Scott Technology Limited Sustainability Report

SCOTT TECHNOLOGY LIMITED

Sustainability
Report
2024

Scott service team onsite during automated lamb processing room commissioning.
Scott Technology Limited

03 Strengthening our Sustainability Commitment
04 Embracing Double Materiality
07 Evolving our ESG Framework
08 30 by 30: Reducing our Carbon Emissions
10 Forging Pathways for Greater Diversity
12 Achieving Zero Lost Time Injuries
14 Statement of Compliance
15 Climate-related Disclosures
Scott Technology is a global leader in automation
and robotics, with a rich history dating back to
1913 in New Zealand. We specialise in designing
and building advanced automation systems that
transform industries by enhancing productivity,
safety, and efficiency. Scott serves a diverse range
of sectors, including meat processing, mining,
materials handling and appliance manufacturing.
With operations across 9 countries, Scott combines
cutting-edge automation, AI and software to deliver
tailored solutions that deliver exceptional outcomes
for our customers.
At Scott, our core values drive everything
we do. We prioritise innovation, continually
pushing the boundaries of automation to deliver
innovative solutions. Integrity guides our actions,
ensuring transparency and ethical behaviour in
all our interactions. We believe in the power of
collaboration, working closely with our customers
and partners to achieve shared success. Our focus on
the customer is unwavering, as we strive to provide
exceptional quality, reliability, and long-term value in
every project.
Annual Report 2024
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Annual Report 2024
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CONTENTS

Automated energy transfer solution for Caterpillar (Energize).
Scott Technology Limited
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STRENGTHENING OUR
SUSTAINABILITY COMMITMENT
This year marks an important milestone for Scott as
we release our first Sustainability Report. A significant
step three years into our Environmental, Social and
Governance (ESG) journey. This report reflects our
evolution as a company, our commitment to Climate-
related Disclosures (CRD) and updates several key
ESG initiatives, including setting our ambitious carbon
reduction target of 30% by 2030.
At Scott, we recognise our role in advancing a low-carbon,
climate-resilient future and our responsibility as a good
business. With industry-leading customers across multiple
sectors, we recognise the role we play in supporting their
decarbonisation journeys and the flow on effect this will have
on their industries and customers.
One example is our partnership with Caterpillar, where we
are contributing to improving the sustainability of mining
by developing the automated energy transfer solutions for
large battery-electric mining trucks. We take seriously the
responsibility to help facilitate this transition, understanding
the broader impact it will have on accelerating carbon
reductions across the sector.
This report also details our progress with our Double
Materiality Assessment, a comprehensive study that reflects
our commitment to ensuring our sustainability priorities
align with those of our stakeholders. Working with our
sustainability advisors Tadpole, we conducted an external
materiality assessment, building upon our initial assessment
from 2021. This updated analysis has been pivotal in refining
and guiding the focus areas of our ESG Framework.
By taking a deep, genuine look at how our ESG initiatives
align with our core purpose and the needs of our broader
stakeholders, we have built a robust framework centred
around our foundational pillars of People, Purpose and Place,
as detailed in this report (page 7).
Stuart McLauchlan
Chairman
Casey Jenkins
Group GM - Marketing, People,
ESG and President of Minerals
governance, climate change, sustainable procurement,
greenhouse gas (GHG) emissions, product innovation and
storytelling and communication. Together, these focus areas
guide us in being a good business, ensuring we operate with
integrity, responsibility, and a commitment to positive impact.
They serve as both a roadmap and a measure of our progress.
In terms of GHG emissions, our climate statement within
this report, provides an in-depth look at our team’s work in
mapping Scope 1 and 2 emissions, a complex yet essential
endeavour across our global operations.
By sharing these disclosures, we demonstrate our
commitment to sustainability and accountability at every
level of our organisation.
While we are proud of what we’ve accomplished, we
recognise that achieving a sustainable future requires
continuous commitment, adaptability and ambition. Looking
ahead, we are committed to embedding ESG across Scott’s
operations, creating measurable improvements in our
environmental and social impact, and driving a sustainable
future for our customers, stakeholders and employees.
This framework now encompasses 10 key focus areas, which
include employee retention and engagement, safety and
wellbeing, diversity and inclusion, customer experience,

"By taking a deep, genuine look at how our
ESG initiatives align with our core purpose
and the needs of our broader stakeholders,
we have built a robust ESG Framework"

"Together, these focus areas guide us
in being a good business, ensuring we
operate with integrity, responsibility, and
a commitment to positive impact."
Sustainability Report 2024
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EMBRACING DOUBLE MATERIALITY
To ensure that Scott’s sustainability efforts align with
stakeholder priorities, the company conducted an external
materiality assessment, building on an initial assessment
completed in 2021. This original internal assessment laid the
groundwork for Scott’s ESG strategy, and the new assessment
represents a significant milestone in refining the company’s
focus areas.
Scott adopted a Double Materiality Assessment to gain
insights into both the financial and non-financial impacts of
its operations, giving each equal importance. The concept
of ‘Double Materiality’ reflects a dual-perspective approach
designed to achieve a comprehensive understanding:
The first perspective, Impact Materiality (Inside-Out)
analyses insights into the social and environmental impacts
that are directly linked to Scott’s operation and value chain
by evaluating the scale of its impact (health, environmental
and social factors), the scope (number of individuals
affected) and irremediability (the company’s ability to
address and resolve issues).
The second perspective, Financial Materiality (Outside-
In), focuses on assessing external factors that could affect
Scott's financial performance. This involves considering the
size of potential financial impacts,
such as the magnitude of risks or opportunities posed by
external events. It also assesses the likelihood of these
impacts occurring.
As Casey Jenkins, , Group GM – People, ESG,
Marketing & President Scott Mining, notes, “By integrating
these two perspectives, we can better understand and
manage our organisation’s overall impact and risks, leading to
more informed decision-making and sustainable practices.”
The FY24 assessment involved gathering valuable insights
through horizon scans, surveys, and interviews with
customers, suppliers, employees, directors, and industry
bodies. These efforts informed the continuous evolution of
the company’s Materiality Matrix, allowing Scott to refine
its ESG strategy by focusing on areas critical to its broader
ecosystem.
Reflecting on this process, Casey Jenkins explains, “After
three years of executing our ESG strategy, we recognised
the importance of working closely with our broader
ecosystem to ensure alignment with stakeholder priorities.
We engaged with our stakeholders, gathered their
perspectives, and were able to evolve our Materiality Matrix
to highlight the key areas of focus for our ESG initiatives".
Carcass modelling to support greater yield in lamb processing.
Scott Technology Limited
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Double Materiality Matrix, FY24
1 Customers
2 People
3 Governance
4 Product Innovation
5 Storytelling & Communication
6 Sustainable Procurement
Impact of the business on people and the environmentNEGATIVE
POSITIVE
8
10
6
4
2
246810
Importance and impact on business success
NEGATIVEPOSITIVE
11
5
7
8
9
6
3
4
1
10
2
7 Climate Change
8 GHG Emissions
9 Nature
10 Resource Management
11 Community
Carcass modelling to support greater yield in lamb processing.
Sustainability Report 2024
Page 5

Scott team members performing a proactive 'site walk around' idenifying potential safety risks.
Scott Technology Limited
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Scott’s newly refined ESG Framework is designed to drive
sustainable growth by aligning with priorities identified
through insights from the Double Materiality Assessment.
This process has enabled the company to sharpen its focus on
the most impactful areas, ensuring that its initiatives remain
both effective and aligned with long-term objectives.
The refreshed framework centres on three key pillars: People,
Purpose and Place, which guide Scott’s ESG efforts.
EVOLVING OUR ESG FRAMEWORK
For this report, the focus is on the ‘Place’ pillar, as it directly
supports the company’s objectives of reducing greenhouse
gas (GHG) emissions and advancing climate adaptation
initiatives. By prioritising the ‘Place’ pillar, Scott aims to
accelerate progress in its GHG emissions reduction strategy
and strengthen its climate adaptation plan, demonstrating
a clear commitment to environmental stewardship and
sustainable impact.
ESG PillarFocus AreaDescriptionGoal
People
People are at the core of what we do.
It is our commitment to continue to
build engaged, diverse, and talented
teams. It focuses on retention and
recruitment, a priority for our people-
led business. This is supported by a
commitment to maintaining a safe and
inclusive working environment for all.
Employee
Retention &
Engagement
Team career development
with education and training
opportunities.
Promote team career growth through
focused training and a positive
work environment that enhances
engagement and retains talent.
Employee
Safety
& Wellbeing
Provision of a workplace that
safeguards the health and
wellbeing of employees.
An unwavering commitment to
employee wellbeing, health and safety,
supported by a continually evolving
strategy to protect our people.
Diversity
& Inclusion
A diverse and inclusive culture
and equitable opportunities for
employees.
Foster a culture of diversity and
inclusion, empowering everyone to
thrive.
Purpose
Purpose refers to the recipients of
our solutions and services – Scott’s
customers and shareholders. It covers
the importance of building meaningful
customer relationships, which is a key
foundation of the Scott 2027 strategy.
This pillar also highlights Scott’s
commitment to growing a profitable
business focused on long term growth
and positive shareholder return.
Customer
Experience
The experience and
satisfaction
of Scott's customers.
Transforming industries by improving
customer satisfaction, efficiency,
productivity and resilience through
valuable insights and services.
GovernanceThe effectiveness and
robustness of Scott's business
governance.
Ensuring accountability, transparency,
ethical decision-making and
regulatory compliance through strong
governance structures.
Place
Place outlines our commitment to
the environment and ensures we
develop and encourage sustainable
business practices. Our focus on
Sustainability ensures that Scott
is partnering with employees,
customers and suppliers that share
our values.
GHG EmissionsThe impact of Scott's
greenhouse
gas emissions.
Reduce our GHG emissions through
energy efficiency, renewable energy
and sustainable practices across our
supply chain.
Climate ChangeThe ability of the business
to withstand and manage
impacts of climate change.
Tackle climate change and build a
globally resilient business.
Sustainable
Procurement
The sourcing and quality
of materials, the efficiency,
traceability and impact of
Scott's end-to-end supply chain.
Incorporate sustainability into
procurement by prioritising sustainable
and responsible suppliers.
Product
Innovation
The quality, safety and ethical
sourcing of Scott's products and
use of sustainable packaging.
Driving product innovation focused on
sustainability, quality improvement and
value-added solutions for environmental
and social benefits.
OtherStorytelling &
Communication
(underpins all)
Sharing sustainability efforts
transparently, building
trust and alignment with
stakeholders.
Share stories of our ESG journey to
provide information, education and
enhance the engagement of key
stakeholders.
Sustainability Report 2024
Page 7

30 BY 30: REDUCING
OUR CARBON EMISSIONS
Scott is committed to reducing its Scope 1 and 2 emissions
by 30% by 2030 as part of its sustainability efforts. The
“30 by 30” target underscores Scott’s dedication to
minimising its environmental footprint and supporting
global climate goals.
Over the past year, Scott has strengthened its carbon
management strategy, collecting and analysing emissions data
for FY23 and FY24. In FY22, which serves as the baseline year,
Scott reported 1,811 tonnes of CO₂e from its Scope 1 and 2
emissions.
FY22 was particularly significant, as Scott expanded its
emissions reporting to include sites across China and the
United States, achieving full coverage of its global operations
– and reported on this data in its 2023 Annual Report.
This comprehensive baseline serves as the foundation for
achieving the 30% reduction by 2030.
The focus on Scope 1 and 2 emissions is strategic, as these
are areas where Scott has direct control and visibility. Scope 1
emissions arise from the company’s own operations, while
Scope 2 includes emissions from purchased electricity.

"30 by 30” target underscores Scott’s
dedication to minimising its environmental
footprint and supporting global climate goals."
– Casey Jenkins, Group GM – People, ESG,
Marketing & President Scott Mining
“By concentrating on these, we can ensure measurable and
impactful progress. In contrast, Scope 3 emissions—covering
indirect impacts like suppliers, product usage, and waste
management—are significantly more complex to measure
accurately due to reliance on third-party data, which can often
be inconsistent or incomplete,” adds Casey Jenkins.
SCOPE 3 EMISSIONS REPORTING
Scott recognises the importance of addressing its wider
value chain impact and while the company has been
assessing Scope 3 emissions for several years, not all
sources have been comprehensively measured.
This is due to challenges with incomplete source data or
the lack of robust measurement methodologies and levels
of supplier maturity. Given these gaps, we have opted not to
disclose Scope 3 emissions in this Carbon-related Disclosure.
This approach ensures that when we do disclose our
Scope 3 emissions, the data will be accurate, reliable, and
aligned with best practices. Addressing the existing gaps in
Scope 3 measurement is a priority for FY26.
As Casey Jenkins, notes: “Our focus on Scope 1 and 2
emissions reflects our commitment to taking immediate,
actionable steps. However, we recognise the importance
of tackling Scope 3 and are working diligently to close
these gaps to achieve a truly comprehensive carbon
management strategy.”
Scott will continue refining its carbon management
strategy, exploring further opportunities to reduce its
overall impact while ensuring alignment with its long-term
sustainability objectives.
Casey Jenkins visits Gudai-Darri iron ore mine in the Pilbara, Australia.
Scott Technology Limited
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Casey Jenkins visits Gudai-Darri iron ore mine in the Pilbara, Australia.
EV charging stations and vehicles at Scott's Deerlijk facility, Belgium.
Sustainability Report 2024
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F O R G I N G PAT H WAY S
FOR GREATER DIVERSITY

"New solutions demand new ways of thinking,
and a diverse team is essential to reflect our
global customer base and drive innovation."
– Casey Jenkins, Group GM – People, ESG,
Marketing & President Scott Mining
As a global business, Scott embraces cultural diversity and
recognises the backgrounds within its organisation. Scott’s
core belief is that 'diverse minds create diverse solutions.'
Through targeted recruitment initiatives and programmes
that encourage more women to enter engineering, Scott
is striving to achieve a more gender-diverse workforce,
particularly in technical roles and leadership positions.
“When it comes to gender diversity, we are proud of our
progress to date, however, our journey is only just beginning,”
says Casey Jenkins Group GM and President of Minerals.
“New solutions demand new ways of thinking, and a diverse
team is essential to reflect our global customer base and
drive innovation.”
student s to solve real-world problems through robotics, ranging
from football games to rescue missions and performing arts.
"Over the years of sponsoring this event, we’ve noticed an
encouraging trend of increased female participation," says
Jenkins. "We believe this involvement will lead to more young
women pursuing careers in STEM and contributing to the future
of innovation."
In the tertiary education sector, Scott has strengthened
its commitment to gender diversity by partnering with
the University of Canterbury, renowned for producing top
engineering graduates. Together, they launched the Scott
Technology Women in Engineering Scholarship, aimed at
supporting female engineering students. The scholarship covers
up to $5,000 in fees, provides a $1,000 stipend and offers a
paid internship at Scott. Now in its second year, the initiative is
helping pave the way for more women to enter the engineering
profession, fostering a more inclusive future in the industry.
In August, the Scott Technology Women in Engineering
Scholarship was awarded to Molly Newman. Studying a
Bachelor of Engineering specialising in Mechatronics, Molly
is passionate about technology and the impact it has in
transforming the world around us.
“Molly was one of several incredible applicants we received,
and it is wonderful to see so many young women thriving in
Scott continues its sponsorship of RoboCup Junior, a school-
based competition designed to inspire young students to engage
with, and pursue careers in, science, technology, engineering,
and mathematics (STEM). The event challenges school-aged
Scott Technology Limited
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Scott China leadership team.

A MILESTONE
IN CHINA
The Scott office in China stands out as a significant
outlier, having achieved a remarkable 50/50 gender
leadership balance. This achievement highlights the
success of Scott’s commitment to gender diversity,
particularly in a region where such balance is often
rare in leadership roles.
"Breaking down barriers to gender diversity in
technology is not just about fairness – it's about
innovation. By creating inclusive environments
and providing opportunities for women to
thrive, we can unlock the full potential of our
teams and drive the industry forward."
– Cathy Zhang, Regional Director, China

"An apprenticeship teaches you far
more practical skills than you can learn
in a classroom."
– Heather Robertson, Service Engineer
engineering. Molly's leadership and passion for women in
engineering impressed the panel and we not only look forward
to supporting her over the next few years but also seeing the
impact she will make,” says Jenkins.
"This scholarship's acknowledgement of the role that
diversity and inclusion can play in the success of engineering
is incredibly motivating." shares Molly Newman, 2024
Scholarship recipient.
In addition to scholarships, Scott offers alternative pathways
into technology through our apprenticeship programme,
which plays a crucial role in developing technical talent.
“At Scott, we understand that people have different learning
styles, and our apprenticeship programme provides a
valuable, hands-on pathway for individuals to develop their
technical skills. These apprentices not only stay with the
company but also grow and thrive, achieving remarkable
career milestones. It’s important to us to create opportunities
for success, recognising the diverse talents and potential that
exist outside traditional academic routes," notes Jenkins.
APPRENTICESHIP PATHWAY:
FROM ROBOCUP TO SCOTT
Heather Robertson’s career in engineering began with a
passion for robotics, sparked by her participation in RoboCup,
a school-based robotics competition sponsored by Scott. This
early exposure, coupled with a personal connection, led her
to pursue an apprenticeship at Scott in 2018.
"I didn’t know much about robotics at first but I loved it from
the start and never looked back," she says.
Competing in RoboCup throughout high school, Heather
excelled in categories like theatre, soccer and rescue,
winning multiple events. She first learned about Scott’s
apprenticeship programme from Donald, a Scott employee
who judged RoboCup. Encouraged by Donald, she applied and
was accepted. "I didn’t fully understand what an electrical
apprenticeship involved but I knew I wanted to work at Scott
because of their robotics work," Heather explains.
Her apprenticeship provided valuable hands-on experience,
including building machines like the lamb primal (a machine for
processing lamb) and maintaining older equipment. Mentored
by electricians Tom and Donald, she gained a solid foundation
in practical skills. "An apprenticeship teaches you far more
practical skills than you can learn in a classroom," Heather says.
Heather’s role expanded as she worked with the service
team, which deepened her interest in service work. In 2022,
she moved from New Zealand to Brisbane to take on a service
engineer role. "Moving to Brisbane was a big adventure. The
apprenticeship gave me a head start, while many of my peers
were still in university," she shares.
Sustainability Report 2024
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Heather Robertson, Service Engineer.
Molly Newman, 2024 scholarship recipient.

ACHIEVING ZERO LOST TIME INJURIES
At Scott, people are at the core of its business and One Scott
continues to be a fundamental part of our overall strategy and
ESG framework. Central to this is an unwavering commitment
to employee health and safety. Given the nature of the
manufacturing sector in which Scott operates, it developed a
comprehensive health and safety strategy that is continually
evolving to safeguard its people.
In FY24, Scott health and safety performance has hit a notable
milestone, particularly in reducing injuries and fostering
proactive engagement, with a 100% reduction in lost time
injuries (LTIs), marking a significant step in the company’s drive
towards building a work environment free from harm.
“Through evolving preventative measures, Scott is creating a
safer and more secure work environment,” says Casey Jenkins,
Group GM & President of Minerals. “Scott continues to focus
on driving a high-performing safety culture. We are fostering an
environment where every team member feels safe, cared for
and empowered to look after one another.”
INNOVATING SAFETY ENGAGEMENT
This year marked the third Stop for Safety event, a global
initiative that pauses operations to recognise outstanding
achievements in, and facilitating a wider discussion around,
health and safety – with Auckland’s Rocklabs site taking out
2023 Outstanding Performance winner, followed closely by the
Qingdao, Podivin and Dunedin sites.
In parallel, Scott’s use of the BeScott Health & Safety App
across the global Group has allowed the company to further
digitise its safety efforts. Through the app, 948 hazards were
reported in FY24 reflecting an 8% reduction. The app has also
played a critical role in improving near-miss reporting, which
has improved by 14%, underscoring the proactive safety culture
within the organisation.
Leadership engagement has increased, with senior leaders
initiating 475 safety conversations this year, a 12% increase on
last year, further embedding safety into everyday operations.
The Safe Mate programme, which encourages peer recognition
for positive safety behaviours, has also seen increased
participation, demonstrating that employees across the
organisation are actively contributing to creating safer working
environments.
ADVANCING GLOBAL SAFETY
STANDARDS
Another key achievement for Scott this year is the continued
success of our ISO45001 certification programme. This
internationally recognised standard for occupational health and
safety management systems was achieved at several of our sites,
including Auckland, China and the Czech Republic, with Belgium
also gaining certification in March.
“This certification not only validates our internal efforts but
also enhances our organisation's credibility and commitment
to safety excellence, positioning us strongly with external
stakeholders and customers,” adds Jenkins.
“These results reflect the strength of our safety initiatives and
our unwavering commitment to continuous improvement across
all areas of health and safety and building an environment that is
free from harm,” concludes Jenkins.
CRITICAL RISK
FRAMEWORK
Managing critical risks remains a fundamental part of
our health and safety strategy. Scott has identified eight
critical risks that could potentially cause serious harm to
our employees: Mobile plant, falling objects, fixed plant,
suspended loads, hazardous substances, potential energy,
working at heights and driving.
“Effective management of these critical
risks is essential to our overall strategy and
commitment to the safety and wellbeing
of all employees. Each member of the
Executive team sponsors a specific critical
risk area, reinforcing accountability and
leadership in risk management.”

– Kaisa Liu, Group Health and Safety Manager
Scott Technology Limited
Page 12

'Be Scott' branding on site, supports high performance safety culture.
Sustainability Report 2024
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STATEMENT OF COMPLIANCE
Scott Technology Ltd (Scott or, together with its subsidiaries, the Group) is a Climate-
Reporting Entity (CRE) under the Financial Markets Conduct Act 2013 (the Act).
This is Scott’s first Environmental Report and Climate-related Disclosures (CRD) under the Act
and covers the last 12 months of activity from 1 September 2023 – 31 August 2024.
These Climate-related Disclosures comply with Aotearoa New Zealand Climate Standards NZ
CS 1-3 (the Standards) issued by the External Reporting Board.
The following provisions specified in the Standards have been adopted by the Group:
• Adoption provision 1: Current financial impacts
• Adoption provision 2: Anticipated financial impacts
• Adoption provision 3: Transition planning
• Adoption provision 4: Scope 3 greenhouse gas (GHG) emissions
• Adoption provision 5: Comparatives for Scope 3 GHG emissions
• Adoption provision 6: Comparatives for metrics
• Adoption provision 7: Analysis of trends
20 November 2024
Stuart McLauchlan
Chairman
John Thorman
Independent Director and,
Chair Audit & Risk Committee
Note: We, and readers of this report should, recognise that climate change projections carry inherent uncertainty. This report
reflects our current understanding of climate-related risks and opportunities as of 31 August 2024. This report includes forward
looking statements relating to climate-related scenarios that are inherently uncertain and subject to change in future reports.
This report includes metrics and targets that are based on estimates and assumptions which are uncertain and subject to
limitations. Challenges relating to data inputs may change over time and impact uncertainty of projections. Scott is committed
to progressing towards our targets as outlined in this report, however due to uncertain technological changes, economic factors
and environmental changes (which in many cases are beyond Scott’s control), our targets and strategies to achieve these
targets are subject to change. Scott’s actual performance against its climate-related targets, and its climate-related risks and
opportunities, may not eventuate or may be materially different to what is currently anticipated. We caution reliance on aspects
of this report which is necessarily subject to the caveats above. Nothing in this report constitutes the Group’s financial, legal, tax
or strategic growth guidance or advice.
CLIMATE-RELATED DISCLOSURES
Scott Technology Limited
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Scott believes in the benefit of strong corporate
governance and the value it provides for our shareholders,
customers, employees and other stakeholders. Our Board
is responsible for ensuring that the Company maintains
high ethical standards and corporate governance practices.
With climate-related factors being recognised across our
business as a key strategic challenge, we have focused
on ensuring we have clear and effective accountabilities
and processes in place to meet our ESG objectives, and to
ensure that our governance processes are in line with
XRB’s framework.
The Board has overall responsibility for the strategic direction
of the company, as well as oversight of risk management. This
includes overseeing climate-related risks and opportunities.
The board has delegated responsibility for the development
of Climate-related Disclosures to the Audit and Risk
Committee and has established a formal Sustainability
Committee to oversee and manage the broader ESG
objectives of the company.
GOVERNANCE
Scott Technology Governance Structure
is a formal Board committee, with its own charter that has
been signed off by the Board and has the same standing as the
ARC and other formal Board committees. The Sustainability
Committee is made up of a mix of Board directors and members
of the Executive Management Team. This includes the Board
Chair, CEO and the GM – People, ESG and Marketing. A
copy of the charter can be found on the company's website,
https://scottautomation.com/assets/Investor-centre/Policies/
Sustainability-Committee-Terms-of-Reference-2024.pdf
The Sustainability Committee meets a minimum of four times
per year and provides an update to the Board on its activities
at the next Board meeting. If substantive issues arise at the
Sustainability Committee that require more Board time and
focus, then specific Board sessions are arranged.
The Board has undertaken a facilitated self-assessment to
ensure it has the appropriate skills and competencies to
provide oversight of climate-related risks and opportunities.
The Company engages sustainability and legal consultants to
advise the Board and Management on specific climate reporting
obligations and help build internal expertise along with seeking
self-education.
The Board maintains full responsibility for considering and
setting the targets associated with climate-related risk.
Management has been tasked to enact and execute these plans
as part of the company's wider business strategy. The Executive
Management Team have ESG and climate-related performance
KPIs included in their Short-Term Incentive plans (STI).
MANAGEMENT’S ROLE
The Board has delegated to the CEO day-to-day responsibility
for the delivery of the agreed business strategy, including ESG
objectives, as well as oversight of the delivery of operations and
risk management.
The Executive Management Team, including the CEO, have a
shared responsibility for progressing and delivering the strategic
priorities, including the priorities within the ESG strategy.
SUSTAINABILITY
COMMITTEE
EXECUTIVE
MANAGEMENT TEAM
WORKING GROUPS
(Regions)
GOVERNANCE BODY OVERSIGHT
As stated above whilst the Scott Technology Board is responsible
for the strategic direction of the company’s activities including
climate-related risks and opportunities, it is the Audit and Risk
Committee (ARC) that has been given responsibility for the
development of Scott’s climate-related disclosures including
the identification and consideration of climate-related risks and
opportunities and developing the skills and competencies to
oversee this new requirement. The ARC meets quarterly and
reports to the Board after each meeting.
Scott has also established a Sustainability Committee to oversee
wider ESG objectives at Scott. The Sustainability Committee
Scott Technology Management Structure
BOARD
SUSTAINABILITY
COMMITTEE
AUDIT & RISK
COMMITTEE
(Climate-related Disclosures only)
EXECUTIVE
MANAGEMENT TEAM
Sustainability Report 2024
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Integrating Scott’s ESG objectives into the business strategy is
essential to drive sustainable growth and long-term success.
Teams from across the business have been involved in key
elements of this disclosure including in developing our
scenario narratives and responses.
The strategy work undertaken as part of the process of
preparing Scott's climate-related disclosures included the
business completing detailed analysis of potential scenarios
and identifying climate-related risks and opportunities. In
line with the External Reporting Board's (XRB) guidance, this
is to ensure we evaluate the critical risks and opportunities
we may face as a business. The process we undertook, and
the outputs we created, are detailed in the scenario analysis
section of this report.
Scott’s strategy disclosure also includes our perspective on how
climate change has impacted the business in the most recent
reporting period. This is documented in the section that follows.
STRATEGY
transport routes, and ongoing reassessment of Scott's chosen
operational location relative to patterns of weather events.
In Europe, while there has been no impact in FY24, severe
weather events may lead to stricter regulations related to land
use and food resource protection in future. We may also see
regulations regarding the use of renewable energy increasingly
become the standard.
Chronic physical impacts: Extreme temperatures have not
impacted Scott’s operations and the ability of our employees
to work efficiently in FY24. However, Scott has robust control
measures and policies in place to ensure safe working conditions
in the event of extreme temperatures.
TRANSITION IMPACTS
We have seen energy costs increase in Europe and Australia
for Scott. We anticipate this may continue in the future. Scott
is currently investigating transitioning our Australian forklifts
to be fully electric, as well as investigating on site solar energy
generation to reduce and offset power from the grid. These
initiatives will help to address the increased energy costs
currently impacting our business.
New climate-related legislation, particularly in New Zealand and
Europe, has resulted in an increased cost of doing business to
meet reporting requirements.
With regards to the current financial impacts of Scott's physical
and transition impacts identified above, we will be undertaking
these in the second reporting year, utilising XRB's NZ CS 2
Adoption Provision 1.
CURRENT IMPACTS AND
FINANCIAL IMPACTS
PHYSICAL IMPACTS
Extreme acute weather events: In recent years, flooding,
strong winds and forest fires around the world caused supply
disruptions, flight delays and impacts on freight. While Scott
has not been materially impacted by these events in FY24,
the occurrence of these these events have reinforced the
importance of fortifying our operations against climate risks.
If these events were to occur in future, Scott would adapt to the
impacts of such acute weather events by exploring alternate
Scott team 'Stop for Safety' at our Podivin, Czech Republic site.
Scott Technology Limited
Page 16

Scott team 'Stop for Safety' at our Podivin, Czech Republic site.
SCENARIO ANALYSIS
As part of developing Scott’s climate-related disclosures
for the strategy pillar, the business conducted an in-depth
scenario analysis to identify the key climate-related risks and
opportunities that may arise in the future and their potential
impacts on the business. Scott is a global leader in automation
and robotics, serving a diverse range of sectors, including
protein processing, mining, materials handling, and appliance
manufacturing. As such, the scenario analysis process needed to
consider these sectors and any relevant outputs.
The scenario analysis work details three climate scenarios,
as required by the XRB:
1. A 1.5°C global warming scenario
2. A 3.0°C or greater global warming scenario
3. A third temperature scenario of Scott's choosing
For the structure of the three scenarios, Scott chose to use the
Network for Greening the Financial System (NGFS) framework,
which provides various temperature scenario ambitions and
outcomes, and key trends underpinning them. The specific
scenarios within this framework and their temperature policy
ambitions are outlined in the next section of this report
'Scenario Analysis Methods and Assumptions'.
SCENARIO ANALYSIS METHODS
AND ASSUMPTIONS
Why these scenarios?
The decision to use the NGFS framework and the following three
scenarios was guided by XRB's requirements and the importance
of considering the various industries Scott serves. As such, the
rationale for these decisions reflects the dual need to meet
regulatory standards and address industry-specific risks.
NGFS scenarios chosen:
1. Orderly Transition: Net Zero 2050 (<1.5°C global
temperature outcome)
2. Disorderly Transition: Delayed Transition (~2°C global
temperature outcome) (Scott’s temperature of choosing)
3. Hot House World: Current Policies (>3.0°C global
temperature outcome)
The NGFS scenarios are consistent with frameworks selected
by many other organisations and are particularly effective in
rigorously assessing transition risks.
The Net Zero 2050 scenario allows Scott to assess our transition-
related risks under a rapid but planned decarbonisation pathway.
Delayed Transition scenario maximises and explores transition
risks by providing the most abrupt transition and decarbonisation
pathway. In contrast, the Current Policies scenario enable Scott
to support considerations around the physical impacts of climate
change over time.
Scenario characteristics
Each of the three scenarios Scott used is characterised by key
physical and socio-economic trends, influencing the direction of
change and the different pathways that could play out over time.
A description of these various emissions reduction pathways
and key trends associated with each scenario is provided in the
following table. Key characteristic trends were guided by the
NGFS framework, various sector scenarios and input from the
Scott team.
Scott service team on site supporting system installation at customers site.
Sustainability Report 2024
Page 17

Scenario time horizons
Scott was also required to select three time horizons over
which the three scenarios play out. These needed to consider
the short, medium and long-term potential outcomes of
climate-related risks and opportunities. The three-time
horizons selected were:
• Short: 2024-2027
• Medium: 2028-2040
• Long: 2041-2050
The endpoints of each time horizon are determined by a year
(2027, 2040, 2050) and were chosen to align with Scott’s internal
commercial planning horizons and to improve applicability of
scenarios to the sectors which Scott services.
The short-term aligns with Scott’s strategic planning process, the
medium-term reflects the significant activity taking place in this
period that could impact Scott, and the long-term aligns to 2050
as the Net Zero target date many businesses are striving towards.
Scenario data sources
The use of data in a scenario analysis helps to paint a picture of
potential trends over time in the lead up to each temperature
outcome. The data sources that Scott used during the
construction of each scenario are provided in the Appendix of
this report. No modelling outside of that which supports the
primary data has been used in the construction of each scenario.
RCP = Representative Concentration Pathways, SSP = Shared Socio-economic Pathways, CCC = Climate Change Commission, and IEA = International Energy Agency
CharacteristicsNet Zero 2050Delayed TransitionCurrent Policies
Scenario archetype &
architecture
NGFS - orderly theme
RCP 1.9
SSP3: Sustainability
CCC: Tailwinds
IEA: NZE
NGFS - disorderly theme
RCP 2.6
SSP3: Regional Rivalry
CCC: Headwinds
IEA: SDS
NGFS - Hot House World theme
RCP 8.5
SSP3: Fossil Fuel Development
CCC: Current Policy Reference
IEA: STEPS
Global temperature outcomes<1.5°C ~2°C >3.0 °C
Policy reactionImmediate & smoothDisjointed & myopic Chaotic, non-existent
Regional policy variationAlignedConsumer & politically drivenSelfish
Speed of technology changeFast change Medium net change with disjointed
implementation
Slow change
Customer sentiment
/ behavior change
Universal, accelerated & immediatePolarisedAmbivalent
Physical risk severity ModerateModerate - HighSevere
Transition risk severityModerateHighLow Severity
Supply chain impacts of
physical (& transition) risk
LowLow - MediumMedium
The scenario analysis process
While the scenario analysis has been conducted as a standalone
analysis, outputs from the process, particularly the climate-
related risks and opportunities, will serve as input into Scott's
existing strategy and risk processes.
Scott’s scenario analysis process followed six key steps. These
are outlined below, at a high level.
The scenario planning process outlined above has had the full
backing and participation of the Executive team. The Audit and
Risk Committee had oversight of the process with regular updates.
Scott engaged the external sustainability consulting firm,
Tadpole, to support and facilitate the creation of our climate-
related disclosures, including the development and delivery of
the scenario analysis process, in line with XRB guidelines.
1
Engage key
personnel &
stakeholders
4
Explore drivers:
map temperature
pathways &
outcomes
2
Set analysis
boundaries & ask
focal question
5
Scenario
narrative
development
3
Identify, assess
& prioritise
climate-related
drivers
6
Quantify
narratives &
begin to assess
resilience
Scott Technology Limited
Page 18

Scenario analysis narratives
Based on the outputs from our scenario analysis, Scott developed
three narratives to illustrate how we consider key climate-related
trends may unfold over time and their potential impacts on our
business and wider industry. These narratives are outlined below.
Orderly - Net Zero 2050
The NGFS assumes the world shifts immediately and smoothly
towards a sustainable path in response to the impacts of climate
change. It assumes consumer behaviour increasingly favours
organisations focusing on climate action, and therefore we
anticipate an increasing demand (and pressure) for low-emissions
products, with a strong willingness from the market to adopt and
pay for these. Manufacturers are at the epicenter of this shift.
The robotics and automation sector undergoes transformation
and growth, with substantial investments in research and
development, which could lead to breakthroughs in energy-
efficient automation. These advancements optimise energy use,
reduce waste, and enhance efficiency in manufacturing and
logistics, making it a solid investment for organisations in these
sectors.
Robotics and automation are also seen as a solution to manage
the impacts of an aging population while playing a crucial role in
creating resilient supply chains, capable of adapting to climate-
related disruptions. Increased data use and transparency enable
businesses to make more informed decisions, aligning product
categories with evolving consumer and business expectations.
Broadscale electrification also occurs within industries as they
race to decarbonise and this investment in capital temporarily
pushes commodity prices upwards as heavy emitters are forced
to reign emissions in.
We foresee that growth in critical mineral demand increases and
the mining sector sees continued strong growth, increasing the
market size for Scott’s mining products. However, this growth
also means there are increased regulations on land and resource
use, traceability and modern slavery commitments. Heavy
vehicle electrification and automation sees Scott leverage its IP
into new sectors.
Globally, consistent and strong political ambition across parties
signals the market to decarbonise immediately and rapidly,
supported by industry consultation and policy certainty. There
is a growing trend of climate litigation against organisations that
are not perceived to be contributing sufficiently to sustainability
efforts. Organisations who move quickly to adapt and prepare
for the impacts of climate change reap the benefits of customer
and employee loyalty, strong commercial relationships and
are well prepared to weather the period of uncertainty in the
2020’s and 30’s.
Disorderly – Delayed Transition
The NGFS assumes that throughout the 2020's, economic
pressures dominate society’s focus, seeing climate action
deprioritised in favour of other issues. Climate change mitigation
is seen as a nice-to-have rather than a necessity. Some forward-
looking companies invest in decarbonisation but this is typically
at the fringes. Despite national emissions targets, even
well-intentioned companies struggle to transition, delaying
investments in circularity, low-emissions products, and the
technology required to decarbonise their operations.
The response to climate change is characterised by ambitious
commitments but poor follow-through until panic begins
to spread among the general population and businesses in
the late 2020's and early 2030's. In response, governments
introduce a series of policies aimed at rapidly transitioning
the economy to low emissions. Although well-intentioned,
these policies, developed with minimal consultation and
deployed haphazardly, lead to unforeseen externalities.
Farmers are hit particularly hard as regulations target
methane reduction and consumers move away from high-
emissions food. Only those who demonstrate low-emissions
production credentials win in the marketplace and the sector
sees fast consolidation. Operating costs increase due to
regulation-related rises in the price of energy, fuel, transport
and rent.
Organisations scramble to mobilise transition plans, requiring
fast decisions on asset divestment, product portfolio changes
and decarbonisation strategies. Scott’s customers increasingly
demand information on its emissions footprint and product-
level data, requiring Scott to rapidly develop this capability.
Internationally there is significant variation in domestic policy,
creating an environment of uncertainty and complexity. The
disjointed nature of the transition and associated policies
create friction when accessing raw materials, compounded
by exploitation, lumpy demand and chaotic planning – all of
which increase costs and complexity.
Access to finance and insurance hinges on comprehensive
transition planning and disclosure. Insurance for high-carbon
activities or at-risk locations becomes increasingly expensive
or unavailable as insurance companies withdraw from these
markets. Organisations who can demonstrate their progress
towards climate security can access discounted capital and
the growth of green bonds and loans increases dramatically.
There are significant benefits available to organisations who
transition rapidly.
Sustainability Report 2024
Page 19

Hot House World – Current Policies
The NGFS assumes that from the present day to 2050, no
additional climate policies are implemented. Physical impacts of
climate change continue to affect all areas of the economy. Acute
climate events cause road and bridge closures, while chronic
impacts degrade coastal infrastructure and working conditions
within warehousing.
Legacy infrastructure becomes unreliable, and traditional routes
become unusable for significant periods, impacting Scott's
ability to efficiently source and move products. Increased
wind speeds, wave swell and storms hamper New Zealand’s
already remote ocean-based supply chains. The workforce faces
increasing pressure to maintain service levels, leading to stress
and workforce attrition. Costs escalate, and customers become
unwilling or unable to pay, making access to finance highly
problematic.
New Zealand, Australia, and the rest of the world focus on
prioritising food and energy security, leading to uncontrolled
emissions growth. Highly cyclical governments with unclear
decarbonisation objectives dampen long-term planning, and
funding is directed toward adapting to the changing climate
rather than developing mitigation strategies. The lack of
effective mitigation efforts and disagreements on climate action
exacerbate existing social tensions.
Climate mitigation technology development lacks direction, with
minimal emphasis on reducing emissions. Technology adoption and
automation are seen as critical enablers for organisations to adapt
to the changing climate and Scott's growth is rapid as it leverages
its IP into new sectors and automation is increasingly utilised.
Previous reliance on the consistent supply of raw materials is
called into question as manufacturers start to see suppliers
impacted by the effects of climate change in some source
locations. The historically reliable logistics network starts to crack,
impacting the long complex supply chains for raw materials.
These impacts are exacerbated by geopolitical tensions
and protectionism as countries begin to prioritise their own
resources. Some source locations become untenable, and
organisations must develop strategies to de-risk themselves.
Despite these challenges, some businesses find opportunities in
developing resilient systems and innovative solutions to manage
climate impacts. Companies that can adapt to the harsh realities
of a hot house world, by leveraging advanced technologies
and diversifying supply chains, may still achieve success, albeit
with higher operational costs and increased risk management
complexity. However, the overall business environment remains
challenging, with significant uncertainties and heightened
competition for resources and market share.
CLIMATE-RELATED RISKS,
OPPORTUNITIES AND IMPACTS
Outputs from our scenario analysis allowed us to identify
potential physical and transition climate-related risks and
opportunities that could materialise over our three-time
horizons. The potential impacts of these risks and opportunities
were also explored during our scenario analysis. These outputs
are provided in the Risk Management section of this report
(please refer to the risks and opportunities tables).
The anticipated financial impacts of Scott’s climate-related risks
and opportunities, and the time horizons over which these may
occur, will be undertaken in the third reporting year, utilising
XRB's NZ CS 2 Adoption Provision 2.
Capital deployment
Scott is currently determining how climate-related risks
and opportunities serve as an input to our internal capital
deployment and funding decision-making processes. Scott
does currently allocate some capital towards decarbonisation
initiatives including the installation of charging facilities at our
European sites.
Scott Palletizing system tested during assembly at Deerlijk site.
Scott Technology Limited
Page 20

TRANSITION PLAN
Scott business model and strategy
Scott has a commitment to our Engineering Scott to High
Performance 2020 - 2025 Strategy, which has driven
sustainable growth and leadership across core sectors and has
led to the extension of the strategy through 2027. This includes
a focus on enhanced productisation and modularisation in our
product development to improve serviceability, sustainability
and customer engagement while reducing engineering time,
project risk and reputation as an innovative partner.
Scott offers solutions that range from the initial design and
consultation to the installation, implementation and support of
automation systems and products. This full-service approach
Current Status and Future Transition Planning
At this stage, Scott has not developed a transition plan describing
how the business will position itself as the global and domestic
economy transitions towards a low-emissions, climate-resilient
future state. The intention is to undertake this work in Scott's
second climate-related reporting year, utilising XRB's NZ CS 2
ensures long-term customer engagement and recurring
revenue. The company serves a range of core sectors such as
MHL, Protein, Minerals and Appliances and operates in nine
countries around the globe. This diversification helps mitigate
risks associated with dependence on a single market and
leverages its technical expertise across domains.
Scott’s automation solutions are designed to improve
operational efficiency, reduce costs, enhance safety and
productivity, and provide sustainability benefits for its
customers. This value proposition supports customer retention
and encourages new business.
Scott's value chain is comprised of the following elements:
Adoption Provision 3. This also means any transition
plan aspects of our strategy aligned with internal capital
deployment and funding decision-making processes will also
be disclosed in our second climate reporting year, utilising the
same adoption provision.
Emission by Division and Scope, FY22 - FY24
Iron Ore
Oil
Chalcopyrite
Silicon
Other
Steel
Plas�c
Copper
Electronic
Other
Robots
Steels
Controls
Motor/Gearbox
Other
FreightEnergy
DisassemblyFreight
Installa�on
Assembly
FreightServicingUpgrades
End of life
Freight
Component
Manufacture
Scott Palletizing system tested during assembly at Deerlijk site.
Sustainability Report 2024
Page 21

Scott's Automated Lamb Processing solution delivers high efficiency.
Scott Technology Limited
Page 22

RISK MANAGEMENT
Scott has a thorough and robust Risk Management Framework
that is centered around our risk register. The register is
formally reviewed at each Audit and Risk Committee meeting,
initially by management and subsequently it is presented to
the ARC for review. The Board has overall responsibility for
overseeing Scott’s Risk Management Framework.
Any suggested additions or deletions, or changes to risk profiles
from the previous risk register are highlighted and flagged by
management and discussed at the ARC, with the CFO responsible
for initiating the discussion.
The prioritisation of risks within the register is undertaken by
management utilising a grid that rates each risk according to
likelihood and impact to ascertain a risk score, which is then
colour coded (Red/Amber/Green) using a pre-determined risk
score grid. Each risk is also assessed against a numeric risk
criterion, which is an estimate of quantified financial impact
to Scott, ranked from 1 (minor) to 5 (catastrophic). At the
management review, these rated risk scores and criteria are
documented and compared to the previous rating for each risk.
Mitigations for these risks are also identified as part of this
process, as is the relevant link to strategic initiatives for each risk.
Owners from within the Executive team are identified for each
individual risk.
Climate-related risks and opportunities have been integrated into
the existing Scott risk management framework and are reviewed
in the same cycle as all business risks.
The specific climate-related risks identified through the
scenario analysis process have been integrated with the existing
Board risk management process. These risks have replaced or
supplemented the existing climate risks identified within the
overall risk matrix and are also identified as the climate-related
risks stemming from this thorough process, of which the Board
have had clear oversight throughout. The climate-related
risks identified through scenario analysis are also maintained
separately and are assessed and reviewed in the same cycle and
forums as the overall integrated risk management framework,
which is at a minimum annually.
Werner Conradie, Rocklabs GM, presents at the Rocklabs facility opening.
Sustainability Report 2024
Page 23

Description
of Risk
Description of
anticipated impact
Net Zero
2050
Delayed
Transition
Hot House
World
Value chain
impacted
GeographyBusiness
Response
Acute physical risks & severe weather
Significant
increase in
the quantum
and severity of
weather events
Severe weather events such
as floods, fires and storms
significantly impact transport
and logistics operations and
infrastructure. This can result
in challenges to delivery,
inability to unload, store and
distribute Scott products.
Freight,
Installation
AllRisks included
in risk register
discussion with
board and inventory
levels optimised to
ensure supply is not
affected.
Transitional - Customer
Changing
consumer
habits
With societal norms moving
away from industries that
are believed to be high
emitters of carbon, i.e. red
meat, one of Scott's core
business pillars decreases.
End to endNZ
AU
US
Monitoring protein
sector while
exploring alternative
opportunities as they
arise.
Transition - Political
Access to raw
materials
With an increasing demand
for raw materials and more
protectionist policies from
some countries, Scott is
forced to invest in inventory
levels to ensure security over
our supply.
Component
manufacturing,
Servicing,
upgrades
AllRisks included
in risk register
discussion with
board and inventory
levels optimised to
ensure supply is not
affected.
Increased
variance
in global
regulations
Globally, regulations are
increasingly different by
each geography creating
complexity in navigating a
global business. Uncertainty
of incoming regulations and
lack of lead time to adjust to
incoming regulations.
Head Office
(Strategy)
AllMonitor key markets
for any divergence
and ensure strategy
allows for any
changes in demand.


Carbon
border taxes
/ adjustments
- traceability
(carbon
leakage)
Increased prevalence of
carbon border adjustments
and emissions reporting /
traceability
Head Office
(Strategy),
Freight
AllMonitor key markets
for any divergence
and ensure strategy
allows for any
changes in demand.
Increase in
tariffs
Globally, tariffs are
increasing, impacting
geographies that Scott
can play in. Increases
costs of goods, reduced
competitiveness
Head Office
(Strategy)
AllMonitor key markets
for any divergence
and ensure strategy
allows for any
changes in demand.
PHYSICAL AND TRANSITION RISKS
Severity of ImpactTime horizon
Low
Moderate
High
Short term
Medium term
Long term
Scott Technology Limited
Page 24

Time horizon
Short term
Medium term
Long term
Description
of Risk
Description of
anticipated impact
Net Zero
2050
Delayed
Transition
Hot House
World
Value chain
impacted
GeographyBusiness
Response
Transition - Economic
Access to
insurance
With more frequent weather
events causing an increase in
insurance payouts, both the
cost and access to insurance
could become prohibitive.
End to endAllInsurance included
on risk register and
levels of insurance
discussed with
directors
Access to
finance
With a changing landscape
for consumers and investors
and a re-deployment of
capital towards more
"green-based" industries
or technologies, it is harder
to raise funding through
traditional methods.
End to endAllFinance included
on risk register and
levels of financing
needed discussed
with directors
Mining industry
reduction in
stability due
to changing
demand.
The mining industry,
traditionally very stable will
see increasing change - both
upwards (increasing demand
for minerals needed in
decarbonization technology)
and downwards (significant
reduction or elimination
of coal mining; increased
recycling of products
leading to reduced demand
for other freshly mined
minerals). This may be
difficult for Scott to navigate.
Component
manufacturing,
Installation,
Servicing
NZ
AU
Monitoring mining
sector while
exploring alternative
opportunities as they
arise.
Transition - Legal
Directors
and Officers
responsibilities
Increased litigation against
directors and officers -
requirements for additional
education.
Head Office All (will affect
local directors
as well)
Ensure directors
are educated and
insured
Reporting and
compliance
Increased requirements for
reporting and compliance -
resourcing, cost.
Head OfficeAllEnsure reporting
process is robust and
educate key staff in
this area.
Transition - Operational
Impacts on the
global freight
system
Changes in network
vulnerability of the freight
system can increase costs
and create scheduling
volatility
Freight,
Installation,
Servicing,
Upgrades
AllRisks included
in risk register
discussion with
board and inventory
levels optimised to
ensure supply is not
affected.
PHYSICAL AND TRANSITION RISKS
(continued)
Severity of ImpactTime horizon
Low
Moderate
High
Short term
Medium term
Long term
Sustainability Report 2024
Page 25

OpportunityNet Zero
2050
Delayed
Transition
Hot House
World
Value chain
impacted
GeographyBusiness
response
Growth in mining sector
As the transition to a low emissions
economy requires significant amounts
of minerals and semi-precious metals,
growth in the mining sector is likely and
there is an opportunity to grow Scott's
mining division.
Mining
division
Mining
customer
locations
Monitor key markets for
any opportunities and
ensure strategy allows for
any changes in demand.
Opportunity to change business model to reduce travel and freight
More distributed business model reduces
carbon footprint as well as saving the
cost of travel and freight. Opportunities
to engage with 3rd party providers - e.g.
distributed additive manufacturing
operations - to produce to our designs
and/or support customers on our behalf (a
more flexible business model).
Freight,
Installation,
Service,
Upgrades
AllReview strategy and
structure to ensure the
most efficient internal
supply chain possible.
Transition from red meat to alternative consumption
Opportunity to transition/grow in different
markets and/or sectors.
Head Office
(Strategy)
AllMonitor key markets for
any opportunities and
ensure strategy allows for
any changes in demand.
Drive for low carbon mining
Opportunity to transition/grow in different
markets and/or sectors.
End to endNZ
AU
Leveraging Scott's IP and experience into sectors outside where we currently play
Opportunity with ageing populations
globally and labour shortages. Scott can
leverage its experience into new sectors.
End to endAll
Access to funding and government incentives
Govt funding and R&D funding.Head Office
(Strategy)
NZ
AU
US
OPPORTUNITIES
Severity of ImpactTime horizon
Small
Moderate
Large
Short term
Medium term
Long term
Scott Technology Limited
Page 26

Time horizon
Short term
Medium term
Long term
0
200
400
600
800
1000
1200
1400
1600
1800
2000
FY22FY23FY24FY22FY23FY24FY22FY23FY24FY22FY23FY24FY22FY23FY24
EUANZCNUSGroup
METRICS AND TARGETS
Below is a summary of Scott’s Scope 1 and 2 Greenhouse
Gas (GHG) emissions. The business notes that an internal
emissions price is not employed over this reporting period.
As such, for the purposes of primary users this price may
be interpreted as $0.
ABSOLUTE SCOPE 1 AND 2 GHG
EMISSIONS
Absolute Scope 1 and 2 GHG emissions for the Group in FY24
totalled 1,807.15 tonnes CO2e.
Scope 1 emissions come from the combustion of transport
fuel by the company’s car and forklift fleet. Other Scope 1
emission sources include stationary fuel used for heating and
in back-up generators, lost refrigerant gases and gases used
in welding.
Scope 2 emissions come from the generation of purchased
electricity, and are location based (meaning we calculate
them on the basis that we consume electricity from national
and state grids).
FY22FY23FY24
Scope 110248641047
Scope 2787737760
Total181116011807
Scope 1 Emission Sources, FY24
Emission by Region and Scope, FY22 - FY24*
Natural gas
for hea�ng
19%
Forkli�
fuel
1%
Diesel for
hea�ng
4%
Company
cars
76%
Bio gas
for hea�ng
0%
Refrigerant
gas losses
0%
Generator
fuel
0%
Welding
gases
0%
Rental
cars
0%
* In our 2023 Annual Report, previous absolute GHG emissions figures included Scope 3 emissions. For more details on the treatment of Scope 3
emissions, please refer to the Scope 3 statement on page 28.
Scope 1 Scope 2
Sustainability Report 2024
Page 27

GHG EMISSIONS INTENSITY
Intensity Scope 1 and 2 GHG emissions
In addition to measuring and tracking our absolute emissions,
we track intensity emissions to understand our “carbon
efficiency” and how it is changing over time. We have
identified the following intensity metrics as those that will
allow us to do this most effectively.
FY22FY23FY24
Total gross Scope 1 and
Scope 2 emissions per
$M revenue8.175.996.55
These inventories have been measured in compliance with
ISO 14064-1 (2018) using an operational control consolidation
approach. All emissions that Scott Technology has direct
control over are covered. No facilities or operations have
been excluded.
Emission factors used in the measurements are country
specific, sourced from the following agencies:
• New Zealand Ministry for the Environment (MfE)
• Australian Government’s Department of Industry,
Science, Energy and Resources
• US Environmental Protection Agency (EPA)
• UK Government’s Department for Energy Security and
Net Zero (DESNZ)
• carbonfootprint.com (for European country electricity
emission factors)
For the FY24 measurement we used emission factors with
AR5 Global Warming Potentials (GWP). Emissions have been
calculated by applying the appropriate emissions factors to
Scope 1 and 2 activity data.
No assumptions or estimations have been made in measuring
Scope 1 emissions. Uncertainty is low as calculations are
activity based using emission factors with +/- 0.7% to
2.4% uncertainty (MfE). For Scope 2 electricity emissions,
calculations use ICP meter data, which is assumed accurate.
Scope 1 and Scope 2 emissions for each regional division
have been verified by McHugh & Shaw Ltd (NZ, Australia,
China and USA) and Vincotte (Europe), to a Reasonable level
of Assurance. The consolidated Group inventory, being the
summation of these divisional inventories, has not been
assured. A programme to facilitate Group level assurance in
FY25 is currently under development.
Our assurance statements can be found on our website,
https://scottautomation.com/en/about-us/sustainability
Scope 3 emissions
Though we have been assessing Scope 3 emissions for several
years, not all Scope 3 emission sources have been measured.
This is due to incomplete source data, or the unavailability
of robust, meaningful measurement approaches. Given
there are gaps and some shortcomings in our Scope 3
measurement to date we have decided not to disclose
Scope 3 emissions in this Climate Statement, utilising XRB's
NZ CS 2 Adoption Provision 4.
By utilising Adoption Provision 4, Scott is also exempt
from providing comparative information for Scope 3 GHG
emissions in the second reporting period (for each metric
disclosed in the current reporting period an entity must
disclose comparative information for the immediately
preceding two reporting periods (NZ CS 3, General
Requirements)).
Addressing the gaps in our Scope 3 measurement is our focus
for FY25. We look forward to disclosing our Scope 3 emissions
in our future Climate Statements.
Climate impact on assets and business activities
Our understanding from the work we have completed
through scenario analysis and the associated risk assessment
of the three scenarios is that all areas of our business are
susceptible to the impacts of climate change. Whether these
materialise as risks or opportunities depends on our approach
to them, the magnitude and speed of the impact’s onset
and the preparation we have undertaken prior to the risk
materialising, if at all. Additionally, given that we are a global
business it is clear to us that physical and transition risks will
impact different areas of our business in a variety of ways.
TA R G E T S
We have set a short-term Scope 1 and 2 absolute emissions
reduction target of 30% by FY30. This is against a FY22 Base Year.
This is not a target that supports limiting global warming
to 1.5 °C, as defined by the Science Based Targets Initiative
(SBTi). We are in the early stages of developing and
implementing our strategy for reducing absolute Scope 1 & 2
carbon emissions, and these targets reflect current initiatives.
As we further develop our reduction strategy as part of our
transition planning, an updated target out to FY35 or beyond
may be disclosed in future climate statements.
Scott Technology Limited
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APPENDIX
DATA S O U R C E S
Physical data parameters
• Network for Greening the Financial System (NGFS)
Climate Explorer
• National Institute of Water and Atmospheric
Research (NIWA)
• NASA Sea Level Change Portal
• Intergovernmental Panel on Climate Change (IPPC)
Socio-economic data parameters
• Shared Socioeconomic Pathways (SSP) Database
- IIASA-WiC Model - SSP1
- IIASA-WiC Model - SSP3
- IIASA-WiC Model - SSP5
• Network for Greening the Financial System (NGFS)
- GCAM 6.0 Model
- MESSAGEix-GLOBIOM 1.1 Model
- REMIND-MAgPIE 3.2-4.6 Model
- Climate Change Indicators Dashboard (imf.org)
• International Energy Agency (IEA)
Sustainability Report 2024
Page 29
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SCOTT TECHNOLOGY LIMITED

Sustainability
Report
2024