HANSEN TECHNOLOGIES LIMITED - Investor Presentation 2021

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IMPORTANT NOTICE

This presentation has been prepared by Hansen Technologies Limited (Hansen).

Information contained in this presentation:

is intended to be general background information only, and is not intended that it be relied upon as advice to investors or potential investors and is not an offer or invitation for subscription, purchase, or recommendation of securities in Hansen
should be read in conjunction with Hansen's financial reports and market releases on ASX
includes forward-looking statements about Hansen and the environment in which Hansen operates, which are subject to significant uncertainties and contingencies, many of which are outside the control of Hansen – as such undue reliance should not be placed on any forward-looking statements as actual results or performance may differ materially from these statements
includes statements relating to past performance, which should not be regarded as a reliable guide to future performance
includes certain financial information not recognised under IFRS which Hansen considers useful to assist in evaluating Hansen’s performance – however, such information has not been subject to audit or review in accordance with Australian Auditing Standards.

All dollar values are in Australian dollars (A$) unless otherwise stated.

Definitions

1H20 = six months ended 31 December 2019
2H20 = six months ended 30 June 2020
FY20 = financial year ended 30 June 2020
1H21 = six months ended 31 December 2020
2H21 = six months ended 30 June 2021
FY21 = financial year ended 30 June 2021
Reported EBITDA* = Earnings before interest, tax, depreciation and amortisation, excluding net foreign exchange gains

(losses)

Underlying EBITDA* = Earnings before interest, tax, depreciation and amortisation, excluding net foreign exchange gains (losses), not including non-recurring items
NPAT = Net profit after tax
NPATA* = Net profit after tax excluding tax effected amortisation of acquired customer and technology intangibles

*EBITDA, EBIT, NPATA, Recurring revenue and Non-recurring revenue are non-IFRS measures that have not been audited or reviewed by Hansen’s auditors

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CAPITAL MARKETS DAY SESSIONS AND PRESENTERS.

A DETAILED DIVE INTO KEY ELEMENTS OF THE HANSEN TECHNOLOGIES STORY.

Sessions

Presenters

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2
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History and strategy (8.00am – 8.30am AEST)

Technology
(8.30am – 9.30am AEST)
History of Hansen.
Track record of delivery.
Targets for the future.
Experienced management.
Strategic pillars.
Our technology offerings.
Our innovation model.
Our technology landscape.
Three themes of technology roadmaps: 1) Digital, 2) Energy, 3) Telco.

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Andrew Hansen, CEO Graeme Taylor, CFO Malcolm McNab, Head of Investor Relations

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Guy Tennant, CTO

Acquisition growth
(9.30am – 10.00am AEST)
Identify opportunities.
Evaluate opportunities.
Complete acquisitions.
Integrate acquisitions.
Drive value on an ongoing basis. 6. Case study (Sigma Systems acquisition).

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Cameron Hunter, COO

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GAS, ELECTRICITY AND WATER

HANSEN.

A global technology company serving the Gas, Electricity, Water and Communications industries. 600+ 80+ Tier 1 and 2

Tier 1 and 2 customers

Customers Countries Globally

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27%
46%
56%
54%
17%
EMEA APAC Americas Gas, Electricity and Water
Communications
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CREATE-DELIVER-ENGAGE

We develop and implement purpose-built software enabling our customers to create and bring to market new products and services faster, sell and deliver them flawlessly to customers and engage meaningfully at all points of customer interaction.

Regionally entrenched and global challenger to SAP and Oracle.

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COMMUNICATIONS
Agile innovation &
quick to market
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GAS, ELECTRICITY AND WATER

THE HANSEN MISSION.

To further grow our best-in-class core business through aggregating mature, entrenched and predictable businesses in the energy and communications sectors.

OUR STRATEGY.

To transform our customers from basic ‘utilities’ to suppliers of new energy related products and services

Leverage our global experience

Leverage new and existing technologies
Cross-sell

COMMUNICATIONS

“Hansenisation” of aggregated businesses

Deploy proven and agile technology methodologies
Predictable management and systems

Diversification

Vertical, geographic and customer diversification

To enable Telcos to innovate freely and monetize the 5G & complex B2B segment opportunity

Future opportunities

A disciplined approach to further aggregation opportunities

50-YEAR TRACK RECORD IN TECHNOLOGY.

DRIVEN BY MANAGEMENT WITH >17 YEARS WITH THE COMPANY ON AVERAGE.

Beginnings Diversification

Public company

Aggregation acceleration

Founded in 1971 to • Diversified across focus on the customers, geographies management of and verticals to create a customer and well-diversified, predictable organisational data. and defensive business.
• • Beginning with one Developed Hansen Unified customer where we Billing (“HUB”). didn’t own the IP, we • Pioneers in providing some shifted to owning our of the first web-based selfown IP and service and browser- based
expanding customer customer care solutions to numbers. the market.
IPO of Hansen • Rapid growth with revenue CAGRs of around 25% through Technologies in 2000 several progressive and strategic acquisitions that have driven by existing expanded our geographic scope and enhanced the business management team. of our valued customers in our existing verticals.
•
Sell down by early major We have a strong track record of value-accretive acquisitions shareholders to diversify and their integration and have built a share register. global business well positioned to aggregate $500m more and larger businesses.
Focus on being a •
technology company that Confidence in organic and makes profits and acquisition growth outlook - targeting generates cash flow. $500m of revenues in FY25.
Early beginning of acquisition strategy as more value accretive to acquire businesses in new geographies than enter organically.

1971

2000 2010 FY20 FY25 Group revenues APAC revenues EMEA revenues Americas revenues

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AN EXCEPTIONAL FINANCIAL TRACK RECORD. LONG-TERM SHAREHOLDER VALUE CREATION.

REVENUE ($M)

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301.4
230.8 231.3
174.7
149.0
106.3
FY15 FY16 FY17 FY18 FY19 FY20
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Strong growth in revenues over time through customer wins and value-accretive acquisition growth.
Occasional large one-off licence revenues contributing to some “lumpiness” in revenues, with shift to recurring revenue a continued focus.
Revenues from our owned IP of 97%.
Targeting $500m in revenues by FY25.

UNDERLING EBITDA[1] ($M)

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85.7
66.7
63.1
49.7 51.0
34.1
FY15 FY16 FY17 FY18 FY19 FY20
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EBITDA growth driven by operating leverage and cost reductions.
Cost efficiencies through COVID including reduced travel and productivity gains from working from home (much of these gains expected to be maintained “post-COVID”)
Efficiencies also from regional management and Indian and Vietnam development centres.
FY21 EBITDA driven higher through accounting recognition of Telefonica (Germany) contract; long-term EBITDA margin target of 32% - 35%

UNDERLYING NPATA[1] ($M)

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47.4
38.7
33.7
28.6 28.0
19.1
FY15 FY16 FY17 FY18 FY19 FY20
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Tax rate driven by geographic spread of revenues and utilization of acquired tax losses.
Applying “Hansenisation” to acquired companies and broad cost reductions, margins have been improved.
Significant pay-down of debt reducing interest rate margin and cash burden in recent years.

Notes:

Underlying EBITDA / NPATA is EBITDA / NPATA adjusted for non-recurring items on an IFRS16 basis.

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AN EXCEPTIONAL FINANCIAL TRACK RECORD.

LONG-TERM SHAREHOLDER VALUE CREATION.

EPSa[1] (Cents)

DPS (Cents)

NET DEBT[2] ($M)

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151.4
23.9
19.8 2.0 116.5
16.6 15.6 17.1 95.8
1.0 1.0
11.6
5.0
3.0 3.0 3.0 3.0 3.0 46.7
27.2
10.5
3.0 3.0 3.0 3.0 3.0 3.0
0.0
FY15 FY16 FY17 FY18 FY19 FY20 FY15 FY16 FY17 FY18 FY19 FY20 FY15 FY16 FY17 FY18 FY19 FY20 1H21
Interim Final Special
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Use of debt to grow EPS by managing cost of capital.
Group margin expansion driving significant EPS upside.

Notes:

Adjusted Basic EPS, based on Underlying NPATA.
Dividend decision driven by cash remaining after value-accretive investment opportunities.
Returning excess cash to shareholders flexibly; as and when acquisition growth opportunities are executed, dividend may be reduced from historic levels to allocate capital to our acquisition growth strategy.
Strong cash flows, capital structure and liquidity position with significant recent reduction in net debt.
1H21 Free Cash Flow conversion[3] of 65%.
At 1H21 net debt was reduced to $95.8m (leverage ratio[4] = 1.03x at 31 December 2020).
Significant headroom for more aggregations with board comfortable at 3.0x – 3.5x net debt to EBITDA.
Net Debt excluding AASB 16 lease liabilities and pre-paid borrowing costs.
Free Cash Flow conversion is Gross FCF as a % of Underling EBITDA.
Leverage ratio: net debt (including pre-paid borrowing costs) / EBITDA excluding impact of IFRS16 and non-recurring items.

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FINANCIAL OUTLOOK AND LONG-TERM TARGETS.

A STRONG FY21 OUTLOOK AND CLEAR PATHWAY TO GROWTH TO FY25.

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FY21 outlook Long-term financial targets (FY25)
1 1
•
$316m - $326m (constant currency)
•
Revenue Revenue $500m
•
$306m - $316m (reported)
2 2
• •
EBITDA margin 37% - 39% (underlying) EBITDA margin 32% - 35% (underlying)
3
• Maximum <3.5x net debt/EBITDA
Gearing
(depending on aggregations).
4
• 10c annual base with any excess cash
Dividends returned via special dividends
(depending on aggregations).
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DEEPLY EXPERIENCED MANAGEMENT TEAM.

AVERAGE MANAGEMENT TENURE AT HANSEN OF >17 YEARS.

Andrew Hansen, CEO

Julia Chand, General Counsel and Company Secretary

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IT executive with over 30 years of experience, including management of mid to large size organisations, corporate development, business operations, and strategy.
Joined Hansen Technologies in 1990, and quickly began to transform the business and then ASX listed the company in 2000.
Leads the strategic direction of the business with a dedicated and diverse team of over 1500 industry experts.

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Joined Hansen Technologies in 2007 and plays a strategic role as General Counsel as well as Company Secretary.
Significant legal experience in IT, financial services and retail organisations.

Graeme Taylor, CFO

Faye Aylward, Global Human Resources Director

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Over 30 years’ experience in both operations and finance.
With a Finance Degree and post graduate qualifications, Graeme has earned the title of CPA.
He has worked throughout the Oceania Region, USA and Europe and has significant experience developing International reporting and management systems. His strong commercial knowledge brings a unique approach to his role as CFO.

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Joined Hansen in 2015, bringing experience from South Africa, the UK and Australia in Talent Acquisition and Outsourced HR consulting.

With a background in Organisational Psychology and Communication Science, Faye has an extensive experience within the consulting, financial services, retail and software development industries.

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DEEPLY EXPERIENCED MANAGEMENT TEAM.

AVERAGE MANAGEMENT TENURE AT HANSEN OF >17 YEARS.

Cameron Hunter, COO

Scott Weir, President EMEA

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Joined Hansen in 1987.

• He manages operations across Hansen’s business units and has played a major role in the global growth of the company across the software and IT outsourcing business units.

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Joined Hansen in 2007 as European Director, bringing over 20 years’ experience in the Telecoms, Utilities and Pay-TV industry.

Previously, Scott held several senior roles at NTL (now Virgin Media), BBC and Scantrack Healthcare Systems with a focus on project delivery, leadership and operational efficiency.

John May, President Americas

David Castree, President APAC

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Joined Hansen in 2000.

• He has over 25 years of leadership experience in a variety of industries and geographic markets, including managing large IT implementations.

• Prior to Hansen, John served as the CEO of Baseball Australia, held franchising responsibilities for Jardine Matheson in Australia, Canada and South East Asia and served as the CEO for Australia’s highest profile football club.

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Appointed President, APAC in July 2018.

He joined Hansen Technologies in 2009, bringing years of expertise as a Programme Manager and IT consulting specialist with a deep understanding of client, people, project, and financial management.

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DEEPLY EXPERIENCED MANAGEMENT TEAM.

AVERAGE MANAGEMENT TENURE AT HANSEN OF >17 YEARS.

Darren Meade, Chief Delivery Officer

Guy Tennant, Chief Technology Officer

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With more than 30 years at Hansen, Darren Meade oversees the technical and architectural direction of the organisation’s software solutions.
He has a long history delivering customer care and billing solutions and has a programming background in multiple languages and operating systems.
Prior to joining Hansen, Darren managed large development and project delivery teams for organisations such as Telstra and Worldcom.

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Joined Hansen in 2013, having spent the bulk of his career managing product development for Digital Service Providers: TV broadcasters; ISPs; Telcos, and content owners.

Guy has held various technology leadership positions while living in London, Amsterdam and Johannesburg, and has experience working for software vendors (Irdeto, Entriq), as well as operators (Sky Group and Naspers Multichoice).

Glenn Gibson, Chief Marketing Officer

Matt Gurrie, Chief Information Officer

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Became Hansen’s CMO in December 2019 and was previously VP of Marketing for Sigma Systems (acquired by Hansen in May 2019).
Glenn brings over 20 years of combined marketing experience within the communications, technology and software industries.
Before joining Sigma Systems, he was Head of Marketing at Juniper Networks Canada. He has also held various roles at Sprint and Amdocs.

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Joined Hansen in 2016, bringing experience from a number of large complex technology organisations with experience in integration and divesture of acquisitions.

Prior to Hansen, Matt worked at Orica, Australia Post, Officeworks and Coles, managing various multi-disciplined technology and business transformation projects.

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DEEPLY EXPERIENCED MANAGEMENT TEAM.

AVERAGE MANAGEMENT TENURE AT HANSEN OF >17 YEARS.

Bobby Slaton, Head of Global Strategic Sales

Karen Sharpe, Director Learning Academy

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Responsible for engaging with energy, utilities and telecommunications service providers globally ensuring Hansen is well-positioned to continue its rapid growth worldwide.

• With over twenty years of experience in the utilities, energy and telecommunications industries, prior to joining Hansen Bobby held an array of senior leadership roles at Ventyx, Sumtotal Systems and 4Tell Solutions.

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Karen is responsible for people development within Hansen.

Karen brings extensive experience in the growth and development of technology training business units across multiple geographies internationally and leadership of multi-disciplinary culturally diverse teams.

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THE DRIVERS OF OUR SUCCESS.

LONG TERM VALUE ACCRETIVE AGGREGATION OF MATURE, ENTRENCHED, ANDPREDICTABLE BUSINESSES.

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||||
|---|---|---|
|1|
|•|
|Best in class customer|Strong, profitable, cash generative, underlying business.|
|•|
|care, billing and product|Mission critical software, database of record for products and customers.|
|catalogue solutions|•|Modern and feature-rich evolving applications.|
|2|
|•|
|Competitors still fragmented and regionalized.|
|Hansen Future|
|•|
|COVID-19 will provide further opportunities.|
|Opportunities|
|•|
|Vigilant, disciplined and focused on best, most value-accretive aggregations.|
|3|
|•|
|20-year record of successful, targeted business aggregations.|
|Successful aggregation|•|Industry and regional focused expansion.|
|strategy|
|•|
|“Bulls Eye”: industry, region, IP in systems supporting product, customers and billing.|
|4|
|The ‘Hansenisation’|•|Deploying proven processes and methodologies.|
|•|
|approach|Margin optimization via integration and proven best practices.|
|5|
|•|Two industries.|
|Our global diversification|•|80 countries.|
|•|600+ customers across 16 product lines.|

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1. BEST IN CLASS PROVIDING END TO END CUSTOMER CARE, BILLING AND PRODUCT CATALOGUE SOLUTIONS.

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CUSTOMER
CREATE, CUSTOMER BILLING, RATING
CARE
INNOVATE, ACQUISITION & AND DATA
RETENTION &
DEFINE FULFILLMENT CAPTURE
ENGAGEMENT
Aggregating usage from
Increasing customer
Customer lifecycle – including metering systems, networks and
Build new and bundled to understanding and engagement
pricing, quoting, acquisition and partners, pricing and rating,
market in days not months through multichannel
fulfillment
billing, accounts receivable,
communication and analytics
payment
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Leverage all aspects to ensure customers can thrive and be future-proofed with Hansen.

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1. BEST IN CLASS PROVIDING END TO END CUSTOMER CARE, BILLING AND PRODUCT CATALOGUE SOLUTIONS.

STRATEGICALLY SIGNIFICANT RECENT LOGO WINS.

EXPANDED DOMINANT CLOUD & PRODUCT DIGITAL SERVICE NORDIC POSITION EVOLUTION ENABLEMENT

AGILE INNOVATION & 5G ENABLEMENT

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2. HANSEN FUTURE OPPORTUNITIES.

A DISCIPLINED APPROACH TO AGGREGATION OPPORTUNITIES.

WHAT WE ARE LOOKING FOR

HOW WE EVALUATE IT

HOW WE GO ABOUT IT

Focus will be on robust and mission critical existing verticals.
Ownership of IP.
Regional expansion or leverage.
Complementary applications.
Potential other verticals.
We evaluate each opportunity with the same successful approach deployed over 20 years.
Profit and loss under our management methodologies.
We are uncompromising on strategic and financial rationale.
We don't fall in love.
Capital management, knowing our capacity.
Clear internal buy in.
Integration planned during due diligence to hit the ground running.

Businesses which will benefit from Hansenisation and enhance our core competency.

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3. SUCCESSFUL AGGREGATION STRATEGY.

WE ARE TARGETING $500M REVENUE BY FY25 BUILDING ON OUR LONG TRACK RECORD OF GROWTH.

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$600m
Targeting $500m
$140m
revenue by FY25
Aggregation (size of bubble illustrative of transaction size)
$500m
$120m
$400m $100m
PPL
•
By organic revenue
Enoro Sigma $80m
$300m growth and our proven
HiAffinity aggregation strategy.
•
EBITDA margin target of $60m
$200m Telebilling 32% - 35%.
Banner
$40m
Utilisoft
Nirvanasoft
$100m
$20m
$0m $0m
FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25
Group revenues (LHS) APAC revenues EMEA revenues Americas revenues EBITDA (RHS)1
EBITDA
Revenues
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Notes:

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EBITDA presented as EBITDA adjusted for non-recurring items and net foreign exchange gains (losses).

4. THE ‘HANSENISATION’ APPROACH.

PROVEN ABILITY AND PROCESSES TO DRIVE VALUE ACCRETIVE AGGREGATION.

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DRIVE YIELD EXPANSION AND OPERATING LEVERAGE
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Identify margin improvement during initial engagement.
Price businesses as stand alone, margin improvements not priced in.
30, 90, 360 days post closing.
30 days messaging to staff and customers.
90 days reporting to talk the same language.
360 days goal for full integration.
Relying on over 40 years of industry experience to consistently exceed our customer expectations, driving both retention and upside services.
FURTHER
CORPORATE GOAL OPPORTUNITIES
• Aggregate a mature • Broaden foundation. and predictable • Deepen talent pool. customer base. • De-risk single point.
• We don’t just aggregate, we integrate to leverage knowhow and assets.
• Drive margins to Hansen Group level.

Ensure newly acquired customers and employees can thrive and be future-proofed with Hansen.

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5. OUR GLOBAL DIVERSIFICATION.

GLOBAL PLATFORM MITIGATES RISK AND CREATES GROWTH OPPORTUNITIES.

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Revenue FY16
$149m
Nordics
Canada
82 UK 300
171
Denmark
Germany India
105
USA 254 267 China Japan, 1
66
Vietna
m 103
Singapore, 8 Australia
Brazil, 11 221
NZ
Argentina, 11 62
South Africa, 12
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HANSEN EMPLOYS OVER 1400 STAFF GLOBALLY ACROSS 33 OFFICES

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Q&A

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HANSEN INNOVATION MODEL.

MULTI-DIMENSIONAL APPROACH DELIVERS INNOVATION

ACQUIRE

INVEST

BUILD

A cornerstone of Hansen’s corporate strategy is to acquire innovative products.
Create synergies through integration of best of breed solutions into our existing and new customers.
Opens new markets with commercialized innovative products.
A prime consideration in our evaluation of a business or product-line is the state of the product, tech-stack, R&D practices, and investment history.
Robust, customer and industry driven R&D program per product.
Identify common themes that could lead to knowledge sharing and synergy across product groups.
10% of revenue reinvested – variable by product line in any given year. ROI factored into assessment of relative merits of proposed investments.
Investigate adjacencies: by ecosystem; by product; by territories; and by market
Products : extending products (e.g., flexible mobile app for self care, remote workforce, sales agents etc.)
Processes: improve the way things are done and spread learning among delivery groups.
Technologies : keeping technology stacks current as well as capitalizing on new technologies e.g. Utilizing cloud technologies across the existing product suite.
Solutions : identifying innovative use of existing capability (e.g., connected car)

Incremental Transformation to Digitally Driven Experiences

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CUSTOMER RETENTION AND THE STICKINESS OF OUR SOLUTIONS. OUR CLIENTS STAY WITH HANSEN DUE TO OUR APPROACH TO TECHNOLOGY AND CUSTOMER RELATIONSHIPS.

Our technology is mission critical software, a database of record for products and customers with modern and feature-rich evolving applications:

Mission-critical software

We are at the heart of the customer’s business; and replacing our software is a heart transplant.
Our understanding of, and investment in, the future of technology is key to future-proofing our customers.

Our technology enables customers to stay compliant with ever-changing regulations and industry standards:

Compliance with regulations

Energy regulations are highly specific to each country – in Australia and the USA – each state.
Telecommunication standards are global, but the pace of change is higher.

Closely aligned with our clients’ needs

Industry leading levels of customer intimacy and relationship management give us an understanding of our clients’ needs - we work with them to develop solutions to meet these needs; we don’t give them a reason to leave:

In most product lines customer requested features might constitute anything from 25-75% of any release.
Our clients appreciate this; it facilitates strong loyalty and information exchange to keep us informed as their needs develop.

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4
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Hansen’s executive team has >100 years of expertise and experience in communications, IT, business process and management:

Thought leadership

Our global experience across telecommunications and utilities, and acquisition strategy, enables us to cross-fertilize knowledge between regions, industries, products and customers to efficiently adapt our customers for regulatory changes.
Turning customers from today´s utilities and telecoms into tomorrow’s next digitally-driven experience companies.

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CUSTOMER DRIVEN ROADMAP EXAMPLE

In FY21 25% of the roadmap for the Sigma product lines was derived from dialogue with customers over features needed for their specific markets

Catalog:

DPM:

Cross Offer Relationship Enhanced Modelling
Security Hardening
Entity Relation Override Extensions
Replace Oracle with opensource database
Catalog Data PLM/Audit Extensions
Relay Based Static IP Allocation
Workbench Configuration Audit Extensions
Firmware Management Improvements
Management Platform Enhancement
DHCP Memory Improvements
Partial Group Cardinality Support
DHCP Data File Resiliency Hardening
Operational Platform Enhancements
TFTP File Size Improvements
DHCP Primary to Failover Sync Improvements

OM:

BPMN Loop construct
Enhance Import Product Specification

Provisioning:

User Task Selective display
Order Search using different indexes
Large Open running order support
Runtime and Designtime UI Enhancements
On Prem Deployment (specific to client))
Amend on Delete
UI/UX enhancements
Order Repair Functionality
User Interface - JEA Suspend Resume
User Interface – Order Capture

Inventory:

Custom Search Extensions
On Prem Deployment (All Customers)
Sigma OM/CPQ Extensions
Catalog Driven Provisioning
Web based SCT Designer Tool
Time Line View – Ops UI

Insights:

STM UI
India KPI Requests
Japan KPI Requests
Inventory UI
Portfolio Inventory Integration Improvement

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E S
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OUR TECHNOLOGY JOURNEY.

TRANSFORMING CLIENTS FOR FUTURE ADVANCEMENTS INCREMENTALLY AND SUSTAINABLY.

We transform clients past forward and future back.
So that they can always have the right balance between the legacy and future advancements.

We have always believed in incremental innovation and codevelopment instead of hyped disruptions. We believe that model is more affordable, feasible and sustainable.

Another strong element we can bring to support the success and speed of transformative journeys is our solid ground-2-cloud and global2-local expertise and knowledge.

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SOME GENERAL POINTS ON R&D AT HANSEN.

OUR CLIENTS HAVE AN EXPECTATION OF CONTINUED ROADMAP INVESTMENT.

1 Hansen has made eight product-oriented acquisitions in the last seven years: •
R&D approach Most of these clients have an expectation of continued roadmap investment. • Synergies are achieved from shared services, knowledge, and components.
2 Roadmaps are planned on a three-year horizon:
Three-year horizon • Year 1 is committed in the form of a Product Charter - a Plan of Record that we strive to meet. • Years 2 and 3 are Plans of Intent.
3 Roadmaps are closely aligned with our client’s needs which are understood and aligned:
Closely aligned with our • Through periodic workshops. client’s needs • Annual or bi-annual Hansen Connect networking events. • Roadmap (Feature) Sponsor programs.
4 Agile development processes are practiced throughout the company; release cadence varies by product:
Agile development • Cloud-native, multi-tenant solutions: one - three months.
processes • Full-stack on-premise solutions: six - 18 months.

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KEY THEMES IN HANSEN ROADMAPS.

WHILST MOST PRODUCT LINES HAVE A DISTINCT WISHLISTTHERE ARE CERTAIN CORE THEMES THAT ALL CLIENTS HAVE IN COMMON.

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DIGITAL
TRANSFORMATION
Leveraging cloud technologies -
A
from Monoliths to microservices
B Digital Service Providers
C The Customer Experience
TELCO/CSP ENERGY
TRANSFORMATION TRANSFORMATION
Distributed generation &
A Enabling 5G innovation A
renewables
B Internet of Things (“IOT”) B The Data Tsunami
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Technologies changing the way a business operates

Disruptors changing the nature of the industry itself

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KEY THEMES IN HANSEN ROADMAPS.

WHILST MOST PRODUCT LINES HAVE A DISTINCT WISHLISTTHERE ARE CERTAIN CORE THEMES THAT ALL CLIENTS HAVE IN COMMON.

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Digital Energy

Telco

FROM MONOLITH TO (MICRO)SERVICES: LEVERAGING CLOUD TECHNOLOGIES.

Billing and Customer-Care solutions evolved over decades to satisfy all the requirements of the organizations they served:

Complex and wide-ranging solutions that try to be all things to all people.
Serving multiple different groups of users with different job functions.
Scaling up generally requires expensive hardware & 3rd party software .
Options to mix and match systems are limited.

Large systems like this have acquired the name “Monoliths”.

A more recent design pattern is to decompose monolithic systems into a loosely coupled set of distributed services that interoperate with each other but can be scaled and managed independently.

These architectures are known as Service Oriented Architectures (SOA).

Services:

Contain and manage own data.
Can be updated independently.
Communicate with each other through API’s.
Can be scaled by adding more into the pool.

Microservices are a more fine-grained evolution of the SOA concept usually built using cloud-native technologies.

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Hansen is investing in knowhow, technology, and processes that will provide our clients with access to the best of what the cloud has to offer without the pain of system replacement.

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Digital

Energy

Telco

HANSEN PRODUCTS AS A SUITE OF LOOSELY COUPLED SERVICES. EACH INDUSTRY REQUIRES CERTAIN UNIQUE SERVICES, BUT MANY FUNCTIONS ARE COMMON TO BOTH.

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Digital

Energy

Telco

HANSEN CLOUD EVOLUTION.

CLIENTS PERCEIVE VALUE IN THE ADOPTION OF CLOUD TECHNOLOGIES/METHODOLOGIES BASED ON KEY EXPECTATIONS.

1 Lower Total Cost of Ownership

2 Greater agility = faster time to market

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Some customers approach transformation incrementally - “all new systems must be cloud-native” while others plan a more radical IT transformation.

Hansen has established general guidelines for all product lines to follow with knowledge and experience shared between groups

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Provide Evolutionary Upgrade Path Utilize “Standard” Cloud Native Unlock Scalability
Technologies and Services
Dynamic support for hundreds of txns/sec
Keep external APIs and business
Deploy on Public Cloud or On Premise Microservices architecture as appropriate
configuration paradigms constant per application
Improve Agility Consistent deployment & operations Lower TCO
Separate Core from Implementation Reduce dependence on expensive legacy
Logging, eventing, operational metrics,
Standard CI/CD Process technologies. Streamline operations
tracing
required to support infrastructure
Realize in Product and Project
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Digital

Energy

Telco

HANSEN AS A DIGITAL SERVICE PROVIDER.

AS MORE DIGITAL PRODUCTS ARE SOLD, THERE ARE GOOD OPPORTUNITIES FOR SYNERGISTIC BUNDLING .

Overview

CableTV companies and Telco’s have proven that the “triple-play” bundle (TV, internet, VOIP) reduces customer churn. Later (in 2010’s) mobile telephony was added to the mix, with further benefits for subscriber retention.
As an ever-widening array of digital products are brought to market, there are good opportunities for synergistic bundling providing back-office solutions can support them.

Back-office requirements

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1 Product Catalog
2
CPQ systems
API’s and
3
frameworks
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That enables service and product innovation - describes all the elements of the bundle, and all the resources on which they depend.
An omni-channel customer acquisition process capable of generating complex quotes, applying discounts, and capturing orders.
API’s and frameworks for the integration of Partner systems.

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Orchestrating
4
orders
5 Charging and
billing
6
Analytics
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Capable of orchestrating orders to a customer through multiple internal systems as well as through 3rd parties.
Real-time enabled charging and billing for Own and 3rd party products.
Analytics driven ecosystem, to foster real-time decisioning, personalization and operational efficiency.

Examples

Direct Energy

Uses PeaceCX to bill non-commodity offerings such as home services, equipment maintenance and insurance for more than 500,000 customers in the competitive Texas energy market.

Wilhelm.Tel

Services 36,000 homes, while providing fiber to a further 130,000 homes in six adjacent municipalities.

City of Longmont

Services 86,000 homes with electricity and water as well as community broadband (gigabit fiber called Nextlight). Longmont is an example of a growing trend in rural American towns to use Municipal Bonds to finance broadband as a utility.

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Digital

Energy

Telco

CUSTOMER ENGAGEMENT.

A HEIGHTENED FOCUS ON THE OMNICHANNEL EXPERIENCE IS KEY TO DIGITAL TRANSFORMATION FOR ALL CLIENTS.

Hansen has an ongoing program of customer experience improvement initiatives on many product lines:

Streamline dashboards and workflows.

UX upgrades

Leverage latest technologies.
Allow customization and extension of the UI through SDK’s.
As consumers and households increasingly shift towards being “digitally native”, focus shifts from call-centre to self-service:

Self-service apps and portals

A personalized omni-channel experience is key to customer engagement and retention - all of Hansen’s product lines are evolving an increasingly powerful set of RESTful APIs to interface with multiple external channels.
Hansen provides white-label websites and apps for many of our smaller Utility/Muni clients in various markets.
Last year Hansen developed a universal Framework for use in all our mobile self-care and business apps going forward: • A single code base for Android and IOS apps.

Mobile first

Best of breed design patterns with integrated security, authentication, testing, crashlytics…etc .
Targeted at business apps (field service personnel, inventory testing) as well as our consumer facing apps going forward.
In FY22 we will be refreshing consumer facing self-care apps that interoperate with several of our products.

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Hansen has appointed a Head of Customer Experience Management to oversee all these initiatives from the Office of the CTO

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KEY THEMES IN HANSEN ROADMAPS.

WHILST MOST PRODUCT LINES HAVE A DISTINCT WISHLISTTHERE ARE CERTAIN CORE THEMES THAT ALL CLIENTS HAVE IN COMMON.

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Digital

Energy

Telco

DISTRIBUTED GENERATION & RENEWABLES.

HELPING COMMUNITY INITIATIVES THAT TARGET CUSTOMERS IN DEMOGRAPHICS SO FAR EXCLUDED FROM GREEN-TECH.

Community solar in the US

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After strong years of growth on behind-the-meter rollout of solar and storage (including EV’s), Hansen is currently focusing on community initiatives that target customers in demographics previously excluded from green technology.
In the US 3,005 MW (Dec 2020) of Community Solar capacity has been installed in >1,250 projects in 39 States; Steady market growth since 2010 (130% CAGR)**
Subscribers typically save 5 to 15% while also supporting renewable energy and the environment
Increased access:
Gives renters and apartment dwellers the ability to participate in solar or wind.
Mostly focused on Low to Medium Income (LMI) homes.
More suitable for those that plan to change utility service territory in the next 20-25 years
Zero maintenance.
Energy Independence – protection from unstable energy prices and supply disruptions.

Challenges and CIS roadmap response

**NREL.gov

Cumbersome regulatory processes for verifying the eligibility of LMI customers.
Long lead times between sign-up and capacity coming online.
Varying delays in application of credits to 2nd bill depending on Utility.
Mobile population, frequent churn due to change of address.
✓ Streamline customer onboarding processes, integrate verification systems.
✓ High touch communication on project milestones and what to expect when.
✓ Clear and well explained bill formats, clear self-care application.
✓ Simple move-in/move-out processes, maintenance of waiting lists, application of credit .

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Digital

Energy

Telco

THE DATA TSUNAMI: LESSONS FROM THE NORDIC REGION.

HIGH SMARTMETERPENETRATION AND DEREGULATED ENERGY MARKETS ARE CREATING CHALLENGES & OPPORTUNITIES.

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With smart meter penetration near ~100% in Finland and Norway, our customers are having to cope with a deluge of usage data necessitating upgrade to systems and storage.
Exchange of all this information is complex which has prompted regulators to mandate centralized (regulated) datahubs through which all participants must communicate.
Standardized SLA’s for smartmeter data VEE, submission and retrieval.
Force a cleaner separation between market participants (DSOs, retailers).

Consequences

Launch of Norwegian “elHub” in 2019 lead to a wave of consolidation, particularly in the DSO segment.

Distributors, Retailers & Datahubs

Finland launches their datahub in Feb 2022. (Swehub plans are under review).
➢ CIS: Hansen is leveraging Norwegian “Elhub” experience to increase market share in Finland.

Smartgrids and datahubs have generated further opportunities for Hansen - we have launched 3 new cloud-native products

Meter & Energy
A new cloud-native MDMS product, designed to work with datahubs and shaped around the independent needs of DSOs and retailers.

Utilytics

Analytics suite that uses combined datasets to increase understanding of customers, demand patterns and network performance.

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Energy Trading
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Turning knowledge into actionable insights and forecasts that inform automated intraday energy trading in the Nordpool market.

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KEY THEMES IN HANSEN ROADMAPS.

WHILST MOST PRODUCT LINES HAVE A DISTINCT WISHLISTTHERE ARE CERTAIN CORE THEMES THAT ALL CLIENTS HAVE IN COMMON.

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Digital

Energy

Telco

ENABLING 5G INNOVATION: THE B2B OPPORTUNITY.

WHILST 5G WILL OFFER CONSUMERS EVEN FASTER NETWORKS , CSP’S SEE RETURN ON INVESTMENT COMING FROM THE B2B MARKET.

Fundamental to 5G networks is the ability to create “network slices” for industries, partners and institutions such as Smartcities, healthcare providers, transportation fleets, manufacturers, retail chains, gaming communities, etc.:

In which specific parameters like QoS, speed, latency and device density can be fine-tuned, measured and guaranteed.
And operated on a network comprised of software functions rather than dedicated switches and hardware. This allows the addition of new functions that can scaled with the same ease as public cloud providers can offer – so-called Network Function Virtualization (NFV).
Which facilitates bundling of a new set of value-added services from partners e.g., a VPN for a multi-site business.

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A flexible way to describe, price, bundle and discount services is key to success – hence Hansen’s Create Deliver Engage Suite.

Roadmap initiatives

Diagram from viavisolutions.com

Enterprise quotes & New use cases and functional capability are being added to CPQ and Order Management to enable functions like tiered and threshold pricing; partial orders order submission; entity level PONR; ability to manage linked entities; enhancements to pricing and discounting; price and product guarantees, etc. • Large orders from large enterprise customers place special demands on all components in the suite – for example capturing data necessary to provide
Bulk/large orders 10,000 Site VPN networks. Many aspects of UI and API functionality are being improved: user journeys; searching within orders; bulk data upload.

Framework contracts

Providing B2B and Large Enterprise customers the ability to negotiate umbrella pricing and product variations for enterprise customers. Framework agreements subsequently utilized within all further Quote and Order processes

Better performance

Larger quotes and larger orders create special data loads on existing API’s and the underlying services that support them. Mechanisms are being defined to optimize communication of large files and streamline information flow so that customer facing processes are remain quick and reliable.

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Digital

Energy

Telco

ENABLING NEW RETAIL EXPERIENCES: THE INTERNET OF THINGS.

THE PROLIFERATION OF APPLICATIONS FOR CONNECTED DEVICES PRESENTSCHALLENGES AND OPPORTUNITIES FOR CSP’S.

The cellular IoT market was valued at $1.15 billion in 2017 and is expected to register a compound annual growth rate of 26.7% through 2026**.

Whilst key verticals like the automotive industry are serviced by dedicated teams, a key issue for CSP’s is how to enable small businesses to prototype, trial and launch new services, and then manage their accounts going forward.

There needs to be way to discover, order, and enable sensors, devices, services and rate plans.
The order process must be integrated into common CRM platforms such as Salesforce and Dynamics CRM, as well as standalone frameworks that can be integrated into the order path and technical ecosystem of existing retail sites.
A record of customer orders, state of fulfillment and contract terms must be provided.
Analytics must be integrated seamlessly with rated usage to enable reconciliation processes.
Which need to shared through Partner Portals.

Hansen is updating and extending capability to accommodate these requirements.

Examples

**Persistence Market Research.

Large US Carrier

Functionality that serves one of the USA’s largest networks to offer a partner portal to the SME market

US Fibre Network

A retail front end for the signup and sale of broadband fiber to homes and SME’s in the USA.

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SYNERGIES: BETWEEN INDUSTRIES AND TRENDS.

OUR THREE INTERSECTING CIRCLES REPRESENT AN OVERLAP BETWEEN INDUSTRIES AND TRENDS.

Communication Service Providers Energy and Utilities Personalizing the
• • Seen a massive shift from voice, customer experience As strategic national resources they are messaging, and broadcast TV, to OTT subject to shifting regulatory environments services that piggyback off their network. Leveraging greater and increasingly strong public pressure
• efficiencies driven by climate change concerns. Fighting commoditization by adding value •
added services to sub-segments of their Renewables behind-the-meter (solar, DIGITAL
customers: healthcare, energy & utility TRANSFORMATION storage & EV’s) and community etc. Leveraging cloud technologies - renewables (solar & wind) which are now A from Monoliths to microservices
• at price parity with traditional forms of Which requires bundling, pricing, B Digital Service Providers C The Customer Experience energy generation.
partnering, provisioning - beyond the •
capabilities of what their technology Enabling these changes requires a ecosystems were designed for. smartgrid, and with it, the ability to TELCO/CSP ENERGY
• TRANSFORMATION TRANSFORMATION measure, aggregate, utilize and leverage This leads to a demand for systems that large volumes of data to provide richer
enable innovation and interoperate well A Enabling 5G innovation A Distributed generation & renewables customer experiences and better service.
➢ Systems with API’s, driven by flexible product B Internet of Things (“IOT”) B The Data Tsunami descriptions, working well as a Product Suite. • Systems that enable insight to usage so that customers can modify behavior to consume at
• And components that allow our periods of low demand customers to present their customers • And connectivity: to measure everything,
with the best, most personalized engage customers, and ultimately retain
Cross-selling products
experience possible. them by making them feel part of an
➢ Analytics, actionable insights, holistic views. energy transformation. Cross-selling services

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IN CONCLUSION.

Our expanding geographic footprint, coupled with our increasingly broad experience in our focused verticals, gives us a unique vantage point from which to provide a viable pathway to evolving organizational capability:

Our R&D program is robust and tailored closely to our clients' desires.
Our approach is one of incremental investment paced at the rate our clients expect.

Our R&D investment exceeds 10% of Hansen’s current revenue. Ongoing focus on low-cost development centers increases the value we realise from that investment.

Our industries are infrastructure - the essential fabric on which our nations are built.

The central placement of our products in our customer’s ecosystem presents opportunities to expand within accounts and identify areas of additional value add:

To service with new products.
To focus our Mergers and Acquisitions activities.

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Q&A

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EXECUTIVE SUMMARY.

A COMPREHENSIVE ACQUISITION GROWTH STRATEGY BUILDING ON OUR STRONG TRACK RECORD.

Strong acquisition track record

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Long history of >25 value-accretive acquisitions fully integrated.
Proven ability to acquire larger businesses as our business has grown.
Significant further acquisition opportunities in fragmented existing verticals and new verticals.
Structure and process in place to drive value accretive acquisition growth.
With our latest acquisition (Sigma) fully integrated and performing well (see case study later in presentation), and significant balance sheet capacity given strong cash flows, we are ready and well prepared to acquire and integrate our next value accretive acquisitions.

Maximising value accretion in our acquisition growth strategy

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1 Identify 2 Evaluate 3 Complete 4 Integrate 5 Drive value
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Notes:

EBITDA presented as EBITDA adjusted for non-recurring items and net foreign exchange gains (losses).

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1. STRUCTURED ACQUISITION IDENTIFICATION PROCESS. PROACTIVE AND COMPREHENSIVE PROCESS TO IDENTIFY ALL RELEVANT OPPORTUNITIES GLOBALLY.

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1
Internal M&A team
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Focused internal team researching potential acquisition targets.
Includes those in existing database, new research and opportunities presented by external advisors.
Weekly internal discussions with executive team to review new targets and discuss existing processes.

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2
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Established relationships with >40 brokers and advisors around the world in the Enterprise Software space and industry verticals with quarterly catch-up meetings on developments in markets and potential acquisition targets.

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External advisors
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Proactively building on this with new brokers and advisors being contacted to further strengthen relationships with key firms and individuals.
Generating a significant flow of opportunities.

Buy side relationships

Firms actively reviewing the market for Hansen on the buy side for new acquisition opportunities.
Weekly calls held to progress opportunities.

3 Complete

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Identify 2

Evaluate

4 Integrate

5 Drive value

2. DRIVEN BY PROVEN EVALUATION APPROACH.

A STRUCTURED APPROACH TO TARGET IDENTIFICATION AND EVALUATION.

A clear evaluation criteria…

… backed up by our experience

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1
1. Mission critical software in the
BSS utilities and communications We know what we are looking for
verticals.
OSS
2. Ownership of IP.
Other
2
3. Mature and predictable Tier 1
and 2 customers. Open minded about product / competency
adjacencies and size
4. Regional expansion or
leverage.
3
We will not look too many “rings out from the
bullseye”
4
Quick to evaluate, respond and move forward
Existing verticals
Adjacencies
5
New verticals
Experienced due diligence team and process
1 Identify 2 Evaluate 3 Complete 4 Integrate 5 Drive value
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3. EXPERIENCE IN COMPLETING ACQUISITIONS.

HANSEN HAS THE TRACK RECORD, EXPERIENCE AND SPEED TO EXECUTION TO SUCCESSFULLY COMPLETE ACQUISITIONS.

1 2 3 EXPERIENCE TRACK RECORD LOGICAL HOME

4 SPEED TO EXECUTION

Executive team that has working together on tens of acquisitions.
Understanding of critical factors for Hansen to successful closing of acquisitions.
Experience both in process or outside of process.
Successful track record of • Given our investment in acquisitions provides confidence customers, people and in our approach to closing technology, we are the logical transactions. home for owner led and carved out businesses.
Experience in all types of sales and processes (private equity, private sale, owner driver, carve out).
New staff quickly become part of the “Hansen family”.
Experience, focus and decisiveness on targeted acquisitions enables speed to execution.
Balance sheet strength also facilitates financing certainty and speed.

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Identify 2 Evaluate
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Complete
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5 Drive value

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4 Integrate

4. EXCELLENCE IN INTEGRATION.

SYNERGIES CAPTURED BY HANSEN.

Drive all the synergies from the integration

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Synergies extracted
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Initial 90 days plan
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Drive them as early as possible.
Ensure they are all maximized.
Drive the 80/20 benefits.
Begun during due diligence:
Business financial projections.
Risk assessment.
Evaluate key staff.
Replicated roles, office, sales, third parties.
Buying power.
Economies of scale benefit.
Revenue synergies (cross-selling, upselling).
A structured and focused 90-day plan, including:
- Messaging to staff and customers.
- HR, legal and accounting and other shared services aligned.
- Reporting to talk the same language.
- – Customers and new opportunities review.
Plan profitability initiatives.
Price businesses as stand alone, margin gains not priced in.

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Identify
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Evaluate

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Complete
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Integrate

Drive value

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4. EXCELLENCE IN INTEGRATION.

SHARED SERVICES –A STRONG PLATFORM FOR FUTURE ACQUISITION INTEGRATION.

Global shared services and common systems

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1
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Finance
Proven model
Admin Legal
Well established global structure of corporate services
Change driven and completed in 90-day plan
IT HR
Identify 2 Evaluate 3 Complete 4 Integrate 5 Drive value
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4. EXCELLENCE IN INTEGRATION.

“HANSENISATION”.

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1 2 3
REGIONAL ACCOUNT DELIVERY
STRUCTURE MANAGEMENT MANAGEMENT
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4 5 6
PRODUCT
PRODUCT LOW-COST
INVESTMENT
MANAGEMENT DELIVERY CENTRES
PANEL
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  - Separate from Account Management.

Business structured by • Key Hansen Function. Separate from Account region (Americas, • Long standing Management. EMEA, APAC). relationships. • Provide two voices for
• Sales and Account each client.
Sales and Account each client. • Understand the
Management contractual obligations. • Triangulation.
Driving growth.
Deliver but not over • No surprises.
• Structured to take on deliver. local and/or global • Establish regular additions. review meetings
Build trust and relationship.
Driven by Office of CTO.
Each product runs with a General Manager.
Responsible for all delivery obligations.
Quarterly review.
Drives more focused
• Product P&L and product investment Gross Margin targets. and delivery outcomes.
Well established structure than easily enables addition of further product streams.
Well established capability in Pune, Ho Chi Minh and Shanghai.
Expertise and experience to roll out capability to further products as required.
Provide opportunity to upsell and cross sell.

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UNDERLYING ETHOS
1. Customer focus 3. Enable ownership
2. Create responsibility 4. Spend money like it is your own
1 Identify 2 Evaluate 3 Complete 4 Integrate 5 Drive value
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4. EXCELLENCE IN INTEGRATION.

COMMUNICATION –SMOOTH INTEGRATION FOR STAFF, CLIENTS AND PARTNERS.

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Staff 1 INTERNAL
2 EXTERNAL
HANSEN
Industry ACQUISITION Clients
COMMUNICATION
3 DAY 1
Social 4 ONGOING
1 Identify 2 Evaluate 3 Complete 4 Integrate 5 Drive value
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5. DRIVING VALUE.

ONGOING VALUE CREATION.

Hansen value creation

Customer value creation

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1 PROFITABILITY
2 PRICING POWER Certainty Quality
3 UPSELLING
Relationship
4 CROSS-SELLING
1 Identify 2 Evaluate 3 Complete 4 Integrate 5 Drive value
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SIGMA CASE STUDY.

DRIVING VALUE THROUGHOUT THE ASSESSMENT, DILIGENCE, NEGOTIATION AND INTEGRATION PROCESSES.

PRE-DEAL ASSESSMENT INTEGRATION DRIVE VALUE
1. Adjacent product. 1. 90-day plan executed driving 80/20 1. Drive value through: synergies.
1. Nice synergy and cross-sell BSS to OSS A. Customer relationship focus and and OSS to BSS. 2. Shared services integration. development.
1. In Telco vertical but cross-selling potential 3. Account management. B. Profitability. into Utilities. 4. Delivery management. C. Upselling.
1. 5G / digitization / IoT potential 5. Product management. D. Cross-selling.
1. Additional low-cost development centres 6. Product investment panel. 2. Lessons learned:
to complement our existing centres. 7. Low-cost development centres. A. Integrate more quickly.
1. Tier 1 clients. B. Proven cross-selling opportunities.
1. Disciplined approach to valuation C. Best practice application.
Disciplined approach to valuation negotiation – right price.
Private equity seller considered Hansen a good home.
Significant savings opportunities.

Playbook for future acquisitions

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Q&A

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WHAT YOU HAVE IN HANSEN.

✓ Established in 1971.

✓ A highly proven and talented Executive management team.

✓ A predictable and cash generative focused business.

✓ Owners of pre-eminent software IP at the very heart of our customers.
✓ Serving mature and established industries.
✓ High barriers to entry.
✓ Subject matter experts in our field.

✓ 97% of all revenues derived from our software.

✓ Track record of >30 very successful acquisitions.

✓ A play book for aggregation of a largely regionalised and disparate competitors.

✓ A great future ahead.

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AI assistant

HANSEN TECHNOLOGIES LIMITED — Investor Presentation 2021

65073_rns_2021-05-17_97f7500a-a25c-4999-8c20-8e7f55e7ddd8.pdf

IMPORTANT NOTICE

Definitions

(losses)

CAPITAL MARKETS DAY SESSIONS AND PRESENTERS.

A DETAILED DIVE INTO KEY ELEMENTS OF THE HANSEN TECHNOLOGIES STORY.

Sessions

Presenters

GAS, ELECTRICITY AND WATER

HANSEN.

Tier 1 and 2 customers

CREATE-DELIVER-ENGAGE

GAS, ELECTRICITY AND WATER

THE HANSEN MISSION.

OUR STRATEGY.

Leverage our global experience

COMMUNICATIONS

“Hansenisation” of aggregated businesses

Diversification

Future opportunities

50-YEAR TRACK RECORD IN TECHNOLOGY.

DRIVEN BY MANAGEMENT WITH >17 YEARS WITH THE COMPANY ON AVERAGE.

Beginnings Diversification

Public company

Aggregation acceleration

AN EXCEPTIONAL FINANCIAL TRACK RECORD. LONG-TERM SHAREHOLDER VALUE CREATION.

REVENUE ($M)

UNDERLING EBITDA[1] ($M)

UNDERLYING NPATA[1] ($M)

Notes:

AN EXCEPTIONAL FINANCIAL TRACK RECORD.

LONG-TERM SHAREHOLDER VALUE CREATION.

EPSa[1] (Cents)

DPS (Cents)

NET DEBT[2] ($M)

Notes:

FINANCIAL OUTLOOK AND LONG-TERM TARGETS.

A STRONG FY21 OUTLOOK AND CLEAR PATHWAY TO GROWTH TO FY25.

DEEPLY EXPERIENCED MANAGEMENT TEAM.

AVERAGE MANAGEMENT TENURE AT HANSEN OF >17 YEARS.

Andrew Hansen, CEO

Julia Chand, General Counsel and Company Secretary

Graeme Taylor, CFO

Faye Aylward, Global Human Resources Director

DEEPLY EXPERIENCED MANAGEMENT TEAM.

AVERAGE MANAGEMENT TENURE AT HANSEN OF >17 YEARS.

Cameron Hunter, COO

Scott Weir, President EMEA

John May, President Americas

David Castree, President APAC

DEEPLY EXPERIENCED MANAGEMENT TEAM.

AVERAGE MANAGEMENT TENURE AT HANSEN OF >17 YEARS.

Darren Meade, Chief Delivery Officer

Guy Tennant, Chief Technology Officer

Glenn Gibson, Chief Marketing Officer

Matt Gurrie, Chief Information Officer

DEEPLY EXPERIENCED MANAGEMENT TEAM.

AVERAGE MANAGEMENT TENURE AT HANSEN OF >17 YEARS.

Bobby Slaton, Head of Global Strategic Sales

Karen Sharpe, Director Learning Academy

THE DRIVERS OF OUR SUCCESS.

LONG TERM VALUE ACCRETIVE AGGREGATION OF MATURE, ENTRENCHED, ANDPREDICTABLE BUSINESSES.

1. BEST IN CLASS PROVIDING END TO END CUSTOMER CARE, BILLING AND PRODUCT CATALOGUE SOLUTIONS.

1. BEST IN CLASS PROVIDING END TO END CUSTOMER CARE, BILLING AND PRODUCT CATALOGUE SOLUTIONS.

2. HANSEN FUTURE OPPORTUNITIES.

A DISCIPLINED APPROACH TO AGGREGATION OPPORTUNITIES.

WHAT WE ARE LOOKING FOR

HOW WE EVALUATE IT

HOW WE GO ABOUT IT

3. SUCCESSFUL AGGREGATION STRATEGY.

WE ARE TARGETING $500M REVENUE BY FY25 BUILDING ON OUR LONG TRACK RECORD OF GROWTH.

4. THE ‘HANSENISATION’ APPROACH.

PROVEN ABILITY AND PROCESSES TO DRIVE VALUE ACCRETIVE AGGREGATION.

5. OUR GLOBAL DIVERSIFICATION.

GLOBAL PLATFORM MITIGATES RISK AND CREATES GROWTH OPPORTUNITIES.

HANSEN EMPLOYS OVER 1400 STAFF GLOBALLY ACROSS 33 OFFICES

Q&A

HANSEN INNOVATION MODEL.

HANSEN TECHNOLOGIES LIMITED Investor Presentation 2021