Strategy Planning

1. CIP

1.1. CIP Management

1.2. Decision making

1.3. Learning to say NO

1.4. Priorities

1.5. Payments

1.6. Rongotea

1.7. Relationship "Trust"

1.8. Avoid surprises - variation management

2. Capacity

2.1. Upgrades - RF Design

2.2. Expansion process - funding in place

2.3. Forecasting

3. Spectrum

3.1. Approval process MNOs

3.2. CIP Process

4. People & Culture

4.1. Performance management

4.2. Retaining talent

4.3. Training of new employess

4.4. Life after 454

4.5. Structure change -Site Acq/ Procurement/ Finance

4.6. Keep team happy and focused

4.7. Motivation issues caused by changes to peoples roll to accommodate change from build to operations

4.8. End of initial program - keeping team together

5. Costs

5.1. Cost to build /reduce site #

5.2. Cost effective build

5.3. Cost over everything stalemate

5.4. Managing operational costs

5.5. Cost out realisation - keep forecasting

5.6. Overall costs

5.7. Financial pressure costs

5.8. Cost out opportunities less scale leverage

5.9. Financial management complexity: Grants/Leases/Projects/IRU+CASH

5.10. Cost ownership (lack of E2E -SILOS-)

5.11. Ordering

5.12. Harder and costlier sites at the back end of program

6. Teams

6.1. Team - RF/TX/Civil : continuity

6.2. Team capacity to absorb expansion: Optimisation/RF/Integration/SAQ

6.3. Meeting contractual requirements : tracking charts

7. Comms

7.1. More focus on external comms

8. OPEX

8.1. MNO Opex realities

8.2. Opex recovery model confirmation

8.3. Radio Capex & Opex

8.4. Opex recovery/ new info/ technology restrictions

9. Goals

9.1. Meeting our end goal 400

9.2. Understanding numbers/Target/Commitments

9.3. Change of priority due to election

10. Site Acquisition

10.1. Harder acquisition sites

10.2. Keeping up momentum

10.3. Try to keep in costs in mind

10.4. Acquiring sites on cost - attach to build

11. COVID-19

11.1. Economic impacts

11.2. Reoccurrence

12. MNOS

12.1. Financial situation

12.2. Structure

12.3. BAU engagement - network upgrades/ RCG Driven/ MNO Driven

13. Technology

13.1. Changes - new tech

14. Supplier Relationships

14.1. Maintaining

14.2. Cultivating a better leadership/management level relationship with Nokia

14.3. Reliance on vendors/suppliers: maximise the use of our internal teams/capacity

15. OTHER

15.1. Elections

15.2. Wholesale service

15.3. Response times from vendors/suppliers - proposals etc.

15.4. Site ordering process

15.5. NOC - unkwon risk

15.6. Ongoing ops- upgrades

15.7. PPM - it will take time to have a smooth process work plan

15.8. Change of focus to Ops network management

15.9. Parallel programs

15.10. RISK - Program diversions need to keep to struture

15.11. Potential for legal woes