after Server
Security patching

EXPONENTIAL
SPEED
OF
CHANGE

LEADING
SPARK PEOPLE
T H E WAY
ARE

FUTURE
THE
FOR SPARK