Gentrack Group 17 Hargreaves Street, St Marys Bay Auckland 1011, PO Box 3288, Auckland 1140, New Zealand Ph: +64 9 966 6090 Email: [email protected] www.gentrack.com

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16 June 2021

Investor Strategy Update

The Gentrack Group Limited (NZX/ASX: GTK) Investor Strategy Event will be held today at 11.30 am (NZT). Due to the uncertainty regarding how COVID regulations might affect travel arrangements, the decision was made to move this event to a wholly virtual presentation.

Please find attached:

External Metrics (also found on page 17 of part 2 of the Investor Strategy presentation); and
Investor Strategy presentation – parts 1 & 2 (in full).

If you have registered or wish to be registered for the Investor Strategy Event, please click below to have full access to the virtual event.

Register and Log In for the online webcast

Following the event, a video of the presentation will be made available in the Gentrack Investor Centre (www.gentrack.com/investor-centre).

ENDS

Contact details regarding this announcement:

Jon Kershaw - Company Secretary +64 9 966 6090

About Gentrack

The global pace of change is accelerating, and utilities need to rebuild for a more sustainable future. Gentrack provides leading utilities across the world with innovative cleantech solutions.

Working with some of the world’s biggest energy and water companies, as well as innovative challenger brands, we are helping companies reshape what it means to be a utilities business.

Gentrack Group Ltd | ARBN 169 195 751

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We are driven by our passion to create positive impact. That is why utilities rely on us to drive innovation, deliver great customer experiences and secure profits.

Together, we are renewing utilities.

Gentrack Group Ltd | ARBN 169 195 751

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External metrics

FY22 revenue impacts:

NZ$m	FY21 guidance	FY24 Targets
ARR (=CMRR+TRR)	~$80m1,2,3	>10% CAGR vs FY21
Total revenue	>$100.5m4	+~30% vs FY21
Strategic R&D spend	~10%5	~15% x total revenue
Cash EBITDA	~10%6	15-20% x total revenue

A. FY22 Utilities revenue impacted by ~$10m loss of ARR vs FY21 – UK SOLR's + UK customer migrating to own system
B. Mitigated by growth in existing customer relationships, new logos, and new services – update to be provided at time of providing FY22 revenue guidance
CMRR – covers all contracted revenue both fixed (e.g. subscription, annual support) and variable (e.g. BMP variable revenue, Managed Service) 2. TRR – covers BAU service revenues which are contracted on an account by account basis on a collective degree of regularity. 3. ARR – 1H’21 ARR of $40.4m annualised
Total revenue – per outlook provided on 27th May 2021
Strategic R&D definition (non-GAAP measure) – development of new strategic technology + enhancement of existing core
Cash EBITDA – EBITDA incl non-cash share scheme costs, incl all R&D spend, excl lease costs of property (corresponds to FY21 EBITDA outlook of ~$10m (27th May 2021))

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Gentrack Strategy Gary Miles CEO June, 2021

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Our agenda

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Gary Miles
CEO
Gentrack’s Strategy APAC Business
Lacey Montague
CSO
Loukas Tzitzis
Veovo Business
Technology CTO
Zeev Berkowitz
Financial Metrics
Delivery Capabilities COO
Geoff Childs
UK Business Q&A
CM – UK
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Veovo Business Financial Metrics

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Mark Humphreys
CM – Australia
Allan Sampson
CM – New Zealand
James Williamson
CEO – Veovo
James Spence
CFO
All participants
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Gentrack

Purpose : forever . To bring utilities into a sustainable era.

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Vision : one day .

We see a world where people understand and are empowered to responsibly use precious energy and water resources. That’s why we aim to be the go-to innovation partner to leading utilities and service providers globally.

Mission : today . To relentlessly drive our customers’ success by developing better cleantech solutions.

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We are starting from a strong foundation…

B2C and B2B Households Utility and Years’ experience In gross 50+ energy & water 20m+ or businesses 500+ software 30+ in utilities billing £350m+ margin leakage utilities managed experts & customer care recovered

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Gentrack is unique in that we support multi-play for b2b and b2c for both energy and water.

We are the clear leader in b2b energy and contested water.

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Three factors driving an unparalleled industry transformation UK pre-tax domestic supply margins of large

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UK pre-tax domestic supply margins of large
2 incumbent suppliers, combined gas and electricity
5
From centralised to 4
1 Deregulation is creating 3
decentralised energy 2
competition and
systems 1
cost to serve pressures 0
Imports not possible in the
completely autonomous -1
(off-grid) case
-2
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
In 2020, GB energy utilities losses totalled circa £1b for prior year
Gas grid
Self-supply
Household
level Global annual total CO2 emissions
National or
international level Community 3
energy
Demand side
flexibilities Decarbonisation
Electricity
grid
creating demand
from customers,
Municipal
level regulators and
investors for
Primary innovation in
energy
cleantech
EBIT margin (%)
Combined gas and electricity domestic
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Addressing (1) Decentralisation, (2) Cost to serve pressure and (3) Clean tech innovation…

Demand Forecasting

Cost Based Pricing

To survive and win, utilities are modernising their core systems to smart and agile solutions.

E.g. T1 Utilities - 1/3 of legacy system replacements in flight,1/3 in tender, remaining will follow

2-sided and Multi Play Services

Big Data Analytics Meter Data Services

Billing and customer care is a controlling hill for followon clean tech innovation

SMART Digital Prepay

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Tailwinds driving momentum for the business

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We have
Our India centre
launched a new,
fresh brand and is coming up to
The UK & AU lead the
speed and will
clear purpose –
energy transformation,
external comms provide
We are seeing essential scale many countries will
is raising positive
awareness strong growth and savings follow – opportunity
from our 50+ beyond our core
customers who markets is significant
are turning to us (not factored into 3 year
for new Recent wins in forecast)
innovation both energy and
Employee
water provide
pride and momentum and
engagement we are focusing
is up
on pipeline
development
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Headwinds creating a drag on the business

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New
Prior period
competitors
attrition
have some
is slowing down
momentum
revenue growth Global demand
(delivery and
in FY21 and for technology
scale unproven)
FY22 UK challenger resources is
market will high
continue to It will take time to
face
reset our industry
insolvencies
image which
impacts
competitive
tenders
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3 pillars for strategic growth

Strong base

New logos

Managed service

Strategic and profitable customer relationships Growth through continuous delivery of new innovations

Expand our footprint in water and energy in existing markets Focus on winning Tier 1 utilities

Long term, recurring revenues Intimate customer relationships

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Great technology

Delivery excellence

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Gentrack Cleantech Leadership Loukas Tzitzis CTO & CMO June, 2021

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Portfolio evolution

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Solid Technology Foundation
SaaS core with monetizable extensible microservices
Cloud-native, API-based open
serverless architecture
Digital Engagement
Digital Gateway & Extensibility Layer DevOps Security and Privacy
CI/CD compliance
Customer Care & Acquisition
Product
Billing Profitability Key Market Strengths
Management
Meter Data Services Market Operations
Unique end to Future proof, Bill
Data & Insights Foundation (AI/ML/RPA) end offering anything Platform
Gentrack Cloud Platform
Data driven Extensibility
decision making Monetisation Layer
CX, Data & Analytics
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SaaS core with monetizable extensible microservices

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Some of our new innovations

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Data Analytics & Insights

Meter Data Services

SMART Digital Prepay

2-Sided Business models Demand Forecasting & Control Gentrack for Networks

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Thank you

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Gentrack Delivery Powerhouse

Dr Zeev Berkowitz Chief Operations Officer June, 2021

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A driving force for growth

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Running 5 parallel Deploying over 100
transformation functional changes to
programmes production a quarter
Development
Transformation
& upgrade
Gentrack
Delivery Powerhouse Customers
Systems
Maintenance Managed
& hosting Services
Hosting > 60 customers Surpass known customer
on the Cloud operational KPIs
Unparalleled value
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End-to-End delivery capabilities – a key differentiation point

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Development Maintenance & upgrade & hosting

Managed Services

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Transformation

Proven capability:

Complete 10 programmes over the last 2 years

Methodology and tools to execute high complexity multi-play programmes

Management team with accumulated experience of over 100 successful transformations

Elevation areas:

Adjusted programme methodology

Method and tools for agile transformation

Develop ‘continuous data migration’ practice

Risk management and performance management

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Transformation

“I’m pleased we’ve been able to deliver this new system in partnership with Gentrack. We want to ensure our customers can easily and efficiently do business with us, and this project has been an important part of helping us provide an even better experience for them.”

Darren Cleary, Managing Director of Hunter Water

Development & upgrade

Maintenance Managed & hosting Services

Transformation

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Development & upgrade

DevOps transformation: systematic and predictable development shop at scale

Scalability:

Open India Centre: 50 engineers now, growing to circa 30% of engineering work-force by the end of 2021

Lead time: reduce new engineers on-boarding time by half

Implement global delivery model to enable resource mobility and optimal utilisation

Cost structure: reduce average cost per employee YoY

Customer centricity: assign Customer Success Manager to each customer

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Data points:

Improve quality by 5-10% QoQ Increase throughput by 3-5% QoQ

Reduce lead-time to on-board new engineer by 50% (from about 6 to 3 months) Improve customer satisfaction by 10-15% YoY

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120% 120%130%
100% 1 0025 %
80% 80%120%
60% 60%115%
40% 40%110%
20% 20%105%
0% 0%100%
Amount of Development Number of Tickets
Q2/21Q3/21Q4/21Q1/22Q2/22Q3/22Q4/22Q1/23Q2/23Q3/23Q4/23Q1/24Q2/24Q3/24Q4/24
% Reduction on Tickets
% Increase in Development
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Development & upgrade

Managed Services

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Maintenance & hosting

Transformation

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Systems reliability: secure availability performance (3 9s) through 24/7 monitoring and proactive maintenance Performance transparency: system performance visibility to customers through monitoring console Cloud migration: accelerate migration to the cloud by improved tools and processes

Security: maintain rigorous security measurements & compliance (ISO 27001, GDPR)

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Development Maintenance Managed & upgrade & hosting Services

Transformation

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Managed Services

Complementary/synergetic offering: leverage domain and system deep knowledge to run Back Office operations for customers

Proven results: major KPI improvements in existing and new engagements; surpassing expectations and industry known performance

Continuous improvement: enhance best practices and robotic process automation (RPA); leverage India centre for continuous support and reduce TCO

Growth engine: with sticky, profitable and multi-year revenue

Recent win and pipeline: win multi-year managed services contract with Orbit; discussion in progress with 10 customers

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Data points of existing performance:

Achieve 98.2% billing rate
£10M recovered to our customers' revenue in the last 12 months
Reduce regulatory customer service payment by 21% in first month (see chart below)
• 99.85% enrolment completion rate within 17 days

Payments made to customers due to breach of license conditions

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MS Consulting
project commences,
-21%
backlog work begins
Prior to Gentrack
Managed Service
-68%
First month of MS,
backlog worked,
breaches reduced
significantly
Oct-20Month 1 Nov-20Month 2 Dec-20Month 3 Jan-21Month 4 Feb-21Month 5 Mar-21Month 6 Apr-21Month 7 May-21Month 8
Regulated payments per month (£)
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A driving force for growth
Proven transformer Development machine
Development
Transformation
& upgrade
Gentrack
Delivery Powerhouse Customers
Systems
Maintenance Managed
& hosting Services
Improved operational
Reliable and secure KPIs in a sticky business
End-to-End delivery capabilities – a key differentiation point
Unparalleled value
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UK & Ireland

Geoff Childs General Manager, UK & Ireland June, 2021

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Utilities UK & Ireland

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Growth in the UK

Market Market Market leader in leader in leader in energy by B2B for the B2B water number of UK for the UK suppliers Innovative Strong tier Customer highone brands satisfaction growth supported improving challenger at scale quickly brands

Choppy UK Waters – Drag

Drag on our growth potential
SOLRs will continue
2018 & 2019 customer loses still impacting 2021 and some of 2022

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5 UK Clients in top 10 including Which? Recommended

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9 UK Clients rated ‘Excellent’

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UK focus for growth

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Growth through our existing clients
Growth
vector 1 Reset unprofitable & low Held Innovation sessions with TOU Tariffs Demand Forecasting & Control
Smart Metering
revenue contracts key clients Data Analytics
Profit
Upselling our managed services
Growth
Launched 3 months ago with one
vector 2 Helping a leading Tier one customer. Now have 2 tactical MS great growth opportunity –
CTS – range of our CTS
customer through tactical MS engagements and 2 additional talking to all clients
long-term customers
Securing new logos
Growth
vector 3
We are engaged with some major tier one players as they are
We are looking to grow further into the Ireland market
reviewing their tech stacks
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Asia Pacific

Mark Humphreys Country Manager, Australia June, 2021

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APAC growth drivers

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Investing to differentiate in a competitive energy retail market

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Increasing regulatory complexity in energy retail Customer transformation in water

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A strong base: Australian capabilities

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6
7/15 $7BN
73
regulatory
largest water billed p.a.
staff in changes in
companies via largest 2
Australia
next 12
in AU retailers
months
11 projects in AU Leadership
last 2 years team expertise
260
6 new clients 146 years
2 major upgrades utilities market
interactions
3 digital 217 years
enablement billing
© Gentrack 2021. All rights reserved. 3
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Investing in growth

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----- Start of picture text -----

Leverage our strong customer base
Strong Energy B2B base with 30%
Strong regulatory model and 3yr pipeline Upgrade paths / Journey to the Cloud
leading market share
Growing our value
Positioning as Innovation Partner Analytics & Data Investment in Account Teams
Winning New Business
Australian Water Australian Energy Retail B2B Australian Energy Retail B2C
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Veovo

James Williamson CEO, Veovo June, 2021

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Our Vision

Veovo imagines a world where people go brilliantly. Where queues, delays and boredom are replaced by experiences that delight.

Our Mission

Enable the world’s most intelligent airports and transport hubs.

Deliver technologies that enable brilliant travel experiences through smart decisions powered by real data and joined up thinking.

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Veovo’s global footprint 28 110 Countries Airports Live

Traffic Sweden - Stockholm Denmark – 5 cities USA - NYC Airports - taxi management Canada – Toronto Switzerland – Zurich Thailand – 3 cities UK – 3 cities New Zealand – 6 cities

Train / Metro

Amsterdam Centraal Station New York City Transit Grove Street Station 10 other stations

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Airports
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Veovo intelligent platform

Revenue Management (Billing)

Passenger Guest Predictability & Engagement Flow Management

Airport Operations

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Manage all aircraft, resources and co-ordinate all aviation partners

Create flexible tariffs and discounts and accurately bill for any service

Make tailored offers and communicate – to the right person at the right time

Predict when people show up and how they move, dwell and shop

Proactively and efficiently manage crowds & queues

Win new carriers, expand routes, reduce leakage

Improve experience, grow revenue

Better performance, optimal use of assets

Machine-learning, Forecasting, Simulation, Decision-support

Real data from across the ecosystem

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Helping airports and their customers Go Brilliantly

In 2019 Veovo…

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Helped smooth Co-ordinated Managed
the journeys of Both revenue
4 >$4.2
growth and
890+
million billion
EBITDA
million flight of aero revenue
>20%
passengers movements per year
per year per year
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Veovo through the pandemic Easing airports' path from volatility to predictability

Weathering the storm

A strong pre pandemic position

Solid growth > 20%

Retain profitability

Sticky customer base

– Steps to support customers shared pain

High recurring revenues – 56%

Refine post pandemic strategy Accelerate tech development New customers: Swedavia, Perth, 25M pax US and 45M pax European Airport

Great people in 5 global locations – low attrition Business critical technology

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Veovo is emerging stronger

Trusted and respected by customers

Platform and story is aligned with airports' need to:

Do more with less

Improve agility to handle change

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Positive signs. But regional variances A travel market poised for recovery?

Covid impact on the industry is unprecedented.

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10
Orlando Airport June
’21 traffic expected to
Passenger be 90% of 2019 levels
46 million
traffic
Airport
aviation-
dropped from revenue in
supported 5
9.5Bn 2020 was
jobs lost –
down
in 2019 to
a 52%
66.3%
3.3Bn
drop
2019 2020 2021
in 2020
Global Traffic
Billion Passengers
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But growth is on horizon – some US airports are approaching pre-covid levels. And global scheduled capacity is gradually increasing.

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Airport evolutionary journey From reactive to prescriptive and automated

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The new battleground Airport 4.0

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Where the leading airports are now

AIRPORT 4.0 Intelligent Airport

AIRPORT 3.0 Intelligent Airport AIRPORT 1.0 AIRPORT 2.0 Forecast and Optimise Measure and monitor Analysing and Reacting Proactive, automated Real time actions and Data trapped in multiple Bridge gaps with real recommendations recommendations that systems time understanding and based on changing deliver the best collaboration between environment airport-wide performance Heavy manual processes parties Smarter long-term planning Long lag times between Increased automation seeing and responding

AIRPORTS TODAY

AIRPORTS 2024

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Veovo strategic pillars

Strategic Priorities

Best in class technologies

Customers as strategic partners

Go to market strategy for higher tier airports Invest in sales resource and new partnership model

Cloud technologies and capabilities that enable Airport 4.0 Leverage our depth of data, AI and machine learning

Key initiatives to deliver

Strengthen position with customers – joint innovation and Customer Success

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Scale for growth

Extend Managed Service provision – supported by cloud/SaaS

Innovate at pace by reducing gap between concept and delivery

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Return to travel = Veovo’s return to growth

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World class team
of airport
specialists
Best in class
Portfolio of
applications
business
continuously
services
updated
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Expect to return to growth as passengers return

Continue to invest in having the best technology and to adapt and evolve faster

Increase our provision of Managed Services and delivering our technology as SaaS Enable smarter , more efficient and more agile airports

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Go Brilliantly Go Veovo

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External Metrics James Spence CFO June, 2021

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External Metrics

FY22 revenue impacts:

NZ$m	FY21 guidance	FY24 Targets
ARR (=CMRR+TRR)	~$80m1,2,3	>10% CAGR vs FY21
Total revenue	>$100.5m4	+~30% vs FY21
Strategic R&D spend	~10%5	~15% x total revenue
Cash EBITDA	~10%6	15-20% x total revenue

A. FY22 Utilities revenue impacted by ~$10m loss of ARR vs FY21 – UK SOLR's + UK customer migrating to own system
B. Mitigated by growth in existing customer relationships, new logos, and new services – update to be provided at time of providing FY22 revenue guidance
CMRR – covers all contracted revenue both fixed (e.g. subscription, annual support) and variable (e.g. BMP variable revenue, Managed Service) 2. TRR – covers BAU service revenues which are contracted on an account by account basis on a collective degree of regularity. 3. ARR – 1H’21 ARR of $40.4m annualised
Total revenue – per outlook provided on 27th May 2021
Strategic R&D definition (non-GAAP measure) – development of new strategic technology + enhancement of existing core
Cash EBITDA – EBITDA incl non-cash share scheme costs, incl all R&D spend, excl lease costs of property (corresponds to FY21 EBITDA outlook of ~$10m (27th May 2021))

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A message from our Chair……..

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Summary

The transformation of the business is well underway.

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World class Strong team technology in place roadmap

Customer and service culture established

There is strong growth opportunity with some short term headwinds from prior period utilities and airports pandemic.

We are growing, have a healthy and improving cash balance and are well placed to take advantage of the cleantech revolution. Gentrack is a great platform to create value for shareholders.

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Positive customer response

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AI assistant

GENTRACK GROUP LIMITED — Investor Presentation 2021

65024_rns_2021-06-15_84df62e7-f82d-4927-be2e-1024b0d4d4f2.pdf

16 June 2021

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ENDS

About Gentrack

External metrics

FY22 revenue impacts:

Our agenda

Gentrack

We are starting from a strong foundation…

Three factors driving an unparalleled industry transformation UK pre-tax domestic supply margins of large

Tailwinds driving momentum for the business

Headwinds creating a drag on the business

3 pillars for strategic growth

Portfolio evolution

SaaS core with monetizable extensible microservices

Data Analytics & Insights

Thank you

Gentrack Delivery Powerhouse

A driving force for growth

Transformation

Proven capability:

Elevation areas:

Development & upgrade

Scalability:

Data points:

Maintenance & hosting

Managed Services

Data points of existing performance:

UK & Ireland

Utilities UK & Ireland

Growth in the UK

Choppy UK Waters – Drag

UK focus for growth

Asia Pacific

APAC growth drivers

A strong base: Australian capabilities

Investing in growth

Veovo

Our Vision

Our Mission

Veovo intelligent platform

Helping airports and their customers Go Brilliantly

Veovo through the pandemic Easing airports' path from volatility to predictability

Veovo strategic pillars

Return to travel = Veovo’s return to growth

Go Brilliantly Go Veovo

External Metrics

FY22 revenue impacts:

Summary

Q & A

More from GENTRACK GROUP LIMITED

GENTRACK GROUP LIMITED Investor Presentation 2021