Annual Meeting 2024

20 November 2024
Scott Technology Annual Meeting 2024

CHAIRMAN’S ADDRESS
[Stuart McLauchlan, Chairman and Independent Director]

On behalf of the Board of Directors, I am pleased to welcome you to Scott Technology’s 2024 Annual
Shareholders’ Meeting and present the results and highlights of Scott’s financial year.
Today, we celebrate the achievements of the past year and share our vision for continued growth and value
creation in the years ahead. The resilience and success we have demonstrated in 2024 reflect the dedication and
excellence of our employees worldwide, as well as the strength of our world-class products and innovative
technology.
As we reflect on our achievements, it’s also important to acknowledge the broader business landscape in which
we operate. The global environment remains complex, and several persistent trends shaping the way we navigate
our markets:
• Though interest rates are starting to ease, they remain elevated compared to pre-pandemic levels.
• Inflation has moderated but still hovers above targets in many regions.
• Economic growth varies significantly across regions, adding to market unpredictability.
• Ongoing geopolitical tensions continue to drive companies toward nearshoring to strengthen supply
chain resilience.
Yet, amid these challenges, we see strong opportunities, and Scott is well-positioned to adapt and thrive. Our
global footprint empowers us to support customers as they adjust their operations to meet economic and
geopolitical shifts, offering solutions that enhance resilience and responsiveness in an ever-evolving market.
As businesses increasingly bring production closer to their core markets, Scott’s product-led solutions remain
critical assets in creating efficient, localised operations. Our strategic presence across North America, Europe,
Australasia, and China allows us to partner closely with companies focused on strengthening their regional supply
chains, helping to enhance their productivity, security, and long-term stability.
As we continue navigating the complexities of the global business environment, Scott’s focus on innovation and
operational excellence has positioned us well to capture growth opportunities.
FY24 HIGHLIGHTS POSITIONED FOR GROWTH
Despite inflationary pressures and rising costs, Scott achieved strong results in FY24, with revenues of $276
million, a 3% increase Yo Y, and a stable EBITDA of $30.2 million. This growth reflects the demand for our solutions
and the effectiveness of our strategic initiatives.
Our success is driven by a commitment to building authentic customer partnerships, leveraging cutting-edge
technology, and upholding operational excellence. Looking ahead, we are excited to extend the Scott 2025
strategy through to 2027, providing a foundation for sustainable, long-term growth in the dynamic field of smart,
product-led automation.
Our forward work pipeline remains solid, with $160 million in orders and service agreements across core sectors,
including materials handling (MHL), minerals, and protein. This growth trajectory is supported by innovative,
scalable solutions, such as the BladeStop T300, Poultry Trussing System, Automated Modular Solution for
minerals, a new Modular Automated Guided Vehicle, new palletising solutions, and advanced processing
solutions for both beef and lamb, which are progressing through key development stages.

This diversified product portfolio has provided stability and growth across key markets, supported by our focus
on cultivating authentic customer partnerships, adopting leading-edge technologies, and maintaining high
standards of operational performance.
Additionally, our investments in people and infrastructure remain core to our strategy. This year saw the
successful launch of the new Rocklabs facility, investment in our Czech Republic site and an expansion of our
North American presence. These developments reinforce our commitment to supporting customers and
positioning Scott for future growth as well as responsible and sustainable operations
FIRST SUSTAINABILITY REPORT THREE YEARS INTO OUR ESG STRATEGY
This year marks an important milestone for Scott Technology as we release our first Sustainability Report, a
significant step three years into our Environmental, Societal, Governance (ESG) journey. This report reflects our
evolution as a company, our commitment to Climate-related Disclosures (CRD), and progress on key ESG
initiatives, including setting our ambitious carbon reduction target of 30% by 2030.
We recognise our role in advancing a low-carbon, climate-resilient future and our responsibility to be a positive
force in business. With industry-leading customers across multiple sectors, we understand the impact we can
have in supporting their decarbonisation journeys and the ripple effect this creates across industries.
The Sustainability Report provides an in-depth look at our team’s work in mapping Scope 1 and 2 emissions, a
complex yet essential endeavour across our global operations – and details our progress with the Double
Materiality Assessment, a comprehensive study to ensure our sustainability priorities align with those of our
stakeholders.
By carefully aligning our ESG initiatives with our core purpose and the needs of our stakeholders, we have built
a robust ESG Framework centred on our foundational pillars of People, Purpose, and Place, as outlined in this
report. Among our significant achievements this Sustainability Report highlights a major milestone: reaching a
Lost Time Injury Frequency Rate (LTIFR) of 0 in FY24. This accomplishment exemplifies our commitment to safety
and reflects the high-performance culture that is embedded at Scott.
DIVIDEND
In line with our commitment to delivering consistent returns to shareholders while supporting reinvestment for
long-term growth, we have declared a final dividend of 3.0 cents per share, bringing the full-year total to 8.0
cents for FY24.
OUTLOOK
Looking ahead, we are confident in Scott’s ability to maintain its growth trajectory, bolstered by the recent
appointment of Mike Christman as CEO on 29 October. With his extensive experience and fresh perspective, Mike
is exceptionally well-positioned to lead Scott toward continued success in the years to come.
Our robust order book and the strong, ongoing interest from our global customer base highlight the sustained
demand for our market-leading products and solutions. Moreover, the substantial investments we have made
into the business, along with the strategic initiatives outlined in Scott 2027, provide a solid foundation for
sustained growth in FY25 and beyond. These efforts reflect our dedication to both strengthening our core
capabilities and exploring new avenues for value creation.
In closing, I would like to extend my sincere gratitude to the Board for their guidance and support throughout
the year. With a clear strategy, a talented and dedicated team, and strong leadership at the helm, we are well-
positioned to embark on another year of growth and achievement.
We remain confident in the positive impact we will continue to deliver for our stakeholders and the lasting value
we aim to create across our markets.

---

1

20 November 2024
Scott Technology Annual Meeting

2024 Executive Address

(incl. presentations by CEO, President Europe & North America, Co-CFOs & Group GM – People, Marketing, ESG
& President of Minerals)


CEO WELCOME
[Mike Christman, CEO]

Good afternoon, everyone. It’s an absolute pleasure to be here today, and I’m incredibly proud and honoured
to stand before you as the new CEO of Scott Technology, alongside some of my management board colleagues.

I joined Scott just a few short weeks ago, relocating from the United Kingdom. It’s been truly inspiring to reflect
on Scott Technology’s rich history, and I must say, I am extremely impressed by the company's innovative
mindset and drive to win. I’ve experienced this first-hand during my visits to various sites, meeting our
exceptional teams.

I now have the privilege of leading Scott into the future—a future of continued technology innovation, deeper
customer relationships, and a focus on the well-being of our people and the planet. My goal is to help Scott
grow and become the employer of choice.

I bring with me extensive experience in automation systems, having led teams of over 2,000 employees and
managed revenues of over NZ$800 million globally. In my previous role as the global Vice President of
Vanderlande Industries, I was responsible for driving market strategies and people development.

Today, since I’ve only been in this role for a short time, I will hand over much of the detail to my executive
management team. Aaron Vanwalleghem will update you on our strategy and performance. Co-CFO Mark
O'Malley will follow with financial insights, and then you’ll hear from Casey Jenkins and Anthony Wesney on
specific business group updates, including ESG achievements.

Before I pass the floor to Aaron, I want to extend my sincere gratitude for his outstanding leadership as Interim
CEO. His efforts ensured stability during a critical transition period, and for that, we are all deeply thankful.


STRATEGY, PERFORMANCE & INNOVATION
[Aaron Vanwalleghem, President North America & Europe]

After a strong FY23, we’re pleased to report continued steady growth in FY24. Revenue reached $276 million,
up 3% despite a challenging macroeconomic environment. Our disciplined execution ensured we stayed on
course. EBITDA remains stable at $30.2 million with margins at 27%.

Our focus on core sectors—Materials Handling & Logistics (MHL), Minerals, and Protein—has delivered results,
with these areas now accounting for 85% of total revenue. Looking ahead, we are well-positioned for sustained
growth, with a strong pipeline of $160 million in forward work. This includes major projects in MHL, robust
orders in Minerals and Protein, and secured service contracts.

We are also proud to extend the Scott 2025 Strategy through to 2027. Here are our key focus areas:
• Leading-Edge Technology: Prioritising high-demand solutions like BladeStop, poultry trussing, and our
NexBot AGVs.
• Sustainability Leadership: Driving energy-efficient and environmentally responsible innovations.
• Data Integration: Using data, software and machine learning to optimise innovation.

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• One Scott Fostering a strong, unified team by investing in upskilling.
• Operational Excellence: Enhancing project delivery to build a reputation for reliability.

At Scott, safety isn’t just a policy—it’s part of our culture. I’m also proud to report a 100% reduction in lost-
time injuries this year. By focusing on proactive measures, such as safety conversations and hazard
identification, we’ve significantly improved outcomes.

Our “Safe Mate” programme and the “Be Safe, Be Well, Be Scott” framework have been central to this
achievement. With the integration of our Be Scott reporting app, engagement is high, further fostering a safety-
first mindset.

Innovation drives everything we do. I also want to highlight exciting innovations which have either launched or
have gone through key development stages:

• Beef Processing: Building on the success of our lamb processing system, we’re taking our expertise to
the beef industry. This new venture is about more than just automation—it’s about creating precision-
engineered solutions that open doors in global markets.

• Energize Project: Just last September, Caterpillar introduced their Automated Energy Transfer System
(Cat AETS) in Arizona. This game-changing technology, which we’re proud to support, is set to
automate charging for large electric mining vehicles, marking a huge step toward greener, more
sustainable operations in the mining industry.

• Poultry Trusser: Our latest trusser system, with a third line deployed by Costco USA, is setting new
standards with world-first technology. This isn’t just another installation; it strengthens Scott’s position
as the go-to partner for industry leaders around the world.

• BladeStop T300 Expansion: With the first installation of our T300, we’re reaching new markets,
including grocery stores and independent butchers. This is a strategic move that broadens our impact
and increases our total addressable market.

• Modular AGVs: Our new modular Automated Guided Vehicles, called NexBots, are built on a flexible,
repeatable platform that enables customised solutions with up to 80% lower engineering costs. This
product-led approach allows us to efficiently tailor solutions to diverse customer needs, giving us a
competitive edge. Set to launch at the end of Scott’s H1 2025, we have already secured pre-orders
from a major North American food processor expanding into France.


FY24 FINANCIAL PERFORMANCE
[Mark O’Malley, CO-CFO]

Scott has demonstrated financial resilience and discipline, even as we navigated a complex macroeconomic
environment with inflationary pressures, rising interest rates and political uncertainty. Despite these
headwinds, I’m pleased to report that we achieved a 3% revenue growth — a solid result, particularly following
last year’s strong performance.

This growth reflects our ability to balance stability with strategic investments that strengthen our core business
and position us for future opportunities, even in uncertain times.

We reported NPAT of $7.7m, down on prior year. This was partly driven by the one-off costs associated with the
strategic review and restructuring costs aimed at refining our core business focus. Additionally, we incurred
higher depreciation and amortisation expenses due to our investments in expanding operational facilities and
acquiring new fabrication equipment, both to position the business for sustainable growth.

To give you a sense of the scale and purpose of these investments:

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• Expansion of Czech Republic Site: an additional 3,000 square meters of assembly space to support the
increased output of MHL & BladeStop products. This space will enable us to handle rising volumes
with efficiency.

• New Rocklabs Facility in Auckland: To bolster the growth of our core Rocklabs product range —
covering crushing, pulverising, and dispensing equipment—and to accommodate future growth in our
Automated Modular Solutions portfolio.

These major facility investments go beyond our typical R&D expenditure, reinforcing our commitment to long-
term growth.

Finally, our financing costs increased, a mix of higher effective interest rates and increased net debt levels,
alongside an additional $0.8m deferred tax expense related to the change in legislation around building
depreciation during the period.

We had a closing total net debt position of $20.1m. The increase was driven due to cycling some significant
cash deposits for key projects in prior periods, the strategic focus on investing in our operations, pre-build on
equipment in advance of orders which have subsequently secured in FY25, and higher interest, tax and
dividends paid out during the period.

Operating cash in the second half was strong at $13.7m, offsetting negative cash in the first half. We are
starting to see operating cash normalise following some anomalies in prior periods and we expect this to
continue into FY25.

Scott’s strategy of generating more revenue from proven systems, products, and services has delivered another
strong period of growth:

• Scott’s Core sector has now achieved 19% compound annual growth against FY22 and accounts for
85% of our Group Revenue, up from 79%.

• Key partnerships with global customers have driven a 35% increase in MHL revenue, particularly in the
U.S. and continued expansion in the Europe market.

• The launch of the Rocklabs AMS line boosted Minerals revenue by 19%.

• Despite recent challenges, the Protein division is poised to leverage new opportunities in FY25,
including a significant lamb primal order from JBS in Australia.

• Additionally, Scott’s emphasis on Service and Aftermarket support continues to build a sustainable and
recurring revenue stream, enhancing value for an expanding installed base.

CORE BUSINESS HIGHLIGHTS
[Aaron Vanwalleghem, President North America & Europe, Casey Jenkins, Anthony Wesney, CO-CFO, Casey
Jenkins, Group GM – People, Marketing, ESG & President of Minerals]

Materials Handling & Logistics: Continued Growth in Strategic Markets, Europe and North
America

We’ve seen strong growth driven by high demand for automated palletisation solutions. We achieved an
impressive 35% revenue growth as Scott’s MHL presence continues to expand across Europe and North
America, with over 40 projects currently in progress.

4

This includes significant milestones like the completion of the ASRS system for Alliance NZ, progress on major
projects for JBS Brooks and a major North American Food Processor, and solid execution in Europe, where we
completed Incom Leone’s multiline palletising system for ice cream in Slovenia.

Our forward order book remains robust at $95 million, and in Q4 FY24, we secured important deals with clients
like Agristo, Danone, Cranswick, and a major global processing company in North America.

In terms of profitability, our MHL margins have grown by 31%, which is a strong result. While our margin
percentage was influenced by the strategic project at JBS Brooks, excluding this, we saw solid margin growth—
a reflection of our strategic focus on enhancing profitability in MHL.

Minerals: New Products Drive Revenue Growth

Our Minerals business has achieved strong growth of 19%. This growth has been driven by the positive delivery
of Rocklabs first Automated Modular Solution (AMS) for Minerals Resources Ltd (MRL) and Caterpillar’s
automated energy transfer systems, known as Energise.

Despite macroeconomic challenges and price pressures in the global commodities market, we’ve been able to
grow our Minerals sector by introducing new products, engaging blue-chip customers, and strengthening our
distributor network.

It’s been a solid year for Rocklabs standard equipment; our crushers, pulverisers and splitters, although we did
see softer demand for our spare parts business due to reduced exploration and lower sample throughput in
commercial labs.

This year we have strategic invested in our new, world-class Rocklabs facility in Auckland. This not only allows
us to grow our core product range, but it will also enable a stronger focus on product innovation and positions
us for future growth, especially with AMS.

In terms of margins, we’ve seen a 5% growth overall. However, there was a slight dip in margin percentage,
mainly due to a shift in our product mix towards new solutions, added development costs for AMS, and the
softer demand for parts.

Protein: Global Macroeconomics Bring Reductions in Demand

Revenue in our Protein sector has seen a 21% decline, to $60 million for FY24. This was largely due to tough
conditions in the North American beef market and challenges in the lamb markets across Australia and New
Zealand.

These market dynamics impacted our lamb equipment and BladeStop Saw volumes, especially in the second
half of the year. However, our service teams achieved 20% growth, focusing on delivering strong customer
value and servicing our expanding installed base. A big contributor was New Zealand, where a number of
Service Level Agreements were signed with major lamb clients. This not only boosted revenue this year but
also positions us well for continued aftermarket success.

The drop in equipment sales volumes and shifts in product mix did put some pressure on margins. But looking
forward, we're seeing positive signs, particularly in Australia, where rising confidence in the lamb market is
sparking capital investment. A prime example is our recent lamb primal order for JBS.

In North America and Europe, there’s growing interest in our Poultry Trussers and BladeStop products across
meat processing, retail, and industrial segments. And with Mark Host, our new VP of Protein Sales, joining in
June, we’re building a strong sales pipeline for both existing products and the new T300, targeting
supermarkets, butcheries, and grocery stores.

5

Service: Focus on Service Strategy Provides Sustainable Revenue Growth

Our Service and Aftermarket business wasn’t just strong in our Protein business but was a significant
contributor to Scott’s financial performance during the year.

This segment is now contributing 28% to our total revenue and is truly transformative for Scott. It is not just a
reliable, recurring revenue stream—it is a cornerstone of our long-term growth.

With our installed product base expanding, more customers are relying on our expert technicians and
consumables to keep their operations running smoothly. This translates into more customer touchpoints,
stronger relationships, and new opportunities for innovation. Our Service & Aftermarket business is set to be a
powerhouse for Scott’s future.


SUSTAINABILITY PEOPLE & PLANET
[Casey Jenkins, Group GM – People, Marketing, ESG & President of Minerals]

Today is a significant milestone for Scott. Three years into our ESG journey, we are proud to present our first
Sustainability Report alongside our Climate-related Disclosures.

Our commitment to sustainability is about taking responsibility for our social and environmental impacts, while
ensuring sustainable profitable growth for all stakeholders.

Since launching our ESG strategy in FY21, we have made consistent progress, driven by strong engagement
throughout the business and ongoing support from the Board. I am proud to share some of this progress with
you today.

Carbon Management Plan: 30% Reduction of Scope 1 & 2 Emissions by 2030

Over the past 12 months, we have been diligently working on our carbon management plan, collecting, and
analysing data to measure our emissions for both FY23 and FY24.

Through this work, today we can announce our carbon reduction target of 30 by 30. This ambitious target will
see us work towards a 30% reduction in our Scope 1 and Scope 2 emissions by 2030.

Our focus on Scope 1 and Scope 2 emissions reflects our commitment to taking immediate, actionable steps, as
these are the areas where Scott has direct control and visibility.

We also recognise the importance of tackling Scope 3, and we are working hard to close these gaps to achieve
a truly comprehensive carbon management strategy.

By holding ourselves accountable to our 30 by 30 goal, we are not only future proofing our business but also
driving meaningful change that will benefit generations to come. It is another step towards building a more
sustainable, responsible and climate resilient future.

ESG Framework: Evolving, People, Purpose & Place Strategy

We recognised the importance of working closely with our broader ecosystem. Recently, we conducted an
external materiality assessment to ensure our sustainability efforts are aligned with stakeholder priorities.

As part of this assessment, Scott gathered valuable insights through surveys and interviews with a range of key
external stakeholders which included shareholders, customers, suppliers, employees, Directors, and industry
bodies.

6

This has sharpened our focus on areas like climate change and product innovation, to ensure our ESG strategy
continues to evolve with our business. we recognised the importance of working closely with our broader
ecosystem.

Recently, we conducted an external materiality assessment to ensure our sustainability efforts are aligned with
stakeholder priorities. As part of this assessment, Scott gathered valuable insights through surveys and
interviews with a range of key external stakeholders which included shareholders, customers, suppliers,
employees, Directors, and industry bodies.

This has sharpened our focus on areas like climate change and product innovation, to ensure our ESG strategy
continues to evolve with our business.

Culture of Engagement and Collaboration Drive Excellence

At Scott people truly are at the heart of our success. This year we are proud to achieve an impressive employee
engagement score of 85%, up from and already high 83% last year, with an outstanding participation rate of 80%.

We continue to invest in our people. An example of this is our focus on leadership development. This year 37
employees in New Zealand completed a comprehensive 16-week leadership development programme. Our team
in China ran a similar program and we are now preparing to roll out this training to our other regions.

We are also committed to building diverse and talented teams. We understand that diverse minds create diverse
solutions, which is critical in continuing to deliver world leading technology.

This year, we awarded our second Scott Technology Women in Engineering Scholarship in partnership with the
University of Canterbury, supporting more women into engineering and STEM pathways. Alongside this, we offer
a range of career pathways, and this year had 27 team members involved in graduate, apprenticeship, or
internship programs.

Our people are the core of our business, and these initiatives are critical to ensuring Scott’s ongoing success.

CLOSING REMARKS
[Mike Christman, CEO]

There has been some significant progress and investments made across the company this past year, and it is
hugely impressive. Let me finish off on a few key points:

• First, our 2027 strategy is designed to leverage our proven expertise, focusing on large, addressable
markets where we can make the biggest impact.

• We've embedded commercial partnerships with top-tier, blue-chip customers, which continues to be a
cornerstone of our approach.

• At the heart of Scott is a highly engaged global team, supported by a well-invested operating footprint
that enables us to consistently deliver value.

• Safety remains a top priority for us, along with rapidly evolving our ESG (Environmental, Social,
Governance) progress.

• We’re also focused on advancing the productisation of scalable and repeatable solutions, ensuring
we’re well-positioned for growth and market expansion.

• Finally, it’s worth noting the consistent top-line growth trend we’ve maintained over the last four
years, which is a testament to the collective efforts of everyone at Scott.

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The talented team have set up a very strong foundation for future growth, and I’m excited to build on this
momentum as we move forward together.

Thank you.

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ANNUAL SHAREHOLDER
MEETING
20 November 2024
SCOTT TECHNOLOGY LIMITED

Mark O’Malley
Co-Chief Financial Officer
Casey Jenkins
Group GM – People,
ESG, Marketing &
President Scott Mining
Aaron Vanwalleghem
President of Europe
& North America
Anthony Wesney
Co-Chief Financial Officer
FY24 RESULTS
ANNUAL SHAREHOLDER MEETING
Scott Technology Limited FY24 Results | 2
5
Strategy &
Performance
18
Sustainability
25
Voting
& Resolution
13
Core Business
Highlights
AGENDA
28
Questions
3
Chairman
Presentation
Mike Christman
Chief Executive Officer
Stuart McLauchlan
Chairman
23
Final
Comments

CHAIRMAN
PRESENTATION
Scott Technology Limited FY24 Results | 3
Stuart McLauchlan
Chairman and Independent Director

New facility and capital investments across the
business, including Czech Republic and Rocklabs
to support future Core revenue growth.
Scott Technology Limited FY24 Results | 4
Revenue of $276m, +3% on a record FY23, and
resilient operating EBITDA in a challenging
market highlights the strength of the strategy.
The Engineering Scott to High Performance
2020-2025 strategy, which has driven
sustainable growth and market leadership in
core sectors, has been extended through 2027.
Forward work remains positive, $160m
comprising of strong MHL, minerals and protein
orders and service agreements.
Major strides in sustainability with the
development of a carbon management plan and
Scope 1 and Scope 2 emissions reduction targets,
to be revealed in the Climate Disclosure Report
on 20 November.
A proactive safety culture achieved a key
milestone with a 100% reduction in lost-time
injuries (LTIs) in FY24.
Strong growth runway fueled by innovative products
and scalable solutions, like BladeStop T300, Poultry
Trussing, AMS, Modular AGV, Moderate Speed
Palletiser and Beef and Lamb development advancing
through key development stages.
The Directors have recommended a final dividend
of 3.0 cents taking total full year dividends to 8.0
cents.
Full Year Business Highlights
SUMMARY

CEO WELCOME
Scott Technology Limited FY24 Results | 5
Mike Christman
Commenced 29 October 2024

STRATEGY &
PERFORMANCE
Scott Technology Limited FY24 Results | 6
Aaron Vanwalleghem
President of Europe & North America
(Interim CEO August-October 2024)

Scott Technology Limited FY24 Results | 7
$276M
85%
* Forward Work represents contracted activity. It is not an indicator
of revenue over a set period of time.
** Underlying Earnings Per Share excludes non-recurring costs
FY24 8.0 | FY23 8.0 | FY22 8.0
FY24 14.3 | FY23 20.3 | FY22 15.9
$136M
SALES
$24M
27%
FY23 $268M + 3%
FY22 $222M +21%
FY23 27%
FY22 24%
FY23 79% + 6 BPS
FY22 75% + 4 BPS
FY23 $179M - 24%
FY22 $172M + 4%
FY23 $16M +50%
FY22 $19M -16%
Dividends Per Share (Cents)
Core Revenue Contribution
Forward Work*
Group Margin Performance
FY24 Revenue
Underlying Earnings Per Share (Cents)
**
$30M
FY23 $30M + 0%
FY22 $24M +27%
Operating EBITDA
SERVICES
FY24 Performance Snapshot
SUMMARY

ENGINEERING
SCOTT TO HIGH
PERFORMANCE
Scott Technology Limited FY24 Results | 8
Delivering smart automation
that transform Industries
Our mission is to be the first choice for
businesses around the world wanting smart
automation and robotic solutions which
make their businesses safer, more
productive and efficient.
LEADING EDGE
TECHNOLOGY
ONE
SCOTT
OPERATIONAL
EXCELLENCE
AUTHENTIC CUSTOMER
PARTNERSHIPS
ROBUST GLOBAL
PLATFORMS
Scott 2025 extended to 2027 with confidence
STRATEGY UPDATE

Zero Lost Time Injuries: A Milestone In Safety
HEALTH & SAFETY
Scott Technology Limited FY24 Results | 9
Strong engagement delivers record improvements proving mature
safety culture
•Strong engagement delivers record improvements proving mature safety culture.
•100% reduction in lost-time injuries (LTIs) in FY24.
•12% increase in safety conversations initiated by senior leaders, 475 safety discussions
led by executives and management.
•15% increase in Safe Mate nominations across the group (78 this year vs. 68 last year).
•3
rd
Stop for Safety Event held globally.
•948 hazards reported in FY24 (8% decrease), 14% increase in near-miss reporting.
•ISO 45001 certification achieved across 6 sites in Auckland, China, Czech Republic,
Belgium, France and UK.
LT I
MTI
First Aid Injuries
EP&D / Near Miss
Hazards Reported
Management Conversations
FY23
Fatality
FY24
0
0
2
65
32
948
282
0
5
0
38
28
1035
251

v
Innovation & developments impress as customer engagement accelerates
CUSTOMER ENGAGEMENT
Scott Technology Limited FY24 Results | 10
Beef Development Customer Site Trial
Caterpillar Energize AETS
Nexbot Modular AGV Development in US
Poultry Trusser in operation at LPP
First T300s installed at customer's site

FY24
PERFORMANCE
Scott Technology Limited FY24 Results | 11

Robust revenue and stable operating earnings in a challenging market
FY24 RESULTS SUMMARY
Scott Technology Limited FY24 Results | 12
LEADING EDGE
TECHNOLOGY
ONE
SCOTT
OPERATIONAL
EXCELLENCE
AUTHENTIC CUSTOMER
PARTNERSHIPS
ROBUST GLOBAL
PLATFORMS
ResultsSnapshot (NZ$m)
FY24FY23FY22
Revenue276.1267.5221.8
Operating EBITDA30.230.423.9
Non-trading adjustments*(3.8)(0.7)-
EBITDA26.429.723.9
Net ProfitAfter Tax (NPAT)**7.715.412.7
Total Net Debt(20.1)(0.1)(8.0)
Net Cash / (Overdraft)(7.3)12.43.9
Bank Loans(12.7)(12.5)(12.0)
Operating Cash Flow6.020.26.3
* Includes expenses related to the strategic review announced in June 2023 and restructuring costs refining core business
** FY22 reported NPAT is $0.1m as it captures $12.6m of non-cash write offs from the discontinued Robotworx operation

Scott Technology Limited FY24 Results | 13
Scott’s strategy of more revenue from proven systems, product and service
delivers another period of growth
•Strategy supplying repeatable solutions into large addressable markets continues to gain momentum.
•Core sector revenue has had a CAGR of 19% and represents 85% of Group Revenue (up from 79%).
•Strong partnership with global customers generate significant growth in the US MHL market along with
continued growth in the existing Europe market delivers a 35% uplift in MHL revenue.
•Successful launch of the first Rocklabs AMS Prepline saw Minerals revenue grow by 19%.
•Protein manages its way through a challenging period and is well positioned to capitalise on a pipeline
of opportunities in FY25. This includes a strategically important lamb primal order secured in Oct-24 for
JBS in Australia.
•A focus on service and aftermarket delivers sustainable recurring revenue stream with a compelling
value proposition to support a growing installed base.
Revenue by Core Business
Core CAGR
+19%
Group CAGR
+12%
Protein
22%
MHL
46%
Minerals
18%
ROB
14%
Protein
29%
MHL
35%
Minerals
15%
ROB
21%
FY23
Revenue
$268m
FY24
Revenue
$276m
167
212
236
55
56
40
222
268
276
FY22FY23FY24
CoreROB
MRL AMS Prep line – BDF Module FAT
Pal 4.0 / Maestro Demonstration in US
Strategy delivering sustained expansion and resilience across core business
PERFORMANCE

CORE BUSINESS
HIGHLIGHTS
Scott Technology Limited FY24 Results | 14

67.8
77.3
8.4
33.0
18.2
17.1
70.0
94.3
127.3
FY22FY23FY24
Transbotics
US Palletisation
EU Palletisation
Continued growth instrategic markets Europe and North America
MATERIALS HANDLING
Scott Technology Limited FY24 Results | 15
35% revenue growth following higher demand in automated
palletisation solutions
•Scott’s MHL presence continues to grow strongly across Europe and North America,
with over 40 projects in progress.
•Revenue up 35% with the completion of the ASRS system for Alliance NZ, progress on
JBS Brooks and McCain Canada projects, and strong execution and growth in the
existing Europe market. This included the completion of Incom Leone’s Slovenian ice
cream multiline palletising system.
•Continued significant forward order book of $95m.
•Important deals closed in Q4 FY24 including Agristo, Danone, Cranswick and a major
global potato processing operator in North America.
Strong margin delivery for MHL, up by 31%
•Margin % impacted by a large strategic project, JBS Brooks, excluding this MHL margin
% showed solid growth. Improved MHL margins has been a key strategic focus area
Revenue (NZ$m)
Margin (NZ$m)
Margin (%)
20%
23%
22%
13.9
21.6
28.3
FY22FY23FY24

36.7
35.2
3.3
8.4
1.2
5.2
39.6
41.2
48.8
FY22FY23FY24
Energize
Modular
Rocklabs Std
15.9
16.6
17.4
FY22FY23FY24
MINERALS
New products drive revenue growth
Scott Technology Limited FY24 Results | 16
Rocklabs AMS and Energise drive growth of +19%
•Strong focus on execution for Rocklabs Automated Modular Solution (AMS) for Minerals
Resources Ltd (MRL) and the automated energy transfer systems (AETS) for Caterpillar,
known as Energise.
•Growth in Scott minerals sector despite macro-economic conditions for the minerals
market and price pressure in several global commodities. Growth for Scott has been
achieved through introduction of new products, blue-chip customers and leveraging a
large existing installed base and focus on distributor expansion and growth.
•Solid year for Rocklabs standard equipment but softer demand for part sales with
reduced exploration and sample throughput in the labs.
•Strategic investment in a new world-class facility for Rocklabs in Auckland positions the
business for further growth and enables expansion of AMS as a product.
Margin grows 5% but dip in margin % due to mix
•Driven by a shift in product mix towards new solutions, added development costs for
AMS and a softer period of Rocklabs parts sales with reduced sample throughput via
mineral exploration in the labs.
Revenue (NZ$m)
Margin (NZ$m)
Margin (%)
40%
40%
36%

Global macroeconomics brings reduction in demand
PROTEIN
Scott Technology Limited FY24 Results | 17
Global pressure on red meat reduces customer demand and meat
processors investments
•Protein revenue down 21% to $59.9m in a challenging market period. North America
faced reduced cattle supplies from environmental conditions and ANZ impacted by
reduced lamb demand.
•BladeStop volumes down due to the reasons above. Pipeline and momentum started
to build in Q4 FY24 along with launch of T300.
•Strong period for service up 20% with focus on customer value proposition and
servicing the growing installed base.
•Highlights included commissioning of Silver Fern Farms Primal solution, a lamb loin
deboner for ANZCO and repeat poultry trussing units for Costco.
•Margin impacted by reduced volumes and change in mix.
•Strategically important lamb primal order secured in Oct-24 for JBS in Australia which
will positively contribute to FY25.
Revenue (NZ$m)
Margin (NZ$m)
42.8
37.3
8.9
5.3
24.2
17.3
57.1
76.0
59.9
FY22FY23FY24
Lamb & Beef
Poultry
Bladestop
18.2
25.4
16.8
FY22FY23FY24
Margin (%)
32%
33%
28%

Focus on service strategy provides sustainable revenue growth
SERVICE & AFTERMARKET
Scott Technology Limited FY24 Results | 18
Focus on service strategy, customer value proposition and the
growing installed base provides sustainable revenue growth profile
Fundamentals of Service/Aftermarket:
•Provides recurring, profitable revenue stream.
•Rapid growth in installed base from recent years provides a foundation for future
revenue growth.
•Diversify earnings from equipment sales.
•Opportunity for further customer value and Scott being a strategic partner.
•Rich data from our solutions to enable customers site performance, EHS initiatives and
further product development.
Service* and Sales Over Time ($NZm)
* Service revenue includes maintenance support from Scott’s skilled technicians along with parts and spares
CAGR %
FY22 -
FY24
+16%
+10%
165
195
199
57
72
77
222
268
276
25.7%
27.0%
28.0%
20.0%
22.0%
24.0%
26.0%
28.0%
30.0%
-
50
100
150
200
250
300
FY22FY23FY24
SalesService% of Total Revenue

SUSTAINABILITY
Scott Technology Limited FY24 Results | 19
Casey Jenkins
Group GM – People, ESG, Marketing & President Scott Mining

CRD & SUSTAINABILITY REPORT
PEOPLE & SUSTAINABILITY
Scott Technology Limited FY24 Results | 20
Today we are pleased to present Scott’s first sustainability report,
complete with Climate-related disclosures. Strengthening our
sustainability commitment.
•This report reflects our evolution as a company, and our sustainability
commitment including an update on several key ESG initiatives and the setting of
our ambitious carbon reduction target of 30% by 2030.
•The “30 by 30” target underscores Scott’s dedication to minimising its
environmental footprint and supporting global climate goals. We are committed
to reducing its Scope 1 and Scope 2 emissions by 30% by 2030.

Evolving People, Purpose & Place Strategy
PEOPLE & SUSTAINABILITY
2024 Double Materiality Matrix
Social
Place
Purpose
External materiality assessment completed to align sustainability
efforts with stakeholder priorities, building on the 2021 internal
assessment.
•Conducted an external materiality assessment to align sustainability efforts with
stakeholder priorities, building on the 2021 internal review.
•Insights from horizon scans, surveys, and external stakeholder interviews shaped
the Double Materiality Matrix
•Updated ESG Strategy focusing on areas critical to our broader ecosystem
•Continue to refine carbon strategy and explore emissions-reduction opportunities.
•Upcoming Climate Disclosure Report on the 20
th
November 2024 will update
emissions targets and priorities.
Scott Technology Limited FY24 Results | 21

Evolving our Sustainability Framework
PEOPLE & SUSTAINABILITY
Scott Technology Limited FY24 Results | 22
2024 Sustainability Framework
PEOPLE
Building an engaged, diverse,
and talented workforce.
PURPOSE
Growing profitable business
focused on long-term growth.
PLACE
Committed to promoting sustainable
practices for a better environment.
Employee Retention & Engagement: Supporting team development
with targeted training, fostering a positive, engaging, and talent-
retaining environment.
Employee Safety & Wellbeing: Prioritizing employee well-being, health,
and safety with adaptive strategies to protect our people.
Diversity & Inclusion: Building a diverse, inclusive environment that
empowers all individuals to succeed.
Customer Experience: Enhancing customer safety, efficiency, and
resilience through valuable insights and services
Governance: Upholding accountability, transparency, and ethical
decision-making through strong governance.
GHG Emissions: Cutting emissions via energy efficiency,
renewable energy, and other reduction strategies.
Climate Change: Developing resilience strategies by assessing
climate risks and opportunities.
Sustainable Procurement: Integrating ESG into procurement,
prioritizing sustainable, responsible suppliers.
Product Innovation: Innovating with sustainability, quality, and
value-added solutions.
Storytelling: Sharing sustainability efforts transparently, building trust and alignment with stakeholders
1
2
3
4
5
9
6
7
8
10

Culture of engagement and collaboration drive excellence
PEOPLE & SUSTAINABILITY
Scott Technology Limited FY24 Results | 23
Average tenure rate is 5.8 years, reflecting
strong workforce longevity, with turnover of
10.3%.
Engagement initiatives drive eNPS to a record
85%, up from 83% in FY23, with an 80% return
rate, surpassing the 70% target.
37 individuals from New Zealand operations
completed a 16-week leadership development
programme, with similar initiatives set to roll out
globally.
Climate-related disclosures released for FY24,
including Scope 1 and Scope 2 emissions
reduction targets set and publication alongside
key goals and initiatives.
The second Scott Technology Woman in
Engineering Scholarship was awarded this year
in partnership with the University of Canterbury.
Pathways support talent development with 24
people globally in an internship, apprenticeship,
or graduate program, including 8 new
participants this year.

FINAL
COMMENTS
Scott Technology Limited FY24 Results | 24
Mike Christman
Chief Executive Officer

Scott 2027 strategy leverages proven expertise to target large, addressable markets
Embedded commercial partnerships with top-tier blue-chip customers
Highly engaged global team with strong support from a well-invested operating footprint
Market-leading safety culture combined with rapidly evolving ESG progress
Advancing productisation of scalable, repeatable solutions to fuel growth and market expansion
Consistent top-line growth trend sustained over the past four years
Scott Technology Limited FY24 Results | 25
Significant progress and investment made across Scott
SUMMARY

VOTING &
RESOLUTIONS
Scott Technology Limited FY24 Results | 26

Scott Technology Limited FY24 Results | 27
Voting & Asking Questions
FORMALITIES
Voting Card
Question Box

Scott Technology Limited FY24 Results | 28
Resolutions
FORMALITIES
Resolution 1:
Re-Election of Director
– Brent Eastwood
That Brent Eastwood, who
retires as a Director and,
being eligible, offers
himself for re-election by
shareholders, be re-
elected as a Director.
Resolution 2:
Re-Election of Director
– John Thorman
That John Thorman, who
retires as a Director and,
being eligible, offers
himself for re-election by
shareholders, be re-
elected as a Director.
Resolution 3:
Auditor
To record the
reappointment of Deloitte
as auditor of the Company
and to authorise the
Directors to fix the
auditor’s remuneration.

QUESTIONS
Scott Technology Limited FY24 Results | 29