Sustainability report shows GHG emissions improvements

ANNUAL REPORT 2020SUSTAINABILITY REPORT 2020

Synlait’s commitment to elevating
people and planet to the same level
as profit was recognised in June
2020 when we became part of the
B Corp
TM
community.
B Corp
TM
is a community of leaders
driving a global movement of people
using business as a force for good.
Certified B Corporations
TM
consider
the impact of their decisions on
their workers, customers, suppliers,
community, and the environment.
This movement resonates strongly
with Synlait’s purpose of Doing Milk
Differently For A Healthier World.
Learn more about what being a
B Corp
TM
means for our people,
our community, and our customers
at: synlait.com/bcorp
DATA QUALITY
ASSESSMENT
WELCOME TO OUR
SUSTAINABILITY
REPORT.
This sustainability report reviews
Synlait Milk Limited’s (Synlait) social
and environmental performance and
achievements for the year ended 31
July 2020.
The scope of this report includes all
entities in which Synlait Milk Limited
has more than 50% ownership. In
FY20, Synlait Milk Limited fully owned
Synlait Milk Finance Limited, New
Zealand Dairy Company Limited,
Eighty-Nine Richard Pearse Drive
Limited, Synlait Business Consulting
(Shanghai) Limited and Synlait Foods
(Talbot Forest) Limited.
Sichuan New Hope Nutritional Foods,
in which Synlait has less than 50%
shareholding, is excluded from the
Sustainability Report’s scope.
As the purchase of Dairyworks
and the consequent approval by
Overseas Investment Office were
announced during the course of the
financial year, Dairyworks Limited and
Dairyworks (Australia) Pty Limited are
both excluded from the FY20 Report’s
scope but will be included in FY21.
Synlait engaged an independent
third party to undertake a review
of key elements (marked with
an asterisk *) of this report for
completeness and accuracy.
ABOUT THIS
REPORT
In FY20, Synlait’s manufacturing sites
were in Dunsandel, Pokeno, Auckland
and Temuka (Talbot Forest Cheese).
The Westney Road leased
warehouse in Auckland, Synlait’s
research and development centre
in Palmerston North, Press House
office in Christchurch, and our office
in Shanghai, China, have negligible
environmental impact and are excluded
from the scope of all Planet metrics.
Regarding on-farm metrics, this report
includes all contracted milk suppliers.
In FY20, Synlait’s milk suppliers were
in Canterbury and the Waikato.
Unless another period is indicated,
this report covers the period of
Synlait’s financial year, 1 August to 31
July annually. Some on-farm metrics
are based on the milking season
(1 June to 31 May) or on OVERSEER®’s
reporting period (1 July to 30 June).
SUSTAINABILITY REPORT 2020

Synlait Dunsandel
CONTENTS
About this report 03
Introduction 06
Our strategy: Heart. Head. Hands. 08
Our sustainability framework 10
How we create value 12
Our materiality analysis 14
UN Sustainable Development Goals 18
Net positive for the planet 20
Climate 22
Water 28
Welfare 34
Circular economy 38
Case study 1 42
A healthier Synlait 44
Safe workplace 46
Talent attraction and development 50
Diversity and inclusion 54
Culture and community 58
Case study 2 62
World class value chain 64
Safe food 66
Healthy farming 70
Sustainable supply 76
Transparency 80
Case Study 3 84
Appendix - GRI content index 86
PAGE 04 & 05SUSTAINABILITY REPORT 2020

In 2020, care for our planet
and people became even more
relevant and urgent as COVID-19
reverberated around the world.
Our priority, as an essential service,
was to keep our people at all our sites
safe and healthy while maintaining
production. We moved quickly to
identify and safeguard our most
vulnerable employees and establish
working-from-home systems for
non-manufacturing staff.
From an environmental perspective,
COVID-19 and its impact on our daily
lives gave us a real insight into what
the future could look like. The world
experienced a six per cent reduction
in greenhouse gases (GHG). In our
cities we had clean air, bright skies,
and birdsong. We had a sense of
Papatūānuku (Earth mother, in te reo
Māori) breathing again.
Talk from business and political
leaders about resetting the economy
and locking in pollution reductions
was fleeting. Cars soon returned
to the streets and we were back to
business as usual. The opportunity
was frail and lost.
The reality is that we need to reduce
our global greenhouse gas emissions
by six percent every year if we are to
achieve the Paris Agreement target of
staying well below 2
o
C of warming by
2100, and ideally, 1.5
o
C.
Synlait is in a position of responsibility.
Two years ago, we set ambitious
environmental targets and committed
to implementing meaningful initiatives
to reduce our impact on the planet
and improve outcomes for our people
and communities.
In this second Sustainability Report,
you will read of environmental
projects on farm and off farm that
will deliver positive results over time.
Per tonne of product, our energy
usage, coal consumption and off-
farm greenhouse gas emissions are
already decreasing compared to
our FY18 base year. Similarly, our
on-farm greenhouse gas emissions
and nitrogen loss per kilogram of
milk solids are showing year-on-year
reductions. However, our water,
wastewater and solid waste indicators
have worsened, and we need to
rapidly reverse this trend.
We have made strong progress
during the past year on a range of
talent development and employee
engagement metrics. In addition,
women in leadership positions
are increasing, our gender pay
gap is narrowing and we have
initiated several projects to tackle
discrimination and unconscious bias.
Our sustainable farming standard
Lead With Pride
TM
continues to gain
traction amongst our farmer suppliers
and is becoming a major strength
for our brand and business. In FY20,
an additional 49 farmers became
certified, which means that now more
than half (57%) of our milk-supplying
farms across both islands are Lead
With Pride
TM
certified.
To support our position and intention
to be a role model within our sector,
we committed to improving our
transparency. Two years ago,
we embarked on an aim to become
a B Corp
TM
certified company. This
was not an easy process. B Corp
TM

is not just another certification
system or standard, it is a growing
network of companies such as
Danone, Patagonia and Ben & Jerry’s,
determined to be a force for good in
the world. B Corp
TM
members balance
purpose and profit. They consider
the impact of their decisions on the
planet and on all their stakeholders.
For us the journey to becoming a
B Corp
TM
was also about understanding,
at a granular level, what we were
doing well and where we could make
meaningful improvements. We are
certified but we know we still have a
lot of work to do.
Creating a future of sustainable
milk nutrition is our ambition and
our value proposition. We strongly
believe that sustainability pays back
in multiple ways and that purpose-
driven companies will benefit from
their commitment towards people and
planet, now and in the years to come.
Leon Clement,
Chief Executive Officer
Hamish Reid,
Director of Sustainability and Brand
Leon Clement,
Chief Executive Officer
Hamish Reid,
Director of Sustainability and Brand
PAGE 06 & 07SUSTAINABILITY REPORT 2020

OUR STRATEGY
$2 billion in revenue
Zero injuries
Zero defects
Zero losses
Infant
Nutrition
Everyday
Dairy
Sports
Nutrition
Foodservice
Next Big
Thing
2
+
ZERO
Net +ve impact on
planet and communities
+ve place to grow with
100% engagement
A Healthier
Synlait
World Class
Value Chain
Net Positive for
the Planet
DOING MILK
DIFFERENTLY
FOR A HEALTHIER
WORLD
DOING MILK
DIFFERENTLY
FOR A HEALTHIER
WORLD
HEART OUR PURPOSEHEAD OUR AMBITIONHANDS OUR STRATEGY
OUR PURPOSE,
AMBITION AND
STRATEGY
Two years ago we refined our
company vision, clarified our
purpose and created a roadmap for
the way we want to do business.
Our ‘Heart, Head and Hands’
framework defines our ‘why, what
and how’. It helps provide clarity for
our people on why we exist, what we
are aiming for, and where and how
we will achieve it. It communicates
Our Purpose, Ambition and Strategy,
and our sustainability strategy is built
directly out of its objectives.
Heart. Our Purpose. Tō Tātou Aronga
At the heart of Synlait is this purpose:
Doing Milk Differently For A Healthier
World. It is why we are here.
Our purpose is driven by three
elements: being different,
sustainability and essential nutrition.
We are different because we believe
that to be the best, we must think
and act differently – and we are
applying this attitude to all parts of
our business, not just our approach
to milk. People and planet underpin
all that we do. Our investments, and
the choices we make, must be net
positive for the planet and help all to
thrive. We continually look for ways to
improve, not just for Synlait – but for
all New Zealanders and the industry
as a whole.
Head. Our Ambition. Tō Tātou Hao Nui
Our ambition, or ‘head’, is the goal
that connects us to our purpose.
It is a simple formula for success:
2 + Zero. This means our aspiration
is to achieve $2 billion in revenue,
have a net positive impact on our
planet and communities, and improve
our operations so that we reach zero
injuries, zero defects and zero losses.
Hands. Our Strategy. Tō Tātou Rautaki
Our hands are where we act on an
aligned heart (purpose) and head
(ambition). This is our strategy. It is
made up of two parts: our growth
strategy (doing milk differently) and
our enabling strategy (for a healthier
world). It is our map to achieving
2 + Zero. Our growth strategy is
made up of five complementary
opportunities designed to build on
our success, diversify our business
and optimise the milk coming into our
factories. These are Infant Nutrition,
Everyday Dairy, Foodservice, Sports
Nutrition and the ‘Next Big Thing’.
PAGE 08 & 09SUSTAINABILITY REPORT 2020

KEY FIGURES
192,384MT
FY20 Production*
1
$1,302.0M
FY20 Revenue
2
76,714 kgMS
FY20 contracted milk supply* (‘000)
1,144
FY20 total employees*
280
FY20 milk suppliers*
3
*
Indicates that data quality was reviewed by
an independent third party.
1
Including fresh milk and cream (converted
into metric tons using a 1L=1kg assumption),
as well as Talbot Forest Cheese production
2
Including Dairyworks
3
We had 256 milk suppliers at the end of
the milk season, in May 2020, and 280
milk suppliers at the end of the financial
year, in July 2020.
31%
27%
20%
79
244
OUR SUSTAINABILITY
FRAMEWORK FOR A
HEALTHIER WORLD
Our enabling strategy allows us
to strengthen our business and
grow it in a coordinated way. This
is supported by three pillars: Net
Positive for the Planet, A Healthier
Synlait and World Class Value Chain.
Net Positive for the Planet represents
the stand we are taking for the
planet. We are delivering against the
sustainability targets we launched
in FY18 and look to be instrumental
in the industry’s response to climate
change, eliminate water degradation,
implement a circular economy,
and lead stewardship for animals,
biodiversity and soil.
A Healthier Synlait is about
strengthening our company. It is
about building systems that support
and develop our people, making sure
that we are all safe and establishing
a culture of kotahitanga or unity,
growing a diverse and inclusive
organisation and continuing to
manage our risks.
World Class Value Chain is core to
our reputation. It covers healthier
farming practices, safe food and
market access, manufacturing
excellence, building a sustainable
supply chain, and transparency. Our
teams are doing great work in this
space because we are constantly
asking ourselves: how can we think
differently and make things better?
Out of our business strategy
we have built a sustainability
framework based around ambitious
environment, people, and enterprise
targets. We are working to these goals
through 12 Sustainable Innovation
Platforms (SIPs), detailed roadmaps
for action that will both change the
way we operate and hasten the
transformation of our industry.
Net Positive for
the Planet
World Class
Value Chain
A Healthier
Synlait
PAGE 10 & 11SUSTAINABILITY REPORT 2020

WHAT WE DO
HOW WE
CREATE VALUE
WHAT WE HARNESS
Social
Customers, farmer suppliers, regulators,
community
Human
New Zealand and China-based staff
Strengths-based approach to development
Health and safety leadership
Physical
Owned New Zealand-based assets
Integrated manufacturing systems
Financial
NZX/ASX listings
Long-term strategic shareholder base
linked to growth markets
Shareholder capital
Intellectual
Lead with Pride
TM
programme
Expertise to design, build and operate
world-class facilities
Innovation centre
Natural
Water, energy, land, milk
OUTCOMES
Nutritional, safe products
Health and essential nutrition
Trusted brands, product traceability
Extensive product range
Industry challenger
Recognised for on-farm sustainability
standards: Lead With Pride
TM
Catalyst for change
Long-term, high-growth partnerships
Market access
Achieved due to regulatory and
quality accreditations
Capability to grow
Talented employees
Innovative and agile culture: Kotahitanga
(unity or solidarity, in te reo Māori)
World-leading engagement results
Safety record improving
Environmental stewardship
On-track to reduce on-farm and
off-farm environmental impacts
Certified B Corp
TM

Financial capability
Lead With Pride
TM
incentive payments
Competitive margins
Access to capital for growth
Revenues reinvested
On-farm
Reward New Zealand’s most
innovative farmer suppliers
Source differentiated milk streams
Operations
Operate world-class facilities
Process differentiated milk streams
Implement best practice food safety,
quality and regulatory systems
In-house laboratory
Products
Invest in infant nutrition, ingredients and
everyday dairy
Customers
Develop and manufacture specialised
products for global brands
Sustainability
Set industry-leading targets and roadmaps
DOING MILK DIFFERENTLY FOR A HEALTHIER WORLD
PAGE 12 & 13SUSTAINABILITY REPORT 2020

To improve as an organisation we
need to identify, understand and
closely manage our performance on
the topics that are most material to
us and our stakeholders.
This year we performed a desktop
materiality assessment, reviewing
reports from suppliers, customers,
investors and other external
stakeholders to assess relevant
issues that can affect value.
The outcomes of the materiality
assessment inform our decision
making on where we aim to make an
impact and feed into our corporate
reporting framework.
The materiality assessment focuses
on those topics that are most relevant
or impactful for the company and its
stakeholders, covering economic,
social, and environmental topics.
Working from a long list of
topics, a shortlist was created for
further discussion with internal
stakeholders to assess their views
on Synlait’s impact and to find out
which subjects are important for
our stakeholders.
The topics with the highest priority
for stakeholders and the biggest
estimated impact on our business
or on society appear in this matrix.
All topics shown in the top right
corner of the chart are considered
material and high priority. Our goal
is to refine this materiality analysis
and matrix by interviewing external
stakeholders over the coming years.
MATERIAL
TOPICS
Food safety
Animal welfare
Water quality
Climate change
Safety and wellbeing
of employees
Land degradation
Customer diversity
Market access / geopolitical
unrest
Plant-based foods / innovation
Product provenance
and traceability
Plastic packaging, waste,
reuse and recycling
Social responsibility
Nutrition
Recessionary conditions /
Net debt risk and return
on investment
Cyber security
Organisational capability
and culture
1
2
3
4
6
9
10
11
12
5
8
13
15
14
16
7
WHAT MATTERS MOST
TO OUR STAKEHOLDERS
AND TO OUR BUSINESS
MATERIALITY
MATRIX
1
2
3
4
6
9
10
11
12
5
8
13
15
14
16
7
Influence on stakeholder decisions
Significance of Synlait’s impact
PAGE 14 & 15SUSTAINABILITY REPORT 2020

FOCUS ON OUR TOP 5
MATERIAL TOPICS
FY20 PROGRESSFY20 PERFORMANCESYNLAIT SIP
1
PAGE
Welfare
Water
Climate
Safe workplace
Safe food
34
28
22
46
66
2. ANIMAL WELFARE
3. WATER QUALITY
4. CLIMATE CHANGE
5. SAFETY AND
WELLBEING OF
EMPLOYEES
1. FOOD SAFETY
• Pasture in diet remains high in both supply regions
• Somatic cell count shows slight year-on-year improvement
(-4% vs FY18)
• On-farm nitrogen loss per kgMS reduced by 19% vs FY18
• Off-farm nitrogen discharge per m3 of wastewater has
worsened (+37%), partly due to changes in product mix
• On-farm GHG emissions per kgMS reduced by 7% vs FY18
• Off-farm GHG emissions per tonne of product decreased by
16% vs FY18
• TRIFR of 9.9 achieved in FY20
• No employee fatalities since the company was formed in 2005
• All Synlait Dunsandel facilities FSSC 20000 certified except
our Advanced Dairy Liquid Packaging Facility
• One precautionary recall carried out at Talbot Forest Cheese
Percentage of pasture in cow
feed in FY20*
On-farm GHG emissions per
tonne of milk solids*
Total Recordable Injury
Frequency Rate (TRIFR)*
Percentage of production
covered by FSSC 22000*
75%
FY20
Somatic cell count average*
Off-farm GHG emissions
per tonne of product*
Number of employee
fatalities*
Number of consumer recalls of
products for food safety reasons*
FY18
0
FY19
0
FY20
0
FY18
0
FY19
0
FY20
1
74.0%79.6%
WAIKATOCANTERBURY
On-farm nitrogen loss per
kilogram of milk solids*
FY18
FY19
FY20
46g
44g
38g
25
FY28
Target
Off-farm nitrogen discharge per
cubic metre of wastewater*
FY18
FY19
FY20
17.5g
19.1g
24.0g
14.0
FY28
Target
FY18
FY19
FY20
155,000
152,700
148,219
FY18
FY19
FY20 YTD
11.69 tCO₂e
11.51 tCO₂e
10.91 tCO₂e
FY28
Target
7.60
FY18
FY19
FY20
1.19 tCO₂e
1.20 tCO₂e
1.00 tCO₂e
FY28
Target
0.59
FY20
9.9
6.2
FY21
Target
1
Sustainable Innovation Platform
PAGE 16 & 17
SUSTAINABILITY REPORT 2020

HOW WE CONTRIBUTE TO THE UNITED NATIONS
SUSTAINABLE DEVELOPMENT GOALS (SDGs)
UN SDGsSDG TARGETHOW WE CONTRIBUTESYNLAIT SIP
1
PAGE
NO HUNGERHealthy farming70
Safe Food66
Safe workplace46
Diversity and inclusion54
Water28
Climate22
Talent attraction and development50
Diversity and inclusion54
Safe workplace46
Cicular economy38
Climate22
Culture and community58
Healthy farming70
Sustainable supply76
Culture and community58
Welfare34
Sustainable supply76
Transparency80
2.4 - Ensure sustainable food production systems and implement resilient
agricultural practices that increase productivity and production, help maintain
ecosystems and strengthen capacity for adaptation to climate change
3.4 - Reduce premature mortality from non-communicable diseases through
prevention and treatment and promote mental health and well-being
5.5 - Ensure women’s full and effective participation and equal opportunities for
leadership at all levels of decision-making in political, economic, and public life
7.2 - Increase substantially the share of renewable energy in the global energy mix
12.5 - By 2030, substantially reduce waste generation through prevention,
reduction, recycling and reuse
12.6 - Encourage companies to adopt sustainable practices and to integrate
sustainability information into their reporting cycle
13.2 - Integrate climate change measures into national policies, strategies
and planning
15.2 - By 2020, promote sustainable management of all types of forests, halt
deforestation, restore degraded forests and increase afforestation
15.3 - Combat desertification, restore degraded land and soil, and strive to
achieve a land degradation-neutral world
17.17 - Encourage and promote effective public, public-private and civil society
partnerships, building on the experience and resourcing strategies
of partnerships
We ensure men and women have access to equal opportunities and proactively support
female leadership.
Our climate roadmap includes initiatives to replace fossil fuels with renewable energy.
We strive to build meaning into staff roles and provide development opportunities for all.
We aim to reduce our gender pay gap to below 5% and review our recruitment, remuneration and
development processes regularly.
We have a comprehensive health and safety management system that covers all our workers,
contractors and temporary staff.
We have targets to reduce manufacturing waste sent to landfill and improve our packaging sustainability.
We encourage key suppliers to improve their sustainability performance.
We measure and disclose our social and environmental results and these undergo external
third-party assessments.
Climate change is integrated into our strategy, risk management, planning and project
management processes.
Our Whakapuāwai programme is dedicated to restoring native ecosystems, waterways, and wetlands.
We partner with farmer suppliers, dairy organisations, universities and research institutes to improve
sustainability in dairy farming.
We collaborate with key suppliers and customers to advance our sustainability goals together.
We engage our employees, farmer suppliers, non-profits and local communities to expand the impact
of our Whakapuāwai programme.
We aim to protect animals and biodiversity on farm and improve soil health via sustainable
farming practices.
We aim to improve on-farm and off-farm water quality and wastewater treatment.
We aim to reduce on-farm and off-farm water usage and improve water efficiency.
We focus on improving the resilience and sustainability of farming systems via our
Lead With Pride
TM
programme.
We provide food which is safe, nutritious and of the highest quality.
We promote and encourage our employees’ mental health and wellbeing.
CLEAN
WATER AND
SANITATION
AFFORDABLE
AND CLEAN
ENERGY
DECENT WORK
AND ECONOMIC
GROWTH
RESPONSIBLE
CONSUMPTION
AND PRODUCTION
CLIMATE ACTION
LIFE ON LAND
PARTNERSHIPS
FOR THE GOALS
GOOD HEALTH
AND WELLBEING
GENDER
EQUALITY
6.3 - Improve water quality by reducing pollution and minimizing release of
hazardous chemicals
6.4 - Substantially increase water-use efficiency across all sectors and ensure
sustainable withdrawals of freshwater
8.5 - Achieve full and productive employment and decent work for all women
and men, and equal pay for work of equal value
1
Sustainable Innovation Platform
PAGE 18 & 19
SUSTAINABILITY REPORT 2020

NET POSITIVE
FOR THE PLANET
ENVIRONMENT
OUR AIM IS TO HAVE
A NET POSITIVE
IMPACT ON THE
PLANET.
Achieving this means taking stock
of our current environmental
footprint and implementing on-farm
and off-farm initiatives that reduce
greenhouse gas emissions, eliminate
water degradation, transition from
a linear to a circular economy,
procure sustainable packaging and
improve the welfare of the animals
and ecosystems we depend upon.
We have developed four Sustainable
Innovation Platforms (SIPs) that
will inform our actions around
environmental stewardship.
WATER
The ways we plan to eliminate
over-consumption and
degradation of water resources.
CIRCULAR ECONOMY
The ways we substantially reduce
our manufacturing and packaging
waste sent to landfill.
Synlait team planting trees, Dunsandel, Canterbury
WELFARE
The ways we develop sustainable
and resilient farming systems that
respect and care for animals,
soil and biodiversity.
CLIMATE
The ways we contribute to the
Paris Agreement target of staying
well below 2°C of warming by
2100, and ideally, 1.5°C.
PAGE 20 & 21SUSTAINABILITY REPORT 2020

CLIMATE
ON-FARM
Our farmer suppliers account for
around 81.3% of our total 1,029,816
tonnes of CO₂ equivalent (tCO2e)
emissions
1
. Our FY20 on-farm GHG
emissions totalled 837,296 tCO₂e.
Since FY18, we have provided all of
our farmer suppliers with a unique
greenhouse gas emissions profile
2
.
Cumulatively, this information
provides us with a baseline to
understand and improve our
performance. A combination of new
technology and best-practice farm
management will result in substantial
reductions of on-farm emissions.
1
See our FY20 Greenhouse Gas Inventory
Report: https://www.synlait.com/wp-content/
uploads/2020/11/Synlait-FY20-GHG-Inventory-
Report_20201112_FINAL.pdf. The inventory was
prepared in accordance with the requirements of the
ISO 14064-1:2006 standard as well as the
Greenhouse Gas Protocol.
2
Data is collected by Overseer, software that models
agricultural GHG emissions in New Zealand.
OFF-FARM
Of our total emissions, 18.7% occur
off-farm. Our GHG Inventory highlights
the use of coal, at 59%, as the largest
source of our off-farm emissions,
followed by sea freight, 19%, and
natural gas, 5%. As 85% of electricity
generated in New Zealand comes
from renewable sources
3
, we see
the electrification of our operations
and supply chain, along with the use
of alternative renewable sources of
energy, as a solution to reduce the
quantity of our carbon emissions.
3
As of June 2020, according to the official data
tables for electricity generation by type published
by the New Zealand Ministry of Business, Innovation
and Employment.
Electrode Boiler, Synlait Dunsandel
OUR COMMITMENT
We will not build another
coal-fired manufacturing facility.
PAGE 22 & 23SUSTAINABILITY REPORT 2020

ON-FARM CLIMATE
TARGET
35% reduction in GHG emissions
per kgMS (kilogram of milk solids)
by 2028
+
FY20 INITIATIVES
Nitrous oxide (N₂O) modelling
To understand the optimum
mechanisms to reduce N₂O
emissions on farms, Synlait
commissioned scenario modelling
during FY20. The study examined
emissions from 50 supplier farms
and modelled the impact of four
mitigation options. The modelling
found that these mitigation options
could reduce N₂O emissions by
12.2%. The study also found that
some of these options would have
a positive impact on CO₂ emissions,
and that the combined options would
reduce total GHG emissions by 5%.
Finally, reducing N₂O emissions is a
win-win as it generally also reduces
nitrogen loss to waterways.
Solar PV feasibility study
In partnership with five volunteer
farmer suppliers, Synlait
commissioned a feasibility study in
FY20 to establish the cost-to-benefit
ratio of photovoltaic (PV) systems on
farm. Synlait wanted to understand
the economics, viability and barriers
to PV so we could determine our
role in supporting farmers with solar
energy. The study found that, in all
five cases, solar PV arrays would be
economically viable, with payback
terms varying between seven and
ten years. However, we also found
that the required investment and
conditions to install a PV system were
quite substantial. Having a solar PV
array has therefore been included in
our new Lead With Pride
TM
GHG tool
(see next paragraph) as one of the
measures that can contribute to
obtaining a GHG incentive payment.
Lead With Pride
TM
new GHG tool
Since the 2017/2018 milk season,
we have been requiring our farmer
suppliers to have an understanding
of the GHG emissions on their farm,
and to create a GHG mitigation plan.
In FY20, we started developing a tool
that gives farmers a detailed list of
GHG mitigation options - more than 40
practices spanning a variety of areas
such as soil management, fertiliser use,
effluent management, irrigation, feed,
energy and waste. The tool provides
information on the steps that need to
be taken, as well as the evidence that
will be required for auditing purposes.
During FY21 we will offer training to
farmers on how to use this tool, and
integrate their feedback to further
refine it. From FY22 onwards, the new
tool will be used to determine the
GHG incentive payment - up to three
cents per kilogram of milk solids each
year. The more mitigation options are
implemented, the more of this incentive
can be received. This aligns with Lead
With Pride
TM
’s underlying principle of
financially supporting our farmers to
balance environmental improvements
with profitability. Over time, the tool will
evolve to incorporate new technologies
and solutions.
FY20 ON-FARM CLIMATE RESULTS
1
FY21 PLANS
201820192020FY18-FY20 evolution
Total scope 3 on-farm GHG emissions*743,959 tCO₂e734,858 tCO₂e837,296 tCO₂e13%
- Canterbury*743,959 tCO₂e734,858 tCO₂e720,901 tCO₂e-3%
- Waikato*--116,395 tCO₂e-
On-farm GHG emissions per tonne of
milk solids*
11.69 tCO₂e11.51 tCO₂e10.91 tCO₂e-7%
FY18
FY19
FY20 YTD
11.69 tCO₂e
11.51 tCO₂e
10.91 tCO₂e
FY28
Target
7.60
• Share the findings of our N₂O modelling study with our farmer suppliers
• Roll out the new GHG management tool
On-farm GHG emissions per
tonne of milk solids*
On-farm emissions by type*
CH₄: 64%
CO₂: 16%
N₂O: 20%
1
Our on-farm GHG emissions and milk solids production are based on OVERSEER®’s reporting
period, which is 1 July to 30 June. FY18 and FY19 emissions were restated - please refer to our
FY20 GHG Inventory Report for further details.
*
Indicates that data quality was reviewed by an independent third party.
+
All environmental targets have FY18 as a base year.
PAGE 24 & 25
SUSTAINABILITY REPORT 2020

OFF-FARM CLIMATE
TARGET
50% reduction in GHG emissions per
kilogram of product by 2028
FY20 INITIATIVES
Wood pellets in Boiler Two
In March 2019, we commissioned
New Zealand’s first large-scale
electrode boiler at our Synlait
Dunsandel site. As electrification
of our boilers is constrained by
electricity supply, we have decided
to explore the use of biomass.
Wood pellets cost twice as much
as coal but provide a similar energy
density and have no Emissions
Trading Scheme liability. The cost of
converting our boiler to take wood
pellets is also substantially lower than
replacing it entirely with an electrode
boiler. Two trials on Boiler Two at our
Dunsandel site were completed in
October 2019 and February 2020.
Both trials exceeded expectations and
presented no significant engineering
risks. Once the boiler fully transitions
to wood pellets, we expect to reduce
off-farm emissions by nearly 37,000
tonnes of CO₂e on an annual basis
(approximately 19% of our total FY20
off-farm emissions). Before switching
to wood pellets, we also ensured that
we were optimising the performance
of our boilers. Our improvements led
to a 23% reduction in coal usage per
tonne of product, compared to FY18.
Talbot Forest Cheese pasteuriser
heat recovery
Significant savings of carbon emissions
and operational expenses were
achieved at Talbot Forest Cheese
with the replacement of a plate heat
exchanger on the site’s milk pasteuriser.
The heat exchanger recovers heat from
whey and uses it to preheat milk going
into a pasteuriser. Commissioned in
August 2020, the project is expected to
reduce the heat load on the pasteuriser
from 630kW to 220kW during normal
operation. Around 700 litres of diesel
per day will be saved, equating to
around 660 tonnes of CO
2
e per annum.
Forklift electrification
We have made good progress on
our programme to phase out LPG
fuelled forklifts. From November
2020, Synlait Auckland will have
100% electric forklifts. At our Pokeno
facility, one of the three LPG forklifts
will be replaced with an electric
one by the end of 2020. In our
Advanced Dairy Liquid Packaging
Facility at Dunsandel, all forklifts are
electric except for one which needs
to operate externally, and therefore
needs to remain LPG fuelled. Our
largest fleet of forklifts are based at
our main warehouse in Dunsandel.
Three forklifts will be transitioned to
electric during FY21.
FY21 PLANS
201820192020FY18-FY20 evolution
Total off-farm GHG emissions*
2
165,508 tCO₂e175,109 tCO₂e192,520 tCO₂e16%
- Scope 1 emissions114,589120,127133,60917%
- Scope 2 emissions6,9237,0358,80427%
- Scope 3 off-farm emissions43,99647,94750,10714%
Off-farm emissions per tonne of
product*
1.19 tCO₂e1.20 tCO₂e1.00 tCO₂e-16 %
Total energy consumption*
3
344,994 MWh374,820 MWh443,901 MWh29%
Energy consumption per tonne
of product*
2,473kWh2,562 kWh2,307 kWh-7%
Total coal consumption
(Dunsandel only)*
54,287 tonnes
4
56,807 tonnes56,889 tonnes5%
Coal consumption per tonne of
product*
0.39 tonnes0.39 tonnes0.30 tonnes-23%
FY20 OFF-FARM CLIMATE RESULTS
1
1
All Synlait manufacturing sites: Dunsandel, Pokeno, Auckland and Talbot Forest Cheese. 
2
FY18 and FY19 emissions were restated - please refer to our FY20 GHG Inventory Report for further details.
3
This indicator includes energy consumption (electricity, gas, diesel, coal) for our manufacturing operations.
It excludes energy used for transportation, such as our diesel or LPG-powered forklifts.
4
Our FY18 coal consumption was restated as an error was identified during the data quality review process.
*

Indicates that data quality was reviewed by an independent third party.
• Implement transition to wood pellets in Boiler Two
• Optimise use of electrode boiler
FY18
FY19
FY20
1.19 tCO₂e
1.20 tCO₂e
1.00 tCO₂e
FY28
Target
0.59
Off-farm emissions per tonne
of product*
PAGE 26 & 27SUSTAINABILITY REPORT 2020

Centre-pivot irrigation, Canterbury
WATER
ON-FARM
It is accepted that dairy farming
reduces water quality outcomes.
The goal of our water strategy is
to minimise degradation and to
make sure that water availability
and quality issues do not constrain
the farms’ resilience and do not
negatively impact local communities.
We concentrate on helping farmers
identify what their water-related risks
are. We then work alongside them to
create a farm environment plan that
helps then minimise the risks specific
to their farms.
OFF-FARM
Our goal is to implement a circular
approach to water in our processing
sites. This means that we would
reuse a large proportion of water
for our manufacturing processes.
For the small amount that could not
be reused, we would treat and clean
the water to the same, if not superior,
quality levels as when we sourced it.
This strategy requires that we focus
on water efficiency and recovery first,
and then on wastewater treatment.
PAGE 28 & 29SUSTAINABILITY REPORT 2020

ON-FARM WATER
TARGETS
20% reduction in water use by
kilogram of milk solids by 2028
45% reduction in nitrogen loss to
waterways per kilogram of milk
solids by 2028
FY20 INITIATIVES
Using technology to combat
nitrogen leaching
Water degradation on farm is
often caused by nitrogen leaching,
which mainly comes from cow
urine. To address this issue,
we have partnered with one of
our farmer suppliers to trial a new
technology that can both reduce
nitrogen leaching and promote
grass growth by detecting and
treating urine patches in a paddock.
Although shortened because of the
Covid-19 outbreak, a pre-trial phase
was rolled-out during autumn.
The core part of the trial, which
includes pasture growth monitoring
and nitrogen leaching measurements
via a set of lysimeters, started in
September 2020.
Modelling the effect of best practices
To understand how good farm
management practices can reduce
nitrogen leaching on farms, we
commissioned a scenario modelling
project that used 50 Canterbury farm
data sets. The combined mitigation
options lowered nitrogen leaching
by 35.2%. This result was obtained
primarily by applying soil moisture
monitoring to existing irrigation
systems and by reducing nitrogen
inputs (from effluent and/or from
fertiliser). The latter remedy aligns
with the Government’s Essential
Freshwater Package, released in June
2020, which seeks to limit synthetic
nitrogen fertiliser use on dairy farms
to 190kg N/ha/year. Our Milk Supply
team will provide support to farmer
suppliers to effectively implement
these best practices.
FY20 ON-FARM WATER RESULTS
1
FY21 PLANS
201820192020FY18-FY20 evolution
Total on-farm water
consumption*
2
NA266,075,593m
3
257,061,367m
3
-3%
- in Canterbury*NA266,075,593m
3
256,839,432m
3
-3%
- in Waikato*NANA221,935m
3
-
On-farm water consumption
per kg of MS*
NA4.17m
3
3.35m
3
-20%
Total on-farm nitrogen loss*2,945,332 kg2,785,907 kg2,885,145 kg-2%
- in Canterbury*2,945,332 kg2,785,907 kg2,473,458 kg-16%
- in Waikato*--411,687 kg-
On-farm nitrogen loss per kg
of MS*
46g44g38g-19%
• Monitor progress of nitrate leaching trial
• Support farmers with implementation of new freshwater regulations while
still maintaining profitability
100% of waterways fenced to the stock-exclusion standard of the
New Zealand Dairy Tomorrow Strategy in FY20.*
On-farm nitrogen loss per
kilogram of milk solids*
1
On-farm water consumption, nitrogen loss and milk solids data are all aligned with OVERSEER®’s reporting period, which is 1 July to 30 June.
2
Several factors affect the overall accuracy of our on-farm water consumption data. These factors include: missing data from farms,
the inability to distinguish between large blocks and individual farms in some water consents and irrigation schemes, data recording gaps
and spikes from water meters. In addition, milking shed water usage is not recorded on most farms and water usage from year to year varies
significantly depending on the weather conditions. We’re endeavouring to improve the accuracy of water data.
* Indicates that data quality was reviewed by an independent third party.
FY18
FY19
FY20
NA
4.17m
3
3.35m
3
FY28
Target
3.34
On-farm water consumption
per kilogram of milk solids*
FY18
FY19
FY20
46g
44g
38g
25
FY28
Target
PAGE 30 & 31SUSTAINABILITY REPORT 2020

OFF-FARM WATER
TARGETS
20% reduction in water use per
kilogram of product by 2028
20% reduction in nitrogen
discharge per cubic meter of
wastewater by 2028
20% reduction in Sodium Adsorption
Ratio (Synlait Dunsandel only)
FY20 INITIATIVES
Dunsandel water sprint
During FY20, 12 water reduction
opportunities were identified across
all Synlait Dunsandel manufacturing
facilities. Dubbed the Water
Reduction Sprint, the project found
seven relatively quick and affordable
projects that could save around
51,000 m
3
annually. Another five more
complex projects required further
investigation. Our manufacturing
teams worked on implementing
the easy water saving initiatives
during the winter manufacturing shut
down. These included installing an
expansion bellow on a UV water line,
improving the temperature control of
vacuum pump seal water and cooling
water on Evaporator 1, saving around
28,800 m
3
of water per annum.
We have also finished installing water
meters across the site, which improve
reporting and can quickly identify
areas of overuse.
Lactoferrin salt recovery
Manufacturing lactoferrin at our
Dunsandel facility contributes to
approximately 55% of the sodium
discharged into our wastewater,
as the plant uses salt (for lactoferrin
extraction) and caustic soda (for
cleaning processes). Trials completed
in 2020 found that the design of
the current salt recovery system
is not sufficient for removing and
recycling the salt. A programme of
scientific study and investment is
being considered to establish an
alternative salt treatment or using
alternative eluates in the lactoferrin
process, such as potassium chloride,
which has a lower impact on the
environment.
Pokeno water optimisation
Although a newly built site with
advanced processing, Synlait
Pokeno’s team has continued to
optimise the plant, initiating projects
that reduced water usage by 73,000
m³ per year. In one case, a water
saving of around 10m
3
per day was
achieved by recovering the ripening
water from sand filters to the bore
water tank after quality checks.
Previously, this water had been sent
to the wastewater stream and could
not be recovered.
Talbot Forest Cheese wastewater
reduction
Because of Temuka’s wastewater
system limitations, Talbot Forest
Cheese collects wastewater on site
and transports it to the Timaru District
Council wastewater treatment plant
for processing. In FY20 a project
was initiated to reduce wastewater
and determine more appropriate
treatment and discharge methods.
To better understand the plant’s
wastewater source and composition,
a testing and monitoring regime is
planned for FY21. Repurposing one
of the storage tanks will also allow
high quality wastewater to be
separated and discharged under
current consents, reducing the
number of truck movements required
to deal with the wastewater.
201820192020FY18-FY20 evolution
Total off-farm water consumption*1,927,484m
3
2,232,869m
3
2,823,454m
3
46%
Off-farm water consumption per tonne
of product*
13.82m
3
15.26m
3
14.686%
Water recovered and reused in
manufacturing operations (Pokeno only)*
NANA17.3%-
Total off-farm wastewater discharge
(Dunsandel and Pokeno)*
2,235,628m
3
2,626,787m
3
2,973,281m
3
33%
Total nitrogen discharge per m3 of
wastewater (Dunsandel and Pokeno)*
17.5g19.1g24.0g37%
90th percentile SAR (Dunsandel only)*13.1611.2413.623%
FY20 OFF-FARM WATER RESULTS
1
FY18
FY19
FY20
13.82m3
15.26m3
14.68m3
11.1
Off-farm nitrogen discharge per
cubic metre of wastewater*
Off-farm water consumption per
tonne of product*
FY21 PLANS
• Develop a solution to recover salt from lactoferrin process water
• Identify further water efficiency opportunities
Note: The increases in water consumption
per tonne of product and nitrogen discharge
per m
3
of wastewater can be explained by
the evolution of our product mix in favour
of more water-intensive products, such as
lactoferrin and fresh milk. Our roadmap for
water usage and wastewater treatment at
Dunsandel (see case study page 42) will aim
to reverse this trend by FY28.
* Indicates that data quality was reviewed by an independent third party.
1
All Synlait manufacturing sites: Dunsandel, Pokeno, Auckland and Talbot Forest Cheese, unless otherwise stated.
FY28
Target
FY18
FY19
FY20
17.5g
19.1g
24.0g
14.0
FY28
Target
PAGE 32 & 33SUSTAINABILITY REPORT 2020

Neighbouring farm, Synlait Dunsandel
WELFARE
Our Welfare strategy aims to establish
farming systems that protect and
enhance life on land, both below
ground (the soil) and above ground
(cows and all forms of fauna and
flora in the wider farm ecosystem).
The concept of regenerative
agriculture has gained traction in many
countries, including in New Zealand.
Although definitions vary, it is said
that regenerative agriculture seeks
to go beyond limiting the impact of
farming on the environment,
and to actually make it net positive
– which is in line with the goal of our
wider environmental strategy. Our
understanding is that its primary focus
is on restoring and/or improving soil
health, which is why we have decided
to investigate this component first
(see ‘Soil health partnership’ below).
As research progresses and further
defines how regenerative agriculture
applies to the New Zealand dairy
context, we will consider aligning and
expanding our focus in the future.
PAGE 34 & 35SUSTAINABILITY REPORT 2020

FY20 INITIATIVES
Soil health partnership
Synlait has partnered with
AgResearch to assess soil health
across Synlait’s pastoral dairy
farms, to understand how it can be
improved over time, and confirm the
link between soil health and farm
profitability. Soil health encompasses
the chemical, physical and biological
properties that support essential
ecosystem services underpinning
the natural productive capacity of
the soil and the wider environment.
In our view, soil health is the critical
component of a resilient farming
system and a powerful ally in
addressing the consequences of
climate change. Our soil health
project is intended to take at least
three years. We have committed to
the first of four phases:
1. Organise a workshop with ten
of our Canterbury and Waikato
farmer suppliers to develop
an understanding of what soil
health means to them and what
indicators and technologies
should be used;
2. Define the management
practices that advance soil
health in the New Zealand dairy
farming system, and their wider
implications for soil function and
the farm business;
3. Conduct a two-year pilot study to
test and refine the recommended
approaches for measuring and
improving soil health across
contrasting farms, and assess its
impact on profitability; and
4. Roll-out baseline soil health
measurements and best practices
to all Synlait-supplying farms.
For phase one of the project,
in a view to engage with multiple
stakeholder groups on this topic,
we have interviewed several global
customers on their soil health
expectations and have further
discussions planned with internal
teams, industry groups and leading
New Zealand regenerative
agriculture scientists.
Unique animal welfare model
Animal welfare is one of the four pillars
of our Lead With Pride
TM
standard.
Created in 2013, we annually review
and update our requirements to make
sure that we continue to promote
leading animal welfare practices.
Our aim is for every animal to
experience a life of great health and
positive wellbeing. During FY20,
we have been co-developing a
unique set of requirements for one of
our key customers. Although these are
yet to be finalised, the requirements
could include measures such as
additional farm visits, training, data
analysis and herd checks to enhance
prevention of animal wellness issues.
This new programme will be deployed
during FY21.
Dairy conversion policy
In New Zealand, land use conversion
and invasive pests have caused
indigenous ecosystems and species
to decline. Around 4,000 species are
threatened or at risk of becoming
extinct. The country is also losing
precious ecosystems and habitats
such as tussock grasslands, sand
dunes, scrub land and forests.
In FY20 Synlait developed a policy
to only accept new milk supply
from farms that meet District Plan
regulations and whose land has
not been recently converted from
a wetland, a native forest, a native
tussock, a native bush or even
regenerating native bush. This policy
will apply to both new milk suppliers
and existing Synlait suppliers who are
planning to increase their production.
It will enter into force in FY21.
FY21 PLANS
FY20 WELFARE RESULTS
1
• Complete Phase 1 of soil health project with farmer workshops; proceed
with Phase 2 – define management practices to improve soil health
• Deploy a new unique animal welfare model
FY18
FY19
FY20
155,000
152,700
148,219
Somatic cell count average*Percentage of pasture in cow feed in FY20*
74.0%79.6%
WAIKATOCANTERBURY
2
1
Pasture data is for the reporting period 1 July to 30 June. For Canterbury, this indicator is based on the average percentage of pasture in
diet when the cows are on the dairy platform. It does not take into account the cows’ diet when off platform during winter. Also, the monthly
percentage entered into Overseer® does not consider the exact dates of entry/exit on the dairy platform. Somatic cell count data is for the milk
season, so from 1 June to 31 May. We are conscious that these metrics do not provide a comprehensive and accurate understanding of animal
wellbeing. We are working towards the development of a framework or system that would better capture the complexity of animal wellbeing.
2
Seven farms in our Canterbury supplier base could not provide pasture data and have therefore been excluded from the calculation.
* Indicates that data quality was reviewed by an independent third party.
PAGE 36 & 37
SUSTAINABILITY REPORT 2020

Blending and canning operator carrying
out quality control at Synlait, Dunsandel
CIRCULAR
ECONOMY
In a circular economy, all biological
and technical materials are reused,
recovered or recycled back endlessly
into production systems. By increasing
the availability of materials and
reducing the cost of disposal to
landfill, shifting to the circular model
also presents economic opportunities
for businesses beyond that of
environment and social benefits.
In particular, the use of plastics and
plastic pollution has been under
the spotlight and is pressuring
manufacturers to develop alternative
packaging solutions. Synlait is on a
path towards a fully circular model in
which our operations will generate
minimal waste to landfill and our
materials will be kept in the economy
and out of the environment.
PAGE 38 & 39SUSTAINABILITY REPORT 2020

CIRCULAR ECONOMY
TARGETS
99% of total non-hazardous
manufacturing waste will be diverted
from landfill by 2028
100% of product packaging will
be renewable, recyclable or
compostable by 2025
100% of our plastic milk bottles will
be composed of 100% recycled and/
or bio-based plastic by 2028
FY20 INITIATIVES
Trialling new 25kg powder bags
Synlait is exploring opportunities to
improve the environmental profile of
our milk powder packaging solutions.
We have initiated discussions with our
packaging suppliers concerning
multi-wall 25kg bags for milk powder,
which are used for internal storage
prior to canning, and for export.
Aspects such as recycled content,
sustainable forestry certification,
material weight and recyclability have
all been considered. The next step
will be to conduct trials to test the
technical and quality performance
of the proposed alternative bags.
Life Cycle Analysis (LCA)
We have continued our project to
evaluate the environmental impact of
our products across their entire lifecycle,
from the extraction of raw materials
to product disposal. The impacts
assessed are GHG emissions, water
consumption, non-renewable energy
and minerals, land use, and eco-toxicity.
Using EcodEX software, the three-year
project identifies in which stages of its
life cycle an existing product, such as
an infant formula can or a fresh milk
bottle, has the most impact and this
influences our sustainability strategies.
We also use LCAs to establish
scenarios and model the environmental
impact of potential changes in our
products – for example, a different
recipe, packaging material or process
– and incorporate this knowledge into
our decision-making processes.
End of run canning reduction
At the end of each infant formula
blending and canning run,
a predetermined number of cans
get disposed of as part of machine
shut down. A cross-functional team
was set up to investigate methods to
reduce the can wastage. The team ran
multiple, high-frequency tests and was
able to determine a safe cut-off at a
lower threshold. This has resulted in
5,000 cans being saved annually.
Sustainable packaging database
Synlait is responsible for a wide variety
of primary, secondary and tertiary
packaging that our customers or end
consumers must manage. We realised
that we needed to have a better
understanding of which packaging
materials we currently use, which
of them are reusable or recyclable,
and which of them contain recycled
content. We have therefore created a
database that provides these details
for each single packaging component
that we use in our products. Although
it still needs to be expanded and
refined, the database is a good
starting point to develop a roadmap
and improve the environmental profile
of our packaging in the future.
Sustainable packaging checklist
To achieve our vision of a circular
economy, we have created a
checklist of sustainable packaging
principles to guide the development
of new packaging or modifications
to existing products. This checklist
will be integrated in our internal
project management processes
and will prompt managers to
consider the application of these
principles in collaboration with our
packaging team.
FY21 PLANS
FY20 CIRCULAR ECONOMY RESULTS
1
• Finalise trial of alternative 25kg powder bags
• Expand sustainable packaging database for Talbot Forest Cheese and Dairyworks
1
Waste indicators include all Synlait manufacturing sites: Dunsandel, Pokeno, Auckland and Talbot Forest Cheese.
LCA and packaging indicators include all Synlait products but exclude those of Talbot Forest Cheese.
2
The significant increase in waste production is due to organic growth and increased manufacturing production in existing sites
(Dunsandel and Auckland), the commissioning of our new Pokeno site and the inclusion of Talbot Forest Cheese in our reporting scope.
3
FY19 percentage restated (5% in 2019) to count sales generated by the entire product category that had an LCA done, and not only
by the specific SKU.
* Indicates that data quality was reviewed by an independent third party.
Percentage of reusable, recyclable
or compostable packaging sold,
by weight*
FY20
99.30%
100%
Note: The decline in the rate of recycling
after FY18 is primarily the result of recycling
facilities in New Zealand enforcing stricter
rules and criteria for the acceptance of
recyclable items.
Note: Our assessment of recyclability
was based on our technical knowledge
as well as desktop research on the
materials accepted by recycling facilities
in New Zealand. There are currently no
compostable packaging materials in
Synlait’s product portfolio.
Total non-hazardous
waste recycled*
FY19
FY18
67%
77%
FY20
67%
99%
201820192020FY18-FY20 evolution
Total waste produced
2
*3,044t3,744t4,830t59%
- Of which non-hazardous*2,586t3,160t4,518t75%
- Of which hazardous*458t584t312t-32%
Non-hazardous waste recycled*77%67%67%-13%
LCA coverage
3
(sales generated
by the product categories for
which an LCA was conducted)*
-45.1%50.6%12%
FY28
Target
FY28
Target
PAGE 40 & 41SUSTAINABILITY REPORT 2020

Milk silos, Synlait Dunsandel
CASE STUDY:
BRINGING ‘NET
POSITIVE FOR
THE PLANET’ TO
LIFE AT SYNLAIT
DUNSANDEL
While we have started to make
progress in some areas, such as
energy use and greenhouse gas
emissions, we know that further
work is required to reach our goal
of net positive for the planet.
We have initiated work on a roadmap
to reach this goal. Our first step is to
develop a 2028 vision for energy,
water and waste at our Synlait
Dunsandel site, as well as for our
recently acquired neighbouring farms.
Once completed, we intend to develop
similar plans for our other sites.
While a vision at this stage, we are
committed to operating Dunsandel
as a de-carbonised, water positive
and zero waste facility.
For energy, we are aiming to
significantly reduce our energy
consumption, eliminate coal as a
source of process heat and increase
our use of renewable energy.
Ultimately, we want to ensure that
we contribute to New Zealand’s
commitment to maintain global
warming below 1.5 degrees.
For water, our ideal scenario is for
the Dunsandel site to reduce its
water consumption, reuse most of
it in the plant, and treat residual
wastewater to the point that it is
better than what is extracted from
the aquifer. That water can then be
irrigated on our neighbouring land
or discharged to ground water.
For waste, we want Dunsandel to
be zero waste, meaning that all
biological and technical nutrients
generated on site are reduced,
reused and/or recycled.
Finally, our vision for our farmland
is that it becomes net positive for
people, animals, planet and profit.
A multi-disciplinary team has
been tasked with developing these
roadmaps, which will be presented
to our senior leadership team
during FY21.
PAGE 42 & 43SUSTAINABILITY REPORT 2020

A HEALTHIER
SYNLAIT
PEOPLE
WE ARE CREATING
OPPORTUNITIES FOR
ALL TO THRIVE.
By building support for our ambition,
commitment and actions, together
we can transform our industry,
benefit our country and leave a
legacy for future generations.
Our commitment to sustainability
extends throughout our team
members, farmer suppliers and
the wider community. This section
of the report focuses on the
four Sustainability Innovation
Platforms (SIPs) that fall under the
People pillar of our Sustainability
Framework. They are:
TALENT ATTRACTION
AND DEVELOPMENT
The ways we, as a high growth
company, need to recruit and
develop highly skilled people
for a range of manufacturing,
leadership, and business
development roles. By investing in
our people and building meaning
into staff roles, we can create a
legacy of committed leaders who
will help us transform our industry
for the better.
CULTURE AND
COMMUNITY
The ways we plan to make a
tangible contribution in the areas
where we work, uniting our
employees, farmers and local
communities around ecosystem
restoration projects.
A Synlait Dunsandel warehouse operator loads an
order of fresh milk and cream from the coolstore for
delivery to Foodstuffs South Island stores
DIVERSITY AND
INCLUSION
The ways we ensure the wellbeing
of our people by building a positive
workplace culture that appeals to
a diverse range of employees and
aligns with our values.
SAFE WORKPLACE
The ways we are achieving
integrated health, safety and
wellness, with an aspiration of
zero injuries.
PAGE 44 & 45SUSTAINABILITY REPORT 2020PAGE 44 & 45

Synlait employee cycling along our Pink Pathway
SAFE
WORKPLACE
Personal safety at work requires much
the same approach as product quality
and food safety – it is about taking
ownership, investing in systems and
developing behaviours. At the end of
the day, Everyone Home Safe, Every
Day is our bottom line.
In 2020, the need to provide a safe
workplace became even more critical.
In addition to reducing the chance
of contracting COVID-19, the extra
pressure on our people through on
and off again lockdowns and travel
restrictions, meant that holistic
wellbeing and mental health also
needed attention. Extra support
structures and events were created
to provide personal mentoring
and group workshops on mental
resilience, happiness and dealing
with uncertain times.
PAGE 46 & 47SUSTAINABILITY REPORT 2020

SAFE WORKPLACE
TARGET
6.2 Total Recordable Injury Frequency
Rate by the end of FY21
FY20 INITIATIVES
Real Time Training
We have strengthened our focus on
quality real time health and safety
training that is specific to the needs
of our plant operators and risks they
encounter. During FY20 a review of
external training provider capability
and capacity was completed.
This resulted in two core providers
being selected to deliver tailored
training that surpasses or meets
NZQA Unit Standards. One of the
key factors is having the trainers
deliver this training on our site with
our people. This makes the training
specific and allows the trainers to use
our plant as the training canvas as
opposed to just theoretical learning.
Ammonia safety improvement
In September 2018, the Synlait
Dunsandel site experienced an
uncontrolled release of ammonia
while a contractor was taking a routine
sample from one of the chillers.
Since the incident, we have taken
multiple corrective actions, including
an investigation made both by Synlait
and the contractor’s firm, a review of
the sampling procedure, tests of the
related equipment, installation of new
alarms and sensors, updated internal
induction and additional training.
Following significant improvements
to our plant and system, an external
safety assessment was completed in
2020, which reported a compliance
audit score of 76%.
Removing the risk of falling
To minimise the risk of a person falling
from heights, we initiated a new
project that took a risk-based approach
and looked for engineering controls
to reduce risk and create a safety
redundancy. The improvements were
categorised into priorities to be initiated
over three years. In FY20 we planned
to make 64 physical modifications
to reduce the risk. However, due to
COVID-19 we were able to complete
only 45 of these, with the remaining
to be addressed in FY21. A total of 86
engineering controls are planned for
the coming year.
A focus on mental health
In FY20 the business continued to
support team members in all aspects
of wellness using te whare tapa whā
model, with a particular focus on mental
health. We trained 12 of our 21 Mental
Wellbeing Advocates in Psychological
First Aid. During COVID-19 lockdown
(in March and April 2020), each week,
our Mental Wellbeing Advocates
posted a personal video to the
business about how they manage their
own mental health (as per the guidance
from the Mental Health Foundation).
We also leveraged our ability to
reach more people through Microsoft
Teams and held six Mental Wellbeing
sessions with an external consultant,
covering the following themes: Building
resilience; Happiness and wellbeing;
Choosing our responses in uncertain
times; Using strengths to get results;
Intelligently using emotions; and
Positive communication and positive
relationships. Finally, we organised
‘Mindfulness for Performance’
workshops at our Dunsandel and
Auckland sites, which were attended
by 70 employees in total.
Internal health and safety audit
In FY20 we conducted an internal
audit of our occupational health and
safety management systems. We used
the ISO45001 framework, as it is an
internationally recognised standard
for the effective identification and
management of health and safety
risk. The audit has helped us identify
some improvements to our processes
and procedures to ensure that our
framework is robust and flexible
enough to adapt to the business,
now and in the future.
FY21 PLANS
FY20 SAFE WORKPLACE RESULTS
1
• Strengthen Health, Safety & Wellbeing leadership capabilities through training and coaching
• Streamline systems to enable easier access to Health, Safety & Wellbeing data
• Develop a Critical Risk Management Standard
Total Recordable Injury
Frequency Rate (TRIFR)*
1
Results exclude Synlait China and Talbot Forest Cheese.
* Indicates that data quality was reviewed by an independent third party.
201820192020
Total Recordable Injury Frequency
Rate (TRIFR)*
--9.9
Fatalities*000
Note: we have found errors in our previous FY18 and FY19 TRIFR calculations and are
therefore unable to provide the results for these years.
FY20
9.9
6.2
FY21
Target
PAGE 48 & 49SUSTAINABILITY REPORT 2020

A group of our Future Leaders with
James Parr, Talent Acquisition Advisor
TALENT
ATTRACTION AND
DEVELOPMENT
A dedicated and skilled team is critical
to our performance. In the past three
years, our workforce has increased
from 682 to 1,144. It is important to
us that we bring people on board
effectively. One way we do this is
via Synlait 101, our comprehensive
induction programme for all new
employees. The three-day programme
includes a site tour, a visit to the
Whakapuāwai nursery and a visit to
a Lead With Pride
TM
dairy farm. During
the programme, new starters have
presentations dealing with all aspects
of our business – from manufacturing
and sustainability to our information
systems and financial management.
We also have several permanent
initiatives that we continually improve
to engage our people and build talent
within the organisation.
PAGE 50 & 51SUSTAINABILITY REPORT 2020

FY20 INITIATIVES
Engagement survey
Having a highly engaged workforce
is central to our business success.
We keep a close eye on staff
engagement and survey our people
on a quarterly basis, using Gallup’s
Q12 survey tool. Our leadership team
meets regularly to review the data,
share experiences and discuss how
to drive engagement higher. Our
CEO also now meets with a small
group of people leaders on a monthly
basis, to share insights on how they
manage engagement in their teams
and learn from each other. This focus
is paying off, with a continued gain in
engagement in FY20. The aim of the
engagement programme is to listen to
our people and by doing so, increase
safety, improve quality, decrease staff
turnover and maximise productivity.
FY21 PLANS
FY20 TALENT ATTRACTION AND DEVELOPMENT RESULTS
• Maintain or improve our engagement ratio
• Further promote the use of Perform and Grow by our people leaders
Employee turnover rate
(excluding Synlait China)*
1
All Synlait employees excluding Synlait
China and Talbot Forest Cheese
* Indicates that data quality was reviewed by an independent third party.
Perform and Grow
After introducing our Perform and Grow
performance management process
in 2015, the percentage of staff using
Perform and Grow has continued to
improve. Perform and Grow is how
we lead and encourage leadership
Future Leaders
The three year-long Future Leaders
programme identifies graduates with
high potential from disciplines that
are key to Synlait’s operations and
growth. After rotating through multiple
roles to gain an understanding of our
processes, participants are assigned
a first leadership role with ongoing
mentorship. The second cohort of
four Future Leaders started working
for Synlait in FY20 and a third cohort
has been recruited for a FY21 start.
The Future Leaders are mentored by
FY20 Engagement ratio - Engaged
staff:actively disengaged staff
(excluding Talbot Forest Cheese)*
Staff who received Perform and
Grow reviews
1
*
Roles filled by internal staff
(excluding Talbot Forest Cheese)*
and talent development within our
teams. The programme provides a
structure for high quality conversations
between team leaders and their staff
members. The conversations are
designed to clarify expectations and
gain agreement on priorities, drive
engagement, develop capability and
deliver performance. We support our
team leaders through the process
by providing clarity on what is
expected and giving them online
tools to record accurate data on
their employee reviews.
members of the Executive Leadership
Team and have gained a high profile
throughout the business, validating
their selection. In FY20 they
completed a ‘CEO challenge’, where
our CEO asked them to provide
insights on a selection of strategic
opportunities for the business in a
post-COVID world.
In-house recruitment
As we invested and commissioned
new facilities at Auckland, Pokeno
and Dunsandel, we needed to hire
skilled staff to operate them. While
this recruitment drive has now
slowed, we have grown from 682
employees in FY18 to 1,144 today.
As a result, we are now a significant
employer in New Zealand’s food
sector, and we pride ourselves on
the contribution we make to the
country’s economy and communities.
To support this growth, we actively
encourage internal mobility –
advancing staff into new roles,
whether horizontally or vertically –
as part of our talent development and
employee retention strategy. In FY20,
144 roles were filled internally out of a
total number of 337 new roles.
3.751
3.581
5.201
61%72%
FY19FY20
35%43%
FY19FY20
13%
FY20
10%
FY19
18%
FY18
FY18
FY19
FY20
201820192020FY18-FY20
evolution
Engagement ratio (ratio of
engaged staff to actively
disengaged staff)*
3.75:13.58:15.2:1-
Perform & Grow reviews*-61%72%18%
Roles filled by internal staff*-35%43%23%
Employee turnover rate*18%10%13%-28%
PAGE 52 & 53
SUSTAINABILITY REPORT 2020

Synlait staff bring diversity of thought
and experience to the table
DIVERSITY AND
INCLUSION
We know there is a correlation
between diversity in the workforce
and business performance.
Companies that promote diversity
are more successful. We believe it is
important to support our teams and
build the right culture to support our
values and our growth.
Impactful diversity and inclusive
thinking take commitment from
all employees. Creativity and
energy are required to ensure
that new initiatives are broadly
understood and implemented
successfully. To achieve positive
outcomes, we foster inclusive
management by including diversity
and inclusion training in our
leadership programmes.
PAGE 54 & 55SUSTAINABILITY REPORT 2020

FY21 PLANS
FY20 DIVERSITY AND INCLUSION RESULTS
1
• Continue to adjust how we search and screen for candidates, ensuring that the inclusion of women and
Maori are considered through the hiring process
• Launch our female leadership mentoring programme
• Expand our education and training programmes to bullying, harassment and discrimination, as well as
women in leadership
Gender pay gap*
Women as managers or
senior specialists*
DIVERSITY AND
INCLUSION TARGETS
<5% Gender pay gap achieved
by 2023
40-50% Mix of women who hold
leadership positions (team leads,
supervisors, specialists and above)
0 Regretted losses of
high-potential women
FY20 INITIATIVES
Workplace flexibility policies
Matuā, our parental leave policy,
is unique in New Zealand as it
includes full pay for maternity leave
for the primary carer for 26 weeks,
two weeks of paid leave for partners,
and payment of a childcare subsidy
from birth to three years, when the
government subsidy applies. A strong
parental leave policy is a substantial
benefit for parents as it enables them
to return to work. It is also part of
ensuring that Synlait is an attractive
place to work for women. Our Matuā
policy was one of four finalists in the
2020 Diversity Works Awards, in the
Emerging Policies category.
Tāwariwari, our flexible working
policy, formalised flexible working
to support a range of situations
including part time work, job sharing,
and career breaks.
The Synlait Way of Working allows
employees to choose times, locations
and spaces to work in that best
suit their activities. Our people can
now work from multiple sites and
from home. We moved away from
designated desks and that has been
positively received. This approach
was particularly useful in 2020 during
the COVID-19 lockdown when all our
administrative staff were required to
work from home and achieved this
move within 48 hours’ notice.
Avoiding gender bias in recruitment
Synlait wants to ensure that our
recruitment advertising and job
descriptions are balanced to a gender-
neutral environment and engagement.
We now run all our job advertisements
through a gender bias decoder that
highlights words that have either a
male or female gender bias. Research
shows that many words are associated
with masculine or feminine stereotypes
and can unconsciously influence the
jobs people apply for. The concept of
“blind CV” reviews is also being trialled
along with gender-mixed selection
panels. Finally, we are trialling the
use of artificial intelligence to remove
unconscious bias in determining the
best candidate for a role.
Female leadership mentoring system
As we learnt more about diversity
and inclusion in the workplace,
we discovered that to have a higher
number of women in leadership
positions we needed to create more
opportunities for engagement,
such as mentorship. In FY20 we
organised focus groups to understand
challenges faced by our women
and how Synlait can support them.
In FY21, we will launch our mentoring
programme, where groups of female
leaders and senior specialists will
have the opportunity to regularly
share learning in a supportive format
and with the guidance of senior
female leaders.
Addressing discrimination and
unconscious bias
To support leaders and staff to
identify and address discriminatory
behaviour, we are developing an
awareness and education programme
focused on bullying, harassment and
discrimination. An e-learning module
has been developed and will be
piloted in FY21.
Additionally, unconscious bias
training now forms part of our
leadership curriculum. Indeed, to
create a workplace that supports and
encourages diverse and inclusive
thinking we need to arm our people
with the tools to mitigate bias.
In FY20 we ran unconscious bias
training workshops at Synlait
Dunsandel for people leaders
and hiring managers. The training
sessions looked at the impact of
unconscious bias in the workplace
and help attendees develop
strategies to mitigate bias as
individuals, as teams and as an
organisation. We also launched
three online training modules on
unconscious bias, accessible to
everyone within the organisation.
FY18
FY19
FY20
34%
36%
37%
FY18
FY19
FY20
18.3%
13.1%
12.5%
<5%
1
Results exclude Synlait China
201820192020FY18-FY20
evolution
Gender pay gap*18.3%13.1%12.5%-32%
Women as managers or senior
specialists*
34%36%37%9%
Women in senior leadership team*14%14%25%79%
* Indicates that data quality was reviewed by an independent third party.
FY23
Target
PAGE 56 & 57SUSTAINABILITY REPORT 2020

Rt Hon Jacinda Ardern, Prime Minister
of New Zealand, planting a kowhai tree
for Whakapuāwai
CULTURE AND
COMMUNITY
In December 2019, our native
tree programme Whakapuāwai
was officially launched by Rt Hon
Jacinda Ardern, Prime Minister of
New Zealand. Whakapuāwai roughly
means ‘everybody thriving’ which
underpins our purpose of Doing Milk
Differently for a Healthier World.
We have harnessed our ambition,
enthusiasm, employees, land and
financial resources to create a
multi-pronged programme that can
be upscaled and repeated across
multiple locations.
Whakapuāwai has three components:
1. Extensively landscape and plant
thousands of native trees and
shrubs on 15 hectares of grazing
land behind our Synlait Dunsandel
site. Our plan is to also build a
plant nursery, walking tracks,
exercise zones and meeting areas;
2. Work with farmers to identify
areas on farms that would benefit
from restoration of natural
ecosystems using plants from
our nursery; and then provide
the plants and planting labour to
farmers free of charge; and
3. Form partnerships to identify
and restore community areas
of shared value.
Whakapuāwai is an important factor
in our cultural development.
The project with its nursery and
tree planting affords high levels
of employee involvement and
participation. Synlait staff receive
one day per year to contribute to
Whakapuāwai. It is a way for them
to engage with their communities
and contribute to environmental
restoration in the places where they
live and work.
SUSTAINABILITY REPORT 2020PAGE 58 & 59

FY21 PLANS
FY20 CULTURE AND COMMUNITY RESULTS
• Successfully grow the 80,000 seedlings due for delivery at the nursery
• Involve a larger number of farms and community groups in our planting activities
Investment in Whakapuāwai*
CULTURE AND
COMMUNITY TARGETS
80% staff participation in
Whakapuāwai
80,000 trees planted in FY21
FY20 INITIATIVES
Whakapuāwai comes to life
Synlait Dunsandel nursery
Nursery construction was completed
during the year and it was fully
operational in September 2020 with
80,000 seedlings due for delivery
in October.
All new recruits to Synlait visit
Whakapuāwai as part of their induction
programme. They get to learn about
the initiative and plant their own native
plant at the site. We also organised
a family planting event in September
2019 in which Synlait staff, farmer
suppliers and their families had a
guided tour of our Dunsandel site and
planted shrubs and trees near the
nursery. Later in the year, some Synlait
staff used their ‘Whakapuāwai day’ to
spread woodchips around the newly
planted plants.
We developed a plan for the
restoration of the 15 hectares of
grazing land behind the Dunsandel
site. This plan will guide our thinking
as this component of Whakapuāwai
progresses. Although planting around
the immediate nursery area is already
ongoing, the development of the wider
area is likely to start in FY22.
Farms
On-farm planting started in March
2020. However, due to the COVID-19
lockdowns and restrictions at work,
we missed three months of planting.
Despite that, we were still able to
plant 12,000 plants. This was partly
achieved by direct distribution to
farms who planted them themselves
under COVID-19 Alert Level 3
restrictions.
On-farm planting currently focuses
on one farm at a time. Synlait works
closely with the farmer regarding
the best areas to plant, planting
plans, site preparation and ongoing
maintenance following planting.
All plantings include cardboard
plant guards (made from recycled
cardboard) and woollen weed mats
which, along with the plants, are all
supplied free of charge to the farmer.
Community
Working with the community is a key
part of the Whakapuāwai programme,
which will build over time. In FY20
our first school group took part in an
on-farm planting event, as well as
our first business partner (a supplier
to Synlait). Building community
involvement will be a key activity
during FY21.
Trees That Count Partnership
Trees That Count is part of Project
Crimson, a not-for-profit organisation
that aims to bring businesses and
communities together to plant 200
million native trees by 2026. Since
2006, more than 23 million native
trees have been planted.
Whakapuāwai supports Trees That
Count by providing trees from our
nursery, making land available for
planting through our farmer suppliers
and providing volunteer planters.
FY19
FY20
$365,758
$953,876
* Indicates that data quality was reviewed by an independent third party.
PAGE 60 & 61
SUSTAINABILITY REPORT 2020

Synlait staff quickly adjusted to the new protocols
put into place during COVID-19 lockdown
CASE STUDY:
KEEPING OUR
PEOPLE SAFE
THROUGH COVID-19
LOCKDOWN
On 23 March 2020, Synlait was
defined as an essential service
which meant we were able to
operate under the New Zealand
Government’s COVID-19 Alert
Level 4 restrictions. Alert Level 4 is
the country’s highest Alert Level,
requiring a complete lockdown and
closure of non-essential businesses.
This was a privilege that we
took seriously. We implemented
comprehensive protocols at our sites
to keep our people and contractors
safe, including physical distancing,
thorough cleaning and sanitation
practices and restricting site access
to only those who were required to
maintain safe and quality operations.
Our administration staff worked from
home and we identified operational
staff who had a vulnerability to
COVID-19 and provided them with
a special paid leave arrangement.
While the additional measures
required to manage COVID-19 were
significant, the hygiene requirements
for COVID-19 were not very different
from the high hygiene standards
maintained by Synlait. Beyond this
however, operations were far from
normal on our sites. As well as
applying physical distancing across
sites, we adjusted shift structures to
segregate shifts, moving to virtual
shift handovers and staggering all
break times. Despite these changes,
everyone was on board with the new
protocols and the teams were in good
spirits and up to the challenge.
To keep collecting milk, we had to
adjust the collection process so
that drivers were kept physically
separated from people and parts of
the process. This reduced risk to our
people and to people on farm.
Finally, Lead With Pride
TM
audits also
had to undergo temporary changes.
Normally, these audits are highly
interactive events. This particularly
applies to the full audits, where our
farmer suppliers experience their first
certification audits, often involving a
team of both auditors and Synlait team
members. Under COVID-19 Alert Level
3 and 4, this approach was not possible.
The Milk Supply team needed to work
quickly to establish an alternative
channel of audit, which could allow
those farms eager to achieve
certification by the end of the 2019 - 20
season to do so. Using available
technology through video conferencing,
we achieved this goal successfully.
SUSTAINABILITY REPORT 2020PAGE 62 & 63

WORLD CLASS
VALUE CHAIN
ENTERPRISE
WE PROVIDE MILK
NUTRITION FOR
CONSUMERS AROUND
THE WORLD.
As demand for our products
continues to increase, we have
invested in accreditations and
certifications that provide us with
a competitive advantage and
reputational credibility.
Our customers can trust our
commitment to the highest standards
of food production and delivery.
The Sustainable Innovation Platforms
(SIPs) under this section are:
HEALTHY FARMING
The ways we work hand in hand
with our farmer suppliers to
achieve long term, sustainable milk
production. This begins with Lead
With Pride
TM
, a transformational
programme that guarantees the
integrity of our milk and the way
it is produced.
TRANSPARENCY
The ways we seek success
beyond profit and undertake
processes to measure our
sustainability performance
against global standards.
The pink health and safety pathway at
Synlait Dunsandel
SUSTAINABLE
SUPPLY
The ways we ensure that
throughout our supply chain our
products meet our sustainable
objectives and have a positive
impact on people and the planet.
SAFE FOOD
The ways we ensure our
processing systems meet the
highest food quality and safety
standards. Our approach to
nutrient production enables
our customers to confidently
differentiate their products based
on quality and provenance.
SUSTAINABILITY REPORT 2020PAGE 64 & 65

On-site laboratory testing, Synlait Dunsandel
SAFE FOOD
Consumers are increasingly
becoming conscious of the origin
of their food products, demanding
full transparency from the brands
that they trust. In the era of a global
pandemic, one that may have had
ts origins in a food market,
consumers, and the food retailers
that service them, have an even
heightened interest in food safety
and quality.
At Synlait, our mantra is Everyone
Owns Quality. Every day we require
complete supply chain integrity
– from fresh milk processing
and packaging for South Island
consumers to packaging complex
blends of infant formula into cans for
international markets. We take a no
compromise approach to product
quality and consumer safety with
dedicated in-house laboratory testing
and international regulatory expertise.
PAGE 66 & 67SUSTAINABILITY REPORT 2020

Our food safety and quality system
‘Right first time’ manufacturing is
the best guarantee for satisfied
customers and shareholders. To
support this, our people receive
the relevant food safety and quality
training required to perform their
roles with care and confidence.
Our Risk Management Programme
comprehensively covers on-farm
practices, milk collection, material
sourcing, manufacturing processes,
testing, warehousing and logistics.
We have mandatory testing to
prove the absence of microbial
and chemical contaminants. Every
can of finished infant formula is
x-rayed to confirm the content meets
specification. We have a dedicated
chemistry and microbiology
laboratory at our Synlait Dunsandel
site, as well as in-process facilities
at each Synlait manufacturing sites
(Dunsandel, Pokeno and Auckland).
All analyses performed are ISO17025
certified and IANZ accredited.
All processes are audited by an
independent third party through a
minimum of four site visits a year.
Our accreditations
We have a strong track record of
navigating complex regulatory
environments and continue to meet
the strict criteria of several product
quality and safety accreditations
1
. In
2019, our Dunsandel facility received
FSSC 22000 certification, our first
global food safety certificate, for all
products apart from liquid dairy.
We intend to introduce the FSSC
22000 certification process to our
Synlait Auckland facility in FY21.
During FY20, Synlait Pokeno was
successfully commissioned and listed
for general dairy exports to China.
Synlait Auckland attained GACC China
Infant Formula Site registration, the
culmination of an 18-month project.
Product traceability
Being able to trace back and prove the
origin of a product is essential to build
consumer trust. We work with Oritain
to test every batch of infant formula
we produce at Dunsandel and Pokeno
to form a ‘fingerprint’ of the origin of
that product. Oritain keep samples that
can, should it be needed, be used to
compare against an in-market product
to confirm its origin and detect, if
suspected, potential adulteration.
Supplier quality audits
Our quality team acts as both gate-
keeper and gate-opener for our
suppliers. They ensure that all products
supplied to us are safe and compliant.
In FY19, we moved to a new system of
assessing raw materials, packaging, and
service suppliers, allocating risk ratings
of low, medium, high and critical to each
one. The criteria to determine the level
of risk includes the type and volumes
of product supplied, and the number of
non-compliances previously identified.
With this new system, we expect to
audit all critical and high-risk suppliers
over a three-year period. Suppliers with
low or medium risk ratings are required
to complete self-audit questionnaires,
which are then reviewed and approved
by our quality team.
FY20 INITIATIVES
Roll out of SynQ
SynQ represents the systems
and methods we use to develop,
manufacture, and deliver safe food
products for our customers, and to
make sure we meet our regulatory
requirements. Started in September
2019, the SynQ Project consists of
three workstreams to collate and
organise our food quality and food
safety systems, methodologies and
processes. The workstreams are:
• Content – rationalisation and
updating of documents;
• Technology – the integrated
information systems we use; and
• Culture – helping everyone at
Synlait understand why we need
to be exceptional at quality.
MyQuality
As part of the SynQ project we
introduced MyQuality, an online
quality event recording and
maintenance system. It has built-in
fields to record event details and
tools to help classify Quality Events
and Quality Actions. It also has
workflows so that events and actions
can be assigned to the appropriate
people for investigation and review.
As with safety, the object of MyQuality
is not to lower the number of events
but to raise the awareness and
motivation to notify a quality event
and resolve it.
FY21 PLANS
FY20 SAFE FOOD RESULTS
1
• Continue the roll-out of SynQ’s three workstreams
• Maintain our focus on improving our Right First Time performance
Percentage of production
covered by FSSC 22000*
Percentage of production
covered by a 2nd or 3rd party
assessed HACCP programme*
1
All Synlait manufacturing sites: Dunsandel, Pokeno, Auckland and Talbot Forest Cheese, unless otherwise stated.
2
Excluding Talbot Forest Cheese
1
For the full list of Synlait accreditations, please visit our website at: www.synlait.com/process
75%
FY20
100%
FY20
Number of consumer recalls of
products for food safety reasons*
FY18
0
FY19
0
FY20
1
Note: In July 2020 Talbot Forest
Cheese, in consultation with the
Ministry for Primary Industries,
undertook a precautionary call
of a range of consumer products
following the detection of Listeria
monocytogenes in samples of these
products. As of October 2020, no
consumer illness has been reported
and no consumer complaints have
been received.
Critical and high-risk
suppliers audited in FY20
2
*
Note: As mentioned above, we have
changed our supplier classification
system and audit procedures.
In FY19 we counted all audits of raw
materials and packaging suppliers;
from FY20 onwards we will only take
into account audits of critical and
high-risk suppliers, which are meant
to be audited once every three years.
Due to COVID-19, some audits were
re-scheduled for 2021.
36.2%
FY19
22.2%
FY20
* Indicates that data quality was reviewed by an independent third party.
PAGE 68 & 69
SUSTAINABILITY REPORT 2020

A Synlait environmental advisor visiting
one of our farmer suppliers in Canterbury
HEALTHY
FARMING
At the end of July 2018, Synlait’s milk
processing facilities were supplied
by 201 farms; by the end of July
2020, we had supply agreements
with 280 farmers. Despite this
growth, we know our farmer
suppliers by name, not as a number,
and take pride in strengthening our
relationships with them through
regular farm visits and events that
celebrate the successes of our
farmer community.
All farmer suppliers comply with
the terms and conditions of our
Supplier Handbook. 100% of our
South Island farmer suppliers have
a Farm Environment Plan, as well
as all our North Island Lead With
Pride™ certified farmers. Since FY18,
we have also provided all of our
farmer suppliers with their unique
greenhouse gas emissions profile.
Each year, our farmer suppliers are
visited by independent Farm Dairy
Assessors who audit hygiene, milk
quality, regulatory and environmental
compliance, animal health and
treatment, water usage and other
key factors that contribute to healthy
farming systems.
PAGE 70 & 71SUSTAINABILITY REPORT 2020

The cornerstone of our sustainable
farming strategy is our Lead With
Pride
TM
certification programme.
Farmer suppliers who are Lead
With Pride
TM
certified take a holistic
approach to all aspects of farming.
The programme attracts farmers
who want to adhere to the highest
standards in terms of milk quality,
animal welfare, environmental
protection and social responsibility.
In return, Synlait rewards them
with a financial incentive. Beyond
this financial support, Synlait also
organises regular farm visits and
events within the community of Lead
With Pride
TM
certified farmers to share
best practices and experiences.
Synlait updates the Lead With Pride
TM

standard each year, in order to
ensure that it takes into account the
most recent knowledge and that its
requirements remain truly leading
over time.
For more information on Lead With
Pride, please refer to page 74.
FY20 INITIATIVES
Onboarding Waikato farmer
suppliers
As Synlait commissioned its new
facility in Pokeno in FY19, we
specifically procured milk from farms
whose values aligned with ours, and
who were interested in becoming
Lead With Pride™ certified. We have
onboarded 59 new farmers across the
Waikato region since the 2019-2020
milk season, 17 of which have already
become Lead With Pride
TM
certified.
To support this growth, we have
established a small Milk Supply team
in the North Island.
Lead With Pride
TM
expansion
We strongly encourage our existing
farmer suppliers to adhere to our
Lead With Pride
TM
standards. We also
require all new farmer suppliers to be
certified within three years of signing
on as a milk supplier. While 57% of
our farmer suppliers were certified
in the 2019-2020 season, we expect
over time that the vast majority of our
farmer suppliers will become Lead
With Pride
TM
certified.
Lead With Pride
TM
new requirements
Lead With Pride
TM
is a continually
evolving standard. In FY20 we
made wide-spread changes to our
requirements for the new 2020-2021
milk season. Examples include:
• Developing a farm policy that
needs to be signed by all
employees, and which includes
a farm vision for the care of
people, animals, environment
and milk quality;
• Communicating any new hazards
to contractors coming to the farm;
• Implementing a GHG mitigation
plan, with the guidance of a new
GHG tool developed by Synlait
(see Climate chapter page 24).
FarmIQ
For some time, farmer suppliers
have indicated a need for electronic
recording and reporting of their data.
We have partnered with FarmIQ to
provide Lead With Pride
TM
farmers
with free access to an online
platform for recording certification-
related data. The software is
available in both desktop and mobile
applications. The two have the ability
to synchronise data and is accessible
by all farm staff. Ultimately, FarmIQ
will assist in the integrity of Lead
With Pride
TM
and improve auditing
efficiencies. It will also give farmers
a useful tool that helps them manage
their farm better.
Acquisition of neighbouring
Synlait Dunsandel farmland
In March 2020, Synlait acquired a
582-hectare farmland adjacent to our
Dunsandel facility. This farmland has
been purchased for several reasons:
to have greater control over water
rights and wastewater application,
to develop a rail siding adjoining Dry
Store 4 (see Sustainable Supply chapter
page 78) and to trial sustainable
farming practices. We are conscious
that New Zealand farming will need
to undergo significant transformation
to achieve truly sustainable food
production. We also know that
extensive research and development
will need to be carried out to test and
confirm solutions that will enable our
farming practices to address today’s
environmental challenges, while still
maintaining profitability. The acquired
farmland will be an opportunity for
Synlait to directly perform on-farm
trials, alongside our farmer suppliers
who also regularly collaborate with
us on research projects.
FY21 PLANS
FY20 HEALTHY FARMING RESULTS
1
• Prepare to take over the full operation of the recently acquired neighbouring farmland at Dunsandel and implement
our “future farms” roadmap
• Continue to promote and expand our Lead With Pride
TM
programme
1
As of July 2020 (the end of our financial year), Lead With Pride
TM
certified farms represented 54% of total farms. The percentage
is slightly lower than as of May 2020 as we onboarded 24 new farms in June 2020, for the upcoming milk season.
2
There were no significant non-compliances in the Waikato region, and seven significant non-compliances in Canterbury. These were
due to issues relating to water abstraction, discharge of effluent to land and discharge of sediment into a waterway. It should be noted
that the reported non-compliances are only from farms visited by the regulators and, due to COVID-19, there were fewer inspections
carried out in FY20 than in other years.
Lead With Pride
TM
certified milk
(as of 31 July 2020)*
Lead With Pride
TM
certified farmer
suppliers (as of 31 May 2020)*
FY19
FY18
49%
28%
FY20
57%
1
FY19
FY18
51%
33%
FY20
65%
201820192020FY18-FY20 evolution
Average length of farmer
partnership with Synlait
(as of 31 May 2020)*
- Canterbury*-6.87. 815%
- Waikato*--1.0-
Percentage of farms with
significant environmental non-
compliances (as of June 2020)
2
*
-2%3%50%
Lead With Pride™ certified
farmer suppliers
(as of 31 May 2020)*
28%49%57%104%
Lead With Pride™ certified milk
(as of 31 July 2020)*
33%51%65%97%
* Indicates that data quality was reviewed by an independent third party.
PAGE 72 & 73
SUSTAINABILITY REPORT 2020

OUR FOUR
PILLARS
Environment –
Lead with foresight
New Zealand’s unique environment
is reflected in the quality of its milk,
so protecting the environment is both
good farming and good business.
For dairy farming to be sustainable,
our industry’s environmental practices
must be sustainable too. To become
Certified Members, our farmer
suppliers must achieve excellence in
the management of water, effluent,
biodiversity, soil quality, energy and
GHG emissions.
Milk quality –
Lead with greatness
It takes modern, innovative farming
methods to produce the highest
quality milk that our customers
want in their products. Our best
suppliers are dedicated to food
safety. They do this by daily milk
monitoring and focus on practices
that ensure the absolute integrity of
their milk. Our Certified Members are
recognised for excellence in areas
that our customers consider essential,
including dairy presentation and
infrastructure, hygiene practices, milk
cooling, residue management and
staff training.
Animal health and welfare –
Lead with care
The best dairy farmers know that
the health and welfare of their herd
directly impacts milk quality and
work hard to ensure a happy and
healthy herd. Certified Members
exceed New Zealand’s Animal
Health and Welfare standards.
This includes accurately monitoring
and recording animal health events
and outcomes so better decisions
can be made in the future, and
performance improved.
Social responsibility –
Lead with integrity
The greatest potential on any farm
lies in its people. By building cohesive
teams that have real drive and
passion, our farmer suppliers are able
to improve overall farm performance.
Taking a comprehensive human
resources approach, farmers
create more opportunities for
success, they also attract the best
employees. Certified Members take
a systems approach to recruitment,
management, health and safety and
training. They create a sense of
teamwork on farms and stand out as
an employer our industry respects.
The Lead With Pride
TM

programme is comprised of
four interdependent pillars:
Environment, Animal Health and
Welfare, Milk Quality and Social
Responsibility. These pillars
recognise the challenges and
complexities of sustainability
in the medium and long term,
and are supported by financial
incentives, per kilogram of milk
solids, designed to encourage
continuous improvement in dairy
farming practices. Each year,
Lead With Pride
TM
certified farms
are independently audited to the
ISO/IEC 17065 standard.
Animal health and welfare is a priority for
our Synlait farmer suppliers
PAGE 74 & 75SUSTAINABILITY REPORT 2020

Dry Store 4 during construction shortly after
the roof was completed in August 2020
SUSTAINABLE
SUPPLY
Sustainable procurement means
making sure that the products and
services we buy are as sustainable as
possible, with the lowest environmental
impact and most positive social results.
It is also about reducing our exposure
to supply chain risks.
In FY20 we have raised the
sustainability bar for our suppliers
through the introduction of a new
procurement policy and more focus
on securing sustainable alternatives
for many of the goods and services
we procure.
PAGE 76 & 77SUSTAINABILITY REPORT 2020

FY20 INITIATIVES
New procurement policy
To support our purpose of Doing
Milk Differently for a Healthier World,
we need like-minded suppliers.
In April 2020, we introduced a new
Procurement Policy that reflects
our values, our strategy, our safety
standards, and our ethics.
The Procurement Policy covers all
our sites and financial transactions
including capital projects, tenders,
leases, rentals, renewals, and contracts.
By including guidelines regarding
environmental impact and social
considerations in the Procurement
Policy we now have a formal
framework to promote better
sustainability performance of our
key suppliers. The Policy covers
environmental aspects such as
packaging, recycling, disposal and
transportation. The Procurement
Policy also states clear expectations
concerning human rights standards,
labour laws, health and safety and
security of information and assets
owned by Synlait.
Local supply
Our Procurement Policy encourages
the sourcing of goods and services
from suppliers who are near to
our sites. Currently all of our major
packaging suppliers are located
within New Zealand. Our infant
formula cans are produced both in
Auckland and Christchurch. All our
kraft paper bags are made in South
Auckland. Our continued success has
also encouraged some key suppliers
to invest in production facilities closer
to Synlait’s own production sites,
which benefits the local economy
and reduces the supply chain’s
environmental footprint.
Audits and questionnaires
To make the supplier qualification
process simpler, we have developed
self-audit questionnaires for new and
existing suppliers. The questionnaire
outlines our Supplier Quality
Expectation and is an important step in
our supplier assessment and approval
process. The questionnaire is provided
to all suppliers for materials, packaging
and services. It asks a wide range of
questions and requests information
regarding certifications, food safety
and hazard management, hygiene,
ethical standards, quality controls,
standards compliance, storage and
distribution. Based on the quality of the
self-assessment, suppliers are either
approved, required to be audited or are
declined as Synlait suppliers.
Working towards more sustainable
purchasing
As a food manufacturing business, we
use a wide variety of materials apart
from the raw milk and ingredients
that go into the infant formula and
everyday nutrition products we
produce. We are constantly looking
at sustainable alternatives for these
products. This review includes low
cost consumables such as wet wipes,
lab coats and disposable gloves
through to high-value items such as
the vehicles we lease. In FY20 we
found a recycling solution to the 1,500
wet wipes cannisters we use monthly.
We also replaced some disposable
PPE (personal protective equipment)
such as certain types of coats and
gloves with reusable ones. Finally, we
decided to incorporate one electric
car in our Milk Supply team’s vehicle
fleet, after carrying out a short trial
in November 2019.
Optimising our supply chain
During FY20 we commenced work on
two projects that will create significant
supply chain efficiencies and improve
our sustainability footprint. A new
30,000 square metre Dry Store 4
will streamline our logistic activity,
bring offsite storage back to Synlait
Dunsandel and generate transportation
efficiencies. By investing in new
technology and infrastructure we also
expect Dry Store 4 to deliver positive
health and safety outcomes.
The investment in Dry Store 4 and
purchase of neighbouring farmland will
also enable us to develop a dedicated
rail siding at Dunsandel. On completion,
which is planned for May 2021,
containerised goods will be transported
by rail to Lyttelton Port, significantly
reducing our carbon and emissions
footprint by removing around 16,000
truck movements annually.
FY21 PLANS
FY20 SUSTAINABLE SUPPLY RESULTS
• Establish a formal method to perform sustainability screenings of our key purchases and suppliers
• Finalise operational terms to advance construction of the rail siding near our Dunsandel Dry Store 4 and enter into
commercial arrangements with KiwiRail to bring trains into the site
Percentage of non-milk supplier
expenditure with New Zealand
registered companies
1
*
1
Excluding Talbot Forest Cheese and Synlait China
88.4%
FY19
86.3%
FY18
86.8%
FY20
* Indicates that data quality was reviewed by an independent third party.
PAGE 78 & 79
SUSTAINABILITY REPORT 2020

Staff driving into Synlait Dunsandel are reminded
of the commitment we made to use business as a
force for good
TRANSPARENCY
Increasingly, shareholders and
stakeholders are requiring greater
disclosure and transparency from
publicly listed companies. At Synlait
we are committed to clear and
accurate reporting of our
sustainable performance to our
many stakeholders.
As well as producing this, our second
Sustainability Report, during the past
year we have undertaken a rigorous
process to detail our impact on the
planet and society in order to achieve
B Corp
TM
certification and secure two
Environmental, Social and Governance
(ESG) linked loans, which help fund our
business development strategies.
PAGE 80 & 81SUSTAINABILITY REPORT 2020

TRANSPARENCY
TARGETS
120 points in the B Corp
TM
Impact
Assessment by 2028
‘A’ score in the CDP Climate Change
questionnaire by 2028
FY20 INITIATIVES
B Corp
TM
We proudly achieved B Corp
TM

certification in June 2020 and thus
pledged to use business as a force
for good. The B Corp
TM
community
works toward reduced inequality,
lower levels of poverty, a healthier
environment, stronger communities,
and the creation of more high-quality
jobs with dignity and purpose.
We are committed to improving our
B Corp
TM
score over time by
advancing our performance as well
as our transparency regarding people
and the planet. For more information,
please read our case study page 84.
ESG Rating
We have been able to leverage our
sustainability performance to access
an ESG-linked loan from ANZ Bank.
The $50 million Environmental, Social
and Governance (ESG) linked loan was
a first in New Zealand and encourages
a borrower to further improve
performance and disclosure against
a set of independent ESG criteria.
A second $50 million ESG loan was
arranged in 2020 with BNZ. A discount
or premium to the base lending margin
is applied to the loans, depending
on the evolution of our sustainability
performance. The performance is
based on Sustainalytics’ ESG Risk
Ratings, an annual measurement of
a company’s exposure to financially
material ESG risks. In February 2020
Synlait was rated 21.3 (Medium Risk) by
Sustainalytics and ranked 20th out of a
total of 502 food companies worldwide.
Using the same methodology as in
FY19, when Sustainalytics conducted its
initial assessment, our score was 22.5.
CDP
The Carbon Disclosure Project (CDP)
is a not-for-profit that encourages
companies throughout the world
to measure, manage, disclose, and
ultimately reduce their greenhouse
gases. For the first time, in 2019 Synlait
completed the CDP climate change
questionnaire that was sent to all S&P/
NZX50 companies. Only 15 of the
50 companies responded to CDP’s
questionnaire. There are four scoring
levels – A/A- for leadership, B/B- for
management, C/C- for awareness
and D/D- for disclosure. Companies
that fail to respond to CDP or fail to
disclose sufficient information receive
an F. Synlait received a D overall. We
are continuing to review our climate
change risks, disclosure levels and
targets that may lead to a higher rating
in the future.
Science Based Targets
The Science Based Targets initiative
encourages companies to set science-
based GHG reduction targets to
contribute towards keeping global
warming well below 2 degrees Celsius
or below 1.5 degrees Celsius.
The SBTi is a collaboration between
CDP, the United Nations Global
Compact, World Resources Institute
and the World Wide Fund for Nature.
Setting a science-based GHG target
would help us stay ahead of future
regulation and give our stakeholders
confidence that we are addressing
climate change.
In early 2020 we used the SBTi
target-setting protocol to calculate
what our new GHG targets would
be to contribute to staying below 1.5
degrees of warming. However, with
the recent acquisition of Talbot Forest
Cheese and Dairyworks we realised
that we needed to expand the scope
of our GHG emissions profile and
targets. We intend to recalculate our
science-based targets and formally
submit our application to SBTi in FY21.
Taskforce on Climate-related
Financial Disclosure
Climate change is a principal risk to
Synlait and has the potential to impact
our business in the short, medium,
and long term. We have commenced
work on climate modelling, using
the Taskforce on Climate-related
Financial Disclosure (TCFD) scenario
planning, to determine how different
climate scenarios would impact our
operations. We have also established
a list of our climate-related risks
and assessed their likelihood,
time horizon and level of impact on
the business. The TCFD framework
divides climate-related risk into two
categories – risks relating to the
transition to a lower carbon economy
and risks arising from the physical
impact of climate change.
FY21 PLANS
FY20 TRANSPARENCY RESULTS
• Review and submit our new GHG targets to the SBTi
• Develop a strategy to continually improve our B Corp
TM
performance, including for Talbot Forest Cheese and Dairyworks
1
The FY20 ESG Risk Rating of 22.5 is based on the methodology used by Sustainalytics
in FY19, to enable a like-for-like comparison. Sustainalytics has updated their
methodology in FY20 and under the new version our rating is 21.3.
B Corp
TM
Score*
FY20
80.4
Sustainalytics ESG Risk Rating
1
*
FY19
FY20
34.9
22.5
CDP Score*
D
FY20
120
* Indicates that data quality was reviewed by an independent third party.
FY28
Target
PAGE 82 & 83SUSTAINABILITY REPORT 2020

Synlait staff are proud to work for a
certified B Corporation
TM
CASE STUDY:
ACHIEVING B CORP
TM
CERTIFICATION
B Corp
TM
is a global community
of businesses that pledge to use
business as a force for good.
They consider the impact of
their decisions on their workers,
customers, suppliers, communities,
and the environment. As of
September 2020, there were more
than 3,500 B Corp
TM
certified
companies from 150 industries
across 74 countries.
Synlait’s mission is to be a catalyst
for change in our industry and
becoming a B Corporation
TM
commits
us to balancing people, planet
and profit. We used the B Corp
TM

assessment and process to frame
our performance against global
standards for environmental and
social performance, accountability,
and transparency. We were able
to benchmark our performance
against the best for the world such as
Danone, Patagonia and Ben & Jerry’s.
Today’s consumers have rapidly
shifting expectations on how we
should care for our people and planet,
and we have responded by ensuring
our business, as a milk nutrition
company, is fit for a better world.
Being a Certified B Corp
TM
creates a
new benchmark for our company,
our customers, and our community.
Certified B Corporations
TM
are verified
by B Lab, a non-profit organisation.
The B Corp
TM
Impact Assessment
has five sections: Governance,
Community, Workers, Environment
and Supply Chain.
After determining we wanted to
become a B Corp
TM
, we did a pre-
screening assessment in FY19
and found that we were below the
80-point certification threshold.
We then improved our performance
throughout FY20 and launched a full
verification process in January 2020.
More than 30 Synlait staff from across
the business helped complete the
assessment and provide the required
documentation to B Lab’s analysts.
Our certification was confirmed in
June, with a score of 80.4.
Since then, we have conducted
multiple internal team briefings,
shared the news with our key
stakeholders and engaged with the
B Corp
TM
community in Australia
and New Zealand. Our plan moving
forward is to continue improving
Synlait’s performance and also to set
Talbot Forest Cheese and Dairyworks
on their own B Corp
TM
journey, as both
subsidiaries will be included in our
re-certification process in June 2023.
SUSTAINABILITY REPORT 2020PAGE 84 & 85

GRI Standard DisclosureDisclosureReferencePage Number
Organisational profile102-1Name of the organisationSynlait Milk Limited
102-2OperationsOur strategy8-9
102-3Head officeDunsandel, New Zealand
102-4LocationsAbout this report3
102-5Legal type of entityLimited liability company
102-6Markets servedGlobal
102-7Scale of the organisationKey figures 11
102-8WorkforceKey figures11
102-9Supply chainHow we create value12-13
Strategy102-14Managing Director statementIntroduction6-7
Ethics and integrity102-16Values, principles, standardsOur strategy8-9
Reporting practice102-45Entities includedAbout this report3
102-46Basis of report contentAbout this report3
102-47List of material topicsOur materiality analysis14-15
102-50Report period1 August 2019 – 31 July 2020
102-51Report dateNovember 2020
102-52Reporting cycleAnnual
102-53Contact informationsustainability@synlait.com
102-54GRI complianceAs above statement
102-55GRI context indexThis page
Material topicsRelated indicators
Economic201-1Direct economic value generated
and distributed
Key figures
How we create value
11
12-13
204-1Expenditure on local suppliersSustainable supply78-79
Environmental 305-1Greenhouse gases (GHG) emissions
Scope 1
Climate27
305-2GHG Scope 2Climate27
305-3GHG Scope 3Climate25-27
305-4GHG emissions intensityClimate25-27
305-5Reduction of GHG emissionsClimate23-27
302-1Manufacturing Energy and Coal
Consumption
Climate26-27
303-1Nitrogen lossesWater30-31
303-5Water consumptionWater: On-farm and off-farm
consumption
30-33
GRI Standard DisclosureDisclosureReferencePage Number
Environmental306-2Total waste production and recyclingCircular economy40-41
307-1Non-compliance with environmental
regulations and laws
Healthy farming73
308-2Negative environmental impacts in
the supply chain and action taken
Healthy farming: Lead With Pride™72-75
Social404-3Percentage of employees receiving
regular performance and career
development reviews
Talent attraction and development52-53
405-1Diversity of governance bodies and
employees
Diversity and inclusion56-57
405-2Remuneration for men and women
and differential
Diversity and inclusion56-57
401-1Annual staff turnoverTalent attraction and development53
403-9Annual injury, severity and
fatality rates
Safe workplace49
413-1Operations with local community
engagement, impact assessments
and development programmes
Culture and Community60-61
416-1Customer health and safety: Health
and safety impact assessment of
products
Safe food68-69
417-2Incidents of non-compliance
concerning product and service
information and labelling
Safe food69
Management Approach
103-1 Explanation of material topicsOur materiality analysis14-15
103-2Management approachIntroduction
Our strategy
Net positive for the planet
A Healthier Synlait
World class value chain
6-7
8-11
20
44
64
103-3Evaluation of management approachResults within each Sustainable
Innovation Platform (SIP)
APPENDIX - GRI CONTENT INDEX
While this Sustainability Report follows the objectives of the Global Reporting Initiative and includes a wide range of
environmental and social disclosures, it is not intended to be a GRI Standards Core Option report. We have provided
a table linking our disclosed information to GRI indicators as a first step towards adopting the GRI methodology.
PAGE 86 & 87SUSTAINABILITY REPORT 2020

DO YOU HAVE FEEDBACK ON OUR SUSTAINABILITY STRATEGY AND REPORT?
OR HAVE A QUESTION TO ASK OUR TEAM? CONTACT US AT: SUSTAINABILITY@SYNLAIT.COM