Swoop Aero Pty Ltd ACN 624 870 775 ABN 20 624 870 775 Director General PO BOX 6253 Ministry of Health Melbourne, VIC, 3004 Mail bag 9009 Australia Port Vila Republic of Vanuatu Phone: +61 3 9081 6670 02 May 2019 www.swoop.aero

Dear Director Len,

Swoop Aero would like to acknowledge the courage and willingness of yourself and the Ministry of Health in pursuing and adopting world leading innovation solutions to meet high priority public needs. This is no small achievement as other governments across the world have waited to see the results of our pilot program. Together, we were able to deliver the first vaccines and following that, an array of other high priority medical supplies under a commercial contract.

There are a lot of learnings that have come out of this project. Enclosed in this report is a brief summary of those learnings to complement the final report being prepared by UNICEF. We were thrilled to be a part of phase two of this project and believe that by continuing this journey together and building on these learnings, we can together continue to serve the people of Vanuatu in closing the vaccination gap and ensuring children and other community members are able to reach their full potential.

Please find enclosed the key learnings and insights gathered from the project.

Yours sincerely

Eric Peck Chief Executive Officer Swoop Aero - Commercial- Commercial inin Confidence Confidence - -

Vanuatu Ministry of Health | Final Report | 2019 Transportation of Vaccine and Medical Supplies using Drones - Vanuatu Swoop Aero Pty Ltd

Swoop Aero 2 Executive Summary: our existing network has been able to serve two major islands Our network includes hubs in Dillon’s Bay and Vaemali, with all major communities on each island being served as spokes.

Green = Hub

Red = Spokes Green = Hub

Red = Spokes

Commercial In-Confidence - Commercial in Confidence - Executive Summary: The Republic of Vanuatu During our project with the Ministry of Health in Vanuatu and UNICEF, we …

Assessed under CAA-NZ Covered over Conducted 70+ Part 102 req’s 2,000 km of operational and issued mountainous flights approvals for terrain BVLOS flight

Engaged with Maintained nurses and Delivered 25+ cold chain health staff kg of high conditions at covering 25 value medical 100% success communities supplies rate across 8 islands

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Proposed Program of work

Swoop Aero’s original joint project delivery plan for MoH S1721-2 nd MoH S1721-3 included 8 weeks of flying operations across the two Island groups, supported by three weeks of in-field preparation - Commercial in Confidence -

Delivered Program of Work

Swoop Aero delivered 11 weeks of flying operations across two island groups supported by 4 weeks of preparation, training, and demonstrations

Major Changes Included:

- Shifting of dates to accommodate third party participation

- Contract variation to extend in field operations until 12 April 2019

- Average direct resourcing increased from 2.25 persons to 3.5 persons

- Surveying and nurse training conducted concurrently with operations

- Two media events supported

- Force Majeure events: a) OED, weather, 1 week lost b) TC Oma, weather, 10 days of effective operations lost c) Visas, 10 days of effective operations lost - Commercial in Confidence -

Project Delivery Costs

Swoop Aero remained focussed on delivering a quality and impactful program of work, and provided in-kind financial support to ensure the program continued smoothly and the best outcomes were delivered for the Ministry of Health

Major Changes Included:

- Additional resources placed on project; up to 5 Swoop Staff were on-site at any one time

- Additional costs associated with more frequent travel necessitated by delays and extensions

- Additional costs incurred across all categories due to Force Majeure events

- Ground transport costs were high for Erromango (village boat charter)

- Not for Public release - Learnings and Reflections

Commercial In-Confidence - Commercial in Confidence -

Logistics Operating Procedure (LOP) and Methodology (Part 1)

During Phase 2, many key learnings were gained to support the case for delivery via drone as a solution to close the gap in the number of Nirvan citizens vaccinated each year

Key insights - delivering vaccines via drone ● Vaccines by aircraft saves usage as unused vaccines can be sent back for cold storage ● Vaccines by aircraft means that the nurses can prepare the children first, know the exact numbers of vaccines needed, and then receive the delivery - this ensures no kids are missed and no vaccines wasted ○ Use case from the field: the nurses made random school visits and were able to inspect the records to see which students had previously missed vaccinations - they were then able to call back to the base at Vaemali and order the exact number and type of vaccines needed - these were then delivered within half an hour ● Vaccines by aircraft saves the nurses time as instead of travelling, they are able to remain in the clinic and serve members of the community

Key challenges - delivering vaccines via drone ● Occasionally there were vaccine shortages on the island - this meant delays as stocks were refilled from Port Vila ● Using drones means a more efficient logistics system - these changes need to be mapped further up the supply chain

Key actions for the future - delivering vaccines via drone ● Swoop has realised the importance of embracing the whole ecosystem and the need to consider the whole supply chain ● In the future, more attention will need to be paid to the upstream supply chain especially as both vaccine and medical supply volumes increase with more flights ● Better communication will be prioritised between EPI HQ and Swoop/ nurses + more stringent scheduling processes

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Logistics Operating Procedure (LOP) and Methodology (Part 1 - additions)

The robustness of the Kookaburra aircraft combined with simple ground setup means the Swoop Aero operation can be deployed in remote locations with relative ease

Characteristics of the technology - the Kookaburra aircraft (the drone) ● Range - fly max 120 km (total) ● Speed - fly at 100 - 150 kmph, depending on the wind ● Payload - carry up to 2.5 kg ● Wind - fly in winds up to 50 kmph ● Weather - the Kookaburra aircraft is waterproof and routinely flew in moderate rains and winds ● Vertical take off and landing - i.e. no ground infrastructure required - can drop off as well as carry back supplies ● A skilled person is not required on either inbound or outbound journey’s

Ground Control System and Navigation Support ● On Ground Comms: ○ Two laptops running Remote Pilot Station system for redundancy ○ Cellular modem/ wifi station ○ Satcom connection ● On aircraft ○ Swoop Comms module and autopilot system ○ Satcom module ○ Cellular Modem ○ Wifi Module ○ Autopilot navigation ● Aircraft able to accept AVC-24 WHO certified vaccine carriers

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Logistics Operating Procedure (LOP) and Methodology (Part 2)

A balance between scheduling and on-demand flights will facilitate the optimum health outcomes for the communities

Key insights - on-demand and scheduled deliveries ● Scheduling is important in maintaining the overall supply chain, however, the culture generally doesn’t support the idea of scheduling or strict time based activities ● On-demand deliveries mean that urgent supplies can be made available as needed ○ Use case from the field: whilst in Vanuatu we undertook various deliveries of potentially life saving medical supplies including oxytocin to a woman experiencing bleeding problems postpartum - postpartum haemorrhage is the number one cause of maternal death globally ● On-demand deliveries mean that if other factors impact a schedule, i.e. the nurse isn’t able to get cell reception or urgently needs to treat a patient, the delivery can easily be done when suitable for the nurse and within their schedule

Key challenges - on-demand and scheduled deliveries ● Scheduling is often interrupted by various factors including availability of comms, medical supplies, weather, etc. ● Scheduling is challenging as it requires communication between multiple parties in areas with communication challenges

Key actions for the future - on-demand and scheduled deliveries ● Better processes and attention needs to be made in creating schedules and linking these on-demand services to balance supply and demand of medical supplies ● Considerations should be made for linking the main central hub in Port Vila with the outer islands via drones to elevate further upstream supply chain stresses, i.e. flying from Port Vila to Takara to Vaemali when a medicine is requested on Epi island

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Logistics Operating Procedure (LOP) and Methodology (Part 2 - additions)

Once the nurses were familiar with the service and confident to use it, the scheduled deliveries were accompanied by on-demand deliveries increasing usage of the service

Overview ● Swoop Aero operated both on-demand and scheduled deliveries ○ On-demand acting as a responsive service to the nurses needs in the time that those needs arise ○ Scheduled deliveries acting to service both the nurses needs but also fit in with EPI and other considerations further up the supply chain allowing medical resources and vaccine scheduling to be adequately managed

Scheduled - micro planning process 1. Sit down with the nurse and discuss their vaccination schedule as per EPI 2. Decide the period within the month that the vaccine deliveries will occur (normally there was one vaccine push per month which will cover each location on the island) 3. Confirm each of the locations needed to be serviced and decide on both the day and time for the scheduled delivery 4. Confirm which nurse will be at each location, their contact details, and a plan for who will contact them to confirm their availability and needs - i.e. either the delivery team or the nurse team - note, often the micro planning was completed over a number of days as nurse schedules and needs were confirmed by phone and plans changed

On-demand - process 1. Have an operations manager available at the ground station or available by phone 2. Ensure the nurse at the hub knows that the team and deliver service is available for them whenever they need 3. Ensure the nurses in the communities across the island know that they can call and request supplies as needed 4. When a nurse calls requesting supplies, one of the nurses at the hub will prepare the vaccine/ medical carrier 5. The nurse walks down to the hub to speak with the team - giving details of the location and correspondence with the nurse at the other end 6. The normal pre departure processes are followed and if completed - the package can be sent then and there

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Logistics Operating Procedure (LOP) and Methodology (Part 3)

The focus in phase 2 was on delivering vaccines but it became clear that once the nurses were comfortable with the service, many other needs were able to be met using the service

Key insights - medical and other supplies ● After becoming familiar with the drones, the nurses quickly began requesting to send other supplies ● Other deliveries included medical supplies - antibiotics, malaria tabs and strips, creams, a doppler, oxytocin, iron supplements, dental supplies and an array of other supplies needed in the communities across the islands ● Other deliveries also included Ministry of Health paperwork such as nurse registration forms, etc. ● Women on Erromango island also requested banking slips independently of the Swoop team

Key challenges - medical and other supplies ● There is a clear learning that a high demand exists to send other supplies beyond vaccines ● The challenge will be managing the integrity of the network and ensuring the drones are available for high priority deliveries ● There may also be challenges with sterilising the carrier - something we were careful with during operations but this may become more challenging with a greater number of deliveries

Key actions for the future - medical and other supplies ● Consideration should be given to which other deliveries should be prioritised ○ Use case from the field: the nurses were very eager to have their fortnightly pay picked up and distributed to them. On the island, every second Friday the nurses have to travel for most of the day to get their pay from the bank. This means they are not available to treat community members. Picking up their salaries and distributing these via drone could save multiple nurses a day of productivity

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Logistics Operating Procedure (LOP) and Methodology (Part 4)

Each island will need a hub but in the future, there may be opportunities to centralise medical supplies further by extending airborne networks to Port Vila

Key insights - hub and spoke logistics model ● The ability to centralise resources creates value by easing inventory management, storage and tracking requirements ● Although each island has a hub - it was clear from inbound and outbound distribution of medical supplies that often the hub wasn’t always the most well stocked location for all types of medical supplies ● This highlighted the importance of being able to do inbound and outbound distribution ● Inbound/ outbound deliveries meant that if the hub was out of a specific medicine/ stock, it could be resupplied by another community (spoke) ○ Use case from the field: nurses began calling Roselinda for medical requests which, if out in Vaemali, she was able to source from other locations - i.e. on one of the operational days, supplies were sent from Vaemali to Port Quimie, supplies were then sent back from Port Quimie (antibiotics) to Vaemali - some of these supplies had been requested in Burumba - the supplies were then sent to Burumba - and once in Burumba, malaria medicine was sent back to Vaemali from Burumba, and then again, on to Port Quimie

Key challenges - hub and spoke logistics model ● Whilst the hubs remain on the islands - upstream supply chain management will need to be managed and considered

Key actions for the future - hub and spoke logistics model ● In the future greater centralisation could be tried with medical supplies being flow from Takara to Vaemali and then out to communities from that point, note, it’s possible to fly from Takara to Epi with relative ease ● Further, technically the whole archipelago could be covered using drones and pod swaps for extra range

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Logistics Operating Procedure (LOP) and Methodology (Part 5)

A baseline deployment kit has been designed following all the learnings from Vanuatu and some communication challenges mitigated with aerials and satellite comms

Key insights - deployment of equipment and communications ● Swoop deployed a lot of equipment which has been proven as unnecessary in the future - meaning future deployment kits will be simpler and cheaper ● Generators run on petrol are reliable but not as efficient as longer term solar solutions

Key challenges - deployment of equipment and communications ● Communications were a challenge both because of signal and nurse availability via phone ● Often nurses change numbers, are not able to charge their phones, or do not want to incur the personal cost of using their own phones to make work related calls ● The amount of sunlight can impact the telecommunication towers impacting signal and communication between Swoop team and between the nurses

○ Use case from the field: a delivery of scheduled vaccines had been organised from Vaemali to Mate Wan, however, for two days in a row it was impossible to reach anyone on that side of the island due to telecommunication challenges - these were eventually sent after making contact with Nelly, the nurse

Key actions for the future - deployment of equipment and communications ● Deployment kits will be fitted with aerials - these helped greatly with data reception ● Planes being built in Vanuatu in the future will mean the islands can be more quickly resupplied with new aircraft ● Internet connection and satellite communications will need to be overcome with scheduling or alternate solutions

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Logistics Operating Procedure (LOP) and Methodology (Part 6)

Working with the nurses and the communities on the ground on both Erromango and Epi islands was incredibly important and rewarding for the whole Swoop Aero team

Key insights - working with the nurses and the communities ● The nurses were a critical factor to the success of this project due to their ability to quickly and enthusiastically adopt all processes and the technology ● The nurses often didn’t need multiple layers of training as operating the drone is quite easy ● However, having multiple trainings including trainings in field with a Swoop team member helped the nurses gain confidence in front of large groups of community members ● Once the nurses were trained and confident with the deliveries, they began calling and requesting supplies

● The communities were always supportive of the project due to strong community engagement plus, we hypothesis, because the EPI program for the last few years has been so successful and the communities have seen the results ● Engaging early and taking the time to speak with as many community members as possible is key to building the trust, relationships and mutual respect needed to fly into their communities

Key challenges - working with the nurses and the communities ● Facilitating communication with the nurses via SMS and phone calls is still a challenge ● Understanding the stock levels and immunisation timetables made scheduling a challenge at times

Key actions for the future - working with the nurses and the communities ● In the future it will be beneficial to have Nirvan operations managers to take the workload off of the nurses ● In the future, these operations managers will also be able to do continued community engagement to ensure community members are happy and satisfied with the service being provided

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Cold Chain Management

The deliveries were able to maintain cold chain conditions with the assistance of the nurses and proper procedures - in the future more data tracking will enable deeper learnings

Key insights - cold chain management ● Using our five step approach that mirrors the current WHO standard practice, we were able to maintain cold chain relatively easily ● Health workers were comfortable with the Swoop carrier and began packing it themselves and bringing it down to the hub whenever they wanted something sent ● Similarly, workers at the other end were comfortable operating the carrier and often began repacking with supplies when appropriate

Key challenges - cold chain management ● Cold freeze burn to the vaccines was managed by the nurses - this could be a potential challenge with greater volume of deliveries ● We were able to secure freeze tags but these were often in short supply and therefore delayed operations momentarily on occasion ● Vaccine arrival reports were often challenging to retrieve from the nurses

Key actions for the future - working with the nurses ● The process for recording what is sent and what is received upon return of the carrier could be greatly improved for better data collection ● The process for capturing the data from weighing the box could be improved ● In the future, better temperature tracking of the carrier will be implemented - the Swoop team has investigated bluetooth thermometers to link with the data captured by the drone

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Cold Chain Management (additions)

The key insight is that maintaining cold chain was not as much of a challenge as anticipated as the carrier maintained cold temperatures with ease during the relatively short flight times

Key insights - characteristics of the airborne vaccine carrier ● Up to 3.0 kg payload capacity ● Payload compartment is located on the aircraft Centre of Gravity, meaning aircraft balance is maintained independent of payload weight - aircraft CoG range allows payload weight to be placed anywhere within the payload compartment ● Pod designed to carry an AVC-24 WHO certified vaccine carrier (as used by the nurses in Vanuatu) ● External Dimensions (L x W x H) 21.5 x 14.5 x 18.5 cms ● Compliant with Vanuatu EPI specifications and ICAO minimum standards ● Fits WHO standard ice packs - keeping cold chain within limits throughout transit ● 100% compliance of over 70 flights with temp limits per Vaccine Arrival Reports (please note, not all flights require cold chain compliance as many of the flights were of medical supplies which did not need temperature control) ● WHO Approved temperature and vibration loggers used to validate real world results

Key Learnings - characteristics of the airborne vaccine carrier ● Often the nurses managed the cold chain compliance - i.e. once the vaccine carrier was packed by the nurses, Swoop didn’t have the oversight other than being able to check the freeze tags ● Whilst we could check the freeze tags and temperate logs on the return flight, we had less control and oversight over what was happening at the other

Key actions for the future - characteristics of the airborne vaccine carrier ● We are in the process of installing a temperature logger into the vaccine carrier to act as a permanent solution to collecting temperature data ● This logger will be connected to the aircraft via bluetooth and therefore we will be able to collect much more comprehensive temperature data

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Cold Chain Management (additions)

Using a five step approach, we were adequately able to manage the operations of the cold chain management in conjunction with the nurses

Five step approach - Cold chain management

1. Health workers pack vaccines into WHO approved Model AVC-24 small vaccine carrier in accordance with extant WHO instructions a. Vaccine Carriers are ‘cold soaked’ prior to packing by storage in cold chain refrigerators for 2 hours prior to packing - this was managed by the nurses b. 1 x 0.4L icepack filled with water cooled to +2 Degrees Celsius - this was managed by the nurses a. Temperature logger placed into the middle of the vaccine bundle - managed by the nurses and the Swoop team - these were used when appropriate b. Vaccine carrier lid closed and tape with blue tap to ensure the lip is seal - managed by the nurses c. Vaccine Dispatch/ Arrival Report completed and accompanied the vaccine carrier - managed by the nurses 2. The nurses provide the packed vaccine carrier to Swoop Aero ground staff - transferring responsibility of the carrier 3. The packed and sealed vaccine carriers are loaded into Swoop Aero pod’s and loaded onto the aircraft ready for flight - note, this was done at times by both the nurses on the ground as well as the Swoop ground staff 4. Upon delivery of vaccine carriers at the local health facility, the nurses check the temperature loggers and assess the condition of the vaccines and/ or other medical supplies 5. Nurses close the information feedback loop by confirming receipt of delivery, vaccine condition and remaining total stock on hand via SMS

Key insights/ learnings for the five step approach - cold chain management ● The vaccine departure and arrival reports were often the most difficult part about the process, with some nurses being much more diligent than others ● Improving this process in the future will make record keeping and accurate data collection easier and more efficient

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Environment impact assessment and management plan

The environmental impact was minimal. As, and if, the project scales up, there will be both challenges in materials disposal as well as opportunities to recycle high quality technology

Key insights - environment impact assessment and management plan ● Operations on Epi were assisted by the existing solar infrastructure and batteries within the community - this contrasted with Erromango where the team had a much heavier reliance on our generator and fuel ● Lithium ion batteries are the sole energy source for the drones, reducing total emissions when compared to combustion engine powered aircraft or cars - this will be enhanced with solar setups - an initiative we are currently building (this will complement many existing solar setups in the communities)

Key challenges - environment impact assessment and management plan ● In Emae, a drone was lost and unfound. The lithium ion batteries will take a long time to break down and the plastic is biodegradable - Swoop and the community made efforts to locate the aircraft but were not able to recover it ● The community was informed about the incident and warned about the potential hazards

Key actions for the future - environment impact assessment and management plan ● In the future, the hub will have solar PV cells and therefore it will operate the aircraft with zero net emissions ● Due to the size of the operations and the volume of flights, disposing of batteries wasn’t a big challenge ● However, battery disposal will become more of a challenge in the future. The lithium ion batteries are high quality and quite valuable. For flight and aviation purposes, we need to stop using them at a point in which the lifespan of the battery is still very useful and high. Swoop has started exploring opportunities to recycle these packs into the communities so power can be more efficiently stored - these battery packs are rechargeable and easily transported and therefore could act as a backup fuel source for the nurses in the clinics and whilst travelling ● This is an addition to our existing process to return the batteries to Australia for disposal

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Women Empowerment

Without the initiative and leadership of strong women, with their unwavering work ethic and devotion to their communities, this project would not have been possible

In total, the Swoop team consisted of 9 males and 4 females who participated in the project Linda O’Bryan - Chief Financial Officer Kim Tepper - Operations (focus on developing nurse training processes and materials) Holly Tepper - Operations (focus on site surveying and community engagement, Erromango) Caitlin Shepherd - Operations (focus on community engagement, Epi, and augmented reality training)

Number of female and male nurses/health workers trained to handle drones Erromango: 2 male nurses and 1 female nurse trained; Epi: 4 female nurses and 3 male nurses trained

Positive or negative impact on direct/ indirect female (women and girls) beneficiaries Direct benefits of medicine were not measured in detail, however, at least half of the medicine was for females including specific examples of iron supplements and oxytocin.

● Female nurses took an active role in educating the communities and working with the Swoop team ● Nurses would often take a leadership role in addressing big groups in the communities which had gathered to hear about the drone and the project- the top right photo is Roselinda doing this in Vaemali, as she did in many locations ● We also had active engagement from the Swoop team, particularly for community engagement operations, and hope that their strong presence and involvement sets a strong example for the communities more broadly ● It was not uncommon for both female and male students want to learn about the drone and comment that when they finish school, they would like to be drone pilots, an aspiration we think we can fulfil ○ On one occasion, the girls from the school hadn't had a chance to see the drone, they told Caitlin, so she brought them over to see it and explained the technology

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Official Visitors to the Project (additions)

The project involved many stakeholders, collaborators and hard work from many individuals to make it a success - below are a list of a few that visited on the islands

Throughout the project, we were visited by the following individuals;

Director Len, Ministry of Health, Vanuatu Geoff Graves, UNICEF Katie Gray, Civil Aviation Authority Vanuatu (CAAV) Leslie Cary, Chief Remotely Piloted Aircraft International Civil Aviation Organisation (ICAO) Christian Vazquez, UNICEF Ridwan Gustiana, UNICEF/ EPI Sara de la Rosa, Interagency Supply Chain Group UAS Coordinator Rebecca Olul, UNICEF Media: Al Jazeera, ABC Australia, New York Times

The Swoop Aero team would like to thank all visitors and contributors to the project.

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Commercial In-Confidence - Commercial in Confidence -

Management of FLight Operations

By demonstrating a high level of aviation operations maturity, Swoop Aero were granted 9 operational approvals from CAAV which facilitated the full capability to execute drone flights in integrated airspace, servicing every village, without restriction

Prime Person: Eric Peck

CAAV Operational approvals

1. Operations within 3NM of aerodromes, subject to remaining below 400ft AGL, leaving a 15 min gap between UA flights and manned flights and announcing movements within the 3NM on the CTAF 2. Operations near controlled aerodromes, with the aerodrome CTAF monitored, and announcing movement within the 3NM 3. Operations in the approach or departure paths of an aerodrome, with the aerodrome CTAF monitored, and announcing operations crossing the approach of departure paths, or along the departure paths on the CTAF 4. Operations over the movement area of an aerodrome, with the aerodrome CTAF monitored, and announcing on the CTAF if there are aircraft on the ground at the aerodrome 5. Operations in cloud or in conditions other than Day VCM during daylight hours 6. Operations above 400ft AGL, as per the NOTAM 7. Operations beyond visual line of sight (BVLOS) 8. Operations over populous areas, being island villages on Epi Islands, Shepherd Islands and Erromango Island 9. Operations near people (within 30m), where those people belong to a community who have agreed to the trial - Commercial in Confidence -

Flights - Part 1

# Date Island Origin Dest Time in air (decimal hour) Operational flights Payload Weight (kg) Payload Type 1 10/12/2018 Efate Takara Sivili 0.4 Training and community awareness 1.2 Vaccines 2 10/12/2018 Efate Sivili Takara 0.4 Training and community awareness 1.2 Vaccines 3 11/12/2018 Efate Takara Sivili 0.4 Training and community awareness 1.2 Vaccines 4 11/12/2018 Efate Sivili Takara 0.4 Training and community awareness 1.2 Vaccines 5 18/12/2018 Erromango Dillon's Bay Cook's Bay 0.5 Medical delivery 1.1 Vaccines 6 18/12/2018 Erromango Cook's Bay Dillon's Bay 0.6 Return mission N/A N/A 7 19/12/2018 Erromango Dillon's Bay Port Narvin 0.5 Medical delivery 1.0 Vaccines 8 19/12/2018 Erromango Port Narvin Dillon's Bay 0.6 Return mission N/A N/A 9 20/12/2018 Erromango Dillon's Bay Ipota 0.5 Medical delivery 1.2 Vaccines 10 20/12/2018 Erromango Ipota Dillon's Bay 0.5 Return mission N/A N/A 11 09/01/2019 Erromango Dillon's Bay Dillon's Bay 0.3 Training and community awareness N/A N/A 12 09/01/2019 Erromango Dillon's Bay Dillon's Bay 0.3 Training and community awareness N/A N/A 13 10/01/2019 Erromango Dillon's Bay Happy Land 0.3 Medical delivery 0.6 Vaccines 14 10/01/2019 Erromango Happy Land Dillon's Bay 0.3 Return mission N/A N/A 15 11/01/2019 Erromango Dillon's Bay South River 0.4 Medical delivery 0.6 Vaccines 16 11/01/2019 Erromango South River Dillon's Bay 0.4 Return mission N/A N/A 17 14/01/2019 Erromango Dillon's Bay South River 0.4 Medical delivery 1.0 Vaccines 18 14/01/2019 Erromango South River Dillon's Bay 0.4 Return mission N/A N/A 19 17/01/2019 Erromango Dillon's Bay Ipota 0.5 Medical delivery 0.6 Vaccines 20 17/01/2019 Erromango Ipota Dillon's Bay 0.5 Return mission N/A N/A

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Flights - Part 2

# Date Island Origin Dest Time in air (decimal hour) Operational flights Payload Weight (kg) Payload Type 21 21/01/2019 Erromango Dillon's Bay Rawis 0.3 Medical delivery 1.0 Vaccines 22 21/01/2019 Erromango Rawis Dillon's Bay 0.3 Return mission N/A N/A 23 23/01/2019 Erromango Dillon's Bay Antioch 0.5 Medical delivery 1.1 Vaccines 24 23/01/2019 Erromango Antioch Dillon's Bay 0.5 Return mission N/A N/A 25 23/01/2019 Erromango Dillon's Bay Happy Land 0.5 Medical delivery 1.2 Vaccines 26 23/01/2019 Erromango Happy Land Dillon's Bay 0.5 Return mission N/A N/A 27 21/02/2019 Epi Island Vaemali Vaemali 0.3 Training and community awareness N/A N/A 28 22/02/2019 Epi Island Vaemali Vaemali 0.3 Training and community awareness N/A N/A 29 23/02/2019 Epi Island Vaemali Vaemali 0.2 Training and community awareness N/A N/A 30 24/02/2019 Epi Island Vaemali Vaemali 0.2 Training and community awareness N/A N/A 31 25/02/2019 Epi Island Vaemali Ngala 0.3 Outbound medical delivery 0.8 Vaccines 32 25/02/2019 Epi Island Ngala Vaemali 0.2 Return flight 0.0 N/A 33 25/02/2019 Epi Island Vaemali Mate Wan 0.3 Outbound medical delivery 0.8 Vaccines 34 25/02/2019 Epi Island Mate Wan Vaemali 0.3 Return flight 0 N/A 35 26/02/2019 Epi Island Vaemali Mafelau 0.4 Outbound medical delivery 0.7 Vaccines 36 26/02/2019 Epi Island Mafelau Vaemali 0.4 Return flight 0 N/A 37 26/02/2019 Epi Island Vaemali Sara 0.4 Outbound medical delivery 1 Vaccines 38 26/02/2019 Epi Island Sara Vaemali 0.4 Return flight 0 N/A 39 26/02/2019 Epi Island Vaemali Fotlo 0.5 Outbound medical delivery 0.8 Vaccines 40 26/02/2019 Epi Island Fotlo Vaemali 0.4 Return flight 0 N/A

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Flights - Part 3

# Date Island Origin Dest Time in air (decimal hour) Operational flights Payload Weight (kg) Payload Type 41 27/02/2019 Epi Island Vaemali Burumba 0.3 Outbound medical delivery 0.7 Vaccines 42 27/02/2019 Epi Island Burumba Vaemali 0.3 Return flight 0 N/A 43 27/02/2019 Epi Island Vaemali Bokovio 0.2 Outbound medical delivery 0.9 Vaccines 44 27/02/2019 Epi Island Bokovio Vaemali 0.3 Return flight 0 N/A 45 28/02/2019 Epi Island Vaemali Burumba 0.3 Outbound medical delivery 0.7 Vaccines 46 28/02/2019 Epi Island Burumba Vaemali 0.2 Return flight 0 N/A 47 01/03/2019 Epi Island Vaemali Vaemali 0.2 Training and community awareness N/A N/A 48 09/03/2019 Epi Island Vaemali Ngala 0.3 Outbound medical delivery 0.9 Vaccines 49 09/03/2019 Epi Island Ngala Vaemali 0.2 Return flight 0 N/A 50 11/03/2019 Epi Island Vaemali Burumba 0.3 Outbound medical delivery 0.8 Vaccines + meds 51 11/03/2019 Epi Island Burumba Vaemali 0.3 Return flight 0 N/A 52 11/03/2019 Epi Island Vaemali Nikaura 0.2 Outbound medical delivery 0.8 Vaccines 53 11/03/2019 Epi Island Nikaura Vaemali 0.2 Return flight 0 N/A 54 13/03/2019 Epi Island Vaemali Port Quimie 0.4 Outbound medical delivery 0.9 Medical supplies 55 13/03/2019 Epi Island Port Quimie Vaemali 0.4 Return flight 0 N/A 56 13/03/2019 Epi Island Vaemali Filikara 0.5 Outbound medical delivery 0.9 Vaccines 57 13/03/2019 Epi Island Filikara Vaemali 0.6 Return flight 0 N/A 58 14/03/2019 Epi Island Vaemali Lamen Island 0.2 Outbound medical delivery 0.8 Medical supplies 59 14/03/2019 Epi Island Lamen Isl Vaemali 0.2 Return flight 0 N/A 60 15/03/2019 Epi Island Vaemali Paama Island 0.4 Training and community awareness N/A N/A

Swoop Aero 27 - Commercial in Confidence -

Flights - Part 4

# Date Island Origin Dest Time in air (decimal hour) Operational flights Payload Weight (kg) Payload Type 61 18/03/2019 Epi Island Vaemali Port Quimie 0.5 Outbound medical delivery 1.1 Vaccines + forms 62 18/03/2019 Epi Island Port Quimie Vaemali 0.5 Return flight inbound medical delivery Not recorded Medical supplies 63 18/03/2019 Epi Island Vaemali Barumba 0.2 Outbound medical delivery 0.8 Vaccines 64 18/03/2019 Epi Island Barumba Vaemali 0.2 Return flight inbound medical delivery Not recorded Medical supplies 65 19/03/2019 Epi Island Vaemali Ngala 0.2 Outbound medical delivery 0.4 Medical supplies 66 19/03/2019 Epi Island Ngala Vaemali 0.2 Return flight 0 N/A 67 20/03/2019 Epi Island Vaemali Port Quimie 0.5 Outbound medical delivery 0.2 Medical supplies 68 20/03/2019 Epi Island Port Quimie Vaemali 0.5 Return flight inbound medical delivery Not recorded Medical supplies 69 21/03/2019 Epi Island Vaemali Port Quimie 0.5 Outbound medical delivery 0.5 Medical supplies 70 21/03/2019 Epi Island Port Quimie Vaemali 0.5 Return flight inbound medical delivery Not recorded Medical supplies 71 04/04/2019 Epi Island Vaemali Port Quimie 0.5 Outbound medical delivery 0.3 Meds - Oxytocin 72 12/04/2019 Epi Island Vaemali Mate Wan 0.4 Training and community awareness N/A N/A

Swoop Aero 28 Case Studies

Commercial In-Confidence - Commercial in Confidence -

Swoop Aero - Case Studies

Case Study 1 - Promoting maternal health - 04/04/19 Case Study 2 - Vaccinating every Child - 26/02/19: The Problem The Problem Bleeding after child birth is life threatening if no Oxytocin is available - When nurses undertake scheduled vaccinations, some children are always absent postpartum haemorrhage is the number 1 cause of maternal death globally. for various reasons. This means they miss their vaccinations and are then Vanuatu is no exception. Recently Roselinda, the head nurse received a call from susceptible to the disease. This compromised both their immunity and “herd Maria, a nurse in an outer community, with a desperate plea for oxytocin for a immunity” and the disease lives on within the community and on the island. mother in a dangerous situation. The Action The Action Using the flexibility provided by our system, the nurses made random school Swoop delivered an emergency supply of Oxytocin from Vaemali to Port Quimie, visits, were able to inspect the records and see the children in school. They then otherwise a minimum two day round trip for the nurses via boats and cars. The called back to the base at Vaemali and ordered the exact number and type of Oxytocin was used to treat a new mother suffering from post delivery bleeding. vaccines needed. These were then delivered within the hour- delivered from the sky by drone.

The Outcome Pictured is nurse Marie standing with the Swoop The Outcome aircraft that turned several treacherous boat Children who previously missed out- got their rides over several days for a new mother vaccinations – increasing their own protection and her newborn into a 25 minute flight. as well the overall vaccination rate on the island. - Commercial in Confidence -

Swoop Aero - Case Studies

Case Study 3 - Serving on-demand - 12/03/19 Case Study 4 - Distributing scarce resources - 18/03/19

The Problem The Problem A Nurse named Solomon in Burumba called the base in Vaemali to say a group of An anaemic patient presented to Roselinda at the hospital and required iron dropmothers in with the 11 story children of had Solomon arrived unexpectedly in Buruma from another community. supplements. Roselinda also needed to organise EPI vaccines and anti malaria He didn’t have the required vaccines and it would have taken more than a day for treatment for a suspected case in Port Quimie. Whilst thinking about this, she Workinghim to get them.to find the best solution for the Nirvan people etc. received a call from Solomon in Burumba, (2+ hours away by road). Solomon He was worried if he asked them to wait until the next day, they would leave and needed a specific antibiotic to treat a baby – this antibiotic was out of stock at his not return due to the long and tiring journey. This would have taken the kids off clinic AND at Vaemali. However he did have 3 malaria tests (from a box of 5). the ideal immunisation schedule and meant they would not be optimally protected. The Action The Team arranged for a delivery of antibiotics for the baby in Burumba, and

The Action Solomon put the tests in cargo hold to return to Vaemali. The drone then went Port Quimie with the vaccines and anti-malarials from Vaemali, and the tests from The Nurse in Vaemali Roselinda packed the Solomon. At Port Quimie, the nurse Marie, took her supplies and sent back the vaccines into the carrier and then into the aircraft. iron supplements for Roselinda’s patient. The delivery was sent within 30 minutes of Solomon’s phone call. The Outcome Between them the nurses distributed medical The Outcome supplies between inaccessible sites and Solomon was able to serve the mothers and their children within an hour of their ensured patients got what they needed. arrival. The Republic of Vanuatu - The First Commercial Drone Delivery in the World Swoop Aero was the first commercial provider of Drone Based Vaccine Delivery Services in the World. This initiative, led by The Government of Vanuatu, and supported by UNICEF and the Innovation Fund of Australia, resulted in global publicity- a selection is linked to below.

These Efforts Received Global Exposure

- Commercial in Confidence - Appendix

Commercial In-Confidence Swoop, and Swoop Aero refer to Swoop Aero Proprietary Limited, an Australian private limited liability company. Swoop Aero conducts Aerospace research and development, autonomous air transport services provision, consulting, aviation risk management, and related services to public and private clients spanning multiple industries. This communication contains general information only, and Swoop Aero Pty Ltd is not, by means of this communication, rendering professional advice or services. Before making any decision or taking any action that may affect your finances or your business, you should consult a qualified professional adviser. The contents of this document is commercial-in-confidence. If any party wants to directly publish this report, written consent must be given by Swoop Aero prior to publication. Please do not hesitate to reach out if this point is not clear.

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