Spark’s 2020 Annual Meeting Materials

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


MARKET RELEASE
6 November 202022

Chair’s Address and Chief Executive Officer’s Review delivered
at Spark New Zealand Limited’s 2020 Annual Meeting, held
virtually at 10:00am on 6 November 2020

Chair’s Address (Justine Smyth)
Tēnā koutou katoa, mōrena ki a koutou
E ngā whare, e ngā papa, tēnā koutou
Te mana whenua, o ngā takiwā katoa, tēnā koutou 
E ngā mate, haere atu rā, 
Rātou ki a rātou 
Tātou ki a tātou 
Nō reira, tēnā koutou, tēnā koutou, tēnā koutou katoa 

Good morning and welcome to the Spark 2020 Annual Meeting of Shareholders.
My name is Justine Smyth and I am Chair of Spark New Zealand.
On behalf of the Board, it is my pleasure to report to shareholders on Spark’s
progress over the last year.
It is no understatement to say this has been a year like no other. It was filled with
uncertainty and – for many – a lot of anxiety. It has presented New Zealand with
long-term economic challenges, alongside the significant health challenges of
COVID-19.
In this context, Spark’s purpose – to help all of New Zealand win big in a digital
world – takes on a whole new level of meaning.
The COVID-19 crisis has shown the vital role our products and services play in our
customers’ lives. Almost overnight, these services became the primary means of
connection to the outside world for all New Zealanders – essential for learning,
working and as an antidote to isolation.

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


I am personally very proud of how our business has responded to the challenges of
COVID-19: delivering for our customers who rely on us as a critical lifeline utility,
modelling our values, and remaining focused on our purpose, in what were very
difficult circumstances.
Despite the challenges, Spark delivered another strong performance in FY20. After
two years of flat revenues, we returned to top line growth, with revenues up 2.5%.
Combined with good cost management, this allowed us to deliver EBITDAI growth of
2.1%, placing our result above the mid-range of our guidance at $1,113 million.
Net profit after tax increased 4.4% to $427 million, primarily driven by growth in
EBITDAI and lower tax expense.
We announced an H2 FY20 dividend of 12.5 cents per share, 100% imputed,
bringing the total FY20 dividend to 25 cents per share.
FY20 was the final year of our prior three-year strategy.
In this three-year period, we transformed Spark from a traditional telco to an end-
to-end digital services company. We are now a one-stop-shop for our business
customers – providing everything from basic connectivity, through to data analytics
and cloud transformation.
Back in 2017, we said we would do three things by 2020:
- Upweight our emphasis on wireless services and investment
- Better serve price-sensitive customers through our multi-brand strategy, and
- Become the lowest-cost operator, through radically simplified and digitised
processes, products and services
In the past three years, we have delivered on all three of these areas.
- We have significantly improved our customer experience by shifting towards
digital and self-service care options, freeing up our people to focus on more
complex and meaningful customer care work.
- We have grown mobile service revenues and market share and continued to
grow our wireless broadband product. This growth was underpinned by
sustained investment in our network and technology, including beginning the
rollout of 5G wireless broadband services and more recently 5G mobile
services. The rollout of 5G will enable a step change in the number of
customers we can support on fixed wireless broadband.

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


- Our Skinny brand, which offers mobile and broadband to more price-
conscious customers, has grown by 17% over the three-year period and has
received awards for its customer experience.
- We flipped to Agile ways of working across the business – improving our
speed to market, our customer experience, and our employee engagement.
- And we have maintained cost discipline through simplification, digitisation and
automation across the business.
These achievements have allowed us to deliver industry-leading returns for our
shareholders. We have paid consistent dividends and are ranked the highest of our
international peers for total shareholder returns, with a compound annual growth
rate of 13%.
In FY20 we were able to cover 95% of the 25c dividend through free cash flow, just
short of our aspiration of 100%.
Spark has undergone a decade of intense digital disruption, and to keep succeeding
the business must continue to adapt and transform itself in the years ahead. Our
Board constantly assesses the trends and forces that will impact on your investment,
and we help to guide and test company strategy accordingly.
To do this well, the Board must be made up of people with diverse backgrounds and
skillsets – from technology and industry expertise to deep financial and commercial
understanding.
Today shareholders will be voting on the re-election of Paul Berriman and Charles
Sitch.
Paul provides the deep industry and technical expertise our Board needs, as well as
a valuable international perspective.
Charles is the Chair of the ARMC and has significant strategic and industry
experience.
Both are essential to our discussions and robust decision-making, and I offer my full
support for their re-election.
I would also like to acknowledge Ido Leffler and the contribution he has made to
Spark during his tenure. As we announced last month, Ido has decided that after six
years on the Spark Board he will be stepping down at the close of this Annual
Meeting to focus on the many other roles he currently fills. Ido has been a crucial
member of the Board as Spark transformed from a legacy telco to a digital services
company. He has a huge knowledge base and valuable insights – particularly around

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


customer, innovation and new business models. I want to say thank you Ido, we will
miss you.
The Board has an ongoing succession programme, focussed on finding directors with
relevant skills and experience that complement the perspectives already represented
around the table. With the resignation of Ido, we will be looking at next steps in the
context of this programme and taking into account the skills required to deliver our
3-year strategy.
We also have a focus on diversity in terms of gender and cultural backgrounds –
both on the Board and in Spark’s senior management. Our target for Board and
leadership gender diversity is a 40:40:20 ratio. This refers to 40% men, 40%
women, 20% of any gender. We set these targets and goals because there is clear
evidence that greater diversity in key roles leads to better decision making and
better business outcomes.
The current composition of our Board and our Leadership Squad is 50% female and
50% male. Women make up 39% of other senior roles. We are pleased with our
progress on gender diversity and representation, but we still have some way to go.
We are now looking to the next stage of our journey, and in September presented to
the market our strategy through to 2023.
As the body elected by shareholders to protect and enhance the value of Spark’s
assets, the Board is responsible for setting strategy and has oversight of the three-
year planning process. We engage in robust discussions with management around
Spark’s strategic direction to ensure investment is going towards the things that will
deliver the best outcomes for the company and you, our shareholders.
At its heart, this strategy is about accelerating the things we know will give Spark a
competitive edge, because they respond to the trends that are shaping our market
and the evolving needs of our customers.
This will help us grow in both our established markets of wireless, broadband and
cloud; and in future markets where we see strong growth potential, including the
internet of things, digital health and sport.
Jolie will talk to the strategy in more detail, but I wanted to touch on Spark’s
commitment to sustainability, which is a core pillar of the new strategy.
We define sustainability at Spark as “creating a positive digital future for all of
New Zealand”. Over the past year, we have reviewed and refined our approach –
taking into account the need for New Zealand to recover and adapt in the context of
COVID-19.

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


The framework you see here sets out our three focus areas.
• The first is creating a sustainable Spark. We want to continuously improve
our own sustainability performance. We know this is a baseline expectation of
our stakeholders – particularly our people, our customers, and you, our
shareholders.
• We are a founding member of the Climate Leaders Coalition and in the past
financial year we have committed to the Climate Leaders Coalition pledge of a
more ambitious science-based target, which will see us reduce Spark’s
emissions so they are in line with the global target of limiting global warming
to 1.5 degrees.
• Our second focus area is to support New Zealand’s economic recovery and
transformation. As we recover from the shock of COVID-19, Government will
be looking to businesses like ours that have the scale to make an impact and
support the recovery process. We will do this through targeted and sustained
investment in new infrastructure.
• This will include continued investment in rural connectivity and in our 5G
rollout, which will support New Zealand businesses to become more
productive and competitive.
• We are also focused on supporting Kiwi businesses to adopt the digital
technology and skills they need to thrive in an increasingly digital economy.
• Our third focus is to champion digital equity. The COVID-19 crisis brought
New Zealand’s digital divide into sharp focus. When society is suddenly reliant
on digital channels for the basics of life, it can be a stressful and frightening
experience for those who are not connected. Unfortunately, this group
includes some in our most vulnerable communities.
• The issue of digital equity is something Spark has been working to address
for some time, particularly through the work of the Spark Foundation, but our
work now has a new level of urgency.
• Our Skinny Jump subsidised broadband product grew during the COVID crisis
to almost 10,000 connections, and we have an ambition to grow it further -
to a total of 35,000 connections by 2023.
These targets and focus areas sit alongside the work of the Spark Foundation, and
Te Korowai Tupu – our Māori strategy.

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


We will continue to update shareholders on our progress against each of these areas,
which are vital for the long-term success of our business and our country.
Spark – like businesses globally – is operating amidst a high level of uncertainty, but
we have built a strong platform for the year ahead. Today I can reaf firm earnings
and dividend guidance for the financial year ended 30 June 2021:
• EBITDAI guidance of between $1,090m and $1,130m
• Dividend guidance of between 23 cents per share and 25 cents per share –
100% imputed.
I am enormously proud of how the business has navigated the uncertainty of the
past year. When Spark was most needed by our customers and New Zealand, we
stepped up and delivered on our purpose. This is testament to Jolie’s leadership and
to the capability and commitment of all Spark’s people.
On behalf of the Board I would like to thank Jolie and the team for their hard work
and dedication. I would also like to acknowledge and thank my fellow directors – and
you, our Shareholders – for your support over the year.
Nō reira, tēnā koutou, tēnā koutou, tēnā tatou katoa.

Chief Executive Officer’s Review (Jolie Hodson)
E ngā rau o te kōtuku, e hui hui mai nei, tēnā koutou, tēnā koutou, tēnā koutou
katoa.

Thank you, Justine, and good morning everyone.

I recognise this is a very different format for the AGM this year but we value the
opportunity to engage with shareholders virtually today and we look forward to your
questions.

In my section this morning I will cover three key areas:
- Our response to COVID-19.
- Our financial performance and highlights from FY20
- Spark’s strategy to FY23 and the role we will play in helping New Zealand
rebuild as a more productive digital nation.

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


I am sure that many of you have been personally touched or impacted in some way
by the COVID-19 pandemic, which has fundamentally changed how we work, learn
and connect as a country.

While Spark’s performance was not as affected by the COVID-19 crisis as businesses
in more exposed sectors, we are not immune, and did see some impacts materialise
in the fourth quarter of FY20.

Travel restrictions and border closures saw our higher-margin mobile roaming
revenues, which account for approximately 5% of our total mobile revenues, all but
disappear.

During lockdowns our retail stores closed, reducing revenues from this channel.

And while broadband usage increased significantly, this didn’t result in higher
revenues because the majority of our customers are on unlimited plans, and as part
of our financial support package we did not charge overage fees for those on data
capped plans.

We saw some benefits, for example the increased demand for collaboration products
to support remote working. But overall COVID-19 had a total negative earnings
impact of approximately $25 million in FY20.

There were also significant impacts on our people and customers.
Spark is a lifeline utility and so must maintain critical services during emergency
situations.

As COVID-19 arrived in New Zealand, we quickly put in place protocols to keep our
people safe and our critical services team members operating.
The move into Alert Level 4 lockdown saw a huge shift from physical to digital across
the country, and a corresponding impact on our network.

Our technology teams monitored the network continually and increased capacity
where it was needed. This approach, alongside our years of sustained network
investment, meant that our network performed exceptionally well despite a 40%
increase in broadband traffic and a 60% increase in calling volumes at peak.

Our customer care teams transitioned quickly to supporting our customers from
home, and we worked with some of our larger business customers to help their

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


people do the same. In some cases, this meant standing up new call centres or
implementing digital transformation projects – which would normally take months -
in a matter of weeks.


Our retail stores were closed under Alert Level 4, but we repurposed 39 retail stores
to act as emergency distribution centres, supplying customers with essential
hardware such as phones and modems through a contactless pick-up system.

For those kiwis not connected, we ramped up the rollout of our not-for -profit
broadband service Skinny Jump – almost doubling the number of households using
this service, with close to 10,000 connected at the end of FY20.

As Justine mentioned, despite the unprecedented challenges in the second half of
the year, Spark delivered what we said we would, and announced a strong financial
result for FY20, with EBITDAI growing 2.1% to $1,113m.

I will now touch on a few of the key highlights that underpin that result.
• The successful launch of our Endless data mobile plans and strong pay-
monthly connection growth helped drive growth in mobile service revenue of
3.9%, despite the loss of roaming revenues in the last quarter.
• The launch of our cloud and business transformation consultancy Leaven and
the continued strong performance of CCL helped us grow cloud, security and
service management revenue by 10.8%.
• We grew wireless broadband connections by 16,000 over the year. This is
fewer connections than we had aimed for, and the result of self-imposed
limits on sales - both in the lead up to the Rugby World Cup, and when we
first entered lockdown. The excellent performance of our mobile network
du ring Alert Levels 3 and 4 has given us the confidence to accelerate our
wireless broadband growth.
• We have continued to improve our customer experience, which was a big goal
for us as we transitioned to Agile. This improvement is largely the result of
better digital self-service options, which allow customers to solve issues
quickly and without the need to call us.
- In FY20 monthly customer care volumes reduced by 28%.
- We also saw an 18% increase in online chat interactions, and our chatbot Ivy
is now resolving more than half of these chat interactions – which further
improves resolution times.

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


• We continued to make great progress with our 5G rollout and transitioning
our customers to modern technologies that will keep them connected into the
future.
- In November we launched New Zealand’s first commercial 5G wireless
broadband service into five South Island communities, and in July we
launched 5G wireless broadband and mobile in Palmerston North. Since the
conclusion of FY20 we have also launched 5G in downtown Auckland.
- The 5G launch follows two years of heavy investment into our network –
including 150 new cell sites and the extensive rollout of 4.5G.
• Part of our network investment involves moving off our legacy public
switched telephone network, or PSTN, which is end-of-life and will not
continue to work in the future. We have now decommissioned 33% of our
PSTN switches and in FY20 a further 140,000 customers moved off the PSTN.
• We made great progress on employee engagement during the year. Our
employee NPS was up 25 points to +66 and our Agile maturity increased to
90% of our squads at 3 out of 5 or above.

Turning now to the future, and our new 3-year strategy.
• We’ve had a sustained focus on diversity and inclusion for a number of years
now, and this is starting to show up in our results. Spark has a 50:50 gender
split both on our Leadership Squad and our Board and we have made good
progress in reducing the company average gender pay gap over the year.
• We still have a lot of work to do – to reduce the gender pay gap further and
to improve our cultural and ethnic diversity, particularly at senior levels – but
we are pleased to see progress in FY20.


Fundamental to our new strategy is a capability-centric approach. We have identified
four core capabilities that will make Spark truly world-class:
• First: simple, intuitive customer experiences. Customers are looking for
‘uber-like’ digital experiences and will move to the brands that make their
lives easier. We need to give them an experience that just works, which
means continuing to simplify Spark and the products and services we offer.
• Secondly, we need to deeply understand our customers and show up in a way
that is timely and relevant. We will use deep customer insights to tailor our
products to meet customer needs, and improve our marketing with a more
sophisticated use of data, artificial intelligence and machine learning.
- As an example: at any point in time, only 2% of consumers are actually
looking to buy post-pay mobile – but traditional advertising targets a big

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


proportion of the country to get the message across. The companies who
win in the future will be the ones who use the data they already have to
be much more targeted and personalised in their marketing and product
development.
• Thirdly: we are building smart, automated networks, with a focus on
resilience and technology evolution. We will build resilience by investing in
the next phase of our optical transport network and migrating customers to
modern technologies.
- We will also invest in the next generation of mobile technology, through
our 5G rollout, allowing unconstrained capacity in wireless, and
responding to the increasing demand for data from our customers.
- We aim to have 5G rolled out to 5-7 locations by the end of FY21.
• Growth mindsets is our fourth capability. This is about creating a culture
where our people lean into challenges, champion the customer and adapt at
pace. We want a culture defined by its engagement, diversity and inclusion.
We will support the growth of our people as individuals, building the
leadership and specialist skills we will need to support our strategy.

These capabilities will give Spark a competitive advantage in our established
markets of wireless, broadband and cloud services.
• We still see a big opportunity in wireless broadband, and 5G will allow us to
grow the number of customers on this product even further.

• In fixed broadband we will maintain market share, using our multi-brand
approach to appeal to different segments and differentiating with value -added
services. Our bundling of Sky Sport Now with Spark Spork for selected
broadband and mobile plans is a great example of this.

• We still see a lot of untapped potential in the cloud services market, and the
arrival of COVID-19 has accelerated a trend amongst our business customers
towards the cloud as a way to access new services and collaboration tools.

We have chosen to focus on three future markets where Spark has a clear
competitive edge and where there is significant potential for growth: the internet of
things (IoT); digital health; and sport.
• Our ambition is to become New Zealand’s Internet of Things platform partner
of choice. Our rollout of 5G and extensive B2B relationships nationally make
this a logical extension to our current suite of products and services.

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


• We see a clear opportunity to support the digital transformation of the New
Zealand healthcare sector. This is a $20 billion industry that needs digital
enablement, and through our existing Spark Health vertical we already have
relationships across health, biotech, pharma and health insurance. We are
now the largest provider of cloud services to the New Zealand health sector.
Our focus will be to accelerate this growth further, and to move beyond
connectivity and cloud services to supporting broader digital transformation.
• Spark Sport helps us own entertainment in the home and to differentiate us
from our more traditional competition. The platform has a range of sports
fixtures, and later this month will broadcast the first cricket game in our six -
year partnership with New Zealand Cricket.

By FY23 we want to be primarily wireless, digitally native and a leading cloud
custodian. We want 5G and IoT deployed nation-wide, delivering unconstrained
capacity. And we want a culture defined by its engagement and inclusivity, and with
the skills we need for the future.

We will have:
... made it easier for our customers to work, learn, connect and be entertained
... enabled businesses big and small to transform and grow through technology
... invested in our people and built a high-performing, inclusive culture that attracts
the best talent
... helped to lift digital equity, playing our role in creating a fairer and more inclusive
NZ
... and delivered consistently strong returns for you, our shareholders.

I would like to close by echoing Justine’s sentiments about the past year – one we
will certainly never forget.

There is no doubt that 2020 was a challenging year, a year that highlighted the
critical importance of digital connectivity to New Zealand. There has been a seismic
acceleration of both public and private services online and we don’t see that abating.

Spark has a significant role to play in helping New Zealand adapt to this change and
in helping businesses to leverage digital to grow. I am very proud of the
outstanding job Spark people have done for our customers, navigating their way
through uncertainty and significant challenges to deliver, day after day.

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


Thank you also to the Board, our customers, and you – our investors – for your
continued support.

Nō reira, tēnā koutou, tēnā koutou, tēnā tatou katoa .


Authorised by:
Alastair White
GM Capital Markets

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

For investor relations queries, please contact:
Alastair White
GM Capital Markets
+64 (0) 21 228 3855

---

MEETING 2020
ANNUAL
SHAREHOLDER

Introductions
Chair’s Address
CEO’s Review
Resolutions
Shareholder Questions
Conduct of Polls
Meeting Close
ORDER
OF
MEETING

INTRODUCTIONS
• Jolie Hodson, CEO
• Stefan Knight, Finance
Director
• Ido Leffler
• Alison Barrass
• Warwick Bray
• Charles Sitch
• Pip Greenwood
• Paul Berriman
• Ana Wight, Future Director

CHAIR’S
ADDRESS

2020 – A YEAR
LIKE NO OTHER

COMPLETION
OF 3-YEAR STRATEGY
Up-weight our emphasis on wireless
services and investment
1
Do better at serving price-sensitive
customers, by further developing our
multi-brand strategy
2
Become the lowest cost operator, through
radically simplified and digitised
processes, products and services
3

BOARD
COMPOSITION

Our 3 Year Goals
•Brand Strength +10pp
•+40 Customer
Engagement (NPS)
•+70 Employee
Engagement (eNPS)
•Sustainable Free Cash
Flow Growth andTop
Decile TSR
•Best Cost ~31% EBITDAI
margin
•Lift Digital Equity +25k
Our Strategic Pillars
•World Class Capabilities
and Culture
•Grow Established Markets
•Accelerate Future Markets
•A Positive Digital Future
for all of New Zealand
Our Values
•Whakamana, We Empower
•Matomato,
We Succeed Together
•Tūhono, We Connect
•Māia, We are Bold

Create a
Sustainable Spark
Be bold in our business to have a positive
impact on our communitiesand the
environment.
•Invest in the capabilities of our people, equipping them to thrive in a
digital future
•Reduce our footprint and meet ouremissions reduction target by
investingin our fleet and infrastructure
•Be responsible, transparent and accountable for our social and
environmental performance
Economic Recovery and
Transformation
Help New Zealand transform to a high
productivity, low carbon economy.
•Focus our infrastructure investment on supporting New Zealand’s
recovery and transformation
•Support Kiwi businesses to adapt to become more
productive, resilient and sustainable through technology
•Support New Zealanders to upskill and adapt to new ways
of working
Champion
Digital Equity
Champion digital equity so all New
Zealanders have the opportunity to thrive
in a digital future.
•Extend the reach of Skinny Jump to benefit more households
– 35,000 by June 2023
•Partner alongside the Spark Foundation to address barriers
to digital equity, including access, skills, trust and motivation
•Champion diversity and inclusion in our business and
our communities
We will work alongside New Zealand to harness
the power of technology and create a positive
digital future for all.

FY21 Guidance
1
FY21 Spectrum
Renewals
(2)
EBITDAI
$1,090m to $1,130m
Capital expenditure
~$350m
(3)
$50m
Dividend per share
Ordinary 23-25c
( 100% imputed)
(1)
Subject to no adverse change in operating outlook
(2)
1800MHz and 2100MHz spectrum renewals
(3)
Includes purchase of property, plant and equipment, intangible assets and capacity (including Southern Cross) but excludes spectrum purchases and leased customer equipment assets
(4)
Dividend Reinvestment Plan reinstated for H2 FY20 dividend. Shares issued under the Dividend Reinvestment Plan will be issued at a 2% discount to the prevailing market price as determined around the time of issue
31
REAFFIRMING
FY21 GUIDANCE

THANK YOU

CEO’s
REVIEW

RESPONSE TO
• Financial impacts in Q4 FY20
• Maintained critical services as a
Lifeline Utility
• Protocols to keep our people safe
• Strong network performance
• Seamless transition to supporting
customers from home
• Support to keep New Zealanders
connected
• Retail stores became emergency
distribution centres
• Skinny Jump ramped up
COVID-19

Delivered what we said
we would –FY20
results within guidance
and dividend of 25.0c
Cloud, security and service
management revenue up
10.8%
Customer service
improvements and greater
use of digital channels
3
FY20
HIGHLIGHTS
Mobile service
revenues up 3.9%
eNPSup 25 points and Agile
maturity increased
5G
Continued 5G rollout:
launched in five South Island
locations and in Palmerston
North

15
My interactions with
Spark ‘just work’
Simple, intuitive
customer experience
Spark delivers me
connectivity,
anytime, anywhere
Automated,
smart network
Spark offers me the
right products at
the right time
Deep customer
insights
I want to work at Spark
to grow my career and
help deliver Spark’s
purpose
Growth
mindsets
CUSTOMER BENEFIT
SPARK BENEFIT
Engaged customers
Upsell and cross sell
Efficiency in cost to
serve
Growth opportunities
Efficient cost base
Core foundation to great
digital experiences
Marketing efficiencies
ROI
Upsell and cross sell
Highly engaged
talented people will
strive to deliver more
WORLD-CLASS
CAPABILITIES

Simple, intuitive customer experience
Deep customer insights
Automated, smart network
Growth mindsets
Established
markets
Wireless
Cloud
16
Broadband
(1)
Internet of Things
GROWING OUR
ESTABLISHED MARKETS

Simple, intuitive customer experience
Deep customer insights
Automated, smart network
Growth mindsets
Established
markets
Wireless
Cloud
Future
markets
IoT
(1)
Digital
Health
Sport
16
Broadband
(1)
Internet of Things
ACCELERATING OUR
FUTURE MARKETS

Primarily
Wireless
~80% of
relationships on
wireless technology
.
5G and IoT
(1)
deployed
nationwide
Unconstrained
mobile capacity
5G
Everywhere
Skills rebalanced
Top decile culture,
defined by inclusivity
and growth
Best-in-class adaptive
leadership
Future
Workforce
Bringing the best of
private and public
cloud together with our
service expertise
Leading Cloud
Custodian
Digital channels are
the predominant
choice
Experience
consistently replicated
across all channels
Digitally
Native
17
Delivery of these aspirations will result in highly engaged customers and people, growth and top decile returns
(1)
Internet of Things
WHERE WE
ASPIRE TO BE

THANK YOU

RESOLUTIONS
1.Auditor’s appointment and
remuneration
2.Re-election of Paul
Berriman
3.Re-election of Charles
Sitch

AUDITOR’S
APPOINTMENT
AND REMUNERATION

RE-ELECTION OF
PAUL BERRIMAN

RE-ELECTION OF
CHARLES SITCH

QUESTIONS

THANK YOU

Disclaimer
This announcement may include forward-looking statements regarding future events and the future financial performance of Spark New
Zealand. Such forward-looking statements are based on the beliefs of and assumptions made by management along with information
currently available at the time such statements were made.
These forward-looking statements may be identified by words such as ‘guidance’, ‘anticipate’, ‘believe’, ‘estimate’, ‘expect’, ‘intend’, ‘will’,
‘plan’, ‘may’, ‘could’, ‘ambition’, ‘aspiration’ and similar expressions. Any statements in this announcement that are not historical facts are
forward-looking statements. These forward-looking statements are not guarantees or predictions of future performance, and involve known
and unknown risks, uncertainties and other factors, many of which are beyond Spark New Zealand’s control, and which may causeactual
results to differ materially from those projected in the forward-looking statements contained in this announcement.
Factors that could cause actual results or performance to differ materially from those expressed or implied in the forward-looking statements
are discussed herein and also include Spark New Zealand's anticipated growth strategies, Spark New Zealand's future results of operations
and financial condition, economic conditions and the regulatory environment in New Zealand, competition in the markets in which Spark New
Zealand operates, risks related to the sharing arrangements with Chorus, other factors or trends affecting the telecommunications industry
generally and Spark New Zealand’s financial condition in particular and risks detailed in Spark New Zealand's filings with NZX and ASX. Except
as required by law or the listing rules of the stock exchanges on which Spark New Zealand is listed, Spark New Zealand undertakes no
obligation to update any forward-looking statements whether as a result of new information, future events or otherwise.