ANNUAL RESULT FOR THE YEAR ENDED 30 JUNE 2022

Results for Announcement to the Market
Name of issuer SkyCity Entertainment Group Limited (SkyCity)
Reporting period 12 months to 30 June 2022
Previous reporting period 12 months to 30 June 2021
Currency New Zealand dollars
Reported Amount (million) Percentage change
Reported revenue from
continuing operations
1

$639.0 -32.9%
Total reported revenue
1
$639.0

-32.9%
Reported profit (loss)
from continuing
operations
-$33.6 -121.6%
Reported total net profit
(loss)
-$33.6 -121.6%
Normalised Amount (million) Percentage change
Normalised revenue
including gaming GST
$631.5 -23.2%
Normalised total net
profit (loss)
$9.7 -89.2%

Notes:
- ‘Reported’ information is per the financial statements;
- ‘Normalised’ results set International Business win to a theoretical win rate of 1.35%
and adjust for certain revenue and expense items. Reconciliation between reported
and normalised financial information is provided at the end of this announcement;
- ‘EBITDA’ means earnings before interest, tax, depreciation and amortisation;
- ‘EBIT’ means earnings before interest and tax;
- ‘NPAT’ means net profit after tax; and
- certain totals, subtotals and percentages may not agree due to rounding.



1
On the Income Statement, this is the total of revenue, other income and fire related
income.

Final Dividend
Amount per Quoted
Equity Security
-
Imputed amount per
Quoted Equity Security
-
Record Date -

Dividend Payment Date -

Current period Prior comparable period
Net tangible assets per
Quoted Equity Security
$1.2250 $1.2968
A brief explanation of any
of the figures above
necessary to enable the
figures to be understood
SkyCity’s FY22 performance is set out in the company’s
Investor Presentation attached to this announcement,
which provides detail and explanatory comment on:
operating and financial performance for each
business unit and the SkyCity Group as a whole; and
various other relevant aspects of the financial
performance,
for the year ended 30 June 2022.

The Investor Presentation will be available on the
company’s website from 25 August 2022.
Authority for this announcement
Name of person
authorised to make this
announcement
Jo Wong
Contact person for this
announcement
Jo Wong
Contact phone number 09 363 6143
Contact email address jo.wong@skycity.co.nz
Date of release through
MAP
25 August 2022

Audited financial statements accompany this announcement.

Reconciliation between Reported and Normalised Financial Information

•
•
•
•
•
•

---

▪
▪
▪
▪
▪
▪
2

3

4

5

7

8

9

10
▪
▪
▪
▪
▪
▪
•
•
•
•
▪
•
•
▪
•
•
▪

11
▪
▪
▪
▪
▪
▪
▪
▪
▪

13

14
▪
•
•
•
•
▪
•
•
•
▪
▪
14
▪
•
•
•

▪
•
▪
•
•
▪
▪
15

▪
▪
16
▪
▪

▪
•
•
•
▪
•
•
•
•
•
•
•
•
18

19
▪
▪
▪
▪
▪
▪
▪
▪
•

20
20
▪
•
▪
•
•
▪
•
•

▪
•
▪
•
•
•
▪
▪
•
•
•
•
•
•
•
▪
•
•
•
•
21

▪
▪
▪
▪
▪
▪
•
•
•
▪
•
•
▪
▪
▪
•
▪
•
▪
22

▪
▪
▪
▪
▪
▪
▪
▪
•
•
•
▪
▪
▪
▪
▪
▪
▪
23

▪
▪
▪
•
•
▪
▪
•
•
•
▪
▪
▪
24

26
▪
▪
▪
▪
▪
▪
▪
▪
▪
▪
▪
▪

27
27
▪
▪
•
•
•
•
•
•
▪

28
28
▪
•
•
▪
▪
▪
▪
▪

▪
•
•
•
▪
•
•
•
▪
▪
▪
▪
30

31
▪
▪
•
•
•
•
•
•
▪
•
•
•
•
•
•
•

32
----

▪
•
•
•
•
•
▪
•
•
•
33

34

35

▪
•
▪
•
•
▪
•
•
•
•
▪
36

▪
•
▪
•
•
▪
•
•
▪
▪
37

▪
•
▪
•
▪
•
▪
▪
38

▪
•
▪
•
•
▪
▪
▪
▪
▪
▪
39

▪
▪
▪
▪
•
•
▪
40

▪
▪
•
•
•
•
•
•
▪
▪
41

42

▪
•
•
▪
43

▪
▪
▪
44

---

Annual Report
Year Ended 30 June 2022

WELCOME
TO SKYCITY
THE HOME OF ENTERTAINMENT

ANNUAL MEETING
The 2022 SkyCity Annual Meeting will be held virtually via an online
platform on 28 October 2022 commencing at 1.00pm (New Zealand time).
Instructions and further details on how shareholders can participate in
the virtual Annual Meeting will be included in the Notice of Meeting to
security holders.
GENERAL
Report f rom the Chair and
Chief Executive Officer 4
About this Annual Report 8
Year in Review 10
Navigating the COVID-19 Pandemic 12
Creating Value 14
Performance 18
Supporting Our Communities 20
Group Strategy 22
Diversity Snapshot 26
About SkyCity 28
Auckland 30
Adelaide 32
Hamilton 33
Queenstown 34
Online 35
Risk Profile and Management 36
Our Board 44
Our Senior Leadership Team 47
SUSTAINABILITY
Sustainability 51
Our Customers 54
Our People 62
Our Communities 72
Our Suppliers 78
Our Environment 82
CORPORATE GOVERNANCE STATEMENT
AND OTHER DISCLOSURES
Corporate Governance Statement 89
Remuneration Report 97
Shareholder and Bondholder Information 107
Directors’ Disclosures 109
Company Disclosures 110
FINANCIAL STATEMENTS
Independent Auditor’s Report 115
Income Statement 124
Statement of Comprehensive Income 125
Balance Sheet 126
Statement of Changes in Equity 128
Statement of Cash Flows 129
Notes to the Financial Statements 130
RECONCILIATION OF NORMALISED
RESULTS TO REPORTED RESULTS 175
GRI CONTENT INDEX 178
GLOSSARY 182
DIRECTORY 183
CONTENTS

REPORT
from the Chair and
Chief Executive Officer
SkyCity Entertainment Group Annual Report Year Ended 30 June 2022
4

A Challenging Year
The 2022 financial year has been one of the most
challenging periods for the SkyCity Board and
management to date given the ongoing significant
impacts on SkyCity’s operations f rom the COVID-19
pandemic as well as ongoing regulatory and media focus
on the casino industry in Australasia.
Throughout the year, the COVID-19 pandemic materially
impacted SkyCity’s operations in New Zealand and
South Australia with Government mandated lockdowns
and restrictions in response to the ongoing COVID-19
pandemic and the emergence of the Omicron variant
– resulting in the closure of the SkyCity Auckland property
for an unprecedented 107 days over the period, the closure
of the SkyCity Hamilton property for 65 days, the closure
of the SkyCity Queenstown property for 22 days, and
the closure of the SkyCity Adelaide property for 8 days.
When permitted to reopen, our properties have initially
operated with significant operational constraints in place,
reduced staff and reduced operating hours.
Our key focuses throughout the year have been to keep
our people and guests safe, to preserve employment, to
meet the expectations of our regulators, and to enhance
our governance f ramework.
Despite the ongoing disruption and volatility, SkyCity
maintained a solid financial position over the period,
delivered credible operating performance when open,
and protected the health and wellbeing of our people.
Critically, the Board and management continued to
recognise the importance of protecting our casino
licences and enhancing our social licence to operate, with
a particular focus on uplifting our anti-money laundering
(AML) and host responsibility programmes.
Refreshed Board and Committee Structure
There has been significant renewal at Board level over
the past 14 months, with the appointment of three
new directors and the departure of two directors. In
June 2022, the SkyCity Board also announced its intention
to appoint to the Board two new Australian-based
directors, Kate Hughes and Glenn Davis. Kate and Glenn
are experienced professionals who bring considerable
expertise to the SkyCity Board across a diverse range
of sectors and industries. Their appointments remain
subject to obtaining the necessary regulatory approvals, a
process which normally takes some months to conclude
- however, pending those approvals, they have been
assisting the Board in an advisory capacity. We are
confident that collectively the ref reshed Board has the
requisite skills and experience to deal with the current and
emerging issues of the business but remain committed to
continuing Board renewal and anticipate appointing an
additional director(s) over the next 6–12 months to further
strengthen the Board’s diverse range of expertise.
In addition to this significant Board renewal, the SkyCity
Board also commenced a review of its Board committee
structure in late 2021. Following this review, in June
2022, the Board resolved in principle to separate the
Board’s Audit and Risk Committee into two separate
Board committees, an Audit Committee and a Risk and
Compliance Committee (recognising the importance
of the governance of the Group’s risk management
function), and to disestablish the Sustainability
Committee and reallocate its roles and responsibilities to
the other standing Board committees.
The primary objective of the new Risk and Compliance
Committee is to assist the SkyCity Board in fulfilling
its responsibilities relating to risk management and
compliance, including in respect of the company’s key
compliance obligations, host responsibility, AML, and
health and safety matters. The Board intends to appoint
Kate Hughes as the Chair of the new Risk and Compliance
Committee given her comprehensive experience in risk
management, health, safety and environment, business
resilience, crisis management, regulatory compliance,
privacy and f raud prevention.
Regulatory Focus
The SkyCity Board and management are committed
to ensuring that SkyCity provides safe and responsible
experiences and environments for its people and customers.
SkyCity continues to cooperate with the Australian
Transaction Reports and Analysis Centre (AUSTRAC) in
relation to its enforcement investigation (commenced
in June 2021) into potential serious non-compliance by
SkyCity Adelaide Pty Limited (SkyCity Adelaide) with the
Australian Anti-Money Laundering and Counter-Terrorism
Financing Act 2006 and Anti-Money Laundering and
Counter-Terrorism Financing Rules Instrument 2007
(No 1). That engagement has included the provision of
information and documents required by AUSTRAC.
At the date of this annual report, AUSTRAC has not
filed proceedings against SkyCity Adelaide or indicated
whether it intends to take any enforcement action
against SkyCity Adelaide. At this stage, the timetable for
completion of the AUSTRAC investigation into SkyCity
Adelaide remains unclear.
In the course of its reviews, SkyCity Adelaide has
identified certain areas where enhancements to the
Adelaide Anti-Money Laundering and Counter-Terrorism
Financing (AML/CTF) Programme are required or
appropriate. Consequently, in late 2021, we developed an
AML Enhancement Programme for SkyCity Adelaide in
response to the concerns raised by AUSTRAC and taking
into account the findings and recommendations f rom an
independent expert’s review, and our own internal review,
of SkyCity Adelaide’s AML/CTF Programme and wider AML
function. The AML Enhancement Programme is designed
to lift the maturity of the SkyCity Adelaide AML/CTF
GENERAL
The SkyCity Auckland
property was closed for an
unprecedented 107 days
over the period
5Report f rom the Chair and Chief Executive Officer

Programme and broader AML function across certain
key areas over a two-year period. SkyCity continues to
steadily progress the activities in the AML Enhancement
Programme, including the recruitment of additional
resourcing, the establishment of a dedicated Programme
Management Office to drive the implementation of
the AML Enhancement Programme and its initiatives,
ongoing improvements in oversight/controls and
significant investment in ICT systems and processes.
The resulting improvements to the SkyCity Adelaide
AML function are being applied across the New Zealand
properties where appropriate.
Given that AUSTRAC’s enforcement investigation remains
ongoing, and we have identified certain areas where
enhancements to the Adelaide AML/CTF Programme
are required or appropriate, there is a possibility that
AUSTRAC could bring an enforcement action against
SkyCity Adelaide. Any such action and any associated
penalties could have a significant financial and
reputational impact on SkyCity.
SkyCity has also made steady progress over the past
financial year on initiatives to enhance our host
responsibility f ramework with significant effort, resource
and capital allocated to support these initiatives,
such as increased resourcing and investment in ICT
systems (including facial recognition technology for
both carded and uncarded long stay and specialised
customer screening tools). These market leading
initiatives collectively improve our ability to prevent and
minimise harm f rom problem gambling. We continue
to explore available technology solutions, seek expert
advice, consult stakeholder groups and source a range of
research material to ensure that SkyCity provides safe and
responsible experiences and environments for its people
and customers.
On 1 July 2022, Consumer and Business Services (the
South Australian gaming regulator) advised that it
had appointed the Honourable Brian Martin AO QC to
undertake an independent review of SkyCity Adelaide
in accordance with Part 3 of the Casino Act 1997 (SA) in
light of interstate inquiries into various casino operations.
We are continuing to cooperate with the review and look
forward to the completion of the review and findings,
which are due to be reported back to the South Australian
Liquor and Gambling Commissioner by 1 February 2023.
Revised Remuneration Framework
Consistent with our ongoing focus on best practice
regulatory compliance, we have made changes to the
senior executive remuneration f ramework to introduce
specific requirements relating to compliance and
introduced “malus” and clawback provisions into incentive
plans. These changes ensure that executive remuneration
is aligned with SkyCity’s performance in relation to AML,
host responsibility, and health and safety targets, which
are critically important to SkyCity’s business. In addition
to specific targets set for senior executives, which make
up a balanced scorecard, a new compliance gateway has
also been introduced into SkyCity’s short term incentive
and deferred short term incentive plan f ramework
which will further embed alignment between executive
remuneration and SkyCity’s key compliance goals.
FY22 Performance
SkyCity achieved Group normalised EBITDA of
$137.9 million and Group normalised NPAT
1
of $9.7 million
for the 2022 financial year, which was at the top end of
the guidance provided to the market during June 2022,
but still well below the prior comparable period and pre
COVID-19 earnings – the financial result having been
materially impacted by property closures and other
restrictions in response to COVID-19 as noted above.
SkyCity’s local gaming businesses performed well when
open and operating without restrictions and SkyCity
Online Casino continued to perform consistently across
the period with strong revenue and EBIDTA growth
despite operational constraints and an increasingly
competitive landscape. SkyCity Online Casino has quickly
become a meaningful earnings contributor to the Group.
There has been positive momentum over the period
on the New Zealand International Convention Centre
project with reinstatement works progressing. The roof
construction is due to commence in October 2022 – a
significant milestone in the fire remediation works.
The latest programme f rom the contractor indicates
completion of the Horizon Hotel during 2024 and the
Convention Centre during 2025.
SkyCity secured debt covenant relief f rom its banking
syndicate and United States Private Placement holders
for the 31 December 2021 and 30 June 2022 testing
periods, reflecting material earnings disruption due
to COVID-19, and, in particular, the extended property
closures in New Zealand. SkyCity has also prospectively
secured an amendment to the debt covenants for the
31 December 2022 testing period (to be based on 2x 1H23
EBITDA) as a matter of prudence to provide the Group
with contingency in the event of a further material
disruption of the near term operating environment due
to COVID-19. Additionally, during August 2022, SkyCity
completed a refinancing of $160 million of bank debt due
to mature in May/June 2023 – consequently, SkyCity's next
debt maturity is now in mid 2024.
We are appreciative of the continued support f rom our
financiers as we continue to navigate the impacts of
COVID-19 disruptions. During the waiver relief period,
SkyCity is unable to make distributions to shareholders or
secure new debt facilities.
SkyCity’s BBB- credit rating f rom Standard & Poor’s was
reconfirmed as “Stable” Outlook during May 2022 and
SkyCity has around $300 million of available funding
liquidity as at the date of this annual report.
Outlook
Following the relaxation of operating restrictions during
the final quarter of the 2022 financial year, SkyCity has seen
1
Due to the impact of tax accounting following the year end, FY22 Group
normalised NPAT is slightly above the market guidance provided during
June 2022.
SkyCity Entertainment Group Annual Report Year Ended 30 June 2022
6

the strong performance f rom its local gaming businesses
in New Zealand continue into the 2023 financial year and
improved performance f rom SkyCity Adelaide. SkyCity’s
tourism-related businesses continue to recover and are
benefiting f rom positive domestic visitation, particularly
during weekend and holiday periods.
Provided there are no material changes to the current
operational environment/settings and trading conditions,
SkyCity sees a credible pathway for a return to pre
COVID-19 earnings during FY23, underpinned by the
ongoing recovery of local gaming, particularly in New
Zealand, optimising SkyCity Adelaide post expansion, the
reopening of international borders and robust cost control
to counteract inflationary pressure on costs. SkyCity expects
to largely offset cost pressures (including additional AML
and compliance costs) through operational efficiencies,
productivity gains and optimising its operating model.
SkyCity remains committed to its existing dividend policy
(paying out 60-90% of normalised NPAT per annum).
We wish to thank the SkyCity Board and management
team and, in particular, the broader SkyCity team for their
collective efforts in navigating the challenges over the
past financial year and for their continuing support of
the business. Thank you also to our external stakeholders
– f rom our shareholders, financiers, suppliers to our
customers - for your ongoing support of the SkyCity
business. We look forward to welcoming you all to our
vibrant places over the course of the year.
GENERAL
We look forward to welcoming
you all to our vibrant places
Julian Cook
Chair of the
SkyCity Board
Michael Ahearne
Chief Executive Officer
7Report f rom the Chair and Chief Executive Officer

ABOUT
this Annual Report
SkyCity Entertainment Group Annual Report Year Ended 30 June 2022
8

This annual report is a review of SkyCity Entertainment
Group Limited (SkyCity or the company and, together with
its subsidiaries, the Group) and its subsidiary companies’
performance for the financial year ended 30 June 2022.
Where appropriate, information is also provided in relation
to activities that have occurred after 30 June 2022, but prior
to publication of this annual report.
This annual report has been prepared in accordance with
the NZX Listing Rules and Corporate Governance Code, the
New Zealand Companies Act 1993 and the New Zealand
Financial Markets Conduct Act 2013 and, although SkyCity
is not required to comply with ASX Listing Rule 4.10 (which
requires entities to include certain prescribed information
in their annual reports) as it has a ‘Foreign Exempt Listing’
status on ASX Limited, substantially reflects the ASX
Listing Rules and the Corporate Governance Principles and
Recommendations (Fourth Edition) of the ASX Corporate
Governance Council.
This annual report has also been prepared with due
consideration of the International Integrated Reporting
Council’s International Integrated Reporting Framework.
Integrated reporting applies principles and concepts that
are focused on bringing greater cohesion and efficiency to
the reporting process and adopting ‘integrated thinking’
as a way of breaking down internal silos and reducing
duplication.
The non-financial information in this annual report has
been informed by the principles and disclosures of the
Global Reporting Initiative’s (GRI) Sustainability Reporting
Standards. A GRI reference index based on the GRI
Sustainability Reporting Standards is included on pages
178–181 of this annual report.
The financial statements have been prepared in accordance
with the International Financial Reporting Standards. This
annual report includes both reported and normalised
financial information. Our objective in providing normalised
financial information is to provide data that is useful to the
investment community in understanding the underlying
operations of the SkyCity Group – the intention being to
provide information which is representative of SkyCity’s
underlying performance (as a potential indicator of future
performance), can be compared across years and can assist
with comparison between publicly listed casino companies
in New Zealand and Australia. This objective is achieved by:
• eliminating the inherent volatility (or 'luck' factor) f rom
International Business, which has variable turnover and
actual win percentage period to period;
• eliminating structural differences in the business
between periods; and
• eliminating known different treatments with other
New Zealand and Australian publicly listed casino
companies.
Normalised numbers are a non-GAAP financial measure.
A reconciliation of reported and normalised earnings and a
description of the differences are provided on pages 175–177
of this annual report.
Unless otherwise stated, all dollar amounts in this annual
report are expressed in New Zealand dollars. Certain totals,
subtotals and percentages stated in this annual report may
not agree throughout due to rounding.
An electronic copy of this annual report is available in the
Investor Centre section of the company’s website at
www.skycityentertainmentgroup.com.
If you have any feedback and/or questions in relation to
SkyCity’s sustainability f ramework and/or reporting, please
contact SkyCity at sustainability@skycity.co.nz.
This annual report is dated 25 August 2022 and is signed on
behalf of the SkyCity Board by:
GENERAL
Julian Cook
Chair of the
SkyCity Board
Jennifer Owen
Chair of the Audit
and Risk Committee
9About this Annual Report

YEAR
in Review
2021
2022
• The ‘long stop date’ under the
New Zealand International
Convention Centre Project
and Licensing Agreement
(for completion of the
New Zealand International
Convention Centre project) is
extended from 2 January 2025
to 15 December 2027
• Julian Cook appointed as
Chair of the SkyCity Board
• FY22 interim result released
with reported NPAT of
-$33.7 million (down 143.3%
from the prior period) and
normalised NPAT of -$19.5
million (down 145.3% from
the prior period)
• SkyCity re-accredited with the
Rainbow Tick in New Zealand
• SkyCity named as a finalist
in the Diversity & Inclusion
Leadership Award category for
Te Roopū Māori o SkyCity in the
Deloitte Top 200 Awards
* Subsequently restated to be reported NPAT of $155.8 million and normalised NPAT of
$90.0 million as a result of software as a service (SaaS) accounting policy changes.
• FY21 full year result
announced* with
reported NPAT of $156.1
million (down 33.7% from
the prior period) and
normalised NPAT of $90.3
million (up 36.3% from the
prior period)
• Ordinary dividend of $0.07
per ordinary share paid to
shareholders
• SkyCity sells its interest
in esport provider Let’s
Play Live Media to Esports
International Limited
JULY
JANUARYFEBRUARYMARCH
AUGUSTSEPTEMBER
SkyCity Entertainment Group Annual Report Year Ended 30 June 2022
10

• SkyCity completes its €25
million equity investment in
Gaming Innovation Group Inc
• SkyCity secures debt
covenant relief from its
banking syndicate and
United States Private
Placement holders for
the 30 June 2022 and
31 December 2022
testing periods
• SkyCity Board announces
its intention to appoint
Kate Hughes and Glenn
Davis as non-executive
directors subject to
obtaining approvals from
regulatory authorities
• Sky Slide opens in Auckland
• SkyCity Chair, Rob
Campbell, announces his
intention to retire from the
SkyCity Board
• Julian Cook appointed as
Chair-elect to replace Rob
Campbell upon his retirement
• SkyCity secures debt covenant
relief from its banking
syndicate and United States
Private Placement holders for
the 31 December 2021 and
30 June 2022 testing periods
• SkyCity enters into a
binding agreement to
subscribe for €25 million
of new equity in Gaming
Innovation Group Inc
APRILMAYJUNE
OCTOBER
NOVEMBER
DECEMBER
GENERAL
11Year in Review

Navigating the
COVID-19
pandemic
SkyCity Entertainment Group Annual Report Year Ended 30 June 2022
12

The COVID-19 pandemic has continued to materially
impact SkyCity over the last financial year with significant
trading restrictions imposed on our business and
operations by the New Zealand and South Australian
Governments in response to the ongoing COVID-19
pandemic and the emergence of the Omicron variant.
In New Zealand, Government mandated lockdowns and
restrictions resulted in the closure of the SkyCity Auckland
property for 107 days over the period, the closure of the
SkyCity Hamilton property for 65 days and the closure of
the SkyCity Queenstown property for 22 days.
When permitted to reopen, our properties have not
only operated with significant operational constraints
due to restrictions on mass gatherings and physical
distancing requirements during much of the period, but
with a reduced workforce and resulting operating hours
due to employees being required to isolate at home
after contracting COVID-19 or coming into contact with
someone who has contracted COVID-19.
Fortunately, SkyCity’s New Zealand properties have been
able to operate without restrictions on mass gatherings
and physical distancing requirements f rom 14 April 2022
when the country moved to the ‘orange’ setting under the
COVID-19 Protection Framework. At the orange setting,
mask wearing is required for staff, but not customers, and
there is no requirement to provide proof of a COVID-19
vaccination or scan a COVID-19 QR code upon entry.
In South Australia, although the SkyCity Adelaide
property was closed for only 8 days over the period,
the business operated for much of the period with
significant constraints in place, including social distancing
restrictions, reduced venue capacity and mandatory mask
wearing. From March 2022, operating restrictions have
been progressively relaxed and the Adelaide business
has been able to operate without density limits or social
distancing requirements with mask wearing no longer
required for staff or customers f rom 15 April 2022.
In addition to Government mandated restrictions, COVID-19
has also affected customer behaviour more generally.
Visitation to our properties, particularly in Auckland, was
reduced due to lower CBD visitation as a result of changing
customer behaviour in response to COVID-19 and increased
flexible working policies. Visitation to our properties
recovered over the final quarter of the 2022 financial year
as customers continued to adapt to the changing nature of
the COVID-19 pandemic.
To keep our staff and customers safe, we implemented
COVID-19 vaccination policies across our properties f rom
1 December 2021 in New Zealand and f rom 10 February
2022 in Adelaide. These policies (other than the Adelaide
staff mandate which remains in place) were lifted in April
2022 consistent with the easing of COVID-19 requirements
by the New Zealand and South Australian Governments.
SkyCity Online Casino, SkyCity’s offshore online casino
platform based in Malta, continued to trade over
the period without interruption f rom COVID-19 and,
consistent with prior lockdown periods, saw strong
growth in its customer base during lockdown periods in
New Zealand.
Due to the continued efforts of the SkyCity team and
the strength of our business continuity f ramework, we
have fortunately been able to respond to the ongoing
challenges presented by COVID-19 and manage the
impacts to our business and operations. Pleasingly, our
core New Zealand domestic gaming business was quick
to rebound and performed well when our properties were
open without restrictions.
SkyCity’s focus remains on managing the post COVID-19
recovery and operating sustainably as a domestic focused
business, pending the gradual recovery of international
visitation.
GENERAL
This past financial year, we purchased over 305,000 masks and over
33,000 Rapid Antigen Test kits to keep our people safe
13Navigating the COVID-19 Pandemic

VA LU E
GAMING
HOTELSSKY TOWER
328
metres tall
755
hotel rooms
HOSPITALITY
FY22 REVENUE BY BUSINESS ACTIVITY
17
restaurants
15
bars
(as at 30 June 2022)
5
land-based
casino licences
ReportedNormalised
%%
Gaming (land-based)75%77%
Gaming (online)3%3%
Hotels and Conventions6%5%
Food and Beverage10%10%
Other6%5%
378
automated
table games
3,451
electronic
gaming machines
3,923
staff
5
properties across
New Zealand and Australia
309
table games
1
online casino
Our Business
Creating
SkyCity Entertainment Group Annual Report Year Ended 30 June 2022
14

FY22 Outputs and Financial Results
FY22 revenue and annual visitation
GAMING
HOTELS
CONTRIBUTIONS
$443.6
million
including online
(reported)
$
60.3
million
$
7.1
million
$
33.5
million
2.5
million
restaurant/bar covers
133,338
visits
113,790
rooms occupied
$
100.8
million
in taxes and levies to
Governments
$
260.4
million
in remuneration
and benefits to staff
$
53.1
million
in dividends declared for
shareholders (in relation
to the FY21 period)
$
5.1
million
in community contributions,
sponsorships and donations
$
252.7
million
to suppliers
$
153.6
million
of capital invested
$
31.9
million
in interest paid to lenders
$
499.4
million*
including online
(normalised)
1.4
million
visits from loyalty card
members to our
land-based casinos**
*Includes gaming GST.
** Calculated by reference to customers who used their SkyCity customer loyalty card to game, where one visit records
a customer's patronage on a day irrespective of how many times they used their card on that day.
GENERAL
HOSPITALITYSKY TOWER
15Creating Value

FY22 Outcomes and Impacts
$
3.0 million
paid to the SkyCity
Community Trusts
FY21 – $4.1 million
$
34.3 million
paid in gaming taxes and
problem gaming levies
FY21 – $39.2 million
31%
of all vacancies were filled by
internal SkyCity candidates
FINALIST
in the Diversity and Inclusion
Leadership Award at the 2021
Deloitte Top 200 Awards for
Te Roopū Māori o SkyCity
Achieved a
50%
decrease in the total recordable
incident f requency rate
629
customers
identified within our casino
properties in breach of their
exclusion orders during FY22
FY21 – 1,373
901
exclusion orders
issued across our casino
properties during FY22
FY21 – 1,077
Established a new team of
Responsible Gambling Hosts
in Auckland and Hamilton who
provide additional and dedicated
host responsibility coverage in
gaming areas
Since establishing the
first SkyCity Auckland
Community Trust in 1996,
SkyCity has awarded more
than 5,000 grants totalling
over $66.2 million to various
community groups and
organisations in New Zealand,
large and small, through the
four SkyCity Community Trusts
OUR CUSTOMERS
OUR PEOPLE
OUR COMMUNITIES
SkyCity Entertainment Group Annual Report Year Ended 30 June 2022
16

Our sustainability vision recognises that to be a sustainable business we must be a
responsible business actively protecting and promoting the people we serve and the places
we share, whilst creating value for our shareholders.
SkyCity’s sustainability initiatives are focused on doing good for our customers, our people,
our communities, our suppliers, our environment and our shareholders.
GENERAL
Over
$
446 million
paid to suppliers of goods and
services during FY22 (including
capital expenditure)
FY21 – over $426 million
487
key ongoing
significant suppliers
across the SkyCity Group
FY21 – around 587
79
active suppliers
had completed an EcoVadis
assessment/audit process as at
30 June 2022 representing over
$32 million (25%) of our total
annual procurement spend
FY21 – 71 active suppliers
15,637
tonnes CO2e
total carbon footprint
FY21 – 16,521 tonnes CO2e
81%
reduction
in waste sent by SkyCity to
landfill since 2015*
EV
CHARGERS
installed at the
SkyCity Auckland and
Hamilton properties
$53.1 million
in dividends paid to
shareholders during FY22 (in
relation to the FY21 period)
OUR SUPPLIERS
OUR ENVIRONMENTOUR SHAREHOLDERS
Achieved carbon zero status for the
SkyCity Group for FY22 by way of
offset through Toitū Envirocare
*In part due to the mandated property
closures and travel restrictions during FY20–FY22.
17
Creating Value

PERFORMANCE
FY22 Highlights
SkyCity’s result for the financial year ended 30 June 2022 was again significantly impacted by the COVID-19 pandemic
with normalised EBITDA and NPAT for the Group for the period to 30 June 2022 negatively impacted.
The key features of the FY22 result are:
(
4.4
)
cents per share
1.3 cents per share
EARNINGS PER SHARE
$
639.0 million
$
96.9 million
$
(
33.6
)
million
$
631.5 million
$
137.9 million
$
9.7 million
Reported
Reported
Reported
Normalised
Normalised
Reported
Normalised
Normalised
REVENUE
EBITDA
NPAT
FY21 (Restated) – $952.0 million
FY21 (Restated) – $313.9 million
FY21 (Restated) – $155.8 million
FY21 (Restated) – $90.0 million
FY21 – 20.6 cents per share
FY21 – 11.9 cents per share
FY21 (Restated) – $822.5 millon
FY21 (Restated) – $248.6 million
The restated FY21 results reflect SkyCity’s restated financial results to account for a revised accounting policy for the configuration and customisation costs
associated with software as a service (SaaS) arrangements. This change in accounting policy was implemented retrospectively by restating the opening equity
position and comparative financial statements. See note 23 of the FY22 financial statements on pages 156–158 of this annual report.
SkyCity Entertainment Group Annual Report Year Ended 30 June 2022
18

Our Performance History
Earnings Per Share (EPS) and Dividend Per Share (DPS)
0.0
5.0
-5.0
10.0
15.0
20.0
Cents per share
25.0
30.0
35.0
FY18FY21 (Restated)FY20FY22FY19
25.6
21.4
20.0
10.0
35.4
10.0
25.4
25.3
20.0
11.9
20.6
7.0
1.3
-4.4
0.0
Group EBITDA
0.0
50
100
150
200
$ million
250
300
350
FY18FY19FY20FY22FY21 (Restated)
338
310
343
298
138
97
249
314
201
348
Group Revenue
0
200
FY21 (Restated)FY22
400
600
800
$ million
1,000
1,200
822
952
631
639
FY18
1,101
816
1,119
822
780
1,125
FY19FY20
Enterprise Value
0.0
500
1,000
1,500
2,000
$ million
2,500
3,000
3,500
FY18FY19FY20FY21 (Restated)FY22
447
3,196
2,749
488
3,036
2,548
590
3,258
2,668
633
2,845
2,212
541
2,308
1,767
Net Debt
Equity Value
Reported
Normalised
Reported
Normalised
(Including gaming GST)
Declared DPS
Reported EPS
Normalised EPS
GENERAL
FY21 results adjusted to reflect updated accounting policy relating to software as a service (SaaS) arrangements as applicable.
Performance19

SUPPORTING
Our Communities
SkyCity is standing tall with women's sport and is proud to be an official sponsor
of the Rugby World Cup New Zealand 2021 (playing in 2022).

• Depot, Gusto at the Grand,
The Sugar Club and MASU by Nic
Watt each received one hat in the
Cuisine Good Food Awards 2021/22
• SkyCity Auckland named Oceania's
Leading Casino Resort 2021 in the
World Travel Awards
• The Grand by SkyCity named a
nominee in the World's Leading
Business Hotel 2021 category in the
World Travel Awards
• Sky Tower awarded the Qualmark
Gold Award for sustainable tourism
• Sol Bar and Restaurant named
Restaurant of the Year at the South
Australian Restaurant and Catering
Awards
• Eos by SkyCity awarded:
– Best New Tourism Business at
the South Australian Tourism
Awards
– Best Deluxe Hotel in South
Australia at the Australian
Hotels Association SA Awards for
Excellence
– Best New Hotel at the Hotel
Management Awards for Hotel
and Accommodation Excellence
– Bronze medal in the Australia’s
Best New Tourism Business
category at the 2021 Qantas
Australian Tourism Awards
• The Guardsman:
– Best Tourism Restaurant at
the South Australian Tourism
Awards
– Bronze medal in the Tourism
Restaurants and Catering
Services category at the 2021
Qantas Australian Tourism
Awards
• Bowl and Social named winner of
the Best Leisure & Entertainment
category at the Hamilton Central
Business Association Awards 2021
We play a significant role in our communities and are proud of the contribution we make
to the communities we operate in. It has taken significant skill, energy and dedication from
our team to continue to deliver a high standard of excellence in such an uncertain operating
landscape and this has been recognised in a number of industry accolades over the period.
GENERAL
We have proudly sponsored and partnered with great organisations in our communities over the last financial year:
21Supporting Our Communities

Group
STRATEGY
We are trusted to create vibrant places for gaming,
entertainment and hospitality
OUR PURPOSE

In early 2022, we commenced a review of SkyCity’s sustainability f ramework and strategy – the purpose of which was
to understand the drivers for sustainability for SkyCity into the early-mid 2020s, adopt a fit-for-purpose f ramework
for driving sustainability decisions in the business, and gain confidence that sustainability activity is aligned to
organisational purpose and strategy and is reflective of today’s operating context.
Following this review, in June 2022, we adopted a new corporate purpose statement and integrated business strategy,
effective f rom 1 July 2022, that integrates environmental, social, and governance considerations into our current
business strategy.
Our purpose statement provides our Board and management with a foundational guideline for decision-making, our
employees with a reason for choosing to work with SkyCity, and our external stakeholders with an understanding of
what drives SkyCity. The following table illustrates the intention behind each element of our purpose statement:
GENERAL
We are trustedto createvibrant places
for gaming,
entertainment
and hospitality
COMMUNITY
• by the community to hold
casino licences
• to invest in community
outcomes through our
community trusts
SkyCity has a history of
building entertainment
venues in New Zealand
and Australia
SkyCity’s precincts are
destinations in the
cities/towns where SkyCity
operates in Auckland,
Adelaide, Queenstown
and Hamilton
SkyCity provides gaming,
entertainment and
hospitality destinations
in Auckland, Adelaide,
Queenstown, Hamilton and
online. These precincts are
destinations in the
cities/towns where we
operate
CUSTOMERS
• by our customers to
provide entertainment
experiences in safe
venues and with
responsible hosting
SkyCity provides
customers with
entertainment
experiences on a daily
basis
SkyCity is a destination
for customers seeking
entertainment experiences
in the communities where
we operate
SkyCity provides gaming,
entertainment and
hospitality destinations for
customers in Auckland,
Adelaide, Queenstown,
Hamilton and online

INVESTORS
• by our investors with
their capital and to return
dividends, by running
responsible gaming and
entertainment venues
• to operate ethically and
transparently, with strong
governance in place
Investors provide
SkyCity the capital to
create vibrant places
and experiences, in
expectation of future
returns
Investors provide SkyCity
the capital to create vibrant
places and experiences,
in expectation of future
returns
Investors provide SkyCity
the capital to create vibrant
places and experiences, in
expectation of future returns
SUPPLIERS
• by our suppliers to be a
good partner in business
SkyCity’s suppliers
contribute to customer
entertainment
experiences
SkyCity’s suppliers
contribute to the operation
of SkyCity’s vibrant and
sustainable precincts
SkyCity’s suppliers
contribute to the operation
of SkyCity’s vibrant and
sustainable precincts
REGULATORS
• by our regulators to
hold casino licences and
comply with all gaming
and AML regulations
SkyCity’s licences provide
the platform f rom which
to provide gaming,
entertainment and
hospitality experiences
SkyCity’s licences provide
the platform f rom which
to provide gaming,
entertainment and
hospitality experiences
SkyCity has a culture of
compliance
SkyCity does the right thing
SkyCity’s licences provide
the platform f rom which
to provide gaming,
entertainment and
hospitality experiences
EMPLOYEES
• by employees to
provide satisfying
jobs, remuneration,
and opportunities for
development, within
a safe and inclusive
environment
SkyCity employees
create vibrant customer
experiences
SkyCity employees are part
of the communities where
we operate
SkyCity employees provide
gaming, entertainment and
hospitality experiences
ENVIRONMENT
• by stakeholders to
respect, protect and
enhance the environment
SkyCity is committed to
respecting, protecting
and enhancing the
environment
SkyCity’s precincts are
sustainable
SkyCity’s precincts are
sustainable
SkyCity respects and protects the trust placed in it by stakeholders and is committed to shared value
23Group Strategy

Our Integrated Business Strategy
Our strategic plan remains largely unchanged, namely to:
• focus on continuous improvement in our core business
and operational performance;
• focus on maximising the value of our exclusive casino
licences;
• execute the Adelaide expansion and New Zealand
International Convention Centre and Horizon Hotel
project and leverage benefits;
• monetise the omnichannel and consolidate on our
leadership position in the gaming industry;
• protect and enhance our social licence to operate and
secure our future success across various financial,
social and human capitals; and
• focus on enhancing Group-wide host responsibility and
AML programmes and Group risk/compliance.
SkyCity continues to monitor and evaluate adjacent
opportunities in the casino industry as they arise.
SkyCity has an absolute focus on continuing to navigate
through the ongoing uncertainty of the current operating
environment whilst ensuring financial resilience and the
ability to manage the balance sheet to set the business up
for success over the medium term, to grow earnings and
shareholder value.
Capital Allocation Framework
SkyCity recently modified its capital allocation f ramework
to reflect a preference for dividends and capital returns
over growth investments and to ensure alignment with
shareholder expections and preferences. The capital
allocation f ramework should support strategic goals (and
be a key enabler of the capital management strategy) and
include the following key elements:
• an understanding of key sources and uses of capital;
• key financial settings and benchmarks influencing
capital allocation decisions;
• priorities for allocating capital driven by strategic goals
and what will create shareholder value; and
• appropriate governance and incentive structures.
New Zealand Online Casino Strategy
The performance of the SkyCity Online Casino was a
highlight of the 2022 financial period with strong revenue
and EBITDA growth, despite operational constraints and
an increasingly competitive landscape. We experienced
strong growth in active customers and the SkyCity
Online Casino has quickly become a meaningful earnings
contributor to the Group.
In December 2021, we announced the expansion of our
strategic partnership with Gaming Innovation Group
Inc (GIG). SkyCity invested €25 million of new equity
in GiG to support the funding of GiG’s acquisition of
Sportnco Gaming SAS and, in return, became a major
shareholder of GiG, with SkyCity’s Chief Executive Officer,
Michael Ahearne, joining the main GiG Board. GiG is an
established online operator who we have come to know
well since partnering in mid-2019 to launch the SkyCity
Online Casino. The partnership has provided access to a
complementary and high-growth gaming category and
has enabled us to pursue an omnichannel strategy in New
Zealand which is a core critical pillar of our Group strategic
plan. The combined GiG/Sportnco business is licensed
or certified in over 20 jurisdictions, including key growth
markets such as the United States, Western Europe,
Canada and Latin America.
SkyCity views the transaction as strategic, and as a
relatively low cost and low risk exposure to the fastest
growing segment of our industry globally. We continue
to support regulation of online casinos in New Zealand
and expect clarity f rom the New Zealand Government
shortly regarding its intentions to regulate online gaming.
We continue to believe that a significant omnichannel
opportunity exists for SkyCity if the New Zealand online
market becomes regulated given the sizable addressable
market which already exists in New Zealand (which
is expected to grow significantly) and the unique
opportunity SkyCity has to offer an integrated offline and
online experience to customers.
New Zealand International Convention Centre and
Horizon Hotel Project
The New Zealand International Convention Centre and
Horizon Hotel project remains complex, but reinstatement
is progressing post the significant fire in October 2019,
although slower than expected. The roof construction
is due to commence in October 2022 – a significant
milestone in the fire remediation works – and there are
over 600 workers onsite currently each day.
We expect the Horizon Hotel and New Zealand
International Convention Centre to be delivered in 2024
and 2025 respectively and, whilst we remain comfortable
with our contractual position on the project, pursuing
further compensation for costs and losses due to project
delays remains under active consideration. Expected total
project costs remain unchanged (around $750 million),
of which around $150 million is still to be spent net of
recoveries and reinstatement costs which are funded via
insurance responding on the project.
Whilst the delays caused by the fire are regrettable,
the thesis for the project remains intact and we remain
confident that, when completed, the project will deliver
world-class tourism inf rastructure for Auckland and New
Zealand and will be a significant driver of demand for our
broader Auckland precinct.
SkyCity Entertainment Group Annual Report Year Ended 30 June 2022
24

GENERAL
Operational excellence
and responsibility
Complete major projects
and optimise portfolio
Pursue the omnichannel
opportunity and
adjacencies
SUSTAINABLE
OPERATIONS
CREATING VIBRANT
PLACES
RESPONSIBLE
GROWTH
PURPOSE
We are trusted to provide vibrant places for gaming, entertainment
and hospitality in New Zealand and Australia
Financial and capital settings to deliver objectives
Implementation Principles
Stakeholder
value creation
Committment to
responsibility
Culture of
compliance
123
112233
25Group Strategy

64
%
of our workforce are
41 years old and under
FY21 – 62%
50.4
%
men
FY21 – 51%
49.3
%
women
FY21 – 49%
1
%
identify as having
a disability
FY21 – 1%
0.3
%
gender diverse
FY21 – 0%
49
%
of leadership roles
held by women
FY21 – 37%
6
%
identify as being a member of
the LGBTTI+ community
FY21 – 6%
60LANGUAGES
spoken and/or written
by staff
FY21 – 61
Mandarin
Tagalog
(Philippines)
Hindi
our top 3 non-English languages
FY21 – Mandarin, Tagalog, Hindi
37 YEARS
average age of
our workforce
FY21 – 34 years
3,923
staff
(full-time, part-time and casual)
FY21 – 4,259
80 YEARS
age of our oldest
staff member
FY21 – 79 years
At SkyCity, we employ a diverse range of people at all skill levels and aim to create an environment where people are at
the centre, are motivated to work hard, progress in their careers and are empowered to grow and achieve.
The following graphic shows the diverse make up of SkyCity’s workforce as at 30 June 2022 and, where relevant, as a
comparison against our workforce numbers as at 30 June 2021.
DIVERSITY
Snapshot

GENERAL
PLEDGING SUPPORT TO THE 40:40 VISION
SkyCity is a signatory to the 40:40 Vision - an investor-led initiative to achieve gender
balance across the executive leadership teams of all ASX200 companies by
2030 - 40% women, 40% men and 20% any gender.
Given as a percentage of those staff members who provided details about their ethnicity and those who elected “prefer not to say”.
OUR TOP 10 ETHNICITIES STAFF IDENTIFY WITH
AGE BREAKDOWN
Generation Z
(<26 years)
FY21 – 24.4%
Millennials
(26–41 years)
FY21 – 37.8%
Generation X
(42–57 years)
FY21 – 28.3%
Baby Boomers
(58–76 years)
FY21 – 9.5%
Veterans
(77+ years)
FY21 – 0%
Chinese
FY21 – 15%
Other Asian
FY21 – 7%
New Zealander
FY21 – 14%
Māori
FY21 – 6%
Australian
FY21 – 12%
Other South East
Asian
FY21 – 4%
Filipino
FY21 – 7%
European
FY21 – 4%
Indian
FY21 – 8%
Samoan
FY21 – 4%
26.0%
19.9%
44.6%9.4%
0.1%
15%
13%14%7%
7%
7%
5%
4%4%
3%

SkyCity is New Zealand’s largest tourism, leisure and entertainment company and is listed on
the New Zealand and Australian stock exchanges.
SkyCity operates integrated entertainment complexes in New Zealand (in Auckland, Hamilton and Queenstown) and
in Adelaide, South Australia – each featuring casino gaming facilities and premium restaurants and bars, which appeal
to both domestic and international visitors alike. SkyCity also offers premium hotel accommodation in Auckland and
Adelaide.
In addition to its land-based casino operations, SkyCity Online Casino (based out of Malta) offers New Zealanders an
exciting online gaming experience.
SkyCity Adelaide
SkyCity Online Casino Malta
SkyCity
Queenstown

and SkyCity
Wharf*
SkyCity Hamilton
SkyCity Auckland
and Group

Head Office
About
SK YCIT Y
*Wharf Casino has been closed since March 2020 at the commencement of the first COVID-19 lockdown in New Zealand.
HOTELS
33
PROPERTIES
across New Zealand
and Australia
55
ONLINE
CASINO
11
SkyCity Entertainment Group Annual Report Year Ended 30 June 2022
28

GENERAL
OUR HISTORY AT A GLANCE
1994
Construction of the SkyCity Auckland
complex commences
2022
SkyCity completes a €25 million equity
investment in Gaming Innovation Group
Inc and becomes its largest independent
shareholder (at around 11%)
Sky Tower celebrates its 25th anniversary
2021
SkyCity Auckland celebrates
its 25th anniversary
2020
SkyCity Adelaide expansion
project officially opens
2019
SkyCity sells SkyCity Darwin
SkyCity Online Casino launches offshore
SkyCity sells long term concession (licence
to operate) over SkyCity Auckland car parks
to Macquarie Principal Finance Group
A significant fire breaks out at the
New Zealand International Convention
Centre (under construction)
2018
Construction commences on the
SkyCity Adelaide expansion project
2016
The first sod was turned on the
New Zealand International Convention
Centre/Horizon Hotel site
2013
SkyCity acquires SkyCity Wharf
in Queenstown
2012
SkyCity acquires full ownership of
SkyCity Queenstown
2005
SkyCity acquires full ownership
of SkyCity Hamilton
2004
SkyCity acquires SkyCity Darwin
2002
SkyCity Hamilton opens
2000
SkyCity Queenstown opens
SkyCity acquires SkyCity Adelaide
1999
SkyCity lists on the Australian
stock exchange
1998
Harrah’s management contract
ends and SkyCity becomes a
New Zealand-managed operation
1997
Sky Tower opens in Auckland
1996
SkyCity opens its flagship SkyCity Auckland
complex with Harrah’s Entertainment (now
Caesars Entertainment), the largest casino
entertainment operator in the United States,
as the operator
SkyCity lists on the New Zealand stock
exchange
29About SkyCity

Auckland
SkyCity Auckland is the flagship property of the
SkyCity Entertainment Group, featuring a casino, two
award-winning hotels – The Grand by SkyCity and SkyCity
Hotel, bars and restaurants, a 700-seat theatre and the
iconic Sky Tower. Located in the heart of Auckland’s CBD,
the SkyCity Auckland precinct occupies ~295,000sqm of
gross floor area across the majority of three city blocks
(~3.5 hectares).
The SkyCity Auckland casino features the latest electronic
gaming machines and automated table games, an
exciting array of table games, and luxurious VIP gaming
facilities. EIGHT is an exclusive area reserved for VIP table
game players and PLATINUM and VIP BLACK are exclusive
areas reserved for VIP gaming machine players – each
combining luxurious gaming facilities with dedicated
personal host service.
Federal Street, the gateway to the SkyCity Auckland
precinct, features some of Auckland City’s best eateries,
including SkyCity’s award-winning restaurants Gusto at the
Grand, Masu by Nic Watt, The Sugar Club, Huami, Depot
and the Federal Delicatessen with an impressive accolade
of awards between them.
SkyCity is currently investing around $750 million within
the SkyCity Auckland precinct to develop the New Zealand
International Convention Centre, an adjacent laneway,
over 1,250 additional car parking spaces, and Horizon Hotel
– a new 300-room, 5-star hotel. This development was
originally expected to be completed in 2019. Due to delays
by the contractor, the significant fire that broke out at
the New Zealand International Convention Centre (under
construction) in October 2019 and the impacts of the
COVID-19 pandemic, Horizon Hotel is now expected to be
completed during 2024 and the New Zealand International
Convention Centre and adjacent laneway are expected
to be completed in 2025. When open, the New Zealand
International Convention Centre will be New Zealand’s
premier convention centre enabling New Zealand to
attract major international conferences as well as having
capability for sporting events, theatre and musical
performances. The centre is designed to be a welcoming,
open building complemented by a f resh new streetscape
for local, national and international visitors alike to enjoy.
PropertySkyCity Auckland, New Zealand
Property Manager
Callum Mallett, Chief Operating Officer New Zealand
Opened1996
Casino Venue LicenceRuns until 2048*
Facilities• Casino, including luxury VIP
gaming facilities
• Hotels
• Food and beverage
• Entertainment
• Day spa
• Car parking
• Sky Tower
• Theatre
• Telecommunications and
broadcasting facilities
• Office/retail space
Licensed Gaming Product• 1,877 electronic gaming machines**
• 150 table games**
• 240 automated table games***
Workforce~2,300 staff
FY22 Revenue $296.8 million
^
(reported)
$330.6 million (normalised)
*The casino venue licence can be renewed for a further period of 15 years pursuant to sections 134–138 of the New Zealand Gambling Act 2003.
**This allowance may be alternatively utilised to enable automated table game terminals.
***This allowance may be alternatively utilised to enable table games.
^
Excludes New Zealand International Convention Centre fire income and liquidated damages received.
SkyCity Entertainment Group Annual Report Year Ended 30 June 2022
30

FY22 PERFORMANCE
SkyCity Auckland was significantly impacted by COVID-19
disruptions over the period with the property closed for
107 days during the first half of the 2022 financial year
and operating in the ‘red’ setting under the COVID-19
Protection Framework for 80 days during January to
April 2022. The property achieved strong performance
prior to its closure in August 2021 with premium gaming
activity well up against the prior comparable period,
record electronic gaming machine revenue in July 2021,
and positive 4Q22 trading as operating restrictions
were relaxed at the ‘orange’ setting under the COVID-19
Protection Framework.
SkyCity Auckland achieved May 2022 and June 2022
EBITDA consistent with pre COVID-19 levels (around
$20 million per month) underpinned by strong gaming
activity, particularly f rom electronic gaming machines,
whilst table games were impacted by staff shortages
and a slower return of VIP customers. The non-gaming
businesses benefited f rom the recovery of domestic
tourism and are ready to leverage the return of
international visitors now that borders have reopened.
Cost mitigations were implemented to address reduced
revenue, but margins were impacted by negative
operating leverage (significant fixed cost base).
GENERAL
CELEBRATING 25 YEARS
The 328-metre tall Sky Tower is the tallest f ree-standing
structure in the Southern Hemisphere and has become
an icon of the Auckland skyline since opening on
3 August 1997. Today, visitors can enjoy breathtaking
views right across Auckland f rom the observation decks
or any of the three restaurants in the Sky Tower, including
Auckland’s only 360º revolving restaurant. At the very
top of the Sky Tower, a 93-metre communications mast
accommodating VHF, UHF, AM and FM broadcasting
and telecommunications antennas provides
telecommunications and broadcasting facilities to the
telecommunications industry.
In June 2022, a new attraction, Sky Slide, opened in the
Sky Tower complementing the existing Sky Jump and
Sky Walk attractions. Sky Slide utilises
state-of-the-art multi-sensory
technology – taking riders on an
adrenaline-fuelled 360º virtual
reality tour of the Auckland skyline.
Throughout the year, SkyCity lights
the Sky Tower in support of charities
and community initiatives, to mark
national holidays, milestones or other
celebrations or events, and as a symbol
of respect or solidarity.
31About SkyCity

Adelaide
PropertySkyCity Adelaide, Australia
Property Manager
David Christian, Chief Operating Officer Australia
Acquired2000
Licensing Agreement Runs until 2085*
Facilities• Casino, including luxury
VIP gaming facilities
• Hotel
• Conventions
• Food and beverage
• Entertainment
• Car parking
• Wellness centre
Licensed Gaming Product• 1,075 electronic gaming machines (allowance for 1,500)
• 118 table games (allowance for 200)**
• 138 automated table games (allowance for 300)
Workforce~1,300 staff
FY22 RevenueA$171.8 million (reported)
A$184.5 million (normalised)
* The Approved Licensing Agreement between the Minister for Business Services and Consumers and SkyCity Adelaide Pty Limited provides
SkyCity Adelaide with exclusive rights to provide casino gaming (except for interactive gambling) in South Australia until 30 June 2035.
**This allowance may be alternatively utilised to enable automated table game terminals.
Located in and around the historic Railway Station
building on the banks of the Torrens River, SkyCity
Adelaide is South Australia’s only casino destination on
the Festival Plaza forecourt adjacent to the Adelaide
Festival Centre and Adelaide Convention Centre and near
the Adelaide Oval.
Following completion of a significant expansion
development in late 2020, SkyCity Adelaide is now a
world-class integrated entertainment hub featuring a
120-room luxury hotel – Eos by SkyCity, a wellness centre
with a day spa, pool, sauna and gym, VIP gaming facilities,
a function and conference facility for up to 650 guests,
bars and restaurants.
The SkyCity Adelaide precinct is home to award-winning
eateries – Madame Hanoi, Sean’s Kitchen, iTL, the
immersive rooftop destination Sôl Rooftop, and Australia’s
first fully functional microbrewery within a casino
(operated by Pirate Life).
Eos by SkyCity is Adelaide’s most luxurious hotel, with
rooms ranging f rom 50sqm – 230sqm and opulently
appointed to meet the growing demand for quality hotel
rooms f rom both domestic and international visitors.
Since opening in December 2020, Eos by SkyCity has
been named as the Best New Tourism Business at the
South Australian Tourism Awards, Best Deluxe Hotel in
South Australia at the Australian Hotels Association SA
Awards for Excellence and Best New Hotel at the Hotel
Management Awards for Hotel and Accommodation
Excellence. Eos by SkyCity was also awarded a Bronze
medal in the Australia’s Best New Tourism Business
category at the 2021 Qantas Australian Tourism Awards.
FY22 PERFORMANCE
SkyCity Adelaide was impacted by COVID-19 disruptions
and other external factors during the period, but achieved
comparable revenue performance against the prior
comparable period.
Strong growth in electronic gaming machine revenue
with increased market share (around 10%) was a highlight,
particularly given the Adelaide pubs and clubs market
grew 7% over the same period. Table games activity
continued to be impacted by operational settings,
external factors and ongoing AML risk assessment for
local VIPs. Solid performance was achieved f rom Eos by
SkyCity with market-leading revenue per available room
as measured against comparable hotels.
There was positive performance at the property in the
final quarter of the 2022 financial year after operating
restrictions were relaxed and the property benefited
f rom the domestic tourism recovery – fourth quarter 2022
EBITDA corresponded to around 40% of EBITDA for the
full financial year.
Margins were impacted by a higher fixed cost base
post the expansion development, particularly in the
non-gaming business and ongoing investment in the AML
function. Despite subdued 2022 financial performance
against expectations, there has been no material change to
medium term earnings outlook for the property.

Hamilton
Situated within Hamilton’s historic Chief Post Office,
a building designed to maximise its superb riverside
location on the banks of the Waikato River, SkyCity
Hamilton features a casino, bars and restaurants, a
conference centre and Hamilton’s only tenpin bowling
alley – Bowl and Social.
The SkyCity Hamilton precinct is home to Hamilton’s
favourite eating and drinking destinations right in the
heart of Hamilton’s CBD, including The Local Taphouse,
Eat Burger and Zone Sports Bar.
Over the last financial year, SkyCity has continued to invest
in its core casino and hospitality businesses with a range
of improvements across the SkyCity Hamilton property,
including preparing for new restaurant tenancies
opening in FY23. A key focus remains on product and
layout optimisation within the casino to maintain SkyCity
Hamilton’s market leader position and manage high
demand for electronic gaming machines (which remain
capacity constrained at peak times).
SkyCity Hamilton is a key member and supporter of the
local community and is committed to being the Waikato
region’s premier entertainment destination.
FY22 PERFORMANCE
SkyCity Hamilton was significantly impacted by COVID-19
disruptions over the period with the property closed for
65 days (42 days at Alert Level 2) and operating at the ‘red’
setting under the COVID-19 Protection Framework for 80
days during January to April 2022.
SkyCity Hamilton achieved strong performance prior
to the property closure in August 2021 with record
like-for-like EBITDA performance in July 2021 and
strong local gaming activity, particularly f rom premium
customers.
Performance in the third quarter of the 2022 financial
year was impacted by operating at the ‘red’ setting
under the COVID-19 Protection Framework (due to the
Omicron outbreak), but there was a strong final quarter as
operating restrictions relaxed at the ‘orange’ setting under
the COVID-19 Protection Framework with EBITDA up 7%
against the prior comparable period (and 30% above pre
COVID-19 levels) and local gaming activity well above pre
COVID-19 levels.
Strong local economic conditions persist in the Waikato
region, despite COVID-19 disruptions, which remain
supportive of customer visitation and activity,
including population growth, increased business
investment/diversification and domestic tourism.
Effective cost control over the period partially offset
revenue reduction with EBITDA margins of 43.5% stable
against the prior comparable period.
PropertySkyCity Hamilton, New Zealand
General Manager
Michelle Baillie
Opened2002
Increased ownership f rom 70% to 100% in 2005
Casino Venue LicenceRuns until 2027*
Facilities• Casino
• Food and beverage
• Entertainment
• Conventions
• Car parking
• Tenpin bowling
Licensed Gaming Product• 339 electronic gaming machines**
• 23 table games**
Workforce~270 staff
FY22 Revenue$49.8 million (reported)
$56.2 million (normalised)
*The casino venue licence can be renewed for a further period of 15 years pursuant to sections 134–138 of the New Zealand Gambling Act 2003.
**This allowance may be alternatively utilised to enable automated table game terminals.
33
About SkyCity

Situated within Hamilton’s historic Chief Post Office, a building designed to maximise its superb riverside location on the
banks of the Waikato River, SkyCity Hamilton features a casino, bars and restaurants, a conference centre and Hamilton’s
only tenpin bowling alley – Bowl and Social.
Over the last financial year, SkyCity has continued to invest in its core casino and hospitality businesses with a range
of improvements across the SkyCity Hamilton property, including a new Baccarat Lounge and a refurbished function
space, The Garden Room. A key focus has been on product and layout optimisation within the casino to maintain SkyCity
Hamilton’s market leader position and manage high demand for electronic gaming machines (which remain capacity
constrained at peak times).
SkyCity Hamilton is a key member and supporter of the local community and is committed to being the Waikato
region’s premier entertainment destination. We were therefore thrilled to have been named the winner of the Best
Social Responsibility category at the Hamilton Central Business Association’s 2020 CBD Celebration Awards, recognising
SkyCity Hamilton’s commitment to community, customers, diversity and sustainability, and the runner-up in the
Community Contribution category at the 2020 Waikato Business Awards.
FY21 PERFORMANCE
SkyCity Hamilton delivered a strong revenue and earnings result for a full year period, underpinned by strong local
gaming activity and cost control, despite 51 days operating under Alert Level 2 restrictions over the period.
Consistent with prior periods, Hamilton delivered strong electronic gaming machine activity, despite capacity
constraints, benefitting f rom improved product mix and new gaming areas, particularly for VIP customers.
The property has shown resilience to the impacts of COVID-19 over the last financial year due to having a predominantly
domestic (and gaming) focused business and supportive external factors, including population growth, an increasingly
diverse local economy (less reliance on the primary sector) and improved connectivity to the Auckland region. The
Waikato region has also benefitted f rom strong domestic tourism activity in New Zealand as international borders
remain closed.
A focus on cost control and operating efficiencies delivered significant margin improvement compared to the prior
comparable period.
Queenstown
PropertySkyCity Queenstown and SkyCity Wharf, New Zealand
General Manager
Jono Browne
Opened/AcquiredOpened Queenstown in 2000 and increased ownership f rom 60% to
100% in 2012
Acquired Wharf in 2013
Casino Venue Licence Runs until 2025* for Queenstown
Runs until 2024* for Wharf
Facilities• Casino, including VIP gaming facilities
• Food and beverage
• Entertainment
• Conventions
Licensed Gaming Product• 86 electronic gaming machines (Queenstown)**
• 12 table games (Queenstown)**
• 74 electronic gaming machines (Wharf)**
• 6 table games (Wharf)**
Workforce~50 staff
FY22 Revenue$9.0 million (reported)
$10.2 million (normalised)
*The casino venue licence can be renewed for a further period of 15 years pursuant to sections 134–138 of the New Zealand Gambling Act 2003.
**This allowance may be alternatively utilised to enable automated table game terminals.
SkyCity’s two Queenstown casinos, SkyCity Queenstown
and SkyCity Wharf, are located in central Queenstown,
surrounded by the majestic Southern Alps.
Whilst the larger SkyCity Queenstown property reopened
on 14 May 2020 after the first COVID-19 lockdown in
New Zealand, the smaller SkyCity Wharf property
has remained closed since 23 March 2020 due to the
detrimental effect on the local Queenstown economy
f rom the COVID-19 pandemic’s ongoing impacts on the
international tourism market.
FY22 PERFORMANCE
SkyCity Queenstown was significantly impacted by
COVID-19 disruptions over the period with the property
closed for 22 days and operating for 86 days at Alert Level
2 in the first half of FY22, and operating at the ‘red’ setting
under the COVID-19 Protection Framework for 80 days
during January to April 2022.
Pleasingly, local gaming revenue was consistent on a
like-for-like basis during the first quarter of the 2022
financial year against the prior comparable period despite
operational constraints and limited domestic tourism
with particularly strong electronic gaming machine
performance in July 2021.
Third quarter 2022 performance was impacted when
SkyCity Queenstown operated at the ‘red’ setting under
the COVID-19 Protection Framework (due to the Omicron
outbreak), but the business had a strong fourth quarter as
operating restrictions relaxed at the ‘orange’ setting with
significant EBITDA growth against the prior comparable
period (and well above pre COVID-19 levels).
Wharf Casino remains closed with the licence value
fully impaired (totaling around $4 million) and SkyCity
continues to pursue a sale of the development land at
633 Frankton Road in Queenstown.
SkyCity Entertainment Group Annual Report Year Ended 30 June 2022
34

GENERAL
Online
PropertySkyCity Online Casino, Malta
Managing Director
Steve Salmon
Launched2019
FacilitiesOnline casino
FY22 Revenue$16.9 million (reported)
$16.9 million (normalised)
SkyCity Online Casino provides New Zealanders with
an offshore online casino platform, featuring over 2,000
online games.
SkyCity Online Casino is operated out of Malta by
international iGaming company Gaming Innovation
Group Inc (GiG) on behalf of SkyCity Malta Limited,
an independently operated subsidiary of the SkyCity
Entertainment Group, and managed by a Managing
Director based in Europe. GiG provides a full-suite online
casino solution, including a technical platform, gaming
content, managed services and f ront-end development.
In April 2022, SkyCity expanded its strategic partnership
with GiG and subscribed for €25 million (around
$40 million) of new equity in GiG to help fund GiG’s
purchase of Sportnco Gaming SAS, a European-based
business-to-business online sports and player account
management provider. As at 1 August 2022, SkyCity holds
an 11% shareholding in GiG and has a representative
director on the GiG Board.
Growth in online gambling continues to be a significant
global industry theme with numerous international
jurisdictions regulating online gambling (or intending to
do so) to address the transition f rom physical to online
entertainment, which has been exacerbated by the
impact of COVID-19 over recent times. The New Zealand
online gaming market continues to grow significantly
with recent estimates indicating a market in excess of
$350 million per annum.
Following a public consultation which commenced
during 2019, the Department of Internal Affairs (the New
Zealand gambling regulator) continues to develop a
policy f ramework for potential regulation. SkyCity remains
supportive of regulation of the New Zealand online
gaming market. Regulation of the New Zealand online
gaming market would enable SkyCity to pursue
the omnichannel opportunity and address a
fast-growing category which is highly complementary
to our land-based activities whilst offering customers a
varied gaming experience (both physical and digital).
SkyCity remains supportive of future regulation of online
gaming in New Zealand with an emphasis on strong
host responsibility and delivering community benefits in
New Zealand and we continue to prepare for a regulated
industry to deliver on the omnichannel opportunity for
the Group.
FY22 PERFORMANCE
SkyCity Online Casino is performing exceptionally well
with revenue and EBITDA up 29% and 42% against the
prior comparable period respectively, despite operational
constraints and an increasingly competitive landscape.
SkyCity Online Casino benefited f rom the closure of the
New Zealand land-based casinos during the period, and
had resilient performance following the reopening of
land-based casinos f rom December 2021. SkyCity Online
Casino had strong retention of existing customers over
the period with weekly average active customers stable at
around 10,000 and deposit conversion rates consistently
around 60%.
SkyCity Online Casino is now a meaningful contributor to
Group earnings (9% of FY22 Group normalised EBITDA)
with EBITDA margin of 34.2% comparable against the
prior comparable period.
35About SkyCity

and Management
RISK
PROFILE

GENERAL
SkyCity operates in a dynamic, highly regulated and
challenging environment with risks and opportunities
both locally and internationally. The SkyCity Board is
ultimately responsible for the governance of the Group’s
risk management, which includes formulating the Group’s
risk appetite and setting and monitoring risk tolerance.
Recognising the importance of the governance of the
Group’s risk management function, the SkyCity Board
commenced a review of its Board committee structure
in late 2021 and, in June 2022, resolved in principle to
separate the Board’s Audit and Risk Committee into two
separate Board committees - an Audit Committee and a
Risk and Compliance Committee - and disestablish the
Sustainability Committee and reallocate its roles and
responsibilities to the other standing Board committees.
The primary objective of the Audit Committee is to assist
the SkyCity Board in fulfilling its responsibilities relating to
financial accounting and reporting, external and internal
audit, tax planning and compliance, and treasury. The
primary objective of the Risk and Compliance Committee
is to assist the SkyCity Board in fulfilling its responsibilities
relating to risk management and compliance, including
in respect of the company’s key compliance obligations,
host responsibility, anti-money laundering, and health
and safety matters. The restructure was effected in
August 2022.
SkyCity maintains a risk management f ramework
for the identification, assessment, monitoring and
management of risk to the company’s business. As part
of this f ramework, SkyCity maintains an independent,
centrally managed Group Risk function which evaluates
and reports on risks and controls across the Group. The
Group Risk team collates, assesses and monitors the risks
the Group faces by way of a Top Risk Profile, which is
updated regularly. The Top Risk Profile is a current view
of the most significant emerging or potential risks facing
the Group, as well as a summary of how those risks are
being mitigated or prepared for, and is a critical input to
strategic planning, insurance renewal, investment and
resource prioritisation, assurance planning, and ongoing
business improvements. Management reports to the
SkyCity Board and the Risk and Compliance Committee
(previously to the Audit and Risk Committee) on the
effectiveness of the company’s management of its
material business risks at least annually.
SkyCity operates a combined assurance model which is
led by the Group Risk team and includes a combination
of business self-assurance (production and maintenance
of business unit risk registers), internal audit activity, and
the selected outsourcing of a number of independent
reviews. The overall effectiveness of the combined
assurance model is monitored and assessed by, and all
significant assurance findings are communicated to, the
Audit Committee.
The SkyCity Board and management recognise that
a positive culture is fundamental to an effective risk
management f ramework and instils and promotes a
culture which values the principles of honesty, fairness,
cooperation, diversity and inclusion, and accountability
– as reflected in the SkyCity Group’s Code of Conduct
(available in the Governance section of the company’s
website at www.skycityentertainmentgroup.com).
The Group Risk team monitors the company’s culture for
indications on how well the risk culture is performing
and/or areas for improvement by way of:
• leadership risk culture surveys conducted annually
across the SkyCity Group;
• mini risk culture surveys conducted as part of each
assurance and risk review;
• bi-annual reviews of various metrics to help provide a
proxy view of risk culture;
• bi-annual presentation of a risk culture dashboard to
the Risk and Compliance Committee (previously to the
Audit and Risk Committee); and
• regular discussions with management on risk culture.
In June 2022, we extended our annual risk culture survey
to all SkyCity staff (not just the leadership team) with
the assistance of an external organisational psychologist
with significant experience in risk culture surveys. The
focus and objective of this ‘Speak Up About Risk’ survey
was on ‘doing the right thing’ in areas critical to SkyCity’s
business, including in AML, host responsibility, and health
and safety, and to constructively diagnose areas where
SkyCity may require further uplift in helping our people to
understand and execute their responsibilities in relation
to risk and compliance in these areas. Pleasingly, 74% of
our employees participated in the survey with the results
indicating overall positive attitudes, behaviours and
practices in relation to risk culture.
Our Material Risks
SkyCity’s ability to create and preserve value for its
shareholders requires the successful execution of its
business strategy, while maintaining a sound culture
and practices to maintain compliance with responsible
gaming f rameworks. Risks influencing its ability to do
this, including SkyCity’s material exposure to economic,
environmental and social sustainability risks, if any, and
how it manages or intends to manage those risks, are
outlined in the table overleaf.
Given the nature of SkyCity’s operations, SkyCity does
not have a material exposure to environmental risks in
its usual day-to-day operations. SkyCity nonetheless
recognises the criticality of climate related risks to its
operations. Further details on these risks and SkyCity's
approach to climate change risk management and
reporting are outlined on pages 84–86 of this annual
report.
37Risk Profile and Management

Material ExposureRisk Management
Highly Regulated Industry
SkyCity operates in the casino industry, which is highly
regulated. The regulatory f ramework in which the
business operates is not only complex but also subject
to change f rom time to time, which may impact the
environment in which SkyCity operates and increase
the costs and complexities of operating its business.
In addition, there is an increased regulatory focus by
different regulators of the casino industry, as well as
ongoing pressure to keep improving SkyCity’s standards.
Potential examples include changes to gaming legislation
and regulations, licence conditions and gaming taxes and
levies. Such changes may be introduced for a variety of
reasons, including in response to the behaviour of others
operating in the industry or increased government and
regulatory conservatism in relation to the casino industry
in New Zealand and Australia.
Over the past financial year, there has been continued
focus on regulatory oversight of land-based casino
operators in New Zealand and Australia (including in
respect of anti-money laundering and host responsibility
obligations) and on SkyCity’s ‘social licence’ to operate
– see page 41 of this annual report for more details.
The regulatory risk is mitigated by close monitoring of
the evolving regulatory landscape, including maintaining
f requent and transparent engagement with the
governments and regulators in each jurisdiction in which
SkyCity operates and with industry stakeholders to
ensure that expectations are met and high standards of
compliance are maintained.
Targeted initiatives are undertaken as and when required
based on the likelihood of the risk occurring and the
impact it would have on SkyCity’s business.
SkyCity also supports a robust compliance culture and
f ramework to ensure compliance with licence conditions
and applicable legislation and regulations.
Pandemic Preparedness and Business Continuity
As with any large, distributed business, SkyCity must
be prepared for a wide range of events that have the
potential to cause significant disruption and/or temporary
closure of one or more of its sites.
The COVID-19 pandemic and related actions taken in
response by the New Zealand, Australian and other
Governments (including national lockdowns and
border controls/travel restrictions) and the effects of the
pandemic on global and domestic economies have had,
and are likely to continue to have, a material adverse
effect on SkyCity, its financial performance and outlook,
liquidity and/or share price.
To mitigate this risk, SkyCity maintains a comprehensive
business continuity f ramework, which supports
preparedness and response to a wide range of critical
events, including natural disasters, fire, emergency
incidents and pandemics.
The business continuity f ramework is subject to
ongoing monitoring to ensure management readiness
and capability (including undertaking simulated crisis
response drills on a regular basis to test management
readiness and capability) and improvement to enhance
resilience.
Due to the strength of the business continuity
f ramework, the SkyCity Board and management have
worked well in responding to and managing the ongoing
impacts of the global COVID-19 pandemic to date.
Customer and Innovation Risk
SkyCity recognises that it is important to consider
evolving customer demographics and preferences in
both its gaming and non-gaming operations, including
new offerings, technologies and innovation.
To ensure SkyCity remains relevant to its customers,
key strategic projects are progressed, with a focus
on emerging industry trends and opportunities for
leveraging new technology and demographic changes.
Master planning also continues to be progressed for
each of the SkyCity sites to explore opportunities for food
and beverage, new gaming spaces and entertainment
offerings.
SkyCity Entertainment Group Annual Report Year Ended 30 June 2022
38

GENERAL
Material ExposureRisk Management
Liquidity and Solvency Risk
SkyCity’s ability to achieve its business objectives is
dependent on it being able to effectively manage its
liquidity and solvency throughout a period of no and/or
significantly diminished revenue and earnings.
There is significant complexity related to managing
those matters, including as a consequence of a number
of matters being outside of SkyCity's control. Such
unexpected matters could result in SkyCity's financial
position and future performance being adversely
impacted.
SkyCity’s ability to demonstrate fiscal resilience during
these times is critical to maintaining long term investor
and regulatory confidence.
SkyCity manages liquidity risk by continuously
monitoring forecast and actual cash flows and
maintaining flexibility in funding by keeping committed
credit lines available with a variety of counterparties and
maturities.
SkyCity also maintains close and transparent
relationships with its lenders (including banks and United
States private placement noteholders).
Given the cautious economic outlook and that significant
risk and uncertainty still exists around COVID-19, SkyCity
continues to adopt a conservative approach to capital
management.
Loss of Casino Licence
SkyCity’s Auckland property contributes a significant
portion of SkyCity’s EBITDA. This concentration of
earnings means that the performance of SkyCity is heavily
dependent upon the Auckland property. A significant
disruption to SkyCity’s Auckland operations, which may
arise through the suspension, cancellation or expiry of
the Auckland casino licence, would have a significant
negative impact on SkyCity.
The suspension, cancellation or expiry of any of SkyCity’s
other casino licences would also have a negative impact
on SkyCity.
SkyCity has mitigated this risk by securing an extension
of the Auckland casino licence to 30 June 2048.
The SkyCity Adelaide casino licence currently runs
until 30 June 2085. Extensions to the Hamilton and
Queenstown casino licences can be sought in accordance
with the renewal provisions of the Gambling Act 2003
(New Zealand).
In addition, SkyCity mitigates this risk by maintaining
a robust compliance culture and f ramework to
ensure compliance with licence conditions and
gaming legislation and regulations, and maintaining
engagement with the governments and regulators, in
each jurisdiction in which SkyCity operates.
SkyCity has an excellent history of compliance over 25
years and is committed to working cooperatively with its
regulators on matters of concern.
Economic and Business Volatility
The general economic conditions in the markets that
SkyCity operates in, in addition to volatility in certain parts
of the business, can significantly influence the financial
performance of the company.
To mitigate these risks, SkyCity continually monitors its
external environment, including the geo-political and
global economic landscape, and has a robust liquidity
management f ramework.
SkyCity also continually reviews the optimal mix for its
business activities to ensure it has a balanced portfolio
reflecting its risk appetite.
Development and Project Risk
(including Return from Major Projects)
SkyCity has a significant project still underway (the
New Zealand International Convention Centre and
Horizon Hotel development in Auckland). Potential
project risks include project delays, supply chain
constraints and project cost overruns.
The COVID-19 pandemic has significant implications for
return on capital invested in major projects. For example,
the closures of Australian interstate and international
borders significantly impacted visitation to the expanded
SkyCity Adelaide property (completed in December 2020).

SkyCity seeks to mitigate these risks by continually
monitoring progress by contractors against contractual
obligations, and maintaining robust project management.
SkyCity has established strong governance and oversight
f rameworks for both current and future major growth
projects. SkyCity also ensures robust governance over
capital allocation and shareholder returns.
39Risk Profile and Management

Material ExposureRisk Management
Technology Risk
Technology represents a critical platform to SkyCity’s
business – not only for facilitating/enabling its operations,
but also mitigating cyber-threats and ensuring
compliance with regulatory and licence requirements.
SkyCity’s operations are dependent on a number of key
systems. There is a risk that the security of critical systems
may be compromised and/or information is accessed
without authorisation, deleted or corrupted, which could
impact SkyCity’s ability to operate critical systems and
result in costs to resolve or repair, potential downtime
of operations, potential breaches of privacy and/or
reputational impacts.
To mitigate technology risk, SkyCity has invested in a
significant programme over recent years to improve
technology systems, inf rastructure, capability and data
management, and to improve cyber-resilience. SkyCity
continues to invest in these areas as required (particularly
around ensuring improved levels of ICT disaster
recovery preparedness) and to keep abreast of the latest
cybersecurity issues and security patches. Additionally,
there is a strong, ongoing focus on technology project
governance, risk management and assurance.
A management-led Privacy and Cybersecurity Steering
Committee is in place to govern the development
of SkyCity’s privacy and cybersecurity strategy and
programme, prioritise mitigation initiatives against
the cybersecurity risk matrix, prioritise the operational
initiatives to lift SkyCity’s security posture, and review and
respond to major cyber and privacy incidents and oversee
the proposed measures to prevent recurrence.
Penetration testing is undertaken regularly to test system
resilience and identify any security vulnerabilities that
could be exploited. Simulated phishing emails are also
regularly sent within the organisation to raise security
awareness amongst employees.
Health and Safety Risk
SkyCity has Health and Safety Risk Registers in place
that identify risks into two key categories – high
consequence/low f requency (being critical risks) and
low consequence/high f requency risks.
Due to the hospitality and retail focus of SkyCity’s
business, a high percentage of the company’s health and
safety risk falls into the low consequence/high f requency
category, which includes risks such as slips and trips and
cuts f rom manual task related injuries.

To mitigate critical risks (which include working at
heights, confined spaces, electrical, moving plant,
fire and explosion), SkyCity has in place extensive safe
systems of work to effectively control the potential for
an incident. Ongoing safety assurance activities seek to
test these controls and, where appropriate, strengthen
critical risk controls ensuring SkyCity keeps its people and
visitors safe.
SkyCity has harm prevention programmes in place which
are aimed at reducing minor injuries and promoting
wellness amongst SkyCity’s employees and contractors.
SkyCity’s New Zealand properties are tertiary accredited
under the Accident Compensation Corporation's
Accredited Employers Programme and its Adelaide
site is a registered self-insured employer. The company
undertakes assurance activities to maintain certifications
and continually improve its health and safety
performance.
SkyCity is committed to delivering robust health and
safety standards to manage the ongoing risks associated
with COVID-19 and has developed and implemented
a COVID-19 Health Management Framework for its
business operations. Both New Zealand and Australia
have achieved relative success in ensuring a low level
of infection and mortality compared to many other
countries around the world. However, the ongoing health
and safety risks of COVID-19 have significantly altered the
commercial landscape for SkyCity's land-based properties
in both jurisdictions.
SkyCity Entertainment Group Annual Report Year Ended 30 June 2022
40

GENERAL
Financial Crime
The New Zealand and Australian anti-money laundering
and counter terrorism financing legislation places
obligations on certain organisations (including financial
institutions and casinos) to detect and deter money
laundering and terrorism financing and take appropriate
measures to guard against money laundering and
terrorism financing. Money laundering is how criminals
disguise the illegal origins of their money. Financers of
terrorism use similar techniques to money launderers to
avoid detection by authorities and to protect the identity
of those providing and receiving the funds.
At SkyCity, we place great importance on our anti-money
laundering (AML) and countering financing of
terrorism (CFT) obligations throughout every part of
the organisation. We are committed to ensuring that
we provide entertaining and profitable, yet safe and
responsible, experiences and environments.
As a casino operator and reporting entity for the purposes
of the AML/CFT legislation in New Zealand and Australia,
SkyCity has the following measures in place across its
land-based casinos:
• an assessment of the money laundering and financing
of terrorism risks that SkyCity could face in the course
of running its business;
• AML/CFT Programmes in New Zealand and Australia
that include procedures to detect, deter, manage
and mitigate money laundering and the financing of
terrorism;
• an AML Compliance Officer appointed in each of
New Zealand and Australia to administer and maintain
the AML/CFT Programmes;
• customer due diligence processes, including customer
identification and verification of identity;
• suspicious activity reporting, threshold transaction
reporting, auditing and annual reporting of systems
and processes. For example, SkyCity reports any
suspicious activity that may be related to illegal activity,
and cash transactions over $10,000, to the New Zealand
Police and the Australian Transaction Reports and
Analysis Centre (AUSTRAC) (as applicable); and
• regular internal and external audits and reviews of
AML/CFT compliance.
The Risk and Compliance Committee (previously
the Audit and Risk Committee) is a dedicated Board
committee that has responsibility for, amongst other
things, ensuring compliance with AML/CFT requirements
in New Zealand and Australia and is intended to provide
increased and focused Board oversight over SkyCity’s risk
and compliance obligations. The Risk and Compliance
Committee discusses, as a standing agenda item at
each scheduled meeting, matters relating to the Group’s
AML/CFT obligations.
Within the business, a specialist Financial Crime team
oversees the Group’s ongoing compliance with AML/CFT
requirements and a management-led AML Senior
Management Group provides enhanced governance to
AML/CFT related matters across the Group and supports
the effective implementation of SkyCity’s AML/CFT
obligations across the Group. SkyCity senior managers
and employees engaged in AML/CFT related duties also
receive training on AML/CFT matters.
As part of SkyCity’s assurance activities, an independent
review is conducted on a regular basis of SkyCity’s
New Zealand and Australian AML/CFT Programmes to
assess the effectiveness of these Programmes. An internal
assurance function is responsible for monitoring the
outcomes of the independent reviews and ensuring that
any issues are appropriately addressed.
SkyCity’s online gaming site, SkyCity Online Casino, is
operated out of Malta in partnership with international
iGaming company Gaming Innovation Group Inc
(GiG). GiG has in place an AML/CFT Policy that includes
procedures to detect, deter, manage and mitigate money
laundering and the financing of terrorism, customer due
diligence processes (including customer identification
and verification of identity), and suspicious activity
reporting, auditing and annual reporting systems and
processes. A Money Laundering Reporting Officer
administers and maintains the AML/CFT Policy.
We continue to explore available technology solutions and
seek expert advice where required to deliver best practice
AML/CFT standards at SkyCity.
Increased Focus on the Casino Industry
In recent years, there has been continued media and
regulator focus on the casino industry in Australia with
a particular focus on the operations of Crown Resorts
Limited and The Star Entertainment Group Limited.
This has resulted in increased focus and scrutiny on
SkyCity and other casino operators and could lead to more
stringent regulations for casino operators in Australia and
New Zealand in relation to money laundering and other
financial crimes.
Consequently, there are heightened expectations on
SkyCity around its obligations under AML/CFT
legislation and regulations, monitoring cash and
third-party transactions, and undertaking enhanced due
diligence checks on higher risk customers. Banks in both
New Zealand and Australia are also signalling to casinos
that they have a significantly reduced risk appetite for
accepting cash deposits f rom higher risk customers.
41Risk Profile and Management

Board Governance
& Oversight
SkyCity Board and
Risk and Compliance
Committee oversight of
AML compliance
AML Programmes
AML Programmes
established in New Zealand
and Adelaide outlining
SkyCity’s AML processes

and procedures for customer
screening, transaction
monitoring, regulatory
reporting, customer due
diligence and enhanced due
diligence (subject to regular
internal and external review)
AML Roles & Duties
A specialist Financial
Crime team (including
designated AML
Compliance Officers)
within the business
oversees the Group’s
ongoing day-to-day
compliance with

AML requirements
External Advisors
Assisted by experienced
external AML advisors
Independent
Assurance
An independent review
is carried out every
2–3 years in New Zealand
and Adelaide to monitor
compliance with the

AML Programmes
IT Systems
• Internal IT systems
(Bally and iTrak) used for
AML record keeping
• An external specialist
AML system (Jade
ThirdEye) used to
facilitate customer
screening and reporting
AML Risk Assessment
Each AML Programme
contains a risk assessment
identifying the money
laundering and terrorism
financing risks that SkyCity
may reasonably expect to face

in the course of its business
Learning &
Development
AML training programmes
for staff
Senior Management
Governance & Oversight
• An AML Senior Management
Group meets to discuss AML
issues relevant to the Group
• An Adelaide AML
Senior Management
Committee oversees

AML issues specific
to the Adelaide operations
• A management steering
committee oversees the
implementation of the
Adelaide AML Enhancement
Programme
SkyCity Anti-Money Laundering Control Framework
SkyCity Entertainment Group Annual Report Year Ended 30 June 2022
42

GENERAL
AUSTRAC Enforcement Investigation into
SkyCity Adelaide
In June 2021, SkyCity was informed by AUSTRAC’s
Regulatory Operations Team that it had identified
potential serious non-compliance by SkyCity Adelaide
Pty Limited (SkyCity Adelaide)with the Australian
Anti-Money Laundering and Counter-Terrorism Financing
Act 2006 (Cth) and Anti-Money Laundering and
Counter-Terrorism Financing Rules Instrument 2007
(No. 1) and that it had, consequently, referred the matter
to AUSTRAC’s Enforcement Team which had initiated a
formal enforcement investigation into the compliance of
SkyCity Adelaide. The potential non-compliance includes
concerns relating to ongoing customer due diligence,
adopting and maintaining a compliant AML/CTF
Programme and compliance with Part A of an AML/CTF
Programme. These concerns were identified in the course
of a compliance assessment which AUSTRAC commenced
in September 2019 focusing on SkyCity Adelaide’s
management of customers identified as high risk and/or
politically exposed persons.
The SkyCity Board and management team take the
concerns raised by AUSTRAC very seriously and took
immediate steps to investigate and seek to address
AUSTRAC's concerns. Those steps have included
establishing a Steering Committee to oversee
SkyCity Adelaide's engagement with AUSTRAC
throughout the investigation process and its response
to addressing AUSTRAC’s concerns and engaging an
independent expert to conduct a comprehensive review
of SkyCity Adelaide’s AML/CTF Programme and broader
AML function to assist SkyCity where appropriate to
enhance and improve the AML/CTF Programme and
AML function. These reviews have not been limited to
matters specifically raised by AUSTRAC – they have also
been directed to identifying any areas where SkyCity
Adelaide’s AML/CTF Programme and AML function could
be enhanced or uplifted more generally.
In November 2021, we developed a comprehensive
AML Enhancement Programme for SkyCity Adelaide in
response to the concerns raised by AUSTRAC and taking
into account the independent expert’s recommendations
and the findings of SkyCity’s own internal review of
the SkyCity Adelaide AML/CTF Programme and wider
AML function. The AML Enhancement Programme
encompasses the ongoing process of 'business as usual'
continuous improvement and is designed to lift the
maturity of the SkyCity Adelaide AML/CTF Programme
and broader AML function across certain key areas over
a two-year period. As part of the AML Enhancement
Programme, we are building and enhancing our internal
AML resourcing, including the appointment of a new
General Manager Financial Crime and AML Compliance
Officer for SkyCity Adelaide in October 2021 to lead the
AML function at SkyCity Adelaide and the recruitment of
additional roles within the SkyCity Adelaide AML team.
Significant investment has been made and budgeted in
resourcing and capital to support the AML Enhancement
Programme and uplift, and this will remain ongoing over
the coming years.
As at the date of this annual report, AUSTRAC’s
enforcement investigation is continuing and SkyCity
continues to cooperate with AUSTRAC, including
continued engagement and the provision of information
and documents required by AUSTRAC. To date, AUSTRAC
has not filed civil penalty proceedings against SkyCity
Adelaide or indicated whether it intends to take any
enforcement action against SkyCity Adelaide, but
enforcement action remains an option open to AUSTRAC
in connection with its investigation into SkyCity Adelaide.
At this stage, the timetable for completion of the
AUSTRAC investigation into SkyCity Adelaide remains
unclear. However, given that AUSTRAC’s enforcement
investigation remains ongoing, and we have identified
certain areas where enhancements to the Adelaide
AML/CTF Programme are required or appropriate, there
is a possibility that AUSTRAC could bring an enforcement
action against SkyCity Adelaide. Any such action and any
associated penalties could have a significant financial and
reputational impact on SkyCity.
Independent Review of SkyCity Adelaide
On 1 July 2022, SkyCity was advised by Consumer and
Business Services (the South Australian gaming regulator)
that it had appointed the Honourable Brian Martin AO QC
to undertake an independent review of SkyCity Adelaide
in accordance with Part 3 of the Casino Act 1997 (SA) in
light of interstate inquiries into various casino operations.
Mr Martin QC is due to report back to the South Australian
Liquor and Gambling Commissioner by 1 February 2023.
SkyCity is continuing to cooperate with the review and
requests for information and documents as they arise.
43Risk Profile and Management

1. JULIAN COOK – Chair
Chair of the People and Culture Committee
Member of the Audit Committee
Member of the Risk and Compliance Committee*
Chair of the Governance and Nominations Committee
Appointed a director of SkyCity in June 2021
and Chair of the SkyCity Board in January 2022
Resides in New Zealand
Julian Cook was Chief Executive Officer of Summerset
Group Holdings Limited f rom 2014 to March 2021 and,
prior to becoming Chief Executive Officer, Summerset’s
Chief Financial Officer where he oversaw the company’s
transition to become a publicly listed company on the
New Zealand and Australian stock exchanges.
Prior to joining Summerset in 2010, Mr Cook was an
Associate Director at Macquarie Group where he gained
significant experience in the energy, industrial services,
tourism and aged care sectors over a 12-year career.
Julian is currently a director of WEL Networks Limited
and Winton Land Limited and holds a Master of Finance
f rom Victoria University and a Master of Science f rom the
University of Waikato.
2. SUE SUCKLING – Director
Member of the Governance and Nominations
Committee
Appointed a director of SkyCity in May 2011
Resides in New Zealand
Sue Suckling is an independent director and consultant
with over 25 years in commercial corporate governance.
She is recognised for her leadership in the technology
innovation space and her deep governance experience.
Sue is currently the Chair of the Insurance & Financial
Services Ombudsman Scheme Commission, Jacobsen
Holdings Limited, 5th Element Limited, Eat My Lunch
Limited, Rubix Limited, Jade Software Corporation
Limited, Boulcott Hospital and Taska Prosthetics Limited.
Previous governance roles include chairing NIWA, the
New Zealand Qualifications Authority and AgriQuality
Limited, and as a director of Restaurant Brands Limited,
Westpac Investments Limited and the New Zealand Dairy
Board. She holds an OBE for her contribution to New
Zealand business.
Sue is a Chartered Fellow of the New Zealand Institute
of Directors and a Companion of the Royal Society of
New Zealand.
Sue will retire as a director in early 2023.
Our
BOARD
1
3
5
7
2
4
6
44

GENERAL
3. JENNIFER OWEN – Director
Chair of the Audit Committee
Member of the Governance and Nominations
Committee
Appointed a director of SkyCity in December 2016
Resides in Australia
Jennifer Owen has more than 30 years’ experience in the
areas of accountancy, audit, finance, treasury and equities
research. She has specific specialist knowledge of the
New Zealand and Australian gaming and entertainment
sectors through her previous roles as Director of Equities
Research at Citigroup Global Markets, with a specialist
focus on the Australasian gaming sector, and as Equities
Research Analyst at Macquarie Group focusing on the
tourism/leisure sector, and a wide network within the
gaming industry and a strong understanding of industry
and investor issues.
Jennifer is currently a Principal of Owen Gaming Research,
an independent research firm specialising in the gaming
and wagering markets, and a director of Aspire Child Care
(Mascot) Pty Limited.
Jennifer holds a Bachelor of Business f rom the
Queensland Institute of Technology and a Master
of Business Administration f rom the University of
Queensland, is a graduate of the Australian Institute of
Company Directors’ Diploma course and is a member of
Chartered Accountants Australia and New Zealand.
Jennifer will retire as a director at the company's
upcoming Annual Meeting on 28 October 2022.
4. SILVANA SCHENONE – Director
Member of the People and Culture Committee
Member of the Governance and Nominations Committee
Appointed a director of SkyCity in June 2021
Resides in New Zealand
Silvana Schenone is an experienced corporate advisor. In
October 2021, Silvana will take up the role of Managing
Director and Co-Head of Investment Banking at leading
investment bank Jarden. Prior to this, Silvana was a
partner at MinterEllisonRuddWatts in Auckland where she
successfully led the firm’s Corporate division.
Silvana has extensive expertise in mergers and
acquisitions, private equity investments, takeovers,
schemes of arrangement, capital raisings and corporate
governance matters.
Silvana is recognised internationally for her commercial
acumen and negotiation skills, and is a thought leader
on corporate governance issues. Prior to moving to
New Zealand in 2007, Ms Schenone was a corporate
lawyer at Sullivan & Cromwell LLP in New York and prior
to that at Cariola Diez Pérez-Cotapos in Chile.
Committed to championing greater diversity, Silvana is
a founding member of OnBeingBold. She is also a Board
member of the New Zealand Takeovers Panel and holds a
Master of Laws f rom Harvard University.
5. CHAD BARTON – Director
Member of the Audit Committee
Member of the Risk and Compliance Committee*
Member of the People and Culture Committee
Member of the Governance and Nominations Committee
Appointed a director of SkyCity in June 2021
Resides in Australia
Chad Barton has extensive experience across finance,
capital markets, mergers, acquisitions and property
development. He is currently the Chief Operating Officer
and Chief Financial Officer of Nuix Limited, an ASX-listed
global software company, and was the Chief Financial
Officer of ASX-listed companies The Star Entertainment
Group Limited f rom 2014 to 2019 and Salmat Limited f rom
2009 to 2014. Prior to this, he was Chief Financial Officer of
the Australia and New Zealand business of Electronic Data
Systems f rom 2006 to 2009.
Chad, as founding Chairperson, established Women in
Gaming & Hospitality Australasia to achieve gender equity
and support the development and success of women in
the gaming industry.
He is a member of the Australian Institute of Company
Directors and Chartered Accountants ANZ and holds a
Bachelor of Business f rom the University of Technology in
Sydney.
*The Risk and Compliance Committee will be established with effect f rom 26 August 2022.
45
Our Board

6. KATE HUGHES – Director-elect
Appointment remains subject to regulatory approvals
Resides in Australia
Kate Hughes is an experienced non-executive director,
holding board and committee roles across a diverse
portfolio, including the Victorian Department of Health,
SuniTAFE and Lower Murray Water. She also holds
committee roles with two Commonwealth regulators,
Comcare Authority and the Australian Prudential
Regulation Authority.
Prior to embarking on a governance career, Kate held
executive roles in risk management, governance and
compliance across various sectors, including financial
services, agribusiness, fast moving consumer goods,
telecommunications, and tertiary education. Her private
sector experience is complemented by regulatory
experience at the Australian Securities and Investments
Commission and NSW Treasury.
Kate holds tertiary qualifications in commerce, applied
finance, and occupational health and safety and is a
graduate of the Australian Institute of Company Directors.
The SkyCity Board intends to appoint Kate as the Chair of
the Risk and Compliance Committee*.
7. GLENN DAVIS – Director-elect
Appointment remains subject to regulatory approvals
Resides in Australia
Glenn Davis has practised as a solicitor in corporate and
risk throughout Australia for over 35 years with expertise
and experience in the execution of large transactions, risk
management and in corporate activity regulated by the
Australian Corporations Act and the ASX.
Glenn has extensive board experience across the public,
private, family and government sectors. He is currently
the Chair of ASX-listed companies Beach Energy Limited
and iTech Minerals Limited. He is also chair of a number
of large private companies with broad board experience
over many years in the manufacturing, resources, retail,
property, seafood and primary production industries.
Glenn holds tertiary qualifications in law and economics
and is a fellow of the Australian Institute of Company
Directors.
In addition to being appointed to the SkyCity Board, it is
intended that Glenn also be appointed as a non-executive
director and Chair of SkyCity's Australian Subsidiary,
SkyCity Adelaide Pty Ltd.
*The Risk and Compliance Committee will be established with effect f rom 26 August 2022.
SkyCity Entertainment Group Annual Report Year Ended 30 June 2022
46

GENERAL
Our Senior Leadership Team
1. MICHAEL AHEARNE – Chief Executive Officer
Michael was appointed Chief Executive Officer in
November 2020. He joined SkyCity in December 2017
as Group Chief Operating Officer and was responsible
for enhancing value across SkyCity’s properties in New
Zealand and Australia. Michael also led SkyCity’s online
gaming strategy, including overseeing the establishment
of SkyCity Online Casino in 2019.
Michael’s extensive global experience in the gaming
industry spans over 20 years across multiple sectors,
including land-based and online casinos, as well as retail
and online sports betting. Prior to joining SkyCity, Michael
held a number of senior executive roles at Paddy Power
Betfair, one of the world leaders in sports betting and
gaming. Michael was formerly the Chief Operating Officer
for Aristocrat in the Australia and New Zealand regions
and has held several senior management positions at
The Star Casino in Sydney.
Michael is currently a director of Gaming Innovation
Group Inc. He is a qualified accountant and holds a
Master of Business Administration f rom the University of
Technology, Sydney.
2. JULIE AMEY – Chief Financial Officer
Julie joined SkyCity as Chief Financial Officer in May
2021 and is responsible for the financial management of
SkyCity, including reporting, treasury, risk management
and corporate development. She also oversees SkyCity’s
Information and Communications Technology function
and helps to drive the strategic direction of the SkyCity
Group.
Julie joined SkyCity f rom Shell Australia where she held
the role of Vice President Finance Integrated Gas. She
has also held a number of senior finance roles with the
Shell Group around the world since 2001, including as
Vice President Finance Qatar Shell, Chief Financial Officer
for Shell & Turcas A.S. Turkey and Business Finance
Manager and Financial Controller for Upstream Middle
East in the United Arab Emirates. Prior to joining Shell,
she held finance roles at Fletcher Challenge Energy, BBC
Worldwide Publishing and Deloitte & Touche.
Julie is a chartered accountant and holds a Bachelor of
Management Studies f rom the University of Waikato.
Our Senior
Team
LEADERSHIP
1
3
5
7
9
2
4
6
8
47

3. CALLUM MALLETT – Chief Operating Officer New
Zealand
Callum was appointed Chief Operating Officer New
Zealand in February 2021 and has operating responsibility
for SkyCity’s New Zealand businesses, including the
day-to-day operations of SkyCity Auckland.
Callum has significant gaming and hospitality experience
having held a number of senior roles at SkyCity since
joining in 2009, including as General Manager of SkyCity
Darwin, General Manager SkyCity Auckland Hotels,
Convention Centre and Sky Tower, and Executive General
Manager of Hospitality for SkyCity Auckland.
Callum chairs SkyCity’s Host Responsibility Governance
Group, which has oversight of SkyCity’s host responsibility
uplift program and has driven significant investment in
both host responsibility resourcing and technology over
the past 24 months in particular.
Prior to joining SkyCity, Callum held numerous senior
leadership roles across the hospitality, retail and financial
investment sectors. He holds a Bachelor of Commerce
f rom Victoria University of Wellington, and has completed
studies with Cornell University, The London Business
School and the University of Nevada.
4. DAVID CHRISTIAN – Chief Operating Officer Australia
David was appointed Chief Operating Officer Australia
in February 2021 and is responsible for SkyCity’s Adelaide
business and overseeing the Australian interstate gaming
business.
David has more than 30 years’ experience in hospitality,
hotel and casino management, including working in
several Australian States and Singapore. He has held a
number of senior roles during his career with SkyCity
since joining in 2005, including General Manager SkyCity
Adelaide (where he was responsible for overseeing the
construction and opening of the A$330 million Adelaide
expansion development), General Manager SkyCity
Darwin, General Manager SkyCity Auckland and General
Manager SkyCity Hamilton.
David holds a Master of Business Administration f rom
Deakin University, Victoria, and a Diploma of Hospitality
Management f rom Drysdale House, Tasmania.
5. CLAIRE WALKER – Chief People and Culture Officer
Claire was appointed in August 2016, bringing more than
20 years’ experience in human resource management
gained across a number of different sectors, and
holds the position of Chief People and Culture Officer.
She is responsible for leading the development and
implementation of best practice people and culture
strategy across the SkyCity Group and has executive
responsibility for sustainability at SkyCity.
Prior to joining SkyCity in 2016, Claire was Chief People
Officer at Sanford Limited where she established the
human resources function and led the sustainability
and integrated reporting activities for the organisation
and, prior to that, Claire led the human resources and
employee relations function for the SkyCity Auckland
business. Claire has also held senior human resource roles
with Carter Holt Harvey and Downer after several years
working in the education sector.
Claire holds a governance role on the advisory board of
the Sustainable Business Council in New Zealand.
6. JO WONG – General Counsel and Company Secretary
Jo joined SkyCity as Senior Legal Counsel in January 2009
and was appointed as General Counsel and Company
Secretary in September 2016. She is responsible for
SkyCity’s legal, company secretarial, regulatory affairs and
anti-money laundering functions and is designated as
SkyCity’s Chief Privacy Officer.
Jo has over 20 years’ experience in both private practice
and in-house legal roles. Before joining SkyCity in 2009,
she held General Counsel and Group Corporate Counsel
roles in the New Zealand financial services industry and
was a Senior Solicitor at Russell McVeagh, one of the
leading law firms in New Zealand.
Jo was a finalist in the In-House Lawyer of the Year
category in the 2019 and 2020 New Zealand Law Awards
and was recognised in New Zealand Lawyer’s 2019 and
2020 In-House Leaders lists as one of the leading lawyers
across New Zealand. Jo is a graduate of the 2017 Global
Women Breakthrough Leaders Programme, is a member
of New Zealand Asian Leaders and holds a Bachelor of
Laws and a Bachelor of Arts f rom Victoria University of
Wellington.
SkyCity Entertainment Group Annual Report Year Ended 30 June 2022
48

GENERAL
7. SIMON JAMIESON – General Manager NZICC
Since joining SkyCity in September 2007, Simon has held
a number of roles, including General Manager SkyCity
Adelaide, General Manager Hotels SkyCity Auckland and
Acting General Manager SkyCity Auckland.
As General Manager NZICC, Simon oversees the
development of SkyCity’s New Zealand International
Convention Centre and Horizon Hotel project in Auckland.
He is also responsible for SkyCity’s development projects
in New Zealand and health and safety.
With more than 35 years’ experience in large-scale
hospitality businesses, Simon brings a wealth of
commercial, property, project and tourism experience to
the SkyCity business. Simon has governance experience
on industry boards and Local Government owned entities
and trusts.
8. GLEN MCLATCHIE – Chief Information Officer
Glen joined SkyCity in 2016 as Chief Information Officer
and is responsible for lifting the digital capability of the
organisation to be able to respond to future innovation
initiatives and growth strategies.
Prior to joining SkyCity, Glen was General Manager
ICT with Meridian Energy where he transformed and
modernised their aging technology footprint and digital
capability. He has over 25 years of technology experience
f rom across several industries globally, having worked in
and out of the UK, France, USA, Australia, Malaysia, India,
China and the Middle East.
Glen is a member of the Institute of Directors in New
Zealand, a board member of Auckland charity Big
Brothers Big Sisters and an advisory board member of
Cyber Research NZ. Glen holds a Master of Information
Systems f rom Swinburne University, Australia, and a
Bachelor of Business Studies f rom Massey University,
New Zealand.
9. NIRUPA GEORGE – Chief Corporate Affairs Officer
Nirupa joined SkyCity as Chief Corporate Affairs Officer
in June 2021 and is responsible for leading SkyCity’s
corporate affairs activities, including government,
community and industry stakeholder relations and
SkyCity’s public policy and advocacy.
Before joining SkyCity, Nirupa was Chief of Staff to the
Mayor of Auckland responsible for running his office and
executing the Mayor’s political priorities. Prior to this, she
ran Mayor Phil Goff’s successful mayoral campaign in
2016 and worked in Parliament as a Political and Media
Advisor. Early in her career, Nirupa was a Senior Solicitor
specialising in refugee and humanitarian law.
Nirupa is currently the vice-Chair of Amnesty International
Aotearoa New Zealand and sits on its Audit and Risk
Committee. She holds a Bachelor of Laws and Bachelor of
Health Science f rom the University of Auckland.
Our Senior Leadership Team49

BOARD AND SENIOR LEADERSHIP TEAM STRUCTURE
SkyCity is committed to maintaining the highest standards of corporate behaviour and responsibility and has
adopted governance policies and procedures reflecting this. Our corporate governance f ramework ensures
Board accountability to shareholders and provides for an appropriate delegation of responsibilities to the
Chief Executive Officer and Senior Leadership Team.
The SkyCity Board has responsibility for the affairs and activities of the company, which in practice is achieved
through delegation to the Chief Executive Officer and Senior Leadership Team who are charged with the
day-to-day leadership and management of the company. Further information on SkyCity’s corporate
governance f ramework is set out on pages 89–96 of this annual report. SkyCity’s constitution and relevant
charters and policies are available in the Governance section of the company’s website at
www.skycityentertainmentgroup.com.
General
Manager
NZICC
Simon Jamieson
Chief Information
Officer
Glen McLatchie
Chief
Corporate Affairs
Officer
Nirupa George
Chief
Financial
Officer
Julie Amey
Chief Operating
Officer
New Zealand
Callum Mallett
Chief Operating
Officer
Australia
David Christian
Chief People
and Culture Officer
Claire Walker
General Counsel and
Company Secretary
Jo Wong
Governance and
Nominations
Committee
STANDING BOARD COMMITTEES
1

SENIOR LEADERSHIP TEAM
Audit
Committee
People and
Culture
Committee
Risk and
Compliance
Committee
SKYCITY BOARD
CHIEF EXECUTIVE OFFICER
Michael Ahearne
1 With effect f rom 26 August 2022, the Audit and Risk Committee will be renamed the Audit Committee, the Risk and Compliance
Committee will be established, and the Sustainability Committee will be disestablished.
SkyCity Entertainment Group Annual Report Year Ended 30 June 2022
50

SUSTAINABILITY
51

At SkyCity, we recognise that sustainability
is critical to all levels of our business and
operations.
Part of being a responsible business is
understanding the impacts arising from our
operations. The aim of this understanding
is to enable positive impacts to be fostered
and negative impacts to be, at the very
least, mitigated and ideally abated. This is
particularly true when there is potential for
harm to either people or the environment.
As a casino operator, we must continually focus on
our social licence to operate. SkyCity is committed to
maintaining the highest levels of sustainability objectives
and practices, with priority given to minimising the
impacts associated with problem gambling as an area of
primary focus.
Our sustainability initiatives are focused on doing good
for our customers, our employees, our communities, our
suppliers, our environment and our shareholders. Our
objective is to ensure that our strategic decisions strengthen
the communities we operate in and provide environments
and opportunities for our customers, suppliers and staff to
enjoy, to be entertained and to be safe.
Our Sustainability Framework and Strategy
In 2016, after engaging with both internal and external
stakeholders on which sustainability issues were most
relevant to SkyCity’s business, we adopted our first set
of sustainability goals, priority actions and targets and
developed a materiality matrix to identify a set of priority
impact areas and issues for the business. This f ramework
was subsequently refined in 2018 to incorporate global
trends and local market conditions in our approach to,
and assessment of, risks and opportunities, culminating in
a ref reshed set of sustainability pillars.
Since adopting our initial sustainability f ramework and
strategy, there has been considerable external and
internal change in relation to sustainability practices,
perspectives and operating context. Accordingly, during
the 2022 financial year, we commenced a review of
SkyCity’s sustainability f ramework and strategy - the
purpose of which was to understand the drivers for
sustainability for SkyCity into the early-mid 2020s, adopt
a fit-for-purpose f ramework for driving sustainability
decisions in the business, and gain confidence that
sustainability activity is aligned to organisational purpose
and strategy and is reflective of today’s operating context.
As an outcome of this review, in June 2022, we adopted a
new integrated business strategy, effective f rom
1 July 2022, that integrates environmental, social, and
governance considerations into our current business
strategy – as further detailed on pages 22–25 of this
annual report.
SkyCity has also developed and adopted a new three-year
sustainability implementation plan for FY23 – FY25 which
reflects the priority sustainability activity underpinning
our new integrated business strategy. We continue to
focus on embedding our sustainability f ramework and
strategy into all levels of the organisation and in the
way SkyCity operates. As part of this implementation
plan, SkyCity will report on its progress in relation to
sustainability priorities, objectives and activities against
its integrated business strategy f rom FY23 onwards rather
than against the previous sustainability pillars.
The Board maintains operational supervision of SkyCity’s
sustainability activities through clearly defined policy
and effective management. Claire Walker, SkyCity’s Chief
People and Culture Officer, has executive responsibility
for SkyCity’s sustainability activities with key operational
personnel within the business having day-to-day
responsibility for the activities.
Our Sustainability Pillars
The following pages outline our priorities, objectives
and activities for each of the sustainability pillars under
our previous sustainability f ramework and strategy (as
detailed in our 2021 annual report) – ‘Our Customers’,
‘Our People’, ‘Our Communities’, ‘Our Suppliers’ and ‘Our
Environment’, outline the activities undertaken to support
our sustainability strategy, and provide a summary of
our achievement against our priorities for the financial
year ended 30 June 2022. Commentary on the ‘Our
Shareholders’ pillar is provided in an overarching way
throughout the entirety of our financial and non-financial
disclosures.
The areas identified as priority issues are those considered
highly material for SkyCity’s business and for our
stakeholders.
SkyCity Entertainment Group Annual Report Year Ended 30 June 2022
52

SUSTAINABILITY
SkyCity Sustainability Implementation Plan FY23 – FY25
CUSTOMERS
COMMUNITYENVIRONMENT
PRIORITIES
Providing our customers vibrant
experiences, responsibly
Positively contributing to vibrant
communities in the places where
we operate
Protecting and enhancing the
environment in the places where
we operate
Implementation
Principles
(a) Stakeholder
value creation
(b) Commitment to
responsibility
(c) Culture of
compliance
(a) Creating vibrant experiences for
SkyCity customers and exceeding
their expectations
(b) Ensuring customer experiences
are provided safely and
responsibly
(c) Commitment to continuous
improvement and having the
systems and processes necessary
to deliver vibrant experiences,
responsibly
(a) Building and operating vibrant
destinations in the places where
we operate. Contributing back
to local communities
(b) Exceeding the expectations
of a responsible business in
the communities in the places
where we operate
(c) Commitment to continuous
improvement and having
the systems and processes
necessary to deliver vibrant
experiences, responsibly
(a) Respecting, protecting, and
enhancing the environment in
the places where we operate
(b) Responsible use of natural
resources and a commitment
to minimise our impact and,
where possible, enhancing
the environment in the places
where we operate
(c) Dedicated focus on complying
with all relevant environmental
regulations, including
climate-related risk disclosures
Focus Areas• Creating vibrant customer
experiences, delivered responsibly
by our people
• Host responsibility
• Prevention of financial crime
• Supporting our communities
through our Community Trusts
• Investing in collaborative
partnerships in our local
communities where we operate
• Providing employment and
development opportunities
for young people in our
communities
• Build SkyCity’s confidence
and capability to engage
authentically with mana
whenua and the indigenous
peoples of South Australia
• Climate change mitigation,
adaptation and transition for
our business
• Transitioning to a circular
economy for our business
• Building a sustainability
culture and engaging
employees on climate change
and sustainability
• Supporting the environmental
performance of our supply chain
Activities • Customer experience programme
• Host responsibility programme
• Financial crime programme
• Employee retention, training and
development
• SkyCity youth employment
and development programme
(Project Nikau)
• In collaboration with the SkyCity
Community Trusts, youth
development, employment and
career path programmes
• Community based partnerships
that deliver on the SkyCity
purpose and make an impact
• Mitigation: measure emissions,
set targets according to
science and reduce emissions
• Adaptation: assess climate
change risks and respond
• Transition: employee and
supply chain engagement on
climate change
• Reduction of waste and diversion
f rom landfill, including in
partnership with the value chain
• Environmental performance of
our supply chain
Our Targets• Customer satisfaction score
improvement year on year
• Compliant host responsibility
programme as evidenced by
internal/external audit processes
and mystery shopper exercises
• Compliant prevention of financial
crime programme as evidenced
by delivery of the Group AML
Enhancement Programme
• High levels of employee
engagement as evidenced by
maintaining or improving survey
scores
• 100% of eligible employees have
completed mandatory training
requirements (host responsibility
and AML/financial crime)
• Retain employees by growing
access to career paths within
SkyCity, targeting 40%+ of roles
filled internally each year
• Support vibrant and responsible
customer experiences by
targeting year on year growth
in the number of employees
accessing voluntary learning and
development opportunities
• 300 Project Nikau recruits by 2025
• Project Nikau retention rate
equivalent or better than
SkyCity Group retention rate
• Commitments (in line with
Community Trust Deeds)
met, and impact of these
commitments measured
• SkyCity Adelaide employee
population reflects South
Australia with 1.49% of employees
identifying as Aboriginal or Torres
Strait Islander
• Recalibrate climate change
action plan by end of FY23
• Climate risk assessment and
reporting (TCFD) completed
for FY24
• Emissions reduction of 25% by
2025 (38% reduction in Scope 1
and 2 by 2030 and 73% by 2050)
• 100% of contracted suppliers
engaged to discuss measuring
emissions and setting science
aligned targets by end of FY23
• 5% reduction year on year in
waste to landfill
• 10% reduction year on year in
single-use plastic products
• Employees’ knowledge of, and
engagement on, sustainability
enhanced
• By FY25, SkyCity’s EcoVadis
score is at or above the
benchmark score of 55

Our
Customers
BE RESPONSIBLE HOSTS
Ensure safe and enjoyable experiences for our
customers, employees and communities.

The promotion of responsible gaming and safe consumption
of alcohol are topics at the heart of our business.
We take our responsibilities to minimise risk and harm
from problem gambling very seriously.
Priority Issues
• Leading host responsibility
• Customer experience and engagement
• Community awareness of harm
minimisation practices
Key Stakeholders
• Customers (existing and potential)
• Department of Internal Affairs
• Gambling Commission
• Office of Liquor and Gambling
Commissioner
• Consumer and Business Services
• Government Ministers, agencies and
officials, including the Ministry of Health
• Treatment service providers and public
health providers, including Asian Family
Services, Problem Gambling Foundation,
Salvation Army, Raukura Hauora o Tainui
and Hāpai Te Hauora in New Zealand and
Relationships Australia, Overseas Chinese
Association, PEACE Multicultural Services
and OARS SA in South Australia
• Australasian Gaming Council
• Police
• Local councils
FY22 Performance Highlights
• Expanded our New Zealand host responsibility training
programme to include a virtual module for ‘Level 2’ training and
scenario-based training for customer facing teams
• Further enhanced our re-entry processes with the introduction
of mandatory pre-commitment plans for re-entry customers at
SkyCity’s New Zealand casinos
• Updated the internal data used to support the Focal algorithm
with the latest behavioural criteria
• Upgraded iTrak, SkyCity’s customer relationship management
(CRM) tool for host responsibility
FY22 Key Challenges
• Maintaining best practice host responsibility has continued to be
challenging in a COVID-19 operating environment
• Alignment of host responsibility and harm minimisation practice
and culture across the SkyCity casinos remains challenging due to
differences f rom site to site
• Media focus on the Department of Internal Affairs’ audit report
issued in May 2021 relating to its 2019 audit of the SkyCity Auckland
Host Responsibility Programme
FY23 Focus Areas
• Continue to enhance and further embed a culture of customer
care within SkyCity
• Maximise the use of existing host responsibility technologies
across all SkyCity properties and investigate new technologies
entering the market
• Develop an effective technological solution to monitor uncarded
gaming play
• Continued alignment of host responsibility practices across the
SkyCity casinos
55
Our Customers

SkyCity Group Harm Minimisation Framework
Board Governance &
Oversight
SkyCity Board and
Risk and Compliance
Committee governance
and oversight of
performance of harm
minimisation f ramework
Host Responsibility
Programmes
Site-specific
programmes outlining
SkyCity’s host
responsibility obligations
(approved by the
regulator)
Host Responsibility
Roles & Duties
Roles and activities
focused on customer
care and host
responsibility
monitoring
Software and
Algorithms to Monitor
Gaming Machine Play
Blended software for
analysis and insight
into player behaviour
and spend/visitation
traits, including real time
monitoring of continuous
use of gaming machines
Independent Assurance
• An independent audit is
carried out every two years
at each land-based casino
to monitor compliance
with its Host Responsibility
Programme
• Internal independent
assurance programme
(internal audit and
continuous improvement)
• Mystery shopping
programme
iTrak Monitoring
& Reporting
A record management
tool for host
responsibility incidents
and assessments,
including reports for
ongoing oversight
Learning &
Development
Framework
A suite of host
responsibility modules
for staff, including online
courses, in-person
courses, and annual
ref resher courses
Facial Recognition
Technology
Use of facial recognition
and alert technology to
detect excluded patrons
Communications
& Brand
An internal brand
communications
campaign to
promote awareness of
host responsibility
Reports to the
Regulator
Annual reporting to
the regulator on the
effectiveness of SkyCity’s
Host Responsibility
Programmes
Stakeholder
Engagement
Regular engagement
with community gaming
organisations and
academics
Senior Management
Governance &
Oversight
A Host Responsibility
Governance Group
meets regularly
to discuss host
responsibility matters
SkyCity Entertainment Group Annual Report Year Ended 30 June 2022
56

SUSTAINABILITY
Leading and Best Practice
Host Responsibility
When done responsibly, gambling is a fun and enjoyable
entertainment activity. However, it can also have harmful
effects on some individuals, their families and their
communities. Our challenge is therefore to ensure that
our business provides entertaining and profitable, yet safe
and responsible, experiences and environments.
This section largely focuses on SkyCity’s approach to
host responsibility across its land-based casinos. Due
to limitations in the New Zealand Gambling Act 2003,
SkyCity launched its online gaming site, SkyCity Online
Casino, offshore in August 2019 via its Maltese subsidiary,
SkyCity Malta Limited, in partnership with international
iGaming company Gaming Innovation Group Inc (GiG).
GiG provides a full-suite online casino solution, which
includes a technical platform, gaming content,
managed services, f ront-end development and
best-in-class host responsibility procedures. GiG has
tailored the host responsibility tools available f rom its
offshore platform to align wherever possible with SkyCity’s
land-based practices and, in some cases, has developed
new processes specifically applicable to the New Zealand
market such as the casino age restriction and contact
information for support services. Through rigid processes
and industry leading software, GiG also ensures that
international AML regulation and best practice is strictly
adhered to. Further details of SkyCity Online Casino’s
host responsibility practices are available at
www.skycityentertainmentgroup.com/our-commitment/
responsible-gambling for all customers and staff.
Commitment to Host Responsibility
At SkyCity, we place great importance on host
responsibility throughout every part of the organisation.
Up until August 2022, the Board’s Sustainability Committee
was responsible for overseeing and monitoring the
company’s host responsibility and responsible gambling
programme and initiatives and monitoring licensing and
regulatory compliance in respect of such matters. From
August 2022, the Board’s newly established Risk and
Compliance Committee will assist the SkyCity Board in
fulfilling its responsibilities relating to risk management
and compliance, including in respect of the company’s key
compliance obligations relating to host responsibility,
anti-money laundering, and health and safety matters.
Within the business, a management-led Host
Responsibility Governance Group meets regularly to
discuss and review host responsibility matters that have
arisen or may arise in the future across the SkyCity Group.
The principle objectives of the Governance Group are to:
• provide collective guidance to SkyCity management on
host responsibility matters of interest;
• enable senior management to discuss any relevant
topics and to receive advice, support and ongoing
learnings in a confidential environment;
• expose senior management personnel to host
responsibility topics that may have bearing or impact
on SkyCity’s regulatory environments, customers, their
site/jurisdiction of operation or its employees; and
• develop initiatives that will collectively benefit SkyCity
customers and shareholders by way of discussion,
provision or endorsement of responsible gambling
and/or harm prevention components.
A robust Host Responsibility Programme is in place at each
of our physical sites, and within SkyCity Online Casino, to
prevent and minimise harm f rom problem gambling.
All SkyCity staff receive training in host responsibility
awareness. A dedicated team of experienced host
responsibility specialists are employed at each of SkyCity’s
land-based casinos and, through our partnership with GiG,
an experienced harm minimisation team is in place for
SkyCity Online Casino.
An outline of SkyCity’s commitment to host responsibility
and detailed individual site-related information, including
the Host Responsibility Programme for each site and
SkyCity Online Casino, is available at
www.skycityentertainmentgroup.com/our-commitment/
responsible-gambling.
Maintaining Leading and Best Practice
Host Responsibility
We are immensely proud of the culture of care we have
developed within our casinos and continue to focus on
ways to ensure that this culture of care is maintained and
that we have the highest standard of host responsibility
best practice.
Over the past financial year, we implemented additional
host responsibility technology measures to improve our
ability to prevent and minimise harm f rom problem
gambling, including:
• the expanded use of facial recognition technology
to alert Host Responsibility staff when a gambler of
interest enters a SkyCity gaming area;
• upgrading SkyCity’s customer relationship
management tool, iTrak, with improved usability
and reporting functionality, which further improves
SkyCity’s ability to be insight-led; and
• updating the internal data used to support the
Focal predictive algorithm risk model with the latest
behavioural criteria to ensure that the algorithm is
analysing customer behaviour based on our most
recent behavioural data.
57Our Customers