2022 Full Year Results

MARKET UPDATE
28 February 2023

Difficult year impacts T&G Global 2022 annual results

At a glance:
• Revenue: $1.30 billion, down from $1.37 billion
• Operating profit: $20.4 million, up from $16.9 million
• Net (loss) / profit before tax: ($3.3 million), down from $9.8 million
• Net (loss) / profit after tax: ($0.9 million), down from $13.6 million
• Total equity: $580.2 million, up from $573.6 million
A third season of COVID-19 harvest and supply chain disruptions, rising labour and input costs,
and the impact of quality issues in some of the New Zealand Envy™ crop have resulted in T&G
Global recording an after-tax loss of $0.9 million for the year ending 31 December 2022, compared
to the prior year’s $13.6 million profit.
While total revenue for the year at $1.30 billion was $70 million down on the previous year,
operating profit increased $3.50 million due primarily to improved performance of the high margin
VentureFruit™ business and reduced operating losses in the International Trading business.
At a Group level, a strong start in the first half of the year was partly eroded by product disposals
and softer prices linked to the Envy™ quality issue. Rapidly worsening economic conditions in the
Northern Hemisphere, which affected consumer demand in the UK and Europe, also influenced the
year-end result.
T&G Global Chief Executive Officer, Gareth Edgecombe, says the Company’s 125
th
year in
business would be marked as one of its most challenging.
“The significant progress we are making in strengthening our underlying business through growing,
packing, marketing and selling premium, high quality fresh produce to Kiwis and consumers
around the world is unfortunately not reflected in our financial results, given the challenges faced in
2022 with unfavourable growing conditions, rising costs and supply chain constraints,” says Mr
Edgecombe.
The Envy™ quality issue arose mainly from heavy rains before and during the 2022 harvest.
Supply chain disruptions then delayed the arrival of fruit into markets, especially Asia. While the
business moved quickly to withdraw fruit which was below consumers expectations, the price of
remaining inventories softened and some disposals were required.
“We are confident that our response protected the value of the brand and customer and consumer
confidence in it. We undertook a full analysis to understand the contributing factors and implement
learnings should similar conditions occur in the future.”
Apples operating profit decreased from $40.6 million in 2021 to $27.8 million in 2022, and revenue
decreased by $76.8 million to $774.6 million this year.
Total equity grew 1% to $580.2 million from the prior year’s $573.6 million. This reflects capital
investments to expand the Company’s orchards in Hawke’s Bay, along with the construction of the
first phase of a state-of-the-art, highly automated packhouse at Whakatu, due to be completed in
early 2023.
T&G Global Chair and BayWa Global Produce Chief Executive Officer, Benedikt Mangold, says
although the financial results reflected a difficult year, the Company’s transformation programme,

while constrained by COVID, is building the strong foundations needed to accelerate the growth
strategy.
“Despite the difficulties of the year, there is clear evidence that our strategy and priorities are
sound and that we have the leadership and team to see them achieved. In an uncertain world,
consumers want companies, brands and food they can trust. We have a clear strategy to meet
their expectations,” says Mr Mangold.
Across the North Island of New Zealand, communities are assessing the damage caused by
Cyclone Gabrielle. For T&G, while some operations were impacted, others were not. At this stage,
it is too soon to know the financial impacts.
Chief Executive, Gareth Edgecombe said the safety and welfare of all employees and especially
those in the worst affected regions of the North Island had been the immediate priority along with
the welfare of its seasonal RSE workers, all of whom are accounted for and rehoused.
“Our hearts go out to all of those affected by the cyclone, and especially our team members,
seasonal RSE workers and our partner growers, who are grappling with their own losses and
damages,” says Mr Edgecombe.
Harvesting in the Hawke’s Bay had commenced ahead of the cyclone and has resumed in some of
the Company’s and partners’ orchards, following robust health and safety assessments. Harvesting
will also soon be underway in Nelson and Otago, which were unaffected by the cyclone.
“Our Hawke’s Bay post-harvest facility at Whakatu resumed operations last week, receiving high
quality apples from our own orchards and our growers. Both its capacity and efficiency will help the
region’s recovery in the weeks and months ahead.”
ENDS



For further information, please contact:

Adrienne Sharp
Head of Corporate Affairs
adrienne.sharp@tandg.global
+64 27 801 5534

About T&G Global
Our story began 125 years ago as Turners and Growers, and today T&G Global helps grow healthier futures
for people around the world. Located in 13 countries, our team of 2,000 people both grow and partner with
over 1,200 growers to market, sell and distribute nutritious fresh produce to customers and consumers in
over 60 countries. As kaitiaki, we do this guided by kaitiakitanga. For us, this means we treat the land,
people, produce, resources, and community with the greatest of respect and care, as guardians of their
future. www.tandg.global

---

Template
Results announcement
(for Equity Security issuer/Equity and Debt Security issuer)
Updated as at 17 October 2019
Results for announcement to the market
Name of issuer T&G Global Limited and subsidiary companies
Reporting Period 12 months to 31 December 2022
Previous Reporting Period 12 months to 31 December 2021
Currency New Zealand Dollar
Amount (000s) Percentage change
Revenue from continuing
operations
$1,304,936 -4%
Total Revenue $1,304,936 -4%
Net profit/(loss) from
continuing operations
($ 5,471) -162%
Total net profit/(loss) ($ 5,471) -162%
Interim/Final Dividend
Amount per Quoted Equity
Security
No final dividend proposed
Imputed amount per Quoted
Equity Security
Not applicable
Record Date Not applicable
Dividend Payment Date Not applicable
Current period Prior comparable period
Net tangible assets per
Quoted Equity Security
$4.11 $4.06
A brief explanation of any of
the figures above necessary
to enable the figures to be
understood
Please refer to the financial commentary and audited financial
statements attached as part of this announcement.
Authority for this announcement
Name of person

authorised
to make this announcement
Doug Bygrave
Contact person for this
announcement
Doug Bygrave
Contact phone number +64 9 573 8899
Contact email address Doug.Bygrave@tandg.global
Date of release through MAP

28/02/2023
A
udited financial statements accompany this announcement.

Item 5F2 - Appendix 2 : NZX Results Announcement Template

---

Annual Report 2022
Growing
healthier
futures

Contents
About this report
This report is for the period 1 January 2022 to
31 December 2022 and includes T&G Global
Limited and its subsidiaries. It is structured to
provide our investors and wider stakeholders
with the annual overview of our progress with
our business and sustainability strategies.
We continue to show a more integrated view
of the business, including our economic, social
and environmental activities. This report has
been prepared in reference to GRI Standards.
The GRI Standards are the world’s most
widely used global sustainability reporting
standard. In addition to our own report on
the T&G Global business, we also contribute
annually to the GRI Report published by our
ultimate parent company, BayWa AG.
To guide the structure of our report, we
continue to reference the Integrated
Reporting <IR> Framework, in conjunction
with GRI principles and indicators. Integrated
thinking and reporting requires continuous
improvement, and we continue to strengthen
our approach.
In this report we use some words in te reo
Māori, including: Aotearoa, which is New
Zealand’s Māori name; whānau, which
means a family group, extended family;
tamariki, which means children, to be young;
mahi, which means to work, accomplish,
make; kaitiaki, which means a guardian,
caregiver, custodian; manaakitanga,
which expresses kindness and respect for
others, emphasising responsibility and
reciprocity; and Kaitiakitanga, which means
guardianship, stewardship, trustee.
References to 2020, 2021 and 2022 are for
the financial years ending 31 December
2020, 31 December 2021 and 31 December
2022 respectively, unless otherwise stated.
As this report was going to print, Aotearoa
New Zealand was assessing the damage
caused by Cyclone Gabrielle.
T&G’s own operations, as well as our
employees, Recognised Seasonal Employer
(RSE) team and partner growers were
affected, and we are still assessing the
financial impact. Despite restrictions with
communications and access in the worst
affected regions, our people and RSE team
are accounted for and safe,
The cyclone has left destruction in its wake
and recovery will be as mentally challenging
as it is physically. In many ways, this report
provides confidence that we can get through.
It covers a financial year which has been
anything but plain sailing. Overall, it says that
even with setbacks, we are making steady
progress developing a high-performance
culture, growing our brands, expanding our
presence in key markets and establishing
the foundations of a truly sustainable
business. None of these achievements has
lost their relevance or importance because
of Cyclone Gabrielle. Collectively, they
show we have the strength and resilience to
deliver on our strategy.
Kia kaha.
Our year
At a glance4
Chair and CEO review 6
Year in review12
About T&G14
Our progress
Our strategy18
Grow great brands20
Win in key global markets26
Lead Aotearoa New Zealand's fresh produce future30
High-performance 34
Kaitiakitanga 40
Our people42
Our place46
Our produce54
Governance
Board of Directors58
Executive team60
Corporate governance62
Statutory information64
Independent auditor’s report 68
Financials71
Appendices
Appendix 1 — How we create value146
Appendix 2 — Stakeholder engagement148
Appendix 3 — Defining what matters149
Appendix 4 — GRI index151
Appendix 5 — Employee and workforce data
153
Appendix 6 — Associations and memberships156
Directory158
2

Operating profit
$20.4m
2021: $16.9m
Apples revenue
$774.6m
2021: $851.4m
International Trading
revenue
$100.7m
2021: $129.2m
VentureFruit™ revenue
$29.1m
2021: $19.0m
T&G Fresh
operating profit
$17.8m
2021: $18.0m
Employee Connection
meter
76%
2021: 74%
Fairgrow donations
978,654kg
2021: 1 million kg
Net (loss)
/ profit before tax
($3.3m)
2021: $9.8m
Revenue
$1.30b
2021: $1.37b
Apples operating profit
$27.8m
2021: $40.6m
International Trading
operational loss
($2.6m)
2021: ($12.4m)
VentureFruit™
operating profit
$11.0m
2021: $2.3m
T&G Fresh revenue
$400.5m
2021: $365.5m
Total recordable
injuries
191
2021: 167
Greenhouse gas emissions*
27,502 tCO
2
e
Net (loss)
/ profit after tax
($0.9m)
2021: $13.6m
2021: 32,520 tCO
2
e
*Greenhouse gas emissions includes
Scope 1 and 2 only
At a glance
45
Our year

Chair and CEO review
The year 2022 was our 125th
year in business and will
certainly be remembered as
one of our most challenging.
Our financial results do not reflect the sustained effort of our
people and partners in Aotearoa New Zealand and around the
world, to work around multiple constraints to grow, pack and sell
high quality fresh produce across our global markets.
Tēnā koutou
Benedikt Mangold
Chair (left)
Gareth Edgecombe
Chief Executive Officer (right)
It was our third season
with COVID-19,
exacerbated by the
arrival and rapid spread
of the Omicron variant in
Aotearoa New Zealand.
Rising costs in areas like freight,
fertiliser and labour added to the
headwinds caused by worker
shortages, constraints with shipping
capacity and the unfavourable growing
conditions influenced by La Niña.
While the rollout of vaccinations
globally helped encourage the opening
of borders, challenging trading
conditions remained and increased.
China’s COVID-related restrictions and
lockdowns continued to affect market
demand. Russia’s invasion of Ukraine
contributed further to a complex
environment, impacting oil prices and
global supply chains, while inflation
and rising costs dampened consumer
sentiment, especially in the United
Kingdom and Europe.
While our performance for the first
six months of 2022 saw total revenue
tracking well and our profit before tax
increase by 54% to $7.8 million, two
key factors led to a downgraded full
year forecast in the second half of
the year.
Firstly, quality issues emerged in
some of the New Zealand Envy™
apple crop, arising predominantly
from unusually heavy rains prior to
and during the 2022 harvest. This was
exacerbated by the impact of supply
chain disruptions, which meant the
late arrival of fruit into many of our
global markets – especially Asia. These
quality issues resulted in produce not
meeting specification and customer
expectations and requiring disposal, as
well as prices softening across most
markets during the fourth quarter. This
had a significant impact on our apple
growing partners and T&G, reducing
revenue for both our own orcharding
operations and our commission
earnings from third party growers.
Secondly, rapidly worsening
economic conditions in the Northern
Hemisphere reduced consumer
demand, particularly in the United
Kingdom and Europe. This resulted
in a significant weakening in the near-
term outlook for our businesses in
these markets.
For the year ending 31 December
2022, revenue reduced 4%, down from
$1.37 billion to $1.30 billion in 2022.
Operating profit increased from $16.9
million to $20.4 million. Net profit
before tax decreased from $9.8 million
to a loss before tax of $3.3 million, and
profit after tax decreased from $13.6
million in 2021 to a loss of $0.9 million.
Total equity increased 1%, from
$573.6 million to $580.2 million in
2022, due to several factors. These
included the capital investment
programme to expand our orchard
development in Hawke’s Bay, and
the investment in our new highly
automated packhouse at Whakatu,
which is on track for completion of
its first phase in time for the 2023
Aotearoa New Zealand apple season.
Our results are not representative
of the progress we have made in
strengthening our underlying business,
and it's important that the setbacks
do not overshadow the progress with
our five-year transformation strategy
which commenced in 2018. We have
done well, especially given the daily
demands on resources. Our milestones
include building momentum in our
Envy™ expansion programme and a
full year of VentureFruit™ operations,
which are recorded in this report. After
three years of pandemic disruptions,
we have had to extend the delivery
timeline for the full strategy to 2026.
We’re halfway there but remain
confident the results will be worth it.
67
Our year

Strategy in action
Despite headwinds in the business,
we also experienced tailwinds in
our strategy as crucial elements of
our transformation came together.
We’ve completed much of the
groundwork for our three strategic
goals to grow great brands, win in key
global markets and lead Aotearoa
New Zealand's fresh produce future,
setting ourselves up for a sustainable,
profitable future.
Some progress has been enabled
by Aotearoa New Zealand’s first
Sustainability-Linked Loan in the
horticulture sector. 2022 was the
first year of this three-year $180
million loan, which commits us to a
range of sustainability-linked targets
including greenhouse gas emission
reductions, a climate risk adaptation
plan, the creation of permanent job
opportunities and boosting regional
development. These align with our
kaitiakitanaga framework which
ensures future developments are
sustainable environmentally, socially
and economically.
For example, both the need to mitigate
emissions and adapt to a changing
climate is reflected in our commitment,
and together with our majority
shareholder BayWa Global Produce, we
are working to set a verified science-
based emissions reduction target that
aligns with limiting the global average
temperature increase to 1.5°C above
pre-industrial levels. This year we
submitted the commitment letter to the
Science-Based Target initiative (SBTi),
and in 2023 we will develop emissions
reduction targets and pathways.
This year we conducted a new
materiality assessment, consulting
with a wide range of external
stakeholders as well as our own team
to build a clear understanding of what
matters most to them in terms of our
environmental, social and governance
(ESG) performance. These insights
will be used to strengthen our
kaitiakitanga ESG framework and
develop relevant key performance
indicators (KPIs), targets and metrics.
We began Project Lotus, a
transformational programme that is
looking at the way we work, including
processes, systems and digitalisation
to support our future growth strategies.
It will see us move, over time, to SAP’s
S/4 Hana software platform.
Apples growth
progress
When it comes to growing great
brands, our Envy™ and JAZZ™
brands are established success
stories. To meet global demand and
future-proof our growing systems,
our development programme in
Aotearoa New Zealand has made
great progress.
We sold two orchards to the New
Zealand Superannuation Fund’s rural
investment manager FarmRight,
which has released further capital to
invest in Envy’s™ growth.
In Hawke’s Bay, we sold our 40-hectare
Steiner orchard, and we will continue
to provide all post-harvest, export and
marketing services for the Envy™ crop
from Steiner.
In Nelson, we sold our 194-hectare
Riwaka orcharding operation,
which currently has 33-hectares in
Envy™. We will harvest the current
crop before our permanent team
members join FarmRight on 31 May
2023. FarmRight plan on further
redeveloping and investing in the site,
including planting additional Envy™
trees which will contribute to 200
hectares of new Envy™ plantings to
the Nelson region.
We know it’s a positive step, as it’s
one we took with the Fund before,
selling 40 hectares of orchards to
them in 2021.
Envy™ is on track to be a billion-
dollar brand by 2027, so it’s important
that new plantings are future-fit.
We have adopted a 2D structure for
new developments, with espaliered
trees open to more light for ripening
and easier to maintain and harvest,
including with automation.
This year, 119 hectares of orchards
were replanted. We own and lease 728
hectares of orchards in Aotearoa New
Zealand, of which 249 hectares are
now in 2D. With new orchards taking
eight years to reach full production,
replacement is being phased to
ensure continuity of fruit with sound
capital management.
'What gets picked must be packed'
and the first stage of our new Hawke’s
Bay packhouse at Whakatu will be
commissioned for the 2023 harvest,
and when fully operational, it will
have the capacity to pack more than
125 million kilograms per season.
Automation means we can process
more apples without the need to
recruit more people, especially given
severe shortages of labour. Where our
current two packhouses operate at an
average 45 bins an hour, the new site
will run at 90-100.
Apples
Our Apples business experienced
significant challenges largely due to
the Envy™ quality issues, a disrupted
global shipping environment and a
variety of market access challenges,
particularly in China due to COVID.
These challenges reduced profitability
of our apples business including
our own orchards, our commission
earnings, our post-harvest utilisation
and our in-market offices.
Despite these setbacks, our team
responded and collaborated with agility
to optimise the market outcomes.
Significant work has been carried out
in recent months to ensure we are able
to further mitigate the impact of these
numerous adverse environmental
factors should they reoccur.
Overall, Apples operating profit
decreased from $40.6 million in 2021
to $27.8 million this year, and revenue
decreased by $76.8 million to $774.6
million in 2022.
International Trading
Revenue in the International Trading
business decreased compared to
the prior year, from $129.2 million
in 2021 to $100.7 million this year.
Supply remained tightly constrained
due to climatic factors and shipping
challenges, limiting the quality and
product availability for sale.
Operating profit increased from a loss
of $12.4 million in 2021 to a loss of $2.6
million this year, largely due to the
non-recurrence of a number of one-off
2021 costs associated with the Peru
grape farm, offset by a disappointing
Australian trading performance in 2022.
At the end of 2022, we reached an
agreement to sell our Peruvian grape
farm, with legal title and full ownership
moving to the new owner in early 2023.
All costs associated with the disposal
of the business have been provisioned
in these financial statements.
T&G Fresh
The T&G Fresh business continued to
stabilise during the early part of 2022,
despite a very tight labour market and
adverse weather conditions for some
key crops. The business strengthened
considerably towards the end of the
year, particularly across the tomato
operation, the Aotearoa New Zealand
markets and the Pacific Islands
business. The Fijian business reported
a record result on the back of a strong
upturn in international tourism as
the world emerged from lockdown.
A renewed strategic focus and its
new leadership team are expected to
support further growth for T&G Fresh
into 2023 and beyond.
Overall revenue was up 9.6%, from
$365.5 million in 2021 to $400.5
million in 2022. Operating profit slightly
decreased from $18.0 million to $17.8
million this year.
VentureFruit™
Our global genetics and variety
management business, VentureFruit™,
completed its first full year of trading
as a stand-alone business in 2022.
While the business has
commercialised rights to a number
of varieties, particularly berries, its
results at this stage of its development
are very much tied to the global
performance of its key apple varieties,
particularly Envy™ and JAZZ™. The
2022 year was challenging for global
market sales in apples, and Envy™ in
particular. Despite this, VentureFruit™
increased its revenue from $19.0
million in 2021 to $29.1 million in 2022.
Operating profit increased from $2.3
million to $11.0 million this year.
89
Our year

Making our case for continued RSE worker support
In a demanding year, we secured
important strategic wins. We successfully
contributed to the industry-wide case
to Government for a consistent and
reliable supply of RSE workers to our
operations, including helping dispel the
misconception that the scheme deters
investments in technologies to support
future productivity.
Our case was supported by a report
commissioned from the New Zealand
Institute of Economic Research (NZIER)
who studied 970 of our RSE workers
over three seasons from 2019 to 2021.
The report, published as a case study
in the Productivity Commission’s April
report on immigration, showed RSE
workers were skilled and achieved
high levels of productivity. It also noted
“having reliable and skilled workers
available to prune, thin, pick and pack
all their crop gave T&G enough certainty
and scale to invest in new technologies
and business processes.”
These included investments in
mechanical picking platforms, our
2D orchards which allow for future
robotic harvesting and our new
packhouse which combines manual,
fully automated, and hybrid modes as
needed. The report noted we were able
to increase the scale of our operations,
achieving higher labour productivity
with a smaller workforce. RSE workers
are important to our strategic growth
and the majority come with skills and
experience from previously working
with us. As the pool of local workers
continues to reduce, their value cannot
be underestimated in the growth of
Aotearoa New Zealand’s horticultural
sector.
Growing categories in key markets
To win in key markets, we're creating
vertical categories - from the soil to the
supermarket. This harnesses our strong
customer relationships and consumer
insights to grow demand and loyalty,
underpinned by the best plant genetics
and our end-to-end value chain.
Previously, we had seen both table
grapes and berries as categories with
high potential, however we've decided to
focus on berries. Grapes are a profitable
traded category, but are challenging,
so we have focused our resources
and capability on the berries category,
particularly blueberries.
Thanks to early agreements with
Plant & Food Research and Fall Creek
Farm and Nursery, Inc from Oregon in
the United States, it's a category that
we're building from a strong base. This
2017 partnership gave us exclusive
rights to grow 16 blueberry varieties
in Australia. VentureFruit™ also has a
2021 co-investment with Plant & Food
Research in a breeding programme for
new berry varieties for which we are the
commercialisation partner. This includes
their blueberry genetics.
Developments include investing
in a joint venture blueberry farm
in Queensland, Australia. We
have supported the growth in this
category by appointing a berry
commercialisation manager
responsible for Europe and the United
Kingdom who will establish a network
of eight testing partners.
Fresh developments
We're also aiming to win in fresh
produce in our home market of Aotearoa
New Zealand and support a vibrant
horticulture industry. This year, with
continued challenges from COVID-19,
La Niña growing conditions and labour
shortages, the team’s absolute priority
was keeping our people safe and fresh
produce flowing through the supply
chain to our customers and consumers.
With a refined strategy and a new
leadership structure, following the
appointment of Rod Gibson as Managing
Director in January 2022, T&G Fresh is
set up well for future growth.
Outlook
As we look ahead to 2023, we’re
expecting the pandemic to be less of
an influence on our operations, supply
chain and markets, but it is clear some
constraints remain.
Domestically, our labour force
is coming up to strength and we
have been able to secure our full
complement of RSE workers.
Our orchard replanting and
expansion programmes are well
resourced. This is underpinning the
growth in our brands and is well
on track coming into 2023. Our
continuous improvement programme
is seeing quantifiable improvements
in our operations and contributing to
lower costs.
Our new packhouse will certainly
increase our efficiency as well as our
capacity. Shipping schedule reliability
and capacity, while still a challenge,
is slowly improving, while our supply
chain strategy will focus on optimising
our logistics and long-term resilience.
There is no doubt that consumers
want and need fresh produce, both
domestically and globally. Demand is
positive at home and in our markets
across Asia but remains muted in
Europe and the United Kingdom.
The reputation of our brands will
continue to support our growth, as
will the development of our in-
market resources in high-growth
opportunities such as Vietnam.
Into the new year, La Niña weather
conditions remain with us, with
extremely high rainfall across the
North Island in January, followed by
Cyclone Gabrielle in February. While
it is too early to comment on the
impact these conditions will have
financially, apple growers in Gisborne
and Hawke’s Bay, and North Island
producers of crops like onions,
potatoes and seasonal greens have
certainly endured a setback.
We have come into the new financial
year confident in our strategy and
determined to pick up the pace in our
five-year business transformation.
Three years of pandemic disruptions
have been frustrating, but we’re
past the half-way mark and on the
home straight. We will continue to
keep costs closely controlled, while
ensuring we make the investments
needed to support our strategy.
Thank you to all of our people, our
growers, customers and consumers
for your work and support.
Noho ora mai
Benedikt Mangold
Chair
Gareth Edgecombe
Chief Executive Officer
1011
Our year

Year in review
January
July
May
NovemberDecember
February
August
JuneMarch
SeptemberOctober
April
Rallied around our Tongan
RSE team whose families and
communities were impacted
by the devastating underwater
volcano and tsunami. Shipped
essential supplies to their
families in Tonga.
Sold our 40-hectare Steiner
orchard in Hawke's Bay to the
New Zealand Superannuation
Fund's rural investment
manager FarmRight. This was
followed by the December
sale of our 194-hectare Riwaka
orcharding operation in Nelson
to FarmRight.
Continued our partnership with
the First Foundation, awarding
two four-year T&G scholarships.
The Foundation provides
targeted support for talented
students from lower-income
households, including financial
support, mentoring and paid
work experience.
Regan Judd, one of our Orchard
Sector Manager’s in Hawke’s Bay,
is awarded the 2022 New Zealand
Young Horticulturist of the Year.
New Supplier Code of Conduct
sets out our key expectations
of suppliers in areas including
respecting workers’ human rights,
health and safety, environmental
protection, and integrity, ethics
and anti-corruption.
First new season Poppi™ apples
picked and exported, followed
over coming months by Royal
Gala, JAZZ™ and Envy™. More
than 6.5 million TCEs harvested
in 2022.
Launched Northland-grown
Afourer mandarins to help satisfy
citrus demand from September
to December and extend the
variety of citrus on offer.
Signed Aotearoa New Zealand’s
first Sustainability-Linked Loan
in the horticulture sector. The
three-year $180 million loan
demonstrates our commitment
to embracing sustainable
practices, decarbonising our
business, adapting to a changing
climate, and building thriving
local communities.
Celebrated our 125th anniversary
and the generations of people
who have helped create the
business we have today.
Launched the Edward Turner
Horticulture Futures Grant, a
new postgraduate tertiary grant
in honour of our founder.
New robotic palletiser in Hawke’s
Bay packhouse significantly
reduces amount of manual heavy
lifting and creates more efficient
stacking and container loading.
Invested in a new joint venture
blueberry farm in Australia.
Over the next three years,
40 hectares of premium new
varieties will be planted.
Sold 165,000 Envy™ Mid-Autumn
Festival gift boxes in China,
including collaborative boxes with
Spain’s Thyssen-Bornemisza
National Museum Madrid.
In partnership with the Ministry
of Social Development and
Māori Wardens, He Huarahi Hou
supports sole parents enter or
return to the workforce.
Together with two of our long-
term customers, launched
Unearthed™, our end-to-end
root vegetable growing, packing,
marketing and distribution
business.
Together with our
partner, Garden to Table,
we developed a schools
resource for 25,000
children answering
students questions
about T&G growers' jobs.
1213
Our year

About T&G
Taipa
Kerikeri
Tūākau
Ōhaupō
Reporoa
Gisborne
Hawke's Bay
Nelson
Auckland*
Whangārei
Hamilton
New Plymouth
Tauranga
Christchurch
Wellington
Palmerston North
Central Otago
Our team of 1,600 has a single uniting
purpose – growing healthier futures.
Together we grow apples, tomatoes,
citrus and blueberries and partner
with growers in Aotearoa New Zealand
and around the world to see this
purpose achieved.
Our strategy supports our purpose and
is focused on three strategic pillars.
With the health of the land and the
environment critical to our success, we
have embraced Kaitiakitanga – treating
the land, people, produce, resources and
communities with the greatest of respect
and care. This sense of guardianship is
central to who we are and what we do.
These pages show our footprint in
Aotearoa New Zealand and across the
world. As kaitiaki, or guardians, we aim to
ensure it is a light footprint, wherever we
and our partners may be.
From our place here in Aotearoa
New Zealand, we’ve grown over
our 125-year history from an
Auckland-based auction house

for fresh produce to a global
presence, nourishing people

in more than 60 countries.
KEY
SITES
(Global Hub* sales, market
floors, distribution centres)

GROWING SITES / REGIONS
T&G apple, blueberry, tomato
and citrus regions, and third
party apple suppliers
Note: In addition, T&G Fresh partners
with over 1,000 third party fruit and
vegetable growers throughout
Aotearoa New Zealand
POST-HARVEST AND
PACKING FACILITIES
T&G facilities
1415
Our year

1617
Our year
Asia
Revenue ($'000)$362,624
Employees (permanent)26
Offices (Group or Sales)5
UK & Europe
Revenue ($'000)$374,598
Employees (permanent)427
Offices (Group or Sales)3
Australia
& Pacific Islands
Revenue ($'000)$97,118
Employees (permanent)16
Offices (Group or Sales)4
Aotearoa
New Zealand
Revenue ($'000)$412,199
Employees (permanent)1,211
Offices (Group or Sales)12
®
Americas
Revenue ($'000)$58,397
Employees (permanent)38
Offices (Group or Sales)4
Growing regions
South Korea
• Boeun • Hongcheon
• Geochang • Yesan
Thailand
Growing regions
• Auckland
• Central Otago
• Gisborne
• Hawke’s Bay
• Kerikeri
• Nelson
• Ōhaupō
• Reporoa
• Taipa
• Tūākau
Africa
Growing regions
Austria
France


Germany
Italy
Portugal
Spain
Switzerland

UK
• Steiermark
• Tyrol
• Alps
• Loire Valley

• Occitanie
• Provence

• Bodensee
• Rheinland-Pfalz
• South Tyrol
• Castilla y León
• Region Vaud
• Valais
• Herefordshire
• Kent
• Lincolnshire
• Suffolk
• Sussex
Growing regions
Egypt
Morocco
South Africa

Zambia
• Eastern Cape
• Western Cape
Growing regions
New South
Wales
Queensland
South
Australia

Tasmania
Victoria





West
Australia
Pacific
Islands
• Coffs Harbour
• Griffith

• Wamuran
• Adelaide
• Loxton
• Renmark

• Huon Valley
• Ouse
• Koo Wee Rup
• Mildura
• Narre Warren
• Robinvale
• Shepparton
• Swan Hill
• Warragul
• Bullsbrook
• New Caledonia
• Samoa
• Tonga
Growing regions
Argentina
Canada
Chile

Ecuador
Guatemala
Mexico
Panama
Peru

USA
• British Columbia
• Angol • Talca

• Temuco
• Ica
• Piura
• California

• Oregon
• Washington State
Key
GLOBAL MARKETS
WE SERVE
GROWING REGIONS
Own and third party
OFFICES

Grow great brands
• Best genetics in apples and berries
• Unique varieties and brands loved by consumers
• World class in growing and post-harvest, with global
partners maximising our intellectual property
Win in key global markets
• Unlock markets selected for premium and potential
• Close to customers with capability in-market
• Most efficient end-to-end supply chain
Lead Aotearoa New Zealand's
fresh produce future
• Win in chosen categories
• Offer the best channels to market
• Build long-term relationships
Our purpose
Growing healthier futures
Our vision
The world's leading premium fresh produce company
Our measures
• Partner of choice
• Best place to work
• Financial returns
• Brand/category performance
Our strategy
Our vision is to be the world's leading
premium fresh produce company.
This is the pathway to realising our
purpose of growing healthier futures.
Our strategy, refined in 2020, identifies
three supporting pillars; grow great
brands, win in key global markets and
lead Aotearoa New Zealand’s fresh
produce future.
Our strategy is unattainable without
our people. We are committed to their
development and to inclusion and
diversity, and we show this by providing
the training, tools and technologies that
enable a high-performance culture.
1918
Our progress

Growing great brands is a pillar of our strategy. By
clearly differentiating our fruit from the rest, and
being consistent in the quality behind the brand,
we are building grower confidence and consumer
and customer loyalty in our markets.
There’s a lot more to growing great brands than
a catchy name. We draw on the best genetics
to create unique and delicious varieties, and
we support them with the best growing and
production systems, marketing and in-market
partnerships to bring the best for consumers,
every day of the year.
Most importantly, we continue to invest in the
marketing and development of each brand, so they
retain loyal consumers and win over new ones
across our global markets.
Our premium apple brands are Envy™, launched
13 years ago and sold in more than 60 markets,
and JAZZ™, loved by consumers in over 40
markets as a healthy snack for 25 years. Envy™ is
on its way to become a billion-dollar global brand.
Our Orchard Rd® premium berries burst with
natural energy and healthy nutrients, providing
consumers with blueberries in Asia, as well as
throughout the season in Australia.
VentureFruit™ fast forwards on strategy
VentureFruit™ is a key enabler of the grow
great brands pillar of T&G’s strategy, drawing
together our expertise in genetics, our
extensive network of research partners and
plant breeders, and our growing knowledge
and partnerships to develop high value fruit
varieties for global growers and consumers.
These capabilities were initially developed
from our apples business, with our premium
brands including Envy™ and JAZZ™.
VentureFruit™ will continue to support
the growth of our apples category, while
supporting the development of selected
vertical categories, such as berries.
VentureFruit™ not only supports our own
brand ambitions, but also works with third
parties to develop new income streams from
the commercialisation of new cultivars that
are valued by global growers and marketers,
but are not necessarily a fit with T&G’s core
brand categories.
In its first year of operation, VentureFruit™
achieved a credible collection of milestones,
despite the ongoing disruptions of the
pandemic. We invested in a new joint venture
blueberry farm in Queensland, Australia, and
we are moving new blueberries varieties to
testing partners in Europe.
We see berries as a strong growth category
and at the VentureFruit™ launch we signed a
second co-investment partnership with Plant
& Food Research in Aotearoa New Zealand
for their rubus breeding programme (which
encompasses berries such as raspberries
and blackberries), a valuable complement
to the partnership we established in 2019 for
the blueberry breeding programme. Under
these agreements, VentureFruit™ holds the
commercialisation rights to the new varieties
bred by these programmes.
While the domestic Aotearoa New Zealand
market is self-sufficient for blueberries,
they offer good growth prospects globally,
including in Australia.
Blueberries are a premium product which
aligns with the strong consumer trends for
convenience and health. They also have
growing and shelf-life characteristics which
suit the international business of T&G.
We have supported the growth in this category
by appointing a berry commercialisation
manager responsible for Europe and the
United Kingdom, who is initially establishing a
network of eight commercial testing partners
across six countries.
We are developing our short list of blueberry
cultivars for release in 2024 alongside some
from Plant & Food Research's work with
rubus. Our co-investment in this research
is supporting us to breed varieties to meet
grower and consumer needs, in a global
market which has doubled in the past 10 years
and is expected to grow further, especially in
Europe and North America.
VentureFruit™ will bring high performing
cultivars with unique characteristics to the
market, including the ability to extend the
growing season and enable berries to be
grown in different locations and soil types. We
look forward to developing partnerships with
potential growers in the coming year.
In the apples category, the Hot Climate
Partnership is working on offsetting climate
change risks with 18 varieties planted with 25
partners under test in Europe alone. We are
now on the threshold of commercialising an
initial release from this work. See separate
story on page 52.
What’s in a name?
A great deal if the
name is also a brand.
Straight away, consumers know what to expect
and if the brand connects with their lifestyle
and personal values, loyalty follows.
2021
Our progress
Grow great brands

A tough year in apples
Climate and COVID-19 were the
dominant influences on this year’s apple
season, affecting everything from fruit
quality to worker shortages, supply
chain bottlenecks and constrained
market demand, especially in the
United Kingdom and Europe.
It has been a frustrating year in our
orchards and those of our partner
growers with an unusually wet spring,
very heavy rain in 2022 through
February, March and April, as well as
low sunshine days affecting harvesting
timings as well as fruit quality. Another
season of worker shortages, made
worse by the rapid spread of the
Omicron variant through our workforce,
including our RSE workers, made
harvesting difficult. To cap it off, supply
chain bottlenecks caused by reduced
shipping schedules, shortages of
refrigerated containers and port delays
affected deliveries to our key markets.
In Aotearoa New Zealand we picked
1 million tray carton equivalents
(TCEs) from our own orchards – the
equivalent of 18,300,000 kilograms
of apples for export. Collectively with
our third-party growers, we exported
5.2 million TCEs – a 3% increase on
the year prior. In the United States, the
crop was 4.0 million TCE in 2021/22,
and is estimated to be 4.5 million TCE
for the 2022/23 season.
As we could not control the pandemic
or the weather, we focused on the areas
we could control with positive results.
On the labour side, last year’s decision
to create 100 full time employment
opportunities for our seasonal workers
and the local community, certainly
showed its value. We worked hard to
recruit this team in 2022, and welcomed
recruits from our new He Huarahi Hou
programme which helps solo parents
into work with family friendly hours
and other support. Our returning RSE
workers also brought their skills back
into our operations, adding value
through passing on their knowledge to
inexperienced casual labour.
On the supply chain, shipping in
March also got off to a well-planned
start, with good container availability.
However, schedules and reliability
were continually changing making
planning difficult. Our shipping
costs increased by as much as 75%,
with rates varying depending on
the line and market. As the season
progressed, the delays meant missed
sales windows.
To mitigate further delays we
partnered with Zespri and other
industry partners to charter six
vessels to North America, loading in
both Nelson and Hawke’s Bay. We also
began developing a new supply chain
strategy with the aim of developing a
globally co-ordinated service, aligned
to our sales and operational plans
and designed to maximise value for
our growers and our customers - see
page 29.
We’re on track to bring in our new
state-of-the-art automated packhouse
in Hawke’s Bay in time for the 2023
season. See page 25. Our JAZZ™
crop will be one of the first through
the packhouse. This brand will
also benefit from a new strategy
designed to increase grower returns
by expanding our market network.
JAZZ™ is an excellent brand with
strong consumer support globally and
our strategy has focused on bringing
grower returns up to a level which
reflects this.
We also continued with our 2D
orchard conversion and development
programme which is growing our
operations and securing a sustainable
future for them by adopting the best
growing techniques – page 24.
Three years of our continuous
improvement programme in our
growing operations have also locked
in better techniques and systems,
many conceived by our teams on the
ground, and this work continues to
produce incremental gains.
The quality of some of this year’s
premium Envy™ crop, together
with the influences of climate
and COVID, resulted in a very
disappointing result for both
our growers and ourselves. To
protect the brand’s premium
reputation, we disposed of
quality compromised fruit and
initiated a full analysis of the crop
to understand and implement
learnings should similar conditions
occur in the future. This plan is
fully developed and will apply in
the 2023 season – see page 55.
A significant effort was made to
continue our sales programme
while ensuring the remaining
fruit in-market continued to
meet quality specifications and
customer expectations. This
included our marketing activations
in Asia to support the Mid-
Autumn Festival, selling more
online in China and extending our
distribution channels in Vietnam.
In other markets we also sold
more through wholesale channels
extending marketing investment
and activations where required.
In the United Kingdom and
Europe, our sales teams
encountered apples from the
previous Northern Hemisphere
season remaining in the market
longer than expected, as well
as lower consumer confidence.
Russia’s invasion of Ukraine was
a contributing factor impacting
oil prices, global supply chains,
access to seasonal labour
and resulting in a surplus of
commodity apples from around
the world in Europe. In Europe
for example, the selling window
for JAZZ™ was affected by this
overhang and our sales teams
were also competing against an
early locally-grown European
crop. In the United Kingdom,
JAZZ™ sold steadily, but was also
later into the market due to the
Northern Hemisphere overhang.
In our key Asian markets, we
strengthened our e-commerce
presence to widen our connection
with consumers using in-market
influencers, recipes and seasonal
promotions to grow sales.
Our online reach now covers
Singapore, Hong Kong, Taiwan,
Thailand, Vietnam, China, the
United States, Germany, the
United Kingdom and some other
selected partner markets. Our
sales and supply chain teams
have been equally agile, re-
routing product between markets
to secure sales and convert
inventories into returns.
While this year did not achieve
the results we wanted, we
will go into the new season
with confidence in our brands
and in the future. This season
has served up some tough
challenges and we’ve turned
them into proactive strategies
to protect and strengthen our
brands’ reputation for quality,
build on our brands’ strengths
and grower returns, and
streamline our supply chain
channels.
22
23
Our progress

Ancient technique – new technologies
It’s a technique that dates back
centuries, but for us espaliering apple
trees in the 21st century is all about
looking to the future – especially when
it comes to orchard management.
We’re progressively replacing old
orchards with 2D structure plantings
and all future developments will also
adopt this structure. It is best suited
to apple varieties which produce fruit
on spurs right along the length of the
branch, such as Envy™.
This year, a total of 119 hectares
of T&G orchards in both Hawke's
Bay and Nelson were replanted
with Envy™ on future-proofed 2D
structures. We own and lease 728
hectares of orchards in Aotearoa New
Zealand, of which 249 hectares are
now in 2D. We have plans to further
redevelop more orchards over the next
three years. As it takes up to nine years
for an orchard to become fully mature
and productive, we are in a phase of
considerable capital investment for
future growth and we are confident the
structure adopted is the best choice,
horticulturally and technically.
2D plantings, which look similar to
vineyards in their layout, provide
a better growing environment for
apples, as they are more open,
enabling more light into the canopy
which helps the fruit colour and ripen
more consistently.
Maintenance, such as pruning, is
simpler with the branches trained
away from the trunk along the
structure framework and harvesting is
also simplified, with higher yields.
Our preferred 2D structure allows for
technologies such as the 17 picking
platforms we currently have in use,
as well as specialised equipment
like our leaf defoliators. In addition,
it also supports new in-development
technologies, including unmanned
automated sprayers, mowers and
robotic harvesters. The technology in
use today also provides a safer, more
productive working environment for
our orchard teams.
New packhouse ready for 2023 harvest
Announced in late 2021, the first
phase of our new state-of-the-art
automated packhouse in Hawke's
Bay will be operational for the
2023 season, in time for our
JAZZ™ and Envy™ harvest. The
second phase will be completed
in time for the 2024 season.
Located at our Whakatu East site,
the packhouse will be one of the
biggest in the Southern Hemisphere,
with 1.7 hectares of roof space. It
will deliver significant efficiencies
while enabling us to manage our
forecast growth as we respond to
growing demand for our premium
branded apples, especially Envy™.
It’s a facility designed to enable us
to achieve more with less, primarily
through automation. For example, our
two current Hawke’s Bay packhouses
process on average 45 bins per
hour at each site – or 0.41 bins per
person per hour. In the new facility,
one line can run at 90-100 bins per
hour, lifting the productivity rate to
up to 1 bin per person per hour, with
no increase in employee numbers.
Automation will reduce our reliance
on casual seasonal workers. Having a
more efficient packhouse also means
we have been able to offer broader
fulltime roles across our Hawke’s
Bay apple operations to some of our
seasonal team members as well
as job seekers in the community.
With the capacity to pack more
than 125 million kilograms of apples
per season, once all phases are
fully complete, the new packhouse
will effectively make the two
existing facilities redundant when
it is fully operational. With both
original packhouses situated within
non-operational cool stores, this
space will be easily converted
into cool stores in the future.
From the receiving area to the
despatch bay, the packhouse will
cover the full range of packing
activities, from the wet infeed area
and defect sorting to packaging,
robotic palletising and strapping.
The facility has inbuilt operational
flexibility, allowing for a combination
of fully automated, partly automated
and standard packing lines.
The start-up phase in March 2023 has
been subject to thorough planning and
risk mitigation. The creation of new
standard operating procedures has
been completed and staff retraining
will be undertaken so the team is fully
familiar with the new equipment.
The packhouse also meets demanding
sustainability standards. The filtration
systems allow for a reduction in water
use from our own bore, with any final
discharges being drinking quality
standard. Stormwater attenuation
systems enable us to harvest
rainwater for permissible uses.
The wellbeing of our people is also
provided for in an onsite gym, outdoor
walking track and a wellness room.
24
25
Our progress
Envy™ in
Monet’s garden
What is a creative marketing response
to closed borders and pandemic
safeguards restricting movements
in a valued market? A collaborative
campaign between an apple and some
of the grand art masters.
That’s how we engaged with Chinese
consumers this year in the lead-up
to the annual Mid-Autumn Festival,
second only to Lunar New Year
in terms of its importance as an
occasion to celebrate with family
and friends.
Our Envy™ brand is the ultimate
apple experience in terms of taste,
crunch, aroma and appearance.
It is a perfect and very popular
addition to the menu when people
are celebrating special occasions,
especially in Asia and is also an
appreciated gift. To make it even
more special for Chinese consumers,
we thought laterally, producing a
collaboration with Spain’s Thyssen-
Bornemisza National Museum
Madrid to link our iconic apple with
four equally iconic masters, Vincent
van Gogh, Claude Monet, Pierre-
August Renoir and André Derain.
Their garden and rural landscapes
featured on our limited-edition
gift boxes, carry bags and in-store
promotional displays, reinforcing
the value of our Envy™ apples as a
premium gift.
Throughout the Mid-Autumn
Festival we sold 165,000 gift boxes
(1.48 million total apples), including
the collaborative boxes.
The collaboration, conceived
in-house by our marketing team
before development with agency
partners, has done more than
boost sales during an important
festival. Its success means we
have a compelling case study we
are now using with other potential
partners whose own brands sit in the
premium categories, be it fashion,
design, entertainment or cuisine.
The grand masters’ promotion was
not the only initiative to connect with
Chinese consumers under the more
restrictive pandemic conditions.
With e-commerce well established
in China, we set out to better our
record-breaking sales from last
year’s T-Mall sales. We sold out
of 25kg packs of Envy™ apples
in under one minute with over 26
million views of our live-streamed
promotion with Chinese celebrities.

Win in key global markets
Our strategy has
win in key global
markets as its
second pillar.
It is clear recognition of the global in
our name, recognising our growth
opportunities can be found in many
geographies, from Europe and the
United Kingdom, to Asia and the
United States.
We believe in the power of many – the relationships
we have formed with supermarkets, wholesalers,
foodservice, research institutes, growers and scientists
- to help provide insights and support the development
of our global brands.
Being close to customers, with capability in each of
our unique markets, ensures we remain in touch with
changing consumer trends and aspirations. Achieving
the most efficient end-to-end supply chain to each of
those markets, underpins our growth, our success and
our relationships with customers and consumers.
Good morning Vietnam
The establishment and growth of
our office in Vietnam is an effective
illustration of our strategic pillar to win
in key global markets.
Vietnam now joins China, Thailand,
Japan and Singapore as a market
where we have invested in establishing
offices, building strong customer
relationships, a deep knowledge of
local commercial practices and a
reputation for quality.
Our Vietnamese footprint has
grown from a single person in 2018,
to 13 in 2022 and the impact has
been considerable with Vietnam
outperforming its budget for both sales
and operating results.
While we had some eating quality
challenges with Envy™, the team was
able to incentivise customers to clear
unaffected inventory. This ensured
the market was ready for the arrival of
United States-grown Envy™, especially
in the month-long build up to the Tet
New Year festival celebrations when
our large, premium apples form part of
families’ celebratory feasts.
Both our premium Envy™ and JAZZ™
apples are enjoying rapid sales
growth alongside good demand for
Pacific Queen, Royal Gala and Fuji,
table grapes, blueberries, stone fruit
and citrus.
In common with its Southeast Asian
neighbours, Vietnam has a growing
middle class. Currently at 13% of the
population, this is expected to double
by 2026.
Vietnam’s free market reforms have
enabled it to become one of the
fastest growing economies in the
region. Although T&G has exported
to Vietnam for more than a decade,
the freer market has seen the growth
of different retail models, including
Western-style supermarket chains
catering to the rising middle classes.
New distribution networks are also
evolving to include more operators,
including international chains.
Traditionally our exports have met
market demand in the main cities of
Hanoi, Ho Chi Minh City and Danang.
However, our reach and growth
potential is broadening to inland
cities as retail chains expand and
infrastructural investments are made
in cool stores and distribution centres.
Our long-standing relationships,
strengthened further with capable
local talent has enabled us to connect
with the new generation of retailers.
By demonstrating our strengths in
neighbouring markets in areas like
marketing promotions and the supply
chain management needed for our
premium brands, we’ve been able to
show new retail customers what a
positive partnership can deliver for
them and us.
It is a market where our purpose of
growing healthier futures is embraced
by consumers and our produce is a
natural fit. Fruit is regularly consumed
by families after meals as a dessert,
and as a snack or for weight loss. With
consumers typically buying 1-2kg of
apples at a time, the apple sector holds
considerable growth opportunities,
especially for our premium brands.
2726
Our progress

Expanding digital influence
E-commerce as a percentage of
global retail sales has risen through
the pandemic as consumers replace
shopping trolleys with keyboards.
While restrictions are easing in our key
markets, the signs are that consumers
habits are changing. While they are
coming back to their trolleys, keyboards
still play a role in their shopping habits
so we’re expanding our digital fingerprint
to connect with them.
When it comes to our premium apple
brands like Envy™ and JAZZ™ there
is no real substitute for the in-store
display and promotional sampling that
introduces our global consumers to
the distinct experience of these apples,
with their appearance, crunch, aroma
and flavour.
But we are also influencing the
social media influencers – the foodie
personalities in our key markets whose
followers trust their recommendations,
along with their recipes. In Japan, for
example, where we have a four-month
trading window before the domestic
apple crop is harvested, consignments
of our JAZZ™ apples sell out quickly
at premium prices, encouraged by
influencers who develop recipes and
link to e-commerce sites to encourage
purchases. We now have a network of
reputable influencers keen to associate
their personal brand with ours.
We have added Singapore, Hong Kong
and Taiwan to our online presence this
year, so our reach now covers Thailand,
Vietnam, China, the United States,
Germany, the United Kingdom and
some other selected partner markets.
This is an effective complement to our
live in-store and promotional events,
enabling us to work with key opinion
leaders to reach our target audiences,
influence shopping decisions and build
brand awareness.
Combining in-store promotion with
online engagement is especially
effective for connecting with consumers
in ways which are relevant to them,
such as healthy snacks for children and
adults, as well as special occasions
like Mother’s Day, Christmas, and
Halloween where our apples are a fresh
sweet treat. In the United States, for
example, a Christmas collaboration with
the Hallmark channel promoted Envy™

as “the ultimate holiday apple” through
displays, recipes and social media.
The success of these partnerships
was mirrored in a successful JAZZ™
collaboration with Warner Brothers’
DC League of SuperPets across
Europe, the United States, Canada
and Aotearoa New Zealand, including
scan and win promotions, point of sale
themed packaging and promotions
and a cobranded microsite with games
and recipes.
Strengthening our supply chain
As a global exporter we’re reliant on the
efficient functioning of global freight
networks to get our high-quality produce
to markets, not only from Aotearoa New
Zealand, but also from the United States,
United Kingdom and Europe.
This year we continued to work with very
restricted ocean freight capacity. Globally,
shipping schedule reliability and available
capacity remained restricted. Global
schedule integrity remained under 40%,
which removed 11% of available capacity,
and as we moved into the apples season,
delays in America, Asia and Australia services
continued to drive missed connections

and port omissions along the Aotearoa
New Zealand coast.
In 2022, the pressures on freight networks
were even higher than those we experienced
in 2021 as changing supply and demand
dynamics, coupled with significant port
congestions in major international ports
made some trade routes intensely profitable
for ocean freight carriers and had major
flow on effects for Aotearoa New Zealand
exporters looking for ocean freight capacity
and refrigerated shipping equipment.
Together, these caused considerable pain
along the value chain, for our consumers,
customers, growers and our teams at T&G.
For T&G, this meant our supply chain team
worked very hard to navigate constrained
access to shipping capacity, and the
additional challenges of securing refrigerated
containers in the right locations. Congestion
at some Aotearoa New Zealand ports also
created supply chain uncertainties with
significant delays and flow on impacts.
While these constraints meant we faced
additional pressure in moving product
from our key ports of Napier and Nelson,
our team’s relationships with supply chain
partners and ability to find innovative ways
to manage these risks went a long way to
minimising impacts to our customers.
An example of this was our collaboration
with Zespri out of Nelson, sharing charter
sailings to ensure our products maintained
their presence in the United States.
During 2022, chartering was a useful tactical
lever for us to pull to alleviate pressure in the
supply chain, especially with our Envy™ crop.
Towards the end of the year, global shipping
performance began to improve. Additionally,
there have been strong signals of rates relief
coming through, particularly for dry cargo,
with refrigerated rates slowly moving down as
ocean carriers navigate softening international
markets and internal pressure to have blank
sailings to balance supply and demand.
Our experiences in 2022 have been
frustrating, but they have also shown that
we have opportunities to optimise our
logistics and give our growers a competitive
supply chain. We are looking ahead
to ensure that our global supply chain
capability, sophistication and co-ordination
requirements are fit for purpose to support
our growth ambitions.
For 2023 we have three key areas of focus.
First, we want to provide options to move
product into the market earlier to enable and
capture more value. Second, we are looking
across our global end-to-end supply chain to
identify opportunities and ensure our supply
chain provides a competitive platform for
our growers. And finally, we will be working
with our ocean freight carriers to provide
a scalable and reliable programme for our
long-term growth.
We have developed our long term global
supply chain strategy, and these three focus
areas are central in enabling a resilient and
cost effective global supply chain service.
This will encompass both the northern
and southern hemispheres and maximize
value for our growers at one end and our
customers and consumers at the other.
It builds on and recognises the exceptional
efforts of our supply chain team in 2022.
Difficult years are very testing, but 2022
also underlined the potential and experience
in our people and encouraged us to be
ambitious in our strategy. As we come into
the new year we are cautiously optimistic
about the prospects with freight rates easing
along with port congestion and ocean freight
carriers focused on improving their reliability
and scheduling.
2928
Our progress

It starts with our own growing
operation producing citrus, berries
and tomatoes, and it encompasses
the produce from more than 1,000
independent growers who sell to
retailers and foodservice operators
through our 11 regional trading floors.
We also have direct relationships
with the major supermarket chains,
quick service restaurants and in-
home meal kit delivery providers,
helping them meet their customers’
expectations around fresh, healthy
produce.
New Zealanders’ tastes are
as diverse as New Zealanders
themselves and to satisfy demand
we import what we cannot grow,
and to cover seasonal gaps in local
production. At the same time, T&G
Fresh also exports fresh produce
to markets including the Pacific
Islands, Australia, Asia, Europe and
North America.
T&G Fresh plays a vital
role in getting fresh
fruit and vegetables
to retailers, cafes,
restaurants, institutions
and homes around
Aotearoa New Zealand,
supporting healthy futures
for each generation.
Lead Aotearoa
New Zealand's fresh
produce future
Keeping the faith with fresh
T&G Fresh has a vision to be the
biggest and best fresh produce
company for Aotearoa New Zealand,
supporting a vibrant horticulture
industry. We’re focused on three key
areas - winning in chosen categories,
offering the best channels to market
and building long term relationships.
With Omicron making its unwelcome
way through Aotearoa New Zealand
in 2022, it was relationships and
channels that took priority as
our business overcame logistical
bottlenecks to keep fresh produce
flowing through our operations and
from our growers to our customers
and consumers.
Whether it was seeking volunteers
from our office-based team to help
in glasshouses, market floors and
distribution centres, offering overtime
hours or hiring in contractors, every
effort was made to keep the supply
chain running. At times, volunteers
within the company made up more
than 40% of a shift, requiring our
front-line team to train, support and
guide them on the job to be done.
But together we got through.

The reward was positive customer
feedback and consumers finding
plenty of fresh choices at their

local supermarket.
While we kept the faith of customers
and consumers, the impact of
Omicron costs in the business
touched every corner of it. Delays
in repairs to our transport fleet, for
example, meant trucks were off the
road longer, meaning higher levels of
subcontractors. Continued shipping
disruptions also affected our export
freight costs. Labour costs also rose,
influenced mainly by overtime and
the use of temporary labour as well
as labour shortages.
In the last 12 months our fertiliser
costs have risen by 95% and fuel

by 76%.
Offsetting these negatives were
positives. In transport, despite the
servicing problems, we achieved
improvements in route management
and logistics, maintaining consistent
and reliable service levels which
supported better recovery of costs.
Rising prices for fresh produce
in the domestic market partly
mitigated rising costs. A bumper
mandarin season from our Northland
operations helped make up for
shortages of imported strawberries
and melons. However, Cyclone Dovi
severely hit the blueberry harvest in
Northland.
Tomato supplies from our North
Island operations were also affected
by increased numbers of whitefly as
well as the ongoing impacts of the
pepino mosaic virus. The virus causes
no food safety issues, but affects the
quality, ripening and volumes of fruit.
In July and August we transitioned
Countdown’s distribution centres
in Auckland and Palmerston North
back to them. People who wished
to continue with T&G all found jobs
within our business.
In October, we closed our Dunedin
markets business, with the
region now being serviced from
Christchurch whilst still achieving
quality and service commitments.
RATS and an army get us through
With the Omicron variant of COVID-19
breaking through Aotearoa New
Zealand’s borders early in 2022, we
faced our third and most difficult
year for labour and logistics in our
domestic operations.
Despite vaccination rates improving
as the national rollout gathered pace,
it was clear that Omicron was also
spreading quickly in the first quarter,
right at the time when demand for
harvesting labour increases.
We undertook an extensive health and
safety risk assessment, based on the
different environments in which our
teams work – such as in glasshouses,
outdoors, packhouses, or in large or
small teams. With keeping people
safe the lead priority, a vaccination
mandate proposal was developed and
put out for consultation.
Held over two weeks and led by the
Chief Executive, this was conducted
online in sessions which included the
unions and also allowed for confidential
feedback to maintain individuals’
privacy. A consultation survey went
out to every employee and the level of
engagement was very strong.
The feedback informed a final policy
which strongly recommended
vaccination but introduced intensive
rapid antigen tests (RATs), for those
who chose not to be vaccinated. Being
flexible enabled us to retain as many
workers as possible while maintaining
trust that we would keep all workers
safe. Testing was confidential and paid
for by the company.
Our RAT regime for our front line
essential workers saw the whole
business pull together to support
each other, including volunteers
making dawn calls to sites to test
workers at the start of shifts, before
starting their own jobs.
Recruiting a volunteer army of more
than 60 volunteers from our salaried
workforce kept vital operations
moving from picking to packing in our
glasshouses, orchards, packhouses
and distribution centres, across six
sites. The volunteer army delivered
more than 839 hours of labour in
addition to their “day” jobs.
The same flexibility was
demonstrated in our orchard
operations with volunteers from the
North Island happy to go to Nelson to
support their colleagues keep their
seasonal routines running.
3031
Our progress

Tomatoes’ tough season ends on high note
A tough season for our 24-hectare
glasshouse tomato growing
operation was offset by higher prices,
leading to a solid full-year result.
Pests and diseases hampered
volumes for both T&G and other
growers, leading to reduced supplies
of tomatoes. Inflationary pressure on
input costs for fertiliser and freight
were also pronounced.
By year-end, lower volumes and
higher costs had been partially offset
by higher-than-expected prices
particularly during the last weeks of
the year. Market supply in the build-
up to Christmas was restricted due
to the incidence of disease which did
not affect our operations and crops,
but impacted others. With volumes
restricted and higher pre-Christmas
demand, prices were well ahead
of the norm for end of the year and
maintained through to the New Year.
Pricing was a morale-booster for
our team whose efforts – like those
of home gardeners – were not
helped by the dull, but warm weather
in spring. Low light levels affect
glasshouse crops, just as they do
outdoor plantings, and this required
careful management to ensure
pollination and crop production.
The price lift for loose tomatoes also
benefitted the price of our small and
sweet Beekist Jellybean™ variety.
Typically, when the price of loose
tomatoes falls as supplies rise, the
price differential between the two
products can dampen demand for
the premium packs. However, this
Christmas the differential was not
marked and demand was maintained,
also helping our year-end result.
The highpoint of the year was the
teamwork seen during the waves
of COVID-19 which affected our
tomatoes business first in March,
and then again before Christmas.
Our glasshouses team put significant
extra effort in to fill in for their
sick colleagues. This teamwork
consistently shone through the
difficult year. Local team members
were supplemented by RSE workers
and, if resources were stretched, we
were able to bring in reinforcements
from our apple growing operations.
Volunteers from our office-based
team also took up the challenge.
While not always the most efficient,
the combination was effective.
While worker shortages were a
significant problem in horticulture,
we were able to maintain operational
stability for most of the year, thanks
to our strong team culture.
The business is proud to have
ended the year with a full staffing
complement of 250 glasshouse
workers, particularly given the
competition for labour. This
stability helped ensure glasshouse
growing routines were maintained
– an important factor given delayed
works can create time-consuming
problems.
Tourism revival
builds Pacific
Islands’ demand
The revival of tourism across the Pacific
Islands played a valuable role in doubling
our export volumes to the region through
2022. By the end of the financial year,
our volumes were close to those in pre-
COVID times.
It has been pleasing to see the islands’
recovery gain momentum, especially
as the economies traditionally rely
on tourism revenues as their main
component of GDP.
Meeting the demand was challenging
however, with shipping delays and
reduced services made worse by
worker shortages which affected vessel
turnaround. Airfreight capacity has
gradually improved as airlines reinstated
schedules for tourism.
The opening of the borders also enabled
us to physically get back into the market
to reconnect with key customers and to
understand influences on local demand.
Our Fijian domestic business, which
came through a very difficult year in 2021,
again showed its resilience this season.
A milestone was the opening of our new
distribution centre at Labasa, the largest
town on Fiji’s second biggest island of
Vanua Levu. This created 20 local jobs
and will service our retail and resort
customers, as well as more modest
outlets in the town and surrounding
districts. It complements our operations
in Suva, connecting grower partners with
a broader customer base.
The eruption of Hunga-Tonga-Hunga-
Ha’apai underwater volcano near
Tonga in January and the subsequent
tsunami impacted more than 80% of the
population, devastating crops, homes
and other infrastructure. We import
coconuts and watermelons from Tonga
and also employ seasonal workers under
the RSE scheme. We donated supplies
through the Red Cross to support the
affected communities and also organised
our own support, see page 57.
New JV with long-term
customers
Bhana Family Farms and Masters and Sons are
synonymous with root crops in the Pukekohe region
of Auckland. We have established a new joint venture
(JV) with these long-term, highly-regarded growers,
which is focused entirely on root vegetables.
The new venture, branded Unearthed™, is a vertically
integrated business which grows, packs, markets
and distributes roots crops, such as potatoes, onions
and carrots from across Aotearoa New Zealand. T&G
Fresh holds a 51% shareholding.
Unearthed™ will ensure we continue to have access to
high quality root crops across our diverse supply base,
which is now underpinned by the new shareholding
arrangement, and it will provide our customers and
consumers with greater continuity of supply.
It’s an operating model which has potential for other
crops and areas, including in other markets where we
have growing partnerships and operations.
Mmmm mandarins
If Aotearoa New Zealand’s mandarin season
seemed better than ever this year, it was.
After an exceptional Satsuma season, which closed in July, we
brought a new and local crop to the market to satisfy citrus
demand from September through to December.
The Northland-grown Afourer mandarin enables us to not only offer
mandarins right up until summer, but also to extend demand with
a different tasting citrus. The Afourer has a richer orange colour, is
seedless and has a slightly sweeter taste than the Satsuma. Its easy
peel, easy size appeals to all ages, but especially to children.
T&G Fresh invested in Afourer mandarin production in 2018 in
Kerikeri. Production is expected to increase from around 150 tonnes
in 2022 to 500 tonnes by 2025. Afourer are also less of a biannual
crop than other varieties, so we expect consistent fruiting every year.
From our Northland orchards we grow a variety of citrus including
Satsuma and Afourer mandarins, Yenben lemons and Navel
oranges, across six orchards based in Kerikeri and Taipa. We
employ 29 permanent team members, and 20-150 seasonal
workers each year, depending on the time of the year.
3233
Our progress

Building a high-
performance culture
In every link of our supply chain, it is people
and their skills, experience, drive and
sense of purpose and accomplishment
that carry us forward. This was recognised
when we embarked on our transformation
programme to lift the business’
performance and included in it the goal to
move to a high-performance culture.
To ensure we worked from solid
foundations, we took the time to research
global high-performance systems and
identify the elements that would be crucial
to our success. These include a sense of
purpose that we are doing something that
matters, a clear strategy and a clear plan
so we are all aligned on what needs to be
delivered and who is accountable.
High-performance
The way we think
Shared mindsets
are the glue that
holds a high-
performance
culture together.
The more our people understand the
values we see as important to the way
we work, the easier it is to do what’s
expected when it comes to behaviour
and attitudes.
Our four mindsets, which were developed in 2021, are:
• Be bold. Lead. Push boundaries. Create the future.
• Do the mahi. Own it. Improve it. Set high standards.
• One team. Work together. Strong partnerships.
Have fun.
• Take good care. Listen. Support. Make a difference.
This year we continued the progressive rollout of our
mindsets across the business. Through workshops, we
are inviting our people to explore what each mindset
means in practice, how they might apply them in their
own roles and how they relate to their own personal
values. As in the initial workshops held in late 2021, the
response from our people has been impressive.
Understanding the way we work is influencing how we
work for the better, with positive attitudes, a real sense
of ownership and accountability, and teamwork which
is caring and supportive, as well as productive. We will
complete the rollout workshops in 2023.
He aha te mea nui o te ao?
He tangata.
He tangata.
He tangata.
What is the most important
thing? It is people, it is people,
it is people.
Our framework encompasses our purpose,
strategy and plan and it explains what we
mean by a high-performance culture and
what this looks like in terms of attitudes
and behaviour. It is clear on the skills and
leadership capabilities we want to develop
among our people and the mindset we
wish them to bring to work each day.
A high-performance framework provides
the environment for all our people to
reach their full potential, supported by
a culture which embraces diversity, our
mindsets, accountability, capability and
commercial acumen. Above all, we want
to create an environment where people
feel valued and truly enjoy their work.
While we have faced some external
challenges over the last few years, we are
happy with the progress we are making in
building a high-performance culture.
3435
Our progress

3637
Growing our own leaders
With our strategy set to transform our
business, it was clear that investing in
our people was just as important as
investments in technology, orchards or
the science behind our great brands.
It’s our people who will enable us
to innovate, adapt and succeed in a
rapidly changing market and it’s their
skills, attitudes and leadership which
will see our vision of being the world’s
leading premium fresh produce
company realised.
Our Emerging Leaders Programme,
launched in 2020, is growing great
leaders. It is instilling in them the
skills we need at a leadership level,
including effective communication,
a drive for continuous improvement,
a commitment to health, safety and
wellbeing, and a genuine passion for
developing those around them.
In its first two years, 161 participants
have gone through our Emerging
Leaders Programme and are now
growing in confidence and capability,
bringing to life our T&G mindsets.
Despite the constant disruptions of
the pandemic, our People & Culture
team adapted the programme’s
delivery, making the most of online
delivery. We had eight cohorts and 88
participants successfully complete
the 14-week programme this year,
including nine of our team from
China, Thailand and Vietnam.
While our Emerging Leaders
Programme grows great leaders,
our Leaders in Action programme
ensures that personal growth
continues for our mid-level leaders.
This year four cohorts comprising
32 leaders from all functions
participated. Leaders in Action
supports career progression in our
business and is designed around our
high-performance framework with
eight modules. These include design
thinking, continuous improvement,
performance transparency and
leading change.
Reflecting our belief that learning
should be continuous, 74 of our senior
leaders participated in our Coaching
for Capability Building programme,
while another 17 participated in our
ongoing Leadership Thinking Styles
360 programme. The latter enables
leaders to identify and develop their
own leadership styles and strengths
through constructive coaching.
Inspirational winners
Just as apples need the right care and
conditions, our growth plans also rely on
more than ambition. Talent is important, and
in a very tight labour market, inspiring new
and young workers to see horticulture as a
career is a positive strategy.
Real people with great stories make the best
examples and we’re proud to have the pick
of the crop when it comes to encouraging
young people to see themselves thriving in
our operations.
Regan Judd, one of our Orchard Sector
Managers in Hawke’s Bay, is the 2022 New
Zealand Young Horticulturalist of the Year,
a title awarded in November by the Royal
NZ Institute of Horticulture Education
Trust. Regan also won the T&G Practical
Components Award and the Bayer Best
Practice Award, for his focus on crop
management and sustainability practices.
Maatu Akonga, Assistant Orchard Manager in
our Twyford sector, in the Hawke’s Bay, won
the 2022 Hawke’s Bay Young Fruit Grower
of the Year competition. He then went on to
compete in the New Zealand Young Grower
of the Year Awards, where he won the Best
Speech Award.
Maatu followed in Regan’s shoes as winner
of the 2021 Hawke’s Bay young grower title.
He is also an experienced competitor, winning
the inaugural Ahuwhenua Young Māori
Grower Award in 2020.
Industry competitions foster and celebrate
the next generation of our industry leaders
and we’re proud of Regan and Maatu.
They’re the people we can point to when we
tell future workers about the opportunities to
grow with us.
Our progress
Winning the talent quest
Low unemployment, reduced
immigration and the rush of young
New Zealanders taking their delayed
OE (overseas experience) is affecting
the pool of available talent for

our operations.
With inflation also increasing the
pressure on wage rates, creative
solutions are needed to win the
talent quest. Our newly created
Operations Squad is just one example.
This turned on its head the notion
that seasonal workers could not be
permanent team members.
By looking at our workforce
differently, we created 100 new
permanent roles across our Hawke's
Bay apple operations in 2022.
Where previously casual or
contracted seasonal team members
would work only in our orchards
or our packhouse, our Operations
Squad is permanently employed and
works across both. This enables the
development of new skills in growing
and orchard development, as well as
post-harvest roles. Not only does this
help to address the experience and
productivity gaps associated with a
seasonal workforce, it also reduces
recruitment costs. Importantly, it
provides our people with a gateway
to personal goals, such as home
ownership where funding has been
traditionally difficult to achieve for
seasonal workers.
In our Apple orchard operations, we
have developed a Growing Skills
Matrix. This provides our team with
clarity on the skills, qualifications and
experience required for each role,
and the associated wage ranges.
This makes permanent roles more
attractive, not only to experienced
seasonal workers, but also to
potential new joiners considering a
horticulture career.
The skills matrix is also important in
winning the talent quest as it clearly
shows everyone a pathway to gain the
right skills and progress their careers
and wage growth with us.
We have also introduced He Huarahi
Hou, a programme for sole parents in
Hawke’s Bay, run in partnership with
the Ministry of Social Development
and Māori Wardens. He Huarahi Hou
translates to a ‘new pathway’ and
has been set up to help support sole
parents as they enter or return to the
workforce. The programme provides
participants with holistic support,
transport options and flexible work
hours to support their transition

into employment.

Well connected
From leaving office desks to work in
packhouses and glasshouses, through to
locking down sales in volatile markets, our
people drained their energy tanks in 2022.
Staff shortages at every level and the sweep
of Omicron across Aotearoa New Zealand put
us to the test even more than 2021.
But despite the tough year, our Connection
Meter survey showed just how resilient our
people are. The Meter measures how our
people feel, their sense of connection and
collaboration, and the 76% year-end result
outperformed our 2021 total by 2%.
With 1,055 employees completing the
survey, we were particularly pleased to see
our overall leadership score at 84% and
collaboration at 81%.
These surveys are run three times a year and
the results at a team level help our leaders
to work with their teams to create a positive
work environment, informed through an
action planning process.
In 2023 we will begin using a new provider,
taking the opportunity to introduce more
customised surveys which will increase their
value further.
3839
Our progress
Always welcome, always valued
When it comes to our workforce,
our RSE team members are critical
and valued, bringing their fitness,
motivation and their increasing
experience to our Aotearoa New
Zealand operations, including orchards
and covered crops.
We pride ourselves on the high
standards of care we provide to our
RSE team, many of whom have worked
with us for over 11 seasons, and we
have a dedicated team of 6 pastoral
carers who ensure we provide the best
experience for them.
In 2022, we gained Government
authority to recruit 859 RSE workers
and we also secured authority for
861 in 2023. An increase in the cap,
announced in September 2022
means we will be allocated another
47, bringing our RSE total to 908. In
Hawke’s Bay, 494 will work through
until the end of our Envy™ harvest, with
the remainder joining our teams in our
Nelson orchards, Auckland tomato
operations and Northland citrus and
berry farms.
The number of RSE workers we recruit
has increased five-fold in line with our
own growth. In 2008, we employed
just 160. While they are “temporary”
workers, they are highly valued
team members, with experience and
knowledge built up over successive
seasons and a reputation for
productivity, skill and motivation.
Research studies, outlined in
The Productivity Commission’s
“Immigration – Fit for the Future” final
report released in April 2022, support
this. Studies in 2011 found seasonal
RSE workers were more uniformly
productive than other workers in the
group who comprised locals and casual
workers, including backpackers.
Our own research, commissioned from
NZIER over three seasons to 2021 and
using our data for 970 workers, also
found they had higher productivity
than other workers. It also notes that
having reliable, skilled RSE workers
available has given us the certainty and
scale to invest in new technologies and
business processes.
The New Zealand Government remains
committed to the RSE scheme, and is
currently conducting a review to ensure
policy settings are still appropriate and
it delivers value to the Pacific, RSE
employees and Aotearoa New Zealand.
It is expected that by mid 2023 the
policy development and consultation
will be completed.
We too are committed to the scheme
and to continually improving and
strengthening it. For the Pacific, RSE
workers’ earnings and their skills and
knowledge are reinvested back into
their homeland communities. For
T&G, our RSE team, along with our
local workforce, play a vital role in
our ability to expand our operations,
our economic contribution to local
communities and nation, and our
growing presence in global markets for
high-value branded produce. Our RSE
workers are deeply valued.

We’re growing a safe, healthy and
passionate team, where everyone
is empowered to be their best and
thrive.
Aspirations
• Protect and grow
• Fairness in our workplace
As kaitiaki, we're creating a
healthier planet by protecting and
nurturing our natural environment
and using resources responsibly.
Aspirations
• Climate action
• Closing the loop
• Lower impact, smarter growing
Our safe and sustainable produce
value chain provides nutrition to
our customers and consumers,
and enhances livelihoods.
Aspirations
• Safe food
• Responsible partnerships
• Healthy communities
Kaitiakitanga reflects
the Māori world
view that people,
the land and nature
are intrinsically
connected.
Kaitiakitanga
It is a concept that is
central to who we are and
what we do as a business.
Our future relies on our
enduring commitment
to our responsibility
to respect, guard and
nurture our human and
natural resources.
Our Kaitiakitanga ESG framework,
with its three pillars of people, place
and produce, sets out how we will
do this. It includes our aspirations
and targets, including contributing
towards nine of the 17 United Nations
Sustainable Development Goals.
We undertake regular ESG
materiality assessments with our
people and stakeholders to ensure
our aims and efforts cover what
matters most to them.
In late 2022, we conducted a new
materiality assessment through
detailed discussions with our people
and stakeholders. It identified that
sustainable financial performance,
product quality, resilient and ethical
supply chains, customer and
consumer needs, and climate change
and resilience, are the most material
topics to our stakeholders and our
business. See page 149 for our
materiality assessment and matrix.
With our updated materiality
assessment, in early 2023 we will
review our Kaitiakitanga framework
through the lens of the United Nations
Sustainable Development Goals to
ensure it addresses the most material
topics and that we have supporting
KPIs, metrics and targets for all of
our Kaitiakitanga aspirations. While
our three pillars of people, place and
produce are enduring, our aspirations
will evolve over time to ensure we
are responsive to the environment
we operate in, and the needs of our
stakeholders and business.
It is for this reason that we have not
published in this report the targets
which were set in 2019/20 for our
aspirations, given some are no
longer aligned with our materiality
assessment. We will refine and set
new KPIs, metrics and targets in early
2023, and communicate these in next
year’s report.
Governance and management
Our Kaitiakitanga framework underpins
our business strategy and is embedded
throughout our daily operations. It is overseen
at the highest levels of our business, at two
Board sub-committees, with the membership
of each noted in the Governance section of
this Report.
The Board's Human Resources Committee
(HRC) oversees and monitors the people and
culture framework, including health, safety
and wellbeing, and inclusion and diversity.

It meets at least four times a year.
The Board’s Finance, Risk and Investment
Committee (FRIC) oversees sustainability-
related risks, as well as the company’s

climate strategy and progress, including
forthcoming compliance with Aotearoa
New Zealand’s climate-related disclosures.
It meets at least three times a year. FRIC
reviews and endorses our Supplier Code
of Conduct which sets out our standards
and expectations of all suppliers in our
supply chain and reviews and approves ESG
disclosures as published in our Annual Report.
As part of our commitment to good
governance and sustainable business
practices, this year FRIC engaged EY to
complete an ESG internal audit to further
improve and strengthen our practices and
approach. FRIC will regularly review progress
of the associated roadmap.
The Executive team helps shape, and
ultimately approves, our Kaitiakitanga
framework and reviews progress on
key priority areas every two months.
It drives progress of targets, oversees
sustainability-related (including climate)
risks and opportunities, ESG compliance and
performance, sustainability-linked loans and
ESG reporting.
Our Corporate Affairs team works with
the business to design and refresh, when
required, the Kaitiakitanga framework
and associated aspirations and targets, in
line with our materiality assessment, and
leads ESG reporting. The team also plays
an important role monitoring the external
landscape, identifying opportunities and
risks, and sharing knowledge. Within this
team, the Sustainability Manager has
oversight of progress against our framework,
KPIs, metrics and targets, and supports the
business with delivery of key outcomes.
T&G takes a holistic approach to sustainability,
with it informed by, and integrated with, our
core business activities. Related programmes
of work are developed, owned and executed at
a business unit/functional level.
Our Kaitiakitanga framework
Kaitiakitanga
Our peopleOur placeOur produce
4041
Our progress

Our people
Recordable injuries
This year, we saw an increase in our Total
Recordable Injuries from 167 in 2021 to 191 in
2022. There was one notifiable injury reported
to WorkSafe during the year. The worker
involved has returned to work after a full
recovery and no action was taken by WorkSafe.
The increase in recordable injuries is a setback
compared to the reduction of the previous
year. However, we are pleased that there
have been significant improvements in injury
severity.
It is difficult to statistically pinpoint the cause
of the increase in recordable injuries, but
anecdotally we know fatigue was a lingering
after-effect of the high number of COVID-19
infections which affected our people this year
and may have played a part.
We are also encouraged by our Connection
Meter results where consistently throughout
the year 80% of respondents believe T&G
is committed to the health and safety of
everyone. It is important to us that our people
recognise that commitment because this
creates an environment where people feel
confident about reporting near misses,
reminding colleagues to wear their personal
protective equipment (PPE), or suggesting
safety improvements.
This commitment to health and safety was
reinforced by the rollout of our new ecoPortal
event reporting system, Haumaru. This
provides all our people with full access via their
computer or mobile to an app for reporting
events, near misses, risk control reviews and
reporting care conversations.
Protect and Grow
Our Protect and Grow leadership training
programme is designed for site and operational
people leaders and Health and Safety
representatives. The programme has four
modules CARE, RISK, ENGAGE and LEARN.
In 2022 we completed the roll out of the
final module LEARN to coincide with
the introduction of Haumaru. LEARN
covers reporting, injury management and
investigation, and supports our continual
learning and improvement programme. In
2022, 215 people completed the module.
Simple safety reporting
goes live
Our people are in the front line when it comes
to creating a safe working environment. They
are often the first to spot a hazard, witness a
near miss or give a gentle caution to a team
member putting themselves at risk.
We’ve now made it easier for them to report
risks or incidents with the launch of Haumaru,
our paperless reporting system available to
anyone in the business with an email address.
Available on desktops, as well as on mobiles,
it’s a user-friendly reporting tool which went
live in December in Aotearoa New Zealand.
Haumaru means “safe” in Māori and was
piloted for two months prior to launch. The
rollout timing was deliberate, allowing our
people to get familiar with the simple system
before the pressures of seasonal harvesting
begin to build. User feedback has been
positive. This gives us confidence the system
will encourage a higher level of reporting and
safety awareness – both of which help us in
creating safer working environments.
Through the technology, anyone with access
can report a hazard, a near miss, an incident
or a conversation which reinforces safety
protocols, such as wearing correct PPE
gear, or following the safest procedures for
tasks such as lifting or pruning. The system
includes voice to text capability on the mobile
application and allows for documents and
pictures to be uploaded.
The report goes immediately to the
appropriate supervisor or manager who can
escalate it to our health and safety leadership
team if required.
Site specific risk registers have been
developed as part of the rollout and will be live
from January 1, 2023. These will include all our
risk control reviews relating to the site and the
work done there.
With phase one completed, we’re now working
through phase two, including the potential
to have modules for the permits to work
required for higher risk tasks such as working
at heights, in confined spaces or with hot tools,
such as welders available electronically rather
than in the current paper format.
Protect and grow
At T&G, the health,
safety and wellbeing
of our people is
paramount.
We have a health, safety and wellbeing policy, which is approved by
the Chief Executive. Led centrally by the Head of Health and Safety,
and supported by dedicated business partners, we have a robust
strategy to move T&G from a SafePlus grading of 'developing' to a
business which is 'leading'. Health, safety and wellbeing, including
progress against annually-set Total Recordable Injury targets for
each part of the business, is reported each month to the Executive
team and quarterly to the Board's HRC. Given limitations with T&G’s
current systems in regards to accessing global workforce data, the
health, safety and wellbeing strategy and metrics reported are for
Aotearoa New Zealand only, which is the location of the majority of
the company's operational workforce.
42
43
Our progress

Fairness in our workplace
Developing a culture of
acceptance, respect and
opportunity
We have over 1,600 people working
in T&G. Each one of them is as unique
as their fingerprints. Our ambition is
to make our company a place where
every one feels a strong sense of
belonging so they can bring the best of
themselves to their work.
This year, we have made good
progress in the development of our
Manaakitanga: Inclusion and Diversity
(I&D) vision and strategic framework.
Our vision is to live our purpose of
growing healthier futures for our T&G
whānau by accepting, respecting
and celebrating our similarities and
differences.
For us, diversity refers to our individual
differences and to how these provide
a unique mixture of knowledge, skills
and perspectives. It includes, but is
not limited to, characteristics such as
cultural background and ethnicity, age,
gender, gender identity, differences
in physical and cognitive abilities,
sexual orientation, religious beliefs,
immigration status, language and
education.
By inclusion we mean a culture where
every member of our organisation
feels valued and respected and can
fully contribute to our goals. It is
about removing barriers to make sure
everyone can fully participate in the
workplace.
It’s important work and it is equally
important we get it right. When you
build a strategy like this, it’s a clean
slate and we are being very deliberate
and intentional in our approach.
We have partnered with Diversity
Works NZ, drawing on their guidance,
resources and expertise as we develop
our framework and its four pillars of:
leadership, talent acquisition, culture
and capability, and metrics. Right now,
we’re at the starting gate with a range
of initiatives ready to be rolled out in
the first half of 2023 and progressed in
the second half. This phase focuses on
understanding our current state of play,
so we can identify the gaps and hot
spots, begin the development of plans
to address them and develop metrics
to track progress.
In the first quarter of 2023 we will be
presenting the Manaakitanga vision and
strategy to our senior leadership group.
Both have been approved by the T&G
Executive team and the Board's HRC,
so we are now ready for socialising the
approach with this broader group.
This work will also broaden
accountability, with senior leaders
playing an important role in supporting
our Executive sponsors and
champions.
By the second quarter, we will be
engaging with our people across
the business, explaining the vision
and framework and discussing
opportunities for them to be involved.
We see this groundwork as essential.
Two priorities are the establishment
of an I&D Committee, including
representation across the workforce,
and agreeing this committee’s key
accountabilities.
In an important pilot, we will also
survey a sample group across the
business to get a better understanding
of employee demographics and
perceptions around our current levels
of I&D, and to identify where we do well
and where we must do better. This will
follow with further demographic data
collection throughout the year.
Further ahead, we will focus on
capability development to close
gaps and introduce I&D concepts.
There will also be work to establish
internal cultural, identity, learning
or professional networks with real
relevance and value to our people.
Our goal is to progress from today’s
starting gate through to an advanced
state by 2030 in Diversity Works’
Aotearoa Inclusivity Matrix, supported
by clear metrics showing the results of
our effort.
4445
Our progress
That’s why our critical risk
management disciplines were applied
well in advance of any of the packing
lines and associated equipment being
installed. Machinery is one of our
nine critical risks and the Hawke’s
Bay packhouse is designed for a
combination of fully automated, partly
automated and standard packing lines,
as well as technology like robotic
palletising. Our aim was to mitigate
risks as thoroughly as possible.
An externally certified machine
safety expert worked with our
engineering, operational and health
and safety teams to undertake full
risk assessments of all machinery
destined for the packhouse. With
COVID-19 travel restrictions still in
play, the assessment first covered
specifications and documentation
from international suppliers.
Where there were risk concerns,
we negotiated modifications with
suppliers, ensuring that the fabricated
end product would meet AS/NZS
4024 Safety of machinery series.
This enabled the equipment to be
installed and commissioned with
the confidence that risks had been
mitigated as far as possible and training
for our people could be run on plant not
subject to further modifications.
Our critical risk management
programme extends well beyond fixed
plant such as our new packhouse
and packing lines. T&G have defined
a critical hazard as “one that has
the potential to cause one or more
fatalities (acute harm) or in the
situation of cumulative exposure,
may have the potential to cause
significantly life changing harm or
death (chronic harm)”.
While attention to safety has always
been an important part of the way we
work, our critical risk management
programme has introduced new
disciplines to develop critical risk
standards and critical control plans.
The nine critical risk areas identified
include motor vehicles, fixed
machinery, hazardous substances,
mobile plant including forklifts,
hydraulic ladders and picking
platforms, trenching and excavation,
working at heights, working in
confined spaces, falling objects
such as tree limbs, and hot work like
welding within an EPS (expanded
polystyrene sheeting) environment.
With these critical risks identified,
we are continuing to build our critical
control plans using a technique
known as bow ties to zero in on how to
prevent incidents from occurring, or to
minimise the consequences if they do.
Three critical risks have control plans
approved and another one has plans
approved in principle. Progress has
been impeded by the additional health
and safety measures required to keep
our people operating safely through
COVID-19.
Critical risk management disciplines
will support us to achieve our goal of
everyone home safe every day and in
meeting the regulatory requirements
to ensure risks are as low as
reasonably practical.
Safety first in
packhouse project
When you are constructing one of the
largest packhouse’s in the Southern
Hemisphere, you also want it to be
one of the safest.

Our progress
Climate action
Transitioning to a low
carbon future
As the impacts of climate change become
increasingly tangible to our growing
operation, we are even more acutely
aware of the need to both mitigate our
greenhouse gas (GHG) emissions, and
adapt and transition to a changing climate
which is directly affecting horticultural
businesses in Aotearoa New Zealand
and globally. Climate change has the
potential to not only impact businesses like
ours, but also rural communities and the
availability and security of fresh produce for
customers and consumers.
Noting the severity of this challenge, as a
business we have made tackling climate
change a high priority. In line with the
climate strategy of our ultimate parent
company, BayWa AG, T&G's current
target is to reduce our scope 1 and 2 GHG
emissions by 22% by 2025, against our
2017* baseline. And then longer term,
achieve carbon neutral operations by 2030.
Since 2020, we have sourced 100%
renewable electricity at all of our Aotearoa
New Zealand and international sites. This
was achieved by a combination of self-
generation, the purchase of renewable
energy certificates (RECs) from Meridian
Energy in Aotearoa New Zealand and the
purchase of RECs internationally through
BayWa AG using a broker agency. These
RECs will be purchased by the end of
February 2023 to cover T&G’s international
electricity consumption for the period
from 1 January 2022 to 31 December
2022, and all certificates purchased will
be retired. This results in zero emissions
being reported from our scope 2 activities,
applying a market-based approach.
In doing so, T&G, as part of BayWa
AG, is guided by the criteria of the
global RE100 initiative, which BayWa
AG joined in 2019. RE100 is the global
corporate renewable energy initiative
bringing together hundreds of large and
ambitious businesses committed to 100%
renewable electricity.
This year we reduced our combined scope
1 and 2 GHG emissions by 15% from
32,520 tCO
2
e in 2021, to 27,502 tCO
2
e. This
was achieved in part through a combination
of reduced refrigerant consumption,
reduced natural gas usage following the
closure of one of our glasshouses in 2021,
and reduced heating oil requirements in
one of our glasshouses given the winter of
2022 was warmer than the year prior. At
the same time, we acknowledge we have
challenges abating our remaining scope 1
emissions (derived from diesel and petrol
for freight movements, and natural gas
for glasshouses), given currently available
solutions.
During 2022, we identified that T&G’s
2017 base year for scope 2 market-based
GHG emissions had been incorrectly
accounted for and reported in our 2020
and 2021 Annual Reports. In error, in the
2017 base year, scope 2 market-based
GHG emissions for T&G Global Limited
was recorded as zero (correct value: 5,108
tCO
2
e) and for Worldwide Fruit Limited as
1,925 tCO
2
e (correct value: 3,374 tCO
2
e).
All other scope 2 emissions which were
accounted for in the 2017 base year are
correct. Therefore, the correct total scope
2 market-based emissions for T&G Group
in the 2017 base year is 9,107 tCO
2
e.
With our majority shareholder BayWa
Global Produce, we have committed to
setting a verified Science Based Target
from a 2021 baseline. This will provide
us with a clear path to reduce our GHG
emissions in line with the Paris Agreement
to limit warming to 1.5 degrees. It will also
include a target for the indirect scope 3
emissions across our value chain, based
on a completed scope 3 screening for the
2021 baseline.
In 2022, the commitment letter was
submitted to the Science Based Target
initiative (SBTi), and by year end all
data compiled. In 2023, we will develop
emissions reduction targets and pathways.
As part of the SBTi process, T&G
engaged Toitū Envirocare to develop
the first calculation, using a hybrid
approach (combination of average data
based, distance based and spend based
methods), of our scope 3 footprint across
our full value chain emissions, and set
a 2021 baseline. Over time our scope
3 screening will be refined as carbon
accounting becomes more prevalent in our
supply chain.
Our scope 3 emissions (un-assured) for
our 2021 baseline year is 519,282 tCO
2
,
with scope 3 accounting for 94% of our
carbon footprint, largely as a result of
the purchase of goods and services, and
transportation and distribution. This is to
be expected given T&G's vast global supply
chain and logistics.
Together with BayWa Global Produce and
Worldwide Fruit, in 2022 work continued
on the pilot life cycle assessment of JAZZ™
apples. This is mapping the baseline and
carbon emissions of JAZZ™ apples grown
in Aotearoa New Zealand and sold in the
United Kingdom, as well as those grown
in the United Kingdom and sold locally
in market. With the data collection now
complete, the project will be completed in
early 2023.
Our place
*T&G Global is updating its GHG baseline to be 2021 figures however our targets which are set in-line with our ultimate parent company, BayWa AG,
still reference the original 2017 base year.
4647
2%
39.5%
37.5%
11%
10%
2%
2%
1%
Our progress
CO2 emissions – scope 1 and 2*
DieselLPG
Resource type (tCO₂e)
Natural
gas
Refrigerants
Heating
oil
Petrol
2022 tCO
2
e
(assured)
27,502
2021 tCO₂e
(assured)
15%
reduction
ScopeResource type
FY22 tCO
2
e
assured
FY21 tCO
2
e
assured
Refrigerants 517.94 2,967.73
Heating oil 2,896.94 3,462.53
Natural gas 11,000.56 12,165.50
Diesel 12,052.58 12,878.42
Petrol 649.36 7 17.9 9
LPG 385.07 328.57
Scope 1
Subtotal

Scope 1
27,502.45 32,520.75
Scope 2
Electricity
consumption
(location-based)
6,748.706,032.70
Scope 2
Electricity
consumption

(market-based)
00
Scope

1 & 2
Subtotal

Scope 1 &2
27,502.45 32,520.75
40%
11%
44%
32,520
*Figures stated in charts may not add up due to
rounding of decimals

Sustainability-Linked
Loan
As we invest to support growth in our
Aotearoa New Zealand operations,
we are also breaking ground with the
country's first Sustainability-Linked
Loan in the horticulture sector.
The three-year $180 million loan,
secured in June 2022, commits
T&G to setting a science-based
GHG emissions reduction target
that aligns with limiting the global
average temperature increase to
1.5°C above pre-industrial levels.
Under the terms, we will pay
lower loan costs if we achieve
sustainability targets set out in the
agreement. If not, penalties will be
paid. In Q1 2023, the first assurance
of our performance against the loan
targets will be undertaken.
These sustainability targets
cover three areas with related
performance indicators.
In the first, we are required to
undertake a detailed climate risk
assessment, aligned to the climate
change risk disclosures developed
by New Zealand’s External
Reporting Board, and undertake
climate risk-related scenario
analyses. We will also complete
detailed climate risk adaptation
plans, created in consultation with
our post-harvest and growing teams
and independent growers.
The second target relates to climate
change mitigation and a minimum
annual 2.5% decrease in our scope
1 and 2 GHG emissions. As these
emissions from freight movements
and natural gas for our glasshouses
are the hardest for us to abate, a
threshold has been set to allow for
offsetting through carbon credits to
contribute towards reduction targets.
Our third target relates to the
creation of permanent employment
opportunities and career pathways in
our apples operations.
Taking up the Loan and its
ambitious targets demonstrates
our commitment to embracing
sustainable practices and meeting
global consumer needs.
Smart decarbonisation funding
As part of our efforts to constantly push to achieve
efficiencies and adopt technologies to support
emissions reductions, our ultimate parent company,
BayWa AG, has introduced an innovative internal
carbon price which will be introduced in 2023 to help
fund decarbonisation initiatives. By having the fund, it
not only helps direct spending into positive action, but
also creates greater awareness among our team.
The internal price will see T&G pay €50 (around $85)
per metric tonne of CO
2
e for scope 1 and 2 emissions.
Across BayWa AG, €6.8 million will be freed up for
GHG reduction measures, of which BayWa Global
Produce – the subsidiary T&G is part of, will have a
total budget of up to €1.6 million in 2023.
4948
Our progress
Top 5 physical risks
Headline risk statementHazard
2022 risk rating
(observed data)
1
Increased crop damage from extreme acute
weather events
Acute weather eventsHigh
2
Inability for existing practices to maintain the
required crop yields and quality
Chronic warmingHigh
3Reduced resilience of T&G's growing strategiesChronic & acute weather eventsHigh
4
Increased water stress and lack of water security
for operations
Water stress, water securityHigh
5
Growing regions become increasingly unsuitable
due to sea level rise
Sea level rise, salt intrusion, inundationNo impact
Top 5 transitional risks
Headline risk statementHazard
2022 risk rating
(observed data)
1
Increased cost of carbon for T&G and
independent growers
Cost of carbonHigh
2
Increased financial viability strain on operations
and assets/investments
Cost of transitionMedium
3
An increase in the administrative responsibilities
of T&G and associated costs of compliance
Policy and regulationMedium
4Loss of competitive advantageTechnologyLow
5
Increase in carbon taxes and/or reduced
capacity of the current methods of transport
Less efficient transport optionsNo impact
Energy transition supports
reduced emissions
In 2022, we identified further
opportunities to reduce emissions from
our glasshouse operations. Working
with Beca and the New Zealand
Government’s Energy Efficiency and
Conservation Authority (EECA) in an
Energy Transition Accelerator Study,
we worked through available options
including the use of thermal screens to
retain heat during colder periods.
This solution improves the insulation
of the glasshouse by trapping a layer
of air between the glass and the
thermal screen while minimising the
amount of warm air that escapes,
reducing overall energy consumption.
We now have an agreement with EECA
which is part-funding the installation
of thermal screens at our Geraghty
site in Tūākau next year. With current
carbon emissions over 5,000tCO
2
e/
year, the thermal screens are expected
to reduce carbon emissions by 29%
from this site. This reduction equates
to 18% of T&G’s total 2022 carbon
footprint of 27,502 tCO
2
e.
Understanding our climate
risks and opportunities
The impacts of climate change are
becoming more apparent in Aotearoa
New Zealand and internationally, and
in our ongoing work to future-proof
ourselves, this year we identified
our global climate-related risks
and opportunities.
Supported by two independent
consultancies, we undertook a full
assessment to establish a complete
list of climate-related risks and
opportunities. This identified the top
five physical and transitional risks
(as noted below), and associated
risk rating which classified them on a
scale from no impact through to low,
medium and high.
In 2023 these risks will be woven
into our risk register. We will also
undertake analysis across different
degrees of warming and future time
horizons of 10 years, 20 years and
50 years.
Beyond this, we will calculate the
financial impacts of the scenarios,
and develop transition and
adaptation plans.

Closing the loop
Reducing waste to landfill
Waste is an issue we take seriously. Our
approach to managing it is focused on
finding ways to design waste out of our
supply chain. We divert edible produce to
alternative uses, including our Fairgrow
charity. We actively explore and implement
packaging options which can be readily
recycled and meet consumer and customer
expectations, and through our continuous
improvement programmes, we seek to
minimise and eliminate operational waste.
To better inform our efforts and track our
progress going forward, we are working
to strengthen our collection of waste
data to ensure we have a robust and
accurate view of our waste volumes.
Turning food waste
into bioenergy
Most of the time, the last thing you want
is a load of rubbish next door. But when
it is an Organics Processing Facility, with
renewable energy as one of its products,
a welcome mat is appropriate.
Ecogas’ new Reporoa plant, officially
opened in October 2022, is adjacent
to our Reporoa tomato glasshouse
and built on land owned by T&G.
It is Aotearoa New Zealand’s first large-
scale food waste-to-bioenergy facility,
capable of turning 75,000 tonnes of
inedible food waste, collected throughout
the North Island, into renewable energy,
biofertilizer and renewable carbon dioxide.
The facility uses anaerobic digestion and once
fully in production, the plant will produce
hot water and carbon dioxide that T&G will
use in the glasshouse, while the biomethane
produced will provide extra energy to top up
the glasshouse temperature during colder
winter months. It is an important step in
decarbonising our heating sources. For our
customers and consumers, this means a
quality crop, produced more sustainably.
Compostable Price Look Up labels
Price Look Up (PLU) labels have an important role
to play in our sector, identifying the origins of fruit,
the brand/variety and, for the checkout operator,
the price.
Working closely with our packaging partners and
the wider industry, and following many trials of
compostable PLU labels, we will have a solution
to meet the New Zealand Government’s labelling
requirements for domestically-sold fruit in
mid-2023.
This is an ongoing process to find a solution which
works across different produce categories and
withstands the conditions in our supply chain, such
as refrigeration to preserve the quality of our fruit.
In Europe, we successfully transitioned to industrial
compostable PLUs across our apple brands, in line
with changes to European regulations.
Sunshine savings
As growers we love the sun. It ripens our crops
and it’s now also working overtime, powering the
Spalding cool store and distribution facilities of our
United Kingdom subsidiary, Worldwide Fruit.
The facility’s roof now holds a 935 solar
photovoltaic (PV) panel system generating
246,000kWh. As part of our RE100 commitment,
Worldwide Fruit operates on 100% renewable
electricity, with 14% coming from its PV installation.
In its first partial year of operation, the solar array
has lowered its electricity costs by £58,897 and
saved 111 tCO
2
e. In 2023, Worldwide Fruit will
scope further solar PV opportunities.
Strong sustainability ratings
T&G’s sustainability performance and activities have
contributed to the strong results BayWa AG received in
2022 in multiple ESG corporate ratings.
Diverting edible food
from waste
With rising food, energy and
mortgage costs, food banks came
under increasing pressure in 2022
to meet demand, not only from their
traditionally vulnerable customers, but
also those in work and struggling to
make ends meet.
Our Fairgrow charity has continued
to receive generous and regular fresh
produce donations from some of our
independent growers and in-home
meal kit partners, as well as from
within T&G’s own growing, markets
and imports businesses. This ensures
that edible food is directed to where
it’s most needed and diverts it from
going to waste and landfill.
In 2022, Fairgrow donated 978,654
kilograms of produce to the New
Zealand Food Network (NZFN),
which equates to 6.5 million servings
(based on a calculation of 150 grams
of fresh produce per meal). In
2021, Fairgrow donated one million
kilograms. T&G aggregates and
sends donations to the nearest NZFN
hub in either Auckland, Hawke’s
Bay or Christchurch and we provide
our Hastings market floor to NZFN
for use after hours as their Hawke’s
Bay depot. Team members also use
their annual volunteer day working at
NZFN to help pack food deliveries for
food hubs across the country.
During the year, one of our North Island
growers donated 42,000kg of carrots,
which were distributed to vulnerable
communities across the country,
including being made into pickle for
food parcels in Gisborne.
In addition to donating surplus produce
from within our own business, T&G
purchased an additional $63,000 worth
of fresh produce to donate to NZFN
when donated volumes were low – this
included $33,000 in the lead up to
Christmas 2022 to help meet increased
demand for the festive season. This
produce was greatly received by food
hubs across the country.
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Our progress
MSCI ESG RatingsAA (2021: AA)
ISS ESG Corporate Rating
(Institutional Shareholder
Services)
Prime C+ (2021: C)
CDP (climate) (Carbon
Disclosure Project)
B (2021: B)

Low impact
Climate capable apple
and pear cultivars
Connecting with our other climate
efforts around mitigation, carbon
reductions and risk management,
we are also adapting to our changing
environment. As part of this,
VentureFruit™ is moving at pace to
commercialise new apple and pear
varieties for the increasingly hotter
climates and warmer growing regions.
The Hot Climate Partnership is an
international breeding programme
focused on the long-term sustainability
of apple and pear production given
changes caused by global warming
and the continued and growing
demand for high quality, healthy food
choices. VentureFruit™ joined as the
strategic commercialisation partner in
February 2019.
Current work builds on the 2020
release of the variety ‘HOT84A1’,
which we’ve successfully trialled in
Spain, where temperatures reach
more than 40.C. This apple is sunburn
resistant and able to colour fully, while
retaining excellent eating qualities.
Innovative varieties like these enable
food producers to continue to grow high
quality apples and pears in changing
climatic conditions and regions
previously not suited for production.
This year’s testing included planting of
blocks involving 25 partners evaluating
18 cultivar varieties in six geographic
locations – France, Italy, Germany,
Switzerland, Spain and the United
Kingdom. World interest in the Hot
Climate Partnership increases as the
impacts of climate change become
more evident. This year, 40 companies
were represented at the VentureFruit™
hosted open days in Lleida, Spain. We
now have two more apple cultivars
shortlisted for further development in
2023/24.
Supporting research into
regenerative growing
While regenerative farming and
horticultural practices are attracting plenty
of attention, science trumps sentiment
when it comes to making and funding
significant changes to farms, orchards and
arable properties.
Announced in late 2021, we are partnering
with Zespri and Plant & Food Research,
with the support of the New Zealand
Government’s Sustainable Food and Fibre
Futures Fund, to define, develop and
implement evidence-based regenerative
horticultural practices in Aotearoa New
Zealand’s apple and kiwifruit sectors.
The programme has four stages over a
number of years: opportunity discovery,
extensive benchmarking, future growing
piloting, and industry adoption.
As part of the initial stages, in 2022 we
defined the sustainability priorities to
pursue, considered orchard practices
that are beneficial environmentally and
economically, and identified tools to
validate any claims. We also looked at the
value of regenerative practices in the eyes
of consumers and markets.
This involved the assessment of existing
regenerative and sustainability-focused
practices, including the benchmarking
of outputs, and defined performance
indicators against agreed baseline controls.
In early 2023, we will work with our
partners to review and agree the priorities
and timings of forthcoming stages.
The regenerative growing system research
programme is in line with our 10-year world
class orcharding strategy which aims for
more consistency, predictability, quality,
and labour efficiency across our operations.
It will provide evidence for regenerative
practices, and together with our orcharding
strategy, consider technical tools including
data, analytics, machine learning and
artificial intelligence to efficiently grow
better crops more sustainably.
Photo credit: IRTA
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Our progress
Sharing water stewardship
techniques in Spain
Southern Spain is one of the top ten
most at-risk areas in the world in terms
of water risk according to the Waste
and Resources Action Programme
(WRAP), with more than half of the
surface and groundwater bodies in
targeted areas not meeting ‘good’
status. This is concerning given
agriculture is the most important and
critical economic driver for the region.
To achieve sustainable water
management, collaboration is needed
on areas including minimising pollution
from agrochemicals and unsustainable
water extraction - and we can help.
For our United Kingdom subsidiary,
Worldwide Fruit, Spain is a key
sourcing region for stone fruit and
avocados, with growers producing
produce in water vulnerable regions
across the country.
Given Worldwide Fruit’s well
established, successful water
stewardship programme and
partnership in South Africa with
WWF South Africa and WRAP, the
decision for them to expand its water
stewardship activities into Spain was a
natural progression.
This year, Worldwide Fruit conducted
catchment studies and surveys with its
Spanish suppliers and growers. This
identified that good water management
practices are in place on-farm, including
regular water risk assessments and
efficiency measures. It also identified
opportunities to further improve
practices on a wider community basis,
such as understanding the negative
impact some activities can have at a
catchment level.
In 2023, Worldwide Fruit will share
anonymised findings with participants
and discuss how some of the identified
challenges can be overcome at a
catchment level. It will also encourage
suppliers to conduct annual
catchment water risk assessments
in the areas where they procure and
these findings will be shared with
WWF Spain and WRAP.
In recognition of its water stewardship
efforts in South Africa, Worldwide
Fruit received the 2022 Fresh Produce
Consortium (FPC) Climate Award
for its innovative efforts in long term
water management.
The FPC is the United Kingdom’s
fresh produce trade association, and
the Award is presented to a business
that is driven to preserve, protect and
enhance our living environment.
Each year, Worldwide Fruit’s South
African participation in 'The Water
Ambition project' replenishes
approximately 220 million cubic
metres of water back to nature due
to invasive species clearance, as
confirmed by WWF South Africa.
Beneficial bugs in
sustainable pilot
How do we meet growing consumer
demand for safe, sustainably produced
food without the use of agrichemicals?
That’s the $1,528.8 million question that
A Lighter Touch is trying to answer.
It’s a seven-year, $27 million
research programme jointly funded
by the New Zealand Government’s
Ministry for Primary Industries and
the horticulture, arable and wine
industries to understand biological
control agents and biopesticides
and how these can be sustainably
integrated into crop production.
$1,528.8 million is NZIER’s highest
estimate of the benefits research
will bring – and we are proud to
be involved.
The programme sees us piloting the
the use of beneficial insects as a form
of crop protection in our Reporoa
tomato glasshouse and comparing
the results achieved with market-
accepted chemical controls. The focus
is sourcing, breeding and using insects
native to Aotearoa New Zealand.
Early results in the crop have been
encouraging, but our insect breeders
have been challenged with some
supplies needed to come from as far
as Russia. There is now a need to scale
up, breeding the high volumes needed
of the promising performers.
With the programme scheduled to run
through to 2027, we remain optimistic
that A Lighter Touch will develop
the biological tools and techniques
for successful integration into crop
growing and protection. It’s important
work, with consumers increasingly
looking for sustainably produced foods
and is very much in line with our own
commitment to kaitiakitanga.

Our progress
Our produce
Safe food
Always vigilant about food
safety and quality
Our customers and consumers
understandably want to be reassured
that the produce we supply comes
through a supply chain which puts their
safety first at every step and has been
produced with strong environmental
and social practices.
Across T&G, we meet rigorous food
safety, product and quality standards.
This is guided by our quality and food
safety mission statement. Internally,
it's supported by our documented
procedures, standards, food safety
information handbook and training
programmes. Externally, with our
growers and packing partners, it's
supported by specifications and
standards, field days, visits and audits.
We have a dedicated quality and food
safety team within T&G Fresh, and a
quality, market access and compliance
team within our apples business.
In apples, we and our independent
growers are certified under the New
Zealand Food Safety Act as well as
with GLOBALG.A.P. and GRASP.
GLOBALG.A.P is an internationally
recognised standard for Good
Agricultural Practices, while GRASP is
a farm level risk assessment of social
practices to address important issues
such as the health, safety and welfare
of workers.
We also meet market access,
agrichemical and customer certification
requirements. This extends to all T&G
and third-party apple packhouses being
New Zealand Food Safety Act, BRC (or
Global Food Safety Initiative approved
equivalent) and SEDEX certified.
SEDEX provides organisations a
globally recognised way to access
responsible supply chains which
adhere to requirements around labour
rights, health, safety, environment and
business ethics.
In our T&G Fresh growing operations,
covered crops, citrus and blueberries
are GLOBALG.A.P. and GRASP
certified, with citrus and blueberries
also SEDEX certified.
Our new Unearthed™ joint venture
has a NZ Good Agricultural Practices
(NZGAP) sourcing certificate and its
Social Practice add-on. The NZGAP
Social Practice add-on has been
developed to include all relevant
Aotearoa New Zealand regulatory
requirements. Our T&G Fresh Market
sites also hold this certification, as
well as operating with Food Control
Plans and meeting Woolworths
Vendor Quality Assurance Programme
requirements.
All third-party growers trading through
T&G Fresh have recognised food
safety certifications and meet relevant
customer requirements.
With the increasing risk of food fraud,
we continually ensure our protections
and defences are strong. This includes
participating in AsureQuality’s
food defence training initiative and
conducting site security audits.
To further strengthen our compliance
and safety promise, in 2022 we
increased our T&G Fresh grower visits,
educating suppliers and conducting
spot audits as part of our maximum
residue level assurance programme.
In the year ahead, we will ensure our
new Whakatu packhouse meets all
local, market and customer regulatory
requirements and standards. We will
also be visiting every Envy™ packhouse
partner to assess performance and
determine progress to achieving
the 2024 Envy™ Packing Standard
requirements.
Responsible sourcing will be a key area
to further educate our suppliers on. We
will start implementing new customer
sustainability requirements in our
orchards and packhouses, primarily
relating to the United Kingdom and
maintain full and valid evidence to
satisfy all customer requirements.
Protection the priority
Envy™ represents a 14-year investment
into perfecting a balanced premium
apple that consumers have come
to know and trust, and which has
consistently delivered favourable
returns to growers. It is grown under
licence in 13 countries and sold to
consumers in over 60, and the brand is
an important part of our growth strategy.
This season a combination of factors,
starting in Aotearoa New Zealand and
extending across the supply chain to
Asia, meant the crop’s eating quality
was inconsistent. Unusually heavy rains
prior to and during the 2022 harvest
and the late arrival of the apples into
market after supply chain disruptions
were contributing factors, affecting fruit
quality and shortening their shelf life.
While we moved quickly to address
the problem, analysing the fruit in-
market to ensure the best remained
available to consumers, we also made
the difficult decision to dispose of
some apples. The focus in 2022 – and
continuing into 2023 – was on working
hard to restore consumer confidence
and protect the brand’s reputation.
Together with Plant & Food Research
and AgFirst, we undertook extensive
analysis to understand the contributing
factors to this year’s quality failure and
how we can prevent a recurrence. This
work has been completed and is being
shared with our growers. It covers
three main areas – timing, technology
and technique.
With timing, we will be sending
significantly higher volumes into the
market earlier. We are effectively
shortening the season for Envy™,
ensuring that our crop will be in the
peak condition consumers expect.
While supply chain problems are likely
to remain in the new season, we will
do all we can to offset these. A new
supply chain strategy, which will come
into effect in 2023, will support this.
See page 29.
We will also continue to maximise
the use of technology, including
SmartFresh™, as well as the latest
scientific knowledge, to maximise
eating quality and the storage of
Envy™, recognising the added risk that
changing climatic conditions pose.
When it comes to technique, our review
of our 2022 quality performance has
indicated there are opportunities in
orchard management to improve
dry matter, colour and maturity
before harvest. We will be working
with our own operations team and
our independent growers to look at
other techniques, including nutrition,
irrigation and the management of
weather risks to achieve the best
possible Envy™ crop each season.
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Our progress