Annual Shareholders Meeting Presentation and Results

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PGG WRIGHTSON LIMITED
ANNUAL SHAREHOLDERS’ MEETING – HYBRID
9:30am, Tuesday, 18 October 2022

Slide 1 – Meeting Opening Slide



Slide 2 – Welcome – Introduction

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Slide 3 – How to participate in the Virtual/Hybrid Meeting (Q&A)



Slide 4 – How to participate in the Virtual/Hybrid Meeting (Voting)



Slide 5 – Board of Directors

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Slides 6 to 7 – Executive Team




Slide 8 – Opening Formalities



Apologies

Notice of Meeting

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Minutes

Annual Report 2022

GAAP and non-GAAP Performance Measures

Proxies and Postal Votes

Slide 9 – Business of the Meeting – Chair’s Address & CEO’s Review



Slide 10 – Chair’s Address

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Slide 11 – FY22 Financial Year Performance Highlights



Financial performance highlights for the financial year ended 30 June 2022:

• Our Operating EBITDA was $67.2 million, which was up $11.1 million or 20 per cent.

• Net profit after tax was $24.3 million, up $1.6 million or seven per cent.

• Operating revenue of $952.7 million, an increase of $104.9 or 12.4 per cent.

• Gross profit of $248.5 million, an increase of 11.3 per cent

• Net Cash Flow from Operating Activities of $23.7m, which was down 58.9 per cent

• Total Shareholder Returns of +38 per cent.

• Fully imputed dividends for the year of 30 cents per share.

These exceptional results are a record for the business and is an outcome the PGW team
is very proud of, especially after a challenging year at many levels. Like all businesses
we have had to navigate managing COVID-19 protocols, dealing with a high proportion
of health-related staffing absences, responding to supply chain challenges, and
resourcing the business in an extremely tight labour market.

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Slide 12 – Group Operating EBITDA



Group Operating EBITDA of $67.2 million is an outstanding result and an increase of
$11.1 million or 20 per cent on last year’s strong result.

Normalised EBIT (excluding non-operating items) increased by 36 per cent compared to
FY21 to $39.1 million.

Slide 13 – Group Revenue



Importantly, these results were achieved as a result of significantly higher revenue of
$952.7 million, up $105 million or 12 per cent from FY21, with margins broadly in line with
last year.

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Slide 14 – Group Net Profit After Tax



NPAT in this financial year was $24.3 million which was up $1.6 million or seven per cent
on last year.

We launched our Group Strategy refresh in 2021 which builds on our proud heritage and
strong fundamentals, while focusing on the fast evolving future landscape for agriculture
and growth opportunities. The strategic pillars highlighted in the strategy provide clarity
and focus, and we have been embedding these into our operations. The strategy
leverages our collective nationwide reach and scale and also our differentiated offering.
In particular, our technical offering and innovation focus to grow our market share and
further cement PGW’s position as leaders in the field.

We have targeted three Results and Measures areas as part of our Group Strategy to
track our performance. These measures relate to our financial performance, safety
performance, and customer experience. The measures cover three important areas
where we want to grow and improve.

Slide 15 – Group Strategic Results & Measures

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Financial Performance Measures: Our internal financial performance measures include
two key indicators. Firstly, we target growth through the cycles in excess of Consumer
Price Index (CPI). This is measured by comparing our normalised Earnings Before
Interest and Tax (EBIT) growth against the CPI. For FY22 we achieved a normalised
EBIT growth of 36%, which is 29% above CPI. We normalise EBIT by excluding non-
operating items, impairments and fair value gains / losses. This was an extremely
pleasing growth performance against our strategic KPI.

A second financial measure that we target is to achieve a Total Shareholder Return (TSR)
exceeding 10 per cent per annum. TSR is calculated annually based on the movement
in our share price plus the dividends paid. The TSR for FY22 was +38 per cent and
significantly exceeded our KPI by +28 per cent.

Health & Safety Measure: The health, safety, and wellbeing of our people is of critical
importance to us. To track our safety performance, we measure our Total Recordable
Injury Frequency Rate (known as TRIFR) performance so we can demonstrate
continuous improvement in our safety outcomes. For FY22 PGW achieved a TRIFR
reduction of three per cent versus our FY20 baseline. This reflects well on our Group
wide focus to continue to improve on our safety performance outcomes.

Customer Experience Measure: A key feature of PGW’s success as a business is the
trust our clients place in our company, people, and brand. Given customer experience is
so important to our continued success as a business, an objective in our strategy is to
target incremental improvement in our PGW Group Net Promoter Scores (NPS). NPS is
a commonly used measurement of customer satisfaction and loyalty which is based on a
customer’s likelihood to recommend a service or business. For FY22 we achieved a
positive five point improvement in PGW Group’s NPS from last year’s customer research.
This positive result is consistent with our KPI to continually strive for incremental
improvement.

Slide 16 – Chief Executive Officer’s Review



PGW recorded operating cash flows during the year of $23.7 million which benefited from
our strong Operating EBITDA performance.

As a business we invested in working capital during the year, including growing our range
of GO-STOCK receivables to $66.1 million at 30 June 2022, an increase of $20.2 million

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or 44 per cent from 30 June 2021. In addition, inventories were $20.6 million higher than
30 June 2021 which reflects a conscious decision to have product available for clients
due to challenges in shipping and supply chain due to the impact of COVID-19 challenges
together with higher values of inventory from price increases for the same reasons.

Capital expenditure of $8.8 million was $2.0 million higher than 30 June 2021 which was
impacted by a slowing in the implementation of projects as a consequence of COVID-19
related disruption.

Our net interest-bearing debt was $32.8 million as at 30 June 2022. PGW renewed and
extended its bank facilities for a three year term in late 2021.

It was pleasing to see PGW recognised as a finalist in the 2021 Deloitte Top 200 business
awards for outstanding change in business performance among New Zealand’s largest
companies.

During the year, we refreshed our websites and client Online Account Services Portal.
The new websites have a consistent contemporary design and provide an improved user
experience. Our updated client Online Account Services Portal provides enhanced
performance, with the capacity to add new features and functionality over time.

We also initiated a company-wide Business Improvement Programme that will simplify
PGW’s IT systems and streamline our processes so we can be more flexible, secure, and
efficient when it comes to the fundamentals of our operations and client service. This
programme of work is underway and will span several years and we look forward to the
operational benefits and efficiencies this will deliver over time.

At 30 June 2022 PGW employed 1,844 employees, including casual, fixed-term,
commission and permanent staff.

Our continued focus on investing in our people to provide them with the tools and
competencies to succeed in their roles, sees us introducing a revised People & Safety
Strategy in FY23 to best support the refreshed Group Strategy. Three key pillars of
Leadership & Expertise, Safe & Certain, and Recognition are the anchors of this strategy
and will provide the foundation for the coming three years.

PGW recognises the importance of robust learning and development initiatives, and we
continue to ensure our programmes are fit for advancing our Group Strategy. With a wide-
ranging suite of Safety & Wellbeing, Sales, Leadership, Management Skills, and
Technical Competence courses available to our people both in-person and through
eLearning, we are encouraged by the growth and depth of expertise in our business.

Our people’s ‘can do’ attitude as we responded to COVID-19’s constantly evolving
challenges was appreciated as we best managed the changing environment to ensure
the ongoing safety and wellbeing of our teams and communities. The pandemic brought
disruption to our business in a myriad of ways, and we are proud of our team members’
commitment to our business, clients, and communities under demanding circumstances.

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Two key programmes which were successfully re-established after the COVID-19
lockdowns have been our PGW Academy and Trainee programmes which focus on
developing our internal talent pipeline and ‘TO LEAD’ which combines proven leadership
principles with what is critical in a PGW context.

With a revised Safety and Wellbeing roadmap and resourcing model PGW is honouring
our commitment to continuous improvement in our vision to embed a safety culture of
‘citizenship’, whereby safety is a core part of everyone’s role and is a shared
responsibility.

A cornerstone of the revised roadmap is ensuring we have a disciplined approach to
controlling our critical risks. We partnered with HSE Global and spent time with our people
to best understand first-hand the risk management challenges they face in their daily
work and to identify opportunities for improvement.

The popular Zero Incident Process (ZIP) training sessions continued across the
company.

Development of our Environment and Sustainability strategy is a PGW Group strategic
priority and we have been progressing our sustainability journey. We are working towards
determining our environmental and sustainability positioning, objectives and measures,
and embedding these in everything we do.

During the year the Environment, Social, and Governance (ESG) Working Group
engaged with colleagues across the business and with our suppliers to determine PGW’s
carbon emissions. We now have an established process in place to capture our
emissions so we can report on these in the future.

We undertook a Materiality Assessment to determine which ESG factors are most
important to our stakeholders and material to our business objectives and activities, as
well as our societal and environmental impacts.

Further information about our ESG initiatives and our Materiality Assessment are
included in the PGW in the Community and ESG sections of our annual report.

I will now discuss our operational highlights.

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Slide 17 – 2022 Group Operational Highlights



Some of the operational highlights we achieved over the year include the following:

• Our Fruitfed Supplies Technical Research and Development (or R&D) team conducted
59 new product trials across the Bay of Plenty, Tasman, Pukekohe, Canterbury regions
and here in Hawke’s Bay.

• Nearly a third of all treatments in our R&D trials this year were biologicals which are
more environmentally friendly alternatives.

• Agritrade released our ‘Time Capsule’ proprietary product in the Australian market
under ‘The Zinc Capsule’ branding. Time Capsule is an animal health facial eczema
treatment for livestock.

• Our Real Estate business experienced the highest volume of rural sales in a decade,
a 16 per cent increase in rural sales for the year versus FY21

• Our people completed more than 15,000 online learning and compliance courses.

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Slide 18 – Hawke’s Bay Region



It is great to be back in Hawke’s Bay, which is such an important region to us as Sarah
mentioned. Hawke’s Bay has a reputation as a wine and food province but there are also
amazing beaches, stunning scenery, and some wonderful Art Deco architecture.

PGW is founded on a legacy of many brands within the region, two of significance are
Williams and Kettle which was founded in Napier in 1891 and NZ Fruitgrowers Federation
which opened its first store in Hastings in 1920. Therefore, as a company we have
worked closely with customers in Hawke’s Bay throughout our long history, and in many
cases, we have relationships that span many generations.

Our business covers the whole region, which could be considered one of the engine
rooms of the PGW business due to the wide diversity of land type and land usage all built
around a unique climate.

These are areas of strength in our business and the region alike – livestock, wool,
horticulture, and viticulture. There has been significant change in land use across the
region – critical to everything in “the Bay” is water. While you wouldn’t perhaps realise it
today if you are driving around the region, Hawke’s Bay can be prone to localised or
widespread drought with extended periods of below average rainfall. Significant droughts
were experienced on several occasions in the last couple of decades. Hawke’s Bay
normally has a temperate climate which is neither too cold, nor too wet, although it does
enjoy some very hot days in summer.

Wairoa in the north is home to a retail store, real estate office, and it is the base for local
stock agents. The Wairoa saleyards operate in association with local farming entities
and families.

Our Napier Wool store is the only North Island hub for all PGW wool and our North Island
auction centre is also located here.

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Hastings could be considered a mega site as there are two retail stores on site, our Rural
Supplies store and our Fruitfed Supplies store, a Real Estate office, and our Regional
office. Directly across the road is the Stortford Lodge sale yards facility which hosts two
sales a week throughout the year, it provides the hub through which much of our livestock
business in the Bay revolves.

Waipukurau in the south or Central Hawkes Bay provides a base for a full service Rural
Supplies store, as well as our Real Estate office.

There are a vast array of support services working from these sites – Livestock & Wool
representatives, Technical Representatives, Customer Service Representatives,
Category management, Crop monitoring, R&D, product management and internal
customer support, and Real Estate agents.

Across the wider region over 125 colleagues work in our business and this number
increases during the busy spring season.

We have clients with significant local, national, and international export operations such
as Rockit Apples, Mr Apple, Bostock, Brownrigg, and Apatu Farms, who utilise a range
of PGW services.

We have witnessed significant land use changes in recent times and we have seen
Hawke’s Bay transform from a predominantly sheep and beef farming area to a diversified
region with strong viticultural and horticultural sectors. In response to these
developments, we adjusted our business structure to reflect these changes so we can
continually support our customers with the products and services they require.

The Board and Executive team spent an enjoyable morning yesterday at Otamere Farm,
with Paul and Cathy Sherwood, who are the second generation on the farm. Paul and
Cathy are great supporters of PGW Wool and our Rural Supplies business.

Otamere Farm lambs around 3,000 ewes and 800 hogget replacements. They also finish
up to 5,000 lambs and 400 rising two-year old heifers each year. Their cropping is based
around finishing stock early and growing out capital stock.

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Slides 19 – Business Unit Financial Results



I will now discuss the performance of our two operating groups, Retail & Water and
Agency.

Slides 20 to 21 – Retail & Water

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The Retail & Water business incorporates Rural Supplies, Fruitfed Supplies, Agritrade,
and Water. Retail & Water’s Operating EBITDA was an impressive $52.5 million, up
$15.0 million on the prior year.

Our Retail & Water businesses performed extremely well and achieved an outstanding
result with new highs. Our core focus remains to add value to our clients’ businesses and
much of this is through the superior technical ability of our people.

During the year we continued to invest in training for our people from both a technical
and sales perspective. Our commitment to the personal development and upskilling of
staff supports a very stable and knowledgeable rep force. As clients see the value in the
expertise of our people we continue to see new clients coming into stores and asking
reps to come on-farm and on-orchard. This is reflected in the incremental market share
gains we are seeing.

To achieve these results our teams have moved increased product volumes through our
store network. Our investment in our logistics model has assisted us in delivering product
on-farm and on-orchard in a timely and efficient manner which ensures that our rep force
has more time to give our clients valuable advice. COVID-19 has caused increased
uncertainty and stress, especially for the frontline teams.

As COVID-19 spread through the regions it became a challenge to keep our stores open
with reduced staffing levels. We developed a plan to deal with temporary closures and
staff moved between stores to patch gaps and to keep the doors open for service. Our
teams have been incredibly resilient with the key focus on servicing our clients, in a
challenging and rapidly changing environment.

Supply chain disruption has continued and has impacted timelines in sourcing products.
Being able to get the right products to our clients at the right time has highlighted the
importance of the strong relationships we have with our suppliers. To help mitigate supply
chain risks, we have also sourced product earlier and carried more inventory than we
have historically.

Our eCommerce channel continues to increase sales and the number of orders it
transacts in its second year of operation. A positive flow-on impact of the eCommerce
channel is that it showcases our product range online and contributes to a boost in in-
store cash sales and an increase in the number of enquiries the business receives.

Work has commenced on a new build retail store in Richmond and planning is underway
for new Timaru and Ohakune Retail stores.

It was an outstanding year for our Rural Supplies business. Through our client focused
offering, we have seen growth in a relatively tough market. Rural Supplies has sustained
the momentum of recent years and has investigated opportunities to expand into
adjacencies and categories where there is unmet client demand.

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Our reps continue to increase their usage of technical platforms which streamline their
day-to-day activities and make their interactions with clients more efficient.

Investment in our people continues through training, with a focus on sales to ensure we
are supporting our clients with the right advice and the right products for the job, and by
providing a welcoming environment in our stores.

Our promotional activity for Rural Supplies showcases our people and our expertise in
the field and that we have more stores and reps than others servicing the sector. Our
stores and people are part of the local communities in which they operate and as a rural
business, we are proud of our investment in the regions.

Fruitfed Supplies had another excellent year, with new Operating EBITDA and revenue
achievements. We maintain a high market share across most horticultural sector
categories and continue to build relationships as a key supplier of winery inputs into the
viticulture industry.

We continue to see significant investment by clients in large horticultural developments.
Fruitfed Supplies has been well placed to benefit from these developments in supporting
the supply of a significant amount of capital development. Many of the developments that
we have assisted with over the past few years are now coming into production and
Fruitfed Supplies is generally seen as the logical partner for clients as their investments
transition from development projects into production. Our corporate client base is
expanding, and we have a growing number of long-term agreements to supply in place.

Land use change continues with a number of growers, including the corporate market,
diversifying their portfolios and investing in the horticultural sector. The vegetable sector
is a growth opportunity for Fruitfed Supplies and we have increased our market share in
this area through a number of targeted initiatives.

A full marketing plan including campaigns promoting the brand and services offered, and
a refreshed Fruitfed Supplies website, were delivered during the year.

Our Technical Team conducted a number of R&D trials across the sector looking for new
products and chemistry that will help support our clients. A focused sales training
programme was rolled out to increase the knowledge of our frontline staff.

Agritrade, our wholesale business division, manufactures, sells, and distributes products
to improve farmer and grower production. Agritrade has continued to perform well over
the year. This was despite COVID-19 and supply chain challenges causing volatility in
sourcing products and price increases that have been borne by the total supply chain.

During the year 12 products that are new to the New Zealand market were
commercialised, including Cervidae Triple Deer Drench which is the only registered deer
product of its kind on the market in New Zealand, and our zinc animal health treatment
capsule for facial eczema in dairy cattle was launched into Australia. International
shipping delays combined with domestic logistical issues caused challenges. The fragility
of the international freight system and increased costs highlighted the importance of the

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strong relationships the team has with our partners which assisted in ensuring the flow of
key products and inputs to our clients.

Implementation of our Water Strategy has contributed to increased business with new
and repeat clients. Technology initiatives included improving our client asset
management system and online tracking of builds to increase efficiencies in project
delivery. Product shortages and shipping disruptions caused delays in project delivery
space for water and are expected to hinder project completion in the near term.

Our Water technicians completed certified training with Valley Irrigation resulting in the
team being the only Valley distributor in New Zealand who can offer an eight-year
extended warranty. The team was also honoured with the Valley 365 Asia-Pacific largest
subscription provider award.

Slides 22 to 23 – Agency





Our Agency group incorporates the Livestock, Wool and Real Estate businesses.
Operating EBITDA was $21.8 million, down $3.3 million on the prior year’s strong result.

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Our Livestock business performed well in a challenging climate with higher revenue and
Operating EBITDA achieved. The strong values achieved for dairy livestock were
supported by an increase in tallies and promotional links to bidr
®
’s hybrid sales.

The South Island recorded its strongest trading performance in all classes in a decade.
Solid values were reached in all categories, especially cattle and sheep, which
compensated for a reduction in tallies.

During the year GO-STOCK DAIRY was launched. GO-STOCK DAIRY is an extension
of our GO-STOCK grazing contracts which are continuing to grow with increased uptake
with transacted stock volumes at their highest levels.

PGW’s online trading platform, bidr
®
, continued to grow its database of buyers. This was
bolstered by the successful launch of the livestreaming of cattle sales at a number of
saleyards, as well as continued demand for on-farm hybrid auction coverage.

Although the velvet business experienced shipping delays and port closures in China, the
outlook is positive with further sales growth predicted in Asian markets. During the year
PGW’s velvet team exported the first ever dry processed shipment of velvet to China.

The Deer Team had a successful year with both live sale numbers and prices on the rise.
Venison prices are now recovering back to near the five-year average and are forecast
to lift as logistical challenges reduce.

Strong wool market prices remain challenging and have been accentuated by pandemic
related disruption negatively impacting on demand. Fine wool prices remain solid, with
merino being supported by high value grower contracts and healthy auction values.

Our wool contract business grew, and our grower client base benefited from fine wools,
organic wools, and crossbred lambswool contracts delivering good premiums.

We saw a pleasing increase in wool volumes exported compared to the last financial
year. The team did well managing the wool flow through our four wool stores and onto
our overseas clients in what has been an extremely difficult season.

We are pleased with the continuing growth of our PGW Wool Integrity Programme which
provides quality standard assurances to the international marketplace around consumer
expectations.

To demonstrate our belief in the future of this natural, sustainable, and bio-degradable
fibre we made significant investments in machinery for our logistical operation and we
employed new trainees in the wool business.

The Real Estate business has enjoyed another successful year. Whilst returns in the
residential and lifestyle channels have been challenging, sale volumes of rural properties
have been strong. The growth of the rural property segment benefited from our increased
market share and a number of property sales exceeding $30 million, with a kiwifruit
property achieving a record over $2 million per canopy hectare.

We anticipate continued solid performance in the rural property market segment with
favourable spring appraisals and listings due to continued horticulture growth and
carbon/forestry interest in sheep and beef properties.

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The business expanded during the year through the acquisition of Real Estate New
Zealand in Ashburton and our Te Awamutu real estate office moved into new premises.

Slides 24 to 25 – First Quarter FY2023





After the very wet winter, soil moisture levels are currently ranging from between normal
to well above normal across much of the country. However, this has delayed some
planting, the application of some inputs and the installation of capital equipment such as
wind machines. Our Retail and Water businesses have had a solid start to the year. Our
Water business is busy and performing well due to the arrival of pivots from delayed
shipments.

Trading for the Livestock business was pleasing given the wet ground conditions with
good volumes of animals traded in all classes across both islands. We have seen good
support for our GO-STOCK grazing contracts.

The forecast normalisation of spring conditions with warmer temperatures and less
rainfall will be welcomed by our clients and the business. PGW is well positioned to assist
our farmer and grower clients with their cultivation needs as they gear up their operations
and we move towards the warmer production months.

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We recently relaunched our Rural Supplies brand campaign which communicates our
store teams and Technical Field Representatives’ passion for helping their clients and
local communities. Under the tagline “Working alongside you, every season of the year”,
the campaign portrays the way stores and field representatives work closely with their
clients. It highlights the way we are an integral part of the local communities we operate
in and that our staff go the extra mile to help our customers meet their aspirations. The
campaign also focusses on how the technical knowledge of our team delivers value on-
farm.

Real Estate has experienced reduced activity in the Lifestyle and Residential markets
compared to the strong performance during same period last year. Farm sales are
continuing to hold up in value, noting volume was impacted in the first quarter last year
due to covid restrictions delaying due diligence processors for these higher value
properties.

Slides 26 to 27 – Outlook




The positive run for most New Zealand agri sectors looks likely to continue through the
remainder of 2022 and into the coming year. However, inflationary pressures on input
costs will likely impact on-farm profits, and exporters will still need to navigate high
shipping costs and challenging logistics.

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While input prices are increasing, rising food prices are expected to be beneficial overall
for New Zealand’s agricultural sector. Most agricultural industries are facing similar
pressures to other businesses, including a tight labour market and disruption to
production from ongoing challenges presented by the pandemic. Labour shortages are
constraining production, including limiting fruit harvesting and leading to delays in meat
processing.

These macro-economic factors, coupled with concerns relating to the raft of regulatory
and compliance change impacting the sector have shown through in adverse farmer
sentiment surveys. While the Rabobank Rural Confidence Survey results released in
early October for the last quarter have shown some improvement, overall New Zealand
farmer confidence remains in net negative territory.

On balance, while we remain cautiously optimistic about the financial year ahead there
are mixed signals in the macroeconomic environment.

Consumers in export countries want high-quality and safe food that our farmer and
grower clients produce. Both beef and spring lamb schedules are forecast to remain
positive and dairy commodity pricing strong.

However, we have seen a cool and wet start to spring and in some areas late season
frosts, which has resulted in a delay in early demand for inputs. Farmer concerns
regarding the proposed agricultural emissions scheme and other regulation is also
negatively impacting on-farm sentiment.

All these factors are contributing to increased levels of uncertainty. Overall, though, we
consider that the macroeconomic indicators for the New Zealand agricultural sector
remain positive.

Trading for the first quarter has been broadly in line with expectations including a subdued
real estate market. While it remains early in the financial year, we are forecasting an
Operating EBITDA result for the financial year to 30 June 2023 of around $62 million.
While this is back from last year’s very strong Operating EBITDA result of $67.2 million,
it is based upon our current assessment of a less certain operating environment. It is
very early in the year however and we will be in a better position to assess after the busy
spring trading period.

In the meantime, the business remains focused on continuing to deliver on our strategy
and creating value as we head into the busy spring trading period.

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Slides 28 to 29 – Questions and discussion





Slide 30 – Business of the Meeting – Resolutions

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Slides 31 to 32 – Ordinary Resolution One: Election of Meng Foon





Slides 33 to 34 – Ordinary Resolution Two: Election of Garry Moore

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Slides 35 to 36 – Ordinary Resolution Three: Re-election of Sarah Brown

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Slides 37 to 38 – Ordinary Resolution Four: Auditor’s Remuneration





Slide 39 – Move Resolutions

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Slide 40 – General Business



Closing

Slide 41 – Closing and Thank You

---

PGG Wrightson Ltd | NZX Announcement 1

18 OCTOBER 2022

Annual Shareholders’
Meeting Results


At PGG Wrightson Limited’s (PGW) hybrid meeting held today, shareholders were asked to vote on four
resolutions, which were all supported by the Board.

As required by NZX Listing Rule 6.1, all voting was conducted by a poll.

All resolutions passed with majorities and details of the total number of votes cast were as follows:

Resolution For Against Abstained
1. To consider and, if thought fit, to elect as an
Independent Director, Meng Foon.
36,883,947
(99.51%)
181,433
(0.49%)
49,035
2. To consider and, if thought fit, to elect as an
Independent Director, Garry Moore.
37,025,986
(99.89%)
42,180
(0.11%)
46,249
3. To consider and, if thought fit, to re-elect as an
Independent Director, Sarah Brown.
37,048,011
(99.94%)
23,538
(0.06%)
42,866
4. To note the reappointment of Ernst & Young as
the Company’s auditor and authorise the
Directors to set the auditor’s remuneration.
36,902,253
(99.62%)
140,156
(0.38%)
71,006


Authority for this announcement
Name of person authorised to make this
announcement

Julian Daly
General Manager Corporate Affairs /
Company Secretary
Contact person for this announcement Julian Daly
Contact phone number +64 27 553 3373
Contact email address jdaly@pggwrightson.co.nz
Date of release through MAP 18/10/2022

Ends
All media enquiries to:
Julian Daly
General Manager Corporate Affairs / Company Secretary
PGG Wrightson Limited
Mobile: +64 27 553 3373