Annual Meeting 2021

25 November 2021
Scott Technology Annual Meeting 2021

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Chairman’s Address


Board Report FY21

I would like to acknowledge and thank our people across the globe for their efforts over the year, as
we continue to be impacted by the economic and personal challenges arising from COVID-19.

As always, health and safety continues to be an important focus for Scott and we look for the same
commitment from our customers.

We strive for continuous improvement in our health and wellbeing outcomes for all our staff and
stakeholders. We have set the same best practice expectations across all our operations in all regions.

The Company achieved sales of $216m, despite the ongoing disruptions we have faced in all of the
markets we operate in. We are pleased with the very strong return to profitability after the
restructuring undertaken last year to right size Scott to deliver on the Board’s 2025 strategy.

Management has continued to deliver a very disciplined approach to margin control, debtor
collections and inventory control and as a result we have finished the year with a very healthy Balance
Sheet, with net debt of $1.3m.

The Board and Management are committed to, and have invested in, the development of our
Environmental, Social and Governance (ESG) Program. This will ensure sustainability factors remain
front of mind to both preserve and create value for all shareholders.

On behalf of the Board, I would like to thank our shareholders for your continued support of our
Company, the Board and management.

A final dividend of four cents per share has been paid in addition to the two cent interim dividend.


Continued Impact of COVID-19

The unpredictable nature of COVID-19 has required Scott to be flexible in managing individual
situations across our global businesses. Our businesses continue to stringently follow COVID-19
protocols and the advice of relevant local authorities, as applicable to the circumstances at the time.

Throughout the pandemic we have implemented strict controls with the objectives of keeping our
people safe.

The Scott Pandemic Response Team, consisting of John Kippenberger, myself and John’s Executive
team, continues to oversee all COVID-19 related matters impacting our employees and businesses.

The impacts of lockdowns and other restrictions have put extra demands on the business and our
people. We are very conscious of the wellbeing and safety of our people and have invested in extra
resources to assist us through the pandemic.

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Outlook

Despite the ongoing difficulties of operating a global business from New Zealand, we are seeing very
good engagement from our customers. This is resulting in a strong order pipeline which bodes well for
the coming year.

I would also like to thank my fellow Directors, Alan Byers, Brent Eastwood, Edison Alvares, John Berry,
Derek Charge and John Thorman who are always available to provide assistance and wise counsel
when needed.

I would also like to thank John Kippenberger and all of the Scott employees for their dedication in
what has been a challenging, yet successful year, as we make strong progress with our 2025 strategy.

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25 November 2021
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CEO's Address 2021
(incl. presentations by CFO & Director - Marketing & People)


Engineering Scott to High Performance

You will recall that at the centre of our strategy is a commitment to focus. It is to move Scott
Technology from being a general engineering company, building bespoke, often one-off systems which
invariably include a large degree of ‘newness’, and therefore, risk. We will move to being a truly global
organisation focused on delivering a number of world-leading, proven automation products and
systems, to large addressable markets.

This strategy recognises the inherent value of some of the great designs and achievements that our
Scott team has built together during its proud 100 plus year history. It looks to commercialise these
opportunities by selling and delivering such systems many times over in the future. These are systems
that have proven to provide step-changes in yields, waste reduction, efficiency and safety, to the
largest companies of the food, mining and manufacturing markets around the world.

We are proud to have made compelling progress across all five pillars of our strategy and despite the
ongoing disruptions, management distractions, and restrictions of the global pandemic. We look
forward to sharing some of these achievements with you today.


FY21 Performance Snapshot

Our revenues were up 16 percent on the prior year and despite delays to many projects due to the
pandemic. However, most importantly, the business delivered a marked improvement in gross
margins as the efforts of focusing on selling and delivering systems which we are highly experienced
in, and therefore, expose the business to less unanticipated cost risk, combined with growth in both
of our higher margin services and product businesses.

Together with the lower cost structure which resulted from last year’s right-sizing activities, Scott
delivered a record earnings before interest, tax, depreciation and amortization of $22 million.

We are pleased to report a positive outlook in all three streams of our forward work – being systems,
products and services – as our commitment to building a more balanced revenue mix for the future
starts to gain traction.

The directors were pleased to issue a final dividend of four cents per share, which took the financial
year 2021 total to six cents.


FY21 Health & Safety Performance

A critical indicator of our progress in 2021 can be seen through the headline metrics around our
employee health and safety.

The number of management health and safety conversations with our team grew almost ten-fold on
the prior year. These conversations are now taking place almost daily across our operations in
Australasia, Europe, China and North America.

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This commitment to bringing safety to the forefront of our discussions helps drive a more open and
inclusive culture. This creates an environment where our team members feel increasingly confident
and comfortable, to report hazards within the workplace. Through ongoing reviews of these insights
we are better positioned to address and mitigate areas of risk in an effort to avoid injuries.

You can see this has resulted in a 63% decrease in injuries versus the prior year.

However, our journey in this area, along with other related activities of our Environmental, Social and
Governance initiative, has only really just begun. As such, we look forward to sharing examples of the
great teamwork taking place across the business, as we go forward as our team prioritises safety and
wellbeing at the core of what it means to being a proud Scott employee.


FY21 Results (Cameron Mathewson, CFO)

FY21 Results Summary Table

We have seen good growth and improvement across our financial results. You'll see in an upcoming
slide that Australasia was the main geographic driver of this growth.

At $216m our top line grew by 16% and at $22.1m we posted a record EBITDA as our strategy pushed
mix towards more margin heavy Products and the full benefits of our earlier restructuring program
were realised.

Beyond the P&L we finished the year with more cash than debt on the back of a good year for
Operating Cashflow despite our revenue growth consuming more working capital as both debtors and
inventory increased.


Revenue by Operating Region

Australasia was the predominant growth region for the group leveraging its position as the Centre of
Excellence for both Meat and Mining, where our strategy of focusing on Products saw both BladeStop
and Rocklabs continue their growth trajectories. Two large mining automated laboratory projects also
contributed to this growth.

China delivered multiple solutions into the appliance line industry to large global whiteware players
such as Haier and Little Swan and also started to broaden its participation in supporting customer
propositions outside of China, working in partnership with our European and New Zealand appliance
teams.

It should be noted that all regions grew their EBITDA from the previously mentioned strategy mix and
prior year restructuring activity, including the US and Europe despite very challenging COVID
conditions in the first half of the fiscal year.

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Forward Work Trend

Our forward work continues to increase - being up in total 24% versus last year.

Although up across all 3 categories the impact of our strategy can be seen in the shift towards more
repeatable products, such as Bladestop and Rocklabs, and also Service - both of which will see a
continuation of margin growth.

Although the Service increase is the largest, it is off a small base and at $9m of $128m it represents
only 7% of total forward work. This is compared to the 23% service revenue represented of FY21
revenue and our strategic target of 40%.

As such service, and in particular the forward contracting of it through long-term service level
agreements in order to establish and embed Authentic Customer Partnerships, is a key strategic focus
moving forward.


Service Revenue Growth Strategy

As touched on in the previous slide we see significant opportunity in Service - not only in terms of
general revenue growth but also in strengthening our customer relationships in order to grow our
volume of repeat sales per customer.

This slide shows how well we are doing in terms of generating annual service revenue (on the bottom
axis) from our installed base of equipment (on the left axis) that we've sold over the last 10 or so years.

The bubbles represent the percentage of annual service revenue relative to the install base value for
each of our key Systems and Products.

If we take Lamb Automation, the pink bubble, as an example. Currently we generate just over $2m in
annual service revenue from the 12 or so systems we have installed at various customer sites. This
translates on average to just 2% of the installed base value of approximately $120m.

However, the best performing of those customer sites generates 7% per annum in service revenue
and as such our objective over time is to move all the installations up to the same level, which would
move Lamb Automation from $2m of annual service revenue to $8m.

A similar approach to Mining Systems (in yellow) and Bladestop (in orange) would generate an
additional service revenue to $13m. But this is just the beginning as there are numerous other
opportunities as we grow the capacity and capability of our service offering with the ultimate long
term strategic aim being to grow our annual service revenue to 15% of our installed equipment base.
You can see what this would be worth to our appliance service business, our largest capital installed
base of over $200m.


CEO’s Address continued

Industry Outlook
I would like to now take a few minutes to share with you our thoughts on the outlook for Scott in a
couple of core industries.

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Before I do, I will take a moment to touch on the issues that the ongoing disruption to global supply
chains are having on businesses such as Scott. These disruptions are caused by a number of factors,
including; scaled-back production during the height of the pandemic; strong consumer demand in
many sectors around the world; and the ongoing shipping crisis.

For Scott these issues are generally manifesting themselves in the form of delays in parts. The team is
working to offset this risk by building higher stocks of inventory in those more sensitive areas. Some
customers are also experiencing delays in building projects which can in turn result in delays to Scott
projects which form a part of such developments.

Input prices are also rising in this climate and the team is ensuring we build new project bids on current
prices, and actively work to extend our own gross margins through confident pricing to cater for any
unforeseen pressures on cost or lead times.


Meat Processing

The global demand drivers for Scott protein products, systems and services remains strong.

These are largely driven by three factors which are universal across the global meat sector:
• Firstly, increasing challenges around labour shortages driven by resets to immigration policies
in markets including here in New Zealand, through to the United States, and up into Europe.
This issue has been further exacerbated by the impact of Covid creating the need for social
distancing on production lines.
• Secondly, an increasing drive globally to provide a safer environment for workers in an area
which has high inherent risk given the speeds at which operators must work at.
• And lastly, an increasing understanding by the world’s largest meat and food processing
companies that step-changes in efficiency, waste reduction and general cost performance,
only come from taking a longer-term perspective on investment in automation.

We are highly confident in our market position of our world-leading BladeStop safety bandsaw.

We are also committed to rolling out more world-leading Scott primal vision and cutting systems in
the New Zealand and Australian lamb sectors.

We will also mindfully and thoughtfully, in conjunction with strong customer partnership, invest in the
development of similar options for other species. This work will take us into the large beef processing
market of the United States in particular over the next three to five years.

Today we are also pleased to announce a significant development project which leverages on our
technology in lamb primal systems and takes this platform into the large global beef sector.

This announcement sees Scott Technology partner with Teys, one of Australia’s leading protein
producers, and Meat & Livestock Australia (MLA), to develop a revolutionary beef solution, which will
improve yield, product quality, throughput and efficiency, while also increasing operator and food
safety. This AU$18m system will be developed and built by Kiwis out of Scott’s head office and global
meat processing centre of excellence, in Dunedin, New Zealand.

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We remain focused on continuing to build a first-class service business to support our customers
around the world. This helps ensure capital installations under our Scott brand continue to perform at
the optimum level, and that our customer relationships remain highly active which promotes early
engagement for all future capital projects.

Lastly, we are encouraged by the performance and adoption of our first poultry trussing automation
system and the opportunity this soon-to-be-‘product’ presents to Scott across the North American
poultry sector.


Mining

Our mining products business - Rocklabs - continues to experience strong market demand right across
its global customer footprint; from Russia, through Africa, to the goldfields of Australia, through to the
mines of North and South America.

While iron ore prices have receded recently off their highs we see ongoing demand for our crusher,
pulverising and splitting equipment as mining companies and independent testing laboratories around
the world continue to struggle to keep up with growing demand in the precious metals sector.

Most recently our mining systems business has been focused on two areas:
• Firstly, building and installing the Rio Tinto Guadai Darri and MinAnalytical automated
laboratory systems; both in West Australia.
• And secondly, proving-out Scott’s recent development of automated refuelling systems for
large mining trucks. This new technology combines complex vision systems with dynamic
robotic applications in order to accelerate the otherwise slow refuelling process and in a way
which removes the safety risk of having operators working around large mining equipment.

Installing and commissioning complex automated laboratory systems in particular has faced great
challenges and disruptions due to the ongoing impact of the pandemic. Travel restrictions into West
Australia have meant that some of our most experienced Scott technicians are unable to travel to
customer sites to perform highly complex vision, electrical, mechanical and control engineering tasks.
This results in pushing-out completion timelines and inefficiencies in the build and commissioning
activities. Despite these challenges our committed and talented teams continue to forge great
progress in all areas.


Materials Handling & Logistics

Lastly, but just as importantly, we remain positive about the prospects across our material handling
business. For Scott, this sector includes; our European palletiser and conveyor systems – where last
year we announced our first major warehouse automation project in the southern hemisphere; our
North American autonomous guided vehicles business, and our industrial automation business in
Australia.

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With the continuing global shipping disruptions showing no signs of abating, we are receiving ongoing
interest from companies particularly in the food manufacturing and e-commerce sectors who are
looking to access greater responsiveness, efficiency, and outputs from their warehousing operations.
We see these macro demand drivers, together with the pressures around labour supply, continuing
for some time.

With that being said, we monitor the Covid situation closely as Europe enters its 4
th
wave of the
pandemic, and with that a return to restrictions and potential business disruption.

While the situation in Europe, and other parts of the world, is evolving on a daily basis, we remain
highly focused on driving deal closures and work rates as the environment allows.

Our priority remains on ensuring our people are safe and well during these challenging restrictions.


Leading a Sustainable Future (Casey Jenkins, Director – Marketing & People)

You will have seen in our recent Annual Report that Scott has committed to a series of long-term
Environment, Social and Governance goals.

As a responsible business Scott is pursuing a long -term sustainable future together with our
employees, customers, suppliers, and shareholders.

We recognise that our collective responsibility extends beyond caring for our people and driving
commercial outcomes and includes our far broader relationship with the planet.

We are excited to share with you today a high-level overview of our Sustainability strategy and what
you can expect to see in the coming years.

To better understand what issues mattered most to our business, we have conducted a materiality
assessment to help define what our starting goals and targets will be.

From here, we have defined the foundations of our sustainability strategy as People, Place and
Purpose.

People is about building an engaged, diverse, and talented workforce. It focuses on retention and
recruitment which is a priority for our people led business. This is supported by a commitment to
maintain a safe and inclusive working environment for all of our Scott team.

Purpose refers to the recipients of our solutions and services – our customers and shareholders. It
covers the importance of building meaningful customer relationships, and highlights Scott’s
commitment to growing a profitable business focused on long term growth and positive shareholder
return.

Place outlines the organisation’s commitment to the environment and ensures we develop and
encourage sustainable business practices.

Our framework focuses on a series of goals that can be built on as our sustainability commitment
matures and we look forward to sharing more details of this journey with you over the years ahead.

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CEO’s Address continued

As I mentioned earlier, we are very positive about the traction we have been able to generate across
most areas of the Scott 2025 strategy, and despite the ongoing disruption and pressure of operating
within a world still very much in the grip of the pandemic.

Together with our board we remain highly excited about the future growth prospects for Scott, as
large macro global trends converge to drive increasing levels of interest and investment in automation
around the world.

Personally, I look forward to the day where I am able to visit our teams and customers in Australia,
China, Europe and the United States – let alone Dunedin and Christchurch - to thank them in person,
for their outstanding work in 2021 and for their commitment to realising the great future potential of
Scott Technology.

Thank you.

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2021 Annual
Shareholder Meeting
25 November 2021

CONTENTS
Chairs Presentation 3-6
Strategy Update8
FY21 Results Summary 9 -11
Revenue by Operating Region12
Forward Work Trend13
Service Revenue Growth Strategy 14
Industry Outlook15 - 19
Our People & Planet20-22
Thank You 23
2
PRESENTED BY
John Kippenberger
Chief Executive Officer
Cameron Mathewson
Chief Financial Officer
“A year into the new strategy, and 18 months into the
pandemic, Scott Technology, one of New Zealand’s
few truly global companies begins to soar.”
_
John Kippenberger
Chief Executive Officer
Casey Jenkins
Director – Marketing
& People
Stuart McLauchlan
Chairman

3
CHAIRS
PRESENTATION
Stuart McLauchlan
Independent Chair

BOARD REPORT FOR FY21
•Continued impact of COVID-19 still being felt deeply across the group
•Continued focus on driving a high performance Safety & Wellbeing culture
•Strong return to profitability with revenue up 16%, record EBITDA of $22.1m and net profit after tax of
$9.5m.
•Ongoing momentum of Scott 2025 Strategy as we focus on core areas of proven expertise and improved
performance.
•Development of Sustainability Strategy as we pursue a long term sustainable future together with our
customers, suppliers, shareholders and communities.
•Strong forward work as we secure new system design and build contracts in each of our regions.
•Total annual dividend of 6 cents declared.
4

CONTINUED IMPACT OF COVID-19
•Our first priority remains the safety and
wellbeing of our teams. Long periods of
employee isolation during lock-downs and
pressures while commissioning systems
in remote locations remain our key
watch areas.
•Strong focus on protecting employees
during travelas the world slowly begins to
open up to international travel.
•Increased interest in automated solutions
specifically in the meat processing and food
and beverage sectors.
•Deferred capital investment is resuming,
signalling a strong recovery in several of our
regions.
•Travel restrictions continue to impact how
we commission and install projects.
5
Fully
Vaccinated
Partially
Vaccinated
CzechRepublic
56%-
Belgium
95%-
Germany
65%-
France
73%-
America
32%-
China
94%-
NewZealand
57%88%
Australia
73%90%
Employee vaccination rates

OUTLOOK
•Forward work continues to solidify.
•Product business has firm order books at healthy margins
(BladeStop / Rocklabs).
•Continued focus on maintaining efficient cost structures that
resulted from last years right sizing.
•New business continues to be sourced with improved margin
and in line with strategy.
•Improved ability to service and commission projects pending
progress with vaccines.
•Significant opportunity to increase service revenue on
the existing equipment installed base.
•Industry dynamics in all sectors and geographies continue to
be strong.
6

7
CEO
PRESENTATION
John Kippenberger
Chief Executive Officer

ENGINEERING SCOTT TO HIGH PERFORMANCE
OUR PROGRESS
•Authentic Customer Partnerships: Secured significant repeat
business across all sectors e.g. Rio Tinto, Alliance, Little Swan,
Bosch, Candy Haier, McCain, Whirlpool. $216.2m revenue in FY21.
•Operational Excellence: Delivered sustainable margin
improvement across all regions +190% increase on FY20.
•Leading Edge Technology: Strong growth across all standard
products. Initial development of our service strategy.
•One Global Team: Significant decrease in lost time injuries, and
continued focus on employee retention, development and wellness
reduction in lost time injuries from 11 in FY20 to 4 in FY21.
•Robust Global Platforms: The centre of excellence (COE) strategy is
helping build clarity and confidence across the Group.
Forward work of
$128m.
8
Scott 2025

$35M
FY21 PERFORMANCE SNAPSHOT
9
$216.2M
+16% | FY20 $186.0M
REVENUE
23%
+190% | FY20 8%
MARGIN PERCENTAGE
+289% | FY20 ($11.6M)
EBITDA
$22.1M
FORWARD WORK*
$84M
SYSTEMS
PRODUCTS
SERVICE
$9M
FY20
REVENUE MIX
54/23/23
SYSTEMS
PRODUCTS
SERVICE
-4% | FY19 $225.1M
* ‘Forward Work’ represents contracted activity. It is
not an indicator of revenue over a set period of time
+9% | FY19 21%
+10.3% | FY19$20.0M
DIVIDENDS PER SHARE (Cents)
EARNINGS PER SHARE (Cents)
FY21 6.0 |FY20 nil |FY19 8.0
FY21 12.3 | FY20 (22.2) | FY19 11.3
9%
+67%
+80%
STRATEGY 40/30/30

10
FY21 HEALTH & SAFETY PERFORMANCE
LT I
MTI
First Aid
Injuries
EP&D
/ Near Miss
Hazards Reported
Management
Conversations
FY20
Fatality
FY21
HEALTH & SAFETY
0
4
1
21
44
486
143
0
11
0
22
38
51
15
Forward indicators of hazard
reporting and management
conversations underpin a
maturing safety culture.

FY21 RESULTS SUMMARY TABLE
11
ResultsSnapshot $M
FY21FY20FY19
Revenue216.2186.1225.1
EBITDA22.1(11.6)20.0
Non-trading adjustments0.011.9*0.0
Normalised EBITDA22.10.220.0
Net ProfitA f t e r Ta x9.5(17.5)8.6
Net Cash / (Debt)1.3(3.4)(16.4)
Net Cash / (Overdraft)12.27.7(4.7)
Bank Loans(10.9)(11.2)(11.7)
Operating Cash Flow13.419.60.7
* FY20 Non trading adjustments related to restructuring and impairments

REVENUE BY OPERATING REGION
12
•Strong rebuild in the Australasia
work program, largely driven by
mining and meat sectors.
•North America lead-indicators of
inbound interest and recent
contracts starting to show
turnaround.
•Europeconstrained by COVID-19
restrictions, however, promising
rebuild of forward work underway.
•China is experiencing strong
demand in appliance systems.
OPERATING REVENUE $M

FORWARD WORK TREND
13
FORWARD WORK $M
•Mix evolving towards products and
service in line with our Scott 2025
Strategy.
•This shift towards repeatable products
and increased services will see
subsequent drive in margin growth
•24% uplift in forward work compared
to prior year

SERVICE REVENUE GROWTH STRATEGY
14
•Annual service revenue as a
percentage of installed machine base.
•Focusing on three key service growth
areas, lamb automation, mining and
BladeStop, we can see the additional
delivery of +$13m revenue per
annum.

15
INDUSTRY OUTLOOK

INDUSTRY OUTLOOK
16
M E AT
•Strong, ongoing demand for our industry leading BladeStop safety
saw product continues, and have now sold over
1200 units globally.
•In the system space, we remain focused on selling more lamb
primal systems into the ANZ meat sector and rolling out the new
poultry trussing systems across Pilgrims in the US and across other
relevant markets (UK and Australia most notably).
•Global labour shortages, combined with social distancing creating
issues in many production environments, are factors also driving
the demand for automation solutions.
•Today Scott is thrilled to announce the expansion of its meat
automation business with the signing of a new AUD$18 million
contract to design, build and commission a world-leading
automated beef boning system.

INDUSTRY OUTLOOK
18
MINING
•Our mining products business Rocklabsand Reference Materials
continue to trade well across virtually all of its global markets.
•This strength in demand is a testament to the global reputation of
the Rocklabsbrand, a talented production and sales team, combined
with the continuing strong global precious metal prices driving
capacity globally.
•The systems-end continues to focus on strategically and thoughtfully
expanding the semi-automatedoffering of our laboratory range to
bring speed and efficiency to mine operators and independent
laboratory managers.
•We are also making sound progress in the rollout of our Scott
Robofuelsystems.

INDUSTRY OUTLOOK
19
MATERIALS HANDLING & LOGISTICS
•We have seen ongoing pressure on global distribution and supply
chains as a result of COVID-19 and believe this will continue in its
aftermath.
•This in turn drives the ongoing demand for material handling
equipment offered by Scott and is particularly prevalent in areas such
as the e-commerceand essential grocery goods sectors.
•In the AGV part of the sector, the automotive industry continues to be
one of the largest adopters of unmanned fork-trucks, due to the
autonomy and efficiency they bring to daily operations.
•With our strong relationships amongst the global tyre manufacturers,
as an example, we see a positive future for our United States based
AGV business, Transbotics.

20
OUR PEOPLE & PLANET

LEADING A SUSTAINABLE FUTURE
21
•Passionate about pursing a long-term sustainable future together
with our customers, shareholders and wider stakeholders.
•We recognise that our collective responsibility extends beyond
commercial outcomes, and includes our relationship with the planet,
and our people.
•We are committing to a series of long term Environmental, Social and
Governance (ESG) goals. Thefoundations of ourstrategy are People,
Place and Purpose.
“Our focus on Sustainability ensures that Scott is
partnering with employees, customers, and suppliers
that share our values.”
_
Aaron Vanwalleghem
Regional Director - Europe

LEADING A SUSTAINABLE FUTURE
22
OUR SUSTAINABILITY FRAMEWORK
PEOPLE
Casey Jenkins
WHAT DOES THIS LOOK LIKE?
Global recruitment
Employee health and safety
Gender diversity
PURPOSE
Cameron Mathewson
WHAT DOES THIS LOOK LIKE?
Financial performance
PLACE
Aaron Vanwalleghem
WHAT DOES THIS LOOK LIKE?
Sustainable procurement
E
n
vironmental manag
e
ment
•People is about building an engaged, diverse, and
talented workforce. It focuses on retention and
recruitment which is a priority for our people-led
business. This is supported by a commitment to
maintaining a safe and inclusive working
environment for all our people.
•Purpose refers to the recipients of our solutions
and services – Scott’s customers and shareholders.
It covers the importance of building meaningful
customer relationships, and highlights Scott’s
commitment to growing a profitable business
focused on long term growth and positive
shareholder return.
•Place outlines the organisation’s commitment to
the environment and ensures it develops and
encourages sustainable business practices

23
John Kippenberger - CEO
“A CLEAR AND COMPELLING STRATEGY, COMBINES WITH A GREAT TEAM AT SCOTT TOGETHER WITH STRONG
ONGOING MARKET DYNAMICS TO PRESENT A BRIGHT FUTURE”.

VOTING & ASKING QUESTIONS
24
Voting Card
Question Box

25
RESOLUTIONS

Resolution 1: Re-Election of Director – John Thorman
That John Thorman, who retires as a Director and, being eligible, offers himself for re-election by shareholders,
be re-elected as a Director.
Resolution 2: Re-Election of Director – Edison Alvares
That Edison Alvares, who retires as a Director and, being eligible, offers himself for re-election by shareholders,
be re-elected as a Director
Resolution 3: Re-Election of Director – Brent Eastwood
That Brent Eastwood, who retires as a Director and, being eligible, offers himself for re-election by shareholders,
be re-elected as a Director.
26
RESOLUTIONS

RESOLUTIONS
Resolution 4: Director Remuneration
That, for the purposes of NZX Listing Rule 2.11.1, the maximum aggregate amount of remuneration payable by the Company
to its Directors (in their capacity as Directors of the Company) be increased by $100,000 per annum (plus GST, where
applicable) from $300,000 per annum to $400,000 per annum (plus GST where applicable), with effect on and from 25
November 2021, to be paid and allocated to the Directors as the Board considers appropriate.
Resolution 5: Auditor
To record the reappointment of Deloitte as auditor of the Company and to authorisethe Directors to fix the auditor’s
remuneration.
27

28
GENERAL BUSINESS / QUESTIONS