FY 2024 Climate Statement

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



30 October 2024
NZX/ASX Code: EBO

FY 2024 Climate Statement


Please see attached EBOS’ Climate Statement in respect of the year ended 30 June 2024. A copy is
also available at: https://www.ebosgroup.com/sustainability/climate-statement.


Authorised for lodgement with NZX and ASX by Janelle Cain, General Counsel, EBOS Group
Limited.

Contact:
Janelle Cain
General Counsel
EBOS Group Limited
+ 61 3 9918 5555

EBOS Climate-related Disclosure for FY24
1
Climate-related Disclosures
for FY24
Climate
Statement

EBOS Climate-related Disclosure for FY24
2
Table 1: Overview of climate scenarios
Table 2: Overview of projected climate hazards arising under all climate scenarios assessed
Table 3: Climate-related risks
Table 4: Climate-related opportunities
Table 5: Anticipated physical impacts for key facilities
Table 6: EBOS’ transition plan progress to date
Table 7: GHG emissions
Table 8: Other metrics
Table 9: Targets
Figure 1: Organisational Structure and ESG Steering Committee composition
Figure 2: Gross Operating Revenue
Figure 3: Tools and methods used for scenario-based analysis
TABLES
FIGURES
CONTENTS
1. Introduction 3
2. Governance 5
3. Strategy 7
4. Risk Management 15
5. Metrics and Targets 16

EBOS Climate-related Disclosure for FY24
3
1. INTRODUCTION
1.1 Purpose
This Climate Statement has been prepared to inform investors,
potential investors, lenders and other creditors (being defined
categories of ‘primary users’ of this Climate Statement) about
material climate-related matters for EBOS Group Limited (EBOS
or the Group) as required by the New Zealand Financial Markets
Conduct Act 2013 (FMCA).
For our broader stakeholder group, we also publish an annual
Sustainability Report which provides a comprehensive overview
of our ESG activities and strategies, including Ethical Sourcing,
Our People, Community and Environment, Data Security and
Privacy, Sustainable Packaging and more. These reports can be
found online at: https://www.ebosgroup.com/sustainability/
our-esg-program.
1.2 Statement of compliance
This Climate Statement has been prepared by EBOS for the
period 1 July 2023 – 30 June 2024 (FY24). It has been prepared in
accordance with the ‘Aotearoa New Zealand Climate Standards’
(the Standards) issued on 14 December 2022 by the New Zealand
External Reporting Board pursuant to section 12(aa) of the Financial
Reporting Act 2013, which are:
• Aotearoa New Zealand Climate Standard 1: Climate-related
Disclosures (NZ CS 1);
• Aotearoa New Zealand Climate Standard 2: First-time Adoption
of Aotearoa New Zealand Climate Standards (NZ CS 2); and
• Aotearoa New Zealand Climate Standard 3: General Requirements
for Climate-related Disclosures (NZ CS 3).
Pursuant to section 27(1) and section 28(2) of the Financial
Reporting Act 2013, the Standards came into effect on 1 January
2023. As a climate reporting entity under the FMCA, EBOS must
prepare group climate statements that comply with the Standards
for the first time in respect to FY24.
1.3 Reporting period and entity
The climate-related disclosures in this report have been prepared
for the same reporting period and reporting entity and in the same
presentation currency as the Group’s annual financial statements
for FY24, except if indicated otherwise.
1.4 Principles of reporting
EBOS has applied the Principles for Information and Presentation
set out in NZ CS 3 when preparing and presenting climate-related
disclosures in this report. We have applied judgement to identify
information for inclusion in this report involving both quantitative
and qualitative considerations.
This report is EBOS’ first mandatory Climate Statement and sets
out EBOS’ current understanding of EBOS’ climate-related risks
and opportunities, our current and anticipated impacts of climate
change on EBOS, and how we manage these risks. The information
contained in this report reflects our current understanding as at
30 October 2024 in respect of FY24.
We acknowledge that our understanding of these risks and
opportunities and the inputs we have, on which we based our
understanding, are evolving, and in many cases are novel
and based on significant assumptions. The representations in
this Climate Statement are accordingly subject to significant
uncertainties and assumptions.
The risks and opportunities described here, and our strategies to
achieve our targets, may not eventuate or may be more or less
significant than anticipated. There are many factors that could
cause EBOS’ actual results, or performance or achievement of
climate-related metrics (including targets) to differ materially from
that described, including economic and technological viability,
as well as climatic, government, consumer, and market factors
outside of EBOS’ control. EBOS has sought to provide a reasonable
basis for forward-looking statements and is committed to
progressing our response to climate-related risks and opportunities
over time, but we caution reliance on aspects of this report that are
necessarily less reliable than other aspects of our annual reporting.
In some cases, we rely on suitably qualified third parties for
information included in this report (for example, but not limited
to, projected climate hazards and anticipated impacts). The
information available from third parties may change over time
due to a number of factors, including a change in reporting
methodology or changes in reporting standards applying to that
third party.
This report contains forward looking statements, including climate
related scenarios, targets, assumptions, climate projections,
forecasts, statements of EBOS’ future intentions, estimates and
judgements. These statements involve assumptions, forecasts and
projections about EBOS’ present and future strategies and the
environment in which EBOS will operate in the future, which are
inherently uncertain and subject to limitations, particularly as to
inputs, available data and information which is likely to change.
This report is not an offer document and does not constitute an
offer or invitation or investment recommendation to distribute or
purchase securities, shares, or other interests. Nothing in this report
should be interpreted as capital growth, earnings or any other legal,
financial tax or other advice or guidance. For detailed information
on our financial performance, please refer to our Annual Report.
To the maximum extent permitted by law, EBOS and its directors,
officers, employees and contractors shall not be liable for any loss or
damage arising in any way from or in connection with any information
provided or omitted as part of these Climate Statements.
1.5 Risks, including in relation to targets
Regulatory approvals/ changes impacting solar arrays:
The ability to meet the targets relies, in part, on the construction
and commissioning of solar arrays in Australia and the entry into
relevant agreements related to those solar arrays. This may be
impacted by delays in regulatory approvals or regulatory changes.
Availability of carbon credits and offsets: the ability to meet the
targets relies, in part, on Australian Carbon Credit Units (ACCUs)
1

being available at an economic price. The Group does not control
the price of ACCUs. If the price of ACCUs was to substantially
increase such that it was uneconomic for the Group to purchase
ACCUs (or a recognised equivalent), this would impact the Group’s
ability to offset its emissions.
Use of unaccredited offsets: The Group reports on carbon offsets
generated by Greenfleet, a long-standing partner of the Group.
Unlike ACCUs, these offsets are not accredited but are subject to
assurance by an independent third party engaged by Greenfleet.
If we set targets for certain Scope 3 emissions in the future, we
may rely on Greenfleet offsets. If Greenfleet cannot generate the
expected carbon offsets for any reason, this will impact the Group’s
ability to offset emissions and would require the Group to acquire
offsets from an alternative source, such as ACCUs, which cost could
substantially increase such that it was uneconomic for the Group to
buy them.
1 One ACCU represents one tonne of carbon dioxide equivalent (tCO2-e) that would have otherwise been released into the atmosphere under the Australian Government’s
Australian Carbon Credit Unit (ACCU) Scheme.

EBOS Climate-related Disclosure for FY24
4
Leased sites: The Group has a mix of owned and leased sites.
Where large sites are leased and are capable of doing so, the Group
will work with the landlord on measures to limit carbon emissions
from the building. However, it is possible that the landlord may
refuse or limit the Group’s requirements.
Increased GHG inventory: The Group has a well-established
strategy of investing for growth, including through acquisitions.
If and when businesses are acquired, these will be included in our
greenhouse gas (GHG) inventory (the timing of including acquired
businesses is more fully described below). There is no guarantee
that the Group will be able to meet any future targets related to
GHG emissions where there is a material increase in the Group’s
GHG inventory as a result of acquisitions. In addition, an increase in
the Group’s GHG inventory could lead to a corresponding increase
in the amount of offsets acquired by the Group or an increase in
costs related to measures to limit GHG emissions.
Regulatory, policy and market practice risks: There have been and
continue to be frequent changes in climate-related policies, laws
and market practice in the markets in which the Group operates.
The dynamic regulatory environment and developing market
practice could create uncertainty and complicate long-term
planning – for example, changes in expectations or requirements
regarding the use of offsets could risk the Group’s ability to meet its
current and future targets. The implementation of stricter emission
reduction targets or sustainability standards may necessitate
significant operational changes and investment. The financial
burden of complying with new regulations, including reporting and
mitigation requirements, could result in increased costs for the
Group.
Operational risks: In order to achieve its targets, the Group will
need to invest in projects such as the solar arrays. There may be
unforeseen additional direct and indirect costs associated with
implementing such projects, for example the cost of materials and
labour, supply shortages and latent conditions.
Reliance on third party information: The Group relies in part on
suitably qualified third parties for information included in this
document (for example, but not limited to, projected climate
hazards and anticipated impacts). The information available from
third parties may change over time due to a number of factors,
including a change in reporting methodology or changes in
reporting standards applying to that third party.
Technological advances and adoption of technology: The targets
(both present and potential future targets) and the Group’s
transition plan will be dependent on the availability of technology
that is feasible on both a commercial and technical basis.
1.6 Adoption provisions
In this report, EBOS has elected to apply the following NZ CS 2
adoption provisions:
• Adoption provision 1: Current financial impacts
• Adoption provision 2: Anticipated financial impacts
• Adoption provision 3: Transition planning
• Adoption provision 4: Scope 3 GHG emissions
• Adoption provision 6: Comparatives for metrics
• Adoption provision 7: Analysis of trends

EBOS Climate-related Disclosure for FY24
5
2. GOVERNANCE
This section describes the role of the EBOS Board in overseeing
climate-related risks and opportunities, and the role of
management in assessing and managing those considerations.
2.1 Governance of climate-related risks and opportunities
In accordance with our Corporate Governance Code, the Board
has responsibility for approving, overseeing and monitoring the
Group’s response to and management of climate-related risks
and opportunities. It has established regular reporting to guide
and monitor implementation of EBOS’ ESG program, including
assessment and management of climate-related impacts, in line
with other aspects of corporate strategy.
In FY24, the Board held six regular meetings. The ESG Update,
which included consideration of climate-related impacts, was
included on the agenda at each of these meetings.
Board-level reporting cadence
• The Board reviews the Group’s strategic risk profile (this includes
climate-related risks which are incorporated into specific
non-financial risks such as ‘supply chain disruption’ and ‘loss of
critical operations’) typically annually. The Board also approves
the Group’s risk appetite statements setting out the level of risk
the Group is willing to take in relation to specific risk categories.
• The Chief Executive Officer (CEO), or a member of the executive
leadership team, reports to the Board on the Group’s ESG Update,
including climate-related performance, at each Board meeting.
The CEO, with input from the ESG Steering Committee, proposes
GHG emissions metrics and targets for managing climate-related
risks and opportunities which are then presented to the Board
for review, input and approval. Progress towards achievement of
these metrics and targets is reviewed at least annually.
• The Board reviews and approves the Group’s annual Sustainability
Report and annual Climate Statement.
• The Board approves the Group’s Carbon Reduction Plan (CRP)
which is reviewed periodically and includes certain metrics and
targets.
• Whenever applicable, the Board intends to consider climate-
related impacts of all material investments, including mergers
and acquisitions and investments in infrastructure and physical
assets with technical or economic lifespans exceeding five years.
Board materials for these investments will include a statement
on relevant climate-related risks and opportunities. For assets,
Board materials will include the expected impact on Scope 1 and
2 emissions.
Role of the Audit and Risk Committee
The Audit and Risk Committee (ARC) is a committee of the Board
and is made up of a subset of members of the Board. In accordance
with its Charter, the ARC assists the Board in exercising due care,
diligence and skill for identifying and monitoring material business
risks, including climate risks.
The ARC had three regular meetings in FY24. The CEO and Chief
Financial Officer (CFO) report to the ARC on strategic risks,
including climate-related risks, at every regular ARC meeting.
Through this reporting, the ARC monitors the Group’s strategic
risk profile and the implementation of risk appetite levels, which it
reports back to the Board.
The ARC also reviews (and recommends for approval) the Group’s
annual Climate Statement.
2.2 Board training and competence
The Board undertakes appropriate training as set out in the
Corporate Governance Code. Formal training on climate risk
approximately every two years supports Board members to keep
up to date about the evolving climate-related risk and opportunity
landscape. Additional ad-hoc training will be provided in response
to major new developments, as required.
The Board skills matrix has been updated to reflect Board
members’ experience in developing and overseeing environmental
and social responsibility agendas, and specifically, programs
related to climate risk.
2.3 Impact on strategic decision-making
In addition to considering climate-related impacts of material
investments, the Board considers climate change impacts as part
of the Group’s broader responsibilities to the communities we serve
as documented in our annual Sustainability Reports and Annual
Reports. These reports are also reviewed and approved by the
Board. Climate change considerations fall within the Community
and Environment pillar of our ESG Program, together with other
material topics.
In FY24, we continued to develop our CRP. The CRP further
enhances and refines the Group’s response to climate change by
setting out the Group’s strategy for responding to climate-related
risks and opportunities as we transition to a low-carbon economy.
2.4 Management of climate-related risks and opportunities
At a management level, the CEO and CFO report to the Board
and the ARC on how the Group’s material business risks are being
managed effectively and updates the risk rating of strategic risks
on an ongoing basis. Management presents proposed changes to
the Board, or the ARC as required.
The CEO has delegated responsibilities for executive management
of the identification of the Group’s climate-related risks and
opportunities to the ESG Steering Committee, chaired by the
Executive General Manager Strategic Operations, ESG
and Innovation.
In accordance with its Charter, the ESG Steering Committee is
composed of executive leaders of the Group’s major business
functions with responsibility for the ESG Program (Figure 1).
The ESG Program comprises various sub-strategies focused
on material topics identified and refined through stakeholder
engagement.
The ESG Steering Committee meets at least quarterly to monitor
the implementation of the ESG Program, including climate-related
metrics, targets, risks and opportunities. It prepares the Group’s
annual Sustainability Report for Board approval and recommends
improvements for the ESG Program and related management
processes, as needed, to the CEO, ARC and Board. These are
the key formal mechanisms for management to be informed
about, make decisions on and monitor climate-related risks and
opportunities.
The ESG Steering Committee oversees the preparation of the
Group’s annual Climate Statement in compliance with relevant
legislation. The Climate Statement is reviewed by the Group CEO
and CFO prior to being presented to the ARC for review and Board
for approval.

EBOS Climate-related Disclosure for FY24
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Figure 1: Organisational Structure and ESG Steering Committee composition
Corporate
Communications
Manager
LifeHealthcare
Quality,
Sustainability
and Governance
Manager
Head of
Communications
and Corporate
Affairs
Group General
Manager HR
LifeHealthcare
Chief Financial
Officer
General
Counsel
Executive
General Manager,
Strategy and
Mergers &
Acquisitions
Animal Care
Head of R&D &
Innovation
Executive
General Manager,
Healthcare
Logistics
Australia

Group CEO
ESG Steering Committee

(Chairperson – Executive General Manager,
Strategic Operations, ESG and Innovation)
Audit and Risk Committee
Board
2.5 Remuneration
While progress in relation to the Group’s ESG Program is factored into the
determination of the CEO short-term incentive outcome, climate-related
performance metrics are not currently incorporated into the Group’s executive
remuneration policies or approaches. We intend to consider periodically if
climate-related targets should be included in executive remuneration with due
consideration of the materiality of identified risks and the Group’s performance
against plans and targets.

EBOS Climate-related Disclosure for FY24
7
3. STRATEGY
This section describes current and anticipated impacts of climate
change referencing the Group’s climate scenario analysis,
identification of climate-related risks and opportunities, and
positioning with respect to a global and domestic transition toward
a low-emissions, climate-resilient future.
The content of this section reflects findings from a standalone
climate scenario analysis (which included a climate risk and
opportunities assessment) undertaken in FY23 with the assistance
of an external qualified New Zealand-based service provider and
information provided by one of our insurers.
The inclusion of specific climate-related impacts, risks and
opportunities in this statement does not necessarily indicate that
the Group considers them material or to have a potentially material
financial impact. The Group is undertaking further work to assess
the financial impacts of current and anticipated climate-related
physical and transition impacts on the Group.
3.1 Current impacts
Current climate-related impacts for the Group fall into two
categories:
• Physical impacts arise directly from climate system changes.
These can be further distinguished between event driven
exposures, which are referred to as acute risk, and longer-term
shifts in climate patterns, which are referred to as chronic risk.
• Transitional impacts arise as regulators, customers, business
partners, local communities and the economy at large adapt to
climate change by transitioning to a lower-carbon future.
This process is likely to involve changes in technology and the
market availability of products and services as well as new
regulations and evolving customer demands.
3.1.1 Physical impacts
The Group experienced acute physical weather-related events that
could be attributed to climate change during the reporting period,
none had an impact we consider material. For example, tropical
cyclone Kirrily struck Queensland in January 2024, cutting power
to thousands of homes and businesses including our Townsville
distribution centre. The emergency generators were activated to
maintain critical temperature control for cold chain medicines.
We did not incur any notable damage and deliveries to customers
resumed with the opening of roads and airports.
3.1.2 Transition impacts
EBOS has not experienced any material climate-related transition
impacts in FY24. We are taking action as a Group to implement a
range of initiatives intended to advance the transition aspects of
our strategy, including emissions reduction initiatives, described
in Table 6. These initiatives require resourcing which is a resulting
impact on the Group.
3.2 Scenario analysis
The Group’s scenario analysis considered three scenarios
based on Representative Concentration Pathways (RCPs)
and Shared Socioeconomic Pathways (SSPs) sourced from
the Intergovernmental Panel on Climate Change (IPCC) Fifth
Assessment Report (Table 1). Our 1.5-degree Celsius scenario is
based on RCP 2.6 and our 3-degree scenario on RCP 8.5. For our
third scenario we have chosen a 2-degree scenario based on RCP
4.5. We selected these scenarios as they outline a broad range
of possible and generally well-documented futures over multiple
horizons that encompass the whole Group’s operations.
Overseen by the Board and managed by the ESG Steering
Committee, a scenario analysis was undertaken in consultation
with external advisors and a selection of internal management
stakeholders in FY23. The outcome of this stand-alone exercise was
reported to the ARC and was consistent with information provided
by our insurers.
A diagram of the program of work is depicted in Figure 3 –
Tools and Methods used for Scenario Analysis on page 15.

EBOS Climate-related Disclosure for FY24
8
Physical climate scenarioRCP 2.6RCP 4.5RCP 8.5
DescriptionConsidered the best case for
limiting climate change impacts,
this scenario requires a major
turn-around in climate policies
and concerted worldwide
actions to reduce GHG emissions
drastically. Global mean surface
temperature continues to rise but
is projected to stay below
two degree Celsius above
pre-industrial levels.
An intermediate scenario that
assumes a stabilisation of GHG
emissions by 2050 and declining
afterwards. Global mean surface
temperature continues to rise and
is projected to reach two degrees
Celsius above pre-industrial
levels.
Representing a possible worst-
case scenario with a continued
rise in GHG emissions past 2050.
Global mean surface temperature
continues to rise and is projected
to exceed two degrees Celsius
above pre-industrial levels.
Socio-economic scenarioSSP1: Sustainability-focused
growth and equality.
SSP2: Trends broadly follow
historical patterns.
SSP5: Unconstrained growth in
economic output.
Low challenges for mitigation
(resource efficiency) and
adaptation (rapid development).
Intermediate challenges.High challenges for mitigation
(regionalised energy and land
policies) and adaptation (slow
development).
Global GHG trajectoryNet zero by 2050.Stablisation by 2050, declining to
net zero thereafter.
Continued rise.
Global temperature
outcomes
<1.5 °C with limited overshoot
(Paris Agreement goal achieved).
>2 °C and <= 3 °C>3 °C
Physical impactsSupply chain and operational
disruptions from climate hazards.
More significant disruptions from
more extreme climate hazards.
More frequent and severe
impacts increasing over time.
Transition impactsTrend towards localisation of
production and smooth adoption
of low-carbon technologies.
Most significant of all scenarios.
Delayed, rapid, disorderly, and
costly transition.
Mixed impacts. Rising demand
for healthcare. Supply chain and
market disruptions.
Political context Strong mitigation and adaptation
policies. Compliance with
effective climate mandates.
Slow initial response followed
by disorderly implementation of
more severe climate mandates.
Focus on health, education, and
institutions. Uncoordinated and
reactive on climate adaptation.
Social contextProgressively aging population
(Australia and New Zealand) with
moderate growth and moderate
immigration.
Increasing social division. Aging
population with higher growth
driven by immigration.
Higher population growth driven
by immigration. Increasing
urbanisation and rising burden of
climate-related disease.
Technological contextRapid development and uptake of
affordable green technologies.
Slower development of green
technologies at higher cost.
Productivity-enhancing fossil
fuel dependent technologies
maximising production.
Economic contextCreation of new green jobs.
Incentives for localisation. Good
access to finance for firms with
strong ESG credentials.
Rising trade protectionism.
Increasing cost of finance.
Economic instability.
Higher economic growth. Strong
investment in health, education,
and institutions.
Energy pathwaysIncreasing renewables, declining
reliance on coal and fossil fuels.
Historical patterns continue.Energy-intensive, increasingly
fossil fuel-based growth.
Nature-based solutionsEffective international
cooperation on land use,
including deforestation and
agriculture.
Limited efforts on deforestation
and agriculture.
Continued deforestation.
Negative emissions
technologies
Some reliance on negative
emissions e.g. bioenergy with
carbon capture and storage.
Low reliance on negative
emissions.
Not applicable.
Table 1: Overview of climate scenarios

EBOS Climate-related Disclosure for FY24
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As our strategy continues to develop, we are evaluating climate
hazards under each scenario impacting the Group’s operations
across Australia and New Zealand (Table 2) using historical data
and forward-looking projections from local data sources
(e.g. NIWA for New Zealand and Bureau of Meteorology and CSIRO
for Australia). Where such data is not readily available, we refer to
reputable sources such as the World Resources Institute (WRI) and
peer-reviewed scientific journals.
Additionally, we have cross-referenced our scenario analysis with
the Climate Change Impact Reports from one of our insurers.
We did not undertake any modelling.
Australia New Zealand
HeatwavesMore extreme heat events
Greater frequency of very hot days in summer
TemperatureRising mean temperature – particularly New South
Wales (NSW)
More extremely hot days
Fewer extremely cool days
Extreme heat may trigger bushfires
More hot days
BushfiresMore days with extreme fire danger – specifically
NSW, Western Australia (WA)
DroughtDeclining rainfall, especially in the cool season –
specifically WA, Victoria (VIC), South Australia (SA),
Queensland (QLD) and Tasmania (TAS)
Increasing duration of droughts
Increasing frequency and duration of extreme
droughts
PrecipitationIncreasing frequency and intensity of extreme
rainfall events – specifically QLD, VIC
Increase in rainfall intensity – particularly Auckland
WindIncreasing wind speeds associated with tropical
cyclones, winter storms, thunderstorms and
tornados – specifically TAS, VIC, WA, NSW
Sea-level riseIncreasing risk of coastal flood – specifically QLD,
SA, VIC
Increased risk of coastal flood – particularly
Wellington
Table 2: Overview of projected climate hazards arising under all climate scenarios assessed
Table note – coloured boxes indicate data not identified in the risk assessment.
3.3 Climate-related risks and opportunities
Headline climate-related risks for the Group have been identified
with an indication of ‘Exposure to threat’ and ‘Value chain
vulnerability’ (Table 3). Management has evaluated potential
impacts of the risks over three time horizons. These time horizons
align with published information, insurer assessments and internal
strategic planning horizons:
• Short-term (2 years to 2025)
• Medium-term (7 years to 2030)
• Long-term (27 years to 2050)
EBOS undertakes an annual strategic business review for a 3-year
period which aligns with the short-term horizon. Medium and
long-term horizons particularly apply to capital projects that could
have an economic and technical life of up to 20 years (up to 50
years for real estate). These horizons could also apply to property
leases that may have renewal options meaning that the total term
of such leases could be up to 25-30 years.
The Group’s business and distribution network is characterised by
low-to-moderate climate-related vulnerability. Notwithstanding
this, we continue to systemically evaluate operational risks, such
as fire and flooding, including the disruption of such events to
transport and utility services, for all key existing properties,
relocations and new developments. These assessments ensure that
appropriate mitigation measures are in place, including insurance,
backup systems, critical communications and fire protection.
The identified risks are generic and have general application to all
business units in all geographies.

EBOS Climate-related Disclosure for FY24
10
CategoryHeadline riskRisk assessmentTime horizon
Exposure
1
Vulnerability
2
Short 2025Medium 2030Long 2050
1Physical
(Acute/Chronic)
Demand for additional packaging
requirements
HighLow
✔
2Physical (Acute)Damage to EBOS assets/stock
from extreme weather events
ModerateModerate
✔✔✔
3Physical (Chronic)Increased demand for
temperature-controlled facilities
and operations
ModerateLow
✔✔✔
4Physical (Acute)Disruption to supply chain from
extreme weather events
ModerateLow
✔✔✔
5Physical (Chronic)Demand to hold stock closer to
market
ModerateLow
✔
6Physical (Acute)Reduced labour availability due
to employee relocation
LowModerate
✔
7Physical (Acute)Increasing resilience needs for
existing and new sites
LowLow
✔✔✔
8Transition (Tech)Reduction in capacity/ increased
costs of current methods of
transport
HighHigh
✔✔
9Transition (Market)Increased cost and reduced
access to insurance
HighModerate
✔✔
10Transition (Legal)Increased public sector
requirements to compete
HighModerate
✔✔
11Transition (Legal)Evolving regulatory and
customer/consumer expectations
HighLow
✔✔
12Transition (Social)Inability to retain workers due to
poor perception of sustainability
ModerateModerate
✔✔
13Transition (Social)Reputational risk associated with
“greenwashing”
ModerateLow
✔✔
14Transition (Social)Inability of suppliers/partners
to keep up with required rate of
change
LowModerate
✔✔
15Transition (Tech)Decarbonisation technologies
fail to provide expected/ required
investment return
LowLow
✔✔
16Transition (Tech)Poor reliability of new
decarbonisation technology
LowLow
✔✔
Table 3: Climate-related risks
Notes
1. Exposure to threat (% of EBOS value chain exposed): Low 0-25%; Moderate 25-50%; High 50-100%
2. Value chain vulnerability (likelihood of value chain being adversely affected): Low – Low likelihood; Moderate – Moderately likely; High – High likelihood

EBOS Climate-related Disclosure for FY24
11
EBOS may stand to benefit from climate-related transition
opportunities associated with the timely and cost-effective
transition to a low-carbon future, as listed in Table 4, however,
we do not consider any EBOS business activities to be uniquely
aligned with future climate-related opportunities. We continue
to explore these opportunities, and other opportunities, as a part
of our ‘business as usual’ disciplines and in the context of our
ESG Program but consider the financial impact currently to be
immaterial in the context of this disclosure.
When looking at potential opportunities, we have not distinguished
between the different time horizons. The identified opportunities
are generic and have general application to all business units in all
geographies.
3.4 Anticipated impacts
Building on the outcomes of the climate risk and opportunity
assessment, the Group has identified its reasonably anticipated
impacts of the climate-related risks identified above over the
medium-term (2030) and long-term (2050).
In relation to physical climate-related risks to our assets, we use
the Climate Change Impact Reports issued by our insurer for key
facilities. Table 5 provides a summary of the June 2024 report.
There are 33 key facilities, and these are defined as facilities visited
and audited by the insurer in the past five years. The exposure
is location-based and does not consider site-specific mitigating
controls. The Climate Change Impact Reports contain further
information for each exposed facility such as the change in
precipitation, temperature or sea level rise.
The insured value of these sites represents 83.1% of the total insured
value.
2
All facilities owned or leased are insured. The report confirms
some acute climate risk exposure to ‘Extreme Precipitation’, ‘Wind’
and to the chronic risk ‘Sea level Rise’. The report identified four
key facilities which have exposure to Sea level Rise, none of which
are owned by EBOS, but are leased from a third party. Australia
and New Zealand’s broad exposure to drought and the insurer’s
location-based definition means most key facilities are located in
areas with drought exposure. However, the financial impact of this
is not currently considered material to EBOS in consideration of its
business model and the location of its sites.
Sector/ EBOS businessIdentified opportunities
Manufacturing/ processingLower energy and water use and associated costs
Diversification of supply base helping to reduce climate risk exposure and costs
Better access to investment opportunities/capital due to lower climate risk compared with other industries
Early adoption of decarbonisation technologies (e.g. solar array) helping to reduce climate risk exposure
and costs
Wholesaling/ distributionSwitching vehicle fleet to renewable fuels helping to reduce climate risk exposure and costs
Business growth opportunities for distribution of climate adaptation medications (e.g. to combat dengue,
malaria)
Early adoption of decarbonisation technologies (e.g. solar array) helping to reduce climate risk exposure
and costs
Enhanced ability to attract and retain workers compared with emissions intensive industries, improving
competitiveness and reducing associated costs
Opportunities to benefit from synergies and consolidation of logistics activities (e.g. network design)
improving efficiency and helping to reduce climate risk exposure and costs
Retailing; HealthcareBetter market differentiation as preference of suppliers and consumers shifts in favour of low emission
products/services/organisations creating opportunities for business growth
Increasing demand for healthcare products, and expansion into new healthcare related sectors,
associated with increasing burden of disease linked to climate change
Table 4: Climate-related opportunities
2 The sum of coverage for property value and business interruption.

EBOS Climate-related Disclosure for FY24
12
EBOS key facilities
Medium term (2030)Long term (2050)
Climate peril#Exposed value
6
#Exposed value
6
Acute risks
Extreme precipitation
1
58.0%58.0%
Wind
2
28.2%28.2%
Chronic risks
Mean temperature rise
3
00.0%00.0%
Drought
4
3299.4%3299.4%
Sea level rise
5
412.2%412.2%
Table 5: Anticipated physical impacts for key facilities
Notes
1. Locations exposed to 100-year or 500-year flood based on insurer’s evaluation.
2. Locations situated in a Full Wind Evaluation (FWE) Zones or in regions with 100-year wind speeds exceeding 100 mph based on current engineering data or wind maps.
3. Locations situated in regions where future change in temperature exceeds the 75th percentile of global climate model projections by any of the three climate change
scenarios for the time period.
4. Locations situated in regions where future change in drought exceeds the 75th percentile of global climate model projections by any of the three climate change scenarios
for the time period.
5. Locations situated in coastal flood zones as determined by engineering data (if available) or low-elevation coastal zones (defined as a region with less than 10m terrain
elevation above mean see level and within 60 miles of nearest coastline).
6. Exposed value is the proportion of the Total Insured Value (property value and business interruption value) of the included facilities considered exposed.
We do not anticipate that climate-related transition risks will materially impact demand for the Group’s products and services. In the
medium to long-term, we recognise that our wholesaling and distribution business, currently representing 97% of Group revenue and 91%
of Gross Operating Revenue (GOR
3
), may be vulnerable to transition risks from reduction in third-party transport capacity and increased
cost. Given the nature of the Group’s activities, third-party transport is expected to be a part of the Group’s Scope 3 GHG emissions.
3 Gross Operating Revenue (GOR) comprises revenue less cost of sales.

EBOS Climate-related Disclosure for FY24
13
3.5 Transition planning
EBOS is the largest and most diversified Australasian marketer,
wholesaler and distributor of healthcare, medical and
pharmaceutical products and a leading marketer and distributor
of recognised animal care brands. Our core business offering is
to aggregate and supply healthcare and animal care products,
thereby simplifying the lives of our customers so they can focus on
what they do best.
The Group’s GOR is derived predominantly (91%) from providing
wholesale, distribution and contract logistics services as well
as franchisor income. We value our relationship with suppliers,
however, the Group’s strategic reliance on specific products, and
therefore, specific suppliers, is limited. Products can often be
substituted, and we are often guided or required by others, such as
regulators and customers, on what products we need to range and
supply. We compete on service aspects such as delivery in-full and
on-time and supplying a broad range of products. Many products
are subject to a regulated price, so price negotiations are limited.
We receive a distribution fee, a service fee or a markup on a list
price in compensation for services provided.
The Group’s remaining GOR (9%) is derived from EBOS-own
brand products we create, including pet food and treats, vitamins,
medicines, over-the-counter (OTC) products, medical consumables,
medication aids and software solutions. These products are
developed, processed or manufactured by the Group, or sourced
under licence or contract manufactured.
The fitness of our distribution network will continue to be a key
focal point for the Group’s corporate strategy. Building resilience
is an existing and embedded risk management discipline. We must
ensure our plans to reduce GHG emissions meet the reasonable
expectations of our stakeholders, including staff, customers,
suppliers and governments. In FY24, we focussed on developing
our CRP, which represents progress to date toward our transition
plan, to address risks and opportunities for our business related
to potential transition impacts, such as cost increases, regulatory
changes and evolving customer and consumer expectations.
Without targeted action, the Group’s GHG footprint would increase
in line with business growth. The CRP guides the transition of our
business model towards a lower-carbon one. Table 6 summarises
planned initiatives, progress and status.
In relation to reducing our Scopes 1 and 2 GHG emissions, we are
developing and implementing this plan in line with the following
principles:
• Prioritising actions based on materiality and influence of control,
focussing on electricity and gas, and in the future third-party
transport (which is expected to be a part of the Group’s Scope
3 emissions);
• Reducing emissions through energy efficiency improvements;
• Generating onsite renewable electricity;
• Switching to electrification to replace fossil fuels in stationary
and transport applications, where technically and commercially
feasible; and
• Acquiring offsets to balance residual Scopes 1 and 2 GHG
emissions.
We are working to align transition aspects of our strategy with
internal capital deployment as part of our governance and
integrated risk management processes. We do not consider our
capital currently deployed to climate risks and opportunities to
be material. When evaluating sustainability-related investment
decisions, we use an internal carbon price set at AU$40 per tonne.
Figure 2: Gross Operating Revenue
$143
9%
$1490
91%
GOR derived from providing predominantly wholesale,
distribution and contract logistics services, and franchisor
income.
GOR derived from products we create carrying EBOS-own
brand, including pet food and treats, vitamins, medicines,
over-the-counter (OTC) products, medical consumables,
medication aids and software solutions.
FY24 Gross Operating Revenue (GOR) $ millions

EBOS Climate-related Disclosure for FY24
14
Table 6: EBOS’ transition plan progress to date
IDInitiativeSector/ EBOS businessDescription and Status
1Performance
efficiencies –
Drive down
energy KPIs
Manufacturing/
processing;
Wholesaling/
distribution
For existing facilities, we are currently considering various energy efficiency
measures such as resetting cool room and freezer set points, upgrading to
LED lighting, installing lighting controls, cleaning skylights, fixing cool room
door seals, upgrading office air conditioning units, installing automatic high-
speed doors for air conditioning spaces, and auditing compressed air system
leakage. For new facilities, we consider energy efficiency in new developments
including onsite solar generation. We set a target for our distribution facilities
to reduce our grid-supplied electricity per square meter (sqm) floor space
(GLA – Gross Leasable Area) by 15% against a FY21 base line. For FY24 we
achieved a 10% grid-purchased electricity efficiency improvement per sqm
against the FY21 baseline from opening new, more efficient, facilities and
closing less energy-efficient facilities.
2Alternative energy
sources –
Renewables
We are looking to change the way we procure and use electricity in Australia
by generating and consuming renewable solar power. We are investing in a
large solar array to significantly reduce the Group’s reliance on procured
electricity at our Parkes pet food manufacturing site in NSW. We have
completed the 500kW roof-mounted array at our Parkes site and are now
working towards installation of a 5MW ground-mounted solar array at the
site. For FY24, we procured renewable electricity certificates (RECs) for
all electricity consumed at EBOS facilities in New Zealand
4
and procured
‘Greenpower’ accredited renewable electricity in relation to the electricity
consumed at three of our facilities in Australia
5
, resulting in zero residual
Scope 2 GHG emissions (under market-based GHG emission reporting) for
these facilities.
3Fuel switch –
fossil fuels to
electrification
and biofuel
We plan to transition away from using fossil fuels at our facilities by
progressively replacing existing fossil fuel powered equipment with low/
zero GHG emission equipment (e.g. run on electricity or biofuels), where it is
available and technically and commercially viable, and taking into account
the economic and technical life of existing assets.
4Fuel switch –
Electric Vehicles
Wholesaling/
distribution
We are assessing and intend to pursue commercially viable options to support
selected service providers in their transition to lower emissions vans and
small trucks, including electric alternatives. This initiative is dependent on
third-party service providers choosing to replace their vehicles. Our phased
and gradual approach recognises that assets have their economic and
technical life cycles. The conversion to low or zero-emission freight vehicles
on a meaningful scale is not yet considered to be commercially or technically
feasible.
5Circular economy
– Sustainable
packaging
Manufacturing/
processing; Wholesaling/
distribution
Initiatives on packaging stewardship, materials and waste reduction will
help to reduce emissions. Our grocery brands are on track to commence the
transition to more sustainable packaging in 2025 by eliminating hard-to-
recycle plastics to meet industry expectations and anticipated government
regulations.
6Offset –
acquiring and retiring
carbon credits
Wholesaling/
distribution
EBOS has a longstanding partnership with Greenfleet, a leading
environmental not-for-profit, to offset transport emissions. In our CRP we have
committed to increasing our donations to Greenfleet by acquiring 10% more
CO2e-offsets per year. Our donations are used for biodiverse reforestation
projects using native trees. For our FY24 donations, Greenfleet will plant trees
that are expected to sequester 18,260 tCO2e during their lifecycle.
We plan to use credible carbon credits such as ACCUs to offset residual Scope
1 and Scope 2 GHG emissions. For FY23 and FY24 we acquired and retired
2,984 and 3,530 ACCUs respectively, offsetting all reported Scope 1 emissions.
4 EBOS’ RECs were procured from Meridian Energy Limited – www.meridian.co.nz and Lodestone – www.lodestoneenergy.co.nz
5 Greenpower is an Australian government accredited renewable energy product offered by most electricity retailers to households and businesses in Australia. For more
information see https://www.greenpower.gov.au/.

EBOS Climate-related Disclosure for FY24
15
4. RISK MANAGEMENT
This section describes how climate-related risks are identified,
assessed and managed and how those processes are integrated
into our existing risk management processes.
4.1 Climate-related risk management processes
Climate-related risks are incorporated into the Group’s assessment
of strategic risks and proportionately prioritised compared to other
risks. We used the climate scenario analysis as the assessment
tool to assess the Group’s climate-related risks and opportunities
in FY23 (Figure 3). The scope of this assessment did not explicitly
exclude any part of the value chain.
To address the scale and diversity of our activities across
Healthcare and Animal Care, impacts for individual business
segments are consolidated up to a Group level.
The outcomes of this assessment were reported to the ARC and
the Board. We intend to assess the materiality of identified risks
and opportunities during FY25 and quantify the financial impact
as required. From FY26 onwards, the ESG Steering Committee
is committed under its Charter to conducting an annual review
of climate-related risks and opportunities. It is anticipated that
the Group will engage an external provider to support the review
approximately every three years.
As more fully described below, climate-related risks are
incorporated into the Group’s assessment of strategic risks based
on likelihood and consequence.
4.2 Overall risk management processes
The Group’s Risk Management Policy outlines measures
implemented by the Group to ensure appropriate management
of material risks across the business. Risk management is defined
as the identification, assessment and treatment of risks that have
the potential to materially impact the Group’s operations, people
and reputation, financial prospects, environment and communities
in which we work. The policy outlines the roles and responsibilities
of the Board, ARC and Management to achieve these objectives.
In assessing climate-related risks, we adopt the same time horizons
as for our scenario analysis, detailed in 3.1 - Climate-Related Risks
and Opportunities.
We assess the significance of material risks in the Group’s
strategic risk profile, which was last reviewed in August 2024,
using a likelihood and consequence matrix. Climate-related
impacts contribute to specific non-financial risk factors such
as ‘Supply chain disruption’ and ‘Loss of critical operations’.
Outcomes of the climate scenario analysis and insurance
assessments support, and are consistent with, the Group’s strategic
risk profile. We continue to review our exposure to material
environmental and social risks as part of the risk management
framework and plan to incorporate new strategic risks such as
those identified through climate scenario analysis and insurance
assessments. Building resilience, including resilience to natural
hazards and climate-related events, is an existing practice within
the Group’s property function when selecting and constructing new
distribution and manufacturing facilities.
Identify RisksDrivers of changeScope boundaryClimate scenariosImpact assessment
Key activitiesDocument reviewIdentify
opportunities
Identify and rank
drivers of change
Define
organisational
and operational
boundaries
Develop climate
scenarios
referencing RCPs
and drivers of
change
Understand risks
and opportunities
and their impacts
OutputsList of risks and
opportunities
List key information
to include in climate
scenarios
Specify scope of the
scenario analysis
Develop bespoke
narratives to
contextualise
analysis
Impact pathways
with qualitative
financial impacts
Areas of focusPhysical risks
Transition risks
Social
Technological
Economic
Environmental
Political
Global markets
Services and assets
Sites
Activities
RCP 2.6
RCP 4.5
RCP 8.5
Business impacts
– operations,
investments
Financial impacts –
CAPEX, OPEX, ROCE
Figure 3: Tools and methods used for scenario-based analysis

EBOS Climate-related Disclosure for FY24
16
5. METRICS AND TARGETS
This section describes how the Group measures and manages
climate-related risks and opportunities, including metrics and
targets.
5.1 GHG emissions
We apply the operational control approach for consolidating GHG
emissions. In line with Climate Active guidelines
6
, we include all
business units over which we have operational control, business
units that are appropriately embedded in our ongoing operations
and ones that have a carbon footprint we consider material
7
.
Business units EBOS wholly or partially owns are disclosed in our
Annual Reports.
For FY24 we have included all subsidiaries listed in our FY24 Annual
Report, excluding entities listed as investments in associates over
which we don’t have full management control such as Animates NZ
Holdings Limited and two small bolt-on acquisitions during FY24:
Protec Solutions Limited and CAB Medical Pty Limited. For clarity,
TWC and HPS pharmacies over which we don’t have operational
control are excluded but head office functions are included.
Table 7: GHG emissions
MetricsUnit of MeasureFY24 Data*Note
Scope 1 GHG emissionstCO2e3,5301,2,4
Scope 2 (location-based) GHG emissionstCO2e18,2891,3,4,5
Gross Scope 1 + Scope 2 GHG emissionstCO2e21,820
Scope 1 offsets tCO2e(3,530)6
Net Scope 1 + Scope 2 GHG emissionstCO2e18,289
Gross Scope 1 + Scope 2 GHG emissions intensity ratio for GHG emissions per Gross
Leasable Area (GLA) of distribution facilities
tCO2e/sqm GLA0.03947
Net Scope 1 + Scope 2 intensity ratio for GHG emissions per million dollar GORtCO2e/$ million GOR11.28
Notes
1. 124 facilities are reported in FY24 including commissioned and decommissioned facilities. The number at the close of 30 June 2024 is 115, of which we deem 67 (87.6% of GLA)
distribution facilities, 7 (8.6% of GLA) manufacturing facilities, and 41 offices (3.8 % of GLA).
2. Scope 1 includes fugitive gases and direct emissions from consumption of gas for domestic and industrial use and material handling equipment, fuel for generators, water
pumps and fire hydrants. The emissions factors are based on the Australian National Greenhouse Accounts, New Zealand Ministry for the Environment 2023 and Climate
Active accounting methods.
3. Scope 2 includes emissions from purchased electricity using location-based emission factors. The grid emissions factor for New Zealand is sourced from the Ministry of
Environment (2023), for Australia factors are sourced from the Australian National Greenhouse Accounts Factors (2023) and for Southeast Asia factors from the IEA report (2022).
4. Electricity and natural gas data have been calculated using electricity metering and billing data. Data gaps have been estimated. Estimated electricity is ~5.6%.
Estimated natural gas is ~8.6%.
5. Certified Renewable Energy (9.8GWh) was purchased for all facilities in New Zealand and GreenPower for three locations in Australia, however, this is not reflected in
location-based GHG emission reporting.
6. EBOS acquired and retired 3,530 Australian ACCUs to offset Scope 1 emissions, refer to note 1 for Table 9 (Targets).
7. Only distribution facilities operational for the entire reporting year are included in the calculation to simplify like-for-like reporting. Seven distribution facilities
commissioned during the year, but not operational for the entire reporting year, are not included, hence 60 distribution facilities are included in this metric for FY24.
GLA or ‘Gross Leasable Area’ refers to the size of a facility in square meters.
8. GOR or Gross Operating Revenue has the same meaning as given to it in our FY24 Annual Report.
6 https://www.climateactive.org.au
7 Each reporting period we will assess our organisational boundaries and we may exclude business units not wholly owned by EBOS (insufficient operational control), business
units with less than 10 employees (FTEs), or with an immaterial carbon footprint, or recent acquisitions, defined as acquisitions made within 18 months of the commencement
of the reporting period (not sufficiently embedded).

EBOS Climate-related Disclosure for FY24
17
5.2 Assurance of GHG emissions
The Group’s Scope 1 and Scope 2 GHG emissions are subject to
independent limited assurance by Bureau Veritas
https://www.ebosgroup.com/bureau-veritas-assurance.
5.3 Other metrics
Information on other metrics has been disclosed in other sections
of this statement (Table 8). We do not currently monitor industry-
based metrics or other KPIs to measure and manage climate-
related risks and opportunities.
Table 8: Other metrics
MetricsLocation of disclosure
Assets or business activities vulnerable to transition risks
Climate-related risks and opportunities
(Table 3)
Assets or business activities vulnerable to physical risks
Climate-related risks and opportunities
Transition planning (Table 3 & Table 5)
Assets, or business activities aligned with climate-related opportunities
Climate-related risks and opportunities
(Table 4 & Table 6)
Capital expenditure, financing, or investment deployed toward climate-related risks
and opportunities
Transition planning – section 3.5
Internal emissions price
Management remuneration linked to climate-related risks and opportunities
Remuneration – section 2.5
5.4 Targets
EBOS has established its GHG emissions metrics and targets to
steer progress in limiting global warming, guided by the Climate
Active Carbon Neutral Standard (although we are not certified
to this standard) to better understand and manage the GHG
emissions that occur as a result of EBOS’ operations (Table 9).
This Standard is underpinned by carbon accounting and offsets
integrity principles built on international best-practices, including
Australian Standard (AS) ISO 14064 series, International Standard
ISO 14040 series, ISO 14065:2013 – Greenhouse gases and The
Greenhouse Gas (GHG) Protocol. In our view, each of our targets
outline the Group’s ambition to move progressively toward zero
reported Scopes 1 and 2 GHG emissions after the deduction of
offsets. This opinion has not been informed or endorsed by any
specific methodologies provided by third parties and our targets
are not science-based and therefore not specifically aligned with
limiting global warming to 1.5 degrees Celsius.
We are currently focussed on reducing building-related Scope 1
and Scope 2 GHG emissions by improving energy efficiency and
switching to renewable energy sources in our facilities in Australia.
Since purchased electricity in New Zealand has a low emissions
factor, all of our top 20 sites with the highest Scope 2 GHG
emissions are in Australia. These 20 sites represent ~80% of total
Scope 2 building emissions for the Group.

EBOS Climate-related Disclosure for FY24
18
Table 9: Targets
IDMetrics and targetsTarget typeTarget yearStatusNotes
1Zero reported Scope 1 GHG
emissions after offsets (Gross Scope
1 GHG emissions minus offsets)
AbsoluteFY23Achieved 1
2Reduce grid-supplied electricity to
distribution facilities in Australia and
New Zealand (collectively) by 15%
against a FY21 baseline.
(kWH per square metre (GLA))
IntensityFY25Grid supplied
electricity reduced
by 10% kWH per
square metre
in FY24 (~66%
reduction against
FY21 baseline).
Refer to Table 6,
Initiative 1 for a
concise description
of our progress
against target.
2, 5
3Generate renewable energy to
match the electricity consumption of
all Australian sites
AbsoluteFY27Construction
underway. Refer to
Table 6, Initiative 2
for a description of
our progress.
3, 5
4Zero reported Scopes 1 and 2 GHG
emissions (market-based) after
offsets
AbsoluteFY27Not yet applicable:
dependent on
achievement of
Targets 2 and 3
above.
4, 5
Notes
1. During FY23, 5,500 ACCUs were acquired and retired. A further 3,000 ACCUs were acquired and retired during FY24. Of these ACCUs, 2,984 ACCUs were applied against FY23
Scope 1 emissions and 3,530 against FY24 Scope 1 emissions. The Climate Active Carbon Neutral Standard recognises various offsets including ACCUs. One ACCU represents
one tonne of carbon dioxide equivalent (tCO2-e) that would have otherwise been released into the atmosphere under the Australian Government’s Australian Carbon Credit
Unit (ACCU) Scheme. Under this scheme, eligible projects can earn ACCUs when they reduce or avoid emissions. Eligible projects must fulfil specific eligibility criteria and are
subject to ongoing monitoring, reporting and auditing requirements.
2. Reduction in electricity intensity per square meter (GLA) of distribution facilities. Electricity intensity is measured as kWH per square meter facility size. GLA means
Gross Leasable Area and is the key metric used for determining the facility size. The target is against an FY21 baseline of 86.0 kWh per sqm. Facilities commissioned and
decommissioned during the base year and the relevant reporting years are excluded from the measurement for simplicity.
3. We are planning to self-generate electricity equivalent to the electricity consumption of all our Australian sites at our pet food manufacturing facility in Parkes, NSW, as well
as other locations.
4. Target is based on market-based reporting and subject to achieving targets 2 and 3. We will rely on procuring green energy, such as Certified Renewable Energy in NZ and
may rely on acquiring and retiring offsets, such as ACCUs for residual Scopes 1 and 2 emissions.
5. There are a number of factors that may impact our ability to meet the targets set out in this Climate Statement which are described in sections 1.4 (Principles of Reporting)
and 1.5 (Risks, including in relation to targets).
5.5 Scope 3 GHG emission Targets
We are in the process of reviewing and establishing our Scope 3 boundaries, in particular the extent to which emissions associated with the
extended supply chain of our finished goods for resale (wholesaled goods) are incorporated given EBOS’ limited control and influence over
the GHG emissions of these goods given our business model. Table 6 includes a strategy to reduce our third-party freight emissions which
represent a limited subset of our Scope 3 emissions. We have elected not to establish a target for this initiative and intend to do so once
commercial and technological limitations are sufficiently overcome.
Signed on behalf of EBOS Group Limited by
Elizabeth Coutts
Chair
30 October 2024
Stuart McLauchlan
Director
30 October 2024

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