Investor Day Presentation

EBOS Group Limited. NZBN 9429031998840
108 Wrights Road, Addington, Christchurch, New Zealand, 8024
Level 7, 737 Bourke Street, Docklands, Victoria, Australia, 3008
Phone: +61 3 9918 5555, Fax: +61 3 9918 5588.
www.ebosgroup.com



16 November 2022
NZX/ASX Code: EBO

Investor Day Presentation


EBOS Group Limited will be holding an Investor Day in Melbourne today. Please see attached the
Investor Day presentation materials.

Authorised for lodgement with NZX and ASX by the Board of Directors of EBOS Group Limited.

Contact:
Martin Krauskopf
EGM, Strategy and M&A
EBOS Group Limited
+ 61 3 9918 5555

INVESTOR DAY
2022
16 November 2022

DISCLAIMER
The information in this presentation was prepared by EBOS Group Limited (“EBOS” or the “Group”) with due care and attention. However, the information is
supplied in summary form and is therefore not necessarily complete, and, to the extent permitted by law, no representation is made as to the accuracy,
completeness or reliability of the information. In addition, neither EBOS nor any of its subsidiaries, directors, employees, shareholders nor any other person
shall have liability whatsoever to any person for any loss (including, without limitation, arising from any fault or negligence) arising from this presentation or
any information supplied in connection with it.
This presentation may contain forward-looking statements and projections. These reflect EBOS’ current expectations, based on what it thinks are reasonable
assumptions. To the extent permitted by law, EBOS gives no warranty or representation as to its future financial performance or any future matter. Except as
required by law or NZX or ASX listing rules, EBOS is not obliged to update this presentation after its release, even if things change materially. This
presentation does not constitute financial advice. Further, this presentation is not and should not be construed as an offer to sell or a solicitation of an offer to
buy EBOS securities and may not be relied upon in connection with any purchase of EBOS securities.
This presentation contains a number of non-GAAP financial measures, including Gross Profit, Gross Operating Revenue, EBIT, EBITA, EBITDA, NPAT, Underlying
EBITDA, Underlying EBIT, Underlying NPAT, Underlying Earnings per Share, Free Cash Flow, Interest cover, Net Debt, Underlying Net Debt and Return on
Capital Employed. Because they are not defined by GAAP or IFRS, EBOS’ calculation of these measures may differ from similarly titled measures presented by
other companies and they should not be considered in isolation from, or construed as an alternative to, other financial measures determined in accordance
with GAAP. Although EBOS believes they provide useful information in measuring the financial performance and condition of EBOS' business, readers are
cautioned not to place undue reliance on these non-GAAP financial measures.
The information contained in this presentation should be considered in conjunction with the consolidated financial statements for the year ended 30 June
2022 and the half year ended 31 December 2021.
All currency amounts are in Australian dollars unless stated otherwise.
All amounts are presented inclusive of IFRS16 Leases, except for periods FY19 and prior, unless stated otherwise.
Underlying results exclude the impact of one-off items.
2

INTRODUCTION
Martin Krauskopf
Executive General Manager, Strategy and M&A
3

EBOS CHAIR AND EXECUTIVE LEADERSHIP TEAM
4
Janelle Cain
General Counsel
7 years at EBOS
Brett Barons
CEO, Symbion
20 years at EBOS
Julie Dillon
CEO, Animal Care
1 year at EBOS
Andrea Bell
Chief Information Officer
7 years at EBOS
Simon Bunde
EGM, Strategic
Operations, ESG and Innovation
18 years at EBOS
Jacinta McCarthy
Group GM Human
Resources
3 years at EBOS
David Lewis
EGM
26 years at EBOS
Matt Muscio
CEO, Devices
<1 year at EBOS
Leonard Hansen
Group CFO
11 years at EBOS
Martin Krauskopf
EGM Strategy and
M&A
3 years at EBOS
John Cullity
Group CEO
13 years at EBOS
Liz Coutts
Chair
19 years at EBOS

AGENDA
5
Topic
01Introduction
02EBOS’ 100 Year History
03Group Overview and Strategy
04Healthcare (excl. TWC and Medical Devices)
05TerryWhite Chemmart
06Medical Devices
07Animal Care
08Sustainability
09People and Culture

EBOS’ 100 YEAR
HISTORY
Elizabeth Coutts
Chair
6

OUR TRANS-TASMAN HISTORY
7
EBOS’ history stretches back 100 years in New Zealand and 175+ years in Australia
1845
Francis Hardy Faulding
opened his first
pharmacy in Adelaide,
South Australia
1922
Early Brothers
Trading Co. is
founded
2011
EBOS expands into Animal
Care through the acquisition
pet brands business,
Masterpet
EBOS acquires
Symbion and lists
on the ASX
2013
Early Bros Dental &
Surgical Supplies is
listed on NZX
1960
Australia
New Zealand
Symbion expands into
Animal Care through the
acquisition of veterinary
wholesaler, Lyppard
2011
2007
EBOS acquires
Pharmacy Retailing
New Zealand
2021
EBOS releases its
inaugural
Sustainability Report
2022
EBOS expands into medical
devices through the acquisition
of LifeHealthcare
Symbion is formed via
the demerger of Mayne
Group into Mayne
Pharma and Symbion
2005
2022
EBOS officially open its
new pet food
manufacturing facility in
Parkes, NSW

GROUP OVERVIEW
AND STRATEGY
John Cullity
Group CEO
8

EBOS SNAPSHOT
Snapshot
9 Notes: 1. Based on market capitalisation as at 11 November 2022. 2. As at 30 June 2022, including Asia. 3. Sector split based on FY22 GOR and geography split based on FY22 Revenue.
Businesses
EBOS is a leading diversified Healthcare and Animal Care group
Segments
3
~A$7bn
market capitalisation
Top 10 NZX / Top 80 ASX
1
A$10.7bn
FY22 revenue
5,000+
employees
2
109
locations across ANZ and Asia
2
A$355m
FY22 Underlying EBIT
Community Pharmacy
(incl. TerryWhite Chemmart)
Institutional Healthcare
(incl. Medical Devices)
Contract Logistics
Pet Brands
Vet Wholesale
Pet Retail
Healthcare
•
Animal Care
Geographies
3
Healthcare
87%
Animal Care
13%
Australia
80%
NZ and Other
20%

INVESTMENT THEMES
10
EBOS has had a strong track record of growth, yield and shareholder returns
Defensive growth sectors
Scale and leading positions
Diversified group
Proven value creation strategy
Multiple growth drivers
Strong financial track record for over 20 years

LEADING POSITIONS IN ATTRACTIVE SEGMENTS
EBOS selected segment positions across ANZ
11
Sources and notes: 1. Pharmacy wholesale represents Ethicals, OTC and FMCG products and does not include directs across ANZ. 2. Hospital medicine wholesale include Ethicals and OTC and is based on industry data for February
2022 and excludes direct across ANZ. 3. Premium dog food reflects the pet specialty channel and is based on management estimates using industry data; 4. Grocery dog treats segment share is based on industry data. 5. Australian
healthcare expenditure sourced from IBISWorld reports on Pharmaceuticals Wholesaling, Aged Care Residential Services, General Practice Medical Services, Private and Public General Hospitals and Medical and Scientific Equipment
Wholesaling in Australia. CAGR is calculated for the period between June 2018 and June 2021. Australian Animal Care expenditure sourced from management estimates of Australian market size and consists of total spend on dog
and cat food, treats and products across grocery, specialty and vet channels. CAGR is calculated for the period between June 2018 and June 2021.
Australian sector growth
5
(3 year CAGR)
We operate leading businesses in defensive growth segments
#1
pharmacy
wholesale
1
#1
hospital
medicine
wholesale
2
#1
premium dog
food
3
#1
grocery dog
treats
4
~4%
~9%
Healthcare expenditureAnimal Care expenditure
Growing and ageing
population
Growing pet population and
humanisation of pets

DIVERSIFIED GROUP
12Notes: 1. FY22 GOR.
EBOS is the largest and most diversified Australasian marketer, wholesaler and distributor of healthcare, medical and
pharmaceutical products. It is also a leading marketer and distributor of recognised animal care brands
46%31%10%
13%
Primary
businesses
Pharmacy Wholesale
TerryWhite ChemmartHospital Medicines Wholesale
Medical Consumables
Distribution
Hospital Pharmacy
Management
Contract LogisticsPet Brands
Vet Wholesale
Pet Retail
Medical Devices
GOR
contribution
1
Healthcare
Community PharmacyInstitutional HealthcareContract Logistics
Animal Care
Other Pharmacy
Management Brands

BROAD BASED PERFORMANCE
GOR (A$m)
13
All of our divisions have contributed to growth
Community PharmacyInstitutional HealthcareContract LogisticsAnimal Care
7.9% CAGR17.7% CAGR21.3% CAGR9.2% CAGR
419
569
FY18FY22
197
378
FY18FY22
60
129
FY18FY22
111
157
FY18FY22

VALUE CREATION STRATEGY
14
Notes: 1. ~70% average payout ratio over FY14 to FY22. 2. EPS CAGR is underlying and is measured over FY14-FY22. 3. DPS yield calculated as reported DPS in FY22 divided by
average LTM share price as at 30 June 2022; represents broad average depending on share price fluctuations.
Our businesses generate organic growth and significant cash flow, which funds our strategy of investing for growth, as well as
dividends for shareholders
DIVIDENDS
ORGANIC GROWTH
AND DISCIPLINED CASH FLOW
MANAGEMENT
INVESTING FOR GROWTH
~3% DPS YIELD
3
~10.7% EPS CAGR
2
~70% PAYOUT RATIO
1
(IMPUTED / FRANKED)
MAXIMISING OPPORTUNITIES FROM
OUR LEADING BUSINESSES
GROWTH CAPEX AND ACQUISITIONS

MULTIPLE GROWTH DRIVERS
15
EBOS leverages multiple growth drivers across its businesses
Key growth drivers
Key growth businesses
TerryWhite Chemmart
Contract Logistics
Pharmacy Wholesale
Pet Brands
Medical Devices
Distribution
Medical Consumables
Distribution
Organic growth
Investing for growth
Industry
growth
Industry
share growth
Capex in
operational
infrastructure
M&A Total growth


Targets: established, profitable, well managed and growing businesses

Size: bolt-on through to larger opportunities

Geography: Australia, New Zealand and increasingly SE Asia

Disciplined adherence to investment criteria
STRATEGIC ACQUISITIONS
~20 acquisitions since 2014
16Notes: 1. EBOS has a 44% interest in the management company of Good Price Pharmacy Warehouse.
Acquisition strategy
Acquisitions diversify and grow our earnings and are value accretive to shareholders
Key focus areas
Medical devices
distribution
Medical consumables
distribution
Animal Care brands
VET
Healthcare
Animal
Care
1

SOUTHEASTASIA EXPANSION OPPORTUNITY
Healthcare expenditure
1
17
Notes: 1. Healthcare expenditure in US$ sourced from World Bank and from Hong Kong’s Food and Health Bureau and based on 2019 data. HK dollars converted to US dollars
using HKDUSD exchange rate of 0.13. 2. South East Asia consists of Singapore, Indonesia, Malaysia, Philippines, Thailand, Vietnam and Hong Kong. 3. 3 year CAGR calculated based
on the period between calendar years 2016 and 2019.
Healthcare expenditure growth
(3 year CAGR)
3
The LifeHealthcare acquisition established our presence in Southeast Asia and opens other potential opportunities in the
region
AustraliaSoutheast Asia
2
Similar sized marketsHigher growth rate
MarketGrowthStrategy
~US$135bn ~US$135bn
1
Add scale in established medical
devices businesses
2
Explore opportunities in other
sectors leveraging EBOS’ expertise
3
Build upon existing relationships
to broaden geographic coverage
4.1%
7.2%
AustraliaSoutheast Asia

FY2018FY2022Δ
Market cap.
1
A$2.6bnA$6.6bn+154% increase
Revenue
A$7.6bnA$10.7bn+41% increase
NPAT
A$149.6mA$228.2m+53% increase
DPS (NZ cents)
NZ 68.5cNZ 96.0c+40% increase
GOR Split
Shift towards higher
margin segments
Geographies
Australia, New ZealandAustralia, New Zealand, Southeast Asia
Expansion into new
geographies
EBOS OVER TIME
18
Over the last 4 years, EBOS has grown significantly and become more diversified by segment and geography
53%
25%
8%
14%
46%
31%
10%
13%
Community PharmacyInstitutional HealthcareContract LogisticsAnimal Care
Notes: 1. Market capitalisation calculated as at 30 June of respective year.

STRONG FINANCIAL TRACK RECORD
Underlying EBIT
1
(A$m)
19Notes: 1. Underlying earnings exclude the impact of one-off items. 2. Total shareholder return calculated as at 30 June 2022 and includes dividends. Derived from NASDAQ.
Underlying EPS
1
(A$ cents per share)
EBOS has delivered consistent financial performance through the cycle
Total shareholder returns
2
Return on capital employed
(ROCE, %)
DPS
(NZ$ cents per share)
24%
1 year
85%
3 year
754%
10 year
12.5% CAGR
15% target
10.7% CAGR
11.2% CAGR~70% avg. payout
138
160
185
204
218
230
263
295
355
FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22
57
66
77
86
90
94
101
115
129
FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22
12.9%
14.6%
16.7%
17.1%
16.3%
15.9%
17.1%
18.0%
18.6%
FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22
41
47
59
63
69
72
78
89
96
FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22

HEALTHCARE
(EXCL. TWC AND MEDICAL DEVICES)
Brett Barons
CEO, Symbion
20

INTRODUCTION TO HEALTHCARE
21
Primary
businesses
Pharmacy Wholesale
Hospital Medicines Wholesale
Medical Consumables
Distribution
Hospital Pharmacy
Management
Contract LogisticsPet Brands
Vet Wholesale
Pet Retail
Medical Devices
Business unit responsibility
Healthcare
Community PharmacyInstitutional HealthcareContract Logistics
Animal Care
TerryWhite Chemmart
Other Pharmacy
Management Brands

HEALTHCARE’S PURPOSE, VISION AND VALUES
22
What guides us every day

INDUSTRY TRENDS
23
Notes: 1. Sourced from 2021 Intergenerational Report (Australia). 2. Sourced from Australian Institute of Health and Welfare, Medicines in the health system for 2020 - 21. 3.
Sourced from Australian Institute of Health and Welfare, Admitted patient care data for 2020-21.
The growing and ageing population continues to provide a structural tailwind
Projected Australian population by age (m)
1
21.4
23.1
25.4
27.9
29.9
4.3
5.6
6.8
7.7
8.8
25.7
28.7
32.2
35.6
38.7
20212031204120512061
Under 65Over 65
Prescription drug usage by age (years)
2
Hospital admission by age (years)
3
20%
37%
43%
0 - 3435 - 6465+
10%
36%
54%
0 - 3435 - 6465+
Over 65 age group
growing at ~2x the
rate of under 65

EBOS IS A CRITICAL PART OF THE ANZ HEALTHCARE SYSTEM
24
We make more than 12 million deliveries a year to a wide range of healthcare providers and end markets
1,100+
medicine suppliers
400+
consumer health suppliers
37
sites across ANZ
12.8m+
deliveries annually
3,800+
pharmacies
1,800+
hospitals
SuppliersDistributionEnd customers
1,000+
medical consumables suppliers
5,600+
aged care facilities
21,100+
primary care facilities
Superior industry service
levels

HEALTHCARE’S DISTRIBUTION NETWORK
25
Our extensive trans-Tasman distribution network is central to our success
Key features
600+ million
units p.a. distributed
200,000+
aggregate sqm
Hospital / PharmacyConsumablesContract Logistics
~A$160 million
capex investment last 5 years

CONTINUED INVESTING FOR GROWTH
26
We continue to expand and invest in our operational infrastructure to support our growth
ProjectLocationStatusSegment / Division
New medical consumables
distribution centres
Sydney
Perth
Completed
2022
Medical Consumables
Expansion of pharmaceutical
wholesale distribution centres
Brisbane
Melbourne
Completed
2022
Community Pharmacy
and Hospital Wholesale
New contract logistics
distribution centres
Sydney
Auckland
In progressContract Logistics

COMMUNITY PHARMACY STRATEGY
Drives economies
of scale and
superior returns
27
Leading provider in Australia and New Zealand
Key success factors
Leading segment
share and superior
scale
Best in class
network
Highest service
levels
Significant investment
into capacity and
automation drives
productivity and
efficiency
Systems and
processes
recognised as best
in class across the
industry
Strategic priorities
1
Grow above market via alignment to large and fast
growing pharmacy brands and banner groups
2
Continual investment in operational infrastructure to
maintain market leadership
3
Disciplined working capital management
123

HOSPITAL MEDICINES & MEDICAL CONSUMABLESSTRATEGY
Utilise pharmacy
distribution
network for
superior scale &
efficiencies
28
Trusted partner to public and private institutions
Key success factors
Leading segment
share and superior
scale
Strength and tenure
of customer
relationships
Broad product
offering
Long-term customer
relationships
Solutions for
hospitals, primary
care and aged care
settings
Strategic priorities
1
Exposure to specialist medicines, a higher growth market
2
Expand presence of own branded consumables
3
Expansion of facilities to support growth and continued
bolt-on acquisitions
123

CONTRACT LOGISTICS STRATEGY
Healthcare heritage
is unique and
appealing to
manufacturers
29
Specialist pre-wholesale and contract logistics GMP grade provider
Key success factors
Healthcare focused
3PL provider
Highest quality
accredited facilities
World class facilities
and systems with
temperature
control, vaults and
cold chain solutions
Unique offering
across Australia &
NZ
Strategic priorities
1
Grow market share in Australia
2
Expand warehouse infrastructure – new builds in Sydney
and Auckland in progress
3
123
Support Government’s focus on improving the depth of
medicines inventory cover onshore
Leverage long-term
NZ relationships

WRAP UP
30
A trusted partner every day and particularly in times of need
We pride ourselves on our innate ability to deliver on outcomes, no matter the challenge

TERRYWHITE
CHEMMART
David Lewis
Executive General Manager
31

INTRODUCTION TO TERRYWHITE CHEMMART
32
Primary
businesses
Pharmacy Wholesale
Hospital Medicines Wholesale
Medical Consumables
Distribution
Hospital Pharmacy
Management
Contract LogisticsPet Brands
Vet Wholesale
Pet Retail
Medical Devices
Business unit responsibility
Healthcare
Community PharmacyInstitutional HealthcareContract Logistics
Animal Care
TerryWhite Chemmart
Other Pharmacy
Management Brands

20+
85+
120+
120+
100+
55+
TERRYWHITE CHEMMART OVERVIEW
TWC overview
33Notes: 1. Store numbers as at August 2022.
TWC store network
1
TerryWhite Chemmart is one of Australia’s largest community pharmacy networks with 500+ stores
•TerryWhite Chemists was established in 1959 by Terry and Rhonda
White
•The TerryWhite Chemmart brand was created by the merger between
TerryWhite and Chemmart in 2016
•EBOS acquired 100% of the management company in 2018
•Focus on health advice and differentiated service
•500+ network stores across Australia
•EBOS is the franchisor and wholesaler to the TWC network

THE TERRYWHITE CHEMMARTDIFFERENCE
Strong marketing spend
34
Vaccination leadership
TerryWhite Chemmart is differentiated from its competitors with a compelling health proposition
Health and education
Driving health focused categoriesStrong private label and generics offering
Technology platform investment
123
456

A GROWING PHARMACY NETWORK
Store network expansion
35
TerryWhite Chemmart has added more than 100 stores over the last three years and the network is generating LFL sales
growth above industry average
Robust like-for-like sales growth
~400
500+
FY19Aug 2022
6.0%
3.6%
11.9%
FY20FY21FY22

~2,700
~1,200
~2,100
MARKET OPPORTUNITY
Australian pharmacies (# of stores)
1
36Source: 1. Australian pharmacy store numbers are based on management estimates
Trend towards banner groups
The Australian pharmacy landscape remains highly fragmented with opportunities for growth
Source of new TWC stores
~6,000
Market is sufficiently large for
several winners
Buying power benefitting from
scale
Marketing investment and brand
recognition
Technology and e-commerce
investment
Supports pharmacist to focus on
patient care
Conversions from
independents
Conversions from
other banner groups
Greenfield sites such
as new shopping
centres
1
2
3
Groups > 100 stores
Groups < 100 stores
Independents

Key success factors
TERRYWHITECHEMMART STRATEGY
37
TerryWhite Chemmart is Australia’s leading health advice-oriented community pharmacy network
Pharmacists have
genuine care for
patients and take
the time to ask the
right questions
Focus on
“Experts in Care”
Strength in
prescriptions, OTC
medicines and
vaccinations
High network
partner satisfaction
Trusted health
provider
Strong store
performance
123
Strategic priorities
1
Continue to grow the network and participate in
consolidation
2
Continue to achieve above market like-for-like sales
growth via marketing promotion and technology
investment
3
Best in class support and training for pharmacists via
masterclasses and superior back office systems

WRAP UP
38
We are optimistic about the future, with TerryWhite Chemmart to continue playing an important role in retail pharmacy
Continued consolidation
in the industry
Biologics represent a new
opportunity for the industry and
TerryWhite Chemmart is well
positioned
Pharmacies will play a wider role
in delivering health services
across the community
321

MEDICAL DEVICES
Matt Muscio
CEO, Devices
39

INTRODUCTION TO MEDICAL DEVICES
40
Primary
businesses
Pharmacy Wholesale
Hospital Medicines Wholesale
Medical Consumables
Distribution
Hospital Pharmacy
Management
Contract LogisticsPet Brands
Vet Wholesale
Pet Retail
Medical Devices
Business unit responsibility
Healthcare
Community PharmacyInstitutional HealthcareContract Logistics
Animal Care
TerryWhite Chemmart
Other Pharmacy
Management Brands

EVOLUTION OF THE MEDICAL TECHNOLOGY BUSINESS
EBOS entered into medical technology in 2019 and in three years, has become a leading independent distributor across
Australia, New Zealand and Southeast Asia
2013
LifeHealthcare
lists on the
ASX
2019
Enters medical
devices
distribution,
acquiring LMT and
National Surgical
2021
Acquired MD Solutions,
an interventional
oncology and urology
devices distributor in
Australia
Acquired Cryomed, an
aesthetics medical
devices and
consumables
distributor in Australia
2020
Acquired Australian
Biotechnologies, a
processor and
distributor of allograft
tissue products
2020
2021
Acquired Pioneer
Medical, a spine and
major joint medical
devices distributor in
New Zealand
2022
The combination of EBOS'
medical device businesses and
the LifeHealthcare group of
companies has established a
leading independent distributor
across Australia, New Zealand
and Southeast Asia
Acquired a 51% stake
in Transmedic, a
leading medical
technology
distributor in
Southeast Asia
20212018
Pacific Equity
Partners
acquires
LifeHealthcare
41

INTEGRATION OF MEDICAL TECHNOLOGY DIVISION
The EBOS Medical Technology Division consists of ANZ Distribution & Allograft and SE Asia Distribution
ANZ Distribution & AllograftsSE Asia Distribution
42

EBOS’ MEDICAL TECHNOLOGY PLATFORM
The combined business includes manufacturing and distribution of medical technologies across Asia Pacific with significant
presence in a number of therapeutic areas
ANZ DistributionAllografts
Description
•Leading medical technology
distribution business operating in
Australia and New Zealand
•Manufactures and distributes allograft
tissue products for use in a variety of
surgical procedures
•TGA approved facility
•Leading medical technology
distribution business operating in
Singapore, Indonesia, Malaysia,
Thailand, Hong Kong, Philippines and
Vietnam
Example conditions
treated
•Spinal disorders
•Orthopaedic oncology
•Stroke and aneurysms
•Bone void fillers
•Bone fusion
•Soft tissue repair
•Orthopaedic trauma
•Nuclear radiation and oncology
•Cataracts, presbyopia and myopia
SPINEORTHOPAEDICS CEREBROVASCULAR AESTHETICSALLOGRAFTSCARDIOLOGY OPTHALMOLOGY NUCLEAR THERAPY BLOOD MGMT
ANZ Distribution & Allografts
SE Asia Distribution
43

Strategic sourcing delivers channel
optimisation and technical innovation
Coordination of surgeon led design
projects
Dedicated marketing teams for product
strategy and lifecycle management
Market leading sales representatives with
access to ongoing skills training
Sales representatives typically have
significant medical or healthcare experience
and a bachelor of sciences or similar tertiary
qualification
In certain therapeutic market
segments, a sales representative
may be present in surgery
Turnkey capital installs and
service
Dedicated professional education team
facilitates world class training for health
care professionals, strongly supported by
key partner surgeons
Market access team can coordinate
regulatory approval and reimbursement
on behalf of manufacturers
Quality assurance & comprehensive
post market surveillance
Regulatory &
Compliance
Clinician
Training
Manufacturer
Clinician /
Customer
Product
Sourcing
Specialised
Staff
After Sales
Care
DISTRIBUTION BUSINESSES OPERATE A FULL-SERVICE MODEL
Represents key activity for distributors
44

OEM REPRESENTATION
•Established channel and expert salesforce
with deep product knowledge and
strong surgeon and customer relationships
•Extensive understanding of local market
regulation and reimbursement
•Significant infrastructure and logistics
services in place including quality assurance
Why OEMs use a distributor vs direct
We represent leading medical technology companies
Diverse OEM profile with low customer concentration and long
term partnerships with significant tenure
We provide a valuable service to global leading medical technology companies and have an expert salesforce that are strongly
aligned to achieve growth
45

SEGMENT SIZE AND LANDSCAPE
Source: Management estimates.
We operate in a A$20bn+ segment across ANZ and Southeast Asia, with a robust growth outlook and opportunities for
consolidation
Segment size
A$9 billion+
Mid single digitMid to high single digit
Highly fragmented, few multi-country players
A$12 billion+
Australia and New ZealandSouth East Asia
Segment
growth
Competitive
landscape
Fragmented
46

INDUSTRY TRENDS
3.0% CAGR
over the last 5 years
Private hospital prostheses procedures
in Australia
1
~65%
of procedures are for those aged 50+
No. of procedures by age group
2
+12%
increase compared to pre-COVID-19
Number of patients in NSW on
waiting list ready for surgery
3
Source: 1. APRA Private health insurance prostheses report, June 2022 quarterly report. 2. AIHW 2020 – 2021 data cube. 3. Bureau of Health Information (NSW).
0.0m
1.0m
2.0m
3.0m
4.0m
5.0m
6.0m
1.5m
2.5m
3.5m
2018 2019 2020 2021 2022
40k
80k
120k
Dec 2019
Mar 2020
Jun 2020
Sep 2020
Dec 2020
Mar 2021
Jun 2021
Sep 2021
Dec 2021
Mar 2022
Jun 2022
47

Key success factors
EBOS MEDICAL TECHNOLOGY STRATEGY
48
We use collective knowledge and our innovative approach to solve problems for our patients by tailoring solutions through
our trusted network
Access to
innovation
through supplier
relationships &
complementary
manufacturing
Track record of
innovation
High degree of
customer focus
Ability to work
closely with
surgeons and
respond quickly
to critical needs
of patients
Strategic priorities
Build a connected and engaged regional distribution platform,
providing both customers and employees with a high value
proposition and exceptional experience
Reinforce and build out focused therapeutic channels across the
region, each with substantial scale and leading positions
Add scale including new therapeutic channels and new
geographies through strategic M&A and preferred partner
arrangements with established OEMs
Continued investment in R&D and manufacturing capability,
owning IP and securing strategic commercial partnerships that
benefit the division as a whole
1
2
3
4
1234
Market insight
& connectivity
Our people and
our connections
give us access
to leading
thinking and
technologies
Highly
experienced
team
The combined
knowledge of
the full team is
substantial and
a key point of
differentiation

Our vision
Creating life-changing solutions for
patients across Asia Pacific that drive
positive outcomes in their lives
49

ANIMAL CARE
Julie Dillon
CEO, Animal Care
50

INTRODUCTION TO ANIMAL CARE
51
Primary
businesses
Pharmacy Wholesale
Hospital Medicines Wholesale
Medical Consumables
Distribution
Hospital Pharmacy
Management
Contract LogisticsPet Brands
Vet Wholesale
Pet Retail
Medical Devices Distribution
Business unit responsibility
Healthcare
Community PharmacyInstitutional HealthcareContract Logistics
Animal Care
TerryWhite Chemmart
Other Pharmacy
Management Brands

ANIMAL CARE OVERVIEW
52Notes: 1. Based on management estimates
Animal Care has leading pet brands, is the #1 vet wholesaler in Australia and has a 50% stake in the #1 pet specialty retailer in
New Zealand
Pet BrandsVet WholesalePet Retail
Description
Leading pet brands for specialty pet
food and grocery pet treats
Australia’s #1 vet wholesaler
1
#1 pet specialty retail store in New
Zealand with 50 locations
Key brands
Animates
Customers
6,800+ retail stores across
Australia and New Zealand
2,400+ vet clinics across AustraliaPet parents

INDUSTRY TRENDS
53Source: Animal Medicines Australia, 2021 “Pets and the Pandemic. Data for Australia only.
The industry has seen considerable growth, driven by increased pet ownership
28.5
30.4
20192021
Pet population in Australia has
grown (millions)
...with the proportion of pet owning
households increasing...
...primarily driven by growth in dog
and cat ownership
+6.7%
61%
69%
20192021
20192021
# of dogs
# of cats
+24% increase
+30% increase
2019
2021

Key success factors
ANIMAL CARE STRATEGY
54
Providing quality nutrition and wellbeing for pets through trusted brands, and excellent service to veterinary clinics
Strong brand
appeal among
breeders, experts
and pet parents
Trusted brands
Scale in attractive
segments
Partner of choice
for vet clinics
Leading segment
shares
Significant growth
potential
Efficient and
responsive partner
for Vet clinics
123
Strategic priorities
1
Building strong brands: Black Hawk and Vitapet
2
Accelerated new product development pipeline
3
Leverage in house manufacturing – quality, efficiencies
and new products

PET CARE KITCHEN
55
Our new manufacturing facility is pioneering world class technology to create the highest quality kibble in Australia
12
34
12
34
~A$80m
invested
2022
year completed
60+
employees from
Parkes
24 / 5
hours / days a
week
Pet Care Kitchen exterior External storage silos
Finished Black Hawk
product for shipping
45%
ingredients
sourced within
200km radius
100%
Australian meat
and salmon
80%
Australian
population within
12 hours drive
Legend:
Human
food grade
facility
Strategically located in Parkes, NSW
Multi head weigher

PET CARE KITCHEN
56
At the forefront of our ESG Strategy
•Locally sourced:45% of the ingredients
used in production are sourced within
200km of the property, reducing transport
miles.
•Partnering with local farmers:ensures
ingredients used meet Black Hawk’s
exacting specifications. Farmers have
guaranteed market demand
•Carbon reduction:progressing with
scoping of a 18.8 MW solar array in Parkes,
which will be sized to meet the whole
Group’s expected electricity requirements in
Australia

WRAP-UP
57
Attractive sector and brands with strong potential
Leading brands with
a strong track record
Efficient and trusted partner
to the veterinary profession
Well positioned to deliver innovation
with new world class manufacturing facility
Significant growth potential in
new segments and markets

SUSTAINABILITY
Simon Bunde
Executive General Manager, Strategic Operations, ESG and
Innovation
58

FIVE PILLARS AND KEY STAKEHOLDER GROUPS
59

CARBON NEUTRALITY
Placeholder image
Scope 1 emissions
FY23
Scope 1 and 2 emissions
FY27
Scope 1, 2 and 3 building
emissions
FY28
Carbon neutral targets
We have commenced our journey to carbon neutrality with clear targets for the immediate future
60

SUSTAINABLE PACKAGING
1
2
3
4
5
Sustainable packaging development journey
Understand position and opportunities
Identify and engage the right people
Review existing packaging
Implement Sustainable Packaging Principles
Track and report progress
Commencing 2025 or earlier, we plan to convert all packaging for our brands into reusable, recyclable, or compostable
materials
61

ETHICAL SOURCING
Focus areas of our Ethical Sourcing Framework
Modern SlaveryChild labour
Health and
safety
Compliance
with other laws,
including
international
sanctions
Compliance with
labour laws,
including wage
compliance
Environmental
standards
The goal of the Group’s strategy on ethical sourcing is to engage with suppliers who are aligned with our corporate values on
protecting human rights and the environment
62

OTHER INITIATIVES
Our ESG ambitions are founded on stakeholder feedback and are being embedded in our strategy and processes
Continue to develop our governance
model and internal processes to assess
climate-related risk and opportunities.
We are committed to protecting the
confidentiality, integrity, and availability
of data, in particular personal data
Governance and Climate-
related Financial Disclosures
Data Security
63
Reflects our vision to create an
environment that is safe, inclusive and
is reflective of the communities in
which we operate
Safety, Diversity and
Inclusion

PEOPLE AND
CULTURE
Jacinta McCarthy
Group General Manager, Human Resources
64

65
Building an engaged, diverse and talented workforce is key to our success
EBOS PEOPLE PROFILE
Location
1
73% Australia
27% New Zealand
3,600
permanent
employees
1
79% full-time
21% part-time
Contract
1
90% permanent
10% temporary
Age
1
19% <30 years
51% 30 – 49 years
30% ≥50 years
<1% undisclosed
Gender
1
57% women
43% men
Share of
women Board
Members
43% women
Share of
women in senior
management
2
36% women
Participate in
collective
bargaining
agreements
1
40%
Notes: 1. As at 30 June 2022 and all stats related to Australia and New Zealand (Asia excluded). Excludes LifeHealthcare, Transmedic and Australian Biotechnologies employees. 2.
Senior management refers to CEO and direct reports.

Talent & Capability Performance & Reward Culture & Engagement Safety & Wellness
Attract & build people
capability to equip our leaders
and teams to deliver our
strategic plan.
Strive for high performance &
reward behaviours and success
aligned to the strategic plan.
Listen to our people and build
a diverse & inclusive culture
that is reflective of the
communities in which we
operate.
Continue to reduce the
incidence of work-related
injuries, reduce risk and
promote health, safety and
drive Wellness at Work – Safety
Matters.
PEOPLE & CULTURE STRATEGY
66

Work Health and Safety framework
WORKPLACE HEALTH AND SAFETY
People
Invest in WHS leadership and
accountability and culture
Wellbeing
Deliver meaningful and engaging
wellbeing programs
Risk
management
Reduce exposure to workplace risk and
incidence of workplace injuries
Compliance
Continually improve WHS Management
systems
Injury
management
Improve injury management outcomes
ↆ16%
lost time
injuries
ↆ46%
total recordable
injuries
ↆ62%
medical
treatment
injuries
0
Workplace
fatalities
Key highlights FY22
67

www.ebosgroup.com