G45 SOI (2014) Statement of Intent

G45 SOI (2014) Statement of Intent 2014 2018

NEW ZEALAND TRADE AND ENTERPRISE STATEMENT OF INTENT 2014 2018 1 We have built an engine for growth now it s time to power it up. Peter Chrisp CEO, New Zealand Trade and Enterprise Foreword Our Context Our Strategy Measuring and Evaluating our Performance NZTE Performance Framework NZTE s International Network 2 6 8 17 18 20

2 NEW ZEALAND TRADE AND ENTERPRISE STATEMENT OF INTENT 2014 2018 Foreword We have built an engine for growth now it s time to power it up. New Zealand is currently benefiting from a combination of economic drivers. The Christchurch re-build, booming trade and investment flows with China, and an evolving capital market are all contributing to the most positive growth outlook the country has seen for some time. We are seeing strong growth coming from regional New Zealand and, in the face of a high New Zealand dollar, our exporters have proved adaptable and resilient. Despite this positive outlook we cannot be complacent. We are still constrained by scale and distance, more so than any other economy in the world. To achieve sustainable long-term growth, we need to continue to grow more and bigger companies who can export increasingly complex, knowledge-intensive, value-added goods and services. Through the Business Growth Agenda (BGA) the Government has outlined its intention to provide the environment in which companies can flourish and extend their international reach. This latter aspect is New Zealand Trade and Enterprise s (NZTE) role working to increase New Zealand companies international success, by helping them develop internationally and increase their global reach. Our focus is now on extending or powering up our support for the challenges they face. Three years ago we began a systematic review and refresh of NZTE operations, focused on boosting our value for New Zealand companies. The Government had been clear that more was required to grow the New Zealand economy and challenged us to lift the bar to work harder with businesses to increase New Zealand s international revenue. Because we work alongside innovative New Zealand business people every day, we knew the potential. But we also knew there was more we needed to do to understand their world and provide the right support at the right time, and in the right place. So we set ourselves a new purpose, and built a work programme to drive the change needed to deliver it. We made a commitment to unleashing the potential of New Zealand business to doing more to increase the success of companies, for the benefit of New Zealand. We have made good progress. The value of trade deals attributed to our support was $694 million in 2012/13, close to 60 percent more than the previous year. Our customers are growing in the same period, our high intensity customer portfolio grew 5.7 percentage points faster than the overall export economy, with an average growth rate of 15 percent. Over the past year we added 200 high growth businesses as new customers, and have seen a significant step up in mobilisation of capital from $386 million in 2012/13 to over $500 million in the year to date. Most importantly, customers tell us we are adding value last year 87 percent of customers judged we had added value to their business, and customer satisfaction was 96 percent. However, the reality for our customers is that there are only hard markets, and harder markets and the magnitude of the BGA goal, to grow exports from 30 to 40 percent of Gross Domestic Product (GDP), is significant. So once again we are asking ourselves, how can we deliver more?

NEW ZEALAND TRADE AND ENTERPRISE STATEMENT OF INTENT 2014 2018 3 OUR PROGRESS TO DATE $694 million In 2012/13 the value of NZTE assisted trade deals was $694 million, an increase of 60% from the previous year. 5.7points Our high intensity customer portfolio grew at a rate 5.7 percentage points faster than the overall export economy, with an average growth rate of 15 percent. Faster Bigger $386 million > $500million 87percent Last year 87% of customers judged we had added value to their business, and customer satisfaction was 96%. We have seen a significant step up in mobilisation of capital to support business growth from $386 million in 2012/13 to over $500 million year to date. Bigger Better

4 NEW ZEALAND TRADE AND ENTERPRISE STATEMENT OF INTENT 2014 2018 FOREWORD CONTINUED. Our customers, New Zealand s internationalising companies, are at the heart of our strategy, which has four interlocking elements: Growing customers one-on-one, focusing on businesses who have the capacity and aspiration to grow internationally Growing groups of customers, by bringing together go-to-market, business-led coalitions Providing customers with services matched to their business needs, delivered at the right time and in the right place Attracting and mobilising capital to support business growth. These elements are underpinned by three enabling platforms our people, our technology and our NZ Inc. partners. They are bound together by a tight and defined 90 day results methodology, all of which is closely aligned to the Government s BGA. Since 2011 we have worked alongside our NZ Inc. partners across government and the private sector to develop and implement this strategy. We need to hunt as a pack. In order to deliver greater value and a consistent experience, we have rebuilt our customer engine, the NZTE Customer Way, which defines how we engage with customers, how we determine what support they need and where we focus our efforts. Through that methodology a range of services are delivered to support growth across operations, marketing, capital, strategy, leadership, customers and markets. It is a growth engine and a key part of delivering better results for lower cost. Our forward work plan is focused on both deepening support internationally and working intensively with a larger group of businesses. Following the strategy refresh undertaken in late 2013, alongside our NZ Inc. partners, we identified three opportunities to deliver more impact from our strategy. The first is to invest further in our international footprint, the second to grow the number of customers in our high intensity portfolio from 500 to 700 over the next two years, and the third to continue to invest in growing go-to-market, business-led coalitions. As announced by the Prime Minister, we have received an additional $69 million investment in Budget 2014 to deliver on this strategy. It is a compelling investment, allowing NZTE to provide services to 40 percent more intensively managed customers for only 12 percent in additional costs. The challenge for us is again to lift the impact of our efforts, for our customers and for the New Zealand economy, to ensure this investment is not just about quantity of customers but about impacts and outcomes. The timing and outlook are good, and the opportunities for New Zealand businesses are strong. We have expertise in high-value niche markets and we are characterised internationally by our ingenuity and integrity. Our purpose is simple: to grow companies internationally bigger, better, faster for the benefit of New Zealand. We believe we are on track to do just that. Andrew Ferrier Chair, NZTE Board June 2014 Charles Finny NZTE Board June 2014 Peter Chrisp Chief Executive, NZTE June 2014

NEW ZEALAND TRADE AND ENTERPRISE STATEMENT OF INTENT 2014 2018 5 OUR FORWARD WORK PLAN: 1 Invest in our international footprint 2 Grow the number of high intensity customers from 500 to 700 3 Invest in go-to-market, business-led coalitions

6 NEW ZEALAND TRADE AND ENTERPRISE STATEMENT OF INTENT 2014 2018 Our Context Our job is to stand alongside and add value to New Zealand business by having the flexibility, capability and competence to support them on their international journey. The Government has set an ambitious target under the BGA of raising exports to 40 percent of GDP by 2025. Achieving this will require a concerted and collaborative effort across New Zealand s export sectors. It will be a story of primary sector exports AND growing exports of complex knowledge-intensive goods and services, to create long-term sustainable growth. It is not a goal New Zealand can reach by maintaining business as usual it will require us all to lift our game and think laterally, applying solutions from one industry to another. Building on existing strengths, the primary sector will need to both expand and move up value chains, and the technology and services sectors must continue to specialise and evolve. We will need to hunt as a pack. Historically we have been challenged by a domestic economy that lacks scale, and our distance from traditional markets a challenge that is unique in the world. Compared to other developed countries, our domestic industries have experienced lower levels of competition, innovation and productivity. As a consequence we have grown relatively few businesses that can compete at a global level. More recently however, international mega-trends have shifted in New Zealand s favour. The centre of business has shifted towards Asia so we are better placed. There is strong and sustained demand for our primary goods, particularly for secure supplies of safe, premium food for the burgeoning middle classes in Asia, the Middle East and Latin America, and this is driving strong growth in trade flows. Advances in communication technology and use of the internet are reducing barriers to trade and enabling new born global business models for our exporters of technology and services. However, the challenge of scale still exists. There are approximately 13,000 companies exporting goods and services from New Zealand, of which 11,900 have under $5 million in export revenue, and only 240 have export revenue greater than $25 million. With the exception of our few very large commodity companies, which actually dominate export trade statistics, our de-facto national strategy is to dominate the niche discovering and exploiting small segments where we can gain relative scale and premium pricing. Positively, our companies are becoming more successful at pursuing this strategy. But developing and building competitive advantage through a high degree of focus and specialisation requires capability and international connectedness. Ultimately, success for this approach means moving past traditional export business models and towards fully integrated international operations that are closer to the end customer. That said, although global trends increasingly favour New Zealand, for individual businesses working at the coalface, market entry is tough and unforgiving and the dilemmas of scale and distance remain real and significant every day. This combination of factors means a more active role for government is warranted. NZTE s job is to stand alongside and add value to New Zealand s businesses by having the flexibility, capability and competence to support them on their international journey.

NEW ZEALAND TRADE AND ENTERPRISE STATEMENT OF INTENT 2014 2018 7 OUR SCALE AND DISTANCE CHALLENGE 15,000km SMALL AND DISTANT New Zealand LARGE AND DISTANT Chile 1 Australia Brazil DISTANCE FROM WORLD MARKETS (weighted by share in world trade) Singapore Canada Korea Mexico Indonesia USA Japan China India Israel Ireland 2 Denmark Finland Spain Greece Netherlands Sweden Italy UK Poland Germany Russia France 4,000km SMALL AND CLOSE LARGE AND CLOSE 1 million 10 million 100 million 1 billion POPULATION (logarithmic scale) 1 2 While Chile and Australia are distant, they have the benefit of large home markets. Ireland, Denmark and Finland are small, but located close to large and rich markets. Source: World Bank: World Developement Indicators, ITC: Trade Map, CEPII

8 NEW ZEALAND TRADE AND ENTERPRISE STATEMENT OF INTENT 2014 2018 Our Strategy Our purpose is to grow companies internationally bigger, better, faster for the benefit of New Zealand. We assist companies to address the challenges they face as they grow internationally. This includes developing market entry or expansion strategies, identifying the proper business model, finding key partners or contacts in market, accessing capital, and utilising brand and design to be competitive internationally. We also provide access to market research and intelligence to assist our customers growth in international markets. Three years ago we decided to focus explicitly on our customers companies growing internationally for the benefit of New Zealand. To deliver this growth, NZTE s strategy is organised around four interlocking elements and three enabling platforms, all bound together by a tight and defined 90 day results methodology. This strategy has been in place for the past three years, and we have now decided to step it up a level. The Government will be investing an additional $69 million in NZTE over the next four years to enable us to deliver even more impact from our activities, and to connect more companies with growing markets that will deliver longterm economic benefit for New Zealand. This is not a change in strategy, rather a ramping up of our activities. It is not just about doing more, it is about further lifting the quality of what we do to achieve greater impact. We expect to start seeing the impact of this additional investment from 2015. FOCUS OF ADDITIONAL INVESTMENT + INTERNATIONAL FOOTPRINT EXPANSION $25m + MORE HIGH INTENSITY CUSTOMERS (500-700) $25m + GO-TO-MARKET, BUSINESS-LED COALITIONS $15m + COMMERCIALISING NEW ZEALAND GOVERNMENT IP INTERNATIONALLY $4m $69 MILLION OVER 4 YEARS

NEW ZEALAND TRADE AND ENTERPRISE STATEMENT OF INTENT 2014 2018 9 NZTE S STRATEGIC DIRECTION BUSINESS GROWTH AGENDA GROW COMPANIES INTERNATIONALLY WORKING ONE-ON-ONE WITH COMPANIES RIGHT SERVICE, RIGHT TIME, RIGHT PLACE WORKING WITH BUSINESS-LED COALITIONS DEPLOYING CAPITAL OUR PEOPLE DIGITAL KNOWLEDGE PLATFORM DELIVERED WITH NZ INC.

10 NEW ZEALAND TRADE AND ENTERPRISE STATEMENT OF INTENT 2014 2018 SHARPEN OUR FOCUS 240 companies > $25 million export earnings 4,000 NZTE CUSTOMERS 570 companies $5 $25 million export earnings High intensity customers from 500 to 700 11,900 companies earning < $5 million export earnings Number of New Zealand exporters of products and services Source: Statistics New Zealand: Global New Zealand International trade, investment, and travel profile: Year ended December 2013 WORKING ONE-ON-ONE WITH COMPANIES First, we work intensively with a dedicated number of individual companies who have the capacity and aspiration to grow internationally. We work alongside these businesses to help identify, plan and act on opportunities for international growth. Our focus is on smart, forward thinking businesses with excellent potential and ambition for international growth. This support becomes increasingly focused as companies gain confidence and experience in international markets. Our customer base currently includes around 4,000 companies, and we work intensively one-on-one with an active portfolio of just over 500 of these who are committed to significant international growth. We work to discover the unique development needs of each customer in this intensively managed portfolio, designing and then working to a written plan that aims to unlock the company s particular constraints for growth. The emphasis here is on being practical, specific and value-adding, with services aligned to their growth needs. As well as these intensively managed customers, we also work with many other businesses on an as-needed basis, providing assistance in response to requests for information about particular markets or connections. This includes exploring local regulations in different places, identifying contacts with key buyers or distributors, or undertaking research. For businesses at an early stage on their international journey, we provide more generic services. We invest around $14 million in Small to Medium Enterprise (SME) support, including a business partner network around the regions, training vouchers, business mentors, a BIZ 0800 hot line, and a redeveloped website that attracts around 45,000 visits per month. Our focus ahead is to continue to improve the value we add to our intensively managed customers, and to extend our support to the increasing number of companies that want a higher level of service from NZTE as they seek to break into, or expand in, international markets. The additional investment will allow us to progressively lift the number of companies we work with intensively from 500 to 700, over the next two years. This will ensure more New Zealand companies, with the potential, scale, attitude and ambition to succeed internationally, are helped to break into new markets and expand in existing markets.

NEW ZEALAND TRADE AND ENTERPRISE STATEMENT OF INTENT 2014 2018 11 OUR INTEGRATED SERVICES SUITE OPERATIONS Streamline the way you operate MARKETING Create and execute marketing plans R&D Innovate and commercialise your business CUSTOMERS & MARKETS Connect with global opportunities and grow CAPITAL Access the capital and investments you need STRATEGY Develop effective strategies for growth LEADERSHIP Benchmark your business against global trends and access key people WORKING WITH BUSINESS-LED COALITIONS Second, we work with groups of companies willing to collaborate as go-to-market, business-led coalitions, who have a competitive advantage and are prepared to co-invest with NZTE. By working together companies can both overcome global challenges and collaborate to scale up. In addition, we are supporting Māori business investing in leadership, market intelligence and collaborative activity to create more internationally capable Māori businesses. We currently have 35 Māori customers in different stages of development, and are supporting Māori agribusiness collectives that include indigenous New Zealand cuisine, red meat, honey, horticulture, and lobster. The additional funding we receive will enable us to maintain our investment in multi-company activity. Through our previous work in this area we have learnt that the most successful collaborations come from true business-led, market-led activity. Over the next few years we will be looking at how we can refine our support of multi-customer activity to reflect these learnings and make our activity more impactful. We will also work with the Ministry of Foreign Affairs and Trade (MFAT) to operationalise a specialised all-of-government commercialisation office. Many New Zealand government agencies, their related systems and know-how are highly respected overseas and there is potential to take those skills, systems and know-how to market on a commercial basis this is what the Government to Government (G2G) Partnerships Office will focus on. RIGHT SERVICE, RIGHT TIME, RIGHT PLACE The third element of our strategy is to deliver services to support international growth. Providing companies with the right services at the right time and in the right place to deliver value is critical. To help businesses be successful internationally, we have developed a more flexible modular services suite to match the capabilities that companies need to grow across research and development, operations, marketing, capital, strategy, leadership, customers and markets. There are currently 36 live modules, delivered both in New Zealand and through our network of international offices by NZTE, our partner agencies and private sector experts.

12 NEW ZEALAND TRADE AND ENTERPRISE STATEMENT OF INTENT 2014 2018 INCREASING OUR FOOTPRINT Planned resource increase As part of a tailored service package, around 60 customers each year can also access the International Growth Fund (IGF) to help accelerate their international growth. The IGF is a $30 million grant fund that provides co-funding for non business-as-usual projects that bring additional benefit both to the customer and the New Zealand economy as a whole. Over the past four years the IGF has helped to leverage around $200 million of business investment by New Zealand companies into international markets, and is a significant factor in encouraging our customers to undertake value-adding Outward Direct Investment (ODI). Our international network is pivotal to our service delivery. Over the next two years we will invest in this network to ensure we have resources in the right locations to support our customers international growth. As we have followed our customers in recent years, our presence in Asia has grown. However, we are now facing significant capacity constraints that can no longer be met from within existing resources. The new investment will allow us to increase our international footprint in these growth markets, to get the right level of resources in the right places. Some of this investment will be to meet demand from our existing customers in markets such as greater China, South America and the Middle East. But we will also need to support our new expanding customer portfolio by further investing in response to their geographical focus and business needs. The international business environment is constantly changing, and we aim to deliver credible and relevant support that addresses current business needs at the right time and at the right scale for each customer. Over the next four years we will continue to adapt existing services, develop new services or even exit from services, in response to our customers evolving needs. In particular, we plan to: Increase the international focus of our modules and deliver more services in-market Increase the service offering for our non-intensively managed customers Provide more services online Make some service modules available to our regional partner network Incorporate our NZ Inc. partners services into the modular service suite to provide a consistent experience for business. DEPLOYING CAPITAL The fourth element of our strategy is stepping up our role to facilitate capital flows into and out of New Zealand, to help companies internationalise and grow New Zealand s economy. Our key role here is to be a match maker in the capital market to mobilise capital from local and international investors to those in New Zealand who are needing capital to grow. This area has had a major makeover in the past 12 months, with three distinct streams of work. Through our Better by Capital service we work with individual businesses to access the right capital at the right time, from the right partners, to fuel international growth.

NEW ZEALAND TRADE AND ENTERPRISE STATEMENT OF INTENT 2014 2018 13 To ensure capital flows into areas where it is most needed, and that will provide the most benefit, we have identified seven focus areas for foreign investment: infrastructure, software development, food and beverage manufacturing, high tech manufacturing, primary production, commercial services, and oil and gas. We have also taken a regional lens to capital investment and are currently building investment profiles for each region, in conjunction with the local economic development agencies. Increasing investment flows across these areas is the focus ahead building on initial momentum to convert a healthy pipeline into actual deals, increasing engagement with bigger companies and attracting capital into priority regional/sector target areas. In summary these are the four elements to our strategy: Comprehensive and intensive wraparound focus for individual companies Working with go-to-market, business-led coalitions Getting right services to the right companies at the right time in the right place Attracting, matching and mobilising the flows of capital. Underpinning these elements are three key enabling platforms. PEOPLE AND PERFORMANCE The first is to get the right people and lift the bar on our own performance. This has driven an enhanced focus on competence, culture and leadership. NZTE s ability to assist our customers depends upon us having people with the right skills, abilities and commitment, supported by the right structures, policies and systems. The description of our character (as depicted in the following diagram) is designed as an internal motivator and guides our behaviours. The One-Team emphasis is necessary for delivering a coherent and aligned set of services both in New Zealand and internationally. The other characters are designed as a circuit breaker to increase our speed, risk-taking and commercial focus. The performance of our people is at the heart of NZTE s ability to contribute effectively to Government s economic priorities. We are actively growing leadership and management skills, and improving business acumen and capability. We want to build clear career paths and talent management opportunities that include our customers and NZ Inc. partners, to ensure that we have the right people in the right roles. Photo credit: Ian Robertson

14 NEW ZEALAND TRADE AND ENTERPRISE STATEMENT OF INTENT 2014 2018 OUR CHARACTER OUR CHARACTER ONE TEAM MAKING A DIFFERENCE ADVENTUROUS AGILE ASTUTE AMBITION + DETERMINATION TO GO TO NEW LEVELS URGENCY + PROACTIVITY TO GET RESULTS FASTER SMARTS + TRACK RECORD TO MAKE THE RIGHT CALLS AT THE RIGHT TIME Organisational culture continues to be a major driver of performance. Essentially, the more engaged the employee, the better the service to the customer. Our employee engagement score has continued to rise, increasing from 69 in 2011, to 79 in November 2013, compared to the public sector average of 68 and private sector average of 73. Our target is to be in the top 25 percent of Best Workplaces, which have an average score of 84. We strive to be a good employer, and have implemented policies that include: Equal employment opportunities Standards of integrity and conduct Recruitment and selection Remuneration Flexible working arrangements Protected disclosures Anti-harassment safeguards Health and safety (H&S). We place a strong emphasis on ensuring that we maintain a diverse workplace and inclusive culture, and are committed to equality. We make appointments based on merit and ensure fairness in employment for all people and groups of people. All managers and employees have a responsibility to promote a work culture in which all people, whatever their gender, ethnic or social background, sexual orientation or role, are valued, and treated equitably and with respect. Our newly implemented H&S strategy is one of zero harm. It is an approach that counts on strong H&S leadership, working with individual responsibility. NZTE has adopted an open approach with fast resolution based on the implementation of simple and intuitive systems. DIGITAL PLATFORM The second of our enabling platforms is the implementation of user friendly, digital technologies to manage and utilise our knowledge. In the past 12 months we have launched a new intranet, a new internal social media platform and implemented Lync technology to allow us to connect better globally. We have begun rolling out a comprehensive information technology strategy, designed to deliver a fast, intuitive and secure digital platform, providing world-class knowledge management. We are also adopting cloud-based technology, which offers particular benefits for our international network and will allow us to focus on enhancing business performance. Over the next few years we will continue to improve and expand delivery channels such as web, intranet, mobile devices, and social media to ensure NZTE people, our customers and our partners are able to securely access NZTE services via channels that work for them and the environment in which they are operating.

NEW ZEALAND TRADE AND ENTERPRISE STATEMENT OF INTENT 2014 2018 15 WORKING WITH NZ INC The third platform underpinning our strategy is our strong commitment to NZ Inc. collaboration with our partners, both within government and across the broader business community. It is our firm belief that only a joined up effort will deliver real impact over time and we strongly believe that we work for a cause, not an institution. We can have real impact when we hunt as a pack. The government agencies NZTE works most closely with are Callaghan Innovation, The Ministry of Business, Innovation and Employment, The Ministry of Foreign Affairs and Trade, The Ministry of Primary Industry, Tourism New Zealand, Education New Zealand, the New Zealand Venture Investment Fund and the New Zealand Export Credit Office. We work together with all these agencies to identify key areas of collaboration and agree joint work programmes. Achieving a more competitive and productive economy for New Zealanders requires ongoing cooperation and an appreciation of each agency s priorities. Over the next few years we will work with our NZ Inc partners to: Deliver actions under the refreshed BGA Align customer engagement and services with Callaghan Innovation Operationalise the New Zealand Government to Government Partnerships Office Implement the New Zealand Story Deliver Better Public Services for Business (Result 9) Develop and deliver both short and long-term strategies for China Deliver NZ Inc. country and regional strategies Deliver Ministerial and trade missions Leverage NZ Inc. for individual and multi-customer activity Develop and deliver a strategic priorities work programme with MBIE, including another full PIF review. Over the past three years NZTE has been implementing a performance improvement work programme to increase the efficiency of our organisation and the impact of what we do. A key activity each year, in conjunction with our partner agencies, is to check in on our strategy and refresh our performance improvement work programme.

16 NEW ZEALAND TRADE AND ENTERPRISE STATEMENT OF INTENT 2014 2018

NEW ZEALAND TRADE AND ENTERPRISE STATEMENT OF INTENT 2014 2018 17 Measuring and Evaluating our Performance NZTE s strategy is closely aligned to the Government s BGA and in particular the goal of increasing exports to 40 percent of GDP by 2025. We have set ourselves a long-term goal to double the international revenue of our intensively managed customers by 2025. If we achieve this goal it will contribute an extra $30 billion to New Zealand s exports. As we strive to reach this goal, measuring our performance is vital. We use measures to form an opinion about the impact we make and to inform our improvement programme. Measuring our efforts is challenging, as it is for any economic development agency, and we have therefore placed the majority of our focus on measures with the clearest line of sight to customer impact. We have four windows on progress; Are our customers growing their international revenue Are we achieving deals in-market as a result of our efforts Do our customers perceive that we are adding value Are we mobilising and deploying capital. We have put in an extensive effort over the past three years to measure performance and whilst we are now confident that we are close to the leading edge in this area, there is still much work to be done. The current full suite of our organisational measures is depicted in the diagram on the next spread. We have selected a core group of these to report on through our Annual Report, and full details are contained in our Statement of Performance Expectations 2014/15. Our Board and leadership team also monitor organisational performance through a monthly dashboard that tracks a series of key performance indicators. Team-level dashboards have also been developed to provide operational performance information to support and improve decision-making capabilities. We have also begun a regular pulse survey of our NZ Inc. partners to get feedback on our responsiveness and what value we are adding to our collaborative efforts. We have begun implementation of a new Business Intelligence function, as we are committed to being more data driven. This new function will deliver enhanced analytics and insights to inform future strategy.

18 NEW ZEALAND TRADE AND ENTERPRISE STATEMENT OF INTENT 2014 2018 NZTE Performance Framework TOP FOUR MEASURES Customer Portfolio Growth % International revenue BUSINESS GROWTH AGENDA Goal: Exports to 40% of GDP by 2025 GREATEST IMAGINABLE CHALLENGE Double the international revenue of NZTE s high intensity customer portfolio by 2025 Customer Deals $ Deals in market x2 Customer Perception % Value add GLOSSARY DPP RBPN BASS F500 FDI ODI HIP IGF pdei rdei SIF SPE Discover Plan Perform (NZTE Customer Way) Regional Business Partner Network Better Administrative & Support Services High Intensity Customer Portfolio Foreign Direct Investment Outward Direct Investment High Impact Programmes (multi-customer activity) International Growth Fund Potential Direct Economic Impact Realised Direct Economic Impact Strategic Investment Fund Statement of Performance Expectations SPE Measures Non SPE Measures Areas for/under development Capital $ Capital deals

NEW ZEALAND TRADE AND ENTERPRISE STATEMENT OF INTENT 2014 2018 19 MANAGEMENT MEASURES IMPACT MEASURES PORTFOLIO # F500 customers # Foundation customers CUSTOMER IMPACT % Average F500 export (international) revenue growth # F500 customers with growth <10%/>10% $ Average F500 revenue per FTE SERVICE IMPACT % RBPN businesses taking action # International growth outcomes $ rdei ratio for completed IGF projects $ Supply chain NZ deals (ICN) # Impact case studies % Change in company operation costs % Change in company behaviour/strategy $ HIP commercial outcomes CUSTOMER FEEDBACK # Net promoter score % Customer satisfaction % Advisor satisfaction # Business accessing RBPN % F500 customer portfolio turnover # F500 conversions CUSTOMER WAY % HIP deliverables achieved % DPPs completed on time % Customer reviews completed on time # Customer Korero % Engagement plan actions completed on time SERVICES % RBPN satisfaction # HIPs, IGF grants, SIF grants $ pdei ratio for IGF grants % On time IGF consent to approval # IGF close out reports % Prospects to completion $ Cost per participant % Service milestones achieved CAPITAL IMPACT $ FDI $ ODI $ Capital mobilisation $ Capital for NZTE customers $ pdei from investment projects PEOPLE AND ORGANISATION % Challenge traffic lights (green) % Budget variance % Employee engagement % Performance & development plans completed % Employee inductions completed # H&S incidents % BASS metrics in top 50% % Network availability % CRM performance % NZ Inc. satisfaction

AUSTRALIA AND 20 NEW ZEALAND TRADE AND ENTERPRISE STATEMENT OF INTENT 2014 2018 NZTE s International Network Moscow London Paris Hamburg EUROPE Madrid Milan Istanbul Beijing Qingdao Seoul Toky Riyadh Dubai Abu Dhabi INDIA, MIDDLE EAST AND AFRICA New Delhi Mumbai Kuala Lumpur Guangzhou Shenzhen Singapore Shanghai Bangkok Hong Kong Ho Chi Minh City GREATER CHIN Taipei Manila EAST ASIA Jakarta Melbourne Planned resource increase

NEW ZEALAND TRADE AND ENTERPRISE STATEMENT OF INTENT 2014 2018 21 OUR IN MARKET SUPPORT 7 Regions 32 Languages 40 International locations 100 Private sector advisors 250 Offshore NZTE advisors Vancouver NORTH AMERICA o San Francisco Los Angeles New York Washington DC A Mexico City Bogota Auckland Hamilton Tauranga Port Moresby New Plymouth Napier SOUTH AMERICA Palmerston North Nelson Wellington Sao Paulo THE PACIFIC Christchurch Sydney Santiago Buenos Aires Dunedin New Zealand offices

ISSN 1177-8024 (Online) Copyright New Zealand Trade and Enterprise (NZTE) 2014. This work is licensed under the Creative Commons Attribution 3.0 New Zealand licence. In essence, you are free to copy, distribute and adapt the work, as long as you attribute the work to the Crown and abide by the other licence terms. To view a copy of this licence, visit http://creativecommons.org/ licenses/by/3.0/nz/. Please note that no departmental or governmental emblem, logo or Coat of Arms may be used in any way which infringes any provision of the Flags, Emblems, and Names Protection Act 1981. Attribution to the Crown should be in written form and not by reproduction of any such emblem, logo or Coat of Arms. JUNE 2014