Annual report
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2026 Annual Report FOR THE FULL YEAR ENDED 30 JUNE 2026
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IDX Head Office Level 2, 288 Victoria Parade, East Melbourne, Victoria 3002 T +61 (03) 5339 0704 ABN 55 130 832 816 Photography Images throughout this Report showcase Fowler Simmons Radiology’s Eastwood and Hutt Street clinics located in Adelaide, South Australia. Acknowledgement of Country IDX acknowledges the Traditional Owners of Country throughout Australia and their continuing connection to land, sea, and community. We pay our respects to all Aboriginal and Torres Strait Islander peoples, and to their Elders, past and present. patients first Patients are at the heart of everything we do medical leadership Pursuing excellence in medical leadership through evidence-based care one team Our united team is our greatest asset create value We deliver sustainable value to all stakeholders integrity & excellence Working with honesty and transparency excelling beyond expectations embrace change Have the courage to change, challenge and innovate OUR VISION a healthier world OUR PURPOSE deliver the best health outcomes for our patients OUR VALUES
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APPENDIX 4E Results for announcement to the market 2026 2025 Results for announcement to the market $'000 $'000 Revenues from ordinary activities up 26% 788,619 627,215 Profit for the year after income tax up 677% 22,040 2,835 Profit for the year attributable to the owners of Integral Diagnostics Limited up 716% 21,933 2,689 Dividends Amount Franked amount per security Final dividend (AUD cents per share) 6.0 6.0 Interim dividend (AUD cents per share) 3.3 3.3 Previous corresponding period: Final dividend (AUD cents per share) 4.0 4.0 Interim dividend (AUD cents per share) 2.5 2.5 Ex-dividend date 28 August 2026 Record date for determining entitlements to the final dividend 31 August 2026 Payment date for the final dividend 2 October 2026 30 June 2026 30 June 2025 Net tangible asset per ordinary security (105.56) (105.87) 03Integral Diagnostics Annual Report 2026
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CONTENTS 06 2026 at a Glance 09 Messages from Chair and CEO 15 Our Business, Strategy & Sustainability 29 Corporate Governance 45 Operating and Financial Review 55 Directors’ Report 61 Remuneration Report 85 Sustainability Report 107 Financial Report 171 Non-IFRS Financial Information 176 Additional Information 179 Investor Information vIntegral Diagnostics Annual Report 2026
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PATIENTS & REFERRERS OUR PEOPLE & BUSINESS We focus on delivering a seamless, accessible and trusted e xperience for our patients and referrers through clinical quality, digital innovation and responsive service. Our 3,000+ employees put our patients first whilst we continue to grow our business to offer more services in more locations. 4.0M+ Examinations Conducted at our clinics 468 Radiologists Support our patients and r eferrers 1.7M+ Patients Visited our clinics 142 Clinics Located across Australia and Ne w Zealand 70K+ Referrers Trusted us 3 New greenfield sites In Tasmania, Victoria and South Austr alia 2026 AT A GLANCE 06
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ENVIRONMENT & SUSTAINABILITY FINANCIAL Our sustainability strategy is built on three pillars: Healthy P eople, Healthy Planet and Trusted Governance. Delivered a strong operating performance whilst continuing t o reduce leverage and maintain focused growth capital expenditure. 81 Patient NPS Excellent patient satisfaction $788.7M Revenue and other inc ome 25.6% increase 937 tCO2 Scope 1 & 2 (market- based) emissions 93% reduction vs FY24 baseline $164.8M Operating EBITDA 30.3% increase 100% Renewable electricity in Austr alia Backed by renewable certificates $47.4M Operating NPAT 50.1% increase 07Integral Diagnostics Annual Report 2026
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Messages from Chair and CEO 10 Letter from the Chair 12 Letter from the Managing Director and Chief Executive Officer 13 Letter from Dr Ian Kadish 09Integral Diagnostics Annual Report 2026
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Dear Fellow Shareholders, On behalf of the Board of Directors, I am pleased to present our 2026 Annual R eport. In FY26, Integral Diagnostics Limited (IDX or the Company) deliv ered strong financial performance coupled with numerous operational highlights. The retirement of our long-serving former Chief Executive Officer (CEO), Dr Ian Kadish and our Chief Financial Officer (CFO), Mr Craig White soon after the end of the financial year provided the Board with the opportunity to refresh our management leadership team to build on the foundation left by Ian and Craig. Financial performance On a consolidated basis, IDX delivered strong financial results in FY26, including: • Revenue and other income of $788.7m, up 25.6% (vs FY25) • Operating EBITDA of $164.8m, up 30.3% (vs FY25) • Operating EBITDA margin of 20.9%, up 80 basis points ( vs FY25) • Operating NPAT of $47.4m, up 50.1% (vs FY25) • Statutory NPAT of $22.0m, up 677.4% (vs FY25) • Operating diluted EPS of 12.6cps, up 23.6% (vs FY25) Statutory earnings continue to sit below operating earnings, principall y reflecting Capitol merger integration costs. The Board expects the gap between statutory and operating earnings to narrow significantly beyond FY26. The Board declared a fully franked final dividend of 6.0 cents per share bringing the total dividend for FY26 to 9.3 cents per share, up from 6.5 cents declared in FY25. Net Debt to Operating EBITDA has continued to improve to 2.3x at financial year end from 2.6x at 30 June 2025, in line with IDX’s guidance and e videncing operating discipline and a continued de-gearing trajectory. Operational highlights IDX served over 1.7m patients, conducted over 4.0m exams, and helped o ver 70,000 doctors reach a diagnosis in FY26. This was achieved by our 468 radiologists and other dedicated clinical staff in 142 clinics. National Lung Cancer Screening Program (NLCSP) The NLCSP was launched on 1 July 2025 and is estimated t o have already saved more than 1,000 lives. Medicare is committed to spending $264.0m on the program over a four- year period. In FY26, IDX achieved a ~14% share of lung cancer screening under the program nationally, with ~21% of all scans in IDX's key operating states reported by IDX. This represents an overperformance against IDX’s overall ~12% share of the diagnostic imaging market in Australia generally, and ~19% market share in its key operating states, and positions IDX well going forward as NLCSP expenditure is expected to grow by more than 50% per year for the next three years. Merger with Capitol Health FY26 was the first full year of the merger, which materially expanded our presence in large metropolitan markets like Melbourne and Perth, and expanded our reach into Tasmania and South Australia. IDX delivered $14.0m in merger synergies with further procurement efficiencies to be pursued in FY27. Investing for growth In FY26, IDX invested for growth in fast growing specialist modalities, including two ne w comprehensive practices in specialist orthopaedic hospitals at Eastwood Private Hospital in Adelaide and Maroochy Private Hospital in Maroochydore. These practices offer a streamlined, integrated service to orthopaedic patients and are well positioned to benefit from full MRI deregulation in July 2027 with the Maroochy Private Hospital clinic now open. We also built and commissioned new comprehensive practices in Wangaratta, Victoria and in Launceston, Tasmania, to meet the strong demand for high acuity diagnostic services in these regions. "IDX delivered strong financial results in FY26." LETTER FROM THE CHAIR 10
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IDXt – teleradiology growth The reputation and service levels of IDX’s teleradiology business, ID Xt, are unsurpassed in the industry. Launched in 2020, IDXt provides urgent, routine and overflow teleradiology services acr oss all modalities. IDXt continues to grow at a significant rate with reporting volumes increasing over 30% from FY25, and ID Xt’s reporting services now reaching into every Australian state and New Zealand. Addressing workforce shortages Workforce challenges across the diagnostic imaging industry persist ed in FY26. In response, IDX implemented its own radiologist registrar engagement programs, International Medical Graduate development programs, and continuing medical education under the auspices of our CMO office. IDX is also addr essing sonographer and radiographer shortages with in-house training and development programs. Leadership transition at IDX In March this year, Ms Raelene Murphy, our Audit Committee Chair , resigned after 9 years on the Board. On behalf of the Board, I would like to thank Raelene for her immense service and leadership at IDX. Ms Laura McBain has capably stepped into the role of Audit Committee Chair. Both Dr Ian Kadish and Mr Craig White have been instrumental in setting an e xcellent foundation for IDX. They have built a larger and materially more capable business and on behalf of the Board I would like to thank them both for their respective contributions to IDX’s growth, financial performance and culture. Ian and Craig’s retirement has opened a new leadership team f or IDX in Mr Jason Martinez as MD & CEO and Ms Jenny Martin as CFO who both commenced in early August 2026. The Board is excited about the patient-first mindset, operational expertise and financial acumen the new leaders brings to IDX. Finally, I would like to thank my fellow Directors for their collabor ation and dedication through what has been a year of transition for IDX. I would also like to thank our shareholders for their ongoing support of IDX. Sincerely, Toby Hall Chair 25 August 2026 11Integral Diagnostics Annual Report 2026
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Dear Shareholders, I am very excited to be leading IDX, a business with an excellent f oundation and enormous potential. I intend to deliver on that potential for our shareholders by providing the best care for our patients and referrers, and giving our people the opportunity to succeed. I am motivated by the essential contribution diagnostic imaging mak es to patient care and the broader health system. The sector also offers the potential for strong and resilient investor returns, supported by favourable demographic and healthcare demand trends. I have spent the last decade leading Australia-wide radiology oper ations where I significantly grew revenue whist improving profitability through strong engagement with the clinician team. IDX has the second largest network of clinics in Australia, a str ong presence in New Zealand, outstanding motivated clinicians with broad sub-specialty expertise and an enviable complex modality mix. These are the features that attracted me to the Company, and I see a similar opportunity to deliver success at scale with IDX. Over my first 90 days, we will be looking at our business, clinical, t echnology and cultural foundations clinic by clinic, and listening to our teams, referrers and partners, to determine where we are strong and where we need to improve. With our Board, we will continue to develop our strategic plan t o optimise our current business, grow the business and take the significant opportunity presented by MRI deregulation from July 2027 to grow our high-modality offering using our scale advantage. The strategic plan will be underpinned by a clear technology roadmap and people and culture priorities. My initial focus will be on three areas: Improving IDX’s operating margin I will identify where operating leverage can be improved without compr omising the clinical quality our patients and referrers rely on. We will act on improving our margin with particular focus on optimising income streams, managing labour costs, increasing r adiologist productivity through the considered deployment of new technology and reinforcing capital expenditure discipline. This is not a one-off exercise; it is a standing discipline I intend to embed across the network. Clinician recruitment and retention Radiologist and clinical workforce recruitment and retention is one of the most import ant levers we have, both for quality of care and for cost. We will further strengthen our employee value proposition, targeting recruitment where our clinics are under- resourced, and investing in training, development and reward to genuinely make IDX the employer of choice in our sector. This work is directly linked to margin outcomes as well as to the consistency of care we deliver. Reinforcing our culture and values None of the above is sustainable without a strong, united cultur e. I am investing personally in how we communicate our strategy and vision across the organisation, in leading by example, and in reinforcing the values that underpin how we act - clinical excellence, integrity, and a genuine “one team” mindset. An engaged, values-led culture is, in my view, the foundation on which our clinical quality, our growth and our shareholder returns ultimately depend. I look forward to engaging with shareholders and investors on this plan thr ough the year ahead, and to demonstrating early progress against each of these priorities. Sincerely, Jason Martinez Managing Director and Chief Executive Officer 25 August 2026 "I am motivated by the essential contribution diagnostic imaging mak es to patient care and the broader health system." LETTER FROM THE MANAGING DIRECTOR AND CHIEF EXECUTIVE OFFICER 12
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Dear Fellow Shareholders, Having retired as your Managing Director and Chief Executive Officer and handed the reins to Jason Martinez, I am taking an opportunity to reflect briefly on my time at IDX. Over the last 9 years, I have had the privilege of working alongside an e xceptional team of people who all share a commitment to delivering outstanding patient care and supporting the clinicians and the communities we serve. Together we have built a business that is stronger, more capable and better positioned than at any time in our history. When I joined IDX, we had an ambitious vision: to create ANZ’s leading r adiology network while maintaining the local relationships, clinical excellence and patient focus that define great healthcare. Through the dedication of our people and the support of our shar eholders, we transformed that vision into reality. We have expanded our geographic footprint, strengthened our clinical capabilities, invested in leading technology, welcomed outstanding practices into the Group and continued to deliver high-quality diagnostic imaging services to millions of Australians and New Zealanders. None of these achievements would have been possible without our people . I would like to sincerely thank every member of the IDX team — our radiologists, sonographers, radiographers, nuclear medicine technologists, nurses, administrative staff, practice managers, corporate teams and leaders. Truly some of the finest healthcare professionals in the world. Your pr ofessionalism, resilience and unwavering commitment to patients have inspired me every day. I also extend my sincere gratitude to our Chair and Board of Dir ectors for their guidance, support and stewardship. I have greatly valued their counsel and their commitment to ensuring IDX remains focused on creating long-term value for patients, employees and shareholders alike. To our shareholders, thank you for your confidence and support o ver many years. Building sustainable value requires patience, disciplined investment and a long-term perspective. I have sincerely appreciated the trust you have placed in us. Finally, I would like to acknowledge our referring clinicians. Healthc are is ultimately about improving people’s lives, and it has been deeply rewarding to play a part in delivering better outcomes for so many patients across Australia and New Zealand. Radiology has never been more important to modern healthcare. Adv ances in imaging technology, artificial intelligence, precision medicine coupled with increasing demand for diagnostic services will continue to reshape our profession. These developments present enormous opportunities for organisations with the clinical capability, culture and scale to lead the industry. IDX is exceptionally well positioned to capitalise on those opportunities. The Compan y has outstanding people, a strong culture, a clear strategy, a talented new CEO and leadership team, and an unwavering commitment to clinical excellence. The foundations are solidly in place for the next chapter of growth and success. I leave with enormous confidence in what lies ahead. I will be w atching with great pride and cheering the Company on as a proud shareholder as it continues to grow, innovate and make a meaningful difference to the health of the communities it serves. Thank you for the privilege of leading this remarkable organisation. Good medicine will always be good business. Sincerely, Dr Ian Kadish 25 August 2026 "Leading IDX has been the greatest privilege of m y professional career and I leave with enormous confidence in what lies ahead." LETTER FROM DR IAN KADISH 13Integral Diagnostics Annual Report 2026
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Our Business, Str ategy & Sustainability 16 Our Business 19 Our Strategy 20 Sustainability 15Integral Diagnostics Annual Report 2026
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IDX is a leading provider of medical diagnostic imaging services in Australia and New Zealand. We specialise in using a range of non-in vasive imaging technology to create images of bones, tissues and organs within the human body in order to diagnose and treat illness and injury. Images can be produced using a variety of modalities including: • Magnetic Resonance Imaging (MRI) • Nuclear medicine, including Positron Emission Tomography (PET) • Computed Tomography (CT) • Mammography • Ultrasound (US) • Radiography (x-ray & EOS) We provide diagnostic imaging services to referrers (general practitioners, dental practitioners, medical specialists, and allied health pr ofessionals), and their patients in every state in Australia and in New Zealand. IDX delivers its services through 142 clinics, including 62 comprehensive sites. Our comprehensive sites offer a full range of modalities and are mostly located with or near major specialist referrers who require higher complexity imaging. Victoria - Metro Core markets Melbourne Metro Key brands Capital Radiology FMIG Total clinics 45 Comprehensive clinics 23 Key focus Community imaging, large GP referrer base with an increasing pr oportion of specialists. Strategic role Providing cost-effective access to quality radiology services. Victoria - Regional Core markets Ballarat, Geelong, Warrnambool, Albury, Wodonga and Wangaratta Key brands Lake Imaging The X-Ray Group Total clinics 17 Comprehensive clinics 7 Key focus Hospital and community imaging, encompassing a high proportion of sub-specialt y work including musculoskeletal (MSK), oncology, cardiology and breast. Strategic role Provides world class diagnostic care to Western Victoria. OUR BUSINESS 16
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Victoria - IOP Core markets Melbourne Metro Key brand Imaging @ Olympic Park Comprehensive clinics 1 Key focus A national Musculoskeletal Centre of Excellence. Strategic role Provides world-leading diagnostic and therapeutic services to elite athlet es, professional sports men and women, and the general public. Australia’s first integrated imaging and day treatment pr ocedure centre. Queensland Core markets Gold Coast, Sunshine Coast, Rockhampton, Gladstone, Toowoomba and Mack ay Key brands Imaging Queensland South Coast Radiology Total clinics 40 Comprehensive clinics 17 Key focus Hospital and community imaging serving specialist and GP referrers Strategic role Provides world-class diagnostic care to fast-growing communities on the Gold Coast, Sunshine Coast, in Brisbane and Centr al QLD Western Australia Core markets Perth Metro and Busselton, Kalgoorlie, Mandurah and Bunbury Key brand Apex Radiology Total clinics 12 Comprehensive clinics 4 Key focus Western Australia’s largest regional diagnostic service, supporting r egional hospitals and community clinics, with a small but growing presence in Perth. Strategic role Core regional network, providing high quality radiology services across the Compan y’s largest geographic region. 17Integral Diagnostics Annual Report 2026
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Tasmania Core markets Hobart and Launceston Key brands Radiology Tasmania Women's Imaging Total clinics 5 Comprehensive clinics 3 Key focus Community clinics serving GP and specialist referrers. Strategic role The state’s leading community imaging provider, an established and trust ed local brand. South Australia Core markets Adelaide Metro Key brand Fowler Simmons Radiology Total clinics 2 Comprehensive clinics 2 Key focus An MSK centre of excellence, and a new clinic at Eastwood Priv ate Hospital. Strategic role Strong orthopaedic referrer base. New Zealand Core Market Auckland Metro Key brands Astra Radiology Trinity MRI SRG Radiology Horizon Radiology Total clinics 19 Comprehensive clinics 5 Key focus Subspecialty driven hospital and community imaging with access to almost half the Ne w Zealand population in greater Auckland. Strategic role Provides world-leading diagnostic services in neuro-radiology, MSK services, oncology and br east care, and performs more obstetric scans than any other provider in New Zealand. Teleradiology Core markets All Australian states and New Zealand Key brand IDXt Reporting Radiologists 143 (up from 114 at 30 June 2025) Key focus Provides urgent, routine and overflow teleradiology services across all modalities. Strategic role Services the IDX Group, private radiology practices and public hospitals. OUR BUSINESS 18
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IDX's strategy is informed by our Vision, our Purpose and our Values. OUR VALUES create value embrace change patients first medical leadership one team integrity & excellence OUR PURPOSE deliver the best health outcomes for our patients OUR VISION a healthier world OUR STRATEGIC PRIORITIES Core Growth & Optimisation Network Expansion People & Culture Transformation & Innovation Strategic Focus for FY27 and beyond Core Growth & Optimisation Network Expansion People & Culture Transformation & Innovation Execute within the platform Disciplined, selective growth Capacity, capability & culture Better pathways & productivity • Organic volume growth • Modality mix optimisation • Operating productivity • Margin improvement • Referrer and patient growth • MRI deregulation opportunities • Greenfield developments • Brownfield expansion • Hospitals and partnerships • Scale IDXt Teleradiology • Disciplined capital allocation • Radiologist attraction and r etention • One IDX culture • Leadership capability • Engagement, safety and wellbeing • Continuous improvement mindset • Patient and referrer experience • Digital pathway transformation • AI and technology enablement • Data and workflow optimisation • Adjacent growth opportunities Outcomes we are focused on Sustainable r evenue growth EBITDA margin impr ovement >21.0% Increased productivity & capacity Improved patient access De-gearing Values are the foundation of how we act OUR STRATEGY 19Integral Diagnostics Annual Report 2026
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At IDX, sustainability is about creating lasting value for our patients, people, communities and shareholders. As one of Australia's leading diagnostic imaging pr oviders, we recognise the important role we play in supporting healthier communities while managing our environmental footprint and maintaining strong governance practices. Our approach to sustainability is built on three pillars: Healthy People, Healthy Planet and Trusted Governance. These pillars reflect the ar eas where we can make the greatest contribution through the delivery of high-quality healthcare, responsible business practices and long-term organisational resilience. Our Healthy People, Healthy Planet and Trusted Governance pillars are detailed below. Further information on our Healthy Planet pillar c an be found in our Sustainability Report at page 85. In relation to our Trusted Governance pillar more information on IDX's corporate governance can be found at page 29. healthy people Inclusion, workforce wellbeing, professional development, and improved patient outcomes trusted governance Secure data, ethical sourcing and strong governance discipline healthy planet Net zero planning, energy transition and waste minimisation • High-quality, accessible patient care • Health and safety • Employee engagement, development and wellbeing • Diversity and inclusion • Community health and wellbeing • Climate action and resource efficiency • Ethical and resilient supply chains (environmental dimension) • Innovation and technology leadership (where it reduces environmental impact, e.g. digital workflows, energy-efficient equipment) • Data privacy and security • Governance, ethics and transparency • Ethical and resilient supply chains (governance/human rights dimension) SUSTAINABILITY 20
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Aligning with the United Nations Sustainable Development Goals (UN SDGs) Our sustainability strategy aims to make a positive contribution to the United Nations Sustainable Development Goals (SDGs). We focus on r educing our environmental and social impact, including emissions, energy use, waste and supply chain risks, while keeping our overall footprint as low as possible across our operations and value chain. The SDGs most aligned with our sustainability priorities are outlined below. • SDG 3: Good Health and Wellbeing: Expanded access to diagnostic imaging through teleradiology, additional MRI capacity, participation in the National Lung Cancer Screening Program, and continued delivery of subspecialist reporting and public health services. • SDG 12: Responsible Consumption and Production: Improved equipment lifecycle management, strengthened waste management pr actices, and enhanced supplier sustainability due diligence. • SDG 13: Climate Action: Progressed implementation planning for our emissions reduction strategy, explored renewable electricity opportunities, and strengthened climate risk oversight through our governance framework. Benchmarking our Performance Independent external benchmarks continue to recognise the strength of our sustainability, governance and cyber security performance outlined below: Sustainalytics (Morningstar) 1 2 18.7 'Low Risk' Institutional Shareholder Services (ISS) 1 3 Prime4 ISS Cyber Risk Score 719 out of 850 'Low Risk' ISS Governance Quality Score 2 out of 10 'Low Risk' 1. The ESG ratings and scores presented above are provided for informational purposes only. They remain the exclusive property of Sustainalytics (a Morningstar company) and Institutional Shareholder Services Inc. (ISS) and their licensors. ID X makes no claim to ownership of this information. These ratings should not be construed as an endorsement of IDX’s strategy or performance, nor as investment advice. 2. Sustainalytics (Morningstar) score unchanged since 31 January 2025. 3. ISS scores last updated 2 August 2026. 4. Prime indicates leadership relative to peers in our industry. Sustainability Scorecard The Sustainability Scorecard provides a snapshot of our performance across key environmental, social and governance (ESG) measur es as at 30 June 2026. It helps track progress against our sustainability priorities and highlights areas where we are continuing t o improve. These disclosures have been prepared with reference to the Global Reporting Initiative (GRI) Standards. The GRI Content Index, av ailable on the IDX website, should be read in conjunction with the Scorecard. Our internal auditor, PKF, has provided limited assurance over parts of the Sustainability Scorecard. The assurance statement is available on our website. In relation to the result for female representation at the Executive level, following the end of the financial year, IDX announced the appointment of Ms Jenn y Martin as CFO, taking female representation at the Executive level to 40% in line with the Measurable Objectives set by the Board to progress towards balanced gender representation across IDX's leadership. 21Integral Diagnostics Annual R eport 2026
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FY26 FY25 FY24 Stakeholders ($m) Donations and sponsorships 0.4 0.3 0.2 Taxes paid1 35.0 21.4 16.5 Salaries and related expenses paid to employees 378.5 310.3 244.0 Statutory Net (Loss)/Profit after Taxation 22.0 2.8 (60.7) Dividends paid 27.0 16.8 13.8 Market capitalisation ($m)2 746.1 946.0 624.7 People Headcount 3,049 3,025 1,977 Staff turnover % 20.46 20.96 26.71 Training and development ($'000) 1,217 1,677 1,121 Employee Net Promoter Score3 N/A +1 -2.0 Patient Net Promoter Score4 +81 +82 (IDX), +70 (Capitol) +84 Safety Lost time injuries per million hours worked (LTIFR)5 5.51 4.7 5.67 Workplace fatalities Nil Nil Nil Patients (‘000) 1,757 1,115 (IDX), 729 (Capitol) 1,076 Total exams ('000) 4,099 4,123 2.538 Patient clinical incidents as a % of exams 0.04% 0.03% 0.04% Gender F M O F M O F M O % Total workforce 76 23 1 77 23 0.1 77 23 0.1 % Senior Management 6 53 47 0 60 40 0 62 38 0 % Executive7 20 80 0 14 86 0 25 75 0 % Board 29 71 0 38 62 0 50 50 0 Age Diversity % Employees under 30 26 26 24 % Employees 30-50 50 50 52 % Employees over 50 24 24 24 Years of Service % Employees under 2 years of service 34 36 39 % Employees between 2 and 5 years of service 30 29 25 % Employees over 5 years of service 36 35 36 Environment Scope 3 greenhouse gas emissions (tCO2-e) 18,133 18,492 - Electricity consumption (kWh) 21,186,939 N/A N/A 1. Direct and indirect taxes, levies and duties including employment-related taxes, but excluding taxes paid on behalf of employees and GST/VAT. 2. Market capitalisation based on the closing share price on 30 June each year. 3. The 2026 Engagement Survey is scheduled for November 2026, following completion of system consolidation activities and the CEO transition. 4. IDX sites measure patient experience using Cemplicity, which applies the international standard Net Promoter Score (NPS) methodology (0-10 scale; NPS = %Promoters - %Detractors). 5. LTIFR has been calculated using SafeWork Australia's methodology of basing lost time injuries on workers' compensation claims. 6. Senior Management includes the following positions: General Managers of Business Units, General Managers of Shared Services, General Counsel and Company Secretary. 7. Executives defined as the following positions: Chief Executive Officer, Chief Financial Officer, Chief Information Officer, Chief People Officer and Chief Medical Officer. SUSTAINABILITY 22
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HEALTHY PEOPLE Patients and Referrers We aim to ensure that our patient experiences exceed expectations by providing a streamlined, reassuring, and high-quality service. In F Y26, we cared for more than 1.7m patients and performed over 4.0m examinations across our network. Patient satisfaction is monitored across the Group using the internationally recognised Net Promoter Score (NPS) methodology. In F Y26, IDX achieved an NPS of 81, demonstrating excellent patient satisfaction. This consistent, Group-wide measure of patient experience enhances our ability to benchmark performance, identify improvement opportunities, and strengthen patient outcomes. Patient safety is actively monitored through reporting of clinical incidents and reviewed by our operational leadership teams and the Risk, Compliance and Sust ainability Committee. Learnings are shared to prevent recurrence and improve patient outcomes. Our clinical governance program also includes Radiologist Peer Review and Peer Learning, enabling radiologists to share knowledge, request second opinions when clinically relevant, and continuously refine their diagnostic practice. Referrers, including specialists, general practitioners, allied health providers and other healthcare professionals, choose our diagnostic services t o support the timely and accurate diagnosis of their patients. In FY26, we engaged with more than 70,000 referrers. Our Referrer Relationship Specialists play a key role in fostering these relationships. They facilitate targeted education sessions, workshops and connection events that support professional development and collaboration. Our Workforce Our people are critical to achieving IDX’s strategic objective to deliver safe, high-quality healthcare. Understanding workforce composition and emplo yment trends helps us assess organisational capability, inform workforce planning and support the long-term sustainability of our workforce. We monitor key workforce indicators, including demographics, turnover, tenure and employee relations metrics, to identify trends, inform decision-making and strengthen our people strategies. As at 30 June 2026, IDX employed 3,049 people across Australia and New Zealand, comprising doctors, nurses, sonographers, medical imaging technologists and professional services employees. Women represented 76% of our total workforce and 50% of Executive and Senior Management positions. Supporting and retaining a skilled workforce remains a key priority. We invest in attraction and retention initiatives, career de velopment opportunities, wellbeing programs and competitive remuneration to support employee engagement and organisational capability. These initiatives help us attract talent in a highly competitive healthcare labour market while creating opportunities for employees to develop and grow their careers with IDX. Our workforce comprises a mix of full-time, part-time and casual employees, providing the flexibility needed to support operations acr oss our network. We are committed to fostering a positive and inclusive workplace and respect our employees' rights to freedom of association and collective bargaining. Health and Safety The safety and wellbeing of our employees is a priority for IDX. To enhance our safety performance, we focus on hazard identification, proactive risk management, incident reporting and thorough investigations. We monitor health and safety performance through detailed incident reporting and regular consultation with employees facilitated thr ough representative committees. This collaborative approach ensures all stakeholders can identify and respond proactively to risks. Our FY26 Lost Time Injury Frequency Rate (LTIFR) was 5.5. Throughout the reporting period we continued to strengthen our safety framework through ongoing improvements to our Safety Management S ystem, the delivery of online health and safety training through the Workday Learning platform, and enhanced strategic support for workplace injury management. We continued to enhance our hazard management systems and delivered safe patient handling training to support employee capability and reduce workplace risks. There were no fatalities involving employees or contractors during the reporting period. 23Integral Diagnostics Annual R eport 2026
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Culture, Wellbeing and Development IDX's culture is guided by our purpose, values and commitment to putting patients first. We strive to create an environment where emplo yees feel supported, respected and empowered to contribute to organisational success. During FY26, we continued to deliver initiatives that strengthen employee engagement, wellbeing and psychological safety across our workforce. Each year we complete an employee engagement survey across the organisation to better understand the employee experience at ID X. Employee feedback provides valuable insights that help us enhance our culture, support our people and drive continuous improvement. The 2026 Employee Engagement Survey is scheduled for November 2026 following system consolidation activities and the CEO transition. Results will be reported in FY27. We continued to invest in learning and development opportunities to support career growth, capability building and leadership de velopment. Our approach combines professional development, recognition, remuneration and employee benefits to support both individual succes s and organisational performance. IDX's leadership development framework provides leaders at all levels with the skills, knowledge and confidence to lead high- perf orming, engaged teams and create positive workplace experiences. Key activities include building core leadership capability in workplace culture and engagement, setting goals and expectations, managing performance, leading through change, preventing and addressing bullying and harassment, conducting workplace investigations, injury management, and onboarding new employees for success. IDX also offers Mental Health First Aid training, equipping leaders with the skills to recognise and respond to mental health concerns, support psychological wellbeing, and foster safe, inclusive and mentally healthy workplaces. Diversity, Equity and Inclusion Diversity, equity and inclusion (DEI) is a core enabler of workforce performance, service quality and organisational reputation. DEI is import ant to IDX as inclusive and culturally-responsive healthcare improves patient experience, outcomes and trust, particularly for diverse and underserved populations. In FY26, IDX developed its Diversity, Equity and Inclusion Strategy 2026–2028, establishing a framework to strengthen inclusion across workf orce, patient, referrer and community experiences. The strategy is built around five strategic pillars: • Inclusive Workforce and Culture: Fostering a culture of belonging, respect and psychological safety. • Equitable Careers and Workforce Representation: Supporting fair access to recruitment, development and career pr ogression opportunities. • Inclusive Patient and Referrer Experience: Ensuring services are accessible, respectful and responsive to diverse needs. • Community and Social Impact: Strengthening our contribution to the communities in which we operate. • Governance, Data and Accountability: Embedding measurement, transparency and leadership accountability to drive progress. Our Community IDX recognises the importance of providing culturally safe, accessible and responsive healthcare services. During FY26, we progressed our First Nations engagement, str engthening our commitment to improving outcomes for First Nations peoples and supporting more inclusive experiences for patients, referrers and communities. During FY27 we intend to deliver our first Reconciliation Action Plan. We continued to support community organisations through charitable donations and participation in fundraising initiatives such as "Mo vember" and "Steptember", reflecting our commitment to supporting health, wellbeing and positive community outcomes. SUSTAINABILITY 24
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HEALTHY PLANET Under our Healthy Planet pillar, we continued to strengthen our approach to managing environmental impacts, with IDX further adv ancing its climate resilience, emissions reduction and energy transition initiatives during FY26. IDX has prepared its first Sustainability Report in accordance with the AASB S2 Climate-related Disclosures standard, outlining the Group's climate-related governance, strategy, risk management, metrics and targets, including Scope 1 and Scope 2 greenhouse gas emissions. The Sustainability Report is set out on page 85. Scope 3 Greenhouse Gas Emissions Scope 3 emissions are indirect emissions generated throughout an organisation’s value chain, both upstream and downstream. As a first-year reporter under the AASB S2 Climate-related Disclosures Standard, IDX has elected to apply the available transitional relief from mandatory Scope 3 emissions reporting. Notwithstanding this relief, IDX has voluntarily disclosed Scope 3 emissions in line with the GHG Protocol methodolgy as below. Consistent with Greenhouse Gas Protocol guidance, IDX assessed each category for relevance to its business model and operations. Mat erial categories that could be reasonably estimated were included in the inventory, while categories that were not applicable, immaterial, or could not be reliably estimated were excluded from reporting. Emissions calculations for FY26 have been prepared consistently with the methodology applied in the prior year, this includes the calculation being based on 10 months of actual data plus the final 2 months of the financial year based on estimated data. Scope 3 emissions were calculated using spend-based methodologies, based on data availability. IDX assessed Scope 3 emissions across seven categories: purchased goods and services, capital goods, fuel- and energy-related activities not included in Scope 1 or Scope 2, upstr eam transportation and distribution, waste generated in operations, business travel, and employee commuting. In FY26, total reported Scope 3 emissions were 18,133 tCO2e. Emissions calculations for FY26 have been pr epared consistently with the methodology applied in the prior year. The assessment and reporting boundary will continue to evolve as data quality, supplier information and emissions measurement c apabilities improve. Our Scope 3 emissions disclosure was subject to a limited assurance review conducted by PwC. The limited assurance report is av ailable on the IDX website. Supply Chain Decarbonisation During FY26, IDX assessed key suppliers based on their business relevance and climate maturity. The assessment established a fr amework for prioritising supplier engagement and allocating resources to areas with the greatest opportunity to reduce value chain emissions. In FY26, IDX commenced a supplier engagement program targeting major equipment and consumable suppliers to improve emissions dat a quality and strengthen collaboration. By increasing the collection of supplier-specific emissions data, IDX aims to enhance the accuracy of Scope 3 emissions measurement and support future emissions reduction target setting. As Scope 3 emissions represent the largest component of IDX's emissions footprint, this work will also support preparedness for reporting under the AASB S2 Climate-related Disclosures Standard from FY27. 25Integral Diagnostics Annual R eport 2026
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TRUSTED GOVERNANCE Strong governance is fundamental to maintaining the trust of our patients, referrers, employees, investors and communities. As a healthc are provider operating in a highly regulated environment, IDX is committed to conducting business ethically, transparently and responsibly. Our governance frameworks, policies and controls support effective decision-making, safeguard patient and business information, and help ensure accountability across all levels of the organisation. More information on IDX's corporate governance can be found at page 29. Ethical Supply Chain and Modern Slavery IDX’s Ethical Supply Chain Policy was updated in FY26. The Policy sets out our expectations for integrity, fairness and compliance with applic able laws in all supplier relationships. Our Whistleblower Policy provides a safe and confidential channel for raising concerns about impr oper conduct, including breaches of human rights or ethical standards. Since 2020, IDX has published annual Modern Slavery Statements in accordance with the Modern Slavery Act 2018 (Cth). Our most r ecent statement, published in 2025, includes detailed analysis of procurement categories such as medical equipment, consumables, IT hardware and contracted services. Consistent with prior years, our highest risk remains indirect exposure to modern slavery through offshore suppliers. During FY26, we continue improvement initiatives across the organisation, including direct engagement with high-risk and major suppliers, consolidation of supplier numbers t o improve oversight, and by providing internal education programs on identifying and mitigating modern slavery risks. As part of IDX's responsible supply chain approach, mandatory modern slavery attestations are now required for high-risk suppliers. The attestation process forms part of our risk-based supplier due diligence framework and supports supplier accountability, enhanced risk assessment and ongoing monitoring of modern slavery risks within our supply chain. Cyber Security IDX remains committed to protecting patient information, maintaining resilient clinical and corporate systems, and adopting new t echnologies responsibly. During FY26, efforts focused on reducing cyber risk, supporting reliable service delivery, and maintaining patient and stakeholder trust. Cyber security remains a key component of IDX's governance and risk management framework. During FY26, IDX enhanced monitoring c apabilities, strengthened the management of known vulnerabilities, improved device and system protections, continued supplier assurance activities, tested incident response arrangements, and delivered staff awareness and training programs. Responsible AI Governance Artificial intelligence has the potential to support productivity, decision-making and service delivery, but it must be used responsibly. During FY26, IDX advanced a structured AI governance framework that is integrated with existing clinical governance, privacy, cyber security and enterprise risk management processes. Clinical accountability remains with clinicians, with AI positioned as a tool to support, rather than replace, professional judgement. AI tools and use cases are assessed according to risk, with higher-risk applications, particularly those involving patient information, clinic al workflows or third-party platforms, subject to enhanced privacy, security, legal and governance review. Privacy and Data Protection Privacy and data protection remain central to patient and stakeholder trust. During FY26, IDX continued to align privacy assurance with cyber securit y and AI governance, particularly where patient information, clinical workflows, third-party platforms and emerging t echnologies are involved. IDX reviewed its privacy policies and processes in light of privacy law reforms in Australia and New Zealand to ensure compliance and alignment with community expectations, particularly regarding the use of AI. IDX remains focused on strengthening privacy impact assessment processes, enhancing data protection controls, and ensuring that thir d-party and AI-enabled services are assessed against relevant privacy, health information and record retention requirements. In FY27, IDX will continue to focus on initiatives that strengthen resilience, support responsible innovation and reduce organisational risk. SUSTAINABILITY 26
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Clinical Governance and Quality Management A key component of the Group's risk management framework is clinical governance. Clinical governance is a core component of ID X's broader corporate governance framework and is embedded across the organisation through its committee structures, policies, procedures and day-to-day operations, from the Board level through to frontline staff. Committees oversee clinical quality, patient safety and best-practice standards across the organisation, working together to review incidents, identify tr ends, implement improvements and promote consistent standards of care. Our quality management system is aligned with recognised industry standards and accreditation requirements. During FY26, all f acilities maintained 100% accreditation. Monthly reviews cover patient outcomes, incident trends, image quality and benchmarking results, helping to identify opportunities for continuous improvement and maintain high standards of clinical care. Patient incidents as a percentage of exams was 0.04% for FY26. Learning processes and peer review activities further support knowledge sharing and clinical excellence across the organisation. Government & Policy Development In Australia, IDX contributes to the development of diagnostic imaging policy and standards through representation on the Board of the Austr alian Diagnostic Imaging Association (ADIA) and through the active participation of our radiologists in the Royal Australian and New Zealand College of Radiologists (RANZCR). During FY26, IDX clinicians continued to support professional leadership, standards development and sector advocacy through a range of appointments and committee roles. In New Zealand, our clinical leaders continue to play an important role in shaping the profession through participation in professional colleges, specialist int erest groups and government advisory committees. IDX clinicians contributed their expertise to initiatives focused on safety, quality, standards and standardisation of imaging for publicly outsourced imaging requirements. The IDX NZ General Manager is a member of the executive committee for the Diagnostic Imaging Association of New Zealand (DIANZ). DIANZ is the representative body on behalf of 99% of private radiology providers, and acts collegially as a resource and advocacy body on matters such as access to imaging, research and education, workforce development, equity of services and sector partnerships. Through these roles, IDX contributes to evidence-based policy development, best-practice standards and the long-term sustainability of diagnostic imaging services, supporting both clinic al excellence and broader public health outcomes. Tax Transparency We are committed to meeting all tax compliance obligations and to providing stakeholders with information about the taxes we pa y and the taxation policies we employ. The Group has adopted a Taxation Policy to ensure all taxes are paid in accordance with the requirements of the jurisdictions in which we operate. The Policy covers both direct and indirect taxes and the engagement of external advisors. The Group employs a detailed transfer pricing model for cross-border transactions to ensure that taxable profits are allocated to the appr opriate tax jurisdictions and appropriately reflect the value transferred on an arm's-length basis. The Group has no operations and does not pa y tax in any jurisdiction other than Australia and New Zealand. For further information, refer to the Consolidated Entity Disclosure Statement in the FY26 Annual Report. Political Donations IDX does not make direct or indirect contributions to political parties. Our Anti-Bribery, Fraud and Corruption Policy prohibits political donations and other inappr opriate political contributions. 27Integral Diagnostics Annual R eport 2026
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Corporate Go vernance 30 Our Board and governance framework 37 Diversity and inclusion 38 Acting lawfully, ethically and responsibly 40 Assurance and risk management 42 Engaging with our shareholders and investors 29Integral Diagnostics Annual Report 2026
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Good corporate governance promotes effective oversight, accountability and ethical decision-making, supporting sustainable long-term v alue creation. Its outcomes include stronger business performance, better risk management, enhanced stakeholder trust and improved organisational resilience. This statement describes IDX's approach to corporate governance and our governance framework and practices. During FY26, IDX's corpor ate governance framework continued to satisfy the governance standards set out in the ASX Corporate Governance Principles and Recommendations, 4th edition. The statement was approved by the Board and is current as at 24 August 2026. Our Board The IDX Board has six Non-Executive Directors and the Managing Director and Chief Executive Officer. The Board is responsible for, and has the authorit y to determine, all matters relating to the purpose, values, strategic direction, policies, practices, goals for management and the operation of the Company. The Board is accountable to shareholders for the performance of IDX. As at the date of this report, the Directors of IDX are: Toby Hall Independent Non-Executive Chair Appointed 28 September 2023 (Director) 29 November 2023 (Chair) Qualifications MBA, GAICD, CIMA Experience Toby has deep healthcare executive leadership experience in Australia and Ne w Zealand and is an experienced Board and Committee Chair. From 2014 to 2022, Toby was the Group CEO of St Vincent’s Health Australia, the second largest non-government provider of hospital and care services in the country. He has also overseen multi-site, for-profit generating businesses at both board and executive levels in employment services, earl y learning services and aged care. Toby also has extensive involvement in policy development at a federal le vel in Australia, having served on committees established by Prime Ministers, Deputy Prime Ministers, Health Ministers, Employment and Social Services Ministers. Board roles Chair of the Nomination Committee Member of the Audit Committee Member of the People, Culture and Remuneration Committee Interests in IDX shares 276,571 ordinary shares External roles Non-Executive Director of Ingenia Communities Group Director of Papua New Guinea Sustainable Development Fund Director of Siloam International Hospitals Tbk PT Jason Martinez Managing Director and Chief E xecutive Officer Appointed 6 August 2026 Qualifications BCom, GAICD Experience Jason is a healthcare and technology leader with more than 20 years of senior e xecutive experience both in Australia and internationally. Jason joined IDX from I-MED Radiology where he was Executive General Manager f or NSW, ACT and WA from 2015 to 2025. Prior to I-MED Radiology, he was the Chief Operating Officer and Executive Director at Konekt (now APM Group), Head of Specialists Services Medic al Centres at Healius and Practice Director at Ineum Consulting (previously Parson Consulting). Jason is also a Chartered Accountant. Interests in IDX shares None External roles None OUR BOARD AND GOVERNANCE FRAMEWORK 30
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Andrew Fay Independent Non-Executive Director Appointed 18 July 2022 Qualifications BAgEc (Hons), A Fin Experience Andrew brings to the Board over 35 years’ experience in funds and in vestment management, including Chief Executive Officer and Chief In vestment Officer roles at Deutsche Asset Management (Australia) Limited. He also held a number of other senior investment roles at Deutsche Asset Management and previously at AMP Capital. From 1998 to 2006, he was a member of the Investment Board Committee of the Financial Services Council. Andrew is an experienced company director across ASX-listed, private and r egulated entities and brings to the Board skills in finance and risk management, capital markets, executive remuneration frameworks, strategy, investment and corporate governance. Specifically, he has sector experience and expertise in financial services, including investment, funds, property and infrastructure management. Board roles Chair of the People, Culture and Remuneration Committee Member of the Audit Committee Member of the Nomination Committee Interests in IDX shares 85,000 ordinary shares External roles Chair of Growthpoint Properties Australia (ASX: GOZ) Chair of Utilities of Australia Pty Ltd Non-Executive Director of National Cardiac Pty Ltd Ingrid Player Independent Non-Executive Director Appointed 29 August 2023 Qualifications BEc, LLB (Hons), GAICD Experience Ingrid is an experienced former Executive and Non-Executive Director with int ernational commercial and regulatory experience in mergers and acquisitions, corporate governance, capital developments, risk and sustainability that spans different markets and industries in Australia and Europe. Ingrid’s experience includes her senior executive roles with one of Austr alia’s leading healthcare providers, where she worked closely with the Board to deliver various capital raisings, retail listed notes, and debt finance deals. She was also instrumental in leading the integration of more than 50 businesses into the Group, implementing the Group’s first Reconciliation Action Plan and establishing diversity targets throughout the organisation. Ingrid’s roles included Group Executive for Legal, Governance and Sustainability as well as General Counsel and Company Secretary. Board roles Chair of the Risk, Compliance and Sustainability Committee Member of the Audit Committee Member of the People, Culture and Remuneration Committee Member of the Nomination Committee Interests in IDX shares 60,000 ordinary shares External roles Non-Executive Director of Cleanaway Waste Management Limited (A SX: CWY) Non-Executive Director of Cogstate Limited (ASX: CGS) Non-Executive Director of the Epworth Foundation 31Integral Diagnostics Annual R eport 2026
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Laura McBain Independent Non-Executive Director Appointed 20 December 2024 Qualifications BCom Experience Laura is an experienced Executive and Non-Executive Director with a str ong background in the food, beverage, and consumer industries, specialising in brand development, fast growth, corporate governance, financial oversight, and business development. Her experience includes senior leadership roles as Managing Director at Bellamy's Australia Limited and Maggie Beer Holdings Limited, where she drove strategic growth, operational excellence, and stakeholder engagement. In recognition of her leadership and contributions, Laura was named the 2013 T elstra Tasmanian Businesswoman of the Year and the Telstra Australian Businesswoman of the Year (Private and Corporate). Previously, she was a Non-Executive Director of Lark Distilling Ltd (ASX:LRK) and Export Finance Australia. Board roles Chair of the Audit Committee Member of the Risk, Compliance and Sustainability Committee Interests in IDX shares 23,250 ordinary shares External roles Non-Executive Director of Tasmanian Irrigation Pty Ltd Non-Executive Director of the Tasmanian Devils AFL Club and the T asmanian Football Club Foundation Limited Non-Executive Director of B & E Limited Director of the Australia China Business Council and President of its T asmania Branch Dr Kevin Shaw Independent Non-Executive Director Appointed 20 December 2024 Qualifications MBBS, FRANZCR Experience Kevin is a highly qualified radiologist with sub-specialty training in neuroradiology and musculoskeletal imaging. He is the current Director of Medical Imaging at Barwon Health. He obtained his medical degree from Monash University in 2006 and completed his radiology training at Royal Melbourne Hospital. Kevin is also a Clinical Professor at Deakin Medical School. He is a past examiner for the Royal Australian and New Zealand College of R adiologists (RANZCR) and previously sat on the College’s Anatomy Exam Review Panel. He has been an MRI Clinical Reviewer for RANZCR since 2014. Board roles Member of the Risk, Compliance and Sustainability Committee Member of the People, Culture and Remuneration Committee Interests in IDX shares 28,000 ordinary Shares External roles Consultant Radiologist & Director of Medical Imaging, Barwon Health Affiliate Professor, School of Medicine, Deakin University Member, Medical Imaging Advisory Board, Deakin University Councillor, State Representative for RANZCR, Australian Medical As sociation (Victoria) OUR BOARD AND GOVERNANCE FRAMEWORK 32
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Dr Manish Mittal Non-Executive R adiologist Director Appointed 5 February 2025 Qualifications MBBS (Hons), MD, FRCR, FRANZCR, FSCMR, Grad Cert Bus Mgt Experience Manish obtained his medical qualifications from Lucknow University wher e he was dux of the medical school, and his post-graduate qualifications from Delhi University. He is a Fellow of both the UK and Austr alia & New Zealand Royal Colleges of Radiology. Manish’s professional focus is on MRI, including musculoskeletal, pr ostate and cardiac imaging in addition to extensive experience in neuroradiology and abdominal radiology. He also has extensive experience in hospital settings including emergency and trauma. Manish has worked within IDX and its precursor businesses for over 18 y ears and held senior clinical governance and leadership roles across a number of IDX business units enabling the development of his deep understanding of the IDX operating businesses. He is currently the Clinical Director of IDXt, IDX’s fast-growing teleradiology business. Board roles Member of the Risk, Compliance and Sustainability Committee Interests in IDX shares 2,122,908 ordinary shares External roles Consultant radiologist at Gold Coast University Hospital Board Chair Our Chair, Toby Hall, is an independent Non-Executive Director. The Chair is responsible for providing leadership to the Board, pr omoting and facilitating the effective contribution of all Directors, and encouraging a culture of openness and debate to foster a high performing and collegiate Board. Non-Executive Radiologist Director IDX has always had a leadership model under which an employed radiologist is invited to join the Board to ensure a specialist medical perspectiv e is an intrinsic part of decision making. Dr Manish Mittal, is a senior radiologist employed part-time within the Group and leads clinical governance and quality assurance as the Clinical Director of IDXt, IDX's teleradiology business. Dr Mittal has no broader executive role or operational involvement within the Group and is independent of IDX's Executive Management. For these reasons, notwithstanding his employment status, the Board regards Dr Mittal as performing the role of a Non-Executive Director. Company Secretary Our Company Secretary, John Merity, is directly accountable to the Board, through the Chair, on matters relating to the proper functioning of the Boar d and is responsible for all communications with ASX. All Directors have access to the Company Secretary. John's qualifications and experience is detailed in the Information Relating to the Board section at page 57. Independence Other than Dr Mittal, all Non-Executive Directors satisfy the Board's guidelines for independence contained in the Board Charter. The Board considers a Director to be independent where he or she is not a member of management and is free of any business or other r elationship that could materially interfere with, or could reasonably be perceived to interfere with, the exercise of their unfettered and independent judgement. Dr Mittal's status as an employed radiologist and contractor to IDXt means he is not independent for the purposes of the guidelines. 33Integral Diagnostics Annual R eport 2026
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Skills matrix The Board has adopted a Board Skills Matrix that sets out the mix of skills, experience and expertise considered necessary at Board le vel to guide the business of the Company. It is used when recruiting new Directors and to identify the skills and experience the Board needs for the next period of the Company's development. The matrix also assists to identify focus areas for the continuing education and professional development of Directors and to identify areas where it may be desirable for specialist external expertise to be retained to supplement the Board’s skills and experience. The Board collectively possesses all the skills and experience set out in the matrix, and each Director satisfies the Board requirements and attribut es in the table below. Category Description Strength of Skill Governance Experience as a director of a listed company or equiv alent experience with organisations subject to rigorous governance standards. Low Strong Very Strong Risk Management Experience with the establishment of risk and compliance fr ameworks and the identification and monitoring of key risks. Low Strong Very Strong Leadership Sustained success in business at a senior executive or pr ofessional practice leadership level in a relevant business. Low Strong Very Strong Healthcare and Clinical Quality & Safety Experience as a medical professional or senior executive with br oad experience in health care services. Low Strong Very Strong Strategy Experience in developing, implementing, and challenging str ategic plans. Low Strong Very Strong Finance and Accounting Experience in finance, including financing accounting and r eporting. Low Strong Very Strong Regulatory, Legal, and Public Policy Experience in government relations, public and r egulatory policy development or qualified legal professional. Low Strong Very Strong Corporate Transactions and Business Integration Experience in complex business transactions including mer gers and acquisitions and related business integration. Low Strong Very Strong People, Safety, Culture and Remuneration Management experience leading safe, respectful and div erse workplace cultures and experience in remuneration design. Low Strong Very Strong Information Technology and Data Protection Experience relating to critical IT infrastructure, AI, priv acy and cyber security. Low Strong Very Strong Sustainability and Net- Zero Transition Knowledge of reporting standards related to sust ainability and net-zero transition and the ability to assess the quality of sustainability reporting. Low Strong Very Strong Social Responsibility and Community In depth understanding of social responsibility across all st akeholder groups. Low Strong Very Strong Customer Experience and Innovation Experience in serving patients and referrers or as a cust omer experience professional. Low Strong Very Strong OUR BOARD AND GOVERNANCE FRAMEWORK 34
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Gender, age and tenure At the end of the financial year, 29% of our Directors were female. The average age of Directors is 52 years and the average tenure of Non-Executive Directors is 2 years and 1 month. Board structure Board Charter The Board Charter sets out the primary functions of the Board and the practices adopted to discharge its responsibilities, including the matt ers reserved for the Board and the delegation of authority to the CEO. This framework supports accountability and a balance of authority by defining the respective roles and responsibilities of the Board and management. This enables the Board to maintain its focus on strategic guidance and exercise effective oversight of the Group. The Board Charter is reviewed annually. IDX's Board Charter can be found on IDX's website at: www.integraldiagnostics.com.au/corporate-governance Delegation to management The Board has delegated day-to-day management of the Company and the authority to control the affairs of IDX in relation to all matt ers, other than those responsibilities reserved to itself in its Charter, to the Chief Executive Officer. The CEO is supported b y Executive Management, which is responsible for implementation of Board-directed strategies at an operational level. Executive Management must supply the Board with information in a form, time frame and quality that will enable the Board to discharge its duties effectively. The delegations of authority are reviewed by the Board on an annual basis or as may be required. Board Committees During FY26 the Board was assisted by four standing Committees whose members were all independent unless otherwise noted: Committee Members Committee responsibility Audit Committee Laura McBain (Chair) Toby Hall Andrew Fay Ingrid Player Oversees financial and sustainability reporting, audit and as surance processes. Risk, Compliance and Sustainability Committee Ingrid Player (Chair) Laura McBain Dr Kevin Shaw Dr Manish Mittal (Non-Independent) Oversees processes for the identification, management and monit oring of material business risks. People, Culture and Remuneration Committee Andrew Fay (Chair) Toby Hall Ingrid Player Dr Kevin Shaw Oversees human resources strategies and policies including r emuneration and key performance indicators. Nomination Committee Toby Hall (Chair) Andrew Fay Ingrid Player Oversees Board composition and skills development. The responsibilities of each Committee are contained in separate Committee Charters and are summarised in the "Governance Fr amework" section above. Each Committee must have at least three members who must be independent Non-Executive Directors, other than the Risk, Compliance and Sust ainability Committee which must have a majority of independent Non-Executive Directors. Each Committee must be chaired by an Independent Director. Each of the Committees complies with these composition requirements. Each Committee Charter can be found on IDX's website at: www.integraldiagnostics.com.au/corporate-governance Meetings The number of Board and Committee meetings for the year and each Director’s attendance is set out in the Directors’ Report. All Directors have a standing invitation to attend meetings of the Board Committees. The Chair of the Board attends all Committee meetings. The Chair of each Committ ee reports to the Board at the Board’s next meeting on matters dealt with at the preceding meeting of the Committee. The Board also receives copies of all Committee papers and the minutes of all Committee meetings. This enables all Directors to have oversight of, as well as the opportunity to discuss matters being considered by, the Committees. 35Integral Diagnostics Annual R eport 2026
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Conflicts of interest Directors have a duty not to place themselves in a position that gives rise to a conflict of interest. Directors are required to disclose, among other matt ers, any material personal interest in a matter that relates to the affairs of the Group; any conflict or potential conflict of interest; and any interest in any business or other relationship including other directorships which could materially interfere with the Dir ector’s ability to act in the best interests of the Group. Processes are in place by which conflicts are managed. Access to information and advice Directors have unrestricted access to Executive Management, relevant Group records and to legal and other professional advisers. Pr ocedures are also in place for Directors, with the prior approval of the Chair, to obtain outside legal or other independent professional advice. Assessment of performance Board The Nomination Committee has oversight of the process for assessing and reviewing the annual performance of the Board, its Committ ees and individual Directors, and considering issues that might arise from that review. In FY25, the Board engaged an external consultant to conduct a review of Board composition, processes and behaviours using detailed quantit ative and qualitative survey tools and interviews. Recommendations around Board processes were adopted by the Board. In FY26, the Company Secretary facilitated an internal Board performance review that included feedback from all Directors. The int ernal review adopted the same questions as the previous years' external review to assess how well the Board responded to recommendations and actions arising from the prior year’s review and other Board discussions. Findings of the internal review were presented to, and discussed, by the Board. The Board is committed to continuously improving and actioning specific feedback and identified opportunities for the Board. Executives The People, Culture and Remuneration Committee has oversight of the performance assessment processes for Executives and Senior Management. A document ed performance evaluation process commenced in June/July 2026. A 360-degree feedback process to identify and support development goals and actions was also undertaken. Raters for the Executives comprised Board members, clinicians, peers/colleagues and direct reports. The Committee also considers and makes recommendations to the Board in respect of the financial and non-financial key performance indic ators (KPIs) adopted in the Group's equity incentive plans and reviews the assessments of grants and vesting under the incentive plans. All Executives and Senior Management have written employment agreements setting out the terms of their employment. Board renewal Appointments New Directors receive a letter of appointment. The letter of appointment clearly defines the role of Directors, including expectations in t erms of independence, participation, time commitment, compliance with Group policies and continuous development. Induction and education The Nomination Committee is responsible for the induction program and for providing appropriate professional development opportunities f or Directors, to enable them to develop and maintain the necessary skills and knowledge to perform their roles effectively. A documented induction program is in place and is reviewed annually by the Nomination Committee. Directors have previously participated in the induction program, which includes meetings with other Directors, Executives, Management, specialist staff and radiologists, operational site visits and provision of documents such as plans, policies and other Board reference documents. Directors have participated in ongoing professional development opportunities. These have included site visits throughout the year and briefings from external experts on relevant regulatory, industry and legal developments. Succession planning The Nomination Committee considers succession planning each year to ensure the Board has the appropriate balance of skills, knowledge , experience, independence and diversity to enable it to discharge its duties and responsibilities effectively. OUR BOARD AND GOVERNANCE FRAMEWORK 36
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Diversity and Inclusion Policy The Board recognises that diversity and inclusion are legislative requirements and fundamental to the success of IDX becoming an emplo yer of choice and meeting IDX's strategic goals. In FY26, IDX developed its Diversity, Equity and Inclusion Strategy 2026–2028, establishing a framework to strengthen inclusion across workf orce, patient, referrer and community experiences. The strategy is built around five strategic pillars: • Inclusive Workforce and Culture: Fostering a culture of belonging, respect and psychological safety. • Equitable Careers and Workforce Representation: Supporting fair access to recruitment, development and career pr ogression opportunities. • Inclusive Patient and Referrer Experience: Ensuring services are accessible, respectful and responsive to diverse needs. • Community and Social Impact: Strengthening our contribution to the communities in which we operate. • Data and Accountability: Embedding measurement, transparency and leadership accountability to drive progress. IDX's Diversity and Inclusion Policy can be found on IDX's website at: www.integraldiagnostics.com.au/corporate-governance Measurable objectives Each year the Board sets measurable objectives with a view to progressing towards balanced gender representation at the Board, E xecutive and Senior Management level. IDX's achievement as at 30 June 2026 against these objectives is set out below. Objective Achievement Details A minimum of 40% of each gender represented on the Board b y 2027 Working t owards objective 29% of Board members are female A minimum of 40% of each gender represented at Executive1 level by 2027 Working t owards objective 20% of Executives are female IDX announced the appointment of Ms Jenny Martin as its ne w CFO on 10 August 2026 which will incr ease % of Executives that are female to 40%. A minimum of 40% of each gender represented at Senior Management2 level by 2027 Objective met 53% of Senior Management are female A minimum of 40% of each gender represented at Executive and Senior Management le vels by 2027 Objective met 44% of Executives and Senior Management ar e female At least one of each gender to be shortlisted as candidates f or Board, Executive and Senior Management positions Objective met Board, Executive and Senior Manager positions wer e recruited for in FY26 and on each occasion at least one of each gender was shortlisted for the roles. The percentage of females employed across the Group should r emain within 10% of industry levels3 as measured b y WGEA Objective met Group female employees: 76% WGEA industry female employees: 77% Continued improvement in the female participation rate of r adiologists across the Group and within 10% range of Royal Australian and New Zealand College of Radiologists (RANZCR) gender membership by 2027 Approaching RANZ CR objective Group female radiologists IDX: 27%4 RANZCR female radiologists: 33%5 1. Executives defined as the following positions: Chief Executive Officer, Chief Financial Officer, Chief Information Officer, Chief People Officer and Chief Medical Officer. 2. Senior Management includes the following positions: General Managers of Business Units, General Managers of Shared Services, General Counsel and Company Secretary. 3. WGEA Industry Subdivision of Medical and Other Health Care Services. 4. Includes employed female radiologists in Australia and female contractor radiologists in New Zealand (where under the New Zealand private radiology model, all radiologists work across the public and priv ate sector and are technically classified as contractors but are engaged on terms and conditions similar to Australian employed radiologists). 5. Source: RANZCR 2024-2025 Report. DIVERSITY AND INCLUSION 37Integral Diagnostics Annual Report 2026
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Values IDX's values are: create value We deliver sustainable value to all stakeholders embrace change Have the courage to change, challenge and innovate patients first Patients are at the heart of everything we do medical leadership Pursuing excellence in medical leadership through evidence-based care one team Our united team is our greatest asset integrity & excellence Working with honesty and transparency, excelling beyond expectations Everyone who works for IDX is expected to behave in a manner consistent with the Company's values. IDX’s values are promoted through many communication channels, including regular training sessions, emails, posters, intranet c ampaigns, booklets and key messaging, to maintain their visibility and encourage self reflection. Behaviour and conduct are assessed with respect to the Company's values during performance reviews for each employee and the Boar d. Employees who go above and beyond and bring our values to life are recognised on a monthly basis via our Living Our Values Ev eryday (LOVE) awards program. Code of Conduct The Board is committed to a high level of integrity and ethical standards in all the Company's business practices. Accordingly, the Boar d has adopted a formal Code of Conduct that outlines how IDX expects its representatives to behave and conduct business in the workplace, and includes legal compliance and guidelines on appropriate ethical standards. All employees of IDX, including consultants, contractors and Directors, must comply with the Code of Conduct. Managers have the r esponsibility to communicate the Code of Conduct to employees and take a leadership role in observing and promoting the behaviour and standards in the Code of Conduct and related policies. All material breaches of the Code of Conduct are reported to the Board. IDX's Code of Conduct can be found on IDX's website at: www.integraldiagnostics.com.au/corporate-governance Supporting policies Whistleblower Policy IDX’s Whistleblower Policy documents the Company’s commitment to maintaining an open working environment in which employees and contr actors can report instances of unethical, unlawful or undesirable conduct, without fear of intimidation or reprisal. The Risk, Compliance and Sustainability Committee is notified of disclosures received under the Whistleblower Policy, oversees any r equired investigations, and reports to the Board. Employees are expected to complete Whistleblower Policy training on appointment. IDX's Whistleblower Policy can be found on IDX's website at: www.integraldiagnostics.com.au/corporate-governance ACTING LAWFULLY, ETHICALLY AND RESPONSIBLY 38
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Anti-Bribery, Fraud and Corruption Policy In addition to the Company’s Code of Conduct, the IDX has an Anti-Bribery, Fraud and Corruption Policy that provides guidance on what is e xpected and how to recognise and manage risks of bribery, fraud and corruption. The Company is committed to a zero-tolerance approach to acts of bribery, fraud or corruption, and the Code of Conduct sets out the standards for how IDX expects its employees and contractors to behave and conduct business. Employees are expected to complete training on this policy upon appointment. All reports made under the Anti-Bribery, Fraud and Corruption Policy are reported to General Counsel, who reports material breaches t o the Risk, Compliance and Sustainability Committee or the Board. IDX's Anti-Bribery, Fraud and Corruption Policy can be found on IDX's website at: www .integraldiagnostics.com.au/corporate-governance Remuneration People, Culture and Remuneration Committee The Board is responsible for setting and overseeing the implementation of the remuneration policy. The People, Culture and R emuneration Committee assists the Board in this role and is responsible for reviewing and making recommendations to the Board on strategies and policies relating to our people and culture and the remuneration arrangements for Non-Executive Directors, Executive KMP and Executives and Senior Management. Remuneration policies The Group's remuneration policies in respect of Directors and Executive KMP are disclosed in the Remuneration Report at page 61. Hedging of equity-based remuneration Participants in all of the Group's equity incentive plans are prohibited from entering into hedging arrangements in respect of unvested rights under an y plan. 39Integral Diagnostics Annual Report 2026
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Assurance Audit Committee The primary role of the Audit Committee is to oversee and monitor the integrity of financial reporting of the Group, and the eff ectiveness of the Group’s financial and sustainability reporting internal control environment. The members of the Audit Committee have, between them, sufficient accounting and financial knowledge, and understanding of the industry in which the Compan y operates, to effectively discharge the Audit Committee’s responsibilities. External auditor Our external auditor is PwC. The Audit Committee has unrestricted access to PwC and meets with the auditors at least twice a year without management being pr esent to discuss any matters the auditor may wish to raise directly with the Committee. The Chair of the Committee also meets with PwC periodically during the year. Internal auditor Our internal auditor is PKF. The Audit Committee reviews the effectiveness and the performance of PKF, approves the Annual Internal Audit Plan, r eviews internal audit reports, completed and agreed actions, and ensures that planned audit activities align with the Group's business risks. In performing their work, members of the internal audit function have unrestricted access to review all aspects of the Company’s operations. CEO and CFO declarations The CEO and CFO provide written declarations to the Board in accordance with section 295A of the Corporations Act 2001, and r ecommendation 4.2 of the Principles and Recommendations. The declarations include assurance regarding the maintenance and integrity of the financial statements and compliance with accounting st andards. The declarations are founded on a sound system of financial risk management, and internal compliance and contr ols that implement the policies adopted by the Board, and that the Group’s financial risk management and internal compliance and contr ol systems are operating efficiently and effectively in all material respects in relation to financial reporting risks. In FY26, the CEO and CFO also provided confirmations and assurance to support the Board in its approval of the Sustainability Report and the disclosur e of Scope 3 emissions targets detailed on pages 20-27. The CEO and CFO declarations are supported by confirmations by Executives and Senior Management as to the effectiveness of the Gr oup’s internal control and risk management systems, and management of material risks. Verification of periodic reports IDX is committed to providing clear, concise and effective disclosure in its corporate reports. The Company’s goal is that periodic corpor ate reports will be accurate and balanced, and provide investors with appropriate information to make informed investment decisions. The Group’s external auditor audits or, in the case of the half-year, reviews, the Group’s financial reports prepared in accordance with the accounting st andards. For the FY26 Sustainability Report and the disclosure of Scope 3 emissions targets, the Group’s external auditor provided a limited assurance review in relation to climate-related disclosures in the Sustainability Report and the Scope 3 emissions targets prepared in accordance with the sustainability reporting standards. ASSURANCE AND RISK MANAGEMENT 40
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The Company’s process for verifying unaudited periodic corporate reports is as follows: • reports are prepared by, or under the supervision of, subject matter experts; • material statements in the reports and supporting verification materials are reviewed internally and, in relation to certain reports, by independent external assurance providers; and • all reports to be released to the ASX must be approved by the Board. This process is intended to ensure all applicable laws, regulations and Company policies have been complied with, and that appr opriate approvals are obtained before a report is released to the market. Risk management Risk, Compliance and Sustainability Committee The primary role of the Risk, Compliance and Sustainability Committee is to oversee: • the effectiveness of the Group’s risk management framework, risk management systems and reporting, and the processes for identifying and managing mat erial business risks, including health and life safety, and cyber risks; and • the Group’s sustainability strategy and objectives. Risk management framework IDX's risk management framework, key risks, and our approach to them are detailed in the Operating and Financial Review at page 51. Clinical risks IDX has an established Integral Clinical Leadership Committee (ICLC) to promote and support a collegiate culture across all practices and t o provide advice on clinical governance matters, including patient care, clinical standards and quality assurance. The Committee members include the CMO, the Clinical Directors of each business unit together with senior employed radiologists. ICLC meetings are also attended by relevant Executives and Senior Management. Environmental risks The Sustainability Report details the Group's identification and management of climate-related risks and opportunities. 41Integral Diagnostics Annual Report 2026
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Continuous Disclosure Policy The Company is committed to providing the market with complete and timely information about disclosure events, in compliance with its continuous disclosur e obligations. Our Continuous Disclosure and Communications Policy underpins our commitment to providing shareholders and the market with high-quality, timely, relevant and accurate information regarding the Group’s activities to ensure investors are able to trade in IDX shares in a market that is efficient, competitive and informed. The Policy sets out the procedures that apply to the collection, control, assessment and release to the ASX, of material information r egarding the Company. IDX also has a Securities Dealing Policy that restricts Directors, Executives, Senior Management and other employees from dealing in ID X shares during black-out and other periods during the year. The policy also provides for clearance requirements for any dealing and other procedures to prevent insider trading. IDX's Continuous Disclosure and Communications Policy and its Securities Dealing Policy can be found on IDX's website at: www .integraldiagnostics.com.au/corporate-governance Material announcements IDX has a Disclosure Committee comprising the CEO, CFO and Company Secretary. Depending on the materiality of a disclosure event, the Disclosur e Committee or the Board approves all ASX announcements prior to release to the market. All announcements are sent to the Board promptly after they have been made. Investor presentations As part of IDX's commitment to facilitate an efficient and informed market in IDX shares, all new and substantive investor and analyst pr esentations are released to the market before the presentation. Website Our website forms a key part of our communication platform to shareholders and the broader investment community. It contains an o verview of the Group, our structure, history and biographies of our Directors. The Corporate Governance section of our website contains corporate governance charters and policies. The Investors section of our website contains all ASX announcements including annual and half-year reports, investor presentations and oper ational updates. The Investors section also includes information about our strategy and shareholder information including dividends, share price information, registry contact details and a key dates calendar. Visit IDX's website at: www.integraldiagnostics.com.au Investor relations The Company engages with institutional and private investors, analysts, and the financial media throughout the year (other than during black-out periods prior t o the release of financial results). Scheduled interactions take place following the announcement of half year and full y ear results. Any presentations containing new information given to shareholders at institutional investor events are disclosed to the ASX prior to the time of the event. Meetings and discussions with analysts and institutional investors are conducted by the CEO and the CFO. The discussions are r estricted to explanation of information already within the market, or with non-price sensitive information. The Company also adopts a proactive approach to engaging with proxy advisers in relation to corporate governance matters. The Chair of the Boar d and the Chair of the People, Culture and Remuneration Committee engage with proxy advisors and institutional investors on matters regarding governance and remuneration prior to the Company's Annual General Meeting each year. ENGAGING WITH OUR SHAREHOLDERS AND INVESTORS 42
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Annual General Meeting Our Annual General Meeting (AGM) represents a key opportunity for shareholders to meet the Board and ask questions of the Dir ectors. Shareholders can attend and participate in the meeting in person or online. Shareholders who are not able to attend the AGM may appoint proxies to represent them at the meeting. Shareholders are also invited to submit questions in advance of the meeting. The lead audit partner of PwC attends our AGM and is av ailable to answer questions on the Group’s financial statements and the conduct of the audits. Copies of the addresses delivered by the Chair and CEO to the AGM are released to the ASX and posted to our website. A webcast r ecording of the AGM is also posted to our website. A summary of the meeting and the outcome of voting on items of business before the meeting are released to the ASX and posted to our website as soon as they are available following completion of the AGM. Resolutions by poll All resolutions at the Company's AGM are determined by way of a poll. Electronic communications IDX provides shareholders with the option of receiving communications from, and sending communications to, the Company and its shar e registry electronically. Our registry, Computershare Investor Services, provides shareholders with the option to update their details electronically via their websit e. Further details are provided in the Investor Information section at page 179. 43Integral Diagnostics Annual Report 2026
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Operating and Financial R eview 46 Financial Performance 50 Operating Performance 51 Risk Management 53 Industry and Regulatory Outlook 54 Company Outlook 45Integral Diagnostics Annual Report 2026
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The purpose of this Operating and Financial Review is to provide shareholders with additional information regarding the Company’s oper ations, financial position, business strategies and prospects. The review complements the Financial Report, which commences on page 107, and the ASX announcement and full year results presentation dated 25 August 2026. The Group prepares the Financial Report in accordance with the Australian equivalents of International Financial Reporting Standards (IFRS) as is sued by Australian Accounting Standards Board. Certain parts of this review contain financial measures that have not been pr epared in accordance with IFRS (non-IFRS financial measures), however, have been included as the Group believes that these non-IFRS financial measures provide a useful means through which to examine the underlying performance of its business. Non-IFRS financial measures form part of how management reviews the underlying performance of the Group and its communications with key stakeholders. Refer to pages 171 - 175 for a reconciliation to statutory financial information. Integral Diagnostics Limited (ASX: IDX) is an Australian listed healthcare services company whose main activity is providing diagnostic imaging services t o referrers (general practitioners, medical specialists, and allied health professionals) and their patients. IDX has a diversified revenue mix and focuses on providing a full range of diagnostic imaging modalities. IDX has 142 sites, of which 62 ar e comprehensive sites that are located close to specialist referrers who require higher complexity imaging and make greater use of CT, MRI, PET and interventional procedures. During the year under review, IDX operated in Queensland, South Australia, Tasmania, Victoria, New South Wales, Western Australia and New Zealand. Income Statement A summary income statement providing details of non-operating transactions reconciling to the statutory income statement is outlined in the f ollowing table: Summary income statement 30 June 2026 $m 30 June 2025 $m1 Revenue 788.6 627.2 Other income 0.1 0.8 Interest 1.3 1.1 Total revenue, interest and other income 790.0 629.1 Operating EBITDA 164.8 126.5 Operating EBIT 97.1 70.0 Operating NPAT 47.4 31.6 Non-operating transactions net of tax Remeasurement of contingent consideration liabilities - 5.5 Transaction, restructuring and integration costs (19.6) (31.1) New site costs (1.4) - Share-based expenses (0.5) (0.6) Share of net profit of joint ventures - - Amortisation of finite lived intangible assets (3.9) (2.1) Impairment expense - (0.5) Statutory NPAT 22.0 2.8 Operating EBITDA as a % of revenue2 20.9% 20.1% Operating NPAT as a % of revenue 6.0% 5.0% Operating diluted EPS (earnings per share) 12.6 10.2 Statutory diluted EPS (earnings per share) 5.8 0.9 Return on invested capital (based on Operating EBIT) 7.6% 7.3% Declared dividend pay-out ratio on Operating NPAT 73.0% 76.3% 1. The Income Statement for the year ended 30 June 2025 has been restated to reflect the effect of the purchase price allocation (PPA) adjustments related to the acquisition of Capitol Health on 20 December 2024. 2. Operating metrics includes other income of $0.8m in FY25 relating to expected recoveries from an insurance claim for the impact of Tropical Cyclone Alfred in South-east Queensland in March 2025, reflecting revenue that would otherwise have been earned. FINANCIAL PERFORMANCE 46
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IDX’s results for FY26 are consistent with the guidance provided at the time of the 1H FY26 results announced on 24 February 2026. Key financial highlights for FY26 include: Solid revenue growth with improved Operating EBITDA margin • Solid Group revenue growth driven by growth in patient volumes, Medicare indexation and continued favourable mix impact, being 7 .0% on a constant currency basis excluding closed or sold sites (6.5% on a pro forma basis). • Medicare indexation increase of 2.4% effective 1 July 2025 on all diagnostic imaging services (excluding PET nuclear imaging services). • Organic revenue from all sources in Australia grew 7.4% 1,2 compared to Medicare growth of 9.4% 2 over the course of FY26 comprised of: – 8.9% 2 growth for the legacy IDX business, reflecting strong growth supported by MRI de-regulation and the National Lung Cancer Scr eening Program, and further closing the gap to Medicare growth vs the prior comparative period. – 5.4%1,2 growth for the legacy Capitol business, reflecting lower growth of GP attendances and referrals. • Average fees per exam (including reporting contracts) in Australia increased by 6.5% in FY26, reflective of Medicare indexation and an ongoing shift t o the higher-end CT, MRI and PET scan modalities. • Organic operating revenue in New Zealand grew 2.1% 2,3 on a constant currency basis. • Improved Group Operating EBITDA margin of 20.9%, up 80 bps vs FY25. • Margin growth underpinned by operating cost leverage and synergies of $14m+ achieved from the merger with Capitol Health. • Operating NPAT of $47.4m increased by $15.8m or 50.1%. • Operating Diluted Earnings per Share of 12.6 cents per share increased by 2.4 cents per share or 23.6%. • Statutory NPAT of $22.0m increased by $19.2m, however being lower than Operating NPAT due to non-operating transactions, including tr ansaction, restructuring and integration costs of $19.6m, new site costs of $1.4m, amortisation of finite lived brand int angible assets of $3.9m, and share based payments relating to transaction and integration activities of $0.5m, net of tax. As some of these non-operating transactions are on the capital account, they are not tax deductible, creating a greater impact on Statutory NPAT. 1. Calculated based on FY25 pro forma revenue for the Group, assuming a Capitol acquisition date of 1 July 2024 and adjusted for the revenue contribution of four closed sites and the sale of the Melton site. 2. Average number of working days in FY26 was 251, versus 250 in the prior comparative period. 3. Adjusted for one closed site. 47Integral Diagnostics Annual R eport 2026
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Balance Sheet A summary of the balance sheet as at 30 June 2026 and a comparison to the prior year is outlined in the following table: Balance sheet 30 June 2026 $m 30 June 2025 $m1 Cash and cash equivalents 51.3 52.1 Trade and other receivables 29.5 28.5 Other current assets 18.6 14.7 Total current assets 99.4 95.3 Property, plant and equipment 248.5 243.0 Right of use assets 228.5 224.6 Intangible assets 846.8 861.7 Deferred tax assets 0.2 - Derivative financial instruments 2.3 - Other non-current financial assets 1.7 - Total non-current assets 1,328.0 1,329.3 Total assets 1,427.4 1,424.6 Trade and other payables 66.4 65.6 Lease liabilities 21.5 20.3 Contingent consideration 2.2 2.2 Provisions 47.7 44.9 Other current liabilities 10.8 9.0 Total current liabilities 148.6 142.0 Borrowings 341.8 341.3 Provisions 14.9 14.2 Lease liabilities 233.9 223.4 Deferred tax liability 0.6 9.5 Other non-current liabilities 6.1 2.2 Total non-current liabilities 597.3 590.6 Total liabilities 745.9 732.6 Net assets 681.5 692.0 1. The Balance Sheet as at 30 June 2025 has been restated to reflect the revised fair value of PPA balances of Capitol Health which was acquired on 20 December 2024. Balance sheet remains strong with reduced leverage in line with guidance • Working capital of ($66.0m) has increased slightly by $1.3m, driven by the timing of trade payables and employee provisions. Pr ovisions (excluding tax) have increased by $3.5m. • Contingent consideration of $2.2m relates to the Imaging Queensland earn out and remains consistent with the prior year. • Net debt (including off balance sheet bank guarantees of $6.5m and excluding capitalised borrowing costs of $1.9m) has increased b y $0.9m to $298.9m (FY25: $298.0m). This reflects a slight decrease in cash on hand driven by a combination of operational cash flows, capital expenditure and dividend payments made throughout the financial year. • Net Debt to EBITDA of 2.3x at 30 June 2026 (down vs 2.6x at 30 June 2025), in line with the Group’s target range of 2.0x to 2.5x, pr ojected to continue to trend down further over time. • Continued significant liquidity headroom, with unutilised committed facilities of $117.0m as at 30 June 2026. • Reduced weighted average interest rate on core debt facility of 5.36% (vs 6.24% at 30 June 2025), with 51.2% of gross debt hedged eff ective late December, 2025 at favourable interest rate compared to current BBSY rate. FINANCIAL PERFORMANCE 48
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Cash Flows A summary of net cash flows as at 30 June 2026 and a comparison to the prior year is outlined in the following table: Summary of cash flow 30 June 2026 $m 30 June 2025 $m1 Operating EBITDA 164.8 126.5 Non-cash items in Operating EBITDA 0.4 1.5 Changes in working capital (9.3) (0.2) Cash payments on prinicpal lease element (20.7) (18.4) Replacement capital expenditure (28.8) (28.0) Operating free cash flow 106.4 81.4 Growth capital expenditure (21.0) (27.3) Net cash flow before financing, acquisitions and taxation 85.4 54.1 Tax paid (13.7) (4.0) Interest and other costs paid on borrowings including leases (27.6) (29.6) Net change in borrowings - 35.1 Transactions with non-controlling interests 2.9 - Dividends paid (25.8) (15.5) Transaction costs (3.3) (20.6) Integration costs (16.3) (11.3) Other (1.2) 1.3 Net cash flows 0.4 9.5 1. The Cash Flow for the year ended 30 June 2025 has been restated to reflect the effect of the purchase price allocation (PPA) adjustments related to the acquisition of Capitol Health on 20 December 2024, with no changes to net cash flows. • Free cash flows of $106.4m were $25.0m or 30.7% higher than FY25, which was principally driven by the increase in Operating EBITDA. • Growth capital expenditure was $21.0m. • Dividends of $27.0m (7.3 cents per share fully franked) were paid in FY26 including dividends reinvested as part of the dividend r einvestment plan. 49Integral Diagnostics Annual R eport 2026
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During FY26 our operational focus was on driving organic gr owth as follows: Merger integration is largely complete • Organisational structure further refined to support focus on patients and driv e the business. • Annual ongoing synergies of $14.0m+ (compared to at least $10.0m e xpected at time of merger). • Group procurement function driving cost savings above initial s ynergy projections. • Increased teleradiology scale, with contribution from C apitol radiologists. • Strong employee engagement scores recorded in annual Jul y survey. Ongoing focus on driving organic growth and oper ational efficiencies • Solid revenue growth driven by growth in patient volumes, Medic are indexation and continued favourable mix impact. • Continued strategic focus on radiologist recruitment, pr oductivity and efficiency to support growing demand for services by patients. • Enhanced focus on teleradiologist recruitment to grow IDX’s industry leading t eleradiology platform IDXt, to drive further operational efficiencies and margin improvement. • IDXt now has 143 teleradiologists at 30 June 2026 (up from 124 at 31 December 2025 and 114 at 30 June 2025). • Continued focus on delivering additional operating expense and c apex savings. Continued evaluation and implementation of incremental inor ganic growth initiatives • Two new greenfield clinics opened in FY26, being Wangaratta in Victoria and Eastwood Private Hospital in South Australia, as well as the relocation to new state of the art facilities in Launceston, Tasmania. • Construction of new clinic sites are currently underway at Mar oochy Private Hospital in Queensland and Armstrong Creek in Victoria. Capital expenditure Total capital expenditure on tangible assets was $49.8m (FY25: $55.3m), of which $28.8m r elated to equipment replacement and $21.0m related to growth opportunities, including: in Australia, the new Eastwood Private Hospital clinic in South Australia ($5.8m); Lake Imaging’s new clinic in Wangaratta ($2.3m); Imaging Queensland’s new clinic in Maroochydore ($2.6m); and Radiology Tasmania’s new clinic in Launceston ($1.8m). Taxation The effective tax rate on operating earnings is 27.8% (FY25: 25.6%). The eff ective tax rate on statutory earnings of 31.4% (FY25: 67.9%) is driven by statutory earnings containing non- operating transactions on the capital account, which are not tax deductible. Cash flows Free cash flows of $106.4m (FY25: $81.4m) increased by 30.7%. Free cash flow conversion before replacement capex was 82.0% (F Y25: 86.5%). The increase in free cash flows is principally due t o the increase in Operating EBITDA. Capital management Net debt increased by $0.9m to $298.9m (FY25: $298.0m), reflecting movements in cash on hand through a combination of operational cash flows, capital expenditure and dividend payments made throughout the financial year. The Net Debt/ EBITD A ratio was 2.3x at 30 June 2026 (FY25: 2.6x). At 30 June 2026, IDX had cash reserves of $51.3m and committed facilities of $467.4m, of which $117.0m remained undrawn. The Group’s debt facilities have a five-year term to December 2029 and ID X is in compliance with all the covenants under the debt facility. Earnings per share On an Operating NPAT basis, Operating Diluted Earnings per Shar e were 12.6 cents per share (FY25: 10.2 cents per share). On a statutory basis, basic earnings per share increased to 5.9 cents per shar e (FY25: 0.9 cents per share). Diluted earnings per share in FY26 considering the FY24 and FY25 performance rights and options issues was 5.8 cents per share (FY25: 0.9 cents per share). The increased earnings per share at a statutory level is reflective of the increase in statutory NPAT t o $22.0m. Dividend Fully franked dividends of 9.3 cents per share (FY25: 6.5 cents per shar e) totaling $34.6m have been paid or declared for FY26. A fully franked final dividend of 6.0 cents per share will be paid on 2 October 2026 to shareholders on the register as at 31 August 2026. This represents 73.0% of Operating NPAT (FY25: 76.3%). OPERATING PERFORMANCE 50
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Effective risk management is fundamental to delivering IDX's strategy, protecting patient outcomes and creating sustainable long-term v alue for shareholders. The Board recognises that informed risk taking is essential to achieving the Group's strategic objectives and maintaining resilient operations in an evolving healthcare environment. IDX’s Risk Management Framework is overseen by the Risk, Compliance and Sustainability Committee (RCSC). The Framework, which is implement ed by management and managed by the Legal and Risk Team, is aligned with ISO 31000:2018 Risk Management – Guidelines and is reviewed annually to ensure ongoing alignment with the IDX’s strategy, operating environment and emerging risk profile. Throughout the year, the RCSC continued to receive regular reporting on strategic risks, deep-dive reviews of priority risks and emerging threats impacting the healthcare sector. IDX continually reviews, assesses and strengthens its policies and procedures in all areas including clinical governance, regulatory, occupational health and saf ety, IT, finance, business continuity and operations. This process is supported by an independent internal audit program to ensure the effectiveness and compliance of our practices. Clinical governance is a key component of the Company's risk management and is managed through the Integral Clinical Leadership Committ ee (ICLC) and Business Unit Clinical Leadership Committees under the ICLC Charter. Key Risks The Board monitors a range of principal strategic risks that could influence the successful delivery of the Group's strategy. These risks ar e reviewed regularly and supported by targeted mitigation strategies and defined executive accountability. This is not a comprehensive list of all actual and potential risks that may impact IDX’s financial and operating results in future periods. Risk Area Risk Management Strategy Clinical governance & patient safety Maintaining high standards of clinical governance is fundament al to delivering safe, quality patient care and maintaining IDX’s established reputation. • Strong clinical governance and oversight. • Group-wide quality assurance and continuous improvement. • Investment in clinical capability and patient safety initiatives. Workforce capability & availability Attracting, retaining and developing a skilled workforce is critic al to delivering sustainable healthcare services. • Workforce planning and capability development. • Talent attraction and retention initiatives. • Ongoing investment in leadership and employee engagement. Information security Information security threats may disrupt operations, compr omise sensitive information and impact stakeholder confidence. • Ongoing investment in cyber security and technology resilience. • Security governance and risk oversight. • Business continuity and incident response capabilities. Financial performance Failure to achieve financial objectives may impact IDX’s abilit y to execute its strategic priorities and deliver shareholder value. • Disciplined financial planning and performance monitoring. • Strong governance over investment and capital allocation. • Regular review of strategic and financial performance. Operational complexity & standardisation Operational complexity may reduce efficiency, scalability and the consist ent delivery of services across the Group. • Continuous improvement and standardisation initiatives. • Enterprise-wide governance and operational oversight. • Ongoing optimisation of systems and processes. Technology & business resilience Dependence on critical technology and third-party services cr eates risks to operational continuity and patient care. • Investment in resilient technology platforms. • Business continuity and disaster recovery planning. • Ongoing oversight of critical technology and key service providers. Technology & digital transformation Successful delivery of strategic technology initiatives is es sential to improving operational performance and supporting future growth. • Robust project governance and delivery oversight. • Structured implementation and change management. • Ongoing evaluation of strategic outcomes and benefits. RISK MANAGEMENT 51Integral Diagnostics Annual Report 2026
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Healthcare funding & reimbursement Changes to healthcare funding and reimbursement arr angements may impact the Group's financial performance and long-term sustainability. • Active monitoring of industry and regulatory developments. • Engagement with government and industry stakeholders. • Ongoing assessment of funding impacts and strategic responses. AI & diagnostic innovation The rapid evolution of artificial intelligence and healthcare technologies presents both strategic opportunities and risks. • Governance supporting responsible adoption of emer ging technologies. • Evaluation of innovation opportunities aligned to strategy. • Appropriate oversight of AI implementation and use. Industry competition & market dynamics Changes in competitive conditions and market dynamics ma y impact growth, profitability and strategic objectives. • Ongoing monitoring of market conditions and emerging trends. • Investment in service innovation and customer experience. • Strategic initiatives to support sustainable growth. RISK MANAGEMENT 52
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The Group is well positioned to capitalise on positive industry fundamentals, with key drivers of growth being: • Ageing population and earlier detection of disease driving demand for diagnostic services. • Medicare indexation of 2.6% for FY27. • Structural shift to higher value modalities (incl CT, MRI and PET): – Further de-regulation of partially licensed MRIs from 1 July 2025 and for all MRIs from 1 July 2027 driving further growth in MRI. › From July 2025 IDX holds 42 licensed MRIs in Australia (vs 23 licensed MRIs in the prior corresponding period). – National Lung Cancer Screening Program from 1 July 2025 driving growth in screening CTs and follow-up growth in int erventional and PET-CTs. › Health Department has committed $264m to the CT screening program over the four-year forward estimates. • Technological advancements including AI (~10% of scans), enhancing quality of care and improving labour productivity, and t eleradiology (~15% of scans), enhancing labour productivity. • Expansion of GP Bulk Billing Incentive Program to all Australians, effective 1 November 2025, driving increased GP visits and incr eased radiology referrals. – Benefits higher in regional areas (2 to 3 times urban rates). • Expedited specialist pathway for radiologists from Canada approved, effective from 1 July 2026. Limited scope pathway also announced in Jul y 2026 which allows overseas trained radiologists a new option to work as a specialist in Australia with AHPRA registration with explicit scope exclusions, providing them with the opportunity to report and perform a majority of work with limitations in sub-specialty areas. • Government pledge of new funds for 400 nursing scholarships and 2,000 more GPs. INDUSTRY AND REGULATORY OUTLOOK 53Integral Diagnostics Annual Report 2026
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The Company’s strategic focus in FY27 and beyond will be to build from strong FY26 delivery, focusing on disciplined growth, impr oving productivity and long-term value creation through the following key drivers: • Core growth and optimisation – execute within the platform; • Network expansion – disciplined, selective growth; • People and culture – capacity, capability and culture; and • Transformation and innovation – better pathways and productivity. Outcomes we are focused on: • Sustainable revenue growth; • EBITDA margin improvement >21.0%; • Increased productivity and capacity; • Improved patient access; and • De-gearing. Group FY27 replacement and growth capex is expected to be between $50.0m to $60.0m. COMPANY OUTLOOK 54
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Directors’ R eport 56 Information relating to the Board 58 Corporate and reporting matters 59 Audit 55Integral Diagnostics Annual Report 2026
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The Directors present their Directors' Report, together with the consolidated Financial Report, for the consolidated entity (Group) consisting of Int egral Diagnostics Limited (IDX or the Company) and the entities it controlled for the financial year ended 30 June 2026. The Directors' Report incorporates: • The Operating and Financial Review commencing on page 45; and • The Remuneration Report commencing on page 61. Directors during the year The Directors in office at the date of this report, together with their qualifications, experience, special responsibilities and interests in ID X shares are listed in the Corporate Governance section commencing on page 29. In addition, during the financial year Dr Ian Kadish served as Managing Director and Chief Executive Officer, retiring on 6 August 2026 and Ms R aelene Murphy served as a Non-Executive Director, retiring 31 March 2026. Attendance at meetings The number of Board and Committee meetings held and attended by each Director during the financial year are detailed below. Board Audit Committee Risk, Compliance and Sustainability Committee People, Culture and Remuneration Committee Nomination Committee Director Held Attended Held Attended Held Attended Held Attended Eligible to attend Attended Toby Hall 13 13 5 4 6 6 4 4 2 2 Dr Ian Kadish 13 13 5 5 6 6 4 4 - - Raelene Murphy1 13 10 5 4 6 4 4 3 2 2 Andrew Fay 13 13 5 5 6 6 4 4 2 2 Ingrid Player 13 13 5 5 6 6 4 4 2 2 Laura McBain 13 13 5 5 6 6 4 3 - - Dr Kevin Shaw 13 13 5 5 6 6 4 4 - - Dr Manish Mittal 13 13 5 5 6 6 4 4 - - 1 Ms Murphy resigned as a Director on 31 March 2026. Past directorships Details of all past directorships of other ASX-listed companies held by each current Director at any time in the three years immediately bef ore 30 June 2026 are set out below. Director Past Directorships Toby Hall None Jason Martinez None Andrew Fay None Ingrid Player None Laura McBain Lark Distilling Limited (2020 to 2024) Capitol Health Limited – Non-Executive Director (2021 to 2024) Dr Kevin Shaw Capitol Health Limited – Non-Executive Director (2021 to 2024) Dr Manish Mittal None Details of all current directorships held by each Director are set out in the Corporate Governance section commencing on page 29. INFORMATION RELATING TO THE BOARD 56
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Insurance and indemnities The Company’s Constitution requires that the Company indemnifies, on a full indemnity basis and to the full extent permitted by law, officers of the Company for all losses or liabilities incurred by the person as an officer of the Company or a related body corporate. The Constitution also permits the Compan y to purchase and maintain a directors’ and officers’ insurance policy. The Company has entered into a deed of indemnity, insurance and access with each of the Company’s Directors and Officers. No dir ector or officer of the Company has received benefits under an indemnity from the Company during or since the end of the financial year. During the financial year, the Company has paid a premium in respect of a contract insuring officers of the Company and its related bodies corpor ate against all liabilities that they may incur as an officer of the Company or of a related body corporate, including liability for costs and expenses incurred by them in defending civil or criminal proceedings involving them as such officers, with some e xceptions. Due to confidentiality obligations and undertakings of the policy, no further details in respect of the premium or the policy c an be disclosed. Company Secretary Mr John Merity (BA, LLB (Hons), GAICD) was appointed as Company Secretary on 6 June 2024. John has over 25 years' experience as corpor ate lawyer practising in Australia and the UK, together with roles as an executive director and company secretary of ASX-listed and substantial private companies. 57Integral Diagnostics Annual Report 2026
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Principal activities During the financial year, the principal activity of the Group was the provision of diagnostic imaging services. There have been no significant changes to those activities during the year. Dividends Dividends paid during the financial year were as follows: Consolidated 30 June 2026 $’000 30 June 2025 $’000 Dividend of 3.3 cents per share paid on 3 October 2024 - 7,622 Dividend of 2.5 cents per share paid on 7 April 2025 - 9,221 Dividend of 4.0 cents per share paid on 3 October 2025 14,786 - Dividend of 3.3 cents per share paid on 2 April 2026 12,208 - 26,994 16,843 Events after the reporting period Appointment of new Managing Director and Chief Executive Officer and new Chief Financial Officer On 6 August 2026, Dr Ian Kadish retired from the role of Managing Director and Chief Executive Officer and Mr Jason Martinez was appoint ed the new Managing Director and Chief Executive Officer of the Group. On 10 August 2026, IDX announced the retirement of Mr Craig White as Chief Financial Officer and the appointment of Ms Jenny Martin in that r ole. Ms Martin will assume the CFO role on 5 October 2026. Results of the performance conditions for the Long-Term Incentive (LTI) awards The performance condition relating to the performance rights issued as part of the FY24 Long-Term Incentive (LTI) awards was tested on 21 August 2026. The performance required for vesting was not met, and as a result 680,124 performance rights relating to the FY24 have lapsed. Dividend declaration Subsequent to year end, a dividend of 6.0 cents per share was declared and will be paid on 2 October 2026. Other matters or circumstances Other than those detailed above, no other matters or circumstances have arisen since 30 June 2026 that have significantly affected, or ma y significantly affect, the Group’s operations, the results of those operations, or the Group’s state of affairs in future financial years. Options and equity rights Details of IDX's outstanding options and equity rights are set out in Note 25 of the Financial Statements. Environmental regulation The Group is not subject to any significant environmental regulation under Australian Commonwealth or State law. Rounding The Company is of a kind referred to in Australian Securities and Investments Commission Legislative Instrument 2016/191, relating t o "rounding off". Amounts in this Report and in the financial statements have been rounded off, stated in accordance with that Instrument, t o the nearest thousand dollars, or in certain cases, the nearest dollar. CORPORATE AND REPORTING MATTERS 58
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External auditor PwC was appointed as the auditor of the Company in 2015 and continues in office. PwC has declared its independence for the financial year ending 30 June 2026 and a copy of the declaration is set out on page 84. No officers of the Company are former audit partners of PwC . Non-audit services PwC have not performed any non-audit services or been engaged to perform any non-audit services during the financial year. Indemnity and insurance of auditor To the extent permitted by law, the Company has agreed to indemnify PwC, as part of the standard terms of its audit engagement against claims b y third parties arising from its audit services. No payment with respect to such indemnity has been made to PwC during or since the financial year. During the financial year, the Company has not paid a premium in respect of a contract to insure PwC or an y related entity. This Directors’ Report is made in accordance with a resolution of Directors. On behalf of the Directors, Toby Hall Chair Jason Martinez Managing Director and Chief E xecutive Officer 25 August 2026 AUDIT 59Integral Diagnostics Annual Report 2026
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Remuneration R eport 62 Letter from the Chair of the People, Culture and Remuneration Committee 63 Who is covered by this report 64 Remuneration principles and framework 69 Group performance and Executive KMP remuneration outcomes 75 Executive KMP actual remuneration received (not audited) 76 Executive KMP statutory remuneration 77 Executive KMP service agreements 78 Remuneration governance framework 81 Non-Executive Director remuneration 84 Auditor's Independence Declaration 61Integral Diagnostics Annual Report 2026
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Dear Fellow Shareholders, On behalf of the Board, I am pleased to present IDX’s R emuneration Report for FY26 and to summarise key elements of IDX’s performance and the impact on remuneration outcomes. Remuneration framework and outcomes Our Executive remuneration is designed around four key principles: t o be competitive and fair; to link remuneration to performance consistent with our values and strategy; to align remuneration with the interests of stakeholders; and to have transparency in application. IDX’s Executive remuneration framework was unchanged in its key pillars of fixed remuneration, and short-term and long-term “at risk” v ariable remuneration. Executive remuneration remains weighted towards variable remuneration. As foreshadowed in last year's Remuneration Report, during the financial year, the Board received and accepted external benchmarking advice in relation to the STI opportunity and selection of financial metrics and their weighting for the STI and L TI. The Board believes these changes better reflect market pr actice and reduce complexity. These changes are discussed at page 65. FY26 business performance In FY26 IDX delivered strong financial results, including (on a consolidated basis): • Revenue and other income of $788.7m, up 25.6% (vs FY25) • Operating EBITDA of $164.8m, up 30.3% (vs FY25) • Operating EBITDA margin of 20.9%, up 80 basis points ( vs FY25) • Operating NPAT of $47.4m, up 50.1% (vs FY25) • Statutory NPAT of $22.0m, up 677.4% (vs FY25) • Operating diluted EPS of 12.6cps, up 23.6% (vs FY25) • Total franked dividends for FY26 of 9.3 cents per share, up fr om 6.5 cents declared in FY25 • Net Debt to Operating EBITDA falling to 2.3x at financial year end fr om 2.6x at 30 June 2025 These results were in line with IDX guidance and market consensus. The Boar d believes that the remuneration outcomes in FY26 outlined below for the Executive KMP during the year, being our CEO Dr Ian Kadish and our CFO Mr Craig White, are aligned with the Company’s performance delivery during the financial year and support our drive to continue to create value for our shareholders. FY26 fixed remuneration adjustments As part of IDX’s annual fixed remuneration review, the Board approved a 3% increase to the fixed remuneration of Executive KMP in line with the incr ease awarded to Executives and Senior Management for the financial year. FY26 STI outcomes This year, the risk and compliance gateway for the STI w as satisfied by the Executive KMP. In FY26 the Target STI opportunity was 50% of fixed remuneration and the Stretch opportunit y was 100% of fixed remuneration. The award to E xecutive KMP was 31.34% of the Stretch opportunity. The Board did not exercise any discretion or make any adjustments in determining the outcome of the STI award for FY26. Refer to pages 69-72 for more details. With the retirements of both Dr Ian Kadish as CEO and Mr Craig Whit e as CFO, the Board has determined that their respective FY26 STI awards will be delivered in cash without deferral into deferred equity rights. Refer to page 77 for more details . FY24 LTI outcomes The FY24 LTI was assessed across key financial metrics over a thr ee-year performance period ending 30 June 2026. The KPIs wer e not met for any of the performance measures and accordingly all FY24 LTI performance rights lapsed. Refer to page 72 for more details. Non-Executive Director fees Also as foreshadowed in last year's Remuneration Report, the Boar d received an external benchmarking review of Non- Executive Director remuneration during the financial year. Based on the r ecommendations of the review, fees for FY26 were increased for the first time since 2021. Board base fees rose 15.0% t o $115,000 and the Chair fee rose 8.0% to $270,000. Committee fees remained unchanged. Refer to pages 81-83 for more details. Looking forward No changes will be made to the primary structure of the STI or L TI incentive in FY27. Other than an increase in Director fees for our Non-Executive Radiologist Director, Dr Manish Mittal to bring his fees to the same level as other Non-Executive Directors, there will be no change to Non-Executive Director remuneration in FY27. We will seek your approval of the Remuneration Report at our 2026 Annual Gener al Meeting. We look forward to your support and welcome your feedback on the report. Sincerely, Andrew Fay People, Culture and Remuneration Committee Chair 25 August 2026 LETTER FROM THE CHAIR OF THE PEOPLE, CULTURE AND REMUNER ATION COMMITTEE 62
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Key Management Personnel This report covers the remuneration arrangements and outcomes relating to the Group's Key Management Personnel (KMP) during F Y26. IDX's KMP are the people who have the authority to shape, influence and control the Group’s strategic direction and performance thr ough their actions, either collectively (in the case of the Board) or as individuals acting under delegated authorities (in the case of the Executive KMP). The names and positions of the individuals who were KMP during FY26 are set out below. Unless otherwise indicated, all individuals were KMP for the full year. Name Position Non-Executive Directors Toby Hall Andrew Fay Ingrid Player Laura McBain Dr Kevin Shaw Dr Manish Mittal Raelene Murphy Independent, Non-Executive Director and Chair Independent, Non-Executive Director Independent, Non-Executive Director Independent, Non-Executive Director Independent, Non-Executive Director Non-Executive Radiologist Director Independent, Non-Executive Director (retired 31 March 2026) Executive KMP Dr Ian Kadish Craig White Managing Director and Chief Executive Officer Chief Financial Officer Appointment of new Managing Director and Chief Executive Officer and new Chief Financial Officer On 6 August 2026, Dr Ian Kadish retired from the role of Managing Director and Chief Executive Officer and Mr Jason Martinez was appoint ed the new Managing Director and Chief Executive Officer of the Group. On 10 August 2026, IDX announced the retirement of Mr Craig White as Chief Financial Officer and the appointment of Ms Jenny Martin in that r ole. Ms Martin will assume the CFO role on 5 October 2026. References to non-IFRS financial information The remuneration report includes references to non-IFRS financial information, such as Operating NPAT and EBITDA margin. The Dir ectors believe the presentation of non-IFRS financial measures are useful for the users of this remuneration report as they pr ovide additional and relevant information that reflect the underlying financial performance of the business and measurement against perf ormance criteria. For further information on non-IFRS measures used in this report, including a reconciliation to statutory financial information, refer to the 'Non-IFRS Financial Information' section on pages 171-175 of this report. WHO IS COVERED BY THIS REPORT 63Integral Diagnostics Annual Report 2026
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Remuneration principles The Group's Executive remuneration framework is designed around the following principles: • being competitive and equitable; • linking remuneration to performance consistent with the Group's values and strategy; • aligning remuneration with the interests of shareholders and other stakeholders; and • having appropriate transparency in application. Remuneration framework FY26 Executive KMP Remuneration Framework Fixed Remuneration Cash and superannuation Short-Term Incentive 50% delivered as cash Short-Term Incentive 50% delivered as deferred equity rights v esting after one year subject to continuous service Long-Term Incentive 100% delivered as performance rights vesting after three years subject to performance conditions Year 1 Year 2 Year 3 Fixed Variable 'at risk' Fixed Remuneration Short-Term Incentive Long-Term Incentive Purpose and Alignment Market competitive to attract and r etain talent. To drive achievement of short-term financial, strategic and sustainability priorities as agreed by the Board. To reward and incentivise Executive KMP t o drive sustained creation of shareholder value. Value to Individual • Fixed market remuneration is compar able to market (defined around companies of similar size and or in comparable sectors). • Fixed remuneration may deviate from the mark et depending on individual alignment to capabilities, experience and performance. • Awards are based on financial performance, individual performance of str ategic KPIs and organisational performance of sustainability KPIs. • A risk, compliance and conduct gat eway must be met to qualify for a STI. • Performance measures are aligned t o long-term shareholder returns and value creation. • Vesting is based on achievement of aggr egate Earnings per Share and relative Total Shareholder Returns. Remuneration mix Under our remuneration framework, Executive KMP remuneration remains weighted towards IDX's variable remuneration structure of S TIs and LTIs to align Executive remuneration with shareholder interests over time with 50% of the STI and 100% of the LTI are delivered as deferred equity and performance rights. For the CEO, the STI opportunity (as a percentage of fixed remuneration) is 50% at T arget and 100% at Stretch. For the LTI, the maximum opportunity (as a percentage of fixed remuneration) is 100%. The table below presents the maximum proportion of Executive KMP remuneration which is variable and related to performance under our e xecutive remuneration framework. REMUNERATION PRINCIPLES AND FRAMEWORK 64
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Fixed remuneration Variable remuneration Total Variable remuneration split Executive KMP STI and LTI STI Cash STI deferred equity LTI performance rights CEO: Dr Ian Kadish 33.3% 66.7% 100% 16.7% 16.7% 33.3% CFO: Craig White 40.0% 60.0% 100% 15.0% 15.0% 30.0% KMP external remuneration review During the financial year, Korn Ferry was engaged by the Group to undertake an independent review of Executive, Senior Management and Non-Executive Director remuneration to improve performance and strategy alignment and drive sustained creation of shareholder value. The review was based on careful benchmarking analysis and considered IDX's core remuneration principles and best practice in KMP remuneration. The review recommended changes to the structure of IDX’s Short-Term Incentive and Long-Term Incentive plans which have been adopt ed by the Board and are outlined below. The review did not recommend any change to Executive KMP fixed base remuneration which w as reported as aligned to IDX peers. The scope of the remuneration review, fees paid and independence arrangements are detailed at page 78. Fixed remuneration Fixed market remuneration is set to be comparable to market (defined around companies similar size and or in comparable sectors), but ma y deviate from the market depending on individual alignment to capabilities, experience and performance. Delivery mechanism 100% cash payment including base salary, allowances and employer superannuation contributions. Considerations When setting the fixed remuneration for the CEO and other Executive KMP, the Board considers the scope and complexity of their responsibilities together with external benchmarking. Strategic objective Attract and retain suitably qualified and experienced talent. Short-Term Incentive (STI) The STI opportunity has been modified to better reflect market and competitor practice. The 'at-target' opportunity remains the same as F Y25, however the 'at-maximum' (Stretch) STI opportunity has been introduced to drive performance. The weighting of the financial KPIs has been increased to 60% of the STI opportunity (2025: 50%). In addition, a new financial KPI of EBITDA margin improvement has been intr oduced as a leading indicator of value creation. STI opportunity Executive Maximum opportunity Dr Ian Kadish 50% of fixed remuneration at target and 100% at stretch Craig White 37.5% of fixed remuneration at target and 75% at stretch Delivery mechanism • 50% delivered as cash and 50% delivered as deferred equity rights.1 • The deferred equity rights vest 12 months after grant, subject to a service condition. Each right con verts into one ordinary share on vesting. Gateway • A risk, compliance and conduct gateway is in place for all Executives, which must be met before the gr ant of any STI award can be made. Performance measures Financial performance targets - 60% • 30% of the STI is based on Operating NPAT achieved for the Group. • 30% of the STI is based on Operating EBITDA margin achieved for the Group. Non-financial performance targets - 40% • 24% of the STI is available on achievement of individual strategic goals and priorities identified by the Boar d. • 16% of the STI is available on achievement of Group sustainability goals and priorities identified by the Board. 65Integral Diagnostics Annual R eport 2026
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Threshold, Target and Stretch measures • Specific 'Threshold' (25%), 'Target' (100%) and 'Stretch' (200%) measures are included for the financial, individual strategic and sustainability goals. • The 'Threshold' measure reflects the minimum level of performance to be considered for an award. 'T arget' is set at a level which the Board considers delivers the goal identified by the Board. 'Stretch' le vels are set at exceptional performance levels. • Vesting of financial and sustainability measures are calculated on a pro rata basis between 'Threshold' and 'Stretch' having regard to actual performance. Strategic objective • The financial performance targets were chosen because they are aligned with the short-term objectives of the business, while being consistent with the long-term strategy of the Company. • The non-financial performance targets ensure Executives consider non-financial objectives when making str ategic decisions. All are essential to positive outcomes for IDX and its stakeholders, and recognise that our patients, people, culture and risk management are integral to the Company's sustainability, ongoing success and ability to differentiate in an increasingly competitive market. Governance provisions The STI plan rules have provisions dealing with the treatment of rights granted under different ces sation scenarios and change of control events and forfeiture and clawback of rights to protect the Company against the payment of benefits where participants have acted inappropriately. See page 80 for further details. 1. Following the announcements of the retirements of Dr Kadish in June 2025 and Mr White in August 2026, the Board has determined to settle any FY26 STI and FY27 STI awards in cash without deferral int o equity. Further details are set out in the discussion of Executive KMP Service Agreements at page 77. Climate-related KPIs Executive KMP did not have a specific climate related KPI in the STI in FY26. This decision does not reflect a lack of focus on climate risk, which remains a key priority for the Group. While the CEO and CFO were actively involved in the implementation of the Australian Sustainability Reporting Standards during FY26, the Board considered this work as a mandatory compliance requirement and not an achievement that should be recognised through the STI. Long-Term Incentive (LTI) The LTI performance measures have been reduced to two equally weighted KPIs, aggregate Earnings per Share (EPS) and relative T otal Shareholder Returns (TSR) which the Board believes will more closely align to market practice, ensure alignment of shareholder outcomes with executive rewards and reduce complexity. In previous LTI plans a return on invested capital measure was included. LTI opportunity Executive Maximum opportunity Dr Ian Kadish 100% of fixed remuneration Craig White 75% of fixed remuneration Delivery mechanism The LTI is delivered in the form of performance rights which vest over a three year period. Each right con verts into one ordinary share on vesting.1 Performance measures Aggregate Earnings Per Share (EPS) - 50% • The Aggregate EPS performance condition will be measured by reference to the cumulative Company EP S over a period of three financial years, commencing on 1 July in the year of the grant. Aggregate EP S will be calculated by reference to underlying earnings (Operating NPAT2). • The percentage of performance rights subject to the EPS performance condition that will be eligible for v esting (if any) will be determined as follows: Aggregate EPS (cents per share) over the performanc e period Percentage of performance rights that vest • Less than 35cps Nil • Equal to 35cps 20% • Between 35cps and 45cps Straight line pro rata vesting between 20% and 100% • Equal to, or above 45cps 100% REMUNERATION PRINCIPLES AND FRAMEWORK 66
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• EPS measures the earnings generated by the Company attributable to each share on issue on a fully dilut ed basis. The EPS performance condition was selected because of its correlation with long-term shareholder return and its lower susceptibility to short-term share price volatility. Relative Total Shareholder Return (TSR) - 50% • Relative TSR will be measured over a period of three financial years commencing on 1 July in the year of the gr ant. Relative TSR will be measured against the Company's relevant peer group of S&P ASX300 Accumulation Index, excluding Banks3 and Resource companies. • The percentage of performance rights subject to the Relative TSR performance condition that will be eligible f or vesting (if any) will be determined as follows: TSR ranking achieved Percentage of performance rights that vest • Below the 51st percentile Nil • 51st percentile 20% • Greater than the 51st percentile and less than the 75th percentile Straight line pro rata vesting between 50% and 100% • 75th percentile and above 100% • Relative TSR measures the growth in the Company's share price, together with the value of any c ash dividends and any other shareholder benefits paid during the three-year performance period (and as suming those dividends and other shareholder benefits were reinvested in additional shares in the Compan y). Relative TSR was selected because it provides a direct link between executive remuneration and shareholder return relative to the Company's peers. Strategic objective The LTI Plan is designed to encourage Executives to focus on the key performance drivers that underpin sust ainable growth in shareholder value within the boundaries of the Company’s risk management framework. It is also designed to align the interests of Executives with the interests of shareholders, by providing an opportunity for Executives to receive an equity interest in the Company. Governance provisions The LTI plan rules have provisions dealing with the treatment of rights granted under different ces sation scenarios and change of control events and forfeiture and clawback of rights to protect the Company against the payment of benefits where participants have acted inappropriately. See page 80 for further details. 1. Following the announcements of the retirements of Dr Kadish in June 2025 and Mr White in August 2026, the Board has determined to settle any FY26 LTI and FY27 LTI award in cash. Further details ar e set out in the discussion of Executive KMP Service Agreements at page 77. 2. Operating NPAT is defined as NPAT before non-operating transactions as included in the Operating and Financial Review. 3. Banks are defined as entities included in the official S&P/ASX 300 Banks index including NAB, Virgin Money Ltd, Judo Capital Holdings Ltd, CBA, ANZ, Westpac, BOQ, Bendigo & Adelaide Bank Ltd and Myst ate Limited. 67Integral Diagnostics Annual R eport 2026
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Capitol Merger Performance Incentive (CMPI) As detailed in the FY25 Remuneration Report, the Board awarded a one-off transaction specific performance incentive in November 2024 to Executives and Senior Management in relation to the merger with Capitol Health, in recognition of the exceptional effort, leadership and accountability demonstrated by Executive Management in the successful execution of this strategically significant transaction. The CMPI was structured consistently with the STI, including equal cash and deferred equity components and linked to meaningful and measur able outcomes. In determining the award, the Board considered prevailing corporate governance expectations regarding one-off bonuses and was satisfied that the payment related to exceptional performance and outcomes, was appropriately sized, and did not undermine the integrity of IDX's ongoing remuneration framework. CMPI opportunity Executive Maximum opportunity Dr Ian Kadish 48.75% of fixed remuneration Craig White 48.75% of fixed remuneration Delivery mechanism Stage 1 - 50% • Awarded 20 December 2024 • 25% delivered as cash • 25% delivered as deferred equity rights Stage 2 – 50% • 25% delivered as cash in September 2025 • 25% delivered as deferred equity rights granted 1 July 2025 and which vested on 1 July 2026 Each deferred right converted into one ordinary share on vesting. Performance measures Stage 1 • This component was assessed based on each individual's extraordinary time commitment and succes sful contribution to complete the merger. Stage 2 • 75% of the Stage 2 component was based on the successful realisation of a pro rata portion of $10.0m in pr e-tax net cost synergies by 30 June 2025. • 25% of the Stage 2 component was based the execution of a successful integration program to protect the v alue and culture of the IDX and Capitol Health businesses. Strategic objective • The incentive was designed to reward the Executives and Senior Managers for the extraordinary time commitment and succes sful delivery of the transformative merger. • The Stage 2 KPIs representing 50% of the total incentive were carefully calibrated to align Executive KMP t o a successful merger integration with positive long-term benefits for IDX's patients, people, cultur e and shareholders. Governance provisions The STI plan rules have provisions dealing with the treatment of rights granted under different ces sation scenarios and change of control events and forfeiture and clawback of rights to protect the Company against the payment of benefits where participants have acted inappropriately. See page 80 for further details. REMUNERATION PRINCIPLES AND FRAMEWORK 68
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Five-year performance The remuneration outcomes for our Executive KMP are aligned to short-term and long-term performance outcomes and the creation of shar eholder value. The table below shows the Group’s core financial performance outcomes and security prices over the last five years t ogether with the CEO’s equity-based remuneration outcomes. Key measures of the Group FY26 FY25 FY24 FY23 FY22 Operating EBITDA margin (% of revenue) 20.9% 20.1% 19.5% 19.3% 20.8% Operating NPAT 47,409 31,589 18,112 17,888 21,726 Operating NPAT margin (% of revenue) 6.0% 5.0% 3.9% 4.0% 6.0% Operating Diluted EPS 12.6 cps 10.2 cps 7.7 cps 7.6 cps 10.2 cps Share price as at 30 June $2.00 $2.54 $2.67 $3.28 3.03 Dividends paid or declared per share 9.3 cps 6.5 cps 5.8 cps 6.0 cps 7.0 cps Dividend payout ratio (% of Operating NPAT) 73.0% 76.3% 73.8% 77.4% 84.9% CEO STI outcome (% of target) 62.7% 58.8% 35.5% 43.5% 0.0% CEO STI outcome (% of stretch) 31.4% n/a n/a n/a n/a CEO LTI outcome (% of maximum) TBD TBD 0.0% 0.0% 0.0% Fixed remuneration outcomes The Korn Ferry review and benchmarking of Executive KMP fixed remuneration found fixed remuneration aligned with IDX's peers. The Boar d did increase fixed remuneration in FY26 by 3% for Executive KMP in line with the increase granted to Executives and Senior Management and CPI inflation. Board assessment of STI performance In determining FY26 STI outcomes, the Board undertook a comprehensive assessment of performance against the financial and non-financial KPIs of each Executive KMP, along with how well executives demonstrated the Group’s values, supported our desired risk culture, and contributed to the overall health and long-term sustainability of the business. The results of the Board's assessment are set out in the Executive KMP Scorecard on the following pages. This year, the risk and compliance gateway for the STI was satisfied by all Executive KMP. Under the STI plan, the Board retains an ultimate discretion to apply judgement or make adjustments when approving the final STI performance outcomes. The Board did not e xercise any discretion or make any adjustments in determining the outcome of the STI award for FY26. GROUP PERFORMANCE AND EXECUTIVE KMP REMUNER ATION OUTCOMES 69Integral Diagnostics Annual Report 2026
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Executive KMP Scorecard - Financial KPIs Measure Weight Reason selected Result detail STI Award FINANCIAL 60% CEO and CFO Group Operating NPAT 30% Measures IDX's underlying profitability and management's ability to deliver sust ainable financial performance and shar eholder value. The Threshold, Target and Stretch levels wer e set having regard to the FY26 budget approved by the Board and market consensus to ensure that performance levels had an appropriate level of ambition to drive financial performance. The F Y26 budget for Operating NPAT was a 12.5% increase over FY25 pro-forma Operating NPAT. Assessed at: • Threshold: $45.548m (set at 95% of FY26 budget) • Target: $48.823m (set at 102% of FY26 budget and above the mark et consensus estimate at the time the measure was set) • Stretch: $55.137m (set at 115% of FY26 budget) Group Operating NPAT for FY26 was $47.409m and accordingly was assessed b y the Board between Threshold and Target. 17.04% Group Operating EBITDA margin 30% Measures operating efficiency and profitability, encouraging management t o grow earnings while maintaining cost discipline. The Threshold, Target and Stretch levels wer e also set having regard to the FY26 budget and market consensus. The FY26 budget for Operating EBITDA margin was a 130 basis point increase over FY25 pro- forma Operating EBITDA margin. Assessed at: • Threshold: 20.4% (set at 95% of FY26 budget) • Target: 21.5% (set at 100% of FY26 budget and at the mark et consensus estimate at the time the measure was set) • Stretch: 24.7% (set at 115% of FY26 budget) Group Operating EBITDA margin for F Y26 was 20.9% and accordingly was assessed by the Board between Threshold and Target. 14.04% GROUP PERFORMANCE AND EXECUTIVE KMP REMUNER ATION OUTCOMES 70
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Executive KMP Scorecard - Strategic KPIs Measure Weight Reason selected Result detail STI Award STRATEGIC 24% CEO and CFO Progress M&A opportunities 8% The diagnostic imaging industry has seen continuing consolidation and it is critic al to long-term shareholder value that IDX position itself in consolidation opportunities. Assessed by the identification, completion and siz e of opportunities considered. The Board assessed this measure at T arget, recognising that management identified and progressed significant M&A opportunities during FY26. The out come reflects disciplined execution of the M&A pr ocess. Additionally, the Board recognised that management executed material greenfield and brownfield opportunities. 8% CEO only Drive IDX revenue growth above the Medicare benefits growth rate 8% Measures IDX's ability to outperform underl ying market growth and gain market share through strong execution and competitive positioning. Assessed on the FY26 Medicare benefits growth rate for the states in which the Gr oup operates with the Target measure set above the Medicare rate & the Stretch measure set significantly above. The FY26 Medicare benefits growth rate was 9.4% compared with the Group's revenue growth rate of 7.4%. As IDX revenue growth did not exceed the relevant Medicare benefits growth rate, the Boar d assessed this measure as not achieved. 0% Deliver initiatives that position IDX as the industry leader 8% Drives innovation, strengthens competitive adv antage, and enhances IDX's reputation and long-term growth prospects. Assessed by the identification, implementation, number and results of initiativ es. The Board assessed this measure at Str etch, with IDX’s lung cancer screening program achieving stretch targets. IDX also continued to drive its clinical AI industry leadership through its various programs, while also progressing and delivering on its wellness initiatives. IDX also established protocols for early detection of Alzheimer’s disease and progressed its theranostics program with oncology referrers. 16% CFO only Drive the Group's legal entity and process simplification project 8% A complex and critical project to improve oper ational efficiency, reduce costs, and strengthen organisational performance. Assessed by the successful delivery of the pr oject phase planned for FY26. Planning for the entire project was complet ed and the first phase planned for F Y26 successfully implemented with the Board awarding the measure at Target. 8% Deliver implementation of key system transformations across the Group 8% Measures the successful delivery of key s ystem implementations that enhance operational efficiency, data quality, reporting c apability, and scalability. Assessed by implementation timing, comparison t o budget and achievement of key system implementations. Workday Financials, Workday HCM and r elated supporting systems were successfully implemented in FY26 with the Board awarding the measure at Target. 8% 71Integral Diagnostics Annual R eport 2026
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Executive KMP Scorecard - Sustainability KPIs Measure Weight Reason selected Result detail STI Award SUSTAINABILITY 16% CEO and CFO 7.6% Measures the quality of patient care and service deliv ery, the quality, reliability and responsiveness of services provided to referring doctors, and IDX’s ability to retain talent and promote a safe workplace for its employees. Assessed on a range of measures including: • Patient Net Promoter Scores • Referrer Net Promoter Scores • Employee Turnover • Completion of Training (%) Patient satisfaction levels were consist ently high, maintaining a strong average NPS score of 81, meeting threshold, but below the target of improving on the prior year’s NPS. Similarly, Referrer NPS was consistent with the prior y ear and met threshold but not the target of improving on the prior year’s result. Employee turnover was marginally below e xpectations, and well within expected industry ranges, meeting threshold but not target expectations. The percentage of training completion t arget was not achieved. Overall STI outcome % of Target 62.68% Overall STI outcome % of Maximum 31.34% STI awards for FY26 The table below shows the STI awards for each Executive KMP for FY26. Following the announcements of the retirements of Dr Kadish in June 2025 and Mr Whit e in August 2026, the Board has determined to settle any FY26 STI award in cash without deferral into equity. Further details are set out in the discussion of Executive KMP Service Agreements at page 77. Executive KMP Total STI maximum opportunity as % of TFR STI maximum opportunity ($) Actual STI awarded ($) STI cash portion ($) STI deferred equity portion ($) % of maximum STI awarded % of maximum STI forfeited Dr Ian Kadish 100 846,248 265,214 265,214 0 31.34 68.66 Craig White 75 498,108 156,107 156,107 0 31.34 68.66 Board assessment of LTI performance The FY24 LTI award was granted with a three-year performance period from 1 July 2024 to 30 June 2026 and was assessed by the Boar d on the following KPI metrics over that period: Weight Minimum vesting measure Actual performance Performance rights vested Aggregate operating diluted earnings per share 50% 35 cps 30.4 cps Nil IDX’s ranking in the ASX300 in relation to total shar eholder return 25% 51st percentile 20th percentile Nil Average return on invested capital 25% 8.5% 7.3% Nil GROUP PERFORMANCE AND EXECUTIVE KMP REMUNER ATION OUTCOMES 72
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LTI grants to Executive KMP The table below shows the fair value of LTI grants for each Executive KMP for FY26 and FY25. Executive KMP Grant date Number of performance rights gr anted Fair value on gr ant date ($) Aggregate fair value ($) Dr Ian Kadish FY26 31-Oct-25 114,6681 1.91 219,073 FY25 1-Nov-24 327,566 2.55 833,901 Craig White FY26 9-Oct-25 202,483 2.07 419,140 FY25 16-Sep-24 192,808 2.12 408,223 1. In FY26 Dr Kadish was granted rights reflecting the pro rata period of his then agreed employment term to 30 June 2026 over the 3 year LTI performance period of 1 July 2025 to 30 June 2028. Under the FY26 LTI which was granted in September 2025, Dr Kadish was granted 114,668 LTI performance rights reflecting the pro r ata period of his then agreed employment term to 30 June 2026 over the 3 year LTI performance period of 1 July 2025 to 30 June 2028 ( effectively 1/3 of his LTI opportunity). This grant was approved by shareholders at the 2025 AGM. Given the extension of Dr Kadish’s service through to his new retirement date in February 2027, the Board will also seek shareholder approval at the 2026 AGM for an additional pro-rata grant of FY26 LTI rights to reflect the actual end date of his employment in accordance with the terms of the FY26 L TI plan. The table below sets out the movement of performance rights held by each Executive KMP for each respective LTI grant. Grant year Grant date Opening balance Granted during year Vested Lapsed Balance at end of year (unvested) Value yet to be e xpensed Number Number Number % Number % Number $ Dr Ian Kadish FY26 31-Oct-25 - 114,6681 - - - - 114,668 50,776 FY25 1-Nov-24 327,566 - - 0.0% 40,3482 12.3% 287,218 71,039 FY24 29-Nov-23 248,970 - - 0.0% 248,970 100.0% - - Craig White FY26 9-Oct-25 - 202,483 - 0.0% - 0.0% 202,483 223,737 FY25 16-Sep-24 192,808 - - 0.0% - 0.0% 192,808 44,095 FY24 29-Nov-23 146,546 - - 0.0% 146,546 100.0% - - 1. In FY26 Dr Kadish was granted rights reflecting the pro rata period of his then agreed employment term to 30 June 2026 over the 3 year LTI performance period of 1 July 2025 to 30 June 2028. 2. This is the pro-rata number of rights that are lapsed reflecting the end date of Dr Kadish's employment being 15 February 2027. 73Integral Diagnostics Annual R eport 2026
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Board assessment of Capitol Merger Performance Incentive performance The Capitol merger was completed on 20 December 2024. The Board awarded Stage 1 of the incentive (representing 50% of the total opportunit y delivered 25% in cash and 25% in deferred equity rights vesting after one year) at that time for the extraordinary time commitment of Executive KMP to structure and implement the merger. The Board assessed the KPIs for Stage 2 of the incentive (representing 50% of the total opportunity delivered 25% in cash and 25% in def erred equity rights vesting after one year) in September 2025. The Board determined the KPI relating to merger synergies as being fully achieved. The Board reduced the award for the KPI relating to merger integration by 5% after taking into account a small decrease in the employee engagement score as measured in IDX's July 2025 survey. Stage 1 Stage 2 Executive KMP Cash ($) Number of deferred equity rights gr anted Value of deferred equity rights on vesting ($) Cash ($) Number of deferred equity rights gr anted Dr Ian Kadish FY26 n/a1 n/a 82,343 n/a 37,678 FY25 195,387 34,233 n/a n/a n/a Craig White FY26 n/a n/a 64,625 n/a 29,548 FY25 153,342 26,867 n/a n/a n/a 1. Whilst the cash component for Stage 2 of the award was paid in FY26 (September 2025), it was accounted for in FY25 on grant together with the cash component of the Stage 1 award. GROUP PERFORMANCE AND EXECUTIVE KMP REMUNER ATION OUTCOMES 74
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The following table shows the actual remuneration paid to, and the equity which vested for, each Executive KMP in FY26 and FY25. Realised remuneration differs from statutory remuneration presented on the ne xt page, which is prepared in accordance with the Corporations Act 2001 (Cth) and Accounting Standards, and require share-based payments to be reported as remuneration from the time of grant, even though the actual value ultimately may not be realised from these share-based payments. The table presents: • fixed remuneration for FY26; • the cash component of the FY26 STI; and • for deferred equity rights which vested during the year, the market value of the deferred portion of the: – FY25 STI which vested in September 2025; and – Stage 1 Capitol Merger Performance Incentive (CMPI) which vested in December 2025. Cash salary and fees $ STI (cash settled) $ CMPI (cash settled)1 Vesting of prior S TI grants $2 Vesting of prior CMPI gr ants $2 Super $ Total remuner ation $ Executive KMP Dr Ian Kadish - Managing Director and Chief Executive Officer FY26 818,102 265,214 - 85,890 82,343 30,000 1,281,549 FY25 794,217 120,673 195,387 67,951 - 29,932 1,208,160 Craig White - Chief Financial Officer FY26 634,157 78,0543 - 76,903 64,625 30,000 883,739 FY25 617,414 94,705 153,342 53,328 - 29,932 948,721 Total Realised Remuneration for Executive KMP FY26 1,452,259 343,268 - 162,793 146,968 60,000 2,165,288 FY25 1,411,631 215,378 348,729 121,279 - 59,864 2,156,881 1. Whilst the cash component for Stage 2 of the award was paid in FY26 (September 2025), it was accounted for in FY25 on grant together with the cash component of the Stage 1 award. 2. Valued on the five day VWAP of IDX ordinary shares up to vesting date. 3. Mr White was awarded an FY26 STI of $156,107 as disclosed above in this report. As the Board's decision to cash settle the award was made on 10 August 2026, after the financial year end, only 50% of the award has been included in this table. EXECUTIVE KMP ACTUAL REMUNERATION RECEIVED (NOT AUDITED) 75Integral Diagnostics Annual Report 2026
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Details of the remuneration received by Executive KMP for FY26 and FY25 are set out in the following table. Short term benefits Post employment benefits Long term benefits Cash salary and fees $ STI (cash settled) $ CMPI (cash settled) $ CMPI (equity settled) $ Super $ STI (equity settled) $ LTI (cash settled) $ LTI (equity settled) $ CMPI (equity settled) $ Leave entitlements $ Total remuner ation $ Executive KMP Dr Ian Kadish - Managing Director and Chief Executive Officer FY26 818,102 265,2141 - 22,264 30,000 83,284 67,7012,3 (66,251) 37,002 82,770 1,340,086 FY25 794,217 120,673 195,387 60,080 29,932 99,465 - 53,874 38,730 67,710 1,460,068 Craig White - Chief Financial Officer FY26 634,157 78,054 - 17,473 30,000 104,388 - 67,290 28,995 (9,352) 951,005 FY25 617,414 94,705 153,342 47,151 29,932 82,388 - 13,981 30,396 (24,336) 1,044,973 Total Statutory Remuneration FY26 1,452,259 343,268 - 39,737 60,000 187,672 67,701 1,039 65,997 73,418 2,291,091 FY25 1,411,631 215,378 348,729 107,231 59,864 181,853 - 67,855 69,126 43,374 2,505,041 1. Dr Ian Kadish's FY26 STI was settled entirely in cash, without deferment into deferred equity rights as a result of his retirement. 2. Dr Ian Kadish's LTI expense reflects the fact he was granted his FY26 LTI entitlement based on the pro rata period of his then agreed employment term to 30 June 2026. 3. As part of Dr Ian Kadish's separation agreement, it was agreed that any awarded FY26 LTI will be settled in cash. EXECUTIVE KMP STATUTORY REMUNERATION 76
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Executive KMP are employed under employment agreements. The agreements are not fixed term and may be terminated on notice by either the Compan y or the Executive KMP. The Group may elect to pay the Executive KMP in lieu of working out some or all of their notice period. All service agreements contain non-solicitation and non-compete restraints which continue post termination. Managing Director and Chief Executive Officer - Dr Ian Kadish Dr Kadish's employment agreement was entered on 1 May 2017. The Company and Dr Kadish must give six months notice of termination. On 6 May 2025, Dr Kadish announced his intention to retire. Dr Kadish initially agreed to continue to serve as Managing Director and CEO until 31 December 2025 thereafter commencing a six month notice period until his retirement on 30 June 2026. IDX's new Managing Director and CEO, Mr Jason Martinez was appointed on 10 November 2025 but was unable to commence in the r ole until 6 August 2026. In these circumstances, and at the request of the Board, Dr Kadish agreed to continue to serve as Managing Dir ector and CEO until Jason's start, and then commence a six-month notice period during which time he will assist the Company with an orderly transition to Mr Martinez. In consideration of Dr Kadish's commitment to extend his tenure as Managing Director and CEO, IDX confirmed the following terms in r espect of Dr Kadish's remuneration. The terms with respect to incentives are consistent with the terms of STI and LTI plans and no discretions were exercised by the Board in respect of the incentives other than cash settlement where indicated: • Dr Kadish will receive his normal fixed remuneration through to the end of his employment with the Company. • Subject to satisfaction of the applicable financial, strategic and sustainability KPIs under the terms of the FY26 STI plan, any award will be delivered in cash in September 2026. • Subject to satisfaction of the applicable financial KPIs under the terms of the FY26 LTI plan, any award will be delivered in cash in September 2028. • Dr Kadish will remain eligible to participate in the FY27 STI plan, with any grant pro-rated based on the proportion of the perf ormance period served to his retirement date. Payment of the FY27 STI will be subject to satisfaction of the applicable KPIs under the terms of that award, and any award will be delivered in cash in September 2027. • Dr Kadish will remain eligible to participate in the FY27 LTI plan, with any grant pro-rated based on the proportion of the perf ormance period served to his retirement date. Payment of the FY27 LTI will be subject to satisfaction of the applicable KPIs under the terms of that award, and any award will be delivered in cash in September 2029. In accordance with the Board's governance practice, the Board will seek shareholder approval at the 2026 AGM to approve the pro-rata gr ant of FY27 LTI rights to Dr Kadish. Under the FY26 LTI which was granted in September 2025, Dr Kadish was granted 114,668 LTI performance rights reflecting the pro r ata period of his then agreed employment term to 30 June 2026 over the 3 year LTI performance period of 1 July 2025 to 30 June 2028 ( effectively 1/3 of his LTI opportunity). This grant was approved by shareholders at the 2025 AGM. Given the extension of Dr Kadish’s service through to his new retirement date in February 2027, the Board will also seek shareholder approval at the 2026 AGM for an additional pro-rata grant of FY26 LTI rights to reflect the actual end date of his employment in accordance with the terms of the FY26 L TI plan. Chief Financial Officer - Craig White Mr White's employment agreement was entered on 24 January 2022. The Company and Mr White must give six months notice of t ermination. On 10 August 2026, Mr White announced his retirement. Mr White will continue to serve as CFO until 2 October 2026 thereafter commencing a six month notice period during which time he will as sist the Company with an orderly transition to Ms Jenny Martin. Mr White's remuneration and STI and LTI incentive arrangements and eligibility will be treated in the same manner as for Dr Kadish as described abo ve. EXECUTIVE KMP SERVICE AGREEMENTS 77Integral Diagnostics Annual Report 2026
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Governance framework The Board is responsible for setting and overseeing the the Group's people culture and remuneration policies. The People, Culture and R emuneration Committee (PCRC) supports the Board to discharge these responsibilities. People and Culture The Committee assists the Board in overseeing the Company’s people and culture framework, including senior management perf ormance and succession planning, diversity and inclusion, workforce gender representation and pay equity, employee engagement, personnel practices and industrial relations. It also monitors the Minimum Shareholding Policy and advises the Board on people-related corporate governance matters. Remuneration The Committee oversees the Company’s remuneration framework and makes recommendations to the Boar d regarding executive and non-executive director remuneration, incentive arrangements, equity plans and the remuneration report. Its responsibilities also include reviewing remuneration policies and practices across the Group, approving radiologist remuneration policy and remuneration consultants where required, considering remuneration by gender, and facilitating engagement with shareholders and other stakeholders on remuneration matters. As at 30 June 2026, membership of the PCRC comprised independent directors Andrew Fay — Chair, Toby Hall, Ingrid Player and Dr Kevin Shaw. KMP remuneration review During the financial year, the PCRC engaged Korn Ferry as an external remuneration consultant to provide independent remuneration advice in relation to the Company's Senior Leadership remuneration arrangements. Remuneration recommendations Korn Ferry’s recommendations related to: • remuneration benchmarking for Non-Executive Directors, the CEO, CFO, executives and general managers; • remuneration framework including short-term incentive opportunity levels and performance measures and long-term incentive design, including perf ormance measures and vesting conditions; • the Company’s Minimum Shareholding Policy; and • other matters relevant to ensuring the Company's remuneration arrangements remained competitive and aligned with shar eholder interests. The recommendations were considered by the PCRC and the Board as part of their deliberations regarding executive remuneration out comes and future remuneration arrangements. Fees paid to Korn Ferry The following fees were paid to Korn Ferry during the financial year: Services Fees ($) Remuneration recommendations (for the purposes of the Corporations Act 2001) 277,458 Other remuneration-related advisory services 15,891 Arrangements to ensure the remuneration recommendations were free from undue influence The Company implemented the following arrangements to ensure that the remuneration recommendations were made free from undue influence by members of the KMP to whom the recommendations related: • Korn Ferry was engaged by, and reported directly to, the PCRC Chair and the terms of engagement required Korn Ferry to provide r emuneration recommendations independently and free from influence by management; • members of management and affected Executive KMP were not permitted to determine the scope of the r emuneration recommendations; • affected Executive KMP were not present during PCRC or Board discussions relating to their remuneration, except where r equested to provide factual information; • Korn Ferry was required to declare any actual or potential conflicts of interest; and • the PCRC oversaw the engagement and reviewed Korn Ferry's processes and methodology. REMUNERATION GOVERNANCE FRAMEWORK 78
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On the basis of the arrangements detailed above, the Board considered the independence of the remuneration recommendations pr ovided by Korn Ferry and was satisfied that the recommendations were made free from undue influence by the KMP to whom the r ecommendations related. Minimum Shareholding Policy The Board has adopted a Minimum Shareholding Policy to align the interests of Board members and Senior Executives with the int erests of shareholders. The Policy requires Board members and Senior Executives to build and maintain a minimum shareholding by the fifth anniversary of the person's appointment or date when the Policy was applied to the person. In February 2026, the Board approved changes to the Policy on the recommendation of Korn Ferry and PCRC. The changes included: • increasing the minimum holding requirement of the Managing Director and CEO; and • applying the Policy to the Group’s wider Executive Committee for the first time. The persons bound by the Policy are required to meet a minimum shareholding equivalent based on a percentage of their annual dir ector fees or total fixed remuneration as outlined in the table below: FY26 FY25 Percentage of fixed remuneration Percentage of fixed remuneration Non-Executive Directors and Radiology Directors 1 100% 100% Managing Director and CEO 150% 100% CFO 75% 75% Other Executives2 75% 0% 1. Radiology Directors are required to attain 100% of their Board fees, not employment remuneration. 2. Curently comprises the Chief Information Officer (CIO), the Chief People Officer (CPO) and the Chief Medical Officer (CMO). The CMO is required to attain 75% of their salary related to the CMO role, and salary r elated to their role as an employed radiologist is excluded. Under the Policy, to determine compliance the value of shareholdings is determined using the higher of the IDX share price when shar es are acquired or the share price at the end of each financial year. All Directors and Executive KMP are on track to meet or have met the Policy requirements. Director Shareholdings Securities held at the beginning of the financial year Other net changes to shares Securities held at the end of the financial year Minimum shareholding Directors Toby Hall 191,640 84,931 276,571 Met Andrew Fay 85,000 - 85,000 Met Ingrid Player 35,000 25,000 60,000 On track Dr Kevin Shaw - 28,000 28,000 On track Laura McBain 14,776 8,474 23,250 On track Dr Manish Mittal 2,122,908 - 2,122,908 Met 79Integral Diagnostics Annual Report 2026
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Executive KMP Shareholdings Securities held at the beginning of the financial year Securities received during the financial year Other net changes to shares Securities held at the end of the financial year Minimum shareholding Executive KMP Dr Ian Kadish 610,476 63,305 - 673,781 Met Craig White 20,432 52,897 - 73,329 On track Shareholder approval of CEO grants of equity rights under the STI and LTI Each year the Company seeks the approval of its shareholders to the grant of deferred equity rights under the STI plan and perf ormance rights under the LTI plan to the CEO. Shareholder approval was also sought in 2025 for the grant of deferred equity rights under the one-off Capitol Merger Incentive Plan. Cessation, clawback and other governance provisions Cessation of employment Where a participant is terminated for cause, no award is payable and all performance rights are forfeited. Where a participant resigns after the end of the performance period, the cash component of the award will be paid and the deferred component will be f orfeited, unless the Board determines otherwise. Where a participant ceases employment for any other reason (including due to death, permanent disability, serious illness, or genuine r etirement), the cash component of the award will be paid and all unvested performance rights remain on foot and will be subject to the original performance conditions, as though employment had not ceased. Clawback provisions The Board imposes broad ‘clawback’ and malus powers to determine that any equity rights granted under any of its equity incentiv e plans may lapse, shares allocated on vesting and exercise be forfeited, or cash payments or dividends be repaid in certain circumstances (e.g. in the case of fraud or gross misconduct). This protects the Company against the payment of benefits where participants hav e acted inappropriately. All equity incentive plans also provide for the delay in the vesting of rights including where the participant is under investigation in r elation to circumstances outlined above. Change of control events Equity rights granted under equity incentive plans do not vest automatically because of a control transaction. In relation to control tr ansactions, the Board retains the discretion to accelerate the vesting date for rights issued under the plans with pro-rata vesting and assessment of the performance conditions over the adjusted performance period applied. Where only some of the equity rights are vested following such assessment, the remainder of the rights will immediately lapse. Hedging arrangements Under IDX's Securities Dealing Policy, participants in the plans are prohibited from entering into hedging arrangements in respect of un vested rights in any plan. REMUNERATION GOVERNANCE FRAMEWORK 80
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Non-Executive Director fees The Group's remuneration policy for Non-Executive Directors aims to ensure that the Company can attract and retain suitably qualified and experienced Non-Executive Directors, and recognises the specific governance demands of IDX's specialist radiology business. Non-Executive Directors receive a base fee for being a Director of the Board, and additional fees for either chairing or being a member of a Boar d Committee. The Chair of the Board is also the Chair of the Nomination Committee but does not receive additional fees for this role. The fees are inclusive of superannuation guarantee contributions. No other remuneration or benefits are paid either during the t enure of a Non-Executive Director or on retirement. Fees are inclusive of superannuation. Non-Executive Directors do not participate in the Group’s STI or LTI plans. The remuneration of Non-Executive Directors is determined by the Board (within a total limit set by shareholders) acting on r ecommendations made by the People, Culture and Remuneration Committee (PCRC). In making recommendations to the Board, the PCRC considers advice on benchmarking of non-executive director remuneration. Board and Committee fees for FY26 Non-Executive Director fees were last increased in August 2021. In December 2025, the PCRC undertook a review of Non-Executive Dir ector fees based on an August 2025 Korn Ferry Non-Executive Director Benchmarking report presented to PCRC and October 2025 proxy reports which focused on peer relativities at the P50 level. Based on this review, an increase to Non-Executive Director base fees was recommended with a smaller percentage increase for the Board Chair. No increase in fees for Committee Chairs or members was recommended. Annual Non-Executive Director Board and Committee fees are presented in the table below. Committee fees are paid for each Committ ee on which a Director serves. Board Fees $ Committee Fees $ Chair Non-Executive Dir ector Chair Non-Executive Dir ector FY26 270,000 115,000 25,000 12,500 FY25 250,000 100,000 25,000 12,500 The current maximum aggregate fee pool for Non-Executive Directors set by shareholders is $1.3m which was approved at the 2024 AGM. The annual t otal of Non-Executive Director Board and Committee fees for FY26 is set out in the table below and is within this limit. Director Fees $ FY26 1,075,017 FY25 860,874 The increase in FY26 Non-Executive Director fees over FY25 is attributable to the fact that three directors served only part of FY25 (L aura McBain and Dr Kevin Shaw both appointed 20 December 2024, and Dr Manish Mittal appointed 5 February 2025). NON-EXECUTIVE DIRECTOR REMUNERATION 81Integral Diagnostics Annual Report 2026
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Non-Executive Radiologist Director fees Dr Manish Mittal, is a senior radiologist employed part-time within the Group and serves as the Clinical Director of IDXt, IDX's t eleradiology business, where he leads clinical governance and quality assurance for IDXt. Dr Mittal has no broader executive role or operational involvement within the Group and is independent of IDX's Executive Management. For these reasons, notwithstanding his employment status, the Board regards Dr Mittal as performing the role of a Non-Executive Director. The Board's practice in relation to Director fees for Non-Executive Radiologist Directors in the past has been to set Board fees at appr oximately 70% of those for other Non-Executive Directors, reflecting the fact that previous Radiologist Directors were full-time emplo yees within the Group. In July 2026, in recognition that Dr Mittal is a part-time employee in contrast to previous Radiologist Directors, the PCRC recommended that the Boar d approve an increase in Dr Mittal's Director and Committee fees to equal those of his Non-Executive Director peers on the Board. In relation to Dr Mittal's employment with the Group and contracting to IDXt, the terms of Dr Mittal's employment agreement and service contr act are consistent with other employed radiologists and IDXt contractors and include remuneration at market rates. Dr Mittal's salary and service fees are set out in the statutory remuneration table below. Board and Committee fees for FY27 The Board has determined that there will be no increase to Board and Committee fees for FY27. Transactions with Director-related Parties Dr Manish Mittal is employed within the Group as a radiologist and consistent with many of the Group’s employed radiologists also pr ovides teleradiology services to IDX’s teleradiology business, IDXT. Dr Mittal provides these teleradiology services through his service company Nextgen Radiology Pty Ltd. The teleradiology services provided to the Group by Dr Mittal are on commercial terms consistent with other teleradiology providers to the Group. Consolidated $ KMP interest % KMP interest $ Payment for teleradiology services to Nextgen Radiology Pty Ltd FY26 688,074 100% 688,074 FY25 168,475 100% 168,475 NON-EXECUTIVE DIRECTOR REMUNERATION 82
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Statutory remuneration of Directors Details of the statutory remuneration received Directors for FY26 and the prior financial year are set out in the table below. Short term benefits Post employment benefits Long term benefits Cash salary and fees $ Board fees $ Super $ Leave entitlements $ Total remuner ation $ Current Non-Executive Directors Toby Hall FY26 n/a 241,071 28,125 n/a 269,196 FY25 n/a 224,673 25,785 n/a 250,458 Andrew Fay FY26 n/a 136,161 16,339 n/a 152,500 FY25 n/a 123,318 14,182 n/a 137,500 Ingrid Player FY26 n/a 147,321 17,679 n/a 165,000 FY25 n/a 134,529 15,471 n/a 150,000 Dr Kevin Shaw FY26 n/a 125,000 15,000 n/a 140,000 FY25 n/a 56,924 6,546 n/a 63,470 Laura McBain FY26 n/a 127,790 15,335 n/a 143,125 FY25 n/a 56,924 6,546 n/a 63,470 Current Non-Executive Radiologist Director Dr Manish Mittal FY26 1,096,7881 81,445 30,000 30,747 1,238,980 FY25 306,054 27,466 9,608 4,817 347,945 Former Non-Executive Directors Raelene Murphy2 FY26 n/a 110,491 13,259 n/a 123,750 FY25 n/a 134,529 15,471 n/a 150,000 Former Non-Executive Radiologist Director Dr Jacqueline Milne FY26 - - - - - FY25 274,678 18,510 7,530 (50,950) 249,768 Total Director Fees and Remuneration for Non-Executive Directors FY26 1,096,788 969,279 135,737 30,747 2,232,551 FY25 580,732 776,873 101,139 (46,133) 1,412,611 1. Includes salary under employment agreement and fees for teleradiology services provided to IDXt. 2. Raelene Murphy ceased as a director on 31 March 2026. 83Integral Diagnostics Annual Report 2026
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PricewaterhouseCoopers, ABN 52 780 433 757 2 Riverside Quay, SOUTHBANK VIC 3006, GPO Box 1331 MELBOURNE VIC 3001 T: +61 3 8603 1000, F: +61 3 8603 1999, www.pwc.com.au pwc.com.au Liability limited by a scheme approved under Professional Standards Legislation. Auditor’s Independence Declaration As lead auditor of Integral Diagnostics Limited's financial report and lead auditor of the specified sustainability disclosures within the sustainability report for the year ended 30 June 2026, respectively, we each declare that, having regard to our responsibilities in relation to the respective audit of the financial report and review of the specified sustainability disclosures within the sustainability report, to the best of our knowledge and belief, there have been: a) no contraventions of the auditor independence requirements of the Corporations Act 2001 in relation to the respective audit of the financial report or the review of the specified sustainability disclosures; and b) no contraventions of any applicable code of professional conduct in relation to the respective audit of the financial report or the review of the specified sustainability disclosures. Amanda Campbell Scott Thompson Melbourne Lead auditor (financial report) Lead auditor (sustainability report) 25 August 2026 Partner Partner PricewaterhouseCoopers PricewaterhouseCoopers AUDITOR'S INDEPENDENCE DECLARATION 84
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Sustainability R eport 86 Basis of Preparation 87 Governance 91 Strategy 96 Risk Management 97 Metrics and Targets 100 Directors’ Declaration 101 Independent Audit Review Reports 85Integral Diagnostics Annual Report 2026
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About the Sustainability Report The Sustainability Report provides information about the governance processes, controls and procedures used by Integral Diagnostics Limit ed (IDX) and its subsidiaries (together, the Group) to manage and oversee climate-related risks and opportunities (CRROs). Disclosures relate to the entities controlled by the Group during the reporting period, as represented in Note 36 to the financial statements on page 153. These climate-related financial disclosures should be read in the context of the Group’s annual financial report. In prior reporting periods, IDX disclosed sustainability information through its standalone annual sustainability/ESG reports. FY26 r epresents the first year in which mandatory climate-related financial disclosures are presented in a Sustainability Report included in the Annual R eport, reflecting both the maturation of the Group’s climate governance, data capabilities and the transition to the Austr alian mandatory sustainability reporting regime. Compliance with AASB S2 Climate-related Disclosures The Sustainability Report has been prepared in accordance with Australian Sustainability Reporting Standard S2 Climate-related Disclosur es (AASB S2) as issued by the Australian Accounting Standards Board, and is compliant with the applicable requirements of the Corporations Act. The Group has elected not to apply transitional relief for comparative periods in its first year of reporting because its FY25 greenhouse gas emis sions inventory was developed in accordance with the GHG Protocol. FY25 emissions have been subject to limited assurance. The Group has also accepted transition relief for Scope 3 emissions. Scope 3 greenhouse gas emissions are being voluntarily disclosed in the Annual Report on page 25. Significant judgements and measurement uncertainties In preparing this mandatory Sustainability Report, the Group exercised judgement to determine relevant CRROs and material inf ormation in accordance with AASB S2 requirements. Where direct measurement was not possible, reasonable estimates were applied. These estimates were used in relation to value chain activities, forward-looking scenarios and where data limitations existed. A combination of internal data, external sources, industry benchmarks and proxy indicators were relied on to support these estimations. As IDX’s climate reporting processes continue to mature, the Group expects the level of precision, completeness and decision- usefulnes s of climate-related data to increase over time. In particular, future reporting periods are expected to benefit from str onger source-system integration, use of supplier-specific information in Scope 3 measurement, and improved internal controls o ver assumptions, estimation techniques and scenario analysis inputs. Reporting boundary This report has been prepared for the same consolidated reporting entity and reporting period as the Consolidated Financial St atements (please refer to Note 2 on page 113). The Group considers the reporting boundary to include all sites in Australia and New Zealand over which it has financial control. The reporting boundary has evolved alongside the Group’s operating model, particularly following the merger with Capitol Health. The Gr oup has aligned the climate-related reporting perimeter to entities and operations under its financial control. This provides a more st able and enduring reporting boundary over time and reduces the need for frequent reassessment where day-to-day operational responsibility may change, while continuing to support appropriate accountability and transparency in climate-related disclosures. . BASIS OF PREPARATION 86
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Overview of the sustainability governance framework within IDX The Group’s sustainability governance framework and the processes and controls to identify, monitor and manage climate-related risks and opportunities (CRROs) ar e summarised below. Table 1: Governance Framework Board of Directors Responsible for oversight of all climate-related issues including setting and reviewing sustainability-related policies and climat e targets Board Committees Audit Committee Risk, Compliance and Sustainability Committee People, Culture and Remuneration Committee Nomination Committee Oversees financial and sust ainability reporting, audit and assurance processes Oversees sustainability str ategy and identification and monitoring of mat erial business risks including CRROs Oversees human resources str ategies and policies including remuneration and key performance indicators Oversees Board composition and skills de velopment including sustainability and climate capability Management Chief Executive Officer Responsible for overall development and execution of sustainability strategy and integration of sustainability priorities acr oss operations Executive accountability Executive accountability for sustainability and climate-related matters sits with the CFO as Executive Sponsor Sustainability Committee Supports implementation of sustainability strategies and effective implementation of AASB S2 reporting obligations Management and functional responsibilities Climate-related responsibilities are embedded across numerous operational functions, including Finance, Property and Facilities, Pr ocurement, Risk & Legal and Clinical Leadership The Group has adopted a governance structure to oversee climate-related risks and opportunities. This structure is supported by specific controls and procedures that monitor progress towards targets. These controls form part of the company’s risk management pr ocesses and are integrated into the functions of its governance bodies. These mechanisms include identifying climate-related risks and opportunities, conducting a materiality assessment, developing str ategy, metrics and targets, monitoring progress and establishing sustainability-related policies. Further details about IDX’s corporate governance are set out in the Corporate Governance Statement at page 29. GOVERNANCE 87Integral Diagnostics Annual Report 2026
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Board oversight The role of the Board is to demonstrate leadership, provide strategic oversight and guidance, and oversee the effective management and deliv ery of the Group’s plans, including the Group’s strategic direction on sustainability. The Charters for the Board and each of its Committees detail their respective functions and responsibilities, including in relation to CRROs and sust ainability-related matters. The Charters can be found on IDX’s website at https://integraldiagnostics.com.au/corporate- governance/. The Group is exposed to a range of strategic, operational, financial and compliance risks. The Board sets the overall risk appetite that pr ovides guidance about tolerances for material risks. The management and reporting of CRROs has been incorporated into the Group’s risk management processes and includes how CRROs are considered in the Board’s oversight of strategy, decision making on major transactions, and setting targets relating to CRROs. The Board has not considered any trade-offs relating to its strategy or significant decisions associated with the identified CRROs. More information about climate-related risks and opportunities is set out below. Further details on the Group's risk management framework can be found in the Operating and Financial Review at page 51 to 52. The Board met 13 times in FY26 and considered sustainability related matters at 6 meetings, including adopting FY30 emissions t argets, uplifting Board and Committee charters to reflect ESG objectives, elevating climate to the Group’s top risks, AASB S2 compliance and int ernal assurance processes and the Group’s strategic climate ambition. Board Committees The Board has four standing committees to assist in the discharge of its responsibilities, including on sustainability-related matters: • Risk, Compliance & Sustainability (RCS) Committee; • Audit Committee; • Nomination Committee; and • People, Culture & Remuneration (PCR) Committee. All Board members have a standing invitation to attend Committee meetings and have access to all Committee papers (other than the Nomination Committ ee). The Chair of the Board attends all Committee meetings. The Chair of each Committee reports to the Board on matters dealt with at preceding Committee meetings and the Board also receives Committee meeting minutes. This enables all Directors to have oversight and the opportunity to discuss matters being considered by the Committees. The RCS Committee assists the Board with reviewing the Group’s risk management framework, with input from management, other committ ees and external experts as appropriate, to ensure that it adequately deals with strategic and emerging risks, including material climate-related risks. Sustainability-related matters considered by the Committee in FY26 include CRRO identification and prioritisation, climat e scenario analysis, the Group’s strategic climate ambition, greenhouse gas emissions and emissions reduction strategies and targets, and the Sustainability Report. The Committee met six times during the year. The Audit Committee assists the Board to meet its financial and sustainability reporting responsibilities, and internal and external audit as surance. In FY26 the committee considered ASRS requirements, implementation, and assurance, ASRS materiality and the Sustainability Report. The Committee met four times during the year. As a result of the decision to move sustainability reporting to the RCS Committee in 2026, only one committee meeting considered climate and sustainability reporting matters. The Board also held a combined Audit Committee and RCS Committee meeting to enable the committees to deliver on their areas of r esponsibility without being caught in silos. The Nomination Committee assists the Board with reviewing Board composition, skills development, performance and succession planning. In F Y26, the Committee met once where climate and broader sustainability-related matters were considered. The Committee considered and uplifted the Board’s skills matrix to include specific sustainability and climate-related skills. The PCR Committee assists the Board with establishing and implementing human resources and remuneration strategies and policies, including perf ormance-based remuneration for the Executive team. Further details on the impact of sustainability on the Group’s remuneration policies are set out below and detailed in the Remuneration Report at page 61. Board skills and education The Board is equipped to oversee CRROs with varied skills and experience from strategy to risk management, operational expertise in running lar ge businesses, financial decision making and leadership skills. The Board uses a skills and experience matrix to assess Directors’ current capabilities and identify any additional skills needed to o versee the Group’s business. Each year, Directors including the Chair self-assess their individual skills and experience. These ratings GOVERNANCE 88
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inform the Board’s matrix. In FY26, the Board concluded that additional skills should be added to the matrix to assess the Board’s abilit y to understand underlying factors for climate-related risks and opportunities and the effect they may have on the Group and its value chain. As a result, the skills matrix was uplifted to include sustainability and climate-related skills. The Board skills matrix can be found in Our Board and Governance Framework at page 34. All Directors have strong or very strong skills in governance, risk management, sustainability reporting, identification of CRROs r elating to sustainability and net-zero transition and social responsibility. The Board undertakes regular training and development through external expert presentations on various topics relevant to the Gr oup. During FY26 the Board participated in a number of presentations on ASRS readiness. In addition, two Board members attended sessions with the external auditor to strengthen their understanding of ASRS requirements and related reporting obligations. The Board will continue to monitor its skills and capabilities relating to sustainability and climate and will undertake further training as appropriate. Management’s role The Group’s management is delegated responsibility of implementing IDX’s climate-related strategy and has developed a range of pr ocesses and controls to monitor, manage and oversee CRROs. Management also draws on external professional expertise to discharge its responsibilities. Executive leadership The CEO has overall responsibility for day-to-day management of the Group and implementation of the Board’s strategic objectives and r eports directly to the Board and Chair. Executive accountability for sustainability and climate-related matters sits with the CFO as Executive Sponsor. This aligns with the CF O’s accountability for broader risk management within IDX. The CFO is responsible for: • oversight of climate-related risks and opportunities; • oversight of climate-related financial disclosures; • ensuring connectivity between climate-related risks and financial reporting; and • supporting the development of emissions reduction targets and transition planning. Sustainability Committee The Sustainability Committee is a cross-functional committee comprising representatives from Finance, Property and Facilities, Pr ocurement, Risk, Legal, Operations, Governance and other relevant functions. The Committee meets quarterly and is responsible for: • identifying current CRROs and monitoring emerging CRROs; • coordinating implementation of emissions reduction initiatives; • monitoring performance against sustainability objectives; • supporting Scope 3 data uplift and supplier engagement; and • providing management-level oversight of climate-related projects. The Committee reports through executive channels to the CFO. Management and functional responsibilities Climate-related responsibilities are embedded across numerous operational functions: • Finance – greenhouse gas accounting, data governance and financial connectivity; • Property and Facilities – renewable electricity transition, energy efficiency initiatives, acute physical climate risk management and resilience; • Procurement – supplier engagement and sustainability criteria integration; • Risk and Legal – integration of climate-related risks into enterprise risk management; and • Operations and Clinical Leadership – site-level implementation of initiatives. Integration with Enterprise Risk Management, strategy and capital allocation Climate-related risks are considered within IDX’s Enterprise Risk Management Framework and are embedded by management within the Oper ational Risk Register. Physical and transitional risks are assessed using both qualitative and quantitative methods through established risk management pr ocesses. Where climate-related factors materially influence a strategic risk, this is reflected in the risk description, control en vironment and management plans. 89Integral Diagnostics Annual Report 2026
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All risks affecting the Group’s business are monitored through the Strategic Risk Register and reported to the RCS Committee, with esc alation to the Board where required, in accordance with IDX’s governance framework. Climate considerations are also integrated into strategic planning and capital allocation processes. This includes: • assessment of energy efficiency and emissions intensity in equipment procurement decisions; • consideration of renewable electricity procurement strategies within the national property strategy; • integration of supplier sustainability criteria into procurement processes; and • evaluation of climate-related regulatory developments in forward planning. Opportunities associated with climate-related developments, such as energy efficiency initiatives, digital health service expansion, and sust ainability-linked innovation are also considered in management’s long-term planning. Sustainability considerations in remuneration policies Each year, the Board uses its remuneration framework to deliver the Group’s strategic priorities. It does this through setting a range of Financial, Str ategic and Sustainability performance measures for the Executive KMP (the CEO and CFO), Executives and Senior Management through the annual Short-Term Incentive (STI) Plan. The PCR Committee oversees the Group’s remuneration framework and policies. Executive KMP did not have a specific climate related KPI in the STI in FY26. This decision does not reflect a lack of focus on climate risk, which remains a key priority for the Group. While the CEO and CFO were actively involved in the implementation of AASB S2 Climate-related Disclosures during FY26, the Board considered this work to be a mandatory compliance requirement rather than an achievement warranting recognition under the STI. The Board continues to monitor CRROs through existing governance structures. As IDX’s climate strategy continues to evolve, the Boar d will consider whether more explicit climate-related metrics should be incorporated into remuneration incentive frameworks over time, ensuring alignment between emissions reduction ambitions, regulatory expectations and executive accountability. For more information about the Group’s remuneration framework and strategy, see the Remuneration Report at page 61. GOVERNANCE 90
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Overview of Strategy Our Sustainability Strategy comprises three pillars: Healthy People, Healthy Planet, and Trusted Governance. Our climate related disclosur es are addressed in this report. For further information on our Sustainability Strategy, refer to page 20. Climate-Related Risks and Opportunities IDX has undertaken a comprehensive assessment to identify, assess, and evaluate the current and expected future effects of climat e‑related risks and opportunities on our business model, strategy, and value chain. The assessment considered both physical and transition risks over the short, medium, and long term. Based on this assessment, the Group identified four climate risks and three opportunities that could reasonably be expected to influence our prospects. Although none of these risks are material financial risks at this stage, the Group will continue to monitor them int o the future. Overview of Climate-related Risks and Opportunities The CRRO assessment was conducted through a structured process using IDX’s Enterprise Risk Management (ERM) scoring methodology . The approach ensured alignment with the ERM Framework, enabled cross-functional input, and produced disclosure- ready outputs. An initial long list of Climate-related Risks and Opportunities was screened for relevance to IDX’s business model, resulting in 18 c andidate risks and opportunities with defined impact pathways and time horizons. These were refined through stakeholder interviews and a cr oss-functional workshop across key business functions, validating assumptions and identifying credible pathways to financial and operational impacts. Each CRRO was assessed using IDX’s standard likelihood and consequence matrices, with consolidated scores reflecting management’s overall view. The most significant CRROs were progressed for deeper analysis and scenario testing, with those r easonably likely to affect IDX’s prospects selected for disclosure based on their potential financial impact and relevance to decision making. Although these CRROs are reported collectively as Extreme Weather Events, the financial impact assessment was conducted separ ately for individual hazards, including cyclones, hurricanes and typhoons; flooding (coastal, fluvial, pluvial and groundwater); heavy pr ecipitation; and heatwaves. As these hazards may result in different risk exposures and financial outcomes, Table 7 presents them individuall y. Table 2. List of identified Climate-related Risks applicable to the Group Risk Category Risk Type ID CRRO Name Description Physical Risks Acute PR1 Extreme Weather Ev ents More frequent and severe extreme weather events, including cy clones, hurricanes, typhoons, flooding (coastal, fluvial, pluvial and groundwater) and heavy precipitation (rain, hail, snow and ice), resulting in damage to physical infrastructure, disruption to operations and transportation networks, reduced market accessibility, and impacts on workforce safety, health and productivity. PR2 Bushfires/ Wildfires Large, destructive fire that spreads quickly over woodland or brush, leading to damages on physical infrastructures, interrupted operations and transportation, as well as limited access to markets. PR3 Heatwave Prolonged period of abnormally hot weather and sust ained high temperatures affecting operating and workforce conditions. Transition Risks Market TR1 Uncertainty in mark et signals Abrupt and unexpected changes in the consumer and energy mark et that would delay the time to market of the product or service or increase their operating costs. STRATEGY 91Integral Diagnostics Annual Report 2026
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Table 3. List of identified Climate-related Opportunities applicable to the Group Category Opportunity Type ID Name Description Opportunity Market O1 Expansion into ne w markets As climate change drives more frequent extreme-heat events and bushfires, the incidence of acute injuries and cardio- r espiratory conditions is expected to increase, supporting higher demand for medical imaging. These impacts are likely to generate both short-term surges in examinations during extreme events and sustained baseline growth in affected regions. Resource efficiency O2 Increased efficiency of production and/or distribution processes Increasing operational efficiencies through decarbonisation initiatives, such as onsite solar generation and equipment enhancements, will help reduce our emissions footprint. In the long term, this may enable IDX to charge a green pr emium and serve more customers than its competitors. Market O3 Improved supply chain engagement Increased collaboration with suppliers, distributors and other v alue chain partners can support IDX's decarbonisation objectives by reducing value chain emissions, improving access to lower-carbon products and services, and strengthening resilience to climate-related disruptions. Over time, this may improve cost efficiency, service reliability and product availability, while enhancing IDX's ability to meet customer and regulatory expectations for sustainable healthcare services. Table 4. Overview of Climate-related risks, classification of risks, time horizons, value chain impacts, geographies Risk Description Risk Applicability Risk Type No Climate-related risk driver Value chain stages covered Location of impact Time horizon Acute – Physical PR1 Extreme Weather Events Upstream, Operations, Downstr eam Local Short, Medium, Long term PR2 Bushfires/Wildfires Upstream, Operations, Downstr eam Local Short, Medium, Long term PR3 Heat wave Upstream, Operations, Downstr eam Local Short, Medium, Long term Market - Transition TR1 Uncertainty in Market Signals Upstream, Operations, Downstr eam National Short, Medium, Long Term STRATEGY 92
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Table 5. Overview of Opportunities, classification of opportunities, time horizons, value chain impacts, geographies Opportunity Description Opportunity Applicability Opportunity Type No Climate-related Opportunity driver Value chain stages covered Location of impact Time horizon Market O1 Expansion into new markets Upstream, Operations, Downstr eam Local Short, Medium, L ong term Resource Efficiency O2 Increased efficiency of production and/or distribution pr ocesses Operations Local Medium and Long term Market O3 Improved supply chain engagement Upstream, Operations, Downstr eam Regional Short, Medium and L ong term Climate-related risks and opportunities were assessed across short, medium, and long-term time horizons, with baseline years varying b y risk type. The analysis considered time horizons consistent with the Group’s strategic planning cycles and its assessment of short, medium and long-term climate‑related impacts. The Group applied scenarios developed using internationally recognised methodologies and supported by peer‑reviewed scientific evidence. Scenario parameters, assumptions and geographical boundaries were tailored to reflect the Group’s operational profile, value chain e xposure and the information needs of key stakeholders. The applicable timeframes are outlined in the table below. Table 6: Time-horizons CRRO Category Current Short-term Medium-term Long-term Transition Risks and Opportunities 2025 2030 2050 2050 Physical 2025 2030 2050 2090 Business Model and Value Chain IDX has a diversified revenue mix and focuses on providing a full range of diagnostic imaging modalities. The Group has 142 sites, of which 62 are comprehensive sites located close to specialist referrers who require complex imaging. IDX depends on key suppliers for goods and services, as well as other resources and equipment necessary to provide services through other entities. IDX’s business model has evolved through organic growth and acquisitions. That growth has expanded the Group’s geographic f ootprint, diversified its operating context and increased the complexity of its value chain, particularly in relation to energy use, leased sites, equipment intensity and supplier dependencies. Severe weather events may disrupt value chain partners’ operations, facilities and logistics networks, affecting the delivery of critical medical supplies and services supporting IDX. These disruptions may increase supply chain costs which may be passed through to IDX. Strategy and Decision Making The foundations of a climate transition and adaptation pathway were established to guide how the Group responds to climate-related risk s and opportunities over time. The pathway is informed by climate scenario analysis and focuses on strengthening resilience to acute weather-related disruption, infrastructure vulnerability, continuity of clinical operations and value chain impacts. The pathway supports the integration of climate-related considerations into strategy, risk management and capital allocation. IDX’s emissions baseline was established in FY24. The Group set a target to reduce gross Scope 1 and market-based Scope 2 gr eenhouse gas emissions by 42% by FY30, measured against an FY24 baseline. This target is underpinned by a plan to procure 100% renewable electricity. More information about IDX’s emissions inventory can be found in the Metrics and Targets section of this report. Climate scenario analysis was undertaken with specialist external support. The outputs inform Executive Management and are incorpor ated into strategic and financial planning, including decisions relating to strategy, business model and resource allocation. Climate Transition and Adaptation Plan During FY26, IDX completed the foundational work required to develop the Climate Transition and Adaptation Plan, including climate- r elated risk and opportunity assessments, climate scenario analysis, and consideration of potential operational and financial impacts across relevant time horizons. 93Integral Diagnostics Annual R eport 2026
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In FY27, IDX intends to further develop the Climate Transition and Adaptation Plan to bring these elements together within a structured management fr amework. The plan will extend beyond decarbonisation to address adaptation and resilience, including the management of climate-related impacts on sites, workforce, patients, referrers, supply chain and business continuity arrangements. IDX’s decarbonisation plan currently focuses on reducing Scope 1 and 2 emissions through renewable electricity procurement and ener gy efficiency initiatives across the portfolio. This staged approach reflects IDX’s climate reporting maturity. FY26 focused on governance, risk assessment, scenario analysis and transition planning, while FY27 will focus on adaptation actions, implementation pathways and accountability frameworks to strengthen the long-term resilience of the Group’s operations and business model. Financial Impacts Financial impact ranges are based on the results of the climate scenario analysis undertaken by the Group. The ranges reflect the distribution of potential outcomes under the relevant scenario and time horizon and should not be interpreted as forecasts or financial guidance. The table below outlines the impact of climate-related risks and opportunities on the Group’s financial position, perf ormance, and cash flows during the current reporting period, as well as the expected financial implications over the short, medium and long term. Table 7: Financial Impacts of Climate-related Risks and Opportunities CRRO Type CRRO Driver Short-term Medium-term Long-term Physical Risk Cyclone, hurricane, typhoon <$0.1m <$0.1m Flooding $0.75m-$1.5m $1.0m-$1.5m Bushfires/Wildfires $0.25m-$0.5m $0.25m-$0.75m Heavy precipitation Not material Heatwave $0.75M-$1.25m $1.0m-$2.5m $1.0m-$5.0m Transition Risk Uncertainty in market signals $5m-$10m $10m-$15m $15m-$20m Opportunity Expansion into new markets No quantified impact identified Increased efficiency of production and/or distribution No quantified impact identified Improved supply chain engagement No quantified impact identified IDX’s exposure to physical climate risks is assessed as medium, with higher exposure in Queensland due to extreme wind, flooding and heavy r ainfall. Financial impacts are expected to be low–moderate, reflecting asset-light operations and use of existing facilities. Input cost risk arises from volatility in energy and helium markets; however, cost growth is primarily driven by increased service scale and utilisation, with market volatility affecting cost intensity rather than demand. Growing demand for diagnostic imaging and reduced operating costs, due to energy efficiency and pricing, are expected to increase mar gin resilience. These impacts are pronounced under a Net Zero 2050 scenario, driven by faster decarbonisation, efficiency gains, and supplier alignment. Financial impact as sessment uses EBIT sensitivity (aligned to ERM criteria) to determine the magnitude of climate-related risks and opportunities. Climate Resilience A comprehensive climate scenario analysis was completed in 2026 to assess exposure to CRROs under a range of plausible future pathw ays. The analysis drew on scenarios developed by the Intergovernmental Panel on Climate Change (IPCC) and the Network for Greening the Financial System (NGFS). These scenarios were used to identify, classify and quantify physical and transition risks across multiple time horizons, aligned with the Gr oup’s strategic planning cycles and its assessment of short, medium and long-term impacts. Scenario parameters, assumptions and geographic boundaries were tailored to reflect the Group’s financial control profile, value chain exposure and stakeholder inf ormation needs. Each identified climate-related risk and opportunity was assessed through forward-looking analysis against three core scenarios, using NGF S scenarios for transition risks and IPCC scenarios for physical risks, to inform potential business impacts. The table below outlines the scenarios used. The analysis indicates that IDX is resilient across the climate scenarios assessed. While IDX is exposed to physical risks, particularly in Queensland, the e xpected financial impacts are low to moderate across all sites. Transition risks, including energy and helium market STRATEGY 94
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uncertainty, may increase operating costs; however, growth in service scale and utilisation remains the primary driver of business perf ormance. Climate-related opportunities, including increased demand for diagnostic imaging services and improved energy and resource efficiency, are expected to support revenue growth and margin resilience, particularly under a Net Zero 2050 scenario. Ov erall, the assessment indicates that climate-related risks are manageable and do not materially affect the viability of IDX's business model over the assessment period. Table 8: Scenario Analysis Pathways Scenario Analysis Transition Scenarios Very Low emissions scenario NGFS – Net Zero 2050 (~1.4C Trajectory) High emissions scenario NGFS – Current Policies (~3C trajectory) Physical Scenarios Very Low emissions scenario 1.5C World (~1.5C trajectory) Low emissions scenario IPCC SSP1-2.6 (~1.8C trajectory High emissions scenario IPCC SSP5-8.5 (~4.4C trajectory) 95Integral Diagnostics Annual R eport 2026
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Overview of Risk Management Processes IDX manages CRROs through its Enterprise Risk Management (ERM) framework. This approach supports the identification, evaluation and int egration of climate-related impacts into the Group’s strategy. The process to identify CRROs incorporated scenario analysis, structured assessment processes and internal and external inputs. This anal ysis mapped exposure to climate hazards across the Group’s physical assets and informed the assessment of potential risk pathways. Assessing the nature, likelihood and magnitude of climate-related risks and opportunities (CRROs) Climate-related risks are assessed based on a combination of their potential impact and likelihood of occurrence, in accordance with thr esholds defined within the Enterprise Risk Management (ERM) framework. This methodology is applied consistently across the busines s to assess all categories of risk. The severity of an impact is assessed by considering potential adverse outcomes if a risk materialises. Impacts may be financial, including higher operating or capital costs, increased funding costs, reduced revenue, and asset impairment. They may also be str ategic, including reputational or brand damage and reduced access to key resources. Depending on the risk category, likelihood assessments are informed by industry or market trends and forecasts, internal estimates, or climat e‑hazard exposure derived from climate models. The Group assesses opportunities through a process incorporating financial viability, environment and social impact and compliance with regulations. The analysis assesses each risk’s context and circumstances, defines worst‑case scenarios, and identifies underlying causes and pot ential impacts on IDX’s business model and value chain. Internal stakeholders provide preliminary assessments of the relevance of identified risks and opportunities. Aggregated results are used to prioritise topics, which are then plotted in the Materiality Matrix. Details of the thresholds applied can be found in the Group’s ERM policy. Prioritisation of climate-related risks and opportunities The Group prioritises CRROs in alignment with the risk tolerance established by the Board. To ensure climate considerations ar e embedded in decision‑making across the organisation, climate‑related risks and opportunities are integrated into the Group’s operational risk registers, enabling assessment alongside all other strategic and operational risks. Priority is given to risks that could materially affect the Group’s performance and future cash flows over the strategic planning cycle. This includes the dir ect impact of a risk event and the indirect consequences of mitigation or adaptation measures required to address it. Climate‑related risks are evaluated relative to other business risks based on their potential operational and financial implications. Opportunities ar e evaluated based on their relevance to the Group’s core business operations, stakeholder interest and potential to drive value creation. The Group prioritises initiatives that align with the Group’s commitment to achieving net-zero emissions and expanding renewable energy capacity. IDX’s prioritisation approach is intended to ensure that climate-related matters are assessed through the same governance discipline as other risk s, while recognising the distinctive features of climate-related exposures, including longer time horizons, uncertainty and interdependence across the value chain. Monitoring Climate-related risks and opportunities are monitored through the Group’s ERM processes. Material risks are captured in strategic and oper ational risk registers. Information on material climate-related risks and opportunities is reported through established governance channels, including quarterly to the Risk, Compliance and Sustainability Committee, with escalation to the Board where appropriate. Identified actions and responses to physical climate risks are assessed, prioritised and monitored through the same governance channels used for other risks, supporting an integrated approach to adaptation planning over time. Inputs and parameters Inputs include market insights, legal and regulatory developments, and historical operational data. External inputs comprise industry peer disclosur es, sector- and jurisdiction-specific outlook reports, and themes from relevant disclosure standards. For transition risks and opportunities, the Group uses industry publications from global and national organisations to assess the implications of policy, technology and market developments. Peer benchmarking is also undertaken to identify commonly disclosed climate-related risks and opportunities across the industry. This process covers the Group’s operations across Australia and New Zealand, including diagnostic imaging sites, corporate functions, and k ey upstream and downstream value chain activities, providing a holistic view of exposures. RISK MANAGEMENT 96
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Overview of Metrics and Targets IDX measures and reports Scope 1 and Scope 2 emissions in accordance with the GHG Protocol Corporate Accounting and Reporting St andard. The inventory covers all Australian and New Zealand operations, with FY26 the first year IDX prepared an emissions in ventory on a combined basis. The Group reports location-based Scope 2 emissions, reflecting the emissions associated with the electricity grids from which the Gr oup sources its power. Market-based Scope 2 emissions are also reported to provide transparency on the impact of renewable energy purchasing decisions and other contractual instruments that influence the Group's electricity-related emissions. Emissions wer e calculated using the latest available emission factors for the reporting period, including the Australian National Greenhouse Accounts Factors 2025 (adjusted to AR26), New Zealand’s Greenhouse Gas Inventory 2009-2023, the New Zealand BraveTrace Residual Supply Mix (for market-based electricity), and the UK DEFRA GHG Conversion Factors 2025. The Group's Scope 1 emissions arise from refrigerant leakage, natural gas consumption and fleet fuel use, comprising 5% of total Scope 1 and 2 emis sions. Purchased electricity is the Group's most significant emissions source, representing 95% of combined Scope 1 and Scope 2 emis sions. The Group has set a target to reduce absolute Scope 1 and market-based Scope 2 greenhouse gas emissions by 42% by 2030. During F Y26, 100% of the Group's Australian electricity consumption was matched with renewable electricity through certified GreenPower contracts and the voluntary surrender of Large-scale Generation Certificates (LGCs) administered by the Clean Energy Regulator. The Gr oup continues to assess opportunities to increase renewable electricity procurement for its New Zealand operations. As its climate strategy evolves, IDX will continue to enhance its climate-related metrics and reporting to support informed decision making, monitor progress against targets, and drive the effective implementation of transition initiatives. The FY24 baseline inventory recorded 689 tCO2e of Scope 1 emissions and Scope 2 emissions of 13,765 tCO2e on a location-based basis and 12,572 tCO2e on a mark et-based basis. Accordingly, total Scope 1 and 2 emissions were 14,454 tCO2e on a location-based basis and 13,262 tCO2e on a market-based basis. Our Emissions Performance Table 9: Scope 1 and Scope 2 Greenhouse Gas Emissions Environment (tCO2-e) FY26 FY25 FY24 Scope 1 - per patient exam 0.0002 0.0002 0.0002 Scope 2 - per patient exam 0.0032 0.0033 0.0035 Scope 1 743 645 (433 IDX, 212 Capitol) 689 (470 IDX, 219 Capitol) Scope 2 - location based 13,176 13,609 (8,626 IDX, 4,983 Capitol) 13,765 (8,942 IDX, 4,823 Capitol) Scope 2 – market based 194 12,993 (8,105 IDX, 4,888 Capitol) 12,572 (8,126 IDX, 4,446 Capitol) Table 10: Emissions Breakdown (Market-based) Scope (tCO2-e) FY26 Current Year (tCO2e) % of Total Scope 1 743 79.2 Scope 2 (market-based) 194 20.8 Total 937 100% Calculation For the calculation of the Scope 1 and 2 GHG emissions, the Group follows the guidelines and methodologies contained in the Gr eenhouse Gas (GHG) Protocol: Corporate Standard Reporting Standard (2004) and NGERs. The Group has measured emissions via the financial control approach. These boundaries reflect all the operations within the consolidated group and joint ventures where it has the authority to introduce and implement operating policies at those joint ventures. METRICS AND TARGETS 97Integral Diagnostics Annual Report 2026
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The Group applies the GHG Protocol in applying quantification methodologies and selecting emissions factors used in calculating its in ventory, while Global Warming Potential (GWP) values are sourced from the IPCC’s Sixth Assessment Report (AR6). Scope 1 and 2 emissions are measured by either internal or external data sources, factoring in the uncertainty measurement and dat a quality. Scope 1 emissions are calculated using activity data from diesel consumption and refrigerant use. Diesel consumption is measured based on supplier invoices, while refrigerant consumption is estimated using information provided by third-party refrigeration technicians. Scope 2 emissions represent electricity consumption across the Group and are calculated using electricity usage data obtained from supplier invoices. Emissions calculations for FY26 are aligned with the GHG Protocol and have been prepared consistently with the methodology applied in the prior y ear. This disclosure is based on ten months of actual data and two months of estimated data. Where actual consumption data is unavailable, emissions are estimated using reasonable assumptions and proxies, including historical consumption patterns, expenditure data, occupancy levels, and floor area (square metre) benchmarks, as appropriate to the emission source. Cross-Industry Metrics Approximately 14% of sites are exposed to extreme weather events (cyclones, flooding, severe storms), 15% to bushfire/wildfire risk, and all sit es (100%) to heatwave conditions. The Group's key transition risk relates to uncertainty in energy and helium market signals, affecting 100% of business activities given r eliance on electricity and helium in medical imaging operations. Electricity prices are forecast to rise under both Net Zero 2050 and Current Policies scenarios, with additional OPEX representing less than 1% of operating EBITDA, a low financial impact. Helium is a mor e material driver: prices have trended upward since 1995 amid recurring global shortages, with the Group competing against fast-growing semiconductor and technology industries for supply. The Group identified climate-related opportunities in operational efficiency and supply chain collaboration, spanning direct operations, upstr eam supply chain and downstream service delivery, expected to support growth, efficiency and resilience. The Group is in the process of identifying capital expenditure, financing and investment directed toward climate-related risk mitigation and opportunit y pursuit, including resilience measures for physical risk exposure and initiatives supporting the transition to a lower-carbon economy. Quantification of dollar value at risk, assets and business activities vulnerable to transition risk, opportunities aligned, and capital deployed is in progress across all categories and is a priority for completion in FY27. Climate-Related Targets A target was set to reduce absolute Scope 1 and Scope 2 (market-based) emissions by 42% by 2030, on an FY24 baseline. This target is aligned with the Gr oup's financial control boundary and covers all Australian and New Zealand sites. Table 11 - Scope 1 & 2 (market-based) GHG Emissions Target Element Detail Baseline 13,262 tCO2e Objective 42% reduction Boundary All activities within IDX’s financial control Baseline Year FY24 Target Year 2030 Interim Targets No interim milestones Target Type Absolute Revision No revisions made in FY26 Emissions Reduction Plan In FY26, total Scope 1 and market-based Scope 2 emissions decreased by 93% from FY25 to 937 tCO2-e, primarily due to the pr ocurement of renewable electricity, which reduced market-based Scope 2 emissions by 98.5%. On a location-based basis, emissions decreased by 3%, reflecting relatively stable underlying energy consumption. Scope 1 emissions increased by 15% and remain a small component of the Group's overall emissions profile. These results demonstrate that the Group is on track to meet the FY30 emissions reduction target. METRICS AND TARGETS 98
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The Group's property strategy integrates climate considerations by assessing energy efficiency and emissions intensity across the portf olio and in equipment procurement. Energy efficiency initiatives include lighting and control upgrades, HVAC system upgrades and maintenance, medical equipment optimisation, and on-site solar generation where viable. Further detail on the Group’s Scope 1 and 2 emissions reduction plan, including renewable electricity procurement and key delivery le vers, is set out in the Strategy section page 91. Use of Carbon Credits The Group does not rely on carbon credits to meet its near-term Scope 1 and 2 reduction target. Any future use of carbon credits to addr ess residual emissions will be disclosed transparently in annual sustainability reporting. Carbon Pricing The Group is not applying carbon pricing in its decision making. Performance Monitoring and Progress The Sustainability Committee meets quarterly to monitor performance against sustainability objectives and targets, coordinate implement ation of emissions reduction initiatives, and provide management-level oversight of climate-related projects. Performance metrics are reported through executive channels to the CFO, with escalation to the Risk, Compliance & Sustainability Committee and Board where material. The Group is implementing a new enterprise software platform for energy management, sustainability, ESG reporting, and carbon accounting. The softw are will support a centralised and traceable energy data program, improving consumption visibility, renewable electricity coverage tracking, and monitoring at National Meter Identifier (NMI) level. This system capability will provide the data int egrity required to monitor delivery of our 42% reduction target. 99Integral Diagnostics Annual Report 2026
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In accordance with a resolution of directors of Integral Diagnostics Limited, we state that in the opinion of the directors, the Group has t aken reasonable steps to ensure that the substantive provisions of the Group’s Sustainability Report for the financial year ended 30 June 2026 are in accordance with the Corporations Act 2001 including: • the requirements contained in section 296C (compliance with sustainability standards) and section 296D (climate statement disclosur es); and • complying with Australian Accounting Standard AASB S2 Climate-related Disclosures. For and on behalf of the Board, Toby Hall Chair Jason Martinez Managing Director and Chief E xecutive Officer 25 August 2026 DIRECTORS’ DECLARATION 100
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PricewaterhouseCoopers, ABN 52 780 433 757 2 Riverside Quay, SOUTHBANK VIC 3006, GPO Box 1331 MELBOURNE VIC 3001 T: +61 3 8603 1000, F: +61 3 8603 1999, www.pwc.com.au Liability limited by a scheme approved under Professional Standards Legislation. pwc.com.au Independent Auditor’s Review Report on specified Sustainability Disclosures To the Members of Integral Diagnostics Limited Review Conclusion We have conducted a review of the following specified Sustainability Disclosures in the Sustainability Report of Integral Diagnostics Limited (the Company) and its controlled entities (together, the Group)for the year ended 30 June 2026 as required by Australian Standard on Sustainability Assurance ASSA 5010 Timeline for Audits and Reviews of Information in Sustainability Reports under the Corporations Act 2001 issued by the Auditing and Assurance Standards Board (AUASB): Specified Sustainability Disclosures Reporting requirement of Australian Sustainability Reporting Standard AASB S2 Climate-related Disclosures (AASB S2) (including related general disclosures required by Appendix D) Location in Sustainability Report Governance Paragraph 6 Contained with the ‘Governance’ section on page 87 to 90 Strategy (risks and opportunities) Subparagraphs 9(a), 10(a) and 10(b) The ‘Name’ and ‘Description’ for each of the climate-related risks and opportunities that could reasonably be expected to affect the Group’s prospects within “Strategy” section commencing on page 91 to 92. Applicable method and measurement approaches contained on page 91 Scope 1 and 2 emissions Subparagraphs 29(a)(i)(1) to (2) and 29(a)(ii) to (v) Contained within the ‘Metrics and targets’ section: • Scope 1 greenhouse gas emissions – 743 tCO2-e – page 97 • Scope 2 greenhouse gas emissions (location-based) –13,176 tCO2-e – page 97 • Scope 2 greenhouse gas emissions (market-based) – 194 tCO2-e – page 97 Applicable method and measurement approaches contained on page 97 to 98 101Integral Diagnostics Annual Report 2026
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The requirements of AASB S2 identified in the table above form the criteria relevant to the specified Sustainability Disclosures and apply under Division 1 of Part 2M.3 of the Corporations Act 2001 (the Act). We have not become aware of any matter in the course of our review that makes us believe that the Sustainability Disclosures specified in the table above do not comply with Division 1 of Part 2M.3 of the Corporations Act 2001. Basis for Conclusion Our review has been conducted in accordance with Australian Standard on Sustainability Assurance ASSA 5000 General Requirements for Sustainability Assurance Engagements (ASSA 5000) issued by the AUASB. Our review includes obtaining limited assurance about whether the specified Sustainability Disclosures are free from material misstatement. In applying the relevant criteria, we note that subsection 296C(1) of the Act includes a requirement to comply with AASB S2. Our conclusion is based on the procedures we have performed and the evidence we have obtained in accordance with ASSA 5000. The procedures in a review vary in nature and timing from, and are less in extent than for, an audit. Consequently, the level of assurance obtained in a review is substantially lower than the assurance that would have been obtained had an audit been performed. See the ‘Summary of the Work Performed’ section of our report below. Our responsibilities under ASSA 5000 are further described in the Auditor’s Responsibilities section of this report. We are independent of the Company in accordance with the applicable ethical requirements of APES 110 Code of Ethics for Professional Accountants (including Independence Standards) issued by the Accounting Professional & Ethical Standards Board Limited (November 2018 incorporating all amendments to June 2024) (the Code), together with the ethical requirements in the Act, that are relevant to our review of the specified Sustainability Disclosures and public interest entities in Australia. We have also fulfilled our other ethical responsibilities in accordance with the Code. Our firm applies Australian Standard on Quality Management ASQM 1 Quality Management for Firms that Perform Audits or Reviews of Financial Reports and Other Financial Information, or Other Assurance or Related Services Engagements, which requires the firm to design, implement and operate a system of quality management, including policies and procedures regarding compliance with ethical requirements, professional standards, and applicable legal and regulatory requirements. 102
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We believe that the evidence we have obtained is sufficient and appropriate to provide a basis for our conclusion. Other Matter The comparative sustainability information with respect to Scope 1 and Scope 2 emissions of the Company for the year ended 30 June 2026 was not subject to an assurance engagement. Our conclusion is not modified in respect of this matter. Other Information The directors of the Company are responsible for the other information. The other information comprises the information included in the Annual Report for the year ended 30 June 2026, but does not include the specified Sustainability Disclosures and our auditor's report thereon. We have issued a separate opinion on the Financial Report, including the Remuneration Report, included in the Annual Report. We have issued a separate limited assurance conclusion on other Selected Subject Matter information included in the Our Business, Strategy & Sustainability section of the Annual Report. In connection with our review of the specified Sustainability Disclosures, our responsibility is to read the other information identified above and, in doing so, consider whether the other information is materially inconsistent with the specified Sustainability Disclosures, or our knowledge obtained when conducting the review, or otherwise appears to be materially misstated. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard. Responsibilities for the specified Sustainability Disclosures The directors of the Company are responsible for: • The preparation of the specified Sustainability Disclosures in accordance with the Act; and • Designing, implementing and maintaining such internal control necessary to enable the preparation of the specified Sustainability Disclosures, in accordance with the Act that are free from material misstatement, whether due to fraud or error. 103Integral Diagnostics Annual R eport 2026
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Inherent Limitations in preparing the specified Sustainability Disclosures Sustainability information may be subject to more inherent limitations than financial information, given both its nature and the methods used for determining, calculating, and estimating such information. Different acceptable methods have varying precision and can affect the comparability of sustainability information across entities and over time. In addition, greenhouse gas emissions quantification is subject to inherent uncertainty, which arises because of incomplete scientific knowledge used to determine emissions factors and the values needed to combine emissions of different gases The specified Sustainability Disclosures in relation to Strategy (risks and opportunities) have been prepared using assumptions about future events, and management’s actions, that may not occur. Auditor’s Responsibilities Our objectives are to plan and perform the review to obtain limited assurance about whether the specified Sustainability Disclosures are free from material misstatement, whether due to fraud or error, and to issue a review report that includes our conclusion. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence decisions of users taken on the basis of the specified Sustainability Disclosures. As part of a review in accordance with ASSA 5000, we exercise professional judgement and maintain professional scepticism throughout the engagement. We also: • Perform risk assessment procedures, including obtaining an understanding of internal control relevant to the engagement, to identify and assess the risks of material misstatements, whether due to fraud or error, at the disclosure level but not for the purpose of providing a conclusion on the effectiveness of the entity’s internal control. • Design and perform procedures responsive to assessed risks of material misstatement at the disclosure level. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. Summary of the Work Performed A review is a limited assurance engagement and involves performing procedures to obtain evidence about the specified Sustainability Disclosures. The nature, timing and extent of procedures selected depend on 104
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professional judgement, including the assessed risks of material misstatement at the disclosure level, whether due to fraud or error. In conducting our review, we: • Inspected the specified Sustainability Disclosures and assessed the completeness and accuracy of these disclosures against the relevant disclosure requirements of AASB S2 and with reference to the knowledge and evidence obtained during the assurance engagement; • Performed enquiries of management regarding the methodologies, processes and controls for capturing, collating, calculating and reporting the specified Sustainability Disclosures and assessed their alignment with AASB S2 and applicable method and measurement approaches; • Inspected and assessed, on a sample basis, charters, policies, minutes of meetings regarding the monitoring, management and oversight of climate-related matters, and other underlying evidence supporting the climate-related financial disclosures on governance; • Performed enquiries of management and examined underlying evidence on a sample basis regarding the approach taken by the Group to: o Identify climate-related risks and opportunities; o Identify material information for disclosure with regards to the Strategy (risks and opportunities) disclosures; • Performed enquiries of management and examined underlying evidence to assess the completeness and accuracy of the establishment of the organisational boundary, and sources of emissions, in the context of the specified Sustainability Disclosures. • Performed enquiries of management regarding the assumptions, conversion factors and greenhouse gas emission factors applied within the calculations of the Scope 1 and 2 emissions; • Applied analytical procedures to evaluate the Scope 1 and 2 emissions and the underlying activity data, and; • Performed testing over the calculations of the Scope 1 and 2 emissions, including testing the activity data utilised within the calculations to third-party records, and other relevant underlying information, on a sample basis. These procedures did not include any examination of whether Energy Attribute Certificates applied within these calculations, such as Large-scale Generation Certificates or Renewable Energy Certificates, actually represent renewable electricity generated. 105Integral Diagnostics Annual R eport 2026
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PricewaterhouseCoopers Scott Thompson Melbourne Partner 25 August 2026 106
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Financial Report 108 Consolidated Statement of Profit or Loss 109 Consolidated Statement of Comprehensive Income 110 Consolidated Statement of Financial Position 111 Consolidated Statement of Changes in Equity 112 Consolidated Statement of Cash Flows 113 Notes to the Consolidated Financial Statements 162 Consolidated Entity Disclosure Statement 165 Directors’ Declaration 166 Independent Auditor’s Report to the Members of Integral Diagnostics Limited 107Integral Diagnostics Annual Report 2026
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Note 30 June 2026 $’000 30 June 2025 $’0001 Revenue Revenue 5 788,619 627,215 Interest and other income 5 1,380 1,844 Total revenue, interest and other income 789,999 629,059 Expenses Consumables 11 (35,944) (28,129) Employee benefits expense 6 (507,268) (402,499) Depreciation expense 6 (39,807) (34,080) Amortisation expense 6 (34,309) (25,291) Transaction, restructuring and integration expenses 6 (4,111) (18,283) Share-based payments 25 (2,515) (1,215) Equipment related expenses (23,787) (19,461) Occupancy expenses (17,822) (14,444) Technology expenses (30,310) (20,807) Other general expenses (28,413) (26,591) Impairment expense - (538) Finance costs 6 (33,605) (28,901) Total expenses (757,891) (620,239) Profit before income tax expense 32,108 8,820 Income tax expense 7 (10,068) (5,985) Profit for the year from continuing operations 22,040 2,835 Profit is attributable to: Owners of Integral Diagnostics Limited 21,933 2,689 Non-controlling interests 107 146 1. The Consolidated Statement of Profit or Loss for the year ended 30 June 2025 has been restated to reflect the effect of the purchase price allocation (PPA) adjustments related to the acquisition of C apitol Health on 20 December 2024. Refer to Note 35 for details. Earnings per share attributable to the owners of Cents Cents Basic earnings per share 39 5.9 0.9 Diluted earnings per share 39 5.8 0.9 CONSOLIDATED STATEMENT OF PROFIT OR LOSS For the year ended 30 June 2026 108
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Note 30 June 2026 $’000 30 June 2025 $’0001 Profit for the year 22,040 2,835 Other comprehensive income Items that may be reclassified to profit or loss Exchange differences on translation of foreign operations (10,350) 2,043 Cash flow hedges - changes in fair value 2,307 - Cash flow hedges - reclassified to profit or loss (677) - Other comprehensive income/(loss) for the year, net of tax (8,720) 2,043 Total comprehensive income for the year 13,320 4,878 Total comprehensive income is attributable to: Owners of Integral Diagnostics Limited 13,213 4,732 Non-controlling interests 107 146 Total comprehensive income for the year 13,320 4,878 1. The Consolidated Statement of Comprehensive Income for the year ended 30 June 2025 has been restated to reflect the effect of the purchase price allocation (PPA) adjustments related to the acquisition of C apitol Health on 20 December 2024. Refer to Note 35 for details. CONSOLIDATED STATEMENT OF COMPREHENSIVE INCOME For the year ended 30 June 2026 109Integral Diagnostics Annual Report 2026
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Note 30 June 2026 $’000 30 June 2025 $’0001 Assets Current assets Cash and cash equivalents 8 51,286 52,104 Trade and other receivables 9 29,488 28,457 Other assets 10 15,183 12,201 Inventory 11 3,420 2,519 Total current assets 99,377 95,281 Non-current assets Property, plant and equipment 12 248,508 243,017 Right-of-use assets 13 228,547 224,630 Intangible assets 14 846,763 861,631 Deferred tax asset 15 244 - Investments accounted for using the equity method 16 5 5 Derivative financial instruments 18 2,328 - Other non-current financial assets 1,621 - Total non-current assets 1,328,016 1,329,283 Total assets 1,427,393 1,424,564 Liabilities Current liabilities Trade and other payables 17 66,350 65,639 Lease liabilities 13 21,461 20,321 Income tax payable 5,517 2,666 Contingent consideration 20 2,250 2,250 Provisions 19 47,742 44,929 Other current financial liabilities 21 5,307 6,204 Total current liabilities 148,627 142,009 Non-current liabilities Borrowings 22 341,796 341,252 Lease liabilities 13 233,839 223,433 Deferred tax liability 15 639 9,497 Provisions 23 14,886 14,158 Other non-current financial liabilities 21 6,113 2,257 Total non-current liabilities 597,273 590,597 Total liabilities 745,900 732,606 Net assets 681,493 691,958 Equity Contributed capital 24 736,278 735,397 Reserves 25 (16,131) (5,262) Retained profits 26 (44,180) (39,119) Non-controlling interests 5,526 942 Total equity 681,493 691,958 1. The Consolidated Statement of Financial Position as at 30 June 2025 has been restated to reflect the revised fair value of PPA balances of Capitol Health which was acquired on 20 December 2024. R efer to Note 35 for details. The accompanying notes have also been restated as at 30 June 2025, where applicable. CONSOLIDATED STATEMENT OF FINANCIAL POSITION As at 30 June 2026 110
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Contributed c apital $’000 Reserves $’000 Retained profits $’0001 Non-controlling interests $’000 Total equity $’000 Balance at 1 July 2024 334,727 (8,055) (24,965) - 301,707 Profit after income tax expense - - 2,689 - 2,689 Non-controlling interests - - - 146 146 Movement in translation of foreign operations - 2,043 - - 2,043 Total comprehensive income - 2,043 2,689 146 4,878 Transactions with owners in their capacity as owners: Issue of ordinary shares under Radiologist Incentiv e Scheme (Note 24) 334 - - - 334 Issue of ordinary shares as consideration for a busines s combination, net of transaction costs and tax (Note 24) 399,486 - - - 399,486 Recognised on business combination (Not e 25) - 30 - 796 826 Share-based payments (Note 25) - 640 - - 640 Repayment of non-recourse loan (Note 25) - 80 - - 80 Acquisition of treasury shares by IDX Equity T rust (Note 24) (536) - - - (536) Dividends paid and/or reinvested in equity 1,386 - (16,843) - (15,457) Balance at 30 June 2025 735,397 (5,262) (39,119) 942 691,958 1. The Consolidated Statement of Changes in Equity for the year ended 30 June 2025 has been restated to reflect the revised fair value of PPA balances of Capitol Health which was acquired on 20 December 2024. Refer to Note 35 for details. The accompanying notes have also been restated as at 30 June 2025, where applicable. Contributed c apital $’000 Reserves $’000 Retained profits $’0001 Non-controlling interests $’000 Total equity $’000 Balance at 1 July 2025 735,397 (5,262) (39,119) 942 691,958 Profit after income tax expense - - 21,933 - 21,933 Non-controlling interests - - - 107 107 Other comprehensive income for the year, net of t ax - (8,720) - - (8,720) Total comprehensive income - (8,720) 21,933 107 13,320 Transactions with owners in their capacity as owners: IDX Equity Trust share allocation (Note 24) 1,965 - - - 1,965 Acquisition of treasury shares by IDX Equity T rust (Note 24) (2,284) - - - (2,284) Share based payments (Note 25) - 789 - - 789 Release of shares held in escrow (Note 25) - 187 - - 187 Transactions with non-controlling interests - (3,125) - 4,477 1,352 Dividends paid/or and reinvested in equity 1,200 - (26,994) - (25,794) Balance at 30 June 2026 736,278 (16,131) (44,180) 5,526 681,493 1. The Consolidated Statement of Changes in Equity for the year ended 30 June 2025 has been restated to reflect the revised fair value of PPA balances of Capitol Health which was acquired on 20 December 2024. Refer to Note 35 for details. The accompanying notes have also been restated as at 30 June 2025, where applicable. CONSOLIDATED STATEMENT OF CHANGES IN EQUITY For the year ended 30 June 2026 111Integral Diagnostics Annual Report 2026
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Note 30 June 2026 $’000 30 June 2025 $’0001 Cash flows from operating activities Receipts from customers 784,543 625,489 Payments to suppliers and employees (644,648) (497,509) Transaction costs relating to acquisition of subsidiaries (3,347) (20,562) Interest and other finance costs paid (28,767) (30,726) Interest received 1,147 1,087 Income taxes paid (13,688) (4,005) Net cash from operating activities 38 95,240 73,774 Cash flows from investing activities Net cash acquired from business combinations 35 - 14,929 Payments for subsidiaries upon exercise of put option - (20,475) Payments for property, plant and equipment (49,641) (59,761) Disposals of property, plant and equipment 319 313 Net cash used in investing activities (49,322) (64,994) Cash flows from financing activities Proceeds from borrowings 10,000 343,384 Repayment of borrowings (10,000) (308,274) Transactions with non-controlling interests 2,884 - Repayment of the principal element of lease liabilities (20,729) (18,380) Dividends paid to Company shareholders (net of DRP) (25,927) (15,457) Payment for shares held in trust (1,710) (563) Net cash from/(used in) financing activities (45,482) 710 Net increase in cash and cash equivalents 436 9,490 Cash and cash equivalents at the beginning of the financial year 52,104 42,438 Effects of exchange rate changes on cash and cash equivalents (1,254) 176 Cash and cash equivalents at the end of the financial year 8 51,286 52,104 1. The Consolidated Statement of Cash Flows as at 30 June 2025 has been restated to reflect the revised fair value of PPA balances of Capitol Health which was acquired on 20 December 2024. Refer to Not e 35 for details. This restatement has no impact on net cash flows, only the presentation of elements within the table above. The accompanying notes have also been restated as at 30 June 2025, wher e applicable. CONSOLIDATED STATEMENT OF CASH FLOWS For the year ended 30 June 2026 112
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Note 1. General information The Financial Report covers Integral Diagnostics Limited as a Group consisting of Integral Diagnostics Limited (‘Company’ or ‘parent entit y’) and the entities it controlled at the end of, or during, the year (collectively referred to as the ‘Group’). The financial statements ar e presented in Australian dollars, which is Integral Diagnostics Limited’s functional and presentation currency and are rounded to the nearest thousand dollars ($‘000) unless otherwise stated. Integral Diagnostics Limited is a listed public company limited by shares, incorporated and domiciled in Australia. Its registered office and principal place of business is: Level 2, 288 Victoria Parade, East Melbourne, Victoria, 3002 A description of the nature of the consolidated entity’s operations and its principal activities are included in the Directors’ Report, which is not part of the financial statements. The financial statements were authorised for issue, in accordance with a resolution of Directors, on 25 August 2026. The Directors have the power t o amend and reissue the financial statements. Note 2. Basis of preparation These general-purpose financial statements have been prepared in accordance with Australian Accounting Standards and Interpretations issued by the Australian Accounting Standards Board (AASB) and the Corporations Act 2001, as appropriate for for-profit oriented entities. These financial statements also comply with International Financial Reporting Standards (IFRS) as issued by the International Accounting Standards Board (IASB). Going concern The financial report has been prepared on a going concern basis. While the Group is in a net current asset deficit position at 30 June 2026, the Group has sufficient operating cash flows and available debt facilities to pay its debts as and when they fall due for 12 months from the date of signing these financial statements. Restatement of prior year comparatives On 20 December 2024, the Group completed the acquisition of 100% of the issued share capital of Capitol Health Limited (Capitol Health). Subsequent to reporting a provisional balance sheet at 30 June 2025, the Group has finalised the calculation of the fair v alue of assets and liabilities acquired as part of the business combination. During the period, a number of measurement period adjustments were recognised with a corresponding increase to goodwill for the same amount, and brand names amortisation expense was recognised from acquisition date. The FY25 comparative information was restated to reflect the adjustment to the provisional amounts. R efer Note 35 for details. Historical cost convention The financial statements have been prepared under the historical cost convention, except for derivative financial instruments which hav e been measured at fair value. Critical accounting estimates The preparation of consolidated financial statements requires the Group to make estimates and judgements that affect the application of policies and reported amounts. The estimates which could cause a significant risk of causing a material adjustment to the carrying amount of as sets and liabilities within the next 12 months are disclosed in the following notes: • Note 12 Non-current assets - property, plant and equipment • Note 14 Non-current assets - intangibles • Note 19 Current liabilities - provisions • Note 23 Non-current liabilities - provisions • Note 35 Business combinations Principles of consolidation The consolidated financial statements incorporate the assets and liabilities of all subsidiaries of Integral Diagnostics Limited as at 30 June 2026 and the results of all subsidiaries for the year then ended. A list of subsidiaries at year end is contained in Note 36. Supplementary information about the parent entity is disclosed in Note 34. In preparing the consolidated financial statements, all int ercompany balances and transactions, income and expenses and profits and losses resulting from intragroup transactions hav e been eliminated. Subsidiaries are consolidated from the date on which control is obtained to the date on which control is NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS 113Integral Diagnostics Annual Report 2026
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disposed. The acquisition of subsidiaries is accounted for using the acquisition method. If the Group loses control over a subsidiary, it der ecognises the assets including goodwill, liabilities and non-controlling interest in the subsidiary together with any cumulative translation differences recognised in equity. The Group recognises the fair value of the consideration received and the fair value of any investment retained together with any gain or loss in profit or loss. Foreign currencies The Group’s consolidated financial statements are presented in Australian dollars, which is also the parent Company’s functional currency. For each entity, the Group determines the functional currency and items included in the financial statements of each entity ar e measured using that functional currency. The Group uses the direct method of consolidation and on disposal of a foreign operation, the gain or loss that is reclassified to profit or loss reflects the amount that arises from using this method. Transactions in foreign currencies are initially recorded by the Group’s entities at their respective functional currency spot rates at the dat e the transaction first qualifies for recognition. Monetary assets and liabilities denominated in foreign currencies are translated at the functional currency spot rates of exchange at the r eporting date. Differences arising on settlement or translation of monetary items are recognised in profit or loss. Non-monetary items that are measured in terms of historical cost in a foreign currency are translated using the exchange rates at the dat es of the initial transactions. Non-monetary items measured at fair value in a foreign currency are translated using the exchange rates at the date when the fair value is determined. The gain or loss arising on translation of non-monetary items measured at fair value is treated in line with the recognition of the gain or loss on the change in fair value of the item (i.e. translation differences on items whose fair value gain or loss is recognised in other comprehensive income (“OCI”) or profit or loss are also recognised in OCI or profit or loss, respectively). On consolidation, the assets and liabilities of foreign operations are translated into Australian dollars at the rate of exchange prevailing at the r eporting date, and their statements of profit or loss are translated at average exchange rates for the period. The exchange diff erences arising on translation for consolidation are recognised in OCI. On disposal of a foreign operation, the component of OCI relating to that particular foreign operation is reclassified to profit or loss. Any goodwill arising on the acquisition of a foreign operation, and an y fair value adjustments to the carrying amounts of assets and liabilities arising on the acquisition, are treated as assets and liabilities of the foreign operation and translated at the spot rate of exchange at the reporting date. Rounding of amounts The Group is of a kind referred to in Corporations Instrument 2016/191, issued by the Australian Securities and Investments Commission, relating to ‘rounding off’. Amounts in this Report have been rounded off in accordance with this Corporations Instrument to the nearest thousand dollars, or in certain cases, the nearest dollar. Note 3. Accounting policies Material and other accounting policies adopted in the preparation of the financial statements are provided throughout the notes. These policies hav e been consistently applied to all the years presented, unless otherwise stated. New, revised or amending accounting standards and interpretations adopted The Group has adopted all new, revised or amended accounting standards and interpretations issued by the Australian Accounting St andards Board (AASB) that are mandatory for the current reporting period. There is no material impact from the adoption of these new standards. Any new, revised or amended accounting standards or interpretations that are not yet mandatory have not been early adopted. None of these ne w standards and interpretations are expected to have a material impact on the Group’s financial statements. NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS 114
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Note 4. Operating segments Identification of reportable operating segments The Group comprises the single reportable operating segment of the operation of diagnostic imaging facilities. Major customers During the year ended 30 June 2026, there was no external revenue greater than 10% to any one customer (2025: nil). Accounting policy for operating segments Operating segments are presented using the ‘management approach’, where the information presented is on the same basis as the int ernal reports provided to the Chief Operating Decision Makers (CODM), which includes the KMP of the Company. The CODM are responsible for the allocation of resources to operating segments and assessing their performance. Operating segment information Revenue is attributable to the country where the service was transacted. The Group operates in two main geographical areas, Australia and Ne w Zealand. 115Integral Diagnostics Annual R eport 2026
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Australia New Zealand Elim. Total Australia New Z ealand Elim. Total Note 30 June 2026 $’000 30 June 2026 $’000 30 June 2026 $’000 30 June 2026 $’000 30 June 2025 $’000 30 June 2025 $’000 30 June 2025 $’000 30 June 2025 $’000 Revenue Revenue 5 738,749 55,242 (5,372) 788,619 575,084 57,929 (5,798) 627,215 Interest and other income 5 5,457 20 (4,097) 1,380 7,479 52 (5,687) 1,844 Total revenue and other income 744,206 55,262 (9,469) 789,999 582,563 57,981 (11,485) 629,059 Expenses Consumables 11 (33,157) (2,787) - (35,944) (25,332) (2,797) - (28,129) Employee benefits expense 6 (478,593) (28,675) - (507,268) (373,684) (28,815) - (402,499) Depreciation expense 6 (36,699) (3,108) - (39,807) (30,364) (3,716) - (34,080) Amortisation expense 6 (32,069) (2,240) - (34,309) (22,973) (2,318) - (25,291) Transaction and int egration expenses 6 (2,266) (1,845) - (4,111) (18,132) (151) - (18,283) Share-based payments 25 (2,515) - - (2,515) (1,215) - - (1,215) Equipment r elated expenses (21,721) (2,066) - (23,787) (17,097) (2,364) - (19,461) Occupancy expenses (15,749) (2,073) - (17,822) (12,348) (2,096) - (14,444) Technology expenses (30,251) (59) - (30,310) (20,641) (166) - (20,807) Other general expenses (27,175) (6,610) 5,372 (28,413) (24,184) (8,205) 5,798 (26,591) Impairment expense - - - - (266) (272) - (538) Finance costs 6 (32,417) (12,680) 11,492 (33,605) (25,786) (8,802) 5,687 (28,901) Total expenses (712,612) (62,143) 16,864 (757,891) (572,022) (59,702) 11,485 (620,239) Profit before income tax expense 31,594 (6,881) 7,395 32,108 10,541 (1,721) - 8,820 Income tax (expense)/benefit 7 (10,266) 2,581 (2,383) (10,068) (4,750) (1,235) - (5,985) Profit for the year from continuing operations 21,328 (4,300) 5,012 22,040 5,791 (2,956) - 2,835 Profit/(loss) is attributable to: Owners of Integral Diagnostics Limit ed 21,221 (4,300) 5,012 21,933 5,645 (2,956) - 2,689 Non- contr olling interests 107 - - 107 146 - - 146 NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS 116
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Australia New Zealand Total Australia New Z ealand Total Note 30 June 2026 $’000 30 June 2026 $’000 30 June 2026 $’000 30 June 2025 $’000 30 June 2025 $’000 30 June 2025 $’000 Current assets Cash and cash equivalents 8 42,101 9,185 51,286 40,861 11,243 52,104 Trade and other receivables 9 26,504 2,984 29,488 24,549 3,908 28,457 Other assets 10 13,785 1,398 15,183 11,795 406 12,201 Inventory 11 3,172 248 3,420 2,322 197 2,519 Total current assets 85,562 13,815 99,377 79,527 15,754 95,281 Non-current assets Property, plant and equipment 12 228,052 20,456 248,508 217,660 25,357 243,017 Right-of-use assets 13 209,857 18,690 228,547 201,691 22,939 224,630 Intangibles 14 773,236 73,527 846,763 778,836 82,795 861,631 Deferred tax asset 15 - 244 244 - - - Investments accounted for using the equit y method 16 5 - 5 5 - 5 Derivative financial instruments 18 2,328 - 2,328 - - - Other non-current financial assets 1,621 - 1,621 - - - Loan receivable 75,296 - 75,296 79,095 - 79,095 Total non-current assets 1,290,395 112,917 1,403,312 1,277,287 131,091 1,408,378 Total assets before eliminations 1,375,957 126,732 1,502,689 1,356,814 146,845 1,503,659 Eliminations (75,296) - (75,296) (79,095) - (79,095) Total assets after eliminations 1,300,661 126,732 1,427,393 1,277,719 146,845 1,424,564 Current liabilities Trade and other payables 17 61,139 5,211 66,350 59,167 6,472 65,639 Lease liabilities 13 19,577 1,884 21,461 18,246 2,075 20,321 Income tax payable 6,651 (1,134) 5,517 3,423 (757) 2,666 Contingent consideration 20 2,250 - 2,250 2,250 - 2,250 Provisions 19 46,397 1,345 47,742 43,523 1,406 44,929 Other current financial liabilities 21 5,305 2 5,307 6,204 - 6,204 Total current liabilities 141,319 7,308 148,627 132,813 9,196 142,009 Non-current liabilities Borrowings 22 341,796 - 341,796 341,252 - 341,252 Lease liabilities 13 215,221 18,618 233,839 200,804 22,629 223,433 Deferred tax liability 15 639 - 639 7,172 2,325 9,497 Provisions 23 14,301 585 14,886 13,528 630 14,158 Other non-current financial liabilities 21 6,113 - 6,113 2,257 - 2,257 Loan payable - 75,296 75,296 - 79,095 79,095 Total non-current liabilities 578,070 94,499 672,569 565,013 104,679 669,692 Total liabilities before eliminations 719,389 101,807 821,196 697,826 113,875 811,701 Eliminations - (75,296) (75,296) - (79,095) (79,095) Total liabilities after eliminations 719,389 26,511 745,900 697,826 34,780 732,606 Net assets 581,272 100,221 681,493 579,893 112,065 691,958 117Integral Diagnostics Annual R eport 2026
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Note 5. Revenue Consolidated 30 June 2026 $’000 30 June 2025 $’000 Sales revenue Services revenue 788,619 627,215 Total revenue 788,619 627,215 Interest and other income Interest income 1,262 1,087 Other income 118 757 1,380 1,844 Total revenue and other income 789,999 629,059 Timing of revenue recognition At a point in time 761,237 604,656 Over time 27,382 22,559 788,619 627,215 Accounting policy for revenue recognition Revenue from diagnostic imaging services is recognised on completion and reporting of imaging to the referring doctor. For diagnostic imaging services pr ovided under contract, revenue is recognised based on the actual service provided to the end of the reporting period. This is determined based on the actual volume of exams reported. Revenue is recognised when the Group has fulfilled its contractual performance obligations to its customers. Revenue is measured at the f air value of the consideration received or receivable, and except for specific customer contracts where service revenues are recognised over time, revenue recognised is at a point in time. Rendering of services Rendering of services revenue is recognised when the service is rendered for the provision of medical imaging services. For some specific customer contracts, service revenues are recognised over time on a straight-line basis, which reflects the contract requirement f or services to be delivered evenly over the term. All other service revenues are recognised at the time the images are read and reported on. Other revenue Other revenue is recognised when it is received or when the right to receive payment is established. Other revenue largely includes compensation pa yments received under equipment and insurance payments received. NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS 118
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Note 6. Expenses Consolidated 30 June 2026 $’000 30 June 2025 $’000 Profit before income tax includes the following specific expenses: Depreciation expense Leasehold improvements 8,103 6,199 Plant and equipment 24,188 21,124 Motor vehicles 65 63 Information technology 6,901 6,105 Office furniture and equipment 550 589 Total depreciation 39,807 34,080 Amortisation expense Brand names 5,644 2,925 Right-of-use assets 28,665 22,366 Total amortisation 34,309 25,291 Total depreciation and amortisation 74,116 59,371 Net gain on disposal of property, plant and equipment (569) (250) Transaction, restructuring and integration costs relating to acquisition of subsidiaries Remeasurement of contingent consideration liabilities - (5,514) Professional fees and other costs 4,111 23,797 Total transaction and integration costs 4,111 18,283 Finance costs Interest and finance charges paid/payable 19,903 19,377 Interest and finance charges paid/payable - leases 13,239 9,391 Unwinding of the effect of discounting provisions 463 133 Finance costs expensed 33,605 28,901 Employee benefits expense Employee benefits 382,265 311,861 Superannuation contributions 30,144 23,556 Labour supply 94,859 67,082 Total employee benefits expense 507,268 402,499 Accounting policy for finance costs Borrowing costs are expensed in the period in which they are incurred. Amounts relating to the unwinding of discounting are classified as finance costs. 119Integral Diagnostics Annual R eport 2026
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Note 7. Income tax expense Consolidated 30 June 2026 $’000 30 June 2025 $’000 Income tax expense Current tax expense 17,485 5,458 Deferred tax – origination and reversal of temporary differences (7,417) 527 Total income tax expense 10,068 5,985 Deferred tax included in income tax expense comprises: Increase/(decrease) in deferred tax (Note 15) (7,417) 527 (7,417) 527 Numerical reconciliation of income tax expense and tax at the statutory rate Profit before income tax expense 32,108 8,820 Tax at the Australian statutory rate of 30% (2025: 30%) 9,632 2,646 Tax effect amounts which are not deductible/(taxable) in calculating taxable income: Entertainment costs 116 90 Transaction costs 1,302 3,967 Remeasurement of contingent consideration liabilities - (1,536) Share-based payments 97 370 Share of profits of joint ventures - 172 Other (440) 156 10,707 5,865 Adjustment recognised for prior periods (653) 184 Impact of lower corporate tax rate in New Zealand 14 (64) Income tax expense 10,068 5,985 Accounting policy for income tax The income tax expense or benefit for the period is the tax payable on that period’s taxable income, based on the applicable income tax rate for each jurisdiction, adjusted for the changes in deferred tax assets and liabilities attributable to temporary differences, unused tax losses and the adjustment recognised for prior periods, where applicable. NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS 120
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Note 8. Current assets – cash and cash equivalents Consolidated 30 June 2026 $’000 30 June 2025 $’000 Cash on hand 55 36 Cash at bank 51,231 52,068 51,286 52,104 Accounting policy for cash and cash equivalents Cash and cash equivalents includes cash on hand, deposits held at call with financial institutions, other short-term, highly liquid investments with original maturities of three months or less that are readily convertible to known amounts of cash, and that are subject to an insignificant risk of changes in value. Note 9. Current assets – trade and other receivables Consolidated 30 June 2026 $’000 30 June 2025 $’000 Trade receivables 29,834 30,080 Less: loss allowance (346) (1,623) 29,488 28,457 Other receivables - - 29,488 28,457 Impairment of receivables Movements in the loss allowance for trade receivables are as follows: Consolidated 30 June 2026 $’000 30 June 2025 $’000 Opening balance 1,623 683 Allowance recognised on business combination - 851 Additional allowance recognised 301 1,169 Receivables written off during the year as uncollectable (1,578) (1,080) Closing balance 346 1,623 The ageing of receivables past due is as follows: Consolidated 30 June 2026 $’000 30 June 2025 $’000 Past due 31 to 60 days 1,732 2,522 Past due 61 to 90 days 1,199 2,379 Past due more than 91 days 1,913 3,951 4,844 8,852 121Integral Diagnostics Annual R eport 2026
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Ageing of trade receivables has improved during the financial year. The Group has assessed the likelihood of recovery and determined that the provision for impairment is appropriate. Accounting policy for trade and other receivables Trade receivables are amounts due from customers for services rendered. They are generally due for settlement within 30 to 60 da ys and are therefore all classified as current. Trade receivables are initially recognised at the amount of consideration that is unconditional. None of the Gr oup’s trade receivables have a significant financing component. The Group holds these receivables to collect the contr actual cash flows and thus subsequently measures these at amortised cost, less any loss allowance. Due to the short-term nature of these receivables, their carrying amount is assumed to approximate fair value. Cash flows relating to short-term r eceivables are not discounted if the effect of discounting is immaterial. The Group applies the simplified approach to measuring expected credit losses using a lifetime expected credit losses (ECL) allowance for all trade receivables. The expected credit loss rates are based on the payment profile of sales in recent periods and historical los s rates. The historical loss rates are adjusted to reflect current and forward looking information, on factors affecting the ability of cust omers to settle the receivable, including an increased risk associated with collection of outstanding amounts based on additional factors, such as probability of bankruptcy or financial reorganisation. Debts that are known to be uncollectable are written off when identified. Other receivables are recognised at amortised cost, less any provision for impairment. All trade and other receivables with maturities greater than 12 months after the balance date are classified as non-current assets. Note 10. Current assets – other Consolidated 30 June 2026 $’000 30 June 2025 $’000 Accrued income 6,171 3,758 Prepayments 8,698 8,125 Security deposits 314 318 15,183 12,201 Note 11. Inventory Consolidated 30 June 2026 $’000 30 June 2025 $’000 Contrast, drugs, needles and personal protective equipment 3,420 2,519 Accounting policy for inventory Inventory is valued at the lower of cost and net realisable value. Inventory has been recognised based on categories of high-value it ems used in the production of medical images that the Company holds in large volumes including contrast, drugs, needles and personal protective equipment. Costs of inventories recognised as an expense was $35,944,000 (2025: $28,129,000). NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS 122
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Note 12. Non-current assets – property, plant and equipment Consolidated 30 June 2026 $’000 30 June 2025 $’000 Work in progress – at cost 4,800 4,934 Leasehold improvements – at cost 103,668 93,437 Less: Accumulated depreciation (33,807) (25,704) 69,861 67,733 Plant and equipment – at cost 278,753 252,101 Less: Accumulated depreciation (127,744) (103,557) 151,009 148,544 Motor vehicles – at cost 659 631 Less: Accumulated depreciation (413) (347) 246 284 Information technology – at cost 50,919 42,793 Less: Accumulated depreciation (30,153) (23,251) 20,766 19,542 Office furniture and equipment – at cost 5,701 5,305 Less: Accumulated depreciation (3,875) (3,325) 1,826 1,980 248,508 243,017 123Integral Diagnostics Annual R eport 2026
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Reconciliations Reconciliations of the written down values of property, plant and equipment at the beginning and end of the current and previous financial year are set out below: Work in progress Leasehold improvements Plant and equipment Motor vehicles Information technology Office furniture and equipment Total Consolidated $’000 $’000 $’000 $’000 $’000 $’000 $’000 Balance at 30 June 2024 3,173 39,404 85,795 229 18,340 1,793 148,734 Business combination1 304 21,964 48,907 55 389 790 72,409 Additions 27,893 5,465 22,718 58 1,926 245 58,305 Transfers (26,436) 7,849 13,804 36 5,002 (255) - Disposals/write-offs - (612) (1,325) (30) (2) (2) (1,971) Depreciation expense - (6,199) (21,124) (63) (6,105) (589) (34,080) Exchange differences - (138) (231) (1) (8) (2) (380) Balance at 30 June 2025 4,934 67,733 148,544 284 19,542 1,980 243,017 Additions 19,717 1,082 25,437 - 3,072 334 49,642 Transfers (19,847) 10,632 3,997 31 5,092 95 - Disposals/write-offs - (342) (1,447) - (8) (7) (1,804) Depreciation expense - (8,103) (24,188) (65) (6,901) (550) (39,807) Exchange differences (4) (1,141) (1,334) (4) (31) (26) (2,540) Balance at 30 June 2026 4,800 69,861 151,009 246 20,766 1,826 248,508 1. For the year ended 30 June 2025, the fair value of property, plant and equipment acquired has been restated by $1,205,000 to reflect the effect of the purchase price allocation (PPA) adjustments r elated to the acquisition of Capitol Health on 20 December 2024. Refer to Note 35 for details. Accounting policy for property, plant and equipment Plant and equipment is stated at historical cost less accumulated depreciation and impairment. Historical cost includes expenditure that is dir ectly attributable to the acquisition of the items. Depreciation is calculated on a straight-line basis to write off the net cost of each item of property, plant and equipment (excluding land) over their expected useful lives as follows: • Leasehold improvements 5 – 25 years • Office furniture and equipment 3 – 15 years • Plant and equipment 4 – 15 years • Information technology 3 – 10 years • Motor vehicles 5 – 8 years The residual values, useful lives and depreciation methods are reviewed, and adjusted if appropriate, at each reporting date. Costs that are necessarily incurred while commissioning a new asset, including labour where applicable, before they are capable of oper ating in the manner intended by management, are recognised as an asset (categorised as work in progress), only when it is probable that future economic benefits associated with the item will flow to the Group and the cost of the item can be measur ed reliably. Upon completion of the asset and all associated costs being recognised, the work in progress is transferred to the correct property, plant and equipment classification, at which point it is accounted for in accordance with the policy set out above. The carrying amount of any component accounted for as a separate asset is derecognised when replaced. All other repairs and maintenance are charged to profit or loss during the reporting period in which they are incurred. Leasehold improvements are depreciated over the unexpired period of the lease or the estimated useful life of the assets, whichever is short er, and include the expected future cost of making good leasehold premises at the conclusion of the lease term. An item of property, plant and equipment is derecognised upon disposal or when there is no future economic benefit to the Group. Gains and los ses between the carrying amount and the disposal proceeds are taken to profit or loss. NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS 124
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Note 13. Leases The balance sheet shows the following amounts in respect of leases: Consolidated 30 June 2026 $’000 30 June 2025 $’000 Right-of-use assets Property leases 228,547 224,630 Lease liabilities Current 21,461 20,321 Non-current 233,839 223,433 255,300 243,754 Additions to the right-of-use assets during the year were $12,922,000 (2025: $111,081,000, of which $87,313,000 were acquired through busines s combinations). The statement of profit or loss shows the following amounts relating to leases: Consolidated 30 June 2026 $’000 30 June 2025 $’000 Amortisation charge against right-of-use assets 28,665 22,366 Interest expense (included in finance cost) 13,239 9,391 Expense relating to short-term leases (included in occupancy expenses) 472 713 Reconciliation of movements in lease liabilities during the period Consolidated 30 June 2026 $’000 30 June 2025 $’000 Lease liabilities recognised at 1 July 243,754 135,831 Lease liabilities assumed on business combination - 88,074 Remeasurement of liability 22,188 14,104 Early termination of leases (63) (11) New leases entered into during the period 12,922 23,768 Repayment of lease liabilities, net of interest (20,729) (18,380) Exchange differences (2,772) 368 Lease liabilities recognised at 30 June 255,300 243,754 Accounting policy for property leases Property leases are recognised as a right-of-use asset and a corresponding liability at the date at which the property is available for use b y the Group. Lease payments are allocated between the liability and finance cost. The finance cost is charged to profit or loss o ver the lease period to produce a constant periodic rate of interest on the remaining balance of the liability for each period. The corresponding right-of-use assets are depreciated over the shorter of the asset’s useful life and the lease term on a straight-line basis. Assets and liabilities arising from property leases are initially measured on a present value basis. Lease liabilities include the net pr esent value of the following lease payments: • fixed payments, less any lease incentives receivable; 125Integral Diagnostics Annual R eport 2026
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• variable lease payments that are based on an index or a rate; and • payments of penalties for terminating the lease, if the lease term reflects the lessee exercising that option. The lease payments are discounted using the Group’s incremental borrowing rate, being the rate that would be paid to borrow the funds neces sary to obtain an asset of similar value in a similar economic environment with similar terms and conditions. Right-of-use assets are measured at cost comprising the following: • the amount of the initial measurement of lease liability; • any lease payments made at or before the commencement date less any lease incentives received; • any initial direct costs, and • restoration costs. Payments associated with short-term leases are recognised on a straight-line basis as an expense in profit or loss. Short-term leases ar e those with a lease term of 12 months or less. Extension and termination options are included in most property leases across the Group. These terms are used to maximise oper ational flexibility in terms of managing contracts. Most extension and termination options held are exercisable only by the Group and thus it has been as sumed that these are to be exercised in the measurement of lease liabilities and right of use assets, as is expected to be the case with future lease renewals. NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS 126
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Note 14. Non-current assets – intangibles Consolidated 30 June 2026 $’000 30 June 2025 $’000 Goodwill – at cost 796,194 804,632 Brand names and trademarks – at cost 59,045 59,876 Less: Accumulated amortisation (8,476) (2,877) Brand names and trademarks- net 50,569 56,999 Customer contracts – at cost 16,377 17,752 Less: Accumulated amortisation (16,377) (17,752) Customer contract - net - - Total intangible assets 846,763 861,631 Reconciliations Reconciliations of the written-down values at the beginning and end of the current and previous financial year are set out below: Consolidated Goodwill $’000 Brand names & tr ademarks $'000 Customer contr acts $’000 Total $’000 Balance at 30 June 2024 373,338 25,683 48 399,069 Assets recognised on business combination acquisitions1 430,114 34,500 - 464,614 Amortisation expense1 - (2,877) (48) (2,925) Impairment expense - (468) - (468) Foreign currency conversion 1,180 161 - 1,341 Balance at 30 June 2025 804,632 56,999 - 861,631 Amortisation expense - (5,644) - (5,644) Foreign currency conversion (8,438) (786) - (9,224) Balance at 30 June 2026 796,194 50,569 - 846,763 1. For the year ended 30 June 2025, goodwill on acquisition has been restated by $2,135,000 and amortisation of brand names & trademarks for the year ended 30 June 2025 has been restated by $2,877 ,000 to reflect the effect of the purchase price allocation (PPA) adjustments related to the acquisition of Capitol Health on 20 December 2024. Refer to Note 35 for details. Reconciliations of the carrying values by cash-generating unit are set out below: Consolidated Australia $’000 New Zealand $’000 Total $’000 Goodwill 731,199 64,995 796,194 Brand names and trademarks 42,037 8,532 50,569 Balance at 30 June 2026 773,236 73,527 846,763 127Integral Diagnostics Annual R eport 2026
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Impairment test for goodwill and intangibles Goodwill and brand names are tested for impairment annually (as at 30 June) and when circumstances indicate the carrying value may be impair ed. The Group’s impairment test for goodwill and intangible assets with indefinite lives is based on value-in-use calculations. An as sessment of identifiable cash-generating units (CGU) and a review of allocations of goodwill to the identified cash-generating units is conduct ed annually. Management has concluded that the current centralised structure of operations in Australia, and the ongoing synergies and opportunities this deliv ers to the Group’s Australian operations, warrants the continued allocation of goodwill to form one cash- generating unit in Australia, and a second cash-generating unit in New Zealand for impairment testing purposes. Goodwill and brand names were last tested for the Australian CGU on 30 June 2025, and the New Zealand CGU on 31 December 2025. At 30 June 2026, the Group has considered whether there were any impairment indicators that warranted impairment testing, and for the Ne w Zealand CGU, persistent cost inflation and a tight labour supply market placing continued pressure on earnings margin were considered impairment indicators. There were no impairment indicators identified for the Australian CGU, however in accordance with Gr oup policy to test impairment annually, both CGUs have been assessed at 30 June 2026. The recoverable amount of the two CGUs w as determined based on value-in-use calculations using five-year forecasts, consistent with the methods used as at 30 June 2025. As a result of this assessment, including the expected recovery in performance going forward, the impairment testing concluded at 30 June 2026: • the recoverable amount is determined based on value-in-use calculations which require the use of assumptions to forecast future c ash flows; • the recoverable amount of the Australian CGU is estimated to exceed its carrying value by $324.3m; and • the recoverable amount of the New Zealand CGU is estimated to exceed its carrying value by $8.0m. Inflationary cost pressures and a tight labour market for clinical practitioners continue to persist. The five-year compound annual revenue growth rate and long-term earnings margin assumption have been reassessed to reflect this slower recovery in oper ating conditions. The ability to maintain the recent return to target cost inflationary ranges in Australia and New Zealand and their impact on earnings mar gins remains uncertain at this stage and will be continually monitored and acted upon appropriately. Key assumptions for value-in-use calculations Five-year compound annual revenue growth rate The calculations use cash flow projections based on financial budgets approved by the Board. Cash flows beyond the five-year period ar e extrapolated using the estimated growth rates stated below. These growth rates are consistent with the long-term strategic growth forecasts for the Group, and assume a continuation of the stable regulatory environment for healthcare services in both Australia and New Zealand. Long-term growth rate The long-term growth rate has been assessed to reflect macroeconomic and inflationary conditions in the Australian and New Zealand mark ets, with the rate used to calculate the terminal value for both the Australian and New Zealand value-in-use calculations remaining consistent with prior period assumptions. Long-term earnings margin The long-term earnings margin used to calculate the terminal value for both the Australian and New Zealand value-in-use calculations is based on financial budgets approved by the Board, extrapolated for the five-year compound annual growth rate for revenue and estimated cost inflation. This margin is consistent with the long-term strategic growth forecasts for the Group. Pre-tax discount rate The pre-tax discount rate has been assessed with input from independent experts to reflect the current weighted average cost of c apital for the Group. Regulatory environment The calculations assume the continuation of a stable regulatory environment for healthcare services in Australia and New Zealand. NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS 128
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Key assumption sensitivities The value-in-use calculations have been assessed for the sensitivities of the key assumptions. The following table outlines the impact on the assessed value-in-use headroom of $324.3m for the Australian CGU, following a r easonably possible change in the key assumptions: Current Assumption Reasonably possible change in assumption Impact of change on value-in-use $000s Australia Five year compound growth rate 5.9% 50bps/(50bps) 239,000/(204,000) Long-term growth rate 2.5% 50bps/(50bps) 59,000/(53,000) Long-term earnings margin 22.6% 2.5%/(2.5%) 169,000/(170,000) Pre-tax discount rate 11.5% 100bps/(100bps) (147,000)/184,000 A reasonably possible change in assumptions as outlined in the above table would not result in an impairment to the carrying value of the Austr alian CGU. Reasonably possible changes in key assumptions The following table outlines the impact on the assessed value-in-use headroom of $8.0m for the New Zealand CGU, following a r easonably possible change in the key assumptions: Current Assumption Reasonable change in assumption Impact of change on value-in-use $000s New Zealand Five year compound growth rate 5.2% 100bps/(100bps) 27,100/(23,800) Long-term growth rate 2.5% 50bps/(50bps) 3,300/(3,300) Long-term earnings margin 28.0% 2.5%/(2.5%) 9,000/(9,000) Pre-tax discount rate 13.5% 100bps/(100bps) (9,900)/11,500 A reasonably possible change in assumptions, other than long-term growth rate, as outlined in the above table would result in an impairment t o the carrying value of the New Zealand CGU. Impairment test for brand names and trademarks Brand names and trademarks that have an indefinite useful life are not subject to amortisation and are tested annually for impairment or mor e frequently if events or changes in circumstances indicate they might be impaired. An impairment loss is recognised for the amount by which the asset’s carrying amount exceeds its recoverable amount. The recoverable amounts of brand names and trademarks with indefinite useful lives in Australia were determined using the Relief fr om Royalty (‘RFR’) valuation method. The key assumptions applied are consistent with the ones applied for the impairment test for value-in-use calculations above. Management has performed sensitivity analysis using reasonably possible changes in the key assumptions. These reasonably possible changes do not lead to an impairment charge. The Group has concluded that no impairment is required based on expected performance and current market and economic conditions. Accounting policy for intangible assets Intangible assets other than goodwill Intangible assets acquired as part of a business combination, other than goodwill, are initially measured at their fair value at the dat e of the acquisition. Intangible assets acquired separately are initially recognised at cost. Indefinite life intangible assets are not amortised and are subsequently measured at cost less an impairment. Finite life intangible assets are subsequently measured at cost less amortisation and any impairment. The gains or losses recognised in profit or loss arising from the derecognition of intangible as sets are measured as the difference between net disposal proceeds and the carrying amount of the intangible asset. The method of 129Integral Diagnostics Annual R eport 2026
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amortisation and useful lives of finite life intangible assets are reviewed annually. Changes in the expected pattern of consumption or useful life are accounted for prospectively by changing the amortisation method or period. Goodwill Goodwill arises on the acquisition of a business and is not amortised. Instead, Goodwill is tested annually for impairment, or more fr equently if events or changes in circumstances indicate that it might be impaired, and is carried at cost less accumulated impairment losses. Impairment losses on goodwill are taken to profit or loss and are not subsequently reversed. Impairment Goodwill and other intangible assets that have indefinite useful lives are not subject to amortisation and are tested annually for impairment, or mor e frequently if events or changes in circumstances indicate they might be impaired. Other non-financial assets are r eviewed for impairment whenever events or changes in circumstances indicate that the carrying amount may not be recoverable. An impairment loss is recognised for the amount by which the asset’s carrying amount exceeds its recoverable amount. Recoverable amount is the higher of an asset’s fair value, less costs of disposal and value-in-use. The value-in-use is the present value of the estimat ed future cash flows relating to the asset, using a pre-tax discount rate specific to the asset or cash-generating unit to which the asset belongs. Assets that do not have independent cash flows are grouped together to form a cash-generating unit. Note 15. Deferred tax Consolidated 30 June 2026 $’000 30 June 2025 $’000 Deferred tax assets Deferred tax asset comprises temporary differences attributable to: Employee benefits and other provisions 18,365 17,085 Provisions for lease make good 2,227 1,406 Transaction costs 2,012 2,484 Tax losses available 2,443 355 Leases 7,990 5,939 Total deferred tax asset 33,037 27,269 Set-off of deferred tax liabilities pursuant to set-off provisions (32,793) (27,269) Net deferred tax assets 244 - Amount expected to be recovered within 12 months 10,899 8,151 Amount expected to be recovered after more than 12 months 22,138 19,118 33,037 27,269 Movements: Opening balance 27,269 18,338 Credited to profit or loss (Note 7) 3,385 (2,019) Movements via equity or OCI 2,383 - Additions through business combinations (Note 35) - 10,950 Closing balance 33,037 27,269 NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS 130
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Consolidated 30 June 2026 $’000 30 June 2025 $’0001 Deferred tax liabilities Deferred tax liability comprises temporary differences attributable to: Amounts recognised in profit or loss Property, plant and equipment (17,734) (19,765) Brand names and customer contracts (15,000) (17,001) Derivative (698) - Total deferred tax liabilities (33,432) (36,766) Set-off of deferred tax liabilities pursuant to set-off provisions 32,793 27,269 Net deferred tax liabilities (639) (9,497) Amount expected to be settled within 12 months (1,711) (2,184) Amount expected to be settled after more than 12 months (31,721) (34,582) (33,432) (36,766) Movements: Opening balance (36,766) (22,171) Credited to profit or loss (Note 7) 4,032 1,492 Movements via equity or OCI (698) - Additions through business combinations (Note 35) - (16,087) Closing balance (33,432) (36,766) 1. For the year ended 30 June 2025, deferred tax liability has been restated by $3,041,000 to reflect the effect of the purchase price allocation (PPA) adjustments related to the acquisition of Capitol Health on 20 December 2024. Refer to Note 35 for details. Accounting policy for deferred tax Deferred tax assets and liabilities are recognised for temporary differences at the tax rates expected to be applied when the assets are r ecovered or liabilities are settled, based on those tax rates that are enacted or substantively enacted, except for: • when the deferred income tax asset or liability arises from the initial recognition of Goodwill or an asset or liability in a transaction that is not a busines s combination and that, at the time of the transaction, affects neither the accounting nor taxable profits; or • when the taxable temporary difference is associated with interests in subsidiaries, associates or joint ventures, and the timing of the r eversal can be controlled and it is probable that the temporary difference will not reverse in the foreseeable future. Deferred tax assets are recognised for deductible temporary differences and unused tax losses only if it is probable that future taxable amounts will be av ailable to utilise those temporary differences and losses. The carrying amount of recognised and unrecognised deferred tax assets are reviewed at each reporting date. Deferred tax assets r ecognised are reduced to the extent that it is no longer probable that future taxable profits will be available for the carrying amount to be r ecovered. Previously unrecognised deferred tax assets are recognised to the extent that it is probable that there are future taxable profits available to recover the asset. Deferred tax assets and liabilities are offset only where there is a legally enforceable right to offset current tax assets against current t ax liabilities and deferred assets against deferred tax liabilities; and they relate to the same taxable authority on either the same taxable entity or different taxable entities which intend to settle simultaneously. Integral Diagnostics Limited (the ‘head entity’) and its wholly owned Australian subsidiaries have formed an income tax-consolidated gr oup under the tax consolidation regime. The head entity and each subsidiary in the tax-consolidated group continue to account for their own current and deferred tax amounts. The tax-consolidated group has applied the ‘separate taxpayer within group’ approach in determining the appropriate amount of taxes to allocate to members of the tax-consolidated group. In addition to its own current and deferred tax amounts, the head entity also recognises the current tax liabilities (or assets) and the deferred tax assets arising from unused tax losses and unused tax credits assumed from each subsidiary in the tax-consolidated group. 131Integral Diagnostics Annual R eport 2026
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Assets or liabilities arising under tax funding agreements with the tax consolidated entities are recognised as amounts receivable fr om, or payable to, other entities in the tax-consolidated group. The tax consolidated Group has a tax sharing agreement in place to limit the liability of subsidiaries in the tax-consolidated group, arising under the joint and several liability provisions of the tax consolidation system, in the event of default by the head entity to meet its payment obligations. Note 16. Interests in other entities Interests in joint ventures Set out below are the joint ventures of the Group as at 30 June 2026. The entities listed below have share capital consisting solely of or dinary shares, which are held directly by the Group. The country of incorporation or registration is also their principal place of business, and the proportion of ownership interest is the same as the proportion of voting rights held. Ownership interest Carrying amount Name of joint venture Place of incorpor ation 2026 % 2025 % Measurement method 2026 $'000 2025 $'000 MedX Australia 50% 50% Equity method 5 5 Accounting policy for joint arrangements The Group’s interests in joint ventures are accounted for using the equity method, after initially being recognised at cost in the consolidat ed balance sheet. Note 17. Current liabilities – trade and other payables Consolidated 30 June 2026 $’000 30 June 2025 $’000 Trade payables 18,287 21,737 Employee benefits payable 24,043 24,811 Other payables and accruals 24,020 19,091 66,350 65,639 Refer to Note 28 for further information on financial liabilities. Accounting policy for trade and other payables These amounts represent liabilities for goods and services provided to the Group prior to the end of the financial year that are unpaid. The y are recognised at their fair value. The amounts are unsecured and are usually paid within 30 days of recognition. Due to the short-term nature of these payables, their carrying amount is assumed to approximate fair value. Note 18. Derivative financial instruments Consolidated 30 June 2026 $’000 30 June 2025 $’000 Interest rate swap contracts 2,328 - Accounting policy for derivative financial instruments The Group enters into interest rate swaps, a derivative financial instrument, to manage its exposure to interest rate risk. Derivatives ar e initially recognised at fair value on the date a derivative contract is entered into and are subsequently remeasured to their fair value at each reporting date. Derivatives are carried as financial assets when the fair value is positive and as financial liabilities when the f air value is negative. When a cash flow hedge is discontinued, any cumulative gain or loss on the hedging instrument recognised in other compr ehensive income is retained in equity until the forecast transaction occurs. The fair value gain or loss associated with the NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS 132
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effective portion of the derivative is recognised initially in other comprehensive income (cash flow hedge reserve) and then recycled to the income st atement in the same period that the hedged item affects the income statement. Hedge effectiveness Hedge effectiveness is determined at the inception of the hedge relationship, and through periodic prospective effectiveness as sessments to ensure that an economic relationship exists between the hedged item and hedging instrument. Fair value measurement The Group measures financial instruments such as derivatives at fair value at each balance sheet date. These instruments are Level 2 financial instruments because unlike Level 1 financial instruments, their measurement is derived from inputs other than quoted prices that ar e observable for the assets or liabilities, either directly or indirectly. The fair value was obtained from third party valuations derived from future cash flows that are estimated based on forward interest rates (from observable yield curves at the end of the reporting period) and contract interest rates, discounted at a rate that reflects the credit risk of various counterparties. Note 19. Current liabilities – provisions Consolidated 30 June 2026 $’000 30 June 2025 $’000 Annual leave 29,175 27,340 Long service leave 17,431 16,109 Employee benefits 253 227 Lease make good 883 1,253 47,742 44,929 Accounting policy for short-term employee benefits Liabilities for wages and salaries, including non-monetary benefits, annual leave, and long service leave expected to be settled within 12 months of the r eporting date, are measured at the amounts expected to be paid when the liabilities are settled. The leave obligations cover the Group’s liability for long service leave, annual leave and rostered days off. The current provision of this liabilit y includes all accrued annual leave, the unconditional entitlements to long service leave where employees have completed the required period of service, and also where employees are entitled to pro rata payments in certain circumstances. Note 20. Contingent consideration Consolidated 30 June 2026 $’000 30 June 2025 $’000 Current portion 2,250 2,250 Non-current portion - - 2,250 2,250 Contingent consideration arises from contractual commitments entered into on the acquisition of businesses. Where contingent consider ation payments are significantly linked to requirements for ongoing employment, the cost of the deferred payment is charged to profit or loss as earned. Where contingent consideration is linked to the enterprise value of the entity acquired, and each vendor is entitled to the payment of the earn-out regardless of their employment status, the amounts are recognised in goodwill as part of the business combination accounting and based on expectation of payment. Any increment or decrement arising from remeasurement of these liabilities is charged to profit or loss. The contingent consideration provision for the Imaging Queensland Group has not changed for the year ended 30 June 2026. The Group has made efforts to settle the $2.2m liability for Earn-out A, based on the valuation provided by an independent expert, however the vendors have declined settlement, and the matter remains in dispute at the date of this report. The conditions for the payment of 133Integral Diagnostics Annual R eport 2026
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Earn-out B were deemed not to have been met and the provision was reduced from $5.5m to nil, with the movement recognised in the consolidat ed statement of profit or loss in the prior financial year ended 30 June 2025. In July 2025 the vendors of the Imaging Queensland Group commenced proceedings in the Supreme Court of Queensland to seek damages and other r elief from the Group in relation to the earn out valuation dispute. The Group is defending the proceeding. Note 21. Other liabilities Consolidated 30 June 2026 $’000 30 June 2025 $’000 Current portion 5,307 6,204 Non-current portion 6,113 2,257 11,420 8,461 Consolidated 30 June 2026 $’000 30 June 2025 $’000 Deferred remuneration liability 5,343 4,990 Unearned grant income - 183 Put option liability for non-wholly owned entities 6,077 3,288 11,420 8,461 Note 22. Non-current liabilities – borrowings Consolidated 30 June 2026 $’000 30 June 2025 $’000 Debt facility 341,796 341,252 The fair values of these borrowings are not materially different from their carrying amounts, as the interest payable on those borr owings reflects either current market rates or, that the borrowings are of a short-term nature. Refer to Note 28 for further information on financial risk management. Total debt liabilities The total debt liabilities (current and non-current) are as follows: Consolidated 30 June 2026 $’000 30 June 2025 $’000 Debt facility 341,796 341,252 On 20 December 2024, the Group refinanced its existing debt facilities of Integral Diagnostics Limited and Capitol Health on more competitiv e terms to establish a debt structure that aligns with the Group's enhanced scale and financial position. Under the structure, the Gr oup has committed facilities of $467.4m, maturing from December 2027 through December 2029. The new structure also includes a mechanism to seek agreement from lenders for a further $200.0m of facilities under an uncommitted accordion feature. NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS 134
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Under the terms of the debt facilities, the Group is required to comply with the following financial covenants at the end of each annual and int erim reporting period: • The net debt to adjusted EBITDA for the last 12 months must be less than 3.50x, and • The interest cover ratio (EBITDA/Interest Expense) is not less than 2.75x. The Group has complied with these covenants throughout the reporting period. As at 30 June 2026, the ratio of net debt to adjusted EBITDA was 2.3x (2025: 2.6x) and the interest cover ratio was 6.8x (2025: 5.7x). There are no indications that the Group would have difficulties complying with the covenants when they will be next tested as at the 31 December 2026 interim reporting date. Financial arrangements Unrestricted access was available at the reporting date to the following lines of credit: Consolidated 30 June 2026 $’000 30 June 2025 $’000 Total facilities Cash advance facility 450,000 450,000 Standby letter of credit or guarantee facility 15,188 17,872 Commercial cards facility 2,217 969 467,405 468,841 Used at the reporting date Cash advance facility 343,704 343,704 Standby letter of credit or guarantee facility 6,496 6,368 Commercial cards facility 211 165 350,411 350,237 Unused at the reporting date Cash advance facility 106,296 106,296 Standby letter of credit or guarantee facility 8,692 11,504 Commercial cards facility 2,006 803 116,994 118,603 Accounting policy for borrowings Loans and borrowings are initially recognised at the fair value of the consideration received, net of transaction costs incurred. They are subsequentl y measured at amortised cost using the effective interest method. During the year, the terms of the Group’s facilities were renegotiated with the lenders. There were no substantial changes to the terms of the agreement. 135Integral Diagnostics Annual R eport 2026
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Note 23. Non-current liabilities – provisions Consolidated 30 June 2026 $’000 30 June 2025 $’000 Long service leave 8,040 7,714 Lease make good 6,846 6,444 14,886 14,158 Lease make good The provision represents the present value of the estimated costs to make good the premises leased by the Group at the end of the r espective lease terms. Property lease agreements include various obligations at the end of the respective lease terms, such as removal of tenant installations and making good any damage caused by installation or removal, removing signage, and other general maintenance obligations (e.g. painting, cleaning). These costs and the probability of lease renewals have been estimated for each location, based on specific terms of individual leases, size of the individual sites, and historical experience of costs incurred when vacating a site. Movements in provisions Movements in each class of provision during the financial year, other than employee benefits (current and non-current), are set out below: Lease make good $’000 Consolidated – 2026 Carrying amount at the start of the year 7,697 Additions for new leases 334 Remeasurements offset against make-good asset (63) Remeasurements charged through profit or loss (239) Interest charge through unwind of discount 463 Amounts used (416) Exchange differences (47) Carrying amount at the end of the year 7,729 Accounting policy for provisions Provisions are recognised when the Group has a present (legal or constructive) obligation as a result of a past event, it is probable the Gr oup will be required to settle the obligation, and a reliable estimate can be made of the amount of the obligation. The amount recognised as a provision is the best estimate of the consideration required to settle the present obligation at the reporting date, taking into account the risks and uncertainties surrounding the obligation. If the time value of money is material, provisions are discounted using a current pre-tax rate specific to the liability. The increase in the provision resulting from the passage of time is recognised as a finance cost. Accounting policy for other long-term employee benefits The liability for annual leave and long service leave not expected to be settled within 12 months of the reporting date are measured as the pr esent value of expected future payments to be made, in respect of services provided by employees up to the reporting date using the projected unit credit method. Consideration is given to expected future wage and salary levels, experience of employee departures and periods of service. Expected future payments are discounted using market yields at the reporting date on corporate bonds with terms to maturity and currency that match, as closely as possible, the estimated future cash outflows. NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS 136
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Note 24. Equity – contributed capital Consolidated Consolidated 30 June 2026 # 30 June 2025 # 30 June 2026 $’000 30 June 2025 $’000 Ordinary shares – fully paid 373,066,506 372,429,536 737,734 735,960 Treasury shares - fully paid1 (578,191) (214,017) (1,456) (563) 372,488,315 372,215,519 736,278 735,397 1. Treasury shares represent shares held in the employee share trust ("IDX Equity Trust"). Movement in ordinary share capital Date Number of Shares Issue Price Total $’000 Balances at 1 July 2024 233,811,570 334,727 IDX Equity Trust share allocation 28 August 136,275 - 334 Acquisition of treasury shares by IDX Equity Trust 24 September (171,643) 2.62 (450) Acquisition of treasury shares by IDX Equity Trust 4 October (28,222) 3.05 (86) Allotment of IDX shares following merger with CAJ 20 December 137,856,973 2.90 399,486 Shares issued under dividend reinvestment plan (DRP) 24 April 610,566 2.27 1,386 Balance at 30 June 2025 372,215,519 735,397 Shares issued due to rights exercised 29 August 197,265 - 574 Acquisition of treasury shares by IDX Equity Trust 29 August (197,265) 2.91 (574) IDX Equity Trust share allocation 29 August 411,282 - 1,137 Shares issued under dividend reinvestment plan (DRP) 3 October 299,862 2.89 867 Acquisition of treasury shares by IDX Equity Trust 14 November (150,000) 2.56 (384) Acquisition of treasury shares by IDX Equity Trust 17 November (150,000) 2.50 (375) Acquisition of treasury shares by IDX Equity Trust 18 November (150,000) 2.49 (374) Acquisition of treasury shares by IDX Equity Trust 19 November (70,000) 2.51 (176) Acquisition of treasury shares by IDX Equity Trust 20 November (98,331) 2.54 (250) Acquisition of treasury shares by IDX Equity Trust 21 November (59,081) 2.56 (151) IDX Equity Trust share allocation 22 December 99,221 - 254 Shares issued under dividend reinvestment plan (DRP) 02 April 139,843 2.38 333 Balance at 30 June 2026 372,488,315 736,278 Ordinary shares Ordinary shares entitle the holder to participate in dividends and the proceeds on the winding up of the Company in proportion to the number of and amounts paid on the shar es held. The fully paid ordinary shares have no par value and the Company does not have a limited amount of authorised capital. On a show of hands, every member present at a meeting in person or by proxy shall have one vote, and on a poll one vote for each full y paid ordinary share held. Capital risk management The Group’s objective when managing capital is to safeguard its ability to continue as a going concern to provide returns for shar eholders and benefits for other stakeholders, and to maintain an optimum capital structure to reduce the cost of capital. Capital is regarded as total equity, as recognised in the Consolidated Statement of Financial Position, plus net debt. Net debt is c alculated as total borrowings less cash and cash equivalents. 137Integral Diagnostics Annual R eport 2026
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In order to maintain or adjust the capital structure, adjustments may be made to the amount of dividends paid to shareholders, return c apital to shareholders, issue new shares or sell assets to reduce debt. The Group has also initiated a dividend reinvestment plan (DRP) during the previous year, to allow its shareholders to reinvest their dividends into additional share capital. The Group looks to raise capital when an opportunity to invest in a business or company is seen as value-adding, relative to the current compan y’s share price at the time of the investment. The Group is subject to certain financing arrangement covenants and meeting these is given priority in all capital risk management decisions. R efer to Note 22 for details of these covenants and the Group's compliance with them for the financial period. The Group has complied with the covenants throughout the reporting period. The calculation basis provided for in the terms to the Gr oup’s borrowing facilities allows for the exclusion of the impacts of AASB 16 Leases, and the adoption of AASB 16 Leases has not impacted compliance with these financial covenants. Accounting policy for contributed capital Ordinary shares are classified as equity. Incremental costs directly attributable to the issue of new shares or options are shown in equity as a deduction, net of tax, from the pr oceeds. Note 25. Equity – reserves Consolidated 30 June 2026 $’000 30 June 2025 $’000 Share-based payments reserve 8,073 6,486 Capital reorganisation reserve (11,862) (11,862) NCI reserve (3,736) - Foreign currency translation reserve (10,236) 114 Cash flow hedge reserve 1,630 - (16,131) (5,262) Share-based payments reserve The reserve is used to recognise the value of equity benefits provided to employees as part of their remuneration, and as part of their compensation f or services. Capital reorganisation reserve The reserve is used to account for historical capital reorganisation of Lake Imaging Pty Ltd, whereby the assets and liabilities of the acquir ed party are recorded at their previous book values and no goodwill is recognised. Any difference between the cost of the transaction and the carrying amount of the assets and liabilities are recorded directly in this reserve. Non-controlling interest ("NCI") reserve The reserve is used to account for the initial recognition and subsequent measurement of put option arrangements over non- contr olling interests. Foreign currency translation reserve Exchange differences arising on translation of the foreign controlled entities are taken to the foreign currency translation reserve, as described in Not e 2. The reserve is recognised in profit and loss when the net investment is disposed of. Cash flow hedge reserve The cash flow hedge reserve is used to account for the cumulative effective portion of gains and losses on hedging instruments designated in qualifying cash flow hedging relationships that have not yet been recognised in profit or loss. NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS 138
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Movements in reserves Movements in each class of reserve during the current and previous financial year are set out below: Consolidated Share-based payments reserve $'000 Capital re- organisation reserve $'000 NCI reserve $'000 Foreign currency tr anslation reserve $'000 Cash flow hedge reserve $'000 Total $'000 Balance at 30 June 2024 5,736 (11,862) - (1,929) - (8,055) Recognised on busines s combination 30 - - - - 30 Recognition of share- based pa yments 640 - - - - 640 Repayment of non- r ecourse loan 80 - - - - 80 Movement in translation of f oreign operations - - - 2,043 - 2,043 Balance at 30 June 2025 6,486 (11,862) - 114 - (5,262) Recognised on busines s combination - - - - - - Issuance of shares held in escr ow 187 - - - - 187 Recognition of share- based pa yments 789 - - - - 789 Movement in translation of f oreign operations - - - (10,350) - (10,350) Transactions with non- contr olling interests 611 - (3,736) - - (3,125) Cash flow hedge gains - - - - 3,005 3,005 Cash flow hedge (gains)/ losses transferred to income statement - - - - (677) (677) Tax on the above - - - - (698) (698) Balance at 30 June 2026 8,073 (11,862) (3,736) (10,236) 1,630 (16,131) The expense recognised for share-based payments during the year was based on valuations using the Black-Scholes model. 30 June 2026 $’000 30 June 2025 $’000 Amount recognised in share-based payments expense: Share-based payments - Management LTI Plan - - Share-based payments - Radiologist Loan Funded Share Plan (LFSP) 472 609 472 609 Amount recognised in employee benefits expense: Share-based payment expense - Management STI scheme 512 575 Share-based payment expense - Management LTI scheme 317 31 Share-based payment expense - Management CMPI scheme 1,214 - Total share-based payments 2,515 1,215 There were no cancellations or modifications to the awards in 2026 or 2025. 139Integral Diagnostics Annual R eport 2026
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Valuation of equity-settled awards The fair values of equity-settled awards such as performance rights under the Management Long-Term Incentive (LTI) scheme, and shar es and options granted under the Radiologist Loan Funded Share & Option Plan (LFSP) were estimated using a Monte Carlo simulation methodology and Black-Scholes option pricing technique, and consider the following: • exercise price; • expected life of the award; • current market price of the underlying shares; • expected volatility using an analysis of historic volatility over different rolling periods; • expected dividends; • the risk-free interest rate, which is an applicable government bond rate; and • market-based performance hurdles (relative TSR). Long-term incentive (LTI) plan The following table illustrates the number of, and movements in, performance rights issued under the LTI plan to Executives and members of the Senior Management t eam during the year. The exercise price of these rights is $nil. Under the plan, performance rights granted in FY23, FY24 and FY25 only vest if a cumulative EPS hurdle (50% of rights granted), r elative TSR hurdle (25% of rights granted) or return on invested capital (ROIC) hurdle (25% of rights granted) are met respectively. These performance rights are subject to a three-year service condition. Performance rights granted in FY26 only vest if a cumulative EPS hurdle (50% of rights granted) or relative TSR hurdle (25% of rights gr anted) are met respectively. These performance rights are also subject to a three-year service condition. Participation in the plan is at the Board’s discretion and no individual has a contractual right to participate in the plan or to receive any guar anteed benefits. 2026 # 2025 # Outstanding at 1 July 2,640,901 1,721,459 Granted during the year 944,614 970,313 Lapsed / forfeited during the year (1,181,210) (50,871) Outstanding at 30 June 2,404,305 2,640,901 Exercisable at 30 June - - The following table lists the inputs to the valuation model used for the LTI plan. In FY26, the LTI plan was granted to Executives and members of Senior Management on 9 October 2025 and the CEO on 31 October 2025. The valuation metrics applicable to each LTI grant ar e set out below: 2026 LTI Plan 2025 LTI Plan 2024 LTI Plan 2023 LTI Plan Weighted average fair values at the measurement date ($) 1.91 / 2.07 2.54 / 2.12 1.25 2.23 Dividend yield (%) 4.00 3.00 3.61 3.42 Expected volatility (%) 35.00 35.00 40.00 40.00 Risk-free interest rate (%) 3.52 / 3.49 3.97 / 3.33 4.00 3.25 Expected life of share (years) 2.67 / 2.73 2.66 / 2.79 2.59 2.70 Weighted average share price ($) 2.59 / 2.74 2.99 / 2.56 1.72 2.75 Model used Black-Scholes Black-Scholes Black-Scholes Black-Scholes The fair value at grant date of equity-settled share awards is recognised in the income statement over the period for which the benefits of employee services are expected to be derived. Where awards are forfeited because non-market-based vesting conditions are not met, the e xpense previously recognised is reversed proportionately. NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS 140
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Radiologist Loan Funded Share & Option Plan (LFSP) The following tables the number of, and movements in, shares and options issued under the Radiologist Loan Funded Share Plan (LF SP). There were no shares or options granted under the plan in FY26. The allocated value of the shares issued to participating radiologists under the plan in FY24 was $3.19 and a loan equivalent to the issued shares is due and payable at the Radiologist's option. This option can be exercised between 4-10 years from the issue date, once the loan is fully paid the loan shares are released from Escrow and will no longer be subject to Escrow restrictions. Options were issued in lieu of loan shares to the Group’s New Zealand resident radiologists. These options were issued with a strike price of $3.36 and an expiry date of 6 September 2033. Options WAEP1 Shares WAEP1 Outstanding at 30 June 2024 907,990 3.36 3,615,936 3.36 Granted during the year - - - - Forfeited during the year - - - - Exercised during the year - - - - Outstanding at 30 June 2025 907,990 3.36 3,615,936 3.36 Granted during the year - - - - Forfeited during the year - - - - Exercised during the year - - - - Outstanding at 30 June 2026 907,990 3.36 3,615,936 3.36 Exercisable at 30 June - - - - 1. Weighted average exercise price (WAEP) Accounting policy for share-based payments Employees of the Group (including Executives, Senior Management and radiologists), receive remuneration and benefits in the form of shar e-based payments. These employees render services as consideration for equity instruments (equity-settled transactions). The cost of equity-settled transactions is determined by the fair value at the date when the grant is made, using an appropriate v aluation model. That cost is recognised in expense, together with a corresponding increase in equity (share-based payment reserves), over the period in which the service and, wher e applicable, the performance conditions are fulfilled (the vesting period). The cumulative expense r ecognised for equity-settled transactions at each reporting date until the vesting date reflects the extent to which the vesting period has e xpired, and the Group’s best estimate of the number of equity instruments that will ultimately vest. The expense or credit in the statement of profit or loss for a period represents the movement in cumulative expense recognised as at the beginning and end of that period. Service and non-market performance conditions are not taken into account when determining the grant date fair value of awards, but the lik elihood of the conditions being met is assessed as part of the Group’s best estimate of the number of equity instruments that will ultimately vest. Market performance conditions are reflected within the grant date fair value. Any other conditions attached t o an award, but without an associated service requirement, are considered to be non-vesting conditions. Non-vesting conditions are reflected in the fair value of an award and lead to an immediate expensing of an award, unless there are also service and/or perf ormance conditions. No expense is recognised for awards that do not ultimately vest because non-market performance and/or service conditions have not been met. Wher e awards include a market or non-vesting condition, the transactions are treated as vested irrespective of whether the market or non-vesting condition is satisfied, provided that all other performance and/or service conditions are satisfied. When the terms of an equity-settled award are modified, the minimum expense recognised is the grant date fair value of the unmodified award, provided the original vesting terms of the award are met. An additional expense, measured as at the date of modification, is recognised for any modification that increases the total fair value of the share-based payment transaction, or is otherwise beneficial to the employee. Where an award is cancelled by the entity or by the counterparty, any remaining element of the fair value of the award is expensed immediately through profit or loss. The dilutive effect of outstanding performance rights is reflected as additional share dilution in the computation of diluted earnings per share. 141Integral Diagnostics Annual R eport 2026
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The loan associated with loan-funded shares is non-recourse in nature and it is held off balance sheet and no corresponding amounts held in equit y for the issued shares. The cost of the loan is recorded in the income statement over the service period, with the corresponding amount charged to equity. This equity value is recorded as share capital when the holder of the loan-funded shares repays the loan in full, which is at their election in years 5 to 10 from grant date. Note 26. Equity – retained profits Consolidated 30 June 2026 $’000 30 June 2025 $’000 Retained profits at the beginning of the financial year (39,119) (24,965) Profit after income tax expense for the year attributable to Integral Diagnostics Limited 21,933 2,689 Dividend paid (Note 27) (26,994) (16,843) Retained profits at the end of the financial year (44,180) (39,119) Note 27. Equity – dividends Dividends Fully franked dividends paid during the financial year were as follows: Consolidated 30 June 2026 $’000 30 June 2025 $’000 Dividend of 3.3 cents per share paid on 3 October 2024 - 7,622 Dividend of 2.5 cents per share paid on 7 April 2025 - 9,221 Dividend of 4.0 cents per share paid on 3 October 2025 14,786 - Dividend of 3.3 cents per share paid on 2 April 2026 12,208 - 26,994 16,843 Franking credits Consolidated 30 June 2026 $’000 30 June 2025 $’000 Franking credits available for subsequent financial years based on a tax rate of 30% 29,042 22,699 The amount recorded above as the franking credit amount is based on the amount of Australian income tax paid in respect of the liabilit y for income tax at the balance date. Accounting policy for dividends Dividends are recognised when declared during the financial year and payment is no longer at the discretion of the Company. NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS 142
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Note 28. Financial risk management Financial risk management objectives The Group’s activities expose it to a variety of financial risks: • market risk (including interest rate and foreign exchange risk); • credit risk; and • liquidity risk. The Group’s overall risk management program focuses on the unpredictability of financial markets and seeks to minimise potential adv erse effects on the financial performance of the Group. The Group uses different methods to measure different types of risk to which it is e xposed. These methods include sensitivity analysis in the case of interest rate and foreign currency risks and ageing analysis for credit risk. Risk management is carried out by management under policies approved by the Board of Directors (‘the Board’). These policies include identification and analysis of the risk exposure of the Group, and appropriate procedures, controls and risk limits. Finance reports to the Board on a monthly basis. Market risk Interest rate risk The Group’s interest rate risk arises from long-term borrowings. Borrowings issued at variable rates expose the Group to interest rate risk. Borr owings issued at fixed rates expose the Group to fair value interest rate risk. To manage its exposure to interest rate risk, the Group has entered into interest rate swap contracts with a notional value of $175,000,000, eff ectively converting a portion of its floating rate debt exposure to a fixed interest rate of 3.34%. As a result, appr oximately 51% of the Group's borrowings were economically hedged against interest rate fluctuations at the reporting date. The interest rate swaps have been designated as cash flow hedges for accounting purposes. The hedging relationship has been as sessed as effective as there is a clear economic relationship between the hedging instrument and the hedged item, with both being linked to the same underlying benchmark interest rate. Credit risk is not expected to dominate the value changes resulting from that economic relationship, and the hedge ratio is 1:1, consistent with the Group's risk management strategy. The effective portion of changes in the fair value of the hedging instrument is recognised in Other Comprehensive Income (OCI) and accumulat ed in the cash flow hedge reserve, while any hedge ineffectiveness is recognised immediately in profit or loss. No hedge ineff ectiveness was recognised during the year. As at the reporting date, the Group had the following interest-bearing financial assets and liabilities: 2026 2025 Consolidated Weighted aver age interest rate % Balance $'000 Weighted aver age interest rate % Balance $'000 Cash at bank and on deposit 2.91% 51,286 3.11% 52,104 Debt facility 5.36% (341,796) 6.24% (341,252) Interest rate swaps 3.34% 175,000 0.00% - Net exposure to cash flow interest rate risk (115,510) (289,148) An analysis by remaining contractual maturities is shown in ‘liquidity and interest rate risk management’ below. If interest rates were to increase/decrease by 100 (2025: 100) basis points from rates used to determine fair values as at the reporting dat e, assuming all other variables that might impact on fair value remain constant, then the impact on profit for the year and equity is as f ollows: 143Integral Diagnostics Annual R eport 2026
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Basis points increase effect on Basis points decrease effect on Basis points change Loss before tax $’000 Effect on equity post tax $’000 Basis points change Profit before tax $’000 Effect on equity post tax $’000 2026 100 (1,155) (825) (100) 1,155 825 2025 100 (2,829) (1,981) (100) 2,829 1,981 Foreign currency risk Foreign currency risk is the risk that the fair value or future cash flows on an exposure will fluctuate because of changes in foreign e xchange rates. The Group’s exposure to the risk of changes in foreign exchange rates relates primarily to the Group’s operating activities (when revenue or expense is denominated in a foreign currency) and the Group’s net investments in foreign subsidiaries. The Group operates internationally and is exposed to foreign exchange risk arising from currency exposures to the New Zealand dollar (NZD). The Gr oup manages its exposure to fluctuations on the translation into Australian dollars of its foreign operations by holding net borr owings in foreign currencies, creating a natural hedging relationship. The Group monitors the remaining risk exposure on an ongoing basis. Foreign currency sensitivity Change in NZD R ate Effect on profit post tax $'000 Effect on equity $'000 2026 +2.5c 88 977 -2.5c (88) (977) 2025 +2.5c 211 888 -2.5c (211) (888) The above table demonstrates the sensitivity to a reasonably possible change in NZD exchange rates, with all other variables held const ant. The impact on the Group’s profit before tax is due to changes in translation rates. The impact on the Group’s equity is due to changes in the f air value of the net investment. Credit risk Credit risk refers to the risk that a counter-party will default on its contractual obligations resulting in financial loss to the Group. Cr edit risk for cash deposits is managed by holding all cash deposits with major Australian banks. Credit risk for trade receivables is managed by completing credit checks for new customers. Outstanding receivables are regularly monitored for payments in accordance with credit terms. The maximum exposure to credit risk at the reporting date to recognised financial assets is the carrying amount, net of an y provisions for impairment of those assets, as disclosed in the Consolidated Statement of Financial Position and notes to the financial statements. The Group does not hold any collateral. The Group does not have any material credit risk exposure to any single debtor or group of debtors under financial instruments ent ered into by the Group. The credit risk for derivative financial instruments arises from the potential failure of the counter-party to meet its obligations. The credit risk exposure of forward contracts is the net fair value of these contracts. Liquidity risk Vigilant liquidity risk management requires the Group to maintain sufficient liquid assets (mainly cash and cash equivalents) and av ailable borrowing facilities to be able to pay debts as and when they become due and payable. The Group manages liquidity risk by maintaining adequate cash reserves and available borrowing facilities by continuously monitoring actual and f orecast cash flows and matching the maturity profiles of financial assets and liabilities. NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS 144
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Subject to the continuance of satisfactory credit ratings and compliance with banking covenants, the bank loan facilities may be drawn at an y time, and have a maturity of two years, six months (Facility A) and four years, six months (Facility B) (2024: one year, eight months). The bank loan facilities are interest-only repayments. Remaining contractual maturities The following tables detail the Group’s remaining contractual maturity for its financial instrument liabilities and financial instrument as sets. The tables have been drawn based on the undiscounted cash flows of financial liabilities and financial assets at the earliest dat e on which the financial liabilities are required to be paid. The tables include both interest and principal cash flows disclosed as r emaining contractual maturities, therefore these totals may differ from their carrying amount in the statement of financial position. As at 30 June 2026 Weighted aver age interest rate % 1 year or less $’000 Between 1 and 2 years $’000 Between 2 and 5 years $’000 Over 5 years $’000 Total contracted cashflows $’000 Non-derivatives Non-interest bearing Trade payables - 18,287 - - - 18,287 Employee benefits payable - 24,043 - - - 24,043 Other payables - 24,020 - - - 24,020 Contingent consideration - 2,250 - - - 2,250 - - - - - Interest-bearing – variable - - - - - Debt facility 5.36% - - 343,704 - 343,704 Property lease liabilities 5.07% 31,214 29,049 78,817 196,663 335,743 Total non-derivatives 99,814 29,049 422,521 196,663 748,047 Derivatives Interest rate swaps net settled 3.34% (2,052) (973) - - (3,025) Total derivatives (2,052) (973) - - (3,025) 145Integral Diagnostics Annual R eport 2026
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As at 30 June 2025 Weighted aver age interest rate % 1 year or less $’000 Between 1 and 2 years $’000 Between 2 and 5 years $’000 Over 5 years $’000 Total contr acted cashflows $’000 Non-derivatives Non-interest bearing Trade payables - 20,586 - - - 20,586 Employee benefits payable - 24,811 - - - 24,811 Other payables - 19,091 - - - 19,091 Contingent consideration - 2,250 485 - - 2,735 Interest-bearing – variable Debt facility 6.24% - - 343,704 - 343,704 Property lease liabilities 4.82% 32,932 31,330 84,554 198,187 347,003 Total non-derivatives 99,669 31,815 428,258 198,187 757,930 Derivatives Interest rate swaps net settled 0.00% - - - - - Total derivatives - - - - - The cash flows in the maturity analysis above are not expected to occur significantly earlier than contractually disclosed above. NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS 146
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Note 29. Key management personnel disclosures Compensation The aggregate compensation paid to Directors and other members of the Key Management Personnel of the Group is set out below: Consolidated 30 June 2026 $ 30 June 2025 $ Short-term employee benefits 3,861,594 3,364,603 Post-employment benefits 195,737 161,003 Long-term employee benefits 104,165 (34,021) Share-based payments 362,146 426,064 4,523,642 3,917,649 Note 30. Remuneration of auditors During the financial year the following fees were paid or payable for services provided by PricewaterhouseCoopers, the Company's auditors: Consolidated 30 June 2026 $ 30 June 2025 $ Audit services PricewaterhouseCoopers Australia Audit and review of the financial statements Consolidated group 1,029,000 1,089,000 Sustainability assurance 160,000 - 1,189,000 1,089,000 Other services PricewaterhouseCoopers Australia Other services - - - - Total remuneration 1,189,000 1,089,000 147Integral Diagnostics Annual R eport 2026
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Note 31. Contingent liabilities The Group has given bank guarantees as at 30 June 2026 of $6,496,000 (2025: $6,867,000) to various landlords. Refer to Note 20 for details on contingent consideration liabilities held by the Group. Note 32. Commitments As at 30 June 2026, there were capital commitments for plant and equipment and leasehold improvements of $14,106,000 (2025: $24,390,000). Note 33. Related party transactions Parent entity Integral Diagnostics Limited is the parent entity. Subsidiaries Interests in subsidiaries are set out in Note 36. Joint ventures Interests in joint ventures are set out in Note 16. Key management personnel Disclosures relating to KMP are set out in Note 29 and the Remuneration Report on pages 61 to 83. All transactions with KMP are made on commercial arm’s length terms and conditions, and in the ordinary course of business. The Boar d has an established Related Party Transaction Policy, which is overseen by the Audit Committee, to ensure that related party transactions are managed and disclosed in accordance with the Corporations Act, ASX Listing Rules, accounting requirements and in accordance with good governance practices. This is to ensure that a financial benefit is not provided to related parties without approval b y the Board and, where required, shareholders. The following transactions occurred with related parties: Consolidated $ KMP interest % KMP interest $ Payment for teleradiology services to Nextgen Radiology Pty Ltd FY26 688,074 100% 688,074 FY25 168,475 100% 168,475 The above FY26 related party transactions relate to teleradiology services provided to the Group by Dr Mittal and are on commercial t erms consistent with other teleradiology providers to the Group. NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS 148
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Note 34. Parent entity information Summary financial information The individual financial statements for the parent entity, Integral Diagnostics Limited, show the following aggregate amounts. Statement of Profit or Loss and Other Comprehensive Income Parent 30 June 2026 $’000 30 June 2025 $’000 Profit after income tax 56,229 22,137 Total comprehensive income 56,229 22,137 Statement of Financial Position Parent 30 June 2026 $’000 30 June 2025 $’000 Total current assets 5,354 36,591 Total assets 1,900,180 1,707,516 Total current liabilities (30,104) (6,565) Total liabilities 1,099,862 948,917 Equity Contributed capital 737,789 736,015 Share-based payments reserve 7,313 6,603 Retained profits 55,216 15,039 Total equity 800,318 757,657 Guarantees entered into by the parent entity in relation to the debts of its subsidiaries The parent entity is party to the deed of cross guarantee, as disclosed in Note 37. Contingent liabilities Except as disclosed in Note 31, there are no other contingent liabilities of the parent entity as at 30 June 2026. Capital commitments – property, plant and equipment The parent entity had no capital commitments for property, plant and equipment as at 30 June 2026. Material accounting policies The financial information for the parent entity has been prepared on the same basis as the consolidated financial statements, except for the f ollowing: • investments in subsidiaries are accounted for at cost, less an impairment, in the parent entity; • investments in associates are accounted for at cost, less any impairment, in the parent entity; and • dividends received from subsidiaries are recognised as other income by the parent entity. 149Integral Diagnostics Annual R eport 2026
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Note 35. Business combinations Effective 20 December 2024, the Group completed the acquisition of 100% of the issued share capital of Capitol Health Limited (Capitol), via a scheme of arrangement (Scheme). Capitol is a scale provider of diagnostic imaging modalities and related services to the Australian healthcare market, operating 65 clinics throughout Victoria, Tasmania, Western Australia, and South Australia. The acquisition of Capitol provides the Group with: • enhanced scale via the combination of two highly complementary footprints into a more geographically diversified portfolio; • a combined nationwide footprint of over 140 clinics supported by ~460 radiologists and ~3,000 employees; • deep clinical expertise across a wider network, promoting sub-specialty reporting and peer review opportunities to ensure the highest service qualit y; and • advanced clinical governance framework and increased training, fellowship and research opportunities for radiologists. Under the terms of the Scheme, shareholders in Capitol Health Limited received 0.12849 shares in Integral Diagnostics Limited per shar e in Capitol held at the scheme record date (being 13 December 2024) implying total consideration (including payments of unmark etable parcels) of $399.8m. The Group sought an independent valuation for plant and equipment, leasehold assets and liabilities and intangible assets as part of the acquisition of C apitol The goodwill arising from the business combination represents the reputation of Capitol in medical imaging market, enhanced scale, the projected synergies and future growth. Subsequent to reporting a provisional balance sheet at 30 June 2025, the Group has finalised the calculation of the fair value of assets and liabilities acquir ed as part of the business combination. During the period, a number of measurement period adjustments were recognised with a corresponding increase to goodwill for the same amount, and brand names amortisation expense was recognised from acquisition date. The FY25 comparative information was restated to reflect the adjustment to the provisional amounts. The fair values identified in relation to the acquisition are as follows: NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS 150
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AUD $'000 Provisional fair value recognised on acquisition Measurement period adjustments to fair value $'000 Final fair value recognised on acquisition $'000 Cash and cash equivalents 14,929 - 14,929 Trade and other receivables 5,063 - 5,063 Other assets 3,899 - 3,899 Inventory 811 - 811 Property, plant and equipment 73,614 (1,205) 72,409 Right of use assets 87,313 - 87,313 Brand names 34,500 - 34,500 Deferred tax assets 10,858 92 10,950 Trade and other payables (25,773) (1,152) (26,925) Employee benefits (18,028) - (18,028) Income tax payable (1,511) - (1,511) Other current liabilities (23,974) (198) (24,172) Borrowings (82,784) - (82,784) Lease liabilities (88,074) - (88,074) Other non-current liabilities - (1,771) (1,771) Deferred tax liabilities (18,186) 2,099 (16,087) Net identifiable assets acquired (27,343) (2,135) (29,478) Less: Net assets acquired attributable to NCI 796 - 796 Net assets acquired attributable to Integral Diagnostics Limited (28,139) (2,135) (30,274) Goodwill 427,979 2,135 430,114 Acquisition-date fair value of the total consideration transferred 399,840 - 399,840 Representing: Cash paid to vendor 55 - 55 Integral Diagnostics Limited shares issued to vendor 399,785 - 399,785 399,840 - 399,840 Net cash acquired with subsidiary 14,929 - 14,929 Cash paid (55) - (55) Net cash flow on acquisition 14,874 - 14,874 151Integral Diagnostics Annual R eport 2026
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Acquisition-related costs Acquisition-related costs of $17,472,000 relating to Capitol have been expensed in the Income Statement under ‘transaction and int egration costs’ in the prior financial year ended 30 June 2025. Acquired receivables The fair value of acquired trade receivables is $5,063,000. The gross contractual amount for trade receivables due is $5,915,000 with a los s allowance of $851,000 recognised on acquisition in the prior financial year ended 30 June 2025. Accounting policy choice for non-controlling interests The Group recognises non-controlling interests in an acquired entity either at fair value or at the non-controlling interests pr oportionate share of the acquired entity’s net identifiable assets. This decision is made on an acquisition-by-acquisition basis. For the non-contr olling interests in Capitol, the Group elected to recognise the non-controlling interests at their proportionate share of the acquired net identifiable assets. NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS 152
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Note 36. Interests in controlled entities The consolidated financial statements incorporate the assets, liabilities and results of the following controlled entities in accordance with the accounting policy described in Note 2: Ownership interest Name of entity Principal place of business/ country of incorpor ation 2026 % 2025 % Adelaide Radiology Pty Ltd Australia 90 90 Adrad Investments SA Pty Ltd Australia 90 90 Advanced Women’s Imaging Pty Ltd Australia 100 100 Astra Radiology Limited New Zealand 100 100 Capital Heart Pty Ltd Australia 55 55 Capital Radiology (EPH) Pty Ltd Australia 70 70 Capital Radiology (NSW) Pty Ltd Australia 100 100 Capital Radiology (Pakenham) Pty Ltd Australia 70 70 Capital Radiology Pty Ltd Australia 100 100 Capital Radiology WA Pty Ltd Australia 100 100 Capitol Global Pty Ltd Australia 100 100 Capitol Health Holdings Pty Ltd Australia 100 100 Capitol Health Pty Ltd Australia 100 100 Capitol Investments Pty Ltd Australia 100 100 Capitol Treasury Pty Ltd Australia 100 100 Central Queensland Radiology Pty Ltd Australia 100 100 CHL Operations Pty Ltd Australia 100 100 Citiscan Radiology Pty Ltd Australia 100 100 CQ Radiology Pty Ltd Australia 100 100 Diagnostic MRI Services Pty Ltd Australia 100 100 Diagnostic MRI Services Unit Trust Australia 100 100 Future Medical Imaging Group Pty Ltd Australia 100 100 Global Diagnostics (Australia) Pty Ltd Australia 100 100 Horizon Radiology Limited New Zealand 100 100 IDX Employer 1 Pty Ltd (formerly Bodyscreen Pty Ltd) Australia 100 100 IDX Employer 2 Pty Ltd (formerly Imaging Queensland IP Pty Ltd) Australia 100 100 IDX ESS Equity Trust Australia 100 100 IDX Operations Pty Ltd (formerly Radiology 24/7 Pty Ltd) Australia 100 100 IDX Teleradiology Pty Ltd Australia 100 100 Imaging @ Olympic Park Pty Ltd Australia 100 100 Imaging @ Olympic Park Unit Trust Australia 100 100 Imaging Queensland Pty Ltd Australia 100 100 Insight Radiology Limited New Zealand 100 100 Integral Diagnostics Financing Pty Ltd Australia 100 100 Integral Diagnostics New Zealand Limited New Zealand 100 100 Integral Diagnostics No. 1 Pty Ltd Australia 100 100 Integrated Pain Management Pty Ltd Australia 100 100 153Integral Diagnostics Annual R eport 2026
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Ownership interest Name of entity Principal place of business/ country of incorpor ation 2026 % 2025 % IQ Radiology Pty Ltd Australia 100 100 IQ Radiology Services Pty Ltd Australia 100 100 Joremo Pty Ltd Australia 100 100 Lake Imaging Pty Ltd Australia 100 100 Lime Avenue Radiology Pty Ltd Australia 100 100 Maroochy Radiology Pty Ltd Australia 51 - Martlesham Pty Ltd Australia 100 100 MDI Group Pty Ltd Australia 100 100 MDI Manningham Pty Ltd Australia 100 100 MDI Radiology Pty Ltd Australia 100 100 Peloton Radiology Pty Ltd Australia 100 100 Queensland Nuclear Medicine Pty Ltd Australia 100 100 RAD Corporate Pty Ltd Australia 100 100 Radiology One Pty Ltd Australia 100 100 Radiology Tasmania Pty Ltd Australia 100 100 Radploy 2 Pty Ltd Australia 100 100 Radploy 3 Pty Ltd Australia 100 100 Radploy 4 Pty Ltd Australia 100 100 Radploy Pty Ltd Australia 100 100 SC Radiology Pty Ltd Australia 100 100 SCR Corporate Pty Ltd Australia 100 100 Specialist Radiology and MRI Limited New Zealand 100 100 Sunshine Coast Radiology Pty Ltd Australia 100 100 Tern Hill Pty Ltd Australia 100 100 The Imaging Trust Australia 100 100 The Women's Imaging Group Pty Ltd Australia 100 100 The X-Ray Group Pty Ltd Australia 100 100 Trinity MRI Limited New Zealand 100 100 Wang X-Ray Unit Trust Australia 100 100 Warby X-Ray Services Pty Ltd Australia 100 100 X-Ray & Imaging Holdings Pty Ltd Australia 100 100 X-Ray & Imaging Pty Ltd Australia 100 100 NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS 154
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Note 37. Deed of cross guarantee The following entities are parties to a Deed of Cross Guarantee, under which each company guarantees the debts of the others: Advanced Women’s Imaging Pty Ltd IDX Employer 2 Pty Ltd (formerly Imaging Queensland IP Pty Ltd) Capital Radiology (NSW) Pty Ltd IDX Operations Pty Ltd (formerly Radiology 24/7 Pty Ltd) Capital Radiology Pty Ltd IQ Radiology Services Pty Ltd Capital Radiology WA Pty Ltd Joremo Pty Ltd Capitol Global Pty Ltd Lake Imaging Pty Ltd Capitol Health Holdings Pty Ltd Lime Avenue Radiology Pty Ltd Capitol Health Pty Ltd Martlesham Pty Ltd Capitol Investments Pty Ltd MDI Group Pty Ltd Capitol Treasury Pty Ltd MDI Manningham Pty Ltd Central Queensland Radiology Pty Ltd MDI Radiology Pty Ltd CHL Operations Pty Ltd Peloton Radiology Pty Ltd Citiscan Radiology Pty Ltd Queensland Nuclear Medicine Pty Ltd CQ Radiology Pty Ltd RAD Corporate Pty Ltd Diagnostic MRI Services Pty Ltd Radiology One Pty Ltd Future Medical Imaging Group Pty Ltd Radiology Tasmania Pty Ltd Global Diagnostics (Australia) Pty Ltd Radploy 2 Pty Ltd IDX Employer 1 Pty Ltd (formerly Bodyscreen Pty Ltd) Radploy 3 Pty Ltd IDX Employer 2 Pty Ltd (formerly Imaging Queensland IP Pty Ltd) Radploy 4 Pty Ltd IDX Operations Pty Ltd (formerly Radiology 24/7 Pty Ltd) Radploy Pty Ltd IDX Teleradiology Pty Ltd SC Radiology Pty Ltd Imaging @ Olympic Park Pty Ltd SCR Corporate Pty Ltd Imaging Queensland Pty Ltd Sunshine Coast Radiology Pty Ltd Integral Diagnostics Limited Tern Hill Pty Ltd Integral Diagnostics Financing Pty Ltd The Women's Imaging Group Pty Ltd Integral Diagnostics No. 1 Pty Ltd The X-Ray Group Pty Ltd Integrated Pain Management Pty Ltd Warby X-Ray Services Pty Ltd IQ Radiology Pty Ltd X-Ray & Imaging Pty Ltd IDX Employer 1 Pty Ltd (formerly Bodyscreen Pty Ltd) Yarrawonga X-Ray Services Pty Ltd By entering into the deed, the wholly owned entities have been relieved from the requirement to prepare financial statements and a Dir ectors’ Report under Corporations Instrument 2016/785 issued by the Australian Securities and Investments Commission (ASIC). The above subsidiaries and Integral Diagnostics Limited are referred to as the 'Closed Group'. The consolidated statement of profit or loss, consolidated statement of comprehensive income, summary of movements in consolidated r etained earnings, and consolidated statement of financial position of the entities that are members of the Closed Group are as follows: 155Integral Diagnostics Annual R eport 2026
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Consolidated Statement of Profit or loss and Comprehensive income Note 30 June 2026 $’000 30 June 2025 $’000 Revenue Revenue 738,749 569,286 Interest and other income 5,457 1,792 Total revenue and other income 744,206 571,078 Expenses Consumables (33,157) (25,332) Employee benefits expense (478,593) (373,684) Depreciation expense (36,699) (30,364) Amortisation expense (32,069) (22,974) Transaction and integration expenses (2,266) (18,133) Share-based payments (2,515) (1,215) Equipment related expenses (21,721) (17,097) Occupancy expenses (15,749) (12,348) Technology expenses (30,251) (20,641) Other general expenses (97,175) (24,184) Impairment expense - (266) Finance costs (32,417) (25,787) Total expenses (782,612) (572,025) Loss before income tax expense (38,406) (947) Income tax expense (10,266) (4,750) Loss for the year from continuing operations (48,672) (5,697) (Loss)/profit is attributable to: Owners of Integral Diagnostics Limited (48,779) (5,843) Non-controlling interests 107 146 NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS 156
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Consolidated Statement of Financial Position Note 30 June 2026 $’000 30 June 2025 $’000 Assets Current assets Cash and cash equivalents 42,101 40,861 Trade and other receivables 26,504 24,549 Other assets 89,082 93,480 Inventory 3,172 2,322 Total current assets 160,859 161,212 Non-current assets Property, plant and equipment 228,052 217,661 Right-of-use assets 209,857 201,691 Intangibles 773,236 778,836 Investments 22,604 92,604 Derivative financial instruments 2,328 - Other non-current financial assets 1,621 - Total non-current assets 1,237,698 1,290,792 Total assets 1,398,557 1,452,004 Liabilities Current liabilities Trade and other payables 61,139 59,168 Lease liabilities 19,577 18,246 Income tax payable 6,651 3,423 Contingent consideration 2,250 2,250 Provisions 46,397 43,523 Other Current Liabilities 5,305 6,204 Total current liabilities 141,319 132,814 Non-current liabilities Borrowings 341,796 341,252 Lease liabilities 215,221 200,804 Deferred tax liability 639 7,174 Provisions 14,301 13,528 Other non-current liabilities 6,113 2,257 Total non-current liabilities 578,070 565,015 Total liabilities 719,389 697,829 Net assets 679,168 754,175 Equity Contributed capital 736,096 737,804 Reserves (5,895) (3,777) Retained profits (56,559) 19,206 Non-controlling interests 5,526 942 Total equity 679,168 754,175 157Integral Diagnostics Annual R eport 2026
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Note 38. Reconciliation of profit after income tax to net cash from operating activities Consolidated 30 June 2026 $’000 30 June 2025 $’000 Profit after income tax expense for the year 22,040 2,835 Adjustments for: Depreciation and amortisation 74,116 59,372 Impairment of assets - 538 Loan establishment costs amortisation/write-off 543 1,186 Share-based payments 2,475 1,216 (Profit)/loss on the sale of assets (569) 64 Remeasurement of make good provisions (239) 40 Unwinding of discounting for makegood provisions 463 53 Remeasurement of contingent consideration liabilities - (5,514) Recognition of other financial liabilities 4,842 2,398 Bad debts 301 1,169 Insurance claim receivable - (757) Change in operating assets and liabilities, net of the effects of business combinations: Increase in trade and other receivables (1,764) (28) (Increase)/decrease in deferred taxes (4,283) 157 Increase in other operating assets and inventory (4,005) (2,411) Increase in trade and other payables 1,410 3,773 Decrease in deferred income - (1,079) Increase in provision for income tax 663 1,487 Increase in other provisions 3,365 4,551 (Decrease)/increase in other financial liabilities (4,118) 4,724 Net inflow cash from operating activities 95,240 73,774 NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS 158
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Reconciliation of liabilities arising from financing activities Consolidated Property leases due within 1 year $’000 Property leases due after 1 year $’000 Borrowings due within 1 year $’000 Borrowings due after 1 year $’000 Total $’000 Balance as at 30 June 2024 13,960 121,872 2,211 219,756 357,799 Business combination 6,366 81,708 82,770 14 170,858 New leases net of terminations 218 23,539 - - 23,757 Impact of liability maturity for period 27,517 (4,021) (82,770) 83,841 24,567 Cash flows (27,771) - (2,211) 37,321 7,339 FX 31 335 - 320 686 Balance as at 30 June 2025 20,321 223,433 - 341,252 585,006 New leases net of terminations 126 12,733 - - 12,859 Impact of liability maturity for period 21,998 190 - 544 22,732 Cash flows (20,729) - - - (20,729) FX (255) (2,517) - - (2,772) Balance as at 30 June 2026 21,461 233,839 - 341,796 597,096 Net debt reconciliation 30 June 2026 $’000 30 June 2025 $’000 Cash and cash equivalents 51,286 52,104 Borrowings – repayable within one year - - Borrowings – repayable after one year (341,796) (341,252) Net debt (290,510) (289,148) Cash and liquid investments 51,286 52,104 Gross debt – variable interest rates (341,796) (341,252) Net debt (290,510) (289,148) 159Integral Diagnostics Annual R eport 2026
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Note 39. Earnings per share 30 June 2026 $’000 30 June 2025 $’000 Profit/(loss) after income tax 22,040 2,835 Profit/(loss) after income tax attributable to the owners of Integral Diagnostics Limited 21,933 2,689 30 June 2026 # 30 June 2025 # Weighted average number of ordinary shares used in calculating basic earnings per share 372,850,296 306,619,056 Adjustments for calculation of diluted earnings per share: Weighted average number of performance rights over ordinary shares 2,862,324 2,691,136 Weighted average number of options over ordinary shares 907,990 907,990 Weighted average number of ordinary shares used in calculating diluted earnings per share 376,620,610 310,218,182 Cents Cents Basic earnings per share attributable to the owners of Integral Diagnostics Limited 5.9 0.9 Diluted earnings per share attributable to the owners of Integral Diagnostics Limited 5.8 0.9 Accounting policy for earnings per share Basic earnings per share Basic earnings per share is calculated by dividing the profit attributable to the owners of Integral Diagnostics Limited, excluding any costs of servicing equit y other than ordinary shares, by weighted average number of ordinary shares outstanding during the financial year, adjusted for bonus elements in ordinary shares issued during the financial year. Diluted earnings per share Diluted earnings per share adjusts the figures used in the determination of basic earnings per share to take into account the after income t ax effect of interest and other financing costs associated with dilutive potential ordinary shares and the weighted average number of shar es assumed to have been issued for no consideration in relation to dilutive potential ordinary shares. NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS 160
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Note 40. Events after the reporting period Appointment of new Managing Director and Chief Executive Officer and new Chief Financial Officer On 6 August 2026, Dr Ian Kadish retired from the role of Managing Director and Chief Executive Officer and Mr Jason Martinez was appoint ed the new Managing Director and Chief Executive Officer of the Group. On 10 August 2026, IDX announced the retirement of Mr Craig White as Chief Financial Officer and the appointment of Ms Jenny Martin in that r ole. Ms Martin will assume the CFO role on 5 October 2026. Results of the performance conditions for the Long-Term Incentive (LTI) awards The performance condition relating to the performance rights issued as part of the FY24 Long-Term Incentive (LTI) awards was tested on 21 August 2026. The performance required for vesting was not met, and as a result 680,124 performance rights relating to the FY24 have lapsed. Dividend declaration Subsequent to year end, a dividend of 6.0 cents per share was declared and will be paid on 2 October 2026. Other matters or circumstances Other than those detailed above, no other matters or circumstances have arisen since 30 June 2026 that have significantly affected, or ma y significantly affect, the Group’s operations, the results of those operations, or the Group’s state of affairs in future financial years. 161Integral Diagnostics Annual R eport 2026
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As at 30 June 2026 Name of entity Type of entity Trustee, partner or participant in JV % of share capital Place of business/ country of incorporation Australian resident or foreign resident Foreign jurisdiction(s) of foreign residents Integral Diagnostics Limited Company - 100 Australia Australia n/a IDX ESS Equity Trust Trust - 100 Australia Australia n/a Integral Diagnostics Financing Pty Ltd Company - 100 Australia Australia n/a IDX Teleradiology Pty Ltd Company - 100 Australia Australia n/a Lake Imaging Pty Ltd Company - 100 Australia Australia n/a Radploy Pty Ltd Company - 100 Australia Australia n/a Radploy 2 Pty Ltd Company - 100 Australia Australia n/a Radploy 3 Pty Ltd Company - 100 Australia Australia n/a Radploy 4 Pty Ltd Company - 100 Australia Australia n/a Global Diagnostics (Australia) Pty Ltd Company - 100 Australia Australia n/a SCR Corporate Pty Ltd Company - 100 Australia Australia n/a RAD Corporate Pty Ltd Company - 100 Australia Australia n/a Integral Diagnostics No. 1 Pty Ltd Company - 100 Australia Australia n/a Imaging Queensland Pty Ltd Company - 100 Australia Australia n/a Queensland Nuclear Medicine Pty Ltd Company - 100 Australia Australia n/a Advanced Women’s Imaging Pty Ltd Company - 100 Australia Australia n/a IDX Employer 1 Pty Ltd (formerly Bodyscr een Pty Ltd) Company - 100 Australia Australia n/a IDX Employer 2 Pty Ltd (formerly Imaging Queensland IP Pt y Ltd) Company - 100 Australia Australia n/a Sunshine Coast Radiology Pty Ltd Company - 100 Australia Australia n/a SC Radiology Pty Ltd Company - 100 Australia Australia n/a Central Queensland Radiology Pty Ltd Company - 100 Australia Australia n/a CQ Radiology Pty Ltd Company - 100 Australia Australia n/a IQ Radiology Pty Ltd Company - 100 Australia Australia n/a IQ Radiology Services Pty Ltd Company - 100 Australia Australia n/a Integrated Pain Management Pty Ltd Company - 100 Australia Australia n/a IDX Operations Pty Ltd (formerly R adiology 24/7 Pty Ltd) Company - 100 Australia Australia n/a Maroochy Radiology Pty Ltd Company - 51 Australia Australia n/a The X-Ray Group Pty Ltd Company - 100 Australia Australia n/a Martlesham Pty Ltd Company - 100 Australia Australia n/a Warby X-Ray Services Pty Ltd Company Trustee 100 Australia Australia n/a Wang X-Ray Unit Trust Trust - 100 Australia Australia n/a Yarrawonga X-Ray Services Pty Ltd Company Trustee 100 Australia Australia n/a Yarra X-Ray Unit Trust Trust - 100 Australia Australia n/a Tern Hill Pty Ltd Company Trustee 100 Australia Australia n/a The Imaging Trust Trust - 100 Australia Australia n/a Citiscan Radiology Pty Ltd Company - 100 Australia Australia n/a Peloton Radiology Pty Ltd Company - 100 Australia Australia n/a CONSOLIDATED ENTITY DISCLOSURE STATEMENT 162
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As at 30 June 2026 Name of entity Type of entity Trustee, par tner or participant in JV % of share c apital Place of business/ c ountry of incorporation Australian r esident or foreign resident Foreign jurisdiction(s) of for eign residents The Women's Imaging Group Pty Ltd Company - 100 Australia Australia n/a X-Ray & Imaging Holdings Pty Ltd Company - 100 Australia Australia n/a X-Ray & Imaging Pty Ltd Company - 100 Australia Australia n/a Capitol Health Pty Ltd Company - 100 Australia Australia n/a Capitol Global Pty Ltd Company - 100 Australia Australia n/a Capitol Investments Pty Ltd Company - 100 Australia Australia n/a Capital Radiology (NSW) Pty Ltd Company - 100 Australia Australia n/a Capital Radiology Pty Ltd Company - 100 Australia Australia n/a Capital Radiology WA Pty Ltd Company - 100 Australia Australia n/a Capitol Treasury Pty Ltd Company - 100 Australia Australia n/a Capitol Health Holdings Pty Ltd Company - 100 Australia Australia n/a CHL Operations Pty Ltd Company - 100 Australia Australia n/a Diagnostic MRI Services Pty Ltd Company Trustee 100 Australia Australia n/a Diagnostic MRI Services Unit Trust Trust - 100 Australia Australia n/a Future Medical Imaging Group Pty Ltd Company - 100 Australia Australia n/a Imaging @ Olympic Park Pty Ltd Company Trustee 100 Australia Australia n/a Imaging @ Olympic Park Unit Trust Trust - 100 Australia Australia n/a Joremo Pty Ltd Company - 100 Australia Australia n/a MDI Group Pty Ltd Company - 100 Australia Australia n/a MDI Manningham Pty Ltd Company - 100 Australia Australia n/a MDI Radiology Pty Ltd Company - 100 Australia Australia n/a Radiology One Pty Ltd Company - 100 Australia Australia n/a Radiology Tasmania Pty Ltd Company - 100 Australia Australia n/a Lime Avenue Radiology Pty Ltd Company - 100 Australia Australia n/a Adrad Investments SA Pty Ltd Company - 90 Australia Australia n/a Adelaide Radiology Pty Ltd Company - 90 Australia Australia n/a Capital Radiology (Pakenham) Pty Ltd Company - 70 Australia Australia n/a Capital Radiology (EPH) Pty Ltd Company - 70 Australia Australia n/a Capital Heart Pty Ltd Company - 55 Australia Australia n/a Specialist Radiology and MRI Limited Company - 100 New Zealand Foreign New Zealand Trinity MRI Limited Company - 100 New Zealand Foreign New Zealand Integral Diagnostics New Z ealand Limited Company - 100 New Zealand Foreign New Zealand Astra Radiology Limited Company - 100 New Zealand Foreign New Zealand Insight Radiology Limited Company - 100 New Zealand Foreign New Zealand Horizon Radiology Limited Company - 100 New Zealand Foreign New Zealand 163Integral Diagnostics Annual Report 2026
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Basis of preparation This Consolidated Entity Disclosure Statement (CEDS) has been prepared in accordance with the Corporations Act 2001 and includes inf ormation for each entity that was part of the consolidated entity as at the end of the financial year in accordance with AASB 10: Consolidat ed Financial Statements. Determination of tax residency Section 295 (3A)(vi) of the Corporation Act 2001 defines tax residency as having the meaning in the Income Tax Assessment Act 1997. The det ermination of tax residency involves judgement as there are different interpretations that could be adopted, and which could give rise to a different conclusion on residency. In determining tax residency, the consolidated entity has applied the following interpretations: • Australian tax residency. The consolidated entity has applied current legislation and judicial precedent, including having regard to the Tax Commissioner's public guidance in T ax Ruling TR 2018/5: • Foreign tax residency. Where necessary, the consolidated entity has used independent tax advisers in foreign jurisdictions to assist in its determination of tax r esidency to ensure applicable foreign tax legislation has been complied with (see section 295(3A)(vii) of the Corporations Act 2001). Partnerships and trusts Entities are typically taxed on a flow-through basis. Australian tax law generally does not contain corresponding residency tests f or partnerships and trusts, and these additional disclosures on the tax status of partnerships and trusts have been provided where relevant. CONSOLIDATED ENTITY DISCLOSURE STATEMENT 164
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In the Directors’ opinion: • the attached financial statements and notes comply with the Corporations Act 2001, the accounting standards, the Corporations Regulations 2001 and other mandatory professional reporting requirements; • the attached financial statements and notes comply with International Financial Reporting Standards as issued by the International Accounting St andards Board as described in Note 2 to the financial statements; • the attached financial statements and notes give a true and fair view of the Group’s financial position as at 30 June 2026 and of its perf ormance for the financial year ended on that date; • there are reasonable grounds to believe that the Company will be able to pay its debts as and when they become due and payable; • the Consolidated Entity Disclosure Statement on pages 162 to 164 is true and correct, and • at the date of this declaration, there are reasonable grounds to believe that the members of the extended closed group will be able t o meet any obligations or liabilities to which they are, or may become, subject to by virtue of the deed of cross guarantee described in Note 37 to the financial statements. The Directors have been given the declarations required by section 295A of the Corporations Act 2001. Signed in accordance with a resolution of Directors made pursuant to section 295(5)(a) of the Corporations Act 2001. On behalf of the Directors, Toby Hall Chair Jason Martinez Managing Director and Chief E xecutive Officer 25 August 2026 DIRECTORS’ DECLARATION 165Integral Diagnostics Annual Report 2026
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PricewaterhouseCoopers, ABN 52 780 433 757 2 Riverside Quay, SOUTHBANK VIC 3006, GPO Box 1331 MELBOURNE VIC 3001 T: +61 3 8603 1000, F: +61 3 8603 1999, www.pwc.com.au pwc.com.au Liability limited by a scheme approved under Professional Standards Legislation. Independent auditor’s report To the members of Integral Diagnostics Limited Report on the audit of the financial report Our opinion In our opinion, the accompanying financial report of Integral Diagnostics Limited (the Company) and its controlled entities (together the Group) is in accordance with the Corporations Act 2001, including: a) giving a true and fair view of the Group’s financial position as at 30 June 2026 and of its financial performance for the year then ended; and b) complying with Australian Accounting Standards and the Corporations Regulations 2001. What we have audited The financial report comprises: • the consolidated statement of financial position as at 30 June 2026; • the consolidated statement of profit or loss for the year then ended; • the consolidated statement of comprehensive income for the year then ended; • the consolidated statement of changes in equity for the year then ended; • the consolidated statement of cash flows for the year then ended; • the notes to the consolidated financial statements, including material accounting policy information and other explanatory information; • the consolidated entity disclosure statement as at 30 June 2026; and • the directors’ declaration. INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF INTEGRAL DIAGNO STICS LIMITED 166
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Basis for opinion We conducted our audit in accordance with Australian Auditing Standards. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial report section of our report. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. Independence We are independent of the Group in accordance with the auditor independence requirements of the Corporations Act 2001 and the ethical requirements of the Accounting Professional & Ethical Standards Board’s APES 110 Code of Ethics for Professional Accountants (including Independence Standards) (the Code) that are relevant to audits of the financial report of public interest entities in Australia. We have also fulfilled our other ethical responsibilities in accordance with the Code. Our audit approach An audit is designed to provide reasonable assurance about whether the financial report is free from material misstatement. Misstatements may arise due to fraud or error. They are considered material if individually or in aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of the financial report. We tailored the scope of our audit to ensure that we performed enough work to be able to give an opinion on the financial report as a whole, taking into account the geographic and management structure of the Group, its accounting processes and controls and the industry in which it operates. Audit Scope Our audit focused on where the Group made subjective judgements; for example, significant accounting estimates involving assumptions and inherently uncertain future events. In establishing the overall approach to the group audit, we determined the type of work that needed to be performed by us, as the group auditor. 167Integral Diagnostics Annual R eport 2026
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Key audit matters Key audit matters are those matters that, in our professional judgement, were of most significance in our audit of the financial report for the current period. The key audit matters were addressed in the context of our audit of the financial report as a whole, and in forming our opinion thereon, and we do not provide a separate opinion on these matters. Further, any commentary on the outcomes of a particular audit procedure is made in that context. We communicated the key audit matter to the Audit Committee. Key audit matter How our audit addressed the key audit matter Carrying value of goodwill - New Zealand (Refer to note 14) The Group tests the goodwill related to the New Zealand Cash Generating Unit (‘CGU’) on an annual basis under Australian Accounting Standards. The recoverability is determined on a value-in-use basis, using an impairment model prepared using discounted cash flows. This requires the Group to make significant judgements and assumptions, including the estimation of forecast cash flows, terminal value growth rates, and discount rates. The carrying value of the New Zealand goodwill is a key audit matter due to both the financial significance of the balances and the degree of subjectivity in the judgements and assumptions. We performed the following procedures, amongst others: • Assessed the appropriateness of the forecast future cash flows used in the model by comparing with the most recent budgets approv ed by the Board. Assessed the appropriateness of the growth assumptions within the future cash flows by comparing to historical results and external data sources such as economic and industry forecasts. With the assistance of PwC Valuations experts, we assessed the appropriateness of discount rates and terminal growth rates used in the impairment model by comparing them to external market data and comparable companies. Evaluated the reasonableness of the relevant financial statement disclosures in light of the requirements of Australian Accounting Standards. Other information The directors are responsible for the other information. The other information comprises the information included in the annual report for the year ended 30 June 2026, but does not include the financial report and our auditor’s report thereon. Our opinion on the financial report does not cover the other information and accordingly we do not express any form of assurance conclusion thereon through our opinion on the financial report. INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF INTEGRAL DIAGNO STICS LIMITED 168
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In connection with our audit of the financial report, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial report or our knowledge obtained in the audit, or otherwise appears to be materially misstated. If, based on the work we have performed on the other information that we obtained prior to the date of this auditor’s report, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard. Responsibilities of the directors for the financial report The directors of the Company are responsible for the preparation of the financial report in accordance with Australian Accounting Standards and the Corporations Act 2001, including giving a true and fair view, and for such internal control as the directors determine is necessary to enable the preparation of the financial report that is free from material misstatement, whether due to fraud or error. In preparing the financial report, the directors are responsible for assessing the ability of the Group to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the directors either intend to liquidate the Group or to cease operations, or have no realistic alternative but to do so. Auditor’s responsibilities for the audit of the financial report Our objectives are to obtain reasonable assurance about whether the financial report as a whole is free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with the Australian Auditing Standards will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of the financial report. A further description of our responsibilities for the audit of the financial report is located at the Auditing and Assurance Standards Board website at: https://auasb.gov.au/media/bwvjcgre/ar1_2024.pdf. This description forms part of our auditor’s report. 169Integral Diagnostics Annual R eport 2026
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Report on the remuneration report Our opinion on the remuneration report We have audited the remuneration report included in the directors’ report for the year ended 30 June 2026. In our opinion, the remuneration report of Integral Diagnostics Limited for the year ended 30 June 2026 complies with section 300A of the Corporations Act 2001. Responsibilities The directors of the Company are responsible for the preparation and presentation of the remuneration report in accordance with section 300A of the Corporations Act 2001. Our responsibility is to express an opinion on the remuneration report, based on our audit conducted in accordance with Australian Auditing Standards. Matters relating to the electronic presentation of the audited financial report This auditor’s report relates to the financial report of Integral Diagnostics Limited for the year ended 30 June 2026 included on Integral Diagnostics Limited’s web site. The directors of the Company are responsible for the integrity of Integral Diagnostics Limited’s web site. We have not been engaged to report on the integrity of this web site. The auditor’s report refers only to the financial report named above. It does not provide an opinion on any other information which may have been hyperlinked to/from the financial report. If users of this report are concerned with the inherent risks arising from electronic data communications they are advised to refer to the hard copy of the audited financial report to confirm the information included in the audited financial report presented on this web site. PricewaterhouseCoopers Amanda Campbell Partner Melbourne 25 August 2026 INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF INTEGRAL DIAGNO STICS LIMITED 170
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Certain parts of this report contain financial measures that have not been prepared in accordance with the Australian equivalents of international financial reporting standards (IFRS) and are not recognised measures of financial performance or liquidity under IFRS. In addition t o the financial information presented in accordance with IFRS, certain ‘non-GAAP financial measures’ have been included in this r eport. These measures include Capital Expenditure, Operating Free Cash Flow, Operating EBIT, Operating EBITDA , Operating NPAT, Reported EBITDA, Net Debt, Net Debt to EBITDA (leverage ratio), Net Debt to Equity, Net Tangible Assets, and Net Tangible Asset per Ordinary Security, Return on Invested Capital (ROIC) and Return on Operating Assets. These non-IFRS financial measures are defined below. This section provides a reconciliation of these measures to the Group's Financial St atements. The Group believes that the non-IFRS financial measures it presents, provide a useful means through which to examine the underlying performance of its business. These measures however, should not be considered to be an indication of, or an alternative to, corresponding measures of gross profit, net profit, cash flows from operating activities, or other figures determined in accordance with IFRS. In addition, such measur es may not be comparable to similar measures presented by other companies. Undue reliance should not be placed on the non-IFRS financial measures contained in this report, and the non-IFRS financial measures should not be consider ed in isolation or as a substitute for financial measures computed in accordance with IRFS. Although certain aspects of this data have been extracted or derived from the Group's Financial Statements, this data has not been audit ed or reviewed by the Group's independent auditors. Definition and calculation of non-IFRS financial information Definitions and calculation methodology for non-IFRS financial information used in this report are as follows: Non-IFRS Financial Information Management use Calculation methodology Capital Expenditure Used to assess the Group's deployment of capital. Management uses this measur e to aid the decision making of capital allocation and productivity. Includes capital additions for monies spent on fixed assets such as office furniture and equipment, plant and equipment, mot or vehicles, software and leasehold improvements. Operating Free Cash Flow Used to assess the cash available for investing and financing activities, including shareholder distributions, and debt servicing aft er running the Group's operations. Cash flow from operating subtracting replacement capital expenditure. Net Debt Used to measure the structure of the balance sheet, and the financing of the Group, and aids Management in tracking the relative debt level of the Group. Calculated as interest bearing liabilities les s cash and cash equivalents. Net Debt to EBITDA (leverage ratio) Used to measure the profitability of the Group relative to the debt r equired to be serviced, and aids Management in determining debt servicing requirements of the Group. Calculated as net debt divided by Reported EBITD A, adjusted for cash lease costs and items of income and expense as set out per the Group's lending covenant requirements. Net Tangible Assets Used to measure the Group's net asset position (after e xcluding intangible assets) to aid Management in assessing the liquidity and solvency positions of the Group. Calculated as net assets after subtracting int angible assets, including right-of- use assets. Net Tangible Assets per Ordinary Security Used to measure the Group's capital allocation decisions r elative to the performance of its share price (equity valuation). Calculated as net tangible assets, divided b y ordinary shares on issue. Operating EBIT Used to assess the Group's operational profitability, excluding amortisation of non-oper ating intangibles, net finance costs and income t ax expense, in order to help Management track the performance of the Group from its operations only, after excluding the impacts of exceptional and abnormal items. Calculated as profit before income tax expense and net finance costs, excluding non-operating items. NON-IFRS FINANCIAL INFORMATION 171Integral Diagnostics Annual Report 2026
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Non-IFRS Financial Information Management use Calculation methodology Operating EBITDA Used to assess the Group's operational profitability, excluding depr eciation, amortisation, net finance costs and income tax expense, in order to help Management track the performance of the Group from its operations, only after excluding the impact of exceptional and abnormal items. This assists Management in determining optimal resource allocation decisions. Calculated as profit before income tax expense, net finance costs, depr eciation and amortisation, excluding non-operating items. Operating NPAT Used to assess the Group's operational profitability after e xcluding the impacts of exceptional and abnormal items. Calculated as statutory net profit after tax, after excluding tax effective non- operating items. Reported EBIT Used to assess the Group's operational profitability, excluding amortisation of non-oper ating intangibles, net finance costs and income t ax expense in order to help Management track the performance of the Group from its operations only. Calculated as profit before income tax expense and net finance costs. Reported EBITDA Used to assess the Group's operational profitability, excluding depr eciation, amortisation, net finance costs and income tax expense, in order to help Management track the performance of the Group from its operations. Calculated as profit before income tax expense, net finance costs, depreciation and amortisation. Return on Invested Capital (ROIC) Used to assess the Group's efficiency in allocating c apital to investments, and aids Management in making investment decisions. Calculated as Operating EBIT divided by the sum of net debt and shar e capital (averaged over 24 months). Return on Operating Assets Used to assess the Group's efficiency in utilising operating as sets to generate earnings, and aids Management in making investment decisions. Calculated as LTM organic Operating NPAT (plus tr ailing acquisitions NPAT) divided by the sum of current assets and property plant and equipment (at cost). NON-IFRS FINANCIAL INFORMATION 172
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Reconciliation of statutory earnings to non-IFRS financial information Derived from the Statutory Consolidated Statement of Profit of Loss 30 June 2026 $’000 30 June 2025 $’000 30 June 2024 $’000 Operating NPAT Statutory NPAT 22,040 2,835 (60,699) Adjusted for: Remeasurement of contingent consideration liabilities (tax-effected) - (5,514) (1,337) Transaction, restructuring and integration costs (tax-effected)1 19,581 31,104 3,393 New site costs (tax-effected)2 1,365 - - Share-based payments (tax-effected) 472 609 999 Share of net profit of joint ventures (tax-effected) - - 60 Amortisation of finite lived intangible assets (tax-effected) 3,951 2,017 1,057 Impairment expense (tax-effected) - 538 74,639 Operating NPAT 47,409 31,589 18,112 Reported EBIT/EBITDA Statutory NPAT 22,040 2,835 (60,699) Adjusted for: Income tax expense 10,068 5,985 3,564 Interest income (1,262) (1,087) (861) Other income (118) (757) - Finance costs 32,750 28,901 22,547 Reported EBIT 63,478 35,877 (35,449) Adjusted for: Amortisation of finite lived intangible assets 5,644 2,883 1,489 Depreciation expense 39,776 34,121 27,888 Depreciation expense - right-of-use asset 27,875 22,366 17,485 Reported EBITDA 136,773 95,247 11,413 Operating EBIT Reported EBIT 63,478 35,877 (35,449) Adjusted for: Remeasurement of contingent consideration liabilities - (5,514) (1,337) Transaction, restructuring and integration costs3 25,480 34,829 5,694 New site costs2 1,949 - - Share-based payments 472 609 999 Other income4 118 757 - Share of net profit of joint ventures - - 60 Amortisation of finite lived intangible assets 5,644 2,883 1,489 Impairment expense - 538 74,639 173Integral Diagnostics Annual R eport 2026
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30 June 2026 $’000 30 June 2025 $’000 30 June 2024 $’000 Operating EBIT 97,141 69,979 46,095 1. FY26 transaction, restructuring and integration costs contain $12.9m (tax-effected) of labour costs (2025: $7.5m), $3.1m (tax-effected) of technology costs (2025: $0.3m), $0.1m (tax-effected) of finance costs (2025: $0.2m) and $0.7m (tax-effected) of other costs (2025: $1.2m) and directly attributable to, or resulting from non-operating transaction, restructuring and integration activities. 2. New site costs relate to costs incurred by the Group for new greenfield sites prior to commencing trading. 3. FY26 transaction, restructuring and integration costs contain $14.8m of labour costs (2025: $8.9m), $4.5m of technology expenses (2025: $0.4m) and $0.9m of other expenses (2025: $1.7m) directly attribut able to, or resulting from non-operating transaction, restructuring and integration activities. 4. Other income relates primarily to expected recoveries from insurance claims. In FY25, other impact relates to recoveries for the impact of Tropical Cyclone Alfred in South-east Queensland in Mar ch 2025. 30 June 2026 $’000 30 June 2025 $’000 30 June 2024 $’000 Operating EBITDA Reported EBITDA 136,773 95,247 11,413 Adjusted for: - - Remeasurement of contingent consideration liabilities - (5,514) (1,337) Transaction, restructuring and integration costs1 25,480 34,829 5,694 New site costs2 1,949 - - Share-based payments 472 609 999 Other income3 118 757 - Share of net profit of joint ventures - - 60 Impairment expense - 538 74,639 Operating EBITDA 164,792 126,466 91,468 1. FY26 transaction, restructuring and integration costs contain $14.8m of labour costs (2025: $8.9m), $4.5m of technology expenses (2025: $0.4m) and $0.9m of other expenses (2025: $1.7m) directly attribut able to, or resulting from non-operating transaction, restructuring and integration activities. 2. New site costs relate to costs incurred by the Group for new greenfield sites prior to commencing trading. 3. Other income relates primarily to expected recoveries from insurance claims. In FY25, other impact relates to recoveries for the impact of Tropical Cyclone Alfred in South-east Queensland in Mar ch 2025. Derived from the Consolidated Statement of Profit or Loss and Consolidated Statement of Financial Position 30 June 2026 $’000 30 June 2025 $’000 30 June 2024 $’000 Operating Diluted EPS Operating NPAT 47,409 31,589 18,112 Divided by: Weighted average no. of shares (WaNoS) 30 June 2026 #000s 30 June 2025 #000s 30 June 2024 #000s WaNoS 372,850 306,619 233,497 WaN diluting instruments 3,771 3,599 2,834 Total dilutive WaNoS 376,621 310,218 236,331 Operating Diluted EPS (cents per share) 12.6 10.2 7.7 NON-IFRS FINANCIAL INFORMATION 174
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30 June 2026 $’000 30 June 2025 $’000 30 June 2024 $’000 Return on invested capital Operating EBIT 97,141 69,979 46,095 Divided by: - - Operating assets - - Current debt - - 2,210 Non-current debt 341,796 341,252 219,756 Current lease liabilities 21,461 20,321 13,960 Non-current lease liabilities 233,839 223,433 121,871 Cash (51,286) (52,104) (42,438) Net Debt (including lease liabilities) 545,810 532,902 315,359 Share Capital 736,278 735,397 335,001 Capital invested 1,282,088 1,268,299 650,360 Average capital invested 1,275,194 959,330 657,430 Return on invested capital 7.6% 7.3% 7.0% 30 June 2026 $’000 30 June 2025 $’000 30 June 2024 $’000 Declared dividend payout ratio Interim dividend of 3.3 cents per share paid on 2 April 2026 12,208 9,221 5,746 Final dividend of 6.0 cents declared on 25 August 2026 22,384 14,897 7,622 Total dividend paid or declared 34,592 24,118 13,368 Divided by: Operating NPAT 47,409 31,589 18,112 Declared dividend payout ratio 73.0% 76.3% 73.8% 175Integral Diagnostics Annual R eport 2026
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The following information is current as at 30 July 2026. Top 20 shareholders Rank Name Number of fully paid ordinary shares % of issued c apital 1 HSBC Custody Nominees (Australia) Limited 85,886,682 23.02 2 J P Morgan Nominees Australia Pty Limited 68,044,538 18.24 3 Citicorp Nominees Pty Limited 64,008,263 17.16 4 BNP Paribas Nominees Pty Ltd <Agency Lending A/c> 10,502,876 2.82 5 BNP Paribas Noms Pty Ltd <Global Markets> 10,379,181 2.78 6 BNP Paribas Noms (NZ) Ltd 7,826,172 2.10 7 HSBC Custody Nominees (Australia) Limited - A/c 2 6,224,275 1.67 8 BNP Paribas Nominees Pty Ltd <Hub24 Custodial Serv Ltd> 5,874,991 1.57 9 HSBC Custody Nominees (Australia) Limited <NT-Comnwlth Super Corp A/c> 4,379,374 1.17 10 BNP Paribas Noms Pty Ltd 4,257,543 1.14 11 Kim New Holdings Pty Ltd 3,389,045 0.91 12 Lethean Holdings Pty Ltd <The Howitt No 8 A/c> 2,944,760 0.79 13 Idinoc Pty Ltd <J & R Conidi Family A/c> 2,502,713 0.67 14 Firbar Pty Ltd <The Howitt No 4 A/c> 2,357,230 0.63 15 First Samuel Ltd ACN 086243567 <ANF ITS MDA Clients A/c> 2,340,923 0.63 16 Masfen Securities Limited 2,250,000 0.60 17 Mittal Holdings Pty Ltd <Howitt No 12 A/c> 2,085,907 0.56 18 Citicorp Nominees Pty Limited <143212 NMMT Ltd A/c> 1,937,341 0.52 19 Wyndham Salter Pty Ltd <The Howitt No 10 A/c> 1,692,947 0.45 20 Warbont Nominees Pty Ltd <Settlement Entrepot A/c> 1,677,944 0.45 Total 290,562,705 77.88 Substantial shareholders The names of substantial shareholders and the number of ordinary shares in which each has a relevant interest, as disclosed in the subst antial shareholding notices given to IDX, are as follows: Number of fully paid ordinary shares % of issued c apital Date notified to IDX TAL Dai-ichi Life Australia Pty Ltd 22,567,663 6.05 19-May-26 Yarra Capital Management Limited 21,200,856 5.70 24-Dec-24 Challenger Limited 19,657,417 5.28 5-Sep-25 Lennox Capital Partners 19,657,417 5.28 5-Sep-25 Vanguard Group 18,814,147 5.05 24-Sep-25 Australian Retirement Trust Pty Ltd atf Australian Retirement Trust 18,811,967 5.04 2-Jun-26 Wilson Asset Management Group 18,797,990 5.04 5-May-26 Tribeca Investment Partners Pty Ltd 18,767,651 5.03 23-Jun-26 ADDITIONAL INFORMATION RELATING TO SHAREHOLDERS 176
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Unmarketable parcels of shares There are 758 shareholders holding less than a marketable parcel of ordinary shares (less than $500 per parcel of shares) based on the Compan y’s closing share price of $2.09 at 30 July 2026. Voting rights In accordance with the Company’s Constitution, each member present at a meeting, whether in person, by proxy, by power of attorney or b y a duly authorised representative in the case of a corporate member, shall have one vote on a show of hands and one vote for each fully paid ordinary share held on a poll. Holders of performance rights and options do not have any voting rights. Distribution of shareholders Range Total holders Number of fully paid ordinary shares % 1 to 1,000 3,199 1,472,751 37.77 1,001 to 5,000 3,081 7,839,620 36.36 5,001 to 10,000 1,012 7,425,024 11.94 10,001 to 100,000 1,062 28,499,663 12.53 100,001 and Over 119 327,829,479 1.40 Total 8,473 373,066,537 100.00 Distribution of unquoted securities – performance rights All performance rights are issued under the Company’s Equity Incentive Plan. Range Number of P erformance rights % Number of holders of performance rights % 1 to 1,000 - - - - 1,001 to 5,000 - - - - 5,001 to 10,000 - - - - 10,001 to 100,000 941,306 31.91 15 71.43 100,001 and over 2,008,899 68.09 6 28.57 Total 2,950,205 100.00 21 100.00 Dr Ian Kadish, former MD & CEO and Mr Craig White, CFO, hold more than 20% of the performance rights comprising 777,919 and 609,854 perf ormance rights respectively. Distribution of unquoted securities – options All options are issued under the Company’s Equity Incentive Plan. Range Number of options over ordinary shares % Number of holders of options % 1 to 1,000 - - - - 1,001 to 5,000 - - - - 5,001 to 10,000 - - - - 10,001 to 100,000 397,760 43.81 9 75.00 100,001 and over 510,230 56.19 3 25.00 Total 907,990 100.00 12 100.00 177Integral Diagnostics Annual Report 2026
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Shares subject to voluntary escrow Class Expiry Date Number of fully paid ordinary shares Ordinary 1-Nov-26 876,069 Ordinary 1-Jul-27 178,137 Total shares on issue subject to voluntary escrow 1,054,206 The above table details only those ordinary shares that are subject to voluntary escrow arrangements under restriction deeds entered int o with the Group in relation to previous acquisitions. The restriction deeds contain provisions allowing the early release of shares subject to voluntary escrow under certain circumstances such as the death or permanent incapacity of an individual. On-market buy backs There is no current on-market buy back of IDX shares. ADDITIONAL INFORMATION RELATING TO SHAREHOLDERS 178
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Company details The following information is provided to assist our shareholders and investors. ASX listing The Company's shares are listed on the Australian Securities Exchange under the code "IDX". Australian Business Number The Company's ABN is 55 130 832 816. Registered office Level 2, 288 Victoria Parade East Melbourne, Victoria 3002 T +61 3 5339 0704 Website Investors can access a range of information, including ASX announcements, financial reports and corporate governance information, through our website at https://integraldiagnostics.com.au . Investors can also subscribe to receive ASX announcements automatically through our website. Share registry information IDX's share register is managed by Computershare In vestor Services. Shareholders can access a number of services provided by Comput ershare online at https://www.computershare.com/ The online service can be used to: • obtain information on your current holding and transaction history including dividend payment information for taxation purposes; and • to access and download forms necessary to advise of changes to your holding, such as Direct Credit banking instructions, change of address, notification of tax file number, and to transfer your holding. If you are not able to access the information you require online, please contact Computershare via the alternate methods given below. The Registrar Computershare Investor Services GPO Box 2975 Melbourne, VIC 3001 Telephone: Within Australia: 1300 850 505 Outside Australia: 03 9415 4000 Email: queries@computershare.com.au When accessing information online or phoning Computershare, please hav e your Security Reference Number (SRN) or Holder Identification Number (HIN), as shown on your Issuer Sponsored/CHESS statements, at hand. INVESTOR INFORMATION 179Integral Diagnostics Annual Report 2026
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