Infratil 2020 Auckland Investor Day

Infratil Limited 5 Market Lane, PO Box 320, Wellington, New Zealand Tel +64-4-473 3663 www.infratil.com



21 October 2020

Infratil 2020 Auckland Investor Day

Infratil Limited ("Infratil") has released the presentation materials for its Investor Day held today in
Auckland.

Infratil’s objective is to keep its stakeholders well informed about how its businesses are performing
and how their delivery on strategic objectives is progressing.

Today’s Investor Day provides an update on Infratil’s investments in CDC Data Centres and Vodafone
NZ.



Any enquiries should be directed to:

Mark Flesher, Investor Relations, Infratil Limited
mark.flesher@infratil.com
info@infratil.com

---

CDC Data Centres
Investor Presentation
October 2020

1
This presentation contains confidential, non-public information and has been prepared by Canberra Data Centres Proprietary Limited (ABN 59 125 710 394) (“CDC”). Distribution of this presentation, or of any information contained in this
presentation, to any person other than an original recipient (or as permitted in an accompanying, executed Confidentiality Agreement) is prohibited. Any reproduction of this presentation in whole or in part, or disclosure of any of its contents,
without prior consent of CDC is prohibited. No reliance should be placed on the information and no representation or warranty(whether express or implied) is given or made in relation to the accuracy or completeness of the information set out in
this presentation and no responsibility, obligation or liability whatsoever is or will be accepted for the accuracy or sufficiency thereof or for any errors or omissions.
Material contained herein is intended to be general background information on CDC, its related bodies corporate (as defined in the Corporations Act 2001) and its activities as at the date of this document. Material has been provided in summary
form, is not necessarily complete, is not intended to be relied upon as advice or recommendations and does not consider a recipient’s particular objectives, financial situation or needs. Each recipient of this presentation should: (i) make its own
enquiries and investigations regarding all information in this presentation including (but not limited to) the assumptions, uncertainties and contingencies which may affect future operations of CDC and the impact that different future outcomes may
have on CDC; (ii) seek legal, accounting and taxation advice appropriate to their jurisdiction; and (iii) note that past performance, including past financial performance and pro forma historical information in this presentation, is given for illustrative
purposes only and cannot be relied upon as an indicator of (and provides no guidance as to) future performance.
Information set forth in this presentation may contain “forward-looking information”, including “future oriented financial information” and “financial outlook”, under applicable securities laws (collectively referred to herein as “forward-looking
statements”). Except for statements of historical fact, information contained herein constitutes forward-looking statements and may include (but is not limited to): (i) CDC’s projected financial performance; (ii) the expected development of CDC’s
business, projects and joint ventures; (iii) execution of CDC’s vision and growth strategy; (iv) sources and availability of third-party financing for CDC’s projects; (v) completion of CDC projects that are currently underway, in development or
otherwise under consideration; (vi) renewal of CDC’s current customer, supplier and other material agreements; and (vii) future liquidity, working capital, and capital requirements. Forward-looking statements are provided to allow recipients of this
presentation the opportunity to understand CDC’s beliefs and opinions, so that such beliefs and opinions may be used by recipients as one factor in performing evaluation of financing opportunities.
Although forward-looking statements contained in this presentation are based on what CDC believes to be reasonable assumptions, there can be no assurance that forward-looking statements will prove to be accurate, as actual results and future
events could differ materially from those anticipated in such statements. Recipients of this presentation acknowledge and acceptthat future results may be affected by a range of variables which could cause outcomes or trends to differ materially,
including (but not limited to): (i) price fluctuations; (ii)actual demand; (iii) environmental factors and risks; (iv) development progress; (v) operating results; (vi) engineering estimates; (vii) loss of market; (viii) industry competition; (ix) geopolitical
risks, legislative, fiscal and regulatory developments; (x) economic and financial markets conditions; (xi) approvals; and (xii)cost estimate.
This presentation does not constitute an offer, invitation or recommendation, and neither this presentation nor anything contained in it shall form the basis of any contract or commitment.
Important notice and disclaimer

Contents
1CDC overview & performance
2Growth strategy
3Questions

CDC Overview & Performance
1

4
Established in 2007, CDC Data Centres (CDC) has grown to be a leading operator of secure world-class data centre (DC)
facilities, guaranteeing the availability of mission-critical systems
CDC builds, owns and operates data centres across a growing footprint of campuses in Australia (Sydney & Canberra) and New Zealand
(Auckland). Each DC is consistent with the business’ core values:
⚫Security-the most secure provider of DC facilities tailored to the needs of Government, Defence, Hyperscale and National Critical Infrastructure
(NCI) / Commercial customers
⚫Resilience-CDC designs and builds highly resilient facilities to operate long-term at optimal energy efficiency
⚫Quality –CDC’s diversified operations allow clients to securely store their core IT infrastructure within resilient centres whilst accessing global
Hyperscale cloud providers, forming a growing and large-scale ecosystem
⚫Innovation–a flexible business model that enables CDC to remain ahead of the growth curve and provide clients with bespoke, scalable, future
proof footprints according to their specific needs
⚫Sovereign ownership -Consistent with the national security & critical infrastructure nature of CDC the ownership is similarly aligned. CDC is
entirely in Australian and New Zealand ownership backed by long term investors including Infratil, the Australian Sovereign Wealth and Australian
Commonwealth Superannuation Funds
CDC Data Centres overview
Sydney
Canberra
Auckland

5
⚫Led by Greg Boorer, CEO, since
2007
⚫This year CDC has simplified the
management structure to create
a scalable platform for growth
⚫Greg and the CDC team are
aligned with investors. More than
25 essential managers are
shareholders with long term
incentives tied to the continued
success of the business
⚫The broader CDC team has
grown over 50% in the last 12
months to increase breadth and
depth of capability along with
scalability to accommodate
continued growth and provide
resilience and succession
planning
High quality management team with deep industry expertise in digital infrastructure, and a track record of operational
excellence and customer focus
CDC Management Team
Simon Black
Chief Customer
Officer
Natasha Warwick
Director –People &
Culture
Greg Boorer
Chief Executive Officer
⚫Founded CDC in 2007
⚫Chair of Federal Council of Australian Information
Industry Association for 9 years
⚫EY Entrepreneur of the Year for the ACT and
Eastern region (NSW) in 2015
Max Bristow
Chief Infrastructure
Officer
Andrew Kirker
Managing Director
New Zealand
James Selkirk
Chief Financial
Officer

6
What we said we would do...
✓Deliver Hume 4 and Eastern Creek 3; construction completed in November 2019 and September 2020
✓Bring 24MW of capacity to income production; delivered across Eastern Creek, Fyshwick and Hume
✓Grow EBITDA run rate by 50% year on year; 50% achieved from FY2019 to FY2020
✓Extend debt facilities and improve terms; achieved along with greater flexibility for future growth
✓Grow National Critical Infrastructure client base; further strategic clients secured in all key sectors
✓Identify and pursue additional strategic opportunities; New Zealand expansion
•Grow National Critical Infrastructure client base –well progressed
•Identify and pursue additional strategic opportunities –well progressed
2020 has been a challenging year and CDC has grown stronger in response to the testing environment without interruption
or diversion from its strategic short term goals
Since we last met..
Hume 4Eastern Creek 3

7
The global pandemic has disrupted how we all live. CDC has focussed on ensuring the risk to the infrastructure that we all
rely on every day is minimised
COVID-19 Impact
The ecosystem (clients, suppliers and CDC team) implemented COVID safe work practices ahead of government guidance
⚫Safe DC access provisions, cleaning routines doubled, social distancing, contact tracing, reduced touch points, reduced traffic in DC,
sanitisation stations, temperature checks, PPE, increased break out spaces
⚫Operational team protected with a move to split teams whilst non DC staff pre-emptively migrated to remote working
Construction & supply chain
⚫Safe construction work practices were implemented at all CDC sites including additional break spaces, multiple washing & sanitisation
stations, PPE, worker education programs and social distancing
⚫CDC procured long lead time construction items early, through selective acceleration of equipment delivery
Result
⚫A completely protected ecosystem with no incidents or positive tests at any sites
either operational or under development
⚫No delays in meeting construction schedule delivery timelines
⚫No disruption to the business
⚫Increase in demand for data centre services to facilitate remote working
⚫Anticipated mid to long term upswing in cloud adoption generally as
organisations transition to remote working and adopt new technologies
EC3 construction break out spaces

8
CDC provides services to clients across key locations in Canberra, Sydney and shortly, New Zealand
CDC Locations
Hume
Canberra, established 2007
Installed capacity: 46MW
Potential capacity: 186MW
Fyshwick
Canberra, established 2014
Installed capacity: 39MW
Potential capacity: 89MW+
Eastern Creek
Sydney, purchased 2018
Installed capacity: 48MW
Potential capacity: 135MW+
1
2
3
Hume 3 DC
Fyshwick 1 DC
Eastern Creek Site Overview
Fyshwick Site Overview
Hume 1-3 Overview
Eastern Creek Campus
New Zealand
Auckland, 2 sites purchased 2020
Installed capacity: 0MW
Potential capacity: 20MW+
4
Silverdale Site Overview
Hobsonville

9
CDC is expanding into New Zealand with the construction of two 10MW+ DCs in Auckland
CDC New Zealand
⚫CDC is entering the New Zealand market with a NZ$300m+ initial investment that brings the same secure,
resilient, quality data centre design to New Zealand
⚫CDC is focussed on transferring its design, construction and operational DNA whilst spending locally with NZ
suppliers and builders to create NZ jobs and reduce project delivery risk; ~250 workers on site during peak of
construction and a total of ~1,200 workers throughout the construction of each site
⚫CDC will focus on a similar critical infrastructure market that it understands well
⚫CDC has secured sizeable pre-let capacity commitments, with additional reserved capacity at both sites
underwriting the investment
⚫The New Zealand commercial landscape presents future opportunity
⚫technology export sector is growing by more than $1bn p.a. and is now New Zealand's 3
rd
largest export
sector
[1]
⚫Government has highlighted the importance of the tech sector to COVID19 recovery with investment
expected
⚫The Privacy Act 2020 strengthens privacy protections which will give precedence to secure and local
data processing and retention
⚫Changes to IT requirements in the banking sector
⚫One site has additional land which can be progressively developed in line with customer growth
⚫CDC has begun construction and has extended construction timelines to defray the greater delivery risk in light
of COVID19 with income forecast from the end of FY2022
[1] Ministry of Business, Innovation & Employment –The Investor’s Guide to the New Zealand Technology Sector 2019 Edition

10
47
56
73
117
145-155
0
20
40
60
80
100
120
140
160
2017A2018A2019A2020A2021F
Reported EBITDA
Four years of growth in both run rate and reported EBITDA delivered. Growth expected to continue
Financial performance
⚫CDC delivered on budget for FY2020
⚫Strong track record of growth and attractive metrics
⚫Forecast includes already secured, long term contracts with more contracted for FY2022 and beyond
⚫November 2019 business refinance will fund future developments and gives greater future flexibility
CDC has built a loyal customer
base, comprising Government,
Hyperscale and National Critical
Infrastructure/Commercial clients
⚫New customers added to the CDC
ecosystem
⚫Long-term contracts
⚫High quality underlying client base
⚫Weighted Average Lease Expiry
(WALE) of 15.4 years with options
⚫Strong track record of renewals and
extensions

11
⚫Eastern Creek 3 and Hume 4 are now operational; nine operational DCs across three
locations
⚫Two data centres in Auckland under construction, further facilities in detailed design
⚫Existing operating capacity of 133MW, with 70MW under construction and 200MW+
capacity for future development
⚫Development land banks added in the past 12 months
Portfolio overview and growth outlook
HumeFyshwick
Eastern
Creek
AucklandTotal
Current
Facilities423-9
MW
capacity
46MW39MW48MW-133MW
In design/construction
Facilities1-124
MW
capacity
20MW-37MW20MW+77MW
Potential
Facilities522-9
MW
capacity
120MW50MW+50MW+-220MW+
Total
10
186MW
4
89MW+
6
135MW+
2
20MW+
22
430MW+
Sydney
Canberra
CDC has a clear runway for growth within Australia and is growing into New Zealand
Silverdale
Hobsonville

Growth strategy
2

13
Multiple drivers are underpinning future growth, aided by accelerated digital transformation
Market Growth Drivers
Data Growth/Digitisation
•Increasing digitisation of business operations –remote working, data analytics etc
•“Always on” consumers driving growth in digital content, streaming, edge computing, etc
•Data growing faster than the technology to compress the data
•Development of the digital economy is underpinned by ever improving broadband connectivity, low latency cloud
zones –all of which require data centres in close proximity
•The increasing volume of data usage and transmission in a 5G network will increase demand in data storage and
drive further growth for data centres
•National self reliance and societal changes post the global pandemic
•Ongoing trend to bring compute to data
Outsourcing
•The proportion of outsourced DCs increased from 7% in 2007 to 37% in 2019 based on floor space (Frost & Sullivan)
and policy developments are set to increase this
•Trend towards increased outsourcing is likely to continue, driven by requirements for higher security and lower
operating costs
•Most in-house arrangements are inefficient and developing an equivalent performing in-house DC would require
significant investment
•In-house DCs often lack significant capacity for future expansion, where outsourced DC providers can facilitate
readily available expansion capacity
•Customers of outsourced DCs typically invest in equipment equating to between 2 –3x the capex costs to construct
the DC facility
[1]
Cloud Adoption
•Increase in cloud based workloads from Artificial Intelligence, machine learning, data analytics and internet of things
•The flexibility and scalability of cloud offerings is expected to drive further cloud data demand
•The expansion of remote working in the wake of COVID19 is anticipated to increase demand for cloud storage
solutions
Policy Developments
•Data sovereignty, privacy and cyber security requirements driving onshore development of DCs in Australia, New
Zealand and around the world
•National Critical Infrastructure agencies are obligated to adhere to government data security regulations adding to
greater outsourcing of DC services
[1] Deutsche Bank Markets Research -Under the Hood -Inside Cloud Data Centers–February 2017

14
CDC has successfully grown its portfolio of assets and has a range of diversified growth options that now
include the expansion into New Zealand
Growth by site
Facility
Capacity
(MW)
Capacity
contracted
1
Phase 1:
Build
Phase 2:
Fit-out phase
Hume 16MW>95%CompletedCompleted
Hume 26MW100%CompletedCompleted
Hume 39MW>95%CompletedCompleted
Hume 425MW70%CompletedIn progress
Hume 520MW-In progressFY22 onwards
Hume Additional120MW+-Future buildFuture build
Fyshwick 118MW >95%CompletedCompleted
Fyshwick 221MW80%CompletedIn progress
Fyshwick Campus 250MW+-Future buildFuture build
Eastern Creek 17MW>85%CompletedCompleted
Eastern Creek 213MW100%CompletedCompleted
Eastern Creek 328MW>55%CompletedIn progress
Eastern Creek 437MW-In progressFY22 onwards
Eastern Creek 5 & 650MW-Future buildFuture build
Hobsonville (NZ)10MW80%In progressFY22 onwards
Silverdale (NZ)10MW80%In progressFY22 onwards
1
contracted capacity includes reserved and first right of refusal capacity and based on space capacity
Eastern Creek Site Plan
Silverdale Artist Impression

15
CDC is well-positioned to capitalise on a new growth market by providing world-class quality, secure and resilient storage
solutions
Note: 1. Includes contracted reserved and FROR capacity
⚫Acquired two parcels of land in Auckland
⚫Silverdale site is ~11,000 sqm with expansion capacity available
⚫Hobsonville site is ~7,000 sqm
⚫Resource and building consents received for both DC developments and electricity supply on track
⚫Risk mitigated by harnessing Infratil’slocal expertise
⚫Construction has commenced and is ahead of project timelines –additional time was allowed for
COVID19
⚫Enables CDC to deliver geographic diversity and expand its ecosystem, highly attractive to existing
clients with data storage needs in New Zealand
⚫Built to the same world-class quality CDC is known for in Australia
⚫Built to provide increased rack density than is currently available in the NZ market, future proofing
CDC as the trend towards increased IT density is anticipated to continue
Highlights
New Zealand focus
Facility
Capacity
(MW)
Capacity
filled
1
Phase 1: Build
Phase 2:
Fit-out phase
Silverdale10MW+80%In progressFY22 onwards
Hobsonville10MW80%In progressFY22 onwards
Silverdale Artist Impression
Hobsonville Artist Impression

16
FY21 has progressed well; delivered developments, secured new customers and provided the foundation for future
growth
•Development of New Zealand & Australian expansions
•Secure additional land to provide run way for additional growth
•Secure new clients and workloads at Eastern Creek 3 and Hume 4
•Grow EBITDA run rate by 25% year on year with contracted revenue locked in for future years
•Access additional debt via expansion options within existing facilities to support additional growth
•Grow National Critical Infrastructure client base
•Identify and pursue additional strategic opportunities
•Recruit and build further depth and breadth in Team CDC to continue exceeding client expectations
The next 6 months
Continue to bring quality,
secure, resilient and
sovereign owned data
centres for the Australian
and New Zealand market
Continue to develop a
sustainable runway for
sustained mid and long-
term growth
Hume 4

Questions?
3

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Vodafone Investor Update
October 21
st
2020
Jason Paris, Chief Executive

A year of new
ownership

On track for our multi-year reinvestment and reinvention
-Solid market position, good quality underlying assets, and loyal customerbase
-Industry structure and regulatory assumptions remain (i.e. competitive but rational)
-Strategy and Customer Value Proposition (CVP) in place
-Higher utilisation of our fixed and mobile infrastructure is underway
-Digital transformation has begun and is at the core of our future operating model
-FY21 heavily disrupted by COVID-19 but has also brought forwardopportunities
-Cost and capex discipline will deliver reasonable operating earnings outcomes and cash flows
-Created room andconfidence to make new strategic choices and investments
-Capability uplift across the business and in key areas is well underway
-Major foundations laid for performance improvement and transformation

A lot to be proud of, and a lot more to do
OpportunityProgress
Strategy
Plan complete and execution underway
Stability
CX NPS up 29 points, IT and Network stability best in 3 years,FTF up 34% YoY, complaints down 53%
Simplicity
Over 1500 products and plans retired or improved and digital acceleration underway
Automation
86% of all transactions now digital, on-app self-service up 33%, 34% using IVR chatbots
Utilisation
5G mobile network leadership, FWA on track for FY21, increase in Wholesale activity
Cost
Good grosscost & revenue improvements for FY21, allowing reinvestment elsewhere
Trading
Good consumer and enterprise mobileand fixed performance.Consumer broadband remains challenging
Culture
New executivetalent, new performance processes, upskill/reskill focus, and getting digital-ready
NB: CX (Customer Experience), NPS (Net Promoter Score), FTF (First Time Fix), IVR (Interactive Voice Response), FWA (Fixed Wireless Access)

COVID-19 impacts will be felt for a long time
Impact on Vodafone
•Projected EBITDA impact in FY21 of
between $60m and $75m (YTD
impact to Sep-20 of $29m)
•Negative impact on roaming,
pre-paid and retail for FY21,
expected to run into FY22
•Made voluntary commitments to
look after impacted customers
•Bad debt profile to date better than
expected
•IT, network, and CX stability already
back above pre-COVID-19 levels
•No debt refinancing until July 2022
and significant headroom in place
Industry Trends
•Digital adoption rates havebeen
accelerated by many years
•Mobile and fixed network data
traffic up significantly
•Industry-wide challenge to
monetise increased data demand
•Seismic shift from physical
towards online and in-home
•Impact on digital divide
exacerbated -connectivity more
essential than ever
COVID-19 opportunities
•Increased demand for our unique set
of network assets as connectivity
resilience becomes critical
•ICT opportunities accelerating as
security, public cloud, IoT and data
privacy becomes essential
•Digital uptake sees us delivering a
number of cost reduction and CX
benefits earlier than expected
•Has provided the platform for
greater and faster strategic change
•Attracting the best talent from across
New Zealand and overseas

Rapid business improvements are being delivered
Cost-out to date haslargely been
reinvested in:
•Maximisingnetwork efficiency and
utilisation
•CX enhancement and IT stabilisation
•Trading interventions to improve
revenue and share trajectory
•Digital accelerationand transformation
•Talent development and new capability
forecast only

More details on the rapid performance improvement programme
Reducing cost
•Reduce dependency on LFC’s to reduce access costs
•Reduce labour costs aligned with digitisation and automation
•Reduce external spend –improved procurement and spend control
Protecting core revenue base
and moving to higher-value mix
•Improve churn and base management
•Migrate legacy managed network services to connected business
•Introduce new retentionoffers
Growing revenue in focused areas
•Pleasingmobile momentum
•Develop and launch enhanced Wholesale offerings, e.g. MVNO
•Drive growth in priority Enterprise Practices, e.g. Security
Prioritising capex
•Improve portfolio planning and execution
•Sourcing driven unit cost reductions
•Reduce spend and simplify outsource constructs
Freeing up working capital
•Alignment of payment terms of key suppliers
•Review and optimise inventory holdings/ageing for terminals
•Disciplined AR management

5G leadership will underpin next phase of margin growth
Vodafonea clear 5G mobile network leader in the
New Zealand market:
•New Zealand’s largest 5G mobile network (around 3 times the
size of nearest competitor)
•New 5G capable phones (including new iPhone) expected to
drive uplift in customer demand
•5G will be a significant enabler of FWA and on-net acceleration
and we will target FY21 and FY22 rollout locations with this in
mind
•Likely to be a transition point for the NZ mobile industry, where
providers consider infrastructure sharing options
•New 5G use-cases rapidly emerging, still predominantly in the
business space, but consumer use-cases are coming
5G mobile
network
leadership
Alternative fixed
access using
5G FWA
Capture
share of emerging
5G IoT market
Use 5G to drive
network capacity
and efficiency
5G opportunities

Our forward plan

Assumptions around our future operating environment
Customers
•Customer experience (CX) will
be a competitive differentiator
•Customers will increasingly
value simplicity and price
•Dramatic rise in digital
channel use to continue
•Demand for data will continue
to surge
•Digital divide a growing concern,
we are working with
Government to address
inequalities
Economics
•Networks can create significant
additional value
•Digital channels will reduce costs
•New tech will enable new
business models
•COVID-19 will impact economy
until at least mid 2022
•Broadband economics ‘out-of-
whack’ and driving market
behaviour
•Spectrum as an enabler of
investment, not a tax on industry
Market
•Changing customer behaviours
will drive digital acceleration
•Competitive dynamics will
continue to intensify
•‘Asset-Light’ challengers to thrive
•Business customers need help to
go digital, creating ICT growth
•5G provides network efficiency
opportunities and will be a
transition point for the industry

Current state to future state
Low cost, high
CX, & high
network
utilisation
High network
efficiency
Automation
and customer
self-serve
capabilities
Remarkably
simple
products &
processes
High cost, low
CX, & low
network
utilisation
Low network
efficiency
Human
intermediation
Product &
process
complexity
Our starting position (FY20)An improved future-state

Remarkable Simplicity
Digital-first, low-cost
business
Network Forward
Maximising our
network assets
High Performance Culture –the best capability within a modern operating model
The three strategic pillars that will transform our business

Maximising the value of our network assets via smarter network utilisation and efficiencies, growingour Wholesale
business and the acceleration of our unique on-net technologies
From
To
AcquisitionFuture
Network capital
inefficiencies
Wholesale
constrained
Low FWA
penetration
No 5G
High network
capital efficiency
New Wholesale
markets
FWA
acceleration
Ubiquitous 5G
Network Forward

A simpler, better and lower-cost digital-first telco based on a re-imagination of what we sell, how we sell and serve,
and how we operate
From
To
AcquisitionFuture
Complex IT
systems
Complex
products
High Opex
CX poor
Low digital
service use
IT
modernisation
Remarkable
simplicity
Lowest cost
operator
CX as
differentiation
Digital first
Remarkable Simplicity

The Capability ambition will be realised through org-wide health and performance initiatives, focused upskilling and
reskilling, application of modern ways of working, setting up for digitaltransformationand targeted attraction of talent
From
To
AcquisitionFuture
Legacy culture
Legacy
processes
Capability gaps
Partial agile
Low
organisational
health
World-class
culture
High
performance
processes
World-class
talent
Modern ways
of working
Top quartile
health
High performance culture

Reinvention Moves are the choices
we make to transform the business
and reposition for future growth
Rapid Performance Improvement Moves
are the initiatives that improve our
operations under any future strategy
Do nothing momentum describes the
financial outlook under previous
ownership and without strategic
intervention
ILLUSTRATIVE
We are rapidly improving and reinventing ourselves in parallel

Richard Mooney
Chief Strategy Officer
John Boniciolli
Chief Financial Officer
Jodie King
Chief People Officer
Lindsay Zwart
Business
Carolyn Luey
Consumer
Matt Crockett
Transformation
Tony Baird
Wholesale & Infrastructure
Ross Parker
IT & Digital
Antony Welton
Customer Operations
Juliet Jones
Legal & Regulatory
World-class Executive Talent adding strength to existing team
RECENTLY JOINED

Creating a world-leading telco
•
The ownershipchange has created the best of both worlds –a NZ-centric strategy
with global products, platforms and scale
•
Global strategy and historic under-investment in some areas has created strategic
choices
•
COVID-19has reinforced the essential importance of our services and provided a
platform for acceleration of our strategy to bring forward change and benefits
•
Thesebenefits to be delivered through three pillars; Network Forward, Remarkable
Simplicity, and a High Performance Culture
•
Our two biggest challengesare; prioritisation and sequencing of strategic
opportunities, and the ongoing commoditisation and erosion of industry profitability
•
A high conviction in the capability of the team in place to deliveron our forward plan

Questions