Annual Meeting 2025

2 December 2025
Scott Technology Annual Meeting 2025

Chairman’s Address
[Stuart McLauchlan, Chairman and Independent Director]
On behalf of the Board of Directors, I am pleased to welcome you to Scott Technology’s 2025 Annual
Shareholders’ Meeting, present the results and highlights of Scott’s financial year. Today, we celebrate the
achievements of the past year and share our vision for continued growth and value creation under Scott’s new
direction and strategy, Destination 2030.
This year has been a defining one in Scott’s journey. With SCOTT ID25, our inaugural investor day held in
Auckland, and now the Annual Shareholders’ Meeting also being hosted here.
Under the leadership of our CEO, Mike Christman, we launched Destination 2030 – a bold five-year step within
Scott’s longer-term transformation. It sets our path toward becoming a customer-first organisation, united by
one global system, powered by leading-edge technology, and sustained by high-performing teams.
Destination 2030 provides both clarity and ambition, charting our growth to $530 million in revenue by FY30,
supported by an EBITDA margin target of 14%.
Its four enablers: Customer First, One Scott, Leading Edge Technology, and High-Performing Teams, all carry
clear multi-year milestones.
While that target sits five years out, Destination 2030 is already driving results faster than expected, and Scott’s
evolution is unmistakably underway.
Since its internal introduction at Scott’s Half-Year, the Destination 2030 strategy has already begun to transform
the business.
The second half of FY25 delivered record earnings, with EBITDA reaching an all-time high of $31.5 million an
early sign that this strategy is not just a document, but a catalyst for real performance.
The signs of acceleration are clear - just last month, Scott secured a landmark $44 million deal across two
appliance contracts in the Americas.
So, a big congratulations to Mike on an outstanding first year, and to the entire Scott team for bringing this
strategy to life.
STRATEGIC CLARITY IS CRITICAL AS WE CONTINUE TO OPERATE IN A NUANCED GLOBAL ENVIRONMENT
At last year’s Annual Shareholder Meeting, I spoke about how Scott is well-positioned to respond to a growing
complexity in the global environment.
One year on, that environment remains challenging, and many of the trends I highlighted then are still very
much with us today.
The outlook continues to be blurred by uncertainty, but we are seeing some gradual shifts in key global
indicators.
- Global inflation is easing, though unevenly across regions, and many economies are still running above
their targets

- As a result, interest rates are starting to come down, but remain higher than before the pandemic,
with central banks cautious about moving too quickly - and the possibility of additional increases is
not completely off the table.

- These conditions mean that economic growth remains modest and uneven, with stronger momentum
in some emerging markets while advanced economies expand more slowly.

- At the same time, trade policy uncertainty continues to elevate risk, with the potential for tariff
settings to shift sharply if negotiations falter - a reminder that protectionist pressures could re-emerge
quickly.
Yet despite this hazy horizon, Scott is demonstrating that it is well-positioned to achieve sustainable, profitable
growth.
We are supporting our customers on their journeys to become more competitive as they navigate cost
pressures, supply-chain shifts, and ongoing uncertainty.
Our footprint across key markets gives us the agility to support customers wherever they choose to grow,
turning re-shoring into opportunity - and as businesses increasingly bring production closer to their core
markets, Scott’s automation solutions remain a critical asset in enabling efficient, competitive, safer localised
operations.
This year, we also delivered significant innovations, from first-of-type modular automated guided vehicle,
NexBot, launched in Chicago, to the best-in-class BladeStop K800 Safety Bandsaw unveiled in Frankfurt.
We also introduced AccuTable to the North American market - already trusted by leading manufacturers across
Europe, AccuTable is built to solve some of the toughest challenges facing FMCG producers today: labour
shortages, space constraints, complex product lines, and the pressure to increase throughput without adding
cost.
Additionally, we have progressed key developments across our lamb and beef modules.
These innovations show that Scott is forging its markets, positioning itself at the forefront of industry, and our
customers are noticing. Whatever the future may hold, Scott is working to ensure it is at the forefront of it.
REMAINING AT THE FOREFRONT MEANS THINKING AHEAD
Destination 2030 is about more than hitting financial milestones. It is about how we get there. Embedding
Environmental Social and Governance into our strategy ensures that as we grow - toward $530M revenue - we
do so in a way that protects people, empowers customers, and supports a more sustainable industrial
landscape.
Good governance and responsible business practice remain at the core of Scott’s success. The Board is
committed to the highest standards of transparency and accountability, with ESG integration deepening into
Destination 2030.
We have now fully integrated the Sustainability Report into the Annual Report, aligning with global best
practice.
Last year, we set a goal to reduce our Scope 1 and 2 carbon emissions by 30% by 2030, using 2022 as our
baseline. From 2022, revenue has grown by nearly 25%, yet emissions have reduced by 9% - an early and
encouraging sign that we are beginning to decouple growth from emissions.
This is only the beginning and further initiatives in renewable energy, logistics optimisation, and lifecycle
services will accelerate progress. But ESG at Scott is not only about carbon.

Our broader commitments to People, Purpose, and Place extend across our workforce, customers, and
industries -these commitments are embedded across our Destination 2030 strategy.
Our people are the foundation of our performance, and ESG reinforces that by ensuring we invest in retention,
development, and wellbeing. Through focused training and clear career pathways, we’re equipping our teams
with the skills and systems needed for a digital, automated future. At the same time, our safety-first mindset
and inclusive culture help create workplaces where people feel secure, valued, and empowered.
This year also brought a sobering reminder of our responsibility. The loss of a dear colleague, Michael Sherry, at
our Dunedin site in April 2025 has deeply affected the Scott community. Safety remains our highest priority,
and the Board is united in its commitment to ensuring every employee returns home safe and well each day.
As we reflect on both the progress we have made and the responsibilities we hold, it is also important that we
maintain disciplined capital management and deliver appropriate returns to our shareholders. With that in
mind, I will now turn to our dividend for the year.
DIVIDEND
In line with our commitment to delivering consistent returns to shareholders while supporting reinvestment for
long-term growth, we have declared a final dividend of 5.0 cents per share, bringing the full-year total to 8.0
cents for FY25.
OUTLOOK
Looking ahead, we are confident in Scott’s ability to maintain sustainable, profitable growth, bolstered by
Destination 2030.
With a forward work pipeline of $169 million, and strong global customer interest across all domains, we are
seeing enhanced demand for our market-leading products and solutions.
We enter FY26 with solid momentum, a reflection of both strengthened core capabilities and our focus on new
avenues for value creation.
On behalf of the Board, I thank our shareholders for your continued support of the Company, the Board, and
Management. I also thank my fellow Directors for their wise counsel and steadfast support.
We have a clear direction with set milestones to unlock future growth and I’m excited to build on this
momentum as we move forward together.

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2 December 2025
Scott Technology Annual Meeting 2025

2025 Executive Address
[CEO – Mike Christman | CFO – Mark O’Malley | Group GM People - Hayley Hindmarsh]

CEO ADDRESS
[Mike Christman, CEO]

Before I update you on our performance and the work ahead, I want to start by acknowledging what this past
year has represented for Scott. I also want to express my appreciation to our Board of Directors, my executive
management team and all Scott employees worldwide.
When I joined the company a year ago, I spoke about Scott’s heritage, over 110 years of engineering
excellence, resilience, and problem-solving. What I’ve seen since is that those strengths are very much present
in our people. What we needed, however, was greater alignment, more clarity of our markets, strategic
direction and speed
As you will have already seen, our new strategy, Destination 2030 is giving us that.
KEY MESSAGES
The results we delivered this year show the early impact of our new strategic direction.
• Record EBITDA, driven by a disciplined focus on higher margin work and modularisation
• A clear strategy that puts customers at the heart of everything we do
• Early positive signals of acceleration as the strategy takes hold
• And a stronger forward work pipeline, now at $169 million
This gives us confidence that we are on the right path and moving towards the pace we require.
FY25 PERFORMANCE SNAPSHOT
FY25 was a year of strong performance and stronger discipline – and I want to thank the entire team for this
achievement.
As you can see, revenue remained steady at $275 million, but behind that is a mix shift toward higher-margin
work, a focus on key account management and lifecycle services – and a record second half that has pushed us
towards this result.
Group margins improved by 2% to 29%, and EBITDA reached $31.5 million, up 19% on last year’s reported
number.
Service revenue grew 1% to 29%, reflecting our shift toward lifecycle services, relationships that create value
beyond a single project.
Forward work strengthened to $169 million, supported by wins across multiple domains and regions.
Underlying earnings per share increased to 17.4 cents, and the Board has confirmed a dividend of 8 cents per
share for the year.
These are strong foundations heading into FY26, and they reflect the combined result of disciplined execution
and strategic clarity.

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TOP LINE HIGHLIGHTS
Our new vision is simple and ambitious, to be the trusted partner that puts our customers first.
Everything we have done in the past 12 months has been about evolving the business and making this possible.
Destination 2030 gives us a long-term strategic horizon.
In the next slide I will share our Cycle of Success which embeds continuous improvement into everything we
do.
Our long-term targets are ambitious and clear, we know where we’re going.
Finally, the action roadmap ensures that this is not just theory – we have actionable plans within all of the four
enablers which have multi-year specific milestones.
We now have a defined plan, a shared ambition, and the early results indicate that our teams are stepping into
this next chapter with real momentum.
DESTINATION 2030: CUSTOMER LED PURPOSE
This is Destination 2030, it begins with Customer First, deepening relationships through lifecycle services,
putting customers at the heart of everything that we do, and anticipating their needs rather than responding to
them.
To deliver on that promise, we need One Scott - unifying our global people, global processes, and global
systems so that we operate as a single, highly efficient global company. This is about breaking down silos and
moving to enterprise thinking, strengthening collaboration, and building a shared sense of purpose across
geographies.
Our growth also depends on Leading Edge Technology - reshaping and refocusing R&D to strengthen our
innovation pipeline, and delivering automation solutions that set benchmarks across industries, with the
ambition to forge the market rather than follow it, in other words, positively disrupt.
None of this is possible without High Performing Teams – a commitment to maximising talent by refreshing our
core values and embedding a high-performance culture and behaviour, so our people have the clarity, skills,
and energy to deliver on our ambition.
Each enabler has a clear role, but their real impact comes from how they connect to form a cycle of success.
As I have already mentioned:
• Customer First deepens our market understanding, ensuring we know our customers’ challenges
before they arise.
• One Scott creates enabled teams, unified by shared systems and data that allow us to scale
seamlessly.
• High-Performing Teams, building trusted relationships, both within Scott and with the customers we
serve.
• Leading-Edge Technology drives innovation, transforming insight into solutions that set new
benchmarks.
This cycle self-perpetuates, it enables innovation; innovation strengthens trust, trust empowers teams, and
unified teams create exceptional customer experiences.
This is the engine that will take Scott to where we are heading: Destination 2030.

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FY30 DOT ON THE HORIZON
Now that we’ve looked at how the four enablers work together as a cycle of success, it’s worth reminding
ourselves of the destination they’re designed to reach. When we launched Destination 2030, endorsed by the
board and aligned with my executive management team, I set a clear dot on the horizon:
• $530 million in revenue,
• 35%+ of revenue from services, and
• EBITDA of 14% by FY30.
These aren’t abstract numbers. They represent sustainable, profitable growth. Growth built on stronger
customer partnerships, higher-margin services, and repeatable, scalable solutions. Not volume for volume’s
sake, but value for value’s sake.
To get there, we are focused on four key levers:
1. Growing service revenue through deeper lifecycle engagement
2. Partnering with key accounts to understand their long-term needs
3. Scaling modular and repeatable solutions across our domains
4. Strengthening execution in Protein, Mining, Appliances, and MHL
With the enablers now in motion, we’ve moved from aspiration to action. These FY30 targets aren’t just a
vision - they now guide prioritisation, investment, and decision-making across the business.
In other words, Destination 2030 isn’t simply an aspirational strategy to doubling our revenue, but a strategy
with a clear roadmap and operational plans for getting there.
HEALTH & SAFETY
Before I move to the outlook, I want to acknowledge the most important part of our business - our people.
This year, we were deeply affected by the tragic loss of Michael Sherry, a colleague based at our Dunedin site,
and that loss will never leave us. We are reminded in the strongest way possible that safety must always
remain our highest priority.
FY25 saw significant work to strengthen the integration of health, safety, wellbeing, and environment into
everyday work:
• 450 safety engagements - a 59% increase on prior year
• 815 hazards or potential hazards were identified and fixed. That’s a 96% real time resolution rate
• Updated global Health Safety and Wellbeing standards, aligned with international best practice
• We achieved ISO 45001 recertification across multiple sites, with assessment gaps currently being
conducted on the remaining facilities – with the aim of a certification over the coming years.

In FY26 we will take this further through a modernised OneScott HSWE platform, real-time risk assessments for
all employees, and a stronger behavioural safety approach.
Safety is not just a metric; it is a culture - one that must anchor everything we do. Now and into the future.

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FY25 Financial Performance
[Mark O’Malley, CFO]

FY25 was a year of strong financial delivery and disciplined execution across the Group – particularly off the
back of a soft first half following a period of reduced order in-take across 2024. We continued to focus on
proven technologies, higher margin opportunities and a lower-risk delivery model – this resulted in revenue of
$275m for the year, in-line with prior period. During this period, we also fully exited out of our legacy
businesses.
We’ve seen continued net margin expansion to 29% through an increased modular approach, reset cost base,
improved project governance, scale and improved business mix with increased service.
FY25 DOMAIN SUMMARY
PROTEIN:
FY25 was a year of recovery and momentum for Protein, a year where we strengthened our global footprint
but also expanded into new markets.
We achieved a 16% increase in revenue and maintained strong margins, driven by a standout second half.
BladeStop revenue was up 12%, Lamb and Beef had a strong close to the period with the JBS Cobram Lamb
Primal project progressing well and an installation of an existing Lamb Primal secured for Dawn Meats in the
UK – while in Poultry we expanded our trussing technology into the Canadian market securing a contract with
Maple Lodge Farms.
We’re focused on four key growth levers: expanding our existing lamb portfolio into new markets, accelerating
BladeStop adoption, scaling poultry automation, and deepening service and data integration across our
installed base.
MINING:
Mining Domain achieved 4% growth, driven by a strong year for Rocklabs standard equipment, supported by
favorable gold and copper prices.
Our Automated Modular Solution continued to gain momentum, and we secured a contract with Kinross Gold
in Alaska.
FY25 saw the completion of the first phase of the automated energy transfer system for Caterpillar and kick off
Phase Two – which includes early learner sites.
Net margin improved to 37% with a target to trend back towards 40%.
MATERIALS HANDLING & LOGISTICS:
While topline revenue for Materials Handling was down by 3% due to project timing, our margins lifted by four
percentage points, driven by disciplined execution and a stronger service mix.
Across Europe, we continued to grow our presence with key customers like Ecofrost, Clarebout, Cranswick, and
McCain.
Forward work remains strong with a mix of orders across both Europe and North America,
MHL will build on this foundation with a focus on replicating the success we have had in Europe to expand
further into North America helped by having two large reference sites going live in the first half of FY26, scaling
our NexBot AGV globally, and accelerating lifecycle services through our Maestro+ software.

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APPLIANCE:
For Appliances, despite a revenue decline caused by cycling a large project from prior year, it was a solid year
delivering a meaningful net margin contribution.
Our China-based Centre of Excellence marked its 10-year anniversary and continued to drive success, delivering
a major project now in its final commissioning phase with a leading global whiteware manufacturer.
We’re already starting the year off strong – securing two contracts across the Americas worth a total of 44
million dollars – with revenue from this to be recognised across FY26/27.
That brings me to how this played out across the year. FY25 was a year of two very different halves - a soft first
half, but a record second half as momentum returned supported by the introduction of our new strategy.
RECORD HALF PERFORMANCE IN H2 PROVIDES MOMENTUM INTO FY26
This slide clearly illustrates the strong second half performance to FY25 off the back of some key contract wins,
improved standard products sales and increased operational efficiency. The second half provided record
Revenue and EBITDA performances for the Group.
This provides good momentum into FY26 and confidence that we can deliver strong earnings and generate
operational leverage when we have volume through the business.
STRONG PROFIT REBOUND AND MARGIN EXPANSION
A look at our summary P&L - Net profit increased 84%, reflecting both improved operating performance and a
reduction in below-the-line expenses.
We delivered record EBITDA, driven by a higher-margin contract mix, improved business mix, and the benefits
of resetting our operating cost base over the past 18 months. This was supported by a disciplined approach to
expenditure, while still investing in the areas that matter—particularly our new European ERP platform and our
Destination 2030 initiatives.
Below the line, our finance costs reduced as our cash position strengthened and interest rates eased.
Amortisation was lower with several assets reaching the end of their cycle, and our effective tax rate was lower
through the utilisation of historical tax losses and the geographic mix of earnings.
Overall, FY25 reflects solid execution on projects, improved quality of earnings, and strengthening of some key
financial foundations as we move into FY26.
Alongside operational performance, disciplined capital management and shareholder returns remain a priority.
DIVIDEND OVERVIEW
As mentioned by Stuart, the Directors declared a final dividend of 5 cents per share taking the total dividend
for FY25 to 8 cents per share. This returns our full year dividend to recent historic levels following two half year
period of reduced dividends in-line with softer earnings.
- At Scott we have a goal to increase dividends on a consistent and stable basis as the business becomes
more profitable while seeking to keep within the bounds of the target payout ratio and make targeted
investments into the business.

- We will seek to look through any volatility that may arise by being measured in our payouts to balance
shareholder returns, cash requirements and a level of consistency.

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People & Organisation
[Hayley Hindmarsh, Group GM – People]

As you’ve heard today, Destination 2030 is reshaping how we operate, therefore reshaping how we support,
develop, and enable our people. We continue to strengthen our culture, leadership, and global systems that
underpin Scott’s performance.
I’ll touch briefly on three key areas that have been central to this:
• High-Performing Teams
• One Scott
• Talent & Engagement

MAXIMISING TALENT FOR DESTINATION 2030
ONE SCOTT
Over the last decade Scott has grown through expansion and acquisition, gaining world-class talent, domain
expertise, and access to new markets.
This growth has brought business complexity.
Each acquisition and new market often bringing differing systems, platforms, and ways of working.
While effective individually, this has created a systems landscape that is disconnected, which is providing
challenges in our ability to scale efficiently, collaborate seamlessly, and deliver a consistent experience to
customers and our teams around the world.
We needed to rethink how we operate effectively on a global scale to ensure we can reach Destination 2030.
This led us to One Scott, unifying our platforms, harmonising our processes, and driving operational efficiency
through consolidation.
This year, we have taken important steps to unify global systems under the One Scott vision.
We are aligning core systems like ERP, HRIS, CRM, and PLM, reducing duplication, removing inefficiency, and
standardising how we work globally.
In the People space specifically, the groundwork for our new Human Resources Information System is
underway by our global HR team.
As we roll this out over the coming financial year, we will gain consistent people processes, clearer people
insights, and greater development for our team.
Creating a more connected experience for our global employees.
It is a significant step forward in building capability and alignment and unlocking our collective strength.
HIGH-PERFORMING TEAMS
This year our executive team came together in NZ to lay the foundations for a high-performance culture across
Scott.
We plan roll our HPT program out through the rest of the organisation before the end of this financial year.
By embedding this across Scott, we will build a culture that will maximise our talent, strengthen collaboration,
and accelerate execution.

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And in turn, will support higher customer satisfaction, stronger sales results and build a stronger organisational
reputation.
TALENT & ENGAGEMENT
Our focus firmly remains on attracting, developing, and retaining great people.
We are a team of more than 620 people across 10 countries and four generations. Diverse in our global
makeup, we plan to harness this and utilise it for the strength that it offers us.
As we continue to do with our Women in Engineering Scholarship & Internships, we will continue to focus and
invest in pathways and capability programmes that feed our diverse talent pipeline and build future leadership
and technical depth.
Internally our talent and engagement strategies are coming to fruition, with five senior leaders promoted
internally this year, and strategic external hires deepening our capability in key growth markets ensuring we
have the right expertise in place for the next phase of Destination 2030.
Understanding our people and their experience has also been a major priority.
More than 85% of the organisation participated in our first benchmarked global engagement survey, sharing
nearly 2,000 comments with us.
The strengths were clear trust, clarity of role, and a strong connection to purpose.
Our people also told us where we could improve, and we now have over 45 culture change actions underway
across the Group globally to respond directly to that feedback.
Additionally, a significant focus for the coming year is our refreshed global Employee Value Proposition,
defining what we offer our team in return for their significant contribution to our success.
A robust EVP will further support us in attracting top talent, reducing staff turnover and increasing our
employee engagement.
All of which are critical to the success of delivering on Destination 2030.
For shareholders, the value of this transformation is clear.
• One Scott lays the groundwork for an efficient and agile operating model that supports profitable
growth, while reducing unnecessary complexity and cost. We are investing in systems that will benefit
both our customers and our people.
• High-Performing Teams is the cultural counterpart to our systems foundation. It is how we lift clarity,
accountability, and execution across the organisation ensuring our people have the alignment,
empowerment, leadership, and collaboration needed to deliver Destination 2030.
• And through our Talent & Engagement, we are building our pipeline, capability, and people experience
required to sustain momentum over the long term.
Together, these people initiatives form the engine room of Scott’s transformation and support our talented
team to reach Destination 2030.

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Looking Forward
[Mark O’Malley, CFO]

When we look ahead, the momentum we’ve built over the past year gives us both confidence and clarity.
FY25 was about alignment, discipline, and execution. FY26 is about embedding and acceleration, but we are
realistic and clear that our change journey will not be an easy one. Over the past few months, our teams across
the world have delivered meaningful early signals that Destination 2030 is having positive impact.
Since our inaugural Investor Day, we have secured more than $44 million across two major appliance contracts
in the U.S. and Brazil.
We’ve also won multiple MHL projects across Europe, adding a further $19 million in order intake. We’ve also
secured our first UK install for Protein with a LEAP Primal System at Dawn Meats.
These are not isolated wins. They reflect stronger customer engagement, better market analysis and alignment,
a simplified organisational structure that places accountability where it drives the most impact.
We are progressing well toward securing several other strategic opportunities that we expect to be able to
announce in the first half of FY26. So, as we enter the new financial year, we do so with an improved order
momentum, a solid pipeline of secured work, and growing demand for our automation solutions across all our
domains.
Over the coming year, we expect revenue growth, continued earnings leverage and incremental gains across
projects and lifecycle services.
At the same time, we need to ensure that we remain disciplined as the custodians of Scott’s unwritten future.
Macro market volatility is still a factor, and we must continue to monitor its potential impact on our customers,
their markets and ultimately their investment horizon – but through our new strategy, we are doing this with
far more clarity, capability and confidence.
CLOSING COMMENTS
Let me close with the key messages I want to leave you with today.
• Record EBITDA. This was driven by a disciplined focus on high-margin, modular projects and a more
deliberate approach to value.
• Destination 2030 is now fully in motion. It gives us the strategic plan, the ambition, and the operating
rhythm to deliver sustainable profitable growth.
• Customer First. This culture shift is reshaping how we work from an engineering focused organsiation
business to a customer first one. From our lifecycle services to the way we partner with customers
across their entire value chain.
• Acceleration is happening. The second half of FY25 was the strongest in Scott’s history.
• Forward work is strengthening, with $169 million in contracted activity and a growing pipeline of
high-quality opportunities.
• Our market outlook is positive. We are heading into FY26 with momentum, alignment, and a clear
path forward.
Finally, many of you who follow Scott closely will have seen just how quickly our brand presence has expanded
over the past year through targeted efforts by our global teams.
Our inaugural Investor Day in Auckland was a major milestone, it was our first in New Zealand, and a clear
signal of the alignment and momentum building behind Destination 2030. We’ve also strengthened our

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investor visibility through platforms like Sharesies, fronted podcasts, and pro-actively driven national media
exposure.
Globally, our brand is gaining greater exposure, from global product launches as we unveil multiple products
around the world, Scott Technology has been featured in more than one hundred media stories across our key
markets.
We are becoming a recognised global automation company, and that growing presence is helping us win
customers, attract talent, and position Scott Technology for the future.
I would like to thank you again for your continued support, your confidence, and your partnership.
With the right strategy, the right structure, and the right people, Scott Technology is exceptionally well placed
to lead and to grow in the years ahead.
We are building strong momentum, and I look forward to updating you on our progress as the year continues.
Thank you.

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SCOTT TECHNOLOGY LIMITED
ANNUAL
SHAREHOLDER
MEETING
2 December 2025

Scott Technology Limited: FY25 Results | 2
CHAIRMAN
PRESENTATION
Stuart McLauchlan
Chairman and Independent Director

Scott Technology Limited: FY25 Results | 3
John Berry
Director
John Thorman
Independent Director
Our Board of Directors
Stuart McLauchlan
Chairman and
Independent Director
Alan Byers
Director
Brent Eastwood
Director
Derek Charge
Independent Director

Scott Technology Limited: FY25 Results | 4
28
Agenda
Our Executive team
Anthony Wesney
Director of Transformation
Hayley Hindmarsh
General Manager - People
Mike Christman
Chief Executive Officer
Mark O’Malley
Chief Financial Officer
Aaron Vanwalleghem
President of MHL
Mark Host
President of Protein
Werner Conradie
President of Mining
Andrew Arnold
Director of Innovation
Damian Lucas
General Manager – Australia,
Director of Lifecycle Services
Cathy Zhang
Regional Director - China
6
CEO
Address
1925
Voting
& Resolution
13
FY25 Financial
Performance
Questions
2
Chairman
Presentation
22
Looking
Forward
People &
Organisation

Scott Technology Limited: FY25 Results | 5
Destination 2030 strategy release – Scott’s
plan for sustainable profitable growth centered
around a customer-first mindset.
Record EBITDA $31.5m – strong second-half
performance across the business and strategic
focus on higher margin contracts.
Forward work remains positive with $169m
comprising a spread across all domains and at a
higher margin mix than the prior year.
Decoupled emissions from growth – Reported
an 8.9% decrease in net Scope 1 and 2 GHG
emission on our FY24, and a 9.1% decrease on
FY22 Base Year levels
Strong growth runway fueled by innovative
products and scalable solutions, with the launch of
NexBot, BladeStop K800, AccuTables and progressed
key developments in Beef and Lamb modules.
The Directors have recommended a final dividend
of 5.0 cents per share (unimputed) taking total
full-year dividends to 8.0 cents. The dividend
reinvestment plan will apply.
FY25 Business Highlights

Scott Technology Limited: FY25 Results | 6
CEO
ADDRESS
Mike Christman
Chief Executive Officer

Scott Technology Limited: FY25 Results | 7
Key messages
Record EBITDA:driven by a clear focus on margin-accretive projects and modular approach
Destination 2030 strategy: sets a plan for sustainable profitable growth focused on our customers
Customer first: culture change to lead a new era of Scott Technology
Positive signs of acceleration: strong second half growth andearly signs of strategy success
Forward work uplift: recent contracts showing positive signs with $169m of forward work

Scott Technology Limited: FY25 Results | 8
FY25 Performance Snapshot
$275m
29%
* FY24 and FY23 operating EBITDA (excl. non-recurring costs) was $30.2m and $30.4m respectively. FY25 was $31.5m, same as reported EBITDA.
** Forward Work represents contracted activity. It is not an indicator of revenue over a set period of time.
*** Underlying Earnings Per Share excludes non-recurring costs
$169m
29%
FY24 $276m +3%
FY24 27% +0 PTS | FY23 27% + 3 PTS
FY24 28% +1 PT | FY23 27% +1 PT
FY24 $160m -18% | FY23 $195m +2%
Service Revenue Contribution
Forward Work**
Group Margin Performance
FY25 Revenue
$31.5m
FY24* $26.4m -11% | FY23* $29.7m +24%
Reported EBITDA*
-0%
| FY23 $268m +21%
+ 19%
+6%
+1 PT
+2 PTS
8.0 cents
Dividends Per Share (Cents)
FY24 8.0
FY23 8.0
Underlying Earnings Per Share (Cents)
***
17.4 cents
FY24 14.3
FY23 20.3

Scott Technology Limited: FY25 Results | 9
Top line Highlights
Our vision is to be the trusted partner that puts our customers first by delivering safe, sustainable,
leading-edge solutions that create value, fostering lasting partnerships that drive innovation and success.
•Destination 2030 strategy: sets a plan for sustainable profitable growth focused on our customers
•Cycle of success: will drive continuous improvement through everything we do
•Long-term targets: we know where we want to be and have set ambitious targets
•Action roadmap: we have a detailed plan in place, it is time to take action

Scott Technology Limited: FY25 Results | 10
Destination 2030
Destination 2030: Customer led purpose
High Performing Team
When working with Customers, Team
Members and other stakeholders, I take
action that supports their long-term goals.
Leading Edge Technology
Drives innovation through deep market
understanding and expertise by delivering
transformative, scalable, and modular solutions.
Customer First
We provide our customers exceptional value
by understanding and removing pain points to
improve performance.
One Scott
Our globally aligned vision built upon a
foundation of ambition, unified ways for
working, using rich data and technology.
Powering our customers and
industry with transformative
solutions and services.
Continuous improvement will
need to become core to
everything we do.

Scott Technology Limited: FY25 Results | 11
35% +
FY30 Dot on the Horizon
The revised focus areas will
drive growth, objectives
include:
•'$530 by 30' – sustainable
profitable growth
•Higher proportion of
revenue from Lifecycle
Services
•Partner with Key Accounts
to understand their capital
requirements to build out a
long-term pipeline
•Targeting EBITDA of 14% of
revenue by FY30
22%26%27%28%
Service %
Revenue by domain ($m)
Note: All currencies are in NZD unless otherwise specified.
CAGR +14%
FY25 – FY30
68
70
94
127
123
530
47
57
76
60
69
29
40
41
49
51
20
29
40
36
31
42
26
16
4
206
222
268
276
275
530
FY21FY22FY23FY24FY25FY26FY27FY28FY29FY30
MHLProteinMineralsAppliancesOther
29%

Scott Technology Limited: FY25 Results | 12
Health and Safety
•450 proactive engagements, marking a 59%
increase in safety conversations and Site
Safety Walks
•815 hazards were reported and fixed across
Scott’s global operations, with 96%
successfully resolved
•There were 125 First Aid EP&D and Near
Miss reports, representing a 29% increase
from FY24
•62 SafeMate nominations were submitted
globally, with many employees recognised for
exemplifying Scott’s six safety expectations
In FY25, we advanced the integration of health, safety, and wellbeing
into everyday work:
•Refreshed group Health, Safety, Well-being,
and Environment (HSWE) standards with
clearly defined responsibility and
accountability in each process
•Existing Scott domains (MHL, Rocklabs,
Appliances) achieved ISO 45001
recertification. Protein sites are now
completing gap assessments in preparation
for certification
•Bowtie risk assessment workshops covering
potential energy across five regions
In FY26, we will bring the HSWE further with a modernised OneScott platform, QR codes linking
directly to risk guides, and real-time access for all employees across devices. Behavioural safety
will be at the centre of our engagement approach, emphasising leader-led safety conversations,
peer checks, feedback, and recognition shifting from compliance to genuine commitment.

Scott Technology Limited: FY25 Results | 13
FY25 FINANCIAL
PERFORMANCE
Mark O’Malley
Chief Financial Officer

Scott Technology Limited: FY25 Results | 14
Group revenue and net margin over time
Group revenue over time ($m)
Group net margin % over time
24%
24%
27%
27%
29%
20%
22%
24%
26%
28%
30%
FY21FY22FY23FY24FY25
Focus driven towards proven technologies at higher margins and
lower risk
Continued net margin expansion via modular approach, improved project
governance, scale / operational efficiencies and increased service
penetration
68
70
94
127
123
47
57
76
60
69
29
40
41
49
51
20
29
40
36
31
42
26
16
4
206
222
268
276275
FY21FY22FY23FY24FY25
MHLProteinMineralsAppliancesOther

Scott Technology Limited: FY25 Results | 15
FY25 Domain Summary
25%19%45%11%
Revenue Contribution
Key customer Partnerships
Appliances
Materials Handling
ProteinMining
FY25 Revenue $69m
Net Margin 29%
+16%
+1 PTS
FY25 Revenue $51m
Net Margin 37%
+4%
+1 PTS
FY25 Revenue $123m
Net Margin 26%
-3%
+4%
FY25 Revenue $31m
Net Margin 25%
-13%
-5 PTS

Scott Technology Limited: FY25 Results | 16
Record half performance in H2 provides momentum into FY26
Group revenue by H1 and H2 ($m)
Reported EBITDA by H1 and H2 ($m)*
* FY24 and FY23 operating EBITDA (excl. non-recurring costs) was $30.2m and $30.4m respectively.
FY25 was $31.5m, same as reported EBITDA.
Following a soft period of order in take in FY24, the second half of FY25 rebounded off the back of key contract wins, improved
standard product sales, and growth in recurring revenue streams, whilst delivering increased operational efficiency.
99
114
127
141
122
107
108
141
135
153
FY21FY22FY23FY24FY25
H1H2
9.8
11.8
14.6
14.1
12.2
11.2
12.1
15.1
12.3
19.3
FY21FY22FY23FY24FY25
H1H2

Scott Technology Limited: FY25 Results | 17
Strong profit rebound and margin expansion
Profitability and Margin Performance
•Net profit up +84% with improved EBITDA contribution and reduced
below-the-line expenses
•Record EBITDA, supported by higher-margin contracts, improved business
mix and a reset cost base
Operating Costs
•Disciplined approach to expenses while selectively investing in the new
European ERP and Destination 2030 initiatives
•Change in non-recurring costs associated with the strategic review and
restructuring costs in FY24
Finance, Depreciation and Amortisation & Tax
•Finance costs reduced due to an improved cash position and lower
interest rates
•Amortisation decreased as several assets completed their amortisation
cycle
•Lower effective tax rate, driven by utilisation of historical tax losses and
regional profit mix
P&L
For the year ended 31 AugustFY25FY24% chg
Revenue275.3276.10%
Other income1.92.6-27%
Expenses(245.7)(248.5)-1%
Operating EBITDA31.530.24%
Non-recurring costs-(3.8)-100%
Reported EBITDA31.526.419%
EBITDA %11.5%9.6%+1.9 pts
Net finance costs(3.4)(4.2)-19%
Depreciation and
amortisation
(10.7)(11.3)-5%
Taxation expense(3.2)(3.2)0%
Net profit after tax14.27.784%

Scott Technology Limited: FY25 Results | 18
Dividend overview
•The Directors declared a final dividend of 5 cents per share,
bringing the total full year dividend to 8 cents per share
•Following two consecutive half yearly periods of 3 cents per
share, this reflects a positive step to increase the final
dividend in FY25 and bring full year dividends in line with
prior years
•Scott aims to provide sustainable, consistent and growing
dividends, while maintaining financial flexibility
•Target payout ratio of 50–80% of adjusted net profit after
tax. Subject to cash flow, capital requirements and balance
sheet strength
2
44
5
3
4
44
3
5
6
8888
56%
50%
42%
64%
46%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
0
1
2
3
4
5
6
7
8
9
FY21FY22FY23FY24FY25
InterimFinalPayout Ratio
Dividends declared over time (cents per share)

Scott Technology Limited: FY25 Results | 19
PEOPLE & ORGANISATION
Hayley Hindmarsh
Group GM - People

Scott Technology Limited: FY25 Results | 20
One ScottHigh Performing TeamsTalent & Engagement
Maximising Talent for Destination 2030
Building a unified, scalable global operating model
Embedding clarity, accountability and execution
Building capability, culture and workforce experience
Executive Team aligned through
High-Performing Teams programme
HPT methodology adopted at Executive level,
establishing the leadership standards that will
cascade through management in FY26 and
across all teams in FY27.
Global systems aligned under One Scott
Foundational work completed to unify
ERP, HRIS, CRM and PLM into a single
integrated platform; strengthening
transparency, improving efficiency, and
preparing for HRIS rollout in FY26.
Strong engagement and clear cultural
strengths
85% global engagement participation
with strong outcomes in purpose, trust,
and role clarity
620+
Employees to benefit from consistent global
systems and processes
5
Senior internal promotions
strengthening leadership capability
45
Targeted culture
improvements

Scott Technology Limited: FY25 Results | 21
LOOKING FORWARD
Mike Christman
Chief Executive Officer

Scott Technology Limited: FY25 Results | 22
Contract wins and market outlook
Recent contract wins and opportunities
•Since Investor Day 2025, we have announced securing $44m across two appliance contracts in the USA and Brazil,
in addition to the multiple MHL projects in Europe totaling +$19m and a contract to install an existing LEAP Primal
System for Dawn Meats UK – Scott Protein’s first UK install
•We are progressing well toward securing several other opportunities that we expect to realise in the first half of
the year
Market outlook
•We enter FY26 with improved order momentum and a solid pipeline of secured work and future opportunities
across domains, supported by ongoing demand for automation and productivity solutions
•Over the coming year, we expect revenue growth, continued earnings leverage and incremental wins in projects
and lifecycle services
•However, we remain cautious with the macro volatility that persists and any impact this may have on customers’
investment plans over the next 12 months

Scott Technology Limited: FY25 Results | 23
Closing comments
Record EBITDA:driven by a clear focus on margin-accretive projects and modular approach
Destination 2030 strategy: sets a plan for sustainable profitable growth focused on our customers
Customer first: culture change to lead a new era of Scott Technology
Positive signs of acceleration: strong second half growth andearly signs of strategy success
Forward work uplift: recent contracts showing positive signs with $169m of forward work
Market outlook: positive momentum heading into FY26 with a clear path forward

Scott Technology Limited: FY25 Results | 24
VOTING &
RESOLUTIONS
Scott Technology Limited FY24 Results | 24
Stuart McLauchlan
Chairman and Independent Director

Scott Technology Limited FY24 Results | 25
Voting & Asking Questions
FORMALITIES
Voting Card
Question Box

Scott Technology Limited FY24 Results | 26
Resolutions
FORMALITIES
Resolution 1:
Re-Election of Director –
John Berry
That John Berry, who
retires as a Director and,
being eligible, offers
himself for re-election by
shareholders, be re-
elected as a Director.
Resolution 2:
Re-Election of Director –
Derek Charge
That Derek Charge, who
retires as a Director and,
being eligible, offers
himself for re-election by
shareholders, be
re-elected as a Director.
Resolution 3:
Auditor
To record the
reappointment of Deloitte
as auditor of the Company
and to authorise the
Directors to fix the
auditor’s remuneration.

Scott Technology Limited: FY25 Results | 27
QUESTIONS