HANSEN TECHNOLOGIES LIMITED — Investor Presentation 2021

Feb 24, 2021

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© H A N S E N T E C H N O L O G I E S

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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AGENDA.

Company overview and results highlights

Dividend and outlook

Q&A

Appendix

• EBITDA reconciliation

• Strategy

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GAS, ELECTRICITY AND WATER

HANSEN.

A global technology company serving the Gas, Electricity, Water and Communications industries. 580+ 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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© H A N S E N T E C H N O L O G I E S

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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

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1H21 HEADLINES.

A STRONG HALF.

REVENUE[1]

UNDERLYING EBITDA[2]

UNDERLYING NPATA[3]

$147.1m (constant currency) $142.2m (reported)

2%

$54.3m $31.6m 44% 77% (constant currency) (constant currency) $52.3m (reported) $29.6m (reported) 36.9% margin

REVENUE DERIVED FROM OWNED IP

REVENUE VISIBILITY

97%

95%

1. 1H21 revenues of $147.1m on a constant currency basis; on actual exchange rates 1H21 revenue was $142.2m

2. 44% gain is on underlying 1H21 EBITDA excluding non-recurring items ($0.9m) on a constant currency basis; 36.9% margin is underlying constant currency EBITDA of $54.3m / constant currency revenue of $147.1m.

3. Underlying NPATA = Net profit after tax excluding tax effected amortisation of acquired intangibles and non-recurring items; 77% gain is on underlying 1H21 NPATA excluding non-recurring items (of $0.6m after tax) on a constant currency basis.

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1H21 HEADLINES.

A STRONG HALF.

UNDERLYING EPSa[1]

DIVIDEND

NET DEBT[2]

15.9c ADJUSTED EPS[3] DIVIDENDS 5c (interim) $95.8m NET DEBT[4] $20.7m 77% 67% (constant currency) 14.9c (reported)

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1. Underlying Basic EPSa, based on Underlying NPATA; 77% growth is on underlying constant currency EPSa against prior period.

2. Net Debt: borrowing (excluding pre-paid costs and IFRS16) less cash.

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A STRONG HALF.

CONTINUING A STRONG TRACK RECORD.

REVENUE ($M)[1]

UNDERLYING EBITDA[2] ($M)

UNDERLYING NPATA[3] ($M)

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2% 44% 77%
54.3
144.3 147.1 31.6
37.7
17.9
52
157 48
142 29 30
118 112 112 119 34 23
29 29
74 75 87 88 22 23 24 22 25 16 15 15 18 16
13 13
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• 1H16 2H16 1H17 2H17 1H18 2H18 1H19 2H19 1H20 2H20 1H21

1H16 2H16 1H17 2H17 1H18 2H18 1H19 2H19 1H20 2H20 1H21

1H16 2H16 1H17 2H17 1H18 2H18 1H19 2H19 1H20 2H20 1H21

• 1.9% revenue growth to $147.1m on a constant currency basis (revenue down 1.5% to $142.2m on an actual currency basis due to the appreciation of AUD).

• Strategic new logo wins expected to drive organic growth including new pipeline activity.

• Underlying constant currency EBITDA increased 44.0% to $54.3m (36.9% margin) due to operating leverage and continued cost reductions.

• Efficiencies from regional management and Indian and Vietnam development centres.

• Effective tax rate at a more sustainable level of 24% as previous tax losses utilised.

• Significant pay-down of debt reducing interest rate margin and cash burden by annualised c. $3.5m from same time as last year.

• Significant part of margin increase expected to remain in “COVID-normal” conditions.

Notes:

1. Reported revenues with currency impact ($4.8m) of most recent period shown.

2. 1H21 EBITDA = Underlying EBITDA including $0.9m of non-recurring items; years before FY20 not adjusted for impact of AASB16 (c. 10% impact), currency impact ($2.0m) of most recent period shown.

3. Underlying NPATA: net profit after tax excluding tax effected amortisation of acquired intangibles and one-off items, currency impact ($2.0m) of most recent period shown.

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A STRONG HALF.

CONTINUING A STRONG TRACK RECORD.

UNDERLYING EPSa[[1]] (Cents)Cents))

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UNDERLYING EPSa [[1]] (Cents)Cents)) DPS (Cents) NET DEBT [2] ($M)
77% 67% 18%
15.9
2
5.0 151 153
9.0 116.5
95.8
15 15 1 1 3.0
12
5
8 8 9 8 9 8
7
3 3 3 3 3 3 3 3 17
5 2
1H16 2H16 1H17 2H17 1H18 2H18 1H19 2H19 1H20 2H20 1H21 1H16 2H16 1H17 2H17 1H18 2H18 1H19 2H19 1H20 2H20 1H21 1H16 2H16 1H17 2H17 1H18 2H18 1H19 2H19 1H20 2H20 1H21
Base Special -23 -30 -15 -15
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• Base Special

• Group margin expansion driving significant EPS growth.

• Increased interim dividend of 5.0c, reflecting strong growth in profitability.

• Cash flows enabling significant reduction in net debt.

• Cash flows ensure continued opportunity for investment in products and new aggregations.

• Total available liquidity = $75m, comprising cash of $49m and $26m undrawn of the debt facility.

• Strong capital structure and liquidity position supports an increased dividend.

Notes:

1. Underling Basic EPS, based on Underlying NPATA with currency impact ($1.0m) of most recent period shown.

2. Net Debt excluding AASB 16 lease liabilities for FY20 and 1H21 and pre-paid borrowing costs.

3. Leverage ratio: net debt (including pre-paid borrowing costs) / EBITDA excluding impact of IFRS16 and non-recurring items.

4. Significant headroom (leverage of 1.03x[3] ) for more aggregations.

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A STRONG HALF.

STRONG CASH FLOW, REDUCTION IN NET DEBT AND INCREASED OPPORTUNITIES FOR GROWTH.

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$51.4m $0.9m $52.3m
($5.9m)
($2.0m)
($6.8m) $34.1m
($3.6m)
$28.9m $0.2m
($5.2m)
($10.3m)
$4.9m
($13.0m)
($0.9m)
Reported Non-Recurring Underlying Working Capex Product Lease rental Gross Cash Interest on Free cash flow Issue of equity Debt Dividends paid Net FX Net cash flow
EBITDA Items EBITDA Capital Development payments flow debt & tax repayments
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• Very strong Free Cash Flow of $28.9m, up from $8.3m in 1H20.

• Net debt reduced by $20.7m to $95.8m following $10.3m of debt repayments + $4.5m net cash inflow & $5.9m debt FX impact.

• Leverage ratio[1] of 1.03x vs 1.46x in FY20, highlighting significant headroom for further borrowing capacity.

Notes:

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1. Leverage ratio: net debt (including pre-paid borrowing costs) / EBITDA excluding impact of IFRS16 and non-recurring items.

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A STRONG HALF.

HIGHLY PREDICTABLE REVENUES WITH STRONG BUSINESS RESILIENCE.

• 1 Proven model through • Gas, Electricity and Water, and Communications companies are recession proof and non-cyclical. financial crises • Services they provide are utilised regardless of economic backdrop; proven through Global Financial Crisis and COVID-19

• 2 Long-term customer • Average customer contract length >10 years. relationships • We work closely to understand and invest in their needs providing high clarity of outlook on customer spend.

• 3 Robust growth through • COVID-19 customer impact did not eventuate. the pandemic • Significant new customer wins driving organic revenue growth.

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

• Thought leadership • Turning customers from today´s utilities and telecoms into tomorrow’s next digitally-driven experience companies.

• 5 Significant new customer • Low customer losses. •

• wins Significant customer wins underpinning longer-term revenue outlook.

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KEY ACHIEVEMENTS IN 1H21.

1

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2
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3
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STRATEGICALLY SIGNIFICANT CONTINUED CUSTOMER WINS

SIGNIFICANT TECHNOLOGY AND ORGANISATIONAL INVESTMENT

STRONG PROFITABILITY FOCUS

• Customer wins in:

• 5G Telecoms.

• Smart energy.

• Renewables (including solar).

• Expectations of continued regulatory change driving organic growth.

• See next slide.

• Development centres : strong recruitment of new developers to deliver future pipeline.

• Cloud relevance for products : all our products are available on-prem, SaaS solution, public cloud or Hansen-provided cloud providing ultimate choice for customers.

• Head of Strategic Sales : driving key customer relationship development and sales efforts to grow cash generative core.

• Continued positive momentum in EBITDA margins.

• Driven by the continued rationalisation of the Company’s cost base driven by the global pandemic, as well as reduced travel.

• Spent it like it is your own continues to be the focus as profitability improves.

• Targeting EBITDA margins of 32% - 35% over the long-term.

• M&A team : focused team to search and screen for all relevant aggregation opportunities for optimal, value-accretive acquisition growth (see later slides).

Growth, investment and profitability improvements across the business while positioning for “COVID-normal”.

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STRATEGIC SIGNIFICANCE OF RECENT WINS. BUILDING THE FOUNDATION OF FUTURE IMPROVEMENTS IN ORGANIC REVENUE GROWTH.

1

2

Category

5G Telecoms

Smart energy

Description

• Hansen at the frontier of supporting 5G roll-out; significant new wins potential and applicability to other verticals.

• DISH: 5G telecoms CPQ / catalogue best-of-breed provider.

• Blue Planet, a division of Ciena - expanding our Create-Deliver-Engage Suite.

• Leadership in future-proofing our customers (e.g., Western Power) for the adaptation needed for smart energy.

• Assisting utilities in securing returns on investment in advanced metering infrastructure (AMI) with the right solutions to help unlock the value within the flood of data to simplify management and optimise processes.

Example logos

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3

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4
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Regulatory adaptation

Renewables (including solar)

• Reflecting the macro changes occurring in our verticals and rapid development of 5G and smart energy applications.

• E.g. Vantaan Energia will upgrade to Hansen MDM - GenerisCX 5 which will contain the required features to meet the upcoming go-live of Finnish Datahub.

• Applying thought leadership to emerging renewables including community solar and distributed energy.

• Community solar is now seen as a viable alternative for consumers and businesses that want renewable and affordable clean energy.

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• Helping community solar businesses quickly acquire subscribers to build revenue and long-term profitability.

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M&A UPDATE (I/II).

A STRUCTURED APPROACH TO TARGET IDENTIFICATION AND EVALUATION.

A clearly structured aggregation approach…

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1. Value
accretive
5. Lessons
strategic and
learned
financial
rationale
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2. Structured
4. Structured
global
integration
screening and
approach
assessment
3. Disciplined
financial
assessment,
DD, valuation,
negotiation and
structuring
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… driven by clearly articulated aggregation criteria

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1
Robust and mission
critical in existing verticals
2
Ownership of IP
3
Regional expansion or
leverage
4
Complementary
applications
5
Potential other verticals
6
Mature and predictable
Tier 1 and 2 customer
base
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• Mission critical software in the utilities and communications verticals.

• Targets must own all their own IP.

• • We can work across different software coding.

• Facilitating further regional build out of Hansen presence.

• Enhancing cross-selling.

• •

Potentially adjacent applications in existing verticals when our expertise can add value.

Subscription based payments in other verticals where our core competency applies.

• Key to security of earnings, cash flows and sticky, long-term customers.

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M&A UPDATE (II/II).

A STRUCTURED APPROACH TO TARGET IDENTIFICATION AND EVALUATION.

Sources of aggregation leads …

• 1 • Historic discussions with potential

• Existing leads targets and advisors. • Significant database of contacts.

• 2 • Through our deep understanding of

• Complementary competitive landscape, competitors’ competitors offerings that are complementary to ours.

• 3 • Through our presence in 80+

• Regional knowledge countries, regional knowledge of sector developments.

• 4 • Being a strong home for assets

• Potential carve-outs considered “non-core” by larger companies.

• 5 • Being able to facilitate value

• Companies facing realisation for companies facing

• headwinds headwinds.

• 6 • A strong strategic bidder for assets

• Private equity ownership built up under private equity ownership.

… funnelled through a proactive global screening effort (indicative)

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Global universe of relevant targets
(thousands)
Strategic
rationale
Screened for strength of
strategic and financial
rationale Synergies; earnings
accretive;
(hundreds)
return on capital > cost
of capital
Targets to approach
Well prepared proposal
Approach and close
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AGENDA.

Company overview and results highlights

Dividend and outlook

Q&A

Appendix

• EBITDA reconciliation

• Strategy

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CAPITAL MANAGEMENT.

INCREASING INTERIM DIVIDEND AND PAYING OFF DEBT FOR NEXT STAGE OF GROWTH.

Our position:

NET DEBT ($M)

• In 1H21, net debt was reduced by $20.7m to $95.8m.

• Leverage ratio[1] = 1.03x as at 31 December 2020.

• Well supported by banks.

• Board is comfortable with gearing levels of 3.0x – 3.5x net debt / EBITDA to support valueaccretive acquisition growth.

Capital management philosophy:

• Having considered Hansen’s capital requirements, strong capital structure and liquidity position, the Board has determined an increased interim dividend to return money to shareholders is appropriate.

• Interim dividend of 5.0 cents per share has been declared, 22% franked, representing a 31% payout ratio[2] for 1H21.

• Level of dividend is at the discretion of Board subject to available cash and activity being undertaken at the time – as and when acquisition growth opportunities are executed, this dividend may be reduced to allocate capital to our acquisition growth strategy.

• Hansen’s strong cash generation means that even with this increased interim dividend we have the cash flows to invest in our products and fund acquisitions.

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116.5
95.8
$20.7m
DOWN
2H20 1H21
DIVIDEND (Cents)
2
1 1
5 5
3 3 3 3 3 3 3 3 3
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1H16 2H16 1H17 2H17 1H18 2H18 1H19 2H19 1H20 2H20 1H21 Base Special

Leverage ratio[1] to 1.03x as at 31 December 2020; down from 1.46x as at 30 June 2020.

Notes:

1. Leverage ratio: net debt (including pre-paid borrowing costs) / EBITDA excluding impact of IFRS16 and non-recurring items. 2. Dividend of 5c / underlying constant currency EPSa of 15.9c. © H A N S E N T E C H N O L O G I

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FY21 OUTLOOK. CONFIDENCE IN THE FUTURE.

• We remain extremely confident in the future of our business.

• We are updating our guidance to:

• FY21 revenues: $295m - $305m (constant currency), $285m - $295m (reported).

• Underlying FY21 EBITDA margin of 33% - 35%.

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LONG-TERM FINANCIAL TARGETS.

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:

1. EBITDA presented as EBITDA adjusted for non-recurring items and net foreign exchange gains (losses), presented on a pre-AASB16 basis for historical comparability.

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WHAT YOU HAVE IN HANSEN.

• 1 2 3 4 5 CUSTOMER WINS STRUCTURED TEAM VISIBILITY AND

• STRONG FINANCIAL BEST OF BREED UNDERPINNING AND PROCESS FOR CONFIDENCE IN

• PERFORMANCE TECHNOLOGY ORGANIC GROWTH ACQUISITION GROWTH LONG-TERM OUTLOOK

• Resilience through global 1. Ongoing investment in 1. Strategically significant 1. Track record of value1. Given our: financial crisis and technology to keep it best customer wins driving accretive acquisition A. Strong mission and

• COVID-19: of breed aligned with CTO current and future organic growth. strategy.

• product pathway, growth.

• 1. Revenues. 2. Significant market including cloud relevance. B. Track record, and 2. 5G leading edge. opportunity, including in
• 1. Earnings (EBITDA, momentum in operational 2. Customers seeing this other verticals that utilise

• NPATA, EPSa). 3. Smart energy. and financial performance. and awarding strategic our core competencies.

• 1. Cash flows. contracts to Hansen. 4. Renewables. C. Outlook on the market. 3. Structured M&A team and
• 1. Debt repayment. 3. Investment done with 5. Visibility and recurring process. 2. We are now targeting $500m customers to meet their nature of revenues of revenue by FY25 by
• 1. Dividend. 4. Disciplined approach to (and market’s) needs. underpinning outlook. organic revenue growth and
• 1. Foundation and strategic and financial our proven aggregation 4. Return on investment assessment and

• capacity for growth. strategy. calculation run to ensure negotiation. value accretion to 3. EBITDA margin target of 32% 5. Playbook for acquisition

• Hansen. - 35%. integration.

• 1. Reviewed monthly for 4. More detail to be provided at relevance and returns. Capital Markets Day.

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CONCLUSION.

1. This has been a great half for our company and shareholders.

2. . Strategic customer wins drive expected strong organic growth

3. With our M&A process in place we are confident of driving our acquisition growth .

4. The second half is looking strong, and we are confident we will comfortably meet or exceed previous .

guidance

1. With our visibility and confidence in the long-term outlook, we are targeting $500m revenues by FY25, which only requires us to grow at around half our historic growth rates .

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AGENDA.

Company overview and results highlights

Dividend and outlook

Q&A

Appendix

• EBITDA reconciliation

• Strategy

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Q&A

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APPENDIX.

Company overview and results highlights

Dividend and outlook

Q&A

Appendix

• EBITDA reconciliation

• Strategy

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EBITDA RECONCILIATION.

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$54.3m
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$2.0m
$0.9m $52.3m
$51.4m
1H21 reported EBITDA Non-recurring items 1H21 underlying EBITDA FX 1H21 underlying EBITDA constant
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FX 1H21 underlying EBITDA constant
currency
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APPENDIX.

Company overview and results highlights

Dividend and outlook

Q&A

Appendix

• EBITDA reconciliation

- Strategy

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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.|
|•|580 customer 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 NEW LOGO / LICENCEWINS.

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.

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:

1. EBITDA presented as EBITDA adjusted for non-recurring items and net foreign exchange gains (losses), presented on a pre-AASB16 basis for historical comparability.

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4. THE ‘HANSENISATION’ APPROACH.

PROVEN ABILITY AND PROCESSES TO DRIVE VALUE ACCRETIVE AGGREGATION.

Drive yield expansion and operating leverage

• 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.

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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.
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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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NORTH SOUTH UK/ WESTERN EASTERN MIDDLE
AUSTRALIA ASIA NORDICS
AMERICA AMERICA IRELAND EUROPE EUROPE EAST AFRICA
PRESENCE:
ENERGY
Strong
Moderate
Emerging
WATER
Nil
COMMS
PAYTV
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• We diversify to mitigate risk and create growth opportunities.

• We have a global footprint in over 80 countries.

• We have no key dependency on any one region, customer, vertical or currency.

• Our mission critical software is diversified across gas, electricity and water, and communications.

• Average client tenure in >10 years.

• Average tenure of key management >17 years, across all key jurisdictions.

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