ENGAGING WITH IWI AND STAKEHOLDERS.

TE TORO KI NGĀ IWI ME TE HUNGA WHAI PĀNGA.

Building and maintaining relationships with iwi/Māori and stakeholders across our business is fundamental to our ability to create value and contributes to our long-term success.

We aim to understand the needs and priorities of iwi/ Māori and key stakeholders. This guides our resource allocation to business activities and informs our strategy and business plans.

Over the year we continued to refine how we interact with these diverse groups, recognising that there is no single universally effective approach. Our engagement includes:

• Personalised one-on-one meetings in person and/or online interactions.

• Group meetings in person, such as community co-design forums and stakeholder events.

• Online surveys and audits, such as our Employee Voice and Voice of Customer surveys.

• Regular written updates, such as project updates to the local community and quarterly operating updates to investors.

By customising engagement methods to meet specific needs and preferences, we believe we have been able to enhance accessibility and inclusivity and gather richer, more meaningful data.

The feedback we have received through these engagements has helped inform the business activities covered in How We Deliver Value

These insights, shared through key relationship holders across our business, have also formed the base of our FY24 Materiality Assessment.

KEY GROUPS WE WORK WITH:

CUSTOMERS PARTNERS GOVERNMENT & REGULATORS

Our Community Engagement Strategy

Building and maintaining social licence is critical to our long-term success. It helps build trust and resilience in our reputation, supports continued access to land and resources, encourages customer advocacy and loyalty and contributes to employee retention and attraction.

During the year, we worked collaboratively to build clarity, consistency and a shared understanding of what community engagement means to our business. We have developed an enterprise-wide approach to community engagement to help drive more material outcomes for our communities and business.

Having a clear framework for community engagement helps us prioritise the highest impact activity – that is, activity that aligns with our business strategy while delivering meaningful outcomes for community.

The core elements we considered in designing the community engagement strategy included:

Investors Industry Participants Suppliers

• What matters most – focus on the most material elements, with our purpose used to anchor efforts.

• Strategic aspiration – clear articulation of business value and the correlating community impact relevant to us.

• Interconnected portfolio – community engagement activity interlinked and more powerful in totality than individually.

• Value over volume – do a smaller number of things more effectively, in a coherent and unified way.

• Evolution rather than revolution – continue with what’s going well while recognising some aspects of our community engagement approach is no longer fit-for-purpose.

• Balance of effort – focus on activity that fosters meaningful, long-term change while recognising the role that ad-hoc, reactive support plays in demonstrating our flexibility to respond to community needs.

• Realising reputational benefits – deliberately integrate leverage of community engagement activity from the outset.

We have begun implementing this strategy. We recognise, however, that it will never be ‘final’, given the dynamic nature of this work. We will continue to iterate it over time, ensuring we continue to deliver value for communities.