Annual Meeting 2022

1
23 November 2022
Scott Technology Annual Meeting 2022
Chairman’s Address
It gives me great pleasure to report on the 2022 financial year a
nd provide shareholders with
an update at this Annual Meeting of Scott Technology Limited.
That we can now meet today in person after the recent disruptions is wonderful and it is
something we don’t take for granted. This will allow us to look at other locations to hold our
Annual Meetings in the future.
The indications are, we are emerging from this pandemic, but it is important to remember
that different communities and sectors we operate in will have different traject
ories. We are
also very mindful of the health and wellbeing challenges our staff, customers, suppliers and
stakeholders may still face.
Leadership matters and Scott Technology is fortunate to have rebuilt a very strong senior
leadership team, ably led by our Chief Executive Officer, John Kippenberger.
The team is focused on driving customer outcomes and delivering on the
Scott 2025 strategy.
This has been acknowledged by the judges of the Deloitte 200 Awards, with Scott being
nominated a finalist in the Best Growth Strategy section.
I would like to thank all of our people for their commitment and performance this past year.
We are grateful for your dedication and contributions.
The Full Year 2022 result was underpinned by sales growth, with revenues of $222 million.
Our people have overcome the interruptions, increa
sed costs and extended freight times,
wrought by Covid-19, to continue to deliver the many products our customers require.
The resilience of our business model and strategy has been thoroughly tested, particularly
during the past two years and its success has seen us continue to deliver growth in earnings
and returns to our shareholders.
We will continue to invest in the core growth areas of our business which will underpin the
future growth of Scott. The closure of the US-based RobotWorx business during the year was
due to this operation sitting outside our strategic focus. The closure saw us take a non-cash
write-down.
Over the last few years the Board’s governance role and responsibilities have increased
considerably due to legislation, investor and societies expectations.

2
The Board places a heavy emphasis on worker safety, health and wellbeing and strong
progress is being made on our ESG strategy. The Board has, and will be, placing significant
increased emphasis on two specific risks; cyber risk and climate change risk.
The Board has not established any new committees to govern these risks as that responsibility
will be at Board level. The Board will be supported by the Audit & Risk Committee who will
be responsible for the oversight of assurance activities relating to these risks. As in the same
we discharge our governance responsibilities for strategy and other risks.
Dividend
A final dividend of four cents per share has been paid in addition to the interim four cents
dividend paid earlier this year.
I would like to thank and acknowledge our teams across the globe for their hard work and
commitment in what has been another disrupted year.
In a year which has seen global markets continue to experience unprecedented disruption
through inflation, supply chain pressures, and ongoing pandemic challenges, the team at
Scott Technology has once again demonstrated resilience and focus to drive a positive
business and safety performance for FY22
Outlook
W
e are seeing good engagement from our customer base across all parts of the Scott
business, with some recent large orders, giving us a record level of forward work, which bodes
well for the coming year.
On behalf of the Board, I would like to thank our shareholders for your continued support of
our Company, the Board and Management.
I
would like to thank my fellow Directors – Alan Byers, Brent Eastwood, John Berry, Derek
Charge and John Thorman, who are always available to provide assistance and wise counsel
when needed.
I would also like to thank Edison Alvares for his contribution to the Board, especially as a
valued member of the Audit & Risk Committee.
P
enny Ford, our Emerging Director, has brought her experience and skills to the Board, which
has been well received.
I
would now like to note and adopt the Annual Report, including the Chairman’s Report,
Financial Statements and Auditor’s Report of Scott Technology Limited for the year 31 August
2022.

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1
23 November 2022
Scott Technology Annual Meeting 2022
CEO’s Address 2022
(incl. presentations by CFO & Director - Marketing & People)
Engineering Scott to High Performance
The Engineering Scott to High Performance 2025 strategy continues to provide momentum
and guide the business focus on its core sectors of meat, materials handling and logistics and
mining, where we have proven world class technology with strong commercials.
The growth in both revenue and margin, most notably through these core sectors,
demonstrates the maturing focus of our strategy.
We have successfully focused on the things we do well, and the deep addressable markets
that we can sell to many times. This positively positions Scott to achieve sustained, profitable
growth across our core businesses and geographic regions for years to come.
The closure of our US-based second-hand robot business, RobotWorx during the year was
due to this operation sitting outside of our strategic focus. The closure saw us take a non cash
write down.
The business’ sa
les pipeline has also positively transitioned as the capability of our sales teams
matures in-line with our strategy resulting in a record $190m in forward work. This comprises
several MHL projects, continued strong mining and meat product orders, as well as more
progress in secured service contracts.
FY22 Performance Snapshot
Commitment to the growth of Scott’s three core sectors, meat, materials handling and logistics (MHL)
and mining saw Scott deliver revenue of $222m, an 8% increase on last year, and EBITDA of $24m, a
14% increase. This included sales growth in all three core areas of the business, as well as important
revenue and margin contributions from the service, or after-market, business attached to each
segment.

FY22 Health & Safety Performance
Employee safety and wellbeing has continued to underpin the culture at Scott, as you can see by the
significant improvements across key indicators. Most notably, hazard reporting increased by 75% from
FY21, while lost time severity rate decreased by 60%.
The successful launch of our Be Safe, Be Well, Be Scott program in Q1 has brought about a number of
positive employee focused initiatives such as our health and safety branding and expectations, new
induction video, and Be Scott reporting app.

2

As our culture has matured, we have begun focusing on identifying and controlling our critical risk and
deepening our safety leadership, and as with all areas of our safety strategy, this has been led by our
people.
This great progress results from the sincere engagement and commitment from leadership and
employees across the Scott Group.
Continued leadership across core sectors
Two of the three core sectors – being meat and mining – performed strongly at both a revenue
growth and margin level. Our material handling and logistics business, anchored out of
Europe, was most heavily impacted by project delays due to ongoing supply chain disruptions
and inflation.
All three core sectors delivered both growth and margins well ahead of the remainder of the
business. Our focus on these other areas is to drive performance improvement and
contribution through a more product driven approach.
As you will see on the following slides the importance of our service or after-market business
continues to grow as it underpins our product performance whilst driving significant recurring
revenues and margin.
FY22 Results (C ameron Mathewson, CFO)
FY22 Results Summary Table
As John and Stuart have mentioned we’ve had good growth in Revenue, EBITDA and Net Profit
After Tax (NPAT).
You may note in the financial statements that Reported NPAT is lower than the continued
operations NPAT shown in this table as it includes the non cash write off for the discontinued
Robotworx operation in the US.
Net debt has increased to $8.0m. This has been driven by both the marco economic
environment necessitating holding more inventory, with supply chain disruption and also the
strategic investment we’ve made in Rocklabs and Bladestop inventory in order to deliver the
growth seen in FY22.
C
ore sectors delivering strong top line growth
Our core sectors of Meat, Materials Handling and Logistics, and Mining have together
contributed 75% of Total Group revenue in FY22.
And at 16% growth year on year they have grown at twice the rate of the Total Group.
This highlights their importance to the business.

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Meat grew strongly as two Lamb systems were manufactured in Dunedin and 260 bladestop
saws installed across the globe.
MHL grew despite the incredibly difficult macro economic conditions mentioned earlier,
added to further by the Russian invasion of the Ukraine pushing up steel and energy prices
and causing customer delays for our Scott Europe business, which is our predominant MHL
region.
And finally in relation to MHL, its worth noting that of the $190m of forward work, over $50m
is what we call standard MHL, with a further $60m for the JBS Brooks solution and as such the
future of MHL is bright.
Our Mining business is delivered by our world renowned Rocklabs brand. Actions taken by
the team to grow the dealer network delivered significant growth.
M
argin strengthened by core sectors
Whilst, at 75%, the 3 Core Sectors contribute a significant amount of Total Revenue their
contribution to margin in FY22 is even higher at 90%.
Of the $53m in margin in grey the Core Sectors deliver all but $5m, which equates to a 29%
margin, as John talked to earlier on the Performance snapshot.
This 29% is in stark contrast to the 10% generated by the Rest of the Business with a key
reason being the relative level of Services between Core and the Rest of the business.
Core sectors service revenue
You can see on this slide how the Core Sector margin percentage discussed on the previous
slide, of 29% is aided by Services margin of 37% across approximately 30% of total Core Sector
revenue, as depicted in dark blue on this graphic.
Rest of the Business however only has a service mix of 10% of its total revenue and as such
misses the leverage that the Core sectors enjoy at approximately 30%.
Further, at 20% services grew ahead of both the total business and even total core itself and
as such justifies the investment we have made in this area.
CEO Address continued
Meat
The drivers underpinning demand for automation and robots across the protein sector remain
as strong as ever. This is led by ongoing demand for proteins around the world at a time when
labour supply shortages are at a critical level.

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Our lamb primal machines and BladeStop safety saws both continue to grow strongly. The
order books for both of these remain firm, while we deepen our efforts to broaden this sales
base with new meat automation products over the year ahead.
Scaling through productization
The Scott BladeStop safety bandsaw continues to experience positive growth of over 20% in
t
he last twelve months. With still only a small market share in the large US market we have
line of sight on a further 1,000 saws in this market alone. Our efforts here are around
converting several pathways to accelerate our sales and service coverage throughout the US,
along with other markets.
The Scott automated poultry trusser is gradually moving from its development stage into a
commercialisation phase. Our key focus is on the US market where we see a strong underlying
demand for our leading-edge automation solution to the labour supply and health and safety
issues in this area of the supply chain.
Materials Handling & Logistics
The forward order book for our warehouse automation solut
ions sits at its highest level on
record for Scott. This is certainly headlined by the large JBS Canada project, however,
ext
ends across important contracts with the likes of Danone, McCain and Pfizer.
Sales margins will recover as orders continue to convert into workflows a nd notwithstanding
the ongoing disruption from global supply chain pressures which we see extending through
2023.
Mining
Our mining products business, based out of Rocklabs in Auckland, continues to perform
strongly a
s demand for proven laboratory sample preparation equipment extends across the
key mining geographies. The two main mining markets of West Australia and North America
remain highly buoyant and we are also starting to the see the early demand signals for testing
around the ‘new’ emerging minerals to supply the growth in battery manufacturing around
the world.
The margins on both product sales and services remain strong.
Scott – Caterpillar Mining Vehicle Electrification Project
Today, I am excited to announce a transformationa
l collaboration with Caterpillar, the world’s
leading manufacturer of construction and mining equipment
. This agreement supports both
company’s commitments to contribute to a reduced-carbon future.

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This will see Scott develop an automated connection system to support Caterpillar’s
stationary chargers for electrified machines. Electric mining vehicles will require more
recharging interactions than traditional diesel vehicles require refuelling. Therefore, the need
to automate this process is critical to ensuring safety and efficiency.
Our world leading vision sensing and detection system, combined with our robotic
technology, allows the charging process to be completed in a fraction of the time and without
manual intervention. This eliminates human risk and labour costs while maximising fleet
utilisation. The technology will provide Caterpillar with a safer, more efficient, low emissions
solution.
At Scott we are passionate about pursuing a long-term sustainable future together with our
customers and shareholders, therefore we are delighted to support Caterpillar’s commitment
to provide more sustainable solutions for mining.
Who we work with
Our focus remains firmly on working with the global leaders in our core sectors. These are
companies who own multiple manufacturing or processing sites where we can sell Scott
technologies into many times over. These companies are also at the forefront of investment
in automation and development within their industries, so present important long-term
partnership opportunities for Scott.
Sustainability - People & Planet (Casey Jenkins, Director – Marketing & People)
ESG highlights
Twelve months ago, we announced that Scott was embarking on a long term commitment to
sustainability through the launch of our ESG strategy. I am excited to share today some of the
positive progress we have made across all three overarching ESG pillars of People, Purpose
and Place.
People – is about building an engaged, diverse and talented workforce so we can deliver
smart technology and solutions to the world.
Purpose is about our commitment to growing a profitable business that focuses on long term
growth and positive shareholder return, combined with authentic customer partnerships.
Place refers to the role Scott needs to play in protecting our environment and planet for
future generations.
E
SG programs
Under our People pillar we have introduced a number of employee led initiatives, improved
our recruitment and onboarding processes, and increased new leadership training.

6

However, the standout achievement in the people space is the launch and engagement of our
Health & Wellbeing strategy.
This has included the induction video you saw earlier, creating of our branding and six key
safety expectations, and the launch of a new reporting app which has made hazard reporting
easier and more efficient for our people.
Understanding our carbon emissions
Another standout achievement has been the measurement of our carbon footprint.
As a responsible business we recognise the role we play in protecting our environment and
the need to better understand our carbon emissions.
This was a large project, which required the involvement of our teams right across the globe
as we worked through collating the data and then undergoing an independent audit of our
results.
Having now successfully measured the footprint of most of our business, we can go about
setting meaningful reduction strategies which we will be able to share very soon.
Growing a diverse and talented team
While we are happy with the progress we have made to date, we recognise we are still in the
early days of our strategy, and there are still many opportunities.
Looking ahead, a key focus for the next year of our strategy is growing our pipeline of talent
with a strong emphasis on diversity.
Scott acknowledges the role diversity and inclusion can play in the success of our business, t herefore
I am very happy today to announce an exciting partnership with the University of Canterbury.
In 2023, the first Scott Technology Women in Engineering Scholarship will be awarded to support
more woman into engineering fields.
The partnership with the University will also provide more hands-on learning opportunities
for final year projects, intern experiences and a Scott Technology sponsored academic prize.
CEO Address continued
We are very pleased with the momentum we have been able to deliver right across the
business in the 2022 financial year. This has been another year of a true team effort from all
Scott employees along with our business partners.
From this second full year operating under our Engineering Scott to High Performance 2025
strategy we are seeing t rue energy and momentum coming from our focus on scaling the
business through productization where Scott has leading-edge technology in areas where
large addressable markets exist.
Our team has the spirit and capability, combined with our existing product technologies, to
extend this growth for years to come.

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ANNUAL
SHAREHOLDER
MEETING
SCOTT TECHNOLOGY LIMITED
23 November 2022

3
CHAIRMAN
WELCOME
Stuart McLauchlan
Chairman and Independent Director

Agenda
PRESENTED BY
“Withlaser focus on core sectors, product sales growth, increasing its
services business, Scott is proud to have delivered a successful FY22
and is well placed to continue this progress into FY23”
_
John Kippenberger
4
Chairman Presentation3-6
Scott 2025 Strategy update
Progression of strategy with core sectors
providing growth across sales and services
7-12
FY22 performance
Strong performance across the business at
revenue, margin and EBITDA
3-6
Core sector performance
& outlook
Understanding the ‘core’ and how our business
is positioning for sustainable growth
13-17
Sustainability, people & planet
People updates with focus on ESG projects
commenced in FY22
18-24
Outlook25
Stuart McLauchlan
Chairman
John Kippenberger
Chief Executive Officer
C ameron Mathewson
Chief Financial Officer
C a sey Jenkins
Director of
Marketing & People

Board Report
5
1
Our people have overcome the interruptions, increased costs and extended freight times, wrought
byCOVID-19, to continue to deliver for our customers.
2
Strong performance despite disruption with revenue up 8% to $222m and a net profit after tax of $13m.
3
The team continues to deliver on Scott 2025 strategy, driving positive outcomes for our people,
ourcustomers and shareholders.
4
Deep engagement with maturing safetyand wellbeing culture delivers significant improvement in
keyperformance indicators across the group.
5
Positive early momentum on ESG strategy & culture.
6
4.0 cent dividend declared for a full year total dividend of 8.0 cents.

Outlook
6
1
Ongoing demand for automation continues as businesses seek to drive efficiency, safety, and
toovercome the globallabourshortages​
2
Core growth 31% over the last two years, benefitting from large install bases, a high proportion of
repeatable product sales and high margin recurring services revenue
Core is now 75% of revenue and 90% of margin
3
Sales and services revenues on proven and repeatable products are delivering a margin of 29%​
4
Track record managing costs efficiently and taking revenue growth to the bottom line, with EBITDA
growth of +14% in FY22
5
Record forward order book of $190m, 47% up on FY21

7
SCOTT 2025
STRATEGY
John Kippenberger
Chief Executive Officer

2025 Strategy
8

FY22 Performance Snapshot
$222M
REVENUE
EBITDA
$24M
•Forward Work represents contracted activity. It is not
an indicator of revenue over a set period of time
DIVIDENDS PER SHARE (Cents)
EARNINGS PER SHARE (Cents)
FY22 8.0 | FY21 6.0 |FY20 nil
FY22 15.9 | FY21 10.8 | FY20 (22.2)
•Information is Continuing Operations (excludes the
divestment of the non core Robotworx business)
9
FORWARD WORK*
$172M
S ALES
S ERVICES
$19M
24%
GROUP MARGIN %
29%
CORE MARGIN %
FY21 $206M +8%
FY20 $175M +27%
FY21 30%
FY20 26%
FY21 24%
FY20 8%
FY21 $21M +14%
FY20 ($11M) +314%
FY21 $119M +44%
FY20 $102M +76%
FY21 $9M +115%
FY20 $5M +305%

Safety & Wellbeing
10
LTI
MTI
First Aid
Injuries
EP&D
/ Near Miss
Hazards Reported
Management
Conversations
FY21
Fatality
FY22
0
9
5
30
56
872
233
0
4
1
21
44
486
143
Forward indicators of hazard reporting and
management conversations underpin a
maturing safety culture.
HIGH PERFORMANCE SAFETY CULTURE
•Be Safe, Be well, Be Scott launched
•LTI severity rate decreased 60%
•BeScottsafety software launched
•Global safety and wellbeing induction standardised
•Global roll out of SafeMateaward programme
•Develop Scott safety & wellbeing leadership Framework
•Management safety interaction framework implemented
•Safety & wellbeing leadership capability training
•Stop for Safety event

25%26%
MEATREST OF BUSINESS
Preventative Maintenance
Servicing, Remote Diagnostics & Spare Parts
Upgrades
Poultry Trusser
Shoulder Puller
18%
MINING
Sample Prep Equipment
32%
MHL
Palletising Solutions
Conveyors
Upgrades
X-Ray Primal
Cutting/Boning Systems
Modular Sample Preparation Systems
Warehouse Systems(WES/WMS & AGVs)
Appliance Line Automation
Robotic Industrial Automation
Other Mining Systems
Continued leadership across core sectors
11
SERVICE
SALES
FY22 revenue
contribution %
FY22 revenue
growth %
FY22 margin %
(12%)22%37%3%
10%32%40%20%

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FY22
PERFORMANCE
Cameron Mathewson
Chief Financial Officer

FY22 results summary
ResultsSnapshot (NZ$m)
FY22FY21FY20
Revenue221.8206.0174.6
EBITDA23.921.0(11.2)
Non-trading adjustments--11.9*
Normalised EBITDA23.921.00.2
Net ProfitAfter Tax (NPAT)**12.78.4(17.0)
Net Cash / (Debt)(8.0)1.3(3.4)
Net Cash / (Overdraft)3.912.27.7
Bank Loans(12.0)(10.9)(11.2)
Operating Cash Flow6.313.419.6
* FY20 Non trading adjustments related to restructuring and impairments
** FY22 reported NPAT is $0.1m as it captures $12.6m of non-cash write offs from the discontinued Robotworx operation
13

26%
32%
18%
25%
29
47
57
72
68
70
27
29
40
FY20FY21FY22FY20FY21FY22FY20FY21FY22
MeatMHLMining
175
206
222
FY20FY21FY22
Total Group
Core sectors delivering strong
top line growth
Core sectors generated $167m of revenue in FY22Core Scott sectors contributed 75% of total FY22 revenue
14
CORE
BUSINESS
Re s t of Business
Me a t
MHL
Mi ni ng
$222m
FY22
NZ$m

34%
30%
26%
10%
18
14
16
5
-
5
10
15
20
53
Re s t of Business
Me a t
Mi ni ng
MHL
Margin strengthened by core sectors
Core sectors generated $48m of margin in FY22
15
NZ$m
Core Scott sectors contributed 90% of total FY22 margin
MeatMHLMiningRest of businessGroup
32% 20% 40%
24%
Margin
(%)
10%
$53m
FY22
CORE
BUSINESS

Core sectors have 3x more recurring
services revenue
•Core sector sales deliver a margin of
25% whereas services revenues carry a
margin of 37%
•Our 3 core sectors had substantial
recurring Service revenue of $52m in
FY22, driven largely from existing
customers and extending customer
footprint
•Service revenues grew by +20% in FY22
among organisations across all
geographies by utilising Scott’s
experienced service leaders
•Over half of Scott’s services revenues
come from the recurring supply of
consumables to an existing installed
base valued in excess of $500m
Core Scott sectors (76% of total revenue)
16
72%
66%
69%
90%
28%
34%
31%
10%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
0%10%20%30%40%50%60%70%80%90%100%
Services
Sales
Meat (26%)MHL (32%)Mining (18%)Rest of business (25%)

17
CORE SECTOR
PERFORMANCE
& OUTLOOK

45%
22%
17%
16%
72%
28%
Meat
Revenue $mSales / services %
Revenue by end geography
Services
Sales
FY22
AU
US
EU
NZ
MEAT IS SCOTT’S FASTEST GROWING SECTOR
•Labour and skills shortages, coupled with rising health and safety
awareness continues to generate demand for Scott meat solutions
•99% growth over the last two years (22% in FY22), led by ongoing
demand for lamb primal systems and BladeStopsafety bandsaw sales
-Delivered 18 lamb primal systems to blue chip clients such as Thomas
Foods and Alliance Group
-20% growth in BladeStopbandsaws, with over 1,500 installed bases
-Launch of proprietary poultry trussing systems in U.S. is receiving
substantial customer enquiries
•Strong margins of 32% in FY22, driven by high proportion of services
revenue
•Established foothold in domestic meat processing solutions, with 61% of
revenue originating from ANZ
•Progressing toward goal of developing a truly global Meat portfolio,
with strong growth in Europe during FY22 and strong focus on
expanding North American market presence
NZ$m
Margin
FY22
18
Sales
32%
Services
30%
Total (FY22)
32%
29
47
57
FY20FY21FY22

Scaling Through Productisation
19
A KEY FOCUS OF THE
SCOTT 2025 STRATEGY
▪Repeatable
▪Large addressable market
▪Proven technology
▪Strong brand presence
▪High margin
▪Strong recurring service revenue

66%
34%
Materials Handling & Logistics
STRONG FORWARD ORDER BOOK IN MHL
•Materials Handling and Logistics (MHL) has been growing strongly in
Europe and with the recent leadership amalgamation of Europe and the
USA established solutions have started to flow into the US
•The recently announced a $36.5 USD automated warehouse solution
for JBS Canada, on the back of a similar solution for Alliance in
New Zealand, is an example of the opportunity that exists and
expansion that is underway in our MHL business
•After a weaker FY21, revenue up 3% in FY22, driven by a more positive
business environment and strong customer outcomes in Europe
•Covid and supply chain pressures across Europe, as well as our
proximity to the war in Ukraine impacted margins (20% in FY22), which
we expect to normalise over the medium term
Services
Sales
Revenue by end geography
66%
26%
8%
US
EU
NZ
NZ$m
Margin
20
Sales
11%
Services
38%
Total (FY22)
20%
72
68
70
FY20FY21FY22
Revenue $mSales / services %
FY22
FY22

83%
14%
3%
69%
31%
Mining
Services
Sales
Revenue by end geography
NZ
*
US
AU
MINING IS SCOTT’S HIGHEST MARGIN SECTOR
•Strong global demand outlook for old and new minerals from mining
manufacturers and distributors
•50% growth over two years (37% in FY22) driven by substantial sales
and services footprint, global distributor network
•Strong margin profile (40% in FY22) underpinned by growing proportion
of repeatable Rocklabs products
•83% of the Mining sales base is from New Zealand, which reflects
domestic manufacturing that is sold globally through an extensive
dealer network –the majority of Rocklabsmachines are eventually sold
into the Americas
•14% of Mining sales originate from Australia, which reflects product and
consumables manufactured in NZ and sold directly into the Australian
mining industry
•Continual shift toward ‘modular’ Rocklabs solutions for mining
customers
NZ$m
Margin
21
Sales
38%
Services
44%
Total (FY22)
40%
Revenue $mSales / services %
27
29
40
FY20FY21FY22
FY22
FY22

Scott Signs Deal with Caterpillar
22
Scott are excited today to announce a transformational
collaboration with Caterpillarto develop an automated
connection system to supportCaterpillar’s stationary
chargers for electrified machines.
This agreement supports both company’s commitments to
contribute to a reduced-carbon future.
Worldleading vision sensing and detection system, combined
withrobotic technology, allows the charging process to be
completed in a fraction of the time and without manual
intervention.
Eliminates human risk and labourcosts while maximising
fleet utilisation. The technology will provide Caterpillar with a
safer, more efficient, low emissions solution.

Who We Work With
23
MATERIALS HANDLINGOTHER
MINING
MEAT

24
SUSTAINABILITY
PEOPLE & PLANET
Casey Jenkins
Director of Marketing & People

v
25
Leading a Sustainable Future

Leading a Sustainable Future
26
People
•Introduced formal quarterly performance and
wellbeing check-ins against training and
development goals
•Recruitment brand and campaign focused on
Scott as world leading employer rolled out
•Developed and implemented global
onboarding and induction program, including a
survey of all employees onboarded in the last
12 months
•BeScottSafety software launched
•Launch of global safety and wellbeing
induction standardised process
•Scott safety and wellbeing leadership
framework and capability training developed
•Management safety interaction framework
implemented
•Gender diversity project underway, including
partnership with University of Canterbury
ESG PROGRAMMES COMMENCED IN FY22
Purpose
•Create effective process and
framework for measuring customer
satisfaction and engagement
•Customer satisfaction surveys to be
launched in next month
Place
•Audit top 20 ANZ suppliers for
compliance with supplier code of
conduct NZ complete. AU completed
this week.
•Scott's global GHG emissions
calculated for EN/ANZ-EU data
verified July, NZ data verification
pending.
•Develop carbon management plan

Understanding Our Carbon Emissions
27
2022 ACHIEVEMENTS
•Workshops and education across the business. Europe and ANZ
selected as initial focus.
•Project teams identified, calculators built and audit partners
selected for each region.
•We are pleased to announce that our carbon footprint has been
verified in Europe and ANZ.
NEXT STEPS
•Carbon budgeting
•Agree on carbon reduction target
•Prepare and provide calculator for the next reporting period
•Confirm, implement and document the reduction strategy
•Share your sustainability story with stakeholders
•Prepare for NZX mandatory reporting
FY19 GHG Emissions Footprint (ANZ & Europe)
A
N











Europe

Growing a Diverse and Talented Team
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UNIVERSITY OF CANTERBURY PARTNERSHIP
Scott recognises the role diversity and inclusion can play in the
success of our business and are delighted to announce an
exciting partnership with the University of Canterbury.
•Final Year Project Sponsorship
•Scott Technology Women in Engineering Scholarship
•Academic achievement award
•Guest lecturing and facility tours

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CEO
CLOSE

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GENERAL
BUSINESS &
QUESTIONS

VOTING & RESOLUTIONS
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Voting Card
Question Box

Resolution 1: Re-Election of Director –Derek Charge
That Derek Charge, who retires as a Director and, being eligible, offers
himself for re-election by shareholders, be re-elected as a Director.
Resolution 2: Election of Director –John Berry
That John Berry, who was appointed as a Director by the Board during
the year, be elected as a Director of the Company.
Resolution 3: Auditor
To record the reappointment of Deloitte as auditor of the Company and
to authorise the Directors to fix the auditor’s remuneration.
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RESOLUTIONS