RDA Future State 2027 by Melissa Hinves

CONTENTS 3 4

RDA future state 2027

RDA Consulting’s “True North” and statement of strategic direction for all stakeholders

9 Six strategic directions 11 Strategic Direction 1 – One Team, one Purpose – Value for all 12 Strategic Direction 2 – E ffective Leadership – Environmental social governance

13 14 15

Strategic Direction 3 – Culture of Excellence – Collective competence

Strategic Direction 6 – Smart, transparent financial interactions

Strategic Direction 4 – Standardised, effective work practices Strategic Direction 5 – Continuous improvement and the pursuit of zero waste

Welcome to RDAgritech Limited. This document describes the pathway of RDA Consulting (as we title ourselves to the outside world) to our Company’s future state, in or before 2027. It incorporates our strategic direction statement, our profitable growth plan and our corporate governance charter - guideline.

INTRODUCTION – FROM THE BOARD OF DIRECTORS RDA Consulting exists because of the passion of the founding members for New Zealand’s primary industries and our natural places – the environment we love to be in. The foresight was of a new industry that would emerge from the learnings from history, the concerns and tensions around sustainability and the need for New Zealand to continue to lead the world with innovation applied to the issues that threaten our current and future generations. The Environmental Industry. As our vision matured, we came to understand the value of having in depth competencies around land and engineering alongside our environmental competencies, as well as a broader subset range of supporting and interrelating competencies, so we landed on a business model that is primarily concerned with providing Environmental, Geotechnical and Civil engineering solutions. Holistic thinking and approaches are at the heart of who we are and how we do business. It is from this base of futuristic thinking that we have worked over the past six years. We have now reflected on our journey so far and applied all our learning to resetting a refreshed strategy that lays out the direction through to our future state. All of the founding members are still on board and others have joined us along the way. Everyone involved with RDA holds a strong passion for what they do and love what New Zealand provides us. We all have a strong connection to our natural environment – it is where we go to reflect and refresh. So, our purpose is to protect and enhance what it is that is precious to us. We have a passion for our purpose that we would be privileged to share with you.

Ross Cottier, Tony Hammington, Leigh Mathieson – Our Board of Directors

RDA CONSULTING’S “TRUE NORTH” AND STATEMENT OF STRATEGIC DIRECTION FOR ALL STAKEHOLDERS To build an agile organisation that applies specialist expertise in Land, Air, Water and Waste to the creation of sustainable best practice solutions for New Zealanders. Enabling communities, industry and our planet to thrive simultaneously.

RDA is working to deliver aspirational improvement to all its stakeholders with six specific directions. • • • • • •

One Team, one Purpose – Value for all Effective Leadership - Environmental Social Governance Culture of Excellence - Collective Competence Standardised, effective work practices Continuous improvement and the pursuit of zero waste Smart, transparent financial interactions

We all know the importance of protecting our lands, waters, the air that we breathe and of responsibly managing the waste that we produce. Succeeding in this is a cornerstone to environmental wellbeing, social and economic prosperity and the sustainability of our planet.

Therefore, please read and then reflect on how to give effect to the proverb...

“Seek the treasure you value most dearly: if you bow your head, let it be only to a lofty mountain”, so as to care for those things that are precious to us.

This whakataukī (proverb) is about aiming high for what is truly valuable. However, its real message is to:

“BE PERSISTENT AND DON’T LET OBSTACLES STOP YOU FROM REACHING YOUR GOALS”. Protecting our taonga, the things that we value, is a key part of being a New Zealander and is at the heart of why RDA exists. Our lifestyles, our livelihoods and our unique environment depend on it. The challenges we face are growing in scale and complexity. Diversity in social and economic demands, changing risk pathways, climate change, and the challenge of applying the learning from history alongside of modern science and evolving technology are just some of the examples of the pressures we face. We all need to participate. Only with everyone doing their part will we reach our full potential and enable the value that will benefit us all. The Direction Statement supports this by building on the foundations laid down over the previous six years, providing clarity of purpose and a refreshed sense of direction for all. This Direction Statement belongs to all stakeholders of RDA. It outlines a direction that we can all see our role in. This will help knit together parts of the whole, to ensure we are all aligned and pulling together in the same direction.

THE STRENGTH OF THE DIRECTION STATEMENT COMES FROM ITS INCLUSIVENESS AND APPLICABILITY IN EMPOWERING US ALL TO WORK TOGETHER TOWARDS THE DIRECTION IT SETS OUT – OUR TRUE NORTH.

The six strategic directions in this document lay out the highest priority areas we’ll be focusing on to enable us to meet the challenges and opportunities facing us. They’ll drive improvement where it’s needed, strengthen the parts of our organisation that are working well, and prepare us to take advantage of opportunities and respond to threats.

SIX STRATEGIC DIRECTIONS Our six strategic directions have been identified as:

One Team, one Purpose Value for all

Effective Leadership

Environmental Social Governance

Culture of Excellence Collective Competence

Standardised

Effective work practices

Continuous improvement and the pursuit of

zero waste

Smart, transparent financial interactions

Each of these should be read as key parts of one big picture. Each one complements and reinforces the others.

GUIDING PRINCIPLES The principles below are intended to guide participation and decision-making across our organisation. They provide a shared understanding of how we will work and the values that will guide our activities.

Principles to guide how we work together • First, seek to understand • Our overarching standard is Excellence • Everyone has a role to play • We embrace individual and collective competence • We learn from our experiences and share learnings openly • Collaborative approaches and wide participation is enabled and encouraged • We practice being agile • We act with empathy, trust, respect and integrity

Principles to guide decision-making • Decision-making is transparent and takes into consideration cultural, social, economic, and environmental values • Integrity and empathy are inherent elements of our decision making • Risk-based decision-making is informed by the best available science and information • Decisions are timely, and take account of consequences that may be harmful • Decisions are considerate of and aligned with our strategic direction

Effective Leadership Environmental Social Governance

Smart, transparent financial interactions

Culture of Excellence Collective Competence One Team, one Purpose Value for all

Continuous improvement and the pursuit of zero waste

Standardised Effective work practices

Each strategic direction is a direction in its own right; however, it is only when each of these sub elements are present and in balance that of our overarching direction is fully supported and enabled. These six directions are our main priority areas that we will focus on together as we strive to strengthen the parts of our organisation that are working well, to drive improvement, and harness opportunities to grow and prosper. In saying that, the first strategic direction, “One team, one purpose – value for all” is crucial and will be a key part of our success in delivering the other five directions.

Each strategic direction has a its own goals, targets and outcomes. Our Trajectory over the next seven years establishes clearly defined Targets. These targets are aspirational and will sharpen the focus of deployment and implementation. Unlike the goals and outcomes, targets do not cover the full breadth of the strategic direction. They set a stake in the ground for the key achievements that we want along the path of our journey through to our future state in or before 2027. These are our milestones.

GOALS – are what we want to achieve at

TRAJECTORY – so we can see out

OUTCOMES – build towards the

TARGETS – to drive action.

a high level.

goals. They break down in more detail the end results we are looking for.

track.

Together we will accelerate innovation to drive smarter, better and more efficient ways of working and delivering continuous improvement across our organisation. We will proactively identify and invest in new tools and technologies, seek out and adopt innovations from other sectors, develop our own new and unique innovations and enable the accessibility of these new tools and resources across our organisation as we grow and gain a wider geographical footprint. Everyone working in RDA will have smart technologies and digital tools at their fingertips. Improving and making better use of our current tools and technologies will drive increased effectiveness. We will capture, manage and use data; constantly seeking opportunities for improvement and enhanced outcomes for our clients and all of New Zealand.

STRATEGIC DIRECTION 1

ONE TEAM, ONE PURPOSE – VALUE FOR ALL

It is important that when we think and talk about this strategic direction that we recognise and embrace the inclusiveness of one team. While RDA Consultants will be the facilitators who lead interactions and deliver specific sets of expertise, every stakeholder is an important part of our team. Our people are our human capital who underpin the value of our organisation, our shareholders have vested their financial support and trust in our organisation, our customers are our brand ambassadors who will refer and promotes us and our communities and wider networks are also stakeholders and so, by default are also a critical part of our team. We all understand the value of working to improve environmental, social and commercial outcomes. It is the ability for these essential elements of sustainability to co-exist in balance that we are working to improve. It is when we work together with a common focus that provides the real purpose. The value we create is multi-faceted and feeds our continuous improvement cycle. We will enhance value for our customers, ourselves, our company, for our communities, our country and for our planet.

RDA will play a lead role in delivering sustainable best practice solutions to complex challenges for a large number of customers across New Zealand

Timaru

RDA will be recognised and valued for the quality of its thinking and work RDA will have wide engagement across multiple sectors of industry alongside regional and central government.

A pipeline of work that is largely self-perpetuating Ongoing contracts with industry and government

7 offices with 46 staff across the South Island of New Zealand by 2027 Capability and capacity to service whole of New Zealand

Valued relationships with sector leaders and influencers 11

STRATEGIC DIRECTION 2

EFFECTIVE LEADERSHIP

– ENVIRONMENTAL SOCIAL GOVERNANCE Society needs leadership. Business and industry needs leadership. Effective leaders understand that leadership is a shorter-term component of stewardship. Stewardship is the ongoing caring for and preparation of future vitality, it outlasts the lifecycle of individual leaders and fosters continuity. New Zealand’s indigenous Māori culture embraces Kaitiakitanga, the guardianship of the environment. Core elements of Kaitiakitanga include whakapapa – the interrelationship between everything and everybody in the natural world as the genealogical descent of all living things from the gods to the present time – there is no distinction between people and their environment. Kaitiaki – guardians, have a responsibility to provide for everyone and ensure everyone benefits.

Post-modernist thinking and the wisdom of kaitiakitanga, allows us to understand the interconnectedness of environmental and social. Environmental; includes the energy our company takes in and the waste it discharges, the resources it needs, and the consequences for living beings as a result. Significantly, environmental also encompasses carbon emissions and climate change. Every company uses energy and resources; every company affects, and is affected by, the environment. Social; considers the relationships our organisation has and the reputation it fosters with people and institutions in the communities where we do business. Social includes labour relations, diversity and inclusion. We operate within a broader, diverse society and we cannot disconnect the interrelationship between environmental and social. So, our leadership and governance will consider and take account of environmental and social wellbeing. This is at the heart of who we are and why RDA exists. We will foster and support leaders who understand and act in alignment with good stewardship and we will respect and align with the values of kaitiakitanga and be relentless in the pursuit of what is truly valuable.

Alignment with our true north Environmental and social responsibility Respected and trusted

Consistent and clear direction Empowered people Inclusiveness

A balanced governance structure that includes arm’s length, independent and Iwi representation by COB FY21 Annual reviews of governance and leadership demonstrate improvement in effectiveness year on year

STRATEGIC DIRECTION 3

CULTURE OF EXCELLENCE – COLLECTIVE COMPETENCE Excellence is worthy of pursuit and we are in pursuit of what is precious to us and truly valuable, so there is no place for mediocrity. Excellence is the magnetic force that constantly guides us toward our true north.

Culture in this sense is; what happens around here – it is, how it is. Culture is to a large degree intangible; it is not an individual thing that you can see or touch. However, you can see it reflected all around us and our work places. It lives in our mannerisms, our language, the way we communicate with each other, our professionalism, our punctuality, our responsiveness, our care and respect, our empathy, our dress, our décor. Culture can be supported by written guidelines and policies, but it is more about what is unwritten and unsaid. Actions speak louder than words and our culture is clearly reflected in our actions. Our actions around what we accept and foster and what we do not accept are strong influencers of our culture. Our culture demands that we have open, honest and respectful conversations and that we have the courage to do the right thing. So, our culture is the collective result of what we each bring to our workplace every day and our collective behaviour. Culture strongly influences our energy levels, our degree of satisfaction and the spirit of our organisation. So, while culture is largely intangible it is palpable. You can “feel” it. Our culture will be one that we are proud of and others are envious of. A culture where everyone knows where they fit and one where everyone is enabled to play to their strengths to become their best self. When we call on and play to our strengths we work with ease, the work we produce is excellent and it is enjoyable. Everyone within our company has individual talents, skills and experience that are highly valuable. Everyone must know how they provide value, how they receive value and how the value they bring influences and interrelates with the collective pool of talent encompassed across our organisation. The collective competence across our organisation will be exceptional. Individually talented people, all able to rely on each other to be there at the right time to provide the right help and assistance or specialist expertise. Collective skills, knowledge and experience enhanced by the effect of synergy, applied and accessed through smart systems and processes to do great work effectively. E3 (Ease – Excellence – Enjoyment) A highly rewarding organisation to be involved with

Exceptionally talented people will seek us out and want to work with us – recruitment will be simplified Staff retention will be exceptionally high Our collective competence will stand in the face of any scrutiny and be a significant enabler of our success

Independent annual surveys inform us that the collective view all RDA staff agrees that our culture of excellence score is greater than 90% in the supporting principles of; Empathy & Integrity Trust & Respect Open & Honest Valued & Supported Inclusiveness Each RDA staff member is able to talk about two occasions within the preceding six months where they were included in and recognised collective competence being demonstrated 13

STRATEGIC DIRECTION 4

STANDARDISED, EFFECTIVE WORK PRACTICES

This strategic direction is about ensuring that we set and maintain standards and that we ensure our systems and processes are always fit for purpose; remember that our overarching standard is excellence. While we will always seek out and embrace new and extended work opportunities, some of our work and a lot of the sub components are repetitious. We often provide very similar work to different clients or for the same clients in different situations. However, we must not be complacent. Even though situations may appear similar to others; every situation is unique and the first important element that is always a constant, is our approach. We must remain cognisant that our approach is a very large influencer of our ability to succeed. Our approach must include another of our core principles – “first, seek to understand”. When we approach a situation or a customer with the view that we must work to understand the situation or our customers needs, then we enable ourselves to succeed. This is a standard for us.

If a process is not standardised, it is not efficient, if it is not efficient, it is not effective. Work practices encompasses our systems, processes, tools and resources, and our behaviours. If all of our systems and processes are highly developed and fit for purpose however, components of our work are out of sequence, incomplete or not on time then the outcomes would clearly not be effective. Or alternatively if we are highly motivated to do a great job and work diligently with tools and resources that frustrate the process then the outcomes would not be effective. We must be disciplined around ensuring that our work practices are at all times fit for purpose. That our work always complies with relevant specifications and codes, that we set appropriate standards, and that these are maintained at all times. That our systems and processes are as streamlined as is practicable at any given point and that we actively seek out and use new and emerging technologies that further improve efficiency.

GOALS All systems are effectively integrated within a whole system that has an overarching architecture. Automated data capture and management. Data interpretation and use integrated within daily work practices – driving efficiency and innovation

OUTCOMES DIFOTIS Delivered - In Full - On Time - In Specification Utilisation, at or above standard Continuous improvement

TARGETS Key BAU metrics are reported against set standards to all RDA staff and directors; Weekly email by COB April 2020 Dashboards updated daily, in offices (and photos emailed to BOD weekly) by COB FY21 Real-time live mobile app by COB FY22

STRATEGIC DIRECTION 5

CONTINUOUS IMPROVEMENT

AND THE PURSUIT OF ZERO WAASTE Continuous improvement is a philosophy, an attitude and a way of thinking. Zero waste is an ultimate goal that is worthy of the highest level of focus. Imagine a world where no waste existed, we would have boundless resources and truly thriving sustainability. Continuous improvement demands that we first grasp the situation, as without this any actions will be unfocussed and therefore wasted. This is why our first guiding principle is “First seek to understand” so we can grasp the situation. From here we can move forward with focus. Effective focus requires a plan. If there is no plan for our focus to support then our focus is lost and wasted. Waste is the enemy of efficiency and has many forms.

Continuous improvement also requires us to seek out and act on opportunities for improvement (OFI’s), commiting to the ongoing refinement of our systems, processes, tools, resources, and behaviours.

PLAN

ADJUST

GRASP THE SITUATION

CHECK

Technology, science and our own work provides us with a plethora of data and experience that we can use to better understand trends and outcomes. We have an obligation to embrace and use this valuable pool of resources to improve our knowledge and the solutions we provide for our customers. This same pool of resource and the systems and processes we utilise in constructing our solutions is where we will find our greatest opportunities for improvement. When we become aware of an OFI we have an obligation to act on it. Failing to act is wasteful. We also have an obligation to remain open minded and seek out new learnings for ourselves that we can share across our organisation to further enhance our collective competence. Our human capital is incredibly important so we must also commit to continually improving ourselves.

The goal of zero waste is about chasing down small improvements, locking them in and then repeating this process. There is a simple process cycle that we use for this. First, we seek to understand – grasp the situation, then Plan – Do – Check – Adjust. Waste and wastage are significant issues for humanity and this will remain a constant for all of us throughout our lifetimes. We have a moral obligation to work to reduce waste. Providing leading edge solutions for the effective management of waste is a core capability for our organisation. Continuous improvement and the pursuit of zero waste is important for our planet. Efficiency and effective outcomes are important for our organisation so we are committed to working with this focus.

GOALS Everyone in RDA is committed to and works with a consistent focus on continuous improvement Continuous improvement is embedded within our culture of excellence

OUTCOMES RDA is able to demonstrate to unbiased auditors that we have achieved not less than 20% efficiency gains year on year FY21 – 27

TARGETS RDA participates in a minimum of one paper, project or conference around green house gas emissions (Ghg) each year RDA’s carbon footprint is reduced by not less than 10% year on year

STRATEGIC DIRECTION 6

SMART, TRANSPARENT FINANCIAL INTERACTIONS

Smart transparent financial interactions are important for our organisation, ourselves and our stakeholders. The five other strategic directions are focussed at the processes that will enable us to work effectively and generate excellent financial outcomes. This is core to our own sustainability, unless we are profitable, we cannot hope to be successful in building the organisation that we want and thereby deliver the outcomes that our strategic direction sets out. Our overarching standard is excellence, so in alignment with this we also expect excellent financial outcomes. However, it is our firm belief that the excellent financial performance of RDA will merely be a by-product of the excellence flowing through the other five strategic directions and the outcomes delivered through this. This strategic direction is about ensuring that our financial processes and interactions are robust, timely and have full clarity. We are cognisant that financial interactions can be both autocratic and emotive, and reality is that in this modern world we trade with money and it is important to all of us. So, our financial interactions will always be conducted with integrity and transparency counted in. Our customers will be fully informed of costs or estimates and the basis of trade. Our first guideline principle “First seek to understand” means that we will work hard to grasp our customers situation so that we can scope projects appropriately and our respect of the trust that customers place with us means that we will always seek agreement and approval before commencing work on their behalf, then we will be as efficient and effective as is practicable in delivering against the scope. We are focussed at improving systems and processes, leveraging technology and being agile, so we will utilise fully integrated financial systems that enable financial efficiency. We are focussed at reducing waste, so we will set and work to standards including revenue and cost standards that will deliver financial effectiveness.

GOALS Robust, effective financial processes that deliver enhanced value for all stakeholders

OUTCOMES RDA and all its stakeholders will enjoy profitable growth

TARGETS EBITDA meets or exceeds the targets set in the profitable growth model FY21 - 27

WHAT IS KAITIAKITANGA? Kaitiakitanga is the exercise of guardianships; and, includes the ethic of stewardship based on the nature of the resources, as exercised by the appropriate tangata whenua in accordance with tikanga Māori. KAITIAKITANGA CONTAINS MANY ELEMENTS THAT INCLUDE • Mahi tapu – god-given and handed down through our tipuna (ancestors) • Founded in whakapapa – the relationship between everything and everybody in the natural world – there is no distinction between people and their environment • Exercised on behalf of, and for the benefit of, all who are related through whakapapa • A set of inalienable responsibilities, duties and obligations that are not able to be delegated or abrogated • A web of obligations: to the taonga, to the atua and to ourselves and our uri. Kaitiaki have a responsibility to provide for everyone and ensure everyone benefits • Seamless and all encompassing – making no distinction between moana and whenua Kaitiakitanga is integrated with the spiritual, cultural and social life of tangata whenua; is holistic across land and sea; includes people within the concept of environment; does not focus on ownership, but on authority and responsibility; and is concerned with both sustainability of the environment and the utilisation of its benefits.

Our background graphic mirrors itself, facing to the left and to the right, symbolising the pathway that came before, and the pathway to the future, to 2027. The three layers in the design also represent the land, air and water; he maunga, he awa me te whenua.