EROAD releases FY22 Annual Report and Sustainability Report

EROAD Annual Report 20221
Sustainability Report
20
22
Safer and more sustainable roads
We are
EROAD

EROAD Sustainability Report 2022 EROAD Annual Report 202223
Contents
Together with our
customers, partners
& world leading
solutions, we’ll
create safer, more
sustainable roads.
8Message from The Chair
10Materiality Matrix
14Our Community
28Our Environment
48Our People
58Our Commercial Approach
66GRI Index

EROAD Sustainability Report 2022 EROAD Annual Report 202245
SAFER AND MORE
SUSTAINABLE ROADS
EROAD plays a critical role in improving sustainability in the transportation industry. We aim
to bravely solve complex transportation problems, delivering intuitive solutions that help our
customers succeed. This also means using our products to help conserve and improve the
environment, support economic growth and keep our communities safe. In doing so, EROAD
remains a sustainably viable business for all our stakeholders.
EROAD is committed to integrating sustainability into all our business processes and
decisions. Our Net Zero Steering Group is responsible for advancing sustainability
throughout the business. Key members from each department regularly report to the Net
Zero Steering Group on new developments in this space.
Keep our
community safe
• Reduce unsafe driving behaviour
• Ensuring vehicles are safe
• Ensure compliance with local regulations
Over 8,000 customers and
200,000 connected vehicles
We have the opportunity, through our customers in New Zealand, North America
and Australia to improve the community safety, conserve and improve the
environment and support sustainable economic growth.
Conserve and
improve the
environment
• Improve driving behaviour
• Optimise fleets
• Maintain vehicle health
• Reduce fuel usage
• Reduce food waste
• Reduce construction waste
• Reduce waste contamination
• Promote Eco-driving
• Enabling evaluation to transition to low
emission vehicles
Partners
We work alongside our commercial partners, regulators and policy makers to
provide solutions to our customers and advocate for the advancement and
refinement of laws to ensure that they are practical, business friendly, meet
policy, environmental and regulatory outcomes and are future proofed.
Support economic
growth
• Improve fleet productivity & efficiency
• Enable better decision making
through data

EROAD Sustainability Report 2022 EROAD Annual Report 202267
WHERE TO NEXT
Sustainability is core to our business, and as we continue
to make progress towards our net zero strategy we’ll be
focusing our efforts in the following key areas:
Helping customers
measure and reduce
their emissions
EROAD’s net zero product strategy, to be
delivered within the next five years, includes
new solutions and features to support
customers to improve fuel efficiency, provide
tools that will enable better decision making
to reduce carbon emissions and solutions to
help them meet their ESG credentials.
Measuring and reducing
our own carbon footprint
After measuring our emissions through
the Toitu carbon reduce programme, work
is underway on initiatives to reduce our
Category 1 & 2 emissions – such as fuel and
electricity use.
Performance Targets
Performance targets for areas important
to our stakeholders will be provided in the
FY23 Sustainability Report.

EROAD Sustainability Report 2022 | MESSAGE FROM THE CHAIRMESSAGE FROM THE CHAIR | EROAD Sustainability Report 202289
MESSAGE FROM
THE CHAIR
EROAD is a purpose led
company that aspires to create
safer and more sustainable
roads. We have the opportunity,
through our customers and
partners to keep our community
safe, conserve and improve
the environment and support
economic growth. We are
proud to be producing our
inaugural sustainability report to
demonstrate the great work we
are doing in this space already
and to show our commitment to
continued improvement
and advancement.
Sustainability and Sustainability Reporting is a journey,
one which we are committed to and one we encourage our
customers and partners to join us on. Ultimately, Sustainability
is an approach to decision-making, which balances the needs
of the current generations, the need for future generations,
and the health of the natural environment. We are committed
to do the right thing for all EROADers, our customers and the
environment, ensuring that we create a thriving business for
the long run.
This first report takes a major step, through our work with
the Toitu carbon reduce programme, and gives our baseline
emissions for FY22 which is the first step towards TCFD
reporting which we will begin in FY23.
Our Net Zero Steering Group is responsible for advancing
sustainability throughout the business. We recognise that
across all UN Sustainable Development Goals (SDGs) the
transport sector can influence 45% of the targets and a key
part of our future strategy is to continue bringing to market
solutions that support our customers in their own sustainability
efforts, as well as supporting the development of sensible
regulatory frameworks that incentivise the ones that go the
extra mile.
We recognise that we are only at the beginning of our journey
commit and look forward to updating you on the progress, as
well as publishing targets for us to measure, report and drive
improvements in our sustainability efforts going forward in the
FY23 sustainability report.
Graham Stuart
Chairman

EROAD Sustainability Report 2022 | MATERIALITY MATRIXMATERIALITY MATRIX | EROAD Sustainability Report 20221011
EROAD’S KEY STAKEHOLDERS
Customers
Policy Makers, Industry Regulators
and Associations
Investors
EROAD team
WHAT REALLY MATTERS
TO OUR STAKEHOLDERS
During FY21 we completed a materiality assessment which will
provide the foundation for driving future improvements in our
sustainability efforts. EROAD’s materiality assessment process
has enabled us to identify and prioritise the Environmental,
Social and Governance issues that are of most importance
to the business and its stakeholders so our improvement
efforts can be impactful. This matrix was updated in 2022 for
Coretex key stakeholders. There was no material change to the
outcome and our material issues remain unchanged.
MATERIALITY MATRIX
Our
communities
Our
people
Our
environment
Our commercial
approach
Importance to External Stakeholders
Business Impact on EROAD
10
9
8
7
6
678910
Carbon emissions
Safer communities
Health & safety
Data integrity/reliability
Customer relationships
Data privacy & security
Ethical business practices
Talent acquisition & retention
Training & development
Diversity & equality
Sustainable
financial returns
Contribution to public policy
Environmental impact/
Natural resources
Responsible use
of materials
Occupational H&S

MATERIALITY MATRIX | EROAD Sustainability Report 202213EROAD Sustainability Report 2022 12
UNITED NATIONS
SUSTAINABLE
DEVELOPMENT GOALS
The Sustainable Development Goals (SDGs) are the UN’s
blueprint for a more sustainable future for all. These goals look
to create a better world by ending poverty, fighting inequality
and addressing climate change.
EROAD is supportive of the United Nations Sustainable
Development Goals and has determined that the following
seven SDGs are applicable to our business. The seven SDGs
displayed below align closely with our business and are where
we believe we can make a positive difference.
3
Good health
and wellbeing
4
Quality
education
9
Industry,
innovation and
infrastructure
10
Reduced
inequalities
12
Responsible
consumption
and
production
16
Peace, justice
and strong
institutions
13
Climate
action

EROAD Sustainability Report 2022 | OUR COMMUNITYOUR COMMUNITY | EROAD Sustainability Report 20221415
OUR
COMMUNITY
Our goals and aspirations
Reduce serious injuries
and deaths on roads
Improve survivability of
crashes by supporting
our customers to ensure
vehicles are fi t for purpose
Advocate for regulatory
solutions that are sensible
and future proof
Advocate for data-
led decision making in
transport industry to
achieve a sustainable
transportation network

EROAD Sustainability Report 2022 | OUR COMMUNITYOUR COMMUNITY | EROAD Sustainability Report 20221617
Drive buddy
ENCOURAGING SAFER
DRIVING BEHAVIOUR
62%
fewer speeding events in heavy
vehicles with the enhanced features that
Ehubo2 provides
66%
lower speeding frequency in heavy vehicles
with Posted Speed installed
48%
lower speeding frequency in light vehicles
with Posted Speed installed
30%
of EROAD drivers have an average of
5-stars in leaderboard
“Through direct in-cab feedback and leaderboard rankings,
EROAD measures our drivers’ performance against the
industry and gives drivers real-time safety improvements
for themselves, our equipment, and other road users.
Leaderboard tracks speeding, idle time, and harsh braking
and cornering, providing us with an overall picture of how
our drivers are performing. We use that as a tool to identify
where we should focus our training and upskilling, and
we’re using it to develop a driver recognition programme
as well."
Toll
Our Ehubo device acts as a coach inside the cab, providing
real-time feedback to drivers on harsh driving behaviour, and
advising them of the posted speed limit.
All driving data is uploaded to MyEROAD where smart
algorithms build the EROAD Leaderboard and give drivers a
star rating to drive pride and competition for safer driving.
Drive buddy Posted speed Leaderboard
Posted speed
Leaderboard

EROAD Sustainability Report 2022 | OUR COMMUNITYOUR COMMUNITY | EROAD Sustainability Report 20221819
EROAD's Electronic Logging Devices in North America, and
EROAD Day Logbook in New Zealand let drivers easily manage
their hours of service, clearly displaying how much time they
have until their next rest or work period begins. As well as
keeping them compliant, these tools increase road safety and
help to ensure drivers get home safe at the end of their shifts
by ensuring they’re well rested and alert while on the roads.
EROAD’s Clarity Solo & Connected means fleet managers
can see footage, GPS location and driver data in one place in
the event of an incident. EROAD has also integrated Seeing
Machines’ Guardian safety technology into MyEROAD, so
customers who choose to also procure that technology
can have a single interface for managing video telematics,
including driver distraction and fatigue using biometrics.
REDUCING THE RISK OF
DRIVER FATIGUE
Electronic Logging
Devices (ELD)
Logbook
EROAD Clarity Solo
& Connected
Seeing Machines
integration
#1
ELD ranking with 4.4
stars on FreightWaves
It is estimated across
North America 26 lives
are saved, 1,844 crashes
are prevented and there
are 562 fewer injuries as
a result of industry-wide
ELD roll-out
1
90%
reduction in fatigue-
related driving events
with Seeing Machines
8,546
logbook subscriptions
up 33% from FY21
1
FMCSA , estimated based on all competitors ELD roll out
Seeing Machines integration
EROAD ELD
Logbook
“The reason why we're quite hot on the whole fatigue topic
is that we've had around 8 crashes in the last nine months
where another vehicle coming in the opposite direction has
crossed the centre line and struck some portion of our unit
on the road. Two of those were fatal, and in each of those
8 events we can hand-on-heart say our drivers were alert,
responsive and not fatigued or distracted.”
Dynes Transport using EROAD Clarity Dashcam plus
Seeing Machines

EROAD Sustainability Report 2022 | OUR COMMUNITYOUR COMMUNITY | EROAD Sustainability Report 20222021
EROAD Clarity Connected, EROAD Clarity Solo and Coretex
CoreVision dashcams record HD footage both inside the cab
and outside which enables organizations to coach drivers and
improve safety outcomes.
Together with accurate telematics data available in the Fleet
Map or Coretex 360, these dashcams can also help exonerate
drivers in the event of an incident where they were not at fault,
protecting drivers from lengthy investigations or fraudulent
claims from third parties.
“The goal was for us to have informed conversations with
our drivers and help them understand how they could
become better and safer. We needed something that would
give us better information. It wasn’t us wanting to be Big
Brother and watch the fl eet and where they were going. It
was more out of concern for people’s safety and wanting to
make sure we’d given our drivers the best tools we could.”
BOC using EROAD Clarity Daschcam
IMPROVING SAFETY AND
EXONERATING DRIVERS
EROAD Clarity
Connected
MyEROAD
Replay
EROAD Clarity
Solo
Fleet map
Coretex
CoreVision
Coretex 360
EROAD Clarity Solo
CoreVision
10% 8,562
reduction in speed by 33% of
vehicles with EROAD Clarity
events reviewed by customers in FY22
4,344 513
dashcams installed across
549 customer fl eets in FY22
events resulted in driver coaching this year
“It’s amazing how much reassurance having that
footage gave our driver. Someone who’s been involved
in an incident doesn’t need to dwell on it for a fortnight
while we work through an investigation. If we can close
it out in a matter of hours, that’s a great outcome for
the business; that’s a cost savings for us. That’s hours
and hours of investigation that doesn’t need to happen
and almost instant relief for the driver concerned, their
manager, and our health and safety team.”
BOC using EROAD Clarity Dashcam
EROAD Replay

EROAD Sustainability Report 2022 | OUR COMMUNITYOUR COMMUNITY | EROAD Sustainability Report 20222223
Our fleet maintenance tools reduce the risk of drivers going
out in un-roadworthy vehicles. Standardised pre-start
inspections can be easily completed by drivers using EROAD
Inspect and Coretex DVIR Checklists, and defects can be
quickly reported. Fleet Managers can also manage regular
servicing and preventative maintenance through MyEROAD
Fleet Maintenance.
907,632 1,482
inspections conducted in 2021customers using fleet maintenance module
4.4% 42,452
of inspections identified unsafe-to-drive
trips to enable customers to take
appropriate action
vehicles are managed using fleet
maintenance module
Our CaRA is designed to send an alert if a rollover or
collision is detected, and with the help of EROAD Satellite
Communications it can get the message out even if the driver
is outside of cellular coverage.
CaRASatellite
Communications
MANAGING AND
PREVENTING PROBLEMS
WITH VEHICLE SAFETY
RESPONDING TO
EMERGENCIES
KNOWING WHERE DRIVERS
ARE AT ALL TIMES
Drivers spend long hours on the road alone, often in remote
locations. MyEROAD FleetMap gives fleet managers visibility
of where they are at all times, and if they’re out of cellular
coverage then Satellite Communications can send location
data back to MyEROAD every 10, 20 or 60 minutes (depending
on plan).
MyEROAD
FleetMap
Satellite
Communications
100% Iridium Satellite network coverage
vs 15% cellular coverage of the planet
InspectMyEROAD
Fleet
Maintenance
Coretex DVIR
Checklists

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In 2022, we renewed our contract with Downer New Zealand – our largest ANZ Enterprise customer. Since starting out with
1,000 units in 2016 to provide electronic RUC and basic tracking, they’ve now grown to over 5,600 units on the Safe Driver Plan.
Downer NZ also recently added more products including a subscription to EROAD Analyst, EROAD Inspect and In-cab pre-Trip
Comms and service alerts.
Together with EROAD, Downer New Zealand has moved from a manual, reactive approach to fl eet management to one that’s
proactive, strategic, and streamlined.
“EROAD is integral to how we manage our fl eet. Over the
last fi ve years we have seen our average driving events
reduce by 93.8%. We are excited about continuing this
successful relationship and the upcoming enhancements
we will bring for the safety of our people on the road.”
Josh Hedley, Fleet Manager, Downer New Zealand National
All Vehicles
Reduction in Frequency of Speed- In Response to In-Vehicle Feedback
Average Speed Events per 100km travelled against Fleet Size
Heavy VehiclesLight Vehicles
Drive Buddy
& Driver ID
Posted Speed
Drive Buddy
Posted Speed
6K
4K
2K
0K
2017
2017
2018
2018
2019
2019
2020
2020
2021
2,000
1,500
1,000
500
0
2017201820192020
4K
3K
2K
1K
0K
Drive Buddy
Posted Speed
REDUCTION IN FREQUENCY OF SPEED IN RESPONSE TO IN-VEHICLE FEEDBACK
Average Speed Events per 100km travelled
WORKING WITH DOWNER
NEW ZEALAND TO IMPROVE THEIR
DRIVER SAFETY OUTCOMES

EROAD Sustainability Report 2022 | OUR COMMUNITYOUR COMMUNITY | EROAD Sustainability Report 20222627
EROAD's Global Market Development team works alongside
regulators and policy makers to advance and refine regulatory
laws and rules that are future proof, as well as practical,
business friendly, meet policy and regulatory outcomes. By
providing a bridge between the industry and the regulators,
EROAD enables industry-accepted high-quality solutions to be
delivered to the market that, in turn, accelerate the move to a
safer, greener and more productive world.
THOUGHT LEADER IN ROAD FUNDING
In New Zealand, EROAD engages with the Ministry of Transport
and a range of other government agencies, sharing our
experiences and providing insights to support regulatory
change. In FY22, EROAD was especially involved with work
looking at the sustainability of the road funding system,
including: Ministry of Transport work on the future funding
system and early investigations of possible changes to the RUC
system; the Parliamentary inquiry into Auckland congestion
pricing; and Infrastructure New Zealand’s exploration of road
pricing. Climate change was also a significant topic for policy
investigation. We contributed to the Ministry of Transport’s
investigation into the decarbonisation and transport, and the
Climate Change Commission’s draft recommendations to
government and subsequent development of the first Emissions
Reduction Plan.
In North America, EROAD is deeply involved in research on
future sustainable transportation funding solutions including
with the Federal Highway Administration, the American Trucking
Association, the Mileage Based User Fee Alliance, the Eastern
Transportation Coalition, federal and state governments.
In 2021 EROAD completed the 1st National Truck Pilot in the
US in partnership with the Eastern Transportation Coalition to
study RUC as a replacement for the fuel tax. EROAD is further
deeply involved in key global associations like the International
Bridge, Tunnel and Turnpike Association (IBTTA) and the
International Road Federation, where Nina Elter (EROAD’s SVP
Global Market Development) serves on the executive committee
of the board as well as chair of the RUC Committee providing
thought leadership and experience from lessons learnt across
the globe. A recent development was the establishment of the
RUC4 Sustainability Taskforce, which has been launched at the
Intertraffic Amsterdam in March 2022 and aims to highlight the
opportunities and challenges beyond funding.
OUR CONTRIBUTION TO
INFRASTRUCTURE PLANNING
EROAD's Road Network Insights team is deeply involved in
transportation projects. Working with stakeholders to provide
aggregated and anonymised data to support decision-making.
Councils, universities, and governments lead these projects to
understand better how vehicles are using our network and how
to make roads safer, more sustainable, and more productive for
all road users.
In the United States, the Texas Department of Transportation
engaged EROAD to understand travel patterns across the state.
Understanding these patterns is essential to ensure that proper
infrastructure supports freight movements.
The Texas Transportation Institute worked with EROAD to
identify how parking facilities are being used and determine
if they are sufficient to support drivers when required to take
breaks. EROAD assisted Oregon State University with a model
to assess the impacts of roundabouts vs traffic signals on freight
movements in Oregon. Oregon Department of Transportation
now has more information to make better data-driven decisions
about future infrastructure choices.
In New Zealand, EROAD has provided data to support the
identification of curves on the road network that potentially
raise the risk of a crash. In terms of productivity, EROAD has
provided origin destination data and route usage to local and
central government departments to support understanding of
freight movements.
Hamilton City Council wanted to understand the most used
freight routes through their city and where vehicles are stopping
on the road network. Tauranga City Council needed to integrate
truck movements into the Tauranga Transport Model refresh,
Waka Kotahi wanted to understand the route decisions being
made in several New Zealand regions. Te Manatū Waka - Ministry
of Transport has engaged EROAD to provide anonymous and
aggregated data on truck movements to support examining the
impacts of transport system changes in a unified and systematic
manner. For instance, how new infrastructure or road pricing
affects travel behaviour and assessing social and environmental
impacts of such changes.
CONTRIBUTION TO
PUBLIC POLICY

EROAD Sustainability Report 2022 | OUR ENVIRONMENT OUR ENVIRONMENT | EROAD Sustainability Report 20222829
OUR
ENVIRONMENT
Our goals and aspirations
Provide customers insights
into their fl eet emission
performance and the area
of impact. Empower them
to take targeted actions
to decarbonise
Improve our customers’
fl eet utilisation and fuel
effi ciency to reduce
their emissions
Reduce food, construction,
industrial wastage and
reduce contamination
Operate effi ciently and
sustainably to optimise
EROAD’s emissions across
our suppliers, contractors,
and staff members
Support government net
zero targets

EROAD Sustainability Report 2022 | OUR ENVIRONMENT OUR ENVIRONMENT | EROAD Sustainability Report 20223031
ENCOURAGING EFFICIENT
DRIVER BEHAVIOR TO
REDUCE FUEL USAGE
Reducing fuel usage is crucial to
reducing emissions. It also makes
business sense as it’s one of
the biggest costs for transport
operators (especially so in
the current macro-economic
environment which has seen fuel
prices rise signifi cantly). EROAD
has a number of products that
help customers manage their
fuel usage.
Fuel management
Our fuel management product links fuel cards to MyEROAD so
fl eet managers can keep track of exactly how much fuel their
fl eet is using.
IDLE reports
IDLE reports can be used to coach drivers around when it’s
best to turn off the ignition and save fuel.
Route optimisation
Route optimization helps fl eet managers to manage and plan
the most effi cient routes for their drivers.
Precooling analytics
Using EROAD’s automated pre-cooling detection analytics,
fl eet managers can track how many diesel seconds have
elapsed in achieving precooling. This information can be used
to increase operational effi ciencies in trailer compartment
management and switch-on time, closing expensive gaps that
may exist and lowering fuel costs.
Reefer Fuel Sensor
The Location Effi ciency Report helps users understand the
behaviour of their vehicles in diff erent places. Key insights relating
to diesel vs electric runtime are surfaced to assist in electrifi cation
effi ciency eff orts. This is made possible with EROAD engine
seconds interpolation computed on our edge gateways. Users save
fuel, discover places of unrecognised detention, identify storage
usage and track vehicle site behaviour for delivery insights.
Drive Buddy, Leaderboard and EROAD Assist
Driver behavior can have a signifi cant impact on effi ciency
and fuel consumption. Our suite of products are designed to
not only encourage safer driving behavior, but also to improve
effi ciency, reducing unnecessary fuel burn from speeding or
harsh acceleration.
“We are very big on using EROAD to monitor and manage
driver speed. If you have a driver travelling at 10km faster
than the posted speed limit – which is easily done – they’re
going to be using more fuel, and risking safety.”
Paul Farnan, Operations Manager, Refrigafreighters
Drive buddy Leaderboard EROAD Assist
driver app
6.2%
less fuel used by drivers who consistently
achieved 4 or 5 stars on EROAD’s
Leaderboard in FY22
“By being able to monitor idling using EROAD Idle
reports, Foodstuff s was able to make fuel savings of 4%
over less than four months.”
Foodstuff s, New Zealand
"In 2021, we partnered with EROAD to boost
environmental and safety outcomes through
application of the latest in-vehicle monitoring
technology [...] The EROAD upgrade is complemented
by driver awareness training to teach the environmental
benefi ts of reducing idling and turning engines off
when possible. In six months of the EROAD upgrade,
idling has been reduced by 8% per 100 vehicles"
Ventia 2021 Sustainability Report

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When it comes to reducing emissions, there is no room for
a one size fits all mentality. Besides vehicle replacement,
transport operators and fleet managers could reduce
their emissions and save costs on fuel by focusing on fleet
efficiency and optimisation, including driver behaviour, route
optimisation, fleet data analysis, and performing a stock take
on their current fleet.
Fleet utilisation
Fleet managers can’t afford to have under-utilised vehicles in
their fleet. Utilisation reporting provides data that can be used
to support fleet audits, and determine where vehicles can be
removed, upgraded or replaced by zero-emission alternatives.
EROAD BookIt
EROAD BookIt helps maximise fleet efficiency by providing an
intelligent booking tool for shared pool vehicles. Making the
most of an entire fleet is not only good for business, it’s also
good for the planet. Customers can increase vehicle utilisation
according to specific fleet goals. By selecting rules around
what vehicles appear first, customers can guide bookers
towards the right vehicles for them and the fleet. For example,
by selecting to show all available electric vehicles first to align
with emission reduction targets.
EROAD Analyst
EROAD Analyst allows our customers to harness their fleet
data to help their business perform better, reduce emissions
and improve safety outcomes. Our customers can customise
their own dashboards based on specific requirements,
including safety and utilisation metrics, ensuring accurate
time keeping by cross-referencing logbook data with vehicle
use, and informing more profit-focused business decisions
by combining EROAD data with financials in route and
vehicle level profit and loss reporting. This in turn enables our
customers to make data-driven decisions when optimising
their fleets.
Automatic Job Statusing
Efficient fleets make full use of all their assets and vehicles.
Automatic Job Statusing can helpfleet managers make better
decisions and improve utilisation, by seeing the status of each
of their assets, whether ticketed, en route, on site, pouring, or
traveling back to plant. If a truck hasn’t been given a new job,
or time to allocate new jobs is too long, decisions can be made
to better utilise the fleet and save on fuel and resources.
OPTIMISING FLEETS
“EROAD is helping us manage our fleet better. We can
capture fuel usage, so we can see if a truck is suddenly
using more fuel than normal. We can run utilisation
reports so we can see when a vehicle’s actually starting
to cost us more in terms of repairs and maintenance
compared to kilometres travelled, operational hours and
fuel usage. Utilisation reports also provide quality data to
indicate if the truck is required in that region or could be
moved to another branch that can utilise it better.”
Envirowaste

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REDUCING FOOD WASTE
WITH OUR REFRIGERATED
TRANSPORT SOLUTIONS
In the United States, food waste is estimated at between
30-40 percent of the food supply. Ineffi cient cold chains can
contribute to unnecessary food wastage and greenhouse
gas emissions. Our refrigerated transport solutions with
remote start/stop, two-way commands and continuous
real-time temperature monitoring allow operators to meet
their operational and food safety goals, reduce product loss,
optimise fuel burn and improve equipment utilisation .
Coretemp Route and FSMA Product Compliance
EROAD has evolved cold chain transportation assurance by
creating a collaborative, real-time route tracking platform for
both the Carrier and Shipper. Coretemp creates assurance,
transparency and consistency with simulated product
temperature thresholds and route compliance metrics surfaced
in real-time during transportation and backed with interactive
compliance reporting.
Effi ciency Insights and Change Maintenance
EROAD Cold Chain 360 uses industry aligned metrics and
real time notifi cations to facilitate genuine change in fl eet
performance. In depth analytics allow vehicle, fl eet and
national performance tracking in key areas: utilisation, pre-
cool, fault severity, shutdown avoidance, and other relative
vehicle effi ciency measures. By setting appropriate goals and
SOP's confi gurable vehicle alerting thresholds reduce cost and
wastage - fault code severity, tiered temperature alerts, low
fuel, low battery, door open timers, pre cool duration, arrival
notices with temperature data.
Coretemp
“Data harvested by the units has given us a valuable
look at our cold chain performances during transport.
Using the trailer return air data for predictive analytics
has been a game changer for GSF and has positioned us
as industry leaders. By using the solution as part of our
new predictive product temperature monitoring process
we were able to save about $50,000 per month by not
requiring drivers to probe product at each stop.”
Golden State Foods Corporate Quality
Systems Director – Logistics
“The solution has proven to be a reliable provider of real-
time information that supports effi cient operations and
safely protects the integrity of our customers’ cold chain.”
COO and Co-founder Tiger Cool Express
“The algorithm works fl awlessly. Everyone wants to make
sure they know that the core temperature of their products
is compliant. Being able to build on air temperature reading
by receiving actual product temperature will allow us to
communicate to our customer that they are receiving the
highest quality of product every time.”
General Manager, QCD

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REDUCING WASTE AND
IMPROVING EFFICIENCY WITH
CONSTRUCTION SOLUTIONS
In 2018, the Environmental Protection Agency estimated that
the USA’s construction sector generated 600 million tons of
construction and demolition waste – more than double the
amount generated from municipal solid waste. This is not only
a signifi cant loss of resources, but also increases the total
environmental impact of the sector.
EROAD’s construction solutions help reduce construction
and industrial wastage. Through a connected network of
wireless sensors, compact hub, driver tablet and business
dashboards, EROAD has engineered the complete solution
for construction projects both on and off the site. Capturing
rich data throughout every step of the workfl ow ensuring
customers, drivers, dispatch and management remain
informed, and make decisions that reduce waste, increase
safety, and maximise productivity.
Concrete Assurance
Our customers can count every rotation, measure every drop
of water, and maintain accurate digital records showing they
delivered to their customer's requirements. Smart drum
sensors provide customised alerts at start, stop, fast mix,
regular, and pour. Accurate geo-fencing also allows customers
to quickly and easily locate truck-in-front to reduce wait times
on site. It's the concrete assurance every project needs, helping
to reduce wastage and improve effi ciency.
Reduce on-site wait times
Precision pouring
REDUCING CONTAMINATION
WITH OUR WASTE &
RECYCLING SOLUTIONS
EROAD’s waste and recycling solutions help reduce
contamination. EROAD’s Smart Waste solution off ers
sophisticated proof of service functions along with a suite
of in-cab applications and the eRoute Management toolkit.
The benefi ts include more effi cient routing, fewer driver
distractions, better customer service, fewer missed stops
and costly call backs. Plus, EROAD’s modular off ering lets
customers scale the solution into the future.
Missed stop identifi cation
Exception recording
Commercial and Residential Waste App
Radio-frequency identifi cation technology systems
Multiple real-time remote service verifi cation methods
including route coverage, service (lift arm) events, RFID and
manual (driver) statusing. In recycling, if there are signs of
contamination then the reporting data can be provided to
cities to communicate with people that are not meeting
standards. This can help reduce contamination by educating
people on what can and can’t be recycled.
Smart Routes
Smart Routes allows drivers to run the optimal route, leading
to fewer runs and more effi cient fuel usage. It also provides
a paperless solution for route sheets and turn-by-turn
navigation, reducing paper and boosting effi ciency.
Missed stop identifi cation
Missing a stop can be costly for haulers, it also creates more
emissions to complete the same number of pick ups. With
our waste solution, customers can easily identify missed
stops before the end of a route and help drivers to complete
routes effi ciently and on time.
Exception recording
On the spot driver recording of blocked or contaminated
carts and other service anomalies helps further reduce the
risk of contamination.

EROAD Sustainability Report 2022 | OUR ENVIRONMENT OUR ENVIRONMENT | EROAD Sustainability Report 20223839
WELL MAINTAINED
VEHICLES ARE
EFFICIENT VEHICLES
Vehicles that are well maintained are not only safer, they can
also be more effi cient. Things like tyre wear and pressure can
impact the fuel usage of vehicles.
Inspect
EROAD Inspect provides a standardised method for drivers
to carry out pre- and post-trip inspections and alert fl eet
managers of any wear and tear or defects occurring.
MyEROAD Fleet Maintenance
Through MyEROAD Fleet Maintenance, the fl eet manager can
ensure all vehicles have regular servicing and maintenance
scheduled in advance to keep them roadworthy and in top
working condition, further helping with effi ciency.
“Going paperless has been a big focus for
Refrigafreighters. With tools like EROAD Inspect, we can
carry out inspections quickly and easily, and it’s digital
and fully automated. That’s a huge benefi t in itself."
Paul Farnan, Operations Manager, Refrigafreighters
13,309
Inspect subscriptions as at 31 March 2022
“The Service module has allowed me to build cases for
replacement because it’s all there at the touch of a button.
Every invoice is stored in there, so I know exactly what
we’re spending on each vehicle, and what we shouldn’t be
spending on each vehicle as they get older.”
Foodstuff s

EROAD Sustainability Report 2022 | OUR ENVIRONMENT OUR ENVIRONMENT | EROAD Sustainability Report 20224041
SUPPORTING
NEW ZEALAND’S
TRANSPORT SECTOR
TO DECARBONISE
The Transport sector accounts for 21% of New Zealand’s
greenhouse gas emissions. Zero emission vehicles are still
in development. Without data, operators are unable to fully
understand the operational and cost implications on their
business by switching to zero emissions vehicles. To support
New Zealand’s decarbonisation efforts, EROAD is involved in a
number of key projects.
NEW ZEALAND’S FIRST-OF-ITS KIND
ZERO EMISSIONS TRUCK TRIAL
In November 2021, EROAD supported Fuso New Zealand
and Auckland Transport in the country’s first-of-its kind zero
emissions truck trial. Over 12 months, EROAD will collect data
from the five 100% electric FUSO eCanter trucks being trialled
by Mainfreight, Bidfood NZ, Toll Group, Owens Transport and
OnGas to provide insights on truck usage, EV data and driver
behaviour. Fleet managers and businesses want to know what
it really takes to run electric trucks as part of a commercial
fleet, and the trial will help them do this.
EROAD’S HEAVY VEHICLE
DECARBONISATION TOOL COMING SOON
EROAD has been awarded partial funding from the Energy
Efficiency & Conservation Authority (EECA) Low Emission
Transport Fund to develop a Heavy Vehicle Decarbonisation
and Recommendation tool.
While the electrification of New Zealand’s vehicle fleet is
increasing rapidly, low or zero emission vehicle options are still
limited for heavy fleets. The tool we’re creating will support
transport operators to assess all viable options for reducing
their heavy vehicle emissions.
EROAD has an extensive real-world telematics and driving
behaviour dataset that covers over 50% of the diesel vehicles
on NZ roads, 36,000+ heavy vehicles traveling 44 million
km per week. The Heavy Vehicle Decarbonisation and
Recommendation tool will leverage this reliable and effective
dataset to generate actionable insights.
SUPPORTING THE NZ GOVERNMENT’S
CARBON NEUTRAL PROGRAMME
In 2020 the New Zealand Government established the Carbon
Neutral Government Programme, a long-term programme that
aims to make a number of government organisations carbon
neutral from 2025. To advise government agencies through the
transition to carbon neutrality, EROAD has joined the Ministry
of Business, Innovation & Employment’s Fleet Audit Panel
alongside other fleet optimisation experts.
To meet the target from 2025, initial fleet audits need to be
carried out by 2023, allowing time to put fleet optimisation
plans into action. One council that has used EROAD’s data for
its fleet audit, and subsequent optimisation plan is Hutt City
Council in Wellington. When it hired consultants to perform
a fleet utilisation analysis in 2018, EROAD’s data really came
into its own, providing the council with information such as
how far each vehicle travelled and how much time they were
parked up. In 3 years, as well as reducing its overall fleet size,
the council has electrified 25% of its fleet - and that number
continues to rise.

EROAD Sustainability Report 2022 | OUR ENVIRONMENT OUR ENVIRONMENT | EROAD Sustainability Report 20224243
INTERNATIONAL ROAD FEDERATION
(IRF) TASKFORCE: ITS FOR CLIMATE
IMPACT MITIGATION
In November 2020, the International Road Federation
established an Intelligent Transport Systems and Services (ITS)
for Climate Impact Mitigation Taskforce with the aim to build
knowledge among road transport stakeholders from public
and private sectors and to identify appropriate, feasible and
effective decarbonisation measures. The Taskforce’s work
includes a comprehensive review of existing ITS solutions
and their impact, and their potential contribution to reduce
substantially the carbon emissions due to road transport. Nina
Elter, EROAD’ s SVP Global Market Development is part of
the Taskforce.
In November 2021, the initial report ‘ITS for Climate Impact
Mitigation’ was released. The report included a comprehensive
review of existing ITS solutions, their impact and potential
contribution to reduce substantially the carbon emission due
to road transport. The ITS industry, in close cooperation with
transport authorities and road operators, has been developing
knowledge from operational case studies in different regions
of the world that give concrete evidence on the potential of
ITS in contributing to emission reduction and therefore in
helping the road transport community in meeting climate
impact mitigation targets.
According to the report, road transport stakeholders from
public and private sectors have a major role to play in
transforming road infrastructure towards drastic emission
reduction by 2030. ITS and enabling Information and
Communication Technologies (ICT) has been very successful
in the last decades in delivering key solutions to improve road
safety and traffic efficiency. Transport infrastructure is essential
to sustainable development and to regional, national and
transnational cooperation and can improve a region's global
competitiveness.
However, the transport sector is also one of the largest
sources of greenhouse gas (GHG) emissions, largely driven
by the fact that fossil fuels remain the dominant source of
energy consumption in transport. The sector is responsible for
approximately 16% of global GHG emissions, making it the third-
largest contributor to GHG pollution after energy and buildings.
In addition, the ITF Transport Outlook 2021 predicts that global
transport activity is expected to more than double by 2050,
due to population growth and economic development and
traffic emissions are expected to rise by 16% compared to
2015 - even if existing commitments to decarbonise transport
are fully implemented. Any currently expected emissions
reductions will be more than offset by the increased demand
for transport, which would overshoot the levels needed to
reduce global warming by 1.5% by about 3 times.
This report highlights a suggested “top 10” of ITS tools for
decarbonising roads, transport and mobility.
Criteria for their selection include:
Top 10 Solutions
1. Smart road user charging and tolling
2. Access control
3. Collective mobility and MaaS
4. Parking guidance – reducing parking search and
traffic circulation
5. Congestion management and incident detection
6. Speed management
7. Trucks and logistics (highlighting telematics)
8. BEV charging facilities open standard for reservations
9. Environment optimised traffic management
10. Driver behaviour (eco-driving)
The work of the taskforce will continue in 2022 with the
ultimate goal of establishing an ITS for Climate Impact
Mitigation Alliance, a global knowledge base and collaboration
workspace where road transport stakeholders from the public
and private sector can share their commitment and unite their
efforts in the deployment of emission cutting ITS solutions to
achieve environmental sustainability for road transportation.

EROAD Sustainability Report 2022 | OUR ENVIRONMENT OUR ENVIRONMENT | EROAD Sustainability Report 20224445
MEASURING AND
REPORTING ON OUR
COMPANY IMPACT
In FY22, EROAD joined the Toitu carbonreduce programme
and subsequently became certifi ed in May 2022 after
completing our base year emissions report. Undertaking this
process involved measuring and reporting on EROAD’s carbon
emissions and considering our company-wide reduction plan.
Our base year emissions report has provided us with the data
we need to understand our company emissions profi le. We
can assess this by emissions category and by area of operation
(New Zealand, Australia, and North America). EROAD’s total
company emissions (excluding Coretex entities) for FY22 were
17,766.18 TCO2e (tonnes of carbon dioxide equivalent).
Category 4 emissions are clearly our most signifi cant emissions
source and, although we were not required to report on these
as part of the Toitu carbonreduce programme, we considered
these emissions to be integral to our emissions profi le and so
sought to capture them in our reporting. Category 4 emissions
are indirect emissions from products and services used by
EROAD. We took a cash spend approach to determine our
Category 4 emissions for FY22 and this approach led to the
inclusion of manufacturing emissions from our hardware
2
Category 1 emissions are indirect emissions and removals such as transport fuels
including petrol and diesel.
3
Category 2 emissions are indirect emissions from imported energy such as
electricity use.
suppliers, emissions resulting from our data storage, and
emissions pertaining to other business activities such as legal
and fi nancial services.
The Toitu carbonreduce programme requires us to commit to
reducing our Category 1
2
and Category 2
3
emissions in FY23.
These relate to transport emissions, including petrol and diesel,
and emissions from imported energy (electricity use). EROAD
has recently acquired 14 new EVs and is investigating a change
to our vehicle procurement policy to give rated fuel effi ciency
and/or alternative low emissions fuel options. We are also
exploring the possibility of fi ltering vehicle recommendations
within Orbit Travel (EROAD’s travel provider) so that the
lowest emission options are displayed fi rst. Another way in
which we are reducing our emissions is by greater use of
virtual customer meetings and by continuing our company
culture of promoting virtual meetings where practicable.
In FY23 we will be running an internal “Switch it Off ” campaign
within the company offi ces and EROADer home offi ces. This
campaign is intended to raise awareness and promote a
reduction in our Category 2 emissions.
Company emissions across all our areas of operation were
captured in our base year report, however emissions relating
to the Coretex entities were excluded from the FY22 Report.
EROAD will look to capture carbon emissions from the entire
EROAD Group in FY23, following completion of the
integration process.
In FY23 we hope to engage and further collaborate with our
suppliers on sustainability matters. This engagement should
have a positive eff ect on our data quality objectives which will
in turn support our reduction plan.
TCFD
The new Financial Sector (Climate-related Disclosures
and other Matters) Amendment Act is now in force, with
mandatory reporting triggered in January 2023. The Act
aims to ensure that listed entities like EROAD are routinely
considering the eff ects of climate change. EROAD will be
required to prepare an annual climate statement from 2024.
EROAD is supportive of this legislation as a higher level of
understanding will naturally help us transition into being a
more sustainable company, feeding directly into our company
purpose. Our work with Toitu is an important fi rst step in
preparing for our disclosures under the new Act and we will
begin compliance in our FY23 sustainability report.
16,711
refurbished units in FY22
14,000
batteries were recycled in FY22
Coretex-branded
products are now
being recycled
0
2000
4000
6000
8000
10000
12000
14000
16000
18000
Emissions (tCO2e) by category
130.5235.31
1620.46
15979.89
Category 1:
Direct
emissions
Category 2:
Indirect
emissions
from
imported
Category 3:
Indirect
emissions from
transportation
Category 4:
Indirect
emissions
from products
used by
organisation
Responsible material use is geared towards an improved
sustainability profi le associated with raw material use
throughout the product lifecycle; from product design
and manufacturing, packaging, product use, maintenance,
refurbishment, through to end-of-life treatment.
Firstly, the maintenance of existing and creation of new
product and service off erings through our SaaS platforms
and our mobile applications negates the need to produce
additional ‘tangible’ hardware, thereby vastly reducing the
potential environmental impact as we grow.
In instances where we are dependent on hardware, EROAD
strives to reduce material consumption by upstream suppliers.
EROAD’s supply chain varies depending on the product and
componentry; and is sourced locally and internationally.
Apart from short-term mitigation of global supply chain
challenges, EROAD manages inventory levels in accordance
with client-driven demands, reducing excessive stockpiling of
hardware as much as reasonably practicable.
Shipped products are accompanied by short form hard copy/
printed installation guide with the bulk of the supporting
information available online.
When EROAD’s products need to be repaired, exchanged,
retired or decommissioned, EROAD makes every eff ort to
collect the devices and reuse components (such as the printed
circuit board (PCB)) that are inherently valuable. Components,
casings, screens and peripherals that are no longer usable, or
are damaged through wear and tear or do not meet EROAD’s
product quality standards are sent for recycling.
In ANZ the swap out, collection and return of devices is chiefl y
done through EROAD’s installer network. Whereas in North
America, where self-installation predominates, the customer is
responsible for returning the devices to EROAD.
All our end-of-life units that we can’t refurbish are sent
through to Computer Recycling, who is New Zealand’s No.1
recycler for electronic devices. This includes the batteries. Of
our total number of units refurbished, 72% by value is reused
as components.
RESPONSIBLE USE
OF MATERIALS

EROAD Sustainability Report 2022 | OUR ENVIRONMENT OUR ENVIRONMENT | EROAD Sustainability Report 20224647
THE ROAD TO SUSTAINABILITY:
OUR INAUGURAL SUSTAINABILITY
SENTIMENT SURVEY
Across Australia and New Zealand, mandated regulations
around sustainability reporting differ for businesses by
country. As each Government sets its own Net Zero Emissions
timeframes, it is likely regulatory and reporting requirements
on sustainability efforts will increase in the near term.
At EROAD, our customer base includes industries which
are typically high GHG emitters. We’re uniquely placed to
understand how ready these businesses are to respond to
any shift in sustainability reporting and regulation, and the
challenges they’re facing.
In mid-2021, we surveyed 1,134 business decision makers across
Australia and New Zealand in our first ever sustainability
sentiment survey. We intend to use this report as a launchpad
to bring sustainability to the forefront of the conversation
when discussing transport carbon footprint emissions. This
will help us further our sustainability efforts within the
transport industry.
42%
of businesses don’t currently report on
sustainability goals
42%
of businesses are challenged by the
associated costs, lack of tangible value
and prioritisation
37%
of all light fleets are expected to be fully
electric or alternatively powered by 2025
21%
of all heavy fleets are expected to be fully
electric, hydrogen or alternatively powered
by 2025
FLEETS WILL BE GREENER BY 2025
In Australia, transport accounts for 17% of GHG
emissions, and in New Zealand, GHG emissions from road
transport represent 21% of total emissions. In our survey,
37% of all light fleets and 21% of all heavy fleets expect to be
fully electric or alternatively powered by 2025. To support
customers on their sustainability journey, we’ve worked with
industry experts to put together helpful resources as they
consider the options available, such as:
“Hydrogen is the equivalent to the horsepower of a
bigger vehicle. It's a real alternative for people to consider
for long haul. That's where it separates itself from the
battery electric. These types of vehicles can travel
between regions, they can go where electric vehicles
can't, they really open the door for long haul freight.”
Hamish Quinn, TR Group

Greening your fleet: undertaking the journey to EVs
From cost metrics to onboarding, we provide what fleet
managers need to get started.
What’s the alternative: a guide to reducing emissions for
heavy and mixed fleets
Whether it’s vehicle replacement, fleet optimisation or
improving efficiency, we lay out the alternatives for fleet
managers to reduce emissions today.

EROAD Sustainability Report 2022 | OUR PEOPLE OUR PEOPLE | EROAD Sustainability Report 20224849
OUR
PEOPLE
Our goals and aspirations
An inclusive, collaborative
engaged culture aligned to
our values and vision
Remuneration and
benefi ts that recognise
performance and support
attraction and retention
Good talent pipelines
and career progression
opportunities for current
and potential EROADers
Leaders with the
capability, tools and
empowerment to lead

OUR PEOPLE | EROAD Sustainability Report 202251
OUR PEOPLE
At EROAD our people are our top priority. The health and
wellbeing of our team is crucial - so is how staff feel about
their place in the organisation and the value they bring. It’s all
about people - not simply because their success is paramount
to our business success, but because at EROAD we do what’s
right and focus on the safety and wellbeing of our people.
FY22 and COVID-19 has brought with it a number of new
challenges as our team dealt with significant uncertainty
and change through having to operate under lockdown, a
major merger with Coretex and leadership change. On top
of this we are operating in an incredibly tight labour market
so EROAD’s employer brand is more important than ever as
we look to retain and attract new talent to drive our growth
strategy forward. We believe our strong culture and focus on
people helped navigate us through these issues well; but, as
we head into FY23, there will be continued focus on change
management as we merge the EROAD and Coretex cultures
together to create an engaged and aligned EROAD 2.0. For
FY23 our key focus areas will be positioning EROAD as an
employee of choice and continuing to improve the capability
of our leaders.
OUR VALUES
We do what’s right
We put customers at the heart of what we do.
We look after our people and put their safety & wellbeing first.
We focus on delivering quality outcomes.
We play as a team
We all play for the same team and that includes our customers and partners.
We value & respect diverse opinions and we work together to overcome challenges.
We embrace our differences and celebrate what makes us unique.
We learn & grow
We listen to learn.
We own & learn from mistakes, choosing to hold a growth mindset.
We believe that curiosity fuels successful innovation.
We get it done
We do what we say we will.
We prioritise to deliver the most important outcomes.
We take ownership and work together to get to a solution.
76%
EROADer’s recommend EROAD as
a great place for work (FY21: 83%)
83%
EROADer’s feel that EROAD is an inclusive
workplace where they can be themselves
(FY21: 83%)
EROAD Sustainability Report 2022 | OUR PEOPLE 50

EROAD Sustainability Report 2022 | OUR PEOPLE OUR PEOPLE | EROAD Sustainability Report 20225253
REWARD AND RECOGNITION
Reward and recognition goes further than an employee’s base
salary and short and long term incentives (which you can
read about on pages 116-137 of your FY22 Annual Report). At
EROAD we enrich our company culture and improve employee
engagement through peer to peer initiatives such as an online
reward platform, Bonusly, and through the quarterly EROAD
Awards programme.
• 232 nominations for EROAD Awards
• 17,097 Bonusly recognition messages
• $3,865.20 donations to charities through Bonusly rewards
Thirty seven staff were recognised for their contribution to
EROAD throughout the financial year with a one-off award
of EROAD shares. These recipients were nominated by the
executive team for their exceptional contribution to EROAD
during FY22.
TRAINING AND DEVELOPMENT
EROAD is committed to working with, and retaining, talented
and capable people. We invest in the training, development,
and wellbeing of our teams across the globe.
Leadership development
• With more than 100 managers across the business,
EROAD is committed to ongoing capability building and
development of emerging leaders, through an intensive
six-month experiential programme.
• In FY22 and 23 three cohorts will have completed EROAD’s
Leadership Programme (ELP), seeing 75% of EROAD people
leaders become graduates.
Training and education
In FY22, we:
• Supported our product engineering and development team
with a review of our agile work approach and the recruitment
of a permanent agile coach.
• Engaged specialist external course providers to upskill and
support teams including specific training in Customer Service
and Sales Training, Lean Six Sigma, and Business Intelligence.
• Launched a new refreshed mandatory course “Privacy at
EROAD” which sits alongside other mandatory courses: health
and safety, data security, and onboarding.
• Launched new eLearning module ‘How to write a Development
Plan at EROAD.’
• Started development on a new e-learning platform Workday
which aunched in FY23 and has been incorporated into a new
human resources information system.
Career development
• Work continued to increase career pathway opportunities
within the engineering team.
• EROAD’s managers continued to conduct regular
developmental one-to-ones with team members,
ensuring everyone has the opportunity to develop their
careers at EROAD.
• EROAD invested in leading human resources software
in 2022, enabling a greater quality of developmental
conversation to take place across the business.
ATTRACTING NEW TALENT
It is always a top priority to attract and welcome new talent to
the EROAD team. FY22 saw us build on new initiatives from
previous years.
Intern Programme
• EROAD attracted more than 200 high calibre applicants
in FY22. The 10 successful interns enjoyed an immersive
experience within EROAD’s product development and
engineering team gaining vital hands-on experience. Six of
these interns will join EROAD as new graduates.
Targeting future graduates
• In July EROAD attended a careers expo at the University
of Auckland to promote tech industry opportunities within
New Zealand.
Scholarship
• Launched in 2015, EROAD awards an annual scholarship of
$5,000 to Māori and Pacific students studying computer
science, data science, information systems or software
engineering. This year’s scholarship recipient went to
University of Auckland student Moemaitawhiti Moore who
is studying for a Bachelor of Commerce and is passionate
about engineering and marketing.
Immigration status
• EROAD retains Immigration NZ employer status.
EROAD’s people are the heart of the business, and we are
committed to providing a diverse and inclusive workplace.
EROAD celebrates diversity and promotes an inclusive culture.
It is our diversity – our people represent 29 countries – that
makes EROAD what it is today. EROAD compares favourably
to both the transport and technology sectors for female
representation at both non-manager and manager levels.
EROAD is committed to encouraging and supporting female
leaders. Flexible work arrangements, parental leave and
leadership development opportunities are just some of the
ways that EROAD supports its female employees.
CREATING A SENSE OF BELONGING
THROUGH OUR WISH COMMITTEE
The WISH (Wellbeing, Inclusion, Social & Health & Safety)
committee is a team of enthusiastic volunteers from across
EROAD. With a drive to bring everyone together as one team,
no matter their geographic location, the WISH committee
organises events, activities and celebrations throughout the
year, so the team can connect, celebrate, meet new staff
members, and have fun.
EROAD is a diverse team and the WISH committee’s activities
helps create a sense of inclusion and belonging as well as
celebrating our diversity. Boxing fitness classes, a global
walking competition, culture day, international women’s day,
pink shirt day, and opportunities to volunteer in the community
are just some of the events organised by the committee and
showcase the range of passions and backgrounds at EROAD.
The committee works hard to connect all teams around the
globe. With the Covid pandemic dominating again this year,
there were times when the majority of the EROAD team across
the globe was working remotely, so many events and activities
were done virtually like the weekly pop quiz and the end of
year global celebration.
DIVERSITY
AND EQUALITY
PEOPLE LEADERS DIVERSITY
EROADERS COME FROM OVER
FEMALE % OF OUR TEAM
EROAD
30%
IT
SECTOR
24%
29
DIFFERENT
COUNTRIES
AGE SPLIT CHART
49%
30 - 50
19%
over 50%
17%
under 30
15%
not disclosed
49%
19%
17%15%
30.4%
ERAOD

EROAD Sustainability Report 2022 | OUR PEOPLE OUR PEOPLE | EROAD Sustainability Report 20225455
MODERN SLAVERY STATEMENT
EROAD’s purpose and company values encompass a
commitment to social responsibility. Accordingly, EROAD
is committed to upholding human rights practices in all our
business-related activity. EROAD’s commitment to human
rights involves ensuring that slavery and human trafficking are
not taking place in any part of our business operations.
We expect all of EROAD, organisations in our supply chain, as
well as our contractors and third parties to comply with this
commitment. Our Code of Ethics, Code of Conduct and Risk
Management Policy all reinforce our value of doing what’s
right by committing to acting ethically and with integrity in all
our business relationships to address modern slavery risks. We
have a multidisciplinary team, with representation from Global
Operations, Supply Chain, Product and Legal, overseeing the
application and assurance of these requirements.
The EROAD Sustainable Supplier Questionnaire is sent out
to all key suppliers we work with. The section on social
responsibility requires suppliers to disclose whether they
have any human rights and/or labour policies in place, and
to provide these where applicable. Likewise with any safety
and wellbeing policies. To date, EROAD has not identified or
become aware of any instances of human trafficking or slavery
within our operations or supply chain.
EROAD has published a statement in accordance with our
obligations as a listed entity on both the NZX and ASX and
under the Australian Modern Slavery Act 2018. You can view the
statement here. https://www.eroadglobal.com/global/investors/
MENTAL HEALTH
EROAD continues to support mental health app Groov,
formerly Mentemia, which provides information, activities and
videos about mental and emotional wellbeing. Employees also
have 24/7 access to an Employee Assistance Programme.
HEALTH, SAFETY AND
WELLBEING OF OUR PEOPLE
SUPPORTING PEOPLE THROUGH A
GLOBAL PANDEMIC
In another year dominated by COVID-19 disruptions and
restrictions, EROAD’s priority remained on keeping staff and
their families safe.
When the Delta strain struck New Zealand in August 2021, it
meant a lengthy lockdown period, particularly in Auckland,
and we returned to a predominantly work from home situation.
This continued throughout the Omicron variant outbreak
although we were able to allow an increase in usage of the
sites due to the country’s change to the traffic light framework
system. We were also able to provide NZ staff with free rapid
antigen tests so they could monitor the health of themselves
and their whānau.
In North America and Australia, COVID restrictions and
lockdowns were prevalent also forcing most employees to
work from home. With EROAD’s flexible working policy, most
employees were used to a hybrid environment and adjusted
quickly post-lockdown. EROAD provided office equipment
options for employees working from home so that our people
were working safely from home.
Our global team is now well versed in working remotely.
In fact, working from home is likely to remain a common
option for our teams offering greater lifestyle flexibility and
work-life balance.
EROAD worked hard to look after the team throughout
another challenging year, with resilience development
webinars, virtual quizes and social events, a Christmas hamper
delivered to their homes, and an additional three days of paid
leave over the end of year break so everyone could take some
well-deserved time off.
COVID-19 GLOBAL RESPONSE FUND
Over the last 2 years, many of our team members have lost
loved ones as the pandemic escalated. People from across the
EROAD community reached out to ask if we could do something
to show our support. In May 2021, we launched a fundraiser on
Givealittle, through which EROAD employees donated $5,000
NZD, and EROAD provided double-matching on all donations.
A total of $15,000 NZD was donated to the World Health
Organisation COVID-19 Solidarity Response Fund.
RED CROSS UKRAINE APPEAL
In March 2022, when the war broke out in Ukraine, our team
members once again got behind our Red Cross Ukraine
fundraiser. With EROAD double-matching all donations again,
we raised a total of $32,000 NZD.
EROADERS CLEAN UP KAI IWI LAKES
In 2021, some EROADers combined their volunteer day with
their diving experience to clean up and remove rubbish
from Kai Iwi Lakes in the far north of New Zealand. The
team wanted to do something good for the community,
and collected over 8kg of rubbish that included socks, hats,
sunglasses and an iPhone 12.
PLANTING DAY IN AUCKLAND
The Whau River Trust works to restore and protect the
biodiversity of the Whau River area in Auckland, and our team
of volunteers jumped in, rolled up their sleeves and made a
real difference for our community and environment by clearing
the river bank and planting native trees.
EROAD LEANT ITS SUPPORT TO
GLOBAL CAUSES WITH LOCAL
CONNECTIONS

EROAD Sustainability Report 2022 | OUR PEOPLE OUR PEOPLE | EROAD Sustainability Report 20225657
Bringing two teams together is challenging. Not only did
staff numbers increase, but our offi ce locations increased
with Coretex sites in Newmarket (NZ), Sydney (AU), New
Jersey, and San Diego (US). When EROAD and Coretex
merged on 1 December 2021, that wasn’t the start of the
integration work but was the result of months of planning,
preparation and collaboration. The intention to merge into
what is aff ectionately dubbed EROAD 2.0, was announced in
July 2021 kick starting a major project to make the transition
as smooth as possible for the 600+ Coretex and EROAD staff
across New Zealand, Australia and North America. Dedicated
people, change and communications workstreams worked
alongside technical, logistics and operational workstreams,
to the extent possible, as part of a major integration working
group designed to successfully bring together the people,
culture, technology, product and intellectual property of the
two businesses.
To prepare staff , and keep them informed, after the
merger there were a range of change management and
communication activities to bring both Coretex and EROAD
staff on the journey including fi ve employee experience
workshops with 299 staff to share views and stories on the
new EROAD culture and how we work together.
In bringing the teams together, the focus was on merging the
positive aspects from both organisations where people and
their career opportunities were prioritised. When creating
EROAD 2.0, the focus was neither EROAD nor Coretex but on a
newer and more improved EROAD.
As part of merging the culture and structure of Coretex and
EROAD, EROAD has adopted Coretex’s vertical structure,
which focuses on industry-specifi c customers, which is being
rolled out across the North American business.
From a cultural perspective, surveys continue to monitor
employee net promoter scores and overall satisfaction,
and work continues on developing a new employee value
proposition to make EROAD a top employer of choice.
Since the merger of Coretex and EROAD, it’s great to see staff
moving within the organisation.
Akinyemi Koyi (AK) Koyi spent more
than eight years with Coretex and
joined EROAD during the merger as
Chief Innovation Offi cer. AK started
his career in a software and hardware
engineering background before
moving into leadership roles. He
moved to the US with Coretex and
was responsible for the company’s
North America operations which
further developed his in-market
commercial skills in this important
growth market. As part of the new
EROAD, AK was recently appointed
President North America alongside
his innovation role.
Tracey joined EROAD during the
merger following a 13-year career
with Coretex in fi nance roles (CFO
and Group Finance Manager) as well
as taking responsibility for other
functions including legal, and HR
within the Coretex Group. She was
recently appointed as EVP Finance in
EROAD’s North American team and
will relocate to San Diego to take up
the role.
BRINGING 2 TEAMS
TOGETHER FOR A BIGGER
BRIGHTER FUTURE

EROAD Sustainability Report 2022 | OUR COMMERCIAL APPROACH OUR COMMERCIAL APPROACH | EROAD Sustainability Report 20225859
OUR COMMERCIAL
APPROACH
Our goals and aspirations
Continue to fi nd innovative
solutions to solve our
customers' problems
Continue to deliver
sustainable and growing
fi nancial returns for
our shareholders
Maintain resilient and
robust platforms
Protect our customers
against breach of
confi dentiality, loss of data
or technology disruption

EROAD Sustainability Report 2022 | OUR COMMERCIAL APPROACH OUR COMMERCIAL APPROACH | EROAD Sustainability Report 20226061
RELIABLE AND
SECURE DATA
It is fundamental to EROAD’s success to maintain resilient
and robust platforms and continually invest in privacy and
security. A breach of confidentiality, loss of data or technology
disruption can lead to significant financial loss and/or
reputational damage for our customers.
EROAD has built a modern, cloud native information
technology platform to support customers, operations and
the sales team. In FY22, EROAD’s proprietary platform had an
industry leading uptime of over 99.96% for New Zealand and
Australia and 100% for North America, ensuring delivery of
a reliable and consistent service to our customers. Since the
acquisition of Coretex, focus has been on putting processes in
place for a consistent combined view of uptime across both
our platforms. This will also include a customer-facing view
of the current uptime status of all our systems in order to
improve transparency with customers.
We continue to partner with global leading and resilient
technology partners, such as AWS, Microsoft Azure, HERE
and Vodafone. All connectivity in or out of the environment is
secured and controlled, and penetration testing is performed
annually by our third-party security partner. We have several
other tiers of protection for data, identities, and devices. As
part of our design methodology we now include privacy as an
essential priority of any product, service, system or process. To
achieve this, in FY22 we officially launched a privacy impact
assessment tool.
Work continues to simplify and strengthen policies for IT
and cybersecurity to help clarify and reinforce the standards
expected to ensure robust security practices. We train our
full- and part-time employee workforce in data security, how
to recognize and understand privacy-related risks, and ways to
mitigate data and privacy issues.
In FY22 we invested in the creation of a dedicated cyber-
security team working directly with all of EROAD’s software
engineering teams, which has resulted in implementation of
numerous security programmes and measures.
During FY22, significant inroads were made towards
implementing the leading global framework for cybersecurity
and privacy, National Institute of Science & Technology
(NIST) Cyber-Security Framework, in addition to rolling out
an OWASP SAMM roadmap, which provides an even more
thorough view on cybersecurity practices specifically across
software engineering environments.
In FY23, EROAD will be further raising the commitment to
data governance, specifically focusing on quality, security
and privacy. While this area has always been taken seriously,
we are looking to raise the bar once more and are increasing
the investment this year, including to the people resources
dedicated to the data governance function.
99.9%
uptime EROAD stand alone

EROAD Sustainability Report 2022 | OUR COMMERCIAL APPROACH OUR COMMERCIAL APPROACH | EROAD Sustainability Report 20226263
WORKING IN PARTNERSHIP
WITH OUR CUSTOMERS
At EROAD, we strive to build relationships and partnerships
with our customers, small and large. Because of this, we
invest heavily into our post-sale customer service resourcing –
something that has set EROAD apart in the telematics industry.
Today, EROAD has over 70 staff globally dedicated to the
success of its customers’ EROAD experience. Each enterprise
account has both a Technical Account Manager and a Customer
Success Manager that work closely together to ensure that
customers are taken care of from the support, product and
engineering side of the business, as well as deriving maximum
value from EROAD products, solutions and services.
EROAD’s service model means customers are proactively
supported to achieve the key outcomes they wanted from the
technology when they signed with us. Part of EROAD’s success
methodology is to partner with the customer and identify these
specifi c Goals and Desired Outcomes - we defi ne a customer’s
success based on the metrics and success criteria that we've
identifi ed and agreed on together. For larger/enterprise sized
accounts, this is facilitated by a dedicated Customer Success
Manager (CSM) or Key Account Manager (KAM) who tracks the
customer’s goals and provides visibility on progress. During
reviews of the customer’s business, the CSM/KAM will do a
deep dive and thorough review of all in-progress goals, as
well as celebrate and document completed goals and realised
outcomes. By providing 100% transparency and updating
progress in real-time, there are no surprises, and each partner
holds the other accountable for working together toward goal
completion. As the partnership grows over time, the expectation
is that new goals are identifi ed and new success criteria applied.
An important point of diff erence for enterprise accounts in
North America is how EROAD’s Customer Success Managers
work closely with an in-house Technical Account Manager – a
technical advocate for the customer that drives results from
products and issues raised. Together, they ensure the customers
are being taken care of from the support, product and
engineering side of the business, as well as deriving value from
EROAD products, solutions and services. Over the last 12 months
in ANZ, EROAD’s support teams have adapted the customer
service model off ered so we can better respond to the size and
complexity of each customer for best results. This allows EROAD
to provide appropriate customer service, at scale, as EROAD
grows. Part of this change included the launch of EROAD’s
Enterprise Support Team – 10 staff that project manage
the rollouts of EROAD’s enterprise customers for seamless
integration of EROAD’s technology into their businesses.
The Enterprise Support Team provides market leading, gold
standard service and operational support, working well within
Enterprise SLAs and supporting the Key Account Manager
closely to create a true EROAD/Customer partnership. This is
a new, premium service off ered to our Enterprise customers in
ANZ – a refl ection of our commitment to customers
going forward.
Moving into FY23, EROAD will continue to focus on the
integration of the Coretex business into EROAD’s product
off ering and operations. Customer Operations teams have been
and continue to focus on upskilling themselves in the Coretex-
branded product suite. It is EROAD’s intention to ensure the
gold standard EROAD customer service is rolled out across
Coretex’s customer base so that it can build trust with and retain
these customers within the business.
4
February 2022 - April 2022
5
February 2022 - April 2022
6
February 2022 - April 2022
7
Defi ned as a customer who re-signed a new contract, contracted unit numbers as at end of old contract
8
Upgraded their hardware, or upgraded type of plan (connected, advance, safedriver, starter and premium)
9
Existing EROAD customers that added a dashcam, Logbook, Inspect, EROAD Analyst, Geofence Triggered Alerts and Pre-Trip Comms or BookIt to their plan
93.4%
EROAD STAND ALONE ASSET
RETENTION RATE
Coretex’s 4 month Asset Retention Rate
was 98.4%
1,131
CUSTOMERS RENEWED THEIR PLAN
(31,597 contracted units)
7
refl ecting high renewals from
New Zealand Enterprise customers and North
America 3G upgrade programme
$190.2m
FUTURE CONTRACTED INCOME
up from $149.1m at H1 FY22 refl ecting high
level of renewals and a proportion of Coretex’s
customers who have purchased hardware upfront
979
CUSTOMERS UPGRADED THEIR PLAN
(9,720 contracted units)
8
961
CUSTOMERS ADDED ADDITIONAL
PRODUCTS AND SERVICES TO
THEIR PLAN
(39,649 contracted units)
9
39
NORTH AMERICAN NPS SCORE
4
26
NEW ZEALAND NPS SCORE
5
26
AUSTRALIAN NPS SCORE
6

EROAD Sustainability Report 2022 | OUR COMMERCIAL APPROACH OUR COMMERCIAL APPROACH | EROAD Sustainability Report 20226465
EROAD’S RESPONSE TO
GLOBAL SUPPLY CHAIN
PRESSURES
Like all organisations, following COVID-19 EROAD is having to
deal with significant global supply chain pressures. Supply chain
management has been a strength and area of focus of EROAD
historically, however given the extent of the pressures globally it
was necessary to take a number of steps to ensure these issues
didn’t impact the growth ambitions of the company. During
FY22 we have built up the capacity and capability of this team,
and this will continue into FY23 as we don’t see global supply
chain issues being a short-term problem.
As a stocking strategy, critical components are being purchased
up to 12 months in advance to minimise (more expensive) spot
market buying. The global semiconductor industry remains
under pressure. To combat this, we are having to buy many
components on the spot market at increased cost. We expect
this to continue for at least the next 24 months.
While investment in our supply chain management team and
our stocking strategy do have an impact on EROAD’s operating
expenditure and cash flow, we consider this investment is
essential to ensure robust risk management and continued
growth of the company.
We are in the process of developing an alternative supply source
for some of our hardware. This will ensure redundancy (BCP),
and increased capacity. We are also working on reducing our
reliance on certain components and therefore reducing supply
chain pressures.
FY22 has also been focused on integrating Coretex and EROAD
supply chains. In FY23 the supply chain will be focused on
increasing distribution capability, setting up supply chains and
distribution for new products, scaling for 2G/3G shutdown
requirements and business growth.

EROAD Sustainability Report 2022 | GRI INDEXGRI INDEX | EROAD Sustainability Report 20226667
102 GENERAL DISCLOSURES
Reporting
Standard
DescriptionReport
Section
FY22
102-1Name of
organization
Cover/Annual
Report
EROAD Limited
102-2 Activities, brands,
products
Introduction/
Annual Report
EROAD's purpose is safer and more sustainable roads. EROAD develops
and markets technology solutions to manage vehicle fleets, support
regulatory compliance, improve driver safety and reduce the costs
associated with operating a fleet of vehicles and inventory of assets.
EROAD has a proven SaaS business model and is experiencing continuing
growth in installed units and revenue. EROAD has operations in New
Zealand, North America and Australia with customer ranging in size from
small fleets through to large enterprise customers.
102-3Location of
Headquarters
Annual Report
Directory
Albany, Auckland, New Zealand. Disclosed in ‘Directory’ Section.
102-4Location of
operations
Annual Report
Directory
New Zealand, Australia, North America.
102-5Ownership and legal
form
Annual Report:
Corporate
Governance
Report
Limited company incorporated under the NZ Companies Act.
Owned by shareholders trading on the NZX and the ASX.
102-6Markets servedAnnual Report:
About EROAD
New Zealand, Australia, North America.
Sectors are construction and civils, waste and recycling, food safety,
general transportation, public transport, infrastructure and local/central
government.
102-7Scale of the
organization
-i. 544 permanent employees only, refer to 102-8 for split of permanent
employees by region.
ii. & iii. Total operations split by reportable segments as identified in the
annual financial statements:
Corporate &
DevelopmentNANZAU
Eliminate
inter-
segment Total
Total assets$256.9m$80.8m$64.8m$13.3m($48.7m)$367.1m
Total revenue$32.4m$40.3m$69.8m$3.9m($31.5m)$114.9m
Total costs
(excluding
interest, taxation,
depreciation and
amortisation)
$66.3m$30.9m$24.6m$3.8m($31.7m)$93.9m
Earnings before
interest, taxation,
depreciation, and
amortisation
($33.9m)$9.4m$45.2m$0.1m$0.2m$21.0m
iv. Total capitalization: Market capitalisation on 31 March 2022 was $483.3m
(based on 110,338,787 shares on issue with a price of $4.38 per the NZX on
that date). On 31 March 2022 there was $32.7m of drawn debt outstanding
with the bank.
v. Quantity of products/services provided: On 31 March 2022 contracted
units were 208,697, excluding the acquisition of 66,157 Coretex contracted
units this is an increase of 16,337 contracted units on prior year.
102-8Information on
employees and other
workers
102-8 (a) 102-8 (c)
10
Reduced
inequalities
Our Peoplea.
FemaleMaleNot disclosed
Temporary192474
Permanent1813565
b.
AUSBrazilFijiGermanyNZUS
Temporary17190819
Permanent171423101
c.
Full TimePart Time
Female1928
Male3773
Not disclosed79
d. n/a
e. n/a
f. Above data has been compiled from our HR system (BambooHR) data.
Gender is an optional field that can be disclosed by the employees
themselves and so the data is incomplete especially for temporary staff.
102-9Supply chainOur EnvironmentRefurbished 16,700 units
102-10Significant changes
to the organization's
supply chain
Our EnvironmentEROAD's historical supply chain remains the same. The new EROAD
supply chain that came with Coretex acquisition has changed. The
primary supplier GPC has shifted our production from NZ to Australia as
their facility there is bigger and has capacity to produce more units for
future expansion.
102-11Precautionary
principle or
approach
Annual Report:
Corporate
Governance
Report
The level of risk EROAD is willing to take on is captured in its Risk Appetite
Statements (RAS). Key business risks, and associated
limits (included in the RAS) are identified, reviewed and agreed by the
Executive and the Board on an annual basis. Performance
against these risk limits is monitored continuously and reported to the
Executive and Board on a monthly basis.
EROAD adapts its risk universe to factor in emerging risks such climate
change, geo-politics, etc.
102-12External Initiatives -Environment
EROAD’s commitment to the environment spans climate change, use of
natural resources, pollution and waste. We follow the globally accepted
recommendations of the Task Force for Climate-related Financial Disclosures
(“TCFD”), as it is a significant step towards supporting the transition to a low-
carbon economy and developing resilience against climate events. EROAD
is committed to supporting the New Zealand, Australian and United States
governments in our efforts to become net zero.
Climate-related legislation
EROAD supports and follows the Financial Sector (Climate-related Disclosures
and Other Matters) Amendment Act and EROAD will issue future reports
under the climate related disclosures framework.
General business practices
EROAD is likewise committed to ensuring transparency around our business
practices. In FY21 we began reporting against the Global Reporting Initiative
Standards (“GRI”) and in FY22 we began reporting against the United Nations
Sustainable Development Goals (“UNSDG”). We are aiming to improve
our disclosures each reporting year as we progress our own sustainability
initiatives. EROAD maintains an internal disclosure register so we can track our
progress in this area.
General
EROAD is always looking at ways to connect and collaborate with likeminded
individuals, businesses, agencies, regulatory bodies, and government
departments on sustainability issues. EROAD is involved in working groups,
thought leadership and pilot initiatives, and we welcome any opportunity to
both share our expertise and learn from others in this space.
GRI STANDARDS INVENTORY
- WHAT HAS EROAD REPORTED ON?

EROAD Sustainability Report 2022 | GRI INDEXGRI INDEX | EROAD Sustainability Report 20226869
102-13Membership of
associations
GRI IndexNew Zealand
Bus and Coach Association
Civil Contractors New Zealand
Intelligent Transport Systems New Zealand
New Zealand Trucking Association
Road Transport Association
Road Transport Forum
WasterMINZ
Australia
Australian Furniture Removers Association
Australian Trucking Association
Civil Contractors Federation New South Wales
Civil Contractors Federation Queensland
Civil Contractors Federation Victoria
Queensland Trucking Association
Roads Australia
United States of America
American Trucking Association
Colorado Trucking Association
Commercial Vehicle Safety Association
Florida Trucking Association
Georgia Trucking Association
Indiana Motor Trucking Association
Louisiana Trucking Association
Mileage Based User Fee Alliance
National Private Truck Council
New York Trucking Association
North American Transportation Services Association
North Carolina Trucking Association
Oklahoma Trucking Association
Ohio Trucking Association
Oregon Trucking Association
Pennsylvania Trucking Association
South Carolina Trucking Association
Tennessee Trucking Association
Texas Trucking Association
Truckload Carriers Association
Transportation Research Board
Utah Trucking Association
Washington Trucking Association
Wisconsin Motor Carriers Association
Women in Trucking
Wyoming Trucking Association
Global
International Bridge Tunnel and Turnpike Association
International Road Federation (Global)
102-14Statement
from senior decision-
maker
Annual Report:
Letter from the
Chair and CEO
Sustainability is key to EROAD's success. As a purpose led organisation,
sustainability is at the forefront of our minds as we seek to create safer and
more sustainable roads.
EROAD has a new Sustainability Policy that sets out our company
approach. This is broken down under the headings "E", "S" and "G".
Our dedicated Net Zero Steering Group comprises of key personnel who
come together to discuss and progress our sustainability initiatives.
102-15Key impacts, risks
and opportunities
-Key risks:
Growth & strategy
Financial
Expectations
People
Regulatory & Governance.
EROAD remains committed to innovation and has a high-risk appetite
for this, alongside learning and knowledge, growth and partnerships, and
acquisitions.
102-16Values, principles,
standards and
norms of behaviour
16
Peace, justice
and strong
institutions
About EROAD/
Our People
Our values
Listening to the ideas and feedback of more than 90 EROADers from all
regions and teams, we have a new set of values for EROAD that speak to
the experience and aspirations of our whole team.
• We do what’s right
• We play as a team
• We learn & grow
• We get it done
Our values are written in easy to use, everyday language and they all start
with ‘we’ because it’s about how we work together.
102-17Mechanisms for
advice and concerns
about ethics
16
Peace, justice
and strong
institutions
Annual Report:
Corporate
Governance
Report
EROAD’s Code of Ethics sets our ethical expectations for ERAODers and
our suppliers. EROAD’s Whistleblowing Policy is available on our intranet
site for all employees to access. In the first instance, employees should
raise concerns with their line manager. If that is not appropriate, then
they can report it to the Chief People Officer or the EVP General Counsel.
Concerns may also be escalated directly to the Chair of FRAC or to the
external EY Whistleblower email. EROAD is currently working with a new
provider for our independent whistleblowing service so that potential
whistleblowers have more options for reporting any concerns.
102-18Governance
structure
Annual Report:
Corporate
Governance
Report
Disclosed in Corporate Governance Report – The Board on advice from
FRAC, General Counsel, Risk and Compliance Manager, Global Market
Development Team, Road Network Insights Team and Net Zero
Steering Group.
102-19Delegating
authority
Annual Report:
Corporate
Governance
Report
Disclosed in Corporate Governance Report – Board delegates to
management teams.
102-20Executive-level
responsibility
for economic,
environmental and
social topics
Annual Report:
Corporate
Governance
Report
EROAD's executive team collectively consider economic, environmental
and social topics. EROAD's Net Zero Steering Group is responsible for
environmental topics, EROAD's CFO is responsible for economic topics
and EROAD's CPO is responsible for social topics. The General Counsel
and CFO work closely on ESG matters and are ultimately responsible
for reporting to the board on ESG. See also 'Annual Report: Corporate
Governance Report'.

EROAD Sustainability Report 2022 | GRI INDEXGRI INDEX | EROAD Sustainability Report 20227071
102-21Consulting
stakeholders
on economic,
environmental and
social topics
16
Peace, justice
and strong
institutions
-During FY21 EROAD completed a materiality assessment which provided
the foundation for driving future improvements in our sustainability
efforts. EROAD’s materiality assessment process has enabled us to identify
and prioritise the Environmental, Social and Governance issues that are of
most importance to the business and its stakeholders so our improvement
efforts can be impactful. This matrix was updated in 2022 for Coretex
key stakeholders. There was no material change to the outcome and the
material issues remain unchanged.
102-22Composition of the
highest governance
body and its
committees
16
Peace, justice
and strong
institutions
Annual Report:
Corporate
Governance
Report
See Corporate Governance Report.
EROAD has recently added Sara Gifford to our Board of directors. Sara is
an independent director with significant experience. The Board was and is
focused on ensuring board member diversity.
102-23Chair of the highest
governance body
Annual Report:
Corporate
Governance
Report
Chair is not an Executive Officer
102-24Nominating and
selecting the highest
governance body
16
Peace, justice
and strong
institutions
Annual Report:
Corporate
Governance
Report
EROAD has an Appointment and Selection of New Directors Policy that
sets out the process for the nomination and selection of board members.
Independence, expertise and experience are all considered by the Board.
The Board is particularly focused on ensuring diversity within the group
and is delighted with the appointment of Sara Gifford early in FY23.
Shareholders are required to formally vote on the appointment of new
Directors at the Annual Shareholder Meetings. Stakeholder views around
Board succession are sought via governance roadshows.
102-25Conflicts of interestAnnual Report:
Corporate
Governance
Report
Disclosed in Corporate Governance Report – Board Charter, Code
of Ethics, Related party Transaction Policy. EROAD maintains an interests
register which is provided to our auditors.
No conflicts of interest have come to our attention.
102-26Role of highest
governance body
in setting purpose,
values and strategy
Annual Report:
Corporate
Governance
Report
Disclosed in ‘Corporate Governance’ Section – Board and management
regularly review EROAD’s purpose and update this where applicable.
EROAD updated its company values in FY22.
102-27Collective
knowledge of
highest governance
body
Annual Report:
Corporate
Governance
Report
The Board is kept updated on progress made by EROAD's Net Zero
Steering Group.
102-28Evaluating the
highest governance
body's performance
Annual Report:
Corporate
Governance
Report
Disclosed in Corporate Governance Report –an independent third party
reviews the Board’s performance biennially.
There was an external review in FY22 and another review will be done
in FY23.
102-29Identifying and
managing economic,
environmental and
social impacts
16
Peace, justice
and strong
institutions
Annual Report:
Corporate
Governance
Report
Board takes a proactive role in progressing ESG matters following reports
from EROAD's Net Zero Steering Group.
Materiality matrix is referenced as we also take note of what our investors,
suppliers and customers are interested in.
102-30Effective risk
management
Annual Report:
Corporate
Governance
Report
Board reviews risk management on advice from management and FRAC.
102-31Review of economic,
environmental and
social topics
Annual Report:
Corporate
Governance
Report
At every board meeting.
102-32Highest governance
body's role in
sustainability
reporting
Annual Report:
Corporate
Annual Report:
Corporate
Governance
Report
Governance
Board - Annual Report and ESG Report.
102-33Communicating
critical concerns
Annual Report:
Corporate
Governance
At every board meeting.
102-34Nature and total
number of critical
concerns
Annual Report:
Corporate
Governance
Report
There were no critical concerns identified in FY22.
EROAD currently offers an independent whistle blower hotline service with
EY for reporting critical concerns in the business. EROAD is looking to offer
a more fulsome independent whistleblowing service in FY23.
102-35Remuneration
policies
Annual Report:
Corporate
Governance
Report
Refer to the EROAD Remuneration Policy.
Fixed, variable pay (incl STI and LTI) is disclosed in the Remuneration
Report for CEO and CFO.
No termination payments, clawbacks or retirement benefits have
been paid.
Performance criteria are linked to economic objectives.
102-36Process for
determining
remuneration
Annual Report:
Corporate
Governance
Report
RTNC determine appropriate remuneration. This is with guidance from
P&C and external advisors. More information on this can be found within
EROAD's Remuneration Report.
102-37Stakeholders'
involvement in
remuneration
16
Peace, justice
and strong
institutions
Annual Report:
Corporate
Governance
Report
EROAD introduced the Australian Say On Pay Vote in FY22. In FY21 we
held governance roadshows and consulted heavily with our stakeholders
before reaching a decision.

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102-38Annual total
compensation ratio
-Highest pay Median
NZ $778,880 $101,000
US $520,000 $85,000
AU $287,500 $120,975
Disclaimer: The above table includes contracted pay which includes base
salary, allowances and potential STI payment (noting actual payment is
determined by company performance). It excludes LTI schemes. All figures
stated above are given in the local currency.
102-39Percentage increase
in annual total
compensation ratio
-The % increase for each significant area of operate is as follows:
NZ: 4.12%
US: 3.03%
AU: 13.49%
Disclaimer: The above information includes contracted pay which
includes base salary and potential STI payment (noting actual payment
is determined by company performance). It excludes LTI schemes. All
percentages stated above have been calculated in the local currency.
102-40List of stakeholder
groups
Materiality MatrixCustomers, Policy Makers, Industry Regulators, Associations, Investors,
EROAD Team
102-41Collective bargaining
agreements
-None
102-42Identifying
and selecting
stakeholders
Materiality MatrixEROAD has a multitude of stakeholders including regulatory bodies,
suppliers and customers. EROAD has a desire to work with organizations
who share EROAD's values and goals.
102-43Approach to
Stakeholder
Engagement
Materiality MatrixPlease see pages 10 - 11
102-44Key topics and
concerns raised
Materiality MatrixEROAD has received lots of feedback on ESG matters. Much of this
feedback has been from stakeholders in the USA and from customers in
NZ. Feedback has been delivered via roadshows, investor email address,
governance roadshows and our Annual Shareholder Meeting. We update
policy and planning documents based on relevant stakeholder feedback.
102-45Entities included
in consolidated
financial statements
Annual Report:
Financial
Statements
EROAD Limited and the associated group entities.
102-46Defining report
content and topic
boundaries
-The process for defining the report content involved considering our
environment, both physically and operationally; the social context, with
a real focus on EROADers and the people we interact with; and how
we govern ESG generally. Our IR team has these considerations at the
forefront of their minds when they discuss the reporting plan with the
board and senior management teams.
Stakeholder inclusiveness is key for us and we completed a materiality
matrix in FY21 to ensure this remains a critical focus point. Sustainability
is obviously a key focus for us with direct ties to our purpose. We recently
ratified a Sustainability Policy to ensure that we have a clearly documented
sustainability focus. Materiality and Completeness are intimately tied to
stakeholder inclusiveness and sustainability for the EROAD Group.
The Materiality Principle has been considered carefully. Much of our
legal, financial and regulatory disclosures made in our Annual Report are
governed by our legal and regulatory requirements as a listed business
on the NZX and ASX. Our industry reputation and stakeholder views
are of the utmost importance to us which is why we have voluntarily
increased our disclosures around remuneration for FY22 and have given
such a strong focus to the Coretex integration work. We want to share our
challenges and successes with all our stakeholders.
102-47List of material
topics
-Our Materiality Matrix is a key starting point for assessing our material
topics as is our company purpose.
Our material topics are: safer communities and how our products and
services contribute to this, our company values, our people.
102-48Restatements of
information
GRI IndexOnly restatement of information in the financial statements was the
retrospective application of an accounting standard change with regards
to cloud computing arrangements.
The impact of the restatement on the previously reported results for 31
March 2021 was a decrease to net assets of $2.5m and an increase to profit
before tax of $0.7m. Refer to the 31 March 2022 full financial statements
for discussion on this required change.
102-49Changes in reporting GRI IndexThere have been no significant changes from the previous reporting
periods in the list of material topics and topic boundaries.
102-50Reporting periodGRI IndexFY22
01/04/2021 - 31/03/2022.
102-51Date of most recent
report
GRI Index31 March 2022
102-52Reporting cycle -Annual
102-53Contact points for
questions regarding
the report
GRI IndexCEO: Mark Heine
Acting CFO: Margaret Delany
102-54Claims of reporting
in accordance with
the GRI Standards
-EROAD currently makes GRI referenced claims on an annual basis.
102-55GRI content index-Ye s
102-56External assurance-External assurance has not been sought for EROAD’s GRI Reporting
in FY22.
103 MANAGEMENT APPROACH
103-1Explanation of the
material topic and its
boundary
-Our material topics come from our Materiality Matrix, feedback through
the investor website, governance roadshows, customer meetings and a
general understanding of the current landscape. Our risk reporting as part
of the Corporate Governance Report covers key business risks.
103-2The management
approach and its
components
-Addressed throughout.
EROAD has a range of policies in place that govern our approach to
material matters. These reinforce our company purpose and values.
103-3Evaluation of the
management
approach
Annual Report:
Corporate
Governance
Report
Addressed throughout.
Management/the Board regularly review the effectiveness of our
approaches. We adjust and update these if needed.
201 ECONOMIC PERFORMANCE
201-1Directed economic
value generated and
distributed
9
Industry,
innovation and
infrastructure
Annual Report:
Financial
Statements
i. Total revenue $114.9m
ii. Operating expenses $48.7m (excluding personnel expenses)
Personnel expenses $57.3m
Payments to providers of capital: Nil dividends were paid in the year,
interest was paid of $2.8m in the year.
Payments to Government in the form of taxes such as GST, FBT and
income taxes of $2.5m in New Zealand, $1.9m in North America and
$0.2m in Australia.
iii. Economic value retained: $1.5m.
201-2Financial
implications and
other risks and
opportunities due to
climate change
-EROAD continued expanding on EV pilots and strategized on product
directions to support customers to accelerate their decarbonization
journeys, as we observed increasing pressure from governments,
consumers, investors, and financial markets pushing companies to speed
up their efforts towards net zero.
201-3Defined benefit
plan obligations and
other retirement
plans
Annual Report:
Corporate
Governance
Report
Disclosed in ‘Corporate Governance’ Section. Remuneration for US
based employees, EROAD has a 401k Plan in place which staff may
opt in to.
201-4Financial assistance
received from
government
-In FY22, EROAD accrued for NZD$1.3m in the form of Research &
Development Tax Incentives (RDTi). The RDTi replaced the Callaghan R&D
grant in the current year. There was no other financial assistance received
in the period.

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202 MARKET PRESENCE
202-1Ratios of standard
entry wage by
gender compared to
local minimum wage
-Currently no EROAD employees are on minimum wage.
202-2Portion of senior
management hired
from the local
community
13
Climate
action
-The percentages below show the percentage of senior management at
significant locations of operation that were hired from the local community
US: 100%
NZ:100%
AU:100%
Senior management includes all executive team members, as well as those
managers who report directly to an executive member.
EROAD’s definition of ‘local’ is within the country. EROAD’s definition for
‘significant locations of operation’ are the three markets we operate in -
New Zealand, Australia and the United States of America.
203 INDIRECT ECONOMIC IMPACTS
203-1Infrastructure
investments and
services supported
-
203-2Significant indirect
economic impacts
-
204 PROCUREMENT PRACTICES
204-1Proportion of
spending on local
suppliers
-We have limited manufacturing conducted in NZ with the bulk of
manufacturing being conducted overseas. This is primarily for cost and
availability reasons.
205 ANTI-CORRUPTION
205-1Operations assessed
for risks relating to
corruption
16
Peace, justice
and strong
institutions

-No formal assessment per se, but EROAD has a range of Codes and
Policies to discourage corrupt behaviours such as the Code of
Ethics.
Suppliers are presented with a modern slavery questionnaire.
Unable to visit suppliers in person due to COVID.
205-2Communication and
training about anti-
corruption policies
and procedures
Annual Report:
Corporate
Governance
Report
EROAD has no tolerance for corruption. We have clear policies in place on
this including under our Code of Ethics
205-3Confirmed incidents
of corruption and
actions taken
Annual Report:
Corporate
Governance
Report
No known corruption issues to report.
206 ANTI-COMPETITIVE BEHAVIOR
206-1Legal actions for
anti-competitive
behavior, anti-trust,
and monopoly
practices
16
Peace, justice
and strong
institutions
-None
207 TAX
207-1 Approach to tax
10
Reduced
inequalities
-There is no formal tax strategy currently in place. EROAD takes a
conservative position in regards to tax to ensure we meet all our
obligations in each of the jurisdictions we operate in.
207-2Tax governance,
control, and risk
management
10
Reduced
inequalities
-EROAD has external advisors to support us with our tax governance and
risk management. EROAD takes a conservative position in regard to tax to
ensure we meet all our obligations in each of the jurisdictions we operate
in. Any changes in our approach to tax would require sign off by the Board
of Directors. The taxation calculations included in the annual financial
statements are subject to audit review.
207-3Stakeholder
engagement and
management of
concerns related to
tax
10
Reduced
inequalities
-As noted above, EROAD has external advisors globally who prepare our tax
returns and transfer pricing documentation, they act as our agent with Tax
Authorities in each jurisdiction and would manage any concerns arising.

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207-4Country-by-country
reporting
10
Reduced
inequalities
-Tax is reported at a group level in the audited annual financial statements.
Individual tax returns are prepared for each tax jurisdiction within which
we operate.
The tax jurisdictions for each of the trading entities in the EROAD Group
are as follows:
Tax jurisdictionNZNAAU
Entities and their
primary activities
EROAD Limited:
Transport technology &
SAAS. Parent entity of
the Group.
EROAD Financial
Services Limited:
financing activities
within the Group
EROAD LTI Trustee
Limited: LTI scheme
trustee
Coretex NZ Limited
(from 1 December
2021): Transport
technology & SAAS
Coretex Limited (from
1 December 2021):
Transport technology
& SAAS
EROAD Incorporated:
Transport technology
& SAAS
Coretex USA
Incorporated (from
1 December 2021):
Transport technology
& SAAS
Coretex Telematics
Limited (from 1
December 2021):
Transport technology
& SAAS
EROAD (Australia)
Pty Limited: Transport
technology & SAAS
Coretex Australia
Pty Limited (from
1 December 2021):
Transport technology
& SAAS
No. of employees
(permanent
employees as at
31 March 2022)
42310117
Revenues from
third-party sales
$72.1m$39.0m$3.8m
Intra-group sales
transactions
with other tax
jurisdictions
$20.0m$1.3m$0.0m
Profit/(loss)
before tax
($10.6m)$0.2m($0.0m)
Tangible assets
other than
cash and cash
equivalents
$80.1m$25.4m$4.6m
Corporate income
tax paid on a cash
basis
Nil$0.1mNil
Corporate income
tax accrued
on profit/loss
(Amounts in
brackets represent
tax benefit to the
Group)
($0.3m)($1.0m)$0.6m
Reasons for
the difference
between
corporate income
tax accrued on
profit/loss and
the tax due if
the statutory tax
rate is applied to
profit/loss before
tax
($3.0m)
Differences relate to
non-deductibles and
utilisation of tax losses
$0.0m
Differences relate to
non-deductibles and
utilisation of tax losses
$0.0m
Differences relate to
non-deductibles and
utilisation of tax losses
The information reported above is for the period 1 April 2021 to 31 March
2022, except for the Coretex subsidiaries which were acquired on 1
December 2021. The information reported above for each of the Coretex
subsidiaries is from 1 December 2021 to 31 March 2022.
301 MATERIALS
301-1Materials used by
weight or volume
301-1-a
--
301-2Recycled input
materials used
11
Sustainable
cities and
communities
12
Responsible
consumption
and production
-We do not use recycled electronic components in our products due to the
potential for early life failure.
We do refurbish product - see 301-3.
301-3Reclaimed products
and their packaging
materials
11
Sustainable
cities and
communities
301-3-a
12
Responsible
consumption
and production
-When EROAD refurbishes its main product, approximately 70% of the
product by value is reused, with the remaining 30% replaced with new
components.

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302 ENERGY
302-1Energy consumption
within the
organization
12
Responsible
consumption
and production
13
Climate
action
-
Energy typeNZNAAU
Fuel consumption
(non-renewable sources)
Unleaded Petrol (litres)13,3711513,785
Diesel (litres)32,735--
Fuel consumption
(renewable sources)
---
Electricity consumption (kWh)252,84449,3706,072
Total energy consumption (tCO2e)147514
Figures above exclude the Coretex entities acquired on 1 December 2021.
Energy consumption within the organisation has been converted to
tonnes of CO2e using the Toitu Envirocare eManage tool as part of the
organisations Toitu carbonreduce certification of FY22.
302-2Energy consumption
outside of the
organization
302-2-a
12
Responsible
consumption
and production
13
Climate
action
-
The following categories and activities from the GHG Protocol Corporate
Value Chain (Scope 3) Accounting and Reporting Standard have been
identified as relevant energy consumption outside of the organisation
sources:
Upstream categories
• Purchased goods and services
• Upstream transportation and distribution
4
• Business travel
• Employee commuting
• Other: employee working from home
Downstream categories
• Downstream transportation and distribution
• Use of sold products
5
• End-of-life treatment of sold products
5
Energy typeNZNAAU
Upstream
1
Purchased goods and services (tCO2e)
2
13,3652,052563
Business travel (tCO2e)65716
Employee commuting (tCO2e)
3
4535511
Employee working from home (tCO2e)
3
5498
Total upstream energy consumption
(tCO2e)
13,9372,187588
Downstream
1
Downstream transportation and
distribution (tCO2e)
4
888--
Total downstream energy consumption
(tCO2e)
888--
Total energy consumption outside of
the organisation
14,8252,187588
Figures above exclude the Coretex entities acquired on 1 December 2021.
1
Upstream and downstream categories emissions data in tCO2e has been extracted from the
Toitu carbonreduce eManage tool and the audited results for FY22. Reasonable assurance
was obtained for FY22, except for category 4 purchased goods and services which limited
assurance was obtained due to the level of estimation required for that category.
2
Emissions from purchased goods and services (except for waste, electricity distributed losses
and paper use) have been estimated based on $ spend in FY22. We will continue to work with
our suppliers in the quest for better quality data in future periods.
3
Emissions from employee commuting and working from home were estimated based on
employee surveys conducted as part of the data gathering for the Toitu carbonreduce
certification.
4
For FY22 downstream transportation and distribution emissions have all been calculated
at the Group level and therefore allocated to New Zealand. In future periods we hope to be
able to disaggregate this data into the region to which it relates. These emissions also include
upstream transportation and distribution where EROAD were responsible for the organisation
of the freight cartage.
5
The energy consumption of our downstream categories use of sold products and end-of-life
treatment of sold products was not calculated for our FY22 Toitu carbonreduce certification
due to the difficulty in obtaining this information and forming appropriate estimates for. This
is an area that we would like to work on and consider including in future periods as they are
areas expected to contribute significantly to the organisations total energy consumption
outside of the organisation and through the development of our products we can somewhat
influence potential reductions in these emissions. These are also areas that our customers
would value having emissions data available for.

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302-3Energy intensity
302-3-a
12
Responsible
consumption
and production
13
Climate
action
-
EROAD became a Toitu carbonreduce certified organisation with FY22
forming our base year. Under the Toitu carbonreduce programme total
revenues is a mandatory intensity measure. EROAD have also specifically
chosen total contracted units at the end of the period as a second intensity
measure due to the units influence on the revenues of the business as well
as the catalyst for the majority of our emissions.
The following inventory summary has been taken from the Toitu
carbonreduce certification:
Category ScopetCO2e
Category 1: Direct emissionsScope 1131
Category 2: Indirect emissions from imported energyScope 235
Category 3: Indirect emissions from transportationScope 31,620
Category 4: Indirect emissions from products
used by organisation
Scope 315,980
Total direct emissions131
Total indirect emissions1 7, 6 3 5
Total emissions17,766
Figures above exclude the Coretex entities acquired on 1 December 2021.
Energy included in the reported emissions figures are: fuel and electricity.
All energy consumption within the organisation is included and a subset of
energy consumption outside of the organisation as identified in 302-2.
Emissions intensityTotal emissions
Total revenues (total emissions tCO2e/$ million of revenue)176.94
Per unit (total emissions tCO2e/number of contracted units)0.13
Figures above exclude the Coretex entities acquired on 1 December 2021.
302-4Reduction of energy
consumption
302-4-a
12
Responsible
consumption
and production
-EROAD became a Toitu carbonreduce certified organisation with FY22
forming our base year. As this was our first year of reporting no reduction
in energy consumption to report.
302-5Reductions in
energy requirements
of products and
services
302-5-a
12
Responsible
consumption
and production
13
Climate
action
-EROAD became a Toitu carbon reduce certified organisation with FY22
forming our base year. As this was our first year of reporting no reduction
in energy consumption to report.
303 WATER
303-1Water withdrawal by
source
303-1-a
12
Responsible
consumption
and production
-Information not available and not considered material to EROAD.
303-2Water sources
significantly affected
by withdrawal of
water
-Information not available and not considered material to EROAD.
303-3Water recycled and
reused
-Information not available and not considered material to EROAD.
303 WATER AND EFFLUENTS
303-1Interactions with
water as a shared
resource
303-1-a 303-1-c
11
Sustainable
cities and
communities
-Information not available and not considered material to EROAD.
303-2Management of
water discharge-
related impacts
-Information not available and not considered material to EROAD.
303-3Water withdrawal-Information not available and not considered material to EROAD.
303-4Water discharge-Information not available and not considered material to EROAD.
303-5Water consumption-Information not available and not considered material to EROAD.
304 BIODIVERSITY
304-1Occupational
health and safety
management system
-No organisational cites managed in or adjacent to protected areas and/or
areas of high biodiversity value.
304-2Significant impacts
of activities,
products, and
services on
biodiversity
-No significant direct and/or indirect impacts on diversity identified.
304-3Habitats protected
or restored
-No habitat areas have been identified.
304-4IUCN Red List
species and national
conservation list
species with habitats
in areas affected by
operations
-No activities identified that would post a threat to engendered plant and/
or animal species.

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305 EMISSIONS
305-1Direct (Scope 1) GHG
emissions
11
Sustainable
cities and
communities
13
Climate
action
-
a. Gross direct (Scope 1) GHG emissions was 130.5 tCO2e for the year to 31
March 2022.
b . The gross direct (Scope 1) GHG emissions are made up of CO2 (127.2
tCO2e), CH4 (0.6 tCO2e) and N2O (2.7 tCO2e) gases.
c. There were no CO2 biogenic emissions reported for 31 March 2022 in
EROAD's gross direct (Scope 1) GHG emissions.
d. i. Base year for the calculation is 1 April 2021 to 31 March 2022. This is the
first year EROAD has calculated it's emissions and the year that EROAD
joined the Toitu carbonreduce programme.
ii. Gross direct (Scope 1) GHG emissions for the base year was 130.5
tCO2e. Total emissions were calculated for category 1 with reasonable
assurance obtained for the Toitu carbonreduce certification.
e. All emissions were calculated using Toitū emanage with emissions
factors and Global Warming Potentials provided by the Programme.
f. Operational control consolidation approach was used to account
for emissions. EROAD acquired control over Coretex Limited and its
subsidiaries on 1 December 2021. Due to the timing of the control (8
months into our period) and our ability to influence changes and obtain
information during this critical integration time Coretex operations have
been excluded for FY22. Coretex will be included for FY23 onwards as
they will form part of our integrated business going forward.
g. All emissions were calculated using Toitū emanage with emissions
factors and Global Warming Potentials provided by the Programme.
305-2Energy indirect
(Scope 2) GHG
emissions
3
Good health
and well being
11
Sustainable
cities and
communities
13
Climate
action
-
a. and b. Gross indirect emissions from imported energy (Scope 2) GHG
emissions was 35.3 tCO2e for the year to 31 March 2022. Split between
gross location-based energy and gross market-based energy was
unavailable.
c. The gases included in the calculation were unavailable.
d. i. Base year for the calculation is 1 April 2021 to 31 March 2022. This is the
first year EROAD has calculated it's emissions and the year that EROAD
joined the Toitu carbonreduce programme.
ii. Gross indirect emissions from imported energy (Scope 2) GHG
emissions for the base year were 35.3 tCO2e. Total emissions were
calculated for category 2 with reasonable assurance obtained for the
Toitu carbonreduce certification.
e. All emissions were calculated using Toitū emanage with emissions
factors and Global Warming Potentials provided by the Programme.
f. Operational control consolidation approach was used to account
for emissions. EROAD acquired control over Coretex Limited and its
subsidiaries on 1 December 2021. Due to the timing of the control (8
months into our period) and our ability to influence changes and obtain
information during this critical integration time Coretex operations have
been excluded for FY22. Coretex will be included for FY23 onwards as
they will form part of our integrated business going forward.
g. All emissions were calculated using Toitū emanage with emissions
factors and Global Warming Potentials provided by the Programme.
305-3Other indirect
(Scope 3) GHG
emissions
3
Good health
and well being
11
Sustainable
cities and
communities
13
Climate
action
-
a. Gross indirect (Scope 3) GHG emissions was 17,599.9 tCO2e for the year
to 31 March 2022.
b. The gases included in the calculation were unavailable.
c. There were no CO2 biogenic emissions reported for 31 March 2022 in
EROAD's gross indirect (Scope 3) GHG emissions.
d. Other indirect (Scope 3) GHG emissions categories and activities
included in the calculation were:
• Category 3: Indirect emissions from transportation - business travel
(air travel, taxis, employee mileage claims), downstream distribution
for goods paid by the organisation (freight by air, rail, road and sea),
emissions from employee commuting and emissions from working from
home.
• Category 4: Indirect emissions from products used by the organisation -
emissions from purchased fuel and energy related activities (electricity
distributed T&D losses), emissions from purchased goods and services,
disposal of solid waste landfilled.
e. i. Base year for the calculation is 1 April 2021 to 31 March 2022. This is
the first year EROAD has calculated it's emissions and the year that
EROAD joined the Toitu carbonreduce programme.
ii. Gross indirect (Scope 3) GHG emissions for the base year was 17,599.9
tCO2e. Total emissions were calculated for categories 3 and 4 with
reasonable assurance obtained for category 3 and limited assurance
obtained for category 4 emissions due to the level of estimation
required in the calculation for the Toitu carbonreduce certification.
f. All emissions were calculated using Toitū emanage with emissions
factors and Global Warming Potentials provided by the Programme.
g. All emissions were calculated using Toitū emanage with emissions
factors and Global Warming Potentials provided by the Programme.
Operational control consolidation approach was used to account
for emissions. EROAD acquired control over Coretex Limited and its
subsidiaries on 1 December 2021. Due to the timing of the control (8
months into our period) and our ability to influence changes and obtain
information during this critical integration time Coretex operations have
been excluded for FY22. Coretex will be included for FY23 onwards as they
will form part of our integrated business going forward.
305-4GHG emissions
intensity
13
Climate
action
-
a,b and c.
EROAD became a Toitu carbonreduce certified organisation with FY22
forming our base year. Under the Toitu carbonreduce programme total
revenues is a mandatory intensity measure. EROAD have also specifically
chosen total contracted units at the end of the period as a second intensity
measure due to the units influence on the revenues of the business as well
as the catalyst for the majority of our emissions.
The following inventory summary has been taken from the Toitu
carbonreduce certification:
CategoryScopetCO2e
Category 1: Direct emissionsScope 1131
Category 2: Indirect emissions from imported energyScope 235
Category 3: Indirect emissions from transportationScope 31,620
Category 4: Indirect emissions from products used
by the organisation
Scope 315,980
Total direct emissions131
Total indirect emissions1 7, 6 3 5
Total emissions17,766
Figures above exclude the Coretex entities acquired on 1 December 2021.
Emissions intensityTotal emissions
Total revenues
(total emissions tCO2e/$ million of revenue)
176.94
Per unit
(total emissions tCO2e/number of contracted units)
0.13
Figures above exclude the Coretex entities acquired on 1 December 2021.
d. The gross direct (Scope 1) GHG emissions are made up of CO2 (127.2
tCO2e), CH4 (0.6 tCO2e) and N2O (2.7 tCO2e) gases.

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305-5Reduction of GHG
emissions
13
Climate
action
-EROAD became a Toitu carbonreduce certified organisation with FY22
forming our base year. As this was our first year of reporting no reduction
in GHG emissions to report.
305-6Emissions of
ozone-depleting
substances (ODS)
305-6-a
3
Good health
and well being
-Information on emissions of ozone-depleting substances is not
currently available.
305-7Nitrogen oxides
(NOX), sulfur
oxides (SOX), and
other significant air
emissions
-Information on nitrogen oxides (NOX), sulfur oxides (SOX), and other
significant air emissions is not currently available.
306 WASTE
306-1Waste generation
and significant
waste-related
impacts
3
Good health
and well being
11
Sustainable
cities and
communities
-EROAD current collects and discloses data for waste generated for
operations in New Zealand, North America and Australia. The waste data
collected is for landfilled waste from each of the EROAD offices as well
as the warehouse premises in New Zealand for the distribution of EROAD
products to customers and product refurbishment activities. EROAD's
reporting of waste is currently on that generated by our own activities
and none that are generated upstream or downstream in our value chain.
Reported waste data is based on information provided by our waste
disposal vendors where available.
The following areas have been identified as significant actual and potential
waste impacts in the EROAD value chain:
Inputs, activities and
outputs
Waste
generationActual and potential waste impacts
Materials and
production
Upstream in
value chain
Solid waste disposal and recycling from EROAD
packaging, consumables associated with
installation of the products and retirement of the
product at end of life.
Product components
Upstream in
value chain
Solid waste disposal and recycling produced from
the sourcing of raw materials and component
products to manufacture EROAD products
including the packaging to transport the materials
to be manufactured.
Products and packagingOwn activities
Solid waste disposal and recycling produced from
the sourcing of raw materials and component
products to manufacture EROAD products
including the packaging to transport the materials
to be manufactured.
Consumption
Downstream
in value chain
Solid waste disposal and recycling from the
refurbishment and repair of EROAD products
including that generated from spare parts and
componentry and the packaging of those. Solid
waste disposal and recycling of returned products
at end of life.
Product refurbishmentOwn activities
Solid waste disposal and recycling from supplier
packaging, pallets, scrap metal, office paper,
plastics and mixed recycling, as well as generated
waste from own warehouse operations to
distribute products to our customers.
306-2Management of
significant wast
related impacts
3
Good health
and well being
306-2-(a-c)
11
Sustainable
cities and
communities
-a. To prevent waste generation and to manage significant impacts from
waste generated in EROAD's own activities, upstream and downstream
in our value chain the three R's from the waste hierarchy: Reduce, Reuse,
Recycle are considered.
To strengthen EROAD's focus on generating less waste, EROAD is
continuing to focus on a more circular economy. This includes designing
out waste from our products and packaging, extending the life of products
and materials and reducing consumption across the value chain. Working
with our suppliers to share this same goal of waste minimisation is an
important step in this process.
b. Waste generated by the organisation is managed by third-parties at
each of our sites. As far as we are aware the waste is managed in line
with legislative obligations as no breaches have been bought to our
attention.
c. Our largest two waste generating sites, being our head office in Albany
and our warehouse in Penrose the waste taken away is measured by
general waste and cardboard using weight scales on their trucks. The
third-party supplier then undertakes further separation of the general
waste at their own facilities to identify and remove any other recyclable
materials to divert these from landfill. For our smaller office sites being
Christchurch, Oregon and Melbourne the waste removal is managed by
the landlord of the leased offices. Limited data is available on the waste
removed at these office sites but we will work with our landlords to
improve the data and to better understand the processes undertaken.
306-3Waste generated
3
Good health
and well being
306-3-(a-b)
11
Sustainable
cities and
communities
-
2022 (metric tonnes)
Solid waste disposal total28.7
Solid waste recycling total
1
7. 9
Total waste36.6
Figures above exclude the Coretex entities acquired on 1 December 2021.
1
Current available data relates to recycled cardboard only.

EROAD Sustainability Report 2022 | GRI INDEXGRI INDEX | EROAD Sustainability Report 20228687
306-4Waste diverted from
disposal
3
Good health
and well being
306-4-(a-d)
11
Sustainable
cities and
communities
-Further breakdowns of our waste are not currently available. We will work
with our third-party providers to improve our data quality as well as look
at ways to reduce our waste and for what we cannot reduce, improve the
amount that can be recycled.
306-5Waste directed to
disposal
306-5-(a-d)
3
Good health
and well being
306-5-(a-d)
11
Sustainable
cities and
communities
-Further breakdowns of our waste are not currently available. We will work
with our third-party providers to improve our data quality as well as look
at ways to reduce our waste and for what we cannot reduce, improve the
amount that can be recycled.
307 ENVIRONMENTAL COMPLIANCE
307-1Non-compliance
with environmental
laws and regulations
307-1-a
16
Peace, justice
and strong
institutions
GRI IndexNone
308 SUPPLIER ENVIRONMENT ASSESSMENT
308-1New suppliers that
were screened
using environmental
criteria
-Any significant new suppliers we audit and this includes their
environmental practices.
Due to Covid there have been very few new suppliers this year as the
electronics industry is mostly based in Asia and we have been unable to visit.
308-2Negative
environmental
impacts in the
supply chain and
actions taken
-No negative impacts identified. If major breach to EROAD policies, we would
cease the arrangement. Our policy is to work with suppliers where possible
to remedy any negative environmental impacts.
Due to Covid there have been very few new suppliers this year as the
electronics industry is mostly based in Asia and we have been unable to visit.
401 EMPLOYMENT
401-1New employee
hires and employee
turnover
10
Reduced
inequalities
-Total permanent employees hired was 218, which is a hiring rate of 49%.
Turnover was 126 people which was 28.4% of the average employee
headcount.
401-2Benefits provided
to full-time
employees that are
not provided to
temporary or part-
time employees
401-2-a
3
Good health
and well being
-Benefit / Eligibility
US Employees
Australia Employees
New Zealand Employees
Health insurance Yes N/A N/A
Health insurance discount N/A N/A Yes
Life insurance Yes N/A N/A
Dental insurance Yes N/A N/A
Parental leave Yes Yes Yes (except FixedTerm)
Employee Assistance Program Yes Yes Yes
Bonusly reward & recognition Yes Yes Yes
EROAD Awards Yes Yes Yes
Gym membership Yes Yes Yes
Volunteer Day Yes Yes Yes
Flexible Working Yes Yes Yes
Annual Leave/ PTO Yes Yes Yes
Retailer discounts N/A N/A Yes
401-3Parental leave-a. Permanent employees that have completed 6 months of service are
eligible for parental leave.
158 female and 294 male were entitled to parental leave as at 31
st

Mar 2022
b. 5 female and 14 male employees began parental leave during FY22
c. 3 female and 11 male employees returned from parental leave during
FY22
d. Of 19 employees those that returned from parental leave during FY21, 9
male and 1 female are still employed by EROAD as at 31
st
March 2022
402 LABOR MANAGEMENT RELATIONS
402-1Minimum notice
periods regarding
operational changes
-a. 4 weeks notice
b. no collective agreements

EROAD Sustainability Report 2022 | GRI INDEXGRI INDEX | EROAD Sustainability Report 20228889
403 OCCUPATIONAL HEALTH AND SAFETY (2018)
403-1Occupational
health and safety
management system
-EROAD maintains and implements a corporate Health, Safety and Wellness
(HSW) Management System which fulfils the key requirements of the
current ISO 45001 standard. We have a common HSW.
Policy for the company and corporate standards and procedures in areas
where EROAD wants to set standards. Local EROAD offices implement
supplementary HSW system requirements as determined by local
regulatory and legal requirements.
EROAD regularly assesses hazards and analyses risks across its operations,
and implements and maintains the controls necessary to prevent, monitor
and mitigate the risk to be within the organisation’s risk appetite. Risk
management practices are reviewed when new information becomes
available; e.g., new legal requirements, changes to processes, and incident
investigations.
It is the responsibility of all employees to ensure that all incidents are
reported in order to ensure timely investigation and corrective action.
Incidents are investigated using root cause analysis, and lessons learned
communicated as required.
403-2Hazard
identification,
risk assessment,
and incident
investigation
-Addressed above under 403-1.
403-3Occupational health
services
-EROADers are encouraged to take reasonable care of their wellbeing.
Accordingly, as deemed appropriate they can engage their manager,
a People & Capability team member and/or the Employee Assistance
Programme (EAP) for assistance with work-related ill health.
403-4Worker participation,
consultation, and
communication on
occupational health
and safety
403-4-(a-b)
16
Peace, justice
and strong
institutions
-In accordance with regulatory requirements, EROAD encourages worker
engagement, participation and representation in occupational health and
safety management. Managers across the organisation address health,
safety and wellness matters specific to their respective areas as well as pan-
organisational issues (such as risks associated with working from home).
403-5Worker training on
occupational health
and safety
-All employees are required to complete Health and Safety online training
as part of the induction.
403-6Promotion of worker
health
403-6-(a-b)
3
Good health
and well being
-Employee wellness is promoted and overseen by EROAD’s Wellness,
Inclusion, Social and Health & Safety (WISH) Committee. WISH caters for
global and local needs, addressing a wide range of issues such as fitness,
nutrition, and mental health. EROAD has processes in place to record
and investigate occupational illnesses to determine the root causes and
develop prevention strategies.
403-7Prevention and
mitigation of
occupational
health and safety
impacts directly
linked by business
relationships
-The scope of the HSW Management systems includes situations where
EROAD is in control of product installation. This includes working with risk
identification and mitigation in order to prevent any incidents of work-
related injuries or occupational illnesses.
Accordingly, EROAD’s installer network receive comprehensive instruction
on HSW requirements relating to the work they perform. All incidents that
arise are investigated to determine how work practices can be improved to
remove/reduce HSW risks.
403-8Workers covered
by an occupational
health and safety
management system
-Addressed under 403-1.
403-9Work-related injuries
403-9-(a-c)
3
Good health
and well being
304-9-(a-c)
6
Peace, justice
and strong
institutions
-Work-related injuries and illness data is regularly reported to the EROAD
Board. There have been no high severity incidents and illnesses over the
past year.
We are working with our employees to encourage reporting of low
severity incidents.
403-10Work-related ill
health
3
Good health
and well being
6
Peace, justice
and strong
institutions
-None

EROAD Sustainability Report 2022 | GRI INDEXGRI INDEX | EROAD Sustainability Report 20229091
404 TRAINING AND EDUCATION
404-1Average hours of
training per year per
employee
404-1-a
4
Quality
education
401-1-a
10
Reduced
inequalities
-Due to the recent Integration with Coretex we are unable to provide
average hours of training for the EROAD GROUP.
We are also in the middle of moving from Absorb/Propel LMS to an
integrated HRMS system called Workday which will allow us to design
reports to match these requests once the rollout is complete.
404-2Programs for
upgrading employee
skills and transition
assistance programs
-Support provided as needed.
(a) The following training sessions took place in Feb 2022.
• Dale Carnegie Customer Service Training took place for 23 staff in Feb 2022
in person at EROAD Albany
(404-2 DC) For attendance list. This training program continues into 2022
from May
• Lean 6 Sigma Training by Lean 6 Sigma took place in Feb for 25 Staff 2022
in person at EROAD Albany
(404-2 L6) For attendance list. This training program continues into 2022
from May
• Business Intelligence by Enlighten Designs 16 staff online
(404-2 L6) For attendance list. This training program continues into 2022
from May
(b) Post Workday implementation the Learning Partner will perform a
Training Needs Analysis to capture training hours and budget by team
to meet these requirements more accurately. This is a significant piece
of work which will ideally allow the automation of reports via our new
HRMS.
In this current period, we do not have the ability to provide this data for
EROAD GROUP.
404-3Percentage
of employees
receiving regular
performance and
career development
reviews
404-3-a
-
405 DIVERSITY AND EQUAL OPPORTUNITY
405-1Diversity of
governance bodies
and employees
Annual Report:
Corporate
Governance
Report
i. 30% Female, 70% Male
ii. 63.6% 30 - 50 years, 36.4% over 50
Data above includes executive team only.
b.
i. 30.4% Female, 57.4% Male, 12.2% Not disclosed
ii. 17% under 30, 49% 30 > 50, 19% Over 50, 15% Not disclosed
405-2Ratio of basic salary
and remuneration of
women to men
405-2-a
--
406 NON-DISCRIMINATION
406-1Incidents of
discrimination and
corrective actions
taken
-None
407 FREEDOM OF ASSOCIATION AND COLLECTIVE BARGAINING
407-1Operations and
suppliers in which
the right to freedom
of association and
collective bargaining
may be at risk
-
EROAD audits suppliers and ensures that operations and suppliers operate
under fair wage and working conditions.
This information is requested as part of the audit process.
408 CHILD LABOUR
408-1Operations and
suppliers at
significant risk for
incidents of child
labor
16
Peace, justice
and strong
institutions
-
We do not work with organisations where child labour is employed. Zero
tolerance policy.
We ask for this information up front and visit suppliers before engaging
them. It should be noted that visits have been restricted during Covid.
409 FORCED OR COMPULSORY LABOUR
409-1Operations and
suppliers at
significant risk for
incidents of forced
or compulsory labor
-
We do not work with organisations where forced labour is employed. Zero
tolerance policy.
We ask for this information up front and visit suppliers before engaging
them. It should be noted that visits have been restricted during Covid
410 SECURITY PRACTICES
410-1Security personnel
trained in human
rights policies or
procedures
-
N /A
411 RIGHTS OF INDIGENOUS PEOPLES
411-1Incidents of
violations involving
rights of indigenous
peoples
-
None

EROAD Sustainability Report 2022 | GRI INDEXGRI INDEX | EROAD Sustainability Report 20229293
412 HUMAN RIGHTS ASSESSMENT
412-1Operations that
have been subject
to human rights
reviews or impact
assessments
None
412-2Employee training
on human rights
policies or
procedures
-
EROAD’s employment contract stipulates adherence to EROAD’s Code of
Conduct. The Code makes employees aware that EROAD will not tolerate
any form of discrimination, harassment or bullying in the workplace.
This includes direct and indirect discrimination in relation to sex, marital
status, religious belief, ethical belief, colour, race, ethnic or national origins,
disability, age, political opinion, employment status, family status and/or
sexual orientation.
412-3Significant
investment
agreements and
contracts that
include human
rights clauses or that
underwent human
rights screening
-
None
413 LOCAL COMMUNITIES
413-1Operations with
local community
engagement,
impact assessments,
and development
programs
-
COVID: EROAD conducted a COVID risk assessment and amended processes
to minimize COVID risk with 3rd parties - e.g. as required, notify landlords of
shared office facilities and customers of known or potential cases.
Support for local business via 'in kind' vouchers.
413-2Operations with
significant actual
and potential
negative impacts on
local communities
-
No negative impacts identified on local communities.
414 SUPPLIER SOCIAL ASSESSMENT
414-1New suppliers that
were screened using
social criteria
16
Peace, justice
and strong
institutions
-
Any significant new suppliers we audit and this includes their social practices.
414-2Negative social
impacts in the
supply chain and
actions taken
16
Peace, justice
and strong
institutions
-
No negative impacts identified. If major breach to EROAD policies, we
would cease the arrangement. Our policy is to work with suppliers where
possible to remedy any negative social impacts.
415 PUBLIC POLICY
415-1Political
contributions
-
No political contributions were made in FY22.
416 CUSTOMER HEALTH AND SAFETY
416-1Assessment of the
health and safety
impacts of product
and service
categories
-
All EROAD products are risk assessed for potential health and safety
impacts to customers; spanning distribution, installation, use, maintenance
and removal. This risk assessment process begins at concept stage and is
reassessed through subsequent product development phases up to a post
launch retrospective.
Where relevant our product guides highlight HSW requirements our
customers should be aware of.
416-2Incidents of
non-compliance
concerning the
health and safety
impacts of products
and services
16
Peace, justice
and strong
institutions
-
None

EROAD Sustainability Report 2022 | GRI INDEXGRI INDEX | EROAD Sustainability Report 20229495
417 MARKETING AND LABELING
417-1Requirements for
product and service
information and
labeling
11
Sustainable
cities and
communities
-
We do not ask our customers to dispose of our products themselves. Any
equipment deemed old or ill-functioning is returned to EROAD so that we
can ensure it is suitably disposed of, recycled or refurbished.
Our equipment is not dangerous to use. Any use of dangerous
chemicals or electrical anomalies are generally "certified out": we do
not generally release products (or documentation for products) without
CE, FCC or RCM certification, along with an RoHS mark (restriction of
hazardous substances).
EROAD does not yet cover the safe disposal of batteries in our installation
documents. This is largely because our equipment is either low-drain or
semi supported by engine power. This means that our customers will
upgrade our equipment before the battery loses power.
417-2Incidents of
non-compliance
concerning product
and service
information and
labeling
11
Sustainable
cities and
communities
-
See 417-1
417-3Incidents of
non-compliance
concerning
marketing
communications
-
None
418 CUSTOMER PRIVACY
418-1Substantiated
complaints
concerning breaches
of customer privacy
and losses of
customer data
16
Peace, justice
and strong
institutions
-
In FY22, EROAD did not have any substantiated complaints (whether from
customers or regulatory bodies) concerning breaches of customer privacy.
419 SOCIOECONOMIC COMPLIANCE
419-1Non-compliance
with laws and
regulations in the
social and
economic area
419-1-a
-
EROAD has zero risk policy for non-compliance with laws and regulations.
We are not aware of any such non-compliance incidents.

EROAD Sustainability Report 2022 | GRI INDEX96

---

EROAD Annual Report 20221
Annual Report
20
22
Safer and more sustainable roads
We are
EROAD

EROAD Annual Report 2022 | WE ARE EROADWE ARE EROAD | EROAD Annual Report 202223
OUR PURPOSE IS
SAFER AND MORE
SUSTAINABLE ROADS
WE PROVIDE
REGULATORY
AND SPECIALIZED
TELEMATICS
SOLUTIONS
OVER 200,000
CONNECTED
VEHICLES
across professional transport, refrigeration,
construction and waste & recycling
and over 8,000 customers in New Zealand,
North America and Australia
STABLE ASSET
RETENTION RATE OF
OVER 90%
GROWING
ANNUALISED
MONTHLY
RECURRING REVENUE
INCREASING
MOMENTUM
OF GROWTH,
TARGETING STRONG
GROWTH OF AT LEAST
$250M REVENUE
BY FY25
reflecting the quality of our service and
product offering
by winning new customers and growing
existing customers accounts increasing
their ARPU
A TALENTED AND
CAPABLE TEAM
INVESTED IN
CAPABILITY,
INVENTORY AND R&D
IN FY22 TO PREPARE
FOR GROWTH
WELL POSITIONED
TO EMERGE AS A
MAJOR PLAYER IN
INTERNATIONAL
TELEMATICS
driving the company forward
WE ARE
EROAD

EROAD Annual Report 2022 EROAD Annual Report 202245
CONTENTS
12Letters From Chair and CEO
18About EROAD
26Our Markets
34The Numbers
40Our Leadership Team
46Financial Statements
86Auditor’s Report
92Corporate Governance
114Renumeration Report
146Glossary

EROAD Annual Report 2022 EROAD Annual Report 202267
ABOUT THIS
REPORT
NON GAAP
MEASURES
EROAD has used non-GAAP measures when discussing financial
performance in this document. The directors and management
believe that these measures provide useful information as they
are used internally to evaluate performance of business units,
to establish operational goals and to allocate resources. Non-
GAAP measures are not prepared in accordance with NZ IFRS
(New Zealand International Financial Reporting Standards) and
are not uniformly defined, therefore the non-GAAP measures
reported in this document may not be comparable with those
that other companies report and should not be viewed in
isolation or considered as a substitute for measures reported by
EROAD in accordance with NZ IFRS. The non-GAAP measures
EROAD has used are Annualised Monthly Recurring Revenue
(AMRR), Costs to Acquire Customers (CAC), Costs to Service &
Support (CTS), EBITDA, Normalised EBITDA, EBITDA margin,
Normalised EBITDA margin, Free Cash Flow and Future
Contracted Income (FCI). The definitions of these can be found
on pages 146 of this report.
The 2022 Annual Report describes EROAD’s strategy, financial
performance and includes the Corporate Governance Statement
and the Remuneration Report. This report is published in
conjunction with EROAD’s FY22 Sustainability Report which
provides information on EROAD’s approach and performance in
relation to its most material social and environmental issues.
All numbers relate to the 12 months ended 31 March 2022
(FY22) and comparisons relate to the 12 months ended 31
March 2021 (FY21), unless stated otherwise. All dollar amounts
are in NZD, unless otherwise stated. This report covers the
twelve months ended 31 March 2022 and is dated 27 June
2022. GRI index references can be found throughout this
report. The index for these can be found on page 66 of the
FY22 Sustainability Report.
The Coretex merger completed on 30 November 2021. All
financials include four months of Coretex.
This report has been approved by the Board and is signed
on behalf of EROAD Limited by Graham Stuart, Chairman and
Susan Paterson, Chair of the Finance Risk and
Audit Committee.
Graham Stuart
Chairman
Susan Paterson
Chair of the Finance Risk and Audit Committee

EROAD Annual Report 2022 | FY22 HIGHLIGHTFY22 HIGHLIGHT | EROAD Annual Report 202289
FY22
HIGHLIGHTS
Financial result
reflects investment
in capabilites for
future growth
$114.9m$21.0m
REPORTED REVENUE
REPORTED EBITDA
FY21: $91.6m
reflecting the merger of Coretex and
organic growth across all markets
FY21: $30.4m
reflecting one-off transaction and
integration costs of $7.6m and increased
operating expenditure as EROAD invested
in capability to build momentum of growth
Significant period
of transition despite
challenging macro-
economic conditions
$134.6m
OVER
200,000
AMRR
CONTRACTED UNITS
FY21: $88.4m
reflecting growth in recurring revenues
from the Coretex acquistion, along with 
new units
FY22: 208,697 FY21: 126,203
reflecting both inorganic and
organic growth
Well positioned to
build greater growth
momentum over FY23
and beyond
$55.5793.4%
MONTHLY SAAS ARPU
EROAD STAND ALONE ASSET
RETENTION RATE
FY21: $58.30
reflecting improvement in selling additional
products, offset by a $1.64 negative FX
impact and Coretex’s historical revenue
model of selling hardware upfront 
FY21: 94.9%
Coretex 4 month asset retention rate
was 98.4%
$31.7m
CORETEX
MERGER
SPENT ON R&D
FY21: $21.3m
focused on improving product market
fit and increasing capabilities around
enterprise customers
improving product market fit, enterprise
capabilities and increased scale in
North America