Slides
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Toby Hall CHAIR ADDRESS
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Four - year operating performance to FY26 Operating Revenue $ million +25.6% FY26 growth 788.7 Operating EBITDA $ million +30.3% FY26 growth 164.8 Operating EBITDA Margin percent +80 bps FY26 movement 20.9% Operating Diluted Earnings Per Share cents per share +23.6% FY26 growth 12.6c 2 STRONG GROWTH AND IMPROVED OPERATING PERFORMANCE
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SENIOR MANAGEMENT CHANGES A carefully managed leadership transition with continuity of execution JM MANAGING DIRECTOR & CEO Jason Martinez Recruited in November 2025; commencement followed the expiry of prior - employment restraints. JM CHIEF FINANCIAL OFFICER Jenny Martin The standout candidate in the recruitment process, becoming available earlier than anticipated. The Board’s preferred sequencing changed. The quality of the transition did not. 01 Strong planning Active succession planning and clear transition governance 02 Thorough handovers Continuity of leadership, knowledge and execution 03 Rapid establishment Strategic and operational priorities remained in focus With thanks to Dr Ian Kadish and Craig White for their leadership, contribution to IDX’s national position and support through the transition.
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SUSTAINABILITY Our FY26 achievements IDX has established strong foundations across governance, strategy, risk management and climate metrics. During FY26 we published our first mandatory climate report aligned with AASB S2. During FY27 we will focus on developing a climate transiti on plan, strengthening Scope 3 emissions and achieving full limited assurance. 93% reduction in Scope 1 and market-based Scope 2 emissions 01 Governance Climate governance framework established Board charters and skills matrix enhanced 02 Strategy Climate risk and opportunity assessment completed Climate scenario analysis undertaken 03 Risk management Climate risks embedded in ERM and operational risk registers Physical and transition risks identified, assessed and monitored 04 Metrics and targets 100% of Australian electricity sourced from renewable products FY26 market - based Scope 2 emissions reduced by 98.5%
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1 Integral Diagnostics Limited 202 6 Annual General Meeting MANAGING DIRECTOR AND CEO’S ADDRESS AND PRESENTATION Thank you, Toby, and good morning everyone, both in the room and online. This is my first AGM as Managing Director and CEO of IDX. I have been in the role for just under three months, and I want to use this morning to do three things: share my initial observations, explain the tangible actions already under way, and be clear ab out what you can expect from us at the half and full year. I will also be direct about the first quarter: Revenue was softer than expected, and our outlook reflects that. But the key take away this morning is our margin improves in the second half, because that is what this team controls most directly, and I will run through the tangible steps that get us there. Before I do, I want to acknowledge Ian Kadish. Over eight years, Ian took IDX from a regional radiology practice to one of the largest networks in Australia and New Zealand, and he completed the merger with Capitol Health. I have inherited a business with real scale, strong clinical standards and a team that cares about getting it right for patients. That is a very good place to start. I also want to thank Craig White, who retired as CFO after the FY26 result, and welcome Jenny Martin, who joined us as Chief Financial Officer this month. Today, and What Follows Let me start with how we plan to engage with you throughout the year Today I will share my observations after three months, the actions already under way, the industry context, our Q1 trading update and FY27 outlook. At the half year, we will quantify annualised run - rate benefits and delivery costs separately, report financ ial and non - financial operating metrics, explain margin and earnings movements, including one - off and timing items, update you on the New Zealand strategic review and provide progress on our overall strategy execution. In August, we will present our medium - and long - term strategy roadmap, multi - year performance measures, growth pathways and capital allocation framework. That sequencing is deliberate. Three months is enough time to assess the fundamentals, identify the most important opportunities and begin acting. We will explain what we are doing now, report progress at the half year and in August provide a broader updat e on strategy execution and our longer - term ambitions.
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2 Why Diagnostic Imaging Is an Attractive Sector Diagnostic imaging sits at the front of most diagnosis and treatment pathways. Demand is driven by ageing, chronic disease and earlier detection. The sector is predominantly Medicare - funded, with annual indexation of 2.4% in FY26 and 2.6% in FY27 (excludin g PET nuclear imaging services). Growth is also moving toward higher - value modalities, with MRI deregulation, the National Lung Cancer Screening Program and breast MRI screening adding funded demand in MRI, PET - CT and CT. IDX is well placed in that market. We are Australia’s third - largest provider, with an 11.9% share, up from 7.1% in 2022. Across Australia and New Zealand, we have 141 clinics and 445 radiologists, plus 144 contracted teleradiologists across the Group. We n ow have 43 MRIs at Australian licensed practices, up from 23 a year earlier. As at 30 September 2026, IDXt accounts for 14.2% of reporting, and AI is applied to approximately 18.2% of scans. In recent years, Medicare benefits for imaging have grown at around 7% per year. That is sector context, not a forecast for IDX. Turning market gro wth into earnings depends on two things: having the clinical capacity to meet demand and keeping cost growth below revenue growth. In the first quarter, the business did not achieve either as well as it should have, and that is what we are working to fix FY26 Results Overview – Key Highlights Toby has taken you through the FY26 financial results, so I will focus on what they mean operationally. Revenue grew 25.6% to $788.7 million, which includes the first full year of Capitol Health, the operating EBITDA margin increased by 80 basis points to 20.9%, and we delivered more than $14 million in Capitol Health merger synergies. Those results provide the base for our next task: capturing the benefits of our scale more consistently across the Group. The operating task now is to build on those results by capturing the benefits of our greater scale more consistently across the Group. That means stronger cost discipline, more consistent execution and clearer accountability for clinic performance. We continued to invest in our clinical network. During the year, we opened new comprehensive clinics at Wangaratta and Eastwood Private Hospital, both incorporating new MRI capability. We also relocated and expanded our Launceston clinic to include MRI ser vices. These investments improved access to advanced diagnostic imaging and strengthened our presence in the communities we serve. Most importantly, our performance is measured not only by our financial results, but also by the care we provide to patients and communities. During FY26, we served approximately 1.7 million patients and performed more than four million examinations. Patie nt satisfaction remained exceptionally high, with a Net Promoter Score of positive 81. This result reflects the dedication and professionalism of our radiologists, clinical teams and support staff across Australia and New Zealand. We also maintained strong employee engagement, continued to build a more connected and accountable culture, and progressed investment in technology and systems to improve the experience of both patients and our people. Overall, FY26 demonstrated the strength of our business, the quality of our clinical services and the commitment of our people.
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3 Three months in So, what have I found? First, the fundamentals are sound. Demand is there. Our referrer relationships are healthy, and our clinical quality is high right across the network. Our clinical IT platform with Clario and FFI provide a strong platform to leverage the latest AI and tech nology. Nothing I have seen in three months changes the long - term case for this business. Second, performance is uneven by geography. Metro Victoria is the clearest example: it has lagged the rest of the Group at both the top and bottom line, and it is where we have moved first. More consistent execution is the immediate priority. Third, labour needs to be forecast and managed, not simply reported after the fact. Doctor cost and rostering have historically been managed retrospectively. In practice, that meant that cost growth was often recognized after it had happened, rather than p lanned and managed ahead of time. It is the main reason our costs grew faster than revenue in the first quarter, and this is where we can make the quickest difference. Better forward visibility, disciplined scheduling and closer alignment between remunerat ion and revenue are among the first changes under way. And fourth, we are developing a clear execution strategy that links the work of every IDX team to the company’s purpose and priorities. That means aligning our people, resources and investment to deliver sustainable growth and shareholder value. The point I want to leave you with is this: we have identified concrete operating actions and are working through them now. Workforce shortages remain a constraint, but stronger forecasting, more disciplined scheduling and consistent execution are areas wh ere we can act. Our job is to compete for radiologists and sonographers where they can improve our service offering, and to use technology to make each one more productive. A refreshed leadership team, including Jenny as CFO and a new General Manager for V ictoria from within the industry, supports that work. Q1 Trading Update Group revenue grew 3.0% in Q1 FY27, or 4.4% excluding closed sites and adjusting for constant currency. In Australia, revenue growth excluding closed sites was 5.1%, against estimated Medicare benefits growth of 7.1% for Q1 FY27. To reiterate, the demand for services was there at our clinics in Australia. Our capacity to meet it was not, because we did not have enough radiologists and sonographers in the right places. Metro Victoria sites continue to underperform at both the top and bottom line. We appointed a new General Manager in September with more than 25 years of industry experience, and clinic profitability is the immediate priority. South Coast Radiology revenue growth was flat because of doctor shortages. Across the Group, MRI revenue grew by more than 10%, and we were broadly in line with CT growth in the services we provide, consistent with our focus on higher - value modalities. Staff shortages reduced ultrasound capacity. Volumes increased in our hospital contracts, and the new Maroochydore Private Hospital site opened in August, exceeding revenue expectations.
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4 In New Zealand, revenue declined 6.5% in New Zealand dollars, or 15.1% in Australian dollars, with the Australian - dollar result also reflecting unfavourable exchange - rate movements. 4.5% of the decline in revenue is due to the absence of CT referrals from Health New Zealand, an industry - wide issue, and 2.0% to a site closure. The strategic review remains under way, and we will update the market at the half - year result, or earlier if appropriate. Radiologist costs as a percentage of revenue increased in Q1 because of a number of one - off and timing factors. Doctor shortages increased reliance on locums, and additional incentives were paid in July and August to reduce unreported lists. The rollout of Clario in Victoria, our largest region, also had a short - term negative impact on productivity. The removal of quarterly superannuation caps brought 52% of expected annual radiologist superannuation into Q1. Some of this unwinds within the year, because more of the superannuation cost falls in the first quarter, less of it falls in the subsequent qu arters. These factors weigh on the first half and are not expected to recur at the same level in the second. Following Capitol integration, the Group also recharacterised $2.5 million of annualised labour costs from below the line to above the line. This changes how we report the cost, not what we spend, and it gives a cleaner view of underlying earnings. It also means our margins from here carry a cost that earlier period s did not. Both labour and other cost growth are currently outpacing revenue growth, and action to reduce unnecessary costs has commenced. FY27 Outlook Revenue growth in the first quarter was softer than we expected, driven by labour shortages. We expect full year FY27 revenue growth to be between 4.0% and 6.0%. We are taking action to reset the cost base across both labour and non - labour costs, with initiatives already under way. Our focus is on stronger operational and cost discipline to improve operating leverage. In parallel, we are accelerating technology ini tiatives to improve productivity and moving towards a more nationally coordinated approach to procurement. That assumes growth improves from the first quarter as the clinical appointments we have made come through and new sites, including Maroochydore, bui ld volume. Revenue is only part of the picture. Cost and the resulting margin are what our team controls most directly, and that is where I want to be specific and offer you as much tangible detail as possible. Following implementation of these cost initiatives, we expect Operating EBITDA margins to improve to in the second half of FY27. For the full year, we expect an EBITDA margin in the range of 19.5% to 20.5%. The full - year range reflects a first half that carries the one - off timing costs I described; the second half reflects the cost initiatives which will have an early impact and which are already underway: less reliance on locums, more disciplined rostering, and the procurement and non - labour savings we have started to capture. It does in part depend on the revenue growth, but with enough buffer based on our expectations for the business going forward.
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5 FY27 capital expenditure guidance remains $50 million to $60 million. What We Are Focused On Our FY27 work has three priorities: stronger operating discipline, greater use of our scale, and technology that improves productivity and experience. Operationally, clinic profitability in Victoria is the immediate priority. Across the Group, we are strengthening forecasts for doctor cost, matching labour more closely to demand and competing harder to attract and retain radiologists and sonographers thr ough our EVP. We are also reviewing pricing by modality and geography, assessing low - margin clinics and our footprint, and linking remuneration more closely to revenue. On scale, we are consolidating and centralising where that creates value. We are extending centrally negotiated procurement, moving typing workflow and facilities management toward a national model, and establishing more consistent reporting and clearer ac countability across business units. A unified operating model and culture will help us act as one network and capture the benefits of our scale. On technology, the Board - approved Prioritising Access and Customer Experience program, or PACE, covers online booking, digital forms, electronic referrals, a unified worklist and voice AI. The Clario rollout is progressing well, creating a shared radiologi st reporting environment across the business. Alongside this, we are supporting AI - enabled solutions and autonomous draft reporting to improve reporting turnaround and productivity, and extending IDXt deployment. Together, these initiatives are intended to improve the patient and referrer experience and lower the cost to serve over time. We will track digital bookings and referrals, the share of scans with AI applied, and further IDXt de ployment. These initiatives are under way or approved. At the half - year result, we will report their benefits and delivery costs separately, and explain how they support sustainable margin improvement. Beyond these priorities, we are building a disciplined pipeline for the next phase of growth. We will use existing capacity first, then assess greenfield and brownfield opportunities, new hospital contracts and selective M&A. Each opportunity will be measu red against the return we can earn on the capital invested. Our scale, IDXt and clinical model provide options for the longer term, with future investment guided by our disciplined capital allocation framework. Strategic Focus in FY27 and Beyond IDX has a strong underlying business, and we know where performance must improve. Our priorities are clear: execute within the platform, pursue disciplined and selective growth, build capability and culture, and use transformation and innovation to improve pathways and productivity. The outcomes we will measure ourselves against are: sustainable revenue growth, EBITDA margin improvement, greater productivity and capacity, improved patient access, and continued balance sheet de - gearing. We are taking tangible action and are confident in our ability to deliver improved performance and s ustainable shareholder returns. The first measure of that will be the second - half margin, and we will report our progress towards it in February.
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6 I thank our radiologists, sonographers, radiographers, nurses and support teams, whose commitment to patients is evident across the network every day. Thank you also to our referrers and patients for their trust, to Toby and the Board for their support through my first months, and to you, our shareholders, for your patience and your confidence in the company.
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Jason Martinez MANAGING DIRECTOR & CEO PRESENTATION
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TODAY, AND WHAT FOLLOWS What we cover today, and what comes at the half and full year AGM 29 October 2026 CEO observations, three months in Fundamentals, opportunities and the operating discipline we are bringing. What we are doing now The operating and platform initiatives already under way: Pricing, doctor productivity, procurement, rostering, reporting discipline, improved customer experience through the PACE 1 program, and review of operating costs Industry growth and modality context Where the market is growing, and where we participate Trading u pdate Q1 Trading Update, FY27 outlook and the factors within our control; capex within the guided range 1H FY27 February 2027 Initiatives quantified Run - rate benefits, and the cost of delivering them, reported separately Operating metrics Clear reporting across financial and non - financial metrics Margin and earnings bridges Including the treatment of one - off and timing items New Zealand Anticipated detail on s cope, timing and outcome FY27 August 2027 Strategy roadmap Medium and long - term initiatives Performance scorecard Multi - year KPIs aligned to the growth strategy Evidence of execution Delivery against the measures set at the AGM and half - year result Long - term growth pathways Where we invest, and the optionality we are building New Zealand strategic review Scope, timing and outcome at the half Strategy update The priorities set in August, refined with the full leadership team Our approach Give the market a clear view of what we are doing now, and report against it in more detail as the year progresses. 1 Prioritising Access and Customer Experience (PACE) Program, designed to modernise how patients, referrers and staff access an d m anage imaging appointments across the IDX network. Capital allocation framework Clear framework under which we will make capital allocation decisions
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WHY DIAGNOSTIC IMAGING IS AN ATTRACTIVE SECTOR Essential, funded and growing - and IDX is positioned where the value is 1 Essential, referral - driven demand Imaging sits at the front of most diagnosis and treatment pathways. Volumes are driven by ageing, chronic disease and earlier detection. 2 Funded and indexed Predominantly Medicare - funded (alongside patient out - of - pocket payments), with annual indexation and bulk - billing incentives that support GP visits and referral flow. Medicare indexation of 2.4% in FY26, 2.6% in FY27 ( excl. PET nuclear imaging services) . Pricing power remains a risk mitigant. 3 Growth is moving to higher - value modalities MRI deregulation, the National Lung Cancer Screening Program and breast MRI screening add funded volume in higher - value modalities (MRI, PET - CT, CT), lifting revenue per patient. 4 Technology lifts radiologist productivity Radiologist supply is the sector's tightest constraint on capacity. Teleradiology, workflow orchestration and AI - assisted reporting let each radiologist read more scans, and adoption is still early. Larger networks are best positioned to invest in new technology that makes radiologists even more efficient. 5 Scale is increasingly rewarded Comprehensive centres need capital, licences and scarce clinical staff. Larger networks can fund the equipment and spread fixed costs across more scans. A funded market growing 7% per year 3 . Holding cost growth below that turns the sector tailwind into earnings leverage. Why IDX is positioned to benefit #3 Diagnostic imaging provider in the Australian market, on 11.9% share, up from 7.1% in 20 22 ( 1) Operating EBITDA margin (%) 19.3 FY23 19.5 FY24 20.1 FY25 20.9 FY26 Operating EBITDA margin has improved in each of the last three years. 445 radiologists across the network, plus 144 (2) contracted teleradiologists (4) Built for the high - value end: 141 clinics across Australia and NZ, growing in MRI, PET - CT and CT. Technology in use: IDXt teleradiology across 14.2% (2) of reporting and AI applied to ~18.2% (2) of scans. 43 MRIs at Australian licensed practices, up from 23 a year earlier
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Group Group AUD $m FY26 vs FY25 Revenue 788.7 25.6% Operating EBITDA (1) 164.8 30.3% Operating EBITDA margin 20.9% 0.8% Operating NPAT (1) 47.4 50.2% Statutory NPAT 22.0 677.4% Operating Diluted EPS (cps) 12.6 23.6% Final Dividend Per Share (cps) 6.0 50.0% Operating free cash flow 106.4 30.7% Net debt (pre-AASB 16) 298.9 0.3% Net debt / EBITDA (pre-AASB 16) (2)(3) 2.3x (0.2x) FY26 RESULTS OVERVIEW – KEY HIGHLIGHTS Key comments : • Strong revenue growth of 25 . 6 % to $ 788 . 7 m • Improved operating EBITDA margin of 20 . 9 % (up 80 bps vs FY 25 ), in line with guidance • Margin growth underpinned by operational cost leverage and synergies of $ 14 m+ achieved from the merger with Capitol Health • Strong growth in Operating Diluted EPS and Final Dividend per Share of 23 . 6 % ( 4 ) and 50 . 0 % respectively • Strong balance sheet with reduced leverage of 2 . 3 x at 30 June 2026 (vs 2 . 6 x at 30 June 2025 ), with 51 . 2 % of gross debt hedged effective late December at favourable interest rate vs current BBSY rate • Well positioned to further support government initiatives to improve outcomes for patients and to deliver solid revenue growth and further margin expansion (MRI de - regulation, National Lung Cancer Screening Program and GP Bulk Billing Incentive Program) • Delivering excellent clinical outcomes for our patients (NPS of 81 ( 5 ) ) and referrers, with strong radiologist engagement 1. Non - operating transactions not included in operating metrics include the impact of transaction and integration costs, restructuring costs, costs associated with the opening of new sites prior to trading, remeasurement of contingent consideration liabilities, amortisation of acquired intangibles, share based expenses associated with integration activities and share based expenses relating to transaction and integration activities, net of tax, of $ 25 . 4 m (FY 25 : $ 26 . 8 m) . Refer to page 23 for further detail . 2. The impact of AASB 16 : Leases on FY 26 results was an increment to Operating EBITDA of $ 34 . 0 m, an increment to Operating EBITA of $ 6 . 1 m and a decrement to Operating NPAT of $ 3 . 7 m, using the approximate cash cost of these ongoing leases in making these adjustments . The impact of AASB 16 : Leases on FY 25 results was an increment to Operating EBITDA of $ 27 . 8 m, an increment to Operating EBITA of $ 5 . 4 m and a decrement to Operating NPAT of $ 2 . 8 m, using the approximate cash cost of these ongoing leases in making these adjustments . 3. FY 26 net debt/pro forma EBITDA ratio is based on net debt at 30 June 2026 of $ 298 . 9 m and LTM Operating EBITDA on a pre - AASB 16 basis (including trailing acquisitions EBITDA) of $ 129 . 6 m . FY 25 is based on net debt at 30 June 2025 of $ 298 . 0 m and LTM Operating EBITDA on a pre - AASB 16 basis (plus trailing EBITDA from acquisitions) of $ 116 . 4 m . 4. Reflecting impact of a full year weighting for shares issued in respect of the merger with Capitol Health on 20 December 2024 . 5. Represents IDX patient NPS scores in Australia and NZ .
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THREE MONTHS IN What I have found Working The fundamentals are sound Demand, referrer relationships and clinical quality are strong across the network. Underway Geographic p erformance is uneven The gap is in how consistently we run the business, not in the market we serve. Metro Victoria is the clearest case. Underway Forward looking labour forecasts We need to shift to forward - looking labour forecasts to optimise workforce deployment, productivity and cost efficiency. Underway Clear execution strategy is being developed We will drive disciplined execution of our strategy, aligning our people, resources and investment to deliver sustainable growth and shareholder value. New leadership MD & CEO from August 2026 · Chief Financial Officer from October 2026 · General Manager Victoria from September 2026, from within the industry
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Q1 TRADING UPDATE Q1 FY27 revenue grew 3.0% (4.4% excluding closed sites and adjusting for constant currency). • Australian Q1 FY27 revenue growth (excluding closed sites) of 5.1% against estimated Medicare benefits growth for Q1 FY27 of 7.1% 1 . • Metro Victoria sites continue to underperform at top line and bottom line, new General Manager appointed September 2026 with 25+ years experience in the industry. • South Coast Radiology revenue growth flat due to doctor shortages. • Across the group, we have seen outperformance in MRI (up over 10%) and are broadly in line with CT growth (in the services we pr ovide), delivering on our strategy to focus on growing higher end modalities. • Staff shortages have driven a decrease in ultrasound capacity. • Increased volumes in our hospital contracts. • New Maroochydore Private Hospital site opened August 2026, exceeding revenue expectations. • New Zealand revenue down 6.5% in NZD (15.1% in AUD due to unfavourable FX movement), with 4.5% of the decline due to no CT referrals from H ealth New Zealand (industry wide issue) and 2.0% due to a site closure. Strategic review underway. Radiologist costs as a percentage of revenue increased in Q1 due to a number of one - off and timing factors including: doctor sho rtages leading to higher reliance on locums, higher incentives in July and August to reduce unreported lists, roll out of Clario into our largest regi on Victoria has had short term negative impacts on productivity and the removal of quarterly superannuation caps (bringing 52% of total expected radiologist su perannuation into Q1). The group has recharacterised $2.5m annualised labour cost from below the line to above the line post Capitol integration. Both labour and other cost growth currently outpacing revenue growth, immediate attention to reduce unnecessary cost has comm enc ed.
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FY27 OUTLOOK Revenue growth in the first quarter has been softer than expected, driven by labour shortages. We expect Full Year FY27 reve nue growth between 4.0% - 6.0%. New management are taking action to reset the cost base across both labour and non - labour costs, with initiatives already underw ay. Our focus is on strengthening operational and cost discipline to improve operating leverage. In parallel, we are accelerating the deployment of technology initiatives to improve productivity and moving towards a more nationally coordinated approach to procurement. Following implementation of these cost initiatives, we expect an improvement to EBITDA margins in H2 FY27. Full Year FY27 EBITDA margin is expected to be in the range of 19.5% to 20.5% FY27 capital expenditure guidance maintained at $50 - 60m. 1 Published Medicare statistics did not include PET for August 2026, sourced from ADIA: https://www.adia.asn.au/linked - pages/medidata/August - 2026/
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WHAT WE ARE FOCUSED ON Improving how the business runs today, while building a platform that scales Operational Operating discipline, now Victoria Improving Metro Vic performance. A new General Manager from within the industry; clinic profitability is the priority. Doctor productivity and rostering Better visibility of doctor cost and forward forecasting; more disciplined scheduling. Clinical workforce Matching labour to demand and competing harder for clinical labour including radiologists and sonographers . Pricing and low - margin clinics Reviewing pricing by modality and geography; clinic - by - clinic review of returns and footprint. DELIVERABLES Victorian margin trend · locum reliance · modality growth vs Medicare – renumeration more closely linked to revenue Scale Consolidate and centralise Procurement Extending the categories we tender and negotiate centrally instead of on a by - state basis. Operating model consolidation Typing workflow and facilities management moving to a national model. Reporting and cost discipline Consistent reporting and clearer accountability across business units. DELIVERABLES Annualised run - rate benefit, with the cost of delivering it reported separately Technology Digitise Digital patient experience Board - approved PACE program: online booking, digital forms, electronic referrals, a unified worklist and voice AI. AI and workflow A developing integrated pathway to a better patient and referrer experience and, over time, lower cost. DELIVERABLES Digital bookings and referrals; share of scans with AI applied – more IDXt deployment Initiatives shown are under way or approved. Benefits will be quantified at the 1H FY27 result; they are the path to sustaina ble margin improvement in the long - term Refer to the next slide for FY27 priorities Measured strategic investment Disciplined approach to greenfield and brownfield opportunities, new hospital contracts and M&A Radiologist reporting Supporting AI enabled solutions and autonomous draft reporting to improve reporting turnaround and productivity Shared reporting platform Clario rollout progressing well, creating a single radiologist reporting environment across the business.
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STRATEGIC FOCUS IN FY2027 AND BEYOND Building from strong FY26 delivery: disciplined growth, productivity and long - term value creation Execute within the platform • Organic volume growth • Modality mix optimisation • Operating productivity • Margin improvement • Referrer and patient growth • MRI deregulation opportunities Disciplined, selective growth Capacity, capability and culture Better pathways and productivity Outcomes we are focused on Sustainable revenue growth EBITDA margin improvement Increased productivity & capacity Improved patient access Balance sheet de - gearing Values are the foundation of how we act Network Expansion People & Culture Transformation & Innovation • Greenfield developments • Brownfield expansion • Hospitals & partnerships • Scale IDXt teleradiology • Disciplined capital allocation • Radiologist attraction & retention • One IDX culture • Leadership capability • Engagement, safety & wellbeing • Continuous improvement mindset • Patient & referrer experience • Digital pathway transformation • AI & technology enablement • Data and workflow optimisation • Adjacent growth opportunities Core Growth & Optimisation
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DISCLAIMER 1. Some of the information contained in this presentation contains “forward - looking statements” which may not directly or exclusively relate to historical facts. These forward - looking statements reflect Integral Diagnostics Limited (IDX) current intentions, plans, expectations, assumptions and beliefs about future events and are subject to risks, uncertainties and other factors, many of which are outside the control of IDX. 2. Important factors that could cause actual results to differ materially from the expectations expressed or implied in the forward - looking statements include known and unknown risks. Because actual results could differ materially from IDX current intentions, plans, expectations, assumptions and beliefs about the future, you are urged to view all forward - looking statements contained herein with caution. 3. Past performance of IDX cannot be relied upon as an indicator of (and provides no guidance as to) the future performance of IDX. 4. To the maximum extent permitted by law, none of IDX, or its respective affiliates or related bodies corporate or any of their respective officers, directors, employees and agents (Related Parties), nor any other person, accepts any responsibility or liability for, and makes no recommendation, representation or warranty concerning, the content of this presentation, IDX, the Group or IDX securities including, without limitation, any liability arising from fault or negligence, for any loss arising from the use of or reliance on any of the information contained in this presentation or otherwise arising in connection with it. 5. Reliance should not be placed on the information or opinions contained in this presentation. This presentation is for informational purposes only and is not a financial product or investment advice or recommendation to acquire IDX securities and does not take into consideration the investment objectives, financial situation or particular needs of any particular investor. You should make your own assessment of an investment in IDX and should not rely on this presentation. In all cases, you should conduct your own research of IDX and the Group and analysis of the financial condition, assets and liabilities, financial position and performance, profits and losses, prospects and business affairs of IDX, the Group and its business, and the contents of this presentation. You should seek legal, financial, tax and other advice appropriate to your jurisdiction.